根據(jù)訂單訂定生產(chǎn)排程

問題根據(jù)訂單訂定生產(chǎn)排程vs.新廠區(qū)設(shè)置規(guī)劃1Projectmanagement

設(shè)計(jì)在有限時(shí)間內(nèi)完成某特定目標(biāo)之唯一

的一次作業(yè)BuildAADoneBuildBBDoneBuildCCDoneBuildDShipJANFEBMARAPRMAYJUNOntime!專案2Projectmanagement專案的特性限制時(shí)間成本績效涉及多種技術(shù)矩陣式組織3Projectmanagement個(gè)案討論畢業(yè)專題的規(guī)劃4Projectmanagement專案管理的關(guān)鍵決策選擇專案選擇專案管理者(專案經(jīng)理)選擇專案團(tuán)隊(duì)規(guī)劃與設(shè)計(jì)專案管理與控制專案資源決定專案是否要終止，及何時(shí)終止5Projectmanagement選擇專案專案範(fàn)圍時(shí)間預(yù)算有無適當(dāng)?shù)闹R與人員成本—效益分析政府法規(guī)…6Projectmanagement個(gè)案討論畢業(yè)專題的範(fàn)圍選擇7Projectmanagement專案管理者工作內(nèi)容建立專案目標(biāo)工作管理人力資源管理溝通品質(zhì)管理時(shí)間管理成本控制須具備的技能激勵(lì)與指揮團(tuán)隊(duì)成員權(quán)衡取捨決定處理突發(fā)狀況追蹤時(shí)程預(yù)算適應(yīng)環(huán)境變遷8Projectmanagement個(gè)案討論畢業(yè)專題的組長選擇9Projectmanagement選擇專案團(tuán)隊(duì)知識與技術(shù)背景團(tuán)隊(duì)合作能力對專案的熱忱是否參與其他專案以及因而可能產(chǎn)生之干擾10Projectmanagement個(gè)案討論畢業(yè)專題的組員選擇11Projectmanagement規(guī)劃與設(shè)計(jì)專案建立績效目標(biāo)建立完成時(shí)間表規(guī)劃專案的範(fàn)圍規(guī)劃專案工作項(xiàng)目外包需求分析資源需求規(guī)劃預(yù)算12Projectmanagement個(gè)案討論畢業(yè)專題的規(guī)劃與設(shè)計(jì)13Projectmanagement管理與控制專案資源建立適當(dāng)?shù)目冃гu估指標(biāo)追蹤進(jìn)度與修正專案計(jì)劃設(shè)計(jì)資訊系統(tǒng)，決定產(chǎn)生報(bào)表之內(nèi)容、格式、需求時(shí)間與更新頻率…14Projectmanagement專案生命週期(projectlifecycle)1、定義(definition)具體目標(biāo)可行性任務(wù)責(zé)任團(tuán)隊(duì)2、規(guī)劃(planning)排程預(yù)算資源風(fēng)險(xiǎn)分配工作3、執(zhí)行(execution)狀況報(bào)告改變品質(zhì)4、中止(termination)訓(xùn)練顧客傳送文件釋放資源重新分派人員專案檢討15Projectmanagement專案風(fēng)險(xiǎn)延誤增加成本無法達(dá)成技術(shù)要求發(fā)生導(dǎo)致專案中止的事件16Projectmanagement風(fēng)險(xiǎn)管理辨識風(fēng)險(xiǎn)評估風(fēng)險(xiǎn)建立應(yīng)變計(jì)劃備份系統(tǒng)經(jīng)常檢視專案的重要層面在問題發(fā)生初期予以排除轉(zhuǎn)嫁風(fēng)險(xiǎn)(外包)分?jǐn)傦L(fēng)險(xiǎn)尋求合作夥伴17Projectmanagement工作分解結(jié)構(gòu)

(workbreakdownstructure，WBS)定義階層式的列出專案期間所需做的工作步驟確認(rèn)專案要件確認(rèn)各要件主要支援活動(dòng)確認(rèn)支援活動(dòng)所需之活動(dòng)…18Projectmanagement工作分解結(jié)構(gòu)示例專案層級1層級2層級

3層級419Projectmanagement專案管理的工具甘特圖(Ganttchart)計(jì)劃評核術(shù)(programevaluationandreviewtechnique，PERT)要徑法(criticalpathmethod，CPM)20Projectmanagement三月四月五月六月七月八月九月十月十一月十二月找新設(shè)施的地點(diǎn)招募與面試僱用與訓(xùn)練選擇與訂購傢俱重建模型與安置電話搬進(jìn)/開始進(jìn)行甘特圖(Ganttchart)21Projectmanagement甘特圖之優(yōu)缺點(diǎn)優(yōu)點(diǎn)視覺化簡單缺點(diǎn)沒有揭示作活動(dòng)之間某些關(guān)係22Projectmanagement個(gè)案討論畢業(yè)專題的規(guī)劃23ProjectmanagementPERT與

CPM之功能PERT(programevaluationandreviewtechnique):計(jì)劃評核術(shù)CPM(criticalpathmethod):要徑法專案作業(yè)的圖示專案所需時(shí)間的估計(jì)哪些作業(yè)是在一定時(shí)間內(nèi)完成專案的最重要的指標(biāo)一項(xiàng)作業(yè)可延遲多久而不致影響到專案時(shí)間長度24ProjectmanagementPERT發(fā)展單位美國海軍特殊專案室(theU.S.NavySpecialProjectsOffice)LockheedAircraftBooz(consultingfirm)Allen&Hamilton(consultingfirm)專案Polaris飛彈專案機(jī)率性時(shí)間估計(jì)(三時(shí)估計(jì))25ProjectmanagementCPM發(fā)展人(單位)J.E.Kelly(RemingtonRandCorporation)M.R.walker(DuPont)專案化學(xué)工廠維修計(jì)畫確定性時(shí)間估計(jì)26Projectmanagement網(wǎng)路圖(Theprojectnetwork)以箭號與節(jié)點(diǎn)描述專案作業(yè)先行、後續(xù)關(guān)係之圖。相關(guān)名詞：活動(dòng)(activity)：消耗資源與時(shí)間的專案步驟。事件(event)：活動(dòng)的起始點(diǎn)與中止點(diǎn)。路徑(path)：從起始點(diǎn)到終點(diǎn)的一連串活動(dòng)。要徑(critical)

：網(wǎng)路圖中活動(dòng)時(shí)間最長的路徑，決定了專案期望時(shí)間

類型。箭線式(activity-on-arrow,AOA)節(jié)點(diǎn)式

(activity-on-node,AON)27Projectmanagement箭線式(AOA)1：事件：活動(dòng)箭的長短不代表作業(yè)時(shí)間。不可有平行作業(yè)(兩結(jié)點(diǎn)中不可有兩條線平行相連)。若有平行作業(yè)須利用虛擬作業(yè)(dummyactivity)表示一個(gè)起始點(diǎn)、一個(gè)終點(diǎn)。28Projectmanagement箭線式(AOA)223LayfoundationOrdermaterial(a) Incorrectprecedencerelationship(b) Correctprecedencerelationship342DummyLayfoundationOrdermaterial1201229Projectmanagement節(jié)點(diǎn)式(AON)：活動(dòng)30Projectmanagement

Immediate Activity Description Predecessor(s)

A Selectadministrativeandmedicalstaff. — B Selectsiteanddositesurvey. — C Selectequipment. A D Preparefinalconstructionplansandlayout. B E Bringutilitiestothesite. B F Interviewapplicantsandfillpositionsinnursing, supportstaff,maintenance,andsecurity. A G Purchaseandtakedeliveryofequipment. C H Constructthehospital. D I Developandinformationsystem. A J Installtheequipment. E,G,H K Trainnursesandsupportstaff. F,I,JSt.Adolf’sHospital31ProjectmanagementSt.Adolf’sHospitalAONNetworkFinishStartABCDEFGHIJK32ProjectmanagementSt.Adolf’sHospitalAOANetworkFABCDHEGKJIFinish9DummyStart1823765433ProjectmanagementExample1—AOA作業(yè)項(xiàng)目先行作業(yè)A—B—CA、BDAEAFCGD、EHEIF、G、H34ProjectmanagementExample2—AOAADGHCFBIE35Projectmanagement路徑時(shí)間之定義1ES(earlieststart)：最早開始時(shí)間EF(earliestfinish)：最早結(jié)束時(shí)間LS(lateststart)：最晚開始時(shí)間(不會(huì)延誤專案)LF(latestfinish)：最晚結(jié)束時(shí)間(不會(huì)延誤專案)t：作業(yè)時(shí)間ESEFESLFtFFIFtLSTF36Projectmanagement路徑時(shí)間之定義2FF(freefloattime，自由浮時(shí))：該作業(yè)項(xiàng)目允許延誤而不致影響下一作業(yè)之ESIF(interferingfloattime，干擾浮時(shí))

：該作業(yè)項(xiàng)目允許延誤之時(shí)間，雖不致影響全體作業(yè)總完工時(shí)間，但卻影響下一作業(yè)之ES。TF(totalfloattime，總浮時(shí))

：該作業(yè)項(xiàng)目允許延誤時(shí)間而不致影響全體作業(yè)總完工時(shí)間37Projectmanagement路徑時(shí)間之定義3EF=ES+tLS=LF-tTF=LF-EF，TF=LS-ES，TF=FF+IFFF=ES(後續(xù)作業(yè))-EF38Projectmanagement要徑之計(jì)算決定ES由前到後，碰到滙合點(diǎn)時(shí)取大值。(因後續(xù)作業(yè)只有在先行作業(yè)都完成後方可開始)決定LF由後到前，碰到滙合點(diǎn)時(shí)取小值。(若取大值可能延誤總工時(shí))計(jì)算浮時(shí)TF=LF-EF，F(xiàn)F=ES(後續(xù)作業(yè))-EF要徑總浮時(shí)為零之相連路徑39Projectmanagement圖形說明A12

012

214作業(yè)名稱最早結(jié)束時(shí)間最早開始時(shí)間最晚開始時(shí)間最晚結(jié)束時(shí)間作業(yè)時(shí)間40ProjectmanagementSt.Adolf’sHospitalEarliestStartandEarliestFinishTimesA12K6C10G35J4H40B9D10E24012I15F10EarlieststarttimeEarliestfinishtimeFinishStart41ProjectmanagementSt.Adolf’sHospitalLatestStartandLatestFinishTimesA12K6C10G35J4H40B9D10E24012I15F101227122263692257596319599330991912226369LateststarttimeLatestfinishtimeFinishStart42ProjectmanagementSt.Adolf’sHospitalLatestStartandLatestFinishTimesA12K6C10G35J4H40B9D10E24012I15F101227122263692257596319599330991912224863214536363691424245909919195935595963EarlieststarttimeEarliestfinishtimeLateststarttimeLatestfinishtimeCriticalpathFinishStart43ProjectmanagementSt.Adolf’sHospitalStartA12K6C10G35J4H40B9D10E24012I15F101227122263692257596319599330991912224863214536363691424245909919195935595963FinishActivitySlackAnalysisActivitySlackSlack=LS–ES orSlack=LF–EF44ProjectmanagementSt.Adolf’sHospitalStartA12K6C10G35J4H40B9D10E24012I15F101227122263692257596319599330991912224863214536363691424245909919195935595963FinishActivitySlackAnalysisActivitySlackSlackK=63–63 orSlackK=69–6945ProjectmanagementSt.Adolf’sHospitalC10G35E24I15F10122712222257933122248635363142424593559B90909D10919919H4019591959J459635963K663696369FinishCriticalPath

Node Duration ES

LS Slack

A 12 0 2 2

B 9 0 0 0 C 10 12 14 2

D 10 9 9 0 E 24 9 35 26 F 10 12 53 41 G 35 22 24 2

H 40 19 19 0 I 15 12 48 36

J 4 59 59 0 K 6 63 63 046Projectmanagement機(jī)率性時(shí)間估計(jì)

活動(dòng)

開始

樂觀

時(shí)間最可能

時(shí)間(眾數(shù))悲觀

時(shí)間abmt47Projectmanagement機(jī)率性時(shí)間估計(jì)—betadistributiona=optimisticestimatem=mostlikelytimeestimateb

=pessimistictimeestimatewhereMean(expectedtime): t=a+4m+b6Variance: 2=b-a6248ProjectmanagementSouthernTextileCompanySystemchangeover246173598ManualTestingDummySystemTrainingDummySystemTestingOrientationPositionrecruitingSystemdevelopmentEquipmentinstallationEquipmenttestingandmodificationFinaldebuggingJobtrainingabcdefghijklm49ProjectmanagementActivityEstimates1-2 6 8 10 8 0.441-3 3 6 9 6 1.001-4 1 3 5 3 0.442-5 0 0 0 0 0.002-6 2 4 12 5 2.783-5 2 3 4 3 0.114-5 3 4 5 4 0.114-8 2 2 2 2 0.005-7 3 7 11 7 1.785-8 2 4 6 4 0.447-8 0 0 0 0 0.006-9 1 4 7 4 1.007-9 1 10 13 9 4.00

TIMEESTIMATES(WKS) MEANTIME VARIANCEACTIVITY

a m b t

224617359850Projectmanagement246173598EarlyandLateTimesForActivity1-2a

=6,m=8,b=10t===8weeksa+4m+b66+4(8)+1062===weekb-a6210-6624951Projectmanagement246173598EarlyandLateTimesACTIVITY

t

ES EF LS LF S1-2 8 0.44 0 8 1 9 11-3 6 1.00 0 6 0 6 01-4 3 0.44 0 3 2 5 22-5 0 0.00 8 8 9 9 12-6 5 2.78 8 13 16 21 83-5 3 0.11 6 9 6 9 04-5 4 0.11 3 7 5 9 24-8 2 0.00 3 5 14 16 115-7 7 1.78 9 16 9 16 05-8 4 0.44 9 13 12 16 37-8 0 0.00 13 13 16 16 36-9 4 1.00 13 17 21 25 87-9 9 4.00 16 25 16 25 052ProjectmanagementSouthernTextileCompany246173598ES=9,EF=16LS=9,LF=16ES=0,EF=8LS=1,LF=9ES=0,EF=6LS=0,LF=6ES=6,EF=9LS=6,LF=9ES=0,EF=3LS=2,LF=5ES=3,EF=7LS=5,LF=9ES=9,EF=13LS=12,LF=16ES=8,EF=8LS=9,LF=9ES=13,EF=13LS=16,LF=16ES=3,EF=5LS=14,LF=16ES=16,EF=25LS=21,LF=25ES=13,EF=17LS=21,LF=25ES=8,EF=13LS=16,LF=2185463793240053ProjectmanagementSouthernTextileCompany246173598ES=9,EF=16LS=9,LF=16ES=0,EF=8LS=1,LF=9ES=0,EF=6LS=0,LF=6ES=6,EF=9LS=6,LF=9ES=0,EF=3LS=2,LF=5ES=3,EF=7LS=5,LF=9ES=9,EF=13LS=12,LF=16ES=8,EF=8LS=9,LF=9ES=13,EF=13LS=16,LF=16ES=3,EF=5LS=14,LF=16ES=16,EF=25LS=21,LF=25ES=13,EF=17LS=21,LF=25ES=8,EF=13LS=16,LF=21854637932400

2 =

2+

2+

2+

2 =1.00+0.11+1.78+4.00 =6.89weeks13355779Totalprojectvariance54ProjectmanagementProbabilisticNetworkAnalysisDetermineprobabilitythatprojectiscompletedwithinspecifiedtimewhere = tp=projectmeantime = projectstandarddeviation x= proposedprojecttime Z= numberofstandarddeviationsx

isfrommeanZ=x-55ProjectmanagementNormalDistributionOfProjectTime

=tpTimexZProbability56Projectmanagement完成時(shí)間採常態(tài)分配的理由隨機(jī)變數(shù)(活動(dòng)時(shí)間)的總和傾向於常態(tài)分配，無論該變數(shù)的分配為何。(中央極限定理)57ProjectmanagementSouthernTextileExampleWhatistheprobabilitythattheprojectiscompletedwithin30weeks(inpath13579)?

=25Time(weeks)x=30P(x

30weeks)58ProjectmanagementSouthernTextileExampleWhatistheprobabilitythattheprojectiscompletedwithin30weeks(inpath13579)?

=25Time(weeks)x=30P(x

30weeks)2 =6.89weeks =6.89 =2.62weeksZ = = =1.91x-30-252.6259ProjectmanagementSouthernTextileExampleWhatistheprobabilitythattheprojectiscompletedwithin30weeks(inpath13579)?

=25Time(weeks)x=30P(x

30weeks)2 =6.89weeks =6.89 =2.62weeksZ = = =1.91x-30-252.62FromTableA.1,aZscoreof1.91correspondstoaprobabilityof0.4719.ThusP(30)=0.4719+0.5000=0.971960ProjectmanagementSouthernTextileExampleWhatistheprobabilitythattheprojectiscompletedwithin22weeks(inpath13579)?

=25Time(weeks)x=22P(x

22weeks)0.372961ProjectmanagementSouthernTextileExampleWhatistheprobabilitythattheprojectiscompletedwithin22weeks(inpath13579)?2 =6.89weeks =6.89 =2.62weeksZ = = =-1.14x-22-252.62

=25Time(weeks)x=22P(x

22weeks)0.372962ProjectmanagementSouthernTextileExampleWhatistheprobabilitythattheprojectiscompletedwithin22weeks(inpath13579)?2 =6.89weeks =6.89 =2.62weeksZ = = =-1.14x-22-252.62FromTableA.1,aZscoreof-1.14correspondstoaprobabilityof0.3729.ThusP(22)=0.5000-0.3729=0.1271

=25Time(weeks)x=22P(x

22weeks)0.372963Projectmanagement估計(jì)專案在特定時(shí)間內(nèi)完成的機(jī)率之步驟找出每條路徑在特定時(shí)間內(nèi)完成之機(jī)率將這些機(jī)率相乘即為專案在該特定時(shí)間內(nèi)完成的機(jī)率(專案必須等到全部活動(dòng)都完成後才算完成，而不只是完成要徑活動(dòng)。)上述步驟需滿足獨(dú)立性假設(shè)64Projectmanagement獨(dú)立性(independence)之假設(shè)活動(dòng)時(shí)間彼此獨(dú)立每個(gè)活動(dòng)只在一條路徑上65Projectmanagement時(shí)間-成本之取捨:趕工(crash)總成本縮短縮短累積趕工成本期望間接成本最佳趕工66Projectmanagement規(guī)劃趕工之步驟—指定完工日期之問題依欲縮短之工期反求每個(gè)作業(yè)之最晚結(jié)束時(shí)間(LF)求出各作業(yè)之總浮時(shí)(TF)列出負(fù)寬裕時(shí)間之路徑先由共同作業(yè)或成本斜率最小之作業(yè)優(yōu)先縮短共同作業(yè)成本斜率=趕工成本-正常成本正常時(shí)間-趕工時(shí)間67Projectmanagement規(guī)劃趕工之步驟—成本最小化之問題決定專案之要徑找出要徑上具最小單位時(shí)間趕工成本的活動(dòng)縮短此活動(dòng)之工時(shí)，直到其趕工時(shí)間之上限其他路徑成為要徑隨之增加之直接成本超過趕工所能節(jié)省之成本若要徑超過一條，則每一要徑中之活動(dòng)須同時(shí)縮短工時(shí)重覆上述步驟，直到因趕工而增加之直接成本高於所能節(jié)省之金額。68ProjectmanagementSt.Adolf’sHospitalC10G35E24I15F10122712222257933122248635363142424593559B90909D10919919H4019591959J459635963K663696369A12012214FinishStartCriticalPath69ProjectmanagementLinearcostassumptionSt.Adolf’sHospital8000—7000—6000—5000—4000—3000—0—Directcost(dollars)

| | | | | | 5 6 7 8 9 10 11Time(weeks)Cost-TimeRelationshipsinCostAnalysisCrashcost(CC)Normalcost(NC)(Crashtime)(Normaltime)Estimatedcostsfora2-weekreduction,from10weeksto8weeks520070ProjectmanagementSt.Adolf’sHospitalTABLE8.1 DIRECTCOSTANDTIMEDATAFOR

THEST.ADOLF’SHOSPITALPROJECTA 12 $12,000 11 $13,000 1 $1,000B 9 50,000 7 64,000 2 7,000C 10 4,000 5 7,000 5 600D 10 16,000 8 20,000 2 2,000E 24 120,000 14 200,000 10 8,000F 10 10,000 6 16,000 4 1,500G 35 500,000 25 530,000 10 3,000H 40 1,200,000 35 1,260,000 5 12,000I 15 40,000 10 52,500 5 2,500J 4 10,000 1 13,000 3 1,000K 6 30,000 5 34,000 1 4,000

Totals $1,992,000 $2,209,000

Maximum Normal Normal Crash Crash Time Costof Time Cost Time Cost Reduction CrashingperActivity (NT) (NC) (CT) (CC) (wk) Week71ProjectmanagementCostanalysisofSt.Adolf’sHospitalIndirectcostsare8000perweekAfterweek65—penaltycostof20000perweekTheprojectcosts(69week):Directcost+indirectcosts+penaltycosts1992000+69(8000)+(69-65)20000=262400072ProjectmanagementSt.Adolf’sHospitalA-I-K: 33weeks B-D-H-J-K: 69weeksA-F-K: 28weeks B-E-J-K: 43weeksA-C-G-J-K: 67weeksTotalcost=$2,624,000Indirectcosts=$8,000/weekPenaltycost=$20,000/weekafterweek65CriticalPathB-D-H-J-K:69weeksCrashActivityJby3weeks$1,000/weekMinimum-CostSchedule73ProjectmanagementSt.Adolf’sHospitalA-I-K: 33weeks B-D-H-J-K: 69weeksA-F-K: 28weeks B-E-J-K: 43weeksA-C-G-J-K: 67weeksTotalcost=$2,624,000Indirectcosts=$8,000/weekPenaltycost=$20,000/weekafterweek65CriticalPathB-D-H-J-K:69weeksCrashActivityJby3weeks$1,000/weekMinimum-CostScheduleNetsavings:3($28,000)–3($1,000)=$81,00074ProjectmanagementSt.Adolf’sHospitalMinimumCostScheduleA-I-K: 33weeks B-D-H-J-K: 69weeksA-F-K: 28weeks B-E-J-K: 43weeksA-C-G-J-K: 67weeksTotalcost=$2,624,000$2,543,000Indirectcosts=$8,000/weekPenaltycost=$20,000/weekafterweek65CriticalPathB-D-H-J-K:69weeksCrashActivityJby3weeks@$1,000/week3($28,000)–3($1,000)=$81,000$2,624,000–$81,000=$2,543,000FinishStartA12B9C10D10E24F10G35H40I15J1K675ProjectmanagementSt.Adolf’sHospitalA-I-K: 33weeks B-D-H-J-K: 69weeksA-F-K: 28weeks B-E-J-K: 43weeksA-C-G-J-K: 67weeksTotalcost=$2,624,000$2,543,000Indirectcosts=$8,000/weekPenaltycost=$20,000/weekafterweek65CriticalPathB-D-H-J-K:66weeksCrashActivityDby2weeks$2,000/weekMinimum-CostScheduleA-C-G-J-K:64weeks76ProjectmanagementSt.Adolf’sHospitalA-I-K: 33weeks B-D-H-J-K: 69weeksA-F-K: 28weeks B-E-J-K: 43weeksA-C-G-J-K: 67weeksTotalcost=$2,624,000$2,543,000Indirectcosts=$8,000/weekPenaltycost=$20,000/weekafterweek65CriticalPathB-D-H-J-K:66weeksCrashActivityDby2weeks

$2,000/weekNetsavings:$28,000+$8,000–2($2,000)=$32,000$2,543,000–$32,000=$2,511,000Minimum-CostSchedule77ProjectmanagementA-I-K: 33weeks B-D-H-J-K: 69weeksA-F-K: 28weeks B-E-J-K: 43weeksA-C-G-J-K: 67weeksTotalcost=$2,624,000$2,511,000Indirectcosts=$8,000/weekPenaltycost=$20,000/weekafterweek65CriticalPathB-D-H-J-K:64weeksCrashActivityDby2weeks@$2,000/week$28,000+$8,000–2($2,000)=$32,000$2,543,000–$32,000=$2,511,000Minimum-CostScheduleSt.Adolf’sHospitalStartA12B9D8E24F10FinishC10G35H40I15J1K678ProjectmanagementSt.Adolf’sHospitalA-I-K: 33weeks B-D-H-J-K: 69weeksA-F-K: 28weeks B-E-J-K: 43weeksA-C-G-J-K: 67weeksTotalcost=$2,624,000$2,511,000Indirectcosts=$8,000/weekPenaltycost=$20,000/weekafterweek65CriticalPathsB-D-H-J-KandA-C-G-J-K:64weeksCrashActivityKby1week

$4,000/weekMinimum-CostSchedule79ProjectmanagementSt.Adolf’sHospitalA-I-K: 33weeks B-D-H-J-K: 69weeksA-F-K: 28weeks B-E-J-K: 43weeksA-C-G-J-K: 67weeksTotalcost=$2,624,000$2,507,000Indirectcosts=$8,000/weekPenaltycost=$20,000/weekafterweek65CriticalPathsB-D-H-J-KandA-C-G-J-K:63w