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文檔簡介
ProjectManagementwithSAPR/3
TeachingMaterialfortheDepartmentof
ProductionManagement
ViennaUniversityofEconomicsand
BusinessAdministration
AndreasMild
AlfredTaudes
TOC\o"1-3"
1 Introduction
3
2 Basics&Keywords
4
3 Gettingreadyfortheworkshop
7
4 CaseStudy
13
4.1 Casedescription
13
4.2 DataforProjectRealization
14
5 Planningtheprojectstructure
15
5.1 General
15
5.2 ImplementationinSAP
17
6 Scheduling
26
6.1 General
26
6.2 Basiccalculations
29
6.3 Implementation
30
6.4 Theprojectplanningboard
41
7 Costplanning&Controlling
47
7.1 General
47
7.2 Implementation
48
8 Lookingupthecosts
61
9 CapacityPlanning
64
9.1 General
64
9.2 ImplementationinSAP
65
10 EarnedValueAnalysis
69
10.1 General
69
10.1.1 Measurementtechniques
69
10.1.2 CalculationofEarned-ValueandDeviationAnalysis
73
10.1.3 Aggregation
74
10.2 Implementation
74
11 Execution
77
11.1 Implementation
77
11.1.1 Confirmingnetworkactivities
77
11.1.2 Invoices
79
11.1.3 Material
83
12 InformationSystem
86
12.1 Implementation
86
12.1.1 Costreports
86
12.1.2 Earned-ValueAnalysis
92
13 Literature
98
Introduction
Thisscriptservesasabasisfortheworkshop"ProjectManagementwithSAPR/3".ThisworkshopispartofaseriesofSAP-relatedworkshopswhichareheldbytheDepartmentofProductionManagementoftheViennaUniversityofEconomicsandBusinessAdministration,headedbyProf.Dr.AlfredTaudes.TheworkshopwasdevelopedbyAndreasMild.
ThegoalofthisProjectManagementWorkshopisthat,afterhavingattendedit,eachstudentshouldbefamiliarwiththetheoreticalbackgroundsandbeabletoplanandcontrolaproject.Theprojectmanagerhasthetaskofensuringthattheprojectisexecutedefficiently,ontime,andwithinthebudget-whichhe/sheachievesbymakingcertainthattherequiredresourcesandfundsareavailablewhenneeded.Everystudentshouldthenbeabletoputhis/herSAPknowledgeintoaction.
Tomakethecontinuousimprovementofthisscriptpossible,pleasereportmistakesfoundorideasforfurtherdevelopmentto.
Basics&Keywords
SAPR/3isanintegratedandindustry-independentstandardsoftwarewhichcovers,integratesandconnectsallfunctionalareasinabusiness.SAPAGdefinesintegrationas"definedcommunication".AFOS(Hrsg.)SAPArbeit,Management.Braunschweig/Wiesbaden1996p.59
AlthoughR/3isdesignedforcompleteintegration,itcanalsobeusedforacoupleofbusinessareas.ComputerweltNo.13of13.3.1998,p.20
SAPistheabbreviationfor“Systeme,Anwendungen,Produkte”,theGermanwordsfor“Systems,Applications,Products”.AFOS(Hrsg.)SAPArbeit,Management.Braunschweig/Wiesbaden1996p.59
Informationaboutthecompanycanbefoundat:.
Projectsaretaskswithspecialcharacteristics.Attributesofaprojectarethefollowingissues:
complexity,non-repetitivity,highrisk
detailedgoalstobeachieved
timerestrictions
highcostandcapitalexpenditure
qualityrequirements
oftenstrategicsignificance
Tobeabletoplan,monitor,control,andcarryoutaprojectasawhole,theprojectgoalsmustbepreciselydescribedandtheactivitiestobeperformedhavetobestructured.
Aprojectcanbedescribedasfollows:
accordingtohowitisorganized,i.e.byexplainingtheprojectstructure,
accordingtotheprocessesinvolved.
Aprojectstartsoutasastatementofworkwhichiseitherawrittendescriptionoftheobjectivestobeachievedandthedesiredroughschedulelikestartandenddates.Inthedescriptiononecouldincludealsoperformancemetricsandbudgetconstraints.
Aprojectisfurthersubdividedintomeaningfulpieces,referredtoastasks.Taskstakeusuallylessthanafewmonths.Thetaskcanbefurthersubdividedintosubtasks.
Aworkpackagecanbedefinedas“agroupofactivitiescombinedtobeassignabletoasingleorganizationalunit.”ChaseR./AquilanoN./JacobsR.ProductionandOperationsManagement:ManufacturingandServices,p.48
Theprojecttasks,subtasks,andworkpackagesarebroughtintoahierarchybydefiningaworkbreakdownstructure.
Theindividualelementsrepresentactivitieswithintheworkbreakdownstructureandarecalledworkbreakdownstructureelements(WBSelements).
WBSelementscanbe:
tasks
partialtaskswhicharesubdividedfurther
workpackages
WBScanbestructuredaccordingto
object
function
phase
Whichkindofstructuringisuseddependsonthefocusoftheproject.Objectsorientationisoftenused,ifthemainpartoftheprojectisaphysicalobjectlikeapowerplant.Functionalorganisationispreferred,ifmanydifferentpartsofanorganisationormanyorganisationsareinvolved.
Inpractice,allthreekindsofstructuringareusedwithinoneWBS.
“ProjectManagementcanbedefinedasplanning,directing,andcontrollingresources(people,equipment,material)tomeetthetechnical,costandtimeconstraintsoftheproject.”ChaseR./AquilanoN./JacobsR.ProductionandOperationsManagement:ManufacturingandServices,p.48
Theprimaryreasonwhyprojectsfailisinsufficienteffortintheplanningphase.ChaseR./AquilanoN./JacobsR.ProductionandOperationsManagement:ManufacturingandServicesp.69
ProjectManagementthusisconsideredasveryimportant.
TheSAPProjectSystemenablescloseandconstantmonitoringofallaspectsofaprojectbyhavingconstantaccesstodatainallthedepartmentsinvolved.
Projectmanagementcanbesubdividedintoprojectplanning,i.e.thetaskwhichwillbeundertakenbeforetheprojectstarts,andprojectcontrollingduringtheimplementationoftheproject.Planningmustinclude:
organization–service
process–dates
costs
capacity
Therearemanypossibleprojectgoalssuchas,forexample,torealizeapositivenetpresentvalue,toachieveahighimputedinterest,tominimizecosts,tocovercosts,tomaximizegrossprofit,orsimplytofinishasearlyaspossible.However,itisimportant,thatgoalsaredefinedoperationally,thaitiswhenitispossibletomeasuretowhichextentthegoalhasbeenachieved.
Theprojectmanagerbreakstheprojectdownintoasetofactivities.Thenhealsodefinestherelationshipsamongtheseactivities.Theoutcomeisaguidelineregardingtheactivitiesthatcanbeperformedinparallelandthosethathavetobedoneinasequentialorder.Thistaskisdoneviaplanningbynetwork.
Now,thereareactivitiesthatrequirecapacitiesandresourceslikepersonnelandmaterial.Suchresourcesarelimitedandtheserequirementshavetobeconsideredinordertobeabletodevelopafeasible,soundplan.Informationfromothermodulesase.g.thematerialplanningmoduleisrequired.
Thesystemcalculatesthematerialrequirementsforeachstepoftheprojectandorganizesthatmaterialsareboughtintimetoavoiddelays.Whenpurchasingmaterial,thesystemtakesintoaccountordersizes,inventorypoliciesaswellasotherinformation.
Topreparethefinancialstatements,thevalueofworkinprogress(includingprojectwork)hastobecalculated.ThisalsorequiresinteractionofsomeR/3modules.
Thus,thesystemneedsinformationfromallbusinessareassimultaneously.Andthisisexactlywhatintegrationdoes.
TheprojectmoduleispartoftheintegratedconceptofSAPR/3providinginterfacestoothermoduleslikeAccounting,Distribution,MaterialManagementandProductionPlanningandControl.Eachareawithintheorganizationhasitsownstructureanditsownviewoftheproject,butdatahastobeenteredonlyonce.
Gettingreadyfortheworkshop
Thischapterprovidesinformationonthefirstuseofthesystem.
LoggingonR/3
Loggingoff
SAPR/3isaclient/serverapplication.Therefore,youhavetocanceltheconnectionwiththeserverbytellingitthatyouwanttologoff.
CreateSession
Oftenitisusefultoopenmorescreens.Youcandothisbycreatinganewsession,likeanewdocumentinawordprocessor.
SAPHelp
Ifyouwanttogetsomebasicinformationaboutaspecificfield,focusthisfieldwithyourmouseandpress<F1>.Thedialogboxindicateswhatthefieldisfor.Sometimesevendependenciesareexplained.
Matchcodes
Matchcodesareusefulforfindingdata,becauseitisdifficulttoknow/remembertheidentificationnumberofalinepositionsuchasamaterial.
Example:
Youwanttoeditthematerialmasterofamaterial.Youdon’tknowthenumber,butyouknowthatthematerialdescriptionstartswithsomethinglike“PM_”
IfyoupressF4yougetasearch-maskwhereyouareabletosearchwithwildcards
AfterhavingpressedEnteryougetalistwiththesearchresults.
Thenyoucanselectonematerial,youcansortorcancel.
TransactionCodes
Thefollowingscreenwillbeoftenusedduringtheworkshop.Thus,wecanuseTransactionCodesforfasteraccess.
ThenselectStructureplanning–ChangeProject.
Now,wewantto“bookmark”thisscreen.
So,welookupthetransactioncode.
Thestatusdialogboxopens:
Hereweseealotofinformationconcerningimportantrelevanttechnicaldetails.
Whereveryoufindyourselfinthesystem,youcangettothisscreenbyenteringCJ20intheTransactionscreen.
Letusrefinethisalittlebit.Ifyouhaveseveraltransactioncodes,youmaygetconfused.Keyintheappropriatetransactioncodeandthecommenteditprojectstructure.
Then,ifyouopenthecomboboxofthetransactioncodesafterhavingenteredmorecodes,youwillfindtheappropriateone.
TheStandardToolbar
Inmanyscreensyouwillfindthestandardtoolbar.
Savebutton
Whenyoupressthesavebutton,thesystemalsovalidatesyourinput.Iftherewasanerror,youhavetocorrecttheerrorfirst,beforeyoucanproceed.
Backbutton
Ifyouclickthebackbuttonyoureturntothepreviousscreenwithoutsavingyourdata.
Help
Enterbutton
Whenyouhavefinishedenteringinformationonascreen,youpresstheEnterbuttonwhichperformsthesamefunctionaspressingtheEnterkey.
Exitbutton
Pressit,ifyouwanttoleavethecurrentapplicationtogobacktothepreviousmenue.
Cancelbutton
Clickonthisbuttontoexitthecurrenttaskwithoutsaving.TheCancelbuttonperformsthesamefunctionasCancelintheEditmenu.
Printbutton
Pagingkeys
Find/Findnextbutton
Clickonthisbutton,ifyouwanttoperformasearchfordatarequiredinthescreenyouarecurrentlyworkingin.
CaseStudy
Casedescription
ThiscasewasdevelopedinordertodemonstratetheprojectsystemofSAPR/3.Allpricesanddataarepurefictionandheldverysimple.
Theobjectoftheprojectisthespecificationandinstallationofanelevator.
Physically,theElevatorconsistsof
acabine
anengine
mechanicalparts
acontrolunit
Inthecourseoftheproject,thesepartsmustbeconstructed,procuredandassembled.
Attheend,anexternalinspectionoftheentiresystemisprescribed.
Theprojectmustbefinishedby30.6.2023.
Thecompanyconsistsoftwoworkcenters:
Development(PROJ-RD)
Installation(PROJ-INS)
SpecificationactivitiesareperformedbytheDevelopmentdepartment.Procurementactivitieswillbedoneoutsidetheprojectorganisation,andneithercostnorcapacityconsiderationsareplannedwithinaprojectforprocurement.InstallationisdonebytheInstallationdepartment.
Inparticular,theactivitiesareasfollows:
Activity
Duration
Work
Work-center
Specificationofthecabine
10
20
Development
Specificationoftheengine
10
10
Development
Specificationofmechanicalparts
20
10
Development
Specificationofthecontrolunit
2
10
Development
Procurementofthecabine
20
Procurementoftheengine
50
Procurementofmechanicalparts
10
Procurementofthecontrolunit
10
InstallationI
15
100
Installation
InstallationII
20
100
Installation
ExternalInspection
1
external,80.000
Specificationactivitiescanbeperformedinaconsecutiveorderonly.Specificationstartswiththecabine.Aftercompletion,thespecificationoftheenginecanbedone.Then,themechanicalpartscanbedesigned.Thelastactivityisthedesignofthecontrolunit.
Afterthecompletionofeachspecificationactivity,theprocurementofthespecificitemcanbeeffected.
AftertheprocurementofallpartstheInstallationcanstartandmustbedoneintwoconsecutivesteps(I+II).
Thefinalactivityoftheprojectisexternalinspection.
A10%planningreserveonthebaisisofplannedcostisrequired.NoactualcostshouldbepostedtothisWBSelement.
Correspondingmaterialsassignedtothepurchasingactivities
ParametersfürEarned-ValueAnalysis
AllspecificationactivitiesandInstallationIIusethe20-80Methodforperformancemeasurement.Procurementactivitiesuse0–100method.
InstallationIhas3milestones,viz.Preparationfinished(20%),Installationfinished(80%),Qualitychecked(100%).
DataforProjectRealization
Activity
Start
End
Work
Specificationofthecabine
20
Specificationoftheengine
30
Specificationofmechanicalparts
20
Specificationofthecontrolunit
Procurementofthecabine
Procurementoftheengine
Procurementofmechanicalparts
Procurementofthecontrolunit
InstallationI
InstallationII
ExternalInspection
Externalinspectionhadtobepaidinadvanceat3.2.2023(100000ATS).
Allmaterialwastakenfromstockatgiventime.
Planningtheprojectstructure
General
Eachprojectstartswiththedefinitionandclassificationofthestructuresrequiredforprocessingandtheincorporationoftheseintotheexistingenterprisestructure.
TheProjectSystemhasnoorganizationalstructuresofitsown;ithastobeincorporatedintotheexistingstructurebymakingassignmentstotheorganizationalunitsinAccountingandLogistics.SAPOnlineDocumentationIDESRelease4.0B
Afterthat,theprojectisbrokendownintomeaningfulpiecesinahierarchyreachingfromtaskstothelowestlevel,theworkpackages.
DatastructureinSAP
Asmentionedabove,theprojectmustbeincorporatedintotheexistingstructurebyassigningorganizationalunitsinAccountingandLogistics.
Source:SAPOnlineDocumentationIDESRelease4.0B
Thischartprovidesanoverviewofwhatcanbeassignedtoaprojectanditscomponents.WewilldefinetheSAPvocabularylateron.
Thework-breakdown-structure(WBS)definesthehierarchyofthetaskswithinaprojectanddividestheprojectintousefulsteps.
TocontrolcostsassignedtoWBSelements,operativeindicatorsareused.
ThefollowingoperativeindicatorscanbeassignedtoaWBSelement:
Planning
WBSelementsforwhichcostscanbeplanned
Accountassignment
WBSelementstowhichcostscanbeassigned
Billing
WBSelementstowhichrevenuescanbeposted
ImplementationinSAP
Inthissectionwecreateanewproject.Wethenwillhavealookatthecontrolparameters.Afterthatweentertheworkbreakdownstructure.Finally,thestatusconceptofSAPR/3willbeexplained.
Createnewproject
Thus,wegettotheinitialscreen:
Weenterourprojectdefinition,adescriptionofourprojectandselectthestandardprofileforprojects.
Inourcase,weonlysetafinishdate.WhenpressingEnter,awarningmessagethatthisdateisnotaworkingdaymightoccur.OnecanpassthewarningbypressingEnter
Wethensaveourworkandgettheconfirmationthattheprojecthasbeencreated.
Note:Itiswisetosaveyourworkfromtimetotime.Wewillnotmentionthesaveprocedureintherestofthemanuscript!
Tocontinue,wehavetochoosetochangeourproject.
Makesurethatthecheckboxwithactivitiesisalwayschecked.Clickexecutetoproceed.
Nowhehavecreatedanewproject.AlthoughwehavenotkeyedinanydataexcepttheProjectProfileNumber,manyparametershavealreadybeenassignedtoournewproject.
Generalcontrolparameters
Clickheretoviewtheglobalparameters.Thissectionshouldprovideyouwithabasicinsightintowhichparametersareset.IfyoufeelthattheresultscalculatedbyR/3arenotlogical,youshouldhaveanideawheretostartsearchingtherelevantcustomizingdetails.
TheprojectprofilespecifiesgeneraldatalikeControllingarea,Plant,Factorycalendar,Planningmethodetc.Whencreatingtheproject,theprofileischoosen.
Thenetworkprofilespecifiesgeneraldatalikesettingsforthegraphicalrepresentation,activityparameters,likethecurrencydefaultofexternallyprocessedactivities.
IntheWBSschedulingprofileitemsliketheschedulingtype(forward,backward)arespecified.
Thebudgetprofilespecifiesitemslikebudgetingcurrency,thevalidtimehorizonforbudgetingbackin-tothepastorintothefuture
Theplanningprofilespecifies,e.g.,costingvariantandtimehorizon.
Planningparameters
Inthegeneralparametersection,manyparametersaresetasdiscussedabove.Naturally,onecanoverrideapartoftheminthecurrentproject.However,wearenotchanginganyparameters.
Hereyoucanspecifyifyouwanttousetop-Down,bottomup,oropenplanning.
Herewespecifywhatthesystemshoulddoifschedulingdeterminesdateswhicharenotwithinthebasicdates.Incase,thescheduleddatesshouldbetakenoverasnewdates.
Animportantparameteristheschedulingtype.Hereyouspecify,ifyouwanttouseforward,backwardorotherschedulingtypes.
Startenteringthedatagiveninthescreenshotbelow.Ifyouarefinished,pressEnter.
Then,yourscreenshouldlooklikethis:
Levelingup/downWBSElements
Thereisamistake.WBSElementELV_000-300shouldhavelevel2.
SelecttheWBSElementtolevelingitdown.
InsertingWBSElements/activities
WehaveforgottentoenterenterActivity203,ProcurementofthemechanicalpartsandActivity204,Procurementofthecabine.
SelecttherowabovewhichyouwanttoinsertarowandadditbymenueorsimplybypressingF6.Proceedwiththesecondrowinthesameway.Donotforgetthattheseactivitiesdonothavealevel.
Afterthesechangesyourscreenshouldlooklikethis:
The“hidden-quick-menue”
Ifyoupresstherightmousebutton,yougetalistofusefulcommands.Allthesecommandscanalsobeaccessedviamenuesandbuttons.However,youarefasterwhenyouusetheright-mouse-quick-menue.
UserStatusandBusinessAdministrationProcedures
Astatusdocumentsthecurrentstateofprocessingofanobject.Dependingonwhichbusinesstransactionisperformedforanobject,suchasaWBSelement,aninternalorder,oranetwork,thestatusofthatobjectchanges.Thestatusofanobject,inturn,influenceswhichbusinesstransactionscanbecarriedoutforanobject.
Therearetwotypesofstatuses:
Theuserstatusandthesystemstatus.
Asystemstatusissetbythesystemwhichtellsusthataparticularfunctionhasbeencarriedoutforanobject.Ausercannotdelete,change,orotherwiseamendthesystemstatusinanyway.
Auserstatusisastatuswhichcanbesetbytheuserinadditiontothecurrentsystemstatus.Inthisworkshop,wewillskiptheuserstatusandfocusonlyonthesystemstatus.
Now,thesystemstatusoftheprojectisCREATED.
Ifyouwanttocheckthisbyyourself,pressCRTL+F9fromtheprojectstructurechangingscreenandclicktoBusinessTransactions.Nowwegetalistofwhichbusinessproceduresarecurrentlyallowedandwhicharecurrentlydisabled.
Anumberofbusinesstransactionsarecurrentlydisallowed.Inordertoallowforenteringactualdata(e.g.viaIncominginvoices),wemustchangetheuserstatus.
Forthispurpose,wearegoingtoreleasethewholeproject.Selectallrowsandreleasetheproject.
Yougetthemessagethatthestatuswaschanged.
Confirmit.
Now,checkifwearecurrentlyallowedtoreportcosts.SelectthehighestWBSElementandthenpressCRTL+F9
ClicktoBusinessTransactionstoseewhathaschanged.
NotethatnowwearenolongerallowedtodeleteWBS-Elements.
PressEnterandleavethestatusscreenbygoingback.
Beforereleasingtheprojectwehadalreadyselectedallactivities.Thuswehavereleasedthewholeproject.NotethatwewouldhavebeenabletoselectonlyafewactivitiesorWBSelements.Therefore,itispossiblethatdifferentWBSelementsanddifferentactivitiescanhaveadifferentstatus.Infact,inpracticethisisthecasewithlarge-scaleprojects.
OperativeStructures
GetintothescreenchangestructureplanningbyusingTransactioncode“CJ20”andselectWBSbasicdata.
Checktheboxes“PE”and“Acct”totoallowforplannedcostsandforactualcosts.Notethatispossibleandsometimesusefultoallowforplannedcostonanaggregatelevel,butnotforactualcost.
Scheduling
General
Intop-downplanning,westartatthehighestleveloftheworkbreakdownstructure(WBS),andallthesubordinateWBSelementmustfallwithinthetimeframeoftheparticularhigherWBSelements.Incontrast,inbottomupplanning,westartatthesubordinatelevelsandaggregatetheplantothetop.Planningwithouthierarchicaldependenciesisreferredtoasopenplanning.However,severalconstraintshavetobeconsidered.Forexample,wecouldspecifythatthemanufacturingprocessmustendbeforetheannualplantshutdown.Apowerfultoolinprojectmanagementisplanningbynetwork.
Asapreliminarysteptogetaroughideaaboutthetimestructureofaproject,GANTTChartsareused.Thissimplymeansthatthedurationofeachactivityisdrawnagainsttime.Theproblemisthatfunctionalrelationshipsamongsequentialactivitiesarenotcapturedformallyandchangesrequireanewdrawing.Inanetworkthereisusuallyareasonforaspecificsequenceofactivities.Forexample,theremaybetechnicaldependenciesbetweenindividualactivities.
Exampleofanetwork.Source:SAPDocumentationCD
Inordertoconsidertheserelationships,severalalgorithmsforplanningproblemshavebeendevelopedandarereferredtoinanumbrelladefinitionasplanningbynetwork.
Theessentialcomponentsofanetworkare:
Activities
Relationships
Activitiescanbeseenas"componentsofaprocess"withthefollowingcharacteristics:
Theytakeacertainperiodsoftime
Theyhaveadefinedstartandadefinedend
Theyareprocessedwithoutinterruption
Resourcesareneededtoexecutethem
Theyinvolvecosts
DifferentkindsofnetworktypeshaveemergedinthefieldofOperationsResearch.Startingwithdeterministicdurationsandstructure,networkswithstochasticdurations(likePERT)andevenstochasticstructure(likeGERT)offerpowerfultimeplanningtechniques.However,practitionersarescepticalabouttheresults,andlarge,complicatedprojectstructuresrequiretoolswhicharerathereasytohandle.Therefore,wewillonlydiscussMetraPotentialMethod(MPM)whichisusedinthePSmodulaswell.MPMmethodusesdeterministicdurationsandstructures.Asaconsequence,neitherprobabiltiesof,e.g.,aspecificdurationoftheprojectcanbecalculatednorcanbecapturedaprojectstructurewhichhasstochasticelements.Thiswouldbethecase,e.g.,ifwewishedtomodelasituationatestcouldbepassedwithacertainprobability.ThiswouldleadtoalooponaMPMstructurewhichisforbidden.
Anetworkdoesnotonlygraphicallydisplaytherelationshipsamongvariousactivities,itprovidesalsoinformationonthecriticalpath.Thecriticalpathindicateswhichactivitiesarethemostcriticaltobeperformedintimetoavoiddelayingthewholeproject.Higgins,James:TheManagementChallengep.232
PlanningbynetworkisbasedontheTheoryofGraphs.Heinrich,Lutz:Systemplanungp.206
MPMusesnodestorepresentactivitiesandarrowsfortheirrelationshipsasthisiseasiertofollow.OnemustknowthatSAPsupportsseveraltypesofrelationshipsandnotonlythestandardrelationship.Thefollowingrelationshipsaresupported:
Finish-Start
Theprecedingactivitymustfinishbeforethefollowingactivitymaystart.
Start-Start
Oneactivitycannotstartuntiltheotheronehasstarted.
Finish-Finish
Oneactivitycannotbefinisheduntiltheotheroneisfinished.
Start-Finish
Oneactivitycannotbefinisheduntiltheotheronehasstarted
Forsomeactivities,theearliestpossiblestartandthelatestpossiblestartdiffers.Thedifferencebetweentheearliestpossiblestartandthelatestpossiblestartiscalledslacktime.Aslacktimegreaterthanzeromeansthatthedurationoftheactivitycanbelongerthanplannedwithoutdelayingthecompletiondateofthewholeproject.Thesequencesofactivitieshavingaslacktimeofzeroarecalledthecriticalpath.Inthiscontextcriticalmeansthat,ifthedurationofoneoftheseactivitiesislongerthanexpected,thecompletiondateofthewholeprojectisdelayedbyatleastthatperiodoftime.Onemustalsorealizethattherecanbeseveralcriticalpaths.Moreover,thecriticalpathscanchangeduringtheprojectasaresultofunexpecteddelaysofcertainactivities.
ThechangeofthecriticalpathduetoexcessiveconsumptionoftheslacktimeisreferredtoasParkinsonPhenomena.Schierenbeck,Henner.EinführungindieAllgemeineBetriebswirtschaftslehre,p.165
Theslacktimeforanactivitycannotbeusedwithoutaffectingtheslacktimeforotheractivities.Asaruleofthumb,thetotalslacktimecanbeusedonlyoncewithinanon-criticalpathwithoutchangingtheparticularpathintoacriticalone.Thus,theMPM(MetraPotentialMethod)methodsplitstheslacktimeintofourdifferentparts.Schierenbeck,Henner.EinführungindieAllgemeineBetriebswirtschaftslehre,p.159ff
Thetotalslacktimeiscalculatedasthedifferencebetweentheearliestpossiblestartandearliestpossibleend.Thisisequaltothedifferencebetweenthelatestpossiblestartandthelatestpossibleend.
Thefreeslacktimeattheendiscalculatedassumingthatallpredecessorshavebegunattheearliestpossibledate.Thus,thefreeslacktimeattheendcalculates,providedtheassumptionholds,thetimetheactivitycanb
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