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The document discusses the critical path method (CPM) in project management, which identifies the longest sequence of activities that determine the project's completion time. It outlines how to calculate early and late start times, as well as the significance of dependencies between activities. Additionally, it emphasizes the importance of managing and controlling project timelines to avoid delays.
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a expected ttm 5 orecame and HS degree & variability,
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we projec tompetion time — cuncl extifece) path .
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a 2
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x Gut 6 43 Tb own, 2284
gue
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Me,
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yertante =|/tp- bo
6
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ale |
1% Joo [ols (8 fo] o>
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@-O-_©-G-O®~ |
OOS = +8 |
B-O—GH-D-O = 33
- Ee Gr~2
exiHeal pecth Am & oe
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Prgject variance(o2) = aa |
: Sertons AAG:
Rcjeck standaad heperh”@alclate Be ee eee
R= BeTe
q ao
Given) sz ay cchetute HME to complete “the Page
i ~~ ;
eS CE > Nowra) enpected: project length otra,
gen = 51 days:
Ts = bleays T= 4zclays’
F Rea SIA — 0.384"
Pea
mer under ne curve for the region:
K4O33
plX40.33) - oe +ea yar
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yo
ee Sets *
eVENSe TON
e
Activity \ Dut eon
oe ° a
Loa 2 a 10
pe 3a to a ‘a
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3-4 Gere Oe
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aca — 10.-—
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7 Slee ence at
a. a
Z =, |le——21
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(r- ESS slack)
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free Flak = TF --sla K i
frec na a-slack » a a
wev Pree pleat = 17 “ead activity «ZEEE
o
i: =tr- (tr-FS)
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