Slacks-Operation Research-Handouts, Lecture notes of Operational Research

Operations Research (OR) refers to the science of decision making. This course elaborate like linear, nonlinear and discrete optimization. This lecture handout was provided by Sir Avikshit Gupte. It includes: Slack, Defined, Delayed, Immediate, Earliest, Differentiate, Activities, Successor, Exceed

Typology: Lecture notes

2011/2012

Uploaded on 08/06/2012

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Free Slack:
Free Slack is defined as the amount of time an activity can be delayed without affecting the early start time
of any other job. In other words, the free slack of any activity is the difference between its early finish time and the
earliest of the early start times of all its immediate successors. In the example above, if we take the activity b, its
early finish time is day 3 and its immediate successor c starts at the earliest on day 10. 'c' can start as late as on day
17, but there is not compulsion on c to start exactly on day 10. If he chooses to start on day 10 (earliest start time)
ten b will b\have only 7 days as free slack (difference between early start of c and early finish of b). Similarly for the
job c also we have free slack as the difference between the early finish of c and early start of its immediate successor
'f' i.e. 21-14 = 7 days. Free slack can never exceed total slack. The total slack and free slack for all activities are
given in the following table.
Activity
Total Slack
Free Slack
a
0
0
b
14
7
g
7
0
c
0
7
d
0
0
e
0
0
f
7
0
Independent slack:
It is that portion of the total float within which an activity can be delayed for start without affecting slacks
of the preceding activities. It is computed by subtracting the tail event slack from the free float. If the result is
negative it is taken as zero.
Example The following table gives the activities of a construction project and duration.
Activity
1-2
1-3
2-3
2-4
Duration (days)
20
25
10
12
(i) Draw the network for the project.
(ii) Find the critical path.
(iii) Find the total, free and independent floats each activity.
Solution: The first step is to draw the network and fix early start and early finish schedule and then late
start-late finish schedule as in figure 18 and figure 19.
2 (20, 32)
(0, 20) 20 12
10 (20, 30) 4 10 5
1 25 (36, 46)
6 (30, 36)
(0, 25) 3
Early-Start Early-Finish Schedule
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Free Slack:

Free Slack is defined as the amount of time an activity can be delayed without affecting the early start time of any other job. In other words, the free slack of any activity is the difference between its early finish time and the earliest of the early start times of all its immediate successors. In the example above, if we take the activity b, its early finish time is day 3 and its immediate successor c starts at the earliest on day 10. 'c' can start as late as on day 17, but there is not compulsion on c to start exactly on day 10. If he chooses to start on day 10 (earliest start time) ten b will b\have only 7 days as free slack (difference between early start of c and early finish of b). Similarly for the job c also we have free slack as the difference between the early finish of c and early start of its immediate successor 'f' i.e. 21-14 = 7 days. Free slack can never exceed total slack. The total slack and free slack for all activities are given in the following table.

Activity Total Slack Free Slack a 0 0 b 14 7 g 7 0 c 0 7 d 0 0 e 0 0 f 7 0

Independent slack:

It is that portion of the total float within which an activity can be delayed for start without affecting slacks of the preceding activities. It is computed by subtracting the tail event slack from the free float. If the result is negative it is taken as zero.

Example The following table gives the activities of a construction project and duration.

Activity 1-2 1-3 2-3 2-4 3-4 4- Duration (days) 20 25 10 12 6 10 (i) Draw the network for the project. (ii) Find the critical path. (iii) Find the total, free and independent floats each activity. Solution: The first step is to draw the network and fix early start and early finish schedule and then late start-late finish schedule as in figure 18 and figure 19.

Early-Start Early-Finish Schedule

Fig. 18

Late-Start Late-Finish Schedule

Fig. 19

Activity Total Slack Free Slack Independent Slack 1-2 0 0 0 1-3 5 5 5 2-3 0 0 0 2-4 4 4 4 3-4 0 0 0 4-5 0 0 0

To find the critical path, connect activities with 0 total slack and we get 1-2-3-4-5 as the critical path.

Check with alternate paths.

1-2-3-4-5 = 46* (critical path) 1-3-4-5 = 41

5PERT MODEL

PERT was developed for the purpose of solving problems in aerospace industries, particularly in research and development programmes. These programmes are subject to frequent changes and as such the time taken to complete various activities are not certain, and they are changing and non-standard. This element of uncertainty is being specifically taken into account by PERT. It assumes that the activities and their network configuration have been well defined, but it allows for uncertainties in activity times. Thus the activity time becomes a random variable. If we ask an engineer, or a foreman or a worker to give a time estimate to complete a particular task, he will at once give the most probable time required to perform the activity. This time is the most likely time estimate denoted by tm. It is defined as the best possible time estimate that a given activity would take under normal conditions which often exist.

p o t

t t S

St is one sixth of the difference between the two extreme time estimates, namely pessimistic and optimistic time estimates. The variance Vt of expected time is calculated as the square of the deviation.

(i.e.)

2

p o t

t t V

In the example above

14 2 2 hrs t 6

S

  

2 2 2

(14 2) 4 hr t 6

V

  