ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

ÂMBITO DE TRABALHO E PLANEAMENTO EM ESTALEIROS NAVAIS

SCOPE OF WORK AND PLANNING IN SHIPYARDS T2_1

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

3. SHIP BUILDING AND REPAIR SCHEDULING 1. THEORETICAL APPROACH 1. 2. 3. 4. 5. 6. 7.

THE PROJECT SCOPE AND OBJECTIVES PROJECT STRATEGIC PRELIMINARY PLAN RESPONSIBILITY ASSIGNMENT MATRIX (RAM) WORK ANALYSIS RESOURCE ASSIGNMENT WORK BREAKDOWN STRUCTURE WBS 1.

HOW TO ORGANIZE THE WBS

8. WORK PACKAGES 9. MILESTONES 10. PROJECT ORGANIZATION (OBS) 1. 2. 3.

STRUCTURAL INTEGRATION ACTION PLAN PHASE APPROVAL STEP FORWARD

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

2. SCHEDULING 1.

CONCEPT 1. 2. 3. 4.

2.

STRATEGIC AND OPERATIONAL PLANNING WHY WE PLAN HOW WE SHOULD PLAN A GOOD PLANNING

PLANNING METHODOLOGIES 1. 2. 3. 4. 5. 6.

“GANT” BARS NETWORK DIAGRAMS; GERT; CPM; PERT TASKS AND DEPENDENCIES LEADS, LAGS, AND CRITICAL PATHS ASSIGNMENT AND RESOURCE LEVELLING WORK LOAD CONTOUR

3.

GLOSSARY

4.

PRACTICAL EXAMPLES USING A SCHEDULING SOFTWARE

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

3. PLANEAMENTO DE REPARAÇÕES E CONSTRUÇÕES 1. CONCEITOS TEÓRICOS DE PLANEAMENTO 1. 2. 3. 4. 5. 6. 7.

PROJECTO ÂMBITO E OBJECTIVOS ESTRATÉGIA DO PROJECTO PLANO PRELIMINAR MATRIZ DE RESPONSABILIDADES ANÁLISE DO TRABALHO DISTRIBUIÇÃO DE RECURSOS ESTRUTURAÇÃO DO TRABALHO ARBORIZADA (WBS) 1.

PREPARAÇÃO DE UMA ESTRUTURA ARBORIZADA

8. PACOTES DE TRABALHO 9. TAREFAS DE DURAÇÃO ZERO “MILESTONES” 10. ORGANIZAÇÃO DO PROJECTO (OBS) 1. 2. 3.

INTEGRAÇÃO DE ESTRUTURAS PLANO DE ACÇÃO APROVAÇÃO PARA FASE SEGUINTE

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS 3 - PLANEAMENTO DE REPARAÇÕES E CONSTRUÇÕES

2. PLANEAR EM ESTALEIROS NAVAIS 1.

CONCEITO 1. 2. 3. 4.

2.

PLANEAR PORQUE SE PLANEIA COMO SE DEVE PLANEAR UM BOM PLANEAMENTO

TÉCNICAS DE PLANEAMENTO 1. 2. 3.

BARRAS “GANT” REDES; GERT; CPM; PERT ÂMBITO DO TRABALHO 1. LIGAÇÃO DAS ACTIVIDADES 2. FOLGAS, MARGENS E CAMINHOS CRÍTICOS 3. AFECTAR E NIVELAR RECURSOS 4. PERFIS DE CARGA

3.

GLOSSÁRIO DE PLANEAMENTO

4.

EXEMPLOS PRÁTICOS UTILIZANDO SOFTWARE DE PLANEAMENTO.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

Consulta

Orçamento Preparação Execução

Factura

Organização

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

 SCOPE OF WORK THE SCOPE COVERS THE SPECIFICATION OF THE FUNCTIONALITY OF THE FINAL PRODUCT AND IDENTIFIES THE PROGRESS OF THE SYSTEM (TASKS) IF WE DON'T LIMIT CORRECTLY THE BOUNDARY OF THE SCOPE TO THE EXTENT OF THE WORK, AND IF THE PROGRESS OF THE WORK IS NOT PERFORMED AND ADEQUATELY DOCUMENTED, THE PROJECT WILL TEND TO SLIP THE SCOPE MANAGEMENT IS INTENDED TO ENSURE THAT THE WORK SCHEDULED AND PERFORMED ARE IN ACCORDANCE WITH THE REQUIREMENTS.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

 CHANGES TO THE SCOPE OF THE PROJECT Someone sensible and knowledgeable enough in project management stated that there are at least 3 certainties in life Alguém bastante ajuizado e conhecedor da Gestão de Projectos afirmou que existem pelo menos 3 certezas na vida

 €

OS TAXES



CHANGE OF PROJECT SCOPE

DEATH

It is practically impossible to carry out projects in which there is no additional work or extras to work initially set. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

 OBJECTIVES ARE QUANTIFIABLE MILESTONES IN QUALITY AND QUANTITY IN ORDER TO ASSESS THE PROJECT PERFORMANCE The objectives must be linked to the entire project or well defined areas. WITH THE OBJECTIVES CHARACTERIZED AND IDENTIFIED IT IS POSSIBLE

 TO HAVE THE PROJECT DEFINED;  ORGANIZE WORK PACKAGES;  START THE WORK BREAKDOWN PROCESS (W.B.S.)

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS



CLARIFICATION OF THE OBJECTIVES IN ORDER TO ACHIEVE THE OBJECTIVES IT IS NECESSARY TO HAVE THE :

 Customer requirements clearly set out;  the work required must be identified;  The work to be performed must be well organized.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

 PRELIMINARY PLAN START DEFINING THE TYPE OF PRELIMINARY ORGANIZATION TO BE APPLIED TO THE PROJECT AND SETTLING;  THE WORK LISTS WIHT PRELIMINARY ALLOCATION OF RESOURCES;  WHO DOES WHAT RACI MATRIX;  THE AGENDA OF THE NECESSARY MEETINGS.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

 RACI MATRIX It a very important tool that can help in the implementation and correct functioning of the project. This matrix is mostly used to align the human elements in the process. Usually there are many different people involved in any process and they have differing responsibilities. A RACI matrix makes an explicit documentation of this and keeps as a ready reference to be used at different stages in the process. Here is how the RACI matrix can be utilized Entidade Função Função Função Função Função Função Trabalho X XY XZ XW XT XX Act 1

A

R

C

C

I

I

Act 1.1

R

I

A

I

C

C

Act 2

C

R

C

I

A

Act 2.1

C

I

C

A

R

I

C

A

R

I

C

I

A-Accountable; R-responsibility; C-Consulted; I-Informed T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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RACI MATRIX  RESPONSIBLE:  This is the class of people who are ultimately Responsible for getting the work done. This may refer to the individual workers that perform the given task or it could refer to the system in case the task is automated.

 ACCOUNTABLE:  This is the class of people that are Accountable to oversee that the work gets done. This usually means the immediate manager overseeing the work.

 CONSULTED:  These may be subject matter exerts who need to be Consulted at the time of an exception.

 INFORMED:  This is the class of people who have some interest in the Information performance of a given task.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

 WORK ANALYSIS (Man Power; Materials; Sub Contractors)

  

The preliminary specification of the work should be analyzed;



The mapping of the processes and methodologies related to the project must be prepared;

 

Reference to the start and end dates;

The activities must be divided according the trade skills; The man hours (Mh), the list of materials and the services necessary to accomplish the activities, should be stablished;

Evidence of important benchmarks for the project.

 RESOURCE ALLOCATION The preliminary plan shall be established with the main activities of the project, with the trades assigned (distribution of resources) and the main known constraints must highlighted T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

 THE HIERARCHICAL DIVISION IN THE EARLY 60’s WAS DEVELOPED A THEORY THAT ADVOCATED THE EXISTENCE OF A TOOL TO LINK THE PROJECTS TASKS WITH THE STRUCTURE OF THE COMPANIES, THEORY THAT LED TO THE CREATION OF OF A HIERARCHICAL ENCODING WHICH NAME IS: WORK BREAKDOWN STRUCTURE (W.B.S.)

A DELIVERABLE ORIENTED GROUPING OF PROJECT ELEMENTS WHICH ORGANIZES AND DEFINES THE TOTAL SCOPE OF THE PROJECT.

EACH

INCREASINGLY

DESCENDING

DETAILED

LEVEL

DEFINITION

REPRESENTS OF

A

AN

PROJECT

COMPONENT. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

IN W.B.S "." THE WORK IS DIVIDED INTO ELEMENTARY ACTIVITIES, RELATED TO EACH OTHER

STRUCTURE

Level

Activ.1 Program

0

1

1

1.1

2

1.1.1

Activ.4 Work Package

3

1.1.1.1

Activ.5 Activ

4

1.1.1.1.1

5

1.1.1.1.1.1

1

1.2

3

1.2.1.1

Activ.7 Activ

4

1.2.1.1.1

Activ.8 Activ

4

1.2.1.1.2

2

1.2.2

Activ.2 Project Activ.3 Fase

Activ.6 Activ6

W.B.S. code

Projecto Activ.6 Pacote

Activ.9 Fase T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

Oper

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

THE ENCODING WORK FOR COSTING Work Breakdown Structure W.B.S.

0 - SUNDRIES

8- ELECTRICITY 7 - ACOMODATIONS 2 - DECK

5 & 6- ENGINE ROOM 00000 PROJECT

4- PUM ROOM

N00 JOB

3 - TANKS

1- DOCKING

WORK SHOPS

AA00 A00000 SUB JOB WORKSHOP JOB

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

EXEMPLO W.B.S.

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W.B.S. STEEL BLOCKS

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

HOW TO BUILD A WBS  Break the main product(s) down into sub-products;  Set the structure to match how you’ll manage the project;  Lowest level not too detailed, not too large;  Is there a need for integration?;  Identify support activities;  Check for completeness - is all the effort included?;  Develop a coding structure if needed;  Assign work package managers.

SFI GROUP SYSTEM

ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

WORK PACKAGE A DELIVERABLE OR PROJECT WORK COMPONENT AT THE LOWEST LEVEL OF EACH BRANCH OF THE WORK BREAKDOWN STRUCTURE. IT INCLUDES THE SCHEDULE

ACTIVITIES

AND

SCHEDULE

MILESTONES

REQUIRED

TO

COMPLETE THE DELIVERABLE, WORK PACKAGE OR PROJECT COMPONENT.

EACH WORK PACKAGE HAS: 1. INDIVIDUAL TASKS; 2. START AND END DATES; 3. A COST THAT CHANGES AS TIME GOES BY; 4. THE PLANNING IS INTEGRATED WITH TASKS OF SUPERIOR LEVEL.

MILESTONES TASKS Are zero duration activities that represent signposts to accomplish, during the execution of the project and ensuring the achievement of the outcome the project, the duration envisaged dates. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

ORGANIZATIONAL BREAKDOWN STRUCTURE (O.B.S.) An Organizational Breakdown Structure is an intermediate level of a different chart and displays organizational relationships and then uses them for assigning work to resources in a project The OBS assumes:



Negotiation;



Delegation of power(es);



Allocation of resources;



Adoption of a reporting system.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

ACTION PLAN After the ship Work Specification is analyzed by the project team a formal meeting called a Kick Off Meeting “KOM” is held among all shipyard management in order to discuss and prepare the acceptance of the action plan, including all the resources required to accomplish the project. The KOM is probably the most important project meeting held during the life of a project, not only it is the first time that the entire project team is gathered but, it is a great opportunity for all management discuss the main project objectives and outcomes and for them to be committed for the project. A kick-off meeting has four basic functions: 1. Notify all team members and stakeholders that the project has start; 2. Outline the project goals as well as the roles and responsibilities of the management; 3. Clarify the expectations of all parties; 4. Create a commitment by all those who influence the project’s outcome. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

SHIPYARD SCHEDULING

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

STRATEGIC PLANNING IT IS AN ORGANIZATION'S PROCESS THAT DEFINES THE LONGTERM ORIENTATION OF THE SHIPYARD'S STRATEGIC POLICY STRATEGIC PLAN IT IS THE MATERIALIZATION OF STRATEGIC PLANNING

OPERATIONAL PLANNING PLANNING OF THE ACTIVITIES TO BE CARRIED OUT BY THE SHIPYARD, IN ORDER TO ACHIEVE THE GOALS SET IN THE STRATEGIC PLANNING OPERATIONAL PLAN IT IS THE MATERIALIZATION OF OPERATIONAL PLANNING. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

PLANNING OF WORK IT IS PREPARING A SEQUENCE OF ACTION STEPS TO ACHIEVE SOME SPECIFIC GOAL. (E.G. SCOPE AND DESCRIPTION OF WORK, ANY SAFETY REQUIREMENTS, TOOLS, PARTS AND MATERIAL, DOCUMENTATION, SKILLS REQUIRED, ETC.)

WHAT, HOW AND TIME TO DO WORK

SCHEDULING OF WORK IT IS FIRST TO DECIDE WHEN JOB SHALL BE DONE BY DATE/TIME AND WHO WILL DO THE WORK. WHEN AND BY WHOM WORK WILL BE DONE.

1. 2. 3.

PLAN WORK SCHEDULE THE WORK THAT NEED TO BE DONE SCHEDULE PEOPLE TO THE WORK.

All work can be planned but all work cannot be scheduled. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

WHY WE NEED A PLAN? 

TO HAVE A BENCHMARK FOR FOLLOW-UP AND CONTROL



TO INCREASE WORK EFFICIENCY



TO BETTER UNDERSTAND THE FUTURE OBJECTIVES



MANAGING RISK AND UNCERTAINTY



CREATING COMPETITIVE ADVANTAGES

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

HOW TO PLAN THE TASKS SHOULD BE DIVIDED IN A WAY SO THAT:

 The project can be described as the sum of elementary activities;  You can assign responsibility and authority for each activity;  The dependence of other events is the smallest possible;  The scheduling and the planning network can be established;  The cost budget can be established;  The cost, the duration and the performance can be analyzed and followed;  Can be measurable in terms of percentage of work done;  The variance analysis can be made;  The objectives of the project can be achieved. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ΓΕΣΤ℘Ο ∆Ο ΡΙΣΧΟ ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS ΣΥΧΕΣΣΟ Ε ΙΝΣΥΧΕΣΣΟ

BE “SMART “ ☺ ON ACTION PLAN ☺

S PECIFIC Objectives need to be clear and detailed

☺ M EASURABLE Results need to be measurable. Outcomes must be what the person really wants. Outcomes should produce tangible rewards.



A GREEMENT The people who have to make it work need to agree to it



R EALISTIC The person has to believe it is possible to achieve.



T IMLY Deadlines for achieving each stage should be set..

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS



PROJECT MANAGEMENT TOOLS:

GANTT CHARTS

GERT - “GRAPHICAL EVALUATION AND REVIEW TECHNIQUE”

CPM – “CRITICAL PATH METHOD”

PERT - “PROGRAM EVALUATION AND REVIEW TECHNIQUE” T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

 GANTT CHARTS A Gantt chart is a type of bar chart, it was invented by H.L. Gantt in 1918 for Ford Engineering C,. Gantt charts are easy to read and are commonly used to display schedule activities. These charts display the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project and also show the dependency relationships (i.e., precedence network) between activities. Gantt charts show all the key stages of a project and their duration as a bar chart, with the time scale across the top. The key stages are placed on the bar chart in sequence, starting in the top left corner and ending in the bottom right corner A Gantt chart can be drawn quickly and easily and is often the first tool a manager uses to provide a rough estimate of the time that it will take to complete the key tasks. The detailed Gantt chart is usually constructed after the main objectives have been determined

.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

GANTT (ACTIVITIES)TAREFAS REPRESENTAÇÃO POR BARRAS "GANTT" ID

May 99 Jun 99 Percent Complete 23 24 25 26 27 28 29 30 31 1 2 3 4

Task Name

Start Date

End Date

Dur

1

Task 1

24-Mai-99

31-Mai-99

5d

2

Task 2

25-Mai-99

25-Mai-99

1d

0,00%

3

Task 3

26-Mai-99

04-Jun-99

7d 4h

20,00%

4

Task 4

28-Mai-99

02-Jun-99

3d 4h

0,00%

5

Task 5

02-Jun-99

07-Jun-99

3d

50,00%

50,00%

Legend:

Scheduled

Actual

Current

GANTT MILESTONE TASKS REPRESENTAÇÃO DE TAREFAS DE DURAÇÃO "ZERO" ID

May 99 Jun 99 Percent Complete 23 24 25 26 27 28 29 30 31 1 2 3 4

Task Name

Start Date

End Date

Dur

1

Task 1

24-Mai-99

31-Mai-99

1d

50,00%

2

Task 2

25-Mai-99

25-Mai-99

1d

0,00%

3

Task 3

26-Mai-99

04-Jun-99

7d 4h

20,00%

4

Task 4

28-Mai-99

02-Jun-99

3d 4h

0,00%

5

Task 5

02-Jun-99

07-Jun-99

3d

50,00%

Legend:

Scheduled T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

Actual

Current

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

TASK DEPENDENCIES

DEPENDENCIES FIM – INÍCIO; FINISH - START

A tarefa (A) inicia-se (± yt) tempo depois do fim da tarefa (B) A tarefa (B) não pode iniciar até a tarefa (A ) terminar. Exemplo: “Pintar a cerca” (B) não pode iniciar sem “Construir a cerca” (A) terminar.

A B INÍCIO – INÍCIO; START - START

A tarefa (D) inicia-se (± xt) tempo depois de iniciar a tarefa (C) A tarefa (D) não pode iniciar sem a tarefa (C) começar Exemplo: “Nivelar o pavimento ” (D) não pode iniciar sem se começar a “Encher a placa com cimento” (C)

C D FIM – FIM; FINISH -FINISH

A tarefa (F) termina (± wt) tempo depois do fim da tarefa (E) A tarefa (F) não pode acabar sem a tarefa (E) terminar. Exemplo: “Testar o circuito eléctrico” (F) não pode acabar sem se terminar a “Ligações eléctricas” (E).

E F INÍCIO – FIM; START - FINISH

A tarefa (H) termina (± zt) tempo depois do início da tarefa (G) A tarefa (H) pode acabar quando a tarefa (G) iniciar. Exemplo: “Emissão da factura” (H) não pode acabar sem que o “Inicio a entrega da mercadoria” (G) comece. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

G H 32

ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

TASK DEPENDENCIES Monday

1ºp

2ºp

Tuesday

3ºp

1ºp

2ºp

Wednesday

3ºp

1ºp

2ºp

3ºp

Thursday

1ºp

2ºp

Friday

3ºp

1ºp

2ºp

saturday

3ºp

1ºp

2ºp

Sunday

3ºp

1ºp

2ºp

Monday

3ºp

1ºp

2ºp

3ºp

TASK 1.1

Finish to Finish

TASK 1.1.1

Finish to Start

( + wt)

(+ yt) TASK 1.1.2 TASK 1.2 TASK 1.2.1

Start to Finish

( + zt) TASK 1.2.2

Start to Start

TASK 1.2.3

( + xt)

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

TOTAL FLOAT (T.F.) Is the amount of time that an activity can be delayed beyond its earliest start date (ES) without delaying the project completion date. On a critical path, the total float is zero. Total float is often known as the slack. Obtained by subtracting at the activity its Late finish date, to its Early Start date and to its own duration

T.F. = LF − ES − d

T.F. = LS − ES

A B D C

F E

ES T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORO POR G.L.

EF

LS

ES

EF

LF

LS

LF 34

ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

FREE FLOAT (F.F.) Is the amount of time that an activity can be delayed in relation to its early start date (ESC) without preventing the most earlier successor activity can start on its early start date (ESE). Obtained by subtracting the earliest start date (ESE) of its next successor task, to its early finish date (EFC).

FFC = EFE − ESC − dC

A

FFC = ESE − EFC B D F

C E ES

EF

EF

ES

EF

ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

EXERCISE

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

GERT “GRAPHICAL EVALUATION AND REVIEW TECHNIQUE” IS A NETWORK ANALYSIS TECHNIQUE USED IN PROJECT MANAGEMENT THAT ALLOWS PROBABILISTIC TREATMENT BOTH NETWORK LOGIC AND ESTIMATION OF ACTIVITY DURATION. THE TECHNIQUE WAS FIRST DESCRIBED IN 1966 BY DR. ALAN B. PRITSKER PROFESSOR AT PURDUE UNIVERSITY. COMPARED TO OTHER TECHNIQUES, GERT IS ONLY RARELY USED IN COMPLEX SYSTEMS. NEVERTHELESS,. GERT ALLOWS LOOPS BETWEEN TASKS.

GERT

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

CPM - CRITICAL PATH METHOD PERT - PROGRAM EVALUATION AND REVIEW TECHNIQUE

Early Start

Durati Early on Finish Task name Late Late Slack Start Finish

Durati Early on Finish Task name Late Late Slack Start Finish

Early Start

Durati Early on Finish Task name Late Late Slack Start Finish

Early Start

Early Start Early Start Early Start

Durati Early on Finish Task name Late Late Slack Start Finish

Durati Early on Finish Task name Late Late Slack Start Finish

Early Start

Durati Early on Finish Task name Late Late Slack Start Finish

T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

Durati Early on Finish Task name Late Late Slack Start Finish

Early Start

Durati Early on Finish Task name Late Late Slack Start Finish

PERT/CPM

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

CPM CRITICAL PATH METHOD A CRITICAL PATH METHOD IS THE SEQUENCE OF PROJECT NETWORK ACTIVITIES WHICH ADD UP TO THE LONGEST OVERALL ESTIMATED (DETERMINISTIC) DURATION (CRITICAL PATH), THIS DETERMINES THE SHORTEST TIME POSSIBLE TO COMPLETE THE PROJECT SHOULD BE USED IN MASS PRODUCTION OF REPETITIVE TASKS, IN WHICH THE DURATION CAN BE ESTIMATED WITH A HIGH DEGREE OF CERTAINTY. DEVELOPED IN THE LATE 1950’S BY MORGAN R. WALKER OF DUPONT AND JAMES E. KELLEY JR. OF REMINGTON RAND. AND WAS FOCUSED ON THE COST OF THE PROJECT ACTIVITIES AND THEIR DURATION. WAS USED IN 1958 FOLLOWING THE CONSTRUCTION OF ITS CHEMICAL PRODUCTION FACILITY. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

PERT-PROGRAM EVALUATION AND REVIEW TECHNIQUE IS A PROJECT MANAGEMENT TOOL USED TO SCHEDULE, ORGANIZE, AND COORDINATE TASKS WITHIN A PROJECT. IT CALCULATS THE MINIMUM TIME NEEDED TO COMPLETE THE TOTAL PROJECT DURATION BASED ON PROBABILISTIC DURATION (A WEIGHTED AVERAGE OF ESTIMATES) OF ACTIVITIES BELONGING TO A SEQUENTIAL LOGIC NETWORK. SHOULD BE USED IN ONE OF A KIND PROJECTS, IN WHICH THE COST AND DURATION CAN HAVE A HIGH DEGREE OF UNCERTAINTY. THIS MODEL WAS DEVELOPED BY "BOOZ ALLEN HAMILTON, INC." AND APPLIED IN 1957 BY THE UNITED STATES NAVY TO THE PLANNING AND CONTROL OF THE PROGRAM TO BUILD A NUCLEAR SUBMARINE "POLARIS PROJECT" AND IT WAS FOCUSED ON REDUCING THE DURATION OF THE PROJECT. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

DIFERENÇA ENTRE CPM E PERT

ALTA

PROBABILIDADE RELATIVA DA OCORRÊNCIA

CPM = MAIS PROVÁVEL (B) PERT= A+4 B + C 6

PESSIMISTA (C) OPTIMISTA (A)

BAIXA CURTA

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DURAÇÃO PROVÁVEL

RÁPIDA

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

REDES DE PLANEAMENTO  NETWORK DIAGRAMS Many Managers use network diagrams when scheduling a project. The network diagram is a way to visualize the interrelationships of project activities. Network diagrams provide a graphical view of the tasks and how they relate to one another.. All of the WBS tasks must be included in the network because they have to be accounted for in the schedule. Leaving even one task out of the network could change the overall schedule duration, estimated costs, and resource allocation commitments. The first step is to arrange the tasks from your WBS into a sequence. Some tasks can be accomplished at any time throughout the project where other tasks depend on input from another task or are constrained by time or resources. The network diagram provides important information to the project team. It provides information about how the tasks are related), where the risk points are in the schedule, how long it will take as currently planned to finish the project, and when each task needs to begin and end T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

REDES DE PLANEAMENTO  REDES (NETWORKS) Representação gráfica de um projecto que mostra a sequência cronológica e as inter-relações de todas as actividades que o constituem. Utilizam-se normalmente nesta representação três símbolos convencionais: O CIRCULO A SETA O RECTÂNGULO

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

REDES DE PLANEAMENTO ADM - ARROW DIAGRAMMING METHOD ou (or) AOA – ACTIVITY on ARROW DIAGRAM Rede do tipo (i, j) Cada actividade (i, j) da rede é representada por uma “seta”, c com os respectivos acontecimentos, inicial (i) e final (j), bem determinados e ligados aos nós para indicar as dependências. A duração de cada actividade (Yi,j) é normalmente indicada sobre a seta Este programa usa actividades fictícias, de duração nula, para indicar precedências e para distinguir actividades paralelas (com o mesmo início e fim). Duração (Y4,5) i

j Actividade i,j

Acontecimento inicial (i)

Acontecimento final (j)

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8 dias 1

2 Actividade 1,2: Pintar paredes

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

REDES DE PLANEAMENTO ACTIVITY-ON-ARROW

3

B 1

A

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2

Dummy Activity Actividade Fictícia

C

4

D

5

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

REDES DE PLANEAMENTO PDM - PRECEDENT DIAGRAMMING METHOD AON - ACTIVITY on NODE NETWORK DIAGRAM Rede (Xi) Cada actividade ou tarefa da rede é representada por uma caixa ou nó da rede e as dependências, precedências ou ligações entre as actividades ou tarefas são representadas por “setas”, sendo a precedência do tipo, Início – Fim a mais utilizada. A duração de cada actividade é normalmente indicada dentro do circulo logo a seguir ao símbolo que representa a actividade.

A ,8

X(i), Y(j)

Actividade X(i)

B,6

Y(j) Duração de X(i) Actividade A , duração 8

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

REDES DE PLANEAMENTO PDM - PRECEDENT DIAGRAM METHOD AON - ACTIVITY on NODE NETWORK DIAGRAM Rede (Xi) Cada actividade ou tarefa da rede é representada no nó por uma caixa e as dependências, precedências ou ligações entre as actividades ou tarefas são representadas por “setas”, sendo a precedência do tipo, Início – Fim a mais utilizada. O rectângulo da caixa contém diversa informação que se representa.

INÍCIO + CEDO EARLY START IC - ES

DURAÇÃO DURATION D

FIM + CEDO EARLY FINISHED FC - EF

DESIGNAÇÃO TAREFA (A) TASK NAME INÍCIO + TARDE LATE START IT - LS

FOLGA SLACK TIME

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FIM + TARDE LATE FINISH FT - LF

INÍCIO + CEDO EARLY START IC - ES

DURAÇÃO DURATION D

FIM + CEDO EARLY FINISHED FC - EF

DESIGNAÇÃO TAREFA (B) TASK NAME INÍCIO + TARDE LATE START IT - LS

FOLGA SLACK TIME

FIM + TARDE LATE FINISH FT - LF

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

Comparação entre redes AON e AOA AOA

AON

A

B

C

10

A

20

B

25

C

35

A deve acabar antes de B e B antes de C

B A

8

A

C

B

16

C

30

14

A deve acabar antes de B e C começarem

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ACTIVIDADE FICTÍCIA

ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

Comparação entre redes AON e AOA

AON

AOA

A

16

A

C

24

B

18

C

30

B

A e B devem acabar antes de C começar

A

10

C

A

C

40

D

50

30 B

20

D

B

A e B antecede C e D T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

Comparação entre redes AOA e AON AOA

AON A A

C

B

D

C 30

25

D

B 15

35

20

25

A antecede C e Β antecede D, mas o caminho A-C é independente de B-C A A

C

C 30

25

D

B 15

?

ACTIVIDADE FICTÍCIA

DUMMY ACTIVITY

B

35 D

20

25

A e B antecede C, B antecede D, mas A é independente de D

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

Comparação entre redes AON e AOA ACTIVITY

PRECEDE

SUCCEED

55

60

A

B-C

60

70

B

A

D

60

65

C

A

D

70

80

D

B-C

AON

AOA

B A

A D

C

55

B 60

D 70

80

DUMMY ACTIVITY

C 65

ACTIVIDADE FICTÍCIA

A antecede B e C, B e C antecede D T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

EXAMPLE # ID

# TASK

1-2

A

2-4

B

2-3

C

4-5

D

5-7

E

6-7

F

7-8

G

NAME Conceber o Protótipo Prototype conception Construir Protótipo Prototype Building Inspeccionar Protótipo Prototype Inspection Testar o Protótipo Prototype Testing Relatório preliminar Preliminar Report Ajustes finais Final adjustments Teste Final Final Test

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Dur.

PRECEDE

21

SUCCEEDE B, C

5

A

D

7

A

D, F

2

B, C

E, F

5

D

G

8

C, D

G

2

E, F 53

ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

NETWORK EXAMPLES 5

2

5

21

B

D

E

2

A

7

8

G

C

F

AON

AOA B5

A 21 1

2

E5

D2 4

G2 7

5

C7

8

F8

3

6 ACTIVIDADE FICTÍCIA

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DUMMY ACTIVITY

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

THE CRITICAL PATH A project has at least one critical path consisting of the sequence of tasks that would enable the project to be completed in the shortest possible time. The critical path represents the sequence of activities with the :

 longer duration of project network;  corresponding to the shortest period of time of the project execution NOTE There are activities with short slack time (almost critical activities) belonging to a sub critical path, which may have same attention as the critical path.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

CRITICAL PATH 5 B A 21

AON

5

2

E

D

7

8

G

C

F

2

AOA B5

A 21 1

2

E5

D2 4

G2 7

6

C7

8

F8

3

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5

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

PERT METHODOLOGY The Pert methodology assumes that each activity duration has a range that statistically follows a beta distribution. Uses three time estimates for each activity: optimistic, pessimistic, and a weighted average (expected duration) to represent activity durations. (m) - Duração mais provável (o) - Duração optimista (p) - Duração pessimista

Most likely activity Optimistic duration Pessimistic activity

EXPECTED DURATION PER ACTIVITY The best estimate of the time required to accomplish an activity (te) or a path (TE), accounting for the fact that things don't always proceed as normal.

yij = te = EXPECTED DURATION T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

MOST LIKELY DURATION (m) The best estimate of the time required to accomplish an activity (m) or a path (M), assuming everything proceeds as normal.;

OPTIMISTIC DURATION (o) The minimum possible time required to accomplish an activity (o) or a path (O), assuming everything proceeds better than is normally expected

PESSIMISTIC DURATION (p) The maximum possible time required to accomplish an activity (p) or a path (P), assuming everything goes wrong (but excluding major catastrophes).

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

THE VARIABILITY IN THE ACTIVITY TIME ESTIMATES IS APPROXIMATED BY THE FOLLOWING EQUATIONS VARIÂNCIA σ2 (Variance) Distribution Probability Indicates the risk (uncertainty) of not hitting the expected duration activity

O Desvio Padrão (Standard deviation) σ Square root of da Variance σ2 the variability of the time for accomplishing an activity (σte) or a path (σTE)

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 2 σ = ij 

2 p−o  6 

p−o σ = ij 6 59

ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

PROBABILITY OF PROJECT DURATION Dt The project duration is the sum of the duration of the critical path activities

σ t2 = σ 12 + σ 22 + σ 32 + ..

Dtc = Dtc1 + Dtc2 + Dtc3 + …Dtcn

Total variance is equal to the sum of the variances of the critical path activities

PROBABILIDADE DA DURAÇÃO DO PROJECTO PROBABILITY OF PROJECT DURATION

Z=

D − Dt

σt

The equation is used to compute the “Z” value found in statistical tables (Z = number of standard deviations from the mean), which in turn, tells the probability of completing the project in the time specified.

Dt - Duração do caminho crítico do Projecto - Project critical path duration D - Duração do projecto a estimar T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

PROBABILIDADE DA DURAÇÃO DO PROJECTO EXEMPLO A duração de um projecto Dt, é igual a 23 meses depois da data de arranque do projecto, O desvio padrão é =3.

σt

Z=

D − Dt

Qual a probabilidade Z do projecto concluir em D = 25 meses ?

σt

Para Z=0,666 na tabela o valor correspondente de probabilidade é de 0,745 Probabilidade é de 74,5%. The critical path duration of a project is Dt = 23 month after the starting date The Standard deviation is =3 σ t What is the probability Z the project finish in D = 25 month ? In the statistic table the value found for Z=0,666 is 0,745 The Probability is 74,5%. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

ESTABLISH NETWORKS If the duration (hours (h); days (d); weeks (w); months (m)) of the events and their related dependencies are known, the networks allow to calculate: • The early start (ES) and early finish dates (EF);

• •

Late start (LS)) late finish dates (LF); The lead or lag times

With, What-If analysis, is it possible to simulate different variants of the project, • Cost and duration; • Lead and lag times. LEAD TIME The time by which a successor task must start without a previous one finish

LAG TIME The time by which a successor task must start after a previous one finish T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

BASE LINE Is a line of cumulative values which serves as a reference for future comparison HOURS

1200 1000 800 600 400 200 0 A

1

2

3

4

5

6

7

8

DAYS

96 40

B

40

C

40

40

80

80

80

80

120

120

120

120

D DIÁRIO

96

40

40

120

240

200

200

120

ACUMULADO

96

136

176

290

536

700

936

1056

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

RESOURCE LEVELING

Work LOAD PROFILES

Fim Imediato

Ínicio Imediato

Front load

Back load

Tartaruga

Dupla Tararuga

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Constante

Sino

Livre

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

Activity

Dependency

EXERCISE o Optimistic duration

m Most likely

p Pessimistic

te Expected duration

σ2 Standard deviation

17

29

47

30

25

A

1-2

B

2-3

A

66

12

24

13

9

C

2-4

A

16

19

28

20

4

D

3-5

B

13

16

19

16

1

E

4-5

C

2

5

14

6

4

F

5-6

E-D

2

5

8

5

1

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BAR CHART

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

ACTIVITY ON NODE 30 13 43 B 30 0

43 16 59 D 43 0 59

43

30 30 A 30 0 30 0

Total Float C, E (g-c)) = 59-56 = 3 A,B,D,F= 0

5 F 59 0

59

Free Float E(a-c) = 59-56 = 3 A,B,C,D,F= 0 T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

64

6 56 E 53 3 59 50

30 20 50 C 33 3

64

53 a) b) c) d)

- Early Start - Duration - Early Finish - ID

e) - Late Start f) - Total Slack g) - Late Finish

a

b

c

d e

f

g

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

ACTIVITY ON ARROW 43 3

13 0

16

43

30 1

2

0

30 33

64

59

30 30

5

20

6 50

56

5

6 64

59

4 53 T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

WHAT IS THE PROBABILITY IF THE PROJECT ENDS ON 67 PERIOD OF TIME

σ t2 = σ 12 + σ 22 + σ 32 + .. D − Dt Z= σt

σ t2 = 25 + 9 + 1 + 1 = 36 Z=

67 − 64 6

σt = 6

= 0,50

From the table Z = 0,50 is equivalente to 69 There is 69% of chance for the project to be finished in 67 periods of time

D 67 Dt 64 T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

TABLE Z AND PROBABILITIES VALUES

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ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS

FIM DA AULA

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FIM T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L.

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