Critical path-Eng.
Critical Chain Project Management
TOC Drum-Buffer-Rope
RM
Rope Buffer A 11 Parts per Day B 9 Parts per Day C 5 Parts per Day Drum D 8 Parts per Day E
FG
15 Parts per Day
TOC and Projects
– How does all this relate to projects? • Repeating a basic principle of TOC
Theory of Constraints
• Founder, Eliyahu M. Goldratt, ca. 1975 • Popular writings
– – – – The Goal It’s Not Luck The Haystack Syndrome Critical Chain
Theory of Constraints
Undesirable Effects in Projects
• Projects funded by the World Bank
– "Time overruns have gone down, but
forecasts are still optimistic. On average, operations evaluated in 1994 to 37 percent longer to implement than originally scheduled, down from 48 percent in 1993, and 54 percent in the 1974-94 cohorts."
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“历年BEC中级真题阅读精讲”系列之八：第四辑T2P3 Critical Path
人邮第四辑真题TEST 2 READING PART 3争取暑假出全中级，然后挑战高级的Critical PathWhen David Hayden realised his company was heading for trouble, he took drastic measures to get it back on trackDavid Hayden founded his company, Critical Path, an email provider, in 1997 to take advantage of the boom in email traffic. Critical Path became a public company two years later, and Hayden took the opportunity to step down from his executive position in order to work on personal projects. At the same time, he agreed to stay with the company as Chairman, but the business was put in the hands of new managers by its investors. With sector-leading products and an expanding market, the company seemed to be on the up and up. However, by early 2001, it was in trouble. Shares that had been worth $26 in 1999, when they were first sold, were down to a mere 24 cents.Called in by a panicking board, Hayden found himself back in charge as Executive Chairman, trying desperately to rescue what he could. The 1,100 staff had lost confidence in the company and did not know what was going to happen to them. And, as Hayden discovered, the management team was incompetent. Those guys didn't understand the product or the sector,' says Hayden. The heads of department didn't communicate and they didn't lead.' But what was worse, Critical Path had lost the goodwill of its investors.Hayden knew that bringing the figures under control would be a vital step in the company's turnaround. 'You've got to sort out the finances. For me, that meant getting back the goodwill of the investors. That was tough, after what had happened. But although they were angry with the company, they didn't have bad feelings about me. I told them that I knew I could get the company on its feet again.' He was authorised to make whatever changes were required, and his first act was to find peoplewithin the company he could trust and put them in charge.The next thing Hayden had to tackle was morale. 'Everyone left the office at five on the dot - they couldn't get away quickly enough. To get the buzz back and win the staff over, I had to prove my own commitment and put in the extra hours with them.' In return, it was assumed that nobody would ask for overtime pay until the company was on its feet again. Contrary to normal practice, Hayden was reluctant to lay people off, and apart from not replacing people as they reached retirement age, he left the workforce largely unchanged, although he did identify key people throughout the company who were given more responsibility.But, as Hayden insists, before a company reaches such a crisis, there are warning signs that any financial director or accountant should take note of. 'A business that has an unrealistic pricing policy or has to negotiate extended credit with its suppliers is in trouble,' is his message. 'Or if youoften have to apply for your overdraft limit to be raised or have trouble paying tax on time, something needs to be done.'By 2003, the company was healthy again, with reasonably stable finances and a modest but steady share price of $1.60. 'One thing that helped save us was that our technology worked,' says Hayden. 'With 20 million email accounts, we never lost a single major client because the product kept on working.' With ideas for a fresh venture demanding his attention elsewhere, Hayden has moved on. 'It was time to go,' he says. 'I'm not a turnaround specialist. I prefer start-ups.'13 What event coincided with Critical Path becoming a public company?A Hayden became the Executive Director of Critical Path.B Investors hired a replacement team to run Critical Path.C Critical Path launched a successful new product on the market.D Critical Path was floated on the Stock Exchange at 24 cents per share.14 Which of the following situations did Hayden face at Critical Path in 2001?A The employees were worried about job security.B The investors were calling for changes to the company structure.C The management was misleading the staff about the company's position.D The board of directors did not realise the scale of the company's problems.15 One reason Hayden was able to turn Critical Path around was thatA he managed to find new investors.B the financial situation was not as bad as he had thought.C he had built up a good relationship with the management team.D he was given the support that he needed.16 What was Hayden's policy regarding the staff of Critical Path?A He paid overtime to everybody who worked outside office hours.B He reduced the workforce by operating an early retirement scheme.C He gave key staff the opportunity to help him set goals for the company.D He restored motivation by showing willingness to work alongside staff.17 According to Hayden, what could indicate that a business is in trouble?A problems keeping accounts up to dateB suppliers refusing to offer new credit termsC a frequent need to increase the amount borrowedD difficulties in getting payment from customers on time18 Hayden left Critical Path after he had rescued the company becauseA he wanted to develop the technology for a new internet service.B he wanted to concentrate on founding a new enterprise.C he had been offered a job with a major internet company.D he decided to go into partnership with a major client.这篇文章名为《Critical Path》，字面上理解是关键路径，但在此文中是指一个公司的名字。
critical的用法归纳 (2)
critical的用法归纳一、Critical的基本含义和用法1. Critical作为形容词，最基本的含义是批评性的、挑剔的，表达对某事物或某人进行严格评判。
例如：The teacher gave me some critical feedback on my essay.（老师对我的文章给出了一些批评性的反馈。
）另外，critical还可以指某种临界状态或至关重要的事物。
2. Critical作为副词，意思是极其重要或决定性地。
例如：The medical team responded to the emergency in a critical manner.（医疗团队以至关重要的方式应对紧急情况。
）二、Critical在不同领域中的具体用法1. 学术研究领域：- 在学术论文中，critical review是指对文献、观点、理论等进行批判性分析和评价。
- Critical thinking是指通过深入观察和分析来推动创新思考和问题解决能力发展的能力。
- Critical theory是社会科学中一种批判性思考方法，通过关注权力结构和社会不平等来审查现有社会秩序。
2. 文学与艺术领域：- Critical response是指读者或观众对文学作品或艺术品的批评性回应。
- Critical analysis是对文学作品、电影、音乐等的深入分析和解释。
3. 商业与管理领域：- Critical path是项目管理中指定最关键、最重要任务的路径，即确定项目完成所需时间最长的路径。
- Critical success factors（CSF）是指实现组织战略目标所必不可少的关键因素。
4. 科技领域：- 在计算机科学中，critical section是一个代码块，在该代码块中任何时候只能被一个进程或线程访问，以保证数据同步和避免竞态条件。
三、Critical在日常生活中的运用1. 糖尿病治疗：对于患有糖尿病的人来说，血糖水平是至关重要的。
critical path解释
critical path解释关键路径是项目管理中用于确定项目最长时间和最短时间的一种方法。
关键路径是指在一个项目网络图中，连接所有项目活动的路径，其总持续时间是最长且没有浮动时间的路径。
具体来说，关键路径是指一个项目的所有关键活动以及这些关键活动之间的前后关系。
关键路径方法由二战期间的奥美赛特公司引入，并在1950年代得到了广泛的应用。
这种方法利用项目网络图来表达和计算项目活动的前后关系，能够帮助项目管理者确定项目的关键活动和关键路径，从而对项目的计划和进展进行有效的控制和管理。
关键路径方法的基本原理是通过构建项目网络图，分析项目活动之间的依赖关系和时间约束，找出能够对整个项目持续时间产生影响的关键活动，进而确定出关键路径。
在关键路径上的活动，其完成时间直接影响整个项目的完成时间。
若关键路径上的任何一个活动延误，整个项目的完成时间都会相应地延误。
关键路径方法的步骤如下：1.确定项目的活动清单：将项目的所有活动进行列举，并标识出它们之间的顺序及依赖关系。
2.创建项目网络图：根据项目的活动清单，构建项目网络图，其中活动用节点表示，节点之间的关系用箭头表示，箭头上标注活动的持续时间。
3.确定活动的前后关系：根据项目活动的依赖关系，确定每个活动的前驱活动和后继活动。
一个活动的后继活动是指它所依赖的前驱活动完成之后才能开始。
4.确定活动的持续时间：根据项目的资源和约束条件，估算每个活动的持续时间。
持续时间是指完成活动所需的时间。
5.计算项目的最早开始时间和最晚开始时间：从起始节点开始，根据活动的前后关系和持续时间，依次计算每个节点的最早开始时间和最晚开始时间。
最早开始时间是指一个活动在没有任何延误的情况下开始的最早时间，最晚开始时间是指一个活动在不影响整个项目完成时间的情况下开始的最晚时间。
6.计算项目的最早完成时间和最晚完成时间：从终止节点开始，根据活动的前后关系和持续时间，依次计算每个节点的最早完成时间和最晚完成时间。
Critical_Path
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Product RFQ Leadtime 3.146 Days
1.5 Days 16 Hrs
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The eVSM calculator transfers map data to an Excel spreadsheet. It also transfers the results of calculations in Excel back onto the map for display In this example , formulas are used to calculate cumulative path times and establish the critical path
Service RFQ 3 Unit
Establish Service Requirements
Cycle Time Path B 2 3.5 Days Days
关键路径计算简单例题
关键路径计算简单例题英文回答：Problem: Calculate the critical path for a simple example.Given:Task A: Duration = 2 days.Task B: Duration = 3 days.Task C: Duration = 4 days.Task D: Duration = 2 days.Task E: Duration = 3 days.Flow of Activities:A precedesB and C.B precedes E.C precedes D.D precedes E.Solution:The critical path is the longest sequence of tasks that must be completed in order to complete the entire project. To calculate the critical path, we can use the following steps:1. Draw a project network diagram. This diagram will show the sequence of tasks and their dependencies.2. Find the early start time (ES) and early finish time (EF) for each task. The ES of a task is the earliest time at which it can start, considering the dependencies of its predecessors. The EF of a task is the earliest time atwhich it can finish, considering its duration and dependencies.3. Find the late start time (LS) and late finish time (LF) for each task. The LS of a task is the latest time at which it can start without delaying the project. The LF of a task is the latest time at which it can finish without delaying the project.4. The critical path is the sequence of tasks with the same ES and LF.In this example, the critical path is:A -> C -> D -> E.The total duration of the critical path is 11 days.中文回答：问题，计算一个简单示例的关键路径。
演讲critical path
演讲critical pathCritical path是指项目中最长的路径，其决定了整个项目的完成时间。
在项目管理中，critical path是至关重要的概念，因为它有助于确定项目的最短时间和风险。
在演讲中，critical path也可以被应用。
演讲者可以将自己的演讲视为一个项目，并使用critical path来确定如何最有效地规划和实施演讲。
以下是一些关于如何使用critical path来规划演讲的建议：1. 确定目标：在开始规划演讲之前，必须明确目标。
这包括想要传达的信息、目标听众和期望的反应。
确定这些目标可以帮助演讲者更好地了解自己的任务，并使critical path更加明确。
2. 制定计划：一旦明确了目标，演讲者就可以开始制定计划。
这包括确定需要的资源、时间表和关键任务。
要确定critical path，必须确定哪些任务是关键的，必须按照严格的顺序完成，让演讲顺利进行。
这些任务有可能是创作演讲，收集数据和准备幻灯片等工作。
3. 识别风险：在规划过程中，演讲者还必须识别可能影响最终演讲的项目。
这些风险可能包括技术难度、场地限制、听众问题等。
了解这些风险可以帮助演讲者在必要时采取措施，确保演讲顺利完成。
4. 确定关键路径：一旦计划制定，演讲者就可以开始建立critical path。
这涉及到识别哪个任务需要最长时间，并确定执行这些任务的时间表。
在演讲中，这可能是准备幻灯片或熟悉演讲内容。
当critical path被确定后，就可以创建一个流程图，以确保所有任务被按照正确的顺序完成。
5. 监督进展：演讲者应该监督演讲的进展，以确保它在计划的时间内完成。
如果需要调整critical path来解决问题，演讲者应该及时地对计划进行调整，并确保整个演讲的质量和效果。
在演讲中使用critical path可以让演讲者更好地规划和组织演讲，从而改善演讲的质量和效果。
虽然这需要一些额外的时间和努力，但这是值得的，因为一个完美的演讲可以带来巨大的回报。
UnconstrainedPaths解决办法
UnconstrainedPaths解决办法⽤TimeQuest对DAC7512控制器进⾏时序分析在对某个对象下时序约束的时候，⾸先要能正确识别它，TimeQuest 会对设计中各组成部分根据属性进⾏归类，我们在下时序约束的时候，可以通过命令查找对应类别的某个对象。
TimeQuest对设计中各组成部分的归类主要有cells，pins，nets和ports ⼏种。
寄存器，门电路等为cells；设计的输⼊输出端⼝为ports；寄存器，门电路等的输⼊输出引脚为pins；ports和pins之间的连线为nets。
具体可以参照下图（此图出⾃Altera Time Quest的使⽤说明）。
下⾯我们按照本⽂第⼆部分⽤TimeQuest做时序分析的基本操作流程所描述的流程对DAC7512控制器进⾏时序分析。
建⽴和预编译项⽬的部分相对简单，涉及到的也只是QuartusII的⼀些基本操作，这⾥我们就不再做具体的叙述。
主要介绍如何向项⽬中添加时序约束和如何进⾏时序验证。
⾸先建⽴⼀个名称与项⽬top层名字⼀致的sdc⽂件，然后按照下⾯的步骤添加时序约束。
1. 创建时钟添加时序约束的第⼀步就是创建时钟。
为了确保STA结果的准确性，必须定义设计中所有的时钟，并指定时钟所有相关参数。
TimeQuest⽀持下⾯的时钟类型：a) 基准时钟（Base clocks）b) 虚拟时钟（Virtual clocks）c) 多频率时钟（Multifrequency clocks）d) ⽣成时钟（Generated clocks）我们在添加时序约束的时候，⾸先创建时钟的原因是后⾯其它的时序约束都要参考相关的时钟的。
基准时钟：基准时钟是输⼊到FPGA中的原始输⼊时钟。
与PLLs输出的时钟不同，基准时钟⼀般是由⽚外晶振产⽣的。
定义基准时钟的原因是其他⽣成时钟和时序约束通常都以基准时钟为参照。
很明显，在DAC7512控制器中，CLK_IN是基准时钟。
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Noah's Resort & Convention Centre 三亚亚龙湾环球文娱广场
MONTH 月 WEEKS Familiarisation of the property Set up site office Monitor + Report on progress(weekly) Oversee installation + comm of plant + equip Telephone extention requirements Back of house signage Back of house shelving requirements Recruit key Staff submitt Defects Reports Implement Weekly Staff meetings Engineering Handover Implement Key control system Set up office+ Workshops Set up stroes + Departments workshops Order Uniforms Departmental Rota's Departmental organisation Chart Submitt Job Specifications Job Descriptions Review Fire, Life Saftey Systems Progam for Fire, Life Safety Systems Guest Contact Skills Hygiene Training Holikare Life Safety Fire Elevators Emergency Procedures Plant + Equipment Preuentive Maintenance Programme Electrcial Saftey Departmental P+ Ps Fire,Life saftey Co-ordinate Hygiene and Fire approval Prepair Maintemance Budget Review Building + Technical Drawing Review of operation Equipment Obtain information for Equip and work schedules Formulate Asset Register Formulate Equipment Records/ Datacard Review Relocation of CCTV room to 1st Floor Review Hotels Emergency Procedures Order Departments Lobels + signage Implement a reporting / Logging system Write Emergency Procedures Set up drawing storage + Update files Set up a Preventive Maintenance System Process Hotel's Fire Certificate Fire Equip Testing Electricity valuing testing Gas pressure testing Pubic Hygiene Elevator's Life Saftey Systems
Engineering
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