Critical Path Methodology, CPM

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Media tower Tethered gas balloon Poor person’s CN Tower

Media Tower: By Architect Brian Saumure

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Downtown Disney

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Flies at night In moderate winds Naming rights

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Los Vegas World’s largest helium TGB

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Original French design

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Docking is hard

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Birds nest John Davidson

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Mooring facility for tethered gas balloon United States Patent 7093790 http://www.freepatentsonline.com/7093790.html

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Goes up to 500 feet in five minutes,/hovers there for five more /descends in five minutes…

Takes up to 30 people at a time… Costs ~ $1 million for basic infrastructure… People pay about $30 for round trip…

Does it make any money?

Revenues might look like this:

Helium Airships

Docking isn’t easy

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Media Tower Functional Program Use Amount Units Floors Area Retail Space at grade– outward facing or double loaded

10,000 s.f. 1 10000 Lobby 5,000 s.f 1 5000

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Retail Space on second level 15,000 s.f. 1 15000 Walk-up feature stairs to second level* 6 2,500 s.f. Office Space on levels 3 to 4 15,000 s.f. 2 30000 Feature Stair connecting ground to levels 2 and 3** 1 Residential Condos, Apartments, Apartment 15,000 s.f. 3

45000

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Hotel, Hotel, Lofts or Co-op on levels 5 to 7 Media Tower– floors 8 to 19 100 100 4 sides 11 440000 Tethered Gas Balloon Nest– 20th floor 1 TGB Office– at grade 400 s.f. 1 TGB bar– 20th floor 4,000 s.f. 1 Observation Deck– 20th Floor 5,000 s.f. 1

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Office Elevators 1 Residential Elevators 1 TGB Elevator 1 “Mile High” Running track 1 Parking– below grade 15,000 3 45000 Number of Spaces 45000 300 150

* Royal Bank Pavilion** Mallorn Centre– vertical street

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Euro condition

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Entrepreneur/intrapreneur condition

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CPM or Critical Path Methodology was developed in 1950’s to organize and track numerous activities associated with Polaris missile defense program

Using CPM helps identify and coordinate various tasks associated with completion of project

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Allows various information about a specific project to be found including—

--total time to complete to project--scheduled start and finish dates for each task pertaining to

project’s completion--tasks that are ‘critical’ to project and must be completed

exactly as scheduled--slack time available in non-critical tasks, as well as how

long they can be delayed before affecting project’s finish date

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Reminders after Lecture 3! Read chapter 10 in Entrepreneurs Handbook II, Advanced

Product Management Slides:

http://www.old.dramatispersonae.org/images/critical-path-scheduling.ppt

Schedule: http://www.old.dramatispersonae.org/images/beta-launch-

tech-product-service.pdf  http://www.old.dramatispersonae.org/images/beta-launch-

tech-product-service.mpp  Hand in your message map and provide youtube URL for

your elevator pitch during lecture 4

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--Develop list of tasks required to complete the project --Make task so purpose is clear/usually best to use two words—verb followed by noun; e.g., build walls, install windows--Define tasks so that they are right size/if task too large in scope, may hide smaller tasks that need to be completed--Turning on cement mixer too finely detailed to be valuable to CPM/this level of detail quickly leads to cluttered and confusing schedule--Tasks should be well defined, precise and detailed but they should also be significant to furthering project

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--Order tasks and determine immediate predecessors for each--Identify what tasks need to be completed before next task can be carried out; i.e. the foundation must be completed before walls built

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Determine completion time for each task/how long individual tasks take to complete?

Sources for determining these times are: - your own judgment and experience - draw on the experience of others - obtain estimates from professionals

- if you know what something costs in terms of its labor content and you have an hourly wage, you can divide former by latter to arrive at preliminary estimate of task time

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CPM–forward pass

CPM–forward pass

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Before you begin backward pass to complete flow chart, you need to know that Latest Finish Time (LF) for last task is exactly equal to the Earliest Finish Time (EF) for the last task

This is an identity

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Gantt chart = bar chart developed by Henry Gantt in 1910s illustrates project schedule illustrate start and finish dates of terminal elements and

summary elements of project

CPM

Reminders after Lecture 3! Read chapter 10 in Entrepreneurs Handbook II, Advanced

Product Management Slides:

http://www.old.dramatispersonae.org/images/critical-path-scheduling.ppt

Schedule: http://www.old.dramatispersonae.org/images/beta-launch-

tech-product-service.pdf  http://www.old.dramatispersonae.org/images/beta-launch-

tech-product-service.mpp  Hand in your message map and provide youtube URL for

your elevator pitch during lecture 4