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| The CPM Procedure |
This section contains examples that illustrate several features of the CPM procedure. Most of the available options are used in at least one example. Two tables, Table 2.28 and Table 2.29, at the end of this section list all the examples in this chapter and the options and statements in the CPM procedure that are illustrated by each example.
A simple project concerning the manufacture of a widget is used in most of the examples in this section. Example 2.22 deals with a nonstandard application of PROC CPM and illustrates the richness of the modeling environment that is available with the SAS System. The last two examples use different projects to illustrate resource-driven durations and multiproject scheduling.
There are 14 activities in the widget manufacturing project. Example 2.1 and Example 2.2 illustrate a basic project network that is built upon by succeeding examples. The tasks in the project can be classified by the division or department that is responsible for them.
Table 2.26 lists the detailed names (and corresponding abbreviations) of all the activities in the project and the department that is responsible for each one.
Table 2.26: Widget Manufacture: Activity List| Task | Department | Activity Description |
| Approve Plan | Planning | Finalize and Approve Plan |
| Drawings | Engineering | Prepare Drawings |
| Anal. Market | Marketing | Analyze Potential Markets |
| Write Specs | Engineering | Write Specifications |
| Prototype | Engineering | Build Prototype |
| Mkt. Strat. | Marketing | Develop Marketing Concept |
| Materials | Manufacturing | Procure Raw Materials |
| Facility | Manufacturing | Prepare Manufacturing Facility |
| Init. Prod. | Manufacturing | Initial Production Run |
| Evaluate | Testing | Evaluate Product In-House |
| Test Market | Testing | Mail Product to Sample Market |
| Changes | Engineering | Engineering Changes |
| Production | Manufacturing | Begin Full Scale Production |
| Marketing | Marketing | Begin Full Scale Marketing |
| Task | Dur | Successor | Successor | Successor |
| Approve Plan | 10 | Drawings | Anal. Market | Write Specs |
| Drawings | 20 | Prototype | ||
| Anal. Market | 10 | Mkt. Strat. | ||
| Write Specs | 15 | Prototype | ||
| Prototype | 30 | Materials | Facility | |
| Mkt. Strat. | 25 | Test Market | Marketing | |
| Materials | 60 | Init. Prod. | ||
| Facility | 45 | Init. Prod. | ||
| Init. Prod. | 30 | Test Market | Marketing | Evaluate |
| Evaluate | 40 | Changes | ||
| Test Market | 30 | Changes | ||
| Changes | 15 | Production | ||
| Production | 0 | |||
| Marketing | 0 |
As in any typical project, some of these activities must be completed before others. For example, the activity `Approve Plan' must be done before any of the activities `Drawings' and `Anal. Market' and `Write Specs' can start. Table 2.27 summarizes the relationships among the tasks and gives the duration in days to complete each task. This table shows the relationship among tasks by listing the immediate successors to each task.
The relationship among the tasks can be represented by the network in Figure 2.6. The diagram was produced by the NETDRAW procedure. The code used is the same as in Example 5.11 in Chapter 5, "The NETDRAW Procedure" (except for the colors, which may be different).
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