Show simple item record

dc.contributor.authorBuss, Arnold H.
dc.contributor.authorRosenblatt, Meir J.
dc.dateJanuary - February 1997
dc.date.accessioned2014-11-06T22:10:08Z
dc.date.available2014-11-06T22:10:08Z
dc.date.issued1997-02
dc.identifier.citationOperations Research, Volume 45, No. 1, January - February 1997.
dc.identifier.urihttp://hdl.handle.net/10945/43705
dc.description.abstractIn this paper we deal with a stochastic project network and consider the impact of activity delay to maximize the expected present value of a project. It is shown that in certain situations, delaying the onset of an activity from its earliest start time can indeed increase the present value of a project due to the postponing of associated negative cash flows. Furthermore, a project that could otherwise be rejected (negative expected present value) may become profitable (positive expected present value) due to delay. We demonstrate that even activities on the critical path, as determined by each activity's expected duration, may be profitably delayed. Optimal and approximate procedures are developed to determine the amount of delay of the various activities.en_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. As such, it is in the public domain, and under the provisions of Title 17, United States Code, Section 105, may not be copyrighted.en_US
dc.titleActivity Delay in Stochastic Project Networksen_US
dc.typeArticleen_US
dc.subject.authorproject managementen_US


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record