PM 8

Project Management: A Managerial Approach 4/e
By Jack R. Meredith and Samuel J. Mantel, Jr.

Published by John Wiley & Sons, Inc.
Presentation prepared by RTBM WebGroup
Project Management
A Managerial Approach
Chapter 8
Scheduling
Scheduling
A schedule is the conversion of a project action plan into an operating timetable It serves as the basis for monitoring and controlling project activity Taken together with the plan and budget, it is probably the major tool for the management of projects
Chapter 8-1
Scheduling
In a project environment, the scheduling function is more important than it would be in an ongoing operation Projects lack the continuity of day-today operations and often present much more complex problems of coordination
Chapter 8-2
Scheduling
The basic approach of all scheduling techniques is to form a network of activity and event relationships This network should graphically portray the sequential relations between the tasks in a project Tasks that must precede or follow other tasks are then clearly identified, in time as well as function
Chapter 8-3
Scheduling
Such networks are a powerful tool for planning and controlling a project and have the following benefits:
It is a consistent framework for planning, scheduling, monitoring, and controlling the project It illustrates the interdependence of all tasks, work packages, and work elements It denotes the times when specific individuals must be available for work on a Chapter 8-4 given task
Scheduling
Network benefits (cont.):
It aids in ensuring that the proper communications take place between departments and functions It determines an expected project completion date It identifies so-called critical activities that, if delayed, will delay the project completion time It identifies activities with slack that can be delayed for specific periods without penalty
Chapter 8-5
Scheduling
Network benefits (cont.):
It determines the dates on which tasks may be started - or must be started if the project is to stay on schedule It illustrates which tasks must be coordinated to avoid resource timing conflicts It illustrates which tasks may run, or must be run, in parallel to achieve the predetermined project completion date It relieves some interpersonal conflict by clearly Chapter 8-6 showing task dependencies
Network Techniques: PERT and CPM

With the exception of Gantt charts, the most common approach to scheduling is the use of network techniques such as PERT and CPM The Program Evaluation and Review Technique was developed by the U.S. Navy in 1958 The Critical Path Method was developed by DuPont, Inc during the same time period
Chapter 8-7
Network Techniques: PERT and CPM

PERT has been primarily used for research and development projects CPM was designed for construction projects and has been generally embraced by the construction industry The two methods are quite similar and are often combined for educational presentation
Chapter 8-8
Terminology
Activity - A specific task or set of tasks that are required by the project, use up resources, and take time to complete Event - The result of completing one or more activities. An identifiable end state occurring at a particular time. Events use no resources. Network - The combination of all activities and events define the project and the activity precedence relationships
Chapter 8-9
Terminology
Path - The series of connected activities (or intermediate events) between any two events in a network Critical - Activities, events, or paths which, if delayed, will delay the completion of the project. A projects critical path is understood to mean that sequence of critical activities that connect the projects start event to its finish event
Chapter 8-10
Terminology
An activity can be in any of these conditions:
It may have a successor(s) but no predecessor(s) - starts a network It may have a predecessor(s) but no successor(s) - ends a network It may have both predecessor(s) and successor(s) - in the middle of a network
The interconnections depend on the technological relationships described in the Chapter 8-11 action plan
Drawing Networks
Activity-on-Arrow (AOA) networks use arrows to represent activities while nodes stand for events Activity-on-Node (AON) networks use nodes to represent activities with arrows to show precedence relationships The choice between AOA and AON representation is largely a matter of personal preference
Chapter 8-12
Drawing Networks
Chapter 8-13
Gantt Charts
The Gantt chart shows planned and actual progress for a number of tasks displayed against a horizontal time scale It is an effective and easy-to-read method of indicating the actual current status for each set of tasks compared to the planned progress for each item of the set It can be helpful in expediting, sequencing, and reallocating resources among tasks Gantt charts usually do not show technical dependencies
Chapter 8-14
Scheduling
Chapter 8-15
Gantt Charts
There are several advantages to the use of Gantt charts:
Even though they may contain a great deal of information, they are easily understood While they may require frequent updating, they are easy to maintain Gantt charts provide a clear picture of the current state of a project They are easy to construct
Chapter 8-16
Summary
Scheduling is particularly important to projects because of the complex coordination problems The network approach to scheduling offers a number of specific advantages of special value for projects Critical project tasks typically constitute fewer than 10 percent of all the project tasks
Chapter 8-17
Summary
Although research indicates technological performance is not significantly affected by the use of PERT/CPM, there did seem to be a significantly lower probability of cost and schedule overruns Network techniques can adopt either an activity-on-node or activity-on-arc framework without significantly altering the analysis
Chapter 8-18
Summary
Networks are usually constructed from left to right, indicating activity precedence and event times as the network is constructed Gantt charts are closely related to network diagrams, but are more easily understood and provide a clearer picture of the current state of the project
Chapter 8-19
Scheduling
Questions?
Scheduling
Picture Files
Scheduling
Figure 8-1
Scheduling
Figure 8-2
Scheduling
Figure 8-3
Scheduling
Figure 8-5
Scheduling
Figure 8-6
Scheduling
Figure 8-7
Scheduling
Figure 8-8
Scheduling
Figure 8-9
Scheduling
Figure 8-10
Scheduling
Figure 8-11
Scheduling
Figure 8-12
Scheduling
Figure 8-13
Scheduling
Figure 8-14
Scheduling
Figure 8-15
Scheduling
Figure 8-16
Scheduling
Figure 8-17
Scheduling
Figure 8-20
Scheduling
Figure 8-21
Scheduling
Figure 8-22
Scheduling
Figure 8-23
Scheduling
Figure 8-24
Scheduling
Figure 8-25
Scheduling
Figure 8-26
Scheduling
Figure 8-27
Scheduling
Figure 8-28
Scheduling
Figure 8-30
Scheduling
Table Files
Scheduling
Scheduling
Scheduling
Scheduling
Scheduling
Scheduling
Copyright 2000 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

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Project Management: A Managerial Approach 4/e

By Jack R. Meredith and Samuel J. Mantel, Jr.

Network Techniques: PERT and CPM

Network Techniques: PERT and CPM

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