Project Management For Business, Engineering, and Technology
Project Management For Business, Engineering, and Technology
Project Management For Business, Engineering, and Technology
AON (contd)
Activity
A
B
C
D
E
F
Immediate
Predecessors
-A
B
B
C, D
E
AON (contd)
In large projects, good practice is that AON
networks have only one start and one end node
End
start of A
finish of A
AON: Example
Its not about the necessity of the activity, but about the sequence
Class Exercise:
Draw an AON Network for the Following:
Start time
= 61
Finish time
= 660
Take shower
To
succeeding
activities
Duration = 600
Why minus 1?
Why minus 1?
Consider a 5-day activity starting on Monday
the 1st of the month:
Monday = Day 1 = Start date
Friday
= Day 5 = Finish date
Duration = 5
Forward Pass
Backward Pass
Backward Pass
10
11
10
10
B
16
21
6
20
25
10
30
D
11
20
10
21
30
30
31
40
Critical Path
The longest path through a network
(from start to finish)
Critical Path
Why is it an important concept?
Determines the project duration
Shows the project manager where to
focus her attention (critical activities
have least flexibility)
LS ES
LF EF
Finish
Slack (contd)
Slack represents scheduling flexibility
How much later than early start
time is permissible
How much an activity can exceed
expected duration
Some activities cannot be delayed
by any amount (zero slack). This is
often the case on the critical path
10
11
10
10
B
16
21
20
25
30
10
30
31
40
D
11
20
10
21
30
Slack
Why should the Gantt chart be drawn
only after the network has been
developed?
For each activity with float, a decision
has to be made whether the activity
should be performed ASAP or only
later
Free Slack
What is the free slack of Activity X?
1
10
11
10
1
20
21
10
10
30
31
10
11
20
40
10
21
30
31
40
E
11
15
16
20
5
21
25
26
30
Key:
Critical Path
11
13
3
23
25
ES
EF
Duration
LS
LF
Free Slack
What is the free slack of Activity X?
1
10
11
10
1
20
21
10
10
31
10
11
20
40
10
21
30
31
40
E
11
15
16
20
5
21
Slack = 25 11 +1 3
= 12
30
25
26
30
Key:
Critical Path
Free Slack
= 25 21 + 1 3
=2
11
13
3
23
25
ES
EF
Duration
LS
LF
Free Slack
List stakeholders
Determine project scope with stakeholders
Develop WBS to identify schedule activities
Draw table indicting predecessors (See Table 6-2,
Table 6-3, Table 6.4). Using the table helps to
ensure that no necessary dependencies are
overlooked
Draw network diagram
Do forward and backward pass to determine critical
path and slack
Decisions regarding early and late start of activities
Draw Gantt chart
Scheduling Process
Computerized planning systems
develop the following three items
concurrently:
Gantt chart
Calendar Schedules
The schedule has to be converted to
indicate calendar dates (and non-working
days e.g. weekends need to be taken into
account)
Computerized systems perform this function
well
Risk of changes
Cash flow
Logistics
Precedence Diagramming
Until now we assumed that a successor
activity can start as soon as all
predecessor activities have been
completed (and that it must start then)
Precedence Diagramming
A 5-day lag between predecessor and
successor:
Resource Leveling
of a Time-Constrained Project
Fluctuations in
workload difficult
to manage
Use float
(dotted lines) to
reduce
fluctuations
Resource Leveling
of a Time-Constrained Project
Resource Leveling
of a Time-Constrained Project
Class Assignment:
Discuss Review Problem 24 on
pages 235 - 236
Resource Leveling
of a Resource-Constrained Project
Resource Leveling
of a Resource-Constrained Project
Work Load
You need a company-wide system to
manage workload on all projects
concurrently
Why should smaller projects be loaded
onto the system as well?
Small projects also contribute to the
workload!