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Planning and Scheduling: CE 525 Report By: Escober, Kevin G. Manahan, Melvin DC

This document discusses planning and scheduling for projects. It covers that projects can be either planned then executed or executed, stopped, then planned and executed. It emphasizes the importance of planning to avoid failure. Key aspects of planning discussed include defining the scope, sequencing activities, estimating durations and costs, and planning resources, purchases, and communication. The document also covers developing a work breakdown structure and using network diagrams and the critical path method for scheduling.

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Monsour Manahan
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74 views24 pages

Planning and Scheduling: CE 525 Report By: Escober, Kevin G. Manahan, Melvin DC

This document discusses planning and scheduling for projects. It covers that projects can be either planned then executed or executed, stopped, then planned and executed. It emphasizes the importance of planning to avoid failure. Key aspects of planning discussed include defining the scope, sequencing activities, estimating durations and costs, and planning resources, purchases, and communication. The document also covers developing a work breakdown structure and using network diagrams and the critical path method for scheduling.

Uploaded by

Monsour Manahan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Planning and Scheduling

CE 525
Report By:
Escober, Kevin G.
Manahan, Melvin DC.
Projects happen in two ways :

• Planned and then executed


• Executed, stopped, planned and then executed.
“Failing to plan is planning to fail”
by J. Hinze, Construction Planning and Scheduling

• Planning:
• “what” is going to be done, “how”, “where”, by “whom”, and
“when”
• for effective monitoring and control of complex projects
Develop Project Management
Plan
• Define the Scope and Create the WBS
• Sequence the activities, Estimate the duration and
Create the schedule
• Identify the Risks and Plan the Responses
• Estimate the Costs
• Plan the Human Resources, Purchases
• Plan the Communication
Scope Definition

• Project Scope – The work associated in the delivery


of the product of the project with specified
• Methods for defining scope vary from industry to
industry
• In Software, product scope is defined in SRS and
Project Scope isdefined in Project Plan, WBS
• Document Assumptions/Constraints
“Its about time”
by J. Hinze, Construction Planning and Scheduling

• Scheduling:
• “what” will be done, and “who” will be working
• relative timing of tasks & time frames
• a concise description of the plan
“Once you plan your work, you must
work your plan”
by J. Hinze, Construction Planning and Scheduling
• Planning and Scheduling occurs:
• AFTER you have decided how to do the work
• “The first idea is not always the best idea.”
• Requires discipline to “work the plan”
• The act of development useful,
• But need to monitor and track
• only then, is a schedule an effective management tool
• as-built schedules
The Work Break Down Structure (WBS)

• An organizational tool for complex projects


• A first step in creating a schedule
• Useful for defining the Scope of Work
• After decided how to do the work
• Consists of:
• Goal statement for project
• Subdividing goal into smaller & smaller portions
The Work Break Down Structure (WBS)
• Upper two or three levels
• require only general knowledge
• don’t get too detailed too quickly
• Enables allocation of resources and assignment of responsibilities at
granular levels
• Improves the accuracy of Cost Estimation
• Improves the Cost, Performance Measurement & Control
Top-down Approach

• Start at the project goal, and keep breaking down


activities until you get to the smallest task
• Involve the team for identifying the tasks or
• The Sub team approach (agree on level 1 activities,
then have sub teams tackle each activity in detail;
then check for duplication and missed tasks)
Bottom-up Approach

• Agree on the top level activities using the top-down


approach
• Then break into teams and brainstorm all the
activities you think are within that overall activity
• Organize the activities, and check for missed tasks
and redundancies
Order of Task Execution -
Scheduling
• Bar Charts (Gantt Charts)
• length of bar = task’s duration
• commonly used, require little training
• precedence relationships difficult to show
• precedence = the sequencing relationship between tasks
• Schedule and progress graphically depicted on a single chart
• Simple and most used scheduling diagram
• Good for Status Reporting
Order of Task Execution - Scheduling
• Network Diagrams
• Critical Path Method (CPM)
• w/in construction - most important
• Program Evaluation and Review Technique (PERT)
• like a generalized CPM
• assumes that an activity’s duration cannot be precisely determined
• takes most likely, optimistic, pessimistic estimates
• computes an expected duration/activity and expected project duration
Network Diagrams

• Identifies activities that control the project length


• Clearly shows the task dependencies
• Shows available float for non-critical activities
Two types of network
diagramming techniques
• Arrow Diagramming Method

• Precedence Diagramming Method


Precedence Diagramming
Method (PDM)
• Boxes/Nodes represent the activities
• Arrows connect the boxes, show the dependencies
• Also called Activity On Node (AON) method
• PDM uses all the four dependencies (F-S,F-F,S-S,S-F)
• The dependency – Start to Finish – is seldom used
Arrow Diagramming Method
(ADM)
• Arrows represent activities
• Arrows connect the nodes for showing dependencies
• Also called Activity on Arrow (AOA) method
• Uses only Finish to Start dependency
• Uses Dummy activities to show logical relationships
Critical Path Method (CPM)

• Identifies those chains of activities (critical paths)


that control how long a project will take.
• Two variations:
• Activity-on-Arrow (AOA)
• activities are the arrows or lines
• Activity on Node (AON)
• also known as a Precedence Diagram
• activities are nodes connected together by lines
Some CPM Terms
• Float = the amount of time an activity can be delayed
without delaying the project
• Critical = activities with no float; these activities can not be
delayed w/o extending project duration
• Contingency = include a time allowance to account for time
slippage & other delays
• Slippage = difference between actual and scheduled progress
Computer Scheduling

“Projects should be scheduled one byte


at a time”
by J. Hinze, Construction Planning and Scheduling
Creating a Computerized Schedule
• Primavera P3, SureTrak, CA-SuperProject, MSProject
• Uses CPM for calculating project duration
• Offer Gantt and Precedence views
• Gantt the default
• Activities can be viewed in other forms: activity and resource
calendars, spreadsheets
• Useful for
• updating and tracking
• sorting, filtering, resource leveling
THANK YOU

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