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    BMGMT 3203 - Project Management: Faculty of Business Management & Globalization Tel: 603 8317 8833 (Ext 8407)

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    Muthusamy Senthilkumaar
    This document discusses scheduling techniques for project management, including: - Network scheduling techniques like PERT and CPM are used to plan, schedule, monitor, and control projects through graphical networks showing task dependencies and durations. - Uncertainty in activity durations can be modeled using three time estimates (pessimistic, most likely, optimistic) and calculated expected durations and variances. - Critical paths showing the longest duration of tasks can be identified on networks. Slack or float is calculated as the difference between earliest and latest start/finish times. - Simulation techniques can also be used to model uncertainty in schedules and calculate probabilities of on-time project completion. - Gantt charts graphically display schedules by showing tasks

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    BMGMT 3203 - Project Management: Faculty of Business Management & Globalization Tel: 603 8317 8833 (Ext 8407)

    Uploaded by

    Muthusamy Senthilkumaar
    37 views64 pages
    This document discusses scheduling techniques for project management, including: - Network scheduling techniques like PERT and CPM are used to plan, schedule, monitor, and control projects through graphical networks showing task dependencies and durations. - Uncertainty in activity durations can be modeled using three time estimates (pessimistic, most likely, optimistic) and calculated expected durations and variances. - Critical paths showing the longest duration of tasks can be identified on networks. Slack or float is calculated as the difference between earliest and latest start/finish times. - Simulation techniques can also be used to model uncertainty in schedules and calculate probabilities of on-time project completion. - Gantt charts graphically display schedules by showing tasks

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    Chapter 5

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    This document discusses scheduling techniques for project management, including: - Network scheduling techniques like PERT and CPM are used to plan, schedule, monitor, and control projects through graphical networks showing task dependencies and durations. - Uncertainty in activity durations can be modeled using three time estimates (pessimistic, most likely, optimistic) and calculated expected durations and variances. - Critical paths showing the longest duration of tasks can be identified on networks. Slack or float is calculated as the difference between earliest and latest start/finish times. - Simulation techniques can also be used to model uncertainty in schedules and calculate probabilities of on-time project completion. - Gantt charts graphically display schedules by showing tasks

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    37 views64 pages

    BMGMT 3203 - Project Management: Faculty of Business Management & Globalization Tel: 603 8317 8833 (Ext 8407)

    Uploaded by

    Muthusamy Senthilkumaar
    This document discusses scheduling techniques for project management, including: - Network scheduling techniques like PERT and CPM are used to plan, schedule, monitor, and control projects through graphical networks showing task dependencies and durations. - Uncertainty in activity durations can be modeled using three time estimates (pessimistic, most likely, optimistic) and calculated expected durations and variances. - Critical paths showing the longest duration of tasks can be identified on networks. Slack or float is calculated as the difference between earliest and latest start/finish times. - Simulation techniques can also be used to model uncertainty in schedules and calculate probabilities of on-time project completion. - Gantt charts graphically display schedules by showing tasks

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    © All Rights Reserved
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    of 64

    BMGMT 3203 • Project Management

    CHAPTER 5

    Scheduling the Project


    Faculty of Business Management & Globalization
    Tel : 603 8317 8833 (Ext 8407)
    BMGMT 3203 • Project Management

    PERT AND CPM NETWORKS


    CHAPTER 5

    Scheduling the Project


    Faculty of Business Management & Globalization
    Tel : 603 8317 8833 (Ext 8407)
    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

    BMGMT 3203 Project Management 3


    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
    BMGMT 3203 Project Management 4
    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 given task
    BMGMT 3203 Project Management 5
    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
    BMGMT 3203 Project Management 6
    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 showing
    task dependencies

    BMGMT 3203 Project Management 7


    History

    • Late 1950s
    – Program Evaluation and Review Technique
    (PERT)
    • U.S. Navy, Booz-Allen Hamilton, and Lockeheed
    Aircraft
    • Probabilistic activity durations
    – Critical Path Method (CPM)
    • Dupont De Nemours Inc.
    • Deterministic activity durations
    BMGMT 3203 Project Management 8
    The Language of PERT/CPM

    • Activity
    – task or set of tasks
    – use resources
    • Event
    – state resulting from completion of one or more
    activities
    – consume no resources or time
    – predecessor activities must be completed
    BMGMT 3203 Project Management 9
    The Language of PERT/CPM
    continued

    • Milestones
    – events that mark significant progress
    • Network
    – diagram of nodes and arcs
    – used to illustrate technological relationships
    • Path
    – series of connected activities between two
    events
    BMGMT 3203 Project Management 10
    The Language of PERT/CPM
    continued
    • Critical Path
    – set of activities on a path that if delayed will
    delay completion of project
    • Critical Time
    – time required to complete all activities on the
    critical path

    BMGMT 3203 Project Management 11


    The Language of PERT/CPM
    conclude
    • 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 action plan
    BMGMT 3203 Project Management 12
    Building the Network
    • 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
    BMGMT 3203 Project Management 13
    Table 5-1 A Sample Set of
    Project Activities and Precedences

    BMGMT 3203 Project Management 14


    Figure 5-1 Stage 1 of a Sample
    AON Network

    BMGMT 3203 Project Management 15


    Figure 5-2 Stage 2 of a Sample
    AON Network

    BMGMT 3203 Project Management 16


    Figure 5-3 A Completed Sample
    AON Network

    BMGMT 3203 Project Management 17


    Figure 5-4 Stage 1 of a Sample
    AOA Network

    BMGMT 3203 Project Management 18


    Figure 5-5 Stage 2 of a Sample
    AOA Network

    BMGMT 3203 Project Management 19


    Figure 5-6a A Completed Sample
    AOA Network

    BMGMT 3203 Project Management 20


    Figure 5-6b A Completed Sample AOA
    Network Showing the Use of a Dummy Task

    BMGMT 3203 Project Management 21


    Table 5-2 A Sample Problem for
    Finding the Critical Path and Critical Time

    BMGMT 3203 Project Management 22


    Figure 5-7 Stage 1 of a Sample
    Network

    BMGMT 3203 Project Management 23


    Figure 5-8 A Complete Network

    BMGMT 3203 Project Management 24


    Figure 5-9 Information
    Contents in an AON Node

    BMGMT 3203 Project Management 25


    Figure 5-10 The Critical Path
    and Time for Sample Project

    BMGMT 3203 Project Management 26


    Calculating Activity Slack

    • Slack or Float
    LST - EST = LFT - EFT = Slack

    BMGMT 3203 Project Management 27


    Figure 5-11 An MSP Version of
    PERT/CPM Network

    BMGMT 3203 Project Management 28


    Figure 5-12 A Modified Version
    of MSP Network

    BMGMT 3203 Project Management 29


    BMGMT 3203 • Project Management

    PROJECT UNCERTAINTY AND


    RISK CHAPTER 5
    MANAGEMENT

    Scheduling the Project


    Faculty of Business Management & Globalization
    Tel : 603 8317 8833 (Ext 8407)
    Calculating Probabilistic Activity
    Times

    • Three Time Estimates


    – pessimistic (a)
    – most likely (m)
    – optimistic (b)

    BMGMT 3203 Project Management 31


    Calculating Probabilistic Activity
    Times

    • pessimistic (a)
    – This is the maximum time required to
    complete an activity.
    – In this case, it is assumed that many things go
    wrong related to the activity.
    – A lot of rework and resource unavailability are
    assumed when this estimation is derived.

    BMGMT 3203 Project Management 32


    Calculating Probabilistic Activity
    Times

    • most likely (m)


    – Most of the times, project managers are asked
    only to submit one estimate.
    – In that case, this is the estimate that goes to
    the upper management.

    BMGMT 3203 Project Management 33


    Calculating Probabilistic Activity
    Times

    • optimistic (b)
    – This is the fastest time an activity can be
    completed.
    – For this, the assumption is made that all the
    necessary resources are available and all
    predecessor activities are completed as
    planned.

    BMGMT 3203 Project Management 34


    Figure 5-13 The Statistical Distribution
    of all Possible Times for an Activity

    BMGMT 3203 Project Management 35


    Activity Expected Time and
    Variance

    BMGMT 3203 Project Management 36


    95 Percent Level

    • Task will be a or lower 5 percent of the


    time
    • Task will be b or greater 5 percent of the
    time
    (b  a )
    
    3 .3

    BMGMT 3203 Project Management 37


    90 Percent Level

    • Task will be a or lower 10 percent of the


    time
    • Task will be b or greater 10 percent of the
    time
    (b  a )
    
    2 .6

    BMGMT 3203 Project Management 38


    95 Percent Level (Alternative
    Interpretation)

    • Task will be between a and b 95 percent


    of the time

    BMGMT 3203 Project Management 39


    90 Percent Level (Alternative
    Interpretation)

    • Task will be between a and b 90 percent


    of the time

    BMGMT 3203 Project Management 40


    Figure 5-14 An AON Network

    BMGMT 3203 Project Management 41


    Figure 5-15 An MSP Version of a
    Sample Problem Network

    BMGMT 3203 Project Management 42


    Figure 5-16 A Pert/CPM Network
    for the Day Care Project

    BMGMT 3203 Project Management 43


    Figure 5-17 An MSP Calendar for the
    Day Care Project, 4/16/00 to 5/27/00

    BMGMT 3203 Project Management 44


    The Probability of Completing
    the Project on Time

    BMGMT 3203 Project Management 45


    Figure 5-18 The Statistical Distribution of
    Completion Times of the Path a-b-d-g-h

    BMGMT 3203 Project Management 46


    Selecting Risk and Finding D

    NORMINV(probability,,,TRUE)

    BMGMT 3203 Project Management 47


    BMGMT 3203 • Project Management

    CHAPTER 5
    SIMULATION

    Scheduling the Project


    Faculty of Business Management & Globalization
    Tel : 603 8317 8833 (Ext 8407)
    Traditional Statistics Versus
    Simulation

    • Similarities
    – must enumerate alternate paths
    • Differences
    – simulation does not require assumption of
    path independence

    BMGMT 3203 Project Management 49


    BMGMT 3203 • Project Management

    THE GANNT CHART


    CHAPTER 5

    Scheduling the Project


    Faculty of Business Management & Globalization
    Tel : 603 8317 8833 (Ext 8407)
    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

    BMGMT 3203 Project Management 51


    Gantt Chart

    BMGMT 3203 Project Management 52


    Gantt Chart
    • 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
    BMGMT 3203 Project Management 53
    Figure 5-23 A Gantt Chart of a
    Sample Project

    BMGMT 3203 Project Management 54


    Figure 5-24 A Gantt Chart of Sample Project
    Showing Critical Path, Path Connections, Slack,
    EST, LST, EFT, and LFT

    BMGMT 3203 Project Management 55


    Figure 5-25 A Gantt Chart of a Day Care Project
    Showing Expected Durations, Critical Path,
    Milestone, and Resource Requirements

    BMGMT 3203 Project Management 56


    Figure 5-26 A Progress Report on a Day Care
    Project Showing Actual Progress Versus Baseline

    BMGMT 3203 Project Management 57


    BMGMT 3203 • Project Management

    CHAPTER 5
    EXTENSIONS TO PERT/CPM

    Scheduling the Project


    Faculty of Business Management & Globalization
    Tel : 603 8317 8833 (Ext 8407)
    Precedence Diagramming

    • Finish-to-start linkage:
    – Finish to Start Activity 2 must not start before
    Activity 1 has been completed.
    – This is the typical arrangement of an activity
    and its predecessor.

    BMGMT 3203 Project Management 59


    Precedence Diagramming

    • Start-to-start linkage
    – Activity 5 cannot begin until Activity 4 has
    been underway for at least two days.
    – Setting electrical wires in place cannot begin
    until two days after framing has begun.

    BMGMT 3203 Project Management 60


    Precedence Diagramming

    • Finish-to-finish linkage
    – Activity 7 must be complete at least one day
    before Activity 8 is completed.
    – If Activity 7 is priming the walls of a house,
    Activity 8 might be the activities involved in
    selecting, purchasing, and finally delivering the
    wallpaper.
    – It is important not to hang the paper until the
    wall primer has dried for 24 hours.
    BMGMT 3203 Project Management 61
    Precedence Diagramming

    • Start-to-finish linkage
    – Activity 11 cannot be completed before 7 days
    since the start of Activity 10.
    – If Activities 10 and 11 are the two major
    cruising activities in a prepaid weeklong ocean
    cruise, the total time cannot be less than the
    promised week.

    BMGMT 3203 Project Management 62


    Figure 5-27 Precedence
    Diagramming Conventions

    BMGMT 3203 Project Management 63


    Other Methods

    • Graphical Evaluation and Review


    Technique (GERT)
    – combines flowgraphs, probabilistic networks,
    and decision trees
    – allows loops back to earlier events and
    probabilistic branching

    BMGMT 3203 Project Management 64

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