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Pragya Arya Asst. Professor Lal Bahadur Shastri Institute of Management New Delhi

The document discusses project planning and scheduling techniques. It covers work breakdown structures, responsibility matrices, Gantt charts, network diagrams, critical path method, program evaluation and review technique. Key steps in project planning include defining objectives and scope, breaking work into activities, creating an organization, and preparing schedules and budgets. Network diagrams represent relationships between activities and are used to identify critical paths and calculate slack times. PERT uses three time estimates to account for uncertainty in schedules.

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Sonika Gogna
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54 views28 pages

Pragya Arya Asst. Professor Lal Bahadur Shastri Institute of Management New Delhi

The document discusses project planning and scheduling techniques. It covers work breakdown structures, responsibility matrices, Gantt charts, network diagrams, critical path method, program evaluation and review technique. Key steps in project planning include defining objectives and scope, breaking work into activities, creating an organization, and preparing schedules and budgets. Network diagrams represent relationships between activities and are used to identify critical paths and calculate slack times. PERT uses three time estimates to account for uncertainty in schedules.

Uploaded by

Sonika Gogna
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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3 Years (Part Time) Post Graduate Diploma in Management for Working Executives

Semester V

Pragya Arya
Asst. Professor
Lal Bahadur Shastri Institute of Management
New Delhi
Agenda
 Project Planning
Project Master Plans
Tools of Project Planning & Scheduling
○ WBS
○ Responsibility Matrix
○ Events & Milestones
○ Gantt Charts
 Project Scheduling
Network Diagrams
○ Critical Path
CPM, PERT Techniques
 MS Projects
Project Planning Steps
 Set project objectives, requirements &
scope.
 Specific work activities, tasks or jobs are
broken down, defined & listed.
 A project organisation is created.
 A project schedule is prepared.
 A project budget & resource plan is
prepared.
 A forecast is prepared of time, cost &
performance projections for the
completion of the project.
Project Master Plan
 Management Summary
 Management & Organisation Section
 Technical Section
 Budget & Financial Support
 Testing
 Change Control Plan
 Quality Plan
 Work Review Plan
 Documentation
 Implementation
 Economic Justification
 Areas of Uncertainty & Risk
Tools for Project Planning
 WBS & Work Packages
 Responsibility Matrix
 Events & Milestones
 Gantt Charts
Gantt Charts
 Tool for planning & scheduling
 Prepared after WBS analysis
 Can be used for labour planning &
resource allocation
Gantt Charts
Gantt Charts
Disadvantage of Gantt
Charts
 Does not explicitly show interrelationship
among work elements.
 Often maintained manually.
Network Scheduling
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
Logic Diagrams
 Activity-on-Node (AON) Diagrams

 Activity-on-Arrow (AOA) Diagrams


A Sample Set of Project Activities and Precedences

Task Predecessor
a --
b --
c a
d b
e b
f c, d
g e
Step 1: AON Diagram
Step 2: AON Diagram
Step 3: AON Diagram
Step 1: AOA Diagram
Step 2: AOA Diagram
Step 3: AOA Diagram
The Critical Path
 The longest path through the network (in
terms of time), from the origin node to
the terminal node
 Represents the expected project
duration
 A project can have multiple critical paths
CP with a single time estimate
Example 1

Activity Immediate Duration


Predecessor

A - 6
B A 9
C A 8
D B,C 4
E B 6
F D,E 6
Example 2
ACTIVITY TIME (DAYS) IMMEDIATE
PRDECESSORS
A 1 -
B 4 A
C 3 A
D 7 A
E 6 B
F 2 C, D
G 7 E, F
H 9 D
I 4 G, H
Early Start and Early Finish
Times
 Earliest times when an activity can start or finish

 ES depends on completion time of an activity’s


immediate predecessor

 ES & EF computed by taking a “forward pass” through


the network

 Only one immediate predecessor, ES = EF of the


immediate predecessor

 Multiple predecessors, ES = latest EF of all the


immediate predecessors
Late Start & Late Finish
Times
 Like ES & EF, every activity in a network has Late
Start (LS) & Late Finish (LF) times.

 Computed by taking a “backward pass” through


the network, by assigning a target completion date
to the terminal node.
Slack
 Total Slack
Aka “Float” or simply “slack”
Total Slack = LS - ES (= LF – EF)
Represents the amount of possible variation
between when an activity must take place at
the latest and when it can take place at the
earliest
On critical path, slack = ?
Total slack time is the maximum allowable
delay that can occur for non-critical activities
Slack
 Free Slack
Amount of time an activity can be delayed,
without affecting the start times of any
successor activities
Free Slack = ES (of the successor) – EF
Importance : ?
Program Evaluation & Review
Technique
 Abbreviated as PERT

 Developed for application in projects where there is


uncertainty associated with nature & duration of
activities

 Originated in late 1950s during US Navy’s Polaris


Missile System Program

 Uses 3 time estimates


Optimistic Time, a
Most Likely Time, m
Pessimistic Time, b
Steps to Problem Solving using PERT
1. Identify each activity to be done in a project.

2. Determine the sequence of activities and construct a


network reflecting the precedence relationships.

3. Identify the three time estimates a, m and b for each


activity. Typically, this information is gathered from
those people who are to perform the activity.

4. Calculate the Expected Time (ET) for each activity:

ET = a+4m+b
6
Steps to Problem Solving using
PERT
5. Determine the critical path, using the
expected times.
6. Calculate the variances (σ2) of the activity
times.
σ2 = [(b-a)/6]2
7. Determine the probability of completing the
project on a given date.
a) Sum the variance values associated with each
activity on the critical path.

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