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Chapter 7.PDF

Chapter 7 focuses on project management scheduling, emphasizing its distinction from general management and the importance of understanding scheduling principles beyond just software use. It discusses the evolution of scheduling methods, including Gantt charts, CPM, and PERT, and highlights the necessity of training for effective implementation. The chapter also outlines key concepts such as Work Breakdown Structure (WBS) and critical path analysis to ensure project completion within the designated timeframe.

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4 views

Chapter 7.PDF

Chapter 7 focuses on project management scheduling, emphasizing its distinction from general management and the importance of understanding scheduling principles beyond just software use. It discusses the evolution of scheduling methods, including Gantt charts, CPM, and PERT, and highlights the necessity of training for effective implementation. The chapter also outlines key concepts such as Work Breakdown Structure (WBS) and critical path analysis to ensure project completion within the designated timeframe.

Uploaded by

j.zaportiza04
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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SBMA | LDCU

CHAPTER 7

ALCASIMEN, MUJAHIDAH
MAGARANG, NEDAL
YOSOYA, ARLENE
1 . Define project management scheduling;
2 . Recognize that scheduling is one of the fundamental
differences;
3 . Comprehend and create network diagrams;
4 . Demonstrate and apply WBS to yard project; and
5 . Demonstrate and use CPM to yard project.
1. Project Management vs. General Management
– Emphasizes that project management focuses on time management
and scheduling, differentiating it from general management.

2. Misconceptions About Project Management


– Highlights the mistaken belief that project management is solely
about scheduling and using scheduling software.

3. Challenges of Scheduling Software


– Explains that while many assume buying scheduling software is
enough, using it effectively requires a fundamental understanding of
project management principles.
4. Evolution of Scheduling Software
– Describes how the gap between low-end and high-end scheduling
software has closed, making all software complex and requiring proper
training.

5. Importance of Training
– Stresses the need for formal instruction to effectively use scheduling
tools, as self-learning through manuals and tutorials is often insufficient.

6. Investment in Training
– Encourages spending time (2-3 days) in training as a worthwhile
investment that saves time in the long run.

7. Final Emphasis on Project Management Beyond Scheduling


– Reinforces that project management is more than just scheduling and
that learning from an expert is crucial.
Pre-1958 Scheduling Methods
Before 1958, bar charts (Gantt charts) were the primary project scheduling
tool.

Gantt Charts
Developed by Henry Gantt, they are simple, easy to read, and effective for
communicating timelines to teams.

Limitations of Gantt Charts


They do not easily show task interdependencies, making it difficult to predict
how delays affect the overall project.
Development of New Scheduling Methods
In the late 1950s and early 1960s, two new scheduling methods were created to
address Gantt chart limitations:
1. Critical Path Method (CPM) – Developed by DuPont, does not use
probability techniques.
2. Program Evaluation and Review Technique (PERT) – Developed by
the U.S. Navy and Booz Allen Hamilton, incorporates probability
techniques to estimate task completion chances.
3.
Arrow Diagrams
Used in both CPM and PERT to illustrate task dependencies and sequences.

Modern Bar Charts


Now include dependency links (time-line critical route schedules), improving
understanding of project flow.
Activity-on-arrow network (AOA)
Activity-on-node network (AON)
The notion displays the work as a box or node, The arrow indicates the activity that is now
and the arrows indicate the sequence in which being carried out, and the circle is denotes an
the work is accomplished. event.
Is there a clear winner between the two? No. They both arrive at the
same decision regarding when the work should be considered to have
been finished. Both varieties are still in use, although activity-on-node is
more common than the other because of contemporary computer
software is developed to use the node notation format.

What are the benefits of using CPM or PERT rather to another method?
The most significant advantages is that you will able to evaluate not just
the feasibility of meeting a crucial project deadline but also the specific
dates by which various tasks need to be finished in order to to meet that
deadline.
The primary goal of scheduling is to
complete the project within the allotted
time frame.
The critical path technique helps
determine which activities are crucial for
project completion.
It's important to use scheduling software
as a tool and not become enslaved by it.
Ensure sufficient resources are allocated
to complete the project on time.
Focus on the overall project goals and
avoid getting bogged down in minute
details.
Explanations of Network Terminologies
Activity - any task that consumes time and may also utilize resources.
Critical - one that must be completed by a specific time with no flexibility
(slack or float).
Critical Path - the longest path through a network and defines when a project
will be completed.
Events - the beginning and conclusion points of activities. It is a particular
instant in time.
Milestone - events that indicate a significant point in a project.
Network - “Arrow Diagrams” are a graphical depiction of a project plan that
illustrates the relationships between the tasks.
Arrow diagrams (also known as network diagrams) visually
illustrate the sequence and dependencies of tasks in a project.

Types:
Work Breakdown Structure (WBS)

The foundation of an arrow diagram is a well-defined Work Breakdown


Structure (WBS). The WBS breaks down the project into smaller, more
manageable tasks.
The number of levels in a WBS can vary, but it's common to have between two
and twenty levels.
Work Breakdown Structure (WBS)
Identifying Activities

identify the specific activities that make up each task.

Sequencing Activities

Determine the dependencies between activities. Some activities cannot start


until others are completed.
Creating the Diagram

Nodes: Represent activities as nodes (usually circles or rectangles) on the


diagram.

Arrows: Connect the nodes with arrows to show the sequence of


activities.
Adding Time Estimates

Assign a time estimate to each activity. This could be in minutes, hours, days,
weeks, or even months, depending on the project's scale.

Critical Path

Determine the longest sequence of activities in the diagram.


Refinement and Iteration

Regularly review the diagram as you may need to refine them as the project
progresses and make adjustments based on changes in the project scope,
resources, or time estimates.
SBMA | LDCU

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