Project

Scheduling
Project scheduling is a critical aspect of project management,
involving:
- the creation of a plan to implement a project using an ordered
sequence of activities with allocated time for each.
- It helps project managers break down complex projects into
- simple activities,
- determine their order and dependencies,
- estimate durations, and
- allocate resources effectively.
Proper scheduling enables projects to be completed within
- scope,
- time, and
- budget
Project Network Diagrams
Project network diagrams are visual representations of
- project activities and
- their relationships.
The Precedence Diagramming Method (PDM) is commonly used to construct these networks.
PDM helps project managers :
- plan, schedule, monitor, and control their projects by providing information on expected
completion times, critical activities, and resource allocation.

1 Identify Activities
Break down the project into specific tasks or activities.

2 Determine Dependencies
Establish relationships between activities (e.g., finish-to-start, start-to-start).

3 Estimate Durations
Assign time estimates to each activity.

4 Create Network
Construct the diagram showing activities and their relationships.
Project Networks
1 2 3

PERT Development CPM Development Modern Usage

Developed in 1958 for POLARIS Created by Du Pont and Now widely used across
missile program by U.S. Navy. Remington Rand for industries for project planning
maintenance projects. and management.
PERT Technique
The Project Evaluation and Review Technique (PERT) is used to
handle uncertainty in activity duration estimates. It uses three time
estimates - optimistic, most likely, and pessimistic - to calculate
expected activity durations and project completion probabilities.
PERT assumes a beta probability distribution for time estimates and
helps in understanding the risk associated with project schedules.

Estimate Type Description

Optimistic (O) Shortest possible time

Most Likely (M) Most probable time

Pessimistic (P) Longest possible time

Expected Time (E) E = (O + 4M + P) / 6

PERT Estimation
Optimistic Time Most Likely Time Pessimistic Time

Shortest possible completion Completion time with highest Longest possible completion
time (1% chance). probability. time (1% chance).
Expected Time
Calculation
Formula
(Optimistic + 4 × Most Likely + Pessimistic) ÷ 6

Purpose
Provides a weighted average estimate for activity duration.

Application
Used in network diagrams instead of normal duration periods.
Variance in Scheduling
Formula
((Pessimistic Time - Optimistic Time) ÷ 6)²

Purpose
Measures uncertainty in activity duration estimates.

Application
Used to calculate overall project duration uncertainty.
Precedence Diagramming Method (PDM)
1 Visual Representation 2 Key Information 3 Software Integration
PDM creates network Provides expected Commonly used in project
diagrams showing project completion time, critical management software like
activities and their activities, and resource Microsoft Project.
relationships. allocation details.
Critical Path Method (CPM)
The Critical Path Method (CPM) is a key technique in project scheduling. It identifies the longest path of dependent activities in a project
network, determining the minimum time needed to complete the project. Activities on the critical path have zero float, meaning any delay
in these activities will delay the entire project.

Identify Activities Determine Dependencies Calculate Path Durations Identify Critical Path
List all project activities and Establish relationships Sum the durations of The longest path becomes the
their durations. between activities. activities on each path. critical path.
Critical Path and Slack Time
The critical path is the longest path through the network and determines the total
duration of the project. It is crucial for scheduling and resource allocation. Slack, or
float, is the amount of time an activity can be delayed without affecting subsequent
activities or project completion. Understanding slack helps in optimizing resource
allocation and managing project timelines effectively.

Critical Path
Longest sequence of activities determining project duration

Total Slack
Time an activity can be delayed without delaying the project

Free Slack
Time an activity can be delayed without delaying subsequent activities

Resource Optimization
Shifting resources from activities with slack to critical activities
Project Crashing
Project crashing involves reducing an activity's duration by spending extra money. This technique is
used when there's a need to shorten the project timeline. The process involves analyzing the cost-
time trade-offs for activities on the critical path. Crashing can be achieved through various methods
such as adding resources, using overtime, or employing improved technology.

Identify Critical Path

Determine activities that can be crashed

Calculate Crash Cost

Determine cost per unit time reduction for each activity

Evaluate Trade-offs
Assess cost-benefit of crashing each activity

Implement Crashing
Apply crashing to selected activities and recalculate schedule
Fast Tracking
Fast tracking is a technique used to shorten the duration of a project by overlapping activities that would
normally be done in sequence. This method can help meet tight deadlines but may increase project risks.
Fast tracking often involves starting activities with incomplete information from predecessor activities,
which can lead to rework if not managed carefully.

Benefits Risks Best Practices

• Shorter project duration • Increased errors • Careful planning

• Meet tight deadlines • Potential rework • Effective communication
• Improved resource utilization • Higher coordination needs • Regular progress monitoring
Critical Chain Project
Management (CCPM)
Critical Chain Project Management (CCPM) is a method that focuses on managing
the constraints that limit a project's performance. It emphasizes the importance of
resources in scheduling and execution. CCPM modifies the project schedule to
account for limited resources and uses buffer management to handle uncertainties
in activity durations.

1 Resource Focus
CCPM prioritizes resource availability and utilization in scheduling

2 Buffer Management
Uses project and feeding buffers to manage uncertainties

3 Multitasking Reduction
Encourages focused work on critical chain activities

4 Flexible Start Times

Allows for quick switching between tasks to keep project on schedule
Resource Leveling
Resource leveling is a technique used to optimize resource allocation across a project timeline. It aims to balance resource demand
with available supply, often by adjusting non-critical activities within their available slack time. This process helps prevent resource
overallocation and ensures a more efficient use of project resources.

Before Leveling After Leveling

Resources are overallocated, causing potential delays and inefficiencies
Resources are balanced, leading to smoother project execution
Schedule Performance Monitoring
Monitoring schedule performance is crucial for project success. Techniques like Earned Value
Management (EVM) help track project progress against the baseline schedule. Key metrics include
Schedule Variance (SV) and Schedule Performance Index (SPI). Regular schedule updates
and progress reviews enable project managers to identify delays early and take corrective actions to
keep the project on track.

Baseline Schedule
Establish initial project timeline

Progress Tracking
Regularly update actual progress

Performance Analysis
Calculate SV and SPI

Corrective Action
Address delays and optimize schedule
Activity Dependencies
Dependency Type Description

Start-to-Finish Activity B cannot finish

until A starts

Start-to-Start Activity B cannot start

until A starts

Finish-to-Start Activity B cannot start

until A finishes

Finish-to-Finish Activity B cannot finish

until A finishes
Forward and Backward Pass

Forward Pass Backward Pass Critical Path

Calculate earliest start and Calculate latest start and finish Identify the longest path
finish times, moving left to times, moving right to left. through the network.
right.
Forward and Backward Pass 2
The forward and backward pass are essential calculations in project
scheduling. The forward pass calculates the earliest start (ES) and
earliest finish (EF) times for each activity, moving from the project
start to finish. The backward pass calculates the latest start (LS) and
latest finish (LF) times, moving from the project end to start. These
calculations help identify float and the critical path.

Activity ES EF LS LF Float

A 0 2 0 2 0

B 2 5 2 5 0

C 5 13 5 13 0

D 13 16 16 19 3
Float and Slack
Float, also known as slack, is the amount of time an activity can be delayed without causing a delay to
subsequent activities or project completion. There are two types of float: free float and total float. Free float
is the amount of time an activity can be delayed without delaying the early start of its successor. Total float is
the amount of time an activity can be delayed without delaying the project completion date.

Free Float Total Float

Time an activity can be delayed without affecting Time an activity can be delayed without affecting
successor's early start. project completion date.

Critical Path Resource Allocation

Activities on the critical path have zero float. Float allows for flexible resource allocation on
non-critical activities.
Slack Time
Definition
Amount of time an activity can be delayed without
affecting project completion.

Free Float
Delay that doesn't affect subsequent activities.

Total Float
Delay that doesn't affect overall project completion.
Project Crashing
Project crashing is a technique used to shorten the project duration by reducing the time of activities on
the critical path. This is typically done by adding resources or using alternative methods, which usually
increases costs. The goal is to find the optimal balance between time and cost. Project managers must
carefully analyze the cost slope of each activity to determine the most cost-effective way to crash the
project.

Benefits Drawbacks Considerations

• Shorter project duration • Increased direct costs • Cost slope analysis

• Meet tight deadlines • Potential quality issues • Resource availability
• Potentially lower overall costs • Resource strain • Quality impact
Fast Tracking
Fast tracking is a schedule compression technique where activities that would normally
be done in sequence are performed in parallel. This method can significantly reduce
project duration but may increase risks and potentially lead to rework. Fast tracking
requires careful planning and coordination to ensure that partially completed work from
one activity can be effectively used by the subsequent activity.

1 Original Schedule
Activities performed in sequence

2 Identify Opportunities
Find activities that can potentially overlap

3 Assess Risks
Evaluate potential issues from overlapping

4 Implement
Execute overlapping activities with close monitoring
Critical Chain Project Management (CCPM)
Critical Chain Project Management (CCPM) is an alternative method to traditional project scheduling. It focuses on
managing the constraints that limit a project's performance, particularly resource constraints. CCPM emphasizes the
importance of buffer management and avoiding multitasking to improve project performance. It uses feeding buffers for
non-critical paths and a project buffer at the end of the critical chain to manage uncertainty.

Critical Chain
Longest path considering both task and resource dependencies

Buffers
Time reserves to protect against uncertainty

Resource Focus
Emphasis on managing resource constraints

Reduced Multitasking
Encourages focus on one task at a time
Project Management Software
Project management software plays a crucial role in modern project scheduling. Tools like Microsoft Project, Primavera,
and others provide powerful features for creating and managing project schedules. These software packages can
automatically calculate critical paths, manage resources, and provide various views of the project schedule. They also
facilitate easier updates and scenario analysis, allowing project managers to make informed decisions quickly.

Microsoft Project Primavera SAP PS

Popular, user-friendly software with Powerful tool often used in Integrated solution for organizations
strong integration with other construction and engineering for using SAP ERP systems
Microsoft tools complex, large-scale projects
Best Practices in Project Scheduling
Effective project scheduling requires more than just technical skills. It involves understanding the project
context, stakeholder expectations, and potential risks. Best practices include involving team members in
estimating activity durations, regularly updating the schedule, and communicating changes to all
stakeholders. It's also crucial to balance the level of detail in the schedule - too little detail may lead to
oversight, while too much can make the schedule unmanageable.

1 Collaborative Estimating 2 Regular Updates

Involve team members in estimating activity Keep the schedule current by updating it
durations to improve accuracy and buy-in. regularly with actual progress and changes.

3 Risk Management 4 Stakeholder Communication

Incorporate risk analysis into the scheduling Ensure all stakeholders are informed of
process to anticipate potential issues. schedule changes and their implications.