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5.0 - Project Scheduling 1

Projecm 1

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24 views

5.0 - Project Scheduling 1

Projecm 1

Uploaded by

xena.jocel.buera
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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PROJECT SCHEDULING

Project Scheduling
- is simply the project plan in an altered format. It is a
convenient form for monitoring and controlling project
activities.

- Commonly used formats :


• Gantt Chart
• PERT/CPM Networks – both methods employed
networks to schedule and display task sequences.
History
 Late 1950s
• Program Evaluation and Review Technique (PERT)
• It was developed by the U.S. Navy, Booz-Allen Hamilton (a business
consulting firm), and Lockheed Aircraft (now Lockheed Martin Corp.)
• Probabilistic (or uncertain) estimates of activity durations
• Critical Path Method (CPM)
• Dupont De Nemours Inc. developed the method
• Deterministic (or certain) estimates of activity durations
The Language of PERT/CPM
 Activity
• task or set of tasks required by the project.
• uses resources and time
 Event
• An identifiable state resulting from completion of one or more
activities
• consumes no resources or time
• Before an event can be achieved or realized, all its predecessor
activities must be completed
The Language of PERT/CPM continued
 Milestones
• Identifiable and noteworthy events that mark significant
progress on the project.
 Network
• diagram of nodes and arrows
• used to illustrate technological relationships of all
activities.
• Networks usually drawn with a “start” node on the left
and a “Finish” node on the right.
• Arcs are always tipped with an arrowhead to show the
direction of precedence, that is, from predecessors to
successors.
The Language of PERT/CPM concluded
 Path
• series of connected activities (or intermediate events) between
any two events in a network
 Critical Path
• set of activities on a path from the project’s start event to its finish
event, that, that if delayed, will delay completion date of the of
project
 Critical Time
• time required to complete all activities on the critical path
Building the Network
 Activities on Arrows (AOA) Network
- We depict the activities as arrows and events
as nodes.
- Usually associated with PERT
 Activities on Nodes (AON) Network
- Showing each tasks as a node and linking the
nodes with arrows that show their
technological relationship.
- Usually associated with CPM.
Given : A set of project activities and precedence

TASK Predecessor
a none
b none
c a
d b
e b
f c,d
g e
AON Network Stage 1
TASK Predece
ssor
a none
b none
c a
d b
e b
f c,d
g e
AON Network - Stage 2
TASK Predece
ssor
a none
b none
c a
d b
e b
f c,d
g e
AON Network - Complete
TASK Predece
ssor
a none
b none
c a
d b
e b
f c,d
g e
AOA Network – Stage 1
TASK Predece
ssor
a none
b none
c a
d b
e b
f c,d
g e
AOA network – Stage 2

TASK Predece
ssor
a none
b none
c a
d b
e b
f c,d
g e
AOA Network – Showing The Use of a Dummy Task

TASK Predece
ssor f
a none
b none
c a
d b
e b g
f c,d
g e
AOA Network - Complete
TASK Predece
ssor
a none
b none
c a
d b
e b
f c,d e
g e
Information Contents in an AON
Node
Calculating Activity Slack

 Latest Start Time (LST) – Earliest Start Time (EST)


= Slack (excess time or unutilized time)
 Latest Finish time (LFT) – Earliest Finish time (EFT)
= Slack
Activity Predecessor Duration
Exercise
A None 5 days
B None 4
C A 3
D A 4
E A 6
F B,C 4
G D 5
H D, E 6
I F 6
J G, H 4

(a) Construct the network diagram in AOA & AON


(b) Find each activity’s EST, EFT, LST & LFT
(c) Identify all path. Which path is the critical path ?
(d) Calculate the slack for each activity
(e) How long will it take to complete the project ?
LST-EST LFT-LET Slack Time
A
B
C
D
E
F
G
H
I
J
LST-EST LFT-LET Slack Time
A 0–0 5–5 0
B 7–0 11 – 4 7
C 8–5 11 – 8 3
D 7–5 11 – 9 2
E 5–5 11 – 11 0
F 11 – 8 15 – 12 3
G 12 – 9 17 – 14 3
H 11 – 11 17 – 17 0
I 15 – 12 21 – 18 3
J 17 – 17 21 – 21 0

Note : Ex for activity B, even though delay 7 days, it wouldn’t affect the OCT, still
can finish in 21 days

Note : Activity A, E, H & J – CRITICAL, cannot delay


• Three Time Estimates
- Optimistic (a)
- Most Likely (m)
- Pessimistic (b)
The Statistical Distribution of all Possible
Times for an Activity
Activity Expected Time and Variance
( a  4m  b)
TE 
6

(b  a)

6

2
 (b  a ) 
Var  
2

 6 
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
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
Project Uncertainty & Risk
Management
Ex. of Probabilistic Network
A sample set of project activities with uncertain durations
Activity Pred. Opt Norm Pess TE VAR
a m b (a + 4m + b) / 6 ( (b-a) / 6 ) 2
A None 8 10 16
B A 11 12 14
C B 7 12 19
D B 6 6 6
E B 10 14 20
F C,D 6 10 10
G D 5 10 17
H E, G 4 8 11
Find the expected time and variance for each task :

Activity Pred. Opt Norm Pess TE VAR


a m b (a + 4m + b) / 6 ( (b-a) / 6 ) 2
A None 8 10 16 10.67 1.68
B A 11 12 14
C B 7 12 19
D B 6 6 6
E B 10 14 20
F C,D 6 10 10
G D 5 10 17
H E, G 4 8 11

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