Project Planning & Scheduling

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 Project Planning & Scheduling
A. Characteristics Of Projects
B. Data Collection & Analysis
C. Project Scheduling: Gantt Charts
D. Network-Based Methods: PERT/CPM
E. Computing Project Completion Time
F. Time-Cost Tradeoffs
G. Probabilistic Task Time Estimates
H. Monitoring Projects Using PERT/CPM
I. Implementation Of Project Scheduling
Methods
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 A. Characteristics Of Projects
Wide variety of tasks
Tight time & budget limits
Resources can be reallocated

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 Project environments
construction, publishing, software
managed by project managers
Challenges of project manager
obtain & manage resources
coordinate activities & personnel
schedule & monitor progress

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 B. Data Collection & Analysis
Divide project into tasks
Identify precedence relationships
Estimate task times & costs

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 Project Data Form
Project name: West Texas Pipeline
Task name: Install NE Pumps Task manager: Goodman
Tasks to complete before this one:
C-U5-NE W-41-NE
R-16-NE T-10-N
Estimated cost: $1,250,000
Estimated completion times
Optimistic: 6 wks Pessimistic: 15 wks Most likely: 8 wks

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 C. Project Scheduling: Gantt Charts

Bar chart of planned start & completion times

Easy to visualize data
Disadvantages
precedence relationships not shown
no help in choosing tasks to delay
no help in reallocating resources among tasks
Used with network-based methods

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 Reorganize & Move Credit
Operation To New Office Location
Immediate Expected task
Task predecessors time (wk)
A- select office site - 3
B- develop org & fin plan - 5

C- determine personnel needs B 3

D- design office layout A, C 4
E- construct office interior D 8
F- select personnel to move C 2
G- hire new employees F 4
H- move records & personnel F 2
I- make financial arrangements B 5
J- train new personnel H, E, G 3
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 Gantt Chart For Office
Relocation Project
Task Start 3 6 9 12 15 18 21 24
Select office site
Sevelop org plan
Personnel needs
Design office layout
Construct interior
Select personnel
Hire new employees
Move records/people
Financial arrange.
Train new personnel

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 D. Project Scheduling Methods:
PERT/CPM
Networks show project tasks
nodes - circles
arcs - arrows connecting nodes
Project evaluation & review technique (PERT)
Booz, Allen & Hamilton
Critical path method (CPM)
DuPont
Now called PERT/CPM
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 A Network

Arcs
A D

B E
Nodes

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 Benefits Of PERT/CPM
Visual display of tasks & relationships
Provides time estimate of project duration
Identifies tasks critical to project completion
Method to evaluate time-cost tradeoffs
Method to monitor project over life cycle
Can incorporate task time uncertainty

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 Activity-On-Arc (AOA)
Tasks shown by directed arcs
Nodes called events
they represent points in time when two or more
tasks finish or start
Dummy tasks added to clarify sequencing
if 2 or more tasks have same start/ending events
if task is predecessor for 2 or more successor tasks
& set of predecessor tasks is not identical for the
successor tasks

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 Task List
Immediate
Task predecessors
A None
B None
C A
D A
E C, D
F B, E
G B
H F, G

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A-O-A Representation Of Project

4
C E
Dummy 1
D 6
2 5
A Dummy 2 F
1
B 3 G 7 H 8

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 Activity-On-Node (AON)
Tasks represented by nodes
Arcs indicate relationships
AON or AOA is your choice
AON requires fewer dummies

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 A-O-N Representation Of Project
C
A
E
Dummy D
start
B F
H
G

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 E. Computing Project
Completion Time
Main purpose of PERT/CPM
compute project completion time
identify critical tasks
Use two-pass method to compute for each task
earliest starting (ES) time
earliest finishing (EF) time
latest starting (LS) time
latest finishing (LF) time

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 earliest starting (ES) time
earliest time work can start on task
ES = largest EF time of predecessor tasks
earliest finishing (EF) time
earliest time task can be finished
EF = ES + t, where t is task time
latest starting (LS) time
latest time work can start on task without delaying project
LS = LF - t , where t is task time
latest finishing (LF) time
latest time task can be finished without delaying project
LF = smallest LS time of all successor tasks

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 Finding Critical Path
Slack (float) = LF - EF = LS - ES
Tasks with zero slack are critical
Set of critical tasks defines critical path
Monitor critical tasks closely to ensure timely
completion of project

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 PERT/CPM Diagram For Office
Relocation Project
A,3 D,4 E,8 J,3

Dummy H,2
start C,3 F,2
G,4
B,5 Dummy
end

I,5

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 Forward Pass Results
ES=0 ES=8 ES=12 ES=20
EF=3 EF=12 EF=20 EF=23
A,3 D,4 E,8 J,3
ES=0 ES=10
EF=0 ES=5 ES=8 EF=12
EF=8 EF=10
Dummy H,2 ES=23
start C,3 F,2 EF=23
ES=10 G,4
B,5 Dummy
EF=14 end
ES=0
EF=5
ES=5 I,5
EF=10
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 Backward/Forward Pass Results
03 8 12 12 20 20 23
[ 58 ] [ 8 12 ] [ 12 20] [ 20 23]
A,3 D,4 E,8 J,3
00 10 12
[ 00 ] 58 8 10 [ 18 20]
[ 58 ] [ 14 16 ]
Dummy H,2 23 23
start C,3 F,2 [ 23 23]
B,5 10 14 G,4 Dummy
[ 16 20] end
05
[ 05 ]
5 10 I,5
ES EF [ 18 23]
[LS LF] Critical path
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ACTIVI DURA ES EF LS LF SLAC REMARK
TY TION K S

A 3 0 3 5 8 5
B 5 0 5 0 5 0 CRITICAL
C 3 5 8 5 8 0 CRITICAL

D 4 8 12 8 12 0 CRITICAL

E 8 12 20 12 20 0 CRITICAL

F 2 8 10 14 16 6
G 4 10 14 16 20 6
H 2 10 18 12 20 2
I 5 5 10 18 23 13
J 3 20 23 20 23 0 CRITICAL
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