Day 17

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

 Agenda
 Questions?
 IP Part 4 Due
 IP Part 5
 Due Nov 18
 Developing a Project Schedule
 Assignment 6 Due
 Assignment 7 Posted
 Due Nov 18
 Exam 2 will be on Nov. 7
 Available from Noon till 6 PM
 Chaps 6-9, 20 M/c and 4 short essays
 Password will be sent to you via email
 No Class On Nov. 11  Veterans Day.
 Finish Project Scheduling and begin Critical Chain Project Scheduling

Ch 1 -2
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
 Finals Rescheduling
 Do IP Project presentation on Dec 12
 Exam 3 done asynchronously via Blackboard on Dec
16
 Final IP Project Due Dec 18

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 3

 Project Scheduling: Networks,
Duration Estimation, and
Critical Path

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 09-04

 Chapter 9 Learning Objectives
After completing this chapter, students will be able
to:
 Understand and apply key scheduling
terminology.
 Apply the logic used to create activity networks,
including predecessor and successor tasks.
 Develop an activity network using Activity-on-
Node (AON) techniques.
 Perform activity duration estimation based on the
use of probabilistic estimating techniques.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 09-05
 Chapter 9 Learning Objectives
After completing this chapter, students will be able
to:
 Construct the critical path for a project schedule
network using forward and backward passes.
 Identify activity float and the manner in which it is
determined.
 Calculate the probability of a project finishing on
time under PERT estimates.
 Understand the steps that can be employed to
reduce the critical path.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 09-06
 Calculating a Project Duration
 Determine each activity and its predecessors
 Determine an estimated duration for each activity
 Find the “Critical Path”
 Add up the durations along the critical path

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-7

 Whats the “Critical Path”
 The longest path based on precedence of activities and
durations through a PERT/CPM network
 It’s critical because
 Its combined length determines the length of the
project
 It has NO slack
 Delay of any activities on the critical path delays the
entire project

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-8

 Node Labels
Early Start ID Number Early Finish

Activity Float
Activity Descriptor

Late Start Activity Duration Late Finish

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 09-9

 Node Labels
Forward
Early ID Early
Pass Start Number Finish
Activity
Float Activity Descriptor

Late Activity Late

Backward
Start Duration Finish Pass

Basic math
ES + DUR = EF
LF - DUR = LS
LS – ES = AF
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-10
 Rules for Forward/Backward Pass
Forward Pass Rules (ES & EF)
 ES + Duration = EF
 EF of predecessor = ES of successor
 Largest preceding EF at a merge point becomes ES for
successor

Backward Pass Rules (LS & LF)

 LF – Duration = LS
 LS of successor = LF of predecessor
 Smallest succeeding LS at a burst point becomes LF for
predecessor
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-11
 Finding the critical path
 Use “forward pass” Calculations
 Each activity should have
 ES earliest possible Start time
 EF  earliest possible finish time
 DUR  duration
ES Dur EF
 EF = ES + DUR
Activity
LS SL LF

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-12

 Example
3 4 7 7 5 12

A B

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 Special Case
 If an activity has more than one processor its EPS is set
to the latest EPF of all its processors

3 4 7

A
7 5 12

C
0 5 5

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-14

 An example of forward pass
5 4 9 12 4 16 16 7 23
0 5 5
B H
A G

2 4 2
4 8 12 16 5 21 5 9
0 0 0

Start C I Finish

8 4 1 2 4 2
0 4 4 4 4 8
2 1 5
D E
F J

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-15

 Backwards Pass Rules
Backward Pass Rules (LS & LF)
 LF – Duration = LS
 LS of successor = LF of predecessor
 Smallest succeeding LS at a burst point
becomes LF for predecessor
 Slack  LS - ES

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 Backwards Pass
 Use to calculate Slack
 LS -> Latest start time
 LF -> Latest finish time
 TS -> total slack

ES DUR EF

Activity
LS TS LF

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 Example
3 4 7 7 5 12

A B
6 3 10 10 3 15

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-18

 Special Case
 If an activity has more successor than one its LS is set
to the smallest LS of all its successors.
7 5 12

C
0 4 4
10 3 15
A
2 2 6 4 5 9

B
6 2 11

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-19

 An example of backward pass
12 4 16 1 7 2
5 4 9 6 3
0 5 5
B G H
A
8 3 1 1 2 2
3 3 8 12 0 1 8 5
2
6
2 4 2
4 8 1 1 5 2 5 9
0 0 0
2 6 1
Start Finish
C I
0 0 0 2 0 2
4 0 1 1 0 2 5 9
2 6 1

8 4 1 2 4 2
0 4 4 4 4 8
2 1 5
D E
F J
0 0 4 8 4 1
1 4 1 2 0 2
2
2 6 1 5

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-20

Task Predecessor Time
1. Sketch the network
A -- 4 described in the table.
B A 9
C A 11 2. Determine the ES, LS,
D B 5 EF, LF, and slack of
E B 3 each activity
F C 7
G D, F 3
H E, G 2
K H 1

SLACK.xls
cp.mpp

9-21
 Examine Critical Path for Reality Check
 Is the total duration typical?
 Are the durations of the CP activities typical?
 Reexamine all CP activity durations
 Reexamine assumptions

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-22

 Laddering Activities
Project ABC can be completed more efficiently if
subtasks are used

A(3) B(6) C(9) ABC=18 days

A1(1) A2(1) A3(1)

B1(2) B2(2) B3(2)

Laddered
ABC=12 days C1(3) C2(3) C3(3)

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-23

 Hammock Activities
Used as summaries for subsets of activities

0 A 5 5 B 15 15 C 18
0 5 5 5 10 15 15 3 18

0 Hammock 18
0 18 18

Useful with a complex

project or one that has a
shared budget
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 9-24
 Example of a Hammock Activity

FIGURE 9.25
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 09-25
 Reducing the Critical Path
 Eliminate tasks on the CP
 Convert serial paths to parallel when possible
 Overlap sequential tasks
 Shorten the duration on critical path tasks
 Shorten
 early tasks
 longest tasks
 easiest tasks
 tasks that cost the least to speed up

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 09-26

 Summary
1. Understand and apply key scheduling
terminology.
2. Apply the logic used to create activity networks,
including predecessor and successor tasks.
3. Develop an activity network using Activity-on-
Node (AON) techniques.
4. Perform activity duration estimation based on
the use of probabilistic estimating techniques.

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 09-27

 Project Scheduling: Lagging,
Crashing, and Activity
Networks

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-028

 Boeing 787 1st Delivery September 25, 2011

http://active.boeing.com/commercial/orders/index.cfm?content=displaystandardreport.cfm&Req
uestTimeout=500&optReportType=AnnOrd&pageid=m15521

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 29

 Chapter 10 Learning Objectives
After completing this chapter, students will be able to:
 Apply lag relationships to project activities.
 Construct and comprehend Gantt charts.
 Recognize alternative means to accelerate projects,
including their benefits and drawbacks.
 Understand the trade-offs required in the decision to crash
project activities.
 Develop activity networks using Activity-on-Arrow
techniques.
 Understand the differences in AON and AOA and
recognize the advantages and disadvantages of each
technique.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-030
 Lags in Precedence Relationships
The logical relationship between the start and
finish of one activity and the start and finish of
another activity.

Four logical relationships between tasks

1. Finish to Start
2. Finish to Finish
3. Start to Start
4. Start to Finish

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-031

 Finish to Start Lag
Most common type of sequencing
Shown on the line joining the modes
 Added during forward pass
 Subtracted during backward pass

0 A 6 6 B 11 Lag 4 15 C 22
Spec Design Design Check Blueprinting
6 5 7

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-032

 Finish to Finish Lag
Two activities share a similar completion point
 The mechanical inspection cannot happen until wiring,
plumbing, and HVAC installation are complete

15 D 21
Wiring
6

Lag 3
10 A 16 16 B 21 21 C 22
Plumbing HVAC Inspection
6 5 1

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-033

 Start to Start Lag

30 D 36
Wiring
6
Lag 3

33 B 36 36 C 37
31 A 33 HVAC Inspection
Plumbing 5 1
6

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-034

 Start to Finish Lag
Least common type of lag relationship
Successor’s finish dependent on
predecessor’s start

30 D 36
Wiring
6 Lag 3

22 A 28 28 B 33 33 C 34
Plumbing HVAC Inspection
6 5 1

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-035

 Gantt Charts
 Establish a time-phased network
 Can be used as a tracking tool

Benefits of Gantt charts

1. Easy to create and comprehend
2. Identify the schedule baseline network
3. Allow for updating and control
4. Identify resource needs

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-036

 Create a Gantt chart based on the activities
listed in the table.

Task Time Pred Task Time Pred

Z 8 -- U 3 W
Y 5 Z T 6 V
X 8 Z S 7 U,T
W 4 Y,X R 9 S
V 5 W

gantt.mpp
Completed Gantt Chart for Project Delta

FIGURE 10.8

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 Gantt Chart for Project Delta with
Critical Path Highlighted

FIGURE 10.9

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 Gantt Chart with Resources Specified

FIGURE 10.10

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 Gantt Chart with Lag Relationships

FIGURE 10.11

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-41

 Crashing
The process of accelerating a project

Principal methods for crashing

Improving existing resources’ productivity
Changing work methods
Compromise quality and/or reduce project scope
Institute fast-tracking
Work overtime
Increasing the quantity of resources

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-42

 Managerial Considerations
 Determine activity fixed and variable costs
 The crash point is the fully expedited activity
 Optimize time-cost tradeoffs
 Shorten activities on the critical path
 Cease crashing when
 the target completion time is reached
 the crashing cost exceeds the penalty cost

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-43

 Project Activities and Costs
Normal Crashed

Activity Duration Cost Duration Cost

A 5 days $ 1,000 3 days $ 1,500

B 7 days 700 6 days 1,000

C 3 days 2,500 2 days 4,000

D 5 days 1,500 5 days 1,500

E 9 days 3,750 6 days 9,000

F 4 days 1,600 3 days 2,500

G 6 days 2,400 4 days 3,000

H 8 days 9,000 5 days 15,000

Total costs  $22,450 $37,500

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Table 10.1 10-44
 FIGURE 10.14 Time–Cost Trade-Offs for Crashing Activities
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-45
 FIGURE 10.15 Fully Crashed Project Activity Network
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 FIGURE 10.16 Relationship Between Cost and Days Saved in a Crashed Project
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-47
 Activity on Arrow Networks
 Activities represented by arrows
 Widely used in construction
 Event nodes easy to flag
 Forward and backward pass logic similar to AON
 Two activities may not begin and end at common
nodes
 Dummy activities may be required

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-48

 Notation for Activity-on-Arrow (AOA)
Networks

FIGURE 10.18

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 Sample Network Diagram Using AOA
Approach

FIGURE 10.19

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 Representing Activities with Two or More
Immediate Successors(Wrong)

FIGURE 10.20A
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 Alternative Way to Represent Activities
with Two or More Immediate Successors
(Wrong)

FIGURE 10.20B

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 Representing Activities with Two or More
Immediate Successors Using Dummy
Activities (Better)

FIGURE 10.20C

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 Partial Project Delta Network Using AOA
Notation

FIGURE 10.21

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 Completed Project Delta AOA Network

FIGURE 10.22

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 Project Delta Forward Pass Using AOA
Network

FIGURE 10.23

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 Project Delta Backward Pass Using AOA
Network

FIGURE 10.24

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 Controversies in the Use of Networks
Networks can be too complex
Poor network construction creates problems
Networks may be used inappropriately
When employing subcontractors
 The master network must be available to them
 All sub-networks must use common methods

Positive bias exists in PERT networks

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-58

 Summary
1. Apply lag relationships to project activities.
2. Construct and comprehend Gantt charts.
3. Recognize alternative means to accelerate projects,
including their benefits and drawbacks.
4. Understand the trade-offs required in the decision to
crash project activities.
5. Develop activity networks using Activity-on-Arrow
techniques.
6. Understand the differences in AON and AOA and
recognize the advantages and disadvantages of each
technique.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-59
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10-60