Project Scheduling: Lagging, Crashing, and Activity Networks

Slides:



Advertisements
Similar presentations
Chapter 3 Managing the Information Systems Project
Advertisements

Feichter_DPG-SYKL03_Bild-01. Feichter_DPG-SYKL03_Bild-02.
© 2008 Pearson Addison Wesley. All rights reserved Chapter Seven Costs.
Copyright © 2003 Pearson Education, Inc. Slide 1 Computer Systems Organization & Architecture Chapters 8-12 John D. Carpinelli.
Chapter 1 The Study of Body Function Image PowerPoint
1 Copyright © 2013 Elsevier Inc. All rights reserved. Chapter 1 Embedded Computing.
Copyright © 2011, Elsevier Inc. All rights reserved. Chapter 6 Author: Julia Richards and R. Scott Hawley.
Author: Julia Richards and R. Scott Hawley
1 Copyright © 2013 Elsevier Inc. All rights reserved. Chapter 116.
1 Copyright © 2013 Elsevier Inc. All rights reserved. Appendix 01.
1 Copyright © 2013 Elsevier Inc. All rights reserved. Chapter 3 CPUs.
1 Copyright © 2013 Elsevier Inc. All rights reserved. Chapter 28.
1 Copyright © 2013 Elsevier Inc. All rights reserved. Chapter 38.
Chapter 1 Image Slides Copyright © The McGraw-Hill Companies, Inc. Permission required for reproduction or display.
FACTORING ax2 + bx + c Think “unfoil” Work down, Show all steps.
REVIEW: Arthropod ID. 1. Name the subphylum. 2. Name the subphylum. 3. Name the order.
3 Project Management PowerPoint presentation to accompany
Break Time Remaining 10:00.
Spring 2008, King Saud University Arrow Diagramming Dr. Khalid Al-Gahtani 1 Network Schedule Predominant Network Scheduling Techniques: –Critical Path.
EU market situation for eggs and poultry Management Committee 20 October 2011.
15-1 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 15 Money and Banking.
Precedence Diagramming
Lecture 4 – PERT Diagrams & CPM
Project Scheduling: Lagging, Crashing and Activity Networks Chapter 10 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall10-1.
Project Scheduling: Lagging, Crashing and Activity Networks Chapter 10 © 2007 Pearson Education.
Developing a Project Plan CHAPTER SIX Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
CP Chapter 4 Schedule Planning.
Chapter 6: Developing a Project Plan
Project Management 6e..
Project Management from Simple to Complex
Chapter 6 Time Planning & Networks
Developing the Project Plan
9-1 ELC 347 project management Day 19. Agenda Integrative Project –IP part 4 not graded yet –Part 5 Due Nov 22 (page 318) –Any of the first five sections.
Where We Are Now Copyright © 2011 The McGraw-Hill Companies, All Rights Reserved.
Developing a Project Plan
Project Scheduling: Lagging, Crashing and Activity Networks
Day 19 ELC 347/BUS 348/PSA 347.
Managing Projects Chapter 14.
1 1 Slide © 2008 Thomson South-Western. All Rights Reserved Slides by JOHN LOUCKS St. Edwards University.
VOORBLAD.
15. Oktober Oktober Oktober 2012.
Copyright © 2012, Elsevier Inc. All rights Reserved. 1 Chapter 7 Modeling Structure with Blocks.
Basel-ICU-Journal Challenge18/20/ Basel-ICU-Journal Challenge8/20/2014.
1..
Understanding Generalist Practice, 5e, Kirst-Ashman/Hull
25 seconds left…...
: 3 00.
5 minutes.
Analyzing Genes and Genomes
©Brooks/Cole, 2001 Chapter 12 Derived Types-- Enumerated, Structure and Union.
Essential Cell Biology
Clock will move after 1 minute
Intracellular Compartments and Transport
PSSA Preparation.
Immunobiology: The Immune System in Health & Disease Sixth Edition
Essential Cell Biology
Immunobiology: The Immune System in Health & Disease Sixth Edition
Energy Generation in Mitochondria and Chlorplasts
Select a time to count down from the clock above
Murach’s OS/390 and z/OS JCLChapter 16, Slide 1 © 2002, Mike Murach & Associates, Inc.
ELC 347 project management Week 11. Agenda Integrative Project –3rd part Graded –4 th part due next week –Outline of deliverables (posted in WebCT)Outline.
Project Scheduling: Networks, Duration estimation, and Critical Path.
Project Scheduling: Networks, Duration Estimation, and Critical Path
Lags in Precedence Relationships
P.I.I.M.T American University of Leadership
Project scheduling Chapter 10 Copyright ©2016 Pearson Education, Inc.
Project Scheduling: Lagging, Crashing and Activity Networks
ELC 347 project management
Presentation transcript:

Project Scheduling: Lagging, Crashing, and Activity Networks Chapter 10 Project Scheduling: Lagging, Crashing, and Activity Networks

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.

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 Finish to Start Finish to Finish Start to Start Start to Finish

Finish to Start Lag Most common type of sequencing Shown on the line joining the modes Added during forward pass Subtracted during backward pass This lag is not the same as activity slack 0 A 6 Spec Design 6 6 B 11 Design Check 5 15 C 22 Blueprinting 7 Lag 4

Finish to Finish Lag Two activities share a similar completion point The mechanical inspection cannot happen until wiring, plumbing, and HVAC installation are complete 10 A 16 Plumbing 6 16 B 21 HVAC 5 21 C 22 Inspection 1 15 D 21 Wiring Lag 3

Start to Start Lag Logic must be maintained by both forward and backward pass 31 A 33 Plumbing 6 33 B 36 HVAC 5 36 C 37 Inspection 1 30 D 36 Wiring Lag 3

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

Gantt Charts Establish a time-phased network Can be used as a tracking tool Benefits of Gantt charts Easy to create and comprehend Identify the schedule baseline network Allow for updating and control Identify resource needs

Completed Gantt Chart for Project Delta FIGURE 10.8   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Gantt Chart for Project Delta with Critical Path Highlighted FIGURE 10.9   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Gantt Chart with Resources Specified FIGURE 10.10   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Gantt Chart with Lag Relationships FIGURE 10.11   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Principal methods for 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

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

Project Activities and Costs Table 10.1 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

FIGURE 10.14 Time–Cost Trade-Offs for Crashing Activities Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

FIGURE 10.15 Fully Crashed Project Activity Network Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

FIGURE 10.16  Relationship Between Cost and Days Saved in a Crashed Project Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

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

Notation for Activity-on-Arrow (AOA) Networks FIGURE 10.18 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Sample Network Diagram Using AOA Approach FIGURE 10.19   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Representing Activities with Two or More Immediate Successors(Wrong) FIGURE 10.20A   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Alternative Way to Represent Activities with Two or More Immediate Successors (Wrong) FIGURE 10.20B   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Representing Activities with Two or More Immediate Successors Using Dummy Activities (Better) FIGURE 10.20C   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Partial Project Delta Network Using AOA Notation FIGURE 10.21   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Completed Project Delta AOA Network FIGURE 10.22   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Project Delta Forward Pass Using AOA Network FIGURE 10.23 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Project Delta Backward Pass Using AOA Network FIGURE 10.24   Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

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

Summary 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