1. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 Project Scheduling IENG 321 IENG 321

2. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 2 Outline What is a “project”? Objectives and tradeoffs Planning and Control in Projects Scheduling Methods Constant-Time Networks Precedence Diagramming Method PERT and CPM Methods Use of Project Concepts

3. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 3 What is a “Project”? Distinguishing characteristics of projects Example

4. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 4 Examples of Projects (Table 14.1)

5. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 5 Objectives and Tradeoffs Meet the specifications Stay within the budget

6. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 6 Project Management Activities and Decisions Planning Scheduling Project Control

7. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 7 Planning Identify the project customer Establish the end product or service Set project objectives Estimate total resources and time required Decide on the form of project organization Make key personnel appointments Define major tasks required Establish a budget

8. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 8 Scheduling Develop a detailed work-breakdown structure Estimated time required for each task Sequence tasks in proper order Develop a start/stop time for each task Develop detailed budget for each task Assign people to tasks

9. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 9 Control Monitor actual time, cost, and performance Compare planned to actual figures Determine whether corrective action is needed Evaluate alternative corrective actions Take appropriate corrective action

10. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 10 Gantt Chart Project Example (Figure 14.1) Week

11. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 11 Network Project Chart (Figure 14.2) Start 410 Dig basement Pour footing Lay block foundation Install main floor Erect frame Finish below- grade work Secure outside sheathing Install roof boards Install windows 12356 7 8 9 Finish rough-in frame

12. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 12 Constant-Time Networks Activity times assumed to be constant “Dummy” activities Notations used in calculating start and finish times: –ES(a) =Early Start of activity a –EF(a) =Early Finish of activity a –LS(a) =Late Start of activity a –LF(a) =Late Finish of activity a

13. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 13 Network Diagram (Figure 14.3) 1 2 4 3 3 4 5 6 1 Event Activity 2

14. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 14 Dummy Activity Situations (Figure 14.4a) F H G E a. Activities F and G have the same predecessor (E) and the same successor (H)

15. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 15 Dummy Activity Situations (Figure 14.4b) E A B C D b. Activity A and B have a common predecessor (E), but they have different predecessors (C and D)

16. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 16 Dummy Activity Situations (Figure 14.4c) C D I K J c. Activities C and D have a common successor (K), but different successors (I and J)

17. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 17 Calculating ES, EF, LS, LF, and Completion Time ES (a) = 0 for the starting activity EF (a) = ES (a) + t (a)* ES (a) = max [EF (all predecessors of a)] Project completion time = max [EF(all ending activities)] * t (a) denotes the duration of activity a LF (a) = min [LS (all successors of a)] LS (a) = LF - t(a)* Forward Pass: Backward pass:

18. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 18 Slack Times Total Slack Time (TST): LS (a) - ES (a) - EF (a)= LF(a) - EF(a) LS (a) - ES (a) - EF (a)= LF(a) - EF(a) Free Slack Time (FST) min [ES (all successors of a)] - EF (a)

19. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 19 Activity Start and Finish Times (Figure 14.5) 1 2 4 3 [ES, EF] [LS, LF] [0, 3] 3 [0, 3] [3, 8] 5 [3, 8] [5, 7] 2 [6, 8] [0, 4] 4 [2, 6] [3, 5] 2 [4, 6]

20. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 20 Activity Times (Table 14.3)

21. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 21 PDM Network (Figure 14.6) Activity 1-2 Activity 2-4 Activity 2-3 Activity 3-4 Activity 1-3

22. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 22 PDM Time Schedule (Figure 14.7) 012345678 2-4 1-2 2-3 1-33-4 Project Completion

23. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 23 PDM Precedence Relationship AB Finish to Start Job B can start no sooner than 3 days after Job A is completed. FS = 3 AB Start to Start Job B can start no sooner than 2 days after Job A has started. SS = 2 AB Finish to Finish Job B can finish no sooner than 4 days after Job A was finished. FF = 4 AB Start to Finish Job B can finish no sooner than 6 days after Job A has started. SF = 6

24. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 24 Cement Floor Example (Figure 14.9) Install forms Pour cement FF = 0 SS = 1

25. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 25 Time-Cost Relationship in CPM Crash Cost Cost Normal Cost Crash Time Normal Time

26. Irwin/McGraw-Hill  The McGraw-Hill Companies, Inc. 2004 26 Use of Project Management Concepts Scheduling is only part of a complete approach to project management Tradeoffs between sophistication and cost of methods Choice between PERT, CPM, and PDM Project management software