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8-1
Scheduling Scheduling Defined Gantt Charts Network Techniques: PERT and
CPM Determining Task Durations
Probability and Simulation Some Examples
8-2
Scheduling Defined The conversion of a project action
plan into an operating timetable Serves as the basis for monitoring
and controlling the project A major tool for the management of
projects
8-3
Some Benefits of Successful Scheduling Illustrates interdependence of all tasks Identifies times when resources must be
available Facilitates communication throughout
the project Determines critical activities/critical
path Affects client expectations through
establishment of activities, milestones, and completion dates
8-4
A Process for Scheduling 1. Think 2. List activities 3. Arrange activities considering
precedence and relationships 4. Develop Gantt charts and PERT/CPM
networks 5. Determine critical activities/critical
path 6. Crash and adjust as necessary
8-5
Gantt Charts
Advantages Easy to understand Easy to show progress and status Easy to maintain Most popular view to communicate project status
to client and/or senior management Disadvantages
Can be superficial Not always easy to see precedence, relationships
JAN FEB MAR
1 8 15 22 29 5 12 19 26 5 12 19 26
8-6
PERT/CPM Network Charts
Advantages Allows visualization of task relationships Facilitates calculation of critical path Clarifies impact of decisions on downstream
activities Disadvantages
Complex, not easy to comprehend at a glance Charts don’t readily depict durations, dates, progress
8-7
Look at a Simple Network, for a Simple Project
Activity
A
B
C
D
E
F
Duration (weeks)
14
3
3
7
4
10
Predecessor
Start
Start
A,B
B
C,D
E
8-8
A Simple Network (AON) (cont’d)
Start
A 14 C 3
E 4 F 10
B 3 D 7 Finish
Calculate:
Critical Path
Project Duration
8-9
The Critical Path
Start
A 14 C 3
E 4 F 10
B 3 D 7 Finish
ES = 0EF = 14
ES = 14EF = 17
ES = 17EF = 21
ES = 21EF = 31
ES = 0EF = 3
ES = 3EF = 10
= Critical Path
8-10
Determining Slack How much slack is there Where is it? How do you know? Why might you care?
8-11
Determining Slack (cont’d)
Start
A 14 C 3
E 4 F 10
B 3 D 7 Finish
ES = 0EF = 14LS = 0LF = 14
ES = 14EF = 17LS = 14LF = 17
ES = 17EF = 21LS = 17LF = 21
ES = 21EF = 31LS = 21LF = 31
ES = 0EF = 3LS = 7LF = 10
ES = 3EF = 10LS = 10LF = 17
Work Back . . .
8-12
Determining Slack (cont’d)
Start
A 14 C 3
E 4 F 10
B 3 D 7 Finish
ES = 0EF = 14LS = 0LF = 14
ES = 14EF = 17LS = 14LF = 17
ES = 17EF = 21LS = 17LF = 21
ES = 21EF = 31LS = 21LF = 31
ES = 0EF = 3LS = 7LF = 10
ES = 3EF = 10LS = 10LF = 17 Slack = LS - ES
CP = 0 Slack, where ES = LS
What does all this mean?
8-13
Three Sequential Activities, AON Format
8-14
Activity Network, AON Format
8-15
Activity Network, AOA Format
8-16
Sample of Network Construction, Figure 8-5
AONAON AOAAOA
8-17
Sample of Network Construction, Figure 8-6
AONAON AOAAOA
8-18
Sample of Network Construction, Figure 8-7
AONAON AOAAOA
8-19
Networking Concurrent Activities, Figure 8-8
8-20
Activity c Not Required for e, Figure 8-9
8-21
Showing Precedents, Figure8-10
8-22
MSP Gantt Chart, Figure 8-11
8-23
MSP AON Network, Figure8-12
8-24
An AON Network for a 10-Activity Project, Figure 8-13
8-25
Distribution of Possible Activity Times, Figure 8-14
8-26
AON Network with Durations and Variances, Figure 8-15
8-27
AON Network with Earliest/Latest Start/Finish Times, Figure 8-16
8-28
Gantt Chart of Table 8-4, Figure 8-17
8-29
AON Network of Table 8-4, Figure 8-18
8-30
MSP Gantt Chart of Table 8-4, Figure 8-19
8-31
MSP Gantt Chart, Video Project, Figure 8-20
8-32
MSP AON Network, Video Project, Figure 8-21
8-33
MSP Calendar, Video Project, Figure 8-22
8-34
MSP Calendar, Video Project, Figure 8-22 (continued)
8-35
MSP Gantt Chart, Video Project, Figure 8-23
8-36
Probability Distribution,Figure 8-24
8-37
a, m, and b Estimates,Figure 8-25
8-38
Crystal Ball® 2000 Spreadsheet, Figure 8-26
8-39
CB Frequency Chart, Figure 8-27
8-40
CB Summary Statistics,Figure 8-28
8-41
CB Percentile Probabilities, Figure 8-29
8-42
CB Cumulative Probability Chart, Figure 8-30
8-43
Precedence Diagramming Conventions, Figure 8-31
8-44
Sample GERT Network,Figure 8-33
8-45
Apartment Complex Network, Figure 8-35