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Instructional Objective

Module 7 Planning and Scheduling with the Critical Path Method Session 7.2 Scheduling and allocating resources with CPM. Instructional Objective. Schedule activities and resources, shorten duration, and control the project by measuring progress against plan. Tasks for managing plans.

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Instructional Objective

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  1. Module 7Planning and Scheduling with theCritical Path MethodSession 7.2Scheduling and allocating resources with CPM

  2. Instructional Objective Schedule activities and resources, shorten duration, and control the project by measuring progress against plan

  3. Tasks for managing plans • Scheduling activities • Allocating resources • Meeting required dates • Allowing for risk • Getting management approval • Monitoring progress vs. plan (control) • Reporting • Rescheduling and updating • Detailed plan • Master summary plan

  4. Early start schedule : A 1 B 4 F 2 : : : C 1 D 1 E 1 G 1 1 2 3 4 5 6 7 Weeks

  5. Scheduled start - Leveled resource : B : : : 4 F 2 1 A 1 C 1 D 1 E 1 G 1 2 3 4 5 6 7 Weeks

  6. DAYS 10 11 12 13 14 15 16 17 18 19 1 2 3 4 5 6 7 8 9 FLOAT JOB D 4 MEN FLOAT JOB A 4 MEN JOB E 3 MEN JOB A 2 MEN JOB B 2 MEN JOB F 4 MEN FLOAT JOB G 2 MEN JOB J 3 MEN JOB K 2 MEN JOB C 4 MEN FLOAT JOB L 6 MEN JOB M 3 MEN 10 10 12 10 6 6 9 16 16 15 15 15 15 12 10 6 2 2 2 16 14 12 10 MAN HISTOGRAM MEN 8 6 4 2 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 DAYS

  7. Resource histogram:Early start with overload (a) Earliest start schedule DAYS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Overload 16 Men available 14 12 10 MEN Menrequired 8 6 4 2 0

  8. Resource histogram:Late start schedule (b) Latest start schedule DAYS 10 11 12 13 14 15 16 17 18 19 1 2 3 4 5 6 7 8 9 Overload 16 Men available 14 12 10 8 6 4 Men required 2 0

  9. FLOAT JOB D 4 MEN DAYS Best schedule 10 11 12 13 14 15 16 17 18 19 1 2 3 4 5 6 7 8 9 JOB A 4 MEN FLOAT JOB H 2 MEN JOB E 3 MEN FLOAT JOB B2 MEN JOB F 4 MEN FLOAT JOB C 4 MEN JOB G 2 MEN JOB J 3 MEN JOB K 2 MEN FLOAT JOB M 3 MEN Note: D and H now critical JOB L 6 MEN FLOAT FLOAT Early start schedule 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 FLOAT JOB D 4 MEN FLOAT JOB A 4 MEN JOB H 2 MEN JOB E 3 MEN JOB F 4 MEN JOB B 2 MEN FLOAT JOB G 2 MEN JOB J 3 MEN JOB K 2 MEN JOB C 4 MEN JOB M3 MEN FLOAT JOB L 6 MEN

  10. Histogram: Resource loading for best schedule Men required 10 10 8 10 10 6 5 6 12 13 13 13 13 13 9 11 11 8 8 16 14 12 10 MEN 8 MAN HISTOGRAM 6 4 2 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 DAYS

  11. Scheduling criteria 1. Resource allocation (leveling) 2. Cost and cash flow 3. Risk 4. Outside factors (weather)

  12. Early versus late start schedule : F 2 4 1 A B : : : C 1 D 1 E 1 G 1 1 2 3 4 5 6 7 Weeks

  13. Time compression(Crashing the schedule) • What ? • Why ?

  14. Time compression alternatives 1. Add resources (people, money) 2. Change logic 3. Change objective 4. Change methods 5. Reduce time estimates

  15. Time compression (Crashing) : 1 A B 4 F 2 : : : C 1 D 1 E 1 G 1 1 2 3 4 5 6 7 Weeks

  16. Time compression alternatives 1. Add resources (people, money) 2. Change logic 3. Change objective 4. Change methods 5. Reduce time estimates

  17. Change logic sequence 3 5 B A Save 3 weeks 5 A 3 B

  18. Lead-lag relationship Foundation Structural steel Foundation 70% 30% Structural steel or 2 week delay

  19. In sequencing do not mix logic and resources Instant coffee project Get sugar bowl Get coffee jar Wrong Get sugar bowl Right Get coffee jar Resource scheduling problem, not logical constraint

  20. Risk • Dealing with uncertainty • Making assumptions about the future

  21. Dealing with risk Bell shaped curve PERT uses probability model with 3 estimates Longest + (4 . most likely) + shortest Expected time = 6

  22. Identify activities with high probability of delay 2 4 Plan Risk Add extra time based on best collective judgment

  23. Fast-track management decisions 2 years Normal Design Phase Prototype Phase Manufacturing Phase Build Test Tooling Management decisions 6 months 6 months 12 months Start up manufact. Procure parts Management approves budget of 10,000 for tooling plus 100,000 for manufacturing Management approves budget of 40,000 for prototype 6 months Months

  24. Fast-track management decisions 1.5 years Save 6 months Accelerated Design Phase Prototype Phase Manufacturing Phase Build Test 6 months Management decisions 6 months 6 months Tooling Management approves budget of 40,000 for prototype plus 10,000 for tooling 12 months Procure parts Management approves budget of 100,000 manufacturing Start up manufact. 6 months Months

  25. Time compression alternatives 1. Add resources (people, money) 2. Change logic 3. Change objective 4. Change methods 5. Reduce time estimates

  26. Control • Measuring progress versus plan

  27. TODAY Control = measuring progress versus plan : B 4 F 2 : : : 1 A C 1 D 1 E 1 G 1 1 2 3 4 5 6 7 Weeks

  28. Reporting and control • Monitor progress • Revise schedule • Pay attention to human element

  29. Tasks for managing plans • Scheduling activities • Allocating resources • Meeting required dates • Allowing for risk • Getting management approval • Monitoring progress vs. plan (control) • Reporting • Rescheduling and updating • Detailed plan • Master summary plan

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