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Project Scheduling

Project Scheduling. IENG 321. 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. What is a “Project”?.

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Project Scheduling

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  1. Project Scheduling IENG 321

  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. What is a “Project”? • Distinguishing characteristics of projects • Example

  4. Examples of Projects (Table 14.1)

  5. Due Date! Stay within Meet the the budget deadline Meet the specifications Objectives and Tradeoffs

  6. Planning Control Scheduling Project Project Management Activities and Decisions

  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. 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. 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. Gantt Chart Project Example (Figure 14.1) Week

  11. Network Project Chart (Figure 14.2) 7 Secure outside sheathing 1 2 3 5 6 Pour footing 8 Dig basement Lay block foundation Install main floor Erect frame Install roof boards Finish rough-in frame Start 4 10 Finish below- grade work 9 Install windows

  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. Network Diagram (Figure 14.3) 2 5 3 1 4 2 4 6 3 1 Event Activity

  14. Dummy Activity Situations (Figure 14.4a) E H F G a. Activities F and G have the same predecessor (E) and the same successor (H)

  15. Dummy Activity Situations (Figure 14.4b) C A E B D b. Activity A and B have a common predecessor (E), but they have different predecessors (C and D)

  16. Dummy Activity Situations (Figure 14.4c) I C K D J c. Activities C and D have a common successor (K), but different successors (I and J)

  17. Calculating ES, EF, LS, LF, and Completion Time Forward Pass: 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)] Backward pass: LF (a) = min [LS (all successors of a)] LS (a) = LF - t(a)* * t (a) denotes the duration of activity a

  18. Slack Times • Total Slack Time (TST): LS (a) - ES (a) - EF (a)= LF(a) - EF(a) • Free Slack Time (FST) min [ES (all successors of a)] - EF (a)

  19. Activity Start and Finish Times (Figure 14.5) 2 [3, 8] 5 [0, 3] 3 [3, 8] [0, 3] 4 [3, 5] 2 1 [4, 6] [0, 4] 4 [5, 7] 2 [2, 6] [6, 8] 3 [ES, EF] [LS, LF]

  20. Activity Times (Table 14.3)

  21. PDM Network (Figure 14.6) Activity 1-2 Activity 2-4 Activity 2-3 Activity 1-3 Activity 3-4

  22. PDM Time Schedule (Figure 14.7) 2-4 1-2 2-3 Project Completion 1-3 3-4 0 1 2 3 4 5 6 7 8

  23. SS = 2 A FS = 3 B A B Finish to Start Job B can start no sooner than 3 days after Job A is completed. Start to Start Job B can start no sooner than 2 days after Job A has started. SF = 6 A B A B FF = 4 Finish to Finish Job B can finish no sooner than 4 days after Job A was finished. Start to Finish Job B can finish no sooner than 6 days after Job A has started. PDM Precedence Relationship

  24. Cement Floor Example (Figure 14.9) SS = 1 Pour cement Install forms FF = 0

  25. Time-Cost Relationship in CPM Crash Cost Cost Normal Cost Crash Time Normal Time Time

  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

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