Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. 2004 Project Scheduling IENG 321 IENG 321.
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Transcript of Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. 2004 Project Scheduling IENG 321 IENG 321.
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. 2004
Project SchedulingProject Scheduling
IENG 321IENG 321
Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. 2004
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OutlineOutline
What is a “project”?What is a “project”?
Objectives and tradeoffsObjectives and tradeoffs
Planning and Control in ProjectsPlanning and Control in Projects
Scheduling MethodsScheduling Methods
Constant-Time NetworksConstant-Time Networks
Precedence Diagramming MethodPrecedence Diagramming Method
PERT and CPM MethodsPERT and CPM Methods
Use of Project ConceptsUse of Project Concepts
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What is a “Project”?What is a “Project”?
Distinguishing characteristics of projectsDistinguishing characteristics of projects
ExampleExample
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Examples of Projects (Table 14.1)Examples of Projects (Table 14.1)
Building construction Movie making
New product introduction Teaching a course
Research and development Designing an advertising campaign
Computer system design Startup or shutdown of plant
Installation of equipment Manufacture of aircraft, ships, and largemachines
Space shots Auditing accounts
Fund-raising Planning a military invasion
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Objectives and TradeoffsObjectives and Tradeoffs
Meet thespecifications
Meet thedeadline
Due Date!
Stay withinthe budget
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Project Management Activities and Project Management Activities and DecisionsDecisions
Planning
Scheduling
Project
Control
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PlanningPlanning
Identify the project customerIdentify the project customer
Establish the end product or serviceEstablish the end product or service
Set project objectivesSet project objectives
Estimate total resources and time requiredEstimate total resources and time required
Decide on the form of project organizationDecide on the form of project organization
Make key personnel appointmentsMake key personnel appointments
Define major tasks requiredDefine major tasks required
Establish a budgetEstablish a budget
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SchedulingScheduling
Develop a detailed work-breakdown Develop a detailed work-breakdown structurestructure
Estimated time required for each taskEstimated time required for each task
Sequence tasks in proper orderSequence tasks in proper order
Develop a start/stop time for each taskDevelop a start/stop time for each task
Develop detailed budget for each taskDevelop detailed budget for each task
Assign people to tasksAssign people to tasks
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ControlControl
Monitor actual time, cost, and performanceMonitor actual time, cost, and performance
Compare planned to actual figuresCompare planned to actual figures
Determine whether corrective action is Determine whether corrective action is neededneeded
Evaluate alternative corrective actionsEvaluate alternative corrective actions
Take appropriate corrective actionTake appropriate corrective action
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Gantt Chart Project Example (Figure 14.1)Gantt Chart Project Example (Figure 14.1)
10/21 10/28 11/4 11/11 11/18 11/25 12/2
Dig basement
Pour footing
Lay block
Finish base work
Install main floor
Erect frame
Secure sheathing
Install roof boards
Install windows
Finish frames
Activity
Milestone
1 2 3 4 5 6 7
Week
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Network Project Chart (Figure 14.2)Network Project Chart (Figure 14.2)
Start 4 10
Digbasement
Pourfooting
Lay blockfoundation
Install mainfloor
Erectframe
Finish below-grade work
Secure outsidesheathing
Install roof
boards
Install windows
1 2 3 5 6
7
8
9
Finishrough-in
frame
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Constant-Time NetworksConstant-Time Networks
Activity times assumed to be constantActivity times assumed to be constant
““DummyDummy” activities” activities
Notations used in calculating start and finish Notations used in calculating start and finish times:times:– ES(a) =ES(a) = Early Start of activity aEarly Start of activity a– EF(a) =EF(a) = Early Finish of activity aEarly Finish of activity a– LS(a) =LS(a) = Late Start of activity aLate Start of activity a– LF(a) =LF(a) = Late Finish of activity aLate Finish of activity a
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Network Diagram (Figure 14.3)Network Diagram (Figure 14.3)
1
2
4
3
3
4
5
61 Event
Activity
2
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Dummy Activity Situations (Figure 14.4a)Dummy Activity Situations (Figure 14.4a)
F H
G
E
a. Activities F and G havethe same predecessor (E)and the same successor (H)
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Dummy Activity Situations (Figure Dummy Activity Situations (Figure 14.4b)14.4b)
E
A
B
C
D
b. Activity A and B have a commonpredecessor (E), but they have differentpredecessors (C and D)
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Dummy Activity Situations (Figure Dummy Activity Situations (Figure 14.4c)14.4c)
C
D
I
K
J
c. Activities C and D have acommon successor (K), butdifferent successors (I and J)
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Calculating ES, EF, LS, LF, and Completion Calculating ES, EF, LS, LF, and Completion TimeTime
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:
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Slack TimesSlack Times
Total Slack Time (TST):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)Free Slack Time (FST)min [ES (all successors of a)] - EF (a)min [ES (all successors of a)] - EF (a)
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Activity Start and Finish Times (Figure 14.5)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]
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Activity Times (Table 14.3)Activity Times (Table 14.3)
Activity ES EF LS LFTotalSlack Free Slack
1-2 0 3 0 3 0 0
1-3 0 4 2 6 2 1
2-3 3 5 4 6 1 0
2-4 3 8 3 8 0 0
3-4 5 7 6 8 1 1
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PDM Network (Figure 14.6)PDM Network (Figure 14.6)
Activity1-2
Activity2-4
Activity2-3
Activity3-4
Activity1-3
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PDM Time Schedule (Figure 14.7)PDM Time Schedule (Figure 14.7)
0 1 2 3 4 5 6 7 8
2-4
1-2
2-3
1-3 3-4 Pro
ject
Com
plet
ion
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PDM Precedence RelationshipPDM Precedence Relationship
A B
Finish to StartJob B can start no sooner than3 days after Job A is completed.
FS = 3 A B
Start to StartJob B can start no sooner than2 days after Job A has started.
SS = 2
A B
Finish to FinishJob B can finish no sooner than4 days after Job A was finished.
FF = 4 A B
Start to FinishJob B can finish no sooner than6 days after Job A has started.
SF = 6
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Cement Floor Example (Figure 14.9)Cement Floor Example (Figure 14.9)
Installforms
Pourcement
FF = 0
SS = 1
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Time-Cost Relationship in CPMTime-Cost Relationship in CPM
Crash Cost
Cost
Normal Cost
Crash
Time
Normal
TimeTime
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Use of Project Management Use of Project Management ConceptsConcepts
Scheduling is only part of a Scheduling is only part of a completecomplete approach to project managementapproach to project management
Tradeoffs between sophistication and cost Tradeoffs between sophistication and cost of methodsof methods
Choice between PERT, CPM, and PDMChoice between PERT, CPM, and PDM
Project management softwareProject management software