Project Management Phase

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Fin.&Eval.
Risk

Organization
Estimating
Planning&Scheduling
Planning&Scheduling

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Outline

Objective

Objective
Bar Chart
Network Techniques

What are some of the Different Representations for Deterministic

Schedules ?

What are some Issues to Watch for?

CPM

Outline

Gantt Chart Characteristics

Bar Chart

9Objective

Henry L. Gantt

Bar Chart

World War I - 1917

Ammunition Ordering and Delivery

Activities Enumerated in the Vertical Axis

Activity Duration Presented on the Horizontal Axis

Easy to Read

Network Techniques
CPM

Simple Gantt Chart

Time
Phase

Year 1

Year 2

1. Concept and
feasibility studies
2. Engineering
and design

Gantt (Bar) Charts

Year 3

Very effective communication tool

Very popular for representation of simpler schedules

3. Procurement

Can be cumbersome when have >100 activities

4. Construction
5. Start-up and
implementation
6. Operation or
utilization
.
Figure by MIT OCW.

Key shortcoming: No dependencies captured

Most effective as reporting format rather than representation

Hierarchy of Gantt Charts

Activity Aggregation

Level one plan

Hammock Activities

Level two plans

A graphical arrangement which includes a summary of a

group of activities in the project.

Duration equal to longest sequence of activities

Level three plans

Source: Shtub et al., 1994

Figure by MIT OCW.

Activity Aggregation

Outline

Milestones

A task with a zero duration that acts as a reference point

marking a major project event. Generally used to mark:
beginning & end of project, completion of a major phase, or a
task for which the duration is unknown or out of control.

9Objective

Flag the start or the successful completion of a set of activities

activities

Network Techniques

9Bar Chart
CPM

Source: Shtub et al., 1994

Network Scheduling

Advantages

A network is a graphical representation of a project plan,

showing the interinter-relationships of the various activities.

When results of time estimates & computations are added to a

network, it may be used as a project schedule.

Activity

Activity
A

A
Event i

Activity on Node
AON

Activity on Arrow
AOA

Activity
B

Event j

Communications
Interdependency
Expected Project Completion Date
Task Starting Dates
Critical Activities
Activities with Slack
Concurrency
Probability of Project Completion

Source: Badiru & Pulat, 1995

Source: Badiru & Pulat, 1995

Network - Definitions
t

Network - Definitions

j
d

c
e

k
c
e

b
l

Predecessor Activity of D
Successor Activity of F
Source: Badiru & Pulat, 1995

Source: Badiru & Pulat, 1995

Definitions (Contd)

Definitions (Contd)

Activity

Time and resource consuming effort with a specific time required to

perform the task or a set of tasks required by the project

Arc

Restriction / Precedence

Zero time duration event used to represent logical relationships between

activities

Milestone

Predecessor Activity

Successor Activity

Descendent Activity

Antecedent Activity

An activity that immediately precedes the one being considered

An activity that immediately follows the one being considered

Important event in the project life cycle

Node

A relationship which establishes a sequence of activities or the start or end of an

activity

Dummy

A line that connects two nodes and can be a representation of an event or an activity

An activity restricted by the one under consideration

A circular representation of an activity and/or event

An activity that must precede the one being considered

Source: Badiru & Pulat, 1995

Source: Badiru & Pulat, 1995

Definitions (Contd)

Outline

Merge Point

Exists when two or more activities are predecessors to a single activity

(the merge point)

9Objective

Burst Point

9Bar Chart

Exists when two or more activities have a common predecessor (the

(the
burst point)

Network Techniques

Network

CPM

Graphical portrayal of the relationship between activities and

milestones in a project

Path

A series of connected activities between any two events in a network

network

Source: Badiru & Pulat, 1995

Critical Path Method (CPM)

DuPont, Inc., and UNIVAC Division of Remington Rand

Scheduling Maintenance Shutdowns in Chemical Processing

Plants

~1958

Construction Projects

Time and Cost Control

Deterministic Times

CPM Objective

Determination of the critical path: the minimum time for a project

project

CPM: AOA & AON

CPM Precedence

Activity-on-Arrow

n
w

Technical Precedence

Caused by the technical relationships among activities (e.g., in conventional

construction, walls must be erected before roof installation)

Procedural Precedence

Determined by organizational policies and procedures that are often

often
subjective with no concrete justification

Activity-on-Node

Imposed Precedence

E.g., Resource Imposed (Resource shortage may require one task to

to be before
another)

Source: Badiru & Pulat, 1995

Source: Feigenbaum, 2002

Newitt, 2005

CPM Calculations

Forward Pass - Intuition

Forward Pass
Early Start Times (ES)

Earliest time an activity can start without violating precedence relations

It
Its 8am. Suppose you want to know the earliest time you can
arrange to meet a friend after performing some tasks

Wash hair (5 min)

Boil water for tea (10 min)

Eat breakfast (10 min)

Walk to campus (5 min)

Early Finish Times (EF)

Earliest time an activity can finish without violating precedence

precedence relations

What is the earliest time you could meet your friend?

Source: Hegazy, 2002

Hendrickson and Au, 1989/2003

CPM Calculations

Backward Pass - Intuition

Backward Pass
Late Start Times (LS)

Latest time an activity can start without delaying the completion

completion of the project

Late Finish Times (LF)

Latest time an activity can finish without delaying the completion

completion of the
project

Your friend will arrive at 9am. You want to know by what time
you need to start all things

Wash hair (5 min)

Boil water for tea (10 min)

Eat breakfast (10 min)

Walk to campus (5 min)

What is the latest time you should start?

Source: Hegazy, 2002

Hendrickson and Au, 1989/2003

Slack or Float

CPM Example

It
Its 8am, and you know that your friend will arrive at 9am. How
much do you have as free time?

Wash hair (5 min)

Boil water for tea (10 min)

Eat breakfast (10 min)

Walk to campus (5 min)

Source: Badiru & Pulat, 1995

Forward Pass

Forward Pass

ES(k)
ES(k) = Max{EF(i)},
Max{EF(i)}, i P(k)
P(k)
EF(k)
EF(k) = ES(k)
ES(k) + D(k)
D(k)

Source: Badiru & Pulat, 1995

ES(k)
ES(k) = Max{EF(i)},
Max{EF(i)}, i P(k)
P(k)
EF(k)
EF(k) = ES(k)
ES(k) + D(k)
D(k)

Source: Badiru & Pulat, 1995

Backward Pass

Backward Pass

LF(k)
LF(k) = Min{LS(j)}
Min{LS(j)} j S(k)
S(k)

LS(k)
LS(k) = LF(k)
LF(k) D(k)
D(k)

LF(k)
LF(k) = Min{LS(j)}
Min{LS(j)} j S(k)
S(k)

LS(k)
LS(k) = LF(k)
LF(k) D(k)
D(k)

Source: Badiru & Pulat, 1995

Source: Badiru & Pulat, 1995

Total Slack or Float

Slack or Float

Total Slack or Float (TS or TF)

The amount of flexibility an activity possesses

Degree of freedom in timing for performing task

Max time can delay w/o delaying the project

TS(k)
TS(k) = {LF(k
{LF(k)) - EF(k)}
EF(k)} or {LS(k
{LS(k)) - ES(k)}
ES(k)}

Source: Hendrickson and Au, 1989/2003

Free Slack or Float

Independent Slack or Float

Free Slack or Float (FS or FF)

Independent Slack or Float (IF)

Max time can delay w/o delaying successors

Like Free float but assuming worstworst-case finish of predecessors

FS(k)
FS(k) = Min{ES(j)}
Min{ES(j)} - EF(k)
EF(k) j S(k)
S(k)

IF(k)
IF(k) = Max { 0, ( Min(ES(j))
Min(ES(j)) - Max(LF(i))
Max(LF(i)) D(k)
D(k) ) } j S(k),
S(k), i P(k)
P(k)

Critical Path

CPM Analysis

The path with the least slack or float in the network

Activities in that path: critical activities

For algorithm as described, at least one such path

Must be completed on time or entire project delayed

Determines minimum time required for project

Adapted from: Badiru & Pulat, 1995

Consider nearnear-critical activities as well!

Critical Path

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Path Criticality
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Rank paths from more critical to less critical

D max E
D D

D min

= minimum total float

= maximum total float

= total float or slack in current path

O 0  100%

Source: Badiru & Pulat, 1995

Path Criticality - Example

Calculate Path Criticality

min = 0, max = 5

Path 1: [(5[(5-0)/(50)/(5-0)](100 %) = 100 %

Path 2: [(5[(5-3)/(53)/(5-0)](100 %) = 40 %

Path 3: [(5[(5-4)/(54)/(5-0)](100 %) = 20 %

Path 4: [(5[(5-5)/(55)/(5-0)](100 %) = 0 %

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Source: Badiru & Pulat, 1995