Scheduling Project Management

Project Management
3-1
Project Characteristics
Single unit
Many related activities
Difficult production planning and

inventory control
General purpose equipment
High labor skills
2011 Pearson Education, Inc. publishing as Prentice Hall
3-2
Examples of Projects
Building Construction
Research Project
3-3
Phases of Project Management

The Concept Phase
The Definition Phase
The Planning Phase
The Scheduling
Phase
The Control Phase
The Termination
Phase
Project Management and Appraisal by Sitangshu Khatua
3-4
Management of Projects
1. Planning - goal setting, defining the
project, team organization
2. Scheduling - relates people, money,
and supplies to specific activities
and activities to each other
3. Controlling - monitors resources,
costs, quality, and budgets; revises
plans and shifts resources to meet
time and cost demands
3-5
Project Management
Activities
Planning
Objectives
Scheduling
Resources
Project activities
Work break-down
structure
Start & end times
Network
Organization
Controlling
Monitor, compare, revise, action
3-6
Project Planning,
Scheduling, and Controlling
Figure 3.1
Before
project
Start of project
Timeline
During
project
3-7
Project Planning,
Figure 3.1
Before
project
Start of project
Timeline
During
project
3-8
Project Planning,
Figure 3.1
Before
project
Start of project
Timeline
During
project
3-9
estimates
Project Time/cost
Planning,
Budgets
Scheduling, and
Controlling
Engineering
diagrams
Cash flow charts
Material availability details
Budgets
Delayed activities report
Slack activities report
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Figure 3.1
Before
project
Start of project
Timeline
During
project
3 - 10
Project Planning
Establishing objectives
Defining project
Creating work
breakdown structure
Determining
resources
Forming organization
3 - 11
Project Organization
Often temporary structure
Uses specialists from entire company
Headed by project manager

Coordinates activities
Monitors schedule
and costs
Permanent
structure called
matrix organization
3 - 12
Project Organization
Works Best When
1. Work can be defined with a specific
goal and deadline
2. The job is unique or somewhat
unfamiliar to the existing organization
3. The work contains complex
interrelated tasks requiring specialized
skills
4. The project is temporary but critical to
the organization
5. The project cuts across organizational
lines
3 - 13
A Sample Project
Organization
President
Human
Resources
Marketing
Project 1
Project 2
Finance
Design
Quality
Mgt
Production
Mechanical
Engineer
Test
Engineer
Technician
Electrical
Engineer
Computer
Engineer
Technician
Project
Manager
Project
Manager
Figure 3.2
3 - 14
Matrix Organization
Marketing
Operations
Engineering
Finance
Project 1
Project 2
Project 3
Project 4
3 - 15
The Role of
the Project Manager
Highly visible
Responsible for making sure that:
1. All necessary activities are finished in order
and on time
2. The project comes in within budget
3. The project meets quality goals
4. The people assigned to the project receive

motivation, direction, and information
3 - 16
The Role of
the Project Manager
Highly visible
Responsible for making
sure that:
Project managers should be:
Goodare
coaches
1. All necessary activities
finished in order
and on time
Good communicators
2. The project comes
in within
budget activities
Able
to organize
a variety
3. The project meets from
quality
goals of disciplines
4. The people assigned to the project receive

motivation, direction, and information
3 - 17
Ethical Issues
Project managers face many ethical
decisions on a daily basis
The Project Management Institute has
established an ethical code to deal with
problems such as:
1. Offers of gifts from contractors
2. Pressure to alter status reports to mask delays

3. False reports for charges of time and expenses
4. Pressure to compromise quality to meet
schedules
3 - 18
Work Breakdown Structure

Level
1. Project
2.
3.
4.
Major tasks in the project

Subtasks in the major tasks
Activities (or work packages)
to be completed
3 - 19
Project Scheduling
Identifying precedence
relationships
Sequencing activities
Determining activity
times & costs
Estimating material &
worker requirements
Determining critical
activities
3 - 20
Purposes of Project
Scheduling
1. Shows the relationship of each activity to
others and to the whole project
2. Identifies the precedence relationships
among activities
3. Encourages the setting of realistic time
and cost estimates for each activity
4. Helps make better use of people, money,
and material resources by identifying
critical bottlenecks in the project
3 - 21
Scheduling Techniques
1. Ensure that all activities are planned
for
2. Their order of performance is
accounted for
3. The activity time estimates are
recorded
4. The overall project time is developed
3 - 22
Project Management
Techniques
Gantt chart
Critical Path Method
(CPM)
Program Evaluation
and Review
Technique (PERT)
3 - 23
A Simple Gantt Chart
Time
A M J
Design
Prototype
Test
Revise
Production
3 - 24
Service For a Delta Jet

Passengers
Baggage
Fueling
Cargo and mail
Galley servicing
Lavatory servicing
Drinking water
Cabin cleaning
Cargo and mail
Flight services
Operating crew
Baggage
Passengers
Deplaning
Baggage claim
Container offload
Pumping
Engine injection water
Container offload
Main cabin door
Aft cabin door
Aft, center, forward
Loading
First-class section
Economy section
Container/bulk loading
Galley/cabin check
Receive passengers
Aircraft check
Loading
Boarding
Figure 3.4
10
20
30
Time, Minutes
40
3 - 25
Project Control Reports

Detailed cost breakdowns for each task
Total program labor curves
Cost distribution tables
Functional cost and hour summaries
Raw materials and expenditure forecasts
Variance reports
Time analysis reports

Work status reports
3 - 26
PERT and CPM

Network techniques
Developed in 1950s
CPM by DuPont for chemical plants (1957)
PERT by Booz, Allen & Hamilton with the
U.S. Navy, for Polaris missile (1958)
Consider precedence relationships and

interdependencies
Each uses a different estimate of

activity times
3 - 27
Six Steps PERT & CPM

1. Define the project and prepare the
work breakdown structure
2. Develop relationships among the
activities - decide which activities
must precede and which must
follow others
3. Draw the network connecting all of

the activities
3 - 28
Six Steps PERT & CPM

4. Assign time and/or cost estimates
to each activity
5. Compute the longest time path
through the network this is called
the critical path
6. Use the network to help plan,
schedule, monitor, and control the
project
3 - 29
Questions PERT & CPM

Can Answer
1. When will the entire project be
completed?
2. What are the critical activities or tasks in
the project?
3. Which are the noncritical activities?
4. What is the probability the project will be

completed by a specific date?
3 - 30
Questions PERT & CPM

Can Answer
5. Is the project on schedule, behind
schedule, or ahead of schedule?
6. Is the money spent equal to, less than, or

greater than the budget?
7. Are there enough resources available to
finish the project on time?
8. If the project must be finished in a shorter
time, what is the way to accomplish this
at least cost?
3 - 31
Network Analysis
1.
Definition: Net work analysis is an analysis that helps

in planning, scheduling and controlling large project to
the broken into smaller parts
2.
Objective : To minimize the cost primarily by cutting

down the time or use of resources
3.
Application: It is practically applying on:i)
Construction Projects, erection

installation of new factory
of
new
ii)
Scientific experiments through

Development step by step
Research
plant,
and
iii) Computerization of existing set up
Transparency Masters to accompany Operations

Management, 5E (Heizer & Render)
16-32
1998 by Prentice Hall, Inc.

A Simon & Schuster Company
Upper Saddle River, N.J. 07458
3 - 32
Network Analysis
4.
Methods: Which methods are used:i)
Critical Path Method [CPM]
ii)
Project Evaluation and Renewal Technique [PERT] It is a

technique for planning and controlling job whose
beginning and ending clearly defined
It is same as CPM but it is usually associated with

uncertain situation

16-32

3 - 33
Activity
1. Each task within the job is called an
activity
2. What are the types of activity
i)
Actual activity
ii)
Dummy Activity [No actual work, it is role of

connector only
i) Logical dummy activity : It is to remove any confusion
ambiguity from logic
ii) Identity Dummy activity is used to provide clear

identity to each activity i.e. each activity having its
own unique number

16-32

3 - 34
Project Scheduling Process

Project scheduling is the basic concept of project (activity) network, the
development of work breakdown and organizational breakdown structures
and the network representation of activities and events.
Activity Networks
Activity on Arc
(AOA) Network
Activity on Node
Representation (AON)
3 - 35
Activity Networks
The Activity on Arrow or Activity on Arc (AOA) representation which uses the set
of arcs or arrows A to represent the activities and the set of nodes N to represent events
The Activity on Node (AON) representation which uses the set of nodes N to denote
the activities or events and the set of set arc or arrows A to represent the precedence
relations.
3 - 36
Example AOA Network

Activity
P
Q
R
S
T
U
V
W
X
Immediate Predecessor
Following activities with their immediate predecessors are given, draw the
corresponding AOA network diagram.
P
P
P
Q,R
R, S, T
U
V
3 - 37
Solution
Activities R, S, T all are having immediate predecessor of P. then the above
relationship can be depicted as follows.
3 - 38
Activities U and V have the common activity R. Therefore, the common activity R would
be followed by two dummy activities approaching in opposite direction. The exact
relationship is shown in the figure
3 - 39
Example AON Network

Draw the corresponding AON diagram for the following Relationship:
Activity
Immediate Predecessor
a
b
c
b,c
3 - 40
AON Network Diagram
s start , f- finish
3 - 41
AOA vs AON Network

The difference between AOA and AON network
AOA Network
AON Network
In an AOA network diagram the

activity is denoted by an arrow
In an AON network diagram each

activity is represented by a node
Nodes are denoted by circles.
Nodes are denoted by arrow.
Each event is numbered
There is no need to number the

events.
AOA is more popular and widely It has a better visual aid because of
used.
its closer resemblance to the Bar
chart.
3 - 42
Work Breakdown Structure

(WBS)
The WBS defines the various project sub-activities in
relation to the project result.
The WBS creates a framework for project control
and provides the basis for insight in the time and cost
status of a project through various management tools.
3 - 43
A Comparison of AON and

AOA Network Conventions
Activity on
Node (AON)
(a) A
B
A
(b)
B
B
(c)
A
C
Activity
Meaning
A comes before
B, which comes
before C.
A and B must both
be completed
before C can start.
B and C cannot
begin until A is
completed.
Activity on
Arrow (AOA)
A
B
B
A
Figure 3.5
C
3 - 44

Activity on
Node (AON)
A
(d)
(e)
B
Activity
Meaning
C and D cannot
begin until both
A and B are
completed.
C cannot begin
until both A and B
are completed; D
cannot begin until
B is completed. A
dummy activity is
introduced in AOA.
Activity on
Arrow (AOA)
A
C
Dummy activity
B
Figure 3.5
D
3 - 45

Activity on
Node (AON)
(f)
C
Activity
Meaning
B and C cannot
begin until A is
completed. D
cannot begin
until both B and
C are completed.
A dummy
activity is again
introduced in
AOA.
Activity on
Arrow (AOA)
A
Dummy
activity
Figure 3.5
D
C
3 - 46
AON Example
Milwaukee Paper Manufacturing's
Activities and Predecessors
Activity
A
Description
Build internal components
Immediate
Predecessors
Modify roof and floor
Construct collection stack
Pour concrete and install frame
A, B
Build high-temperature burner
Install pollution control system
Install air pollution device
D, E
Inspect and test
F, G
Table 3.1
3 - 47
AON Network for

Milwaukee Paper
A
Activity A
(Build Internal Components)
Activity B
(Modify Roof and Floor)
Start
Start
Activity
Figure 3.6
3 - 48
AON Network for

Milwaukee Paper
Activity A Precedes Activity C
Start
Activities A and B
Precede Activity D
Figure 3.7
3 - 49
AON Network for

Milwaukee Paper
F
A
C
E
Start
H
B
Arrows Show Precedence

Relationships
Figure 3.8
3 - 50
AOA Network for

Milwaukee Paper
2
C
4
(Construct
Stack)
Dummy
Activity
D
5
(Pour
Concrete/
Install Frame)
H
(Inspect/
Test)
Figure 3.9
3 - 51
Determining the Project

Schedule
Perform a Critical Path Analysis
The critical path is the longest path
through the network
The critical path is the shortest time in

which the project can be completed
Any delay in critical path activities
delays the project
Critical path activities have no slack
time
3 - 52

Schedule
Activity
A
B
C
D
E
F
G
H
Description
Time (weeks)
Build internal components
2 Modify roof and floor
3 Construct collection stack
2 A
Pour concrete and install frame
4 B, A
Build high-temperature burner
4 C
Install pollution control system
3 C
Install air pollution device
5 D,E
Inspect and test
2 F,G
Total Time (weeks)
25
Table 3.2
3 - 53

Schedule
Earliest start (ES) = earliest time at which an activity can
Activity Description
Time (weeks)
start, assuming all predecessors
have
A
Build internal
components
2
been completed
Modify
roof and
floor
3
EarliestBfinish (EF)
= earliest
time
at which an activity can
be finished
C
Construct
collection stack
2
D start (LS)
Pour=concrete
and
4
Latest
latest time
at install
which frame
an activity can
start so as to not delay
E
Build high-temperature
burnerthe completion
4
of thecontrol
entire project
F
Install time
pollution
system
3
LatestGfinish (LF)
= latest
time bydevice
which an activity has
Install
air pollution
5 to
be finished so as to not delay the
H
Inspect and test
2
completion time of the entire project
Total Time (weeks)
25
Table 3.2
3 - 54

Schedule
Activity Name
or Symbol
A
Earliest
Start
ES
EF
Latest
Start
LS
LF
Figure 3.10
Earliest
Finish
Latest
Finish
Activity Duration
3 - 55
Forward Pass
Begin at starting event and work forward
Earliest Start Time Rule:
If an activity has only a single immediate
predecessor, its ES equals the EF of the
predecessor
If an activity has multiple immediate
predecessors, its ES is the maximum of
all the EF values of its predecessors
ES = Max {EF of all immediate predecessors}
3 - 56
Forward Pass
Begin at starting event and work forward
Earliest Finish Time Rule:
The earliest finish time (EF) of an activity
is the sum of its earliest start time (ES)
and its activity time
EF = ES + Activity time
3 - 57
ES/EF Network for

Milwaukee Paper
ES
EF = ES + Activity time
Start
3 - 58
ES/EF Network for

Milwaukee Paper
EF of A =
ES of A + 2
ES
of A
0
Start
A
0
3 - 59
ES/EF Network for

Milwaukee Paper
0
2
0
Start
EF of B =
ES of B + 3
ES
of B
B
0
3
3 - 60
ES/EF Network for

Milwaukee Paper
0
2
0
Start
13
4
0
15
2
G
13
5
Figure 3.11
3 - 61
Backward Pass
Begin with the last event and work backwards
Latest Finish Time Rule:
If an activity is an immediate predecessor
for just a single activity, its LF equals the
LS of the activity that immediately follows it
If an activity is an immediate predecessor
to more than one activity, its LF is the
minimum of all LS values of all activities
that immediately follow it
LF = Min {LS of all immediate following activities}
3 - 62
Backward Pass
Begin with the last event and work backwards
Latest Start Time Rule:
The latest start time (LS) of an activity is
the difference of its latest finish time (LF)
and its activity time
LS = LF Activity time
3 - 63
LS/LF Times for

Milwaukee Paper
0
2
0
Start
13
13
4
0
15
15
LS = LF
D Activity time
G
3
13
5
LF = EF
of Project
3 - 64
LS/LF Times for

Milwaukee Paper
0
2
0
Start
10
13
8 of
LF =4 Min(LS
following activity)
13
13
4
0
15
15
13
5
3 - 65
LS/LF Times for

LF = Min(4, 10)
Milwaukee Paper
0
2
0
Start
10
4
4
0
0
13
13
13
15
15
13
13
3 - 66
LS/LF Times for

Milwaukee Paper
0
0
0
0
Start
10
0
1
13
13
13
15
15
13
13
3 - 67
Computing Slack Time

After computing the ES, EF, LS, and LF times
for all activities, compute the slack or free
time for each activity
Slack is the length of time an activity can
be delayed without delaying the entire
project
Slack = LS ES
or
Slack = LF EF
3 - 68
Computing Slack Time

Earliest Earliest
Start
Finish
Activity
ES
EF
A
B
C
D
E
F
G
H
0
0
2
3
4
4
8
13
2
3
4
7
8
7
13
15
Latest
Start
LS
Latest
Finish
LF
Slack
LS ES
On
Critical
Path
0
1
2
4
4
10
8
13
2
4
4
8
8
13
13
15
0
1
0
1
0
6
0
0
Yes
No
Yes
No
Yes
No
Yes
Yes
Table 3.3
3 - 69
ES EF Gantt Chart
for Milwaukee Paper
1
10 11 12 13 14 15 16
A Build internal
components
B Modify roof and floor
C Construct collection
stack
D Pour concrete and

install frame
E Build hightemperature burner
F Install pollution
control system
G Install air pollution
device
H Inspect and test
3 - 70
LS LF Gantt Chart
for Milwaukee Paper
1
10 11 12 13 14 15 16
A Build internal
components
B Modify roof and floor
C Construct collection
stack
D Pour concrete and

install frame
E Build hightemperature burner
F Install pollution
control system
G Install air pollution
device
H Inspect and test
3 - 71
Features of CPM or Other Network Analysis Project
7. Float or Slack = time available for completion of the activity

time necessary to complete the same.
Activity Float
Safety /Independent Float
Free Float
Total Float
3 - 72
Features of CPM or Other Network Analysis Project
Safety /Independent Float [The time by which an activity

can be expanded without affecting the float in any other
activity (without disturbing the previous or next) [EET of
HE-LET of TE-Duration of activity]
Free Float[Time by which an activity can be expended
without affecting the float in subsequent/next
activity[EET of head event EET of tale event- duration
of activity]
Total Float [The time which an activity can be expanded
or increased before it become a critical activity If expand
/ move this activity the project will be expanded (LET of
head event EET of tale event duration of activity]
3 - 73
Variability in Activity Times

CPM assumes we know a fixed time
estimate for each activity and there
is no variability in activity times
PERT uses a probability distribution
for activity times to allow for
variability
3 - 74

Three time estimates are required
Optimistic time (a) if everything
goes according to plan
Pessimistic time (b) assuming very
unfavorable conditions
Most likely time (m) most realistic
estimate
3 - 75

Estimate follows beta distribution
Expected time:
t = (a + 4m + b)/6
Variance of times:
v = [(b a)/6]2
3 - 76
Probability
Estimate follows beta distribution

Expected time:
Figure 3.12
t = (a + 4m + b)/6
Probability
oftimes:
Variance
of
1 in 100 of
Probability
< a occurring v = [(b a)/6]2 of 1 in 100 of
> b occurring
Activity
Time
Optimistic
Time (a)
Most Likely
Time (m)
Pessimistic
Time (b)
3 - 77
Computing Variance
Optimistic
Most
Likely
Pessimistic
Expected
Time
Variance
Activity
t = (a + 4m + b)/6
[(b a)/6]2
A
B
C
D
E
F
G
H
1
2
1
2
1
1
3
1
2
3
2
4
4
2
4
2
3
4
3
6
7
9
11
3
2
3
2
4
4
3
5
2
.11
.11
.11
.44
1.00
1.78
1.78
.11
Table 3.4
3 - 78
Probability of Project
Completion
Project variance is computed by
summing the variances of critical
activities
sp2 = Project variance
= (variances of activities
on critical path)
3 - 79
Completion
Project variance is computed by
summing the variances of critical
Project variance
activities
sp2 = .11 + .11 + 1.00 + 1.78 + .11 = 3.11

Project standard deviation
sp =
Project variance
3.11 = 1.76 weeks
3 - 80
Completion
PERT makes two more assumptions:
Total project completion times follow a
normal probability distribution
Activity times are statistically

independent
3 - 81
Completion
Standard deviation = 1.76 weeks
15 Weeks
Figure 3.13
(Expected Completion Time)
3 - 82
Completion
What is the probability this project can
be completed on or before the 16 week
deadline?
Z = due expected date /sp
date
of completion
= (16 wks 15 wks)/1.76
= 0.57
Where Z is the number of

standard deviations the due
date or target date lies from
the mean or expected date
3 - 83
Completion
From Appendix I
What is the probability
can
.00
.01 this project
.07
.08
be completed
on or before the
16 week
.1 .50000 .50399
.52790 .53188
deadline?
.2 .53983 .54380
.56749 .57142
.5
.6
date /s
Z.69146
= due .69497
expected.71566
.71904
p
date
.72575
of completion
.72907
.74857
.75175
= (16 wks 15 wks)/1.76
= 0.57
Where Z is the number of

standard deviations the due
date or target date lies from
the mean or expected date
3 - 84
Completion
0.57 Standard deviations
Probability
(T 16 weeks)
is 71.57%
15
Weeks
16
Weeks
Time
Figure 3.14
3 - 85
Determining Project
Completion Time
Probability
of 0.99
Probability
of 0.01
2.33 Standard
deviations
From Appendix I
Figure 3.15
2.33
3 - 86
Variability of Completion
Time for Noncritical Paths
Variability of times for activities on
noncritical paths must be
considered when finding the
probability of finishing in a
specified time
Variation in noncritical activity

may cause change in critical path
3 - 87
What Project Management

Has Provided So Far
1. The projects expected completion time
is 15 weeks
2. There is a 71.57% chance the equipment

will be in place by the 16 week deadline
3. Five activities (A, C, E, G, and H) are on
the critical path
4. Three activities (B, D, F) are not on the
critical path and have slack time
5. A detailed schedule is available
3 - 88
Trade-Offs and Project

Crashing
It is not uncommon to face the
following situations:
The project is behind schedule
The completion time has been
moved forward
Shortening the duration of the
project is called project crashing
3 - 89
Factors to Consider When

Crashing a Project
The amount by which an activity is
crashed is, in fact, permissible
Taken together, the shortened

activity durations will enable us to
finish the project by the due date
The total cost of crashing is as
small as possible
3 - 90
Steps in Project Crashing

1. Compute the crash cost per time period.
If crash costs are linear over time:
(Crash cost Normal cost)

Crash cost
per period = (Normal time Crash time)
2. Using current activity times, find the
critical path and identify the critical
activities
3 - 91

3. If there is only one critical path, then
select the activity on this critical path
that (a) can still be crashed, and (b) has
the smallest crash cost per period. If
there is more than one critical path, then
select one activity from each critical path
such that (a) each selected activity can
still be crashed, and (b) the total crash
cost of all selected activities is the
smallest. Note that the same activity may
be common to more than one critical
path.
3 - 92

4. Update all activity times. If the desired
due date has been reached, stop. If not,
return to Step 2.
3 - 93
Crashing The Project

Time (Wks)
Cost ($)
Activity Normal Crash
A
B
C
D
E
F
G
H
2
3
2
4
4
3
5
2
1
1
1
2
2
2
2
1
Normal
22,000
30,000
26,000
48,000
56,000
30,000
80,000
16,000
Crash Cost Critical

Crash Per Wk ($) Path?
22,750
34,000
27,000
49,000
58,000
30,500
84,500
19,000
750
2,000
1,000
1,000
1,000
500
1,500
3,000
Yes
No
Yes
No
Yes
No
Yes
Yes
Table 3.5
3 - 94
Crash and Normal Times

and Costs for Activity B
Activity
Cost
Crash
$34,000
Crash Cost/Wk =
Crash $33,000
Cost
$34,000 $30,000
31
$4,000
=
= $2,000/Wk
2 Wks
$32,000
$31,000
$30,000
Normal
Cost
Figure 3.16
Crash Cost Normal Cost

Normal Time Crash Time
Normal
|
1
Crash Time
|
2
|
3
Normal Time
Time (Weeks)
3 - 95
Advantages of PERT/CPM
1. Especially useful when scheduling and
controlling large projects
2. Straightforward concept and not
mathematically complex
3. Graphical networks help highlight
relationships among project activities
4. Critical path and slack time analyses help
pinpoint activities that need to be closely
watched
3 - 96
Advantages of PERT/CPM
5. Project documentation and graphics
point out who is responsible for various
activities
6. Applicable to a wide variety of projects
7. Useful in monitoring not only schedules
but costs as well
3 - 97
Limitations of PERT/CPM
1. Project activities have to be clearly
defined, independent, and stable in their
relationships
2. Precedence relationships must be
specified and networked together
3. Time estimates tend to be subjective and
are subject to fudging by managers
4. There is an inherent danger of too much
emphasis being placed on the longest, or
critical, path
3 - 98
Project Management Software

There are several popular packages
for managing projects
Primavera
MacProject
Pertmaster
VisiSchedule
Time Line
Microsoft Project
3 - 99
Using Microsoft Project
Program 3.1
3 - 100
Program 3.2
3 - 101
Program 3.3
3 - 102

Scheduling Project Management

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Scheduling Project Management

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Project Management

Difficult production planning and

2011 Pearson Education, Inc. publishing as Prentice Hall

Phases of Project Management

Start & end times

2011 Pearson Education, Inc. publishing as Prentice Hall

Headed by project manager

2011 Pearson Education, Inc. publishing as Prentice Hall

4. The people assigned to the project receive

4. The people assigned to the project receive

2. Pressure to alter status reports to mask delays

Work Breakdown Structure

Major tasks in the project

2011 Pearson Education, Inc. publishing as Prentice Hall

2011 Pearson Education, Inc. publishing as Prentice Hall

2011 Pearson Education, Inc. publishing as Prentice Hall

2011 Pearson Education, Inc. publishing as Prentice Hall

A Simple Gantt Chart

2011 Pearson Education, Inc. publishing as Prentice Hall

Service For a Delta Jet

Project Control Reports

Time analysis reports

PERT and CPM

Consider precedence relationships and

Each uses a different estimate of

Six Steps PERT & CPM

3. Draw the network connecting all of

Six Steps PERT & CPM

Questions PERT & CPM

4. What is the probability the project will be

2011 Pearson Education, Inc. publishing as Prentice Hall

Questions PERT & CPM

6. Is the money spent equal to, less than, or

Definition: Net work analysis is an analysis that helps

Objective : To minimize the cost primarily by cutting

Application: It is practically applying on:i)

Construction Projects, erection

Scientific experiments through

iii) Computerization of existing set up

Transparency Masters to accompany Operations

1998 by Prentice Hall, Inc.

Methods: Which methods are used:i)

Critical Path Method [CPM]

Project Evaluation and Renewal Technique [PERT] It is a

It is same as CPM but it is usually associated with

Transparency Masters to accompany Operations

1998 by Prentice Hall, Inc.

Dummy Activity [No actual work, it is role of

ii) Identity Dummy activity is used to provide clear

Transparency Masters to accompany Operations

1998 by Prentice Hall, Inc.

Project Scheduling Process

Project Management and Appraisal by Sitangshu Khatua

Project Management and Appraisal by Sitangshu Khatua

Example AOA Network

Project Management and Appraisal by Sitangshu Khatua

Project Management and Appraisal by Sitangshu Khatua

Project Management and Appraisal by Sitangshu Khatua

Example AON Network

Project Management and Appraisal by Sitangshu Khatua

AON Network Diagram

Project Management and Appraisal by Sitangshu Khatua

AOA vs AON Network

In an AOA network diagram the