Professional Documents
Culture Documents
Identifying precedence
relationships
Sequencing activities
Determining activity times
& costs
Estimating material &
worker requirements
Determining critical
activities
2008 Prentice Hall, Inc.
31
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
2008 Prentice Hall, Inc.
32
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
2008 Prentice Hall, Inc.
33
Project Management
Techniques
Gantt chart
Critical Path Method
(CPM)
Program Evaluation
and Review
Technique (PERT)
34
Time
A M J
Design
Prototype
Test
Revise
Production
35
Figure 3.4
2008 Prentice Hall, Inc.
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
10
20
30
Time, Minutes
40
36
37
38
39
3 10
3 11
3 12
B
A
(b)
C
B
B
(c)
Figure 3.5
2008 Prentice Hall, Inc.
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
A
B
C
B
C
3 13
(d)
(e)
B
Figure 3.5
2008 Prentice Hall, Inc.
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
D
3 14
(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
D
C
Figure 3.5
2008 Prentice Hall, Inc.
3 15
AON Example
Milwaukee Paper Manufacturing's
Activities and Predecessors
Activity
A
Description
Build internal components
Immediate
Predecessors
A, B
D, E
F, G
Table 3.1
3 16
Activity A
(Build Internal Components)
Activity B
(Modify Roof and Floor)
Start
Start
Activity
Figure 3.6
2008 Prentice Hall, Inc.
3 17
Start
Activities A and B
Precede Activity D
2008 Prentice Hall, Inc.
Figure 3.7
3 18
C
E
Start
H
G
Figure 3.8
3 19
Ro (M B
of od
/ F i fy
lo
or
)
C
4
(Construct
Stack)
Dummy
Activity
D
5
(Pour
Concrete/
Install Frame)
F
Co (In
nt sta
ro l l
ls
)
E
(Build Burner)
(B
C o ui
A
m ld I
po nt
ne ern
nt al
s)
H
(Inspect/
Test)
l
al n
t
s o
I( n luti e)
l ic
Po ev
D
Figure 3.9
3 20
3 21
Description
Time (weeks)
Build internal components
2
Modify roof and floor
3
Construct collection stack
2
Pour concrete and install frame
4
Build high-temperature burner
4
Install pollution control system
3
Install air pollution device
5
Inspect and test
2
Total Time (weeks)
25
Table 3.2
3 22
Earliest
Start
ES
EF
Latest
Start
LS
LF
Figure 3.10
2008 Prentice Hall, Inc.
Earliest
Finish
Latest
Finish
Activity Duration
3 24
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}
2008 Prentice Hall, Inc.
3 25
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 26
EF = ES + Activity time
0
Start
3 27
Start
EF of A =
ES of A + 2
3 28
A
2
Start
ES
of B
EF of B =
ES of B + 3
3
2008 Prentice Hall, Inc.
3 29
2
0
Start
0
0
3 30
2
0
Start
= Max (2, 3)
D
3
B
3
4
3 31
2
0
Start
0
0
B
3
3 32
2
0
Start
13
4
0
B
3
D
4
15
2
8
13
5
Figure 3.11
3 33
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}
2008 Prentice Hall, Inc.
3 34
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 35
2
0
Start
C
2
3
4
13
13
4
0
B
3
LS =3 LF
D Activity time
G
7
8
H
2
15
15
13
LF = EF
of Project
3 36
2
0
Start
10
F
3
7
13
8 of
LF =4 Min(LS
following activity)
13
13
B
3
D
4
H
2
15
15
13
3 37
2
0
Start
C
2
10
4
4
0
0
B
3
D
4
E
4
F
3
7
13
13
13
8
8
G
5
H
2
15
15
13
13
3 38
Start
C
2
10
0
1
B
3
D
4
E
4
F
3
7
13
13
13
G
5
H
2
15
15
13
13
3 39
or
Slack = LF EF
3 40
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 41
Start
C
2
10
0
1
B
3
D
4
E
4
F
3
7
13
13
13
G
5
H
2
15
15
13
13
3 42
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
2008 Prentice Hall, Inc.
3 43
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
2008 Prentice Hall, Inc.
3 44
3 45
3 46
Expected time:
t = (a + 4m + b)/6
Variance of times:
v = [(b a)/6]2
3 47
Probability
Expected time:
Figure 3.12
t = (a + 4m + b)/6
Variance of times:
Probability of
v = [(b a)/6]2 Probability
1 in 100 of
< a occurring
of 1 in 100 of
> b occurring
Activity
Time
Optimistic
Time (a)
2008 Prentice Hall, Inc.
Most Likely
Time (m)
Pessimistic
Time (b)
3 48
Computing Variance
Activity
A
B
C
D
E
F
G
H
Optimistic
Most
Likely
Pessimistic
Expected
Time
Variance
t = (a + 4m + b)/6
[(b a)/6]2
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 49
Probability of Project
Completion
Project variance is computed by
summing the variances of critical
activities
p2 = Project variance
= (variances of activities
on critical path)
3 50
Probability of Project
Completion
Project variance is computed by
summing the variances of critical
Project variance
activities
Project variance
3.11 = 1.76 weeks
3 51
Probability of Project
Completion
PERT makes two more assumptions:
Total project completion times follow a
normal probability distribution
Activity times are statistically
independent
3 52
Probability of Project
Completion
Standard deviation = 1.76 weeks
15 Weeks
Figure 3.13
2008 Prentice Hall, Inc.
Probability of Project
Completion
What is the probability this project can
be completed on or before the 16 week
deadline?
Z = due expected date / p
date
of completion
Probability of Project
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
.72575
.72907
= (16 wks
.74857
.75175
)/1.76
= (16 wks 15 wks
= 0.57
of completion
Probability of Project
Completion
Probability
(T 16 weeks)
is 71.57%
15
Weeks
16
Weeks
Time
Figure 3.14
2008 Prentice Hall, Inc.
3 56
Determining Project
Completion Time
Probability
of 0.99
Probability
of 0.01
From Appendix I
Figure 3.15
2008 Prentice Hall, Inc.
2.33 Standard
deviations
2.33
3 57
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 58
3 59
3 60
3 61
Crash cost =
(Normal time Crash time)
per period
2. Using current activity times, find the
critical path and identify the critical
activities
3 62
3 63
3 64
A
B
C
D
E
F
G
H
2
3
2
4
4
3
5
2
1
1
1
2
2
2
2
1
Cost ($)
Crash Cost Critical
Normal
Crash Per Wk ($) Path?
22,000
30,000
26,000
48,000
56,000
30,000
80,000
16,000
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 65
Crash
Crash Cost Normal Cost
Crash Cost/Wk = Normal Time Crash Time
$34,000
$33,000
$34,000 $30,000
31
$4,000
=
= $2,000/Wk
2 Wks
Crash
Cost $32,000
$31,000
$30,000
Normal
Cost
Figure 3.16
2008 Prentice Hall, Inc.
Normal
|
1
Crash Time
|
2
|
3
Normal Time
Time (Weeks)
3 66
Start
A
2
Slack = 0
10
Slack = 0
4
4
0
1
B
3
Slack = 1
2008 Prentice Hall, Inc.
D
4
7
8
Slack = 1
E
4
F
3
7
13
Slack = 6
13
Slack = 0
13
8
8
G
5
13
H
2
15
15
Slack = 0
13
Slack = 0
Figure 3.17
3 67
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
2008 Prentice Hall, Inc.
3 68
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 69
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
2008 Prentice Hall, Inc.
3 70
3 71
Program 3.1
2008 Prentice Hall, Inc.
3 72
Program 3.2
2008 Prentice Hall, Inc.
3 73
Program 3.3
2008 Prentice Hall, Inc.
3 74
Program 3.4
2008 Prentice Hall, Inc.
3 75
Program 3.5
2008 Prentice Hall, Inc.
3 76
Program 3.6
2008 Prentice Hall, Inc.
3 77
Program 3.7
3 78