Project Scheduling: Lagging,

Crashing and Activity Networks

Chapter 10

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-1

 Lags in Precedence Relationships
The logical relationship between the start
and finish of one activity and the start and
finish of another activity.

Four logical relationships between tasks

1. Finish to Start
2. Finish to Finish
3. Start to Start
4. Start to Finish
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-2
 Finish to Start Lag
Most common type of sequencing
Shown on the line joining the modes
Added during forward pass
Subtracted during backward pass

0 A 6 6 B 11 Lag 4 15 C 22
Spec Design Design Check Blueprinting
6 5 7

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-3

 Finish to Finish Lag
Two activities share a similar completion point
The mechanical inspection cannot happen until
wiring, plumbing, and HVAC installation are complete

15 D 21
Wiring
6

Lag 3
10 A 16 16 B 21 21 C 22
Plumbing HVAC Inspection
6 5 1
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-4
 Start to Start Lag

30 D 36
Wiring
6
Lag 3

33 B 36 36 C 37
31 A 33 HVAC Inspection
Plumbing 5 1
6
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-5
 Start to Finish Lag

Least common type of lag

relationship
Successors finish dependent on
30 D 36 predecessors start
Wiring
6 Lag 3

22 A 28 28 B 33 33 C 34
Plumbing HVAC Inspection
6 5 1
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-6
 Gantt Charts
Establish a time-phased network
Can be used as a tracking tool

Benefits of Gantt charts

1. Easy to create and comprehend
2. Identify the schedule baseline network
3. Allow for updating and control
4. Identify resource needs

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-7

 Create a Gantt chart based on
the activities listed in the table.

Task Time Pred Task Time Pred

Z 8 -- U 3 W
Y 5 Z T 6 V
X 8 Z S 7 U,T
W 4 Y,X R 9 S
V 5 W

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-8

 Gantt Chart With Resources in MS Project

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-9

 Crashing
The process of accelerating a project

Principal methods for crashing

Improving existing resources productivity
Changing work methods
Increasing the quantity of resources

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-10

 Managerial Considerations
Determine activity fixed and variable costs
The crash point is the fully expedited activity
Optimize time-cost tradeoffs
Shorten activities on the critical path
Cease crashing when
the target completion time is reached
the crashing cost exceeds the penalty cost

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-11

 What is the lowest cost to complete this
project in 53 weeks? Times are in weeks
and costs in dollars.
Activity Pred Normal Min Normal Crash
Time Time Cost Cost
A -- 14 9 500 1500
B A 5 2 1000 1600
C A 10 8 2000 2900
D B, C 8 5 1000 2500
E D 6 5 1600 1900
F D 9 6 1500 3000
G E, F 7 4 600 1800
H G 15 11 1600 3600

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-12

 Activity on Arrow Networks

Activities represented by arrows

Widely used in construction
Event nodes easy to flag
Forward and backward pass logic similar to AON
Two activities may not begin and end at
common nodes
Dummy activities may be required
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-13
1. Use AOA to sketch the network that represents the
project as described in the table.
2. Calculate early and late start and finish times for all
activities.
Activity Time Pred Activity Time Pred
A 4 -- F 4 D
B 2 A G 15 D
C 10 A H 7 E,F,G
D 3 B,C K 11 G
E 15 B

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-14

 Activity on Arrow Network

E
B
H
A
F
C
D K
G

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-15

 Controversies in the Use of Networks

Networks can be too complex

Poor network construction creates problems
Networks may be used inappropriately
When employing subcontractors
The master network must be available to them
All sub-networks must use common methods
Positive bias exists in PERT networks

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-16

Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-17