Scheduling

 Scheduling Defined
 Gantt Charts
 Network Techniques: PERT and CPM
 Determining Task Durations
 Probability and Simulation
 Some Examples

8-1
Scheduling Defined
 The conversion of a project action plan
into an operating timetable
 Serves as the basis for monitoring and
controlling the project
 A major tool for the management of
projects

8-2
Some Benefits of Successful
Scheduling
 Illustrates interdependence of all tasks
 Identifies times when resources must be
available
 Facilitates communication throughout the
project
 Determines critical activities/critical path
 Affects client expectations through
establishment of activities, milestones, and
completion dates

8-3
A Process for Scheduling
 1. Think
 2. List activities
 3. Arrange activities considering precedence
and relationships
 4. Develop Gantt charts and PERT/CPM
networks
 5. Determine critical activities/critical path
 6. Crash and adjust as necessary

8-4
 JAN FEB MAR

Gantt Charts
1 8 15 22 29 5 12 19 26 5 12 19 26

 Advantages
 Easy to understand
 Easy to show progress and status
 Easy to maintain
 Most popular view to communicate project status
to client and/or senior management
 Disadvantages
 Can be superficial
 Not always easy to see precedence, relationships
8-5
PERT/CPM Network Charts

 Advantages
 Allows visualization of task relationships
 Facilitates calculation of critical path
 Clarifies impact of decisions on downstream
activities
 Disadvantages
 Complex, not easy to comprehend at a glance
 Charts don’t readily depict durations, dates,
progress 8-6
Look at a Simple Network, for
a Simple Project
Duration
Activity Predecessor
(weeks)
A 14 Start

B 3 Start

C 3 A,B

D 7 B

E 4 C,D

F 10 E

8-7
A Simple Network (AON)
(cont’d)
A 14 C 3

Start E 4 F 10

B 3 D 7 Finish

Calculate:

Critical Path

Project Duration
8-8
 The Critical Path
ES = 0 ES = 14
EF = 14 EF = 17

ES = 17 ES = 21
A 14 C 3 EF = 21 EF = 31

Start E 4 F 10

B 3 D 7 Finis
ES = 0 ES = 3 h
EF = 3 EF = 10

= Critical Path
8-9
Determining Slack
 How much slack is there
 Where is it?
 How do you know?
 Why might you care?

8-10
 Determining Slack (cont’d)
ES = 0 ES = 14
EF = 14 EF = 17
LS = 0 LS = 14 ES = 17 ES = 21
LF = 14 LF = 17 EF = 21 EF = 31
LS = 17 LS = 21
A 14 C 3 LF = 21 LF = 31

Start E 4 F 10

B 3 D 7 Finish
ES = 0 ES = 3
EF = 3 EF = 10
LS = 7 LS = 10 Work Back . . .
LF = 10 LF = 17

8-11
 Determining Slack (cont’d)
ES = 0 ES = 14
EF = 14 EF = 17
LS = 0 LS = 14 ES = 17 ES = 21
LF = 14 LF = 17 EF = 21 EF = 31
LS = 17 LS = 21
A 14 C 3
LF = 21 LF = 31
Start E 4 F 10

B 3 D 7 Finish
ES = 0 ES = 3
EF = 3 EF = 10
LS = 7 LS = 10
Slack = LS - ES
LF = 10 LF = 17
CP = 0 Slack, where ES = LS

What does all this mean?

8-13
Activity Network, AON Format

8-14
Activity Network, AOA Format

8-15
Sample of Network
Construction, Figure 8-5
AON AOA

8-16
Sample of Network
Construction, Figure 8-6
AON AOA

8-17
Sample of Network
Construction, Figure 8-7
AON AOA

8-18
Networking Concurrent
Activities, Figure 8-8

8-19
Activity c Not Required for e,
Figure 8-9

8-20
Showing Precedents, Figure
8-10

8-21
MSP Gantt Chart, Figure 8-11

8-22
MSP AON Network, Figure
8-12

8-23
An AON Network for a 10-
Activity Project, Figure 8-13

8-24
Distribution of Possible Activity
Times, Figure 8-14

8-25
AON Network with Durations
and Variances, Figure 8-15

8-26
AON Network with Earliest/Latest
Start/Finish Times, Figure 8-16

8-27
Gantt Chart of Table 8-4,
Figure 8-17

8-28
AON Network of Table 8-4,
Figure 8-18

8-29
MSP Gantt Chart of Table 8-4,
Figure 8-19

8-30
MSP Gantt Chart, Video
Project, Figure 8-20

8-31
MSP AON Network, Video
Project, Figure 8-21

8-32
MSP Calendar, Video Project,
Figure 8-22

8-33
MSP Calendar, Video Project,
Figure 8-22 (continued)

8-34
MSP Gantt Chart, Video
Project, Figure 8-23

8-35
Probability Distribution,
Figure 8-24

8-36
a, m, and b Estimates,
Figure 8-25

8-37
Crystal Ball® 2000
Spreadsheet, Figure 8-26

8-38
CB Frequency Chart, Figure 8-27

8-39
CB Summary Statistics,
Figure 8-28

8-40
CB Percentile Probabilities,
Figure 8-29

8-41
CB Cumulative Probability
Chart, Figure 8-30

8-42
Precedence Diagramming
Conventions, Figure 8-31

8-43
Sample GERT Network,
Figure 8-33

8-44
Apartment Complex Network,
Figure 8-35

8-45