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Project scheduling Lesson Objectives Lesson Objective - - 1 1 TLO #1: the student will recognize the evolution of PERT Scheduling. N ELO #2: the student will recognize and the Precedence Diagramming Method (PDM) type schedule.
Project scheduling Lesson Objectives Lesson Objective - - 1 1 TLO #1: the student will recognize the evolution of PERT Scheduling. N ELO #2: the student will recognize and the Precedence Diagramming Method (PDM) type schedule.
Project scheduling Lesson Objectives Lesson Objective - - 1 1 TLO #1: the student will recognize the evolution of PERT Scheduling. N ELO #2: the student will recognize and the Precedence Diagramming Method (PDM) type schedule.
Performance Management Associates, Inc. Project Scheduling CPM CPM - - 200: Principles of Schedule 200: Principles of Schedule Management Management IPM 2002 Fall Conference IPM 2002 Fall Conference PMI PMI- -College of Performance Management College of Performance Management Professional Education Program Professional Education Program Lesson B: Critical Path Scheduling Techniques Lesson B: Critical Path Scheduling Techniques Instructor Instructor Jim Wrisley Jim Wrisley 1 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Lesson Objectives Lesson Objectives - - 1 1 TLO #1: The student will understand the evolution of network scheduling, be able to differentiate between two (2) primary types of network scheduling methods and understand the value of resource loading the network. N ELO #1: The student will recognize the evolution of PERT Scheduling. N ELO #2: The student will be able to recognize and the Precedence Diagramming Method (PDM) type schedule. N ELO #3: The student will recognize the value of resource loading a schedule. 2 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Lesson Objective Lesson Objective - - 2 2 TLO #2: The student will understand how to create and analyze a PDM type schedule. N ELO #1: The student will be able to recognize and use the PERT Formula for calculating durations. N ELO #2: The student will be able to define the use of : Finish-to-Start, Start-to-Start, Finish-to-Finish, relationships. N ELO #3: The student will be able to define and calculate: critical path, and total float on a PDM Schedule. 3 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Lesson Outline Lesson Outline NReviewing History of Network Scheduling NPERT Durations NPresent Three Major Types of Network Schedule Estimating Techniques and Associated Terminologies NDemonstrate Network Computations NDiscuss the Importance of Resource Leveling NDiscussion 4 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Network Scheduling 5 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling The History of Network Scheduling PERT Scheduling N U.S. Navy Special Projects Office N Polaris Missile Program N 1957 - Activity-on-Node (AON) also known as Precedence Diagramming Method (PDM) --- Most Popular Most Popular - Activity-on-Arrow (AOA) also known as Arrow Diagramming Method (ADM) Critical Path Method N Remington-Rand and Dupont N Chemical processing N 1957 6 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Critical Path Method (CPM) Estimating Method An Activity receives a Single Point Estimate instead of the 3 required by PERT. Hence no formula is needed. Example: Estimated Duration = 17 days 7 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Program Evaluation Review Techniques (PERT) Estimating Method The PERT Formula Uses a 3 Point Estimate P Pessimistic + 4x M Most Likely + O Optimistic 6 Given: P = 22 days M= 17 days O = 15 days 22 + 68 + 15 105 6 6 = = 17.5 8 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Monte Carlo Simulations Estimating Method Monte Carlo Simulations uses PERTs 3 Point Estimates as basis. But it does not use the PERT formula. This statistical technique utilizes a computer to simulate the outcome of a project. It will give you the probability of completing the project on any given day! 9 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Pros and Cons of Estimating Methods CPM: Easiest to use. Many experts believe it is the least accurate predictor. PERT: More sophisticated and requires more thought. Many experts believe it is more accurate than CPM. Monte Carlo Simulations: Most sophisticated. Many experts believe it is the best prediction technique 10 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Basic Scheduling Terms Critical Path: Longest path through Project. Has no slack. Slack (Float): The amount of time an activity can be delayed without delaying the project. Lag: Inserted waiting time between tasks. Estimating Methods: (CPM, PERT, Monte Carlo) Resource Leveling: Allows a more stable number of resources to be used on the project. Crashing The Schedule: Adding more resources to the Critical Path Fast Tracking: Doing more tasks in parallel. 11 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling The Goals Of Project Management: to make the most effective use of available resources such as: so that project objectives and goals can be achieved: N People N Equipment N Facilities N Materials N Money N Technology N Within budget N On schedule N To the desired quality 12 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Work Packages / Activities CONTROL ACCOUNT WBS WORK PACKAGES ACTIVITIES 13 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling CALCULATING THE NETWORK NTask Durations NForward Pass NBackward Pass 14 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Task Durations (Estimates) N Developed for each activity N Developed by best available authority N Generally assumes normal conditions (manpower, equipment, calendar, etc.) N CAUTION: - Over- Estimating Tendencies 15 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling DURATION DRIVEN EFFORT DRIVEN Activity Types Estimate based on amount of calendar time necessary for task completion Estimate based on the amount of work required to complete the activity 16 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling PDM Network - A PROJECT LENGTH? M/S 0 Project Start 3 B 10 E 4 A 3 D C 4 F 8 G 6 M 10 Project Completed 0 M/S 4 H 5 L 4 K 3 J 2 I 17 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling EARLY DATES Forward Pass NFrom project start to finish, calculate the earliest that each activity can start and finish according to the logical sequence of work and the duration of each activity NYields project duration 18 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling PDM Network - A FORWARD PASS M/S 0 1 0 000 Project Start 3 1 3 002 B 10 4 13 005 E 4 1 4 001 A 3 5 7 004 D 1 4 003 C 4 12 006 F 8 5 19 007 G 6 14 29 013 M 10 20 29 014 Project Completed 0 30 M/S 4 14 17 008 H 5 18 22 012 L 4 19 22 011 K 3 16 18 010 J 2 14 15 009 I 19 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling LATE DATES Backward Pass NWorking backward from project finish to start, calculate the latest that each task must start and finish in order to meet the end date. NYields when the project must start to meet the latest acceptable completion date. 20 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling PDM Network - A BACKWARD PASS M/S 0 1 0 000 Project Start 3 1 3 002 B 10 4 13 005 E 4 1 4 001 A 3 5 7 004 D 1 4 003 C 4 12 006 F 8 5 19 007 G 6 14 29 013 M 10 20 29 014 Project Completed 0 30 M/S 4 14 17 008 H 5 18 22 012 L 4 19 22 011 K 3 16 18 010 J 2 14 15 009 I 1 0 1 3 4 13 14 17 18 20 2 5 13 6 19 14 29 20 29 30 21 24 25 29 26 29 23 25 21 22 21 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Why Calculate The Network? NEstablish ES & EF dates and project duration NCalculate LF & LS dates based on project completion NDefines Float 22 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling = 13 days "Float" N Also called Total/Path/Shared Float Float (Leeway Or Slack) N Amount of time an activity can be delayed before it impacts Project Completion N Calculated by comparing LF to EF 001 A 4 1 4 17 14 23 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Total Float 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 LF EF ES LS A Total Float for Activity A A 24 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling 3 D 5 7 H 14 17 4 6 days "Free Float" 004 008 Activity (Free) Float NAmount of time an activity can be delayed before it impacts any succeeding activity 25 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling PDM Network - A M/S 0 1 0 000 Project Start 3 1 3 002 B 10 4 13 005 E 4 1 4 001 A 3 5 7 004 D 1 4 003 C 4 12 006 F 8 5 19 007 G 6 14 29 013 M 10 20 29 014 Project Completed 0 30 M/S 4 14 17 008 H 5 18 22 012 L 4 19 22 011 K 3 16 18 010 J 2 14 15 009 I Critical Path 1 0 1 3 4 13 14 17 18 20 2 5 13 6 19 14 29 20 29 30 21 24 25 29 26 29 23 25 21 22 26 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Critical Path NLongest path of logically related activities through the network which has the least Total Float. NDefines project duration. NPath: B E G M 3 10 6 10 + + + = 29 days 27 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Resource Leveling 28 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling N Assignment of resources (people, equipment, facilities, materials, etc.) to each activity within the project N Comparison of Needs vs. Availability N Resulting Profiles (Histograms) N Cumulative Plots (S-Curves) N Other descriptive terms: Resource Allocation Resource Leveling Resource Scheduling Resource Smoothing Why We Resource Load Networks 29 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling This OFTEN is not true The availability of resources has a direct bearing on the duration of each activity. We Develop A Staffing Plan Because... During Critical Path Method (CPM) schedule development, the assumption has been that unlimited manpower, material and equipment are available 30 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling CONTROL ACCOUNT $ $ $ $ $ $ $ $ $ $ $ $ Total $1 $1 $2 $1 $2 $2 $2 $1 $1 $ M a n u a l ? A u t o m a t e d ? Hrs Hrs Hrs Hrs Hrs Hrs Hrs Hrs 31 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Resources-loaded Schedules NSchedules that have required resources identified to a specific schedule activity ACTIVITY X DURATION: 2 days TF = 1 Resources: 1 Hydrogeologist 1 Hydrogeologist Assistant 32 Hours TITLE: EARLY START LATE START EARLY FINISH LATE FINISH Review Geology Report 4/1 4/2 4/2 4/3 32 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling PDM Network - A M/S 0 000 Project Start 3 002 B 10 005 E 4 001 A 3 004 D 003 C 4 006 F 8 007 G 6 013 M 10 014 Project Completed 0 M/S 4 008 H 5 012 L 4 011 K 3 010 J 2 009 I 1 May 4 May 18 May 23 May 1 May 3 May 1 May 3 May 1 May 4 May 2 May 7 May 7 May 9 May 24 May 29 May 4 May 17 May 4 May 17 May 7 May 16 May 8 May 17 May 18 May 23 May 30 May 4 Jun 18 May 21 May 30 May 31 May 18 May 25 May 18 May 25 May 22 May 24 May 1 Jun 5 Jun 24 May 31 May 5 Jun 11 Jun 25 May 31 May 6 Jun 11 Jun 29 May 11 Jun 29 May 11 Jun 11 Jun 1 May 33 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Activity Duration Total Float Free Float Resources *Duration Driven A B C D E F G H* I J K L M 4 3 4 3 10 8 6 4 2 3 4 5 10 13 0 1 13 0 1 0 7 7 7 7 7 0 0 0 0 6 0 1 0 0 0 0 7 7 0 24 6 12 3 40 16 30 4 14 18 8 20 20 215 Network A 34 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Activity A B C D E F G H I J K L M 1 6 2 3
11 2 6 2 3
11 3 6 2 3
11 4 6
3
4
13 7
1 4 2
7 8
1 4 2
7 9
1 4 2
7 10
4 2
6 11
4 2
6 14
4 2
6 15
4 2
6 16
4 2
6 17
4
4 18
5 1 7
13 21
5 1 7
13 22
5 1
6
12 23
5 1
6
12 24
5
6
4
15 25
5
2 4
11 29
2 4 2 8 30
2 4 2 8 31
2 4 2 8 1
2 2 4
2 2 5
2 2 6
2 2 7
2 2 8
2 2 11
2 2 ( = Late Finish) May June 35 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling 0 2 4 6 8 10 12 14 16 R e s o u r c e
R e q u i r e m e n t s 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Project Days Total Resources by Day - Net A Net A Resource Profile 36 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Why We Do Resource Analysis NDetermine resource requirements (manpower projections, hire/fire strategies) NBalance resource usage NConsider time/resource tradeoff 37 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Total Float 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 LF EF ES LS A Total Float for Activity A A 38 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Activity A B C D E F G H I J K L M 1 6 2 3
11 2 6 2 3
11 3 6 2 3
11 4 6
3
4
13 7
1 4 2
7 8
1 4 2
7 9
1 4 2
7 10
4 2
6 11
4 2
6 14
4 2
6 15
4 2
6 16
4 2
6 17
4
4 18
5 1 7
13 21
5 1 7
13 22
5 1
6
12 23
5 1
6
12 24
5
6
4
15 25
5
2 4
11 29
2 4 2 8 30
2 4 2 8 31
2 4 2 8 1
2 2 4
2 2 5
2 2 6
2 2 7
2 2 8
2 2 11
2 2 ( = Late Finish) May June 39 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling PDM Network - A M/S 0 1 0 000 Project Start 3 1 3 002 B 10 4 13 005 E 4 1 4 001 A 3 5 7 004 D 1 4 003 C 4 12 006 F 8 5 19 007 G 6 14 29 013 M 10 20 29 014 Project Completed 0 30 M/S 4 14 17 008 H 5 18 22 012 L 4 19 22 011 K 3 16 18 010 J 2 14 15 009 I Critical Path 1 0 1 3 4 13 14 17 18 20 2 5 13 6 19 14 29 20 29 30 21 24 25 29 26 29 23 25 21 22 40 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Activity A B C D E F G H I J K L M 1 6 2 3
11 5 2 6 2 3
11 5 3 6 2 3
11 5 4 6
3
4
13 7 7
1 4 2
7 6 8
1 4 2
7 6 9
1 4 2
7 6 10
4 2
6 11 6
4 2
6 12 14 6
4 2
6 12 15 6
4 2
6 12 16 6
4 2
6 12 17
1 4
4 5 18
1
5 1 7
13 14 6 21
1
5 1 7
13 14 6 22
5 1 7 6
12 13 23
5 1 7 6
12 13 24
5 1
6
4
15 12 25
5 1
6 2 4
11 12 29
6 2 4 2 8 12 30
2 4 2 8 31
2 4 2 8 1
2 4 2 2 8 4
2 4 2 2 8 5
2 2 6
2 2 7
2 2 8
2 2 11
2 2 Total Float 13 0 1 13 0 1 0 7 7 7 7 7 0 5 5 5 5 5 5 5 LOGIC A "DRIVES" D D "DRIVES" H - L - I - J - K ( = Late Finish) May June 41 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling 0 2 4 6 8 10 12 14 R e s o u r c e
R e q u i r e m e n t s 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Project Days "Net A" Resource Profile 42 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling S Curves R E S O U R C E S TIME TIME-PHASED RESOURCE PLAN (CUMULATIVE PLOT) 43 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling ( = Late Finish) May June Activity A B C D E F G H I J K L M 1 6 2 3
11 2 6 2 3
11 3 6 2 3
11 4 6
3
4
13 7
1 4 2
7 8
1 4 2
7 9
1 4 2
7 10
4 2
6 11
4 2
6 14
4 2
6 15
4 2
6 16
4 2
6 17
4
4 18
5 1 7
13 21
5 1 7
13 22
5 1
6
12 23
5 1
6
12 24
5
6
4
15 25
5
2 4
11 29
2 4 2 8 30
2 4 2 8 31
2 4 2 8 1
2 2 4
2 2 5
2 2 6
2 2 7
2 2 8
2 2 11
2 2 44 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling "Net A" Resource Curves 0 25 50 75 100 125 150 175 200 225 250 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 Project Days C u m u l a t i v e
R e s o u r c e s Early Start Late Start Scheduled (Baseline) 45 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling FORECASTING RESOURCES 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 1 2 4 6 5 3 A
B
C
D
E
F
G
H TOTAL CUM 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 2 2 2 2 2 2 2 1 1 1 1 2 2 2 2 2 2 2 2 1 1 1 2 3 4 7 10 13 16 19 21 23 25 27 29 31 3334 35 36 37 39 41 43 45 47 49 51 5354 55 A 4 E 16 G 10 F 4 H 4 B 5 C 6 D 6 RESOURCES 3 2 1 TIME PROFILE USAGE TABLE CUMULATIVE (S) CURVE R E S O U R C E S 50 40 20 30 10 1 46 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Should I Resource Load My Schedule? Pros: Tight integration of schedules and budgets Visibility of resource requirements by skill category Facilitates enterprise-wide resource planning Ease of what if modeling during the planning phase Facilitates recovery planning Cons: Requires expert scheduling capabilities (software & personnel) Over reliance on software tools instead of resource managers Some resources are more critical than others Benefits diminished if not done on an enterprise-wide basis 47 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Planning & Budgeting Establish the Baseline - An Iterative 3-Step Process $ Time Mgmt Res Baseline 1. Define The Work 2. Schedule The Work 3. Allocate Resources Project Budget Base 15 25 30 30 100 40 60 48 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling Additional Reading Resources Scheduling Guide for Program Managers: Defense Acquisition University - 2001 A Guide To Project Management Body of Knowledge: Project Management Institute- 2000 PMP Exam Prep- 2 nd Edition: Rita Mulcahy, PMP 49 Copyright 2001 All Rights Reserved Performance Management Associates, Inc. Project Scheduling