Finalpresentation 12778086712201 Phpapp01

Scheduling
Prepared by: Ak n zkan Burcu Uzman Meryem Zmra Y ld z Semih Yara k
Content
1. Definition of Scheduling 1.1. Components of Scheduling 1.2. Where to use? 1.3. Estimation 2. Gantt Chart MS Project 3. Precedence Diagrams or Networks 3.1. First and Last Events 3.2. Types of Network Diagrams 3.3. Dummy Activities 3.4. AON vs. AOA 3.5. Schedule Network Methodology 3.6. Start Event 3.7. LOGON Task Table & AON Diagram 3.8. Incorrect AOA Example 3.9. Key Features of Schedule Networks 3.10. An Example of Early and Late Times for AON 3.11. Network Methods 4. Our Company 4.1. Company Profile 4.2. Definition of Project 5. Scheduling of Our Project 5.1. Work Breakdown Structure 5.2. Work Packages 5.3. Gantt Chart 5.4. Critical Path 6. Reference List
1. Definition
y Sharing always results in contention
1. Definition
y A scheduling discipline resolves contention:
2. Gantt Chart MS Project
3. Networks
whos next ? 1. Key to fairly sharing resources and providing performance guarantees 2. Split project into tasks (= create a WBS) 3. Estimate time and resources required to complete each task. 4. Organize tasks concurrently to make optimal use of workforce. 5. Minimize task dependencies to avoid delays caused by one task waiting for another to complete. 6. Dependent on project managers intuition and experience.
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4. Our Company
5. Scheduling of our Project
6. Reference List
1. Definition
Project scheduling involves,
1. Definition
y Estimated start time y Required completion time y WBS (Work Breakdown Structure)
3. Networks
4. Our Company
y Scheduling the activities

y Allocating owners and resources

6. Reference List
1.1. Components of Scheduling

1. Definition
A scheduling discipline does two things: y decides service order y manages queue of service request
3. Networks
y Example: Consider queries awaiting web server scheduling
4. Our Company
discipline decides service order and also if some query should be ignored.
6. Reference List
1.2. Where to use?

y Anywhere where contention may occur
1. Definition
y At every layer of protocol stack y Usually studied at network layer, at output queues of
3. Networks
switches
4. Our Company
6. Reference List
1.3. Estimation
Activities/task characterized by:
1. Definition
y Effort: how much work will the activity need to be completed y Resources: how many resources will be working on the
3. Networks
activity
y Duration: how long will the activity last for
4. Our Company
estimation technique provide (at least) two of the quantities specified above
6. Reference List
1.3. Estimation
1. Definition
Effort
y Your best shot for providing estimations (how complex/how
3. Networks
much work does the activity require?)

y Measured in man/month
4. Our Company
y Mind you though: communication increases the time to

6. Reference List
complete activities
1.3. Estimation
1. Definition
Resources
y The best point is to determine how many resources will work
3. Networks
in the activity
4. Our Company
6. Reference List
1.3. Estimation
1. Definition
Duration
y How much time will the activity last for y Measured in (work-)hours, (work-)days, (work) months, y Calendar time != duration: calendar time includes non-
3. Networks
4. Our Company
working days, holidays,

6. Reference List
y Usually:
y A duration of 5 days == 40 hours (8 hours a day) = 1
calendar week (sat and sun rest time)
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2. Gantt Chart
y
1. Definition
Gantt Chart is a way to graphically show progress of a project. Gantt chart is useful tool for planning and scheduling projects. A Gantt chart is helpful when monitoring a project's progress. With Gantt chart, all subtasks of a task can be viewed graphically.
y y y
3. Networks
4. Our Company
6. Reference List
A Gantt chart showing three kinds of schedule dependencies (in red) and percent complete indications
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2. Gantt Chart Example

1. Definition
3. Networks
4. Our Company
y A Gantt chart created using Microsoft Project (MSP).
6. Reference List
Note (1) the critical path is in red, (2) the slack is the black lines connected to non-critical activities, (3) since Saturday and Sunday are not work days and are thus excluded from the schedule, some bars on the Gantt chart are longer if they cut through a weekend.
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3. Precedence Diagrams or Networks

y Shows tasks and their relationships.
1. Definition
y Exposes tasks that must be completed before others.

y Called a precedence diagram. y Arrows show how tasks are ordered and flow of time.
3. Networks
4. Our Company
6. Reference List
Key elements include determining predecessors and defining attributes such as: y early start date y last-last y early finish date y late finish date y Duration y WBS reference
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3.1. First and Last Events

y First event has no predecessors
1. Definition
y Last event has no successors y All networks have a first and last event.
3. Networks
4. Our Company
6. Reference List
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3.2. Types of Network Diagrams

1. Definition
y Activity on Node (AON)

y Used in CPM
3. Networks
4. Our Company
y Activity on Arc (AOA)

y Used in PERT
6. Reference List
15
3.2.1. Activity on Node (AON) Diagrams

y Bubble Chart
1. Definition
The most common information shown is:

3. Networks
y The activity name y The normal duration time y The early start time (ES) y The early finish time (EF) y The late start time (LS) y The late finish time (LF) y The slack
4. Our Company
6. Reference List
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3.2.1. AON Chart based on Activities and Predecessors

1. Definition A node like this one (from Microsoft Visio) can be used to display the activity name, duration, ES, EF, LS, LF, and slack
3. Networks
4. Our Company
6. Reference List
A network diagram created using Microsoft Project (MSP). Note the critical path is in red.
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3.2.2. Activity on Arc (AOA) Diagrams

1. Definition
y Events are in bubbles.
3. Networks
y Activities represented by lines or arcs

y Delimited by Bubbles (Events)
4. Our Company
y Requires Dummy Activities to illustrate precedence
6. Reference List
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3.2.2. Activity on Arc (Arrow) Diagrams

Start
1. Definition
Finish event 8 weeks Activity Y: Final installation
event
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3. Networks
4. Our Company
6. Reference List
In the network diagram shown, each arc represents an activity and is labelled with the activity number . This network is an activity on arc (AOA) network. The nodes of the network represent the start (and end) of activities and are regarded as events.
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3.3. Dummy Activities

1. Definition
Dummy Activity: Represents a dependency between tasks which doesnt represent any activity.
3. Networks
4. Our Company
6. Reference List
When two paths in an activity network (edges as activities) have a common event but are independent, or partly independent of one another, it is necessary to introduce a dummy activity,
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3.4. AON vs. AOA

y AON networks do not use dummy events
1. Definition
y Simpler and easier to generate than AOA y Popular in Construction Industry
3. Networks
y AOA method places emphasis on Events

y Developed before AON y Better for PERT charts y AOA line segments imply flow of time y Look similar to Gantt Charts
4. Our Company
6. Reference List
y Most Software packages create both
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3.5. Schedule Network Methodology

y Tabulate Tasks (Activities)
1. Definition
y Determine Task Duration

3. Networks
y Determine Immediate Predecessors y Assign Start Event Date and Time
4. Our Company
6. Reference List
We are only interested in Process
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3.6. Start Event

y Establish Start Date
1. Definition
y Calculate all other event dates using Schedule Logic and

Task Duration
y Schedule network determines dates, not the other way
3. Networks
4. Our Company
around
y If finish date is incompatible with project goals, you must
6. Reference List
adjust the schedule assumptions y Logic (Workarounds) y Task Duration (More People or Overtime)
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3.7. LOGON Task Table

1. Definition
3. Networks
4. Our Company
6. Reference List
24
3.7. LOGON AON Diagram

1. Definition
3. Networks
4. Our Company
6. Reference List
25
3.8. Incorrect AOA Example

1. Definition
3. Networks
4. Our Company
6. Reference List
26
3.9. Key Features of Schedule Networks

y Critical Path
1. Definition
y Early Times
y Start y Finish
3. Networks
4. Our Company
y Late Time
y Start y Finish
6. Reference List
y Total Slack y Free Slack

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3.9.1. Critical Path

y Concept of Path Length through network
1. Definition
y Calculate for all possible paths by traversing Network from

left to right
y Longest path length from start event to finish event is critical
3. Networks
4. Our Company
path
y Activities on the critical path cause a day-for-day slip in the
6. Reference List
completion event
y After calculating the critical path, look for things that can be
done in parallel y Shortens critical path

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3.9.1. LOGON Critical Path Determination

1. Definition
3. Networks
4. Our Company
6. Reference List
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3.9.2. Early Expected Time of an Event

y Designated as TE
1. Definition
y Calculation of Early Expected Time is part of schedule

analysis
y Events which are not on the critical path can be started early
y By definition, events on the critical path cannot be
3. Networks
4. Our Company
6. Reference List
started early y Can have more than one critical path, on that path events cannot be started early
y Calculated by taking the sum of all task durations on the
longest path leading to the event y Traverse network from left to right
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3.9.2. Early Expected Time Determination

1. Definition
3. Networks
4. Our Company
6. Reference List
31
3.9.3. Latest Allowable Time of an Event

y Designated as TL
1. Definition
y Latest time to which an event can be slipped without

affecting succeeding events

y Calculated by taking the sum of all task durations on the
3. Networks
4. Our Company
longest backward path from the finish date to the event of interest y Traverse network from right to left
6. Reference List
32
3.9.3. Latest Allowable Time Determination

1. Definition
3. Networks
4. Our Company
6. Reference List
33
3.9.4. Total Slack

y Slack is the range of allowable time between when a task
1. Definition
can be started, and when it must be started y Once slack is used up, the finish date of the project is affected y The task of interest is now on the critical path
3. Networks
4. Our Company
y Total slack of an activity is the amount of slack available to all
activities on a given subpath of a network

y Total slack of activities on the critical path is zero y Total Slack of an activity (task) is calculated as follows:
6. Reference List
Total Slack = LS - ES
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3.9.5. Free Slack

y Activities not on the critical path can be delayed without
1. Definition
3. Networks
4. Our Company
affecting the start time of succeeding tasks y Free slack of an activity is the amount of time that the activity can slip without affecting its successors y Assumes that the TE of all preceding tasks has been met y Free Slack of an activity is calculated as follows:
6. Reference List
Free Slack = ES (earliest successor) - EF
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3.10. An Example of Early and Late Times for AON

1. Definition
3. Networks
4. Our Company
6. Reference List
36
3.11. Network Methods

y CPM (Critical Path Method)
1. Definition 1. Definition 2. Gantt Chart MS Project 2. Gantt Chart MS Project 3. Networks 3. Networks 4. Our Company 5. Scheduling of our Project 4. Our Company
y PDM (Precedence Diagramming Method) y MPM (Metra Potential Method) y PERT (Program Evaluation Review Technique)
6. Reference of our 5. SchedulingList Project
6. Reference List
37
3.11.1. Program Evaluation and Review Technique (PERT)

y Utilizes three time estimates for each activity
1. Definition
y Optimistic, a y Most Likely, m y Pessimistic, b
3. Networks
y Beta Probability Distribution Function for Each Activity

4. Our Company
y Calculates Expected Time, t y Calculates Variance, V
6. Reference List
38
3.11.2. Estimating Activity Time

1. Definition
3. Networks
4. Our Company
6. Reference List
39
3.11.3. Probability of Finishing by A Target Completion Date

y Expected duration of project T is the sum of expected Activity
1. Definition
times on Critical Path
y Variation in the Project Duration Distribution is the sum of the
variations of the activity durations on the Critical Path
3. Networks
4. Our Company
6. Reference List
40
3.11.4. Pert Network with Expected Times and Variances

1. Definition
3. Networks
4. Our Company
6. Reference List
41
3.11.5. PERT Advantages/Disadvantages

y Allows sensitivity analysis to determine probability of
1. Definition
finishing the project on time
y Does not account for Near Critical Path y Extremely complicated y Cannot account for errors in schedule logic or the ability of
3. Networks
4. Our Company
project manager to alter schedule logic via workarounds

y Bottom Line: No better than MS Project and a lot more
6. Reference List
complicated!
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3.11.6. Near-Critical Paths

y PERT is overly Optimistic
1. Definition
y Paths near the Critical Path with Large Variance may

become critical
y Probability of Completing All Paths is the Product of
3. Networks
4. Our Company
Probability on each Path
6. Reference List
43
3.11.7. Meeting the Target Date

y Actions to Shorten to Project
1. Definition
y Move Activity on the Critical Path to a Parallel Path y Add or transfer resources from activities with large slack
3. Networks
to critical or near-critical activities y Substitute less time-consuming activities or delete those that are not of utmost importance
4. Our Company
6. Reference List
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3.11.8. Criticisms of Target Date Actions

y Paralleling Activities can be risky, failure of one can hurt the
1. Definition
other
y Adding or transferring resources to speed activities increases
cost and denies resource leveling
3. Networks
4. Our Company
y Substitution or Elimination can degrade end-item
Performance, Requirements, Poor Quality of Work
6. Reference List
45
3.11.9. Simulation of PERT Network

y Uses Monte Carl Methods to show the Near-Critical Path
1. Definition
Sensitivity
y Procedure gives an Average Project Duration and Standard
3. Networks
Deviation (Variance) which is more realistic than simple PERT
4. Our Company
y Returns Probabilities ff Other Paths Becoming Critical y Allows Historical Data
6. Reference List
46
3.11.10. Activities and Time Estimates from Evans and Olson

1. Definition
3. Networks
4. Our Company
6. Reference List
47
3.11.11. Project Network from Evans and Olson

1. Definition
3. Networks
4. Our Company
6. Reference List
48
3.11.12. Crystal Ball Simulation Results

1. Definition
3. Networks
4. Our Company
6. Reference List
49
3.11.13. Criticisms of PERT

y Assumes Activity times can be Accurately Estimated and are
1. Definition
Independent
y Three estimates are guesses, not necessarily better than one
guess
3. Networks
4. Our Company
y Contractual Arrangements Influence Time Estimates y Activity Times are not Independent ( Constant Energy
6. Reference List
Surface)
y Conflict of necessary Resources
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3.11.13. Criticisms of PERT

y Leads to Overly Optimistic Results
1. Definition
y Looking only at Critical Path Misleading y Near-Critical Paths must be Considered
3. Networks
y The Beta Distribution Gives Large Errors in Estimating T y Errors in T come from faulty time estimates
4. Our Company
6. Reference List
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4.1. Company Profile

y Company Name: The Bosphorus Organisation and
1. Definition
Consulting Company
y Founded in: 2000 y Headquarter: Bremen y Employees: 75 y Average Revenue: 3.2 m y Departments: y Project/Event Management&Development
3. Networks
4. Our Company
6. Reference List
Congress & Meetings y Incentive & Events Project/Event Management Consulting

y Consulting Services
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4.1. Organisation Chart

1. Definition
Head of the Bosphorus Consulting&Organisation Co.

Project/Event Management&Development Project/Event Management Consulting
3. Networks
4. Our Company
Congress&Meetings Incentive&Events Consulting Services
6. Reference List
ESD 2010 Project team
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4.2. Definition of Project

y Project Name: European Students Days in Bremen 2010
1. Definition
y Project Period: 17-23 July 2010 y Project Goal: Between young people;
3. Networks
4. Our Company
y Close communication and cooperation y To gain new knowledge y Exchange ideas
y Customers/Sponsors:
y All Students from European Countries y Municipality of Bremen y Hochschule Bremen University of Applied Sciences
6. Reference List
56
4.2. Event Program of ESD 2010

1. Definition
3. Networks
4. Our Company
6. Reference List
57
5.1. Work Breakdown Structure

1. Definition
3. Networks
4. Our Company
6. Reference List
58
5.2. Work Packages

1. Definition
3. Networks
4. Our Company
6. Reference List
59
5.3. Gantt Chart

1. Definition
3. Networks
4. Our Company
6. Reference List
60
5.4. Critical Path

1. Definition
3. Networks
4. Our Company
6. Reference List
61
6. Reference List
y Dennis Lock, Project Management, Gower Publishing; 8th
1. Definition
y
3. Networks
4. Our Company
y y y
6. Reference List
Edition, 2002 Project Management Institute (2003). A Guide to The Project Management Body of Knowledge (3rd ed.). Project Management Institute Martin Stevens (2002). Project Management Pathways. Association for Project Management. APM Publishing Limited, 2002 Albert Hamilton (2004). Handbook of Project Management Procedures. TTL Publishing, Ltd. Lewis R. Ireland (2006) Project Management. McGraw-Hill Professional, 2006. The Definitive Guide to Project Management. Nokes, Sebastian. 2nd Ed.n. London (Financial Times / Prentice Hall): 2007.
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Thanks for your attention!

Ak n zkan a.ozkan@bosphoruscompany.de +49 18140307112 Burcu Uzman b.uzman@bosphoruscompany.de +49 18140307113 Meryem Zmra Y ld z m.yildiz@bosphoruscompany.de +49 18140307114 Semih Yara k s.yarasik@bosphoruscompany.de +49 18140307115
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Scheduling

Prepared by: Ak n zkan Burcu Uzman Meryem Zmra Y ld z Semih Yara k

y A scheduling discipline resolves contention:

2. Gantt Chart MS Project

5. Scheduling of our Project

2. Gantt Chart MS Project

y Scheduling the activities

y Allocating owners and resources

1.1. Components of Scheduling

2. Gantt Chart MS Project

y Example: Consider queries awaiting web server scheduling

5. Scheduling of our Project

1.2. Where to use?

2. Gantt Chart MS Project

5. Scheduling of our Project

2. Gantt Chart MS Project

5. Scheduling of our Project

2. Gantt Chart MS Project

much work does the activity require?)

5. Scheduling of our Project

y Mind you though: communication increases the time to

2. Gantt Chart MS Project

5. Scheduling of our Project

2. Gantt Chart MS Project

5. Scheduling of our Project

working days, holidays,

y A duration of 5 days == 40 hours (8 hours a day) = 1

calendar week (sat and sun rest time)

2. Gantt Chart MS Project

5. Scheduling of our Project

2. Gantt Chart Example

2. Gantt Chart MS Project

5. Scheduling of our Project

y A Gantt chart created using Microsoft Project (MSP).

3. Precedence Diagrams or Networks

y Exposes tasks that must be completed before others.

5. Scheduling of our Project

3.1. First and Last Events

2. Gantt Chart MS Project

5. Scheduling of our Project

3.2. Types of Network Diagrams

2. Gantt Chart MS Project

y Activity on Node (AON)

y Activity on Arc (AOA)

5. Scheduling of our Project

3.2.1. Activity on Node (AON) Diagrams

The most common information shown is:

5. Scheduling of our Project

3.2.1. AON Chart based on Activities and Predecessors

2. Gantt Chart MS Project

5. Scheduling of our Project

3.2.2. Activity on Arc (AOA) Diagrams

y Events are in bubbles.

2. Gantt Chart MS Project

y Activities represented by lines or arcs

5. Scheduling of our Project

y Requires Dummy Activities to illustrate precedence

3.2.2. Activity on Arc (Arrow) Diagrams

Finish event 8 weeks Activity Y: Final installation

2. Gantt Chart MS Project

5. Scheduling of our Project

3.3. Dummy Activities