Ch08 Project Scheduling
Ch08 Project Scheduling
Ch08 Project Scheduling
INTRODUCTION
Chapter 8
NETWORK TECHNIQUES
PERT
-Program Evaluation and
Review Technique
- developed by the US
Navy with Booz
Hamilton Lockheed
- on the Polaris
Missile/Submarine
program 1958
CPM
Critical Path Method
Developed by El Dupont
for Chemical Plant
Shutdown Project- about
same time as PERT
NETWORK
Chapter 8
Chapter 8
Example of Network
More Complex
Chapter 8
Activity
Event
Network
PRECEEDING
ACTIVITY
EVENT
Chapter 8
WRONG !!!
CORRECT
Chapter 8
Activity
Description
Immediate
predecessors
Design Component
Make Component
Assemble product
A,C
Chapter 8
Sequence of activities
Chapter 8
10
2
Nodes correspond to the beginning
and ending of activities
Chapter 8
11
Example 2
Develop the network for a project with following activities and
immediate predecessors:
Activity
A
Immediate
predecessors
-
A, C
D,E,F
12
3
E
B
C
Chapter 8
5
We need to introduce
a dummy activity
13
3
dummy
B
C
E
F
Note
Dummy
Dummy
14
a
2
Dummy
WRONG!!!
RIGHT
Activity c not
required for e
WRONG !
a
a
b
d
1
c
c
WRONG
!!!
Chapter 8
RIGHT
RIGHT
15
WRONG!!!
RIGHT!!!
a precedes d.
a and b precede e,
b and c precede f (a does not precede f)
Chapter 8
16
Immediate
predecessors
A
A
A
E
D,F
B,C
G,H
Completion
Time (week)
5
6
4
3
1
4
14
12
2
Total
51
17
Chapter 8
18
Chapter 8
5]
,
0
[
A
5
t = expected activity
time
19
B[0
,6]
6
0]
1
6,
[
F
4
4
, 21]
9
[
H
12
5
4]
0,2
G[1 4
1
E[
5,6
]
1
C[5,9]
4
A[
0
5 ,5]
26]
,
4
2
I[
2
3
Earliest start time rule:
The earliest start time for an activity leaving a particular node is equal to
the largest of the earliest finish times for all activities entering the node.
Chapter 8
20
]
9
,
5
[
C
2]
1
,
8
[
4
Chapter 8
21
Chapter 8
22
A[
5[ 0,5]
0,
5]
B[0
6[6 ,6]
, 12
]
C[5,9]
4[8,12]
E[
1[5 5,6]
,6]
0]
1
6, 10]
[
F 6,
4[
21]
,
9
[
H
,24]
2
1
[
12
5
4]
0,2 ]
G[1 10,24
14[
D[5,8]
3[7,10]
26]
,
4
2
I[
26]
,
4
2
2[
3
Latest finish time rule:
The latest finish time for an activity entering a particular node is equal to
the smallest of the latest start times for all activities leaving the node.
Chapter 8
23
2
ES
5
LS
8
EF
9
C
2]
1
,
8
[
4
EF
12
LF-EF = 12 9 =3
LS-ES = 8 5 = 3
LF-ES-t = 12-5-4 = 3
Chapter 8
24
A
B
C
D
E
F
G
H
I
Chapter 8
Earliest
start (ES)
0
0
5
5
5
6
10
9
24
Latest
start (LS)
0
6
8
7
5
6
10
12
24
Earliest
finish (EF)
5
6
9
8
6
10
24
21
26
Latest
Slack
finish (LF) (LS-ES)
5
12
12
10
6
10
24
24
26
0
6
3
2
0
0
0
3
0
Critical
path
Yes
Yes
Yes
Yes
Yes
25
IMPORTANT QUESTIONS
What are the scheduled start and completion times for each activity?
How long can non-critical activities be delayed before they cause a delay
in the projects completion time
Chapter 8
26
Slack or Float shows how much allowance each activity has, i.e how
long it can be delayed without affecting completion date of project
2.
3.
4.
Chapter 8
27
So, a lot of effort should be put in trying to control activities along this
path, so that project can meet due date. If any activity is lengthened, be
aware that project will not meet deadline and some action needs to be
taken.
6.
7.
8.
If resources can be saved by lengthening some activities, do so for noncritical activities, up to limit of float.
9.
Chapter 8
28
Chapter 8
29
EXP
Var S.Dev
Time
Time
Time
TE
10
22
22
20
20
20
20
20
10
16
10
14
32
15
25
b,c
20
10
b,c
14
20
14
b,c
12
16
11
5.4
2.32
g,h
16
38
18
28.4 5.33
d,e
14
Chapter 8
30
b
(20,0)
e
(10,4)
6
j
(8,4)
f
(14,4)
g
(4,0)
c
(10,4)
Chapter 8
d
(15,25)
h
(11,5.4)
i
(18,28.4)
31
2
20
d
(15,25)
e
(10,4)
j
(8,4)
43
f
(14,4)
g
(4,0)
c
(10,4)
4
10
Chapter 8
35
h
(11,5.4)
CRIT. TIME = 43
i
(18,28.4)
24
32
LS
ES
Slacks
Critical ?
Yes
20
20
Yes
25
20
29
20
21
20
14
10
25
24
35
35
Yes
Chapter 8
33
Example,
D = 50; S(Scheduled date) = 20+15+8 =43;
Z = (50 43) / 5.745
= 1.22 standard deviations.
V = (4+25+4) =33
1.22
Chapter 8
34
D = S + 5.745 (1.645)
= 43 + 9.45
= 52.45 days
Chapter 8
35
CPM
PERT
Same as CPM
Chapter 8
36
Chapter 8
37
Chapter 8
38
Gantt Charts
Since 1917; Useful for showing work vs time in form of bar charts
e.g.
Chapter 8
39
Legend
Scheduled Start
Scheduled Finish
Actual Progress
Unavailable
Current Date
Milestone
Scheduled
Milestone
Achieved
3
f
3
b
1
15
20
dummy
h
4
0
Chapter 8
10
25
30
Days
35
40
45
40
GANTT CHART
Chapter 8
41
Chapter 8
42
Chapter 8
43
Chapter 8
44
Chapter 8
45
Activity
22222222
222222
22
2222
4 4 44 444 44444
H
0
10
15
20
Time
Add up across all activities to get the total number of men
required.
Chapter 8
46
10
15
20
Time
47
Example
If only 8 fitters are available at any period during the projects:
New bar chart:
22222222
Activity
222222
22
2222
4 4 44 444 44444
H
0
Chapter 8
10
Time
15
20
48
Activity
222222
22
F
G
2222
4 4 44 444 44444
0
Chapter 8
10
Time
15
20
49
50
9 10 11 12 13 14 15 16 17 18
Time
Chapter 8
51