Scheduling

CHAPTER 8

Project Management (IE 408) IE42FA3

Ruth Bango
Siegfred Laborte

Scheduling
Is a plan to implement a project using an ordered
sequence of activities with time allotted for each
activity.

Industry Software

Project Networks
PERT (Project Evaluation and Review Technique)
Is project management tool used to schedule, organize, and coordinate
tasks within a project

CPM (Critical Path Method)

A mathematically based modeling technique for scheduling a set of project
activities

PMBOK (Project Management Body of Knowledge)

The Knowledge of Project Management

ADM (Arrow Diagram Method)

AOA (Activity-On-Arrow)
AON (Activity-On-Node)

Project Networks

2 Weeks

1 Week

A
Activities

2
2

B
2

2
1

B
2

Burst

Merge

Project Dependencies Activities

Mandatory Dependencies
These dependencies are inherent to the project.

Discretionary Dependencies
These dependencies are defined by the project team.

External Dependencies
These dependencies involve relationships between the project and nonproject activities.

PDM Network Diagrams

PDM Network Diagrams

Activity
Dependency

Description

Start-to-Finish

Activity B Cannot FINISH until activity A STARTS

Start-to-Start

Activity B cannot START until activity A STARTS

Finish-to-Start

Activity B cannot START until activity A FINISHES

Finish-to-Finish

Activity B cannot FINISH until activity A FINISHES

As Shown in MS Project

PDM Network Diagrams

Activity

Description

Predecessor

Duration
(Weeks)

ES

EF

LS

LF

Slack

Scope Documentation

Project Planning

Buy Materials

13

13

Prototype Design

13

16

16

19

Prototype Analysis

13

19

13

19

Prototype Implementation

D,E

19

24

19

24

Testing of Prototype

24

28

24

28

Presenting Prototype to
Customer

28

30

28

30

PDM Network Diagrams

LEGEND:

ES

EF

LS

LF

PDM Network Diagrams

0

13

13

LEGEND:

ES

EF

LS

LF

13

19

13

19
19

24

24

28

19

24

24

28

13

16

28

30

16

19

28

30

PDM Network Diagrams

Forward Pass

2
3

Backward Pass
1
Start Date of a Project

End Date of a Project (Customer)

PDM Network Diagrams

Variance in Scheduling

Variance =
=
=
z=

E is sum of the expected time of the critical path

D is the desired due time
is the total path deviation

Critical Chain Project Management

(CCPM)
TOC (Theory Of Constraints)
All complex system have a constraint that limits their ability to
achieve their goals.

CCPM method
Is a method of planning and managing projects that are having
difficulty due to lack of the resources required to execute
project task.

CCPM - Example
Activity

Predecesso
r

Duration
(Days)

Resources

ES

EF

LS

LF

Slack

Deb

Bob

Ian

10

10

Kim

D
E

Bob

10

C,E

Rob

10

16

10

16

Project Crash
Crash Point

Normal Point

Cost Duration Trade-offs

Project Crash - Example

Normal

Crash

Activity

Cost

Maximum
Crash Time

20

50

70

40

80

160

30

10

60

90

25

11

50

150

30

100

160

30

40

70

70

70

Time

Cost

Time

Cost

Fast Tracking
FAST TRACKING is a technique to shorten the duration of a project
to meet the target dates. This accomplished by overlapping some of
the activity. The main ide of fast tracking is to decrease project
time from the schedule without sacrificing scope and quality.

Summary
Precedence Diagramming Method
Network Diagram
Critical Path
Fast Tracking Technique
Critical Chain Project Management