Project Management

Week 4: Project Scheduling

Tran Van Ly
Industrial Engineering & Management
International University
Email: tvly@hcmiu.edu.vn
22/03/05 1
Room: A2-504
 Recall previous week
Scope baseline:
- Project Scope Statement
- The WBS organizes and defines the total scope of the
project
- WBS dictionary
LEARNING OBJECTIVES

 Constructing the network:

AON & AOA

4
 Gantt chart
 Solving the network
 Using Microsoft Project
software
 INTRODUCTION
 Project time management includes the processes
required to manage timely completion of the project.
 The project time management processes and their
associated tools and techniques are documented in the
schedule management plan.
 The schedule management plan is contained in, or is a
subsidiary plan of, the project management plan:
 may be formal or informal,
 highly detailed or broadly framed,
 includes appropriate control thresholds.
 DEFINE ACTIVITIES
 Define activities is the
process of identifying
the specific actions to
be performed to
produce the project
deliverables.
 Activities provide a
basis for estimating,
scheduling, executing,
and monitoring and
controlling the project
work.
 DEFINE ACTIVITIES: INPUTS

 Scope baseline:
 The project deliverables, constraints, and assumptions
documented in the project scope baseline are considered
explicitly while defining activities.
 Enterprise environmental factors:
 Project management information system (PMIS)
 Organizational process assets:
 Existing formal and informal activity planning-related
policies, procedures, and guidelines
 Lessons-learned knowledge base containing historical
information regarding activities lists used by previous
similar projects
 DEFINE ACTIVITIES:
TOOLS & TECHNIQUES
 Decomposition:
 subdivide the project work packages into smaller, more
manageable components.
 the activity list, WBS, and WBS dictionary can be developed
either sequentially or concurrently.
 the WBS and WBS dictionary as the basis for development of the
final activity list.
 Rolling wave planning:
 a form of progressive elaboration planning where the work to be
accomplished in the near term is planned in detail and future
work is planned at a higher level of the WBS.
 work can exist at various levels of detail depending on where it is
in the project life cycle.
 DEFINE ACTIVITIES:
TOOLS & TECHNIQUES
 Templates:
 A standard activity list or a portion of an activity list from a
previous project is often usable as a template for a new
project.
 Templates can also be used to identify typical schedule
milestones.
 Expert judgment:
 Project team members or other experts, who are
experienced and skilled in developing detailed project
scope statements, the WBS, and project schedules, can
provide expertise in defining activities.
 DEFINE ACTIVITIES: OUTPUTS

• Activity list:
– A comprehensive list including all schedule activities required on
the project.
– Includes the activity identifier and a scope of work description for
each activity in sufficient detail to ensure that project team
members understand what work is required to be completed.
• Activity attributes:
– Identify the multiple components associated with each activity.
– Can be used to identify the person responsible for executing the
work, geographic area, or place where the work has to be
performed, and activity type such as level of effort (LOE), discrete
effort, and apportioned effort (AE)
• Milestone list:
– Identify all milestones and indicates whether the milestone is
mandatory, such as those required by contract, or optional, such
as those based upon historical information.
 SEQUENCE ACTIVITIES
 Sequence activities is the process of identifying and
documenting relationships among the project activities.
 Activities are sequenced using logical relationships.
 SEQUENCE ACTIVITIES:
AOA
 Activity-on-arc (activity-on-arrow – AOA):
 An arrow is used to represent an activity
 The head of the arrow indicate the direction of progress of
the project.
 The precedence relations among activities are introduced
by defining events
 An event represent a point in time that signifies the
completion of one or more activities and the beginning of
new ones.
 Activities originating from a certain event cannot start until
the activities terminating at the same event have been
completed.
 SEQUENCE ACTIVITIES:
AOA
 Rules for constructing the AOA diagram:
 Each activity is represented by one and only one arrow in
the network.

1 A
C
3 4

2 B
 SEQUENCE ACTIVITIES:
AOA
 Rules for constructing the AOA diagram:
 No two activities can be identified by the same head and
tail events.

2
A
A D1

1 2
1 3
B
B
 SEQUENCE ACTIVITIES:
AOA
 Rules for constructing the AOA diagram:
 No two activities can be identified by the same head and
tail events.

2
A
D1 A
1 2
1 3
B
B
 SEQUENCE ACTIVITIES:
AOA
 Rules for constructing the AOA diagram:
 No two activities can be identified by the same head and
tail events.

2
A
A B
1 2
1 3
D1
B
 SEQUENCE ACTIVITIES:
AOA
 Rules for constructing the AOA diagram:
 No two activities can be identified by the same head and
tail events.

2
A D1
A
1 2
1 3
B
B
 SEQUENCE ACTIVITIES:
AOA
 Rules for constructing the AOA diagram:
 To ensure the correct representation in the AOA
diagram, the following questions must be
answered as each activity is added to the
network:
 Which activity must be completed immediately

before this activity can start?

 Which activity must immediately follow this

activity?
 Which activity must occur concurrently with

this activity?
 EXAMPLE: ABC ASSOCIATES
 Consider the following project:
Activity Immediate Predecessors
A --
B --
C A
D A
E A
F B,C
G B,C
H E,F
I E,F
J D,H
K G,I
 EXAMPLE: ABC
ASSOCIATES
The AOA network for ABC Associates:

D
H J
E
1 4

A
C F End
Start 2 I
B
G K

3
 SEQUENCE ACTIVITIES:
AON
 Activity-on-node (AON):
 Activities are represented on nodes.
 The arrows are used to denote the precedence relations
among activities.
 It is convenient to add a single start node and a single end
node.
 EXAMPLE

Monitoring & Controlling

Processes
Planning

Enter phase/ Initiating Closing Exist phase/

start project Processes Processes End project

Executing

Project Management Process Groups

 EXAMPLE – PHASES

 Project
 SEQUENCE ACTIVITIES:
AON
 Some construction rules for AON networks:
 All nodes, except the terminal node, must have at least
one successor.
 All nodes, except the first one, must have at least one
predecessor.
 There should be only one start node and one terminal
node.
 Every arrow must have a head and a tail.
 An arrow specifies only the precedence relations, it does
not represent the durations of activities.
 Cycle or close-loop paths through the network are not
permitted.
 EXAMPLE: ABC ASSOCIATES
 Consider the following project:
Activity Immediate Predecessors
A --
B --
C A
D A
E A
F B,C
G B,C
H E,F
I E,F
J D,H
K G,I
 EXAMPLE: ABC
ASSOCIATES
The AON network for ABC Associates:

D
J

H
E
A

Start End
I
C F

K
B G
 EXAMPLE: ABC
ASSOCIATES
The AON network for ABC Associates:

D
J

H
E
A

Start End
I
C F

K
B G
 ESTIMATE ACTIVITY DURATIONS

 Estimate Activity Durations is the process of

approximating the number of work periods needed
to complete individual activities with estimated
resources.
 The inputs for the estimates of activity duration
originate from the person or group on the project
team who is most familiar with the nature of the
work in the specific activity.
ESTIMATE ACTIVITY DURATIONS
 ESTIMATE ACTIVITY DURATIONS:
INPUTS

 Activity list
 Activity attributes

 Activity resource requirements

 The estimated activity resource requirements will have an
effect on the duration of the activity, since the resources
assigned to the activity and the availability of those
resources will significantly influence the duration of most
activities.
 Resource calendars
 The type, quantity, availability, and capability, when
applicable, of both equipment and material resources,
which could significantly influence the duration of schedule
activities, are also considered
 ESTIMATE ACTIVITY DURATIONS:
INPUTS

 Project scope statement

 The constraints and assumptions from the project scope
statement are considered when estimating the activity durations
 Enterprise environmental factors
 Duration estimating databases and other reference data
 Productivity metrics
 Published commercial information

 Organizational process assets

 Historical duration information
 Project calendars
 Scheduling methodology
 Lessons learned
 ESTIMATE ACTIVITY DURATIONS:
TOOLS & TECHNIQUES

 Expert judgment
 can provide duration estimate information or recommended
maximum activity durations from prior similar projects
 used to determine whether to combine methods of estimating and
how to reconcile differences between them
 Analogous estimating:
 uses parameters from previous, similar projects as the basis for
estimating the same parameters or measures of future projects.
 less costly and time consuming than other techniques, but it is also
less accurate.
 frequently used to estimate project duration when there is a limited
amount of detailed information about the project
 ESTIMATE ACTIVITY DURATIONS:
TOOLS & TECHNIQUES

 Parametric estimating:
 uses a statistical relationship between historical data and
other variables to calculate an estimate for activity
parameters.
 produce higher levels of accuracy depending upon the
sophistication and underlying data built into the model.
 Example: run new cable to the switches on every floor in a
building.
 suppose you have 10,000 meters of new cable to run.
 from past experience it takes one hour to install 100 meters.

 an estimate duration for this activity is 100 hours to run the

new cable.
 the cable activity duration estimate is 100 hours.
 ESTIMATE ACTIVITY DURATIONS:
TOOLS & TECHNIQUES

 Three-point-estimate:
a  4m  b
tE 
6
m = most likely time
a = optimistic time
b = pessimistic time
 Reserve analysis:
 Duration estimates may include contingency reserve into the
overall project schedule to account for schedule uncertainty.
 The contingency reserve may be
 A percentage of the estimated activity duration,
 A fixed number of work periods,

 Developed by using quantitative analysis methods.

 ESTIMATE ACTIVITY DURATIONS:
OUTPUTS
 Activity duration estimates
 Activity duration estimates are quantitative assessments of
the likely number of work periods that will be required to
complete an activity.
 Activity duration estimates may include some indication of
the range of possible results.
 Project document updates
 Activity attributes
 Assumptions made in developing the activity duration
estimate such as skill levels and availability
 DEVELOP SCHEDULE

 Develop schedule is the process of analyzing activity

sequences, durations, resource requirements, and
schedule constraints to create the project schedule.
 Developing an acceptable project schedule is often an
iterative process.
 Schedule development can require the review and
revision of duration estimates and resource estimates to
create an approved project schedule that can serve as a
baseline to track progress.
DEVELOP SCHEDULE
 DEVELOP SCHEDULE: INPUTS
 Activity list
 Activity attributes
 Project schedule network diagrams
 Activity resource requirements
 Resource calendars
 Activity duration estimates
 Project scope statement: assumptions and constraints
that can impact the development of the project schedule.
 Enterprise environmental factors: a scheduling tool that
can be used in developing the schedule.
 Organizational process assets: Scheduling methodology,
and Project calendar.
 DEVELOP SCHEDULE:
TOOLS & TECHNIQUES
 Critical path method (CPM):
 CPM can be used to
determine the earliest/latest
start and finish times for
each activity, the entire
project completion time and
the slack time for each
activity.
 A critical path for the network
is a path consisting of
activities with zero slack.
 EXAMPLE: ABC ASSOCIATES
 Consider the following project:
Immed. Optimistic Most Likely Pessimistic
Activity Predec. Time (Hr.) Time (Hr.) Time (Hr.)
A -- 4 6 8
B -- 1 4.5 5
C A 3 3 3
D A 4 5 6
E A 0.5 1 1.5
F B,C 3 4 5
G B,C 1 1.5 5
H E,F 5 6 7
I E,F 2 5 8
J D,H 2.5 2.75 4.5
K G,I ` 3 5 7
 NODE CONFIGURATION

Activity name/number Earliest start

Earliest finish
A 0 3

3 0 3
Latest finish

Activity duration Latest start

 EXAMPLE: ABC ASSOCIATES
 PERT Network Representation

D
J

A H
E
End
I

Begin
C F
K

B G
 UNCERTAIN ACTIVITY TIMES

 In the three-point estimate approach, the time to

complete an activity is assumed to follow a Beta
distribution.
 An activity’s mean completion time is:

t = (a + 4m + b)/6
 An activity’s completion time variance is:

2 = ((b-a)/6)2
 a = the optimistic completion time estimate
 b = the pessimistic completion time estimate
 m = the most likely completion time estimate
 EXAMPLE: ABC ASSOCIATES

 Activity Expected Time and Variances

t = (a + 4m + b)/6 2 = ((b-a)/6)2
Activity Expected Time Variance
A 6 4/9
B 4 4/9
C 3 0
D 5 1/9
E 1 1/36
F 4 1/9
G 2 4/9
H 6 1/9
I 5 1
J 3 1/9
K 5 4/9
DETERMINING THE CRITICAL PATH

 Step 1: Make a forward pass through the network as

follows: For each activity i beginning at the Start node,
compute:
 Earliest Start Time = the maximum of the earliest finish times
of all activities immediately preceding activity i. (This is 0 for an
activity with no predecessors.)
 Earliest Finish Time = (Earliest Start Time) + (Time to complete
activity i).
The project completion time is the maximum of the
Earliest Finish Times at the Finish node.
 EXAMPLE: ABC ASSOCIATES
Job Earliest Earliest
 PERT Network Representation start finish
Mean

D 6 11
J 19 22
5
3

A 0 6 H 13 19

6 E 6 7 6

1
End
I 13 18
5
Begin
C 6 9 F 9 13
3 4 K 18 23
5

B 0 4 G 9 11
The maximum Earliest Finish
4 2 Time, max EF = 23
 DETERMINING THE CRITICAL PATH
 Step 2: Make a backwards pass through the network as
follows: Move sequentially backwards from the Finish
node to the Start node. At a given node, j, consider all
activities ending at node j. For each of these activities,
(i,j), compute:
 Latest Finish Time = the minimum of the latest start times
beginning at node j. (For node N, this is the project completion
time.)
 Latest Start Time = (Latest Finish Time) - (Time to complete activity
(i,j)).
 EXAMPLE: ABC ASSOCIATES
Job Earliest Earliest
 PERT Network Representation start finish
Mean Latest start Latest finish

D 6 11
J 19 22
5 15 20
3 20 23

A 0 6 H 13 19

E 6 7 6 20
6 0 6
1 12 13
End
I 13 18
5 13 18
Begin
C 6 9 F 9 13
3 6 9 4 9 13 K 18 23
5 18 23

B 0 4 G 9 11

4 5 9 2 16 18
DETERMINING THE CRITICAL PATH
 Step 3: Calculate the slack time for each activity by:
Slack = (Latest Start) - (Earliest Start), or
= (Latest Finish) - (Earliest Finish).
A critical path is a path of activities, from the Start
node to the Finish node, with 0 slack times.
EXAMPLE: ABC ASSOCIATES
 Earliest/Latest Times
Activity ES EF LS LF Slack
A 0 6 0 6 0 *critical
B 0 4 5 9 5
C 6 9 6 9 0*
D 6 11 15 20 9
E 6 7 12 13 6
F 9 13 9 13 0*
G 9 11 16 18 7
H 13 19 14 20 1
I 13 18 13 18 0*
J 19 22 20 23 1
K 18 23 18 23 0*
 Critical Path (A-C-F-I-K)
 EXAMPLE: ABC ASSOCIATES
 PERT Network Representation
D 6 11
J 19 22
5 15 20
3 20 23

H 13 19

E 6 7 6 14 20

1 12 13
End

Begin

B 0 4 G 9 11

4 5 9 2 16 18
EXAMPLE: ABC ASSOCIATES
 Probability the project will be
completed within 24 hrs
2 = 2A + 2C + 2F + 2I + 2K
= 4/9 + 0 + 1/9 + 1 + 4/9
Probability
=2
Z  = 1.414
z = (24 - 23)/(24-23)/1.414 = .71

From the Standard Normal Distribu

tion table
 = tp x Time :
P(z < .71) = .5 + .2611 = .7611
 DEVELOP SCHEDULE: OUTPUTS
 Project schedule:
 the project schedule includes a planned start date and planned
finish date for each activity
 may be presented in summary form, sometimes referred to as the
master schedule or milestone schedule, or presented in detail
 often presented graphically, using one or more of the following
formats:
 Milestone charts
 Bar charts

 Project schedule network diagrams

 DEVELOP SCHEDULE: OUTPUTS
 Schedule baseline
 a specific version of the project schedule developed from the
schedule network analysis
 the final, approved version of the project schedule with baseline
start and baseline finish dates and resource assignments
 Schedule data
 Includes at least the schedule milestones, schedule activities,
activity attributes, and documentation of all identified assumptions
and constraints
 Resource requirements by time period, often in the form of a resource
histogram
 Alternative schedules, such as best-case or worst-case, not
resource-leveled, or resource-leveled, with or without imposed dates
 Scheduling of contingency reserves
 DEVELOP SCHEDULE: OUTPUTS
 Project document updates
 Activity resource requirements
 Activity attributes
 Calendar
 Risk register
 GANTT CHART
 A Gantt chart is a horizontal bar chart that visually
represents a project plan over time. Modern Gantt
charts also show the status and who’s responsible for—
each task in the project.
 KEY ELEMENT OF GANTT
CHART
 Task list: Runs vertically down the left of the gantt
chart to describe project work and may be
organized into groups and subgroups
 Timeline: Runs horizontally across the top of the
gantt chart and shows months, weeks, days, and
years
 Dateline: A vertical line that highlights the current
date on the gantt chart
 Bars: Horizontal markers on the right side of the
gantt chart that represent tasks and show
progress, duration, and start and end dates
 KEY ELEMENT OF GANTT
CHART
 Milestones: Yellow diamonds that call out major
events, dates, decisions, and deliverables
 Dependencies: Light gray lines that connect
tasks that need to happen in a certain order
 Progress: Shows how far along work is and may
be indicated by % Complete and/or bar shading
 Resource assigned: Indicates the person or
team responsible for completing a task
 Gantt Charts as Planning Tools
https://
sphweb.bumc.bu.edu/otlt/MPH-Modules/HPM/ProjectManage
mentTools/pmTools4.html
 LINEAR PROGRAMMING
APPROACH FOR CPM ANALYSIS
Example:

C, 8
A, 5

B, 3 D, 7 F, 4 G, 5
1 3 4 5 6

E, 7
 LINEAR PROGRAMMING
APPROACH FOR CPM ANALYSIS
 LP model:
MIN t6;
Subject to: t2 - t1 >= 5; activity A
t3 - t1 >= 3; activity B
t4 - t2 >= 8; activity C
t4 - t3 >= 7; activity D
t4 - t1 >= 7; activity E
t5 - t4 >= 4; activity F
t6 - t5 >= 5; activity G
t3 - t2 >= 0; dummy activity
t1 = 0;
 USING MICROSOFT
PROJECT SOFTWARE
 USING MICROSOFT
PROJECT SOFTWARE -
INTERFACE
 USING MICROSOFT
PROJECT SOFTWARE – KEY
STEPS
 USING MICROSOFT
PROJECT SOFTWARE
 USING MICROSOFT
PROJECT SOFTWARE
 USING MICROSOFT
PROJECT SOFTWARE
 USING MICROSOFT
PROJECT SOFTWARE
 SUMMARY & HW
 AOA, AON
 Sequence Activities

 Estimate Activity Durations

 Determining the critical path

 Normal Distribution of Project Time

 Gantt Chart

 Linear Programming

 Using Microsoft Project software

 0.01

 Z=0.71
 =0.7+0.01

 0.7

 0.2611
  0.5+0.2611

=0.7611

Z

 = 23 x = 24 days