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Project Schedule Management: Prepared by Shwetang Panchal Sigma Institute of Management Studies

This document discusses project scheduling techniques including PERT and CPM networks. It covers the history of PERT and CPM, the key concepts and language used in these networks, how to build the networks, calculate activity times and critical paths, and extensions to traditional PERT/CPM including probabilistic analysis, simulation, Gantt charts, and precedence diagramming. The document uses examples and diagrams throughout to illustrate these project scheduling concepts and techniques.

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Shwetang Panchal
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294 views51 pages

Project Schedule Management: Prepared by Shwetang Panchal Sigma Institute of Management Studies

This document discusses project scheduling techniques including PERT and CPM networks. It covers the history of PERT and CPM, the key concepts and language used in these networks, how to build the networks, calculate activity times and critical paths, and extensions to traditional PERT/CPM including probabilistic analysis, simulation, Gantt charts, and precedence diagramming. The document uses examples and diagrams throughout to illustrate these project scheduling concepts and techniques.

Uploaded by

Shwetang Panchal
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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PROJECT SCHEDULE MANAGEMENT

Prepared by Shwetang Panchal Sigma Institute of Management Studies Chapter 5: Scheduling


the Project

PERT AND CPM NETWORKS


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Chapter 5: Scheduling

History

Late 1950s

Program Evaluation and Review Technique (PERT)


U.S. Navy, Booz-Allen Hamilton, and Lockeheed Aircraft Probabilistic activity durations Dupont De Nemours Inc. Deterministic activity durations

Critical Path Method (CPM)


Chapter 5: Scheduling

The Language of PERT/CPM

Activity

task or set of tasks use resources state resulting from completion of one or more activities consume no resources or time predecessor activities must be completed
Chapter 5: Scheduling

Event

The Language of PERT/CPM continued

Milestones

events that mark significant progress diagram of nodes and arcs used to illustrate technological relationships series of connected activities between two events
Chapter 5: Scheduling

Network

Path

The Language of PERT/CPM concluded

Critical Path

set of activities on a path that if delayed will delay completion of project time required to complete all activities on the critical path

Critical Time

Chapter 5: Scheduling

Building the Network


AOA Network AON Network

Chapter 5: Scheduling

Table 5-2 A Sample Set of Project Activities and Precedences

Chapter 5: Scheduling the Project

Stage 1 of a Sample AON network

Chapter 5: Scheduling

Figure 5-7 Stage 2 of a Sample AON Network

Chapter 5: Scheduling

Figure 5-3 A Completed Sample AON Network

Chapter 5: Scheduling

Figure 5-4 Stage 1 of a Sample AOA Network

Chapter 5: Scheduling

Figure 5-5 Stage 2 of a Sample AOA Network

Chapter 5: Scheduling

Figure 5-6a A Completed Sample AOA Network

Chapter 5: Scheduling

Figure 5-6b A Completed Sample AOA Network Showing the Use of a Dummy Task

Chapter 5: Scheduling

Table 5-2 A Sample Problem for Finding the Critical Path and Critical Time

Chapter 5: Scheduling the Project

Figure 5-7 Stage 1 of a Sample Network

Chapter 5: Scheduling

Figure 5-8 A Complete Network

Chapter 5: Scheduling

Figure 5-9 Information Contents in an AON Node

Chapter 5: Scheduling

Figure 5-10 The Critical Path and Time for Sample Project

Chapter 5: Scheduling

Calculating Activity Slack

LST - EST = LFT - EFT = Slack

Slack or Float

Chapter 5: Scheduling

Figure 5-11 An MSP Version of PERT/CPM Network

Chapter 5: Scheduling

Figure 5-12 A Modified Version of MSP Network

Chapter 5: Scheduling

PROJECT UNCERTAINTY AND RISK MANAGEMENT


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Chapter 5: Scheduling

Calculating Probabilistic Activity Times

Three Time Estimates


pessimistic (a) most likely (m) optimistic (b)

Chapter 5: Scheduling

Figure 5-13 The Statistical Distribution of all Possible Times for an Activity

Chapter 5: Scheduling

Activity Expected Time and Variance

Chapter 5: Scheduling

95 Percent Level

Task will be a or lower 5 percent of the time Task will be b or greater 5 percent of the time

Chapter 5: Scheduling

90 Percent Level

Task will be a or lower 10 percent of the time Task will be b or greater 10 percent of the time

Chapter 5: Scheduling

Task will be between a and b 95 percent of the time

95 Percent Level (Alternative Interpretation)

Chapter 5: Scheduling

Task will be between a and b 90 percent of the time

90 Percent Level (Alternative Interpretation)

Chapter 5: Scheduling

Figure 5-14 An AON Network

Chapter 5: Scheduling

Figure 5-15 An MSP Version of a Sample Problem Network

Chapter 5: Scheduling

Figure 5-16 A Pert/CPM Network for the Day Care Project

Chapter 5: Scheduling

Figure 5-17 An MSP Calendar for the Day Care Project, 4/16/00 to 5/27/00

Chapter 5: Scheduling

The Probability of Completing the Project on Time

=NORMDIST(D,,,TRUE)

Chapter 5: Scheduling

Figure 5-18 The Statistical Distribution of Completion Times of the Path a-b-dg-h

Chapter 5: Scheduling

Selecting Risk and Finding D

NORMINV(probability,,,TR UE)

Chapter 5: Scheduling

SIMULATION
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Chapter 5: Scheduling

Traditional Statistics Versus Simulation

Similarities

must enumerate alternate paths simulation does not require assumption of path independence

Differences

Chapter 5: Scheduling

Figure 5-20 The Distribution of Project Completion Times

Chapter 5: Scheduling

THE GANNT CHART


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Chapter 5: Scheduling

Figure 5-21 A Gantt Chart of a Sample Project

Chapter 5: Scheduling

Figure 5-22 A Gantt Chart of Sample Project Showing Critical Path, Path Connections, Slack, EST, LST, EFT, and LFT

Chapter 5: Scheduling

Figure 5-23 A Gantt Chart of a Day Care Project Showing Expected Durations, Critical Path, Milestone, and Resource Requirements

Chapter 5: Scheduling

Figure 5-24 A Progress Report on a Day Care Project Showing Actual Progress Versus Baseline

Chapter 5: Scheduling

EXTENSIONS TO PERT/CPM
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Chapter 5: Scheduling

Precedence Diagramming

Finish-to-start linkage Start-to-start linkage Finish-to-finish linkage Start-to-finish linkage

Chapter 5: Scheduling

Figure 5-25 Precedence Diagramming Conventions

Chapter 5: Scheduling

Other Methods

Graphical Evaluation and Review Technique (GERT)

combines flowgraphs, probabilistic networks, and decision trees allows loops back to earlier events and probabilistic branching

Chapter 5: Scheduling

QUESTIONS ? IF ANY ?
THANK edit Click to YOU Master subtitle style

Chapter 5: Scheduling

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