American College of Technology
Project Scope and Scheduling
(MAPM512)
Chapter 2
Project Schedule
2
Chapter Objectives
At the end of this chapter, students shall be able to:
develop the knowledge on basic concepts of project
scheduling
Understand and practice the major project scheduling
techniques and tools
2.0 Introduction
Schedule
Øa list of things to do usually with times
when they should be done.
4
Establishing Project Schedule…
ØScheduling Advantages/Uses
• Encourages planning
• Guideline project execution
• Establish day-to-day priorities
• Control of progress (targets, milestones)
• Achieve better resource allocation
• Minimize project costs
Establishing Project Schedule…
ØScope & details (components) of a project schedule
Each WBS element to be performed & assigned –WBS
Review
Required predecessor task(s) - Sequencing (Networking)
Resources scheduled for each task - Specification
Expected duration of each task - PERT
(earliest & latest) Start and end date of tasks – Time
Algorithm
Total cost/resource requirement of project activities – Cost
Analysis
Types of Project Scheduling Techniques
i. Milestones
ii. GANTT (Bar) Chart
iii. Net Work Scheduling
i. MILESTONES
simply uses a tabular format to show the project
activities in the first column, the starting and
finishing times in the subsequent columns.
Below is a simple example of a schedule using
milestones in a house construction project.
XYZ House Construction Project Milestone Chart
Work Item Start Finish
A. Clear Site March 1 March 7
B. Level Site March 7 March 22
C. Excavate Foundation March 22 March 29
D. Lay Reinforcement March 29 April 1
E. Pour Concrete April 1 April 2
F. Order Re-Bars March 1 March 26
G. Cut & Bend Re-Bars March 26 March 28
H. Order Cement March 15 March 30
I. Order Aggregates March 15 March 30
----------------------
----------------------
ii. GANTT (BAR) CHART
is a chart drawn to scale on a rectangular coordinate,
with each activity listed down on vertical axis and the
duration on the horizontal axis.
qHorizontal solid lines represent the activities with
dashed lines indicating the float.
qThe chart can be based on both the Earliest Start Time
(EST) and the Latest Start Time (LST).
Gantt Chart …..
Steps:
1. List all activities in the plan
2. Plot the tasks onto the graph paper
3. Schedule Activities
4. Presenting the Analysis
Activity
Taking your project in to account:
Develop a WBS structure
Milestone or Gantt chart
ANY QUESTION?
15
2.1. Create Precedence Network
Diagram
(Networking)
16
iii. Net-Work Scheduling (CPM-PERT)
Basics
graphical/schematic representation of a project plan showing
the interrelationships of the various activities as a network.
Uses arrows & nodes
Combines the results of the time estimates and computation
with a net-work.
Techniques in net-work scheduling
Critical Path Scheduling/method (CPS) and
Program Evaluation & Review Technique
(PERT).
CPM
Features & Purpose
schematic representation of the various events and
activities of a project by means of arrow net-working
with a view to identifying the most critical activities
and events as well as estimating the time required to
complete the project.
Diagrammatically we represent as follows.
An activity by arrow ( )
An event by circle
Events and activities are linked as follows.
Tail Event Head Event
ØEach activity links two events: Tail Event and Head
Event.
ØEvents are numbered and activities are identified by the
combination of tail and head event numbers.
ØUsually descriptions and time estimates are written along
the arrow.
CPM-Scheduling Steps
1. Identify tasks
2. Determine the Sequence of Work Effort
3. Estimate Task Duration
4. Establish Start and Finish Date
Identification of Activities
For the irrigation project Nine activities are identified
A. Field survey & design
B. Repair of canal earth works
C. Detailed design of drainage system
D. Repair barrage
E. Lay road foundation
F. Build canal structures (including lining)
G. Construction of drainage system
H. Road paving
I. Trial operations
Defining Project activities - WBS Review
Logical Sequence of Activities
Ø To define the logical sequence three questions
must be answered concerning the activity.
(i) What activities must be completed before the
activity under consideration can be started.
(ii)What activities can not start until after the
activity under consideration has been
completed.
(iii)What activities can be undertaken
simultaneously with the activity under
consideration.
Activity sequencing – Networking
Activity sequencing – Networking
Logical Sequence of Activities for Irrigation Project
Activities which must be Activities which can not start
completed before the activity Activity in question until after the activity in
in question can start question has been completed
(1) (2) (3)
None A. Field survey & design B, C, D
A B. Repair canal earth works E, F
A C. Re-design drainage system G
A D. Repair barrage I
B E. Lay road foundations H
B F. Build canal structure H
C G. Construct drainage system I
E, F H. Surface road I
D, G, H I. Trial operations None
ANY QUESTION?
27
2.2. Perform critical path calculations
(Time algorithm)
28
Estimating Duration of Activities
Estimating Duration of Activities
• Single Estimate/Deterministic Approach
Øused in projects with adequate
• Historical experience/data
• Expert advice
• Multiple Estimate/Probabilistic Approach
te= (a+4m+b)
6
OR
te= Optimistic time + 4(likely time) + Pessimistic time
6
Duration of activities for Irrigation Project
Activity Estimated Duration
Expected
Duration
(t)
No. Task Optimistic Most Likely Pessimistic
(a) (m) (b)
A Field Survey & Design 1 1.5 5 2
B Repair Canal Structure 2 11.75 18 12
C Re-design Drainage System 4 9.5 12 9
D Repair Barrage 7 12 17 12
E Lay Road Foundation 1 2 9 3
F Build Canal Structures 2 5 8 5
G Construct Drainage System 6 11.5 20 12
H Surface Road 0.5 1 1.5 1
I Trial Operations 0.5 1 1.5 1
J Dummy Activities* 0 0 0 0
* A dummy is an activity which does not require time or resources, but which nevertheless
helps construct the network in a logical manner
Analyzing the Net-Work
ØUsing estimated duration of activities an estimate of
the overall duration of the project can be made.
ØThis is given by the duration of the longest path
through the network from the start event to the end
event. This path is known as Critical Path .
ØThe activities on it are Critical Activities.
ØCritical activities are activities that, if even slightly
delayed, will hold up the scheduled completion date
of the entire project.
qThe network, on the irrigation project has four paths
leading from event 1 (the start event) to event 8 (the end
event). They are:-
Path I: 1 2 2 12 3 3 5 0 6 1 7 1 8 = 19
Path II. 1 2 2 12 3 5 6 1 7 1 8 = 21
Path III. 1 2 2 12 7 1 8 = 15
Path IV. 1 2 2 9 4 12 7 1 8 = 24
qFrom analyzing the network the longest path is Path IV (
1-2-4-7-8) which takes a duration of 24 months and is the
Critical Path in this project.
Activity/Event Times Analysis
A. Earliest time analysis
Earliest Starting (ES) = earliest finishing (longest) time of
preceding activities
Earliest Finishing (EF) = ES + duration of the activity
B. Latest time analysis
Note: Latest Starting (LS) & Latest Finishing (LF) times of the last
activity are equal to its ES & EF
Latest Finishing (LF) = LS (shortest) times of succeeding activities
Latest Starting (LS) = LF minus the activity’s duration
C. Slack/Delay Time
LF-EF or LS-ES
ANY QUESTION?
37
2.3. Create time scaled and pictorial
schedule charts
38
Schedule Development
pictorial schedule charts
Time scaled schedule table
Act Time/week Predecessor/s ES EF LS LF Slack/Delay
Time
A 2 None 0 2 0 2 0
B 12 A 2 14 5 17 3
C 9 A 2 11 2 11 0
D 12 A 2 14 11 23 9
E 3 B 14 17 19 22 5
F 5 B 14 19 17 22 3
G 12 C 11 23 11 23 0
H 1 E,F 19 20 22 23 3
I 1 D,G,H 23 24 23 24 0
Gantt Chart
Work Item March March March April
(1-10) (11-20) (21-30) (1-8)
A. Clear Site
B. Level Site
C. Excavate
Foundation
D. Lay
Reinforcement
E. Pour Concrete
F. Order Re-Bars
G. Cut & Bend Re-
Bars
H. Order Cement
I. Order Aggregates
Milestone Chart
Computing costs
Total operating cost = operating cost/n x n
Total overhead cost = overhead cost/n x n
Total project cost = total operating cost + total overhead cost
example
• Assuming the weekly average operational costs and
weekly overhead costs to be birr 25,000 and birr 1800
respectively, we can compute the total project
implementation costs as follows.
Total operating cost = birr 25,000/week x 24 weeks
= birr 600,000
Total overhead costs = birr 1800/week x 24 week
= birr 43,200
Total project cost = birr 600,000 + birr 43,200
= birr 643,200
Schedule Control
ANY QUESTION?
46
Individual Activity
Develop network diagram for the following ICT
Project and Identify its Alternative Paths
Handle the Time Analysis (ES, EF, LS, LF, Slack,
Crash)
Determine its Critical Path
Compute its Total Cost at Daily Operating Cost
= Br. 5000 and Daily Overhead Cost = Br. 500.
ICT Project
Task/Activities Duration/Days Dependent on...
A. High level analysis 17 -
B. Selection of hardware platform 12 -
C. Installation & commissioning of hardware 7 B
D. Detailed analysis of core modules 10 B
E. Detailed analysis of supporting utilities 15 A,C
F. Programming of core modules 5 D
G. Programming of supporting modules 11 D
H. Quality assurance of core modules 13 E,F
I. Documentation 8 G,H
CHAPTER END QUESTIONS
Develop network diagram for
your project.
Develop a full project schedule
(time and cost, quality, risk,
communication, change)
12/30/22 49