Time Management
• Process required for the timely completion
of project.
– Activity Definition
– Activity sequencing
– Activity Duration Estimation
– Schedule Development
– Schedule Control
Planning & Scheduling Projects 1
1. Activity Definition
• INPUTs: • OUTPUTs:
– Work breakdown – Actrivity list
– Scope statement – Supporting Detail
– Historical information
– Assumption/ constraints
• Tools:
– Decomposition
– Templates
Planning & Scheduling Projects 2
1. Activity Definition
• Work Breakdown Structures:
– A deliverable oriented grouping of project
elements that organizes and define the total
scope of the project
Planning & Scheduling Projects 3
Work Breakdown Structures
Planning & Scheduling Projects 4
Work Breakdown Structures:
Planning & Scheduling Projects 5
Work Breakdown Structures
Planning & Scheduling Projects 6
2. Decomposition
• Subdividing project elements into smaller
more manageable components in order to
provide better management control.
• The final outputs are described as
ACTIVITIES.
Planning & Scheduling Projects 7
Activity Sequencing
• INPUTs: • OUTPUTs:
– Activity list – Project network
– Product description diagram
– Mandatory / – Activity list update
Discretionary • Tools:
dependencies
– Precedence diagram
– Arrow diagramming
method
– Network templates
Planning & Scheduling Projects 8
Mandatory / Discretionary
dependencies
• Mandatory dependencies
– Inherent in the project; physical limitation,
Also known as HARD LOGIC
• Discretionary dependencies
– Are defined by the project team
– Lesson learned, best practices are used to
outlined them
Planning & Scheduling Projects 9
PLANNING & SCHEDULING PROJECTS
OBJECTIVES:
1. Cost (budget, labor, material, etc.)
2. Schedule (completion date, intermediate milestone,
Problem Budget & Schedule)
3. Performance (specifications, characteristics, measure.
Require tradeoffs)
Planning & Scheduling Projects 10
Scheduling Methods
Gantt Charts
Network methods
Gantt Chart:
Utilize a bar or milestone chart.
Similar to Gantt Charts Scheduling for intermitternt process.
Week
No. Activity 1 2 3 4 5 6 7
1 Dig Basement
2 Pour Footings
3
4
Lay Block Foundation
Finish Below-Grade Work
5 Install Main Floor
6 Erect Frame
7 Secure Outside Sheathing
8 Install Roof Boards
9
10
Install Windows
Finish Rough-In-Frame
Activity (Gantt Chart Project example.)
Milestone Planning & Scheduling Projects 11
Serial Activity
Parallel Activity
When and how long the activity take place.
Disadvantages
Complex projects
Does not show interdependencies and relationships between
activities.
Scheduling and rescheduling is difficult for complex projects.
Planning & Scheduling Projects 12
Network Method:
Arrows represents activities.
Milestones (events) shown in circles.
Network project chart for
Constructing a House
1 3 5 7
Dig Lay Block Install Secure Outside Sheathing
Basement Foundation Main Floor
8
Start 4 10
2 Secure Outside Sheathing
6
Pour Finish Below-
Erect 9
Footings Grade Work
Frame Install Windows
AOA = Activity On Arrow convention.
Arrows leading to an activity are called predecessors.
Arrows leading out of the circle are called successors.
Predecessor activity must be completed before any succeeding activity
can begin.
Planning & Scheduling Projects 13
Constant Time Network:
Each activity is assumed to be a constant
2
3 5 Event
2
1 4
Activity
4 2
3
Activity to be identified by its text and head number pair.
Activity 1-2 identifies the activities or arrow going from event 1 & 2
Planning & Scheduling Projects 14
Dummy Activities:
Zero time
To indicate a precedence relationship only.
A dummy activity is needed if two activities have identical predecessor
and successor activities.
E F H a) Activities F and G have the same
predecessor (E) and the same successor
(H).
G
Planning & Scheduling Projects 15
C A
b) Activities A and B have a common
E predecessor (E), but they have
different predecessors (C and D).
C I
c) Activities C and D have a common
K successor (K), but different successors
(I and J)
J
D
Planning & Scheduling Projects 16
Event Calculation
Event time
tij = Time to complete activity from event 'i' to event 'j'
Ej = Earliest time event j can occur based on
completion of all predecessor activities. (Calculated in a
sequential fashion by starting at the beginning of the
network to the end).
Lj = Latest times event j can occur without delaying the
project.
Planning & Scheduling Projects 17
Forward computational for Earliest time:
Ei = 0
Ej = maxi(Ei + tij), where maximization occur over all
event i which are immediate predecessors of event j.
3
2
Network forward pass. Early
3 5 occurrence Ej, values shown
2 below each event j.
0 1 4 8
4 2
3
5
Planning & Scheduling Projects 18
Backword computational for Latest time:
Define Ln = En
where, 'n' = Last event in the network.
Li = minj(Lj - tij)
3
2
Network backward pass. Latest
3 5 occurrence, L, values shown
2 above each event i.
0 1 4 8
4 2
3
6
Planning & Scheduling Projects 19
1. L4 = E4 = 8
2. L3 = L4 - t34 = 8 - 2 = 6
3. L2 = min(8-5,6-2) = 3
4. L1 = min(3-3, 6-2) = 0
Slack of event = Si = Li - Ei
Activity Calculation:
Activity start and finish times.
Scheduling the activity(arrows)
calculate activity start and finish times.
ES(a) = Early start of activity 'a'
EF(a) = Early finish of activity 'a' Four schedule time for
an activity.
LS(a) = Late start of activity 'a'
LF(a) = Late finish of acitvity 'a'
Planning & Scheduling Projects 20
EF = 5
ES = 10
(a)
EF = 10
ES is the bigger of the preceding EF
(b)
LS = 5
LF =5
LS = 10
LF is the smaller of the preceding LS
Planning & Scheduling Projects 21
3
2 [3, 8]
[0, 3] [3, 8] Activity start and finish times.
[0, 3] 3 5 [ES, EF]
2 [LS, LF]
0 1 4 8
[0, 4]
[2, 6]
4 2 [5, 7]
[3, 5]
[6, 8]
3 [4, 6]
6
Forward activity pass:
ES(a) = 0 , starting activities
EF(a) = ES(a) + t(a)
ES(a) = max[EF(all predecessors of 'a'
Where, t(a) = duration of activity 'a'
Backward activity pass:
LF(a) = min[LS(all successors of a)]
LS(a) = LF(a) - t(a)
Planning & Scheduling Projects 22
Slack:
Total slack time = LS(a) - ES(a) = LF(a) - EF(a)
Free Slack = min[ES(all successors of a)] - EF(a)
ACTIVITY TIMES
Activity ES EF LS LF Total Slack Free Slack
1-2 0 3 0 3 0 0
1-3 0 4 2 6 2 1
2-3 3 5 4 6 1 0
2-4 3 8 3 8 0 0
3-4 5 7 6 8 1 1
Total Slack: Time an activity duration can be increased without delaying the project
Free Slack: Time an activity can be increased without delaying the very next activity
Planning & Scheduling Projects 23
Precedence Diagramming Method
Arrows represent precedence relationship between activities
Activity on Node Representation
Correspond to the Gantt Chart
PDM TIME SCHEDULE
Activity Activity
1-2 2-4
Activity
2-3
Activity Activity
1-3 3-4
Planning & Scheduling Projects 24
2-4
This figure
PROJECT COMPLETION
shows critical 1-2
path (no
slack) 1-2 and
2-4 2-3
1-3 3-4
0 1 2 3 4 5 6 7 8
Representation of time delays and precedence:
B can start B can finish
FS = 3 no sooner than
no sooner than A B A B
3 days after A 6 days after A
Finish Start
is completed SF = 6 has started
Start Finish
B can finish
B can start B FF = 4 no sooner than
no sooner than A
B 4 days after A
2 days after A SS = 2 A has started
has started Start Start
Planning & Scheduling Projects Finish Finish 25
Example: Problem 14 Page 686
Draw the network and identify the critical path. Also calculate the
earliest-latest starting and finishing times for each activity:
Activity Preceding activity Time (Weeks)
A - 4
B - 6
C A,B 7
D B 8
E B 5
F C 5
G D 7
H D,E 8
I F,G,H 4
Planning & Scheduling Projects 26
The AOA Network
C
2 4 F
A
D G I
7 8
1 3 5
B
E
H
6
Planning & Scheduling Projects 27
FORWARD PASS
EsC=6 EfC=13
C EsF=13
EfA=4 2 4 F
7
A 4 0 5 EfF=22 EfI=22
EsA=0 EsD=6 EsG=14 I
EfD=14
D G EfG=21
7 8
1 3 5
B 6 EfB=6 8 7 4
EsI=22
EsB=0 E 0 EfH=22
EsE=6
5 H 8
EfE=11 6
EsH=14
Planning & Scheduling Projects 28
REVERSE PASS
LsC=10 LfC=17 LsF=17
LfA=10
C
2 4 F
7
A 4 0 5
LfF=22 LsI=22 LfI=26
LsA=10 LsD=6 LsG=15
D G LfG=22 7 8
1 3 5
B 6 LfB=6
8 LfD=14 7 I 4
LsB=0 LfH=22
LsE=9 E 0
5 H 8
LfE=14 6
LsH=14
Planning & Scheduling Projects 29
Activity ES EF LS LF Total slack Free Slack
A 0 4 6 10 6(6-0) 6(10-4)
B 0 6 0 6 0(0-0) 0(6-6)
C 6 13 10 17 4(10-6) 4(17-13)
D 6 14 6 14 0(6-6) 0(14-14)
E 6 11 9 14 3(9-6) 3(14-11)
F 13 18 17 22 4(17-14) 4(22-18)
G 14 21 15 22 1(15-14) 1(22-21)
H 14 22 14 22 0(14-14) 0(22-22)
I 22 26 22 26 0(22-22) 0(26-26)
Planning & Scheduling Projects 30
The Network Diagram
C [6,13]
2 7[10,17] 4 F [13,18]
A [0,4] 0 5[17,22]
4[6,10] I [22,26]
[0,6] D [6,14] G[14,21] 7
1 3 8[6,14]
5 7[15,22] 4[22,26]
8
B 6[0,6]
E 0 [14,22]
[6,11]
5[9,11]
H
8[14,22]
Planning & Scheduling Projects 31
The critical path is
B-D-G-I.
Time consumed is 6+8+7+4=25 weeks.
Planning & Scheduling Projects 32
PERT
Statistical approach to activity and project durations
Unfamiliar or experimental projects
Optimistic, most likely, pessimistic
PRACTICE vs. THEORY
Difficulty in defining end points of activities
New technologies used in R & D
Activities are not always completed successfully the first time
Time estimates are largely subjective evaluations
Planning & Scheduling Projects 33
PERT Networks
R & D projects
Polaris submarine
Three time estimates for each activity
To: optimistic time estimate
Tp: pessimistic time estimate
Tm : most likely time estimate
time estimates often exceeds most likely time or best estimate
Assumes actual activity times are Beta distribution
Skewed to the right ---- most likely to exceed the average
Te = (To + 4Tm + Tp)/6
assumed to be the constant time
can be used to calculate critical path and Te to evaluate the project
Vari (activity i ) =[( Tp - To)/6]2 = 6 standard deviation
Project complete time T
E(T) = Te
critical path
Var [T] = Var(i)
critical path
Planning & Scheduling Projects 34
PERT ACTIVITY TIMES
To Tm Te Tp
Planning & Scheduling Projects 35
CPM (CRITICAL PATH METHOD)
1.A graphical version of the activity and restrictions lists
[Link] are complex
[Link] and delivery schedules are difficult to predict
[Link] and manufacturing groups work as teams
[Link] for each product is ordered individually
[Link] and tooling vary from one product to the next
[Link] of workforce and rework is high
Planning & Scheduling Projects 36
Critical Path Method
Developed by [Link] Pont to schedule startup and shutdown of major plants.
Assumes time cost trade off total project cost versus total project time
Require time -cost function
Assume linearity
Allocations can be evaluated by linear progranuning to find minimum cost
Cost per day = (Crash cost - Normal cost ) / (Normal time - Crash time )
= (100 - 50 )/ (3-1) = $ 25/day
Planning & Scheduling Projects 37
CPM
Path Analysis: Calculate normal project time & cost
2 1. Compute normal completion time using forward pass.
1 4
Activity Normal Normal Crash Crash
Time Cost Time Cost
3
1-2 3 $ 40 1 $ 80
1-3 2 50 1 120
3 1-4 6 100 4 140
2 2-4 4 80 2 130
3 4 3-4 3 60 1 140
6 7
1 4
2 2. Normal project cost = sum of all activities cost = 330
3 3 3. Project can be reduced to 6 days by crashing 1-2 & 2-4
It cost $20/day to crash 1-2 & $25/day for 2-4; choose 1-2
2
Planning & Scheduling Projects 38
Large Scale Operations With PERT/CPM and LOB
Path Analysis
Install
11
Install rough plumbing 2 finish
and electrical 3 8
plumbing
0
6 Install Install
cooling and drywall 10 1 12
10 Install
Pour heating 4
basement kitchen
Install floor 2 9 3 Lay equipemts
drains 1 7 flooring Paint
Finish
3
0 carpentry
Erect frame
3
1 4 2 and root
2 Pour 3 4 4 13 1 Finish
Excavate Lay 6 wood floors
foundation Finish
and pour brickwork 5 2 roof 0
footings 2
Install 16 Finish 18
Lay 14 roof wood floors
storm 1 drainage
drains 1 Pour
2 5 walks:
15 Finish 17 landscape
Note: Activity times are in days
Planning & Scheduling Projects grading 39
Path Path Time
Number Paths in days
1 1-2-3-6-8-9-10-11-12-16-18 29
2 1-2-3-6-8-9-10-11-12-16-13-18 30
3 1-2-3-6-8-9-10-12-16-18 28
4 1-2-3-6-8-9-10-12-16-13-18 29
5 1-2-3-6-8-9-10-13-18 28
6 1-2-3-6-7-8-9-10-11-12-16-18 32
7 1-2-3-6-7-8-9-10-11-12-16-13-18 33
8 1-2-3-6-7-8-9-10-12-16-18 31 Nearly critical
9 1-2-3-6-7-8-9-10-12-16-13-18 31 paths
10 1-2-3-6-7-8-9-10-13-18 31
11 1-2-3-4-7-8-9-10-11-12-16-18 33
12 1-2-3-4-7-8-9-10-11-12-16-13-18 34 Critical Path
13 1-2-3-4-7-8-9-10-12-16-18 32
14 1-2-3-4-7-8-9-10-12-16-13-18 33 Nearly critical
15 1-2-3-6-7-8-9-10-13-18 32 paths
16 1-2-3-4-5-14-15-17-18 26
17 1-2-3-15-17-18 14
Planning & Scheduling Projects 40