EE 91 Project Scheduling

PROJECT SCHEDULING

a documented process for communicating the tasks that needs

to be done in the specific span of time and with the given

resources.

PROJECT SCHEDULING

aims to construct a timetable for the project where start and

finish times are assigned to individual project activities

PROJECT SCHEDULING

shows the sequence of activities in order to help plan for

the manpower, resources, and time

PROJECT PLANNING

essential to be done together with scheduling

information documentation required for an effective PLANNING:

a. Statement of Work (SOW)

b. Project Specifications

c. Milestone Schedule

d. Work Breakdown Structure (WBS)

STATEMENT OF WORK (SOW)

a description of work to be accomplished that includes

objectives, brief description, funding constraints, specifications,

and schedule

two Statement of Work,

• the SOW used in proposal

• that contract SOW when the bid was won

PROJECT SPECIFICATIONS

• a list identified as part of statement of work

• used for man-hour, equipment, and material estimates

• used as “definitive rulebook” and quality standard that dictates

how a project schedule must be built, maintained, and measured

MILESTONE SCHEDULE must have’s

a. Project start date

b. Project end date

c. Other major milestones

d. Data items such as deliverables or reports

WORK BREAKDOWN STRUCTURE (WBS)

• a detailed statement of work into smaller structure

• must be manageable and assignable to personnel

• must be independent or with minimum interaction with other work but must be integrated in the whole project.

• WBS progress must be measurable

WORK BREAKDOWN STRUCTURE (WBS)

PROJECT SCHEDULE MANAGEMENT

a process of establishing policies, procedures, and

documentation for planning, developing, managing, executing,

and controlling the project schedule

recommended steps for managing SCHEDULE

1. Define activities

2. Sequence of activities

3. Estimate the activity duration

4. Develop schedule

5. Control the schedule

SCHEDULING TECHNIQUES

1. Gantt Charts

2. Milestone charts

3. Line of Balance (LOB)

4. Networks

GANTT CHART

• a bar chart that illustrates a project

  schedule on a horizontal timeline. The beginning and the

  end of a bar is the start and end dates

• developed by Henry L. Gantt

MILESTONE CHARTS

focused on significant events scheduled at a planned time

Line of Balance (LOB)

usually straight-line schedule that list a finite number of deliverables in each period

Networks (a.k.a. Precedence Network)

a form of

scheduling that shows interdependencies between

events and activities through a construction of networks

Types of NETWORK SCHEDULING

• Precedence Diagram Method (PDM)

• Critical Path Method (CPM) – also called as Arrow Diagram Method (ADM)

• Program Evaluation and Review Technique (PERT)

• Graphical Evaluation and Review Technique (GERT)

PRECEDENCE DIAGRAM METHOD (PDM)

a visual representation of the activities and their sequence in the

project.

- the method consists of constructing nodes/boxes to represent

activities and connect them with arrow to show dependencies

Q for PRECEDENCE DIAGRAM METHOD (PDM)

• Precedence: What activities must precede the activity?

• Concurrence: What activities can go at the same time?

• Succession: What activity must follow the activity?

Predecessor Event

an event that immediately follows some

other event without any other events intervening. An event can

have multiple predecessor events and can be the predecessor of

multiple events

Successor Event

an event that immediately follows some other

event without any other intervening events. An event can have

multiple successor events and can be the successor to multiple

events.

PROGRAM EVALUATION AND REVIEW TECHNIQUE (PERT)

• a network scheduling that analyzes the relationship of each task in a project and the main objective is to determine the minimum time to complete the project.

• an event is the start and end point for a group of activities, and an activity is the work required to proceed from one event to another.

• the letter represents events, and the number represents the time needed to go from one event to another.

MERGE EVENTS

when more

than one activity comes and

joins as an event

BURST EVENTS

when more

than one activity leaves an

event

PROGRAM EVALUATION AND REVIEW TECHNIQUE (PERT)

often constructed from the end to start of

events and activities as the end date are usually fixed by

Owner’s Company, the contractor will have a front-end flexibility

CRITICAL PATH METHOD (CPM)

• also known as Arrow Diagram Method (ADM)

• type of network scheduling that analyze, scheduling constraints, interdependent activities and time for the tasks using the network diagram

• a type of network scheduling which is used in PERT

• determines the minimum time required for the project completion since it begins in the start and end point events

• used in simpler planning than PERT

To begin with CPM, we should have:

a. A list of all the activities required to complete the project

b. The time or duration that each activity will take to

complete the project

c. The relationship or dependencies between activities

CPM network diagram:

Early Event Time or Forward Pass

To calculate for the critical path:

• “Event cannot occur until activities leading into the event

have been completed.

• ”When two or more activities meet at an event, the largest

possible early event time is chosen

Late Event Time or Backward Pass

To calculate for the critical path:

• ““Event must occur before any activity leading out of an event

  may start.”

• When two or more activities meet at an event, the lowest

  value of possible time is chosen

Using Forward Pass:

Using Backward Pass:

SLACK or FLOAT

other terminologies of CPM

• the amount of scheduling leeway available to an activity. It is the spare time available to an activity not on the Critical Path.

WORK BREAKDOWN STRUCTURE (WBS)