4374 Lecture 06 Schedule_ time Management student

Learning Objectives

• Develop a Gantt chart.

• Create a project network diagram using Activity on Node (AON) technique.

• Identify and manage a project's critical path.

• Develop a PERT diagram.

• Understand precedence diagramming and recognize various activity relationships (finish-to-start, start-to-start, finish-to-finish, start-to-finish).

Schedule Development

• Combine elements to determine project start and end dates.

• May require iterations for accuracy.

• Aim for a realistic project schedule.

Activity Definition

• An activity is part of the work breakdown structure (WBS) with expected duration, cost, and resources.

• Involves a detailed understanding for accurate cost and duration estimates.

Activity Lists and Attributes

• An activity list includes:

  • Activity name

  • Identifier/number

  • Brief description

• Attributes provide details such as predecessors, successors, logical relationships, leads/lags, resource requirements, constraints, and assumptions.

Milestones

• Significant events with no duration.

• Require several activities to complete.

• Useful for setting goals and monitoring progress (e.g., customer sign-off).

Project Time Management Processes

• Planning Schedule Management: Policies and documentation for managing the schedule.

• Defining Activities: Identifying necessary activities for project deliverables.

• Sequencing Activities: Documenting relationships between activities.

• Estimating Activity Resources: Estimating resources required for activities.

• Estimating Activity Durations: Estimating time needed for activities.

• Developing the Schedule: Analyzing sequences and estimates to create the project schedule.

• Controlling the Schedule: Managing changes to the project schedule.

Gantt Charts

• Tools for planning and reporting project progress.

Arrow Diagramming Method (ADM)

• Activities are represented by arrows; nodes indicate start/end points.

• Primarily shows finish-to-start dependencies.

Precedence Diagramming Method (PDM)

• Uses boxes for activities and arrows to show relationships.

• Better than ADM for depicting various dependency types.

Task Dependencies

• Defines relationships between tasks:

  • Finish-to-start (FS): Task B starts after A finishes.

  • Start-to-start (SS): Task B starts when A starts.

  • Finish-to-finish (FF): Task B finishes with A.

  • Start-to-finish (SF): Task B finishes when A starts.

Critical Path Method (CPM)

• Determines total project duration based on a series of activities.

• The critical path has the longest duration and least slack.

Calculating the Critical Path

• Develop a network diagram and add duration estimates.

• Identify the longest path to determine the critical path.

More on the Critical Path

• The critical path can change as the project progresses; can have multiple paths.

Slack and Float

• Free Slack: Time activity can be delayed without impacting immediate subsequent activities.

• Total Slack: Time an activity can be delayed without affecting the overall project deadline.

Shortening Project Schedules

• Techniques include:

  • Reducing durations of critical tasks.

  • Crashing tasks for cost-efficient schedule compression.

  • Fast-tracking by overlapping tasks.

Program Evaluation and Review Technique (PERT)

• Developed for managing uncertain project durations.

• Uses probabilistic estimates based on optimistic, most likely, and pessimistic figures.

PERT Formula

• Weighted average = (Optimistic + 4 �d7 Most Likely + Pessimistic) / 6.

Schedule Control Suggestions

• Conduct reality checks and factor contingencies.

• Maintain open communication with stakeholders on schedule issues.

Controlling the Schedule

• Goals include status updates, managing changes, and employing tools like tracking Gantt charts.

Reality Checks on Scheduling

• Prepare a detailed schedule based on initial estimates and involve the project team for realism.

Leadership in Time Management

• Strong leadership enhances project success.

• Utilize empowerment and negotiation to address time management issues.

Chapter Summary

• Key processes in project time management:

  • Plan schedule management.

  • Define and sequence activities.

  • Estimate resources and durations.

  • Develop and control the schedule.