[go: up one dir, main page]

0% found this document useful (0 votes)
118 views37 pages

Network Scheduling Techniques

The document discusses network scheduling techniques for project management. It describes key concepts like critical path method (CPM), precedence diagramming method (PDM), activity-on-node (AON) vs activity-on-arrow (AOA) representations, and how to perform forward and backward passes to calculate early and late start/finish times on a project network diagram.

Uploaded by

xain khan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
0% found this document useful (0 votes)
118 views37 pages

Network Scheduling Techniques

The document discusses network scheduling techniques for project management. It describes key concepts like critical path method (CPM), precedence diagramming method (PDM), activity-on-node (AON) vs activity-on-arrow (AOA) representations, and how to perform forward and backward passes to calculate early and late start/finish times on a project network diagram.

Uploaded by

xain khan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 37

NETWORK SCHEDULING

TECHNIQUES

1 9/10/2021
*
PMI defines the scheduling process as:

“the identification of the project objectives and


the ordered activity necessary to complete the
project including the identification of resource
types and quantities required.”

Project scheduling defines the network logic


for all activities that must either precede or
succeed other tasks from the beginning of the
project until its completion.
2 9/10/2021
*
Provide a basis for planning and how to use
the resources
Identify the critical path and project
completion time
Identify where slacks (float) are
Reveal interdependencies of activities
Aid in risk analysis (what-if analysis)

3 9/10/2021
*

Show Help
interdependence schedule
resources
Show
Facilitate start &
communication finish
dates
Determine project Identify
completion critical
activities
4 9/10/2021
*
Network scheduling techniques provide a
logical process to consider the order in which
the project activities should occur.
The primary methods for developing project
activity networks are:
Program Evaluation and Review Technique (PERT)
Critical Path Method (CPM) – Also called Arrow Diagram
Method (ADM)
Precedence Diagram Method (PDM)

5 9/10/2021
*
There are two ways to show the network:
Activity-On-Node (AON) – nodes represent the activities
Activity-On-Arch (AOA) – archs represent the activities
AON is easier, and it used in commercial
software.

6 9/10/2021
*
activities on arrow

D E
B F
C

activities on node
D E

B
F

C
7 9/10/2021
*
PERT was developed in the late 1950s in
collaboration between the US Navy, Booz-Allen
Hamilton and Lockeed Corporation for the
creation of the Polaris missile program.
CPM was developed at the same time by
DuPont.
Over the years the differences between
PERT and CPM have blurred, so it is common to
refer these techniques as just PERT/CPM.

8 9/10/2021
*

PERT/CPM networks do not allow for leads


and lags between two activities; i.e. a
preceding activity must be completely finished
before the start of the successor activity.
Precedence Diagramming Method (PDM)
allows these leads and lags.
Most project management software systems
use PDM and show interrelationships on bar
charts.

9 9/10/2021
*

MONTHS AFTER GO-AHEAD


TASKS 1 2 3 4 5

5
10 9/10/2021
*
All activities must be linked to each other
Network diagrams flow from left to right
An activity cannot begin until all preceding
connected activities have been completed
Each activity should have a unique identifier
(number, letter, code, etc.)
Looping is not permitted
It is common to start from a single beginning
and finish on a single ending node
11 9/10/2021
*
Define the project and all of its significant
activities
Develop the relationship among activities
Decide which activities must precede others
Draw the network connecting all of the
activities
Compute the longest path which is the
critical path
Calculate activity slacks (float)
Use the network to help plan, schedule, and
control the project
12 9/10/2021
*
Nodes representing activities should be
labeled with the following information:
Identifier
Description
Duration
Early Start Time
Early Finish Time
Late Start Time
Late Finish Time
Float

13 9/10/2021
*

Early ID Early
Start Number Finish
Activity
Activity Descriptor
Float
Late Activity Late
Start Duration Finish

14 9/10/2021
*
Early Start (ES) – Earliest possible date an
activity can start based on the network logic
and any schedule constraints.
Early Finish (EF) = ES + Dur
Late Start (LS) – Latest possible date an
activity may begin without delaying a specified
milestone (usually project finish date).
Late Finish (LF) = LS + Dur

15 9/10/2021
*

*Successors • Merge activities


*Predecessors
*Network diagram • Burst activities
*Serial activities • Node
*Concurrent activities • Path
• Critical Path
B

A D E F

C
16 9/10/2021
*
Serial activities flow from one to the next
Concurrent activities are accomplished at
the same time
Merge activities have two or more
immediate predecessor
Burst activities have two or more successor
activities

17 9/10/2021
*

18 9/10/2021
*

19 9/10/2021
*

Activity A

Activity B Activity D

Activity C

20 9/10/2021
*

Activity B

Activity A Activity C

Activity D

21 9/10/2021
*

Activity Description Predecessors Duration


A Contract signing None 5
B Questionnaire design A 5
C Target market ID A 6
D Survey sample B, C 13
E Develop presentation B 6
F Analyze results D 4
G Demographic analysis C 9
H Presentation to client E, F, G 2

22 9/10/2021
*

E
B Dev. Present.
Design 6
5

A
Contract
5 F H
D
Survey Analysis Present
13 4 2

C
Market ID G
6 Demog.
9

23 9/10/2021
*
Path One: A-B-E-H = 18 weeks
Path Two: A-B-D-F-H = 29 weeks
Path Three: A-C-D-F-H = 30 weeks
Path Four: A-C-G-H = 22 weeks

Path three is the critical path

24 9/10/2021
*
Forward pass determines the earliest times
(ES) each activity can begin and the earliest it
can be completed (EF).
There are three steps for applying the
forward pass:
Add all activity times along each path as we move through
the network (ES + Dur = EF)
Carry the EF time to the activity nodes immediately
succeeding the recently completed node. That EF becomes
the ES of the next node, unless the succeeding node is a
merge point
At a merge point, the largest preceding EF becomes the ES
for that node (because the earliest the successor can begin is
when all preceding activities have been completed)
25 9/10/2021
*

5 B 10 10 E 16
Design Dev. Present
5 6

11 D 24 24 F 28 28 H 30
0 A 5 Survey Analysis Present
Contract 13 4 2
5

5 C 11 11 G 20
Market ID Demog.
6 9

Activity D is a merge point for B and C


Activity H is a merge
26 point for E, F, and G 9/10/2021
*
The goal of the backward pass is to
determine each activity's Late Start (LS) and
Late Finish (LF) times.
There are three steps for applying the
backward pass:
Subtract activity times along each path through the
network (LF – Dur = LS).
Carry back the LS time to the activity nodes immediately
preceding the successor node. That LS becomes the LF of the
next node, unless the preceding node is a burst point.
In the case of a burst point, the smallest succeeding LS
becomes the LF for that node (because the latest the
predecessor can finish is when any one of the successor
activities should start)
27 9/10/2021
*
10 E 16
5 B 10
Dev. Present
Design
22 6 28
6 5 11

28 H 30
0 A 5 11 D 24 24 F 28 Presentation
Contract Survey Analysis 28 2 30
0 5 5 11 13 24 24 4 28

5 C 11 11 G 20
Market ID Demograph.
5 6 11 19 9 28

Activities A, B, and C are burst points


28 9/10/2021
*
Since there exists only one path through the
network that is the longest, the other paths
must either be equal or shorter.
Therefore, there are activities that can be
completed before the time when they are
actually needed.
The time between the scheduled completion
date and the required date to meet critical
path is referred as the slack time.
The activities on the critical path have zero
slack time.
29 9/10/2021
*
The use of slack time provides better
resource scheduling.
It is also used as warning sign i.e. if
available slack begins to decrease then activity
is taking longer than anticipated.
Slack time is equal to:
LS – ES or LF – EF
Activities on the critical path have 0 slack;
i.e. any delay in these activities will delay the
project completion.

30 9/10/2021
*
5 B 10 10 E 16
1 Design 12 Dev. Present
6 5 11 22 6 28

0 A 5 11 D 24 24 F 28 28 H 30
0 Contract 0 Survey 0 Analysis 0 Presentation
0 5 5 11 13 24 24 4 28 28 2 30

11 G 20
5 C 11
8 Demograph.
0 Market ID
19 9 28
5 6 11

31 9/10/2021
*

Eliminate tasks on the Critical Path


Convert serial paths to parallel when possible
Overlap sequential tasks
Shorten the duration on critical path tasks
Shorten
early tasks
longest tasks
easiest tasks
tasks that cost the least to speed up

32 9/10/2021
*
Lag is the time between Early Start or Early
Finish of one activity and Early Start and Early
Finish on another activity.
For example, in a Finish-to-Start dependency
with a 10-day lag, the successor activity
cannot start until 10 days after the
predecessor activity has finished.
Lags are not the same as slacks. Lags are
between activities whereas slacks are within
activities.

33 9/10/2021
*
*Most common type of sequencing
*Shown on the line joining the modes
* Added during forward pass
* Subtracted during backward pass

0 A 6 6 B 11 15 C 22
Spec Design Design Check Lag 4 Blueprinting
6 5 7

34 9/10/2021
*
Lead allows an acceleration of the successor
activity. We can expedite the schedule by not
waiting a preceding activity to be completely
finished before starting its successor.
For example, in a Finish-to-Start dependency
with a 10-day lead, the successor activity can
start 10 days before the predecessor activity
has finished.

35 9/10/2021
*
Project ABC can be completed more efficiently
if subtasks are used (Fast Tracking)
A(3) B(6) C(9) ABC=18
days
A1(1) A2(1) A3(1)

B1(2) B2(2) B3(2)

Laddered
C1(3) C2(3) C3(3)
ABC=12 36 9/10/2021

days
*
Used as summaries for subsets of activities

0 A 5 5 B 15 15 C 18
0 5 5 5 10 15 15 3 18

0 Hammock 18
0 18 18

Useful with a complex


project or one that has
a shared budget37 9/10/2021

You might also like