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Copyright 2012 John Wiley & Sons, Inc.
Chapter 8
Scheduling
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8-3
Background
Sched"le is the con!ersion o' a pro(ect action
plan into an operating timeta)le
*asis 'or monitoring a pro(ect+ne o' the ma(or pro(ect management tools
Wor changes daily, so a detailed plan is
essential
ot all pro(ect acti!ities need to )e sched"led at
the same le!el o' detail
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8-4
Background Continued
Most o' the sched"ling is at the W*S
le!el, not the $or pacage le!el
+nly the most critical $or pacages may)e sho$n on the sched"le
Most o' the sched"ling is )ased on
net$or dra$ings
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8-5
et!ork Scheduling Advantage
Consistent 'rame$or
Sho$s interdependences
Sho$s $hen reso"rces are neededns"res proper comm"nication
etermines e/pected completion date
Identi'ies critical acti!ities
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8-6
et!ork Scheduling AdvantageContinued
Sho$s $hich o' the acti!ities can )e
delayed
etermines start datesSho$s $hich tas m"st )e coordinated
Sho$s $hich tas can )e r"n parallel
#elie!es some con'lict
llo$s pro)a)ilistic estimates
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et!ork Scheduling Techni"ues# PERT$A%M& and CPM $P%M&
P#% $as de!eloped 'or the Polarismissiles")marine pro(ect in 134
CPM de!eloped )y "Pont d"ring the same
time Initially, CPM and P#% $ere t$o di''erent
approaches5 CPM "sed deterministic time estimates and allo$ed
pro(ect cr"nching5 P#% "sed pro)a)ilistic time estimates
Microso't Pro(ect 6and others7 ha!e )lendedCPM and P#% into one approach
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Ter'inolog( Continued
Path- series o' connected acti!itiesCritical- n acti!ity, e!ent, or path $hich,
i' delayed, $ill delay the completion o' thepro(ectCritical Path- %he path thro"gh the
pro(ect $here, i' any acti!ity is delayed,the pro(ect is delayed5 %here is al$ays a critical path
5 %here can )e more than one critical path
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Ter'inolog( Continued
Se"uential Activities- +ne acti!ity m"st
)e completed )e'ore the ne/t one can
)eginParallel Activities- %he acti!ities can
tae place at the same time
)''ediate Predecessor- %hat acti!itythat m"st )e completed ("st )e'ore a
partic"lar acti!ity can )egin
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Ter'inolog( Continued
Activit( on Arro!- rro$s represent
acti!ities $hile nodes stand 'or e!ents
Activit( on ode- odes stand 'ore!ents and arro$s sho$ precedence
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A* and A*A +or'at
8ig"re 4-9
8ig"re 4-2
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Constructing the et!ork
*egin $ith S%#% acti!ity
dd acti!ities $itho"t precedences as
nodes5 %here $ill al$ays )e one
5 May )e more
dd acti!ities that ha!e those acti!ities asprecedences
Contin"e
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,antt $Bar& Charts
e!eloped )y :enry ;.
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Advantages and %isadvantage
d!antages5 asily "nderstood
5 Pro!ide a pict"re o' the c"rrent state o' apro(ect
isad!antage
5 i''ic"lt to 'ollo$ comple/ pro(ects
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Microsoft Pro-ect ,antt Chart
8ig"re 4-11
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Microsoft Pro-ect A* et!ork
8ig"re 4-12
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8-18
Solving the et!ork
%a)le 4-1
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8-19
The A* et!ork fro' the previoustable
8ig"re 4-19
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8-20
Calculating Activit( Ti'es
( )
( )
2
2
2
6
6
4
=
=
++=
ab
bmaTE
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8-21
The Results
%a)le 4-2
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8-22
Critical Path and Ti'e
8ig"re 4-13
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8-23
Critical Path and Ti'e Continued
8ig"re 4-1=
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8-24
Slack
8ig"re 4-1=
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8-25
Slack .alues
%a)le 4-9
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8-26
Precedence %iagra''ing
8inish to start
Start to start
8inish to 'inishStart to 'inish
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8-27
Precedence %iagra''ing Conventions
8ig"re 4-1>
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8-28
Microsoft Pro-ects
%a)le 4-?
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8-29
,antt Chart
8ig"re 4-14
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8-30
A* et!ork
8ig"re 4-1
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8-31
Microsoft Pro-ect Calendar
8ig"re 4-29
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8-32
Uncertaint( of Pro-ect Co'pletion Ti'e
ss"me acti!ities are statistically
independent
@ariance o' a set o' acti!ities is the s"mo' the indi!id"al !ariances
Interested in !ariances along the critical
path
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8-33
E/a'ple
( )
( ) 45.52645.1745.543
22.1745.5
7
33
4350)(
2
=+=+=
==
=
=
ZD
DZ
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8 3
To!ard Realistic Ti'e Esti'ates
Calc"lations are )ased on 1A chance o'
)eating estimates
Calc"lations can also )e )ased on 3A or 10A
Changing the percentage re"ires changing the
'orm"lae 'or !ariance
When "sing 3A, the di!isor changes to 9.2
When "sing 10A, the di!isor changes to 2.3=