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    Scheduling: Project Management (IE 408) - IE42FA3 Ruth Bango Siegfred Laborte

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    Siegfred Laborte
    This document discusses various scheduling techniques for project management including: 1) Precedence Diagramming Method (PDM) which uses network diagrams to show activity dependencies and critical paths. 2) Critical Chain Project Management (CCPM) which addresses resource constraints by buffering the critical chain. 3) Crashing which trades off time and cost by expediting individual activities. 4) Fast tracking which overlaps normally sequential activities to shorten the overall project duration.

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    Scheduling: Project Management (IE 408) - IE42FA3 Ruth Bango Siegfred Laborte

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    Siegfred Laborte
    31 views20 pages
    This document discusses various scheduling techniques for project management including: 1) Precedence Diagramming Method (PDM) which uses network diagrams to show activity dependencies and critical paths. 2) Critical Chain Project Management (CCPM) which addresses resource constraints by buffering the critical chain. 3) Crashing which trades off time and cost by expediting individual activities. 4) Fast tracking which overlaps normally sequential activities to shorten the overall project duration.

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    Operations Research - Scheduling

    Original Title

    Scheduling

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    This document discusses various scheduling techniques for project management including: 1) Precedence Diagramming Method (PDM) which uses network diagrams to show activity dependencies and critical paths. 2) Critical Chain Project Management (CCPM) which addresses resource constraints by buffering the critical chain. 3) Crashing which trades off time and cost by expediting individual activities. 4) Fast tracking which overlaps normally sequential activities to shorten the overall project duration.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    31 views20 pages

    Scheduling: Project Management (IE 408) - IE42FA3 Ruth Bango Siegfred Laborte

    Uploaded by

    Siegfred Laborte
    This document discusses various scheduling techniques for project management including: 1) Precedence Diagramming Method (PDM) which uses network diagrams to show activity dependencies and critical paths. 2) Critical Chain Project Management (CCPM) which addresses resource constraints by buffering the critical chain. 3) Crashing which trades off time and cost by expediting individual activities. 4) Fast tracking which overlaps normally sequential activities to shorten the overall project duration.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 20

    Scheduling

    CHAPTER 8

    Project Management (IE 408) IE42FA3


    Ruth Bango
    Siegfred Laborte

    Scheduling
    Is a plan to implement a project using an ordered
    sequence of activities with time allotted for each
    activity.

    Industry Software

    Project Networks
    PERT (Project Evaluation and Review Technique)
    Is project management tool used to schedule, organize, and coordinate
    tasks within a project

    CPM (Critical Path Method)


    A mathematically based modeling technique for scheduling a set of project
    activities

    PMBOK (Project Management Body of Knowledge)


    The Knowledge of Project Management

    ADM (Arrow Diagram Method)

    AOA (Activity-On-Arrow)
    AON (Activity-On-Node)

    Project Networks

    2 Weeks

    1 Week

    A
    Activities

    2
    2

    B
    2

    2
    1

    B
    2

    Burst

    Merge

    Project Dependencies Activities


    Mandatory Dependencies
    These dependencies are inherent to the project.

    Discretionary Dependencies
    These dependencies are defined by the project team.

    External Dependencies
    These dependencies involve relationships between the project and nonproject activities.

    PDM Network Diagrams

    PDM Network Diagrams


    Activity
    Dependency

    Description

    Start-to-Finish

    Activity B Cannot FINISH until activity A STARTS

    Start-to-Start

    Activity B cannot START until activity A STARTS

    Finish-to-Start

    Activity B cannot START until activity A FINISHES

    Finish-to-Finish

    Activity B cannot FINISH until activity A FINISHES

    As Shown in MS Project

    PDM Network Diagrams


    Activity

    Description

    Predecessor

    Duration
    (Weeks)

    ES

    EF

    LS

    LF

    Slack

    Scope Documentation

    Project Planning

    Buy Materials

    13

    13

    Prototype Design

    13

    16

    16

    19

    Prototype Analysis

    13

    19

    13

    19

    Prototype Implementation

    D,E

    19

    24

    19

    24

    Testing of Prototype

    24

    28

    24

    28

    Presenting Prototype to
    Customer

    28

    30

    28

    30

    PDM Network Diagrams

    LEGEND:

    ES

    EF

    LS

    LF

    PDM Network Diagrams


    0

    13

    13

    LEGEND:

    ES

    EF

    LS

    LF

    13

    19

    13

    19
    19

    24

    24

    28

    19

    24

    24

    28

    13

    16

    28

    30

    16

    19

    28

    30

    PDM Network Diagrams


    Forward Pass

    2
    3

    Backward Pass
    1
    Start Date of a Project

    End Date of a Project (Customer)

    PDM Network Diagrams

    Variance in Scheduling

    Variance =
    =
    =
    z=

    E is sum of the expected time of the critical path


    D is the desired due time
    is the total path deviation

    Critical Chain Project Management


    (CCPM)
    TOC (Theory Of Constraints)
    All complex system have a constraint that limits their ability to
    achieve their goals.

    CCPM method
    Is a method of planning and managing projects that are having
    difficulty due to lack of the resources required to execute
    project task.

    CCPM - Example
    Activity

    Predecesso
    r

    Duration
    (Days)

    Resources

    ES

    EF

    LS

    LF

    Slack

    Deb

    Bob

    Ian

    10

    10

    Kim

    D
    E

    Bob

    10

    C,E

    Rob

    10

    16

    10

    16

    Project Crash
    Crash Point

    Normal Point

    Cost Duration Trade-offs

    Project Crash - Example


    Normal

    Crash

    Activity

    Cost

    Maximum
    Crash Time

    20

    50

    70

    40

    80

    160

    30

    10

    60

    90

    25

    11

    50

    150

    30

    100

    160

    30

    40

    70

    70

    70

    Time

    Cost

    Time

    Cost

    Fast Tracking
    FAST TRACKING is a technique to shorten the duration of a project
    to meet the target dates. This accomplished by overlapping some of
    the activity. The main ide of fast tracking is to decrease project
    time from the schedule without sacrificing scope and quality.

    Summary
    Precedence Diagramming Method
    Network Diagram
    Critical Path
    Fast Tracking Technique
    Critical Chain Project Management

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