Egypt Scholars Presented by Mohamed Khalifa Hassan Jan 2014

Transcription

1 Project Management Six Session Egypt Scholars Presented by Mohamed Khalifa Hassan Jan 2014 Mohamed Khalifa, 2014 All Rights 1

2 7. Scheduling 2

3 7. Scheduling 7.1 Scheduling techniques 7.3 Critical path method 7.3 Logical schedule alternatives 3

4 7.1 Scheduling techniques Activity sequencing Activity sequencing is a planning process that involve identifying and documenting interactivity dependencies among project activities for the purpose of creating the project schedule. 4

5 7.1 Scheduling techniques Activity A Predecessor Activity B Successor Dependency Relationships Finish-to-start (FS) Finish-to-Finish (FF) Start-to-Start (SS) Start-to-Finish (SF) Description The predecessor activity must finish before the successor activity can start. The predecessor activity must finished before the successor activity can finish. The predecessor activity must start before the successor activity can start. Can be expressed as, "Activity A Must start before Activity B can finish The predecessor activity must start before the successor activity can finish. Activity A must start before Activity B can finish Example The foundation for the house must be finished (Activity A) before the framing can start (Activity B) Construction must be finished (Activity A) before the building inspection can be finished (Activity B) The building design must start (Activity A) before the electrical layout design can start (Activity B) The electrical inspections must start(activity A) before you can finish dry walling (Activity B) 5

6 7.1 Scheduling techniques 6

7 7.1 Scheduling techniques Dependency determination: Establishes dependencies among the activities, creating logical sequences. Dependency Description Example Mandatory Hard Logic ; Dictated Work.The dependency is inherent to the work itself. Activity must be done in specific sequence Discretionary Soft logic ; Preferred logic ; Best practice ; preferential logic. Dependencies defined by the project management team at their discretion External Dependencies contingent on input from outside the project activities Books can t be bound before they re printed The sponsor would like to see the book s cover design as soon as possible, so the team may decide to have the cover artwork done before the inside illustrations. The books can t be printed until the shipment of paper arrives 7

8 7.2 Critical path method You created a project network diagram and acquired activity duration estimates to help you develop your overall project schedule. Now you can establish the start and finish times for each of the activities in your project and determine the duration of the entire project. You need to identify the critical path. 8

9 7.2 Critical path method Standard Diagram Notations ES : Early start. The earliest time an activity can start. EF : Early finish. The earliest time an activity can finish. The EF for the first activity is same as its duration. LF Late finish. The latest time an activity can finish. The LF for the last activity is the same as its EF time. LS late start. The latest time an activity can start. The LS for last activity = EF-DU. LS for any predecessor activity = LF-DU DU Duration. The number of work periods required for completion of an activity. Critical path:- The Critical path is the network path that has the longest total duration. Activities on the critical path cannot be delayed or the whole project will be delayed unless subsequent activities are shortened. 9

10 7.2 Critical path method The Critical Path calculation: Calculated by doing forward pass to calculate ES & EF for each activity and then backward pass to calculate the LS and LF for each activity. The path with longest total duration and no scheduling flexibility is the critical path (ES=LS & EF=LF) & Float = 0 Float : Float is the amount of time an activity can be delayed from its ES without delaying the project finish date. In arrow diagramming method networks, float is called slack. Total Float = Late Start (LS) Early Start (ES) OR Late Finish (LF) Early Finish (EF). Free Float : The amount of time an activity can be delayed without delaying the ES of any activity that immediately follows it is known as free float. Free float is not shared among activities Free Float = ES of successor activity (EF of the last activity + Lag). Free Float Total Float (Float) (Slack) Total Float (Float) (Slack) 10

11 7.2 Critical path method Lag 11

12 Workshop (20 Min) 12

13 7.3 Logical schedule alternative Develop Schedule 13

14 7.3 Logical schedule alternative Schedule network analysis: Produce the project schedule through a mix of analysis Schedule network analysis is a technique used to calculate the theoretical early and late start and finish dates for all project activities. This also generates float or slack. Schedule network analysis may be achieved using one of four methods: Critical Path Method (CPM) ; Critical Chain Method ;What-if Scenario and Resource Leveling Critical path method (CPM) Analysis that calculates early and late start and finish dates for all activities in the project. Critical Chain Method: Alters the project schedule to accommodate limits on resources. Involves adding buffer activities to keep focus on activity durations. 14

15 7.3 Logical schedule alternative Resource leveling: Assist in making scheduling decisions when there are resource management concerns. What-if scenario analysis : Analysis that involves creating a scenario, ( What if X happened? ), and then calculating various possible project durations. Simulation involves calculating multiple project duration with different set of activity assumptions (Mont Carlo Simulation) Adjusting lead and lags: Leads and lags may need to be adjusted to accommodate other scheduling elements. 15

16 7.3 Logical schedule alternative Schedule Compression:- Schedule compression is the shortening of the project schedule without affecting the project scope. Compression may be achieved one of two ways: 1 Fast tracking 2 - Crashing 1 - Fast Tracking : Fast tracking is the process of compressing total project duration by performing some activities concurrently that were originally scheduled sequentially. Some fast-tracking may entail looking very creatively at the network diagram to see some discretionary dependencies could be done completely independently. 16

17 7.3 Logical schedule alternative 2 - Crashing: Crashing is a schedule compression method that analyzes cost and schedule tradeoffs to determine how to obtain the greatest amount of schedule compression for the least incremental cost. Crashing typically involves allocating more resources to activities on the critical path in an effort to shorten their duration and thereby increases project costs. 17

18 7.3 Logical schedule alternative Schedule Tool: May include available commercial software or in-house, custom-built applications. Now you need to assign actual start and finish dates to each activity, 18

19 7.3 Logical schedule alternative Schedule Baseline A Schedule baseline is a specific version of the project schedule developed from the schedule network analysis. It is accepted and approved by the project management team as the schedule baseline Schedule Data Schedule data for the project schedule includes the schedule milestones, schedule activates, activity attributes, and documentation of all identified assumptions and constrains. Supporting details include :- - Resource requirements by time period - Alternative schedules, such as best-case or worst case, not resource-leveled or resource leveled - Scheduling of contingency reserves 19