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CHAPTER NINE
Project Scheduling:
Networks, Duration Estimation, and Critical Path
To Accompany
PROJECT MANAGEMENT:
Achieving Competitive Advantage
By
Jeffrey K. Pinto
CHAPTER NINE
PROJECT FOCUS The Spallation Neutron Source Project
INTRODUCTION
9.1 PROJECT SCHEDULING
9.2 KEY SCHEDULING TERMINOLOGY
9.3 DEVELOPING A NETWORK
Labeling Nodes
Serial Activities
Concurrent Activities
Burst Activities
Merge Activities
9.4 DURATION ESTIMATION
9.5 CONSTRUCTING THE CRITICAL PATH
Calculating the Network
The Forward Pass
The Backward Pass
Laddering Activities
Hammock Activities
Steps to Reduce the Critical Path
Project Management Research in Brief Software Development Delays and Solutions
Summary
Key Terms
Solved Problems
Discussion Questions
Problems
Internet Exercises
MSProject Exercises
PMP Certification Sample Questions
Bibliography
TRANSPARENCIES
Activity A
Activity B Activity D
Activity C
Activity B
Activity A Activity C
Activity D
B Questionnaire design A
C Target market ID A
D Survey sample B, C
E Develop presentation B
F Analyze results D
G Demographic analysis C
H Presentation to client E, F, G
E
Dev. Present.
B
Design
A D F H
Contract Survey Analysis Present
C
Market ID G
Demog.
TE = A + 4(B) + C
6
WHERE:
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
9.10 (Cond)
B E
Design Dev. Present
5 6
A D F H
Contract Survey Analysis Present
5 13 4 2
C G
Market ID Demog.
6 9
1. Add all activity times along each path as we move through the
network (ES + Dur = EF),
5 B 10 10 E 16
Design Dev. Present
5 6
0 A 5 11 D 24 24 F 28 28 H 30
Contract Survey Analysis Present
5 13 4 2
5 C 11 11 G 20
Market ID Demog.
6 9
1. Subtract activity times along each path as you move through the
network (LF Dur = LS),
5 B 10 10 E 16
Design Dev. Present
6 5 11 22 6 28
0 A 5 11 D 24 24 F 28 28 H 30
Contract Survey Analysis Presentation
0 5 5 11 13 24 24 4 28 28 2 30
5 C 11 11 G 20
Market ID Demograph.
5 6 11 19 9 28
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
5 C 11 11 G 20
0 Market ID 8 Demograph.
5 6 11 19 9 28
ES ID EF
LS Duration LF
Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall
19
A1 A2 A3
Design Design Design
A1 A2 A3
Coding Coding Coding
A1 A2 A3
Debugging Debugging Debugging
5 B 9 12 G 21
13 10
18 4 22 22 9 31
0 A 5 5 C 12 12 H 22 31 I 35
0 9 9 0
0 5 5 14 7 21 21 10 31 31 4 35
5 D 11 11 E 25 25 F 31
0 user needs 0 Coding 0 Debugging
5 6 11 11 14 25 25 6 31
5 A 31
Hammock
26
ACTIVITIES
DISCUSSION QUESTIONS
b. Activity: any piece of work that will be performed during the project which has an
expected time and cost for completion
c. Early start: the earliest possible date upon which an uncompleted activity or project can
start based on sequencing and scheduling constraints
d. Early finish: the earliest possible date upon which an uncompleted activity or project
can be completed
e. Late start: the latest date an activity may start without delaying other project milestones
or the projects expected completion date
f. Late finish: the latest date an activity may end without delaying other project
milestones or the projects expected completion date
g. Forward pass: a process that works forward though the project network to determine
the earliest start and earliest finish time for an activity
h. Backward pass: a process that works backwards through the project network to
calculate the latest finish times for an uncompleted activity
j. AON: Activity on Node; a method of logic that determines activity networks in which
a node depicts an activity and arrows indicate sequencing between nodes
k. Float: a calculation which determines the amount of time an activity can be delayed
from its earliest start date without delaying the projects completion date l.
l. Critical Path: the path through the project network having the least amount of float time
and the longest time duration
m. PERT: Project Evaluation and Review Technique; a network analysis system based on
events and probability used when activities and their duration are difficult to define
2. Distinguish between serial activities and concurrent activities. Why do we seek to use
concurrent activities as a way to shorten a projects length?
Serial activities begin with the first step and proceeding to subsequent steps one at a time
sequentially until the project is completed. Serial activities must be completed in order
and one at a time. Therefore, step 2 can not begin until step1 has been completed, and so
on. Concurrent activities allow more than one activity to be performed during the same
time period. This means step 1 may still be in progress when step 2 is started. Project
teams seek out concurrent activities because they allow multiple phases of the project to
be progressing simultaneously. Time savings occur from several activities being
completed at the same time and delays in one step do not created delays in other
concurrent activities. This method allows activities to work more independently which
means the project can progress at a faster pace.
3. List three methods for deriving duration estimates for project activities. What are the
strengths and weaknesses associated with each method?
One method for deriving time estimates is past experience. This method is beneficial in
that it is easy and uses past examples of similar activities to predict future time estimates.
However, it is limited in that estimates can be distorted by extenuating circumstances,
changes in time and conditions, and information obsolescence. Another method uses
expert opinion. Again, the approach is simple to use and draws on experience and
knowledge of experts. The shortcomings here involve potential inadequacy of staff (at
least relative to the expert giving the opinion) and project-specific complications. A third
method employs mathematical derivations. This approach is more objective and allows
multiple estimates (based on best, most likely and worst case analysis). The weaknesses
of this method are that it is slightly more difficult to use and it disregards past failures
(a.k.a. lessons learned).
4. In your opinion, what are the chief benefits and drawbacks of using beta distribution
calculations (based on PERT techniques) to derive activity duration estimates?
Beta distribution allows for the likelihood that optimistic and pessimistic times will not
be symmetrical. By including realistic estimates of pessimistic and optimistic durations
beta distribution creates a more accurate distribution of alternative duration times. One
drawback to this method is that it is relies on estimates of pessimistic and optimistic time
estimates which not be reliable. There has also been some debate related to how the time
estimates in this method should be calculated and/or interpreted.
5. The shortest total length of a project is determined by the longest path through the
network. Explain the concept behind this statement. Why does the longest path
determine the shortest project length?
This is based on the concept of critical path. The critical path combines the project
activity network (the order to be followed for start/completion of activities) and the
estimated time duration of activities in the sequence (how long each activity will take to
complete) to determine the length of time required to complete the project. The longest
path of sequential events is used to establish the projects duration because the events in
the path must be performed one after another. Adding the duration times of activities in
the critical path will result in the shortest project length (i.e. how long it will take to
perform required serial activities).
6. The float associated with each project task can only be derived following the
completion of the forward and backward passes. Explain why this is true.
The forward pass establishes the earliest time that activities in the network can begin and
end. The backward pass determines the latest time activities in the network can begin
and end. Float time is the difference between the tasks latest and earliest end time (or
the tasks latest and earliest start time). Hence, float cannot be calculated until the
forward and backward pass have been completed.
PROBLEMS
SOLUTION:
This problem is intended to get students thinking sequentially; that is, developing first a
set of activities or tasks and then applying some informal sequential logic to the order so
that they can become familiar with concepts such as predecessor and successor activities.
The key is to challenge their sequencing to determine if they have correctly identified
both the necessary activities and the order in which they should be considered.
2. What is the time estimate of the following activity in which the optimistic
estimate is 4 days, pessimistic is 12 days, and most likely is 5 days? Show your
work.
SOLUTION:
Using the Beta distribution for probabilistic estimation, the formula is given as:
TE = (a + 4m + b)/6
Where:
m = most likely time to complete the activity, the mode of the distribution
TE = (4 + 4(5) + 12)/6, or
=6
3. Consider the following project tasks and their identified best, likely, and worst
case estimates of task duration. Assume the organization you work for computes
TE based on the standard formula. Calculate the TE for each of the following
tasks (round to the nearest integer):
A 5 5 20
B 3 5 9
C 7 21 26
D 4 4 4
E 10 20 44
F 3 15 15
G 6 9 11
H 32 44 75
I 12 17 31
J 2 8 10
SOLUTION:
Using the Beta distribution for probabilistic estimation, the formula is given as:
TE = (a + 4m + b)/6
Where:
m = most likely time to complete the activity, the mode of the distribution
A 5 5 20 8
B 3 5 9 5
C 7 21 26 20
D 4 4 4 4
E 10 20 44 22
F 3 15 15 13
G 6 9 11 9
H 32 44 75 47
I 12 17 31 19
J 2 8 10 7
A -
B -
C A
D B, C
E B
F C, D
G E
H F
I G, H
SOLUTION:
A C F
D I
E G
A. Construct the project activity network using AON methodology and label each
node.
B. Identify the critical path and other paths through the network.
Solution:
a.
Solution:
b)
Path Slack
Other paths are: ADG 2 days
AE G 1 day
BFG 2 days
A - 12 15 25 16
B A 4 6 11 7
C - 12 12 30 15
D B, C 8 15 20 15
E A 7 12 15 12
F E 9 9 42 15
G D, E 13 17 19 17
H F 5 10 15 10
I G 11 13 20 14
J G, H 2 3 6 3
K J, I 8 12 22 13
Solution:
a. Now, assume that activity E has taken 10 days past its anticipated duration to
complete. What happens to the projects schedule? Has the duration changed? Is
there a new critical path? Show your conclusions.
Solution:
Because Activity E has 10 days of slack associated with it, delaying the completion of
E by 10 days uses up all the slack; therefore, Activity E is now part of the projects
critical path. The overall projects schedule remains unchanged except there is a new
critical path: A-E-G-I-K
MSProject EXERCISES
Exercise 9.1
Consider the following information that you have compiled regarding the steps needed to
complete a project. You have identified all relevant steps and have made some
determination regarding predecessor/successor relationships. Using MSProject, develop
a simple Network diagram for this project, showing the links among the project activities.
Activity Predecessors
A Survey site -
B Install sewer and storm drainage A
C Install gas and electric power lines A
D Excavate site for spec house B, C
E Pour foundation D
Solution:
Entering the activities and assigning the predecessor relationships using MSProject, the
Network Diagram should resemble the following:
Microsoft product screen shot(s) reprinted with permission from Microsoft Corporation.
Exercise 9.2
Suppose we have a complete activity predecessor table (shown below) and we wish to
create a Network diagram highlighting the activity sequence for this project. Using
MSProject, enter the activities and their predecessors and create a complete activity
Network diagram for this project.
Activity Predecessors
A. Conduct competitive analysis -
B. Review field sales reports -
C. Conduct tech capabilities assessment -
D. Develop focus group data A, B, C
E. Conduct telephone surveys D
F. Identify relevant specification improvements E
G. Interface with Marketing staff F
H. Develop engineering specifications G
I. Check and debug designs H
J. Develop testing protocol G
K. Identify critical performance levels J
L. Assess and modify product components I, K
M. Conduct capabilities assessment L
N. Identify selection criteria M
O. Develop RFQ M
P. Develop production master schedule N, O
Q. Liaison with Sales staff P
R. Prepare product launch Q
Solution:
Entering the above values and predecessor relationships, we would derive the following network diagram. Note that as in the case of
Exercise 9.1, without duration estimates, all activities are assumed to be of similar duration, making every activity in the network part
of the critical path.
Microsoft product screen shot(s) reprinted with permission from Microsoft Corporation.
Exercise 9.3
Suppose that we add some duration estimates to each of the activities from exercise 9.1.
A portion of the revised table is shown below. Recreate the Network diagram for this
project and note how MSProject uses nodes to identify activity durations, start and finish
dates, and predecessors. What is the critical path for this network diagram? How do we
know?
Solution:
Entering the above values and durations, the network diagram would resemble the
following. If this network were shown on a computer screen, you would note that the
critical path is highlighted in red, identifying the activities A B D E as lying on the
critical path.
Microsoft product screen shot(s) reprinted with permission from Microsoft Corporation.