6/28/2019

Project scheduling, Monitoring&

Evaluation
• Steps of developing schedules
• Tools for scheduling, monitoring &
evaluation
 Gantt Chart
 Critical Path Method (CPM)
 Program Evaluation & Review

Technique (PERT)

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PROJECT SCHEDULING

• The allocation of
resources to optimize the
time and cost of project is
called 'scheduling'.
• Schedule is a listing of a
project milestone
activities, and
deliverables, usually
intended start and finish
dates.

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Basic Steps for developing schedules

Define Sequence Estimate Estimate Develop

activities activities activity activity Schedule
resources durations And
Budgets

Scheduling Tools

• Gantt Chart
• Network Diagrams
• Critical Path Method (CPM)
• Program Evaluation & Review Technique
(PERT)

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GANTT CHART

A Gantt chart is a horizontal bar chart developed as

a production control tool in 1917 by Henry L.
Gantt, an American engineer and social scientist.
• It is a visual representation of the sequencing
and duration of activities on any given project.
• It is easy to read and give each team members
overview of the project.

Network Diagrams

Graphical depiction of project tasks and their

inter-relationships.
Define the sequence of work in a project
Drawn from left to right
Reflect the chronological order of the activities
The distinguishing feature of a network diagram
is that the ordering of tasks is shown by
connecting with its predecessor and successor
tasks.
Network diagramming is a critical path
scheduling technique used for controlling
resources.

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Network Diagrams

Types of network diagrams

PERT – Performance Evaluation and

Review Technique
Better for new projects
Uses 3 time estimates to determine most
probable
CPM – Critical Path Method
Better for construction type projects
One time estimate

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Critical Path Method (CPM)

CPM is a network diagramming technique used to predict
total project duration.

• A critical path for a project is the series of activities that

determines the earliest time by which the project can be
completed.
• The critical path is the longest path through the network
diagram and has the least amount of slack or float.
• Slack or float is the amount of time an activity can be
delayed without delaying a succeeding activity or the
project finish date.
• Reducing an activity’s completion time is called
“crashing.”

Example

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Critical Path & Float

Critical Path
Sequence of tasks that forms the longest duration of the
project

Float
Amount of time that an activity may be delayed from its
earliest possible start date without delaying the project
finish date
Latest possible finish date – earliest possible start –
duration = total float

Budgeting

Budget = People + Resources + Time

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Program Evaluation & Review Techniques

• One of the most difficult and most error prone

activities when constructing a Project Schedule is
the determination of the TIME DURATION for each
task within a Work Breakdown Structure (WBS),
specially when there is a high degree of complexity
and uncertainty about a task.
• PERT is a technique uses three point estimates,
Optimistic time (O), Pessimistic time (P) and Realistic
Time (R) estimates, to calculate the EXPECTED TIME
(ET) or a particular task.

PERT Estimating
o The Optimistic time (O) and Pessimistic time
(P) reflects the minimum and maximum
possible periods of time for an activity to be
completed. The Realistic timeor the Most
likely time , reflects the Project manager’s
“Best Guess” of the amount of time required
for a task completion.
o Expected = [O + 4R + P] / 6

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CPM PERT

CPM uses activity oriented network. PERT uses event oriented Network.
Estimate of time for activities are
Durations of activity may be not so accurate and definite.
estimated with a fair degree of
accuracy.

Deterministic concept is used. Used extensively in Probabilistic model concept is used. Used mostly in projects
construction projects. A single time estimate is used in CPM of non- repetitive nature such as software development or
R&D.
Three time estimates are used,
optimistic, most likely and pessimistic.

CPM can control both time and cost when planning. PERT is basically a tool for planning

In CPM, cost optimization is given prime importance. The In PERT, it is assumed that cost varies directly with time.
time for the completion of the project depends upon cost Attention is therefore given to minimize the time so that
optimization. The cost is not directly proportioned to time. minimum cost results. Thus in PERT, time is the controlling
Thus, cost is the controlling factor. factor.

Event v/s Activity

Foundation digging started : is an event

Foundation is being dug : is an activity
Site located : is an event
Locate site : is an activity
Part A and B assembled : is an event
Assemble parts A and B : is an activity

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Three rules for constructing a network diagram

Rule 1: Each activity is represented by only one arrow in the network.

Rule 2: No two activities can be identified by the same head and tail events (a
dummy activity is introduced in such situations).
Rule 3: To ensure the correct precedence relationship in the network diagram,
answer the following three questions when adding an activity to the network:
What activities must be completed immediately before this activity can
start?
What activities must follow this activity?
What activities must occur concurrently with this activity?

Introduce dummy arrow

to comply
Two arrows
cannot enter B
same node

Boil Water
Add water and Milk to cup
3
Heat Milk

2
Heat Milk Add water and Milk to cup

1 3

Heat Milk Add water and Milk to cup

1 3

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Exercise

Activity Immediate Predecessor

EXERCISE

Immediately
Activity preceding activities
duration

A Shower - 3
B Dry hair A 8
C Fetching car - 7
D Iron clothes - 12
E Dress and make-up B,D 10
F Drive to interview C,E 20

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Methods to draw network diagrams

PERT (Program Evaluation and Review technique)
Estimating based on 3 formulas:
PERT Duration: (P + 4M + O)/6
Standard Task Deviation: (P – O)/6
Task Variance:
Total project estimate:
Add up all Optimistic, Most Likely and Pessimistic values of the
critical path tasks and apply P + 4M + O/6
Total project variance (+/-):
Add up the individual task variances and take the square root of the
value. Use the value as a +/- figure to compute the Optimistic and
Pessimistic values. The total project estimate will serve as the basis.

Monte Carlo Simulation:

• Uses a computer with PERT values (P, M, O) and a network
diagram but does not use the PERT formula
• Indicates
 Probability of completing project on a specific day
 Probability of completing project for any specific amount of cost
 Probability of any task actually being on critical path
 Overall project risk

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General Comments:
Bar (Gantt) Charts
Weak Planning Tool, effective progress and reporting tool
Does not show interdependencies of tasks
Does not help organize the project more effectively
Network Diagrams (PERT, CPM, PDM)
Shows task interdependencies
Aids in effectively planning and organizing work
Provides a basis for project control
Milestone Charts
Only shows major events
Good for reporting to management and customer
Flow Charts
Depicts workflow and not commonly used for project management

https://www.officetimeline.com/14-days-trial

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Minimal Integrated Integration

Validation Prototype Prototype 5/21/2018
9/24/2017 12/20/2017 4/1/2018
2017 2018
Jun Aug Oct Dec Feb Apr Jun

Today
6/18/2017 7/31/2018
Kick-Off Submission

Requirements 27 days 6/25 - 7/21

Validation 35 days 7/5 - 8/8

Data Analysis 39 days 7/25 - 9/1

Architectural Review System Design

Database 38 days 9/7 - 10/14

Data Improve 26 days 9/25 - 10/20

Coding 63 days 10/15 - 12/16

Website Testing Online Testing

Coding 85 days 1/15 - 4/9

System Testing 37 days 3/25 - 4/30

Stabilization 57 days 4/1 - 5/27

Performance Enhancing Integration with Website

User Acceptance Testing 20 days 6/14 - 7/3

Documentation 24 days 7/2 - 7/25

Stage 1 Submission 21 days 7/10 - 7/30

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Integrat Integrat
Minimal
Validati ed ion
5/21/20
Prototy
on
9/24/20 Prototyp 18
pe
12/20/2 4/1/20
17 017
e
18
2017 2018
Jun Aug Oct Dec Feb Apr Jun

6/18/20 Today 7/31/20

Kick-
17 Submiss
18
Off ion
Requirem 27 6/25 -
ents days 7/21
Validati 35 7/5 -
on days 8/8
Data 39 7/25 -
Analysis days 9/1
Architectural System
Review Design
Datab 38 9/7 -
ase days 10/14
Data 26 9/25 -
Improve days 10/20
Codi 63 10/15 -
ng days 12/16
Website Online
Testing Testing
Codi 85 1/15 -
ng days 4/9
System 37 3/25 -
Testing days 4/30
Stabilizati 57 4/1 -
on days 5/27
Performance Integration with
Enhancing Website
User Acceptance 20 6/14 -
Testing days 7/3
Documenta 24 7/2 -
tion days 7/25
Stage 1 21 7/10 -
Submission days 7/30

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