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Enter Task
2 4
Link Task
6
MS Project Environment Track and Manage
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Schedulling Theory
Schedulling
Probabilistic
Deterministic
CPM
Non-CPM
PERT
Arrow Diagram
Precedence Diagram
Bar/Gantt Chart
Line Diagram
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Evaluation
and
Review
A probabilistic method where the durations of activities are described by probability distributions. Such as Primavera or Microsoft Project, which involve editing directly on the monitor and provide almost instantaneous results for the user.
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Arrow Diagram
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Critical activities are those having zero total float. If their start or finish times are delayed, they will extend the project duration. The set of interconnected critical activities through the network gives what is termed as the critical path.
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ADM PDM
A B D A B D
B A B
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D C D
A D D
B E
A D B E C
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Construction Method
Set Pilecap
Set Sloof
Piling Installation
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Activity which precede the current Activity is called Predecessor Activity which Followed the current Activity is called Successor
START
FINISH
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Linier Activity
C B
Burst Activity
ES
EF
Activity Name
A
d LS
C D
Merge Activity
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19
27
0
START
31
25
C 10
0
A 5
5
B 10
15
15
25
F 5
30
31
FINISH
15
15
25
26 25
G 6
31 31
31
15 ES
Task
21
E 6
EF
25
31
25
LS LF
31
Total Slack/Float
: LF - EF
Total Slack/float : The amount of time that a task can be delayed without delaying successors task
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F S F
In the "Finish-to-Start" relationship, the successor task may not begin until the predecessor task is completed.
In the "Finish-to-Finish" dependency, the successor task cannot finish until the predecessor task finishes.
In a "Start-to-Start" relationship, the successor cannot begins until the predecessor begins.
F Lag
Enter the Lag time to allow for overlap or delay. Enter the Lead time to allow early start
S Lead
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Finish-to-Start (FS) is the most common type of relationship. In the example below activity 020 cannot start until Activity 010 is finished. Monday Tuesday LT = 0 4 days lag to cure concrete
010 Foundation
020 Walls
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Start-to-Start (SS) represents the relationship between the start dates of two activities. Activity 060 can start 4 days after 050 has started.
Friday
050 Dig Trench 060 Lay Pipe
LT = 4
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Finish-to-Finish (FF) represents the relationship between the finish dates of two activities. Activity 200 can finish 3 days after Activity 100 is complete. Monday 100 Fabrication Thursday 200 Painting FF 3 days lag LT = 3
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Start-to-Finish (SF) represents the relationship between the start of the first activity with the finish of the following activity. Consider a crane hire for 6 days. The crane has two lifts which must be completed in 6 days. Therefore 6 days after Activity 010 starts 020 must finish. Monday 010 Lift 1 LT = 6
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020 Lift 2
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Firep
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Prelit
d Supdat
Predat
Prered
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73 78 0 Firep 5 73 78
The activities colored yellow i.e. Prop, Accpt, Predat, Prorep, Supdat, Supred, Anal, Drrep and Firep have zero total float and by definition they are critical activities. The path Prop-Accpt-Predat-Prorep-Supdat-Supred-Anal-DrrepFirep is the critical path. The remaining activities i.e. Prelit, Prered and Suplit have float and are non-critical activities. Their starts may be delayed by amounts up to their float values without extending the project completion time.
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The new resources have satisfied the constraint of 5 professionals at any one time. Re-plotting the resource histogram, well find that the profile is leveled or smoothed on day 43 and 45-51. Step - 32
1.
Resource
RU =
Before Time After Time
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CONCLUSION
All the calculations referred to in these notes collectively belong to the critical path method (CPM) and are most capably handled by a computer. Various project management software packages are available these days such as Primavera and Microsoft Project. The prices vary depending on options and size of user manual available. Primavera is suitable for large projects while MS Project is more suitable for smaller projects.
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Input Tasks and Prepare WBS Input Task Durations and Create Links Create Resource List and Assign Resources to Tasks Optimize Critical Paths and Resources Allocation Tracking Progress with Earned Value
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