Project Planning and Scheduling are two core parts

of Engineering Management

Professor Shahidul Islam . Planning and Scheduling Sem 2, 2020/2021 1

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 Project Planning and Scheduling are two core parts
of Engineering Management

The Planning and Scheduling of engineering Activities

can be divided into ten (10) major steps

Professor Shahidul Islam . Planning and Scheduling Sem 2, 2020/2021 22

Project Planning and Scheduling

Establish and agree the scheduling assumptions, especially a clear

Step 1 set of scheduling objectives For example, product quality grade, time
and cost limitations that will affect activities.

Overall strategy for the project are:

 Methodology or technology to be used and how it will be applied

 Sources of resources and their competence, or training needs
 Working hours, holidays, other interruptions Preparing a Schedule

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Project Planning and Scheduling
Step 2
 Identify each logical work area as reflected in the WBS and the
activities associated with each

 Make sure that all the necessary major activities and tasks have
been included to create the required intermediate and final
deliverables

 If you have too many activities consider using "hammocks” to group

discrete tasks as one activity Preparing a Schedule Project
Hammock - An aggregate or summary activity. All related activities
are tied as one summary activity and reported at the summary level.

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Project Planning and Scheduling

Step 3 Establish the project's natural or "inherent" logic

 Some projects have very clear logic while others provide

more options depending on resources or the nature of the project
or other circumstances
 Nevertheless, there is almost always a preferred way of doing things
 It is worth spending time to look for it
 Work the activities from the beginning to the end
 Then work from the end back to the beginning! Preparing a Schedule

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Project Planning and Scheduling

Step 3 continued

 Develop a flow chart or logic diagram – AKA a network diagram –

paint a picture of the schedule

 Use the work breakdown structure as a “To do” list

 Which of these items must be done first? –Label that item “A”
 What must follow next? –Label those B, C, D, etc
 Now ask what can be done concurrently with A, B or C?
 Assemble a simple logic diagram arranged from left
to right Project Planning and Scheduling with Logic Diagram

 Use large sheets of paper, cards on the wall or sticky notes

 More than 30 activities, separate project into two phases

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Project Planning and Scheduling

Incorporate any "Management Choice" logic, i.e., dates or

Step 4 sequence mandated by management

 These may or may not make sense

 Make sure that management understands the implications of
imposed management decisions
  Adjust the logic accordingly
 Always double check that the schedule logic is sound
 Steps 3 and 4 establish the schedule network configuration Preparing
a Schedule

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Planning and Scheduling

Step 5 Estimate the duration of each activity or task

 Pay particular attention to this step since the whole schedule will depend
upon it
 Use all available sources of information
 Be careful with published information since the circumstances of your
project may be different
 Some tasks will still be difficult to estimate, seek expert help, use ranges
 Document areas of high uncertainty (risk)
 Always aim for the “most likely" duration – don't build in contingency at
every step, or the project will not fly
 Always be realistic – you can refine on the second pass and make
appropriate contingency allowances later Preparing a Schedule Project
Planning and Scheduling

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Planning and Scheduling

Step 5 ContinuedEstimate the duration of each activity or task

 Pay particular attention to this step since the whole schedule will
depend upon it
 Use all available sources of information
 Some tasks will still be difficult to estimate, seek expert help, use
ranges
 Document areas of high uncertainty (risk)
 Always aim for the “most likely" duration – don't build in
contingency at every step, or the project will not fly
 Always be realistic – you can refine on the second pass and
make appropriate contingency allowances later Preparing a
Schedule Project

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 Project Planning and Scheduling

Step 6 Continue Examine the values of (ES-LS) and (EF-LF)

 The string of activities where these values of (ES-LS) and (EF-LF)

are zero is the longest path through the network
 This is known as the Critical Path
 Where the values are positive indicates that there is Float for
those activities Preparing a Schedule.

Note :
Detail on CPM and PERT will be discussed and carried out practice at week 7

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