ENGINEERING

PROJECT
MANAGEMENT
OTM-455
DR IQRA ASGHAR
FALL-2021
LECTURE 11 & 12

• Project scheduling management

• Gantt charts
• What is critical path analysis (CPA) & method (CPM) technique ?
 PROJECT SCHEDULE MANAGEMENT

• Project charter includes start and end dates and budget

information

• Scope statement and WBS help define what will be done

 PROJECT SCHEDULE

• Managers often cite delivering projects on time as one of their biggest challenges

• Time has the least amount of flexibility; it passes no matter what happens on a
project

• Schedule issues are the main reason for conflicts on projects, especially during
the second half of projects
PROJECT SCHEDULE MANAGEMENT PROCESS

• Activity Definition
• Activity Sequencing
• Activity Resource Estimating
• Activity Duration Estimating
 Analogous Estimating
 Parametric Estimating
• Schedule Development
• Schedule Control
 ACTIVITY LIST

An activity list is a tabulation of activities to be included

on a project schedule that includes:
Activity Name
Activity Identifier or Number
Brief Description of the Activity
 ACTIVITY SEQUENCING

After defining project activities, the activity sequencing is done

A dependency or relationship is the sequencing of project activities or tasks
 Mandatory Dependencies
 Discretionary Dependencies – preferred logic, soft logic
You must determine dependencies in order to use critical path analysis
Leads – Successor activity is advanced
Lags – Successor activity will be delayed
 PROJECT SCHEDULING TECHNIQUES

• Gantt chart
• Critical Path Method (CPM)
• Program Evaluation and Review Technique
(PERT)
 GANTT CHARTS

• Provide a standard format for displaying project schedule information by listing project activities and their
corresponding start and finish dates in a calendar format.
Symbols include:

Black Diamonds: Milestones

Thick Black Bars: Summary

Tasks

Lighter Horizontal Bars:

Durations of Tasks

Arrows: Dependencies
between Tasks
CPA TERMINOLOGIES

• Activity: A specific task or set of tasks that are required by the project, use up resources, and take time to
complete
• Event: The result of completing one or more activities. An identifiable end state occurring at a particular time.
Events use no resources
• Network: The combination of all activities and events define the project and the activity precedence relationships
• Path: The series of connected activities (or intermediate events) between any two events in a network
• Critical: Activities, events, or paths which, if delayed, will delay the completion of the project. A project’s
critical path is understood to mean that sequence of critical (slowest) activities that connect the project’s start
event to its finish event
 DEPENDENT AND INDEPENDENT ACTIVITIES

• The dependent activities need to be completed in a sequence, with

each activity being completed before the next activity can begin.
We can call dependent activities sequential or linear.
• Independent activities are not dependent on completion of any
other activity. These are nondependent or parallel activities.
• The earlier activity in a dependency relationship is referred to as
the predecessor and the later is known as successor.
Dummy
activity is an
activity which
does not
consume
resources but
is introduced
in the network
to give logic to
the network
CPM & PERT

Network techniques

Developed in 1950’s
CPM by DuPont for chemical plants (1957)
PERT by Booz, Allen & Hamilton with the U.S. Navy, for Polaris
missile (1958)
Consider precedence relationships and interdependencies
Each uses a different estimate of activity times
 QUESTIONS PERT AND CPM CAN ANSWER

When will the entire project be completed ?

What are the critical activities or tasks in the project ?
Which are the noncritical activities ?
What is the probability the project will be completed by a specific date ?
Is the project on schedule, behind schedule, or ahead of schedule ?
Is the money spent equal to, less than, or greater than the budget ?
Are there enough resources available to finish the project on time ?
If the project must be finished in a shorter time, what is the way to
accomplish this at least cost ?
A COMPARISON OF AON AND AOA NETWORK CONVENTIONS
A COMPARISON OF AON AND AOA NETWORK CONVENTIONS
A COMPARISON OF AON AND AOA NETWORK CONVENTIONS
 CRITICAL PATH ANALYSIS

• Provides Activity Information

Earliest (ES) & Latest (LS) Start
Earliest (EF) & Latest (LF) Finish
Slack (S): Allowable Delay

• Identifies Critical Path

Longest path in network
Shortest time project can be completed
Any delay on activities delays project
Activities have 0 slack
EXAMPLE
NETWORK SOLUTION
EARLIEST START AND EARLIEST
FINISH

Begin at starting event & work forward

ES = 0 for starting activities

• ES is earliest start

EF = ES + Activity time
• EF is earliest finish
EARLIEST START AND EARLIEST
FINISH
 LATEST START AND LATEST FINISH

Begin at ending event & work backward

LF = Maximum EF for ending activities

•LF is latest finish; EF is earliest finish

LS = LF - Activity time
•LS is latest start
LATEST START AND LATEST FINISH
COMPUTE SLACK
CRITICAL PATH
 CPM EXAMPLE

Compute ES, EF for

each activity, Left to
Right

Compute, LF, LS,

Right to Left
• Thank you