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    Week 4

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    Abhishek sullia
    This document discusses project scheduling and the critical path method for project management. It defines key concepts like activities, milestones, precedence networks and activity durations. It explains how to identify activities, estimate durations, and develop an activity network diagram showing the logical relationships and dependencies between tasks. The document also covers calculating earliest and latest start/finish dates using forward and backward passes, and identifying the critical path which determines the earliest project completion date. Activities on the critical path have zero float and any delay will delay the entire project.

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    Week 4

    Uploaded by

    Abhishek sullia
    35 views34 pages
    This document discusses project scheduling and the critical path method for project management. It defines key concepts like activities, milestones, precedence networks and activity durations. It explains how to identify activities, estimate durations, and develop an activity network diagram showing the logical relationships and dependencies between tasks. The document also covers calculating earliest and latest start/finish dates using forward and backward passes, and identifying the critical path which determines the earliest project completion date. Activities on the critical path have zero float and any delay will delay the entire project.

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    This document discusses project scheduling and the critical path method for project management. It defines key concepts like activities, milestones, precedence networks and activity durations. It explains how to identify activities, estimate durations, and develop an activity network diagram showing the logical relationships and dependencies between tasks. The document also covers calculating earliest and latest start/finish dates using forward and backward passes, and identifying the critical path which determines the earliest project completion date. Activities on the critical path have zero float and any delay will delay the entire project.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    35 views34 pages

    Week 4

    Uploaded by

    Abhishek sullia
    This document discusses project scheduling and the critical path method for project management. It defines key concepts like activities, milestones, precedence networks and activity durations. It explains how to identify activities, estimate durations, and develop an activity network diagram showing the logical relationships and dependencies between tasks. The document also covers calculating earliest and latest start/finish dates using forward and backward passes, and identifying the critical path which determines the earliest project completion date. Activities on the critical path have zero float and any delay will delay the entire project.

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    CSIT214/CSIT883

    IT Project Management

    Project schedule management


    Project management framework
    (review)
    Scheduling
    ‘Time is nature’s way of stopping everything
    happening at once’
    Having
     worked out a method of doing the project
     identified the tasks to be carried
     assessed the time needed to do each task

    Now, need to allocate dates/times for the


    start and end of each activity/task

    3
    Defining activities
     A project is:
     Composed of a number of activities
     May start when at least one of its activities is ready to
    start
     Completed when all its activities are completed

     A milestone is a significant event that normally has no


    duration
     It often takes several activities and a lot of work to
    complete a milestone
     They’re useful tools for setting schedule goals and
    monitoring progress
     Examples: obtaining customer sign-off on key
    documents or completion4
    of specific products
    Defining activities (cont.)
     An activity
     Must have clearly defined start and end-points
     Must have a duration that can be forecasted
     May be dependent on other activities being
    completed first (precedence networks)

    5
    Identifying activities
     Activity-based approach:
     list all activities, sub-activities (sub-sub-
    activities and so on) for the project (Work
    Breakdown Structure).

     Product-based approach
     list the deliverable and intermediate products
    of project – product breakdown structure
    (PBS)
     Identify the order in which products have to be
    created
     work out the activities needed to create the
    products 6
    Hybrid approach

    7
    Estimating Activity Durations
     Duration includes the actual amount of
    time worked on an activity plus elapsed
    time

     Effort is the number of workdays or work


    hours required to complete a task and
    does not normally equal duration

     People doing the work should help create


    estimates
     An expert should review them
    Activity networks
    These help us to:
     Assess the feasibility of the planned
    project completion date
     Identify when resources will need to be
    deployed to activities
     Calculate when costs will be incurred

    This helps the co-ordination and motivation


    of the project team
    9
    Activity networks (cont.)
     Developing an activity network involves
    evaluating the reasons for dependencies
    and the different types of dependencies
     Mandatory dependencies: inherent in the
    nature of the work being performed on a project,
    sometimes referred to as hard logic
     Discretionary dependencies: defined by the
    project team, sometimes referred to as soft logic.
    and should be used with care since they may
    limit later scheduling options
     External dependencies: involve relationships
    between project and non-project activities
    Activity networks (cont.)
     Network diagrams are the preferred
    technique for showing activity sequencing
     Schematic display of the logical relationships
    among, or sequencing of, project activities
     Two main formats are the arrow and
    precedence diagramming methods
    Activity networks (cont.)
     Arrow diagramming method (ADM) (i.e., activity-on-arrow
    network diagrams)
     Activities are represented by arrows
     Nodes or circles are the starting and ending points of activities

     Precedence diagramming method (PDM)


     Network diagramming technique in which boxes represent
    activities

     Types of dependencies or relationships between activities


     Finish-to-start
     Start-to-start
     Finish-to-finish
     Start-to-finish
    Activity networks (cont.)
    Activity networks (cont.)
    Formulating a network planning model
    Do B
    Do A Do D
    Do C

     An (activity-on-node) network planning model (i.e. precedence


    network) represents activities as nodes and their dependencies
    as edges:
     Should have only 1 start node and 1 end node.
     Each node has a duration.
     Edges normally have no duration.
     Times move from left to right.
     Should not contain loops.
     Should not contain dangles.
    Lagged activities
     where there is a fixed delay between
    activities e.g. seven days notice has to
    be given to users that a new release
    has been signed off and is to be
    installed

    7days
    Acceptance Install new
    testing release
    20 days 1day

    16
    Types of links between activities
     Finish to start

    Software Acceptance testing


    development

     Start to start/ Finish to finish

    Test prototype

    2 days

    Document
    1 day Amendments

    17
    Start and finish times
    Latest
    Earliest start finish

    activity

    Latest start Earliest finish

     Earliest start (ES)


     Earliest finish (EF) = ES + duration
     Latest finish (LF) = latest date when a
    task can be completed without affecting
    project end
    18
     Latest start (LS) = LF - duration
    Example
     earliest start = day 5  earliest finish = ?
     latest finish = day 30  latest start = ?
     duration = 10 days

    Float = LF - ES - duration
    What is it in this case?

    19
    Notation
    Earliest Duration Earliest
    start finish

    Activity label, activity description

    Latest Latest
    Float
    start finish

    20
    Complete for the previous example

    21
    Critical Path Method (CPM)
     Network diagramming technique used to predict total project
    duration
     Critical path: series of activities that determine the earliest time
    by which the project can be completed
     The longest path through the network diagram and has the
    least amount of slack or float; amount of time an activity may
    be delayed without delaying a succeeding activity or the
    project finish date

     Calculating the critical path


     Develop a good network diagram and add the duration estimates
    for all activities on each path through the network diagram
     Longest path is the critical path

     If one or more of the activities on the critical path takes longer


    than planned, the whole project schedule will slip unless the
    project manager takes corrective action
    Critical Path Method (cont.)
     There can be more than one critical path if
    the lengths of two or more paths are the
    same
     Project managers should closely monitor
    performance of activities on the critical path to
    avoid late project completion
     Critical path can change as the project
    progresses
    Using Critical Path Analysis to Make
    Schedule Trade-Offs
     Free float
     Amount of time an activity can be delayed
    without delaying the early start of any
    immediately following activities
     Total float
     Amount of time an activity may be delayed
    from its early start without delaying the
    planned project finish date
     Forward pass
     Determines the early start and finish dates
     Backward pass
     Determines the late start and finish dates
    Forward pass

     Start at beginning (Day 0) and work forward following chains.


     Earliest start date for the current activity = earliest finish date
    for the previous
     When there is more than one previous activity, take the latest
    earliest finish

    EF = day 7

    ES = day10

    EF = day10
    25
    Pen and paper exercise
    Draw an activity network using precedence network
    conventions for the project specified as below.

    Activity Duration Precedents


    A 6
    B 4
    C 3 A
    D 4 B
    E 3 B
    F 10
    G 3 E, F
    H 2 C, D
    Pen and paper exercise
    Fill in the earliest start and earliest finish dates for each activity

    27
    Forward pass
    Example

    0 6 6 9

    0 4 4 8 9 11

    0 10 4 7 10 13

    28
    Backward pass
     Start from the last activity
     Latest finish (LF) for last activity = earliest
    finish (EF)
     Work backwards
     Latest finish for current activity = Latest
    start for the following
     More than one following activity - take the
    earliest LS
     Latest start (LS) = LF for activity - duration

    29
    Pen and paper exercise
    Fill in the latest start and latest finish dates for each activity

    30
    Pen and paper exercise
    Fill in the float for each activity

    7 10
    31
    Critical path

     Note the path through network with


    zero floats
     Critical path: any delay in an activity on
    this path will delay whole project
     Can there be more than one critical
    path?
     Can there be no critical path?

    32
    Float
    Float = Latest finish - Earliest start - Duration

    FLOAT
    ES LF
    activity

    Latest start Earliest finish


    SPM (5e) Activity planning© 33
    The McGraw-Hill Companies,
    2009
    Critical path
    Example

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