Lecture Day 7: Project Scheduling Work Breakdown Structure Gantt Charts Program Evaluation & Review Technique

Lecture Day 7
Project Scheduling
Work Breakdown Structure
Gantt Charts
Program Evaluation & Review Technique
Project Scheduling
Project
Scheduling
Project Managers must know

how long a specific project
will take to finish, what the
critical tasks are, and, very
often, what the probability is
of completing the project
within a given time span.
In addition, it is often
important to know the effect
of delays on the total project
at individual stages.
Work
Breakdown
Structure
(WBS)
WBS is a graphical
representation of the tasks
involved in a particular
project. The technique
constitutes a way to classify
individual tasks by a natural
breakdown of the project in a
manner analogous to an
organizational chart.
WBS starts with a word
description of the project and
then breaks the project down
into major tasks, then to
subtasks, and so on. Finally,
the smallest element in the
WBS, the work package, is
defined in detail.
Project
Each work package
identifies the
resources and time
that it requires, all
important precedence
relationships, and the
individual who is
responsible for that
work package.
Task 1
Task 2
Sub-Task
2.1
Work
Package
2.1.1
Task 3
Sub-Task
2.2
Work
Package
2.1.2
Work
Package
2.1.3
Insurance
Plan
Example
Product
Design
Agency
Preparation
Agent
Training
Preparation
of
modules
Promotion
Campaign
Agent
Licensing
Preparation
of
manuals
Training
schedules
Gantt Charts
A Gantt chart is simply a bar chart

that plots tasks against time.
Once the project manager has
created the WBS for a project, the
begin and finish dates for the
various tasks, subtasks, and work
packages can then be scheduled
using a Gantt chart.
Gantt charts are primarily recordkeeping tools for monitoring
projects. They are limited in that
they cannot generate information

about the interrelationships
among various tasks nor about
the minimum possible completion
times for various tasks.
Activity
Example
Month of March
Week 1 Week 2 Week 3 Week 4
A
B
C
D
E
F
Generally, PERT can be used as a

planning tool as well as a
controlling tool.
Program
Evaluation
and Review
Technique
(PERT)
In its planning function, PERT

can be used to compute the
total expected time needed to
complete a project, and it can
identify bottleneck activities
that have a critical effect on
the project completion date.
One of PERTs greatest
benefits is that it forces the
project manager to plan the
project in explicit detail.
Generally, PERT can be used as a

planning tool as well as a
controlling tool.
Program
Evaluation
and Review
Technique
(PERT)
As a controlling technique,
PERT is used periodically
during the project to monitor
progress and to call
attention to any delays that
threaten the success of the
project as a whole.
In addition, PERT can be
used to evaluate and make
decisions concerning time
and cost trade-offs of
specific project activities.
PERT
Terminology
In PERT, an activity is a task

that the project requires.
Because of the nature of
PERT, an activity corresponds
to the smallest task in the
WBS, namely, the work
package.
Each activity must have
associated with it a
time estimate, and any
precedence relationships
must be defined.
Activity
Example
A
B
C
D
E
F
Immediate Time Estimate

(days)
Predecessor
3
4
A
5
A
7
B, C, F
3
6
E
PERT
Terminology
One of the problems that

PERT addresses is the
determination of the
minimum time required to
complete the project.
To analyze the project more
completely, a network
diagram is made which is a
graphical representation of
the entire project.
An arrow represents an
activity, and a circle
represents an event, which is
defined as the beginning or
completion of an activity.
The resulting network should
depict the precedence
relationships involved.
Exception
In creating a network
diagram, two or more
parallel lines/arrows,
representing different
activities, cannot be
connected to the same
two nodes.
A
B
Activity
Example
A
B
C
D
E
F

(days)
Predecessor
3
4
A
5
A
7
B, C, F
3
6
E
Activity
Example
A
B
C
D
E
F

(days)
Predecessor
3
4
A
5
A
7
B, C, F
3
6
E
F=6
Activity
Example
A
B
C
D
E
F

(days)
Predecessor
3
4
A
5
A
7
B, C, F
3
6
E
D=7
Activity
Example
A
B
C
D
E
F

(days)
Predecessor
3
4
A
5
A
7
B, C, F
3
6
E
D=7
PERT
Terminology
The longest path through the

network is called the critical path.
The length of the critical path
corresponds to the minimum
time required to complete the
project thus the critical nature
of the longest path.
The activities on the critical path
are critical activities because
a delay in any of these
results in a delay of the entire
project. In other words, there is
no slack time in the activities on
the critical path.
Slack time is the amount of time
an activity can be delayed
without delaying the entire
project.
Let:
PERT
Terminology
ESi = earliest start time for activity i

assuming all predecessor
activities started at their
earliest start time
EFi = earliest finish time for activity i
= ESi + ti where ti is the time
estimated for activity i
LFi = latest finish time for activity i
without delaying the project
LSi = latest start time for activity i
= LFi - ti
1.
Steps Involved
Calculate the earliest start time

(ESi) and the earliest finish time
(EFi) for each activity. The ESi
of a succeeding activity is the
largest EFi of all immediate
predecessors to the time for
that activity.
For all beginning activities i,
set ESi = 0
In general, ESj = max {EFi},
where i indexes all
predecessors and
EFj = ESj + tj
D=7
2.
Steps Involved
Calculate the latest start time

(LSi) and the latest finish time
(LFi) for each activity. The LFi
of a predecessor activity is
the smallest start time for all
immediate successor
activities.
For all ending activities i,
set LFi equal to the largest
EFi found in the forward pass
In general, LFj = min {LSi},
where i indexes all
successors and LSj = LFj - tj
Assuming there is
more than one
ending activity in
the network
diagram
D=7
D=7
3.
Steps Involved
Calculate the slack time for

each activity and determine
the critical path which is the
sequence of activities that has
zero slack time.
Slack time is computed as
the absolute value of the
difference between the LF
and the EF of an activity,
which should be the same
as the absolute value of the
difference between the LS
and the ES of the same
activity.
D=7
The critical
path includes
those activities
with zero (0)
slack times.
D=7
PERT
Terminology
The longest path through the

network is called the critical path.
The length of the critical path
corresponds to the minimum
time required to complete the
project thus the critical nature
of the longest path.
The activities on the critical path
are critical activities because
a delay in any of these
results in a delay of the entire
project. In other words, there is
no slack time in the activities on
the critical path.
Slack time is the amount of time
an activity can be delayed
without delaying the entire
project.
Let:
PERT
Terminology
ESi = earliest start time for activity i

assuming all predecessor
activities started at their
earliest start time
EFi = earliest finish time for activity i
= ESi + ti where ti is the time
estimated for activity i
LFi = latest finish time for activity i
LSi = latest start time for activity i
= LFi - ti
1.
Steps Involved
Calculate the earliest start time

(ESi) and the earliest finish time
(EFi) for each activity. The ESi
of a succeeding activity is the
largest EFi of all immediate
predecessors to the time for
that activity.
For all beginning activities i,
set ESi = 0
In general, ESj = max {EFi},
where i indexes all
predecessors and
EFj = ESj + tj
D=7
2.
Steps Involved
Calculate the latest start time

(LSi) and the latest finish time
(LFi) for each activity. The LFi
of a predecessor activity is
the smallest start time for all
immediate successor
activities.
For all ending activities i,
set LFi equal to the largest
EFi found in the forward pass
In general, LFj = min {LSi},
where i indexes all
successors and LSj = LFj - tj
Assuming there is
more than one
ending activity in
the network
diagram
D=7
D=7
3.
Steps Involved
Calculate the slack time for

each activity and determine
the critical path which is the
sequence of activities that has
zero slack time.
Slack time is computed as
the absolute value of the
difference between the LF
and the EF of an activity,
which should be the same
as the absolute value of the
difference between the LS
and the ES of the same
activity.
D=7
The critical
path includes
those activities
with zero (0)
slack times.
D=7
End of Lecture Day 7

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Lecture Day 7

Project Managers must know

Each work package

A Gantt chart is simply a bar chart

they cannot generate information

Generally, PERT can be used as a

In its planning function, PERT

Generally, PERT can be used as a

In PERT, an activity is a task

Immediate Time Estimate

One of the problems that

Immediate Time Estimate

Immediate Time Estimate

Immediate Time Estimate

Immediate Time Estimate

The longest path through the

ESi = earliest start time for activity i

Calculate the earliest start time

Calculate the latest start time

Calculate the slack time for

The longest path through the

ESi = earliest start time for activity i

Calculate the earliest start time

Calculate the latest start time

Calculate the slack time for

End of Lecture Day 7

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