2. INTRODUCTION
A
human being normally would perceive a
schedule to be some sort of a time table.
In Project Management, a schedule consists
of a list of project terminal elements with an
intended start and finish dates.
The project schedule is a calendar that links
the tasks to be done with the resources that
will do them.
Terminal elements are the lowest elements
in a schedule which are not further
subdivided.
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3. ROLE OF SCHEDULING IN PROJECT MANAGEMENT
They
provide a basis for you to monitor and
control project activities.
They help you determine how best to allocate
resources so you can achieve the project goal.
They help you assess how time delays will
impact the project.
You can figure out where excess resources are
available to allocate to other projects.
They provide a basis to help you track project
progress.
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4. SOME RULES OF THE THUMB
Organize tasks concurrently to make optimal
use of workforce.
Minimize task dependencies to avoid delays
caused by one task waiting for another to complete.
Dependent on project managers intuition and
experience.
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5. INPUTS TO CREATE A PROJECT SCHEDULE
Personal and project calendars – Understanding working days,
shifts, and resource availability is critical to completing a project
schedule.
Description of project scope – From this, you can determine key
start and end dates, major assumptions behind the plan, and key
constraints and restrictions. You can also include stakeholder
expectations, which will often determine project milestones.
Project risks – You need to understand these to make sure there's
enough extra time to deal with identified risks – and with unidentified
risks (risks are identified with thorough Risk Analysis).
Lists of activities and resource requirements – Again, it's
important to determine if there are other constraints to consider when
developing the schedule. Understanding the resource capabilities
and experience you have available – as well as company holidays
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and staff vacations – will affect the schedule.
6. INPUTS TO CREATE A PROJECT SCHEDULE (CONTINUED)
risks – You need to understand these to
make sure there's enough extra time to deal with
identified risks – and with unidentified risks (risks
are identified with thorough Risk Analysis).
Lists of activities and resource requirements –
Understanding the resource capabilities and
experience you have available – as well as
company holidays and staff vacations – will affect
the schedule.
Project
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7. THE SCHEDULE FORMULA
Duration= Work÷ Resource Units
Duration is the length of working time between the start
and finish of a task.
Work is the amount of effort, measured in time units (like
hours or days), that a resource needs to complete the
task. The total work for a task is the sum of all those time
units, no matter how many resources are assigned to the
task.
Resource Units indicate how much of a resource's
available time, according to the resource calendar, is
being used to work on a particular task. Resources are
the people, equipment, or other materials that are applied
to completing a task.
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8. BUILDING THE PROJECT SCHEDULE
Allocate resources to the tasks:
The
first step in building the project
schedule is to identify the resources
required to perform each of the tasks
required to complete the project.
A resource is any person, item, tool, or
service that is needed by the project that is
either scarce or has limited availability.
Many project managers use the terms
“resource” and “person” interchangeably,
but people are only one kind of resource.
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10. WBS - DEFINITION
Logical breakdown of project into
components
and
parts
and
is
constructed by dividing project into
major parts with each being divided into
subparts.
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11. HOW DOES WBS HELP?
1.Effective planning by dividing the work into
manageable elements which can be planned,
budgeted and controlled
2. Assignment of responsibility for work element to
project personnel and outside agencies
3. Development of control and information system
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12. WBS - GUIDELINES
1. Should reflect how the Project Manager plans to
manage the project
2. Emphasis must be on meeting project objectives
3. The larger or more complex the project, the more
levels in the WBS
4. If work is needed that requires effort or funding, it
should be included in the WBS
5. It should reflect the total effort
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13. PRINCIPLES FOR CREATING WBS
The WBS must be mutually exclusive
The WBS must follow
Know
100%
rule
when its enough
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15. THE 100% RULE
The sum of all work packages must include
100% of the scope of work
Applies to all levels of WBS
The sum of WBS element at lower level must equal to
100% of parent level
The WBS must not include any work that is not
included in the scope of work
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16. KNOW WHEN ITS ENOUGH
Stop when the package full fills these criteria :
1.
2.
3.
4.
5.
You can create accurate estimate
Only one type of resource is required per work
package
There is no significant separation of time between
activities inside the work package
There is no activity mixed with other activity inside
work package that contains a risk that requires special
attention
There is no need to create separate cost estimate for
activities inside the work package
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19. PROJECT MANAGEMENT TOOLS
PERT Chart- designed to
analyze and represent the tasks
involved in completing a given
project
Gantt Chart - popular type
of bar chart that illustrates a
project schedule
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20. BAR CHARTS/GANTT CHART
Most
projects, however complex, start by
being depicted on a bar chart. The
principles are very simple:
Prepare list of project activities
Estimate the time and resources needed
Represent each activity by a bar
Plot activities on a chart with horizontal time
scale showing start and end
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22. ESTIMATING ACTIVITY TIME
Time
to complete a task is random:
Skill levels and knowledge of the individuals
Machine/equipment variations
Material availability
Unexpected events
Illness
Strikes
Employee turnover and accidents
Changed soil/site conditions
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23. ESTIMATING ACTIVITY TIME
We know unexpected events and occurrences will
happen but are unable to predict the likelihood with
any confidence
We must however account for the possibility of the
occurrence of these events
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24. ESTIMATING ACTIVITY TIME
Optimistic
Completion Time - is the time the
activity will take if everything goes right
Pessimistic Completion Time - is the time
the activity will take if everything that can go
wrong does go wrong but the project is still
completed
Most Likely Completion Time - is the time
required under normal circumstances
It can also be the completion time that has
occurred most frequently in similar
circumstances
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25. ESTIMATING ACTIVITY TIME
To compute the expected duration time the
following formula is used:
E = (O+4M+P)/6
E = Expected duration time
O = Optimistic time
M = Most likely time
P = Pessimistic time
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26. SEQUENCING ACTIVITIES
Bar
chart
Produce a Logical Network
Critical Path Method
Arrow Diagrams
Precedence Diagrams
Identify
Critical Activities
Locate the Critical Path
Determine Floats
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28. CPM: CRITICAL PATH METHOD
Graphic
network based scheduling
technique
Arrow Diagrams
Precedence Diagrams
Use
activities created by the WBS process
Analysis of timing and sequencing logic
Aids in identifying complex interrelationship of
activities
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29. CPM: CRITICAL PATH METHOD
Allows for easy revision of schedule and simulation
and evaluation of the impact of changes
Also used as a control tool during execution of the
project
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30. STEPS IN PRODUCING A NETWORKS
List the activities
Produce a logical network of activities
Assess the duration of each activity
Produce a schedule - determine the start and finish
times and the float available for each activity
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31. STEPS IN PRODUCING A NETWORKS
Determine the time required to complete a project
and the the longest path on the network
The longest path is the Critical Path
Assess the resources required
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32. ACTIVITY SEQUENCING
ACTIVITY
A
B
C
D
E
F
G
H
I
J
K
IMMED.
PRED.
Set conference date
Establish theme/program
Select conference site
A
Obtain speakers
6.0
Develop brochure
C,D
Obtain mailing labels
C,D
Mail brochure
E,F
Obtain speaker materials
D
Receive registrations
G
Confirm all arrangements
H,I
Prepare conference kits
J
TIME(WEEKS)
(E)
2.0
5.0
5.0
B
9.0
5.0
2.0
4.0
6.0
1.0
2.0
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35. CRITICAL PATH
Calculations
for precedence diagrams and
arrow diagrams are essentially the same
Critical path is where there is zero slack
time
If an activity takes longer than estimated on
the critical path then the project will be
delayed
The critical path can change if there is a
delay that make an alternative path longer
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36. FLOAT (SLACK)
Slack
or float time is amount of delay that
could be tolerated in the start or completion
time without causing a delay in completion
of the project
Total float or calculations to determine how
long each activity could be delayed without
delaying the project
Total float = LF - ES - duration
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37. SUMMARY
Critical path identifies the project time requirements
Slack or float time is amount of delay that could be
tolerated in the start or completion time without
causing a delay in completion of the project
Zero slack time equals the critical path
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