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PM Chap10

Chapter 10 focuses on project scheduling, covering key concepts such as lag relationships, Gantt charts, and methods for accelerating project timelines. It discusses the Project Management Body of Knowledge (PMBOK) relevant to scheduling and the various types of logical relationships between tasks. Additionally, it addresses the process of crashing projects, including methods and the relationship between costs and time saved.

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Jad J Bahmad
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12 views14 pages

PM Chap10

Chapter 10 focuses on project scheduling, covering key concepts such as lag relationships, Gantt charts, and methods for accelerating project timelines. It discusses the Project Management Body of Knowledge (PMBOK) relevant to scheduling and the various types of logical relationships between tasks. Additionally, it addresses the process of crashing projects, including methods and the relationship between costs and time saved.

Uploaded by

Jad J Bahmad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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PROJECT

SCHEDULING
Chapter 10

Copyright ©2016 Pearson Education,


Ltd.
CHAPTER 10
LEARNING OBJECTIVES
After completing this chapter, you should be able
to:
1.Apply lag relationships to project activities.
2.Construct and comprehend Gantt charts.
3.Recognize alternative means to accelerate
projects, including their benefits and drawbacks.
4.Understand the trade-offs required in the
decision to crash project activities.
5.Develop activity networks using Activity-on-
Arrow techniques.
6.Understand the differences in AON and AOA
and recognize the advantages and
disadvantages of each technique.
Copyright ©2016 Pearson Education,
10-2
Ltd.
PMBOK CORE CONCEPTS

Project Management Body of Knowledge (PMBoK)


covered in this chapter includes:
1.Plan Schedule Management (PMBoK 6.1)
2.Define Activities (PMBoK 6.2)
3.Sequence Activities (PMBoK 6.3)
4.Precedence Diagramming Method (PMBoK
6.3.2.1)
5.Leads and Lags (PMBoK 6.3.2.3)

Copyright ©2016 Pearson Education,


10-3
Ltd.
PMBOK CORE CONCEPTS

Project Management Body of Knowledge


(PMBOK) covered in this chapter includes:
6.Estimate Activity Resources (PMBoK 6.4)
7.Estimate Activity Durations (PMBoK 6.5)
8.Develop Schedule (PMBoK 6.6)
9.Schedule Compression (PMBoK 6.6.2.7)
10.Control Schedule (PMBoK 6.7)

Copyright ©2016 Pearson Education,


10-4
Ltd.
LAGS IN PRECEDENCE
RELATIONSHIPS
e logical relationship between the start and finish of o
ivity and the start and finish of another activity.

Four logical relationships between tasks:


1. Finish to Start
2. Finish to Finish
3. Start to Start
4. Start to Finish

Copyright ©2016 Pearson Education,


10-5
Ltd.
FINISH TO START LAG

 Most common type of sequencing


 Shown on the line joining the modes
 Added during forward pass ot
n
is s
 Subtracted during backward pass g
la e a k.
is
Th sam slac
thetivity
ac

0 A 6 6 B Lag 4 15 C
Spec Design 11 22
6 Design Blueprinting
Check 7
5
Copyright ©2016 Pearson Education,
10-6
Ltd.
FINISH TO FINISH
Two activities share a similar completion point (wiring and HVAC).
 The under construction cannot happen until wiring, plumbing,
and HVAC installation are complete.

30 R
36
Wiring
6

31 S 33 T 36 U 42
33 36 Under
Plumbing HVAC construction
2 3 6
Copyright ©2016 Pearson Education,
10-7
Ltd.
FINISH TO FINISH LAG
It may be appropriate for two or more activities to conclude at the same time. For
example, a contractor building an office complex cannot begin interior wall
construction until all wiring, plumbing, and HVAC have been installed; she may include
lag to ensure the completion of all preceding activities all occur at the same time.

30 R Lag 3
36
Wiring
6

34 S 36 T 39 U 45
36 39 Under
Plumbing HVAC construction
Copyright ©2016 Pearson Education,
Ltd.
2 3 6 10-8
START TO START LAG

Logic must
be
maintained
b
both forwa y
30 R rd
a nd b a c k w
36 ard
Wiring pass.
6 Lag 3

33 T 36 U 42
31 S 36 Under
33 HVAC construction
Plumbing 3 6
2
Copyright ©2016 Pearson Education,
10-9
Ltd.
START TO FINISH LAG

 Least common type of lag relationship


 Successor’s finish dependent on
predecessor’s start
20 W
26

6 Lag 3

18 X 20 Y 23 Z
20 23 29

2 3 6
Copyright ©2016 Pearson Education, 10-
Ltd. 10
CRASHING PROJECTS

The process of accelerating a project

There can be good reasons to crash a project


including:
1.The initial schedule may be too aggressive.
2.Market needs change and the project is in
demand earlier than anticipated.
3.The project has slipped considerably
behind schedule.
4.The contractual situation provides even
more incentive to avoid schedule slippage.
Copyright ©2016 Pearson Education, 10-
Ltd. 11
CRASHING PROJECTS

Primary methods for crashing:


1.Improving existing resources’ productivity
2.Changing work methods
3.Compromise quality and/or reduce project
scope
4.Institute fast-tracking
5.Work overtime
6.Increasing the quantity of resources

Copyright ©2016 Pearson Education,


12
Ltd.
RELATIONSHIP BETWEEN COST
AND DAYS SAVED IN CRASHED
PROJECT
(FIGURE 10.16)

Copyright ©2016 Pearson Education, 10-


Ltd. 21
RELATIONSHIP BETWEEN COST
AND DAYS SAVED IN CRASHED
PROJECT
 crashing is the decision to shorten activity
duration times through adding resources and
paying additional direct costs. There is a clear
relationship between the decision to crash project
activities and the effect of the crashing on the
budget.
 As Figure 10.16 showed, the cost of crashing is
always to be weighed against the time saved in
expediting the activity’s schedule.
Copyright ©2016 Pearson Education, 10-
Ltd. 14

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