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1. Chapter 3: Types and Techniques of Project Scheduling Relationships between Activities and Constraints Project scheduling requires us to follow some carefully laid-out steps, in order, for the schedule to take shape. “ An output of a schedule model that presents linked activities with planned dates, durations, milestones, and resources. ” Project planning , as it relates to the scheduling process, has been defined by the PMBoK as: The identification of the project objectives and the ordered activity necessary to complete the project including the identification of resource types and quantities required to carry out each activity or task.

2. LEARNING OUTCOMES After completing this chapter, you should be able to: Apply lag relationships to project activities. Construct and comprehend Gantt charts. Recognize alternative means to accelerate projects, including their benefits and drawbacks. Understand the trade-offs required in the decision to crash project activities. Develop activity networks using Activity-on-Arrow techniques. Understand the differences in AON and AOA and recognize the advantages and disadvantages of each technique.

3. Lags in Precedence Relationships The logical relationship between the start and finish of one activity and the start and finish of another activity. Four logical relationships between tasks: Finish to Start Finish to Finish Start to Start Start to Finish

4. Gantt Charts Establish a time-phased network Can be used as a tracking tool Benefits of Gantt charts Easy to comprehend Identify the schedule baseline network Allow for updatin g and control Identify resource needs Easy to create Gantt Chart was invented by Henry Gantt in 1910

5. Crashing The process of accelerating a project Primary methods for crashing: Improving existing resources ’ productivity Changing work methods Compromise quality and/or reduce project scope Institute fast-tracking Work overtime Increasing the quantity of resources

6. Crash process Determine activity fixed and variable costs The crash point is the fully expedited activity Optimize time-cost tradeoffs Shorten activities on the critical path Cease crashing when: the target completion time is reached the crashing cost exceeds the penalty cost

7. Time/cost trade-offs for crashing activities (figure 10.14) Source: Pinto (2016)

8. Relationship between cost and days saved in crashed project (figure 10.16) Source: Pinto (2016)

9. Activity on Arrow Networks Activities represented by arrows Widely used in construction Event nodes easy to flag Forward and backward pass logic similar to AON Two activities may not begin and end at common nodes Dummy activities may be required

10. Notation for Activity-on-Arrow (AOA) Networks (figure 10.18)

11. Sample Network Diagram Using AOA Approach (

12. Representing Activities with Two or More Immediate Successors

13. Representing Activities with Two or More Immediate Successors Using Dummy Activities (Better)

14. Controversies in the Use of Networks Networks can be too complex . Poor network construction creates problems. Networks may be used inappropriately . Networks pose special dangers because contractors may create their own networks.

15. Schedule Management

16. Schedule Terminology & Definitions Work Breakdown Structure (WBS) A deliverable oriented hierarchical decomposition of the work to be executed by the project team to accomplish the team mission and create the required deliverables. The WBS defines the project scope . Team Mission 25

17. Deliverable Any unique and verifiable product or result that must be produced to complete a project. Usually the lowest level of the WBS. Schedule Terminology & Definitions 25 Team Mission

18. Scheduled Activity (task) A component of work performed to create a deliverable. Schedule Terminology & Definitions 26 Team Mission Task 1 Task 2 (Etc.) Task 1 Task 2 (Etc.) Task 1 Task 2 (Etc.) Task 1 Task 2 (Etc.) Task 1 Task 2 (Etc.) Task 1 Task 2 (Etc.) WBS (Scope) Activity List (Schedule)

19. Schedule Milestone A significant event in the project schedule, such as an event restraining future work or marking the completion of a major deliverable. A “measuring point”. Milestones have “0” (zero) duration and no resource assignments. Schedule Terminology & Definitions 26

20. Schedule Terminology & Definitions 26 Logical Relationships “Finish to Start” (most common) Finish Start

21. Schedule Terminology & Definitions 26 Logical Relationships “Finish to Finish” Finish Finish

22. Schedule Terminology & Definitions 27 Logical Relationships “Start to Start” Start Start

23. Schedule Terminology & Definitions 27 Logical Relationships “Start to Finish” (very rare, not available in WSDOT project management software) Finish Start

24. Schedule Terminology & Definitions 27 A B C D E F G Precedence (Network) Diagram A schedule diagramming technique in which schedule activities are represented by nodes and arrows shown the logical relationship between activities

25. Schedule Terminology & Definitions 27 Critical Path Longest duration path through the project network Activities on Critical Path are called “Critical Activities” Critical activities have no float or slack

26. Critical Path A project can have more than one critical path Activities not on the Critical Path are called “Non Critical Activities” To shorten the project duration, a scheduler must modify the critical path activities or dependencies Schedule Terminology & Definitions 28

27. Float (Slack) “ Total Float ” – The amount of time a scheduled activity has that is can be delayed or extended without affecting the project end date or violating a schedule constraint. Schedule Terminology & Definitions 28

28. Float (Slack) “ Free Float ” – The amount of time a scheduled activity has that is can be delayed or extended without affecting the start of the next scheduled activity in the project network. Schedule Terminology & Definitions 28

29. Float (Slack) “ Negative Float ” – The amount of time that by which a critical activity (or milestone) misses a required date. Schedule Terminology & Definitions 28

30. Schedule Terminology & Definitions 28 Critical Path Method (CPM) A schedule network analysis technique used to determine the amount of schedule flexibility (float) on various network paths and to determine the minimum project duration. A B C D E F G Forward Pass Early Start Early Finish Backward Pass Late Start Late Finish

31. Schedule Tracking 29 Schedule Tracking Actual Start – This is the date that work on the scheduled activity actually started. In project management software applications, this field is called “Actual Start”

32. Schedule Tracking Schedule Tracking Actual Finish – This is the date that the work on the scheduled activity actually finished. In project management software applications, this field is called “Actual Finish” 29

33. Schedule Tracking Schedule Tracking % Complete – This is a function of time. The formula for this value is Elapsed Duration / Total Duration With current project management software applications, this field must be greater than “0” before a Base Cost % Complete can be entered. 29

34. Schedule Tracking Schedule Tracking Base Cost % Complete – This is the percent of the deliverable that has been completed. There are several ways to estimate this based on the deliverable. A project performance baseline must be defined in the project management program before this value can be entered. 29

35. Schedule Tracking Base Cost % Complete Units Produced Method – This is the ratio of units produced to the total specified at completion. Units must be nearly identical. Example: Drilling 10 holes, 4 complete – 40% complete 29

36. Schedule Recovery / Schedule Compression 30 Schedule compression A technique used to shorten a project duration without reducing the project scope. There are two methods of schedule compression: Schedule Crashing Schedule fast tracking

37. 30 Schedule Recovery / Schedule Compression Schedule crashing A compression technique in which scheduled activity durations are modified; working day definitions are modified; or resource requirements are modified. Typically will increase costs. Activities must be “resource dependant”

38. 31 Schedule Recovery / Schedule Compression Schedule fast tracking A compression technique in which activities that would be normally done in sequence are performed in parallel. Fast tracking does not change resource requirements, but modifies the logical relationships. Typically, fast tracking will increase project risk. Cannot fast track “hard logic”

39. 31 Schedule Recovery / Schedule Compression What-if Scenario Analysis Asking “what-if” for each situation and how it affects the project model. Outcomes can evaluate the effects to project objectives Also used for risk planning.

40. Schedule Management Module 3 exercise 33 S Task A 20 days Task B 16 days Task C 25 days Task D 10 days Task E 20 days Task F 7 days Task G 14 days Task H 10 days Task J 15 days F St-A-D-G-Fin: 44 days St-A-E-H-Fin: 50 days St-B-E-H-Fin: 46 days St-C-F-H-Fin: 42 days St-C-J-Fin: 40 days Critical Path

41. Individual Work Styles and Cultural Differences Cause Schedule Conflicts One dimension of the Meyers-Briggs Type Indicator focuses on peoples’ attitudes toward structure and deadline Judgment type people prefer to follow schedules, meet deadlines and have closure. Perception types prefer to keep things open and flexible; deadlines are a signal to start rather than to complete a project Different cultures and even entire countries have different attitudes about schedules 41 Project Time Management

42. Project Time Management Processes Activity definition : Activity sequencing : Activity resource estimating : Activity duration estimating : Schedule development : Schedule control : 42 Project Time Management

43. Activity Definition Project schedules grow out of the basic documents that initiate a project Project charter includes start and end dates and budget information Scope statement and WBS help define what will be done 43 Project Time Management

44. Activity Definition Dasar dari pembuatan penjadwalan project diturunkan dari empat proses manajemen waktu: Activity definition – further defining the scope Activity sequencing – further defining the time Activity resource, and activity duration (further defining the time and cost) 44 Project Time Management

45. Activity Lists and Attributes An activity list is a tabulation of activities to be included on a project schedule that includes: The activity name An activity identifier or number A brief description of the activity Activity attributes provide more information such as predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions related to the activity 45 Project Time Management

46. Network Diagrams Network diagrams are the preferred technique for showing activity sequencing A network diagram is a schematic display of the logical relationships among, or sequencing of, project activities Two main formats are the arrow and precedence diagramming methods 46 Project Time Management

47. Arrow Diagramming Method (ADM) Also called activity-on-arrow (AOA) network diagrams Activities are represented by arrows Nodes or circles are the starting and ending points of activities Can only show finish-to-start dependencies Can omit activities that have no dependencies 47 Project Time Management

48. Precedence Diagramming Method (PDM) More popular than ADM method and used by project management software Activities are represented by boxes Arrows show relationships between activities Better at showing different types of dependencies 48 Project Time Management

49. SMART Criteria Milestones should be: S pecific M easurable A ssignable R ealistic T ime-framed 49 Project Time Management

50. Project Crashing Projects will sometimes have deadlines that are impossible to meet using normal procedures By using exceptional methods it may be possible to finish the project in less time than normally required However, this usually increases the cost of the project Reducing a project’s completion time is called crashing

51. Project Crashing Crashing a project starts with using the normal time to create the critical path The normal cost is the cost for completing the activity using normal procedures If the project will not meet the required deadline, extraordinary measures must be taken The crash time is the shortest possible activity time and will require additional resources The crash cost is the price of completing the activity in the earlier-than-normal time

52. Four Steps to Project Crashing Find the normal critical path and identify the critical activities Compute the crash cost per week (or other time period) for all activities in the network using the formula Crash cost/Time period = Crash cost – Normal cost Normal time – Crash time

53. Program Evaluation and Review Technique (PERT) PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates PERT uses probabilistic time estimates Duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations, or a three-point estimate PERT attempts to address the risk associated with duration estimates by developing schedules that are more realistic It involves more work than CPM since it requires several duration estimates 53 Project Time Management

54. Schedule Control Perform reality checks on schedules Allow for contingencies Don’t plan for everyone to work at 100% capacity all the time Hold progress meetings with stakeholders and be clear and honest in communicating schedule issues 54 Project Time Management

55. Reality Checks on Scheduling First review the draft schedule or estimated completion date in the project charter Prepare a more detailed schedule with the project team Make sure the schedule is realistic and followed Alert top management well in advance if there are schedule problems Verify schedule progress – just because a team member says a task was completed on time doesn’t always mean that it was 55 Project Time Management

56. Working with People Issues Strong leadership helps projects succeed more than good PERT charts Project managers should use: Empowerment Incentives Discipline Negotiation 56 Project Time Management

57. Using Software to Assist in Time Management Software for facilitating communications helps people exchange schedule-related information Decision support models help analyze trade-offs that can be made Project management software can help in various time management areas 57 Project Time Management

58. 58 Project Scheduling Project definition: A complex and large scale one-of-a-kind product or service , made up by a number of component activities (jobs), that entails a considerable financial effort and must be time-phased , i.e. scheduled, according to specified precedence and resource requirements ( Hax and Candea , 1984)

59. 59 Project properties Project goals: quality, time, costs, customer satisfaction Network of activities/jobs Limited resource capacity Project life-cycle: Order acceptance Engineering and process planning Material and resource scheduling Project execution Evaluation & service

60. 60 Project examples Construction Production Management Research Maintenance Installation, implementation