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7-1Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd
Pearson, Larson, Gray, Project Management in Practice, 1e
CHAPTER 7
Project Time Management
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Pearson, Larson, Gray, Project Management in Practice, 1e
Developing the Project Schedule
• The project schedule is a chart that graphically depicts the sequence, interdependencies and start and finish times of the project.
• The project schedule also depicts the activities to enable the identification of the critical path.
• The project schedule allows for tracking time variances when the project is being executed.
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Pearson, Larson, Gray, Project Management in Practice, 1e
From Work Package To Network
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Pearson, Larson, Gray, Project Management in Practice, 1e
Activity-on-Node (AON) Fundamentals
• A = Sequences
• B = Burst
• C = Merge
• D = Parallel
6–4
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Pearson, Larson, Gray, Project Management in Practice, 1e
Sequence the Activities
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Pearson, Larson, Gray, Project Management in Practice, 1e
Add the Durations
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Pearson, Larson, Gray, Project Management in Practice, 1e
Carry out the Forward PassMaximum of Preceding Activities
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Pearson, Larson, Gray, Project Management in Practice, 1e
Carry out the Backward Pass Minimum of Succeeding Activities
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Pearson, Larson, Gray, Project Management in Practice, 1e
Calculate the Slack or Float
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Pearson, Larson, Gray, Project Management in Practice, 1e
Identify the Critical PathFree slack example
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Pearson, Larson, Gray, Project Management in Practice, 1e
Identify the Critical Path (cont.)
• The longest path through the activity network that allows for the completion of all project-related activities.
• The shortest expected time in which the entire project can be completed.
• Delays on the critical path will delay completion of the entire project.
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Pearson, Larson, Gray, Project Management in Practice, 1e
Extended Network Techniquesto Come Closer to Reality
Laddering
• Under the standard finish-to-start relationship, when an activity has a long duration and will delay the start of an activity immediately following it, the activity can be broken into segments.
• The network can be drawn using a laddering approach so the following activity can begin sooner and not delay the work.
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Pearson, Larson, Gray, Project Management in Practice, 1e
Example of Laddering Using Finish-to-start Relationship
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Pearson, Larson, Gray, Project Management in Practice, 1e
Extended Network Techniques to Come Close to Reality (Cont.)
Lag
• A lag directs a successor activity to be delayed.
Lead
• A lead allows acceleration of a successor activity.
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Pearson, Larson, Gray, Project Management in Practice, 1e
Hammock Activities
• An activity that spans a segment of a project.
• Duration of hammock activities is determined after the network plan is drawn.
• Hammock activities are used to aggregate sections of the project to facilitate getting the right amount of detail for specific sections of a project.
6–15
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Pearson, Larson, Gray, Project Management in Practice, 1e
Common Gantt Chart Relationships
Moving the AON to a Project Schedule
(See following slides)
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Pearson, Larson, Gray, Project Management in Practice, 1e
Finish-to-Start Relationship (FS)
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Pearson, Larson, Gray, Project Management in Practice, 1e
Start-to-Start Relationship
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Pearson, Larson, Gray, Project Management in Practice, 1e
Finish-to-Finish Relationship
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Pearson, Larson, Gray, Project Management in Practice, 1e
Air Control Project—
Gantt Chart
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Pearson, Larson, Gray, Project Management in Practice, 1e
Options for Accelerating Project Completion
When resources are not constrained…
• Crashing The most common method for shortening project time is to assign additional staff and equipment (resources) to activities (crashing the project schedule)
• Outsourcing project work
• Scheduling overtime
• Do it twice, fast and then correctly
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Pearson, Larson, Gray, Project Management in Practice, 1e
Options for Accelerating Project Completion (cont.)
When resources are constrained…
• Fast tracking Sometimes it is possible to rearrange the logic of the project network so that critical activities are done in parallel (concurrently) rather than sequentially
• Critical-chain project management
• Reducing project scope
• Compromising quality
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Pearson, Larson, Gray, Project Management in Practice, 1e
Options for Accelerating Project Completion (cont.)
When cost is the issue…
• Reduce project scope
• Have the owner take on more responsibility
• Outsource activities or the whole project
• Brainstorm cost-savings options
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Pearson, Larson, Gray, Project Management in Practice, 1e
Resource Allocation Methods
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Pearson, Larson, Gray, Project Management in Practice, 1e
Project Scope Integration
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Pearson, Larson, Gray, Project Management in Practice, 1e
Key TermsactivityActivity-on-Arrow (AOAActivity-on-Node (AON)burst activityconcurrent engineeringcrashingcritical pathdanglerfast-trackingfree slackGantt charthammock activityheuristicladdering
lag relationshiplagslevellingmerge activityparallel activity parallel/sequence activitiespathresource-constrained projectresource-constrained schedulingresource smoothingsensitivityslack/float (total) splittingtime-constrained project