Module 7 Session 7.2 Visual 1

Module 7

Planning and Scheduling with theCritical Path Method

Session 7.2Scheduling and allocating resources with CPM

Module 7 Session 7.2 Visual 2

Instructional Objective

Schedule activities and resources, shorten duration, and control the project by measuring progress against plan

Module 7 Session 7.2 Visual 3

Tasks for managing plans

Scheduling activities Allocating resources Meeting required dates Allowing for risk

Getting management approval Monitoring progress vs. plan (control) Reporting Rescheduling and updating

Detailed plan Master summary plan

Module 7 Session 7.2 Visual 4

G 1

Early start schedule

B 4 F 2

C 1

1 2 3 4 5 6 7Weeks

D 1

E 1

: : : :A 1

Module 7 Session 7.2 Visual 5

Scheduled start - Leveled resource

A B 4 F 21

C 1

G 1

1 2 3 4 5 6 7Weeks

D 1

E 1

: : : :

Module 7 Session 7.2 Visual 6

1 192 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

DAYS

10 210 12 10 6 6 9 16 16 15 15 15 15 12 10 6 2 2

1 192 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

MAN HISTOGRAM

002468

10121416

DAYS

JOB D 4 MEN FLOAT

JOB A 4 MEN JOB E 3 MEN JOB A 2 MEN FLOAT

JOB B 2 MEN

JOB F 4 MEN FLOAT

JOB C 4 MEN JOB G 2 MEN JOB J 3 MEN JOB K 2 MEN

JOB L 6 MEN JOB M 3 MEN FLOAT

ME

N

Module 7 Session 7.2 Visual 7

Resource histogram:Early start with overload

1 192 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

0246

810

121416

DAYS

Menrequired

Men available

Overload

(a) Earliest start schedule

ME

N

Module 7 Session 7.2 Visual 8

Resource histogram:Late start schedule

1 192 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

0246

810

121416

DAYS

Men required

Men available

Overload

(b) Latest start schedule

Module 7 Session 7.2 Visual 9

191 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

DAYS

JOB A 4 MEN JOB E 3 MEN JOB H 2 MENFLOAT

JOB B2 MEN

JOB F 4 MEN FLOAT

JOB C 4 MEN JOB G 2 MEN JOB J 3 MEN JOB K 2 MEN

JOB M 3 MEN FLOAT

1 192 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

JOB D 4 MEN FLOAT

JOB A 4 MEN JOB E 3 MEN JOB H 2 MEN FLOAT

JOB B2 MEN

JOB F 4 MEN FLOAT

JOB C 4 MEN JOB G 2 MEN JOB J 3 MEN JOB K 2 MEN

JOB L 6 MENJOB M3 MEN FLOAT

FLOAT

FLOAT FLOAT

Best schedule

Early start schedule

JOB L 6 MENNote: D and H now critical

JOB D 4 MENFLOAT

Module 7 Session 7.2 Visual 10

Histogram: Resource loading for best schedule

10 810 8 10 10 6 5 6 12 13 13 13 13 13 9 11 11 8

1 192 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 180246

810

121416

ME

N

MAN HISTOGRAM

Men required

DAYS

Module 7 Session 7.2 Visual 11

Scheduling criteria

1. Resource allocation (leveling)

2. Cost and cash flow

3. Risk

4. Outside factors (weather)

Module 7 Session 7.2 Visual 12

Early versus late start schedule

A B 4 F 21

C 1

G 1

1 2 3 4 5 6 7Weeks

D 1

E 1

: : : :

Module 7 Session 7.2 Visual 13

Time compression(Crashing the schedule)

What ?

Why ?

Module 7 Session 7.2 Visual 14

Time compression alternatives

1. Add resources (people, money)

2. Change logic

3. Change objective

4. Change methods

5. Reduce time estimates

Module 7 Session 7.2 Visual 15

Time compression (Crashing)

A B 4 F 21

C 1

G 1

1 2 3 4 5 6 7Weeks

D 1

E 1

: : : :

Module 7 Session 7.2 Visual 16

Time compression alternatives

1. Add resources (people, money)

2. Change logic

3. Change objective

4. Change methods

5. Reduce time estimates

Module 7 Session 7.2 Visual 17

Change logic sequence

A B

A

B

5 3

5

3

Save 3 weeks

Module 7 Session 7.2 Visual 18

Lead-lag relationship

Foundation

Structural steel

Structural steel

Foundation

30%

or 2 week delay

70%

Module 7 Session 7.2 Visual 19

In sequencing do not mix logic and resources

Instant coffee project

Resource scheduling problem, not logical constraint

Get sugar bowl Wrong

Get sugar bowl

Get coffee jarRight

Get coffee jar

Module 7 Session 7.2 Visual 20

Risk

Dealing with uncertainty

Making assumptions about the future

Module 7 Session 7.2 Visual 21

Dealing with risk

Longest + (4 . most likely) + shortest6

Expectedtime =

PERT uses probability model with 3 estimates

Bell shaped curve

Module 7 Session 7.2 Visual 22

Identify activities with high probability of delay

Plan Risk

Add extra time based on best collective judgment

4 2

Module 7 Session 7.2 Visual 23

Fast-track management decisions

1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

Normal

Managementapprovesbudget of40,000 forprototype

Build

6 months

Test

6 months

DesignPhase

Prototype Phase

ManufacturingPhase

Start upmanufact.

12 months

Months

Tooling

Procure parts

Managementdecisions

6 months

2 years

Managementapproves budget of10,000 for

tooling plus100,000 for

manufacturing

Module 7 Session 7.2 Visual 24

6 months

Accelerated

Build

6 months

Test

6 months

DesignPhase

Prototype Phase

ManufacturingPhase

Months

Procure parts

Managementdecisions

1.5 yearsSave 6 months

Fast-track management decisions

Managementapprovesbudget of40,000 for

prototype plus 10,000 for

tooling

Start upmanufact.

Tooling

6 months

Managementapproves budget of100,000

manufacturing

12 months

1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

Module 7 Session 7.2 Visual 25

Time compression alternatives

1. Add resources (people, money)

2. Change logic

3. Change objective

4. Change methods

5. Reduce time estimates

Module 7 Session 7.2 Visual 26

Control

Measuring progress versus plan

Module 7 Session 7.2 Visual 27

Control = measuring progress versus plan

A B 4 F 21

C 1

G 1

1 2 3 4 5 6 7Weeks

D 1

E 1

: : : :

TODAY

Module 7 Session 7.2 Visual 28

Reporting and control

Monitor progress

Revise schedule

Pay attention to human element

Module 7 Session 7.2 Visual 29

Tasks for managing plans Scheduling activities

Allocating resources Meeting required dates Allowing for risk

Getting management approval

Monitoring progress vs. plan (control)

Reporting

Rescheduling and updating Detailed plan Master summary plan