Scheduling

Resources

and Costs

CHAPTER EIGHT

Student Version

Copyright © 2011 by The McGraw-Hill Companies, Inc. All

rights reserved.

McGraw-Hill/Irwin

Gannt Chart

• Developed by Henry Gannt in 1916

• is used to determine the timing of individual activities in a

project,

• is a graphical representation of the duration of tasks against the

progression of time,

• The purpose is to place tasks and activities (groups of tasks

gathered into broad tasks) as horizontal bars against a time line

to show start and end dates for the tasks

• is a type of bar chart that illustrates a project schedule,

• illustrates the start and finish dates of the terminal elements and

summary elements of a project,

–Terminal elements and summary elements comprise the work

breakdown structure of the project.

8–2

Gannt Chart

Planning and Scheduling

• Use a Gantt chart to plan how

long a project should take.

• A Gantt chart lays out the order in

which the tasks need to be carried

out.

• Early Gantt charts did not show

dependencies between tasks but

modern Gantt chart software

provides this capability.

Monitoring a Project

• A Gantt chart lets you see

immediately what should have been

achieved at any point in time.

• A Gantt chart lets you see how

remedial action may bring the project

back on course.

• Most Gantt charts include

"milestones" which are not part of a

traditional Gantt Chart.

• However, for representing deadlines

and other significant events, it is very

useful to include this feature on a

Gantt chart.

8–3

A Gantt Chart is a Matrix

• The Gantt chart is constructed with a horizontal axis

representing the total time span of the project, broken

down into increments (days, weeks, or months).

• A Gantt chart is a horizontal bar chart to graphically portray

WBS task duration.

• The Gantt chart is constructed with a vertical axis

representing the tasks that make up the project.

• The Gantt chart is constructed with a graph area which

contains horizontal bars for each task connecting the

period start and period ending symbols.

8–4

A Gantt Chart has variants

• Milestones: important checkpoints or interim goals for a

project.

• Resources: for team projects, it often helps to have an

additional column containing numbers or initials which

identify who on the team is responsible for the task.

• Status: the projects progress, the chart is updated by filling

in the task's bar to a length proportional to the amount of

work finished.

• Dependencies: an essential concept that some activities

are dependent on other activities being completed first. 8–5

Guidelines

1. What is the total length of the project?

– Let that time be the length of the time axis (x-axis).

2. How long is the shortest task?

– Let that time help you set the divisions on the x-axis. (Use your

judgment if you have a few tasks much shorter than most. They’ll

show up as points in time—or vertical lines).

3. What are the tasks of the project?

– List them sequentially along the y-axis (either by short title or

identifying number). Also, you can choose to list your tasks

sequentially by starting date or by number.

4. Estimate the duration for each task in your task list.

When does the task begin? When does the task end? Represent

start date and end date by an empty bar horizontal to the x-axis for

each task. The time between start date and end date is the duration

of the task. 8–6

• F:\BİM 405 Project MAnagement_Spring

2012\IME614_ek\HAK_PM_book.pdf

8–7

Figure 5-23 A Gantt Chart of a Sample

Project

Figure 5-24 A Gantt Chart of Sample Project

Showing Critical Path, Path Connections, Slack,

EST, LST, EFT, and LFT

Figure 5-25 A Gantt Chart of a Day Care Project

Showing Expected Durations, Critical Path,

Milestone, and Resource Requirements

Figure 5-26 A Progress Report on a Day Care

Project Showing Actual Progress Versus Baseline

Basic Gantt Chart

8–12

Gantt Chart with Dependencies

8–13

Using PERT

• PERT is used when activity times are uncertain.

– Decision making under risk (“P” for probabilistic)

– Three time estimates are required for each activity.

• OPTIMISTIC TIME: Best time if everything goes

perfectly

• REALISTIC TIME: Most likely time

• PESSIMISTIC TIME: A worst-case situation

B + 4M + P Expected Time = ------------------- 6

In this example, the most likely time is given a weight of 4, and the other two times

(pessimistic and optimistic) are each given weights of 1. Software allows you to change

these as needed, but the denominator must be the total of the weights given.

• If the activity times are risky, the project team must make

three time estimates for each activity and use PERT.

• Risky activity times enable the use of a probability

distribution and risk assessment.

– For this sample project the times will be certain. (CPM)

• Activity slack is the maximum length of time that an

activity can be delayed without delaying the entire

project. (The difference between the earliest time we can start an activity and the

latest time we can start it without delaying the project.)

– For St. Adolf’s we can’t go beyond 69 weeks since that is the

project length.

St. Adolf’s Hospital

Developing the schedule

• Earliest Start Time (ES) for an activity is the earliest finish

time of the immediately preceding activity.

• Earliest Finish Time (EF) for an activity is its earliest start

time plus how long it takes to do it (estimated duration).

• Latest Start Time (LS) is the latest you can finish the

activity minus the activity’s estimated duration.

• Latest Finish Time (LF) is the latest start time of the

activity that immediately follows it. (Latest start and finish times

for each activity are computed starting at the project’s last

activity completion time and working forward.)

• For simplicity, all projects start at time zero.

St. Adolf’s Hospital

Developing the schedule

Earliest Start and Earliest Finish Times

K

6

C

10

G

35

J

4

H

40

B

9

D

10

E

24

I

15

Finish Start

A

12

F

10

0

Earliest start time

12

Earliest finish time

0 9

9 33

9 19 19 59

22 57 12 22

59 63

12 27

12 22 63 69

© 2012 Lew Hofmann

Earliest Start and Earliest Finish Times

Critical Path

The Critical Path

takes 69 weeks

K

6

C

10

G

35

J

4

H

40

B

9

D

10

E

24

I

15

Finish Start

A

12

F

10

0 9

9 33

9 19 19 59

22 57 12 22

59 63

12 27

12 22 63 69 0 12

Path Time (wks)

A-I-K 33

A-F-K 28

A-C-G-J-K 67

B-D-H-J-K 69

B-E-J-K 43

© 2012 Lew Hofmann

K

6

C

10

G

35

J

4

H

40

B

9

D

10

E

24

I

15

Finish Start

A

12

F

10

0 9

9 33

9 19 19 59

22 57 12 22

59 63

12 27

12 22 63 69 0 12

Latest Start and Latest Finish Times (Working from the last activity toward the first activity)

48 63

53 63

59 63

24 59

19 59

35 59

14 24

9 19

2 14

0 9

Latest

finish

time

63 69

Latest

start

time

© 2012 Lew Hofmann

Activity Slack

Analysis

K

6

C

10

G

35

J

4

H

40

B

9

D

10

E

24

I

15

Finish Start

A

12

F

10

0 9

9 33

9 19 19 59

22 57 12 22

59 63

12 27

12 22 63 69 0 12

48 63

53 63

59 63

24 59

19 59

35 59

14 24

9 19

2 14

0 9

63 69

Slack is the difference between

LS and ES or the EF and LF.

Node Duration ES LS Slack

A 12 0 2 2

B 9 0 0 0

C 10 12 14 2

D 10 9 9 0

E 24 9 35 26

F 10 12 53 41

G 35 22 24 2

H 40 19 19 0

I 15 12 48 36

J 4 59 59 0

K 6 63 63 0

© 2012 Lew Hofmann

ANALYZING PROBABILITIES

• What is the probability that our sample project

will finish in 69 weeks as scheduled?

100% (Why?)

–Because we used CPM!

• (This means we were certain of all of our activity times.)

–If we weren’t certain, we should have used PERT

• You can’t do risk analysis if you use CPM

PERT and PROBABILITIES

• With PERT’s three time-estimates, we get a mean

(average) time and a variance for each activity and

each path.

–We also get a project mean time and variance.

• In order to compute probabilities (assuming a normal

distribution) we need the activity means and

variances.

– Most computer packages calculate this for you.

Probability

of Project Completion

• The probability of a project being completed by a given

date is a function of the mean activity times and variances

along the critical path(s).

• The probability of any specific activity being completed

by a given date is a function of the mean activity times

and variances along the longest path leading up to that

activity.

• If you have more than one critical path, focus on the path

with the greatest variance.

–A near-critical path may also be a problem, depending

on the mean and variance of it’s activities.

Distributions & Probability

• A Beta distribution is often used for the three

estimates of each activity

– This allows skewed distributions.

Optimistic------Most likely -----------------------Pessimistic

(3 ------------- 5 ---------------------------------- 11)

• Normal distributions are needed for probabilities.

• A distribution of activity-means is a normal

distribution, even though each activity time may be a

beta distribution.

Beta Distribution

Mean

m a b Time

Pro

ba

bili

ty

Pessimistic Optimistic

Each activity may have its three time

estimates skewed (Beta Distribution), but the

path along which this activities lie has a

normal distribution and thus a mean and

variance.

Figuring Probabilities

• Assume a PERT project critical path takes 40 days, and that the

variance of this path is 2.147

– You wish to know the probability of the project going over 42 days.

• Compute the standard deviation of the critical path. (Take the

square root of the variance of 2.147) Std. Dev. = 1.465

– POM/QM software gives you the variance of the critical path.

• Compute the Z value: Z = (absolute time difference) / Std. Dev.

In this example, Z = (42 days - 40 days) / 1.465 = 1.365

• Look up the Z value of 1.365 in a Normal Distribution table to get

the probability of the project taking 42 days.

• Subtract it from 100% to get the probability of going over 42.

Look up the Z value (1.365) in the table of normal distribution.

(In this case you need to interpolate between the Z values of .9313 and .9147)

.9139 or 91.39% is the probability of the project taking up to 42 days.

Going over 42 days is thus 100 - 91.39 = 8.61%

Project duration (weeks)

40 42

Probability of

meeting the

schedule in 42

weeks is

91.39%

Length of

critical path

is 40 weeks

Normal distribution: Sum of

Variances along critical

path = 2.147

Std. Dev. = 1.465 weeks

Probability of

exceeding 42

weeks is 8.61%

2 = (variances of activities along critical path) z =

T – C

2

2 = 1.78 + 1.78 + 2.78 + 5.44 + 0.11 = 11.89

z = 72 – 69

11.89

What is the Probability of it taking 72 weeks?

Critical Path = B - D - H - J – K = 69 weeks

T = 72 weeks C = 69 weeks

St. Adolf’s Hospital A 69-week Project

Look up Z value in normal distribution table Pz = .8078 or 80.78%

(Probability of it taking 72 weeks) Z = 0.870

Critical

Path

Variance

Look up the Z value (0.870) in the table of normal distribution.

.8078 or 80.78% is the probability of the project taking up to 72 wks.

Going over 72 weeks would be 100 – 80.78 = 19.22%

Project duration (weeks)

69 72

Probability of

taking 72 weeks is

0.8078 or 80.78%

Length of

critical path is

69 weeks

Normal distribution:

Mean = 69 weeks;

= 3.45 weeks

Probability of

exceeding 72

weeks is 0.1922

or 19.22%

St. Adolf’s Hospital Probability of Completing Project On Time

The Statistical Distribution of all

Possible Times for an Activity

Activity Expected Time and Variance

2

2

E

6

)(Var

6

)(

6

)4(T

ab

ab

bma

95 Percent Level

• Task will be a or lower 5 percent of the time

• Task will be b or greater 5 percent of the time

3.3

)( ab

90 Percent Level

• Task will be a or lower 10 percent of the time

• Task will be b or greater 10 percent of the time

6.2

)( ab

The Probability of Completing the Project on

Time

2

)(

DZ

=NORMDIST(D,,,TRUE)

Figure 5-18 The Statistical Distribution of

Completion Times of the Path a-b-d-g-h

Completion Time Distribution for Tennis

Tournament

Critical Path

Activities D V

A 2 4/36

C 3 4/36

E 10 144/36

I 3 36/36

J 2 0

= 20 188/36 = 5.2 =

2

15-38

Probability of Overrun

What is the probability of an overrun if a 24 day completion time is promised?

24

P (Time > 24) = .5 - .4599 = .04 or 4%

Days

2.52

ZX

Z

Z

24 20

52

175

.

.

15-39

8–40

The Resource Problem

• Resources and Priorities

–Project network times are not a schedule

until resources have been assigned.

• The implicit assumption is that resources will be available in the required amounts when needed.

• Adding new projects requires making realistic judgments of resource availability and project durations.

–Cost estimates are not a budget

until they have been time-phased.

8–41

The Resource Problem (cont’d)

• Resource Smoothing (or Leveling)

–Involves attempting to even out varying demands

on resources by using slack (delaying noncritical

activities) to manage resource utilization when

resources are adequate over the life of the project.

• Resource-Constrained Scheduling

–The duration of a project may be increased by

delaying the late start of some of its activities if

resources are not adequate to meet peak demands.

8–42

Types of Project Constraints

• Technical or Logic Constraints

– Constraints related to the networked sequence

in which project activities must occur.

• Physical Constraints

– Activities that cannot occur in parallel or are affected by

contractual or environmental conditions.

• Resource Constraints

– The absence, shortage, or unique interrelationship and

interaction characteristics of resources that require a particular

sequencing of project activities

• Kinds of Resource Constraints

– People, materials, equipment

8–43

Classification of A Scheduling Problem

• Classification of Problem

–Using a priority matrix will help determine if

the project is time or resource constrained.

• Time-Constrained Project

–Must be completed by an imposed date.

• Time is fixed, resources are flexible: additional resources are required to ensure project meets schedule.

• Resource-Constrained Project

–Is one in which the level of resources available

cannot be exceeded.

• Resources are fixed, time is flexible: inadequate resources will delay the project.

8–44

Resource Allocation Methods

• Limiting Assumptions

–Splitting activities is not allowed—once an

activity is start, it is carried to completion.

–Level of resources used for an activity cannot

be changed.

• Risk Assumptions

–Activities with the most slack pose the least risk.

–Reduction of flexibility does not increase risk.

–The nature of an activity (easy, complex)

doesn’t increase risk.

8–45

Resource Allocation Methods (cont’d)

• Time-Constrained Projects

–Must be completed by an imposed date.

–Require use of leveling techniques that focus

on balancing or smoothing resource demands.

–Use positive slack (delaying noncritical activities)

to manage resource utilization over the duration

of the project.

• Peak resource demands are reduced.

• Resources over the life of the project are reduced.

• Fluctuation in resource demand is minimized.

8–46

Resource Allocation Methods (cont’d)

• Resource Demand Leveling Techniques

for Time-Constrained Projects

–Advantages

• Peak resource demands are reduced.

• Resources over the life of the project are reduced.

• Fluctuation in resource demand is minimized.

–Disadvantages

• Loss of flexibility that occurs from reducing slack.

• Increases in the criticality of all activities.

8–47

Resource Allocation Methods (cont’d)

• Resource-Constrained Projects

– Resources are limited in quantity or availability.

– Activities are scheduled using heuristics

(rules-of-thumb) that focus on:

1. Minimum slack

2. Smallest (least) duration

3. Lowest activity identification number

– The parallel method is used to apply heuristics

• An iterative process starting at the first time period of the project and scheduling period-by-period the start of any activities using the three priority rules.

8–48

The Impacts of Resource-Constrained

Scheduling

• Reduces delay but reduces flexibility.

• Increases criticality of events.

• Increases scheduling complexity.

• May make the traditional critical path

no longer meaningful.

• Can break sequence of events.

• May cause parallel activities to become

sequential and critical activities with slack

to become noncritical.

8–49

Splitting

• Splitting

– A scheduling technique use to get a better project

schedule and/or increase resource utilization.

• Involves interrupting work on an activity to employ the resource on another activity, then returning the resource to finish the interrupted work.

• Is feasible when startup and shutdown costs are low.

• Is considered the major reason why projects fail to meet schedule.

8–50

Multiproject Resource Schedules

• Multiproject Scheduling Problems

1. Overall project slippage

• Delay on one project create delays for other projects

2. Inefficient resource application

• The peaks and valleys of resource demands create scheduling problems and delays for projects.

3. Resource bottlenecks

• Shortages of critical resources required for multiple projects cause delays and schedule extensions.

8–51

Multiproject Resource Schedules (cont’d)

• Managing Multiproject Scheduling:

–Create project offices or departments to oversee

the scheduling of resources across projects.

–Use a project priority queuing system: first come,

first served for resources.

–Centralize project management: treat all projects

as a part of a “megaproject.”

–Outsource projects to reduce the number

of projects handled internally.

8–52

Key Terms

Heuristic

Planned value (PV)

Resource-constrained projects

Smoothing

Splitting

Time-constrained projects

Time-phased budget baseline