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Assignment project scheduling
- 1. PROJECT SCHEDULING Submitted by: Har Simaran Singh Course: Sept-PM Batch 02 Faculty: Prof. Ravi Shankar Prof. KN Jha
- 3. PROJECT PLANNING Project planning involves:- Preparing a schematic of how the project will be executed Involves planning of activities, resources and capital to ensure optimum utilization of all available resources Includes preparation of mitigation plans in case the original plans fails to deliver Identifies the stakeholders / departments involved and defines a clear scope of work for all involved parties
- 4. PROJECT PLANNING Project Plan Clear Scope of work Activities involved Establishing durations Develop strong feedback systems Define role of stakeholders involved Develop & maintain Reporting Revisions as per feedback received
- 5. PROJECT PLANNING Types of Project Plans Time Schedule Manpower Plan Material Plan Equipment Plan Finance Plan / Billing Schedule
- 6. WORK BREAKDOWN STRUCTURE a way to divide and conquer large projects to get things done faster and more efficiently Goal – to simplify a complex project to make it more manageable General layout of a Project WBS:- PROJECT NAME Work Package 1 Further broken down to element level Work Package 2 Work Package 3 Work Package 4
- 7. WORK BREAKDOWN STRUCTURE (general structure in SAP) Image Source: blogs.sap.com
- 9. PROJECT TIME SCHEDULE A project time schedule indicates:- What needs to be done? When it needs to be done? What are the sequence of activities to achieve the task? Which resources must be utilized? It’s a timetable that outlines the complete timeline of the project, focusing on:- Start & end date Major milestones
- 10. PROJECT SCHEDULE – IMPORTANT TERMS WBS – Work Break Down Structure Network Diagram - graph or chart which clearly indicates the flow of elements in the project Milestone - set of related deliverables Stakeholders - people engaged in and influenced by the project Baseline – used to measure the performance of the project, fixed in the initial stages of scheduling process Gantt Chart - a bar chart that displays the scheduled information graphically Activity - a scheduled phase in a project plan with a distinct beginning and end
- 11. PROJECT SCHEDULE TYPES OF NETWORKS
- 12. PROJECT SCHEDULE – TYPES OF NETWORKS AOA (activity-on-arrow) activities are represented by a line between two circles First circle start of the activity Second circle end of the activity Image Source - www.praxisframework.org/en/library/activity-on-arrow- diagram
- 13. PROJECT SCHEDULE – TYPE OF NETWORKS AON (activity-on-network) boxes to denote schedule activities boxes linked with arrows to show logical sequence in which activities are to be performed Scheduling softwares employ this method for scheduling Image Source - www.praxisframework.org/en/library/precedence-diagram
- 14. PROJECT SCHEDULE – TYPES OF RELATIONSHIPS Start-to-Start (SS) Both predecessor and successor start at the same time Finish-to-Finish (FF) Both predecessor and successor finish at the same time Start-to-Finish (SF) Predecessor activity starts after the successor activity finishes Finish-to-Start Predecessor activity starts after the successor activity finishes
- 15. PROJECT SCHEDULE – FLOAT Definition - amount of time a given task can be delayed without causing a delay in the subsequent activities or the entire project Types of float Total Float amount of time a task can move without impacting the final project delivery date Total Float or Float = LS – ES or LF – EF Free Float amount of time that a schedule activity can be delayed without delaying the early start date of any successor or violating a schedule constraint Free Float = ES (of successor) – EF (of current)
- 16. PROJECT SCHEDULE – FLOAT Types of float (cont….) Interfering Float amount of time a schedule activity can be delayed or extended from its early start date without delaying the project finish date Interfering Float = Total Float – Free Float Independent Float maximum amount of time an activity can be delayed without delaying the early start of the succeeding activities and without being affected by the allowable delay of any predecessor activity Independent Float (INDF) = Earliest Successors’ Early Start – Earliest Predecessors’ Late Finish – Activity’s duration
- 17. PROGRAM EVALUATION & REVIEW TECHNIQUE (PERT)
- 18. PROGRAM EVALUATION & REVIEW TECHNIQUE This method, depicts the activities and schedule of the activities or tasks through a network diagram used to estimate the complete time of the project Used to calculate the expected duration of an activity based on the below time estimates:- Most probable duration (M) Optimistic (shortest) duration (O) Pessimistic (longest) duration (P) Standard Deviation of time – variability in the time taken for completion of an activity or a path
- 19. PROGRAM EVALUATION & REVIEW TECHNIQUE
- 20. PROGRAM EVALUATION & REVIEW TECHNIQUE PERT follows the normal distribution curve
- 21. PROGRAM EVALUATION & REVIEW TECHNIQUE Steps to draw a PERT Chart Identify activities of the project Identify dependencies between the activities Draw the chart Establish timelines for the activities
- 22. PROGRAM EVALUATION & REVIEW TECHNIQUE Typical Example of a PERT chart
- 24. CRITICAL PATH METHOD (CPM) CPM is a method where we identify tasks that are necessary for project completion and determine scheduling CRITICAL PATH – longest sequence of activities that must be finished on time in order for the entire project to be complete. Any delays in critical tasks will delay the rest of the project the float in activities lying on the critical path = 0
- 25. CRITICAL PATH METHOD (CPM) CPM is a method where we identify tasks that are necessary for project completion and determine scheduling CRITICAL PATH – longest sequence of activities that must be finished on time in order for the entire project to be complete. Any delays in critical tasks will delay the rest of the project the float in activities lying on the critical path = 0
- 26. CRITICAL PATH METHOD (CPM) Benefits of using CPM Improves future planning by monitoring plan vs actual progress along the critical path Facilitates more effective resource / manpower management by prioritizing the right set of activities at the right time Helps avoid hiccups in the project, by showing a clear picture of the activities that need to be prioritized
- 27. CRITICAL PATH METHOD (CPM) Critical Path A-D-F-I Project Duration 50 days
- 28. GANTT CHART
- 29. GANTT CHART - INTRODUCTION named after Henry Gantt (1861-1919) type of bar chart that illustrates a project schedule seful way of showing what work is scheduled to be done on specific days Universal way of representation of project timelines across various industries:- IT Manufacturing Consultancy, etc. Views available in Gantt Chart Current Status of project Original Plan (baseline) (can view multiple baselines) Critical paths / activities
- 30. GANTT CHART – TYPICAL VIEW