Free Powerpoint Templates Page 1 Free Powerpoint Templates Project Scheduling Network formation...
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Transcript of Free Powerpoint Templates Page 1 Free Powerpoint Templates Project Scheduling Network formation...
Free Powerpoint TemplatesPage 1
Free Powerpoint Templates
Project Scheduling
•Network formation•Network Analysis•Bar chart•Resources
Class 4
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Network Formation
• A project network is a tool used for planning, scheduling, and monitoring project progress.
• Network is a graphical representation of the project or part of it, showing all of the activities and their relationships.
• Network is developed from the information collected for the WBS.
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Definition• Activity: is an element of the project that requires time,
may or may not require resources.• Path: is a sequence of connected, dependent activities• Critical Path: is the longest path(s) through the network,
if an activity on the path is delayed, the project is delayed the same amount of time.
• Event: This term is used to represent a point in time when an activity is started or completed. It does not consume time.
• Predecessor: activity must be completed before• Successor: activity must immediately follow it
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Basic rules in developing project network
1. Networks flow typically from left to right.
2. An activity cannot begin until all preceding connected activities have been completed.
3. Arrows on networks indicate precedence and flow. Arrows can cross over each other.
4. Each activity should have a unique identification number.
13 15
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5. An activity identification number must be larger than that of any activities that precede it.
1
2
4
3
5
6
7
8
1
2
3
4
5
6
7
8
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6. Looping is not allowed.
7. Condition statements are not allowed.
8. When there are multiple starts, a common start node can be used to indicate a clear project beginning on the network.
A
B
Y
Z
Dummy
Dummy
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Project Networks
There are 2 types:-
1. Activity-on-Arrow (AOA) / Arrow Diagram
2. Activity-on-Node (AON) / Precedence Diagram
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Arrow Diagrams
• The arrow diagram represents an individual project activity that requires time.
• Arrow diagrams were the first form of network diagram to be developed.
• The length and slope of the arrow diagram have no significance.
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Activities and Events
Activities are represented by arrows starting and terminating at nodes or events.
START FINISH
ACTIVITY
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Predecessor-Successor Relationships
Time relationships between activities is indicated by connecting activities through events.
ACTIVITY1 ACTIVITY2
ACTIVITY1 ACTIVITY3
ACTIVITY2(2 sources)
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Concurrence Relationships
Some activities can be performed at the same time, referred to as concurrent activities.
ACTIVITY1
ACTIVITY2
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Dummy Activities
Sometimes the logic of the operation cannot be adequately described using only real activities and dummy activities need to be created.
ACTIVITY1 ACTIVITY3
ACTIVITY2 ACTIVITY4
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ACTIVITY2
ACTIVITY1 • Dummy activities have no duration, cost nothing, and use no resources.
• Dummy activities are normally drawn using dotted lines.
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Artificial Activity
An artificial activity is used to create a delay. It has a duration, but no cost or resources.
Circuits
As such circuits or loops are not possible, should avoid.
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Aggregated Activity
Occasionally it is conventional to group a collection of activities and replace this group with a single activity.
A
B
C
D
H
F
G
E
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Example – Arrow diagram
Activity Predecessor
A -
B -
C A
D B
E B
F C, D
G E
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Case#1 Arrow diagramActivity Preceding
ActivityActivity Times
A - 5
B A 15
C A 10
D A 5
E B, C 15
F B, C, D 10
G F 170
H E, G 35
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Case#2 Arrow diagramActivity Preceding
Activity
A -
B -
C A, B
D A, B
E A, B
F C, D
G E
H F
I F, G
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Case#3 Bridge building – Arrow diagramActivity Code
Operation Dependence Duration
ENA Earthworks, north side - 5
ESA Earthworks, south side ENA 4
CONN Construction, north side ENA 14
CONS Construction, south side ESA, CONN 12
COMN Compaction, north side CONN 2
COMS Compaction, south side CONS, COMN 2
RNB Road, north of bridge COMN 2
RSB Road, south of bridge RNB, COMS 2
PB Prefabrication bridge deck - 18
TD Transport deck to site PB 2
EB Erect bridge deck TD, CONN, CONS, COMN 3
LBS Lay bridge surface EB, RNB, RSB 2
ICB Install crash barriers EB 1
L Landscape RNB, RSB 1
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Precedence Diagrams
• In this diagram the nodes represent the activities and the arrows give the precedence relationships between them.
• Widely availability if personal computers and graphics programs
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Example – Precedence diagramActivity Predecessor
A -
B -
C A
D B
E B
F C, D
G E
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Case#4 Precedence diagram
Activity Preceding Activity
Activity Times
A - 5
B A 15
C A 10
D A 5
E B, C 15
F B, C, D 10
G F 170
H E, G 35
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Case#5 Precedence diagramActivity Preceding
Activity
A -
B -
C A, B
D A, B
E A, B
F C, D
G E
H F
I F, G
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Case#6 Bridge building – Precedence diagram
Activity Code
Operation Dependence Duration
ENA Earthworks, north side - 5
ESA Earthworks, south side ENA 4
CONN Construction, north side ENA 14
CONS Construction, south side ESA, CONN 12
COMN Compaction, north side CONN 2
COMS Compaction, south side CONS, COMN 2
RNB Road, north of bridge COMN 2
RSB Road, south of bridge RNB, COMS 2
PB Prefabrication bridge deck - 18
TD Transport deck to site PB 2
EB Erect bridge deck TD, CONN, CONS, COMN 3
LBS Lay bridge surface EB, RNB, RSB 2
ICB Install crash barriers EB 1
L Landscape RNB, RSB 1
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Comparison of AON and AOA
AOA methodAdvantages:1. Path tracing is simplified by activity/event numbering
scheme2. AOA is easier to draw if dependencies are intense3. Key events or milestones can easily be flaggedDisadvantages:4. Use of dummy activities increases data requirements5. Emphasis on events can distract from activities
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AON methodAdvantages:1. No dummy activities are used2. Events are not used3. AON is easy to draw if dependencies are not intense4. Activity emphasis is easily understand by first-level
managersDisadvantages:5. Path tracing by activity number is difficult6. Network drawing and understanding are more difficult
when dependencies are numerous
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Network Analysis
The Critical Path is the minimum time that it takes to complete a
projectis the longest sequence of activities in the network• There maybe more than one critical path through
a network; but one is better• The activities that lie along critical path are
called critical activities• If a critical activity is delayed then the whole
project is delayed
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10
15 15
20
30
25 510
How long does it take to finish this project?
Where is critical path?
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Case#7 Critical Path
Activity Preceding Activity
Activity Times
A - 5
B A 15
C A 10
D A 5
E B, C 15
F B, C, D 10
G F 170
H E, G 35
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Case#8 Critical Path
ID Description Predecessor Time
A Survey - 5
B Soils report A 20
C Traffic design A 30
D Lot layout A 5
E Approve design B, C, D 80
F Illumination E 15
G Drainage E 30
H Landscape E 25
I Signing E 20
J Bid proposal F, G, H, I 10
A city requests federal funding for a par-and-ride project. Network plan is to be submit. Make the critical path.
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Analysing Network
EST – earliest start time
LST – latest start time
EFT – earliest finish time
LFT – latest finish time
TF –Total float
FF – Free float
IF – Interfering float
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• Earliest times: are the earliest times that an activity can start and finish given that all preceding activities as soon as possible
• Latest times: are the latest that an act can start and finish and still allow time for succeeding activities to be completed without holding up the project
• TF = LST-EST = LFT – EFT
is the amount of time that an act can be delayed without effecting the overall duration
Critical path; TF = 0
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• FF: is the amount of time that an activity can be delayed without affecting any other activity
• IF = TF –FF
will affect succeeding activities but not the total project duration
10
20 20
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10
20
10
15
10
EST EFT
LST LFT
FF TF
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10
15
20
20
30
20
EST EFT
LST LFT
FF TF
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Bar charts
• Also known as a Gantt bar chart• Gives a pictorial representation of when
the activities begin, when they end, how long they take and how much float they have
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Overlapping relationshipsPreceding Activity
Following Activity
Start to Start
Start to Finish
Finish to Start
Finish to Finish
S/S
S/F
F/S
F/F
• Length of the arrows represents the lead times (LT)
• Overlapping makes project faster
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RESOURCES
• Resources are the things that are needed to carry out project activities
• Main resources:-
Man – workers, Engineers, Proj. Man.
Machine – pumps, cranes
Materials – steel, pipe, bolts&nuts• Why manage resources:-
1. Resource Constrained Scheduling
2. Resource Leveling
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1. Resource Constrained Scheduling
• Limited resources• Sometimes resources are restricted; some
activities need to be delayed because of not enough resources
• Where schedule is constrained by the available resources and may have to increase the duration of the project
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Reasons for resource limited:• Space constraints• Limited facilities• Safety requirements limit• Limited amount of equipment to work onSolutions:• Working overtime• Working shifts• Training, education, automation = increase productivity• Learning curve = repetitive• Hire sub-contractors• Reduce scope of work
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Resources
Time
Resource limited
Extend Project duration
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2. Resource Leveling
• Hiring & Firing• Resources cost money even though no work is being
done• A uniform resource usage will prevent resources being
idle and to minimize hiring and firings• Safety, learning curve, skilled workers, happy, lower
price, more work, more profit• Duration of project is limited• No one approach is accepted as the best
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Resources
Time
Time limited
• Rearrange activities within project duration• Moving activities around in order to smooth the resource profile
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A
B
C
D
5days, 3men
3days, 2men
4days, 4men
5days, 2men
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Activity Preceding Activity
Activity Times Resources
A - 6 3
B - 4 3
C - 3 2
D A 2 4
E A, B 3 1
F B, C 5 1
G D, C 3 2
H E, F 2 2
I C, H 4 2
J G 3 3
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Example
a) Draw an arrow diagram
b) Analyze network giving EST, EFT, LST, LFT, FF and TF
c) Construct a resource profile
d) Assuming that you only have 6 units of resource; reschedule the activities to fit the resource limitations
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Activity Follows Duration (days)
Resource
A - 8 2
B - 10 4
C - 12 1
D A 20 3
E A 5 4
F C 16 2
G C 13 0
H D 14 1
I B, D, E, F 8 1
J B, E, D, F, G 16 0
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