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Scheduling Techniques
Introduction
Scheduling techniques
interdependencies of activities
GANTT Chart
Job
Day
1
Day
2
Day
3
Day
4
Day
5
Day
6
Day
7
Day
8
Start of an
activity
End of an
activity
Scheduled
activity time
allowed
Maintenance
Actual work
progress
Nonproduction
time
Point in time
when chart
is reviewed
Now
8
Milestone schedules
A tool used to mark specific points along a project
timeline. They focus on major progress points that must
be reached to achieve success.
Project milestone schedules contains information:
Milestone schedules
10
Network analyis
The major disadvantage of GANTT and milestone is the
inability to show the interdependencies between events
and activities
Network analysis can provide valuable information for
planning, integration of plans, time studies, scheduling
and resource management.
Network are composed of events and acivities
There are two different format diagram
AON: Activities on the node (AIB- Activities in the box)
AOA: Activities on the arrow
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Order
Pipe
Deliver
Pipe
D
Start
Lay
Pipe
Finish
B
Dig
Trench
ACTIVITY
3 WEEKS
COMPLETE TESTING
LEGEND
EVENT
ACTIVITY
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AOA: Terminology
Event: equivalent to a milestone indicating when activity
starts or finish
Activity: Element of work must be accomplished
Duration: Total time required to complete the activity
Critical path: The longest path thru the network and
determines the duration of the project
Dummy activity: showing the precedential relationships
between activities and consuming zero time
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Dependencies
26
31
31
18
18
BURST POINT
26
SINK
15
Dependencies
a
a
b
d
b
1
e
d
RIGHT
16
3
1
4
LEGEND: (TIME = WEEKS)
EVENT
ACTIVITY
CRITICAL PATH ACTIVITY
17
Dummy Activities
D
A
PRECEDING
ACTIVITY ACTIVITY
DUMMY
B
A
B
C
D
B
A,B
C
18
Dependencies
c
b precede d
b
d
a and b precede c
a and b precede d
b
c
19
Dependencies
c
d
b
d
d depends on a and b
e depends on b and c
b
c
d depends on a and b
c depends only on a
e depends only on b
e
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a
1
c
b
e
WRONG
RIGHT
d
c
2
a,b,c must precede d, but only a,b precede e
d
a
d
1
1
a precede d
e
2
a and b
precede d
f
3
2
b and c
precede d
WRONG
f
3
RIGHT
21
=(b-a)/6
23
Resources
Activities
Project Objectives.
Schedule Compression
Elimination of some parts of the project
Addition of more resources
Substitution of less time-consuming
components or activities
Parallelization of activities
Shortening critical path activities
Shortening early activities
Shortening longest activities
25
Schedule Compression
(Continued)
Shortening easiest activities
Shortening activities that are least costly to
speed up
Shortening activities for which you have more
resources
Increasing the number of work hours per day
26
Resource Leveling
Resource leveling is an attempt to eliminate the
manpower peaks and valleys by smoothing out
the period-to-period resource requirements.
The ideal situation is to do this without changing
the end date. However, in reality, the end date
moves out and additional costs are incurred.
27
Resource Allocation
Resource allocation (or resource limited
planning) is an attempt to find the shortest
possible critical path based upon the available
or fixed resources.
The problem with this approach is that the
employees may not be qualified technically to
perform work on more than one activity in a
network.
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Activity description
Start
Mobilise
Survey
Grade site
Trench footings
Form and pour concrete
Cure concrete
Concrete and material design
Spec prefab metal building
Plumbing materials, pump
Electrical materials, lights, panel
Install pump
Erect structural steel
Install roofing and siding
Install lights and panels
Test Pump
Paint
End
Duration ,days
0
2
1
2
5
5
8
5
4
5
5
7
4
5
3
2
3
0
Immediate
Predecessors
1
2
2
3,4
5,8
6
1
1
1
1
7,9,10
7,9,10
13
11,14
12
15
16, 17
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Classroom Activity 6a
30
Precedence Network
The interrelationships on bar charts
MONTHS AFTER GO-AHEAD
TASKS
1
2
3
4
5
31
FINISH
FINISH-TO-START
ACTIVITY 1
START
ACTIVITY 2
START
START-TO-START
ACTIVITY 1
START
ACTIVITY 2
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FINISH
FINISH
ACTIVITY 1
FINISH-TO-FINISH
ACTIVITY 2
PERCENT COMPLETE
ACTIVITY 1
50 %
20 %
ACTIVITY 2
33
ACTIVITY INFORMATION
EARLY START
01/06/97
TIME DURATION
2 WORK-WEEKS
TOTAL
SLACK(TS)
ACTIVITY 4
LATE START
15/06/97
FREE SLACK
(FS)
COST/PROFIT
CENTER 2810
EARLY FINISH
14/06/97
$250,000
LATE FINISH
28/06/97
34
Questions?
35