Slide 1 : REVIEW OF PLANNING AND SCHEDULING ENGR 281
Slide 2 : OUTLINE BASIS FOR PLANNING & SCHEDULING
PROCEDURE
METHODS
GANNT CHART
CRITICAL PATH
USES FOR SCHEDULE
Slide 3 : PLANNING & SCHEDULING FUNDAMENTAL ENGINEERING
FIRST DO THE PROBLEM ANALYSIS
THEN DEVELOP A SOLUTION TO THE DEFINED NEEDS
SPECIFY OBJECTIVES
DETERMINE ACTIVITIES & RESOURCES
PRESENT RESULTS IN A SCHEMATIC THAT CAN BE USED BY THE TEAM
Slide 4 : OBJECTIVES FOR PLANNING AND SCHEDULING EFFECTIVE TIME MANAGEMENT
OPTIMZE SEQUENCE OF EVENTS
DEFINE NECESSARY RESOURCES
MONITOR PROJECT PROGRESS
Slide 5 : PROJECT/THESIS PLANNING PROBLEM DEFINITION - SPECIFY HYPOTHESIS AND OVERALL OBJECTIVES
DEVELOP SOLUTIONS - DETERMINE METHODS TO TEST HYPOTHESIS
TRANSFER INFORMATION TO A SCHEDULE
DETERMINE HIERARCHY
DEFINE RESOURCE REQUIREMENTS
MONITOR PROGRESS OF PROJECT/THESIS
Slide 6 : PRIMARY COMPONENTS IN A PROJECT/THESIS SCHEDULE ACTIVITIES
SPECIFIC FUNCTION
FINITE DURATION
DETERMINE LINKAGE
SPECIFY RESOURCE REQUIREMENTS
MILESTONES
TARGET DELIVERABLES
0 DURATION
Slide 7 : EXAMPLE FOR CLASS ACTIVITY DEVELOP A PLAN TO GET A NEW PRODUCT TO MARKET
USE THE DATA PROVIDED IN THIS CHART TO CREAT A GANNT CHART
Slide 8 : TYPICAL GANNT CHART
Slide 9 : CPM (CRITICAL PATH METHOD) USES NODES FOR EVENTS (ACTIVITIES AND MILESTONES)
ACTIVITIES ARE CONNECTED WITH ARROWS
CRITICAL PATH IS DEFINED TO DETERMINE MINIMUM TIME TO COMPLETE PROJECT
Slide 10 : CRITICAL PATH SEQUENCE OF EVENTS WITH ZERO FLOAT
CONTROLS MINIMUM TIME TO COMPLETION
NON-CPM ACTIVITIES HAVE FLOAT AND CAN PARALLEL CPM ACTIVITIES
CAN BE USED TO OPTIMIZE USE OF RESOURCES AND TIME FOR THE PROJECT
Slide 11 : TRANSFER THE DATA TO A NETWORK DIAGRAM NOTE EACH ACTIVITY AND MILESTONE ARE NODES
START/FINISH AND DURATION ARE LISTED ON EACH NODE SYMBOL
Slide 12 : TYPICAL NETWORK DIAGRAM
Slide 13 : PERT DIAGRAMS (PROJECT EVALUATION AND REVIEW TECHNIQUE) PERT IS A CPM THAT SHOWS EARLIEST AND LATEST START TIMES FOR ACTIVITIES
USES ARROW PRECENDENCE TO SHOW HIERARCHY
INCLUDES FLOAT FOR ACTIVITIES
CRITICAL ACTIVITIES
ZERO FLOAT
EARLIEST AND LATEST START TIMES ARE THE SAME
NON-CRITICAL ACTIVITIES HAVE DIFFERENT EARLIEST AND LATEST START TIMES
Slide 14 : FOR EXAMPLE CPM ACTIVITY
NON-CPM ACTIVITY
LATE START ASSUMES
ALL SUBSEQUENT
ACTIVITIES USE ZERO FLOAT
Slide 15 : RESOURCE ALLOCATION ANALYSIS OF A SCHEDULE ALLOWS COORDINATION TO ASSURE EFFECTIVE USE OF RESOURCES
ELIMINATE PEAKS, VALLEYS DUE TO MOBILIZATION AND DEMOBILIZATION OF RESOURCES
Slide 16 : RESOURCE ALLOCATION Example HIGH ALLOCATION AT START
REDUCTION/INCREASE SEQUENCE DAYS 3,4, AND 5
Slide 17 : RESOURCE ALLOCATION Example BY REARRANGING JOB SEQUENCE THE FOLLOWING IS POSSIBLE
1. NOTE THE MAXIMUM REQUIREMENT IS REDUCED
2. THERE IS A SINGLE INCREASE/REDUCTION SEQUENCE
Slide 18 : EXAMPLE OPTIONS ASSUMING THAT ADDITONAL FUNDS WERE AVAILABLE AND THEY COULD REDUCE THE DURATION OF EACH ACTIVITY AS NOTED, DETERMINE HOW THEY SHOULD BE ALLOCATED AND THE IMPACT
Slide 19 : CHECK OPTIONS INITIALLY IGNORE NON-CPM ACTIVITIES
CHECK IMPACT BY USING FUNDS ON CRITICAL PATH ITEMS ONE AT A TIME
ORIGINAL END DATE IS 01JUL11
THE ANALYSIS INDICATES THE MONEY SHOULD GO IN ACTIVITY 2
Slide 20 : SCHEDULE USE DURING COMPLETION OF PROJECTS AGENDA FOR MEETINGS WITH TEAM & COMMITTEE
FREQUENT TRACKING OF PROGRESS SO EFFORT CAN BE OPTIMIZED
TYPICAL CONTROL GANNT FOLLOWS
Slide 21 : CONTROL OF PROJECTS
Slide 22 : PRIMARY SOFTWARE PACKAGES MICROSOFT PROJECT (http://www.microsoft.com/project/en/us/default.aspx)
PRIMAVERA PROJECT PLANNER (http://www.oracle.com/us/corporate/acquisitions/primavera/index.html )
http://www.umsl.edu/~rbanis/252/ovrheads/pptshows/project.ppt
Slide 23 : SUMMARY PLANNING & SCHEDULING ARE VALUABLE COMMUNICATION AND MANAGEMENT TOOLS FOR PROJECTS
PROVIDE AN AGENDA FOR THE PROJECT
PROVIDE MEASURE OF PROGRESS
PROVIDE BASES FOR OPTIMIZATION