P3K MODUL1 Schedul NetworkPlan

7/29/2019 P3K MODUL1 Schedul NetworkPlan

1/37

Step - 1

Define The

Project

Build The

Plan

How to make a schedule

1Set Project Start

Date

2Enter Task

3Enter Duration

4

Assign Resource

6

5

Link Task

Print Plan

(Report Style)

7

Utilize Multiple

Views

Track and

Manage

9

10

Resource Leveling

Track Actual

Work

8

Resolving Problem

in the Schedule

Close TheProject

Steps to Analyze Project

using Microsoft Project

0

MS Project

Environment

Step - 1
http://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%201.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%202.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%203.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%204.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%205.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%200.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%200.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%205.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%204.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%203.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%202.ppthttp://localhost/var/www/apps/MyPhDinCIVILENGINEERING/MyGAandEDUCATION/MyGraduateAssistant/CM/CM-Lecture/Ms-PROJECT/LESSON%201.ppt


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Step - 2

Schedulling

Probabilistic Deterministic

CPM Non-CPM

PERTArrow

Diagram

Time Scale

Diagram

Precedence

Diagram

Bar/Gantt

Chart

Line

Diagram

CPM : Critical Path Method

PERT : Program Evaluation Review Technique

Schedulling Theory

Step - 2


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Step - 3

NETWORK ANALYSIS PACKAGES

CPM (Critical Path Method)

A deterministic method where the durations ofactivities are estimated to single values.

PERT (Program Evaluation and ReviewTechnique)

A probabilistic method where the durations of activitiesare described by probability distributions.

Computer software

Such as Primavera or Microsoft Project, which involveediting directly on the monitor and provide almostinstantaneous results for the user.


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Step - 4

Arrow Diagram


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Step - 5


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Step - 6

1. Forward pass through the network in which earliest times (ordates) are calculated for each activity, namely earliest start time(EST) and earliest finish time (EFT).

For the first activity:EST = 0EFT = EST + duration

For all subsequent activities:EST = maximum EFT of preceding

activities

EFT = EST + duration

NETWORK ANALYSIS (1)


7/37Step - 7

2. Backward pass through the network in which latest times (ordates) are calculated for each activity, namely latest start time(LST) and latest finish time (LFT) that do not delay the projectcompletion date.

For the last activity:

LFT = EFTLST = LFT duration

For all previous activities:LFT = minimum LST of following activities

LST = LFT - duration



8/37Step - 8

3. Then, the total float (TF) may be calculated. Total float is the

amount of time available to delay the start or finish of anactivity without affecting the project completion time. It is ameasure of the flexibility of an activity.

For all activities:

TF = LST EST

= LFT EFT


Duration

EST EFT

TFLFT

EST LST LFT

DurationTF


9/37Step - 9


Critical activities are those having zero total float.

If their start or finish times are delayed, they will

extend the project duration. The set of interconnected critical activities through

the network gives what is termed as the critical

path.


10/37Step - 10

ADM PDM

A B D

C

A B

C D

A B D

C

A B

C D


11/37Step - 11

A B

C D

A B

C D

B

C

D

A

D

E

A

E

B

C

A

D

E

B

C


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Step - 12

Construction Method

Land Clearing

(Cut & Fill)

Original

Land Contour

Piling

Installation

Set Pilecap

Set Sloof

Set 1st Level

Column & Beam

Set 2nd Level

Column & Roof


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Step - 13

What Predecessors &

Successor is ?

Set 2nd FloorColumn and

Beam

1st FloorColumn

and Beam

Set 2nd FloorRoof

Set 1st Floor

Stair

Set 1st Floor

Wall

Set 2nd Floor

Wall

FINISHSTART

Work Prep

and build.

Foundation

Activity which precede

the current Activity is

called Predecessor

Activity which Followed

the current Activity iscalled Successor

Current

Activity

PREDECESSOR

SUCCESOR


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Step - 14

Avtivities Relationship

(Precedence)

Linier Activity

A B C D

Merge Activity

AA

B

C D

Burst Activity

A B

C

D

Merge & Burst

Activity

A

B

C

D

E

ES

LS

EF

LF

d

Activity Name

ES : Early Start EF : Early Finish

LS : Latest Start LF : Latest Finish

d : Duration

d d k d


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Step - 15

Forward Pass and Backward

Pass Calculation

C

10

F

5

E

6

D

4

G

6

FINISHSTARTA

5

00 5 5 15

15 19

00

5 5 15

B

10

27 31

15 25

15 25

15 21

25 31

25 30

26 31

25 31

25 31

31

31

Total Slack/Float : LF - EF

Task

ES EF

LS LF

Critical Task : ES = LS and EF = LF

Total Slack/float : The amount of

time that a task can be delayed

without delaying successors task

T k D d & L d L


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Step - 16

Task Dependency & Lead-Lag

Enter the Lag time to allowfor overlap or delay.

In the "Finish-to-Start" relationship, the

successor task may not begin until the

predecessor task is completed.

In a "Start-to-Start" relationship, the

successor cannot begins until the

predecessor begins.

In the "Finish-to-Finish" dependency, the

successor task cannot finish until the

predecessor task finishes.

Enter the Lead time to

allow early start

S F

FS

1

S F

S F

2

S F

S F

3

4 S F

S F

S F

Lag

Lead


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Step - 17

Finish-to-Start (FS) is the most common type

of relationship. In the example below activity020 cannot start until Activity 010 is finished.

010

Foundation

020

Walls

Monday Tuesday

4 days lag

to cure

concrete

LT = 0


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Step - 18

Start-to-Start (SS) represents the relationship

between the start dates of two activities.Activity 060 can start 4 days after 050 hasstarted.

050

Dig Trench

060

Lay Pipe

Friday

LT = 4


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Step - 19

Finish-to-Finish (FF) represents the

relationship between the finish dates of twoactivities. Activity 200 can finish 3 days afterActivity 100 is complete.

100

Fabrication

200

Painting

FF 3 days lag

Monday Thursday

LT = 3


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Step - 20

Start-to-Finish (SF) represents the

relationship between the start of the firstactivity with the finish of the following activity.Consider a crane hire for 6 days. The cranehas two lifts which must be completed in 6days. Therefore 6 days after Activity 010starts 020 must finish.

010

Lift 1

020

Lift 2

Monday

LT = 6


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Step - 21

DETAILED PLANNING IN SUMMARYScope of project

WBS giving component activities/tasks

Establish order (work method)

Draw planning network

Incorporate estimated durations of all activities and perform network calculations

Draw a bar chart with links

Include resources (people, materials, equipment) inputs or requirements for allactivities, draw resource histogram or profile, carry out resource leveling or

smoothing and resource constrained scheduling

Incorporate estimated money inputs or requirements and payments (if

applicable). Draw cash flow and cumulative money (S) curves.


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Step - 22

Step 1: Define the scope of project. This example project is oneof producing an investigation report.

Step 2: Identify all the component activities commonly calledwork breakdown. The possible work breakdown structure (WBS)for the project is:

NETWORK PLANNING EXAMPLE (1)

REPORT

Proposal Literature Field data Hard copy

Initiate

Acceptance

Preliminarysearch

Supplementarysearch

Analysis

Preliminarycollection

Reduction

Supplementarycollection

Reduction

Analysis

Progressreport

Draft

Final copy

Figure 2: WBS for report project


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Step - 23


Step 3: Establish orderor precedence among the activities. This willgive the logic of how the project is to be carried out as shown.

Code Activity Precedence

Prop Initiation of proposal -

Accpt Acceptance of proposal PropPrelit Preliminary literature search Accpt

Predat Preliminary data collection Accpt

Prorep Progress report Prelit, Predat

Prered Preliminary data reduction Predat

Suplit Supplementary literature search Prorep

Supdat Supplementary data collection ProrepSupred Supplementary data reduction Supdat, Prered

Anal Analysis of literature and data Suplit, Supred

Drrep Prepare draft report Anal

Firep Prepare final copy of report Drrep


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Step - 24

Step 4: Draw the network for this project. The network can be an

arrow diagram or a precedence diagram.


Prop Accpt

Prelit

Predat

Prorep

Prered

Suplit

Supdat

Supred

Anal

Drrep

Firep

Figure 3a: Precedence Diagram Network



Accpt Acceptance of proposal Prop

Prelit Preliminary literature search Accpt




Suplit Supplementary literature search ProrepSupdat Supplementary data collection Prorep

Supred Supplementary data reduction Supdat, Prered

Anal Analysis of literature and data Suplit, Supred

Drrep Prepare draft report Anal



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Step - 25


Prop AccptPrelit

Predat

Prorep

Prered

Suplit

Supdat

Supred

Drrep Firep

Figure 3b: Arrow Diagram Network

d

Anal

d

Dummy activity



Accpt Acceptance of proposal PropPrelit Preliminary literature search Accpt




Suplit Supplementary literature search Prorep

Supdat Supplementary data collection Prorep

Supred Supplementary data reduction Supdat, Prered

Anal Analysis of literature and data Suplit, SupredDrrep Prepare draft report Anal



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Step - 26

Step 5: Introduce time to the network that will lead to an analysisof the network. Estimates are required for the durations of each

of the project activities. These can come from experience,historical records, time studies or could be developed from firstprinciples.

The values depend on the skills of the estimator and his/herfamiliarity with the work involved in the project.


Code Activity Duration (days)Prop Initiation of proposal 10

Accpt Acceptance of proposal 2

Prelit Preliminary literature search 21

Predat Preliminary data collection 7

Prorep Progress report 6

Prered Preliminary data reduction 25

Suplit Supplementary literature search 6Supdat Supplementary data collection 10

Supred Supplementary data reduction 3

Anal Analysis of literature and data 5

Drrep Prepare draft report 12

Firep Prepare final copy of report 5


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Step - 27

NETWORK PLANNING EXAMPLE (6)Code Activity Duration (days)

Prop Initiation of proposal 10

Accpt Acceptance of proposal 2Prelit Preliminary literature search 21

Predat Preliminary data collection 7

Prorep Progress report 6

Prered Preliminary data reduction 25

Suplit Supplementary literature search 6

Supdat Supplementary data collection 10

Supred Supplementary data reduction 3

Anal Analysis of literature and data 5

Drrep Prepare draft report 12Firep Prepare final copy of report 5

Figure 4: Network Calculations

Activity Box

EST EFT

LST

Activity Duration

LFT

TF

0 10

0 Prop 10

0 10

10 12

0 Accpt 2

10 12

12 33

4 Prelit 21

16 37

12 37

0 Predat 25

12 37

37 42

0 Prorep 5

37 42

37 43

9 Prered 6

46 52

42 49

6 Suplit 7

48 55

42 52

0 Supdat 10

42 52

52 55

0 Supred 3

52 55

55 61

0 Anal 6

55 61

61 73

0 Drrep 12

61 73

73 78

0 Firep 5

73 78


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Step - 28

The activities colored yellow i.e. Prop, Accpt, Predat, Prorep,Supdat, Supred, Anal, Drrep and Firep have zero total float andby definition they are critical activities.

The path Prop-Accpt-Predat-Prorep-Supdat-Supred-Anal-Drrep-

Firep is the critical path. The remaining activities i.e. Prelit, Prered and Suplit have float

and are non-critical activities.

Their starts may be delayed by amounts up to their float valueswithout extending the project completion time.


0 10

0 Prop 10

0 10

10 12

0 Accpt 2

10 12

12 33

4 Prelit 21

16 37

12 37

0 Predat 25

12 37

37 42

0 Prorep 5

37 42

37 43

9 Prered 6

46 52

42 49

6 Suplit 7

48 55

42 52

0 Supdat 10

42 52

52 55

0 Supred 3

52 55

55 61

0 Anal 6

55 61

61 73

0 Drrep 12

61 73

73 78

0 Firep 5

73 78


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Step - 29


Step 6: Transfer information from the network analysis

into a linked bar chart. Draw the bar chart with all

activities starting at their earliest start times. Links between

activities, drawn on the bar chart, show activitydependence and reflect the logic of the network diagram.

A software like Microsoft Project can be used for this

purpose.

See Figure 5 in handout.


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Step - 30


Step 7a: Include resources (people, materials, equipments)requirements for all activities. Develop a resourcehistogram or profile, which is a plot of resource

requirements versus time. The resource profile is developed by summing the

(usually) daily resource requirements for each activity.

For the report project, consider the resource ofprofessionals estimated daily and its resource profile in

Figure 7 as shown on the handout.


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Step - 31


Two problems are associated with resource planning i.e.

1. Resource leveling

It involves smoothing the resource requirements

over the project or over stages of the project.2. Resource constrained scheduling

It involves smoothing the resource requirementsover the project or over stages of the project within

constraints.


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Step - 32

Step 7b: The resource (professionals) profile for the report

project has a peak of 7 on day 43. If the project team consistsof 5 professionals only at any one time, resource leveling andresource constrained scheduling need to be carried out.

To do this, we make use of any activity float by moving thestart dates of non-critical activities.

The bar chart in Figure 5 shows one non-critical activitystarting on day 42 that is Suplit. We shall delay the start dateof Suplit by 2 days so that it now starts on day 44 and finish onday 51.

The resource profile also changes as below:


Before After43 7 5

44 5 3

45-49 5 5

50 3 5

51 3 5

ResourcesDay The new resources have satisfied

the constraint of 5 professionals atany one time.

Re-plotting the resourcehistogram, well find that the profileis leveled or smoothed on day 43

and 45-51.


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Step - 33

Different resource profiles may be compared quantitatively

through the following measures:1. Sum of squares lower values better

1. Resource utilization higher values better


Before Square After Square

43 7 49 5 25

44 5 25 3 9

45-49 5 550 3 9 5 25

51 3 9 5 25

SOS 92 84

ResourcesDay

The levelled or

smoothed resourceprofile is better.

Resource

TimeBefore

Resource

Time

After

RU =


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Step - 34

It is desirable to employ 4 professionals continuously

throughout the report project. In other words, no more than 4professionals are used in producing the report at any one time.

The previous solution is applicable but not sufficient. Otherapproaches include:

Extend project duration, thus all activities become non-critical.

Examine alternative methods of work. This leads toalternative network logic e.g. outsourcing or contractingout.

Compress or crash durations of certain activities.This mightincrease costs and resource requirements. Shift work or

OT might be tried. Overlap relationships between activities. Besides the usual

FS (finish to start) relationship with zero lead time/lag, SS(start to start), FF (finish to finish) and SF (start to finish)relationships with a non-zero lead time can be considered.



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Step - 35

Step 8: Incorporate expenditure, income and cash flows for the

project. See Figure 9 for the daily expenditure estimates, expenditure

curve and cumulative expenditure (or S) curve for the reportproject.

The expenditure curve is obtained similarly to the resource

histogram while the S curve is obtained by summing theexpenditure as you go from project start date to project enddate.

Assume that the agreement for payment (income) for the workis that $120000 be paid after the completion of progress report

(Prorep), and a further $120000 be paid on completion of finalreport (Firep).

See Figure 10 for the cumulative expenditure and cumulativeincome plots. Take note on the definition of cash flow.



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Step - 36

CONCLUSION

All the calculations referred to in these notes collectively

belong to the critical path method (CPM) and are most

capably handled by a computer.

Various project management software packages are

available these days such as Primavera and Microsoft

Project.

The prices vary depending on options and size of user

manual available. Primavera is suitable for large projectswhile MS Project is more suitable for smaller projects.


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STEPS FOR MS PROJECT

Input Tasks and Prepare WBS

Input Task Durations and Create Links

Create Resource List and Assign Resources toTasks

Optimize Critical Paths and Resources Allocation

Tracking Progress with Earned Value

Documents

P3K MODUL1 Schedul NetworkPlan