Chapter 10 Project Scheduling Lagging Crashing and Activity

Chapter 10 Project Scheduling: Lagging, Crashing, and Activity Networks 10 -01

Chapter 10 Learning Objectives After completing this chapter, students will be able to: �Apply lag relationships to project activities. �Construct and comprehend Gantt charts. �Recognize alternative means to accelerate projects, including their benefits and drawbacks. �Understand the trade-offs required in the decision to crash project activities. �Develop activity networks using Activity-on-Arrow techniques. �Understand the differences in AON and AOA and recognize the advantages and disadvantages of each technique. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -02

Lags in Precedence Relationships The logical relationship between the start and finish of one activity and the start and finish of another activity. Four logical relationships between tasks 1. Finish to Start 2. Finish to Finish 3. Start to Start 4. Start to Finish Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -03

Finish to Start Lag Most common type of sequencing Shown on the line joining the modes Added during forward pass Subtracted during backward pass ot n is s g s la me a k i h T sa slac the tivity ac 0 A 6 Spec Design 6 6 B 11 Design Check 5 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Lag 4 15 C 22 Blueprinting 7 10 -04

Finish to Finish Lag Two activities share a similar completion point The mechanical inspection cannot happen until wiring, plumbing, and HVAC installation are complete 15 D 21 Wiring 6 10 A 16 Plumbing 6 Lag 3 16 B 21 HVAC 5 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 21 C 22 Inspection 1 10 -05

Start to Start Lag 30 D 36 Wiring 6 Logic must b e maintained b y both forward and backward pa ss Lag 3 31 A 33 Plumbing 6 33 B 36 HVAC 5 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 36 C 37 Inspection 1 10 -06

Start to Finish Lag Least common type of lag relationship Successor’s finish dependent on predecessor’s start 30 D 36 Wiring 6 22 A 28 Plumbing 6 Lag 3 28 B 33 HVAC 5 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 33 C 34 Inspection 1 10 -07

Gantt Charts ü Establish a time-phased network ü Can be used as a tracking tool Benefits of Gantt charts 1. Easy to create and comprehend 2. Identify the schedule baseline network 3. Allow for updating and control 4. Identify resource needs Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -08

Completed Gantt Chart for Project Delta FIGURE 10. 8 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -9

Gantt Chart for Project Delta with Critical Path Highlighted FIGURE 10. 9 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -10

Gantt Chart with Resources Specified FIGURE 10. 10 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -11

Gantt Chart with Lag Relationships FIGURE 10. 11 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -12

Crashing The process of accelerating a project Principal methods for crashing ØImproving existing resources’ productivity ØChanging work methods ØCompromise quality and/or reduce project scope ØInstitute fast-tracking ØWork overtime ØIncreasing the quantity of resources Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -13

Managerial Considerations Determine activity fixed and variable costs The crash point is the fully expedited activity Optimize time-cost tradeoffs Shorten activities on the critical path Cease crashing when the target completion time is reached the crashing cost exceeds the penalty cost Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -14

Project Activities and Costs Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Table 10. 1 10 -15

FIGURE 10. 14 Time–Cost Trade-Offs for Crashing Activities Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -16

FIGURE 10. 15 Fully Crashed Project Activity Network Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -17

FIGURE 10. 16 Relationship Between Cost and Days Saved in a Crashed Project Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -18

Activity on Arrow Networks ü Activities represented by arrows ü Widely used in construction ü Event nodes easy to flag ü Forward and backward pass logic similar to AON ü Two activities may not begin and end at common nodes ü Dummy activities may be required Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -19

Notation for Activity-on-Arrow (AOA) Networks FIGURE 10. 18 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -20

Sample Network Diagram Using AOA Approach FIGURE 10. 19 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -21

Representing Activities with Two or More Immediate Successors(Wrong) FIGURE 10. 20 A Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -22

Alternative Way to Represent Activities with Two or More Immediate Successors (Wrong) FIGURE 10. 20 B Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -23

Representing Activities with Two or More Immediate Successors Using Dummy Activities (Better) FIGURE 10. 20 C Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -24

Partial Project Delta Network Using AOA Notation FIGURE 10. 21 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -25

Completed Project Delta AOA Network FIGURE 10. 22 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -26

Project Delta Forward Pass Using AOA Network FIGURE 10. 23 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -27

Project Delta Backward Pass Using AOA Network FIGURE 10. 24 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -28

Controversies in the Use of Networks v. Networks can be too complex v. Poor network construction creates problems v. Networks may be used inappropriately v. When employing subcontractors The master network must be available to them All sub-networks must use common methods v. Positive bias exists in PERT networks Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -29

Summary 1. Apply lag relationships to project activities. 2. Construct and comprehend Gantt charts. 3. Recognize alternative means to accelerate projects, including their benefits and drawbacks. 4. Understand the trade-offs required in the decision to crash project activities. 5. Develop activity networks using Activity-on-Arrow techniques. 6. Understand the differences in AON and AOA and recognize the advantages and disadvantages of each technique. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -30

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall 10 -31