Developing a Project Plan

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Developing a Project Plan"

Transcription

1 Chapter 6 Developing a Project Plan I had six honest serving men who taught men all I know : their names were what and how and why, and when and where and who. Rudyard Kipling Project Management 105 Figure 6.1 WBS/ Work Packages to Network Project Management 106 1

2 Constructing a Project Network; terminology Activity, is element of the project that requires time, it may or may not require resources. Examples of the latter are time waiting for contracts to be signed, materials to arrive, etc. Merge activity; This is an activity that has more than one activity immediately preceding it Parallel activities; these are activities that can take place at the same time, if the manager wishes. However, the manager may choose to have parallel activities not occur simultaneously. Path; A sequence of connected, dependent activities. Critical path; when this term is used, it means 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 Burst activity; this activity has more than one activity immediately following it Project Management 107 Basic Rules to Follow in Developing Project Networks Networks flow typically from left to right An activity cannot begin until all preceding connected activities have been completed Arrows on networks indicate precedence and flow. Arrows can cross over each other Each activity should have a unique identification number An activity identification number must be larger than that of any activities that precede it. Looping is not allowed Conditional statements are not allowed (if than,an if.. Than ) Experience suggest that when there are multiple starts, a common start node can be used indicate a clear beginning on the network. Similarly, a single project end node can be used to indicate a clear ending. Project Management 108 2

3 Figure 6.2 Activity-on- Node (AON) Fundamentals Project Management 109 Table 6.1 Network Information Project Management 110 3

4 Figure 6.3 Koll Business Center-Complete Network Project Management 111 Network Computation Process Forward Pass-Earliest Times How soon can the activity start? (early start ES) How soon can the activity finish? (early finish-ef) How soon can the project be finished? (expected time-te) Backward Pass-Latest Times How late can the activity start? (late start-ls) How late can the activity finish? (late finish-lf) Which activities represent the critical path (CP)? This is the longest path in the network which, when delayed, will delay the project How long can the activity be delayed? (slack or float SL) Project Management 112 4

5 Table 6.2 Forward Pass-Earliest Times Network Information Project Management 113 The forward pass requires that remember just three things when computing early activity times : You add activity times along each path in the network (ES+Dur=EF) You carry the early finish (EF) to next activity where it becomes its early start (ES), unless. The next succeeding activity is a merge activity. In this case you select the largest early finish number (EF) of all its immediate predecessor activities. Project Management 114 5

6 Backward Pass Latest Times, you need to remember three things You subtract activity times along each path starting with the project end activity (LF- Dur=LS) You carry the LS to the next preceding activity to establish its LF, unless The next preceding activity is a burst activity; in this case you select the smallest LS of all is immediate successor activities to establish its LF Project Management 115 Determining Slack (or Float) LS-ES=SL or LF-EF=SL; from figure 6.7, slack activity C=5, D=10, G=0. Free Slack (float); An activity with free slack is unique because the activity Can be delayed without delaying the ES of activity following it. Free slack is defined as difference between the EF of an activity an the ES of the activity that follows it. Free slack can never be negative. Activity E has free slack 165 workdays ( = 165) Activity C = 5 and D = 10 days Project Management 116 6

7 Using the Forward and Backward Pass Information What does a slack of workdays for activity D mean for the project manager? It means activity D can be delayed 10 days Activity E must be completed within the time interval 20 and 200 workdays; the activity can start as early as day 20 or finish as late as day 200. Conversely, Activity F, must start on day 20, or the project will be delayed. Project Management 117 Practical Considerations Net work logic rules, for example: if test successful build proto, if failure redesign are not permitted. Activity Numbering, Each activity needs a unique identification code-usually a number. Use of Computers to Develop Networks Calendar Dates; Ultimately you will want to assign calendar dates to your project activities. Multiple Start and Multiple Projects; when several projects are tied together in an organization, using a common start and end node help ti identify the total t planning period of all projects. Use of pseudo or dummy wait activities from the common start node allows different start dates for each project. Project Management 118 7

8 Figure 6.8 Air Control Project Project Management 119 Figure 6.9 Air Control Project Project Management 120 8

9 Extended Network Techniques to Come Closer to Reality Laddering; if that all immediate preceding activities must be 100% complete is too restrictive for some situations found in practice; the activity can be broken into segments and the drawn using a laddering approach, see figure 6.12 Use Lags; is the minimum amount of time a dependent activity must be delayed to begin or end. Finish to Start Relationship, there are situations in which the next activity in a sequence must be delayed even when the preceding activity is complete. Example : removing concrete forms cannot begin until the poured cement has cured for two time unit. Start to Start Relationship, use of lags to reduce detail. Figure 6.14A shows the start to start relationship with zero lag, while figure 6.14B shows the same relationship with a lag of five time units. Figure 6.15 shows the project using an AON network. The start to start relationship reduce network detail and project delays by using lag relationships. Project Management 121 Figure 6.12 Example of Laddering Using Finishto-Start Relationship Project Management 122 9

10 Figure 6.14 Start-to-Start Relationship Project Management 123 Figure 6.15 Use of Lag to Reduce Detail Project Management

11 Extended Network Techniques to Come Closer to Reality Finish to finish Relationship; the finish of one activity depends on the finish of another activity. For example, testing cannot be completed any early than four days after the prototype is complete. See figure 6.17 Start to Finish Relationship, represents situations in which the finish of an activity depends on the start another activity. See figure 6.18 Combinations of lag Relationships; these relationships are usually start to start and finish to finish combinations tied to two activities. For example : debug cannot begin until two time units after coding has started. Coding must be finished four days before debug can be finished. See figure 6.19 Project Management 125 Figure 6.17 Finish to Finish Relationship Project Management

12 Figure 6.18 Start to Finish Relationships Project Management 127 Figure 6.19 Combination Relationships Project Management

13 Figure 6.20 Network Using Lags Project Management 129 Hammock Activities Are frequently used to identify the use of fixed resources or costs over a segment of the project. Typical examples of H A are inspection service, consultants, or Construction management services. See figure 6.21 Project Management

14 Figure 6.21 Hammock Activity Project Management

Project Management THE MANAGERIAL PROCESS

Project Management THE MANAGERIAL PROCESS Project Management THE MANAGERIAL PROCESS Clifford F. Gray Eric W. Larson Third Edition Lecture 4 Developing a Project Plan Activity on Node (AON) Copyright 2006 The McGraw-Hill Companies. All rights reserved.

More information

Planning & Scheduling

Planning & Scheduling Planning & Scheduling Dr. Nabil I. El Sawalhi Assistant Professor of Construction Management Chapter 3 1 Planning Successful Project Management depends on continues planning. The activities of Designers,

More information

PMP Exam Preparation Course Project Time Management

PMP Exam Preparation Course Project Time Management Project Time Management 1 Project Time Management Processes Define Activities Sequence Activities Estimate Activity Resources Estimate Activity duration Develop Schedule Control Schedule In some projects,

More information

Artificial Intelligence

Artificial Intelligence Artificial Intelligence Combinatorial Optimization G. Guérard Department of Nouvelles Energies Ecole Supérieur d Ingénieurs Léonard de Vinci Lecture 4 Outline 1 2 Decisions about Resource Allocation Which

More information

Cambridge International AS & A Level Computer Science

Cambridge International AS & A Level Computer Science Topic Support Guide Cambridge International AS & A Level Computer Science 9608 For examination from 2017 Topic 4.4.3 Project management PERT and GANTT charts Cambridge International Examinations retains

More information

IST 302 : Project Time Management

IST 302 : Project Time Management IST 302 : Project Time Management Developing quality schedules is important. 1 Schedule issues are the main reason for conflicts on projects There are five core project time management process groups.

More information

Software Project Management

Software Project Management Software Project Management Dr. M.E. Fayad, Professor Computer Engineering Department College of Engineering, San José State University One Washington Square, San José, CA 95192-0180 E-mail: m.fayad@sjsu.edu

More information

PDM. Precedence Diagramming Method (PDM) Part 1. Finish to Start (FS) PDM. Finish to Start (FS) (cont.) Start to Start (SS) Con E 441 P05

PDM. Precedence Diagramming Method (PDM) Part 1. Finish to Start (FS) PDM. Finish to Start (FS) (cont.) Start to Start (SS) Con E 441 P05 PDM Precedence Diagramming Method (PDM) Part 1 Con E 441 P05 A. Four (4) possible relationships 1. Finish to Start (FS). Start to Start (SS) 3. 4. Start to Finish (SF) B. Plus combined relationships SS

More information

For the PMP Exam using PMBOK Guide 5 th Edition. PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc.

For the PMP Exam using PMBOK Guide 5 th Edition. PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc. For the PMP Exam using PMBOK Guide 5 th Edition PMI, PMP, PMBOK Guide are registered trade marks of Project Management Institute, Inc. 1 Contacts Name: Khaled El-Nakib, MSc, PMP, PMI-RMP URL: http://www.khaledelnakib.com

More information

Project Time Management

Project Time Management Project Time Management Understand the importance of project schedules and good project time management. Define activities as the basis for developing project schedules. Describe how project managers use

More information

Views and Layouts for Program Management

Views and Layouts for Program Management MnDOT Project Management Office Presents: Views and Layouts for Program Management Presenter: Jonathan McNatty Senior Schedule Consultant DRMcNatty & Associates, Inc. Housekeeping Items Lines will be muted

More information

Estimating and Scheduling

Estimating and Scheduling Estimating and Scheduling Practical Tips and Techniques for Construction Scott Feeney, CPE, LEED AP Q1stCM Ram Ramdass, PMP, PSP Turner Construction April 2018 Today s Discussion: Scheduling techniques

More information

12/26/2013. Sharif University of Technology. Session#11. Instructor. Class time. Course evaluation. International Campus Kish

12/26/2013. Sharif University of Technology. Session#11. Instructor. Class time. Course evaluation. International Campus Kish International Campus Kish Sharif University of Technology Session#11 Instructor Omid Fatahi Valilai, Ph.D. Industrial Engineering Department, Sharif University of Technology Email: Fvalilai@Sharif.edu,

More information

Estimating Project Schedule-Time and Cost

Estimating Project Schedule-Time and Cost Estimating Project Schedule-Time and Cost Chapter 5 5 1 Where We Are Now 5 2 1 Overview Seminar Agenda What is involved in schedule and cost management? In-depth Determining the sequence of activities

More information

Calculating and Using Float

Calculating and Using Float Core Scheduling Papers: #5 Calculating and Using Float Origin of Float The concept of schedule float is the creation of the Critical Path Method (CPM) of scheduling. Before 1957 float only had one meaning

More information

Introduction. Project Scheduling. Morgan State University ARCH 738: REAL ESTATE PROJECT MANAGEMENT. Jason E. Charalambides, PhD, M.

Introduction. Project Scheduling. Morgan State University ARCH 738: REAL ESTATE PROJECT MANAGEMENT. Jason E. Charalambides, PhD, M. Project Scheduling ARCH 738: REAL ESTATE PROJECT MANAGEMENT Morgan State University Jason E. Charalambides, PhD, M.ASCE, AIA, ENV_SP (This material has been prepared for educational purposes) Introduction

More information

Course Outline. TEC D 205 Engineering Tech Project Planning Olympic College Bremerton, WA. Week 1 Chapter 4: DEFINING THE PROJECT

Course Outline. TEC D 205 Engineering Tech Project Planning Olympic College Bremerton, WA. Week 1 Chapter 4: DEFINING THE PROJECT Course Outline TEC D 205 Engineering Tech Project Planning Week 1 Chapter 4: DEFINING THE PROJECT 1. Step one: Defining the Project Scope A. Employing a Project Scope Checklist 1. Project objective 2.

More information

Operations Management

Operations Management 17-1 Project Management Operations Management William J. Stevenson 8 th edition 17-2 Project Management CHAPTER 17 Project Management McGraw-Hill/Irwin Operations Management, Eighth Edition, by William

More information

GLOSSARY AND INDEX. Glossary Index Project Management Institute, 130 South State Road, Upper Darby, PA USA 155

GLOSSARY AND INDEX. Glossary Index Project Management Institute, 130 South State Road, Upper Darby, PA USA 155 GLOSSARY AND INDEX Glossary Index iv 1996 Project Management Institute, 130 South State Road, Upper Darby, PA 19082 USA 155 156 NOTES GLOSSARY 1. Inclusions and Exclusions This glossary includes terms

More information

Project Planning and Estimating DJ

Project Planning and Estimating DJ Project Planning and Estimating DJ201 0807 Copyright ESI International August 2007 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any

More information

MICROSOFT PROJECT 2007 Level 1

MICROSOFT PROJECT 2007 Level 1 Microsoft Project 2007 Level 1 Contents MICROSOFT PROJECT 2007 Level 1 WWP Learning and Development Page 1 Microsoft Project 2007 Level 1 Contents CONTENTS PREFACE - PROJECT MANAGEMENT BASICS... 5 Project

More information

MODULE 15 OPERATIONAL PLANNING TECHNIQUES (USE OF PLANNING TOOLS LIKE GANTT CHART, PERT/CPM)

MODULE 15 OPERATIONAL PLANNING TECHNIQUES (USE OF PLANNING TOOLS LIKE GANTT CHART, PERT/CPM) MODULE 15 OPERATIONAL PLANNING TECHNIQUES (USE OF PLANNING TOOLS LIKE GANTT CHART, PERT/CPM) Content Writer/Author: Email id: Mrs. RENU ARORA renu214@gmail.com Structure of Module/Syllabus of module(define

More information

CHAPTER 1. Basic Concepts on Planning and Scheduling

CHAPTER 1. Basic Concepts on Planning and Scheduling CHAPTER 1 Basic Concepts on Planning and Scheduling Eugénio Oliveira Scheduling, FEUP/PRODEI /MIEIC 1 Planning and Scheduling: Processes of Decision Making regarding the and ordering of activities as well

More information

Your easy, colorful, SEE-HOW guide! Plain&Simple. Microsoft Project Ben Howard

Your easy, colorful, SEE-HOW guide! Plain&Simple. Microsoft Project Ben Howard Your easy, colorful, SEE-HOW guide! Plain&Simple Microsoft Project 03 Ben Howard Published with the authorization of Microsoft Corporation by O Reilly Media, Inc. 005 Gravenstein Highway North Sebastopol,

More information

Plan Your Work, Work Your Plan. Dr. R. Rockland Chair and Professor, Department of Engineering Technology New Jersey Institute of Technology

Plan Your Work, Work Your Plan. Dr. R. Rockland Chair and Professor, Department of Engineering Technology New Jersey Institute of Technology Plan Your Work, Work Your Plan Dr. R. Rockland Chair and Professor, Department of Engineering Technology New Jersey Institute of Technology Agenda Understand what a project is Understand the basics of

More information

Project Planning, Scheduling and Preparation of Quality Assurance Control Documents

Project Planning, Scheduling and Preparation of Quality Assurance Control Documents Project Planning, Scheduling and Preparation of Quality Assurance Control Documents J.SHARANYASREENIVAS 1, G.GAJALAKSHMI 2, K.RAVI THEJA 3 1P.G Student M.Tech (Structural Engg. and construction managment),

More information

Welcome to the Eastwood Harris Pty Ltd Primavera P6 Version 7 and Earlier Versions 3 day training course

Welcome to the Eastwood Harris Pty Ltd Primavera P6 Version 7 and Earlier Versions 3 day training course Welcome to the Eastwood Harris Pty Ltd Primavera P6 Version 7 and Earlier Versions 3 day training course PMI REP No 3001 Course Number PP6 Administration Evacuation Timings and meals Facilities Mobile

More information

Project Management Techniques

Project Management Techniques Project Management Techniques CHAPTER C Learning Objectives After reading this chapter, you should be able to: Calculate net present value, payback period, and return on investment Chapter Outline Calculating

More information

Retained Logic and Progress Override in Primavera P6

Retained Logic and Progress Override in Primavera P6 By Pat Hendricks TEPCO, LLC www.tepco.us Retained Logic and Progress Override The retained logic and progress override setting can drastically affect a schedule depending on which is used, so understanding

More information

Project Forecast Survey Results Good Scheduling Practices June 2016

Project Forecast Survey Results Good Scheduling Practices June 2016 Good Scheduling Practices 5 June 6 Good Scheduling Practices 5 June 6 Executive Summary There is a saying failing to plan is planning to fail, but what if the plan itself is a failure? The scheduling of

More information

Topic # 12. CIS Project Management: an overview

Topic # 12. CIS Project Management: an overview Topic # 12 CIS Project Management: an overview Project Planning Major Activities during Project Planning: 1) describing project scope, alternatives, and feasibility; 2) dividing the project into manageable

More information

MICROSOFT PROJECT 2010 Level 1

MICROSOFT PROJECT 2010 Level 1 MICROSOFT PROJECT 2010 Level 1 Microsoft Project 2010 Level 1 Contents CONTENTS PREFACE - PROJECT MANAGEMENT BASICS... 5 Project Management Overview... 6 Project Definition Techniques... 7 Project Planning

More information

GPE engineering project management. Project Management in an Engineering Context

GPE engineering project management. Project Management in an Engineering Context GPE engineering project management Project Management in an Engineering Context PM Network diagrams in context SOW CHARTER SCOPE DEFINITION WBS circulation, negotiation, translation WBS WP à activities

More information

MICROSOFT PROJECT 2002(XP) AND 2003 LEVEL 1

MICROSOFT PROJECT 2002(XP) AND 2003 LEVEL 1 MICROSOFT PROJECT 2002(XP) AND 2003 LEVEL 1 Welcome! Thank you for choosing WWP as your learning and development provider. We hope that your programme today will be a stimulating, informative and rewarding

More information

CPM in Construction Management transition from 7 th to 8 th Edition. James J. O Brien Fredric L. Plotnick

CPM in Construction Management transition from 7 th to 8 th Edition. James J. O Brien Fredric L. Plotnick CPM in Construction Management transition from 7 th to 8 th Edition James J. O Brien Fredric L. Plotnick Introduction to CPM is Still Required Chapter 1. Introduction to CPM Planning and Scheduling 3 1.1

More information

Available online at ScienceDirect. Procedia Engineering 123 (2015 ) Creative Construction Conference 2015 (CCC2015)

Available online at  ScienceDirect. Procedia Engineering 123 (2015 ) Creative Construction Conference 2015 (CCC2015) Available online at www.sciencedirect.com ScienceDirect Procedia Engineering 123 (2015 ) 308 315 Creative Construction Conference 2015 (CCC2015) Application of Relationship Diagramming Method (RDM) for

More information

Resource-Constrained Multi-Project Scheduling with Resource Moving Time for Construction Projects in Vietnam

Resource-Constrained Multi-Project Scheduling with Resource Moving Time for Construction Projects in Vietnam First International Conference on Construction In Developing Countries (ICCIDC I) Advancing and Integrating Construction Education, Research & Practice August 4-5, 2008, Karachi,, Pakistan Resource-Constrained

More information

Resource-constrained project scheduling using Relationship Diagramming Method (RDM)

Resource-constrained project scheduling using Relationship Diagramming Method (RDM) Creative Construction Conference 2015 Resource-constrained proect scheduling using Relationship Diagramming Method (RDM) J. Uma Maheswari 1, Purva Muumdar 2, Anshul Goyal 3 & V. Paul C. Charlesra 4 * 1,2,3

More information

Project Management. Learning Objectives. What are Projects? Dr. Richard Jerz. Describe or Explain:

Project Management. Learning Objectives. What are Projects? Dr. Richard Jerz. Describe or Explain: Project Management Dr. Richard Jerz 1 Learning Objectives Describe or Explain: What are projects The role of the project manager Work breakdown structure Project management tools (Gantt, PERT, & CPM) The

More information

Welcome to the Eastwood Harris Pty Ltd Primavera P6 Versions 8.2 EPPM Web Tool 2 day training course Enterprise Portfolio Project Management

Welcome to the Eastwood Harris Pty Ltd Primavera P6 Versions 8.2 EPPM Web Tool 2 day training course Enterprise Portfolio Project Management Welcome to the Eastwood Harris Pty Ltd Primavera P6 Versions 8.2 EPPM Web Tool 2 day training course Enterprise Portfolio Project Management Page 2 Copyright Eastwood Harris Pty Ltd IMPORTANT POINTS FOR

More information

Andrew Avalon, P.E., PSP

Andrew Avalon, P.E., PSP Andrew Avalon, P.E., PSP LONG INTERNATIONAL Long International, Inc. 5265 Skytrail Drive Littleton, Colorado 80123-1566 USA Telephone: (303) 972-2443 Fax: (303) 200-7180 www.long-intl.com Andrew Avalon,

More information

Application of a PERT-Type System and "Crashing" in a Food Service Operation

Application of a PERT-Type System and Crashing in a Food Service Operation Hospitality Review Volume 7 Issue 2 Hospitality Review Volume 7/Issue 2 Article 8 1-1-1989 Application of a PERT-Type System and "Crashing" in a Food Service Operation Glenn A. Leitch Michigan State University,

More information

P6 Version 8.2 to 8.4 EPPM Web Power Sample Point Slide Show

P6 Version 8.2 to 8.4 EPPM Web Power Sample Point Slide Show THIS SLIDE REQUIRES NEW PICTURE Welcome to the Eastwood Harris Pty Ltd Primavera P6 Version 8.4 EPPM Web Tool 2 day training course Enterprise Portfolio Project Management Page 2 Administration Evacuation

More information

Administration. Welcome to the Eastwood Harris Pty Ltd MICROSOFT PROJECT AND PMBOK GUIDE FOURTH EDITION training course presented by.

Administration. Welcome to the Eastwood Harris Pty Ltd MICROSOFT PROJECT AND PMBOK GUIDE FOURTH EDITION training course presented by. Welcome to the Eastwood Harris Pty Ltd MICROSOFT PROJECT AND PMBOK GUIDE FOURTH EDITION training course presented by Paul E Harris Administration Evacuation Timings, meals and facilities Mobile phones

More information

Effective PMP Exam Coaching. Effective Project Management Consultancy. PMP Exam Study Material

Effective PMP Exam Coaching. Effective Project Management Consultancy. PMP Exam Study Material Integration Effective Project Management Consultancy Stakeholders Scope Time Cost PMP Exam Study Material Based on PMBOK Guide Fifth Edition Quality Communication Procurement Effective PMC Private Limited

More information

itaskx 3 Project Management User Manual

itaskx 3 Project Management User Manual itaskx 3 Project Management User Manual GET STARTED Basics Recommended workflow Views in itaskx Adjust project options Set working time for the project-calendar 2 Unit 1 Project management basics Learn

More information

Critical path analysis and queuing

Critical path analysis and queuing ritical path analysis and queuing syllabusref eferenceence Elective topic Operations research networks and queuing In this cha chapter ritical path analysis ritical path analysis with backward scanning

More information

Guten Tag. (good day)

Guten Tag. (good day) Guten Tag (good day) Project Management Process Groups Project 4. Integration Management Knowledge Areas 13. Stakeholder Initiating Planning Executing 5. Scope 6. Time 7. Cost 8. Quality 9. Human Resources

More information

Chapter 7: Project Planning: Task Determination and Resource Assignment

Chapter 7: Project Planning: Task Determination and Resource Assignment Project and Process Management Chapter 7: Project Planning: Task Determination and Resource Assignment The Why, What and How of Project Planning Defining Project Boundaries and Scope Breaking Your Project

More information

SECTION NETWORK ANALYSIS SCHEDULES (NCA)

SECTION NETWORK ANALYSIS SCHEDULES (NCA) PART 1- GENERAL 1.1 DESCRIPTION: SECTION 01 32 16.13 NETWORK ANALYSIS SCHEDULES (NCA) SPEC WRITER NOTES: 1. Use this section only for NCA projects. 2. Coordinate this section with the paragraphs of FAR

More information

PS.08. Let s Scrap the Precedence Diagramming Method

PS.08. Let s Scrap the Precedence Diagramming Method 2004 AACE International Transactions PS.08 Let s Scrap the Precedence Diagramming Method Earl T. Glenwright Jr. THE STATE OF CONSTRUCTION SCHEDULING PRACTICES AND SCHEDULES WHY PRECEDENCE DIAGRAMMING WAS

More information

PMBOK Guide Fifth Edition Pre Release Version October 10, 2012

PMBOK Guide Fifth Edition Pre Release Version October 10, 2012 5.3.1 Define Scope: Inputs PMBOK Guide Fifth Edition 5.3.1.1 Scope Management Plan Described in Section 5.1.3.1.The scope management plan is a component of the project management plan that establishes

More information

SPECIFICATIONS - DETAILED PROVISIONS Section Project Control Schedule C O N T E N T S

SPECIFICATIONS - DETAILED PROVISIONS Section Project Control Schedule C O N T E N T S SPECIFICATIONS - DETAILED PROVISIONS Section 01310 - Project Control Schedule C O N T E N T S PART 1 - SCHEDULE REQUIREMENTS PROGRESS SCHEDULE... 1 PART 2 - SUBMITTAL PROCEDURES... 2 PART 3 - DEFINITIONS...

More information

MICROSOFT PROJECT. Global Information Systems

MICROSOFT PROJECT. Global Information Systems Global Information Systems MICROSOFT PROJECT This manual is not a complete discussion of project management, but you need to be familiar with some of the basic terms and concepts that are used in most

More information

A Framework for Project Management. The Project Management Institute Education Department

A Framework for Project Management. The Project Management Institute Education Department A Framework for Project Management The Project Management Institute Education Department Your Expectations What would you like to learn from this experience? Solution to a specific problem? Project management

More information

Jacksonville District Master

Jacksonville District Master USACE / NAVFAC / AFCEC / NASA UFGS-01 32 01 (August 2008) Change 1-08/13 --------------------------------- Preparing Activity: USACE Superseding UFGS-01 32 01.00 10 (July 2007) UNIFIED FACILITIES GUIDE

More information

INDIAN INSTITUTE OF MATERIALS MANAGEMENT Post Graduate Diploma in Materials Management PAPER 18 C OPERATIONS RESEARCH.

INDIAN INSTITUTE OF MATERIALS MANAGEMENT Post Graduate Diploma in Materials Management PAPER 18 C OPERATIONS RESEARCH. INDIAN INSTITUTE OF MATERIALS MANAGEMENT Post Graduate Diploma in Materials Management PAPER 18 C OPERATIONS RESEARCH. Dec 2014 DATE: 20.12.2014 Max. Marks: 100 TIME: 2.00 p.m to 5.00 p.m. Duration: 03

More information

Chapter 3 Managing the Information Systems Project

Chapter 3 Managing the Information Systems Project Princess Noura University Computer Science and Information Faculty Information Systems Department IS321 Chapter 3 Managing the Information Systems Project Learning Objectives Discuss skills required to

More information

Scheduling. Why Schedule? Scheduling will: Delivering On Your Promises

Scheduling. Why Schedule? Scheduling will: Delivering On Your Promises Scheduling Delivering On Your Promises Why Schedule? Don t need to, I ve done this before. I have the schedule in my head. Nobody will pay attention to it. Why bother, it just changes. I m on the line

More information

Total Questions: 370 MODULE QUIZ ANSWER KEY. Fundamentals 1 & 2

Total Questions: 370 MODULE QUIZ ANSWER KEY. Fundamentals 1 & 2 Fundamentals 1 & 2 1. Answer: B Process Group. Each project management knowledge area is subdivided into specific process group, each of which is characterized by their inputs, tools and techniques, and

More information

PMP Sample Questions Click here for PMP Questions. Question No : 1 Which of the following is an output of Define Scope?

PMP Sample Questions  Click here for PMP Questions. Question No : 1 Which of the following is an output of Define Scope? PMP Sample Questions www.techfaq360.com Click here for 1600+ PMP Questions Question No : 1 Which of the following is an output of Define Scope? A. Accepted deliverables B. Change Requests C. Project document

More information

RESOURCE MANAGEMENT. Dr. Ahmed Elyamany

RESOURCE MANAGEMENT. Dr. Ahmed Elyamany 1 RESOURCE MANAGEMENT Dr. Ahmed Elyamany Outline Definition of Resources Resource Aggregation/Loading Problems Associated with Resource Resource Leveling Resource Scheduling What a resource? 3 Any thing

More information

LONG INTERNATIONAL. Andrew Avalon, P.E., PSP and Curtis W. Foster

LONG INTERNATIONAL. Andrew Avalon, P.E., PSP and Curtis W. Foster Andrew Avalon, P.E., PSP and Curtis W. Foster LONG INTERNATIONAL Long International, Inc. 5265 Skytrail Drive Littleton, Colorado 80123-1566 USA Telephone: (303) 972-2443 Fax: (303) 200-7180 www.long-intl.com

More information

Document No: SB002-P3 Revision No: Last Updated: April

Document No: SB002-P3 Revision No: Last Updated: April BRIEF People often are confused with the term - Out-of-Sequence, and use them in inappropriate ways. While we talk about Out-of-Sequence, we also need to discuss the difference between Retained Logic and

More information

MS Project 2007 Overview Table of Contents

MS Project 2007 Overview Table of Contents Table of Contents Microsoft Project Overview... 1 Terminology... 1 Starting Microsoft Project... 2 Projects on the Web... 2 Toolbars... 2 View Bar... 2 Views... 3 Setting Up the Project... 3 Identifying

More information

Application & Management of CPM Schedules

Application & Management of CPM Schedules Application & Management of CPM Schedules Matthew Milliet James Construction Group, LLC 2009 Louisiana Transportation Conference Session 60 Project Scheduling DISCLAIMER The following is intended to outline

More information

PRINCESS NOURA UNIVESRSITY. Project Management BUS 302. Reem Al-Qahtani

PRINCESS NOURA UNIVESRSITY. Project Management BUS 302. Reem Al-Qahtani PRINCESS NOURA UNIVESRSITY Project BUS 302 Reem Al-Qahtani This is only for helping reading the PMBOK it has our notes for focusing on the book Project Framework What is PMBOK? o PMBOK= Project Body of

More information

Production Activity Control

Production Activity Control Production Activity Control Here the progress of manufacturing operations in the workshop is recorded. Also the material transactions tied to the Open WO s are entered. Open Work Order Maintenance Window

More information

Lessons Learned Schedule Updating and Maintenance using Primavera P6 Hannah Schumacher, PSP, PMI-SP, LEED AP Hill International

Lessons Learned Schedule Updating and Maintenance using Primavera P6 Hannah Schumacher, PSP, PMI-SP, LEED AP Hill International Schedule Updating and Maintenance using Primavera P6 Hannah Schumacher, PSP, PMI-SP, LEED AP Hill International Charlie Jackson, PSP, Primavera Certified Trainer Hill International Construction CPM Conference

More information

ACTIVITY SCHEDULING IN THE DYNAMIC, MULTI-PROJECT SETTING: CHOOSING HEURISTICS THROUGH DETERMINISTIC SIMULATION. Robert C. Ash

ACTIVITY SCHEDULING IN THE DYNAMIC, MULTI-PROJECT SETTING: CHOOSING HEURISTICS THROUGH DETERMINISTIC SIMULATION. Robert C. Ash Proceedings of the 999 Winter Simulation Conference P. A. Farrington, H. B. Nembhard, D. T. Sturrock, and G. W. Evans, eds. ACTIVITY SCHEDULING IN THE DYNAMIC, MULTI-PROJECT SETTING: CHOOSING HEURISTICS

More information

A Practical Approach using CPM/PERT: for Certain Activity Times in Construction Parking Project

A Practical Approach using CPM/PERT: for Certain Activity Times in Construction Parking Project World Applied Sciences Journal 35 (7): 1180-1184, 2017 ISSN 1818-4952 IDOSI Publications, 2017 DOI: 10.5829/idosi.wasj.2017.1180.1184 A Practical Approach using CPM/PERT: for Certain Activity Times in

More information

Presented by. H. Wynnlee Crisp

Presented by. H. Wynnlee Crisp Presented by H. Wynnlee Crisp Presented by H. Wynnlee Crisp 3213 W. Main Ste. 218 Rapid City, SD 57702-2314 hwcrisp@aol.com (425) 681-7887 CONTENTS Managing Project Schedules Part 1: Schedule Management

More information

STO Navigator Canada Best-Practices Manual

STO Navigator Canada Best-Practices Manual Page 1 / 5 24.1- SCHEDULING METHODOLOGY 24.1.1. PURPOSE The following best-practice guideline provides the STO Project Controls Team with a defined methodology for scheduling, to accurately identify the

More information

Operations Management, 11e (Heizer/Render) Chapter 3 Project Management. Section 1 The Importance of Project Management

Operations Management, 11e (Heizer/Render) Chapter 3 Project Management. Section 1 The Importance of Project Management Instant download and all chapters Test Bank Operations Management 11th Edition Jay Heizer, Barry Render https://testbankdata.com/download/test-bank-operations-management-11thedition-jay-heizer-barry-render/

More information

Line of balance programming

Line of balance programming Line of balance programming 1. INTRODUCTION Most contractors are familiar with programming a single project where a critical path analysis or, more likely, a bar chart is drawn up indicating what activities

More information

Welcome to the Eastwood Harris Pty Ltd Primavera P6 Versions 8.1 & 8.2 Professional and Optional Client 3 day training course SAMPLE SLIDE SHOW

Welcome to the Eastwood Harris Pty Ltd Primavera P6 Versions 8.1 & 8.2 Professional and Optional Client 3 day training course SAMPLE SLIDE SHOW Welcome to the Eastwood Harris Pty Ltd Primavera P6 Versions 8.1 & 8.2 Professional and Optional Client 3 day training course SAMPLE SLIDE SHOW PMI REP No 3001 Course Number PP6 Page 2 Page 4 Administration

More information

Project Scheduling with GanttProject. EGR 386w

Project Scheduling with GanttProject. EGR 386w Project Scheduling with GanttProject EGR 386w 1 GanttProject http://www.ganttproject.biz/ Download version 2.6.x Has numbered tasks option The video (access from ganttproject.biz) http://www.youtube.com/watch?v=5rhcsa5ad34&feature=youtu.be

More information

Microsoft Project study guide

Microsoft Project study guide Microsoft Project study guide Chap 1 An estimated duration appears with a(n) after the duration. a. pound sign c. question mark b. exclamation point d. red bullet Which of the following tasks in a LAN

More information

Project Management CSC 310 Spring 2017 Howard Rosenthal

Project Management CSC 310 Spring 2017 Howard Rosenthal Project Management CSC 310 Spring 2017 Howard Rosenthal 1 No?ce This course is based on and includes material from the text: Effective Project Management - Traditional, Agile, Extreme 7TH Edition Authors:

More information

Activity on Arrow (AOA) network model to enable mold productivity optimization

Activity on Arrow (AOA) network model to enable mold productivity optimization Activity on Arrow (AOA) network model to enable mold productivity optimization Lim Ming Siong Infineon Technologies (Malaysia) Sdn. Bhd. Free Trade Zone, Batu Berendam, 7535 Melaka MingSiong.Lim@infineon.com

More information

Project Scheduling and Tracking. CIS 375 Bruce R. Maxim UM-Dearborn

Project Scheduling and Tracking. CIS 375 Bruce R. Maxim UM-Dearborn Project Scheduling and Tracking CIS 375 Bruce R. Maxim UM-Dearborn 1 What does the customer want to know? Do you understand my needs? Can you design a system to help me? How long will it take? How much

More information

SEQUENCING & SCHEDULING

SEQUENCING & SCHEDULING SEQUENCING & SCHEDULING November 14, 2010 1 Introduction Sequencing is the process of scheduling jobs on machines in such a way so as to minimize the overall time, cost and resource usage thereby maximizing

More information

3-Day Oracle Primavera P6 Professional Fundamentals - Training Outline -

3-Day Oracle Primavera P6 Professional Fundamentals - Training Outline - 3-Day Oracle Primavera P6 Professional Fundamentals - Training Outline - PREPARED BY: Jessica Summers Virtual Training Coordinator PPM Global Services, Inc. P: 1-800-746-4029 x 310 F: 1-800-746-4029 E:

More information

PRODUCTION PLANNING AND CONTROL

PRODUCTION PLANNING AND CONTROL 5 PRODUCTION PLANNING AND CONTROL CHAPTER OUTLINE 5.1 Introduction and Meaning 5.2 Need for Production Planning and Control 5.3 Objectives of PP & C 5.4 Phases of PP & C 5.5 Functions of PP & C 5.6 Operations

More information

ABSTRACT A Remarkably Concise Summary of the PMBOK 5th Edition. John P. Muldoon PMBOK. Summarized

ABSTRACT A Remarkably Concise Summary of the PMBOK 5th Edition. John P. Muldoon PMBOK. Summarized ABSTRACT A Remarkably Concise Summary of the PMBOK 5th Edition PMBOK John P. Muldoon Summarized Introduction to PMBOK Summarized Aug. 15, 2014 This ebook is my attempt to summarize the Project Management

More information

December 25, 2017 CHAPTER 4 SUPPORTING PLANNING AND CONTROL: A CASE EXAMPLE

December 25, 2017 CHAPTER 4 SUPPORTING PLANNING AND CONTROL: A CASE EXAMPLE December 25, 17 CHAPTER 4 SUPPORTING PLANNING AND CONTROL: A CASE EXAMPLE Chapter Outline 4.1 Background What was the cause of the desperation that lead to the development of the Program Evaluation and

More information

Errata 1 st Printing. Errata 2 nd Printing

Errata 1 st Printing. Errata 2 nd Printing Errata 1 st Printing NOTE: The following errata only pertain to the first printing of the PMBOK Guide Fifth Edition. In order to verify the print run of your book (or PDF), refer to the bottom of the copyright

More information

CONSTRAINT MODELING AND BUFFER MANAGEMENT WITH INTEGRATED PRODUCTION SCHEDULER

CONSTRAINT MODELING AND BUFFER MANAGEMENT WITH INTEGRATED PRODUCTION SCHEDULER ABSTRACT CONSTRAINT MODELING AND BUFFER MANAGEMENT WITH INTEGRATED PRODUCTION SCHEDULER David, K. H. Chua 1, and Li Jun Shen 2 Constraint modeling is a necessary step in construction planning. The basic

More information

MICROSOFT PROJECT PLAN PROCEDURE

MICROSOFT PROJECT PLAN PROCEDURE COMPANY NAME MICROSOFT PROJECT PLAN PROCEDURE Table of Contents Revision History... iii 1. Introduction... 1 1.1. Purpose... 1 1.2. Objectives... 1 2. Procedure Description... 1 2.1. Overview... 1 2.2.

More information

Program Evaluation and Review Technique (PERT)

Program Evaluation and Review Technique (PERT) Program Evaluation and Review Technique (PERT) PERT Bar charts and CPM networks assume all activity durations are constant or deterministic. The assumption of constant durations may not be realistic because

More information

Management Terminology

Management Terminology Management Terminology Acceptance Acceptance Criteria Accounting Period Acquisition Active Listening Activity Activity Definition Activity Description (AD) Activity Duration Estimating Activity-On- Arrow

More information

Schedule Guidance Document

Schedule Guidance Document Schedule Guidance Document Version: 1.2 Effective Date: August 20, 2013 Contents 1. Purpose... 1 2. Applicability and Basic Requirements... 2 3. Baseline Schedule... 3 3.1. General... 3 3.2. Schedule Work

More information

Transportation problem

Transportation problem Transportation problem Operations research (OR) are concerned with scientifically deciding how to best design and operate people machine systems, usually under conditions requiring the allocation of scarce

More information

White Paper Using S-Curves to improve Project Performance

White Paper Using S-Curves to improve Project Performance White Paper Using S-Curves to improve Project Performance Ever increasing pressure on businesses to deliver projects on time and to budget means that accurate monitoring of progress, resources and costs

More information

Project Risk Analysis (with Pertmaster)

Project Risk Analysis (with Pertmaster) Project Risk Analysis (with Pertmaster) AACE Toronto Section October 2, 2008 Brought to you by: Presenter Ian Nicholson, P.Eng. VP Solutions, Emerald Associates Mechanical Engineer Primavera Systems Authorized

More information

Resource Allocation Optimization in Critical Chain Method

Resource Allocation Optimization in Critical Chain Method Annales UMCS Informatica AI XII, 1 (2012) 17 29 DOI: 10.2478/v10065-012-0006-2 Resource Allocation Optimization in Critical Chain Method Grzegorz Pawiński 1, Krzysztof Sapiecha 1 1 Department of Computer

More information

Understanding Import & Export with NetPoint 4.2

Understanding Import & Export with NetPoint 4.2 Understanding Import & Export with NetPoint 4.2 Eric Lowther PMA Consultants 1 Primary Differences Regarding Import/ Export CPM Tools F9 and Early/Late Dates Float & Total Float Gantt Charts (Waterfall

More information

COST LOADED CONSTRUCTION SCHEDULES PART 1 - GENERAL

COST LOADED CONSTRUCTION SCHEDULES PART 1 - GENERAL SECTION 01310 COST LOADED CONSTRUCTION SCHEDULES PART 1 - GENERAL 1.01 SCOPE: A. COST LOADED CONSTRUCTION SCHEDULE (Construction Schedule): The WORK under this Contract shall be planned, scheduled, executed,

More information

Dynamic Lead Time Based Control Point Policy for Multi Stage Manufacturing Systems

Dynamic Lead Time Based Control Point Policy for Multi Stage Manufacturing Systems Dynamic Lead Time ased Control Point Policy for Multi Stage Manufacturing Systems Marcello Colledani (1), Stanley. Gershwin (2) 11 th Conference on Stochastic Models of Manufacturing and Service Operations,

More information

Principles of Schedule Contingency Management

Principles of Schedule Contingency Management Principles of Schedule Contingency Management Ted Douglas, CCC, PSP ACTPMA, LLC Consulting 2014 Construction CPM Conference Orlando, Florida Schedule Contingency Management Background Outline of Presentation

More information