1. PROJECT TIME CONTROL

2. PROJECT SCHEDULING REFERENCES PRIMARY REFERENCE IN THIS PRESENTATION IS Operations Management, Ed 6, Heizer & Render, Prentice Hall, Inc., 2001 (H&R) A REFERENCE FOR MICROSOFT PROJECT ™ IS http://www.urban.uiuc.edu/Courses/vark ki/msProject/msproject.html

3. PROJECT CONTROL MODEL DYNAMIC PROCESS THROUGHOUT PROJECT Planning l Objectives l Resources l Work break- down schedule l Organization Scheduling l Project activities l Start & end times l Network Controlling l Monitor, compare, revise, action SOURCE: (H&R)

4. PLANNING, SCHEDULING & CONTROLLING COMPONENTS ANOTHER WAY TO SHOW RELATIONSHIPS Project Planning 1. Setting goals 2. Defining the project 3. Tying needs into timed project activities 4. Organizing the team Project Scheduling 1. Tying resources to specific activities 2. Relating activities to each other 3. Updating and revising on a regular basis Time/cost estimates Budgets Engineering diagrams Cash flow charts Material availability details CPM/PERT Gantt charts Milestone charts Cash flow schedules Project Controlling 1. Monitoring resources, costs, quality, and budgets 2. Revising and changing plans 3. Shifting resources to meet demands Reports budgets delayed activities slack activities Before Project During Project

5. HISTORY OF CRITICAL PATH SCHEDULING FOR PROJECTS PROJECT SCHEDULE FOR USS NAUTILUS TOTAL TIME = 4 YEARS DESIGN IN EARLY 1950’s CONSTRUCTION PERIOD 18 MONTHS IN 1952 – 1954. FIRST NUCLEAR POWERED VESSEL PARTS FROM MANY SUPPLIERS LIMITED ACCESS FOR CONSTRUCTION http://www.nautilus5 71.com/index.htm

6. COORDINATION CRITERIA CONSTRUCTION SCHEDULE CONTROLLED DATES WHEN PARTS WERE NEEDED ON SITE FABRICATION OF PARTS SCHEDULES WORKED BACKWARD FROM DATES NEEDED ON SITE SPECIAL INSTALLATION EQUIPMENT HAD TO BE AT SITE ON NEED DATE CONSTRUCTION PERSONNEL HAD TO BE AVAILABLE LIMITED ROOM FOR INVENTORY OF PARTS AND MATERIALS ALL SYSTEMS HAD TO BE TESTED WHILE THEY WERE STILL ACCESSIBLE FOR REPAIR OR REVISION

7. PRIMARY COMPONENTS - PLANNING PLANNING REQUIRES AN ANALYSIS OF GOALS METHODS ACTIVITIES RESOURCES FORMING A TEAM SOURCE: (H&R)

8. PRIMARY COMPONENTS - SCHEDULING SCHEDULING CONVERTS THE PLANS INTO WORK SEQUENCE DELIVERABLES ASSIGNMENTS RESOURCE REQUIREMENTS SOURCE: (H&R)

9. PRIMARY COMPONENTS - CONTROL CONTROL OF THE PROJECT IS BASED ON ASSESSMENT OF THE PROGRESS VS. THE SCHEDULE SOURCE: (H&R)

10. DEFINE ACTIVITIES OVERALL FOR INSTALLING A TANK DESIGN TANK REQUEST BIDS AWARD FABRICATE TANK TEST TANK SHIP TANK TO SITE CLEAR SITE INSTALL FOUNDATIONS & UNDERGROUND INSTALL SUPPORT STEEL INSTALL TANK INSTALL ACCESS PLATFORMS INSTALL PIPING TEST PIPING INSTALL INSTRUMENTATION TEST INSTRUMENTATION INSTALL INSULATION INITIAL OPERATION PAINTING CLEAN-UP OPERATING MANUALS

11. ORGANIZE ACTIVITIES PRECEDENCE HIERARCHY WHAT MUST BE COMPLETED FIRST WHAT CAN BE COMPLETED IN PARALLEL TO OTHER ACTIVITIES FOR TANK EXAMPLE DESIGN OF FOUNDATION REQUIRES COMPLETION OF DESIGN RECEIPT OF PHYSICAL LOCATION DRAWINGS AND LOAD DATA FROM FABRICATOR DESIGN FOR ANY UNDERGROUND FACILITIES DESIGN FOR CONNECTIONS TO TANK DESIGN FOR DIKES OR TANK CONTAINMENT http://www.buckey efabricating.com/

12. PREPARATION OF DETAILED SCHEDULES THE OVERALL SCHEDULE IS COMPRISED OF SUB-SCHEDULES THESE SCHEDULES MAY BE INITIALLY ESTIMATED AND THEN DETAILED AS THE PROJECT PROGRESSES

13. INITIAL PRESENTATION OF DATA ACTIVITIES CAN BE ARRANGED BY PRECEDENCE ON A BAR CHART (ALSO CALLED A GANNT CHART) THESE ACTIVITIES CAN BE FURTHER BROKEN DOWN INTO ADDITIONAL ACTIVITIES LINKS BETWEEN ACTIVITIES ARE SHOWN AS ARROWS

14. TYPICAL GANNT CHART

15. CRITICAL PATH THE CRITICAL PATH IS BASED ON THE SEQUENCE OF ACTIVITIES THAT MUST BE COMPLETED TO MAINTAIN THE SCHEDULE ITEMS OFF THE CRITICAL PATH INCLUDE FLOAT THE CRITICAL PATH IS THAT SEQUENCE THAT INCLUDES ZERO FLOAT

16. GANNT CHART WITH CRITICAL PATH

17. USE OF PROJECT SCHEDULE ALLOWS EVALUATION OF EACH STEP IN THE PROJECT SHOWS RELATIONSHIPS BETWEEN ACTIVITIES ALLOWS OBJECTIVE DETERMINATION OF TIME ALLOWS OPTIMIZED USE OF RESOURCES ALLOWS A COMPREHENSIVE BUDGET FOR THE PROJECT TO BE DEVELOPED

18. CRITICAL PATH DIAGRAM THIS METHOD USES EVENT GRAPHICS AND ARROW PRECEDENCE DATA IS SHOWN ON NODES CRITICAL PATH HAS ZERO FLOAT

19. PERT DIAGRAM PERT DIAGRAMS (PROJECT EVALUATION AND REVIEW TECHNIQUE ) USES SIMILAR NODES IN THIS CASE THE EARLY START – EARLY FINISH AND LATE START – LATE FINISH ARE INCLUDED VALUES ARE THE SAME FOR CRITICAL PATH ACTIVITIES IN MICROSOFT PROJECT™, THE PERT TOOLBAR IS USED TO ENTER OPTIMISTIC AND PESSIMISTIC DURATIONS OPTIMISTIC AND PESSIMISTIC GANNT CHARTS AND EVENT DIAGRAMS ARE PRODUCED

20. OPTIMISTIC GANNT CHART EARLIEST POSSIBLE COMPLETION

21. PESSIMISTIC GANNT CHART LATEST ANTICPATED END DATE

22. USE OF SCHEDULE FOR OPTIMIZATION CRASHING A PROJECT ADDING RESOURCES TO SHORTEN PROJECT DURATION MUST BE APPLIED TO CRITICAL PATH ACTIVITIES MAY RESULT IN A SWITCH IN CRITICAL PATH ACTIVITIES RESOURCE LEVELING AVOID MOBILIZATION/DEMOBILIZATION COSTS

23. RESOURCE LEVELING EXAMPLE INITIAL RESOURCE PLOT

24. RESOURCE LEVELING REARRANGING JOB SEQUENCES

25. COST IMPACTS OF LOAD LEVELING THE MAXIMUM PERSONNEL REQUIREMENT IS REDUCED ALSO THERE IS A SINGLE INCREASE/REDUCTION SEQUENCE COSTS OF MOBILIZATION AND DEMOBILIZATION ARE REDUCED CONSISTENT WORK QUALITY IS OBTAINED FROM STABLE WORKFORCE

26. CLASS PROBLEM GIVEN: Backyard to be fenced. WANTED: Gannt chart showing activities to construct the fence. BASIS: Yard has neighbors on three sides. SOLUTION:Provide Gannt sketch or use Project program if available.