7-1 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e CHAPTER 7 Project Time Management

7-2 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Developing the Project Schedule The project schedule is a chart that graphically depicts the sequence, interdependencies and start and finish times of the project. The project schedule also depicts the activities to enable the identification of the critical path. The project schedule allows for tracking time variances when the project is being executed.

7-3 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e From Work Package To Network

7-4 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Activity-on-Node (AON) Fundamentals A = Sequences B = Burst C = Merge D = Parallel 6–46–4

7-5 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Sequence the Activities

7-6 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Add the Durations

7-7 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Carry out the Forward Pass Maximum of Preceding Activities

7-8 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Carry out the Backward Pass Minimum of Succeeding Activities

7-9 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Calculate the Slack or Float

7-10 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Identify the Critical Path Free slack example

7-11 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Identify the Critical Path (cont.) The longest path through the activity network that allows for the completion of all project-related activities. The shortest expected time in which the entire project can be completed. Delays on the critical path will delay completion of the entire project.

7-12 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Extended Network Techniques to Come Closer to Reality Laddering Under the standard finish-to-start relationship, when an activity has a long duration and will delay the start of an activity immediately following it, the activity can be broken into segments. The network can be drawn using a laddering approach so the following activity can begin sooner and not delay the work.

7-13 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Example of Laddering Using Finish-to-start Relationship

7-14 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Extended Network Techniques to Come Close to Reality (Cont.) Lag A lag directs a successor activity to be delayed. Lead A lead allows acceleration of a successor activity.

7-15 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Hammock Activities An activity that spans a segment of a project. Duration of hammock activities is determined after the network plan is drawn. Hammock activities are used to aggregate sections of the project to facilitate getting the right amount of detail for specific sections of a project. 6–15

7-16 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Common Gantt Chart Relationships Moving the AON to a Project Schedule (See following slides)

7-17 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Finish-to-Start Relationship (FS)

7-18 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Start-to-Start Relationship

7-19 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Finish-to-Finish Relationship

7-20 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Air Control Project— Gantt Chart

7-21 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Options for Accelerating Project Completion When resources are not constrained… Crashing The most common method for shortening project time is to assign additional staff and equipment (resources) to activities (crashing the project schedule) Outsourcing project work Scheduling overtime Do it twice, fast and then correctly

7-22 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Options for Accelerating Project Completion (cont.) When resources are constrained… Fast tracking Sometimes it is possible to rearrange the logic of the project network so that critical activities are done in parallel (concurrently) rather than sequentially Critical-chain project management Reducing project scope Compromising quality

7-23 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Options for Accelerating Project Completion (cont.) When cost is the issue… Reduce project scope Have the owner take on more responsibility Outsource activities or the whole project Brainstorm cost-savings options

7-24 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Resource Allocation Methods

7-25 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Project Scope Integration

7-26 Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e Key Terms activity Activity-on-Arrow (AOA Activity-on-Node (AON) burst activity concurrent engineering crashing critical path dangler fast-tracking free slack Gantt chart hammock activity heuristic laddering lag relationship lags levelling merge activity parallel activity parallel/sequence activities path resource-constrained project resource-constrained scheduling resource smoothing sensitivity slack/float (total) splitting time-constrained project