IT Project Management Individual Assignment
IT Project Management
version 1.0
Diploma in Information Technology
Copyright © 2020 by Singapore Institute of Management Pte Ltd. All rights reserved.
Lesson 9: Project Schedule Management – Part 2
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Learning Objectives
Use a Gantt chart for planning and tracking schedule information, find the critical path for a project.
Describe how critical chain scheduling and the Program Evaluation and Review Technique (PERT) affect schedule development
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Learning Objectives
Discuss how reality checks and discipline are involved in controlling and managing changes to the project schedule.
Describe how project management software can assist in project time management and review words of caution before using this software
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9.1 Gantt Chart
It is a bar chart that visualises the project schedule.
It consists of a vertical task list on the left and a horizontal timeline on the right to present the break down structure of the project work and the relationship between the tasks.
Use Gantt chart to track project progress contributes a lot to efficient team communication, clear accountability and specific work instructions.
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9.1 Gantt Chart
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9.1 Gantt Chart
Advantages:
Easy to understand even though it may contain a great deal of information.
Easy to maintain though require frequent updating.
Provide a clear picture of the current state of a project.
Easy to construct.
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| Activity | Immediate Predecessor (s) | Time (Weeks) | Activity | Immediate Predecessor (s) | Time (Weeks) |
| A | - | 3 | F | D | 4 |
| B | A | 4 | G | C | 3 |
| C | A | 5 | H | E, G | 5 |
| D | B | 4 | J | H | 3 |
| E | B | 7 | K | F, J | 5 |
9.1 Gantt Chart
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9.1 Gantt Chart
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The Critical Path Method (CPM) was developed in the 1950s to help project manager in scheduling, monitoring and controlling of large and complex projects.
9.2 Critical Path Method
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CPM consists the following SIX (6) steps:
Define the project scope/goals and prepare the work breakdown structure (WBS).
Define the sequential or parallel relationships among the activities.
Present the network diagram with all the activities connected.
9.2 Critical Path Method
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For each activity, assign the time and/or cost estimates.
Determine the critical path, the path with the longest time through the network.
Use the network diagram to monitor and control the project progress.
9.2 Critical Path Method
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When can the whole project be finished?
Which are the critical or important activities to pay extra attention to?
What are those non-critical activities that can afford to slack?
Is the project ahead of schedule, on schedule, or behind schedule?
9.2.1 CPM answer these Questions
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Are the expenditures less than, equal to, or more than the allocated budget?
Are there sufficient resources available to ensure timely completion of the project?
If the project duration need to be shortened, how to achieve this at the minimum cost?
9.2.1 CPM answer these Questions
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9.2.2 Network diagram
Activity on Activity
Node (AON) Meaning
(1)
A
B
C
(2)
A
C
B
When A is done, it is followed by B and then C.
Both A and B must be done before starting C.
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Activity on Activity
Node (AON) Meaning
(4)
A
B
C
D
A and B must be done before C and D can start.
(3)
B
A
C
When A is done, B and C can start.
9.2.2 Network diagram
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Activity on Activity
Node (AON) Meaning
(6)
A
C
D
B
B and C can start when A is done. D can only start when both B and C are done.
(5)
A
B
C
D
C can only start when both A and B are done; D can start when B is done.
9.2.2 Network diagram
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9.2.3 Critical Path Analysis
The critical path is the longest duration path through the network.
The critical path determine the minimum time in which the project can be done.
There shall be no delay in critical path activities, else the project will be delayed.
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9.2.3 Critical Path Analysis
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Earliest start time (EST) is the earliest possible time at which an activity can start. It is calculated by moving from first to last event in a network diagram.
Earliest finish time (EFT) is the earliest possible time at which an activity can finish. EFT = EST + duration of that activity.
9.2.3 Critical Path Analysis
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Latest finish time (LFT) is calculated by moving from last event to the first event of the network diagram.
Latest start time is the latest possible time by which an activity can start. LST = LFT – duration of that activity.
9.2.3 Critical Path Analysis
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Duration is the estimated or actual time required to complete a task or an activity.
Float is the difference between time available for completing an activity and the time necessary to complete an activity.
9.2.3 Critical Path Analysis
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9.2.3.1 Forward Pass Rules
Earliest Start Time Rule:
When an activity has only ONE (1) immediate predecessor, its EST is equal to the EFT of the immediate predecessor.
EST = EFT of the immediate predecessor
If an activity has TWO (2) or more immediate predecessors, its EST is the largest of all the EFT values of its predecessors.
EST = Max [EFT of all immediate predecessors]
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Earliest Finish Time Rule:
The earliest finish time (EFT) of an activity is the earliest start time (EST) plus its own activity duration.
EFT = EST + Activity duration
9.2.3.1 Forward Pass Rules
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9.2.3.2 Backward Pass Rules
Latest Finish Time Rule:
When an activity is an immediate predecessor for just one single activity, its LFT is equal to the LST of the immediate successor.
When an activity is an immediate predecessor to more than one activity, its LFT is the smallest of all the LST values of its successors.
LFT = Min [LST of all immediate successors]
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Latest Start Time Rule:
The latest start time (LST) of an activity is the difference of its latest finish time (LFT) minus its own activity duration.
LST = LFT - Activity duration
9.2.3.2 Backward Pass Rules
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Float is the length of time an activity can be delayed without delaying the entire project.
Float = LST – EST
Or
Float = LFT - EFT
9.2.3.3 Calculating Float Time
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9.2.3.4 CPM Example
A
B
C
D
| Activity | Duration (Days) |
| A | 3 |
| B | 5 |
| C | 9 |
| D | 4 |
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9.2.3.4 CPM Example
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| Activity | Immediate Predecessor (s) | Time (Weeks) | Activity | Immediate Predecessor (s) | Time (Weeks) |
| A | - | 3 | F | D | 4 |
| B | A | 4 | G | C | 3 |
| C | A | 5 | H | E, G | 5 |
| D | B | 4 | J | H | 3 |
| E | B | 7 | K | F, J | 5 |
9.2.3 Critical Path Analysis
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9.2.3 Critical Path Analysis
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9.2.3 Critical Path Analysis
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The project’s expected completion time is 27 weeks.
Six (6) activities (A, B, E, H, J & K) are on the critical path.
Four (4) activities (C, D, F & G) are not on the critical path and have float times.
9.2.3 Critical Path Analysis
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9.3 PERT
Another project time management technique is the Program Evaluation and Review Technique (PERT).
It is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates.
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9.3 PERT
PERT applies the critical path method (CPM) to a weighted average duration estimate.
PERT uses probabilistic time estimates duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations instead of one specific or discrete duration estimate, as CPM does.
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9.3 PERT
O + 4ML + P
6
=
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9.4 Crashing
Project crashing is shortening the duration of a project by reducing the time of one or more tasks.
It is done by increasing the resources to the project, which in turn reduces the time taken for the planned tasks. However, it adds cost to the overall project.
Main objective is to shorten the project while also keeping costs at a minimum.
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Achieved by:
Introducing new and appropriate resources
Approving overtime
Expediting delivery to activities on critical path
9.4 Crashing
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9.4 Crashing
Project crashing can lead to a change of the critical path and the emergence of a new, different critical path.
Project team needs to return to the project schedule to make sure they are aware of changes that have occurred there because of the project crashing.
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9.5 Fast Tracking
It compresses a project timeline and shortens the project duration.
During fast-tracking, a planned activity partially or completely overlaps with another.
Activities that were initially scheduled to be done one after another are rearranged to occur at the same time.
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9.5 Fast Tracking
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9.6 Crashing vs Fast Tracking
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9.7 Project Management Software
Specialised project management software is useful for large and complex project.
It is particularly helpful in drawing project networks, identifying the project schedule, managing costs and other resources.
Example: MS Project (Note: We will learn the basics of it in this course)
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9.7 Project Management Software
You need to understand the working of PERT and CPM before learning how to use the MS Project software or any project management software.
Knowing such software gives you an edge over others in the job market.
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Questions?
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Activity123456789101112131415161718192021222324252627
A
B
C
D
E
F
G
H
J
K
Time Duration (Weeks)
ESDurationEF
LSFloat/SlackLF
Activity No/Description