Combining Contemporary and Traditional Project Management Tools to Resolve a Project Scheduling Problem
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This document discusses a construction project scheduling problem that was initially planned using Microsoft Project software. The client requested shortening the schedule, which Microsoft Project could not accommodate. The authors combined traditional precedence diagramming with a linear programming time/cost tradeoff model to resolve the scheduling issues. They identified a plan to accelerate project completion that compressed the schedule from 56 to 48 days at an additional cost of $175 by adjusting activity durations. This demonstrated how combining contemporary and traditional project management tools can successfully address scheduling problems.
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Combining Contemporary and Traditional Project Management Tools to Resolve a Project Scheduling Problem
- 1. Combining Contemporary and Traditional Project Management Tools to Resolve a Project Scheduling Problem Authors: John E.Hebert University of Akron,USA RichardF.Deckro Air Force Institute of Technology, USA Computers & Operations Research Presented By: Mohammad Rabay’ah ByM oham m ad Rabay'ah
- 3. Outline • Abstract • Introduction • Solving a Problem • Conclusion • Critique By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 4. Abstract • In this presentation we will examine a construction project. • Initial project schedule prepared using Microsoft Project. • The client ask to shorten the schedule. • Manually validate the results using the precedence diagramming method (PDM) procedure. By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 5. • The problem involves a construction project, which require the building of three large adjacent concrete slabs for three buildings in an office park complex. • There are five activities associated with construction of each slab. • Non Working Days are: ▫ Saturday and Sunday (week end) ▫ 28th May (memorial day) Introduction By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 6. • Revers Critical Activity: ▫ Anomalous effect of FF followed by SS precedence relationships: By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 7. Solving a Problem • At the beginning a manually-drawn diagram drawn diagram of the 15 project activities, which has been ‘‘marked-up’’ to include (and display) the precedence relationships among the project activities. • Activities and precedence information depicted in the precedence diagram was transcribed into a project activity list. By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 8. • PRECEDENCE DIAGRAM OF SLAB PROJECT By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 9. • Activity list By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 10. • GANTT chart by MSP By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 11. • Critical Paths (TCD=56) By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 12. • The client reject the schedule and state that the project must be completed by end of fiscal year (30th June) • The subcontractor indicates that: ▫ they can not start the project before Monday, April 23, 2007 due to prior commitment. ▫ Cannot work on Saturdays, Sundays, or holidays because of contractual obligations. ▫ Also indicates that the planning should include one additional day for ‘‘site clean-up’’ and ‘‘other contingencies’By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 13. • MSP does not have the capability for resolving our particular time/cost tradeoff issues as it does not have a feature that will compress a project by X days at minimum cost. • Manually, an original time/cost trade-off model for projects modelled in the precedence diagramming format is developed. • Goal: reschedule the project so that it is completed by June 28, 2007, leaving Friday, June 29, 2007 for site clean-up. (48 working days) By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 14. • Slab Construction Project/ Accelerated Solution By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 15. • Project example was solved using the EXCEL Solver tool . • In order to accelerate the completion of the slab construction project from 56 to 48 days the least expensive plan is to: ▫ Reduce the duration of activities (1) and (14) by 2 d. ▫ Reduce the duration of activity (12) by 3 d. ▫ Increase the duration of activities (3) and (8) by 4 d. ▫ Increase the duration of activity (13) by 1 d. • This project acceleration (time compression) plan is estimated to cost an additional $175. By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 16. • Modified GANTT chart by MSP By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 17. • Original Critical Paths (TCD=48) By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 18. • New Critical Paths (TCD=48) By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 19. Conclusion • By combining contemporary (MSP) and traditional (a linear programming time/cost tradeoff model) project management tools we are able to successfully resolve the scheduling issues associated with the slab construction project. • In some Anomalous cases like “Revers Critical Activity”, lengthen an activity duration will result in shorten the project time. By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 20. Critiques • The title • Using appendices for formulas details. • All related details are explained within the paper • Referring to old references • Did not mention any thing about other contemporary tools (i.e. softwares rather than MSP) By Mohammad Rabay'ah ByM oham m ad Rabay'ah
- 21. Critiques • Did not clarify the Non-working days at the beginning of explaining the example problem. • Repeating information about the project in the abstract, introduction, example problem and summary. By Mohammad Rabay'ah ByM oham m ad Rabay'ah