The document provides instructions and information for evaluating critical path methods (CPM) in project management. It includes examples of making network diagrams to identify the critical path of a project. Key steps are listing tasks, determining their order and relationships, and calculating earliest and latest start/finish times to find which tasks have zero float and define the critical path. The document discusses advantages like efficient scheduling and disadvantages like needing accurate time estimates. It also examines the Titanic project and where planning went wrong.
De kracht van ontwerpend onderzoek. Presentatie Departement Ruimte VlaanderenEls Brouwers
This document discusses the use of research by design in regional planning in Flanders. It describes several projects using this approach: After-sprawl investigated urban design tactics for areas affected by sprawl. Graphic research created maps exploring future scenarios for Flanders in 2050. Research by design tested planning prescriptions and constructed spatial concepts. International experts developed visions and concepts for Flanders' Spatial Policy Plan. Research by design also explored resilient territories.
Critical path analysis (CPA) is a project management tool that uses network analysis to help managers handle complex projects. CPA involves identifying all project activities, their duration and dependencies to determine the longest path of activities (critical path) that dictates the shortest project timeline. It allows calculation of earliest and latest start/finish times for activities to identify float and sequence activities optimally. While CPA helps reduce risks and costs, its reliability depends on accurate estimates and flexibility may be limited by resource constraints.
Formula V and T: UPSR Sentence Construction TechniquesCynthia James
The document provides instructions for constructing sentences based on diagrams of subject-verb-object (S-V-O) and subject-predicate (S-P) relationships. It includes examples of writing simple, compound, and complex sentences based on diagrams of people and objects at a market. Steps include identifying verbs, subjects, and objects; writing simple sentences; combining sentences; and adding adjectives and adverbs to create complex sentences. Practise exercises provide additional examples of applying the steps to write sentences from diagrams.
The document discusses the development of a network diagram and critical path for building a house. It describes creating a network diagram by identifying relationships between activities and their dependencies. A table lists the activities needed to build the house along with their duration and dependencies. The network diagram is constructed and forward and backward passes are performed to calculate earliest and latest start and finish times. This allows identification of the critical path, which are the activities with zero slack that cannot be delayed.
The document summarizes several management tools including affinity diagrams, interrelationship diagrams, tree diagrams, matrix diagrams, and prioritization matrices. It provides definitions and examples of how each tool can be used to structure brainstorming, analyze relationships between factors, break processes down into detailed levels, compare relationships between groups, and prioritize items according to weighted criteria. The tools are designed to help simplify complex problems, structure thinking, and improve decision making.
Have you ever found yourself bleary-eyed and strung out from too much coffee and too little sleep after pulling an "all nighter" right before the big biology test? If you are a full-time student, you have a full-time job. You may not think of school as a job but consider this. You typically have 12-15 or more hours of class per week. In addition, you are expected to put in about 2 hours of preparation and production outside of class for each hour in class. This means that your work week is at least 36 to 45 hours long. This is a full-time occupation. In "Time Management for College Students," we will give you some guidelines to help you better manage your time.
This document discusses project management techniques CPM and PERT. It begins by defining a project and project management. It then discusses network planning methods including CPM and PERT. The four steps to managing a project with these methods are described: describing the project, diagramming the network, estimating time of completion, and monitoring progress. Key concepts like activities, precedence relationships, and events are also defined. The document goes on to provide details on CPM and PERT, including estimating time, determining critical paths, and differences between the two methods.
Time management is the process of consciously controlling how much time is spent on specific activities, in order to increase productivity, effectiveness, and efficiency. It involves skills like effective planning, setting goals and deadlines, prioritizing tasks, and scheduling. The time management process includes costing your time, making activity logs, setting goals, planning, prioritizing, and scheduling. This allows you to save time, reduce stress, increase work output, and take more control over responsibilities.
De kracht van ontwerpend onderzoek. Presentatie Departement Ruimte VlaanderenEls Brouwers
This document discusses the use of research by design in regional planning in Flanders. It describes several projects using this approach: After-sprawl investigated urban design tactics for areas affected by sprawl. Graphic research created maps exploring future scenarios for Flanders in 2050. Research by design tested planning prescriptions and constructed spatial concepts. International experts developed visions and concepts for Flanders' Spatial Policy Plan. Research by design also explored resilient territories.
Critical path analysis (CPA) is a project management tool that uses network analysis to help managers handle complex projects. CPA involves identifying all project activities, their duration and dependencies to determine the longest path of activities (critical path) that dictates the shortest project timeline. It allows calculation of earliest and latest start/finish times for activities to identify float and sequence activities optimally. While CPA helps reduce risks and costs, its reliability depends on accurate estimates and flexibility may be limited by resource constraints.
Formula V and T: UPSR Sentence Construction TechniquesCynthia James
The document provides instructions for constructing sentences based on diagrams of subject-verb-object (S-V-O) and subject-predicate (S-P) relationships. It includes examples of writing simple, compound, and complex sentences based on diagrams of people and objects at a market. Steps include identifying verbs, subjects, and objects; writing simple sentences; combining sentences; and adding adjectives and adverbs to create complex sentences. Practise exercises provide additional examples of applying the steps to write sentences from diagrams.
The document discusses the development of a network diagram and critical path for building a house. It describes creating a network diagram by identifying relationships between activities and their dependencies. A table lists the activities needed to build the house along with their duration and dependencies. The network diagram is constructed and forward and backward passes are performed to calculate earliest and latest start and finish times. This allows identification of the critical path, which are the activities with zero slack that cannot be delayed.
The document summarizes several management tools including affinity diagrams, interrelationship diagrams, tree diagrams, matrix diagrams, and prioritization matrices. It provides definitions and examples of how each tool can be used to structure brainstorming, analyze relationships between factors, break processes down into detailed levels, compare relationships between groups, and prioritize items according to weighted criteria. The tools are designed to help simplify complex problems, structure thinking, and improve decision making.
Have you ever found yourself bleary-eyed and strung out from too much coffee and too little sleep after pulling an "all nighter" right before the big biology test? If you are a full-time student, you have a full-time job. You may not think of school as a job but consider this. You typically have 12-15 or more hours of class per week. In addition, you are expected to put in about 2 hours of preparation and production outside of class for each hour in class. This means that your work week is at least 36 to 45 hours long. This is a full-time occupation. In "Time Management for College Students," we will give you some guidelines to help you better manage your time.
This document discusses project management techniques CPM and PERT. It begins by defining a project and project management. It then discusses network planning methods including CPM and PERT. The four steps to managing a project with these methods are described: describing the project, diagramming the network, estimating time of completion, and monitoring progress. Key concepts like activities, precedence relationships, and events are also defined. The document goes on to provide details on CPM and PERT, including estimating time, determining critical paths, and differences between the two methods.
Time management is the process of consciously controlling how much time is spent on specific activities, in order to increase productivity, effectiveness, and efficiency. It involves skills like effective planning, setting goals and deadlines, prioritizing tasks, and scheduling. The time management process includes costing your time, making activity logs, setting goals, planning, prioritizing, and scheduling. This allows you to save time, reduce stress, increase work output, and take more control over responsibilities.
Time management involves planning and prioritizing tasks to maximize productivity. It starts with understanding how time is currently spent through activity logs. This identifies high-value versus low-value tasks. Planning then creates an action plan and to-do list to prioritize important tasks. Scheduling allocates realistic time blocks to complete tasks while allowing flexibility for unexpected jobs. Regular goal setting breaks lifetime objectives into smaller, achievable daily goals to stay on track for success.
Time Management PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: time wasting culprits and eliminating them, strategizing for time management, techniques of organization, prioritizing, to-do lists, scheduling tips and guidelines, 9 ways to handle drop-in visitors, how to say no responsibly, 5 tips to stop procrastination, managing crisis, 10 ways to clear your desk, controlling paper, 9 techniques to control telephone interruptions, how to's and more.
The document discusses time management. It begins by listing the objectives of a time management course, which include explaining various time management concepts, principles, styles, tools and best practices. It then introduces a scenario of Dave, a project manager, struggling with poor time management as he is constantly late, disorganized and unable to complete tasks on time. The root cause of all of Dave's issues is determined to be a lack of proper time management. Effective time management is important for anyone, whether a student, professional or homemaker, to stay organized and productive while managing their various responsibilities.
The document discusses time management and project time management processes. It covers activity definition, activity sequencing, and activity resource estimating. Activity definition involves identifying deliverables and work packages. Activity sequencing determines logical relationships between activities. Activity resource estimating involves determining resource needs for each activity.
The document discusses time management (TM) and how to manage time effectively. It defines TM as allocating the right time to the right activities. TM is needed to save time, reduce stress, function effectively, increase work output, and have more control over responsibilities. Effective TM involves planning, setting goals and deadlines, prioritizing activities, delegating work, and spending the right amount of time on tasks. The process of TM starts with costing your time, making activity logs, setting goals, planning, prioritizing, and scheduling.
This document provides an overview of time management concepts and techniques. It defines time management, discusses how time is a limited resource for both individuals and organizations, and identifies essential habits like prioritizing and scheduling. It also describes different types of time and challenges like overestimating or underestimating time for tasks. The document outlines principles of effective time management including using matrices to categorize how time is spent and prioritize activities.
Time Management PowerPoint Slides include topics such as: time wasting culprits and eliminating them, strategizing for time management, techniques of organization, prioritizing, to-do lists, scheduling tips and guidelines, 9 ways to handle drop-in visitors, how to say no responsibly, 5 tips to stop procrastination, managing crisis, 10 ways to clear your desk, controlling paper, 9 techniques to control telephone interruptions, how to's and much more.
The document discusses project planning and control, covering what a project is, the stages of project management, and network planning using the Critical Path Method (CPM). It describes the five stages of project management as understanding the project environment, defining the project, planning the project, technical execution, and project control. Project planning determines the cost, duration, resource needs, and helps allocate work and monitor progress. The CPM represents activities diagrammatically and identifies the critical path which determines the minimum project duration.
Network Analysis-I ppt by Dr. Bostancı.pdfIbrarMasood
This document discusses various planning and project network techniques used for construction project management. It begins by outlining the objectives of project planning such as forecasting resource requirements and financial needs. The most common planning techniques are then introduced, including bar charts, network analysis using arrow or precedence diagrams, and line of balance for repetitive work. Bar charts and linked bar charts are explained as the easiest tools to understand. The document goes on to describe how to develop a precedence network by breaking a project into activities and dependencies. It covers calculating activity durations and developing a network diagram with earliest and latest start/finish times to determine total project duration and float.
This document discusses project scheduling techniques CPM (Critical Path Method) and PERT (Program Evaluation and Review Technique). It defines CPM and PERT, compares their key differences, and provides examples of how to apply them. Specifically, it covers how to calculate activity times and variances in PERT, identify critical paths, calculate project completion times and probabilities, and perform crashing in CPM. The document aims to help the reader understand how to distinguish and apply CPM and PERT for project scheduling, time and cost analysis, and probability calculations.
Project management techniques like PERT and CPM are used to plan, schedule, and control projects. PERT was developed for the Polaris missile program to minimize time, while CPM was developed by DuPont to optimize cost and time tradeoffs. Both methods use network diagrams to visually display tasks and their relationships. They are used to estimate duration, identify critical paths, and determine slack. PERT additionally accounts for uncertainty in durations using three time estimates.
Construction Process Modelling: Representing Activities, Items and their Inte...Elisa Marengo
This presentation introduces CoPMod, a formal language for supporting construction process modeling, in a collaborative way. The paper also presents and efficient algorithm to check satisfiability of a CoPMod model. The paper was presented at BPM 2018 and won the best paper award.
The document discusses project scheduling and the critical path method for scheduling activities in a project. It aims to identify dependencies between activities, allocate resources to activities while avoiding overallocation, and determine the critical path. The critical path is the longest path of activities that determines the minimum project duration. It identifies activities with zero slack that cannot be delayed without delaying the entire project. The document provides examples of how to model a project as a network diagram, perform forward and backward passes to calculate earliest and latest start/finish dates, and identify the critical path and non-critical path activities. It also discusses how to allocate resources to activities and level resources to avoid overallocation.
The document discusses various project scheduling techniques including network diagrams, critical path method, critical chain method, Gantt charts, and PERT charts. It provides examples of how to create activity network diagrams using the activity-on-node and activity-on-arrow methods. The critical path method is described as identifying the longest path of dependent tasks in a project network diagram. However, issues with this method include assuming unlimited resources and misuse of float. The critical chain method is presented as modifying the critical path method to consider limited resource availability by using buffers instead of float.
Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are network analysis techniques used for project scheduling. CPM is deterministic and used for projects with predictable time estimates, while PERT is probabilistic and used for complex projects with uncertain time estimates. The key steps for both techniques include identifying activities, constructing a network diagram, estimating activity times, and determining the critical path which has zero slack time. PERT additionally calculates variability and probability of completion using a normal distribution curve based on the mean and standard deviation of activity times.
To crash or not to crash. Take the guesswork out of your project deadlines.
Review of Cost Time Trade-Offs of Crashing a Project
Probability of Completing a Target Date using PERT Analysis Techniques
This document discusses project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing a schedule, and controlling the schedule. Key processes covered include plan schedule management, define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule, and control schedule. Estimating techniques like expert judgment, three-point estimating, and critical path method are explained. The goal of project time management is to complete the project on time and prevent time slippage.
Quarterly Technology Briefing, Manchester, UK September 2013Thoughtworks
This document summarizes a tech lab experiment conducted by ThoughtWorks to explore graph databases and cloud deployment. The team modeled Manchester's tram network as a graph database to understand its benefits. They iteratively improved the data and query models. The working app was deployed to AWS and automatically updated. The team successfully met the desired outcomes of the lab by gaining technical knowledge, producing a working demo, collateral materials, and excitement in the community. Next steps discussed expanding the work to clients and open sourcing parts of the project.
The document discusses project planning and scheduling. It explains that a project schedule describes the software development cycle by enumerating phases, breaking phases into discrete tasks, and estimating task durations. The schedule also depicts interactions between tasks. Project schedules are developed by understanding customer needs, determining milestones and activities to deliver needs, and separating development into phases composed of steps and activities. The critical path method and tools like Gantt charts can then be used to estimate project duration, identify critical paths, and track progress.
Transitioning to Kanban: From Theory to PracticeTechWell
You're familiar with agile and, perhaps, practicing Scrum. Now you're curious about Kanban. Is it right for your project? How does Kanban differ from Scrum and other agile methodologies? From theory to practice, Gil Irizarry introduces Kanban principles and explains how Kanban's emphasis on modifying existing processes rather than upending them results in a smooth adoption. Instead of using time-boxed units of work, Kanban focuses on continuous workflow, allowing teams to incrementally improve and streamline product delivery. Explore how to move from Scrum to Kanban with new, practical techniques that can help your team quickly get better. Discover the use of cumulative flow diagrams, WIP (work-in-progress) limits, and classes of services. In a hands-on classroom exercise, you'll help create a value stream map, determine process efficiency, and experience techniques from the Kanban toolset. Come and grow your agile repertoire in the Kanban way.
1. Planning
• developing the logic of how a project will be constructed
• Planning involves making decisions about
what tasks will be performed, how the tasks
will be performed, who will perform the tasks, and in what and why in these sequence the tasks will be performed.
2. Scheduling
• integrating the plan with a calendar or a
specific time frame
Why Use Schedules?
• Reduces Construction Time
• Reduces Costs – Materials, Labor, and
Overhead
• Provides for a More Continuous Flow of Work
• Gives Crews and Subs a Goal to Work
Toward
• Increases Productivity
Why Use Schedules (cont)
• Improves Company Image
• Helps to Control Time, Costs, Quality, and
Safety
• Helps to Manage Material, Labor, Money,
Equipment, and Subcontractors
• Forces Detailed Thinking
• Improves Communication
• Activity: A single work step that has recognizable beginning & end.
• Logic: The order in which the activities are to be accomplished.
• Duration: The time in which each activity is required to be completed.
Activity durations are estimated based on productivities of crews and
equipment.
• Resource: The labor-hours, equipment hours, or materials required to
complete activities.
• Cost: The money required to complete activities.
The Elements of Scheduling
ACTIVITIES
COST
RESOURCE
TIME
GOAL
3. Scheduling Tools
1. Checklist/To-do list
2. Bar Charts
3. Network Logic
3.1 CPM: Critical Path Method
Precedence Diagram: Activity on Node
Arrow Diagram: Activity on Arrow
3.2 Linear Schedule
3.3 PERT: Program Evaluation and Review
Technique
Shovels, Square Mouth & Round
Nose
Concrete Rakes
Vibratory Screed
Bull Float
Hand Floats, Magnesium &
Wooden
Steel Trowels, 5x24 & 3x12
Margin Trowels
Edger, hand & Walking
Knee Pads
Kneeling Boards
Brooms
Curing Compound
Curing Sprays
3.1 Checklist:
Concrete Finishing Equipment
3.2 To-Do List
To-Do-List Date __________________
Activity
Call Bill @ Beaner Concrete
Test Asphalt
Check Repair on Scraper
Schedule Maintenance of Cat # 306
Send Flowers to Wife
Check Compaction of Exit 38
Check Soil Reports of SR 208
Get Check to Frank
Call Jayson about football tickets
Call L&M Travel about DC trip
Buy Shotgun Shells
Check status of Portable Concrete Plant
Order Hydraulic Ram
Order the Dozer Cushion Blade
Calculate Haul Units on Project #2005-56: Size, Number
Check on Delivery of Piles
Estimate Asphalt Production for next week
Order Ribbed Tires for the Backhoe
Get the Fuel Tank Refilled
Check with Fred on the condition of the Fuel Tank
Prioritized To-Do List
To-Do-List Date __________________
Priority Activity
A7 Call Bill @ Beaner Concrete
A4 Test Asphalt
C2 Check Repair on Scraper
D1 Schedule Maintenance of Cat # 306
A3 Send Flowers to Wife
A10 Check Compaction of Exit 38
C1 Check Soil Reports of SR 208
A6 Get Check to Frank
A11 Call Jayson about football tickets
C3 Call L&M Travel about DC trip
A8 Buy Shotgun Shells
B4 Check status of
The Critical Path Method (CPM) is a scheduling tool used to plan and track projects. It allows tasks to be organized based on their sequence and dependencies. The CPM involves drawing a chart that represents each task as a node with arrows showing the dependencies and sequence. It then determines the earliest and latest start/finish times to identify the critical path - the sequence of tasks that must be completed on time or the project will be delayed. The CPM helps optimize schedules, identify risks, and determine the minimum time needed to complete a project.
Time management involves planning and prioritizing tasks to maximize productivity. It starts with understanding how time is currently spent through activity logs. This identifies high-value versus low-value tasks. Planning then creates an action plan and to-do list to prioritize important tasks. Scheduling allocates realistic time blocks to complete tasks while allowing flexibility for unexpected jobs. Regular goal setting breaks lifetime objectives into smaller, achievable daily goals to stay on track for success.
Time Management PowerPoint PPT Content Modern SampleAndrew Schwartz
130 slides include: time wasting culprits and eliminating them, strategizing for time management, techniques of organization, prioritizing, to-do lists, scheduling tips and guidelines, 9 ways to handle drop-in visitors, how to say no responsibly, 5 tips to stop procrastination, managing crisis, 10 ways to clear your desk, controlling paper, 9 techniques to control telephone interruptions, how to's and more.
The document discusses time management. It begins by listing the objectives of a time management course, which include explaining various time management concepts, principles, styles, tools and best practices. It then introduces a scenario of Dave, a project manager, struggling with poor time management as he is constantly late, disorganized and unable to complete tasks on time. The root cause of all of Dave's issues is determined to be a lack of proper time management. Effective time management is important for anyone, whether a student, professional or homemaker, to stay organized and productive while managing their various responsibilities.
The document discusses time management and project time management processes. It covers activity definition, activity sequencing, and activity resource estimating. Activity definition involves identifying deliverables and work packages. Activity sequencing determines logical relationships between activities. Activity resource estimating involves determining resource needs for each activity.
The document discusses time management (TM) and how to manage time effectively. It defines TM as allocating the right time to the right activities. TM is needed to save time, reduce stress, function effectively, increase work output, and have more control over responsibilities. Effective TM involves planning, setting goals and deadlines, prioritizing activities, delegating work, and spending the right amount of time on tasks. The process of TM starts with costing your time, making activity logs, setting goals, planning, prioritizing, and scheduling.
This document provides an overview of time management concepts and techniques. It defines time management, discusses how time is a limited resource for both individuals and organizations, and identifies essential habits like prioritizing and scheduling. It also describes different types of time and challenges like overestimating or underestimating time for tasks. The document outlines principles of effective time management including using matrices to categorize how time is spent and prioritize activities.
Time Management PowerPoint Slides include topics such as: time wasting culprits and eliminating them, strategizing for time management, techniques of organization, prioritizing, to-do lists, scheduling tips and guidelines, 9 ways to handle drop-in visitors, how to say no responsibly, 5 tips to stop procrastination, managing crisis, 10 ways to clear your desk, controlling paper, 9 techniques to control telephone interruptions, how to's and much more.
The document discusses project planning and control, covering what a project is, the stages of project management, and network planning using the Critical Path Method (CPM). It describes the five stages of project management as understanding the project environment, defining the project, planning the project, technical execution, and project control. Project planning determines the cost, duration, resource needs, and helps allocate work and monitor progress. The CPM represents activities diagrammatically and identifies the critical path which determines the minimum project duration.
Network Analysis-I ppt by Dr. Bostancı.pdfIbrarMasood
This document discusses various planning and project network techniques used for construction project management. It begins by outlining the objectives of project planning such as forecasting resource requirements and financial needs. The most common planning techniques are then introduced, including bar charts, network analysis using arrow or precedence diagrams, and line of balance for repetitive work. Bar charts and linked bar charts are explained as the easiest tools to understand. The document goes on to describe how to develop a precedence network by breaking a project into activities and dependencies. It covers calculating activity durations and developing a network diagram with earliest and latest start/finish times to determine total project duration and float.
This document discusses project scheduling techniques CPM (Critical Path Method) and PERT (Program Evaluation and Review Technique). It defines CPM and PERT, compares their key differences, and provides examples of how to apply them. Specifically, it covers how to calculate activity times and variances in PERT, identify critical paths, calculate project completion times and probabilities, and perform crashing in CPM. The document aims to help the reader understand how to distinguish and apply CPM and PERT for project scheduling, time and cost analysis, and probability calculations.
Project management techniques like PERT and CPM are used to plan, schedule, and control projects. PERT was developed for the Polaris missile program to minimize time, while CPM was developed by DuPont to optimize cost and time tradeoffs. Both methods use network diagrams to visually display tasks and their relationships. They are used to estimate duration, identify critical paths, and determine slack. PERT additionally accounts for uncertainty in durations using three time estimates.
Construction Process Modelling: Representing Activities, Items and their Inte...Elisa Marengo
This presentation introduces CoPMod, a formal language for supporting construction process modeling, in a collaborative way. The paper also presents and efficient algorithm to check satisfiability of a CoPMod model. The paper was presented at BPM 2018 and won the best paper award.
The document discusses project scheduling and the critical path method for scheduling activities in a project. It aims to identify dependencies between activities, allocate resources to activities while avoiding overallocation, and determine the critical path. The critical path is the longest path of activities that determines the minimum project duration. It identifies activities with zero slack that cannot be delayed without delaying the entire project. The document provides examples of how to model a project as a network diagram, perform forward and backward passes to calculate earliest and latest start/finish dates, and identify the critical path and non-critical path activities. It also discusses how to allocate resources to activities and level resources to avoid overallocation.
The document discusses various project scheduling techniques including network diagrams, critical path method, critical chain method, Gantt charts, and PERT charts. It provides examples of how to create activity network diagrams using the activity-on-node and activity-on-arrow methods. The critical path method is described as identifying the longest path of dependent tasks in a project network diagram. However, issues with this method include assuming unlimited resources and misuse of float. The critical chain method is presented as modifying the critical path method to consider limited resource availability by using buffers instead of float.
Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are network analysis techniques used for project scheduling. CPM is deterministic and used for projects with predictable time estimates, while PERT is probabilistic and used for complex projects with uncertain time estimates. The key steps for both techniques include identifying activities, constructing a network diagram, estimating activity times, and determining the critical path which has zero slack time. PERT additionally calculates variability and probability of completion using a normal distribution curve based on the mean and standard deviation of activity times.
To crash or not to crash. Take the guesswork out of your project deadlines.
Review of Cost Time Trade-Offs of Crashing a Project
Probability of Completing a Target Date using PERT Analysis Techniques
This document discusses project time management. It covers defining activities, sequencing activities, estimating activity durations and resources, developing a schedule, and controlling the schedule. Key processes covered include plan schedule management, define activities, sequence activities, estimate activity resources, estimate activity durations, develop schedule, and control schedule. Estimating techniques like expert judgment, three-point estimating, and critical path method are explained. The goal of project time management is to complete the project on time and prevent time slippage.
Quarterly Technology Briefing, Manchester, UK September 2013Thoughtworks
This document summarizes a tech lab experiment conducted by ThoughtWorks to explore graph databases and cloud deployment. The team modeled Manchester's tram network as a graph database to understand its benefits. They iteratively improved the data and query models. The working app was deployed to AWS and automatically updated. The team successfully met the desired outcomes of the lab by gaining technical knowledge, producing a working demo, collateral materials, and excitement in the community. Next steps discussed expanding the work to clients and open sourcing parts of the project.
The document discusses project planning and scheduling. It explains that a project schedule describes the software development cycle by enumerating phases, breaking phases into discrete tasks, and estimating task durations. The schedule also depicts interactions between tasks. Project schedules are developed by understanding customer needs, determining milestones and activities to deliver needs, and separating development into phases composed of steps and activities. The critical path method and tools like Gantt charts can then be used to estimate project duration, identify critical paths, and track progress.
Transitioning to Kanban: From Theory to PracticeTechWell
You're familiar with agile and, perhaps, practicing Scrum. Now you're curious about Kanban. Is it right for your project? How does Kanban differ from Scrum and other agile methodologies? From theory to practice, Gil Irizarry introduces Kanban principles and explains how Kanban's emphasis on modifying existing processes rather than upending them results in a smooth adoption. Instead of using time-boxed units of work, Kanban focuses on continuous workflow, allowing teams to incrementally improve and streamline product delivery. Explore how to move from Scrum to Kanban with new, practical techniques that can help your team quickly get better. Discover the use of cumulative flow diagrams, WIP (work-in-progress) limits, and classes of services. In a hands-on classroom exercise, you'll help create a value stream map, determine process efficiency, and experience techniques from the Kanban toolset. Come and grow your agile repertoire in the Kanban way.
1. Planning
• developing the logic of how a project will be constructed
• Planning involves making decisions about
what tasks will be performed, how the tasks
will be performed, who will perform the tasks, and in what and why in these sequence the tasks will be performed.
2. Scheduling
• integrating the plan with a calendar or a
specific time frame
Why Use Schedules?
• Reduces Construction Time
• Reduces Costs – Materials, Labor, and
Overhead
• Provides for a More Continuous Flow of Work
• Gives Crews and Subs a Goal to Work
Toward
• Increases Productivity
Why Use Schedules (cont)
• Improves Company Image
• Helps to Control Time, Costs, Quality, and
Safety
• Helps to Manage Material, Labor, Money,
Equipment, and Subcontractors
• Forces Detailed Thinking
• Improves Communication
• Activity: A single work step that has recognizable beginning & end.
• Logic: The order in which the activities are to be accomplished.
• Duration: The time in which each activity is required to be completed.
Activity durations are estimated based on productivities of crews and
equipment.
• Resource: The labor-hours, equipment hours, or materials required to
complete activities.
• Cost: The money required to complete activities.
The Elements of Scheduling
ACTIVITIES
COST
RESOURCE
TIME
GOAL
3. Scheduling Tools
1. Checklist/To-do list
2. Bar Charts
3. Network Logic
3.1 CPM: Critical Path Method
Precedence Diagram: Activity on Node
Arrow Diagram: Activity on Arrow
3.2 Linear Schedule
3.3 PERT: Program Evaluation and Review
Technique
Shovels, Square Mouth & Round
Nose
Concrete Rakes
Vibratory Screed
Bull Float
Hand Floats, Magnesium &
Wooden
Steel Trowels, 5x24 & 3x12
Margin Trowels
Edger, hand & Walking
Knee Pads
Kneeling Boards
Brooms
Curing Compound
Curing Sprays
3.1 Checklist:
Concrete Finishing Equipment
3.2 To-Do List
To-Do-List Date __________________
Activity
Call Bill @ Beaner Concrete
Test Asphalt
Check Repair on Scraper
Schedule Maintenance of Cat # 306
Send Flowers to Wife
Check Compaction of Exit 38
Check Soil Reports of SR 208
Get Check to Frank
Call Jayson about football tickets
Call L&M Travel about DC trip
Buy Shotgun Shells
Check status of Portable Concrete Plant
Order Hydraulic Ram
Order the Dozer Cushion Blade
Calculate Haul Units on Project #2005-56: Size, Number
Check on Delivery of Piles
Estimate Asphalt Production for next week
Order Ribbed Tires for the Backhoe
Get the Fuel Tank Refilled
Check with Fred on the condition of the Fuel Tank
Prioritized To-Do List
To-Do-List Date __________________
Priority Activity
A7 Call Bill @ Beaner Concrete
A4 Test Asphalt
C2 Check Repair on Scraper
D1 Schedule Maintenance of Cat # 306
A3 Send Flowers to Wife
A10 Check Compaction of Exit 38
C1 Check Soil Reports of SR 208
A6 Get Check to Frank
A11 Call Jayson about football tickets
C3 Call L&M Travel about DC trip
A8 Buy Shotgun Shells
B4 Check status of
The Critical Path Method (CPM) is a scheduling tool used to plan and track projects. It allows tasks to be organized based on their sequence and dependencies. The CPM involves drawing a chart that represents each task as a node with arrows showing the dependencies and sequence. It then determines the earliest and latest start/finish times to identify the critical path - the sequence of tasks that must be completed on time or the project will be delayed. The CPM helps optimize schedules, identify risks, and determine the minimum time needed to complete a project.
The Critical Path Method (CPM) is a project management tool used to schedule tasks and ensure projects are completed on time. It involves identifying all tasks, determining their sequence and duration, and mapping them on a chart to identify the critical path - the sequence of tasks that must be completed on schedule or the project will be delayed. CPM aids in planning, tracking progress, and identifying which tasks are most important to keep the project on schedule. It provides benefits like a visual project plan and ability to determine the minimum time needed to complete a project.
The Critical Path Method (CPM) is a project management tool used to schedule tasks and ensure projects are completed on time. It involves identifying all tasks, determining their sequence and duration, and mapping them on a chart to identify the critical path - the longest sequence of tasks that must be completed on schedule or the project will be delayed. CPM aids in planning, tracking progress, and identifying which tasks are most important to keep the project on schedule. While it provides visibility into dependencies, it can be more complex than Gantt charts.
This document discusses project management techniques CPM and PERT. It begins by defining a project and project management. It then covers network planning methods including CPM and PERT. The key steps in both are described as defining the project, diagramming the network, estimating times, and monitoring progress. Time estimates in CPM use fixed durations while PERT uses optimistic, most likely, and pessimistic estimates. The document provides examples and differences between the two techniques.
This document discusses project management techniques CPM and PERT. It begins by introducing network planning methods for managing projects, which involve describing the project, diagramming the network, estimating completion times, and monitoring progress. It then explains how to create network diagrams using the activity-on-arc and activity-on-node approaches. Next, it covers estimating activity times and identifying critical paths using forward and backward passes. The document concludes by defining CPM and PERT, outlining their steps, and noting their differences and limitations.
3. Objectives
By the end of the lesson you will……..
• Be comfortable evaluating the use of CPM in a project
• Be confident designing a network diagram
• Be able to identify the CPM by looking at a network diagram
4. • Write down every task you need to do and how long it will take
• Now list them in order
• Are there any tasks that you can do at the same time?
• Now create a flow diagram from left to right (use flip chart)
• Identify your critical path
• How long will the whole process take?
Think about the process you have to go through to make a
cup of tea for 1 person who takes milk and sugar and likes it
to be made in a tea pot
5. Put water in kettle
and switch on
Wait for kettle to boil
(3mins)
Pour boiled water
into empty teapot
Wait 3mins for tea to
mast
Pour tea into
prepared cup
Add sugar Stir sugar into tea
Take sugar bowl out
of cupboard and place
on bench next to cups
Take spoon out of
drawer and put next
to sugar bowl
Take cup out of
cupboard (10secs)
Take milk out of
fridge
(5secs)
Pour milk into cup
(10secs)
Take teabag out of
caddy
(5secs)
Empty tea pot (5 secs)
Put teabag in tea pot
(2 secs)
6. Put water in kettle and
switch on
(5secs)
Wait for kettle to boil
(3mins)
Pour boiled water into
empty teapot
(5secs)
Wait 3mins for tea to
mast
(3mins)
Pour tea into prepared
cup (5secs)
Add sugar (5secs)
Stir sugar into tea
(3secs)
Take sugar bowl out of
cupboard and place on
bench next to cups
(5secs)
Take spoon out of
drawer and put next to
sugar bowl (5secs)
Take cup out of
cupboard (10secs)
Take milk out of fridge
(5secs)
Pour milk into cup
(10secs)
Take teabag out of
caddy
(5secs)
Empty tea pot (5 secs)
Put teabag in tea pot (2
secs)
8. Project information:
Scope – To paint a red equilateral triangle
on the wall of every room in the college
Time- 1 hour
Quality- Red equilateral triangle
Cost- Budget £10
Price List:
• £1 per person
• £7 Red Paint
• £1 Blue Paint
• £1 Paint Brush
• £1 Measuring tape
Extra Information:
• It would take 1 person 10 hours to complete the project.
Activity
In groups I want you to look at the
following and decide how you would
run this project
9. Project 1
1 person Time= 10 Hours
Red Paint Quality = Red Equilateral Triangle
Paint Brush Cost= £10
Measuring Tape
Project 2
10 people Time= 1 Hour
Red Paint Quality = Red Equilateral Triangle
Paint Brush Cost= £37
Measuring Tape
Project 3
10 people Time= 1 Hour
Blue Paint Quality = Blue Equilateral Triangle
Paint Brush Cost= £31
Measuring Tape
Project 4
10 people Time= 1 Hour
Red Paint Quality = Red Triangle
Paint Brush Cost= £27
Project 5
5 people Time= 2 Hours
Red Paint Quality= Red Equilateral Triangle
Paint Brush Cost= £22
Measuring Tape
Project information:
Scope – To paint a red equilateral triangle on
the wall of every room in the college
Time- 1 hour
Quality- Red equilateral triangle
Cost- Budget £10
Price List:
• £1 per person
• £7 Red Paint
• £1 Blue Paint
• £1 Paint Brush
• £1 Measuring tape
Extra Information:
• It would take 1 person 10 hours to
complete the project.
10. What is the critical path method?
How do you find the critical path?
• A network diagram to establish the earliest time to complete a
project.
Characteristics of a activity on the critical path?
• 0 Float time (can’t be delayed without delaying the project)
• Always the longest route from start to finish
11. How to create a network diagram?
1. List all the activities needed to be completed for the project
2. List in a logical and chronological sequence
3. Find all the relationships between the activities (what depends on
another activities completion?)
4. What are the 2 types of relationships? 1= 2=
5. A realistic network diagram will contain both
13. Forward Pass=
EFT= EST+D
If there are two or more activities going into one is it the Highest or Lowest EFT that
becomes the next activities EST?
Backward Pass=
LST= LFT-D
If there are two or more activities going into one is it the Highest or Lowest LST that
becomes the next activities LFT?
Float=
LST-EST or LFT-EFT
Completing the node
14. Parallel Activities
Activity A
Activity C
Activity Duration
A- Walls 14
B- Plumbing 7
C- Electrics 5
D- Plastering 8
Activity D
EST D EFT
Activity
LST F LFT
Backward Pass- LST= LFT - D
Float= LST – EST/ LFT - EFT
Forward Pass- EFT= EST + D
Activity B
15. Go over the activity
What did you find the easiest about critical path?
What did you find the hardest about critical path?
• Did anyone find the critical path?
• Did anyone successfully complete the network diagram?
16. Activity- Machine A & Machine B
Making the network diagram……….
How I made the network diagram?
How to decide what order the sequence of activities goes in?
17. Activity Proceeded by Duration
A None
B None
C A
D A
E C
F D,E
G F
H F
I H
J B,G,I
K J
L J
18. Complete the activity
• I want you to complete the network diagram for both machines
• Find the duration of both projects and state which machine is the best to
use?
• What is the critical path for Machine A & Machine B?
20. Critical Path Advantages
• Help to increase efficiency of how time and resources are managed
• It enables time scales for the project to be planned (However initial
evaluations of each activity need to be done beforehand)
• It enables scheduling of tasks to take place in a logical order
• It means that one task isn’t held up because its predecessor wasn’t
started on time
• It helps cash flow to be monitored and extra funds to be released
when required
• It reduces waste (Time, cost, quality)
22. Critical Path Disadvantages
• It needs a skilled person to complete it in the first place
• Usefulness may be limited in very large scale or complex projects
• Accurate estimates of time are required
• Reliant on technology
• Not very portable (Can’t easily take them to the site of the project)
23. Titanic Re-visited
• Ship of luxury not speed
• Virtually unsinkable
• Take out the competition through 3 ships 3rd funded by 1st 2 and 75% revenue was from
1st class.
• 48 to 16 lifeboats due to interfering with 1st class view 1178 lifeboat places for up to
3600 guests
• Olympic had many problems and pulled staff off titanic to fix it therefore titanic was way
behind schedule yet ordered to not be a day late for launch
• Sea trials were cut from 8 weeks to half a day
• Interest was lost in titanic so to generate interest back into the launch they claimed to
beat Olympics time to New York.
• Race towards iceberg alley slowly navigate through then race off afterwards
• 53 millionaires on board
24. Titanic
• What went wrong with the project planning?
• Critical Path?
• Were activities on the critical path delayed?
25. Titanic
Was the PM aware of the project management model triple constraint?
He was obsessed with the ship being built for quality (some sacrifices in quality
were needed but not willing to be met) Binoculars, lifeboats etc. were sacrificed
but at the cost of the project.
Was unwilling to accept a change in time (Delay the launch)
Needed to keep costs at a minimum due to Olympic and 3rd ship business strategy
(Could have employed more staff to cover whilst working on Olympic)
The scope of the project was changed at many times throughout the project
By not accepting a change or being aware of the affect it would have the project
was doomed to failure.
26. Critical path for your event
• Think of all the activities needed to be done for your events?
• What order do they need to be done in?
• Can you create a sequence for the activities?
• Then create a network diagram?
• Can you identify the Critical path for your event?
27.
28. 0 5 5
Activity A
0 0 5
5 6 11
Activity C
16 11 22
5 7 12
Activity B
15 10 22
5 17 22
Activity D
5 0 22
22 3 25
Activity E
22 0 25
25 8 33
Activity F
25 0 33
What is the critical path?
29. 0 1 1
Activity A
0 0 1
1 2 3
Activity C
2 1 4
1 3 4
Activity B
1 0 4
1 1 2
Activity D
3 2 4
4 2 6
Activity E
4 0 6
6 1 7
Activity F
8 2 9
6 3 9
Activity G
6 0 9
What is the critical path?
30. 0 8 8
Activity A
0 0 8
8 6 14
Activity C
12 4 18
8 8 16
Activity B
9 1 17
8 7 15
Activity D
8 0 15
14 5 19
Activity F
18 4 23
22 11 33
Activity H
23 1 34
16 6 22
Activity E
17 1 23
15 4 19
Activity G
15 0 19
19 15 34
Activity I
19 0 34
What is the critical path?
31. 0 8 8
Activity A
0 0 8
8 6 14
Activity C
12 4 18
8 8 16
Activity B
9 1 17
8 7 15
Activity D
8 0 15
14 5 19
Activity F
18 4 23
22 11 33
Activity H
23 1 34
16 6 22
Activity E
17 1 23
15 4 19
Activity G
15 0 19
19 15 34
Activity I
19 0 34
How many days would the project be
delayed by if?
1. C is delayed by 3 days?
2. D is delayed by 4 days
3. E is delayed by 7 days
4. H is delayed by 1 day
33. Draw a network diagram for……..
ACTIVITY PROCEDED BY
A -
B A
C A
D A
E B
F C
G E
H F
I G,H
J D,I
K J
L K
34. Draw and complete this network diagram…..
ACTIVITY PROCEDED BY DURATION
A - 1
B A 2
C B 2
D C 3
E C 4
F D,E 3
G F 1
1.What is the duration of the project?
2.What is the critical path?
Editor's Notes
PM and Stakeholders have a clear direction of the project
Cant enhance one without changing another
Find where the priority of the project lies
Helps with decision making throughout a project
Project 3
10 people Time= 1 Hour
Blue Paint Quality = Blue Equilateral Triangle
Paint Brush Cost= £31
Measuring Tape
Project 4
10 people Time= 1 Hour
Red Paint Quality = Red Triangle
Paint Brush Cost= £27
Project 5
5 people Time= 2 Hours
Red Paint Quality= Red Equilateral Triangle
Paint Brush Cost= £22
Measuring Tape