The document discusses project scheduling and network techniques. It defines key scheduling concepts like activities, events, paths, and critical path. It explains that a schedule converts a project plan to a timetable and is a major tool for project management. Network techniques like PERT and CPM use activity-on-arrow or activity-on-node networks to visually represent task dependencies and identify the critical path. These networks aid in planning, monitoring, and controlling all aspects of a project.

1. Project Management
A Managerial Approach
Scheduling

2. Scheduling
A schedule is the conversion of a
project action plan into an operating
timetable
It serves as the basis for monitoring
and controlling project activity
Taken together with the plan and
budget, it is probably the major tool
for the management of projects
Chapter 8-1

3. Scheduling
The basic approach of all scheduling
techniques is to form a network of
activity and event relationships
This network should graphically portray
the sequential relations between the
tasks in a project
Tasks that must precede or follow
other tasks are then clearly identified,
in time as well as function
Chapter 8-3

4. Scheduling
Such networks are a powerful tool for
planning and controlling a project and
have the following benefits:
It is a consistent framework for planning,
scheduling, monitoring, and controlling the
project
It illustrates the interdependence of all
tasks, work packages, and work elements
It denotes the times when specific
individuals must be available for work on a
given task Chapter 8-4

5. Scheduling
Network benefits (cont.):
It aids in ensuring that the proper
communications take place between
departments and functions
It determines an expected project completion
date
It identifies so-called critical activities that, if
delayed, will delay the project completion time
It identifies activities with slack that can be
delayed for specific periods without penalty
Chapter 8-5

6. Scheduling
Network benefits (cont.):
It determines the dates on which tasks may be
started - or must be started if the project is to
stay on schedule
It illustrates which tasks must be coordinated
to avoid resource timing conflicts
It illustrates which tasks may run, or must be
run, in parallel to achieve the predetermined
project completion date
It relieves some interpersonal conflict by clearly
showing task dependencies Chapter 8-6

7. Network Techniques:
PERT and CPM
With the exception of Gantt charts, the most
common approach to scheduling is the use of
network techniques such as PERT and CPM
The Program Evaluation and Review
Technique was developed by the U.S. Navy in
1958
The Critical Path Method was developed by
DuPont, Inc during the same time period
Chapter 8-7

8. Network Techniques:
PERT and CPM
PERT has been primarily used for
research and development projects
CPM was designed for construction
projects and has been generally
embraced by the construction industry
Chapter 8-8

9. Terminology
Activity - A specific task or set of tasks that
are required by the project, use up resources,
and take time to complete
Event - The result of completing one or more
activities. An identifiable end state occurring
at a particular time. Events use no resources.
Network - The combination of all activities
and events define the project and the activity
precedence relationships
Chapter 8-9

10. Terminology
Path - The series of connected activities
(or intermediate events) between any two
events in a network
Critical - Activities, events, or paths
which, if delayed, will delay the
completion of the project. A project’s
critical path is understood to mean that
sequence of critical activities that connect
the project’s start event to its finish event
Chapter 8-10

11. Terminology
An activity can be in any of these
conditions:
It may have a successor(s) but no
predecessor(s) - starts a network
It may have a predecessor(s) but no
successor(s) - ends a network
It may have both predecessor(s) and
successor(s) - in the middle of a network
The interconnections depend on the
technological relationships described in the
action plan
Chapter 8-11

12. Scheduling
Figure 8-1

13. Drawing Networks
Activity-on-Arrow (AOA) networks use arrows
to represent activities while nodes stand for
events Also called as Arrow Diagramming
Method (ADM).
Chapter 8-12

14. Activity network, AOA
format.
Figure 8-2

15. Drawing Networks
Activity-on-Node (AON) networks use
nodes to represent activities with arrows
to show precedence relationships Also
called as Precedence Diagramming
Method (PDM).
The choice between AOA and AON
representation is largely a matter of
personal preference

16. Activity network, AON
format.
Figure 8-3

17. ACTION PLAN

18. AON Version
(node=acivities,
Arrows=events)
AOA Version
(node=events,
Arrows=activities)

19. AON Version
(node=acivities,
Arrows=events)
AOA Version
(node=events,
Arrows=activities)

20. AON Version
(node=acivities,
Arrows=events)
AOA Version
(node=events,
Arrows=activities)

21. Assignment
Activity list for a Sample Project
Activity Description Immediate
Predecessors
A R&D product design -
B Plan market research -
C Routing (manufacturing engineering) A
D Build prototype model A
E Prepare marketing brochure A
F Cost estimates (industrial engineering) C
G Preliminary product testing D
H Market survey B, E
I Pricing and forecast report H
J Final report F, G, I

22. Assignment
Activity Preceding Activity
A --
B --
C --
D A
E A
F C
G C
H E, B, F
I E, B, F
J D, H
K G, I, J

23. Assignment
Activity Predecessor Activity
a -
b -
c -
d a
e b,c
f b,c
g b,c
h c
I g,h
j d,e