Work Breakdown System (WBS)

Adding Milestones and Procurement Activities

Project Scheduling
Network Diagrams (AOA and AON)
Schedule Calculations
Overlapping Precedence Networks
By
Dr. Abdalla Qudah
2
Project Planning
Project planning defines the project activities and end products that will be
performed and describes how the activities will be accomplished.
The planning process includes steps to:
Define the technical approach used to solve the problem.
Define and sequence the tasks to be performed and identify all
deliverables associated with the project.
Define the dependency relations between tasks.
Estimate the resources required to perform each task.
Schedule all tasks to be performed.
Define a budget for performing the tasks.
Define the organization used to execute the project.
Identify the known risks in executing the project.
Define the process used for ensuring quality.
Define the process used for specifying and controlling requirements.
3
Breaking the Project into Activities
(Work Breakdown Structure)
Creating project outline:
Use the outlining technique to break a project down into
smaller and more manageable pieces of work.
This technique takes the overall project's objectives and
scope and systematically creates additional levels of detail.
This detail can then be specified in terms of duration, work
and logical dependencies (links).
The outline created forms a hierarchical structure, also
known as a Work Breakdown Structure (WBS).
4
Work Breakdown Structure
(WBS)
Contract
Engine
Product
support
Training
Fan Compressor Turbine
Fan
assembly
Full scale
fan rig test
Minor fan
rig test
case
assembly
Rotary
assembly
Stator
assembly
5
WBS
Work Breakdown
Schedule (WBS)
Management
Plan Project
Track Project
Develop Project Plan
Update Project Plan
Prepare status report
Collect/analyze
project metrics
Perform Quality
Activities
Prepare QA Plan
Conduct Reviews
Perform CM
Prepare CM Plan
Develop Project Library
Conduct Audits
Manage Change Board
Maintain Configuration
Items
Design
Prepare
Preliminary
Design
Prepare Detailed
Design
Develop Enterprise
Architecture
Prepare Data
Flow Diagrams
Prepare Physical
Data Model
Prepare Data
Dictionary
Document
Design
Develop Design
Specification
Review Design
Prepare Logical
Data Model
Development/
Integration
Develop
Software
Procure
Hardware
Develop Server
Application
Develop User
Interface
Procure Server
Procure Workstations
Procure Software
Packages
Procure Databases
Perform
Integration
Testing
Develop XYZ
Interface
Procure User Interface
Building Tool
Procure Operating
System
Convert Data
Develop Conversation
Plan
Develop User
Manual
Acceptance
Testing
Plan Acceptance
Test
Conduct
Acceptance Test
Develop Test
Report
Installation
Develop
Installation Plan
Site Preparation
Maintenance
Hardware
Maintenance
Software
Maintenance
Install at
Locations
Headquarters
Site One
Transition
Management
6
Planning from the top down
a) Define the project's objective (this will create the
Project Summary Task):
Documentation
Project
Documentation
Project
Manual Phase Help system Phase
b) Define the major summary tasks.
Keep sub-objectives (Summary task) similar in size (work /
cost).
Major summary tasks may relate to; products, functions,
disciplines, cost areas.
7
Adding lower levels of detail
a) Take each major summary task (phase) and break it down
into appropriate summary tasks:
b) And then into detailed tasks:
Documentation
Project
Manual Phase Help system Phase
Content Exercises Exercises Content
Documentation
Project
Manual Phase Help system Phase
Content
Create
links
Exercises Exercises Content
Design
structures
Write
body text
Create
exercises
Test
exercises
Contents
and index
Set page
layouts
Design/test
structures
Create help
pages
Proof read
pages
Test
links
The smaller the task, the more accurately it can be estimated.
8
Using Work Breakdown Codes
2.1.2
M/S
1.2.1
1.1
2.2.2
2.1.4
2.2.1
1.2.3
1.2.2
1.1.1
Documentation
Project
2.1.1
1.1.3
1.1.2
2.1.3
2.2.3
M/S
2 1
2.2 2.1 1.2
9
Adding Milestones
Milestones represent intermediate target events that can be
set within the project's overall scope.
Milestones usually have no duration and consume no
resources.
They usually signify that something significant has been
completed or something significant is ready to occur.
Milestones and their associated dates may be used purely for
reporting purposes.
Examples:
the project start date,
the fabrication of a prototype,
the end of the testing phase,
the start of limited-scale production, and
the completion of the customer acceptance test
10
Adding Milestones
Milestones appear on network diagrams and
on Gantt charts as shown below:
Networks Gantt charts
Agree milestones and their dates with the project's sponsor and
other project stakeholders.
Milestones usually have duration and work effort values of zero.
11
Adding Procurement Activities
The plan is not complete without considering
the procurement activities that may influence
the project schedule time and cost:
Inspection, testing and commissioning
Fabrication and delivery of major items
Purchasing and delivery of major supplies,
equipment, and plants.
Authorization and approvals.
Subcontracting.
12
Project Scheduling
The idea behind project scheduling is to create
feasible timetables allowing the completion of a
project on time.
No project can be expected to succeed without
proper scheduling.
In order to develop a sound schedule, the project
manager should estimate the duration of all activities
in the project, as well as establish all technological
precedence relationships between these activities.
A thorough study of resource limitations adds
credence to the schedule.
13
Purpose of Project Schedules
The project schedules job is to answer many questions:
How long would it take to complete the project?
What are the scheduled start and finish dates for each
activity?
Which activities are critical and must be completed on
schedule in order to maintain the project schedule?
How long can noncritical activities be delayed before they
impact the project schedule?
How long can noncritical activities be delayed before they
impact other activities in the project?
At any point in time, what range of expenditure is considered
acceptable?
Is it economically beneficial to accelerate some activities in
the project? If yes, which one should be accelerated? By
how much?
T
i
m
e
C
o
s
t
14
Issues to consider in preparing a
Project Schedule
The level of detail of a particular schedule depends heavily on
the end user.
A functional manager may only be interested in a schedule
portraying tasks performed by members of his group.
The project manager should need a detailed schedule for
each element as well as a master schedule for the entire
project.
Each schedule should be developed with the participation of
project team members. This will ensure that it is executable
and minimizes the chance of overlooking any technical detail.
Every schedule should include key milestones, which are
important dates marking the start or the completion of some
main events in the projects.
The developed schedule should undergo several iterations
until it emerges as a dependable master schedule.
15
Scheduling Techniques
Networks: graphical of nodes and arcs (arrows)
representing activities and logical (precedence)
relationships among the project activities.
Bar (Gantt) Charts: time scale graphical
representation of activities and, in some cases,
logical relationships among the activities.
Scheduling is typically carried out using networks,
and the results are communicated through bar
charts.
16
Network Scheduling Techniques
Two main approaches to constructing network
diagrams:
I J
Arc representing Relationship
between Activities i and j
Successor:
Activity j
Predecessor:
Activity i
Nodes representing Activities
2) Network diagrams with activity on node (AON):
1) Network diagrams with activity on arrow(AOA):
i j
Arc representing Activity ij
Event j
Finish of Activity ij
Event i
Starting of Activity ij
Nodes representing Events
17
Network Scheduling Techniques
A clear understanding of activity relationships and
resource constraints is imperative.
In all cases, four questions have to be answered
before we can start the modeling process:
What are the main activities in the project?
What is the sequence of their execution?
What activities can be executed concurrently?
What is the estimated duration of each activity?
Manual network calculation is suitable for small size
projects.
Special software such as Microsoft Project and
PRIMAVERA should be used for large-scale projects.
18
Establishing
Relationships among Activities
Once a project's tasks have been defined, the next
objective is to determine how the tasks relate to one
another.
This operation will create sequences of tasks within
the project and ultimately establish exactly when
each of the tasks can occur.
In determining the sequence of tasks, concentrate on
what other task (or tasks) must be accomplished
before a particular task can take place - predecessor
(s).
Here we will concentrate on Finish-to-Start (FS)
relationships. Other types of relationships will be
discusses later.
19
Why activities relate to each
other?
Not all tasks within a project start at the same
time.
There will always be some form of sequence.
The relationships between tasks (or logic links)
have two discrete types:
Pure (or absolute) logic - task B must succeed task A
(kettle must contain water before it can be put to boil).
Preferential logic - starting a task when there is
someone available to do it (getting the cups once the
kettle is boiling the water).
Avoid using preferential logic, as the project may become more complicated
than is necessary.
Use resource leveling resolve any resource conflicts that may arise.
20
Simple Relationships
between two activities
The simplest logical relationship is where the
commencement of one task depends upon the
completion of just one task that precedes it,
i.e., Finish-to-Start relationship (FS).
100
Install
Pump
200
Connect
Pump
10 20 30
Install
Pump
Connect
Pump
Activity On Node:
Activity On Arrow:
Install Pump is the Predecessor and Connect Pump is the
Successor
21
Complex Relationships
The completion of one predecessor allows the
commencement of multiple successors:
100
Design
Architucture
200
Design
Electro/Mech
300
Design
Structural
10 20 40
Design
Architecture
Design
Structural
30
Design
Electro/Mech.
Design
Architecture
Design
Electro/Mech.
Design
Structural
Activity On Node:
Activity On Arrow:
Bar (Gantt) Chart:
22
Complex Relationships
One successor has more than one predecessor:
Activity On Node:
Activity On Arrow:
Bar (Gantt) Chart:
200
Design
Electro/Mech
300
Design
Structural
400
Prepare
Drawings
50 60
40
Prepare
Drawings
Design
Structural
30
Design
Electro/Mech.
Prepare
Drawings
Design
Electro/Mech.
Design
Structural
23
Creating a Network
Activity Predecessors
Design structure
Write body text Design structure
Set page layout Write body text
Create exercises Design structure
Test exercises Create exercises
Create table of
contents & index
Set page layout
Test exercises
Design
structure
Write body
text
Set page
layouts
Test
exercises
Create
exercises
Create table of
contents & index
10 20 30
Design
structure
Write
body text
50
Set page
layouts
Create table of
contents & index
60
40
Create
exercises
Test
exercises
Documentation
Project
Manual Phase Help system Phase
Content
Create
links
Exercises Exercises Content
Design
structures
Write
body text
Create
exercises
Test
exercises
Contents
and index
Set page
layouts
Design/test
structures
Create help
pages
Proof read
pages
Test
links
Activity On Node:
Activity On Arrow:
24
Rules for constructing
AOA networks
1. Nodes are identified by unique numbers (ID
number).
Try to have each node identified by a number higher than
the immediately preceding node.
Close the network to give single beginning and ending
nodes.
Incorrect:
Reason: too many open ends
More than one project start (10, 20, &
30)
More than one project finish (70 & 80)
Correct:
Reason: Redundant relationship
is removed
10 40
A
70
D
20 50
B
30 60
C
80
E
20
A
40
D
10
B
30
C E
25
Rules for constructing
AOA networks
2. Use dummy activities to ensure proper relationships.
Dummy activities have no duration or cost associated with them.
They are either represented by an arrow with 0 duration and 0
cost, or by a dotted arrow.
Example 1:
A and B are predecessors of
C,
B is the only predecessor of D
10 30
A
50
D
20 40
B
60
C
Dummy
10 30
A
50
D
20 40
B
70
C
Dummy 1
60 80
E
Dummy 2
Example 2:
C depends upon A
D depends upon B, and
E depends upon both A and B
26
Rules for constructing
AOA networks
3. Use dummies to ensure unique activity identification (ij).
Two activities can share either the starting node (i) or the
finish node (j), but not both.
Incorrect
A and B are activities (10,
20)
Correct:
A & B are uniquely numbered
10 20
A
B
10 30
A
B
20
Dummy
27
Rules for constructing
AOA networks
4. Remove redundant DUMMIES.
A redundant dummy exists if can be removed
without affecting the precedence relationships
among other activities.
Redundant dummy Redundant dummy removed
10 30
A
50
20 40
B
C
Dummy
10 30
A
50
20
B
C
28
Rules for constructing
AON networks
1. Close the network to give single beginning and
ending nodes.
A D
E C
B
A D
E C
B
Start
Finish
Incorrect:
Reason: too many open ends
More than one project start (A, B, & C)
More than one project finish (D & E)
Correct:
Reason: only two open ends
One project start (added milestone)
One project finish (added milestone)
29
Rules for constructing
AON networks
2. Remove redundant relationships:
Incorrect:
Reason: The direct relationship between
activities A and C is redundant.
It is already implied by the sequence of
relationships A-B-C.
Correct
Reason: Redundant relationship
is removed
A
C
B
redundant
A C B
30
Procedure for drawing the
Activity-On-Node network
1. Prepare a dependency
list for all activities.
Activity Predecessors
A
B
C A
D A
E A, B, D
F D
2. Draw a random network
of activities (nodes) and
relationships (links).
A
B
C
F
E
D
31
Procedure for drawing the
Activity-On-Node network
4. Identify starting and terminal
activities.
A
B
C
F
E
D
5. Close the network:
By adding start and finish
milestones, and connecting
them to the open ends
activities.
A
B
C
F
E
D
Start
Finish
3. Remove redundant
relationships (AE)
A
B
C
F
E
D
32
Procedure for drawing the
Activity-On-Node network
6. Identify the sequence
step of each activity.
7. Draw the sequenced
network.
A
B
C
F
E
D
Start
Finish
2
2
2
1
1
2
3
3
3
4
1 2
2
1
0
4
2
3
A
B
C
F
E
D Start Finish
0 4 3 2 1
33
Using networks diagrams
as reports
Strengths:
Concisely express relationships between
tasks
Useful in debugging project logic
Weaknesses
Can be very large and complex to read
Usually a very limited audience
Difficult to update and often misused
34
Estimating the Activity Duration
The estimation process is complex because
activity duration is affected by numerous variables
that must be dealt with concurrently in the planning
phase.
Some of these variables include:
Type and complexity of work
Availability of information
Technique for carrying out the work (method of
work),
Staff availability,
The skill level of the person assigned to the task,
Unexpected events,
Efficiency of work time, and
Mistakes and misunderstandings during the
development of the project.
35
Estimating the Activity Duration
A task duration is rarely overestimated, but is
frequently underestimated.
When estimating the duration of a task, reality is a
major factor. The knowledgeable scheduler takes
into account:
absenteeism,
meetings,
discussions, and
interaction among the staff.
No one is 100% productive every hour of the
workday.
36
Techniques for Estimating the
Activity Duration
The most common technique is based on the
historical experience of a similar scope of work
performed by the estimator.
When historical data or experts are not available,
use a technique of getting estimates from multiple
sources, comparing results and estimating the
duration based on the multiple inputs.
Else, break the activity into work tasks and
estimate the duration of each subtask:
Duration = (quantity of work / productivity) x work efficiency factors
37
Schedule Calculations of
Activity-On-Arrow Networks
The earliest time an activity can start (ES) depends on how early its preceding
activities are finished.
How late the finish time (LF) of an activity can be delayed depends on how late
the start time of the succeeding activities can be delayed)
The Four Activity (Start and Finish) Times:
Early Times = The Activity Times when
performed As Soon As Possible:
Early Start (ES): the earliest possible start time.
Early Finish (EF): the earliest possible finish time.
Late Times = The Activity Times when
performed As Late As Possible:
Late Start (LS): the latest possible start time.
Late Finish (LF): the latest possible finish time.
38
The Four Activity Times
The difference between the start and finish times
of an activity is that of the activity duration:
EF
I
= ES
I
+ T
I
LF
I
= LS
I
+T
I
I
Activity
T
i
Activity i
Activity i
T
i
LF
i
LS
i
EF
i
ES
i
T
i
Total available time
39
Early Schedule Calculations:
Forward Pass
ES
6
= Maximum of the EF
2
and the EF
4
ES
J
= Max (EF
I
) of all preceding activities I
6 2
4
EF
4
EF
2
ES
6
Network presentation Bar (Gantt) Chart presentation
Predecessors (Is)
Activity 2
ES
2
EF
2
T
2
Activity 4
ES
4
EF
4
T
4
Activity 6
ES
6
EF
6
T
6
Successor (J)
40
Late Schedule Calculations:
Backward Pass
LS
8
= Minimum of the LF
10
and the LF
12
LS
I
= Min (LF
J
)of all succeeding activities J
Network presentation Bar (Gantt) Chart presentation
Predecessor (I)
Activity 8
LF
8
T
8
Activity 10
LS
10
T
10
LS
12
Activity 12
T
12
Successor (Js)
LF
8
LS
10
10 8
12
LS
12
41
Network Calculations:
The Activity Float Times
The Activity Float (Slack) Times:
1. Total Float (TF) = The time span by which an
activity can be delayed without delaying the
project completion time.
2. Free Float (FF) = The time span by which an
activity can be delayed without delaying:
any other (successor) activity, and
the project completion time.
42
Schedule calculations:
Link Gap & Free Float (FF)
FF
I
= Min (ES
J
) EF
I
FF
I
= Min (ES
J
- EF
I
) = Min (Gap
IJ
)
I J
ES
I
EF
I
EF
J
ES
J
Gap
IJ
= ES
J
- EF
I
Free Float (FF) is the time span in which the completion of an
activity may occur and not delay the termination of the project
nor delay the start of any following activity.
43
Schedule calculations:
Total Float (TF)
TF
I
= LF
I
EF
I
= LS
I
ES
I
TF
I
= Min (TF
J
+ Gap
IJ
)
Activity I
Activity I
T
I
LF
I
LS
I
EF
I
ES
I
T
I
Total available time to perform activity I
TF
I
TF
I
Total Float (TF) is the time span in which the completion of an
activity may occur and not delay the termination of the project.
44
Early Schedule Calculation:
Forward Pass
10
A
2
20
B
17
50
E
6
60
F
2
40
D
5
30
C
3
70
G
1
0 2
2 19
2 5
2 7
7 13
7 9
19 20
ESj =Max(EFi) for all predecessors
0
0
0
0
2
0
0
6
10
Gapij = ESj- - EFi
Driving Relationship
ID
Name
T
Legend
ES EF
Example 1:
45
Free Float Calculation:
Forward Pass
10
A
2
20
B
17
50
E
6
60
F
2
40
D
5
30
C
3
70
G
1
0 2
2 19
2 5
2 7
7 13
7 9
19 20
0
0
0
0
2
0
0
6
10
ESj =Max(EFi) for all predecessors
Gapij = ESj- - EFi
Driving Relationship
FF =6
FF =10
FF =0
FF =2
FF =0
FF =0 FF =0
FFi = Min (Gapij)
= Min (ESj) - EFi
ID
Name
T
Legend
ES EF
46
Late Schedule Calculation:
Backward Pass
10
A
2
20
B
17
50
E
6
60
F
2
40
D
5
30
C
3
70
G
1
0 2
2 19
2 5
2 7
7 13
7 9
19 20
0
0
0
0
2
0
0
6
10
20 19
19 2
19 13
19 17
13 10
13
= Min (13, 17)
8
2 0
LFi =Min (LSj) for all successors
ID
Name
T
Legend
ES EF
LF LS
47
Total Float Calculation
10
A
2
20
B
17
50
E
6
60
F
2
40
D
5
30
C
3
70
G
1
0 2
2 19
2 5
2 7
7 13
7 9
19 20
0
0
0
0
2
0
0
6
10
20 19
19 2
19 13
19 17
13 10
13
= Min (13, 17)
8
2 0
LFi =Min (LSj) for all successors
ID
Name
T
Legend
ES EF
LF LS
TF = LF EF
= LS - ES
TF = 0 TF = 6
TF = 10
TF = 0
TF = 8
TF = 6
TF = 0
48
Network Calculations
Example 2:
5
A
4
10
B
8
15
C
3
20
D
2
25
E
7
35
G
1
30
F
5
The Network:
Activity ID Precedence Relationship Duration
Predecessors Relationship
A 10 2
B 20 A FS+0 17
C 30 A FS+0 3
D 40 A FS+0 5
E 50 C FS+0 6
F 60
D FS+0
2
D FS+0
G 70
B FS+0
1
E FS+0
F FS+0
49
Network Calculations
Example 2:
5
A
4
10
B
8
15
C
3
20
D
2
25
E
7
35
G
1
30
F
5
0
20 19
12 7
19
12
6 4
7
4
12 4
4
The Early Schedule:
Forward Pass
50
Network Calculations
Example 2:
The Link Gaps and Driving Relationships:
Forward Pass
5
A
4
10
B
8
15
C
3
20
D
2
25
E
7
35
G
1
30
F
5
0
0
0
0
0
0
0
20 19
12 7
19
12
6 4
7
4
12 4
4
7
6
5
1
51
Network calculations
Example 2:
The Float Times (TF & FF):
Backward Pass
5
A
4
10
B
8
15
C
3
20
D
2
25
E
7
35
G
1
30
F
5
0
0
0
0
0
0
0 20 19
12
7
19 12
6 4
7 4
12 4
4
7
6
5
1
TF = 0
FF = 0
TF = 0
FF = 0
TF = 0
FF = 0
TF = 5
FF = 0
TF = 7
FF = 7
TF = 6
FF = 1
TF = 0
FF = 0
52
Communicating the Network
Using Bar (Gantt) Chart
Time (Working Days)
Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
A
B
C
D
F
E
G
5
A
4
10
B
8
15
C
3
20
D
2
25
E
7
35
G
1
30
F
5
0
0
0
0
0
0
0 20 19
12
7
19 12
6 4
7 4
12 4
4
7
6
5
1
TF = 0
FF = 0
TF = 0
FF = 0
TF = 0
FF = 0
TF = 5
FF = 0
TF = 7
FF = 7
TF = 6
FF = 1
TF = 0
FF = 0
Gantt Chart is a time-scale graphical
representation of the project schedule
It shows all of the schedule information.
Usually relationships are not shown on
the chart.
Activities can be ranked and sorted
according to information requirements.
Legend:
None critical activity
Critical activity
Free Float
Total Float