PROJECT SCHEDULING

Work Breakdown Structure:

break the project into
manageable units of work

Chapter 6 & 7
Eric Verzuh
 Detailed Planning Model
From project definition
PROJECT PLAN
Project rules PLANNING Scope and deliverables All project tasks
Schedule
Responsibilities
PREPLANNING
STEP 1 Budget
Development approach Develop a work Resource forecast
Risk management
Risk management tasks breakdown structure
CHAPTER 5
CHAPTER 6

STEP 2 All project tasks STEP 3

Sequence the Estimate the
tasks work packages
CHAPTER 7 CHAPTER 7,8
Nonlabor costs
Equipment requirements and
Network diagram Duration estimates labor and skill estimates

STEP 4 STEP 5 STEP 6

Realistic schedule Material cost
Calculate an Assign and Develop
Critical path, from product
initial schedule level resources Resource forecast budget
float, milestones specifications
CHAPTER 7 CHAPTER 7 CHAPTER 8
constraints
Resource

PROJECT
PLAN
 Work Breakdown Structure (WBS)
The work breakdown structure (WBS) is the tool for
breaking down a project into its component parts -
identifies all the manageable tasks in a project.
It is the foundation of project planning and a most
important technique used in project management.
The WBS uses outputs from project definition and
risk management.
It is important to view the project at high level (to
balance cost-schedule-quality equilibrium) as well as
to understand the whole project in terms of its parts.
 Purpose of WBS
Building a WBS helps to:
Provide a detailed illustration of project scope.
Monitor progress each task in WBS is a measurable
unit or work
Create accurate cost and schedule estimates
Build project teams defining work assignments
 Building a WBS
There are two types of tasks or activities on a WBS
summary tasks summarizes several subordinate tasks
work packages each of the separate tasks
Accomplishing summary tasks by performing all the simple
work packages

There are three steps in developing a useful WBS:

WBS Step one: Begin at the top
WBS Step two: Name all the tasks required to produce
deliverables
WBS Step three: Organise the WBS
 Work breakdown structure in chart form
Home landscape
project

1.0 2.0 3.0

Design home Put in lawn Build fence
landscape

2.1 2.2 2.3 2.4 3.1 3.2

Acquire Install Plant Plant Acquire Construct
lawn sprinkler grass shrubs fence fence
material system material

2.2.1 2.2.2 2.2.3 2.2.4 2.3.1 2.3.2 2.3.3 3.2.1 3.2.2 3.2.3 3.2.4
Identify Dig Install Cover Remove Prepare Plant Mark Install Install Paint/
sprinkler trenches pipe and sprinkler debris soil lawn fence line posts fencing stain
locations hardware system seed and posts and gates fence
Work breakdown structure as outline form
Home landscape project
1.0 Design home landscape Work packages
2.0 Put in lawn
2.1 Acquire lawn materials
2.2 Install sprinkler system
2.2.1 Identify sprinkler locations
2.2.2 Dig trenches
2.2.3 Install pipe and hardware
2.2.4 Cover sprinkler system
2.3 Plant grass
2.3.1 Remove debris Summary tasks
2.3.2 Prepare soil (fertilize, rake)
2.3.3 Plant lawn seed
2.4 Plant shrubs
3.0 Build fence
3.1 Acquire fence material
3.2 Construct the fence
3.2.1 Mark fence line and posts
3.2.2 Install posts
3.2.3 Install fencing and gates
3.2.4 Paint/ stain fence
 WBS Step one: Begin at the Top
Breaks down a project into successively finer levels of
detail (use Statement of Work or Project Proposal)
Continues until all meaningful tasks or work packages
have been identified
1. Project
2. Major tasks in the project
3. Subtasks in the major tasks
4. Activities (or work packages) to be completed
 WBS Step two: Name all the Tasks
Naming all the tasks breaking project into
manageable details is a difficult process
Essential to involve all the team members bringing in
diverse skills
Use participative planning
After breaking the project to the first two tiers, get the
expert teams to detail out each identified summary tasks
further into work packages.
Then use a core team to construct the entire WBS
WBS Step three: Organise the WBS
There is more than one way to organise tasks on a
project.
Different ways of organising work packages may
emphasize different aspects of a project. ex.
Emphasizing various components of a product, or phases in
production process.
The driving factor is the concerns of individual
stakeholders, communication, visibility and the
structure of work environment
 Organising tasks on a Project
Widget Release 4.0 Project
1.0 Develop component M1B
1.1 Define M1B product requirements
1.2 Design M1B
1.3 Build M1B
1.3.1 Upgrade M1B core modules
1.3.2 Build new M1B modules
1.3.3 Test and certify M1B
2.0 Develop Component R45
2.1 Define R45 product requirements
2.2 Design R45
2.3 Build R45
2.3.1 Upgrade R45 core modules
2.3.2 Build new R45 modules
2.3.3 Test and certify R45
3.0 Integrate and test Release 4.0
Emphasize visibility
of the two main
components
Widget Release 4.0 Project
1.0 Define Release 4.0 requirements
1.1 Define M1B product requirements
1.2 Define R45 product requirements
2.0 Design Release 4.0
2.1 Design M1B
2.2 Design R45
3.0 Build Release 4.0
3.1 Upgrade core modules
3.1.1 Upgrade M1B core modules
3.1.2 Upgrade R45 core modules
3.2 Build new modules
3.2.1 Build new M1B modules
3.2.2 Build new R45 modules
3.3 Test components
3.3.1 Test and certify M1B
3.3.2 Test and certify R45
4.0 Integrate and test Release 4.0
Emphasize visibility on
the major phases of
the new release
 Criteria for a successful WBS
An effective WBS is useful in planning, communicating
and tracking the project.
1. The WBS must be broken down starting at the top
Use standard project management software
Present meaningful project information at the summary
task level
2. Work packages must add up to the summary task
3. Each summary task and work package must be
named as an activity that produces the product
Avoiding open ended tasks and activities.
Break the project into small, meaningful, manageable units of work
Realistic Scheduling

Chapter 7
Eric Verzuh
 A Realistic Schedule
a realistic scheduling tops the list for a successful
project.
Includes a detailed knowledge of the work to be
done
Has task sequences in the correct order
Accounts for external constraints beyond the control
of the team
Can be accomplished on time, given the availability
of skilled people and enough equipment (resources)
 Detailed Planning Model
From project definition

Project rules PLANNING Scope and deliverables

STEP 1
PREPLANNING
Development approach Develop a work
Risk management
Risk management tasks breakdown structure
CHAPTER 5
CHAPTER 6

STEP 2 All project tasks STEP 3

Sequence the Estimate the
tasks work packages
CHAPTER 7 CHAPTER 7,8
Nonlabor costs
Equipment requirements and
Network diagram Duration estimates labor and skill estimates

STEP 4 STEP 5 STEP 6

Realistic schedule Material cost
Calculate an Assign and Develop
Critical path, from product
initial schedule level resources Resource forecast budget
float, milestones specifications
CHAPTER 7 CHAPTER 7 CHAPTER 8
constraints
Resource

PROJECT
PLAN
 Recap of the steps in planning
Preplanning activities:
Create the project definition
Develop a risk management strategy
Planning steps
1. Build a work breakdown structure
2. Identify task relationships
3. Estimate work packages
4. Calculate initial schedule
5. Assign and level resources
 Planning Step two: Identify task
relationships
The sequence in which detailed tasks work packages
will be performed
Example - Home landscape project
Acquire lawn materials
Remove debris
Prepare soil
Plant lawn seed
Plant shrubs
What is the proper sequence?
Are there any sequence constraints? (certain tasks that must be
performed before others)
RESULT Predecessor table or Network diagram
Predecessor Table and Network Diagram

Task Predecessor Resources

1 Acquire lawn materials - Homeowner

2 Remove debris - Teens and youth group

3 Prepare soil 1, 2 Teens

4 Plant lawn seeds 3 Teens

5 Plant shrubs 2 Teens

1 3 4

Start Finish

2 5
 AON and AOA Network Diagram

1 3 4

Start Finish

2 5

3
AON Activity on Node
1
network diagram 4

2 5

AOA Activity on Arrow

network diagram
 Class Exercise-1
Draw the AON network
Activity Description Immediate
Predecessors

A Build internal components -

B Modify roof and floor -
C Construct collection stack A
D Pour concrete and install frame B
E Build high-temperature burner C
F Install pollution control system D
 Class Exercise-2
Draw the AON network
Activity Description Immediate
Predecessors

A Build internal components -

B Modify roof and floor -
C Construct collection stack A
D Pour concrete and install frame A, B
E Build high-temperature burner C, D
F Install pollution control system D
 Task relationship types in AON

Finish-to-Start 1 3 Task-1 must finish before Task-3 can start

Finish-to-Finish 1 3 Task-1 must finish before Task-3 can finish

Start-to-Finish 1 3 Task-1 must start before Task-3 can finish

Start-to-Start 1 3 Task-1 must start before Task-3 can start

 Planning Step three: Estimate work
packages
Build cost and schedule estimates for each work
package to determine project cost and duration
bottom-up estimating
Cost estimates come from four sources:
Labor estimates
Equipment estimates
Material estimates
Fixed-price bids
Estimation is an important requirement to identify
resource constraints for realistic scheduling
 Resource constraints
Task description: During a training project, software is upgraded on 20 workstations
in a training room.
Assumption: The average time to install the software is 2 hours per workstation.
Testing is 1 hour per workstation. Only 1 person can work on one workstation at a
time.
Labor and Equipment Table
Estimate 1: Duration 5 days Type Average Use Total
Materials: 20 copies of the Computer technician 1 @ 8 hrs./ day 40 hrs.
new software Tester (user or technician) 1 @ 4 hrs./ day 20 hrs.
Software test kit 1 per tester 1 test kit

Labor and Equipment Table

Type Average Use Total Estimate 2: Duration 2 days
Computer technician 2 @ 10 hrs./ day 40 hrs. Materials: 20 copies of the
Tester (user or technician) 1 @ 10 hrs./ day 20 hrs. new software
Software test kit 1 per tester 1 test kit
By adding 1 technician and working longer days, the duration is cut from 5 days to 2 days.
 Planning Step four: Calculate an initial
schedule
Initial schedule is calculated using the network diagram and the
duration of each work package to determine the start and
finish dates for each task and for the entire project
Schedule calculation provides a set of detailed schedule data
for every work packages:
Earliest Activity
Early start (ES) Start ES EF Earliest
Name
Finish
Late start (LS)
Latest Activity
Early finish (EF) LS LF
Start Duration Latest
Late finish (LF) Finish
Activity Float / Slack
Calculating these require three steps:
1. Forward Pass ES & EF
2. Backward Pass LS & LF
3. Calculate Float Slack
 Class Exercise-3
Draw the AON network
Activity Description Immediate
Predecessors

A Build internal components -

B Modify roof and floor -
C Construct collection stack A
D Pour concrete and install frame A, B
E Build high-temperature burner C
F Install pollution control system C
G Install air pollution device D, E
H Inspect and test F, G
 Forward Pass
To calculate Early Start (ES) and Early Finish (EF) of an activity.
Begin from the starting event and work forward
Rule 1: Project begins on day 0
Rule 2: Early Start (ES) of an activity is the Max. Early Finish of
all the predecessors.
Rule 3: Early Finish (EF) of an activity is Early Start (ES) +
duration of the activity
Task Duration Predece
ID ssor
1 2 days -
2 4 days -
3 4 days 1, 2
4 1 day 3
5 12 days 2
 AON Network forward pass

0 T- 1 2 4 T- 3 8 8 T- 4 9

LS 2 LF LS 4 LF LS 1 LF

Float / Slack Float / Slack Float / Slack

0 Start 0
LS 0 LF
0 T- 2 4 4 T- 5 16
16 Finish 16

LS 4 LF LS 12 LF LS 0 LF

Float / Slack Float / Slack

To calculate Early Start (ES) and Early Finish (EF)

 Backward Pass
To calculate Late Start (LS) and Late Finish (LF) of an activity.
Begin from the ending event and work backward
Rule 4: Late Finish (LF) of end activity is either same as Early
Finish (EF) or externally imposed finish date
Rule 5: Late Start (LS) of an activity is Late Finish (LF) duration
of the activity.
Rule 6: Late Finish (LF) of an activity is Min. of Late Start (LS) of
all the successors
 AON Network backward pass

0 T- 1 2 4 T- 3 8 8 T- 4 9

9 2 11 11 4 15 15 1 16

Float / Slack Float / Slack Float /Slack

0 Start 0
0 0 0
0 T- 2 4 4 T- 5 16
16 Finish 16

0 4 4 4 12 16 16 0 16

Float / Slack Float /Slack

To calculate Late Start (LS) and Late Finish (LF)

 Calculating Float
Calculate Float or Slack
Float or Slack is the schedule flexibility of an activity.
It can be calculated by Late Finish (LF) Early Finish (EF) or
Late Start (LS) Early Start (ES)
Actually there are two components of this Total Float: it is
possible to have total float built with both the components or just one of them.
Free Float: does not impact any subsequent activities. An
activity with free float can be delayed to that extent of available free
float without impacting successors
Free Float of an activity = Min. ES of successors EF of the activity
Interfering Float: impacts the subsequent activities. An
activity with interfering float can be delayed but will impact the
successors.
Interfering Float of an activity = Total Float Free Float of an activity
 Critical Path
Calculate Critical Path
Activities with zero float are critical activities and any delay in
critical activities delays the project.
Critical Path is defined as all the tasks or activities with zero or
negative float (in other words critical activities).
On AON network, critical path is the longest path (duration)
not necessarily the most tasks and the shortest time frame in
which the project can be completed.
 AON Network Critical Path

0 T- 1 2 4 T- 3 8 8 T- 4 9

9 2 11 11 4 15 15 1 16

9 7 7
0 Start 0 (2 free float + 7 interfering float) (7 interfering float) (7 free float)
0 0 0
0 T- 2 4 4 T- 5 16
16 Finish 16

0 4 4 4 12 16 16 0 16

0 0

The Critical Path is Start T.2 T.5 Finish and duration is 16 days
 Schedule Table

Task Task Name Dura EST EFT LST LFT Total Free Intg Predecessor
ID tion Float Float Float
1 Acquire lawn 2 0 2 9 11 9 2 7 -
materials
2 Remove 4 0 4 0 4 0 0 0 -
debris
3 Prepare soil 4 4 8 11 15 7 0 7 1, 2
4 Plant lawn 1 8 9 15 16 7 7 0 3
seeds
5 Plant shrubs 12 4 16 4 16 0 0 0 2

Critical Tasks are T.2 & T.5 with zero total float
 Class Exercise-4
Determine the Critical Path and Project duration
Activity Description Duration Immediate
in weeks Predecessors

A Build internal components 2 -

B Modify roof and floor 3 -
C Construct collection stack 2 A
D Pour concrete and install frame 4 A, B
E Build high-temperature burner 4 C
F Install pollution control system 3 C
G Install air pollution device 5 D, E
H Inspect and test 2 F, G
 Gantt Charts
A picture is worth thousand words.
Easy to read and understand
Developed by Henry Gantt in 1900s
Most common method for displaying project schedule
Time Period
Task ID 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
1
2
3
4
5
 Time-Scaled Networks
Another pictorial representation of network diagram.
Advantage compared to Gantt chart is the ability to condense
the network into less paper.
Combines many tasks into one line
1/2 to 1/10th the height of a standard Gantt Chart for the
same project.
Gantt Charts representing ES-EF (top) and LS-LF (bottom)
Time Period
Task ID 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
1
2
3
4
5

Time Period
Task ID 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
1
2
3
4
5
 Class Exercise-5
Develop the Gantt Chart showing Early Start- Early Finish and
Late Start Late Finish for Class Exercise-4 after filling this table

Activity Duration in EST EFT LST LFT Free Interfering Immediate

weeks Float Float Predecessors
A 2 -
B 3 -
C 2 A
D 4 A, B
E 4 C
F 3 C
G 5 D, E
H 2 F, G
 Terminology
Activity - A specific task or set of tasks that are required
by the project, use up resources, and take time to
complete
Network - The combination of all activities and events
that define a project
Drawn left-to-right
Connections represent predecessors
Path - A series of connected activities
Critical - An activity or path which, if delayed, will delay
the completion of the project
Critical Path - The path through the project where, if
any activity is delayed, the project is delayed
There is always a critical path
There can be more than one critical path
 Terminology contd.
Sequential Activities - One activity must be completed
before the next one can begin
Parallel Activities - The activities can take place at the
same time
Immediate Predecessor - That activity that must be
completed just before a particular activity can begin
Activity on Arrow (AOA) - Arrows represent activities
while nodes stand for events
Activity on Node (AON) - Nodes stand for events and
arrows show precedence