REVIEW OF PLANNING AND SCHEDULING

ENGR 281

OUTLINE
BASIS FOR PLANNING & SCHEDULING  PROCEDURE  METHODS

 GANNT

CHART  CRITICAL PATH



USES FOR SCHEDULE

PLANNING & SCHEDULING

  

FUNDAMENTAL ENGINEERING FIRST DO THE PROBLEM ANALYSIS THEN DEVELOP A SOLUTION TO THE DEFINED NEEDS
SPECIFY OBJECTIVES  DETERMINE ACTIVITIES & RESOURCES  PRESENT RESULTS IN A SCHEMATIC THAT CAN BE USED BY THE TEAM


OBJECTIVES FOR PLANNING AND SCHEDULING



EFFECTIVE TIME MANAGEMENT OPTIMZE SEQUENCE OF EVENTS DEFINE NECESSARY RESOURCES monthITOR PROJECT PROGRESS

PROJECT/THESIS PLANNING


PROBLEM DEFINITION - SPECIFY HYPOTHESIS AND OVERALL OBJECTIVES DEVELOP SOLUTIONS - DETERMINE METHODS TO TEST HYPOTHESIS TRANSFER INFORMATION TO A SCHEDULE
 

DETERMINE HIERARCHY DEFINE RESOURCE REQUIREMENTS

MONITOR PROGRESS OF PROJECT/THESIS

PRIMARY COMPONENTS IN A PROJECT/THESIS SCHEDULE



ACTIVITIES
   

SPECIFIC FUNCTION FINITE DURATION DETERMINE LINKAGE SPECIFY RESOURCE REQUIREMENTS

MILESTONES
 

TARGET DELIVERABLES 0 DURATION

EXAMPLE FOR CLASS ACTIVITY

ACT. NO. ACTIVITY DESCRIPTION Decide to Investigate New Product New Product Design Market Analysis Design Production System Assemble Production System Produce Initial Samples Product Testing Develop Sales Brochure Detailed Cost Analysis Train Sales Staff Develop Final Pricing Corporate Project Report Initial Sales Contacts Receive Initial Orders DURATION PREDECESSORS

DEVELOP A PLAN TO GET A NEW PRODUCT TO MARKET USE THE DATA PROVIDED IN THIS CHART TO CREAT A GANNT CHART

1 2 3 4 5 6 7 8 9 10 11 12 13 14

0 days 6 months 2 months 3 months 3 months 1.5 months 3 months 2 months 1 month 2 months 1 month 1 month 2 months 0 days 1 1 2 4 5 6 2,3 4 3,8 10,9 3,9,7 11,6,7 13

TYPICAL GANNT CHART

CPM (CRITICAL PATH METHOD)



USES NODES FOR EVENTS (ACTIVITIES AND MILESTONES) ACTIVITIES ARE CONNECTED WITH ARROWS CRITICAL PATH IS DEFINED TO DETERMINE MINIMUM TIME TO COMPLETE PROJECT

CRITICAL PATH


SEQUENCE OF EVENTS WITH ZERO FLOAT

 CONTROLS

MINIMUM TIME TO COMPLETION  NON-CPM ACTIVITIES HAVE FLOAT AND CAN NONPARALLEL CPM ACTIVITIES


CAN BE USED TO OPTIMIZE USE OF RESOURCES AND TIME FOR THE PROJECT

TRANSFER THE DATA TO A NETWORK DIAGRAM

 

NOTE EACH ACTIVITY AND MILESTONE ARE NODES START/FINISH AND DURATION ARE LISTED ON EACH NODE SYMBOL

TYPICAL NETWORK DIAGRAM

PERT DIAGRAMS (PROJECT EVALUATION AND REVIEW TECHNIQUE)

  

PERT IS A CPM THAT SHOWS EARLIEST AND LATEST START TIMES FOR ACTIVITIES USES ARROW PRECENDENCE TO SHOW HIERARCHY INCLUDES FLOAT FOR ACTIVITIES


CRITICAL ACTIVITIES
 

ZERO FLOAT EARLIEST AND LATEST START TIMES ARE THE SAME

NONNON-CRITICAL ACTIVITIES HAVE DIFFERENT EARLIEST AND LATEST START TIMES

FOR EXAMPLE


CPM ACTIVITY

ACTIVITY 1 DURATION EARLY START LATE START

New Product Design 6 months 1-Feb-10 1-Feb-10

NONNON-CPM ACTIVITY
 LATE

ACTIVITY 8

Develop Sales Brochure 2 months 19-Jul-10 20-Dec-10

START ASSUMES DURATION EARLY START ALL SUBSEQUENT LATE START ACTIVITIES USE ZERO FLOAT

RESOURCE ALLOCATION

ANALYSIS OF A SCHEDULE ALLOWS COORDINATION TO ASSURE EFFECTIVE USE OF RESOURCES ELIMINATE PEAKS, VALLEYS DUE TO MOBILIZATION AND DEMOBILIZATION OF RESOURCES

RESOURCE ALLOCATION Example

HIGH ALLOCATION AT START REDUCTION/INCREASE SEQUENCE DAYS 3,4, AND 5

RESOURCE ALLOCATION Example

BY REARRANGING JOB SEQUENCE THE FOLLOWING IS POSSIBLE 1. NOTE THE MAXIMUM REQUIREMENT IS REDUCED 2. THERE IS A SINGLE INCREASE/REDUCTION SEQUENCE

EXAMPLE OPTIONS


ASSUMING THAT ADDITONAL FUNDS WERE AVAILABLE AND THEY COULD REDUCE THE DURATION OF EACH ACTIVITY AS NOTED, DETERMINE HOW THEY SHOULD BE ALLOCATED AND THE IMPACT

ACT. NO.

ACTIVITY DESCRIPTION

ORIGINAL DURATION

% IMPACT ADDITIONAL FUNDS 0 20 75 25 15 10 15 75 50 20 75 50 10 0

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Decide to Investigate New Product New Product Design Market Analysis Design Production System Assemble Production System Produce Initial Samples Product Testing Develop Sales Brochure Detailed Cost Analysis Train Sales Staff Develop Final Pricing Corporate Project Report Initial Sales Contacts Receive Initial Orders

0 days 6 months 2 months 3 months 3 months 1.5 months 3 months 2 months 1 month 2 months 1 month 1 month 2 months 0 days

CHECK OPTIONS
  

INITIALLY IGNORE NON-CPM ACTIVITIES NONCHECK IMPACT BY USING FUNDS ON CRITICAL PATH ITEMS ONE AT A TIME ORIGINAL END DATE IS 01JUL11
ACTIVITY DESCRIPTION ORIGINAL DURATION (month) 6 3 3 1.5 3 2 % IMPACT ADDITIONAL FUNDS 20 25 15 10 15 10 ADJUSTED DURATION (month) 4.8 2.25 2.55 1.35 2.55 1.8 NEW END DATE 30-May-11 10-Jun-11 20-Jun-11 28-Jun-11 20-Jun-11 27-Jun-11

ACT. NO. 2 4 5 6 7 13

New Product Design Design Production System Assemble Production System Produce Initial Samples Product Testing Initial Sales Contacts

THE ANALYSIS INDICATES THE MONEY SHOULD GO IN ACTIVITY 2

SCHEDULE USE DURING COMPLETION OF PROJECTS

 

AGENDA FOR MEETINGS WITH TEAM & COMMITTEE FREQUENT TRACKING OF PROGRESS SO EFFORT CAN BE OPTIMIZED TYPICAL CONTROL GANNT FOLLOWS

CONTROL OF PROJECTS
ID 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Task Name Decide on Appropriate Project Check prev ious work in our lab Check prev ious work in other labs Select a project Determine Project Activities Complete Design Determine Necessary Hardware and Materials Locate Assembly Help Locate Materials Preparation Help Locate Demonstration Assistance Obtain Hardware Locate Existing Equipment Prepare Equipment P. O.'s Prepare Materials P.O.'s Approv al and Receipt Assemble Apparatus Assemble Av ailable Equipment Assemble New Equipment Prepare Materials Receiv e and check ordered materials Prepare Test batches Develop Software Prepare Display Boards Dev elop Presentation Rehearse Presentation Presentation Prepare Materials Final Test Present ation Clean-up Collect Award Duration 4 d ays 3 day s 3 day s 1 day 5 d ays 2 day s 1 day 3 day s 3 day s 3 day s 3 d ays 2 day s 1 day 2 day s 1 day 3 d ays 1 day 2 day s 2 d ays 1 day 1 day 3.5 days 2 day s 0.5 day s 0.5 day s 3 d ays 1 day 1 day 0.75 day s 0.25 day s 0 day s St art Mon 16-02-04 Mon 16-02-04 Mon 16-02-04 Thu 19-02-04 Fri 20-02-04 Fri 20-02-04 Tue 24-02-04 Tue 24-02-04 Tue 24-02-04 Tue 24-02-04 Wed 25-02-04 Wed 25-02-04 Wed 25-02-04 Wed 25-02-04 Fri 27-02-04 Fri 27-02-04 Fri 27-02-04 Mon 01-03-04 Mon 01-03-04 Mon 01-03-04 Tue 02-03-04 Fri 27-02-04 Fri 27-02-04 Fri 27-02-04 Wed 03-03-04 Wed 03-03-04 Wed 03-03-04 Thu 04-03-04 Fri 05-03-04 Fri 05-03-04 Fri 05-03-04 15 Feb '04 Finish S M Thu 19-02-04 16-02 Wed 18-02-04 16-02 Wed 18-02-04 Thu 19-02-04 Thu 26-02-04 Mon 23-02-04 Tue 24-02-04 Thu 26-02-04 Thu 26-02-04 Thu 26-02-04 Fri 27-02-04 Thu 26-02-04 Wed 25-02-04 Thu 26-02-04 Fri 27-02-04 Tue 02-03-04 Fri 27-02-04 Tue 02-03-04 Tue 02-03-04 Mon 01-03-04 Tue 02-03-04 Wed 03-03-04 Mon 01-03-04 Fri 27-02-04 Wed 03-03-04 Fri 05-03-04 Wed 03-03-04 Thu 04-03-04 Fri 05-03-04 Fri 05-03-04 Fri 05-03-04 27-02 27-02 2727-02 2 25-02 25-02 25-02 27-02 25-02 26-02 2 26-02 20-02 24-02 24-02 24-02 24-02 23-02 24-02 26-02 26-02 26-02 19-02 T W T 18-02 18-02 19-02 F S 22 Feb '04 S M T W T F

PRIMARY SOFTWARE PACKAGES



MICROSOFT PROJECT (http://www.microsoft.com/project/en/u s/default.aspx) s/default.aspx) PRIMAVERA PROJECT PLANNER (http://www.oracle.com/us/corporate/ac quisitions/primavera/index.html ) http://www.umsl.edu/~rbanis/252/ovrhe ads/pptshows/project.ppt

SUMMARY
PLANNING & SCHEDULING ARE VALUABLE COMMUNICATION AND MANAGEMENT TOOLS FOR PROJECTS  PROVIDE AN AGENDA FOR THE PROJECT  PROVIDE MEASURE OF PROGRESS  PROVIDE BASES FOR OPTIMIZATION