Transcript Project Scheduling: Networks, Duration Estimation, and
Project Scheduling: Multiple dependencies, lags, Gantt charts, crashing, AoA
Lags in Precedence Relationships
The logical relationship between the start and finish of one activity and the start and finish of another activity.
Four logical
relationships
between tasks 1. Finish to Start 2. Finish to Finish 3. Start to Start 4. Start to Finish Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-2
Finish to Start Lag
• • Most common type of sequencing Shown on the line joining the modes – Added during forward pass – Subtracted during backward pass 0 A 6 Spec Design 6 6 B
11
Design Check 5
Lag 4
This lag is not the same as activity slack
15
C 22 Blueprinting 7
Finish to Finish Lag
Two activities share a similar completion point – The mechanical inspection cannot happen until wiring, plumbing, and HVAC installation are complete 15 A Wiring 6
21 Lag 3
10 B Plumbing 16 6 16 C HVAC 5
24
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Start to Start Lag
30
A Wiring 6 36
Logic must be maintained by both forward and backward pass Lag 3 33
C HVAC 5 36 31 B Plumbing 32 1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 36 D Inspection 37 1 10-5
30
A Wiring 6 36
Start to Finish Lag
• • Least common type of lag relationship Successor’s finish dependent on predecessor’s start
Lag 3
22 B Plumbing 28 6 28 C HVAC 5
33
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Dependencies can be used in combination
Start-to-start & finish-to-finish: 0 ?
5
?
3 5 ?
?
9 0
a
3
3 7
b
2
9
6
Example:
a
: marketing action
b
: measuring the effect of the action
lags
: the effect needs time to appear, and to fade out
Floats on multiple dependency networks
• Total float = LFT – EST – Duration • Early total float = LFT – EFT • Late total float = LST – EST • In case of multiple dependence free float cannot be calculated
Solution
5
0 0
0
a
3
3 3
6
5 7
2
b
2
9 9
0 0
a
3
4
Calculations with finish-to-start lags
3
b
3 3
f
1
c
3
5
e
3
2
g
3
1
d
3
2
h
3
0 0 0
a
3
0 3 3
4 3 1
10 4 7 7 12 6
Calculations with finish-to-start lags
6 6 9
b
3
15 20 0 0 10 15 0 0 18
2
20 0
f
3
5
c
3
10 15
e
3
18 18 6 7 6
2
21 3
g
3
d
3
13 0 23 23 3 21 24
1
24 24 0
h
3
27 27 0
0 0
a
1
4 3
Various dependencies
Dangler activities!
b
2
5 2
1
f
1
c
3
5 2
e
4
2
h
3
g
5
1
d
4
Various dependencies
3
4 14 13
b
2
6 19 0 0 0
a
1
1 1
4
5 5 0
c
3
8 8
5 2
13 13 0
e
4
17 17
1
2 16 18
d
4
5 22
5
9 19 10 19
1
f
20
1 2
17 0 17
g
5
22 22 20 21 1
h
3
24 24
2
0 0 0
a
4
4 4
5
b
3
Practicing
1
d
2
2 3
c
7
4
e
4
Practicing
0 0 0
a
4
4 4
5
4 13 9
b
3
7 16
1
8 17 9
d
2
10 19
2
9 9 0
c
7
16 16
3 4
19 19 0
e
4
23 23
Gantt Charts
Establish a time-phased network Can be used as a tracking tool Benefits of Gantt charts 1. Easy to
create
and
comprehend
2. Identify the schedule
baseline
network 3. Allow for
updating
and
control
4. Identify
resource needs
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Create a Gantt chart based on the activities listed in the table.
Task Time Pred A B C 8 5 8 - A A D E 4 5 B,C D Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-17
Crashing
The
process of accelerating
a project Principal methods for crashing Improving existing resources’
productivity
Changing work
methods
Increasing the
quantity
of resources Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-18
Managerial Considerations
• Determine activity
fixed and variable costs
• The
crash point
is the fully expedited activity • Optimize
time-cost tradeoffs
• Shorten activities on the
critical path
• Cease crashing when – the
target completion time
is reached – the
crashing cost exceeds the penalty cost
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-19
Definition of crashing
• Obtaining reduction in time at an increased cost (increasing the employed resources).
• Cost-slope: the cost of reducing duration time by unit time.
• Let’s see the following example: 6 1 0 8 8 1 1 10 0 0 4 4 4 0 0 6 4 6 7 9 6 0 0 11 9 11 11 0
f f
11 0 14 14 6 11
Procedure for crashing
1. Crash one time unit at a time 2. Only the crashing of critical activities has any effect on TPT 3. Crash that activity first that is the cheapest to reduce in time 4. Be aware of multiple critical paths 5. Stop crashing when: • • the crash time is reached at every ‘crashable’ activity, benefits of possible crashing are lower than crashing costs.
Crashing table
• • If the costs to reduce times are known, then a table can be set up showing the relative costs for the reduction in time of each activity by a constant amount.
Crash-time
is the minimum duration of an activity. It is given by technical factors.
Activity (label)
e f a b c d
Duration (day)
2 3 4 2 2 5
Float (day)
1 0 0 0 1 0
Crash time
2 2 1 3 1 2
Cost-slope ( €/day)
100 150 110 200 160 500 Benefit of reducing TPT by one day:
400 €/day
Solution method
1. step: identify the critical activities 2. step: find the critical activity with cheapest crash cost, and if its cost slope is lower than the daily benefit from crashing, reduce its duration with one day. If there is no activity to crash, or it is too costly, stop crashing and go to step 4.
3. step: reidentify the critical path, and go back to step two. 4. step: identify the final critical path(s), TPT and the total net benefit of crashing.
Solution
a-b-c-e-f a-b-d-f
– 13 14 – a 12 13 100 a 11 12 100 d 11 11 200 – 300 600 800 After crashing: – there are two critical paths – TPT is 10 days – total benefit of crashing is €890 890 d, c 10 10 310 none – – – –
Example 2 (for individual work)
b
2
d
2
e
5
0 0
a
3
7
c
3
f
3
• Identify the critical path and the TPT.
g
3
Example 2 (for individual work)
0 0 0
a
3
3 0 3 3 3 0
b
2
5 0 5 3 4 1
c
3
7 0 6 7 5 5 0
d
2
7 0 7 7 7 0
e
5
0 12 12 6 9 3
f
3
3 9 12 Critcal:
a-b-d-e-g
TPT: 15 Using tbe table on the next slide, calculate the optimal TPT with crashing.
12 12 0
g
3
0 15 15
f f
duration (day)
3 0 0 0 1 0 0 • What is the new TPT?
• What is the total profit on crashing?
( ( €/day)
Benefit of reducing TPT by one day:
1200 €/day
10 days €3000
What is the lowest cost to complete this project in 52 weeks? Times are in weeks and costs in dollars. Plot the AON & AOA networks and the GANTT chart.
Activity Pred A B C D E F G H - A A B, C D D E, F G Normal Time 14 5 10 8 6 9 7 15 Min Time 9 2 8 5 6 6 4 11 Normal Cost 500 1000 2000 1000 1600 1500 600 1600 Crash Cost 1500 1600 2900 2500 1600 3000 1800 3600 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-28
Activity on Arrow Networks
Activities
represented by
arrows
Widely used in
construction
Event nodes
easy to flag Forward and backward pass
logic similar to AON
Two activities may not begin and end at
common nodes
Dummy activities
may be required Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-29
1. Use AOA to sketch the network that represents the project as described in the table.
2. Calculate early and late event times for all activities.
Activity A B C D E Time 4 2 10 3 15 Pred - A A B B,C Activity F G H I Time 15 4 7 11 Pred E E D,F,G H Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-30
Activity on Arrow Network
A C B E D G F H I Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-31
Controversies in the Use of Networks
Networks can be
too complex
Poor
network construction
creates problems Networks may be used
inappropriately
When employing subcontractors – The
master network
must be available to them – All sub-networks must use
common methods
Positive bias
exists in PERT networks Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 10-32