PROJECT TIME CONTROL

1. PROJECT TIME CONTROL

2. PROJECT SCHEDULING REFERENCES • PRIMARY REFERENCE IN THIS PRESENTATION IS Operations Management, Ed 6, Heizer & Render, Prentice Hall, Inc., 2001 (H&R) • A REFERENCE FOR MICROSOFT PROJECT™ IS http://www.urban.uiuc.edu/Courses/varkki/msProject/msproject.html

3. Planning • Objectives • Resources • Work break-down schedule • Organization • Scheduling • Project activities • Start & end times • Network • Controlling • Monitor, compare, revise, action PROJECT CONTROL MODEL • DYNAMIC PROCESS THROUGHOUT PROJECT SOURCE: (H&R)

4. Project Planning 1. Setting goals 2. Defining the project 3. Tying needs into timed project activities 4. Organizing the team Time/cost estimates Budgets Engineering diagrams Cash flow charts Material availability details Project Scheduling 1. Tying resources to specific activities 2. Relating activities to each other 3. Updating and revising on a regular basis CPM/PERT Gantt charts Milestone charts Cash flow schedules Project Controlling 1. Monitoring resources, costs, quality, and budgets 2. Revising and changing plans 3. Shifting resources to meet demands • Reports • budgets • delayed activities • slack activities Before Project During Project PLANNING, SCHEDULING & CONTROLLING COMPONENTS • ANOTHER WAY TO SHOW RELATIONSHIPS

5. HISTORY OF CRITICAL PATH SCHEDULING FOR PROJECTS • PROJECT SCHEDULE FOR USS NAUTILUS • TOTAL TIME = 4 YEARS • DESIGN IN EARLY 1950’s • CONSTRUCTION PERIOD 18 MONTHS IN 1952 – 1954. • FIRST NUCLEAR POWERED VESSEL • PARTS FROM MANY SUPPLIERS • LIMITED ACCESS FOR CONSTRUCTION http://www.nautilus571.com/index.htm

6. COORDINATION CRITERIA • CONSTRUCTION SCHEDULE CONTROLLED DATES WHEN PARTS WERE NEEDED ON SITE • FABRICATION OF PARTS SCHEDULES WORKED BACKWARD FROM DATES NEEDED ON SITE • SPECIAL INSTALLATION EQUIPMENT HAD TO BE AT SITE ON NEED DATE • CONSTRUCTION PERSONNEL HAD TO BE AVAILABLE • LIMITED ROOM FOR INVENTORY OF PARTS AND MATERIALS • ALL SYSTEMS HAD TO BE TESTED WHILE THEY WERE STILL ACCESSIBLE FOR REPAIR OR REVISION

7. PRIMARY COMPONENTS - PLANNING • PLANNING REQUIRES AN ANALYSIS OF • GOALS • METHODS • ACTIVITIES • RESOURCES • FORMING A TEAM SOURCE: (H&R)

8. PRIMARY COMPONENTS - SCHEDULING • SCHEDULING CONVERTS THE PLANS INTO • WORK SEQUENCE • DELIVERABLES • ASSIGNMENTS • RESOURCE REQUIREMENTS SOURCE: (H&R)

9. PRIMARY COMPONENTS - CONTROL • CONTROL OF THE PROJECT IS BASED ON ASSESSMENT OF THE PROGRESS VS. THE SCHEDULE SOURCE: (H&R)

10. DESIGN TANK REQUEST BIDS AWARD FABRICATE TANK TEST TANK SHIP TANK TO SITE CLEAR SITE INSTALL FOUNDATIONS & UNDERGROUND INSTALL SUPPORT STEEL INSTALL TANK INSTALL ACCESS PLATFORMS INSTALL PIPING TEST PIPING INSTALL INSTRUMENTATION TEST INSTRUMENTATION INSTALL INSULATION INITIAL OPERATION PAINTING CLEAN-UP OPERATING MANUALS DEFINE ACTIVITIES OVERALL FOR INSTALLING A TANK

11. ORGANIZE ACTIVITIES • PRECEDENCE HIERARCHY • WHAT MUST BE COMPLETED FIRST • WHAT CAN BE COMPLETED IN PARALLEL TO OTHER ACTIVITIES • FOR TANK EXAMPLE • DESIGN OF FOUNDATION • REQUIRES COMPLETION OF DESIGN • RECEIPT OF PHYSICAL LOCATION DRAWINGS AND LOAD DATA FROM FABRICATOR • DESIGN FOR ANY UNDERGROUND FACILITIES • DESIGN FOR CONNECTIONS TO TANK • DESIGN FOR DIKES OR TANK CONTAINMENT http://www.buckeyefabricating.com/

12. PREPARATION OF DETAILED SCHEDULES • THE OVERALL SCHEDULE IS COMPRISED OF SUB-SCHEDULES • THESE SCHEDULES MAY BE INITIALLY ESTIMATED AND THEN DETAILED AS THE PROJECT PROGRESSES

13. INITIAL PRESENTATION OF DATA • ACTIVITIES CAN BE ARRANGED BY PRECEDENCE ON A BAR CHART (ALSO CALLED A GANNT CHART) • THESE ACTIVITIES CAN BE FURTHER BROKEN DOWN INTO ADDITIONAL ACTIVITIES • LINKS BETWEEN ACTIVITIES ARE SHOWN AS ARROWS

14. TYPICAL GANNT CHART

15. CRITICAL PATH • THE CRITICAL PATH IS BASED ON THE SEQUENCE OF ACTIVITIES THAT MUST BE COMPLETED TO MAINTAIN THE SCHEDULE • ITEMS OFF THE CRITICAL PATH INCLUDE FLOAT • THE CRITICAL PATH IS THAT SEQUENCE THAT INCLUDES ZERO FLOAT

16. GANNT CHART WITH CRITICAL PATH

17. USE OF PROJECT SCHEDULE • ALLOWS EVALUATION OF EACH STEP IN THE PROJECT • SHOWS RELATIONSHIPS BETWEEN ACTIVITIES • ALLOWS OBJECTIVE DETERMINATION OF TIME • ALLOWS OPTIMIZED USE OF RESOURCES • ALLOWS A COMPREHENSIVE BUDGET FOR THE PROJECT TO BE DEVELOPED

18. CRITICAL PATH DIAGRAM • THIS METHOD USES EVENT GRAPHICS AND ARROW PRECEDENCE • DATA IS SHOWN ON NODES • CRITICAL PATH HAS ZERO FLOAT

19. PERT DIAGRAM • PERT DIAGRAMS (PROJECT EVALUATION AND REVIEW TECHNIQUE ) USES SIMILAR NODES • IN THIS CASE THE EARLY START – EARLY FINISH AND LATE START – LATE FINISH ARE INCLUDED • VALUES ARE THE SAME FOR CRITICAL PATH ACTIVITIES • IN MICROSOFT PROJECT™, THE PERT TOOLBAR IS USED TO ENTER OPTIMISTIC AND PESSIMISTIC DURATIONS • OPTIMISTIC AND PESSIMISTIC GANNT CHARTS AND EVENT DIAGRAMS ARE PRODUCED

20. OPTIMISTIC GANNT CHART • EARLIEST POSSIBLE COMPLETION

21. PESSIMISTIC GANNT CHART • LATEST ANTICPATED END DATE

22. USE OF SCHEDULE FOR OPTIMIZATION • CRASHING A PROJECT • ADDING RESOURCES TO SHORTEN PROJECT DURATION • MUST BE APPLIED TO CRITICAL PATH ACTIVITIES • MAY RESULT IN A SWITCH IN CRITICAL PATH ACTIVITIES • RESOURCE LEVELING • AVOID MOBILIZATION/DEMOBILIZATION COSTS

23. RESOURCE LEVELING EXAMPLE • INITIAL RESOURCE PLOT

24. RESOURCE LEVELING • REARRANGING JOB SEQUENCES

25. COST IMPACTS OF LOAD LEVELING • THE MAXIMUM PERSONNEL REQUIREMENT IS REDUCED • ALSO THERE IS A SINGLE INCREASE/REDUCTION SEQUENCE • COSTS OF MOBILIZATION AND DEMOBILIZATION ARE REDUCED • CONSISTENT WORK QUALITY IS OBTAINED FROM STABLE WORKFORCE

26. CLASS PROBLEM • GIVEN: Backyard to be fenced. • WANTED: Gannt chart showing activities to construct the fence. • BASIS: Yard has neighbors on three sides. • SOLUTION: Provide Gannt sketch or use Project program if available.