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UT Arlington OPMA 5364 - Scheduling The Project

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Project Management in PracticeOutline:Slide 3Slide 4Slide 5Slide 6Slide 7Slide 8Slide 9Slide 10Slide 11Slide 12Slide 13Slide 14Slide 15Slide 16Slide 17Slide 18Slide 19Slide 20Slide 21Slide 22Slide 23Slide 24Slide 25Project Management in Practice 5-1Scheduling The ProjectOutline:5-2 Project network diagrams Identifying critical paths and activities Determining activity slack times Gantt charts Working with Microsoft Project Uncertainty and risk management Simulation approach to managing riskHomework: 25, 27, 315-3The Big PictureThe Planning ProcessProjectConceptionProjectConceptionLaunchMeetingLaunchMeetingActionPlanWBSActionPlanWBSProjectMasterScheduleProjectMasterScheduleScheduling Resource Allocation5-4The Big PictureDefine ActivitiesWBSDefine ActivitiesWBSEstimateActivityResourcesEstimateActivityResourcesEstimateActivityDurationsEstimateActivityDurationsSequenceActivitiesSequenceActivitiesDevelopScheduleDevelopScheduleControlScheduleControlSchedule5-5Project Scheduling Terms• Activity• Event• Node• Milestone• Network• Path• Critical Path – The longest path through a network• Critical Time5-6Network DiagramsTask Predecessora )b )c ad be bf c,dg efge5-7Network Diagrams5-8Activity Time Immediate Predecessor(s)A 1 noneB 4 AC 3 AD 7 AE 6 BF 2 C,DG 7 E,FH 9 DI 4 G,HManual Network Example5-9Manual Network Deterministic ExamplesActivity Time Pred(s)A 1 B 4 AC 3 AD 7 AE 6 BF 2 C,DG 7 E,FH 9 DI 4 G,HActivity Time Pred(s)A 6 B 13 C 8 AD 7 BE 3 C,DF 4 DG 3 E,FH 3 EI 2 HJ 2 GProject DescriptionNotes:First, before any tasks are entered, click on the Project tab, Change working time, Work weeks, Details.Make all 7 days of the week working days from 8am to 12pm and 1pm to 5pm. Predecessors are entered as numbers.Enter task names (a, b, c, etc.), durations, and predecessors as numbers.Under Tasks, add columns of custom information, to add ES, EF, LS, LF, and Total Slack (MSP will calculate these automatically)Project Table 5-3MSP Intro Example 1 of 45-10aaab,cdd,efg,hProject Information & Network LayoutNotes:To view the network diagram.View tab, Network Diagram.Format tab, LayoutAllow manual box positioningLink style = StraightNotes:Project Project Information StatisticsMSP Intro Example 2 of 45-11Network DiagramMSP Intro Example 3 of 45-12Gantt ChartNotes:Format Gantt Chart WizardMSP Intro Example 4 of 45-135-14Project Uncertainty & Risk ManagementTE(a  4m  b)6 VarVar 2(b  a)62a, b certainty denominator99% 695% 3.390% 2.6Probabilistic / Stat Examples5-15Probability of Completing a Path by Time D2)(DZZ = The number of standard deviations D is from mD = Analyzed project or path completion timem = the sum of the expected path durations Te along a particular path being investigated s = path standard deviations2 = path variance=NORMSDIST(D, m, s, TRUE), (left area) cumulative probabilityProbabilistic / Stat Examples5-16Manual Network Probabilistic/Stochastic Example99%Activity a m b Te Vara 1 4 7 4.00 1.00b 2 6 7 5.50 0.69c 3 3 6 3.50 0.25d 6 13 14 12.00 1.78e 3 6 12 6.50 2.25f 6 8 16 9.00 2.78g 1 5 6 4.50 0.69Paths E-Dur SD Z Probb-c-e-g 20.00 1.97 0.51 69.40%a-d 16.00 1.67 3.00 99.87%a-e-g 15.00 1.99 3.02 99.87%b-f-g 19.00 2.04 0.98 83.64%) ) ) ) )) ) ) ) 57.89%) ) ) ) )D 21 ) ) )Probabilistic / Stat Examples5-17Project Uncertainty & Risk ManagementExample Chapter 5 (Table 5-4)aa0 10.67bb10.67 22.83cc22.83 35.17dd22.83 28.83ee22.83 37.17ff35.17 44.5gg37.67 47hhAct Pred a m b Te Vara ) 8 10 16 10.67 1.78b a 11 12 14 12.17 0.25c b 7 12 19 12.33 4.00d b 6 6 6 6.00 0.00e b 10 14 20 14.33 2.78f c,d 6 10 10 9.33 0.44g d 5 10 17 10.33 4.00h e,g 4 8 11 7.83 1.360 10.67 10.67 22.8325.33 37.6722.83 28.8324.83 39.1728.83 39.1728.83 39.1739.17 4739.17 47Probabilistic / Stat Examples5-18Example Chapter 5 (Table 5-4)99%Act Pred a m b Te Vara ) 8 10 16 10.67 1.78b a 11 12 14 12.17 0.25c b 7 12 19 12.33 4.00d b 6 6 6 6.00 0.00e b 10 14 20 14.33 2.78f c,d 6 10 10 9.33 0.44g d 5 10 17 10.33 4.00h e,g 4 8 11 7.83 1.36 Paths E-Dur SD Z Proba-b-d-g-h 47.00 2.72 1.10 86.51%a-b-c-f 44.50 2.54 2.16 98.47%a-b-d-f 38.17 1.57 7.53 100.00%a-b-e-h 45.00 2.48 2.01 97.80%) ) ) ) )) ) ) ) 83.31%) ) ) ) )D 50 ) ) )What is the probability the project critical path will complete within 50 days?What is the probability the project will complete within 50 days?Follow on question: There is a 95% probability we will complete the critical path in how many days?Probabilistic / Stat Examples5-19Project Uncertainty & Risk ManagementProbabilistic / Stat Examples5-20SimulationaabbccddeeffgghhAct Pred min likely maxa ) 8 10 16b a 11 12 14c b 7 12 19d b 6 6 6e b 10 14 20f c,d 6 10 10g d 5 10 17h e,g 4 8 11 Paths Timea-b-d-g-h a-b-c-f )a-b-d-f )a-b-e-h )Potential Path Completion Times1000 TrialsPotential ProjectCompletion Time = ???5-21Simulation – Example Chapter 5 (Table 5-8)Project completion timefor this particular step / trial5-22Simulation – Example Chapter 55-23Simulation – Example Chapter 5What is the probability the project will complete within 50 days?5-24Simulation – Example Chapter 5There is a 95% probability we complete the project in about 54 days or less.DynaTech Equipment Corp. case (45 minutes)Divide into small groupsRead case (5 minutes)Assignment: (40 minutes)List the immediate predecessors and WBS number for each activityDraw project network diagram (lowest level)Draw Gantt chartDetermine project completion time


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