Project Management: Planning and Scheduling Techniques

✍ Scribed by Vijay Bansal

• Publisher: Routledge
• Year: 2023
• Tongue: English
• Leaves: 285
• Edition: 1
• Category: Library

✦ Synopsis

Project Management:Planning and Scheduling Techniques is a highly readable guide to the essentials of project planning, scheduling, and control aimed at readers looking for an introduction to the core concepts of planning and scheduling, including the ‘Critical Path Method’, but also the ‘Precedence Diagramming Method’, the ‘Line of Balance’ technique, and the ‘Programme Evaluation and Review Technique’. This book explains the theory behind the methods and makes effective use of learning outcomes, exercises, diagrams, and examples to provide clear and actionable knowledge for students and project managers.

The book can be used as a classroom textbook or as a self-study guide for project managers taking their professional qualifications, and it includes examples from a wide range of project management scenarios. It is suitable for planning and scheduling courses in the fields of industrial, civil, and mechanical engineering, construction, and management.

✦ Table of Contents

Cover
Half Title
Title Page
Copyright Page
Dedication
Contents
Preface
Chapter 1 Project Management
1.1 Learning Objectives
1.2 Introduction
1.3 Project Management
1.4 Project Management Objectives
1.5 Basic Steps in Project Management
1.5.1 Defining Activities: Work Breakdown Structure
1.5.2 Estimation of Time Durations and Resource Requirements
1.5.3 Development of an Execution Sequence
1.5.4 Project Scheduling
1.5.5 Schedule Refinements
1.5.6 Project Execution and Related Arrangements
1.5.7 Project Controlling
1.6 Project Planning
1.7 Project Scheduling
1.8 Planning and Scheduling Techniques
1.9 Conclusion
Exercises
Chapter 2 Work Breakdown Structure
2.1 Learning Objectives
2.2 Introduction
2.3 Project Work Breakdown Structures
2.3.1 Hierarchical Levels
2.3.2 WBS: An Example
2.4 The Development of Network Diagrams from a WBS
2.4.1 Network Diagrams from a WBS: An Example
2.5 WBS: First Step Toward Project Management
2.6 Benefits of A WBS
2.7 Conclusion
Exercises
Chapter 3 Bar Charts
3.1 Learning Objectives
3.2 Introduction
3.3 Bar Charts
3.4 Construction of Bar Charts
3.5 Calendar Date Scheduling
3.6 Shortcomings in Bar Charts and Remedial Measures
3.6.1 Lack of Details
3.6.2 Controlling Tool
3.6.3 Inter-dependencies between Activities
3.6.4 Useful for Routine Tasks
3.6.5 Planning and Scheduling Together
3.7 Milestone Charts
3.8 Linked Bar Charts
3.9 Bar Charts for Repetitive Projects
3.10 Differences between Bar Charts and WBS
3.11 Conclusion
Exercises
Chapter 4 Development of Network
4.1 Learning Objectives
4.2 Introduction
4.3 Activity-on-Arrow Networks
4.3.1 AOA Networks
4.3.2 Network Issues
4.4 Event Numbering for Identification of Activities
4.4.1 Skip Numbering
4.4.2 Event Representation
4.5 Activity-on-Node Networks
4.6 Comparison of AOA and AON Networks
4.7 Networks versus Bar Charts
4.8 Conclusion
Exercises
Chapter 5 Critical Path Method – I: Activity Times
5.1 Learning Objectives
5.2 Introduction
5.3 Activity Time Durations
5.3.1 Accuracy of Activity Time Duration
5.4 Activity Times
5.5 Time Scaled Networks: Calculations of EST And EFT
5.6 Time Scaled Networks: Calculations of LST and LFT
5.7 Forward Pass Calculations
5.7.1 Calculation of ESTij and EFTij Using Forward Pass
5.8 Backward Pass Calculations
5.8.1 Calculation of LSTij and LFTij Using Backward Pass
5.9 Conclusion
Exercises
Chapter 6 Critical Path Method – II: Activity Floats
6.1 Learning Objectives
6.2 Introduction
6.3 Critical Path
6.4 Critical Activities
6.5 Total or Path Float
6.5.1 Zero-Float Convention
6.6 Free or Activity Float
6.7 Interfering Float
6.8 Independent Float
6.9 Simple Method for Calculating Floats
6.10 Significance of Floats
6.11 Network Development Procedure
6.12 Conclusion
Exercises
Chapter 7 Crashing: Time-Cost Tradeoff
7.1 Learning Objectives
7.2 Introduction
7.2.1 Shortening Project Time Durations
7.3 Project Crashing
7.4 Constituents of Total Project Cost
7.4.1 Direct Costs
7.4.2 Total Indirect Cost
7.5 Total Project Cost and Optimum Time Durations
7.6 The Process of Cost Optimization
7.7 Implementation
7.8 Conclusion
Exercises
Chapter 8 Limited Time Resource Scheduling
8.1 Learning Objectives
8.2 Introduction
8.3 Resource Profiles
8.4 Resource Planning
8.4.1 Resource Smoothing (Limited Time Resource Scheduling)
8.4.2 Resource Leveling
8.5 Resource Smoothing Process
8.6 Understanding the Process
8.7 Illustrative Example 1
8.8 Illustrative Example 2
8.9 Resource Leveling vs. Resource smoothing
8.10 Conclusion
Exercises
Chapter 9 Project Control and Updating
9.1 Learning Objectives
9.2 Introduction
9.3 Project Control
9.4 Schedule Updating
9.5 Schedule Updating Process
9.5.1 Information Required
9.5.2 Updating Process
9.5.3 Frequency of Updates
9.6 Fund Flow Forecasting: Inflow and Outflow
9.6.1 S-Curve
9.6.2 Financial Planning
9.7 Conclusion
Exercises
Chapter 10 Programme Evaluation and Review Technique – I: Event Times
10.1 Learning Objectives
10.2 Introduction
10.3 Activity Time Durations
10.3.1 Optimistic Time Durations
10.3.2 Pessimistic Time Durations
10.3.3 Most Likely Time durations
10.4 Time Duration Estimation
10.4.1 Frequency Distribution Curve
10.5 Mean Time Duration
10.6 Event Times
10.7 Time-Scaled Networks: Calculations Of Earliest Event Times
10.8 Time Scaled Networks: Calculations of Latest Event Times
10.9 Forward Pass: Calculations of EET
10.9.1 Calculation of Earliest Event Times Using a Forward Pass
10.10 Backward Pass: Calculations of LET
10.10.1 Calculation of Latest Event Times Using a Backward Pass
10.11 Conclusion
Exercises
Chapter 11 Programme Evaluation and Review Technique – II: Probability of Completion
11.1 Learning Objectives
11.2 Introduction
11.3 Critical Path
11.4 Critical Activities
11.5 Probability Distribution
11.6 Central Limit Theorem
11.7 Normal Distribution For a Project
11.7.1 The Concept of Probability Calculation
11.8 Probability of Completing a Project
11.9 CPM vs PERT
11.10 Conclusion
Exercises
Chapter 12 Precedence Diagramming Method
12.1 Learning Objectives
12.2 Introduction
12.3 Development of Networks
12.3.1 Activity-on-Node Representation
12.3.2 Representation of Inter-dependencies
12.3.3 Representation of Time Constraints
12.4 Development Of Networks: AOA to AON Representation
12.5 Development Of Networks: Inter-Dependencies and Time Constraints
12.5.1 Finish-to-Start
12.5.2 Start-to-Start
12.5.3 Finish-to-Finish
12.5.4 Start-to-Finish
12.6 Activity Times
12.7 Forward Pass Calculations
12.7.1 Calculation of EST and EFT Using Forward Pass
12.8 Backward Pass Calculations
12.8.1 Calculation of LST and LFT Using Backward Pass
12.9 Critical Paths and Critical Activities
12.10 Total Float
12.11 Calendar Date Scheduling
12.11.1 Finish-to-Start
12.11.2 Start-to-Start
12.11.3 Finish-to-Finish
12.11.4 Start-to-Finish
12.12 PDM for Repetitive Projects
12.13 Network Development Procedure
12.14 CPM and PDM: Similarities and Dissimilarities
12.15 Conclusion
Exercises
Chapter 13 Line of Balance for Repetitive Projects
13.1 Learning Objectives
13.2 Introduction
13.3 Repetitive Projects
13.4 Scheduling of Repetitive Projects: Line of Balance
13.4.1 Activities with Different Progress Rates
13.5 Work/Resource Continuity
13.6 Time and Space Buffers
13.7 Types of Repetitive Projects
13.8 Activities With Different Productivities
13.9 Linear Interpretation of Precedence Relationships
13.9.1 Finish-to-Start
13.9.2 Start-to-Start
13.9.3 Finish-to-Finish
13.9.4 Start-to-Finish
13.10 Alternate Representation of an LOB Graph
13.11 LOB Graph Development Procedure
13.12 Advantages of LOB
13.13 Conclusion
Exercises
Chapter 14 Selection of Planning Techniques
14.1 Learning Objectives
14.2 Introduction
14.3 Selection of Planning And Scheduling Techniques
14.3.1 Sample Example
14.4 Techniques for Different Levels of Management
14.4.1 Network Condensation
14.5 Level of Detail
14.6 Techniques For Reducing Time Durations
14.7 Project Success or Failure
14.8 Conclusion
Exercises
Bibliography (for Additional Readings)
Index