PROJECT SCHEDULING

Course Description

The project schedule is the tool that communicates what work needs to be performed, which resources of the organization will perform the work and the timeframes in which that work needs to be performed. The project schedule should reflect all of the work associated with delivering the project on time. The aim of this course is to give the principles of project management, representation of project operations such as project breakdown, network representation and terminology, network data. The course content includes network planning with respect to costs and durations: critical path analysis, linear time cost trade-off analysis, resource-constrained network planning, resource scheduling and resource leveling.

PROJECT SCHEDULING

Evaluation Tools (Active Term)

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Course outcomes

1. 01 What is Project? What are the Objectives of a Project? What is the Project Management Approach? Tools for Time Management • Gantt/Bar Chart • Critical Path Method (CPM) • Program Evaluation&Review Technique(PERT) • Other techniques (LSM, Monte Carlo Simulation) • Emphasis->Planning|Monitoring/Checking Stakeholders vs. Key Project Stakeholders. Project Management, Important for Project Management, Methods of Project Management, Brief History of Project Management
2. 02 PMI Cycle -Deming Cycle Iron Triangle –Quadruple Approach Information Technology Project “Success” Overview Of Project Management Knowledge Areas And Project Management Process
3. 03 Basics of Project Time Management Multiple View to the WBS-Examples, WBS Coding Scheme-Example-2 Project Scheduling and Controlling Techniques • Gannt Charts -Benefits of Gannt Charts: • Bar Charts • Mile stone Charts • Life Cycle Curves • Line of Balance (LOB)
4. 04 • Network Techniques (Activity, Activity Precedence, Dummy Activity, Event/Path Representation, Fulkerson's Rule, Rules for Drawing Network Diagram, Use of Dummy Activites, Looping Problem, Adjacent Matrix, Draw a Network, Types of Dummy Activities) • Types of Network Represantation (Activities on Node (A-O-N) and Activities on Arrow (A-O-A)-Examples) • Construct a A-O-A Network, Construct a A-O-N Network • Fulkerson's Rule, Numbering of Events, Node Labelling
5. 05 Critical Path(Earliest expected time/Earliest start time (Te)(in forward pass method) Examples Latest allowable occurance time (Tl)/Latest completion time (in backward pass method)- Examples Slack-example Find Critical Path-Examples
6. 06 Single vs. Multiple Time estimate, PERT Network and Time Estimates (The Optimistic Time Estimate (to), The Pessimistic Time Estimate (tp), The Most Likely Time Estimates (tm), Expected Time or Average Time, Beta Distribution Example with PERT MS Project( Lags, Lags in Precedence Relationships (Finish to Start, Finish to Finish, Start to Start, Start to Finish ) Gannt Chart with Resources in MS Project Laddering Hammock Activities
7. 07 To Find the Area Under the Normal Curve, transformation of Normal Distribution to standard Normal distribution, find z score and probability
8. 08 Find the Critical Path and Project Completing Time Probability, Critical Path Variance, Critical Path Standard Deviation)
9. 09 (Penalty/Bonus in Project Scheduling, Determine the Earning of the Project, Determine/submit the optimum duration to get higher profit for the Project)
10. 10 Find the duration of the project, Run the simulation, Find the probability that the project will take Find the critical index, and the critical activity in project scheduling and critical path

Course Syllabus

Reference Books & Course Materials

1. 01 An Introducton to Management Science, “Project Scheduling”, p.412-463., David R.Anderson, Dennis J. Sweeney, Thomas A. Williams
2. 02 Operation Research, “Network Models”, p.275-296., Hamdy A. Taha
3. 03 Planning and Scheduling in Manufacturing, “Project Planning and Scheduling”, p. 51-81.,P.W. Glynn, S.M. Robinson
4. 04 Operations Research in Production Planning, Scheduling, and Inventory Control, p.349-363 Lynwood A. Johnson, Douglas C. Montgomery

Learning Outcomes

1. L01 What is Project? What are the Objectives of a Project? What is the Project Management Approach? Tools for Time Management • Gantt/Bar Chart • Critical Path Method (CPM) • Program Evaluation&Review Technique(PERT) • Other techniques (LSM, Monte Carlo Simulation) • Emphasis->Planning|Monitoring/Checking Stakeholders vs. Key Project Stakeholders. Project Management, Important for Project Management, Methods of Project Management, Brief History of Project Management
2. L02 PMI Cycle -Deming Cycle Iron Triangle –Quadruple Approach Information Technology Project “Success” Overview Of Project Management Knowledge Areas And Project Management Process
3. L03 Basics of Project Time Management Multiple View to the WBS-Examples, WBS Coding Scheme-Example-2 Project Scheduling and Controlling Techniques • Gannt Charts -Benefits of Gannt Charts: • Bar Charts • Mile stone Charts • Life Cycle Curves • Line of Balance (LOB)
4. L04 • Network Techniques (Activity, Activity Precedence, Dummy Activity, Event/Path Representation, Fulkerson's Rule, Rules for Drawing Network Diagram, Use of Dummy Activites, Looping Problem, Adjacent Matrix, Draw a Network, Types of Dummy Activities) • Types of Network Represantation (Activities on Node (A-O-N) and Activities on Arrow (A-O-A)-Examples) • Construct a A-O-A Network, Construct a A-O-N Network • Fulkerson's Rule, Numbering of Events, Node Labelling
5. L05 Critical Path(Earliest expected time/Earliest start time (Te)(in forward pass method) Examples Latest allowable occurance time (Tl)/Latest completion time (in backward pass method)- Examples Slack-example Find Critical Path-Examples
6. L06 Single vs. Multiple Time estimate, PERT Network and Time Estimates (The Optimistic Time Estimate (to), The Pessimistic Time Estimate (tp), The Most Likely Time Estimates (tm), Expected Time or Average Time, Beta Distribution Example with PERT MS Project( Lags, Lags in Precedence Relationships (Finish to Start, Finish to Finish, Start to Start, Start to Finish ) Gannt Chart with Resources in MS Project Laddering Hammock Activities
7. L07 To Find the Area Under the Normal Curve, transformation of Normal Distribution to standard Normal distribution, find z score and probability
8. L08 Find the Critical Path and Project Completing Time Probability, Critical Path Variance, Critical Path Standard Deviation)
9. L09 (Penalty/Bonus in Project Scheduling, Determine the Earning of the Project, Determine/submit the optimum duration to get higher profit for the Project)
10. L10 Find the duration of the project, Run the simulation, Find the probability that the project will take Find the critical index, and the critical activity in project scheduling and critical path

Program Outcomes

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Po-Lo Matrix

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