Lecture Project management in practice (6th Edition) – Chapter 5: Scheduling the project

Lecture Project management in practice (Fifth Edition) – Chapter 5: Scheduling the project. The following will be discussed in this chapter: Pert and CPM networks, project uncertainty and risk management, simulation, the gantt chart, extensions to PERT/CPM.

Sixth Edition

Chapter 5 Scheduling the Project

Sample AON Network

Sample AOA Network

Critical Path and Critical Time

Table 5­2

Table 5­2 and Figure 5­8

Time for Sample Project

Figure 5­10

in Table 5­2

Table 5­3

PERT/CPM Network from Table 5­3

Figure 5­11

Variance

2 2

E

6

)

( Var

6

) 4

( T

a b

b m

a

) ( b a

) ( b a

• Expected time (TE) for each activity is calculated

• Variance ( 2) for each activity is calculatedσ

• TE for each activity is used to find the critical path and critical time for the network

• The variance ( 2) of a path is the sum of the σ

activity variances for that path

Example

Table 5­4

Is it  Really the Critical path

• Given uncertainty, cannot be sure that any specific path is the critical path

1 00 4 00 0 25 0 78 1

47 50

2

D Z

Completion Times for Example

Figure 5­16

Selecting Risk and Finding D

• Simulation is a different approach to 

managing risk

• Builds on the probabilistic functions already  discussed

• Helps to understand the consequences of 

uncertainty

• Provides insight into the range and 

distribution of project completion times

Completion Time

Figure 5­17

Figure 5­19

Path, Path Connections, Other Data

Figure 5­20

Conventions

Figure 5­21