book

Project Management

Name: Project Management
Author: Vijay Bansal
ISBN: 9781000994742

by Vijay Bansal

November 2023

Intermediate to advanced

284 pages

8h 36m

English

Routledge

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Cover
Half-Title
Title
Copyright
Dedication
Contents
Preface
1 Project Management
1.1 Learning Objectives1.2 Introduction1.3 Project Management1.4 Project Management Objectives1.5 Basic Steps in Project Management1.5.1 Defining Activities: Work Breakdown Structure1.5.2 Estimation of Time Durations and Resource Requirements1.5.3 Development of an Execution Sequence1.5.4 Project Scheduling1.5.5 Schedule Refinements1.5.6 Project Execution and Related Arrangements1.5.7 Project Controlling1.6 Project Planning1.7 Project Scheduling1.8 Planning and Scheduling Techniques1.9 ConclusionExercises
2 Work Breakdown Structure
2.1 Learning Objectives2.2 Introduction2.3 Project Work Breakdown Structures2.3.1 Hierarchical Levels2.3.2 WBS: An Example2.4 The Development of Network Diagrams from a WBS2.4.1 Network Diagrams from a WBS: An Example2.5 WBS: First Step Toward Project Management2.6 Benefits of A WBS2.7 ConclusionExercises
3 Bar Charts
3.1 Learning Objectives3.2 Introduction3.3 Bar Charts3.4 Construction of Bar Charts3.5 Calendar Date Scheduling3.6 Shortcomings in Bar Charts and Remedial Measures3.6.1 Lack of Details3.6.2 Controlling Tool3.6.3 Inter-dependencies between Activities3.6.4 Useful for Routine Tasks3.6.5 Planning and Scheduling Together3.7 Milestone Charts3.8 Linked Bar Charts3.9 Bar Charts for Repetitive Projects3.10 Differences between Bar Charts and WBS3.11 ConclusionExercises

4 Development of Network
4.1 Learning Objectives4.2 Introduction4.3 Activity-on-Arrow Networks4.3.1 AOA Networks4.3.2 Network Issues4.4 Event Numbering for Identification of Activities4.4.1 Skip Numbering4.4.2 Event Representation4.5 Activity-on-Node Networks4.6 Comparison of AOA and AON Networks4.7 Networks versus Bar Charts4.8 ConclusionExercises
5 Critical Path Method – I: Activity Times
5.1 Learning Objectives5.2 Introduction5.3 Activity Time Durations5.3.1 Accuracy of Activity Time Duration5.4 Activity Times5.5 Time Scaled Networks: Calculations of EST And EFT5.6 Time Scaled Networks: Calculations of LST and LFT5.7 Forward Pass Calculations5.7.1 Calculation of ESTij and EFTij Using Forward Pass5.8 Backward Pass Calculations5.8.1 Calculation of LSTij and LFTij Using Backward Pass5.9 ConclusionExercises
6 Critical Path Method – II: Activity Floats
6.1 Learning Objectives6.2 Introduction6.3 Critical Path6.4 Critical Activities6.5 Total or Path Float6.5.1 Zero-Float Convention6.6 Free or Activity Float6.7 Interfering Float6.8 Independent Float6.9 Simple Method for Calculating Floats6.10 Significance of Floats6.11 Network Development Procedure6.12 ConclusionExercises
7 Crashing: Time-Cost Tradeoff
7.1 Learning Objectives7.2 Introduction7.2.1 Shortening Project Time Durations7.3 Project Crashing7.4 Constituents of Total Project Cost7.4.1 Direct Costs7.4.2 Total Indirect Cost7.5 Total Project Cost and Optimum Time Durations7.6 The Process of Cost Optimization7.7 Implementation7.8 ConclusionExercises
8 Limited Time Resource Scheduling
8.1 Learning Objectives8.2 Introduction8.3 Resource Profiles8.4 Resource Planning8.4.1 Resource Smoothing (Limited Time Resource Scheduling)8.4.2 Resource Leveling8.5 Resource Smoothing Process8.6 Understanding the Process8.7 Illustrative Example 18.8 Illustrative Example 28.9 Resource Leveling vs. Resource smoothing8.10 ConclusionExercises
9 Project Control and Updating
9.1 Learning Objectives9.2 Introduction9.3 Project Control9.4 Schedule Updating9.5 Schedule Updating Process9.5.1 Information Required9.5.2 Updating Process9.5.3 Frequency of Updates9.6 Fund Flow Forecasting: Inflow and Outflow9.6.1 S-Curve9.6.2 Financial Planning9.7 ConclusionExercises
10 Programme Evaluation and Review Technique – I: Event Times
10.1 Learning Objectives10.2 Introduction10.3 Activity Time Durations10.3.1 Optimistic Time Durations10.3.2 Pessimistic Time Durations10.3.3 Most Likely Time durations10.4 Time Duration Estimation10.4.1 Frequency Distribution Curve10.5 Mean Time Duration10.6 Event Times10.7 Time-Scaled Networks: Calculations Of Earliest Event Times10.8 Time Scaled Networks: Calculations of Latest Event Times10.9 Forward Pass: Calculations of EET10.9.1 Calculation of Earliest Event Times Using a Forward Pass10.10 Backward Pass: Calculations of LET10.10.1 Calculation of Latest Event Times Using a Backward Pass10.11 ConclusionExercises
11 Programme Evaluation and Review Technique – II: Probability of Completion
11.1 Learning Objectives11.2 Introduction11.3 Critical Path11.4 Critical Activities11.5 Probability Distribution11.6 Central Limit Theorem11.7 Normal Distribution For a Project11.7.1 The Concept of Probability Calculation11.8 Probability of Completing a Project11.9 CPM vs PERT11.10 ConclusionExercises
12 Precedence Diagramming Method
12.1 Learning Objectives12.2 Introduction12.3 Development of Networks12.3.1 Activity-on-Node Representation12.3.2 Representation of Inter-dependencies12.3.3 Representation of Time Constraints12.4 Development Of Networks: AOA to AON Representation12.5 Development Of Networks: Inter-Dependencies and Time Constraints12.5.1 Finish-to-Start12.5.2 Start-to-Start12.5.3 Finish-to-Finish12.5.4 Start-to-Finish12.6 Activity Times12.7 Forward Pass Calculations12.7.1 Calculation of EST and EFT Using Forward Pass12.8 Backward Pass Calculations12.8.1 Calculation of LST and LFT Using Backward Pass12.9 Critical Paths and Critical Activities12.10 Total Float12.11 Calendar Date Scheduling12.11.1 Finish-to-Start12.11.2 Start-to-Start12.11.3 Finish-to-Finish12.11.4 Start-to-Finish12.12 PDM for Repetitive Projects12.13 Network Development Procedure12.14 CPM and PDM: Similarities and Dissimilarities12.15 ConclusionExercises
13 Line of Balance for Repetitive Projects
13.1 Learning Objectives13.2 Introduction13.3 Repetitive Projects13.4 Scheduling of Repetitive Projects: Line of Balance13.4.1 Activities with Different Progress Rates13.5 Work/Resource Continuity13.6 Time and Space Buffers13.7 Types of Repetitive Projects13.8 Activities With Different Productivities13.9 Linear Interpretation of Precedence Relationships13.9.1 Finish-to-Start13.9.2 Start-to-Start13.9.3 Finish-to-Finish13.9.4 Start-to-Finish13.10 Alternate Representation of an LOB Graph13.11 LOB Graph Development Procedure13.12 Advantages of LOB13.13 ConclusionExercises
14 Selection of Planning Techniques
14.1 Learning Objectives14.2 Introduction14.3 Selection of Planning And Scheduling Techniques14.3.1 Sample Example14.4 Techniques for Different Levels of Management14.4.1 Network Condensation14.5 Level of Detail14.6 Techniques For Reducing Time Durations14.7 Project Success or Failure14.8 ConclusionExercises
Bibliography (for Additional Readings)
Index

Content preview from Project Management

5 Critical Path Method – IActivity Times

DOI: 10.1201/9781003428992-5

5.1 Learning Objectives

After completion of this chapter, readers will be able to:

Calculate the time duration of a project,
Calculate the earliest start and finish times of the different activities in a project, and
Calculate the latest start and finish times of the different activities in a project.

5.2 Introduction

The critical path method (CPM) was developed in the late 1950s by James E. Kelley of Remington Rand and Morgan R. Walker of DuPont. CPM uses a network that depicts activities in a flow in order to represent an execution sequence. In the previous chapter, the development of a network was discussed. The next step after the development of a network is ...

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