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Shortening Project Schedules & Critical Chain Scheduling Techniques, Slides of Human Resource Management

Alagappa UniversityHuman Resource Management

Various techniques for shortening project schedules, including shortening durations of critical activities, crashing activities, and fast tracking. It also introduces critical chain scheduling, a method of scheduling that considers limited resources and includes buffers to protect the project completion date. Figures and examples to illustrate these concepts.

Typology: Slides

2012/2013

Uploaded on 07/26/2013

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devkinandan 🇮🇳

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Using the Critical Path to Shorten a
Project Schedule
Three main techniques for shortening schedules
Shortening durations of critical activities/tasks by adding
more resources or changing their scope
Crashing activities by obtaining the greatest amount of
schedule compression for the least incremental cost
Fast tracking activities by doing them in parallel or
overlapping them
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Using the Critical Path to Shorten a

Project Schedule

 Three main techniques for shortening schedules

 Shortening durations of critical activities/tasks by adding more resources or changing their scope  Crashing activities by obtaining the greatest amount of schedule compression for the least incremental cost  Fast tracking activities by doing them in parallel or overlapping them

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Importance of Updating Critical

Path Data

 It is important to update project schedule

information to meet time goals for a project

 The critical path may change as you enter actual

start and finish dates

 If you know the project completion date will slip,

negotiate with the project sponsor

42

Figure 6-10: Multitasking Example

44

Buffers and Critical Chain

 A buffer is additional time to complete a task

 Murphy’s Law states that if something can go

wrong, it will

 Parkinson’s Law states that work expands to fill

the time allowed

 In traditional estimates, people often add a buffer

to each task and use it if it’s needed or not

 Critical chain scheduling removes buffers from

individual tasks and instead creates:

 A project buffer or additional time added before the project’s due date  Feeding buffers or additional time added before tasks

45 on the critical path

Program Evaluation and Review

Technique (PERT)

 PERT is a network analysis technique used to

estimate project duration when there is a high

degree of uncertainty about the individual activity

duration estimates

 PERT uses probabilistic time estimates

 Duration estimates based on using optimistic, most likely, and pessimistic estimates of activity durations, or a three-point estimate

47

PERT Formula and Example

 PERT weighted average =

optimistic time + 4X most likely time + pessimistic time 6

 Example:

PERT weighted average =

8 workdays + 4 X 10 workdays + 24 workdays = 12 days 6 where optimistic time= 8 days, most likely time = 10 days , and pessimistic time = 24 days Therefore, you’d use 12 days on the network diagram instead of 10 when using PERT for the above example 48

Schedule Control (continued)

 Goals are to know the status of the schedule,

influence factors that cause schedule changes,

determine that the schedule has changed, and

manage changes when they occur

 Tools and techniques include:

 Progress reports  A schedule change control system  Project management software, including schedule comparison charts like the tracking Gantt chart  Variance analysis, such as analyzing float or slack  Performance management, such as earned value (chapter 7)

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