Project Management: Planning and Scheduling Techniques

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