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Project Management - Network Scheduling Techniques

Summary of Harold Kerzner's 'Project Management - A Systems Approach to Planning, Scheduling, and Controlling', Chp. 12
by

Christian Risom

on 30 October 2012

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Transcript of Project Management - Network Scheduling Techniques

Harold Kerzner


“PROJECT MANAGEMENT - A Systems Approach to Planning, Scheduling, and Controlling”


Chapter 12:

Network Scheduling Techniques


-Presented by Christian Risom Skaanning •Gantt or bar charts •Milestone charts •Line of Balance Comparing actual progress with a formal objective plan.

Examining only the deviations from established plans, and gauging their degree of severity with respect to the remainder of the project.

Receiving timely information concerning trouble areas and indicating areas where appropriate corrective action is required.

Forecasting future performance. •Arrow Diagram Method (ADM) [Sometimes called the Critical Path Method (CPM)]

•Precedence Diagram Method (PDM)

•Graphical Evaluation and Review Technique (GERT) •Program Evaluation and Review Technique (PERT) NETWORK FUNDAMENTALS Gantt,
Milestone
or Bubble charts inability Network analysis provide valuable information Event
Activity
Duration
Effort
Critical Path What job immediately precedes this job?
What job immediately follows this job?
What jobs can be run concurrently? SLACK TIME The time differential between the scheduled completion date and the required date to meet critical path is referred to as the slack time. NETWORK REPLANNING Resource Leveling Resource Allocation (resource-limited planning) Reallocate resources to reduce the critical path. TOTAL PERT/CPM PLANNING Logic Charts
Arrow Diagrams
Workflow
Networks Reviewing the arrow diagrams with the LINE MANAGERS 3 5 4 6 1+2 the FUNCTIONAL MANAGER converting the arrow diagram into a PERT chart PERT replanning should be an ongoing function during project execution. Best time
Least cost
Least risk Studying alternatives
Optimum schedules
Effective use of resources
Communications
Refinement of the estimating process
Ease of project control
Ease of time or cost revisions PERT/CPM PROBLEM AREAS Largest corp. Smaller corp. program office and functional management Planners & Do'ers well considered and properly evaluated spur-of-the-moment decisions THE MYTHS OF SCHEDULE COMPRESSION UNDERSTANDING PROJECT MANAGEMENT SOFTWARE Project management and business graphics capabilities
Critical path analysis
Subnetworking
Impact analysis (what if . . .)
Early-warning systems
Graphical presentation of cost, time, and activity data CRITICAL CHAIN Choosing the right projects from among a large pool.
Getting each project to completion more quickly.
Funneling more projects through the organization without adding resources. Multitasking of resources.

Working toward cutting task estimates.

Managing people very closely to ensure that they meet their due dates. NETWORK SCHEDULING TECHNIQUES INTRODUCTION
NETWORK FUNDAMENTALS
SLACK TIME
NETWORK REPLANNING
TOTAL PERT/CPM PLANNING
PERT/CPM PROBLEM AREAS
THE MYTHS OF SCHEDULE COMPRESSION
UNDERSTANDING PROJECT MANAGEMENT SOFTWARE
SOFTWARE CLASSIFIATION
CRITICAL CHAIN NETWORK SCHEDULING TECHNIQUES NETWORK SCHEDULING TECHNIQUES THANK YOU FOR YOUR TIME Designed for single project management, these software packages aid project leaders in the planning, tracking, and reporting of projects. These packages feature multiproject planning, monitoring, and control by utilizing a common database and sophisticated cross-project monitoring and reporting software.
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