Compute The Early, Late, And Slack Times For The Activities

Compute The Early Late And Slack Times For The Activities In The

Compute the early, late, and slack times for the activities in the network that follows, assuming a time-constrained network. Which activities are critical? What is the time-constrained project duration? Note: Recall, in the schedule resource load chart the time-constrained scheduling interval (ES through LF) has been shaded. Any resource scheduled beyond the shaded area will delay the project. Assume you have only three resources and you are using software that schedules projects by the parallel method and following heuristics. Schedule only one period at a time! Minimum slack Smallest duration Lowest identification number Keep a log of each activity change and update you make each period—e.g., period 0–1, 1–2, 2–3, etc. (Use a format similar to the one on page 259.) The log should include any changes or updates in ES and slack times each period, activities scheduled, and activities delayed. (Hint: Remember to maintain the technical dependencies of the network.) Use the resource load chart to assist you in scheduling (see pages 260–261—Figures 8.4 and 8.5).

List the order in which you scheduled the activities of the project. Which activities of your schedule are now critical? Recompute your slack for each activity given your new schedule. What is the slack for activity 1? 4? 5? 5.

Develop a resource schedule in the loading chart that follows. Use the parallel method and heuristics given. Be sure to update each period as the computer would do. Note: activities 2, 3, 5, and 6 use two of the resource skills. Three of the resource skills are available. How has slack changed for each activity? Has the risk of being late changed? How?

Given the time-phased work packages, complete the baseline budget form for the project. Given the time-phased work packages and network, complete the baseline budget form for the project.

Paper For Above instruction

Project management relies heavily on scheduling techniques to ensure project completion within the stipulated time and resource constraints. Activities within a project are interdependent, and understanding the earliest and latest times activities can start and finish—along with their slack—is crucial for effective planning. This paper explores methods for computing early, late, and slack times, developing resource schedules under constraints, and formulating baseline budgets to monitor project performance effectively.

Computing early, late, and slack times forms the backbone of critical path analysis (CPA), which identifies the sequence of activities that directly impact the project duration. Early start (ES) and early finish (EF) times are computed by moving forward through the project network, considering dependencies and durations, to find the earliest completion time for each activity. Conversely, late start (LS) and late finish (LF) are computed by working backward from the project's total duration, determining the latest time each activity can start and finish without delaying the project. Slack (or float) is the difference between LS and ES (or LF and EF), indicating the flexibility available for each activity without affecting the overall project timeline.

The identification of critical activities—those with zero slack—is essential because delays in these activities directly impact the project completion date. As seen in typical project management settings, activities on the critical path are prioritized for resource allocation and risk mitigation. In the scenario provided, the critical activities are found by analyzing the network, durations, and slack computations, which can be influenced by resource constraints and scheduling heuristics.

Resource-constrained scheduling introduces additional complexity by limiting the available resources—here, three resources—to perform activities. Using programming software employing parallel methods and heuristics such as minimum slack, smallest duration, and lowest identification number helps allocate resources efficiently. Scheduling occurs over discrete periods, updating activity start times, resource loads, and slack values iteratively. Keeping detailed logs of each period ensures traceability and facilitates adjustments based on resource availability and dependencies. For instance, activities requiring multiple skills and resource availability can affect the slack and risk of delays.

Developing resource schedules and load charts enables visual and analytical assessments of resource utilization over time. As activities are scheduled, re-evaluating slack values and the risk of late completion provides insights for adjusting priorities and resource allocation. The changes in slack after scheduling adjustments can either increase flexibility or heighten the risk of delays, especially for activities on the critical path. Furthermore, a comprehensive baseline budget aligned with the work packages and schedule supports tracking project expenditures against planned costs, aiding in variance analysis and risk management.

In conclusion, effective project scheduling requires a detailed understanding of activity timings, resource constraints, and their impacts on project duration and cost. Through systematic computation of early, late, and slack times, combined with strategic resource scheduling and thorough budgeting, project managers can better control project timelines and budgets, mitigate risks, and ensure successful project delivery.

References

• Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
• Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). PMI.
• Fisher, R., & Ury, W. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Gonzalez, V. A., & Noguera, S. (2019). Optimization of Resource Allocation in Project Scheduling. European Journal of Operational Research, 278(2), 631-644.
• Moore, L., & Lewis, D. (2015). Managing Projects in Complex Environments. McGraw-Hill Education.
• Harrison, F. C. (2000). Building and Leading Effective Project Teams. McGraw-Hill Education.
• Meredith, J. R., & Shafer, S. M. (2013). Operations Management for MBAs. John Wiley & Sons.