Scheduling Problems: Complete The Following Problems Coverin

Scheduling Problemscomplete The Following Problems Covering Project Sc

Scheduling Problems Complete the following problems covering project scheduling methods. 1. Put the following project management activities in order, by defining immediate predecessors by placing one or more letters in the column labeled “Immediate predecessor”. One of them has been done for you. Activity Immediate predecessor a) Calculate durations along all project paths b) Calculate Te c) Define immediate predecessors h d) Develop WBS e) Draw a network diagram f) Estimate task durations g) Find the critical paths h) Generate a complete, detailed task list i) Identify project objectives j) Write project scope statement 2. Draw network diagram for the following list of activities and their immediate predecessors. Draw start and end nodes. Activity Immediate predecessor A -- B -- C A, B D C E C F D G E H F, G I C 3. Given the following detailed task list, draw a network diagram, including starting and ending nodes. Task Immediate predecessor A -- B A C A D B E C F D, E 4. Identify all paths and their summed durations from the following detailed task list. Task Estimated duration Immediate Predecessors A-define info req 2 wks - B- analyze existing infrastruc 1.5 wks - C-define network req 1 wk. B D-design database 3 wks. A E-design network 2.5 wks. C F-implement 7 wks. D, E G-test 4 wks. F H-document database 1 wk. D I-user documentation 2 wks. C 5. What is/are the critical path(s) amongst the following paths through a project? Path 1: A-B-D = 8.5 mos. Path 2: B-C-I-J = 10 mos. Path 3: A-B-E = 5.5 mos. Path 4: B-F-G-J = 12 mos. 6. What is the shortest possible completion time for a project, given the following paths through a project from start to finish? A-B-D-F = 14 weeks A-G = 22 weeks A-C-H-I-J = 19 weeks 7. Identify all non-critical activities in the project with the following paths: A-B-C = 22 weeks B-J-K = 18 weeks A-B-D-E = 22 weeks A-B-I = 14 weeks B-L = 20 weeks 8. Identify all non-critical activities for a project with the following paths A-B-C = 10 days A-B-D = 8 days A-B-E-F = 8 days A-B-G = 9 days 9. Develop an early start early finish (ES/EF) schedule for the following project. Activity Duration Predecessor ES EF A Develop specifications 2 wks B Design 4 A C Documentation 5 A D Implementation 8 B, C E Testing 4 D 10. Develop an early start, early finish (ES/EF) schedule for the following project. Activity Duration Predecessor ES EF A Develop specifications 6 wks B Design 5 wks A C User Documentation 7 wks A D Implementation 11 wks B, C E Acceptance Testing 8 wks D F Develop marketing literature 8 wks A G Technical documentation 7 wks B, C, F 3 Example Scheduling Problem 1 v3 Before we can schedule a project, we will need to have done the following, in order: - Identify project objectives - Write project scope statement - Develop a WBS - Generate a complete detailed task list The above can be considered progressive elaboration of scope, And then we need to: - Define immediate predecessors If we do all of these things, we can then define a network diagram that illustrates the interrelationship among activities, and the various paths throughout the project. Before we can develop a schedule, using the critical path method, we also have to: - Estimate task durations The three (3) inputs to using the critical path method for scheduling are, therefore, (a) develop a detailed activity list with (b) immediate predecessors and (c) estimated task durations. What I am going to show you now is how to develop a project schedule, in the following basic steps: - Draw a network diagram - Calculate durations along all project paths - Find the critical path(s) - Calculate Te 1. Draw network diagram for the following list of activities and their immediate predecessors. Draw start and end nodes. The project is to put a consulting company’s marketing plan on the Internet. (Olson 2004, p. 207 #12). Activity Immediate predecessor A -- B -- C A, B D C E C F D G E H C I C, G J H, I K J L K ( See Network Diagram on Next) 2. Identify all paths from the network diagram above. Paths Path 1 – A-D-C-H-J-K-L Path 2 – A-D-C-I-J-K-L Path 3 – A-E-G-I-J-K-L Path 4 – A-F-G-I-J-K-L Path 5 – B-E-G-I-J-K-L Path 6 – B-F-G-I-J-K-L 2. Identify all paths and their summed durations from the following detailed task list. Activity Predecessor(s) Duration A-obtain your boss’s approval of your plan none 8 days B-obtain budget approval none 12 days C-obtain systems development approval D 10 days D-develop user specifications A 1 day E-obtain a marketing program from mktg A, B 120 days F-obtain a mktg program from consultant A, B 60 days G-review and select mktg program E, F 5 days H-perform systems dev of module contents C 80 days I-design system interface C, G 50 days J-review and approve systems development H, I 5 days K-test prototype J 10 days L-revision and final systems development K 20 days Path = Summed duration Path 1 – A-D-C-H-J-K-L = 8+1+10+80+5+10+20 = 19 + 80 + 35 = 134 days Path 2 – A-D-C-I-J-K-L = 19 + 50 + 35 = 104 days Path 3 – A-E-G-I-J-K-L = 8 + 120 + 5 + 50 + 35 = 218 days Path 4 – A-F-G-I-J-K-L = 8 + 60 + 5 + 50 + 35 = 158 days Path 5 – B-E-G-I-J-K-L = 12+120+5+50+35 = 222 days Path 6 – B-F-G-I-J-K-L = 222 – 120 + 60 = 162 days 3. What is/are the critical path(s) from the paths above? Path 5 – B-E-G-I-J-K-L = 12+120+5+50+35 = 222 days 4. What is the shortest possible completion time for the project, Te? 222 days 5. Identify all non-critical activities in the project: Activities A, C, D, and H do not fall on the critical path. 6. Develop an early start, early finish (ES/EF) schedule for the following project. Activity Predecessor Duration ES EF A obtain your boss’s approval of your plan none 8 days B obtain budget approval none 12 days C obtain systems development approval D D develop user specifications A 1 day E-obtain a marketing program from mktg A, B 120 days F-obtain a mktg program from consultant A, B 60 days G-review and select mktg program E, F 5 days H-perform systems dev of module contents C 80 days I-design system interface C, G 50 days J-review and approve systems development H, I 5 days K-test prototype J 10 days L-revision and final systems development K 7. Develop an early start, early finish (ES/EF) schedule for the following project. Activity Duration Predecessor ES EF A Develop specifications 6 wks B Design 5 wks A C User Documentation 7 wks A D Implementation 11 wks B, C E Acceptance Testing 8 wks D

Paper For Above instruction

Project scheduling is a critical component in effective project management, enabling managers to plan, coordinate, and control project activities to ensure timely completion within scope and budget. This paper discusses various methods and steps involved in project scheduling, including activity sequencing, network diagram development, critical path analysis, and schedule optimization, illustrated through practical examples.

Introduction

Developing a robust project schedule is fundamental for project success. It involves identifying activities, estimating durations, defining dependencies, and visualizing the sequence of tasks. The critical path method (CPM) is one of the most widely used techniques for scheduling, allowing project managers to identify the sequence of activities that dictates the minimum project duration. Proper scheduling enhances resource allocation, risk management, and stakeholder communication.

Activities and Predecessors Identification

The initial step in scheduling involves listing all project activities and their immediate predecessors. For instance, activities such as "Define information requirements" and "Analyze existing infrastructure" can commence independently, while others like "Develop user specifications" depend on prior tasks. Accurately defining these dependencies facilitates the construction of network diagrams, which visually represent task sequences and interrelations.

Network Diagram Development

The network diagram serves as a graphical representation of project activities and their relationships. Using nodes and arrows, it illustrates the sequence and dependencies among tasks. For example, activity A (Obtain boss approval) and B (Obtain budget approval) start independently, progressing through subsequent tasks like "Develop user specifications" and "Review and select marketing program." Drawing the diagram helps in identifying all possible paths and potential bottlenecks.

Path Analysis and Critical Path Identification

Once the network diagram is established, all possible paths from project start to finish are identified. Summing activity durations along each path reveals the total time required. The path with the longest duration is the critical path, which determines the shortest possible completion time for the project. For example, in a procurement and development project, the critical path may involve activities with extended durations like "Obtain systems development approval" and "Develop user specifications."

Schedule Optimization and Contingency Planning

Understanding the critical path enables project managers to allocate resources efficiently, prioritize critical tasks, and implement contingency plans for activities floating outside the critical path. Non-critical activities can be delayed without affecting the overall project duration, providing flexibility in resource management.

Practical Application: Illustrated Examples

Several examples demonstrate the application of scheduling principles. For instance, in a project to put a company's marketing plan online, activities range from "Develop specifications" to "Revision and final systems development." Analysis of activity durations, dependencies, and paths led to identifying the critical path as B-E-G-I-J-K-L with 222 days, representing the minimum project duration. Alternatives like early scheduling of non-critical activities help optimize overall project timelines.

Conclusion

Effective project scheduling relies on accurate activity identification, dependency establishment, and thorough analysis of paths and durations. Utilizing tools like network diagrams and critical path analysis enhances project control and success. As project complexities increase, advanced scheduling techniques—such as Program Evaluation and Review Technique (PERT) and resource leveling—become essential for managing uncertainties and optimizing resource utilization.

References

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  • Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.
  • PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Project Management Institute.
  • Heldman, K. (2018). Project Management JumpStart. Wiley.
  • Meredith, J. R., & Mantel, S. J. (2017). Project Management: A Managerial Approach. Wiley.
  • Leach, L. P. (2014). Critical Chain Project Management. Artech House.
  • Schwalbe, K. (2015). Information Technology Project Management. Cengage Learning.
  • Fleming, Q. W., & Koppelman, J. M. (2016). Project Management for Dummies. Wiley.
  • Heerkens, G. R., & Hervas, J. (2014). Project Management. McGraw-Hill Education.

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