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Project Management: A Managerial Approach, 8th Edition by Samuel J. Mantel Jr., Jack R. Meredith

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CHAPTER 8

Scheduling

The previous chapter initiated our discussion of project implementation. In this and the following three chapters, we continue with the implementation of the project plans we made in Chapter 6. In this chapter, we examine some scheduling techniques that have been found to be useful in project management. We cover the Program Evaluation and Review Technique (PERT), the Critical Path Method (CPM), Gantt charts, and briefly discuss Precedence Diagramming and report-based methods. Risk analysis and management will be considered as an inherent feature of all scheduling methods, and a simulation of a project schedule will be demonstrated.

In Chapter 9, we consider the special problems of scheduling when resource limitations force conflicts between concurrent projects, or even between two or more tasks in a single project. We also look at Goldratt's “critical chain” (1997) and ways of expediting activities by adding resources. Following a discussion of the monitoring and information system function in Chapter 10, we discuss the overall topic of project control in Chapter 11.

images 8.1 BACKGROUND

A schedule is the conversion of a project work breakdown structure (WBS) into an operating timetable. As such, it serves as the basis for monitoring and controlling project activity and, taken together with the plan and budget, is probably the major tool for the management of projects. ...

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