MST 326 Lecture 7
Project planning
John Summerscales
School of Engineering
University of Plymouth
Golden rule:
“A golden rule in terms of estimating
the time required is to assume people
are only productive four out of five
days”
C Sheldon and M Yoxon, Environmental Management Systems
– third edition, Earthscan, London and Sterling VA, 2006.
Lecture outline
Gantt charts
 Project Evaluation Review Technique (PERT)
 Critical Path Analysis/Method (CPA/CPM)


Technology Road Maps (TRM)
What is a project ?
a group of people brought together
to achieve a defined objective
in a defined period of time
and with defined resources
Measuring success?
deliverables: what will be achieved
 deadlines: when will it happen
 milestones: end of each significant stage
 are there quantitative parameters ?

Success or failure ?
• deadline achieved
or if not then why?
• budgets met
or reasons for variances
• acceptability of the finished item
match to specification/customer expectations
• consequences
culture change or new strategic alliances
Project management
develops innovative, creative and
committed managers
 provides a vehicle for measurement of
resource effectiveness and for optimisation
 permits strategic accountability

Henry Laurence Gantt
• graphical representation of
the duration of tasks plotted vs time
• e.g. student timetable
• load chart shows
workload relative to capacity
• one row per person vs hours in the day
• progress chart shows
succession of tasks from start to finish
Gantt chart: progress chart
2002
Code
Title
Funding
B480
B539
B440
B359
B520
B508
B522
B533
B180
B481
Remote technol
DERA
IGDS module
U Bristol
Research Inst
CASE
Finite element
NFFRI
SperBoy
DTI
Improves
EPSRC
Hammerhead
EPSRC
Doctoral Trg
EPSRC
Al welding
Corus
IJ Fatigue
Elsevier
Bob Allen
self
Chiew S Tan
HEFCE
Sii Pin Ting
GR/Corus
Port Elizabeth Technikon
HEFCE
Stefanos Mintsis
self
PI
Ja Fe Mr Ap My Je Jl
2003
Au Se Oc No De Ja Fe Mr Ap My Je Jl
2004
Au Se Oc No De Ja Fe Mr Ap My Je Jl
Faculty of Technology
B180
JC
JC
RS
MNJ
JC
RS
RS
JS
MNJ
MNJ
MAB
RS
MNJ
MNJ
YMD
3482
3316
3888
Teaching Company Schemes
Centrax 2
TCD RSB
Harlequin
TCD Moate
Move Virgo
TCD JS
3116
2783
3106
3161
3216
3078
3067
3482
3067
3067
3720
3223
3819
4198
4274
Pump International
Teignbridge 1
M4 Data
Teignbridge 2
Smart Mfg
Plastech
GKN TCA Lara
Centrax 1
GKN TCA Iosif
GKN TCA Robert
Vortok
Derlite
Bakare
Plastech
Dowty Propellers
TCD
TCD
TCD
TCD
TCD
TCD
TCD
TCD
TCD
TCD
TCD
TCD
TCD
TTI
TTI
DJG
Childe
RSB
MEM
DJG
SMG
JS
RS
SMG
TJS
JS
JWB
JWB
SMG
TJS
Ended May 2000
Ended July 2000
From March 1999
From August 1998
From May 2001
From April 2001
From September 2001
From October 2001
From September 1996
From October 1999
Matthew Knight
LiWu Wei
Fraser Johnson/Nicky Harper
Sarvat Ahmad
Dedy Loebis/Wasif Naeem
Chris Leavey
Until September 2004
Until September 2004
Bob Allen
Chiew S Tan
Sii Pin Ting
Hannalie Lombard
Stefanos Mintsis
Not taken up
Not taken up
Not taken up
From July 2000
From July 2000
From January 2001
From August 2000
From October 2000
From January 2001
From May 2001
From June 2001
From October 2001
From November 2001
From November 2001
From November 2001
Keith Menadue
Stewart Kelly
Steven Watts
Sarah Dransfield
Craig Yeo
Leslie Bond
Lara Attridge
Andrew Barrington
Iosif Progoulakis
Robert Blackburn
Alan Sleith
Adrian Popovici
Kevin Brooker
Stephen Walden
Robert Witik
Au Se Oc No De
Gantt chart: CFD of RIFT research
Computational Fluid Dynamics Modelling of the Resin Infusion Under Flexible Tooling Process
Quarter commencing
Apr-02
Jul-02
Oct-02
Jan-03
Apr-03
Jul-03
Oct-03
Jan-04
Apr-04
Jul-04
Oct-04
Jan-05
University of Plymouth
~~~~~ RA1 ~~~~~
Plain
Twill
Satin
Permeability measurements by RTM
Plain
Permeability-volume fraction relationships
Twill
Plain
Satin
Twill
Compressibility of fabrics
Milestone 1
Biaxial
M1
Biaxial
Satin
Milestone 2
Deliverable 1
Plain
Section laminates
Characterisation of fabric structure
Biaxial
M2
Twill
D1
Satin
Plain
Biaxial
Twill
Satin
Milestone 3
Mechanical Properties
Biaxial
M3
Plain
Twill
Satin
Biaxial
Satin
Deliverable 2
~~~~~ RA2 ~~~~~
RIFT of composite panels
Familiarisation with CFD package
Macro-CFD of permeability expts
Plain
Twill
Satin
Biaxial
Plain
Twill
Satin
Biaxial
D2
Biaxial
Milestone 4
Deliverable 3
M4
D3
Plain
Micro-CFD of permeability expts
Milestone 5
Deliverable 4
Twill
M5
D4
University of Bristol
Familiarisation with CFD package
Identify repeat cells
Undertake simple calculations
Plain
Milestone 6
Twill
Plain
Satin
Twill
Biaxial
Satin
M6
Biaxial
Slip-boundary condition
Undertake permeability calculations
Milestone 7
Deliverable 5
M7
D5
Compare/coupling 1st and 2nd calculations
Develop adaptive grids
Deliverable 6
D6
Variable thickness cavity models
Solutions for non-uniqueness problem
Milestone 8
Deliverable 7
Deliverable 1
Deliverable 2
Deliverable 3
Deliverable 4
Deliverable 5
Deliverable 6
Deliverable 7
Deliverable 8 (both Partners)
M8
D7
Plymouth
Plymouth
Plymouth
Plymouth
Bristol
Bristol
Bristol
All
Permeability/volume fraction relationships including validation of Kozeny-Carman model or alternatives
Structure-process-property relationships for the four fabrics
Macroscopic CFD models of the permeability experiments
Microscopic CFD models of the permeability experiments
Model for slip-boundary conditions implemented in CFD
Moving and adaptive grids implemented in CFD code
Modelling of the resin infusion process by computational fluid dynamics software
Correlation of results into Final Report
MS Project ... formats
•
•
•
•
•
•
•
•
Calendar
Gantt chart
Network diagram
Task usage
Resource graph
Resource sheet
Resource usage
Report
Program Evaluation Review
Technique (PERT)

graphic representation of schedule for project
– developed by USN for Polaris missile programme

shows
– sequence of tasks
– which tasks can be performed simultaneously
– permits determination of the critical path for the
individual tasks to be completed on time in order
for the project to meet its completion deadline
Critical Path Analysis/Method

developed by the private sector at the time
that PERT was started
– has become synonymous with PERT
– referred to as any of CPM, PERT or PERT/CPM
critical path is the set of individual tasks
(each dependent on the preceding one)
which taken together require the
longest time to complete (i.e. minimum time)
 can be much more difficult to interpret than a
Gantt chart.

Node in a PERT chart
Network diagram for printer
Figure 10.1 from Curtis book
Activity on node structure
Figure 10.2 from Curtis book
Printer project
activity on node activity
times
Figure 10.3 from Curtis book
Printer project activity on
node earliest start times
Figure 10.4 from Curtis book
Printer project activity on
node latest finish times
Figure 10.5 from Curtis book
Float for manufacture of the
prototype
Figure 10.6 from Curtis book
Bar chart for printer project
Figure 10.7 from Curtis book
Projects and resource loading
Figure 10.8 from Curtis book
Resource levelling
Figure 10.9 from Curtis book
Basic CPM diagram
Figure 3-18 from Hicks book
CPM Diagram with timings
Figure 3-20 from Hicks book
Tabular analysis
Table 3-8 from Hicks book
Time-scaled CPM network
Figure 3-21 from Hicks book
A beta distribution in PERT
Figure 3-22 from Hicks book
Beta distribution calculation
A = most optimistic time
M = most likely time
B = most pessimistic time
X = mean = (A + 4M +B)/6
S2 = variance = [(B - A)/6]2
Times A and B expected to occur only 1% of the time
Density function for
project completion time
Figure 3-23 from Hicks book
References



Tony Curtis,
Business and Marketing for Engineers and Scientists,
McGraw-Hill, Maidenhead, 1993. ISBN 0-07-707-868-3.
Philip E Hicks,
Industrial Engineering and Management - a new perspective,
McGraw-Hill, 1994. ISBN 0-07-028807-0.
Richard Pettinger,
Introduction to Management,
Macmillan, Basingstoke, 1994. ISBN 0-333-59769-9.
Technology Road Maps (TRM)

the most basic form can be considered as a
time-based chart consisting of a number of
layers
– commercial,
– technological,
– legislative, and
– environmental perspective
Technology Road Maps (TRM)

Developing a Technology Road Map
requires three steps:
– Market requirements forecast,
– Product implications forecast, and
– Technology implications forecast.