Tools › Project Management › Schedule
Schedule
2 tools in the Project Management area.
Project Schedule
Critical path method and PERT for an activity list pasted as text: forward and backward passes with early and late start and finish, total and free float, the critical path or paths and the project duration, with finish-to-start, start-to-start, finish-to-finish and start-to-finish relations and lags in the PMI notation (FS+2, SS, FF-1). Three-point estimates give the PERT expected duration and variance of every activity, the mean and standard deviation of the critical path, the probability of meeting a deadline and the deadline that can be met with a chosen confidence; a seeded Monte Carlo of 5,000 runs with triangular or PERT-distributed durations gives the duration percentiles and each activity's criticality index. A Gantt chart with the float and a duration histogram are drawn. The default case is the Reliable Construction Co. project of Hillier and Lieberman (Introduction to Operations Research, Chapter 22): 44 weeks on the critical path A-B-C-E-F-J-L-N, variance 9 and an 84.13 % chance of meeting the 47-week deadline, as the book prints.
2 worked examples reproduced, listed on the tool page.
Earned Value
Earned value management from a pasted period table of planned value, earned value and actual cost (periodic or cumulative): cost and schedule variances with their percentages, CPI, SPI and the cost-schedule index, percent scheduled, complete and spent, the estimate at completion by the four standard formulas (remaining work at the budgeted rate, at the cumulative CPI, at CPI × SPI, and actual cost plus a bottom-up estimate to complete) with the estimate to complete, variance at completion and the to-complete performance indices to BAC and to each EAC; the earned-schedule measures of Lipke (2003), ES by interpolation on the planned-value curve, SV(t), SPI(t), the duration forecasts IEAC(t) and the to-complete schedule index; a period-by-period table of the indices, the S-curve with the cost forecast and a chart of CPI, SPI and SPI(t). The default case is the late-finish project of Lipke's "Schedule is Different" (Table 2, 15 months, BAC 2,823) at the article's August status, whose earned schedule of 7.288 months the page reproduces; the actual-cost column is illustrative, the article has none.
3 worked examples reproduced, listed on the tool page.