Scheduling Optimization with Line of Balance and Start-to-Finish Relations
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The document discusses a session on scheduling optimization using start-to-finish relationships and line of balance methods, highlighting their applications and complexities in project management. It emphasizes the unique nature and rare usage of start-to-finish relationships, as well as the line of balance technique utilized in construction for improving scheduling efficiency. The key takeaway is the potential risks and unexpected results that may arise from employing such scheduling methods, particularly concerning project communication and float removal.
Scheduling Optimization with Line of Balance and Start-to-Finish Relations
- 1. Session Title: Scheduling Optimization with Line of Balance and Start-to-Finish Relations Session Code: EM15CPX01 Ricardo Viana Vargas UNOPS - UFF Felipe Fernandes Moreira UFC
- 2. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Session Objectives Discuss the applications of the Start-to-Finish relationships Schedule optimization with LBSM Investigate the unexpected results of using SF relationships
- 3. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Project Planning Activity List Precedence Diagram Method Network Diagram PROJECT SCHEDULING
- 4. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Activities Dependencies PREDECESSOR SUCCESSOR The PMBOK® 5th edition makes it explicit: Logical Relationships ≠ Chronological Relationships 1st to 4th editions: only at the Glossary
- 5. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Activities Relationships PMBOK® 5th edition (2013)
- 6. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Start-to-Finish (“SF”) Relationship “The completion of the successor activity depends upon the initiation of the predecessor activity.” “SF” is rare – listed only to present all the relationships. (PMBOK all editions)
- 7. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Start to Finish (“SF”) Relationship 1st and 2nd editions: typically only professional scheduling engineers use the “SF” relationships Warns that the usage of relationships other than the most common (“finish-start”) may produce unexpected results, since their implementation is not consistent
- 8. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance • Absent from Project Management Body of Knowledge • Technique used at construction industry at Brazil, Finland and Australia (HENRICH & KOSKELA, 2006) • Related with Lean Construction and Last Planner System • “Unit of Production x Time” Chart • Different from the usual “Activity x Time” Gantt Chart
- 9. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method • Scheduling according to the rate of production • Number of working units delivered by a working crew List of Activities
- 10. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method Schedule using the Gantt chart
- 11. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method Schedule using the LBSM
- 12. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method Schedule using the LBSM Rate of Activities Production Angular Coefficient of each line 0.25 units/day 0.50 units/day 0.33 units/day
- 13. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method Balancing the lines Make the rate of production of the activities to be as similar as possible Reduce the Task 2 “speed” (make its angular coefficient smaller) Reduce its resources by half – increase duration from 2 to 4 days
- 14. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method Balancing lines to achieve a schedule reduction 0.25 units/day 0.50 units/day 0.33 units/day Project finishing earlier
- 15. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method 4 lines (4 production units) 12 lines (3 tasks for 4 floors)
- 16. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method • Significant reduction of lines • The bigger the number of repetitions, the bigger the reduction • Applicable at all sort of repetitive processes – Eg.: Construction of 100 km, with 20 tasks for each kilometer
- 17. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method • Construction industry: tasks are scheduled continuously (KENLEY & SEPPÄNEN, 2010) • Could be scheduled without this restriction Line of Balance without the continuity of repetition
- 18. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method 0.250 units/day 0.286 units/day 0.267 units/day
- 19. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method 3-day reduction Line Balacing Schedule Reduction Line Balacing is a “Crashing Method!”
- 20. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Line of Balance Scheduling Method Breaking the continuity restriction will increase the total time of resource allocation! 16 days 14 days 15 days 16 days 8 days 12 days
- 21. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation for continuous sequencing of tasks Peculiarity: how to model this schedule?
- 22. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation for continuous sequencing of tasks Task 1 on the 4th floor defines the start date of Task 2 on the 4th floor The last task offers the time constraint for the task progression! Task 2 faster than Task 1 “FS relations” Connected at the 4th floor
- 23. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation for continuous sequencing of tasks Network Diagram with the logical relationship between tasks
- 24. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation for continuous sequencing of tasks Can’t use the “FS” relation Time constraint is transmitted “downward” from 4th to 1st floor. Done with the “SF” relation.
- 25. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation for continuous sequencing of tasks SF relation between the repetitions of Task 2
- 26. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation for continuous sequencing of tasks Connected at the 1st floor 4th floor is no longer the time constraint for the task progression. Time constraint move “upwards” using the “FS” relation!
- 27. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation for continuous sequencing of tasks Complete network diagram for the example Important: PM softwares will show every task as critical
- 28. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation for continuous sequencing of tasks Task 2 on the 2nd, 3rd and 4th floor are not critical!
- 29. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” on optimization of resources (Just In Time) Network Diagram
- 30. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” on optimization of resources (Just In Time) Overproduction in Anticipation – One of the Seven Wastes of Production Systems (OHNO, 1997, and SHINGO, 1996) Finishing at the 13th day, needed only at 25th day
- 31. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” on optimization of resources (Just In Time) New network diagram with the SF relation
- 32. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” on optimization of resources (Just In Time) All the tasks are critical! Risk for any delivery or communication between Task A and Task E!
- 33. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation for milestones and support activities Combination of the first and second uses: First when the time constraint is applied to the end of the sequence Second Schedule tasks as late as possible right away
- 34. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation for milestones and support activities Milestone 1 being the end of Painting tasks
- 35. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. “SF” relation on “Backward Planning” • Consider the end of the project as a Milestone • Subordinate all of the tasks to this milestones • The schedule development goes “backwards”, from the end to the start • Backward Planning, a tool of Critical Chain Project Management (Kishira, 2009) • Similar to the “Drum-Buffer-Rope Scheduling” for manufacturing processes (COX III & SPENCER, 2002)
- 36. “PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2012 Permission is granted to PMI for PMI® Marketplace use only. Conclusions • “Start-Finish” for: – LBSM – Pulling mechanism – Milestones and support activities scheduling – Backward planning • “Unexpected results” are related to the increase at the risk of the project due to: – The removal of floats – The increase in communication complexity
- 37. 37 Ricardo Viana Vargas ricardo@ricardo-vargas.com ricardo-vargas.com @rvvargas /in/ricardovargas +45 4533 7673 Felipe Fernandes Moreira felipef@gmail.com /in/felipefmoreira +55 85 32675722 +55 85 86999108 Contact Information