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Introduction
The project network is the tool used for planning, scheduling and monitoring project progress. The network is developed from the information collected for the WBS and is a graphic flow chart of the project job plan. The network depicts the project activities that must be completed, the logical sequences, the interdependencies of the activities to be completed, and in most cases the time for the activities to start and finish along with the longest path(s) through the network - critical path. The network is the framework for the project information system that will be used by the project managers to make decisions concerning project time, cost and performance.
Circuit Board
Design Control A/C Design WP D-1-1 Specifications WP D-1-2 Documentation) Production WP P-10-1 Prototype 1 WP P-10-2 Final Prototype 2 Test WP T-13-1 Test A Specifications and Documentations B Prototype 1 C Software Preliminary D Final Prototype 2 F Software Final Version K Test
Experience suggests that when there are multiple starts, a common start node can be used to indicate a clear project beginning on the network.
Similarly, a single project end node can be used to indicate a clear ending.
Add effort
Forward Pass Backward Pass
B A C
A is called Burst Activity B and C are preceded by A. B and C can start at the same time if you wish.
A C B
C is called Merge Activity A and B can begin at the same time. They need to occur simultaneously. A and B must be completed before C can begin.
How soon can the activity start (Earliest Start)? How soon can the activity finish (Earliest Finish)? How soon can the project be finished (Expected Time)?
Backward Pass How late can the activity start (Late Start)? How late can the activity finish (Late Finish)? Which activities represent the Critical Path? How long can the activity be delayed (Slack or Float)?
Total slack tells us the amount of time an activity can be delayed and yet not delay the project. (Also called Project Slack).
Critical path has a slack of zero (or minimum). Slack or Float (SL) = LF EF = LS ES
Defined as the difference between the EF of and activity and the ES of the successor activity.
It can never be negative.
Activity-on-Node (AON)
A Application approval. 5
C Traffic study. 10
F Commission approval. 10
H Occupancy. 35
Legend
ES SL LS ID EF
D Service check. 5
Description Dur LF
Develop a Network
20
20
35
Rule FP3
15
20
30
30
200
200
235
Application approval. 5
Traffic study. 10
Commission approval. 10
Occupancy. 35
Rule FP2
Legend
ES SL LS ID EF
10
Service check. 5
Description Dur LF
Forward Pass
Rule BP2
15
20
30
30
200
200
235
Application approval. 0 5 5 10
Traffic study. 10 20 20
Rule BP3
Rule BP3
Legend
ES SL LS ID EF
10
Service check. 15 5 20
Description Dur LF
Rule BP2
Backward Pass
0 0 0
5 5 10
15
20 0 20
30
30 0 30
200
200 0 200
235
Application approval. 5 5
Traffic study. 10 20
Commission approval. 10 30
Rule BP3
Legend
ES SL LS ID EF
5 10 15
10
Service check. 5 20
Description Dur LF
Backward Pass
Activity-on-Node (AON) Another Example: Given the network diagram, draw bar chart.
C
5 A F
4 E
Legend
ES SL LS ID EF 1
B C D E F
Description Dur LF
Activity-on-Node (AON) Another Example: Given the network diagram, draw bar chart.
2 2 4 0 2 2 2 2 4 4 0 7 0 0 7 0 4 4 4 2 6 1 7 E 5 4 11 B 4 4 3 7 0 G 11 11 2 13 D 7 9 2 11 0 11 H 13 A 2 7 F 9 5 9 C 7
0
A
B C D E F
10
11 12 13
Legend
ES SL LS ID EF
Description Dur LF
The node, usually represented by a small circle, represent an event. Events represent point in time but do not consume time.
Each activity on the network has a start and end event node.
5 S
U
20 T 25
U is preceded by R, S and T. R, S and T can occur concurrently if you wish. Event 20 is the merge event.
10
15
N 50 M 54 O
75
N and O are preceded by M. When M is complete, N and O can start concurrently if you wish. Event 54 is the burst event.
79
21 F 19
E 23
G H
24
E and F must precede G and H. E and F can occur together if you wish. G and H can occur together if you wish. Event 23 is both a merge event and a burst event.
28
A 62 C 76 77 64
B 66 D 78
3 B, 15 A, 5 1 2 C, 10 Y D, 5 5 F, 10 7 X 4 E, 15 6 Z G, 170 8 H, 35
Legend
ES SL EF Dur
LS
LF
Develop a Network
Activity
10
3 B A 1
0 5 5
20
35 15
X C Y
10 5
A - Application approval B - Construction plans C - Traffic study D - Service availability check E - Staff report F - Commission approval G - Wait for construction H - Occupancy
2 D
5
6 Z
5
20
F
30
7
10
G, 170
30 200
H, 35
200 235
9
35
170
Legend
ES SL EF Dur
LS
LF
Forward Pass
Activity
10 10 20
3 X
20
35 15
B A 1
0 5 5 0 5
A - Application approval B - Construction plans C - Traffic study D - Service availability check E - Staff report F - Commission approval G - Wait for construction H - Occupancy
185
200
2 D
5
C Y
10 5
6 Z
5
20
F
30
7
10
G, 170
30 200
H, 35
200 235
9
35
15
20
20
170
30 200 200
30
235
Legend
ES SL EF Dur
LS
LF
Backward Pass
Activity
10 20
3 X
20 165 185
35 15 200
B A 1
0 0 0 5 5 5
A - Application approval B - Construction plans C - Traffic study D - Service availability check E - Staff report F - Commission approval G - Wait for construction H - Occupancy
2 D
5 10
C Y
10 5
6 Z
5
20
F
30
7
10
30
G
30 200
8
170
200
H
200 235
9
35
235
15
20
0
20
0
30
0
200
Legend
ES SL EF Dur
LS
LF
Backward Pass
Activity-on-Arrow (AOA) Another Example: Given the network diagram, draw bar chart.
D, 3
A, 2
2 E, 4
5 G, 2 6
B, 3 3 C, 1 F, 3
4
A
B
10
11 12 13
Legend
ES SL EF Dur
C D E F G
LS
LF
Activity-on-Arrow (AOA) Another Example: Given the network diagram, draw bar chart.
7 0 2 9 2 9
D, 3
2
2
2
4
A, 2
0 0
2
2
3 3 3 2 4
5
5
3 7
E, 4
3 0 7 4 7
G, 2 6
B, 3
3 C, 1
0 5 5 1 1 6
F, 3
1
5 6
4
3 9
4
A
B
Legend
ES SL EF Dur
C D E F G
LS
LF
Advantages
No dummy activities are used. Events are not used. Easy to draw if dependencies are not intense. Activity emphasis is easily understood by first level managers. CPM approach uses deterministic times to construct networks. Path tracing is simplified by activity / event numbering scheme. AOA is easier to draw if dependencies are intense. Key events or milestones can easily be triggered.
Disadvantages
Path tracing by activity number is difficult.
Network drawing and understanding are difficult when dependencies are numerous. Use of dummy activities increases data requirements.
Emphasis on events can detract from activities. Activity delays cause events and projects to be delayed.
The method for showing relationships among activities in the previous examples is called finish-to-start relationship because it assumes that all immediate preceding connected activities must be completed before the next activity can begin. In order to come close to the realities of projects, some useful extensions have been added, such as, laddering, use of lags and leads, and different form of relationships, other than just finish-to-start.
Trench (1/3)
Trench (1/3)
Trench (1/3)
Refill (1/3)
Refill (1/3)
Refill (1/3)
Also, used when ordering materials. For example, it takes one day to place the order but 19 days to receive the goods. This ensures that activity cost is tied to placing the order only rather than charging the activity for 20 days of work.
Lag 2 Activity A Activity B
Reduces the network detail and project delays by using lag relationships.
It is possible to find compression activities by changing finish-to-start relations to start-to-start relations with lags.
Trench Lay Pipe Lag 3 Lag 3 Refill
Prototype Lag 4
Testing
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