Developing A Network Plan

Developing a Network Plan
The Project Network

The project network is developed from the information
collected for the WBS and is a graphic flowchart of the
project job plan.
It is the tool for planning, scheduling, monitoring project progress.
The network depicts,
project activities that must be completed;

the logical sequences;
the interdependencies of the activities to be completed;
the times for the activities to start and finish;
the longest path through the network (the critical path).
The project network represents three quarters of the

planning process.
Grkan Kumbarolu - Bogazii University
6. 1
Project Management

The Project Network
The network provides valuable information & insights:
Planning
*
*
*
*
*
*
*
Provides realistic, simple & disciplined basis for attaining objectives;

Reduces the risk of overlooking tasks;
Facilitates longer range and more detailed planning of projects;
Provides a basis for scheduling labor and equipment;
Provides an estimate for project duration;
Indicates activities start/finish times and when they can be delayed;
Provides the basis for budgeting the cash flow of the project.
Communication
* Provides documentation & facilitates communication of project info;
* Enhances communication that melds all managers & groups together;
* Simplifies coordination at all levels of management.
6. 2
Project Management

The Project Network
The network provides valuable information & insights:
Psychological
* Encourages a team feeling;
* Useful in establishing interim schedule objectives and in delineation
of responsibilities to achieve them;
Control
*
*
*
*
*
Identifies which activities should not be delayed;

Highlights activities to consider if the project needs to be compressed
Facilitates the application of management by exception;
Immediately illustrates the effects of technical & procedural changes;
Minimizes surprises.
Training
* Useful in training new project managers and other personnel.
6. 3
Project Management

From Work Package to Network
Level 1 - Milestone Plan
A
B
C
D
E
F
Level 2 - Plans
Level 3 - Plans
WP -1
WP -2
WP -3
6. 4
Project Management

From Work Package to Network
B
Organizational Units
Lowest
Element
P-1O-1
Circuit
Board
Design
cost
account
Production
cost
account
Test
cost
account
Software
cost
account
Design
A
D-1-1
D-1-2
WP D-1-1 Specifications
WP D-1-2 Documentation
P-10-2
S-22-2
T-13-1
Final
Proto 2
4
Final
Software
2
Test
C
S-22-1
Production
WP P-10-1 Proto 1
WP P-10-2 Final Proto 2
B
Proto 1
Test Systems
WP T-13-1 Test
Software
A
Spec &
Docum
2
WP S-22-1 Prem Sftware

WP S-22-2 Final Sftware
Prelim
Software
3
6. 5
Project Management

Constructing a Project Network
Activity: An element of the project that requires time.
Merge Activity: An activity that has more than one activity
immediately preceding it.
Burst Activity: An activity that has more than one activity
immediately following it.
Parallel Activities: Activities that can take place
concurrently.
Path: A sequence of connected, dependent activities.
Critical Path: It is a longest path through the network.
Event: It is a point in time when an activity is started or
completed.
Activity-on-Node Networks: Node represents activities.
Activity-on-Arrow Networks: Arrow represents activities.
6. 6
Project Management

Constructing a Project Network
Basic Rules to Follow in Developing Project Networks:
1. Networks flow typically from left to right;
2. An activity cannot begin until all preceding activities have
been completed;
3. Arrows indicate precedence and flow; arrows can cross
over each other; their lengths and slopes are arbitrary;
4. Each activity should have a unique identification number;
5. An activity identification number must be larger than that
of any activities that precede it;
6. Looping is not allowed;
7. Conditional statements are not allowed;
8. There should be a single start node and a single end node.
6. 7
Project Management

Activity-on-Node Fundamentals
A
Y
X
Z
J
K
L
X
AA
A is preceded by nothing;
B is preceded by A;
C is preceded by B.
Y and Z are preceded by X;
Y and Z can occur concurrently, if so desired;
X is a burst activity; Y, Z are parallel activities
J, K, L can occur concurrently, if so desired;

J, K, L must all be completed before M can begin;
M is a merge activity; J, K, L are parallel activities;
M could also be a milestone.
Z is preceded by X and Y;
AA is preceded by X and Y;
Z and AA can occur concurrently, if so desired.
6. 8
Project Management

Activity-on-Node Fundamentals
KOLL Business Center - Network Information
Activity
A
B
C
D
E
F
G
H
Description
Preceding Activity
Application approval
None
Construction plans
A
Traffic study
A
Service availability check
A
Staff report
B, C
Commission approval
B, C, D
Wait for construction
F
Occupancy
E, G
Activity Duration
5
15
10
5
15
10
170
35
Construction
plans
Staff
report
Occupancy
Application
approval
Traffic Study
Commission
approval
Wait
construction
D
Service avail
check
6. 9
Project Management

Network Computation Process
Forward PassEarliest Times
How soon can the activity start? (early startES)
How soon can the activity finish? (early finishEF)
How soon can the project finish? (expected timeET)
Backward PassLatest Times

How late can the activity start? (late startLS)
How late can the activity finish? (late finishLF)
Which activities represent the critical path?
How long can it be delayed? (slack or floatSL)

6. 10
Project Management

Add activity times along each path in the network
(ES + Duration = EF).
Carry the early finish (EF) to the next activity where
it becomes its early start (ES) unless
The next succeeding activity is a merge activity, in
which case the largest EF of all preceding activities
is selected.
Forward Pass Computations
6. 11
Project Management

5
20
20
Construct
plans
35
Staff
report
15
15
200
H 235
Occpancy
Applictn
approval
15
Traffic
study
10
20
30
30
35
G 200
Commisn
approval
Wait
constructn
10
170
Legend
10
ES
Service
check
ID
EF
SL Description
LS Dur LF
Forward Pass Computations

6. 12
Project Management

Subtract activity times along each path in the
network (LF - Duration = LS).
Carry the late start (LS) to the next activity where it
becomes its late finish (LF) unless
The next succeeding activity is a burst activity, in
which case the smallest LF of all preceding activities
is selected.
Backward Pass Computations
6. 13
Project Management

5
20
20
Construct
plans
165
15
185 15 200
20
Applictn
approval
Traffic
study
10 10
20
10
10
Service
check
15
15
20
0
30
Commisn
approval
20 10
30
30
35
Staff
report
G 200
200
H 235
Occpancy
200 35 235
Wait
0 constructn
30 170 200
Legend
ES
ID
EF
SL Description
20
LS Dur LF

6. 14
Project Management

Free Slack
The amount of time an activity can be delayed without
delaying any immediately following (successor) activity.
Total Slack (or just Slack)

The amount of time an activity can be delayed without
delaying the entire project.
The critical path is the network path(s) that has

(have) the least slack in common.
6. 15
Project Management

5
15
20
20
Construct
plans
180
20 15
Applictn
15 approval
15 5 20
20
Traffic
study
10
25 10
35
10
25
Service
check
30
35
Staff
report
200 15 215
35
20
30
Commisn
30
G 200
H 235
15
Occpancy
215 35 250
Wait
15 approval
15 constructn
35 10
45 170 215
45
200
Legend
ES
ID
EF
SL Description
35
LS Dur LF
Externally Imposed Deadline > Expected Completion Time

6. 16
Project Management

5
-5
0
Applictn
- 5 approval
-5 5
0
20
20
Construct
plans
160
15
180 15 195
15
Traffic
study
10
10
15
10
Service
check
10
20
30
Commisn
30
35
Staff
report
G 200
H 235
-5
Occpancy
195 35 230
Wait
- 5 approval
- 5 constructn
15 10
25 170 195
25
200
Legend
ES
ID
EF
SL Description
15
LS Dur LF
Externally Imposed Deadline < Expected Completion Time

6. 17
Project Management

Network Logic Errors
Conditional statements;
Looping.
Activity Numbering: Each activity needs a unique ID code.

Use of Computers
Computations, Data storage and updating, Network development
Calendar Dates
Ultimately they must be deployed;
Most computer programs will do it automatically.
Multiple start and/or end activities

Some computer programs require a common start and finish;
Dangler paths are confusing at best;
Dangler paths can be avoided by defining specific start, finish
nodes.
6. 18
Project Management

Gantt Charts
Application
approval
Construction
plans
Traffic study
10
Service check
15
Staff report
Commission
approval
Wait for
construction
10
170
35
Occupancy
50
100
150
200
235
Gantt Chart of the Koll Business Center Project

(where every activity is scheduled to start at its earliest start time)
6. 19
Project Management

Extended Network Techniques
A1
A2
A3
Trench 1/3
Trench 1/3
Trench 1/3
B1
B2
B3
Lay Pipe 1/3
Lay Pipe 1/3
Lay Pipe 1/3
C1
C2
C3
Refill 1/3
Refill 1/3
Refill 1/3
Example of Laddering Using Finish-to-Start Relationships

(a pipe laying project)
6. 20
Project Management

A Lag is the minimum amount of time a dependent activity must be
delayed to begin or to end.
Finish-to-Start Relationships offer the ability to delay the next
activity in a sequence even when the preceding activity is completed.
Lag 2
Finish-to-Start
Relationship
e.g. it takes two days for transport
6. 21
Project Management

Start-to-Start Relationship typically depicts a situation in which a
portion of one activity is performed and the successor activity is
initiated before completing the first.
Trench
1 mile
Lag 3
Lay pipe
1 mile
Start-to-Start
Relationship
6. 22
Project Management

Finish-to-Finish Relationship is used when the finish of one activity
depends on the finish of another activity.
Prototype
Lag 4
Testing
Finish-to-Finish
Relationship
6. 23
Project Management

Start-to-Finish Relationship is used when the finish of one activity
depends on the start of another activity.
Testing
System
document
Lag 3
Start-to-Finish
Relationship
6. 24
Project Management

Extended Techniques Example
Legend
ES ID EF
Lag 10
15 C
5
20
0
10 15
20
5
15
SL
Lag 5
SL
LS Dur LF
25
15 E
0
30
0
15 15 30
30 F
0
40
40 H
30 10 45
45
50
0
50
Lag 10
Lag 5
10 D
25
25 G
11
11
11
21 15 36
36
6. 25
40
0
4
Lag 10
40
Project Management
Wind Energy Plan Project

Activity Durations and Precedence Relationships
6. 26
Project Management

The Project Network
H
D
A
Start
I
2
J
N
Finish
K
B
6. 27
Project Management

The Project Network
Activity
Code
Duration
(month)
A
B
C
D
E
F
G
H
I
J
K
L
M
N
2
12
2
2
4
4
3
5
3
3
6
9
1
1
Early
S tart
Early
Finish
0
0
0
2
2
4
2
4
5
7
2
2
10
11
2
12
2
4
6
8
5
9
8
10
8
11
11
12
6. 28
Late
S tart
0
0
0
2
3
4
4
5
5
7
5
2
10
11
Late
Finish
S lack
2
12
2
4
7
8
7
10
10
10
11
11
11
12
0
0
0
0
1
0
2
1
0
0
3
0
0
0
Project Management

The Gantt Chart
Activity
Code
A
B
C
D
E
F
G
H
I
J
K
L
M
N
Time Plan (months)

1
6. 29
10
11
12
Project Management
Air Control Project

The Project Plan
6. 30
Project Management
Air Control Project

MS Project Output
6. 31
Project Management
Activity On Arc
Rules
1.
Node 1 represents the start of the project. An arc should lead from node 1
to represent each activity that has no predecessors
2.
A finish node representing the completion of activities should be included
3.
Nodes should be numbered successively
4.
An activity should not be represented by more than one arc in the network
5.
Two nodes can be connected by at most one arc
6. 32
Project Management
Activity On Arc
Example
Activity
Predecessors
Duration (days)
A, B
A, B
10
C, E
12
ET(i): Early event time; earliest time at which the event corresponding to node i can occur
LT(i): Late event time; latest time at which the event corresponding to node i can occur
TS(i,j) = LT(j) ET(i) dij
FS(i,j) = ET(j) ET(i) dij
6. 33
Project Management
References:
Larson E. W and Gray C. F., Project Management: The
Managerial Process, 5th ed. Mc Graw Hill/Irwin, NY, USA, 2011
Winston, L.W., Operations Research:
Algorithms 4th ed. Duxbury Press, 2003.
Applications
and
Original slides courtesy of Prof. Ilhan Or.
6. 34
Project Management

Developing A Network Plan - CPM

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The Project Network

The network depicts,

project activities that must be completed;

The project network represents three quarters of the

Developing a Network Plan

Provides realistic, simple & disciplined basis for attaining objectives;

Developing a Network Plan

Identifies which activities should not be delayed;

Grkan Kumbarolu - Bogazii University

Developing a Network Plan

Grkan Kumbarolu - Bogazii University

Developing a Network Plan

WP S-22-1 Prem Sftware

Grkan Kumbarolu - Bogazii University

Developing a Network Plan

Developing a Network Plan

Developing a Network Plan

Grkan Kumbarolu - Bogazii University

J, K, L can occur concurrently, if so desired;

Developing a Network Plan

Grkan Kumbarolu - Bogazii University

Developing a Network Plan

Backward PassLatest Times

How long can it be delayed? (slack or floatSL)

Developing a Network Plan

Developing a Network Plan

Forward Pass Computations

Developing a Network Plan

Developing a Network Plan

Backward Pass Computations

Developing a Network Plan

Total Slack (or just Slack)

The critical path is the network path(s) that has

Developing a Network Plan

Externally Imposed Deadline > Expected Completion Time

Developing a Network Plan

Externally Imposed Deadline < Expected Completion Time

Developing a Network Plan

Activity Numbering: Each activity needs a unique ID code.

Multiple start and/or end activities

Developing a Network Plan

Gantt Chart of the Koll Business Center Project

Developing a Network Plan

Lay Pipe 1/3

Lay Pipe 1/3

Lay Pipe 1/3

Example of Laddering Using Finish-to-Start Relationships

Grkan Kumbarolu - Bogazii University

Developing a Network Plan

Grkan Kumbarolu - Bogazii University

Developing a Network Plan

Developing a Network Plan

Grkan Kumbarolu - Bogazii University

Developing a Network Plan

Grkan Kumbarolu - Bogazii University

Developing a Network Plan

Grkan Kumbarolu - Bogazii University

Wind Energy Plan Project

Grkan Kumbarolu - Bogazii University

Wind Energy Plan Project

Grkan Kumbarolu - Bogazii University

Wind Energy Plan Project