DEVELOPING A PROJECT SCHEDULE
CHAPTER 6
activities to be completed, and the times for
WHERE ARE WE NOW the activities to start and finish along with the
longest path(s) through the network—the
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.
● Are networks really worth the struggle? The
answer is definitely yes, except in cases where
the project is considered trivial or very short in
duration
● The network is easily understood by others
LEARNING OBJECTIVES because the network presents a graphic display
of the flow and sequence of work through the
● Understand the linkage between WBS and the project.
project network. ● Once the network is developed, it is very easy
● Diagram a project network using AON to modify or change when unexpected events
methods. occur as the project progresses.
● Calculate early, late, and slack activity times. ● For example, if materials for an activity are
● Identify and understand the importance of delayed, the act can be quickly assessed and
managing the critical path. the whole project revised in only a few minutes
● Distinguish free slack from total slack. with the computer.
● Demonstrate understanding and application ● These revisions can be communicated to all
of lags in compressing projects or project participants quickly (for example, via
constraining the start or finish of an activity. e-mail or project website).
● Provides the basis for scheduling labor and
CHAPTER OUTLINE equipment.
● Enhances communication among project
stakeholders.
[Link] the Project Network
● Provides an estimate of project duration
[Link] Work Package to Network
rather than picking a project completion date
[Link] a Project Network
from a hat or someone’s preferred date. The
[Link]-on-Node (AON) Fundamentals
network gives the times when activities can
[Link] Computation Process
start and finish and when they can be delayed.
[Link] the Forward and Backward Pass
● Provides the basis for budgeting the cash
Information
flow.
6.7 Level of Detail for Activities
● Identifies which activities are “critical” and
6.8 Practical Considerations
should not be delayed.
6.9 Extended Network Techniques to Come Closer
● Highlights which activities to consider for
to Reality
compressing the project duration.
● Helps managers get and stay on the project
6.1. DEVELOPING THE PROJECT NETWORK plan.
THE PROJECT NETWORK DEFINED 6.2. FROM WORK PACKAGE TO NETWORK
● 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.
● Is a graphic flow chart depicting the project
activities that must be completed, the logical
sequences, the interdependencies of the
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Chapter 6: Developing a Project Schedule
PROJECT NETWORKS
6.3. CONSTRUCTING A PROJECT NETWORK
1. Networks flow typically from left to right.
2. An activity cannot begin until all preceding
TERMINOLOGY connected activities have been completed.
3. Arrows on networks indicate precedent and
flow and can cross over each other.
ACTIVITY 4. Each activity should have a unique
● An element of the project that requires time identification number.
but may not require resources 5. An activity identification number must be
● Typically an activity consumes time—either greater than that of any activities that
while people work or while people wait. precede it.
● Examples of the latter are time waiting for 6. Looping is not allowed.
contracts to be signed, materials to arrive, drug 7. Conditional statements are not allowed.
approval by the government, budget clearance, 8. Where there are multiple starts, a common
etc. start node can be used to indicate a clear
● Activities usually represent one or more tasks project beginning on the network. Similarly, a
from a work package. single project end node can be used to
● Descriptions of activities should use a indicate a clear ending.
verb/noun format: for example, develop
product specifications
6.4. ACTIVITY-ON-NODE (AON)
FUNDAMENTALS
PARALLEL ACTIVITIES
● activities that can take place at the same
time, if desired.
BURST ACTIVITY
● an activity that has more than one activity
immediately following it (more that one
dependency arrow flowing from it)
MERGE ACTIVITY
● an activity that has more than one activity
immediately preceding it (more than one
dependency arrow flowing to it)
PATH
● a sequence of connected, dependent
activities
CRITICAL PATH
● the path with the longest duration through the
network
TWO APPROACHES
NETWORK INFORMATION
ACTIVITY-ON-NODE (AON) (AUTOMATED WAREHOUSE)
● uses a node to depict an activity
ACTIVITY-ON-ARROW (AOA)
● uses an arrow to depict an activity
BASIC RULES TO FOLLOW IN DEVELOPING
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Chapter 6: Developing a Project Schedule
● Which activities represent the critical path?
○ (critical path — CP)
● How long can the activity be delayed?
○ (slack or float — SL)
NETWORK INFORMATION
(AUTOMATED WAREHOUSE)
AUTOMATED WAREHOUSE —
PARTIAL NETWORK
ACTIVITY-ON-NODE NETWORK
AUTOMATED WAREHOUSE —
COMPLETED NETWORK
ACTIVITY-ON-NODE NETWORK
[FORWARD PASS]
6.5. NETWORK COMPUTATION PROCESS
FORWARD PASS — EARLIEST TIMES
● How soon can the activity start?
○ (early start — ES)
● How soon can the activity finish?
○ (early finish — EF)
● How soon can the project finish? FORWARD PASS COMPUTATION
○ (expected time — TE) ● Add activity times along each path in the
network (ES + Duration = EF).
BACKWARD PASS — LATEST TIMES ● Carry the early finish (EF) to the next activity
● How late can the activity start? where it becomes its early start (ES) unless…
○ (late start — LS) ● The next succeeding activity is a merge
● How late can the activity finish? activity, in which case the largest early finish
○ (late finish — LF)
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Chapter 6: Developing a Project Schedule
(EF) number of all its immediate predecessor ● Is how long an activity can exceed its early
activities is selected. finish date without affecting the project end
date or an imposed completion date.
ACTIVITY-ON-NODE NETWORK ● Is simply the difference between the LS and
[BACKWARD PASS] ES (LS – ES = SL) or between LF and EF (LF –
EF = SL).
FREE SLACK
● Is the amount of time an activity can be
delayed without delaying any immediately
following (successor) activity.
● Is how long an activity can exceed its early
finish date without affecting the early start
dates of any successor(s).
● Allows flexibility in scheduling scarce
resources.
● Occurs only activity at the end of a chain of
activities, where you have a merge activity.
THE CRITICAL PATH
BACKWARD PASS COMPUTATION
● Is the network path(s) that has (have) the
● Subtract activity times along each path least slack in common.
starting with the project end activity (LF – ● Is the longest path through the activity
Duration = LS). network.
● Carry the late start (LS) to the next preceding ● Is the shortest expected time in which the
activity where it becomes its late finish (LF) entire project can be completed.
unless… ● Is important because it impacts completion
● The next succeeding activity is a burst time.
activity, in which case the smallest late start ● Is where you put best people on.
(LS) number of all its immediate successor ● Is where you pay extra attention when doing
activities is selected. risk assessment.
● Is where you don’t look when other managers
FORWARD AND BACKWARD PASS COMPLETED are asking to ‘borrow’ people or equipment.
WITH SLACK TIMES ● Is where you look when you don’t have time
to monitor all activities.
SENSITIVITY
● Network sensitivity is the likelihood the
original critical path(s) will change once the
project is initiated.
● A network schedule that has only one critical
path and noncritical activities that enjoy
significant slack would be labeled ‘insensitive’.
6.8. PRACTICAL CONSIDERATIONS
● Network Logic Errors
● Activity Numbering
DETERMINING SLACK (OR FLOAT) TIMES ● Use of Computers to Develop Networks (and
Gantt Chart)
● Calendar Dates
TOTAL SLACK ● Multiple Starts and Multiple Projects
● Tells us the amount of time an activity can be
delayed and not delayed the project.
NETWORK LOGIC ERRORS
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Chapter 6: Developing a Project Schedule
[ILLOGICAL LOOP]
USE OF LAGS
AUTOMATED WAREHOUSE PICKING SYSTEM
NETWORK
AUTOMATED WAREHOUSE PICKING SYSTEM
GANTT CHART
USE OF LAGS TO REDUCE PROJECT
DURATION
6.9. EXTENDED NETWORK TECHNIQUES TO
COME CLOSER TO REALITY
LADDERING
● Activities are broken into segments so the
following activity can begin sooner and not
delay the work.
USE OF LAGS TO REDUCE SCHEDULE DETAIL
AND PROJECT DURATION
● A lag is the minimum amount of time a NEW PRODUCT DEVELOPMENT PROCESS
dependent activity must be delayed to begin
or end.
○ Lengthy activities are broken down to
reduce the delay in the start of successor
activities.
○ Lags can be used to constrain
finish-to-start, start-to-start,
finish-to-finish, start-to-finish, or
combination relationships.
EXAMPLE OF LADDERING USING
FINISH-TO-START RELATIONSHIP
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Chapter 6: Developing a Project Schedule
● Has a duration that is determined after the
network plan is drawn.
● Is very useful in assigning and controlling
indirect project costs.
● Is used to aggregate sections of the project
to facilitate getting the right level of detail for
specific sections of a project.
HAMMOCK ACTIVITY EXAMPLE
USE OF LAGS (CONTINUED)
KEY TERMS
● Activity
● Activity-on-arrow (AOA)
● Activity-on-node (AON)
● Burst activity
● Concurrent engineering
● Critical path
● Early time
● Free slack (FS)
● Gantt chart
● Hammock activity
● Lag relationship
● Late time
● Merge activity
● Parallel activities
NETWORK USING LAGS ● Path
● Sensitivity
● Total slack
HAMMOCK ACTIVITY
● Spans over a segment of a project.
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