Scribd
Upload
67 views

Module 6 - Network and CPM

This document discusses network analysis and the critical path method for project scheduling. It covers breaking work packages into activities, sequencing activities, determining durations, and calculating the critical path. The critical path method uses precedence diagrams and calculations to determine the earliest and latest start and finish dates for each activity in order to identify the longest path through the project and calculate float. Calculating the critical path and float is an iterative process that involves adjusting activity relationships and durations to meet a target project completion date.

Uploaded by

Rana Ahmad Aamir
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
67 views

Module 6 - Network and CPM

This document discusses network analysis and the critical path method for project scheduling. It covers breaking work packages into activities, sequencing activities, determining durations, and calculating the critical path. The critical path method uses precedence diagrams and calculations to determine the earliest and latest start and finish dates for each activity in order to identify the longest path through the project and calculate float. Calculating the critical path and float is an iterative process that involves adjusting activity relationships and durations to meet a target project completion date.

Uploaded by

Rana Ahmad Aamir
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 19

Dr.

Khalid Ahmad Khan


[email protected]

Network Analysis &


Critical Path Method
Module 6
1
Work(Scope) to Activities(Actions)

Work packages are


broken down into
activities that must be
completed to create the
deliverable (WBS
Dictionary)

Schedule is focused on
identifying and
documenting activities
to produce the
deliverables

2
Steps in developing the Schedule

List Sequence Duration Schedule


Determine what activities Determine the sequence of Determine what resources Calculating the critical path
must be accomplished activities are available, when and the and the float of a network
duration of the activity diagram
Know how to compress a
project schedule
Know the different types of
networks

3
Activity Attributes

• Typical attributes: (partial list)


• Identifier
• Activity Description
• Person Responsible for doing
the work
• Predecessor activity
• Successor activity
• Lead & Lag
• Constraints & Assumptions
• Level of effort

4
Sequence Activities

This involves the order in which the activities will


be performed and how many activities can be done
at the same time (also known as parallel paths).

Sequencing is important because we want to


complete the project ASAP and yet develop a
realistic schedule.

5
Sequence Activities
Dependency
Determination
• Mandatory Dependencies (hard
logic)
• Discretionary Dependencies:
• Soft Logic
• Preferential Logic
• External Dependencies

External
A
C

B
6
Activity Relationships

Finish to Start Finish to Finish


A A

B B

Start to Start Start to Finish


A A

B B

7 7
Applying Leads and Lags
Lag: directs a delay in the successor activity

Finish to Start
A
A Lag = 2 Days

B B

Lead: allows the acceleration of the successor activity


Finish to Start
A
A
Lead = 2 Days
B B
Precedence Diagramming Method (PDM)

A B C

Start Finish

D E F

The name of the activity is


put in the box

9
Group Exercise
Draw a Network Diagram Using the
Precedence Diagramming Method (PDM)
Activity Predecessor

Start -
A Start
B Start
C A, B
D C
E C
F D
End F, E

10
Solution

A D F

Start C End

B E

11
Milestone Chart
Milestones are zero duration activities that mark the start of finish of important
Phases or steps in a project.
Example:
• Project Start
• Ground Breaking
• Design Approval
• Project Finish
W1 W2 W3 W4 W5
Designer Selected

Plans Created

Contractor Selected

12
Project should only have Use milestones to make Use as few relationships Avoid the use of negative
two open ends the start or completion as possible lags – connect by
of important project selecting the appropriate
events or contract relationship type
requirements

Avoid using lags unless Use Imposed Finish Any change to activity
necessary – use constraint for time duration should be inline
constraints where critical schedules to with resource change
possible i.e. Start no identify and remove
earlier than, Finish no negative floats
later than, etc

Scheduling Best Practices

13
Estimate Activity
Durations
• Primarily concerned with
identifying how many work
periods the activity will take.
• Work periods are expressed as
elapsed time.
• Important: Know the difference
between the amount of effort an
activity takes to complete, and the
duration (elapsed time) for
completing an activity.

14
Schedule (CPM)

• Critical Path Method uses activity


sequence to identify the longest
path (critical path) through the
schedule – this path determines
the project duration.
• Schedule determines the start
and finish dates for the project.
• Generally this process will need
to be iterated by adjusting activity
relationships and/or durations to
meet target completion date.

15
CPM Calculation Method

Forward pass through network


Early Finish of Activity = Early Start of
determines Early Start and Early Finish for Predecessor + Duration - 1
each activity and the Project Duration.

Backward pass through network


Late Start of Activity = Late Finish of Activity –
determines Late Start and Late Finish for Duration + 1
each activity.

If Float is 0 or Negation the activity is


Float = Late Start of Activity – Early Start
considered Critical i.e. any delay in this
of Activity activity will lead to a delay in the project

16
CPM Calculations
Predecessor (i) Successor (j)
ES EF ES EF

Start Task Name Task Name


Duration Duration
LS LF LS LF
F F

Variables: Formula:
ES= Earliest Start ES + Duration - 1 = EF
EF= Earliest Finish LF – Duration + 1 = LS
LS= Latest Start LS – ES = Float or LF – EF = Float
LF= Latest Finish
F= Float

Forward Pass (L to R) to Calculate Project Duration


Backwards Pass (R to L) to Calculate Float & Critical Path

17
Forward Pass

• Forward Pass Through Network (left to right)


• Given: Project Start Date
• This is the Early Start (ES) date for first network activity
• (ES + Duration - 1)Activity A = (EF date) Activity A
• and the EF date + 1 for activity A becomes the ES date for the next
activity B

ES EF ES
Activity A Activity B
Duration x Duration y
18
Q&A

Dr. Khalid Ahmad Khan


drkhalidkhan.org

19

You might also like