CIE 531

Network preparation and management

Lecture 4

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Network preparation and management

Three questions to ask when developing an arrow diagram

1. What activity must immediately precede this activity?
2. What activity can immediately follow this activity?
3. What activities can take place concurrently with this
activity?

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Network planning
 Network planning should be based on what is physically
possible
 Take into account likely variables such as priorities on the
use of resources and prevailing climatic conditions.

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Example:
Set out and prepare the excavations and formwork to a stage where the job is
ready for the pouring of a concrete strip footing.

The following activities will be determined to be necessary:

set out
excavate trenches
order materials
construct the formwork
erect the formwork.
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Straight line sequence of activities

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Alternative sequence including concurrent activities

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Analysis of straight line sequence of activities
One activity simply follows another
Just one activity was planned to happen at a time.
Method is not logical in practice.
It is desirable to have as many activities as possible occurring as
soon as possible, to reduce project duration.
Where activities must be performed concurrently, without
inconveniencing others
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Analysis of alternative sequence including concurrent
activities

Represents the network being planned with this principle in mind.

To reduce the duration required to complete this task, the activities of ordering
materials and constructing formwork have been planned to coincide with the
activities of setting out and excavating foundations.
It will enable the formwork to be erected as soon as the excavations are
completed.

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Scheduling

 Scheduling is the fitting of the planned network to a

time-track, taking into consideration the interrelationship of
operations and any fixed dates which may have been
imposed on the schedule.
 It is important that time estimates are realistic.

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Three fundamentals when scheduling

1. Durations must be measured in the same unit throughout the network – that
is days, weeks or hours. Don’t mix the units, for example:
a) set out – 1 day
b) order materials – 4 hours.

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Three fundamentals when scheduling
2. Consistency of position should be maintained when indicating durations –
that is, either place the duration above the activity line throughout or place it
below throughout

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Three fundamentals when scheduling

3.Each activity should be considered as a separate entity; that is, it

should not be influenced initially by project target dates.
 The duration of an activity should be estimated, based on
assumptions of a normal work week and normal resources
availability.

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Controlling
 Controlling entails monitoring the network to determine
whether it is proceeding as planned.
 The actual performance can be compared with the planned
performance.
 Problem areas within the work can be detected and remedial
action started to rectify the situation.

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 The critical path
 The critical path is the path or paths through a planned sequence of activities of
a network which indicates the shortest possible time in which the project can be
completed.
 There is no tolerance allowed along this path, it is critical that each activity be
 completed in the specified time.
 Any circumstances which create delays, and which cannot be swiftly rectified,
will automatically extend the completion date of the project

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The critical path

The network shows that there are two paths through the network:
Path 1 involving activities 1–2, 2–4, 4–5
Path 2 involving activities 1–3, 3–4, 4–5.
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The critical path
 Totaling the durations on each path establishes that it requires four days to
complete the activities on Path 1 and three days to complete the activities on
Path 2.
 Path 1 is therefore the critical path through this network, as it represents the
shortest time in which the work can be completed – that is, while it’s the path
occupying the longest passage of time, it leads to the earliest possible time by
which all activities can be completed.

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Examples of establishing the critical path

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Examples of establishing the critical path

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Examples of establishing the critical path

Two additional points can be pointed out.

1. There can be more than one critical path in a network
2. A dummy activity may form part of the critical path, It should also be
noted that a dummy activity has zero duration unless otherwise specified.

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The node
 To establish an easier means of monitoring and analyzing a network,
further information needs to be provided
 The circular node will be divided into four parts by means of two
diagonal lines and information inserted into various sections of the
node,

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The node
 The earliest start time is the earliest possible time at which an activity can start
and is indicated by the earliest time of the tail event.
 ••The latest start time is the latest possible time at which an activity can start
without affecting either the total project time or the logic of the network.
 ••The earliest finish time is earliest possible time which an activity can be
completed without affecting it.
 ••The latest finish time is that point of time after which an activity cannot be
completed without affecting the total project time or the logic of the network.
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Network computations
 To get essential project information from the network, various
scheduling computations can be established from the network once
the duration for each activity has been noted on the network.
 This information is determined by conducting a forward pass
computation (i.e. calculating from left to right) and a backward pass
computation (i.e. calculating from right to left) through the network.

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The forward pass computation
 The purpose of the forward pass is to establish the earliest starting
and finishing times in the project, based on the lapsed working days,
keeping in mind the dependency rule.
 The following rules apply when using the forward pass.
1. The earliest time of occurrence of the initial node is taken as zero.
2. Each activity begins as soon as its preceding node occurs.

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The forward pass computation
3. The earliest finishing time for an activity is equal to the earliest

starting time for the activity plus the duration for the activity in
question.
4. The earliest time of occurrence of an event is the latest of the earliest
finishing times of the activities merging at the node in question.
5. These times are noted in the left-hand space in the node

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Calculating earliest starts and finishes
 The earliest start time of an activity is established by adding the previous
activity’s duration to the earliest finishing time noted in the previous node,
calculating from left to right across the network.

 Taking the earliest start time for the project as zero, the duration of the first activity is then
added to this to calculate the earliest finishing time.
 This earliest finishing time in turn will become the earliest start time for the next activity
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Calculating earliest starts and finishes
Where two or more activities meet at a common node, the greatest time
(the highest number) represents the earliest start time for the next activity.
 Activities 5–7 (F) and 6–7 (G) both
terminating at Node 7.
 The time required to reach Node 7
along the paths including Activities D
and F is 14 days and the path through
Activities E and G requires 8 days.

 As both F and G must be completed before H is commenced, the earliest H can begin is
Day 14 (ie the greater of the two durations).
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The backward pass computation
 The purpose of the backward pass is to establish the latest allowable starting
and finishing times for each activity so as to permit the project to be
completed at the earliest expected time computed in the forward pass.
 The backward pass begins with the planned project completion date and
works backwards to determine the latest date (or day) on which each activity
can begin or terminate without affecting the final completion date of the
project.

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The backward pass computation
The following rules apply when using the backward pass.
1. 1. The latest allowable time of occurrence of the terminal of the network is set equal to the
earliest time of occurrence computed in the forward pass.
2. A node occurs as soon as the preceding activity finishes.
3. The latest allowable starting time for an activity is the latest allowable time of occurrence
for the succeeding event, minus the duration of the activity in question.
4. The latest allowable time for the occurrence of a node is the earliest of the latest allowable
starting times of activities diverging from the event in question.

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Calculating latest starts and finishes
 The latest start time is calculated by subtracting the duration from
the latest finishing time noted in the head node of the activity
concerned.
 Start from the terminal node and calculate from right to left

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Calculating latest starts and finishes

 To illustrates the point that the figures contained in both sides of the terminal node (Node 40) should be identical.
 To calculate the latest possible start time for
 Activity Z, the duration of four days is subtracted from the figure in the right-hand space of the terminal node (ie 60 – 4 = 56).
 This is the figure to be placed in the right-hand space of Node 39 and it represents the latest start time for Activity Z and latest
finishing time for Activities W, X and Y.

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Calculating latest starts and finishes
Two other points to note
1. Where a dummy activity is incorporated in a network, for example Activity X, the latest time in the
right-hand space of the tail node is identical to the latest time in the head node of that activity – that is: 56 –
0 (duration of the dummy activity) = 56.
2. Where more than one activity emanates from the same node, for example Node 36, the activity with the
lowest value determines the figure which is placed in the space representing latest start/latest finish
U = 54 – 3 = 51
V = 56 – 8 = 48
W = 56 – 10 = 46.
Therefore 46 is the figure to be placed in Node 36.

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Calculating latest starts and finishes
 If either of the other figures were to be used, the latest start/finish time in Node
39 would be extended when the longest duration of Activity W was added (i.e. 48
+ 10 = 58 or 51 + 10 = 61).
 This would cause the project to fall behind schedule and be in danger of not
being completed on time.
 Here is the general rule to be used where multiple activities are involved.
 On the forward pass, the highest figure is the one used in the appropriate node.
 On the backward pass, the lowest figure is the one used in the node.

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Critical path networks
In defining the term ‘duration’, it was stated that the duration of an activity
is not necessarily the total time which elapses between the head and tail
nodes

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Critical path networks
 Activity 6–8 shows the earliest start time as Day 12 and the earliest finish
time as Day 20.
 When the duration of eight days for the activity is added to the earliest start
time, it can be established that there is no spare time or tolerance between
the earliest start time and the earliest finish time of the respective tail and
head nodes.
 Therefore the activity is critical.

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Critical path networks
 Following the same process with Activity 7–8, it can be seen that, when adding the
duration of one day to the earliest start time of Day 16, the earliest finish time required is
Day 20.
 Therefore there is a tolerance of three days in which to complete the activity.
 Similarly, if the combined durations of Activities 6–7 and 7–8 are considered, it can be
seen that the two activities between them have a tolerance of three days in which they may
be completed before the succeeding activity/activities out of Node 8 are programmed to
begin. This tolerance is referred to as float.

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Classes of float
 Float is the ‘spare’ time possessed by a non-critical activity, the use of which
will not affect the finishing time of the project.
 Three classes of float
 Total float
 Free float
 Independent float

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Classes of float
1. Total float
 This is the amount of time an activity or chain of activities may be delayed without
affecting the scheduled completion date of the project or the critical path activities.
 The total float is the excess time available when preceding activities are completed as early
as possible and all immediately succeeding activities start as late as possible.

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Classes of float
2. Free float
 This is the amount of time an activity may be delayed without affecting the
earliest starting time of the activity immediately following.
 It is the excess time available for an activity when all preceding activities are
completed as early as possible and all succeeding activities start as early as
possible.

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Classes of float

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Classes of float
3. Independent float
 This is the amount of time an activity may be delayed without affecting preceding or
succeeding activities.
 It represents the excess time available for an activity when preceding activities finish as late
as possible and succeeding activities start as early as possible.

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Classes of float

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Classes of float
 It is advisable to note that a negative result is possible when
analysing activities for independent float.
 An activity which contains no float is critical.
 Once the total float of any activity or string of activities has
been absorbed, the activities concerned will become critical.
 It is possible for the critical path on a project to change as

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work proceeds.
Classes of float

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Classes of float
Total float
 It can be seen from the chart that the earliest possible time the activity can
start is Day 11, while the latest it can finish is Day 25.
 The maximum time available to carry out the activity is 14 days.
 To determine the amount of tolerance (float) available, the earliest start time
plus the duration is subtracted from the latest finish time
25 – (11 + 6) = 8 days total float.

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Classes of float
Free float
 As for free float, the earliest the activity can be started is Day 11 – but the
activity must be completed by Day 23, a total of 12 days being available to
complete the activity.
 To establish what free float is available, the earliest start time plus duration is
subtracted from the earliest finish time in the succeeding node,
23 – (11 + 6) = 6 days free float.

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Classes of float
Independent float
To establish whether there is any independent float available to the activity,
the latest start time of the preceding node plus the activity duration is
subtracted from the earliest finish time in the succeeding node,
23 – (15 + 6) = 2 days independent float.

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Critical activity
 An indication of an activity being critical is identical
figures in the left-hand and right-hand sections of a node
associated with it, as shown below.

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Preparing a network
The successful use of the critical path method depends on two
main factors:
 the correctness of the activity sequence shown
 the accuracy of the estimated durations.

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Preparing a network

The preparation and presentation of a network can be

considered in three main stages:
1. network logic
2. duration
3. analysis sheet.

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Network logic

 The aim of a planning team is to arrange, in a logical

sequence of events, a network which depicts the key
and interrelated activities in a project.
 The size of the planning team is usually determined
by the magnitude and/or complexity of a project.
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Network logic stages
Network diagrams are often prepared in stages.
The first stage consists of planning a network from preliminary
information, in order to establish a logical sequence of events and
also to estimate durations for each activity.
A brief description on each activity line is necessary to enable
planners to swiftly assess their planning logic.

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Network logic stages
 The second-stage presentation network – for use by those involved in the
project –
Is prepared when the planners are satisfied that the planning network
represents a logical sequence of events and appropriate durations.
This diagram can delete activity descriptions and substitute symbolic
references, for example letters of the alphabet, as a means of identification.
A brief description of the activity is contained on the analysis sheet.

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 Duration
The following principles should be observed when obtaining duration for activities.
1.The logic of the network should be complete before any attempt is made to
nominate times; that is, complete the diagram first.
2.Ensure that the activity is sufficiently defined to enable a realistic time estimate to
be made.
 As an example, it would be impossible to obtain an estimate for the laying of a
water main without knowing how long and deep it was to be, the type of country
involved etc.
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Principles obtaining duration for activities
3.Durations should represent normal times for a normal workforce. It is essential that the times
used and the logic of the network represent the way in which it is intended to do the work.
4.Durations and labour constraints should be obtained from people who are most familiar with
the work to be done.
5.The durations obtained should be reviewed by the contractor or planner to ensure that they
appear realistic. It has been found occasionally that the contractor has a better idea of some
subcontractors’ times than the subcontractors themselves.
Note, however, that times should come from the subcontractors and then be reviewed by the
contractor; that is, it is not a wise policy for the times to be determined by the contractor and
thrust upon the subcontractor.
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Principles obtaining duration for activities
6.A method of obtaining the most likely time is to obtain more than one estimate
where possible
As soon as all duration estimates have been obtained, the network can be
evaluated.
Note: If times for critical activities need revising, only then should pressure be
exercised to reduce the duration. If this can be done without an increase in cost,
well and good. But, as a general rule, shortening activities below their normal
duration will increase the cost one way or another.

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 Critical path analysis
Analysis sheet
For any devised system to be effective, it must provide sufficient detailed information and be
easily analysed to determine the success of the planning.
In complex network diagrams, it is not always convenient, and is perhaps even difficult, to
calculate floats manually for various activities.
The seriousness of delays and their effect on the scheduled completion date should be easily
determinable.
The analysis sheet, used in conjunction with the network, enables such information to be
readily obtained.

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Analysis sheet
 The analysis sheet is prepared in table form, with appropriate headings under which
applicable data derived from the network plan are placed.
 Analysis sheet provides a concise table of network information which management can use
as a simple means of evaluating progress and verifying information.

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Analysis sheet

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Analysis sheet
1.Activity number – This column records the actual number of activities, including
dummies, which make up the CPN diagram.
2.Arrow – The unique identification number of each activity is placed in this
column. Keeping the tail numbers of activities in ascending sequence has benefits.
3.Description – This provides a brief description of each activity. Therefore it is a
ready means of identifying the activity. As stated earlier, the description is not
always written onto the activity arrow of the presentation network.

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Analysis sheet
4. Duration – This column lists the estimated time required to complete each activity.
5. Start/Finish – Each of these columns is in two parts;
 the Start columns list the earliest and latest start times for each activity in the network, while
the Finish columns indicate the earliest and latest finishing times for each activity.
 The earliest start time for an activity is established from the network and placed in the
appropriate column.
 The activity duration is added to it to establish the earliest finishing time of the activity – and
this is placed in the relevant column.
 It should be noted that this figure does not necessarily agree with the figure in the head node.

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Analysis sheet
The latest start/finish times are calculated in the same way – except,
in this case, it is the latest finish time which is established from the
network and the duration is subtracted from this figure to give the
latest start.
Again, this figure does not necessarily agree with the figure in the
tail node.

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Analysis sheet
6. Float – This section of the analysis sheet comprises three columns to
represent total, free and independent floats and records the amount
of each type of float, if any, that each activity possesses.
7. Remarks/critical path – This column can be designated to allow
comments to be entered against the various activities or to highlight
which activities in the network are critical .

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 Example

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Procedure
1)Do the numbering
2)Write the description
3)Next, select the earliest starting time and the latest finishing time from
the network for each activity and place them in the relevant columns as
stated previously.
4)To obtain the earliest finishing time, add the duration to the earliest
starting time; to determine the latest starting time, subtract the duration
from the latest finishing time
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A note of caution at this stage : Do not automatically transfer the latest start and earliest
finishing times directly from the network to the analysis sheet.
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 THANK YOU

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