NETWORK 1 & 2.pdf
- 1. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> PROJECT MANAGEMENT > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> INTRODUCTION TO NETWORKS
- 2. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Recap • Project • Project Management • Project Life Cycle • Stages of Project • Feasibility Study • Detailed Project Report
- 3. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Projects Vary in Complexity Lawn Mowing Boat Construction Building Constr Large Rail Yards Tunnelling Int’l Space Stn Software Devp Park Mass Rally Kitchen Local Gp Mtg Leisure Tea Arboricultur e Review Bd Mtg House Constr Dream Liner World Island Submarine Bldg HR Mgt Event Mgt SW Devp Infra Devp Complex Ops So When We Say Project What Do We Mean?
- 4. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Dealing With Complex Situations • Large projects may be complex in nature • Resolved by a systematic approach • Plan, organize, direct and control Identify Ensure Availability Manage Coord & Control
- 5. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • Project scheduling is part of project management, which relates to the use of schedules to plan and subsequently report progress and apply control within the project environment. • Activities are finished in correct order and on time. • Project is within budget. • Project meets quality goals. • People receive info and direction. Scheduling in Project
- 6. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Planning, Scheduling, and Controlling Before Start of project During project Timeline project Budgets Delayed activities report Slack activities report Time / Cost estimates Engineering diagrams Cash flow charts Material availability details Gantt/Bar charts Milestone charts CPM/PERT Cash flow schedules
- 7. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Events and Activities Event • Point in time when certain activity(s) start or end. • Takes no time • Consumes no resources Activity • Work required to move from one event to another • Takes time • Consumes resources Duration • Actual time required to complete an activity
- 8. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Work Logic / Sequence A complex task can be broken into smaller activities; All activities will follow a specific sequence of events; Each activity will have specific duration, resources, cost Sequential Sequential Parallel Parallel
- 9. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Scheduling Tools and Techniques The Flow Chart Gantt Chart The Milestone Chart Networks AOA AON
- 10. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Flow Chart Patient in the system? Nurse avail? Take pulse, BP, weight, urine Complete paperwork Waiting Room Doctor avail? Patient with Doctor ? Follow up apt ? Need medication? Make an appointment Patient sent to pharmacy Dispense medication Patient Leaves Patient Arrives Start / End Decision Process Waiting Room Simple Sequential Follows logic Previous knowledge
- 11. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Gantt Chart • Named after its originator Henry Gantt • Pictorial timeline illustration of work stages of the project on a bar graph, showing - • individual tasks / activity (vertical axis) • subdivided into work units (WCP) • according to activity duration (horizontal axis) • when each activity will start and finish • PM tool for planning and controlling a work schedule and recording its progress
- 12. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Simple Gantt Chart (Bar Chart) Production Cycle of a Sniper Rifle Time J F M A M J J A S Design Prototype Test Revise Production A c t i v i t y Time Activity Time Stagger / Simultaneity • Sub Activities • Duration • Start & End • Sequencing
- 13. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • Activity work flow inter-relationships? • Resource requirement? • Cost of resources? • Effect of delay of a sub task on the entire project? • Project Duration? Disadvantages of Simple Gantt Charts (Bar Chart)
- 14. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> I Work …… You Work …… … BUT …… What was the overall plan! No Communication !
- 15. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • Eliminated by NETWORK TECHNIQUE • By showing inter-dependence of various activities Overcoming Disadvantages
- 16. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Each uses a different estimate of activity times Consider activity relationships and inter-dependencies PERT by US Navy Special Office with Lockheed Martin and Booz, Allen & Hamilton - Polaris missile pgme (1958) CPM by DuPont & Remington Rand Univac for chemical plants (1957) For planning and control of projects Network techniques developed in 1950’s Evolution of Network Concept
- 17. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> CPM (Critical Path Method) Used for jobs that have some past experience Like plant maint /overhaul, building constr Tasks with precedence - where activity time estimates can be predicted with considerable certainty Focus is on arriving at an optimum project schedule that minimises the cost Tasks where time estimates are certain DETERMINISTIC
- 18. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> One-time unique tasks – construction of dams, refineries, bridges etc. Tasks of huge proportion – construction / devp of ships / tanks / aircrafts R&D projects – development of radars / missiles/spl software Organizing large events – conferences / rallies PERT (Program Evaluation Review Technique) Tasks where time estimates tend to be quite uncertain PROBABILISTIC Focus is on minimizing time required at optimum cost
- 19. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Stages in Application of PERT/CPM • Identify all essential events / activities. • Establish interrelationships to satisfy sequencing. Drawing the network • Time required for completing each activity. • Determine project duration and critical activity. • Compute the probability of completing the Project or part project in a given specified time. Network Analysis • Translate plan into a time schedule based on resources required. • Examine economics (expedite the activities by incurring additional cost) before finalizing the schedule. Resource Allocation and Scheduling • Periodic updating to monitor Project progress. • Amending schedules to ensure timely completion. Project control
- 20. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Networks Activities are linked together in the logical sequence they need to be carried out Gives a clearer picture of the required sequence of events and activities A simple concept to map and understand work flows of the project
- 21. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Why Planning by Networks ? Diagrammatic cum analytical approach Eliminates ambiguity Assists all levels of mgt to :- • Define the work to be carried out. • Produce better work schedules. • Establish budgets. • Monitor progress. • Control project cost by evaluating cost progress and predicting final project costs.
- 22. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Steps in making networks Use the network to help plan, schedule, monitor, and control the project Compute the longest time path through the network – ‘CRITICAL PATH’ Assign time & cost estimates to each activity Draw the network connecting all activities Develop relationships among the activities Define the project and prepare the WBS...WCP
- 23. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Network Diagrams 2 Types Arrow Diagramming Method (ADM) Activity on Arrow (AoA) Precedence Diagramming Method (PDM) Activity on Node (AoN)
- 24. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> AOA NETWORKS
- 25. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Work content required to be achieved to complete a task. Clearly defined proj element, a job or a task. Takes time , consumes resources. Activity Starting of activity or Tail event Name or code No of activity Completion of activity or Head event Laying Pipe 1 2 d Duration of activity Length (and slope) of the arrow has no significance.
- 26. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> An event or a node is a point in time when certain activity(s) start or end. Takes NO time, consumes NO resources. 1 2 3 TAIL EVENT FOR ACTIVITY A TAIL EVENT FOR ACTIVITY B HEAD EVENT FOR ACTIVITY A It is denoted by a circle with a number No two activities can have same Head AND Tail events Event
- 27. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Identification – Event/ Activity Inspection started Writing a report Machinery arrived Construction of Runway Bde attack phase 1 completed
- 28. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Start Event End Event Merge Event Burst Event Merge- Burst Event Types of Events
- 29. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Types of Events
- 30. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Inter-relationship among activities by indicating its precedence - immediate preceding or succeeding activity, usually expressed as:- – J follows H – H is followed by J – H controls J – J is controlled by H – J > H 7 6 5 Activity Relationship All mean same
- 31. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • An imaginary activity that does not consume any time or resource. • Used to represent a connection between events in order to maintain a logic in the network. • There are two types of dummy activities :- • Logic Dummy. • Identity Dummy. • It is denoted by a dotted arrow. Dummy Activity
- 32. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • Identity Dummy It helps keep the designation of each activity unique or different from another • Logic Dummy It helps maintain logic i.e. correct precedence of a given relationship Dummy Activity
- 33. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Identity Dummy When indep activities have same head and tail events. B >A C >A D > B,C A B C D A B D C Dummy Activity Logic Dummy When two activities converge at a common event but are indep of one another. B > A D > A, C A B C D A B C D
- 34. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> A path is defined as an unbroken chain of activities from the initial node to some other node, generally to the last node indicating the end or completion of the project. Paths • A-B-E-F-J • A-C-G-J • A-C-H-J • A-D-H-J Path 1 2 3 4 5 6 7 8 A B C D E G F H J
- 35. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> ADM (AOA) Network Diagram Representation Activities – Arrows Events – Circles (one activity to another) Duration – along the Arrow Also called Activity On Arrow Can Show only Finish to Start relationships
- 36. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> ADM (AOA) Network Diagram Shows how tasks will flow from beginning to end Depicts correct sequence of tasks & their relationships Activity Activity Activity Event
- 37. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • Only one Start & one End Node. • List Activities. • Decide precedence relationships. • Logic flow from left to right. • No crossing of arrows/ loops, No danglers • If Start of an activity is hanging, connect to ‘Start’ of the project. • Finish of all the activities should be controlling some activity. • If not, then connect to ‘Finish’ of the project. Gen Rules for Drawing Networks
- 38. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> TIME flows from left to right. Identity No of HEAD event is bigger than TAIL event. An event cannot occur unless all activities leading to it are completed. No activity can start until its tail event is reached. No dangles/loops. A B C D E F G H I 1 2 3 5 4 7 6 HEAD TAIL AoA Network Logic
- 39. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • Project Data …. • A, B, C start the project • D, G, E follow B • F follows A, D • H follows C, E • J follows F • K follows H • L follows F, G • J, L, K end the project Lets Draw Draw an AoA Network for the Project
- 40. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Tabulating Network Data Activity Dependency Remarks Duration A - Starts Project 6 B - Starts Project 4 C - Starts Project 8 D Follows B - 8 E Follows B - 6 F Starts after A & D - 2 G Controlled by B - 10 H After C and E - 12 J After F Ends Project 8 K Follows H Ends Project 6 L >F and >G Ends Project 4
- 41. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> 1 3 7 5 6 9 4 2 A D G Dx E H Dx Lets Draw Possible AoA Network …… B C J 8 F 11 K 10 Dx Dx L Too many cross overs … complex!
- 42. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> 1 3 7 5 6 8 4 2 A B C D E F G J K L Lets Draw Simpler AoA Network … Paths? 1. A-F-J 2. A-F-L 3. B-D-F-J 4. B-D-F-L 5. B-G-L 6. B-E-H-K 7. C-H-K H Dx
- 43. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> NETWORK ANALYSIS
- 44. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Time Features of Event / Activity Activity • Duration - D / Du •Earliest Start - EST •Latest Start - LST •Earliest Finish - EFT •Latest Finish - LFT Floats •Total Float - TF •Free Float - FF •Independent Float -IF Event •Duration - Nil •Earliest Occurrence - EOT •Latest Occurrence - LOT
- 45. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • EOT of an event corresponds to the largest of the earliest finish time of the activities ending at the event. • Denoted in a square box above an event. Earliest Occurrence Time 2 A EFT = 8 B EFT = 6 D C 8
- 46. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • LOT of an event corresponds to the smallest of the latest start time of the activities starting at the event. • Denoted by Triangle below. Latest Occurrence Time 2 A EFT = 8 B EFT = 6 D LST = 12 C LST = 10 EOT 8 LOT 10
- 47. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Analysis Of Networks Earliest possible time an event can take place (EOT) Latest allowable time by which an event must take place (LOT) Project Duration Critical Path and critical activities Time cushion (slack / float) available for other activities Assist mgt in :- - Scheduling - Monitoring - Controlling The Project
- 48. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Forward & Backward Pass Computation Forward Pass Earliest Occurrence Time (EOT) Project Duration Backward Pass Latest Occurrence Time (LOT) Critical Path Occurrence Times associated with Events. Start & Finish Times associated with Activities.
- 49. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Analyse Network Activity Dependency Remarks Duration A - Starts Project 6 B - Starts Project 4 C - Starts Project 8 D Follows B - 8 E Follows B - 6 F Starts after A & D - 2 G Controlled by B - 10 H After C and E - 12 J After F Ends Project 8 K >F and >G Ends Project 6 L Follows H Ends Project 4
- 50. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> 1 2 7 5 6 8 4 3 0 4 12 10 14 14 22 26 A C G H L K F J B D E 6 4 8 8 10 2 8 12 6 4 6 12 6 22 20 26 Forward Pass EOT of Head Event= EOT of Tail Event + Duration Rule Merge Event Take Largest EOT
- 51. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> 1 2 6 5 7 8 4 3 0 4 12 10 14 14 22 26 A C G H L K F J B D E 6 4 8 8 10 2 8 12 6 4 6 Backward Pass 26 20 18 22 10 16 4 0 18 20 8 10 Rule Burst Event Take Smallest LOT 4 LOT of Tail Event= LOT of Head Event - Duration
- 52. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Critical Events, Path, Activity • Event with same Earliest & Latest Occurrence Time (EOT = LOT) Critical Event • Path connecting critical events from start to end - Longest path. Critical Path • All activities on the critical path. Critical Activities
- 53. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> 1 2 6 5 7 8 4 3 0 4 12 10 14 14 22 26 A C G H L K F J B D E 6 4 8 8 10 2 8 12 6 4 6 Critical Events, Path, Activities 26 20 18 22 10 16 4 0 1 2 4 6 8 Project Duration = sum of durations of all activities on the Critical Path Any delay in Critical Activity causes a delay in proj completion Critical Path 1-2-4-6-8 B – E – H – K Duration 4+6+12+4 = 26
- 54. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>>
- 55. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Floats • Refer to the amount of time cushion, or scheduling flexibility, that is associated with activities on the project schedule. • Float may occur when there are two or more activities happening concurrently. • Utilisation • To economize & consume resources efficiently. • Appraise the effect of slippages.
- 56. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Types of Float 1. Total Float 2. Free Float 3. Independent Float
- 57. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> i j A d EOTtail LOThead Recap – Event Timings Activity Head Event Tail Event EOThead LOTtail Activity duration
- 58. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • Spare time available on any given activity if, • the tail event occurred at its earliest time, and • the head event at its latest time. i j A d EOTtail LOThead Total Float EOThead LOTtail Represents the amount of time an activity can be delayed without delaying the overall project duration Full utilisation may affect both preceding and succeeding activities TF = LOThead – d – EOTtail
- 59. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • Spare time available on an activity if, • both the tail and head events occurred at their earliest times. FF = EOThead – d – EOTtail Free Float i j d EOTtail LOThead EOThead LOTtail Represents the amount of time that a schedule activity can be delayed without delaying the early start date of any immediate successor activity within the network path
- 60. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> • Spare time available on an activity if, • the tail event occurred at its latest time, and • the head event at the earliest time IF = EOThead – d – LOTtail Independent Float i j d EOTtail LOThead EOThead LOTtail Full utilisation will NOT affect both preceding and succeeding activities
- 61. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> Calculation of Float 8 25 10 28 3 4 12 Q P R
- 62. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> 8 25 10 28 3 4 12 8 28 12 16 20 24 Q P R TF = LOThead – D – EOTtail Activity ‘Q’ Conducted FF = EOThead – D – EOTtail Activity ‘Q’ Conducted IF = EOThead – D – LOTtail Activity ‘Q’ Conducted TF=8 FF=5 IF=3 8 8 10 28 25 25 20 20 22 EOT EOT LOT LOT
- 63. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> 1 2 6 5 7 8 4 3 0 4 12 10 14 14 22 26 A C G H K L F J B D E 6 4 8 8 10 2 8 12 6 4 6 Floats : Lets Draw 26 20 18 22 10 16 4 0 1 2 4 6 8 Determine the Total, Free & Independent Floats in the Project Schedule
- 64. > >> >>> >>>> >>>>> >>>>>> >>>>>>> >>>>>>>> >>>>>>>>> 1 2 6 5 7 8 4 3 0 4 12 10 14 14 22 26 A C G H K L F J B D E 6 4 8 8 10 2 8 12 6 4 6 Analyse Schedule Flexibility : Lets Draw 26 20 18 22 10 16 4 0 1 2 4 6 8 Float utilization – appraise the impact of slippages along a Path TF 10 FF 6 IF 6 TF 4 FF 0 IF -4 TF 2 FF 2 IF 2 TF 6 FF 0 IF 0 TF 4 FF 4 IF 0 TF 6 FF 6 IF 0