ebtm443 chap 06
TRANSCRIPT
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DEVELOPING A PROJECT PLAN
PRESENTED BY:
TUSHAR RATHOD
BS (MECHANICAL), MBA (FINANCE), PMP
SENIOR PROJECT MANAGER
EBAY / PAYPAL, INC.
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Study Plan
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DEVELOPING THE PROJECT
PLAN
The Project Network
A flow chart that graphically depicts thesequence, interdependencies, and start andfinish times of the project job plan ofactivities that is the critical path throughthe network
Provides the basis for scheduling laborand equipment
Provides an estimate of the projectsduration
Provides a basis for budgeting cashflow
Highlights activities that are criticaland should not be delayed
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FROM WORK PACKAGE TO
NETWORK
FIGURE 6.1
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FROM WORK PACKAGE TO NETWORK(CONTD)
FIGURE 6.1 (contd)
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CONSTRUCTING A PROJECT
NETWORK
Terminology
Activity: an element of the
project that requires time.
Merge activity: an activitythat has two or more precedingactivities on which it depends.
Parallel (concurrent)activities: Activities that canoccur independently and, ifdesired, not at the same time.
A
C
B D
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CONSTRUCTING A PROJECT
NETWORK (CONTD)
Terminology
Path: a sequence of connected, dependent
activities.
Critical path: the longest path through theactivity network that allows for thecompletion of all project-related activities;the shortest expected time in which theentire project can be completed. Delays onthe critical path will delay completion of theentire project.
D
C
A B
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CONSTRUCTING A PROJECT
NETWORK (CONTD)
Terminology
Event: a point in time when an activity isstarted or completed. It does notconsume time.
Burst activity: an activity that has morethan one activity immediately following it(more than one dependency arrowflowing from it).
Two Approaches
Activity-on-Node (AON)
Uses a node to depict an activity
Activity-on-Arrow (AOA)
B
D
A C
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BASIC RULES TO FOLLOW IN
DEVELOPING
PROJECT NETWORKS
Networks typically flow from left to right.
An activity cannot begin until all of its
activities are complete. Arrows indicate precedence and flow and can
cross over each other.
Identify each activity with a unique number;this number must be greater than its
predecessors.
Looping is not allowed.
Conditional statements are not allowed.
Use common start and stop nodes.
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ACTIVITY-ON-NODE
FUNDAMENTALS
FIGURE 6.2
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ACTIVITY-ON-NODE FUNDAMENTALS(CONTD)
FIGURE 6.2 (contd)
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NETWORK INFORMATION
TABLE 6.1
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KOLL BUSINESS CENTER
PARTIAL NETWORK
FIGURE 6.3
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KOLL BUSINESS CENTERCOMPLETE
NETWORK
FIGURE 6.4
NETWORK COMPUTATION
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NETWORK COMPUTATIONPROCESS
Forward PassEarliest 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? (expectedtimeET)
Backward PassLatest Times
How late can the activity start? (late startLS)
How late can the activity finish? (late finish
LF)
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NETWORK INFORMATION
TABLE 6.2
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ACTIVITY-ON-NODE NETWORK
FIGURE 6.5
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ACTIVITY-ON-NODE NETWORK
FORWARD PASS
FIGURE 6.6
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FORWARD PASS
COMPUTATION
Add activity times along each path in thenetwork (ES + Duration = EF).
Carry the early finish (EF) to the nextactivity where it becomes its early start(ES) unless
The next succeeding activity is a merge
activity, in which case the largest EF of allpreceding activities is selected.
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ACTIVITY-ON-NODE NETWORK
BACKWARD PASS
FIGURE 6.7
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BACKWARD PASS
COMPUTATION
Subtract activity times along each pathin the network (LF - Duration = LS).
Carry the late start (LS) to the nextactivity where it becomes its late finish(LF) unless...
The next succeeding activity is a burst
activity, in which case the smallest LFof all preceding activities is selected.
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DETERMINING SLACK
(OR FLOAT)
Free Slack (or Float)
The amount of time an activity can bedelayed without delaying connectedsuccessor activities
Total Slack
The amount of time an activity can bedelayed without delaying the entireproject
The critical path is the network path(s)that has (have) the least slack incommon.
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SENSITIVITY OF A
NETWORK
The likelihood the original criticalpath(s) will change once the project
is initiated.
Function of:
The number of critical paths
The amount of slack across nearcritical activities
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ACTIVITY-ON-NODE NETWORK
WITH SLACK
FIGURE 6.8
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PRACTICAL
CONSIDERATIONS
Network logic errors
Activity numbering
Use of computers to develop networks
Calendar dates
Multiple starts and multiple projects
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ILLOGICAL LOOP
FIGURE 6.9
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AIR CONTROL PROJECT
FIGURE 6.10
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AIR CONTROL PROJECT (CONTD)
FIGURE 6.11
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EXTENDED NETWORK TECHNIQUES
TO COME CLOSE TO REALITY
Laddering
Activities are broken into segments so the
following activity can begin sooner and notdelay the work.
Lags
The minimum amount of time a dependentactivity must be delayed to begin or end
Lengthy activities are broken down toreduce the delay in the start of successoractivities.
Lags can be used to constrain finish-to-start, start-to-start, finish-to-finish, start-to-finish, or combination relationships.
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EXAMPLE OF LADDERING USING
FINISH-TO-START RELATIONSHIP
FIGURE 6.12
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USE OF LAGS
FIGURE 6.13
FIGURE 6.14
Start-to-Start Relationship
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USE OF LAGS (CONTD)
FIGURE 6.15
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NEW PRODUCT DEVELOPMENT
PROCESS
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USE OF LAGS (CONTD)
FIGURE 6.17
FIGURE 6.18
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NETWORK USING LAGS
FIGURE 6.20
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HAMMOCK ACTIVITIES
Hammock Activity
An activity that spans over a segment
of a project
Duration of hammock activities isdetermined after the network plan isdrawn.
Hammock activities are used toaggregate sections of the project tofacilitate getting the right amount ofdetail for specific sections of a project.
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HAMMOCK ACTIVITY EXAMPLE
FIGURE 6.21
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KEY TERMS
Activity
Activity-on-arrow (AOA)
Activity-on-node (AON)
Burst activity
Concurrent engineeringCritical path
Early and late times
Gantt chart
Hammock activity
Lag relationship
Merge activity
Network sensitivityParallel activity
Slack/floattotal and free