Chapter 8

Network Scheduling Methods

Network model is a technique created to generate project management schedule. It is a detailed

diagram/report that shows how and when to execute the next scheduled task of the project. It
provides a graphical view of activities of the project and how they are related to one another.
Sometimes, the project schedule is not or could not be followed due to circumstances that cannot
be avoided. This is why network diagrams are created, to identify and manage such event/events.

Logic Diagram is a simple diagram that shows the sequence of fundamental steps that must be
followed. It shows the direction of where to go and what task must be done in order to move on
to the next task.

 Activity-on-node (AON) is an activity sequencing model. It primarily uses boxes or

rectangles that represent the task called as nodes. The nodes are connected with an arrow
which shows dependencies between the linked tasks.

(Figure from project-management-knowledge.com)

 Activity-on-arc (AOA) is another type of activity sequencing model. It’s almost the same
as the AON. In the example below the activities were placed on the arrows instead of
inside the node.

(Figure 1 of PROC CPM for Project Management ‘Activity-On-Arc (AOA) or Activity-On-Edge (AOE)’ Method)

“Network Diagram is a logical representation of activities that defines the sequence or work of
a project. It shows the path of a project, lists starting and completion dates, and names the
responsibilities for each task.”(Baker et al., 2003)
 (Figure taken from projectminds.com)

Network diagrams are merely a graphical illustration of the start of the project activities, the
sequence that must be undergone to get to the next activity, the duration of each task and when is
the end of the project. It does not identify any of the things mentioned above. In other words, this
report is totally not necessary and does not contribute anything directly to the project itself.

Project Scheduling is the process of identifying and organizing the activities that must be done
for the smooth completion of the project. It helps project managers identify the risk points and
thus helping them device ways to cope up with such events. It gives better understanding to the
proper linkage of events and assists project managers in resource planning.

The following components are necessary to be identified by project managers in order to create a
proper schedule: the activities, the predecessor (of the activity), and the duration (of the activity).

“Critical Path Method(CPM) is an algorithm for scheduling a set of project activities. It is an

important tool for effective project management. CPM calculates the longest path of planned
activities to the end of the project, and the earliest and latest that each activity can start and finish
without making the project longer. This process determines which activities are "critical" (on the
longest path) and which have "total float" (can be delayed without making the project longer).
It is also the sequence of project network activities which add up to the longest overall duration.
This determines the shortest time possible to complete the project. Any delay of an activity on
the critical path directly impacts the planned project completion date.”
(http://en.wikipedia.org/wiki/Critical_path_method)

Critical Path Method can have more than one critical path.

 “A forward pass is used to determine and calculate the early start and finish dates,
through utilization of a previously specified start date.” (http://project-management-
knowledge.com/definitions/c/critical-path-method-cpm/)
 “A backward pass is used to determine and calculate the late start and finish dates, again,
through use of a previously determined date, this time a previously determined finishing
date.” ( http://project-management-knowledge.com/definitions/c/critical-path-method-
cpm/)
  “Critical path is the sequence of project network activities which add up to the longest
overall duration.” (http://project-management-knowledge.com/definitions/c/critical-path-
method-cpm/)

A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts illustrate the
start and finish dates of the terminal elements and summary elements of a project. Terminal
elements and summary elements comprise the work breakdown structure of the project. Some
Gantt charts also show the dependency (i.e., precedence network) relationships between
activities. Gantt charts can be used to show current schedule status using percent-complete
shadings and a vertical "TODAY" line as shown here.

(http://en.wikipedia.org/wiki/Gantt_chart )

Buffers, also known as strategic points, are used to manage the impact of variation and
uncertainty around projects. There are at least three types of buffers necessary to ensure the
project has sufficient safety:

 Project Buffer – A project buffer is inserted at the end of the project network between
the last task and the completion date.
 Feeding Buffers – delays on paths of tasks feeding into the longest chain can impact the
project by delaying a subsequent task on the Critical Chain. To protect against this,
feeding buffers are inserted between the last task on a feeding path and the Critical
Chain.
 Resource Buffers – Resource buffers can be set alongside of the Critical Chain to
ensure that the appropriate people and skills are available to work on the Critical Chain
tasks as soon as needed.

The last buffer, also known as Strategic Resource Buffer, is used to make sure that the key
resources for the finishing of the project are available.

Resource Limitation is a possible event that may occur within the duration of the project that
may hinder and constrain its process to completion.
Crashing is a strategic method, by project managers, to decrease the time needed to complete a
specific task in the project. However, it does use a considerable amount of resources depending
on the task that needs to be done. It is reducing the completion time of a project by sharply
increasing manpower and/or other expenses. One good example is hiring a worker from an
outside firm. This method is used to maximize schedule durations for the least additional cost.
Crashing is similar to schedule compression. For simpler terms, it is an attempt to get the most
productivity out of the least time and expense or time reduction.

Resource Constraint is a limitation to resources at hand that may lead to problems before the
completion of the project. In order to prevent this problem, resource leveling, also known as
resource allocation is needed to maximize the use of the limited resources. Resource leveling is
the process of balancing the resources between groups working with the project.

Resource Leveling Methods:

 Stagger-moving one resource to another

 Eliminate some tasks by contracting outside sources
 Substitute human labor with computer aided-software programs
 Substitute resources like average-programmers with for hire excellent-programmers.

“Resource Smoothing is a process applied to projects to ensure that resources are used as
efficiently as possible. It involves utilizing float within the project or increasing or decreasing the
resources required for specific activities, such that any peaks and troughs of resource usage are
smoothed out. This does not affect the project duration. It is also known as time limited
scheduling.” (http://www.apm5dimensions.com/content/resource-smoothing)

Resource Loading is a method of assigning resources to specific activities that needs it. The
project manager must know through experience how to distribute these resources to prevent
resource constraint and competition among activities for the said resource.

Sources:

 http://project-management-knowledge.com/definitions/s/schedule-network-analysis/
 http://project-management-knowledge.com/definitions/n/network-logic/
 http://www.pmtoolbox.com/project-management-news/activity-on-node-aon.html
 http://docs.google.com/viewer?
a=v&q=cache:vt8pnHZKADEJ:www.pharmasug.org/cd/papers/PO/PO14.pdf+Project+M
anagement
%2BActivity+on+arc&hl=en&pid=bl&srcid=ADGEESirkjck1rS6qxaKBpzyTXQzy-
Pi1_tmJODFtKlY1ZdNLJVQ7Fj_MsujFwfsaMGsQcZCAhg3GKDY0HmRQWkvJyJmn
9ZbDEsDta5o1B96rSft15JTpHD_asBCibV0DHDFLsHc2kPE&sig=AHIEtbSsQ12Nuc3
hN7zV5fHyW7favVGunA
 http://www.google.com/images?hl=en&q=Project+Management
%2BActivity+on+node&um=1&ie=UTF-
8&source=og&sa=N&tab=wi&biw=1280&bih=642
 http://en.wikipedia.org/wiki/Network_diagram
 http://www.google.com/images?hl=en&q=Project+Management
%2BNetwork+Diagrams&um=1&ie=UTF-
8&source=og&sa=N&tab=wi&biw=1280&bih=642
 http://www.visitask.com/project-scheduling.asp
 http://en.wikipedia.org/wiki/Critical_path_method
 http://en.wikipedia.org/wiki/Gantt_chart
 http://www.goldratt.co.uk/resources/critical_chain/index.html
 http://project-management-knowledge.com/definitions/c/crashing/
 http://www.businessdictionary.com/definition/crashing.html
 http://www.apm5dimensions.com/content/resource-smoothing
 http://project-management-knowledge.com/definitions/c/critical-path-method-cpm/)
 Chapter 9
Probabilistic Scheduling Models
“PERT is a model for project management designed to analyze and represent the tasks involved
in completing a given project. It is commonly used in conjunction with the critical path method
(CPM). It is a method to analyze the involved tasks in completing a given project, especially the
time needed to complete each task, and identifying the minimum time needed to complete the
total project.” (http://en.wikipedia.org/wiki/Program_Evaluation_and_Review_Technique )

“A distinguishing feature of PERT is its ability to deal with uncertainty in activity completion
times. For each activity, the model usually includes three time estimates:

 Optimistic time - generally the shortest time in which the activity can be completed. It is
common practice to specify optimistic times to be three standard deviations from the
mean so that there is approximately a 1% chance that the activity will be completed
within the optimistic time.

 Most likely time - the completion time having the highest probability. Note that this time
is different from the expected time.

 Pessimistic time - the longest time that an activity might require. Three standard
deviations from the mean is commonly used for the pessimistic time.

PERT assumes a beta probability distribution for the time estimates. For a beta distribution, the
expected time for each activity can be approximated using the following weighted average:

Expected time  =  ( Optimistic  +  4 x Most likely  +  Pessimistic ) / 6

This expected time may be displayed on the network diagram.

To calculate the variance for each activity completion time, if three standard deviation times
were selected for the optimistic and pessimistic times, then there are six standard deviations
between them, so the variance is given by:

[ ( Pessimistic  -  Optimistic ) / 6 ]2 ” (http://www.netmba.com/operations/project/pert/)

PERT Variance is the difference between what is expected and what is actually accomplished.

Network Scheduling Methods:

 Gantt chart provides good visual of the duration of the project

  Network shows a good illustration about the preceding tasks that must be done before
going to another task

 CPM recognizes the Critical Path of the tasks from the beginning to the end of the whole
duration of the project.

 PERT gives the probability of the duration of the project

 Simulation

Simulation makes for more accurate decision-making for project managers as it allows
flexibility depending on the data inputted. It is a computer based tool that would help determine
the user’s objective, estimate cost, plan tasks of the project, plan resources in a project, use
project management tools, control the progress of a project, make team decisions under stress,
react appropriately in typical project management situations.

Sources:
 http://en.wikipedia.org/wiki/Program_Evaluation_and_Review_Technique
 http://www.netmba.com/operations/project/pert/
 http://en.wikipedia.org/wiki/Project_Management_Simulator
University of the Immaculate Conception
Information Technology Education Department
Father Selga Street, Davao City

In partial fulfillment
to the requirements in

Project Management
Chapter 8: Network Scheduling Methods
and
Chapter 9: Probabilistic Scheduling Models
Written Report

Submitted to:
Ms. Carisma Engcoy
Submitted by:
Ilarde, Helm Ehmy C.

Date:
January 31, 2011