Where We Are Now

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 Learning Objectives

6-1 Understand the linkage between WBS and the project network.

6-2 Diagram a project network using AON methods.

6-3 Calculate early, late, and slack activity times.

6-4 Identify and understand the importance of managing the critical

path.

6-5 Distinguish free slack from total slack.

6-6 Demonstrate understanding and application of lags in

compressing projects or constraining the start or finish of an
activity.

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 Chapter Outline

6.1 Developing the Project Network

6.2 From Work Package to Network
6.3 Constructing a Project Network
6.4 Activity-on-Node (AON) Fundamentals
6.5 Network Computation Process
6.6 Using the Forward and Backward Pass Information
6.7 Level of Detail for Activities
6.8 Practical Considerations
6.9 Extended Network Techniques to Come Closer to Reality

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 6.1 Developing the Project Network

The Project Network Defined

• Is a graphic flow chart depicting the project activities that must be completed,
the logical sequences, the interdependencies of the activities to be
completed, and the times for the activities to start and finish along with
the longest path(s) through the network—the critical path.
• Provides the basis for scheduling labor and equipment.
• Enhances communication among project stakeholders.
• Provides an estimate of project duration.
• Provides the basis for budgeting the cash flow.
• Identifies which activities are “critical” and should not be delayed.
• Highlights which activities to consider for compressing the project duration.
• Helps managers get and stay on the project plan.

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 Integration of WBS and OBS

FIGURE 4.5 Access the text alternative for slide images.

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 6.2 From Work Package to Network

FIGURE 6.1
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 6.3 Constructing a Project Network

Terminology
• Activity: an element of the project that requires time but may not
require resources.
• Parallel activities: activities that can take place at the same time, if
desired.
• Burst activity: an activity that has more than one activity immediately
following it (more that one dependency arrow flowing from it).
• Merge activity: an activity that has more than one activity immediately
preceding it (more than one dependency arrow flowing to it).
• Path: a sequence of connected, dependent activities.
• Critical path: the path with the longest duration through the network.
Two approaches
• Activity-on-Node (AON) uses a node to depict an activity.
• Activity-on-Arrow (AOA) uses an arrow to depict an activity.

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 Basic Rules to Follow in Developing Project Networks

1. Networks flow typically from left to right.

2. An activity cannot begin until all preceding connected activities have
been completed.
3. Arrows on networks indicate precedent and flow and can cross over
each other.
4. Each activity should have a unique identification number.
5. An activity identification number must be greater than that of any
activities that precede it.
6. Looping is not allowed.
7. Conditional statements are not allowed.
8. Where there are multiple starts, a common start node can be used to
indicate a clear project beginning on the network. Similarly, a single
project end node can be used to indicate a clear ending.

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 6.4 Activity-on-Node (AON) Fundamentals

FIGURE 6.2 Access the text alternative for slide images.

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 Network Information (Automated Warehouse) 1

AUTOMATED WAREHOUSE
Order Picking System
Activity Description Preceding Activity
A Define Requirements None
B Assign Team A
C Design Hardware A
D Code Software B
E Build and Test Hardware C
F Develop Patent Request C
G Test Software D
H Integrate Systems E, F, G

TABLE 6.1

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 Automated Warehouse—Partial Network

AUTOMATED WAREHOUSE
Order Picking System
Activity Description Preceding Activity
A Define Requirements None
B Assign Team A
C Design Hardware A
D Code Software B
E Build and Test Hardware C
F Develop Patent Request C
G Test Software D
H Integrate Systems E, F, G

FIGURE 6.3 Access the text alternative for slide images.

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 Automated Warehouse—Completed Network
AUTOMATED WAREHOUSE
Order Picking System
Activity Description Preceding Activity
A Define Requirements None
B Assign Team A
C Design Hardware A
D Code Software B
E Build and Test Hardware C
F Develop Patent Request C
G Test Software D
H Integrate Systems E, F, G

FIGURE 6.4 Access the text alternative for slide images.

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 6.5 Network Computation Process

Forward Pass—Earliest 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? (expected time—TE)
Backward Pass—Latest Times
• How late can the activity start? (late start—LS)
• How late can the activity finish? (late finish—LF)
• Which activities represent the critical path? (critical path—
CP)
• How long can the activity be delayed? (slack or float—SL)

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 Network Information (Automated Warehouse) 2

AUTOMATED WAREHOUSE
Order Picking System
Activity Description Preceding Activity Activity Time
A Define Requirements None 10 workdays
B Assign Team A 5
C Design Hardware A 25
D Code Software B 20
E Build and Test Hardware C 50
F Develop Patent Request C 15
G Test Software D 35
H Integrate Systems E, F, G 15

TABLE 6.2
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 Activity-on-Node Network

FIGURE 6.5 Access the text alternative for slide images.

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 Activity-on-Node Network Forward Pass

FIGURE 6.6 Access the text alternative for slide images.

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 Forward Pass Computation

Add activity times along each path in the network (ES +

Duration = EF).
Carry the early finish (EF) to the next activity where it
becomes its early start (ES) unless…
The next succeeding activity is a merge activity, in which
case the largest early finish (EF) number of all its immediate
predecessor activities is selected.

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 Activity-on-Node Network Backward Pass

FIGURE 6.7 Access the text alternative for slide images.

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 Backward Pass Computation

Subtract activity times along each path starting with the

project end activity (LF − Duration = LS).
Carry the late start (LS) to the next preceding activity where it
becomes its late finish (LF) unless…
The next succeeding activity is a burst activity, in which case
the smallest late start (LS) number of all its immediate
successor activities is selected.

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 Forward and Backward Pass Completed with Slack
Times

Critical path

FIGURE 6.8 Access the text alternative for slide images.

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 Determining Slack (or Float) Times

Total Slack
• Tells us the amount of time an activity can be delayed and not delayed
the project.
• Is how long an activity can exceed its early finish date without affecting
the project end date or an imposed completion date.
• Is simply the difference between the LS and ES (LS − ES = SL) or
between LF and EF (LF − EF = SL).
Free Slack
• Is the amount of time an activity can be delayed without delaying any
immediately following (successor) activity.
• Is how long an activity can exceed its early finish date without affecting
the early start dates of any successor(s).
• Allows flexibility in scheduling scarce resources.
• Occurs only activity at the end of a chain of activities, where you have
a merge activity.
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 The Critical Path

Is the network path(s) that has (have) the least slack in common.
Is the longest path through the activity network.
Is the shortest expected time in which the entire project can be
completed.
Is important because it impacts completion time.
Is where you put best people on.
Is where you pay extra attention when doing risk assessment.
Is where you don’t look when other managers are asking to
“borrow” people or equipment.
Is where you look when you don’t have time to monitor all
activities.

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 Network Sensitivity

Network sensitivity is the likelihood the original critical path(s)

will change once the project is initiated.
A network schedule that has only one critical path and
noncritical activities that enjoy significant slack would be
labeled “insensitive.”
Sensitive network: one with more than one critical path and
/or non critical activities with very little slack.

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 Forward and Backward Pass Completed with Slack
Times

Critical path

Total slack is shared across the whole chain The present network is
FIGURE 6.8 Access the text alternative for slide images. Less sensitive
Considerable flexibility 24
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 Network diagram and analysis using the
Activity on Arrow (AOA) convention

 1. Every activity must have a start and an end. The

direction of activity progression should be clearly
mentioned.

 2. In case two (or more) activities have a common

start and a common end, then this relation has to be
shown with a dummy activity. A dummy activity
does not consume any resource
 Network diagram and analysis using the
Activity on Arrow (AOA) convention

 3. While constructing the network only the

predecessor relationships are considered and not the
duration. This means that the length of an activity in
the network is not proportional to its duration.

 4. There should not be any loops in the project

network.
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(a) Draw a network using the AOA convention.
(b) Identify the critical path and the project completion times.
(c) Prepare an activity schedule showing the ES, EF, LS and LF for each activity.
(d) Will the critical path change if activity G takes 10 weeks instead of 5 weeks? If so,
what will be the new critical path?
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 Complete float analysis

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 7 C 17
0 A 7
0 0 33 33
0 7 7
40 10 50

50 G 55
7 D 24
0 S 0 0 0
0 0 50 5 55
7 17 24

0 0 0
0 B 13 24 F 50
13 E 16
0 0
8 8 8 8
24 26 50
8 13 21
21 3 24

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 Float calculation

Total Float = Interfering Float + Free Float

Interfering Float = Head Event Slack

Free Float = Total Float – Interfering Float

Independent Float = Free Float – Tail Event Slack

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 6.8 Practical Considerations

Network Logic Errors

Activity Numbering (Fulkersons rule)

Use of Computers to Develop Networks (and Gantt Chart)

Calendar Dates

Multiple Starts and Multiple Projects

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 Automated Warehouse Picking System Network

FIGURE 6.10 Access the text alternative for slide images.

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 Automated Warehouse Picking System Gantt Chart

slack

FIGURE 6.11 Access the text alternative for slide images.

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 6.9 Extended Network Techniques to Come Closer to
Reality

Laddering
• Activities are broken into segments so the following
activity can begin sooner and not delay the work.
Use of Lags to Reduce Schedule Detail and Project
Duration
• A lag is the minimum amount of time a dependent activity
must be delayed to begin or end. Reason?
• Lengthy activities are broken down to reduce the delay in the start
of successor activities.
• 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 Access the text alternative for slide images.

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 Use of Lags 1
Finish-to-Start Relationship

1 day to place order but to receive it may take more days

Similar eg; transportation lags
Lags need proper approval ( some may misuse) slush factor

Start-to-Start Relationship

FIGURE 6.13 and FIGURE 6.14 Access the text alternative for slide images.

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 Use of Lags to Reduce Project Duration

Other examples: Complete foundation

design and start of foundation work
Advantage : Speedy completion of work

FIGURE 6.15 Access the text alternative for slide images.

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 New Product Development Process

Fast tracking

FIGURE 6.16 Access the text alternative for slide images.

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 Use of Lags 2
Finish-to-Finish
Relationship

Start-to-Finish New acc. opens

Relationship
Old closes

Combination
Relationships

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 Network Using Lags

5 time units
Slack to
finish

Critical
finish

FIGURE 6.20 Access the text alternative for slide images.

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 Hammock Activity

Spans over a segment of a project.

Has a duration that is determined after the network plan is

drawn.

Is very useful in assigning and controlling indirect project

costs.

Is used to aggregate sections of the project to facilitate

getting the right level of detail for specific sections of a
project.

Identifies fixed resources or cost over a segment of the

project.

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 Hammock Activity Example
• Aggregates section of the
project
• Present macro network to the
upper mgmt

Inspection services, consultation

FIGURE 6.21
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 1. You have signed a contract to build a garage for the Simpsons. You will receive a
$500 bonus for completing the project within 17 working days. The contract
also contains a penalty clause in which you will lose $100 for each day the
project takes longer than 17 working days.

Draw a project network given the following information. Complete the

forward and backward pass, compute activity slack, and identify the critical
path. Do you expect to receive a bonus or a penalty on this project?

Garage

ID Description Predecessor Time

A Prepare Site None 2
B Pour Foundation A 3
C Erect Frame B 4
D Roof C 4
E Windows C 1
F Doors C 1
G Electrical C 3
H Rough-in Frame D,E,F,G 2
I Door Opener F,G 1
J Paint H,I 2
K Cleanup J 1

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 Early start, late start, early finish, late finish, and slack are shown on the diagram above. The
completion time is 18 days so there will be a one-day penalty.

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 Exercise 1
From the following information, compute the early, late, and slack times for each
activity. Identify the critical path.

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 Given the following network, compute the early, late, and slack time for
each activity. Clearly identify the critical path.

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 The critical path is A-D-Finish of E-F-G

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For the given
relationships as shown
in Table 2.103, where
duration is in days, find
out the critical path and
perform a float analysis
using an AON network.
 Float analysis
Float analysis Total Interfering Free Float Independent float
Float float 60
B 4 4 0
D 4 0 4 16-12-4=0
K 6 0 6 29-21-2=6
F 7 0 7 7-0=7 or (21-10-4)

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 One more path becomes critical ; B-F-J -N

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Draw a network with
AON convention and
perform a complete
float analysis for the
activities shown in Table
2.106.
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