Project Life Cycles

Conceptualization - the development of the initial goal and

technical specifications.
Planning – all detailed specifications, schedules, schematics, and
plans are developed
Execution – the actual “work” of the project is performed
Termination – project is transferred to the customer, resources
reassigned, project is closed out.

1
The Project Life Cycle

2
Initiating Phase
First phase
Identify need, problem, or opportunity
Determine if select project
Develop project charter
 Rationale
 Project objective
 Expected benefits
 General requirements and conditions
Decide if RFP needed

3
Planning Phase
Second Phase
Show how project scope will be accomplished
Plan the work and work the plan
Develop baseline plan
 What needs to be done -- scope, deliverable
 How it will get done -- activities, sequence
 Who will do it -- resources, responsibilities
 How long it will take -- durations, schedule
 How much it will cost -- budget
 What the risks are
Have actual resources plan the work

4
Performing Phase
Third phase
Accomplish project objectives
 Project manager leads
 Project team completes the project
Increase pace as more resources are
added
Monitor and control progress
Take corrective action as needed
Manage and control changes with
sponsor approval
Achieve customer satisfaction with
acceptance of deliverable

5
Closing Phase
Final phase
Collect and make final payments
Recognize and evaluate staff
Conduct post project evaluation
Document lessons learned
Archive project documents
Record lessons learned

6
Project Planning Process
Establish project objective
Define scope
Create WBS
Assign responsibility
Define specific activities
Sequence activities
Estimate activity resources
Estimate activity durations
Develop project schedule
Estimate activity costs
Determine budget

7
Stakeholder Analysis (4 steps)
 Identifying Key Stakeholders (beneficiaries, vulnerable
groups, possible adversely effected groups, socio-
economic characteristics, relationships etc.)

 Determining Stakeholder Interests (benefits,

expectations, resources they could mobilise etc)

 Determining Stakeholder Power and Influence (power

and dependency relationships, control of decision
making, resources etc.)

 Formulating a Stakeholder Participation Strategy in view

of analysis, planning and implementation
8
STAKEHOLDER ANALYSIS

STAKEHOLDER INTEREST AND ROLE IN INVOLVEMENT

ATTITUDE PREPARATION DURING PROJECT
TOWARDS PROJECT PROCESS IMPLEMENTATION

9
PROBLEM ANALYSIS

• Should involve key stakeholders (identified

through analysis)

• Typically in a workshop setting with possible

external facilitation

• Given the capacity building orientation,

multilevel problem analysis (subject and
capacity)

10
Step 1:Problem analysis (I)

Is a procedure which allows to :

 analyse an existing situation
 identify key problems in this context
 visualise the problems in form of a
diagram/tree (cause-effect relationships)

11
Problem analysis
Establishing cause-effect relations between problems
Decreasing in-comes
of artisanal fisherfolk Effects

Decreasing fish Low price received by artisanal

stocks fisherfolk in the village

Destruction of coral Illegal fishing Processed fish is of Limited access to

& mangrove habitats methods applied bad quality markets Causes

12
Problem analysis
 agree on the unit of analysis
 identify major problems existing within a given situation
(brainstorming)
 select a starter problem
 look for related problems to the starter problem
 establish hierarchy of cause and effects
• problems which are directly causing the starter problem are put
below
• problems which are direct effects of the starter problem are put
above
 complete with all other problems accordingly
 connect the problems with cause-effect arrows
 review the diagram and verify its validity and completeness

13
2. Analysis of objectives
Turning the negative aspects into future desired, but realistic situations
Incomes of artisanal
fisherfolk increased Ends

Rate of decline in fish Price received by artisanal

stocks arrested fisher-folk increased

Coral & man-grove Incidence of illegal Quality of fish Access to markets

habitats conserved fishing reduced processing improved improved
Means

14
3: Analysis of Strategies
 The purpose is:
• to identify possible alternative options or ways to
contribute to the overall objectives
• to agree on priority strategies based on an
assessment of the relevance, the feasibility and
the sustainability of each of them
• to concentrate the means of the project on what
is really important, effective and feasible
15
Analysis of Strategies (III)
IN
OUT Incomes
Incomesofofartisanal
fisherfolk
artisanal
increased
fisherfolk increased
OVERALL
OBJECTIVE

Rate of decline in fish Price

Pricereceived
receivedbybyartisanal
artisanal SPECIFIC
stocks arrested fisher-folk increased
fisher-folk increased OBJECTIVE

Coral & man-grove Incidence of illegal Quality

Qualityofoffish Access
fish Accesstotomarkets
markets
habitats conserved fishing reduced processing improved
processing improved improved RESULTS
improved

Decision based on: budget, priorities, human resources available, social

acceptability, urgency, ...
16
The Logical Framework?
The Logical Framework Matrix provides a summary of:
 why a project is carried out
 what the project is expected to achieve
 how the project is going to achieve it
 which external factors are crucial for its success
 where to find the information required to assess the
success of the project
 which means are required
 what the project will cost

17
 Logframe Approach
ANALYSIS PHASE PLANNING PHASE
 Stakeholder Analysis - identifying &  Logframe - defining the project/
stakeholders

characterising major stakeholders, target programme structure, testing its

project logic
groups & beneficiaries, defining whose internal logic, formulating

Define the
Identify

problems will be addressed by a future objectives in measurable terms,

intervention, and which potentials can be defining means and cost (overall)
used
 Problem analysis - identifying key  Activity scheduling -
problems, constraints and opportunities; determining the sequence and
determining cause and effect dependency of activities;
Deduct

relationships estimating their duration, setting

milestones and assigning

operationalising
Specifying and
 Analysis of objectives - developing responsibility
objectives from the identified problems;
identifying means to end relationships
 Resource scheduling - from
Select the

 Strategy analysis - identifying the the activity schedule, developing

option

different strategies to achieve objectives; input schedules and a budget

selecting the most appropriate
strategy(ies); determining the major
objectives (overall objectives and project
purpose) 18
From Strategy Analysis to
HOW?
Intervention Logic

 Complete formulation of objectives

 Transfer objectives to logframe
(intervention logic): OO, SO, Results
 Review and complete the objectives at
different levels
 Identify possible activities
19
Intervention Logic
Overall objective: the project’s contribution to policy
or programme objectives (impact)
Specific objective: direct benefits to the target
group(s). S.O. is consequence of results, not the sum of
the results.
Results: the services or products to be realised by the
project.
Activities: the tasks (workprogramme) that need to be
carried out to deliver the planned results.
(detailed activities are often better presented seperatly. e.g. Gantt
chart format)
20
Logical framework
Intervention Objectively Sources of Assumptions
Logic Verif. Indicators Verification

Incomes of artisanal
fisherfolk increased

Price received by artisanal

fisher-folk increased

1.Quality of fish
processing improved
2.Access to markets
improved
Activities Means Costs
1.1. To train fish handlers
1.2. To install appropriate
Equipment etc.
Pre-conditions

21
Logframe Basics
Objectively
Intervention Logic Verifiable Sources of Assumptions
Indicators Verification

Incomes of artisanal
fisherfolk increased

Price received by artisanal Rate of decline in fish

fisher-folk increased stocks arrested

1.Quality of fish processing Leaders of fish co-ops

improved Collaborate

1.1. To train fish handlers Means Cost

1.2. To install appropriate
Equipment etc.

‘... IF results are delivered, AND assumptions hold true, Prmission local
Gov. Obtained
THEN the project purpose will be achieved ...’ Project facilities
provided
22
Assumptions HOW?

• Assess the importance of the external

factors by using the assessment algorithm

• Check the intervention logic and

assumptions on completeness

23
Assessment of Assumptions
Is the external factor important?

Yes No

Will it be realised? Do not include in logframe

Almost certainly Do not include in logframe

Likely Include as an assumption

Unlikely Is it possible to redesign the

project in order to influence the
external factor?

Redesign the project by Yes

adding activities or results; No
reformulate the Project
Purpose if necessary The project is not feasible

24
Project assumptions:
•Project assumptions may be outside of the
project control (policy, collaboration external
actors etc.)

•Other assumptions may have university policy

implications (staffing policies, incentives,
space for resources generation etc.) – Should
be taken up prior or during implementation

25
 WHY?
Indicators
To:
• Clarify the characteristics of the OO, SO and R
• Manage the project more objectively
• Provide a basis for performance measurement,
monitoring and evaluation
OVI’s describe the project’s objectives in operationally
measurable terms (quantitiy, quality, time)
Note:
Often, it is necessary to establish several indicators for one
objective. Together, these will provide reliable information on the
achievement of objectives.
26
 Indicators: An Example
Objective: Efficiency and effectiveness of the learning and and
administration processes/practices have been enhanced

Select the indicator: Amount of administrative paperwork…

Define the targets:

• Define the quantity: …is reduced by 20% annually
particular attention should be paid to the availability of baseline
information)
• Define the quality: ...
• Define the target group: ... , as used by the UNZI staff both
acacemic and administrative ...
• Define the place : ... at UNZI...
• Determine the time: ... following full implementation of e-
administration

27
 Some criteria for good indicators
Valid Does the indicator directly represent the objective it is
intended to measure?

Objective Is the definition precise and unambiguous about what is

to be measured?

Reliable Are the data consistent or comparable over time?

Accessible Can data be collected easily, on a timely basis at

reasonable costs?

Useful Will the data have utility for decision-making and

learning?

Owned Do partners and stakeholders agree that this indicator

makes sense to use?

28
Activity Scheduling
An activity schedule:
 Maintains objective-oriented approach of logframe
 Breaks activities down into operational detail
 Clarifies sequence, duration and precedence of activities
 Identifies key milestones
 Assigns management responsibility
and implementing responsibilities
and should include management
tasks
Workplan
Workplan
Workplan
USE project charts

29
Project charts
Gantt chart = common technique for representing the
phases and activities of a project

In this example :
- What are the different tasks;
- What is the start and end date of the tasks.

30
Project charts
Gantt chart can also include:
- Who is responsible?
- What is the relation between ≠tasks?
- Are the deadlines met?

31
Project charts
PERT = Project Evaluation and Review Technique

Gives an answer on:

- What is the relation between the different tasks?

32
Project charts
Gantt versus PERT

Gantt : tasks in relation to time

Pert : tasks in relation to other tasks

33
LFA link to evaluation (Logical Framework Approach)

34
Create WBS and Assign
Responsibility

35
Sequence Activities

36
Develop the Project Schedule

37
Determine Budget

38
Execute the Project Plan
Perform the work
Monitor and control progress
Control changes

39
Global Project Management
Globalization Helpful Competencies
Adds a dimension of complexity Foreign language skills
Changes project dynamics Knowledge of
 Cultures
Requires awareness of factors  Geography
 Cultural differences  World history and contemporary
events
 Currency  International economics
 Codes and regulations Awareness of
 Business organization  Customs and etiquette
 Political relations  Geopolitical environment
 Workforce availability Technology adoption and translation
software

40
Project Management Associations
Project Management Institute Global Associations
Worldwide not-for-profit association of Links available at
practitioners www.cengagebrain.com
 350,000 members in >170 countries
 250 chapters in >70 countries
Online communities for collaboration
PMBOK® Guide
PMI Code of Ethics and Professional
Conduct
Certifications
www.pmi.org

41
Critical Success Factors
Planning and communication are critical to successful project management. They prevent problems from
occurring or minimize their impact on the achievement of the project objective when they do occur.
Taking the time to develop a well thought-out plan before the start of the project is critical to the successful
accomplishment of any project.
A project must have a clear objective of what is to be accomplished and defined in terms of end product or
deliverable, schedule, and budget; and is agreed upon by the customer.
Involve the sponsor or customer as a partner in the successful outcome of the project through active
participation during the project.
Achieving customer satisfaction requires ongoing communication with the customer to keep the customer
informed and to determine whether expectations have changed.
The key to effective project control is measuring actual progress and comparing it to planned progress on a
timely and regular basis and taking any needed corrective action immediately.
After the conclusion of a project, the project performance should be evaluated to learn what could be improved if
a similar project were to be undertaken in the future. Feedback should be obtained from the sponsor or customer
and the project team.
Learning and understanding the culture and customs of other project participants will demonstrate respect,
help build trust, and aid in developing an effective project team; and it is critical for successful global project
management.

42
Summary
A project is an endeavor to accomplish a specific objective through a unique set of interrelated tasks and the
effective utilization of resources.
The successful accomplishment of the project objective could be constrained by many factors, including scope,
quality, schedule, budget, resources, risks, and customer satisfaction.
The project life cycle has four phases: initiating, planning, performing, and closing the project.
Project management is planning, organizing, coordinating, leading, and controlling resources to accomplish the
project objective. The project management process involves two major functions: first establishing a plan and
then executing that plan to accomplish the project objective.
Globalization changes the dynamics of a project and adds a layer of complexity that can adversely affect the
project outcome if the project participants are not aware of what they can encounter regarding cultural
differences and multinational economic transactions.
The Project Management Institute is a premier worldwide not-for-profit association for practitioners in the
project management profession.
The ultimate benefit of implementing project management techniques is having a satisfied customer—whether
you are the customer of your own project or a business (contractor) being paid by a customer to perform a
project.

43
What is a project?
• A project features the following characteristics;
 Specific start and end date
 Series of tasks to achieve a defined outcome or
objective
 Uses people or resources to achieve that objective

44
What is project management?

The planning, organising, directing and controlling of....

....activities, people and money....

....to achieve a specific objective

45
What is the project life-cycle?
• Logical sequence of activities to accomplish the
project’s goals or objectives

Initiate Plan Deliver Review Close

46
What do you do at each stage?
• Initiate
 Define scope
 Develop outline business case *

• Plan
 Identify milestones and outputs
 Identify required funding and resources
 Identify and analyse risks *
 Identify and analyse stakeholders
 Undertake E&D impact assessment *
 Develop project initiation document

47
What do you do at each stage?
• Deliver
 Communicate with stakeholders
 Identify project governance requirements
 Identify and undertake commissioning exercises *
 Monitor and report on project progress
 Manage risks
 Record lessons learned

• Review
 Hold post project review meeting

• Close
 Close project

48
PMBOK Definitions
PROJECT = “…a temporary endeavour or undertaking to create a
unique product or service”

PROJECT MANAGEMENT = “…the application of knowledge,

skills, tools and techniques to project activities in order to meet
stakeholder’s needs and expectations from a project.”

49
The Project Management
Institute
“Project Management Institute is the global professional association for
project programme or portfolio managers and PMO officers. PMI UK is the
United Kingdom branch.
The core purpose of PMI is to advance the practice, science and profession
of project management throughout the world. PMI's goal is that worldwide,
organisations will embrace, value and utilise project management and
attribute their success to it.”

www.pmi.org.uk

50
 Association for Project
Management (APM)
“The Association for Project Management has over 35 years combining
its members’ extensive experience in developing the science and art of
project management. This is encapsulated in the APM Body of
Knowledge, qualifications and other research activities and disseminated
through its members, and more widely via
print, electronic media and events.”

www.apm.org.uk

51
PMBOK Definitions
PROJECT = “…a temporary endeavour or undertaking to create a
unique product or service”

PROJECT MANAGEMENT = “…the application of knowledge,

skills, tools and techniques to project activities in order to meet
stakeholder’s needs and expectations from a project.”

52
 What is a Project?

“ . . . an endeavour in which human (or machine) material

and financial resources are organised in a novel way, to
undertake a unique scope of work, of given specification,
within constraints of cost and time, so as to deliver
beneficial change defined by quantitative and qualitative
objectives.”
J R Turner (1992)

53
What is Project Management?
“ . . . a way of developing structure in a complex
project, where the independent variables of time,
cost, resources and human behaviour come
together.”
Burke (1999)

54
 Characteristics of a Project

Meredith & Mantel (2003):

• Purpose - clearly defined outcomes, with an
element of complexity, which needs
co-ordination

• PLC - project, life-cycle

• Interdependencies - links to other projects, and

to the routine daily operations, need managing

• Uniqueness - needs customising, but …

• Conflict - competing for resources

55
 The 5 Phase Project Life Cycle

DEFINE PLAN ORGANISE CONTROL CLOSE

Define
State the Identify Determine
management Obtain
problem activities personnel
style client
needs
acceptance
Identify Estimate
Establish
project goals time & cost Recruit
control tools Install
Project
deliverables
List the Sequence Manager
Prepare
objectives activities
status report Document
Recruit
the project
Determine Identify Project Team
Review
preliminary critical
project Issue final
resources activities Organise
schedule report
team
Identify Write
Issue Conduct
assumptions project Assign work
change project audit
and risks proposal packages
orders

PLANNING IMPLEMENTATION 56
Example of Framework

57
 The Project Life Cycle (PLC) the time
distribution of project activity
Level of activity

Develop it
Design it
Define it

Time Do it (Maylor 2003)

58
 The Project Life Cycle (PLC) the time
cumulative expenditure
Cumulative Expenditure

Develop it
Design it
Define it

Time Do it (Maylor 2003)

59
 The PMI Body of Knowledge
• The Project Management Framework
• The Project Management Context
• Project Management Processes
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management

60
Maintaining the balance …
TIME

COST QUALITY

61
Tolerances
PRINCE uses tolerances
Is there any latitude in the quoted delivery date or budget?
Define
 The tolerances in a project
 Who may use the tolerances.

62
Activities / tasks

Ideally these should :

• Be short
• Be measurable
• Deliver something
• Be able to be carried out by one type of
resource

63
Milestones
Milestones are key points for the project.
They have no duration – they are just target dates.

e.g
Obtain planning approval
Roof on
Wiring complete
Piping complete COMPLETE 14/10/2008

64
Resources
What is required for an activity

65
Deliverables

Outputs for activities / tasks

e.g.
Preliminary drawings
Working drawings
Bill of quantities
Shell of house

66
Gantt Charts
Shows activities/ tasks and milestones
Can show resources
Clear indication of timescales
Task Task DO Res. PE AE M T W T F M T W T F
Number Name

1 Design Prog. SH 2 2

2 Code Prog. 1 DC 4 5

3 Document Prog. 2 NJ 2 1

4 User Acc. Test. 3 ME 1 1

Planned Elapsed
Actual Elapsed

67
Issue or Risk?

Issues Resolution

Risks Management

68
 Stages in project management
Stage 1
Understanding
the project
environment
Stage 2
Project Changes
definition
Stage 3
Project Corrective action
planning

Stage 4 Stage 5
Technical Project
execution control

69
Stage 1: Understanding project environment
The project environment comprises the factors
which may affect the project during its life. See
slide 16.6

70
Geo-social environment Econo-political environment
• Geography • Economy
• National culture • Government

The Project

Business environment Internal environment

• Customers • Company strategy
• Competitors • Resources
• Suppliers/sub-contractors • Other projects

Examples of factors that may affect the project

environment
71
Stage 2: Project definition
Three different elements define a project:
Its objective: the end state that project management is
trying to achieve
Its scope: the exact range of the responsibilities taken on
by the project management.
Its strategy: how project management is going to meet
its objective.

72
Project objectives
The hierarchy of objectives:
At the top of the hierarchy is the overall objective or goal
of the project, lower levels of the hierarchy are the
objectives of each part of the project (big projects
consists of many parts).
Objectives of each part must be related to its overall
objective.

73
Objectives must be clear:
Good objectives are those which are clear, measurable and,
preferably, quantifiable.
One method of clarifying objectives is to break down project
objectives into three categories:
 Purpose: to prevent production from failing to meet output as
forecast.
 End result: a report which identifies the causes of lost
production, and which recommends how the target output can be
met.
 Success criteria: the report should be completed by 30 June.
The recommendations should enable output to reach at east 70
tonnes per year. Cost of the recommendations should not
exceed RM200,000.

74
 The three project performance objectives

Qualit
y
New aircraft
project

Fixed grant Music

research festival
project
Cost Time

75
Project scope
- Identifies the work content and the outcomes.
- Boundary setting exercise – divides work content for each
part of the project.
- Important for managing contractors – commercial and legal
aspect of the scope of supply.
- Can change during the course of the project.

76
Project strategy
- Defines in general how the organization is going to
achieve its project objectives and meet the related
measure of performance.
- Two ways:
1) Define phases (time based sections) of the project.
2) Set milestones at which specific reviews of time, cost
and quality are made.

77
Stage 3: Project planning
Fulfills four distinct purpose, it determines:
1. The cost and duration of the project.
2. The level of resources needed.
3. Helps to allocate work and monitor progress.
4. Helps to assess the impact of changes to the project.

There are five steps…

78
 Stages in the project planning process

Adjust as necessary

Identify Estimate Identify the Identify time Fix the

the the times relationships and schedule
activities and and resource for time
in the resources dependencies schedule and
project for between the constraints resources
activities activities

1 2 3 4 5

79
 1. Identify activities: Work breakdown
structure
1. Serve
breakfast in bed

2. Pour juice 5. Place 11. Butter 16. Arrange

in glass boiled egg in the toast tray
egg cup

12. Toast 17. Fetch

15. Fetch
3. Fetch 4. Fetch bread tray, plates
6. Boil egg 10. butter
juice glass and cutlery
Fetch
egg cup
13. Slice
bread
8. Bring
7.
water to
Fetch 14.
boil
egg Fetch
bread
9. Fill pan
with water

80
 2. Estimate times and resources
Table 16.1
Time and resources estimates for a breakfast-in-bed” project
No Activity Effort (person) Duration (secs)
1 Serve breakfast in bed 1 120
2 Pour juice in glass 1 5
3 Fetch juice 1 10
4 Fetch glass 1 10
5 Place boiled egg in egg cup 1 3
6 Boil egg 0 240
7 Fetch egg 1 10
8 Bring water to boil 0 180
9 Fill pan with water 1 8
10 Fetch egg cup 1 10
11 Butter the toast 1 10
12 Toast bread 0 30
13 Slice bread 1 30
14 Fetch bread 1 10
15 Fetch butter 1 10

81
 Typical subjective probability distribution
for an activity time estimate

Accuracy of
estimates comes
with experience!
Probability

3 5 6 Activity duration 13
Optimistic time Expected time
Most likely time Pessimistic time
82
 3. Identify relationship and dependencies

All activities will have some relationship with one another.

Dependent or series relationship or
Slice bread Toast bread Butter
toast
1
Fill pan with water Bring water to boil Boil egg
2
Parallel relationship
1 & 2

83
 4. Identify schedule constraints

Resource constrained – only the available resource level are

used in resource scheduling and are never exceeded hence,
project completion might slip.
Time constrained – priority is to complete the project within a
given time.

84
 “Making breakfast” - Do activities at
earliest time
Time (mins)
0 1 2 3 4 5 6 7 8 9

Orange
Activities requiring
operator time
Bread Toast Butter

Bed
Water Boil water Boil egg
room

Tray

4
Staff required

3
2

1
0
0 1 2 3 4 5 6 7 8 9
Time (mins)

85
 “Making breakfast” – Minimizing staff
requirements
Time (mins)
0 1 2 3 4 5 6 7 8 9

Orange

Bread Toast Butter

Bed
Water Boil water Boil egg
room

Tray

4
Staff required

3
2
1
0
0 1 2 3 4 5 6 7 8 9
Time (mins)

86
 5. Fix the schedule
“Making breakfast” – Maximizing toast
quality
Time (mins)
0 1 2 3 4 5 6 7 8 9

Orange

Bread Toast Butter

Boil water Boil egg Bed

Water
room

4 Tray
Staff required

3
2
1
0
0 1 2 3 4 5 6 7 8 9
Time (mins)
87
Stage 5: Project control
1. Project monitoring: current expenditure to date, amount of
overtime authorized, inspection failure, progress of activities etc.

2. Assessing project performance: Compare planned and actual

expenditure

3. Intervene to change the project: when the project is out of

control in the sense of cost, quality levels or time, intervention is
required.

88
Network planning
1. Use of Gantt chart is the simplest technique that supports
project planning and control.

2. More elaborate and detailed techniques are collectively

called network analysis.

3. We will consider a network analysis method called Critical

Path Method (CPM)

89
Critical Path Method
1. Represents the project activities diagrammatically.
2. Project activities are represented by arrows (See 16.26).
3. At the tail (start) and head (finish) of each activity is a circle which
represents and event (See 16.27).
Rules for drawing a network diagram:
1. An event cannot be reached until all activities leading to it are
complete - (16.27 – event 5 is not reached until c and e are
completed).
2. No activity can start until its tail event is reached - (16.27 –activity
f cannot start until event 5 is reached).
3. No two activities can have the same heat and tail events (16.28 –
activities x and y cannot be drawn as first shown, they must be
drawn using a dummy activity (no duration and shown as a dotted
line)

90
 Activities and network for a simple
project
Immediate Activity duration
Activity (in days)
predecessors
a Remove furniture None 1
b Prepare bedroom a 2
c Paint bedroom b 3
d Prepare kitchen a 1
e Paint kitchen d 2
f Replace furniture c, e 1

om Pa
r o int
d be
e be dr
par oo
m
r e
P
Remove furniture Replace furniture
Pr
ep en
are c h
kit kit
ch
en a int
P

91
 Network diagram for simple decorating project
EET – the very earliest the event could possibly
Activity reference a occur if all preceding activities are completed as
early as possible.
Activity duration 1
LET – the latest time that the event could possibly
1 take place without delaying the whole project
Event number
3

An Event
b c

2 3
1 a 2 5 f 6

1 1
d e
Earliest Event Latest Event
1 2
Time (EET) Time (LET) 4

92
 Activity on arrow – Using “dummy”
activities
2
x
x
1 2 1 3
y

1 3 5

2 4 6

93
Critical Path
 Network diagrams have more that one sequence of activities
which will lead from the start to the end of the project – these
sequence are called paths.
 Each path has a total duration which is the sum of all its activities.
 The path which has the longest sequence of activities is called the
critical path.
 It is called the critical path because any delay in and of the
activities on this path will delay the whole project.

94
 Network analysis for simple decorating project
With earliest and latest event times

3
3 3
b c

2 3
1 a 2 5 f 6
0 0 1 1 1 6 6 1 7 7
d e
1 2
4
2 4
Chapter 16, Page 575

95
Worked Example

The chief surveyor of a firm that moves earth in preparation

for the construction of roads has identified the activities and
their durations for each stage of an operation to prepare a
difficult stretch of motorway (see table below). The
surveyor needs to know how long the project will take and
which are the critical activities.

96
Road Construction Activities
Activity Duration Preceding activities
A 5 -
B 10 -
C 1 -
D 8 B
E 10 B
F 9 B
G 3 A, D
H 7 A, D
I 4 F
J 3 F
K 5 C, J
L 8 H, E, I, K
M 4 C, J

97
Network Diagram For Motorway Project

18 20 G
A
H 3
5 D
8 7
B E L
0 0 10 10 27 27 35 35
10 10 8
F I
9
C 4
K M
1 19 19 5
4
3J

22 22

98