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Haeryip Sihombing 1
THE MANAGERIAL PROCESSTHE MANAGERIAL PROCESS Clifford F. GrayEric W. Larson
Third Edition
Clifford F. GrayEric W. Larson
Third Edition
Project ManagementProject Management
6
BMFP 4542
6
Developing a Project PlanDeveloping a Project PlanDeveloping a Project PlanDeveloping a Project Plan
Project ManagementProject Management
Haeryip Sihombing Universiti Teknikal Malaysia Melaka (UTeM)
22
Developing the Project PlanDeveloping the Project Plan
• The Project Network–A flow chart that graphically depicts the sequence,
interdependencies, and start and finish times of the project job plan of activities that is the critical paththrough the network.
P id th b i f h d li l b d i t
33
• Provides the basis for scheduling labor and equipment.• Enhances communication among project participants.
• Provides an estimate of the project’s duration.• Provides a basis for budgeting cash flow.• Identifies activities that are critical.
• Highlights activities that are “critical” and can not be delayed.• Help managers get and stay on plan.
From Work Package to NetworkFrom Work Package to Network
WBS/Work Packages to Network
44FIGURE 1
From Work Package to Network (cont’d)From Work Package to Network (cont’d)
WBS/Work Packages to Network (cont’d)
55FIGURE 1 (cont’d)
Constructing a Project NetworkConstructing a Project Network
• Terminology–Activity: an element of the
project that requires time.
–Merge Activity: an activity that has two or more preceding
A
B D
66
has two or more preceding activities on which it depends.
–Parallel (Concurrent) Activities:Activities that can occur independently and, if desired, not at the same time.
C
B D
Haeryip Sihombing 2
Constructing a Project Network (cont’d)Constructing a Project Network (cont’d)
• Terminology–Path: a sequence of connected, dependent activities.
–Critical path: the longest path through the activity network that allows for the completion of all project-related activities; the shortest expected time in which
77
related activities; the shortest expected time in which the entire project can be completed. Delays on the critical path will delay completion of the entire project.
C
A B D
(Assumes that minimum of A + B > minimum of C in length of times to complete activities.)
Constructing a Project Network (cont’d)Constructing a Project Network (cont’d)
• Terminology–Event: a point in time when an activity is started or
completed. It does not consume time.–Burst Activity: an activity that has more than one
activity immediately following it (more than one d d fl i f it)
88
dependency arrow flowing from it).• Two Approaches
–Activity-on-Node (AON)• Uses a node to depict an activity.
–Activity-on-Arrow (AOA)• Uses an arrow to depict an activity.
B
D
A C
Basic Rules to Follow in Developing Basic Rules to Follow in Developing Project NetworksProject 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
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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.
ActivityActivity--onon--Node FundamentalsNode Fundamentals
1010FIGURE 2
ActivityActivity--onon--Node Fundamentals (cont’d)Node Fundamentals (cont’d)
1111FIGURE 2 (cont’d)
Network InformationNetwork Information
1212TABLE.1
Haeryip Sihombing 3
Koll Business CenterKoll Business Center——Partial NetworkPartial Network
1313FIGURE 3
Koll Business CenterKoll Business Center——Complete NetworkComplete Network
1414FIGURE 4
Network Computation ProcessNetwork 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—ET)
• Backward Pass Latest Times
1515
• 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?–How long can it be delayed? (slack or float—SL)
Network InformationNetwork Information
1616TABLE 2
ActivityActivity--onon--Node NetworkNode Network
1717FIGURE 5
ActivityActivity--onon--Node Network Forward PassNode Network Forward Pass
1818FIGURE 6
Haeryip Sihombing 4
Forward Pass ComputationForward 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…
1919
• The next succeeding activity is a merge activity, in which case the largest EF of all preceding activities is selected.
ActivityActivity--onon--Node Network Backward PassNode Network Backward Pass
2020FIGURE 7
Backward Pass ComputationBackward Pass Computation
• Subtract activity times along each path in the network (LF - Duration = LS).
• Carry the late start (LS) to the next activity where it becomes its late finish (LF) unless
2121
• The next succeeding activity is a burst activity, in which case the smallest LF of all preceding activities is selected.
Determining Slack (or Float)Determining Slack (or Float)
• Slack (or Float)–The amount of time an activity can be delayed after
the start of a longer parallel activity or activities.• Total slack
–The amount of time an activity can be delayed without
2222
y ydelaying the entire project.
• The critical path is the network path(s) that has (have) the least slack in common.
ActivityActivity--onon--Node Network with SlackNode Network with Slack
2323FIGURE 8
Free Slack ExampleFree Slack Example
2424FIGURE 9
Haeryip Sihombing 5
Practical ConsiderationsPractical Considerations
• Network Logic Errors• Activity Numbering• Use of Computers to Develop Networks• Calendar Dates
M lti l St t d M lti l P j t
2525
• Multiple Starts and Multiple Projects
Illogical LoopIllogical Loop
2626FIGURE 9
Air Control ProjectAir Control Project
2727FIGURE 10
Air Control Project (cont’d)Air Control Project (cont’d)
2828FIGURE 11
Extended Network Techniques Extended Network Techniques to Come Close to Realityto Come Close to Reality
• Laddering–Activities are broken into segments so the following
activity can begin sooner and not delay the work.• Lags
2929
• Lags–The minimum amount of time a dependent activity
must be delayed to begin or end.• 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.
Example of Laddering Using Example of Laddering Using FinishFinish--toto--Start RelationshipStart Relationship
3030FIGURE 12
Haeryip Sihombing 6
Use of LagsUse of Lags
FIGURE 6.13
Finish-to-Start Relationship
Start-to-Start Relationship
3131FIGURE 14
Use of Lags Cont’dUse of Lags Cont’d
Use of Lags to Reduce Detail
3232FIGURE 15
3333
New Product Development New Product Development ProcessProcess
FIGURE 16
Use of Lags (cont’d)Use of Lags (cont’d)
FIGURE 6.17
Finish-to-Finish Relationship
3434
FIGURE 6.18
FIGURE 19
Start-to-Finish Relationship
CombinationRelationship
Network Using LagsNetwork Using Lags
3535FIGURE 20
Hammock ActivitiesHammock Activities
• Hammock Activity–An activity that spans over a segment of a project.
–Duration of hammock activities is determined after the network plan is drawn.
H k ti iti d t t ti f
3636
–Hammock activities are used to aggregate sections of the project to facilitate getting the right amount of detail for specific sections of a project.
Haeryip Sihombing 7
Hammock Activity ExampleHammock Activity Example
3737FIGURE 21
Key TermsKey Terms
ActivityActivity-on-arrow (AOA)Activity-on-node (AON)Burst activityC t i i
Gantt chartHammock activityLag relationshipMerge activityN t k iti it
3838
Concurrent engineeringCritical pathEarly and late times
Network sensitivityParallel activitySlack/float—total and free
ActivityActivity--onon--Arrow Network Building BlocksArrow Network Building Blocks
3939FIGURE A1
ActivityActivity--onon--Arrow Network FundamentalsArrow Network Fundamentals
4040FIGURE A2
ActivityActivity--onon--Arrow Network FundamentalsArrow Network Fundamentals
4141FIGURE A2 (cont’d)
Koll Center Project: Network InformationKoll Center Project: Network Information
4242TABLE A3
Haeryip Sihombing 8
Partial Koll Business Center AOA NetworkPartial Koll Business Center AOA Network
4343FIGURE A3
Partial AOA Koll NetworkPartial AOA Koll Network
4444FIGURE A4
Partial AOA Koll Network (cont’d)Partial AOA Koll Network (cont’d)
4545FIGURE A4 (cont’d)
ActivityActivity--onon--Arrow NetworkArrow Network
4646FIGURE A5
ActivityActivity--onon--Arrow Network Forward PassArrow Network Forward Pass
4747FIGURE A6
ActivityActivity--onon--Arrow Network Backward PassArrow Network Backward Pass
4848FIGURE A7
Haeryip Sihombing 9
ActivityActivity--onon--Arrow Network Backward Pass, Arrow Network Backward Pass, Forward Pass, and SlackForward Pass, and Slack
4949FIGURE A8
Air Control Inc. Custom Order ProjectAir Control Inc. Custom Order Project——AOA Network DiagramAOA Network Diagram
5050FIGURE A9
Comparison of AON and AOA Comparison of AON and AOA MethodsMethods
5151TABLE A2
5252
THE ENDTHE END