Professional Documents
Culture Documents
Objectives: Lesson 13. Planning & Scheduling Method III
Objectives: Lesson 13. Planning & Scheduling Method III
13.
Planning & Scheduling Method III
Part 1. Network Diagrams
Dr. Cho
Objectives
Understand the basic requirements of good project
planning
Break down the project into activities and
organizations
Identify the logical relationships among project
activities
Draw a project network
Understand the difference between Activity‐on‐Arrow
(AOA) and Activity‐on‐Node (AON) representations of
project networks
1
Introduction
Planning is the process of representing the project scope by its
identifiable components.
Planning answers three main questions
1. What is to be done ?
2. How to do it (logical order) ?
3. Who does it ?
Introduction
Systematic and structured planning techniques are
important for:
• minimize the potential to overlook something
• sharing of team‐work ideas
• having a clear definition of project scope and desired level
of detail
• building confidence and commitment into team workers
• effectively communicating the plan to site personnel
2
Planning Steps
1. Performing a breakdown of major work items
involved in the project (called activities or tasks)
2. Identify the proper sequence by which the
activities are to be executed.
3. Representing this information in a simple
manner.
4. Estimating the resource, cost, and time needs
of the individual activities.
Step 1. Project Breakdown
Work Breakdown Structure (WBS)
• logical hierarchical decomposition of the project
• from a broad level (definable area) down to a very detailed level (work
packages)
Organization Breakdown Structure (OBS)
• the different responsibility levels and their appropriate reporting needs
• WBS is linked to the OBS
3
Step 1. Project Breakdown:
Types of activities in WBS
1) Production activities
◦ the use of resources including labor, material, equipment, or
subcontractors
◦ each activity can have a certain quantity of work, resource needs,
cost, and duration
◦ e.g., excavation, formwork, reinforcement work, concreting
2) Procurement activities
◦ specifying the time needed to procure for material or equipment
◦ the work should not be delayed waiting for materials or
equipment
◦ e.g., brick procurement, boiler manufacturing and delivery, etc.
4
Step 1. Project Breakdown
3) Management decision activities
◦ related to management decisions (e.g., vacations, special delays,
approvals, etc)
4) Hammock activities
◦ summary activities
◦ for the specific purpose of summarizing a chain of activities
5) Dummy activities
◦ needed for presentation purposes to maintain logical relationships
among activities
Step 1. Project Breakdown
5
Planning Steps
1. Perform work‐breakdown structure
2. Identify logical relations among tasks
3. Draw the project network
Step 2. Logical Relations Among Tasks
Questions for each activity
1) What activities must be finished before the current one can start
(Preceding)?
2) What activity(ies) may be constructed concurrently with the current
one(Parallel)?
3) What activity(ies) must follow the current one (Succeeding)?
6
Step 2. Logical Relations Among Tasks
Immediately
preceding
activity (IPA)
Step 2. Logical Relations Among Tasks:
Removing Redundant Relationships
A B C
R ed und ant
R elatio nship
7
Step 2. Logical Relations Among Tasks
Removing Redundant Relationships
Planning Steps
1. Perform work‐breakdown structure
2. Identify logical relations among tasks
3. Draw the project network
8
Step 3. Drawing the Project Network
1) Checking the need for a start activity
2) Checking the need for a finish activity
3) Drawing a network diagram
◦ Activity on Arrow (AOA) representation
◦ Activity on Node (AON) representation
Activity on Arrow (AOA) representation
Rules
◦ Each activity must have a unique i ‐ j reference numbers (j>i)
◦ Leave a gap between numbers (e.g., 5, 10, 15, etc.)
◦ Avoid back arrows and crossing of arrows, where possible
9
Activity on Arrow (AOA) representation
Dummy Activities
◦ Used to preserve the required logical relationships
◦ No time duration and no resources
◦ Used when:
◦ one activity depends on two preceding activities and another activity depends on
only one of the preceding activities.
◦ two or more activities have the same predecessors and the same successors.
10
Logic Dummies for AOA
• An activity with zero duration
• A dashed arrow is used
• A logical sequential link between activities without violating the linking rules
Immediately
Activity Preceding
Activity (IPA)
A None
B None
C A
D A, B
21
11
Construct an AOA network for the project in Table 3-5
12
Activity on Node (AON) Representation
Activity on Node (AON) Representation
13
Differences between AOA and AON
In AON, no need of using dummy activities
AOA works well for the Finish‐to‐Start relationships
AON works well for any of the four types of relationships: Finish‐to‐Start,
Start‐to‐Start, Start‐to‐Finish, Finish‐to‐Finish
Logic
Logic is the determination of the relationship, or linking of activities and
involves the determination of these constraints on activities.
Activities may be independent or dependent.
If dependent, the relationship between the activities may be one of the
following:
◦ Finish to Start, Finish to Finish
◦ Start to Finish, Start to Start
28
14
Logical relationship
29
15