2019 Network Planning Control

Project Planning Management & Control
Network Planning &

Control
Understanding the dependencies

The new office
High level Task ID Activity Preceding
Activity
deliverable deliverables Task
Décor
Carpet 1 Lay carpet … 2, 5
Walls 2 Paint walls … 3
Ceiling 3 Paint ceiling … 4
4 Install lights …
Doors 5 Paint doors … 3
...
Furniture
Desk 6 Order desk …
7 Install desk … 1, 6
Personal effects 8 Relocate … 7,9
9 Install cabinets … 1
Filing
…
…
Network Planning & Control 1

Creating a dependency diagram

Install
Paint filing cabinet
walls
2 days 0.5 days
Install Paint Lay
Start Relocate End
lights ceiling carpet
1 day 1 day 1 day
2 days
Paint
doors
1 day
Install desk
and chairs
Order desk
and chairs 0.5 days
10 days lead time
0.5 days for delivery
A critical path is the sequence of tasks with the longest duration within the project
Project Data - Example

Task Preceding Task Resources
ID Tasks Duration Required
(days) (Engineers)
A 2 2
B 4 4
C 6 2
D A 5 3
E A 1 3
F B,D 2 2
G C,E,F 1 3

Precedences - draft
A D F
B
E
C G
The British Standard Activity Box
Earliest Earliest
Duration
Start Finish
Activity Number
Activity Description
Resource
Latest Latest
Total Float
Start Finish

Alternative Notations
Activity Code
Earliest Activity Earliest
Start Description Finish
Latest Latest
Start Finish
Duration
Total Float Free Float
Earliest
Scheduled
Actual
Latest
Earliest Start Date Latest Start Date
Identity
(of the activity or activities being represented by this node)
Duration Float

Precedences – tidied-up
B
D F
A E
C G
D F
A E
C G

Precedences – the ‘forward pass ’
B
4
Estimated duration D F
5 2
A E
2 1
C G
6 1
1
Precedences – the ‘forward pass’
B
4
3
D F
1+2=3 5 2
1 3
A 1+2=3 E
2 1
1
C G
6 1

Precedences –the ‘forward pass’

1 We always take the larger value on the forward pass.
B
4 1+4=5
3 8
3+5=8
D F
5 2
1 3 8+2=10
A E
2 1 3+1=4
1 1+6=7 10
C G
6 1
Precedences – the ‘backward pass’

1
B
4
3 8
D F
5 2
1 3
A E
Latest start always equals
2 1 the earliest start on the last
task.
1 10 =10
C G
6 1


1
B
4
3 8 8
D F
5 2
10-2=8
1 3 9
A E
10-1=9
2 1
1 10 10
C G
6 1

We always take the smaller value on the backward pass.
1 4
B
8-4=4
4
3 3 8 8
D F
3-2=1 5 8-5=3 2
1 1 3 9
A E 10-1=9
9-2=7
2 1
1 4 10-6=4 10 10
C G
6 1

Precedences – the ‘backward pass’’

1 4
B
4 3 Float=latest start - earliest start (=spare time)
3 3 8 8
D F
5 0 2 0
1 1 3 9
A E
2 0 1 6
1 4 10 10
C G
6 3 1 0
1 4
B
4 3
3 3 8 8
D F
5 0 2 0
1 1 3 9
A E
2 0 1 6
1 4 10 10
C G
6 3 1 0

Project Data - Class Exercise

ID Tasks Duration Required
(days) (engineers)
A 14 6
B A 4 4
C B 3 2
D B 3 3
E D 29 4
F C 5 4
G F 8 2
H E,G 7 3
Types of float
 Float
- A time available for an activity or path in addition to
it’s duration
 Independent Float
- The float possessed by an activity which
(a) if used will not affect the float on any
later activity and
(b) cannot normally be taken by any earlier
activity
 Free Float
- The float possessed by an activity which
(a) if used will not affect the float on any
later activity and
(b) may be taken by an earlier activty

The strengths of network diagrams & CPA
• Tests the logic of the planned dependencies

• Gives an indication of the project duration
• Helps identify schedule risks
• Starts to identify possible resource contentions
• Identifies the float on non-critical routes
• Helps identify activities with a high propensity to disrupt
( = high ‘criticality’), and therefore where best to position
‘buffers’ (contingency time)
• Aids progress monitoring
• Aids re-planning
• And more!
The weaknesses of network diagrams & CPA
• GIGO.
• Static view of real life, too time focused ignores the fact
that resourcing is often the main constraint.
• Repeat activities.
• Difficulty of seeing activities occurring at the same time.
• More complex.

Other factors
 PERT/CPM
 Hammocks
 Other dependency relationships
 Calenders
 Constraint dates
 Subprojects
 Claims
Milestone Events and Hammocks

3 9
E
1 6
1 1 1 1 3 3 8 8 10 10 10 10
START A D F G END
2 0 5 0 2 0 1 0
1 4
B
4 3
1 4
C
6 3
HAMMOCK

Alternative Convention for Timings

2 8
E
1 6
0 0 0 0 2 2 7 7 9 9 10 10
START A D F G END
2 0 5 0 2 0 1 0
0 3
B
4 3
0 3
C
6 3
HAMMOCK
Dependency Relationships
Finish to Start
With No Lead or Lag With Two Day Lag
FS + 00D 2 FS + 02D
Days
With Five Day Lead

{
5 Days FS - 05D

Dependency Relationships
Finish to Finish
With No Lead or Lag With One Day Lead
FF + 00D FF - 01D
Start to Start
With No Lead or Lag With 50% Lag
SS + 00D SS + 50P
A Hierarchy of Networks

1 4
B
4 3
3 3 8 8
D F
5 0 2 0
1 1 3 9
A E
2 0 1 6
1 4 10 10
C G
6 3 1 0
Acceleration exercise
 Changing a wheel on a car

“Crash” Actions
 Hiring extra labour
 May lead to some inefficiency - doubling a work-force does not
always halve the job duration
 Hiring heavier or more plant
 Working overtime on weekdays or at weekends
 Overtime pay
 Working all night
 Overtime pay
 Additional running expenses - heating & lighting workplace
 Technological short-cuts
 Additives to shorten concrete curing time (again adding cost).
Aspects of ‘crashing’
• Requires increased co-ordination/supervision – this

incurs additional ‘overhead’ costs that may not be
immediately apparent.
• Increases risks
• Increases pressure so can lead to friction between team
members
• Is generally not cost-efficient
• Can be ‘parasitic’ - drawing resources away from critical
activities elsewhere in the organisation
• Should always be done with the aid of a network diagram
– a GANTT chart (though useful) does not provide
sufficient visibility

Resource Management
Resources are usually people or equipment, in
projects we need to consider them to:
 Predict demand
 Surplus resource
 Shortage of resource
 Inconsistent allocation
 Smooth resource demand
 Examine time/cost trade offs
1 4
B
4 3
3 3 8 8
D F
5 0 2 0
1 1 3 9
A E
2 0 1 6
1 4 10 10
C G
6 3 1 0

Gantt Charts
A
Activity D
G
1 2 3 4 5 6 7 8 9 10 11
Time
Gantt Charts
A
Activity D
G
1 2 3 4 5 6 7 8 9 10 11
Time

Gantt Chart
A D F G
0 1 2 3 4 5 6 7 8 9 10 Days
Resource Requirements
A2 D3 F2 G3
B4
C2
E3
0 1 2 3 4 5 6 7 8 9 10 Days

Project Data - Example

Code Tasks Duration Required
(days) (engineers)
A 2 2
B 4 4
C 6 2
D A 5 3
E A 1 3
F B,D 2 2
G C,E,F 1 3
Resource Histogram
A2 D3 F2 G3
B4
C2
E3
Men
12
10
6
4
0 1 2 3 4 5 6 7 8 9 10 Days

Project Data - Class Exercise

Code Tasks Duration Required
(days) (engineers)
A 14 6
B A 4 4
C B 3 2
D B 3 3
E D 29 4
F C 5 4
G F 8 2
H E,G 7 3
Strategy for Project Plan

Identify Elements of Work
Construct Network of Logical Dependencies
Estimate Realistic Durations depending upon Resource Constraint
Time Adjust
Analysis Durations
Is
Target N
Finish Date
Met?
Y
Have
Resource N Durations Y
Levelling Changed?
Is
Resource N
Adjust Resource
Availability
Contents
Met?
Y
Cost Reports etc.

Overview of session
 Network diagrams
 CPA – Critical Path Analysis
 Project acceleration
 Gantt Charts
 Resource levelling
Project Management Tools and Techniques
Project Acceleration Example

Contract
Duration Revenue
(Days) (£k)
12 10
10 10.5
9 11
8 11.5
7 12
6 12.5
5 14
4 16
3 20

Project Acceleration
Task Normal Normal “Crash” “Crash” Cost
Duration Cost Duration Cost Slope
A 2 400 1 1000 600
B 4 1600 2 2000 200
C 6 1200 2 1600 100
D 5 1500 2 3000 500

1 4800 1800
E 1 300
F 2 400 1 800 400
G 1 300
10 5700
B
4
D F
5 2
A E
2 1
C G
6 1

B
4
D F
5 1
A E
2 1
C G
6 1
Task Normal Normal “Crash” “Crash” Cost Change Cost Change Cost Change Cost Change Cost Change Cost
Duration Cost Duration Cost Slope (Time) Change (Time) Change (Time) Change (Time) Change (Time) Change
A 2 400 1 1000 600
B 4 1600 2 2000 200
C 6 1200 2 1600 100
D 5 1500 2 3000 500

1 4800 1800
E 1 300
F 2 400 1 800 400 -1(1) +400
G 1 300
10 5700 9 6100

B
4
D F
4 1
A E
2 1
C G
6 1
B
4
D F
3 1
A E
2 1
C G
6 1

A 2 400 1 1000 600
B 4 1600 2 2000 200
C 6 1200 2 1600 100
D 5 1500 2 3000 500 -2(3) +1000

1 4800 1800
E 1 300
F 2 400 1 800 400 -1(1) +400
G 1 300
10 5700 9 6100 7 7100
B
4
D F
2 1
A E
2 1
C G
5 1

A 2 400 1 1000 600
B 4 1600 2 2000 200
C 6 1200 2 1600 100 -1(5) +100
D 5 1500 2 3000 500 -2(3) +1000 -1(2) +500

1 4800 1800
E 1 300
F 2 400 1 800 400 -1(1) +400
G 1 300
10 5700 9 6100 7 7100 6 7700
B
3
D F
2 1
A E
1 1
C G
4 1

A 2 400 1 1000 600 -1(1) +600
B 4 1600 2 2000 200 -1(3) +200
C 6 1200 2 1600 100 -1(5) +100 -1(4) +100
D 5 1500 2 3000 500 -2(3) +1000 -1(2) +500

1 4800 1800
E 1 300
F 2 400 1 800 400 -1(1) +400
G 1 300
10 5700 9 6100 7 7100 6 7700 5 8600
B
2
D F
1 1
A E
1 1
C G
3 1

A 2 400 1 1000 600 -1(1) +600
B 4 1600 2 2000 200 -1(3) +200 -1(2) +200
C 6 1200 2 1600 100 -1(5) +100 -1(4) +100 -1(3) +100
D 5 1500 2 3000 500 -2(3) +1000 -1(2) +500

1 4800 1800 -1(1) +1800
E 1 300
F 2 400 1 800 400 -1(1) +400
G 1 300
10 5700 9 6100 7 7100 6 7700 5 8600 4 10700
Contract
Duration Revenue Cost Profit
(Days) £k £k £k
12 10 5.7 4.3
10 10.5 5.7 4.8
9 11 6.1 4.9
8 11.5 6.6 4.9
7 12 7.1 4.9
6 12.5 7.7 4.8
5 14 8.6 5.4
4 16 10.7 5.3
3 20 N/A N/A

2019 Network Planning Control

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Project Planning Management & Control

Network Planning &

Understanding the dependencies

Network Planning & Control 1

Creating a dependency diagram

Project Data - Example

Network Planning & Control 2

The British Standard Activity Box

Network Planning & Control 3

Earliest Start Date Latest Start Date

Network Planning & Control 4

Network Planning & Control 5

Precedences – the ‘forward pass ’

Network Planning & Control 6

Precedences –the ‘forward pass’

Precedences – the ‘backward pass’

Network Planning & Control 7

Precedences – the ‘backward pass’

Precedences – the ‘backward pass’

Network Planning & Control 8

Precedences – the ‘backward pass’’

Network Planning & Control 9

Project Data - Class Exercise

Network Planning & Control 10

The strengths of network diagrams & CPA

• Tests the logic of the planned dependencies

The weaknesses of network diagrams & CPA

Network Planning & Control 11

Milestone Events and Hammocks

Network Planning & Control 12

Alternative Convention for Timings

With Five Day Lead

Network Planning & Control 13

With No Lead or Lag With One Day Lead

With No Lead or Lag With 50% Lag

Network Planning & Control 14

Network Planning & Control 15

• Requires increased co-ordination/supervision – this

Network Planning & Control 16

Network Planning & Control 17

Network Planning & Control 18

Network Planning & Control 19

Project Data - Example

Network Planning & Control 20

Project Data - Class Exercise

Strategy for Project Plan

Construct Network of Logical Dependencies

Estimate Realistic Durations depending upon Resource Constraint

Network Planning & Control 21

Project Management Tools and Techniques

Project Acceleration Example

Network Planning & Control 22

B 4 1600 2 2000 200

C 6 1200 2 1600 100

D 5 1500 2 3000 500

F 2 400 1 800 400

Network Planning & Control 23

A 2 400 1 1000 600

B 4 1600 2 2000 200

C 6 1200 2 1600 100

D 5 1500 2 3000 500

F 2 400 1 800 400 -1(1) +400

Network Planning & Control 24

Network Planning & Control 25