08 PROJECT CYCLE B

8/8/2019 08 PROJECT CYCLE B

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The Project CycleThe Project Cycle


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To Get to a Plan.You Need a Network Diagram


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The Network Diagram

Essentially thesequencing of activities

A tool for planning, scheduling and

monitoring projectprogressDeveloped from the WBS

Achart that graphicallydepicts thesequence, interdependencies, and startand finish times of the project job plan of

activities that is the critical path through thenetwork


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The Network Diagram

Provides the basis for scheduling laborand equipment

Enhances communication among project

participants

Provides an estimate of the projectsduration

Provides a basis forbudgeting cash flow

Highlights activities that are criticaland cannotbe delayed

Help managers get and stay on plan.


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The Network Diagram


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Activity On Arrow


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Activity On Node


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Relationships/Dependencies


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Networks typically flow from left to right

An activitycannotbegin untilallof itspreceding activities are complete

Arrows indicate precedence and flowandcan cross over each other

Identify each activity with a unique number thisnumber must be greater than its predecessors

Looping is not allowed Conditionalstatements are notallowed

Use common start and stop nodes.


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Network Diagram: Step 1


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A Forward Pass through the network

determines the earliest times each activity can

start and finish Forward Pass:

How soon can the activity start? (early start

ES)

How soon can the activity finish? (early finishEF)


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Add activity times along each path in thenetwork (ES+ Duration = EF)

Carry the early finish (EF) to the nextactivitywhere itbecomes its early

start(ES) unless The next succeeding activity is a merge

activity, in which case the largest EF ofall preceding activities is selected.


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A Backward Pass through the networkdetermines the latest times each

activitycan start and finish withoutdelaying completion of the project Backward Pass : How late can the activity start? (late

startLS) How late can the activity finish? (latefinishLF)


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Subtract activity durations along eachpath in the network (LF- Duration =

LS) Carry the late start(LS) to the nextactivitywhere itbecomes its latefinish (LF) unless

The activity is a merger activity, in whichcase the smallest LS of the previousactivities is selected.


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Important Concepts

Slack(orFloat): The duration an activity can be delayed after

the start of a longer parallel activity or activities Totalslack: The duration an activity can be delayed without

delaying the entire project The criticalpath is the networkpath(s)

that has (have) the least slack in common-normallyZero.


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Important Concepts

Utilization ofSlack: If slack in an activity on a path is

used, the ES of all activities that followin that chain will be delayed and theirslack reduced. Use of totalslackshould therefore be coordinated

with allparticipants in theactivities that follow in that chain


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Important Concepts

Free slack: Free slack, however is unique because the

activity can be delayed without delaying the ES

of activities following it. Free slack is defined asthe difference between the EF of an activity andthe ES of the activity that follows. Onlyactivities where that occur at the end of a chain

of activities (usually where you have a mergeactivity) can have free slack Free slack doesnot affect the activities following it.


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The Network Diagram In MS Project


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JANUARY 2007

FINAL DELIVERABLE

SUB DELIVERABLES


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Schedule Bar Chart (Gantt)


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Responsibility Matrix

r

a

m

responsibility

assignment

matrix


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Task 1

Task 2

Task 3

Task 4

Task 5

Task 6

Person 1 Person 2 Person 3 Person 4


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r

as

ci

responsible

accountablesupportive

consultedinformed


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One and only one person can be accountable. Multiple peoplecan be responsible and certainly others can be informed and

consulted.Source: Glen B Alleman, (2007) Responsibility Assignment Matrix, Herding Cats

http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html retrieved 2/8/08


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08 PROJECT CYCLE B

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