WORK BREAKDOWN STRUCTURE,

SCHEDULING & NETWORK

DIAGRAMS
ELEC352: ENGINEERING MANAGEMENT

Dr Jeyan Thiyagalingam
PROJECT PROGRESS
• You been given a project concept (“Build a
…”)

• You have formed a project team to deliver the

project

• You have communicated to stakeholders the

nature of the project and its advantages /
disadvantages
– SMART objectives
– SWOT analysis
Assume that …
YOUR WORK ON TASK ONE
WAS EXCELLENT

SENIOR MANAGEMENT HAVE

APPROVED YOUR PROJECT

FUNDING AND RESOURCES

HAVE BEEN ALLOCATED

BUT WHAT NEXT?

PROJECT PLANNING
Planning and Control
Every project needs a plan, and then must be controlled

ESTABLISH OBJECTIVES
PLANNING FORMULATE POLICIES, TACTICS &
ACTIONS TO ACHEIVE THESE

TO ENSURE OPERATIONS MEET

THE PLAN
REGULAR COMPARISON OF
ACTUAL WITH PLANNED
CONTROL PERFORMANCE
LONG RANGE REVIEWING &
MODIFICATION OF PLANS TO
REFLECT CHANGING CONDITIONS
 Project Plan Elements
The process of developing the project plan varies among organizations,
but any project plan must contain the following elements:

§ Overview - a short summary of the goals and scope of the project

§ Objectives - A more detailed statement of the general goals noted

in the overview section

§ General Approach - describes both the managerial and technical

approaches to the work

§ Contractual Aspects - includes a complete list and description of

all reporting requirements, customer supplied resources, liaison
arrangements, advisory committees, project review and
cancellation procedures, etc.

§ Schedules - this section outlines the various activities and lists all
the milestone events
Project Plan Elements
§ Resources - this includes the budget (both capital and expense
requirements) as well as cost monitoring and control procedures

§ Personnel - this section lists the expected personnel requirements

of the project including special skills, training needs, and security
clearances

§ Evaluation Methods - every project should be evaluated against

standards and by methods established at the project’s inception

§ Potential Problems - this section should include any potential

difficulties such as subcontractor default, technical failure, tight
deadlines, resource limitations and the like. Risk analysis (later
lecture) may avert some crises
 Developing the Project Plan
§ Each individual/unit accepting responsibility for a part of the project
should deliver a preliminary plan about how it will be accomplished
§ These plans should contain descriptions of the required tasks, and
estimates of the budgets and schedules

§ The plans are then scrutinized by the group and combined into a
composite project plan
§ The composite plan, still not completely firm, is approved by each
participating group, by the project manager, and then by senior
organizational management

§ Each subsequent approval hardens the plan, and when senior

management has endorsed it, it is final
§ Any further changes in the project’s scope must be made by
processing a formal change order
 Project Planning in Action

The project plan will usually include:

A text document describing the project elements

A software file containing a work breakdown

structure, a Gantt chart and/or a network diagram

And this is what we’re doing this week

 Success Factors
§ The importance of careful planning can scarcely be overemphasized

§ Pinto and Slevin developed a list of factors that appear to be

associated with success in implementing projects

§ Communication – talk to each other!

§ Project Mission - spell out clearly defined and agreed-upon

objectives in the project plan

§ Top Management Support - it is necessary for top management

to get behind the project at the outset, and make clear to all
personnel involved that they support successful completion

§ Project’s Action Plan/schedule - detailed plan of the required

steps in the implementation process needs to be developed
including all resource requirements
 PROJECT PLANNING
• Now need to fully define and organise the work
required to complete the project
– Catalogue the individual elements of work required to
complete the project
– Define how those elements relate to, and depend on,
each other
– Estimate the time required to complete each element
of work, and the entire project

• And need to represent the project schedule in a

clear, concise form
– Communication, monitoring, control
We need a ...

PROJECT PLAN

represented graphically as a

NETWORK DIAGRAM

that communicates

WORK
ACTIVITY TIME
BREAKDOWN
SEQUENCING ESTIMATION
STRUCTURE
PROJECT MANAGEMENT
SOME IMPORTANT TERMINOLOGY
 Key PM Terms: PROGRAMME
PROGRAMME: an extremely large activity designed to meet long-
term strategic objectives

can be sub-divided into a number of projects

PROJECT

PROGRAMME PROJECT

PROJECT
 Key PM Terms: PROGRAMME
PROGRAMME: an extremely large activity designed to meet long-
term strategic objectives

can be sub-divided into a number of projects

LUNAR
LANDER

APOLLO ORBITER

MISSION
CONTROL
Example: the Apollo Programme to put a man on the moon
 Key PM Terms: PROGRAMME
PROGRAMME: an extremely large activity designed to meet long-
term strategic objectives

can be sub-divided into a number of projects

LIVERPOOL
ONE

LIVERPOOL
ECHO ARENA
DEVELOPMENT

PIER HEAD
MUSEUM

Example: the redevelopment of Liverpool city centre

 Key PM Terms: PROJECT
PROJECT: an activity with a specified start / finish date, designed
to meet a detailed objective

can be sub-divided into a number of tasks

Task

PROJECT

Task

PROGRAMME PROJECT

Task

PROJECT

Task
Key PM Terms: TASK
• A task can refer to just about any project activity that
has a clearly defined outcome (deliverable),
timescale and resource allocation.

• Tasks are most often the smallest units of work any

activity can be divided into

• The deliverables of many small tasks can combine to

form the deliverable of a larger task

• Project team members normally associate the term

‘task’ with a piece of work they are individually
responsible for
Key PM Terms: TASK

Many
LIVERPOOL
ONE
Hundreds or
LIVERPOOL
ECHO ARENA
DEVELOPMENT
Thousands of
PIER HEAD
MUSEUM
Activities

Echo Arena project would have many thousands of tasks,

carried out by many hundreds of people

Extremely difficult to plan and control a project without more

clear organisational structure
 Key PM Terms: WORK PACKAGE
WORK PACKAGE: a sub-project that is a group of related
tasks that can be assigned to a specific team

allows project tasks to be organised in a

clear and logical way
Task

PROJECT Work Package Task

Task
PROGRAMME PROJECT
Task

PROJECT Work Package Task

Task
WORK BREAKDOWN STRUCTURE
 WBS

• Creating a Work Breakdown Structure is the first

step in creating a detailed project plan
– Bridging between the broad objective and a detailed
project schedule

• WBS identifies & catalogues all the activities

required to complete the project
– As a hierarchy of tasks, sub-tasks, sub-sub-tasks …
– Without yet considering timescales, resources or how
tasks relate to / depend on each other
Compiling a WBS

Develops an objective, rational view of the amount of work

required

Helps team grasp the skills required and amount of resources

required for the project

Provides a clear framework for assigning to individuals a clear

task definition and delegate the responsibility for completion

Lays a foundation for analyzing the task dependencies and

for isolating and managing risks

Lays a foundation for developing a bottom-up estimate for the

project schedule
 Organisational hierarchy

Task

PROJECT Work Package Task

Task
PROGRAMME PROJECT
Task

PROJECT Work Package Task

Task
 WBS hierarchy
LEVEL

X X.X X.X.X

Deliverable
Task

PROJECT Work Package or Task

Task
Milestone

Tasks can be further divided into sub-, or even sub-sub-tasks

In this module we are only using a 3-level hierarchy

Defining WBS Level (X) Elements
• Work Packages (or Project Phases)

Typically 5-10 major groups of activity

• Broadly describing how the work can best be

organised and delivered

Reflecting the best way to organise the work

according to

• the project complexity

• how related tasks can be sensibly grouped together
• task allocation to individuals or functional groups
• how the work will be tracked and managed
 WBS Example – Level (X)

To build a house:
1. SITE PREPARATION
2. FOUNDATION
3. FRAMING
4. UTILITIES
5. WALLS
6. ROOFING
7. FINISH WORK
8. LANDSCAPING
Defining WBS Level (X.X) Elements
• Deliverables & Milestones

Deliverables

• The clearly defined and recognizable results /

products of successfully completed activities/tasks
performed during the project.

• They appear on a project plan in the past tense, to

represent the completed activity/task and the
accomplished result
Defining WBS Level (X.X) Elements
• Deliverables & Milestones

Milestones

• Interim events or points in time during the project which

identify the completion of a significant segment. They are
most useful as measuring or tracking points to gauge the
progress of the project.

• Different individuals may identify different numbers of

milestones based on their role in the project. For example,
the project sponsor may identify three significant
milestones as indicators of how the project is progressing,
whereas a team leader may identify eight milestones for
closer control

• At the very least a milestone should be identified to indicate

the completion of each Work Package
WBS Example – Level (X.X)
4. UTILITIES
4.1 Electrical services installed
4.2 Plumbing services installed
4.3 Gas services installed
Defining WBS Level (X.X.X) Elements

Tasks

• Each WORK PACKAGE is composed of a number of

TASKS that will lead to achieving one or more
DELIVERABLES.

• Tasks can be further divided into sub-tasks until the

lowest level of detail that can comfortably be managed
is reached

• Team members who will be performing the tasks should

be involved in the activity/task planning process.
WBS Example – Level (X.X.X)
7. FINISH WORK

7.1 Interior Completed

7.1.1 Install cabinets

7.1.2 Install appliances
7.1.3 Install boiler
7.1.4 Lay carpet
7.1.5 Paint walls and molding
7.1.6 Hang wallpaper
7.1.7 Lay tile
WBS - Level of Detail
The level to which you break down elements of your WBS
will differ from task to task. Work must be broken down to a
level that ensures:

One owner per task: The tasks must be defined such that
they can be assigned to one person who will be doing that
work.

NOT – install kitchen equipment

BUT – connect oven to electricity supply (electrician)

OR – connect dishwasher to water supply and drainage

(plumber)

Check the video tutorial on VITAL that explains how to develop

a WBS with the appropriate level of detail
WBS - Level of Detail

The level to which you break down elements of your WBS

will differ from task to task. Work must be broken down to a
level that ensures:

Clear measurable deliverable with measurement

specified: The tasks must be defined such that the task
owner can be given completion criteria that are clear and
measurable.

Cash registers installed and operation certified

WBS - Level of Detail
The level to which you break down elements of your WBS
will differ from task to task. Work must be broken down to a
level that ensures:

Tasks are small enough to enable accurate monitoring

of project progress:
Task duration at lowest level should be less than 5% of total
project time
•to ensure visibility of task progress
•at a small enough resolution to recognize quickly if the
project is off track

1 year project duration – largest task 2 weeks

2 month project duration – largest task 2 days
In Task 2 ...
• You will be compiling a WBS for your project

• On paper at first
– Meet to define Work Packages
– Allocate these to individuals for division into
Deliverables & Milestones, then Tasks
– Meet again to compile

• Then you will input into MS Project 2010

– Powerful, industry-standard project management
software
 – Compile WBS
– Schedule your project
– Prepare Gantt & network
diagrams
– Perform critical path
analysis
– And much more

• Available on Windows
Managed Network and
AppsAnywhere
• Or locate one in
DreamSpark
• Video tutorials on
VITAL
PROJECT SCHEDULING
 SCHEDULING
• The WBS defines all the elements of work to be carried
out as a hierarchy of tasks, sub-tasks, sub-sub-tasks, etc

• We now have to consider the order in which tasks

should be carried out (sequencing):
– Which tasks can be concurrent
– Which tasks must be sequential

• And we must estimate the time required to complete

each task (time estimation)
 SEQUENCING
To build a house:
1. SITE PREPARATION Some tasks cannot
begin until other are
2. FOUNDATION complete –
3. FRAMING SEQUENTIAL
4. UTILITIES Some tasks can be
5. WALLS carried out at the same
time as others for at
6. ROOFING least part of their
7. FINISH WORK duration -
CONCURRENT
8. LANDSCAPING
SEQUENCING

SITE FOUNDA-
FRAMING WALLS ROOF
PREP TION

UTILITIES

FINISH WORK

LANDSCAPING

We must define such inter-dependencies and input into

MS Project

Video tutorials are available for this

Time Estimation
• We must now estimate the time required to
complete every task in our WBS

• To schedule the work for most efficient

completion

• And to determine the overall project duration

 Time Estimation
For every task in a WBS three time estimates are made:

OPTIMISTIC • the minimum possible time required to accomplish a task,

assuming everything proceeds better than is normally
TIME (a) expected

PESSIMISTIC • the maximum possible time required to accomplish a task,

assuming everything goes wrong (but excluding major
TIME (b) catastrophes)

MOST LIKELY • the best estimate of the time required to accomplish a

TIME (m) task, assuming everything proceeds as normal

EXPECTED
Time required for
completion of any task TE =
(a + 4m + b )
TIME (TE)
(used in project planning) 6
IN YOUR PROJECT TASKS
SKIP THIS CALCULATION
AND ESTIMATE
EXPECTED TIME
DIRECTLY
SCHEDULING EXAMPLE
• Consider 7 tasks A-G

Activity Predecessor Time estimates Expected time

Opt. (a) Normal (m) Pess. (p)
A — 2 4 6 4.00
B — 3 5 9 5.33
C A 4 5 7 5.17
D A 4 6 10 6.33
E B, C 4 5 7 5.17
F D 3 4 8 4.50
G E 3 5 8 5.17
SCHEDULING EXAMPLE
• Some tasks can be done concurrently (A and B)
while others cannot be done until their predecessor
task is complete (C cannot begin until A is complete).

Activity Predecessor Time estimates Expected time

Opt. (a) Normal (m) Pess. (p)
A — 2 4 6 4.00
B — 3 5 9 5.33
C A 4 5 7 5.17
D A 4 6 10 6.33
E B, C 4 5 7 5.17
F D 3 4 8 4.50
G E 3 5 8 5.17
 SCHEDULING EXAMPLE

• Expected time has been calculated for each

Activity Predecessor Time estimates Expected time

Opt. (a) Normal (m) Pess. (p)
A — 2 4 6 4.00
B — 3 5 9 5.33
C A 4 5 7 5.17
D A 4 6 10 6.33
E B, C 4 5 7 5.17
F D 3 4 8 4.50
G E 3 5 8 5.17

• The data in this table can be used to generate a project

schedule and graphical descriptions
GRAPHICAL DISPLAY OF THE
PROJECT PLAN
Representing the Project Plan
• The project plan comprises the WBS and the
SCHEDULE (interdependencies and timings)

• Project managers need to display this graphically to

communicate, monitor and control project activity

• There are 2 types of graphical presentation

– Gantt Chart
– Network Diagram
Gantt Charts
• Type of bar chart that illustrates a project schedule.
– start and finish dates of all elements of the work breakdown
structure are shown
– Dependency relationships between activities are also shown
Gantt Charts
• ADVANTAGES
– Been in wide use for long time – most people know how to create
and interpret
– Clear illustration of the hierarchy of tasks and activities in the WBS
– Effective in describing project progress against milestones &
deliverables

• DISADVANTAGES
– Communicate little information per unit area of chart
– Become large and difficult to read for projects with >30 tasks
– Cannot fully show task relationships & dependencies
– Do not indicate detailed task timings such as EARLIEST/LATEST
EVENT TIME, CRITICAL PATH, SLACK (more next lecture)
– Do not highlight activities with highest risk of failure or delay
 Network Diagrams
Project schedules can most effectively be presented as
Network Diagrams:

• graphically portray the sequential relations between the tasks

• the total task duration and the earliest and latest possible start and
finish times for each task are also calculated and displayed

• reveal which tasks are critical to on-time project completion

• help determine where extra effort to speed a task will have the
greatest impact on overall project duration

• Are a consistent framework for planning, scheduling, monitoring,

and controlling the project
Gantt Chart or Network Diagram

Business executives prefer the

simplicity of Gantt Charts

Project managers require the detail

and function of Network Diagrams
A network diagram for the same project
TASKS 2A & 2B
SCENARIO
• You are starting the construction of your project on
an allocated section of the theme park site. You will
need to recruit and train your team, prepare the site
and then complete your project.

• The start date for your construction project and

its expected duration are in the Information Pack.

• Use the Information Pack and your imagination to

consider all the tasks involved in delivering your
project.
WORK BREAKDOWN STRUCTURE
• You are required to complete a WORK BREAKDOWN
STRUCTURE for the completion of this project. You are
expected to break the tasks down into 3 levels below the
project title.

• WORK PACKAGES, then MILESTONES &

DELIVERABLES, and then individual TASKS.
• You should aim for 4 or 5 Work Packages, each
containing a maximum of 8 Tasks

• You should do this on paper first, then enter into MS

Project
TIMING & SCHEDULING
• Once you have established the tasks which need
completing you must define the time scale to which they
will be completed.

• You will need to make sensible estimates of the time

taken to complete each task; summing these will allow you
to establish the timings of each milestone/deliverable,
work package, and the total project duration.

• You will need to consider which tasks must be sequential,

and which can be concurrent.

• Make sure plan is as branched as possible – makes Task

3 easier!

• You will enter all this data into MS Project

 TIMING & SCHEDULING

• You are given some vital information to help you in the

Information Pack. There are some clues to essential
project activities in the “11 Facts …” section and in the
section specific to your project.

• The rest is up to you – use your imagination to consider all

the tasks and sub-tasks that could be required
 GANTT CHART & NETWORK DIAGRAM

• You will use MS Project to create a Gantt Chart

• You will learn how to switch to Network Diagram view

• You will learn how to read a Network Diagram to understand

the Critical Path and the tasks on it

• You will consider how you might modify timings and scheduling
to take tasks off the critical path

• This is hard – we haven’t covered it yet – but I want you to think

about it before next lecture
TASK 2B
Some dreadful news …..

Puna was hit by an

earthquake on 13/12/17

This is turn caused a

tsunami

All ongoing construction

work has been destroyed

The supply lines to the

island are in turmoil

A formal WORK CHANGE

ORDER has been issued
Task 2B
• Many of you may prepare a thorough and finely detailed WBS – but too much
detail will make Task 2B (and Task 3) more difficult than it needs to be

• Review your WBS and edit it:

– Make sure it has about 30-40 tasks at lowest level of detail
– Make sure it is as branched as possible to allow CP to be managed

• Identify slack in your project plan and complete table in answer template

• Review and act upon the Work Change Order

– Prepare and submit a revised *.mpp file highlighting changes & CP
– Recalculate slack in revised project plan and complete table

• Submit this on time: (see timelines)

– Task answer document
– Revised MS Project file
– Meeting paperwork.
Task 2: Preparation & Submission (2A/2B)
• For your project prepare, using Microsoft Project 2013:
– Work Breakdown Structure & Schedule
– Display this as a Gantt chart
– And as a network diagram showing critical path

• You will not need to understand network diagram theory to do this

– MS Project does it automatically
– Video tutorials on VITAL and YouTube
– Cover theory in detail next lecture

• Submit this on time: (See timelines)

– Task answer document
– MS Project file
– Meeting paperwork
NETWORK DIAGRAMS, SLACK &
CRITICAL PATH
ELEC352: ENGINEERING MANAGEMENT

Dr Jeyan Thiyagalingam
ADVANCED WARNING: Class Tests I and II
• There will be two class tests as part of this module:
• Class Test 1: Week 6 or 7. I Hour, worth 10% of
module.
• Class Test 2: Week 11: 1.5 Hours, worth 15% of the
module.
• Watch out for email announcements.
• These two are In-Class Tests. I.e. held here in this
lecture hall.
Emails, Submissions etc.
• All submissions are single-attempt
• Future submissions will be forced
submissions as well
• No exceptions and no email
submissions will be entertained
• Email communications: emails without
”[ELEC352]” in the subject will not be
responded on time
PROJECT PROGRESS
• You been given a project concept (“Build a …”)

• You have communicated to stakeholders the nature

of the project and its advantages / disadvantages –
your project has been approved

• You have developed a WBS, scheduled the project,

presented a Gantt chart, and considered Critical Path
issues via a Network Diagram

• Today we’re going to look at how Project Managers

can use Network Diagrams: studying CP & Slack in
detail
– NUMERICAL PROBLEMS OF THE TYPE THAT WILL BE ON THE EXAM
NETWORK DIAGRAMS
Basics
 A NETWORK DIAGRAM

• explicitly defines and makes visible dependencies (precedence

relationships) between the WBS elements
• facilitates identification of the critical path and makes this visible
• facilitates identification of early start, late start, and slack for
each activity,
• potentially reduces project duration due to better understanding
of dependencies leading to improved overlapping of activities
and tasks where feasible

Two common approaches:

The Program Evaluation and Review Technique (PERT)
– U.S. Navy

The Critical Path Method (CPM) – construction projects

 Time Estimation
For every task in a WBS three time estimates are made:

OPTIMISTIC • the minimum possible time required to accomplish a task,

assuming everything proceeds better than is normally
TIME (a) expected

PESSIMISTIC • the maximum possible time required to accomplish a task,

assuming everything goes wrong (but excluding major
TIME (B) catastrophes)

MOST LIKELY • the best estimate of the time required to accomplish a

TIME (m) task, assuming everything proceeds as normal

Time required for

EXPECTED
completion of any task
TIME (TE)
(used in project planning)
Network Diagram Terminology
Based on estimations of task durations (TE- Expected Time), start
times, and finish times :

EST / EET / EOT / EFT= Earliest

Starting/Event/Occurrence/Finish Time
The earliest any task can possibly start/finish based on
timings of predecessor activities

LST / LET / LOT / LFT= Latest

Starting/Event/Occurrence/Finish Time
The latest a task can possibly start / finish without delaying
project completion

We’ll look at calculating timings in detail later.

NETWORK DIAGRAM
CONVENTIONS
 Network Diagram Formats
• Several formats for Network Diagrams – all comprise series
of nodes connected by arrows

• 2 most common formats:

• Activity-on-Arrow (AoA) - use arrows to represent

activities while nodes stand for resultant events

• Activity-on-Node (AoN) - use nodes to represent

activities with arrows to show precedence relationships

• AoA format is dying out because project management

software uses AoN (eg MS Project which you will be using)

• However AoA is useful in teaching network diagram theory

 AoN Diagram Conventions

Nodes (boxes) represent activities and contain key

project schedule data:

Activity description EST LST

Task # Duration Activity description
Start date End date Duration Slack
MS Project Maylor

Arrows indicate precedence, or logical sequence

of activities
 Activity on Node example
a d j

1 20 days 4 15 days 10 8 days

01/07/04 28/07/04 29/07/04 18/08/04 19/08/04 30/08/04

Activity description e

Task # Duration 5
29/07/04
10 days
11/08/04

Start date End date

b f

2 20 days 6 14 days
01/07/04 28/07/04 29/07/04 17/08/04

g i

7 4 days 9 18 days
29/07/04 03/08/04 04/08/04 27/08/04

c h

3 10 days 8 11 days
01/07/04 14/07/04 15/07/04 29/07/04
AoA Diagram Conventions

Arrow represents activity

Activity ID a
EXPECTED TIME 5

Node represents event

EET = earliest event time
1 4
6
LET = latest event time
Event Label
NETWORK DIAGRAM TIMING
CALCULATION
THE FOLLOWING SLIDES CONTAIN ANIMATIONS TO
REVEAL DATA STEP BY STEP.

IF YOU WANT TO WORK THROUGH THE

CALCULATIONS AGAIN AS PART OF YOUR REVISION
(AND YOU SHOULD)

THEN I SUGGEST REVIEWING THE SLIDES IN

POWERPOINT SLIDESHOW MODE
 Activity on Arrow example

1,2,3 ... = EVENT ID TE = TIME REQUIRED TO

a,b,c ... = ACTIVITY ID COMPLETE EACH ACTIVITY

d
2 6
15
j
a e
20 8
10
1 b f
3 7
20 14
g
c 10 4 18 i
h
4 5
11
 Activity on Arrow example
EET = EARLIEST EVENT TIME = SOONEST AN EVENT CAN OCCUR
Start at Event 1 (EET = 0) and follow activity arrow to next event
Event EET = (preceding event EET) + (TE of connecting activity arrow)

d
2 20 6
15
j
a e
20 8
10
0 b f
1 3 20 7
20 14
g
c 10 4 18 i

4 10 h 5
11
 Activity on Arrow example
If there is more than one route into an event calculate all values of
(preceding event EET) + (TE of connecting activity arrow)
Event EET is LARGEST total

20 d 35
2 6
15
j
a e
20 8
10
0 b 20 f 43
1 3 7
20 14
g
c 10 4
18
i
10 h 24
4 5
11
 Activity on Arrow example
LET = LATEST EVENT TIME = LATEST AN EVENT CAN OCCUR
WITHOUT DELAYING PROJECT COMPLETION
Final event LET = Final event EET

20 d 35
2 6
15
j
a e
20 8
10
1
0 b 20 f 43
3 7 43
20 14
g
c 10 4 18 i
10 h 24
4 5
11
 Activity on Arrow example
Start at final event and work back to preceding events
Event LET = (preceding event LET) – (TE of connecting activity)

20 d 35
2 6 35
15
j
a e
20 8
10
1
0 b 20 f 43
3 7 43
20 14
g
c 10 4
18
i
10 h 24
4 5 25
11
 Activity on Arrow example
If there is more than one route into an event calculate all values of
(preceding event LET) – (TE of connecting activity)
Event LET = SMALLEST total

d 6 35
2 20
20 15 35
j
a e
20 8
10
1 0 b 3 20
f 7 43
0 20 21 14 43

g
c 10 4 18 i

4 10 h 5 24
14 25
11
SLACK / FLOAT
 SLACK (sometimes called FLOAT)

SLACK FOR LATEST EARLIEST

ANY TASK = EVENT TIME - EVENT TIME
 AoA Slack example

Where is the slack?

TE
d EET
2 20 6 35
20 15 35 LET
j
a e
20 8
10
0 b f
1 3 20 7 43
0 20 21 14 43
g
c 10 4 18 i
h
4 10 5 24
14 11 25
Identifying Slack in MS Project
§ There is no explicit statement of slack in an AoN network
– as used in MS Project

§ Slack can be deduced fairly easily from the Gantt chart

display or some network diagrams

§ It is possible persuade MS Project to display slack

(https://tensix.com/2015/02/microsoft-project-displaying-the-total-float-slack-
of-tasks-on-the-gantt-chart/)

§ Task 2B is all about Slack so it is worth checking this out

CRITICAL PATH
 CRITICAL PATH
• Critical Path is the sequence of project network activities
which add up to the longest overall duration:
– Determines the shortest time possible to complete the project.
– A project can have several critical paths.

• Any delay of an activity on the critical path directly

impacts the planned project completion date

• Other paths through the network with the total durations

shorter than the critical path are called a sub-critical or
non-critical path

• Total time to complete the CP is Critical Time

 DAYS
0 1 2 3 4 5 6 7 8
3
b
e
2
a c 3
1 2 4 6
3 2
d
4
5
Activity Pre Duration, Cost,
days £
a - 3 40 Dummy Event to
complete network
b a 2 20
c a 2 20
d a 4 30
PLOTTING AN AoA NETWORK
e b 3 10
DIAGRAM
 DAYS
0 1 2 3 4 5 6 7 8
3
b
e
2
a c 3
1 2 4 6
3 2
d
4
5
Activity Pre Duration, Cost,
days £
a - 3 40 CRITICAL PATH: a-b-e
CRITICAL TIME: 8 days
b a 2 20
PROJECT COST: £120
c a 2 20
d a 4 30
USING AN AoA NETWORK
e b 3 10
DIAGRAM
CRITICAL PATH
• Critical Path analysis allows activities to be prioritised
for the effective management of project completion

• Project completion date can be brought forward by

shortening the planned critical path of a project by:

– pruning critical path activities

– by "fast tracking" (i.e., performing more activities in parallel),

– by "crashing the critical path" (i.e., shortening the durations

of critical path activities by increasing resources applied).
CRASHING CRITICAL PATH
Crashing
To crash a project or a task is to complete it in less time.

Careful planning is vital if we are to crash a project

most efficiently

Crashing will almost always involve an increase in cost

We need to know the cost per day of crashing a project

Then we can judge the cost / benefit ratio and decide if

and where to crash
THE FOLLOWING SLIDES CONTAIN ANIMATIONS TO
REVEAL DATA STEP BY STEP.

IF YOU WANT TO WORK THROUGH THE

CALCULATIONS AGAIN AS PART OF YOUR REVISION
(AND YOU SHOULD)

THEN I SUGGEST REVIEWING THE SLIDES IN

POWERPOINT SLIDESHOW MODE
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 3
a c
1 2 4 6
3 2
d
4

Duration, Days Cost, £

(norm, crash) (norm, crash) CRASH COST (£/DAY)

a 3,2 40,80 (crash – normal) COST

b 2,1 20,80
(normal – crash) TIME
c 2,1 20,50
d 4,1 30,60
CRASHING THE CRITICAL PATH
e 3,1 10,80
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 3
a c
1 2 4 6
3 2
d
4

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost CRASH COST (£/DAY)
£/day
a 3,2 40,80 40 (crash – normal) COST
b 2,1 20,80 60
(normal – crash) TIME
c 2,1 20,50 30
d 4,1 30,60 10
CRASHING THE CRITICAL PATH
e 3,1 10,80 35
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 3
a c
1 2 4 6
3 2
d
4

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost NORMAL
£/day
a 3,2 40,80 40 CRITICAL PATH a-b-e
CRITICAL TIME 8 days
b 2,1 20,80 60
COST £120
c 2,1 20,50 30
d 4,1 30,60 10
CRASH TASK e
e 3,1 10,80 35
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 2
a c
1 2 4 6
3 2
d
4

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost NORMAL CRASHED
£/day
a 3,2 40,80 40 CRITICAL PATH a-b-e a-b-e / a-d
CRITICAL TIME 8 days 7 days
b 2,1 20,80 60
COST £120 £155
c 2,1 20,50 30
d 4,1 30,60 10
CRASH TASK e
e 3,1 10,80 35
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 2
a c
1 2 4 6
3 2
d
4

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost PREVIOUS
£/day
a 3,2 40,80 40 CRITICAL PATH a-b-e / a-d
CRITICAL TIME 7 days
b 2,1 20,80 60
COST £155
c 2,1 20,50 30
d 4,1 30,60 10
CRASH TASK e, a
e 3,1 10,80 35
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 2
a c
1 2 4 6
2 2
d
4

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost PREVIOUS CRASHED
£/day
a 3,2 40,80 40 CRITICAL PATH a-b-e / a-d a-b-e / a-d
CRITICAL TIME 7 days 6 days
b 2,1 20,80 60
COST £155 £195
c 2,1 20,50 30
d 4,1 30,60 10
CRASH TASK e, a
e 3,1 10,80 35
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 2
a c
1 2 4 6
2 2
d
4

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost PREVIOUS
£/day
a 3,2 40,80 40 CRITICAL PATH a-b-e / a-d
CRITICAL TIME 6 days
b 2,1 20,80 60
COST £195
c 2,1 20,50 30
d 4,1 30,60 10
CRASH TASK e, a, d
e 3,1 10,80 35
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 2
a c
1 2 4 6
2 2
d
3

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost PREVIOUS CRASHED
£/day
a 3,2 40,80 40 CRITICAL PATH a-b-e / a-d a-b-e
CRITICAL TIME 6 days 6 days
b 2,1 20,80 60
COST £195 £205
c 2,1 20,50 30
d 4,1 30,60 10
CRASH TASK e, a, d
e 3,1 10,80 35
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 2
a c
1 2 4 6
2 2
d
3

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost PREVIOUS
£/day
a 3,2 40,80 40 CRITICAL PATH a-b-e
CRITICAL TIME 6 days
b 2,1 20,80 60
COST £205
c 2,1 20,50 30
d 4,1 30,60 10
CRASH TASK e, a, d, e
e 3,1 10,80 35
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 1
a c
1 2 4 6
2 2
d
3

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost PREVIOUS CRASHED
£/day
a 3,2 40,80 40 CRITICAL PATH a-b-e a-b-e / a-d
CRITICAL TIME 6 days 5 days
b 2,1 20,80 60
COST £205 £240
c 2,1 20,50 30
d 4,1 30,60 10
CRASH TASK e, a, d, e
e 3,1 10,80 35
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
2 1
a c
1 2 4 6
2 2
d
3

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost PREVIOUS
£/day
a 3,2 40,80 40 CRITICAL PATH a-b-e / a-d
CRITICAL TIME 5 days
b 2,1 20,80 60
COST £240
c 2,1 20,50 30
d 4,1 30,60 10
CRASH ALL TASKS
e 3,1 10,80 35
 DAYS
0 1 2 3 4 5 6 7 8
3

b e
1 1
a c
1 2 4 6
2 1
d
1

5
Duration, d Cost, £ Crash
(n, c) (n, c) Cost PREVIOUS CRASHED
£/day
a 3,2 40,80 40 CRITICAL PATH a-b-e / a-d a-b-e
CRITICAL TIME 5 days 4 days
b 2,1 20,80 60
COST £240 £350
c 2,1 20,50 30
d 4,1 30,60 10
CRASH ALL TASKS
e 3,1 10,80 35
 Cost of Crashing

Cost £400
x all

£300
x e,a,d,e

£200 e,a x
ex
x
£100

0 1 2 3 4 5 6 7 8 days
EXAMPLE PROBLEMS (similar to
those you might see in exam)
Network Problem A
Activity Days Precedents
a Schedule of liabilities 3 -
b Mail confirmation 15 a
c Test pension plan 5 a
d Vouch selected liabilities 60 a
e Test accruals 6 d
f Process confirmations 40 b
g Reconcile interest 10 c, e
h Verify debt compliance 7 f
i Investigate balances 6 g
j Review payments 12 h, i

Wanted: network diagram, CP, slack for each activity

Solution to Network Problem A

slack

f
3 18 6 58 h
b 38 40 78
7 j
15 i 8 85 9 97
a c g 85 12 97
10 2 3 4 69 7 79 6
0 3 3 d 5 69 10 79
e
60 6
5 63
63

CP shown in red, slack shown circled

Network Problem B
Activity Optimistic Most Like Pessimistic Expected Precedents
a Lay foundation 8 10 13 10.17 -
b Dig hole for scale 5 6 8 6.17 -
c Insert scale bases 13 15 21 15.67 b
d Erect frame 10 12 14 12.00 a, c
e Complete building 11 20 30 20.17 d
f Install scales 4 5 8 5.33 e
g Install display cases 2 3 4 3.00 e
h Put in office 4 6 10 6.33 g
Equipment
I Finishing Touches 2 3 4 3.00 h, f

Wanted: network diagram, CP, critical time

Solution to Network Problem B

10,12,14
0 a 21 d 33 e 53 f 62 i 65
1 0 8,10,13 2 21 4 33 5 53 4,5,8 7 62 2,3,4 8 65
11,20,30
b g
5,6,8 c 13,15,21 2,3,4 h 4,6,10

6 56
3 6 6 56

Network diagram showing:

3 time estimates for each activity arrow
EET & LET for each event
Solution to Network Problem B

10.17 5.33
a d e f i
1 2 12.00
4 20.17
5 7 3.00
8
b g
6.17 c 3.00 h
15.67 6.33

3 6

Network diagram showing:

Calculated TE for each activity arrow
CP in red

Critical time = time to complete project = sum of TE on CP

= 6.17 + 15.67 + 12 + 20.17 + 3 + 6.33 + 3 = 66.34 days
Crashing example
Activity Precedent Crash Crashed Normal Normal
s Time Cost time costs
a - 4 800 7 £500

b a 2 350 3 200

c a 4 900 6 500

d b 1 500 3 200

e c 1 550 2 300

£1700

Find: Crash cost per day; the activities that should be crashed to meet a
project deadline of 10 days with a minimum cost; the new cost.
Crashing Solution1: deduce network & slack

slack

3 10
b 12 d
3 3
10 a 27
7 5 15
0 7 c 15
6 e
2 CP=15
4 13
13
Crashing solution 2: cheap crash

Crash a (7 to 4)
Crash c (6 to 4) No slack
37
b 7 d
3 3
a
10 24 5 10
0 4 4 c 10
4 e
2 CP=10
4 8
8

Crashed cost
= £2400
TASK 2B
Some dreadful news …..

Puna was hit by an

earthquake on 13/12/17

This is turn caused a

tsunami

All ongoing construction

work has been destroyed

The supply lines to the

island are in turmoil

A formal WORK CHANGE

ORDER has been issued
Task 2B
• Many of you may prepare a thorough and finely detailed WBS – but too much
detail will make Task 2B (and Task 3) more difficult than it needs to be

• Review your WBS and edit it:

– Make sure it has about 30-40 tasks at lowest level of detail
– Make sure it is as branched as possible to allow CP to be managed

• Identify slack in your project plan and complete table in answer template

• Review and act upon the Work Change Order

– Prepare and submit a revised *.mpp file highlighting changes & CP
– Recalculate slack in revised project plan and complete table

• Submit this on time: (See timelines)

– Task answer document
– Revised MS Project file
– Meeting paperwork.