Network Scheduling and Precedence Diagramming Method (PDM) MT 246 - Module 10

Topics Covered Previously

Scheduling Events/Activities Types of Schedules

Gantt or Bar Charts Precedence Diagrams/Networks

Task Relationships Percent Complete Resource Loading and Curves

Precedence Diagrams or Networks

Shows tasks and their relationships Exposes tasks that must be completed before others

Called a precedence diagram Arrows show how tasks are ordered and flow of time

First and Last Events

First event has no predecessors Last event has no successors All networks have a first and last event

Types of Network Diagrams

Activity on Node (AON)

Used in CPM

Activity on Arc (AOA)

Used in PERT

Activity on Node (AON) Diagrams

Bubble Chart Events represented by lines

Delimited by Bubbles (Activities)

Activities are in bubbles

AON Chart based on Activities and Predecessors

Activity on Arc (AOA) Diagrams

Events are in bubbles Activities represented by lines or arcs

Delimited by Bubbles (Events)

Requires Dummy Activities to illustrate precedence

Activity on Arrow (Arc) Diagrams

Dummy Activities

Required due to AOA rule that each task is represented by one Arc, which connects two events Parallel tasks have a different duration
If terminated on one event (instant in time), implication is that they both have the same duration Not generally the case Cannot change the schedule if one event slips without revising the diagram

Dummy Activity Design Rules

Add Dummy Activity wherever necessary when first generating the network Remove non-essential dummies Overriding Rule

Do not remove dummy activity when the result creates two or more activities between a start/finish node pair

AOA Diagram based on Activities and Predecessors

Network Design Rules

Length of lines and/or placement of bubbles have no significance regarding task duration
Gantt chart task duration indicated by length of bar

Level of detail must show all schedule constraints Plan for schedule changes during project Allow for workarounds Show all significant events/milestones Network must/should correlate to WBS
Clean schedule interfaces

Network Design Rules (Continued)

Earliest time is on the left, latest time is on the right Always use a single start event

Contract Award No predecessors

Always use a single completion event

System Delivery No successors

AON vs. AOA

AON networks do not use dummy events

Simpler and easier to generate than AOA Popular in Construction Industry

AOA method places emphasis on Events

Developed before AON Better for PERT charts AOA line segments imply flow of time Look similar to Gantt Charts

Most Software packages create both

Schedule Network Methodology

Tabulate Tasks (Activities) Determine Task Duration Determine Immediate Predecessors Assign Start Event Date and Time

We are only interested in Process

Start Event

Establish Start Date Calculate all other event dates using Schedule Logic and Task Duration Schedule network determines dates, not the other way around If finish date is incompatible with project goals, you must adjust the schedule assumptions
Logic (Workarounds) Task Duration (More People or Overtime)

LOGON Task Table

LOGON AON Diagram

Incorrect AOA Example

Key Features of Schedule Networks

Critical Path Early Times

Start Finish

Late Time
Start Finish

Total Slack Free Slack

Critical Path

Concept of Path Length through network Calculate for all possible paths by traversing Network from left to right Longest path length from start event to finish event is critical path Activities on the critical path cause a day-for-day slip in the completion event After calculating the critical path, look for things that can be done in parallel
Shortens critical path

LOGON Critical Path Determination

Early Expected Time of an Event

Designated as TE Calculation of Early Expected Time is part of schedule analysis Events which are not on the critical path can be started early

By definition, events on the critical path cannot be started early Can have more than one critical path, on that path events cannot be started early

Early Expected Time of an Event (Continued)

Calculated by taking the sum of all task durations on the longest path leading to the event
Traverse network from left to right

Early Expected Time Determination

Latest Allowable Time of an Event

Designated as TL Latest time to which an event can be slipped without affecting succeeding events Calculated by taking the sum of all task durations on the longest backward path from the finish date to the event of interest

Traverse network from right to left

Latest Allowable Time Determination

Total Slack

Slack is the range of allowable time between when a task can be started, and when it must be started
Once slack is used up, the finish date of the project is affected The task of interest is now on the critical path

Total slack of an activity is the amount of slack available to all activities on a given subpath of a network Total slack of activities on the critical path is zero

Total Slack (Continued)

Total Slack of an activity (task) is calculated as follows: Total Slack = LS - ES

Free Slack

Activities not on the critical path can be delayed without affecting the start time of succeeding tasks Free slack of an activity is the amount of time that the activity can slip without affecting its successors
Assumes that the TE of all preceding tasks has been met

Free Slack of an activity is calculated as follows:

Free Slack = ES (earliest successor) - EF

An Example of Early and Late Times for AON

Precedence Diagramming Method (PDM)

Allows relationships between predecessor tasks which are partially completed Start-to-Start,SS Finish-to-Finish, FF Start-to-Finish, SF Finish-to-Start, FS Multiple PDM Relationships

Start-to-Start,SS

Finish-to-Finish, FF

Start-to-Finish, SF

Finish-to-Start, FS

Multiple PDM Relationships

Pros and Cons of PDM

Greater Flexibility than AOA and AON Critical Path and Slack Times are not simple Complex Relationships give Counterintuitive Results Requires more care Included in modern SW packages

Criticisms of Network Methods

Unrealistic Results Assume Project can be completely defined (not true) they evolve No Clean line between activities (precedence helps) Precedence relationships are not fixed (doloop may be necessary, i.e., test) They do produce the best schedule possible

Summary
Introduced network methods and PDM for scheduling Networks display the connections between project activities and impact on each other Determine critical activities and slack times PDM reflects the realities of projects work

Reading and Review Assignment Midterm Exam Information

Read Nicholas Chapter 7 Answer the following Review Questions and Problems: 7-1,2,4,5, 10a, 13b,15a,17 Midterm Exam (take-home)

Class handout of MT exam on 22 February Return on 27 February to my office (no class on 27 February)

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