Project

Management
andControl
(AE 452)
Lecture 9
 Network Definition:
A network is a logical and sequential graphic representation
of the activities (and events) composing a project.

Definition There are two types of network:

and
- Arrow networks were
Introduction more popular in the 1960s

- then precedence diagrams

(an advanced form of node
diagrams) became the choice
for network scheduling.
 Definition
and https://www.youtube.com/watch?v=G6EeJbRMSxE

Introduction
 Arrow Diagramming Method (ADM):
Activity On arrow (AOA) networks , or the I–J method
For example, activity A is also known as 10–20, B as 20 – 30, C as 20 – 40, and so on.

Activity IPA
Arrow B D
A - 30
B A A E
Network C A
10 20 40 50
D B
C
E C, D
IPA : Immediate Preceding activities

- The project has five activities, each represented by an arrow. Each arrow
connects two nodes (CIRCULE). Each node represent event

- An Event is a point in time when an activity starts or ends

 ❑ - In example 9.1, activity A starts the project. Activities B and C follow, but
The logic independently. In reality, depending on the availability of resources and other
factors, activities B and C may occur concurrently, overlap, or occur sequentially.

❑ The end of activity E means the end of the project. Activity A is considered a
predecessor activity to activities B and C

❑ we can also say that activities B and C are successor activities to activity A

❑ Activity A has successors but no predecessors. Activity E has predecessors but

no successors.
The logic ❑ - In Node 10 represents the start of activity A (and hence the start of the
project).

❑ - Node 20 represents the end of activity A and the start of activities B and C

❑ - Node 30 represents the end of activity B and the start of activity D.

❑ - Node 40 represents the end of activities C and D, and the start of activity E.

❑ - Node 50 represents the end of activity E and the project.

 Example 1:
- The main problem in (Solution
A) is that both activities B and C
start from node 20 and finish at
node 30.

Hence, both are identified as 20–30.

dummy
To solve this problem, we
activity introduce a fictitious activity
and an additional node. This
fictitious activity is called a
dummy activity, d.

It is treated in the critical path

method (CPM) calculations and
in computer programs as a real
activity even though it is not.
dummy
activity
 Example 2:
We need to show that:
- activity E depends on both activities B and C
- activity D depends only on activity B.

dummy The solution can only be achieved by using a

dummy activity
activity
C is the proper solution

dummy activity is a fictitious activity inserted

in an arrow network to maintain proper logic
or distinguish activities’ identities.
 Other Example:
dummy activities may not only increase the number of activities but also complicate
the schedule. This fact is one of the main disadvantages of arrow networks.

dummy
activity
 Redundant dummy:
It is interesting to note that when you are building an arrow network, you can have not
only a logically inappropriate network but also a proper one with redundant dummy
activities. This fact is especially true for complicated networks. Redundant dummy
activities are not logically improper: they are just redundant (see Figure 9.8). (Note:
Students may lose points on exams for having redundant dummies.)

Redundancies
 Arrow Diagramming Method (ADM):
Activity On Node (AON) networks
Nodes (activities) are connected with arrows (or lines) that represent the logical
relationships.
Node B
30
D
Activity IPA
Network A -
10
A
20 40
E
50
B A
C
C A
D B
E C, D B D
A E
- There is no need in the node
diagram for dummy activities.
C
 Activity on Node (AON) networks
we like to start any network with one node (whether this node represents an
event or an activity) and end it with one node. Doing so may require one or
two fictitious activities in node diagrams that start or end with more than
one activity. We call these activities PS (project start) and PF (project finish),
displayed as diamond-shaped nodes. For example, let us redo Figures 9.3 ,
9.4 as node diagrams. Note we can solve example 9.4 without using the
Node annoying dummy activities.

Network

Figure 9.3 Figure 9.4

 Node
Network
 Node
Network
 Lag:
In some situations, an activity cannot start until a certain time after the end of its
predecessor. A typical example is concrete operations. Let us imagine this sequence:
1- Form the concrete column.
2- Install steel reinforcement (commonly known as rebar ).
3- Place the concrete.
Lags and 4- Wait for the concrete to set (attain sufficient strength).
5- Strip the forms.
Leads Note that the fourth step is not a ‘‘real’’ activity It is merely a waiting period,
commonly known as a lag. A node network can accommodate such a lag if we simply
put the lag on the relationship line between Place Concrete and Strip Forms.
This 3-day lag means a minimum waiting period of 3 days.
 Thus, a lag is defined as a minimum waiting period between the finish (or start) of an
activity and the start (or finish) of its successor.

Arrow networks cannot accommodate lags. The only solution in such networks is to
treat it as a real activity with a real duration, no resources, and a $0 budget (Figure
9.16b).

Lags and
Leads With arrow networks, an activity was defined as ‘‘a unique unit of the project which
can be described within prescribed limits of time’’ or ‘‘a time-consuming task’’

Note that: these definitions include ‘‘waiting activities’’ that have no real work or
resources but the author of this book suggests changing the definition to ‘‘a resource-
consuming task,’’ since waiting periods are treated as lags rather than real activities.

The term lead simply means a negative lag. It is seldom used in construction. In simple
language: A positive time gap (lag) means ‘‘after’’ and a negative time gap (lead)
means ‘‘before.’’

Lags and leads are covered in chapter 4, when we discuss CPM calculations.
Recommenda
tions for
Proper Node
Diagram
Drawing
 AOV VS AOA:
1- Node networks are easier to draw.
Comparison 2- Node networks do not require dummy activities to fix the activity identity problem.
3- Node networks do not require dummy activities to straighten up the logic.
of Arrow and 4- Node networks can accommodate lags between activities without the addition of
more activities.
Node 5- Node network represent not just the traditional finish-to-start relationship but also
three other relationships (start to start, finish to finish, and start to finish).
Networks
 Networks:
1- Networks show logic (i.e., the relationships among activities). Bar charts do not.
2- Networks can better represent large and complicated projects.
3- Networks can estimate, or predict, the completion date of the project, or other
Networks dates, on the basis of mathematical calculations of the CPM.

Versus Bar Bar chart:

Charts
1- Bar charts are time-scaled (i.e., the length of the activity bar represents the time
duration of the activity). Both nodes, in the node networks, and arrows, in the arrow
networks, are not time-scaled.
2- Bar charts are simple to prepare.
3- Bar charts are easy to understand.
4- Bar charts are more acceptable for presentations, especially for field people and
people who are unfamiliar with the CPM.
5- Bar charts can be loaded with more information, such as cash-flow diagrams and
man-hours. This advantage is partially a by-product of being time-scaled.
 Effective Use of Bar Charts with the CPM:
Presentation to field people:

The project manager produces customized reports that include only a small group of the
Effective Use project activities (e.g., bar chart reports for subcontractors for their particular activities,
or for activities that are supposed to start in the next 2 weeks). or only critical activities.
of Bar Charts
Presentation to high-level staff:
with the CPM
CEOs and senior managers are usually not concerned with the progress at the individual
activity level. They like to get an overall picture of the project and the main components.

Roll-up or summary bar charts have become a popular option in computer software. A
group of activities is rolled up or summarized according to a common factor such as area,
responsibility, phase, or the company’s work breakdown structure (WBS).
 Time-Scaled Logic
Diagrams
Time-Scaled Some scheduling software vendors tried to take
Logic the advantage of networks (logic, or relationships)
and impose it on bar charts in what some persons
Diagrams called time-scaled logic diagrams but also did not
make the logic as clear as it is in networks.

This experiment was followed in the software

industry by adding enhancing options such as
‘‘show only critical relationships’’ or ‘‘show only
driving relationships.’’ In some simple cases, this
approach may work as a good and acceptable
solution.
Thank you