Developing Project Plan

• Network – AON or AOA

• Gantt Chart
• Project WBS
• Integrating it to the Organization
• Project Priority
• Project Tradeoff Matrix
• Project Charter
• Statement of Work
From Work Package to Network
 Constructing a Project Network
Terminology
• Activity- An element of project that requires time.
• Merge Activity- Activity having more than one activity
preceding it.
• Parallel Activity- Activity that can take place at same time.
• Path- A sequence of connected, dependent activities.
• Critical Path- The path with the longest duration through
the network.
• Event- This term is used to represent a point in time when
an activity is started or completed.
• Burst Activity- The activity that has more than one
activity following it.
 AON Network
KOLL Business Center
Activity Description Preceding Activity
A Application None
Approval
B Construction Plans A
C Traffic Study A
D Service Availability A
Check
E Staff Report B,C
F Commission B,C,D
Approval
G Wait for F
construction
H Occupancy E,G
 AON Network
B E H

A C F G

D
Network-Computation Process
KOLL Business Center
Activity Description Preceding Activity Time
Activity
A Application None 5
Approval
B Construction A 15
Plans
C Traffic Study A 10

D Service A 5
Availability Check
E Staff Report B,C 15

F Commission B,C,D 10
Approval
G Wait for F 170
construction
H Occupancy E,G 35
 Forward Pass/Backward Pass

Forward Pass
• ES- How soon an activity can start
• EF- How soon an activity can finish
• ET- How soon a project can be finished.
Backward Pass
• LS- How late an activity can start
• LF- How late an activity can finish
• SL- How long an activity can be delayed.
 Node & Arrow
ES ID EF

Slack

Durati
LS LF
on
Arrow
ES ID EF

Slack

Durati
LS LF
on
 Forward Pass

5 B 20 20 E 35

Construc Staff
tion Report
Plans

15 15

0 A 5 5 C 15 20 H 23
0 5
Application Traffic Occupan
Approval
Study cy

5 10 35

5 D 10 20 F 30 30 G 20
0

Service Commissi Wait for

Check on Construc
Approval tion

5 10 17
0
 Backward Pass

5 B 20 20 E 35

Construc Staff
tion Report
Plans

5 15 20 18 15 20
5 0

0 A 5 5 C 15 20 H 23
0 5
Application Traffic Occupan
Approval
Study cy

0 5 5 10 10 20 20 35 23
0 5

5 D 10 20 F 30 30 G 20
0

Service Commissi Wait for

Check on Construc
Approval tion

15 5 20 20 10 30 30 17 20
0 0
 Slack (Float)
In laymen language it is can be recognized
as – a time gap for which an activity can
be delayed but yet not delay the project.

It’s calculated as the gap between LF

(Last finish) and EF (Early finish).
 Forward
/Backward Pass
ES ID EF 5 B
with Slack
20 20 E 35

Slack Activity 0 Construc 16 Staff

tion 5 Report
Plans

EF D LF 5 15 20 18 15 20
ur 5 0

0 A 5 5 C 15 20 H 23
0 5

0 Application 5 Traffic 0 Occupan

Approval
Study cy

0 5 5 10 10 20 20 35 23
0 5

5 D 10 20 F 30 30 G 20
0

10 Service 0 Commissi 0 Wait for

Check on Construc
Approval tion

15 5 20 20 10 30 30 17 20
0 0
 Critical Path
• It is a network path(s) that has
(have) the least common slack.

• It is a network path that doesn’t allow any

deviation in time/budget and resources.
 Project
Priority Constraint Enhance Accept
Matrix

Time

Performance

Budget
 Critical Path

ES ID EF 5 B 20 20 E 35

Slack Activity 0 Construc 16 Staff

tion 5 Report
Plans

EF D LF 5 15 20 18 15 20
ur 5 0

0 A 5 5 C 15 20 H 23
0 5

0 Application 5 Traffic 0 Occupan

Approval
Study cy

0 5 5 10 10 20 20 35 23
0 5

5 D 10 20 F 30 30 G 20
0

10 Service 0 Commissi 0 Wait for

Check on Construc
Approval tion

15 5 20 20 10 30 30 17 20
0 0
 Sensitivity Analysis
ES I EF 5 B 2 2 E 3
D 0 0 5

Slac Activity 0 Constru 1 Staff

k ction 6 Report
Plans 5

EF D LF 5 1 2 1 1 2
u 5 0 8 5 0
r CP 5 0

CP
0 A 5 5 C 1 2 H 2
5 0 3
0 5

0 Application 5 Traffic 0 Occupa

Approval
Study ncy

0 5 5 10 1 2 2 3 2
0 0 0
0
CP
5 3
5

CP
5 D 1 2 F 3 3 G 2
0 0 0 0 0
0

10 Service 0 Commis 0 Wait

Check sion for
Approva Constru
l
ction

15 5 2 2 1 3 3 1 2
0 0 0 0 0 7 0
0 0
 Sensitivity Analysis
ES I EF 5 B 2 20 E 3
D 0 5

Slac Activity 0 Constru 165 Staff

k ction Report
Plans

EF D LF 5 1 2 185 1 2
u 5 0 5 0
r 0
CP
nt
i
0 A 5 5 C 1 CP po 2 H 2
5
iew 0 3

rv
0 5

0 Application 5 Traffic u 0 Occupa

Approval
Study yo ncy
e
g0 iv
0 5 5 10 1 2 2 3 2

se
0 0 5 3

a 0
CP
5

Ple
5 D 1
0
20 F 3
0 CP 3
0
G 2
0
0

10 Service 0 Commis 0 Wait

Check sion for
Approva Constru
l
ction

15 5 2 20 1 3 3 1 2
0 0 0 0 7 0
0 0
 Free Slack (Float)
• It is an amount of time an activity can be delayed
without delaying the connected successor activity.

• It is never negative.
• Only activities that occur at the end of the chain
of activities can have free slack. ( Usually where
you have a merge activity).
• Beauty of free slack is that changes on start and
finish time for the free slack activity require less
coordination with other participants in the project
and given the project manager best of the
flexibility it terms of time/ resources.
 Using F/B pass information
• ES/EF and LS/LF provides best
information for planning, scheduling
and controlling phase of the project.
• E.g. Activity E… must be completed
between 20 and 200 workdays, it can
start as early as 20 workday and
have to complete as last as 200
workday. Howsoever time needed to
complete it is only 15days.
 Network logic error
Rule 01- Conditional statements are not permitted in
framing network planning.
Remember- Network is not a decision tree, it is a
project plan that we assume will materialize.
If they are permitted B/F pass will have no purpose.
Rule 02- Looping should not be allowed.
Remember- that the activity identification numbers
should be higher for the activities following an
activity in question.
The activity should occur only once.
 AOA Network

4
E
B

A C
1 2 3 5 6 7 8
F G H

D
 PERT
(Program Evaluation Review Technique)

PERT is a variation on Critical Path Analysis that takes a

slightly more skeptical view of time estimates made for
each project stage. To use it, estimate the shortest
possible time each activity will take, the most likely
length of time, and the longest time that might be taken
if the activity takes longer than expected.
• Use the formula below to calculate the time to use for
each project stage:
• shortest time + 4 x likely time + longest time
----------------------------------------------------------
6
• This helps to bias time estimates away from the
unrealistically short time-scales normally assumed.
 PERT
(Program Evaluation Review Technique)

• standard deviation of time : the variability

of the time for accomplishing an activity
(σte) or a path (σTE)
• σte = (p - o) ÷ 6
2

• σT E = / ∑((p - o) ÷ 6)

• Zvalue = CPMt – Estimated t/σT E

Draw Network and do analysis!

Activity Predecessor a m b
A 0 1 4 7
B A 2 6 7
C A,D 3 4 6
D A 6 12 14
E D 3 6 12
F B,C 6 8 16
G E,F 1 5 6

What’s is the probability that it can be completed in 35 days?

 PERT
(Program Evaluation Review Technique)

Activity a m b
1-2 17 29 47
2-3 6 12 24
2-4 16 19 28
3-5 13 16 19
4-5 2 5 14
5-6 2 5 8