Network Diagrams and Schedule Analysis

Critical path analysis identifies the most efficient and cost effective way of completing a complex project. The various activities which together will make up the project are identified, and the order of these activities are identified. Then, the duration of each activity is estimated and these factors are then arranged as a network or graph, showing the whole project from start to finish, and showing which tasks can happen at the same time. The sequence of tasks which have to be done one after another with no gaps in between is called the Critical Path.

Remember the old saying, "A project plan is not a schedule until resources are committed." This exercise illustrates this subtle, but very important, difference.

Gantt Chart & Network Diagram 17 8.1 Gantt Chart 17 8.2 Network Diagram Overall Structure 17 9. Most Likely case & Worse Cae Time Estimation 18 10. Compressing Schedule 18 Appendix 1.

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A) The weekly budget is formed by only using the early start times of each activity.

Step 1: Construct a network diagram for the project. (NOTE: EF for activity H should be 19)

2. Construct a table containing the project activities using the letter assigned to each activity, the time estimates, and the precedence relationships from which you will assemble the network diagram.

construct a network diagram for a project determine critical path and expected completion time of a project with deterministic task times (note: some of us also do calculations for probabilistic times, but not required) calculate slack times for a particular task know how to “crash” a project down to a certain completion time at the lowest cost (note: just the concept of crashing needs to be discussed and not the calculations; some of us do the calculations, others do not)

One of the main concerns during the meeting was the impact of cost and time constraints on networking techniques and project schedules. Under the ideal situation, the project start and end dates are fixed. Adding resources is not usually feasible as it increases cost. There should be a balance between time and cost constraints as it avoids wasting of resources. Also most people are willing to accept that costs could exceed expectations, and might even take a perverse delight in recounting past examples, the same is not true for time constraints. This is probably due to the fact that cost over runs are resolved in-house, while schedule issues are open and visible to the customer. A company has a lot of useful, desirable work that could be done, but has limited and finite resources available with which to do that work. Choices have to be made about which work to do and how to allocate resources. This leads to constraints especially, the time constraint and the cost constraint. Time, in project management, is analyzed down to its smallest detail. Each and every component of the project is analyzed with respect to the time required for completion. After completion of this analysis these components are broken down even further into the time required to do each task.

Before deciding which activities should be crashed, Bjorn and his team first need to have a clear understanding of the project's priorities. To do this the team has first defined the project's scope and decided to develop a project priority matrix.

Initial projections show that the current schedule will take 50 weeks to finish with a final budget estimate of $3.152 million. Although the project estimate comes in under budget, the time frame for completion extends beyond the acceptable 45 weeks. Before deciding which activities should be crashed, Bjorn and his team first need to have a clear understanding of the project’s priorities. To do this the team has first defined the project’s scope and decided to develop a project priority matrix. Defining the project scope sets the stage for developing a plan and its primary purpose is to define as clearly as possible the deliverables and to focus project plans (Gray & Larson, 2005).

Placing the events in a Gantt chart will help clarify and organize the events, the order in which they will occur, as well as any preceding activities that must be accomplished. Table 5 shows the project 's normal conditions, their timeframes and associated costs. As noted, normal conditions require 50 weeks to complete and therefore, cannot be used. Table 6 is a similar chart showing the project under ultimate crash conditions. As mentioned earlier, the project can be accomplished in as little as 42 weeks if every activity is crashed. This scenario is not desired however, because the project 's budget then approaches $5 million in associated costs, over 50% beyond the original allotted expenditure.

4. During which month of the project are the highest and lowest costs expected to

Project scheduling can be performed in many ways. Some of the more common and popular methods of project scheduling are network analysis and the critical path method of scheduling (CPM). Although companies do not always use these methods in there exact form, most do tend to use a modified version of one or both of these methods. I discovered that Craft does not use network analysis or CPM, but they do have a scheduling method that works for them and is quite similar to CPM.

Formulating a network diagram, likewise alluded to as a logic diagram, in order to comprehend and envision how each task will continue is an extraordinary path to begin. It is a basic idea within project management planning that is effectively utilising as a part of application, commonly used as a part of assembling commercial enterprises, and also to outline and comprehend work processes are what service industries requires. It distinctively shows the rational rules for influencing tasks. (Holland, 2014) The development of the network diagram by incorporating the project team acquires an agreement of comprehension of how the undertaking ought to be accomplished. Nonetheless, giving a discussion to testing acknowledged