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Chapter 6 Network Analysis Chapter 6 Project Implementation and Tools Tools for Project Scheduling The project manager uses a planning and scheduling process because most projects are complex, of long duration, require visualization of their parts and the resources needed. A planning and scheduling process: • Identifies project activities (tasks/steps) • Identifies the sequence and duration of project activities • Organizes project resources (labor, equipment, materials, technology, facilities) • Enables monitoring of project progress In any project: There will be many tasks to accomplish. Tasks have to go through a sequence Some tasks cannot start until others are finished (task dependency) Some tasks are unconstrained. Some are “critical tasks” Some task will have flexibility in time, cost, resources Some tasks will have uncertainty Project scheduling involves determination of precedence relationship between work elements(activities) determining extent of interdependency and developing the flow path of the activities to reach the objectivities of the project. Steps in Project Scheduling 1. Develop Work Breakdown Structure(WBS) to establish work elements constituting the project 2. Determine Interdependency among various work elements or activities/tasks and accordingly define logical sequence of the activities 3. Quantify each work element in terms of time/other resources requirements 4. Find out constraints, if any, external(e.g., Government policies, law and order problem, inadequacies of infrastructure etc.). and internal(e.g., poor choice of site, inadequacies in agreement with other stakeholders such as consultants etc.) 5. Review the work elements, their inter dependencies and quantification in light of the identified constraints 6. Develop a flow path of activities satisfying the logic of interdependency and constraints 7. Develop a time schedule of activities satisfying the logic of the flow path and time duration of the activities. 165 Work Breakdown Structure (WBS) First step toward a work plan Helps to identify the tasks in a project The concept of the WBS is simple: in order to manage a whole project, one must manage and control each of its parts What is a Work Breakdown Structure? ◙ The WBS is a graphical display of the project. ◙ WBS is a hierarchical listing of the sub-components of a project ◙ What is the purpose of the WBS? The purpose of the WBS is to divide the total project into small pieces, sometimes called work packages. Dividing the project into work packages makes it possible to prepare project schedules and cost estimates and to assign management and task responsibility WBS components Tasks Dependencies Start date Duration Resources Milestones Deliverables The WBS should be divided into tangible deliverable items (hardware items, software packages, interim reports in R & D, etc.). WBS levels? Typically 6 or fewer 1 Total project 2 Sub-project 3 Combination of tasks 4 Task 5 Sub-task 6 Individual processes or actions At what level do you stop? • Stop when you reach a point at which you can estimate required resources to the desired degree of accuracy • Or when the work will take an amount of time equal to the smallest units you want to schedule days, weeks, months, etc. • Or stop when the element is .5 to 2.0% of the project. • Or stop once you’ve identified a “work package” 166 A WBS planning key!! REMEMBER the rule that the people who must do the work should participate in planning it. • Different levels may be done by different groups – Top management may do the first level or two and pass it on down to the operating levels for further amplification – Software can help A Gantt chart is a horizontal bar chart developed as a production control tool in 1917 by Henry L. Gantt, an American engineer and social scientist. Frequently used in project management, a Gantt chart provides a graphical illustration of a schedule that helps to plan, coordinate, and track specific tasks in a project. It is a simple and widely used method of working out and displaying the knotty problem of who does what and when. Typically it is used in a project where a number of people are working on interlinked tasks. How does it work? The basic principle of the Gantt Chart is to show time in a number of columns and to draw bars across those columns in order to show the usage of time. Each bar represents a task being carried out by one or more people. The bars can be summed downwards into simple histograms to show whether individuals are double-booked or have spare time on their hands. 167 Additional symbols and colours may be added to the chart to show events and features such as milestones (zero-length tasks), critical paths (which, if extended, will slip the completion date of the project) and float (where tasks can be slipped without jeopardizing the completion date). Characteristics of Gantt/Bar Chart Popular tool for project scheduling Graph with bar representing time for each task Provides visual display of project schedule Doesn’t show priorities Gantt charts may be simple versions created on graph paper or more complex automated versions created using project management applications such as Microsoft Project or Excel. How do you do it? 1. Break down the task into units that can be clearly allocated and tracked. In a typical project this might be tasks of one week or less, allocated to one person each (although this can vary widely with the type of project). 2. Identify skills and resources required by each task and allocate the task to a person or group, along with appropriate resources. Be careful when allocating scarce resources, such as subject specialists or expensive equipment; a person with less skill who can perform the task, albeit over a longer period, can free up the expert for working on more critical activities. 168 3. Revise the time estimate for each task in the light of the skills of the people on the task. Beware of optimistic estimation. It can be helpful later if a 'safety factor' of anything from 10% to 100% is added to allow for slippages. It is usually more acceptable to complete a project ahead of schedule than have to continually move out the completion date. 4. Identify dependencies between tasks and other prioritisation that will allow you to put the tasks into the correct order. For example, it is better to do high-risk tasks as early as possible, to give you time to react to unexpected difficulties. 5. Draw up a blank Gantt Chart with enough lines on for all identified tasks and with columns spanning the range of times and/or dates to be displayed. Make the period between each column in the same range as the average task length, for example if most tasks are from one to five weeks, make each column one week (provided there is space on the paper). 6. Write the tasks into the chart and add bars to indicate the start time and duration of each tasks. This is where the real skill in scheduling is found as you need to position tasks carefully to ensure that dependencies (where one task must follow another task) are preserved and that people and other resources are optimally used. Drawing a Bar Chart and Network For the following problem, we can draw a Bar chart and Network Activity Designation Immediate Duration Predecessor A (1-2) None 2 B (2-3) A 5 C (2-4) A 7 D (2-5) A 3 E (3-5) B 1 F (5-6) D,E 6 G (4-6) C 3 H (6-7) F,G 3 169 Bar Chart for the above Example Activity/ 5 10 15 20 Duration(Weeks) A B C D E F G H 17Weaks Total duration of the project is 17 weeks as seen from the bar chart Network technique used in project management Network technique involves breaking down the project into work elements, which can be quantified in term of time and other resources required to perform these. Once the entire project has been broken down into such work elements or tasks/ activities, adequate enough to establish their logical sequence and their inter dependencies, we try to develop, what a network diagram A network for a hypothetical small project is shown below. 1 to 7 are nodes or events, as they are called, and arrow or arcs, connecting the nodes, viz. A to H, are the activities. T he diagrams shows the logical sequence in which the activities are to be performed, and their inter- dependencies. Whereas activities occupy time, nodes/ events are points in time, which mark the start/ finish of the activities. Activity time in weeks is shown below each arrow in parentheses ( ): 170 Fig: Project Network for the above hypothetical project 3 E B (1) (5) A D F H 5 6 7 1 (2) 2 (3) (6) (3) C G (7) (3) 4 We may note from the network (Fig ), the event (1) marks the start of the project and ‘A’ is the first activity to be performed, since there is no activity terminating at (1), i.e., there is no predecessor to activity ‘A’ has been completed. Event (2), thus, marks the end of activity ‘A’ and start of activities ‘B’, ‘C’ & ‘D’. Similarly, activity ‘F’ cannot start unless activities ‘D’ & ‘E’ have been completed, which is marked by event (5), and so on. Event (7) marks the end of the project, ‘H’ being the last activity to be performed, since no activity emanates from (7), i.e., there is no successor to activity ‘H’. The network is based on the following table of activities and their logical sequence, as determined by immediate predecessors of the respective activities indicated in Table 1: ACTIVITY ON ARC/NODE The above-mentioned way of representing activities in a network as shown in Fig, is called activity on arrow/arc There is an alternative way of drawing a network, in which we have activities on node, instead of on arrow/arc in the alternative representation, the network look as show below in Fig.
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