Dr.
Khalid Ahmad Khan
Khalid.ahmadkhan@riphah.edu.pk
Network Analysis &
Critical Path Method
Module 6
1
Work(Scope) to Activities(Actions)
Work packages are
broken down into
activities that must be
completed to create the
deliverable (WBS
Dictionary)
Schedule is focused on
identifying and
documenting activities
to produce the
deliverables
2
Steps in developing the Schedule
List Sequence Duration Schedule
Determine what activities Determine the sequence of Determine what resources Calculating the critical path
must be accomplished activities are available, when and the and the float of a network
duration of the activity diagram
Know how to compress a
project schedule
Know the different types of
networks
3
Activity Attributes
• Typical attributes: (partial list)
• Identifier
• Activity Description
• Person Responsible for doing
the work
• Predecessor activity
• Successor activity
• Lead & Lag
• Constraints & Assumptions
• Level of effort
4
Sequence Activities
This involves the order in which the activities will
be performed and how many activities can be done
at the same time (also known as parallel paths).
Sequencing is important because we want to
complete the project ASAP and yet develop a
realistic schedule.
5
Sequence Activities
Dependency
Determination
• Mandatory Dependencies (hard
logic)
• Discretionary Dependencies:
• Soft Logic
• Preferential Logic
• External Dependencies
External
A
C
B
6
Activity Relationships
Finish to Start Finish to Finish
A A
B B
Start to Start Start to Finish
A A
B B
7 7
Applying Leads and Lags
Lag: directs a delay in the successor activity
Finish to Start
A
A Lag = 2 Days
B B
Lead: allows the acceleration of the successor activity
Finish to Start
A
A
Lead = 2 Days
B B
Precedence Diagramming Method (PDM)
A B C
Start Finish
D E F
The name of the activity is
put in the box
9
Group Exercise
Draw a Network Diagram Using the
Precedence Diagramming Method (PDM)
Activity Predecessor
Start -
A Start
B Start
C A, B
D C
E C
F D
End F, E
10
Solution
A D F
Start C End
B E
11
Milestone Chart
Milestones are zero duration activities that mark the start of finish of important
Phases or steps in a project.
Example:
• Project Start
• Ground Breaking
• Design Approval
• Project Finish
W1 W2 W3 W4 W5
Designer Selected
Plans Created
Contractor Selected
12
Project should only have Use milestones to make Use as few relationships Avoid the use of negative
two open ends the start or completion as possible lags – connect by
of important project selecting the appropriate
events or contract relationship type
requirements
Avoid using lags unless Use Imposed Finish Any change to activity
necessary – use constraint for time duration should be inline
constraints where critical schedules to with resource change
possible i.e. Start no identify and remove
earlier than, Finish no negative floats
later than, etc
Scheduling Best Practices
13
Estimate Activity
Durations
• Primarily concerned with
identifying how many work
periods the activity will take.
• Work periods are expressed as
elapsed time.
• Important: Know the difference
between the amount of effort an
activity takes to complete, and the
duration (elapsed time) for
completing an activity.
14
Schedule (CPM)
• Critical Path Method uses activity
sequence to identify the longest
path (critical path) through the
schedule – this path determines
the project duration.
• Schedule determines the start
and finish dates for the project.
• Generally this process will need
to be iterated by adjusting activity
relationships and/or durations to
meet target completion date.
15
CPM Calculation Method
Forward pass through network
Early Finish of Activity = Early Start of
determines Early Start and Early Finish for Predecessor + Duration - 1
each activity and the Project Duration.
Backward pass through network
Late Start of Activity = Late Finish of Activity –
determines Late Start and Late Finish for Duration + 1
each activity.
If Float is 0 or Negation the activity is
Float = Late Start of Activity – Early Start
considered Critical i.e. any delay in this
of Activity activity will lead to a delay in the project
16
CPM Calculations
Predecessor (i) Successor (j)
ES EF ES EF
Start Task Name Task Name
Duration Duration
LS LF LS LF
F F
Variables: Formula:
ES= Earliest Start ES + Duration - 1 = EF
EF= Earliest Finish LF – Duration + 1 = LS
LS= Latest Start LS – ES = Float or LF – EF = Float
LF= Latest Finish
F= Float
Forward Pass (L to R) to Calculate Project Duration
Backwards Pass (R to L) to Calculate Float & Critical Path
17
Forward Pass
• Forward Pass Through Network (left to right)
• Given: Project Start Date
• This is the Early Start (ES) date for first network activity
• (ES + Duration - 1)Activity A = (EF date) Activity A
• and the EF date + 1 for activity A becomes the ES date for the next
activity B
ES EF ES
Activity A Activity B
Duration x Duration y
18
Q&A
Dr. Khalid Ahmad Khan
drkhalidkhan.org
19
