On-Site Construction Management
CHAPTER 4: NETWORK DIAGRAM
GV: Trần Đức Học
Contents
1 Introduction
2 Activity on node
3 Activity on arrow
4 Thiết kế sơ đồ mạng
5 Tính toán sơ đồ mạng
6 Tối ưu hóa sơ đồ mạng
2
4.1 Introduction
• Activity on arrow - AOA
• Activity on node - AON
3
4.1 Introduction
Task dependency
Removing Excavation
Pouring tank installation
formwork tank installation
concrete Pipe installation
Pouring concrete Pipe installation Excavation
Removing formwork
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4.1 Introduction
Task dependency
• Finish - start
Finish-start with lag time
ESj = EFi + LTij
i LFi = LSj - LTij
j EF = ES+ D
EFi ESi+ Di
LSi = LFi - Di
ESj = EFi
LFi = LSj
EF = ES+ D
EFi = ESi+ Di
LSi = LFi - Di
5
4.1 Introduction
• Start – start (SS)
ESj = ESi + LTij
LSi = LSj - LTij
i EFi = ESi+ Di
j LSi = LFi - Di
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4.1 Introduction
• Finish – finish (FF) • Start – finish (SF)
i
i
j
j
EFj = EFi + LTij EFj = ESi + LTij
LFi = LFj - LTij LSi = LFj - LTij
EF = ES+ Di EFi = ESi+ Di
LSi = LFi - Di LSi = LFi - Di
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4.2 Activity on node
How can it be used in your organization?
Finding minimum completion times
Determining maximum completion times
Value of time for each step in the project
Assigning specified times for parts of the project
Creates a realistic schedule for the company
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4.2 Activity on node
How the diagram works
Basic Rules:
All preceding activities must be completed before the
project can begin
The arrows represent the logical precedence of the
project
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4.2 Activity on node
How the Diagram Works (Cont.)
Procedure for development:
1. Identify all activities and relationships among them
2. Sketch the diagram
3. Estimate the times for each activity, or node, in the
diagram
4. Determine the critical path
5. Evaluate the diagram for milestones and target dates
in the overall project
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4.2 Activity on node
Activity Network Diagram
A
D
C
F
B E
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4.2 Activity on node
Precedence Duration
No Activity
relationship (days)
1 A - 2
2 B - 3
3 C A 2
4 D B; C(SS/+1) x
5 E D 3
6 F B 2
7 G F 1
8 H C; E 3
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4.3 Activity on arrow
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4.3 Activity on arrow
a) Numerical methods (Table)
Early Late Slack Critical
task task
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4.3 Activity on arrow
For each event
Divide the circle into 4 parts
- Above: denote the event i
- Below: denote the event that comes before i and lead to i by
longest path
- Left: the earliest time of successors
- Right: the latest time of predecessors
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4.3 Activity on arrow
For each task
Denoted by arrow
- Left: Dij/dij
- Right: tij (Rij)
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4.3 Activity on arrow
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4.3 Activity on arrow
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4.3 Activity on arrow
Move the network diagram to the time axis
B1: Draw the time axis
B2: Stretch the critical line on the time axis with a bold line or a 2-stroke line,
if there are many critical lines, it will form lines parallel to the time axis
B3: Arrange non-critical tasks into thin lines on both sides of the time axis
B4: Draw a chart of human resources and other resources.
Horizontal Diagram – Gantt chart
B1: Draw the axis
+ Time axis; + Work vertical axis
B2: On the basis of the execution time and the reserve time, the jobs are
represented on the time axis.
B3: Draw a human resource chart or other resource chart.
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4.3 Activity on arrow
Time axis
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4.3 Activity on arrow
Gantt chart
task time
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4.3 Activity on arrow
Resource graph
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4.4 PERT
- PERT-Program Evaluation and Review Technique.
Distribution within PERT network
- PERT is similar to the (CPM) technique, but assumes
activity time is subject to statistical distribution.
- An optimistic time, a pessimistic time, and average time
- Beta for activity
- Normal for project 23
4.4 PERT
Analyze the tasks.
United States Navy.
Event-oriented Technique
Major Factor – Time
Ex: 1968 Winter Olympics in Grenoble
Identify the specific activities and milestones
Activities.
Milestones.
It is helpful to list the tasks in a table.
Determine the proper sequence of the activities
Construct a network diagram
Activity sequence information
A network diagram can be drawn showing the sequence of the serial and parallel
activities.
Each activity represents: A node in the network,
The arrows represent: The relation between activities.
Software packages simplify this task
By automatically converting tabular activity information into a network diagram.24
4.4 PERT
Weeks are a commonly used unit of time for activity completion.
A distinguishing feature of PERT.
Its ability to deal with uncertainty in activity completion time.
Optimistic time(O)
The shortest time in which the activity can be completed.
To specify optimistic time to be three standards deviations from the mean.
Most likely time(M)
The completion time having the highest probability.
Pessimistic time (P)
the maximum possible time required to accomplish a task, assuming
everything goes wrong (but excluding major catastrophes).
PERT assumes a beta probability distribution for the time estimates.
Estimated Time(TE)
The best estimate of the time required to accomplish a task, accounting for
the fact that things don't always proceed as normal.
TE = (O + 4M + P) ÷ 6
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4.4 PERT
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4.4 PERT
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4.4 PERT
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4.4 PERT
Type 1: Predetermining the time to complete the Tx project,
calculate the corresponding Probability of completion p.
T T0 Tx T0 T T0 Tx T0
pTx Pr(T Tx ) Pr Pr t a0 t ; a0
T T T T
have Tx calculate a0 and then look up the z-table p
Type 2: Given probability of completion p, Calculate the
required TIME Tx.
Have p then look up a0 in the z-table then calculate
Tx a0 T T0
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4.4 PERT
F
A C
H
E
B D
G
a) Determine the critical path and project completion time with the CPM
method.
b) Determine the probability that the project will be completed in 16 weeks.
c) Determine the time to complete the project with a probability of 90%.
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