Project Scheduling

Networks, Duration Estimation, and Critical Path

Project Network: Project network, also known as a project schedule network diagram, is a graphical
representation of project activities and their
dependencies. It is used in project management to
visualize the sequence of activities and their
relationships, helping in planning, scheduling, and
tracking projects. The network is developed from the
information collected for the WBS and is a graphic flow
chart of the project plan.

The network depicts the project activities that must be

completed, the logical sequences, the
interdependencies of the activities to be completed,
and in most cases the times for the activities to start
and finish along with the longest path(s) through the
network—the critical path.

Networks provide the project schedule by identifying dependencies, sequencing, and timing of
activities.

Scope—The work content and products of a project. Scope is fully described by naming all
activities performed, the resources consumed, and the end products that result, including
quality standards.
Work Breakdown Structure (WBS)— hierarchical method that successively subdivides the work
of the project into smaller detail.
A task-oriented “family tree” of activities that organizes, defines, and graphically displays the
total work to be accomplished in order to achieve the final objectives of a project. Each
descending level represents an increasingly detailed definition of the project objective.
Work Package—A deliverable at the lowest level of the Work Breakdown Structure. (Smallest
element of WBS)

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 Merge activity—An activity with two or more immediate
predecessors (tasks flowing into it). Merge activities can
be located by doing a forward pass through the network.
The PMBoK refers to merge activities as “path
convergence.”
Burst activity—An activity with two or more immediate
successor activities (tasks flowing out from it). Burst
activities can be located by doing a backward pass through
the network. The PMBoK refers to burst activities as “path
divergence.”
Float—The amount of time an activity may be delayed from
its early start without delaying the finish of the project.
Float is a mathematical calculation and can change as the project progresses and changes are
made in the project plan. Also called slack, total float, and path float. In general, float is the
difference between the late start date and the early start date (LS – ES) or between the late
finish date and early finish date (LF – EF).
Critical path—The path through the project network with the longest duration. The critical path
may change from time to time as activities are completed ahead of or behind schedule. Critical
path activities are identified as having zero float in the project
Arrow (AOA) and Activity-on-Node (AON) logic. In the AOA method, the arrow represents the
task, or activity, and the node signifies an event marker that suggests the completion of one
activity and the potential to start the next. In AON methodology, the node represents an activity
and the path arrows demonstrate the logical sequencing from node to node through the
network. AOA approaches were most popular several decades ago and are still used to some
extent in the construction industry, but with the rapid rise in computer-based scheduling
programs there is now a strong emphasis on AON methodology.
Sensitivity reflects the likelihood the original critical path(s) will change once the project is
initiated. A network schedule that has only one critical path and noncritical activities that enjoy
significant slack would be labeled insensitive. A sensitive network would be one with more than
one critical path and/ or noncritical activities with very little slack.

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 Program Evaluation and Review Technique (PERT)—Probability-based network analysis
technique to estimate durations of activities to cater the uncertainty. Generally used in projects
where activities and their durations are difficult to define.
Some other terminologies are Predecessor activities, Successor Activities.

Basic Rules to Follow in Developing Project Networks

1. Networks flow typically from left to right.

2. An activity cannot begin until all preceding connected activities have been completed.
3. Arrows on networks indicate precedence and flow. Arrows can cross over each other.
4. Each activity should have a unique identification number.
5. An activity identification number must be larger than that of any activities that precede it.
6. Looping is not allowed (in other words, recycling through a set of activities cannot take place).
7. Conditional statements are not allowed (that is, this type of statement should not appear: If
successful, do something; if not, do nothing).
8. When there are multiple starts, a common start node can be used to indicate a clear project
beginning on the network. Similarly, a single project end node can be used to indicate a clear
ending.

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Q-1

Q-2

Q-3

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Q-4

Q-5. Draw a project network from the following information. Mention burst &
Merge activities?

Q-6 Find the critical path for the project.

Activity ID Predecessor Duration

A - 5
B A 10
C - 15
D A 8
E B, C, D 12
F E 7
G E 7
H E 10

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 I E 9
J F, G, H, I 8

Q-7

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Q-8

Q-9 The project information for the custom order project of the Air Control Company
is presented here. Draw a project network for this project. Compute the early and late
activity times and the slack times. Identify the critical path.

Q-10

You have signed a contract to build a garage for the Simpsons. You will receive a
Rs50000 bonus for completing the project within 17 working days. The contract also
contains a penalty clause in which you will lose Rs10000 for each day the project takes
longer than 17 working days.

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Draw a project network given the information below. Complete the forward and

backward pass, compute the activity slack, and identify the critical path. Do you
expect to receive a bonus or a penalty on this project?

Q-11

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Q-12

Q-13

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Q-14

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Q-15

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