4/10/2020

Network Analysis
Method of planning and controlling projects by recording their
interdependence in a diagrammatic form that enables each
fundamental problem involved to be tackled separately.

1
 4/10/2020

1.

◦
◦ “
Increased orderliness and consistency

Identification of potential troubles

◦ Operational flexibility

◦ Speedy handling and analysis

◦ Accurate target dates

◦ Effective planning and scheduling

◦ Resource requirements

2
 4/10/2020

Steps Involved In
Network Analysis

1. Picture of all jobs into diagrammatic form

of their interdependence.

2. Consider the availability of resources ( men, machine, money and

material) and time to do each job.

3. Apply estimated job time to the network diagram and calculate the
total length.

3
 4/10/2020

Activity & Event

Network  Activity represent Network Diagram

some action having a
 Series of related  Pictorial
point of time of
activities which representation of
beginning and end.
result in some the various
 Event represents events and
product or
the start or activities
service.
completion of an concerning a
activitty project.

4
 4/10/2020

Preceding, succeeding &

Merge & Burst
concurrent activities
Events Dummy activity
 Preceding – activity which
 Merge –ending must be accomplished  Shown in broken
before a given event can lines.
event of two or occur.
more activities.  Succeeding – activities  Use zero time
which cannot be and zero
 Burst – accomplished until an event
beginning event has occurred. resource.

of two or more  Concurrent – activities  To assure proper

which can be accomplished
activities. concurrently sequence.

Earliest Start Time

Path (Est) Earliest Finish
Time (Eft)
 Path is  Earliest possible time
 Sum of earliest
continuous chain an activity can begin on
start time and
of activities the assumption that all
the estimated
through a activities preceding to
time to perform
network, which it started at the
the activity.
connects first earliest possible times.
event to the
last event.
10

5
 4/10/2020

Latest Start Time

Latest finish time (Lst)
(Lft)  Difference between
 Latest possible the latest finish time

time an activity and the estimated time

can finish. for the activity to be

performed.

11

NETWORK ARROW DIAGRAM

12

6
 4/10/2020

Prepare a network arrow diagram for the following information

Activity Name of the Pre-requisite Estimated Time
activity Activity (Weeks)
Event Event
1 2 A None 3

1 3 B None 5

1 4 C None 4

2 5 D A 2

3 5 E B 3

4 6 F C 9

5 7 G D, E 8

3 6 H B 7

6 7 I H,F 9
13

FINISH
D G
2 5 7
2 8
A E I
START 3 9
3 B
1 3 H 6
5 7

C F
4 9
4

14

7
 4/10/2020

15

Rules/Guidelines
◦ A complete network should have a START event and a FINISH
event.

◦ Every activity must have one preceding or 'tail' event and one
succeeding or ‘head' event

◦ Network has to be developed on the basis of logical dependencies

between various activities.

◦ 'Loops' i.e. a series of activities which lead back to the same event
are not allowed.

◦ Events are shown by numbers 16

8
 4/10/2020

Network Techniques
Project
Critical Evaluation
Path And
Method Review
Technique

17

Critical Path Method

◦ Developed in 1956

◦ At the E.I du Pont Nemours & Co., USA

◦ To aid in the planning and schedule of

routine plant overhaul, maintenance, and
construction work.

18

9
 4/10/2020

Critical Path

 Sequence of events and connected activities that

require the maximum time in the completion of the
project.

 It is the path which takes longest time.

 It is known as critical because it controls the

completion date of the project.
19

Steps in CPM Project Planning

1. Specify the individual activities.

2. Determine the sequence of those activities.

3. Draw a network diagram.

4. Estimate the completion time for each activity.

5. Identify the critical path (longest path through the network)

6. Update the CPM diagram as the project progresses.

20

10
 4/10/2020

Computation Of Critical Path

21

1.Earliest Occurrence Time (EOT)

 Minimum time required to complete the project.
 To obtain EOT of various events we start from the beginning
event and move forward towards the end. This computational
procedure is known as Forward Pass.

 Assume that each activity starts immediately on the occurrence

of the event preceding it. Hence the starting and finishing time
for various activities obtained from this computation are the
earliest start time (EST) and the earliest finish time (EFT).

22

11
 4/10/2020

EOT Formula

◦ EOT(i) = Max {EOT of (k) + d(k,i)}

◦ EOT (i) is the earliest occurrence time of event i.
◦ EOT (k) is the earliest occurrence time of event k (k
precedes i, there may be several ks)

◦ d is the duration of activity (k,i)

23

2. Latest Occurrence Time (LOT)

 The latest allowable time by which the event can occur.
 The latest time by which the event should occur to enable the
project to be completed in the given time.

 For determining LOT, we start from the end event and move
backward towards the beginning. It is called Backward Pass.

 We will get LST and LFT

 EOT is considered as deadline of project
24

12
 4/10/2020

LOT Formula
◦ LOT (i) = Min { LOT (j) – d (i, j)}

◦ LOT (i) is the latest occurrence time for i

◦ LOT(j) is the latest occurrence time of j (j follows

i and there may be several js)

◦ D (i, j) is the duration of activity (i , j)

25

3. Calculation Of Slack
◦ Slack for an event is the difference between
LOT and EOT.

◦ It is the amount of time that an activity or

group of activity can slip without causing a delay
in the completion of the project.

◦ Also known as Float.

26

13
 4/10/2020

Event Slack
Event LOT EOT Slack = LOT- EOT

5 28 28 0

4 26 20 6

3 18 12 6

2 13 13 0

1 0 0 0

27

4. Obtain The Critical and Slack Paths

◦ Critical path starts with the beginning event,
terminates with the end event, and is marked by
events which have a zero slack.

◦ Critical path is the path on which there is no

slack or cushion.

◦ It is marked by double arrows.

28

14
 4/10/2020

Activity Floats

◦ There are three measures of float,

1. Total float
2. Free float
3. Independent float

29

Total Float
◦ Total float of an
activity is the extra
time available to
◦ Total Float for activity (2-4) =
complete the activity LOT for event 4 – EOT for event 2
if it is started as – duration of activity (2-4)
early as possible,
without delaying the
completion of the
project.

30

15
 4/10/2020

Free Float
◦ the extra time
available to complete
the activity when the
◦ Total Float for activity (2-4) =
activity is started at EOT for event 4 – EOT for event 2
the EOT of its – duration of activity (2-4)
preceding event and
completed by the
EOT of its
succeeding event.

31

Independent Float
◦ the extra time
available to complete
the activity when the
◦ Total Float for activity (2-4) =
activity is started at EOT for event 4 – LOT for event 2
the LOT of its – duration of activity (2-4)
preceding event and
completed by the
EOT of its
succeeding event.

32

16
 4/10/2020

Programme Evaluation and Review

Techniques (PERT)
◦ Developed in 1958
◦ For use in defense projects
◦ In the development of Polaris fleet ballistic
missile programme.
◦ Assist a business manager in planning and
controlling a project.
◦ Views multiple time estimates.

33

Three Time estimate

◦ The optimistic time
◦ The pessimistic time ◦ The most likely time
(𝑡0 ) – Shortest time
(𝑡𝑝 ) – Longest time (𝑡𝑚 ) – best estimate
possible if
conceivable. of what normally
everything goes
occur
perfectly with no
complication.

34

17
 4/10/2020

The Expected Time (𝒕𝒆 )

te = t0 + 4tm + tp
6

35

PERT Vs CPM – Similarities

◦ Decision making aids

◦ Analyzing and administering large complex

projects.

◦ Popular Techniques of network analysis

◦ Project is represented by network diagram

36

18
 4/10/2020

PERT Vs CPM – Dissimilarities

◦ CPM used for repetitive jobs. ◦ PERT for non- repetitive jobs.

◦ Introduce concept of cost into

◦ indirectly accounts.
analysis

◦ Use precise known time. ◦ Consider most reliable time

estimate.
◦ Does not incorporate statistical ◦ Does incorporate statistical
analysis. analysis.

37

38

19