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Lecture 3

The document discusses various network techniques for project scheduling including drawing network diagrams, identifying critical paths and slack, resource leveling to balance resource allocation, earned value analysis to measure project performance, and project crashing to reduce the duration of critical activities through adding more resources. It provides examples of how to draw basic network diagrams and calculate critical paths, slack, and crashing slopes. The techniques are useful for project scheduling and resource management.

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junaid_256
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79 views

Lecture 3

The document discusses various network techniques for project scheduling including drawing network diagrams, identifying critical paths and slack, resource leveling to balance resource allocation, earned value analysis to measure project performance, and project crashing to reduce the duration of critical activities through adding more resources. It provides examples of how to draw basic network diagrams and calculate critical paths, slack, and crashing slopes. The techniques are useful for project scheduling and resource management.

Uploaded by

junaid_256
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Network techniques

By:
Muhammad Wasim Bhatti

1
SEQUENCE
1 Network Problems and Solutions

2 Resource Leveling

3 Earned Value Analysis

4 Project Crashing

2
1 NETWORK PROBLEMS AND SOLUTIONS

3
BASIC ARROW DIAGRAMING

4
BASIC ARROW DIAGRAMING

5
EXAMPLE

Suppose,
 B depends upon A
 C and D depends upon B
 E depends upon C
Draw the network (activity on
arrow) to represents above
relationship of activities.

6
DUMMY ACTIVITY

Dummy activity is an activity which


does not consume resources but is
introduced in the network to give
logic to the network

7
EXAMPLE

Suppose within a network,


 C depends upon A and B
 D depends upon B
Draw the network (activity on
arrow) to represents above
relationship of activities.

8
EXAMPLE

9
EXAMPLE

Suppose,
 B and C depends upon A
 D depends upon B and C
 E depends upon B
Draw the network (activity on
arrow) to represents above
relationship of activities.

10
CRITICAL PATH AND SLACK OF ACTIVITIES
Activity Precedents
a Finalize Scope of Project -
b Effort Estimation a
c Kick-off Meeting a
d Project Plan a
e Team Formation d
f Cost Estimation b
g Task Assignment c, e
h Budget sharing f
i Follow-up on assigned Tasks g
j Monitoring and Controlling of h, i
activities

11
CRITICAL PATH AND SLACK OF ACTIVITIES
Activity Precedents Days
a Finalize Scope of Project - 3
b Effort Estimation a 15
c Kick-off Meeting a 5
d Project Plan a 60
e Team Formation d 6
f Cost Estimation b 40
g Task Assignment c, e 10
h Budget sharing f 7
i Follow up on assigned Tasks g 6
j Monitoring and Controlling of h, i 12
activities

12
CRITICAL PATH AND SLACK OF ACTIVITIES

f
3 6 h
b j
i 8 9
a c g
1 2 4 7
d e

13
CRITICAL PATH AND SLACK OF ACTIVITIES

slack

18 f 58
3 38 40 6 78 h
b 7 85 j 97
15 i 8 85 12 9 97
0 a 3 c 69 g 79
1 0 3
2 3 5 4 69 10 7 79
6
d e
60 6
63
5 63 Critical path

14
2 RESOURCE LEVELING

15
RESOURCE LEVELING

Resource leveling is a project


management technique used to
examine unbalanced use of
resources (usually people or
equipment) , and for resolving over-
allocations or conflicts.
 It can also be used to balance the
workload of primary resources over the
course of the project

16
RESOURCE LEVELING

17
3 EARNED VALUE ANALYSIS

18
EARNED VALUE ANALYSIS (EVA)

Assignment

19
4 PROJECT CRASHING

20
PROJECT CRASHING

Project Crashing is the process by


which duration of project is reduced by
INCREASING the amount of
RESOURCES allocated.
It is important to note that crashing is
done only to CRITICAL activities.
To do this for each activity we calculate
a cost/time slope (which is the cost per
day of crashing a project)
Slope = (crash cost – normal
cost)/(crash time – normal time)
21
PROJECT CRASHING

Activity Precedenc Duration days Cost £ (normal, Slope


e (normal, crashed) (£/day)
crashed)
a - 3, 2 40, 80 40/-1 = -40
b a 2, 1 20, 80 -60
c a 2, 1 20, 50 -30
d c 2, 1 30, 60 -30
e b 3, 1 10, 80 -35

22
PROJECT CRASHING

3
b e
a 8 days
1 2 c 4 6 £120
d
5
3
b e
Crash e
a 7 days
1 2 c 4 6
£155
d
5

0 1 2 3 4 5 6 7 8 days
23
PROJECT CRASHING
3
b e Crash e, a
a 6 days
1 2 4 6
c £195
d
5
3
b e
Crash e, a, d, e
a 5 days
1 2 c 4 6
£260
d
5

0 1 2 3 4 5 6 7 8 days
24
PROJECT CRASHING

3
b e Crash e, a, d, e, b, c

a 4 days
1 2 4 6
c £350
d
5

0 1 2 3 4 5 6 7 8 days
25
PROJECT CRASHING

£400
Cost x a,b,c,d,e,e

£300
x e,a,d,e

£200 e,a x
ex
x
£100

0 1 2 3 4 5 6 7 8 days

26
27

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