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    Lecture 3

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    junaid_256
    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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    Lecture 3

    Uploaded by

    junaid_256
    50 views27 pages
    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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    Computer Applications in Project Management

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    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.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    50 views27 pages

    Lecture 3

    Uploaded by

    junaid_256
    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.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 27

    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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