Instructions Draw a Activity Network Diagram (A.ND) manually on a pie.pdf

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Instructions Draw a Activity Network Diagram (A.ND) manually on a piece of paper using the specifics below and answer the related questions. Drawheyour A.N.D 2 pointist Assume thik peoject is time-constrained (it har a non-nepoclable doe date). As project Resnaget, what sheuld you do if it lopes as though Activity 95 is foing to finish two days late? Aply the resoute senothing techalipe. Do nothing for now beceume Activity 5 is NOT on the cribcal path, tot ceatinue io monitor the thation to male eure Activity 5 does isy get delayd any further. Nudify the propact spensor that dee proped will be laie Add reicurces (amh as hire additional esken of pay cutrent employcei ertieich to eafolie dis adivity. Instructions Draw a Activity Network Diagram (A.N.D) manuaily on a piece of paperuaing the specifics below and answer the related questions: Drawines your A.N.D 10 risoint manu get, matat thoeld you do if it looks as theogh Activity as is going to finisb two days lise? Apply the researe smoothing technique. Do sothing fer now because Activicy 5 is NOT on the criticil puth, Eur eencinge to esoitee the sibutige 60 make aure Aetivity S does nat get delayed any further. Notify the projact iposese that the peoject wilt be lase. Add recerees (iuch as hirs mditieeal weders of pay current employees evertime) to ergedite this activisy..

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Print Network Diagrams and Resource Utilization Introduction | Building a Network Diagram | Building an AIB Manually | AIB Simulation | Resource Constrained Planning | Resource Leveling | Adding or Modifying Resources | Summary Introduction Back to Top Last week, we learned more about how to begin planning a project. We established the project charter, scope statement, work breakdown structure, and created the activity list. This week, we will talk about one of the most important aspects of project management—building a project schedule. We'll use a tool called a network diagram. There are several ways to build a network diagram. In this course, we will use the Activity in Box (AIB) method. Building a Network Diagram Back to Top Now that we know what needs to be done, we need to sequence all of the activities and establish a network diagram. With the concept of a network diagram, you will be able to determine: (1) a project's scheduled completion time, (2) the slack or float of project activities, and (3) the critical path of your project. Depending on the size of the project, the network may be built in pieces or as a large group. Either way, the step-by-step process to build a project network is used. Build a Project Network (or a Partial Network) 1. Brainstorm activities that are required to complete the work packages, recording those activities on Post-it notes (without regard to sequencing). 2. Sequence those activities. Determine: · The order of activities · Which activities can occur at the same time · Which activities need dependencies 1. Mandatory: requires the completion of another task. 2. Discretionary: a best practice or convenience. However, the subsequent task can begin if the discretionary dependency is not completed. 3. External: from another project or process, such as permits. 4. Internal: dependencies within the control of the project team. 3. Put the notes on a wall using the above information. 4. Build a network using the notes. Next, the activities are assigned to the people who will be doing the work. They build duration estimates for the activities. The most accurate estimates are built using actuals from previous, similar projects. Then, the activities can be loaded into an automated scheduling tool like Microsoft Project. At that point, you will be able to determine the project's scheduled completion time, the slack or float of project activities, and the critical path of your project. Building an AIB Manually Back to Top The good thing about using a tool like Microsoft Project is that it makes it easy to build a network diagram. The bad thing about the tool is that it makes it so easy; project managers don't always understand what they are doing, and cannot see when they have made a mistake. They just plug in the activities and move on. It's like adding—you should first do it manually, and then use a calculator. Every project manager should know how to build an AIB manually so that he or she really understands the.

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