Constructing a network
1 Introduction and definitions:
-Activity and Project
-Project Management Process
-Network
2 Situations in network diagram
-Concurrent activities
-Predecessors and Successors Activities
-Dummy Activity
3 Errors to be Avoided in constructing a network
4 Rules in constructing a network
A project is defined as a temporary endeavor undertaken to create a unique product or service. Network analysis techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are used to plan and schedule complex projects. These methods involve identifying all activities, their durations, and logical relationships to construct a network diagram. The critical path is then determined by calculating the longest path of linked activities from start to finish, which must be carefully managed to ensure on-time project completion.
This document discusses the importance of human aspects in project management. It outlines four key areas a project manager must handle successfully: authority, orientation, motivation, and group functioning. For each area, it provides details on how the project manager can gain authority, strengthen their managerial orientation, motivate project personnel, and build a cohesive mixed group to achieve project goals. Overall, the document emphasizes that addressing human relations through leadership, communication, and understanding people is essential for a project's successful execution.
Job analysis is the process of collecting information about the duties, skills, and requirements of a job. It provides essential information for human resource planning, recruitment, job evaluation, training and development, performance appraisal, job design, compensation, organizational design, and workplace safety. A job analysis identifies the key tasks and responsibilities of a job, the skills and qualifications required to perform the job, and how the job is performed. This information is used to develop job descriptions and job specifications.
This document provides an overview of the course content for a Project Management and Entrepreneurship Development course. The course covers topics such as project management phases and roles, project formulation, technical and financial analysis, network analysis techniques like CPM and PERT, project appraisal methods, and fundamentals of entrepreneurship. The content is copyrighted and intended for students of Jaipur National University, Jaipur, India.
The document discusses small and medium enterprises (SMEs) and entrepreneurship development. It defines SMEs and outlines their important role in national development through job creation, use of local resources, and innovation. It also discusses the definition of MSMEs in India, advantages and threats faced by SMEs, and government support agencies. Entrepreneurship is described as starting a business while taking on associated risks and responsibilities. Characteristics of successful entrepreneurs and their functions and importance in economic development are provided. Finally, the document outlines topics addressed in a business plan and feasibility planning process.
Capital budgeting is the process of analyzing projects and determining which to include in the capital budget. It involves evaluating long-term investment projects involving large capital outlays. There are various evaluation criteria used for capital budgeting including net present value (NPV), internal rate of return (IRR), payback period, discounted payback period, and profitability index. Generally, NPV is considered the best method but companies often consider multiple criteria as each provides different relevant information for decision making.
This document discusses human resource planning (HRP) at both the macro and micro levels. At the macro level, HRP focuses on aligning human resources with organizational strategy and examining policies that affect management. The micro level is driven by the macro level and develops tactics to help the organization achieve its goals by ensuring it has the right number and mix of employees. Key aspects of micro-level HRP include demand forecasting, manpower supply analysis, and manpower planning.
A project is defined as a temporary endeavor undertaken to create a unique product or service. Network analysis techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are used to plan and schedule complex projects. These methods involve identifying all activities, their durations, and logical relationships to construct a network diagram. The critical path is then determined by calculating the longest path of linked activities from start to finish, which must be carefully managed to ensure on-time project completion.
This document discusses the importance of human aspects in project management. It outlines four key areas a project manager must handle successfully: authority, orientation, motivation, and group functioning. For each area, it provides details on how the project manager can gain authority, strengthen their managerial orientation, motivate project personnel, and build a cohesive mixed group to achieve project goals. Overall, the document emphasizes that addressing human relations through leadership, communication, and understanding people is essential for a project's successful execution.
Job analysis is the process of collecting information about the duties, skills, and requirements of a job. It provides essential information for human resource planning, recruitment, job evaluation, training and development, performance appraisal, job design, compensation, organizational design, and workplace safety. A job analysis identifies the key tasks and responsibilities of a job, the skills and qualifications required to perform the job, and how the job is performed. This information is used to develop job descriptions and job specifications.
This document provides an overview of the course content for a Project Management and Entrepreneurship Development course. The course covers topics such as project management phases and roles, project formulation, technical and financial analysis, network analysis techniques like CPM and PERT, project appraisal methods, and fundamentals of entrepreneurship. The content is copyrighted and intended for students of Jaipur National University, Jaipur, India.
The document discusses small and medium enterprises (SMEs) and entrepreneurship development. It defines SMEs and outlines their important role in national development through job creation, use of local resources, and innovation. It also discusses the definition of MSMEs in India, advantages and threats faced by SMEs, and government support agencies. Entrepreneurship is described as starting a business while taking on associated risks and responsibilities. Characteristics of successful entrepreneurs and their functions and importance in economic development are provided. Finally, the document outlines topics addressed in a business plan and feasibility planning process.
Capital budgeting is the process of analyzing projects and determining which to include in the capital budget. It involves evaluating long-term investment projects involving large capital outlays. There are various evaluation criteria used for capital budgeting including net present value (NPV), internal rate of return (IRR), payback period, discounted payback period, and profitability index. Generally, NPV is considered the best method but companies often consider multiple criteria as each provides different relevant information for decision making.
This document discusses human resource planning (HRP) at both the macro and micro levels. At the macro level, HRP focuses on aligning human resources with organizational strategy and examining policies that affect management. The micro level is driven by the macro level and develops tactics to help the organization achieve its goals by ensuring it has the right number and mix of employees. Key aspects of micro-level HRP include demand forecasting, manpower supply analysis, and manpower planning.
Project identification and Project selectionAmandaBvera
This presentation covers the topic of project identification and project selection. It sheds light on the meaning of the project, meaning of project identification, classification of projects, types of opportunities, dimensions of project identification, criteria for project selection and constraints involved in project selection. Enjoy learning!
This document discusses project scheduling techniques like the Gantt chart, critical path method (CPM), and program evaluation and review technique (PERT). It explains activity on arrow (AOA) and activity on node (AON) networks, providing examples to compare how each represents project activities and dependencies. The document then works through an example project, drawing the AON network and performing a critical path analysis to determine the project's duration. The critical path is identified as activities A through C, E, G, and H, with a completion time of 15 weeks.
This document discusses project identification and selection as the first steps in setting up an enterprise. It defines a project as a work plan to achieve a specific objective within a time period. Projects are classified by quantifiability, sector, and techno-economic characteristics. The two main steps of project selection are project identification and project selection. Project identification involves generating ideas from internal and external sources. Project selection analyzes each idea's strengths, weaknesses, opportunities, threats and selects the most promising project to convert into an enterprise.
The document discusses career management and career planning. It defines career as a person's course through life, usually involving special training and considered one's life's work. Career development is an ongoing process of gaining knowledge and skills to establish a career plan. Career management consists of career planning and succession to shape employee progression according to organizational needs and individual performance. The aims of career management are to satisfy organizational management succession needs, provide training and experience to develop employee potential, and guide employees to fulfill their potential and achieve successful careers. The process involves career dynamics, policies, assessments, planning, development, counseling and progression. Objectives of career planning include reducing turnover, increasing productivity, enhancing motivation, and achieving organizational goals by providing employee career paths.
This document provides an introduction to network analysis and the critical path method (CPM) for project management. It defines key concepts like activities, events, and the critical path. The critical path is the longest path through the network that represents the minimum time needed to complete the project. Identifying the critical path allows managers to focus on activities that could delay the overall project completion if they slip. Network analysis helps optimize resource utilization, coordinate activities, and minimize project time and costs.
Entrepreneurship Development Programme (EDP)uma reur
EDP – Introduction to Entrepreneurship Development Programme
Entrepreneurship Development Programme is primarily meant for developing those first generation entrepreneurs who on their own cannot become successful entrepreneurs. It covers three major variables- location, target group and enterprise.
Any of these can become the focus or starting point for initiating and implementing an EDP.
The document discusses rules for constructing network diagrams that represent project operations. Some key rules include: arrows represent activities and circles represent events; networks flow from left to right with activities only starting once all preceding activities are complete; each activity must start and end at a circle; event numbers increase from tail to head; networks can only have one initial and one terminal node; dummy and parallel activities are not permitted; and looping or burst events are also not allowed.
This document discusses the significance and uses of S-curves in project management. It begins by defining an S-curve as a graph that tracks project metrics like cost, hours, or deliverables against time. It then describes the different types of S-curves including target, cost, hours, baseline, and actual curves. Finally, it outlines several ways S-curves can help interpret a project's health, such as evaluating progress, forecasting cash flow, comparing outputs to plans, and determining growth or slippage from the baseline.
Research methodology - Research Report Preparation, Bibliography & Annexure i...The Stockker
Process of Report Writing, Types of Research Reports, Precautions in preparing the Research Report, Significance of Bibliography, Suggestions & Recommendations
Job analysis is the process of gathering detailed information about a job to determine its duties, skills requirements, and the type of person suitable for the role. It involves systematically investigating all aspects of a job including tasks, responsibilities, relationships to other roles, physical demands, and qualifications needed. The information collected through job analysis is then used to inform human resource planning, recruitment, selection, placement, training, performance management, and job redesign. The most common methods for collecting job analysis data include observation, interviews, questionnaires, and reviewing critical incidents on the job.
This topic is about the management of human resource in a efficient way for the betterment of an organization and how it can be used to stabilize and economically power the employee as well as the organization.
The document discusses several challenges in international human resource management (IHRM) such as managing talent, leadership development, and globalization. It outlines 8 critical HR challenges and 5 key steps that companies can take to make the best IHRM decisions. Finally, it covers various topics related to IHRM practices including international assignments, organizational structures, and personal and professional profiles.
This document provides an introduction to the Critical Path Method (CPM) project scheduling technique. It defines CPM and explains that it was developed in the 1950s to assist with scheduling complex projects. The document outlines the key steps in CPM, including constructing a network diagram of tasks, calculating early and late start/finish times, and identifying the critical path. An example is provided to demonstrate how to determine the critical path of a project using CPM. Benefits and limitations of the technique are also summarized.
This document provides information about critical path method (CPM) including:
- An introduction to CPM and examples of projects where it can be applied.
- The differences between CPM and PERT.
- Key terms and definitions used in CPM like activity times, floats, and critical path.
- An example of calculating event times, activity times, floats, and determining the critical path for a sample CPM network diagram.
The document discusses various development banks and financial institutions in India that provide assistance to different sectors. It summarizes the objectives and functions of key institutions like IDBI, ICICI, SIDBI, IFCI, IIBI, EXIM Bank, NABARD, SFCs and SIDCs. IDBI provides long term financing to industries while SIDBI focuses on small and medium enterprises. EXIM Bank finances exports and imports. NABARD works on uplifting rural India. SFCs and SIDCs cater to state-level industrial development.
Difference between Performance Management and Performance Appraisal.pptxssuser3a47921
Performance appraisal and performance management are different but related processes. Performance appraisal is an annual evaluation of an employee's past performance, while performance management is a continuous process for planning, monitoring, and evaluating employee performance and development. Performance appraisal focuses on quantitative metrics and individual performance, while performance management takes a holistic view with a focus on qualitative aspects and continuous feedback to encourage employee growth. Performance appraisal is conducted by HR and looks backward, whereas performance management involves managers and takes a forward-looking approach.
This document discusses various investment criteria used to evaluate capital budgeting projects. It covers net present value, benefit-cost ratio, internal rate of return, payback period, and accounting rate of return. Formulas are provided for calculating each method along with their pros and cons. The key steps in investment evaluation are estimating costs and benefits, assessing risk, calculating the cost of capital, and using these criteria to determine if a project is worthwhile.
11 formalities for setting up a small business enterpriseabcde123321
formalities for setting up a small business enterprise - series of health economics and entrepreneurship for pharmacy students part 11 Pharm Paul Malaba
The document discusses critical path analysis and provides examples. It begins with definitions of key terms like activity, project, network. It describes the critical path method (CPM) and program evaluation and review technique (PERT) for project planning, scheduling and control. An example project is given with activities, durations and precedence relationships. The critical path is determined by calculating the earliest and latest start/finish times and identifying the activities with no total float.
Lect-6&7: Network Diagrams, PERT and CPMMubashir Ali
This document discusses network diagrams, PERT (Project Evaluation and Review Technique), and CPM (Critical Path Method) for project scheduling. It provides the history and applications of PERT/CPM, the steps involved, and compares PERT and CPM. Key points covered include defining a project, developing activity relationships, drawing the network diagram, estimating activity times, determining the critical path, and using the network to plan and control the project. Advantages and disadvantages of PERT/CPM techniques are also presented.
Project identification and Project selectionAmandaBvera
This presentation covers the topic of project identification and project selection. It sheds light on the meaning of the project, meaning of project identification, classification of projects, types of opportunities, dimensions of project identification, criteria for project selection and constraints involved in project selection. Enjoy learning!
This document discusses project scheduling techniques like the Gantt chart, critical path method (CPM), and program evaluation and review technique (PERT). It explains activity on arrow (AOA) and activity on node (AON) networks, providing examples to compare how each represents project activities and dependencies. The document then works through an example project, drawing the AON network and performing a critical path analysis to determine the project's duration. The critical path is identified as activities A through C, E, G, and H, with a completion time of 15 weeks.
This document discusses project identification and selection as the first steps in setting up an enterprise. It defines a project as a work plan to achieve a specific objective within a time period. Projects are classified by quantifiability, sector, and techno-economic characteristics. The two main steps of project selection are project identification and project selection. Project identification involves generating ideas from internal and external sources. Project selection analyzes each idea's strengths, weaknesses, opportunities, threats and selects the most promising project to convert into an enterprise.
The document discusses career management and career planning. It defines career as a person's course through life, usually involving special training and considered one's life's work. Career development is an ongoing process of gaining knowledge and skills to establish a career plan. Career management consists of career planning and succession to shape employee progression according to organizational needs and individual performance. The aims of career management are to satisfy organizational management succession needs, provide training and experience to develop employee potential, and guide employees to fulfill their potential and achieve successful careers. The process involves career dynamics, policies, assessments, planning, development, counseling and progression. Objectives of career planning include reducing turnover, increasing productivity, enhancing motivation, and achieving organizational goals by providing employee career paths.
This document provides an introduction to network analysis and the critical path method (CPM) for project management. It defines key concepts like activities, events, and the critical path. The critical path is the longest path through the network that represents the minimum time needed to complete the project. Identifying the critical path allows managers to focus on activities that could delay the overall project completion if they slip. Network analysis helps optimize resource utilization, coordinate activities, and minimize project time and costs.
Entrepreneurship Development Programme (EDP)uma reur
EDP – Introduction to Entrepreneurship Development Programme
Entrepreneurship Development Programme is primarily meant for developing those first generation entrepreneurs who on their own cannot become successful entrepreneurs. It covers three major variables- location, target group and enterprise.
Any of these can become the focus or starting point for initiating and implementing an EDP.
The document discusses rules for constructing network diagrams that represent project operations. Some key rules include: arrows represent activities and circles represent events; networks flow from left to right with activities only starting once all preceding activities are complete; each activity must start and end at a circle; event numbers increase from tail to head; networks can only have one initial and one terminal node; dummy and parallel activities are not permitted; and looping or burst events are also not allowed.
This document discusses the significance and uses of S-curves in project management. It begins by defining an S-curve as a graph that tracks project metrics like cost, hours, or deliverables against time. It then describes the different types of S-curves including target, cost, hours, baseline, and actual curves. Finally, it outlines several ways S-curves can help interpret a project's health, such as evaluating progress, forecasting cash flow, comparing outputs to plans, and determining growth or slippage from the baseline.
Research methodology - Research Report Preparation, Bibliography & Annexure i...The Stockker
Process of Report Writing, Types of Research Reports, Precautions in preparing the Research Report, Significance of Bibliography, Suggestions & Recommendations
Job analysis is the process of gathering detailed information about a job to determine its duties, skills requirements, and the type of person suitable for the role. It involves systematically investigating all aspects of a job including tasks, responsibilities, relationships to other roles, physical demands, and qualifications needed. The information collected through job analysis is then used to inform human resource planning, recruitment, selection, placement, training, performance management, and job redesign. The most common methods for collecting job analysis data include observation, interviews, questionnaires, and reviewing critical incidents on the job.
This topic is about the management of human resource in a efficient way for the betterment of an organization and how it can be used to stabilize and economically power the employee as well as the organization.
The document discusses several challenges in international human resource management (IHRM) such as managing talent, leadership development, and globalization. It outlines 8 critical HR challenges and 5 key steps that companies can take to make the best IHRM decisions. Finally, it covers various topics related to IHRM practices including international assignments, organizational structures, and personal and professional profiles.
This document provides an introduction to the Critical Path Method (CPM) project scheduling technique. It defines CPM and explains that it was developed in the 1950s to assist with scheduling complex projects. The document outlines the key steps in CPM, including constructing a network diagram of tasks, calculating early and late start/finish times, and identifying the critical path. An example is provided to demonstrate how to determine the critical path of a project using CPM. Benefits and limitations of the technique are also summarized.
This document provides information about critical path method (CPM) including:
- An introduction to CPM and examples of projects where it can be applied.
- The differences between CPM and PERT.
- Key terms and definitions used in CPM like activity times, floats, and critical path.
- An example of calculating event times, activity times, floats, and determining the critical path for a sample CPM network diagram.
The document discusses various development banks and financial institutions in India that provide assistance to different sectors. It summarizes the objectives and functions of key institutions like IDBI, ICICI, SIDBI, IFCI, IIBI, EXIM Bank, NABARD, SFCs and SIDCs. IDBI provides long term financing to industries while SIDBI focuses on small and medium enterprises. EXIM Bank finances exports and imports. NABARD works on uplifting rural India. SFCs and SIDCs cater to state-level industrial development.
Difference between Performance Management and Performance Appraisal.pptxssuser3a47921
Performance appraisal and performance management are different but related processes. Performance appraisal is an annual evaluation of an employee's past performance, while performance management is a continuous process for planning, monitoring, and evaluating employee performance and development. Performance appraisal focuses on quantitative metrics and individual performance, while performance management takes a holistic view with a focus on qualitative aspects and continuous feedback to encourage employee growth. Performance appraisal is conducted by HR and looks backward, whereas performance management involves managers and takes a forward-looking approach.
This document discusses various investment criteria used to evaluate capital budgeting projects. It covers net present value, benefit-cost ratio, internal rate of return, payback period, and accounting rate of return. Formulas are provided for calculating each method along with their pros and cons. The key steps in investment evaluation are estimating costs and benefits, assessing risk, calculating the cost of capital, and using these criteria to determine if a project is worthwhile.
11 formalities for setting up a small business enterpriseabcde123321
formalities for setting up a small business enterprise - series of health economics and entrepreneurship for pharmacy students part 11 Pharm Paul Malaba
The document discusses critical path analysis and provides examples. It begins with definitions of key terms like activity, project, network. It describes the critical path method (CPM) and program evaluation and review technique (PERT) for project planning, scheduling and control. An example project is given with activities, durations and precedence relationships. The critical path is determined by calculating the earliest and latest start/finish times and identifying the activities with no total float.
Lect-6&7: Network Diagrams, PERT and CPMMubashir Ali
This document discusses network diagrams, PERT (Project Evaluation and Review Technique), and CPM (Critical Path Method) for project scheduling. It provides the history and applications of PERT/CPM, the steps involved, and compares PERT and CPM. Key points covered include defining a project, developing activity relationships, drawing the network diagram, estimating activity times, determining the critical path, and using the network to plan and control the project. Advantages and disadvantages of PERT/CPM techniques are also presented.
CTM - 04 - Development of Network - Copy.pptxRaoAnkitYadav1
The document discusses the development of networks for project planning. It describes the key steps as:
1) Breaking down the project into activities through examining the objectives and identifying difficulties, assistance needed, and safeguards.
2) Sequencing and grouping related activities.
3) Locating the events on paper to show initial relationships between activities.
4) Drawing the network by connecting related activities with arrows.
5) Checking the network for accuracy and making revisions if needed.
This document discusses project networks and their use in planning and managing projects. It defines key terms like activities, events, and networks. It explains different network techniques like CPM and PERT and how they use nodes and arrows to represent relationships between tasks. The document provides examples of simple networks and discusses how network analysis can determine project schedules, critical paths, and answer other planning questions.
This document provides an overview of network models and summarizes key concepts related to PERT and CPM techniques. Some key points:
- Network models consist of nodes and connecting lines that can be used to model a variety of problems. PERT and CPM are two widely used network techniques.
- PERT was developed for project planning under uncertainty. CPM focuses on tradeoffs between time and cost. Both use the same calculations but differ in time estimation approaches.
- Critical paths identify the minimum time needed to complete a project. Activities on the critical path must be carefully managed to avoid delays. Non-critical activities have slack time and can be delayed without impacting the project completion date.
This document discusses Critical Path Method (CPM) network analysis and problems. It provides an introduction to CPM, describing how it was developed and the key differences between CPM and PERT. The document then presents benefits and applications of CPM, limitations, basic steps, how to represent a network diagram, and defines key terms. It concludes with an example problem demonstrating how to identify the critical path through a network.
Here are the steps to solve this PERT problem:
1. Identify the activities: A, B, C, D, E
2. Estimate the three times for each activity:
A: Optimistic = 10 days, Most Likely = 22 days, Pessimistic = 22 days
B: Optimistic = 20 days, Most Likely = 20 days, Pessimistic = 20 days
C: Optimistic = 4 days, Most Likely = 10 days, Pessimistic = 16 days
D: Optimistic = 2 days, Most Likely = 14 days, Pessimistic = 32 days (predecessor is A)
E: Optimistic = 8 days, Most
Here are the steps to solve this PERT problem:
1. Identify the activities: A, B, C, D, E
2. Estimate the three times for each activity:
A: Optimistic = 10 days, Most Likely = 22 days, Pessimistic = 22 days
B: Optimistic = 20 days, Most Likely = 20 days, Pessimistic = 20 days
C: Optimistic = 4 days, Most Likely = 10 days, Pessimistic = 16 days
D: Optimistic = 2 days, Most Likely = 14 days, Pessimistic = 32 days (predecessor is A)
E: Optimistic = 8 days, Most
1) The document discusses project management tools including network analysis techniques like CPM and PERT.
2) CPM and PERT are used to plan and schedule complex projects using network diagrams that show the logical sequence and relationships of tasks.
3) PERT uses three time estimates for each activity - optimistic, most likely, and pessimistic - to calculate the expected duration using probability.
Overview1) Overview – The continued discussion of project implem.docxalfred4lewis58146
Overview
1) Overview – The continued discussion of project implementation by covering various scheduling techniques.
2) Background – Per the text, “A schedule is the conversion of a project action plan into an operating timetable.” A schedule is important because each project is unique in its own way. The basic process is to identify all tasks and sequential relationships between them, that is, which tasks must precede or succeed others. There are a number of benefits to the creation and use of these networks. Some of them are as follows:
a) It is a consistent framework for planning, scheduling, and controlling the project.
b) It can be used to determine a start and end date for every project task.
c) It identifies so-called critical activities that, if delayed will delay the project completion.
3) Network Techniques: PERT (ADM) and CPM (PDM) – PERT and CPM are the most commonly used approaches to project scheduling. Both were introduced in the 1950s. PERT has been primarily associated with R&D projects, while CPM with construction projects. Today PERT is not used much since project management software generates CPM style networks. The primary difference between them is that PERT uses probabilistic techniques to determine task durations, while CPM relies on a single duration estimate for each task. Both techniques identify the critical path (tasks that cannot be delayed without delaying the project) and associated float or slack in the schedule. In 2005 the Project Management Institute (PMI) deemed it necessary to change the names of these techniques. According to PMI, PERT is called ADM/PERT (Arrow Diagram Method) and CPM is PDM/CPM (Precedence Diagramming Method).
a) Terminology – Following are the key terms associated with the development and use of networks:
i) Activity – A specific task or set of tasks that have a start and end, and consume resources.
ii) Event – The result of completing one or more activities. Events don’t use resources.
iii) Network – The arrangement of all activities and events in their logical sequence represented by arcs and nodes.
iv) Path – The series of connected activities between any two events in a network.
v) Critical – Activities, events or paths which, if delayed, will delay the completion of the project.
To construct a network the predecessors and successors of each activity must be identified. Activities that start the network will have no predecessor. Activities that end the network will have no successor. Regardless of the technique used, it is a good practice to link the activities with no other predecessor to a START milestone. Those without any successor should be linked to an END milestone. PDM/CPM networks identify the activities as nodes in the network, called the Activity on Node (AON) network. The arrows in between the nodes depict the predecessor/successor relationships among the activities. The ADM/PERT method, on the other hand, uses Activity on Arrow (AOA) networks. Here the nodes represent .
Overview1) Overview – The continued discussion of .docxalfred4lewis58146
Overview
1)
Overview – The continued discussion of project implementation by covering various scheduling techniques.
2) Background – Per the text, “A schedule is the conversion of a project action plan into an operating timetable.” A schedule is important because each project is unique in its own way. The basic process is to identify all tasks and sequential relationships between them, that is, which tasks must precede or succeed others. There are a number of benefits to the creation and use of these networks. Some of them are as follows:
a) It is a consistent framework for planning, scheduling, and controlling the project.
b) It can be used to determine a start and end date for every project task.
c) It identifies so-called critical activities that, if delayed will delay the project completion.
3) Network Techniques: PERT (ADM) and CPM (PDM) – PERT and CPM are the most commonly used approaches to project scheduling. Both were introduced in the 1950s. PERT has been primarily associated with R&D projects, while CPM with construction projects. Today PERT is not used much since project management software generates CPM style networks. The primary difference between them is that PERT uses probabilistic techniques to determine task durations, while CPM relies on a single duration estimate for each task. Both techniques identify the critical path (tasks that cannot be delayed without delaying the project) and associated float or slack in the schedule. In 2005 the Project Management Institute (PMI) deemed it necessary to change the names of these techniques. According to PMI, PERT is called ADM/PERT (Arrow Diagram Method) and CPM is PDM/CPM (Precedence Diagramming Method).
a) Terminology – Following are the key terms associated with the development and use of networks:
i) Activity – A specific task or set of tasks that have a start and end, and consume resources.
ii) Event – The result of completing one or more activities. Events don’t use resources.
iii) Network – The arrangement of all activities and events in their logical sequence represented by arcs and nodes.
iv) Path – The series of connected activities between any two events in a network.
v) Critical – Activities, events or paths which, if delayed, will delay the completion of the project.
To construct a network the predecessors and successors of each activity must be identified. Activities that start the network will have no predecessor. Activities that end the network will have no successor. Regardless of the technique used, it is a good practice to link the activities with no other predecessor to a START milestone. Those without any successor should be linked to an END milestone. PDM/CPM networks identify the activities as nodes in the network, called the Activity on Node (AON) network. The arrows in between the nodes depict the predecessor/successor relationships among the activities. The ADM/PERT method, on the other hand, uses Activity on Arrow (AOA) networks. Her.
The document discusses project management and the PERT (Program Evaluation and Review Technique). It defines project management as initiating, planning, executing, controlling, and closing work to achieve goals on time. PERT is a statistical technique to analyze uncertain project activities using three time estimates and probabilistic modeling. It describes drawing network diagrams with events and activities, numbering events, and calculating four types of times in PERT: optimistic, pessimistic, most likely, and expected.
4 a. Project management - network analysisDr.R. SELVAM
A project is defined as a temporary endeavor undertaken to create a unique product or service. Network analysis techniques like Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) use graphical networks to plan and schedule project activities by identifying their logical sequence and dependencies. A network diagram depicts activities as arrows connected by nodes to illustrate the precedence relationships between tasks.
This document discusses network analysis techniques like the Critical Path Method (CPM) and Programme Evaluation and Review Technique (PERT) used for planning and controlling complex projects. It defines key terms like activities, nodes, and rules for constructing networks. These include representing activities with arrows, requiring all preceding activities to finish before a new one begins, and prohibiting loops. The document provides examples of network symbols and diagrams, including dummy activities used when parallel paths share start/end events. It describes the critical path method as identifying the longest path of activities to determine the project's completion time and critical activities.
The document discusses project management techniques including PERT and CPM. It explains that PERT and CPM are used to plan, schedule, and coordinate large projects by graphically displaying project activities, estimating project duration, identifying critical activities, and determining float. The framework involves defining activities and relationships, drawing network diagrams, estimating activity times, computing the critical path, and using the network to plan and control the project. Key terms and how to draw network diagrams are also covered.
Introduction
CPM/PERT or Network Analysis as the technique is sometimes called, developed along two parallel streams, one industrial and the other military.
CPM (Critical Path Method) was the discovery of M.R.Walker of E.I.Du Pont de Nemours & Co. and J.E.Kelly of Remington Rand, circa 1957. The computation was designed for the UNIVAC-I computer. The first test was made in 1958, when CPM was applied to the construction of a new chemical plant. In March 1959, the method was applied to maintenance shut-down at the Du Pont works in Louisville, Kentucky. Unproductive time was reduced from 125 to 93 hours.
PERT (Project Evaluation and Review Technique) was devised in 1958 for the POLARIS missile program by the Program Evaluation Branch of the Special Projects office of the U.S.Navy, helped by the Lockheed Missile Systems division and the Consultant firm of Booz-Allen & Hamilton. The calculations were so arranged so that they could be carried out on the IBM Naval Ordinance Research Computer (NORC) at Dahlgren, Virginia.
Yagmur Bostanci47 Hackensack Street, East Rutherford, NJ929-22.docxjeffevans62972
Yagmur Bostanci
47 Hackensack Street, East Rutherford, NJ
929-229-8834
[email protected]
EDUCATON
BERKELEY COLLEGE
YORK, UNITED STATES
· Bachelor of Business Management
· Cumulative GPA 3.00
PROFESSIONAL EXPERIENCE
Lincoln House Outreach
303 W 66th St, New York, NY
Nurse
July 2014 – September 2014
· Responsible for the old women in Lincoln House Outreach
· Managing all the payments and organizing listing
· Balancing firm objectives and old women satisfaction
CANDLEWYCK DINNER
East Rutherford, New Jersey, United States
Waitress
· Food delivery
· Fulfill costumer’s wants
· Accounting (Cash, Credit Card, and tax for prices of the food)
TECHNICAL SKILLS
· Phone Settings
· Microsoft Office (Excel, Word, Power point)
· Adobe Photoshop
Overview
1) Overview – The continued discussion of project implementation by covering various scheduling techniques.
2) Background – Per the text, “A schedule is the conversion of a project action plan into an operating timetable.” A schedule is important because each project is unique in its own way. The basic process is to identify all tasks and sequential relationships between them, that is, which tasks must precede or succeed others. There are a number of benefits to the creation and use of these networks. Some of them are as follows:
a) It is a consistent framework for planning, scheduling, and controlling the project.
b) It can be used to determine a start and end date for every project task.
c) It identifies so-called critical activities that, if delayed will delay the project completion.
3) Network Techniques: PERT (ADM) and CPM (PDM) – PERT and CPM are the most commonly used approaches to project scheduling. Both were introduced in the 1950s. PERT has been primarily associated with R&D projects, while CPM with construction projects. Today PERT is not used much since project management software generates CPM style networks. The primary difference between them is that PERT uses probabilistic techniques to determine task durations, while CPM relies on a single duration estimate for each task. Both techniques identify the critical path (tasks that cannot be delayed without delaying the project) and associated float or slack in the schedule. In 2005 the Project Management Institute (PMI) deemed it necessary to change the names of these techniques. According to PMI, PERT is called ADM/PERT (Arrow Diagram Method) and CPM is PDM/CPM (Precedence Diagramming Method).
a) Terminology – Following are the key terms associated with the development and use of networks:
i) Activity – A specific task or set of tasks that have a start and end, and consume resources.
ii) Event – The result of completing one or more activities. Events don’t use resources.
iii) Network – The arrangement of all activities and events in their logical sequence represented by arcs and nodes.
iv) Path – The series of connected activities between any two events in a network.
v) Critical – Activities, events or paths which, if delayed, w.
The document provides an overview of critical path method (CPM) and network analysis for project management. CPM is a technique that separates project planning and scheduling to identify the critical path of activities that determine the shortest project duration. It involves specifying activities, determining dependencies, estimating times, and identifying the critical path. Network analysis uses activity-on-arrow diagrams to plan and monitor project progress. Key terms include activities, events, paths, concurrent activities, and dummy activities. CPM and network analysis help optimize schedules, allocate resources, and minimize project time and costs.
Network analysis is an important project management tool. It helps with planning, scheduling, and controlling projects through representing activities as a project network. It identifies the interrelationships between activities and helps minimize time, costs, and idle resources while avoiding delays. PERT and CPM are two common network analysis techniques. PERT is useful for complex projects with uncertain activity times, while CPM focuses on cost optimization for projects with known activity times. Both aim to identify the critical path that determines the minimum project duration.
This document discusses project management techniques PERT and CPM. It begins by outlining the basic steps of PERT/CPM, which include planning, scheduling, allocating resources, and controlling projects. It then discusses network diagrams and how they are used to represent projects, define activities and their relationships. The document provides examples of network diagrams and common errors in drawing them. It also discusses critical paths and how crashing can be used to reduce project duration at additional cost. The framework for PERT and CPM involves 6 steps including defining activities, relationships, and time/cost estimates.
This document contains exercises and solutions for line integrals from a chapter on the topic. It includes 6 exercises evaluating line integrals over various curves defined parametrically or through equations. It also contains exercises using Green's Theorem and evaluating line integrals for conservative vector fields. The solutions provide the parametrizations needed to set up and evaluate the line integrals.
This document provides an example of using the simplex method to solve a linear programming minimization problem. The problem involves determining the optimal amounts of two tonics (X and Y) a patient should purchase to minimize cost while meeting daily vitamin requirements. The solution involves setting up the problem as a system of inequalities, introducing surplus and artificial variables, and performing two iterations of the simplex method to arrive at the optimal solution.
- The document discusses the comparison between graphical and simplex methods for solving linear programming problems involving maximization.
- It explains that the graphical method is used for problems with two decision variables, while the simplex method can handle any number of decision variables.
- The simplex method converts inequalities into equations by introducing slack or surplus variables, while the graphical method assumes inequalities are equations.
- An example problem is presented and the first two iterations of the simplex method are shown to solve the problem and maximize profit.
This document provides an overview of linear programming and the graphical method for solving two-variable linear programming problems. It defines linear programming as involving maximizing or minimizing a linear objective function subject to linear constraints. The graphical method is described as using a graph in the first quadrant to find the feasible region defined by the constraints and then determine the optimal solution by evaluating the objective function at the boundary points. An example problem is presented to demonstrate finding the feasible region and optimal solution graphically. Special cases like alternative optima and infeasible/unbounded problems are also mentioned.
In this lecture, we will discuss:
Functions of one variable
Functions of SeveraL VariabLes
Limits for Functions of Two Variables
Partial Derivatives of a Function of Two Variables
This document contains solutions to exercises involving double integration using Cartesian and polar coordinates. It includes 8 exercises with solutions involving double integrals over various regions in 2D planes. The solutions calculate the double integrals using different orders and techniques of integration, including changing to polar coordinates.
This document contains 7 exercises involving calculating integrals using techniques like integration by parts, trigonometric substitutions, and partial fraction decomposition. It also contains solutions to each exercise that demonstrate the step-by-step working to evaluate the integrals. The document is from a university course on simple integration and contains examples commonly used to teach integration techniques.
This document outlines a lecture on anti-derivatives given by Dr. Kamel ATTAR. The lecture covers various topics related to anti-derivatives including definitions, indefinite integrals, integration by substitution, integration by parts, and examples of evaluating definite and indefinite integrals of various functions. Dr. ATTAR provides examples and exercises for students to practice evaluating integrals using the techniques covered in the lecture.
The transportation problem represents a particular type of linear programming problem used for allocating resources in an optimal way; it is a highly useful tool for managers and supply chain engineers for optimizing costs.
For clearly understand you can watch this video on my youtube channel
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Why we use sensitivity analysis? and why we use it?
For clearly understand you can watch this video on my youtube channel
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1. Faculty of Economics and Business Administration
Lebanese University
Chapter 5: Network analysis
Constructing a network
Dr. Kamel ATTAR
attar.kamel@gmail.com
F 2020 - 2021 F
2. 1
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
1 Introduction and definitions
Activity and Project
Project Management Process
Network
2 Situations in network diagram
Concurrent activities
Predecessors and Successors Activities
Dummy Activity
3 Errors to be Avoided in constructing a network
4 Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
3. 2
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Activity and Project
Project Management Process
Network
H Introduction and definitions H
Definition (Activity)
An activity represents an action and consumption of resources (men, machines,
materials, money, time and energy) required to complete a portion of a project.
Definition (Project)
A project is defined as a combination of interrelated activities which must be executed in
a certain order for its completion. We can say a project is defined by a set of activities.
• The projects may be extremely large and complex such as construction of a housing, a
highway, a shopping complex, maintenance, fabrication, purchasing, computer system
instantiation, research and development planning etc.
• It is required that managers must have a dynamic planning, scheduling and controlling
system with use of limited resources to produce the best possible results and also to react
immediately to the changing conditions and make necessary changes in the plan and
schedule.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
4. 3
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Activity and Project
Project Management Process
Network
Definition (Project Management Process)
Network analysis is the general name given to certain specific techniques which can be used for
the planning, management and control of projects.
• Planning: planning involves setting the objectives of the project. Identifying various activities
to be performed and determining the requirement of resources.
• Scheduling: based on the time estimates, the start and finish times for each activity are
worked out by applying forward and backward pass techniques, critical path is identified,
along with the slack and float for the non-critical paths.
• Controlling: controlling refers to analyzing and evaluating the actual progress against the
plan. Reallocation of resources, crashing and review of projects with periodical reports are
carried out.
Network is a technique used for planning and scheduling of these large projects. There is multitude
of operations research situations that can be modeled and solved as network. Some recent
surveys reports that as much as 70% of the real-world mathematical programming problems can
be represented by network related models.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
5. 4
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Activity and Project
Project Management Process
Network
Definition (Network)
It is a graphical representation of logical and sequentially connected activities and events of a
project. Network is also called arrow diagram.
Network analysis is known by many names
• PERT (Program Evaluation and Review Technique) developed during 1950’s. the technique
was developed and used in conjunction with the planning and designing of the Polaris missile
project.
• CPM (Critical Path Method), which was developed by DuPont company and applied first to
the construction projects in the chemical industry.
• PEP (Program Evaluation Procedure),
• LCES (Least Cost Estimating and Scheduling),
• SCANS (Scheduling and Control by Automated Network System), etc
We will present the two most widely applied algorithms PERT and CPM. These techniques are
used in project management to help the manager answer questions like:
• When will the project be finished?
• When is each individual part of the project scheduled start and finish?
• Which activities must be finished on time to avoid making the entire project late?
• Is it possible to shift resources to critical parts from other numerical parts without affecting the
overall completion time?
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
6. 5
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Concurrent activities
Predecessors and Successors Activities
Dummy Activity
H Situations in network diagram H
Each activity is represented by an arrow. An event (or node) will always occur at the beginning and
end of an activity. The event has no resources and is represented by a circle. The ith event and jth
event are the tail event and head event respectively.
Activities are usually classified into four categories:
• Concurrent activities: activities operate or occur at the same time
• Predecessors activities: activities that must be completed before the activity can start.
• Successors activities: activities can start when the activity complete.
• Dummy activities: it indicates only precedence relationships and does not require any time
of effort.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
7. 6
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Concurrent activities
Predecessors and Successors Activities
Dummy Activity
Concurrent activities:
One or more activities can start and end simultaneously at an event
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
8. 7
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Concurrent activities
Predecessors and Successors Activities
Dummy Activity
Predecessors and Successors Activities:
Activities performed before given events are known as Predecessors activities
Activities performed after given events are known as Successors activities
• A must finish before either B or C can start.
• Both D and E must finish before F can start.
• Both A and B must finish before either of C or D can start.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
9. 8
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Concurrent activities
Predecessors and Successors Activities
Dummy Activity
Dummy Activity: An imaginary activity which does not consume any resource
and time is called a dummy activity. Dummy activities are simply used to
represent a connection between events in order to maintain a logic in the
network. It is represented by a dotted line in a network.
• Both A must finish before either B or C can start.
• C must finish before D can start.
• C and B must finish before F can start.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
10. 9
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
H Errors to be Avoided in constructing a network H
• Two activities starting from a tail event must not have a
same en event. To ensure this, it is absolutely necessary
to introduce a dummy activity, as shown in the figure
• Looping error should not be formed in a network, as it represents
performance of activities repeatedly in a cyclic manner, as show in the
figure.
• In a network, there should be only one start event and one
ending event.
The direction of arrows should flow from left to right avoiding mix-
ing of direction.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
11. 10
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
H Rules in constructing a network H
• No single activity can be represented more than once in a network.
• The length of an arrow has no significance.
• The event numbered 1 is the start event and an event with highest number
is the end event. Before an activity can be undertaken, all activities
preceding it must be completed. That is, the activities must follow a logical
sequence (or-interrelationship) between activities.
• In assigning numbers to events, there should not be any duplication of
event numbers in a network.
• Dummy activities must be used only if it is necessary to reduce the
complexity of a network.
• A network should have only one start event and one end event.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
12. 11
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Example (À)
Draw a network for a house construction project. The sequence of activities
with their predecessors are given in Table, below.
Name of Starting and Description of activity Predecessor Time duration
the activity finishing event (days)
A 1 → 2 Prepare the house plan – 4
B 2 → 3 Construct the house A 58
C 3 → 4 Fix the door/windows B 2
D 3 → 5 Wiring the house B 2
E 4 → 6 Paint the house C 1
F 5 → 6 Polish the doors/windows D 1
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
13. 12
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Name of Starting and Description of activity Predecessor Time duration
the activity finishing event (days)
A 1 → 2 Prepare the house plan – 4
B 2 → 3 Construct the house A 58
C 3 → 4 Fix the door/windows B 2
D 3 → 5 Wiring the house B 2
E 4 → 6 Paint the house C 1
F 5 → 6 Polish the doors/windows D 1
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
14. 12
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Name of Starting and Description of activity Predecessor Time duration
the activity finishing event (days)
A 1 → 2 Prepare the house plan – 4
B 2 → 3 Construct the house A 58
C 3 → 4 Fix the door/windows B 2
D 3 → 5 Wiring the house B 2
E 4 → 6 Paint the house C 1
F 5 → 6 Polish the doors/windows D 1
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
15. 12
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Name of Starting and Description of activity Predecessor Time duration
the activity finishing event (days)
A 1 → 2 Prepare the house plan – 4
B 2 → 3 Construct the house A 58
C 3 → 4 Fix the door/windows B 2
D 3 → 5 Wiring the house B 2
E 4 → 6 Paint the house C 1
F 5 → 6 Polish the doors/windows D 1
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
16. 12
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Name of Starting and Description of activity Predecessor Time duration
the activity finishing event (days)
A 1 → 2 Prepare the house plan – 4
B 2 → 3 Construct the house A 58
C 3 → 4 Fix the door/windows B 2
D 3 → 5 Wiring the house B 2
E 4 → 6 Paint the house C 1
F 5 → 6 Polish the doors/windows D 1
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
17. 12
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Name of Starting and Description of activity Predecessor Time duration
the activity finishing event (days)
A 1 → 2 Prepare the house plan – 4
B 2 → 3 Construct the house A 58
C 3 → 4 Fix the door/windows B 2
D 3 → 5 Wiring the house B 2
E 4 → 6 Paint the house C 1
F 5 → 6 Polish the doors/windows D 1
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
18. 12
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
The network diagram in Figure shows the procedure relationship between the activities.
• Activity A (Preparation of house plan), has a start event 1 as well as an ending event 2.
• Activity B (Construction of house), begins at event 2 and end at event 3.
The activity B cannot start until activity A has been completed.
• Activities C and D cannot begin until activity B has been completed, but they can be
performed simultaneously.
• Similarly, activities E and F can start only after completion of activities C and D respectively.
• Both activities E and F finish at the end of event 6.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
19. 13
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Example (Á)
Draw a network for a house construction project. The sequence of activities
with their predecessors are given in Table, below.
Activity Description of activity Predecessor
A Purchase of land –
B Preparation of building plan –
C Level or clean the land A
D Register and get approval A,B
E Construct the building C
F Paint the building D
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
20. 14
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
The activities C and D have a common prodecessor A. The network representation shown in
Figure violates the rule that no two activities can begin and end at the same events. It appears as if
activity B is a predecessor of activity C, which is no the case.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
21. 14
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
The activities C and D have a common prodecessor A. The network representation shown in
Figure violates the rule that no two activities can begin and end at the same events. It appears as if
activity B is a predecessor of activity C, which is no the case.
To construct the network in a logical order, it
is necessary to introduce a dummy activity as
shown in Figure.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
22. 15
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Example (Â)
Construct a network for a project whose activities and their predecessor
relationship are given in Table, below.
Activity A B C D E F G H I J K
Predecessor - - - A B B C D E H, I F, G
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
23. 16
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K
Predecessor - - - A B B C D E H, I F, G
The network diagram for the given problem is shown in Figure with activities A, B and C starting simultaneously.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
24. 16
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K
Predecessor - - - A B B C D E H, I F, G
The network diagram for the given problem is shown in Figure with activities A, B and C starting simultaneously.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
25. 16
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K
Predecessor - - - A B B C D E H, I F, G
The network diagram for the given problem is shown in Figure with activities A, B and C starting simultaneously.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
26. 16
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K
Predecessor - - - A B B C D E H, I F, G
The network diagram for the given problem is shown in Figure with activities A, B and C starting simultaneously.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
27. 16
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K
Predecessor - - - A B B C D E H, I F, G
The network diagram for the given problem is shown in Figure with activities A, B and C starting simultaneously.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
28. 16
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K
Predecessor - - - A B B C D E H, I F, G
The network diagram for the given problem is shown in Figure with activities A, B and C starting simultaneously.
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
29. 17
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Example (Ã)
Draw a network diagram for a project given in Table, below.
Activity A B C D E F G H I J K L
Predecessor - A B A D C E D D H H F, H G, J
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
30. 18
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K L
Predecessor - A B A D C E D D H H F, H G, J
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
31. 18
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K L
Predecessor - A B A D C E D D H H F, H G, J
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
32. 18
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K L
Predecessor - A B A D C E D D H H F, H G, J
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
33. 18
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K L
Predecessor - A B A D C E D D H H F, H G, J
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
34. 18
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K L
Predecessor - A B A D C E D D H H F, H G, J
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
35. 18
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K L
Predecessor - A B A D C E D D H H F, H G, J
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network
36. 18
Introduction and definitions
Situations in network diagram
Errors to be Avoided in constructing a network
Rules in constructing a network
Example 1
Example 2
Example 3
Example 4
Solution
Activity A B C D E F G H I J K L
Predecessor - A B A D C E D D H H F, H G, J
Dr. Kamel ATTAR | Chapter 5: Network analysis | Constructing a network