Project Planing
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Project Planning and Report
Project Planning and Report
Task 1: Case 1
Network Diagram
Determination of Total Float and Activity Timing
Project
Activity time
Early Start
Early Finish
Late Start
Late Finish
Slack
50
A
4
0
4
0
4
0
B
3
4
7
4
7
0
C
7
7
14
7
14
0
D
2
7
9
12
14
5
E
5
7
12
9
14
2
F
3
14
17
14
17
0
G
9
17
26
17
26
0
H
3
17
20
23
26
6
I
2
17
19
24
26
7
J
3
17
20
23
26
6
K
3
26
29
26
29
0
L
5
29
34
29
34
0
M
3
34
37
34
37
0
N
3
37
40
37
40
0
O
5
40
45
40
45
0
P
2
40
42
43
45
3
Q
2
45
47
45
47
0
R
3
47
50
47
50
0
The diagram presented above is the Vobien's network diagram. Logical relationship among all the activities can be understood clearly through this diagram. If the total float is positive, it represents the maximum amount of time that can delay the activities of a particular route without jeopardizing the project as required completion time. Moreover, if the total float is negative, it represents the amount of time it must expedite the activities of a particular route in order to complete the project in its required completion time. If the total float is zero, there is no need to hurry the activities on the route, but neither may be delayed. The total float for a particular route activities common to other tasks and is shared among them on that route. This gap is calculated by subtracting the later completion time (or start) your activity completion time (or boot) earlier.
Total slack = LF - EF or total float = LS - ES
Free float is the amount of time it can take a particular activity, without delaying the earliest start time of its immediate successor activities. Is the relative difference between the amounts of total slack for activities falling under the same activity. The free float is calculated by finding the lowest total float for all activities fall within a particular activity and then subtracted from the total float values ??of the other activities that are also within the same activity. The free float is a relative difference between total float values, always a positive value. From above table it is clear that the there are some activites in which there is free float and is marked with red colour.
Determination of Critical Path and Duration of the Project
The method of the critical path or critical path also known by its acronym CPM (Critical Path Method), was developed in 1957 in the United States of America, by a research centre of operations for companies Dupont and Remington Rand, seeking control and optimizing costs through proper planning and scheduling components of the project activities. In administration and management of project, terminal element's sequence is a critical path of the project of network with longer duration including determining the shortest time in which it is possible for project completion. Project's duration is determined by critical path's length.
A related concept is an essential chain, which adds resource dependencies. Each resource handler depends upon where the critical path is present. Unlike technical review and program evaluation (PERT), the critical path method uses certain times (real or deterministic). However, the development of a project based on CPM and PERT networks are similar and consist of:
Identify all activities involving the project, which means, determine precedence relationships, technical times for each of the activities.
Building a network based on nodes and activities (or arcs, as the method used), involving the project.
Analyze specific calculations, identifying the critical path and the clearances of the activities that make up ...