1. Project Management Basic Concepts

2. What is a Project? A Project is a series of activities and tasks that:
Have a specific tasks and activities to be completed with certain objectives.
Have a defined start and end dates
Have funding limits (if applicable)
Consume Resources

3. Typical Project Structure
Definition
Project
Monitoring
Project
Planning
Project
Implementation
Project
Evaluation
Project
Adjustment

4. Project Life Cycle Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Resources and Effort
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
Conceptual
Design
Advanced
Development
Detailed
Design
Project
Implementation
Project
Termination
Goals
Scope
Baseline
Requirements
Feasibility
Desirability
Plan
Budget
Schedule
Management
Commitment
Define
Responsibility
Team
Organization
Structure
Detailed Plan
Kickoff
Manage
Measure
Control
Update and
Modify Plan
Problem Solve
Closeout
Document
Suggest
Improvements
Reassign
Dissolve Project
Team

5. Successful Projects
A successful project is one which achieves the following objectives:
Completed On Time
Completed Within Cost
Meets Performance Criteria
Minimum Disruption of the Main Work of the Organization
Effective Utilization of Available Resources

6. The Triple Play of Project Management
Constraints
Time
Cost
Performance

7. Triple Constraint Trade-offs$
Budget
Better
Performance
Specifications
Worse
Early
Schedule
Late
TIME

8. Major causes of failure
Selection of a unsound project
Selecting the wrong person as a project manager
Lack of support from upper management
Misused management techniques
Project termination not planned

9. Build Canoe Rental Building on
Project Definition
Build Canoe Rental Building on
Coeur d A’lene Lake

10. Form Project Team Select Project Leader Identify Key People (TEAM)
Gain Management Commitment / Support
Empowerment.
Involvement
Define Project Team Operating Rules

11. Project Manager At this point:
1. Introduce yourself - your students are likely to want to know something about your qualifications and interests - overall, where you are coming from.
2. Have students introduce themselves. Ask why they are taking this class. If you are fortunate enough to have a Polaroid camera, take pictures of each student for later posting on a class “board” so both they and you get to know each other.
3. Discuss both choice of textbook and development of syllabus.
4. If you are expecting students to work in teams, at east introduce the choice of team members. If at all possible, have students participate in a team building or team study exercise. It works wonders. Most student have been told to work in teams in prior classes, but have never examined exactly what a team is and how it works. One hour spent in a team building/examination exercise saves many hours and avoids many problems later on.

12. Project Manager Skills
Scheduling and time mgt. skills
Technical skills ( scope of project )
Leadership skills ( goals, performance measures)
Resource mgt., human relationship skills.
Communication skills
Negotiation skills
Marketing, Contracting, customer relationship skills
Budgeting and cost skills.

13. Major Interactions of project stakeholders
Government agencies
Top Management
Consultants
Client
Financial Managers
Project Manager
Subcontractors
Project Team
Other Organization

14. Project Manager Responsibilities
Responsibility to the parent Org.
Responsibility to the project and client
Responsibility to the member of the project team

15. Selecting Project Manager List of some of the most popular attributes:
A strong technical background
A hard-nosed manager
A matured individual
Someone who is currently avaiable
Someone on good terms with senior executive
A person who can keep the project team happy
One who has worked in several departments
A person who can walk on ( or part ) the waters.

16. Selecting the PM Credibility Sensitivity
Technical credibility ( technical knowledge )
Administrative credibility ( managing resources( money, people, material) keeping the project on scheule.
Sensitivity
It is related to the ability of the manager to discover the problems at early stages and solve the team’s problems if we have some conflects
Leadership and management style
Leadership is defined as the ability of affecting others in away that gurantees the project profitability to the org. and sociey.
Ability to work under stress

17. Project Planning
There are several reasons why we must use considerable care when planning projects
The primary purpose of planning is to establish a set of directions in sufficient detail to tell the project team exactly :
What must be done?
When it must be done?
What resources to use ?

18. Project plan Elements:
Overview :
A short summary of the objectives and scope of the project
Directed to top mgt. and contains a statement of goals of the project
A description of the managerial structure that will be used for the project.
A list of major milestones in the project schdule.

19. Project plan Elements:
Objectives:
More detailed statement of general goals noted on the overview section.
The statement should include profit and competitive aims as well as technical goals.
General approach:
Describes both the managerial ( style of mgt. ) and the technical approaches ( required equipments, technology ) to the work.

20. Project plan Elements:
Contractual aspects: ( list for )
All reporting requirements
Customer-supplied resources.
Advisory commitees
Project review
Cancellation procedures.
Specific management agreements
subcontracts

21. Project plan Elements:
Schedules:
Various schedules.
Lists all milestones events.
All tasks, and their durations…..
Resources:
The budget
Both capital and expense requirements are detailed by task. ( Project budget )
Cost monitoring and control procedures.

22. Project plan Elements:
Personnel :
Expected personnel requirements
Special skills needed
Types of training needed
Possible recruiting problems.
Legal and political restrictions.

23. Project plan Elements:
Evaluation Methods:
Every project should be evaluated against standards and by methods established at the project inception.
This section include :
A brief description of the procedure to be followed in monitoring , collecting, storing, and evaluating the history of the project.

24. Project plan Elements:
Potential problems:
External and internal potential problems.

25. Work-Breakdown- Structure (WBS)
It is a result family tree , subdivision of the major tasks( hw, services , etc ) and the data required to produce the final product , it acts as a vehicle for breaking down the work into smaller elements.

26. Work-Breakdown- Structure (WBS)
We have 2 types of WBS:
Managerial level
Technical level

27. Earned Value Analysis
It is a continuous comparison between the plan of the project data and the actual data.
Budgeted and Committed Cost:
Variance = Budgeted cost – committed cost
Variance (+ve ) = Unconsumed Cost
Variance ( -ve ) = Over spend activities

28. Cost and Schedule Variances

29. Cost and Schedule Variances

30. BCWS Budgeted Cost of Work ScheduleA B C D E F G H I J X1 X2 X3 X4 X5 X6 X7 X8 X9
X10
NOW
BCWS = X1 + X2 + X3 + X4 + X5 $
This is the sum of all the costs up to the specific activity that is stated in budget plan.

31. BCWP Budgeted Cost of Work PerformedA B C D E
100% X1 X2 X3
80% X4
50% X5
BCWP = X1 + X2 + X X X5 $
This is the sum of all the costs up to the specific activity in relation with its completion percentage.

32. ACWP Actual Cost of Work Performed
ACWP = Actual cost of work done.
This is the total costs of the work done on reality provided by project manager on the financial monitor.

34. If BCWP > BCWS ( over spend )
If BCWP < BCWS ( time is late -ve )
If BCWP > BCWS
( +ve time is more than sufficient )

36. Forecasting Benefits of forecasting:
It is the process of prediction of the future events.
Benefits of forecasting:
To estimate the cost of remaining parts of a project ( forecasted value ).
To identify the source and places of certain problems in the budget plan.
It is a tool for corrective actions.

37. Forecasting Mathematical Expressions
The Cost Performance Index ( CPI ):
CPI = BCWP / ACWP
It gives a good indication whether the project is performing financially well or not.
CPI > 1 : Good performance.
CPI < 1 : Bad performance ( shortages
Overspend ).

38. Forecasting Mathematical Expressions
The Schedule Performance Index ( SPI ):
SPI = BCWP / BCWS
It is a good indicator for the project timing.
SPI > 1 : Good performance.
SPI < 1 : Bad performance (Poor ).

39. Forecasting Mathematical Expressions
Budgeting Cost to Completion ( BCC ):
The Amount of money needed to completion.
BCC = BAC – BCWP
It is defined as the amount of money required to complete a project where it is partially completed ( remaining money ).

40. Forecasting Mathematical Expressions
Estimated Cost to Completion ( ECC ):
Its more realistic value than budgeted.
ECC = BCC / CPI
It depends on CPI which is a by product of the actual cost of work performed.
Forecasted Cost to Completion ( FCC ):
FCC = ACWP + ECC

42. Example
The R&D department of a company has been developing a new product line, the project manager is concerned whether the following provided data is exhibiting a good project performance, calculate the following and comment on the project status to convince the project manager.
CPI,BCC, ECC, SPI, FCC.

43. Work Package
Budgeted Cost
Completion Time month
Actual Cost
% Complete
B49
20000 1
23500
100%
B50 2
20500
B51
37000 3
23000
70%
B52
27000 4
B53
12000 5
4500
60%
B54
28000 6
18500
75%
B55
40000 7
----
184000

44. Solution
BCWS = = $
ACWP = = $
BCWP = ( x 0.7 ) ( x 0.6 ) + ( x 0.75 ) = $
CPI = BCWP / ACWP = / = 1.02 good performance.

45. BAC = Budget at Completion = 184000
BCC = BAC – BCWP = – = $
ECC = BCC / CPI = 64100/1.02 = $
SPI = BCWP / BCWS = / = < 1 Poor performance according to time.
FCC = ACWP + ECC =
= $

46. Comments
We do not have any financial problem i.e the budgeted cost (money resources) is larger than the forecasted values, we conclude that the money is available , it is more than sufficient as the indicators were positive, the only problem we have is the time.

47. Comparing Projects Project SPI CPI A 0.78 (2) 0.68 (2) B 0.96 (1)
0.78 (2)
0.68 (2) B
0.96 (1)
0.98 (1) C
0.46 (3)
0.51 (4) D
0.46 (4)
(3)

48. Problem : Compare between the following projects according to the time and cost consumed:
Project A
Project B WP
budget
actual
%comp A
435
395
100% B
320
409
90% C
125 - d
570 WP
budget
actual
%comp A
820
800
100% B
750
920
90% C
1000
730
65% D E
700
850 --
---

49. Scheduling
Scheduling : is the process of converting a project action plan into an operating time table.
Why scheduling ? To answer the following questions:
If each activity goes according to plan , then when will the project be completed?
Which tasks are most critical to ensure the timely completion of the project?
Which tasks can be delayed , if necessary , without delaying project completion and by how much?
More specifically , at what times should each activity begin and end?
At any given time during the project, how much money should have been spent?
Is it worthwhile to incur extra costs to accelerate some of the activities? If so, then which ones?

50. Network Techniques PERT CPM
PERT/CPM is based on a diagram that represents the entire project as a network of arrows and nodes.
Two most popular approaches are :
AOA : activity on arrow ( PERT )
AON : activity on node ( CPM )

51. Project Representation
A network is a form of project representation schemes that use arrows and nodes to represent activities and their relationships. A
3 days 1 5

52. Rules for constructing a network
Arrow represents the activity
Circles represents time event ( start, finish)
Any activity can be represented by one arrow only
All activities having no predecessor should start at the same “start node” of the network.
All activities having no successors should finish in one “finish node” in the network.
Two nodes can only represent one activity

53. Notes for constructing a network

54. Forward Path Calculation
Early Start ( ES )
Early Finish ( EF )
The earliest possible start time of an activity leaving a node equals the maximum of the early finish time of all activities entering that node
EF = ES + duration

55. Backward Path Calculation
Late Finish ( LF )
Late Start ( LS )
The latest possible finish time of an activity entering a node equals the minimum of the late start time of all activities leaving that node
LS = LF - duration

56. 4 questions must be answered to begin modeling process:
What are the major project activities?
What are the sequencing requirements or constraints for these activities?
Which activities can be conducted simultaneously?
What are the estimated time requirements for each activity?

57. Estimating the duration of project activities
The length of each activity should be approximately in the range 0.5% to 2% of the length of the project.( 1 year -> between a day and week)
If the number of activities is very large ( above 250 ) then the project should be divided into subprojects.

58. Two approaches are used for estimating the length of an activity
Deterministic approach
Past data
If not exist :
Modular approach
Benchmark job technique approach
Parametric technique ( cause-effect analysis , reg. analysis )
Stochastic approach
Expected time estimation for an activity depends on:
a: Optimistic time : which will be required if execution goes extremely well
m:most likely time, which will be required if execution is normal
b: pessimistic time , which will be required if everything goes badly.
Et(A) = ( a + 4 m + b ) / 6

59. Difference Between PERT and CPM
PERT used the arrow to represent an activity and CPM used the node.
PERT used three estimates ( Opti, Pess. and Most likely ) of an activity’s required time, whereas CPM used just a single, best-time estimate.

60. The Top Level Project Tasks
Brainstorm
the
Major Tasks C
Establish
Work Flow B G A D E F

61. Define Top Level Tasks Canoe Example
Site Preparation
Build Dock
Build Building
Finish and Ready for Business

62. Sequence Top Level Tasks
Build Dock
Site Preparation
Finish
Build Building

63. Sub-Tasks Detailed Tasks C G B A D E F Develop Work Sequence Detailed

64. Brainstorm Sub-Tasks Site Preparation Build Dock Build Building Finish
Dock Site
Install Pilings
Foundation
Order Canoes
Frame
Landscape
Building Site
Build Dock
Roof
Assemble
Canoes
Power
Siding
Open for
Business
Paint

65. Work Breakdown Structure
Top Level Task
2nd Level
Task
2nd Level
Task
2nd Level
Task
2nd Level
Task
3rd Level
Task
3rd Level
Task
3rd Level
Task
3rd Level
Task
3rd Level
Task
3rd Level
Task
3rd Level
Task
3rd Level
Task
3rd Level
Task
Lower Level Tasks

66. Sequence Sub-Tasks Task Description Immediate Predecessor
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canoes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M

67. Build Network Diagram (PERT Chart) (Activities on Arrows)1
Task Predecessor
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M

68. Build Network Diagram (PERT Chart)1 3
Prep Dock
Site
Task Predecessor
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M

69. Build Network Diagram (PERT Chart)2 J
Order Canoes A 1 3
Prep Dock
Site
Task Predecessor
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M

70. Build Network Diagram (PERT Chart)2 J
Order Canoes A 1 3
Prep Dock
Site B
Task Predecessor
Prepare
Hut Site
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M 4 D
Hut
Foundation 6

71. Build Network Diagram (PERT Chart)2 J
Order Canoes A C E 1 3 5 9
Prep Dock
Site
Install Pilings
Build Dock B
Task Predecessor
Prepare
Hut Site
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M 4 D
Hut
Foundation 6

72. Build Network Diagram (PERT Chart)2 J
Order Canoes A C E 1 3 5 9
Prep Dock
Site
Install Pilings
Build Dock B
Task Predecessor
Prepare
Hut Site
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M G
Power To Hut 4 D
Hut
Foundation 6

73. Build Network Diagram (PERT Chart)2 L J
Order Canoes
Assemble Canoes A C E 1 3 5 9
Prep Dock
Site
Install Pilings
Build Dock B
Task Predecessor
Prepare
Hut Site
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M G
Power To Hut 4 D
Hut
Foundation 6

74. Build Network Diagram (PERT Chart)2 L J
Order Canoes
Assemble Canoes A C E 1 3 5 9
Prep Dock
Site
Install Pilings
Build Dock B
Task Predecessor
Prepare
Hut Site
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M G
Power To Hut
Roof 4 I D
Hut
Foundation F 6 7
Frame Hut

75. Build Network Diagram (PERT Chart)
Task Predecessor
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M
Build Network Diagram (PERT Chart) 2 L J
Order Canoes
Assemble Canoes A C E 1 3 5 9
Prep Dock
Site
Install Pilings
Build Dock B
Prepare
Hut Site G
Power To Hut
Roof
Paint
Hut K 4 I D
Hut
Foundation F H 6 7 8
Frame Hut
Side Hut

76. Build Network Diagram (PERT Chart)
Task Predecessor
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M
Build Network Diagram (PERT Chart) 2 L J
Order Canoes
Assemble Canoes A C E M N 1 3 5 9 10 11
Prep Dock
Site
Install Pilings
Build Dock
Finish
Landscape
Open for
Business B
Prepare
Hut Site G
Power To Hut
Roof
Paint
Hut K 4 I D
Hut
Foundation F H 6 7 8
Frame Hut
Side Hut

77. Build Network Diagram (PERT Chart) Canoe Example Add Times
Task Description Time
A Prepare Dock Site d
B Prepare Hut Site d
C Install Dock Pilings d
D Foundation for Hut d
E Build Dock d
F Frame Hut d
G Power to Hut d
H Side the Hut d
I Roof the Hut d
J Order Canoes d
K Paint Hut d
L Assemble Canoes d
M Finish Landscaping d
NOpen for Business d 2
L (10)
J (2)
Order Canoes
Assemble Canoes
A (3)
C (6)
E (4)
M (4)
N (2) 1 3 5 9 10 11
Prep Dock
Site
Install Pilings
Build Dock
Finish
Landscape
Open for
Business
B (4)
Prepare
Hut Site
G (2)
Power To Hut
Roof
Paint
Hut 4
K (4)
I (2)
D (3)
Hut
Foundation
F (3)
H (2) 6 7 8
Frame Hut
Side Hut

78. Build Network Diagram (PERT Chart)
Task Predecessor
A Prepare Dock Site -
B Prepare Hut Site -
C Install Dock Pilings A
D Foundation for Hut B
E Build Dock C
F Frame Hut D
G Power to Hut D
H Side the Hut F
I Roof the Hut F
J Order Canoes and Receive Canes -
K Paint Hut H
L Assemble Canoes J
M Finish Landscaping L,I,K,E,G
N Open for Business M
Build Network Diagram (PERT Chart) 2 L J
Order Canoes
Assemble Canoes A C E M N 1 3 5 9 10 11
Prep Dock
Site
Install Pilings
Build Dock
Finish
Landscape
Open for
Business B
Prepare
Hut Site G
Power To Hut
Roof
Paint
Hut K 4 I D
Hut
Foundation F H 6 7 8
Frame Hut
Side Hut

79. Build Network Diagram (PERT Chart) Canoe Example Add Times
Task Description Time
A Prepare Dock Site d
B Prepare Hut Site d
C Install Dock Pilings d
D Foundation for Hut d
E Build Dock d
F Frame Hut d
G Power to Hut d
H Side the Hut d
I Roof the Hut d
J Order Canoes d
K Paint Hut d
L Assemble Canoes d
M Finish Landscaping d
NOpen for Business d 2
L (10)
J (2)
Order Canoes
Assemble Canoes
A (3)
C (6)
E (4)
M (4)
N (2) 1 3 5 9 10 11
Prep Dock
Site
Install Pilings
Build Dock
Finish
Landscape
Open for
Business
B (4)
Prepare
Hut Site
G (2)
Power To Hut
Roof
Paint
Hut 4
K (4)
I (2)
D (3)
Hut
Foundation
F (3)
H (2) 6 7 8
Frame Hut
Side Hut

80. Determining Project Length
Option 1: Sum all the task durations:
A Prepare Dock Site d
B Prepare Hut Site d
C Install Dock Pilings A 6 d
D Foundation for Hut B 3 d
E Build Dock C 4 d
F Frame Hut D 3 d
G Power to Hut D 2 d
H Side the Hut F 2 d
I Roof the Hut F 3 d
J Order Canoes and Receive Canoes - 2 d
K Paint Hut H 4 d
L Assemble Canoes J 10 d
M Finish Landscaping L,I,K,E,G 4 d
N Open for Business M 2 d
Sum = 52 days
Anything wrong with this approach?

81. Determining Project Length
Option 2: Determine duration of each network path

82. Network Diagram Project Paths
A-C-E-M-N = 19 days
Network Diagram Project Paths 2
L (10)
J (2)
Order Canoes
Assemble Canoes
A (3)
C (6)
E (4)
M (4)
N (2) 1 3 5 9 10 11
Prep Dock
Site
Install Pilings
Build Dock
Finish
Landscape
Open for
Business
B (4)
Prepare
Hut Site
G (2)
Power To Hut
Roof
Paint
Hut 4
K (4)
I (2)
D (3)
Hut
Foundation
F (3)
H (2) 6 7 8
Frame Hut
Side Hut

83. Network Diagram Project Paths
A-C-E-M-N = 19 days
B-D-F-H-K-M-N = 22 days
Network Diagram Project Paths 2
L (10)
J (2)
Order Canoes
Assemble Canoes
A (3)
C (6)
E (4)
M (4)
N (2) 1 3 5 9 10 11
Prep Dock
Site
Install Pilings
Build Dock
Finish
Landscape
Open for
Business
B (4)
Prepare
Hut Site
G (2)
Power To Hut
Roof
Paint
Hut 4
K (4)
I (2)
D (3)
Hut
Foundation
F (3)
H (2) 6 7 8
Frame Hut
Side Hut

84. Network Diagram Project Paths
A-C-E-M-N = 19 days
B-D-F-H-K-M-N = 22 days
B-D-F-I-M-N = 18 days
Network Diagram Project Paths 2
L (10)
J (2)
Order Canoes
Assemble Canoes
A (3)
C (6)
E (4)
M (4)
N (2) 1 3 5 9 10 11
Prep Dock
Site
Install Pilings
Build Dock
Finish
Landscape
Open for
Business
B (4)
Prepare
Hut Site
G (2)
Power To Hut
Roof
Paint
Hut 4
K (4)
I (2)
D (3)
Hut
Foundation
F (3)
H (2) 6 7 8
Frame Hut
Side Hut

85. Network Diagram Project Paths
A-C-E-M-N = 19 days
B-D-F-H-K-M-N = 22 days
B-D-F-J-M-N = 18 days
B-D-G-M-N = 15 days
Network Diagram Project Paths 2
L (10)
J (2)
Order Canoes
Assemble Canoes
A (3)
C (6)
E (4)
M (4)
N (2) 1 3 5 9 10 11
Prep Dock
Site
Install Pilings
Build Dock
Finish
Landscape
Open for
Business
B (4)
Prepare
Hut Site
G (2)
Power To Hut
Roof
Paint
Hut 4
K (4)
I (2)
D (3)
Hut
Foundation
F (3)
H (2) 6 7 8
Frame Hut
Side Hut

86. Network Diagram Project Paths
A-C-E-M-N = 19 days
B-D-F-H-K-M-N = 22 days
B-D-F-J-M-N = 18 days
B-D-G-M-N = 15 days
J-L-M-N = 18 days
Network Diagram Project Paths 2
L (10)
J (2)
Order Canoes
Assemble Canoes
A (3)
C (6)
E (4)
M (4)
N (2) 1 3 5 9 10 11
Prep Dock
Site
Install Pilings
Build Dock
Finish
Landscape
Open for
Business
B (4)
Prepare
Hut Site
G (2)
Power To Hut
Roof
Paint
Hut 4
K (4)
J (2)
D (3)
Hut
Foundation
F (3)
H (2) 6 7 8
Frame Hut
Side Hut

87. Critical Path The Critical Path is the Longest Path
Through the Network.

88. Network Diagram Canoe Example Critical Path
Paths:
A-C-E-M-N = 19 days
B-D-F-H-K-M-N = 22 days
B-D-F-J-M-N = 18 days
B-D-G-M-N = 15 days
J-L-M-N = 18 days
Network Diagram Canoe Example Critical Path 2
L (10)
J (2)
Order Canoes
Assemble Canoes
A (3)
C (6)
E (4)
M (4)
N (2) 1 3 5 9 10 11
Prep Dock
Site
Install Pilings
Build Dock
Finish
Landscape
Open for
Business
B (4)
Prepare
Hut Site
G (2)
Power To Hut
Roof
Paint
Hut 4
K (4)
I (2)
D (3)
Hut
Foundation
F (3)
H (2) 6 7 8
Frame Hut
Side Hut

89. Completed Task Timetable
Task Description Immediate Predecessor Time ES LS EF LF
A Prepare Dock Site - 3 d
B Prepare Hut Site d
C Install Dock Pilings A 6 d
D Foundation for Hut B 3 d
E Build Dock C 4 d
F Frame Hut D 3 d
G Power to Hut D 2 d
H Side the Hut F 2 d
I Roof the Hut F 3 d
J Order Canoes and Receive Canoes - 2 d
K Paint Hut H 4 d
L Assemble Canoes J 10 d
M Finish Landscaping L,I,K,E,G 4 d
N Open for Business M 2 d

90. Slack Time Total Slack = The length of time an activity can be
delayed without affecting the project
completion time.
Total Slack = Late Start - Early Start
Total Slack = Late Finish - Early Finish
For Critical
Activities
Free Slack = The time a task can be delayed without
delaying another task.

91. Slack Time
Task Description Immediate Predecessor Time ES LS EF LF Slack
A Prepare Dock Site - 3 d
B Prepare Hut Site d
C Install Dock Pilings A 6 d
D Foundation for Hut B 3 d
E Build Dock C 4 d
F Frame Hut D 3 d
G Power to Hut D 2 d
H Side the Hut F 2 d
I Roof the Hut F 3 d
J Order Canoes and Receive Canoes - 2 d
K Paint Hut H 4 d
L Assemble Canoes J 10 d
M Finish Landscaping L,I,K,E,G 4 d
N Open for Business M 2 d

92. Critical Path Tasks
Critical Path = All tasks with slack = zero

93. Critical Path = B - D - F - H - K - M - N
Critical Path Tasks
Task Description Immediate Predecessor Time ES LS EF LF Slack
A Prepare Dock Site - 3 d
B Prepare Hut Site d ***
C Install Dock Pilings A 6 d
D Foundation for Hut B 3 d ***
E Build Dock C 4 d
F Frame Hut D 3 d ***
G Power to Hut D 2 d
H Side the Hut F 2 d ***
I Roof the Hut F 3 d
J Order Canoes and Receive Canoes - 2 d
K Paint Hut H 4 d ***
L Assemble Canoes J 10 d
M Finish Landscaping L,I,K,E,G 4 d ***
N Open for Business M 2 d ***
Critical Path = B - D - F - H - K - M - N

94. CPM ( A-O-N) : Example CPM network for computer Design Project:
Activity
Designation
Pred.
Dura
Design A - 21
Build prototype B 4
Evaluate equipment C 7
Test Prototype D 2
Write equipment report E
C,D 5
Write methods report F 8
Write final report G
E,F

95. C 7 F 8 A 21 G 2 B 4 E 5 D 2

96. Determine the Critical path
Forward pass:
ES : the earliest possible time the activity can begin.
EF : the early start time the time needed to complete the activity. ( EF = ES + Dur ) Backwards pass