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21

Network Analysis Development and Depiction

ajor shutdowns and projects require the development and application of network diagrams to identify and convey interrelationships between the dozens, if not hundreds, of activities (in series and in parallel) comprising the overall effort. Our intent here is only to provide an introduction to Network Analysis. This is not an attempt to train the reader in application of the tool using either of the two common approaches to network analysis (Critical Path Method Analysis-CPM; and Project Evaluation Review Technique-PERT). Several excellent publications offer a far more comprehensive coverage than we hope to provide here, We recommend that all planner/schedulers be exposed to an appropriate offering. Their preparatory thought process and analytical skills will be dramatically expanded by the exposure. All discussion within this chapter uses terminology and techniques associated with CPM, which is the network method most commonly used by maintenance plannerhchedulers. The popular software they use is Microsoft Project. Project Engineers and Project Managers responsible for major capital projects tend to use Primavera software, which is more comprehensive but more difficult to use. When first exposed to network analysis, even experienced managers, engineers, planner/schedulers, supervisors, and technicians are amazed at opportunities to compress, optimize, and control major projects, identified by use of the network process. The more important it is to

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complete shutdowns or projects in the shortest time period, the more essential application of network analysis becomes.

GENERAL DISCUSSION OF THE CRITICAL PATH TECHNIQUE

Elsewhere in this book, Planning has been characterized as how to perform and Scheduling as when to perform. CPM contains aspects of both planning and scheduling as well as coordinating, budgeting, and overall project management and control. It is a technique for showing relationships between all activities and events comprising a major effort or total project. The overall network contains events (or milestones achieved) throughout the overall project and activities that must be completed before specific events can be achieved. The network also depicts events that must be achieved before certain activities can begin (e.g., a roof must be erected before it can be papered and shingled). When all events and activities have been identified, an initial network of the overall project can be sketched. Early input from all stakeholders is critical to development of an all-inclusive and reliable network. A planner, engineer, or project manager must then plan and estimate each identified activity by determining required skill, duration, crew size, and labor-hours. With that information, the project network can be developed further. Durations throughout the project can be expressed in any unit of time selected. Throughout this chapter, we will use days. The most time consuming path leading to each event establishes the earliest day of the overall project that each event can be achieved (Earliest Event Time). By pursuing this process throughout the network, the earliest event time for the event that represents project completion is determined. This is the shortest period of time in which the project can be completed. By working back through that path by which the shortest project time was derived, the Critical Path is identified. There is no Float on the Critical Path. All other paths have some amount of Float (slack-time, elbow room, leeway) at one or more points of the path. The key to completing projects on schedule is to keep track of progress throughout the network, detect developing problems promptly, and take appropriate corrective actions. By monitoring the earliest start times of activities and earliest realization times of events, project man-

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agers can remain abreast of overall project progress and take necessary action as soon as possible to protect Earliest Completion Time and stay within project budget. Accordingly, CPM facilitates project tracking by providing alarms when:

0 Earliest Activity Start Times or Earliest Event Times are

missed, whether they are on or off the Critical Path
0 Available Float has been reduced

0 Financial Commitment (Project to Date) exceeds budget projection

Example of a Completed CPM Network (Simple)

Figure 2 1.1 illustrates a completed CPM network. Event numbering, activity duration, earliest event times, critical path, and latest event time are all illustrated. Duration can be stated in any chosen unit of time. We will use Project Days throughout this discussion.

Critical Path Terms, Definitions, and Symbols

0 An Event results from completion of an activity or group of activities culminating in a definitive and recognizable accomplishment (e.g., completion of site work or completion of foundation). Events are represented by circles or other shapes divided into quadrants. The bottom quadrant contains the event number. See Figure 21.1.

0 An Activity is a specific action (task, job, work order) that

must be performed to achieve a specific objective (an Event). One or more activities emanating from one or more predecessor events may be required to achieve a specific subsequent Event. Activities are represented by Arrows emanating from a predecessor Tail Event and concluding in a Head Event. The nomenclature for the first activity of the network shown is Activity 0-1. Activity Duration is posted above the Activity Arrow (10 days). Event 0 is the tail event and Event 1 is the head event. Each activity has a defined beginning and ending. Activity 1-2 can begin as soon as Event 1 is achieved. It must be completed before Event 2 is achieved. All activities must originate from an

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@ ,

__

8
149 149

Figure 21.1 Critical Path Schedule

event. They cannot originate from the middle of another activity. When this situation seems to occur, most likely the envisioned activity is really two activities with an additional event separating them. The better activities are defined, the easier they are to manage. Each activity should represent only one resource-some portion (one or more individuals) of a specific crew responsible to one supervisor).

0 Earliest Event Time (ET) is the earliest day of the project that
all activities leading into the event can be completed. All activities leading into the same event must be checked in order to determine the latest to complete. Add activity duration to Earliest Event Time of the preceding event (Tail Event) to determine the earliest day of the project that each activity can be completed. The greatest result determines Earliest Event Time for the event in question. Work the network left to right, in numerical sequence. Check Event 2 before Event 3, before Event 4,etc. We will use Event 6 to clarify this explanation:

Network Analysis - Development and Depiction

Activity

Tail Event ET 35 20 26

Duration

Project Day Head Event of Completion ET

=

2-6 3-6 4-6

+ + +

16 12 18

=
=

51 32 44

51

0 Critical Path is determined by calculating Earliest Event Times

for all events of the network. The Earliest Event Time for the event that reflects completion of the project is also Total Duration of the overall project. See Event 17. Total duration of the project is 170 days. Activities constituting the longest path through the project are the Critical Path (shown by solid arrows). Slippage in any activity on the Critical Path will result in Project Completion being delayed; because there is no Float along the Critical Path.

0 Latest Event Time (LT) is the latest point (day) of the project
that an event can be achieved without extending duration and completion of the overall project. Latest Event Times are determined by working the network backward (right to left) in much the same fashion as it was worked forward (left to right) to determine Earliest Event Times. There is no need to calculate LT for events on the critical path because there is no float. Therefore ET and LT are equal. Just post the same number in the right-hand quadrant. All LTs off the critical path must be calculated. Work in descending order of event numbers. Again check all paths back to each event. Subtract activity duration from the Latest Event Time of the succeeding event. The smallest result determines Latest Event Time. If the result for an activity yielding a larger number were to be posted, there would be at least one path through which completion could not be reached on schedule. Project duration would be extended. We will use Event 7 for clarification:

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Activity Head Event Duration LT

7-8 7-1 1 83
-

Project Day of Completion

72 85

Tail Event ET
72

11 14

= =

99

Float is the amount of delay that can be absorbed at each event before it adversely impacts subsequent activities, events, and possibly project completion date. CPM defines three forms of float, allowing project managers and planners to quickly assess the impact of project delays: Total Float is the amount of delay in activity start or increase in activity duration that can be absorbed without delaying project completion. Free Float is the amount of delay in activity start or increase in activity duration that can be absorbed without impinging upon the timely start of any immediate successor activity. This would occur if the delayed activity caused Earliest Event Time to be missed. Independent Float is the amount of delay in activity start or the increase in activity duration that can be absorbed without diminishing float available to any other activity (predecessor or successor).
Again, there is no Float on the Critical Path. Earliest and Latest Event Times are equal for all Events on the Critical Path.

0 Dangling Events and Dummy Activities- A Dangling Event is

one that hangs out alone and does not close to the final event (indirectly or directly). This is unacceptable. All events and activities must have connection to the Final Event. If there is no real work remaining to be performed, connect the dangling event (directly or indirectly) to the final event by inserting a dummy activity. Dummy Activities have zero duration since they represent no true work.

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Network to Bar Chart Conversion and Leveling of Labor Requirements (Simple)

Figure 21.2 illustrates both techniques. Although required staEng in the example is minimal, the concepts are conveyed. It is assumed that each of the activities require only a one-person crew with multiple skills (all activities can be performed by a multi-skilled technician). The Work Force Leveling Chart shows two periods that require a maximum work force of five technicians. However, scrutiny of the Bar Chart Schedule indicates the first peak can be shaved to four technicians by delaying the start of Activity 3-6 for twelve days. Likewise, the second peak can be shaved by delaying Activity 8-10 for twenty-one days. Neither action delays scheduled completion of the overall project.

-5-r

......

Figure 21.2 Compinted Bar Chart Schedule and work Force Leveling Chart