1) Network Diagram (activity on the node).
The Network Diagram is a method for project planning and –control. It is the graphical version of planned sequence of work. The Metra Potenzial Method (MPM) shows every process that has to be made in a project as a node. To represent the context between the activities the nodes are connected with arrows. The Network Diagram (Appendix 1.0) has been drawn based on the table 1 to show the activities at Hansdon Ltd for a solution to allow customer admissions to sports facilities.
2) Timing of activities and Total Float.
The determination of timing from activity A to R has to be made by forward and backward pass. To forward pass we need the earliest start time (EST) and the earliest finish time (EFT) and begin from the left side. The earliest finish time is the earliest start time plus the duration of the activity. The backward pass starts at the right side with the last activity of the Network Diagram. The latest start time (LST) and the latest finish time (LFT) have to be determinated. To calculate the LST and LFT we need the earliest finish of the last process, i.e. EFT of process R is 76. Subtracting the duration of this process is the LST. The total float results in the difference between the earliest and latest finish time, i.e. at process M, EFT is 49 and LFT is 51, the difference is the total float of 2. Total Float is the time reserve, that activity can be delayed without risk the shifting of the project duration.
3) Explain how you determined the project duration and the critical path. The duration of the project is the latest finish time (LFT) of the last process in the Network Diagram. This project has the duration of 76 days. The critical path defines the path of activities that have a total float of zero. In this project the critical path is A-B-C-G-H-J-K-L-N-O-P-Q-P-R. They have a total float of zero, so they can risk the whole project, if there is any delay in one of these activities.
4) Project Duration and Finish
If we start the project on Monday 6th August 2012 and we use a 5 day working day week the earliest finish date, with total project duration of 76 days, is the 19th November 2012.
6th August 2012 to 31st August 2012 = 20 days
1st September 2012 to 30th September 2012 = 20 days
1st October 2012 to 31st October 2012 = 23 days
1st November 2012 to 19th November 2012 = 13 days
(20 days+20 days+23 days+13 days= 76 days)
5) Delay in Activities
a) Activity D is delayed 1 day.
b) Activity M is delayed 1 day.
c) Activity Q is completed 1 day early
a) If Activity D is delayed 1 day that would have no effect on the duration or completion of the project, D has a total float of 5 days, so it can be moved or delayed for 5 days, because it is not part of the critical path. b) If Activity M has a delay of 1 day there will be either no influence on the duration of the project, because of the total float of 2 days. There is also no risk in completing the project in 76 days. c) If Activity Q is completed 1 day early, the following Activity R would have a total float of one day or the whole project could be finished one day earlier, what points out that the project has a positive progress.
6) The limitations of Network diagrams
Network Diagrams are useful for bigger projects, but that means also a bigger control and revision input, to avoid deviation from the plan and current status. The activity duration is only a guess, even by analysis of earlier projects; the time is just estimation. Underestimation of project duration or activities could be serious in completion of the project. Furthermore for unskilled persons reading a Network Diagram is difficult, so teaching could be necessary. Is the Network Diagram too abstract and impractical, the possibility of misunderstanding increases. For smaller projects a Gantt chart is useful, because the activity duration is shown through the bar length. As...