33 terms

Project Network

Project Network
a flow chart that graphically depicts the sequence, interdependence, and start & finish times of the project job plan of activities that is the critical path through the network
Critical Path Method
Critical Path Method
assumes fixed deterministic time to complete activities
Project Evaluation & Review Technique
Project Evaluation & Review Technique
probabilistic times for activity completion
an element of the project that requires time
Merge Activity
an activity that has two or more preceding activities on which it depends
Parallel (concurrent) Activities
activities that can occur independently and if desired not at the same time
a sequence of connected, dependent activities
Critical Path
the longest path through the activity network that allows for the completion of all project-related activities
a point in time when an activity is started or completed (it does not consume time)
Burst Activity
an activity that has more than one activity immediately following it
Activity-on-Node: uses a node to depict an activity
Most common, software supports easily
Activity-on-Arrow: uses an arrow to depict an activity
Less common, portrayal issues
Rules to Project Networks
1. flow from left to right 2. looping is not allowed 3. use common start and stop nodes 4. conditional statements are not allowed 5. arrows indicate precedence & can cross over each other
Forward Pass
earliest times
Backward Pass
Latest times
Forward Pass rule in merge activity
choose the largest EF
Backward Pass rule in merge activity
choose the smallest LF
Total Slack
determines the amount of time an activity can be delayed & not delay the project
SL =
Free Slack
the amount of time an activity can exceed its early finish date without affecting the early start date of any successor
the likelihood the originial critical path will change once the project is initiated
Gantt Chart
a means of displaying simple activities or events plotted against time or money
Dangler Paths
unconnected paths for a project that has more than one activity that can begin when the project is to start and/or a project network ends with more than one activity
activities are broken into segments so the following activity can begin sooner and not delay the work
the minimum amount of time a dependent activity must be delayed to begin or end
Reasons for Lags
1. lengthy activities broken down to reduce the delay in the start of successor activities 2. constrain the start and finish of activity
Start-To-Start Relationship
lag time if needed
Finish-to-Finish Relationship
finish of one activity depends on the finish of another activity
Start-to-Finish Relationship
finish of an activity depends on the start of another activity
Combination Relationship
usually start-to-start and finish-to-finish
Hammock Activity
spans over a segment of a project, used to collect info on that segment