Network Planning - Revision history

S202027 at 19:10, 27 February 2021

2021-02-27T19:10:47Z

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	# Translated to software input data describing the network.		# Translated to software input data describing the network.
	# Simulated using the GERTS-IIIZ simulation package 5.		# Simulated using the GERTS-IIIZ simulation package 5.
	Statistical data can be gathered at various nodes for network length and expense by simulating the network. <ref name="GERT"/>.		Statistical data can be gathered at various nodes for network length and expense by simulating the network <ref name="GERT"/>.

	==== SNPM ====		==== SNPM ====

S202027: /* GERT */

2021-02-27T19:04:38Z

GERT

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	==== GERT ====		==== GERT ====
	Another standard network planning tool is GERT. The article, "Project Management Using GERT Analysis" <ref name="GERT"/>, explains the modeling technique and simulation package of the GERT network ~~and demonstrates its capabilities through an example of planning for R&D projects~~. ~~Additionally, a summary of~~ the ~~use of GERT performance~~ for ~~management planning~~ and ~~control, including sensitivity analysis and implementation, is included~~ <ref name="GERT"/>.		Another standard network planning tool is GERT. The article, "Project Management Using GERT Analysis" <ref name="GERT"/>, explains the modeling technique and simulation package of the GERT network. GERT is simple to use since it only demands that the project be:
			# Diagrammed in network form.
			# Translated to software input data describing the network.
			# Simulated using the GERTS-IIIZ simulation package 5.
			Statistical data can be gathered at various nodes for network length and expense by simulating the network. <ref name="GERT"/>.

	==== SNPM ====		==== SNPM ====

S202027: /* Annotated Bibliography */

2021-02-27T18:57:51Z

Annotated Bibliography

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	'''Kosztyán Z.T., Kiss J. (2010). Stochastic Network Planning Method. In: Elleithy K. (eds) Advanced Techniques in Computing Sciences and Software Engineering. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-3660-5_44:''' This article describes the Stochastic Network Planning Method (SNPM) and references several studies where projects fail to uncertainty and inaccurate estimates. Moreover, this article explains the advantages of SNPM over some of the most known methods of network planning, PERT and GERT.		'''Kosztyán Z.T., Kiss J. (2010). Stochastic Network Planning Method. In: Elleithy K. (eds) Advanced Techniques in Computing Sciences and Software Engineering. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-3660-5_44:''' This article describes the Stochastic Network Planning Method (SNPM) and references several studies where projects fail to uncertainty and inaccurate estimates. Moreover, this article explains the advantages of SNPM over some of the most known methods of network planning, PERT and GERT.

	'''Briggs D. G. (2017). Comparison between Deterministic and Stochastic Time Estimating Techniques. In: International Journal of Advanced Research in Science, Engineering, and Technology. IJARSET. http://www.ijarset.com/upload/2017/july/21-IJARSET-daketima.pdf''': This paper identifies the difference between the two main techniques of network planning CPM and PERT. Time is one of the variables in project management that provides inputs for use in project scheduling. There are two dimensions of time that impact time management: real-time and calendar time. There are a variety of estimation techniques available. Two methods are most widely used in the time estimation process among the different methods: the determinist (single-point) estimation technique and stochastic (three-point) estimation technique. This article argues that in situations where activity times are predictable (deterministic), CPM should be used, while PERT techniques should be used in cases where activity times are unpredictable (probabilistic). Furthermore, it concludes that PERT offers a better model for estimating than CPM.		'''Briggs D. G. (2017). Comparison between Deterministic and Stochastic Time Estimating Techniques. In: International Journal of Advanced Research in Science, Engineering, and Technology. IJARSET. http://www.ijarset.com/upload/2017/july/21-IJARSET-daketima.pdf''': This paper identifies the difference between the two main techniques of network planning, CPM and PERT. Time is one of the variables in project management that provides inputs for use in project scheduling. There are two dimensions of time that impact time management: real-time and calendar time. There are a variety of estimation techniques available. Two methods are most widely used in the time estimation process among the different methods: the determinist (single-point) estimation technique and stochastic (three-point) estimation technique. This article argues that in situations where activity times are predictable (deterministic), CPM should be used, while PERT techniques should be used in cases where activity times are unpredictable (probabilistic). Furthermore, it concludes that PERT offers a better model for estimating than CPM.

	'''Taylor, B. W. (1978). Project management using GERT analysis. Project Management Quarterly, 9(3), 15–20.''': This article explains the modeling technique and simulation package of the GERT network and demonstrates its capabilities by planning for R&D projects. Additionally, a summary of the use of GERT performance for management planning and control, including sensitivity analysis and implementation, is included.		'''Taylor, B. W. (1978). Project management using GERT analysis. Project Management Quarterly, 9(3), 15–20.''': This article explains the modeling technique and simulation package of the GERT network and demonstrates its capabilities by planning for R&D projects. Additionally, a summary of the use of GERT performance for management planning and control, including sensitivity analysis and implementation, is included.

S202027 at 18:47, 27 February 2021

2021-02-27T18:47:53Z

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			''Developed by Helga Sigríður Magnúsdóttir''

	== Abstract ==		== Abstract ==

S202027: /* Description of Network Planning in Project Management */

2021-02-27T18:47:06Z

Description of Network Planning in Project Management

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	Network planning is a sequential categorization of the activities involved in the project's execution, accompanied by a graphical presentation of the actions required for the project as a whole. Therefore, network planning is a distributed model of work to be done in a project. A hierarchy of interdependent job elements, which are processes, tasks, and activities, is sequenced and prioritized to identify and describe the overall project effort. Typically, the project network is constructed and built using charts and hierarchical diagrams or often termed project network diagrams <ref name="PSNP"/>.		Network planning is a sequential categorization of the activities involved in the project's execution, accompanied by a graphical presentation of the actions required for the project as a whole. Therefore, network planning is a distributed model of work to be done in a project. A hierarchy of interdependent job elements, which are processes, tasks, and activities, is sequenced and prioritized to identify and describe the overall project effort. Typically, the project network is constructed and built using charts and hierarchical diagrams or often termed project network diagrams <ref name="PSNP"/>.

	Each terminal element represents an operation at the lowest level of the ~~work breakdown structure~~ (WBS) related to a work package. However, although the WBS does not attempt to decide the sequence of events or the length of any activity, the network planning diagram attempts to determine the series of activities that take place and the other activities (if any) on which the activity depends. When conducting network planning diagram, there is a range of techniques used. Critical Path Management (CPM) and the Project Evaluation and Review Technique (PERT) are some of the most widely used methods. Every terminal element (or activity) is represented by a node on a graph in some techniques, while it is characterized by an edge in others (the line connecting two nodes). Only one path for every terminal element must lie through the network <ref name="Techno"/>.		Each terminal element represents an operation at the lowest level of the [[Work Breakdown Structure]] (WBS) related to a work package. However, although the WBS does not attempt to decide the sequence of events or the length of any activity, the network planning diagram attempts to determine the series of activities that take place and the other activities (if any) on which the activity depends. When conducting network planning diagram, there is a range of techniques used. Critical Path Management (CPM) and the Project Evaluation and Review Technique (PERT) are some of the most widely used methods. Every terminal element (or activity) is represented by a node on a graph in some techniques, while it is characterized by an edge in others (the line connecting two nodes). Only one path for every terminal element must lie through the network <ref name="Techno"/>.

	Multiple sequences of activities are included in the network planning that specifies one or another aspect of work, for example, a process or phase. The main criterion for the network planning efficiency is that each sequence of activities should have a finite and measurable outcome and never contain circular references. If there is a circular reference in an operation chain, it creates a closed-loop, resulting in an endless cycle <ref name="PSNP"/>.		Multiple sequences of activities are included in the network planning that specifies one or another aspect of work, for example, a process or phase. The main criterion for the network planning efficiency is that each sequence of activities should have a finite and measurable outcome and never contain circular references. If there is a circular reference in an operation chain, it creates a closed-loop, resulting in an endless cycle <ref name="PSNP"/>.

S202027: /* Annotated Bibliography */

2021-02-27T18:44:10Z

Annotated Bibliography

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	== Annotated Bibliography ==		== Annotated Bibliography ==

	''This article focuses on network planning ~~as a whole~~, therefore are ~~below~~ given ~~key references~~ to read more about various network planning tools, and the difference between them.''		''This article focuses on network planning and, therefore, below are vital references given to read more about various network planning tools and the difference between them.''

	'''Kosztyán Z.T., Kiss J. (2010). Stochastic Network Planning Method. In: Elleithy K. (eds) Advanced Techniques in Computing Sciences and Software Engineering. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-3660-5_44:''' This article describes the Stochastic Network Planning Method (SNPM) and references several studies where projects fail to uncertainty and inaccurate estimates. Moreover, this article explains the advantages of SNPM over some of the most known methods of network planning, PERT and GERT.		'''Kosztyán Z.T., Kiss J. (2010). Stochastic Network Planning Method. In: Elleithy K. (eds) Advanced Techniques in Computing Sciences and Software Engineering. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-3660-5_44:''' This article describes the Stochastic Network Planning Method (SNPM) and references several studies where projects fail to uncertainty and inaccurate estimates. Moreover, this article explains the advantages of SNPM over some of the most known methods of network planning, PERT and GERT.

S202027 at 18:41, 27 February 2021

2021-02-27T18:41:22Z

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	'''Critical Path'''		'''Critical Path'''

	The critical path is the shortest time needed to complete the project successfully. If the project manager uses the CPM for this project, then in figure 2 above, there are four possible paths through the network diagram: A-B-C, D-C, D-E, and F-G-H. By calculating the duration for each of these paths, the path D-C has the longest total duration of 13 days, and therefore it is the critical path for this network diagram.		The critical path is the shortest time needed to complete the project successfully. If the project manager uses the CPM for this project, then in figure 2 above, there are four possible paths through the network diagram: A-B-C, D-C, D-E, and F-G-H. By calculating the duration for each of these paths, the path D-C has the longest total duration of 13 days, and therefore it is the critical path for this network diagram <ref name="DS"/>.


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	==== CPM & PERT ====		==== CPM & PERT ====
	As mentioned before, the most common network planning tools are the CPM and PERT, and they both have similar characteristics. The first characteristic is that it is possible to break the project down into a well-defined set of activities or jobs. It is essential to perform these activities in a specific sequence. Lastly, the operation should be started and stopped within a given sequence <ref name="DS"/>.		As mentioned before, the most common network planning tools are the CPM and PERT, and they both have similar characteristics. The first characteristic is that it is possible to break the project down into a well-defined set of activities or jobs. It is essential to perform these activities in a specific sequence. Lastly, the operation should be started and stopped within a given sequence <ref name="MH"/>.

	However, the main difference between these network planning tools is that CPM is determinist structured and PERT probabilistic. Therefore, for traditional, routine projects with a comprehensively known and well-defined scope, and the possible changes and risks merely marginally affect the entire course of the project, CPM is recommended. Additionally, for the purpose of measuring a project with a technique like CPM, its length should be viewed as a single value for each activity, such as five working days. Conversely, reality often changes and is unpredictable, and therefore executing reasonable quality estimates is difficult and costly. Hence, a probabilistic approach and the use of PERT are suggested to represent better the effect of risk and uncertainty on a project and improve the reliability of the forecasts <ref name="Prob"/>.		However, the main difference between these network planning tools is that CPM is determinist structured and PERT probabilistic. Therefore, for traditional, routine projects with a comprehensively known and well-defined scope, and the possible changes and risks merely marginally affect the entire course of the project, CPM is recommended. Additionally, for the purpose of measuring a project with a technique like CPM, its length should be viewed as a single value for each activity, such as five working days. Conversely, reality often changes and is unpredictable, and therefore executing reasonable quality estimates is difficult and costly. Hence, a probabilistic approach and the use of PERT are suggested to represent better the effect of risk and uncertainty on a project and improve the reliability of the forecasts <ref name="Prob"/>.

S202027 at 18:40, 27 February 2021

2021-02-27T18:40:16Z

← Older revision		Revision as of 18:40, 27 February 2021
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	==== CPM & PERT ====		==== CPM & PERT ====
	As mentioned before, the most common network planning tools are the CPM and PERT, and they both have similar characteristics. The first characteristic is that it is possible to break the project down into a well-defined set of activities or jobs. It is essential to perform these activities in a specific sequence. Lastly, the operation should be started and stopped within a given sequence <ref name="MH"/>.		As mentioned before, the most common network planning tools are the CPM and PERT, and they both have similar characteristics. The first characteristic is that it is possible to break the project down into a well-defined set of activities or jobs. It is essential to perform these activities in a specific sequence. Lastly, the operation should be started and stopped within a given sequence <ref name="DS"/>.

	However, the main difference between these network planning tools is that CPM is determinist structured and PERT probabilistic. Therefore, for traditional, routine projects with a comprehensively known and well-defined scope, and the possible changes and risks merely marginally affect the entire course of the project, CPM is recommended. Additionally, for the purpose of measuring a project with a technique like CPM, its length should be viewed as a single value for each activity, such as five working days. Conversely, reality often changes and is unpredictable, and therefore executing reasonable quality estimates is difficult and costly. Hence, a probabilistic approach and the use of PERT are suggested to represent better the effect of risk and uncertainty on a project and improve the reliability of the forecasts <ref name="Prob"/>.		However, the main difference between these network planning tools is that CPM is determinist structured and PERT probabilistic. Therefore, for traditional, routine projects with a comprehensively known and well-defined scope, and the possible changes and risks merely marginally affect the entire course of the project, CPM is recommended. Additionally, for the purpose of measuring a project with a technique like CPM, its length should be viewed as a single value for each activity, such as five working days. Conversely, reality often changes and is unpredictable, and therefore executing reasonable quality estimates is difficult and costly. Hence, a probabilistic approach and the use of PERT are suggested to represent better the effect of risk and uncertainty on a project and improve the reliability of the forecasts <ref name="Prob"/>.

S202027: /* Application */

2021-02-27T18:36:33Z

Application

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	'''Critical Path'''		'''Critical Path'''

	The critical path is the shortest time needed to complete the project successfully. In figure 2 above, there are four possible paths through the network diagram: A-B-C, D-C, D-E, and F-G-H. By calculating the duration for each of these paths, the path D-C has the longest total duration of 13 days, and therefore it is the critical path for this network diagram.		The critical path is the shortest time needed to complete the project successfully. If the project manager uses the CPM for this project, then in figure 2 above, there are four possible paths through the network diagram: A-B-C, D-C, D-E, and F-G-H. By calculating the duration for each of these paths, the path D-C has the longest total duration of 13 days, and therefore it is the critical path for this network diagram.

	~~'''Free and Total Float'''~~

	An activity's float is the period by which it may slip without stopping the corresponding task or completing the project, or breaching the schedule's restriction. Free float refers to the amount of time an operation on a network path will slip without causing a pause in the early start of any subsequent activity or breaching a schedule restriction. Total float is called the total amount of time an operation will slip from its early start date without causing delay to project completion or violation of schedule constraint.

S202027: /* Application */

2021-02-27T18:12:57Z

Application

← Older revision		Revision as of 18:12, 27 February 2021
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	'''Free and Total Float'''		'''Free and Total Float'''

			An activity's float is the period by which it may slip without stopping the corresponding task or completing the project, or breaching the schedule's restriction. Free float refers to the amount of time an operation on a network path will slip without causing a pause in the early start of any subsequent activity or breaching a schedule restriction. Total float is called the total amount of time an operation will slip from its early start date without causing delay to project completion or violation of schedule constraint.