Network Planning in Project Management - Revision history

EmmaEgelund: /* Limitations */

2023-05-09T20:48:24Z

Limitations

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	The CPM/PERT method is simple to use, but not focused on any resources involved in the project. This causes a lot of inflexibility for the process and may not work on long-term projects.		The CPM/PERT method is simple to use, but not focused on any resources involved in the project. This causes a lot of inflexibility for the process and may not work on long-term projects.
	Other than that, the method is not taking adaptation into account, regarding the three steps (separating, integrating and adapting), which is a big part of project management. The method is flexible for any changes ~~that~~ that may affect the project unexpectedly. Should any major changes happen, the process would have to start all over. Separating and integrating the project is a balance, because the more you separate, the more you need to integrate. Choosing the right level of separation and integration is central to managing the complexity of a project.		Other than that, the method is not taking adaptation into account, regarding the three steps (separating, integrating and adapting), which is a big part of project management. The method is flexible for any changes that may affect the project unexpectedly. Should any major changes happen, the process would have to start all over. Separating and integrating the project is a balance, because the more you separate, the more you need to integrate. Choosing the right level of separation and integration is central to managing the complexity of a project.

	This article is narrowed down to only looking at the time aspect of project network planning, but there is more of the tool to investigate. The method may be expanded to uncertainty and costs which are important aspects of project planning. The CPM/PERT method uses accurate estimations of activity duration, which is associated with uncertainty and it is therefore relevant for the project manager to know what the probability is to meet the deadlines. The uncertainty is then expanded to include time-cost trade-offs. So, whether it possible to decrease uncertainty with increased cost. This part of the method will not be further investigated in this article, but is presented in the ''Annotated Bibliography''.		This article is narrowed down to only looking at the time aspect of project network planning, but there is more of the tool to investigate. The method may be expanded to uncertainty and costs which are important aspects of project planning. The CPM/PERT method uses accurate estimations of activity duration, which is associated with uncertainty and it is therefore relevant for the project manager to know what the probability is to meet the deadlines. The uncertainty is then expanded to include time-cost trade-offs. So, whether it is possible to decrease uncertainty with increased cost. This part of the method will not be further investigated in this article, but is presented in the ''Annotated Bibliography''.

	Taking the limitations of the tool into account, the PERT/CPM is still one of the most widely used operations research techniques within project planning <ref name="OR"/> . Even though the tool does not answer all the questions that a project manager may have, the answers that it does give are very useful, and many workstations already have the software package installed in order to use this tool. This tool is applicable for many projects even though other great project planning tools are available too.		Taking the limitations of the tool into account, the PERT/CPM is still one of the most widely used operations research techniques within project planning <ref name="OR"/> . Even though the tool does not answer all the questions that a project manager may have, the answers that it does give are very useful, and many workstations already have the software package installed in order to use this tool. This tool is applicable for many projects even though other great project planning tools are available too.

EmmaEgelund: /* CPM/PERT */

2023-05-09T20:44:19Z

CPM/PERT

← Older revision		Revision as of 20:44, 9 May 2023
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	The method is a combination of the two well known operation research techniques CPM and the PERT. The PERT will graphically visualize the project timeline with all the individual tasks from start to completion of the project. It is used to estimate the duration of each activity, evaluating the time that is needed in order to complete the project within the scope of the projects lifetime. The method uses the network terminology, where activities are visualized as nodes and arcs describing the precedence relationship between the activities indicating the flow of the project <ref name="PERT"/>.		The method is a combination of the two well known operation research techniques CPM and the PERT. The PERT will graphically visualize the project timeline with all the individual tasks from start to completion of the project. It is used to estimate the duration of each activity, evaluating the time that is needed in order to complete the project within the scope of the projects lifetime. The method uses the network terminology, where activities are visualized as nodes and arcs describing the precedence relationship between the activities indicating the flow of the project <ref name="PERT"/>.

	The critical path can answer how much time the project will take to complete and what the bottlenecks are to be aware of in order to prevent delays in the project. The CPM will establish the time length of the project, summing over all the durations of the activities. In a project network from a starting node to an end node, multiple paths can be set up if the activities can be done in sequence with a predecessor and no overlap. Therefore some activities have to wait for other activities to finish before it can start. Those can be activities that are on another path. The path with the longest total duration time is the critical path and therefore the longest duration time that the project can take assuming no delays occur. This is also the bottleneck activities of the project where delays ~~most~~ be avoided so that the whole project can be completed in time. The activities in the critical path deserves the most attention, since they are important for the project.		The critical path can answer how much time the project will take to complete and what the bottlenecks are to be aware of in order to prevent delays in the project. The CPM will establish the time length of the project, summing over all the durations of the activities. In a project network from a starting node to an end node, multiple paths can be set up if the activities can be done in sequence with a predecessor and no overlap. Therefore some activities have to wait for other activities to finish before it can start. Those can be activities that are on another path. The path with the longest total duration time is the critical path and therefore the longest duration time that the project can take assuming no delays occur. This is also the bottleneck activities of the project where delays must be avoided so that the whole project can be completed in time. The activities in the critical path deserves the most attention, since they are important for the project.


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	====Latest start- and finish time====		====Latest start- and finish time====
	Another question the project manager could ask, is how much the individual activities can be delayed before the whole project is delayed. To answer this question the next step is to calculate the latest start time (LS) and the latest finish time (LF) for every activity, where LS is equal to LF ~~minus~~ the estimated duration of the given activity. The times are still based on time periods, for example weeks.		Another question the project manager could ask, is how much the individual activities can be delayed before the whole project is delayed. To answer this question the next step is to calculate the latest start time (LS) and the latest finish time (LF) for every activity, where LS is equal to LF with the estimated duration of the given activity subtracted. The times are still based on time periods, for example weeks.


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	When those parameters are estimated the procedure is to start backwards in the network. The method assumes that an activity's successors cannot start before the given activity is done.		When those parameters are estimated the procedure is to start backwards in the network. The method assumes that an activity's successors cannot start before the given activity is done.

	For the finish node, LF will always be equal to ES, so that the project is still completed within the estimated time frame. LS is then equal to LF ~~subtracted by~~ the duration time, which is 0 for the finish node. The explanation of how to find LS and LF will again be used on the small example from earlier. This means that the next step is to find LS and LF for activity D, LF_D=22 and LS_D=22-7=15. This continues for the rest of the nodes until Start. Node A has two successors and therefore LF is equal to the lowest value of the B and C's LS, which is 10 instead of 13. All the blue values indicate the last possible chance for an activity to finish before the whole project will be delayed. The values are visualized together with the critical path in figure 4.		For the finish node, LF will always be equal to ES, so that the project is still completed within the estimated time frame. LS is then equal to LF the duration time subtracted, which is 0 for the finish node. The explanation of how to find LS and LF will again be used on the small example from earlier. This means that the next step is to find LS and LF for activity D, LF_D=22 and LS_D=22-7=15. This continues for the rest of the nodes until Start. Node A has two successors and therefore LF is equal to the lowest value of the B and C's LS, which is 10 instead of 13. All the blue values indicate the last possible chance for an activity to finish before the whole project will be delayed. The values are visualized together with the critical path in figure 4.

	[[File:Eks3.png\|thumb\|450px\|right\|Figure 4. Example with LF and LS calculated and the critical path illustrated]]		[[File:Eks3.png\|thumb\|450px\|right\|Figure 4. Example with LF and LS calculated and the critical path illustrated]]

EmmaEgelund: /* Introduction */

2023-05-09T20:33:31Z

Introduction

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	In order to manage the complexity of a socio-technical system, such as a project, it is important to consider the following three steps: separating, integrating and adapting <ref name="DP"/>. Running a project can be overwhelming and no person is specialised in every little step, therefore it is important to divide the project into different activities. It is then essential for the project that these activities complement each other and contributes to the overall purpose of the project. Lastly the project needs to continuously evolve and respond to changes.		In order to manage the complexity of a socio-technical system, such as a project, it is important to consider the following three steps: separating, integrating and adapting <ref name="DP"/>. Running a project can be overwhelming and no person is specialised in every little step, therefore it is important to divide the project into different activities. It is then essential for the project that these activities complement each other and contributes to the overall purpose of the project. Lastly the project needs to continuously evolve and respond to changes.
	The goal of every project is a smooth project execution where deadlines are met, rework is avoided, and every person involved is engaged in the success <ref name="DP"/>. To meet these goals and increase the effectiveness, the planning of the project must be executed with high priority and professionalism.		The goal of every project is a smooth project execution where deadlines are met, rework is avoided, and every person involved is engaged in the success <ref name="DP"/>. To meet these goals and increase the effectiveness, the planning of the project must be executed with high priority and professionalism.
	Network planning is a tool used in project, program and portfolio management in the planning process. The tool is great to give an overview and coordinate the activities in the given project in order to help project managers. Today it is set up as a software package to deal with the data and progress of the project. The two tools that will be described and elaborated in this article are the ''Critical Path Method'' (CPM) and the ''Program Evaluation and Review technique'' (PERT), which originally were independently developed, but today widely used as two tools merged into one <ref name="OR"/>. The tools work great together, combining the techniques from both. In general network planning ~~can study~~ many different kinds of problems such as project scheduling, risk analysis, cost minimization or Net Present Value maximization, <ref name="NW"/> which all depend on information that is needed from the project manager. Any delay within a project results in increased costs, which should be avoided <ref name="DP"/>.		Network planning is a tool used in project, program and portfolio management in the planning process. The tool is great to give an overview and coordinate the activities in the given project in order to help project managers. Today it is set up as a software package to deal with the data and progress of the project. The two tools that will be described and elaborated in this article are the ''Critical Path Method'' (CPM) and the ''Program Evaluation and Review technique'' (PERT), which originally were independently developed, but today widely used as two tools merged into one <ref name="OR"/>. The tools work great together, combining the techniques from both. In general network planning studies many different kinds of problems such as project scheduling, risk analysis, cost minimization or Net Present Value maximization, <ref name="NW"/> which all depend on information that is needed from the project manager. Any delay within a project results in increased costs, which should be avoided <ref name="DP"/>.

	The method is supported by the ISO 25000 standards that suggest three main processes for developing the schedule after identifying the activities. First step is sequence activities, then estimate activity duration and develop schedule <ref name="DP"/>. In order to use those steps in network theory for planning a project and using the CPM/PERT method, they are set up in the following way. First, activity information is required, meaning that the project must be broken down into individual activities. Secondly, the precedence relationships are required, meaning that the immediate predecessor(s) for each activity is found. Finally, the time information is required, meaning that the duration of each activity must be estimated. The project network should convey this information so that the project manager can describe the project and make the schedule <ref name="OR"/>. The estimation technique that is used is similar to a bottom-up estimate, which is the opposite of the top-down estimate. A bottom-up estimate ~~focus~~ on estimating the duration of each activity before combining them all into the overall estimate of the project <ref name="estimate"/>.		The method is supported by the ISO 25000 standards that suggest three main processes for developing the schedule after identifying the activities. First step is sequence activities, then estimate activity duration and develop schedule <ref name="DP"/>. In order to use those steps in network theory for planning a project and using the CPM/PERT method, they are set up in the following way. First, activity information is required, meaning that the project must be broken down into individual activities. Secondly, the precedence relationships are required, meaning that the immediate predecessor(s) for each activity is found. Finally, the time information is required, meaning that the duration of each activity must be estimated. The project network should convey this information so that the project manager can describe the project and make the schedule <ref name="OR"/>. The estimation technique that is used is similar to a bottom-up estimate, which is the opposite of the top-down estimate. A bottom-up estimate focuses on estimating the duration of each activity before combining them all into the overall estimate of the project <ref name="estimate"/>.

	==Network Theory==		==Network Theory==

EmmaEgelund: /* Abstract */

2023-05-09T20:28:00Z

Abstract

← Older revision		Revision as of 20:28, 9 May 2023
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	Planning is a big part of project management, and the success of a project is highly dependent on the planning process. The method, Network planning, can be used to reduce complexity of a project and smoothen the execution of the project planning. A project of a large scale that require coordination of multiple activities is a challenging task for a project manager. Succeeding a project is about simple forms of working and organizing regardless of the size of the project <ref name="DP"/>. The method will therefore be used as an integration approach where the different activities are separated to get an overview of the process. Understanding the dependencies of the project and setting up millstones is also ideal to motivate the employees involved with the project.		Planning is a big part of project management, and the success of a project is highly dependent on the planning process. The method, Network planning, can be used to reduce complexity of a project and smoothen the execution of the project planning. A project of a large scale that require coordination of multiple activities is a challenging task for a project manager. Succeeding a project is about simple forms of working and organizing regardless of the size of the project <ref name="DP"/>. The method will therefore be used as an integration approach where the different activities are separated to get an overview of the process. Understanding the dependencies of the project and setting up millstones is also ideal to motivate the employees involved with the project.

	Project networking is to investigate a project as sets of interconnected activities with the purpose of assisting in planning, managing, and controlling projects <ref name="NW"/>. This article will mainly focus on the most well known network planning techniques: the Critical path method (CPM) and the Program evaluation and review technique (PERT). CPM and PERT was developed in the 1950’s and have since then been used widely in operation research and project planning <ref name="OR"/>. The goal of the tool is to manage a project, meeting its deadlines with a minimum total cost. The tools will help to organize the project, getting an overview of the activities and estimate the total length of the project. There can be multiple paths to the end of a project, but the tools presented in this article can help the manager find the most ~~effective one~~. Initially the methods will need three types of information to describe the project: activity, precedence, and time <ref name="OR"/>. This will be elaborated in the article followed by a description of the tool, an example of how to use the tool, other alternative planning tools and the limitations of the tool. It is based on a project managers point of view and what that person may consider when planning a project.		Project networking is to investigate a project as sets of interconnected activities with the purpose of assisting in planning, managing, and controlling projects <ref name="NW"/>. This article will mainly focus on the most well known network planning techniques: the Critical path method (CPM) and the Program evaluation and review technique (PERT). CPM and PERT was developed in the 1950’s and have since then been used widely in operation research and project planning <ref name="OR"/>. The goal of the tool is to manage a project, meeting its deadlines with a minimum total cost. The tools will help to organize the project, getting an overview of the activities and estimate the total length of the project. There can be multiple paths to the end of a project, but the tools presented in this article can help the manager find the path(s) with the longest duration that need the most attention in order to complete the project within the estimated time frame. Initially the methods will need three types of information to describe the project: activity, precedence, and time <ref name="OR"/>. This will be elaborated in the article followed by a description of the tool, an example of how to use the tool, other alternative planning tools and the limitations of the tool. It is based on a project managers point of view and what that person may consider when planning a project.

	==Introduction==		==Introduction==

EmmaEgelund: /* Abstract */

2023-05-09T20:19:20Z

Abstract

← Older revision		Revision as of 20:19, 9 May 2023
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	==Abstract==		==Abstract==
	Planning is a big part of project management, and the success of a project is highly dependent on the planning process. The method, Network planning, ~~will~~ be used to reduce complexity of a project and smoothen the execution of the project planning. A project of a large scale that require coordination of multiple activities is a challenging task for a project manager. Succeeding a project is about simple forms of working and organizing regardless the size of the project <ref name="DP"/>. The method will therefore be used as an integration approach where the different activities are separated to get an overview of the process. Understanding the dependencies of the project and setting up millstones is also ideal to motivate the employees involved in the project.		Planning is a big part of project management, and the success of a project is highly dependent on the planning process. The method, Network planning, can be used to reduce complexity of a project and smoothen the execution of the project planning. A project of a large scale that require coordination of multiple activities is a challenging task for a project manager. Succeeding a project is about simple forms of working and organizing regardless of the size of the project <ref name="DP"/>. The method will therefore be used as an integration approach where the different activities are separated to get an overview of the process. Understanding the dependencies of the project and setting up millstones is also ideal to motivate the employees involved with the project.

	Project networking is to investigate a project as sets of interconnected activities with the purpose of assisting in planning, managing, and controlling projects <ref name="NW"/>. This article will mainly focus on the most well known network planning techniques: the Critical path method (CPM) and the Program evaluation and review technique (PERT). CPM and PERT was developed in the 1950’s and have since then been used widely in operation research and project planning <ref name="OR"/>. The goal of the tool is to manage a project, meeting its deadlines with a minimum total cost. The tools will help to organize the project, getting an overview of the activities and estimate the total length of the project. There can be multiple paths to the end of ~~the~~ project, but ~~those~~ tools can help the manager find the most effective one. Initially the methods will need three types of information to describe the project: activity, precedence, and time <ref name="OR"/>. This will be elaborated in the article followed by a description of the tool, an example of how to use the tool, other alternative planning tools and the limitations of the tool. It is based on a project managers point of view and what that person may consider when planning a project.		Project networking is to investigate a project as sets of interconnected activities with the purpose of assisting in planning, managing, and controlling projects <ref name="NW"/>. This article will mainly focus on the most well known network planning techniques: the Critical path method (CPM) and the Program evaluation and review technique (PERT). CPM and PERT was developed in the 1950’s and have since then been used widely in operation research and project planning <ref name="OR"/>. The goal of the tool is to manage a project, meeting its deadlines with a minimum total cost. The tools will help to organize the project, getting an overview of the activities and estimate the total length of the project. There can be multiple paths to the end of a project, but the tools presented in this article can help the manager find the most effective one. Initially the methods will need three types of information to describe the project: activity, precedence, and time <ref name="OR"/>. This will be elaborated in the article followed by a description of the tool, an example of how to use the tool, other alternative planning tools and the limitations of the tool. It is based on a project managers point of view and what that person may consider when planning a project.

	==Introduction==		==Introduction==

EmmaEgelund: /* Introduction */

2023-05-09T20:12:28Z

Introduction

← Older revision		Revision as of 20:12, 9 May 2023
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	In order to manage the complexity of a socio-technical system, such as a project, it is important to consider the following three steps: separating, integrating and adapting <ref name="DP"/>. Running a project can be overwhelming and no person is specialised in every little step, therefore it is important to divide the project into different activities. It is then essential for the project that these activities complement each other and contributes to the overall purpose of the project. Lastly the project needs to continuously evolve and respond to changes.		In order to manage the complexity of a socio-technical system, such as a project, it is important to consider the following three steps: separating, integrating and adapting <ref name="DP"/>. Running a project can be overwhelming and no person is specialised in every little step, therefore it is important to divide the project into different activities. It is then essential for the project that these activities complement each other and contributes to the overall purpose of the project. Lastly the project needs to continuously evolve and respond to changes.
	The goal of every project is a smooth project execution where deadlines are met, rework is avoided, and every person involved is engaged in the success <ref name="DP"/>. To meet these goals and increase the effectiveness, the planning of the project must be executed with high priority and professionalism.		The goal of every project is a smooth project execution where deadlines are met, rework is avoided, and every person involved is engaged in the success <ref name="DP"/>. To meet these goals and increase the effectiveness, the planning of the project must be executed with high priority and professionalism.
	Network planning is a tool used in project, program and portfolio management in the planning process. The tool is great to give an overview and coordinate the activities in the given project in order to help project managers. Today it is set up as a software package to deal with the data and progress of the project. The two tools that will be described and elaborated in this article are the ''Critical Path Method'' (CPM) and the ''Program Evaluation and Review technique'' (PERT), which originally were independently developed, but today widely used as two tools merged into one <ref name="OR"/>. The tools work great together, combining the techniques from both. In general network planning can study many different kinds of problems such as project scheduling, risk analysis, cost minimization or Net Present Value maximization, <ref name="NW"/> which all depend on information that is needed from the project manager. Any ~~delays~~ within a project ~~result~~ in increased costs, which ~~is highly avoidable~~<ref name="DP"/>.		Network planning is a tool used in project, program and portfolio management in the planning process. The tool is great to give an overview and coordinate the activities in the given project in order to help project managers. Today it is set up as a software package to deal with the data and progress of the project. The two tools that will be described and elaborated in this article are the ''Critical Path Method'' (CPM) and the ''Program Evaluation and Review technique'' (PERT), which originally were independently developed, but today widely used as two tools merged into one <ref name="OR"/>. The tools work great together, combining the techniques from both. In general network planning can study many different kinds of problems such as project scheduling, risk analysis, cost minimization or Net Present Value maximization, <ref name="NW"/> which all depend on information that is needed from the project manager. Any delay within a project results in increased costs, which should be avoided <ref name="DP"/>.

	The method is supported by the ISO 25000 standards that suggest three main processes for developing the schedule after identifying the activities. First step is sequence activities, then estimate activity duration and develop schedule <ref name="DP"/>. In order to use those steps in network theory for planning a project and using the CPM/PERT method, they are set up in the following way. First, activity information is required, meaning that the project must be broken down into individual activities. Secondly, the precedence relationships are required, meaning that the immediate predecessor(s) for each activity is found. Finally, the time information is required, meaning that the duration of each activity must be estimated. The project network should convey this information so that the project manager can describe the project and make the schedule <ref name="OR"/>. The estimation technique that is used is similar to a bottom-up estimate, which is the opposite of the top-down estimate. A bottom-up estimate focus on estimating the duration of each activity before combining them all into the overall estimate of the project <ref name="estimate"/>.		The method is supported by the ISO 25000 standards that suggest three main processes for developing the schedule after identifying the activities. First step is sequence activities, then estimate activity duration and develop schedule <ref name="DP"/>. In order to use those steps in network theory for planning a project and using the CPM/PERT method, they are set up in the following way. First, activity information is required, meaning that the project must be broken down into individual activities. Secondly, the precedence relationships are required, meaning that the immediate predecessor(s) for each activity is found. Finally, the time information is required, meaning that the duration of each activity must be estimated. The project network should convey this information so that the project manager can describe the project and make the schedule <ref name="OR"/>. The estimation technique that is used is similar to a bottom-up estimate, which is the opposite of the top-down estimate. A bottom-up estimate focus on estimating the duration of each activity before combining them all into the overall estimate of the project <ref name="estimate"/>.

EmmaEgelund: /* Abstract */

2023-05-09T19:23:20Z

Abstract

← Older revision		Revision as of 19:23, 9 May 2023
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	Planning is a big part of project management, and the success of a project is highly dependent on the planning process. The method, Network planning, will be used to reduce complexity of a project and smoothen the execution of the project planning. A project of a large scale that require coordination of multiple activities is a challenging task for a project manager. Succeeding a project is about simple forms of working and organizing regardless the size of the project <ref name="DP"/>. The method will therefore be used as an integration approach where the different activities are separated to get an overview of the process. Understanding the dependencies of the project and setting up millstones is also ideal to motivate the employees involved in the project.		Planning is a big part of project management, and the success of a project is highly dependent on the planning process. The method, Network planning, will be used to reduce complexity of a project and smoothen the execution of the project planning. A project of a large scale that require coordination of multiple activities is a challenging task for a project manager. Succeeding a project is about simple forms of working and organizing regardless the size of the project <ref name="DP"/>. The method will therefore be used as an integration approach where the different activities are separated to get an overview of the process. Understanding the dependencies of the project and setting up millstones is also ideal to motivate the employees involved in the project.

	Project networking is to investigate a project as sets of interconnected activities with the purpose of assisting in planning, managing, and controlling projects <ref name="NW"/>. This article will mainly focus on the most well known network planning techniques: the Critical path method (CPM) and the Program evaluation and review technique (PERT). CPM and PERT was developed in the 1950’s and have since then been used widely in operation research and project planning <ref name="OR"/>. The goal of the tool is to manage a project, meeting its deadlines with a minimum total cost. The tools will help to organize the project, getting an overview of the activities and estimate the total length of the project. There can be multiple paths to the end of the project, but those tools can help the manager find the most effective one. Initially the methods will need three types of information to describe the project: activity, precedence, and time <ref name="OR"/>. This will be elaborated in the article followed by a description of the tool, an example of how to use the tool, other alternative planning tools and the limitations of the tool. It is based on a project managers point of view and what that person may consider ~~and wonder about~~ when planning a project.		Project networking is to investigate a project as sets of interconnected activities with the purpose of assisting in planning, managing, and controlling projects <ref name="NW"/>. This article will mainly focus on the most well known network planning techniques: the Critical path method (CPM) and the Program evaluation and review technique (PERT). CPM and PERT was developed in the 1950’s and have since then been used widely in operation research and project planning <ref name="OR"/>. The goal of the tool is to manage a project, meeting its deadlines with a minimum total cost. The tools will help to organize the project, getting an overview of the activities and estimate the total length of the project. There can be multiple paths to the end of the project, but those tools can help the manager find the most effective one. Initially the methods will need three types of information to describe the project: activity, precedence, and time <ref name="OR"/>. This will be elaborated in the article followed by a description of the tool, an example of how to use the tool, other alternative planning tools and the limitations of the tool. It is based on a project managers point of view and what that person may consider when planning a project.

	==Introduction==		==Introduction==

EmmaEgelund: /* Limitations */

2023-05-09T19:22:33Z

Limitations

← Older revision		Revision as of 19:22, 9 May 2023
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	This article is narrowed down to only looking at the time aspect of project network planning, but there is more of the tool to investigate. The method may be expanded to uncertainty and costs which are important aspects of project planning. The CPM/PERT method uses accurate estimations of activity duration, which is associated with uncertainty and it is therefore relevant for the project manager to know what the probability is to meet the deadlines. The uncertainty is then expanded to include time-cost trade-offs. So, whether it possible to decrease uncertainty with increased cost. This part of the method will not be further investigated in this article, but is presented in the ''Annotated Bibliography''.		This article is narrowed down to only looking at the time aspect of project network planning, but there is more of the tool to investigate. The method may be expanded to uncertainty and costs which are important aspects of project planning. The CPM/PERT method uses accurate estimations of activity duration, which is associated with uncertainty and it is therefore relevant for the project manager to know what the probability is to meet the deadlines. The uncertainty is then expanded to include time-cost trade-offs. So, whether it possible to decrease uncertainty with increased cost. This part of the method will not be further investigated in this article, but is presented in the ''Annotated Bibliography''.

	Taking the limitations of the tool into account, the PERT/CPM is still one of the most widely used OR techniques <ref name="OR"/> . Even though the tool does not answer all the questions that a project manager may have, the answers that it does give are very useful, and many workstations already have the software package installed in order to use this tool. This tool is applicable for many projects even though other great project planning tools are available too.		Taking the limitations of the tool into account, the PERT/CPM is still one of the most widely used operations research techniques within project planning <ref name="OR"/> . Even though the tool does not answer all the questions that a project manager may have, the answers that it does give are very useful, and many workstations already have the software package installed in order to use this tool. This tool is applicable for many projects even though other great project planning tools are available too.

	== Alternative planning tools==		== Alternative planning tools==

EmmaEgelund: /* Introduction */

2023-05-09T19:15:03Z

Introduction

← Older revision		Revision as of 19:15, 9 May 2023
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	Network planning is a tool used in project, program and portfolio management in the planning process. The tool is great to give an overview and coordinate the activities in the given project in order to help project managers. Today it is set up as a software package to deal with the data and progress of the project. The two tools that will be described and elaborated in this article are the ''Critical Path Method'' (CPM) and the ''Program Evaluation and Review technique'' (PERT), which originally were independently developed, but today widely used as two tools merged into one <ref name="OR"/>. The tools work great together, combining the techniques from both. In general network planning can study many different kinds of problems such as project scheduling, risk analysis, cost minimization or Net Present Value maximization, <ref name="NW"/> which all depend on information that is needed from the project manager. Any delays within a project result in increased costs, which is highly avoidable<ref name="DP"/>.		Network planning is a tool used in project, program and portfolio management in the planning process. The tool is great to give an overview and coordinate the activities in the given project in order to help project managers. Today it is set up as a software package to deal with the data and progress of the project. The two tools that will be described and elaborated in this article are the ''Critical Path Method'' (CPM) and the ''Program Evaluation and Review technique'' (PERT), which originally were independently developed, but today widely used as two tools merged into one <ref name="OR"/>. The tools work great together, combining the techniques from both. In general network planning can study many different kinds of problems such as project scheduling, risk analysis, cost minimization or Net Present Value maximization, <ref name="NW"/> which all depend on information that is needed from the project manager. Any delays within a project result in increased costs, which is highly avoidable<ref name="DP"/>.

	The method is supported by the ISO 25000 standards that suggest three main processes for developing the schedule after identifying the activities. First step is sequence activities, then estimate activity duration and develop schedule <ref name="~~article~~"/>. In order to use those steps in network theory for planning a project and using the CPM/PERT method, they are set up in the following way. First, activity information is required, meaning that the project must be broken down into individual activities. Secondly, the precedence relationships are required, meaning that the immediate predecessor(s) for each activity is found. Finally, the time information is required, meaning that the duration of each activity must be estimated. The project network should convey this information so that the project manager can describe the project and make the schedule <ref name="OR"/>. The estimation technique that is used is similar to a bottom-up estimate, which is the opposite of the top-down estimate. A bottom-up estimate focus on estimating the duration of each activity before combining them all into the overall estimate of the project <ref name="estimate"/>.		The method is supported by the ISO 25000 standards that suggest three main processes for developing the schedule after identifying the activities. First step is sequence activities, then estimate activity duration and develop schedule <ref name="DP"/>. In order to use those steps in network theory for planning a project and using the CPM/PERT method, they are set up in the following way. First, activity information is required, meaning that the project must be broken down into individual activities. Secondly, the precedence relationships are required, meaning that the immediate predecessor(s) for each activity is found. Finally, the time information is required, meaning that the duration of each activity must be estimated. The project network should convey this information so that the project manager can describe the project and make the schedule <ref name="OR"/>. The estimation technique that is used is similar to a bottom-up estimate, which is the opposite of the top-down estimate. A bottom-up estimate focus on estimating the duration of each activity before combining them all into the overall estimate of the project <ref name="estimate"/>.

	==Network Theory==		==Network Theory==

EmmaEgelund: /* Network Theory */

2023-05-09T19:14:44Z

Network Theory

← Older revision		Revision as of 19:14, 9 May 2023
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	Consider a network with a number of nodes ''n'' and no initial arcs. By adding one arc at a time between the nodes, a tree will appear. The first arc can be between any of the nodes in the network, but along the way, an arc cannot be placed if it creates a cycle. A network of nodes connected through arcs is referred to as a spanning tree. A network therefore differs between being cyclic or acyclic and a spanning tree is acyclic.		Consider a network with a number of nodes ''n'' and no initial arcs. By adding one arc at a time between the nodes, a tree will appear. The first arc can be between any of the nodes in the network, but along the way, an arc cannot be placed if it creates a cycle. A network of nodes connected through arcs is referred to as a spanning tree. A network therefore differs between being cyclic or acyclic and a spanning tree is acyclic.

	A network will always have one or more start node(s) and finish node(s). A project network can be split into two, depending on whether the activity is on the node or on the arc. Those two types are referred to as ''Activity-on-arc'' (AOA) and ''Activity-on-node'' (AON). For the AOA, the node is separating the activities and therefore the arcs show the precedence relationship between the activities on the nodes. The AON is used in the CPM/PERT method, since it is simpler to construct, understand and revise than the AOA. As the name refers, the activity is on the node and the arcs only show the predecessors relationship. Except from the start node, a node will always have one incoming arc for each of the immediate predecessors, but multiple incoming arcs if the node has more than one. This article will from now on only focus on AON <ref name="OR"/>.		A network will always have one or more start node(s) and finish node(s). A project network can be split into two, depending on whether the activity is on the node or on the arc<ref name="article"/>. Those two types are referred to as ''Activity-on-arc'' (AOA) and ''Activity-on-node'' (AON). For the AOA, the node is separating the activities and therefore the arcs show the precedence relationship between the activities on the nodes. The AON is used in the CPM/PERT method, since it is simpler to construct, understand and revise than the AOA. As the name refers, the activity is on the node and the arcs only show the predecessors relationship. Except from the start node, a node will always have one incoming arc for each of the immediate predecessors, but multiple incoming arcs if the node has more than one. This article will from now on only focus on AON <ref name="OR"/>.

	==CPM/PERT==		==CPM/PERT==