O constructing a project network once all the tasks

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o Constructing a Project Network Once all the tasks in the project are listed, the relationships between them are examined and the tasks are placed in the sequence in which they will occur. The resulting network diagram depicts this sequence and their relationships; as such, the project network is a critical step in the schedule development and management process .
The project network is the difference between a list of tasks with durations and start/finish dates; and a well-coordinated plan for when the tasks will be accomplished. Its advantage also lies in its ability to strategize for “what if” analyses, such as where there are resource constraints and time critical tasks, and the impacts of early or late start or finish times. You can construct a project network using the process known as the Critical Path Method (CPM); consisting of the following action steps: Forward Pass Backward Pass Critical Path Float/Slack o Critical Path Method (CPM) The CPM method is used to calculate the theoretical earliest start and finish times for schedule tasks, and also their latest start and finish times, based either on a defined start or finish date. CPM involves: A “ forward pass ” through the schedule network. A forward pass begins with the first task in the schedule and continues to the last task in accordance with the relationships between the tasks. This results in the earliest start and finish dates. A “ backward pass ” is then performed beginning with the last task, and working backwards through the network to the first task while adhering to the task relationships. The backward pass results in the latest start and finish dates for all the tasks. Once the above information is known, the critical path of the project can then be determined, as well as any float associated with schedule tasks. o Critical Path The critical path is: The path with the least amount of float or slack – Usually, tasks located on the critical path do not have any float or slack. This means that tasks on the critical path cannot be delayed without delaying the finish time of the entire project. The sequence of tasks through the schedule network which has the longest total duration – Hence, this path established the minimum length of time to complete the project. Once the forward and backward passes have been completed, the critical path can be determined. o Take Note Ideally, a project should have only one critical path . But given the complexity of most projects which may have hundreds, thousands, or even tens of
thousands of tasks involved, it is not unusual to sometimes have more than one critical path. o Float/Slack Once the backward pass is completed, the tasks with and without float/slack can be determined.

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