White Pages | Index | Introduction | Creating Plans | Scheduling the Project | More Advanced Topics

Introduction to Critical Path Analysis
The Role of the Computer
The Role of the Project Planner/Manager
Identifying Tasks or Activities
Activity Numbering

Hornet uses a technique of project management known as Precedence Networking; this is also known as Activity on Node, or more generally as Network Analysis, or Critical Path Analysis (CPA). This technique is just one of a series of project management methods that may be used, some of these are similar in approach, for example Activity on Arrow (or Arrow Networks), whilst other methods are designed to meet particular requirements: e.g. Line of balance, Time Chainage Chart.

CPA is one of many network analysis techniques based on the concept that any project can be divided into a number of activities, or tasks, all of which must be accomplished (completed) before the project is finished. Most projects are time critical - they have to be completed within a fixed time span - and network analysis methods build on an assessment of durations of the individual tasks to give an overall duration of the project.

In even the smallest project it is obvious that more than one task can be progressing at a time and that there is a controlling sequence to the tasks to ensure a valid progression. This is the logical sequence for the tasks and it is these logical constraints (or Logic Links between the tasks) that give rise to the term ‘network’, and is a vital aspect to the method of critical path analysis.

A further aspect of a project is the determination of the manpower and costs (collectively known as resources) that are required to undertake the project. This aspect may be just a straight forward assessment process - determine the manpower to complete the project - but more typically matching the availability of certain resources to tasks can and will be undertaken. In some cases it is the forecast availability of resources that will determine all aspects of project scheduling and planning.

We have, therefore, identified the four key elements of precedence networking:-

• The identification of a series of tasks or activities that make up the project as a whole;
• An assessment of the time or duration required to complete the identified tasks;
• Identification of the logical constraints that determines the order in which tasks are to be (or can be) completed;
• Allocation of the resources (costs, manpower, equipment etc.) that are required to complete tasks.

CPA or Network Analysis is a management tool which makes it easy to build all these components up into an overall project model (or plan) which can then be used to identify overall timescales, order points for key items of equipment or materials, bottlenecks where specific tasks are holding up overall progress of the project, areas where there will be insufficient resources available, future cash flow requirements and so the list goes on.

Generally the first three topics listed above are considered in the compilation of a project plan. These are considered together under the topic of Creating Network Plans.

Your computer and your Hornet Windmill system combine to provide a tool to help you plan, monitor and manage your projects within your organisations. In themselves they cannot, however regrettably, plan your project for you. Being able to point the computer screen out of the window and interpret the planning role required in the real world is something that is well beyond the bounds of reality. Think of your computer system as a Planning Tool that you can use to help in your role as Project Manager.

The computer system offers many advantages in the functions that it can perform:-

• collate a large series of activity data and logical constraints into an overall project model;
• calculate the scheduled start/finish dates for tasks in the project quickly, reliably and as frequently as required;
• give a visual representation of the project on your computer screen;
• calculate resource profiles to show resource requirements for the project based on the current plan;
• prepare project management reports and schedules based on the current plan (e.g. bar charts, date schedules, histograms etc.);
• allow you to sort project tasks into different groups and/or sequences and produce specific reports to meet particular needs within the project management team.

This list is by no means exhaustive but demonstrates the ability of a computer system to process large amounts of detailed information quickly.

To provide the understanding, judgement, experience and expertise to plan and control the project. Much of this role is all too often taken for granted and seems so obvious that it is overlooked and under valued. However, remember that a computer is unable to assess situations and think for itself and it can only give results based on a fixed (and often limited) series of mathematically based rules. Note also that the management of a project rarely yields to a ‘correct’ or ‘perfect’ answer or solution - there are many solutions to the execution of a project, some better than others (some solutions definitely worse or even unworkable) - but all are valid or ‘correct’ provided they meet the original targets defined for the completion of the project.

Here are some of the tasks you provide for the project:-

• identify the tasks or activities into which the overall project is to be broken down;
• estimate the time (and resources) required to complete the tasks identified - you will base this on experience or from records detailing past projects;
• define the logical constraints to ensure tasks are scheduled in the correct order;
• apply existing work practises to ensure project staff can use their past experience effectively and understand what is expected of them;
• assess the schedule calculated by the computer, identify areas that do not meet project requirements (take too long or start too late) and explore workable alternatives;
• liaise with other project members to check the validity of the project model and the programme of tasks;
• bridge the gap between the dates/logical links given by the computer results and the detail of what takes place in the real world;
• define the type of reports and other information you require for your project members and prepare these.

Again this list is not exhaustive and it has not been taken as far as monitoring the project, making changes to the plan to reflect unforeseen problems and events, the ongoing quest to improve the plan to give a better overall conclusion to the project (finish earlier or make additional profits on the project). These are all tasks that cannot be done by the computer.

Having established the overall framework for your project the next step is to start breaking the total project down into single tasks or activities. Each of these tasks will be entered into Hornet as a single item of work, together with it’s appropriate duration and resources etc., and are referred to as ‘Activities’ within these notes.

You may prefer to create your list of activities first, particularly if the project is entirely new to you, or you may combine this operation with setting activity durations and/or logical links. You may also wish to enter the details directly into Hornet.

In defining your list of activities consider the following guide lines:-

• identify activities as single items of project work, items that are progressed by single teams or sections within your organisation;
• balance the content of the work so that single activities are not excessively large - break large tasks down into a series of activities;
• avoid creating lots of small activities - you can always break down the larger activities at a later date if required;
• follow any standard activity sequences that your organisation uses e.g. Specification, Design, Approval, Manufacture;
• do not forget the hidden or third party items of work, particularly if they involve delays, e.g. awaiting design approvals;
• identify activities so that a sequence of tasks can be added to the project model as a sequential sequence (i.e. using Finish to Start links);
• try and span the complete project to the same level of detail - if necessary activities that are scheduled to start early in the project can be planned in more detail once the project framework is defined;
• identify key points in the project as ‘key’ or ‘milestone’ activities - project completion is an obvious milestone but define others throughout the project (these items will be added as additional activities to the project plan and can be used to give summary reports).

Hornet requires all activities to be identified or numbered and you will need to decide how you wish to set this up. Hornet supports two styles of numbering:-

• Numeric numbers running from 1 to 99999 inclusive, plus intermediate numbers to two decimal places e.g. 100.4, 2432.46.
• Alpha style numbers which may include letters and digits (letters are always considered as upper case, the total length of the number is 8 characters, intermediate space characters are not permitted).

Generally the numeric style of numbering is the more flexible and allows for expansion as the project progresses and this numbering style is recommended. The following points should be considered when allocating numbers to activities in the project:-

• Activities are usually sorted into ascending numeric sequence on reports (although other sorting may be used, e.g. for a start date sequence) so number sequences of activities in an ascending and sequential manner to ensure they are listed together on reports;
• Activities may be selected by number range (in addition to other selection criteria) so group activities under ranges of numbers to keep them together and easily identified;
• Hornet includes a ‘grouping’ facility whereby a group of related activities may be held together as a single group and drawn as a series of separate bars across a single line on a bar chart; this grouping may be applied to activities held under the same whole number (integer value), or activities grouped in 10’s,100’s etc.;
• Leave gaps in the activity numbering to allow for future expansion of the project as new activities are added;

Hornet does allow you to renumber activities in the project, either renumbering just a section of the project or all activities in the network, so you can change activity numbering at a later date. This facility may be used to give all activities a straight sequential count, 1,2,3,4... etc., however this is not recommended for projects that are to be monitored and progressed over time as providing reports that continually offer renumbered activities will be very confusing to other project members.