Application
Networks are the tools employed by planners for planning and controlling the project time objectives. These are instruments representing the mutually agreed plan of action between client and the project executing agencies. Although their preparation, monitoring and revision is generally confined within the planning department, they form the basis for discussion and communication of information among the project management team and with the client.
Network-analysis is the most useful technique developed to help the project management perform its functions efficiently. Experience shows that in complex construction projects:
Networks are the tools employed by planners for planning and controlling the project time objectives. These are instruments representing the mutually agreed plan of action between client and the project executing agencies. Although their preparation, monitoring and revision is generally confined within the planning department, they form the basis for discussion and communication of information among the project management team and with the client.
Network-analysis is the most useful technique developed to help the project management perform its functions efficiently. Experience shows that in complex construction projects:
1.
The CPM is best suited for
developing sub project, task or work-package sub networks having activities
with deterministic single-time duration.
2.
The PN is better suited for time
planning of construction projects.
3.
Network containing up to 300
activities or work-packages are manageable while those above this are difficult
to comprehend. Generally, the large-sized projects employing PNA technique use
the following levels of details:
Network Classification
Level of Details
Project summary networks
Sub-project
networks
Project master networks
Work
packages
Sub-project networks
Activities
Limitations of Network Techniques
1.
Though simple and straightforward,
the introduction of network analysis requires specialized traning.
2.
Network analysis is not very useful
for planning repetitive type of work. The planning of such projects needs
scheduling rather than preparation of a ladder-type network. However, an
integrated use of project network and line-of-balance technique can be usefully
adopted for repetitive projects.
3.
Network analysis provides the means
for taking decisions, but the actual decisions have to be made by the
management itself. It is not a substitute for bad management.
4.
Network analysis indicates practical
courses of action to accomplish specified time objectives. A project network
shows the sequence and interdependence of activities. A network is scheduled to
determine the commencement and termination date of each activity for
accomplishing the task within stipulated time by using the optimum level of
resources. It is the schedule which outlines plan for execution of work and not
the network itself.
