Due to CPA (Critical path allowing a business to make more effective decisions. I feel due to the nature of the problem and the seriousness of the implications that it may cause, analysing a small element of the regime will allow for a clear more accurate assessment of whether it can be successfully implemented and reflects Glazzards intentions, relating to my objectives.
On the statement the heading programme category seems to be ideal to experiment with on constructing a form of network. Thus I am going to construct an example from:
- Steel supports – 1 day
- Flat jacks installation – 1 day
- First fix steelwork – 2-3 days
- Installation of balustrade – 1 day
This therefore will enable me to assess the ability to construct a network on a larger scale including resources and other form of planning required.
The basis of CPA technique is the preparation of a network diagram in which each job or activity can be performed is represented.
The arrangement of these activities indicates their sequence relative to each other.
However the network could also take the form of:
However as I was unsure of what form of network the procedure was I enquired and using common sense, I am able to construct the most likely network form the brief list on section 4 of the method statement.
Due to the large amount of emphasis on risk assessment it seemed sensible to include that as an activity. As you can see either way it is very critical, leaving Glazzard very little flexibility for delays or other lapses in the operation, which could affect my latter conclusion and recommendation.
Glazzard also seem to have included a specific installation sequence in the method statement. However they have not included the time or any other limitations or constraints. See appendix.
I therefore had decided to try to turn this into a form of a network, which clearly shows Glazzard itemise operations/particular operations in the installation, this case the steel to buildings.
I am unable to insert any work force assignment into the network nor other resources required or time limitations which I would have wanted in order to make a valuable accurate analysis of this. The other limitation would be that this is only constructed using my knowledge and Glazzards itemised listing, therefore is not as accurate as I would have needed. However it is a start into planning an implementation a form of regime Glazzard can follow for other projects. The best way forward next probably would be to try a small low profile installation statement.
In order to further this analysis of CPA/networking into Glazzards operations I have decided to introduce some form of calculations into the smaller network that was produced previously. Before I further the theory of CPA to a wider larger scale to the guideline of average set of operations/activities that Glazzard have.
So far I have covered the listings of Glazzards procedure named ‘programme’ on the method statement allowing the CPA network to be created. I therefore need to expand this bringing meaning into the network, by introducing network scheduling. This indicates the earliest starting date an event can be completed and the latest date by which an event must be completed.
All the procedures I follow with this smaller network I intend to apply to the larger network later on to allow for an accurate meaningful assessment.
EARLIEST DATE
The earliest starting date of an event is defined as the earliest date by which all activities leading into that activity can be completed. This information is recorded in the left hand box above the event. The process of calculating the earliest date of events in a network is known as a forward pass.
EARLIEST DATE OF AN EVENT =
Earliest date of the preceding event and duration of the activity between the proceeding event and the event being considered.
Calculations of EST
EST of node 1 is = 0 (0+0)
EST of node 2 is = 1 (0+1)
EST of node 3 is = 2 (2+2)
EST of node 4 is = 4/5 (2+2/3)
EST of node 5 is = 5/6 (4/5 +1)
LATEST DATE
Having established the earliest date an event can be completed, I now want all activities leading into an event must be completed, so that the start of activities leading from that event are not displayed. This will ensure that the total project (Network) is completed on time.
The latest date of an event is obtained by a process, which is the reverse of the method use to obtain the ‘earliest date’, and is called the backward pass.
THE LATEST DATE OF AN EVENT =
Latest date of the following event – the duration of the intervening activity.
Latest date calculations
LFT of node 1 = 0 (1-1)
LFT of node 2 = 1 (2-1)
LFT of node 3 = 2 (4/5 – 2/3)
LFT of node 4 = 4/5 (5/6 – 1)
LFT of node 5 = 5/6
I now have for each event in this mini network of the process of programming 2 dates, EST and LFT.
This allows me to see that a and b can only start once the risk assessment has been completed on day 1 a the earliest and latest time. Similarly c can only start once a and b have been completed therefore the earliest c can start is on day 2 and the latest it can start is also day 2.
This therefore demonstrates that the programme sector that I have networked is critical. This is the same as you can see on the network above through out all the LFT’s and EST’s are the same.
This therefore means that there can be no delays throughout completing the preceding tasks and starting the next events on the path, without prolonging the total finishing time of the programme. The critical path is shown above with //.
In order to improve the overall project duration one must reduce the duration of the activities on the critical path. If individual activities are delayed then the critical path through out the network will change. Causing the network to be more critical. Creating negative implications on Glazzard as creating the network to become more critical means that there is a greater chance for the completion of the installation to be delayed. Thus a late completion could lead to a dissatisfied customer and creating penalty charges. This then will mean an increase in costs, which is not advantages considering I’m trying to cut costs, mentioned in my objectives through a new regime of planning. This shows that Glazzard operate on a very tight schedule due to the criticality.
However for the programme I have the EST and LFT, which now allows me to introduce the float calculations.
One of the main purposes of the network diagram is to identify which activities can be
Delayed, or to put it another way, if an activity is delayed, will the delay affect the minimum duration time?
This can be done in 2 ways:
The total float – Which represents the amount of delay available on any single activity, which does not delay the project duration. I.e. how long an activity can be extended/postponed so that the project is still finished within the maximum duration time.
Calculated by:
LFT - EST of an individual activity. (LFT = EST + duration)
Therefore
Total Float = LFT at the end of the activity – duration – EST at beginning of the activity.
Therefore applying this to the network:
ACTIVITY LFT - DURATION - EST = TF
RA 1 - 1 - 0 = 0
A 2 - 1 - 1 = 0
B 2 - 1 - 1 = 0
C 4/5 - 2/3 - 2 = 0
D 5/6 - 1 - 4/5 = 0
With the total float being the amount of time that an activity may be delayed from its early starting time without delaying the project finish date. These calculations above clearly demonstrate that on this mini programme network Glazzard has no time in any of the activities to delay. If they do then they will affect the project finish date.
Like I previously mentioned this would not be advantageous to Glazzard, it would not only be disruptive but detrimental on their customer base regarding their satisfaction and reputation of effectiveness and efficiency. As customers would be dissatisfied this would lead to a decrease in custom therefore creating a fall in turnover and creating a lower competitiveness within the market.
Glazzards in the case of this network and the float calculation are operating on a critical time scale. Which is not apparent on just a list format but is displayed once a network has been constructed and necessary calculations done.
The other way is to calculate a free float. Which represents the amount of delay available on each activity, which does not delay the EST of the next activity.
Calculated by:
EST at end of activity - Duration - EST at beginning of activity
Thus using the programme network.
ACTIVITY EST (End) - Duration - EST (beginning) = FF
RA 1 - 1 - 0 = 0
A 2 - 1 - 1 = 0
B 2 - 1 - 1 = 0
C 4/5 - 2/3 - 2 = 0
D 5/6 - 1 - 4/5 = 0
The float times measure the degree that an activity may be adjustable in the project timetable/schedule. Once again the calculations demonstrate implications and obstacles Glazzard are faced with their planning.
These free float calculations shows the amount of time that an activity can be delayed without delaying the earliest starting time of any successive activities.
Thus from the results, I feel they illustrate that Glazzard have no time that an activity can be delayed. Therefore is they were to delay then there is a very high probability that the start of the successive activity will be delayed. Which will ultimately mean that then the start of the next activity is delayed, which could have a ‘knock on’ effect to all of the other successive activities. Meaning that if the project is late finishing the implications can only be detrimental to Glazzard both to their planning internally and externally in the market.
Carrying out this mini analysis of the programme network has established some of my objectives. As it shows Glazzard have the resources and context to network their procedures, accomplishing objective 1.
However I have only applied this technique to a small aspect of Glazzards process. Therefore I feel that I have not taken full advantage of the fact critical path analysis provides Glazzard (the decision makers) with a picture of a problem, which may be easier to interpret than on a list format such as a method statement.
Therefore in order to fully attempt to achieve my objectives I feel I need to take the networking to the next level. I.e. apply the CPA theory to the average/guideline process I listed in the early stages of the analysis.