Building the Network Diagram

Because the network diagram can be a long and detailed map of the project, you probably don t want to enter it into a computer on the first draft. One of the best methods of building and implementing the network diagram is on a whiteboard utilizing sticky notes. A project manager, along with the project team, should begin by defining the origin work unit on a sticky note and then defining the project deliverables on another sticky note. On the left of the whiteboard, place the origin task, and on the right, place the deliverables. Now the project manager and the project team can use the activity list to identify the relationships between the units of work.

You and the team will continue to create the PND by adding activities in the order they should happen based on upstream and downstream activities. This can be a long process but it s necessary in order to complete the PND. Chances are you ll be moving activities around and changing their relationships ”that s why the whiteboard and sticky notes are so nice.

Once the network diagram has been roughed out, you ll refer to your time estimates for each activity. You can use the WBS, PERT, and supporting details to reiterate the amount of time allotted for each task. Once the units of time have been recorded, you may then begin to assign the resources to the tasks. Use sticky notes to move and strategize the relationships between the tasks, connecting each task with an arrow and identifying the relationship between the tasks to be implemented. You will have to consider the availability of the resources to determine if tasks can truly run concurrently within a network diagram. In other words, you can t assign Susan the programmer to two activities that are supposed to happen at the same time.

Once the initial diagram is constructed , examine the activity lists and the WBS to determine if tasks or project deliverables have been omitted. If you find omissions, you will want to update the WBS and task list to reflect the work and deliverables you ve found. Examine the relationships directly between tasks but also the relationships of tasks upstream and downstream. Review these relationships to see if you can edit any of the tasks to save time or resources. If so, rearrange the necessary tasks to update the diagram. A balance of acceptable risk and predictable outcome is required to discern the type of relationships between each task.

A project manager must also consider business cycles, holidays, and reasonable times for completing each task. For example, a company has sent new cellular modem cards to all of its employees working out of the office on laptops. Part of the deployment requests that the users in the field connect to the corporate LAN as soon as they receive their cellular cards. There must be a reasonable amount of time allotted between the cards being shipped to the users in the field and the confirmation that the cards have been received.

Finally, once the network diagram has been created, break for a day or two to allow the team to ponder any additional tasks or other considerations in the workflow prior to implementing the plan. When you reconvene to finalize the network diagram, consider the amount of risk you ve allowed into the project by asking these questions:

• Are there adequate resources to complete the project?

• Are the time estimations accurate?

• Are there too many concurrent tasks?

• Are resources spread too thin?

• Is this a proven plan?

• Is the plan realistic?