That is, the bottom right box equals the top right box. To perform the backward pass, do the following step by step procedure. These are defined as the earliest date that the task can finish, and the latest date that the task can finish, without affecting the completion date of the project. The purpose of the backward pass is to determine the Late Start, LS, (bottom left box) dates and Late Finish, LF, (bottom right box) dates for each task. In this example, the project completion date is on day 17. The forward pass in our example looks like this: Proceed through all of the tasks in this fashion.However, when there are two (or more) tasks that merge back into one, choose the highest LS.If moving from one task to two (or more), both tasks get the same ES, that is, they both start the day after the previous task.Simply add one, because the next task simply starts on the day after the previous one completes.Enter a “1” for the ES (top left) of the first task.The grand result of the forward pass is the completion date of the project, which is the EF (top right box) of the final task. These are defined as the earliest dates that the task can start. The purpose of the forward pass is to determine the Early Start (top left box) dates, usually abbreviated ES, and the Early Finish (top right box) dates, usually abbreviated EF, for each task. Once the task durations are entered, it’s time to proceed to the forward pass. Once the task durations are known, they are entered into the top, middle box. The task durations are an integral step in the schedule and they must be estimated accurately. Once the tasks are chosen, the network is created by way of task dependencies, that is, each task’s predecessor tasks are determined. If you have too few tasks, there is little point in creating a network diagram because large, unrelated work is managed within the same task. If you have too many tasks, it becomes burdensome and micromanaged. Make sure each task represents one interrelated unit of work. The WBS is actually a deliverable-oriented subdivision of the work, focusing on the project deliverables rather than strictly tasks to be completed. This is usually called a Work Breakdown Structure (WBS), although the Project Management Body of Knowledge (PMBOK) differentiates between a WBS and an Activity List.
The project is subdivided into its constituent tasks. Although there are a few steps, network diagrams are not very difficult to produce and a simple step by step process is not hard to remember. Total float is calculated using a network diagram. That being said, traditional network diagramming techniques use the total float, so project management is normally based on the total float, while free float is not used unless it is necessary. Future tasks are delayed in a domino effect, but unless the delay reaches the total float, the overall project completion date is unaffected. The reason there are two types of float is because a delayed task is probably not a concern if the next task is able to “absorb” the delay.
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