PROJECT PLANNING

Dr. TOLGA ÇELİK

CIVIL ENGINEERING DEPARTMENT

1
OBJECTIVES OF PROJECT PLANNING
Planning a project is an administrative process. The
objectives of planning are:
– To forecast the resource requirements of people,
material and equipment.
– To forecast the financial requirements.
– To provide a suitable control tool against which
progress can be measured.
– To minimize the unproductive time of both men
and machine.
– To find the time required completing the project.
– To establish the time for delivering the materials
required.
2
PRINCIPLES OF PROJECT PLANNING
Planning techniques range from simple bar charts to
computerized network analysis. However all
techniques are based on certain principles such as:
i. The plan should provide information in a readily
understood form.
ii. The plan should be realistic. There is no point, for
example, in planning a building to be completed in six
months, if the delivery period for cement is five months.
iii. The plan should be flexible. It should be possible to alter
certain elements without disrupting the entire plan when
circumstances change.
iv. The plan should serve as a basis for progress monitoring
and control.
v. The plan should be comprehensive. It should cover all the
stages from briefing to commissioning.

3
 PLANNING TECHNIQUES
The most common and widely used project planning
techniques are:
1. Bar charts and linked bar charts.
2. Network analysis, either activity on the arrow or
on the node.
3. Line of balance, for repetitive construction work.

4
 BAR CHARTS AND LINKED BAR
CHARTS
• Bar charts are the easiest to understand.
• Most widely used form of planning tool.
• Even when the more sophisticated techniques like
network analysis are used the eventual schedule of
work is usually presented in bar chart form.
• In the bar chart technique, the list of activities is given
and the duration of activities are shown as bars
corresponding to each activity.
• The length of the bar determines the duration of
activities in a time scale system.
• The unit of time on construction projects are normally
days or weeks or months. See Fig. 5.1.

5
 Figure 5.1- Typical Bar Charts
TIME SCALE (weeks)
Activity Duration
Description (weeks) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Exc. to founds
and basement ST 2
Exc. To founds
and basement CO 6
Waterproof lining
to basement 6
Breakout old
Sub structure 1
Conc. Founds
ST 3
Conc. Founds
CO 3
Conc. Basement
walls 2

TIME NOW 6
 PROGRESS CONTROL CHARTS
• Bar Charts can be used as a progress control chart.
• The bars are drawn in two sections, the upper section showing the
planned time, the lower section left blank for recording progress.
• At the end of each time period the amount of work done in each
activity is recorded by shading the lower section.
• Figure 5.1 shows time now as being end of week 7, the shading on
the chart shows activities ‘Exc. To founds and basement ST’ and
‘Conc. Founds ST’ are 100% complete.
• Activity ‘Exc. To founds and basement CO’ is shown as being four-
sixths or 67% complete whereas, to be on programmed, it should be
83% (five-sixth) complete.
• This means that this activity is unlikely to finish at the end of week 8
as planned.
• Lower section could be extended to show the new time of finishing.
• The effect on the other activities would need to be calculated.
• This effect would be more easily studied by using an extension to
the simple bar chart such as the linked bar chart. 7
 LINKED BAR CHARTS
• The linked bar chart, (shown in Fig. 5.2) shows the links between
an activity and the preceding activities which have to be complete
before this activity can start.
• Similarly the links are shown between the activity and the
succeeding activities, which are dependent on the activity being
completed.
• This illustration of dependency between activities has the
advantage that the effects of delays in any activity are easily seen.
• The time available for each activity is also displayed: for example,
in Fig. 5.2 activity ‘Conc. Founds ST’ is shown as starting on week
3 and finishing on week 5, but it can be seen that the absolute
deadline before it interferes with the next succeeding activity,
‘Conc. Founds CO’, is end of week 9.
• This activity has some ‘float’ or extra time available before any
delay affects other activities.
• Activity ‘Exc. to founds and basement CO’ for example has no float
and must be completed by week 8; this is usually called a critical
activity. 8
 Figure 5.2- Linked Bar Charts
TIME SCALE (weeks)
Activity Duration
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Description (weeks)
Exc. to founds (4) (4)

and basement ST
2
Exc. To founds (4) (4) (4) (4) (4) (4)

and basement CO
6
Waterproof lining (2) (2) (2) (2) (2) (2)

to basement
6
Breakout old (2)

Sub structure
1
Conc. Founds (3) (3) (3)

ST
3
Conc. Founds (3) (3) (3)

CO
3
Conc. Basement (3) (3)

walls
2
7
6
5
4
RESOURCE (DIAGRAM) 3
HISTOGRAM 2 9
1
 RESOURCE HISTOGRAMS
• The bar chart is also useful for calculating the resources required for the
project.
• To add the resources, say laborers, to each activity and total them as in
Fig. 5.2 is called resource aggregation.
• A resource aggregation chart similar to the one produced in Fig. 5.2 for
laborers can also be done separately for other resource types such as
carpenters or steel fixers, or cranes.
• The bar chart and the resource aggregation charts are useful for
estimating the work content in terms of man-hours or machine hours.
• Similar calculations done on site may be used to check the work content
implied by the estimate, so as to determine whether the chosen
construction methods will result in a profit or loss.
• Cost control is more effectively based on such assessment of
construction method than on simple historical cost checks.
• Bar charts as mean of communication between engineers and foreman
are particularly useful and can be improved by color coding the
activities, for example blue for carpenters, yellow for steel fixers etc.
• The vertical links indicate dependency between activities; the broken
lines indicate ‘float’. Laborers required shown in brackets.
10
 ACTIVITY DEFINITION
Activity definition involves identifying and
documenting the specific activities that must be
performed in order to produce the deliverables and
sub-deliverables identified in the work breakdown
structure (bill of quantity) as shown in below table.

11
 ACTIVITY DEFINITION
Item Activity Description
A1 Excavation
A2 Sand under Footing
A3 Compact Soil
A4 Hardcore
B11 Plain concrete for footings
B12 Plain concrete for slabs on grade
B13 Plain concrete for roof grading
B21 Reinforced concrete for footings
B22 Reinforced concrete for ground beams
C1 Reinforcement For Footing
C2 Reinforcement For Columns
12
Activity Duration Estimation (continued)
• If the work is expressed in terms of quantity (m2 of
formwork, ton of steel, m3 of concrete etc) then
activity duration is estimated as:

• Dij = Duration of activity in units of time

• Qij = Quantity (m2, m3, ton, pieces etc)
• Pij = Average productivity of standard crew
• Nij = Number of standard crew assigned to activity

13
Activity Duration Estimation (continued)
A small formwork subcontractor is awarded to erect
1000 m2 of formwork. The daily production rate of one
crew is 25 m2.

a. Calculate the number of days required to complete the

job if the subcontractor has 4 crew.

b. Calculate the number of days required to complete the

job if the subcontractor has 8 crew.

14
Activity Duration Estimation (continued)
A small formwork subcontractor is awarded to erect
formwork. It has been estimated 80 labor-days is
required to complete the job.
a) Calculate the number of days required to
complete the job if the subcontractor has 4
crew, each crew is made up of two workers.

b) Calculate the number of days required to

complete the job if the subcontractor has 8
crew, each crew made up of two workers.

15
BEGINNING-OF-DAY OR END-OF-DAY

• In scheduling there are two conventions for describing

days.
• Beginning of day
• End of day
• in this course, we follow the end-of-day convention:
any date mentioned for an activity means the end of
that day.
• in beginning of day convention, projects start at the
beginning of day l, which becomes the end of day 0.

16
End-of-day Convention: Beginning-of-day Convention:

0 1 2 3 4 5 6 7 1 2 3 4 5 6 7 8
Activity Activity

A A
B B
C C
D D

17
 BAR CHART Example 5.1

Anadol Construction Company is awarded a contract

to construct a medium sized residential building.
Project’s activity list and their relationships are
given in table 5.1 below.
– Draw linked bar chart.
– Find project completion time.
– Find critical path(s).

18
 TABLE 5.1 – Activity Table

Activities Activity Description Duration (days) Preceeding

A Organize 1 -
B Site layout 1 -
C Excavation 2 A, B
D Foundation 4 C
E Floor slab 1 D
F Structures 6 E
G Roof construction 2 F
H Brick work 4 F
I Masonry 1 F
J Plumbing & electrical work 2 H
K Plastering 4 H,I
L Door and windows 1 K
M Roof covering 1 G
N Painting 2 G,J,L
O Glazing 1 L
P Clearing 1 M, N, O
19
 SOLUTION OF EXAMPLE 5.1
a) Linked Bar Chart
A

b) Project completion time is 26 days.

c) Critical Path(s) are : (1) A-C-D-E-F-H-K-L-N-P
: (2) B-C-D-E-F-H-K-L-N-P 20
 Bar Chart Example 5.2
A company is bidding on a work. There are significant
liquidated damages if it can not be completed within
the scheduled 20 days. The activities, their durations,
and relationships are as listed in table 5.2

– Draw linked bar chart.

– Find project completion time.
– Find critical path(s).

21
 TABLE 5.2 FOR EXAMPLE 5.2
Activity Preceeding Duration(days) Relationship Lag
A - 2 - -
B A 4 FS 2
C A 3 FS 1
D A 2 SS 1
E B, C 4 FS,FS 2,0
F C 3 FS 0
G D 5 FS 0
H E, F 4 FS, SS 2, 2
I F 2 FS 0
J G 2 FS 2
22
 SOLUTION OF EXAMPLE 5.2

a) Linked Bar Chart

b) Project completion time 20 days

c) Critical path(s) is : A-B-E-H 23
 NETWORK ANALYSIS
Network analysis offers little more than a linked bar
chart, but its protagonists claim, with some
justification, that the smaller, self-contained steps of
a network are more applicable to complex operations
than is the bar chart, and that the greater rigor
imposed by the logic diagram produces more
realistic models of the proposed work.

24
POPULAR FORMS OF NETWORK ANALYSIS
• There are two popular forms of network
analysis
– activity on the arrow
– activity on the node (precedence diagram)
• Each of these approaches offer virtually the same
facilities and it seems largely a matter of preference,
which is used.
• Enthusiasts of precedence diagrams claim that the
technique is more easily understood by the
uninitiated.
• ‘Activity on the arrows’ will be described first and the
differences with ‘precedence diagrams’ will be
highlighted.
25
STEPS IN PRODUCING A NETWORK

a) Listing the activities

b) Producing a network showing the logical
relationship between activities
c) Assessing the duration of each activity,
producing a schedule, and determining the
start and finish times of each activity and the
float available
d) Assessing the resources required
In producing a bar chart (b) and (c) are taken in one
step and therefore in complex projects the various
alternatives are unlikely to be considered.

26
 ACTIVITY ON THE ARROW
The preparing of a network, activity on the arrow,
follows the steps listed above.
a) Identifying the activities
b) Producing schedule.
c) Durations Time analysis
d) Assessing resources
In system of planning, an arrow represents the
activity.
The length of the arrow is included in the network
has no relations with the duration of the activity.

27
28
29
30
31
32
33
 IDENTIFYING THE ACTIVITIES
• The points at where arrows start or finish are called
events.
• The numbering of these events provides a method of
identification of activities.
• As an example the ‘Conc. Basement CO’ activity in
Fig. 5.4 would be called activity (4)-(5).
• Excepting that each event must have a unique number
there are no special rules to observe.
• Most practitioners begin numbering at the start of the
network and progress through the events in numerical
order until the end event is reached, ensuring that the
number at the tail of an arrow is always smaller than
that at the head of the arrow.
34
 3
Waterproofing lining to
Exc. Found. & 8 8 Basement
Basement CO
(6)
Exc. Found. (6) Conc. Basement
1 & Basement ST 2 Breakout old 5 Walls 6
sub structure
0 0 2 2 14 14 (2) 16 16
(2) (1)

Conc. Found. ST Concr. Basement CO

(3) (3)
4
9 11

Figure 5.4 – A network showing durations, event numbers and even times

35
 DUMMY ARROWS
• There may be situations where two arrows leave the same
event and arrive together at another event.
• In this case the activities would have the same identification
numbers.
• To avoid this, a dummy is used and an extra event introduced
thus ensuring that each activity has a unique identification.

16 17 16 18

17
Two activities having the same
identification (reference) number, Extra event and a dummy arrow
(wrong). provided unique identification,
(correct).

36
 DUMMY ARROWS
A C

B D

Fig. 5.3. A dummy arrow to maintain correct logic.

37
 CRITICAL ACTIVITIES

• Critical activities are those that can’t be

delayed without extending the project
duration.
• These are activities with no float.
• The early start times and late start times are
equal.
• Also early finish times and late finish times
are equal.

38
 CRITICAL PATH(S)
• The path (or Paths) from the first activity to the last
activity in the network that passes through only those
activities that have zero total float.
• Each project has at least one critical path.
• If one of more activities on the critical path takes
longer than planned, the whole project schedule will
slip unless corrective action is taken.
– The critical path can change as the project
progresses.
– Knowing the critical path helps to make schedule
trade-offs.
– Any critical path must be continuous from the start
of the project till its end.
39
 PRODUCING SCHEDULE
• In producing a schedule the logic of the work must be cleared out.
• The meaning of the logic here is which activities will be done first
and which activities will be done next.
• The sequence of activities can be obtained three questions in asked.
– Which activities must be complete before this activity starts?
– Which activities cannot start until this activity is complete?
– Which activities have no logical relationship with this activity and
can therefore take place at the same time?
• Ignoring the restraints that will be placed upon the sequence of
activities by resources, either labor or plant, the network that
satisfies the above questions will show the logical relationship of all
activities.
• It may be necessary to use dummy arrows, drawn as broken lines,
which do not represent any activity but are simply a logical link.
• For example, if activity C was dependent on only A and B being
completed and activity D was dependent only on B being completed,
the network would require a dummy arrow to represent the logic.40
 DURATIONS AND TIME ANALYSIS
• The time required for each activity needs to be
estimated; the estimate of duration will be based on
– knowledge of the work;
– experience, records and work study.
• Once estimated, the duration of each activity is marked
against the arrow in the logic network.
• The event numbers are written on the nominator in the
event circle.
• The earliest possible time of each event is then
calculated and written in the left-hand side of each
event denominator. ]
• This has determined the earliest possible start time of
each activity. (See Figure 5.4).
41
DURATIONS AND TIME ANALYSIS (Forward Pass)
• Looking at Figure 5.4,
• The earliest time of event (1) is 0, the earliest time of
event (2) is 0+2=2, the earliest time of event (3) is
2+6=8 and so on.
• The point to watch is that where two paths or chains
of activities merge, as for example at event (4) or (5),
the longest path determines the earliest possible time
of the event.
• At event (4) the path via event (3) produces an earliest
time of 8:1=9 which is greater than the path direct
from (2) a producer an earliest time of 2+3=5.
• Therefore, 9 is the earliest time of event (4).
• The calculation of the earliest event times is known as
the forward pass.
42
DURATIONS AND TIME ANALYSIS (Backward Pass)
• The reverse process, the backward pass, determines
the latest possible time for event to be finished.
• The latest event time is calculated and written in the
right-hand side denominator of each event.
• The calculations are shown in Fig. 5.4.
• The latest time of the finish event, event (5), is taken as
16 weeks; the latest time of event (5) is 16-2=14; and of
event (4) it is 14-3=11.
• Event (3) is determined by the earlier or smaller
calculated latest time, i.e. one calculation for event (3)
from event (4) is 14-6=8 and the other is 11-1=10,
therefore the latest time of event (3) is 8.
• If event (3) was any later than 8 the time to complete
activities (3)-(5) and (5)-(6) would extend beyond the
project end data of 16. 43
 FLOAT

• Having completed the forward and backward passes,

the earliest and latest times of each event are
known.
• From this, the ‘float’ or spare time available for each
activity can be calculated.
• Critical activities, which have no float, are those
whose earliest and latest time of start event
coincide, whose earliest and latest time of finish
event coincide and the time difference between the
start event and finish event equals duration of the
activity.

44
 FLOAT (continued)
• Figure 5.6 shows an activity extracted from the network
in Fig. 5.4.
• The times shown refer to the event times and have the
following meanings.
– The earliest time of start event is the earliest possible time the
activity can start.
– The latest time of finish event is the latest time the activity can
finish without delaying the completion of the project.
– The latest time of start event is the latest time a preceding
activity may finish, and
– The earliest time of finish event is the earliest time that a
succeeding activity may start.
• Knowing these times, the float can be calculated.

45
 FLOAT (continued)
• Fig. 5.6 shows the calculation of total float and free float.
• Total float is the total amount of time by which the
activity could be extended or delayed and still not
interfere with the project end date.
• Total float is the total time available for the activity less
the duration, i.e. the latest time of the finish event less
the earliest time of the start event less the duration.
• If the total float for one activity is completely used up by
the activity then some of the total float of the succeeding
activity is also used.

46
 FLOAT (continued)
• Free float, however, is the amount of time by which an
activity could be extended or delayed without interfering
with the succeeding activity.
• Free float is calculated by the earliest time of the finish
event less earliest time of the start event less the
duration.
• Free float assumes both the preceding and succeeding
activities start as early as early as possible.
• Using the example in Fig. 5.6 the total float o activity (2)-
(4) is 11-2-3+6, and the free float is 9-2-3=4.
• Difference between total float and free float is sometimes
referred to as independent float, as shown in Fig. 5.6.
• It is the amount of total float shared by the succeeding
activity.
47
Figure 5.6 48
49
50
51
FLOATS (continued)

52
53
54
55
 ASSESSING RESOURCES
• In estimating the duration of an activity, the resources
required for that activity have to be considered.
• For example, an activity with a work content of 20
carpenter-days requires two carpenters for 10 days,
the first and most widely used assessment of
resources is the aggregation chart.
• Figure 5.2 is an example of a resources aggregation
chart for laborers.
• The resource aggregation chart is useful in assessing
work content for estimates and can be used in
conjunction with the linked bar chart (fig. 5.2);
• float available of activities allows the distribution of
peaks of resource demand.

56
 Figure 5.2- Linked Bar Charts
TIME SCALE (weeks)
Activity Duration
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Description (weeks)
Exc. to founds (4) (4)

and basement ST
2
Exc. To founds (4) (4) (4) (4) (4) (4)

and basement CO
6
Waterproof lining (2) (2) (2) (2) (2) (2)

to basement
6
Breakout old (2)

Sub structure
1
Conc. Founds (3) (3) (3)

ST
3
Conc. Founds (3) (3) (3)

CO
3
Conc. Basement (3) (3)

walls
2
7
6
5
4
RESOURCE (DIAGRAM) 3
HISTOGRAM 2 57
1
 RESOURCE PROBLEMS
Beyond the use of resource aggregation there are
two approaches to assessing resources required.
1. The time-limited problem, the project must be
completed by a specific date; and
2. The resource-limited problem, in which the
project must be completed with the limited
resources available even if this means extending
the project deadline.

58
 3
Waterproofing lining to
Exc. Found. & 8 8 Basement
Basement CO
(6)
Exc. Found. (6) Conc. Basement
1 & Basement ST 2 Breakout old 5 Walls 6
sub structure
0 0 2 2 14 14 (2) 16 16
(2) (1)

Conc. Found. ST Concr. Basement CO

(3) (3)
4
9 11

Figure 5.4 – A network showing durations, event numbers and even times

59
TIME-LIMITED RESOURCE CONSIDERATION
(continued)
1. Prepare a list of activities ranked in order of their earliest
start dates.
2. Produce a resource aggregation chart as in Fig. 5.7-a, based
on this list of activities in earliest start order and the
resources required.
3. Produce a list of activities ranked in order of latest start
dates.
4. Produce a resource aggregation chart as in Fig. 5.7- b based
on this list of activities starting in the latest start order.
5. Compare the resource aggregation charts from (2) and (4).
This provides the two extremes of resource requirements, all
activities starting as early and as late as possible. Between
these extremes a compromise to produce acceptable
resource requirements can be sought by visual inspection
and manipulation of activities within the two extremes.

60
 TIME-LIMITED RESOURCE CONSIDERATION
• Time analysis will provide the minimum time possible
for completing the project.
• If this minimum is taken as the time limit, adjustments
in the timing of any activity that may affect resource
requirements must be undertaken within the float
available.
• The steps in assessing the resource required in a
time-limited situation are:

61
FIGURE – 5.7 - a 62
FIGURE 5.7 - b 63
 RESOURCE-LIMITED RESOURCE CONSIDERATIONS
• The production of a resource-limited aggregation
chart is similar to that of the unlimited resource
aggregation, expect that if the total resource demand
of an activity exceeds the specified limit then that
activity must be delayed.
• To produce reasonable results, and so that earlier
activities are allocated their resources first, the
activities must be arranged according to a system of
priorities or ‘decision rules’.
• The decision rule is a device whereby activities are
ranked in the order in which their resource demand is
added to he resource aggregation chart.
• Each activity is thus given its appropriate priority in
the queue for resources.
64
 RESOURCE-LIMITED RESOURCE CONSIDERATIONS

• Consequently some activities will be delayed until the

resources are available.
• The ordering according to a chosen priority or
decision rule ensures that activities high in the priority
list receive their resources first.
• Activities low in the priority list may get delayed.
• The ranking in a priority order is known as sorting,
and one of the more common sorts or decision rules
is to sort in order of ‘early start time’.
• For activities with the same early start time a second
sort is required and this could be in order of total float.
• The upper part of Fig. 5.7 gives the activities for the
network shown in Fig. 5.4 ranked in order of early
start.
65
66
 RESOURCE-LIMITED RESOURCE CONSIDERATIONS

• Fig. 5.9 gives similar examples for two types of

resource, for demonstration purposes the decision
rule or priority sort used in this case are early start as
the major sort and largest duration as the minor sort.
• The choice of decision rule or sort is left to the user.
• The decision rules in common use are Early start, total
float, or Late start, total float.

67
68
 days

daily
69
SOLUTION OF EXAMPLE 5.3

70
Then the resources for each activity will be written on them (skilled labor on the
top of activity and unskilled labor at the bottom of it):
The next step is to add the number of skilled and unskilled labors and write
them at the bottom of the bar chart:

2S,2U

4S,3U

4S,4U

2S,2U

2S,2U

4S,3U

2S,3U

6S,8U

6S,6U

SKILLED LABOR 22 4 4 6 6 10101010 22 6 6

UNSKILLED LABOR 2 2 4 4 6 6 9 9 1313 33 6 6

71
 For the next step, both of the resources will be drawn as diagrams at the
bottom of the bar chart (resource histogram):

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Skilled Labor 2 2 4 4 6 6 10 10 10 10 2 2 6 6

Unskilled Labor 2 2 4 4 6 6 9 9 13 13 3 3 6 6

12
Skilled Labor

10

0
72
 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Skilled Labor 2 2 4 4 6 6 10 10 10 10 2 2 6 6

Unskilled Labor 2 2 4 4 6 6 9 9 13 13 3 3 6 6
Unskilled Labor

12

10

0
73
 PRECEDENCE DIAGRAM
• Network analysis by precedence diagram follows the
same logical steps as the arrow diagram.
– Listing the activities
– The activity list can be extended to show the dependency
between activities, as shown in Fig. 5.10.
– Producing a Logical Network
– Logic: In precedence diagrams the ‘node’ represents the activity
and the link or arrow represents only the logical relationship.
– No dummies are needed to maintain correct logic or for unique
numbering of activities.
• Precedence Diagrams may look more complex at the
beginning, but it is more powerful than arrow diagrams.
• Fig. 5.10 Precedence list and precedence diagram
showing the same network as in Fig. 5.4.
74
 Identifying the activities

• Each node representing an activity can be given a

single unique number.

75
 Relationships Between Activities
• In precedence diagrams a number of different
relationships exist between activities, for example:
– Finish-start
– Finish-finish
– Start-start
– Start-finish
– Part complete-start
– Part complete-finish
– Finish-part complete.

76
 START TO START RELATIONS

A B or A SS = 0 B

Activity B can start at the same time as activity A but not before.
d

A B or A SS = d B

Activity B can not start until d units of time after activity A has
started.
Or : Start of activity B must lag d units of time after start of activity A.

77
 START TO FINISH

SF = 0
A B or A B

Activity B will finish at the same time that activity A starts.

SF = d
A B or A B

Activity B will finish after d units of time that activity A has started.
Or : Finish of activity B must lag d units of time after start of activity A.
78
 FINISH TO FINISH

FF = 0
A B or A B

Activity A can not finish until activity B has finished.

d

FF = d
A B or A B

Activity B can not finish until d units of time after the completion of
activity A.
79
 FINISH TO START

FS = 0
A B or A B

FS = d
A B or A B

Activity B can not start until d units of time after the completion of
activity A.

80
 Duration and time analysis

 As for arrows, the duration of each activity is

estimated and the forward and backward passes are
done and the earliest and latest start and finish times
of each activity are entered.
 These times calculated refer to the activity whereas
the calculations for arrows referred to event times.
 This is claimed by some to be an advantage of the
precedence diagram over the arrow diagram.
 Float can be calculated as before, for example in
below figure 5.10, the total float of activity No. 5 is
latest finishing time less earliest starting time less
duration, that is 11-2-3=6.
81
FIGURE 5.10 – PRECEDENCE DIAGRAM 82
 Relationships Between Activities
• The major advantage offered by precedence diagrams
is that the number of relationships that can exist
between activities is more than the simple finish-start
relationship offered by arrow networks.
• The finish-start limitation means that if an activity is to
start before the completion of a preceding activity
upon which the activity is dependent then the
preceding activity must be divided into smaller parts,
as in Fig. 5.11 (a);
• otherwise, dummies with a time allowance as in Fig.
5.11 (b) must be used to produce overlaps between
activities.

83
 B can not start until A is completed
A B

Fig. 5.11 Adjustments to arrow networks to produce overlaps between activities

84
 Relationships Between Activities
• In practice use of many different relationships
between activities causes the users to confuse their
mind and find precedence diagrams complicated.
• Also there is now some evidence that when extensive
overlapping of activities is used in planning the
project duration tends to be underestimated.
• This results from a zealous use of the overlap facility
in order to meet a predetermined target date.
• The main differences between precedence diagrams
and activity on the arrows systems are
– In Precedence Dıagrams node represents activities, whereas
in Arrow Diagrams, Arrows represent the activities.
– precedence diagrams have no dummies,
– no change of reference number by adding new activities.
– complex relationships.
85
ES EF
ID
LS LF
DUR TF

86
SOLUTION OF EXAMPLE 5.4

2S,2U

4S,3U

4S,4U

2S,2U

2S,2U

4S,3U

2S,3U

6S,8U

6S,6U

SKILLED LABOR 22 4 4 6 6 10101010 22 6 6

UNSKILLED LABOR 2 2 4 4 6 6 9 9 1313 33 6 6

87
SOLUTION OF EXAMPLE 5.4

88
SOLUTION OF EXAMPLE 5.4

89
Example 5.5
A Construction Company is awarded a contract. Project activity list and
their relationships are given in table below.
a. Draw arrow diagram and find project completion time
b. Find critical path(s)
c. Calculate activities ES, EF, LS, LF, TF , FF and IF.
ACTIVITY ID ACTIVITY DESCRIPTION Duration (weeks) PRECEEDING
A Organize 1 -
B Site layout 1 -
C Excavation 2 A, B
D Foundation 4 C
E Floor slab 1 D
F Structures 6 E
G Roof construction 2 F
H Brick work 4 F
I Masonary 1 F
J Plumbing & electrical work 2 H
K Plastering 4 H,I
L Door and windows 1 K
M Roof covering 1 G
N Painting 2 G,J,L
O Glazing 1 L
90
P Clearing 1 M, N, O
 SOLUTION OF EXAMPLE 5.5

2 8 M
1
A
1 G2

1 3 4 5 6 7
B C D E F H 9 J 11 N 14 P 15
1 2 4 1 6 4 2 2 1

I1

10 K 12 L 13 O
4 1 1

91
 SOLUTION OF EXAMPLE 5.5

2 8 M
1 1 16 23 1

A
1 G2

1 3 C 4 D 5 6 7 9 11 14 P 15
B E F H J N
0 0 1 1 1 2 3 3 4 7 7 1 8 8 6 14 14 4 18 18 2 23 23 2 25 25 1 26 26

I1

10 K 12 L 13 O
18 18 4 22 22 1 23 23 1

a) Project completion is 26 weeks

b) Critical paths are : A-C-D-E-F-H-K-L-N-P
: B-C-D-E-F-H-K-L-N-P
92
 c) TABLE 5.5 – ES,EF,LS,LF,TF,AND FF OF EXAMPLE 5.5

ACT Activity Description Duration ES EF LS LF TF FF IF

ID (weeks)
A Organize 1
B Site layout 1
C Excavation 2
D Foundation 4
E Floor slab 1
F Structures 6
G Roof construction 2
H Brick work 4
I Masonary 1
J Plumbing & electrical work 2
K Plastering 4
L Door and windows 1
M Roof covering 1
N Painting 2
O Glazing 1
P Clearing 1 93
 c) TABLE 5.5 – ES,EF,LS,LF,TF,AND FF OF EXAMPLE 5.5

ACT Activity Description Duration ES EF LS LF TF FF IF

ID (weeks)
A Organize 1 0 1 0 1 0 0 0
B Site layout 1 0 1 0 1 0 0 0
C Excavation 2 1 3 1 3 0 0 0
D Foundation 4 3 7 3 7 0 0 0
E Floor slab 1 7 8 7 8 0 0 0
F Structures 6 8 14 8 14 0 0 0
G Roof construction 2 14 16 21 23 7 0 0
H Brick work 4 14 18 14 18 0 0 0
I Masonary 1 14 15 17 18 3 3 3
J Plumbing & electrical work 2 18 20 21 23 3 3 3
K Plastering 4 18 22 18 22 0 0 0
L Door and windows 1 22 23 22 23 0 0 0
M Roof covering 1 16 17 24 25 8 8 1
N Painting 2 23 25 23 25 0 0 0
O Glazing 1 23 24 24 25 1 1 1
P Clearing 1 25 26 25 26 0 0 0
94
Example 5.6
Activity list given below are for construction of small industrial building.
a. Draw arrow diagram for the activities listed in table 5.6.
b. Find project duration.
c. Find the critical path(s).
d. Calculate ES, EF, LS, LF ,TF ,FF and IF .

Table 5.6 Activity Preceding Duration weeks

A - 3
B - 2
C A, B 5
D A, B 5
E A, B 3
F C 2
G D 8
H D, E 7
I F 4
J C, G 5
K H 3
L I, J 3
M J 5
N K 4
95
O K, M 4
 SOLUTION OF EXAMPLE 5.6

a) Arrow Diagram
2 4 F 7 I 12 L
2 4 3
A C
3 5

1 B 3 D 5 G 8 J 11 M 13 O 14
2 5 8 5 5 4

E
3
6 H 9 K 10 N
7 3 4

96
 SOLUTION OF EXAMPLE 5.6

a) Arrow Diagram
2 4 F 7 I 12 L
3 3 2 10 23 4 21 27
3
8 16

A3 C
5

1 B 3 D 5 8 J 11 13 O 14
G M
0 0 2 5 8 8 8 5 5
3 3 16 16 21 21 26 26 4 30 30

E
3

6 H 9 K 10 N
8 16 7 15 23 3 18 26 4

b) Project completion time is 30 weeks

c) Critical path (s) is A-D-G-J-M-O
97
d) TABLE 5.7 – ES,EF,LS,LF,TF,FF OF EXAMPLE 5.6
Act ID Duration weeks ES EF LS LF TF FF
A 3
B 2
C 5
D 5
E 3
F 2
G 8
H 7
I 4
J 5
K 3
L 3
M 5
N 4
98
O 4
d) TABLE 5.7 – ES,EF,LS,LF,TF,FF OF EXAMPLE 5.6
Act ID Duration weeks ES EF LS LF TF FF
A 3 0 3 0 3 0 0
B 2 0 2 1 3 1 1
C 5 3 8 11 16 8 0
D 5 3 8 3 8 0 0
E 3 3 6 13 16 10 2
F 2 8 10 21 23 13 0
G 8 8 16 8 16 0 0
H 7 8 15 16 23 8 0
I 4 10 14 23 27 13 7
J 5 16 21 16 21 0 0
K 3 15 18 23 26 8 0
L 3 21 24 27 30 6 6
M 5 21 26 21 26 0 0
N 4 18 22 26 30 8 8
O 4 26 30 26 30 0 099
Example 5.7
a. Draw arrow diagram for the activities listed in table below.
b. Find project duration.
c. Find the critical path(s)
d. Calculate ES, EF, LS, LF ,TF, and FF.
Activity Preceding Duration
A - 3
B A 2
C A 6
D B 4
E B 6
F C 9
G C 8
H C 6
I D, E 4
J E 2
K F 2
L F, G, H 2
M H 7
N I 6
O N 3
P L 1
100
Q L, M 2
 a) Arrow Diagram for Example 5.7
D 6 I 10 N 13
4 4 6

3O
3 E 5 J
6 2
B
2

1 A 2 7 K 14
3 2
F9 P
6C 1
4 G 9 L 11
8 2
Q
2
H
6
8 M 12
7 101
d) ES,EF,LS,LF,TF,FF OF EXAMPLE 5.7

Activity Duration ES EF LS LF TF FF
A 3
B 2
C 6
D 4
E 6
F 9
G 8
H 6
I 4
J 2
K 2
L 2
M 7
N 6
O 3
P 1
Q 2 102
 Example 5.8
a) Draw Precedence diagram.
b) Find project completion time
c) Find critical path(s)
d) Calculate activities ES, EF, LS, LF, TF.
ACTIVITY ID Activity Description Duration( week) PRECEEDING
A Organize 1 -
B Site layout 1 -
C Excavation 2 A, B
D Foundation 4 C
E Floor slab 1 D
F Structures 6 E
G Roof construction 2 F
H Brick work 4 F
I Masonary 1 F
J Plumbing & elec. work 2 H
K Plastering 4 H,I
L Door and windows 1 K
M Roof covering 1 G
N Painting 2 G,J,L
O Glazing 1 L
P Clearing 1 M, N, O 103
 a) Precedence Diagram for Example 5.8

G M
Project
starting A 2 1
activity
1

C D E F H J N P
0
0 2 4 1 6 4 2 2 1

1
I K L O

1 4 1 1
ES EF
ID
LS LF

D TF

104
 a) Precedence Diagram for Example 5.8

14 16 16 17
G M
Project 21 23 24 25
0
starting A 1 2 7 1 8
activity 0 1
1 0

0 0 1 3 7 8 14 18
C 3 D 7 E 8 F 14 H 18 20
J 23 25
N
25 26
P
0 0 1 3 3 7 7 8 8 014 14 18 21 23 23 25 25 26
0 0 2 0 4 0 1 0 6 0 4 0 2 3 2 0 1 0

0
B 1
0 1
1 0 14 15 18 22 22 23 23 24
I K L O
ES EF 17 18 18 22 22 23 24 25
ID
LS
1 3 4 0 1 0 1 1
LF

D TF

b) Project completion is 26 weeks

c) Critical paths are : (1) A-C-D-E-F-H-K-L-N-P
: (2) B-C-D-E-F-H-K-L-N-P
d) See the precedence diagram. 105
 Example 5.9
A company is bidding for a work. There are significant liquidated
damages if it can not be completed within the scheduled 20 weeks.
Activities, durations and relationships are as listed in table below.
a. Draw Precedence diagram.
b. Find project completion time.
c. Find the critical path(s).
d. Calculate activities ES, EF, LS, LF and TF.
Activity Preceding DURATION (weeks) Relationship Lag
A - 2 - -
B A 4 FS 2
C A 3 FS 1
D A 2 SS 1
E B, C 4 FS,FS 2,0
F C 3 FS 0
G D 5 FS 0
H E, F 4 FS, SS 2, 2
I F 2 FS 0
J G 2 FS 2 106
 a) Precedence Diagram for Example 5.9

B FS=2 E FS=2 H

4 4 4 0

FS=2
SS=2
E
A FS=1 C F I N
D
2 3 3 2 0

SS=1

D G FS=2 J

2 5 2
107
 a) Precedence Diagram for Example 5.9

4 10 14 FS=2
B 8 FS=2 E 16 20
H
4 8 10 14 16 20
4 0 4 0 4 0

FS=2
SS=2
E
6 9 20 20
0
A 2 FS=1 3
C 6 F 9 I 11 N
0 2 7 10 14 17 18 20 20 D 20
2 0 3 4 3 8 2 9 0 0

SS=1

1 3 10 12
D 3 G 8 FS=2 J
9 11 11 16 18 20
2 8 5 8 2 8

b) Project completion time is 20 weeks

c) Critical path A-B-E-H
d) See the precedence diagram
108
 NETWORK ANALYSIS PROBLEM 1

1. CALCULATE THE EARLIEST AND LATEST EVENT TIMES.

2. SHOW THE CRITICAL PATH ON THE NETWORK.
3. CALCULATE THE TOTAL, FREE AND INDEPENDENT FLOAT
FOR EACH ACTIVITY IN THE FOLLOWING TABLE.
4. SHOW THE NETWORK IN THE FORM OF A BAR CHART. 109
 SOLUTION OF NETWORK ANALYSIS PROBLEM 1

ACTIVITY EARLIEST LATEST FLOAT

EVENT DURATION
NOS:
START FINISH START FINISH TOTAL FREE INDEPENDENT

1-2 9

1-3 4

2-4 8

3-4 12

3-5 5

4-6 7

5-6 6
110
 NETWORK ANALYSIS PROBLEM 2

COMPLETE THE BELOW TABLE AND SHOW THE NETWORK

IN THE FORM OF A BAR CHART 111
SOLUTION OF NETWORK ANALYSIS PROBLEM 2

112
 NETWORK ANALYSIS PROBLEM 3

1. ANALYSE THE NETWORK, SHOW THE CRITICAL PATH AND

COMPLETE THE TABLE BELOW.
2. DRAW A BAR CHART SHOWING ALL ACTIVITIES AT EARLIEST
START DATES.
3. FROM THE BAR CHART SHOW THE RESOURCE REQUIREMENTS IN
113
THE FORM OF A HISTOGRAM.
 SOLUTION OF NETWORK ANALYSIS PROBLEM 3
ACTIV. EARLIEST LATEST FLOAT
EVENT DURATION
NOS. START FINISH START FINISH TOTAL FREE INDEPENDENT
1-2 6
1-3 5
1-5 2
2-7 4
3-4 6
4-7 0
4-10 3
5-6 3
6-8 7
6-9 2
7-9 4
7-10 2
8-9 2
9-10 5 114
SOLUTION OF PROBLEM 3
 SOLUTION OF PROBLEM 3
ACTIVITY
EARLIEST LATEST FLOAT
EVENT
NOS DURATION START FINISH START FINISH TOTAL FREE INDEP.

1-2 6 0 6 1 7 1 - -
1-3 5 0 5 0 5 - - -
1-5 2 0 2 1 3 1 - -
2-7 4 6 10 7 11 1 1 -
3-4 6 5 11 5 11 - - -
4-7 0 - - - - - - -
4-10 3 11 14 17 20 6 6 6
5-6 3 2 5 3 6 1 - -
6-8 7 5 12 6 13 1 - -
6-9 2 5 7 13 15 8 8 7
7-9 4 11 15 11 15 - - -
7-10 2 11 13 18 20 7 7 7
8-9 2 12 14 13 15 1 1 -
 SOLUTION OF PROBLEM 3

Resources
Duration
Activity

TIME (DAYS)
Event

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
1-2 6 1 1 1 1 1 1 1
1-3 5 2 2 2 2 2 2
1-5 2 3 3 3
2-7 4 5 5 5 5 5
3-4 6 4 4 4 4 4 4 4
4-10 3 3 3 3 3
5-6 3 2 2 2 2
6-8 7 4 4 4 4 4 4 4 4
6-9 2 3 3 3
7-9 4 1 1 1 1 1
7-10 2 5 5 5
8-9 2 3 3 3
9-10 5 2 2 2 2 2 2

6 6 5 5 5 12 16 13 13 13 8 13 12 7 1 2 2 2 2 2
 SOLUTION OF PROBLEM 3
20
19
18
1
7
16
15
14
1
3
12
11
1
09
8
7
6
5
4
3
2
1
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
THANKS FOR YOUR
ATTENTION

119