CHAPTER 3

PLANNING AND SCH EDULING M ETH OD

1
 Project Planning 2

Objectives

● To a r r a n g e t h e a ct ivit ies a p p r o p r ia t ely

● To m a ke a r ea lis t ic t im e s ch ed u lin g
● To m a ke r e s o u r ce s es t im a t io n a n d p la n n in g
● To im p lem en t t im e a n d co s t co n t r o llin g
● To e a s e t h e co n t r a ct a d m in is t r a t io n

2
 Why Schedule Projects? 3

● Contractor ● Project
i. Ca lcu la t e t h e project
completion d a t e
Owner/Developers
ii. Ca lcu la t e t h e start or end o f i. Ge t a n id e a o n p r o je ct ’s
a s p ecific a ct ivit y expected finish date
iii. Co o r d in a t e a m o n g t r a d es ii. En s u r e co n t r a ct o r ’s p r o p e r
a n d s u b co n t r a ct o r s , a n d
exp o s e a n d a d ju s t conflicts p la n n in g fo r timely finish
iv. Pr ed ict a n d ca lcu la t e t h e iii. Pr e d ict a n d ca lcu la t e t h e cash
cash flow flow
v. Im p r o ve w o r k efficiency iv. Se r ve a s a n e ffe ct ive project
vi. Ser ve a s a n effect ive p r o ject monitoring tool
control tool
v. Eva lu a t e t h e e ffe ct o f changes
vii. Eva lu a t e t h e effect o f
changes vi. Verify d e la y claims
viii. Prove d ela y claims

3
Techniques For Planning and 4

Sch ed u lin g

4
 Bar Charts 5

• Deve lo p b y H en r y
[Link] n t t
• Gr a p h ica l t im e - s ca le
o r s ch ed u le
 Bar Charts 6

Ad va n t a g es Dis a d va n t a g es
– Sim p le graphical – Difficult to update
– Sim p le a n d easy to interpret – Do es not show
– M o s t ly u s ed in small p r o ject interdependences of
a ct ivit ies
– Fa ir ly b r o a d p la n n in g a n d
s ch ed u lin g t o o ls , s o t h ey – Does not integrate costs or
r eq u ir e les s r evis io n a n d resources with the schedule
u p d a t in g t h a n m o r e – Limited a p p lica t io n
s o p h is t ica t ed s ys t em s – Difficult t o u s e it fo r
forecasting t h e effect s t h a t
ch a n g es in a p a r t icu la r
a ct ivit y w ill h a ve o n t h e
o ver a ll s ch ed u le
 Bar Charts 7

Table 3.1 Bar Chart for Concrete Gravity - Arch Dam

No. Description Month
1 2 3 4 5 6 7 8 9 10
1 Mobilization
2 Foundation Excavation
3 Diversion Stage Original
Schedule
4 Foundation Grouting
5 Dam Concrete
6 Install Outlet Gates
7 Install Trash Racks
8 Prestress Actual progress

9 Radial Gates
10 Spillway Bridge
11 Curtain Grout
12 Dismantle Plant, Clean Up

7
 Bar Charts 8

Exa m p le 3.1:
A project consist of six activities that should be done in a period of
time . Try to create a bar chart to ease the project planning and
scheduling .
■ Act ivit y A : 1 w eek, s t a r t in g fr o m 1 Ap r il 20 13
■ Act ivit y B : 2 w eek, s t a r t in g fr o m 5 Ap r il 20 13
■ Act ivit y C : 3 w eek, s t a r t in g fr o m 10 Ap r il 20 13
■ Act ivit y D: 2 w eek, s t a r t in g fr o m 17 Ap r il 20 13
■ Act ivit y E : 2 w eek, s t a r t in g fr o m 22 Ap r il 20 13
■ Act ivit y F : 1 w eek, s t a r t in g fr o m 29 Ap r il 20 13
 Bar Charts 9

Table 3.2 Bar Chart for Example 3.1

9
 Modified Bar Charts 10

Exa m p le 3.2:
The table shown schedule for a project that must be completed
in 25 working days with number of labor for each activity .
Activity Duration (days) Numbers of workers
A 3 1
B 7 2
C 9 1
D 7 2
E 8 1
F 10 3
G 9 1
H 8 3
I 11 2
J 4 3
K 6 1
10
11
12

10

0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

12
 Linear Balance Method 13

● Gr a p h ica l s ch ed u lin g m et h o d 10 0

continuous
fo cu s in g o n
resource utilization in
repetitive a ct ivit ies .

Cu m u la t ive p r o g r e s s
● Ser ies o f in d ivid u a l velo cit y

(% )
d ia g r a m s .

t es t in g
● Als o ca lled a s Ver t ica l
Pr o d u ct io n M et h o d (VPM )

0
0
Tim e

13
 Linear Balance Method 14

• Ap p ly b es t t o linear and
repetitive operations , s u ch
a s t u n n els , p ip elin es ,
h ig h w a ys , m u lt i- s t o r eys
co m m er cia l b u ild in g w o r k
a n d et c.
• Pla n n in g m e t h o d t h a t s eek s
t o en s u r e t h a t t h e w o r k ca n
p r o ceed co n t in u o u s ly, t h a t
t h er e a r e n o id le r es o u r ces ,
a n d t h e activities do not
interfere with one another

14
 Matrix Schedules 15

Facts about matrix schedules

- Fa ir ly co m m o n u s ed o n h ig h - r is e b u ild in g s w it h successive
floors repeating es s en t ia lly t h e s a m e p la n .
- Th e ve r t ica l co r r e la t io n o f flo o r s t o r o w s is im m ed ia t ely o b vio u s
t o a n yo n e a n d requires no explanation (s ee Fig u r e 3.7)
- Th e ch r o n o lo g ica l, left - t o - r ig h t flo w o f ea ch flo o r ’s o p er a t io n s is
ea s t t o s ee (s ee fig u r e 3.7)
- Th e lo g ica l in t e r r ela t io n s h ip s a m o n g o p er a t io n s a r e a ls o m o r e
o b vio u s t h a n in a b a r ch a r t
- Wit h s o m e fo r et h o u g h t , t h e ver t ica l co lu m n s ca n b e m a d e t o
correspond to the specialty subcontractors
Fig u r e 3.6 Fa ct s a b o u t M a t r ix Sch e d u le s

15
 Matrix Schedules 16

Sequence of operations on each floor

su spen ded
d e ck in g
In t e r m e d ia t e Op e r a t io n s
fr a m e

ca r p e t
e r e ct

ce ilin g
in s t a ll
p la ce

p a in t
flo o r

an d
30
29
Bu ild in g flo o r

Typ ica l Ele m e n t

n um bers

s ch e d u le d s t a r t Act u a l s t a r t

s ch e d u le d fin is h Act u a l fin is h

s ch e d u le d d u r a t io n Act u a l d u r a t io n
2

B1
B2
Fig u r e 3.7 M a t r ix Sch e d u le fo r H ig h - Ris e Bu ild in g

16
 Critical Path Method 17

Ad va n t a g es Dis a d va n t a g es

- Net w o r ks ca n m u ch m o r e co n cis ely - A lit t le b it d ifficu lt t o u n d er s t a n d

r ep r es en t large numbers of t h e n et w o r k s ys t em
activities
- Th e logical interrelationships and
dependencies a m o n g a ct ivit ies is
r ea lly s h o w n
- Mu ch m o r e u s efu l fo r forecasting Typ es o f CPM
a n d control
- It id en t ify t h e m o s t critical elem en t s - Ar r o w Dia g r a m Met h o d (ADM)
in t h e p r o ject s ch ed u le - Pr eced en ce Dia g r a m Met h o d (PDM)
- Easy to adjust if a n y d ela y h a p p en s
in t h e p r o ject
Fig u r e 3.8 Ad va n t a g e s a n d Dis a d va n t a g e s o f Cr it ica l Pa t h M e t h o d

17
18
 ADM vs. PDM 19

Ta b le 3.6 Diffe r e n ce s b e t w e e n ADM a n d PDM M e t h o d

It em ADM PDM

ES D EF
A
A
LS TF LF
Act ivit y
ES: Ea r ly St a r t LS: La t e St a r t
EF: Ea r ly Fin is h LF: La t e Fin is h
D : Du r a t io n TF: To t a l Flo a t

ES D EF ES D EF
ES A LS 1
1 2 A B
Even t EF LF
LS TF LF LS TF LF

19
 ADM vs. PDM 20

Ta b le 3.6 Diffe r e n ce s b e t w e e n ADM a n d PDM M e t h o d (co n t .)

It em ADM PDM

F- S F– S
Rela t io n s h ip F– F
S– S
S- F

- Cr it ica l Pa t h
: A p a t h co n s is t o f few a ct ivit ies w h ich w ill determine the overall
project duration.
Cr it ica l p a t h 1. Es = Ef, o r
2. Ls = Lf, o r
3. To t a l Flo a t (TF) = 0
- Po s s ib le t o h a ve more than one critical path
- Act ivit ies w h ich la y o n cr it ica l p a t h ca n n o t s u ffer a n y d ela y

20
 ADM vs. PDM 21

Ta b le 3.6 Diffe r e n ce s b e t w e e n ADM a n d PDM M e t h o d (co n t .)

It em ADM PDM

- To t a l flo a t
: Th e maximum amount of time t h a t t h e a ct ivit y ca n b e delayed
To t a l flo a t w it h o u t ext en d in g t h e co m p let io n t im e o f t h e o ver a ll p r o ject .

1. TF x = LS x – ES x , or
2. TF x = LF x – EF x

- FORWARD PASS
Es t im a t in g : To es t a b lis h t h e earliest expected start and finish times fo r ea ch
d u r a t io n a ct ivit y in t h e n et w o r k.

- BACKWARD PASS
: To es t a b lis h t h e latest allowable start and finish times fo r ea ch
a ct ivit y in t h e n et w o r k.

21
 EXAMPLE 1
Developing the schedule
● If the activity times are risky, the project team must make
three time estimates for each activity and use PERT.
● Risky activity times enable the use of a probability
distribution and risk assessment.
○ For this sample project the times will be certain. (CPM)
● Activity slack is the maximum length of time that an activity
can be delayed without delaying the entire project. (The difference
between the earliest time we can start an activity and the latest time we can start it without
delaying the project.)
○ For EXAMPLE 1 we can’t go beyond 69 weeks since that is the
project length.
 EXAMPLE 1
Developing the schedule

● Earliest Start Time (ES) for an activity is the earliest

finish time of the immediately preceding activity.
● Earliest Finish Time (EF) for an activity is its earliest
start time plus how long it takes to do it (estimated duration).
● Latest Start Time (LS) is the latest you can finish the
activity minus the activity’s estimated duration.
● Latest Finish Time (LF) is the latest start time of the
activity that immediately follows it. (Latest start and finish
times for each activity are computed starting at the project’s
last activity completion time and working forward.)
● For simplicity, all projects start at time zero.
 What’s is the Critical Path?

● Riskiest path in a project

● Path with the most important activities
● Path with least slack
● Path with least resistance
● Path with longest duration
 EXAMPLE 1
Diagramming the Network
Activity Times
(wks)
Immediate I
Predecessors

A – 12 A F K
Finish
B – 9
C A 10
D B 10 Start C G
E B 24
F A 10
G C 35 B D H J
H D 40
I A 15
J E,G,H 4 E
K F,I,J 6
 EXAMPLE 1

Paths are sequences of activities between a

I
project’s start and finish.

A F K
Finish

Path Time (wks)

Start C G
A-I-K33
A-F-K28
B D H J
A-C-G-J-K 67
B-D-H-J-K 69
B-E-J-K 43
E
 EXAMPLE 1

The longest path is the critical

path! I

Path Time (wks) A F K

Finish

A-I-K33
A-F-K28 Start C G
A-C-G-J-K 67
B-D-H-J-K 69
B-E-J-K 43 B D H J

Project Expected
Time is 69 wks. E
Earliest Start and Earliest Finish Times

12
I 27

Earliest start time

15 Earliest finish time

A 12 K 69
0 12 F 22 63
12 10 6

12
C 22 22
G 57 Finish
Start
10 35

0
B 9 9
D 19 19
H 59 59
J 63

9 10 40 4

9
E 33

24
 Earliest Start and Earliest Finish Times
Path Time (wks)
12
I 27 The Critical Path
A-I-K33 15 takes 69 weeks
A-F-K28
A-C-G-J-K 67
A K 69
B-D-H-J-K 69 0 12 12 F 22 63
B-E-J-K 43 12 10 6

12
C 22 22
G 57 Finish
Start
10 35

0
B 9 9
D 19 19
H 59 59
J 63
Critical Path
9 10 40 4

9
E 33

24
Latest Start and Latest Finish Times
(Working from the last activity toward the first activity)

12
I 27
48 15 63

A K
0 12 12 F 22 Latest 63 69 Latest
2 12 14 53 10 63 start 63 6 69
finish
time time
C
12 22 22 G 57 Finish
Start
14 10 24 24 59
35

0
B 9 9
D19 19
H 59 59
J 63
0 9 9 9 10 19 19 40 59 59 4 63

9
E 33
35 24 59
Node Duration ES LS Slack
Slack is the difference between LS
A 12 0 2 2 and ES or the EF and LF.
B 9 0 0 0
C 10 12 14 2
12
I 27
D 10 9 9 0
E 24 9 35 26 48 15 63
F 10 12 53 41
G 35 22 24 2
A K
H 40 19 19 0 0 12 12 F 22 63 69
Finish
I 15 12 48 36 2 12 14 53 10 63 63 6 69
J 4 59 59 0
K 6 63 63 0
C
12 22 22 G 57
Start
14 10 24 24 59
35

0
B 9 9
D19 19
H 59 59
J 63
Activity Slack 0 9 9 9 10 19 19 40 59 59 4 63

Analysis
9
E 33
35 24 59
 TUTORIAL

Using the information in Table 1, assuming that the project team will work
a standard working week (5 working days in 1 week) and that all tasks will
start as soon as possible:
1. Determine the critical path of the project
2. Calculate the planned duration of the project in weeks
3. Identify any non-critical tasks and the float/slack on each task.
answer
1. Determine the critical path of the project
○ The critical path runs through Tasks A, B, C, F, G, H, I

2. Calculate the planned duration of the project in weeks

○ The sum of the critical task durations is 75 days - therefore the planned duration
of the project is 15 weeks.

3. Identify any non-critical tasks and the float/slack on each task.

○ Task D is non-critical with 10 days (2 weeks) float
○ Task E is non-critical with 5 days (1 week) float
 Tutorial 2
Item Activity Duration (day) Successors
1 A 2 B,C
2 B 5 H
3 C 7 D,E,F
4 D 2 H
5 E 3 G
6 F 5 I
7 G 4 J
8 H 9 J
9 I 5 J
10 J 2 K
11 K 6 -

(i) Develop the arrow diagram (next page) for the project complete
with Early Start (ES) and Early Finish (EF) for each activity.

(ii) Determine the critical path, total duration and total float for the
activities.

35
 Answer Tutorial 2

6, 5, 11

Critical Path (A-C-D-H-J-K)

Duration: 28 DAYS
Float: B =4; E & G = 4; F & I = 1
Chapter 3 - Project Planning, Scheduling and 36
Controlling
 CPM in t a b le 37

Example ONLY

Act ivit y Du r a t io n ES LS EF LF To t a l Flo a t

A 2 0 0 2 2 0*
B 3 2 2 5 5 0*
C 2 2 2 4 5 1
D 4 5 5 9 9 0*
E 3 4 5 7 8 1
F 2 9 9 11 11 0*
G 3 7 8 11 11 1
H 1 11 11 12 12 0*

Cr it ica l Pa t h : A – B – D – F – H

37
38
 Tutorial 3
Activity Duration IPA Lag
A 2 -
B 6 A
C 10 A
D 4 A 4
E 7 B
F 5 B 3
C
G 3 C,D
H 5 E,F
I 2 G
H 1
(i) Develop the arrow diagram (next page) for the project complete with
Early Start (ES) and Early Finish (EF) for each activity

(ii) Determine the total Float (TF), total duration and show Critical Path on
the diagram.
39
 Answer Tutorial 3

Critical Path (A-C-F-H-I)

Duration: 25 DAYS
Float: B =1; D = 10; EChapter
= 2;3 -G =Controlling
8
Project Planning, Scheduling and 40