1. Engineering Project Management
Civil Engineering Department

2. An-Najah National University Civil Engineering Department
ENGINEERING MANAGEMENT
An-Najah National University
Civil Engineering Department
Faculty of Engineering
Construction Engineering and
Management
Nabil Dmaidi

3. Your Expectations of Me
ENGINEERING MANAGEMENT
Your Expectations of Me
Be prepared
Be on time
Teach for full 50 minute period
Fair grading system
Front load the class work
Do not humiliate students
Practice golden rule
Provide real world examples
Make you think

4. ENGINEERING MANAGEMENT
Topics
1) Management Functions and introduction of construction project planning and scheduling
2)Construction scheduling techniques
3)Preparation and usage of bar charts
4)Preparation and usage of the Critical Path Method (CPM)
5)Preparation and usage of Precedence Diagramming Method (PDM)
6)Issues relating to determination of activity duration
7)Contractual provisions relating to project schedules
8)Resource leveling and constraining
9)Time cost tradeoff
10)Schedule monitoring and updating.
11)Communicating schedule
12) Project control and earned value Control
13) claims, Safety and Quality control

5. Course Outline Introduction and definitions Float Analysis
ENGINEERING MANAGEMENT
Course Outline
Introduction and definitions Float Analysis
Importance of Scheduling The CPM Calculations
Networks, Bar Charts, and Brief introduction on:
Imposed Finish Date and  Project Control and Earned
Value Analysis  Resource Allocation /Leveling
other CPM Issues  Time/Cost Trade-off
Precedence Networks
Updating Schedules
Time-Scaled Logic Diagrams

6. What is the Project
ENGINEERING MANAGEMENT
In order to understand project management, one must begin with the definition of a project. A project can be considered to be any series of activities and tasks that :.
● Have a specific objective to be completed within certain specifications
● Have defined start and end dates
● Have funding limits (if applicable)
● Consume human and nonhuman resources (i.e., money, people, equipment)
● Are multifunctional (i.e., cut across several functional lines)

7. OR
‘‘a temporary endeavor undertaken to create a unique product, service, or result’’
ENGINEERING MANAGEMENT

8. Project Life Cycle
ENGINEERING MANAGEMENT

9. Five Process group Project initiation Project execution
ENGINEERING MANAGEMENT
Project initiation
● Selection of the best project given resource limits
● Recognizing the benefits of the project
● Preparation of the documents to sanction the project
● Assigning of the project manager
Project planning
● Definition of the work requirements
● Definition of the quality and quantity of work
● Definition of the resources needed
● Scheduling the activities
● Evaluation of the various risks
Project execution
● Negotiating for the project team members
● Directing and managing the work
● Working with the team members to help them improve
Project monitoring and control
● Tracking progress
● Comparing actual outcome to predicted outcome
● Analyzing variances and impacts
● Making adjustments
Project closure
● Verifying that all of the work has been accomplished
● Contractual closure of the contract
● Financial closure of the charge numbers
● Administrative closure of the paper work

10. ENGINEERING MANAGEMENT

11. ● At the desired performance/Technology level
ENGINEERING MANAGEMENT
Successful project management can then be defined as having achieved the project objectives:
● Within Time
● Within Cost
● At the desired performance/Technology level
● While utilizing the assigned resources effectively and efficiently
● Accepted by the customer

12. What is Project Management
ENGINEERING MANAGEMENT
Project management is the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives.

13. The potential benefits from project management are:
ENGINEERING MANAGEMENT
The potential benefits from project management are:
● Identification of functional responsibilities
● Minimizing the need for continuous reporting
● Identification of time limits for scheduling
● Identification of a methodology for
trade-off analysis.
● Measurement of accomplishment
against plans

14. ● Planning ● Organizing ● Staffing ● Controlling ● Directing
ENGINEERING MANAGEMENT
The above definition requires further comment. Classical management is usually considered to have five functions or principles:
● Planning
● Organizing
● Staffing
● Controlling
● Directing

15. – Follows planning and reflects how the
ENGINEERING MANAGEMENT
Planning
– Where the organization wants to be in the future and how to get there.
Organizing
– Follows planning and reflects how the
organization tries to accomplish the plan.
– Involves the assignment of tasks, grouping of
tasks into departments, and allocation of resources.

16. – The use of influence to motivate employees to
ENGINEERING MANAGEMENT
Leading
– The use of influence to motivate employees to
achieve the organization's goals.
– Creating a shared culture and values,
communicating goals to employees throughout
the organization, and infusing employees to
perform at a high level.
Controlling
– Monitoring employees' activities, determining if the organization is on target toward its goals, and making corrections as necessary

17. Management Skills
ENGINEERING MANAGEMENT
 Conceptual Skill—the ability to see the organization as a whole and the relationship between its parts.
 Human Skill—The ability to work with and through people.
 Technical Skill—Mastery of specific functions and specialized knowledge

18. Constraints of the project
ENGINEERING MANAGEMENT
Project management is designed to manage or control company resources on a given activity, within time, within cost, and within performance. Time, cost, and performance are the constraints on the project.

19. Resources ● Money ● Manpower ● Equipment ● Facilities ● Materials
ENGINEERING MANAGEMENT
We have stated that the project manager must control company resources within time, cost, and performance. Most companies have six resources:
● Money
● Manpower
● Equipment
● Facilities
● Materials
● Information/technology

20. Resources are controlled by the line managers .
ENGINEERING MANAGEMENT
Actually, the project manager does not control any of these resources directly, except perhaps money (i.e., the project budget).
Resources are controlled by the line managers .
The project manager is responsible for coordinating and integrating activities across multiple, functional lines. The integration activities performed by the project manager include:

21. ● Integrating the activities necessary to develop a project plan
ENGINEERING MANAGEMENT
● Integrating the activities necessary to develop a project plan
● Integrating the activities necessary to execute the plan
● Integrating the activities necessary to make changes to the plan

22. Project Scheduling Planning, Scheduling, and Control
ENGINEERING MANAGEMENT
Project Scheduling Planning, Scheduling, and Control 1

23. Planning and Scheduling
ENGINEERING MANAGEMENT
Planning and scheduling are two terms that are often thought of as synonymous
They are not!
Scheduling is just one part of the planning effort.

24. Project planning serves as a foundation for several
ENGINEERING MANAGEMENT
Project planning serves as a foundation for several
related functions such as cost estimating, scheduling,
and project control.
Project scheduling is the determination of the timing and sequence of operations in the project and their assembly to give the overall completion time

25. 1. “What” is going to be done, 2. “how”, 3. “where”, 4. By “whom”, and
ENGINEERING MANAGEMENT
Planning is the process of determining how a project will be undertaken. It answers the
questions:
1. “What” is going to be done,
2. “how”,
3. “where”,
4. By “whom”, and
5. “when” (in general terms: start and finish).
Scheduling deals with “when” on a detailed level… See Figure 1 .

26. Figure 1 . Planning and Scheduling
ENGINEERING MANAGEMENT
The Plan
What
How much
By whom
where
Why
How
when
Figure 1 . Planning and Scheduling
ENGINEERING MANAGEMENT

27. The Plan
ENGINEERING MANAGEMENT
PMI defines project management plan as a ‘‘formal, approved document that defines how the project is executed, monitored and controlled”.
The plan can include elements that has to do with scope, design and alternate designs, cost, time, finance, land, procurement, operations, etc.

28. WHY SCHEDUALE PROJECTS ?
ENGINEERING MANAGEMENT
1- To calculate the project completion.
2- To calculate the start or end of a specific activity.
3-To expose and adjust conflict between trades or subcontractor.
4- To predict and calculate the cash flow .
5-To evaluate the effect of changing orders ‘CH’ .

29. 6- To improve work efficiency.
ENGINEERING MANAGEMENT
6- To improve work efficiency.
7- To resolve delay claims , this is important in critical path method ‘CPM’ discussed later..
8- To serve as an effective project control tool .

30. The Tripod of Good Scheduling System
ENGINEERING MANAGEMENT
The Human Factor : A proficient scheduler or scheduling team.
2. The Technology : A good scheduling computer system (software and hardware)
3. The Management : A dynamic, responsive, and supportive management.
If anyone of the above three ‘‘legs’’ is missing, the system will fail.

31. Scheduling and project management
ENGINEERING MANAGEMENT
Planning, scheduling, and project control are extremely important components of project management.
project management includes other components :
cost estimating and management,
procurement,
project/contract administration,
quality management,
and safety management.
These components are all interrelated in different ways.

32. ENGINEERING MANAGEMENT
Bar (Gantt) Charts 2

33. DEFINITION AND INTRODUCTION
ENGINEERING MANAGEMENT
A bar chart is ‘‘a graphic representation of project activities, shown in a time-scaled bar line with no links shown between activities’’
The bar may not indicate continuous work from the start of the activity until its end. or
Non continuous (dashed) bars are sometimes used to distinguish between real work (solid line) and inactive periods (gaps between solid lines)

34. ENGINEERING MANAGEMENT
Before a bar chart can be constructed for a project, the project must be broken into smaller, usually homogeneous components, each of which is called an activity, or a task.
Item Activity
M Mobilization
Bars ( Month or Year )

35. ADVANTAGES OF BAR CHARTS
ENGINEERING MANAGEMENT
1- Time-scaled
2- Simple to prepare
3- Can be more effective and efficient if CPM based
- Still the most popular method
4- Bars can be dashed to indicate work stoppage.
5- Can be loaded with other information (budget, man hours, resources, etc.)

36. Bar Charts Loaded with More Info.
ENGINEERING MANAGEMENT
Bar Charts Loaded with More Info.
Such as : budget, man hours and resources .
500$
220$
400$
850$
140$
900$

37. DISADVANTAGES OF BAR CHARTS
ENGINEERING MANAGEMENT
1- Does not show logic
2- Not practical for projects with too many activities
As a remedy, we can use bar charts to show:
1. A small group of the activities (subset)
2. Summary schedules

38. Basic Networks
ENGINEERING MANAGEMENT 3

39. DEFINITION AND INTRODUCTION
ENGINEERING MANAGEMENT
A network is a logical and chronological graphic representation of the activities (and events) composing a project.
Network diagrams are the preferred technique for showing activity sequencing.
Two main formats are the arrow and precedence diagramming methods.

40. Identifier (usually a letter/code) Duration (in std. unit like days)
ENGINEERING MANAGEMENT
Two classic formats
AOA: Activity on Arrow
AON: Activity on Node
Each task labeled with
Identifier (usually a letter/code)
Duration (in std. unit like days)
There are other variations of labeling
There is 1 start & 1 end event
Time goes from left to right

41. Arrow Diagramming Method (ADM)
ENGINEERING MANAGEMENT
1. Also called activity-on-arrow (AOA) network diagram or (I-J) method (because activities are defined by the form node, I, and the to node, J)
2. Activities are represented by arrows.
3. Nodes or circles are the starting and ending points of activities.
4. Can only show finish-to-start dependencies.

42. Each activity should have a unique i – j value
Basic Logic Patterns for Arrow Diagrams
ENGINEERING MANAGEMENT
Node (Event) i
Node (Event) j i
Activity Name j
j > i
Each activity should have a unique i – j value
(a) Basic Activity

43. (b) Independent Activities (c) Dependent Activities
ENGINEERING MANAGEMENT A B 2 4 10 12
(b) Independent Activities A B 3 6 9
(c) Dependent Activities

44. 4 6 8 2 6 2 4 8 A C B (d) A Merge B A C (e) A Burst
ENGINEERING MANAGEMENT 4 A C 6 8 B 2
Activity C depends upon the completion of both Activities A & B
(d) A Merge 6 B A 2 4 C 8
Activities B and C both depend upon the completion of Activity A
(e) A Burst

45. ENGINEERING MANAGEMENT12 18 A C 16 D B 14 20
Activities C and D both depend upon the completion of Activities A and B
(f) A Cross

46. Example Draw the arrow network for the project given next. IPA
ENGINEERING MANAGEMENT
Draw the arrow network for the project given next.
IPA
Activity - A B C D
C,D E

47. ENGINEERING MANAGEMENT
Solution : B D 30 A E 10 20 40 50 C

48. Dummy activity (fictitious)
ENGINEERING MANAGEMENT
* Used to maintain unique numbering of activities. * Used to complete logic, duration of “0”
* The use of dummy to maintain unique numbering of activities.

49. 4 10 4 10 11 A B A B (a) Incorrect Representation
ENGINEERING MANAGEMENT A
Divide node to correct 4 10 B
(a) Incorrect Representation A 4 10 B
Dummy 11
(b) Correct Representation

50. Example Draw the arrow network for the project given next. IPA
ENGINEERING MANAGEMENT
Draw the arrow network for the project given next.
IPA
Activity - A B C
B,C D

51. Solution :
ENGINEERING MANAGEMENT B A D 10 20 30 40 C
Improper solution B 30
Dummy 10 A 20 D 40 50 C
proper solution
ENGINEERING MANAGEMENT

52. Example 52 52 Draw the arrow network for the project given next. IPA
ENGINEERING MANAGEMENT
Draw the arrow network for the project given next.
IPA
Activity - A B C D
B,C E F

53. 30 10 20 50 60 40 B D A E C F Solution : Dummy 1 Dummy 2
ENGINEERING MANAGEMENT B D 30
Dummy 1 10 A 20 50 E 60
Dummy 2 C F 40

54. Diagram after removal of redundant dummies
ENGINEERING MANAGEMENT
Removal of Redundant Dummies
Original Diagram
Diagram after removal of redundant dummies A B
(a) A B A B A B
(b) C C

55. Diagram after removal of redundant dummies
ENGINEERING MANAGEMENT
Original Diagram
Diagram after removal of redundant dummies A C
(c) A C B E B E A C A C
(d) B E B E

56. Immediately Preceding Activity (IPA)
ENGINEERING MANAGEMENT
Immediately Preceding Activity (IPA)
Depends Upon
Activity
----- A B
A, B C B C A
Redundant
Relationship

57. Activity List with Dependencies:
ENGINEERING MANAGEMENT
Depends Upon
Description
Activity
----- A
A, B, C
B, C, J, M
B, C, D, E, K
D, E, F, G, L
Site Clearing
Removal of Trees
Excavation for Foundations
Site Grading
Excavation for Utility Trenches
Placing formwork & Reinforcement
Installing sewer lines
Pouring concrete
Obtain formwork & reinforcing steel
Obtain sewer lines
Obtain concrete
Steelworker availability B C D E F G H J K L M

58. Removing Redundant Relationships:
ENGINEERING MANAGEMENT
Depends Upon
Description
Activity
----- A
A, B, C
B, C, J, M
B, C, D, E, K
D, E, F, G, L
Site Clearing
Removal of Trees
Excavation for Foundations
Site Grading
Excavation for Utility Trenches
Placing formwork & Reinforcement
Installing sewer lines
Pouring concrete
Obtain formwork & reinforcing steel
Obtain sewer lines
Obtain concrete
Steelworker availability B C D E F G H J K L M

59. AOA Representation 40 45 35 15 10 5 20 25 30 L J F M H G B E D A C K
ENGINEERING MANAGEMENT H 40 G 45 C F D 35 15 10 5 B A 20 M 25 J 30 E L K
AOA Representation

60. NODE NETWORKS MTHOD (AON)
ENGINEERING MANAGEMENT
Activity number
Link 10 A 20 B
Activity name
a) Independent Activities 10 A
Link 20 B
B depends on A
b) Dependent Activities

61. c) A Merge Relationship
ENGINEERING MANAGEMENT 10 A 30 C 40 D
C depends on A & B
D depends on C 20 B
c) A Merge Relationship 20 B 30 C 40 D 10 A
B depends on A
C depends on B
D depends on B
d) A Burst Relationship
ENGINEERING MANAGEMENT

62. e) Start & Finish Dummy Activities
ENGINEERING MANAGEMENT A C B E D A D
Start
Dummy
Finish
Dummy B C E
e) Start & Finish Dummy Activities

63. Example 63 Draw the arrow network for the project given next. IPA
ENGINEERING MANAGEMENT
Draw the arrow network for the project given next.
IPA
Activity - A B C D
C,D E

64. ENGINEERING MANAGEMENT
Solution : B D A E C

65. Example 65 Draw the arrow network for the project given next. IPA
ENGINEERING MANAGEMENT
Draw the arrow network for the project given next.
IPA
Activity - A B C
B,C D

66. ENGINEERING MANAGEMENT
Solution : B A D C

67. Example 67 67 67 Draw the arrow network for the project given next.
ENGINEERING MANAGEMENT
Draw the arrow network for the project given next.
IPA
Activity - A B C D
B,C E F

68. ENGINEERING MANAGEMENT
Solution : B D A PF E C F

69. Lags and Leads
ENGINEERING MANAGEMENT
In some situations, an activity cannot start until a certain time after the end of its Predecessor.
Lag is defined as a minimum waiting period between the finish (or start) of an activity and the start (or finish) of its successor.
Arrow networks cannot accommodate lags. The only solution in such networks is to treat it as a real activity with a real duration, no resources, and a $0 budget.
ENGINEERING MANAGEMENT

70. Examples Place Concrete 3 3 Strips Forms 2 A lag in a node network
ENGINEERING MANAGEMENT
Place Concrete 3 3
Strips Forms 2
A lag in a node network
Place Concrete
Cure Concrete
Strips Forms
A lag in an arrow network

71. ENGINEERING MANAGEMENT
The term lead simply means a negative lag. It is seldom used in construction. In simple language: A positive time gap (lag) means ‘‘after’’ and a negative time gap (lead) means ‘‘before.’’

72. Recommendations for Proper Node Diagram Drawing
ENGINEERING MANAGEMENT
Recommendations for Proper Node Diagram Drawing
Incorrect
Correct

73. ENGINEERING MANAGEMENTB A B A A B A B
Improper
proper

74. ENGINEERING MANAGEMENT
Improper
Proper

75. ENGINEERING MANAGEMENT
Improper
Proper

76. (a) Do not start a network with more than one node
ENGINEERING MANAGEMENT A B C A B C PS
Improper
Proper
(a) Do not start a network with more than one node
ENGINEERING MANAGEMENT

77. (a) Do not end a network with more than one node
ENGINEERING MANAGEMENT A B C A B C PF
Improper
Proper
(a) Do not end a network with more than one node

78. The Critical Path Method (CPM)4

79. Introduction
ENGINEERING MANAGEMENT
Suppose you decide with your friend to go in hunting trip.
You must do specific activity such that the trip well be at the right way. The following activity must be done.

80. Critical path : The longest path in a network from start to finish
ENGINEERING MANAGEMENT
From chart you can see that the 3rd activity (preparing the jeep) have the longest period of time any delay with this activity leads to delay in the trip this activity is a “critical activity”
Critical activity : An activity on the critical path any delay on the start or finish of a critical activity will result in a delay in the entire project
Critical path : The longest path in a network from start to finish

81. Steps Required To Schedule a Project
ENGINEERING MANAGEMENT
Steps Required To Schedule a Project
The preparation of CPM includes the following four steps:
1- Determine the work activities:
The project must be divided into smaller activities or tasks .
The activity shouldn’t be more than days (long durations should be avoided)
Use WBS in scheduling by using an order of letters and numbers

82. 2- Determine activity duration:
ENGINEERING MANAGEMENT
2- Determine activity duration:
Duration = Total Quantity / Crew Productivity
The productivity has many sources :
1. The company
2. The market
3. Special books
Note: The scheduler must be aware about the non-working days , such as holydays or rain days, etc……

83. 3- Determine the logical relationships :
ENGINEERING MANAGEMENT
3- Determine the logical relationships :
This step is a technical matter and obtained from the project manager and technical team, and logical relationships shouldn’t confused with constraints
4- Draw the logic network and perform the CPM calculations

84. 5-Reiew and analyze the schedule: 1. review the logic
2. Make sure the activity has the correct predecessor
3. make sure there is no redundant activity
ENGINEERING MANAGEMENT

85. 7-Monitor and control the schedule:
ENGINEERING MANAGEMENT
6- Implement the schedule:
Definition: take the schedule from paper to the execution.
7-Monitor and control the schedule:
Definition: comparing what we planed with what actually done.
8-Revise the database and record feedback.
9-Resource allocation and leveling. (will discuss in chapter 6)

86. Example
ENGINEERING MANAGEMENT
Draw the logic network and perform the CPM calculations for the schedule shown next.
Duration
IPA
Activity 5 - A 8 B 6 C 9 D
B,C E 3 F 1
D,E,F G

87. Forward pass calculations
ENGINEERING MANAGEMENT
Forward pass calculations
In mathematical terms, the ES for activity j is as follows :
ESj =max( EFi )
where (EFi) represents the EF for all preceding activities.
Likewise, the EF time for activity j is as follows :
EF j= ESj + Dur j
where Dur j is the duration of activity j
Forward pass: The process of navigating through a network from start to end and calculating the completion date for the project and the early dates for each activity

88. ENGINEERING MANAGEMENT
Solution :
5,13
13,22 A 5 G 1 C 6 D 9 B 8 E F 3
0,5
13,19
22,23
5,11
11,14

89. Backward pass calculations
ENGINEERING MANAGEMENT
Backward pass calculations
In mathematical terms, the late finish LF for activity j is as follows :
( LFj =min(LSk
where (LSk) represents the late start date for all succeeding activities.
Likewise, the LS time for activity j (LS j) is as follows :
LS j= LFj - Dur j
where Dur j is the duration of activity
Backward pass: The process of navigating through a network from end to start and calculating the late dates for each activity. The late dates (along with the early dates) determine the critical activities, the critical path, and the amount of float each activity has.

90. CPM ( ES = LS , EF = LF , TF = FF = 0)
ENGINEERING MANAGEMENT
Solution :
5,13
13,22 A 5 G 1 C 6 D 9 B 8 E F 3
0,5
5,13
13,22
13,19
22,23
0,5
16,22
22,23
5,11
11,14
10,16
19,22
CPM ( ES = LS , EF = LF , TF = FF = 0)

91. Four Types Of Floats
ENGINEERING MANAGEMENT
There are several types of float. The simplest and most important type of float is Total Float (TF)
Total float (TF): The maximum amount of time an activity can be delayed from its early start without delaying the entire project.
TF = LS – ES or
TF = LF - EF
TF = LF - Dur - ES

92. ENGINEERING MANAGEMENT
Free Float: may be defined as the maximum amount of time an activity can be delayed without delaying the early start of the succeeding activities
FFi = min(ESi+1) - EFi
where min (ESi+1) means the least (i.e., earliest) of the early start dates of succeeding activities

93. Activity C’s free float, FF = 11 - 11 = 0 days And
ENGINEERING MANAGEMENT
In the previous example we can find the free float and total float for each activity as the following :
Activity C’s free float, FF = = 0 days
And
Activity C’s total float, TF = = 5 days …… and so on. FF TF LF LS EF ES
Duration
Activity 5 A 13 8 B 16 10 11 6 C 22 9 D 3 19 E 14 F 23 1 G
Critical activity
Note : We must always realize that FF ≤ TF
ENGINEERING MANAGEMENT

94. ENGINEERING MANAGEMENT
Interfering float: may be defined as the maximum amount of time an activity can be delayed without delaying the entire project but causing delay to the succeeding activities.
TF = FF - ‏ Int. or Int. F = TF - FF
Independent float (Ind. F): we may define it as the maximum amount of time an activity can be delayed without delaying the early start of the succeeding activities and without being affected by the allowable delay of the preceding activities.
Ind. Fi = min(ESi‏+1) – max(LFi-1) – Duri
Note: make sure that Ind. F ≤ FF

95. Node Format Activity ID Activity Name Duration ES EF LS LF TF FF
ENGINEERING MANAGEMENT
Activity Name
Activity ID
Duration ES EF LS LF TF FF

96. Event Times in Arrow Networks
ENGINEERING MANAGEMENT
Event Times in Arrow Networks
The early event time, TE, is the largest (latest) date obtained to reach an event (going from start to finish).
The late event time, TL, is the smallest (earliest) date obtained to reach an event (going from finish to start).
Examples
Perform the CPM calculations, including the event times, for the arrow network shown below.

97. 10 30 40 20 60 50 70 C E B D F A G H d2 d1 Arrow network for example 5
ENGINEERING MANAGEMENT 10 30 40 20 60 C E B 50 D F 70 A G H 5 7 8 9 4 d1 d2
Arrow network for example
ENGINEERING MANAGEMENT

98. ENGINEERING MANAGEMENT
The preceding logic is similar to that of the forward and backward passes: When you are going forward, pick the largest number. When you are going backward, pick the smallest number. i j
Act. Name
Dur.
TEi
TLi
TEj
TLj
CPM

99. ENGINEERING MANAGEMENT10 24 10 30 40 20 60 C E B 50 D F 70 A G H 5 7 8 9 4 d1 d2
(0,10)
(10,18)
(0,10)
(11,19)
(19,24) 10 27 10 19
(22,27) 27
(0,5)
(10,19)
(19,27)
(5,10)
(10,19)
(19,27) 7 10 19 27
(0,7)
(7,11)
(8,15)
(15,19) 15

100. Float Calculations From Event Times
ENGINEERING MANAGEMENT
Float Calculations From Event Times
Total Float
TFij = TLj - TEi - Tij
Example ( In the previous network )
TF40-50 = TL50 – TE40 – T40-50
= 19 – 7 – 4 = 8

101. Free Float FFij = TEj - TEi – Tij Example
ENGINEERING MANAGEMENT
Free Float
FFij = TEj - TEi – Tij
Example
FF40-50 = TE50 – TE40 – T40-50
= 19 – 7 – 4 = 8

102. Interfering Float INTFij = TLj – TEj Example INTF40-50 = TL50 – TE50
= 19 – 19 = 0
ENGINEERING MANAGEMENT
Independent Float
INDFij= TEj – TLi - Tij
Example
INDF40-50 = TE50 – TL40 – T40-50
= 19 – 15 – 4 = 0

103. Summary i j T TEi TLi TEj TLj Float Direction TF FF Int. F Ind. F
ENGINEERING MANAGEMENT
Summary i j T
TEi
TLi
TEj
TLj
Float
Direction TF FF
Int. F
Ind. F

104. ENGINEERING MANAGEMENT
Definitions
Activity, or task: A basic unit of work as part of the total project that is easily measured and controlled. It is time- and resource consuming.
Backward pass: The process of navigating through a network from end to start and calculating the late dates for each activity. The late dates (along with the early dates) determine the critical activities, the critical path, and the amount of float each activity has.
Critical activity: An activity on the critical path. Any delay in the start or finish of a critical activity will result in a delay in the entire project.
Critical path: The longest path in a network, from start to finish, including lags and constraints. .

105. Late dates: The late start date and late finish date of an activity.
ENGINEERING MANAGEMENT
Early dates: The early start date and early finish date of an activity.
Early finish (EF): The earliest date on which an activity can finish within project constraints.
Early start (ES): The earliest date on which an activity can start within project constraints.
Event: A point in time marking a start or an end of an activity. In contrast to an activity, an event does not consume time or resources.
Forward pass: The process of navigating through a network from start to end and calculating the completion date for the project and the early dates for each activity.
Late dates: The late start date and late finish date of an activity.
Late finish (LF): The latest date on which an activity can finish without extending the project duration.
Late start (LS): The latest date on which an activity can start without extending the project duration.

106. Precedence Diagram 5

107. The Four Types Relationships
ENGINEERING MANAGEMENT
The Four Types Relationships
Activities represented by nodes and links that allow the use of four relationships:
1) Finish to Start – FS
2) Start to Finish – SF
3) Finish to Finish – FF
4) Start to Start – SS

108. Finish to Start (FS) Relationship
ENGINEERING MANAGEMENT
Finish to Start (FS) Relationship
. The traditional relationship between activities.
. Implies that the preceding activity must finish
before the succeeding activities can start.
. Example: the plaster must be finished before the tile can start.
Plaster
Tile

109. Star to Finish (SF) Relationship
ENGINEERING MANAGEMENT
Star to Finish (SF) Relationship
. Appear illogical or irrational.
. Typically used with delay time OR LAG.
. The following examples proofs that its logical.
Erect
formwork
steel
reinforcement
Pour
concrete 5 SF
Order
concrete

110. Finish to Finish (FF) Relationship
ENGINEERING MANAGEMENT
Finish to Finish (FF) Relationship
Both activities must finish at the same time.
Can be used where activities can overlap to a certain limit.
Erect
scaffolding
Remove
Old paint
FF/1
sanding
FF/2
Dismantle
scaffolding
painting
inspect

111. Start to Start (SS) Relationship
ENGINEERING MANAGEMENT
Start to Start (SS) Relationship
This method is uncommon and non exists in project construction .
Clean surface
Spread grout SS
Set tile
Clean floor area

112. Advantages of using Precedence Diagram
ENGINEERING MANAGEMENT
Advantages of using Precedence Diagram
No dummy activities are required.
A single number can be assigned to identify each activity.
3. Analytical solution is simpler.

113. Calculation forward calculations EF = ES + D Calculate the Lag
ENGINEERING MANAGEMENT
Calculation
forward calculations
EF = ES + D
Calculate the Lag
LAGAB = ESB – EFA
Calculate the Free Float
FF = Min. (LAG)

114. TFi = Min (lag ij + TFj ) 2) Backward calculations
ENGINEERING MANAGEMENT
2) Backward calculations
For the last task LF=EF , if no information deny that.
LS=LF-D
Calculate Total Float
TF = LS – ES OR LF – EF
TFi = Min (lag ij + TFj )
Determine the Critical Path

115. Example 1) Forward pass calculations 4) Backward pass calculations
ENGINEERING MANAGEMENT
1) Forward pass calculations
4) Backward pass calculations
5) Calculate total Float (TF = LS – ES OR LF – EF) B D F H A 1 1 1 2 9 2 11 5 11 16 4 16 20 1 20 2 2 11 11 16 16 20 20 21 21 4 5 3 C E G 2 5 5 7 4 10 11 6 14 7 3 10 11 3 14 17 3 3 20
2) Calculate the Lag ( LAGAB = ESB – EFA) ES
Dur. LS
3) Calculate the Free Float (FF) FF = min.( LAG) EF FF TF LF
115

116. 6) Determine the Critical Path
ENGINEERING MANAGEMENT
6) Determine the Critical Path A B D F H 1 1 1 2 9 2 11 5 11 16 4 16 20 1 20 2 2 11 11 16 16 20 20 21 21 4 5 3 C E G 2 5 5 7 4 10 11 6 14 7 3 10 11 3 14 17 3 3 20 ES
Dur. LS
The critical path passes through the critical activities where TF = 0 EF FF TF LF
116

117. Resource Allocation and Resource Leveling6

118. CATEGORIES OF RESOURCES
ENGINEERING MANAGEMENT
CATEGORIES OF RESOURCES
Labor
Materials
Equipment's.

119. Schedule Updating and Project Control7

120. Schedule Updating and Project Control
ENGINEERING MANAGEMENT
The most important use of schedules is project control : the scheduler compares actual performance with baseline performance.
What is Project Control
Project control comprises the following continuous process
1. monitoring work progress .
2.comparing it with the baseline schedule and budget.
3.finding any deviations .
4.taking corrective actions.
ENGINEERING MANAGEMENT

121. ENGINEERING MANAGEMENT
Schedule updating
Schedule updating is just one part of the project control process.
Schedule updating must reflect
Actual work , and
involves change orders (CO) .

122. What is a baseline schedule?
ENGINEERING MANAGEMENT