1. Project Planning and Scheduling
(Refer to Chapter 10 of the textbook. Contains some additional information.)

2. Scheduling
The process of converting a general or outline plan for a project into a time-based graphic presentation given information on available resources and time constraints
Determining when an activity should start or end, depending on its
duration,
predecessor activity (or activities),
predecessor relationships,
resource availability, and
target completion date of the project
Setting an order and time for planned events

3. Preconstruction Planning
Must be viewed as an opportunity to design and build the project on paper before actual construction
Allows all entities involved to visualize the process and make necessary provisions to coordinate it
Provides an estimate of the time required for each portion of the project as well as the total project
Establishes the planned rate of progress
Forms the basis for managers to issue instructions to the subordinates
Establishes the planned sequence for the use of personnel, materials, equipment, and money

4. Construction Scheduling
Essential for efficient coordination of daily activities
Orchestration of timely and sequential delivery of the items of work
Enables one to prepare the checklist of key dates, activities, and resources
Provides a means for evaluating the effect of changes and delays
Serves as a basis for evaluating progress
Helps in the coordination of resources

5. Post-Construction Scheduling
Scheduling for commissioning, testing, acceptance
Helps coordinating and controlling works to correct deficiencies and incomplete items
Permits a review and analysis of the project as actually carried out
Provides historical data for improving future planning and estimating

6. Process Establish objectives Identify project activities
Begins with a plan
Must be defined as a specific and measurable goal
Must be attainable and fit your company’s goals
Identify project activities
Breakdown the project into definable work activities
Activities should be action-oriented, visible, and measurable
Activities should be sorted by area, category, and phase

7. Process Determine activity sequence Determine activity duration
Determine when to start an activity
Preceding activity
Succeeding activity
Activities that can be done concurrently
Requires more resources, greater work space, and a higher level of control
Determine activity duration
Determine the time required to complete an activity
Calculate the duration required to complete an activity most effectively
Determine critical path

9. Process Perform schedule calculations
Add up the durations of the different activity sequences or paths
The longest path determines the duration of the project
Paths with shorter durations have extra time
Float or slack
Provides a list of specific start and finish times for all activities
Activities along shorter paths will have some degree of flexibility
Those with longer paths will not have any flexibility
Labeled as critical

10. Process Revise and adjust An interactive process
It may be necessary to defer some work, increase workforce, plan overtime to meet project goals
Direct costs may increase if duration is shortened, but indirect costs may go down
Crashing

11. Process Monitor and control
Baseline or target schedule defines the beginning of work
Changes to the baseline occur due to
Revisions in scope
Unforeseen conditions
Errors
Make appropriate adjustments to keep the forecasted completion date
Baseline schedule is kept secure
Revisions are sequentially labeled
Important in the event of future dispute

12. Scheduling Principles
Establish a logical sequence of operations
Plan to complete the work with resources that are available
Provide for continuity of operations
Start critical activities (i.e. controlling activities) early

13. Scheduling Methods Bar Graph Method Bar Graph Schedule
Graphical representation of progress of items of works in relation to a time schedule
Developed by Henry Gantt
Simple and most widely used form of schedule

15. Scheduling Methods Cumulative Project Progress
Scheduled cumulative progress of works can be calculated after bar graph has been prepared and weighted factor calculated for each activity

16. Scheduling Methods Scheduled cumulative Progress @ end of 3rd week
(1.00x4.7)+(1.00x0.9)+(0.40x26.4) = 16.20%
Actual cumulative end of 3rd week
(0.90x4.7)+(1.00x0.9)+(0.25x26.4) = 11.73%

19. Scheduling Methods Normal Progress Curve S-curve
Based on the observation of a large number of projects
Slow progress at the beginning and end
Steep progress between 15% and 85% of the work
Usually about 15% of a project is completed in first 25% of project time
About 85% of a project is completed in 75% of project time
Applies to any type of non-repetitive work
Investigate reasons if scheduled cumulative progress curve deviates substantially from normal progress curve

21. Scheduling Methods Matrix schedule
Schedule using a rectangular array of elements (or entries) set out by rows and columns
Simple tool for controlling field activities
Usually used for repetitive works
Does not consider all project activities
Activity
Scheduled
Actual
Start foundation works
Finish foundation works
Duration in days 2 3

22. Scheduling Methods Network Schedules Critical Path Method (CPM)
Technique that analyzes what activities have the least amount of scheduling flexibility (i.e., are the most critical) and then predicts project duration schedule based on the activities that fall along the “critical path.”
Identifies activities that control project duration
Critical activities
Developed by DuPont and Remington Rand
Project Evaluation and Review Technique (PERT)
It is an event-oriented planning aid, usually computerized, used to estimate project duration when there is uncertainty in estimates of duration times for individual activities.

23. Scheduling Methods Both CPM and PERT use network diagrams
Graphically represent all the activities of a project
Show the relationship between activities
Difference between CPM and PERT
CPM assigns each activity a single fixed duration
PERT utilizes probability concepts to deal with uncertainties associated with activity-time estimates

25. Creating Schedule Activity Definition Categories of activities
Production
On-site construction
Procurement
Equipment and materials
Preparation and approval of submittals
Manufacturing and shipping of materials to site
Administration
Inspections
Permits

26. Creating Schedule Network Diagrams Activity on arrow Activity on node
Each activity is represented by an arrow
Activities shown using dashed arrows are dummies
Used to impose logic constraints and prevents duplication of activities
They do not represent any work
Activity on node
Each node represents an activity
Precedence
An extension of AON
Provides information on lag time factors

27. Precedence Diagram

28. Creating Schedule Event-Time Calculations
Calculate the earliest time at which each event may occur based on an arbitrary start time of zero
Early event time (EET)
Placed above the event circle
Proceed with calculations
Proceed from left to right
Start with 0 at the first event
Forward pass

29. Early event times

30. Creating Schedule Proceed with calculations (contd.)
When two or more activity arrows meet at an event, the largest of the early event times is chosen as EET
By definition, the event cannot occur until all activities leading to the event have been completed
Compute latest possible time at which each event may occur without changing the project duration
Backward pass
Late event time (LET)

31. Late event times

32. Creating Schedule Proceed with calculations (contd.)
LET of the last event is set equal to the EET of the event
Work backward through the network to calculate each event LET
LET of an event = LET of the predecessor event – duration of the event
When two or more activities meet at an event, the lower of the possible times is chosen as the LET
By definition, they must occur before any activity leading out of the event may start
LET is placed below the event circle

33. Creating Schedule Critical Path
Path through the network that establishes the minimum project duration
Consists of the series of events and activities that is used to determine the EET of the final event
Wait until both EETs and LETs have been established to mark the critical path
It passes through all the events whose EET and LET are the same
Critical activities are the ones that connect the events on the critical path

34. Critical path

35. Creating Schedule Activity times
Early start (ES) = EET of preceding event
Early finish (EF) = ES + Activity duration
Late finish (LF) = LET of the following event
Late start (LS) = LF – Activity duration
Total float (TF) = LF – EF or
Total float (TF) = LS – ES
Activity times are not calculated for dummy activities

36. Activity-time data