PMP-Projects Time Management

Project Management Professional

PMP
Memo No ( 971 )
Projects Time Management & Controlling

using Projects Management Software
ƤǇƢūơǵơƾƼƬǇƘƥƢǿǀȈǨǼƫƨǠƥƢƬǷȁƩƢǟȁǂǌǸǴǳƪǫȂǳơƧǁơƽƛ
by
Dr. Abdalla ElDaoushy
Dec, 2008
Apr, 2009
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Contents
Page
Part I: Theoretical Part . . . . . . 2
Projects Time Management . . . . . 3

Applications of Projects Time Management . . . 4
Project Definition . . . . . . . 6
1. Activity Definition . . . . . 7
2. Activity Sequencing . . . . . 11
3. Activity Resource Estimating. . . . 19
4. Activity Duration Estimating . . . . 23
5. Project Schedule Development . . . 28
6. Controlling the Project Schedule . . . 48
Part II: Practical Part . . . . . . 54
Gantt Charts . . . . . . . . 55
PERT/CPM . . . . . . . . 60
Project Network . . . . . . . 63
Activity loops . . . . . . . 64
Time Analysis . . . . . . . 65
Project Time Analysis . . . . . . 68
Critical Path(s) Determination . . . . . 73
Workshop . . . . . . . . 96
Project Duration Compression --- Time Crashing . . 114
Project Time Crashing by Linear Programming . . 124
Applying Duration Compression --- Fast Tracking . . 135
Self Test . . . . . . . . 136
Appendix . . . . . . . . 145
References . . . . . . . . 148

Projects Time Management using Computer
(Selected Real World Problems) ElDaoushy
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Part I
Theoretical Part

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Projects Time Management:
Major Processes for Projects Time Management
Planning Execution &

Controlling
Planning
2
(Updating)
Activity
Sequencing
1 5 6
3 Schedule
Activity Activity
Schedule
Definition Resource Development Control
Estimating
4
Activity
Duration
Estimating
ProjectsTime Management Processes are the processes required

to ensure timely completion of the Project.
These processes consist of Activity Definition, Sequencing

(Dependencies), Resource Estimating, Activity Duration Estimating,
Schedule Development, and Schedule Control.

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Applications of Projects Time Management:
ƅŒťŤřŪƙŒƏŵŒƍťƍžƒŕűřƃŒŘƙœŞƆ
CommerceƧǁƢƴƬǳơ
IndustryƨǟƢǼǐǳơ
Military ProjectsƨȇǂǰǈǠǳơƩƢǟȁǂǌŭơǀȈǨǼƫȁǝƢǧƾǳơƩƢȈǔƬǬǷ
Maintenance ProjectsƨǴǷƢǌǳơƩơǂǸǠǳơƲǷơǂƥȁǞǻƢǐŭơƩƢǟȁǂǌǷǖȈǘţ
Electrical PlantsƧŚƦǰǳơƨȈƥǂȀǰǳơƩƢǟȁǂǌŭơƨǷƢǫƛ
ƺȇǁơȂǐǳơƱƢƬǻƛǞȇǁƢǌǷȁǺǨǈǳơƔƢǼƥȁƩơǂƟƢǘǳơǞȈǼǐƫ
Airplanes, Ships, and Rockets Projects
Construction ProjectsǩǂǘǳơƾȈȈǌƫȁǖȈǘţȁƔƢǼƦǳơƩƢǟȁǂǌǷǀȈǨǼƫ
Medical OperationsƨȈƷơǂŪơƩƢȈǴǸǠǳơǀȈǨǼƫǖȈǘţ
ǺȇǂƳƢȀŭơśǰǈƫȁƨȈƟơȂǌǠǳơǪǗƢǼŭơǵƾǿ
First Aid Centers during ǱǃȏǄºǳơȁƭǁơȂºǰǳơǪǗƢǼǷľǞȇǂǇŒǗǄǯǂǷƨǷƢǫƛ
Earthquake
ǪǗƢǼŭơľƣǂǌǳơǽƢȈǷƩƢǰƦǋȁȄƸǐǳơǥǂǐǳơȁȃǁƢĐơƩƢǰƦǋǀȈǨǼƫ
Infrastructures ƧƾȇƾŪơƨȈǼǰǈǳơ
Highways & BridgesȃǁƢƦǰǳơȁǩǂǘǳơƾȈȈǌƫ

Metro UndergroundǩƢǨǻȋơȁǂƬǷ
Educational Planning ƨȈǸȈǴǠƬǳơƲǿƢǼŭơǂȇȂǘƬǳƨȈǼǷǄǳơƲǷơŐǳơǶȈǴǠƬǳơǖȈǘţ

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ƏƄƒœƆŕŔƒƃœŪƕŒƉŦƋŨƒƆřřƍ 

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ϰϓΔϔϠΘΨϤϟ΍ΔτθϧϷ΍άϴϔϨΗϭωϭήθϤϟ΍ϑ΍Ϊϫ΃ϖϴϘΤΘϟϪϠϤϋΐΠϳΎϣϰϠϋϑήόΘϟ΍ϰϓ
άϴϔϨΘϟΔϠϣΎηΔτΧϊοϭήΧ΃ϰϨόϤΑϭ΃ˬΔΣΎΘϤϟ΍Ωέ΍ϮϤϟ΍˯ϮοϰϠϋϭΓΩΪΤϤϟ΍ΎϬΗΎϗϭ΃
άϴϔϨΘϟ΍ϞΣ΍ήϣϭϡΎδϗϷΕΎϴϟϮΌδϤϟ΍΢ϴοϮΗϊϣΔΣΎΘϤϟ΍ϩΩέ΍Ϯϣ˯ϮοϰϓωϭήθϤϟ΍
ωϭήθϤϠϟΔϔϠΘΨϤϟ΍
ϰΘϟ΍ϭωϭήθϤϟΎΑΔλΎΨϟ΍Δϴ΋ΰΠϟ΍ϝΎϤϋϷ΍ϭ΃ΕΎϴϠϤόϟ΍ϭ΃ΔτθϧϷ΍ϰϫΎϣΓέ΍ΩϺϟ΢οϮΗ
Ω΍ΪϋϷ΍ϊϣΔλΎΧΔϔμΑΎϬϴϠϋΰϴϛήΘϟ΍ΐΠϳϰϟΎΘϟΎΑϭˬΎϫάϴϔϨΗϰϓήϴΧ΄Ηϯ΃ϞϤΘΤΗϻ
ˬΎϬΑϡΎϤΘϫϻ΍ϭΎϬϟϖΒδϤϟ΍
Ϧσ΍ϮϣϰϠϋΐϠϐΘϠϟΔϣίϼϟ΍Ε΍˯΍ήΟϻ΍ΫΎΨΗ΍ϭΎϫάϴϔϨΗϞΒϗΔτΨϟ΍ϢϴϴϘΗήΧ΁ϰϨόϤΑϭ
ΎϬϴϓϒόπϟ΍
Ωέ΍ϮϤϟ΍ϊϳίϮΗΓΩΎϋ·ϭΔτθϧ΃ϦϣϢΗΎϤϟΔόΑΎΘϤϟ΍ΔϴϠϤϋήδϴΗϭςϴτΨΘϟ΍ΓΩΎϋ·΢ϴΘΗ
Resource Leveling & Smoothing ΔΟΎΤϠϟΎϘΒσάϴϔϨΘϟ΍˯ΎϨΛ΃
ˬΔϟΎϤόϟ΍ΔΣΎΘϤϟ΍Ωέ΍ϮϤϟ΍ϦϣωϭήθϤϟ΍ΕΎΟΎϴΘΣ΍ήϳΪϘΗϰϓΐϴϟΎγϷ΍ϩάϫΪϋΎδΗ
ϩάϫϊϳίϮΗΓΩΎϋ·ϭΎϬϨϣϞϜϟΝΎϴΘΣϻ΍ΕΎϗϭ΃ˬΦϟ΍ˬϝΎϤϟ΍α΃έˬΕ΍ΪόϤϟ΍ϭΕϻϵ΍
ΎϬτϴτΨΗ˯ϮγΔϟΎΣϰϓΩέ΍ϮϤϟ΍

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ProjectųƍŧŬƆƃŒ

(Tasks) ΔτѧѧѧѧθϧϷ΍ϭ΃ϝΎѧѧѧѧϤϋϷ΍ϦѧѧѧѧϣΔѧѧѧѧϋϮϤΠϣϦѧѧѧѧϣΓΩΎѧѧѧѧϋωϭήѧѧѧѧθϤϟ΍ϥϮѧѧѧѧϜΘϳ
ήΧϵ΍ξόΒϟ΍ϰϠϋΎϬπόΑΪϤΘόϳϻϭ΃ΪϤΘόϳΪϗϰΘϟ΍Activities

ŗƄśƆŊ
Oil Well DiscoveryƏƃƍŧřŕŴſƍƆŻœŬƂřŪŒŗƒƃƍŧřŕƃŒŴƒŧœŬƆƃŒƏż

Excavation ǂǨūơƩƢȈǴǸǟȁǂǨūƢƥǹƿƛ
Transportation Equipments ǞǫȂǸǴǳƩơƾǠŭơǲǬǻ
Installing Equipments ƩơƾǠŭơƤȈǯǂƫ
Crude Oil Transportation ǵƢŬơǱȁǂƬƦǳơǲǬǻ
ŖŧŒťƕŒũƄŞƆųœƆřŞŊťƀŵųƍŧŬƆŗƒŧŒťƕŒƑšŒƍƈƃŒƏż
Organizing an Annual Meeting for Your Company.
You may consider the following Activities:
o Book the Meeting Space.
o Schedule Speakers
o Arrange for Audiovisual Equipment
o Order Food
o Send Out Invitations
o Mail Out Annual Reports
ConstructionsŗƒƈƂŪŖťšƍŇœŬƈōųƍŧŬƆŇœƈŕƃŒƍťƒƒŬřƃŒ¾œŞƆƏż
Mobilization ǑǁȋơƾȈȀŤ
Excavation for Foundation ǅƢǇȋơǂǨƷ
Walls Installation ǹơǁƾŪơƨǷƢǫƛ
Slab & Stairs Installation ŃȐǈǳơȁǦǬǈǳơƾȈȈǌƫ
Doors & Windows Fixing ǮȈƥƢƦǌǳơȁƣơȂƥȋơƤȈǯǂƫ
Electricity & Sanitary ǽǁƢǻȍơȁǽƢȈŭơŚǇơȂǷƤȈǯǂƫ
Internal Plastering ǦǬǇȋơȁǖƟơȂƸǴǳȄǴƻơƾǳơǑƢȈƦǳơǱƢǸǟƗ
Finishing ƤȈǘǌƫ

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1. Activity Definition:
Activity Definition involves identifying and documenting the specific

activities that must be performed to produce the deliverables
products) and sub-deliverables identified in the Work Breakdown
Structure (WBS).
1.1 Inputs to Activity Definition:

1.1.1 Project Scope:
o The work that must be done to deliver a product with the

specified features and functions.
o The project justification and the project objectives must be

considered explicitly during Activity Definition.
1.1.2 Work Breakdown Structure (WBS):
o The WBS is a deliverable-oriented grouping of Project

elements that organizes and defines the total Work
Scope of the project. Each descending level represents
an increasingly detailed definition of the Project Work.
o The WBS is the primary input to activity definition (see

later)
1.1.3 Historical Information:
o Historical Information (what activities were actually

required on previous similar Projects) should be considered
in defining Project Activities.

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1.1.4 Constraints:
o Constraints are factors that will limit the Project

Management Team’s Options. For example, Apply an
overall Deadline to a Project; Apply a Constraint to an
Individual Activity.
1.1.5 Assumptions:
o Assumptions are factors that (for planning purposes) are

considered to be true, real, or certain.
o Assumptions affect all aspects of the Project Planning,

and are part of the progressive explanation of the
Project.
o Project Team frequently identify, document, and

validate assumptions as part of their Planning Process.
For example, if the date that a key person will become
available is uncertain, the Project Team may assume
accordingly a specific start date. Assumptions
generally involve a degree of risk.
1.1.6 Expert Judgment:
o Expert Judgment (opinion) will often be required to

assess the inputs to this process (Activity Definition).
o Such expertise may be provided by any Group or

Individual with specialized knowledge or training, and is
available from many sources, including:
i. Other Units within the Performing Organization.
ii. Consultants.
iii. Stakeholders including Customers.
iv. Professional and Technical Associations.
v. Industry Groups.

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1.2 Tools & Techniques for Activity Definition:
1.2.1 Decomposition (WBS):
o Decomposition involves subdividing the Project Work

into smaller and more manageable components to
provide better Management Control.
o The major difference between Decomposition here and

in Project Scope Definition is that the final outputs here
are described as Activities rather than as Deliverables.
o The WBS and the Activity List (all activities that will be
performed on the Project) are usually developed
sequentially with the WBS being the basis for
developing the final Activity List.
o In some application areas, the WBS and the Activity List

are developed concurrently.
1.2.2 Templates:
o An Activity List, or a portion of an activity list from a

previous Project is often usable as a template for a new
Project.
o The Activities in Templates can also contain a list of

Resource Skills and their required hours of effort,
identification of risks, expected deliverables, and other
descriptive information.

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1.3 Outputs from Activity Definition:
1.3.1 Activity List (all activities that will be performed

on the Project):
o As with the WBS, the Activity List should include

descriptions of each activity to ensure that the Project
Team Members will understand how the Work is to
be done.
1.3.2 Supporting Detail:
o Supporting Detail for the Activity List should be

documented and organized as needed to facilitate its
use by other Project Management Processes.
o Supporting Detail should always include

documentation of all identified Assumptions and
constraints. The amount of Additional Detail varies
by Application Area.
1.3.3 WBS Updates:
o In using the WBS to identify which activities are

needed, the Project Team may identify missing
deliverables, or may determine that the deliverable
descriptions need to be clarified or corrected. Any
such updates must be reflected in the WBS and
related documentation, such as Cost Estimates.
o These updates are often called “refinements” and are

most likely when the project involves new or
unproven technology.

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2. Activity Sequencing (Relationship):

o Activity Sequencing involves identifying and documenting
interactivity logical relationships. Activities must be sequenced
accurately to support later development of a realistic and
achievable schedule.
o Sequencing can be performed with the aid of a computer (i.e., by

using the Project Management Software) or manually.
2.1 Inputs to Activity Sequencing:

2.1.1 Activity List:
o All Activities that will be performed must be available for

the purpose of Activity Sequencing, Relationship, or
Dependency.
2.1.2 Product Description:
o The product description & characteristics often affect

Activity Sequencing (e.g., the physical layout of a plant to
be constructed, subsystem interfaces on a software
project). While these effects are often apparent in the
activity list, the Product Description should generally be
reviewed to ensure accuracy.
2.1.3 Mandatory Dependencies:

o Mandatory Dependencies are those that are inherent in the nature of
the work being done. They often involve physical limitations. For
examples, on a Construction Project, it is impossible to erect the
superstructure before the foundation has been built; in
Electronics Project, a prototype (trial product) must be built
before it can be tested. Mandatory Dependencies are also called
“Hard Logic”.

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2.1.4 Discretionary (unrestricted) Dependencies:
o Discretionary Dependencies are those that are defined by

the Project Management Team. They should be used with
care (and fully documented), since they may limit later
scheduling options.
o Discretionary Dependencies are usually defined based on

knowledge of:
 “Best Practices” within a particular Application Area.
 Some unusual aspects of the Project where a specific

sequence is desired, even though there are other
acceptable sequences.
o Discretionary Dependencies may also be called “Preferred

Logic”, “Preferential Logic”, or “Soft Logic”.
2.1.5 External Dependencies:
o External Dependencies are those that involve a relationship

between Project Activities and non-Project Activities. For
example, the testing activity in a software project may
be dependent on delivery of hardware from an external
source.
2.1.6 Milestones:
 Milestone is a Significant Event in the Project, usually

completion of a major deliverable.
 Milestone Events need to be part of the Activity
Sequencing to assure that the requirements for meeting
the milestone(s) are met.

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2.2 Tools & Techniques for Activity Sequencing:
2.2.1 Precedence Diagramming Method (PDM):
o This is a method of constructing a Project Network

Diagram that uses boxes or rectangles (nodes) to represent
the Activities and connects them with arrows that show the
Dependencies.
o This technique is also called activity-on-node (AON) and is

the method used by most Project Management Software
packages. PDM can be done manually or on a computer.
o This method includes 4 types of dependencies or

precedence relationships:
 Finish-to Start (FS): the initiation of the work (Activity)

of the successor depends upon the completion of the work
of the predecessor.
 Finish-to-Finish (FF): the completion of the work of the

successor depends upon the completion of the work of the
predecessor.
 Start-to-Start (SS): the initiation of the work of the

successor depends upon the initiation of the work of the
predecessor.
 Start-to-Finish (SF): the completion of the work of the

successor depends upon the initiation of the work of the
predecessor.
In PDM, FS is the most commonly used type of logical

relationship. SF relationships are rarely used.

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A B C
Start Finish
D E F
Network Logic Diagram using Precedence Diagramming Method

(PDM)

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2.2.2 Arrow Diagramming Methods (ADM):
o It is also called Activity-On-Arrow (AOA).
o ADM uses only FS Dependencies and may require the use

of dummy activities to define all logical relationships
correctly.
o ADM can be done manually or on a computer.
o Note: ADM Approach is rarely used in today’s Project

Management Practices.
Start Start
Network Logic Diagram using Arrow Diagramming Method

(ADM)

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2.2.3 Conditional Diagramming Method:
o Diagramming Techniques such as Graphical Evaluation

and Review Technique (GERT) allows for non-
Sequential Activities such as loops (e.g., a test that must be
repeated more than once) or conditional branches (e.g., a
design update that is only needed if the inspection detects
error).
o Neither PDM nor ADM allows loops or conditional

branches.
2.2.4 Network Templates:
o Standardized Networks can be used to expedite the

preparation of Project Network Diagrams. They can include
an entire project or only a portion of it. Portions of a
network are often referred to as subnets or fragnets.
o Subnets are especially useful when a Project includes

several identical or nearly identical features, such as:
o Floors on Office Building,
o Clinical Trials on a Pharmaceutical Research Project,
o Program Modules on a Software Project, or
o The Start-Up Phase of a Development Project.

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2.3 Outputs from Activity Sequencing:
2.3.1 Project Network Diagram:
o A Project Network Diagram may include full Project

Details.
o Any unusual sequences should be fully described.
o A Project Network Diagram is often referred to as a

PERT Chart.
A B C
2 5 4
Start Finish
D E F
4 1 2
Network Logic Diagram using Precedence Diagramming Method

(PDM)

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2.3.2 Activity List Updates:
 If Approved Change Requests result from the Activity

Sequencing Process, then the Activity List is updated to
include those Approved Changes.
 Also, preparation of Project Network Diagrams may reveal

instances where an activity must be divided or otherwise
redefined to diagram the correct logical relationships.

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3. Activity Resource Estimating:
Estimating Activity Resources involves determining

– What Resources (People, Equipments -- Work,
Materials, or Cost/Use).
– What Quantities of each Resource will be used, and
– When each Resource will be available to perform Project
Activities.
– The Activity Resource Estimating Process is closely
coordinated with the Cost Estimating Process.
Hint:
 Work (People or Equipment) ΕΎϴϟ΍ϭ΃ϝΎϤϋ
 Materials Ω΍Ϯϣ
 Material Label αΎϴϘϟ΍ΓΪΣϭ
 Max. Units Γήϓ΍ϮΘϤϟ΍Ωέ΍ϮϤϟ΍ΩΪϋ
 Work ΔϋΎδϟ΍ΔϔϠϜΗ
 Std Rate
 Material ΓΪΣϮϟ΍ΔϔϠϜΗ
 Cost/Use ϊϗϮϤϠϟΔϟϵ΍ϞϘϧϞΜϣϡ΍ΪΨΘγ΃ϞϜϟϑΎπΗΓήΟ΃
 Accrue at (start, proportion, or end)
ΔϳΎϬϨϟ΍ϲϓϭ΃ϞϤόϟ΍ϡΪϘΗϊϣˬΔϳ΍ΪΒϟ΍ϲϓΔϴϠϤόϠϟϊϓΪϟ΍Ϧϣί

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3.1 Inputs to Activity Resource Estimating:
3.1.1 Enterprise Environmental Factors:
o The Activity Resource Estimating Process uses the

Infrastructure Resource Availability Information included in
the Enterprise Environment.
3.1.2 Organizational Process Assets:
o Organizational Process Assets provide the policies of the

performing organization regarding staffing and the
rental or purchase of supplies and equipments that are
considered during activity resource estimating. If
available, Historical Information regarding what types of
Resources were required for similar work on previous
Projects are reviewed.
o The Activity Attributes of the Activity List developed during

the Activity Definition Process provide the primary data
input for use in estimating those Resources required for each
Activity in the Activity List.

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3.2 Tools & Techniques for Activity Resource Estimating:

o Any group or person with specialized knowledge in
Resource Planning and Estimating can provide such
expertise.
3.2.2 Alternatives Analysis:

o This include using various levels of resource capability or
skills, different size or type of machines, different tools
(hand versus automated), and make-or-buy decisions
regarding the resource.
3.2.3 Published Estimating Data:

o Several Companies routinely publish updated production
rates and unit costs of resources for an extensive array of
labor trades, equipments, and materiel for different
countries and geographical locations within countries.
3.2.4 Project Management Software:

o Depending upon the sophistication of the software, resource
breakdown structures (RBS), resource availabilities, and
Resource Rates can be defined, as well as various Resource
Calendars.
3.2.5 Bottom-Up Estimating:

o When an Activity cannot be estimated with a reasonable
degree of confidence, the work within the Activity is
decomposed into more detail. The resource needs of each
lower, more detailed piece of work are estimated, and these
estimates are then aggregated into a total quantity for each of
the Activity’s Resources.

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3.3 Outputs from Activity Resource Estimating:
3.3.1 Activity Resource Requirements:
o The Resource Requirements Documentation for each

Activity can include the basis of estimate for each resource,
as well as the assumptions that were made in determining
which types of resources are applied, their availability, and
what quantity are used.
o The Schedule Development Process determines when the

Resources are needed.
3.3.2 Activity Attributes (Updates):
o The types and quantities of Resources required for each

Activity are incorporated into the Activity Attributes and
therefore updates the Activity Attributes.
3.3.3 Resource Breakdown Structure(RBS):
o RBSis a Hierarchical Structure of the Identified Resources

by Resource Category and Resource Type.
3.3.4 Resource Calendar (Updates):
o Resources Calendars documents Working Days and non-

Working Days for specific Resources, whether a Person or
Materiel, and if they are active or idle. The Project Resource
Calendar typically identifies Resource-Specific Holidays and
Resource Availability Periods.

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3.3.5 Requested Changes:
o The Activity Resource Estimating Process can result in

requested changes to add or delete planned schedule
activities within the Activity List.

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4. Activity Duration Estimating:
 Activity Duration Estimating Process requires that the

amount of work effort required to complete the activity is
estimated. The assumed amount of resources to be applied
to complete the activity is estimated, and the number of
work periods needed to complete the activity is
determined. All data and assumptions that support duration
estimating are documented for each Activity Duration
Estimate.
 The overall Project Duration is calculated as an output of

the Schedule Development Process.

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4.1 Inputs to Activity Duration Estimating:
o The Activity List must include all activities that will be

performed on the project. Each activity should include
description to ensure that the Project Team Members will
understand how the work is to be done.
4.1.2 Constraints:
o Constraints on specific Activities will be taken into

consideration.
4.1.3 Assumptions:
o Project Team frequently identifies, document, and validate

assumptions as part of their Planning Process. For example, if
the date that a key person will become available is uncertain,
the Team may assume a specific start date. Assumptions
generally involve a degree of risk.
4.1.4 Resource Requirements:
o The duration of most Activities will be influenced by the

Resources assigned to these Activities.

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4.1.5 Resource Capabilities:
o The duration of most Activities will be significantly influenced

by the capabilities of Human and Equipment Resources
assigned to these Activities. For example, if both are assigned
full time, a Senior Staff Member can generally be expected to
complete a given activity in less time than a Junior Staff
Member.
4.1.6 Historical Information:
o Historical Information on the likely durations of many

categories of activities is often available from one or more of
the following sources:
 Some Organizations involved in the project may maintain

records of previous Project Results that are detailed
enough to aid in developing Duration Estimates.
 Commercial Duration Estimating Databases --- These

databases are useful when activity durations are not driven
by the actual work content (e.g., how long it takes concrete
to cure; how long a Government Agency usually takes to
respond to certain types of requests).
 Project Team Knowledge --- The Individual Members of

the Project Team may remember previous actual or
estimates for similar Projects.
4.1.7 Identified Risk:
o The Project Team considers information on Identified Risks

when producing estimates of Activity Durations, since risks
can have a significant influence on duration.

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4.2 Tools & Techniques for Activity Duration Estimating:
o Activities Duration are often difficult to estimate because of

the number of factors that can influence them (e.g., resource
levels, resource productivity).
o Expert judgment guided by Historical Information should

be used whenever possible.
o If such expertise is not available, the estimates are

uncertain and risky.
4.2.2 Analogous Estimating:
o This means using the actual duration of a previous, similar

activity as the basis for estimating the duration of a future
activity.
o It is frequently used to estimate Project Duration when there

is a limited amount of detailed information about the
Project.
o Analogous (Similar) Estimating is a form of Expert

Judgment.
o Analogous Estimating is most reliable when the previous

activities are similar in fact and not just in appearance and
the Individuals preparing the estimates have the needed
expertise.

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4.2.3 Quantitatively Based Duration:
Estimate Time = Volume of Work / (number of Resources *

Resources Productivity)
4.2.4 Reserve Time (Contingency-Emergency):
o Project Teams may choose to improve Activity Duration

Estimating by using what is called time reserve, contingency,
or buffer that can be added to the Activity Duration.
o This reserve time can be a percentage of the estimated

duration, or a fixed number of work periods. The reserve
time can later be reduced or eliminated, as more precise
information about the project becomes available. Such
reserve time should be documented along with other data
and assumptions.

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4.3 Outputs from Activity Duration Estimating:
4.3.1 Activity Duration Estimates:
o Activity Duration Estimates should always include some

indication of the range of possible results.
o For example:
 2 weeks ± 2 days to indicate that the activity will take at

least 8 days and no more than 12 days (assuming a 5 days
workweek).
4.3.2 Basis of Estimates:
o Assumptions made in developing time estimate must be

documented.
4.3.3 Activity List Updates:
o The preparation of Project Network Diagrams may reveal

instances where an activity must be divided or otherwise
redefined to diagram the correct logical relationships and
therefore updates the Activity List.

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5. Project Schedule Development:
o Project Schedule Development means determining Start &

Finish Dates for Project Activities and how long the entire
Project will take.
o Now that estimates of durations for Activities are complete,

it is the time to work to see how the Start & Finish Date for
each Activity of the Project & how long the Entire Project
will take.
o If the Start & Finish Dates are not realistic, then the Project
is unlikely to be finished as scheduled.
o The creation of the Project Schedule is iterative. It is rare for

a schedule to get created, approved, and complete without
some iterative examination & arrangement.
o When Activity List updates, Constraints, Assumptions and

other inputs are considered, it is easy to see why Scheduling
can become complex.

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5.1 Inputs to Schedule Development:
5.1.1 Project Network Diagram:
o The Project Network Diagram is important during Schedule

Creation because it allows the Project Manager and the Project
Team to evaluate the Decisions, Constraints, and Assumptions
that were made earlier in the Process to determine why certain
Activities must occur in a particular order.
5.1.2 Relying on Activity Duration Estimates:
o Relying on Activity Duration Estimates is another key input to

Schedule Creation. The Project Manager needs to know how
long the whole Project will take, so the Activity Duration
Estimates will help calculate that number.

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5.1.3 Considering the Resource Requirements:
o Considering the Resource Requirements will affect the Project

Schedule.
o Remember the difference between “Duration” and “Effort”.

Duration is how long the Activity will take, Effort is the
Labor applied to the Activity (Task). For example, Painting a
Building may take 80 hours to complete with two Workers
assigned to the Job. Add two more Workers; the Work may
take only (not necessarily) 40 hours to complete.
5.1.4 Considering the Resource Pool Description:
o The availability of the Project Resources Pool must be

evaluated. If certain Activities require a Worker with a highly
Specialized Skill, these Activities are called “Resource-
Dependent”. If the Worker not be available for the timeframe
of the required Activity, one of several things must happen:
 The Project Manager must negotiate to make the Resource

available for the Activity in the Project Schedule.
 The Activity must be moved in the schedule for when the

Resource is available.
 The Activity, and possibly the Project, must wait for the
Resource to become available.
 The Project may incur Additional Costs by finding other

Resources to complete the Scheduled Work.

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5.1.5 Calendars:
o There are 2 Calendar Types that will affect the Project:
1. Project Calendar: The Project Calendar accounts for

holidays, working hours, and work shifts for the Project.
2. Resource Calendar: The Resource Calendar controls when

Resources, such as Project Team Members and Consultants are
available to work on the Project. It takes into account
vacations, other commitments within the Organization, or
Restrictions on Contracted Work, Overtime Issues, and so on.
The consideration of the Project Calendar and the

Resource Calendar is mandatory to predict when a Project
may begin and end.
5.1.6 Evaluating the Project Constraints:
o Constraints will restrict when and how the Project may be

implemented. It is important to understand why the constraint
has been imposed. Here are a few common examples of why
Constraints exist:
o To work within the parameters of expected weather

conditions (for seasonal or outdoor Projects)
o To follow the Government’s Requirements
o To follow the Industry Regulations, Best Practices, or

Guidelines
o To work within Time Frames that incorporates the expected

delivery of Materials from Vendors or other Projects.

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o Start No Earlier Than: This Constraint requires that the

Project or Activity not start earlier than the Predetermined
Date. Consider an Activity to add Software to an existing
Network Server in a Technology Project. The Project
Manager adds a 'Start No Earlier Than' Constraint on the
Activity to ensure the Activity begins on a Saturday when
the Server is not in use by the Organization. The Activity
can begin any time after the Preset Date, but not before
it.
o Finish No Later Than: This Constraint requires the Project

or Activity to finish by a Predetermined Date. For example,
the Installation of Flooring Tile in a Restaurant must be
finished by October 25 so the Kitchen Equipment can be
installed. The Constraint 'Finish No Later Than' is tied to
the date of October 25. The Activity can end sooner than
October 25, but not after it.
o Finish No Earlier Than: This (somewhat unusual)

Constraint requires the Activity to be in motion up until the
Predetermined Date. Consider a Project to Create a Special
Blend of Wine. The Wine must be aged a specific amount
of time before the Winemaking Process can continue; the
Process requires a set amount of time so it may 'Finish No
Earlier Than' the Predetermined Time. The Activity can
end any time after the preset date, but not before it.
5.1.7 Revaluating the Assumptions: Assumptions factored into the

Project should be documented and accounted for.

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5.1.8 Considering Leads & Lags:
o Leads and lags are values added to Activities to slightly alter

the relationship between two or more activities. For example, a
Finish-to-Start Relationship may exist between Applying
Primer to a Warehouse and Applying the Paint. The Project
Manager, in this scenario, has decided to add one day of
Lead-Time to the Activity of Painting the Warehouse. Now
the Painting can begin one day before the Priming is
scheduled to end.
FS (-1) Painting
Primer
o Lead Time is considered a negative value because time is

subtracted from the downstream activity to bring it closer to
the start of the Project.
o Lag Time is waiting time. Imagine a Project to install Wood

Floors in an office Building. Currently, there is a Finish-to-
Start Relationship between Staining (Preparing) the Floors
and adding a layer of Shellac to seal the Wood Floors. The
Project Manager has elected (because of the humidity in the
building) to add two days of Lag Time to the downstream
Activity of Sealing the Floors. Now the Shellac cannot be
applied immediately after the Stain, but must wait two
additional days. Lag is considered a positive value since Time
is added to the Project Schedule.
Primer FS(2) Painting
The following illustration shows the difference between Lead

and Lag Time.

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1 2 3 4 5 6 7 8 9 10
A (du = 4)
FS = 0
B (du = 3)
A (du = 4)
FS + 3 B (du = 3)
A (du = 4)
FS – 3
B (du = 3)

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5.1.9 Risk Management Plan:
o The Risks can alter the Project Schedule for better or for
worse. This is not difficult to see.
o A Risk in the Project may be identified as delays from the

Vendor for the Equipments needed to complete the Project.
o The response to this Risk (if it happens) may be to secure an

Alternate Vendor that charges slightly more for the same
Equipment but has it in Stock.
o The delay of the Equipment with the Original Vendor may

throw the Project off Schedule, and the Additional Time to
find, purchase, and ship the needed Equipment could also add
extra time to the Project.
5.1.10 Activity Attributes:
o The Activity Attributes can have a direct impact on the Project

Schedule.
o Some Activities are Effort Driven, which means more effort

can reduce the Duration.
o Other Activities are of Fixed Duration - that is, Additional

Effort does nothing to reduce their Expected Duration.
o Activity Attributes are the characteristics of the Work to

be completed, including:
 Person(s) Responsible for completing each Work.

 Where the Work will take place (Building, City, Outdoors).
 Type of Activity (Electrical, Technical, and so on).
 When the Activity must take place (Business Hours, Off-
Hours, More Unusual Times).

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5.2 Tools & Techniques for Schedule Development:
5.2.1 Applying Mathematical Analysis:
o There are three common methods for Mathematical

Analysis:

5.2.1.1 Program Evaluation and Review Technique (PERT):
i. Specifically, PERT uses a 'pessimistic,'

'optimistic,' and 'most likely' time-estimate to
predict when the Project will be completed.
5.2.1.2 Graphical Evaluation and Review Technique (GERT):
i. GERT uses Conditional Advancement,

Branching, and Looping of Activities and is
based on probable estimates.
ii. Activities within GERT are dependent on the

results of other Upstream Activities.
iii. For example, the results of a work package may

determine if additional testing is needed, rework
is required, or the Project may continue as
planned.

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5.2.1.3 Critical Path Method (CPM):
 This is the most common Approach to calculating

when a Project may finish.
 It uses a 'forward' and 'backward' pass to reveal

which Activities are considered Critical.
 Activities on the Critical Path may not be delayed;

otherwise, the Project End Date will be delayed.
 The Critical Path is the path with the longest

duration to completion. Activities not on the
Critical Path have some float (also called slack)
that allows some amount of delay without
delaying the Project End Date.
The critical path is used to determine which Activities have no

float. You can also use the critical path to determine the earliest
date for when the project may be completed. There can be more
than one critical path in a Project. It is possible for the critical
path to change.

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The following illustration is an example of determining

the critical path:
Example 1:
Watch
1: The Path Start – A B – C – D – End = 17 units of time
2: The Path Start – E – F – C – D – End = 20 units of time
3: The Path Start – E – F – G – End = 15 units of time

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Example 2: Determining the Critical Patgh
o The Forward Pass:
1 2 3 7
Establish Establish and
Vendor Specs Monitor Vendor
du=2 Contracts
du=5 4 4 8 9
SS Secure Perform
Hardware Final
Start du=1 Assembly
du=2
1 3
Prepare 4 5
Detail Shop Fabricate
Drawings Wheel
du=3 Components 4 5
du=2 ES EF
Assemble Key
SS
Handles and
Legs
du=2

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o The Backward Pass:
1 2 3 7
du=2 Contracts
du=5
3 7 4 4 8 9
1 2
SS Secure Perform
Hardware Final
Start du=1 Assembly
du=2
1 3 4 5 7 7
Prepare Fabricate 8 9
Detail Shop Wheel
Drawings Components
du=3 du=2
4 ES EF
5
6 7
3 5 Assemble Key
SS
Handles and
Legs
du=2
LS LF
6 7

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o The Critical Pass:
1 2 3 7
du=2 Contracts
du=5
3 7 4 4 8 9
1 2
SS Secure Perform
Hardware Final
Start du=1 Assembly
du=2
1 3 4 5 7 7
Prepare Fabricate 8 9
Detail Shop Wheel
Drawings Components
du=3 du=2
4 ES EF
5
6 7
3 5 Assemble Key
SS
Handles and
Legs
du=2
LS LF
6 7

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5.2.2 Applying Duration Compression:
o Duration Compression is also a Mathematical Approach to

Scheduling.
o The trick with Duration Compression, as its name implies, is

calculating ways by which the Project can get done sooner
than expected.
o Consider a Construction Project, the Project may be

scheduled to last 8 months, but due to the expected cold and
horrible weather; the Project Manager needs to rearrange
Activities, where possible, to end the Project as soon as
possible.
o In some instances, the relationship between Activities cannot

be changed due to hard or soft logic. The relationships must
remain as scheduled. Now, consider the same Construction
Company that is promised a bonus if they can complete the
work by the end of month 7. In this case, there is to complete
the Work, but there is also the fixed relationship between
Activities.
o To apply Duration Compression, the Performing

Organization can rely on two different Methods. These
Methods can be used independently or together and are
applied to Activities or the entire Project based on Need,
Risk, and Cost. These Methods are:

 Crashing: This Approach adds more Resources to
Activities on the Critical Path to complete the Project
earlier. When crashing a Project, costs are added as the
Labor Expenses increase. Crashing does not always
work. Consider Activities that have Fixed Duration and
would not finish faster with additional Resources. The
Project Manager must also consider the expenses in
relation to the gains of completing on time.

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 Fast Tracking:
This method changes the relationship of Activities. With

Fast Tracking, Activities that would normally be done in
sequence are allowed to be done in parallel or with some
overlap.
Fast Tracking can be accomplished by changing the

relation of activities from FS to SS or by adding Lead
Time to downstream Activities. For example, a
Construction Company could change the relationship
between Painting the Rooms and Installing the Carpet by
adding Lead Time to the Carpet Installation Task. Before
the change, all of the Rooms had to be painted before the
Carpet Installers could begin. With the added Lead Time,
the Carpet can be installed hours after a Room is painted.
Fast Tracking increases Risk and may cause rework in the

Project.
5.2.3 Resource Leveling (Redistribution of Resources):
o Resource Leveling is a method to flatten (compress) the

schedule when Resources are Over-Allocated. Resource
Leveling can be applied using different Methods to accomplish
different Goals.
o One of the most common Methods is to ensure that Workers

are not Over-Loaded on Activities.

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o For example, Sarah is assigned to Task C and Task H which

both are planned to happen concurrently. Sarah cannot be in
two places at once, so Resource Leveling changes the timing of
the Activities so Sarah can complete Task C and then move
onto Task H. As expected, however, Resource Leveling often
extends the Project End Date.
o Another Method for Resource-Leveling is to take Resources

off of Noncritical Activities and apply them to Critical
Activities to ensure the Project End Date is met. This Method
takes advantage of available slack and balances the Expected
Duration of the Noncritical Path with the Expected Duration of
the Critical Path.
o Resource Leveling also provides for changing the Project

Schedule to allow for long work hours to complete the Project
such as weekends, evenings, or even adding a second or third
shift to bring the Project back in position.
o Another Approach, also considered as part of Resource

Leveling, is to change the Resources, Tools, or Equipments
used to complete the Project work faster.
5.2.4 Using Project Management Software:
o When it comes to Project Management Software (Primavera,

MS Project, etc…), the market is full of them. Many of the
Software Titles today automate the processes of Scheduling
and Activity Sequencing. The Performing Organization must
weigh the Cost of the PMIS against the Benefits the Project
Managers will actually use.

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5.3 Outputs from Schedule Development:
5.3.1 Examining the Project Schedule:
o The Project Schedule includes, at a minimum, a Project Start

Date and a Project Finish Date.
o The Project Schedule is considered proposed until the

Resources needed to complete the Project Work are
ascertained.
o Project Schedules can be presented in many different formats,

such as:
a. Project Network Diagram (PND): Illustrates the flow

of work, the relationship between Activities, the Critical
Path, and the expected Project End Date. PNDs when
used as the Project Schedule should have dates associated
with each Project Activites to show when the Activities
are expected to Start and End.

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b. Bar Charts: These show the start and end dates for the
Project, and the Activity Duration against a Calendar.
They are easy to read. Scheduling Bar Charts are also
called Gantt Charts.
5.3.2 Updating the Resource Requirements:
o Due to Resource Leveling, additional Resources may

need to be added to the Project. For example, a proposed
leveling may extend the Project beyond an acceptable
Completion Date. To reach the Project End Date the
Project Manager elects to add Additional Resources to
the Critical Path Activities.
o The Resources the Project Manager adds should be

documented; the Associated Costs should be listed and
Approved.

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6. Controlling the Project Schedule

o Schedule Control is part of Integrated Change
Management. Throughout a typical Project, Events will
happen that may require updates to the Project Schedule.
o Schedule Control is concerned with three processes:
1. The Project Manager works with the factors that can

cause Schedule. Factors can include Project Team
Members, Stakeholders, Management, Customers, and
Project Conditions.
2. The Project Manager examines the Work Results,

conditions, and Demands to know if the Schedule has
changed.
3. The Project Manager manages the Actual Changes in the

Schedule.
6.1 Managing the Inputs to Schedule Control
6.1.1 Project Schedule
6.1.2 Performance Reports
6.1.3 Change Requests
6.1.4 The Schedule Management Plan

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6.2 Tools & Techniques –

Applying a Schedule Control System:
o A Schedule Control System is a formal Approach to

Managing Changes to the Project Schedule.
o It considers the Conditions, Reasons, Requests, Costs, and

Risks or Making Changes.
o The Schedule Control System Process is part of Integrated

Change Management.
6.2.1 Measuring Project Performance:
o Poor Performance may result in Schedule Changes. Consider

a Project Team that is completing a work on time, but all of
the Work Results are unacceptable. The Project Team may
be rushing through their Assignments to meet their deadline.
To compensate for this, the Project may be changed to allow
for Additional Quality Inspections and More Time for
Activity Completion. Project Performance is often based on
Earned Value Management (EVM).
6.2.2 Returning to Planning:
o Planning is an Iterative Process. If the Schedule, Work

Results, or Performance is unacceptable, the Project
Manager should revisit (re-examine) the Planning Processes
to determine the root cause.
o Additional Planning is also needed when the scope may be

changed, Risks are discovered, and when other Project
Events happen.
o Additional Planning is expected throughout most Projects.

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6.2.3 Relying on Project Management Software:
o Project Management Software can assist when a Task is

delayed, additional Resources are added, or the relationship
between Activities are changed.
o Project Management can streamline (recognize) Schedule

Control.
6.2.4 Examining the Schedule Variance:
o The Project Manager must actively monitor the variances

between the Scheduled and Actual Dates of Activities.
o The differences between Scheduled and Actual Dates may

result in a Schedule Variance.
o The Project Manager must also pay attention to the

completion of Activities on paths with float, not just the
Critical Path.

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6.3 Outputs from Schedule Control:
6.3.1 Updating the Project Schedule:
 When the Project Schedule Change occurs, the Project

Manager must ensure that the Project Schedule is
updated to reflect the change, document the change,
and follow the guidelines within the Schedule
Management Plan.
 Any formal Processes, such as notifying Stakeholders

or Management, should be followed.
 Revisions are a special type of Project Schedule

Change, which cause the Project Start Date, and more
likely, the Project End Date to be changed.
 Schedule Delays, for whatever reason, may be so

strong that the Entire Project has to be rebaselined.
 Rebaselining is a Worst-Case Scenario and should

only be used when adjusting for drastic (strong) and
long Delays.
 When rebaselining happens, all of the Historical

Information up to the point of the rebaseline is
eliminated.
 Schedule Revision is the preferred (and most

common) Approach to changing the Project End
Date.

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6.3.2 Applying Corrective Action:
o Corrective Action is any Method applied to bring the Project

schedule back to its original Dates and Goals for the Project
End Date.
o Corrective Actions are efforts to ensure Future Performance

meets the expected performance levels. It includes:
 Extraordinary Measures to ensure Work Packages

complete as scheduled
 Extraordinary Measures to ensure Work Packages

complete with as little delay as possible
 Implementing Measures to recover from Schedule Delays
6.3.3 Writing Lessons Learned:
o Lessons Learned on creating the Schedule, Changes to the

Project Schedule, and Response to Variances are needed as
part of the Project's Historical Information.
o Recall that Lessons Learned Documentation happens

throughout the Project Plan, not just at the Conclusion of the
Project.

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Part II
Practical Part

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Gantt-Charts ϡΎϋωϭήθϤϟ΍ςϴτΨΘϟΖϧΎΟς΋΍ήΧ

ƎŧŕƍƂŇœŬƈōųƍŧŬƆ¾œśƆ
- Suppose you are a Construction Contractor and you have won a
Contract for the Construction of a Simple Bridge
- You are required to do the following:
 Determine the Project Activities and estimate their Duration
 Draw up the Gantt-Chart for this Project

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Time in Weeks
S.N Activities 1 2 3 4 5 6 7 8 9 10
o. 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

1 Excavation

2 Foundation
Preparation of Cross
3 Beams

4 Preparation of Railing
Installation of Main
5 Beams
Installation of Cross
6 Beams
Putting on the Timber
7 covering.

8 Installation of Railing
Painting
9
Activity Relationships: FS ( Lag time) , SS ( Lag time) , FF ( Lag time) , SF ( Lag time)

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ϰϨΒϣ˯Ύθϧ·ωϭήθϣϝΎΜϣ

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Time in weeks
Activity JAN FEB MAR APR MAY JUN
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Excavation
Foundation
Structured
Finishing
Landscape

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PERT/CPM ΕΎϋϭήѧθϤϟ΍άѧϴϔϨΗϭςϴτΨΘϟΔΜϳΪΤϟ΍ΐϴϟΎγϷ΍ 

ActivityρΎθϨϟ΍

Activity ID OD TF
Activity Description
ES Date EF Date
LS Date LF Date

ξόΒΑΎϬΗΎϗϼϋϭΔτθϧϷ΍ϞδϠδΗΔϴόΒΘϟ΍
Dependences (Activities Relationships – Activities Sequencing):

Act A Act B

Act A Act B

Act C

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1 Y
Act A
1 ?

1 M
Act B Act D
1 ? ?

1 D
Act C
1 ?

Activities A, B, and C lead to the same activity D. Act D will not occur until Activities A, B, and C
have been completed which (in this case) will be at least one year.

Act A Act C

Act B

Act A Act D

Act C

Act B Act E

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Act A Act D

Act B Act E

Transporting Installation of Starting of

DerricksƩơǁƢǨƷ Derricks

Drilling

To Location

Installation of Test of
Pipes Pipes

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Project Network ωϭήθϤϟ΍ϝΎϤϋ΃ΔϜΒη

ƏƄŵťſœŶřƃŒ ŔƒƂŧř
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MilestoneƏŌDummy Activity

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Activity LoopsΔϘϠϐϤϟ΍ή΋΍ϭΪϟ΍

Act A Act B Act C Act X

Act E Act D

ǞƦǘǳƢƥǲȈƸƬǈǷǂǷƗơǀǿȁȄǓƢǸǴǳǝȂƳǂǳơǺǷǄǴǳƨȈǈǰǟƨǯǂƷǲưŤƨǬǴǤŭơǂƟơȁƾǳơ
You are trying to link a task to another task that has a series of task links back to
the first task. You can not do this because it would create a circular task
relationship with other task…..MS Project S/W Alert
ƨǜƷȐǷ
Graphical Evaluation and Review Technique (GERT):
GERT uses Conditional Advancement, Branching, and

Looping of Activities and is based on probable estimates.
Activities within GERT are dependent on the results of other
upstream activities. For example, the results of a work package
may determine that additional testing is needed, rework is
required, or the project may continue as planned……

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Time Analysis Ϧϣΰϟ΍ήμϨϋϞϴϠΤΗ

ǽǀºǿȁǕƢǌǻǲǰǳƨǷǃȐǳơƧƾŭơǎȈǐţȄǿƨȈǳƢƬǳơƧȂǘŬơƶƦǐƫƨǰƦǌǳơǶǇǁǺǷƔƢȀƬǻȏƢƥ
ȄǤƦǼȇȁƨǠǫȂƬŭơȁƨǴǸƬƄơǥȁǂǜǳơƨǧƢǯǁƢƦƬǟȏơľǀƻȉơǞǷǹƢǰǷȍơǁƾǬƥƨȈǠǫơȁǹȂǰƫǹƗȄǤƦǼȇ
ǞǫȂƬŭơǺǷǄǳơȁƗƧƽƾƄơƧƾŭơľǕƢǌǼǳơǀȈǨǼƫǱƢǸǰƬǇȍƨǏǂǧǭƢǼǿǹȂǰȇǹƗ

ǶºǠȇǥȂºǇǽƽǂǨŠǕƢǌǻǲǰǳȄǤƦǼȇƢŲǂưǯƗȁƗǲǫƗƨȈǼǷǃƩơǂȇƾǬƫȃƗǹƜǧǵȂǸǠǳơǾƳȁȄǴǟȁ
ǵƢºŤȍ ǵǃȐºǳơǺǷǄǳơǀƻƘǻǹƗƨǴƷǂŭơǽǀǿľȃǁȁǂǔǳơǺǷǆȈǳȁǲǰǯǝȁǂǌŭơȄǴǟƢǿǂƯƗ
ǹƢƦǈūơľǾǴǯǝȁǂǌŭơ

ǝȁǂǌŭơƔƢĔȍƽƾŰƪǫȁŚƯƘƬǳǞǔţƩơǂȇƾǬƫƤǼƴƬǳƨǏƢƻƨȇƢǼǟǾƳȂƫǹƗȄǤƦǼȇƨǬȈǬūơľȁ
ǝȁǂǌŭơƨǘǌǻȋƨȈǠǫơȁŚǣǀȈǨǼƫƽƾǷǎȈǐţǮǳƿǺǟƘǌǼȇǹƗǺǰŻƿƛ

ƨºǧǂǠŠƨƥȂºǈŰƢºĔƗǅƢǇƗȄǴǟǀƻƚƫǥȂǇƨǨǴƬƼŭơƨǘǌǻȋơǀȈǨǼƫȂȀǼǳǾǷǃȐǳơƨǼǷǃȋơǹƛ
ǽǀǿƣƢǈūƨǷƾƼƬǈŭơǩǂǘǳơƾƷƗƶǓȂǻǹƗƢǼǿǺǈƸƬǈȇǺǰǳȁǝȁǂǌŭơǀȈǨǼƫǺǟśǳȂƠǈŭơ
ƨǼǷǃȋơ

ƨºǷǃȐǳơƨºǼǷǃȋƢƥǥȂǌǯƽơƾǟƜƥǾǬƟƢǫƾǳƆƢǷƢŤǹȂǸȀǨƬŭơȁǝȁǂǌŭơǀȈǨǼƫȄǴǟǹȂǼǸȈȀŭơǵȂǬȇ
ȄƫȉƢǯƨǨǴƬƼŭơƨǘǌǻȌǳ
Optimistic Time Ϟ΋ΎϔΘϤϟ΍Ϧϣΰϟ΍

ǀȈǨǼƫǾǳȐƻǶƬȇȃǀǳơǺǷǄǳơȂǿȃǂƻƗƧǁƢƦǠƥȁǕƢǌǼǳơǀȈǨǼƫƢȀȈǧǶƬȇǹƗǺǰŻƨȈǼǷǃƧǂƬǧǂǐǫƗȄǿȁ
ƧƽƢǟǞǫȂƬȇƢŲǺǈƷƗƨǬȇǂǘȇǶƬȇǥȂǇǀȈǨǼƬǳơƔƢǼƯƗƞǋǲǯǹƗǑơǂƬǧƢƥǕƢǌǼǳơ

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Most Likely Time ϻΎϤΘΣ·ήΜϛϷ΍Ϧϣΰϟ΍

ƨºǠǫȂƬŭơƩȏƢǸƬƷȏơǁƢƦƬǟȏơľǺȇǀƻƕǕƢǌǼǳơǀȈǨǼƬǳƨǷǃȐǳơƨȈǼǷǄǳơƧǂƬǨǴǳǂȇƾǬƫǺǈƷƗȂǿȁ
ǀȈǨǼƬǳơƔƢǼƯƗ

Pessimistic Time Ϣ΋ΎθΘϤϟ΍Ϧϣΰϟ΍
ǾºǳȐƻǶƬºȇȃǀǳơǺǷǄǳơȂǿȃǂƻƗƧǁƢƦǠƥȁǕƢǌǼǳơǀȈǨǼƫƢȀȈǧǶƬȇǹƗǺǰŻƨȈǼǷǃƧǂƬǧǱȂǗƗȂǿȁ
ƭǁơȂǰǳơơƾǟƢǸȈǧƨǼǰǸŭơƩƢƦǬǠǳơǲǯǾǓǂƬǠȇǥȂǇǀȈǨǼƬǳơǹƗǑơǂƬǧƢƥǕƢǌǼǳơǀȈǨǼƫ

ƨºǼȈǠǷƨȈǼǷǃƩơƾƷȁǲưŤƢĔƛǑơǂƬǧƢƥȁńơȂƬǳơȄǴǟC , B , A ǃȂǷǂǳƢƥƨƯȐưǳơƨǼǷǃȋơǽǀŮƢǻǄǷǁơƿƜǧ
ƨȈƫȉơƨǳƽƢǠŭơǺǷǕƢǌǻȃƗǀȈǨǼƬǳǵǃȐǳơǖǇȂƬŭơǺǷǄǳơƣƢǈƷǺǰŻǾǻƜǧǂȀǋǝȂƦǇƗǵȂȇƨǟƢǇ

t = A + 4B + C
6
ǕƢǌǻȃƗǀȈǨǼƬǳǵǃȐǳơǖǇȂƬŭơǺǷǄǳơǲưŤtΚϴΣ

ǦȇǂǠƫǺǰŻȁƣƢǈūơľƨǬȇǂǘǳơǽǀǿƪǷƾƼƬǇơƢǷơƿƛƩƢǰƦǌǳơƣƢǈƷľǾƥǀƻƚȇȃǀǳơǺǷǄǳơȂǿơǀǿȁ
ƧŚưǯƩơǂǷǽǀȈǨǼƫǁǂǯƢǷơƿƛƢǷǕƢǌǻǀȈǨǼƫǾƦǴǘƬȇȃǀǳơǖǇȂƬŭơǺǷǄǳơǾǻƘƥǺǷǄǳơơǀǿ

ǕƢǌǼǳơǺǷǃƣƢǈūΔ˰˰ψΣϼϣ
Volume of Work
Duration = ––––––––––––––––––––––––––––––––––––– + Uncertainty Factor
No of Resources * Average Productivity
of each Resource

ǕȐŬơȁƨȈǴƦǘǳơϝΎΜϣ

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ρΎθϨϟ΍άϴϔϨΘϟϡίϼϟ΍Ϧϣΰϟ΍ΏΎδΤϟ
To determinate OD for each Activity
ńƢƬǳơƧƢǟơǂǷƤŸ
.ƨǘǌǻȋơƨȈǬƥǺǟǲǬƬǈǷǲǰǌƥǾƬǇơǁƽȁǕƢǌǼǴǳǂǜǼǳơ
ǾǧȐƻȁǵƢƻƽơȂǷƩơƾǠǷǾǳƢǸǟǕƢǌǼǳơǀȈǨǼƬǳƨǷǃȐǳơƽǁơȂŭơƾȇƾŢ
.Activities Resources Estimating
.ƨǠǫȂƬŭơǲȈǤǌƬǳơǥȁǂǛƨǇơǁƽ
”2ǵ ) ȐȈǧľǁȁƽǦǬǈǳƨƸǴǈǷƧǁƢų“ǕƢǌǼǳơǱƢưŭơǲȈƦǇȄǴǟǀƻƘǼǳ ǱƢưǷ

Formwork for Slab Activity
ȄƳȁǃƽƾǟǕƢǌǼǳơơǀǿľƆƢǠǷśȇǁƢƴǼǳơǺǷǲǸǠȇƢǷƧƽƢǟ

ƱơȁǃƗƨºƯȐƯȂºǿǕƢǌǼǳơơǀǿǀȈǨǼƬǳƽƾǟǲǔǧƘǧǵǦǬǈǳơƨƷƢǈǷǹƗǑơǂƬǧƢƥ
śȇǁƢƴǼǳơǺǷ
ǖƦƫǂºǷǱƾǠŭơơǀǿǵȂȇǵȂǿǁƢų CrewǶǬǘǴǳƔơƽȏơǱƾǠǷǹƗǑơǂƬǧƢƥ
ȄǇƢȈǬǳơƔơƽȏơǱƾǠǷǆȈǳȁǲȈǤǌƬǳơǥȁǂǜƥ

ǲǸǟǵƢȇƗǕƢǌǼǳơơǀŮƨǷǃȐǳơƨȈǼǷǄǳơƧƾŭơ

ƨȈǴǰǳơƨƷƢǈŭơǲǸǠǳơƨȈǸǯ
óóóóóóóóóóóóóóóóóó
ƔơƽȋơǱƾǠǷƽǁơȂŭơƽƾǟ

ǲǸǟǵȂȇ óóóóóóó

Volume of work (area)
OD = ___________________________________________
No. of resources * Productivity of each resource

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Project Time AnalysisΕΎϋϭήθϤϟ΍ϰϓϦϣΰϟ΍ήμϨϋϞϴϠΤΗ
śȈǳƢƬǳơśǗƢǌǼǳơǑơǂƬǧƢƥ

A 3 B 1

Act A Act B

Early Dates ƨǘǌǻȌǳƆơŚǰƦƫǂưǯȋơƺȇǁơȂƬǳơƨǼǷǃȋơ

ȁƗǺǷǄǳơƨȈǸǈƬǳơǺǷƶǔƬȇƢǸǯȂǿƭƾūơƭȁƾūƆơŚǰƦƫǂưǯȋơƺȇǁƢƬǳơ
ȄǴǟǦǫȂƬȇȂǿȁƭƾūơǽƾǼǟơƾƦȇƭƾŹǹƗǺǰŻȃǀǳơǂǰƦŭơƺȇǁƢƬǳơ
ơǀǿńơȃƽƚƫŕǳơƨǘǌǻȋơǺǷƨǴǈǴǇǀȈǨǼƬǳƨǷǃȐǳơƨȈǼǷǄǳơƧǂƬǨǳơǱȂǗ
ǕƢǌǼǳơ
EF = ES + Duration – 1
1ȂǿEarly Start (ES)AǕƢǌǼǳơƨȇơƾƦǳƆơŚǰƦƫǂưǯȋơƺȇǁƢƬǳơƆȐưǸǧ
ȂǿEarly Finish (EF)AǕƢǌǼǳơƨȇƢȀǼǳƆơŚǰƦƫǂưǯȋơƺȇǁƢƬǳơńƢƬǳƢƥȁ
1+3–1=3
ńƢƬǳơǶǇǂǳơǺǷƶǔƬȇƢǸǯB ǕƢǌǼǴǳƨƦǈǼǳƢƥǱƢūơǮǳǀǯ

A 3 B 1
Act A Act B
Ordinal Dates
ES = 1 EF=3 ES = 4 EF=4

ES = 01 JAN ES = 04 JAN
Calendar Dates
EF = 03 JAN EF = 04 JAN

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ËAct A
EF=16

ËAct B
ËAct D
EF=3

ES=17

ËAct C
Ordinal Dates
EF=9

ËAct A
EF=16JAN

ËAct B
ËAct D
EF=03JAN

ES=17JAN

ËAct C
Calendar Dates
EF=09JAN

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:Late Dates Δτθϧϸϟ΍ήϴΧ΄ΗήΜϛϷ΍Φϳέ΍ϮΘϟ΍ΔϨϣίϷ΍
ƗƾƦȇƭƾŹǹƗǺǰŻǂƻƘƬǷƪǫȁǂưǯƗȂǿLate DateǕƢǌǼǳơǀȈǨǼƬǳƆơŚƻƘƫǂưǯȋơƺȇǁƢƬǳơ

ǲǰǯǝȁǂǌŭơǵƢŤȍƆơŚǰƦƫǂưǯȋơƺȇǁƢƬǳơǃȁƢƴƬȇȏƗǕǂǌƥǕƢǌǼǳơǾȈǧ
ǦǴƼǴǳǽƢšȏơȁǝȁǂǌŭơľƨȇƢȀǼǳơǕƢǌǼƥƔƾƦǳơȂǿƺȇǁơȂƬǳơǽǀǿƣƢǈūǞƦƬŭơƔơǂƳȍơȁ
ƨȇơƾƦǳơǕƢǌǼǳǲǐǻǹƗńƛBackward

ƶǔǼȇƢǸǯȁƨǬƥƢǈǳơƆơŚǰƦƫǂưǯȋơƺȇǁơȂƬǳơƣƢǈūƨȈǈǰǟȄǿƨȈǴǸǠǳơǽǀǿƆƢǷȂǸǟȁ
ƨȈǳƢƬǳơƨǴưǷȋơǺǷ

Late Start = Late Finish – Duration + 1

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Act ID OD TF

ÊAct Description
ES EF
LS LF
LF of Act B = EF =69
A 1 B 6
Ë LS of Act B = LF–OD+1 = 69–6+1

63 63 64 69 = 64
63 63 64 69 LF of Act A = LS of Act B - 1 = 63
LS of Act B = LF – OD + 1
= 63 - 1 + 1 = 63

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A 5
Ë
55 59
55 59
D 3 LS of D = 62 – 3 + 1 = 60
B 3
LS of A,B,C = 60 – 1 = 59
Ë Ë
55 57 60 62
57 59 60 62
C 1
Ë LS of A = 59– 5+1=55
LS of B = 59-3+1= 57
52 52 LS of C = 59–1+1= 59
59 59
B 5
A 3 Ë
0
Ë 55 59
55 59 Finish MilestoneË
52 54
59
52 54
C 1 59
Ë
55 55
59 59
LF of B = 59
LS of B = LF – OD + 1 = 59 - 5 + 1 = 55
LF of C = 59
LS of C = 59 – 1 + 1 = 59
LS of A is the Smallest LS of B & C - 1 = 54
LS of A = 54 – 3 + 1 = 52
For MileStone Act of No Succ, Activity uses Project Finish as its LF

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ωϭήθϤϟ΍ϝΎϤϋ΃ΔϜΒηϰϓϩΪϳΪΤΗϭΝήΤϟ΍έΎδϤϟ΍
Determining Critical Pass(s) in a Project

Forward PassƏƃƍƕŒŖƍűŤƃŒŜŧšƃŒŧœŪƆƃŒťƒťšř
ϝΎΜϣ

AB 0 A 1 C 2

1 1 1 2 3
F 6 EF 0

8 13 13
13
B 7

E 5
1 7

Start Milestone
8 12
Finish Milestone
Forward Pass
For MileStone Act of No Pred, Activity uses Data Date as its ES

For MileStone Act of No Succ, Activity uses Project Finish as its LF

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ΔϴϧΎΜϟ΍ΓϮτΨϟ΍ΝήΤϟ΍έΎδϤϟ΍ΪϳΪΤΗ Backward Pass
AB 0 A 1 C 2

1 1 1 2 3
F 6 EF 0
1 5 5 6 7

8 13 13
8 13 13
B 7

E 5
1 7

1 7
8 12
9 13
Backward Pass
ŗŲšƚƆ

ǲǇȐǇƩơǁƢǈǷƨƯȐƯƨǰƦǌǳơǽǀǿľ
(1) AB – A – C – F - EF  Total time = 9
(2) AB – B – F – EF  = 13
(3) AB – B – E - EF  = 12

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Critical Activity ΝήΤϟ΍ρΎθϨϟ΍

Non Critical ActivityΝήΤϟ΍ήϴϏρΎθϨϟ΍
Total Float(Slack)ϰϠϜϟ΍ξ΋Ύϔϟ΍ΡΎϤδϟ΍Ζϗϭ
ǭƢǼǿǹȂǰȇǮǳƿȄǴǟȁƨǘǌǻȋơǽǀŮL. Dates ǺǟƨǘǌǻȋơǀȈǨǼƬǳE. DatesǦǴƬź

Total Float ȄǴǯƵƢũǒƟƢǧƪǫȁ

OD
TF = LF - EF

= LF - ( ES + d - 1 )
ES EF
= ( LF - ES ) - d+ 1
LS LF
ǕƢǌǼǳơǀȈǨǼƬǳǾƥƵȂǸǈǷƪǫȁȄǐǫƗ

ϥ΃ϯ΃
ǕƢǌǼǳơƪǫȁǕƢǌǼǳơǀȈǨǼƬǳǾƥƵȂǸǈǷƪǫȁȄǐǫƗ TFǕƢǌǼǴǳȄǴǰǳơƵƢǸǈǳơ

TFϰϠϜϟ΍ΡΎϤδϟ΍ΓήΘϓ
ȄǴǟŚƯƘƬǳơǹȁƾƥǕƢǌǼǳơƢŮȐƻǭǂƸƬȇǹƗǺǰŻŕǳơƨȈǼǷǄǳơƧǂƬǨǳơȄǿ
ǝȁǂǌǸǴǳȄǴǰǳơǺǷǄǳơ

FFήΤϟ΍ΡΎϤδϟ΍ΓήΘϓ
ȄǴǟŚƯƘƬǳơǹȁƾƥǕƢǌǼǳơǭǂƸƬȇǹƗƢŮȐƻǺǷǺǰŻŕǳơƨȈǼǷǄǳơƧǂƬǨǳơȄǿ
ƧǂǋƢƦǷǾȈǴƫŕǳơƨǘǌǻȋơǺǷǃ

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ƢºŮŕǳơƨǘǌǻȋơȃƗL DatesǞǷE Dates ƢŮȃȁƢǈƬȇŕǳơƨǘǌǻȋơǹƗȄȀȇƾƦǳơǺǷȁ
ƪǫȁľŚƻƘƫȃƗƭƾŹȏŕƷƢǿǀȈǨǼƫľŚƻƘƫȃƗǲǸƬŢȏƨǘǌǻƗȄǿǂǨǏ ȄǴǯǒƟƢǧ
ƢǸǯCritical ActivitiesƨƳǂūơƨǘǌǻȋƢƥƨǘǌǻȋơǽǀǿȆǴǟǪǴǘȇǲǰǯǝȁǂǌŭơǀȈǨǼƫ
.Critical PathƱǂūơǁƢǈŭƢƥƨƳǂūơƨǘǌǻȋơǽǀǿǺǸǔƬȇȃǀǳơǁƢǈŭơȄǴǟǪǴǘȇ

ƆơǂǨǏ ǾȈǴǟǞǬȇǕƢǌǻǲǰǳȄǴǰǳơƵƢǸǈǳơȁƢȀƬȇƢĔńơƨǰƦǌǳơƨȇơƾƥǺǷŘǷǃǁƢǈǷǱȂǗƗȂǿƱǂūơǁƢǈŭơȁ

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Total Float
Examination of the activity times appearing in the previous figure dis-

closes that the ES & LS (also EF & LF) are the same for certain activities
and not for others. The significance of this is that there is flexibility in
the scheduling of some activities and none at all in the scheduling of oth-
ers.
The flexibility is a measure of the time available for a given activity

above and beyond its estimated duration.
This extra time is called “float”, two classification of which are in gen-
eral usage: “Total Float“ and “Free Float “.
The “Total Float“ of activity is obtained by

(LS - ES) or (LF – EF)
An activity with zero Total Float has no spare time and is therefore on
the operations that controls project completion time. For this reason, ac-
tivities with zero Total Float are called “Critical Activities”.
Free Float:
The Free Float of an activity is extra time associated with that activity
that can be used or consumed without affecting the early start time of any
succeeding activity.

Project Time Management using Computer
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A7 3 0 A8 3 0

A1 3 0 A4 4 15 23JAN06 29JAN06 30JAN06 06FEB06
01JAN06 03JAN06 04JAN06 07JAN06 23JAN06 29JAN06 30JAN06 06FEB06
01JAN06 03JAN06 19JAN06 22JAN06
FF = 0 FF =15 FF = 0 FF = 0
A2 8 0 A5 5 0

04JAN06 11JAN06 12JAN06 16JAN06
04JAN06 11JAN06 12JAN06 16JAN06
FF = 0 FF = 0
A3 7 6 A6 6 0

04JAN06 10JAN06 17JAN06 22JAN06
10JAN06 16JAN06 17JAN06 22JAN06
FF = 6 FF = 0
Activity Orig Early Early Late Late Total Free

ID Dur Start Finish Start Finish Float Float
A1 JAN06 JAN06 JAN06 JAN06
A8 JAN06 FEB06 JAN06 FEB06

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D 2 1
Start Formwork
04JAN06 05JAN06
05JAN06 06JAN06
FF = 1
B 1 2 E 1 0 F 1 0
A 3 0
Complete Excavation Complete Formwork Pour concrete
Start Excavation
04JAN06 04JAN06 07JAN06 07JAN06 08JAN06 08JAN06
01JAN06 03JAN06
01JAN06 03JAN06
FF= 0 FF = 2 FF = 0 FF = 0
C 3 0
Fix Reinforcement
04JAN06 06JAN06
04JAN06 06JAN06
FF = 0
Activity Orig Early Early Late Late Total Free

ID Dur Start Finish Start Finish Float Float
A 3 01JAN06 03JAN06 01JAN06 03JAN06 0 0
B 1 04JAN06 04JAN06 06JAN06 06JAN06 2 2
C 3 04JAN06 06JAN06 04JAN06 06JAN06 0 0
D 2 04JAN06 05JAN06 05JAN06 06JAN06 1 1
E 1 07JAN06 07JAN06 07JAN06 07JAN06 0 0
F 1 08JAN06 08JAN06 08JAN06 08JAN06 0 0

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E 5 1

08JAN06 12JAN06
09JAN06 13JAN06
AB 0 0 B 7 0

D 0 0 F 6 0 EF 0 0
Dummy activity Dummy activity Dummy activity
01JAN06 31DEC05 01JAN06 07JAN06
01JAN06 31DEC05 01JAN06 07JAN06
A 1 4
C 2 4

01JAN06 01JAN06
02JAN06 03JAN06
05JAN06 05JAN06
06JAN09 07JAN06
FF = 1 , TF = 1ŚŔŨ¿ƏƗŔũŕŬƈƅŔƑƆŷŶƁŔƏƅŔE ųŕŮƊƅŔ
FF = 4 , TF = 4ŚŔŨŜƅŕŝƅŔũŕŬƈƅŔƑƆŷŶƁŔƏƅŔC ųŕŮƊƅŔ

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B 3
ES = Data Date = 1

EF = ES +OD–1 =1+3-1=3
A 0 1 3

Start
1

C 15

ES = Data Date = 1
1 15
EF = ES+OD-1=1+15-1=15
B 3
ES = EF of Act A+1 = 3

EF = ES+OD-1 = 4+3-1 = 6
A 3 4 6

Start
1 3

C 6

ES = EF of Act A + 1 = 4
4 9
EF = ES+OD-1= 4+6-1 = 9
A 3
Start
3 5
C 3
Start
16 18
B 15

Start
1 15
Forward – Pass Calculations

(Selected Real World Problems) pdfMachine ElDaoushy
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Now, it is required to calculate the Backward-Pass

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Example 1: Building 3 Floors …
FOUND BLD1F BLD2F BLD3F

15 30 30 30
PAI1F PAI 2F PAI 3F

40 40 40
FIN1F FIN2F FIN3F

45 45 45
Hint:
Use P3/P3e (or MSProject) to execute this example by

PERT Method ….
P3e:
o Layout Option Bar / Show on Top / Activity Network

o Add Activity
o Right-click the Act Box / Activity Network Options…
o Click “Box Template”
o Add as follows:
Field Name Width

Activity ID 50%
Total Float 50%
Activity Name 100%
Early Start 50%
Early Finish 50%
Late Start 50%
Late Finish 50%

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Now, for each activity, the activity ID and considerable

amount of other information pertaining to it are entered into its
rectangular box, as shown:
Act ID OD TF
Act Description
ES EF
LS LF
It is standard practice that the Project Network start with a sin-

gle opening activity and conclude with a single closing one as
shown :

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Example 2:
The following table represents the activities (with their required

precedence and estimated times that each activity will take) of
one project. Each of these activities is itself a more or less complex
project; but as a first pass, management wishes to evaluate the
project completion time without further refinement.
Activity OD Predecessors
ID Pred-1 Pred-2 Pred-3 Pred-4 .......
A1 6
A2 3
A3 5 A2
A4 3 A1 A3
A5 3 A1
A6 5 A5
A7 3 A1 A2
A8 4 A7
A9 3 A4 A6 A8
A10 2 A7
Δ˰˰ψΣϼϣ
ϰϛΔϳΎϬϨϟ΍ΪϨϋήΧ΁ϭΔϳ΍ΪΒϟ΍ΪϨϋϰϤϫϭρΎθϧΔϓΎο·ϰϋ΍ήϳˬP3/P3eϡ΍ΪΨΘγΎΑϝΎΜϤϟ΍΍άϫάϴϔϨΗΔϟΎΣϰϓ
P3/P3e˰ϟ΍ΕΎΒϠτΘϣϭΔϜΒθϟ΍ϖϔΘΗ
2 Activities can be scheduled and entered to the computer program in any
convenient order.

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A5 3 0 A6 5 0

08JAN0610JAN06 10JAN0614JAN06
08JAN0610JAN06 10JAN06 14JAN06
SM 0 0 A1 6 0 A4 3 3

A9 3 0 FM 0 0

01JAN06 01JAN0606JAN06 09JAN0611JAN06
01JAN06 01JAN0606JAN06 A3 5 3 15JAN0617JAN06 17JAN06
12JAN0614JAN06
15JAN0617JAN06 17JAN06
04JAN0609JAN06
07JAN0611JAN06
A8 4 1
SM
FM
10JAN0613JAN06
11JAN0614JAN06
A2 3 3 A7 3 1 A10 2 6

01JAN0603JAN06 07JAN0609JAN06 10JAN0611JAN06

04JAN0607JAN06 08JAN06 10JAN06 16JAN0617JAN06

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Example 3:
* Consider the example of “Building 3-floors House” mentioned be-

fore:
S. Activity Activity Orig. Pred.

No. ID Description Dur. Activities
1 FOUND Foundation 15 --
2 BLD1F Building 1st floor 30 FOUND
3 BLD2F Building 2nd floor 30 BLD1F
4 BLD3F Building 3rd floor 30 BLD2F
5 PAI1F Painting 1st floor 40 BLD1F
6 PAI2F Painting 2nd floor 40 BLD2F , PAI1F
7 PAI3F Painting 3rd floor 40 BLD3F , PAI2F
8 FIN1F Finishing 1st floor 45 PAI1F
9 FIN2F Finishing 2nd floor 45 PAI2F , FIN1F
10 FIN3F Finishing 3rd floor 45 PAI3F , FIN2F
Use P3, P3e, or MSProject to execute this project by Bar-

Chart Method…
ϝΎΧΩ· ΪόΑ P3 063URMHFW ˰ϟ΍ ϖϳήσ Ϧϋ ϝΎϤϋϷ΍ ΔτϳήΧ Ϣ˰γέ ϦϜϤϳ
ϰϟΎΘϟΎϛΕΎϧΎϴΒϟ΍

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BLD3F 30 30

Building 3rd floor
17MAR06 15APR06
16APR06 15MAY06
FOUND 15 0 BLD1F 30 0 BLD2F 30 15 PAI2F 40 5 PAI3F 40 10 FIN3F 45 0
Foundation Building 1st floor Building 2nd floor Painting 2nd floor Painting 3rd floor Finishing 3rd floor
01JAN06 15JAN06 16JAN0614FEB06 15FEB06 16MAR06 27MAR06 05MAY06 06MAY0614JUN06 25JUN0608AUG06

01JAN0615JAN06 16JAN0614FEB06 02MAR0631MAR06 01APR06 05MAY06 16MAY0624JUN06 25JUN0608AUG06
PAI1F 40 0 FIN1F 45 0 FIN2F 45 0

st
Painting 1 floor Finishing 1st floor Finishing 2nd floor
15FEB06 26MAR06 27MAR06 10MAY06 11MAY0624JUN06
15FEB06 26MAR06 27MAR06 10MAY06 11MAY0624JUN06

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˱ΎϳϭΪϳ Δτθϧϼϟ ΔϔϠΘΨϤϟ΍ ΔϨϣίϷ΍ ΏΎδΣ Δϴϔϴϛ ϞΜϤϳ ϰϟΎΘϟ΍ ϝΎΜϤϟ΍ϭ : 4 ϝΎΜϣ
ΝήΤϟ΍έΎδϤϟ΍ΪϳΪΤΗϰϟΎΘϟΎΑϭ

ΎϣϊϗϮϣϰϓϝϭήΘΑήΌΑήϔΣωϭήθϣ
ωϭήθϤϟ΍΍άϫΎϬΑϢΘϴγϰΘϟ΍ΔϔϠΘΨϤϟ΍ΔτθϧϷ΍ΕΎϴϠϤόϟ΍ϭ
Drilling of Oil Well

Ϧϣί ρΎθϧ
ϡ ρΎθϨϟ΍ ρΎθϨϟ΍ϒϴλϮΗ ρΎθϨϟ΍ Δτθϧ΃
ΓΪΣϭ
Ϧϣΰϟ΍
ΔϘΑΎγ
1 A PermissionήϔΤϟΎΑ΢ϳήμΗϰϠϋϝϮμΤϟ΍ 1 -
2 B ήϔΤϟ΍ϊϗϮϣϭϰδϴ΋ήϟ΍ϖϳήτϟ΍ϦϴΑϖϳήσ˯Ύθϧ· 2 A
Road between Main Road and Location
3 C Φϟ΍ϡΎϴΧΐμϧϊϗϮϤϟ΍έ΍ϮΠΑΔϣΎϗϼϟϥΎϜϣΰϴϬΠΗ 1 B
Camping
4 D ήϔΤϠϟϥΎϜϣΐδϧ΃ϦϋϒθϜϟ΍ 2 C
Looking for Optimal Drilling Place
5 E Ε΍ΪόϤϟ΍ϞϘϧ 1 A
Transportation of Equipments
6 F ΓΰϬΟϷ΍ϭΕ΍ΪόϤϟ΍ΐϴϛήΗ 1 E
Installation of Equipments
7 G ΓΰϬΟϷ΍έΎΒΘΧ· 2 F
Test of Equipments
8 H Ε΍έΎϔΤϟ΍ΐϴϛήΗ 2 F
Drilling Installation
9 I ήϔΤϟ΍ϝΎϤϋ΄ΑϡΎϴϘϟ΍ 3 G
Drilling Operation
10 J ΝήΨΘδϤϟ΍ϝϭήΘΒϟ΍ϞϘϨϟήϴγ΍ϮϣΐϴϛήΗ 2 H,I
Installation of Oil Pipes
11 K ΔϴϠϴϤϜΗϝΎϤϋ΃ 1 D,J
Other Operations
12 L ήϳήϜΘϟ΍ϞϣΎόϣϰϟ·ϝϭήΘΒϟ΍ϞϘϧ 2 K
Transporting Crude Oil to Refinery

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A 1 B 2 C 1 D 2 K 1 L 2
1 1 2 3 4 4 5 6 11 11 12 13
1 1 6 7 8 8 9 10 11 11 12 13
G 2 I 3

4 5 6 8
4 5 6 8
H 2 J 2

E 1 F 1
4 5 9 10
2 2 3 3
2 2 3 3 7 8 9 10
Act ID OD
Activities
ES EF
LS LF
Time
Ordinal Dates

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ωϭήθϤϠϟϰϨϣΰϟ΍ϝϭΪΠϟ΍ ) ΔϴϟΎΘϟ΍Ξ΋ΎΘϨϟ΍ιϼΨΘγ΍ϦϜϤϳˬϖΑΎδϟ΍Ϣγήϟ΍Ϧϣ

Act E. Dates L. Dates TF c?
ID OD ES EF LS LF
A 1 1 1 1 1 0 C
B 2 2 3 6 7 4
C 1 4 4 8 8 4
D 2 5 6 9 10 4
E 1 2 2 2 2 0 C
F 1 3 3 3 3 0 C
G 2 4 5 4 5 0 C
H 2 4 5 7 8 2
I 3 6 8 6 8 0 C
J 2 9 10 9 10 0 C
K 1 11 11 110 11 0 C
L 2 12 13 12 13 0 C
ΔϠΛΎϤϣΔϴϨϣίΕ΍ΪΣϭϊϣ P3/P3e/063URMHFtϡ΍ΪΨΘγΎΑΞϣΎϧήΒϟ΍άϴϔϨΗΓΩΎϋ·ϰΟήϳŗŲšƚƆ
Ordinal Time
Create 7 Days Calendar (P3e):
 Click “Enterprise / Calendar…”

 Choose “Global” and Click “Add”
 The “Select Standard Calendar To Copy From” window appear.
 Select “Standard 5 Days Workweek” Calendar
 In the “Calendar Name”, write “7 Days Calendar”
 Click “Modify…” button, the “Global Calendar: 7 Days Calendar” window appears
 Click “Workweek…” button, the “Calendar Weekly Hours” window appears.
 Write “8” for Sun and Sat Days
 Press OK, OK, Close

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ΔϴϟΎΘϟ΍ΔτθϧϷ΍ϦϣωϭήθϣϥϮϜΘϳ5ϝΎΜϣ

Act. OD Predecessor
Activities
AB 0 -
A 1 AB
B 5 AB
C 3 A
D 2 A
E 6 B,C
F 5 B,C
G 1 D,E
H 5 D,E
I 3 F,G
HI 0 H,I
ΔτθϧϷ΍ϭ ˬ L.Time ˰ϟ΍ ˬ E.Time ˰ϟ΍ϭ ωϭήθϤϟ΍ ΔϜΒη ϞΜϤϳ ϰϟΎΘϟ΍ ϞϜθϟ΍ϭ
ωϭήθϤϟ΍άϴϔϨΗϦϣίϭˬΔΟήΤϟ΍
ŗŲšƚƆ
ϡ΍ΪΨΘγΎΑΞϣΎϧήΒϟ΍άϴϔϨΗΓΩΎϋ·ϰΟήϳP3/P3e/MSPrpject ΔϠΛΎϤϣΔϴϨϣίΕ΍ΪΣϭϊϣ
Ordinal Time

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D 2 H 5

2 3 12 16
10 11 12 16
AB 0 A 1 C 3 E 6 G 1 I 3 HI 0
1 1 1 2 4 6 11 12 12 13 15 16
1 1 2 3 5 6 11 13 13 14 16 16
B 5 F 5

1 5 6 10
1 5 9 13
Activities
Ordinal Dates

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Ω΍ΪϋϹ΍ΔϘΑΎγ˯΍ΰΟ΃ϦϣΝ΍ήΟΔϣΎϗ·(6)ϝΎΜϣ

űœŬƈƃŒ űœŬƈƃŒŻŮƍ ƇƆŨ ŗƀšƙŗűŬƈŊ
Act ID Description űœŬƈƃŒ Succ.
OD
A ϊϗϮϤϟ΍ΔϳϮδΗ 3 E
Mobilization
B ς΋ΎΤϟ΍Ε΍ΪΣϭ˯Ύθϧ· 20 F
Walls Production
C Ώ΍ϮΑϷ΍ϊϨλ 5 H
Door Production
D ϪΘϣΎϗ·ϭϒϘδϟ΍Ε΍ΪΣϭϰϠϋϝϮμΤϟ΍ 5 J
Slab Fixation
E ΕΎγΎγϷ΍˯Ύθϧ· 7 F
Foundation
F ς΋ΎΤϟ΍Ε΍ΪΣϭΐϴϛήΗ 2 H, G. J
Walls Installation
G ς΋ΎΤϟ΍Ε΍ΪΣϭϥΎϫΩ 2 -
Walls Painting
H Ώ΍ϮΑϷ΍ΐϴϛήΗ 1 I
Doors Fixation
I Ώ΍ϮΑϷ΍ϥΎϫΩ 1 -
Doors Painting
J ϒϘδϟ΍ΪϴϴθΗ 1 K
Slab Construction
K ϒϘδϟ΍ϥΎϫΩ 2 -
Slab Painting

ˬ˱ΎϳϭΪϳ ωϭήθϤϟ΍ϰϓΔτθϧϷ΍ϞϜϟL. TimeˬE. Time˰ϟ΍ΪϳΪΤΗΏϮϠτϣ
˯ΎϬΘϧϻ ϡίϼϟ΍ Ϧϣΰϟ΍ϭ ΔΟήΤϟ΍ ΔτθϧϷ΍ϭ ΝήΤϟ΍ έΎδϤϟ΍ ΪϳΪΤΗ ϢΛ Ϧϣϭ
ωϭήθϤϟ΍

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D 5

K 2 GIJ 0

B 20 F 2 J 1
ABCD 0

A 3 E 7 G 2

I 1
C 5 H 1

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Work Shop
Network Analysis in Agricultural Projects
I) Wailing Lift Irrigation Project

 Background Information :
 On 1st of Oct 2000, The Government of NEPAL decided to

finance the Wailing Lift Irrigation Project (WLIP) along
the lines proposed in the feasibility study prepared by the
Agriculture Projects Services Center (APSC).
 The project consists of a Lift Irrigation Infrastructure Network

covering 45 feddan in the Wailing Area (See the figure) inte-
grated with agriculture development activities (improved
seeds, fertilizers, training, extensions, etc …)
 It is essential for the Irrigation System to be completed by

1st of Nov 2001 to enable the farmers to make use of irrigation
during the dry period starting from the winter wheat crop.
 The project has been broken into 3 main sub-projects of activi-

ties:
A Final design and equipment Ordering
B Tendering for Constructions, Purchasing, and preparation
of Project Location, and
C Construction of Irrigation Infrastructure.
 For each of these groups, a list of all activities with their esti-
mates of time involved. All of this information is given in the
next table.
 Maurizio Garzia, Project Planning and Monitoring using Network Analysis

Techniques, 1982. Developing Policy & Training Services (ESPT)

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Wailing Lift Irrigation Project

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S.No Act Description OD Predecessors

ID
A) Final Design and Equipment Ordering
1 A1 Detailed Field Survey and Preparing Plans 15 ---
2 A2 Final Design of Irrigation Scheme Works 20 A1
3 A3 Estimate Quantities from Motors & Pumps 30 ---
4 A4 Estimate Quantities for HDP Pipes 30 ---
5 A5 Estimate Quantities for CI Pipes 15 ---
6 A6 Preparing of detailed Estimates 15 A2,A3,A4,A5
7 A7 Approval of Design & Estimates 40 A6
8 A8 Ordering Water Pumps and Motors 5 A7
9 A9 Ordering HDP Pipes 5 A7
10 A10 Ordering CI Pipes 5 A7
11 A11 Delivery of Water Pumps & Motor to Location 130 A8
12 A12 Delivery of HDP Pipes to Location 40 A9
13 A13 Delivery of CI Pipes to Location 10 A10
B) Tender for construction, Purchasing, and Preparation for Project Loc.
14 B1 Prep. Tender Documents and Drawing 15 A6
15 B2 Call Tender for Constructions 20 A7, B1
16 B3 Assess Tenders 20 B2
17 B4 Sign Contract 5 B3
18 B5 Contractor Mobilization 10 B4
19 B6 Purchase Project Location for Pumping
30 B1,A7
Station, …,etc
20 B7 Cleaning and Leveling of Pumping Station Lo-
15 B5 , B6
cation
21 B8 Leveling of Water Distribution 10 B5 , B6
C) Construction of Irrigation Infrastructure
22 C1 Construct Pump House & Quarters 75 B7
23 C2 Install Water Pump 15 C1 , A11
24 C3 Preparing Ground for Laying and Rising Main
10 B8
and Suction Pipelines
25 C4 Laying Pipelines and Supports 15 C3 , A13
26 C5 Connect CI Pipes to Water Pumps 5 C2 , C4
27 C6 Construct Distribution Box-1 10 A12
28 C7 Construct Distribution Box-2 80 A12
29 C8 Construct Dist. & Drainage System 20 A12
30 C9 Test Functioning of the System 5 C5,C6,C7,C8

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II) Integrated Area Development Program
 Background Information :
 The purpose of this case study is to provide an example of the

applicability of the Network Analysis Techniques to the Plan-
ning of Area (sub-regional) Development Program.
 All the request of NEPAL Government, an integrated program

for the economic development of the area existing over a few
hill and Terai Districts. The program represents one strategic
means of implementing the Government’s overall development
policy based on geographical integration, on export promotion
in agricultural and non-industrial sectors and on employment
creation while moving families from the crowded hills to the
Terai.
 This project is designed to :
1. Encourage extensive paddy (rice fields) and food cultivation

by providing appropriate incentive schemes and credit facili-
ties.
2. Encourage Agro-Industrial Manufacturing (Mainly by prod-

ucts of Refining Sugar, Milling Rice, and Processing other
Agricultural Products) through the establishment of a paddy
and sugar cane industrial estate (area of land development
for industrial use).
 Heavy reliance is placed on the private sector to develop small

scale agricultural holding and industries, with the Government
providing mainly land essential infrastructures, social facilities,
and fiscal encouragement.

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Integrated Area Development Program Diagram

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The various essential items composing the program have been

grouped into the following sub-projects:
1. Infrastructure (I),
2. Settlements (S),
3. Agricultural (A), and
4. Agro-Industry (AI).
 For each of the above groups, the sub-projects to be carried out

have been listed and expected time for their execution has been
estimated as follows :

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Main
OD Description Pred-1 Pred-2 Pred-3
Items
Infrastructure
I1 60
I2 30 I1
I3 120 I2
I4 60 I3
I5 90 I2
I6 120 I4 I5
Settlements
S7 120 I1
S8 170 S7
S9 120 I4 I5
S10 120 S8 S9 A11
Agriculture
A11 60 I1
A12 90 S8 S9 A11
A13 120 I6 S10 AI15
A14 120 I6 S10 AI15
Agro-Industry
AI15 120 I4 I5
AI16 60 A14
AI17 60 A13 A14

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III ) Construction of Sawmill
 Background Information :
 The government of NEPAL decided to build a new modern
Sawmill in a Terai District (see diagram).
 It is essential of the Government’s commitment to supply a

Foreign Investor with a large portion of the output of the
mill for a box factory to be build adjacent to the Sawmill.
 The project is planned to be completed in 12 months.
 This project has been broken down into 3 main groups of

activities :
1. Financing, Design, and Machinery Ordering (A),
2. Site Purchase and Preparation (B), and
3. Construction of the Sawmill (C).
 For each of these groups, the list of activities to be carried

out and the best estimate of the time needed was prepared.
 These information are given in the next table :

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Terai Construction of Sawmill Diagram :

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S. Act Description OD Predecessors

No ID
Financing, Design, and Machine Ordering
1 A1 Negotiation and signing the loan from financing
15 ---
agency to finance the project.
2 A2 Designing of Sawmill 60 A1
3 A3 Approval of the Design 5 A2
4 A4 Final Equipment and Machinery Specification 10 A2
5 A5 Approval of Machinery Specification by the Ministry 5 A4
6 A6 Order of European Machinery 5 A5
7 A7 Order of Local Machinery 5 A5
8 A8 Delivery of European Machinery 120 A6
9 A9 Delivery of Local Machinery 40 A7
10 A10 Blueprints of final mill design 5 A3
11 A11 Call tenders for Mill Construction 10 A10
12 A12 Sign Construct for Mill Construction 10 A11
Site Purchasing, and Preparation
13 B1 Locate suitable Site for Mill Constructions 15 A3
14 B2 Negotiate and Purchase Site 15 B1
15 B3 Survey and Leveling of Site 15 B2
16 B4 Negotiate and Order of a Railway Branch to the Site 20 B2
17 B5 Order and Installation of Necessary Services (Water,
60 B2
elect.,…)
18 B6 Construct Railway Branch 60 A4
19 B7 Clearing and Grading of Site 10 A12 , B3
20 B8 Fencing Property 15 B7
21 B9 Survey of Foundation of Mill 5 B7
22 B10 Construction of Roads and Parking Lots 20 B7
Construction of the Mill
23 C1 Construct Foundation of the 3 Mills 10 B9
24 C2 Construction Foundation of the Mill Building 10 B9
25* C3 Let saw Mill Foundation dry 15 C1
26 C4 Let mill Building Foundation dry 5 C2
27 C5 Construct Mill Building Structure Excluding Exte-
40 C4
rior Walls.
28 C6 Install Waste Disposal System 5 C5
29 C7 Erect Exterior Walls (after waste disposal system in
15 C6
place)
30 C8 Connect Outside Services (elec., water, … etc) Pre-
15 B5 , C7
viously Ordered and Installed
31 C9 Install Machinery (Saws, Conveyor, and Control
15 A8, A9, C3
Boxes
32 C10 Set up Machinery to Make it ready for Operation 20 B6,B8,B10,C8,C9
* Is it necessary to include such activities? !!! …

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Diagramming Overlapping Activities

- There are many cases where there may be a delay time between, for
example, the completion (Finish) of one activity and the start of
another following one; or there is a need to show that one activity
will overlap another in some fashions.
- The following figure shows that A2 can start 5 days after the start of
A1 :
A1
A2
0 5 10 15
Using Primavera Software, you can assign value to arrow to es-

tablish an overlay of activities. In the following figure the Start-to-
Start relationship { SS(5) } indicates that activity A2 can start 5
days after the start of activity A1.
A1 A2
10 10
SS (5)

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Types of Activities Relationships :
* Finish-to-Start (FS) :
- This is the conventional type of relationships and the

default type of P3(*). It means that the successor activity
starts after its predecessor finishes.
- In some cases, a lag (or delay) time is added which means

that the successor activity can start after a certain period
of time has elapsed (passed) since the finish date of its
predecessor.
(Finish to Start)
A 6 B 6

Place wall forms FS Pour wall concrete
1 6 7 12
1 6 7 12
A 6 B 6

Pour wall concrete FS Strip wall forms
1 6 10 15
Lag 3 days
1 6 10 15
 Note : a -ve lag (Lead Time) can also be used in relationship

P3 refers to Primavera Project Planner .

(Selected Real World Problems) pdfMachine Daoushy
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 Start-to-Start (SS) :
X 1 Y 2
1 1 1 2

1 1 1 2
SS
C 2 D 3
Rub & patch i.e
concrete Smoothness
1 2 2 4

1 2 2 4
SS(1)
Lag 1 day
 Finish-to-Finish (FF)
3 2
The column steel Place column steel

FF
3 6
Place wall steel Complete wall
forms

FF (3)

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Start to Finish (SF)
4 3
Excavate for Place the forms
concrete mat

SF (2)
(very rare)

(10)
FS
ΔΤϠδϤϟ΍ΓΪϤϋϷ΍ΐλ

ΕΎϧϮϟΎϤΠϟ΍ΐϴϛήΗ

ϡΎϳ΃ΓήθόΑΓΪϤϋϷ΍ΐλΪόΑ΃ΪΒϳΕΎϧϮϟΎϤΠϟ΍ΐϴϛήΗ

ήϔΤϟ΍ϝΎϤϋ΃

˳SS (3) ΔϳΩΎόϟ΍ΔϧΎγήΨϟ΍ΐλ

ϡΎϳ΃ΔΛϼΜΑήϔΤϟ΍ϝΎϤϋ΃Δϳ΍ΪΑΪόΑΔϳΩΎόϟ΍ΔϧΎγήΨϟ΍ΐλ΃ΪΒϳ

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4
νΎϴΒϟ΍ϝΎϤϋ΃

ϚϴΑΎΒθϟ΍ϭΏ΍ϮΑϷ΍ϕϮϠΣΐϴϛήΗ

SF(2)

νΎϴΒϟ΍ϝΎϤϋ΃΃ΪΒϳϥ΃ΪόΑϻ΍ϰϬΘϨϳϻ ϚϴΑΎΒθϟ΍ϭΏ΍ϮΑϷ΍ϕϮϠΣΐϴϛήΗ
ϞϤθϳϯάϟ΍ϭϝϭϷ΍ ρΎθϨϟ΍Δϳ΍ΪΑϰϠϋΪϤΘόϣϰϧΎΜϟ΍ρΎθϨϟ΍ϥϷ ϚϟΫϭϦϴϣϮϴΑ
ϪΘϳΎϬϧβϴϟϭΝΆΒϟ΍ρΎθϧ

FF =1
ϲϧΎθϴϘϟ΍ϝΎϤϋ΃

βϠΧ΍Ϊϟ΍ϲΤμϟ΍ϝΎϤϋ΃

8

ϰϧΎθϴϘϟ΍ϝΎϤϋ΃ ϰϬΘϨϳϥ΃ΪόΑϻ·ϰϬΘϨϳϻϰϠΧ΍Ϊϟ΍ϰΤμϟ΍ϝΎϤϋ΃
ΪΣ΍ϭϡϮϴΑϚϴϣ΍ήϴδϟ΍ϭ

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ΔχϮΤϠϣ
ϯ΃ϦϴΑΕΎϗϼόϟ΍ϩάϫϞΜϣΪϳΪΤΘΑ΢ϤδϳϪϧ΃PRIMAVERA˰ϟ΍Ύϳ΍ΰϣϦϣ
ΓήηΎΒϣϪϟΔϘΑΎδϟ΍ϭ΃SuccessorsϪϟΔϘΣϼϟ΍ΔτθϧϷ΍ϭρΎθϧ
Predecessors

ϰϟΎΘϟ΍ϝΎΜϤϟ΍ήψϧ΃

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ήϛάϟ΍ΔϔϟΎγΕΎϗϼόϟ΍ξόΑϦϴΒΗϭ΍ήϴϓΎϤϳήΒϟ΍ϦϣΔϴϟΎΘϟ΍ΕΎϋϭήθϤϟ΍ΔϜΒη
FS( 3)
B 4
08JAN06 11JAN06
17JAN06 21JAN06
A 1 D 15 K 3

C 6
07JAN06 07JAN06 08JAN06 24JAN06 01FEB06 04FEB06
25JAN06 31JAN06
07JAN06 07JAN06 08JAN06 24JAN06 01FEB06 04FEB06
25JAN06 31JAN06
SS( 3)
E 8 H 10
10JAN06 18JAN06 20JAN06 30JAN06
11JAN06 20JAN06 21JAN06 31JAN06

(Selected Real World Problems) Daoushy

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Backward Pass with Required Finish Date:

(Primavera Training Manual – 102):
One of the most common Project Scenarios is a Required Finish Date

for the Project.
 Used only during the Backward Pass.
 Required Finish Date specifies when the Project Must Finish

regardless of the Network’s Duration and Logic.
 Late Finish (LF) – Duration + 1 = Late Start (LS)
LS 1 LF 5
A
Required
Finish Date
5
ES 1 EF 5
TF = 0 LS 6 LF 20
LS -4 LF 5 C
15
EF 25 ES 11
B ES 11 EF 25
TF = -5
10 TF = -5
LS 1 LF 5

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Project Duration Compression ųƍŧŬƆƃŒƇƆŨűźŰ

Crashing ĹœƒƈƆŨųƍŧŬƆƃŒűźŰŗƃœšƏżŗƒżœŰŒŗŽƄƂř¾ſŊŔœŪš
Analysis

ϥΎϨϣΰϟ΍ ϥϮϜϳ Ϊϗ ϦϴϔϠΘΨϣ ϦϴϨϣί ϝϼΧ ϩάϴϔϨΗ ϦϜϤϳ ωϭήθϤϟ΍ ϰϓ ρΎθϧ Ϟϛ
ϥΎϳϭΎδΘϣ
( Normal Time) Tn ƏŶƒŕűƇƆŨ
( Normal Cost) Cn ŗƒŶƒŕűŗŽƄƂřŕ
( Crash Time ) Tc ųŧŪřƆƇƆŨ
( Crash Cost ) Cc ŗŵŧŪřƆŗŽƄƂřŕ

ΔϴϠϜϟ΍ΔϔϠϜΘϟ΍

Cc ΔϴϠϜϟ΍ΔϔϠϜΘϟ΍ϰϨΤϨϣ
ωϭήθϤϟ΍ϰϓΎϣρΎθϨϟ
Cn
Ϧϣΰϟ΍
TcTn

Cost slope = Cc - Cn
ΔϔϠϜΘϟ΍Ϟϴϣ Tc - Tn

The basic objective of CPM is to determine just which TIME-
COST TRADEOFF should be used for each activity to meet the
scheduled project completion time at a MINIMUM Extra Cost.
(One way of doing this is by LP { will be discussed after
discussing the following classical way } ).

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ωϭήθϤϟ΍ΔϜΒηϢγέϭϰϟΎΘϟ΍ϝϭΪΠϟ΍Ϧϣˬ˱ϼΜϣ

ΔϴόϴΒτϟ΍ΔϟΎΤϟ΍ϰϓ ΔϋήδΘϤϟ΍ΔϟΎΤϟ΍ϰϓ ΔϔϠϜΘϟ΍Ϟϴϣ
ρΎθϨϟ΍ Ϧϣΰϟ΍ ΔϔϠϜΘϟ΍ Ϧϣΰϟ΍ ΔϔϠϜΘϟ΍ ϕήϓ ϕήϓ Ϟϴϣ
ωϮΒγ΃ ωϮΒγ΃ Ϧϣΰϟ΍ ΔϔϠϜΘϟ΍ ΔϔϠϜΘϟ΍
A 3 360 2 400 1 40 40
B 6 1440 4 1620 2 180 90
C 9 2160 5 2380 4 220 55
D 7 1120 5 1600 2 480 240
E 8 400 4 800 4 440 100
F 5 1600 3 1770 2 170 85
G 3 480 2 760 1 280 285
7560 9330

ΔϔϠϜΘΑϭ ˱ΎϋϮΒγ΃ 25 ϰϓ ΔϳΩΎόϟ΍ ϑϭήψϟ΍ ϰϓ ϩάϴϔϨΗ ϦϜϤϳ ωϭήθϤϟ΍ ΍άϫ ϥ΃ ΪΠϧ
ϪϴϨΟ7560Ύϫέ΍ΪϘϣΔϳΩΎϋΔϴϟΎϤΟ·

ΔϋήδΘϤϟ΍ΔϟΎΤϟ΍ϰϓ˱ΎϋϮΒγ΃16ϩέΪϗϦϣίϰϓϪϴϨΟ9330ϒϠϜΘϳϪϧ΃ϦϴΣϰϓ

ˮϞΜϣϷ΍ϞΤϟ΍Ϯϫ΍άϫϞϫΎϨϫϝ΍Άδϟ΍ϭ

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ΔϜΒθϟ΍Ϣγέ

Δ˰˰˰˰ϳΩΎόϟ΍ΔϟΎΤϟ΍
B 6 E 8
4 9 10 17
4 9 10 17
A 3 C 9 F 5 G 3

ES 1 3 4 12 18 22 23 25
1 3 9 17 18 22 23 25
LS
D 7
4 10
16 22
˱ΎϋϮΒγ΃25 Ϧϣΰϟ΍
˱ΎϬϴϨΟ7560 ΔϴϠϜϟ΍ΔϔϠϜΘϟ΍

ΔϋήδΘϤϟ΍ΔϟΎΤϟ΍
B 4 E 4

3 6 7 10
3 6 7 10

C 5 F 3 G 3
A 2
ES 3 7 11 13 14 16
1 2
6 10 11 13 14 16
LS 1 2

D 7
3 9
7 13
˱ΎϋϮΒγ΃16 Ϧϣΰϟ΍
˱ΎϬϴϨΟ9330 ΔϴϠϜϟ΍ΔϔϠϜΘϟ΍

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Crashing A Project (Network Analysis Approach):
Our goal here is to find those activities on the critical path

where time can be reduced (cut) with minimum extra costs
spent. Our goal is the greatest reduction in project time for the
least increase in project cost.
Example 1:
- The following table contains the TIME-COST information

for a small segment of a project.
(Table 1 )
Time Cost
Act. Pred. N C N C Cost Slope
A - 6 4 10,000 14,000 2,000

B - 4 3 5,000 8,000 3,000
C A 3 2 4,000 5,000 1,000
D B 8 6 9,000 12,000 1,500
E C 7 4 7,000 8,000 333,333
Total Cost 35,000 47,000

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- The following network represents the corresponding small

project where all times are normal times.
A 6 C 3 E 7

1 6 7 9 10 16
1 6 6 9 9 16
D1 0
1 0
1 0 D2 0
0 0
0 0
B 4 D 8
1 4 4 12
5 8 9 16
ωϮΒγ΃ 16 Ϧϣΰϟ΍

ϪϴϨΟ35,000 ΔϔϠϜΘϟ΍
The critical path is D1-A-C-E-D2 The completion time of this

project is 16 units of time. The total normal cost with these normal
times is 35,000 units of cost
- The following network represents the same segment of the project

where all crash times are considered.
A 4 C 2 E 4

1 4 5 6 7 10
1 4 5 6 7 10
D1 0
0 0 0
0 0 D2
0 0
0 0
B 4 D 6
1 4 5 10
1 4 5 10


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One can wonder if the project time can be reduced to 10

units of time BUT with least cost. This can be done
without crashing all its activities.
The EF time here is 10 units of time and total cost is 47,000 units of cost.
- For example, the following represents the same segment of

the project but with least cost :
A 4 C 2 E 4

1 4 5 6 7 10
1 4 5 6 7 10
D1 0 * * *

0 0
0 0 D2 0
0 0
0 0
B 4 D 6
1 4 5 10
5 10 * = Completely
1 4 crashed
*
Activities E, C, D, and A are crashed. Activity B is the only activity

NOT crashed.
HOW ? !

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HOW !
A IV C Ð E I

1 1 6 7 9 10 16
1 6 7 9 10 16
6,4 3,2 7,4

D1 0
2000 1000 333.333
0 0 16
0 0 D2 0
12
0 0
0,0 0 0
0 D Ø
B V 16:35,000
1 4 5 12
5 8 9 16
4.3 8.6
3000 1500
.
A IV C Ð E 4

2 1 6 7 9 10 13
1 6 7 9 10 13
6,4 3,2 *
D1 0
2000 1000
0 0 13
0 0 D2 0
12
0 0
0,0 0 0
0 D Ø
B V 13:36,000
1 4 5 12
1 5 5 13
4.3 8.6
3000 1500

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A IV C 2 E 4

3 1 6 7 8 9 12
1 6 7 8 9 12
6,4 * *
D1 0
2000
0 0 12
0 0 D2 0
12
0 0
0,0 0 0
0 D Ø
B V 12:37,000
1 4 5 12
1 4 5 12
4.3 8.6
3000 1500
A IV C 2 E 4

4 1 6 7 8 9 12
1 6 7 8 9 12
6,4 * *
D1 0
2000
0 0 12
0 0 D2 0
10
0 0
0,0 0 0
0 D 6
B V 12:40,000
1 4 5 10
3 6 7 12
4.3 *
3000
ϰϨϣίςϐοΎϬϠΑΎϘϳϻΔϔϠϜΘϟ΍ϰϓΓΩΎϳί

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A 4 C 2 E 4

5 1 4 5 6 7 10
1 4 5 6 7 10
* * *
D1 0
0 0 10
0 0 D2 0
10
0 0
0,0 0 0
0 D 6
B V 10:44,000
1 4 5 10
1 4 5 10
4.3 *
3000 ϑΪϬϟ΍

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Notice That :
 We began by crashing the LEAST EXPENSIVE Activity (E).

We then turned our attention to the next least expensive
activity (C) and crashed it.
 At this point, both paths through the network (A-C-E and B-D)
require 12 units of time. Thus further reduction of project time
will require reducing activities on both paths.
 On path D1-B-D-D2, the least expensive activity to crash is D;

thus we crash this activity from 8 to 6 units of time.
 A similar 2 units of time reduction on the upper path (D1-A-C-

E-D2) can be achieved by crashing activity A from 6 to 4 units
of time.
 At this point, all activities on path (D1-A-C-E-D2) have been

crashed to their minimum and we note any further crashing on
the lower path (D1-B-D-D2) will not reduce any further benefit.

(Selected Real World Problems) Daoushy

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Crashing A Network By Lp:

Once again, the basic objective of CPM --- Crashing Techniques---is
to determine just which TIME - COST TRADEOFF should be used
for each activity to meet the scheduled project completion time at a
minimum extra cost. LP enables us to find the best crash schedule for
the CPM network.
To illustrate, consider again one of the previous examples which

represented by the following project network:
XA XC XE
A 6 C 3 E 7

6,4; 2000 3,2 ; 1000 7,4 ; 333.333
YA YC YE
XD1=0 XD2 ≤ 10
D1 0 D2 0

XB XD
B 4 D 8

4,3 ; 3000 8,6 ;1500
YB YD

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To formulate the LP model, we will need to introduce some

considerable notation :
- For the decision variables to be described, define
xi = the time at Activity i
It is the completion time for each Activity and also represents the
starting time for their next Activities.
Yact = the number of time unit by which activity act can be

reduced. These variables represent the possible reduction
in the normal times for all the activities in the project.
Cact = Cost Slope for activity act.
- Since we want to crash the project time at a minimum cost, the

Objective Function would be like this:
Minimize Z = act Cact . Yact

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- To describe the constraints of the suggested model, we look at

“Activity A” in our network.
* Time at “Activity D1” is zero, and then XA (the time for

Activity A) can be described as:
Completion time for Activity A > The starting time for

Activity D1 + Normal time for Activity A - Number of time
units Activity A can be reduced by crashing.
That is:
XA > 0 + 6 - YA (1)
* The constraint for Activity B can be developed in the same

way as :
XB > 0 + 4 - YB (2)
* Since Activity C begins after Activity A with XA not Zero as

was the case with the two constraints above, we write the
constraint for XC this way.
XC > XA + 3 - YC (3)
* In the same manner, we have:
XD > XB + 8 - YD (4)
XE > XC + 7 - YE (5)

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* Since two activities lead into Activity D2, we need two

constraints there:
XD2 > XD + 0 - YD2 (= 0) (6)
XD2 > XE + 0 - YD2 (= 0) (7)
* Now, what about the “Maximum Crashing” time that can be

done?.
Of course, activity times cannot be reduced forever.
From the figure above, the maximum values for the Y

variables are the difference between the normal and the
crash times.
So:
YA ≤ 2 (8)
YB ≤ 1 (9)
YC ≤ 1 (10)
YD ≤ 2 (11)
YE ≤ 3 (12)

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* And of course, we want to finish this project in 10 units of time;

so, we need to write one more constraint for the project
completion time:
XD2 ≤ 10
This means that we have to know prior the suggested completion

time.

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Rewriting the overall model and add the non-negativity constraints, we get :
Min. Z =
2000 YA +3000 YB+1000 YC +1500 YD +333.333 YE + 0 XD1 + 0 XA + 0 XB + 0 XC + 0 XD + 0 XE + 0 XD2
s. to :
YA + XA ≥6
YB + XB ≥ 4
YC - XA + XC ≥ 3
YD - XB + XD ≥ 8
YE - XC + XE ≥ 7
- XD ≥ 0
YD +XD2 ≥ 0
YA ≤2
YB ≤1
YC ≤ 1
YD ≤2
YE ≤ 3
XD2 ≤ 10
All Y’s and X’s are > = 0

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ńƢƬǳơǱȁƾŪơľƩƢǻƢȈƦǳơǢȇǂǨƫǺǰŻWinQSB ºǳơǵơƾƼƬǇƢƥǪƥƢǈǳơǱƢưŭơǲƷƨǳȂȀǈǳ
Min.
1 2 3 4 5 6 7 8 9 10 11 12 Type r. h. s
YA YB YC YD YE XD1 XA XB XC XD XE XD2
0 2000 3000 1000 1500 333.333 0 0 0 0 0 0 0
1 1 1 >= 6
2 1 1 >= 4
3 1 -1 1 >= 3
4 1 -1 1 >= 8
5 1 -1 1 >= 7
6 -1 1 >= 0
7 -1 1 >= 0
8 1 <= 2
9 1 <= 1
10 1 <= 1
11 1 <= 2
12 1 <= 3
13 1 <= 10
YA = 2, YC = 1, YD = 2, YE = 3 & Z = 8999.9990

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*
If we solve this model , we will get the optimum Y values. (We notice
that the X values do not appear in the objective function because
they merely indicate when an activity occurs and do not affect the
cost of the project. Only the Y variables affect the cost of the
project.
The optimum answer turns out to be exactly the one we got using the
classical approach.
The value of the objective function (the total crashing cost –excess
(extra) cost is 9000 (44,000 - 35,000) and:
YA = 2
YB = 0
YC = 1
YD = 2
YE = 3

Use WinQSB to solve this Model.

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ńƢƬǳƢǯǝȁǂǌŭơƨǰƦǋǲȈưǷǺǰŻƮȈƷǪƥƢǈǳơ2ǱƢưǷǀƻƘƬǳ(2)ǱƢưǷ
XA=0 XD=0 XH`=0

A 4 D 9 E 7

4,3 ; 70 9,7 ; 30 7,6 ; 150
YA YD YH
XC XF
XD1=0 YD2 ≤ 17
C 6 D1 0
D1 0 D2 0

6,4 ; 50 5,4 ; 90

YB YB

XB XE XG
B 8 E 4 G 3

8,6 ;80 4,1 ; 200 3,3 ; 0
YB YD YG

ȄǴȇƢǸǯǲūơȁƱƿȂǸǼǳơƨǣƢȈǏǺǰŻǝȁǂǌŭơƨǰƦǋǺǷ

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Min Z =
70 YA + 80 YB + 50 YC + 30 YD + 200 YE + 90 YF + 0 YG + 150 YH + 0 XD1 +
0 X A + 0 XB + 0 XC + 0 XD + 0 XE + 0 XF + 0 XG + 0 XH + 0
XD2
s. to:
1. X D1 = 0
2. XA  XD1 + 4 - YA i.e. YA - XD1 + XA > 4
3. XB  XD1 + 8 - YB
4. XC  X A + 6 - YC
5. XD  X A + 9 - YD
6. X E  X B + 4 - YE
7. X E  X C + 4 - YE
8. XF  X B + 5 - Y F
9. XF  X C + 5 - YF
10. XG  X E + 3 – 0
11. XH  X D + 7 - YH
12. XH  X F + 7 - YH
13. XD2  XG
14. XD2  XH
15. XD2  17
16. YA  1
17. YB  2
18. YC  2
19. YD  2
20. YE  3
21. YF  1
22. YG  0
23. YH  1

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Min Z
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Type T. h. S.
YA YB YC YD YE YF YG YH XD1 XA XB XC XD XE XF XG XH XD2
0 70 80 50 30 200 900 0 150 0 0 0 0 0 0 0 0 0 0
1 1 = 0
2 1 -1 1 > 4
3 1 -1 -1 > 8
4 1 -1 1 > 6
5 1 -1 1 > 9
6 1 -1 1 > 4
7 1 -1 1 > 4
8 1 -1 1 > 5
9 1 -1 1 > 5
10 -1 1 > 3
11 1 -1 1 > 7
12 1 -1 1 > 7
13 -1 1 > 0
14 -1 1 > 0
15 1 < 17
16 1 < 1
17 1 < 2
18 1 < 2
19 1 < 2
20 1 < 3
21 1 < 1
22 1 = 0
23 1 1
Z =520 ; YA =1, YB=1, YC=2, YD=1, YF=1, YH=1

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Project Duration Compression: Fast Tracking…
 Fast Tracking: This method changes the

relationship of activities. With fast tracking, activities
that would normally be done in sequence are allowed
to be done in parallel or with some overlap. Fast
tracking can be accomplished by changing the
relation of activities from FS to SS or by adding lead
time to downstream activities. For example, a
construction company could change the relationship
between painting the rooms and installing the carpet
by adding lead time to the carpet installation task.
Before the change, all of the rooms had to be painted
before the carpet installers could begin. With the
added lead time, the carpet can be installed hours
after a room is painted. Fast tracking increases risk
and may cause rework in the project.

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Self Test (Reference 7):

1. You are the project manager of the JHG Project. This project
has 32 stakeholders and will require implementation activities
in North and South America. You have been requested to
provide a duration estimate for the project. Of the following,
which will offer the best level of detail in your estimate?
A. WBS
B. Order of magnitude
C. Requirements document
D. Stakeholder analysis
2. Michael is the project manager of the 78GH Project. This

project requires several members of the project team to
complete a certification class for another project the week of
November 2. This class causes some of the project activities on
Michael's activities to be delayed from his target schedule. This
is an example of which of the following?
A. Hard logic
B. External dependencies
C. Soft logic
D. Conflict of interest
(refer to page 12)
3. Which of the following best describes GERT?
A. PDM
B. Network template
C. Conditional diagramming methods
D. ADM

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4. As the project manager for the DFK Project, you are reviewing
your project's network diagram (as shown in the following
illustration):
Given the diagram, what is the relationship between tasks F

and G?
A. FS
B. SS
C. FF
D. SF
5. You are the project manager for the LLL Project. Steven, a project
team member, is confused about network diagrams. Specifically,
he wants to know what the critical path is in a network diagram.
Your answer is which one of the following?
A. The critical path is the network that hosts the activities most
critical to the project success.
B. The critical path is the path with the longest duration.
C. The critical path is always one path that cannot be delayed
or the entire project will be delayed.
D. The critical path is the path from start to completion with no
deviation from the project plan.

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6. What is the difference between PDM and ADM?
A. ADM places activities on arrows; PDM places activities

on nodes.
B. ADM is also known as AOA, while PDM is also known as
GERT.
C. ADM hosts activities on nodes, while PDM hosts activities
on arrows.
D. PDM can have two types of relationships between tasks,
while ADM can have only type of relationship between
tasks.
7. The purpose of using GERT is which of the following?
A. Allows for float to be distributed across all paths to

completion.
B. Allows for loops and conditional branches
C. Requires all paths to completion to intersect at quality audits
D. Requires all paths to completion to intersect at scope
verification checkpoints.
8. Where is a project manager most likely to experience a subnet?
A. WBS
B. Kill points
C. GERT charts
D. Network template
9. You are the project manager for the POL Project. This project will
use PERT to calculate the estimates for activity duration. For
activity D, you have the following information: P=9, O=4, M=5.
What is the result of PERT?
A. 18 weeks
B. 5.5 weeks
C. 33.33 days
D. 3 weeks

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10.You are the project manager for the YKL Project. This project will
impact several lines of business at completion. Each milestone in
the project is scheduled to end so the work does not impact current
business cycles. This is an example of which one of the following?
A. Constraint
B. Expert judgment
C. WBS scheduling
D. Soft logic
11.You are the project manager for the MNB Project. You and your
project team are about to enter into the activity duration estimating
process. Which of the following will not be helpful in your
meeting?
A. Constraints
B. Assumptions
C. The project charter
D. Identified risks
(The Charter authorizes the Project, Project Manager, and the required
Resources to complete the Project Work)
12.You are the project manager for a new training program at your
customer's site. This program will require each of the customer's
employees to attend the half-day class and complete an assessment
exam. You will be completing the training at the customer's
facility, and will need a trainer for the duration of the training,
which is six months. This is an example of which of the
following?
A. Resource requirements
B. Assumption
C. Cost constraint
D. A human resource issue

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13.You are the project manager for a construction company. Your

firm has been contracted to complete the drilling of a well for a
new cabin in Arkansas. The specification of the well is
documented, but your company has little experience in well
drilling in Arkansas. The stakeholder is concerned your time
estimates are not accurate as the soil and rock in Arkansas are
much different than the soil in your home state. Which one of the
following can you use to ensure your project estimates are
accurate?
A. Order of magnitude
B. Commercial duration estimating databases
C. Local contractors
D. Soil samplings from the Arkansas government
14.You are the project manager for your organization. You and your
project team are in conflict on the amount time allotted to
complete certain activities. Several of the team members want to
bloat (expand) the time associated with activities to ensure they
will have enough time to complete their tasks. Instead of
overestimating their project activities, the project team should use
which of the following?
A. Capital reserve
B. Contingency plans
C. Contingency reserve
D. Assumptions of plus or minus a percentage
15.Which of the following is not an output from the activity duration

estimating process?
A. WBS
B. Activity list updates
C. Basis of estimates
D. Duration estimates

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16.You are the project manager for the 987 Project. Should this
project run over schedule, it will cost your organization $35,000
per day in lost sales. With four months to completion, you realize
the project is running late. You decide, with management's
approval, to add more project team members to the project plan to
complete the work on time. This is an example of which of the
following?
A. Crashing
B. Fast tracking
C. Expert judgment
D. Cost benefit analysis
(When more Resources are added to a Project to complete the
Work on time is called Crashing)
17.You are the project manager for the 987 Project. Should this
project run over schedule, it will cost your organization $35,000
per day in lost sales. With four months to completion, you realize
the project is running late. You decide, with management's
approval, to change the relationship between several of the work
packages so they begin in tandem (cycle) rather than sequentially.
This is an example of which one of the following?
A. Crashing
B. Fast tracking
C. Expert judgment
D. Cost benefit analysis
(Fast Tracking is the Process of changing the relationship between
Activities to allow Tasks to overlap)

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18.Chris, a project manager for his company, is explaining the

difference between a Gantt chart and a milestone chart. Which of
the following best describes a Gantt chart?
A. A Gantt chart depicts what was planned against what

actually occurred.
B. A Gantt chart depicts the work in the project against the
work that has been completed.
C. A Gantt chart depicts the work in the project against a
calendar.
D. A Gantt chart depicts the work in the project against each
resource's calendar.
19.Which of the following is a correct attribute of the critical path?
A. It determines the earliest completion date

B. It has the smallest amount of float
C. It has the most activities in the PND
D. It is the path with the most expensive project activities
20.You are the project manager for a construction project. Your

foreman informs you that, due to the humidity, the concrete will
need to cure for an additional 24 hours before the framing can
begin. To accommodate the requirement, you add
_______________ time to the framing activity.
A. Lead
B. Lag
C. Delay
D. Slack

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21.You are the project manager for a project with the following
network diagram:
Studying the diagram, which path is the critical path?
A. ABCD
B. EBCD
C. EFH
D. EGH
22.Bertha is the project manager for the HAR Project. The project is
behind schedule and Bertha has elected, with management's
approval, to crash the critical path. This process adds more what?
(Choose the best answer.)
A. Cost
B. Time
C. Risk
D. Documentation

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23.Bertha is the project manager for the HAR Project. The project is
behind schedule and Bertha has elected, with management's
approval, to fast track the critical path. This process adds more
what?
(Choose the best answer.)
A. Cost
B. Time
C. Risk
D. Documentation

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Appendix
An Idea About Linear Programming
 Any LP model usually consists of the following 4 parts :

(1) Decision variables ( Xj j = 1 , ... . N ) to be determined.
(2) An objective function to be optimized ( max. / min. )
(3) A system of linear constraints in the form of inequalities of
the type:  , , = ; or a mixture of these types.
(4) Non negativity constraints of the form Xj  0 j .
 The general form of a LP model :
Find Xj j = 1 , 2 ... , N which

N
Optimize f (x) =  Cj Xj
j = 1
s.to :
N
 aij Xj  bi i = 1 , 2 ,..., M
j = 1
&
Xj  0 j

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Example: Determine the values of X1 and X2 that:
Max. f (x) = 3X1 + 5X2

s.to :
X1  4
X2  6
3X1 + 2X2  18
&
X1  0
X2  0
Graphical Solution :
X2
9
8
7 (2.6)
6
5
4
3
2
1
(6.0)
X1
(0,0) 2 3 4 5 6 7 8 9

(5, - 3)

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Remark :
* The graphical solution is limited to the case where there are  3

variables. However, this solution gives an initiative sight into the fact
that LP problems usually have:
(I) An infinite number of solutions that satisfy the structural and

non-negativity constraints.
They form a polygon which is called the set of feasible
solutions.
(II) Among the feasible solutions, there is a finite number of

solutions which are the points of intersection of any two
constraints satisfying the rest of the constraints. These are
called the extreme - point solutions.
(III) Of these extreme point solutions, the particular solution(s)

that optimizes the objective function is called the optimal
solution(s).
* The Simplex Method is a mathematical technique developed to solve

LP models. Applying this technique leads to one of the following
cases:
(I) A finite optimal solution is found.

(II) An infinite optimal solution is +vely identifred.
(III) The problem has no feasible solutions.

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References
ƑŠƊƈšŕśſƅŔŧŗŷŧƈţƈūŧƊƎƈũƏśƄŧ
ƑžƑƊƏũśƄƅƙŔŖŬŕţƅŔƇŔŧŦśŬŔƏŚŕŷƏũŮƈƅŔŨƔſƊśųŗŲƏŚƔƁƏśƑžŚŔũŲŕţƈ
ŘũƍŕƂƅŔƑƈƏƂƅŔųƔųŦśƅŔŧƎŸƈƇƁũřƔŠũŕŦŘũƄŨƈ¿ŕŠƈƅŔŔŨƍ
ŧŔŧţƅŔƇũţƈũƏśƄŧ
řƄũŮřƔśƔƏƄƅŔřœƔŗƅŔƉƈřƔƆƈŷŚƛŕţƏŚŔũŔũƂƅŔŨŕŦśŔƑžřƔƈƄƅŔŖƔƅŕŬƗŔ
ŘŧƏŧţƈƅŔŚŕŗśƄƈƅŔ
ũŕŠƊƅŔŧƔŸŬƇƑƊƏŧŕƈŬƅŔ¿ŧŕŷŧŌ
ŔũƔžŕƈƔũŗƅŔƇŔŧŦśŬƛƑŗũŸƅŔŶŠũƈƅŔ
ŚŕŷƏũŮƈƆƅřŸŗŕśƈƅŔƏřƔƊƈŪƅŔřƅƏŧŠƅŔ¿ƏƗŔŉŪŠƅŔ
ũŰƈŘŪƔŠƅŔŘŪƏŠŸƅŔũžŕŴƅŔŭôŚŕŷƏũŮƈƅŔŘũŔŧƙƉƏƔũŰƈƅŔŉŔũŗŦƅŔ
4- Abdalla ElDaoushy,
Network analysis using PERT and/or CPM Techniques, Memo. No.
793, Institute of National Planning, Cairo, Egypt.
5- Abdalla El-Daoushy,
PERT/CPM Techniques in Planning and Monitoring some Agriculture
Projects (Case – Studies & Computer programs), memo No. 877,
Institute of National Planning, Cairo, Egypt.
6- Abdalla El-Daoushy,
PERT/CPM Modified version, Memo No. 1455, Institute of National
Planning, Cairo, Egypt.
7- Joseph Phillips,
Project Management Professional Study Guide
McGraw-Hill, 2004 (588 pages)
8- Project Management Institute,
A Guide to the Project Management Body of Knowledge, 2000
Edition
9- Eng. Anas ElWahdan
Power Points Slides for Project Management Professional

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PMP-Projects Time Management

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Project Management Professional

Projects Time Management & Controlling

Dr. Abdalla ElDaoushy

Part I: Theoretical Part . . . . . . 2

Projects Time Management . . . . . 3

Part II: Practical Part . . . . . . 54

Projects Time Management:

Major Processes for Projects Time Management

Planning Execution &

ProjectsTime Management Processes are the processes required

These processes consist of Activity Definition, Sequencing

Applications of Projects Time Management:

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Activity Definition involves identifying and documenting the specific

1.1 Inputs to Activity Definition:

o The work that must be done to deliver a product with the

o The project justification and the project objectives must be

1.1.2 Work Breakdown Structure (WBS):

o The WBS is a deliverable-oriented grouping of Project

o The WBS is the primary input to activity definition (see

1.1.3 Historical Information:

o Historical Information (what activities were actually

o Constraints are factors that will limit the Project

o Assumptions are factors that (for planning purposes) are

o Assumptions affect all aspects of the Project Planning,

o Project Team frequently identify, document, and

1.1.6 Expert Judgment:

o Expert Judgment (opinion) will often be required to

o Such expertise may be provided by any Group or

1.2 Tools & Techniques for Activity Definition:

1.2.1 Decomposition (WBS):

o Decomposition involves subdividing the Project Work

o The major difference between Decomposition here and

o In some application areas, the WBS and the Activity List

o An Activity List, or a portion of an activity list from a

o The Activities in Templates can also contain a list of

1.3 Outputs from Activity Definition:

1.3.1 Activity List (all activities that will be performed

o As with the WBS, the Activity List should include

1.3.2 Supporting Detail:

o Supporting Detail for the Activity List should be

o Supporting Detail should always include

1.3.3 WBS Updates:

o In using the WBS to identify which activities are

o These updates are often called “refinements” and are

2. Activity Sequencing (Relationship):

o Sequencing can be performed with the aid of a computer (i.e., by

2.1 Inputs to Activity Sequencing:

o All Activities that will be performed must be available for

2.1.2 Product Description:

o The product description & characteristics often affect

2.1.3 Mandatory Dependencies:

2.1.4 Discretionary (unrestricted) Dependencies:

o Discretionary Dependencies are those that are defined by

o Discretionary Dependencies are usually defined based on

 “Best Practices” within a particular Application Area.

 Some unusual aspects of the Project where a specific

o Discretionary Dependencies may also be called “Preferred

2.1.5 External Dependencies:

o External Dependencies are those that involve a relationship

 Milestone is a Significant Event in the Project, usually

2.2 Tools & Techniques for Activity Sequencing:

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Estimating Activity Resources involves determining