Online Project Management Training Program

for Heavy Civil Infra IC - PGET

Project Planning & Scheduling – Part 1

Reghunath. K. P.

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Project Planning & Scheduling Approaches
• Initiating: Understanding business case – High level understanding of
Scope, Cost, Time and Risk – Develop Project Charter and Identify
Stakeholders
• Planning: Scope – WBS - List of deliverables – Work Packages - List of
activities & milestones.
• Scheduling –
- Bar Chart/Gantt Chart
- Type of dependencies & type of relationships
- Network Diagrams - AoA, AoN & PDM TSLD
- Activity Duration estimates
• Different approaches – CPM/PERT/CPM with SRA/RCPS/CCPM
- Forward & Backward pass – ES, EF, LS, LF – Total Float and Free Float –
Critical Path – Project Duration – Start & Finish dates of activities.
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Project Planning & Scheduling Approaches
• Resource Loading  Identifying resources with unit rate – Assigning
resources – Project cost through rollup from activities (Direct Cost +
Indirect Cost)
• Resource Conflict Identification & Resolving  RCCP
• Meeting CCD/Deadline/MFBD:
- Crashing, Fast Tracking, Outsourcing, Changing methodology, Modifying
workweek & Calendars…
• Iteration of Steps  Baseline – Planned Values
• Executing
• Monitoring & Controlling: Capturing Actuals – AS, AF, AD, AC, RD,
Change in Logic & etc.

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Project Planning & Scheduling Approaches
• Project Performance Measurement
- Using EVM – BAC, Schedule % complete, Actual % complete, PV, EV, and AC -
SV, CV, SPI, CPI - Forecasting/Predicting: EAC, ETC, VAC & etc.
- Using Fever Chart - % of critical chain completed vs % buffer consumed
• Delay Analysis –– Excusable & Non Excusable, Compensable & Non
Compensable, Critical & Non-critical, Concurrent & Non-Concurrent
delays - NE, EC & EN delays
• Closing: Documenting the lessons learned.

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Project Mapping for Planning & Scheduling – Different Approaches
3 4 Critical Chain/Buffer
High Resource Constrained
Project Scheduling (RCPS)
Complex scheduling
techniques within the
presence of limited
Complexity resource availability
1 Staff
CPM/PERT
Basic scheduling
techniques without the
presence of limited
resource availability
Low
Low
Uncertainty
Management (CC/BM)
Scheduling approach
with main emphasis on
the project resources and
buffer management to
assess the performance
of a project.
2
Schedule Risk Analysis
(SRA)
Provide a certain degree
of confidence to the
schedule estimates
High
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Scheduling Approach

• Schedule development flows from the selection of an appropriate

scheduling method followed by selection and use of a scheduling
tool.
• Project-specific data is entered into the scheduling tool to produce
the schedule model.
• From there, instances of the schedule model are saved for use as
what-if platforms, targets, and for formal approval as a baseline.
• From these instances, various presentations are produced for a wide
range of uses.

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Scheduling

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Why Scheduling?

• Scheduling supports:
• Time phasing of required activities
• Mobilization of resources in a most efficient manner
• Coordination of events within the project and between other projects
• Early detection of risks or problems
• Implementation of actions to achieve the project objectives as planned
• Allowing for “what-if” analysis
• Resource planning
• Forecasting of estimate at complete

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Work Breakdown Structure

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Project Planning

• A Project Plan sets out the deliverables & work packages,

activities/tasks and milestones needed to deliver a project
along with the time frames with the resources.
What makes up my entire project (Scope)?
What are my start and completion dates (Time/Schedule) ?
How much is the project going to cost (Cost) ?

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Project Planning

• What must be done?

• How should it be done?
• When must it be done?
• How much will it cost?
• Who will do it?
• How good does it has to be?
• What precautions are to be taken?
• What are the challenges?
 Over the years, it was determined that project managers needed a tool
to help capture and control their project scope.
 This led to the development of a Work Breakdown Structure (WBS).

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What is Work Breakdown Structure?

• “A deliverable-oriented hierarchical decomposition of the work to be

executed by the project team to accomplish the project objectives and
create the required deliverables. It organizes and defines the total
scope of the project. Each descending level represents an increasingly
detailed definition of the project work. The WBS is decomposed into
work packages. The deliverable orientation of the hierarchy includes
both internal and external deliverables.” (PMBOK Guide – Third
Edition)
 Work – Physical or mental effort to achieve an objective/ result/deliverable.
 Breakdown – Division into parts or categories; separation into simpler
substances; decomposition.
 Structure – Something arranged in a definite pattern of organization.

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WBS Elements

WBS Element: Any single WBS component and its associate WBS
attributes contained within an individual work breakdown structure.
 Manageable
 Measurable
 Independent
 Integratable
“What gets measured gets managed” - Peter Drucker

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Work Packages (WP)

Work Packages are said to be the “lowest level in the WBS, and is the
point at which the schedule and cost can be reliably estimated”.
In project management, a work package is defined as the effort
required to produce a deliverable within a project. When all of the
individual work packages within a larger project are completed, the
overall project is done.
The level of detail for Work Packages will vary with the size and
complexity of the project.

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Why breaking into smaller deliverables?

Estimates for time and cost (& resources) are much more accurate.
Hence better management in terms of time, cost and resources.
Each project deliverable can be clearly assigned to a team member,
resulting in greater levels of accountability.
The project manager can measure team members’ performance
against completion of these smaller deliverables.
Control of the project is easier, as dealing with smaller pieces of the
overall project is relatively easier.

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Thus WBS is…..

• A Work Breakdown Structure (WBS) is a fundamental project

management technique for defining and organizing the total scope of a
project, using a hierarchical tree structure.
• It is a foundation document in project management because it provides
the basis for planning and managing project schedules, costs, and
changes.
All the work required & only the work required to complete the
project

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Preparing WBS

• The following steps describe the general process for developing a WBS
 Identify the final product, service or result.
 Define the major deliverables
 Decompose the major deliverables into manageable Work
Packages.
 Review and refine the WBS till project planning can be
successfully completed to produce the desired results.
Remember WBS evolves through an iterative process.

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WBS Creation Methods

• Top-Down
• Bottom-Up
• WBS Standards (Organization-specific WBS guidelines)
• WBS Templates

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Principles of WBS

• The 100 % Rule - The rule applies at all levels within the hierarchy:
the sum of the work at the ‘child’ level must equal 100% of the work
represented by the ‘parent’.
• Mutually Exclusive elements - In addition to the 100% Rule, it is
important that there is no overlap between two elements of a WBS.

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WBS Dictionary

A document that describes:

Each element in the WBS
The work content of the WBS element
• That is, a Statement of Work (SOW)
A basis of estimate
• Showing how the budget of the element was developed
Additional information about each WBS element
• Such as the responsible organisation, contact number and so on.

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Metro Project

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Water Supply & Distribution Project

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Example : Construction of a house

House

Civil Plumbing Electrical

Foundations Walls / Roof Piping Sewerage Wiring Appliances

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 Network Techniques – 1
(Bar Charts, AoA, AoN & Precedence Networks)

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Learning Objectives

• LO-1: Understand Bar Charts/Gantt Charts and various forms of

network diagram – AoA, AoN & PDM.
• LO-2: Do Critical Path Analysis and calculate Total Float and Free Float
and use this concepts in managing projects.
• LO-3: Prepare Precedence Diagramming Method(PDM) networks and
do analysis.

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Bar (Gantt) Charts

• Defined as a graphical representation of project activities shown in a time-scaled

bar lines with no links shown between activities.
• Developed in 1917 by Henry Gantt, an American mechanical engineer.
- Also known as Gantt charts

Site Clearing
Excavation
Foundation
S.O.G.
Framing
Roofing
Finish Interior
2 4 '6 8 10 12 14 16 18 Time (days)

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Bar Charts Loaded with More Info

Man-hours

Foundation 7,000

First Floor 6,000

Second Floor 5,000

Third Floor 4,000

Fourth Floor 3,000

Roof 2,000

Site 1,000

2 4 6 8 10 12 14 16 18 20 22 24 26 28 Days

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Bar Charts Loaded with More Info

Data Date
Percent
Remove Old Roof As Planned Complete
As Built 100%
Replace rotten rafters 90%
80%
Install Sheathing 70%
60%
Install Felt 50%
40%
Install Shingles 30%
20%
Clean Up 10%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Days

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Bar Charts: Advantages & Disadvantages

• Advantages
- Time-scaled
- Simple to prepare
- Simple to read and interpret
- Bars can be dashed to indicate work stoppage
- Can be loaded with other information (budget, man-hours, resources, etc.)
• Disadvantages
- Does not show logic
• Some computer programs can show links but it may look so complicated and confusing
- Not practical for projects with too many activities
• As a remedy, we can reduce number of activities in a bar charts by showing:
1. A small group of the activities (subnet)
2. Summary schedules

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Logic Networks: A Definition

• A network is a graphical representation of the activities (and events)

comprising the project, in a logical and chronological depiction.
• Network diagrams are basically two types:
- arrow networks
- node networks:
• Basic node networks
• Precedence networks

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Arrow Networks

• Arrow network: A network on which activities are represented by arrows

between nodes (events).
A
10 20
5
• Also called:
- I-J Method (10-20 for activity A above),
- Activity on Arrow (AoA) Network,
- Arrow Diagramming Method (ADM)

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Arrow Networks: Simple Example

Activity IPA*
A -
B A
C A
* IPA: Immediately Preceding
D B
Activities
E C, D

B D
30
A E
10 20 40 50

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Comments on Arrow Networks

• An arrow represents an activity

• A node represents an event of starting and/or finishing an activity
or activities
• Waiting periods (lags) have to be incorporated in the network as
real activities
• Dummy activities are required in Arrow Networks for logic or
identity
• Difficult to represent overlapping of activities

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Node Networks

• A node network is a network where nodes represent

activities and arrows represent logic relationships
(dependencies)
- Also called activity on node (AoN)
• Precedence diagrams (or networks) are an advanced form
for node networks
- Also called Precedence Diagramming Method, PDM

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Simple Example for Node Network

Activity IPA
A -
B A
C A
D B
E C, D

B D

A E

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Time-Scaled Logic Diagrams

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Time-Scaled Logic Diagrams

• It was thought of a method that combines the main

advantage of bar charts (time-scaled) with the main
advantage of networks (show logic) in one method
• The main problem is the amount of lines and their
intersections
• A partial solution is to show driving or critical relationships
only
• It is introduced in computer software as an option with
bar charts.
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Critical Path Method

• The Critical Path Method

- CPM Calculations & Definitions
- Float Analysis
- Constraints
- Driving Relationships
- Imposed finish date
- Negative float
- Calendars

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The Critical Path Method

• The Critical Path Method (CPM):

- A scheduling technique using networks for graphic
display of the work plan.
- Network calculations determine when activities can be
performed, the expected completion date of the
project, and the critical path of the project.

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CPM Calculations: Example 1

Activity Duration IPA

(days)
A 5 -
B 8 A
C 6 A
D 9 B
E 6 B,C
F 3 C
G 1 D,E,F

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CPM Calculations: Example 1

5, 13 13, 22
B D
8 9
0, 5 5, 13 3 13, 19 13, 22 22, 23
A E G
5 6 1

0, 5 16, 22 22, 23

5 5, 11 8 11, 14
C F
6 3

10, 16 19, 22

All dates above represent the end of the day

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End-of-Day Convention

• The dates on the activities represent the “end of day”. That’s why we
always start with day 0: end of day 0 = start of day 1
• This concept is not applied in computer programs. In computer
programs start dates (ES, LS) represent the beginning of the day while
finish dates (EF, LF) represent the end of the day
- Duration = EF – ES + 1 = LF – LS +1
- You may see an activity with “same date” for start and finish

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CPM Calculations

• Forward pass
- In mathematical terms, the ES time for activity j (ESj) is as follows:
• ESj = max (EFi ) where (EFi ) represents the EF times for all immediately preceding
activities.
- Likewise, the EF time for activity j (EFj) is as follows:
• EFj = ESj + Dur j where Dur j is the duration of activity j.
• Backward pass
- In mathematical terms, the late finish (LF) time for activity j (LFj) is as
follows:
• LFj = min (LSk ) where (LSk ) represents the late start times for all succeeding activities.
- Likewise, the late start (LS) time for activity j (LSj) is as follows:
• LSj = LFj - Dur j where Dur j is the duration of activity j.

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CPM Calculations: Example 1

Activity Duration ES EF LS LF TF

A 5 0 5 0 5 0

B 8 5 13 5 13 0

C 6 5 11 10 16 5

D 9 13 22 13 22 0

E 6 13 19 16 22 3

F 3 11 14 19 22 8

G 1 22 23 22 23 0

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CPM Definitions

• The Critical Path: The longest continuous path in a network

from start to finish.
- The definition “the path with zero float” is inaccurate
- For every network, there must be at least one critical path
but there might be more than one critical path

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More CPM Definitions

• Forward pass: The process of going from the start to finish of

a network in order to calculate early start and early finish
time for each activity, and the expected finish date for the
entire project.
• Backward pass: The process of going from the finish to start of
a network in order to calculate late start and late finish time
for each activity.
• Forward pass and backward pass calculations identify the
float times for activities.

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More CPM Definitions

• Early Start, ES: The earliest date the activity can start within project
constraints.
• Early Finish, EF: The earliest date the activity can finish within project
constraints.
• Late Start, LS: The latest date the activity can start without delaying
the completion of the project
• Late Finish, LF: The latest date the activity can finish without delaying
the completion of the project.

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More CPM Definitions

• Total Float, TF: The maximum amount of time an activity can be delayed from
its early start (ES) without delaying the entire project.
TF = LS – ES
= LF – EF
= LF – ES – Dur ES, EF 11, 14

A TF (F) = 19 – 11 = 8 F
Dur 3
= 22 – 14 = 8
LS, LF = 22 – 11 – 3 = 8 19, 22

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CPM Calculations: Example 2

Activity Duration IPA Activity Duration IPA

A 5 - F 3 C
B 7 A G 8 D,E
C 4 A H 5 E
D 5 B I 4 E,F
E 6 B,C J 1 G,H,I

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Online Project Management Training Program
for Heavy Civil Infra IC

Project Planning & Scheduling – Part 2

Reghunath. K. P.

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CPM Calculations: Example 2

Activity Duration IPA Activity Duration IPA

A 5 - F 3 C
B 7 A G 8 D,E
C 4 A H 5 E
D 5 B I 4 E,F
E 6 B,C J 1 G,H,I

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CPM Calculations: Example 2

1
12, 17 18, 26
D G
5, 12 5 8
B
7 13, 18 18, 26
26, 27
5, 12 3 J
0, 5 12, 18 18, 23
1
A E H
5 6 5 26, 27
4
0, 5 12, 18 21, 26 18, 22
3 I
5, 9 4
10 9, 12
C
4 F 22, 26
3
8, 12 19, 22

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Free Float

• Free Float, FF: The maximum amount of time an activity can be

delayed without delaying the ES of the succeeding activity(s)
- FFi = min(ESi+1) – EFi
- FFC = min(9, 12) – 9 = 0
- FF ≤ TF
12, 18
E
5,9 6
C 12,18
4
8,12
9, 12
F
3

19, 22

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Free Float Calculation in Our Example: Activities H, F, I

12, 18 18, 23 26, 27

E H J
6 5 1

12, 18 21, 26 18, 22 26, 27

I
5, 9 4
C 9, 12
4 F 22, 26
3
8, 12
19, 22

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CPM Calculations: Example 2

Activity ES EF LS LF TF FF
A 0 5 0 5 0 0
B 5 12 5 12 0 0
C 5 9 8 12 3 0
D 12 17 13 18 1 1
E 12 18 12 18 0 0
F 9 12 19 22 10 6
G 18 26 18 26 0 0
H 18 23 21 26 3 3
I 18 22 22 26 4 4
J 26 27 26 27 0 0

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Float Discussion

• Total float –in general- belongs to a path rather than the activity itself
- If an activity uses “its” float, successors may lose some or all of “their”
float
- Total float versus free float
• Float with resource leveling
• Shifting activities within their float may affect:
- Start / finish dates of succeeding activities
- Resource usage: Labor and equipment (crews)
- Materials: delivery, storage
- Cash flow

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Lags in Node Networks

• A lag is a minimum compulsory waiting period between the

start/finish of an activity and the start/finish of the successor.
• A lag is like an activity with duration but no real work, resources, or
budget.
• Lags are very common with SS and FF relationships
• A lead is a negative lag
- Think of a lag as “after” and lead as “before”

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Lags in Node Networks

• Examples:
- Concrete curing (before formwork stripping or re-shoring)
- Asphalt curing (before striping)
- Waiting for a permit to be issued
- Waiting for a material or equipment to be delivered

Place Strip
Concrete Forms
2 3 1

- In this example, the successor can not start until at least 3 days after the completion of the
predecessor
- Watch out for the lag’s calendar in the software!

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CPM Calculations with Lags: An Example

Activity Duration IPA Lag

A 5 -
B 3 -
C 6 -
D 7 A
E 7 A
B 4
F 4 A,B,C
G 5 E
F 3
H 6 D
G 2
I 3 D,G

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Graphic Solution

0, 5 5, 12 21, 27
A D H
5 7 6
2, 7 14, 21 2 21, 27
0 0, 3 7, 14 14, 19 19, 22 27

PS B 4 E G I PF
3 7 5 3
0 0, 3 7, 14 14, 19 24, 27 27
3
0, 6 6, 10
C F
6 4
1, 7 7, 11

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Tabular Solution

Activity ES EF LS LF TF FF
A 0 5 2 7 2 0
B 0 3 0 3 0 0
C 0 6 1 7 1 0
D 5 12 14 21 9 7
E 7 14 7 14 0 0
F 6 10 7 11 1 1
G 14 19 14 19 0 0
H 21 27 21 27 0 0
I 19 22 24 27 5 5

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Constraints and the CPM

• A Constraint is an externally imposed restriction affecting when an

activity can start and/or finish
- Constraints may conflict with logical relationships
- Constraints are not alternatives for logic
• Constraints in software programs:
- Names and types may differ

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The Critical Path with Constraints

12, 17 18, 26
D G
5, 12 5 8
B
7 13, 18 18, 26
26, 27
5, 12
J
0, 5 12, 18 18, 23
1
A E H
5 6 5 26, 27

0, 5 12, 18 21, 26 18, 22

I
5, 9 4
9, 12
C F
4 3 22, 26

Start on or after day 24

8, 12 19, 22

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The Critical Path with Constraints

4 3
12, 17 18, 26
3 D G
5, 12 5 8
B
7 16, 21 21, 29
29, 30
3 8, 15 J
0, 5 3 24, 29
12, 18 1
A E H
5 6 5 29, 30
7
3, 8 15, 21 24, 29 18, 22
6 I
5, 9 4
13 9, 12
C F
4 3 25, 29

Start on or after day 24

11, 15 22, 25
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Which Relationships are Driving?

12, 17 18, 26
D G
5, 12 5 8
B
7 13, 18 18, 26
26, 27
5, 12 J
0, 5 12, 18 18, 23 1
A E H
5 6 5 26, 27

0, 5 12, 18 21, 26 18, 22

I
5, 9 4
9, 12
C
F
4 22, 26
3

8, 12
19, 22
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Which Relationships are Driving?

12, 17 18, 26
D G
5, 12 5 8
B
7 13, 18 18, 26
26, 27
5, 12 J
0, 5 12, 18 18, 23 1
A E H
5 6 5 26, 27

0, 5 12, 18 21, 26 18, 22

I Non-driving
5, 9 4
9, 12
C Driving-not
F
4 22, 26 critical
3
Driving and
8, 12 19, 22 critical
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Driving Relationships in CPM

• Driving Relationship: A relationship from a predecessor activity that

controls the start or finish of a successor activity
- For any activity with predecessors, there must be at least one
driving relationship
• Relationships may change from driving to non-driving (or vice versa) if
conditions preceding that activity, change:
- duration(s), logic, constraints, resource leveling
• Removing non-driving relationships is not a good idea.

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Effect of Imposed Finish Date

• Imposed Finish Date is the project’s completion date, as specified in

the contract or stipulated by the owner
• When compared to the calculated finish date:
- Calculated finish date < imposed finish date
• You are in good shape
• What happens if you enter the imposed date?
- Calculated finish date > imposed finish date
• Negative float appears when you enter the imposed date
• You need to accelerate / crash the schedule

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Examples with Imposed Finish Dates

• Repeat Example 3 with imposed finish date of 28 days

• Repeat Example 3 with imposed finish date of 22 days

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Imposed Finish Date: Forward Pass only

5, 11 11, 14 15, 23
B E I
6 3 8
23, 25
L
0, 5 5, 10 11, 15 15, 17
2 25
A C F J
5 5 4 2 PF

5, 8 8, 12 12, 19 19, 22
D G H K
3 4 7 3

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Imposed Finish Date > Calculated Finish Date

3 4 3
5, 11 11, 14 15, 23
B E I
6 3 8 3
23, 25
8, 14 15, 18 18, 26
L
3 4 3 8 2
0, 5 5, 10 11, 15 15, 17 25
26, 28
A C F J
5 5 4 2 PF
3, 8 9, 14 14, 18 23, 25
28
6 6 6 6
5, 8 8, 12 12, 19 19, 22
D G H K
3 4 7 3
11, 14 14, 18 18, 25 25, 28

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Imposed Finish Date < Calculated Finish Date

-3 -2 -3
5, 11 11, 14 15, 23
B E I
6 3 8 -3
23, 25
2, 8 9, 12 12, 20
L
-3
0, 5
-2 5, 10 -3
11, 15
2
15, 17
2 25
20, 22
A C F J
5 5 4 2 PF
-3, 2 3, 8 8, 12 17, 19
22
0 0 0 12, 19 0
5, 8 8, 12 19, 22
D G H K
3 4 7 3
5, 8 8, 12 12, 19 19, 22

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Negative Float

• Negative float is a situation that occurs when

performing an activity even on its early dates, fails to
meet the project’s imposed finish date or other
constraint.

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Calendars

• Project Calendar, Activity Calendar & Resource Calendar

• Each activity has to be assigned a calendar
• Certain crews may follow different calendars
- For example, the entire project team may work 5 days per week,
except for one crew that works 6 or 7 days a week
- The same crew may work 5 days a week at normal times then
switch to 6 or 7 days per week
• The choice of the calendar may impact the CPM calculations, the
project completion date, and the critical path.

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Precedence Networks

• Precedence Diagramming Method, PDM, uses node diagrams with four types of
logical relationships:
- Finish-to-Start, F-S, Most used, Default in PM Software
- Start-to-Start, S-S,
- Finish-to-Finish, F-F, Often combined
- Start-to-Finish, S-F. Rarely used
• It was first introduced by professor John Fondahl of Stanford University in 1961.
• Precedence networks incorporate:
- Lags and leads
- Overlapping activities

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Example 1 for Precedence Networks

Activity Duration IPA Type Rel* Lag&

A 4 -

B 3 -

C 8 A SS 2

D 7 A,B

E 6 D SS 3

F 3 D

G 5 F SS 2

F FF

*If not mentioned, it is FS

& If not mentioned, it is 0

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Example 1 Solution

0, 4 2, 10
A C
4 8
7, 13
0, 4 10, 18 E
0 3 6
18
PS 4, 11
12, 18
D PF
0, 3 2
7
0 B
11, 14 13, 18
3 4, 11 18
F G
1, 4 3 5

11, 14 13, 18

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References
• A Guide to the Project Management Body of Knowledge (PMBOK Guide),
6th Edition, PMI
• Project Management – A systems Approach to Planning, Scheduling, and
Controlling, Harold Kerzner, Ph.D
• Construction Project Scheduling and Control, Dr. Saleh Mubarak
• Project Management for Engineering, Business and Technology, John M.
Nicholas and Herman Steyn
• Practice Standard for Work Breakdown Structures – Second Edition, Project
Management Institute
• Practice Standard for Scheduling – Third Edition, Project Management
Institute
• Earned Value Project Management – Fourth Edition, Quentin W. Fleming
and Joel M. Koppelman
• Practice Standard for Earned Value Management – Second Edition, Project
Management Institute.
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Thank you

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