CONSTRUCTION

MANAGEMENT

PROJECT SCHEDULING

MADE BY: HIMANSHU DUBEY

 FUNCTIONS

 SCOPE

 COST

 TIME

 HUMAN RESOURCES

 COMMUNICATION

 QUALITY

 RISK
 PROJECT MANAGEMENT TRIANGLE

TRIPLE CONSTRAINT

SCOPE

QUALITY

TIME COST
 PLANNING

Process of thinking about the activities required to

achieve a desired goal.

Breaking down a work order into individual

operations.

Defining logical sequences of events that will deliver

a completed product.
 PLANNING

What is to be done.

How and where is to be done.

Who will do it.

How the results are to be evaluated.

 SCHEDULING

Graphical representation which shows the rate of

construction activities with starting and completion
date.

Sequential and Inter-relationship among the

activities or operations in a project.
 ADVANTAGES

Starting and end time of each work is known.

Resources utilization is optimized.

Inter-relationship of various activities at different

stages are known.

Total duration of the complete project is known.

 USES

Progress of work can be checked.

Project is carried out in a systematic manner.

A proper scheduling system also helps you achieve

high efficiency and complete the project in a
reasonable time frame.
 METHODS OF SCHEDULING

BAR CHARTS

NETWORK ANALYSIS
 CPM
(CRITICAL PATH METHOD)
 PERT
(PROGRAM EVALUATION AND REVIEW
TECHNIQUE).
 BAR CHARTS

Introduced by Henry Gantt around 1900.

Also known as Gantt charts.

A bar charts consists of two co-ordinates.

 The jobs and activities.
 Time elapsed.
 BAR CHARTS

Each bar represents one specific job or activity of

the project.

The beginning and end of each bar represents the

time of start and finish of activity.

Length of bar represents time.

 LIMITATIONS OF BAR CHARTS

Inter-dependencies between activity cannot be

shown between projects.

Progress of work cannot be detected.

Does not indicate critical activities.

Cannot be used in complex projects

 TERMS

Activity
Event
Slack/Float
Dummy activity
EST
LST
EFT
LFT
 CRITICAL PATH METHOD

An algorithm for scheduling a set of project

activities.

It helps you identify the most important activities

which can impact the project schedule.

It helps to organizes large and complex projects

hence allowing a more systematic approach to
planning and scheduling.
 CRITICAL PATH METHOD

Activity oriented network.

Time estimates are accurate.

Follows the deterministic approach.

Cost is governing factor.

 NETWORK

A 3 D
2 3 3 2
1 4 5 6
4 2 E F
B 2 C
 PROGRAM EVALUATION AND REVIEW
TECHNIQUE

Event oriented network.

Time estimates are not accurate and there are

uncertainty attached to it.

Follows probabilistic approach

Time is governing factor.

Mostly used in research projects.

 PERT

Optimistic time – To

Most likely time – Tm

Pessimistic time - Tp

 = PERT estimate time .

 MONITORING

Process of watching, keeping track of and gathering

data about the performance.

Observing without control.

 CONTROLLING

Comparing actual performance with planned

performance and taking appropriate corrective actions.

Complimentary to planning.

Progress of worked has to be checked with the original

one.

Continuously performed throughout the life of the

project.
THANK YOU