CONSTRUCTION PROJECT:

PLANNING, SCHEDULING &

CONTROLLING

SUBMITTED BY
MEERA R NAIR(221110)
POOJA PATIL(221123)
MANJUSHA PATIL(221124)
SHWETA PHANSALKAR(221129)
1
 Overview

● Characteristics of a Project
● Project Management
● Project-Planning and Control Techniques
● Computer Software for Project Management
● An Evaluation of CPM/PERT

2
 Characteristics of a Project

● A unique, one-time effort

● Requires the completion of a large number of
interrelated activities
● Resources, such as time and/or money, are limited
● Typically has its own management structure

3
 Definition of Planning

●
•Definition of Planning:
● “It is the process of representing the project
scope by its
● identifiable components and then established the
logical
● interdependence among these components”
(Handout, 2007)

4
 Definition of Scheduling

● •Definition of Scheduling:
● “Scheduling=Planning + Time”. “Scheduling
establishes
● activity durations, project completion time, critical
● activities, floats.” (Handout, 2007)

5
 Project-Planning and Control Techniques

● Planning inputs
● Tools
●
Scheduling and control charts
●
Horizontal bar charts
●
Expenditure charts and graphs
●
Personnel charts
●
Materials milestone charts
●
Critical path method (CPM)
●
Program evaluation and review technique (PERT)

6
 Planning Inputs

● Resource Availability and/or Limits

●
Due date, late penalties, early completion
incentives
●
Budget
● Activity Information
●
Identify all required activities
●
Estimate the resources required (time) to complete
each activity
●
Immediate predecessor(s) to each activity needed
to create interrelationships
7
 Critical Path Method (CPM)

● Designed to provide intense micro-control

● The system is dynamic; it continues to provide
periodic reports as the project progresses

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 View of CPM

• List of project activities

• Precedence relationship among activities
• Estimate of each activity’s duration

CPM processing procedures

• Estimated duration of project

• Identification of critical activities
• Amount of slack for each activity

9
 CPM Terminology

● Activity
●
A task or a certain amount of work required in the
project
●
Requires time to complete
●
Represented by an arrow
● Dummy Activity
●
Indicates only precedence relationships
●
Does not require any time of effort

10
 CPM Terminology

● Event
●
Signals the beginning or ending of an activity
●
Designates a point in time
●
Represented by a circle (node)
● Network
●
Shows the sequential relationships among
activities using nodes and arrows

11
 CPM Terminology

● Path
●
A connected sequence of activities leading from
the starting event to the ending event
● Critical Path
●
The longest path (time); determines the project
duration
● Critical Activities
●
All of the activities that make up the critical path

12
 CPM Terminology

● Earliest Start (ES)

●
The earliest that an activity can begin; assumes all
preceding activities have been completed
● Earliest Finish (EF)
●
ES + activity time
● Latest Finish (LF)
●
The latest that an activity can finish and not
change the project completion time
● Latest Start (LS)
●
LF - activity time
13
 Steps in CPM Analysis

● Draw the CPM network

●
A graphic view of the relationships among the
required activities
● Analyze the paths through the network
●
Determine the length of each path (time required to
complete each path)
●
Starting at the beginning of the network and
working toward the end (from left to right),
determine the ES and EF for each activity

14
 Steps in CPM Analysis

● Path analysis (continued)

●
Identify the critical path(s) (the longest path[s]
through the network)
●
The critical path(s) determines how long the
project will take

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 Steps in CPM Analysis

● Determine the slack for each activity

●
Working from the end of the project network (from
right to left), find the LF and the LS for each
activity
●
Compute the activity’s slack
slack = LS - ES = LF - EF
●
Slack is the maximum amount of time that this
activity can be delay in its completion before it
becomes a critical activity, i.e., delays completion
of the project
16
 Program Evaluation and
Review Technique (PERT)

● PERT is based on the assumption that an activity’s

duration follows a probability distribution instead of
being a single value.
● The probabilistic information about the activities is
translated into probabilistic information about the
project.

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 PERT

● Three time estimates are required to compute the

parameters of an activity’s duration distribution:
●
pessimistic time (tp ) - the time the activity would
take if things did not go well
●
most likely time (tm ) - the consensus best estimate
of the activity’s duration
●
optimistic time (to ) - the time the activity would
take if things did go well

18
 PERT

● From these three time estimates about an activity, two

probability distribution parameters are calculated: the
mean (te ) and the variance (Vt ).

te = ( to + 4tm + tp ) / 6

Vt = [ ( tp - to ) / 6 ] 2

19
 Steps in PERT Analysis

● Draw the network.

● Analyze the paths through the network and find the
critical path.
● The length of the critical path is the mean of the
project duration probability distribution which is
assumed to be normal

20
 Steps in PERT Analysis

● The standard deviation of the project duration

probability distribution is computed by adding the
variances of the critical activities (all of the activities
that make up the critical path) and taking the square
root of that sum
● Probability computations can now be made using the
normal distribution table.

21
 Computer Software
for Project Management
● Microsoft Project (Microsoft Corp.)
● MacProject (Claris Corp.)
● PowerProject (ASTA Development Inc.)
● Primavera Project Planner (Primavera)
● Project Scheduler (Scitor Corp.)
● Project Workbench (ABT Corp.)
● SuperProject (Computer Associates International)
● TurboProject (IMSI)

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 Controlling is the final link in the functional chain
of management activities and brings the functions
of management cycle full circle.

23
Controlling is directly related to planning. The
controlling process ensures that plans are being
implemented properly.

Control is the process through which standards for

performance of people and processes are set,
communicated, and applied.

Effective control systems allow supervisors to know

how well implementation is going.

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The control process is a continuous flow between
measuring, comparing and action.

●
Establish Performance Standards
●
Measure Actual Performance
●
Compare Measured Performance Against
Established Standards
●
Take Corrective Action

25
 Establish Performance Standards

●
Standards are created when objectives are set
during the planning process.
●
A standard is any guideline established as the
basis for measurement
●
It is usually expressed numerically and is set for
quality, quantity, and time.
●
Different types of control are-· Time controls,
Material controls , Equipment controls , Cost
controls , Financial controls , Operations control
methods , Statistical process control

26
 Measure Actual Performance

●
Written data such as time cards, production tallies,
inspection reports, and sales tickets. Personal
observation, statistical reports, oral reports and
written reports can be used to measure
performance.

27
 Types of Control

●
Feedforward controls
( Before the process begins )
●
Concurrent controls
(During the process )
●
Feedback controls
(After it ceases )

28
 Feedforward controls
( Before the process begins )

●
Focus on operations before they begin. Their goal
is to prevent anticipated problems.
●
Scheduled maintenance on automobiles and
machinery, safety systems, training programs, and
budgets.

29
 Concurrent controls
(During the process )

●
Concurrent controls enacted while work is being
performed include any type of steering or guiding
mechanism
●
Direct supervision, automated systems (such as
computers programmed to inform the user when
they have issued the wrong command), and
organizational quality programs.

30
 Feedback controls
(After it ceases )

●
Focus on the results of operations. They guide
future planning, inputs, and process designs.
●
Timely (weekly, monthly, quarterly, annual)
reports

31
 Characteristics of Effective Controls

●
Control at all levels in the business
●
Acceptability to those who will enforce decisions
●
Flexibility
●
Accuracy
●
Timeliness
●
Cost effectiveness
●
Understandability
●
Balance between objectivity and subjectivity
●
Coordinated with planning, organizing and
leading
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THANK YOU

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