Logic Gantt Chart RIP 19 Oct 12

CPM Scheduling SMEs
GPM Planning/Scheduling SMEs

CPM Scheduling SMEs
Logic Gantt Chart
Requiescat in Pace
Gui Ponce de Leon, PhD, PE, PMP, LEED AP
Prepared for Construction Faculty Prepared for Construction Faculty
with Teaching/Research Related to Scheduling
October 15, 2012 ,
www.pmatechnologies.com
1
15-Oct-12
2012 PMA Consultants LLC
CPM Scheduling SMEs
Human history teaches us,
h th t i th
however, that economic growth

springs from better recipes, not
f
just from more cooking.
(Paul Romer, 2008)

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2
Romer, Paul M. Economic Growth. In The Concise Encyclopedia of Economics, edited by David Henderson. Library of Economics and Liberty.
Article published August 2008. http://www.econlib.org/library/Enc/EconomicGrowth.html#
CPM Scheduling SMEs
The Gantt Chart Hardly Needs an Introduction
Distinguishing Features:
1) The focus is on activities
2) Activity bars are time-scaled ) y
3) Bars are stacked, in what is
called a waterfall display
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CPM Scheduling SMEs
A th C G tt Ch t F t Another Common Gantt Chart Format
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CPM Scheduling SMEs
B k i 1965 th G tt Ch t W Vi d ith Back in 1965, the Gantt Chart Was Viewed with
Some Skepticism
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OBrien, J . (1965). CPM in construction management [p 3]. New York: McGraw-Hill, Inc.
CPM Scheduling SMEs
Nowadays, the Gantt Chart Has Many Supporters
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Retrieved on 9/24/12 from http://chart-gantt.blogspot.com/
CPM Scheduling SMEs
But, A Gantt Devotee Just Broke Rank
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Retrieved on 9/24/12 from http://chart-gantt.blogspot.com/
CPM Scheduling SMEs
1915 1915 1925 1925 1935 1935 1945 1945 1955 1955 1965 1965 1975 1975 1985 1985 1995 1995 2005 2005 2015 2015
Mid-1910s Henry Gantt creates the
Gantt chart as a tool for production
ACENTURYWORTH
Gantt chart as a tool for production
scheduling in the job shop environment
1931 Construction begins on the
Hoover Dam using Gantt charts
OFGANTTCHARTS
1956 The Interstate Highway System
begins construction; Gantt charts are
used as the scheduling method
1957 CPM improves on Gantt charts by
expressly recognizing the logic ties or
dependencies between activities
1957 to Mid-1980s Gantt charts 1957 to Mid-1980s Gantt charts
survive CPM as one of the formats
often used to display CPM schedules
Mid-1980s Gantt charts with logic g
ties aka Logic Gantt charts become
the CPM software graph of choice
2008 Dr. Gui introduces the graphical path
methodor GPM
at the PMI College of

method or GPM
at the PMI College of

Scheduling Annual Conference in Chicago
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CPM Scheduling SMEs
O l P i /P6 L i G tt Ch t Oracle Primavera/P6 Logic Gantt Chart
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CPM Scheduling SMEs
MS P j t L i G tt Ch t MS Project Logic Gantt Chart
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CPM Scheduling SMEs
Oracle Project Risk Analyzer Logic Gantt Chart
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CPM Scheduling SMEs
Three Common Perspectives on Gantt Charts
Asimple visualization of time
1
Gantt charts are subjective vs.
rule-based therefore Gantt
2
A simple visualization of time
that engenders the ability to
see where project activities fall
i l ti t h th
1
rule-based, therefore, Gantt
charts are not reliable tools for
construction scheduling
in relation to each other
Easily understood by project executives and
foremen alike
Astaple of project management for many
Planners are compelled not just to scope
activities but also to place them on the
calendar without any consistent rule to guide
the sequencing of activities
A staple of project management for many
practitioners
Logic Gantt charts (with CPM 3
The chain of activities controlling completion
can only be determined subjectively, commonly
by working backward through the Gantt chart
g (
logic ties) are not subjective
For projects involving over one hundred
activities, Gantt charts with CPM logic ties fail
to convey a sense of logical flow
Combining the time-scaled advantage of
Gantt charts with the logic visibility of CPM
networks oftentimes yields a convoluted
12
networks oftentimes yields a convoluted
Gantt chart that represents neither well
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CPM Scheduling SMEs
GPM Alternative to the Prior Logic Gantt Charts
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CPM Scheduling SMEs
Three Networking Alternatives
Original network notation introduced with CPM in 1957; arrows are used to denote
activities and finish to start (FS) dependencies are modeled by connecting the finish
Arrow diagramming method, ADM
activities, and finish-to-start (FS) dependencies are modeled by connecting the finish
nodes of activities to their respective successors start nodes
Precedence diagramming method PDM
Network notation introduced in 1961 and extended in 1963; boxes are used to denote
activities, and activities are connected with logic ties to model FS dependencies and
PDMdependencies known as start to start (SS) finish to finish (FF) &start to finish (SF)
Precedence diagramming method, PDM
PDM dependencies known as start-to-start (SS), finish-to-finish (FF) & start-to-finish (SF)
Logic diagramming method, LDM
Time-scaled network notation introduced with GPM in 2008; dimensioned bars with
end nodes are used to denote activities, and activities are connected with multiple-
arrow links through their end nodes or embedded nodes (intermediate of start and
finish nodes) to model FS dependencies or PDMdependencies respectively
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finish nodes) to model FS dependencies or PDM dependencies, respectively
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CPM Scheduling SMEs
B kth h #1 Th LDMA h t PDML i Breakthrough #1: The LDM Approach to PDM Logic
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CPM Scheduling SMEs
LDM Start-to-Start Logic and Finish-to-Finish Logic
A 10-day SS logic tie between Frame Walls andRough-In MEP is conveyed
byconnectinganembedoffset 10days after the start (tail) node of Frame by connecting an embed offset 10 days after the start (tail) node of Frame
Walls with a vertical (V) link (in this case) to the successors start (tail) node
The 10-day offset is calculated
usingthe calendar of Frame Walls using the calendar of Frame Walls
The 10-day offset is calculated using
the calendar of Rough-In MEP
10 days remaining in Rough-In MEP after Frame Walls finishes is conveyed by
ti th fi i h(h d) d f F W ll ith h i t l ti l (HV) li k (i
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connectingthe finish (head) node of Frame Walls with a horizontal-vertical (HV) link (in
this case) to an embed offset 10 days before the finish (head) node of Rough-In MEP
CPM Scheduling SMEs
Breakthrough #2: Planners Can Drive Activity Dates Breakthrough #2: Planners Can Drive Activity Dates
After Early Dates Without Using Start Constraints
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CPM Scheduling SMEs
B kth h #3 If Pl d St t E l St t Breakthrough #3: If Planned Start > Early Start,
Activity Has Drift (May Revert to Earlier Dates)
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CPM Scheduling SMEs
If Planned Start < Late Start, Activity Has Float
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CPM Scheduling SMEs
Breakthrough #4: Drift + Float = Total Float
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CPM Scheduling SMEs
Breakthrough #5: Logic Tie Float aka Link Gap
While gap formulae are
relationship specific, they are
automatically dimensioned in
the time-scaled display
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CPM Scheduling SMEs
Breakthrough #6: Total Floats Left of the Data Date
BecauseGPMcalculatestotalfloatsasof31Jan13bothbeforeandbeyondthe
d t d t GPM l ith i ll id tifi th iti l th l ft f th d t d t datadate,GPMalgorithmicallyidentifiesthecriticalpathleftofthedatadate
Data date (DD) the update closing date splits the updated schedule between the
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Datadate(DD),theupdateclosingdate,splitstheupdatedschedulebetweenthe
progressed(asbuilt)portionleftoftheDDandtheforecastportionrightoftheDD
CPM Scheduling SMEs
B kth h #7 T t l Fl t L ft f th DD M Breakthrough #7: Total Floats Left of the DD May
Change as Total Floats Right of the DD Change
Noticethatastotalfloatsandthecriticalpathchangerightofthedatadate,sodo
correspondinglychangeforensictotalfloatsandtheasbuiltcriticalpathleftoftheDD
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CPM Scheduling SMEs
Breakthrough #8: Context is the Key to Leveling
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CPM Scheduling SMEs
GPM-Aided Resource Leveling Exercise
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CPM Scheduling SMEs
GPM-Aided Resource Leveling Exercise (contd)
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CPM Scheduling SMEs
Sequence in the Resource Leveling Exercise
1 S litR t il Fit O t( 14D 09) i t t 15 d ti iti 1. Split Retail Fit-Out (on 14 Dec 09) into two 15-day activities
2. Float Comp Retail Fit-Out 14 days, gap reduces to 3 days
3. Drift back Start Retail Fit-Out 1 day; its drift reduces to 7 days and its
float increases to 18 days (TF remains 25 days)
4 Scheduleis leveledtoaheadcountlimitof 6carpenters; total floatof 4. Schedule is leveled to a headcount limit of 6 carpenters; total float of
the leveled logic chain is 25 days
5. Resourceloadingis further smoothedbydoublingthedurationof Start 5. Resource loading is further smoothed by doubling the duration of Start
Retail Fit-Out and reducing the crew to 2 carpenters
6. Resource loading is further smoothed through the following sequence:
Split Start Retail Fit-Out (on 14 Dec 09) into 14-day and 16-day
activities, turn Logic off, crash the Start activity to 8 days from its start
node and double its crew to 4 carpenters, drift the 8-day Start activity
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p , y y
by 1 day and turn Logic back on
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CPM Scheduling SMEs
B kth h #9 Pl C P ll th S h d l Breakthrough #9: Planners Can Pull the Schedule
(Build the Network Backward from Completion)
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CPM Scheduling SMEs
Summarizing the GPM Scheme of Thought
R li LDM i li ti f ti th t bi ADM ithPDM dth t Relies on LDM, a visualization of time that combines ADM with PDM, and that
has the potential to render Gantt charts with or without logic ties redundant
GPM software architecture relies on objects (i.e., activities, links, embedded
1
2
j ( , , ,
nodes, milestones, etc.) that contain embedded rules and GPM algorithms
Activities are scheduled on early dates or user-selected planned dates without
start no earlier constraints andwithoutforfeitingdriftor reducingtotal float
3
start-no-earlier constraints and without forfeiting drift or reducing total float
Calculates gaps, which are used to calculate floats and late dates
Inresponsetomanipulationbytheplanner GPMsoftwarereschedules only
4
5 In response to manipulation by the planner, GPM software reschedules only
activities that are manipulated or affected by the manipulated activities
When the goal is to level resources for the project, GPM software is a
t id d th t t hj ti l t h d l t t
5
6
computer-aided process that, at each junction, amalgamates schedule context
and planners judgment
Offers the flexibility of backward or pull planning, essential on some projects as 7
29
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y p p g p j
well as to lean construction and critical chain planners
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CPM Scheduling SMEs
The Contrast: Summarizing CPM Principles
P d i l li b l di l dl i G h Predominantly relies on tabular displays and logic Gantt charts
Activities, logic ties and milestones are housed in a database; the CPM
softwareakaschedulingenginecontains thealgorithms
1
2
software aka scheduling engine contains the algorithms
Requires drift-choking constraints or drift-choking manual dates anytime
activities are scheduled after early dates
3
Calculates early and late dates, from which total floats are derived
In response to user input (e.g., change a non-critical activity duration by
4
5
one day), CPM software recalculates both the forward pass and backward
pass in their entirety (thus, recalculates all dates, total floats, etc.)
Levels resources throughsoftwareheuristics thatapplyrules inapre
6
Levels resources through software heuristics that apply rules in a pre-
established order/priority regardless of whether or not in context
Hinders usebyleanconstructionpractitioners duetolackof backward
6
7
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Hinders use by lean construction practitioners due to lack of backward
planning capability
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CPM Scheduling SMEs
Is CPM with Gantt Charts Outmoded by GPM?
GPM CPMwithLogic Gantt Charts
Time-scaled LDM networks innately convey PDMlogic Gantt charts with logic ties fail to convey logical flow
Stakeholders not the algorithm drives activity dates Reliance on CPMalgorithms biases activities to early dates Stakeholders, not the algorithm, drives activity dates Reliance on CPMalgorithms biases activities to early dates
Constraints are not needed to start activities on planned dates Constraints are required to start activities on planned dates
GPMplanned dates do not supersede early dates SNE* constraints supersede CPM early dates, forfeiting drift
If planned start >early start and <late start, drift and float exist Drift is always 0; If early start <late start, total float exists
Link gap measures logic tie leeway (different from free float) Logic tie leeway is not a concept in CPM
SNE constraints are reservedfor contractually-imposeddates Cannot distinguishplanneddates fromconstraineddates SNE constraints are reserved for contractually-imposed dates Cannot distinguish planned dates from constrained dates
Schedule can be built either forward or backward, or both Schedule can only be built from project start to completion
Total floats are calculated left of the data date Total floats are only available forward of the data date
The as-built critical path is calculated left of the data date As-built critical path cannot be calculated by CPM alone
Stakeholder strategies in context are key in resource leveling Automated software heuristics drive resource leveling
Risk analysis reflects commonlyoccurringexecution risks Unable to simulate planneddates floatingrisk or pacingrisk
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Risk analysis reflects commonlyoccurring execution risks Unable to simulate planned dates, floating risk or pacing risk
*SNE is initialismfor a start-no-earlier (flexible) constraint date
CPM Scheduling SMEs
Ti li f N t k B d S h d l Di l Timeline of Network-Based Schedule Display
Platforms
1957-1994
Schematic arrow
diagramming method
2008-Indefinitely
Logic diagramming
1983-2033
CPM-to-Gantt charts
with PDM logic ties
(ADM)
method (LDM)
19832033
19571994
2008Indef.
19632013
19832023
1963-2013
Schematic precedence
diagrammingmethod(PDM)
1983-2023
Logic Gantt charts with
simple dependencies
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diagramming method (PDM) simple dependencies
CPM Scheduling SMEs
I have wondered how given the diverging routes that planners schedulers Ihavewonderedhow,giventhedivergingroutesthatplanners,schedulers,
projectmanagers,owners,andeducatorsaretaking,wewilleveragain
bringtoprojectsthekindofsynergisticcreativityknownintheearlydays.
James J. OBrien, Foreword to Faster Construction Projects with
CPM Scheduling, by Murray B. Woolf. (New York: McGraw-Hill, 2007).
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CPM Scheduling SMEs
CPMin Construction Management J ames J OBrien PE CPM in Construction Management J ames J . OBrien, PE
Photo from 1983
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CPM Scheduling SMEs
Testimonial from Virginia Tech Prof. de la Garza
I have been using NetPoint and GPM in my project controls
classes for a few years now. NetPoint is intuitive for the
classes for a few years now. NetPoint is intuitive for the

students and they dont have to struggle with the tool in order
to build quality network schedules. In fact, NetPoints combined
time scale and Logic Diagramming Method (LDM) create a much time scale and Logic Diagramming Method (LDM) create a much
clearer graphical representation of the schedule than other
scheduling tools. Students can concentrate on learning quality
scheduling rather than learning a scheduling software tool
Jesus M. de la Garza, PhD

scheduling rather than learning a scheduling software tool.
Vecellio Professor of Construction Engineering & Management

Department of Civil & Environmental Engineering
Virginia Tech Civil and Environmental Engineering
,
35
19-Dec-12
Virginia Tech - Civil and Environmental Engineering
15-Oct-12
CPM Scheduling SMEs
Dr. Guis Offer to Faculty Interested in Covering
GPM in the Graduate Curriculum
1. NetPoint
licenses are offered free of

charge to faculty teaching scheduling and g y g g
his/her teaching assistant
2. Access to academic free-trial versions
which expire in 60 days (instead of the
standard 30 days) allow students to
downloadNetPointtotheir owncomputers download NetPoint to their own computers
to work on assignments during the term
3. Assistancetosetupschools computer lab 3. Assistance to set up school s computer lab
with permanent licenses for NetPoint
36
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CPM Scheduling SMEs
Early GPM
Organization Since
GC/CM Gilbane Building Company 2009
Electric Utility Manitoba Hydro 2009
Early GPM
Adopters
Pharmaceutical Merck & Company 2009
Owner/Governmental US Army Corps of Engineers 2009
Owner Port Authority of New York & New J ersey 2009
Academic Virginia Tech University 2009 Academic Virginia Tech University 2009
GC/CM Walbridge 2010
Owner Walt Disney Company 2010
EPC Contractor Bechtel 2010
Pharmaceutical Medimmune 2011
Pharmaceutical J ohnson & J ohnson 2011
EPC Contractor J acobs Engineering 2011
Supplier Invensys 2011
A/E Consultant Stantec Consulting 2011
PM/CM Consultant ORCAS Project Controls 2011
Fusion Development ITER Organization 2011 Fusion Development ITER Organization 2011
Biofuels Butamax 2011
GC/CM Kenny Construction 2012
GC/CM Hoffman Construction 2012
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Nuclear Plant Operator MEG Energy 2012
CPM Scheduling SMEs
Q&A
Graphical PathMethodThe ElevatorPitch
10 Immediatevisualfeedbackoftheeffectofanactivityshiftontheresourcehistogram
9 H i d ift ll h d l i h li i i i d ll l d h d l 9 Havingdrift allowsschedules withrealistic activitydatesvs.allearlydateschedules
8 Transparentplanningandscheduling(logicoverridesarevisible)
7 Calculation oftotalfloatsleftofthedatadaterevealsthethenexisting asbuiltcriticalpath
6 Compact activity placement yields neat Level 1 and Level 2 Schedules (no more waterfalls) 6 Compact activityplacementyieldsneatLevel1andLevel2Schedules(nomorewaterfalls)
5 Schedulecanbeeasilyunderstoodby stakeholderswhoarenotschedulers
4 Bettersuitedfortabletsandtouchscreensduetointeractivityandgraphicalnature y g p
3 Immediatevisualfeedbackoftheeffectofeachrevisionontheschedule
2 Immediateavailabilityofthescheduleuponcompletionoffullwallplanning
1 Stakeholdersarebackinthe planningandschedulinggame
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CPM Scheduling SMEs
GPMLiteraturebyDr.Gui
Scheduling,FastandSlow,Algorithmsandintuitions 2012NetPointUserConference,Orlando,FL(PowerPoint)
GPMDeepDive,MastertheAlgorithms 2012NetPointUserConference,Orlando,FL(PowerPoint)
SchedulingaProjectatDifferentLevels 2011PMICollegeofSchedulingConference,SanFrancisco,CA
GuidetotheForensicSchedulingBodyofKnowledgePartI 2010withG.Jentzen,D. Fredlund,D.Field&P.Spittler
GPM
andForensicTotalFloat SelectedbyPMICollegeofSchedulingforpresentationat2010
PMI Gl b l C W hi t DC PMIGlobalCongress,Washington,DC
GPM
andForensicTotalFloat 2010PMICollegeofSchedulingConference, Calgary,CAN

GraphicalPlanningMethod
July2009inthe CMeJournal
GPM
A Networking Method Anchored on Objectbase Principles 2009 PMI College of Scheduling Conference Boston MA GPM :ANetworkingMethodAnchoredonObjectbasePrinciples 2009PMICollegeofSchedulingConference,Boston, MA
ProjectPlanningUsingLogicDiagrammingMethod 2008AACEInternationalConference, Toronto,CAN
GraphicalPlanningMethod(ANewNetworkBased
Planning/SchedulingParadigm)
2008PMICollegeofSchedulingConference,Chicago,IL
GPMLiteraturebyOtherAuthors
AnAlgorithmicDissectionofGraphicalPathMethod(GPM
)
Fl D if d T l Fl i C i CPM T l Fl
Mather,T.&Liu,L.(2011). PMICollegeofScheduling
C f S F i CA Float,DriftandTotalFloatinComparisontoCPMTotalFloat Conference,SanFrancisco,CA
FromAsymmetrytoTransparencyinProjectPlanning Mather,T.(2010).PMICollegeofSchedulingConference,
Calgary,CAN
Hi t d F t f Ti S l d Pl i Z J & M th T (2009) PMI C ll f S h d li
HistoryandFutureofTimeScaledPlanning Zann,J.&Mather,T.(2009).PMICollegeofScheduling
Conference, Boston,MA
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2012PMAConsultantsLLC
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CPM Scheduling SMEs
Thank You
GuiPoncedeLeonPhD,PE,PMP,LEEDAP
InventorofGPMandDeveloperofNetPoint
Truth in Scheduling
TruthinScheduling
15-Oct-12
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CPM Scheduling SMEs

GPM Planning/Scheduling SMEs

however, that economic growth

just from more cooking.

(Paul Romer, 2008)

at the PMI College of

at the PMI College of

classes for a few years now. NetPoint is intuitive for the

Jesus M. de la Garza, PhD

Vecellio Professor of Construction Engineering & Management

licenses are offered free of

andForensicTotalFloat 2010PMICollegeofSchedulingConference, Calgary,CAN

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