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Scheduling defined.
ü The conversion of a project action plan into
Scheduling an operating timetable

§ Serves as the basis for monitoring and

controlling the project
§ A major tool for the management of projects

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Why to schedule?
• Costs and Time:
Some Benefits of
Project costs are closely related to project Successful Scheduling
duration time timetable schedule • Illustrates interdependence of all tasks
• Identifies times when resources must be
available
• Facilitates communication throughout the project
• Determines critical activities/critical path
• Affects client expectations through
establishment of activities, milestones, and
completion dates

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A Process for Scheduling Scheduling Methods

• 1. Think • Over the years several techniques have
• 2. List activities (WBS)
been developed, and they can be grouped
in four major categories:
• 3. Arrange activities considering precedence
and relationships Ø Bar Charts (Gantt Charts)
• 4. Develop Scheduling Methods (Gantt charts Ø Network Scheduling: CPM and PERT
and CPM/PERT networks) Ø Linear Scheduling Techniques
• 5. Determine critical activities/critical path Ø Probobalistic Methods

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Bar Chart or Gantt Chart Simple Gantt Chart

§ One of the most frequently used
techniques is the bar or Gantt chart.
§ The bar chart was developed by Henry
Gantt during World War I.
§ This technique is widely used as a
schedule because of its simplicity, ease of
preparation, and easily understandable
format.

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Gantt Charts in Practice Bar Charts

Description
§ A bar chart is a collection of activities listed
in a vertical column with time represented
on a horizontal scale.
§ The projected start and finish are shown
for each activity, and the duration is
indicated by an horizontal bar to the right
of the description of the activity.
§ It is the length of the bar which represents
the duration of the activity.

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Bar Charts Gantt (Bar) Charts

Preparation
• 1st step is to determine which activities will be listed. To do this, the • Very effective communication tool
work has to be broken in smaller, finite activities (WBS).
• The following step is to estimate the durations.
• Finally, the sequence is determined and the bars are plotted on the • Very popular for representation of simpler schedules
schedule. – Can be cumbersome when have >100 activities

• Key shortcoming: No dependencies captured

• Most effective as reporting format rather than

representation

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Hierarchy of Gantt Charts
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Bar Chart
Pros and Cons
§ Disadvantages: It can be very difficult to
prepare if there are numerous and
complex relationships between the tasks
that make up the schedule. Therefore, this
method is not recommended for projects
with a large amount of activities, nor those
with complex relationships and
dependencies between activities.
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Bar Chart
Pros and Cons
§ Advantages: The main advantage of a bar
chart is its simplicity, and this simplicity
has influenced the wide acceptance of bar
charts as planning and scheduling method
for certain projects. It is very easy to
understand, and a very useful format in
which to display the results of a schedule
prepared by a more contemporary
technique.
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JAN FEB MAR
Bar/Gantt
1 8 15 22 29 5 12 19 26 5 12 19 26
Charts
• Advantages
– Easy to understand (simple thinking)
– Easy to show progress and status (simple formatting)
– Easy to maintain (simple data entering)
– Most popular view to communicate project status to
client and/or senior management (simple communication)
• Disadvantages
– Can be superficial (yüzeysel, üstünkörü)
– Not always easy to see precedence, relationships
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Summary Gantt Tips

• Gantt or bar charts are
“CPM” (Critical Path Method) tools to:

Ø manage the tasks involved in projects • Note the spelling!

_ It is not all-capitals!
Ø let project managers organise
time, people, equipment and money • Can be created with PC
_ simple tools like Excel,
Ø ensure the right people and equipment are
_ but specialised tools like Microsoft Project
in the right place and the right time make life easier
Ø allow managers
to monitor the progress of a project

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Making a Gantt chart by MS Project Making a Gantt chart

• Step 1 – list the tasks in the project • Step 2 – add task durations

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Notes
Making a Gantt chart
• Step 3 – add dependencies (which tasks
cannot start before another task finishes)

•The arrows indicate dependencies.

•Task 1 is a predecessor of task 2 – i.e. task 2 cannot start before task 1 ends.
•Task 3 is dependent on task 2. Task 7 is dependent on two other tasks
•Electrics, plumbing and landscaping are concurrent tasks and can happen at
the same time, so they overlap on the chart. All 3 can start after task 4 ends.
•Painting must wait for both electrics and plumbing to be finished.
•Task 9 has zero duration, and is a milestone

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Making a Gantt chart

• Step 4 – find the critical path

• MS Project can work out the critical path for you!

The critical path is the sequence of tasks from beginning to end that takes
the longest time to complete.
It is also the shortest possible time that the project can be finished in.
Any task on the critical path is called a critical task.
No critical task can have its duration changed without affecting the end
date of the project.
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• The length of the critical path is the sum of the
lengths of all critical tasks (the red tasks 1,2,3,4,5,7)
which is 2+3+1+1.5+2+1 = 10.5 days.
• In other words, the minimum amount of time
required to get all tasks completed is 10.5 days
• The other tasks (6,8) can each run over-time before
affecting the end date of the project
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• The amount of time a task can be extended before it
affects other tasks is called slack (or float).
• Task 6 can take an extra day before it affects the
project’s end date, and Task 8 can take two days so
Task 6 has 1 and Task 8 has 2 day’s slack.
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Gantt Chart Builder System (Excel) 1.6
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Critical tasks, by definition, can have NO slack.
Tip:
If ever asked, Can task X’s duration be changed
without affecting the end date of the project?, if it
is a critical task the answer is always NO!
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Network Schedules
• There are several network scheduling techniques, all of
them based on the calculation of the length (in time) of
critical link of activities or ‘Critical Path.’ This procedure
is known as the Critical Path Method (CPM).
• The construction industry has traditionally used two
methods to schedule projects: Activity on Arrow (AOA)
diagram (also known as Arrow diagram or I-J Diagram)
and Activity on Node (AON) diagram (also known as
Precedence Method).
• These two methods are all based on the preparation of
logic diagrams.
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Network Schedules Network Schedules

- AOA (Activity on Arrow) - AON (Activity on Node)

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CPM : AOA & AON

AON Scheduling Notation

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AON Scheduling Notation next week’s topic:

- different typical notations Probabilistic Methods
§ A probabilistic method introduces chance into the
computation procedures. Schedulers normally use
regular CPM when there is little uncertainty concerning
task duration.

§ When there is some uncertainty on the durations of

tasks, the scheduler may use PERT to estimate the
probability of finishing the project at a specified time.

§ If there are even more uncertainties, for instance multiple

critical paths or nearly critical path, the scheduler may
decide to use a simulation method such as Monte Carlo.

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Network Scheduling Logic Diagrams

- TERMS - Networks

• Project: A planned undertaking that involves the § It is graphic depiction of the project.
performance of work.
§ Tasks that make up the project and the
• Task or Activity: Part of the work that makes up the logical relationships between them are
project. It needs to be defined (specifying the work that
encompasses) and its attributes (e.g. duration) need to represented by symbols.
be assigned.
• Event: Point in time at which something happens. For § Two types of logic diagrams:
example, the first event of a project is that the project
starts. The last event is that the project ends. Ø AOA or Arrow Diagrams
Ø AON or Precedence Diagrams

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Logic Diagrams Arrow Diagram

§ Diagram is made out of arrows and nodes, plus letters
and numbers for labeling and calculation purposes.

§ The arrows represent the actual activity or task.

§ The nodes represent the point in time (event) when

activities start and finish.

§ Also called I-J Diagram, Arrow Diagram or simply CPM.

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Logical Relationships
Logical Relationships
(for both AOA and AON Diagrams) § Precedent Relationship:
If task A is precedent to task B, then at least part of task A must be
§ Precedence: Those activities that must be completed before a completed before task B can start.
given activity can start are called precedecessor activities.
(öncelikli/önceki aktiviteler)
Ø Example:
breaking an egg’s shell is precedent to frying the egg.
§ Succession: Those activities that can not start until
precedecessors completed are called successor activities.
(takip eden aktiviteler) following activities

§ Concurrence: Those activities that start at the same time with

another activity are called concurrent activities.
(aynı zamanda meydana gelen aktiviteler)

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CPM : AOA & AON

Critical Path Method (CPM)

CPM Objective
• Determination of the critical path:
the minimum time for a project

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CPM Calculations Forward Pass -Intuition

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CPM Calculations
Backward Pass -Intuition

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Bar Chart Precedence Relationship

Multichoice Question

Slack or Float

Is Task D a predecessor for :

(A) Tasks E&F?
(B) Tasks B&C?
(C) Tasks C&F?
(D) Tasks B&E?

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2003 Exam Multichoice Q16 Logical Relationships

§ Subsequent Relationship:
If task B is subsequent to task A, then task B cannot start until at least
part of task A is completed.

Ø If X is precedent to Y, then Y must be subsequent to X.

then Y must be a successor activity of X.
No dependency arrows! Examiners don’t seem
to understand them. Assume that a task that Subsequent: daha sonraki, mütekaip,
does not start on day 1 must be dependent on takip eden
some other task. Ø Task A is precedent to task B.
Which tasks are dependent on task D? Find the Ø Task B is a subsequent of task A.
tasks that start as soon as task D has finished… Ø Task B is a successor of task A.
E and F. So the answer is [A].

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Logical Relationships Logical Relationships

§ Concurrent Relationship: Task C has a concurrent relationship
If task M is neither precedent nor subsequent to (nor is a successor
of) task N, then tasks M and N are concurrent to each other. with Task A nd Task B.
A concurrent relationship does not mean that both tasks must be
performed simultaneously. Only means that the commencement of
work on one of the tasks is not contingent upon completion of some
work on the other tasks.

Ø Example: Let us assume that the two tasks previously described

(breaking an egg’s shell and frying the egg) were part of a project to
prepare breakfast.
Let us also assume that breakfast also features toasts. Then,
toasting bread would be a third task, that can be done before, after,
or simultaneously with the first two tasks. It is neither precedent nor
subsequent to either of them, it has a concurrent relationship with
both of them.

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Logical Relationships Logical Relationships

§ Explicit Relationships: § Implicit Relationships:

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Formats for representing concurrent activities Arrow Diagram Example

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Arrow Diagram Conventions Arrow Diagram Conventions

Convention:
Convention:
J-Node number Arrow point right, up
greater than or down, but not left
I-Node number

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Arrow Diagram Conventions Dummy Tasks

§ Dummy activities or ‘pseudo-activities’ have zero
duration and do not consume resources.

Convention:
Tasks have § Used to:
unique pair of Ø Split tasks to assure unique activity designation
node numbers Ø Show proper logic (as logical constraints)
Ø Change activity predecessors
Ø Create single start and ending activities.

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Dummy task used as activity splitter

Dummy task as a logical constraint

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Dummy tasks used as single starting and

Dummy task used to change predecessors
ending activities

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Dummy tasks used as single starting and Summary Activity Times:

ending activities § Early Start: The point in time that all activities
preceding have been completed.

§ Early Finish: The earliest all work started with an early

start can be completed. It equals Early start plus
Duration.

§ Late Finish: The point in time that all work involved in

the activity must be completed in order to avoid delaying
subsequent activities.

§ Late Start: The point in time by which activity must be

started in order to avoid delay to following activities. Late
start equals Late Finish minus Duration.

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Critical Path Question

§ The critical path of a network is the path representing a
combination of certain activities, any one of which is
delayed, will cause a delay to the project. It is the longest
path, in time, through the network.

§ Project Duration: The aggregate combination of all of the

activities along the critical path of the project.
• In the table above the critical path consists of tasks
• A. 1,2,4 and 5?
§ Critical Activities: Activities along the critical path. These • B. 1,3,4 and 5?
activities have no total float. • C. 1,2,5 and 6?
• D. 1,2,4 and 6?

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Answer Q (Cont’d)

The path from start to end that takes the longest time is
<A> 1,2,4,5.
• Can't be <B> because tasks 1 and 3 are concurrent.
In the table above how many tasks can run
• Can't be <C> because tasks 5 and 6 are concurrent.
over time without affecting the completion
• Can't be <D> because task 6 does not lead to the
date? 1,2,3 or 4?
longest possible path.

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Question Floats

§ Total Float: Total float or ‘slack time’ is the

amount of time by which the start or finish of an
activity can be delayed without delaying the
project completion. Total Float is the difference
between the Early Start and the Late Finish of
an activity, minus Duration.
• Only tasks that are NOT on the critical path can possibly
run over time without affecting the completion date.
• Rule out the 4 tasks on the critical path (1,2,4,5).
This leaves 3 & 6, so the answer must be 1 or 2 tasks.
• Task 3 can run over time by 5 days. Task 6 can run over
time by 2 days. So the answer is <B> two tasks.

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AOA Calculations

• The network has to be solved in two passes: a forward

pass and a backward pass. Example

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AN AOA PROBLEM
• 1: Which tasks are on the critical path?
solved by memory • 2: What is the slack time for tasks C, D and G?
• 3: Task C is delayed by one day. What impact would this have on the
completion date of the project? Why?
• 4: Task A will be delayed by 2 days because some equipment has
arrived late. If the project manager wants to finish the project on time
he will need to shorten the duration of one or more of the tasks. How
can he achieve this?
• 5: The project manager reduces the durations of tasks D and F by one
day each. How will this affect the finishing date of the project?

Three minutes of thinking music by Q. Lazzarus

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1: Which tasks are on the critical path?
Possible paths:
A,B,C,E,I = 2+3+1+4+3 = 13 days
A,B,D,F,I = 2+3+3+3+3 = 14 days
A,G,H,I = 2+2+5+3 = 12 days
ANSWER: A,B,D,F,I
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3: Task C starts one day late. What impact
would this have on the completion date of
the project? Why?
No impact, because task C has
one day’s slack (as discovered
in previous question!)
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2: What is the slack time for tasks C, D and G?
TASKS C and D…
Path C,E = 5 days, Path D,F = 6 days
Difference (slack) = 1 day for tasks C or E
compared to D,F
TASK G…
Path B,C,E = 8 days. Path B, D, F = 9 days
Path G, H = 7 days.
So G & H have 2 days’ slack between them.
B,C or E have 1 day’s slack.
B,D,F have no slack.
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4: Task A will be delayed by 2 days because some
equipment has arrived late. If the project manager still
wants to finish the project within the original time frame,
he will need to shorten the time for one or more of the
tasks. What steps can he take to reduce the number of
days allocated to a task?
The answer has NOTHING to do with the
chart! Just say how jobs can be finished
more quickly, e.g. bringing in extra
workers from slack tasks, working longer
hours, working weekend, streamlining
work practices, automating tasks etc.
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A Family Routine

• 5: The project manager decides to reduce the time needed for tasks
D and F by one day each. How effective will this reduction be in
achieving his aim of reducing the finish time for the project?

It is only partially effective. Reducing tasks D and F by

one day each means the path A,B,D,F,I is now 12 days
long. However, path A,B,C,E,I is still 13 days so it
becomes the longest path, and therefore becomes the
new critical path.
The project is now 13 days long instead of 14, a saving
of only one day.

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Questions
Q1

Q1. What tasks are on the critical path? What is the critical path?
Q2. What is the minimum time it would take for the family to reach the Path 1 = 5+5+40+15+15+5+25 = 110 min
footy game after getting the alarm goes off? Path 2 = 5+5+30+15+5+25 = 85
Q3. How much more time could dad walk the dog before eating Path 3 = 5+5+10+15+15+5+25 = 80
breakfast got delayed? (Note: Mum insists the entire family eats
together)
Q4. What is this amount of time called? The critical path is the longest path : path 1
Q5. If mum skipped her 40 minutes shower, how much earlier would
they get to the game?

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Q2 Q3 & 4

How much more times could dad walk the dog before
What is the minimum time it would take for the eating breakfast without no delay caused?
family to reach the son’s school after the alarm
starts ringing? 30 minutes…
Shower + Prep Brekky = 55 min vs
Walk Dog + Dad Shower = 25 min … 30 min diff
The duration of the critical tasks… 110 minutes
What is this amount of time called?
+ driving minutes
Slack time (or float)

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Q5

If mum skipped her 40 minute shower, how much earlier

would they get to the game?
• When the critical path is reduced by 40 minutes, it stops being
the critical path.
• Path 2, at 85 min, becomes the critical path.
• Since it is 25 min shorter than the original 110 minute critical
path, there is a 25 minute saving.

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