Project Planning, Management

& Engineering Economics

Course Code – CE407

Project Time Management &

Scheduling

Lecture # 5

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 Learning Objectives
By the end of this lecture, you will be able to;
• Know the processes required to manage the time.
• Understand the project schedule management techniques.
– Critical Path Method (CPM)
– Program Evaluation & Review Technique (PERT)
• Demonstrate the project schedule compression techniques.
– Crashing
– Fast tracking
• Understand the Project Network diagram / network analysis.
– Arrow diagraming method (Activities-on-Arrow (AOA))
– Precedence diagraming method (Activities-on-Nodes (AON))
• Understand Project Schedule & their types.
– Preliminary schedule, detailed schedule, baseline schedule & updated
schedule (also Gantt Chart)
Project Time Management includes the processes required to
manage the timely completion of the project.
 Plan Schedule Management: Plan Schedule Management
is the process of establishing the policies, procedures, and
documentation for planning, developing, managing,
executing, and controlling the project schedule.
 Define Activities: The process of identifying and
documenting the specific actions to be performed to
produce the project deliverables.
 Sequence Activities: The process of identifying and
documenting relationships among the project activities.
(Precedence Diagraming Method (PDM))
 Estimate Activity Resources: The process of estimating
the type and quantities of material, human resources,
equipment, or supplies required to perform each activity.
 Estimate Activity durations: The process of estimating the
number of work periods needed to complete individual
activities with estimated resources.
 Develop Schedule: The process of analyzing activity
sequences, durations, resource requirements, and
schedule constraints to create the project schedule
model.
 Control Schedule: The process of monitoring the status of
project activities to update project progress and manage
changes to the schedule baseline to achieve the plan.
 Introduction
 Critical Path Analysis and PERT are powerful tools that
help you to schedule and manage complex projects.
 Both rely on a logical sequence of tasks.
 As with Gantt Charts, Critical Path Analysis (CPA) or the
Critical Path Method (CPM) helps you to plan all tasks
that must be completed as part of a project.
 They act as the basis both for preparation of a
schedule, and of resource planning. During
management of a project, they allow you to monitor
achievement of project goals.
 They help you to see where remedial action needs to
be taken to get a project back on course.
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 Significance
 CMP/PERT can answer the following important questions:
 How long will the entire project take to be completed?
 Which are the critical activities or tasks in the project which could delay
the entire project if they were not completed on time?
 Is the project on schedule, behind schedule or ahead of schedule?
 If the project has to be finished earlier than planned, what is the best way
to do this at the least cost?

 An effective Critical Path Analysis can make the difference

between success and failure on complex projects. It can be
very useful for assessing the importance of problems faced
during the implementation of the plan.
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 Background
 Critical Path Method (CPM)
 Developed in the late 1950s by Morgan R. Walker for DuPont Inc.
and James E. Kelley, Jr. of Remington Rand.
 CPM was originally put into practice by DuPont between 1940
and 1943 and contributed to the success of Manhattan Project
(WWII-Nuclear Project).

 Program Evaluation & Review Technique (PERT)

 Developed by research department of Booz, Allen & Hamilton,
Lockheed Missile Systems Division and U S Navy (1958).
 PERT was developed for Polaris-Submarine weapon system and
the Fleet Ballistic Missile capability Programs.
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 Critical Path Method

 The Critical Path Method or Critical Path Analysis, is a

mathematically based algorithm for scheduling a set of project
activities.
 It is an important tool for effective project management.
 Any project with interdependent activities can apply this
method of scheduling.
 The essential technique for using CPM is to construct a model
of the project that includes the following:
 A list of all activities required to complete the project (WBS).
 The time (duration) that each activity will take to completion.
 The dependencies between the activities. 8
 Critical Path Method (Cont.)

 CPM Calculate
 The longest path of planned activities to the end of the
project & it estimate the minimum project duration.
 The earliest and latest that each activity can start and finish
without making the project longer by performing forward
pass & backward pass analysis
 Determines “critical” activities (on the longest path).
 Prioritize activities for the effective management and to
shorten the planned critical path of a project by:
 “Fast tracking" (performing more activities in parallel)
 “Crashing the critical path" (shortening the durations of
critical path activities by adding resources) 9
 Critical Path Method (Cont.)
EF = ES+D-1
EF = 6+5-1 = 10

EF = ES+D-1
LS = LF-D+1
TFactivity = Project Dur. – Path Lengthactivity
or TFactivity = LS-ES or LF-EF LS = LF-D+1
FFactivity = ESsuccessor – 1 - EFactivity LS = 15-10+11 = 10

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PMBOK Guide 6th Ed.
 Program Evaluation & Review Technique

 The Program (or Project) Evaluation and Review Technique,

commonly abbreviated PERT, is a method to analyze the tasks
involved in completing a given project, especially the time
needed to complete each task, and to identify the minimum
time needed to complete the total project.
 It is more of an event-oriented technique rather than start-
and completion-oriented (activity).
 PERT event: a point that marks the start or completion of one or more
activities. It consumes no time and uses no resources.
 It is used more in projects where Time is the major factor
rather than cost.
 It is applied to very large-scale, one-time, complex, non-routine
Research and Development projects. 11
 Program Evaluation & Review Technique (Cont.)

 PERT is based on the assumption that an activity’s duration

follows a probability distribution instead of being a single value
 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.

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 Three Time Estimate Example
Activity Predecessor
A —
B —
C A
D A
E B, C
F D
G E
Time estimates
Opt. (o) Normal (m)
2 4
3 5
4 5
4 6
4 5
3 4
3 5
Expected
Pess. (p) time
6 4.00
9 5.33
7 5.17
10 6.33
7 5.17
8 4.50
8 5.17

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 Difference

BASIS FOR
PERT CPM
COMPARISON
PERT is a project management CPM is a technique of project
Meaning technique, used to manage uncertain management that manages well defined
activities of a project. activities of a project.

Orientation Event-oriented Activity-oriented

Evolved as Research & Development
Evolution Evolved as Construction project
project
Model Probabilistic Model Deterministic Model
Focuses on Time (no cost) Time-cost trade-off
Estimates Three time estimates One time estimate
Appropriate for High precision time estimate Reasonable time estimate
Nature of jobs Non-repetitive nature Repetitive nature
Crashing concept Not Applicable Applicable

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 Arrow & Precedence Diagraming Method

 An Activity Network Diagram is a diagram of project activities

that shows the sequential relationships of activities using
arrows and nodes.
 An activity network diagram tool is used extensively in project
management, it is necessary for the identification of a
project’s critical path and is useful for planning & tracking the
project from beginning to finish.
 Types of Network Diagrams or Activity Sequencing Technique;
 Arrow Diagram / Activities on Arrow (AOA)
Technique: Arrow Diagraming Method (ADM)
 Precedence Diagram / Activities on Nodes (AON)
Technique: Precedence Diagraming Method (PDM) 15
 Activity On Arrow (AOA)
 Activity on Arrow / Arrow Diagraming Method
 Activities are shown by arrows and are named by letters
 The circles are called nodes and indicated the start or end
of activities.
A E

B D F

C 16
Activity On Arrow (AOA) (cont.)

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 Activity On Node (AON)
 Activity on Node / Precedence Diagraming Method
 In this type of project network diagram, nodes are tasks, and the
arrows are merely connectors.

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 Precedence Diagramming Method (PDM)
 The Precedence Diagramming Method (PDM) is a technique
used for constructing a schedule model in which activities are
represented by nodes and are graphically linked by one or more
logical relationships to show the sequence in which the activities
are to be performed.
 PDM includes four types of dependencies or logical
relationships.
 A Predecessor activity is an activity that logically comes before a
dependent activity in a schedule.
 A Successor activity is a dependent activity that logically comes
after another activity in a schedule.

Activity A is the predecessor of Activity B.

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Activity B is the successor of Activity A.
 Precedence Diagramming Method (PDM) (Cont.)

Four types of dependency or logical relationships

 Finish-to-start (FS): A logical relationship in which a successor
activity cannot start until a predecessor activity has finished.
 Finish-to-finish (FF): A logical relationship in which a successor
activity cannot finish until a predecessor activity has finished.
 Start-to-start (SS): A logical relationship in which a successor
activity cannot start until a predecessor activity has started.
 Start-to-finish (SF): A logical relationship in which a successor
activity cannot finish until a predecessor activity has started.
In PDM, FS is the most commonly used type of precedence relationship.
Give examples of the above mentioned dependencies.
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 Precedence Diagramming Method (PDM) (Cont.)

 Total Float (Slack): Float is the amount of time an activity may

be delayed without effecting the end date of the project or the
critical path length.
 Free Float: The amount of time an activity may be delayed
without effecting the early start of any subsequent activity.
 An activity on critical path has "zero free float", but activity that has zero
free float might not be on the critical path.
 Total float is associated with the path. The total float of a path is the
combined free float values of all activities in a path.
 Leads: Allows an acceleration of a successor activity. May begin
one task a couple of days ahead of another.
 Lag: Directs a delay in a successor activity. Must wait a couple of
days before we start the next task.
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Precedence Diagramming Method (PDM) (Cont.)

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AON Example

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AON Example (cont.)

Activity “B” is in three

paths, while “D” is in two
paths, therefore, for float of
activity “B” & “D” longest
path length is subtracted
from project duration.

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 AON Example (cont.)
 Forward Pass/Path: For Calculating Early Start (ES) & Early Finish (EF)

Consider maximum EF
of the predecessor
for finding ES (if connected
with multiple predecessor)

EF = ES+D-1
ES EF LS = LF-D+1
D TFactivity = Project Dur. – Path Lengthactivity
or TFactivity = LS-ES or LF-EF
FFactivity = ESsuccessor – 1 - EFactivity

LS LF 25
 AON Example (cont.)
 Calculating Free Float

EF = ES+D-1
LS = LF-D+1
TFactivity = Project Dur. – Path Lengthactivity
or TFactivity = LS-ES or LF-EF
FFactivity = ESsuccessor – 1 - EFactivity

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 AON Example (cont.)
 Backward Pass/Path: For Calculating Late Start(LS) & Late Finish(LF)

ES EF
D

LS LF
Consider min LS EF = ES+D-1
of the successor LS = LF-D+1
for finding LF (if TFactivity = Project Dur. – Path Lengthactivity
connected with 4 9 or TFactivity = LS-ES or LF-EF
multiple successors) FFactivity = ESsuccessor – 1 - EFactivity

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 Class Exercise

A C G
Start H
B D E

Activity ID Duration Dependency

F A 7
B 3
C 6 A
Early Start Duration Early Finish
(ES) (D) (EF) D 3 B
Activity ID E 3 D, F
Late Start Total Float Late Finish F 2 B
(LS) (TF) (LF)
G 3 C
Activity Identity Box H 2 E, G28
 The project schedule is an output of a schedule model that
presents linked activities with planned dates, durations,
milestones, and resources. At a minimum, the project schedule
includes a planned start date and planned finish date for each
activity.
 Purpose of schedule: It enables construction managers to
determine the amount of time needed to complete the project.
 Managers use the schedule to determine when workers,
materials, and equipment are needed. Comparing actual
progress to the schedule indicates when corrective action needs
to be taken.
 The schedule can also be used to track the expenditure of
money.
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 Types of project schedule; 1. Preliminary schedule, 2.Detailed,
3.Baseline, 4.Updated and 5.As-built schedule.
 Preliminary Schedule: Initial schedule prior to the baseline
schedule reflecting how the contractor plans to proceed with
constructing a project.
 Preliminary schedule is prepared before awarding the contract
and it is submitted with proposal. It must not be confused with
the detailed schedule which is prepared after the contract is
awarded.
 Updated Schedule: A schedule that truly reflects the current
means and method how the project is progressing. (submitted
with progress reports)
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 Baseline Schedule: A schedule baseline is the approved version
of a schedule model that can be changed only through formal
change control procedures and is used as a basis for comparison
to actual results.
 It is accepted and approved by the appropriate stakeholders as
the schedule baseline with baseline start dates and baseline
finish dates.
 During monitoring and controlling, the approved baseline dates
are compared to the actual start and finish dates to determine
whether variances have occurred.
 The schedule baseline is a component of the project
management plan.
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Example

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 Graphical Example
• Milestone charts or Master schedule: These charts are similar to bar charts, but
only identify the scheduled start or completion of major deliverables and key
external interfaces.
• Bar charts: Also known as Gantt charts, represent schedule information where
activities are listed on the vertical axis, dates are shown on the horizontal axis, and
activity durations are shown as horizontal bars placed according to start and finish
dates.
 Graphical Example Cont.
Project schedule network diagrams: These diagrams are commonly presented in
the activity-on-node diagram format showing activities and relationships without a
time scale, sometimes referred to as a pure logic diagram or presented in a time-
scaled schedule network diagram format that is sometimes called a logic bar chart.

Activity-on-Node Diagram Logic Bar Chart Example

PMBOK, Page 193, Figure 6-11 PMBOK, Page 219, Figure 6-21
Project Schedule Network Diagram Project Schedule – Graphic Examples
 Control Schedule is the process of monitoring the status
of the project to update the project schedule and
managing changes to the baseline schedule. The key
benefit of this process is that the schedule baseline is
maintained throughout the project.
 Number of techniques are used to control the project
schedule i.e. resource optimization, CPM, lag & lead and
schedule compression etc.
 Schedule compression techniques are used to shorten or
accelerate the schedule duration without reducing the
project scope in order to meet schedule constraints or
imposed dates.
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 Schedule Compression

 Crashing: A technique used to shorten the schedule

duration for the least incremental cost by adding
resources. Examples of crashing include approving
overtime, bringing in additional resources, or paying to
expedite delivery to activities on the critical path.
 Crashing works only for activities on the critical path
where additional resources will shorten the activity’s
duration.
 Crashing does not always produce a viable alternative and
may result in increased risk and/or cost.

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 Schedule Compression (Cont.)

 Fast tracking. A schedule compression technique in which

activities or phases normally done in sequence are performed
in parallel for at least a portion of their duration.
 It is project delivery strategy to start construction before the
design is complete.
 An example is constructing the foundation for a building before
completing all of the architectural drawings.
 Fast tracking may result in rework and increased risk.
 Fast tracking only works when activities can be overlapped to
shorten the project duration on the critical path.
 Fast tracking may also increase project costs.
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 Schedule Compression (Cont.)

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PMBOK Guide 6th Ed.
Gantt Chart Example
 Summary
• Processes required to manage the time.
• Project scheduling techniques i.e. Critical Path Method (CPM),
Program Evaluation & Review Technique (PERT)
• Schedule compression techniques, i.e. Crashing & Fast tracking
• Arrow diagraming method (Activities-on-Arrow (AOA))
• Precedence diagraming method (Activities-on-Nodes (AON))
• Project Schedule & their types i.e. Preliminary schedule, detailed
schedule, baseline schedule & updated schedule.
 Reference
• PMBOK Guide 6th Edition.
• www.wikipedia.com
• www.westbrookstevens.com
THANK YOU!

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