PLANNING AND SCHEDULING (PERT/CPM)

Presented By:
ALIM, JANEIL S.
GARCIA, REHAN D.
PINEDA, JUAN CARLOS R.
TOLENTINO, GEOCEL A.

Adviser:
ENGR. CRISPIN S. LICTAOA
PLANNING & SCHEDULING
PLANNING
- is the process of defining the goals and objectives of a project,
determining the resources required to achieve them, and creating
a timeline for completion.

- the goal of planning is to minimize the resource expenditures

required to complete the project successfully and to ensure the
work is accomplished in a safe manner. It also includes identifying
potential risks and developing contingency plans.
SCHEDULING
- Is the process of assigning specific dates and times to tasks and
activities in a project plan. It involves allocating resources,
determining dependencies between tasks, and creating a timeline
that clearly shows when each task will begin and end.

- The goal of scheduling is to ensure that the project is completed

within the specified time-frame, while also taking into account any
constraints or limitations that may impact the schedule.
Together, planning and scheduling help project managers ensure
that projects are completed efficiently and effectively, by providing
a clear road map for the project and ensuring that all tasks are
completed on time, within budget and to the required quality
standards.
PLANNING & SCHEDULING
(PRINCIPLES)
 There are several key principles that are important to understand when planning
and scheduling a project:

▪ DEFINE THE PROJECT SCOPE: It's important to clearly define the project
scope, including the project goals, deliverable, and constraints. This
information is crucial for developing an accurate project schedule.

▪ IDENTIFY THE WORK BREAKDOWN STRUCTURE: Breaking the project into

smaller, manageable tasks and sub-tasks helps to create a clear picture
of what needs to be done and in what order.

▪ DETERMINE TASK DEPENDENCIES: Understanding the relationships

between tasks is important for determining the right order in which tasks
should be completed.
▪ DETERMINE RESOURCE REQUIREMENTS: Knowing the resources
required for each task is essential for developing a realistic project
schedule. This includes personnel, equipment, and materials.

▪ DEVELOP A PROJECT SCHEDULE: Once you have identified the tasks, task
dependencies, and resource requirements, you can develop a detailed
project schedule that includes start and end dates, duration, and
resource assignments.

▪ MONITOR AND CONTROL THE SCHEDULE: Regularly monitoring and

updating the project schedule is critical for ensuring that the project
stays on track. This includes tracking progress, making adjustments as
necessary, and keeping stakeholders informed of any changes.
▪ CONSIDER RISK: It's important to consider and plan for potential risks
that may impact the project schedule, such as unexpected events or
delays.
PERT - CPM
 PERT
(PROGRAM/PROJECT EVALUATION AND REVIEW TECHNIQUE)
PERT
- uses time as a variable which represents the planned resource
application along with performance specification. In this technique,
first of all, the project is divided into activities and events. After
that proper sequence is ascertained, and a network is constructed.
After that time needed in each activity is calculated and the critical
path (longest path connecting all the events) is determined.
PERT
- is an acronym for Program (Project) Evaluation and Review
Technique, in which planning, scheduling, organizing, coordinating
and controlling uncertain activities take place. The technique
studies and represents the tasks undertaken to complete a project,
to identify the least time for completing a task and the minimum
time required to complete the whole project. It was developed in
the late 1950s. It is aimed to reduce the time and cost of the
project.
 CPM
(CRITICAL PATH METHOD)
CPM
- Developed in the late 1950s, Critical Path Method or CPM is an
algorithm used for planning, scheduling, coordination and control
of activities in a project. Here, it is assumed that the activity
duration is fixed and certain. CPM is used to compute the earliest
and latest possible start time for each activity.

The process differentiates the critical and non-critical

activities to reduce the time and avoid the queue generation in the
process. The reason for the identification of critical activities is
that, if any activity is delayed, it will cause the whole process to
suffer. That is why it is named as Critical Path Method.
CPM
- In this method, first of all, a list is prepared consisting of all the
activities needed to complete a project, followed by the
computation of time required to complete each activity. After that,
the dependency between the activities is determined. Here, ‘path’ is
defined as a sequence of activities in a network. The critical path is
the path with the highest length.
KEY DIFFERENCES

PERT CPM
 BASIS FOR COMPARISON PERT CPM

PERT is a project management CPM is a statistical technique of

MEANING technique, used to manage project management that manages
uncertain activities of a project. well defined activities of a project

A technique of planning and

WHAT IS IT? A method to control cost and time
control of time.
ORIENTATION Event-oriented Activity-oriented
Evolved as Research &
EVOLUTION Evolved as Construction project
Development project
MODEL Probabilistic Model Deterministic Model

FOCUSES ON Time Time-cost Trade-off

ESTIMATES Three time estimates One time estimate

APPROPRIATE FOR High precision time estimate Reasonable time estimate

MANAGEMENT OF Unpredictable Activities Predictable Activities

NATURE OF JOBS Non-repetitive Nature Repetitive Nature

CRITICAL AND NON-CRITICAL ACTIVITIES No Differentiation Differentiated

Non-Research projects (e.g. Civil

SUITABLE FOR Research and Development
Construction)
CRASHING CONCEPT Not Applicable Applicable
BASIS FOR
PERT CPM
COMPARISON
PERT is a project CPM is a statistical
management technique of project
MEANING technique, used to management that
manage uncertain manages well defined
activities of a project. activities of a project
A technique of
A method to control
WHAT IS IT? planning and control
cost and time
of time.
ORIENTATION Event-oriented Activity-oriented
Evolved as Research & Evolved as
EVOLUTION
Development project Construction project
MODEL Probabilistic Model Deterministic Model
FOCUSES ON Time Time-cost Trade-off
ESTIMATES Three time estimates One time estimate
High precision time Reasonable time
APPROPRIATE FOR
estimate estimate
 Unpredictable
MANAGEMENT OF Predictable Activities
Activities
NATURE OF JOBS Non-repetitive Nature Repetitive Nature
CRITICAL AND NON-
No Differentiation Differentiated
CRITICAL ACTIVITIES
Non-Research
Research and
SUITABLE FOR projects (e.g. Civil
Development
Construction)
CRASHING CONCEPT Not Applicable Applicable
KEY DIFFERENCES
1. PERT is a project management technique, whereby planning,
scheduling, organizing, coordinating and controlling uncertain
activities are done. CPM is a statistical technique of project
management in which planning, scheduling, organizing,
coordination and control of well-defined activities take place.

2. PERT is a technique of planning and control of time. Unlike CPM,

which is a method to control costs and time.

3. While PERT is evolved as a research and development project,

CPM evolved as a construction project.
4. PERT is set according to events while CPM is aligned towards
activities.

5. A deterministic model is used in CPM. Conversely, PERT uses a

probabilistic model.

6. There are three times estimates in PERT, i.e. optimistic time (to),
most likely time ™, pessimistic time (tp). On the other hand, there
is only one estimate in CPM.

7. PERT technique is best suited for a high precision time estimate,

whereas CPM is appropriate for a reasonable time estimate.

8. PERT deals with unpredictable activities, but CPM deals with

predictable activities.
9. PERT is used where the nature of the job is non-repetitive. In
contrast to, CPM involves the job of repetitive nature.

10. There is a demarcation between critical and non-critical

activities in CPM, which is not in the case of PERT.

11. PERT is best for research and development projects, but CPM is
for non-research projects like construction projects.
 CPM
(EXAMPLES)
FIND THE CRITICAL PATH
FIND THE CRITICAL PATH USING FORWARD-BACKWARD PASS
PERT
(EXAMPLES)
FIND THE CRITICAL PATH
𝑧 = 0.76 ; 𝜓 𝑧 = 0.7764
𝑧 = 0.77; 𝜓 𝑧 = 0.7794
0.7764 + 0.7794
𝜓 𝑧 = = 0.7779 ≡ 77.8%
2

❖ 77.8% Probability of completing the subject in 26 days

GANTT CHART
 The first Gantt chart was devised in the mid-1890s by Karol
Adamiecki, a Polish engineer who ran a steelwork in southern Poland and
had become interested in management ideas and techniques.

Some 15 years after Adamiecki, Henry Gantt, an American engineer

and project management consultant, devised his own version of the chart
and it was this that became widely known and popular in western
countries.

It is one of the most popular and useful ways of showing activities

(tasks or events) displayed against time. On the left of the chart is a list of
the activities and along the top is a suitable time scale. Each activity is
represented by a bar; the position and length of the bar reflects the start
date, duration, and end date of the activity.
This allows you to see briefly:
• What the various activities are
• When each activity begins and ends
• How long each activity is scheduled to last
• Where activities overlap with other activities, and by how much
• The start and end date of the whole project
GANTT CHART
(CREATION)
There are two methods in creating Gantt Chart.
1. Forward Schedule: starting with the list of activities and a given date
follow them forward in time until you hit the given deadline.
2. Backward Schedule: look at the deadline, from that date, work in the
logical list of activities.
Steps to creating a Gantt Chart:
1. Determine Project start date and deadline.
2. Gather all information surrounding the list of activities within a project-
the Work Breakdown Structure may be useful for this.
3. Determine how long each activity will take.
4. Evaluate what activities are dependent on others.
5. Create Graph shell including the timeline and list of activities.
6. Using either Forward or Backward Scheduling, begin to add bars
ensuring to include dependencies and the full duration for each activity
GANTT CHART
(ADVANTAGES & DISADVANTAGES)
ADVANTAGES:
1. Useful tool for displaying time-based information within project.
2. Very simple to create.
3. They provide useful overview of project planning.
4. The charts are widely used and understood.
5. There are several PC software packages that allow you to build Gantt
Charts
DISADVANTAGES:
1. Does not give you the ability to visualize the exact progress of the project.
2. Does not show detailed sequence of activity.
3. Does not show critical activities.
4. Does not show precise effect of delay or failure to complete an activity on
time.
5. Does not explain the reasoning behind the chosen duration of each
activity.
S-CURVE
S-CURVE
- is a graph that shows the relevant cumulative data for your
project. The data can be costs, person-hours, etc.

- is a good communication tool and helps project managers

communicate project progress to project stakeholders.

- is a mathematical graph that represents the aggregate data for

a project. This information can be the project cost or the number
of person-hours against time.

- Typically, the s-curve tracks work progress, forecasts cash

flow, and assesses performance. The s-curve’s ability to display
real-time cumulative data and compare it with the planned
progress is the key reason for its popularity.
S-CURVE
(TYPES)
 BASELINE S-CURVE
-Before the project starts, a schedule is created to outline the
anticipated resource allocation and task sequencing. The schedule
is called the baseline schedule; the s-curve drawn from this
schedule is known as a baseline s-curve.

-This s-curve shows the project’s anticipated progress. The

baseline schedule can be revised if project parameters, such as
duration, scope, etc., change.
 TARGET S-CURVE
- A target s-curve can be produced from the production schedule,
and it represents the project’s ideal progress as though the actual
progress is the same as planned progress. In a perfect world
where a project is on budget and on time, the target s-curve would
intersect the baseline s-curve at the project’s conclusion.
 COST VS TIME S-CURVE
- The costs vs time s-curve is useful for projects that include labor
and non-labor costs such as subcontracting, hiring, and supplying
materials. It shows the total cost incurred throughout the project
life cycle and can be used to calculate the project cost and cash
flow.
VALUE AND PERCENTAGE S-CURVE
- S-curves can be plotted as absolute quantities such as values vs
time or costs or person-hours vs time. Value s-curves can be used
to calculate the number of man-hours or amount spent so far, as
well as the number of person-hours or costs needed to finish the
project.

- Percentage s-curves can be used to compare the project’s

planned vs actual completion in a percentage, the project’s
percentage growth, contraction, etc.
 MAN-HOURS VS. TIME S-CURVE
- The man-hours vs time s-curve is suitable for labor-intensive
projects and shows the number of man-hours spent on the project
over time. The man-hours is the sum of the manpower needed and
the number of hours to execute the task.
 ACTUAL S-CURVE
- This s-curve shows the actual progress, but it can be used to
compare progress with the target baseline s-curve to compare the
performance.

- The actual s-curve ends at the project’s cut-off date, which is the
last day that the production schedule is updated. The actual s-
curve meets the target s-curve at the end of the project.
THANK YOU!