CE 401

Project Planning and Management

Ashikur Rahman
Lecturer, Dept. of CE
What is a Project?

A project is composed of jobs, activities, functions or tasks that

are related one to the other in some manner, and all of these
should be completed in order to complete the project.

Every project has one specific purpose: it starts at some specific moment,
and it is finished when its objective have been fulfilled.
What is a Project?

• Two basic things are required to complete a project. Material

resources and Manpower resources.
• While technology deals with materials things, management
deals with both materials as well as human beings
• Management increases the productivity through technological
innovation considering human factors involved in these
advances.
Objective of a Project

Each Project, whether big or small has three objectives:

1. The project should be completed with a minimum of elapsed
time
2. It should use available manpower and other resources as
sparingly as possible, without delay
3. It should be completed with a minimum of capital investment,
without delay
Objective of a Project

Time + Cost Output

Input
Project Planning

• Planning is the most important phase of project management.

• This involves defining objectives of the project, listing of

tasks or jobs that must be performed, determining gross
requirements for materials, equipment and manpower and
preparing estimates of costs and durations for the various
jobs or activities to bring about the satisfactory completion of the
project.
Project Planning

Planning is important because:

• It provides direction
• It provides unifying framework
• It provides helps to reveal future opportunities and threats
• It provides performance standards
In the Planning phase, Plan is made, and Strategies are set, taking
into consideration the company’s policies and rules.
Steps in Project Planning

Following 8 steps are generally recognized in the planning process

of a project:

• DEFINE the objectives of the project in definite words

• ESTABLISH goals and stages intermediate to attain the final target
• DEVELOP forecast and means of achieving goals i.e. activities
• EVALUATE organization’s resources, financial, managerial and
operational status to carry out activities and to determine what is
feasible and what is not.
• DETERMINE alternatives course of action that will allow
accomplishing goals.
Steps in Project Planning

• TEST for consistency with company’s policy

• CHOOSE an alternative which is not only consistent with its goal
and concept but also one that can be accomplished with the
evaluate resources.
• DECIDE on a plan.
Bar Charts

A Project generally consists of a number of well-defined manageable

units or activities that should be performed or completed in a
definite sequence. These activities or jobs are those operations of
the project plan, which take time to carry out and on which
resources are expanded.
• A Bar chart consists of two co-ordinate axes, one (usually
horizontal axis) representing the time elapsed and the other (the
vertical axis) represents the jobs or activities to be performed.
• Each Bar represents on specific job or activity of the project.
Bar Charts

BAR CHARTS allows to see at a glance:

• 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

To summarize, a Gantt chart shows you what has to be done

(the activities) and when (the schedule).
Bar Charts

• The beginning and end of each Bar represents the time of start and
time of finish of that activity

• The length of Bar charts therefore represents the time required for
the completion of that job or activity.

• While there are some activities that succeed a preceding activity

and cannot started unless the preceding activity is completed
• The concurrent activities or jobs are represented by bar running
parallel or overlapping each other time wise
• The other types of the activities have bars that run serially one
after another
BAR Charts
Activity Duration
Example 1: Number (Weeks)
The activity breaks down for a project is as follows: 1 1
• Activity 2 and activity 3 can be done concurrently, and both must follow activity 1. 2 2
• Activity 2 must precede activity 4 3 4
• Activity 5 cannot begin until both activities 2 and 3 are completed 4 3
• Activity 6 can be started only after activities 4 and 5 completed 5 1
• Activity 7 is the last activity that can be started only after completion of activity 5 6 2
• Draw the Bar chart 7 4
 BAR Charts

Activity

1
2
3
4
5
6
7
1 2 3 4 5 6 7 8 9 10
Week
BAR Charts

Example 2:
Draw the Bar chart for “Finalization of Design and work order” for a building
project.

Duration
Activity Description
(week)
A Site selection and Survey 4
B Design 6
C Preparation of Drawings 3
D Preparation of Specifications and Tender Documents 2
E Tendering Process 4
F Selection of Contractor 1
G Award of Work order 1
What is the project duration?
 BAR Charts

Activity

A
B
C
D
E
F
G
1 2 3 4 5 6 7 8 9 10 11 12 13 14
PERT Network

PERT: Program Evaluation Review Technique

 Elements of Network

• Network technique is one of the most modern tools of project

management.
• For networking entire project breaks up into a number of well-defined
jobs or tasks.
• The beginning or end of each such activity constitutes an event of
the project.
• A network is a flow diagram consisting of activities and events,
connected logically and sequentially.
Elements of Network

Example of Network Diagram

 Inter Relationship Between Events

The order or sequence relates various events as

a) Successor events
b) Predecessor events

Successor events: The event or events that follow another event are
called Successor events to that event. The event or events that
immediately follow another event without any intervening ones are
called immediate Successor events to that event.
Predecessor events: The event or events that occur before another
event are called Predecessor events to that event. The event or events
that immediately come before another event without any intervening
ones are called immediate predecessor events to that event.
Dummy Activity

A dummy is a type of operation in the network, which neither requires any time
nor any resources, but merely a device to identify a dependency among
operations.

A dummy is also represented by an arrow in a network diagram; but since it is

not an activity, it is represented by dashed arrow.

Activity

Dummy
Dummy Activity

• Activities A and B are to be performed serially.

• Similarly, activities C and D are to be performed serially.
• Both the sets are performed simultaneously.
• However, from practical considerations it is found that activity D cannot be
performed unless activity A is completed.
• So, a dummy link is required.

A C
1 2 3

Dummy
B

D
4 5
Example:1

Draw a network diagram for the project having 9 activities, with the following
interrelationships:
• A and B start at the same time C
• C follows D but precedes F 3 4
H
• C follows B but precedes H B F
• G follows F but precedes I
• E follows A but precedes I D
• D follows A 1 5 7
• H and I terminate at the same time.
G
A
I
2 6
E
Planning for Network Construction

Depending upon the sense of thinking with respect to the end configuration of the plan,
networks can be constructed either by forward planning or by backward planning or by
combination of both forward and backward planning.

1. Forward Planning: In this method, the planner starts from the initial event and builds up
the events and activities logically and sequentially until the end event is reached. In this
method, while considering an activity, a planner asks him the following questions:
• What event comes next?
• What are dependent events?
• What events can take place concurrently?
The answer to these questions is not that simple, specially in a complex situation.

2. Backward Planning: In this method, the planner starts with the final or end event, and
arranges the events and activities until the initial event is reached. Keeping the goal in
view, the planner asks himself “if we want to achieve this, what events or activities should have
taken place?
Planning for Network Construction

3. Combined Planning: In practice, a combination of both forward planning and backward

planning is followed . At any stage, the planner may need traverse the network back and forth
several times until it is found to be satisfactory
Expected Time
Expected Time

The average time taken for the completion of an activity or job is defined
as expected time and denoted by 𝒕𝑬 .
• In computing the expected time, a weightage of 1 is given to the optimistic
time(𝑡0 ), a weightage of 4 is given to the most likely time(𝑡𝐿 ) and a weightage of
1 is given to the pessimistic time(𝑡𝑃 ).

𝑡𝐸 = (𝑡0 +4𝑡𝐿 + 𝑡𝑃 )/6

𝑡𝑝 −𝑡𝑜
Standard Deviation, 𝜎 =
6
Variance = 𝜎 2
Expected Time: Example
Expected Time: Example
Expected Time: Example
PERT: Time Computations

In a complex network, it is necessary to follow a systematic method for

determining the critical path. This is achieved by first computing for each event
the following two time estimates:
Earlier expected time (𝑻𝑬 )
Latest allowable occurrence time (𝑻𝑳 )

Optimistic time, Most likely time and Pessimistic time are referring to an
activity while Earlier expected time and Latest allowable occurrence time refer
to an event.
Earliest Expected Time 𝑻𝑬

The earliest expected time is the time when an event can be expected to occur.
It is represented by 𝑻𝑬 and appears above or below the node (event circle) in a
network.
The earliest expected time (𝑻𝑬 ) is computed by adding the expected times (𝒕𝑬 )
of all the activities along an activities path leading to that event. If more than
one activity paths lead to that event, then the maximum of the sum of 𝒕𝑬
along the various paths will give the earliest expected time.
Earliest Expected Time 𝑻𝑬
Earliest Expected Time 𝑻𝑬

Earliest expected time of

initial event always zero (0)
Formulation for 𝑻𝑬
Formulation for 𝑻𝑬

Earliest expected time of

initial event always zero (0)
Formulation for 𝑻𝑬
 Latest Allowable Occurrence Time

A planner is concerned with the completion of the project within the schedule
time. For each event, therefore, some time limit is allotted by which that event
must occur. The latest time, by which an event must occur, to keep the
project on schedule is called the latest allowable occurrence time. It is
denoted by symbol 𝑻𝑳

Whenever a project is taken in hand. decision is made regarding the

completion time of the project and is called Schedule completion time and
is denoted by 𝑻𝑺 . Generally, 𝑻𝑺 refers to the latest allowable occurrence
time of the final event (𝑻𝑺 = 𝑻𝑳 ).
Latest Allowable Occurrence Time

𝑡𝐸𝑖𝑗
i j
𝑇𝐿𝑖 𝑇𝐿𝑗
𝑻𝑳𝒊 = 𝑻𝑳𝒋 − 𝒕𝑬𝒊𝒋

𝑻𝑳𝒊 = (𝑻𝑬𝒋 −𝒕𝑬𝒊𝒋 )𝒎𝒊𝒏

Latest Allowable Occurrence Time
Latest Allowable Occurrence Time
Latest Allowable Occurrence Time
Latest Allowable Occurrence Time
Latest Allowable Occurrence Time
 PERT Example

The following figure shows the network for a construction project, with three-time estimates of
each activity marked. Determine:
(a) Critical path and its standard deviation.
(b) Probability of completion of project in 40 days.
(c) Time duration that will provide 95% probability of its completion in time.
 Assignment

Determine the earliest expected time and latest allowable occurrence time for each events.
Show detailed calculation.
 PERT Example

The following figure shows the network for a construction project, with three-time estimates of
each activity marked. Determine: Expected time for each event.
PERT Example

17
PERT Example
PERT Example
PERT Example
 PERT Example

(b) Probability of completion of project in 40 days.

 PERT Example

(b) Probability of completion of project in 40 days.

𝑻𝒔 − 𝑻𝑬 𝑷𝒓𝒐𝒋𝒆𝒄𝒕 𝑪𝒐𝒎𝒑𝒍𝒆𝒕𝒊𝒐𝒏 𝑻𝒊𝒎𝒆 − 𝑬𝒙𝒑𝒆𝒄𝒕𝒆𝒅 𝒕𝒊𝒎𝒆 𝒐𝒇 𝒕𝒉𝒆 𝒇𝒊𝒏𝒂𝒍 𝒆𝒗𝒆𝒏𝒕

𝒁= =
𝝈 𝑺𝒕𝒂𝒏𝒅𝒂𝒓𝒅 𝒅𝒆𝒗𝒊𝒂𝒕𝒊𝒐𝒏

𝑇𝑠 − 𝑇𝐸 40 − 35
𝑍= = = 1.74
𝜎 2.87
𝒁 𝒗𝒂𝒍𝒖𝒆𝒔

Probability values
or P values
 𝒁 = 𝟏. 𝟕𝟒

P = 0.959
= 96%
 PERT Example

(c) Time duration that will provide 95% probability of its completion in time.

P = 95% = 0.95
Z = 1.65
 PERT Example

(c) Time duration that will provide 95% probability of its completion in time.
P = 95% = 0.95
Z = 1.65

𝑇𝑠 − 𝑇𝐸
𝑍=
𝜎
𝑇𝑠 − 35
1.65 =
2.87

𝑻𝒔 = 𝟑𝟗. 𝟕𝟒