PART #2:

SCHEDULE
DEVELOPMENT

www.coachirwan.com
Topics to be Covered
❑ PMBoK Scheduling process
❑ Key scheduling process
❑ Scope definition
❑ Work Breakdown Structure (WBS)
❑ Activity sequencing
❑ Activity resource planning
❑ Activity duration estimate
❑ Create project schedule
❑ Cost estimating & budgeting
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1. PMBoK Scheduling process
Plan schedule management

Define project activities

Sequence activities

Estimate durations

Develop the project

schedule

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2. Key scheduling process
Schedule
Management
Activity
Scope Sequencing
Definition

Create
Schedule
Create WBS
Activity Activity
Resource Duration
Planning Estimating

Cost Cost
Scope Estimating Budgeting
Management
Cost Management
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Scope Definition

• Identify what work is in project

scope; deliverables, costs and
deadlines
• Identify what should be included
but not explicitly documented
• Define assumptions made for
schedule development
• Establishes responsibilities for
team members
Work Breakdown
Structure (WBS)

• Technique used to identify all

activity required to produce the
deliverables
• Represented in hierarchy
format; Project is decomposed
into deliverables, activities and
sub-activities

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WBS Example
UNIVERSITY PROJECT
PROJECT 1.

PHASE
1.1 1.2 1.3 1.4 1.5
Planning Design Procurement Consruction Handing over

1.1.2 1.1.3
ACTIVITY 1.1.1
Estimate cost Approval of
Define Scope
of project scope and budget

TASK 1.1.1.1 1.1.1.2 1.1.2.1 1.1.2.2 1.1.2.3

Meeting with client Create Scope Research Caluculate Prepare Cost
to define Scope Document costs cost Estimate

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WBS Example
WZ Project

Deliverable 1 Deliverable 2 Deliverable 3 Deliverable 4

Work Package Work Package

Task 1.1 Task 1.2 Task 3.1
2.1 4.1

Work Package Work Package Work Package

Task 1.2.1
1.1.1 1.2.2 3.1.1

Work Package
1.2.1.1

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Activity Sequencing

• Relationship between activities

that define the logical sequence
of work
• Normally determine base on:
• Technical requirement
(Mandatory)
• Contractual requirement
(Mandatory)
• Resource optimization
(Discretionary)
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Link: Technical requirements

Method of
Construction

Construction &
Shop Drawing

Work Procedures

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Link: Contractual requirements

Temporary utility
services

Development order

Bond & Insurances

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Link: Resource optimisation

Repetitive
activities

Resource
smoothing

Resource levelling

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 ■ Specify the sequence/logical relationship
between project activities/works
■ Attributes to be considered:
1. Predecessor
2. Successor
3. Link/relationship type
Sequencing attributes 4. Lead time
5. Lag time
6. Task constraint

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1. Predecessor & 2. Successor

1 Predecessor 2 Successor

• Work must start/finish • Work where its start/finish

before next work can depends on start/finish of
start/finish work before it

Predecessor Act. A

Act. B Successor

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Example of predecessor & successor

Cast beams Laying bricks Plastering

Successor: Predecessor: Cast beams Predecessor:

Laying bricks Successor: Plastering Laying bricks

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3. Relationship (link) types

3.1 FS – Finish to Start 3.2 SS – Start to Start

• Act. B can’t Start until Act. • Act. B can’t Start until

A Finish Act. A start
Install door
Act. A Act. A frame

Piling Act. B Act. B Install window

frame
Pile cap

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3. Relationship (link) types

3.3 FF – Finish to Finish 3.4 SF – Start to Finish

• Act. B can’t Finish until • Act. B can’t Finish until

Act. A Finish Act. A Start
Install Decommission
Act. A evaporator Act. A old system

Act. B Terminate Commission

Act. B
cable new system

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4. Lead time
■ Starting the activity earlier
■ Example:
Structure work to start 5 days before earthwork completed

FS – 5d Earthwork

Structure work
5d
Lead time

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5. Lag time
■ Delaying the activity
■ Example:
Structure work to start 5 days after earthwork completed

FS + 5d Earthwork

Structure work
5d
Lag time

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6. Task constraint
■ Restrictions that are imposed on tasks to start or finish on a certain date
■ There are three types: soft, flexible, and hard constraints
– Soft: does not have any date restriction (ASAP, ALAP)
– Flexible: imposed date restriction, but only control the earliest or latest
start or finish dates (SNET, FNET, SNLT, FNLT)
– Hard: impose a date restriction and can be seen as a “must” (MSO,
MFO)
■ To maintain the dynamic of the schedule, it's advisable to use the default
setting (ASAP)

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Activity Resource
Planning
v

• Why plan resources?

• Ensure the most effective use of
resources
• To set the role & responsibility
of project team member
• As a basis for the preparation of
project budget
 Why plan resources?
2. Activity duration
1. Role & responsibility 3. Activity-based costing
estimate

Responsible Assign Cost to execute activity

Matrix Effort driven Scheduling

Resource breakdown Budgeting

structure
D= Q/PR
Job Description Cash flow

Application of 4M in
Manpower, machinery, estimation Contract cost Vs Cost
material & money (4M)

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Activity Duration
Estimate

• The amount of time required to

complete an activity/work
• Depends on resources and the
productivity rate
• Determined base on quantity of
work need to be completed and
resources assigned

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Duration estimation technique

Use actual cost of previous,

Use project characteristics in
similar project as the basis for
mathematic model to estimate
the new estimate
(D=Q/PR)
(e.g. Standard design)

Analogous Estimate Parametric Estimates

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Duration estimation technique

Base on expertise that has been

acquired in a specific Consider risk at that respective
knowledge area (personal time
experience)

Expert Judgment Reserve Analysis

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Duration estimation technique

Use a weighted average of Use of group intelligence to

three scenarios; optimistic, determine duration. Opinion
pessimistic & most likely time: submitted anonymously, later
D = (O + 4M + P)/6 review as a group.

PERT Delphi

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Example: Parametric estimation + risk
Duration = (Quantity/Production rate) + risk consideration
Parametric = 100,000 m3
Duration 2G x 1,000 m3/day
= 100,000/2,000
= 50 days
Risk (20%) = 50 days x 0.2
= 10 days
Duration = 50 + 10 days
= 60 days

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 Exercise: Duration estimate using parametric + risk

Resource Production Work Total Prod. Risk Duration

No. Activity
Unit per Unit Quantity Rate (PR) Consideration (Qty/PR) + R

1 Earthwork 2 1,000 100,000 2,000 10% 55 d

2 Structure 3 100 9,000 300 Testing: 7 d 37 d

3 Architecture 3 100 12,000 300 Delivery: 10 d 50 d

Procurement:
4 M&E 2 40 2,400 80 35 d
5d

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Create Project
Schedule

Steps to create schedule:

• Create the network diagram
• Determine critical path
• Draw Gantt chart
• Compress the schedule
• Perform resource levelling
 Schedule info:
■ Start date - 1 Jun
■ Work hours - 8 am to 6 pm
■ No holidays (7 days week)
■ Link type – Finish to Start (FS)
1. Critical path analysis
Question:
■ Create network diagram
■ What is project finish date?
■ Which path is critical?

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Critical path analysis
2 Step:
ES Dur EF
1. Forward pass EFpre = 1/6
ES = 2/6; Duration = 5
Description
ES = EFpre + 1 EF = 2/6 + 5 – 1 = 6/6
EF = ES + Dur – 1
LS Total Slack LF LSsuc = 12/6
2. Backward pass
LF = 11/6; Duration = 5
LF = LSsuc - 1 LS = 11/6 – 5 + 1 = 7/6
LS = LF – Dur + 1
11/6 – 6/6 = 5 d
Total slack (Float)
7/6 – 2/6 = 5 d
= LF – EF or
= LS – ES

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Activity details
Activity Predecessor Duration

Start - 0

A – Do product research Start 5

B – Design product concept A 6

C – Write specification A 7

D – Notify factory A 4

E – Build prototype B, C 5

F – Setup production D 4

G – Commence production C, E, F 3

Finish G 0
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 Critical path analysis
6/6 6 11/6 13/6 5 17/6

B E
7/6 1 12/6 13/6 0 17/6

1/6 5 5/6 6/6 7 12/6 18/6 3 20/6

Start Finish
A C G
1/6 1/6 0 5/6 6/6 0 12/6 18/6 0 20/6 20/6

6/6 4 9/6 13/6

10/6 4

D F
10/6 4 13/6 14/6 4 17/6

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 ■ Technique to shorten project duration
■ Consist of two methods: Fast tracking &
crashing
■ At planning stage: to shorten the
schedule in order to meet Start Date &
Finish Date as stipulated in the Letter of
2. Schedule compression Tender Acceptance
■ At construction stage: to shorten the
schedule in order to mitigate delay in
project progress
■ Technique involves setting deadline and
identifying negative float

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 Fast Tracking

Involve 1M (Method) – adjustment to link; predecessor,

successor, lead & lag time

For activity not yet started (critical tasks only)

Adjustment to activity relationship so that work can be started

earlier or concurrent

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 Crashing
Shorten duration by:
i. Increase working hours; or
ii. Increase resources
Duration = Quantity / Production rate

For activity not yet started or is on going (critical tasks only)

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3. Resource
Levelling

• Resource allocation will be

indicated after schedule is
created
• Adjustment should de made if
amount of resources are not
adequate

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Over allocated & under allocated resource

Over-allocated
Allocated

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Cost Estimating
and Budgeting

• Forecasting the cost needed to

complete a project within a
defined scope
• Allocation of the total amount of
the estimated cost estimate to
the project budget

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Cost & budget estimation

Cost estimation Cost budgeting

▪ Estimate at task/sub-task level ▪ Determine budget or

▪ Contract cost: Cost as per BQ is expenditure for various
assigned to each activity or task estimated cost
▪ Project cost: Cost for resources (as ▪ Contractor’s budget to execute
a group or separately) the works
▪ Client’s budget for interim
payments

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Example: Cost estimation

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