PERT/CPM

5. INDICATES THE EARLIEST STARTING DATE FOR EACH WORK OPERATIONS AND SUB-
CONTRACTS FOR SUPPLY AND DELIVERY OF MATERIALS.

6. SHOWS THE MOST ADVANTAGUOUS SCHEDULING FOR ALL OPERATION.

7. ASSESS THE EFFECT ON THE OVERALL PROJECT VARIATIONS IN ONE OPERATION SUCH AS
CHANGE ORDERS.

8. OFFERS A MEANS OF RE-SCHEDULING THE OPERATIONS BUT STILL TO BE COMPLETED AT THE

LEAST INCREASE IN COST.

9. ADDITIONAL PAYMENT FOR REVISION

10. REVISION AND NEW COMPUTATION IS MADE IN CASE OF SERIOUS DELAY.

 PROJECT CONSTRUCTION, PLANNING’S MOST
IMPORTANT CONSIDERATIONS INCLUDES:
1. GATHERING OF ALL THE NECESSARY INPUT DATA TO MAKE THE PERT/CPM WORKS.

2. PLANNING PHASE IS THE MAIN WORK OF THE CONTRACTOR FOR BEING FAMILIAR AND KNOWLEDGEABLE
OF COSTING METHODS OF DOING BUSINESS.

3. CONTRACTOR SEEK ASSISTANCE FOR THE ACCOMPLISHMENT OF HIS WORK PARTICULAR THE GATHERING
OF DATA.

4. CONTRACTOR HAS THE COMPLETE PERCEIPTION, EXPERIENCES, RESOURCES AND INTEREST IN GETTING
THE PROJECT DONE IN THE BEST POSSIBLE TIME AND COST.

5. PLANNING STAGES GIVE THE CONTRACTOR A “DRY RUN” ON THE CONSTRUCTION OF THE PROJECT.

6. CONTRACTOR MUST DO HE WANTS FOR AN EFFECTIVE APPROACH AND USE OF THE CONSTRUCTION
MANAGEMENT.

7. OBTAINS INTIMATE FIRST HAND KNOWLEDGE OF THE JOB AND GAIN INSIIGHT AND DETAILS OF
ANTICIPATED PROBLEMS.
PERT/CPM SCHEDULING

SCHEDULING IS DEFINED AS THE PROCESS OF TRANSLATING THE ARROW INTO TIME TABLE OF
CALENDAR DAYS WHICH PERMITS THE INCLUSION OF WEEKENDS, HOLIDAYS, WEATHER AND
OTHER TIME LOST.

IT SHOWS THE RELATIONSHIPS BETWEEN THE OPERATIONS AND THE LEEWAY LIMITATIONS. ALL
ACTIVITIES SHOULD BE CHECKED WITH THE DAY TO DAY TABLE. NON CRITICAL ACTIVITIES CAN
BE SCHEDULED TO MORE EFFICIENTLY UTILIZE MANPOWER AND AVAILABLE RESOURCES.

JOB CONTROL THROUGH THE USE OF PERT/CPM GIVES THE MANAGEMENT A RELIABLE SYSTEM
TO IDENTIFY JOB PROBLEMS WITHIN DAYS INSTEAD OF MONTHS.
THE PERT/CPM DIAGRAM SHOULD BE UPDATED PERIODICALLY TO
ACCOUNT FOR:
 TIME DISCREPANCIES

 DELIVERIES

 WEATHER

 CHANGE ORDERS

 UNEXPECTED EVENTS OR

CONDITION

Updating the diagram is based on

the number of days the project is
out of schedule.
CONTROLLING AND MONITORING
FLEXIBILITY AND UPDATED RE-COMPUTATION BROUGHT ABOUT BY CHANGING CONDITIONS IS THE
KEY TO A SUCCESSFUL NETWORK PROGRAMMING. TO KEEP THE SCHEDULE MORE UP TO DATE AND
MEANINGFUL, IT CAN BE DONE WITH THE ASSISTANCE OF COMPUTER TO HAVE THE FOLLOWING
OUTPUT:

1. THE CONTRACTOR IS SUPPLIED WITH TIME STATUS REPORTS SHOWING THE OVERALL STATUS OF
THE PROJECT IN GENERAL AND IN PARTICULAR.

2. THE CONTRACTOR IS PROVIDED WITH REVISED SCHEDULES WHICH REFLECT THE ACTUAL WORK
CONDITIONS AND THE PROJECT STATUS.

3. THE CONTRACTOR IS SUPPLIED WITH COST STATUS REPORTS SHOWING HOW MUCH MONEY IS
BEING DISBURSED FOR WHAT TYPE OF EXPENSES.

4. THE CONTRACTOR SHOULD BE SUPPLIED WITH THOSE REPORTS AS FREQUENTLY AS DESIRED OR

REQUIRED TO MAINTAIN CONTROL OVER THE PROJECT.
FIVE (5) INPUTS THAT CAN BE OBTAINED FROM THE
PLANNING PHASE

1. A NETWORK DIAGRAM DEFINING THE ACTIVITIES IN THE PROJECT.

2. DURATION OF ACTIVITIES

3. COST ESTIMATES OF THE ACTIVITIES FOR MONITORING COST, CASH FLOW REQUIREMENTS.

4. RESOURCE ESTIMATES

5. TRADE INDICATORS FOR ACTIVITY GROUPING

FOUR (4) OUTPUT THAT CAN BE OBTAINED FROM THE SCHEDULE PHASE:

1. THE SCHEDULE OF ACTIVITIES IN THE NETWORK IN THE FF:

 CRITICAL ACTIVITIES
 EARLIEST START DATE FOR EACH ACTIVITY
 EARLIEST FINISH DATE FOR EACH ACTIVITY
 LATEST START DATE FOR EACH ACTIVITY
 LATEST FINISH DATE FOR EACH ACTIVITY
 FLOAT TO THE AMOUNT OF EXTRA TIME AVAILABLE FOR AN ACTIVITY

2. BAR CHART OR A TIME SCALED NETWORK

3. RESOURCE ANALYSIS – NUMBER AND KIND OF RESOURCES, MANPOWER, EQUIPMENT AND

OTHERS

4. CASH REQUIREMENT – CASH TO BE DISBURSED FOR THE JOB AND THE AMOUNT OF
MONEY
THE CONTROL MONITOR PHASE
USES ACTUAL DATA WHICH INCLUDES:
1. ADDITION TO THE PROJECT

2. DELETION FROM THE PROJECT

3. CHANGES AS TO DURATION, DESCRIPTION, TRADE INDICATORS, COST OR RESOURCE ESTIMATES

4. ACTUAL STARTING DATES

5. ACTUAL FINISHING DATES

THE OUTPUT PHASE CONSISTS OF THE FOLLOWING:

1. TIME STATUS REPORT

2. REVISED SCHEDULES

3. REVISED BAR CHARTS/ ARROW DIAGRAM OR NETWORK