Definition

• Planninginvolves identification
of a task or tasks that need to
occur
• Scheduling involves assigning
the future action needed to
accomplish a given task to occur
on a certain date and time
• it provides schedule component
names, definitions, structural
relationships & formats that
support the application of a
scheduling method
• one of the factors that influence
the sequence activities process
 Program Evaluation
GANTT Chart
& Review Technique

Schedule Network Schedule

Analysis Compression

Critical Path Method

Risk Multipliers
(CPM)
GANTT Chart
• Horizontal bar chart that illustrates a project schedule
• Lists the tasks to be performed on the vertical axis &
time intervals (e.g. days, weeks, months) on the
horizontal axis
• Each activity is shown as a bar
• Depending on task dependencies & resource availability,
these bars may be sequential or run in parallel
• Each bar is plotted to start at the earlier possible start
date
• Makes it easy to plan, manage & communicate your
construction schedule
GANTT Chart
CPM (Critical Path Method)
•Was designed as a tool for planning,
scheduling and control of the
construction work
•It determines by adding the times of all
activities on the critical path, the
earliest time that the project can be
completed
PERT (Program Evaluation and Review Techniques)
• A statistical tool used in project management which
was designed to analyze & represent the tasks
involved in completing a given project
• It analyzes the time required to complete each task
and its associated dependencies to determine the
minimum time to complete a project
• Was developed as a result as a result of looking for an
improved method of planning and evaluating progress
of a large scale research and development program
• It differs from CPM charts in the way times are
calculated for activities
• The use of PERT began in 1958 through the joint
efforts of the Lockheed Aircraft, the US Navy
Special project Office and the consulting firm of
BOOZ, Allen Hamilton in the effort's of the U.S.
government to speed up the Polaris Missile
project.
• In 1956, prior to the development of PERT, the
CPM was developed by J.E. Kelly of the Remington
Rand corp. and M.R. Walker of Du Pont in an effort
by commercial industry to make advanced
scheduling and cost control methods.
• April 1958, CPM in application was demonstrated
in a real success
 On January 27, 1968, Pres. Ferdinand E. Marcos
issued Memorandum Circular No. 153 which
provides that;

“In order that the performance discipline on the field

could be controlled and easy reporting system could
be made to facilitate the monitoring, evaluation,
inspection completion of infrastructure projects, all
heads of departments and chief of bureaus and
offices concerned are hereby required to change the
old system of preparing the work programs of said
projects from the Ganntt Chart (Bar Type) to the
PERT/CPM network. Strict compliance herewith is
enjoined.”
Under Presidential Decree (PD 1594),
Prescribing Policies, Guidelines, Rules and
Regulations for government infrastructures
contracts provides that:

“ the program of work shall include, among other

things, estimates of the work items, quantities,
costs and a PERT/CPM network of the project
activities… in the preparation of the bidding
documents …
 On June 19, 1968, the Executive Committee
for Infrastructure Program implements the
Presidential Order in a letter to all
implementing agencies to wit:

“Your attention is invited to a Presidential Order

requiring the preparation of a PERT/CPM diagram
for every major project prior to their actual
construction”
 Section R.A. 5979 requires the
application of PERT/CPM
technique to all projects with an
estimated cost of P100,000 or
more. Thus, PERT/CPM now has
become an integral part as
requirements of project
construction management.
 1.) Network Planning

2.) Network Scheduling

3.) Network Control &

Monitoring
• sometimes referred to as
activity planning
• this involves the
identification of the
relevant activities for the
project
• scheduling or sequence
involves distribution of
work time to each work
operation and determining
when to start and when to
finish
• defined as the process of
translating the arrow diagram
into time table of calendar days
• performed by using a forward and
backward pass computational
procedures
• these computations give the
earliest and latest, starting and
finishing times for each activity
• resource allocation, and time-
cost trade-off are other functions
performed during network
scheduling
• includes tracking
the progress of a
project on the
basis of the
network schedule
and taking
corrective actions
when needed
Major reasons for construction
failure:
• Unbalanced organization due to
lack of planning and scheduling
• Lack of financial planning
• Poor cost control
Principle No. 1
Everything in the network or arrow diagram must
have a meaning. Thus,
A.) Every arrow represents an item of work and is
called Activity.
Excavation

B.) An event is the starting point of an activity

represented by a circle, square or any geometrical
form.
Excavation
1
C.) An activity is dependent upon and cannot begin
until after the completion of all preceding
activities.

Making forms Pour footing slab

3

Order & delivery

of cement
D.) All activities that start with the same event
depend upon and cannot begin until after
completion of all activities that enter that event.

Making forms Pour footing slab

4
Order & delivery
of cement Pour pedestal
Principle No. 2
An activity has a single definite starting point and a
single definite ending point.

1 2
An arrow placed in the network must satisfy two
basic questions:

1. What activities must be completed before this

one can start?

2.) What activities cannot be started if this one is

not completed?
 pour footing block laying
4
digging forms
1 2 3

wall footing
Principle No. 3
The network(arrow diagram) does not describe time
relationships but rather dependency relationships. The
length and direction of an activity arrow has no relationship
to the amount of time required to accomplish the work
presented by it. Similarly, two activities starting with the
same event do not necessarily occur at the same time.

B
3
1 A 2
C
4
Principle No. 4
That the Network(arrow diagram) is hardly ever
done by a single person because the
accomplishment of the schedule made from the
network is influenced by several number of people
who have anything to do with the project and
should be consulted when making the network.
The use of Dummy:
Dummy is an arrow on a network showing the
dependent relationship between two activities.
However, dummy activity does not represent actual
work efforts, and do not consume time.
 A C A C

X Y

B D
Both A and B must be
completed before C can start.
D depends only on B not A.
X is called dummy.
B D
D depends on A and B
C depends on A only.
Y is a dummy.
1. Activity
- the work operations required to complete a
task or in short, is the actual work between
events.

Excavation
2 3
2. Events
- is a point in time signifying the beginning or
end of one or more activities.
Dummy Activity
- an arrow on a network showing the dependent
relationship between two activities. Does not
represent actual work efforts and do not consume
time. They may used to distinguish between two or
more parallel activities.

Path
- a sequence of activities that leads from the
starting node to the finishing node
Critical Path
- longest route in the network of activities
representing a project. The sum of the activities
duration along this route is the duration of the
projects.

Earliest Event
- earliest occurrence time of an event sometimes
called earliest event Time or Early Event Time. It
is the earliest time an event can happen without
delaying the Earliest start of any activity.
Earliest Start
- earliest start of an activity cannot be earlier
than the earliest event time of the event. In
other words, the Earliest Start of any activity is
always equal to the Earliest Event at the
beginning of an arrow which is sometime called i-
node. The point of an arrow is called j-node.

i-node j-node
Earliest Finish
- earliest finish of an activity is equal to its
Earliest Start plus its duration.
Latest Event Time
- is the latest time the event may occur
without delaying project completion.
Latest Finish
- latest finish of an activity cannot be later than
the latest time of its j-node.in short, all activities
with the same j-node have the same late finish
which is the same as the latest event time at
their common node.
Activity Total Float or Activity Total Slack
- span of time an activity can be delayed after its
earliest start time w/o delaying project
completion. It is numerically equal to the Total
Time for the activity minus the Activity duration.

Free Float
- refers to the amount of extra time that exists
for an activity when all activities preceding it
start at their Early Start date.
 1. All events should be numbered starting from
left to right.

2. No event number should be lower than the

number of event preceding it (left to right
direction)

3. Event number shall increase from left to right.

4. Events should be numbered from top to bottom.
Similarly, increasing should be consistent from top
to bottom or from bottom to top.

2
1
3 5 6

4
1. Use pencil in constructing precedence diagram
2. Activities without predecessors are placed at the
start of the network (left side)
3. Activities with multiple predecessors are located
at path intersections
4. Start with a single node and end with a single
node
5. Avoid having paths that cross with each other.
6. Number nodes from left to right.
7. Activities should go from left to right.
8. Use only arrow between any pair of nodes.
1. Use pencil in constructing precedence diagram
2. Activities without predecessors are placed at the
start of the network (left side)
3. Activities with multiple predecessors are located
at path intersections
4. Start with a single node and end with a single
node
5. Avoid having paths that cross with each other.
6. Number nodes from left to right.
7. Activities should go from left to right.
8. Use only arrow between any pair of nodes.
The method offers the solution through systematic
approach. Specific information provided by this are
enumerated as follows:
1.) PERT/CPM pinpoints the particular work
operations whose completion times are responsible
for controlling the completion date.

2.) It provides a means of speeding up a project

w/o excessive costs for overtime. Without the use
of PERT/CPM when speeding up of the project
overtime expenditures may be in total waste.
3.) It gives a time leeway or float available for
each of the non- critical work operations. The
information on float time will give the project
manager that opportunity to maneuver in their
planning and control of the operations.

4.) It establishes time boundaries for operations

with possibilities of shifting resources, equipment
and manpower to meet time requirements.
5.) It indicates the earliest starting date for each
work operations and sub-contracts for supply and
delivery of materials.

6.) It shows the most advantageous scheduling for

all operations. This gives planning information as
to time and cost in choosing methods, equipment,
crew and work hours.

7.) It offers a means of assessing the effect on the

overall project variations in one operation such as
change orders.
8.) In case of change order where the owner would
not want to extend the contract time, PERT/CPM
offers a means of re-scheduling the operations but
still to be completed at the least increase in cost.

9.) With the critical path schedule as revised to

reflect the change order, any claim if any, for
additional payment will be understood both by the
owner and to the contractor.
10.) In case of serious delay due to weather, late
material or equipment delivery, the network can
be revised at that stage and new computation is
made to determine the new critical operation if
any and revised float times determined for the
non-critical operations.
Example:
After consultation with the different construction
staff, the project manager has gathered the
following data to construct an office building
under the contact:
 Activities Time Duration in weeks
1 – 2 Demolition & Clearing 8
2 – 3 Excavation 14
2 – 5 Underground Installations 6
3 – 4 Foundation & Columns 5
4 – 5 Dummy 0
4 – 6 Construction of 2nd Floor 6
4 – 7 Roof Framing & Roofing 6
5 – 7 Ground Floor Slab 4
5 – 8 Mech. & Elect. Services 12
6 – 7 Const. of Interior Walls 12
7 – 8 Dummy 0
7 – 9 Const. of Interior Partitions 10
8 – 9 Mech. & Elect. Equip. & Fixtures 12
9 – 10 Painting & Finishing 8
Solve the following:

1. Construct the network diagram.

2. The duration of the project
3. Determine the number of paths
4. Determine the critical path
5. Solve for the early start early finish
6. Solve for late start late finish
The numbering of events and time duration of
each activity
6
6

12
8 14 5
1 2 3 4 6
10 8
7 9 10
0
4 0
6 12
5 12 8
Computation of Early Start (ES) & Early Finish (EF)
Activities Time ES D EF
1 – 2 Demolition & Clearing 8 0 + 8 = 8
2 – 5 Underground Installations 6 8 + 6 = 14
2 – 3 Excavation 14 8 + 14 = 22
3 – 4 Foundation & Columns 5 22 + 5 = 27
4 – 5 Dummy 0 27 + 0 = 27
4 – 6 Construction of 2nd Floor 6 27 + 6 = 33
4 – 7 Roof Framing & Roofing 6 27 + 6 = 33
5 – 7 Ground Floor Slab 4 27 + 4 = 31
5 – 8 Mech. & Elect. Services 12 27 + 12 = 39
6 – 7 Const. of Interior Walls 12 33 + 12 = 45
7 – 8 Dummy 0 45 + 0 = 45
7 – 9 Const. of Interior Partitions 10 45 + 10 = 55
8 – 9 Mech. & Elect. Equip. & Fixtures 12 45 + 12 = 57
9 – 10 Painting & Finishing 8 57 + 8 = 65
Diagram showing the Early Start and Early Finish

27
6
6

12
8 14 5 39
1 2 3 4 6 47 57 65
0 27 8 22 33 10 8
7 9 10
0
45
4 0
41 12
6 12
5 8
33 45
Compute for the value of last
start(LS) and the Last Finish(LF).
This is done by working back from
node 10 to node 1 starting from
the highest value of EF=65.
Computation of Last Start (LS) & Last Finish (LF)
Activities Time LF D LS
10 – 9 Painting & Finishing 8 65 - 8 = 57
9 – 8 Mech. & Elect. Equip. & Fixtures 12 57 - 12 = 45
9 – 7 Const. of Interior Partitions 10 57 - 10 = 47
8 – 7 Dummy 0 45 - 0 = 45
8 – 5 Mech. & Elect. Services 12 45 - 12 = 27
7 – 6 Const. of Interior Walls 12 45 - 12 = 33
7 – 5 Ground Floor Slab 4 45 - 4 = 41
7 – 4 Roof Framing & Roofing 6 45 - 6 = 39
6 – 4 Construction of 2nd Floor 6 33 - 6 = 27
5 – 4 Dummy 0 33 - 0 = 33
4 – 3 Foundation & Columns 5 27 - 5 = 22
5 – 2 Underground Installations 6 33 - 6 = 27
3 – 2 Excavation 14 22 - 14 = 8
2 – 1 Demolition & Clearing 8 8 - 8 = 0
Diagram showing the Last Start and Last Finish

33
6
6

0 8 22 27 12
8 14 5
1 2 3 4 6 33 45 55 65
10 8
31 7 9 10
0 57
4 0
27 45 12
6 12
5 8
14 39
Compute for the value of float = LF - EF
Activity Time Start Finish Float
ES LS EF LF Total Free