Project Planning and CPM

Welcome to Heartiest Students
By
Meseret G [Lecturer]
Construction Planning and Management [CENG 5002]
Department of Civil Engineering
School of Engineering
Adama Science and Technology University
Semester I
2013/14 12/10/23
© 2006 Prentice Hall, Inc. 3–1
Introduction
2
Lecture
On
Project Planning
12/10/23
Introduction
3
Chapter Coverage
Deals with preparing projects plans in terms of defining:

work breakdown structure, activities, logical relations,
durations and activities direct cost.
Terminology of project planning
Project network representation using different graphical

methods including: activity on arrow and activity on
node 12/10/23
Introduction
4
What is Project?
A project is a temporary and one-time exercise which varies

in duration.
It is undertaken to address a specific need in an organization,

which may be to create a product like building or to change a
business process.
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Introduction
5
Project Characteristics
Single unit or unique products
Many related activities
Temporary endeavor
Difficult production planning and inventory control
General purpose equipment
High labor skills

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Introduction
6
Examples of Projects
Building Construction Project
Road Construction Project

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Introduction
7
The Role of project Manager
All necessary activities are finished in order and on time
The project comes in within budget
The project meets quality goals
The people assigned to the project receive motivation,

direction, and information
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Introduction
8
The project manager should be:
Good coaches
Good communicators
Able to organize activities from a variety of disciplines
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Introduction
9
Management of Projects
Planning - goal setting, defining the project, team
organization
Scheduling - relates people, money, and supplies to specific

activities and activities to each other
Controlling - monitors resources, costs, quality, and budgets;

revises plans and shifts resources to meet time and cost
demands 12/10/23
Introduction
10
Project Management Activities

 Planning  Scheduling
Objectives Project activities
Resources Start & end times
Work break-down Network
schedule
Organizational
break-down
structure
 Controlling
Monitor, compare, revise, action 12/10/23
© 2006 Prentice Hall, Inc. 3 – 10
Introduction
11
Planning, Scheduling, and Controlling
Figure 3.1
Before Start of project During

project Timeline project
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Introduction
12
Figure
3.1
project Timeline 12/10/23 project
Introduction
13
Figure 3.1
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project
© 2006 Prentice Hall, Inc.
Timeline project 3 – 13
Introduction
14
Figure 3.1
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project
Introduction Time/cost estimates
Budgets
15 Engineering diagrams
Cash flow charts
Material availability
details
Budgets
Delayed activities report
Slack activities report
CPM/PERT
Gantt charts
Milestone charts
Cash flow schedules
Figure 3.1
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project
Project Planning
Failing to Plan is Planning to Fail!!!

Planning
Once you plan your work, you must work your

plan!!!
Scheduling
It is about time …

Project Planning
17
Establishing objectives
Defining project
Creating work breakdown structure
Determining resources
Forming organization
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Project Planning
Planning is sets a clear road map that should be followed to

reach a destination.
Used at different levels to mean different things.
It involves the breakdown of the project into definable,

measurable, and identifiable tasks/activities,
Then establishes the logical interdependences among

them.

Project Planning
19
Generally, planning answers the following questions:
What will be performed? : Answered by determining the

final project product necessary for achieving project
success. This is done in the initiation phase before the
development of your WBS.
How will it be performed? : Answered by determining the

processes, procedures, and methodologies used to
complete the project. 12/10/23
Project Planning
20
Where will it be performed? : Answer varies for each type of

project. For example, if it’s a construction project, the “where”
will be the physical location of the building or road etc.
Who will perform the work? : Answered by determining if the

work will be contracted or will use in-house resources. If a
contractor, what type of contractor, and if company resource,
what department and who in each department?
In what sequence? : Involves determining the order in which

activities will be performed to complete the project.
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Project Planning
21
In construction, for example, plans may exist at several

levels:
Corporate strategic plans,
Pre-tender plans,
Pre-contract plans,
Short-term construction plans, and
Long-term construction plans.

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Project Planning
22
The above plans are different from each other; however,

all these plans involve four main steps:
Performing breakdown of work items involved in the project

into activities.
Identifying the proper sequence by which the activities should

be executed.
Activities representation.
Estimating the resources, time, and cost of individual

12/10/23 activities
Project Planning
23
Detailed planning for tendering purposes and the preparation

of construction needs to be conducted through
brainstorming sessions among the planning team.
The inputs and outputs of the planning process are shown in

figure below.
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Project Planning
24
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Project Planning
25
Planning requires a rigorous effort by the planning team.
A planner should know the different categories of work and

be familiar with the terminology and knowledge used in general
practice.
Planning team should seek the opinion of experts

including actual construction experience.
This helps produce a realistic plan and avoids problems

later on site.
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Project Planning
26
Project Planning Steps: Checklist to develop a project plan:
Define the scope of work, method statement, and sequence of

work.
Generate the work breakdown structure (WBS) to

produce a complete list of activities.
Develop the organization breakdown structure (OBS) and

link it with work breakdown structure to identify
responsibilities. 12/10/23
Project Planning
27
Planning steps cont’d
Determine the relationship between activities.
Estimate activities time duration, cost expenditure, and

resource requirement.
Develop the project network.
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Project Planning
28
Planning Steps: Work Breakdown Structures [WBS]
WBS is a hierarchical structure which is designed to

logically sub-divide all the work-elements of the project into
a graphical presentation.
The full scope of work for the project is placed at the

top of the diagram, and then sub-divided smaller
elements of work at each lower level of the breakdown.
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Project Planning
29
WBS Cont’d
At the lowest level of the WBS the elements of work is called

a work package.
A list of project’s activities is developed from the work

packages
There is not necessarily a right or wrong structure because

what may be an excellent fit for one discipline may be an
awkward burden for another. 12/10/23
Project Planning
30
WBS: Level
1. Project
2. Major tasks in the project
3. Subtasks in the major tasks
4. Activities [or work packages] to be completed
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Project Planning
31
WBS and their description

Level 1
As shown in Figure above, level 1 represents the full scope of

work for the house.
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Project Planning
32
Example: The WBS for a warehouse is as follow:
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Project Planning
33
For more details, another two levels (third and fourth

levels) can be added as shown below
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Project Planning
34
Accordingly, a complete WBS for the warehouse project

can be shown as follow:
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Project Planning
35
WBS and organizational breakdown structure (OBS)
WBS elements at various levels can be related to the

contractor’s organizational breakdown structure (OBS)
OBS defines the different responsibility levels and their

appropriate reporting needs.
The figure below, also, shows that work packages are tied to
the company unified code of accounts.
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Project Planning
36
A sample Project organization

President
Human Quality
Resources Marketing Finance Design Production
Mgt
Project 1 Project
Manager
Mechanical Test
Technician
Engineer Engineer
Project 2 Project
Manager
Electrical Computer
Technician
Engineer Engineer
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Project Planning
37
Project Organization
Marketing Operations Engineering Finance
Project 1
Project 2
Project 3
Project 4
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Project Planning
38
WBS coding
A project code system provides the framework for project

planning and control in which each work package in a WBS is
given a unique code that is used in project planning and control.
The coding system provides a comprehensive checklist of all

items of work that can be found in a specific type of construction.
Also, it provides uniformity, transfer & comparison of

information among projects.
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Project Planning
39
WBS linked to the OBS
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Project Planning
40
Planning Steps: Project Activities
An activity is defined as any function or decision in the

project that: consumes time, resources, and cost.
Activities are classified to three types:
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Project Planning
41
1. Production activities: activities that involve the use of

resources such as labor, equipment, material, or
subcontractor.
This type of activities can be easily identified by reading the

project’s drawings and specifications.
Examples: excavation, formwork, reinforcement, concreting etc
Each production activity can have a certain quantity of work,

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resource needs, costs, and duration.
Project Planning
42
2. Procurement activities: activities that specify the time for

procuring materials or equipment that are needed for a
production activity.
 Examples are: brick procurement, cement
manufacturing and delivery, etc.
3. Management activities: activities that are related to

management decisions such as approvals, vacations, etc.
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Project Planning
43
Project activities Cont’d
This level of activity details depends on the purpose of

preparing the project plan.
In the pre construction stages, less detailed activities can

be utilized, however, in the construction stages, detailed
activities are required.
Accordingly, level of details depends on: planning stage,

size of the project, complexity of the work, management
expertise.
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3 – 43
Project Planning
44
Planning Steps: Activities Relationships
To identify the relationships among activities, it needs to answer

the following questions for each activity in the project:
a. Which activities must be finished before the current one can

start?
b. What activity(ies) may be constructed concurrently with the

current one?
c. What activity(ies) must follow the current one?

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Project Planning
45
A circle of activity precedence will result in an impossible plan.
For example, if activity A precedes activity B, activity B

precedes activity C, and activity C precedes activity A, then the
project can never be started or completed.
Example of a circle of activity precedence

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Project Planning
46
Example: Suppose that a site preparation and concrete slab

foundation construction project consists of nine different
activities:
A. Site clearing (of brush and minor debris),
B. Removal of trees,
C. General excavation,
D. Grading general area,

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Project Planning
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Cont’d
E. Excavation for utility trenches,
F. Placing formwork and reinforcement for concrete,
G. Installing sewer lines,
H. Installing other utilities,
I. Pouring concrete.
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Project Planning
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Precedence relations for above example
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Project Planning
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Logical relationship considering resource constraints
For efficient use of resources or in case of constrained

resources, it might be beneficial to consider the resources
when determining the logical relationship among the activities
that use the same resources.
Consider provision of form work for concrete.
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Project Planning
50
Overlap or lag
Overlap between activities (negative lag) is defined as

how much a particular activity must be completed before a
succeeding activity may start.
The absence of overlap means that the first activity must

finish before the second may start.
A negative overlap means a delay is required between the

two activities (Figure below) 12/10/23
Project Planning
51
Overlap among activities
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Project Planning
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Types of activities relationships
Four types of relationships among activities
Typically, relationships are defined from the predecessor to

the successor activity.
a) Finish to start (FS): The successor activity can begin

only when the current activity completes.
b) Finish to finish (FF): The finish of the successor activity

depends on the finish of the current activity.
12/10/23
Project Planning
53
Cont’d
c) Start to start (SS). The start of the successor activity depends

on the start of the current activity.
d) Start to finish (SF). The successor activity cannot finish until

the current activity starts.
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Project Planning
54
Types of relationships
Finish to Start Finish to
Finish
Start to Start Start to Finish
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Project Planning
55
Planning Steps: Drawing Project Network
A network is a graphical representation of the project

activities and their relationships.
A project network is a set of arrows and nodes.
Before drawing the network, it is necessary to ensure that the

project has a unified starting and ending point.
The need for this start activity arises when there is more than
one activity in the project that has no predecessors.
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Project Planning
56
Project Network Cont’d
The end activity is needed when there is more than one

activity that has no successors.
Two ways to draw a network diagram for a project:
1. Activity on Arrow (AOA) representation.
2. Activity on Node (AON) representation
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Project Planning
57
Activity on Arrow network (AOA)
Here the arrows represent activities while the nodes represent

the start and the end of an activity (i.e. events).
The length of the arrow connecting the nodes has no

significance and may be straight, curved, or bent.
When one activity depends upon another, both appear on

the diagram as two arrows having a common node.
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Project Planning
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Basic patterns of AOA diagrams
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Project Planning
59
Rule in AOA network diagram
Each activity must have a unique i – j numbers, where i (the

number at the tail of the arrow) is smaller than j (the number at
the head of the arrow).
It is recommended to have a gap between numbers (i.e., 5, 10,

15, etc.) [for accommodation of missed activities].
Avoid back arrows.
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Project Planning
60
Dummy Activity: When more than one arrow leave the same
node and arrive at another node, dummy activities must be
used.
It is an activity with zero duration, consumes no resources,

drawn as dashed lines, and used to adjust the network diagram.
It is also used when one activity depends upon two preceding

activities and another activity depends only upon one of these
two preceding activities as shown below.
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Project Planning
61
Use of dummy activities
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Project Planning
62
Activity on node network (AON)
It is also called the precedence diagram method [PDM].
Here the nodes represent activities and the arrows represent

logical relationships among the activities.
If the arrow starts from the end side of an activity (activity A)

and ends at the start side of another activity (activity B), then
A is a predecessor of B (Successor of A).
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Project Planning
63
AON representation allows the overlap or lag representation

on the relationship arrows connecting activities.
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Project Planning
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A Comparison of AON and AOA Network Conventions

Activity on Activity Activity on
Node (AON) Meaning Arrow (AOA)
(a) A B C A comes before B,

which comes before A B C
C
A A
A and B must both be
(b) C completed before C
can start C
B B
B
(c) A B and C cannot begin B
until A is completed A
12/10/23
© 2006 Prentice Hall, Inc. C C 3 – 64
Project Planning
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AON and AOA Comparison Cont’d

A C A C
C and D cannot begin
(d) until A and B have
both been completed
B D B D
C cannot begin until
A C both A and B are A C
(e) completed; D cannot Dummy activity
begin until B is
B D completed. A dummy
activity is introduced in B D
AOA 12/10/23
Project Planning
66
AON and AOA Comparison Cont’d

B and C cannot begin
A B D until A is completed. A B D
(f) D cannot begin until
Dummy C
C both B and C are activity
completed. A dummy
activity is again
introduced in AOA. 12/10/23
Project Planning
67
Summary Comparison of AON and AOA
Similarity: Both networks can be used to represent a

project network.
Difference:
There is no need for the use of dummy activities in AON

representation.
AON are more easily to draw and to read.

12/10/23
Project Planning
68
Summary Cont’d
In AOA, an activity can only start when all its predecessors

have finished.
AON allows for overlap/lag representation.
AON allows for the representation of the four types of

relationships while AOA allows only for the finish to start
relationship.
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Project Planning
69
Example: Construct an AOA and AON networks for the

activities.
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Project Planning
70
Solution: A. AOA Network:- Forming an AOA network

for this set of activities might begin be drawing activities A,
B and C as shown below.
At this point, we note that two activities (A and B) lie

between the same two event nodes; for clarity, we
insert a dummy activity X and continue to place other
activities.
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Project Planning
71
Placing activity G in the figure presents a problem,

however, since we wish both activity D and activity
E to be predecessors.
Inserting an additional dummy activity Y along with

activity G completes the activity network, as shown
below.
AOA Network Diagram

12/10/23
Project Planning
72
B. AON Network:-
This is done by placing the activities in a sequence step

order.
A sequence step [SS] may be defined as the earliest logical

position in the network that an activity can occupy while
maintaining the logical relationships.
After all sequence step numbers have been assigned, the

AON diagram can be drawn
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3 – 72
Project Planning
73
Determining the sequence steps
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Project Planning
AON representation is shown below, including project start

and finish nodes.
Note that dummy activities are not required for expressing

precedence relationships in activity-on-node [AON] networks.

Project Planning
75
Planning Steps: Estimating Activity Duration and Direct

Cost
A. Activity Duration: Having defined the work activities, each

activity has associated time duration.
These durations are used in preparing a schedule.
Activity duration is the amount of time assinged to complete a

particular activity.
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Project Planning
76
Durations and predecessors for a four-activity project
Schedules use only whole members. With new construction or

renevation, workdays are typically used as the time unit.
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Project Planning
77
Duration Cont’d
However, in fast moving facilities, maintenance work hours or

even minutes may be a more appropriate time unit.
Durations can be figured in a number of ways:
1. Duration can be determined by examining past similar projects.

Many projects use the same activities over and over, so by
maintaning good records managers can predict durations
accurately.
12/10/23
Project Planning
2. Durations for work that will be subcontracted, deliveries and

vendor items, and work that will be performed by other
divisions can be best determined by talking to the appropriate
people.
3. Published cost data books can be used as a source of duration

information. Means defines standartd crew size and crew
productivity.
`
Project Planning
79
Duration Cont’d
It also defines a man-hour unit.
The time it takes for one worker to complete one unit.
This information can be used to establish durations, particularly

when the scheduler has little past project experience
12/10/23
Project Planning
Activity Duration:
Activity duration = Quantity of work / Number of crews x

Daily crew [resource] output
Having defined an activity duration, it means that the

planner have already defined the number of resources that
will be employed in a particular activity.
Knowing activity duration and resources employed, it is

simple to estimate the activity direct cost.
Project planning
81
Example: If the daily production rate for a crew that works in

an activity is 175 units/day and the total crew cost per day is
1800 birr. The material needed for daily work is 4.5 units at 100
birr/unit.
A. Calculate the time and cost it takes the crew to finish 1400 units
B. Calculate the total unit cost. Consider an eight hour work day.
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Project Planning
82
Solution
[a]. Duration (units of time) = Quantity / Production per unit of time

x number of crews = 1400 / 175 x 1 = 8 days
Cost (labor cost) = Duration (units of time) x crew cost per unit of
time = 8 days x 1800 birr / day =14400 birr
Total direct cost =14,400 birr + 4.5 units of material x 100 birr /
day x 8 days = 18,000 birr
[b]. Unit cost = Total cost / Quantity = 18,000 birr / 1400 = 12.86
birr / unit
12/10/23
3 – 82
Project Planning
83
End of Lecture
Thank You!!!
Next: Project Scheduling [CPM]
12/10/23
Project Scheduling
84
How long the total project duration is?
Evaluate the early and late times at which activities start

and finish.
Identify the group of critical activities so that special care is

taken to make sure they are not delayed.
All these statements are the basic objectives of the scheduling

process,
Scheduling = Planning + Time. 12/10/23

Project Scheduling
85
Scheduling is the determination of the timing of the

activities comprising the project to enable managers to
execute the project in a timely manner.
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Project scheduling
86
Purpose:
Knowing the activities timing and the project completion

time.
Having resources available on site in the correct time.
Making correction actions if schedule shows that the

plan will result in late completion.
Assessing the value of penalties on project late completion.
Determining the project cash flow.

12/10/23
3 – 86
Project Scheduling
87
Purpose Cont’d
Evaluating the effect of change orders on the project

completion time.
Determining the value of project delay and the responsible

parties
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Project Scheduling [Critical Path
Analysis]
88
Basic Concepts and Formula
1. Frameworks of PERT/CPM
The PERT and CPM models are extremely useful for the
purpose of planning, scheduling and controlling the
progress and completion of large and complex projects
They are useful for carrying out the analysis of these three
managerial functions.
12/10/23
Project Scheduling
89
Cont’d
A network is a graphical representation of a project, depicting

the flow as well as the sequence of well-defined activities and
events.
Both CPM (Critical Path Method) and PERT [Programme

Evaluation and Review Technique] are network techniques/
models.
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Project Scheduling
90
2. Network : It is, then, a graphical representation of a project

plan, showing the inter-relationship of the various
activities.
Networks are also called arrow diagrams.
When the results of time estimates and computations have

been added to a network, it may be used as a project
schedule.
12/10/23
Project Scheduling
91
3. Steps in PERT/CPM Model: PERT/CPM model building

consists of following five steps:
a. Analyze and break down the project in terms of specific

activities and/ or events.
b. Determine the interdependence and sequence of specific

activities and prepare a network.
c. Assign estimates of time, cost or both to all the activities of

the network. 12/10/23
Project Scheduling
92
Cont’d
d. Identify the longest or critical path through the network.
e. Monitor, evaluate and control the progress of the project by re-

planning, rescheduling and reassignment of resources.
4. Critical Path: The longest path is the critical path because it

equals the minimum time required to complete the project.
Al other paths other than the critical path (i.e. non-critical or
slack paths) offer flexibility in scheduling and transferring
resources, because they take less time to complete than the
critical path. 12/10/23
Project Scheduling
93
5. Activity : An activity is a distinct operation or an element of a

project which consumes time or resources and has a definable
beginning and ending.
Commonly used terms synonymous with "activity" are "task"
and "job".
6. Conventions Adopted In Drawing Networks
There are two conventions normally adopted while drawing

networks: [a] Time flows from left to right and [b] Head events
always have a number higher than that of the tail events.
12/10/23
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94
7. Graphical Representation of Events and Activities
Events are represented by numbers within circles.
Activities are represented by arrows; the arrow-heads

represent the completion of the activities.
The length and orientation of the arrow are of no significance.
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95
8. Fundamental Properties Governing the Representation of

Events and Activities
The representation of events and activities is governed by one

simple dependency rule which requires that an activity which
depends upon another activity is shown to emerge from the
head event of the activity upon which it depends and that only
dependent activities are drawn in this way.
An event cannot occur until al activities leading to it are

complete. No activity can start until its tail 12/10/23
event is reached. 3 – 95
Project Scheduling
96
9. Logical Sequencing and Connection of Activities

A project entails several activities. The arrows are arranged to
show the plan of logical sequence in which the activities of the
project are to be accomplished.
Sequence is ascertained for each activity by three queries viz:

a. Which activity or activities must be completed before the start of
a particular activity?
b. Which activity or activities should follow this?
c. Which activities can be accomplished simultaneously?
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Project Scheduling
97
10. Errors in logical sequencing
Two types of errors in logic may arise while drawing a network,

particularly when it is a complicated one. These are known as
looping and dangling.
11. Dummy activity
It is a hypothetical activity which consumes no resource and time.

It is represented by dotted lines and is inserted in the network to
clarify activity pattern under the following situations:
 12/10/23
Project Scheduling
98
Cont’d
a. It is created to make activities with common starting and

finishing events distinguishable.
b. to identify and maintain the proper precedence relationship

between activities that are not connected by events.
c. to bring all "loose ends" to a single initial and a single

terminal event in each network using dummies, if necessary.
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Project Scheduling
99
Definition of Important Terms
Forward pass:
pass The process of navigating through a network
from start to end and calculating the completion date for the
project and the early dates for each activity.
Early dates:
dates The early start date and early finish date of an
activity.
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Definition Cont’d
Early finish (EF): The earliest date on which an activity can
finish within project constraints.
Early start (ES): The earliest date on which an activity can
start within project constraints.
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101
Definition cont’d
Backward pass:
pass The process of navigating through a network
from end to start and calculating the late dates for each
activity.
The late dates (along with the early dates) determine the
critical activities, the critical path, and the amount of float
each activity has.
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102
Definition Cont’d
Late dates: The late start date and late finish date of an
activity.
Late finish (LF): The latest date on which an activity can
finish without extending the project duration.
Late start (LS): The latest date on which an activity can start
without extending the project duration.
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Project Scheduling
103
The Critical Path

Method (CPM)
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Project Scheduling [CPM]
104
Developed in the 1950s by the U.S Navy
Originally, the critical path method considered only logical

dependencies between terminal elements
Since then, it has been expanded to allow for the inclusion

of resources related to each activity, through processes called
activity-based resource assignments and resource leveling.
Critical Path Method for the construction industry
Non-computer approach  John Fondahl

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105
John Fondahl
Stanford CE Professor Emeritus – 35 years
Passed away last September 13th, 2008
US Marine Corps Sergeant in Iwo Jima
Co-founder of the CEM program
1961 Paper for the US Navy – "Non-Computer Approach to

the Critical Path Method for the Construction Industry"
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106
What is CPM?
The Critical Path Method or Critical Path Analysis, is a

mathematically based algorithm for scheduling a set of project
activities
… It is an important tool for effective project management …

Commonly used with all forms of projects, including
construction, software development, research projects, product
development, engineering, and plant maintenance, among
others 12/10/23
107
Cont’d
Any project with interdependent activities can apply this method

of scheduling.
The essential technique for using CPM is to construct a model of

the project that includes the following:
a. A list of all activities required to complete the project (also

known as Work Breakdown Structure)
b. The time (duration) that each activity will take to completion

12/10/23
c. The dependencies between the activities.
108
Why CPM?
The CPM formally identifies tasks which must be completed on
time for the whole project to be completed on time
Identifies which tasks can be delayed for a while if resource

needs to be reallocated to catch up on missed tasks
It helps you to identify the minimum length of time needed to

complete a project
The CPM determines both the early start and the late start date
for each activity in the schedule. 12/10/23
109
The CPM is a systematic scheduling method for a project

network and involves four main steps:
1. A forward path to determine activities early-start times;
2. A backward path to determine activities late-finish times;
3. Float calculations; and
4. Identifying critical activities.
12/10/23
110
Calculations for the Critical Path Method
The inputs to network scheduling of any project are

simply the AOA or the AON networks with the
individual activity duration defined.
The network scheduling process for AOA and AON

networks, however, is different.
12/10/23
111
AON Example
Immediate
Activity Description Predecessors
A Build internal components —
B Modify roof and floor —
C Construct collection stack A
D Pour concrete and install frame A, B
E Build high-temperature burner C
F Install pollution control system C
G Install air pollution device D, E
H Inspect and test 12/10/23
F, G
112
AON Network
Activity A
A (Build Internal Components)
Start
B Activity B
(Modify Roof and Floor)
12/10/23
113
AON Network
Activity A Precedes Activity C
A C
Start
B D
Activities A and B
Precede Activity D
12/10/23
114
AOM Network
F
A C
E
Start H
B D G
Arrows Show Precedence

Relationships
12/10/23
115
AOA Network
C
2 4
(Construct
Stack) F
Co (Ins
nt a l
n e er n
nt tal
Co uild A
(Build Burner)
s)
ro l
po t
m In
ls)
Dummy H
7
E
(B
1 6
Activity (Inspect/
B Test)
Ro (Mo G ll
of d i ta
s tion
/F fy n
) loo (I llu ce)
i
r 3 D 5 Po e v
D
(Pour
Concrete/ 12/10/23
Install Frame) 3 – 115
116
Determining the project schedule
Perform a Critical Path Analysis
The critical path is the longest path through the network
The critical path is the shortest time in which the project can be
completed
Any delay in critical path activities delays the project
Critical path activities have no slack time

12/10/23
117

Activity Description Time (weeks)
A Build internal components 2
B Modify roof and floor 3
C Construct collection stack 2
D Pour concrete and install frame 4
E Build high-temperature burner 4
F Install pollution control system 3
G Install air pollution device 5
H Inspect and test 2
Total Time (weeks) 12/10/23 25
118
Earliest start (ES) = earliest time at which an activity can

start, assuming all predecessors
Activity Description have
Time (weeks)
A Buildbeen completed
internal components 2
B
Earliest finish Modify
(EF) roof and
= earliest floor
time at which an activity 3can be
C Construct collection stack
finished 2
D Pour concrete and install frame 4
Latest start (LS) = latest time at which an activity can start
E Build high-temperature burner 4
so as to not delay the completion time of
F Install pollution control system 3
the entire project
G Install air pollution device 5
Latest finish
H (LF) = latest
Inspect andtime
test by which an activity has
2 to be
Total finished so as to not delay the completion
Time (weeks) 25
time of the entire project12/10/23
119

Activity Name or
Symbol
A Earliest
Earliest ES EF
Start Finish
Latest LS LF Latest
Start 2 Finish
Activity Duration
12/10/23
120
Forward Pass: Begin at starting event and work forward
Earliest Start Time Rule:
If an activity has only one immediate predecessor, its ES

equals the EF of the predecessor
If an activity has multiple immediate predecessors, its ES is

the maximum of all the EF values of its predecessors
ES = Max (EF of all immediate predecessors)

12/10/23
121
Forward Pass Cont’d
Earliest Finish Rime Rule:
The earliest finish time (EF) of an activity is the sum of its

earliest start time (ES) and its activity time
EF = ES + Activity time
12/10/23
122
ES/EF Network:
ES EF = ES + Activity time
Start
0 0
12/10/23
123
ES/EF Network: EF of A =
ES ES of A + 2
of A
A
0 2
Start
0 0
12/10/23
124
ES/EF Network:
A
0 2
EF of B =
2 ES ES of B + 3
of B
0
Start
0 B
0 3
0
3
12/10/23
125
ES/EF Network:
A C
0 2 2 4
2 2
0
Start
0 = Max (2, 3) D
0
3
B
0 3
3 4
12/10/23
126
ES/EF
A C F
0 2 2 4 4 7
2 2 3
Start E H
0 0 4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
3 4 5
12/10/23
127
Backward Pass: Begin with the last event and work backwards
Latest Finish Time Rule:
If an activity is an immediate predecessor for just a single

activity, its LF equals the LS of the activity that immediately
follows it
If an activity is an immediate predecessor to more than one

activity, its LF is the minimum of all LS values of all activities
that immediately follow it 12/10/23
LF = Min (LS of all immediate following activities)
128
Latest Finish Time

Rule:
The latest start time (LS) of an activity is the difference of
its latest finish time (LF) and its activity time
LS = LF – Activity time
12/10/23
129
LE/EF
A C F
0 2 2 4 4 7
10 13
2 2 3
Start E H
0 0
LF =4 Min(LS
8 of 13 15
following activity) 13 15
0 4 2
B D G
0 3 3 7 8 13
3 4 5
12/10/23
130
LF = Min(4, 10)
LF/EF
A C F
0 2 2 4 4 7
2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15
4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
8 13
3 4 5
12/10/23
131
LF/EF
A C F
0 2 2 4 4 7
0 2 2 4 10 13
2 2 3
Start E H
0 0 4 8 13 15
0 0 4 8 13 15
0 4 2
B D G
0 3 3 7 8 13
1 4 4 8 8 13
3 4 5
12/10/23
132
Computing Slack Time
After computing the ES, EF, LS, and LF times for all
activities, compute the slack or free time for each activity
Slack is the length of time an activity can be delayed without

delaying the entire project
Slack = LS – ES or Slack = LF – EF
12/10/23
133
Computing Slack Time

Earliest Earliest Latest Latest On
Start Finish Start Finish Slack Critical
Activity ES EF LS LF LS – ES Path
A 0 2 0 2 0 Yes
B 0 3 1 4 1 No
C 2 4 2 4 0 Yes
D 3 7 4 8 1 No
E 4 8 4 8 0 Yes
F 4 7 10 13 6 No
G 8 13 8 13 0 Yes
H 13 15 13 15 0 Yes
12/10/23
134
A C F
0 2 2 4 4 7
0 2 2 2 2 4 10 3 13
Start E H
0 0 4 8 13 15
0 0 4 4 8 13 2 15
0
B D G
0 3 3 7 8 13
1 3 4 4 4 8 8 5 13
12/10/23
135
ES – EF Gantt Chart
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
A Build internal
components
B Modify roof and floor
C Construct collection
stack
D Pour concrete and
install frame
E Build high-temperature
burner
F Install pollution control
system
G Install air pollution
12/10/23
device
136
LS – LF Gantt Chart
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
A Build internal
components
B Modify roof and floor
C Construct collection
stack
D Pour concrete and
install frame
E Build high-
temperature burner
F Install pollution
control system
G Install air pollution
device 12/10/23
H Inspect and test
137
Example 2: Draw the logic network and perform the CPM

calculations for the schedule shown next.
Activity IPA Duration
A - 5
B A 8
C A 6
D B 9
E B,C 6
F C 3
G D,E,F 1 12/10/23
138
Forward Pass Calculations
In mathematical terms, the ES for activity j is as follows :
ESj =max( EFi )
Where (EFi) represents the EF for all preceding activities.
Likewise, the EF time for activity j is as follows :
EF j= ESj + Dur j
Where Dur j is the duration of activity j

12/10/23
139
Solution
5,13 13,22
0,5 13,19 22,23
5,11 11,14
12/10/23
140
Backward Pass Calculations

: In mathematical terms, late finish LF for activity j is as follows
LFj =min(LSk
Where (LSk) represents the late start date for all succeeding
.activities
: Likewise, the LS time for activity j (LS j) is as follows
LS j= LFj - Dur j
Where Dur j is the duration of activity
12/10/23
141
Solution
5,13 13,22
0,5 22,23
5,13 13,19 13,22
0,5
5,11 16,22 11,14 22,23
10,16 19,22
CPM ( ES = LS , EF = LF , TF = FF = 0) 12/10/23
142
Types of Float
There are several types of float. The simplest and most

important type of float is Total Float (TF).
Total float (TF): The maximum amount of time an activity

can be delayed from its early start without delaying the entire
project.
TF = LS – ES OR TF = LF - EF OR TF = LF - Dur -
ES 12/10/23
143
Free Float: may be defined as the maximum amount of time

an activity can be delayed without delaying the early start of
the succeeding activities
FFi = min(ESi+1) - EFi
where min (ESi+1) means the least (i.e., earliest) of the early
start dates of succeeding activities
12/10/23
144
In the previous example we can find the free float and total
float for each activity as the following :
Activity C’s free float, FF = 11 - 11 = 0 days
Activity C’s total float, TF =16 - 11= 5 days …… and so on.
 Note : We must always realize that FF ≤ TF
12/10/23
Project scheduling [CPM]
145
Activity Duratio ES EF LS LF TF FF
n
A 5 0 5 0 5 0 0
B 8 5 13 5 13 0 0
C 6 5 11 10 16 5 0
D 9 13 22 13 22 0 0
E 6 13 19 16 22 3 3
F 3 11 14 19 22 8 8
G 1 22 23 22 23 0 0
A, B, D and G are critical activities [Because, their TF is

Zero]
12/10/23
3 – 145
146
Interfering float: may be defined as the maximum amount of

time an activity can be delayed without delaying the entire
project but causing delay to the succeeding activities.
Int. F = TF – FF
12/10/23
147
Independent float (Ind. F): we may define it as the

maximum amount of time an activity can be delayed without
delaying the early start of the succeeding activities and
without being affected by the allowable delay of the preceding
activities
Ind. Fi = min(ESi1+) – max(LFi-1) – Duri
Note: make sure that Ind. F ≤ FF
12/10/23
148
Node Format
12/10/23
149
Event Times in Arrow Networks

The early event time, TE, is the largest (latest) date obtained to
reach an event (going from start to finish).
The late event time, TL, is the smallest (earliest) date obtained
to reach an event (going from finish to start).
12/10/23
150
Examples: Perform the CPM calculations, including the

event times, for the arrow network shown below.
A D
10 20 8 60
d2
d1 G
5
B E H
10 5 30 9 50 8 70
C F
7 40 4
Arrow network for example 12/10/23

151
The preceding logic is similar to that of the forward and

backward passes: When you are going forward, pick the
largest number.
When you are going backward, pick the smallest number.

TEi TEj
Act. Name
i j CPM
Dur.
TLi TLj
12/10/23
152
Forward and Backward Pass Calculation in AOA

10 24
A (0,10) D (10,18)
10 (0,10) 20 8 (11,19) (19,24)
60
d2
0 10 10 19
G 27
(22,27) 27
d1 5
B (0,5) E (10,19) H (19,27)
10 5 (5,10) 30 9 (10,19) 50 8 (19,27)
70
7
0 10 19 27
C (0,7) F (7,11)
7 (8,15) 40 4 (15,19)
15
12/10/23
153
Float Calculations From Event Times

Total Float [TF]
TFij = TLj - TEi – Tij
Example ( In the previous network )

TF40-50 = TL50 – TE40 – T40-50
= 19 – 7 – 4 = 8
12/10/23
154
Free Float [FF]

FFij = TEj - TEi – Tij
Example: FF40-50 = TE50 – TE40 – T40-50

= 19 – 7 – 4 = 8
12/10/23
155
Interfering Float [Int. F]

INTFij = TLj – TEj
Example: INTF40-50 = TL50 – TE50

= 19 – 19 = 0
Independent Float
INDFij= TEj – TLi - Tij
Example: INDF40-50 = TE50 – TL40 – T40-50

= 19 – 15 – 4 = 0
12/10/23
156
End of Lecture
Thank You!!!
Next: Project Scheduling [PERT]
12/10/23

Project Planning and CPM

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Project Planning and CPM

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Welcome to Heartiest Students

Construction Planning and Management [CENG 5002]

Department of Civil Engineering

Adama Science and Technology University

Deals with preparing projects plans in terms of defining:

Terminology of project planning

Project network representation using different graphical

A project is a temporary and one-time exercise which varies

It is undertaken to address a specific need in an organization,

Single unit or unique products

Many related activities

Difficult production planning and inventory control

General purpose equipment

High labor skills

Building Construction Project

Road Construction Project

The Role of project Manager

All necessary activities are finished in order and on time

The project comes in within budget

The project meets quality goals

The people assigned to the project receive motivation,

The project manager should be:

Able to organize activities from a variety of disciplines

Scheduling - relates people, money, and supplies to specific

Controlling - monitors resources, costs, quality, and budgets;

Project Management Activities

Planning, Scheduling, and Controlling

Before Start of project During

Failing to Plan is Planning to Fail!!!

Once you plan your work, you must work your

© 2006 Prentice Hall, Inc. 3 – 16

Creating work breakdown structure

Planning is sets a clear road map that should be followed to

Used at different levels to mean different things.

It involves the breakdown of the project into definable,

Then establishes the logical interdependences among

© 2006 Prentice Hall, Inc. 3 – 18

Generally, planning answers the following questions:

What will be performed? : Answered by determining the

How will it be performed? : Answered by determining the

Where will it be performed? : Answer varies for each type of

Who will perform the work? : Answered by determining if the

In what sequence? : Involves determining the order in which

In construction, for example, plans may exist at several

Corporate strategic plans,

Short-term construction plans, and

Long-term construction plans.

The above plans are different from each other; however,

Performing breakdown of work items involved in the project

Identifying the proper sequence by which the activities should

Estimating the resources, time, and cost of individual

Detailed planning for tendering purposes and the preparation

The inputs and outputs of the planning process are shown in

Planning requires a rigorous effort by the planning team.

A planner should know the different categories of work and

Planning team should seek the opinion of experts

This helps produce a realistic plan and avoids problems

Project Planning Steps: Checklist to develop a project plan:

Define the scope of work, method statement, and sequence of

Generate the work breakdown structure (WBS) to

Develop the organization breakdown structure (OBS) and

Planning steps cont’d

Determine the relationship between activities.