Project Schedule Planning and

Development
A guide to develop reliable project schedule

Indra Pandu Prasetyo

Content

01 Schedule Planning Overview

02 Schedule Development Steps

3
Content

01 Schedule Planning Overview

02 Schedule Development Steps

4
Project Planning and Scheduling Overview

Planning the schedule is one of the most critical and challenging steps in project planning

Inputs needed to Process steps that mostly Key Challenges

develop schedule need schedule
Limited time during planning stage
Planning for planning the schedule is
Scope/ WBS Cost-Budget Estimation
very important to keep monitor the
schedule during schedule
Execution Plan Risk Identification
development

Resource Requirement Schedule Resource Planning

Not all detail information is available
Assumption Performance Measurement Planning for detailing in later stage is
very important to keep effectiveness
Contract/ Constraints Execution Plan Update of scheduling process during exection
stage
Imagine if the schedule is unreliable or even unrealistic

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Project Planning and Scheduling Overview

Planning the schedule process involves not only project execution, but also plans for
planning the schedule itself and controlling the schedule during execution phase

Schedule Planning Schedule Controlling

Process of schedule development Process of managing schedule during execution

Define Schedule Plan & Basis Monitor & Update Schedule

Define Schedule WBS Analyze Schedule Repetitive

process during
project span
Develop Schedule Models Forecast Schedule

Baseline Schedule Report Schedule

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Project Planning and Scheduling Overview

To successfully deliver the project, schedule at least has to:

Communicate works to be Show the progress against Reflect changes and

done, by when and by whom the plan forecast the future

Reflect overall scope of Reflect the project

work execution plan

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Project Planning and Scheduling Overview

Factors that should be there to achieve quality schedule outcome

Project teams awareness on Project teams involvement Effective schedule

planning and schedule and participation communication

F9
Project planning and control Update schedule availability
knowledge
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Project Planning and Scheduling Overview

Choosing the right schedule presentation will increase effectiveness of schedule

information delivery

Presentation Type Good for

 Critical path summary

Simple Gantt Chart
 High level schedule presentation

Des. Plan Actual %

1. ~ ~  Milestone and task list

2. ~ ~ List/ Table
3.
4.
~
~
~
~
 Progress calculation

Computerized  Detail sequential activities

CPM Schedule  Critical path

 Progress performance (plan vs actual)

Chart
 Resource plan and usage

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Project Planning and Scheduling Overview

Schedule shall be in proper level of detail to be more manageable

Do not go too detail, it will make planner/ scheduler a data clerk

Do not go less detail, evaluating and forecasting will not be effective, too many assumptions

Stop detailing when it reaches enough confidence level to grip the progress commitment and
monitor the progress performance/ status

Keep estimated activity duration shorter than reporting period as much as possible, unless
information is not available at earlier stage

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Project Planning and Scheduling Overview

Scheduler/ planner is not just a Primavera Operator or Data Clerk

Knowledge that scheduler/planner must have

EPC

Computer software for Principles and concepts in Technical background/

scheduling and project schedule and project experience in related project
management management field

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Content

01 Schedule Planning Overview

02 Schedule Development Steps

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Schedule Development Steps

It is important to prepare planning for planning before planning the project schedule itself

Define Schedule Plan Basis Decompose Scope of Work Develop Project Schedule Model

 Develop Schedule Management  Develop Work Breakdown  Define Activity List

Plan Structure  Sequence Activities
 Develop Schedule Basis  Calculate Duration & Resource
 Finalize Schedule

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Schedule Development Steps

01 Developing Schedule Management Plan and Basis

02 Developing Work Breakdown Structure

03 Defining Activities

04 Sequencing Activities

05 Calculating Duration & Resources

06 Finalizing Schedule

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Developing Schedule Management Plan and Basis

Schedule management plan is document providing strategy for planning, developing,

executing, managing and reporting the project schedule

Schedule management plan establishes, at least

Describing methodology, tools, software, level of detail, integration and any strategy
Schedule development plan involved for developing schedule to have good quality schedule in timely manner

Describing process for updating the schedule, collecting schedule information, and
Schedule maintenance plan recording progress to keep schedule up to date

Schedule controlling and Describing process of controlling schedule, measuring performance and analysing
analysis plan the variance to keep schedule on track/ back to track

Describing how to report schedule and its reporting period to keep project team well
Scheduling reporting plan informed

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Developing Schedule Management Plan and Basis

Schedule basis is document providing required information for building and estimating
project schedule

Schedule basis establishes, at least

It includes such as project information, objective, scope boundary, assumption, key

General project information
event, exclusion/ exception, risk/ opportunity and other information that may be
and requirement related to scheduling

It includes such as productivity, calendar/ working hours, work sequence

Basis estimating data assumption, execution plan and other data that is gathered from project team input,
historical data analysis or expert judgement

The content in schedule basis shall be acknowledged and agreed by project teams, otherwise it
may lead to dispute on schedule reliability in future

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Schedule Development Steps

01 Developing Schedule Management Plan and Basis

02 Developing Work Breakdown Structure

03 Defining Activities

04 Sequencing Activities

05 Calculating Duration & Resources

06 Finalizing Schedule

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Developing Work Breakdown Structure

WBS is deliverable-oriented breakdown of a project that defines the total scope of work in
smaller and more manageable sections

WBS Characteristics

Deliverable is the main focus of WBS, it can be decomposed by phase, area,

Delivery Oriented organization standard, function and etc.

Captures all deliverables to complete the total scope of work, including project
100% Rule management

WBS shall achieve sufficient decomposition for communicating and tracking the
Sufficient level of detail work, and it depends on project complexity

Has unique ID ID for easier identifying and categorization of WBS at each level

All WBS elements shall be accountable and assigned to individual, subcontractor or

Accountable organizational unit

No scope overlapping Each WBS element shall be exclusive, no overlapping of scope and responsibility
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Developing Work Breakdown Structure

WBS decomposition House Project (example)

WBS.ID
WBS Name
LEVEL-1 Budget
Project
HP
House Project
$41,500

LEVEL-2
Area HP.A HP.B HP.C
Common Area House Area Backyard Area
$1,500 $35,000 $5,000

LEVEL-3
Work HP.A.1 HP.A.2 HP.B.1 HP.B.2 HP.B.3 HP.B.4 HP.C.1 HP.B.2 HP.B.3
Fence Road Structure Electrical Piping Architect Mini Bar Pool Landscape
$800 $700 $12,000 $5,000 $3,000 $15,000 $2,000 $2,000 $1,000

The lowest level of WBS is called Work Package

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Developing Work Breakdown Structure

WBS OBS matrix House Project (example)

WBS

House Project

Control account is intersection of WBS & OBS Common Area House Area Backyard Area

Person assigned is responsible for completion

Structure
Fence

Architect

Pool

Landscape
Mini Bar
Piping
Road

Electrical
of work package/ WBS element

OBS (Organization Breakdown Structure)

Civil Eng. CA CA CA

Civil Coord.
Arch. Eng. CA CA CA CA
Project
Manager
Elec. Eng. CA
M/E Coord.

Piping Eng. CA CA Control Account

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Schedule Development Steps

01 Developing Schedule Management Plan and Basis

02 Developing Work Breakdown Structure

03 Defining Activities

04 Sequencing Activities

05 Calculating Duration & Resources

06 Finalizing Schedule

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Defining Activities

Activities are all detailed actions/ activities to be performed in order to complete work
package (lowest level of WBS)

Activity characteristics

Activity name shall be as clear as possible to avoid ambiguity and represent scope
Clear & unique naming to be undertaken

Has unique ID Contain unique ID that represents WBS at parent level

Has activity attributes/ Attributes such coding for area, function, discipline will enhance the description of
coding activity

Activity shall have clear progress measuring method and weight factor representing
Measureable completion of work package

Estimated duration shall be shorter than reporting period duration as much as

Proper estimated duration possible if information is available

Don’t go too detail while information is not clear or unavailable at planning stage, do
Proper level of detail rolling wave planning
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Defining Activities

Activity decomposition House Project-Structure (example)

WBS Activity List of HP.B.1-Structure

ID Activity Name Function Area Discipine WF

LEVEL-1 HP
Project House Project HPBCF-001 House area: Excavation F_Building B_House C_Civil 10%
HPBCF-002 House area: Foundation work F_Building B_House C_Civil 15%
HPBCF-003 House area: Slab GF work F_Building B_House C_Civil 25%
HPBCF-004 House area: Column GF work F_Building B_House C_Civil 20%
LEVEL-2 HP.B
Area House Area HPBCF-005 House area: Roof work F_Building B_House C_Civil 20%

Activity attributes Sum = 100%

ID Rule Example
Project ID XX HP : House Project
LEVEL-3 H.B.1
HP.B.1
Work Package Structure Area X B : House
Discipline X C : Civil
Function X F : Building Work
Activity Level Activities
Sequence XXX 010 : Sequence ID

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Defining Activities

Add milestones in schedule to mark specific points and enhance schedule tracking
(milestone has no duration and effort)

Milestone can represent, House Project Milestone (Example)

Start or finish project/ phase ID Milestone Type

HP00M-001 Project Start Key date
Key event HP00M-002 Receive design from consultant External
HP00M-003 Receive area from client External
Important decision HP00M-008 Variance change approved Internal
HPBCM-004 House structure completed Progress point
Deadline HPCCM-007 Backyard completed Progress point
HPE0M-009 Electricity energize Key date
Progress point HP00M-010 Project finish Key date

External date and delivery Type of milestone may vary, defined by project
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Defining Activities

Planning the activity detailing method is very important, because not all detail information
can be achieved at planning stage

House area: excavation

House area: foundation work
2 alternatives way for detailing
House area: slab gf work

House area: excavation

House area: fdn. rebar arrg.
Decompose the activity, keep House area: fdn. formwork
total duration same
House area: fdn. casting
House area: slab gf work
OR
Progress Measurement Plan Forecast Actual

Create separate tracking tool House area: foundation work

to evaluate its progress  Start rebar arrangement 25 Jul 25 Jul
 Finish formwork 1 Aug 1 Aug
 Casting concrete 5 Aug 5 Aug

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Schedule Development Steps

01 Developing Schedule Management Plan and Basis

02 Developing Work Breakdown Structure

03 Defining Activities

04 Sequencing Activities

05 Calculating Duration & Resources

06 Finalizing Schedule

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Sequencing Activities

Sequencing is process of identifying relationships among activities to produce schedule

network model

Good sequencing characteristic

FS relationships give clear pictures of schedule network and it is easier to trace,

Maximise FS Relationship avoid using of SF

Lag/ lead (negative lag) will be hard to interpret and trace, best way is to convert it to
Minimize using lag/ lead activity as much as possible

Activity should have an FS or SS predecessor and an FS or FF successor, dangling

No open end (dangling) will cause no knock on effect when start or finish shifted

In some cases, constraint may restrict activity movement and cause illogical
Minimize constraint sequence, limit its use for key event that cannot be shifted or external delivery

Too many predecessors/ successors in activity will make sequence harder to trace,
Less redundant relationship limit its use only for direct driven relationship

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Sequencing Activities

Constraint is certain date that is set to start or end of activity/ milestone

Hard constraint Soft constraint

 Override total float calculation and break the logic  Override total float calculation but not break the
(mandatory start/ finish on) logic (start/ finish on, start/ finish on or after,
start/ finish on or before)

Act. Dur. TF Act. Dur. TF

A 5 0 A 5 0
B 5 0 B 5 0
C* 0 0 Mandatory finish C* 0 0 Finish on
D 1 2 D 3 2

Duration A changed, 5 to 7 Duration A changed, 5 to 7

Act. Dur. TF Act. Dur. TF

A 7 -2 A 7 -2
B 5 -2 B 5 -2
C* 0 0 C* 0 -2
D 1 2 Logic is broken D 3 0 Logic is kept
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Sequencing Activities

Sequencing House Project (example)

* : Constraint
* : Driving logic
* : Not-Driving logic

Activity Name Timeline

Start house construction

Receive design from consultant* Constraint, external delivery

All FS
House area: Excavation logic

House area: Foundation work No open

end
House area: Slab GF work Float
No lag
House area: Column GF work

House area: Roof work

House structure completed

Float

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Schedule Development Steps

01 Developing Schedule Management Plan and Basis

02 Developing Work Breakdown Structure

03 Defining Activities

04 Sequencing Activities

05 Calculating Duration & Resources

06 Finalizing Schedule

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Calculating Duration & Resources

Calculate duration is process of estimating activity duration to complete the activity with
no buffer included

Good duration characteristic

Unit duration shall be same for all activities to avoid misleading information, days
Same duration unit are preferred or hours for hourly task duration

Duration shall reflect real working time to perform the activity, holiday and non-
Working calendar assigned working day must be assigned to calendar

No unnecessary buffer Do not include any buffer while estimating duration to easily manage the float with
included real effort, put any buffer to consider any risk in separate activity

Duration is calculated using expert judgement or any parametric analysis,

Clear basis and reliable documented and approved by PM and technical manager

Consider to break to more detail if duration is too long or merge if duration is too
Not too long, not too short short
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Calculating Duration & Resources

Activity calculation type (example)

Estimation type Activity Name Qty Assumption Duration (days)

House area: Soil Work rate using 1 excavator = 600m3/day

Parametric 10
Excavation 6,000 m3 Duration = Work rate/ Qty

House area: Concrete From last typical projects, it needs 35 days in

Analogous 35
Foundation work Est. 300 m3 average

Expert Judgement Construct Mini Bar - Expert estimated it can be completed in 80 days 80

When calculating duration, unnecessary buffer shall not be included

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Calculating Duration & Resources

Add contingency activity to absorb any uncertainty/ risk that delaying the project if
needed, usually it’s added in the end of sequence, phase or project

Activity Name Timeline

House area: Excavation
House area: Foundation work
House area: Slab GF work
Buffer added in the end of activity
House area: Column GF work sequences
House area: Roof work
House area: Structure buffer
House structure completed

Buffer shall be visible as an activity, not float, lag or non-work period

As the activities delay, buffer duration will be decreased and some actions may need to be taken before it goes to zero

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Calculating Duration & Resources

Calculating resources is very important to determine when and how much resources are
needed to complete activity

Resource type in scheduling

It can be staff or direct workers (welder, carpenter, foremen, etc.)

Labour Usually counted in duration unit (hours, days, months)

It can be tools or equipment used (crane, excavator, etc.)

Non labour Usually counted in duration unit (hours, days, months)

Consumable or other supplies used (rebar, cement, gravel, etc.)

Material Usually counted in quantity unit (m3, tons, meter)

Not all resources need to be added to activity, inputting only key resources is enough

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Calculating Duration & Resources

Activity resource assignment (example)

Activity Name Timeline

House area: Excavation Crew A
House area: Foundation work Crew B
House area: Slab GF work Crew B
Buffers and milestones have no
House area: Column GF work Crew B, Crew C resource
House area: Roof work Crew C
House area: Structure buffer
House structure completed

Resource : House Structure

Crew-A 10
Crew-B 10 10 10 15 15 15 10 10
Crew-C 5 5 15 15

Resource is assigned to each activity, duration and sequence might be adjusted if there’s clash or over allocated resource
assignment
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Calculating Duration & Resources

The variables between resource and duration shall be managed properly since changes on
one variable will impact to the others

Units (effort) = duration x units/time

Units or Effort Work units required to complete activity, usually measured by man-hours, man-days

Duration Total time to complete activity, measured by work time unit e.g. hours, days, week

Units/time Number of resource working in each single duration

Example:
The work is estimated to take 100 hours (man-hours) of effort,
If there is one worker working 10 hours/day, then the duration to complete it would be 10 days

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Calculating Duration & Resources

There are activity duration types in Primavera P6 that determine how duration, effort and
units per time will be calculated when one variable changes

Example:
Work takes 1,000 days (man-days) of effort, with 10 worker available, the work duration would be 100 days

Effect when one variable changes

Units/time is changed Duration is changed to Effort is changed to 500
to 5 worker per day 50 days man-days
U/T D E U/T D E U/T D E

Fixed Duration & Units 5 100 500 20 50 1.000 5 100 500

Fixed Duration & Units/time 5 100 500 10 50 500 5 100 500

Fixed Units 5 200 1,000 20 50 1,000 10 50 500

Fixed Units/time 5 200 1,000 10 50 500 10 50 500

U/T = Units per time D = Duration E = Effort

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Schedule Development Steps

01 Developing Schedule Management Plan and Basis

02 Developing Work Breakdown Structure

03 Defining Activities

04 Sequencing Activities

05 Calculating Duration & Resources

06 Finalizing Schedule

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Finalizing Schedule

Finalizing schedule process is to make sure schedule has good criteria both in technical
or non-technical aspects

Finalizing process

Assess schedule health Assess the quality of schedule by evaluating it through several criteria

Check critical path validity Assess critical path validity through several criteria

Verify overall schedule Verify and communicate the project schedule to project teams to dig schedule
concern and grip the commitments for achieving schedule

Baseline schedule Get approval of schedule plan from stakeholders

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Finalizing Schedule

Common schedule health assessment criterias

Criteria to check Description

Missing logic/ open end All activities shall have at least an FS/SS predecessor and an FS/FF successors

Leads (negative lags) No lead (negative lags), convert lead to activity

Lags Minimize lags, convert lag to activity

Relationships Maximize FS logic, avoid SF logic

Hard constraint Minimize using hard constraint

High total float Minimize activities with high total float, re-check the relationships

Negative float No negative float, re-check use of constraints

High duration Most activity’s duration shall be less than reporting period, especially for near future

Link to WBS element All activities shall be linked to activity, not WBS element

The target for each criteria may be different for every project, depends on project needs and requirement
Moreover, DCMA 14 point assessment can be used for assessment guideline and basis
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Finalizing Schedule

Critical path is sequential activities that determine shortest time for project completion or
sequential activities that has total float ≤ 0 day

Critical path validation criteria

Continue through all activities Critical path shall continue from start date/ status date to the finish date of project

No lag or leads Critical path shall have no lags or leads

Critical path shall have deep level of detail and short duration to be closely
Proper detailed and duration monitored

Constraint, especially hard constraint shall not be incorporated in critical path since
No constraint it can miscalculate the CPM calculation

FS Relationships FS relationships shall be used to clearly show the logic sequence of critical path

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Finalizing Schedule

Verify and communicate the project schedule to project teams to dig schedule concern
and grip the commitments for achieving the plan

Schedule workshop is the best method to communicate schedule plan

Explain the overall schedule

Explain the critical path

Gather information, concerns and risks from team

Do schedule risk analysis (if needed or required)

Adjust schedule based on input if any change

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Finalizing Schedule

Schedule baseline is the approved version of schedule that will be used for tracking
project schedule performance

Following items can be finalized after schedule baseline is set

S-curve progress plan Detail resource

assignment and
allocation

$
!
Risk plan Cost budget and cash
flow projection
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WRAP UP! Schedule Planning and Development Steps :

Plan the schedule planning/ monitoring

strategy and schedule basis

Develop WBS, decompose the scope of work

into more manageable sections (work
package)

Define work package activities and sequence

them

Calculate activity duration and resource to

complete the activity

Finalize the schedule, get approval and set as

baseline
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