Chapter 2

University of Sulaimani College of Engineering
Engineering Management and

Economy
Lecture -2-
Management Systems
University of Sulaimani
College of Engineering
Civil Engineering Department
Academic Year 2019-2020
By:
Tavga Aram Abdalla
MSc. In Geotechnical Engineering
1
Management & Economy Lectures (Mrs. Tavga Aram) 2019-2020 Civil Engineering Department
Subject Overview
This subject covers aspects related to management systems scheduling
technique including critical path method (CPM) and the activities that
managers perform to achieve projects objectives. Other methods are
represented in this chapter that the students will need in their work.
Subject Objectives
Upon completion of this subject (Chapter 2), the student should Know:
1. Planning functions & methods of planning.
2. Activity on arrow diagram AOA.
3. Activity on node diagram AON.
4. Bar chart technique.

2
Engineering Management & Economy ( Mrs. Tavga Aram)) 2019-2020 Civil Engineering Department
System
System are consisting of elements and relationships between these
elements. The elements & their relationships are the structure of the
system.
 every system has more or less different types of relationships with

their other systems too.
 Each system has a boundary, May physical or mental.
 System may be simple or complex.
3
Government
Trade union Environment
Eng. union
In this fig. arrows means relationships:

1 2 Contractual Relationship
Direct working relationship
Indirect working relationship

m n
Work environment
Work Government relationship
System Boundary
4
In this figure elements are:

1 Owner
2 Contractor
m Manager
n Worker
5
Management Functions:
The success of business projects, is fully dependent on:
Planning, organizational, structure, adequate supervision and training of
personal as well as upon technology.
 Management functions are the activities that the managers perform
to achieve project objectives and it consist of the following aspects:
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Management Functions
7
Planning function:
• Planning is to see the end from the beginning and to see the
beginning from the end.
• Planning is an important tool of management; it means the

preparation of construction programs before the actual schedule can
begin, to ensure that the work is carried out with a maximum
economy, with in stated time and satisfies the criteria for
effectiveness and efficiency.
8
What’s the difference the planning and scheduling?

Planning Scheduling
1. Planning is an important tool of 1. Scheduling is the conversion of the
management, it means the
preparation of construction programs construction plan to a time related
before the actual schedule can begin, chart.
to ensure that the work is carried out
with a maximum time and satisfies the 2. A schedule establishes the specific
criteria for effectiveness and start & end dates for the activities
efficiency.
and also establishes the total
2. In plan the activities don’t have project duration.
specific start & end dates. 3. A schedule determines when, for
3. A plan shows the activities & their how long & what resources are
logic relationship. needed for each activity.
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The steps in managing a project

The actual steps to manage a project are straightforward. The model in the
figure below illustrates the steps: Plan the project
Define a Develop • What must be done?
problem Solution • Who will do it?
Option • How will it be done?
• When must be done?
• What we need to do it?
Execute the plan

Close The Project Monitor Are we target?
What was done well? If not, what must be done?
What should be improved? and Control
Should the plan changed?
What else did we learn?
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Brief description of the actions involved:

1. DEFINE THE PROBLEM:
You need to identify the problem to be solved by the project
What will be different?
What client need is being satisfied by the project?
2. DEVELOP SOLUTION OPTIONS:

Studying the available alternatives, which do you think will be best solve the
problem?
It is more or less costly than other suitable choices?
11

3. PLAN THE PROJECT:
Planning is answering questions
What must be done? By whom? For how much, how, when and so on.
4. EXECUTE THE PLAN: once the plan is drafted, it must be implemented.
5. MONITOR & CONTROL PROCESS:

Plans are developed so that you can achieve your end result successfully.
Unless you monitor your progress you cannot be sure you will succeed. Of
course, if a deviation from the plan is discovered, you must ask what must be
done to get back on track.
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6. CLOSE THE PROJECT:
Once the destination has been reached the project is finished.
The point here is to learn something from what you just did.
What was done well? Wat should be improved? What else did we learn?
13
Project Scheduling Methods

The primary reason for scheduling a project is to ensure that the deadline
can be met.
 Until around 1950, the only tool for scheduling projects was the Bar
Chart that developed by Henry Gantt, they are often called Gantt Chart.
Bar chart is simple to construct and read but it didn’t show the
interdependencies of the work.
To overcome the problem, two methods of scheduling were developed in

the late of 1950 and early 1960. One of these methods is called Critical Path
Method (CPM) and other is called Program Evaluation and Review
Technique (PERT).
14
Scheduling Process
1. Planning
Breaking in to activities+ Relations (Arrow Diagram)
2. Scheduling
Time Estimates Relations- Time Chart, Start/Finish times
(Critical activities, float Times)
3. Controlling
Use of arrow – diagram Progress & / or Diagram updates
15
Critical path Method (CPM)
The critical path is the longest path through a project

network, all activities on the critical path must be
completed as scheduled, and a delay in CP delays the
project, similarly to accelerate the project is necessary to
reduce the total time required for the activities in the CP.
The overall time of the critical path is the contract duration.
16
Steps CPM project planning
1. Specify the individual activities

2. Determine the sequence of those activities.
3. Draw a network diagram
4. Estimate the completion time of each activity
5. Identify the critical path
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 The critical path can be indicated either by thick line or two lines and the
activities lies on the critical path are critical activities.
 Network Diagram
Network is called arrow diagram, it provide a graphical representation of a
project plan showing the sequence in which the work is performed.
All projects can be broken down into a number of activities depending upon
details which is required and number of activities into which the project is
subdivided.
 There are two methods are used to draw arrow diagram:
 An activity on arrow diagram (AOA)
 An activity on node diagram (AON)

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Definition of net work diagram

ACTIVITY: it is the particular operation represent a portion of the project
that will be performed. An activity always consumes time and may also
consume resources. For example excavation works, casting concrete ….etc.
AN ARROW: used to represent an activity of a project or the sequence of

the activity.
CRITICAL: a critical activity or event is the one that must be achieved by a

certain time, having no latitude (slack or float).
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Definition of net work diagram

EVENT: is one of the defining points of arrow, at either ends of arrow
(beginning & ending points of arrows). Events are commonly denoted
graphically by a circle, square or any geometry shape and it carry identifying
numbers, letters.
A. Activity on arrow diagram

It is a graphical representation; it shows logical and sequential connected
arrows & activities of the project.
1. Each activity is represented by an arrow has an associated description

and expected duration.
20
Activity on arrow diagram

2. The arrow is straight line, but there is no reason why the arrow should be
drawn as a straight line, it can be bent or curved to suit the construction of
the diagram.
3. The diagram indicates the relationship between activities. These

relationships are:
Predecessor activity: it is the activity that immediately comes before
another activity.
Successor activity: it is the activity that immediately follows anther activity.
21
Drawing Arrow Diagram:

Example
1)B depends on A
2)B depend on A
C depend on A
3)B depend on A
C depend on B
E depend on B
22
Solution:
1) A B
2) A B
C
3)
A B
23
4. A dashed arrow can be drawn to represent a dummy activity. It is used to

only to maintain the logic of certain situation & prevent duplication of the
activities. It does not represent any work and has duration of zero.
5. The network must not have a loose ends or dangling events.
6. The network must not have looping.
24
Example:
Draw arrow diagram for the following activities
Activity Predecessor
Dummy Activity
25
Example:
Using an activity on arrow diagram formulate the network diagram for the
following project activities:
Activity Duration Predecessor Successor activity
activity
I 2 ---------- J,L
J 4 I K,M
K 3 J N
L 5 I N
M 6 J O
N 8 K,L O
O 3 M,N ----------
26
Solution:
27
Example:
activity
P ----------
Q -----------
R P, Q
S Q
T R, S
28
Example:
29
Example:
activity
A ----------
B A
C A
D A
E C, D
F B,E
G A
H B
I G,H,F
30
B. Activity on node diagram (AON)

Or ( Precedence Diagram Method)
In this method the activities are represented by rectangles and these
rectangles are linked together by arrows to show the sequence and
precedence of the activities
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What is Different between Node Network and Arrow Network?
32
Basic Scheduling Computations

In order to compute network start & finish times, only two rules apply to all networks.
Each event or node box has ES, LS, EF and LF. These means:
ES: Early start time, it is the earliest time that an activity can be started. The early start
times are determined during the Forward pass calculation of the project schedule
network.
LS: Late start time, it is the latest time that an activity can be started without delaying
the project completion. The late start times are determined during the backward pass
calculation of the project schedule network.
EF: Early Finish Time, it is the earliest time that an activity can be finished. The early
finish times are determined during the Forward pass calculation of the project schedule
network.
33
LF: Late finish time, it is the latest time that an activity can be finished without delaying
the project completion. The late finish times are determined during the Backward pass
calculation of the project schedule network.
Float: is the amount of time that an activity may be delayed from it’s early
start without delaying the project finish time.
Total Float ( TF) or Slack: the amount of time that an activity may be delayed
from its early start without delaying the project finish date.
TF = (LS-ES)
Free Float: The amount of time that an activity can be delay without delaying
the early start of any immediately following activities.
34
Lag: Planned wait time between activities
35

Duration of the activity (DU): the time calendar units between the start and
finish of an activity.
Lag time: is the forced period in the relationship between two variables.
 Figure below illustrates a rectangle diagram activity in activity on node

technique. The rectangle has spaces for entering activity time values directly on
node. It is also called Precedence diagram.
ES TF EF
Activity Description
LS DU LF
36
Forward- Pass calculation

In this type of computation, start at the beginning of the network and pass towards
the end. The forward computation is used to determine earliest time (start, finish)
for all activities.
Rule 1: It is always true that the early finish for an activity becomes the early start
for the next activity.
Rule 2: When two or more activities precede another activity, the earliest time
when the activity can be started is the longer of the durations of the activities
preceding it.
Early Start = Maximum (or Highest) EF value from immediate Predecessor(s)
Early Finish = ES + Duration
37
An example of a Forward Pass calculation is shown in Figure below. Generic activities

are used in the examples in this paper to help illustrate the different calculation
processes.
38
Backward- Pass calculation

A backward pass is made through the network to compute the latest start and latest
finish times for each activity in the network. To do that, always begin at the end and
pass until arrive at the beginning.
Rule 3: When two or more activities, the latest time when doing backward-pass
calculations always use the smallest number for the LF of previous activities.
Rule 4: The critical passes through all events whose early event times are equal to
their late times.
Late Start = LF – Duration

Late Finish = Minimum (or Lowest) LS value from immediate Successor(s)
39
Backward- Pass calculation
40
Float calculation
The importance of calculating Total Float and Free Float are
found it the definitions of these terms. As stated earlier, float
values indicate how much each individual activity can be
delayed before affecting successor activities or the planned
project completion date. The float calculations for the sample
schedule are shown in Exhibit 5. Formulas for calculating
Total Float and Free Float are as follows:
Total Float = LS – ES (it is also calculated by LF – EF)
Free Float = Lowest ES of successors – EF
41
Float calculation
42
Example: It’s required to:

A.Make forward & backward calculation & write ES, LS, EF & LF for each drawn
activity.
B.Make critical path & find project duration.
C.Prepare an activity time tabulation showing ES, EF,LS,LF & TF.
Activity Duration Followed by
A 5 B,C,D
B 10 E
C 35 G
D 8 E
E 5 F
F 15 G
G 15 H
H 30 -----------
43
44
Activit DU ES EF LS LF TF FF Note
y
A 5 0 5 0 5 0 0 CA
B 10 5 15 10 20 5 0
C 35 5 40 5 40 0 0 CA
D 8 5 13 12 20 7 2
E 5 15 20 20 25 5 0
F 15 20 35 25 40 5 5
G 15 40 55 40 55 0 0 CA
H 30 55 85 55 85 0 0 CA
45
EXAMPLE What is the total float and free float of activity J?
Activity Duration Successor

(Weeks) (followed by
activity)
A 2 B
B 3 C
C 4 D
D 8 --------
E 2 F
F 3 G
G 4 H
H 5 ----------
I 2 J
J 1 G
46
47
For Activity J in this Example:
Total Float = LS – ES (it is also calculated by LF – EF) = 8-3 = 5 days
Free Float (FF) = ES of G – EF of J = 5-3 = 2 days
48
Home Work:
from the following activities:
A.Make forward & backward calculation & write ES, LS, EF & LF for each drawn
activity.
Activity A B C D E F G H
predecessor A A B C C D,E F,G
Duration (days) 3 4 2 5 1 2 4 3
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Home Work:
A.Make forward & backward calculation & write ES, LS, EF & LF for each
drawn activity.
Number Activity Predecess Duration
or (month)
1 Design house and obtain ----- 3
financing
2 Lay foundation 1 2
3 Order & receive materials 1 1
4 Build house 2,3 3
5 Select paints 2,3 1
6 Select carper 5 1
7 Finish work 4,6 1
50
Relationship between activities in precedence diagram

 Finish to Start (FS): Activity B cannot start until Activity A has finished.
 Start to Start (SS): Activity B cannot start until Activity A has started.
 Finish to Finish (FF): Activity B cannot finish until Activity A has finished.
 Start to Finish (SF): Activity B cannot finish until Activity A has started.
51
This Relationship between activities is called Lag Time:
Lag Time:
Lag is the delay of the successor activity. The successor activity
cannot start right after the end of the predecessor. In all
relationships, Finish- to-start, start- to-start, start – to finish and
finish-to finish, lag may be found. Lag time can be considered a
positive value. Lag time can be defined as a waiting period or a delay
between two activities
For example, we need a waiting time (lag) between plaster and paint
of wall.
52
Lag
Time
53
Lag
Time
54
Example 1:
Item Activity Duration Predecessor
(Days)
A Install Form 3 NA
B Pour Concrete 5 A
C Remove Forms 3 B (FS7)
0 3 3
3 0 8 FS 7 15 0 18
A B C
0 3 3 3 5 8
15 3 18
55
Example 2:
Activity Duration Predecessor
(Days)
A 3 NA
B 3 A (SS2)
C 4 A
D 6 A
E 5 B, C,D (FF2)
56
Example 2:
2 2 5
B
SS2 3 7
4
0 0 3
A 7 0 12
3 0 7
0 3 E
3
C
7 5 12
3 4 7
Project Duration = 12
days FF2
CA// A, C, E 3 1 9
D
4 6 10
57
Example 5 ; It’s required to:

1.Draw AON diagram for the following activities listed in the table below:
2.Find activity time values
3.Mark critical path & find project duration.
Activity DU (days) Following Relations Lag time
activity
A (start) 10 B SS 5
FF 6
C SS 4
FF 7
B 8 D FS 3
C 12 E FS 3
D 15 F SS 4
FF 8
E 18 F SS 2
FF 5
F 10
58
Solution:
59
3. Project Scheduling Method by using Gantt Chart

 A Gantt char or Bar chart is a graphical representation of project
activities shown in a time‐ scaled bar with no links shown between
activities.
 The bar chart was originally developed by Henry L, Gantt in 1917 and
alternatively called a Gantt chart.
60
Advantage and disadvantage of Bar chart (Gantt chart)

Advantages
 Simplicity of preparation
 Easy to understand
 Good communication tool
 Easy to update
 It can be loaded with other project information
Disadvantages
 It does NOT show interrelation between activities
 It is not adequate documentation for claims
61
Example 2
For the following activities, by using tha Gantt chart technique find project
duration and critical path
Activity Predecessor Duration
A -------- 2
B A 1
C A 3
D B,C 1
E D 2
F D 3
G E 2
H G,F 2
62
D
Activity
1 2 3 4 5 6 7 8 9 10 11 12
63 Duration (Days)
Example 3
For the following activities, by using tha Gantt chart technique find project
duration and critical path
64
65
• Example
1. A project, its activities are shown below, was started on (20/1/2014). Use the
Gantt chart technique to find its estimated delivery date.
H.W:
2. If the project shown above had a delay of (2) weeks after(6 working weeks),
what would be its new delivery date?
66
67
Example 4:Draw Gantt Chart for the following activity
Activity Predecessor Duration (Days)

A ------ 3
B A (FS2) 2
C A (SS1) 2
D B (SS1) 4
E C (SF3) 1
F C (FF3) 2
G D (SS1), E 4
H F (SF2), G 3
68

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University of Sulaimani College of Engineering

Engineering Management and

1. Planning functions & methods of planning.

2. Activity on arrow diagram AOA.

3. Activity on node diagram AON.

4. Bar chart technique.

 every system has more or less different types of relationships with

 Each system has a boundary, May physical or mental.

 System may be simple or complex.

In this fig. arrows means relationships:

Indirect working relationship

Work Government relationship

In this figure elements are:

• Planning is an important tool of management; it means the

What’s the difference the planning and scheduling?

The steps in managing a project

Execute the plan

Brief description of the actions involved:

What will be different?

What client need is being satisfied by the project?

2. DEVELOP SOLUTION OPTIONS:

It is more or less costly than other suitable choices?

Brief description of the actions involved:

4. EXECUTE THE PLAN: once the plan is drafted, it must be implemented.

5. MONITOR & CONTROL PROCESS:

Brief description of the actions involved:

Project Scheduling Methods

To overcome the problem, two methods of scheduling were developed in

Breaking in to activities+ Relations (Arrow Diagram)

Time Estimates Relations- Time Chart, Start/Finish times

(Critical activities, float Times)

Use of arrow – diagram Progress & / or Diagram updates

Critical path Method (CPM)

The critical path is the longest path through a project

1. Specify the individual activities

 There are two methods are used to draw arrow diagram:

 An activity on arrow diagram (AOA)

 An activity on node diagram (AON)

Definition of net work diagram

AN ARROW: used to represent an activity of a project or the sequence of

CRITICAL: a critical activity or event is the one that must be achieved by a

Definition of net work diagram

A. Activity on arrow diagram

1. Each activity is represented by an arrow has an associated description

Activity on arrow diagram

3. The diagram indicates the relationship between activities. These

Drawing Arrow Diagram:

4. A dashed arrow can be drawn to represent a dummy activity. It is used to

5. The network must not have a loose ends or dangling events.

6. The network must not have looping.

B. Activity on node diagram (AON)

What is Different between Node Network and Arrow Network?

Basic Scheduling Computations

Basic Scheduling Computations

Basic Scheduling Computations

Lag: Planned wait time between activities

Basic Scheduling Computations

 Figure below illustrates a rectangle diagram activity in activity on node