CE 436 CONSTRUCTION AND PROJECT MANAGEMENT

4th
Year
CHAPTER 4: PLANNING AND
SCHEDULING
A. GANTT CHART

B. PERT and CPM

C. PDM
(Precedence
Diagram Method)
Bansiloy, Leanne Amor M. Pateña, Brian M. Rengquijo, Kimberly Jade A.
 OBJECTIVES
• Learn the difference
between planning and
scheduling
• Learn the different methods
in planning and scheduling
and how to use it
accordingly
TOPIC OUTLINE
#1| Planning and Scheduling

#2| Gantt Chart

#3| PERT and CPM

#4| PDM
 BANSILOY, LA

INTRODUCTION
Every project is composed of works,
activities, tasks or functions.

The projects must all be finished under the

following objectives:

• To complete the project at the earliest

minimum time.
• To use any available manpower,
equipment and other resources
• To complete the project with a minimum
capital investment without causing
undue delay.
 BANSILOY, LA

INTRODUCTION
For management to function effectively, the
project planning system used must
consider all available alternatives.
The options could be a possibility of utilizing
its full resources such as money, manpower,
facilities and equipment.
Construction management considers time
as the controlling factor of all available
resources.
time versus number of manpower
time versus number of equipment
time versus peso
 BANSILOY, LA

PLANNING AND
SCHEDULING
Project planning is the process of
identifying all the activities necessary to
successfully complete the project.

Project scheduling is the process of

determining the sequential order of the
planned activities, assigning realistic
durations to each activity, and determining
the start and finish dates for each activity.
PROJECT PLANNING IS A PREREQUISITE TO
PROJECT SCHEDULING
 BANSILOY, LA

PLANNING AND
SCHEDULING
Project planning and scheduling are often
used synonymously because they are
performed interactively.

Project planning is more difficult to

accomplish than scheduling
 Bansiloy, LA

PLANNING

In Planning, the logical sequence of the job to

be performed must be formalized under the
following considerations:
• The logic of its sequence must be
reviewed for correctness.
• A further review should be entertained to
ascertain that all phases of works should
appear.
• That the scope of work is correctly
interpreted.
 Bansiloy, LA

PLANNING OBJECTIVES

The project manager's objective in planning

could be summarized as follows:

• To represent graphically the specific job

and the proper sequence of the job.
• To establish a medium for estimating the
time, manpower or other resources
necessary for each job.
• To have available sequential arrangement
of the jobs, an accurate estimate of
resources and the alternative based on
the scope of work.
 Bansiloy, LA

GANTT
CHART
 Bansiloy, LA

GANTT CHART
• The Gantt chart is a popular tool for
planning and scheduling simple projects.

• It serves as an aid of the manager to

schedule project activities and then, to
monitor progress over-time by comparing
the planned progress to the actual
progress.
Bansiloy, LA
 Bansiloy, LA

GANTT CHART

1. The ongoing activities on any

date can be seen from the
diagram by using a straight
edge or ruler vertically on the
desired date intersecting the
arrows representing the work
activities.
 Bansiloy, LA

GANTT CHART

2. The request for time extension

of the project can be
determined by looking at the
diagram.
 Bansiloy, LA

ADVANTAGE OF GANTT CHART

• Its simplicity
• Useful for simple projects
• On a more complex projects, Gantt chart
can be useful for initial project planning

DISADVANTAGE OF GANTT CHART

• Fails to reveal certain relationships among

activities that can be crucial to effective project
management
 Pateña, B

PERT AND CPM

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Pateña, B

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 Pateña, B

PERT CHART - a graphical

representation of a project’s timeline,
task, and the dependencies between
those task.

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 Pateña, B

PERT CHART NOTATION

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 Pateña, B

There are two rules:





i. Tasks (activities) are represented as arrows
PERT charts are also called activity-on-arrow
diagrams


ii. Milestone dates are represented as nodes
If there are multiple simultaneous activities to
perform, then the nodes are placed side by side,
number them on priority basis and mention the
timing on the arrows which depicts the time taken
to complete the activity.


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 Pateña, B

EXAMPLE

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 Pateña, B

Critical Path Method (CPM)

• designed as a tool for planning, scheduling, and
control of construction work.


• Develop in the 1950s by James E. Kelly and
Morgan R. Walker.


• CPM is a single-point estimate.


• Shows activities as a node represented by
19
boxes.
 Pateña, B

The Critical Path Method (CPM) offers the solution through systematic
approach.

• CPM pinpoints the particular work operations whose completion times are
responsible for controlling the complete date.

• It provides a means of speeding up a project without excessive costs for

overtime.

• It gives a time leeway or float available for each of the non-critical work
operations. The information on float time will give the project manager
that opportunity to maneuver in their planning and control of the
operations.

• It establishes time boundaries for operations with possibilities of shifting

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resources, equipment and manpower to meet time requirements.
Pateña, B

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Pateña, B

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 Rengquijo, KJ

PRECEDENCE
DIAGRAM METHOD
 Rengquijo, KJ

PRECEDENCE DIAGRAM
In project management,METHOD
the precedence diagram method (PDM) is
used to create diagrams of the progressive, interrelated steps in
project implementation. Explore the types of dependencies in
PDMs, the elements involved, and how to build and use PDMs for
different projects.
the precedence diagram method (PDM) is a technique used for
constructing a schedule in which activities are represented by
nodes and linked by one or more logical relationships to show the
sequence in which the activities are to be performed. This is also
known as activity on the node diagrams.
 Rengquijo, KJ

CONTROLLING FACTOR

Time Time
Time
VS VS
John Doe VS
Number of Number of
Cost
Manpower Equipment
 Rengquijo, KJ

PLANNING AND SCHEDULING

1. The logic of its sequence must be reviewed for
correctness
2. A further review should be entertained to ascertain
that all phases of works should appear
3. The scope of work is correctly interpreted
 Rengquijo, KJ

4 Types of Dependencies
• Finish-to-Start (FS) dependency
If two activities are linked by a finish-to-start dependency, this means
that the predecessor activity must be completed before the successor
activity can start.
 Rengquijo, KJ

4 Types of Dependencies
• Finish-to-Finish (FF) dependency
Under this type of logical relationship, a successor activity requires the
predecessor activity to be finished before it can be completed. This type
of dependency can also coincide with start-to-start relationships of the
same activities.
 Rengquijo, KJ

4 Types of Dependencies
• Start-to-Start (SS) dependency
If two activities are connected through a start-to-start dependency,
this means that the predecessor activity must have started before the
successor activity can start
 Rengquijo, KJ

4 Types of Dependencies
• Start-to-Finish (SF)
This logical relationship requires that a predecessor activity must have
started before the successor activity can be finished. In practice, this type
of dependency does not occur very often
 Rengquijo, KJ

PRECEDENCE DIAGRAM’s NOTATION

Earliest Event (EV)
Earliest time occurrence of an event without delaying
the earliest start of any activity
If numerically equal to the longest path activities in
series from the project start to finish

Earliest start time (ES)

An activity cannot be earlier than the earliest event
time
ES is always equal to the Earliest Event at the beginning
of an arrow call i-node. The point of an arrow is called
J-node.
 Rengquijo, KJ

PRECEDENCE DIAGRAM’s NOTATION

Earliest finish time (EF)
Is equal to its Earliest Start plus its duration or time.
EF = ES + Duration
EF = Early Event + Duration

Latest start time (LS)

Latest time the event may occur without delaying
project completion
Numerically equal to the length of the critical path
minus the longest path from the project event to the
event in question
 Rengquijo, KJ

PRECEDENCE DIAGRAM’s NOTATION

Latest finish time (LF)
Cannot be later than the latest event time of its j-node
Latest Finish = Latest Start +Duration
LS = LF - D
 Rengquijo, KJ

CRITICAL PATH
• Is the longest route in the network of activities representing a
project.
• The sum of the activities duration along this route is the
duration of the project
• Activities on the Critical Path are called “Critical Activities”
• Activities not on the Critical Path are called “Non Critical
Activities
• Critical activities have no float or slack
 Rengquijo, KJ

FLOAT (or slack)

Total Float
the total amount of time that a scheduled activity (or
milestone) may be delayed or extended without delaying the
project end date or violating a schedule constraint.

Numerically equal to the total time for the activity minus

the activity duration

LF – EF = Total Float
LS + D – (ES + D)
LS - ES = Total Float
 Rengquijo, KJ

FLOAT (or slack)

Free Float
The amount of time that a scheduled activity (or milestone)
can be delayed without delaying the start of the next activity in
the network

Numerically equal to the ES of any of its succeeding real

activities minus the earliest Finish (EF) of any activity in
question

ES – EF = FF
ES – (ES + D) = FF
 Rengquijo, KJ

FLOAT (or slack)

Independent Float
is that portion of the activities Free Float that would remain
if all its preceding activities used up all their float

Numerically equal to thy ES of the succeeding real activities

minus the LF of the preceding activities minus the duration of
activity in question

ES – ( LF -D ) = IF
 Rengquijo, KJ

PDM
Example
 Rengquijo, KJ

Example: ACTIVITY DURATION PREDECESSOR

A 2 days Start

B 6 days A

ACTIVITY C 6 days B

D 1 day B

E 3 days A

F 3 days D, E

G 2 days C(+2), F
 Rengquijo, KJ

Example:

ACTIVITY DURATION PREDECESSOR

A 2 days Start

B 6 days A

C 6 days B

D 1 day B

E 3 days A

F 3 days D, E

G 2 days C(+2), F
 Rengquijo, KJ

Example:

A B

ACTIVITY DURATION PREDECESSOR

A 2 days Start

B 6 days A

C 6 days B

D 1 day B

E 3 days A

F 3 days D, E

G 2 days C(+2), F
 Rengquijo, KJ

Example:

A B C

ACTIVITY DURATION PREDECESSOR

A 2 days Start

B 6 days A D
C 6 days B

D 1 day B

E 3 days A

F 3 days D, E

G 2 days C(+2), F
 Rengquijo, KJ

Example:

A B C

ACTIVITY DURATION PREDECESSOR

A 2 days Start

B 6 days A D
C 6 days B

D 1 day B

E 3 days A

F 3 days D, E
E
G 2 days C(+2), F
 Rengquijo, KJ

Example:

A B C

ACTIVITY DURATION PREDECESSOR

A 2 days Start

B 6 days A D
C 6 days B

D 1 day B
F
E 3 days A

F 3 days D, E
E
G 2 days C(+2), F
 Rengquijo, KJ

Example:

A B C (+2)

ACTIVITY DURATION PREDECESSOR

G
A 2 days Start

B 6 days A D
C 6 days B

D 1 day B
F
E 3 days A

F 3 days D, E
E
G 2 days C(+2), F
 Rengquijo, KJ

Example: E D E
S F
2 6 6
ACTIVITY
A B C (+2) L T2 L
ACTIVITY DURATION PREDECESSOR
1
S FG F
A 2 days Start

B 6 days A D 3
C 6 days B
F
D 1 day B 3
E 3 days A

F 3 days D, E
E
G 2 days C(+2), F
 Rengquijo, KJ

Example: E D E
+ + S F
0 2 2 2 6 8 6
ACTIVITY
A B
C (+2) L T2 L
ACTIVITY DURATION PREDECESSOR
1
S FG F
A 2 days Start

B 6 days A D 3
C 6 days B
+
F
D 1 day B 2 3 5
E 3 days A
E
F 3 days D, E

G 2 days C(+2), F
 Rengquijo, KJ

Example: E D E
+ + + S F
0 2 2 2 6 8 8 6 14
ACTIVITY
A B C 14+2 =16
(+2) L T2 L
+
ACTIVITY DURATION PREDECESSOR
8 1 9
S FG F
9,5
A 2 days Start bigger +
B 6 days A D 9 3 12
C 6 days B
+
F
D 1 day B 2 3 5
E 3 days A
E
F 3 days D, E

G 2 days C(+2), F
 Rengquijo, KJ

Example: E D E
+ + + S F
0 2 2 2 6 8 8 6 14 16 , 12
ACTIVITY
bigger
A B C 14+2 =16 +
(+2) L 16T 2 18
L
+
ACTIVITY DURATION PREDECESSOR
8 1 9
S FG F
9,5
A 2 days Start bigger +
B 6 days A D 9 3 12
C 6 days B
+
F
D 1 day B 2 3 5
E 3 days A
E
F 3 days D, E

G 2 days C(+2), F
 Rengquijo, KJ

Example: E D E
S F
0 2 2 2 6 8 8 6 14
- ACTIVITY
16-2 =14
A B C
8 14
(-2) L 16T2 18L
-
ACTIVITY DURATION PREDECESSOR
8 1 9
S FG F
A 2 days Start - 16 18
B 6 days A D 9 3 12
12 13
C 6 days B -
F
D 1 day B 2 3 5 13 16
E 3 days A -
E
F 3 days D, E
10 13
G 2 days C(+2), F
 Rengquijo, KJ

Example: E D E
S F
0 2 2 2 6 8 8 6 14
- - - ACTIVITY
16-2 =14
A B C
0 2 2 8 8 14
(-2) L 16T 2 18
L
-
ACTIVITY DURATION PREDECESSOR 8 , 12
smaller 8 1 9
S FG F
A 2 days Start - 16 18
2 , 10
B 6 days A
smaller D 9 3 12
12 13
C 6 days B -
F
D 1 day B 2 3 5 13 16
E 3 days A
E -
F 3 days D, E
10 13
G 2 days C(+2), F
 Rengquijo, KJ
TF = LF - EF
Example: or = LS - ES E D E
S F
0 2 2 2 6 8 8 6 14
ACTIVITY
A B C
0 0 2 2 0 8 8 0 14
L 16T 2 18
L
ACTIVITY DURATION PREDECESSOR
8 1 9
S FG F
A 2 days Start 16 0 18
B 6 days A D 9 3 12
12 4 13
C 6 days B
F
D 1 day B 2 3 5 13 4 16
E 3 days A
E
F 3 days D, E
10 8 13
G 2 days C(+2), F
 Rengquijo, KJ
Critical Path = (TF = 0)
Example: E D E
S F
0 2 2 2 6 8 8 6 14
ACTIVITY
A B C
0 0 2 2 0 8 8 0 14
L 16T 2 18
L
ACTIVITY DURATION PREDECESSOR S FG F
A 2 days Start 16 0 18
B 6 days A

C 6 days B

D 1 day B

E 3 days A

F 3 days D, E

G 2 days C(+2), F
THANK YOU
Bansiloy, Leanne Amor M.
Pateña, Brian M.
Rengquijo, Kimberly Jade A.