very important

Planning Technique and its Application

Dr. Xiangping Xian
Assistant Professor
Department of Architecture
and Civil Engineering
Project planning

Project planning is the initial effort and ongoing duty of

project leaders to answer the following questions:

✓ Where to go? – The target；

✓ When to get there？ The time planning;
✓ How to get there? – The roadmap；
✓ Who should join? – The project team；
✓ What can help? – The methods and tools；
Program Evaluation & Review Technique (PERT)
Current projects:
✓ Characteristics (complexity, size, discrete tasks → integrated
network)
✓ Resources (time, cost, gangs)
✓ Management (plan vs actual)
Create Establish Take Evaluate
plan schedule performance
action

Corrective feedback
✓ Package vs Sub-tasks
✓ Activity(ies) & Event(s) → Plans (graphically network)
✓ Time & Cost
Schedules Techniques
Program evaluation and review technique (PERT):

✓ Bar charts and linked bar charts

✓ Network analysis

▪ Arrow Diagram Method (ADM) /Activity-on-Arrow (AOA)

▪ Precedence Diagram Method (PDM)

✓ Line of balance
1. Bar Chart (Gantt Chart)
Project activities are laid out on a time-scaled area, which shows:
✓ the duration of the activities,
✓ the position on timescale, and
✓ the identification of a broadly defined work sequence
The bar chart is laid out with the time scales in days /weeks /months
/years along the top axis and a list of tasks or activities down the left-
hand side.
1. Bar Chart (Gantt Chart)
Advantages:
✓ Widespread application
✓ Simplicity of presentation
✓ Quick and easy to prepare
✓ Clear illustration of the relationship between activities in terms of
time and sequence
✓ Best suited to non-complex project
Disadvantages:
✓ Incapable of depicting interrelationships and dependencies
between activities
✓ No indication of critical activities
✓ Not suitable for a high degree of control for a complex project
1. Developing a linked Bar Chart
• Decide on the most appropriate time scale for
Step 1 the program;
• Choose the activities carefully.
• Insert summary tasks and add durations to the
Step 2 activities by calculation or from experience

• Add logic to the program by linking relevant activities

to one another;
• Think about what activities come first, which must
Step 3 follow, and which may happen at the same time;
• Overlapped or delayed starts can be introduced by
choosing the appropriate relationship and by adding
the necessary lag time.
Relationships used on linked bar charts

Finish to Start relationship

Start to Start relationship

Overlapping relationship

Finish to Finish relationship

Relationships used on linked bar charts
Relationships used on linked bar charts
Linked Bar Charts

Advantages:
✓ Clarity of presentation of bar chart
✓ Emphasis on activity duration and position
✓ Illustration of logical sequence and constraints
Disadvantages:
✓ Needs to be prepared from a network diagram
✓ The links between activities might be confusing because of the
position of linked activities
Linked Bar Charts

Advantages:
✓ Clarity of presentation of bar chart
✓ Emphasis on activity duration and position
✓ Illustration of logical sequence and constraints
Disadvantages:
✓ Needs to be prepared from a network diagram
✓ The links between activities might be confusing because of the
position of linked activities
2. Network Analysis

Network Diagrams

✓ show the precedence relationships among activities

✓ easier to understand these relationships graphically
✓ help to understand the flow of work in a project
✓ a useful tool for project planning and control, as well as for
scheduling
✓ represent ¾ of the planning process
 to draw
ask
2. Network Analysis will be

&
Very important
1) Activity-on-arrow (AOA)
✓ Use nodes to present activities
✓ Activities begin and end at events
✓ The network of these arrows shows all sequential and restraints
and relationships between activities
✓ Not drawn to a time scale
2. Network Analysis
1) Activity-on-arrow (AOA)
Advantages
✓ Identify potential problems
✓ Locating critical activities and critical path
✓ Optimize the schedule

Disadvantages
✓ Effort-intensive Preparation
✓ Skill requirement for presentation
✓ Limited time information
Developing an Arrow Diagram
1. Assess the Overall Construction Period
-

✓ a study of the project drawings in order to get a feel for the project
2.CIdentify the Construction Operations (Activities)
✓ a list or schedule of operation will be drawn up
3. Assess Activity Durations
✓ an assessment should be made for the appropriate duration of
each operation
✓ Durations - based on analysis of the man-hour in the estimate
4. Establish Sequence of Work Defore sequence
the based
understanding (cast
on our concrete

.....
-

(
✓ express the operation /activities in the form of an initial arrow
diagram
✓ The arrow diagram is based on finish-to-start relationships
✓ check the operational logic to ensure the right sequence of
construction
 needs
AOA Method to write the
durationa
1. Project breakdown .
Sequence
(WBS)
2. Activity listing
3. Activity duration
4. Numbering the events
5. Activity constraints
6. Network diagramming
7. Scheduling
AOA Method
Activity (or task), item of work or job
• Arrow – an activity
• Event – a circle or node
• Start and Finish each activity, with an identifying no.

1 2 3
A project has the following Activities and Precedence relationships:
Predecessor Activity
I-J 3
B C
1-2 A
A F
2-3 B 1 2 5 6
3-5 C D E
2-4 D 4
4-5 E
5-6 F
AOA Method
Activity (or task), item of work or job
• Arrow – an activity
• Event – a circle or node
• Start and Finish each activity, with an identifying no.

1 2 3
A project has the following Activities and Precedence relationships:
Predecessor Activity
I-J 3
B C
1-2 A
A F
2-3 B 1 2 5 6
3-5 C D E
2-4 D 4
4-5 E
5-6 F
AOA Method-Duration

Duration of the activities

Exc. Fwk
1 2 3
10 days 8 days

• EST—Earliest Start Time (Largest EFT of all predecessors)

• EFT—Earliest Finish Time (EST + duration for this task)
• LFT—Latest Finish Time (Smallest LST of following tasks)
• LST—Latest Start Time (LFT – duration for this task)
 EST
AOA Method-Analyze the Network 1
Forward Pass from left to right LFT
• Simple addition for the forward pass by taking the largest no. (EST)
Earliest finishing time (EFT) = Earliest starting times (EST) + Duration
Node
1 Activities 2
0 0
duraction
EST C
LST EFT LFT
Backward Pass from right to left
• By subtracting each activity duration time from its subsequent
duration to give the latest time for each event.
• Where there are alternative routes, the lowest will determine the
latest possible event time (LFT)
• LFT –latest time by which an event can be completed without affecting
project duration
Latest starting time (LST) = Latest finishing time (LFT) - Duration
AOA Method-Analyze the Network
Example 1: Use the Forward Pass and Backward Pass to analyze
the following network: Project Duration 51
=

8 35
20 35 5/

G 20 97
31-
39 51
-

- LFT
I

+
313 7 -

,
7-8 8-11
,
 L DEST
AOA Method-Analyze the Network -
Im
Example 1: Use the Forward Pass and Backward Pass to analyze ↑
the following network: LFT

G
5/
Dur
16 Pros
-

O o 20 35

O Zu 27 38 5) .

↑
AOA Method-Analyze the Network
Eares Elapsed Towe

• Node 2 has an EET of 16 wks, that is activity J may start at the

-

end of week 16.

• Node 3 has an EET of 20 wks, that is activities D and E
-

weeks
may start at the end of week ) D . E other & can be stated 20

• Node 7 has an EET of ( 20 + 15 ) wks = 35 wks, that is

-

activities G and H may start at the end of wk .

➢ EFT for activity J is (
-
16 + IT ) wks = 31 wks
➢ EFT for activity E is (
-
2 + 10 ) wks = 35
wks largest Durator
↓Start k latest
➢ EFT for activity G is (
-
20 + 15 + 3 ) wks = 38 wks latest⑮
38
Node 8 has an EET of wks, that is activity K may start at the end
Dr. Mei-yung of
LEUNG
wk .
AOA Method-Analyze the Network
Node 11

38
➢ EFT for activity K is ( + 12 ) wks = ge
wks
-

➢ EFT for activity H is ( 35 + 16 ) wks = 5 wks

➢ EFT for activity C is ( + ) wks = 30 wks
latest
Node11 has an EET of 5) weeks.
Since node 11 is the final node, this weeks represents the min.
time in which the whole project can be completedDr.- Mei-yung
it is theLEUNG
TPT.
- critical path has Duration of 57 week
AOA Method-Analyze the Network

Node 7

• Node 8 has an LET of (51 - 12) wks = 39 wks, that is

activities J, G and E may finish at the end of wk .
• Node 2 has an LET of ( 39 - 15 ) wks = 2u wks, that is
activity A may finish at the end of wk .
➢ LST for activity G is ( 39 - 3
) wks = 36 wks earlier
➢ LST for activity H is ( 57 - 16 ) wks = 35 wks choos 35
So that G is not affected

G
Node 7 has an LET of wks, that is activity D may finish
Dr.at the end
Mei-yung of
LEUNG
wk .
AOA Method-Analyze the Network
Node 3
➢ LST for activity E is ( 34 - 10
) wks = Eg wks
➢ LST for activity D is ( 3 - It
) wks = 20
wks earlier
Node 3 has an LET of 20 wks, that is activity B may finish at the end of wk
.
Node 1 ➢ LST for activity A is ( 34- 17 -76 ) wks = & wks
➢ LST for activity B is ( 2 - 2 ) wks = O wks
➢ LST for activity C is ( 5) - 30 ) wks = 2) wks
Node 1 has an LET of wks.
O

Dr. Mei-yung
Since node 1 is the 1st node, LST of the whole project is LEUNG
wk .
Critical Path

✓ A deterministic method that uses a fixed time estimate for each

activity
✓ Focus on the activities that are critical to the project
implementation in terms of duration
✓ Suitable for complex but fairly routine project with minimal
uncertainty in the project completion time
Critical Path

✓ Path: any route along the network from start to finish

✓ Critical Path: path with the longest total duration. This is the
shortest time in which the project can be completed.
✓ Critical Activity: an activity on the critical path
Critical Path
✓ Specify the individual activities
From work breakdown structure
✓ Estimate the completion time for each activity
Based on quotation, calculation, or assessment
✓ Determine the sequence of those activities
Identify the immediate predecessors of each activity and form a list
✓ Draw a network diagram
Several drafts may be needed if done manually
Critical Path

✓ Identify the critical path (the longest path through the network)
• Calculate the earliest/latest start/finish time of each activity (ES,
EF, LS, LF)
• Identify the longest-duration path through the network
• Activities on the path can not be delayed without delaying the
project
✓ Update the CPM diagram as the project progresses
Critical Path
✓ Early Start (ES) time (Forward Pass)
• the earliest time when the activity can begin
• First activity, the ES time is usually set to zero (ES = 0)
• For other activities, ES is the maximum EF of all activities directly
precede the current one: ES(A) = Max(EF(B), EF(C), EF(D))
✓ Early Finish (EF) time (Forward Pass)
• the earliest time when the activity is expected to be completed
• It is calculated by adding the activity's duration to its ES time
EF(A) = ES(A) + Duration(A)
Critical Path
✓ Last Start (LS) time (Backward Pass)
• the latest time when the activity can begin
• For the last activity, LS time is equal to the LF time (LS = LF)
• For preceding activities, LS time is determined by:
LS(A) = LF(A) - Duration(A)
✓ Last Finish (LF) time (Backward Pass)
• For the last activity, LF is the project’s total duration (EF)
• For preceding activities, LF time is determined by:
LF(A) = Min(LS(B), LS(C), LS(D))
Critical Path

The critical path? BDH

Float time

✓ Activity float (Total)

• The difference between the earliest start time and latest start
time: Total Float = LS – ES
✓ Free float
• The amount of delay that can be assigned to any activity without
delaying subsequent activities
Free Float = ES(successor) - EF(current activity)
Float time

The free floating time for activity A and Activity D?

AOA Method
Fwk(a) 3 Rebar(a)
Exc Conc
1 2 5 6
.
Fwk (d) 4 Rebar(b)

• For parallel activities to express logical relationship

• ‘0’ duration to provide a logical link maintaining the correct
relationship of activities

Considering the relationship between different activities is very

important. How about installing rough walls, electricity, and sidings?
Precedence Diagram Method
4 dependencies can be described.

1. Finish-to-Start
2. Start-to-Start
3. Finish-to-Finish
4. Start-to-Finish
Precedence Diagram Method
α
1. Finish-to-Start (FS) A B
• Activity B may not start until at least α time units after the finish ofA.
• e.g., re-bar → concerting → curing of concrete

2. Start-to-Start (SS) β
A B

• At least β time units must elapse between the start of

activity A and the start of activityB.
• Lag-start –the start of activity B lags behind the start of
activity A
• e.g., fwk for slab → re-bar to slab
Precedence Diagram Method
γ
3. Finish-to-Finish (FF) A B
• At least γ time units must elapse between the finish of activity A
and the finish of activity B.
• Lag-finish' relationship.
• e.g, installing wdw → fixing glazing ; laying pipewk → b/f in tr.
δ
4. Start-to-Finish (SF) A B

• Activity B may not finish until δ time units after the

start of activity A.
• E.g., mixing conc. → laying conc.
Precedence Diagram Method
Typical activity codes/notations:

Earliest Activity Earliest

start duration finish
time time
0 5 5

finish side
start side
A Activity description
3 3 8
Latest Latest
start finish
time Totalfloat
time

(Oxley, 1996)
Precedence Diagram Method Legend:

ES EF
Act.
LS LF
D

2 7 7 11
B E
0 2 2 7 7 11 11 14
A 5 4 F
0 2 11 14
2 2 5 5 9 3
C D
4 7 7 11
3 4
Precedence Diagram Method Pretort Y
ES EF
Tota float
-
Activity
LS LF
Example Duration
13 15
D
6 9 13 15
C 2
10 13
3 11 14
E
14 17
3

For ActivityC:
Total float,
TF = LS-ES = 10-6 =4
also
TF = LF-EF = 13-9 = 4
Free float,
FF = min [ES of activity ‘D’, ES of activity ‘E’] - EF
• = min [13, 11] -9 = 11-9 = 2
Precedence Diagram Method ES EF
TF=49 Activity
Exercise FF=0⑧ LS LF
0 8 8 16 Duration

A D
4 12 12 20
8 8
0 20
start TF=0g Finish
0 FF=0O
20
0 10 10 20
B E
0 10 10 20
10 10

TF= 55
FF= 55
0 5
C
5 10
5
Project Network Diagrams

Activity on Arrow (AOA) /Arrow Diagram Method (ADM)

✓ simpler for projects with many dependencies
✓ emphasizes events; milestones can be easily flagged
✓ sometimes requires dummy activities

Precedence Diagram Method (PDM)

✓ easier to draw for simple projects
✓ emphasizes activities
✓ no dummy activities
Line-of-Balance (LOB) Chart Bangrt o

X No need
✓ For repetitive type buildings, it can be better planned
using Line- of- Balance (LOB) Technique

✓ The LOB schedule chart shows the graphical plan of work

execution of the repetitive projects, such as similar
buildings and multi-storey skyscrapers as well as the
linear–type segmented works like roads, airfields, tunnels,
and pipelines.
Line-of-Balance (LOB) Chart

bes teams
many
-Working
on

project

Mendover from 1

to anoth
team
team

(Smith, 2008)
Line-of-Balance (LOB) Chart X

Advantages:
• Display
• Rate of working of one trade against another.
• Specified resources (gangs, materials)
• Sequence wkg (progress)
• Performance
Acknowledgement

• Great thank-you to Prof. Thomas, Prof. Eric, and Prof. Mei

Yung!

Thank you all for listening!

Questions?

xiangping.xian@cityu.edu.hk