Industrial Engineering Program

IND-502
Project Management
Body Of Knowledge
“PMBOK”
Lecture #3
Dr. Sayed Ali Zayan Summer Term 2023_2024
Project Scheduling
Scheduling is the determination of the timing and sequence of
operations in the project and their assembly to give the overall
completion time. Project planning answers the questions, What is
going to be done? How? Where? By whom?, and When (in
general terms, the project’s start and end)? Scheduling deals with
when on a detailed level
Why Schedule Projects?
Contractors need project scheduling to:
1. Calculate the project completion date
2. Calculate the start or end of a specific activity
3. Coordinate among trades and subcontractors, and
expose and adjust conflicts
4. Predict and calculate the cash flow
5. Improve work efficiency
6. Serve as an effective project control tool
7. Evaluate the effect of changes
8. Prove delay claims
Why Schedule Projects?
Project owners and developers need project scheduling
to:
1. Get an idea on project’s expected finish date
2. Ensure contractor’s proper planning for timely finish
3. Predict and calculate the cash flow
4. Serve as an effective project monitoring tool
5. Evaluate the effect of changes
6. Verify delay claims
Scheduling Tools: Bar(Gantt) Chart
A bar chart is ‘‘a graphic representation of project activities, shown in
a time-scaled bar line with no links shown between activities’’. The bar
chart was originally developed by Henry L. Gantt in 1917 and is
alternatively called a Gantt chart. It quickly became popular—
especially in the construction industry—because of its ability to
graphically represent a project’s activities on a time scale.

Bar chart for placing a simple slab on a grade

 Bar (Gantt) Chart
Alternative bar chart for placing a simple slab on a grade
placed in two parts

Bar chart for placing

a simple slab on a
grade, with activities
‘‘necked’’ during
nonwork periods
Bar (Gantt) Chart
some are loaded with resource or budget numbers

Bar chart—loaded with

man-hours—for construction
of a two-story building

Bar chart—loaded with the

budget—for construction
of a two-story building
Bar (Gantt) Chart
and others compare the as-planned schedule with the as-built
schedule (Progress-monitoring Gantt chart)

Bar chart for replacement of an old roof, showing a comparison

between the percent complete of the planned (as-planned) activities
(thin line) and that of the actual (as-built) activities (thick line). The
dashed line is an extrapolation of the actual curve.
 Bar (Gantt) Chart
Figure shows a Gantt chart on which Figure shows a Gantt chart in
important milestones have been which bars represent a combination
indicated. of related tasks.

Milestone Gantt chart. Task-combination Gantt chart

Example:
Draw the Gantt chart for the following project:
Scheduling Tools: Project Network
The project network is the tool used for planning,
scheduling, and monitoring project progress.
The network is developed from the information
collected for the WBS and is a graphic flow chart
of the project job plan.
The network depicts the project activities that
must be completed, the logical sequences, the
interdependencies of the activities to be
completed, and in most cases the times for the
activities to start and finish along with the longest
path(s) through the network—the critical path.
Project Network: Terminology
 Activity. For project managers, an activity is an element of the
project that requires time. It may or may not require resources.
Typically an activity consumes time—either while people work or
while people wait.
 Merge activity. This is an activity that has more than one activity
immediately preceding it (more than one dependency arrow flowing
to it).
 Parallel activities. These are activities that can take place at the
same time, if the manager wishes. However, the manager may
choose to have parallel activities not occur simultaneously.
 Path. A sequence of connected, dependent activities.
 Event. This term is used to represent a point in time when an activity
is started or completed. It does not consume time.
 Burst activity. This activity has more than one activity immediately
following it (more than one dependency arrow flowing from it).
Project Network: Approaches
The two approaches used to develop project networks are
known as
• Activity-On Node (AON)

• Activity-On-Arrow (AOA).
Project Network: Construction
Basic Rules to Follow in Developing Project Networks:
 Networks flow typically from left to right.
 An activity cannot begin until all preceding connected activities have been
completed.
 Arrows on networks indicate precedence and flow. Arrows can cross over
each other.
 Each activity should have a unique identification number.
 An activity identification number must be larger than that of any activities
that precede it.
 Looping is not allowed (in other words, recycling through a set of activities
cannot take place).
 Conditional statements are not allowed (that is, this type of statement
should not appear: If successful, do something; if not, do nothing).
 Experience suggests that when there are multiple starts, a common start
node can be used to indicate a clear project beginning on the network.
Similarly, a single project end node can be used to indicate a clear ending.
Project Network: Activity-on-Node (AON)
The wide availability of personal computers and graphics programs has
served as an impetus for use of the Activity-On-Node (AON) method
(sometimes called the precedence diagram method). An activity is
represented by a node (box). The node can take many forms figure, but in
recent years the node represented as a rectangle (box) has dominated.

The different
forms of Node
Project Network: Activity-on-Node (AON)
Activity-on-Node Network Fundamentals
Project Network: Activity-on-Node (AON)
There are three basic relationships that must be established
for activities included in a project network. The
relationships can be found by answering the following
three questions for each activity:
 Which activities must be completed immediately before
this activity? These activities are called predecessor
activities.
 Which activities must immediately follow this activity?
These activities are called successor activities.
 Which activities can occur while this activity is taking
place? This is known as a concurrent or parallel
relationship.
Project Network: Activity-on-Node (AON)
Recommendations for Proper Node Diagram Drawing
1. Nodes and milestones in node networks:

2. Node connection in node networks:

Project Network: Activity-on-Node (AON)
3. Node order in node networks
Although networks are not time-scaled, in general, they should be designed from left to right
in an almost chronological order. Relationship lines (arrows) can be horizontal, inclined, or
broken; however, they should be positioned, in general, from left to right.
Project Network: Activity-on-Node (AON)
4. Do not combine relationship lines (see Figure). These relationships are
independent from their start to their end. Besides, one of them may carry a lag
while the other one may not (or may carry a different lag).

5. Try to minimize line crossings (see Figure). When two lines (relationships) must
intersect, make a “jump” on one of them to indicate that they do not intersect or
meet.
Project Network: Activity-on-Node (AON)
6. Start the network with one node and finish it with one node.
Project Network: Activity-on-Node (AON)
7. In many cases of hand drawing, you will need to redraw
the network after your first attempt. Although your first
attempt may be logically correct, it may look awkward
and confusing. Redraw it to minimize lines crossing and
relocate activities to be as near as possible to their
predecessors and successors.
Example:
Draw a project network from the following information.
What activity(s) is a burst activity? What activity(s) is a
merge activity?
Solution:

Activity C is a burst activity. Activity G is a merge activity

Example:
Information for a simplified project network is given in the
following table.

Construct the project AON network

Solution:
Project Network: Activity-On-Arrow (AOA) Approach
The Activity-On-Arrow (AOA) approach also uses the arrow and node as network
building blocks. However, in this approach the arrow represents an individual project
activity that requires time. The length and slope of the arrow have no significance. The
node represents an event; it is usually presented as a small circle. Events represent
points in time but do not consume time. Each activity on the network has a start and
end event node.
Project Network: Activity-On-Arrow (AOA)
Rules For Drawing Networks
1. A complete network should have only one point of entry - a START
event and only one point of exit - a FINISH event.
2. Every activity must have one preceding or 'tail' event and one
succeeding or ‘head' event.
3. No activity can start until its tail event is reached.
4. An event is not complete until all activities leading in to it are complete.
This is an important rule and invariably has to be applied in
examination questions.
5. 'Loops' i.e. a series of activities which lead back to the same event are
not allowed because the essence of networks is a progression of
activities always moving onwards in time.
Sample problems for drawing AOA networks
Quiz:

Draw the AOA network for the project given next.