PROJECT

PLANNING AND CLASS 1

CONTROL_Unit 1
 UNIT 1 _ NETWORK ANALYSIS
1. Work breakdown structure (WBS)
2. Assessing Duration
3. Project Scheduling
4. Work scheduling Process
Time Planning Process, Resource planning process
5. Job Layout
Bar Chart , Mile stone Chart
6. Schedule Hierarchy
 1. PROJECT WORK
BREAKDOWN
o Work breakdown process involves splitting of the project works into its
manageable constituents arranged in a hierarchical order till desired level.

o Work breakdown levels are categorized into sub-projects, tasks, work

packages, activities and operations.

o These levels depend upon the plan type, the nature and complexity of
the project and the expected degree of control.
o Project work breakdown enables splitting of the project work into hierarchical
work breakdown levels of sub-projects, tasks, work packages and activities.

o Each activity represents identifiable lower level job which consumes time and
possibly resources.

o Projects are best managed by work packages and best planned and monitored
by activities.

Project work breakdown defines:-

Project work breakdown levels
Outlines the methodology for determining the activities involved
Method of assessing the activity duration
Co-relating the activity and work items with budgeted earned value
 PROJECT WORK
BREAKDOWN LEVELS
o Project work breakdown involves breaking of the project work into
manageable parts arranged in a hierarchical order till the desired
level is reached.

The work break down levels are broadly categorized into five levels
Sub-project level
Task level
Work-package level
Activity level
Operational level
Each level has certain features associated with it. However level
categorization is broad concept and at time their overlapping may
become unavoidable.

Sub-Project level : Sub projects are derived by dividing the project

work into independent large volume mini projects or task groups. For
example, in housing project each group of major works which can
progress in a systematic manner, without interference from other
works can be termed as a sub-project e.g. Block-1, Block 2 etc.,

Task level : The project or sub-project work can be split up into

various tasks. A task is a identifiable and deliverable major works. A
Work Package level : A project task can be further sub divided into
one or more work packages. Each work package contains sizable,
measurable, cost able and controllable package of work like Civil works,
Plumbing works, Electrical works, etc.,

Activity level : Work packages further be broken down into various

identifiable jobs, operations and processes, which consume time and
resources are necessary for completion like Sub structure works, Super
structure works, External development works etc.

Operations Level: An activity comprises one or more operations. Each

operation contains a part of the work content of the activity. It generally
o Work breakdown of task / work packages into its constituent activities
requires a study of the methodology of execution of work packages.

o Generally known as method statement, derived based on experience

or in discussion with project engineers

o Construction projects are best managed by work packages, which in

turn are best planned and monitored by activities

o Project planner, uses activity as the common database for planning

projects.
o Activity duration forms the basis for time planning and scheduling
of project.

o The inputs of labor, materials and machinery needed for

execution of each activity enable preparation of resources
forecasts.

o Activity base is vital for monitoring progress of the project work.

 2. ASSESSING
DURATION
o Activity duration is the specific quantity of time that exists

between the designated start time and end time of a scheduled

activity.

Actual duration, 

Original duration,  

Remaining duration.

o Activity duration should be carefully measured from the start date

to the end date and can be calculated in whatever calendar units

o The activity duration can be established when a project is
conceived, or it can be established when a project is kicked off, and
is typically fluid in nature, and able to be modified if the situation
merits and with the agreement of all parties.

o The sum total of the activity duration can also be broken up into
smaller parts in the establishment of project milestones, points at
which either the current state of the project will be assessed, or
potentially sum or all deliverables will be submitted in either final
or draft form.
Activity Duration Estimating  
Activity duration estimating represents the act of quantifying the
amount of time that it is anticipated that the activity will take.

Remaining Duration  In project management, accurate

reporting on schedule progress entails documentation of the
remaining duration of each schedule activity.

Most Likely Duration  The process of estimating the number of

work periods that are required to complete activities using an
estimated amount of time.

Duration  The term duration (also known by the abbreviations DU

or DUR) refers, in a big picture sense, to the total.

Original Duration (OD)  Original duration is one of the most

critical elements of effective and comprehensive project
Various methods to estimate activity duration, depending on the
nature of the activities.
1. Work Breakdown Structure
o Certain activities might be too large or complex for a reliable
duration estimate. If an activity takes up more than 10 percent of
the project schedule, the project might want to break it into
several different tasks.
o Work breakdown structure is used to reduce these activities into
smaller, more manageable tasks. Doing this enables you to set
priorities and estimate the duration of tasks more accurately.
o A work breakdown structure also is useful for building
accountability, because we can assign specific tasks to designated
project participants.
2. PERT Method
o The Program / Project Evaluation and Review Technique, or PERT,
estimation method is a weighted average of three scenarios. The
PERT estimation method is a good option if you’re uncertain about
 3. Analogous Estimation
o The analogous, or top-down, estimation relies on information from
similar projects to determine the activity duration for a current project.
We need historical data and a degree of expertise about the similar
projects, because the reliability of the estimation depends on how
closely the activities match the projects we are using as comparisons.

o Use this method at the beginning of a project when we don’t have all
the details. Adjust the estimates as a learning grows about the tasks and
how long they can be expected to take with the resources available.

4. Parametric Estimation
o The parametric estimation is similar, but more accurate than the
analogous estimation. To use it, multiply the number of units we need by
the time it takes to produce the units. We need historical information
about similar activities to complete the estimate. The method is
scalable.
 5. Expert Judgment
o If the project is complicated and a number of factors can influence the
duration of the activities, we might want to use expert judgment to
estimate activity duration.

o Experts knowledgeable in a particular area can judge the time and

resources we require to complete activities in that area. Be careful when
choosing experts or using their estimates, because they may have certain
biases that might influence their estimates.

6. The Delphi Technique

o The Delphi technique makes use of group intelligence to determine
activity duration.
o The technique involves gathering opinions from several experts and then
sending the responses back to the experts for their review. They can
change their opinions after reviewing the responses.
oThe process might involve several rounds, as you want to investigate
differences of opinion and get to a consensus.
 3. PROJECT
SCHEDULING
Project scheduling is a mechanism to communicate what tasks need
to get done and which organizational resources will be allocated to
complete those tasks in what timeframe. A project schedule is a
document collecting all the work needed to deliver the project on time.

o What and who is being scheduled,

o for what purposes,

o Where is this scheduling taking place.

 A project is made up of many tasks, and each task is given a start and
end (or due date), so it can be completed on time. Likewise, people have
different schedules, and their availability and vacation or leave dates
need to be documented in order to successfully plan those tasks.
o Earlier people had calendars, today most teams use online project
scheduling tools.
Typically, project scheduling is just one feature within a larger project
management software solution, and there are many different places in the
software where scheduling takes place.
For example, most tools have task lists, which enable the manager to
schedule multiple tasks, their due dates, sometimes the planned effort
against that task, and then assign that task to a person.
The software also have resource scheduling, basically the ability to
schedule the team’s availability, but also the availability of non-human
resources like machines or buildings or meeting rooms.
o Tracking is easier with online scheduling tool.
Define Activities

What are the activities that you have to do in the project? By using a
Work Breakdown Structure (WBS) and a deliverables diagram, take these
activities and organize them by mapping out the tasks necessary to
complete them in an order than makes sense.

Do Estimates

With the activities defined and broken down into tasks, next have to
determine the time and effort it will take to complete them. This is an
essential piece of the equation in order to calculate the correct schedule.

Determine Dependencies

Tasks are not an island, and often one cannot be started until the
other is completed. That’s called a task dependency, and the schedule is
going to reflect these linked tasks. One way to do this is by putting a bit
Assign Resources

The last step to finalizing your planned schedule is to decide on what

resources are needed to get those tasks done on time. Going to
assemble a team, and their time will be scheduled just like the tasks.
Scheduling
Tasks

Scheduling
People

Scheduling
Projects
Another way to stay on top of scheduling is by integrating the
task scheduling view on the Gantt chart with resource and workload
scheduling features.
 Simple construction scheduling techniques that will help
represent and create construction schedules techniques.

o Using Bar Charts

o Critical Path Method

o Line of Balance Scheduling Technique

o Q Scheduling
1. Using Bar Charts
o Bar Charts are the most simple and easiest way to generate construction
schedules.
o It is widely used due to its simplicity and multiple adaptations to numerous
events.
o A bar chart is formed with a list of activities, specifying the start date, duration of
the activity and completion date of each activity, and then plotted on a project
timescale.
o The detailed level of the bar chart depends on the project complexity and the
intended use of the schedule.
o A variation of the bar chart schedule is the linked bar chart. A linked bar chart
uses arrow and lines to tie the activities and subsequent items, specifying the
successors and predecessors of every activity. The previous activities are linked
one to another to demonstrate that one activity must be completed before the
other activity can start.
o Bar charts are useful and used to detect the amount of resources needed for one
particular project. Resource aggregation is done by adding resources vertically in
the schedule.
o The purpose of this aggregation is to estimate the work production
and establishing estimates for man-hour and equipment needed.
2. Critical Path Method
o This process is more complex and detailed than the bar chart.
o With a large list of activities, each activity is then linked to previous
and subsequent activities, specifying that each activity has at least
another one that must be completed prior to starting the preceding
one. 
o The Critical Path Method establishes and assigns start and end dates
based on certain logic like ES, EF, LS, LF that are key indicators of how
activities must be sequenced.
o These constraints determine the first date that an activity can start;
late start, specifying the last possible date that this activity must be
started to avoid delays in the overall construction process; early
finish, the earlier date that the proposed activity will be completed;
and the late finish, that is the last date the activity must be completed
without affecting the start of the next one, and subsequently affecting
the entire construction scheduling resources.
The steps in producing a network are: 

o Listing of Activities

o Producing a network showing the logical relationship between

activities

o Assessing the duration of each activity, producing a schedule, and

determining the start and finish times of each activity and the
available float

o Assessing the required resources

3. Line of Balance Scheduling Technique
o This construction scheduling process is a planning technique for
repetitive work. The essential procedure for this scheduling
technique is to allocate the resources needed for each step or
operation, so the following activities are not delayed, and the result
can be obtained.
o The principles employed are taken from the planning and control
of manufacturing processes; a process usually applied in the
construction work and more specific in road construction. It is very
powerful and easy to use process when the conditions are ideal for
this type of work.
Q Scheduling
o Q Scheduling is quantitative scheduling, in the context that
quantities to be executed at different locations of the construction
project form the elements of the schedule. Also, Q Scheduling is
Queue Scheduling in the context that trades pass through the
different segments of the project in a queue sequence.
o No interference between two activities is allowed at the same location. It
is derived basically from the Line of balance technique with some
modifications to allow for the non-repetitive models that are characteristic
of the majority of construction projects.

oThe Q Scheduling is a new technique, though getting rapid popularity

among contracting firms. It is the only scheduling technique that reveals a
relation between the sequence of doing a job and the cost to be incurred.

o The Q schedule is similar to the Line of Balance with some modifications,

to allow for a varying volume of repetitive activities at different segments
or locations of the construction project. Thus the model produced is closer
to reality.
4. WORK SCHEDULING PROCESS

o Scheduling means putting the plan on calendar basis

o A project network shows the sequence and
interdependence of activities, their earliest start and latest
completion time
o This needs to be scheduled to determine commencement
and termination dates of each activity, using optimum
resources or working within resource constraints
Procedure for scheduling
network based plan
Outline scheduling constraints
Design scheduling calendar
List activities in order of sensitivity
Draw earliest start time schedule
Determine resource optimization
criteria
Schedule critical activities
Schedule non critical activities
Validate time objectives
Schedule other resources
Scheduling within resources constraints
Scheduling repetitive works projects
Procedure for scheduling repetitive
projects using LOB
Outline scheduling constraints
Tabulate scheduling data of a unit work
cycle
Prepare logic diagram of a unit work cycle
Chart scheduling calendar
Prepare earliest start time schedule
Analyze earliest start time schedule
Prepare optimum schedule leaving
adequate buffers
Draw line of balance work schedule
 TIME PLANNING PROCESS
o Construction projects are time bound
o The project time and cost objective are correlated – it is the time factor
which determines the project cost
o Time delays attracts penalty and early completion can earn rewards
o In spite of one’s best efforts to complete a project on time, changes from
original estimated project time plan do occur.
o Foreseen and unforeseen reasons for non-completion of project on time.
o Absence of time plan makes certain that project can not be completed
without incurring additional cost.
o A plan prepared well before the commencement of project can
be instrumental in formulating directions, coordinating
functions, setting targets, forecasting resources, budgeting
costs, controlling performance and motivating people.
o It is for this reason the project planning starts with the time
planning as first step
Time planning process involves the following stages
Project work breakdown
Modelling and analyzing networks
Scheduling work programs
 TIME PLANNING
TECHNIQUES
o Project time plan depicts the sequence of accomplishment
of planning components plotted against project time scale
o Time planning techniques are used to put these
components on the time scale
o The symbolic representation of these plan components
varies with each planning techniques
o There is large variety of time planning techniques. The
commonly known techniques are bar charts, network
analysis, LOB and linear programme charts.
o Selection of planning technique is depends upon the nature
of the project
o Time plan for simple projects where their activities and logic
is visualized can be plotted directly on bar chart
o Complex projects are best planned using network analysis
techniques
o Projects having repetitive works where the line of balance
techniques shall be used
o Projects like roads, airfields and similar linear type
construction projects shall be planned in the form of linear
programming charts
RESOURCE PLANNING PROCESS
FORECAST OF INPUTS AND OUTPUTS
o Includes data wise requirement of project manpower, major
materials, costly equipment, production costs, sales or earned
value of work done and the expected income
o The basis of forecasting is the schedule of work
o Resource forecasts are generally depicted graphically to
determine data wise and cumulative requirement pattern.
Resulting graphical pattern for most of the cumulative
forecast would be an “S” shaped curve.
o Input and output forecast aids in conceptualization of the
project
o Input resources form the base for evaluating such
needs as workers accommodation, material storage,
equipment work load and project funding pattern
PLANNING CONSTRUCTION
WORKFORCE
o Manpower planning primarily focuses on determining
the size of the project workforce, its structuring into
functional groups and workers
o Process involves in identifying the trades or the skills
required
o Establishing productivity standards to determine
number of workers needed
o Data wise forecasting of workers requirements for
accomplishing project works
PLANNING CONSTRUCTION MATERIALS
o Functions such as materials planning, programming,
materials purchasing, inventory control, store keeping
and ware housing, material transportation and handling
at site, materials codification and standardization,
disposal of surpluses
o The material planning and programming, which is the
key function of materials management, is closely linked
with project planning and control set up
o Material planning involves identifying the materials
required, estimating quantities, defining specifications,
forecasting requirements, locating sources for
procurement, getting material samples approved,
PLANNING CONSTRUCTION EQUIPMENT
o Production tasks needing equipment include excavating,
handling, transporting, filling, compacting, grading, hoisting,
concreting, pre-casting, plastering, finishing, trenching and
laying pipes and cables
o The supporting equipment at project site consists of
generators, transmission lines, pumping sets, treatment
plants and other utility service equipment
o Construction equipment are indispensable in the execution
of modern high-cost, time bound massive construction
projects
o Equipment saves manpower, improves productivity, quality
and safety
 MODELLING AND
ANALYSING NETWORKS
o With the advancement of technology and speed of
construction, the traditional bar charts planning approach has
become inadequate to tackle complex projects.
o Bar chart provide very little information about the
interrelationship of voluminous interdependent tasks.
o Traditional bar chart approach carry risk of schedule slippage’s,
time over runs, improper decisions and contractual
complications
o Project network analysis is a generic term that covers all
network techniques used for planning, scheduling and
controlling of complex projects involving interlinking activities.
Three commonly used networking techniques are
1. Critical Path Method (CPM)
2. Program Evaluation and Review Techniques (PERT)
3. Precedence Network Analysis Techniques (PNA)
Network Analysis Procedure as follows:-
1. Defining scope of network
2. Determining activities
3. Developing network logic diagram
4. Structuring Model
5. Incorporating activity durations
6. Numbering events / activities
7. Computing critical path
8. Validating Network
o CPM is best suited for developing sub projects/ task / work
package/sub networks having activities with deterministic single time
duration.
o PERT is useful for work packages, tasks or sub-projects involving
uncertainties. Insuch cases probabilistic approach of three times is
used for assessing activity duration.
o Precedence Network is the most commonly used technique for time
planning of construction sub-projects and projects.

o Networks containing 200 to 300 activities / work packages are

manageable, those having activities / work packages more than 300
are difficult to comprehend.
PRECEDENCE DIAGRAMMING METHOD (PDM) or ACTIVITY-ON-NODE (AON)
Finish-to-Start (FS): The successor can start only after an activity finishes. This is the
most commonly used relationship. Example: You must open the “can” of soft-drink
before you start to drink it.
Start-to-Start (SS): The successor can start only after an activity starts. Example: You
must start creating a presentation and wait for the one-week lag in order to have
enough slides completed to start the voice-over recording.
Finish-to-Finish (FF): The successor can finish only after an activity finishes. Example:
You must finish the pilot before you finish gathering the complete feedback.
Start-to-Finish (SF): The successor can finish only after an activity starts. This
relationship is rarely used.

LEADS AND LAGS - A lead may be used to indicate that an activity can start before its
predecessor activity is completed. For example, editing of a book may start before the
write-up is finished. A lag is inserted waiting time between activities, such as needing to
wait for completion of the application testing before the final roll-out of the application.
Sequence Activities process can also result in the identification of new risks. It may also
lead to updates to the activity list and activity attributes.