LECTURE 04 KKSB6423

ALAT-ALAT PENGURUSAN
PROJEK

Ar. Dr. Noraziah Mohammad

Jabatan Senibina, Fakulti
kejuruteraan dan Alam bina.
Universiti Kebangsaan Malaysia
 Project planning –
Critical Path Method
Associate Professor
Ir. Dr. Mohammed Alias Yusof
Project Planning

 Project planning is a procedural step in project

management, where required documentation is created
to ensure successful project completion. Documentation
includes all actions required to define, prepare,
integrate and coordinate additional plans.
 The project plan clearly defines how the project is
executed, monitored, controlled and closed.

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Project Planning

 The project planning stage requires several inputs,

including conceptual proposals, project schedules,
resource requirements/limitations and success
metrics.
 Project planning begins by setting the scope of a
project and eventually working through each level of
dependent actions, tasks, checkpoints and deadlines. 

All of this information is integrated into Gantt charts,

or other types of scheduling charts, to provide a
project overview for all involved parties.

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Project Planning Tools

 There are many tools available to assist

with accomplishing the tasks and executing
the responsibilities in project planning.
 Some require a computer with supporting
software, while others can be used
manually.
 Project managers should choose a project
management tool that best suits their
management style.

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Project Planning Tools

The most commonly used project

management tools and are described below:
 Gantt Charts
 Critical Path Analysis (CPM)
 Program Evaluation Review Technique
(PERT) .
These project management tools can be
produced manually or with commercially
available project management software.
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Gantt Chart

 A Gantt chart is a type of bar chart, developed

by Henry Gantt in the 1910s, that illustrates a project
schedule.
 Gantt charts illustrate the start and finish dates of
the terminal elements and summary elements of
a project.
 Terminal elements and summary elements comprise
the work breakdown structure of the project.
 Although now regarded as a common charting
technique, Gantt charts were considered
revolutionary when first introduced
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Gantt chart

Originated by H.L.Gantt in 1918

 Advantages / Disadvantages
of Gantt Chart
 Advantages  Disadvantages
 Gantt charts are quite
commonly used.
 They provide an easy
graphical representation of
when activities (might) take
place.
 Do not clearly indicate details
regarding the progress of
activities
 Do not give a clear indication
of interrelation ship between
the separate activities
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PERT

 PERT is a planning and control tool used for defining and

controlling the tasks necessary to complete a project.
 A PERT chart is a project management tool used to
schedule, organize, and coordinate tasks within a
project. PERT stands for Program Evaluation Review
Technique, a methodology developed by the U.S. Navy
in the 1950s to manage the Polaris submarine missile
program.

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PERT Chart

 A PERT chart presents

a graphic illustration of
a project as a network
diagram consisting of
numbered nodes (eithe
r circles or rectangles)
representing events, or
milestones in the
project linked by
labelled vectors(directi
onal lines) representing
tasks in the project. 

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Advantages/ Limitations of
PERT
Advantages
  Especially useful when scheduling
and controlling large projects
  Straightforward concept and not
mathematically complex
 Graphical networks help to
perceive relationships among
project activities
  Critical path and slack time
analyses help pinpoint activities
that need to be closely watched
 Project documentation and
graphics point out who is
responsible for various activities
Limitation
 Project activities have to be
clearly defined, independent,
and stable in their relationships
 Precedence relationships must
be specified and networked
together
 Time estimates tend to be
subjective and are subject to
fudging by managers
 There is an inherent danger of
too much emphasis being placed
on the longest or critical path
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Critical Path Analysis

 The critical path method

(CPM) is a project
modeling technique
developed in the late
1950s.
 CPM is commonly used
with all forms of projects,
including construction,
aerospace and defense,
software development,
research projects, product
development, engineering,
and plant maintenance,
among others.
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CPM - Critical Path Method
 In CPM activities are shown as a network of
precedence relationships using activity-on-node
network construction
 Single estimate of activity time
 Deterministic activity times
 Used for the jobs of repetitive in nature where the
activity time estimates can be predicted with
considerable certainty due to the existence of past
experience.
CPM - Critical Path Method

 The essential technique for using CPM  is to construct a

model of the project that includes the following:
 A list of all activities required to complete the project
 The time (duration) that each activity will take to
complete,
 The dependencies between the activities and,
 Logical end points such as milestones or deliverable
items.

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Example of Activity on Node Diagram
(CPM)

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Advantages/ Limitations of
CPM
Advantages
  It helps in ascertaining the time
schedule of activities having
sequential relationship.
 It makes control easier for the
management.
 It identifies the most critical
elements in the project. Thus,
the management is kept alert
and prepared to pay due
attention to the critical activities
of the project.
 It makes better and detailed
planning possible.
Limitations
 CPM operates on the assumption
that there is a precise known time
that each activity in the project
will take. But, it may not be true in
real practice.
 CPM time estimates are not
based on statistical analysis.
 It cannot be used as a controlling
device for the simple reason that
any change introduced will
change the entire structure of
network. In other words, CPM
cannot be used as a dynamic
controlling device.
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Example of Project Plan

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Major step to do Project Plan

1. Develop WBS 2. Project Network analysis

3. Work Program
CPM/ MS WORD Software

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Work breakdown structure

  Work breakdown structure is a key project deliverable

that organizes the team's work into manageable
sections.
 The project team creates the project work breakdown
structure by identifying the major functional
deliverables and subdividing those deliverables into
smaller systems and sub-deliverables.

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Example of WBS

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The project Network

 The Project Network

 A flow chart shows the sequence, start and finish times of the activities that
through the project.

Provides the basis for scheduling labor

and equipment.
Provides an estimate of the project’s
duration.
Provides a basis for budgeting cash flow.
Identifies activities that are critical.

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Constructing a Project
Network
Terminology
 Activity: an element of the project that
requires time.
A
 Example : Activity A - Design/
Procurement/ Manufacture/ Maintenance.
 Merge Activity: an activity that has two
or more preceding activities on which it D
depends.
 Example : Activity D , which is depended B
on activity A and B.
 Example – Procurement (D) can only start
after signing of award letter (B) and Visit
factory (A).

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Constructing a Project
Network (cont’d)
Path: Is a sequence of connected and dependent activities.

A B C
Critical Path: the longest path or period through the activity network
that allows for the completion of all project-related activities.
Delays on the critical path will delay completion of the entire
project.

A B C D

E Critical activity : A, B, C and D

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Method for Project Networks
 Approaches
 Activity-on-Node (AON)
 Uses a node / boxes to show an activity.

 Activity-on-Arrow (AOA)
 Uses an arrow to show an activity.

Approval Construction
A B C

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Basic Rules to follow in Developing
Project Networks

1. Networks typically flow from left to right.

2. An activity cannot begin until all preceding
connected activities are completed
3. Arrows indicate precedence and can cross over
each other.
4. Each activity must have a unique identify number
that is greater than any of its predecessor
activities.
5. Looping is not allowed.
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Activity-on-Node Fundamentals

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27 FIGURE 6.2
Activity-on-Node Fundamentals (cont’d)

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28 FIGURE 6.2 (cont’d)
Information Recorded on Each Node / Boxes

ES = Earliest Time of activity to start

EF = Earliest Time of activity to Finish
LS = Latest Time of activity to start
LF = Latest Time of activity to Finish
SL = Total Float
Dur = Activity Duration
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Description = Name of the activity
Steps in Development of Project Network Diagram

1. List all the activities and duration for the individual task in a
table from WBS.
2. Identify which activity will start first and start later. (Preceding
activities.)
3. Draw a network diagram for the project.
4. Compute the Forward Pass calculation to determine the project
duration.
5. Compute Backward Pass Calculation.
6. Identify Critical activity for the project
7. Determine Float activity for the project.
8. Draw a Gantt Chart for the project.

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Step 1 - List all the activity from WBS
and duration for the project

Duration (DAYS)

5
15
10
5
15
10
170
35

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Step 2- Identify the preceding
activity for the project

Merge activity

Merge activity

Merge activity

1. Activity B, C, D ONLY BEGAN AFTER ACTIVITY A COMPLETED

2 Activity E ONLY BEGAN AFTER ACTIVITY B, C COMPLETED.

3. Activity F ONLY BEGAN AFTER B,C,D COMPLETED

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4. Activity G ONLY BEGAN AFTER F COMPLETED 32

5. Activity H ONLY BEGAN AFTER E,G COMPLETED

Step 3- Draw an Activity-on-Node Network
Diagram

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33 FIGURE 6.5
Step 4 -Compute Forward Pass Calculation

 Forward Pass – Refer to Earliest Times

 Forward Pass determines the earliest times each
activity can start and finish
 Its determine the project duration.
 How soon can the activity start? (early start—ES)
 How soon can the activity finish? (early finish—EF)

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 Computation of Forward Pass- Determine ES and EF Time

Activity A , = 0 +5 = 5
Activity B , = 5 +15 =20
Activity C , = 5 + 10 = 15
Activity D , = 5 + 5 = 10
1.Start from left to right
Activity E = Merge activity , choose highest duration for
2. Add activity duration along each path in the network ES
3. EF = ES + DURATION Activity F = Merger activity, choose , highest duration for
4.Carry the early finish (EF) to the next activity where it becomes ES
its early start (ES). Activity G = 30 +170 = 200
5. If the next succeeding activity is a merge activity, in which case Activity H = Merge activity , choose
6– highest duration, for ES
the largest EF of all preceding activities will be selected. 35
Step 5 – Compute the Backward Pass calculation

 Backward Pass—Latest Times (LS)

How late can the activity start? (late start—LS)
How late can the activity finish? (late finish—LF)

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 Backward Pass Calculation- Determine LS and LF Time

Activity H , 235 – 35= 200 Start from left to right

Activity G , 200 -170 = 30
Activity F , 30 – 10 = 20
Activity E , 200 -15 = 185
Activity B , Merge activity , choose LOWEST duration for LF = 20
Activity C , Merge activity , choose LOWEST duration, LF = 20
1. Start from left to right Activity D , 20-5 = 15
2. Subtract activity times along each path in the network Activity A= Merge activity , choose LOWEST duration, for LF = 5
3. LS = LF – Duration.
4. Carry the late start (LS) to the next activity where it becomes its late
finish (LF).
5. If the next succeeding activity is a merge activity,
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in which case the lowest LF of all preceding activities will be
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selected
Draw network Diagram with Forward and Backward Pass

ES EF
ES EF

ES EF

LS LS
LF LF
ES EF ES ES
ES EF EF

LS LF

LS
LF
LS LF LS LF LS LF
ES EF

LS LF

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Step 6 – Identify Critical Activity

 Critical path: the longest path through the activity network that
allows for the completion of all project-related activities.

Delays on the critical path will delay completion of the entire

project.
 Critical Activity is : ES = LS , and EF = LF .

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Calculation for Critical Activity

Critical Activity is determine for activity having

ES = LS AND EF = LF.

Critical Activity are :

Activity A, B, F, G, and H.

MEANING THAT WE CANNOT DELAY ANY OF THIS

ACTIVITY .
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Step 7 - Determining (Float) - SL

Is the amount of time an activity can be delayed after the

start of a longer parallel activity or activities.

Is how long an activity can exceed its early finish date

without affecting early start dates of any successor(s).

Allows flexibility in scheduling scarce resources.

Total Float (SL) apply for non critical activity only.

Is calculated by the following :
SL = LS - ES or LF - EF

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Calculation for FLOAT (SL)

Float (SL)

= LS – ES OR LF –EF

SL = APPLY FOR NON CRITICAL ACTIVITY ONLY.

SL ACTIVITY ARE ACTIVITY C, D, AND E.

SL FOR ACTIVITY C = LS- ES,

= 10 -5
= 5.

SL FOR ACTIVITY D = LS- ES

= 15-5
= 10
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SL FOR ACTIVITY E 42
= LS –ES
= 200-35
= 165
Step 8 Draw Gantt Chart / Work program

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43 FIGURE 6.12