7/12/24

PROJECT
PLANNING AND
MANAGEMENT |
CE 401
Shahid Reza
PMP, RMP, ACP, DASSM

Construction Planning:
Scope, Schedule and Cost Planning

Department of Civil Engineering

Table of Contents
§ Start with understanding the demand/expectation of the project ‘What’ of the Project?
§ Requirements Elicitation
§ Product Requirement
§ Project Requirements
§ Functional Req
§ Non-functional Req
§ Stakeholder Requirement
§ Quality Requirements
§ Environmental and Social Requirements
§ Safety Requirements
§ Handover / Transition Requirements
§ Scope – Project Scope and Product Scope
§ Work Breakdown Structure (WBS) and Work Packages (WP)

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Scope Management
ü Defining all the work and only the work required to complete the project

ü Define and control what is and is not in the project

Scope Management: Processes

Process Name Time to do it

Collect Requirements Planning

Define Scope Planning
Create WBS Planning
Validate Scope (Customer) M&C
Control Scope (Team) M&C

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Key Concepts for Project Scope Management

In the project context, the term “scope” can refer to:

§ Product scope. The features and functions that characterize a product, service, or result.
§ Project scope. The work performed to deliver a product, service, or result with the
specified features and functions. The term “project scope” is sometimes viewed as
including product scope.

The term “project scope” sometimes viewed

as including product scope.

© 2011-2019, DaySpring Limited. 5

Requirement
Type Describes the...

Project Actions, processes and conditions the project must meet

Features and characteristics of the product, service or result that will meet the business
and stakeholder requirements
Product • Functional – Product features
• Non-functional - Supplemental environmental conditions/qualities that make the
product effective

Conditions or criteria needed to validate the successful completion of a project deliverable

Quality
or fulfilment of other project requirements

Business Higher-level organizational needs, reasons for the project

Stakeholder Stakeholder (or stakeholder group) needs —aka “Reporting requirements”

Transition/
Temporary capabilities needed to transition successfully to the desired future state
Readiness

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Requirement Collection Tools and Techniques

• Expert Judgment • Data Analysis

• Interpersonal/Team Skills • Document analysis

• Nominal group technique • Alternatives analysis

• Observation • Product analysis (if
deliverable is a product)
• Facilitation
• Decision-Making Techniques
• Data Gathering
• Voting
• Brainstorming
• Multi-criteria decision
• Interviews
analysis
• Focus groups
• Questionnaires and surveys • Data Representation

• Benchmarking • Mind mapping

• Affinity diagram
• Context or use case diagram

• Prototyping — e.g.,
storyboarding 7

Requirement Collection Tools and Techniques

Interviews Questionnaires/Surveys Observations Focus Groups Facilitated Workshops

• Identify/define • Sessions organized

• Casual/interactive
features and • Written format by project managers
• Physical technique information-sharing
functions of • Captures information to determine
used learn about a • Moderator-guided
Characteristics deliverables from large groups requirements and
specific job role, • Includes stakeholders
• Can be structured, • Yields quantitative enable stakeholder
task or function and SMEs
unstructured or data agreement on project
• Yields qualitative data
asynchronous outcomes

• Handles sensitive/ • Quick turnaround

• Pre-selected • Team can capture
confidential • Effective with varied
participants for varied requirements
information and geographically • Team can
opinions • Stakeholders can
• Helps identify dispersed understand where
Advantages • Small group for understand the
stakeholder respondents changes might be focused approach concerns and
requirements, • Yields quantifiable beneficial
and gathering specific requirements of
goals or data for statistical
information others
expectations analysis

• Time consuming • Must prequalify

Considerations • Captures only a
• Answer/ data quality stakeholders • Facilitation is
(potential single point of
drawbacks) depends on question • SMEs and facilitation essential
view
quality are essential

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Requirement Collection Tools and Techniques

Mind Mapping Affinity Diagram

Project Scope
Includes – In construction project, includes –
• Scope description - project and product § Scope of work
• Acceptance criteria § Specifications
§ BOQ
• Any required deliverables
§ Civil works
• Any out-of-scope items needed for § Plumbing works
clarification
§ Electrification works

• Constraints and assumptions § Fire Detection system

§ Fire protection works

§ Environmental Management Plan

Implementation works
§ Drawings
§ Architectural

§ Structural

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Create the Work Breakdown Structure (WBS)

• Follow the 100% rule!
• Include every aspect – nothing extra, nothing missing
• Include project and product components
• Use hierarchical structure
• Highest – project
• Next – deliverables
• Lowest – work package

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WBS

Project Renovation of a
Residential Building

Exterior Interior
WBS Level 1 Renovation Renovation

WBS Level 2 Landscaping Painting Flooring Interior decor

Level Lay Add Remove old Paint the Decorate

Finish Paint Take out Lay new Polish the wall
Aritificial
Activities
the flooring item s interior
Exterior W all the wall old tiles tiles tiles
Land tiles grass

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WBS

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WBS

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Control Scope
Scope creep means uncontrolled changes that cause the team to do extra work .

Gold plating providing extra features that is not asked from the customers with or without checking
the impact

§ To avoid scope creep and gold plating plan your changes completely and check impact of your changes
through change control process

§ Remember both are considered very bad change and should be avoided .

scope

Scope creep turns relatively simple requests

into horribly complex and time consuming
monsters
© 2011-2019, DaySpring Limited. 15

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Construction
Scheduling

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What is Schedule Management

Project scheduling provides a detailed plan that represents how and when the
project will deliver the products, services, and results defined in the project scope
and serves as a tool for communication, managing stakeholders’ expectations, and
as a basis for performance reporting.

The project management team selects a scheduling method, such as critical path
or an agile approach.

Then, the project-specific data, such as the activities, planned dates, durations,
resources, dependencies, and constraints, are entered into a scheduling tool to
create a schedule model for the project. The result is a project schedule.

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Key Concept: WBS

Project

Deliverable
Deliverable 2
….n
Deliverable 1

Work Work Work

Work
Package 2 Package 3 Package …n
Package 1

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Overview of Schedule Planning Processes

• Work package is broken down into required activities

• Dependencies and precedence relationships are determined
• Activity durations are estimated based on average resources
• Critical path is determined
• Resource overallocations are resolved
• Schedule is compressed to meet any constraints

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Key Concepts: Drill down to activities

Karim’s wedding Deliverable

Work Food Invitation

package

Find Create the

caterer guest list
Activity
Finalize
The menu Print the
invitation

Cater the
wedding Mail the
invitation

Wait for
The RSVPs

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Schedule Management: Processes/Steps

Process Name When to do it

(2) Define Activities Planning
(3) Sequence Activities Planning
(4) Estimate Activity Duration Planning
(5) Estimate Activity Resources Planning
(6) Develop Schedule Planning
(7) Control Schedule M&C

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Define Activities

It is the process of identifying and documenting the specific actions to be performed

to produced the project deliverables by decomposing work packages to activities.

Activity List

• activity 1
Decomposed to • activity 2
• activity 3
Work package • …….
• ………..
• activity n

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WBS

Project Renovation of a
Residential Building

Exterior Interior
WBS Level 1 Renovation Renovation

WBS Level 2 Landscaping Painting Flooring Interior decor

Level Lay Add Remove old Paint the Decorate

Finish Paint Take out Lay new Polish the wall
Aritificial
Activities
the flooring item s interior
Exterior W all the wall old tiles tiles tiles
Land tiles grass

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Sequence Activities: TT
Precedence Diagramming Method (PDM), is a technique used for constructing a schedule model in
which activities are represented by nodes and are graphically linked by one or more logical
relationships to show the sequence in which the activities are to be performed.

Methods to Draw Network Diagrams:

• Precedence Diagramming Method (PDM): Based on Activity-on-Node (AON)
• Arrow Diagramming Method (ADM): Based on Activity-on-Arrow (AOA)

A B C

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Precedence Diagramming Method (PDM)

Predecessor—This is the task that drives the relationship.

Successor—This is the task that is driven by the relationship.

Choose Finalize
dates Guest list

Send
invitation

Start

Finish

Search Finalize
venue venue

Network diagrams put Project tasks in perspective

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Logical Relationships
PDM includes four types of dependencies or logical relationships between activities.

Finish-to-Start (FS)

Dig hole Plant Tree

The initiation of the successor activity depends upon the completion of the predecessor
activity.

Finish-to-Finish (FF)

Testing

Documentation

The completion of the successor activity depends upon the completion of the
predecessor activity.

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Logical Relationships

Start-to-Start (SS)

Most common is
Design FS Rarely used SF

Code

The initiation of the successor activity depends upon the initiation of the predecessor
activity.

Start-to-Finish (SF)
Testing

Test Case Writing

The completion of the successor activity depends upon the initiation of the predecessor
activity.
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Sequence Activities: TT

Source: PMBOK® Guide - Sixth Edition, Page 190. 28

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Dependency Determination

Mandatory dependencies also called” hard logic” and often involve physical limitations (must happen
in specific Order) Example: you cannot begin building your house until your foundation is in place

Discretionary dependencies also called preferred logic, preferential logic, or soft logic (best practices
based on experience, based on application area) Example: Interior will start after the painting work.
This dependencies are important at fast tracking the project

External dependencies involve a relationship between project activities and non project activities and
usually outside the project team control. (Political, Environmental etc.)

Internal dependencies Internal dependencies involve a precedence relationship between project

activities and are generally inside the project team’s control. Example: Team cannot test a machine
until they assemble it.

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Sequence Activities

Leads and Lags:

A Lead is the amount of time whereby a successor activity can be advanced with respect to a predecessor activity.
Example, landscaping could be scheduled to start two weeks prior to the scheduled punch list completion.

A lag is the amount of time whereby a successor activity will be delayed with respect to a predecessor activity.
Example, Technical writing team may begin editing the draft of a large document 15 days after they begin writing
it.

Source: PMBOK® Guide - Sixth Edition, Page 192. 30

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Leads and Lags

Task A Task B Task C

Lag adds time Lead removes time

Leads

FS - 3
Development of Quality
Section of code Inspection/Testing

Lags

FS + 3

Order Server Configure Server

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Leads and Lags

ü Lead time creates a situation where two tasks will run in parallel for part of the time.
ü Any time you run tasks in parallel, you may reduce the time it takes to complete your
project.
ü If the tasks you are running in parallel are critical tasks, then there is some reduction in the
project’s end date.
ü Lead is accelerated time
ü Lead allows activities to overlap
ü Lag is waiting time
ü Lag moves activities farther apart

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Problem: Leads and Lags

Q. Activity A has a duration of 20 days, activity B of 10 days, activity C of 5 days and activity
D of 6 days.

Milestone A FS FS
Activity A

FF – 2 Days Activity B

Activity C FS
FS + 3 Days Activity D Milestone B

A. 36 days
B. 37 days
C. 39 days
D. 42 days
Ans: ????
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Sequence Activities: output

Project Schedule Network Diagram, is a graphical representation of the logical relationships, also
referred to as dependencies, among the project schedule activities.

Source: PMBOK® Guide - Sixth Edition, Page 193. 34

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Project Schedule Network Diagram

Network Diagrams Rules of Thumb

§ There is a starting point

§ There is an ending point
§ There are predecessors for all activities
§ There are successors for all activities (no hangers!)
§ There are no loops

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Project Schedule Network Diagram: Activity on Node (AON)

Name Predecessor
Start ---------
A Start
B A
C B
D Start
E D
F B
G C
H D
I E, H
Finish F, G, I

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Estimate Activity Durations

(1) Analogous Estimating, is a technique for estimating the duration or cost of an activity or a project
using historical data from a similar activity or project. It is a Top Down estimating technique and
generally Less costly, Less time consuming to estimate and is also less accurate.

(2) Parametric Estimating, is an estimating technique in which an algorithm is used to calculate cost or
duration based on historical data and project parameters. It uses statistical relationship between
historical data and other variables. Example: if a resource is capable of installing 25 meters of cable per
hour, the duration required to install 1000 meters would be 40 hours.
• Learning curve: Counting improved efficiency. (100th room will take less time to paint then the
1st room)
• Heuristics: Rule of thumb. Like 80/20 rule.

(3) BOTTOM-UP ESTIMATING: When an activity’s duration cannot be estimated with a reasonable
degree of confidence, the work within the activity is decomposed into more detail. The detail
durations are estimated. These estimates are then aggregated into a total quantity for each of the
activity’s durations.

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Estimate Activity Durations

(4) Three- Point Estimating Also known as PERT, Program Evaluation and Review Technique. When
you come up with three number: a realistic estimate that’s most likely to occur, an optimistic one that
represent the best case scenario, and a pessimistic one that represents the worst case scenario, the
final estimate can be calculated using a formula.

Expected activity durations: Two commonly used formulas for calculating EAD are
• Triangular Distribution EAD = (O + M + P) / 3
• Beta Distribution (traditional PERT technique) EAD = (O +4M + P) / 6

Activity Standard Deviation (SD): (P - O) / 6

Activity Variance: [( P - O) / 6] ^ 2 EAD = Estimate Activity Duration

Range: EAD ± SD

Legend:
P=pessimistic
M=Most likely
O=optimistic 38

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Estimate Activity Durations

Example: PERT Estimate Calculation

Optimistic estimate=10 days

Most likely estimate=16 days
Pessimistic=28 days

Expected Activity Duration (EAD): 10 + (4*16) + 28 / 6 = 17 Days

Activity Standard Deviation (SD): (28 – 10 ) / 6 = 3

Activity Variance: [(28- 10) / 6] ^ 2 = 9

Range: 14 days to 20 days

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Develop Schedule
Schedule Network Analysis: Once initial schedule have done, schedule network analysis techniques
like, critical path method, critical chain method, what-if analysis, resource leveling schedule
compression etc employs to create final schedule.

Critical Path Method: Determine the longest path through the network diagram. By the method we
can determine critical path, near critical path, free float, total float and project float of the project.
Near-Critical Path is close in duration to the critical path.

• Free float: an activity can be delayed without delaying the early start of any successor activities

• Total Float: An activity can be delayed without delaying project end date or intermediary
milestone.

• Project Float: A project can be delayed without passing the customer expected completion date

• Negative Float: an activity’s start date comes before a preceding activity’s finish date. Negative
float for an activity indicates a schedule with problems.

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Source: PMBOK® Guide, 6th Edition p # 209

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Critical Path Method

ES = Early Start
EF = Early Finish
LS = Late Start
LF = Late Finish

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Critical Path Method

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Critical Path Method

Determining Critical Path and Calculating Float (Slack) by using forward pass and backward pass method

9 4 2 7
4

E G H C
D

8 4
Start
3
End
F B
A

EF = ES + duration (For forward pass)

LS = LF – duration (For backward pass)

Source: Rita Mulcahy – 8th Edition Page # 220 43

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Critical Path Method: Forward Pass

9 4 2 7
4 13 17
4 13 17 19 19 26
0 4 E G H C
D

Start 8 4
3 5 12 13 16
End
1 3 F B
A

EF = ES + duration (For forward pass)

LS = LF – duration (For backward pass)

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Critical Path Method: Backward Pass

9 4 2 7
4 4 13 13 17 17 19 19 26
0 4 E G H C
D 4 13 13 17 17 19 19 26
0 4

Start 8 4
3 4 12 12 16
End
0 3 F B
A 5 13 22 26
2 5

EF = ES + duration (For forward pass)

LS = LF – duration (For backward pass)

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Critical Path Method

Finding Float Formula

Start Formula Finish Formula

Float = LS - ES Float = LF – EF

Duration Duration = ?
ES EF 21 ?

Activity Name F
Amount of Float Float = ??

LS LF 37 39

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Develop Schedule

Resource Optimization Techniques, Based on due to demand and supply of resources.

• Resource Leveling, in which start and finish dates are adjusted based on resource constraints,
balancing demand for resources with available supply, critically required resources are only
available at certain times or in limited quantities or over allocated. It can change the original
critical path, usually to increase

• Resource Smoothing, adjusts the activities such that requirements for resources on the project
do not exceed predefined resource limit. Usually activities may only be delayed within their free
and total float and critical path and project completion date may not be delayed.

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Resource Leveling

Source: PMBOK® Guide - Sixth Edition, Page 212. 49

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Schedule Compression

²Crashing
§ Adding resources to reduce duration

resource

cost
Original Estimate

Activity Resources Estimated days

100 meters of Fiber Optics 1 12
installation

Crashed Estimate

Activity Resources Estimated days

100 meters of Fiber Optics 4 4
installation

• Law of diminishing return

• Too many cooks spoil the broth
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Schedule compression

²Fast Tracking
Individual activities taking longer

§ Moving Sequential Activities to parallel

risk

15 days 8 days 8 days

Complete Paint Install
drywall Interior Carpet

Paint 8 days
Interior
15 days
Complete ü Original duration 31 days
drywall ü Fast tracked duration 23 days

Install
Carpet 8 days

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Schedule compression

Source: PMBOK® Guide - Sixth Edition, Page 215. 52

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Gantt Chart
Visualize and Track the Project Over a Time Line

©2023 Project Management Institute, Inc. All rights reserved.

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This material is being provided as part of a PMI® course.

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Milestone Schedule
Present Milestones with Planned Dates

ID Task Name April May June July

3/14 3/21 3/28 4/4 4/11 4/18 4/25 5/2 5/9 5/16 5/23 5/30 6/6 6/13 6/14 6/20 6/27 7/4 7/11 7/18 7/25

30 Begin Phase 1
31 Deliverable A
32 Deliverable B
Phase Gate
33
Review
34 Begin Phase 2
35 Deliverable C
36 Deliverable D
Phase Gate
37
Review

Remember that milestones have

zero duration ©2023 Project Management Institute, Inc. All rights reserved.
This material is being provided as part of a PMI® course.
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Project Schedule Network Diagram

Visualize Interrelationships of Activities

Notations are for graphical

example only!

©2023 Project Management Institute, Inc. All rights reserved.

55
This material is being provided as part of a PMI® course.

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Examples: Project Schedule Presentations

Source: PMBOK® Guide - Sixth Edition, Page 219. 56

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Control Schedule

Control Schedule is the process of monitoring the status of project activities to update
project progress and manage changes to the schedule baseline to achieve the plan. Control
Schedule is concerned with:
§ Determining the current status of the project schedule
§ Influencing the factors that create schedule changes
§ Determining if the project schedule has changed
§ Managing the actual changes as they occur.

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