•Planning and

Scheduling
 Planning
• Devise the best methods or systems for
constructing the project using limited
resources
– Labor
– Materials
– Equipment
– Capital
 Scheduling
• A “time-phased plan” used to show an
organized array of information dealing
with resources, activity relationship,
costs, and performance.
 Supervision
• Management personnel responsible for
controlling the jobsite workforce
– What kind of workers
– How many workers
– What kind of equipment
– What materials are needed
 Why Schedule?
• Helps us complete the job on time and within
budget:
– To calculate the project completion
• Gives us an estimate of time needed to
complete each activity
– To calculate the start or end of a specific activity.
• Establishes a planned rate of progress
• Helps establish worker, material, and
equipment needs
• Helps for future planning and estimating
 Why Schedule?
• To improve work efficiency.

• To resolve delay claims , this is

important in critical path method
‘CPM’ discussed later..

• To serve as an effective project control

tool .
 The Tripod of Good Scheduling System
1. The Human Factor : A proficient scheduler or scheduling
team.

2. The Technology : A good scheduling computer system

(software and hardware)

3. The Management : A dynamic, responsive, and supportive

management.

If anyone of the above three ‘‘legs’’ is missing, the system

will fail.

May 24, 2013 7

 Scheduling Principles
• Logical sequence of operations
– Look at past experience
– Talk with those supervisors who will control the
workforce
• Do not exceed the capabilities of your
resources
– Capital
– Manpower
– Equipment
 Scheduling Principles (cont.)
• Provide for continuity of operations
– Be knowledgeable in the construction process
– Understand the relationship between all the
activities
• Start project controlling (critical) activities
early
 Types of schedules

• Bar Graph
• CPM
• Network Scheduling & PDM
• PERT
• Scheduling with Resource Constraints
• GERT
 Bar Graph
• Relates progress of items of work to a time
schedule
• Usually referred to as Gantt charts-(Henry L.
Gantt)
• Still widely used today
Bar (Gantt) Charts

May 24, 2013 12

 DEFINITION AND INTRODUCTION
• 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 may not indicate continuous work from the start of
the activity until its end.

or

Non continuous (dashed) bars are sometimes used to

distinguish between real work (solid line) and inactive
periods (gaps between solid lines)

May 24, 2013 13

 • Before a bar chart can be constructed for a
project, the project must be broken into
smaller, usually homogeneous components,
each of which is called an activity, or a task.

Item Activity
M 10 Mobilization

Bars ( Month or Year )

May 24, 2013 14

ADVANTAGES OF BAR CHARTS

1- Time-scaled

2- Simple to prepare

3- Can be more effective and efficient if CPM based

- Still the most popular method

4- Bars can be dashed to indicate work stoppage.

5- Can be loaded with other information (budget,

man hours, resources, etc.)

May 24, 2013 15

Disadvantages of Bar Graphs
• No critical path shown
• Doesn’t show relationship between
activities
• Doesn’t show delays or changes
• Does not show logic
• Not practical for projects with too many
activities
- As a remedy, we can use bar charts to show:
• 1. A small group of the activities (subset)
• 2. Summary schedules
 Quiz
True or False:
1.The bar representing a 4-day activity is twice as long
as a bar representing a 2-day activity in a bar chart

2.Bar chart method lost its applicability with the

introduction of the Critical Path Method

3.Bars in a bar chart must be connected with

relationship lines

4.A bar representing an activity in a bar chart may not

be continuous
5.Bar charts and Gantt charts are two different
methods.

6.Bar charts can be loaded with information other than

May 24, 2013 17
the timeline of the project
 Quiz
7. Bar charts can be used to report information
to people who are concerned about project
but may not be involved in day-to-day
management.T/F

8. bar chart communicate the interrelationship

among project activities.

9. bar charts can not be used to calculate

specific project activity start dates,
completion dates, and available float time.
Basic Networks

May 24, 2013 19

DEFINITION AND INTRODUCTION

• A network is a logical and chronological graphic

representation of the activities (and events)
composing a project.

• Network diagrams are the preferred technique for

showing activity sequencing.

• Two main formats are the arrow and precedence

diagramming methods.

May 24, 2013 20

Two classic formats
AOA: Activity on Arrow
AON: Activity on Node

Each task labeled with

Identifier (usually a letter/code)
Duration (in std. unit like days)

There are other variations of labeling

There is 1 start & 1 end event

Time goes from left to right

21
Arrow Diagramming Method (ADM)
1. Also called activity-on-arrow (AOA) network
diagram or (I-J) method (because activities are
defined by the form node, I, and the to node, J)

2. Activities are represented by arrows.

3. Nodes or circles are the starting and ending

points of activities.

4. Can only show finish-to-start dependencies.

May 24, 2013 22

Basic Logic Patterns for Arrow Diagrams

Node (Event) i Node (Event) j

Activity Name
i j
j>i
Each activity should have a unique i – j value

(a) Basic Activity

May 24, 2013 23

 24

A B
2 4 10 12

(b) Independent Activities

A B
3 6 9

(c) Dependent Activities

May 24, 2013
 4 A
C
B 6 8
2
Activity C depends upon the completion of both Activities A & B
(d) A Merge

B 6
A
2 4
C
8
Activities B and C both depend upon the completion of Activity A
(e) A Burst 25
 12 A C
18

B
16 D
14 20

Activities C and D both depend upon the completion of Activities A and B

(f) A Cross

May 24, 2013 26

Example
Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B
E C,D

May 24, 2013 27

Solution :

B 30 D

10 A 20 40 E 50
C

May 24, 2013 28

Dummy activity (fictitious)

* Used to maintain unique numbering of activities.

* Used to complete logic, duration of “0”

* The use of dummy to maintain unique numbering of activities.

May 24, 2013 29

 A

Divide node to correct

4 10
B
(a) Incorrect Representation

A
4 10
Dummy B
11
May 24, 2013
(b) Correct Representation
30
Example
Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B,C

May 24, 2013 31

 32

Solution :

10 A 20 30 D 40
C
Improper solution

B 30
Dummy

10 A 20 40 D 50
C
May 24, 2013 proper solution
 33

Example
Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B
E B,C
F C

May 24, 2013 33

Solution :

B 30 D
Dummy 1

10 A 20 50 E 60
Dummy 2

C 40 F

May 24, 2013 34

Removal of Redundant Dummies
Original Diagram Diagram after removal
of redundant dummies

(a) A B A B

(b) A B A B

C C

May 24, 2013 35

 Original Diagram Diagram after removal
of redundant dummies

(c) A C A C

B E B E

(d) A C A C

B E B E

May 24, 2013 36

 Activity Depends Upon Immediately Preceding
Activity (IPA)
A ----- -----
B A A
C A, B B

A B C

Redundant

Relationship

May 24, 2013 37

Activity List with Dependencies:

Activity Description Depends Upon

A Site Clearing -----
B Removal of Trees -----
C Excavation for Foundations A
D Site Grading A, B, C
E Excavation for Utility Trenches A, B, C
F Placing formwork & Reinforcement B, C, J, M
G Installing sewer lines B, C, D, E, K
H Pouring concrete D, E, F, G, L
J Obtain formwork & reinforcing steel -----
K Obtain sewer lines -----
L Obtain concrete -----
M Steelworker availability -----

May 24, 2013 38

Removing Redundant Relationships:

Activity Description Depends Upon

A Site Clearing -----
B Removal of Trees -----
C Excavation for Foundations A
D Site Grading A, B, C
E Excavation for Utility Trenches A, B, C
F Placing formwork & Reinforcement B, C, J, M
G Installing sewer lines B, C, D, E, K
H Pouring concrete D, E, F, G, L
J Obtain formwork & reinforcing steel -----
K Obtain sewer lines -----
L Obtain concrete -----
M Steelworker availability -----

May 24, 2013 39

 L

J
25
F
M H
15 40 45
G
B E
5 20 35
D
A C
10 30
K

AOA Representation
May 24, 2013 40
NODE NETWORKS MTHOD (AON)

Activity number
Link 10 20
A B
Activity name

a) Independent Activities

10 Link 20
A B B depends on A

b) Dependent Activities

May 24, 2013 41

 10
A
30 40 C depends on A & B
C D D depends on C
20
B

c) A Merge Relationship

30
C
10 20 B depends on A
A B C depends on B
40 D depends on B
D

d) A Burst Relationship
May 24, 2013 42
 A D
A D
B Start Finish
Dummy B Dummy

C E C E

e) Start & Finish Dummy Activities

May 24, 2013 43

 44

Example
Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B
E C,D

May 24, 2013 44

Solution :

B D
A E

May 24, 2013 45

 46

Example
Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B,C

May 24, 2013 46

Solution :

A D

May 24, 2013 47

 48

Example
Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B
E B,C
F C

May 24, 2013 48

Solution :

B D

A PF
E

C F

May 24, 2013 49

Lags and Leads
In some situations, an activity cannot start until a
certain time after the end of its Predecessor.

Lag is defined as a minimum waiting period between the finish

(or start) of an activity and the start (or finish) of its successor.

Arrow networks cannot accommodate lags. The

only solution in such networks is to treat it as a real
activity with a real duration, no resources, and a $0
budget.

May 24, 2013 50

Examples

Place Concrete 3 Strips Forms

3 2
A lag in a node network

Place Concrete Cure Concrete Strips Forms

A lag in an arrow network

May 24, 2013 51

The term lead simply means a negative lag. It is seldom used in
construction. In simple language: A positive time gap (lag)
means ‘‘after’’ and a negative time gap (lead) means ‘‘before.’’

May 24, 2013 52

Recommendations for Proper Node Diagram Drawing

Incorrect Correct
May 24, 2013 53
 B A B

A
A

B
Improper proper
May 24, 2013 54
 Improper Proper
May 24, 2013 55
 Improper Proper

May 24, 2013 56

 A A

B PS B

C C

Improper Proper

May 24, 2013 (a) Do not start a network with more than one node 57
 A A

B B PF

C C

Improper Proper

May 24, 2013 (a) Do not end a network with more than one node 58
 CPM- Critical Path Method
• Planning- Determines and lists activities
• Scheduling- Logically arranges all activities
• Monitoring- Reacts to delays and changes
• Controlling- Make events conform to schedule
by coordinating all activities involved
 Advantages of CPM Process
• Identify key personnel to be involved in the
project
• Discover in advance the critical path
• Better understand the interrelationships of
activities
• Help focus on potential problem areas
• More useful in forecasting and control
 CPM Terms
• Activity – Individual task that is required to
complete a project
• Activity duration – Estimated time required to
complete an activity
• Critical activity – An activity that has no float
and cannot be delayed without delaying the
completion of the project
 CPM Terms (cont.)
• Critical Path – The chain of activities that
determine the project completion time, the
longest path through the network
• Float – The amount of time an activity can be
delayed without delaying the overall
completion of the project
 CPM Terms (cont.)
• Early Start (ES) – Earliest time an activity can
start
• Early Finish (EF) – Earliest time an activity can
be completed
• Late Start (LS) – Latest time an activity can
start without delaying the project completion
 CPM Terms (cont.)
• Late Finish (LF) – Latest time an activity can be
completed without delaying the project
completion
• Network – The graphical representation of the
project plan that shows the interrelationships
between activities
 Types of CPM Schedules
• Activity- on- arrow diagram
– Lines with arrows represent activity
– Alphabetic and/or numeric label for each activity
– Days of duration numerically
• Activity-on-node
– Node represents the activity with the activity
number and duration
– Line with arrow shows logical relationship
between them
 Sequencing of Activities
• Precedence – What activities must precede an
activity
• Concurrence – What activities can go on at the
same time
• Succession – What activities must follow an
activity