PROJECT SCHEDULING &

TIME MANAGEMENT
CONTENT OF PRESENTATION
 WBS/ Activity Definition  Use of software for planning,
 Scheduling (Planning and scheduling & control of projects
o Process overview
Scheduling) o Software application
o Objectives o EVMS
o Techniques
o Critical Path Method (CPM)
 Basic Definition of CPM
 Activity
 Activity Duration
 Network Construction
 Example 1
o Histogram
 Resource Histogram
 Constructing Resource histogram
o Procedure for Resource Leveling
o PERT
o Example
 3

Work Breakdown Structure (WBS)

• To be able to perform an accurate estimate of the
project targets it is very pertinent to divide project into
manageable sets of components or activities called as
(WBS) of the project.
• Patrick (2003) defines WBS as
“a hierarchical system that represents the total
project scope in increasing levels of detail to
define, organise, and display the project work
in measurable and manageable components”
 4

Work Breakdown Structure (WBS)

PMI
• The WBS is a hierarchical decomposition of the total
scope of work to be carried out by the project team to
accomplish the project objectives and create the
required deliverables. Each descending level of the
WBS represents an increasingly detailed definition of
the project work.
• The WBS is finalized by assigning each work package to
a control account and establishing a unique identifier for
that work package from a code of accounts. These
identifiers provide a structure for hierarchical summation
of costs, schedule, and resource information.
 5

Sample WBS
 6

Sample WBS
 7

Work Breakdown Structure (WBS)

• The WBS consists of different levels
where level one is the least detailed
level often representing the entire
project. The number of activities in the
WBS grows quite rapidly and it is not
unusual that a large construction project
is broken down into several hundreds of
activities. There is no specific rule about
which level of detail a WBS should have
but a low level of detail may result in
insufficient detail for effective planning,
whereas a too high level of detail may
become unmanageable and increase
planning costs. It is generally the case
that the WBS is poorly detailed rather
than too detailed. According to Jackson
(2004) the level of detail should
correlate with the control level desired,
i.e. to have enough activities and just
the right amount of detail so that the
work-flow effectively can be monitored
and managed.
A proposed WBS for an infrastructure project (multi-storey building project).
 8

Creating the Work Breakdown Structure

(WBS)
• A WBS is a deliverable-oriented grouping of the work
involved in a project that defines the total scope of the
project
• WBS is a preliminary document that provides the basis for
planning and managing project schedules, costs and
resources
• Decomposition is subdividing project deliverables into
smaller pieces
• A work package is a task at the lowest level of the WBS
 9

Sample Intranet WBS Organized by Phase

 10

Intranet WBS in Tabular Form

1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
 11

Intranet WBS and Gantt Chart in Microsoft Project

 12

Gantt Chart Organized by Project Management Deptt.

 13

USES OF WBS
Exercise: WBS
Draw hierarchal WBS of a project “Establishment 1122
Emergency Response Centers” in all nine divisions and 36
districts of Punjab. The following scope of work was to be
executed at each station.
• Design and Construction Supervision of facility
• Construction of Emergency Response Center
• Procurement of all furniture, fixtures, CCTV, attendance record
• Purchase and installation of one server, 20 computers and associated
software & hardware including scanner and printers
• Purchase and installation High quality telephone exchange
• Networking of computers, connectivity, internet and intranet
• Procurement of 4 Ambulances and associated medical equipment
• Procurement of Firefighting vehicle, 2 cranes and other emergency
response equipment
• Recruitment and Training of staff
SCHEDULE & TIME
MANAGEMENT
 OBJECTIVES OF PROJECT SCHEDULING
 Finish project on time.
 Finish project within cost.
 Continuous (uninterrupted) flow of work.
 Reduced amount of rework.
 Minimize confusion and misunderstanding.
 Increased knowledge of status of project to every one
(including management).
 Knowledge of distribution of costs of project.
 Accountability of people / defined responsibility and clear
understanding of who does what, when and how much.
 Optimum use of resources.
 TECHNIQUES FOR SCHEDULING
Techniques used for scheduling depends upon the type, size,
complexity, duration, personal and owner requirement. It is preferred
to use a simpler technique which is simple to use and easily
interpreted by all project participants. There are two general
techniques which commonly used for planning and scheduling.
 Bar Chart (Gantt Chart):

It is the graphical representation of Time (X-axis) and Activities on Y-

axis, so that the status of project may be visualized and controlled.
 Net work analysis system (CPM and PERT):

It is the schematic representation of various activities. This method

calculates the minimum completion time for a project along with start
and finish time of project activities.
 Software application: (MS Project, Primavera, Pertmaster, Risky
Project.
 BAR CHART
 Bar Chart was developed by Henery L. Gantt in 1917, which is the most
common planning tool even today, which provided basis for developing
planning and scheduling software.
 Bar Charts are the easiest and most widely used form of scheduling in
project management. Even with other scheduling techniques, the eventual
schedule is presented the form of a bar chart. The level of detail of the
activities depends on the intended use of the schedule. The most
commonly used bar chart for engineering works is called Gantt chart.
 A Gantt chart is a type of bar chart that illustrates a project schedule, start
and finish dates of the terminal elements and summary elements of civil
engineering project. Terminal elements and summary elements comprise
the work breakdown structure of the project. Some Gantt charts also show
the dependency (i.e. precedence network) relationships between activities.
Gantt charts can be used to show current schedule status using percent-
complete shadings.
 Gantt charts have become a common technique for representing the
phases and activities of a project work breakdown (WBS), so they can be
understood by a wide audience all over the world.
CRITICAL PATH METHOD (CPM)
The Critical Path Method is a method where activities are arranged
based on interrelationship. It is a planning and control technique that
provides an accurate, timely and easily understood picture of the
project. Its purpose is to allows effective scheduling and controlling.
One of the most important features of CPM is the logic diagram. The
logic diagram graphically portrays the relationship between project
activities. D

B F

A H

C G
E

 Critical path in a network is a longest path in terms of time unit, which

gives minimum overall duration to complete the project.
 CPM calls attention which activities must be completed before other
activities can begun.
ACTIVITY
A common technique used to understand and organize complex undertaking
is to break the project into smaller pieces. This technique is used both
planning and estimating. Each activity is a discrete task. Activities should be
only be specified as per level of management. The number and detail of
listed quality will vary from job to job and depend on the intended level of
control. Usually for planning purposes activity doesn’t exceed from 25 days,
if exceeds may be divided into further components. The activities must have
four characteristics.

1. Time consumption: An activity must consume time.

2. Use of resources: An activity usually consumes Labour, Material or Equipment
resources.
3. Definite Start and Finish time: An activity represents a definite scope of work i.e.
Starting and Ending point in time.
4. Activities are measurable. The progress towards completion of activity’s scope of
ACTIVITY DURATION
• One of the most important steps in planning a project is estimating
the time required to complete each activity. The duration of each
activity is a function of quantity of work and work production rate.
Work production rates are based on planned composition of labor
and equipment used to perform the task. Careless estimates of
production rates may cause un economical use of personnel,
materials, equipment and time.
• When the project bid estimate is prepared, the estimator calculates
the quantity of material that must be put in place and assumes a
production rate to get the cost of each work, which is based
construction method and technique. The bid preparation information
can be served as the tool for calculating g an activity duration.
• All Activities in a schedule should have same unit of time, which may
be in months, weeks, days and hours.
 BASIC DEFINITIONS OF CPM TERMS
• Activity:- The performance of a task required to complete the project e.g.
foundation design, contract document, RCC form work, pouring of concrete.
• Network:- A diagram to represents the relationship of activities to complete
the project.
• Duration:- The estimated time required to perform an activity.
• Early Start (ES):- The earliest time an activity can be start.
• Early Finish (EF):- The earliest time an activity can be finished.
• Late Finish (LF):- The latest time an activity can be finished.
• Late Start (LS):- The latest time an activity can be started without delaying
the completion of project. (LS = LF – D)
• Total Float (TF):- The amount of time an activity may be delayed without
delaying the completion date of project.
Mathematically, TF = LF – EF = LS – ES.
• Critical Activity:- If total float for an activity is zero, activity is called critical
activity.
• Critical path is a longest path in terms of time unit in a network, which gives
minimum overall duration to complete the project.
NETWORK CONSTRUCTION
The performance of a task required to complete the project. Activity must
have a specific duration except the dummy activity, having zero duration.
Each activity is represented as can arrow or node. Arrows are not drawn
according to scale. The brief description about activity is written over arrow
or node. Duration (hours, week, months) to complete that activity is written
under the arrow, where 1 and 2 are the event. Which are written inside the
circles or boxes. The starting event is masked at the tail and finish event at
the head of the arrow.
Rules:
1. Each activity should be represented by a separate arrow.
2. The arrow may be straight or inclined lines.
3. Dummy activity should be represented with dotted lines.
4. Critical path must be shown clearly with double line.
5. Intersection of activity is not allowed.
6. Boxes are provided for event times (ES, EF, LS, LF)
7. EST is some reference time, normally EST = 0 at the start of the project /
work. EFT = EST + Duration.
8. Each activity is followed by a predecessor and successor except start and
finish activities. Any starting activity must have predecessor none, or finish
activity must have no successor.
 EXAMPLE 2. CPM
Activity Duration Preceding
1. Construct AOA network (days) Activity
2. Find ES, EF, LS and LF (Predecessor)
of all activities
3. Find total float of all
A 3 None
activities (days)
4. Find the project B 5 A
duration (days) C 8 A
5. Mark critical path on
the network D 10 B
E 5 B
F 7 C
G 12 D
H 8 E, F
I 3 G,H
EXAMPLE 3. CPM
EXAMPLE-4. CPM
1. Construct AOA network 4. Find the project duration (days)
2. Find ES, EF, LS and LF of all 5. Mark critical path on the network
activities Find total float of all activities (days)
Activity Duration Predecessor Resource Early Early Late Late Total Remark
Start Finish Start Finish Float
(ES) (EF) (LS) (LF) (TF)
O 8 None 10
N 3 O 2
M 13 N 5
L 7 O 15
K 12 O 8
J 3 K 4
I 10 L 3
H 8 L 10
G 6 H,M 8
F 20 I 4
E 16 I 6
D 8 J 4
C 4 G, E 20
B 5 F 6
A 3 B, C,D 3
EXAMPLE 5. CPM
1. Construct AON network Find total float of all activities (days)
2. Find ES, EF, LS and LF of all 4. Find the project duration (days)
activities 5. Mark critical path on the network
Activity Duration Predecessor Resource ES EF LS LF (TF) Remark
Q 8 None 5
P 10 Q 6
O 7 Q 10
N 6 O 2
M 9 Q 5
L 5 M 15
K 4 O 8
J 7 L, K 4
I 9 L, K 3
H 20 P 10
G 12 H 8
F 9 N 4
E 20 N 6
D 11 I 4
C 7 E, J 20
B 7 G, F 6
A 3 B, C,D 3
EXAMPLE-6: CRITICAL PATH

Solution: Critical Path = Q – P – H – G – B – A, Project Duration =

60 days
2nd Path = Q – O – N – F – B – A, Duration = 40 days
3rd Path = Q – O – N – E – C – A, Duration = 51days
4th Path = Q – O – K – J – C – A, Duration = 36 days
5th Path = Q – O – K – I – D – A, Duration = 42 days
6th Path = Q – M – L – J – C – A, Duration = 39 days
7th Path = Q – O – K – I – D – A, Duration = 45 days
PROGRAMME EVALUATION AND
REVIEW TECHNIQUE (PERT)
 PROGRAMME EVALUATION AND REVIEW
TECHNIQUE (PERT)
 PERT is an inherent planning technique forces the manager to
develop a comprehensive plan and allows realistic scheduling. The
procedure for monitoring, forecasting and simulating allows the
manager to respond quickly to unexpected changes in the project,
detect trouble areas early and evaluate proposed alternative courses
of action. PERT also helps to evaluate alternatives at any time during
projects duration by looking effect of each change on its completion
date. PERT also helps to simulate the project time & cost and
effects of alternate decisions.
 It is a planning & Control techniques that precuts statistical
information regarding the uncertainties associated with completing
the different activities associated to a project.
SOFTWARE BASED
SCHEDULING &
MONITORING OF PROJECTS
 PLANNING, SCHEDULING AND CONTROL
Software application
• MS Project
• Primavera (P3, P6)
• Risky Project
• Pertmaster
• Cloud based