TOPIC 3 PROJECT PLANNING AND SCHEDULING - For Student PDF

Topic 3
Project Planning & Scheduling
(All images shown are for illustration purposes only) 1

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PROJECT PLANNING AND SCHEDULING
1 Introduction
2 Network Scheduling
(a) Activity on Arrow (AOA)
(b) Activity on Node (AON)
3
Critical Path Calculation
4
Precedence Logic Diagrams
5
Scheduling using Bar Charts
6
Project Tracking
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LEARNING OUTCOME
Upon completion of this unit, students should

be able to:
Understand the fundamental of project

scheduling
Schedule a construction project using critical

path method and bar-chart
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PROJECT PLANNING AND SCHEDULING
1 Introduction
PLAN MONITOR
CONTROL
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3.1 INTRODUCTION
Historical Background
Through the evidence of recorded history, civil works projects
undertaken by the Egyptians, Romans, Chinese, etc. Required
dedication and effective management skills. Royal architects,
priests or holy men were the managers of historical mega
projects such as the colossal Egyptian pyramids, Roman
waterworks, the Great Wall of China, etc. Back then, these
ancient managers did not worry about budgets or schedules.
The management of time and cost did not evolve as a science

until after the Industrial Revolution.
Today, owners of civil works projects want their projects to be

completed within specified time and budget constraints.
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3.1 INTRODUCTION
What is the difference between Planning and Scheduling?
Planning is the developing the logic of how a project will be

constructed. Simply put, it can be thought of as determining the:
WHAT is going to be done
WHERE will it be built
WHO is going to build it
HOW will it be built
Scheduling involves the integration of the plan with a specific time

frame. It involves formulating a timetable of activities which
provides information on:
WHAT will be done
WHO will carry out the activity
WHEN will it occur/be done
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3.1 INTRODUCTION
A simple schedule is a timetable that identify at which point in time
each action will occur on a project.
A complex schedule will establish relationships, identify resources

needed to complete each task, and highlight the activities that, if
late, could jeopardise the overall completion date.
Construction schedules are considered acceptable in court when

arguments occur over project completion or delivery dates or in the
formal coordination of project participants.
Schedules establish the start, duration and completion dates of a

project or a task. They allow people and organisations to know in
advance when to expect a certain action to take place.
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3.1 INTRODUCTION
Scheduling Throughout the Project
a) Pre-Construction Scheduling
b) Construction Scheduling
c) Post-Construction Scheduling
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3.1 INTRODUCTION
The Scheduling Process 7 steps
Establish Objective must be a specific and measurable project goal. It
Objective should be attainable and fit within corporate goal.
Identify Project Activities must be clearly defined. Level of detail used is important.
Activities Activity must be action-oriented, visible and measurable. Should be
sorted by area, discipline and phase.
Determine Activity Construction managers must be able to determine in what order

Sequence activities occur. The more activities occur concurrently, the faster
the job will be completed.
Identify Activity Calculate normal duration for each activity; determine the critical
Durations path; expedite the ones that are deemed critical.
Perform Schedule Determine the critical path and duration of the project.
Calculations
Revise and Optimum schedule is the baseline or target schedule for the project
Adjust and defines when the work begins. As work proceeds, changes may
occur due to scope revisions, unforeseen circumstances or mistakes.
Appropriate adjustments must be made to keep the forecasted
Monitor and completion date.
Control
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3.1 INTRODUCTION
Scheduling Methods
1) Bar Chart Schedule / Gantt Chart

2) Network Schedule
3) Matrix Schedule
4) Linked bar chart
5) Space Diagram (time chainage charts & multiple activity
charts)
6) Line of Balance (LOB)
7) ADept
8) 4D CAD
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3.1.1 BAR CHART SCHEDULE
What are the important features we can get from this bar
chart schedule?
Its planned overall length

The planned duration for each project activity
The calendar start and finish dates of each activity

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Pros
Bar charts provide a quick, visual overview of a project and

can be colour-coded and time-scaled.
Works well as a tool to compare actual progress to

planned.
Bar charts are popular and widely used because they are
uncomplicated and simple to interpret.
Suitable for reporting to people who are concerned about

a project but may not be involved in day-to-day
management.

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Cons
X Graphical limitation - bar charts communicate a schedule

of activities but not the plan and how this plan is reached
X Cannot be used to calculate specific project activity start

dates, completion dates and available float time.
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3.1.2 NETWORK SCHEDULE
This type of schedule is often called a Critical Path Method

(CPM) Schedule.
A complete network schedule requires that all the work to be

completed on the project be defined and organised.
It defines activity interrelationships and durations, considers

available resources, and assumes how the project will be
pursued.
It is a roadmap that will bring the project to its desired

destination.
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3.1.2 NETWORK SCHEDULE
Network schedules take two (2) forms:
Activity
Activity on arrow notation
Event
Activity on node notation (precedence notation)

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3.1.3 MATRIX SCHEDULE
Matrix schedules are typically used for repetitive work, such

as on a high-rise building.
Gives the management team an overall view of the project,

including the interdependencies among the listed activities.
It is a good tool for controlling site activities because it can be

posted in the site office and updated as work proceeds.
Best used as a coordination schedule to communicate with site

personnel it does not consider all project activities.
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Matrix schedules are typically used for repetitive work, such as on a high-rise
building.
Good tool for controlling site activities because it can be posted in the site
office and updated as work proceeds
Horizontal rows = Floors

Vertical columns = Operations performed on each floor

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3.1.4 LINKED BAR CHARTS
Computer software products enable linked bar chart diagrams
to be easily drawn and provide planners with the same
information as established by network schedule.
User enters basic activity data
Software translates information

into bar chart diagram
User draws logic links between various

activities to show construction sequence
Software reschedules the activities

and calculate the completion date for
the project and the critical path
Simple Flowchart
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TO BE CONTINUED IN NEXT
ONE HOUR
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3.1.5 SPACE DIAGRAMS
Space diagrams exist in various formats. 2 common ones are
Time Chainage Chart and Multiple Activity Chart
Time Chainage Chart

prepared for construction projects where the location of
the work items is measured on the basis of a linear distance
from a specific geographical point, such as construction of
roads, railways, pipelines.
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Limitations of Time Chainage Chart
Construction activities shown are all approximations as

they assume work progresses at the same rate at all
locations and there is no difference in the amount of work
undertaken at each location.
The charts need to be interpreted with additional

documents if they are to provide a full insight into the
construction work undertaken.
As these charts are produced by hand, any changes made

to these charts will be time consuming.
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Multiple Activity Chart
2-dimensional diagrams used for short term planning and
are suitable for the planning of repetitive elements of
building construction work.
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Multiple Activity Chart
Originally developed for factory production lines and
workshop environments. They provided an optimise
schedule of the production programme based upon the
resources (labour, plant and equipment) available for use.
Relevance suitable for the planning of repetitive

elements of building construction work
Enable planners to produce detailed work schedules that

make optimum use of resources.
Good communication tool and useful for conveying to

work gangs the proposed schedule of construction.
No single approved format except that time is shown on

the vertical axis of the diagram 23
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Multiple Activity Chart Preparation Compile detailed
Select information on
Identify the Consider alternative preferred materials and
repetitive methods of method of resources needed
cycles of work undertaking the work work to complete the
work
Determine Analyse planning

Identify key size of labour Estimate duration strategy for one
activities (with for each of repetitive repetitive area of
start and finish specific trade cycles of work the project using
times) and plant based on previous a AON network
items experience schedule
Schedule Review and revise CHECK

activities that schedule as required, Production logic
take place varying the cycle time Contract requirements
between these of work items until Other limitations that
two activities satisfactory schedule may prevent work from
is obtained proceeding
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3.1.6 LINE OF BALANCE (LOB)
An established graphical technique for scheduling repetitive

construction tasks existed for more than 50 years
Was devised by members of a group led by George E Fouch during

the 1940s to monitor the production of tires at the Goodyear Tire
and Rubber Company. It was later successfully applied to the
production planning of the huge US Navy mobilisation
programme during World War II and during the Korean War.
Not widely used in the industry until recently with the arrival of
specialist software and the advent of BIM
Less complex than the traditional critical path methods
Useful for monitoring and control purposes.
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x-axis represents the timeline of the project and y-axis represents

the work area that defines the project.

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Assume Activity A takes a duration of 10 weeks. If a crew of

workers has a productivity rate of 2 weeks per floor.

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If we now add in Activity B that has a productivity of one week
per floor. If we try to start Activity B as soon as possible, then
Activity B will commence at the end of Week 2
The breaks in the Activity B line,

shown as red dashed lines
above, means that the crew is
waiting around for Activity A to
clear out before it can start.
Starting work as soon as you can
will result in a lost productivity of
4 crew weeks.
Activity B

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To keep the work crew productive for their entire stay on your
project, you should delay the starting of Activity B for 4 weeks.
If you were running a real

project, you might include a bit
extra time in case things
backup, but you would likely
not start Activity B as soon as it
could start!

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Example 3.1.6
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Summary
LOB is suitable for medium to long-term planning. It is best used

at the tender or pre-contract planning stage.
LOB diagrams are drawn on the basis of an assumed handover

rate for the units under construction. Then, construction time will
be minimised but resource requirements will be maximised.
Usual approach - resource based scheduling approach which

reviews the level of resources required and the balance between
different groups of resources.
LOB is not widely adopted throughout the construction industry

due to the need to re-work the calculations and to re-draw the
production graph time consuming & tedious
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ONE HOUR
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3.1.7 ADePT (Analytical Design Planning Technique)
One of the limitations of critical path methods is their inability to
accommodate logic loops, i.e., iteration.
ADePT is a structural technique for planning and managing design

activities and integrating the design and construction process.
Adept utilises data flow diagrams, information dependency

tables, matrix methods of analysis and traditional scheduling
techniques to plan design tasks and monitoring the production of
design work.
It enables the planner to plan iterative processes such as design.
For more information, visit to:

https://dspace.lboro.ac.uk/dspace-
jspui/bitstream/2134/5266/1/Austin%201.pdf
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3.1.8 4D CAD
4D CAD (or 4D Planning) is a term used to describe the use of
computer-based tools to visualise the construction plan in an
environment that combines 3D modelling with time.
Provide the planner with the potential to represent the

construction phase of the project visually and to provide a basis
for evaluation of alternative construction techniques.
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3.1.8 4D CAD
4D CAD in construction has been developing since 1987 when
construction organisations engaged in large complex projects
began to use 3D modelling to build manual 4D models with
schedule information to provide snapshots of each phase of the
project.
A new range of products and technologies known as BIM have

now emerged as them platform for modelling and simulating all
aspects of the building product and the building process.
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3.1.9 PERT & CPM
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.
A similar methodology, the Critical Path Method (CPM) was

developed for project management in the private sector at
about the same time.
However, CPM has found wide acceptance in construction

industry.
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3.1.9 PERT & CPM
Difference Between PERT & CPM
Parameter PERT CPM
1. Acronym Programme evaluation CPM & Review Technique
2. Approach Event oriented Activity oriented
3. Time estimates Probabilistic (3 times estimates Deterministic (Single time
optimistic, pessimistic and most estimates)
likely time)
4. Basis Time based Cost based
5. Origin US Navy for planning & DuPont company to solve
scheduling of Polaries system scheduling problems in
construction of chemical plants
6. Suitability For project involving: For stable technology such as
new technology construction projects
Rapidly changing technology
R&D projects
7. Uncertainly Allowance events No such allowance
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3.2 NETWORK SCHEDULING
Steps in Building a Network Model
1) Define activities
2) Order activities
3) Establish activity relationships and draw a network diagram
4) Determine quantities and assign duration to activities
5) Assign resources and costs
6) Calculate early and late start/finish times
7) Compute float values and identify the critical path
8) Schedule activity start/finish times
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NETWORK SCHEDULING
1) Define activities
One must recognise the different types of activities that come

into play in a construction project.
2) Order activities
Sequencing of activities in a schedule is based on the
occurrence of activities relative to other activities. For each
activity, we must determine the following:
a) Which activities must precede it?
b) Which activities must follow it?
c) Which activities can be concurrent with it?
The reason why 2 activities must be done in a particular order

is termed as constraint
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NETWORK SCHEDULING
2) Order activities (cont.)
Constraints are of many types
a) Physical constraints
b) Resource constraints
c) Safety constraints
d) Financial constraints
e) Environmental constraints
f) Management constraints
g) Contractual constraints
h) Productivity constraints
i) Regulatory constraints
It is desirable to minimise the number of constraints when we

initially define a network. As such, only physical constraints
are entered during the early development of the project
model.
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3) Establish activity relationships and draw a network diagram
Activity-on-Arrow (AOA)
Basic Elements of AOA network:
ELEMENTS DESCRIPTION
Arrows Represent activities of the logic diagram
(activities) Diagram is read from left to right
Lines Represent activity links, which are used
to represent dependencies between
activities
One link is the network to denote each
dependency between an activity and one
of its immediate preceding activities.
Nodes Represent connecting points for the
(events) activities
May be drawn in any desired shape
circles, boxes
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Components of each activity:
Head event
Description of activity
Duration of activity
Tail event
Tail node number Activity description
Head node number

Cast Footing
i j
1 day
Event: start Event: finish

Duration
The node at the beginning of an activity = tail / preceding / i
The node at the conclusion of an activity = head / succeeding / j
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General rules and conventions for drawing the network:
1) Links are interpreted from left to right
2) Numbers within circles represent events
3) Arrowheads determine the direction of flow between events
4) Events are known as Head Events or Tail Events.
5) Head events always have a number higher than the tail event.
6) Length of the arrow has no significance and is not drawn in

proportion to the anticipated duration.
7) Description of the activity should be written upon the straight

portion of the arrow.
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Fundamental properties of events and activities:
1) An event cannot be said to occur (or be reached or achieved)

until all activities leading to it are complete
2) No activity may start until all previous activities in the chain

are complete
A B Activity B commences after the
101 102 103
completion of Activity A. (B depends
on A)
B
103
Activity B commences after the
completion of Activity A.
A Activity C commences after the
101 102
completion of Activity A.
Activities B and C are dependent on
C each other.
104
(B & C depends on A) 44
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Activity B commences after the
A completion of Activity A & C.
101
B (B depends on A & C)
103 104
C
102
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Dummy Activities
Dummy activities are introduced to maintain logic of the network.
Dummy activities are shown as dotted lines. They have no description
and no duration. 3 instances when dummy activities are used:
a) Identity dummies used when two activities have same head and
tail (common nodes) Without a dummy activity
L L & M depends on K, and N
depends on L & M
K N
201 202 203 204
M
With a dummy activity
L L depends on K, M depends
3
on K, and N depends on L &
M
K M N
1 2 4 5

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Dummy Activities L depends on K, M
depends on K, and N
L depends on L & M
203
Dummy activity
K M N
201 202 204 205
With a dummy activity
b) Logic dummies when two chains of activities have a common

node yet they are in themselves wholly or partly independent of
each other
Activity X Activity Y
150 151 152
Y depends on
Dummy activity X, Z depends
Activity W Activity Z on X & W
160 161 162

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c) Transit time dummies used when a delay must occur after the
completion of an activity before the activity which is dependent
on it can start.
Activity A Activity C
1 3 5
Dummy activity 7 days

Activity B Activity D
2 4 6
Y depends on X, Z depends
on X & W

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Overlapping Activities
When an activity can start after partial completion of the preceding
activity:
K1 K2
1 2 3
Activity L can start after
partial completion Activity K.
L1 L2 5
4
K1 K2
1 2
L1/1 L1/2 L2
3 4
Activity L can start after
partial completion of the M2
M1
preceding Activity K and 5 6
Activity M can start after
partial completion of
Activity L.
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Overlapping Activities
X1 X2
40 41
Y1 Y2
50 51
Activity Y can start after partial
completion of Activity X, and Z1 Z2
60 61
Activity Z can start after partial
completion of Activity Y (but, total
completion of Activity Y1).
NOTE:
The AOA shows that the first half of Activity Y starts after the completion of first half
of Activity X, while the second half of Activity Y can only start after the completion of
second half of Activity X. The same condition will be applied to Activity Z which
depends on Activity Y. This is to ensure that all concurrent activities are broken into
the same fraction.

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Hammock Acitivities
Structural Structural
Analysis Design Drawings
40 41 42 43
Overhead cost
Introduced to assign overhead costs borne by several activities,

in which the cost of each activity is difficult or impossible to
determine.
Essential only in cost analysis and not in time analysis

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Logic errors occur when two chain of activities have a
Errors in Logic
common node yet they are in themselves wholly or
a) Looping partly independent of each other
F G K
401 402 403 404
H A loop in the logic

prevents Activity K from
J commencing.
413
b) Dangling
M N P
308 309 310 311
R
A dangling activity will not
prevent the network analysis
410 but may lead to errors in the
overall logic
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ONE HOUR
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Example 1:
Prepare a simple network diagram from the information given
in the adjoining table:
Activity (i-j) Name of activity Pre-requisites

1-2 A -
1-3 B -
1-4 C -
2-5 D A
3-5 E B
4-6 F C
5-7 G D,E
3-6 H B
6-7 I H,F
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Activity-on-Node (AON)
First proposed by John W. Fondahl in the US and Bernard Foy in France

in 1962.
From the late 1950s to the early 1980s, the arrow format of the AOA
diagrams was used primarily for PERT and CPM. During this time,
computer programmes for project scheduling required arrow logic.
The development of personal microcomputers and commercial

scheduling software in the early 1980s prompted the growth of the
node format.
Today, practically all project scheduling softwares use the node format.
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A B D
Clear Survey Excavate
site site Footing
START E Place
steel/pour
concrete
A1 C
Deliver Cut/bend
steel steel
Example of a AON Diagram

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General rules and conventions for drawing
the network:
1) Time flows from left to right
2) Arrowheads determine the direction of flow of production
3) Length of the arrow has no significance.
4) Description of the activity is written on the node.
5) Each activity must be given a description. Each activity is recognised

by this description or by the start and end events.
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Basic Elements of AON network:
ELEMENTS DESCRIPTION
Precedence Show the order, sequence and relationship
Arrow between activities (which activity must
precede and follow another activity)
Nodes Represents an activity.
Standard shape and format and contains
all necessary activity information
Notations on nodes indicate the activitys
identification and duration, early and late
start times, early and late finish times,
required resources.
Each activity in the network has a unique
identifier.

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Activity Description
Features of the network:
Duration
Activity Earliest Earliest
Start A Finish
A B
ES D EF
Precedence arrow
LS TF/FF LF
Nodes are identified by their description, but it Latest

is convenient to identify them by a label. Latest Finish
The label of nodes can be number or any Start Total Float /
alphanumerical labels which have some Free Float
significance to the activities. It is advised that
the nodes at the head of a dependency arrow
have a higher label number than those at the
tail of arrow

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3.4 CRITICAL PATH CALCULATIONS
Information on each activity within the precedence diagram is as shown:
The earliest time that an The earliest time that an

activity can start as activity can finish
determined by the latest EF = ES + Duration
of the early finish times of
all preceding activities
The latest time that an The latest time that an

activity can start without activity can be finished
delaying the entire project without delaying the
completion entire project completion
LS = ES + TF LF = EF + TF
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Project activity diagramming legends
Early Start and

Early Finish times ES Duration EF
Activity ID
LS Float LF
ES EF
Activity ID (b)
Activity ID
Duration
LS LF/Float ES EF
LS LF
Duration
Late Start and Late
Finish times and float
(c)
(a)
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One of the advantages of using AON over AOA is the freedom from
the need to introduce dummy activities. However, the AON is likely
to be larger and appear more complex than the equivalent AOA
diagram.
Consider back the case of logic dummies in AOA, where:

Activity Y depends on Activity W
Activity Z depends on Activity W and X
W Y
X Z

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For AON, the activity duration is included within the node.
P Q
5 days 3 days
The duration to complete Activity P is 5 days, while the duration to complete

Activity Q is 3 days. Activity Q can only start after the completion of Activity P.
It is a Finish to Start dependency.
Sometimes, it can have a time subscripted below the dependency arrow, which
is representing the time that must elapse between the completion of the
preceding activity and the start of the dependent activity.
S T
5 days 2 days 3 days
The duration to complete Activity S is 5 days, while the duration to complete Activity T
is 3 days. Activity T can only start 2 days after the completion of Activity S.
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ONE HOUR
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3.3 PRECEDENCE LOGIC DIAGRAMS
1. Precedence diagramming is an extension of the AON scheduling

method - this method allows overlapping of concurrent activities.
2. Advantages of this method:

Concurrent activities can be easily modelled without dividing the
work task into a number of discrete activities.
Workflow of continuous operations is better represented.
No dummy activity is required in precedence diagrams
3. Terminology:
Lag time - time an activity must be delayed from the start or
finish of a predecessor.
Lead time - amount of time by which an activity precedes the
start or finish of a successor.
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Arrow Diagram Precedence Diagram
A B
A B
A
A
C
C
B B
A C A
C
B D B
D
A D
A
D
B
B
C E
C E
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5a) Finish-to-start (FS) - the successor activity cannot start until the
predecessor activity has completed.
- A lag notation is added to the FS
relationship to denote a required delay
between the finish of the predecessor
activity and the start of the succeeding
activity.
d
Example:
6 5 11 19 8 27
8 30 Activity H
20 Activity F
19 13 24 32 12 40
At least 8 days after the finish of Activity F before the start of

Activity H.
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5a) Finish-to-start (FS) - the successor activity cannot start until the
predecessor activity has completed.
- A lag notation is added to the FS
relationship to denote a required delay
between the finish of the predecessor
activity and the start of the succeeding
activity.
d
Example:
ES 7 13 20 EF
15 Activity E
LS 19 12 32 LF
F
6 5 11 20 8 28
8 30 Activity H
20 Activity F
19 13 24 32 12 40
At least 8 days after the finish of Activity F before the start of

Activity H.
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5b) Start-to-start (SS) - successor activity must begin after at least
a lag time after start of predecessor activity.
Example:
7 13 20
15 Activity E
32 25 45
14 8 22
6 5 11
30 Activity H
20 Activity F
24 18 29 8 32 18 40
At least 8 days must elapse between the start of activity F and the start of
activity H.
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5c) Finish-to-Finish (FF) - some construction activities may take place
concurrently but with the succeeding
activity lagging some time interval behind
the completion of a certain amount of work
on a preceding activity.
Successor activity must finish after at least
a lag time indicate between the 2 activities.
Example: 7 13 20
15 Activity E
27 20 40
8
12 8 20
6 5 11
30 Activity H
20 Activity F
27 21 32 32 20 40
At least 8 days must elapse between the finish of activity

(All images shown are for illustration purposes only) F and the finish of activity H. 70
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5d) Start-to-Finish (SF) - some construction activities may take place
concurrently but with the succeeding
activity lagging some time interval behind
the completion of a certain amount of work
on a preceding activity.
7 13 20
Example:
15 Activity E
40 33 53
6 8 14
6 5 11
30 Activity H
20 Activity F
32 26 37 32 26 40
At least 8 days must lapse between the start of activity F and

the completion (finish) of activity H

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Summary

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3.4.1 Forward Pass
The forward pass considers each activity in turn commencing with
the first activity on the left of the network.
ES = Wk 0
EF = Wk 4 (0+4)

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3.4.1 Forward Pass
0 4 4 13 13 23 23 27
4 10 10 18
10 13
4 6 13 15

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For Forward Pass
The total time for the project is 27 weeks. Important points to note:
The start of the network is always assumed to be zero.
The EST of each activity is determined by the EFT of the

logically preceding activities.
Having established the TOTAL TIME for the project, we need to

conduct a Backward Pass through the network to determine the
Critical Path.
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3.4.2 Backward Pass The backward pass calculates the LFT and LST of
each activity. On this pass, the LFT of each last activity is set as
Latest Finish (LF)

0 4 4 13 13 23 23 27
0 4 4 13 13 23 23 27
Latest Start (LS) = LF-d
4 10 10 18
13 19 19 27
10 13
22 25
LFT for the node =
the smallest of all
succeeding nodes 4 6 13 15
LST
23 25 25 27
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For Forward Pass
1. The critical path for the network:

a) is the longest time duration path through the network.
b) establishes the minimum project time duration.
2) The ES for each activity is the same as the LS for each

activity.
3) The EF for each activity is the same as the LF for each
activity.
4) If there is any delay to this activity, the completion of the
overall work will be delayed.
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Important points to note:
1) Commence with the last activity and work backwards

through the network
2) The LST for an activity is calculated by subtracting the

duration of the activity from the LFT
3) The LFT is the lowest value of the LST of all the

immediately following activities.
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3.4.3 Float Time (or Slack Time)
In practice, for large networks, there may be more than one

Critical Path. If the duration of an activity in the network
increases, the Critical Path may change. An activity may
change from non-critical to critical.
To understand the networks sensitivity to change, we must

calculate the float of each activity.
The amount of time by which a non-critical activity may be

delayed is referred to as float.
TOTAL FLOAT is the amount of time that an activity can be

delayed without delaying project completion
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Total Float (TF) for an activity can be calculated as follows:
Float = Late Start Time (LS) Early Start Time (ES)
= Late Finish Time (LF) Early Finish Time (EF)
= Late Finish Time (LF) [Early Start Time (ES) + Duration (D)]
Free Float (FF) for an activity can be calculated as follows:

Float = Early Startj Early Starti Durationi
FFA = ESB ESA - DA
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Example
Given an activity with an early start time of 12, a late finish time of
17, and a duration of 1. Total float based on the formulae given
earlier is calculated as follows:
Total Float = LF EF
Activity accomplished early
= LS ES
Float = LF - EF
= LF (ES + Duration)
= 4 Activity accomplished late
Total Float = LS - ES
Free Float = ESB ESA - DA
Free Float = ESB ESA - DA
= 16 12 - 1
=3 Activity Window = LF - ES
Float = Activity Window duration
= LF (ES + duration)
12 13 14 15 16 81 17
(All images shown are for illustration purposes only)
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ES EF LS LF
4 different float values can be calculated for non-critical activities:
Free Float - the amount of time an activity can be delayed
before it impacts the start of any succeeding
activity.
Total Float - the amount of time an activity can be delayed
before it impacts the completion of the project
Interfering Float - portion of the total float that is shared with other
activities (also known as shared float). It is the
difference between total float and free float and
is rarely used in any calculation when analyzing
the network.
Independent Float it is float that is owned exclusively by one
activity. An activity can have independent float
only if it has free float.
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EST LST EFT LFT (Activity A)
EST (Activity B)
ACTIVITY DURATION Total Float
Interfering Float
Free Float
ACTIVITY DURATION
Independent Float
TYPES OF FLOAT (between 2 dependent activities A followed by B)

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3.4.4 Contingency (also known as buffer)
It is an allowance specifically added to a schedule or network to take
account of unforeseen circumstances that could affect the project.
Example:
Employer may state contractual dates some time in advance of the
drop-dead dates to guard against delays to the project completion.
Contractor may plan to complete the project early so that there is
some buffer if delays occur.
Contractor may build in some time at various crucial stages of
projects (such as between completion of foundations and start of
structural steelwork frame) to ensure work-flow is not jeopardised.
Time contingency may be included to take into account adverse
weather (rainy seasons, typhoon, etc.)
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3.4.4 Contingency
2 primary ways of including time contingencies into a schedule:
a) Make a contingency allowance against each activity by either
extending the activity duration or, if the planning software allows,
adding a separate allowance to each activity.
Contingency
1 2 3 4 5 6 7 8 9 10 11 12
Activity W
Activity X
Activity Y
Activity Z

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3.4.4 Contingency
b) Make a contingency allowance at the end of a string of activities or
at the end of a section of work.
1 2 3 4 5 6 7 8 9 10 11 12
Activity W
Activity X
Activity Y
Activity Z
Contingency
This allows the activities to be scheduled using their normal durations and at
their earliest dates. It gives more scope and flexibility to absorb large delays
of a few activities rather than small delays on many activities.

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ONE HOUR
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EXAMPLE 3.4
88
Worked Example
Consider this AON diagram: Activity Duration Preceeding
A 6 -
Summarize the EST, EFT,
LST and LFT for each B 3 -
activity into a table.
C 4 -
D 2 B
E 8 C
F 5 A/D
G 7 E/F

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3.5 SCHEDULING USING BAR CHART
Majority of programmes are in the format of a bar chart.

These bar charts are sometimes referred to as Gantt Charts
after Mr Henry L. Gantt (1861-1919) who developed them in
the 1910s for major infrastructure projects in the US, such as
notably the Hoover Dam.
Gantt (or bar) chart is a commonly used project planning and

control tool due to its simplicity, ease of preparation and
graphical format.
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Features:
Activities are listed in chronological order according to
their start date.
Individual activities have their own bars.
Time scale
Activity
Activity schedule

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3.5 SCHEDULING USING BAR CHART Level 1 Executive Summary
Schedule Schedule Report
HIGH LEVEL
report
The Chartered Institute of
Building (CIOB) recommends
5 levels of schedule Level 2
Senior Management
Schedule
reporting for a single project. report
Schedule Report
Sometimes, it is possible to Level 3 Project Managers

combine Level 3, 4 and 5 Schedule Schedule Report
schedules into one detailed report
schedule. All these depend

on the size of project, type Level 4
Schedule Senior Managers
of work, form of Schedule Report
report
procurement and number of
parties involved.
LOW LEVEL Level 5
Schedule Subcontractors
Schedule Report
(All images shown are for illustration purposes only) report 92
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Level 1 Schedule Report

Highest level of reporting
Summary of all the reporting presented at Levels 2-5
Best prepared as a single sheet bar chart showing main
activities involved and the timing of all key stages of the
project
Milestones should be highlighted
Critical path through the activities must be shown.
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Summary of Level 3 schedule
Should be divided into major components on the basis of
areas or elements within the project
A single schedule that combines details from different
schedules or a suite of individual schedules.
Monitor progress of each element.
On smaller projects, Level 2 schedule report is not required.
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Shows the detailed timing of all activities on the project and
the critical path through all these activities.
Indicates the level of resources required to undertake the
work
Examples include detailed design schedule listing of every
drawing to be produced; details of procurement of all
structural steelwork required
Main contractor incorporate details relating to each of the
subcontractors activities may not share information with
owner/client
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Information if filtered from Level 3 to create more detailed
schedules
Comprises of short-term and medium-term schedules,
covering work to be undertaken in the next few weeks or
months
Start date and end date of each activity are shown
To be provided to subcontractors prior to them commencing
their work
Sometimes known as constraint schedules
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Provides details of the timing of all activities undertaken by
subcontractors or trades.
Separate schedule (showing critical path) is provided to each
subcontractor/trade.
Timing of activities are aligned with those in Level 3
Schedule is a short-term plan typically covering work to be
undertaken during the next week.
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ADDING MILESTONES TO GANTT CHARTS
Many people like to focus on meeting milestones, especially

for large projects
Milestones emphasise important events or accomplishments

on projects
Milestones are created by entering tasks with a zero duration,

or by marking any task as a milestone
Milestones should be:

Specific
Measurable
Assignable
Realistic
Time-framed
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Five (5) key points of using project milestones are:
1. Define milestones early in the project and include them in the

Gantt chart to provide a visual guide
2. Keep milestones small and frequent
3. Each milestone must be binary, meaning it is either complete

or incomplete
4. Carefully monitor the critical path
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Symbols include:
Black diamonds: milestones
Thick black bars: summary tasks
Lighter horizontal bars: durations of tasks
Arrows: dependencies between tasks
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SAMPLE TRACKING OF GANTT CHART

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Advantages :
It is easy to assimilate and understand.
It displays activity progress very clearly and simply.
Activity float is easier to comprehend when shown on a bar-
chart.
A scheduled bar-chart is a prerequisite for forecasting the
procurement schedule, the resource histogram and the
cash-flow statement.
Disadvantages:
It does not clearly show the detailed sequence of the
activities.
It does not show which activities are critical to the
successful and timely completion of the project.
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For a simple project, we may develop the schedule bar chart on

its own (normally 30 to 60 activities; maximum up to 100)
However, in complex projects, it is preferable to develop the
work breakdown structure (WBS) and network diagram before
developing the schedule bar-chart.
The recommended procedures for scheduling a complex project
are:
Work-breakdown-structure (WBS) to breakdown the
activities involved
Network diagram to establish the logical sequence /
relationship between activities.
Tabular report present the project information in table
format.
Schedule a bar-chart.
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ONE HOUR
104
WORK BREAKDOWN STRUCTURE
A common technique used to understand and organise a
complex and multi-dimensional task (which all construction
projects are) is to break the project into smaller chunks or pieces
A Work Breakdown Structure (WBS) is a fundamental project

management technique for defining and organising the total
scope of a project using a hierarchical tree structure.
WBS defines the projects discrete work elements and groups

them together in a way to help organise and define the total
work scope of the work in the project.
A well-designed WBS describes planned outcomes instead of

planned actions -
provides a framework for detailed cost estimating and control.
oriented towards the projects deliverables
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WBS are based on developing a hierarchical structure adopt a multi-
level numbering system.
Project management software facilitates the use of WBS with network

activities and enable activities to be linked to the WBS
Project
Phase Design Procure Construct Commission
Location Area Area Area Area Area Area Area Area

A B A B A B A B
Civil Engineering
Struct.Engineering
Mech. Engineering
Elect. Engineering
External Works
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BENEFITS OF WORK BREAKDOWN STRUCTURE
WBS can be broken down into manageable stages until

an activity level is reached suitable for use in planning
network
Activity level can be accurately identified to produce a
cost breakdown structure thereby facilitating cost
estimation
Each level of WBS helps in assigning responsibilities to
the correct management level and personnel
WBS is a hierarchical family tree of a project that
represent a clear communication document showing
how the project is constructed
Excellent prompt list for risk identification
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Example of a WBS for a small building
LEVEL I
LEVEL II
LEVEL III
LEVEL IV
LEVEL V

Copyright 2015 UTAR
Links between levels of reporting and the WBS (Adapted from CIOB, 2012)
Low Reporting Summary

density level 0 schedule
Low Reporting Summary WBS
density level 1 schedule Level 1
Project
Summary Summary WBS execution plan
Reporting design production
level 2 schedule schedule
Level 2
Medium Reporting Detailed Detailed Detailed WBS

design production procurement Level 3
density level 3 schedules schedule schedule
Change in Reporting Subcontractors WBS

influence level 4 integrated Level 4 Subcontractors
schedules
integrated
schedules
High Reporting Detailed resource schedule WBS

density level 5 Providing 3 months information Level 5
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What are the constraints that affect the scheduling/sequencing
of activities?
CONSTRAINTS DESCRIPTION
Physical Constraints Some portions of work cannot be installed until other
components are completed/installed.
Resource Constraints Limited resource (equipment or workforce) available
Safety constraints Timing of activities dictated by safety concerns
Financial constraints Need to stagger high-cost activities to minimise cash
requirements
Environmental Restrictions such as breeding season, etc.
constraints
Management constraints Normally up to project
Contractual constraints Imposed by owner
Productivity constraints Selecting which section of the work to increase
productivity
Regulatory constraints Imposed by government agencies
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EXAMPLE 3.5
111
EXERCISE
112
Description Preceeding Duration
(day)
00 start - 0
A construction company 08 design tower 00 5
obtains a new project which 02 design water tank 00 3
will involve through 15 10 design foundation 08 5
interlinked stages according 16 order water tank material 08 2
to adjoining precedence: 04 order water tank 02 2

12 Order foundation material 10 1
20 make & deliver water tank 04 16

a. Draw an AoA and AoN
network representing above 14 deliver foundation 12 1
construction work. material
18 deliver tower material 16 3
b. Tabulate ES, EF, LS, LF time
for all stages. 18 construct foundation 14 1
c. Find the critical path and the 20 erect tower 18 8
construction duration.
22 install water tank 20 2
d. Tabulate total float, free
24 test water tank 22 4
float.
24 finish - 113
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Topic 3

Project Planning & Scheduling

(All images shown are for illustration purposes only) 1

Upon completion of this unit, students should

Understand the fundamental of project

Schedule a construction project using critical

The management of time and cost did not evolve as a science

Today, owners of civil works projects want their projects to be

Planning is the developing the logic of how a project will be

Scheduling involves the integration of the plan with a specific time

A complex schedule will establish relationships, identify resources

Construction schedules are considered acceptable in court when

Schedules establish the start, duration and completion dates of a

Scheduling Throughout the Project

Determine Activity Construction managers must be able to determine in what order

1) Bar Chart Schedule / Gantt Chart

Its planned overall length

(All images shown are for illustration purposes only) 11

Bar charts provide a quick, visual overview of a project and

Works well as a tool to compare actual progress to

Suitable for reporting to people who are concerned about

(All images shown are for illustration purposes only) 12

X Graphical limitation - bar charts communicate a schedule

X Cannot be used to calculate specific project activity start

This type of schedule is often called a Critical Path Method

A complete network schedule requires that all the work to be

It defines activity interrelationships and durations, considers

It is a roadmap that will bring the project to its desired

(All images shown are for illustration purposes only) 15

Matrix schedules are typically used for repetitive work, such

Gives the management team an overall view of the project,

It is a good tool for controlling site activities because it can be

Best used as a coordination schedule to communicate with site

Horizontal rows = Floors

(All images shown are for illustration purposes only) 17

Software translates information

User draws logic links between various

Software reschedules the activities

Time Chainage Chart

Construction activities shown are all approximations as

The charts need to be interpreted with additional

As these charts are produced by hand, any changes made

Relevance suitable for the planning of repetitive

Enable planners to produce detailed work schedules that

Good communication tool and useful for conveying to

No single approved format except that time is shown on

Determine Analyse planning

Schedule Review and revise CHECK

An established graphical technique for scheduling repetitive

Was devised by members of a group led by George E Fouch during

Less complex than the traditional critical path methods

Useful for monitoring and control purposes.

x-axis represents the timeline of the project and y-axis represents

(All images shown are for illustration purposes only) 26

Assume Activity A takes a duration of 10 weeks. If a crew of

(All images shown are for illustration purposes only) 27

The breaks in the Activity B line,

(All images shown are for illustration purposes only) 28

If you were running a real

(All images shown are for illustration purposes only) 29

LOB is suitable for medium to long-term planning. It is best used

LOB diagrams are drawn on the basis of an assumed handover

Usual approach - resource based scheduling approach which