SNPIT&RC, UMRAKH

GUJARAT
TECHNOLOGICAL
UNIVERSITY

M.E CONSTRUCTION ENGG.&

MANAGEMENT
CONSTRUCTION PROJECT MANAGEMENT (2711401)

PREPARED BY
1.ALPA MAISURIA 140490714011

GUIDED BY
Prof. HIREN RAHOD
CIVIL ENGG. DEPARTMENT
S.N.P.I.T & R.C
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Overview of project planning and scheduling

techniques

Content
Overview of project planning
Major steps in project planning
Project planning : Work break down structure
Scheduling Techniques
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Overview of project planning

Planning is the most difficult process in project
management a framework of basic steps in project
planning.
A major step in project planning is to plan in
outline first and then in more detail.
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Select project

Major Steps in
Project Planning

Identify project scope and

objectives
Identify project
infrastructure
Analyze project
characteristics
Identify project products
and activities
Estimate effort for each
activity
Identify activity risks.
Allocate resources
Review / Publicize plan
Execute plan
lower level of planning

Each step of project planning has different activities

Continue.

to perform. Following the description of each step

with its activities
Step 0 : Select project
This is called step 0 because in a way of project
planning , it is out side the main project planning
process. Feasibility study suggests us that the
project is worthwhile or not.

Step 1 : Identify project scope and objectives

Continue.

The activities in this step ensure that all parties to the

project agree on the objectives and are committed to the
success of the project.
Step 1.1 : Identify objectives and practical measures of the
effectiveness in meeting those objectives .
Step 1.2 : Establish project authority
Step 1.3 : Stakeholders analysis Identify all stakeholders in the
project and their interest.
Step 1.4 : Modify objectives in the light of stakeholder anaylsis.
Step 1.5 : Establish method of communication
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Step 2 : Identify project infrastructure

Continue.

Projects are rarely carried out in a vacuum. There is usually some kind of
infrastructure into which the project must fit. Where the project manager are
new to the organization , they must find out the precise nature of this
infrastructure.

Step 2.1: Identify relationship between the project and strategic planning
Step 2.2 : Identify installation standards and procedures.
Step 2.3 : Identify project team organization.

Step 3 : Analyze project characteristics.

Continue.

The general purpose of this part of planning operation is to ensure that the appropriate
methods are used for the project.
Step 3.1 : Distinguish the project as either objective- product driven
Step 3.2 : Analyze other project characteristics ( including quality based ones)
Step 3.3 : Identify high level project risks
Step 3.3 : Take into account user requirement concerning implementation.
Step 3.4 : Select development methodology and life cycle approach.
Step 3.5 : Review overall resources estimates

Step 4 : Identify project products and activities

Continue.

The more detailed planning of the individual activities now takes place. The longer term
planning is broad and in outline, while the more immediate tasks are planned in some
detail.
Step 4.1: Identify and describes project products ( or deliverables )
Step 4.2 : Document generic product flows
Step 4.3 : Record product instance
Step 4.4 : produce ideal activity network
Step 4.5 : Modify the ideal to take into account need for stages and checkpoints.

Step 5: Estimate effort for each activity.

Step 5.1: Carry out bottom-up estimates
Step 5.2: Revise plan to create controllable activities
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Step 6 : Identify activity risks.

Step 6.1 : Identify and quantify activity based risks

Continue.

Step 6.2 : Plan risk reduction and contingency measures where

appropriate
Step 6.3 : Adjust overall plans and estimates to take account of the risks

Step 7 : Allocate resources

Step 7.1 : Identify and allocate resources
Step 7.2 : Revise plans and estimates to take into account resource
constraints
Step 8 : Review / Publicize plan
Step 8.1 : Review quality aspects of the project plan.
Step 8.2 : Document plans and obtain agreement.
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Continue
Step 9 & 10 : Execute plan / lower level of planning
Once the project is underway, plans will need to be drawn up in greater
detail for each activity as it becomes due. Detailed and lower level of
planning of the the later stages will need to be delayed because more
information will be available nearer the start of the stage.
Project planning is an iterative process. As the time approaches for the
particular activities to be carried out they should be re-planned in more
detail.

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Project Planning: Break down structure

Construction project planning is a method
WBS (WHAT)
WORK BREAKDOWN
STRUCTURE

of determining What is going to be

done, How things are going to be done,

Specification
(HOW)

Who will be doing activities and How

much activities will cost.
In this sense planning does not cover
scheduling, which addresses the When,

OBS (WHO)
ORGANISATIONA
L BREAK DOWN
STRUCTURE

CBS (HOW
MUCH)COST
BREAK DOWN
STRUCTURE

but once planning is complete scheduling

can be done.

SCHEDULING

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DIVIDING THE PROJECT INTO MANAGEABLE TASKS (WORK

BREAKDOWN STRUCTURE)

Project must be divided into manageable tasks and then logically

order them to ensure smooth evolution between tasks.

The definition of tasks and their sequences is referred as the Work

Breakdown Structure (WBS).

WBS is essential in Planning and executing the Project because it

is the foundation for developing the Project Schedules
(PERT / and GANNT chart)

for identifying Milestones in the

Scheduling and for managing Costs.

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Work break down structure

PURPOSE OF WBS
To estimate resource
requirements for each
project activity and use
this information to create a
project plan.

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Project scheduling techniques

Mathematical Analysis Network Diagrams
PERT
CPM
Bar Charts
Milestone Chart
Gantt Chart

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Mathematical Analysis
PERT
Program Evaluation and Review Technique
CPM
Critical Path Method
Sometimes treated synonymously
All are models using network diagrams

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Network Diagrams
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

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Node Formats

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Network Diagram

Is a graphical depiction of Project tasks and their inter-relationships.

The distinguishing feature of a Network Diagram is that the ordering of Tasks is shown
by connecting with its predecessor and successor tasks. tasks.

Network Diagramming is a Critical Path Scheduling Technique used for controlling

resources.

CRITICAL PATH SCHEDULING

A scheduling technique whose order and duration of a sequence of task activities directly
affect the Completion Date of a Project
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Continue..
You would use a Network Diagram when Project Tasks:-

Are well defined and have clear beginning and end point

Can be worked on independently of other tasks

Are ordered

Serve the purpose of project

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Continue.
Advantages
Show precedence well
Reveal interdependencies not shown in other techniques Ability to calculate critical
path
Ability to perform what if exercises

Disadvantages
Default model assumes resources are unlimited
You need to incorporate this yourself (Resource Dependencies) when determining the real
Critical Path
Difficult to follow on large projects
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PROGRAM EVALUATION REVIEW TECHNIQUE

(PERT)

One of the most difficult and most error prone activities when constructing a
Project Schedule is the determination of the TIME DURATION for each task
within a Work Breakdown Structure (WBS), specially when there is a high degree
of complexity and uncertainty about a task.

PERT is a technique used to calculate the Expected Time for a tasks.

PERT is a technique that uses Optimistic time (O), Pessimistic time (P) and
Realistic Time (R) estimates to calculate the EXPECTED TIME (ET) or a
particular task.
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Continue
The Optimistic time (a) and Pessimistic time (b) reflects the
minimum and maximum possible periods of time for an activity to
be completed.

The Realistic time (r) or the Most likely time , reflects the Project
managers Best Guess of the amount of time required for a task
completion.
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PERT Formula
Combined to estimate a task duration

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PERT Formula
Confidence Interval can be determined
Based on a standard deviation of the
expected time
Using a bell curve (normal distribution)

For the whole critical path use

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PERT CHART SYMBOLS

SLACK TIME:-The Slack Time available for any Task is equal to the difference between the
Earliest completion Time (ECT) and the Latest Completion Time (LCT)
SLACK TIME = (LCT ECT)

CRITICAL PATH:- Is a sequence of Dependent Tasks that have the Largest sum of Estimated
Time (ET). IT is the Path that has no Slack Time built in.

The Critical Path on PERT chart is shown with thick Dark line.

To find the Critical Path begin with identifying all

alternative paths that exist from Event 1 to the Final
Event.
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Continue.

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Critical Path Method

The specific set of sequential tasks upon which the
project completion date depends
or the longest full path
All projects have a Critical Path
Accelerating non-critical tasks do not directly shorten the
schedule

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Continue.
Advantages
Accounts for uncertainty
Disadvantages
Time and labor intensive
Assumption of unlimited resources is big issue
Lack of functional ownership of estimates
Mostly only used on large, complex project

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Continue.
The process for determining and optimizing the critical path

Non-CP tasks can start earlier or later w/o impacting completion

date

Note: Critical Path may change to another as you shorten the current

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Critical Path Example

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Bar Charts

Milestone Chart
Gantt Chart
Lines of balance (LOB) techniques

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Gantt chart
A graphical representation of a Project that shows each task as a horizontal bar
whose length is proportional to its time for completion.

In the GANTT Chart Time is displayed on the horizontal axis and the Tasks/
Activities are arranged vertically from top to bottom, in order of their start dates.

A detailed GANTT Chart for a large project might be quite complex and hard to
understand. To simplify the chart Project manager can combine related activities
into one Task.

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Continue.

A graphical representation of a Project that shows each task as a horizontal bar

whose length s proportional to its time for completion.

GANTT CHART do not show how tasks must be ordered (precedence) but
simply show when a task should begin and should end

GANTT Chart is often more useful to for depicting relatively simple projects or
sub projects of a large project, the activities of a single worker, or for monitoring
the progress of activities compared to scheduled completion dates..

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Continue.

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Continue.
Disadvantages

Does not show interdependencies well

Does not uncertainty of a given activity (as does PERT)
Advantages

Easily understood
Easily created and maintained
Note: Software now shows dependencies among tasks in Gantt charts
In the old days Gantt charts did not show these dependencies, bar

charts typically do not

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Milestone Chart
Milestone charts are the modification over the
original gantt charts

Simple Gantt chart

Either showing just highest summary bars
Or milestones only
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Continue.

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Line of balance
A conventional network technique applied to
develop and control a single batch.
It was developed as a production planning tool
before PNTs.
It has a much less wide application area.

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Requirements of Lob
Identifiable stages in production to exert managerial control.
Known manufacturing times between stages.
Delivery schedule.
Resources can be varied as required.

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THANK U

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