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Construction
Management

CONSTRUCTION MANAGEMENT 1

OVERVIEW:
PROJECT TIME
MANAGEMENT

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PROJECT TIME MANAGEMENT

Project Time Management is a crucial aspect of project management that involves careful planning,
organizing, and controlling the duration of a project.

 It is the process of creating a project schedule that outlines the tasks, milestones, and deadlines
necessary to complete a project on time.
 Effective project time management requires a thorough understanding of the project scope, the available
resources, and the constraints that may impact the project's timeline.
 This includes factors such as budget, team availability, and
stakeholder expectations. The topics we will cover are as follows:
 By using project time management techniques such as critical 1) 1st Process: Define activities
path analysis, Gantt charts, and resource leveling, project 2) 2nd Process: Sequence Activities
managers can ensure that their projects are completed on 3) 3rd Process: Estimate Activity
time and within budget. Resources
4) 4th Process: Estimate Activity Duration
 With proper project time management, teams can maximize
5) 5th Process: Develop Schedule
their productivity and efficiency, leading to successful
6) 6th Process: Control Schedule
project outcomes.

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PROJECT TIME MANAGEMENT

Key steps in Project Time Management

Estimate Activity
Duration

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1st PROCESS: DEFINE ACTIVITIES

Specific Actions Produce

Identifying and Project

Documenting Deliverables

of this process is to breakdown WORK PACKAGES into activities that

provides the basis for:

Estimating Scheduling Executing Monitoring Controlling

the Project Work

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2nd PROCESS: SEQUENCE ACTIVITIES

Defines:

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2nd PROCESS: SEQUENCE ACTIVITIES

L1OGICAL SEQUENCE

The logical sequence and

interrelationships of the project
activities are shown, but the time
duration is not graphed.

Note:
All arrows in a PDM network are
essentially dummy activities.

“Post-it” Notes are very useful for

preparing 1st draft PDM Networks

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2nd PROCESS: SEQUENCE ACTIVITIES

DURATION COMPRESSION 1

Crashing
Decreasing the total project duration
by adding resources to the schedule
without changing the sequence of
activities.
Analyze both schedule and cost to
obtain the greatest amount of
compression for the least
incremental cost.

“Post-it” Notes are very useful for

preparing 1st draft PDM Networks

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2nd PROCESS: SEQUENCE ACTIVITIES

DURATION COMPRESSION II

Fast Tracking

Doing activities in parallel that would

normally be done in sequence

 Depends on the availability of resources to work on

parallel activities, as well as
 The likelihood that the “normal” successor component
will “fit” with the predecessor component when both
are developed concurrently.

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2nd PROCESS: SEQUENCE ACTIVITIES

Usefulness of Critical Path Methodology

In planning

 it forces the project staff to carefully identify the tasks

to be undertaken.

 Precisely determine the relationships of the tasks to each other.

 Allows planners to do “what-if” scenarios to determine the

impact of task slippages.

 Helps to create more realistic estimates of project Schedules.

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TOOLS AND TECHNIQUES

Dependencies Determination

 Relationship between the activities in which, one activity is dependent on

another to complete an action or perhaps an activity is dependent on
another, to start an action before it can proceed.

3 Types of
use to Define the sequence among the activities
Dependencies

1. Mandatory Dependencies

2. Discretionary Dependencies

3. External Dependencies

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Dependencies Determination

There are two ways that are commonly used to draw a network diagram for a project:
1. Activity on Arrow (AOA) representation.
2. Activity on Node (AON) representation

Activity on Arrow (AOA)

In this method, the arrows represent activities

while the nodes represent the start and the
end of an activity (usually named as events,
Fig. 1.13).

The length of the arrow connecting the nodes

has no significance and may be straight, curved,
or bent. When one activity depends upon
another both appear on the diagram as two
arrows having a common node.

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Dependencies Determination

Activity on Arrow (AOA) Network

The following are some rules that need to

be followed when constructing an AOA
network diagram:

Each activity must have a unique i – j

numbers, where i (the number at the tail of In some situations, when more than one arrow leave
the arrow) is smaller than j (the number at the same node and arrive at another node, dummy
the head of the arrow). activities must be used. The dummy activity is an
 It is recommended to have a gap activity with zero duration, consumes no resources,
between numbers (i.e., 5, 10, 15, etc.). drawn as dashed lines, and used to adjust the network
This will allow for accommodation of diagram. A dummy activity is also used when one
missed activities. activity depends upon two preceding activities and
 Avoid back arrows. another activity depends only upon one of these two
preceding activities as shown in Figure 1.14.
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Dependencies Determination

Activity on Node (AON) Network

This method is also called the Precedence

Diagram Method.
In this method, the Nodes represent
Activities and the Arrows represent Logical
Relationships among the Activities.
If the arrow starts from the end side of an
activity (activity A) and ends at the start side
of another activity (activity B), then A is a
predecessor of B (Figure 1.15).

AON Rpresentation allows the Overlap or

Lag Representation on the relationship
arrows connecting activities.

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Dependencies Determination

Comparison Between AOA and AON

Activity on Arrow (AOA) Activity on Node (AON)

Network Network

 Uses Dummy Activities  No need for the use Dummy Activities

 An Activity can only start when all  Allows for Overlap/Lag Representation
its Predecessors have Finished

 Allows only for the Finish to Start  Allows for the Representation of the
Relationship 4 Types of Relationship

 More easily to draw and to read

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TOOLS AND TECHNIQUES

PRECEDENCE DIAGRAMMING
METHOD

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TOOLS AND TECHNIQUES

Precedence Diagramming Method

A graphical tool used for scheduling activities in a project. The activities

are represented by nodes and are graphically linked by one or more
logical relationships to show the sequence.

Activity on Node
Activity A Activity
Dependencies
Nodes B
Nodes

logically comes before a dependent activity

Successor

Predecessor
logically comes after another activity

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TOOLS AND TECHNIQUES

Precedence Diagramming Method 4 Types of
Dependencies or Logical Relationships of Activities:

1. FINISH-to-START 3. START-to-START (SS)

(FS)
The initiation of the
successor activity depends
The initiation of the successor activity
upon the initiation of the
depends upon the completion of the
predecessor activity.
predecessor activity.
4. START-to-FINISH (SF)
2. FINISH-to-FINISH
(FF)
The completion of the
successor activity
depends upon the The completion of the successor activity
completion of the depends upon the initiation of the
predecessor activity predecessor activity.

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TOOLS AND TECHNIQUES

Precedence Diagramming Method

FINISH-to-FINISH (FF)
FINISH-to-START (FS)

Predecessor Activity A must

Predecessor Successor finish, before
Activity B can
Activity A must finish, before Activity B starts Finish
Successor

Example: Example:
 Floor tile installation cannot start until the  Column formwork is required before
floor slab has finished concreting work for column can finish.

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TOOLS AND TECHNIQUES

Precedence Diagramming Method

START-to-FINISH (SF)
START to START (SS)

Predecessor Activity A must

Predecessor
Activity A must start, before
start, before Activity B can
Activity B can Finish
Successor Successor
start
Example:
Example:
 The new accounting system has to be
 Level concrete cannot start, until pour completed before you can begin turning
foundation is started off the old system.

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TOOLS AND TECHNIQUES

Precedence Diagramming Method
LEADS:
LEADS AND LAGS
Finish to Start

LEADS: Activity with

 Predicted measurement of how long it will LEAD TIME LEAD
take to do something.

Lead Time is the overlap between the first

LAGS:
and second activity
 Measure how far behind the task or project
phase is after it has started. Example:

 Plastering works might be able to start 5

days before CHB installation finishes.
Lead Time = Negative Value

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TOOLS AND TECHNIQUES

PDM EXERCISES
Precedence Diagramming Method

FINISH-TO-START ACTIVITY WITH LEAD

080 1 10 EXAMPLE: LEAD TIME

Activity A (Node):
A ES = 0 (Start Event)
ES = 0 ; D = 10 ES (Act. B) = EF (Act. A) + (-Lead Time)
0 10 EF = ES + D EF = ES + Duration
EF = 0 + 10 = 10
Lead Time = ES (Act. B) – EF (Act. A)
Lead Time = 5 – 10 = - 5
082 2 8 Activity B (Node):
ES = 5 ; D = 8
B EF = ES + D
ACTIVITY B can already Start 5 Days before
EF = 5 + 8 = 13
5 13 ACTIVITY A Finishes.

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TOOLS AND TECHNIQUES

Precedence Diagramming Method
LAGS:
LEADS AND LAGS
Finish to Start

LAGS:
Activity with
LAG TIME LAG
 Means the successor activity cannot start right
after the end of the predecessor activity.

 A waiting time in search of between activities, Lag Time is the delay between the first and
in other words, Lag time is the delay between second activity
the first and second activity.
Example:
 Need to wait 7 days after pouring concrete
on beams before removal of beam soffits.
Lag Time = Positive Value

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TOOLS AND TECHNIQUES

PDM EXERCISES
Precedence Diagramming Method

FINISH-TO-START ACTIVITY WITH LAG

080 1 3 EXAMPLE: LAG TIME

A
LF (Act. A) = LS (Act. B) – Lag Time
0 3 Activity B (Node): Lag Time = LS (Act. B) – LF (Act. A)
LS = 5 ; LF = 14
0 3 D=9
Lag Time = 5 – 3 = 2
Activity A (Node): 082 2 9
LS = 0 ; LF = 3 ACTIVITY B must Start 2 Days before ACTIVITY A
D=3 B has FINISHED.
5 14
5 14

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TOOLS AND TECHNIQUES

Precedence Diagramming Method

FORWARD PASS FORWARD PASS WITH LEAD TIME & LAG TIME

A FORWARD PASS through the Network determines

the EARLIEST TIME each activity can START and For LEAD TIME (-) between two activities;
FINISH.  ES of the Current Activity = EF of the
Preceding Activity + (-Lead Time), and
It also determines the TOTAL DURATION of the  EF will still be equal to ES + Its DURATION.
Project
Begin from Start Event and move forward towards For LAG TIME (+);
the End Event.  ES of the Current Activity = EF of the
 At Start Activity, EST = 0 Preceding Activity + (Lag Time}
 EST of an Activity = Latest (or maximum EFT
of the activities directly preceding it
 EFT of an Activity = ES + Duration required to
perform the current activity

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TOOLS AND TECHNIQUES

Precedence Diagramming Method

BACKWARD PASS BACKWARD PASS WITH LEAD TIME & LAG TIME
A BACKWARD PASS through the Network determines
the LATEST TIME each activity can START and FINISH For LEAD TIME (-) between two activities;
without delaying completion of the Project.  LF of the Current Activity = LF of the
Previous Activity - (-Lead Time), and
It also determines the activities that can be
 LS will still be equal to LF - Its DURATION.
DELAYED or not.
Begin from END EVENT and move towards the START
EVENT. For LAG TIME (+);
 The LFT for the final activity = its EFT as  LF of the Current Activity = LS of the
determined by the forward pass. Previous Activity - (Lag Time}
 The LFT for an activity = earliest (or minimum) LST
of the activities directly following (succeeding) it.
 The LST of an activity = its LFT – Duration required
to perform the current activity.

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TOOLS AND TECHNIQUES

PDM EXERCISES
Precedence Diagramming Method

PDM Layout

Item Activity D= Duration

D
No. No.
ES – Early Start
Item Description LS – Late Start
EF – Early Finish
ES EF
LF – Late Finish
LS LF

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TOOLS AND TECHNIQUES

PDM EXERCISES
Precedence Diagramming Method

WP1 B 6 Given the PDM Network and Gantt Chart

Activity 1.2
WP1 A 4 WP1 D 8 shown with the respective duration of
Activity 1.1 Activity 1.4 each activity, determine the critical path
and check whether Activity 1.2 has Lead
WP1 C 10
Time or Lag Time.
Activity 1.3

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TOOLS AND TECHNIQUES

PDM EXERCISES
Precedence Diagramming Method

FORWARD PASS
At Activity A:
EF = ES + D ; ES = 0+4 = 4 Use the
WP1 B 6 maximum EF of
Activity 1.2 At Activity B: preceding
WP1 D 8
WP1 A 4 4 10
ES = EF (preceding activity) = 4 activities
Activity 1.1 Activity 1.4
14 22
EF = ES + D ; EF = 4 + 6 = 10
0 4
WP1 C 10
Activity 1.3 At Activity C:
4 14 ES = EF (Act. A) ; ES = 4 = 4
EF = ES + D ; EF = 4 + 10 = 14

 ES = 0 (if the activity is a START Event) At Activity D:

 If the Activity is an END Event, LF (of end ES = EF (EF of Act. B or Act. C) ;
activity) = Duration of the project EF = ES + D ; EF = 14 + 8 = 22

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Precedence Diagram Method

PDM Exercise At Activity D:
LF = EF (Act. D) = 22
BACKWARD PASS LS = EF – D = 22 – 8 = 14
At Activity C:
WP1 B 6
Activity 1.2
LF = LS (Act. D) ; LF = 14 Use the minimum
WP1 A 4 4 10 WP1 D 8 LS = EF – D = 14 – 10 = 4 LS of succeeding
Activity 1.4 activities
Activity 1.1 8 14
14 22
At Activity B:
0 4
14 22 LF = LS (Act. D) ; LF = 14
0 4 WP1 C 10
Activity 1.3
LS = EF – D = 14 – 6 = 8
4 14 Use LS = 4
4 14 At Activity A:
LF = LS (min of Act. B & Act. C ) = 4
 If the activity is an END Event, LF = EF LS = LF – D = 4 – 4 = 0

Check: Lead/Lag Time of Activity B & D

At Activity B & D:
Lead Time = ES (Act. B) - ES (Act. A) Lag Time = LS (Act. B/C) – LF (Act. A)
Lead Time (B) = 4-4= 0 ; Lead Time (C)= 4–4 = 0 Lag Time (B) = 8-4 = 4 ; Lag Time (C)= 4 – 4 = 0

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TOOLS AND TECHNIQUES

PDM EXERCISES
Precedence Diagramming Method

6
WP1 B
ACTIVITY 1.2 must Start 4
Activity 1.2
10 WP1 D 8 Days before ACTIVITY 1.1
WP1 A 4 4
Activity 1.1 8 14 Activity 1.4 has FINISHED
4 14 22
0
0 14 22
4 WP1 C 10
Activity 1.3
4 14
4 14

LAG TIME=4
Critical PATH: A-C-D

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3rd PROCESS: ESTIMATE ACTIVITY RESOURCES

 more accurate cost  than duration estimates.

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4th PROCESS: ESTIMATE ACTIVITY DURATION

work period is usually expressed in hours or days

 time of each activity that will complete

 major input to develop the schedule process

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5th PROCESS: DEVELOP SCHEDULE

Provides the means to Recognize:

 Deviation from the Plan
 Take Corrective Actions
 Take Preventive Actions
 Minimizes the Risk Management for the Project

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6th PROCESS: CONTROL SCHEDULE

By entering:
 Schedule Activities
 Durations
 Resources
 Resource Availabilities
 Logical Relationships

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PLANNING AND
SCHEDULING

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PLANNING AND SCHEDULING:

Planning and Scheduling Calendar Time

 Identify Activities and Milestones (WBS and Elapsed Time

Logframe)
 Prepare network diagram (CPM);  Accounts for all time,
 Estimate the level-of-effort (staff-hour) to not just spent on the
complete the activities; capability outputs project
 Translate efforts into
duration (working time);
 Convert working time to Working Time
calendar time;
 Identify Critical Path and  Time spent working on
Lead/Lag the project
 Assign staff to work on  Synonymous with
activities productive time

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PLANNING AND SCHEDULING:

Project Activity Duration Estimating & Scheduling PERT and CPM

Experienced Project Managers unanimously PERT is a Technique used for Planning and
acknowledged that Time estimates were typically Controlling Time.
Over-optimistic for one or more principal reasons:  A Development and Research Project Tool.
 CLIENT DRIVEN The Client establishes the project  Aligned Towards Events.
completion deadline before technical analysis,
consultation or project management feedback CPM is a Method used to Control Cost and Time
 A Construction Period Tool
 CONTRACTOR RESPONSE In order to be “Fully
Responsive” Contractors (Project Managers) accept  Set According to Activities
the Client’s deadline to hopefully win the contract

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PLANNING AND SCHEDULING:

Program Evaluation & Review Technique (PERT) Example:

Optimistic time is 10 weeks
0 + 4M +P Pessimistic time is 35 weeks
te = Most likely time is 15 weeks
6
Optimistic +( 4 x Most Likely) + Pessimistic
te =
i.e. a Weighted Average or “Mean” of the 6
range of possibilities. te = (10/6) + [(4x15)/6] + (35/6)
= (10/6) + (60/6) + (35/6)
A 3-time probability-based time estimating te = (105/6) = 17.50
technique often used to estimate activity &
project duration when there is uncertainty Expected Time (te) = 17.5 weeks, or
with individual activity time duration te = 18 weeks (rounded up)
estimate

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PLANNING AND SCHEDULING:

DEFINITION Tools for Project Scheduling

Activity – An element of work that is required by  Gantt Bar & Milestone Charting
the project, uses resources, and takes time to  Critical Path Method
complete. Maybe subdivided into smaller tasks  Project Scheduling Software

Activity List – is a comprehensive list including These are recognized “Best Practices”
all scheduled activities required on the project. Tools advocated by PMI

Milestone List – A Milestone is a significant point

or event in the projects. A milestone list identifies
all milestones and indicates whether the
milestone is mandatory, such as those required by
the contract, or optional.
PMBOK® Guide, 4th Edition

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PLANNING AND SCHEDULING:

Example of Gantt Chart Gantt Chart of a Project Lifecycle

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PLANNING AND SCHEDULING:

Sample of MS Project File

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PLANNING AND SCHEDULING:

EXAMPLE #01:

What is the duration in days to install 56 square meters of walls shuttering if:
a) Crew of 2 carpenters is used with output of 18.67 square meters/day
b) Productivity is measured as 0.086 Man-Hour/square meter. Number of carpenters=3, and
number of working hours/day = 8 hours

Solution:

a) Duration = 56 sq.m / (18.67 sq.m/day) = 3 days

b) Total man-hours needed = 56 sq.m x (0.086 MH/sq.m) = 4.81 man-hours (for 1-Carpenter)
 Duration (for 3-Carpenters) = 4.81 MH x 3 = 14.43 MH
Duration using 3-Carpenters in Days:
 Duration = 14.43 MH/ (8MH/Day) = 1.80 Days or 2 Days

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PLANNING AND SCHEDULING

EXAMPLE #02:
The construction of RC wall involves placing 660 cu.m concrete, 50 tons of steel, and 790 sq.m of formwork.
Calculate the duration of the activity using a balanced mix of the resources if:
 A 6 man concrete gang can place 16 cu.m of concrete / day.
 One steel fixer and one assistant can fix 0.5 ton of steel / day.
 One carpenter and one assistant can fix and strike 16 sq.m/ day.

Solution:

a) Duration for concrete placing (6-man gang) c) Duration for Formworks (2-man gang)
Productivity Rate: 16 cu.m/ day Productivity Rate: 16 sq.m/ day
Duration = 660 cu.m / 16 cu.m/day = 41.25 days Duration = 790 sq.m/ 16 sq.m/day = 49.4 days

b) Duration for fixing steel ( 2-man gang) For a Balance use of Resources:
Productivity Rate: 0.50 ton/ day Use a 6-Man Crew/Gang composed of 1–Carpenter;
Duration = 50 tons / 0.50 ton/day = 100 days 2- Steel Fixers and 3-Assistants, i.e., 4-man gang for
steel fabrication and fixing, 2-man gang for formwork
For a Balance Mix: Use 4-man gang. fabrication & installation, and the whole 6-man gang
Duration = 50 tons / (0.50 ton/day x 2) = 50 days for concrete placement.

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PROJECT TIME
MANAGEMENT

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1. ___________ accounts for all time, not just spent on the project.
2. What is the process of identifying and documenting specific actions to produce the
project deliverables?

3. What is the graphical tool used for scheduling activities that maps out project
development by creating a visual representation of critical paths and dependencies?

4. Estimating the number of work periods likely to be needed to complete each activity is called:
o Sequence of activities. o Estimate activity duration.
o Estimate activity resources o Define activities.

5. Which statement is true about Sequence Activities

o An input list of activities in logical order.
o Establishing the activity logic and the dependencies needed to create a realistic and
achievable schedule.
o Identifying and documenting interactivity logical relationships
o All of the above

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Group Workshop #04:

Construct the PDM network for the activities listed in Table below.

Code Description
A Layout foundation
B Excavation Note:
C Obtain Concrete Materials A gang of steel-fixers is used to cut
D Place Concrete and bend reinforcement and
E Obtain Steel Reinforcement another gang is used for placing
F1 Cut and Bend Reinforcement (Part 1) reinforcement. The first part of
F2 Cut and Bend Reinforcement (Part 2) reinforcement can be placed
G1 Place Reinforcement (Part 1) during formwork erection while
G2 Place Reinforcement (Part 2) the second part should wait for
H Obtain Formwork completion of formwork erection.
I Erect Formwork
J Remove Formwork
K Clean Up

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