UNIVERSITY OF TEXAS RIO GRANDE VALLEY

COLLEGE OF ENGINEERING AND COMPUTER SCIENCE

CIVIL ENGINEERING DEPARTMENT

CIVE 4349: Construction Planning

and Management

Instructor: Dr. Mohamed Abdel-

Abdel-Raheem

Bar Charts

1- Scheduling Techniques
• Bar Chart (Gantt Chart): The Gantt chart (1917) was
used as a tool for production control in manufacturing
settings.

• The science of “ scheduling”

scheduling” is commonly referred to as
the critical path method (CPM)

• The Arrow Diagram Technique (ADM): First scheduling

technique using the CPM

• Precedence Diagram Technique (PDM): The enhanced

version of ADM

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2- Scheduling Techniques – Cont’d

• Program Evaluation and Review Technique (PERT):
Using probabilistic durations instead of the CPM
deterministic durations

• Graphical Evaluation and Review Technique (GERT):

Similar to the PERT but it considers conditional and
probabilistic relationships between activities, Example?

• Linear Scheduling (Line of Balance Technique): It is used

for projects with small number of repetitive activities,
Example?

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2- Bar Charts: Overview

• Bar Chart: A graphic representation of project activities, shown in a
time-
time-scaled bar line with no links shown between activities’’
activities’’
(Popescu and Charoenngam 1995)

• Activities are represented as bars on the chart, while across

the top or bottom of the chart is a time line.

(Hinze 2012)

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2- Bar Charts: Overview – cont’

cont’d
• Continuous Bars: Represent continuous activities, i.e. no
stoppage

(Mubarak 2010)
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2- Bar Charts: Overview – cont’

cont’d
• Noncontinuous Bars: Represent Period of Interruptions

(Mubarak 2010)

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3- Bar Charts: Advantages

• The Gantt chart is widely used in depicting schedules,
Why?
– Simple to prepare and easy to understand
– Capture the whole Project on a single sheet of paper
– Can show the actual project progress vs. scheduled
– Can show the resources utilization in a simple format
– Can show the cash inflow and outflow with respect to the
project activities
• Most scheduling software still uses the Gantt Chart,
Example: Primavera and MS Project

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3- Bar Charts: Advantages – Cont’d

• Simple to prepare and easy to understand
• Capture the whole Project on a single sheet of paper
Weeks
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

1
2
3
4
Tasks

5
6
7
Gantt Chart
8
9

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3- Bar Charts: Advantages – Cont’d

• Showing the actual project progress vs. scheduled

(Hinze 2012)

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3- Bar Charts: Advantages – Cont’d

• Can show the resources utilization in a simple format

(Mubarak 2010)

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3- Bar Charts: Advantages – Cont’d

• Can show the cash inflow and outflow with respect to
the project activities

(Mubarak 2010)

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3- Bar Charts: Advantages – Cont’d

• Gantt Chart in Primavera Software

(Mubarak 2010)

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3- Bar Charts: Advantages – Cont’

Cont’d
• Milestone Schedule: It is used to pinpoint the dates of an
important event, Example: Start and finish dates of an
activity

Ahuja et al. 1994

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4- Shortcomings of Bar Charts

• Bar charts do not show logical relationships between
activities

• It does not show the effect of delaying some activities on

the project total duration

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5- Overcoming Shortcomings of Bar Charts

• Bar charts do not show logical relationships between

activities

Halpin & Senior 2011

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5- Overcoming Shortcomings of Bar Charts

• It does not show the effect of delaying some activities on

the project total duration
Weeks
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

1 250 250 250

2 500 500

3 600 600 600 600 600

4 350 350 350

Tasks

5 400 400 400 400

6 200 200 200 200

7 700 700
Gantt Chart
8 450 450 450 450 450 450

9 700 700 700

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6- Activity Sequencing
• Planning= WBS + Sequencing of Work

• Activity Gas Station

Building Building Mechanical Interior Exterior Interior

Foundation
Walls Roof
• Physical Logic
System Finishes Finishes Flooring

Built-
Built- up
Parking & Gutters
Roof Electrical
Service
System
Area

• Management Logic Masonry

Prefab
Metal
Walls
Walls Doors &
Facade Glazing
Signage

Earth Asphalt Concrete

work Paving Areas

Exc. Gas Insulation Gas Gas Fire

Piping
Tank & Proofing Tank Pumps System

Exterior
Finishes

Startup
Building Construct Interior
Halpin & Senior 2011
Start & Site Foundation Slabs End
Structure Roof Finishes
Prep.
Prep.

Elec. &
Mech.
Systems

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6- Activity Sequencing – Cont’d

• Determine the list of Activities: WBS
• Activity sequencing includes determining:
– Activities that precede this activity
– Activities that follow (succeeds) this activity
– Activities that are concurrent with this activity

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7- Examples

• Example 1
Activitity Duration Predecssor
A 5 -
B 8 A
C 6 A
D 9 B
E 6 B,C
F 3 C
G 1 D , E, F
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
A
B
C
D
E
F
G

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7- Examples – Cont’
Cont’d

• Example 2
Activitity Description Duration Predecssor

A Move in 2 -
B Set up Scaffolds 3 A
C Tear off Shingles 3 B
D Inspect Roof Truss & Deck 2 C
E Remove Old Shingles 3 C
F Estimate New Shingles 1 D, E
G Purchase &Install New Shingles 5 F
H Clean up 3 G
I Move Out 2 H

(Mubarak 2010)

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7- Examples – Cont’
Cont’d

• Example 2 Activitity Description Duration Predecssor

A Move in 2 -
B Set up Scaffolds 3 A
C Tear off Shingles 3 B
D Inspect Roof Truss & Deck 2 C
E Remove Old Shingles 3 C
F Estimate New Shingles 1 D, E
G Purchase &Install New Shingles 5 F
H Clean up 3 G
I Move Out 2 H

Days
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
A
B
C
D
E
F
G
H
I

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7- Examples – Cont’
Cont’d

• Example 3
Activity Duration Predecessor
A 2 -
B 6 A
C 10 A
D 4 A
E 7 B
F 5 B,C
G 3 C,D
H 5 E,F
I 2 G,H

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7- Examples – Cont’
Cont’d Activity Duration Predecessor
A 2 -
B 6 A
C 10 A
• Example 3 D 4 A
E 7 B
F 5 B,C
G 3 C,D
H 5 E,F
I 2 G,H

Day
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Activity

A
B
C
D
E
F
G
H
I

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7- Examples – Cont’
Cont’d
• For the given project, determine the following:
1. Total project duration
2. Total cost of the project
3. Total cost spent up till the first month (Assume uniform
distribution of costs)
Activity Duration Predecessor Total Cost
A 3 - 750
B 2 - 1000
C 5 - 3000
D 3 A 1050
E 4 B 1600
F 4 B 800
G 2 E, F 1400
H 6 A,C 2700
I 3 D,H 2100
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7- Examples – Cont’
Cont’d
• For the given project, determine the following:
Activity Duration Predecessor Total Cost
1. Total project duration A
B
3
2
-
-
750
1000
C 5 - 3000
D 3 A 1050
E 4 B 1600
F 4 B 800
G 2 E, F 1400
H 6 A,C 2700
I 3 D,H 2100

0 Week
Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

A
B
C
D
E
F
G
H
I

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5- Examples – Cont’
Cont’d
• For the given project, determine the following:
1. Total cost of the project
Activity Duration Predecessor Total Cost
A 3 - $750
B 2 - $1,000
C 5 - $3,000
D 3 A $1,050
E 4 B $1,600
F 4 B $800
G 2 E, F $1,400
H 6 A,C $2,700
I 3 D,H $2,100
Total Cost $14,400
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7- Examples – Cont’
Cont’d
• For the given project, determine the following:
2. Total cost spent up till the first month (Assume uniform
distribution of costs)
Activity Duration Predecessor Total Cost Cost /Week
A 3 - $750 $250
B 2 - $1,000 $500
C 5 - $3,000 $600
D 3 A $1,050 $350
E 4 B $1,600 $400
F 4 B $800 $200
G 2 E, F $1,400 $700
H 6 A,C $2,700 $450
I 3 D,H $2,100 $700
Total Cost $14,400
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7- Examples – Cont’
Cont’d
• For the given project, determine the following:
3. Total cost spent up till the first month (Assume uniform
distribution of costs) = $5,700
0 Week
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
Activity

A 250 250 250

B 500 500
C 600 600 600 600 600
D 350 350 350
E 400 400 400 400
F 200 200 200 200
H 450 450 450 450 450 450
I 700 700 700

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7- Examples – Cont’
Cont’d
• The given schedule shows the estimated total man-
man-hours for the entire project and the actual man-
man-hours
consumed up till the 18th day. Determine the following:

1. The estimated man-

man-hours for the entire project

2. man-hours utilized until the 18th day

The actual man-

3. The percentage of cost saving or overrun-

overrun- if any

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7- Examples
man-hours for the entire project: 7,100
1. The estimated man-
man-
man-hours

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7- Examples – Cont’
Cont’d
man-hours utilized until the 18th day: 5,600 man-
2. The actual man- man-
hours

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7- Examples – Cont’
Cont’d
3. The percentage of cost saving or overrun-
overrun- if any

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7- Examples – Cont’
Cont’d
3. The percentage of cost saving or overrun-
overrun- if any
Calculations:
Man-hours @ 18th days= 5,400
Estimated Man-
Man-hours @ 18th days= 5,600
Actual Man-
Percentage of cost overrun= (5,600 – 5,400) /5,400 = 3.7%

Material Prepared by Dr. M. Abdel-Raheem