Construction Engineering and

Management
 2

Topics
1) Management Functions and introduction of construction project
planning and scheduling
2)Construction scheduling techniques
3)Preparation and usage of bar charts
4)Preparation and usage of the Critical Path Method (CPM)
5)Preparation and usage of Precedence Diagramming Method (PDM)
6)Issues relating to determination of activity duration
7)Contractual provisions relating to project schedules
8)Resource leveling and constraining
9)Time cost tradeoff
10)Schedule monitoring and updating.
11)Communicating schedule
12) Project control and earned value Control
13) claims, Safety and Quality control
 3

What is the Project

In order to understand project management, one must
begin with the definition of a project
project. A project can be
considered to be any series of activities and tasks that :.

● Have a specific objective to be completed within certain

specifications

● Have defined start and end dates

● Have funding limits

● Consume human and nonhuman resources (i.e., money,

people, equipment)

● Are multifunctional (i.e., cut across several functional

lines)
 4

Five Process group

Project initiation Project planning Project execution

● Selection of the best project given ● Definition of the work ● Negotiating for the project
resource limits requirements
team members
● Recognizing the benefits of the ● Definition of the quality and
project quantity of work ● Directing and managing the
● Definition of the resources needed work
● Preparation of the documents to
sanction the project ● Scheduling the activities ● Working with the team
● Assigning of the project manager ● Evaluation of the various risks members to help them improve

Project monitoring and control Project closure

● Tracking progress ● Verifying that all of the work has
been accomplished
● Comparing actual outcome to
predicted outcome ● Contractual closure of the contract
● Financial closure of the charge
● Analyzing variances and numbers
impacts
● Administrative closure of the paper
● Making adjustments work
 5

Successful project management can then be defined as

having achieved the project objectives:
objectives

● Within Time

● Within Cost

● At the desired performance/Technology level

● While utilizing the assigned resources effectively

and efficiently

● Accepted by the customer

 6

What is Project Management

Project management is the planning, organizing, directing,
and controlling of company resources for a relatively
short-term objective that has been established to complete
specific goals and objectives.
 7

The potential benefits from project

management are:
● Identification of functional responsibilities

● Minimizing the need for continuous reporting

● Identification of time limits for scheduling

● Identification of a methodology for

trade-off analysis.

● Measurement of accomplishment
against plans
 8

The above definition requires further comment. Classical

management is usually considered to have five functions
or principles:

● Planning

● Organizing

● Staffing

● Controlling

● Directing
 9

Planning

– Where the organization wants to be in the

future and how to get there.

Organizing

– Follows planning and reflects how the

organization tries to accomplish the plan.

– Involves the assignment of tasks, grouping of

tasks into departments, and allocation of resources.
 10

Leading

– The use of influence to motivate employees to

achieve the organization's goals.

– Creating a shared culture and values,

communicating goals to employees throughout
the organization, and infusing employees to
perform at a high level.
Controlling

– Monitoring employees' activities, determining if

the organization is on target toward its goals, and
making corrections as necessary
 11

ENGINEERING

Management Skills MANAGEMENT

 Conceptual Skill—the ability to see the

organization as a whole and the relationship
between its parts.

 Human Skill—The ability to work with and

through people.

 Technical Skill—Mastery of specific

functions and specialized knowledge
 12

Constraints of the project

Project management is designed to manage or control
company resources on a given activity, within time, within
cost, and within performance. Time, cost, and performance
are the constraints on the project.
 13

Resources
ENGINEERING
MANAGEMENT

We have stated that the project manager must control company

resources within time, cost, and performance. Most companies have
six resources:

● Money

● Manpower

● Equipment

● Facilities

● Materials

● Information/technology
 14

Actually, the project manager does not control

any of these resources directly, except perhaps
money (i.e., the project budget).

Resources are controlled by the line managers .

The project manager is responsible for

coordinating and integrating activities across
multiple, functional lines. The integration
activities performed by the project manager
include:
 15

● Integrating the activities necessary to develop a project plan

● Integrating the activities necessary to execute the plan

● Integrating the activities necessary to make changes to the plan

 16

Project Scheduling Planning,

Scheduling, and Control
 17

ENGINEERING

Planning and Scheduling MANAGEMENT

Planning and scheduling are two terms that are

often thought of as synonymous

 They are not!

 Scheduling is just one part of the planning effort.

 18

ENGINEERING
MANAGEMENT

 Project planning serves as a foundation for several

related functions such as cost estimating, scheduling,
and project control.

 Project scheduling is the determination of the

timing and sequence of operations in the project
and their assembly to give the overall completion
time
 19

ENGINEERING
MANAGEMENT

Planning is the process of determining how a

project will be undertaken. It answers the
questions:

1. “What” is going to be done,

2. “how”,
3. “where”,
4. By “whom”, and
5. “when” (in general terms: start and finish).

Scheduling deals with “when” on a detailed

level… See Figure 1 .
 20

ENGINEERING
MANAGEMENT

How
What
much
By
when
whom
The Plan
How where

Why

Figure 1 . Planning and Scheduling

 21

The Plan
ENGINEERING
MANAGEMENT

PMI defines project management plan as a ‘‘formal,

approved document that defines how the project is executed,
monitored and controlled”.

The plan can include elements that has to do with

scope, design and alternate designs, cost, time,
finance, land, procurement, operations, etc.
 22

ENGINEERING

WHY SCHEDUALE PROJECTS ? MANAGEMENT

1- To calculate the project completion.

2- To calculate the start or end of a specific activity.

3-To expose and adjust conflict between trades or

subcontractor.

4- To predict and calculate the cash flow .

5-To evaluate the effect of changing orders ‘CH’ .

 23

ENGINEERING
MANAGEMENT

6- To improve work efficiency.

7- To resolve delay claims , this is important in

critical path method ‘CPM’ discussed later..

8- To serve as an effective project control tool .

 24

The Tripod of Good Scheduling System

ENGINEERING
MANAGEMENT

1. The Human Factor : A proficient scheduler or

scheduling team.

2. The Technology : A good scheduling computer

system (software and hardware)

3. The Management : A dynamic, responsive, and

supportive management.

 If anyone of the above three ‘‘legs’’ is missing, the system

will fail.
 25

Scheduling and project management

ENGINEERING
MANAGEMENT

Planning, scheduling, and project control are extremely

important components of project management.

project management includes other components :

• cost estimating and management,

• procurement,

• project/contract administration,

• quality management,

• and safety management.

 These components are all interrelated in different ways.
 26

ENGINEERING
MANAGEMENT

Bar (Gantt) Charts

 27

DEFINITION AND INTRODUCTION

ENGINEERING
MANAGEMENT

• A bar chart is ‘‘a graphic representation of project

activities, shown in a time-scaled bar line with no
links shown between activities’’
 The bar may not indicate continuous work from
the start of the activity until its end.

or

 Non continuous (dashed) bars are sometimes

used to distinguish between real work (solid line)
and inactive periods (gaps between solid lines)
 28

ENGINEERING
MANAGEMENT

• Before a bar chart can be constructed for a

project, the project must be broken into
smaller, usually homogeneous components,
each of which is called an activity, or a task.
Item Activity
M 10 Mobilization

Bars ( Month or Year )

 29

ADVANTAGES OF BAR CHARTS

ENGINEERING
MANAGEMENT

1- Time-scaled

2- Simple to prepare

3- Can be more effective and efficient if CPM based

- Still the most popular method

4- Bars can be dashed to indicate work stoppage.

5- Can be loaded with other information (budget,

man hours, resources, etc.)
 30

ENGINEERING
MANAGEMENT
Bar Charts Loaded with More Info.
Such as : budget, man hours and resources .

500$

220$

400$

850$

140$

500$

900$

10 12 7 11 10 9 15
 31

DISADVANTAGES OF BAR CHARTS

ENGINEERING
MANAGEMENT

1- Does not show logic

2- Not practical for projects with too many

activities
- As a remedy, we can use bar charts to show:

1. A small group of the activities (subset)

2. Summary schedules
 32

ENGINEERING

Basic Networks
MANAGEMENT
 33

ENGINEERING

DEFINITION AND INTRODUCTION MANAGEMENT

• A network is a logical and chronological graphic

representation of the activities (and events)
composing a project.

• Network diagrams are the preferred technique for

showing activity sequencing.

• Two main formats are the arrow and precedence

diagramming methods.
 34

ENGINEERING
MANAGEMENT

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

 35

ENGINEERING

Arrow Diagramming Method (ADM) MANAGEMENT

1. Also called activity-on-arrow (AOA) network

diagram or (I-J) method (because activities are
defined by the form node, I, and the to node, J)

2. Activities are represented by arrows.

3. Nodes or circles are the starting and ending

points of activities.

4. Can only show finish-to-start dependencies.

 36

ENGINEERING

Basic Logic Patterns for Arrow Diagrams MANAGEMENT

Node (Event) i Node (Event) j

i j
Activity Name

j>i
Each activity should have a unique i – j value

(a) Basic Activity

 37

ENGINEERING
MANAGEMENT

A B
2 4 10 12

(b) Independent Activities

A B
3 6 9

(c) Dependent Activities

 38

ENGINEERING

4
MANAGEMENT

A
C
B 6 8
2
Activity C depends upon the completion of both Activities A & B
(d) A Merge

B 6
A
2 4
C
8
Activities B and C both depend upon the completion of Activity A
(e) A Burst
 39

ENGINEERING
MANAGEMENT

12 A C
18

B
16 D
14 20

Activities C and D both depend upon the completion of Activities A and B

(f) A Cross
 40

Example
ENGINEERING
MANAGEMENT

Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B
E C,D
 41

ENGINEERING
Solution : MANAGEMENT

B 30 D

10 A E 50
20 40
C
 42

Dummy activity (fictitious)

ENGINEERING
MANAGEMENT

* Used to maintain unique numbering of activities.

* Used to complete logic, duration of “0”

* The use of dummy to maintain unique numbering of

activities.
 43

ENGINEERING
MANAGEMENT

Divide node to correct

4 10
B
(a) Incorrect Representation

A
4 10
Dummy B
11
(b) Correct Representation
 44

Example
ENGINEERING
MANAGEMENT

Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B,C
 45

Solution : ENGINEERING
MANAGEMENT

A
10 20 30 D 40
C
Improper solution

B 30
Dummy

10 A 20 40 D 50
C
proper solution
 46

Example
ENGINEERING
MANAGEMENT

Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B
E B,C
F C
 47

ENGINEERING
Solution : MANAGEMENT

B 30 D
Dummy 1

10 A 20 50 E 60
Dummy 2

C 40 F
 48

ENGINEERING

Removal of Redundant Dummies

MANAGEMENT

Original Diagram Diagram after

removal of redundant
dummies
(a) A B A B

(b) A B A B

C C
 49

ENGINEERING
MANAGEMENT

Original Diagram Diagram after

removal of redundant
dummies
(c) A C A C

B E B E

(d) A C A C

B E B E
 50

ENGINEERING
MANAGEMENT

Activity Depends Upon Immediately Preceding

Activity (IPA)
A ----- -----
B A A
C A, B B

A B C

Redundant

Relationship
 51

Activity List with Dependencies:

ENGINEERING
MANAGEMENT

Activity Description Depends Upon

A Site Clearing -----
B Removal of Trees -----
C Excavation for Foundations A
D Site Grading A, B, C
E Excavation for Utility Trenches A, B, C
F Placing formwork & Reinforcement B, C, J, M
G Installing sewer lines B, C, D, E, K
H Pouring concrete D, E, F, G, L
J Obtain formwork & reinforcing steel -----
K Obtain sewer lines -----
L Obtain concrete -----
M Steelworker availability -----
 52

Removing Redundant Relationships:

ENGINEERING
MANAGEMENT

Activity Description Depends Upon

A Site Clearing -----
B Removal of Trees -----
C Excavation for Foundations A
D Site Grading A, B, C
E Excavation for Utility Trenches A, B, C
F Placing formwork & Reinforcement B, C, J, M
G Installing sewer lines B, C, D, E, K
H Pouring concrete D, E, F, G, L
J Obtain formwork & reinforcing steel -----
K Obtain sewer lines -----
L Obtain concrete -----
M Steelworker availability -----
 53

ENGINEERING
MANAGEMENT

J
25
F
M H
15 40 45
G
B E
5 20 35
D
A C
10 30
K

AOA Representation
 54

ENGINEERING

NODE NETWORKS MTHOD (AON) MANAGEMENT

Activity number
Link 10 20
A B
Activity name

a) Independent Activities

10 Link 20
A B B depends on A

b) Dependent Activities
 55

ENGINEERING
MANAGEMENT

10
A
30 40 C depends on A & B
C D D depends on C
20
B

c) A Merge Relationship

30
C
10 20 B depends on A
A B C depends on B
40 D depends on B
D

d) A Burst Relationship
 56

ENGINEERING
MANAGEMENT

A D
A D
B Start Finish
Dummy B Dummy

C E C E

e) Start & Finish Dummy Activities

 57

Example
ENGINEERING MANAGEMENT

Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B
E C,D
 58

ENGINEERING MANAGEMENT
Solution :

B D
A E

C
 59

Example
ENGINEERING MANAGEMENT

Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B,C
 60

ENGINEERING MANAGEMENT
Solution :

A D

C
 61

Example
ENGINEERING MANAGEMENT

Draw the arrow network for the project given next.

Activity IPA
A -
B A
C A
D B
E B,C
F C
 62

ENGINEERING MANAGEMENT
Solution :

B D

A PF
E

C F
 63

Lags and Leads

ENGINEERING MANAGEMENT

In some situations, an activity cannot start until a

certain time after the end of its Predecessor.

Lag is defined as a minimum waiting period

between the finish (or start) of an activity and the
start (or finish) of its successor.

Arrow networks cannot accommodate lags. The

only solution in such networks is to treat it as a real
activity with a real duration, no resources, and a $0
budget.
 64

Examples
ENGINEERING MANAGEMENT

Place Concrete 3 Strips Forms

3 2
A lag in a node network

Place Concrete Cure Concrete Strips Forms

A lag in an arrow network

 65

ENGINEERING MANAGEMENT

The term lead simply means a negative lag. It is

seldom used in construction. In simple language: A
positive time gap (lag) means ‘‘after’’ and a negative
time gap (lead) means ‘‘before.’’
 66

ENGINEERING MANAGEMENT

Recommendations for Proper Node Diagram Drawing

Incorrect Correct
 67

ENGINEERING MANAGEMENT

B A B

A
A

B
Improper proper
 68

ENGINEERING MANAGEMENT

Improper Proper
 69

ENGINEERING MANAGEMENT

Improper Proper
 70

ENGINEERING MANAGEMENT

A A

B PS B

C C

Improper Proper

(a) Do not start a network with more than one node

 71

ENGINEERING MANAGEMENT

A A

B B PF

C C

Improper Proper

(a) Do not end a network with more than one node

 72

The Critical Path Method

(CPM)
 73

ENGINEERING MANAGEMENT

Introduction
Suppose you decide with your friend to go in
hunting trip.

You must do specific activity such that the trip well

be at the right way. The following activity must be
done.
 74

ENGINEERING MANAGEMENT

From chart you can see that the 3rd activity (preparing the
jeep) have the longest period of time any delay with this
activity leads to delay in the trip this activity is a “critical
activity”

Critical activity : An activity on the critical path any delay on

the start or finish of a critical activity will result in a delay in
the entire project

Critical path : The longest path in a network from start to

finish
 75

ENGINEERING MANAGEMENT

Steps Required To Schedule a Project

The preparation of CPM includes the following four steps:

1- Determine the work activities:

The project must be divided into smaller activities
or tasks .
The activity shouldn’t be more than 14-20
days (long durations should be avoided)
Use WBS in scheduling by using an order of
letters and numbers
 76

ENGINEERING MANAGEMENT

2- Determine activity duration:

Duration = Total Quantity / Crew Productivity

The productivity has many sources :

1. The company
2. The market
3. Special books

Note: The scheduler must be aware about the non-working days ,

such as holydays or rain days, etc……
 77

ENGINEERING MANAGEMENT

3- Determine the logical relationships :

This step is a technical matter and obtained
from the project manager and technical team,
and logical relationships shouldn’t confused
with constraints

4- Draw the logic network and perform the CPM

calculations
 78

ENGINEERING MANAGEMENT

5-Reiew and analyze the schedule:

1. review the logic

2. Make sure the activity has the correct predecessor

3. make sure there is no redundant activity

 79

ENGINEERING MANAGEMENT

6- Implement the schedule:

Definition: take the schedule from paper to the execution.

7-Monitor and control the schedule:

Definition: comparing what we planed with what

actually done.

8-Revise the database and record feedback.

9-Resource allocation and leveling.

(will discuss in chapter 6)
 80

Example
ENGINEERING MANAGEMENT

Draw the logic network and perform the CPM calculations for the
schedule shown next.

Activity IPA Duration

A - 5
B A 8
C A 6
D B 9
E B,C 6
F C 3
G D,E,F 1
 81

ENGINEERING MANAGEMENT

Forward pass calculations

In mathematical terms, the ES for activity j is as follows :

ESj =max( EFi )

where (EFi) represents the EF for all preceding activities.

Likewise, the EF time for activity j is as follows :

EF j= ESj + Dur j

where Dur j is the duration of activity j

Forward pass: The process of navigating through a

network from start to end and calculating the completion date
for the project and the early dates for each activity
 82

ENGINEERING MANAGEMENT
Solution :

5,13 13,22
B D
8 9
0,5
13,19 22,23
A G
E
5 1
6
5,11 11,14
C F
6 3
 83

ENGINEERING MANAGEMENT

Backward pass calculations

In mathematical terms, the late finish LF for activity j is as follows :

LFj =min(LSk)

where (LSk) represents the late start date for all succeeding
activities.

Likewise, the LS time for activity j (LS j) is as follows :

LS j= LFj - Dur j

where Dur j is the duration of activity

Backward pass: The process of navigating through a network from

end to start and calculating the late dates for each activity. The late
dates (along with the early dates) determine the critical activities, the
critical path, and the amount of float each activity has.
 84

ENGINEERING MANAGEMENT
Solution :

5,13 13,22
B D
8 9
0,5 5,13 13,19 13,22 22,23
A G
E
5 1
6
0,5
16,22 22,23
5,11 11,14
C F
6 3
10,16 19,22

CPM ( ES = LS , EF = LF , TF = FF = 0)
 85

Four Types Of Floats

ENGINEERING MANAGEMENT

There are several types of float. The simplest and most

important type of float is Total Float (TF)

 Total float (TF): The maximum amount of time

an activity can be delayed from its early start
without delaying the entire project.

TF = LS – ES
or
TF = LF - EF
or
TF = LF - Dur - ES
 86

ENGINEERING MANAGEMENT

 Free Float: may be defined as the maximum

amount of time an activity can be delayed without
delaying the early start of the succeeding activities

FFi = min(ESi+1) - EFi

where min (ESi+1) means the least (i.e., earliest) of the early start
dates of succeeding activities
 87

ENGINEERING MANAGEMENT

In the previous example we can find the free float and total float for
each activity as the following :

Activity C’s free float, FF = 11 - 11 = 0 days

And
Activity C’s total float, TF =16 - 11= 5 days …… and so on.

Activity Duration ES EF LS LF TF FF
A 5 0 5 0 5 0 0
B 8 5 13 5 13 0 0
C 6 5 11 10 16 5 0
D 9 13 22 13 22 0 0
E 6 13 19 16 22 3 3
F 3 11 14 19 22 8 8
G 1 22 23 22 23 0 0

 Critical activity
 Note : We must always realize that FF ≤ TF
 88

ENGINEERING MANAGEMENT

 Interfering float: may be defined as the maximum

amount of time an activity can be delayed without
delaying the entire project but causing delay to the
succeeding activities.
TF = FF - Int. or Int. F = TF - FF

 Independent float (Ind. F): we may define it as

the maximum amount of time an activity can be
delayed without delaying the early start of the
succeeding activities and without being affected
by the allowable delay of the preceding activities.
Ind. Fi = min(ESi+1) – max(LFi-1) – Duri

Note: make sure that Ind. F ≤ FF

 89

Node Format
ENGINEERING MANAGEMENT

ES Activity ID EF

Activity Name

LS Duration LF

TF FF
 90

ENGINEERING MANAGEMENT

Event Times in Arrow Networks

 The early event time, TE, is the largest (latest) date
obtained to reach an event (going from start to finish).

 The late event time, TL, is the smallest (earliest) date

obtained to reach an event (going from finish to start).

Examples
Perform the CPM calculations, including the event times, for the arrow
network shown below.
 91

ENGINEERING MANAGEMENT

A D
10 20 8 60
d2
d1 G5
B
10 5 30 9E 50 H 8 70
C
7 40 4F

Arrow network for example

 92

ENGINEERING MANAGEMENT

The preceding logic is similar to that of the forward and backward

passes: When you are going forward, pick the largest number.
When you are going backward, pick the smallest number.

TEi TEj
Act. Name
i Dur. j
TLi TLj

CPM
 93

ENGINEERING MANAGEMENT

10 24
A
20 8D 60
(0,10) (10,18)
10 (0,10) (11,19) (19,24)
d2
0
10
d1 10 19
G (22,27)
27
27
5
B
10 30 9 (10,19) 50 H
E 70
(0,5) (10,19) (19,27)
5 (5,10) 8 (19,27)
0 7 10 19 27
C (0,7)
7 (8,15) 40 4F (7,11)
(15,19)
15
 94

ENGINEERING MANAGEMENT

Float Calculations From Event Times

Total Float

TFij = TLj - TEi - Tij

Example ( In the previous network )

TF40-50 = TL50 – TE40 – T40-50

= 19 – 7 – 4 = 8
 95

ENGINEERING MANAGEMENT

Free Float

FFij = TEj - TEi – Tij

Example
FF40-50 = TE50 – TE40 – T40-50
= 19 – 7 – 4 = 8
 96

Interfering Float ENGINEERING MANAGEMENT

INTFij = TLj – TEj

Example
INTF40-50 = TL50 – TE50
= 19 – 19 = 0

Independent Float

INDFij= TEj – TLi - Tij

Example
INDF40-50 = TE50 – TL40 – T40-50
= 19 – 15 – 4 = 0
 97

ENGINEERING MANAGEMENT

Summary

TEi TEj
i T j
TLi TLj

Direction Float
TF
FF
Int. F
Ind. F
 98

ENGINEERING MANAGEMENT

Definitions
Activity, or task:
task A basic unit of work as part of the total project
that is easily measured and controlled. It is time- and resource
consuming.

Backward pass:pass The process of navigating through a network from

end to start and calculating the late dates for each activity. The late
dates (along with the early dates) determine the critical activities,
the critical path, and the amount of float each activity has.

Critical activity:
activity An activity on the critical path. Any delay in the
start or finish of a critical activity will result in a delay in the entire
project.

Critical path:
path The longest path in a network, from start to finish,
including lags and constraints.
.
 99

ENGINEERING MANAGEMENT

Early dates:
dates The early start date and early finish date of an activity.

Early finish (EF)

(EF):: The earliest date on which an activity can finish within project
constraints.

Early start (ES): The earliest date on which an activity can start within project
constraints.

Event: A point in time marking a start or an end of an activity. In contrast to an

Event:
activity, an event does not consume time or resources.

Forward pass:
pass The process of navigating through a network from start to end and
calculating the completion date for the project and the early dates for each activity.

Late dates: The late start date and late finish date of an activity.

Late finish (LF): The latest date on which an activity can finish without extending
the project duration.

Late start (LS): The latest date on which an activity can start without extending the
project duration.
 100

Precedence Diagram
 101

ENGINEERING MANAGEMENT

The Four Types Relationships

Activities represented by nodes and links that

allow the use of four relationships:

1) Finish to Start – FS

2) Start to Finish – SF

3) Finish to Finish – FF

4) Start to Start – SS
 102

ENGINEERING MANAGEMENT

Finish to Start (FS) Relationship

. The traditional relationship between activities.

. Implies that the preceding activity must finish

before the succeeding activities can start.

. Example: the plaster must be finished before the

tile can start.

Plaster Tile
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ENGINEERING MANAGEMENT

Star to Finish (SF) Relationship

. Appear illogical or irrational.

. Typically used with delay time OR LAG.

. The following examples proofs that its logical.

Erect steel Pour

reinforcement
formwork concrete

5 SF

Order
concrete
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ENGINEERING MANAGEMENT

Finish to Finish (FF) Relationship

• Both activities must finish at the same time.

• Can be used where activities can overlap to a

certain limit.
Erect Remove
scaffolding Old paint

FF/1

sanding

FF/2

Dismantle
painting inspect scaffolding
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ENGINEERING MANAGEMENT

Start to Start (SS) Relationship

• This method is uncommon and non exists in

project construction .

Clean surface Spread grout

SS

Set tile Clean floor area

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ENGINEERING MANAGEMENT

Advantages of using Precedence Diagram

1. No dummy activities are required.

2. A single number can be assigned to identify each

activity.

3. Analytical solution is simpler.

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ENGINEERING MANAGEMENT

Calculation
1) forward calculations

EF = ES + D

Calculate the Lag

LAGAB = ESB – EFA

Calculate the Free Float

FF = Min. (LAG)
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2) Backward calculations

For the last task

LF=EF , if no information deny that.

LS=LF-D

Calculate Total Float

TF = LS – ES OR LF – EF

TFi = Min (lag ij + TFj )

Determine the Critical Path

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Example
ENGINEERING MANAGEMENT

1) Forward pass calculations 4) Backward pass calculations

5) Calculate total Float (TF = LS – ES OR LF – EF)

A 0
B 0
D 0
F 0
H
1 1 1 2 9 2 11 5 11 16 4 16 20 1 20
2 0 0 2 11 0 0 11 16 0 0 16 20 0 0 20 21 0 0 21

4 5 3
0
C E G
0 0
2 5 5 7 4 10 11 6 14
7 0 3 10 11 0 3 14 17 3 3 20

2) Calculate the Lag ( LAGAB = ESB – EFA)

ES Dur. LS
3) Calculate the Free Float (FF) FF = min.( LAG) EF FF 109
TF LF
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6) Determine the Critical Path

A 0
B 0
D 0
F 0
H
1 1 1 2 9 2 11 5 11 16 4 16 20 1 20
2 0 0 2 11 0 0 11 16 0 0 16 20 0 0 20 21 0 0 21

4 5 3
0
C E G
0 0
2 5 5 7 4 10 11 6 14
7 0 3 10 11 0 3 14 17 3 3 20

The critical path passes through the critical activities where TF = 0 ES Dur. LS
EF FF 110
TF LF
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Resource Allocation and

Resource Leveling
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CATEGORIES OF RESOURCES

 Labor

 Materials

 Equipment's.
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Schedule Updating and

Project Control
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Schedule Updating and Project Control

ENGINEERING MANAGEMENT

The most important use of schedules is project control :

the scheduler compares actual performance with baseline
performance.
What is Project Control
Project control comprises the following continuous process

1. monitoring work progress .

2.comparing it with the baseline schedule and budget.

3.finding any deviations .

4.taking corrective actions.

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Schedule updating
Schedule updating is just one part of the project
control process.

Schedule updating must reflect

 Actual work , and

 involves change orders (CO) .