PART #2:

SCHEDULE
DEVELOPMENT
Topics to be Covered
❑ PMBoK Scheduling process
❑ Key scheduling process
❑ Scope definition
❑ Work Breakdown Structure (WBS)
❑ Activity sequencing
❑ Activity resource planning
❑ Activity duration estimate
❑ Create project schedule
❑ Cost estimating & budgeting
2
1. PMBoK Scheduling Process
Plan schedule management

Define project activities

Sequence activities

Estimate durations

Develop the project

schedule

3
2. Key Scheduling Process
Schedule
Management
Activity
Scope Sequencing
Definition

Create
Schedule
Create WBS
Activity Activity
Resource Duration
Planning Estimating

Cost Cost
Scope Estimating Budgeting
Management
Cost Management
4
1 Project Option Setting

5
 Setting Project Options
Command
i. File
ii. Options
iii. General tab

Setting
a. Date format
b. User name
c. Initial

Command
iv. Display tab

6
 Setting Project Options
Setting
d. Currency options:
- Currency: MYR
- Symbol: Blank

Command
v. Schedule tab

7
 Setting Project Options
Setting
Use default setting except:
e. Week starts on: Monday
f. Show assignment unit as
a: Select “Decimal” or
“Percentage”

Command
vi. OK button

8
Scope Definition

• Define project information

• Identify what work is in project
scope; deliverables, costs and
deadlines
• Identify what should be included
but not explicitly documented
• Define assumptions made for
schedule development
9
Scope Management Elements:
■ Project Name: As in the Contract, but not word
per word.
■ Project Start Date & Finish Date: As per the
Contract.
■ Scheduling Pattern: Use forward scheduling.
1. Set Scope Definition ■ Project Properties: Project type, characteristics,
requirements, assumptions or constraints
should be defined.

10
2 Scope Definition Setting

11
Insert Project Name

1
2

Manual Mode

12
Setting Project Start Date
Step
1. Project Information
1
(Project Tab)
2

Dialog Box
2. Start date
- Select date from
dropdown calendar
3. Click “OK” button

13
Setting Scheduling Pattern
Command
1. Project Information
1
(Project Tab)

Dialog Box
2. Schedule from: 2

- Project Start Date

(Default)
3. Click “OK” button

14
Project Properties
Command 5
1. File (Tab)
2. Info 1
2
Setting
1. Project
Information
2. Advanced
Properties
3. Update Project 3

Properties Key in relevant

Dialog Box project properties
4. Click OK button information
when done
5. Click ← to
continue 4

15
Work Breakdown
Structure (WBS)

• Technique used to represent

project deliverables and
decomposed them into activities
and sub-activities
• Represented in hierarchy format
or numbered list

16
 WBS Example (Phase-based)
PROJECT U Project

Handing
PHASE Planning Design Procurement Construction
Over

DELIVERABLE Scope Project Cost Scope & Budget

Definition Estimate Approval

Meeting with Research

ACTIVITY Client Cost

Create Scope Calculate

Document Cost

Prepare Cost
Estimate 17
WBS Example (Deliverable-based)
WZ Project

Deliverable 1 Deliverable 2 Deliverable 3 Deliverable 4

Work Package Work Package

Task 1.1 Task 1.2 Task 3.1
2.1 4.1

Work Package Work Package Work Package

Task 1.2.1
1.1.1 1.2.2 3.1.1

Work Package
1.2.1.1
18
19
20
Scope Management Elements:
■ WBS List: Should cover all project scope.
Consider to include risk mitigations.
■ WBS Level: Should break down to manageable
level (work package or task level)

2. Create Work Breakdown ■ WBS Code: Use numbered list (default).

■ WBS Attributes: Summary task, task, sub-task,
Structure (WBS) milestone, and recurring task.
■ Work Categories: Grouped according to physical
works (tangible) and non-physical (non-tangible).

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3 Work Breakdown Structure
(WBS) Arrangement
WBS Listing

22
Activity Sequencing

• Relationship between activities

that define the logical sequence
of work
• Normally determine base on:
• Technical requirement
(Mandatory)
• Contractual requirement
(Mandatory)
• Resource optimization
(Discretionary) 24
Link: Technical requirements

Method of
Construction

Construction &
Shop Drawing

Work Procedures
25
Link: Contractual requirements

Temporary utility
services

Development order

Bond & Insurances

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Link: Resource optimisation

Repetitive
activities

Resource
smoothing

Resource levelling
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 ■ Specify the sequence/logical relationship
between project activities/works
■ Attributes to be considered:
1. Predecessor
2. Successor
3. Link/relationship type
Sequencing attributes 4. Lead time
5. Lag time
6. Task constraint

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1. Predecessor & 2. Successor

1 Predecessor 2 Successor

• Work must start/finish • Work where its start/finish

before next work can depends on start/finish of
start/finish work before it

Predecessor Act. A

Act. B Successor

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Example of predecessor & successor

Cast beams Laying bricks Plastering

Successor: Predecessor: Cast beams Predecessor:

Laying bricks Successor: Plastering Laying bricks

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3. Relationship (link) types

3.1 FS – Finish to Start 3.2 SS – Start to Start

• Act. B can’t Start until Act. • Act. B can’t Start until

A Finish Act. A start
Install door
Act. A Act. A
frame

Piling Act. B Act. B Install window

frame
Pile cap

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3. Relationship (link) types

3.3 FF – Finish to Finish 3.4 SF – Start to Finish

• Act. B can’t Finish until • Act. B can’t Finish until

Act. A Finish Act. A Start
Install Decommission
Act. A Act. A
evaporator old system

Act. B Terminate Commission

Act. B
cable new system

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4. Lead time
■ Starting the activity earlier
■ Example:
Structure work to start 5 days before earthwork completed

FS – 5d Earthwork

Structure work
5d
Lead time
33
5. Lag time
■ Delaying the activity
■ Example:
Structure work to start 5 days after earthwork completed

FS + 5d Earthwork

Structure work
5d
Lag time
34
6. Task constraint
■ Restrictions that are imposed on tasks to start or finish on a certain date
■ There are three types: soft, flexible, and hard constraints
– Soft: does not have any date restriction (ASAP, ALAP)
– Flexible: imposed date restriction, but only control the earliest or latest
start or finish dates (SNET, FNET, SNLT, FNLT)
– Hard: impose a date restriction and can be seen as a “must” (MSO,
MFO)
■ To maintain the dynamic of the schedule, it's advisable to use the default
setting (ASAP)

35
Schedule Elements:
Management ■ Predecessor: Every task must has a predecessor
except “Start” or “Site Possession” milestone.
■ Successor: Every task must has a successor
except “Finish” or “Project Completion”
milestone.
3. Set Activity Sequencing ■ Task relationship: Use FS, other relationship type
should be use with clear understanding.
■ Task Constraint: Avoid using in order to maintain
schedule dynamic.
■ Linking Pattern: Ensure no linking to Summary
Task.
■ Network Diagram: Ensure no broken link.

36
4 Activity Sequencing Setting

37
Activity Resource
Planning
v

• Why plan resources?

• Ensure the most effective use of
resources
• To set the role & responsibility
of project team member
• As a basis for the preparation of
project budget

38
 Why plan resources?
2. Activity duration
1. Role & responsibility 3. Activity-based costing
estimate
Responsible Assign
Matrix Cost to execute activity
Effort driven Scheduling

Resource breakdown Budgeting

structure
D= Q/PR
Job Description Cash flow

Manpower, machinery, Application of 4M in

estimation Contract cost Vs Cost
material & money (4M)

39
Schedule Elements:
Management ■ Resource Sheet (List): Filled with resources
name, type, initial, and maximum numbers.
■ Resource Assignment: Every task must be
assigned/allocated with resource.

4. Activity Resources ■ Resource Usage: Use of resource graph to

monitor usage of resources.
Planning ■ Resource Over/Under Allocation: Determine
the adequacy of resources.
■ Resource levelling: Optimisation of
resources.

40
5 Activity Resource Planning

41
Resource Sheet 1

Steps 2
1. Click VIEW tab
2. Click Resource 3
Sheet
3. Select Resource
Sheet
4. Fill up the
Resource Sheet
with the resources
information

4 42
Resource Details
2
Steps 1

1. Double click on
the name of the
resource 3
2. In Resource
Information box,
click Notes tab
3. Fill up the required
resource details
4. Click OK button
when done

4
43
Activity Duration
Estimate

• The amount of time required to

complete an activity/work
• Depends on resources and the
productivity rate
• Determined base on quantity of
work need to be completed and
resources assigned

44
Duration estimation technique

Use actual cost of previous,

Use project characteristics in
similar project as the basis for
mathematic model to estimate
the new estimate
(D=Q/PR)
(e.g. Standard design)

Analogous Estimate Parametric Estimates

45
Duration estimation technique

Base on expertise that has been

acquired in a specific Consider risk at that respective
knowledge area (personal time
experience)

Expert Judgment Reserve Analysis

46
Duration estimation technique

Use a weighted average of Use of group intelligence to

three scenarios; optimistic, determine duration. Opinion
pessimistic & most likely time: submitted anonymously, later
D = (O + 4M + P)/6 review as a group.

PERT Delphi

47
Example: Parametric estimation + risk
Duration = (Quantity/Production rate) + risk consideration
Parametric = 100,000 m3
Duration 2G x 1,000 m3/day
= 100,000/2,000
= 50 days
Risk (20%) = 50 days x 0.2
= 10 days
Duration = 50 + 10 days
= 60 days
48
 Exercise: Duration estimate using parametric + risk

Resource Production Work Total Prod. Risk Duration

No. Activity
Unit per Unit Quantity Rate (PR) Consideration (Qty/PR) + R

1 Earthwork 2 1,000 100,000 2,000 10% 55 d

2 Structure 3 100 9,000 300 Testing: 7 d 37 d

3 Architecture 3 100 12,000 300 Delivery: 10 d 50 d

Procurement:
4 M&E 2 40 2,400 80 35 d
5d

49
Scope Management Elements:
■ Activity Duration Estimate: Should be based
on acceptable estimation method.
■ Summary Task Duration: Should not be
“type in”. It’s automatically calculated by the
software.
5. Activity Duration
■ Length of Duration: Preferably not more than
Estimate one reporting period, e.g. 20 days.
■ Define Calendar: Set project calendar; set
non-working days and public holidays.

50
6 1. Activity Duration Estimate
2. Activity Duration Assignment
3. Define Project Calendar

51
Insert Activity Duration
Steps
1. Key in the activity
duration in the
respective cell under
Duration column
2. Check that all activity
has duration

52
Define Calendar
■ Use default calendar – Standard Calendar

Saturday and Working hours – 8

5 working days Sunday as non- No public holidays hours per day
per week working days (8:00am to 12:00pm
and 1:00pm
to 5:00pm)

53
Modify Working Day
Example: To Change a Non-
Working Day to a Working Day
1. Click PROJECT tab
2. Click Change Working Time icon,
the dialog box will be shown
3. Click Work Weeks tab
4. Click Details tab 5
5. Select the non-working day (e.g.
Saturday) 3 6

6. Click radio button beside Set 5 4

day(s) to these specific working
times: Times are as per earlier
setting (8:00 AM – 12:00 PM &
7
1:00 PM – 5.00 PM)
7. Click OK when done

54
Modify Working Day
Example: To Change a Working
Day to a Non-Working Day
1. On PROJECT tab
2. Click Change Working Time icon,
the dialog box will be shown
3. Click Work Weeks tab
4. Click Details tab
5. Select the working day (e.g. 6
Saturday) 3
6. Click radio button beside Set 5 4
day(s) to nonworking times:
7. Click OK when done

55
Set Holidays
Steps
1. Click PROJECT tab
2. Click Change Working Time icon,
the dialog box will be shown
3. Click Work Weeks tab
4. Click Details tab
5. Select the working day (e.g.
Saturday) 6
6. Click radio button beside Set 3
day(s) to nonworking times: 4
5
7. Click OK when done

56
Set Holidays 4

Steps
1. On PROJECT tab
2. Click Change Working Time icon,
the dialog box will be shown 5

3. Click Exceptions tab

4. Select the month
5. Select the day
6. Click on the cell and type in the
name of the holiday, and hit 3
ENTER
7. Click OK when done 4

57
Create Project
Schedule

Steps to create schedule:

• Create the network diagram
• Determine critical path
• Draw Gantt chart
• Compress the schedule
• Perform resource smoothing

58
 Schedule info:
■ Start date - 1 Jun
■ Work hours - 8 am to 6 pm
■ No holidays (7 days week)
■ Link type – Finish to Start (FS)
a) Critical path analysis
Question:
■ Create network diagram
■ What is project finish date?
■ Which path is critical?

59
Critical path analysis
2 Step:
ES Dur EF
1. Forward pass EFpre = 1/6
ES = 2/6; Duration = 5
Description
ES = EFpre + 1 EF = 2/6 + 5 – 1 = 6/6
EF = ES + Dur – 1
LS Total Slack LF LSsuc = 12/6
2. Backward pass
LF = 11/6; Duration = 5
LF = LSsuc - 1 LS = 11/6 – 5 + 1 = 7/6
LS = LF – Dur + 1
11/6 – 6/6 = 5 d
Total slack (Float)
7/6 – 2/6 = 5 d
= LF – EF or
= LS – ES
60
Activity details
Activity Predecessor Duration

Start - 0

A – Do product research Start 5

B – Design product concept A 6

C – Write specification A 7

D – Notify factory A 4

E – Build prototype B, C 5

F – Setup production D 4

G – Commence production C, E, F 3

Finish G 0 61
 Critical path analysis
6/6 6 11/6 13/6 5 17/6

B E
7/6 1 12/6 13/6 0 17/6

1/6 5 5/6 6/6 7 12/6 18/6 3 20/6

Start Finish
A C G
1/6 1/6 0 5/6 6/6 0 12/6 18/6 0 20/6 20/6

6/6 4 9/6 13/6

10/6 4

D F
10/6 4 13/6 14/6 4 17/6

62
63
 ■ Technique to shorten project duration
■ Consist of two methods: Fast tracking &
crashing
■ At planning stage: to shorten the
schedule in order to meet Start Date &
Finish Date as stipulated in the Letter of
b) Schedule compression Tender Acceptance
■ At construction stage: to shorten the
schedule in order to mitigate delay in
project progress
■ Technique involves setting deadline and
identifying negative float

64
 Fast Tracking

Involve 1M (Method) – adjustment to link; predecessor,

successor, lead & lag time

For activity not yet started (critical tasks only)

Adjustment to activity relationship so that work can be started

earlier or concurrent

65
 Crashing
Shorten duration by:
i. Increase working hours; or
ii. Increase resources
Duration = Quantity / Production rate

For activity not yet started or is on going (critical tasks only)

66
c) Resource smoothing
• Resource allocation will be
indicated after schedule is
created
• Adjustment should de made if
amount of resources are not
adequate
67
Over allocated & under allocated resource

Over-allocated
Allocated

68
Scope Management Elements:
■ Working Logic
– Examine the sequences to ensure it’s in
line with planning
– Check durations, resources, relationship
types, and constraints used
6. Create Schedule – Ensure that preliminary items are not on
Development critical path except insurances &
performance bond
■ Schedule compression
■ Resource levelling (manually)
■ Information in Gantt Table & Gantt Bar area

69
7 Schedule Elements Checking

70
Examine Sequencing
Steps
1. In Gantt Chart view,
click Gantt Chart icon
arrow head.
2. Select Network
Diagram from the
dropdown menu.
3. Network diagram will
be displayed.
4. Ensure the network is
complete and
sequencing is as per
planning.

71
Check durations, resources, link types, & constraints
■ Duration: Ensure that all
activities have duration
assigned, and ensure that
there’s no question mark.
■ Resources: Ensure all activities
have resources assigned to
them.
■ Link Types: Ensure all link types
and lead & lag selected were
appropriate.
■ Constraints: Check for any
constraint imposed, remove if
necessary.

Constraint icon
Identify Critical Tasks
Highlighting Critical Tasks
1. Click FORMAT tab
2. Click Text Styles icon, Text
1
Styles dialog box will be 6

displayed
3. Click on Item to Change
2 3 5
arrow head, then select
Critical Tasks
4. Select Color (Red to indicate
critical task)
5. Click OK
6. To highlight critical task on
4
Gantt Chart, tick the box
beside Critical Task.

73
Display of Critical Tasks

74
Critical path logic
■ Preliminary items should not be in the critical path, except for item that work
can’t be started without it, such as insurances.
■ Long duration assigned to such work will make it the longest path, thus it will
be a critical path.
■ Long duration also will contribute a higher percentage to physical progress
calculation.
■ Can be avoided by turning them into recurring tasks.

75
Cost Estimating
and Budgeting

• Forecasting the cost needed to

complete a project within a
defined scope
• Allocation of the total amount of
the estimated cost estimate to
the project budget

76
Cost & budget estimation

Cost estimation Cost budgeting

▪ Estimate at task/sub-task level ▪ Determine budget or

▪ Contract cost: Cost as per BQ is expenditure for various
assigned to each activity or task estimated cost
▪ Project cost: Cost for resources (as ▪ Contractor’s budget to execute
a group or separately) the works
▪ Client’s budget for interim
payments
77
Cost Management Elements:
■ Estimation made at task/sub-task level
■ Contract cost: Contract cost as per BQ is
assigned to each activity or task, proportionate
accordingly to work quantity for each breakdown
works (To be used for work program submitted
1. Cost Estimating for S.O/P.D approval)
■ Project cost: Derived from cost for resources as
set (as a group or separately) in “Resource
Sheet”.
■ Total Cost: Summation of “Fixed Cost” and cost
of resources.

78
8 Proportioning cost from BQ
Assigning activity cost

79
Activity Cost 1

Steps
2
1. Click VIEW tab.
2. Click Tables icon
3. Select Cost from the 3

dropdown menu. Cost

Table will be displayed.

80
Activity Cost
Steps
4. Key in the assigned 5a
cost to each task in the 4
Fixed Cost column. 7

5. Select Fixed Cost

Accrual for each task
whether Start, Prorated 5b
or End. 6
6. The software will total
up Total Cost for each
Summary Task.
7. Project Cost will be the
Total Cost for WBS
Level 1.

81
Fixed Cost & Total Cost

82
Cost Management Elements:
■ Financial S-Curve: A plot of value of work against
time. Should be generated from the accepted
program.
■ Total Cost: Total cost at WBS Level 1 must be the
same/equal to Contract Sum.
2. Cost Budgeting ■ Financial S-Curve to be used for project’s
financial projection/cash flow

83
8 Develop Financial S-Curve

84
Develop Financial S-Curve – Task Usage Method
Steps
1. Click Task Usage 1
icon.
2. Select Task Usage
from dropdown
menu. Task usage
details will be
displayed in Gantt 2
Chart area

85
Develop Financial S-Curve – Task Usage Method
Steps
3. Right click on Gantt
Chart area and 4b
select Detail Styles...
from dropdown
menu. Detail Styles 5
dialog box will
displayed. 4a 6

4. Scroll down and

select Cumulative
Cost and Show. 7
5. Select other fields
shown in the box.
6. Hide them.
7. Click OK button.
86
Develop Financial S-Curve – Task Usage Method
Steps 7

7. Change Timescale to
“Months”.
8. Click on “Cum. Cost”
of the first row (WBS
Level 1) to highlight
the whole data in
8
that row.
9. Those data will be
copied and paste in
Excel software.
Before copying the
data, ON Excel first.

87
Create Financial S-Curve in Excel
Steps
1. Paste the data, add timeline and data 3. Click on Insert Line Chart icon, and
name “Cum. Cost”, then highlight them. 4. Select Line with Markers
2. Click INSERT tab

88
Create Financial S-Curve in Excel

89
Financial S-Curve & Histogram

90
Financial S-Curve & Histogram
2. Select “Change Series
Chart Type” from menu

1. Right click on
“Monthly” line.

In Chart Type dialog box:

1. Select Combo, then change "Monthly" Chart Type to "Clustered Column".
2. Click OK.

91
Financial S-Curve & Histogram

92
Develop Physical S-Curve – Task Usage Method
Steps
1. Click Task Usage 1
icon.
2. Select Task Usage
from dropdown
menu. Task usage
details will be
displayed in Gantt 2
Chart area

93
Develop Physical S-Curve – Task Usage Method
Steps
3. Right click on Gantt
Chart area and 4b
select Detail Styles...
from dropdown
menu. Detail Styles
dialog box will
displayed. 4a

4. Scroll down and

select Cumulative
Percent and Show.
5
5. Click OK button.

94
Develop Physical S-Curve – Task Usage Method
Steps 6
6. Change Timescale to
“Months”.
7. Type in “100” in first
row of % Comp.
8. Click on “Cum. %
Complete” of the
first row (WBS Level
7
1) to highlight the 8
whole data in that
row.
9. Copy and paste it in
Excel software, and
repeat the same
process as for the
Financial S-Curve.
95
Create Physical S-Curve in Excel

96
Combine Financial & Physical S-Curve in Excel

97