3.

Project Planning and Scheduling [12 hours]

3.1 Concept of Project Planning and its Importance

3.2 Project Planning Process
3.3 Work Breakdown Structure (WBS)
3.4 Project Scheduling with Bar Chart, CPM & PERT
3.5 Project Scheduling with Limited Resources (Resource
Leveling and Smoothing)
3.6 Introduction to Planning Software - MS Project
3.1 Concept of Project Planning and its Importance

Concept of Project Planning

• Planning is looking ahead to the future.
• Planning bridges the gap from ‘where we are and where we
want to go’.
• “Planning is deciding in advance what to do, how to do it, when
to do it, and who is to do it”. (Stephen P. Robins)
• A project is said to be successful when it is completed with
quality standard, in time, and within the budget.
3.1 Concept of Project Planning and its Importance

Importance of Project Planning

• plan is a is a road map, i.e. path to a goal.
• road map depicts from the start to the end result.
• planning help to reduce the uncertainty.
• suggests the systematic way of doing things, specifies the procedures,
programs, monitoring and control system.
• challenge for project manager is the proper utilization of resources.
• better project planning helps to reduce cost by avoiding waste of
resources.
3.2 Project Planning Process
• deciding in advance what has to be done, how, by whom, by when,
and with what.
Steps in planning are:
1. Analyze opportunities: SWOT (strengths, weaknesses,
opportunities, threats) analysis.
2. Set goals: Goals are results to be achieved. Goals should be
SMART.
3. Develop premises: Premises are the buildings and land occupied
by a business.
3.2 Project Planning Process
4. Determine and evaluate alternative courses of action:
Alternatives courses of actions are determined; and most
attractive alternatives are selected for evaluation.
5. Select best alternative: Best alternative is selected from among
the alternatives.
6. Formulate action plans: Action plans are prepared to set targets
in terms of what will be done? How will it be done? When it will
be done? And, who will do it?
7. Prepare budgets: Action plans are converted into financial plans.
Budget is prepared for each activity which also serves as standard
for control of resources.
3.3 Work Breakdown Structure (WBS)

• “WBS is a systematic and disciplined approach for breaking

down a project into its many component and sub components”
(Goodman and Love ).
• WBS is a hierarchical decomposition (disintegration) of the
project work.
• WBS is a basic tool in project management to identify project
activities.
• activity is an identifiable, quantifiable, cost-able and
measurable job or task that must be performed.
3.3 Work Breakdown Structure
• activities are decomposed into smaller and more manageable units so
that cost and durations of each activity can be estimated.
• In WBS technique, whole project is sub-divided into small elements
and sub-activities, and are listed in hierarchical/sequential order
which are manageable, independent, and measurable.
• Manageable in terms of specific authority and responsibility can be
assigned.
• Independent in terms of minimum interfacing and dependence with
other ongoing elements.
• Measurable in terms of progress.
3.3 Work Breakdown Structure

Description
1
 Total project
2
 Work packages
3
 Activities
4
 Sub-activities

Figure: A typical work breakdown structure

 3.3 Work Breakdown Structure
Marpha Village Development Project
       
Agriculture system Health system Education system First level
       
Seeds Primary health Clinic Primary schools  
Preventive health
Irrigation system Secondary schools Second level
Fertilizer   Literacy program  
  Cleanliness   Third level
  Inoculation    
  Vitamin E    
Figure: Work Breakdown Structure for Marpha Village development Project
3.4 Project Scheduling with Bar Chart, CPM &
PERT
Bar Chart or Gantt chart
• Henry L. Gantt introduced Bar charts during World War I for planning
and controlling the production of factories.
• is a graphic representation of the program and time bound schedule
of various activities of the project.
• graphically describes a complete project consisting of well-defined
activities.
• It is a widely used project management tool for planning and
controlling a simple project.
3.4 Project Scheduling with Bar Chart, CPM & PERT

Bar Chart or Gantt chart contd.

• bar chart consists of two coordinate axes.
• horizontal axis represents the time required for completion of
activities.
• vertical axis represents the jobs to be performed.
• each bar represents one specific activity (or job) of project.
• beginning and end of bar represents time of start and time of finish of
that activity.
• length of bar represents duration required for activity completion.
3.4 Project Scheduling with Bar Chart, CPM & PERT

Bar Chart or Gantt chart contd.

• bars are in two sections
• upper section indicates the planned time and lower section is
left blank for recording progress of work done.
• amount of work done is recorded by shading the lower section.
• lower section could be extended to show the new time of
finishing.
• comparison of shaded bar with planned bar gives a rough
indication whether the activity is behind or ahead of schedule.
Assignment 2

• Consider a live micro-hydropower project.

• Break down the project in different activities.
• List the activities and determine logical
sequence/interrelationships (i.e. predecessor activity and
succor activity of each activity excluding initial and final
activity).
• Compute required resources (materials, manpower,
equipment) and duration for each activity.
• Construct Bar Chart.
 3.4 Project Scheduling with CPM & PERT
Critical Path Method (CPM), and Project Evaluation and Review Technique
(PERT)
General
• necessity for better planning & scheduling is increasing with the increased
complexity of large projects.
• management is continually seeking better control technique to cope with
project complexities.
• Network diagram is an outcome of improvements in milestone charts.
• CPM/PERT networks are flow charts and are called network diagrams.
• CPM and PERT are the most modern tool of project management.
 Network Techniques
• network techniques are called by various names such as PERT, CPM, RAMPS
(Resources Allocation for Multi-Project Scheduling).
• in 1950s, US Navy developed project management tool known as PERT.
• in 1956, CPM was developed jointly by Engineers at DuPont and Remington
Rand to control large defense project.
• CPM and PERT are powerful tools to schedule and manage complex
projects.
• since the mechanics of CPM and PERT are so similar, they are commonly
referred to as CPM/PERT.
Critical Path Method (CPM)
• CPM is a deterministic model as the duration of activity are
estimated with certainty.
• CPM uses single duration for each activity.
• CPM shows which job must be completed on time and
which job can be delayed without delaying completion of
whole project.
 Project Evaluation and Review Technique
(PERT)
PERT is a probabilistic model as there is uncertainty in estimating activity
duration.
three duration estimates are used for each activity in PERT.
1. most optimistic duration: duration of an activity if everything went right.
2. most pessimistic duration: duration of an activity if everything went wrong.
3. most likely duration: duration of an activity based on the experience of
what usually happens- something went wrong and something went right.
 Elements of Network
• network technique is the most modern tool of project
management.
• project can be break down into distinct and well defined activities.
• basic elements of a network are event and activity.
• activities and events are connected logically and sequentially in
network diagram .
• beginning or end of each activity represents event.
• activity is represented by arrow and event is represented by node.
Elements of Network
7

Event Activity

1. Event
• event denotes either start or finish of an activity at instant point in time.
• event requires no time and resources.
• events are represented by nodes.
• shape of nodes may be circular, square, rectangular, oval etc.
• events are numbered for their identification.
• number of an event is written inside the node or circle.
Elements of Network
• tail event marks the beginning of an activity.
• if a tail event represents commencement of the project, it is known as
the initial event.
• head event marks the completion of an activity.
• if a head event represents the completion of the project, it is known
as the final event.
• dual role event is head event to some activity and tail event to other
activity.
• all events except initial and final events are dual role events.
Elements of Network

Tail event Activity Head event

Starting point of time Finishing point of time

 Elements of Network
2. Activity
• activity requires time and resources for its execution.
• activities are represented by simple arrows, usually drawn from left to right.
• length of arrow neither represent magnitude nor time.
• predecessor activity are performed before another activity can begin.
• successor activity can be performed only after completion of predecessor
activity.
• concurrent activities can be carried out concurrently (i.e. at a time).
• dummy is a fictitious activity represented by dotted lines; it neither requires
any time nor any resources; it shows the interrelationships of the activities.
Network Diagram
. Dual role event

A C
Dual role event

Dummy
E
Initial event Final event
B
D

Dual role event

Figure: Network Diagram
Network Rules
1. initial node has only outgoing arrows, there must be only
single initial node in a network.
2. an event cannot occur until all activities leading to it are
completed.
3. an event cannot occur twice, i.e. there cannot be any
network path looping back to previously occurred event.
4. there must not be any dead end left except final node as it
has only incoming arrows, there must be only single final
node in a network.
Network Rules
5. in network, there is one initial event with no predecessor
and one final event with no successor.
6. no activity can start until its preceding event has occurred.
7. representation of the network should be such that every
activity is completed to reach the final event.
8. constraints and interdependencies should be shown by
dummies.
9. it is usual practice to show the time flow from left to right.
Critical Path Method (CPM)
• it is a powerful tool to schedule and manage complex projects.
• it helps to identify minimum duration needed to complete an
activity, which tasks must be completed on time, which tasks
can be delayed without delaying completion of whole project.
• it is used more in projects such as construction, where there
has been some experience in handling similar endeavors.
• it is a network technique for planning, scheduling and
controlling over a project.
 Critical Path Method (CPM)
Planning
•project is breakdown into well-defined activities and are listed in logical sequence.
•resources required for each activity can be estimated.
Scheduling
•scheduling is layout of activities in time order to meet project objectives.
•scheduling shows starting and completion dates to each activity in a logical
sequence.
Controlling
•planning sets standards to achieve expected performance and standards are
starting point of control.
•control measures actual performance and compares it with standards to identify
deviation.
•deviations are analyzed to take corrective actions.
Terms used in CPM Network Diagram
Network or Flow Diagram: network diagram of project depicts various
activities to be performed.
Activity: activities are represented by simple arrows, usually drawn
from left to right.
• arrows are not drawn to scale.
• length of arrow neither represent magnitude of work nor time.
• tail and head of arrow shows time of start and finish respectively.
Duration (D): Duration is the estimated time required to complete an
activity.
Terms used in CPM Network Diagram
Dummy: Dummy is a fictitious activity represented by dotted lines to
show interrelationships. It neither requires any time nor any resources.
Earliest Start Time (ES): ES for an activity is the earliest possible time by
which it can be started. ES = Earliest event time at its tail.
Earliest Finish Time (EF): EF is the earliest time by which it can be
finished. EF = ES + D.
Latest Finish Time (LF): LF for an activity is the latest time by which an
activity can be finished without delaying the completion of the project.
Latest Start Time (LS): LS for an activity is the latest time by which an
activity can be started without delaying the completion of the project.
LS = LF - D.
 Terms used in CPM Network Diagram
Float: Float denotes the range within which start or finish time of an
activity may fluctuate without affecting the completion date of the
project.
Total Float (TF): TF is the amount of time by which start or finish of an
activity can be delayed without delaying completion date of project.
TF = LS - ES = LF - EF.
Free Float (FF): FF is the amount of time by which start of an activity
may be delayed without delaying early start of succeeding activity.
FF i j = Esj - Esi - D= ESj- EFi .
Terms used in CPM Network Diagram
Interferring Float (Int. F): Int. F of an activity is the difference
between TF and FF.
Int. F = TF – FF = LFj - Esj.
Independent Float (IF): IF is the amount of time by which start of
an activity may be delayed without preceding or succeeding
activity i.e. preceding activity ends as late as possible and
succeeding activity starts as early as possible.
• if FF = 0, then IF = 0 (as IF is a part of FF).
• IF may come -ve, but it should be taken 0.
• IFi j = ES j - LFi - D.
 Terms used in CPM Network Diagram
Forward Pass
• ES and EF of each activity are computed by the process of forward
pass.
• An event occurs at an instant point of time, the same point of time
is considered as ES for outgoing arrows and EF for incoming
arrows.
• ES for an initial event of network is taken zero, as project starts at
some specific date.
• When more than one arrow proceeds on a head event, greatest
value is taken in computing EF on the forward pass. EF = ES + D.
Terms used in CPM Network Diagram
Backward Pass
• LF and LS of each activity are computed by process of backward pass.
backward pass computation starts from final event.
• LF of all incoming activities for final event equals earliest completion
of the project.
• an event occurs at an instant point in time, the same point in time is
considered as LS for outgoing arrows and LF for incoming arrows.
• when more than one arrow occurs in a tail event, smallest value is
taken in computing LF on backward pass. LS = LF - D.
 Representation of Node in A-O-N Network

. Backward Pass: LS = LF – D

LS Activity Number LF

Activity Description
ES Duration EF

Forward Pass: EF = LS – D

Figure: Precedence Diagram

How to draw CPM diagram?
• two basic methods of drawing CPM diagram are:
1. Arrow diagram i.e. activity on the arrow (A-O-A); and
2. Precedence diagram i.e. activity on node (A-O-N)
• both methods achieve same result.
• but most project managers prefer precedence method
because it does not require use of dummy.
Example: CPM A-O-A Network Problem

Draw the CPM network diagram from the

data as given below. Compute ES, EF, LS,
LF, TF, FF, and IF.
Determine the critical path, its duration,
and mark the critical path in the CPM
network diagram.

Activity 1-2 1-3 2-3 2-4 3-4 4-5

Duration 5 4 0 6 7 3
CPM Network

Figure: C.P.M Arrow Diagram

5/6 ES/LF

2
6
5
12, 12 15, -
0 3
1 4 5
4 7
0. -

3
5/5 Critical Path: 1 – 2 – 3 – 4 - 5
Float Computation
. LS LF LS LF

i j
ES EF ES EF

Total Float, TF = LF - EF = LS – ES. Free Float, FF i j = ESj - ESi - D = Esj - Efi.

i j Free Float,FF = ESj - D – ESi =ESj -EFi

EFi ESj Interferring Float, Int. Fij = TFij – FFij or LFj -ESj

LFi Independent Float, IFj = ESk- Dj - LFi

i j k
Note: If FF = 0 then IF = 0. Remember that IF is a part of FF.
Dj ESk
 Computation of ES, EF, LS, LF, TF, FF and IF
Activity Duration ES EF LS LF TF FF IF Remarks
1-2 5 0 5 0 5 0 0 0 CP
1-3 4 0 4 1 5 1 1 1
2-3 0 5 5 5 5 0 0 0 CP
2-4 6 5 11 6 12 1 1 1
3-4 7 5 12 5 12 0 0 0 CP
4-5 3 12 15 12 15 0 0 0 CP

Critical Path: 1 – 2 – 3 – 4 – 5 (Chain of Critical Activities).

Project Duration = 5 + 0 + 7 + 3 = 15 weeks (Minimum)
For check: Alternative routes are:
a. 1 – 2 – 4 – 5 = 5 + 6 + 3 = 14 weeks.
b. 1 – 2 – 3 - 4 – 5 = 5 + 0 + 7 + 3 = 15 weeks (Longest Route).
c. 1 – 3 – 4 – 5 = 4 +7+ 3 = 14 weeks.
Critical Path: 1 – 2 – 3 – 4 – 5 (Longest route within the Network).
1. Example 3.6: B.C.Punmia/K.K.Khandelwal: Network

• Draw the network for a project having four activities labeled

A, B, C, and D with the following relationships:
• Activity A and activity B can be done concurrently.
• Activity A is the immediate predecessor of activity C, and so
is the relation between B and D.
• Accomplishment of C and D marks the completion of the
project.
2. Example 3.7: B.C.Punmia/K.K.Khandelwal:
Network
Draw the network of a project having seven activities. Activities A, B,
and C run concurrently. Activities predecessor relationships are as
follows:

Activity Immediate Predecessor

D A
E B
F C

Activity G is the last operation of the project, and is also immediate

successor to D, E, & F.
3. Example 3.9: B.C.Punmia/K.K.Khandelwal: Network

• A project consists of six activities (jobs) designated from A to F with

the following relationships:
• A is the first job to be performed.
• B and C can be done concurrently, and must follow A.
• B must precede D.
• E must succeed C, but it can not start until B is complete.
• The last operation F is dependent on the completion of both.
• Draw the network diagram.
 4. Example 3.10: B.C.Punmia/K.K.Khandelwal: Network

The maintenance project of a building consists of 10 jobs. The

predecessor relationships are identified by their node
numbers, as indicated below:
Draw the network diagram for the project.

Job A B C D E F G H I J

Identification (1, 2) (2, 3) (2, 4) (3, 6) (3, 5) (4, 5) (4, 7) (5, 8) (6, 8) (7, 8)
5. Example: K.Nagarajan: Network

• Activity A precedes activities B and C.

• E cannot start until both B and C are finished.
• B precedes D.
• D and E must finish before F can start.
• G must wait for F to finish.
 6. Example: K.Nagarajan: Network
Draw the CPM network diagram.

Identifi
cation 1–2 1–3 2–3 2–4 3–4 3–5 3–6 4–5 4–7 5–6 5–7 6–7

Activity A B C D E F G I J K L M
7. Example: Kerzner: CPM network
Draw the CPM network diagram and compute ES, EF,
LS, LF, TF, FF and project duration.
Also mark the critical path in the network diagram.

Activity 1–2 1–3 1–4 2-5 3-6 4-5 5-6

Duration 5 3 3 1 5 3 1
8. Example: Kerzner: CPM network

Draw the CPM network diagram and compute ES, EF,

LS, LF, TF, FF and project duration.
Also mark the critical path in the network diagram.

Activity 1–2 1–3 2–4 2-5 3-5 4-6 5-6

Duration 3 2 3 7 5 6 5
 9. Example: Kerzner: CPM network

Draw the CPM network diagram and compute ES, EF, LS, LF,
TF, FF and project duration.
Also mark the critical path in the network diagram.

Activity 1 – 2 2 – 3 2 – 4 2-5 3-6 4-6 4-7 5-6 6-7 7-8

Duration 3 5 5 4 2 3 4 2 6 3
10. Example: Kerzner: CPM network
Draw the network diagram from the following sequence of events.
Activity Title Immediate predecessor Activity time (weeks)
1–2 A - 1
2–3 B A 5
2–4 C A 2
3–5 D B 2
3–7 E B 2
4–5 F C 2
4–8 G C 3
5–6 H D, F 2
6–7 I H 3
7–8 J E, I 3
8–9 K G, J 2
11. Draw a network from the following given data and find total minimum project time of
completion, critical activities, and ES, EF, LS, LF, TF, and FF.

Activities Time in days Predecessor

A 4 -
B 5 -
C 6 A
D 10 A, B
E 5 A, B
F 15 C, D
G 12 C, D
H 10 E, F
I 5 F, G
12. B.C.Punmia/K.K.Khandelwal: PERT network
The network for a certain project is shown below.
Determine the expected time for each path.
Which path is critical?
Activity Optimistic time Most likely time Pessimistic time
. 1–2 6 10 14
1–3 5 7 15
2–3 3 5 7
2–4 4 7 16
3–5 1 2 3
3–6 3 6 15
4–5 0 0 0
5–7 2 10 12
6–7 3 5 7
Solution: 12. B.C.Punmia/K.K.Khandelwal

2 7

3 6 8
1

5
4
Figure: Network Diagram
Solution: 12. B.C.Punmia/K.K.Khandelwal
Path Activity tO tL tP tE ∑tE
1-2 6 8 11 8.17
A: 1 – 2 – 7 – 8 2–7 8 10 12 10.00 26.34
7-8 5 8 12 8.17
1-2 6 8 11 8.17
B: 1 – 2 – 6 – 8 2–6 4 8 14 8.33 26.83
6-8 7 10 15 10.33
1-3 3 7 9 6.67
C: 1 – 3 – 6 – 8 3–6 8 10 12 10.00 27.00
6-8 7 10 15 10.33
1-4 5 7 10 7.17
4–5 4 6 8 6.00
D: 1 – 4 – 5 – 6 – 8 5–6 3 5 6 4.83 28.33
6-8 7 10 15 10.33
13. B.C.Punmia/K.K.Khandelwal: PERT network
From the following data, draw the network diagram and determine the expected
time, standard deviation, and variations for each of the path.

Activity Optimistic time Most likely time Pessimistic time

1–2 6 10 14
1–3 5 7 15
2–3 3 5 7
2–4 4 7 16
3–5 1 2 3
3–6 3 6 15
4–5 0 0 0
5–7 2 10 12
6–7 3 5 7

Which path is critical? What is the probability of completing the project by 30 week?
14. Pokhara University 2007, Q.6
Following are activities and corresponding durations. Find out the
standard deviation of the project.
Also find out the probability of completing the project by week 15.

Activity Optimistic Most likely Pessimistic

1–2 5 6 8
1–3 3 4 5
2–4 2 3 3
3–4 3.5 4 5
3–5 1 3 4
1–5 8 10 15
5–6 2 3 4
4–6 2 2 2.5
Precedence Diagram
• Precedence diagram also called Activity on
Node (A-O-N) depicts the sequence of
activities involved in a project.
• Goal of precedence diagram is to create a
practical and robust project schedule.
• Precedence diagram can also provide the
finish-to-start, finish-to-finish, start-to-start,
start-to-finish and relationship of activities,
which can significantly reduce number of
activities required in a network diagram.
 Activity on Node (A-O-N)
Precedence diagram also called Activity on Node (A-O-N)
is a graphical method of depicting the sequence of
activities involved in a project.
A-O-N is represented as a network of arrows and nodes.
Nodes represent activities and the arrows indicate
dependencies between activities.
A-O-N system network represents the logical and
sequential interrelationship between various activities of a
project.
 Representation of Node in A-O-N Network

. Backward Pass: LS = LF – D

LS Activity Number LF

Activity Description
ES Duration EF

Forward Pass: EF = LS – D

Figure: Precedence Diagram

Basics of A-O-N Network
Each activity is described by a single
letter.
Activity number is assigned at the top of
the activity.
Duration is assigned at the center
bottom of the activity.
ES is assigned at the left bottom corner
of the activity.
Basics of A-O-N Network
EF is assigned at the right
bottom corner of the activity.
LS is assigned at the left top
corner of the activity.
LF is assigned at the right top
corner of the activity.
Basics of A-O-N Network
To compute the ES and EF forward
pass calculations are performed on
all activities from the first activity to
the last activity.
The largest EF among all preceding
activities defines the ES of all
succeeding activities.
The EF of the last activity defines the
project completion.
 Basics of A-O-N Network
To compute the LS and LF backward
pass calculations are performed on
all activities from the last activity to
the first activity.
The smallest LS among all
succeeding activities defines the LF of
all preceding activities.
Total float, TF = LF – EF or TF = LS – ES
Free float, FF = ES successor – EF activity.
 Basics of A-O-N Network
Critical path is defined by the series of
interconnected activities that have zero total
float.
Any delay in the completion of activities having
no float time available will delay the completion
date of the project. Therefore such activities are
called critical activities.
Each project manager and his/her team must
work together to develop a project plan and
schedule to achieve the project completion date
with the resources that are available.
 Basics of A-O-N Network
After the CPM diagram has been prepared, the
duration of each activity can be assigned.
Delays in the relationship of one activity to the
another is defined by lag.
Lag is the amount of time by which an activity is
delayed from the start or finish of its predecessor.
Lag can be assigned to any activity relationship
such as F-S, F-F, S-S, and S-F.
 Basics of A-O-N Network
However, many individuals prefer to
not use these relationships of
activities (such as finish-to-start,
finish-to-finish, start-to-start, and
start-to-finish) because of potential
confusion in the network scheduling.
Computations in A-O-N system are
similar to those of A-O-A network.
 Successor/Predecessor Relationships

Place Concrete F-S = 3

Strip Forms
in Forms

D = 4 days D = 7 days

a. Model with Successor/Predecessor with F-S = 3 days of lag

Place Concrete Curing Time

Strip Forms
in Forms For Concrete
D = 4 days D = 3 days D =7 days

b. Model without Successor/Predecessor Relationships

Successor/Predecessor Relationships
.
F-F = 4 days

Excavate Set Forms and

Footings Place Steel

D = 5 days D = 12 days

S-S = 2 days

c. Model with Successor/Predecessor

S-S = 2 days and F-F= 4 days of lag
Successor/Predecessor Relationships
.
Initial Final
Excavation Excavation
of Footings of Footings

D = 2 Days D = 3 Days

Initial Settings Final Settings

of Forms of Forms
and Steel and Steel

D = 8 Days D = 4 Days

d. Model without Successor/Predecessor Relationships

Successor/Predecessor Relationships
. S-F = 12 days

S-S = 2 days

F-S = 3 days
Activity A Activity B

DA = 4 days DB = 7 days

F-F = 15 days

e. Model of Multiple Successor/Predecessor Activity Relationships

Successor/Predecessor Relationships

0, 10, 6
Excavation F-F = 4
Footings
0, 6, 6
2, 20, 14
S-S = 2 Formwork F-F = 2
and Rebar
2, 12, 14
10, 30, 16 16, 40, 41
Place Erect Steel
S-S = 4 Concrete Columns
10, 6, 16 16, 25, 41
All activities appear Critical
 Successor/Predecessor Relationships
.
0 2 6 8 8 10
Initial Continue Final
Excavation Excavation Excavation

0, 2, 2 2, 2, 4 4, 2, 6

2 6 6 10 10 14
Continue Final
Begin Forms
Forms and Forms and
and Rebars
Rebars Rebars

2, 4, 6 6, 4, 10 10, 4, 14
10 12 12 14 14 16 16 41
Initial Continue Final Erect Steel
Concrete Concrete Concrete Columns

6, 2, 8 10, 2, 12 14, 2, 16 16, 25, 41

CPM Diagram without Successor/Predecessor Activity Relationships
Example: A-O-N Network Diagram
7, 16 17, 20 20, 24
B D F
0, 7 7, 9, 16 16, 3, 19 19, 4, 23 24, 30
A H

0, 7, 7 9, 11 11, 16 16, 24 24, 6, 30

C E G
.
7, 2, 9 9, 5, 14 16, 8, 24

Figure: A-O-N Network Diagram

LS Activity Number LF
Activity Description
ES Duration EF
Representation of Node in A-O-N Network
Example: Computation of A-O-N Network
Activity Duration ES EF LS LF TF FF Int.F IF
1-2 or A 7 0 7 0 7 0 0 0  
2-3 or B 9 7 16 7 16 0 0 0  
2-4 or C 2 7 9 9 11 2 0 2  
3-5 or D 3 16 19 17 20 1 0 1  
3-6 or B’ 0                
4-6 or E 5 9 14 11 16 2 2 0  
5-7 or F 4 19 23 20 24 1 1 0  
6-7 or G 8 16 24 16 24 0 0 0  
7-8 or H 6 24 30 24 30 0 0 0  
 Example: Precedence diagram Problem

.
B E H K
3 4 7 6

A C F I L O Q
2 5 5 4 8 7 5

D G J M P
3 8 6 2 4
N
6
LS Activity Number LF
Activity Description Figure: Precedence Diagram
ES Duration EF
 Solution: Time Computation
for Precedence Diagram
. 9, 2, 12 12, 5, 16 16, 8, 23 23, 11, 29
B E H K
2, 3, 5 5, 4, 9 12, 7, 19 19, 6, 25
0, 1, 2 2, 3, 7 11, 6, 16 17, 9, 21 21, 12, 29 29, 15, 36 36, 17, 41
A C F I L O Q
0, 2, 2 2, 5, 7 7, 5, 12 12, 4, 16 21, 8, 29 29, 7, 36 36, 5, 41
4, 4, 7 7, 7, 15 15, 10, 21 30, 13, 32 32, 16, 36
D G J M P
2, 3, 5 7, 8, 15 15, 6, 21 21, 2, 23 27, 4, 31
N
LS No. LF 21, 6, 27
Activity Description
ES D EF Figure: Precedence Diagram
 3.5 Project Scheduling with Limited Resources
(Resource Leveling and Smoothing)
Resource Planning
• Planning of a project is based on the assumption that resources would
be made available as and when needed as per project requirement.
• Resource should be made available in right time and right quantity so
that proposed work may proceed in accordance with the schedule.
• If resources are not available in right time as per requirement, then
limited resources will lead to practical problems to the project
management.
• Consequently, the start of the activities will have to be postponed
until the availability of resources.
 Resource Planning contd.

• An activity cannot start unless earlier activities are finished, and required resources are
made available to perform that activity or job.
• Project management has to consider both the activity precedence relationship and the
available resources.
• In such a situation, management tries to allocate the resources from non-critical activities
to critical activities so that the activities having float time can be delayed without affecting
the project schedule.
• Resource allocation is the process of allocating available resources in an economic way
among the various activities so that project can be completed on time and within the
budget.
• Resource allocation decision is the choice of which items to fund, what should be the level
of funding, and which items should be sacrificed if total funding must be reduced.
 Resource Leveling
Success of const. project depends heavily on efficient utilization of limited & costly resources.
• It is a project management process when there is a mismatch between requirement
and availability of resources.
• Resource Leveling is very much important for planning and is done for key resources.
• It is a process to ensure that resource demand does not exceed available resource and
do not affect project duration.
• objective of resource leveling is to use available float within scheduled program to
obtain a smooth use of resources.
• It focuses on rescheduling activities within limit of available floats in order to achieve
better distribution of resource usage.
• It can be done by rescheduling all the critical jobs first followed by selective
scheduling of non-critical jobs so that no ups and downs occur in resource profile.
 Resource Leveling contd.

• When more resources such as machines or people are needed than are available,
or perhaps a specific person is needed in both tasks, the tasks will have to be
rescheduled concurrently or even sequentially to manage constraint.
• Resource leveling in a project is the planning process of resolving these conflicts.
• For resource leveling, first of all it is essential to know the types of resources,
when and in what quantity they are required.
• Then in second step, resource histogram of the resources required in a time
series should be prepared for each activity.
• Finally, efforts are made to move non-critical activities for resource leveling so
that no ups and downs occur in resource profile without affecting project
duration.
 Steps and Sequence of Resource Leveling
• Determine critical path & identify activities with float.
• Identify key resources and produce a bar-chart for resource usage
with resources plotted at its earliest start dates.
• Re-schedule network using available float to smooth the use of key
resources but without affecting overall project duration.
• Examine by using same method, the pattern of usage of other key
resources.
• If leveling is unacceptable, activity duration should be examined.
• If solution is still unacceptable then consideration must be given to
allowing an extension to the overall duration of project.
 3.6 Introduction to Planning Software - MS Project
• MS Project is the world's most popular project management software developed
and sold by Microsoft.
• The application is designed to assist project managers in developing plans, assigning
resources to tasks, tracking progress, managing budgets and analyzing workloads.
• MS Project creates critical path schedules.
• Schedules can be resource leveled.
• The chain is visualized in a Gantt chart.
• Resources like people, equipment and materials can be shared between projects
using a shared resource pool.
• Each resource can have its own calendar which defines what days and shifts a
resource is available.
 Planning Software - MS Project contd.
• Resource rates are used to calculate resource assignment costs which are
rolled up and summarized the resource level.
• Each resource can be assigned to multiple tasks in multiple plans and each
task can be assigned multiple resources.
• MS Project creates budgets based on assignment work and resource rates.
• As resources are assigned to tasks and assignment work estimated, MS
Project calculates the cost equals the work times the rate.
• MS Project has been extended with MS Office Project Server & MS Project
Web Access. Project server stores project data in a central database.
 Planning Software - MS Project contd.
• Project Web Access allows user to display and update this data over the Internet.
• Web Access allows authorized users to access a Project Server database across the Internet.
• Web Access includes timesheets, graphical analysis of resource workloads and administrative
tools.
• MS Project recognizes different classes of users.
• These different classes of users can have differing access levels to projects, views and other data.
• Custom objects such as calendars, views, tables, filters and fields are stored in an enterprise
global database, which is shared by all users.
• MS Project 2010 is a robust project-management platform packed with features.
• Project-management team can benefit by using, MS Project 2010 from the latest updates and
features of a popular and fully featured software program.
 Planning Software - MS Project contd.
• Microsoft Project 2010 features a toolbar at the top where most common actions are
displayed graphically.
• There are tabs, such as Task, Resource, Project, View, etc., that group several related actions.
• If you want to open a particular type of project, for instance, go to the File tab.
• From there you can choose from a default "New Project," a template, or a project created
through either a MS Excel workbook or a Share Point task list.
• Tasks can be automatically scheduled or manually scheduled.
• Now that we have a basic project open, let's add some tasks.
• To add a task, simply place cursor in one of the cells in the Task Name column, click, and start
typing.
• Once you give the task a name, duration, and start date, you will see it represented
graphically on the right.
1. Construct a Precedence Diagram. On the diagram compute the four schedule dates (ES, EF, LS, LF)
and the four floats (TF, FF, Int.F, IF) for each activity. Identify the critical path.

Activity Duration Predecessor

A 4 -
B 3 A
C 2 A
D 5 C
E 2 B, D
2. Construct a Precedence Diagram. On the diagram compute the four schedule dates (ES,
EF, LS, LF) and the four floats (TF, FF, Int.F, IF) for each activity. Identify the critical path.

Activity Duration Predecessor

A 3 -
B 2 A
C 5 A
D 3 -
E 4 B, C
F 5 D
G 6 E, D
H 3 G
3. Construct a Precedence Diagram. On the diagram compute the four schedule dates (ES, EF, LS,
LF) and the four floats (TF, FF, Int.F, IF) for each activity. Identify the critical path.

Activity Duration Predecessor

A 7 -
B 9 A
C 2 A
D 3 B
E 5 C
F 4 D
G 8 B, E
H 6 F, G
4. Construct a Precedence Diagram. On the diagram compute the four schedule dates (ES, EF, LS,
LF) and the four floats (TF, FF, Int.F, IF) for each activity. Identify the critical path.

Activity Duration Predecessor

A 3 -
B 2 A
C 5 A
D 3 -
E 4 B, C
F 5 D
G 6 E, D
H 3 F, G
5. Construct a Precedence Diagram. On the diagram compute the four schedule dates (ES, EF, LS,
LF) and the four floats (TF, FF, Int.F, IF) for each activity. Identify the critical path.

Activity Duration Predecessor

A 3 -
B 2 -
C 4 A
D 5 A
E 3 B
F 6 E
G 4 E
H 5 C, D, F
I 7 H, G
J 2 H
K 5 I, J
6. Construct a Precedence Diagram. On the diagram compute the four schedule dates (ES, EF, LS,
LF) and the four floats (TF, FF, Int.F, IF) for each activity. Identify the critical path.

Activity Duration Predecessor Successor

A 3 - C
B 3 - D, E
C 2 A F, H
D 4 B G, I
E 5 B J
F 4 C G, I
G 2 D, F J
H 5 C K
I 3 D, F K
J 3 E, G -
K 4 H, I -
7. Construct a Precedence Diagram. On the diagram compute the four schedule dates (ES, EF, LS,
LF) and the four floats (TF, FF, Int.F, IF) for each activity. Identify the critical path.

Activity Duration Predecessor

A 5 -
B 4 A
C 9 A
D 15 A
E 1 B, C
F 4 C, D
G 9 D
H 9 D
I 9 E, F
J 6 F
K 5 F, G
L 10 H
M 5 I, J
N 10 K, L, M
8. Construct a Precedence Diagram. On the diagram compute the four schedule
dates (ES, EF, LS, LF) and the four floats (TF, FF, Int.F, IF) for each activity.
Identify the critical path.
Activity Duration Predecessor
A 3 -
B 2 -
C 4 A
D 5 A
E 3 B
F 6 E
G 4 E
H 5 C, D, F
I 7 H, G
J 2 H
K 5 I, J
9. Construct a Precedence Diagram. On the diagram compute the four schedule
dates (ES, EF, LS, LF) and the four floats (TF, FF, Int.F, IF) for each activity.
Identify the critical path.
Activity Duration Predecessor Successor
A 3 - C
B 3 - D, E
C 2 A F, G H
D 4 B G, H, I
E 5 B H, J
F 4 C G, I, J
G 2 C, D, F J
H 5 E, C K
I 3 D, F K
J 3 E, G -
K 4 H, I -
10. Construct a Precedence Diagram. On the diagram compute the four schedule
dates (ES, EF, LS, LF) and the four floats (TF, FF, Int.F, IF) for each activity.
Identify the critical path.
Activity Duration Predecessor
A 5 -
B 4 A
C 9 A
D 15 A
E 1 B, C
F 4 C, D
G 9 D
H 9 D
I 9 E, F
J 6 F
K 5 F, G
L 10 H
M 5 I, J
N 10 K, L, M
11. Draw “A - O - N” diagram (Precedence diagram) from the following activity
relationships. Compute ES, EF, LS, LF, TF, FF, Int.F and IF for the following
activities and project completion time. Also mark the critical path in the network
diagram.
Activity Duration (Days) Predecessor Successor
A 4 - B, C. D
B 5 A E
C 7 A F, G
D 5 A G
E 6 B H
F 8 C H, I
G 10 C, D J
H 9 E, F K
I 6 F L
J 8 G L, M, N
K 8 H O
L 10 I, J O
M 4 J P
N 8 J P
O 9 K, L Q
P 6 M, N Q
Q 7 O, P -
12. Draw “A - O - N” diagram (Precedence diagram) from the following activity relationships: Compute ES, EF, LS, LF, TF, FF, Int.F and IF for the following activities and project completion time. Also mark the critical path in the network diagram.

Activity A B C D E F G H I J K

Duration 3 4 5 6 7 8 7 8 6 4 2

Predecessor - A A B C C D,E E,F F G,H I,J

Successor B,C D E,F G G,H H,I J J K K -

 13. Draw “A - O - N” diagram (Precedence diagram) from the following activity relationships:Compute ES, EF, LS, LF, TF, FF, Int.F and IF for the following activities and project completion time. Also
mark the critical path in the network diagram.

Activity A B C D E F G H I J K L

Duration 10 11 12 13 6 8 4 7 9 4 6 3

Predecessor - A A A B,C C D E,F F,G H,I I J,K

Successor B,C,D E E,F G H H,I I J J,K L L -

14. Draw “A - O - N” diagram (Precedence diagram) from the following activity relationships:Compute ES, EF, LS, LF, TF, FF, Int.F and IF for the following activities and project
completion time. Also mark the critical path in the network diagram.

Activity A B C D E F G H I J K L

Duration 5 7 6 4 5 8 9 4 7 8 9 4

Predecessor - A A B B B,C D,E E F G I,H I, J,K

Successor B,C D,E,F F G G,H I J k K,L L L -

15. Draw “A - O - N” diagram (Precedence diagram) from the following activity relationships: Compute ES, EF, LS, LF, TF, FF, Int.F and IF for the following activities and
project completion time. Also mark the critical path in the network diagram.

Activity A B C D E F G H I J K L M

Duration 7 6 5 4 8 9 7 5 7 6 3 5 4

Predecessor - A A B,C D D D E,F F G H I,J K,L

Successor B,C D D E,F,G H H,I J k L L M M -

 16. Draw “A - O - N” diagram (Precedence diagram) from the following activity relationships: Compute ES, EF, LS, LF, TF, FF, Int.F and IF for the following activities and project completion
.
time. Also mark the critical path in the network diagram

Activity A B C D E F G H I J K L M

Duration 5 8 7 6 4 9 10 11 13 12 14 15 10

Predecessor - A A A A B B D,E C,F,G H I I,J K,L

Successor B,C,D,E F,G I H H I I J K,L L M M -

 17. Draw “A - O - N” diagram (Precedence diagram) from the following activity relationships: Compute ES, EF, LS, LF, TF, FF, Int.F and IF for the following activities and
project completion time. Also mark the critical path in the network diagram.

Activity A B C D E F G H I J K L M

Duration 10 12 16 14 13 15 9 7 15 8 14 12 9

Predecessor - A A A B C,D D E,F G H F,I I J,K,L

Successor B,C,D E F F,G H H,K I J K,L M M M -