Chapter4 Dcc5183 Lecturer

CHAPTER 4: PLANNING AND SCHEDULING 1
CHAPTER 4
PLANNING AND SCHEDULING
If a builder has built a house for a man

and his work is not strong, and if the
house he has built falls in and kills the
householder, that builder shall be slain.
King Hammurabi of Babylon 18th Century B.C.
4.1 KNOW THE CONCEPT OF PLANNING AND SCHEDULING
Project planning is an important part of the “deciding” aspect of the project team’s job-thinking
about the project’s future in relationship to its present in such a way that organizational
resources can be allocated in a manner which best suits the project’s purposes. More explicitly,
project planning is the process of thinking through and making explicit the project’s objectives,
goals and strategies necessary to bring the project through its life cycle to a successful
termination when the project’s product or services takes its rightful place in the execution of
project owner strategies.
DCC5183 Project Management & Practices (afieda azraen)

4.1.1 Draw and Demonstrate the Usage of the Gantt Chart
A Gantt chart is a type of bar chart that illustrates a project schedule.

After the PERT (Program Evaluation and Review Technique) /CPM analysis is
completed, the following phase is to construct the Gantt chart and then to re-
allocate resources and re-schedule if necessary.
GANTT charts have become a common technique for representing the phases
and activities of a project work breakdown structure.
It was introduced by Henry Gantt around 1910 – 1915.
Table 4.1: Bar Chart for Concrete Gravity- Arch Dam

Table 4.2: Illustration Gantt chart by Using Microsoft Project
Example 1:

Answer 1:
EXERCISE 1
Bar Chart:
A project consists of 7 activities that should be done in a period of time. Try to create a bar chart to
ease the project planning and scheduling:
Activity A: 1 week, starting from 1 Sept 2012
Activity B: 2 week, starting from 4 Sept 2012
Activity C: 3 week, starting from 8 Sept 2012
Activity D: 1 week, starting from 18 Sept 2012
Activity E: 2 week, starting from 25 Sept 2012
Activity F: 2 week, starting from 20 Sept 2012
Activity G: 1 week, starting from 27 Sept 2012

4.1.2 Describe the Characteristics of the Gantt Chart
The bar in each row identifies the corresponding task

The horizontal position of the bar identifies start and end times of the task
Bar length represents the duration of the task
Task durations can be compared easily
Good for allocating resources and re-scheduling
Precedence relationships can be represented using arrows
Critical activities are usually highlighted
Slack times are represented using bars with dotted lines
The bar of each activity begins at the activity earliest start time (ES)
The bar of each activity ends at the activity latest finish time (LF)

4.2 UNDERSTAND CRITICAL PATH METHOD (CPM) FOR PLANNING AND SCHEDULING
4.2.1 Describe the principle of CPM
Advantages and disadvantages CPM
ADVANTAGES  Networks can much more concisely

represent large numbers of activities
 The logical interrelationships and

dependencies among activities is really
DISADVANTAGES shown
 Much more useful for forecasting and

control
 It identify the most critical elements in

the project schedule
 A little bit  Easy to adjust if any delay is happen in

difficult to the project
understand the
network system
 Arrow Diagram Method (ADM)

TYPES OF CPM
 Precedence Diagram Method
(PDM)

4.2.2 Understand the Term Used in CPM (Arrow Diagram Method (ADM) & Precedence
Diagram Method (PDM)
Differences between ADM and PDM method
ES A EF
1 2
LS LF


4.2.3 Relate the Relationship Between all the Item and Calculate the Period of Time and
Critical Path
4.2.3.1 Arrow Diagram Method (ADM)
Table 4.3: Estimating Project Duration Using Arrow Diagram Method (ADM)

Example 2:
1. Estimate the total project duration
2. Calculate the total float for each activity in the project
3. Draw the bar chart according to your calculation
4. Critical Path Activity
Answer 2:
Total project duration = 12 weeks
Critical Path: A-B-D-F-H


Example 3:

Answer 3:
C
3
Total Project Duration = 10 weeks, Critical Path: C-F-I-L
Activity Duration ES LS EF LF TF
A 2 0 0 2 4 2
B 1 0 0 1 2 1
C 3 0 0 3 3 0
D 1 2 4 3 5 2
E 3 1 2 4 5 1
F 2 3 3 5 5 0
G 4 3 5 7 9 2
H 1 4 5 5 8 3
I 2 5 5 7 7 0
J 1 7 9 10 10 2
K 2 5 8 10 10 3
L 3 7 7 10 10 0

EXERCISE 2
Activity Event Duration(week)

A 1-2 3
B 1-3 8
C 2-4 5
D 2-5 6
E 3-5 2
F 4-6 4
G 5-6 3

4.2.3.2 Precedence Diagram Method (PDM)
Calculation for F-S and S-S relationship.
Table 4.4: Estimating Project Duration Using Precedence Calculation for F-S and S-S Relationship
Example 4:

Answer 4:
Total project duration: 6 weeks
Activity Duration ES LS EF LF TF
A 2 0 0 2 2 0
B 2 2 2 4 4 0
C 1 5 5 6 6 0
D 1 1 3 2 4 2
E 1 2 4 3 5 2

Example 5:
Activity Duration (Week) Successor

A 5 C,D
B 7 D
C 3 E
D 5 E
E 2
Answer 5:
0 5 5 5 3 8
A C
2 2 7 9 4 12
12 2 14
E
12 0 14
0 7 7 7 5 12
B D
0 0 7 7 0 12
Total project duration: 14 weeks , Critical Path: B-D-E

Activity Duration ES EF LS LF TF
A 5 0 5 2 7 2
B 7 0 7 0 7 0
C 3 5 8 9 12 4
D 5 7 12 7 12 0
E 2 12 14 12 14 0
Activity \Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14
A
B
C
D
E
If question in Predecessor:
Activity Duration Predecessor
A 5
B 7
C 3 A
D 5 A,B
E 2 C,D

EXERCISE 3
Activity predeccessor Duration(week)

A START 2
B A 6
C B 6
D B 1
E A 3
F D,E 3
G C,F 2
By using PDM, calculate the activity above:
1. Calculate the ES,EF,LS,LF and TF for each activity
2. Find the critical path for the activity

EXERCISE 4
No. Activity Duration Successor Relationship

A-B (F-S)
1 A 3 B,D
A-D (F-S)
B-C (F-F)
2 B 2 C,F
B-F (S-S)
3 C 2
4 D 2 E D-E (F-S)
5 E 7 C E-C(F-F)
6 F 4 C F-C(F-S)
By using PDM, calculate the activity above:

4.3 APPLY THE S-CURVE IN CONSTRUCTION PLANNING
The first time most project managers become aware of the existence of S-curves is when they
are requested by the client or senior management to include one in their next progress report.
The following explains what the mysterious S-curve is, why it is an important project
management tool, and how to generate one.
An S-curve is defined as a display of cumulative costs, labor hours or other quantities plotted
against time. The name derives from the S-like shape of the curve, flatter at the beginning and
end and steeper in the middle, which is typical of most projects. The beginning represents a
slow, deliberate but accelerating start, while the end represents a deceleration as the work
runs out
Types of S-curves:
There are a variety of S-curves that are applicable to project management applications,
including:
 Man Hours versus Time S-curve

 Costs versus Time S-curve
 Baseline S-curve
 Actual S-curve
 Target S-curve
 Value and Percentage S-curves

4.3.1 Prepare the S – Curve to Control the Progress Work in Aspect of Time and Cost
Example 6:
Activity Event Duration(Month)

A 1-2 2
B 1-3 4
C 2-4 3
D 2-5 6
E 3-6 7
F 4-7 7
G 5-7 4
H 6-7 5
I 7-8 2
By using ADM, calculate the activity above:
1. Prepare the network analysis diagram by using arrow activity
5. Draw the bar chart according to your calculation and create the S-Curve for
the planning work

Answer 6:
2 C 5
2 4
A F
6 3 9
0 2 7
D
1
0 6 I
B G 16 18
8 7 8
4 5 16 2 18
2 12 4 2
4
21 2
3
4 H
E
5
7 2
11
6
11
21
Total project duration: 18 months , Critical Path: B-E-H-I
Total Float:
Activity Event Duration ES EF LS LF Total Float

A 1-2 2 0 2 0 6 4
B 1-3 4 0 4 0 4 0
C 2-4 3 2 5 6 9 4
D 2-5 6 2 8 6 12 4
E 3-6 7 4 11 4 11 0
F 4-7 7 5 16 9 16 4
G 5-7 4 8 16 12 16 4
H 6-7 5 11 16 11 16 0
I 7-8 2 16 18 16 18 0

Bar Chart and S-Curve :
100
Month
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Activity 90
A 80
B 70
C 60
D 50
E 40
F 30
G 20
H 10
I 0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Month
2 2 3 3 3 3 3 3 3 3 3 3 1 1 1 1 1 1
No of Actual Month
2 4 7 10 13 16 19 22 25 28 31 34 35 36 37 38 39 40
Cumulative
5 10 17.5 25 32.5 40 47.5 55 62.5 70 77.5 85 87.5 90 92.5 95 97.5 100

% of Progress Work

Example 7:
Activity Event Duration(week) Estimate Cost (RM)

20000
A 1-2 2
30000
B 1-3 6
20000
C 2-4 4
50000
D 2-5 5
30000
E 3-5 3
10000
F 4-6 2
15000
G 5-6 3
1. Prepare a diagram of network analysis by using the Arrow Diagram Method
2. State the sequences of activity in the critical path for the network
3. List down the Early Start, Early Finish, and Late Start, Late Finish and Total Float
or each activity involved.
4. Prepare a bar chart based on the result obtained from the network analysis.

Answer 7:
2 C 6
2 4
A F
4 4 10
0 2 2
D
1
0 B 5
G 12
9 6
6 5 12
2
E 9 3
6
2
3
3
6
Total project duration: 12 weeks , Critical Path: B-E-G or 1-3-5-6
Total float:
Activity Event Duration ES EF LS LF Total Float
A 1-2 2 0 2 0 4 2
B 1-3 6 0 6 0 6 0
C 2-4 4 2 6 4 10 4
D 2-5 5 2 9 4 9 2
E 3-5 3 6 9 6 9 0
F 4-6 2 6 12 10 12 4
G 5-6 3 9 12 9 12 0

Bar Chart:
Period (week)
Activity Event Duration
1 2 3 4 5 6 7 8 9 10 11 12
10000 10000
A 1-2 2
100
5000 5000 5000 5000 5000 5000
B 1-3 6
80
5000 5000 5000 5000
C 2-4 4
60
10000 10000 10000 10000 10000
D 2-5 5
40
10000 10000 10000
E 3-5 3
20
F 4-6 2 5000 5000

10
5000 5000
G 5-6 3 5000
0
Total 15000 15000 20000 20000 20000 20000 25000 15000 10000 5000 5000 5000
Cumulative 15000 30000 50000 70000 90000 110000 135000 150000 160000 165000 170000 175000
% of Cumulative 8.6 17.1 28.6 40 51.4 62.9 77.1 85.7 91.4 94.3 97.1 100

4.4 ANALYSE THE ADVANTAGES AND DISADVANTAGES OF DIFFERENT METHOD FOR PLANNING
AND SCHEDULING (GANTT CHART AND CPM)
4.4.1 Identify the Advantages and Disadvantages of Gantt chart
ADVANTAGES DISADVANTAGES
 Simple graphical  Very cumbersome as the number of

line activities, or bars increases
 Easy for general comprehension
 Logical interconnections and
 Wide spread used in industry constraints of the various activities is
not expressed
 Mostly used in small project
 Difficult to use it for forecasting the
 Fairly broad planning and scheduling
effects that changes in a particular
tools, so they require less revision and
activity will have on the overall
updating than more sophisticated
schedule
systems

4.4.2 Identify the Advantages and Disadvantages of CPM
ADVANTAGES DISADVANTAGES
 Logical relationships and inter-

relationships between activities can be
shown  A little difficult to understand
networking
 Easily modified if there have a change
of work  Action forecasts or expectations for
the future based on prior knowledge
 Able to determine the most critical of a matter (no accuracy).
element in the project schedule
 Production network / network is not
 Very useful can predict and control an easy job and sometimes very
project activities difficult and less practical.
 Networking with a lot of activities that  Due to the 'uncertainties, material

can be shown with a compact and delivery delays, shortage of labor,
simple regular reviews should be done.

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CHAPTER 4: PLANNING AND SCHEDULING 1

PLANNING AND SCHEDULING

If a builder has built a house for a man

King Hammurabi of Babylon 18th Century B.C.

4.1 KNOW THE CONCEPT OF PLANNING AND SCHEDULING

DCC5183 Project Management & Practices (afieda azraen)

4.1.1 Draw and Demonstrate the Usage of the Gantt Chart

A Gantt chart is a type of bar chart that illustrates a project schedule.

Table 4.1: Bar Chart for Concrete Gravity- Arch Dam

DCC5183 Project Management & Practices (afieda azraen)

Table 4.2: Illustration Gantt chart by Using Microsoft Project

DCC5183 Project Management & Practices (afieda azraen)

Activity A: 1 week, starting from 1 Sept 2012

Activity B: 2 week, starting from 4 Sept 2012

Activity C: 3 week, starting from 8 Sept 2012

Activity D: 1 week, starting from 18 Sept 2012

Activity E: 2 week, starting from 25 Sept 2012

Activity F: 2 week, starting from 20 Sept 2012

Activity G: 1 week, starting from 27 Sept 2012

DCC5183 Project Management & Practices (afieda azraen)

4.1.2 Describe the Characteristics of the Gantt Chart

The bar in each row identifies the corresponding task

DCC5183 Project Management & Practices (afieda azraen)

4.2.1 Describe the principle of CPM

Advantages and disadvantages CPM

ADVANTAGES  Networks can much more concisely

 The logical interrelationships and

 Much more useful for forecasting and

 It identify the most critical elements in

 A little bit  Easy to adjust if any delay is happen in

 Arrow Diagram Method (ADM)

DCC5183 Project Management & Practices (afieda azraen)

DCC5183 Project Management & Practices (afieda azraen)

DCC5183 Project Management & Practices (afieda azraen)

4.2.3.1 Arrow Diagram Method (ADM)

DCC5183 Project Management & Practices (afieda azraen)

1. Estimate the total project duration

2. Calculate the total float for each activity in the project

3. Draw the bar chart according to your calculation

4. Critical Path Activity

Total project duration = 12 weeks

Critical Path: A-B-D-F-H

DCC5183 Project Management & Practices (afieda azraen)

DCC5183 Project Management & Practices (afieda azraen)

1. Estimate the total project duration

2. Calculate the total float for each activity in the project

3. Draw the bar chart according to your calculation

4. Critical Path Activity

DCC5183 Project Management & Practices (afieda azraen)

Total Project Duration = 10 weeks, Critical Path: C-F-I-L

DCC5183 Project Management & Practices (afieda azraen)

Activity Event Duration(week)

1. Estimate the total project duration

2. Calculate the total float for each activity in the project

3. Draw the bar chart according to your calculation

4. Critical Path Activity

DCC5183 Project Management & Practices (afieda azraen)

4.2.3.2 Precedence Diagram Method (PDM)

Calculation for F-S and S-S relationship.

1. Estimate the total project duration