EFFECTIVE PROJECT

SCHEDULING
MANAGEMENT USING
PDM
DELIVERED BY:
ENGR. HADJI PEEJAY ARANDA
ABOUT THE
SPEAKER
ABOUT THE SPEAKER
●
Licensed Civil Engineer (May 2003)
●
Licensed Master Plumber (Feb 2012)
●
Licensed Environmental Planner (Jun 2018)
●
BS Civil Engineering – Water Resources
DLSU – Manila (Dec 2002)
●
MS Civil Engineering – Water Resources
DLSU – Manila (Academic Units Completed 2014)
●
MS Environmental Science
UE – Manila (2018-Present)
3
ABOUT THE SPEAKER
●
Academic Affiliations:
– TIP - QC (2007-2010)
– UE – Manila (2012 – 2013)
– Adamson University (2012 – 2013)
– UE – Caloocan (2013 – 2023)
●
Principal
HPARANDA Engineering Services
(2003 - Present)

4
INTRODUCTION
INTRODUCTION
●
Project management is an
important aspect for many
professions.
●
This is true not only in the
construction sector but also
in many other activities
where a group of people or
even sub group needs to be
coordinated for greater
efficiency.

6
WHAT IS PROJECT
MANAGEMENT
●
Project management refers to the discipline of
planning, organizing, executing, controlling, and
closing projects to achieve specific goals and meet
predefined success criteria.
●
It involves a structured and systematic approach to
efficiently use resources, manage risks, and
coordinate activities in order to deliver desired
outcomes within the constraints of time, budget, and
scope.

7
IMPORTANCE OF PROJECT
MANAGEMENT
●
Project management plays a crucial role in various
industries and sectors due to its significant benefits
and contributions:
– Goal Achievement
– Resource Optimization
– Risk Management
– Clear Communication
– Time Management
– Quality Assurance

8
IMPORTANCE OF PROJECT
MANAGEMENT
●
Project management plays a crucial role in various
industries and sectors due to its significant benefits
and contributions:
– Scope Control
– Stakeholder Satisfaction
– Innovation and Adaptability
– Measurable Outcomes
– Professionalism and Accountability
– Documentation and Learning

9
IMPORTANCE OF PROJECT
MANAGEMENT
●
In essence, project
management enhances
an organization's ability to
execute projects
successfully, delivering
value to stakeholders,
and adapting to changing
circumstances.

10
WHAT IS PDM?
●
Precedence Diagramming Method or PDM is another
type of project management technique that is applied
in
– Planning
– Scheduling
– Control/Monitoring
Aspect of project management.

11
ORIGIN OF PRECEDENCE
DIAGRAMMING METHOD
●
The Precedence (PDM) methodology was published
by Dr. John Fondahl in 1961 as a ‘non-computer’
alternative to CPM.
●
The network notation was derived from business flow
charts developed and publicized by Frank and Lillian
Gilbreth
●
Despite the “non-computer” emphasis in Dr Fondahl’s
research, his ‘friends’ in the Texan firm, H.B. Zachry
Co. of San Antonio started work in 1962 to implement
the system as an IBM Mainframe computer tool.

12
LEGAL ASPECT OF
PRECEDENCE
DIAGRAMMING
METHOD
LEGAL ASPECTS OF PDM
●
The adoption of PDM in its literal sense is based on
DPWH DO 133 s.2015
●
Previously, the method for project scheduling
technique that was in use is PERT/CPM
●
As of July 2023, it was still in written in the
implementing rules and regulations (IRR) of RA 9184.

14
ROLE OF PRECEDENCE
DIAGRAMMING
METHOD IN PROJECT
MANAGEMENT
ROLE OF PDM
●
Just like PERT/CPM, the role of precedence diagram
method is to effectively schedule the different project
activities that will lead to a more efficient project
delivery.
●
It is done by providing a structured approach to
planning, scheduling and managing projects.
●
Project management is an intricate process that
demands precision, coordination, and foresight to
ensure successful project outcomes.

16
ROLE OF PDM
●
Accurate Task Sequencing and Dependencies:
By graphically depicting task dependencies, PDM
equips project managers with a blueprint for
streamlined execution.
●
Critical Path Analysis and Time Management:
The identification of the critical path is a cornerstone of
effective project management.
The determination of Critical Path allows project
managers to allocate resources, set realistic
milestones, and maintain a vigilant focus on activities
that directly influence project completion.
17
ROLE OF PDM
●
Resource Allocation and Optimization:
The graphical representation using PDM enables
project managers to discern concurrent and
dependent tasks, facilitating optimal resource
allocation.
By understanding which tasks can be executed in
parallel, resource bottlenecks can be minimized,
fostering efficient resource utilization.

18
ROLE OF PDM
●
Risk Mitigation and Management:
PDM has a role in risk management.
By pinpointing tasks with limited slack time, project
managers can proactively address potential risks that
might disrupt project timelines.
This early identification enables the formulation of
contingency plans and risk-mitigation strategies.

19
ROLE OF PDM
●
Change Impact Assessment:
Project management is dynamic and therefore,
changes are inevitable.
●
PDM proves instrumental in assessing the impact of
changes on the project schedule.
●
By instantaneously visualizing the adjustments
required and their potential repercussions, project
managers can make informed decisions regarding
change implementation.

20
ROLE OF PDM
●
Decision-Making and Communication:
PDM strengthens decision-making by offering a
holistic view of the project's intricacies.
●
Project managers can assess trade-offs, make
informed choices, and prioritize tasks based on
their impact on the critical path.
●
Additionally, the graphical representation of PDM
simplifies stakeholder communication, bridging the
understanding gap and enhancing collaboration.

21
ROLE OF PDM
●
Resource Leveling and Efficiency:
PDM assists in achieving resource equilibrium.
It illuminates where resource conflicts could arise,
guiding project managers to adjust task sequences
and resource allocation to maintain a harmonious
distribution of resources.
Note:
Only Manpower and equipment can be leveled

22
PROJECT SCHEDULING
IMPORTANCE OF SCHEDULING
●
Managers often cite delivering projects on time as one
of their biggest challenges
●
Schedule issues are the main reason for conflicts on
projects, especially during the second half of projects

24
PURPOSE OF CONSTRUCTION
SCHEDULING
●
A management tool in determining the proposed
contract duration for an Infrastructure Projects.
●
A management tool in the monitoring and control of
the progress of activities of the project during its
implementation to ensure completion on time
●
A management reference in the evaluation of any
future claims of the contractor that may arise during its
implementation, etc.
●
A management reference in the computation of
Liquidated Damages to be imposed for delayed
project, issuance of contract termination, etc.
25
PURPOSE OF CONSTRUCTION
SCHEDULING
●
A management tool in determining the proposed
contract duration for an Infrastructure Projects.
●
A management tool in the monitoring and control of
the progress of activities of the project during its
implementation to ensure completion on time
●
A management reference in the evaluation of any
future claims of the contractor that may arise during its
implementation, etc.
●
A management reference in the computation of
Liquidated Damages to be imposed for delayed
project, issuance of contract termination, etc.
26
PROJECT TIME
MANAGEMENT
PROJECT TIME MANAGEMENT
●
Project time management can be looked at in two
ways:
– Planning activity duration
– Monitoring the actual delivery time and ensuring that an
activity is completed on time
●
Time is the most valuable resource in a project and
wasting it can be fatal to the success of the project
●
When it comes to project time management, it is not
just the time of the project manager, but it is the time
management of the project team.

28
PROJECT TIME MANAGEMENT
●
Scheduling is the easiest way of managing project
time.
●
In this approach, the activities of the project are
estimated and the duration are determined based on
the resource utilization for each activity.
●
Cost will always plays a vital role in time
management, the availability of funds for resources
allocation will have a great influence in the duration of
activity.
●
Another factor that will affect time management will be
the reliability of equipment to be used or allocated.
29
PROJECT TIME MANAGEMENT
PROCESS
●
The following are the main steps in the project time
management process.
●
Each addresses a distinct area of time management in
a project.
– Defining Activities
– Sequencing Activities
– Resource Estimating for Activities
– Duration and Effort Estimation
– Development of the Schedule
– Schedule Control
30
PROJECT TIME MANAGEMENT
PROCESS
●
Defining Activities:
An activity or task is an element of work normally
found on the work breakdown structure (WBS) that
has an expected duration, a cost, and resource
requirements
An activity list is a tabulation of activities to be included
on a project schedule that includes Activity attributes
A milestone is a significant event that normally has no
duration Examples include obtaining customer sign-off
on key documents or completion of specific products

31
PROJECT TIME MANAGEMENT
PROCESS
●
Sequencing Activities:
Involves reviewing activities and determining
dependencies
A dependency or relationship is the sequencing of
project activities or tasks
The determination of dependency relationship is
important in order to use critical path analysis

32
PROJECT TIME MANAGEMENT
PROCESS
●
Resource Estimating:
The estimation of amount and the types of resources
required for activities is done in this step.
Depending on the number of resources allocated for
an activity, its duration varies.
A resource breakdown structure is a hierarchical
structure that identifies the project’s resources by
category and type

33
PROJECT TIME MANAGEMENT
PROCESS
●
Resource Estimating:
In resource estimating the following important issues
in estimating Resources will be considered
– How difficult will it be to do specific activities on this project?
– What is the organization’s history in doing similar activities?
– Are the required resources available?

34
PROJECT TIME MANAGEMENT
PROCESS
●
Development of the Schedule:
In order to create an accurate schedule, some
parameters from the previous steps are required.
– Activity sequence
– Duration of each activity and the requirements/allocation for
each activity resource
●
This step is time consuming. In order to simplify this
step, software packages, such as Microsoft Project,
Primavera and ProjectLibre can be of use develop
reliable and accurate project schedule.

35
PROJECT TIME MANAGEMENT
PROCESS
●
Schedule Control:
The following are suggested in order to ensure that the
schedule that were developed are successful:
– Perform reality checks on schedules
– Allow for contingencies
– Don’t plan for everyone to work at 100% capacity all the
time.
– Hold progress meetings with stakeholders and be clear and
honest in communicating schedule issues

36
 THE PDM NETWORK
DIAGRAM AND ITS
ACTIVITY DEPENDENCY
RELATIONSHIPS
THE PDM NETWORK DIAGRAM
●
Precedence Diagramming Method shows activity
relationships. Hence, it is an important
communication tool for stakeholders.
●
The elements of a PDM network diagram consists of
– Nodes
– Arrows
●
The arrows shows the connectivity of each nodes
depending on their relationship
●
The node stands for the activity and it contains
information such as:
38
THE PDM NETWORK DIAGRAM

39
ATTRIBUTES OF DEPENDENCIES
IN PDM
●
There are four dependencies that are recognized in
PDM that shows the relationship between activities:
– Mandatory Dependency
– Discretionary Dependency
– External Dependency
– Internal Dependency

40
ATTRIBUTES OF DEPENDENCIES
IN PDM
●
Mandatory dependency:
This is also known as hard logic which means it
cannot be avoided.
Starting the next activity will depend on it.
Example:
No excavation can be done without layout and staking

41
ATTRIBUTES OF DEPENDENCIES
IN PDM
●
Discretionary Dependency:
This is also known as preferential or soft logic, it plays
a role in optimizing resources.
Example:
The walls in a house can be constructed in any sequence.
However, if constructing them in a certain sequence is beneficial
for movement of people and shielding materials and equipment
from the elements then it should be built in that order.

42
ATTRIBUTES OF DEPENDENCIES
IN PDM
●
External Dependency:
This is a dependency in which the project
management team has no control of
Example:
A project cannot commence without the issuance of the
Environmental Compliance Certificate

43
ATTRIBUTES OF DEPENDENCIES
IN PDM
●
Internal Dependency:
Internal Dependency are within the control of your
project or organization.
Example:
You cannot get a resource until it is free from another project.

44
ATTRIBUTES OF DEPENDENCIES
IN PDM
●
While there are four attributes of Project
Dependencies, only 2 are applicable at the same time.
A dependency between 2 activities could be any one
of the following:
– Mandatory-External
– Discretionary-External
– Mandatory-Internal
– Discretionary-Internal
●
Two activities cannot have Mandatory and
discretionary at the same time. Similarly External and
Internal cannot happen at the same time.
45
ACTIVITY RELATIONSHIPS IN
PDM
●
Compare to PERT/CPM, in which the activity
relationship is limited to one, there are four such these
in PDM.
●
The activity relationship in PDM are enumerated as
follows:
– Finish to Start
– Start to Start
– Finish to Finish
– Start to Finish

46
ACTIVITY RELATIONSHIPS IN
PDM
●
Finish to Start (FS):
In this activity relationship, the next activity cannot
start until the first is complete.
This is the most common relationship in PDM
Example:
To paint a wall you first you have to construct it. In this case, the
first activity is building the wall and the second activity is
painting. You cannot start painting the wall until the wall is ready

47
ACTIVITY RELATIONSHIPS IN
PDM
●
Finish to Finish (FF):
Here, you cannot complete the next activity until the
first is finished. In simple terms, both activities should
be finished simultaneously.
Example:
The rebar installation and the formwork fabrication should be
completed simultaneously in order to ensure that the formwork
installation can proceed

48
ACTIVITY RELATIONSHIPS IN
PDM
●
Start to Start (SS):
The next activity cannot be started until the first starts.
Both activities should start simultaneously.
Example:
Suppose you have to apply a coating on a wall, but the wall
must be cleaned in order to apply it. Therefore, one team will
clean the wall and second team will coat it. Both activities can
start simultaneously.

49
ACTIVITY RELATIONSHIPS IN
PDM
●
Start to Finish (SF):
The next activity cannot be completed until the
preceding one starts.
This is often seen in large projects
Example:
In a leased industrial site, a new building is going to be
constructed while at the same time an existing building is
planned to undergo major renovation.
If the industrial site has to start functioning, the renovation can
only begin once the new building is available for use.

50
NETWORKING PRINCIPLES
●
Principle No. 1:
Everything in the Network Diagram must have a
meaning.
●
Principle No. 2:
That an activity has a single definite starting point and
a single definite ending point.

51
NETWORKING PRINCIPLES
●
Principle No. 3:
The Network (AON Diagram) does not describe time
relationships but rather dependency relationships.
●
Principle No. 4:
●
That the network (AON Diagram) is hardly ever done
by a single person.

52
 CRITICAL PATH
ANALYSIS AND
PROJECT DURATION
CRITICAL PATH ANALYSIS
●
Recall that project management is all about planning,
executing, and controlling projects to achieve specific
goals within constraints like time, cost, scope, and
quality.
●
In order to achieve these goals, a realistic project
duration must be obtained with the constraints
factored in.
●
Critical Path Analysis (CPA) is a fundamental tool
within project management used to schedule, manage,
and control project activities.

54
CRITICAL PATH ANALYSIS
●
Critical Path:
The critical path is the longest sequence of dependent
tasks in a project that determines the project's
minimum duration. In other words, it's the path through
the project network that, if delayed, will delay the
project's overall completion.
●
Critical Tasks:
Tasks on the critical path are called "critical tasks."
They have zero float or slack time, meaning any delay
in these tasks will cause a delay in the project's
completion.
55
IMPORTANCE AND SIGNIFICANCE OF
DOING CRITICAL PATH ANALYSIS
●
Project Schedule Management:
Critical Path Analysis is crucial for creating a realistic
project schedule.
It helps in determining the earliest start and finish
times for each task, ensuring that the project can be
completed within the specified time frame.

56
IMPORTANCE AND SIGNIFICANCE OF
DOING CRITICAL PATH ANALYSIS
●
Resource Allocation:
By identifying the critical path, project managers can
allocate resources more effectively.
The Project Managers can focus resources on critical
tasks to prevent delays and optimize resource usage.
●
Risk Management:
Critical Path Analysis aids in risk management by
highlighting tasks that, if delayed, could impact the
project's timeline. Project managers can then develop
contingency plans for these critical tasks.

57
IMPORTANCE AND SIGNIFICANCE OF
DOING CRITICAL PATH ANALYSIS
●
Project Monitoring and Control:
During project execution, tracking the critical path
allows project managers to stay on top of progress.
Any delays or issues on the critical path are
immediately visible, enabling timely corrective actions.

58
IMPORTANCE AND SIGNIFICANCE OF
DOING CRITICAL PATH ANALYSIS
●
Communication:
The critical path provides a clear visual representation
of the project's most time-sensitive tasks.
It simplifies communication with stakeholders, allowing
them to understand which tasks are driving the
project's timeline.

59
IMPORTANCE AND SIGNIFICANCE OF
DOING CRITICAL PATH ANALYSIS
●
Resource Leveling:
Critical Path Analysis helps in resource leveling,
ensuring that resources are distributed efficiently
across tasks. This prevents resource bottlenecks on
the critical path.
●
Project Deadline Management:
For projects with fixed deadlines, knowing the critical
path is essential. It allows project managers to
prioritize and allocate resources strategically to meet
the deadline.

60
DETERMINATION OF THE
CRITICAL PATH
●
There are two common methods for calculating the
critical path: the forward pass and the backward pass.
– Forward Pass:
Start at the project's beginning and add up the
durations of tasks along all possible paths. The
longest path(s) is the critical path.
– Backward Pass:
Start at the project's end date and subtract the
durations of tasks along all possible paths. The
longest path(s) is the critical path.

61
DETERMINATION OF THE
CRITICAL PATH
●
The schedule of the project time estimates includes
the following:
– Total time for completion.
– ES - Earliest start time:
the earliest time at which the activity can start given
that its precedent activities must be completed first.
– EF - Earliest finish time:
equals to the earliest start time for the activity plus
the time required to complete the activity.

62
DETERMINATION OF THE
CRITICAL PATH
●
The schedule of the project time estimates includes
the following:
– LF - Latest finish time:
the latest time in which the activity can be
completed without delaying the project.
– LS - Latest start time:
equal to the latest finish time minus the time
required to complete the activity.

63
DETERMINATION OF THE
CRITICAL PATH
●
SLACK TIME:
Slack time for an activity is the difference between its
earliest and latest start time or between the earliest
and latest finish time.

64
EXAMPLE 1
●
Develop the network diagram for the warehouse
project below.

65
EXAMPLE 1

66
EXAMPLE 1
●
There are several ways to answer this problem and
the resulting network diagram can be in the form:
– Activity on Arrow
– Activity on Node.
●
In precedence diagramming method, the network
diagram is shown via the activity on Node.
●
The use of project management software will simplify
what was once a tedious task.
●
Using the ProjectLibre Software the result will be as
follows:
67
EXAMPLE 2:
An existing gravel road is to be converted into a
concrete road.
The schematic is given below as:

68
EXAMPLE 2:
The quantity calculation is given as follows:

69
EXAMPLE 2:

70
EXAMPLE 2:

71
EXAMPLE 2:
The network diagram via PERT/CPM will be given
here as follows:

72
EXAMPLE 2:
The network diagram via ACTIVITY ON NODE will be
given here as follows:

73
THANK
YOU