CHAPTER 7

TIME SCALED
7-1 The Gantt Chart
7-2 Manpower Levelling
7-3 Equipment Constraint

EVENT NETWORK 7-4 Probable Time

Estimate
TIME-SCALED EVENT NETWORK
A time-scaled event network is a graphical representation used in project
management to visualize and plan the scheduling of activities over time. It's
particularly useful in complex projects where multiple activities need to be
coordinated and executed in a sequential manner.

A time-scaled schedule network diagram is essentially a diagram that is used

in project management whenever you are scheduling an activity. It’s a diagram
where the lengths of activities are drawn to scale to indicate their expected
durations.
 7-1 THE GANTT CHART
- is a popular tool for planning and
scheduling simple projects.
- serves as an aid for the manager to
schedule project activities and monitor
progress over time by comparing the
planned progress to the actual work
progress
- once completed, indicates which
activities were to occur their planned
duration, and when they were to occur.
WHAT CAN BE FOUND IN A GANTT CHART?
1. On-going activities on any date.
2. Allowable time extensions or delays
 7-2 MANPOWER LEVELLING

Manpower or workforce levelling is the

manpower redistribution on the project activities
to comply with manpower availability and a
balanced smooth manpower usage curve.
 TWO (2) MAIN REASONS FOR USING MANPOWER LEVELING:

•The availability of certain resources does not fulfill the project

requirement rate, so we have to level the rate of resource daily usage to
comply with the resource availability as the driving resource for the project
duration.

•The manpower resource curve is going up and down according to the big
variances of the resource daily usage that are not practical as we don’t hire
labor for short periods. In this way, we should level it to have a constant
daily rate as possible for manpower usage.
First Step: DRAW THE NETWORK DIAGRAM

SAMPLE TIME-SCALED NETWORK DIAGRAM

Second Step: ANALYZE THE DIAGRAM IN TSN

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Third Step: ANALYZE THE WORKFORCE PER
DAY OF ACTIVITES

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Third Step: ANALYZE THE WORKFORCE PER
DAY OF ACTIVITES

ACTIVITY A: 10 MEN
ACTIVITY B: 10 MEN
ACTIVITY C: 5 MEN
ACTIVITY E: 15 MEN

TOTAL: 40 MEN
x4DAYS
=160 MAN DAYS

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Third Step: ANALYZE THE WORKFORCE PER
DAY OF ACTIVITES

ACTIVITY A: 10 MEN
ACTIVITY C: 5 MEN
ACTIVITY D: 15 MEN
ACTIVITY E: 15 MEN

TOTAL: 45 MEN
x1 DAY
= 45 MAN DAYS

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Third Step: ANALYZE THE WORKFORCE PER
DAY OF ACTIVITES

ACTIVITY A: 10 MEN
ACTIVITY C: 5 MEN
ACTIVITY D: 15 MEN

TOTAL: 30 MEN
x2 DAYS
= 60 MAN DAYS

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Third Step: ANALYZE THE WORKFORCE PER
DAY OF ACTIVITES

ACTIVITY A: 10 MEN
ACTIVITY D: 5 MEN
ACTIVITY F: 15 MEN
ACTIVITY K: 10 MEN

TOTAL: 40 MEN
x4 DAYS
= 160 MAN DAYS

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Third Step: ANALYZE THE WORKFORCE PER
DAY OF ACTIVITES

ACTIVITY D: 5 MEN
ACTIVITY F: 15 MEN
ACTIVITY K: 10 MEN

TOTAL: 30 MEN
x1 DAY
= 30 MAN DAYS

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Third Step: ANALYZE THE WORKFORCE PER
DAY OF ACTIVITES

ACTIVITY G: 10 MEN
ACTIVITY H: 5 MEN
ACTIVITY I: 15 MEN
ACTIVITY K: 10 MEN

TOTAL: 40 MEN
x1 DAY
= 40 MAN DAYS

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Third Step: ANALYZE THE WORKFORCE PER
DAY OF ACTIVITES

ACTIVITY G: 10 MEN
ACTIVITY H: 5 MEN
ACTIVITY I: 15 MEN

TOTAL: 30 MEN
x5 DAYS
= 150 MAN DAYS

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Third Step: ANALYZE THE WORKFORCE PER
DAY OF ACTIVITES

ACTIVITY I: 15 MEN
ACTIVITY J-L: 5 MEN

TOTAL: 20 MEN
x8 DAYS
= 160 MAN DAYS

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Third Step: ANALYZE THE WORKFORCE PER
DAY OF ACTIVITES

ACTIVITY L: 5 MEN

TOTAL: 5 MEN
x1 DAY1
= 5 MAN DAYS

SAMPLE TIME-SCALED NETWORK

DIAGRAM
Last Step : PLOT THE COMPUTED
WORKFORCE LOADING
Last Step : PLOT THE COMPUTED
WORKFORCE LOADING

The lowest possible

constant
manpower level per
day is:

810 man-days /
27 days

= 30 men
Last Step : PLOT THE COMPUTED
WORKFORCE LOADING

BUT!!!

“It is not possible to bet

a completely
leveled schedule for a
real project”
 7-3 EQUIPMENT CONSTRAINT

If the equipment requirements fluctuate or goes up

and down, some equipment would be idle for some
time and if rented for a short periods, the rental
might be too high due to fixed expenses for moving
in and out of the project.
 7-3 EQUIPMENT CONSTRAINT

To handle activities competing for the same resource. It is

usually performed in series rather than the following simple
construction case. The construction of an office building with
two separate units is to be undertaken concurrently and that
the project is to be considered finished after completion of
the two units.
The five phases of construction using equipments are shown
on the following table:
 7-3 EQUIPMENT CONSTRAINT

There is one constraint in the construction. The availability of a

crane. Excavation will be done by clamshell and the positioning
of the prefab panels by crane. Only one crane will be available at
the project site at all times. Manpower is unlimited. The
problem is to make a schedule having the shortest project
duration.
 7-3 EQUIPMENT CONSTRAINT

If the resources is unlimited, the construction of the two units

could be done concurrently and finished in 30 weeks. (see
diagram Figure 7-12). The sequence of the activities is in
accordance with the technological requirements and the critical
path is along the activities of unit B
7-3 EQUIPMENT CONSTRAINT
 7-3 EQUIPMENT CONSTRAINT
Considering the equipment constraint and the excavation for
foundation plus the positioning of the prefab panels are the
activities that requires the services of a crane.

The following alternatives can be drawn up in the revision of the

schedule:
1. Excavate A ahead of B, positioning panels A ahead of B (Fig. 7-13)
2. Excavate A ahead of B, positioning panels B ahead of A (Fig. 7-14)
3. Excavate B ahead of A, positioning panels A ahead of B (Fig. 7-15)
4. Excavate B ahead of A, positioning panels B ahead of A (Fig, 7-16)
 Excavate A ahead of B,
7-3 EQUIPMENT CONSTRAINT positioning panels A ahead of B
 Excavate A ahead of B,
7-3 EQUIPMENT CONSTRAINT positioning panels B ahead of A
 Excavate B ahead of A,
7-3 EQUIPMENT CONSTRAINT positioning panels A ahead of B
 Excavate B ahead of A,
7-3 EQUIPMENT CONSTRAINT positioning panels ahead of B
7-4 PROBABLE TIME ESTIMATE

•PERT is a management tool that is suited for research and development

projects which are generally non-repetitive in nature and is sometimes
called “once-through” projects. Duration time for activities in research
and development projects is subject to uncertainty but PERT handles the
uncertainty problem by the use of three times estimates, namely:

1.The Optimistic Time

2.The most likely time or Probabilistic Time
3.The Pessimistic Time
 THE OPTIMISTIC TIME

Is the estimated minimum time an activity will take. This is

the expected activity duration when all the breaks are right.
Its probability is about 1 in 100 or 1% represented by letter a.
 MOST LIKELY OR PROBABILITY TIME

Is the estimated normal length of time an activity takes. This is

the time expected that will most frequently be required for an
activity if it were done again and again under identical
conditions represented by letter m.
 PESSIMISTIC TIME

Is the estimated maximum time that will be required under the

worst conditions. Its probability is about -1 in 100 or 1%
represented by letter b.
The addition of probability values to the network event times allows
the manager to have a more complete picture of the chances of
completing any event in the network at a certain time. However, to
compute probabilities, there is a need to understand some particular
terms used in Statistics such as:

1. Frequency distribution
2. Normal curve or normal probability
3. Standard deviation
4. Normal deviate or probability factor
 In order to understand the significance of a large number of varying
values, they should be arranged in an array form starting from the
highest to the lowest value in order to facilitate the interpretation
and analysis. The arrangement is referred to as Statistical
Distribution.

When an statistical data are grouped into sizes and classes arranged
into an order of its magnitude, the result is called Frequency
Distribution. In short, the presentation of the numbers in a tabulated
form of the frequency occurrence of some random variables is called
a frequency distribution presented in a graph form as follows: