Project Time Management

Lecture # 5
 How
What
much
By
when
whom
The Plan

How where

Why
PMI defines project management plan as a ‘‘formal,
approved document that defines how the project is
executed, monitored and controlled”
Why we need a Plan
 To establish time frame and organize construction activities
 To provide a communication tool between all parties involved
(contractors, consultants, owner etc)
 Used as a document for future projects
 Can refer to for modifications
 To show the impact of productivity-related problems on project
completion
Materials Manpower
Crew size and
Quantities takeoff
composition
Availability and probable Availability
delivery time Time required to perform
Type of materials each activity
Money
 Equipment
Account receivable,
Sel of the type of eqpt account payable
Avail and delivery time Time
Beginning
Decision for purchase or End date
renting Milestones
 To calculate the project completion
 To calculate the start or end of a specific activity
 To expose and adjust conflict between subcontractor
 To predict and calculate the cash flow
 To evaluate the effect of change orders
 To serve as an effective project control tool
 To improve work efficiency
Project
Networks
 A bar chart is ‘‘a graphic representation of project
activities, shown in a time-scaled bar line with no links
shown between activities’’
 The bar chart was originally developed by Henry L. Gantt
in 1917 and is alternatively called a Gantt chart
 The bar may not indicate continuous work from the
start of the activity until its end.
or
 Non continuous (dashed) bars are sometimes used to
distinguish between real work (solid line) and inactive
periods (gaps between solid lines)
 The bar may be loaded with more information
Advantages

 Time-scaled

 Simple to prepare

 Bars can be dashed to indicate work stoppage

 Can be loaded with other information (budget, man

hours, resources, etc.)

 No need of a technical knowledge to understand it

• The network is developed from the
information collected for the WBS and is
a graphic flow chart of the project job
plan
• The network depicts the project
activities that must be completed, the
logical sequences, the interdependencies
of the activities to be completed, and in
most cases the times for the activities to
start and finish along with the longest
path(s) through the network—the critical
path
The network is the framework for the project information system that
will be used by the project managers to make decisions concerning
project time, cost, and performance
Activity
 A specific task or set of tasks that are required by the
project, use up resources, and take time to complete.
 Activities usually represent one or more tasks from a
work package
 For project managers, an activity is an element of the
project that requires time. It may or may not require
resources
 Typically an activity consumes time—either while people
work or while people wait
 Examples of the latter are time waiting for contracts to
be signed, materials to arrive, drug approval by the
government, budget clearance, etc
Event
 A point in time that is usually the start or finish of a
certain activity(s). Duration = 0
 Events use no resources
 Important events are called milestones (such as NTP
and; Substantial Completion)
 An activity has a start date and a finish date
 An event / milestone has a start date or a finish date
Network
 The arrangement of all
activities (and, in some
cases, events) in a
project in their logical
sequence and
represented by arcs
and nodes
 This arrangement
defines the project and
the activity precedence
relationships
Network
 Networks are usually drawn starting on the left and
proceeding to the right
 Arrowheads placed on the arcs are used to indicate the
direction of flow
 Before an event can be realized—that is, achieved—all
activities that immediately precede it must be
completed
 Two Types
 Activity on Node
 Activity on Arrow
Improper Solution
Dummy activity (fictitious)
 Used to maintain unique
numbering of activities
 Used to complete logic,
duration of “0”
 Used to depict correct
dependencies
Proper Solution

Improper Solution
Solution
Class Exercise
Draw the arrow network for the project given next
Activity IPA
A -
B A
C A
D B
E B,C
F C
Class Exercise
Draw the node network for the project given next

Activity IPA
A -
B A
C A
D B,C
Draw the logic network and perform the CPM calculations for the
schedule shown below

Activity IPA Duration

A - 5
B A 4
C A 3
D B,C 2
 Node Format
CPM Calculations

Step 01- Draw Project Network

Step 02- Calculate
Forward Pass /
Backward Pass
Float Calculations
Step 03- Trace Critical Activities
and Critical Path
 Activity IPA Duration
A - 5
B A 4
C A 3
D B,C 2

5,9
B
0,5 9,11
4
A D
5 2
5,8
C
3
Forward pass: The process of navigating through a network from start to end
and calculating the completion date for the project and the early dates for each
activity
 Activity IPA Duration
A - 5
B A 4
C A 3
D B,C 2

5,9
B
0,5 9,11
4
A 5,9 D
5 2
5,8
0,5 9,11
C
3
6,9
 5,9
B
0,5 9,11
4
A 5,9 D
5 2
5,8
0,5 9,11
C
3
6,9

Backward Pass: The process of navigating through a network from end to

start and calculating the late dates for each activity. The late dates (along with the
early dates) determine the critical activities, the critical path, and the amount of
float each activity has.
 5,9
B
0,5 9,11
4
A 5,9 D
5 2
5,8
0,5 9,11
C
3
6,9

Critical Path: The longest path in a network, from start to finish,

including lags and constraints.
Critical Path: An activity on the critical path. Any delay in the start
or finish of a critical activity will result in a delay in the entire
project.
CP ( ES = LS , EF = LF , TF = FF = 0)
• Total Float is the amount of time that an
activity can be delayed from its early
start date without delaying the project
finish date.
Total Float = LF - EF (or LS - ES)
• Free Float is the amount of time that an
activity can be delayed without delaying
the early start date of any successor
activity.
Free Float = ES of next activity – EF
 5,9
B
0,5 9,11
4
A 5,9 D
5 2
5,8
0,5 9,11
C
3
6,9

Activity Duratio
n
ES EF LS LF TF FF Formula
A 5 0 5 0 5 TF = LF - EF (or
B 4 5 9 5 13 LS - ES)
C 3 5 8 10 16 FF = ES of next
D 2 9 11 13 22 activity –
 Critical activity EF
 Note : FF ≤ TF
For Activity F
Total Float = LF of F – EF of F => 8 – 5 = 3 Free Float = ES of G – EF of F => 5 – 5 = 0

For Activity J
Total Float = LF of J – EF of J => 8 – 3 = 5 Free Float = ES of G – EF of J => 5 – 3 = 2
Class Exercise
Requirement
1. Draw Network Diagrams (AON)
2. Perform CPM calculations
Activity Duration IPA
3. Calculate TF & FF of activities
A 5 -
4. Determine Critical Path B 8 A
C 6 A
D 9 B
E 6 B,C
F 3 C
G 1 D,E,F
Class Exercise
Requirement
1. Draw Network Diagrams (AON) Activity Duration IPA Lag
A 5 -
2. Perform CPM calculations B 3 -
C 6 -
3. Calculate TF & FF of activities
D 7 A
4. Determine Critical Path E 7 A
B 4
F 4 A,B,C
G 5 E
F 3
H 6 D
G 2
I 3 D,G
 A D H
5 7 6
2

B 4 E G I
PS PF
3 7 5 3
Activity Duration IPA Lag
A 5 -
3 B 3 -
C F C 6 -
6 4
D 7 A
E 7 A
B 4
F 4 A,B,C
G 5 E
F 3
H 6 D
G 2
I 3 D,G
 0, 5 5, 12 21, 27
A D H
5 7 6
14, 21 2 21, 27
2, 7
0 0, 3 7, 14 14, 19 19, 22 27
B 4 E G I
PS PF
3 7 5 3
0 0, 3 7, 14 14, 19 24, 27 27

0, 6 6, 10 3
C F
6 4
1, 7 7, 11
 Tabular Solution
0, 5 5, 12 21, 27
A D H
5 7 6
14, 21 2 21, 27
2, 7
0 0, 3 7, 14 14, 19 19, 22 27
B 4 E G I
PS PF
3 7 5 3
0 0, 3 7, 14 14, 19 24, 27 27

0, 6 6, 10 3
C F
6 4
1, 7 7, 11
Activity ES EF LS LF TF FF
A 0 5 2 7 2 0
B 0 3 0 3 0 0
C 0 6 1 7 1 0
D 5 12 14 21 9 7
E 7 14 7 14 0 0
F 6 10 7 11 1 1
G 14 19 14 19 0 0
H 21 27 21 27 0 0 47
I 19 22 24 27 5 5
 Repeat Fol Example with imposed finish date of 28
days

 Repeat Fol Example with imposed finish date of 22

days B E I
6 3 8

L
2
A C F J
5 5 4 2 PF

D G H K
3 4 7 3
Original Solution

5, 11 1 11, 14 15, 23
B E I
6 3 8
23, 25
5, 11 12, 15 15, 23
L
1 5, 10 5 15, 17 2
0, 5 11, 15 25
23, 25
A C F J
5 5 4 2 PF
0, 5 6, 11 11, 15 20, 22
25

3 5, 8 3 8, 12 3 3
12, 19 19, 22
D G H K
3 4 7 3
8, 11 11, 15 15, 22 22, 25
Imposed Finish Date > Calculated Finish Date

3 4 3
5, 11 11, 14 15, 23
B E I
6 3 8 3
23, 25
8, 14 15, 18 18, 26
L
3 4 8
0, 5 5, 10
3
11, 15 15, 17
2 25
26, 28
A C F J
5 5 4 2 PF
3, 8 9, 14 14, 18 23, 25
28
6 6 6 6
5, 8 8, 12 12, 19 19, 22
D G H K
3 4 7 3
11, 14 14, 18 18, 25 25, 28
Imposed Finish Date < Calculated Finish Date

-3 -2 -3
5, 11 11, 14 15, 23
B E I
6 3 8 -3
23, 25
2, 8 9, 12 12, 20
L
-3
0, 5
-2
5, 10
-3
11, 15
2
15, 17
2 25
20, 22
A C F J
5 5 4 2 PF
-3, 2 3, 8 8, 12 17, 19
22
0 0 0 0
5, 8 8, 12 12, 19 19, 22
D G H K
3 4 7 3
5, 8 8, 12 12, 19 19, 22
Definitions
Activity, or task: A basic unit of work as part of the total project that is
easily measured and controlled. It is time- and resource consuming.

Backward pass: The process of navigating through a network from end to

start and calculating the late dates for each activity. The late dates (along
with the early dates) determine the critical activities, the critical path, and
the amount of float each activity has.

Critical activity: An activity on the critical path. Any delay in the start or
finish of a critical activity will result in a delay in the entire project.

Critical path: The longest path in a network, from start to finish, including
lags and constraints.
.
October 17, 2024 52
 Early dates: The early start date and early finish date of an activity.

Early finish (EF): The earliest date on which an activity can finish within project constraints.

Early start (ES): The earliest date on which an activity can start within project constraints.

Event: A point in time marking a start or an end of an activity. In contrast to an activity, an

event does not consume time or resources.

Forward pass: The process of navigating through a network from start to end and calculating
the completion date for the project and the early dates for each activity.

Late dates: The late start date and late finish date of an activity.

Late finish (LF): The latest date on which an activity can finish without extending the project
duration.

Late start (LS): The latest date on which an activity can start without extending the project
duration.

October 17, 2024 53

 Uncertainty in scheduling (Duration Estimate) is
considered in the method referred to as the
Program Evaluation Review Technique (PERT)
 PERT is based on activity estimates derived from a “three

time estimate”

 Optimistic Estimate

 Estimate of the most likely duration

 Pessimistic Estimate
Computing the mean estimate of the activity:
What is the probability that the critical path
activities will be completed within a specified
time when uncertainty is associated with
each of the activities in the path?
Question

Duration
Optimistic Most Pessimistic
Activity Likely
(To) (TP)
(Tm)
A 2 4 7
B 5 8 14
C 4 6 8
D 2 2 2
E 7 10 21
Solution

Duration Expected
Optimistic Most Likely Pessimistic Duration
Activity
(To) (Tm) (TP) (Te)

A 2 4 7 4.167
B 5 8 14 8.500
C 4 6 8 6.000
D 2 2 2 2.000
E 7 10 21 11.333
TE = 32