Course:

Engineering Management
Course Code: INE-411

Dr. Elaf Makkawi

Assistant Professor in Civil Engineering Department, College of Engineering,
King Khaled University- Abha

Academic Year – Fall 2023

Engineering Management Course for Industriial Engineering Department - College of Engineering - Abha University
 Content

UNIT I: Introduction to management

Chapter 1: Basic Concepts
Chapter 2: Project Management and Feasibility study
UNIT II: Project Planning and implementation
Chapter 3: Estimation of Project cost
Chapter 4: Project Representation and Manipulations
Chapter 5: Basic Scheduling Concepts 2
 Chapter 4:
Project Representation and
Manipulations
 Definition of Planning and Scheduling

Planning and scheduling are two terms that are often thought as
synonymous. However, they are not.

Planning consists of making decisions on the project

performance goals, the timetable for project completion, the
scope of the project, and the budget.

Scheduling is one part of the planning effort. It is the

determination of the timing and sequence of operations in the
project and their assembly to give the overall completion time.
4
Project planning answers the questions:
What is going to be done?
How?
Where?
By Whom?
When?

Scheduling deals with “when” on a detailed level.

5
 Construction
Planning

Cost Schedule
Oriented Oriented

Resource
Direct Indirect Time oriented Oriented
Cost Cost (CPM) (job shop
Schedule)

Alternative emphases in construction planning 6

Assume you are planning a family vacation
“project” for next summer.

Your plan may include…….

The project schedule is simply the itinerary, such

as…………

7
 Why Schedule a Project?

1 to calculate the project completion date

2to calculate the start or end of a specific activity
3-to predict and calculate the cash flow.
4 to improve work efficiency.
5 to resolve delay claims.
6 to serve as an effective project control tool.

8
 Work Breakdown Structure (WBS)
Work breakdown structure (WBS) is a hierarchical listing of
what must be done during the project.

WBS establishes a logical framework for defining the

required activities for the project. It organizes, defines, and
graphically displays the total work to be accomplished to
achieve the final objectives of a project.

WBS is the basis for developing time and cost estimates.

9
Level 1

Level 2

Level 3

1
0
11
 Work Breakdown Structure (WBS)

Example: Let‘s Build a House

 What are the activities that are needed to

build a house?

1
2
 Typical activities when building a house
▶ Surveying  Install Wallboard
▶ Excavation  Paint Interior
▶ Request Permits  Install Interior Doors
▶ Buy Material  Install Floor
▶ Lay foundation  Install Roof
▶ Build Shell  Install Exterior Doors
▶ Install Exterior Plumbing  Paint Exterior
▶ Install Exterior Electrical  Install Exterior Siding
▶ Install Interior Plumbing
▶ Install Interior Electrical

Finding these activities is a brainstorming activity. 13

 Hierarchical organization of the activities
▶ Building the house consists of

o Prepare the building site

o Building Foundation and shell
o Building the Exterior
o Building the Interior
o Install theMechanical /electrical/plumbing facilities

▶ Preparing the building site consists of

o Surveying
o Excavation
o Buying of material
14
o Requesting permits
 Foundation/
Concrete
Substructure One way slab
Site work & beams
Elevated Slab Cable
(Roof)
Building Posttentioned
structure Stairs Slabs
Rebar

Interior work Shear walls Falsework

Exterior Work Columns

Build
a House
Install Electric Install Sewer
pipes
Install
Install Hot &
Plumbing
cold water pipes

Install Heating Install Tubs & 15

Sinks
 Planning and Scheduling with Gantt Chart

The Gantt chart (bar chart) is “ a graphic of project activities

shown in a time-scaled bar time with no links between
activities”

It was originally developed by Henry Gantt in 1917.

It is a popular tool for planning and scheduling simple projects.

1
6
 Planning and Scheduling with Gantt Chart

Gantt chart for a bank’s plan to establish a new direct marketing department.

17
To prepare a Gantt chart:
1 Identify the major activities of the project (break down
the project into tasks and activities).
2 Determine the time estimates (duration) for each
activity.
3 Determine the sequence of activities.

The chart indicates which activities were to occur, their

planned duration

18
Advantages of a Gantt chart:
1- Simplicity and ease of preparation and understanding.
2- No need for technical background.
3- Their importance in project control.

Disadvantages:
1- Lack of logical representation (relationships) among
activities

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Definition and Introduction
to the Network Diagram

20
 Definition and Introduction to the Network Diagram.

A network is a logical and chronological graphic representation of

project activities.

There are two types of network diagrams:

 Arrow network : where the arrows designated activities.

(AOA) referred to as Activity-on-arrow

 Node network: where the nodes designated activities.

(AON) referred to as Activity-on-node
Arrow diagrams were popular in the 1960s and 1970s, then node
diagram became the choice for network scheduling.
2
1
In order to construct a network diagram, the project must
be divided into smaller entities called activities or tasks

An activity is a definable element of work. It is a task or

closely related group of tasks whose performance
contributes to the completion of the overall project

2
2
 Activity-On-Node (AON) Diagram.
Brief Explanation
Node networks are also called AON networks.
In node networks: the node represents the activity.

Nodes are connected with arrows (or lines) to show the logical sequence or
relationship.

It is preferable to start and end an AON diagram with one node, called
“Start” and “End”, respectively.

No dummy activity is needed in AON Diagram.

23
Activity-On-Node (AON) Diagram.
Brief Explanation
Referring to example 1, draw the AON diagram.

Activity Immediate
Predecessor
B D A ---
B A
A E
C A
D B
E C,D
C

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 Activity-On-Node (AON) Diagram.
Brief Explanation
Draw the AON diagram for the following simple project

Activity Immediate A D
Predecessor
A ---
B ---
C --- Start B E End
D A
E A, B
F A, B, C C F

25
 Activity-On-Node (AON) Diagram.
Recommendations for Proper Node Diagram Drawing

1- Don’t connect nodes from top or bottom. Connect sides only.

Improper Proper
2- The logic flow left to right.

A A B

Proper 26
Improper
3- Don’t combine relationship lines. These relationships are
independent from their start to their end.

Improper
Proper
4- Try to minimize line crossings. A small jump symbol (Ω) is
sufficient to preserve clear graphic communication.

Improper Proper 27
Example:
Construct the arrow and node diagram for the following project

Activity Immediate
Predecessor
A ---
B ---
C ---
D A
E A GO………….
F C
G B, E
H B, E
K B, F
L D, G, H
M G, H
28
 The Critical Path Method: CPM
CPM (critical path method) is one of the most widely used techniques for
planning and coordinating large-scale projects.
By using CPM, managers are able to obtain:
1. A graphical display of project activities.
2. An estimate of how long the project will take
3. An indication of which activities are the most critical to timely project
completion.
4. An indication of how long any activity can be delayed without
delaying the project.

2
9
 The CPM: Background
• The critical path method (CPM) is a graphical network-based scheduling
technique that evolved from the research effort initiated in late 1956 by the
Engineering Service Department of the E.I Du Pont de Nemours Company.
• The original technique was developed around the computer.
• Simplified graphical representations such as that developed by John
Fondahl at Stanord University have made it possible to handle some fairly
complex schedules manually.
• CPM is a scheduling method that permits easy revision of the schedule and
simulation and evaluation of the impact of changes.
• CPM becomes an excellent control tool during the execution of the project
as well.

3
0
 Deterministic Time Estimates
▶ The main determinant of the way CPM and PERT networks are analyzed
and interpret is whether time estimates are deterministic or probabilistic.

▶ If time estimates can be made with high degree of confidence that actual
times are fairly certain, we say the estimates are deterministic.

▶ If actual times are subject to variation, we say the estimates are

probabilistic. Probabilistic time estimates must include an indication of
the extent of probable variation.

▶ CPM uses deterministic time estimates.

3
1
 Computation Algorithm
The first main element in CPM is the construction of the
project’s network .
The second main element is time. In general, these
schedule calculations involve the following steps:

1. Determination of the duration of each activity.

2. A “forward pass” calculation to determine the
earliest allowable start and finish time (ES, EF) for
each activity.
3. A “backward pass” calculation to determine the
latest allowable start and finish time (LS, LF) for
each activity

3
2
 Computation Algorithm (Cont’d)
4. “Total-float” calculations to determine how long
each activity could be delayed without delaying the
project completion.
5. “Free-float” calculations to determine how long
each activity could be delayed without delaying any
other activity.
6. Determination of the critical path (s) for the
network.

33

© 2008 IEME: Scheduling and Project Management

 Computation Algorithm
Estimating Durations
An activity duration is the amount of time, expressed in
time units, that will be required to complete the
activity from start to finish.

The time units may be days, weeks, or even hours, just

so that all activities use the same units.

A straightforward approach to the estimation of activity

durations is to keep historical records of particular
activities and rely on the average durations from
this experience in making new duration estimates.

34
The duration of an activity Dij can be estimated as follows:

Aij
Dij 
Pij N ij

Where Aij is the total quantity

Pij is the crew productivity
Nij is the number of crews assigned to the task

The required quantity of work, Aij is determined from

detailed examination of the final facility design.
The number of crews working, Nij is decided by the
planner.
Historical records in a firm can provide data for
estimation of productivities. 35
© 2008 IEME: Scheduling and Project Management
Example: determine the duration of excavating 10,000cubic yards knowing that one
crew is used with an average productivity rate of 800 cubic yard per day.

Aij
10,000
Dij    12.5 days
Pij 800

36
© 2008 IEME: Scheduling and Project Management
 Computation Algorithm
Activity-On-Node.
Forward Pass
The calculation procedure called the forward pass
establishes the earliest start and finish times for each
activity on the network.
The earliest starting time (ES) and the earliest finish time
(EF) are written above the arrow representing the
activity as follows:
ES EF
Activity- Duration
LS LF
3
© 2008 IEME: Scheduling and Project Management 7
The set of rules that defines the procedure for the forward
pass calculations is called an algorithm. Only three
rules are required:

1. The early start (ES) of all activities with no

predecessors is equal to the start time of the project
(S).
2. No activity may commence until all its preceding
activities have been completed. Therefore, the early
start time of an activity is equal to the maximum of the
early finish (EF) times of its predecessors.
3. The early finish (EF) of an activity is equal to its early
start (ES) plus its duration (D)

© 2008 IEME: Scheduling and Project Management

38
 Computation Algorithm
Activity-On-Node.
Forward Pass

In mathematical notation,
1. ES (initial activities) = S
2. ES (for an activity x) = Maximum EF {all predecessors of x}
3. EF (for an activity x) = ES (for activity x) +D ( for activity x)

3
© 2008 IEME: Scheduling and Project Management 9
 Computation Algorithm
Activity-On-Node.
Example:
Draw the AON diagram and determine the earliest starting time (ES) and the
earliest finish time (EF) for all activities. .
Activity Immediate Duration
Predecessor
A --- 8
B --- 4
C A 6
D A 11
E B 9
F C 3
40

G D, E, F 1
 Computation Algorithm
Activity-On-Node.
0 8 8 14 14 17
A- 8 C- 6 F- 3

start 8 19 19 20
D -11 G-1

0 4
B-4 4 13
E- 9

4
© 2008 IEME: Scheduling and Project Management 1
Backward Pass
The calculation procedure called the backward pass establishes the
latest start and finish times for each activity that will still
permit the overall project to be completed without delaying
beyond the schedule completion date.

The latest starting time (LS) and the latest finish time (LF) are
written below the arrow representing the activity as follows:

ES EF
Activity- Duration
LS LF
4
© 2008 IEME: Scheduling and Project Management 2
The following rules define the algorithm for the
backward pass:

1. The latest finish (LF) of all activities with no

followers is equal to the target project completion
time (T).
2. The latest finish (LF) for any other activity is equal
to the earliest of the latest start time of its
successors.
3. The latest start time (LS) for any activity is equal to
its latest finish (LF) minus its duration (D)

43

© 2008 IEME: Scheduling and Project Management

 Computation Algorithm 44

Activity-On-Node.
Forward Pass

In mathematical notation,
1. LF (end activities) = T
2. LF (for an activity x) = Minimum {LS (all followers of x)}
3. LS (for an activity x) = LF (for activity x) - D ( for activity x)

44
© 2008 IEME: Scheduling and Project Management
 Computation Algorithm
Activity-On-Node.
Example:
Determine the latest starting time (LS) and the latest finish time (LF)
for all activities. .
Activity Immediate Duration
Predecessor
A --- 8
B --- 4
C A 6
D A 11
E B 9
F C 3
45

G D, E, F 1
 Computation Algorithm
Activity-On-Node.
0 8 8 14 14 17
A- 8 C- 6 F- 3

0 8 10 16 16 19
start 8 19 19 20
D -11 G-1

0 4 8 19 19 20
B-4 4 13
6 10 E-9

10 19 46

© 2008 IEME: Scheduling and Project Management

 The critical path

The critical path is the longest path on the network formed from a
continuous chain of activities from the beginning to the end of
a network.
There may be more than one critical path in a network.

The critical activity is 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.

47
 Computation Algorithm
Activity-On-Node.
The critical path
0 8 8 14 14 17
C- 6 F- 3

0 8 10 16 16 19
8 19 19 20

0 4 8 19 19 20
B-4 4 13
6 10 E- 9

10 19 48
 Float Calculations

▶ Represents the amount of flexibility available in

executing an activity.
▶ Types of float:

 Total Float (TF)

 Free Float (FF)

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 Float Calculations
Total Float (TF)
•It is the amount of time a particular activity can be delayed from its
early execution time without affecting the project completion date.
•Float = 0  No flexibility Any delay in the activity will delay
the project
•Float > 0 à Some flexibility à Some delay in the activity is possible
without delaying the project
• It is calculated as: 7 12
D
5 TF = 1
TF = LS act. – ES act. 8 13
OR 4 7
C
3 TF = 0
50
▫ TF = LF act. – EF act.
4 7
 Float Calculations
Free Float (FF)
•It is the amount of time a particular activity can be delayed from its
early execution time without affecting the early execution time of
any of its succeeding activities.
• It is calculated as:
FF = smallest ES of all succeeding activities – EF of this activity

17 22
G
10 13 5
B
3 20 25
15 18 14 20
H
6 51
ForActivity B:
FF = min(14; 17) – 13=1 18 24
 Float Calculations

Importance of float
• If Total Float = 0  Critical Activity
• If Total Float > 0  Non-critical Activity
• In all cases TF ≥ FF
▶ The total float can also be calculated as;
TF = LF – ES – d
▶ The Free Float, which can be calculated as:
FF = smallest ES (of succeeding activities) – EF (of current
activity)
52
 Float Calculations
Example

Activity Duration ES LF LS EF TF FF Critical

Activity
A 8 0 8 0 8 0 0 Yes
B 4 0 10 6 4 6 0 No
C 6 8 16 10 14 2 0 No
D 11 8 19 8 19 0 0 Yes
E 9 4 19 10 13 6 6 No
F 3 14 19 16 17 2 2 53 No
G 1 19 20 19 20 0 0 Yes
Introduction to Lags into CPM:
In some situations, an activity cannot start until a certain time
after the end of its predecessor. A typical example is
concrete operations. Let us imagine this sequence:
1- Form the concrete column
2- Install steel reinforcement
3- Place concrete Place 3 Strip
concrete forms
4- Wait for the concrete to set
5- Strip the forms.

Note that the 4th step is not a “real” activity.

It is a waiting period known as lag.
A lag is a mandatory waiting period between the completion(or
start) of an activity and the start (or completion) of its
successor.
3-days lag means a minimum waiting of three days.
Lead is a negative lag. 54
© 2008 IEME: Scheduling and Project Management
 Computation Algorithm
Activity-On-Node.
Example:
1- Draw an AON network and perform forward and backward pass calculations.
2- Tabulate activities ES, EF, LS, LF, TF, and FF.
3- Deduce the critical path
4- What is the effect of Activity Immediate Duration Lag
delaying activity D by 3 days? Predecessor (days) (days)
A --- 8
B --- 4
C A 6
D A 11
E B 9 2
F C 3
55

G D, E, F 1 1 (D)
Computation Algorithm
Activity-On-Node.
0 8 8 14 14 17
A- 8 C- 6 F- 3

0 8 11 17 17 20
start 8 19 1 20 21
D -11 G-1

0 4 8 19 20 21
B-4
2 6 15
5 9 E-9

11 20 56

© 2008 IEME: Scheduling and Project Management

Exercise:
Draw the AON Diagram and determine the duration of the project
Activity Immediate Duration Lag
Predecessor (Days)
(Days)
A --- 2
B A 6
C A 10
D A 4 4
E B 7
F B,C 5 3 (B)

G C,D 3
H E,F 5
I G,H 2 1 (H)
57

© 2008 IEME: Scheduling and Project Management

 2

58
Drop Quiz: Draw the AON Diagram and determine the duration of the project
Activity Immediate Duration
Predecessor (Days)
A --- 3
1- Draw an AON network and perform B --- 2
forward and backward pass calculations.
C --- 1
2- Tabulate activities ES, EF, LS, LF, TF,
D A 4
and FF.
3- Deduce the critical path E A 4
4- What is the effect of F C 3
delaying activity G by 3 days? G B,E 5

H B,E 3
K B, F 3
L D,G,H 1
M G,H 2
5
9
 Drop Quiz: (Solution)
1- Draw an AON network and perform forward and backward pass calculations.
Immediate Activity Immediate Duration
Predecessor Successor (Days)
--- A D, E 3
--- B G,H, K 2
--- C F 1
A D L 4
A E G, H 4
C F K 3
B,E G L, M 5

B,E H L, M 3
B, F K --- 3
D,G,H L --- 1 60

G,H M --- 2
 Drop Quiz: (Solution) TF=LS-ES FF=min(Es_sucessors)-EF

1- Draw an AON network and perform forward and backward pass calcula tions.
TF=0 TF=6
3 7 TF=1
0 3 TF=2
D- 4 12 13
A- 3 7 10
9 13 L- 1
0 3
FF=5 H -3
13 14
FF=0 TF=0 9 12
0 0 FF=1 14 14
TF=5 3 7 FF=2
Start TF=0 End
0 2 E-4 12 14
0 0 14 14
B-2 3 7 M-2
5 7 FF=0 TF=0 12 14
7 12
FF=2 FF=0
G-5 TF=7
TF=7 TF=7 7 12 4 7
0 1 1 4
FF=0 K- 3
C- 1 F- 3 11 14
6
7 8 8 11 1
FF=7
FF=0 FF=0
 Drop Quiz: (Solution + lag)
1- Draw an AON network and perform forward and backward pass calcula tions.
TF=0 Lag=7
TF=0
3 7 TF=0
0 3 TF=3
D- 4 14 15
A- 3 7 10
3 7 L- 1
0 3
FF=0 H -3
14 15
FF=0 TF=1 10 13
0 0 FF=0 15 15
TF=6 3 7 FF=2
Start TF=1 End
0 2 E-4 12 14
0 0 15 15
B–2 4 8 M-2
6 8 FF=0 TF=1 13 15
7 12
FF=2 FF=1
G-5 TF=8
TF=8 TF=8 8 13 4 7
0 1 1 4
FF=0 K- 3
C- 1 F- 3 12 15
6
8 9 9 12 2
FF=8
FF=0 FF=0