PLANNING and SCHEDULING

Pierre Paulo S. Sebastian

Jecel V. Garol
BSCE 5-B
Project Planning
-is a discipline for stating how to complete
a project within a certain timeframe, usually
with defined stages, and with designated
resources.
darla/smbs/vit 2
Project Planning
Resource Availability and/or Limits
Due date, late penalties, early completion
incentives
Budget
Activity Information
Identify all required activities
Estimate the resources required (time) to
complete each activity
Immediate predecessor(s) to each activity needed
to create interrelationships
3
Work breakdown structure (WBS)
A method of breaking down a project into individual
elements ( components, subcomponents, activities and
tasks) in a hierarchical structure which can be scheduled
and cost
It defines tasks that can be completed independently of
other tasks, facilitating resource allocation, assignment
of responsibilities and measurement and control of the
project
It is foundation of project planning
It is developed before identification of dependencies
and estimation of activity durations
It can be used to identify the tasks in the CPM and PERT
4
5
Sample WBS for Home Landscape Project
Project Scheduling and Control Techniques
6
Critical Path Method (CPM)
Program Evaluation and Review Technique (PERT)
Gantt Chart
Manpower Leveling

Critical Path Method (CPM)
-a step-by-step technique for process
planning that defines critical and non-critical
tasks with the goal of preventing time-frame
problems and process bottlenecks.
Program Evaluation and Review Technique (PERT)
-a planning, scheduling and control
procedure based upon the use of time-oriented
networks which reflect the interrelationships and
dependencies among the project tasks.
darla/smbs/vit 7
History of CPM/PERT
Critical Path Method (CPM)
E I Du Pont de Nemours & Co. (1957) for construction of new
chemical plant and maintenance shut-down
Deterministic task times
Activity-on-node network construction
Repetitive nature of jobs
Project Evaluation and Review Technique (PERT)
U S Navy (1958) for the POLARIS missile program
Multiple task time estimates (probabilistic nature)
Activity-on-arrow network construction
Non-repetitive jobs (R & D work)
8
PERT / CPM
It is a control tool for defining the parts of construction
job and then putting them together in a network form.
Its serves as an aid to the project manager but it does
not make decision for him nor does it guarantee good
management. It only serves the project manager to see
the whole picture of the entire job.
9
3 Phases of PERT/CPM
1. Planning
2. Scheduling
3. Control-Monitor
Planning
-defined as determining the relationship
between the work operation and the sequence
in which they are to be performed.


darla/smbs/vit 10
Scheduling
-the process of allocating calendar dates to
jobs based on the approved plan.

darla/smbs/vit 11
Control-Monitor

darla/smbs/vit 12
Project Network
Use of nodes and arrows
Arrows An arrow leads from tail to head directionally
Indicate ACTIVITY, a time consuming effort that is required to perform a
part of the work.
Nodes A node is represented by a circle
- Indicate EVENT, a point in time where one or more activities start and/or
finish.
13
Network analysis is the general name given to certain specific
techniques which can be used for the planning, management and
control of projects
Activity
A task or a certain amount of work required in the project
Requires time to complete
Represented by an arrow
Dummy Activity
Indicates only precedence relationships
Does not require any time of effort
Event
Signals the beginning or ending of an activity
Designates a point in time
Represented by a circle (node)
Network
Shows the sequential relationships among activities using
nodes and arrows
14
Activity-on-node (AON)
nodes represent activities, and arrows show precedence
relationships
Activity-on-arrow (AOA)
arrows represent activities and nodes are events for points in
time
Project Network
1
3
2
2
4
3
3
1
5
1
6
1
7
1
Start
Design house and
obtain financing
Order and receive
materials
Select paint
Select carpet
Lay foundations
Build house
Finish work
AOA Project Network for House
15
3
2 0
1
3
1 1
1
1 2 4 6 7
3
5
Lay
foundation
Design house
and obtain
financing
Order and
receive
materials
Dummy
Finish
work
Select
carpet
Select
paint
Build
house
AON Project Network for House
Situations in network diagram
16
A
B
C
A must be completed before either B or
C can start
A
B
C
C cannot start until both A and B are
completed
D
C
B
A
both A and B must be completed
before either of C or D can start
A B
B cannot start until A is completed.
darla/smbs/vit 17
Situations in network diagram
A
C
B
D
Dummy
A must be completed before B can start
D cannot start until A and C are
completed
A
C
B
D
Dummy
C must be completed before D can start
B cannot start until A and C are
completed
Concurrent Activities
18
2 3
Lay foundation
Order material
(a) Incorrect precedence
relationship
(b) Correct precedence
relationship
1
2 0
Order material
3
4 2
Dummy
Lay
foundation
Network example
19
From the following table of information, (a) Draw the precedence diagram,
(b) Find the critical path, (c) Determine the expected duration of the project.
Activity Precedes Expected time (Days)
A C , B 4
C D 12
D I 2
B I 5
E F 3
F J 8
I J 12
J End 9
G H 1
H K 3
K End 15
20
Activity A, E and G are absent in the precedes column therefore they are the
starting activities
A = 4
E = 3
G = 1
A precedes C, B
E precedes F
G precedes H
C = 12
B = 5
F = 8
H = 3
D = 2
J = 9
K = 15
C precedes D
B & D precedes I
I = 12
F & I precedes J
H precedes K
J and K are the
ending activity
PATH:
A-C-D-I-J = 4 + 12 + 2 + 12 + 9 = 39 A-B-I-J = 4 + 5 + 12 + 9 = 30
E-F-J = 3 + 8 + 9 = 20 G-H-K = 1 + 3 + 15 = 19
The highest number is 39, thus Path A-C-D-I-J is the Critical Path which
means the longest route. The project duration is 39 days
CPM calculation
Path
A connected sequence of activities leading from
the starting event to the ending event
Critical Path
The longest path (time); determines the project
duration
Critical Activities
All of the activities that make up the critical path
21
Forward Pass
Earliest Start Time (ES)
earliest time an activity can start
ES = maximum EF of immediate predecessors
Earliest finish time (EF)
earliest time an activity can finish
earliest start time plus activity time
EF= ES + t
22
Latest Start Time (LS)
Latest time an activity can start without delaying critical path
time
LS= LF - t
Latest finish time (LF)
latest time an activity can be completed without delaying critical
path time
LF = minimum LS of immediate predecessors
Backward Pass
Float or Slack time
The term Slack is used by PERT which is equivalent to Float of CPM
network system.
It is the word used for those activities which do not fall on the
critical path. These activities have scheduling TIME LEEWAY that
can be used without adversed effect on the project time
completion.

The Slack or Float Time is computed using either of the following
equations:
Float = LS ES or
Float = LF EF

The activities with Zero Slack Time indicate the critical path


23
CPM analysis
Draw the CPM network
Analyze the paths through the network
Determine the float for each activity
Compute the activitys float
float = LS - ES = LF - EF
Float is the maximum amount of time that this activity can
be delay in its completion before it becomes a critical
activity, i.e., delays completion of the project
Find the critical path is that the sequence of activities and
events where there is no slack i.e.. Zero slack
Longest path through a network
Find the project duration is minimum project completion time
24
PERT/CPM Example 1
CPM Network
25
a, 6
f, 15
b, 8
c, 5
e, 9
d, 13
g, 17
h, 9
i, 6
j, 12
PERT/CPM Example 1
ES and EF Times
26
a, 6
f, 15
b, 8
c, 5
e, 9
d, 13
g, 17
h, 9
i, 6
j, 12
0 6
0 8
0 5







PERT/CPM Example 1
ES and EF Times
27
a, 6
f, 15
b, 8
c, 5
e, 9
d, 13
g, 17
h, 9
i, 6
j, 12
0 6
0 8
0 5
5 14
8 21

6 23


6 21
PERT/CPM Example 1
ES and EF Times
28
a, 6
f, 15
b, 8
c, 5
e, 9
d, 13
g, 17
h, 9
i, 6
j, 12
0 6
0 8
0 5
5 14
8 21
21 33
6 23
21 30
23 29
6 21
Projects EF = 33
PERT/CPM Example 1
LS and LF Times
29
a, 6
f, 15
b, 8
c, 5
e, 9
d, 13
g, 17
h, 9
i, 6
j, 12
0 6
0 8
0 5
5 14
8 21
21 33
6 23
21 30
23 29
6 21




21 33
27 33


24 33

PERT/CPM Example 1
LS and LF Times
30
a, 6
f, 15
b, 8
c, 5
e, 9
d, 13
g, 17
h, 9
i, 6
j, 12
0 6
0 8
0 5
5 14
8 21
21 33
6 23
21 30
23 29
6 21
3 9
0 8
7 12
12 21
21 33
27 33
8 21
10 27
24 33
9 24
PERT/CPM Example 1
Float
31
a, 6
f, 15
b, 8
c, 5
e, 9
d, 13
g, 17
h, 9
i, 6
j, 12
0 6
0 8
0 5
5 14
8 21
21 33
6 23
21 30
23 29
6 21
3 9
0 8
7 12
12 21
21 33
27 33
8 21
10 27
24 33
9 24
3
4
3
3
4
0
0
7
7
0
PERT/CPM Example 1
Critical Path
32
a, 6
f, 15
b, 8
c, 5
e, 9
d, 13
g, 17
h, 9
i, 6
j, 12
PERT/CPM Example 2
From the following data of information, prepare a data sheet development showing (a)
Earliest and Latest Start, (b) Earliest and Latest Finish, (c) Total and Free Float or Slack
and (d) Critical Activities
33
Activities Time Duration in Days
1-2 Demolition and clearing 8
2-3 Excavation 14
2-5 Underground installation 6
3-4 Foundation and columns 5
4-5 Dummy 0
4-6 Construction of 2
nd
floor 6
4-7 Roof framing and flooring 6
5-7 Ground floor slab 4
5-8 Mechanical and Electrical Services 12
6-7 Construction of exterior walls 12
7-8 Dummy 0
7-9 Construction of interior partitions 10
8-9 Mech. & Elect. Equipments & fixtures 12
9-10 Painting and finishing work 8
PERT/CPM Example 2
34
The Network Diagram
1 2 3 4
7
9 10
6
5 8
8 14 5
6
0
6
6
12
12
4
0
12
10
8
PERT/CPM Example 2
DATA SHEET
Activity
Estd
Time (D)
START FINISH FLOAT
CRITICAL
Activity
ES LS EF LF Total Free
1 2 8
2 3 14
2 5 6
3 4 5
4 5 0
4 6 6
4 7 6
5 7 4
5 8 12
6 7 12
7 8 0
7 9 10
8 9 12
9 10 8
0 EF = D + ES 8
ES = EF (previous activity)
8
8
EF = D + ES
22
14
ES = EF (previous activity)
22
EF = D + ES
27
27
27
27
27
33
33
27
27
31
39
2-5 has EF = 14
4-5 has EF = 27
Use the highest
EF = 27 as ES of
the next activity
33 45
45 45
45 55
45 57
57 65
PERT/CPM Example 2
DATA SHEET
Activity
Estd
Time (D)
START FINISH FLOAT
CRITICAL
Activity
ES LS EF LF Total Free
1 2 8
2 3 14
2 5 6
3 4 5
4 5 0
4 6 6
4 7 6
5 7 4
5 8 12
6 7 12
7 8 0
7 9 10
8 9 12
9 10 8
0 8
8
8
22
14
22
27
27
27
27
27
33
33
27
27
31
39
33 45
45 45
45 55
45 57
57 65 65
Highest EF of last activity =
LF of last activity
LS = LF - D 57
LF = LS (previous activity)
57
57
LS = LF - D
45
47
LF = LS (previous activity) 45
LS = LF - D
45
7-8 has LS = 45
7-9 has LS = 47
Use the lowest
LS = 45 as LF of
the next activity
45
45
45
33
41
39
45
33
33 27
33
33
27
22
22 8
33 27
8 0
PERT/CPM Example 2
DATA SHEET
Activity
Estd
Time (D)
START FINISH FLOAT
CRITICAL
Activity
ES LS EF LF Total Free
1 2 8
2 3 14
2 5 6
3 4 5
4 5 0
4 6 6
4 7 6
5 7 4
5 8 12
6 7 12
7 8 0
7 9 10
8 9 12
9 10 8
0 8
8
8
22
14
22
27
27
27
27
27
33
33
27
27
31
39
33 45
45 45
45 55
45 57
57 65 65 57
57
57
45
47
45 45
45
45
45
33
41
39
45
33
33 27
33
33
27
22
22 8
33 27
8 0 Total Float =
ES LS
or
= EF LF
If Total Float = 0,
The activity is part of
the Critical Path
0
0
Total Float =
ES LS
or
= EF LF
If Total Float = 0,
The activity is part of
the Critical Path
19
Total Float =
ES LS
or
= EF LF
0
6
0
0
0
0
0
12
14
6
2
PERT/CPM Example 2
DATA SHEET
Activity
Estd
Time (D)
START FINISH FLOAT
CRITICAL
Activity
ES LS EF LF Total Free
1 2 8
2 3 14
2 5 6
3 4 5
4 5 0
4 6 6
4 7 6
5 7 4
5 8 12
6 7 12
7 8 0
7 9 10
8 9 12
9 10 8
0 8
8
8
22
14
22
27
27
27
27
27
33
33
27
27
31
39
33 45
45 45
45 55
45 57
57 65 65 57
57
57
45
47
45 45
45
45
45
33
41
39
45
33
33 27
33
33
27
22
22 8
33 27
8 0 0
0
19
0
6
0
0
0
0
0
12
14
6
2
FREE FLOAT (FF) It refers to the amount of
extra time that exists for an activity when all
activities preceding it start at their Early Start
(ES) date.
It is numerically equal to the earliest start of
any of its succeeding activities minus the
earliest finish (ES +D) of the activity in question.
In equation:
FF(1-2) = ES(2-3) (EF(1-2)) or
FF(1-2) = ES(2-3) (ES(1-2) + D(1-2))
FF(1-2) = ES(2-3) EF(1-2)
= 8 8 = 0
or
FF(1-2) = ES(2-5) EF (1-2)
= 8 8 = 0
* If ES(2-3) and ES(2-5) are
not equal, choose the
highest ES between the
two.
0
FF(1-2)
PERT/CPM Example 2
DATA SHEET
Activity
Estd
Time (D)
START FINISH FLOAT
CRITICAL
Activity
ES LS EF LF Total Free
1 2 8
2 3 14
2 5 6
3 4 5
4 5 0
4 6 6
4 7 6
5 7 4
5 8 12
6 7 12
7 8 0
7 9 10
8 9 12
9 10 8
0 8
8
8
22
14
22
27
27
27
27
27
33
33
27
27
31
39
33 45
45 45
45 55
45 57
57 65 65 57
57
57
45
47
45 45
45
45
45
33
41
39
45
33
33 27
33
33
27
22
22 8
33 27
8 0 0
0
19
0
6
0
0
0
0
0
12
14
6
2
0
FF(2-3) = ES(3-4) EF(2-3)
= 22 22 = 0
FF(2-3)
0
FF(2-5) = ES(5-7) EF(2-5)
= 27 14 = 13
FF(2-5) 13
PERT/CPM Example 2
DATA SHEET
Activity
Estd
Time (D)
START FINISH FLOAT
CRITICAL
Activity
ES LS EF LF Total Free
1 2 8
2 3 14
2 5 6
3 4 5
4 5 0
4 6 6
4 7 6
5 7 4
5 8 12
6 7 12
7 8 0
7 9 10
8 9 12
9 10 8
0 8
8
8
22
14
22
27
27
27
27
27
33
33
27
27
31
39
33 45
45 45
45 55
45 57
57 65 65 57
57
57
45
47
45 45
45
45
45
33
41
39
45
33
33 27
33
33
27
22
22 8
33 27
8 0 0
0
19
0
6
0
0
0
0
0
12
14
6
2
0
0
13
FF(3-4) = ES(4-5) EF(3-4)
= 27 27 = 0
0
FF(4-5) = ES(5-7) EF(4-5)
= 27 27 = 0
0
FF(4-6) = ES(6-7) EF(4-6)
= 33 33 = 0
0
FF(4-7) = ES(7-8) EF(4-7)
= 45 33 = 12
12
FF(5-7) = ES(7-8) EF(5-7)
= 45 31 = 14
14
0
0
0
2
0
6
PERT
PERT is based on the assumption that an activitys duration
follows a probability distribution instead of being a single value
Three time estimates are required to compute the parameters
of an activitys duration distribution:
pessimistic time (t
p
) - the time the activity would take if
things did not go well
most likely time (t
m
) - the consensus best estimate of the
activitys duration
optimistic time (t
o
) - the time the activity would take if
things did go well

41
Mean (expected time): t
e
=
t
p
+ 4 t
m
+ t
o

6
Variance: V
t
=
2
=
t
p
- t
o

6
2
PERT analysis
Draw the network.
Analyze the paths through the network and find the critical path.
The length of the critical path is the mean of the project duration
probability distribution which is assumed to be normal
The standard deviation of the project duration probability
distribution is computed by adding the variances of the critical
activities (all of the activities that make up the critical path) and
taking the square root of that sum
Probability computations can now be made using the normal
distribution table.
42
Probability computation
43
Determine probability that project is completed within specified time
Z =
x -

where = t
p
= project mean time
= project standard mean time
x = (proposed ) specified time
Normal Distribution of Project Time
44
= t
p
Time x
Z
Probability
PERT Example
Immed. Optimistic Most Likely Pessimistic
Activity Predec. Time (Hr.) Time (Hr.) Time (Hr.)
A -- 4 6 8
B -- 1 4.5 5
C A 3 3 3
D A 4 5 6
E A 0.5 1 1.5
F B,C 3 4 5
G B,C 1 1.5 5
H E,F 5 6 7
I E,F 2 5 8
J D,H 2.5 2.75 4.5
K G,I 3 5 7
45 What is the probability that this project will be completed within 1 day?
PERT Example
46



A
D
C
B
F
E
G
I
H
K
J



PERT Network
PERT Example
Activity Expected Time Variance
A 6 4/9
B 4 4/9
C 3 0
D 5 1/9
E 1 1/36
F 4 1/9
G 2 4/9
H 6 1/9
I 5 1
J 3 1/9
K 5 4/9
47
PERT Example
Activity ES EF LS LF Slack
A 0 6 0 6 0 *critical
B 0 4 5 9 5
C 6 9 6 9 0 *
D 6 11 15 20 9
E 6 7 12 13 6
F 9 13 9 13 0 *
G 9 11 16 18 7
H 13 19 14 20 1
I 13 18 13 18 0 *
J 19 22 20 23 1
K 18 23 18 23 0 *
48
PERT Example
V
path
= V
A
+ V
C
+ V
F
+ V
I
+ V
K

= 4/9 + 0 + 1/9 + 1 + 4/9
= 2

path
= 1.414
z = (24 - 23)/ (24-23)/1.414 = .71
From the Standard Normal Distribution table:
P(z < .71) = .5 + .2612 = .7612

49
50
Graph or bar chart with a bar for each project activity that shows
passage of time
Provides visual display of project schedule
Gantt Chart