1

PROJECT
MANAGEMENT
PLANNING, SCHEDULING,
CONTROLLING
 PCA,
TRANSPORTATION SPECIALIST Pambansang
Treyner ng

PICE #0021 Konstruksyon

ENGR. GREGORIO C.
YEE
 2

PROJECT CYCLE
Can be defined as a series of related tasks directed toward a major output.
 5

PROJECT PLANNING

It works best when:

• Work can be defined with a specific goal and deadline.

• The job is unique or somewhat unfamiliar to the existing
organization.
• The work contains complex interrelated tasks requiring specialized
skills.
• The project is temporary but critical to the organization.
• The project cuts across organizational lines.
 4

CONTROLLING THE
PROJECT
 6

PROJECT
CONTROLLING
Involves close monitoring of resources, costs, quality & budgets.

• Project completion
• Critical tasks
• Noncritical tasks
• Probable completion date
• Is the project on schedule, behind schedule, or ahead of schedule?
• Is the money spent equal to, less than, or greater than the budgeted
amount?
• Available resources
• If the project is to be finished in a shorter amount of time, what is the best
way to accomplish this goal at the least cost?
 7

TOOLS
It also means using a feedback loop, ex:

• Primavera
• MacProject
• Pertmaster
• VisiSchedule
• Time Line
• Microsoft.
 3

SCHEDULING THE
PROJECT
 8

PROJECT
SCHEDULING
Involves sequencing and allotting time to all project activities.

It makes sure that:

• It shows the relationship of each activity to others and to the whole
project.
• It identifies the precedence relationships among activities.
• It encourages the setting of realistic time and cost estimates for
each activity.
• It helps make better use of people, money, and material resources
by identifying critical bottlenecks in the project.
 9

WORK BREAKDOWN
STRUCTURE (WBS)
Division of a project activity into subcomponents
 10

PRECEDENCE
DIAGRAM
METHOD
THE FRAMEWORK
 * CPM *

•CRITICAL PATH METHOD

 CPM was designed as a tool for planning,
scheduling and control of construction work.
It’s emphasis is on the work or activities
which is to be managed. (Construction
Work Schedule)

13
 * PERT *
Program Evaluation and Review Technique
or
Project Evaluation and Review Technique

PERT was developed as a result of looking for

an improved method of planning and
evaluating progress of a large scale research
and development program.

(Construction Work Schedule)

14
 HISTORICAL DEVELOPMENT

1956 CPM was invented by

1.)J.E KELLY of Remington Rand
2.) M.R Walker of E.J Du Pont Nemours & Co.

Used in commercial industries for advance

scheduling and cost control. (Chemical Plant)

It was done with real success.

15
* HISTORICAL DEVELOPMENT *

PERT
Program Evaluation and Review
Technique
or
Project Evaluation and Review
Technique

16
 * PERT *

1958 was invented by ALLEN & HAMILTON

for the Polaris Missile Project of the U.S Navy.

- The project is made up of:

• 3000 contractors
•1,100 sub-contractors
•It was proven successful in shortening the
working time.

17
 * PERT/CPM REQUIREMENTS *
RA 9184 – “The program of work shall include,
among other things, estimates of
the work items, estimates,
quantities, cost and a prepared
construction schedule and
estimated cash flow for project
schedule over six months.
[(Annex “A” # 3 - (i)]

18
 Annex “A” # 3L – Bidding does needs
PERT/CPM

RA 9184 – Prospective Bidders shall include

Construction Schedule and S-curve
Manpower Schedule Equipment
Utilization
Section 17-i = Delivery Time or Completion
Schedule
Section 37-1.1 (c) = approval of award
Section 37.2.3 (g) = CPM shall form part of the
contract.

19
ANNEX E 9.2

The contractor or its duly authorized representative shall

have the right to suspend work operation on any or all
projects/activities along the CRITICAL PATH of activities after
fifteen(15) calendar days from date of receipt of written
notice from the contractor to the district engineer/regional
director/consultant or equivalent official, as the case may be:
1. Right of way problem
2. Construction plans delayed
3. Peace and order
4. Undelivered supply government materials
5. Delayed payment for 45 days
ANNEX E 10.3
Extension of contract time may be granted only when the
affected activities fall within the critical path of PERT/CPM
network.
 * PERT/ CPM
REQUIREMENTS *
MC No. 153 dated January 27, 1968 replacing
the method of GANTT Chart (Bar Type) to the
PERT/CPM network

Section 6 of R.A 5979 requires the application

of PERT/CPM to all projects with an estimated
Cost of P 100,000.00 or more.

22
 * DIFFERENCES *

 CPM is an off-shoot of PERT.

CPM simplified PERT.
CPM is special application of PERT.
Only differences is Basic fundamental.
CPM is broader than PERT.

23
 * DEFINITIONS AND SYMBOLS *
NETWORK is a project plan in a graphic form.
It consist principally of :

 EVENTS
ACTIVITIES
NUMBERS OF ARROWS
NODES

24
 * EVENTS *
Are points in time representing start or
completion of a particular activities.

a. they divide time into units but do not

occupy time.
b. neither do they have cost
c. events are represented by circle.

25
 * ACTIVITIES *
Occur through time and represent the things that
must happen in order to undertake a piece of work.
 A) they occupy time and may have cost
 B) activities are represented by arrows
 DUMMY ACTIVITES
 are dotted arrows which solely indicates logical
relationships and interdependence between
different event
 maybe used in the network to distinguished
between two or more-parallel activities.

26
 DEFINITION AND SYMBOL
LATE START (LS) is the latest allowable point
in time that any event can occur and still be on
schedule for the completion of a project.

EARLY FINISH (EF) is the earliest possible point

in time that an activity maybe completed.

27
LET Latest Event Time is the latest time that
event may occur without delaying project
completion.

* It is numerically equal to the length of the

critical path minus the longest path from
the project end event to the event in
question.

28
 DEFINITION AND SYMBOLS

LATE FINISH (LF) is the latest allowable point

in time that an activity maybe completed
without delaying the original scheduled project
completion time.

SLACK or FLOAT ( S or F) is the amount of

spare time available to complete an event or
activity.

29
 DEFINITION AND SYMBOLS
MERGE POINT is where a point more than one
activity terminate in a common event.

BURST POINT is where more than one activity

originates from a common event.

LEAD TIME is a fixed time constraint between

two events.

30
 11

ACTIVITY SEQUENCING
• Project Scope Statement
• Activity List
• Activity Attributes
INPUTS
• Milestones List
• Approved Change
Request

• Project Schedule ACTIVITY

Network Diagram
• Activity List (Updates)
OUTPUTS SEQUEN
• Requested Changes CING

• Precedence Diagramming
Method (PDM)
• Arrow Diagramming
TOOLS & Method (ADM)
TECHNIQUES
• Schedule Network
Templates
• Dependency Determination
• Applying Leads and Lags
 12

ADVANTAGES OF PDM
1. More flexible
2. Allows overlapping of concurrent activity
3. Almost all management system are based on PDM
4. Show the relationship among the activities
5. The PDM network aids to plan, schedule, monitor and
control the project
6. Critical tasks, noncritical tasks and slack time
7. Shows the relationship of the tasks to each other
8. Allows for what-if, worst-case, best-case and most likely
scenario
 13
WHY DO WE NEED TO
LEARN PDM?
1. Available on almost all commercial microcomputer-base
on PMS.
2. Around 30% of contracting organization in Europe are
using PDM
3. This technique is more versatile as compared to the
other network planning.
4. Availability of lag has made this technique more
adaptable to the planner’s needs.
5. This tool can guide managers in making critical
decisions such as to deploy resources based on priority.
6. Can assist the client in determining the duration for
extension of time.
 14

ADVANTAGES & DISADVANTAGES

Fewer Activities

Complicates Manual
No Restraints Calculations

May produce Different

Quicker & Easier Logic Dates on Diferent Software

Updating and Managing

No Dummy Arrows change can be Challenging
 15

LOGICAL
RELATIONSHIP
Types of • Finish to Start

Dependencies FS • (most commonly

used dependency)

• Start to Finish
• (defined relationship • Start to Start
between the start of
one activity & end
dates of a successor
SF SS • (defined relationship
between start of
activities)
activity (rarely used))

• Finish to Finish
• (defined relationship
between the end
dates of activities)
FF
 16

LOGICAL
RELATIONSHIP
Start to Start
Activity A
SS
Activity B
Example
start Erect Studs

start

Place Walling

lag time (SS lag time)

 17

LOGICAL
RELATIONSHIP

Finish to Start

F S
Activity A Activity B

Example
start Erect Studs finish

start Place Walling finish

 18

LOGICAL
RELATIONSHIP
Fnish to Fnish

Activity A
FF
Activity B
Example
finish

start Erect Studs FF

lag

start

Place Walling finish

 19

LOGICAL
RELATIONSHIP

Start to Finish
SF

Activity A Activity B
Example

Erect Studs Place Walling

WHAT DATA SHOULD BE INSIDE
20

THE BOX?

1. ES
2. EF Item #
3. LS ES EF
4. LF LS LF
5. Duration Duration Float
6. Float or Slack
7. Act. # or Description
(Item # - Blue Book)
 21
Forward Pass = A process that identifies all the earliest
time
Earliest Start Time Rule – Before an activity can start, all its immediate
predecessors must be finished:
• If an activity has only a single immediate predecessor, its ES equals
the EF of the predecessor
• If an activity has multiple immediate predecessors, its ES is the
maximum of all EF values of its predecessors. That is,
• ES = max { EF of all immediate predecessors }

Earliest Finish Rule – The earliest finish time of an activity is the sum
of its earliest start time and its activity time. That is,
• EF = ES + Activity time

Hint: We need to use

two-pass processes Backward Pass = A process that identifies all the latest
time

Latest Finish Time Rule – This rule is again based on the fact that
before an activity can start, all its immediate predecessors must be
finished:
• If an activity is an immediate predecessor for just a single activity, its
LF equals the LS of the activity that immediately follows it.
• If an activity is an immediate predecessor to more than one activity,
its LF is the minimum of all LS values of all activities that immediately
follows it. That is,
• LF = min { LS of all immediate following activities }

Latest Start Time Rule – The latest start time of an activity is the
difference of its latest finish time and its activity time. That is,
• LS = LF – Activity time
PDM: PRECEDENCE DIAGRAM 22

METHOD

Activity Description Duration

A RSB Preparation (Foundation) 2
B Foundation Exc. 3
C RSB Preparation (Post) 2
D Concrete Pouring (Foundation) 4
E Form Installation (Post) 4
F RSB Preparation (Beams) 3
G Concrete Pouring (Post) 5
H Installation of Forms (Beams) 2
DRAW THE TENTATIVE NETWORK: 23
 24

ENTRY THE ACTIVITY TIME

ES EF
LS LF
Duration Float

A C F Fig. 1

2 2 3

S
T E H E
A N
R 0 4 02 D
T

B 03 D 04 G 05
 25
LETS SOLVE THE ES AND EF
ES = EF max { of the immediate predecessor activity }
EF = ES + Activity time

A 0 2 C 2 4 F 4 7 Fig. 2

2 2 3

S
T 0 0 E 4 8 H 13 15 E
A N
R 0 4 2 D
T

0 3 3 7 8 13

ES EF B 3 D 4 G 5
LS LF
Duration Float
 26
LETS SOLVE THE ES AND EF

Identify first the critical path: it is the longest path throughout

the networks.

A 2 A 2 A 2 B 3

C 2 D 4 C 2 D 4

F 3 G 5 E 4 G 5

H 2 H 2 G 5 H 2

H 2

9 13 15 14
 27
LETS SOLVE THE LS AND LF

LF = LS min { of all immediate following activities }

LS = LF – Activity time ES EF
LS LF
A 0 2 C 2 4 F 4 7 Duration Fig. 3Float
0 2 2 4 10 13
2 2 3

S
T 0 0 E 4 8 H 13 15 E
A 0 0 4 8 13 15 N
R 0 4 2 D
T

0 3 3 7 8 13
1 4 4 8 8 13
B 3 D 4 C 5
 28
LETS SOLVE THE SLACK TIME
Slack time = (free time) = the length of time an activity can be delayed without
delaying the entire project

Slack Time = LS – ES or Slack Time = LF - EF

ES EF
LS LF
LS - ES A 0 2 C 2 4 F 4 7 Fig.5
LFDuration
- EF Float 0 2 2 4 10 13
2 0 2 0 3 6

S
T 0 0 E 4 8 H 13 15
A 0 0 4 8 13 15
R 0 0 4 0 2 0
T

0 3 3 7 8 13
1 4 4 8 8 13
B 3 1 D 4 1 C 5 0
 CRITICAL PATH
ES EF
LS LF
Duration Float
LS - ES A 0 2 C 2 4 F 4 7 Fig.5
LF - EF 0 2 2 4 10 13
2 0 2 0 3 6

S
T 0 0 E 4 8 H 13 15
A 0 0 4 8 13 15
R 0 0 4 0 2 0
T

0 3 3 7 8 13
1 4 4 8 8 13
B 3 1 D 4 1 C 5 0
 30

Activity Description Duration ES EF LS LF Slack On CP

A 2 0 2 0 2 0 Yes

B 3 0 3 1 4 1 No

C 2 2 4 2 4 0 Yes

D 4 3 7 4 8 1 No

E 4 4 8 4 8 0 Yes

F 3 4 7 10 13 6 No

G 5 8 13 8 13 0 Yes

H 2 13 13 13 15 0 Yes
 31

THREE TIME ESTIMATES IN

PERT
In PERT, we employ a probability distribution based on three time
estimates for each activity, as follows:

• Optimistic time (a) = time an activity will take if everything goes

as planned. In estimating this value, there should be only a small
probability (say, 1/100) that the activity time will be < a.

• Pessimistic time (b) = time an activity will take assuming very

unfavorable conditions. In estimating this value, there should
also be only a small probability (also, 1/100) that the activity time
will be > b.

• Most likely time (m) = most realistic estimate of the time required
to complete an activity.
 32
THREE TIME ESTIMATES IN
PERT

To find the expected activity time, t, the beta distribution weights the
three time estimates as follows:
𝑎 + 4𝑚 + 𝑏
𝑡=
6
To compute the dispersion or variance of activity completion time, we
use the formula:
2
𝑏−𝑎
𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒 =
6
 33
THREE TIME ESTIMATES IN
PERT
MOST
OPTIMISTIC PESSIMISTIC EXPECTED
ACTIVITY LIKELY TIME VARIANCE
(a) TIME (b) TIME (t)
(m)
A 1 2 3 2 0.11
B 2 3 4 3 0.11
C 1 2 3 2 0.11
D 2 4 6 4 0.44
E 1 4 7 4 1.00
F 1 2 9 3 1.78
G 3 4 11 5 1.78
H 1 2 3 2 0.11

𝑎 = 1 𝑤𝑒𝑒𝑘𝑠, 𝑚 = 2 𝑤𝑒𝑒𝑘𝑠, 𝑏 = 9 𝑤𝑒𝑒𝑘𝑠

𝑎 + 4𝑚 + 𝑏 1 + 4 2 + 9 18
𝑡= = =
6 6 𝟔
2 2 2
= 3 𝑤𝑒𝑒𝑘𝑠 𝑏 − 𝑎 9−1 8 64
𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒 = = = =
6 6 6 36
= 1.78
PROBABILITY OF PROJECT 34

COMPLETION
We know that the project completion time is 15 weeks. However when there are
variation then there is also a significant variation in the duration. Hence, the
activity along the critical path will be affected. Therefore, project variance is
computed by summing the variances of critical activities.
𝜎𝑝2 = 𝑃𝑟𝑜𝑗𝑒𝑐𝑡 𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒 = ෍ 𝑣𝑎𝑟𝑖𝑎𝑛𝑐𝑒𝑠 𝑜𝑓 𝑎𝑐𝑡𝑖𝑣𝑖𝑡𝑖𝑒𝑠 𝑜𝑛 𝑐𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝑝𝑎𝑡ℎ

MOST LIKELY PESSIMISTIC EXPECTED TIME

ACTIVITY OPTIMISTIC (a) VARIANCE
TIME (m) TIME (b) (t)
A 1 2 3 2 0.11
C 1 2 3 2 0.11
E 1 4 7 4 1.00
G 3 4 11 5 1.78
H 1 2 3 2 0.11

𝑃𝑟𝑜𝑗𝑒𝑐𝑡 𝑣𝑎𝑟𝑖𝑎𝑛𝑐𝑒 𝜎𝑝2 = 0.11 + 0.11 + 1.00 + 1.78 + 0.11 = 3.11

Which implies:
𝑃𝑟𝑜𝑗𝑒𝑐𝑡 𝑠𝑡𝑎𝑛𝑑𝑎𝑟𝑑 𝑑𝑒𝑣𝑖𝑎𝑡𝑖𝑜𝑛 𝜎𝑝 = 𝑃𝑟𝑜𝑗𝑒𝑐𝑡 𝑣𝑎𝑟𝑖𝑎𝑛𝑐𝑒 = 3.11 = 1.76 𝑤𝑒𝑒𝑘𝑠
 35
HOW CAN THIS INFO BE USED TO HELP
ANSWER THE PROBABILITY OF FINISHING
THE PROJECT ON TIME
We can make two assumptions that:

1. Total project completion time follows a probability

distribution

2. Activity are statistically independent

3. Then a bell shaped normal curve can be made

4. This implies that there is a 50 % change the time will be

less than 15 weeks and 50 % that it will exceed 15 weeks
 36
IF WE ARE ASK WHAT IS THE PROBABILITY THAT
OUR PROJECTWILL BE FINISH ON OR BEFORE
THE 16 WEEK DEADLINE
To do so:
1. We need to determine the appropriate area under the normal
curve
2. This is the area to the left of the 16 week
3. Use the equation:
𝐷𝑢𝑒 𝑑𝑎𝑡𝑒 − 𝑒𝑥𝑝𝑒𝑐𝑡𝑒𝑑 𝑑𝑎𝑡𝑒 𝑜𝑓 𝑐𝑜𝑚𝑝𝑙𝑒𝑡𝑖𝑜𝑛 16 𝑤𝑒𝑒𝑘𝑠 − 15 𝑤𝑒𝑒𝑘𝑠
𝑍= = = 0.57
𝜎𝑝 1.76
Z=0.57 is the number of std. Deviations. The due date lies from the
mean or expected. We can refer this to a normal curve area. Then
we can find 0.57 indicate a probability of 71.57%.

QUESTION: WHAT IS THE PROBABILTY

THAT THE OR BEFORE THE 17TH WEEK?

ANSWER: 87.20%
 37
HOW ABOUT IF WE ARE ASK WHAT IS THE
DEADLINE THAT A 99% CHANGE OF
COMPLETING THE PROJECT
WE NEED A Z VALUE = TO 99%. IN THE NORMAL TABLE WE
FIND Z VALUE=2.33 BEING CLOSEST THE PROBABILITY OF
99%. HENCE OUR DUE DATE IS 2.33 SD ABOVE THE MEAN.
𝐷𝑢𝑒 𝑑𝑎𝑡𝑒 = 𝐸𝑥𝑝𝑒𝑐𝑡𝑒𝑑 𝑐𝑜𝑚𝑝𝑙𝑒𝑡𝑖𝑜𝑛 𝑡𝑖𝑚𝑒 + 𝑍 × 𝜎𝑝 = 15 + 2.33 × 1.76 = 19.1 𝑤𝑒𝑒𝑘𝑠

QUESTION: WHAT DUE DATE GIVES THE

PROJECT A 95% CHANGE OF TIME
COMPLETION?

ANSWER: 17.9 WEEKS

 38

COST-TIME TRADE-OFFS AND

PROJECT CRASHING
Crashing a project involves four steps:

1. Compute the crash cost per week. If crash costs are linear over time, the following
formula can be used:
𝐶𝑟𝑎𝑠ℎ 𝑐𝑜𝑠𝑡 − 𝑁𝑜𝑟𝑚𝑎𝑙 𝑐𝑜𝑠𝑡
𝐶𝑟𝑎𝑠ℎ 𝑐𝑜𝑠𝑡 𝑝𝑒𝑟 𝑝𝑒𝑟𝑖𝑜𝑑 =
𝑁𝑜𝑟𝑚𝑎𝑙 𝑙𝑖𝑛𝑒 − 𝐶𝑟𝑎𝑠ℎ 𝑡𝑖𝑚𝑒
2. Identify the critical activities.
3. If there is only one critical path, then select the activity on this critical path that (a)
can still be crashed and (b) has the smallest crash per period.
If there is more than one critical path, then select one activity from each critical
path such that (a) each selected activity can still be crashed and (b) the total crash
cost per period of all selected activities is the smallest. Crash each activity by one
period.

4. Update all activity times. If desired due date has been reached, stop. If not, return to
Step 2.
COST-TIME TRADE-OFFS AND 39

PROJECT CRASHING

Crash Cost/Week = Crash Cost - Normal Cost

Activity Cost Normal Time - Crash Time

Crash
34,000 = 34,000 - 30,000
3-1
33,000
= 4,000
32,000 2 weeks

31,000 = 2,000/week

Normal
30,000

1 2 3 Time (weeks)
S-CURVE &
CASH FLOW
STATEMENT
 OVERHEAD CASH FLOW

1) Assumed to be 20% of indirect cost.

2) It should be equally on a monthly basis
P 120,000 (0.20) = P 24,000
then:

24,000 = 4,800/month
5
Recalculating for the balance of indirect cost

P 120,000 – 24,000 = P 96,000 Represent the profit

usually appears at
the end of the
project.
 WORKING CAPITAL

1. Amount needed to meet cash requirements

2. It could be either owned or borrowed
3. On our illustrative, it is assumed that the
contractor puts up 30% of the project cost.

30% (1,200,000) = P 360,000.00

 PROGRESS PAYMENT

Periodic payment made by the owner to the

contractor commensurate to the work
accomplishment.

Usually: 10% retention is imposed then

assuming that we have a monthly
progress billing of P 240,000
then less 10% P 24,000
P 216,000 net
 Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

CASH FLOW:
Cash beginning P 360,000 1 P 73,500 (P 65,500) (P 67,900) P 5,100 P 120,000
Progress Pay- - 216,000 216,000 216,000 216,000 216,000
ments
A Total Inflow P 360,000 1 P 289,500 P 150,500 P 148,100 P 221,100 P 336,000
BALANCE
CASH OUTFLOW: SHEET:

Materials P 190,000 P 275,000 P 115,000 P 80,000 P 660,000

P 230,000
Labor P 61,700 P 50,200 P 58,600 P 33,200 P 26,300
P 190,000
Equipment P 30,000 P 25,000 P 40,000 P 25,000 P 70,800 P 24,000
Overhead P 4,800 P 4,800 P 4,800 P 4,800 P 4,800 P 1,140,000
B Total Outflow P 286,500 P 355,000 P 218,400 P 143,000 P 101,100 P 1,200,000
3
A-B Net Cash Flow P 73,000 P 65,500 P 67,900 P 5,100 P 120,000 P456,000
 ANALYZING THE CASH FLOW

1. That the project will have a cash shortage on

the second and third months.
2. However browsing this in advance enables the
manager to take appropriate measures
Options:
1. avail of supplies credit facilities
2. adjust CPM
3. request for advance payment
 Total Outflow
COST
100 92
WORKING CAPITAL
83.6
90%
80 REQUIREMENTS
Percent Expenditures

71.7
72%
60 EXPENSE

53.5
CURVE 54%
40
23.9 INCOME
36% PROFILE
20
18%

0 1 2 3 4 5 6
S-CURVE AND INCOME PROFILE
Computation of Coordinates

For Expense Total Outflow For Income Progress Payment

curve: cost profile: 1.2 m
Month:

1st = 286,500 = 23.90 216,000 = 18%

1.20m 1.20m
= 53.50% = 36
355,000 = 29.60 216,000 = 18%
2nd = 1.20m 1.20m
= 54
218,400 216,000
3rd = = 18.20 = 71.70% 1.20m = 18%
1.20m
216,000 = 18% = 72
143,000 1.20m
4th = 1.20m = 11.90 = 83.60%
216,000 = 18% = 90%
101,100
5th = 1.20m = 8.40 = 92% 1.20m
96,000 = 8.00 = 100%
6th = 1.20m
0 4 8 12 16 20

The S-curve point correspond to

milestone in the CPM network F(5)
but if it has more events: it is C(4)
time consuming so only a P 180,000
representative events are P 120,000
chosen.
A(7) D(7) G(6)

P 175,000 P 315,000 P 144,000

B(5)
E(8)
P 170,000
P 96,000
2 4
2

1 2 3 4 5 6 7 8

CPM SCHEDULE MARKED WITH MILESTONES

 B A C D E F
Xn = ∑ Ten x 100
∑Te = Total time X5 = 5 + 7 + 4 + 6 + 8 + 2 = 76.20
42

B A C D E F
X1 = 0 x 100 = 0 X6 = 5 + 7 + 4 + 7 + 8 + 3 = 80.90
0 42
B A B A C D E F+G
X2 = 5 + 5 = 23.80 X7 = 5 + 7 + 4 + 7 + 8 + 5 + 2 = 90.50
42 42
B A E B A C D E F+G
X8 = 5 + 7 + 4 + 7 + 8 + 5 + 6 = 100
X3 = 5 + 7 + 2 = 33.33 42
42
B A C D E
X4 = 5 + 7 + 4 + 4 + 6 = 61.90
42
 The sum of cost accumulated
B A C D E F
Yn = ∑ACn x 100 Y6 = 170 + 175 + 120 + 315 + 96 + 108 = 82%
TPC 1.20m
% of cost incurred as of pt.N
B A C D E F G
Y1 = 0 x 100 = 0 Y7 = 170 + 175 + 120 + 315 + 96 + 180 + 48
1.20m 1.20m
B A
Y2 = 170,000 + 125,000 = 24.60% = 92%
1.20m
B A E Y8 = 100%
Y3 = 170 + 175 + 24 = 30.80%
1.20m
B A C D E
Y4 = 170 + 175 + 120 + 180 + 72 = 59.80%
1.20m
B A C D E F
Y5 = 170 + 175 + 120 + 270 + 96 + 72 = 75.25%
1.20m
 Total Outflow
100

80
Percent Expenditures

Cost Overrun
60
Actual S-Curve

40
Cut-off Period

20 Cost Underrun

0 20 40 60 80 100
PLANNED VS. ACTUAL S-CURVE
Updating the S-Curve maybe cause any
of the following:

1. Changes in the Network

2. Addition / Deletion of act.
3. Changes in quantity
4. Change in unit price
5. Time extension
 Updated Curve as of Day 100

Updated Curve as of Day 75

Updated Curve as of Day 50

Original Curve
100 WORK ORDER
OCCURS
80 UPDATES TO
S-CURVE

Original Duration
60
Expected Slippage
Percent of Cost

40

20

0 25 50 75 100 125 150 175

Day 50: Change Day 100: A Time
Order Occurs Extension is Granted
Day 75 : An Extra
The End…