Chapter 5 Scheduling Tracking Work

CHAPTER 5
SCHEDULING AND TRACKING

WORK IN CONSTRUCTION
PROJECT MANAGEMENT
Introduction
Planning & Scheduling
Principles
Techniques
Work breakdown structure
Gantt Chart & S-Curve
Critical Path Method
Successor/ predecessor relationship
Arrow Diagram Method and
Precedence Diagram Method
THE INTEGRATION OF TIME &

SUSTAINABLE CONSTRUCTION
Our focus!!
Traditional Projects Critical Components (time, cost, & quality); in relation with
sustainable construction concept
Introduction
Project planning
Process of identifying all the activities necessary
to successfully complete the project.
Provides map to guide where to go and focused
on how to get there
Planned in early stage of Project life Cycle or also
before site activities start.
Introduction
Importance of planning
Reduce mistake and rework
Avoid wastage
minimize unnecessary in time and cost scheduling
better quality control
Effective project progress control
Effective usage resources
Introduction
Project scheduling
Process of determining the sequential order of the
planned activities, assigning realistic durations to
each activity and determining the start and finish
dates for each activities.
it can be used to manage, coordinate, control and
report.
Depending on the sophistication of the user, the
schedule can take different forms.
Project Scheduling
Purpose of project scheduling
Claim
Project time and cost control
Allocate project resources more efficiently
As a monitoring tool
Material delivery at site
Storage all material cannot put in the site (confined space)
Avoid delay of the work and activity.
Minimize the cash flow as min as possible such as order material
stage by stage depend on the work needed.
Control human resources and machinery To improve the efficiency
of the operation through the efficient use of resources and cost
control.
Project planning is prerequisite to project planning!
Desired results of planning and scheduling
Finish the project on time.

Continuous (uninterrupted) flow of work (no delays)
Reduced amount of rework (least amount of changes)
Minimized confusion on misunderstandings.
Increase knowledge of status of project by everyone.
Meaningful and timely reports to management.
You run the project instead the project running you.
Knowledge of scheduled times of key parts of the project.
Knowledge of the distributions of costs of the project
Accountability of people, define responsibility/authority.
Clear understanding of who does what, when & how much.
Integration of all work to ensure a quality project for the owner.
What are the different?

Planning is more difficult to accomplish than
scheduling.
The term planning and scheduling are often
used synonymously.
Planning is first step to project scheduling.
Tools used for planning and scheduling are
different!
Principles of planning and scheduling
Begin planning before starting work, rather than after starting

work.
Involve people who will actually do the work in the planning
and scheduling process.
Includes all aspects of the project: scope, budget, schedule &
quality.
Build flexibility into the plan, include allowance for changes and
time for reviews and approvals.
Remember the schedule is the plan for doing the work, and it
will never be precisely correct.
Keep the plan simple, eliminate irrelevant details that prevent
the plans from being readable.
Communicating the plan to all parties; any plan is worthless
unless it is known.
Client Satisfaction
COST
TIME
QUALITY
20
18
16
14
12
10
8
6
4
2
0
RESOURCES
SCOPE
The Collection of Projects Critical Components (should be in equilibrium)
Steps in planning and scheduling

Scope
definition
Time &
Resource
Management
Activity
Sequencing
Schedule
development
Create WBS
Scope
Activity
resource
planning
Cost Estimating
Activity
Duration
Estimation
Cost Budgeting
Management
Cost
Management
Steps in planning and scheduling

1.
2.
3.
4.
Develop a work breakdown structure (WBS)

Prepare a drawing (network diagram)
Determine the time, cost and resources required
Compute the schedule to determine start, finish
and float times
5. Analyze costs and resources for the project
6. Communicate the results of the plan and
schedule
Work breakdown structure (WBS)

Identifies the tasks and activities that must be
performed.
It divides the project into identifiable parts that can be
managed.
Concept of WBS: in order to manage a whole project,
one must manage and control each of its parts.
It defines:
The work to be performed

The need of expertise
Assist in selection of project team
Establish a base of project scheduling and control

WBS is display as a graphical or outline
method that shows the division of work in a
multi level system.
In developing WBS, we should consider:
Activities that require time
Activities that require cost
Activities that need to arrange
Activities that need to monitor
Work Breakdown Structure (Graphical)

Level 1
Construction of one block office building
Level 2
Start Project
Preliminaries
Block A
Level 3
Performance
bond
Earthwork
Establish and
removal of site
office
Structure Work
Architecture
Work
M&E work
Testing &
Commissioning
Project
complete
Work Breakdown Structure (Outline)

Construction of one
block office building
Start Project
Preliminaries
Performance bond
Establish and removal
of site office
Block A
Earthwork
Structure Work
Architecture Work
M&E work
Testing and
Commissioning
Project complete

Importance of WBS
Overall program can be explain in summary according to
each sub-element divided.
Planning could execute.
Cost and budget could estimate more accurately.
Time, Cost and Performance of each element could be
monitor from time to time.
Objective could be relate directly with the available
resources in the company.
Network diagram and control planning could be prepared
in early stages.
Responsibilities for each parties involve in every element
could be identify and assign.

Example:
You are the Project Manager for a Construction
of Proposed Construction and Completion of a
Double Storey Bungalow House And Related
Works For Messrs. Dato 'Kamal Jaafar. Develop
a preliminary graphical work breakdown
structure (up to level 4) for the project given.
Your WBS should complete with all works needs
in completing a one unit bungalow.
Example (WBS-Graphical Method)

Level
1
Level
2
Level
3
Proposed Construction and Completion of A Double Storey Bungalow House and

Related Works for Messrs. Dato 'Kamal Jaafar.
Preliminary
works
Performance
bond
Progress
Report
Building
works
Structure
Architecture
External
works
M&E
Sewerage
Foundation
Wall
Wiring
Road and
drainage
Ground level
Floor
Fittings
installation
Landscape
1st floor level
Roof
2nd floor
level
Fittings
Level
4
Exercise (Outline Method)

Proposed Construction and Completion of A Double Storey Bungalow House and
Related Works for Messrs. Dato 'Kamal Jaafar.
Techniques for scheduling

Techniques used will vary depending on:
Projects size
Complexity
Duration
Personnel
Owner requirements
Two general methods commonly used :
Bar chart (Gantt chart)

Critical path method (CPM/ network analysis
system)
Develop by Henry L.Gantt

Is a graphical time-scale of the schedule,
length represent the duration of activity.
Advantages
Disadvantages
Easy to interpret
Simplicity & ease of preparation and
understanding (Simple graphical).
No theory or complicated calculation
involved (Easy for general
comprehension).
Time-scaled (the length of the bar
representing certain activity is
proportional to the duration of that
activity.
Appeal to persons who do not have a
technical background
Wide spread used in industry
Mostly used in small project
Fairly broad planning and scheduling
tools, so they require less revision
and updating than more
sophisticated systems
Difficult to update
Very cumbersome as the
number of line activities, or bars
increases
Does not integrate costs or
resources with the schedule
Limited application for detail
construction work
Difficult to use it for forecasting
the effects that changes in a
particular activity will have on
the overall schedule
Bar chart (Gantt Chart)

No.
Description
Month
1
Mobilization
Foundation Excavation
Diversion Stage
Foundation Grouting
Dam Concrete
Install Outlet Gates
Install Trash Racks
Prestress
Radial Gates
10
Spillway Bridge
11
Curtain Grout
12
Dismantle Plant, Clean Up
10
Original Schedule
Actual progress
Bar chart basically use x-axis only (to depict time).

The y-axis is use to show individual activities, to represent a variable across time
(e.g.: man-hours, budget, % complete and so forth.
Bar chart (Gantt Chart) + S curve

Description
Month
1
Mobilization
Foundation Excavation
Diversion Stage
Foundation Grouting
Dam Concrete
Install Outlet Gates
Install Trash Racks
Prestress
Radial Gates
10
Spillway Bridge
11
Curtain Grout
12
Dismantle Plant, Clean Up
10
100
Original Schedule
Actual progress
Cumulative progress (%)
No.
Bar chart basically use x-axis only (to depict time).

The y-axis is use to show individual activities, to represent a variable across time (e.g.: man-hours,
budget, % complete and so forth.
The variables usually shown as a curve superimposed on the bar chart.
Bar chart (Gantt Chart)

Tutorial No.2:
A project consist of five activities that should be
done in a period of time. Try to create a bar chart
to ease the project planning and scheduling.
* consider 1 week as 7 days
Activity A
Activity B
Activity C
Activity D
Activity E
: 1 week, starting from 1 Jun 2015

Bar chart (Gantt Chart)-Example 1

Step 1: identify start date and finish date for
each activity
Activity A
Activity B
Activity C
Activity D
Activity E

(1/6-7/6)
(8/6-21/6)
(15/6-5/7)
(22/6-5/7)
(29/6-12/7)

Step 2: Draw outline of bar chart
Activity
Duration
(week)
Week 1
1/6
Act. A
Act. B
Act. C
Act. D
Act. E
Week 2
8/6
Week 3
15/6
Week 4
22/6
Week 5
29/6
Week 6
6/7

Step 3: Draw the
activity bars
Activity A
Activity B
Activity C
Activity D
Activity E
Activity
Duration
(week)
Week 1
1/6
Act. A
Act. B
Act. C
Act. D
Act. E
Week 2
8/6
Week 3
15/6

(1/6-7/6)
(8/6-21/6)
(15/6-5/7)
(22/6-5/7)
(29/6-12/7)
Week 4
22/6
Week 5
29/6
Week 6
6/7

Num
Activity
Duration
(days)
Start Date
Cost (RM)
Resources/
day
(person)
Work
progress
percentage
(%)
Activity A
4/5/2014
1,400.00
12
Activity B
7/5/2014
2,700.00
30
Activity C
10/5/2014
3,500.00
21
Activity D
15/5/2014
6,000.00
10
Activity E
17/5/2014
4,700.00
12
Activity F
19/5/2014
12,600.00
15
30,900.00
100

Step 1: identify start date and finish date for
each activity
Activity A
Activity B
Activity C
Activity D
Activity E
Activity F
: 3 days, starting from 4 May 2014

(4/5-6/5)
(7/5-11/5)
(10/5-16/5)
(15/5-19/5)
(17/5-20/5)
(19/5-24/5)
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
Act. F
16/5
15/5
Act. E
14/5
13/5
Act. D
12/5
11/5
Act. C
10/5
9/5
Act. B
8/5
7/5
Act. A
6/5
Duration
(days)
5/5
Activity
4/5
Step 2: Draw outline of bar chart
24/5
23/5
22/5
21/5
20/5
19/5
18/5
Act. F
17/5
16/5
Act. E
15/5
14/5
Act. D
: (4/5-6/5)
: (7/5-11/5)
: (10/5-16/5)
: (15/5-19/5)
: (17/5-20/5)
: (19/5-24/5)
13/5
12/5
Act. C
11/5
9/5
Act. B
8/5
7/5
Act. A
6/5
Duration
(days)
5/5
Activity
4/5
Step 3: Draw the

activity bars
10/5
Activity A
Activity B
Activity C
Activity D
Activity E
Activity F
An S-curve is defined as:

"A display of cumulative costs, labor hours or
other quantities plotted against time. The name
derives from the S-like shape of the curve, flatter
at the beginning and end and steeper in the
middle, which is typical of most projects. The
beginning represents a slow, deliberate but
accelerating start, while the end represents a
deceleration as the work runs out."
S-Curve
Type of S-Curve
Physical S-Curve
Financial S-Curve
Both S-curve can be in Baseline (planned) or

actual S-curve
S-Curve (Example)
Num
Activity
Duration
(days)
Start Date
Cost (RM)
Resources/
day
(person)
Work
progress
percentage
(%)
Activity A
4/5/2014
1,400.00
12
Activity B
7/5/2014
2,700.00
30
Activity C
10/5/2014
3,500.00
21
Activity D
15/5/2014
6,000.00
10
Activity E
17/5/2014
4,700.00
12
Activity F
19/5/2014
12,600.00
15
30,900.00
Based on bar chart in Example 2, construct S-curve (daily basis) for this project:
1. Financial S-Curve
2. Physical S-curve (resources vs time & work vs time)
100
Financial S-Curve
Financial S-Curve
12,600
Cost/day
Cumulative cost/day
24/5
23/5
Act. F
22/5
4,700
21/5
20/5
Act. E
19/5
6,000
18/5
17/5
Act. D
16/5
3,500
15/5
14/5
Act. C
13/5
2,700
12/5
11/5
Act. B
10/5
1,400
9/5
8/5
Act. A
Cost/day
(RM)
7/5
Cost
(RM)
6/5
Duration
(days)
5/5
Activity
4/5
STEP 1: DRAW BAR CHART (from Example 2), include Cost of each activity
Financial S-Curve
Act. A
Act. B
Act. C
Act. D
Act. E
Act. F
1,400
=1,400/3
467
5
2,700 =2,700/5
540
7
3,500 =3,500/7
500
5
6,000 =6,000/5
1200
4
4,700 =4,700/4
1175
6
12,600 =12,600/6
2100
Cost/day
Cumulative cost/day
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
14/5
13/5
12/5
11/5
10/5
9/5
8/5
Cost/day
(RM)
7/5
Cost
(RM)
6/5
Duration
(days)
5/5
Activity
4/5
STEP 2: Calculate COST/ DAY = Cost / duration
Financial S-Curve
12,600
2100
Cumulative cost/day
24/5
Act. F
23/5
1175
22/5
4,700
21/5
20/5
Act. E
1200
19/5
6,000
18/5
17/5
Act. D
500
16/5
3,500
15/5
14/5
Act. C
540
13/5
2,700
12/5
11/5
Act. B
467
10/5
1,400
9/5
8/5
Act. A
Cost/day
Cost/day
(RM)
7/5
Cost
(RM)
6/5
Duration
(days)
5/5
Activity
4/5
STEP 2: Calculate COST/ DAY = Cost / duration
Financial S-Curve
540
3,500
Act. D
6,000
Act. E
4,700
1175
Act. F
12,600
2100
Cumulative cost/day
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
14/5
13/5
467
Act. C
Cost/day
12/5
2,700
11/5
10/5
Act. B
9/5
1,400
8/5
7/5
Act. A
Cost/day
(RM)
6/5
Cost
(RM)
5/5
Duration
(days)
540 +500
500
1200
467
467
467
540
540
540
1040
1040
500
500
500
1700
1700
2375
2375
4475
3275
2100
2100
2100
2100
Activity
4/5
STEP 3: Calculate the TOTAL COST of each DAY
Financial S-Curve
Act. F
12,600
2100
24/5
1175
23/5
4,700
22/5
21/5
Act. E
20/5
6,000
19/5
18/5
Act. D
17/5
3,500
16/5
15/5
Act. C
14/5
2,700
13/5
12/5
Act. B
11/5
1,400
10/5
9/5
Act. A
8/5
Cost/day
(RM)
7/5
Cost
(RM)
6/5
Duration
(days)
5/5
Activity
4/5
STEP 4: Calculate the CUMULATIVE COST of each DAY
467
540
500
Cost/day
467
467
467
540
540
540
1040
1040
500
500
500
1700
1700
2375
2375
4475
3275
2100
2100
2100
2100
Cumulative cost/day
467
934
1041
1941
2481
3021
4061
5101
5601
6101
6601
8301
1001
12376
14751
19226
22501
24601
26701
28801
30901
1200
Cumulative
cost cost
(previous)
+ current
cost/day
Cumulative
(previous)
+ current
cost/day
= 467= +934
467+ 467
Financial S-Curve
Total cumulative cost
Act. A
Act. B
Act. C
Act. D
5
7
1,400
2,700
3,500
12,600
Start from 0
Cost/day
Cumulative cost/day
24/5
23/5
20600
500
Get the medium (30900 /2)
1175
15450
10300
467
1041
934
5150
2100
Start from 0
467
467
467
540
540
540
1040
1040
500
500
500
1700
1700
2375
2375
4475
3275
2100
2100
2100
2100
22/5
540
6,000
4,700
21/5
25750
467
934
1041
1941
2481
3021
4061
5101
5601
6101
6601
8301
10001
12376
14751
19226
22501
24601
26701
28801
30901
Act. F
30900
467
1200
Act. E
20/5
19/5
18/5
17/5
16/5
15/5
14/5
13/5
12/5
11/5
10/5
9/5
8/5
Cost/da y
(RM)
7/5
Cost
(RM)
6/5
Duration
(days)
5/5
Activity
4/5
STEP 5: Plot graph base on cumulative cost
Financial S-Curve
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
14/5
13/5
12/5
11/5
10/5
9/5
8/5
Cost/da y
(RM)
7/5
Cost
(RM)
6/5
Duration
(days)
5/5
Activity
4/5
STEP 5: Plot graph base on cumulative cost
30900
Act. A
Act. B
Act. C
Act. D
5
7
1,400
2,700
3,500
467
25750
540
20600
500
15450
6,000
1200
4,700
12,600
1175
5150
2100
0
Cost/day
467
467
467
540
540
540
1040
1040
500
500
500
1700
1700
2375
2375
4475
3275
2100
2100
2100
2100
Act. F
Cumulative cost/day
467
934
1041
1941
2481
3021
4061
5101
5601
6101
6601
8301
10001
12376
14751
19226
22501
24601
26701
28801
30901
Act. E
10300
Physical S-Curve
(resources VS time)
Num
Activity
Duration
(days)
Start Date
Cost (RM)
Resources/
day
(person)
Work
progress
percentage
(%)
Activity A
4/5/2014
1,400.00
12
Activity B
7/5/2014
2,700.00
30
Activity C
10/5/2014
3,500.00
21
Activity D
15/5/2014
6,000.00
10
Activity E
17/5/2014
4,700.00
12
Activity F
19/5/2014
12,600.00
15
30,900.00
100
Physical S-Curve (resources VS time)
Resource/day
Cumulative resource/day
24/5
23/5
22/5
21/5
20/5
Act. F
19/5
18/5
17/5
Act. E
16/5
15/5
14/5
Act. D
13/5
12/5
2
2
2
6
6
8
8
13
9
5
5
5
5
Act. C
11/5
10/5
Act. B
9/5
8/5
7/5
Act. A
6/5
Resource/
day
5/5
Duration
(days)
4/5
Activity
2
2
2
3
3
3
5
STEP 1: DRAW BAR CHART (from Example 2), include resource/day for each activity

24/5
23/5
22/5
21/5
Act. F
20/5
19/5
18/5
Act. E
17/5
16/5
15/5
Act. D
14/5
13/5
12/5
Act. C
11/5
10/5
9/5
Act. B
8/5
7/5
6/5
Act. A
5/5
Resource/
day
Resource/day
2
2
2
3
3
3
5
5
2
2
2
6
6
8
8
13
9
5
5
5
5
Duration
(days)
2
4
6
9
12
15
20
25
27
29
31
37
43
51
59
72
81
86
91
96
101
Activity
4/5
STEP 2: Calculate the CUMULATIVE resource of each DAY
Cumulative resource (previous) + current resource/day

=2+2

24/5
23/5
22/5
21/5
Act. F
20/5
19/5
18/5
Act. E
17/5
16/5
15/5
Act. D
14/5
13/5
12/5
Act. C
11/5
10/5
9/5
Act. B
8/5
7/5
6/5
Act. A
5/5
Resource/
day
Resource/day
2
2
2
3
3
3
5
5
2
2
2
6
6
8
8
13
9
5
5
5
5
Duration
(days)
2
4
6
9
12
15
20
25
27
29
31
37
43
51
59
72
81
86
91
96
101
Activity
4/5
STEP 3: Plot graph base on cumulative resource

24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
14/5
13/5
12/5
11/5
10/5
9/5
8/5
7/5
Resource/
day
6/5
Duration
(days)
5/5
Activity
4/5
Total cumulative resource

Act. A
Act. B
Act. C
Act. D
Act. E
Act. F
5
7
5
4
6
102
85
68
51
4
102/6 x 2 = 34
34
102/6 = 17
17
4
5
Resource/day
2
2
2
3
3
3
5
5
2
2
2
6
6
8
8
13
9
5
5
5
5
2
4
6
9
12
15
20
25
27
29
31
37
43
51
59
72
81
86
91
96
101
Start from 0
Act. A
Act. B
Act. C
Act. D
Act. E
5
7
5
4
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
14/5
13/5
12/5
11/5
10/5
9/5
8/5
7/5
102
85
68
51
34
17
Resource/day
2
2
2
3
3
3
5
5
2
2
2
6
6
8
8
13
9
5
5
5
5
6/5
Resource/
day
2
4
6
9
12
15
20
25
27
29
31
37
43
51
59
72
81
86
91
96
101
Act. F
Duration
(days)
5/5
Activity
4/5
Physical S-Curve
(work VS time)
Num
Activity
Duration
(days)
Start Date
Cost (RM)
Resources/
day
(person)
Work
progress
percentage
(%)
Activity A
4/5/2014
1,400.00
12
Activity B
7/5/2014
2,700.00
30
Activity C
10/5/2014
3,500.00
21
Activity D
15/5/2014
6,000.00
10
Activity E
17/5/2014
4,700.00
12
Activity F
19/5/2014
12,600.00
15
30,900.00
100
Physical
S-Curve
(work
VS
time)
STEP 1: DRAW BAR CHART (from Example 2), include work progress
15
Work progress/day
Cumulative work progress/day
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
Act. F
12
16/5
15/5
Act. E
10
14/5
13/5
Act. D
21
12/5
11/5
Act. C
30
10/5
9/5
Act. B
12
8/5
7/5
Act. A
Work
progress
percentage
(%)
6/5
Duration
(days)
5/5
Activity
4/5
percentage/day for each activity
15
Work progress/day
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
Act. F
12
16/5
15/5
Act. E
10
14/5
13/5
Act. D
21
12/5
11/5
Act. C
30
10/5
4 4 4
9/5
Act. B
12
8/5
7/5
Act. A
Work
progress
percentage
(%)
6/5
Duration
(days)
5/5
Activity
4/5
Physical
S-Curve
(work
VS
time)
STEP 2: Calculate work progress percentage of each day for every activities
12% / 3 days = 4%/ day

6 6 6 6 6
30% / 5days = 6%/ day
3 3 3 3 3 3 3
2 2 2 2 2
3 3 3 3
2.5 2.5 2.5 2.5 2.5 2.5
Physical S-Curve (work VS time)
12
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
14/5
13/5
12/5
11/5
10/5
9/5
8/5
7/5
Act. A
Work
progress
percentage
(%)
6/5
Duration
(days)
5/5
Activity
4/5
STEP 2: Calculate work progress percentage of each day
4 4 4
6 +3
5
Act. C
Act. D
Act. E
Act. F
30
21
10
12
15
Work progress/day
6 6 6 6 6
3 3 3 3 3 3 3
2 2 2 2 2
3 3 3 3
2.5 2.5 2.5 2.5 2.5 2.5
4
4
4
6
6
6
9
9
3
3
3
5
5
5
5
7.5
5.5
2.5
2.5
2.5
2.5
Act. B
15
Work progress/day
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
Act. F
12
15/5
14/5
Act. E
10
13/5
12/5
Act. D
21
11/5
10/5
Act. C
30
9/5
8/5
Act. B
12
7/5
6/5
Act. A
Work
progress
percentage
(%)
5/5
Duration
(days)
4 4 4
6 6 6 6 6
3 3 3 3 3 3 3
2 2 2 2 2
3 3 3 3
2.5 2.5 2.5 2.5 2.5 2.5
4
4
4
6
6
6
9
9
3
3
3
5
5
5
5
7.5
5.5
2.5
2.5
2.5
2.5
Activity
4/5
STEP 3: Calculate cumulative work progress percentage of each day
15
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
Act. F
12
14/5
13/5
Act. E
10
12/5
11/5
Act. D
21
10/5
9/5
Act. C
30
8/5
7/5
Act. B
12
6/5
5/5
Act. A
Work
progress
percentage
(%)
4 4 4
6 6 6 6 6
3 3 3 3 3 3 3
2 2 2 2 2
3 3 3 3
2.5 2.5 2.5 2.5 2.5 2.5
Work progress/day
4
4
4
6
6
6
9
9
3
3
3
5
5
5
5
7.5
5.5
2.5
2.5
2.5
2.5
Duration
(days)
4
8
12
18
24
30
39
48
51
54
57
62
67
72
77
84.5
90
92.5
95
97.5
100
Activity
4/5
STEP 3: Calculate cumulative work progress percentage of each day
15
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
Act. F
12
14/5
13/5
Act. E
10
12/5
11/5
Act. D
21
10/5
9/5
Act. C
30
8/5
7/5
Act. B
12
6/5
5/5
Act. A
Work
progress
percentage
(%)
4 4 4
6 6 6 6 6
3 3 3 3 3 3 3
2 2 2 2 2
3 3 3 3
2.5 2.5 2.5 2.5 2.5 2.5
Work progress/day
4
4
4
6
6
6
9
9
3
3
3
5
5
5
5
7.5
5.5
2.5
2.5
2.5
2.5
Duration
(days)
4
8
12
18
24
30
39
48
51
54
57
62
67
72
77
84.5
90
92.5
95
97.5
100
Activity
4/5
STEP 4: Plot S-curve
Act. A
Act. B
Act. C
Act. E
Act. F
30
21
10
12
15
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
14/5
13/5
12/5
11/5
10/5
9/5
8/5
7/5
4 4 4
75
6 6 6 6 6
3 3 3 3 3 3 3
50
2 2 2 2 2
3 3 3 3
25
2.5 2.5 2.5 2.5 2.5 2.5

0
Work progress/day
4
4
4
6
6
6
9
9
3
3
3
5
5
5
5
7.5
5.5
2.5
2.5
2.5
2.5
12
100
4
8
12
18
24
30
39
48
51
54
57
62
67
72
77
84.5
90
92.5
95
97.5
100
Act. D
Work
progress
percentage
(%)
6/5
Duration
(days)
5/5
Activity
4/5
Act. A
Act. B
Act. C
Act. E
Act. F
30
21
10
12
15
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
14/5
13/5
12/5
11/5
10/5
9/5
8/5
7/5
4 4 4
75
6 6 6 6 6
3 3 3 3 3 3 3
50
2 2 2 2 2
3 3 3 3
25
2.5 2.5 2.5 2.5 2.5 2.5

0
Work progress/day
4
4
4
6
6
6
9
9
3
3
3
5
5
5
5
7.5
5.5
2.5
2.5
2.5
2.5
12
100
4
8
12
18
24
30
39
48
51
54
57
62
67
72
77
84.5
90
92.5
95
97.5
100
Act. D
Work
progress
percentage
(%)
6/5
Duration
(days)
5/5
Activity
4/5
Act. A
Act. B
Act. C
Act. E
Act. F
30
21
10
12
15
24/5
23/5
22/5
21/5
20/5
19/5
18/5
17/5
16/5
15/5
14/5
13/5
12/5
11/5
10/5
9/5
8/5
7/5
4 4 4
75
6 6 6 6 6
3 3 3 3 3 3 3
50
2 2 2 2 2
3 3 3 3
25
2.5 2.5 2.5 2.5 2.5 2.5

0
Work progress/day
4
4
4
6
6
6
9
9
3
3
3
5
5
5
5
7.5
5.5
2.5
2.5
2.5
2.5
12
100
4
8
12
18
24
30
39
48
51
54
57
62
67
72
77
84.5
90
92.5
95
97.5
100
Act. D
Work
progress
percentage
(%)
6/5
Duration
(days)
5/5
Activity
4/5
Planning VS Actual S-curve??

Before this, we just create a planning bar
chart.
What if, the real activities has started? How to
create actual S-curve?
Planning VS Actual S-curve (Example 2)

Physical S-Curve (work vs time)
Num.
Activity
Duration
(days)
Start Date
Actual Start
Date
Actual Finish
Date
Cost (RM)
Resources
(person)
Activity A
4/5/2014
4/5/2014
6/5/2014
1,400.00
Activity B
7/5/2014
7/5/2014
12/5/2014
2,700.00
Activity C
10/5/2014
11/5/2014
17/5/2014
3,500.00
Activity D
15/5/2014
17/5/2014
21/5/2014
6,000.00
Activity E
17/5/2014
18/5/2014
22/5/2014
4,700.00
Activity F
19/5/2014
21/5/2014
26/5/2014
12,600.00
30,900.00
Planning VS Actual S-curve

Activity Duration
(days)
Start
Date
Actual
Start
Date
Actual
Finish
Date
Act. A
4/5/14
4/5/14
6/5/14
Act. B
7/5/14
7/5/14
12/5/14
Act. C
10/5/14
11/5/14
17/5/14
Act. D
15/5/14
17/5/14
21/5/14
Act. E
17/5/14
18/5/14
22/5/14
Act. F
19/5/14
21/5/14
26/5/14
Planning cumulative work / day

Actual cumulative work/ day
4/5
5/5
6/5
7/5
8/5
9/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
25/5
26/5
STEP 1: DRAW BAR CHART (planning and actual)
Planning
Actual

Activity Duration
(days)
Start
Date
Actual
Start
Date
Actual
Finish
Date
Act. A
4/5/14
4/5/14
6/5/14
Act. B
7/5/14
7/5/14
12/5/14
Act. C
10/5/14
11/5/14
17/5/14
Act. D
15/5/14
17/5/14
21/5/14
Act. E
17/5/14
18/5/14
22/5/14
Act. F
19/5/14
21/5/14
26/5/14

4/5
5/5
6/5
7/5
8/5
9/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
25/5
26/5
STEP 2: Calculate cumulative for both planning & actual work/day

Activity Duration
(days)
Start
Date
Actual
Start
Date
Actual
Finish
Date
Act. A
4/5/14
4/5/14
6/5/14
Act. B
7/5/14
7/5/14
12/5/14
Act. C
10/5/14
11/5/14
17/5/14
Act. D
15/5/14
17/5/14
21/5/14
Act. E
17/5/14
18/5/14
22/5/14
Act. F
19/5/14
21/5/14
26/5/14

4/5
5/5
6/5
7/5
8/5
9/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
25/5
26/5
STEP 2: Calculate cumulative for both planning & actual work/day
1 2 3 4 5 6 8 10 11 12 13 15 17 19 21 24 26 27 28 29 30
1 2 3 4 5 6 7 9 11 12 13 14 15 17 19 21 23 26 28 29 30 31 32

Activity Duration
(days)
Start
Date
Actual
Start
Date
Actual
Finish
Date
Act. A
4/5/14
4/5/14
6/5/14
Act. B
7/5/14
7/5/14
12/5/14
Act. C
10/5/14
11/5/14
17/5/14
Act. D
15/5/14
17/5/14
21/5/14
Act. E
17/5/14
18/5/14
22/5/14
Act. F
19/5/14
21/5/14
26/5/14

4/5
5/5
6/5
7/5
8/5
9/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
25/5
26/5
STEP 3: Plot the S -curves
1 2 3 4 5 6 8 10 11 12 13 15 17 19 21 24 26 27 28 29 30
1 2 3 4 5 6 7 9 11 12 13 14 15 17 19 21 23 26 28 29 30 31 32

Activity Duration
(days)
Start
Date
Actual
Start
Date
Actual
Finish
Date
Act. A
4/5/14
4/5/14
6/5/14
Act. B
7/5/14
7/5/14
12/5/14
Act. C
10/5/14
Act. D
15/5/14
Act. E
Act. F
11/5/14
17/5/14
17/5/14
21/5/14
17/5/14
18/5/14
22/5/14
19/5/14
21/5/14
26/5/14

4/5
5/5
6/5
7/5
8/5
9/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
25/5
26/5
STEP 3: Plot the S -curves
Planning
Actual
1 2 3 4 5 6 8 10 11 12 13 15 17 19 21 24 26 27 28 29 30
1 2 3 4 5 6 7 9 11 12 13 14 15 17 19 21 23 26 28 29 30 31 32
Arrow Diagram Method (ADM)

-Activity-on-Arrow (AOA) Network
Precedence Diagram Method (PDM)

- Activity-on-Nodes (AON) Network
Network Diagram
Activity on Arrow (AOA)/ Arrow Diagram
Method (ADM)
In arrow diagram project task or activities are
represented by the arrow and connected by the node
to express their logical relationship
Node represents an event. An activity starts or ends at
a node.
Activity A
Node
Activity B
Node
Node
ADM
Diagram for construction of pad footing
Fabricated rebar
Excavate
trench
Fixed fwk
Fabricated formwork
Fixed rebar
Pour concrete
Network Diagram
Activity on Node (AON)/ Precedence Diagram
Method (PDM)
activity is place on the node
The arrow used to connect between project task
to show their logical relationship
Act. A
Node
Act. B
Node
Network Diagram
Diagram for construction of pad footing
Arrow
Node
Logical
- Logical
- Activity
Show the relationship
between activities
- Sequences of interrelated
activity
Basic definition in network diagram

Activity- the performance of a task required to
complete the project. An activity require time,
cost, or both.
Network- a diagram to represent the
relationship of activities to complete a project.
The network may be drawn as ADM or PDM.
Duration- the estimated time required to
perform an activity.
Activity Sequencing
Understand the order of how the job to be
accomplished in the field.
The planner must understand how various
activities of the project related to each other
in term of their logical sequence.
Example preparing formwork before
reinforcement could be place & than pouring
concrete.
Activity Sequencing
Predecessor
A task whose start or finish date determines the
start or finish date of its successor task.
Successor
A task whose start or finish date is driven by its
predecessor task.
ADM vs. PDM

Item
ADM
PDM
ES
LS
Activity
Activities shown as an arrow or

sometimes as a line.
ES
1
LS
Event/ Node
2 events / nodes
D
A
TF
EF
LF
ES: Early Start LS: Late Start

EF: Early Finish LF: Late Finish
D : Duration
TF: Total Float
Activities shown on node.
ES
EF
2
LF
LS
D
A
TF
1 event
EF
LF
ES
LS
D
B
TF
EF
LF
ADM vs. PDM

ADM
PDM
Early Start (ES) is the earliest possible time an activity can start.
Early Finish (EF) is the earliest possible time an activity can finish if it
is start on Early Start Time (ES) and finish within the planned duration.
EF = ES + D
*D = duration
Late Finish (LF) is the latest possible time an activity can

finish without extending the completion date of the project.
Late Start (LS) is the latest possible time an activity can
start without extending the completing date of the project.
LS = LF - D
Total float (TF)- the amount of time an activity may be

delayed without delaying the completion date of the project.
TF = LF ES D
or
TF = LS ES
or
TF = LF EF
Free float (FF)- the amount of time an activity may be

delayed without delaying the early start time of the
immediately following activity.
FF(i) = ES(j) EF(i) ; i-preceding activity, j-following activity
ADM vs. PDM

ADM
-A and B are activities. 1, 2 and 3 are events
-Activity A has ID or label 1-2 ; Activity B has ID or label 2-3
-Activity A precedes activity B
PDM
Activity Nodes
ES
LS
D
A
TF
EF
LF
Predecessor
Activity
ES
LS
D
B
TF
EF
LF
Current
Activity
ES
LS
D
B
TF
EF
LF
Successor
Activity
ADM vs. PDM

Item
ADM
F S
Relationshi
p
ADM only shows finish-to-
start relationships, meaning

that each activity is
completed before the
successor activity starts.
Critical
path
PDM
F
F
S
S
S
F
S
F
Critical Path
A series of interconnected activities through the network
diagram, with each activity having zero total float time. The
critical path determines the minimum time to complete the
project.
1.
2.
3.
ESX = LSX, or
LFX = EFX, or
Total Float (TF) = 0
Possible to have more than one critical path

- Activities which lay on critical path cannot suffer any delay
-
ADM vs. PDM

Item
ADM
PDM
Definition
Dummy
Activity
D
or
An activity that
indicates any activity

following the dummy
cannot be started until
the activity(ies)
preceding the dummy are
completed.
Activity which has not
duration. It is only used
to show any relationship
between activities.
Function
If there is a situation
where one event is used

to show relationship more
than one activity.
To show a complicated
relationship clearly
Dummy activity is not used
in Precedence Diagram
Method (PDM)
ADM
Item
ADM
Activity A & B have the same
ID
A: 1-2
B: 1-2
False
Dummy
Activity
D
or
ID for Activity A & B are not

same.
A: 1-2
B: 1-3
True
A
1
2
If C is to follow A & B,
but D is to follow only B.
(not fulfill)
If C is to follow A & B,
but D is to follow only B.
(use dummy)
Item
ADM
If P, Q and R follow A, and B follows P, Q and R. The following diagram is not the
correct representation of the same.
False
Dummy
Activity
R
Reason: Activities P, Q and R have the same ID (2-3).
True
P
or
1
5
Q
2
R
Activities P has the ID (2-5), Q (2-3) and R (2-6).
Item
ADM
1.
2.
3.
D is preceded by A only
E is preceded by A and B
F is preceded by B and C
Dummy
Activity
False
True
or
Statement 3 not fulfill

where F is preceded by
A, B and C.
E
F
ADM vs. PDM

Item
ADM
-
PDM
FORWARD PASS
: To establish the earliest expected start and finish

times for each activity in the network.
Estimating
duration
BACKWARD PASS
: To establish the latest allowable start and finish

times for each activity in the network.
FORWARD PASS
Early
Start
Early
Finish
Late
Start
Late
Finish
BACKWARD
92 PASS
Arrow Diagram Method
93
Note
Forward pass
c = a + X
a
1 b
c
2 d
e = c + Y
B
Y
e
3
f
a
b
c
d
e
f
X
Y
:
:
:
:
:
:
:
:
Early Start (ES)A

Late Start (LS)A
Early Finish (EF)A = (ES)B
Late Finish (LF)A = (EF)B
Early Finish (EF)B
Late Finish (LF)B
Duration of activity A
Duration of activity B
d = f Y
Backward pass
Forward pass
a = 0
c = a + X
e = c + Y
Backward pass
f = e
d = f Y
b = d - X
ACTIVITY
DURATION(DAY)
PREDECESSOR
10
E,D
C,F
2
A
C
5
D
4
F
10
ACTIVITY
DURATION
(DAY)
PREDECESSOR
10
E,D
C,F
0+3=3
Early Finish Box
Early Start Box

Early
Start at
node 1
is zero
A
1
B
5
C
5
D
4
F
10
Make forward pass through the

network by adding duration times.
Early Start Box
2 3
A
1
3+5=8
C
5
D
4
Early Finish Box
F
10
Make forward pass through the

network by adding duration times.
2
A
1
3 8
D
4
3+4=7
F
10
Larger=7
0+4=4
If two or more activities terminate at a junction

node, place the larger sum at ES box.
2
A
1
3 8
D
4
F
10
17
26
2
A
1
3 8
D
4
F
10
17
Early finish of activity G in the node 6 =26 days. Thats means

it will take 26 days to complete the project. Therefore, 26 days
represents Late Finish of the project.
Enter 26 into Late Finish box at the node 6, and make a backward
pass to establish LF for each activity by deducting the durations.
26
26
14-5=9
2
Smaller=3
3
3
B
5
3
1
7-4=3
0
0
3 8
14
D
4
F
10
17
17
26-9=17
In the case of junction nodes (with two or more activities), place the
smaller value in the LF box of that node.
26
26
3
3
3 8
14
3
1
0
0
D
4
F
10
17
17
26
26
TFB=6
TFA = LF-D-ES
=3-3-0
=0
TFA=0
1
TFB = LF-D-ES
=14-5-3
=6
3
3
3 8
14
E TFE=0
D
4
TFD=3
TFC=6
F
10
TFF=0
Total Float (TF) =LF-D-ES
17
17
9
TFG=0
26
26
TFB=6
2
TFA=0
1
3
3
3 8
14
E TFE=0
TFC=6
D
4
TFD=3
F
10
TFF=0
Activities on critical path : A,E,F and G.
17
17
9
TFG=0
26
26
ACTIVITY
DURATION(DAY)
ES
EF
LS
LF
TF
0*
14
17
14
17
0*
10
17
17
0*
17
26
17
26
0*
* Critical Activity
Total Float (TF)
=LF-D-ES
14
17
14
17
0*
10
17
17
0*
17
26
17
26
0*
10
Duration
(days)
Activity
BAR CHART
26
25
24
23
22
0*
21
20
19
18
17
16
15
TF
14
LF
13
LS
12
EF
11
ES
10
DURATION
(DAY)
ACTIVITY
Example 2 (ADM)
Activity
Duration (day)
Predecessor (s)
Act. A
Act. B
Act. C
Act. D
Act. E
C,D
Act. F
C,D
Act. G
Act. H
1. Develop an arrow diagram for the project.

2. Identify critical activity and critical path for the project.
2
A
Activity
Duration (day)
Predecessor (s)
Act. A
Act. B
Act. C
Act. D
Act. E
C,D
Act. F
C,D
Act. G
Act. H
C
3
1
B
3
D
4
E
3
G
4
7
F
2
H
6
Forward pass
2
C
4 7
B
3
5 10
D
4
E
3
G
4
7
F
2
H
3
14
Backward pass
2
A
0
0
2
4
2
B
3
3
3
3
D
4
4 7
7
E
3
5 10
10
G
4
7
F
2
9
11
H
3
14
14
Total Float
Activity
Duration
(day)
ES
EF
LS
LF
TF
Act. A
Act. B
0*
Act. C
Act. D
0*
Act. E
10
10
0*
Act. F
11
Act. G
10
14
10
14
0*
Act. H
14
11
14
* Critical Activity
Total Float (TF)
=LF-D-ES
Critical Path
2
A
0
0
2
4
2
B
3
3
3
3
D
4
4 7
7
E
3
5 10
10
G
4
7
F
2
9
11
H
3
Activities on critical path : B,D,E and G.
Critical path
14
14
Exercise 3 (ADM)
Activity
Duration (day)
Predecessor (s)
Act. A
Act. B
Act. C
Act. D
Act. E
B,C
Act. F
Act. G
C,D
Act. H
E,F,G
Prepare a arrow diagram for the project.

Identify critical path for the project.
Exercise 3 Forward pass

B
3
5,7
9,10,11
A
2
2
F
3
6,7
D
4
11
H
2
13
Exercise 3 Backward pass

B
3
0
0
A
2
2
2
2
C
5
7
9
F
3
9,8,7
6,2,3
D
4
11
11
13
13
Exercise 3 (ADM-Solution)
B
3
0
0
A
2
2
2
C
5
7
9
F
3
D
4
Activities on critical path : A,C,G and H.
11
11
7
Critical path
H
2
13
13
Link (Relationship)
Finish to Start (FS)
Activity B cannot start until
Act. A
Activity A finish
Start to Start (SS)

Activity B cannot start until
Activity A start
Act. B
Act. A
Act. B
Link (Relationship)
Finish to Finish (FF)
Activity B cannot finish until
Activity A finish.
Act. A
Act. B
Start to Finish (SF)

Activity B cannot finish until
Activity A start.
Act. A
Act. B
Lead time & lag time

Lead time
Overlap between
dependent activity
Eg : FS 5d
Act. A
Act. B
5d
Lag time
Delay between
dependent activity
Eg: FS + 2 d
Act. A
Act. B
2d
ACTIVITY
DURATION(DAY)
PREDECESSOR
START
D,E
C(+2),F
ES
LS
Activity
LS
EXAMPLE 1
2
A
6
B
TF
LF
6
C
ACTIVITY
DURATION
(DAY)
PREDECESSOR
START
D,E
C(+2),F
FS +2
G
1
D
3
F
3
E
EXAMPLE 1
FORWARD PASS
0
2
A
6
B
6
C
14
16,12
16 2 18
G
FS +2
8
1
D
9
5,9
9
3
E
3
F
12
EXAMPLE 1
BACKWARD PASS
0
2
A
6
B
6
C
14
16,12
16 2 18
G
FS +2
8
1
D
16
5,9
9
3
E
3
F
12
16
18
EXAMPLE 1
BACKWARD PASS
0
2
A
2
2,10
6
B
6
C
14
16,12
14
8,12
16 2 18
G
FS +2
8
1
D
12
9
13
16
5,9
9
2
10
3
E
5
13
13
3
F
12
16
18
EXAMPLE 1
BACKWARD PASS
0
2
A
2
2,10
6
B
6
C
14
16,12
14
8,12
16 2 18
G
FS +2
8
1
D
12
9
13
16
5,9
9
2
10
3
E
5
13
13
3
F
12
16
18
EXAMPLE 1
COMPLETED
0
0
2
A
2,10
6
B
6
C
14
16,12
14
8,12
16 2
FS +2
18
G
8
1
D
12
9
13
16
5,9
9
2
10
3
E
5
13
13
3
F
12
16
18
EXAMPLE 1
127
TOTAL FLOAT
TFC
2
A
6
B
6
C
14
14
= LF-EF
=14-14
=0
TFG
=0
16 2
FS +2
TFB
TFA
= LF-EF
=2-2
=0
= LF-EF
=8-8
=0
1
D
12
13
TFD = LF-EF
=13-9
=4
2
10
3
E
8 13
16
3
F
13
TFE = LF-EF
=13-5
=8
= LF-EF
=18-18
12
16
18
G
0 18
TFF = LF-EF
=16-12
=4
EXAMPLE 1
128
FREE FLOAT
0
0
2
A
2
2
6
B
8
8
6
C
14
14
FFC
Lag
= ESSUCC-EF=16-14-2
=0
16 2
FS +2
FFA = ESSUCC-EFLag
=2-2-0
=0
FFB
Lag
= ESSUCC-EF=8-8-0
=0
FFD
Lag
1
D
12
13
FFF = ESSUCC-EFLag
=16-12-0
=4
= ESSUCC-EF=9-9-0
=0
2
10
3
E
8 13
13
3
F
4
16
18
G
0 18
12
FFA
16
= ESSUCCEF- Lag
=18-18-
0
=0
EXAMPLE 1
CRITICAL PATH
0
2
A
6
B
6
C
14
14
2,10
16,12
8,12
16 2
FS +2
8
1
D
12
13
2
10
3
E
8 13
16
5,9
9
3
F
13
12
16
18
G
0 18
Example 2 (PDM)
Activity
Duration (day)
Predecessor (s)
Act. A
10
Act. B
11
Act. C
Act. D
Act. E
12
Act. F
C,D
Act. G
Act. H
11
Act. I
G,H
1. Develop a precedence diagram for the project.

Example 2 (PDM)
5
11
D
10
12
11
H
ES
LS
Activity
LS
TF
LF
Example 2 (PDM-forward pass)

21
10
11
26
21
26
29
36
F
21
29
25
D
0
10
10
36
10
12
22
22
11
33
H
ES
LS
Activity
LS
TF
LF
40
Example 2 (PDM-backward pass)

21
10
11
26
21
21
B
10
21
21
26
26
29
29
36
F
26
25
29
29
36
D
0
10
10
22
36
26
A
0
40
I
10
36
10
12
22
22
33
E
13
11
40
25
25
36
ES
LS
Activity
LS
TF
LF
Example 2 (PDM-Total float)

21
10
11
26
21
21
B
10
21
21
26
26
29
29
26
36
25
29
29
36
D
0
10
10
22
36
26
A
0
40
I
10
10
12
22
22
or
LS
33
25
25
36
ES
TF = LF ES D
E
13
11
36
TF = LS ES
or
TF = LF EF
Critical path
Activity
LS
TF
LF
40
Example 3 (PDM)
Activity
Duration (week)
Predecessor (s)
Act. A
Act. B
A (FS+2),
C (FF+1),
D(FF)
Act. C
Act. D
C (SS)
1. Develop a precedence diagram for the project.

Example 3 (PDM-forward pass)

4
+2
0
A
2
+1
Example 3 (PDM-backward pass)

4
+2
2
B
4
A
0
C
4
+1
Total Float = LF ES D
TF(A) = 2-0-2 = 0
TF(B) = 7-4-3 = 0
TF(C) = 6-2-2 = 2
TF(D) = 7-2-1 = 4
D
6
Critical path
Exercise 4(PDM)
Activity
Duration (day)
Predecessor (s)
Act. A
Act. B
Act. C
Act. D
Act. E
B,C
Act. F
Act. G
C,D
Act. H
E,F,G
Prepare a precedence diagram for the project.

Identify critical path for the project.
Exercise (PDM-Solution)
3
B
6
A
0
11
10
11
11
13
D
3
11
C
2
11
11
13
BUT WAIT!!
Are there any other type of Scheduling
method??
How if the Gantt Chart and CPM did not
actually work/represent well with the
nature/requirement of the particular
construction project??
So, actually we have LINEAR SCHEDULING

METHOD (LSM) / LINE OF BALANCE (LOB)
This method is actually appropriate for a

project that:
Progress linearly (straight without major
fluctuation of activities),
Highly repetitive works,
Have fixed starting point and end,
Such as; highways, airfields, pipelines, multiple
housing units, high-rise buildings, etc.
LINEAR SCHEDULING METHOD (LSM) (cont.)

Take for example; a highway construction
project:
LINEAR SCHEDULING METHOD (LSM)

(cont.)
Kilometer (km)
We have 5 linear
activities:
1.
Clear & strip
2.
Drainage
3.
Subgrade
4.
Base course
5.
Pave
Width of B:
At 40km, the subgrade
works will starts at week
4.4 until week 5.
Height of A:
At week 3, subgrade
works from 13km to
21km.
LSM Diagram for highway project (adopted from Nunnally, 2014)
Distance of C:
It is a time lag / time
float for 10km; between
subgrade works and base
course works.
1.4 weeks to be exact.
ACTIVITY
A
B
C
D
E
F
G
H
I
J
K
L
M
PREDECESSOR
A
B
C
D
D,E
D,E,F
G
H
I
J,K,L
DURATION (WEEK)
3
1
2
3
1
4
2
1
2
3
2
1
2
QUESTION 2
A project have a detail as below:
1. Draw the precedence diagram for the schedule shown next.
2. Determine the duration of project required.
3. Determine the Total Float for each activities and give the critical path for this project.
4. Draw a bar chart.
ACTIVITY
A
B
C
D
E
F
SUCESSOR
A-B (S-S),L=5
A-C (F-S),L=2
B-E (F-S),L=3
C-E (F-S),L=0
D-E (F-S),L=0
E-F (F-S),L=0
DURATION
(WEEK)
3
1
2
2
3
2
1. Draw the precedence diagram for the schedule shown next.

2. Determine the duration of project required.
3. Determine the Total Float for each activities and give the critical path for
this project.
4. Draw a bar chart.
Duration
(week)
5
2
3
B
C
4
3
E
F, G
4
5
D
E
2
7
H
F, G
6
7
8
9
F
G
H
I
2
5
3
6
I
I
I
-
No. Activity
Successor
Relationship
B, C, D
AB (SS)
AC (FS)
AD (FS)
BE (FS)
CF (FS)
CG (FS)
DH (FS)
EF (FS)
EG (FS)
FI (FS)
GI (FS)
HI (FS)
-
1. Estimate the total project duration.

2. Calculate the total float for each activity in the project.
3. State the critical path.
Lag
(week)
1
2
0
0
0
0
0
0
0
0
0
3
-

Chapter 5 Scheduling Tracking Work

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Chapter 5 Scheduling Tracking Work

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CHAPTER 5

SCHEDULING AND TRACKING

THE INTEGRATION OF TIME &

Project planning is prerequisite to project planning!

Desired results of planning and scheduling

Finish the project on time.

What are the different?

Principles of planning and scheduling

Begin planning before starting work, rather than after starting

The Collection of Projects Critical Components (should be in equilibrium)

Steps in planning and scheduling

Steps in planning and scheduling

Develop a work breakdown structure (WBS)

Work breakdown structure (WBS)

The work to be performed

Work breakdown structure (WBS)

Work Breakdown Structure (Graphical)

Construction of one block office building

Work Breakdown Structure (Outline)

Work breakdown structure (WBS)

Work breakdown structure (WBS)

Example (WBS-Graphical Method)

Proposed Construction and Completion of A Double Storey Bungalow House and

1st floor level

Exercise (Outline Method)

Techniques for scheduling

Two general methods commonly used :

Bar chart (Gantt chart)

Develop by Henry L.Gantt

Bar chart (Gantt Chart)

Install Outlet Gates

Install Trash Racks

Dismantle Plant, Clean Up

Bar chart basically use x-axis only (to depict time).

(e.g.: man-hours, budget, % complete and so forth.

Bar chart (Gantt Chart) + S curve

Install Outlet Gates

Install Trash Racks

Dismantle Plant, Clean Up

Cumulative progress (%)

Bar chart basically use x-axis only (to depict time).

Bar chart (Gantt Chart)

: 1 week, starting from 1 Jun 2015

Bar chart (Gantt Chart)-Example 1

: 1 week, starting from 1 Jun 2014

Bar chart (Gantt Chart)-Example 1

Bar chart (Gantt Chart)-Example 1

: 1 week, starting from 1 Jun 2014

Bar chart (Gantt Chart)-Example 2

Bar chart (Gantt Chart)-Example 2

: 3 days, starting from 4 May 2014

Bar chart (Gantt Chart)-Example 2

Step 2: Draw outline of bar chart

Bar chart (Gantt Chart)-Example 2

Step 3: Draw the

An S-curve is defined as:

Both S-curve can be in Baseline (planned) or

STEP 2: Calculate COST/ DAY = Cost / duration

STEP 2: Calculate COST/ DAY = Cost / duration

STEP 3: Calculate the TOTAL COST of each DAY

STEP 4: Calculate the CUMULATIVE COST of each DAY

Get the medium (30900 /2)

STEP 5: Plot graph base on cumulative cost

STEP 5: Plot graph base on cumulative cost