Dr. B. B.

Das, National Institute of Technology Karnataka, Surathkal

 Purpose ofSchedule

• Schedules are tool to :

Communicate time Assess timeplan

plan

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 Purpose ofSchedule (cont’d)

Benefits:
- Identify the timeframe
- Identify theresource requirement
- identifythe key milestones
- Identify the key stakeholder engagement
points
- Assess impact of resource constraints
- Determine your commitment and obstacles

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 Schedule DevelopmentProcess

Network-logic

Estimates - times

Project
Scheduling
Schedule
Resource capability

Resource capacity

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 Planning andScheduling

• Most common:

- Gantt Chart or bar chart

- Milestone Charts
- Line of balance
- Program Evaluation and ReviewTechnique (PERT)
- Arrow Diagram Method (ADM) or Critical Path Method (CPM)
- Precedence Diagram Method(PDM)
- Graphical Evaluation and ReviewTechnique (GERT)

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 Gantt Charts / Bar Charts
History Advantage Drawback
Until 1958, the only tool Simple to construct and difficult to determine the
for project scheduling read impact of slip on one
was a barchart task on the rest of the
project
Henry Gantt had
developed a complete
notational system
showing progresswith
bar chart, thus they
called Ganttcharts

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 Arrow Diagrams

History Advantage Drawback

Late 1950s andearly An arrow diagramhelp Tend to betoo

1960s, two methodsof the teamunderstand the complicated for some
scheduling were interdependencies of the teams
developed to capture the tasks
sequential andparallel
relationships among
project activities

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 Critical Path Method(CPM)
History
Developed by Du Pont in
1957
Initially to address the
challenge of shutting down
chemical plants for
maintenance and restarting
it again once maintenance
completed
Utilizes the planner’s
knowledge, experience, and
instincts in a logical way
Advantages Drawbacks
Graphical view ofthe CPM can be complicated,
project and complexity increases
for largerprojects
Predicts the timerequired
for the project Does not handling the
scheduling ofpersonnel and
Shows which activities are resource allocation
critical to maintain the
schedule and which are not Notalways clear and need
to be calculated carefully
Estimating activity
completion times can be
difficult

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 Program Evaluation andReview
Technique (PERT)
History Advantages Drawbacks
Developed byUS It allows for randomness in activity Complicate
Navy and Booze, completion times. d chart
Allen and
Hamilton at late Has potential of reducing both Prediction
1950’s time and cost required to inaccuracie
complete the project s

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 Project ManagementTimeline

AACE-Association for theAdvancement of Cost Engineering

IPMA-International Project Management Association
PRINCE-PRojects INControlled Environments
CCPM-Critical chain projectmanagement
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
What is a Bar Chart?

A two dimensional (time) graph that shows when all the

Activities on a Construction Project are planned to be
accomplished.

In the Gantt chart the time that an activity should take is

represented by a horizontal line, the length of that line being
proportional to the duration time of that activity.

In order that several activities can be represented on the same

chart, a framework or ruling is set up, giving time flowing from
left to right, the activities being listed from top to bottom.
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
 TIME (WEEKS)
ACTIVITY 1 2 3 4 5 6 7 8 9 10 11 12 13
A

J
Dr. B. B. Das, National stitute of Technolo y Karnata ka, kal
In g Surath
Assume, for the sake of simplicity, that there are three activities, A, B
and C, which must be carried out in sequence and that the duration
times are:

Activity A: 4 weeks
Activity B: 6 weeks
Activity C:5 weeks

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 TIME (WEEKS)
ACTIVITY 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

J
Dr. B. B. Das, Natio al ute of Techno gy nataka Surathkal
n Instit lo Kar ,
 TIME (WEEKS)
ACTIVITY 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

How much work has progressed??

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
 Representation of Percentage Completion

TIME (WEEKS)
ACTIVITY 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

ActivityA should be complete and, in fact, is so.
Activity B should be 50per cent complete, but, in fact, is only 17per cent finished.
Activity C should not be started and, in fact, is not started.
Activity D should be 62 per cent complete and, in fact, is only 50 per cent finished.
Activity E should be 17 per cent complete and, in fact, is 50per cent finished.
Activity F should be complete and, in fact, is not started.
Activity G should be 87 pDe.rrBc
. Be.Dnats,cNaoitmonaplIlnestittueteaofnTedch,nionlogfyaKcartn,ataiksa,cSourmathkpallete.
To construct a basic Bar Chart, there are
several considerations that have to be
taken into account:
 Bar ChartLayout
 Time Unit
 Workdays orCalendar Days
 Showing Non-ContinuousWork

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Bar Chart Layout forActivities
Although some Activities will follow each other chronologically,
others may be done simultaneously.

– it will be up to you to decide in what order you will list (“sort”) the
variousActivities in the left column.

Time Units
The Bar Chart Schedules for Large, Long-Duration, Complex Projects
tend to become very extensive.

The problem with showing Activity inter-relationship lines on a

complex Bar Chart is that it gets messy and difficult to follow
the lines thru the chart.
Activity-on-node/arrow diagrams do a much better job of detailing
Activity inter-reDlra.Bt.Bio.Dnass, NhatiiopnaslInstitute of Technology Karnataka, Surathkal
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Activity (arrow)
 Work element ortask
 Can be real or not real
 Name or identification of the tasks (label) must be
added.
Event (node)
 The start and/or finish of one or more activities
 Tail (preceding) and head(succeeding) nodes

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Time flows from left to right
 Arrows’ direction
 Labels’ order
Head nodes always have a number (or label) higher that
of the tail node. This is the same with the arrow labels
(alphabetic order).
Activity labels are placed below the arrow (despite the
pictures in the textbook), duration of activity is based
above the arrow.
A network has only one starting and only one ending
event.
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
b depends on a (b is a successor of a):

1 12 2 13 3
a b

b and c are independent from each other:

13 3
b
1 12 2
a
8
4
c
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
An event cannot be realised until all activities
leading to it are complete.
No activity can start until its tail event
is realised.

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Merge nodes:
 Events into which a number of activities enter and
one (or several)leave.

Burst nodes:
 Events that have one (or more) entering activities
generating a number of emerging activities.

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Looping: underlying logic must be at fault
5 6
e
g f
7

Dangling: an activity is undertaken with no result

1 5
star 2 4
a c d end
t

3
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
When an event is common to two or more
subnetworks it is said to be an ‘interface’
event between those subnetworks and is
represented by a pair of concentric circles.
11 13
aa
ab 12 ac
22
ba bc
21 24
bb bd
24
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Events which have been identified as being of
particular importance in the progress of the
project.
Identified by an inverted triangle over the
event node (occasionally with an imposed
time for the event)
1/1/2016

1 2 3
a b

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Artificial activities created for the
representation of the overhead cost with the
aim ofcost control.
Embrace activities belong to the same cost
centre.
Zero duration time (not taking part in the
time analysis).
Overhead cost rate is assumed to be constant
over the life of the hammock.
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
 12 1 2
1 2 3 4
a b c
0

h
(hammock)

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Activities that do not require resources but
may in some cases take time.
They are drawn as brokenarrows.
They are always subject to the basic
dependency rule.
Three occasions to use dummies:
 Identity dummies
 Logic dummies
 Transit time dummies
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
When two or more parallel activities have the
same tailand head nodes.

4
1 a 3
3
b
2

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

When two chains of activities have a common
node yet they are at least partly independent
of eachother.
Example:
 Activitiy c depends on activity a
 Activity d depends on activities a and b
Solution:
 separate c from b with a dummy activity

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 2 5
a c e g
1 4 7

b d f h
3 6

2 c 4 e 6
a g
1 8

b h
3 d 5 f 7
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
If a delay must occur after the competition of
an activity before the successor activity can
start.
2 2 4
2 c1
a
1 5
2 2
b d
3

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

If the activities are not fully discrete
The second activity can start before the first
is completed but not before it is at least
partly completed.
10 15
1 2 3
a b

3 7
1 2 3
a1 a2

15
5
Dr. B. B. Das, National Institute of bTechnology Karnataka, Surathkal
Activity Preceding Succeeding Remark
A NIL B,H
B A G,J
C NIL H
D NIL E,G
E D F
F E NIL LASTACTIVITY
G B,D NIL LASTACTIVITY

H A,C J
J B,H NIL LASTACTIVITY

Dr. B. B. Das, National Institute f Technology Karnataka, Surathkal

o
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
 If you look at any network diagram, you will notice many paths
originating from a point and ending at some point. Every path
will have someduration.

The total project time (TPT) is the shortest time in which the
project can be completed, and this is determined by a
sequence (or sequences) of activities known as the critical path
(or paths).

The critical path can be defined in many ways, such as:

The critical path is the longest path in the network diagram, or
The critical path is shortest duration in which the project can
be completed. Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Don’t you think these two definitions are different,
or just opposite to each other?

No, in fact, both definitions are trying to convey

same message. They might seem to be opposite to
you because the first definition is talking about the
longest path and the second definition is talking
about the shortestduration.

However, they both are the same.

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Now, calculate the duration for each path.

For the first building, the duration is 31 months, for the

second building it will take 18 months, and the third building
will require 13months tocomplete.
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Whatdid you notice??

It is thirty one months bigger than the second path, and 18

months bigger than the third path. This means that if you start
working on the first building, you can wait 13 months to start
work on the second building, because you can complete second
building in 18months.

Likewise, you will have an 18 months wait time to start working

on the third building, because it will take only 13 months to
complete. This means that even if you start working on the third
building after 18 months from the project start date, you can
complete it ontime.

This waitingperioDrd.B. iBs.Dkasn,Noaw

ti onanlInsats
i utefolfoTeachntoloogyrKsarlnaatackka,

S.urathkal
So, which one is the critical path in this network
diagram ofthree paths?

Of course, first one is the longest path on the

network diagram, because you cannot complete
your project before constructing the first building.

Although you can complete the other two

buildings quickly, until you complete the first
building, your project cannot be considered as
completed. Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
 ActivityTimes
To calculate the Total Project Time, carry out a forward
pass whereby the earliest starting times (EST) for each
activity arecalculated.

In the calculation it will sometimes be necessary to refer to

the earliest finishing time (EFT) of an activity.

Earliest finishing time = Earliest starting time + Duration

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
 The critical path is then identified by carrying out a
backward pass whereby the latest finishing time
(LFT) of an activity and its associated latest
starting time(LST) is determined.

Latest starting time = Latest finishing time - Duration

It is important to recognise that activity times are indirectly derived

from the forward and backward passes which directly give the event
times for thenodes.
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
A node has two times associated with it: one, from
the forward pass, its earliest event time (EET), the
earliest time the event can be realised.

the other, from the backward pass, its latest event

time (LET), the latest time by which the event must
be realised if the total project time is to be
achieved.

The EET is the EST of all emerging activities, whilst

the LET is the LFT of all ent ering act ivities.
Dr. B. B. Das, National Institute of Technology Karnat aka, Surathkal
 EET
EVENT

NO . LET

Earliest event time (EET):- It is the earliest time an event can take place,
assuming that all the event prior to it also occur at the earliest time.

EETJ = EETi +d

Latest event time (LET):- It is the latest time by which an event can occur, if the
project is to be completed within the specified time.

LETi= LETj-d
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Since activities cannot start until their tail events
are complete, and must not finish later than the
time at which their head events must occur, the
head and tail events can be considered to fix
boundaries between which activities can 'move'.

1. The EST is the earliest possible time at which an

activity can start, and is given by the earliest time
of the tail node.

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

The EFT of an activity is the earliest possible time
at which an activity can finish, and is given by
adding the duration time to the EST.

The LFT is found by taking the LET of the head

node.

The LST is the latest possible time by which an

activity must start, and is given by subtracting the
duration from the latest finish time.
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Activity Pred. Description ime (Wks)
ID
T
A None Prepare Site 1
B A Pour fdn. & frame 6
C B Buy shrubs etc. 3
D B Roof 2
E D Do interior work 3
F C Landscape 4
G E,F Move In 1
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Begin at starting event & work forward
EST = 0 for startingactivities
• EST is earliest start
EFT = EST + Activity time
• EFT is earliest finish
EST= Maximum EFTof all predecessors for
non-starting activities

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Activity EST EFT LST LFT Slack
A 0 1
B
C
D
E
F

For starting activities, EST = 0.

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Activity EST EFT LST LFT Slack
A 0 1
B 1 7
C 1 4
D 7 9
E 9 12
F 4 8
G 12 13

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Begin at ending event & work backward
LFT = Maximum EFTfor ending activities
• LFT is latest finish; EFTis earliest finish
LST = LFT -Activity time
• LST is latest start
LFT= Minimum LST of all successors for
non-ending activities

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Activity EST EFT LST LFT Slack
A 0 1
B 1 7
C 1 4
D 7 9
E 9 12
F 4 8
G 12 13 13

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Activity EST EFT LST LFT Slack
A 0 1 0 1
B 1 7 1 7
C 1 4 4 7
D 7 9 7 9
E 9 12 9 12
F 4 8 7 12
G 12 13 12 13

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Activities that are not on the critical path
contain float.

 critical path activities have no float

Float represents the amount by which an

activity can be delayed without impacting the
completion date of the project.

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

There are two types of float

 Total Float is the amount by which an activity can be

delayed without delaying the completion time of the
project.

 Free Float is the amount by which an activity can be

delayed without affecting the start of any succeeding
activities in thenetwork.
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Float isflexibility.
Float tells us that we don’t need to worry
about some activities if they fall behind.
Float helps us separate the “trivial many”
from the “vital few”.

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 Slack

Float refers to activity.

Slack -The term used to denote the difference between the

EET and LET forany event is slack.

Slack refers to event.

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Earliest event time of node i =EETi
Latest event time of node i =LETi
Earliest event time of node j =EETj
Latest event time of node j =LETj

Earliest start time EST = EETi

Earliest finish timeEFT = EETi + D
Latest finish time LFT = LETj
Latest start time LST = LETj - D
Total floatTF = LETj - EETi –D
Free float = EETj - EETi –D
SlackDr. B. B. Das, National Institute of Technology Karnataka, Surathkal
= LETn - EETn
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
It is represented by a rectangular or square box which
portray activity-on-nodes.

In CPM/PERT activities are connected according to finish

to start logic i.e. an activity starts only after its preceding
activity isaccomplished.

But in reality a certain lead or lag of time between

adjoining activity mayoccur.

Lag implies a delay in successor activity and lead allows an

overlap of timeDb
r. Be
. Bt. w
Das,e
Nae
tion
nal s
Insu
tituc
tec
ofe
Tes
chs
noo
logry K
aarnnad
taka,p
Surrae
thkd
al ecessor.
A PN incorporates the concept of lags and leads
while depicting the relationship of various start
and finish activities. The PN is thus best suited for
planning complex constructionproject.

There are situational constraints exist (SS, SF, FS,

FF)

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
Early Start (ES) Early Finish (EF)

Description Code
TASK DURATION

Late Start ( LS) Late Finish(LF)

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

Task ID Duration Dependency
A 7
B 3
C 6 A
D 3 B
E 3 D,F
F 2 B
G 3 C
H 2 E,G

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal

 A C G
7 6 3
S H F
2
3
B D E
3 3 3
6
3
F
2
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
 0 7 7 13 13 16
A C G
7 6 3 16 18
S H F
2
0 3 3 6 6 9
B D E
3 3 3

3 5
F
2
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
 0 7 7 13 13 16
A C G
0 (7) 7 7 (6) 13 13 (3) 16 16 18
S H
16 18
F
(2)
0 3 3 D 6 6 E 9
B
7 (3) 10 10 (3) 13 13 (3) 16

3 5
F
11 (2) 13
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
 0 7 7 13 13 16
A C G
0 (7) 7 7 (6) 13 13 (3) 16 16 18
S 0 0 0 H
16 (2)18
F
0
B
3 3
D
6 6
E
9 0
7 (3) 10 10 (3) 13 13 (3)16
7 7 7
3 5
F
11 (2) 13
8
Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal
THANKYOU

Dr. B. B. Das, National Institute of Technology Karnataka, Surathkal