CHAPTER 4

PLANNING AND SCHEDULING

 Process of Management

Forecasting or Predicting

Planning

Organising

Motivating

Controlling

Co-ordinating

Communication
 Concept of Planning

Project Planning

Project Scheduling

Project Control
 Concept of Planning

 “Determining the future

objectives and appropriates

means to achieve it”

 PROJECT SCHEDULING
TECHNIQUES
 BAR CHART
 GANTT CHART
 NETWORKING
1. AOA –Arrow Diagram/Critical Path Method(CPM)
2. AON -Precedence Diagramming Method (PDM)
3. PERT –Programme Evaluation Review Technique
4. LINE OF BALANCE
 Bar Chart

 It is the most commonly used method of planning and

scheduling construction projects.
 Normally used for small project with relatively few
activities and precedence relationships.
 Introduced by Mr. Henry L.Giant in early 1990’s and also
known as Gantt chart
 Bar Chart

Advantages Disadvantages

1. Easy to understand 1. Any permissible float is shown by

dotted extension (difficult to
understand)
2. Simple form 2. Output figure are not shown

3. Activities are represented by 3. No critical activities and float

isolated solid bars drawn are shown in its presentation

4. Each activity is shown in its

schedule
Examples of Bar Chart
 Gantt Chart

 Visual scheduling tool

 Graphical representation of information in Work
Breakdown Structure (WBS)
 Show dependencies between tasks, personnel, and
other resources allocations
 Track progress towards completion
Examples of Gantt Chart
Examples of Gantt Chart
Analysis
TUTORIAL
 Based on the following information:
 1. Prepare a Gantt Chart for a single storey house
construction.
1 – SITE CLEARANCE
2 - FOUNDATION WORK
3 - SUPER STRUCTURE
4 - ROOF COVERING
5 – WALL SYSTEM
6 – DOOR & WINDOWS
7 – SKIM & PAINTING
 Network Analysis

 Network analysis is a method of planning project by

analysing them into their component activities and
depicting these in a network form so as to show their
detailed relationship is throughout the project. The
network is then used for optimising the utilisation of
resource, progress reporting and control.
 Critical Path
Method(CPM/AOA)
 A method of representing a project so that activities
are depicted by ARROWS. The start and finish of
activities are represented by numbered circles called
EVENTS
 Main requirements
1. List of activities
2. Activity duration
3. List of resources required
4. Logical relationships between activities
 Critical Path
Method(CPM/AOA)
 Determining Logical Relationship
- For each of the activities listed ask the following three
questions :
1. Which activities must be completed before this
activity starts?
2. Which activity cannot start until this activity is
completed?
3. Which activities have no logical relationship with this
activity and can take place at the same time?
Critical Path Method(CPM/AOA)

ACTIVITY
ES LS ARROW EF LF

A
1 8
2

DURATION

NODE
 Critical Path
Method(CPM/AOA)
EARLY START (ES)
The earliest possible time to start an activity. It is determine by
forward pass calculation through every paths of the network

EARLY FINISH
The earliest possible time to finish an activity (ES+Duration)

LATE START
The latest possible time to start an activity without delaying
the overall completion of the project

LATE FINISH
The latest possible time to finish an activity without
delaying the overall completion of the project It is determine
by backward pass calculation through every paths of the
network
 Critical Path Method(CPM/AOA)

Dummy in arrow diagram

-An activity of zero duration, identify by DOTTED arrow,
represents a dependency of activity upon another.
First
-When two or more activities begin and end with the
same events.
2

1 3
Second
- When several activities lead into and out of
an event, and all the following activities do not
depend upon the completion of all the
preceding activities
A B
1

DUMMY

C D
1
EXAMPLE CPM
 Critical Path Method(CPM/AOA)

 TOTAL FLOAT
The time available to delay the start or finish of an
activity without delaying the completion of the
project
TF = LF – ES - DURATION

 FREE FLOAT
The time available to delay the start or finish of an
activity without delaying the EARLY START TIME (ES) of
the proceeding activity/ies
Example :
Activity Event No. Activity Description Duration
A 1-2 Site Survey 1
B 2-3 Excavation Foundation A 2
C 2-6 Excavation Foundation B 4
D 3-4 Concrete Foundation A 1
E 6-7 Concrete Foundation B 3
F 4-5 Levelling Base A 1
G 7-8 Erect Plinth 2
H 5-9 Erect Tower A 1
I 8-9 Erect Tower B 1
J 9-10 Erect Steelframe 1

Based on the following information:

1. Developed a network schedule using AOA technique.
2. Determined the critical path and project duration.
3. Calculate ES, EF, LS, LF, and TF for each activity
Answer
ACTIVITY DURATION ES LS EF LF TF

A 1 0 0 1 1 0

B 2 1 1 3 8 5

C 4 1 1 5 5 0

D 1 3 8 4 9 5

E 3 5 5 8 8 0

F 1 4 9 5 10 5

G 2 8 8 10 10 0

H 1 5 10 11 11 5

I 1 10 10 11 11 0

J 1 11 11 12 12 0
Exercise 1
ACTIVITY EVENT
A 1-2
B 2-3
C 2-4
D 2-5
E 3-9
F 3-6
G 4-6
H 4-8
I 5-7
J 6-8
K 7-8
L 8-9
Based on the following information:
1. Draw the arrow network diagram.
2. Draw the critical path network.
3. Formulate the value of ES, EF, LS, LF, and TF for each activity
DURATION(WEEK) PREDECESSOR
5 -
4 A
3 A
3 A
5 B
5 B
0 C
6 C
7 D
3 F-G
4 I
3 J-H-K
Exercise 2
Event Activity Duration(Weeks)
1-2 A 2
1-3 B 3
2-4 C 4
3-4 D 3
4-5 E 2
4-6 F 2
5-7 G 3
6-8 H 4
7-9 I 3
8-9 J 3

Based on the following information:

1. Draw the arrow network diagram.
2. Identify the critical Path Activity.
3. Formulate the value of ES, EF, LS, LF, and TF for each activity
ACTIVITY DURATION ES LS EF LF TF

A 1 0 0 1 1 0

B 2 1 1 3 8 5

C 4 1 1 5 5 0

D 1 3 8 4 9 5

E 3 5 5 8 8 0

F 1 4 9 5 10 5

G 2 8 8 10 10 0

H 1 5 10 11 11 5

I 1 10 10 11 11 0

J 1 11 11 12 12 0
S-Curve

 An understanding of S-Curve theory and its analyses will

help learners and team members grasp the importance
of monitoring the progress and growth of an ongoing
project—at a specific stage or percentage of
completion.
Types of S-curves
There are a variety of S-curves that are applicable to project management
applications, including:
 Man Hours versus Time S-curve
 Costs versus Time S-curve
 Baseline S-curve
 Actual S-curve
 Target S-curve
 Value and Percentage S-curves
Example :
S-Curve (cumulative cost)
Example :
Costs versus Time S-curve
Exercise :
S-Curve (Baseline vs Actual )
Based on the below table, draw S-Curve that shows cumulative planning
expenditure and cumulative actual expenditure throughout the project

Activity Planning /Baseline Actual Expenditure

Expenditure (MYR) (MYR)
A 6000 6000
B 5000 4000
C 15000 13000
D 20000 18000
E 30000 20000
F 20000 20000
G 10000 7000
H 5000 3000
Solution :
Actual
Planning /Baseline Actual
Activity Expenditure Baseline Cumulative
Expenditure (MYR) Cumulative
(MYR)
A 6000 6000 6000 6000
B 5000 4000 11000 10000
C 15000 13000 26000 23000
D 20000 18000 46000 41000
E 30000 20000 76000 61000
F 20000 20000 96000 81000
G 10000 7000 106000 88000
H 5000 3000 111000 91000
Exercise :
Costs vs Time S-curve
Activity Duration Predecessor Actual
Expenditure
(MYR)
A 2 - 20,000
B 6 - 30,000
C 4 A 20,000
D 5 A 50,000
E 3 B 30,000
F 2 C 10,000
G 3 D 15,000