CPM and Gantt chart

Dr Giorgio Locatelli PhD CEng FHEA

Lecturer in Infrastructure Procurement and Management

School of Civil Engineering - University of Leeds

[email protected]
Planning Instruments

2
 Planning Instruments

MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

DATA TABLES

3
Precedence Chart
MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

DATA TABLES

4
 Gantt Chart
MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

Schedule DATA TABLES

Activities

5
Gantt Chart
MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

DATA TABLES

Gantt Chart shows when the project and each activity start and end against a
horizontal timescale (bar chart)

• Steps:

• Activities have to be sequenced

• Activity’s duration has to be estimated

• Gantt Chart can be drafted and refined

6
Gantt Chart Advantages MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS
• Easy elaboration
DATA TABLES

• Direct graphics

• Possibility to easy evaluate the resources requested by the whole

activities

7
Gantt Chart Limitations

• Suitable for projects composed by few activities

• It (usually) doesn’t indicate the logical relationships between activities

MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

DATA TABLES

8
Operating processes
MILESTONES
GANTT CHARTS
S CURVES
• S CURVES
NETWORK DIAGRAMS
RESOURCE DIAGRAMS
• Progress SPACE-TIME DIAGRAMS

S CURVE DATA TABLES

S curve

Resource utilization rate

TIME
9
Precedence Chart
MILESTONES
GANTT CHARTS
S CURVES

Where these boxes NETWORK DIAGRAMS

RESOURCE DIAGRAMS
(Activities) come from? SPACE-TIME DIAGRAMS

DATA TABLES

10
Engineering & Construction - WBS

Deliverables

Project
Disciplines

Other Project
Facility Training
Services Management
Function 1 Function 2 … Function n Functions
Illumination Heating
Structures Etc. Phases/Activities
Engineeringsystem
Procurement system
Construction Commissioning

Area1 Area 2 … Area n Areas

WP 1 WP2 … Wn WPs

11
 Precedence Chart
Project MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
Group 1 Group 2 SPACE-TIME DIAGRAMS

DATA TABLES

12
Network Diagrams
MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

DATA TABLES

Unlike the Gantt chart, the network diagrams show a systemic project
representation. In this way they allow to define the project like the whole
linked activities oriented to an unique objective.

13
Network Diagrams
MILESTONES
GANTT CHARTS
S CURVES
• Project operative model
NETWORK DIAGRAMS
RESOURCE DIAGRAMS
• “What if” analysis SPACE-TIME DIAGRAMS

DATA TABLES

14
Network Diagrams
MILESTONES
GANTT CHARTS
S CURVES
• They allow to link together activities
NETWORK DIAGRAMS
RESOURCE DIAGRAMS
• (or work package) making possible: SPACE-TIME DIAGRAMS

o the construction of logical model DATA TABLES

o the construction of schedule model
o to verify the project’s feasibility
o to correctly allocate the activities’ resources
o to give a inter-functional visibility
o to individualize the critical activities
o to simulate the impact from time and cost variations or, more generally, from
eventual problems or corrective actions

15
 Resources Scheduling
MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

DATA TABLES

Resources

Schedule

16
Assignation of activities and
responsebilities MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

DATA TABLES

17
Resources Scheduling
MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

DATA TABLES

18
Resources Scheduling
Short:
http://www.youtube.com/watch?v=5uH
zLV3gf78

Long:
http://www.youtube.com/watch?v=175bHo_
ZQCw

Short:
https://www.youtube.com/watch?v=ZP7lLYtr
EK8

19
Activity Duration
MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

DATA TABLES
AVAILABLE
• Resource RESOURCES
Planning Process Needed
• WBS QUANTITY
ESTIMATED ACTIVITY
DURATION
NEEDED
RESOURCES
• Standard
Productivity ESTIMATED ACTIVITY
PRODUCTIVITY COST
• Corrective
factors

Accounting • Standard UNIT COST

Cost

Knowledge

Historical DB Experience

20
Pattern
MILESTONES
GANTT CHARTS
S CURVES

NETWORK DIAGRAMS
RESOURCE DIAGRAMS
SPACE-TIME DIAGRAMS

DATA TABLES

21
Pattern: Planning and Control

Planning
OBJECTIVES WORK RESOURCES ACTIVITIES RESOURCES BUDGETING
•Times DESCRIPTION ALLOCATION SCHEDULING LEVELLING
•Costs Series and Costs, Cash
•Quality WBS, OBS, CPM, Gantt parallel Flow…
CBS … approach

Control
PROJECT
CORRECTIVE PERFORMANCE MONITORING AND REALIZATION
ACTIONS ANALYSIS REPORTING Partial balance-sheet
AND ESTIMATES
TOFINISH Variances Analysis OUTPUT
Times, Costs …

22
23
Network

• A network is a set of nodes linked by arrows, their sequence define a

path.

• If the arrows have a sense, the network is called oriented.

24
Network types

• Without circuits

• With circuits

• With certain paths

• With uncertain paths

• With “AND nodes”

• With “OR nodes”

• With probabilistic node

25
Network types- Convenions

Activity on arrow
Activity A Activity B

Start A Case End A Case / Start B Case End B Case

Activity on node

Activity A Activity B

Activity A – Activity B
Connection

26
Example 1 – Activity on arrow

27
AOA Networks

• FINISH TO START links

• Dummy activities requested

• The dummy activities are not characterized by duration or resources’ use.

They only establish precedence constraints between the activities

28
AON Networks

• Link types
o Finish to Start
o Start to Start
o Finish to Finish
o Start to Finish

• Each activity can have more than one “input and output” link

• Between two activities is possible to have two different types of link

• Dummy events (milestones) can be used

29
Example 2 – Activity on node

30
 Types of network Without Circuits

Certain Durations Uncertain Durations

Link types FS FS-FF-SS-SF FS

Methods CPM PDM Pert

Output
Deterministic Probabilistic
(Durations)

Uncertain Paths
Uncertain Durations Simulations
Every Links

31
Links types
FS
A B FINISH - START

A B START - START
SS

A B FINISH - FINISH
FF

A B START - FINISH (not much used)

SF

32
Links types
B1 B2

A1 A2
FF1

A B

SS1

33
Precedence constraints among activities

• Natural

• Environmental (ex. resources availability constraints)

• Preferential

• “Natural” Constraints  Constant

• Resources Constraints  Dynamic

34
 Network Diagram:
Forward & Backward
pass algorithms

35
Earliest and Latest Dates Calculation

• The algorithm to calculate the network activities' dates is composed by

two phases:

• Forward pass

(earliest dates calculation)

• Backward pass

(latest dates calculation)

36
Terminology and definitions

EOTi Earliest Occurrence Time (event i)

LOTi Latest Occurrence Time (event i)

ESTik Earliest Starting Time (activity ik)

EFTik Earliest Finishing Time (activity ik)
LSTik Latest Starting Time (activity ik)
LFTik Latest Finishing Time (activity ik)
tik Time (activity ik)

37
Terminology and definitions

i=0 indicates the start project node

i=N indicates the end project node

Ai = set of nodes x for which the xi arc exists and converges on I

Bi = set of nodes y for which the iy arc exists and comes from i

38
Earliest and Latest Dates Calculation

• Dates are scheduled in the two versions:

o “earliest”, anticipating the activities that are not in the critical paths to the
earliest dates
o “latest”, postponing anticipating the activities that are not in the critical paths
to the latest dates

• CONVENTION:
o activity start = unit of time start
o activity end = unit of time end

• d = FT – ST +1

• FT = ST + d -1

• ST = FT – d -1

39
 Convetions

Activity nodes are linked (logically) by lines called

dependencies

Earliest Earliest Earliest Earliest

start finish start finish
Dependency
Activity ID & Duration Activity ID & Duration

Latest Latest Latest Latest

Total float Total float
start finish start finish

Dependency - Activity B cannot start until Activity A is

complete

40
Forward Pass

1 10 11 15 16 25
A 10 B 5 D 10

11 20 26 30
C 10 E 5

ES EF
Att t
EF = ES + duration -1
LS LF

41
Forward Pass

Beginning from the start project node (node 0) end going toward the end
project node all the earliest start and finish dates for each event/activity are
computed

EOT0 = 1
ESTik = EOTi + 1
EFTik = ESTik + tik - 1
EOTk = maxjAk (EFTjk)

42
Backward Pass

1 10 11 15 16 25
A 10 B 5 D 10
1 10 11 15 16 25

11 20 26 30
C 10 E 5
16 25 26 30

ES EF
Att t LS = LF – duration + 1
LS LF

43
Backwad Pass

• It is necessary to consider the “end project” event (node N) and to set its
maximal date (LOTN ) equal to the lowest date EOTN computed in the
previous pass

LOTN = EOTN
LFTik = LOTk
LSTik = LFTik - tik + 1
EOTi = minlBi (LSTil) - 1

44
Backwad Pass

• From the resulting dates is possible to know:

• The internal interrelationship logic

• The activities durations

• It is possible to assign to LOTN values (different from EOTN) imposed by

external constraints to the network logic (contractual expiration date, …)

• It is established:

• if degrees of freedom exist

• where to share eventual negative TF

45
Exercise 1.A

• From the data in the table draw:

• the precedence diagram
• the allocated resources profile
• the Gantt chart
• Assuming that there are infinite resources available and not temporal
constraints
WP Precedence Duration res. per day
A / 8 4
B / 6 4
C / 7 5
D A 5 4
E A,B 6 10
F E,C 9 9
G D,E 4 2
H G,F 2 2

46
Exercise 1.A

1
A D

G
1
B E H

F
1
C

ES EF
Att t
LS LF
47
Floats

48
Typologies of Float

• According to the comparison among the earliest and latest dates, through
the floats examination it is possible to individualize the project critical
activities:

• The following types of float are defined:

• Total float

• Free float

• Independent float

49
 Total Float

• Total float is the maximum interval available to postpone or extend the

execution for a single activity, without change the project deadline

• It is calculated using the following relationships:

Stik = LFTik- EFTik = LSTik - ESTik

Independe
Total float Free float
nt float
50
 Float Calculation

1 10 11 15 16 25
A 10 B 5 D 10
1 0 10 11 0 15 16 0 25

11 20 26 30
C 10 E 5
ES EF 16 5 25 26 0 30
A 10
LS float LF

Independe
Total float Free float
nt float
51
 Exercise (Solution 1.A)

1 8 9 13
A D
15 18
1 8 15 19 G
1 6 9 14 24 25
E 20 23 H
B
15 23
3 8 9 14 24 25
F
1 7
C 15 23

8 14 Calculate the Total Float

ES EF
for each activity
Att t
Independe
Total float Free float
nt float LS LF
52
 Exercise (Solution 1.A)

1 8 9 13
A D
15 18
1 0 8 15 6 19 G
1 6 9 14 24 25
20 5 23
B E H
15 23
3 2 8 9 0 14 24 0 25
F
1 7
C 15 0 23

8 7 14 Calculate the Total Float

ES EF
for each activity
Att t
Independe
Total float Free float
nt float LS TF LF
53
 Not Critical Activities

EST EFT float

duration

float LST duration LFT

Independe
Total float Free float
nt float
54
 Critical Activities

EST EFT

duration
LST LFT

Total float = 0

Independe
Total float Free float
nt float
55
 Total Float as Time Buffer

2 11
B

1 1 13 13
A C, D, E, Duration is 1 day each F

2 2 3 3 4 4
C D E

Independe
Total float Free float
nt float
56
 Total Float as Time Buffer

2 11
B

2 11
1 1 13 13
Why these activities have the
A F
same TF?
1 1 13 13
2 2 3 3 4 4
C D E

10 10 11 11 12 12
8 8 8
Independe
Total float Free float
nt float
57
 Free Float (FF)

• Float available for the activity without need to postpone the earliest start date
for the successive node (k)

• Hypothesis: the starting node (i) is earliest realized

• “The amount of time that a schedule activity can be delayed without

delaying the early start date of any successor or violating a schedule
constraint”

• Simple formula to calculate Free Float is ES (of successor) – EF of

current activity

Independe
Total float Free float
nt float
58
 Free Float (FF)

-1
1 10 11 15 16 25
A 10 B 5 D 10
1 0 10 14 0 18 19 3 28 -1

11 28 29 33
C 18 E 5
ES EF 11 0 28 29 0 33
A 10
LS Free Float LF
Independe
Total float Free float
nt float
59
In summary

Total Float Free Float

Calculated at path level of activities Calculated at path level of activities

Defines flexibility of a path Define flexibility of activity

Formula LS-ES or LF-EF Formula ES (of successors) – EF of

current activity -1

Can come into existence if network Can come into existence if

diagram has multiple path and there successor is having more than one
are activities which are not there on activity converging on it or the
Critical Path successor activity is having a
constraint applied -

60
 Independent Float

• Acceptable delay for an activity with the hypothesis that the starting date
was the latest start date and the finish activities (successive activity
starting) must be realized at the earliest start date. The independent float
does not influence the previous and successive activities

• ALWAYS ZERO IN THE PREVIOUS TYPE OF DIAGRAMME

• DIFFERENT FROM ZERO ONLY IF FURTHER CONSTRAINS ARE

ADDED

Independe
Total float Free float
nt float
61
 Float Graphic Representation

EOTi LOTi EOTk LOTK

Total Float
STik = LOTk - EOTi - tik

Free Float
SLik = EOTk - EOTi - tik

Independent Float
SIik = EOTk - LOTi - tik
Independe
Total float Free float
nt float
62
Temporal Constraints on Nodes

 NET “not earlier than” (forward pass)

 NLT “not later than” (backward pass)

 ON (forward e backward pass)

63
Critical Path

• It is the activities chain characterized by the maximal comprehensive

duration or by the minimal float

• A delay for any activity belonging to the Critical Path implies a delay for
the whole project.

• In order to reduce the whole project duration (10-20%) is necessary to

operate on the critical path’s activities.

64
Critical Path

• If EOTN = LOTN TF=0

• If there are temporal constraints on the nodes the critical path could not
be the path with the maximal duration.

65
Bottom Line

66
Network Diagrams' Limits

• In order to achieve reliable analysis it is necessary

o to consider a great amount of activities
o to use sophisticated logical links

• It necessary to consider a great amount of data about:

o activities' attributes
o How the attributes change changing the activities

• The problems about data’s updating are increased by the method

analyticity

• After each updating it is necessary to critically verify the results, analyzing

the development for the logical project concatenations

• The method does not allow to carry out “Estimation at completion” on the
base of advancing data

67
Critical Path Method

• CPM is based on the critical path obtained with the forward and
backward pass

• It requires deterministic inputs (durations, precedences) and gives

deterministic outputs

• It s a deterministic methodology

• It is a simplistic approach

• It is the first step in order to:

o Model and calculate the project duration
o Apply heuristic algorithms
o Apply simulating techniques

68
CPM tips

• If you need to accelerate the schedule, do it by fast-tracking (make more

activities in parallel) and crashing (short their duration).

• Watch out! Accelerating the schedule may increase the number of critical
activities. (from 10 percent to 40-50 percent of activities will result critical).

• Sprinkle major milestones over your CPM chart. It helps you see woods
(milestones) and trees (activities).

• Color-code activities performed by various resource providers in order to

identify their interfaces and provide their coordination.

• Develop template CPM charts. Then, use them consistently to develop

the schedule for new projects.

69
Further Details

70
Further Details

• Crashing Activities

• Links Between Activities

71
Cost Critical Path Method (CPM)

• It considers the time/costs trade-off

o “normal” duration/cost
o “crashed” duration/cost

• It tries to reduce the project duration to the least necessary expense

o find the critical path
o compact the critical path activities beginning from the least expensive
o repeat the process until dC/dT < dBenefits/dT

Estimated
Duration

HR
1 2 3 4 Allocated

72
Cost Critical Path Method (CPM): example

Suppose that the customer would give a prize of “40” for every unitary
reduction of delivery times

NORMAL NORMAL CRASHED CRASHED

ACTIVITY PRED. dC/dT
TIME COST TIME COST
A - 3 30 2 40 10
B A 2 30 1 65 35
C A 2 60 / / /
D A 3 60 2 75 15
E B 3 30 2 45 15
F C 1 30 / / /
G D 1 60 / / /

73
 Cost Critical Path Method (CPM): example
Activity G
Activity D
Activity F
Activity C
Activity E
Activity B

Activity A

0 1 2 3 4 5 6 7 8 9 10

Early Early Late Late

Activity Pred. Start Finish Start Finish dC/dT
Project duration= 8
A - 0 3 0 3 10 Project Cost= 210
Critical Activities A, B, E
B A 3 5 3 5 35
C A 3 5 5 7 /
A is the candidate for
D A 3 6 4 7 15 crashing
E B 5 8 5 8 15
F C 5 6 7 8 /
G D 6 7 7 8 /
74
 Cost Critical Path Method (CPM): example
Activity G
Activity D
Activity F
Activity C
Activity E
Activity B
Activity A

0 1 2 3 4 5 6 7 8 9 10

Early Early Late Late

Activity Pred. Start Finish Start Finish dC/dT
Project Duration = 7
A - 0 3 0 3 na Project Cost = 220
B A 3 5 3 5 35 Marginal Cost = 10
Marginal Revenue= 40
C A 3 5 5 7 / Profit = 30
Critical Activities A, B, E
D A 3 6 4 7 15
E B 5 8 5 8 15 E is the candidate for
F C 5 6 7 8 / crashing

G D 6 7 7 8 /
75
 Cost Critical Path Method (CPM): example
Activity G
Activity D
Activity F
Activity C
Activity E
Activity B
Activity A

0 1 2 3 4 5 6 7 8 9 10

Early Early Late Late

Activity Pred. Start Finish Start Finish dC/dT
Project Duration = 6
A - 0 3 0 3 na Project Cost = 235
Marginal Cost = 15
B A 3 5 3 5 35 Marginal Revenue = 40
C A 3 5 5 7 / Profit = 25
Critical activities: A, B, E
D A 3 6 4 7 15 and A, D, G

E B 5 8 5 8 na D e B are both candidate

for crashing
F C 5 6 7 8 /
G D 6 7 7 8 / 76
 Cost Critical Path Method (CPM): example
Activity G
Activity D
Activity F

Activity C
Activity E
Activity
B
Activity A

0 1 2 3 4 5 6 7 8 9 10

Early Early Late Late

Activity Pred. Start Finish Start Finish dC/dT
Project Duration = 5
A - 0 3 0 3 na Project Cost = 285
Marginal Cost = 50
B A 3 5 3 5 na Marginal Reveneu = 40
C A 3 5 5 7 / Profit = -10
Critical Activities: A, B,
D A 3 6 4 7 na E; A, D, G and A, C, F

E B 5 8 5 8 na
The profit is negative,
F C 5 6 7 8 / we refuse to crash B and
D
G D 6 7 7 8 / 77
Further Details

• Crashing Activities

• Links Between Activities

78
 Links Between Activities – Representation
Methods
FS
a)
A B FINISH - START

b)
A B START - START
SS

c) FINISH - FINISH
A B
FF

d)
A B START - FINISH (not much used)
SF

79
 Links Between Activities – Representation
Methods
a) FINISH - START

b) START - START

c) FINISH - FINISH

d) START – FINISH
(not much used)

80
Links Between Activities – Representation
Methods
• SSij Start to Start
Minimal number of units of time that must be past from the previous activity’s
start to allow the successive activity to start

• FFij Finish to Finish

Minimal number of units of time required to complete the successive activity
after the previous activity’s completion.

• FSij Finish to Start

Minimal number of units of time that must be past from the previous activity’s
completion to allow the successive activity to start

• SFij Start to Finish

o Minimal number of units of time that must be past from the previous activity’s
start to the successive activity’s completion

81
Precedence Diagrams

DA = 5 FF15

SS2 DB = 10

ES = 3 EF = 20
[11]

82
Precedence Diagrams - Forward Pass

It is necessary to consider the constraint relative to the considered activity’

predecessors (Start e Finish)

FSij ESj = EFi + lag + 1

SSij ESj = ESi + lag

FFij EFj = EFi + lag

SFij EFj = ESi + lag – 1

In case of many predecessors it is necessary to consider the maximal date

83
Precedence Diagrams - Forward Pass -
Example
A 20
171 190 FS = 0
B 30
158 187 FS = 0
C 20 Activity Duration
180 199 SS = 10 I 30
D 10 192 226
187 196 SS = 5 ES EF
E 40
177 216 FF = 10
F 25
182 206 FF = 18
84
Precedence Diagrams - Forward Pass -
Example
• ES (I/A) = 190 + 0 + 1 = 191

• ES (I/B) = 187 + 0 + 1 = 188

• ES (I/C) = 180 + 10 = 190

• ES (I/D) = 187 + 5 = 192

• EF (I) = 192 + 30 - 1 = 221

• EF (I/E) = 216 + 10 = 226

• EF (I/F) = 206 + 18 = 224

85
Precedence Diagrams - Forward Pass -
Example
In general:

EF = ES + d -1

In presence of external predecessors for its finish (FF and SF), it is possible
having incongruities.

Activities’ s Splitting

86
Precedence Diagrams - Forward Pass -
Splitting Example

FF = 15
A 20 B 40
109 128 95 143
(134)

A 20
109 128
B2 15
129 143
B1 25 (9)
95 119

87
Precedence Diagrams - Backward Pass

It is necessary to consider the constraint relative to the considered activity’

successors (Start e Finish)

FSij LFj = LSi - lag - 1

SSij LSj = LSi - lag

FFij LFj = LFi - lag

SFij LSj = LFi - lag - 1

In case of many predecessors it is necessary to consider the minimal date

88
Precedence Diagrams - Backward Pass -
Example
A 20
FS = 0 133 152

B 30
FS = 5 143 172
Activity Duration
I 30 C 40
95 129 FF = 10 100 139
LS LF
E 20
SS = 10 105 124

F 30
SS = 15 118 147

89
Precedence Diagrams - Backward Pass -
Example
LF (I/A) = 133 - 0 - 1 = 132

LF (I/B) = 143 - 5 - 1 = 137

LF (I/C) = 139 -10 = 129

LS (I) = 129 - 30 +1 = 100

LS (I/E) = 105 - 10 = 95

LS (I/F) = 118 -15 = 103

90
Precedence Diagrams - Backward Pass -
Example
In general:

LS = LF - d -1

In presence of external predecessors for its start (FS and SS), it is possible
having incongruities.

Activities’ s Splitting

91
Precedence Diagrams - Backward Pass -
Splitting Example

A 30 SS = 10 B 30
203 237 213 242
(208)

A2 20
218 237
A1 10 (5)
203 212
B 30
213 242

92