PROJECT MANAGEMENT

Project Scheduling
 1. Project Scheduling

• Project’s work breakdown structure (WBS) defines work

packages that can be sequenced (scheduled) to coordinate
project construction.

• Resulting project schedule is important for many management

functions.

• Schedule provides concise means to communicate intended

construction strategy and can reveal any inconsistencies.

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1. Project Scheduling
• Following steps are required to develop project schedule:
1. Break down scope of work into manageable portions,
• Project’s work breakdown structure (WBS) defines work
activities.
packages that can be sequenced (scheduled) to coordinate
2.project
Estimating each activity’s duration.
construction.
•3.Resulting
Establishing sequence
project schedulerelationships
is importantamong activities.
for many management
4.functions.
Finding earliest and latest possible times for execution of
each activity.
• Schedule provides concise means to communicate intended
5.construction
Looking upstrategy and
project’s can reveal
critical any inconsistencies.
sequence of activities and
flexibility that activities not included in this sequence can
have.
6. Reviewing, optimizing, communicating, updating, and
using schedule.
Construction Project 1
Management
2. Estimating Activity Durations
• After list of activities is developed, duration of each one must be
estimated.
• Duration of any activity is largely determined by:.
1. Nature of work that activity entails.
2. Quantities of work.
3. Technique used for task.
4. Resources used to perform work.
5. Working hours for resources.

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3. Bar Charts
• Bar chart is representation of project work item or activity as time
scaled bar whose length represents planned duration of activity.
• Bar is located on timeline to indicate schedule for planned start,
execution, and completion of the project work activity.

• Length of bar has two different meanings:

1. Physical length of bar represents planned duration of work
item.
2. It also provides proportionally scaled baseline on which to
plot at successive intervals of time, correct percentage complete.

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3. Bar Charts
4. Activity Precedence Diagrams
• Precedence diagram is graphical tool that shows project’s activities as
rectangles or circles joined by arrows indicating their mutual
dependency or relationship.

• It is a strategy for developing a project schedule network diagram that

utilizes nodes to represent activities and associates them with
projectiles that illustrate the dependencies.

• This method is likewise called the activity-on-node (AON).

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• Resulting network clearly indicates intended sequence of
activities and is fundamental graphical component of Critical
Path Method (CPM).

• To build precedence diagram, logical sequence or scheduling

logic that relates various activities to one another must be
developed.
4. Activity Precedence Diagrams
5. Generalized Relationships
1. Finish-to-Start Relationship:
• Situations in which end of activity is necessary condition to begin
successor.
• Since relationship links finish of predecessor to start of successor are
of finish-to- start (FS) type.
• This type of relationship is mostly used in any precedence diagram.

2. Start-to-Start Relationship :
• It is possible that the start of an activity is a condition for the start of a
follower, in what is called a start-to-start (SS) relationship.

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3. Finish-to-Finish Relationship :
• Finish of activity can constrain finish of
another in finish-to-finish (FF) relationship.

4. Start-to-Finish Relationship :
• Start of an activity constrains the finish of another
in a start-to-finish (SF) relationship.
5. Generalized Relationships
Activities with Multiple Mutual Relationships
• Two activities can have more than one mutual relationship as long as
relationships specify different types of conditions, and predecessor–
successor relation is not swapped.

• Same two activities can be related by, SS and FF relationship.

• But if relationship indicates that activity A is predecessor of Activity

B, then another cannot indicate that B precedes A.

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6. Critical Path Method Scheduling Procedure
• When two activities are linked by traditional relationship, predecessor
must finish before successor can begin.
• Earliest possible dates to execute each activity in network can be
found when this rationale is applied to all activities in diagram.
• This process is known as CPM forward pass and also
determines minimum possible duration of project.
• Similar procedure is then performed backward, from last to first
activities in diagram.
• This second step is called CPM backward pass and computes
latest dates by which each activity can be performed without
increasing project’s minimum duration.
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6. Critical Path Method Scheduling Procedure
• Difference between earliest and latest possible dates to execute each
activity is its total float.
• It is time that an activity can ‘‘drift’’ or be ‘‘floated’’ between its two
extreme dates.
• Chain of critical activities will not have any available float.
• The timely completion of this chain of activities is critical for the
scheduled completion of the entire project.
• This activity chain is appropriately called critical path of project and
is central to schedule that entire scheduling technique is called critical
path method.

Construction Project 1
Management 2
6. Critical Path Method Scheduling Procedure

Construction Project Management 13

6. Critical Path Method Scheduling Procedure
Forward Pass
• Forward pass is first phase of
scheduling computations.
• It computes minimum date at
which each activity can be
performed while observing
constraints imposed by
relationships among activities.

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6. Critical Path Method Scheduling Procedure

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6. Critical Path Method Scheduling Procedure
Backward Pass
• Second phase of CPM
computations is backward
pass, whose progression
through network is opposite to
that of forward pass, as name
suggests.
• Backward pass computes
latest date by which each
activity must finish to avoid
extending project
duration.
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6. Critical Path Method Scheduling Procedure

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