PROJECT MANAGEMENT AND

ENGINEERING CASES
CEE 3348a
Lesson #4 – Project Planning & Scheduling
Lecturer: Kevin Lawrence McGuire P. Eng.
Today’s Lecture

 Project Planning & Scheduling (1.5 Hour)

 Using scheduling tools/Software (Microsoft Projects) &
Laboratory #2 (30 mins)

This timing dictates that we may need to eat into some of our
Laboratory hours with lecturing in order to complete all we
need to do this week.

If you apply the voice over for these slides, ignore any
references to laboratories. The voice over is old. Follow the
schedule for labs provided to you in BrightSpace or any other
directions provided by the instructor.
 What is Construction Project
Management ?

 Construction management or construction project

management (CPM) is the overall planning, coordination,
and control of a project from beginning to completion.

 CPM is aimed at meeting a client's requirement in order to

produce a functionally and financially viable project.
Project Schedule Development

 Project schedule development is generally a list of activities

and their anticipated time of implementation

It is broken into:

 Work Breakdown Structure (WBS) - used to divide the

project into smaller work packages or activities

 Activity – A resource consuming element of the

overall project that has a definite beginning and
end
Scheduling Methods

 Bar (Gantt) Charts

 Linear Balance Diagrams
 Matrix Schedules
 Critical Path Method (CPM) – Network Diagrams
– Activity on Node (AON)
– Activity on Arrow (AOA)
 Project Evaluation Review
Technique (PERT)
Bar (Gantt) Charts

 Also referred to as Gantt charts, Gantt schedules, bar

chart schedules (developed by Henry Gantt in 1917)
Activities are presented as time scaled bars
Length of bar = planned duration
Easy to prepare & understand.
Activities
easily compared knowing what activities should
occur when in the project.

Concise
Bar (Gantt) Charts

The Length of Bar is interesting to us for 2 reasons:

 Physical length of bar represents the duration of the

work item - indicate the schedule for planned starting,
execution, and completion of the project work item
 Provides a graphical representation of the actual
performance towards completion of project when
applied in tracking mode.
Gantt Charts
Project Evaluation & Review Technique
(PERT)
 PERT
there - An
is a estimating
high degree technique
of used when
uncertainty
 PERT
defineuses
an the followingrange
approximate three for
estimates
activity to
duration
Most Likely: The duration of activity, given the
resources
productivity,likely to be
realistic assigned,
expectations their
of availability
for the activity,
participants and dependencies
interruption. on other
Optimistic:
analysis of The
the activity
best case duration
scenario is
for based
the on
activity
Pessimistic: The activity duration isfor
based on
analysis
activity. of the worst –case scenario the
PERT – Enhance Expert Judgment
Technique
 Activity ‘X’ has three estimates given:
pessimistic, optimistic, and a most likely.
 Expected duration for activity ‘X’ is calculated as follows:

TE = [A + 4(B) + C] / 6
PERT – Enhance Expert Judgment
Technique - Example

Activity X estimates are given as;

Optimistic: 4 days
Most Likely: 6 days
Pessimistic: 18 days
expected duration = [18 + (4 x 6) + 4] /6
= 7.7 days.
Basis of Estimates - any assumptions, or justifications
made while completing the activity duration estimate
must be documented.
PERT – Enhance Expert Judgment
Technique – Exercise

Using PERT what is the estimated duration of the

following activities given all estimates are in days?
Critical Path Method (CPM) – Network
Diagram
 Display logical relationships among activities using a
flowchart or network diagram

Focus attention on critical activities

Determination of resources

Allow a ‘what-if’ analysis in case ‘crashing’ is required

BOOK REFERENCE: Project Management – The Managerial Process

Chapter 8 – Scheduling Resources & Cost (Appendix 8.1: The Critical-
Chain Approach)
CPM – Network Diagrams
 A representation of a project by a schematic diagram or
network that displays the sequence and interrelation of
all the component parts of the project

 The logical analysis and manipulation of this network in

determining the best overall program of operation

 Developed for, and therefore suited to, the construction

industry
CPM – Network Diagrams
Two types of network diagrams may be used:
 – Activity on Arrow (AoA) (Not Common)
 First type of network schedule developed
 Not commonly used today, but may be encountered

 – Activity on Node (AoN) (More Common)

 Most popular method of CPM scheduling
 Utilized in most software applications
CPM – Network Diagrams

Activity on Node
Relationships:

Finish-Start

Start-Start

Finish-Finish

Start-Finish

Lag times can be introduced into any of these

relationships
Activity Nodes Label – Example #1
Activity Nodes Label – Example #2

More on Network Diagrams will be discussed later in Lecture

Project Planning

Project Investigation
Investigation is required prior to preparing a network
schedule so that all team members have complete
understanding of the objective

Schedule will be influenced by various factors

 Work Environment
 Contract
 Drawings and Specifications
Project Planning

Decomposition

Subdividing
work packages into smaller, more manageable
components called schedule activities
Involving
team members in the decomposition can lead to better
and more accurate results

Rolling Wave Planning

Rolling wave planning is a form of progressive elaboration planning,

where

 Work in near term is planned in detail

 Work in future is planned at high level
Project Planning
Terminology:

Critical Path
 Longest path through network
 Determines the duration of the project
Critical Activities
 Activities that lie along the critical path
 By definition, critical activities cannot be delayed without
extending the project duration
 No floats
 If the total project duration is extended due to a delay of an
activity, then the activity is critical
Project Planning
 Shortening the duration of an activity on the critical
path will shorten the duration of the whole project

 All activities that are not on the Critical Path can be

delayed a certain number of time units without
causing an extension of project duration

 Float (Slack): The number of time units that a non-critical

activity can be delayed without extending the total duration
of the project
Project Planning
Types of Activities
Production Activities
 Define the actual physical construction
of the project (erect steel, install
drywall, etc.)
 Large enough to identify a meaningful
quantity of work, but small enough to
allow effective management
Procurement Activities
 Activities required to get all the
materials, equipment and
subcontractors to the site
 Difficult to schedule, due to
submittal approval process
Administrative Activities

• Inspections, permits, appearances, etc.

• Involve all members of team
Project Planning

Milestone
A key event in the life of a project
Not an activity – does not consume resources/time

Used to signify major project development events

- building watertight, foundations complete, etc

 Linked to development budget payments or
customer project payments
 Provides measurement of progress and for
determining baseline
Network Diagram - Constructing the
Critical Path

Example continued
Network Diagram - Project Activity
Network Showing Project Durations

Example continued
Network Diagram – Rules when using
the Forward Pass

Example continued
Network Diagram - Activity Network
with Forward Pass

Example continued
Network Diagram - Rules when using
the Backward Pass

Example continued
Network Diagram - Activity Network
with Backward Pass

Example continued
Network Diagram - With Critical Path
and Slack Times Calculated

Critical Path in bold

Example concluded
Creating a Project Schedule
Step 1 – Work Breakdown Structure

Aspects to be Considered in Developing the Work

Breakdown Structure (WBS)
 Methods used to place the work - type(s) of equipment needed.
 Trades involved - carpenters, electricians, concrete finishers,
HVAC.
Maximum anticipated duration
Deliveries – milestones

BOOK REFERENCE: Project Management – The Managerial Process

Chapter 4 – Defining The Project Scope (Steps 1 to 5)
Work Breakdown Structure

 SAMPLE WBS STRUCTURE UPLOADED ON WEBCT – To be used when

creating a schedule
Creating a Project Schedule
Step 2 – Sequence of Construction

Place activities in chronological order

Identify successors and predecessors.

 e.g. pouring deck cannot commence before foundations
are in place (the placement of foundations is a
predecessor to the pouring of the deck)

Common sense and engineering judgment

Sometimes expert opinion is needed

Example of a small building project
 overall sequence of work (mobilization,
excavation, foundations,…walls… roof..
finishes..etc)
Creating a Project Schedule
Step 3 – Estimate Activity Duration

Assign duration to each of the activities

When creating/updating a schedule, must consult field personnel

and get the best duration estimate

Crew size, etc

Historical data

 Average industry productivity data

 Subcontractors
Creating a Project Schedule

Step 4 – Apply Constraints

Availability of resources
 Equipment
 Labour
  Materials
Delivery dates
Holidays, weekends (Modify Calendar
External Constraints (Site, Weather, etc.)
Relationships between activities

Basic Predecessor/Successor Relationship Types

FS - Finish to Start
Task B has a Finish to Start Relationship
A B C with Task A. (A must finish before B can start.)
FS

A
FF - Finish to Finish
FF Task B has a Finish to Finish Relationship with
Task A. (A must finish before B can finish).
B C

A SS - Start to Start
SS Task B has a Start to Start Relationship with
Task A. (A must start before B can start.)
B C
Relationships between activities
Basic Predecessor/Successor Relationship Types (cont.)
Lag
FS - Finish to Start with Lag

}
A B C
Task B has a lagging FS Relationship with
Task A. (A must finish x days before B can start)
FS

Lag
}

A FF - Finish to Finish with Lag

FF
Task B has a lagging FF Relationship with Task A.
B C (A must finish x days before B can start)

A
SS SS - Start to Start with Lag
Task B has a lagging SS Relationship with TaskA.
B C
}

(A must start x days before B can start).

Lag
Scheduling - Logic Translated to
Schedule
1/2 Month
fs Task B
Task A
Logic

fs

1 Month
fs Task C Task D

fs
2 Months 1 Month

month 0 month 1 month 2 month 3 month 4

Task A Float
Schedule

Task B

Task C
Task D

Critical Path
 Scheduling – Float Representation
Float or Slack
al Float is the amount of float before the Critical Path is impacte
e Float is the float before the start of the following task is affect
month 0 month 1 month 2 month 3 month 4
Task A Free Float
for Task B
Task B Free Float
for Task B1
Task B1

Task C

Task D

Total Float = Free Float for Task B + Free Float for Task B1
Scheduling – Schedule Report
Tracking Gantt Chart
month 0 month 1 month 2 month 3 month 4
Task A

Task B
C Float

A
Task C
Critical Path
A
is monitored

Projections of
Task D
B key milestones
are analyzed

Task status vs
C baseline is
reviewed.
B
Schedule Slip & Schedule Crash
If the Schedule Slips - How to Resolve it (Schedule Crash)

 Analyze the critical path and near critical path activities for
potential concurrency tasks

 Analyze critical path activities’ duration compression by staff

addition. Perform cost benefit trade off analysis

 Deplete schedule reserve (float)

 Based upon perceived needs of customer, develop strategies which

would allow the project to meet delivery dates but with reduced
functionality
BOOK REFERENCE: Project Management – The Managerial
Process
Chapter 9 – Reducing Project Duration (Pg. 319 to 353)
Time-Cost Trade offs for Crashing
Activities

Crash
Point

Crashed

Cost

Normal
Point

Normal

Crashed Normal

Activity Duration
 CRASHING ACTIVITIES – AN EXAMPLE

crash cos t  normal cos t

Slope 
Formula normal time  crash time

Example – Calculating the Cost of Crashing

SUPPOSE:
NORMAL ACTIVITY DURATION = 8 WEEKS
NORMAL COST = $14,000
CRASHED ACTIVITY DURATION = 5 WEEKS
CRASHED COST = $23,000
THE ACTIVITY COST SLOPE =
23,000 – 14,000 or, $9,000 = $3,000 per week
8–5 3
Project cost changes when tasks along the critical path
are being crashed. The cost goes up for every task
being crashed.
One can create a table listing all tasks, the normal
duration and cost, and the crashed duration and cost.
Sample Project
Normal Crashed
Activity Duration Cost Duration Cost
A 3 days $ 1,000.00 2 days $ 1,500.00
B 4 days $ 700.00 2 days $ 1,000.00
C 3 days $ 2,500.00 2 days $ 4,000.00
D 6 days $ 1,500.00 6 days $ 1,500.00
E 9 days $ 3,750.00 7 days $ 9,000.00
F 4 days $ 5,000.00 3 days $ 7,000.00
G 6 days $ 2,550.00 5 days $ 3,500.00
H 8 days $ 5,500.00 4 days $ 7,550.00

Total: $ 22,500.00 $ 35,050.00

With this table it is possible to calculate the crashing

cost per day for each task and select the task that
makes the most financial sense to crash.
Crashing showing crash cost/day

Sample Project
Normal Crashed
Activity Duration Cost Duration Cost Crashing Cost / day
A 3 days $ 1,000 2 days $ 1,500 $ 500
B 4 days $ 700 2 days $ 1,000 $ 150
C 3 days $ 2,500 2 days $ 4,000 $ 1,500
D 6 days $ 1,500 6 days $ 1,500 N/A
E 9 days $ 3,750 7 days $ 9,000 $ 2,625
F 4 days $ 5,000 3 days $ 7,000 $ 2,000
G 6 days $ 2,550 5 days $ 3,500 $ 950
H 8 days $ 5,500 4 days $ 7,550 $ 513

Total: $ 22,500 $ 35,050

In order to make the best financial sense it is important to look at
the whole picture. Usually the direct cost for a project go up, when
it is being crashed. However the the overhead cost or other
indirect costs are going down. Also the project team has to keep
potential penalties in mind, if the project exceeds a certain
duration.

This information is best shown in a graph like the following:

90

80

70

60
Project Cost (Thousands)

50

40

30

20

10

0
25 30 35 40 45 50 55 60 65
Duration (Weeks)

Direct cost Overhead Penalty Total

In Summary
 A project schedule is a description of the construction operations by
breaking down the work into a sequence of activities joined in a logical
manner.

 Be aware of the needs of the customer, management and users.

 A method of project planning in order to determine the best approach and

modifying the plan as changes to the work are discovered.

 A method of communicating critical project information to the project team.

 A well maintained schedule will accurately memorialize project history,

performance and produce accurate forecasting for future work.

 The schedule is not static, it must be updated periodically.

 But First and Foremost “Scheduling” is a Planning Tool

Scheduling Software/Tools
 The Following Tools/Functions – Will be used for Laboratory #2

 Most Common Project Management Scheduling Software –

• Microsoft Project Professional &
• Primavera P6

We will be using Microsoft Project Professional

 Tools to Cover:

1. Creating Work Breakdown Structure (WBS) & indenting option (refer to

3 slides of this lecture for sample WBS)

2. Quick Ties – Linking activities under each WBS

3. Changing relationship ties between activities.

Scheduling Software/Tools Cont’d.

4. Modifying calendar (Inserting Weather Days & Vacation Days)

– Refer to next slide for standard scheduling calendar.

5. Placing activity constraints.

6. Showing the project’s critical path (Under “Format” then

“Critical Path”

NOTE: Use Microsoft Project 2013 Student User Guide for

step by step guide on how to use the program to
complete Lab #2
Standard Scheduling Calendar
Sample Work Breakdown
Structure (WBS)
Sample Work Breakdown
Structure (WBS) cont’d
Sample Work Breakdown
Structure (WBS) cont’d
 LAB #2 – Three Story Office Building (3%+1%)
Schedule Development

 Given Schedule with complete WBS & activities.

 Durations (Start & Finish Dates) are Hidden.
 Refer to the Gantt Chart to link activities & give
them durations (Make duration assumptions off
Gantt Chart to the right).

What is Required:
 Generate a critical (red) path as shown.

 Incorporate modified calendar.

 Create full schedule with the Work Breakdown Structure & activities shown,

incorporating durations.

What to Use:
 Incomplete Schedule (Showing WBS & Activities).

 Standard Scheduling Calendar Resource Sheet.

 Sample WBS Structure Sheet (if necessary).

Scheduling Sample Questions

Which of the following best describes a Gantt chart? (1

mark)

• A Gantt chart depicts what was planned against what

actually occurred.
• A Gantt chart depicts the work in the project against
the work that has been completed.
• A Gantt chart depicts the work in the project against a
calendar.
• A Gantt chart depicts the work in the project against
the available resources
Scheduling Sample Questions – cont’d

Which of the following best describes a Gantt chart? (1

mark)

• A Gantt chart depicts what was planned against what

actually occurred.
• A Gantt chart depicts the work in the project against
the work that has been completed.
• A Gantt chart depicts the work in the project against a
calendar.
• A Gantt chart depicts the work in the project against
the available resources
Scheduling Sample Questions – cont’d

Which type of schedule should be prepared for a

construction project incorporating a high degree of
uncertainty? (1 mark)

• CPM schedule
• PERT schedule
• Gantt Chart
• Linear balance diagram
• Matrix schedule
Scheduling Sample Questions – cont’d

Which type of schedule should be prepared for a

construction project incorporating a high degree of
uncertainty? (1 mark)

• CPM schedule
• PERT schedule
• Gantt Chart
• Linear balance diagram
• Matrix schedule
Scheduling Sample Questions – cont’d

Lag is best defined by which of the following statements?

(1 mark)

• Lag is the maximum amount of time a task can be

delayed without delaying the early start of its
successor.
• Lag may be determined by making a forward pass.
• Lag is waiting time when you can slack off.
• Lag is the maximum amount of time a task can be
delayed without delaying the project.
Scheduling Sample Questions – cont’d

Lag is best defined by which of the following statements?

(1 mark)

• Lag is the maximum amount of time a task can be

delayed without delaying the early start of its
successor.
• Lag may be determined by making a forward pass.
• Lag is waiting time when you can slack off.
• Lag is the maximum amount of time a task can be
delayed without delaying the project.
Scheduling Sample Questions – cont’d

Five tasks are scheduled to be completed in sequence.

Each task has a Finish-to-Start relationship with the next
task. Each task has one day of total float. As of today,
tasks one and two have been completed on schedule.
How many days of total float remain in the schedule of
these tasks? (1 mark)
• Three
• One
• Zero
• Four
Scheduling Sample Questions – cont’d

Five tasks are scheduled to be completed in sequence.

Each task has a Finish-to-Start relationship with the next
task. Each task has one day of total float. As of today,
tasks one and two have been completed on schedule.
How many days of total float remain in the schedule of
these tasks? (1 mark)
• Three
• One
• Zero
• Four
 Scheduling Sample Questions – cont’d
Use the following diagram for two successive activities to select
the correct answer for the following 3 questions.

Relation between Activity A and activity B is ( 1 mark)

• Start to start
• Finish to start
• Start to start with +4 days lag
• Finish to start with +4 days lag

• Activity A total float is ( 1 mark)

(a) 8 days (b) 0 days (c) 13 days (d) 35days

• Activity A Free float is ( 1 mark)

(a) 8 days (b) 0 days (c) 13 days (d) 35days
 Scheduling Sample Questions – cont’d
Use the following diagram for two successive activities to select
the correct answer for the following 3 questions.

Relation between Activity A and activity B is ( 1 mark)

• Start to start
• Finish to start
• Start to start with +4 days lag
• Finish to start with +4 days lag

• Activity A total float is ( 1 mark)

(a) 8 days (b) 0 days (c) 13 days (d) 35days

• Activity A Free float is ( 1 mark)

(a) 8 days (b) 0 days (c) 13 days (d) 35days