Planning and Scheduling

Basic of
Project Management
PROJECT PLANNING & SCHEDULING
Planning
In this phase you identify the general
requirements of a project, break it down into
discrete activities, determine the sequence
and interdependence of these activities,
2
estimate the resource requirements and find
the critical path.
PROJECT PLANNING & SCHEDULING
Scheduling
This phase overlaps with the planning phase.
Time estimates are made for each activity and
overall project completion time is calculated.
Calculate early and latest, start and finish dates
3
for each activity.
Basic of Project Management (Project Planning & Scheduling)
Steps in involved in planning and

scheduling
1. Determine planning details or work break
down structure (WBS)
2. Work break down should be converted into
4
activities and activity inter-relationship
should be established.
3. Develop alternative planning strategies and
give standardized inputs.
4. Develop resource optimization, considering
constraints.
Steps in involved in construction

planning and scheduling
5. Determine activity duration.
6. Prepare project histogram/bar chart/link bar
chart/mile stone chart/network diagram.
5
7. Make time calculation and find project
duration.
8. Review the project progress at regular
interval through the process of updating.
9. Monitor the progress regularly.
Implementation and Control
• The implementation or control phase begins

once the project is undertaken. Here you
6 employ a variety of techniques to achieve
optimization of resource usage, monitor
progress and cost forecast completion dates
and overall project cost and ensure that
critical activities are completed on time.
Implementation and Control

• The method of planning and controlling that
was originally developed was called Project
Planning and Scheduling (PPS). PPS was
7 later on converted into Critical Path Method
(CPM), so the CPM involves the
deterministic approach and is used for the
repetitive types of projects.
Work Break Down Structure

These are incremental and hierarchical
decomposition of the project phases. It is a
tree like structure and it shown the
description of the jobs for completion of the
8
project. These are also called Top-Down
diagrams.
Work Break Down Structure

• The main jobs are broken down into number
of small manageable units depending upon
size, time or efforts required for completion.
Work Break down may be done in to
9
following stages:
1. Project 2. Subproject
3. Task 4. Subtask
5. Work package.
BAR CHART/GANTT CHART :

1. It is a pictorial chart
2. It has two coordinate axes, the horizontal
coordinate represents the elapsed time and
vertical coordinate represents the job or activity
10
to be performed.
3. The beginning and end of each bar represents
starting and finishing time of a particular activity
respectively.
4. The length of bar shows the time required for
completion.
5. Jobs can be concurrent or can be started one after
other.
Limitations of bar chart:

1.Lack of degree of details: Only major
activities are shown in bar chart and sub-
activities can not be separated out. Hence
effective control over the activities in big
11 projects can not be achieved.
2.A bar chart does not show progress of work
and hence it can not be used as a control
device.
3.A bar chart is unable to depict
interdependencies of various activities clearly.
LIMITATIONS OF BAR CHART:

4. Bar charts are not useful in the projects
where there are uncertainties in
determination of estimation of time
12
required for completion of various activities
such as in R&D projects.
LIMITATIONS OF BAR CHART:

• Bar chart can not distinguish between critical
and noncritical activities and hence resource
smoothening and resource levelling can not
be done.
13 •Bar chart diagrams are useful for only smaller
and simpler conventional projects, especially
construction and manufacturing projects, in
which time estimates can be made with fair
degree of certainty.
2. Mile-Stone Charts
It is a modification over original

Gantt chart. Milestones are key
14
events of main activities
represented by bar. Therefore they
give idea about completion of sub-
activities.
Network Diagram
• It is the flow of diagram consisting of

activities and events connected logically &
sequentially.
15
• Network diagram are of two types:
(i) Activity-on-Arrow Network (A-O-A)
(ii) Activity-on-Node Network (A-O-N)
Elements of a Network
Event
• An event is either start or
16
completion of an activity.
• Events are significant points in a
project which act as control points
of the project.
• An event is an instant of time and it
does not require time or resources.
Following are examples of an event :

1. All parts assembled
2. A budget prepared
3. Construction completed
17
Following can not be events :
1. Prepare budget
2. Assemble parts
TAIL EVENT OR THE START EVENT:
•It makes the beginning of an activity.

• If it is the first event of project
18
then known as “initial as start
event”.
• It has only outgoing arrow.
Head event or the final event :

• The event which marks the
completion of an activity is known
as “head event”.
19 • If this event represents
completion of entire project then it
is called “Finish event”.
• It has only incoming arrows.
DUAL ROLE EVENTS:

• All events except the first and the last
event of a project are dual role events.
They have both incoming and outgoing
arrows.
20
1 3 4 5
2
SUCCESSOR EVENTS
The event or events that follow another
event are called successor events to that
event.
21 1 2 5
3
Predecessor events:
The event or events that occur before
another event are called predecessor
event to that event.
22
It should be noted there can be only one tail
event and one head event in a project.
Activity
•Activity is actual performance of a job.
It requires time and resources for its
completion.
23 •In A-O-A system (Activity On Arrow network
system), activity is represented by arrows
between events while in A-O-N (Activity On
Node system), activities are represented by
nodes. In A-O-N system, events have no
places.
• The activities which can be performed

simultaneously are independent of each
other called as parallel activities. In above
figure, activities A & B are parallel activities.
2
24 A D
B E
1 3 5
C F
4
• Activity or activities that can be performed

after performance of other activity are
known as successor activities to that activity.
Activity F is successor activity to activity C in
above figure.
25 • Similarly activities that are required to be
performed before another activity can begin
are called predecessor activities to that
activity. Activity (A) is predecessor activity to
activity D.
Dummy
• A dummy is a type of operation which
neither requires time nor any resource,
but it denotes dependency among the
activities.
26
• It is represented by dashed arrow.
A
C
Dummy activity
B
D
27
Fig. Dummy Activity

Dummy is used to serve following

purposes:
1. Grammatical purpose: To prevent two
arrows having common beginning and
common end. (UNIQUENESS OF IDENTITY
28
A 3
A
Dummy
1
1 2
B
2
B
Logical purpose :
•To show relationship with other activities.
(uniqueness of activity)
• Unnecessary dummies should be avoided.

29
Rules of a Network
1. There can be only one initial
and one final event.
30 2. An event can not occur unless
all preceding activities are
completed.
3. An event can not occur twice.
2 4
1 6
3 5
31
4. Number of arrows should be equal to number
of activities.
5. Time should always flow from left to right.
6. Length of arrow does not show any
magnitude. Straight arrows should be taken
as far as possible.
7. Arrows should normally not cross each other.

If it is necessary to cross, one should be
bridged over the other.
8. No activity can start until its tail event has
occurred.
32
Fulkersons’s rule for numbering the
events:
1. The single initial event is numbered as 1,
10 etc.
2. All arrows emerging out of the initial event
are neglected. Doing so, the created one
or more new initial events .
Errors in Network
1. Looping error : Loops should not be
formed.
A B A B
33
C C
Wrong Right
Fig. Looping Error

2. Dangling error : Project is complete only

when all its activities are complete but the
duration of activity ‘R’ has no effect on the
project time as shown in figure.
34
3
T
Q
P S U 5
1 2 4
R
6
To avoid dangling error, the network must

be examined in such a manner that all
events except initial and final events must
have at least one activity entering and
35 one activity leaving them.
3
T
Q
P S U 5
1 2 4
R
6
Programme Evaluation and Review

Technique (PERT)
• PERT stands for “Project/Programme
Evaluation and Review Technique”.
• PERT involves uncertainty into the project
36 completion time.
• It is a numerical technique used in the
projects in which time can not be estimated
accurately such as research and development
projects. It is an event oriented network. Cost
is assumed to be directly proportional to
time.
Three time estimates are made in PERT:

1. Optimistic time (to): This is the minimum
possible time in which an activity can be
completed under the most ideal conditions
2. Pessimistic time (tp): This is the maximum
37 time required to complete an activity under
the worst possible conditions.
3. Most likely time (tm) : This is the time
required to complete an activity under
normal working conditions. Its value lies
between to and tP. It is near to the expected
time.
Mean Time or Expected Time or Average Time

• In PERT each activity is assumed to follow b-
distribution curve of time.
• This is calculated from b-distribution curve of
time at which probability of activity is just
38 50%. Time taken by various activities follow
b-distribution.
Hence value of expected time is calculated by
weighted average as,
to  4t m  t p
te 
6
• .
50% area of curve

Probability
39
O t tm te tP
0
Time
Fig. b-curve with skewness to the left
Time computation of Events:

1. Earliest Expected Occurrence Time (EOT): The
time at which an event is expected to occur
earliest.
• An event occurs when all the activities
40
leading to it are completed.
• It is generally denoted by TE. It is calculated
by forward path.
TE  t ij =(when there is only one path)
i
(TEi  t ij ) max
=(when there are more than one
path)
Time Computation Of Events:

2. Latest Allowable Occurrence Time (LOT)
The latest allowable time at which an event
must occur to keep the project on schedule.
It is generally denoted by TL. This is
41 calculated through backward path.
TLi = TLj – tij ...(when there is
only one path)
TLi = (TLj – tij)min ...when there are
more than one path)
• Slack: Slack is defined as the difference

between latest allowable time (TL) and
earliest expected time (TE) of an event.
Slack for any event j= TLj – TEj
42 Slack for any event i= TLi – TEi
• Slack may be positive, zero or negative.
• When “Slack is greater than zero”. It

indicates project is ahead of schedule and
availability of excess resources. Such events
are SUB CRITICAL.
• If slack is zero, it indicates work is on
43
schedule and events are critical. Resources
are just adequate.
• If slack is negative, it indicates work is
behind schedule and may cause delay in
project completion. Events are super
critical. Extra resources are required.
Critical Path
The time wise longest path is the critical path.
In this path, any type of delay in any event will
cause delay in the project. These are shown by
double lines or dark lines in a network
44
Critical Path Method (CPM)
This is based on deterministic approach in

which only one time estimate is made for
45
activity completion. Network diagram in CPM
is activity oriented.
• It is activity oriented network.
• It is used for repetitive type of work and
has deterministic approach.
Event Times in CPM

1. Earliest occurrence time (TE): Time
at which an event may occur as
early as possible.
2. Latest allowable time (TL): Time at
46
which event may occur as late as
possible without delaying the
overall project completion time.
These are similar to PERT and are
calculated in the same fashion.
Activity Times in CPM

1. Earliest start time (EST) : It is the earliest
possible time at which an activity can be
started.
For an activity i – j, earliest event time of
47 event i, i.e. TEi is EST of activity i – j.
2. Earliest finish time (EFT) : It is the earliest
possible time by which an activity can be
completed.
For an activity i – j
EST= TEi
EFT = EST + tij = TEi + tij
tij = Activity duration
tij
i j
48
Fig. EST and EFT
i i i j
T T
E L T T
E L
j
T T
E L
j
3. Latest finish time (LFT) : This is the latest

time by which an operation or activity must
be completed without delaying the project.
For an activity i – j, latest allowable time of
49 head event j, i.e. TLj is LFT of activity i – j.
4. Latest start time (LST) : This is the latest

possible time at which an activity can be
started without delaying the overall project
LFT=Latest finish time of activity i – j = TLj
LST = TLj – tij
Float
• It is associated with activity times
• It is analogous to slack of events in PERT.
• It is the range within which start or finish
time of an activity may fluctuate without
50
affecting the project completion time.
Total float: The time span by which

starting or finishing of an activity can be
delayed without delaying the completion of
the project.
51
It is the maximum available time in excess
of the activity completion time.
FT = TLj - TEi– tij
Fig. Total float

tij
h i j k
Preceding i i j j Succeeding
activity TE TL TE TL activity
i = Tail event
j = Head event
52
Fig. Total float

Critical Path
In CPM analysis, the path along which total floats
are zero or minimum is called as critical path. All
activities on this path are critical. There can be
more than one critical paths.
53
Subcritical Path: It is the path joining all
subcritical activities. For a subcritical activity total
float is greater than zero i.e.,
FT > 0
Supercritical Path: It is the path joining all super
critical activities. For a supercritical activities total
float is less than zero i.e.,
RESOURCE LEVELLING
• It assumes that RESOURCES are unlimited and
TIME is limited.
• It’s a resource optimization technique
• The peak requirement of resources is leveled
out in such a way that men and material
resources are fully utilized without delaying
the critical path.
RESOURCE SMOOTHING
• It assumes that resources are limited & time is
unlimited.

Planning and Scheduling

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Planning and Scheduling

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Basic of

Steps in involved in planning and

Steps in involved in construction

Implementation and Control

• The implementation or control phase begins

Implementation and Control

Work Break Down Structure

Work Break Down Structure

BAR CHART/GANTT CHART :

Limitations of bar chart:

LIMITATIONS OF BAR CHART:

LIMITATIONS OF BAR CHART:

It is a modification over original

• It is the flow of diagram consisting of

Following are examples of an event :

TAIL EVENT OR THE START EVENT:

•It makes the beginning of an activity.

Head event or the final event :

DUAL ROLE EVENTS:

• The activities which can be performed

• Activity or activities that can be performed

Fig. Dummy Activity

Dummy is used to serve following

• Unnecessary dummies should be avoided.

7. Arrows should normally not cross each other.

Fig. Looping Error

2. Dangling error : Project is complete only

To avoid dangling error, the network must

Programme Evaluation and Review

Three time estimates are made in PERT:

Mean Time or Expected Time or Average Time

50% area of curve

Time computation of Events:

Time Computation Of Events:

• Slack: Slack is defined as the difference

• When “Slack is greater than zero”. It

Critical Path Method (CPM)

This is based on deterministic approach in

Event Times in CPM

Activity Times in CPM

3. Latest finish time (LFT) : This is the latest

4. Latest start time (LST) : This is the latest

Total float: The time span by which

FT = TLj - TEi– tij

Fig. Total float

Fig. Total float

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