The document provides an overview of project management concepts and the critical path method for scheduling projects. It discusses that project management involves applying knowledge, skills, and tools to project activities to meet stakeholder needs on time and within budget. The critical path method is a scheduling technique that identifies the longest continuous chain of dependent tasks in a project as the critical path, where any delays will impact the overall project completion date. The document outlines the key steps and elements of critical path method scheduling, including defining activities, estimating durations, sequencing tasks, and determining start dates, finish dates, and float.

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FOLDER 1

2. 2
Overview of
Project Management

3.  a set of interrelated activities to achieve a specific
goal …
 in a specific timeframe ...
 to create a unique product or service
A project is a temporary endeavor which has
a definite beginning and a definite end
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4. 4
PM is the application of:
KNOWLEDGE
SKILLS
TOOLS & TECHNIQUES
to project activities in order to meet or exceed
stakeholders need & expectations from a project
i.e. 75% art and 25% science.

5.  Phases are generally sequential
 Phases are connected from the beginning of a
project to its end
 Phases are concluded with acceptance of
deliverables
 Not uncommon to have overlapping phases
Generic
JKR Plan Design Procurement Construction Hand Over
Concept Develop Execute Finalise
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6. 1. Assembling an incompetent and incompatible team
2. Lack of common project goals
3. Poor leadership at all levels
4. Poor planning
5. Failure to identify, document & track requirements –
poor monitoring and control
6. Poor communication
7. Bad reporting of progress
8. Inadequate or misused methods – wrong tools
9. Insufficient funds
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7. JKR Project Lifecycle – 5 Phases
PLAN CONSRUCT FINALISE
PROCURE
DESIGN
Project Manager / HOPT
Design Manager / HODTs SO & SO Representative
Pre Construction Post Construction
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8. 8
Scope
Cost
Quality
Risk
HR
Communications
Procurement/Contracts
Time

9. Project Manager
Project Team Project Organisation
Project
Management
Processes
Cost
Time
Performance
Customer’s
Satisfaction
Technical
Functional
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10. 10
Planning & Scheduling

11.  PWD Form 203 (Rev.2007)
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 PWD Form DB (Rev.2007)

12.  Although they are allied disciplines, but are not the
same
 Project planning involves creating project
development strategy, which include;
 Overall strategy how works will be broken down for
control
 How the control is to be managed
 What construction method to be employed
 The zones of operation and their interface
 Interface between the various participants
 Strategy to maximise efficiency with respect to cost and
time
 Risk management
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13.  Scheduling is a mixture of art and science, involving
interpretation of the results of project planning by
using appropriate software tools and techniques to
ascertain;
 Start and finish dates of activities
 Method of sequencing one or more activities in relation to
other activities
 Duration of the activities
 Who will perform the activities
 Resources to be applied to the activities
 Communication and reporting formats, timing, etc
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Scope
Definition
Create WBS
Activity
Resource
Planning
Activity
Duration
Estimating
Activity
Sequencing
Schedule
Development
Cost
Estimating
Cost
Budgeting
Scope
Management
Time
Management
Cost
Management

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Keep project
teams
organized
Is project on
schedule
(time &
cost)?
What happen
if change is
introduced?
Minimise
wastage/rework
Optimise usage
of resources
More effective
project progress
reporting

17. Contractor
 Basis to estimate resources (men, machines,
materials)
 Cash flow throughout project duration
 Basis for execution, coordination and monitoring &
controlling of works
 Basis/evidence to support progress claim and
Extension of Time application
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18. Superintending Officer
 Basis to set project contract baseline (time, scope &
cost)
 Basis for monitoring & controlling progress of works
18

19. 19 © Eric Verzuh, president of Versatile Co.,
leading project-management consultancy

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 Guideline contains work program components and
items that needs to be included in a work program
 Guideline consists of checklist for assessing work
program submitted by contractor /consultant for
approval
 Provide guidance for the contractor’s in
preparation of work program

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Why you really
need scheduling!!!

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Critical Path Method (CPM)

24.  CPM is
 It
 Critical path is
 Any delay
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25.  CPM is mathematical method to determine project
finish date base on sequencing and activity duration
 It use network analysis to identify activities in the
critical path
 Critical path is the longest path in the network or
path with zero total slack
 Any delay in completing the tasks on critical path will
result in project delay unless appropriate measure is
taken to bring back the progress on track
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26.  CPM consists of three core steps:
1. Planning
2. Analyzing and scheduling
3. Controlling tasks
 Two basic method of CPM diagrams:
1. Arrow Diagram Method (ADM)
2. Precedence Diagram Method (PDM)
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27. Arrow Diagram Method:
 Activities are represented by arrows
 Also known as the activity-on-arrow (AOA)
 Uses dummy activity (dotted line) to show logic
 Only has finish to start relationship
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28. Precedence Diagram Method:
 Activities are represented as nodes (boxes)
 Also known as the activity-on-node (AON)
 Arrow shows the relationship
 Have 4 types of relationships; FS, FF, SS, SF
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29.  Key elements include attributes such as:
 Early start date (ES)
 Late start date (LS)
 Early finish date (EF)
 Late finish date (LF)
 Slack or Float
 Total Float –
 Free Float –
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30.  Key elements include attributes such as:
 Early start date (ES)
 Late start date (LS)
 Early finish date (EF)
 Late finish date (LF)
 Slack or Float
 Total Float – Amount of time a task can slip without affecting
project’s finish date
 Free Float – Amount of time a task can slip without causing
delay to the subsequent tasks
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31. 2 steps:
 Forward pass
 Backward pass
Total slack
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ES Dur EF
Description
LS
Total
Slack
LF

32. 2 steps:
 Forward pass
 ES = EFpre + 1
 Backward pass
 LF = LSsuc - 1
Total slack
32
ES Dur EF
Description
LS
Total
Slack
LF EF = ES + Dur -1
LS = LF – Dur + 1
= LF – EF or
= LS – ES

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Exercise #1: Analyse Simple Schedule

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Activity Preceding Activity Time
(Days)
Start - 0
A Start 5
B A 6
C A 7
D A 4
E B, C 3
F D 5
G C, F 6
H E 4
J C, G, H 3
Finish 0

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5
A
7
C
3
E
3
J
6
B
4
D
5
F
6
G
4
H
Start Finish