This document provides an overview of construction scheduling. It discusses the history of scheduling methods from the 1700s to present day, including bar charts, statistical charts, precedence diagramming, critical path method (CPM), program evaluation and review technique (PERT), and computer software programs. The importance of scheduling for project success is explained. Key scheduling concepts such as activities, relationships, float, critical path, work breakdown structure (WBS), and schedule compression techniques are defined. Trends in scheduling include integrating scheduling with building information modeling (BIM) and using artificial intelligence. Scheduling is presented as a specialized career path in project management.

1. IT’S ONLY LOGICAL
An Overview of Construction Scheduling
Danielle Murphy
7/28/21

2. WE DO IT EVERYDAY

3. It all started when…
Joseph Priestly-Bar
Chart (1700s)
William Playfair-
Statistical Charts (1786)
Karol Adamiecki-
Harmonygraph (1896)
Henry Gannt-Gantt Chart
(Early 20th Century)
Empire State Building-
Flow line & Milestone
Charts

4. Walker & Kelley Jr-Arrow
Diagramming Method
(1975)
Dupont Corporation- CPM
(1957)
U.S. Navy’s Polaris Project-
PERT (1958)
U.S. DoD-Mandates WBS
(1968)
Dr. John Fondahl-
Precedence Diagramming
Method (PDM)-1961
Computer Software
Programs

5. WHY DOES
IT
MATTER
TODAY?

6. Why Do Projects Fail?
• Misaligned team expectations
• Poor project management methodology
• Poor requirements
• Poor change control
• Inadequate schedules and budgets

7. The Schedule as a Tool
• Identify Milestones
• Allocate resources
• Define activities
• Manage scope creep
• Relationship to cash flow

8. Now You’re Speaking My Language
• Data Date- A point in time when the status of the project is recorded.
• Activity- A distinct, scheduled portion of work performed during the course of a
project.
• Predecessor Activity- An activity that logically comes before a dependent activity.
• Successor Activity- An activity that logically comes after a dependent activity.
• Total Float- The amount of time that a schedule activity can be delayed or extended
from its early start date without delaying the project finish date or violating a schedule
constraint. Total Float= LS-ES or LF-EF
• Duration-The total number of work periods required to complete an activity or work
breakdown structure component, expressed in hours, days or weeks.

9. • Lead- a lag with a duration less than zero.
• Lag- a delay of the successor activity. The logic is not completely visible.
• Percent complete- An estimate expressed as a percent of the amount of work that
has been completed on an activity or work breakdown structure component.
• Cost loaded- The schedule incorporates the cost estimates for each work package.
• Resource loaded- The schedule incorporates the resource estimates for each work
package.

10. Relationships
Finish to Finish (FF)- The successor activity cannot
finish until the predecessor activity is finished. It
Start to Start (SS)- In order for the successor activity
to begin, the predecessor activity must first begin. It
normally also has a lead or lag. The work runs
nearly concurrently.
Finish to Start (FS)- The successor activity cannot
begin until the predecessor activity is finished.
Start to Finish (SF)- The successor activity must start
before the predecessor activity can finish. It is best
practice to NOT use this logic type.

11. Critical
Path
Method
Critical Path Method- A
method used to estimate
the minimum project
duration and determine
the amount of scheduling
flexibility on the logical
network paths within the
schedule model. This
method uses a Most
Likely time estimate.
Critical Path- The
sequence of activities
that represents the
longest path through a
project, which
determines the shortest
possible duration.
Forward Pass- A CPM
technique for calculating
the early start and early
finish dates by working
forward through the
schedule model from the
project start date or a
given point in time.
Backward Pass- A CPM
technique for calculating
the late start and late
finish dates by working
backwards through the
schedule model from the
project end date.

12. CRITICAL PATH CALCULATION

13. • A deliverable-oriented hierarchical
decomposition of the work to be
executed by the project team to
accomplish the project objectives and
create the required deliverables.
• It organizes and defines the total
project scope.
• It identifies project phases and
helps determine cost estimates.
• Failing to define the WBS early can
equal rework, schedule impacts,
misallocating resources and have
budget impacts.
• It should involve the whole team.
WBS (Work Breakdown Structure)

14. Work Breakdown Structure Process

15. Project Scheduling Process
Plan schedule
management
Define
activities
Determine
dependencies
Sequence
activities
Estimate
resources
Estimate
durations
Develop
project
schedule
Monitor &
control

16. Plan Schedule Management
Inputs
• Project Management Plan
• Project Charter
• Enterprise Environmental
Factors
• Organizational Process
Assets
Tools & Techniques
• Expert Judgement
• Analytical techniques
• Meetings
Outputs
• Schedule management
plan

17. Develop Schedule
Inputs
• Schedule management plan
• Project scope statement
• Activity list
• Activity attributes
• Network diagram
• Activity resource requirements
• Resource calendars
• Activity duration estimates
• Risk register
• Staff assignments
• Resource breakdown structure
• Enterprise environmental factors
• Organizational process assets
Tools & Techniques
• Schedule network analysis
• CPM
• Resource optimization techniques
• Modeling techniques
• Leads & Lags
• Scheduling tool
• Schedule compression
Outputs
• Schedule baseline
• Schedule data
• Project calendar
• Project documents updates

18. Control Schedule
Inputs
• Project Management Plan
• Project schedule
• Work performance data
• Project calendars
• Schedule data
• Organizational process assets
Tools & Techniques
• Performance reviews
• PM software
• Resource optimization techniques
• Modeling techniques
• Leads & Lags
• Scheduling tool
• Schedule compression
Outputs
• Work performance information
• Schedule forecasts
• Change requests
• PM Plan updates
• Project documents updates
• Organizational process assets
updates

19. Best Practices
 Create a Baseline and re-baseline as rolling wave planning is completed.
 A quality assessment should be conducted before each schedule submission.
o Every activity except the first and last activity has a predecessor and
successor.
o No leads or excessive lags.
o No logic exists on Summary or Hammock lines.
o Less than 1% of the total activities should have hard constraints and less than
5% should have soft constraints.
o Activity durations are less than 20 days.
o Make sure the calendar reflects the project needs.
o More than 90% of relationships should be Finish to Start.
o No negative float.
o Activities should not have high float values.
o Activities can not start or complete on the Data Date and they should not “ride”
the data date.
o Does the Critical Path make sense?
 Regular updates are necessary.

20.  Schedule Performance Index (SPI)-A measure of schedule efficiency expressed as the ratio of earned
value to planned value. It measures the value of work completed.
SPI > 1: Project is ahead of schedule; more work has ben completed than expected
SPI < 1: Project is behind schedule; less work has been done than planned
SPI = 1: Project is on schedule; earned value and planned value are equal.
 Activity codes and filters are your friend.
 Communicating with your team is key!

21. How Do We Make It Go Faster?
Schedule Compression-A technique used to shorten the
schedule duration without reducing the project scope.
Fast Tracking-A schedule compression technique in
which activities or phases normally done in sequence
are performed in parallel for at least a portion of their
duration.
Crashing-A schedule compression technique
used to shorten the schedule duration for the least
incremental cost by adding resources.
Cost slope = (Crash cost-normal cost) / (normal duration – crash duration)

22. How can you support the schedule?
• Own it!
• Know your Milestones
• Carry it with you in the field
• Change will happen-communicate it when it happens
• Take field/progress walks together
• Be prepared with updates
• Identify and communicate barriers to success
• Recognize the role of leadership and schedule management

23. Scheduling Software
Smartsheet
Excel
Procore
MS Project

24. Oracle Primavera P6

25. Oracle Primavera P6

26. Oracle Primavera P6

27. Future Trends
• Incorporating schedule metrics into Project Dashboards.
• Integration with BIM/5D Scheduling- 5D scheduling is a nascent technology
where a 3D or BIM model is integrated into the schedule module to quickly
and accurately capture work-in-place, and thereby speed up contractor
payment processes.
• AI technologies
• Automate tasks and for scheduling related tasks to prevent delays & conflicts
• Pattern recognition and historical data to prevent cost delays
• To run What If scenarios

28. Scheduling
as a Career
Path
• It is a specialized part of project management.
• Skill set: Organized, analytical, collaborative, have
content knowledge
• According to the U.S. Bureau of Labor Statistics, the
need for Construction Schedulers and Cost Estimators is
expected to grow by nine percent over the next several
years, which is faster than average.
• Certifications: Project Management Institute,
Association for the Advancement of Cost Engineering,
Oracle Primavera P6 Enterprise Project Portfolio
Management
• It can be a career or a path that leads to or compliments
Cost Engineer, Project Controls, Delay Claims Analyst
• Can work in a variety of fields

30. References
Graham, D. (August 20, 2020). 5D scheduling poised to revolutionize payment app process. Retrieved from
http://repone.net/5dscheduling/#:~:text=5D%20scheduling%20is%20a%20nascent,speed%20up%20contr
actor%20payment%20processes.&text=Developers%20of%20the%20technology%20seek,in%20less%20t
han%20one%2Dweek
Haughey, D. (December 24, 2014). A brief history of project management. Retrieved from
https://www.projectsmart.co.uk/brief-history-of-project-management.php
Prescient Solutions Group. (September 17, 2020).Advantages and reasons to use Oracle Primavera
Software P6. Retrieved from https://www.psgincs.com/advantages-reasons-to-use-oracle-primavera-
software-p6/
Project Management Institute. (2021). Retrieved from https://www. pmi.org
Weaver, P. (November 16, 2011).A brief history of project scheduling. Retrieved from
https://projectmanager.com.au/history-project-scheduling/2/
Zippia. (October 2, 2020). Project scheduler overview. Retrieved from https://www.zippia.com/project-
scheduler-jobs/