PSS - Project Planning and Scheduling

PPLANNING ANDLANNING AND SSCHEDULINGCHEDULING
Hisham Haridy, PMP, PMI-RMP, PMI-SPCCP_Section 3

1. Project Planning
2. Scheduling
CContentontent
P L A N N I N G A N D S C H E D U L I N G

Planning Scheduling
A Plan is a logical sequence of events to
accomplish a goal (what and how)
A Schedule incorporates durations and
dates into the sequence of events
necessary to accomplish the plan (who
and when).
PLANNING VS. SCHEDULINGPLANNING VS. SCHEDULING
ScheduleSchedule TheThe WorkWork
Create a schedule for all the work which identifies activities, durations, milestones
and interdependencies.
A project schedule is the agreed upon set of tasks and due dates used to guide
and monitor the project to completion.

Project planning is the activity with the most impact on the ultimate success or
failure of the project.
When this work is properly executed, the financial return is clear and substantial.
PROJECT PLANNINGPROJECT PLANNING
Abraham Lincoln once said, “If I had six hours to
chop down a tree, I would spend four hours
sharpening the ax.”
sharpening the ax.”
He knew that advance planning and preparation are
essential to successfully completing a project.

PROJECT PLANNINGPROJECT PLANNING
Identify the stakeholders, contract requirements, and project delivery
method.
Identify the scope of work and the constraints/variables that may impact the
project.
Establish an acceptable course of action ("plan") to perform the project (scope of
Establish an acceptable course of action ("plan") to perform the project (scope of
work) in an organized and coordinated manner through the review of project
deliverables, requirements, roles and responsibilities.
Respond to events during project execution and develop alternate plans to keep
the project on schedule.

WHAT THE SCHEDULE WILL OUTLINE?WHAT THE SCHEDULE WILL OUTLINE?
The major activities to be accomplished in the project.
The detailed tasks associated with those activities.
Dependencies and relationships between tasks and activities.
The project schedule is a comprehensive calendar depicting:
Time (duration) estimates for all tasks and activitiesTime (duration) estimates for all tasks and activities
Start and finish dates for the tasks and activities
Names of resources assigned responsibility to complete the tasks and activities
Current status of each task and activity
The project schedule is structured to reflect the WBS and includes
successor/predecessor relationships representing the dependencies between tasks
and activities.

PROJECT CONSTRAINSPROJECT CONSTRAINS
Factors that limit the project team’s options.
Budget Constraints
Target Date Constraints
Resource Availability Constraint
Duration ConstraintDuration Constraint
Task Predecessor Constraint.

PROJECT ASSUMPTIONSPROJECT ASSUMPTIONS
Assumptions are external circumstances or events that MUST occur for the
project to be successful, and they involve some risk.
Assumptions are factors that, for planning purposes, will be considered true, real
or certain.

ACTIVITIESACTIVITIES
Activity list: A comprehensive list including all schedule activities planned
to be performed on the project.
Work is performed and described in terms of a verb, objective and noun- there
is action performed
A single person is responsible for an activity- accountability
It has defined start and finish dates
Usually, there is a tangible output or product at completion
It fits logically under an existing WBS element
It is of a size and duration that is sufficient for control
The labor and costs necessary to perform the activity can be estimated
Actual progress data can be collected for the activity

ACTIVITIESACTIVITIES

Hammock Activities (Level of efforts)Hammock Activities (Level of efforts)
An aggregate or summary activity
Hammocks can be used to measure the duration between any two points in a plan
and can have costs associated with them.

The technique of decomposition, as applied to defining activities, involves
subdividing the project work packages into smaller, more manageable components
called activities.
The final outputs is activities while in Create WBS the final output is
deliverables.
DECOMPOSITIONDECOMPOSITION
deliverables.

WORK BREAKDOWN STRUCTUREWORK BREAKDOWN STRUCTURE
The most effective tool to use in ensuring that all work scope is planned and
modeled in the CPM schedule, is the Work Breakdown Structure (WBS).
The WBS is a valuable management tool for planning, organizing, implementing,
and controlling projects.
The WBS is a tree structure of successively further breakdowns of work scope
into component parts for planning, assigning responsibility, managing,
controlling, and reporting project progress.
The top of the tree represents the whole.
Subsequent levels represent divisions of the whole on a level by level basis until
the smallest element desired is defined.

WORK BREAKDOWN STRUCTUREWORK BREAKDOWN STRUCTURE

Continuously improving and detailing a plan as more detailed and specific
information and more accurate estimates become available as the project
progresses, and thereby producing more accurate and complete plans that result
from the successive iterations of the planning process.
PROGRESSIVE ELABORATIONPROGRESSIVE ELABORATION

Rolling wave planning is a form of progressive elaboration planning where
the work to be accomplished in the near term is planned in detail and future work
is planned at a higher level of the WBS.
ROLLING WAVE PLANNINGROLLING WAVE PLANNING

Significant events within the project schedule like; the design is completed, or
a deliverable due date from the customer.
Contractual / Mandatory Optional/Additional
MILESTONEMILESTONE
The orient Express 1883-1977
Contractual / Mandatory Optional/Additional
Can be imposed by the sponsor in
the project charter and preliminary
project scope statement.
Can be imposed by the project
manager during activity sequencing or
schedule development, as checkpoints
to help control the project.
A list of milestones becomes part of the project management plan and is
included in the project scope statement and WBS dictionary.

This process is to take the activities and start to sequence them into how the
work will be performed. The result is a network diagram (or project
schedule network diagram) which can look like the following picture.
ACTIVITY LOGIC AND LOGIC DIAGRAMMINGACTIVITY LOGIC AND LOGIC DIAGRAMMING
Techniques to represent activities:
Activity-on-Node (AON)
Activity-on-Arrow (AOA)
Conditional Diagramming methods: Graphical Evaluation and Review Technique
(GERT) model

In this method, nodes (or boxes) are used to represent activities, and arrows
show activity dependencies as follows:
PRECEDENCEPRECEDENCE DIAGRAMMINGDIAGRAMMING METHODMETHOD (PDM)(PDM) –– ACTIVITYACTIVITY--ONON--
NODENODE (AON)(AON)
Activity
(A)
Activity
(B)
Activity
(C)
Predecessor Successor
START
A B
C
FINISH
D

DEPENDENCIESDEPENDENCIES RELATIONSHIPSRELATIONSHIPS
Predecessor Successor
Finish to start (FS)
Activity (1) must finish before Activity (2)
can start.
Start to Start (SS)
When Activity (1) begins, Activity (2)
Activity
(1)
Activity
(2)
FS12
Activity
(1)
ActivitySS12
Most Common
When Activity (1) begins, Activity (2)
begins.
Finish to Finish (FF)
When Activity (1) ends, Activity (2) ends.
Start to Finish (SF)
When Activity (1) starts, Activity (2) may
end.
(1)
Activity
(2)
SS12
Activity
(1)
Activity
(2)
FF12
Activity
(1)
Activity
(2)SF12Rarely Used

The arrows are used to represent activities.
The nodes (in this case circles) represent activity dependencies.
ARROW DIAGRAMMING METHOD (ADM) OR ACTIVITYARROW DIAGRAMMING METHOD (ADM) OR ACTIVITY--ONON--ARROWARROW
(AOA)(AOA)
A B
Activity ABActivity A
A
or
Uses only finish-to-start (FS) relationships between activities.
May use dummy activities.

GERT “GRAPHICAL EVALUATION AND REVIEW TECHNIQUE”GERT “GRAPHICAL EVALUATION AND REVIEW TECHNIQUE”
Dr. Alan B. Pritsker, 1966
A network diagram drawing method that allows loops between activities.
Allows probabilistic treatment of both network logic and estimation of activity
duration
The easiest example is when you have an activity to design a component and then
test it.
After testing, it may or may not need to be redesigned.
After testing, it may or may not need to be redesigned.
GERT is only rarely on the exam and when it does appear, it is most often just a
choice on the multiple choice questions.
Activity
(A)
Activity
(B)

Mandatory Discretionary External Internal
Those which are
inherent in the
nature of the work
being done.
They often involve
physical limitations.
Preferential logic,
or soft logic.
Defined by the
project
management
team.
Relationship
between project
and non-project
activities.
Has a direct
impact on the
a precedence
relationship
between project
activities and are
generally inside
the project
DEPENDENCIES DETERMINATIONDEPENDENCIES DETERMINATION
physical limitations.
“Hard Logic”
team.
Should be kept to
minimum since
they will limit
scheduling
options.
“Preferred / Soft
Logic”
impact on the
project activities
Other projects
Stakeholders
Sub-Contractors
the project
team’s control.
Audits (design,
testing, ..etc)
Sign-Offs at
end of phase.

Leads Lags
A modification of a logical relationship that
allows an acceleration of the successor
task.
A modification of a logical relationship that
directs a delay in the successor task.
Coding might be able to start 5 days before You must wait 3 days after pouring
LEADS AND LAGSLEADS AND LAGS
the design is finished. concrete before you can construct the
frame of the house.
2 should start after 1, but it is not completely essential
that 1 be finished
2 cannot start until a given amount of time after 1 is done
2
1
2
1

COMMON ERRORSCOMMON ERRORS
Redundant Logic
Loops

COMMON ERRORSCOMMON ERRORS
Open Ends

Project schedule network diagrams are schematic displays of the project’s schedule
activities and the logical relationships among them, also referred to as
dependencies. Network diagrams can be used to:
Show interdependencies of all activities.
Show workflow so the team will know what activities need to happen in a specific sequence.
PROJECT SCHEDULE NETWORK DIAGRAMSPROJECT SCHEDULE NETWORK DIAGRAMS
Aid in effectively planning, organizing and controlling the project.
Compress the schedule in planning and throughout the life of the project (defined later).
Show project progress if used for schedule control and reporting.
Help justify your time estimate for the project.

PROJECT SCHEDULE NETWORK DIAGRAMSPROJECT SCHEDULE NETWORK DIAGRAMS

Activity Preceding Activity Duration
Start 0
A Start 3
B A 3
EXERCISEEXERCISE
Draw the project network
B A 3
C A 6
D B 8
E D,C 4
End E 0

B
3
D 8
EXERCISEEXERCISE
A
3
C
6
E 4
Start
END

LINEAR SCHEDULING METHOD (LINELINEAR SCHEDULING METHOD (LINE--OFOF--BALANCE)BALANCE)
Linear Construction projects are projects that include a number of activities that
can be carried out concurrently.
These activities are usually repetitive.
Examples of Linear Projects:
Highway and bridge
High-rise Building
Pipeline and transmission line
Pipeline and transmission line
Mass housing developments

Estimating the type and quantities of resources required to perform each
schedule activity.
Resource types:
ESTIMATE ACTIVITY RESOURCEESTIMATE ACTIVITY RESOURCE
Material Resources
Labor/People Resources
 Technical
 Non-Technical
Equipment Resources

Labor (people) Non-labor (equipment) Material
DEFINATION OF RESOURCESDEFINATION OF RESOURCES
Measured in units of
time
Generally, reused
between activities and
projects
Recorded in terms of
price/unit e.g.,
$50.00/hour
Measured in units of
time
Generally, reused
between activities and
projects
price/unit e.g., 1 training
room per day
Measured in units other
than time
Generally, consumed by
the activity to which it is
assigned
price/unit .e.g.,
$4.50/square foot

The resource breakdown structure is a hierarchical structure of the identified
resources by resource category and resource type.
The resource breakdown structure is useful for organizing and reporting project
schedule data with resource utilization information.
RESOURCE BREAKDOWN STRUCTURE (RBS)RESOURCE BREAKDOWN STRUCTURE (RBS)

Information on which resources (such as people, equipment, and material) are
potentially available during planned activity periods used for estimating resource
utilization.
RESOURCE CALENDARSRESOURCE CALENDARS
Resources must be planned and coordinated in order to avoid common problems
such as lack of resources and resources being taken away from the project.
Resource calendarsResource calendars
specify when and how
long identified project
resources will be
available during the
project.

ESTIMATE ACTIVITY DURATIONESTIMATE ACTIVITY DURATION
It is the process of taking information on project scope and resources and
then developing durations for input on schedules.
Project team members most familiar with the activity should estimate or
approve the estimated duration.
Duration can be estimated using either a probability distribution or a single-
point estimate.
Duration =
Work Quantity
Duration Effort
It is the number of working days, not
including holidays or other nonworking
periods, required to complete an activity .
It is the number of labor units required to
complete an activity.
Activity Duration Vs. Effort
Duration =
Work Quantity
Production Rate

THE WORK QUANTITYTHE WORK QUANTITY
The work quantity is the amount of work that MUST be accomplished which
is normally defined by the construction documents.
The quantity of work is expressed in some measurable quantity that could be
the amount of materials or equipment that need to be installed.
The quantity of work includes all work that is necessary to complete the scope ofThe quantity of work includes all work that is necessary to complete the scope of
work defined by the activity.

THE PRODUCTION RATETHE PRODUCTION RATE
The production rate should be the planned average daily production rate
based on the available resources and the environment within which the work will
be performed.
It also includes the idle and nonproductive time associated with the movement
and setup of equipment, break times, expected equipment downtime for
maintenance and repair, and other expected downtime.
Factors affecting productivity:
Factors affecting productivity:
Nature Of the Work
Labor And Equipment Productivity
Management Skill
Material And Equipment Availability
Seasonal Conditions
Work Restrictions
Quality Of Work
Concurrent Activities

Using the actual duration of a previous, similar activity as the basis for estimating
the duration of a future activity.
Example; The last five projects similar to this one each took five months.
There is a limited amount of detailed information about the project (in early
ANALOGOUS ESTIMATING (TOPANALOGOUS ESTIMATING (TOP –– DOWN ESTIMATING) ORDOWN ESTIMATING) OR
ORDER OF MAGNITUDEORDER OF MAGNITUDE
project phases). Then review the estimate when more details become available.
Analogous estimating is a form of expert judgment.
Most reliable when:
Activities are really similar.
Individuals preparing the estimates have expertise.

Parametric estimating is used if you do not have detailed information on
which to base time estimates.
Parametric estimating uses a statistical relationship between historical data
and other variables.
There are two ways to create parametric estimates:
PARAMETRIC ESTIMATINGPARAMETRIC ESTIMATING
1. Regression analysis (scatter1. Regression analysis (scatter
diagram) This diagram tracks two
variables to see if they are related and
creates a mathematical formula to use
in future parametric estimating.
2. Learning curve The 100th room
painted will take less time than the first
room because of improved efficiency.

A heuristic means a rule of thumb.
A rule of thumb: means of estimation made according to a rough and ready
practical rule, not based on science or exact measurement.
An example of a heuristic is the 80/20 rule, This rule, applied to quality, suggests
that 80 percent of quality problems are caused by 20 percent of potential sources
of problems.
HEURISTICHEURISTIC
of problems.
A schedule heuristic might be, "Design work is always 15 percent of the total
project length“ the results of parametric estimates can become heuristics.

The accuracy of activity duration estimates can be improved by considering
estimation uncertainty and risk. This concept originated with the Program
Evaluation and Review Technique (PERT).
A weighted average duration estimate to calculate activity durations.
PERT uses three estimates to define an approximate range for an activity’s
duration:
THREETHREE--POINT ESTIMATES (PROBABILISTIC ESTIMATE)POINT ESTIMATES (PROBABILISTIC ESTIMATE)
WEIGHTED AVERAGEWEIGHTED AVERAGE
duration:
OD = Optimistic time
PD = Pessimistic Time
MD = Most likely time

The final activity duration estimate could be calculated based on an average of the
three estimates, or by using a formula.
AED = Activity Estimated Duration.
AED= OD + 4MD + PD
6
A S.D. = PD – OD
6
AV = ((PD – OD)/6)2
A S.D. = Activity Standard Deviation.
A V = Activity Variance.
Final Duration Estimate (FDE) = ED +/- S.D.

Example
Activity Optimistic
Most
Likely
Pessimistic
Estimated
Duration
Standard
Deviation
Variance
Range of the
Estimate
A 2 4 6 4 0.67 0.45 3.33 to 4.67
B 2 3 5 3.33 0.5 0.25 2.83 to 3.83
C 4 5 6 5 0.33 0.11 4.67 to 5.33
D 4 7 10 7 1 1 6 to 8
If the three activities (activity A, activity B and Activity C) are forming the critical
path of one project, then the estimate for the duration of the project is
12.33 Days + / - and the standard deviation is 0.8988 (Square root of
sum of variance).

Activity duration estimates may include some indication of the range of possible
results. For example:
2 weeks ± 2 days to indicate that the activity will take at least eight days and
no more than twelve (assuming a five-day workweek).
15% probability of exceeding three weeks to indicate a high probability—85%
ACTIVITY DURATION ESTIMATESACTIVITY DURATION ESTIMATES
15% probability of exceeding three weeks to indicate a high probability—85%
percent—that the activity will take three weeks or less.

THE ROLE OF THE PROJECT MANAGER IN ESTIMATINGTHE ROLE OF THE PROJECT MANAGER IN ESTIMATING
Provide the team with enough information to properly estimate each activity.
Let those doing the estimating know how refined their estimates must be.
Complete a sanity check of the estimates.
Prevent padding.
Formulate a reserve.Formulate a reserve.
Make sure assumptions made during estimating are recorded for later review.

Analyzing activity sequences, durations, resource requirements, and schedule
constraints to create the project schedule.
SCHEDULE DEVELOPMENTSCHEDULE DEVELOPMENT

CONSTRAINSCONSTRAINS
Date Constraints used to constrain the scheduling of activities during the forward
(early date constraints) and backward (late date constraints) passes based on
calendar dates.
Date constraints take precedence over schedule when performing schedule
calculations.
Imposed date restrictions used to reflect project requirements that cannot be
built into the logic.
built into the logic.
Schedule more accurately reflects the real world aspects of the project
Provides additional control to the project
Use to impose a restriction on the entire project or an individual activity

CONSTRAINSCONSTRAINS
Start Finish Float
Start No Earlier (Start On or After)
o Pushes the early start to the constraint
date
o Affects the early dates of its successors
o Used to set the earliest date an activity
can begin.
Finish No Earlier (Finish On or After)
o Shifts the early finish to the constrained
date
o Affects the early dates of its successors
o Used to prevent an activity from finishing
too early
As Late As
Possible
(Zero Free
Float)
o Shifts the
early dates
as late as
possible
o Also called a
zero free
Start No Later (Start On or Before)
o Shifts the late start to the constraint
date
o Affects the late dates of its
Finish No Later (Finish On or Before)
o Forces the activity to finish no later than
the constraint date
o Pulls the late finish date to the constraint
zero free
float
constraint
o Affects the late dates of its
predecessors
o Used to place a deadline on the start of
an activity
o Pulls the late finish date to the constraint
date
o Affects the late dates of its predecessors
Start On
o Shifts both early and late start dates
o Delays an early start or accelerates a late
start
o Used to specify dates submitted by
contractors or vendors
Finish On
o Shifts both early and late finish dates.
o Delays an early finish or accelerates a
late finish
o Used to satisfy intermediate project
deadlines
Mandatory Start
o Affects late dates of predecessors and
early dates of successors
o May violate network logic
Mandatory Finish
o Affects late dates of predecessors and
early dates of successors
o May violate network logic

The Critical Path is the series of activities that determines the duration of the
project.
The critical path is usually defined as those activities with float equal to zero.
The critical path is the longest path through the project.
A critical path is the series of activities that determines the earliest time by which
the project can be completed.
Helps prove how long the project will take.
CRITICAL PATH METHOD (CPM)CRITICAL PATH METHOD (CPM)
Helps prove how long the project will take.
Helps the project manager determine where best to focus her project management
efforts.
Helps determine if an issue needs immediate attention.
Provides a vehicle to compress the schedule during project planning and whenever
there are changes.
Provides a vehicle to determine which activities have float and can therefore be
delayed without delaying the project.

Forward Path:
Early Start (ES) = Earliest possible point in time an activity can start.
Early Finish (EF) = Earliest possible time the activity can finish.
= ES + activity Duration -1
Backward Path:
Late Finish (LF) = Latest point in time a task may be completed without delaying that
Calculating Path and Float
Late Finish (LF) = Latest point in time a task may be completed without delaying that
activity’s Successor.
Late Start (LS) = Latest point in time that an activity may begin without delaying
that activity’s Successor
=LF – activity Duration +1
Float (Slack):
Float = LF – EF
=LS - ES

Forward Path
B 3 C 5
ES=1 EF=1
ES=2 EF=4 ES=5 EF=9
ES=10 EF=12
A 1
D 2
F 3
E 3
ES=1 EF=1 ES=10 EF=12
ES=2 EF=3 ES=4 EF=6

Backward Path
B 3 C 5
ES=1 EF=1
ES=2 EF=4 ES=5 EF=9
ES=10 EF=12
LS=5 LF=9LS=2 LF=4
TF=0 TF=0
A 1
D 2
F 3
E 3
ES=1 EF=1
ES=10 EF=12
ES=4 EF=6
LS=7 LF=9LS=3 LF=4
ES=2 EF=3
LS=10 LF=12LS=1 LF=1
TF=0 TF=0
TF=1 TF=3

Near-Critical Path
This path is close in duration to the critical path. Something could happen so
the critical path is shortened, or the near-critical path lengthened so the near-
critical path becomes critical.
The closer the near-critical and critical paths are, the more risk the project
has.
Total Float Free Float Project Float
It is the amount of time
that an activity may be
delayed from its early start
without delaying the
project finish date.
(Give the project flexibility)
It is the amount of time that
an activity can be delayed
without delaying the early
start of any immediately
following activities.
The amount of time a project can be
delayed without delaying
the externally imposed project completion
date required by the customer,
management, or previously committed to
by the project manager.
Float / Slack

Can there be more than one critical path?
Yes, you can have two, three, or many critical paths.
Do you want there to be?
No; it increases risk.
Can a critical path change?
Yes.
How much float does the critical path have?
Generally the critical path should have zero float.
Can there be negative float?
Yes; it shows you are behind.
Does the network diagram change when the end date changes?
No, not automatically, but the project manager should investigate options such as
fast tracking and crashing the schedule to meet the new date. Then, with approved
changes, the project manager should change the network diagram accordingly.
Would you leave the project with a negative float?
No; you would compress the schedule.

Activity Preceding Activity Duration
Start 0
A Start 3
B A 3
C A 6
D B 8
E D,C 4
End E 0
EXERCISE (CRITICAL PATH METHOD)EXERCISE (CRITICAL PATH METHOD)
End E 0
What is the duration of the critical path?
What is the float of activity C?
What is the float of activity B?
What is the float of the path with the longest float?
The resource working on activity C is replaced with another resource who is less
experienced. The activity will now take 10 weeks. How will this affect the project?
5
18
0
5
No effect (13 to 17< 18

After some arguing between stakeholders, a new activity F is added to the project.
It will take 11 weeks to complete and must be completed before activity E and
after activity C. Management is concerned that adding the activity will add 11
weeks. Who is the correct?
How much longer will the project take? 6

A 3
B 3
E 4
D 8
ES=1
ES=4 ES=7
ES=15TF=0 TF=0EF=3
EF=6 EF=14
EF=18
LS=7 LF=14
LS=4 LF=6
A 3 E 4
C 6
ES=4
LS=1
TF=0
TF=5
Start
EF=9
LF=3 LS=15 LF=18
LS=9 LF=14
LS=4 LF=6
TF=0
End

A 3
B 3
E 4
D 8
ES=1
ES=4 ES=7
ES=15TF=0 TF=0EF=3
EF=6 EF=14
EF=18
LS=7 LF=14
LS=4 LF=6
A 3 E 4
C 10
ES=4
LS=1
TF=0
TF=1
Start
EF=13
LF=3 LS=15 LF=18
LS=5 LF=14
LS=4 LF=6
TF=0
End

A 3
B 3
E 4
D 8
ES=1
ES=4 ES=7
ES=21TF=6 TF=6EF=3
EF=6 EF=14
EF=24
LS=13 LF=20
LS=10 LF=12
A 3 E 4
C 6
ES=4
LS=1
TF=0
TF=0
Start
EF=9
LF=3 LS=21 LF=24
LS=4 LF=9
LS=10 LF=12
TF=0
End
F 11
ES=10
TF=0
EF=20
LS=10 LF=20

CRITICAL CHAIN METHODCRITICAL CHAIN METHOD
In 1997, Dr. Eliyahu Goldratt
Critical chain is another schedule
network analysis technique that
modifies the project schedule to
account for limited resources.
CCM is based on:
Resource constrained situations.
Student Syndrome
Resource constrained situations.
Optimum use of Buffer (amount
of time added to any task to
prevent slippage of schedule).
Project Buffers (PB): Amount of buffer time at the end of the project.
Feeding Buffers (FB): Amount of buffer time at the end of a sequence of tasks.
Resource Buffers (RB): It is an alert that is used to indicate that resource is needed to
perform a task. This alert can be set few days before a resource is actually needed.

Steps:
1. Remove safety time and reduce tasks durations.
2. Create schedule on Late Finish dates and Remove resource constraints and
identify critical chain
3. Add duration buffers that are non-work schedule activities to manage uncertainty.
One buffer, placed at the end of the critical chain.
Project buffer that protects the target finish date from slippage along the
CRITICAL CHAIN METHODCRITICAL CHAIN METHOD
Project buffer that protects the target finish date from slippage along the
critical chain.
4. Add additional buffers, are placed at each point that a chain of dependent tasks
not on the critical chain feeds into the critical chain.
Feeding buffers thus protect the critical chain from slippage along the feeding
chains.
The critical chain method focuses on managing remaining buffer durations against
the remaining durations of task chains

GANTT CHARTGANTT CHART
CPM is helpful in:
• Project Planning and control.
• Time-cost trade-offs.
• Cost-benefit analysis.
• Contingency planning.
• Reducing risk.
Limitations of CPM:
• CPM assumes low uncertainty in schedule dates.
• Does not consider resource dependencies.
• Less efficient use of buffer time.
• Less focus on non critical tasks that can cause risk.
• Based on only deterministic task duration.
• Critical Path can change during execution.

RESOURCE OPTIMIZATION TECHNIQUESRESOURCE OPTIMIZATION TECHNIQUES
Resource Leveling
Technique used in scheduling the
project to use resources more
effectively.
Shifts tasks within slack/float periods to
create smoother resource requirement
schedule.
Resource Smoothing.
A technique that adjusts the activities of a schedule model such that the
requirements for resources on the project do not exceed certain predefined
resource limits.
In resource smoothing, as opposed to resource leveling, the project’s critical
path is not changed and the completion date may not be delayed.

Activities 1 2 3 4 5 6 7 8 9
A 3X 4X
B 2X 2X 3X
C 3Y 1Y 2Y
D 2X 1X 2X 3X 2X
E 3Y 3Y 2Y
EXERCISE (RESOURCE LEVELING)EXERCISE (RESOURCE LEVELING)
E 3Y 3Y 2Y
F 2X 1X
Resource
“X”
3 6 3 4 6 2 0 2 1
Resource
“Y”
0 0 0 0 3 4 5 2 0

8
7
6
5 Resource availability
4
3
2
1
1 2 3 4 5 6 7 8 9
Resource “X” before leveling
Resource Histogram

Activities 1 2 3 4 5 6 7 8 9
A 3X 4X
B 2X 2X 3X
C 3Y 1Y 2Y
D 2X 1X 2X 3X 2X
E 3Y 3Y 2Y
E 3Y 3Y 2Y
F 2X 1X
Resource
“X”
3 4 2 4 4 2 3 4 1
Resource
“Y”
0 0 0 0 3 4 5 2 0

8
7
6
5
4
3
2
1 3 4 2 4 4 2 3 4 1
1 2 3 4 5 6 7 8 9
Resource “X” after leveling

MONTE CARLO ANALYSISMONTE CARLO ANALYSIS
This method of estimating uses a computer to simulate the outcome of a project making
use of the three time estimates (optimistic, pessimistic and most likely) for each activity
and the network diagram.
The simulation can tell you:
The probability of completing the
project on any specific day.
The probability of completing the
project for any specific amount of
cost.
The probability of any activity
actually being on the critical path.
The overall project risk.

A special case of mathematical analysis, which identifies ways to shorten the project
duration without affecting scope.
Crashing Fast tracking
Cost and schedule tradeoffs are analyzed
to determine how to obtain the greatest
amount of compression for the least
Doing Activities in parallel that would normally
be done in sequence.
Fast tracking only works if activities can be
SCHEDULE COMPRESSIONSCHEDULE COMPRESSION
amount of compression for the least
incremental cost. Adding more resources
to critical path activities.
Fast tracking only works if activities can be
overlapped to shorten the duration (Soft Logic
relationship).
Doesn't always produce viable alternatives
and often results in increased cost.
It often results rework and usually increases risk.
Requires more attention to communications.
Re-estimating: Reduce the buffer.
Process Improvement: Increasing productivity.
Limited Overtime: Increasing the number of hours per day/week.

Crashing steps:
1. Critical path analysis.
2. Exclude non crash activities and non critical activities.
3. Rank the critical activities cost of crashing unit time.
4. Crash the activity with the least cost slope.
5. Recalculate the critical path and redo the previous steps.
6. Plot the different project durations and the associated costs and determine the
optimum crashed project duration.

Activity
Preceding
Activity
Normal
Duration
Crash
Duration
Normal Cost
($)
Crash cost
($)
Start 0 0 0
A Start 3 2 2500 3500
B A 3 2 2500 3000
C A 6 4 6000 7000
D B 8 6 9000 9500
E D,C 4 3 5000 5400
EXERCISE (CRASHING)EXERCISE (CRASHING)
E D,C 4 3 5000 5400
End E 0 0 0 0
Which activities would you crash if your project budget was only $26500? What is
the new project duration?
What is the cost for a full compression? What is the project duration in this case?
14
27400$

A 3
B 3
E 4
D 8
ES=1
ES=4 ES=7
ES=15TF=0 TF=0EF=3
EF=6 EF=14
EF=18
LS=7 LF=14
LS=4 LF=6
A 3 E 4
C 6
ES=4
LS=1
TF=0
TF=5
Start
EF=9
LF=3 LS=15 LF=18
LS=9 LF=14
LS=4 LF=6
TF=0
End
Duration= 18 weeks
Budget Cost = 25000$

Activity
Preceding
Activity
Normal
Duration
Crash
Duration
Normal Cost
($)
Crash cost
($)
Start 0 0 0
A Start 3 2 2500 3500
B A 3 2 2500 3000
C A 6 4 6000 7000
D B 8 6 9000 9500
E D,C 4 3 5000 5400
End E 0 0 0 0
End E 0 0 0 0
Activity
Preceding
Activity
Normal
Duration
Crash
Duration
Normal
Cost ($)
Crash
cost ($)
Cost
Slope
Rank
Start 0 0 0
A Start 3 2 2500 3500 1000 4
B A 3 2 2500 3000 500 3
D B 8 6 9000 9500 250 1
E D,C 4 3 5000 5400 400 2
End E 0 0 0 0

A 3
B 3
E 3
D 7
ES=1
ES=4 ES=7
ES=14TF=0 TF=0EF=3
EF=6 EF=13
EF=16
LS=7 LF=13
LS=4 LF=6
Reduce D = 250/week
Reduce E = 400/week
A 3 E 3
C 6
ES=4
LS=1
TF=0
TF=4
Start
EF=9
LF=3 LS=14 LF=16
LS=8 LF=13
LS=4 LF=6
TF=0
End
Duration= 16 weeks

Activity
Preceding
Activity
Normal
Duration
Crash
Duration
Normal
Cost ($)
Crash
cost ($)
Cost
Slope
Rank
Start 0 0 0
A Start 3 2 2500 3500 1000 4
B A 3 2 2500 3000 500 3
D B 8 6 9000 9500 250 1
E D,C 4 3 5000 5400 400 2
End E 0 0 0 0

A 3
B 2
E 3
D 6
ES=1
ES=4 ES=6
ES=12TF=0 TF=0EF=3
EF=5 EF=11
EF=14
LS=6 LF=11
LS=4 LF=5
Reduce D = 250/week
Reduce B = 500/week
A 3 E 3
C 6
ES=4
LS=1
TF=0
TF=2
Start
EF=9
LF=3 LS=12 LF=14
LS=6 LF=11
LS=4 LF=5
TF=0
End
Duration= 14 weeks

Activity
Preceding
Activity
Normal
Duration
Crash
Duration
Normal
Cost ($)
Crash
cost ($)
Cost
Slope
Rank
Start 0 0 0
A Start 3 2 2500 3500 1000 3
B A 3 2 2500 3000 500 2
D B 8 6 9000 9500 250 1
End E 0 0 0 0

A 2
B 2
E 3
D 6
ES=1
ES=3 ES=5
ES=11TF=0 TF=0EF=2
EF=4 EF=10
EF=13
LS=5 LF=10
LS=3 LF=4
Reduce A = 1000/week
A 2 E 3
C 6
ES=2
LS=1
TF=0
TF=3
Start
EF=7
LF=2 LS=11 LF=13
LS=5 LF=10
LS=3 LF=4
TF=0
End
Duration= 13 weeks

A schedule baseline is the approved version of a schedule model that can be
changed only through formal change control procedures and is used as a basis for
comparison to actual results.
SCHEDULE BASELINESCHEDULE BASELINE
It is accepted and
approved by theapproved by the
appropriate stakeholders
as the schedule baseline
with baseline start dates
and baseline finish dates.

The project schedule may be presented in summary form, sometimes referred to
as the master schedule or milestone schedule, or presented in detail.
The project schedule should include at least the following data:
Planned Start Date for each activity.
Expected Finish Date for each activity.
PROJECT SCHEDULEPROJECT SCHEDULE
Although a project schedule can be presented in tabular form, it is more often
presented graphically, using one or more of the following formats:
Milestone charts; Report to senior management.
Bar charts (Gantt Charts); Track Progress + report to the team.
Project schedule network diagrams; Show interdependencies between
activities.

Milestone charts (Level 1)
Milestone charts are good tools for reporting to management and the customer
PROJECT SCHEDULEPROJECT SCHEDULE
Project Summary (Gantt/bar Charts)
(Level2)
Display start and end date for each activity.
Display a complete project time line.
Display expected durations.
Easy to read.
Allow easy communication of the project reporting and control

Defines activity start and end date.
Shows the critical path that directly impacts on completion time.
Indicates overall project completion time.
BENEFITS OF SCHEDULINGBENEFITS OF SCHEDULING
Identifies activities that have a float.
Shows probability of completing a task before a specified date.

EXERCISEEXERCISE
ES=1 ES=7 ES=11EF=6 EF=10 EF=12
Task (2) Task (3)
Network Diagram
Task (1)
6
ES=1
TF=5 TF=5
TF=0Start
EF=4
LS=11 LF=12
LS=6 LF=9
LS=7 LF=10
LS=1 LF=6
TF=0 End
ES=5
TF=0
EF=8
LS=10 LF=13
ES=14 EF=21
LS=14 LF=21
TF=0
Task (2)
4
Task (6)
8
Task (3)
2
Task (5)
4
Task (4)
4
Lag = 1

It is the process of monitoring the status of the project to update project progress
and manage changes to the schedule baseline.
The key benefit of this process is that it provides the means to recognize
deviation from the plan and take corrective and preventive actions and thus
minimize risk.
CONTROLLING SCHEDULECONTROLLING SCHEDULE

REASON FOR UPDATINGREASON FOR UPDATING
Four major reasons a schedule should be updated regularly are to:
Reflect current project status
Keep the schedule as an effective management tool
Document performance
Provide documentation to plan for changes and support delay analysis

1. Project Management Fundamentals
2. Project Organization Structure
3. Project Communications
4. Project Labor Cost Control
5. Leadership and Management of Project People
6. Quality Management
PROJECT MANAGEMENTPROJECT MANAGEMENT
6. Quality Management
7. Value Engineering
8. Contracting for Capital Projects
9. Strategic Asset Management
10. Change Management Practical Guide
11. Overview of Construction Claims and Disputes

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PSS - Project Planning and Scheduling

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