CONSTRUCTION PROJECT PLANING WHAT IS CONSTRUCTION PLANNING 5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS PRE TENDER PLANNING PRE CONTRACT PLANNING ROLE OF CLIENT ROLE OF CONTRACTOR PROCESS OF DEVELOPMENT OF PLANS PLANNING A PROJECT INTRODUCTION TO SCHEDULING WORK BREAKDOWN STRUCTURE BAR CHARTS (GANTT CHARTS) NETWORK TECHNIQUES ACTIVITY-ON-ARROW NETWORK DUMMY ACTIVITIES DANGLING ACTIVITY CYCLE IN NETWORK PRECEDENCE NETWORKS TIME ESTIMATES MILESTONES IN PROJECT TIME ANALYSIS CRITICAL PATH, SLACK AND FLOAT NETWORK ANALYSIS AND BAR CHART WHAT IS NETWORK PERT / CPM Techniques TERMS USED IN A NETWORK RULES OF NETWORK CONSTRUCTION NETWORK SYMBOLS

2. OUTCOMES
1. WHAT IS CONSTRUCTION PLANNING
2. 5 STEPS TO THE PERFECT CONSTRUCTION PLANNING
PROCESS
3. PRE TENDER PLANNING
4. PRE CONTRACT PLANNING
5. ROLE OF CLIENT
6. ROLE OF CONTRACTOR
7. PROCESS OF DEVELOPMENT OF PLANS
8. PLANNING A PROJECT
9. INTRODUCTION TO SCHEDULING

3. 10. WORK BREAKDOWN STRUCTURE
11. BAR CHARTS (GANTT CHARTS)
12. NETWORK TECHNIQUES
13. ACTIVITY-ON-ARROW NETWORK
14. DUMMY ACTIVITIES
15. DANGLING ACTIVITY
16. CYCLE IN NETWORK
17. PRECEDENCE NETWORKS
18. TIME ESTIMATES
19. MILESTONES IN PROJECT
20.TIME ANALYSIS

4. 21. CRITICAL PATH, SLACK AND FLOAT
22. NETWORK ANALYSIS AND BAR CHART
23. WHAT IS NETWORK
24. PERT / CPM Techniques
25. TERMS USED IN A NETWORK
26. RULES OF NETWORKCONSTRUCTION
27.NETWORK SYMBOLS
Er. Sanjeev singh

5. What is construction planning
• Construction planning is the specific process construction managers use to
lay out how they will manage and execute a construction project, from
designing the structure to ordering materials to deploying workers and
subcontractors to complete various tasks. A construction plan lists out
each step that it will take to achieve the desired result.

6. 5 STEPS WE’LL COVER
• Step 1: Create the project. Create a Project Initiation Document that spells
out the people, resources, and budget for the project.
• Step 2: Draft an initial plan. Use the S.M.A.R.T. and C.L.E.A.R. processes
to set concrete, specific goals for your project.
• Step 3: Execute the plan. Call a meeting with your team, get on the same
page, set expectations, and assign project managers to oversee progress.
• Step 4: Track your performance. Gather data on key performance
indicators (KPIs) such as objectives, performance, and quality.
• Step 5: Close out and evaluate. Using the data you gathered, evaluate your
performance and talk with your team on how you could improve on the
next project.
Er. Sanjeev singh

7. DETAILED STUDY OF 5 STEPS
• STEP 1: CREATE THE PROJECT
• Every construction project, no matter how big or small, needs to start with
a business case that lays out the feasibility of the project and what it’s
going to take to get the job done.
• Start by creating a Project Initiation Document (PID), which describes the
following in general—not technical—terms (the technical part comes later):
• People: Number of workers needed, as well as subcontractors such as
plumbers and electricians.

8. • Construction software features that can help with this: Most options in Software
Advice’s construction software directory offer basic project management tools
that should allow you to sketch out a plan. Make sure you demo any software
product you’re considering to ensure it suits your project management needs.
• Resources: Necessary materials for this project.
• Budget: Total cost of the project including labor, materials, equipment, fees, and
permits.
• The purpose of this document is to outline the resources you’ll need to complete
the project, both for your stakeholders and your crew.

9. STEP 2: DRAFT AN INITIAL PLAN
• Now comes the point where you need to turn the PID into a more concrete
plan by setting goals that are S.M.A.R.T. and C.L.E.A.R. You’ll take the
specific resources you listed in the previous step and use that to inform a
broader strategy that will guide how you actually execute the project.
• Let’s start with S.M.A.R.T.
• Specific: Set specific goals for your project such as deadlines for key
milestones.
• Measurable: Agree on how you will measure success for goals. For
example, is it good enough that you have started laying concrete by the
deadline you set, or should it be completely set by that date?
• Attainable: You need to have a plan in place for how you’re going to
achieve these goals. For example, does your project depend on a specific
material that might not be available at the quantity you need when you
need it? If so, you need to make adjustments.

10. • Realistic: Your goals need to be within your abilities as a construction
manager. For example, if your project includes plans to get the
electrical work done within three months when you’ve never done it in
less than six months for a project of this size, you’re setting yourself up
for failure.
• Timely: Lay out a specific time frame in which you can expect—
realistically—that you can achieve these goals.
• Now let’s take a look at C.L.E.A.R., a slight variation on this strategy.
• Collaborative: Get everyone on board. Hold a meeting before the
project begins with the entire team to lay out what is expected and have
them help you identify any possible obstacles.
• Limited: Limit these goals both in terms of scope and time frame to not
get overwhelmed.

11. • Emotional: Ensure that your goals will get your employees fired up and on
board.
• Appreciable: Break up big goals into achievable tasks so you don’t
overwhelm your workers.
• Refinable: Count on having to be flexible, because you can never predict
what will happen on a job site.
• Construction software features that can help with this: Again, you want
construction software with a good project management focus, but in this
case you need to get much more detailed with budgets and timelines, so
you need software that has project management as well as accounting,
materials tracking, and document management.

12. STEP 3: EXECUTE THE PLAN
• It’s time to execute your plan. Start by calling a team meeting to go over the plan
and start assigning responsibilities. This meeting is critical for your plan’s success.
Without buy-in from your crew, you will fail to achieve your objectives.
• Talk with each person on your crew individually, if possible, to discuss
expectations and give them an opportunity to ask questions about anything they’re
confused about. Is your backhoe operator supposed to be in daily communication with
your engineering team because they’ll be working in the same area at similar times?
They need to know that and what the expectations are as to how they will communicate
and when.
• You will also need to assign project managers to oversee your teams. If
you’re a very small business, you may be the only project manager, but you need to
have a schedule drawn-up of what you will be checking and when.
• Construction software features that can help with this: A team management
feature will be very helpful for this step. This feature allows you to monitor job status,
team activities, and track time.

13. Step 4: Track your performance
• It’s essential that you accurately track the performance of your team on this
construction project and ensure they are meeting the parameters you’ve set. And in
the event of an unsuccessful project, it ensures you have data that you can dive into
to figure out why you failed so it doesn’t happen again.
• Successful construction managers typically use key performance indicators (KPIs)
to monitor the performance of a project.
• Some typical KPIs you can track include:
• Project objectives: Are you on schedule and on budget?
• Project performance: Is the project proceeding smoothly, or are you running into
some obstacles you weren’t expecting?
• Quality: Sure, the crew is hitting their milestones—but is the work up to the quality
that you want at this stage?
• Construction software features that can help with this: Many construction software
options offer tracking tools, such as materials management or equipment tracking,
not to mention the team-tracking options mentioned above. Use as many tracking
tools as makes sense: More data is better than less.

14. Step 5: Close out and evaluate the project
• Just because the project is over doesn’t mean you’re done with the
planning process. In fact, in some ways the work is just beginning—this
project will go a long way toward informing how you approach the next
project.
• Thanks to the fact that you had a clearly-defined construction project plan
and a way to track performance and obstacles, you’re well-equipped to
conduct an even more successful construction planning process the next
time around. You’ll know where the obstacles are, what mistakes were
made, and therefore how you can tweak the next plan in order to maximize
success.

15. • But this shouldn’t be a process that takes place just in your own head. Call
a final meeting with your crew to discuss how you performed. Conduct a
brainstorming session to get ideas on what you could have done better, and
take extensive notes. They’re your eyes and ears, so don’t lose the
opportunity to collect their valuable insight.
• To formally close this project out, create a final project budget and contrast
it with the original budget, and then draft a final project report that you
share with key stakeholders.
• Construction software features that can help with this: A good
construction software option should have custom reporting tools that allow
you to process the data you have and create reports that you can examine
after the project to spot where you can make improvements.

16. PRE TENDER PLANNING
• Defined as contractor’s planning considerations during the
preparation of an estimate and its conversion into a commercial bid.
• Pre tender programme produced by contractors.
• To aid tendering process.
• Assist estimator to put in the price.

17. Pre tender planning
1. Elements to look into during this phase:
2. Site visit
3. Decide current rate
4. Work/ method statement
5. Time planning
6. Decide on financial resources

18. PRE CONTRACT PLANNING
• Period between contract award and commencement of work on site.
• Contract master programme-main construction activities
carried out. Copies of this programme will be sent to client’s
representative, who will use it for monitoring of contractor’s progress
during construction.
• Target programme- Compressed version of contract master
programme

19. REASONS FOR PRE CONTRACT
PLANNING
• To provide outline plan or strategy for the project.
• To comply with contract condition.
• To establish a construction sequence.
• To identify key project dates.
• To highlight key information requirements.
• To enable assessment of contract budgets and cumulative value forecast.
• To schedule key dates with respect to key material and subcontractor
requirement

20. REASONS FOR PRE CONTRACT
PLANNING
• Elements to look into during this phase:
• Detailed work programme. Suggested to use CPM, Precedence Diagram,
etc.
• Preparation of insurances.
• In take of foremen.
• Call in tender for specialized jobs.
• Prepare materials and suppliers for it.
• Hiring of staff based on site.
• Acquire name, address and contacts of local authorities.
• Prepare working capital.
• Prepare equipments. Planning of equipment and plants.
• Design of temporary structures

21. REASONS FOR PRE TENDER
PLANNING
• To establish a realistic contract period on which the tender may be based.
• To identify construction methods.
• To assess method related items which affect the bid prices.
• To aid the built up of contract preliminaries and plant expenditure.
• To aid the tendering process.

22. ROLE OF CLIENT
• Clients have a major role to play in the promotion of a systematic approach
to the management of health and safety in construction. They will set the
tone of the project and make decisions crucial to its development. It is vital
that sufficient time and resources are allowed to enable the CDM duty
holders to carry out their responsibilities safely.
• The client is the person for whom the project is carried out. In the case of
notifiable projects, clients must appoint a Principal Designer and a
Principal Contractor. Those clients without construction expertise must
rely on the advice of professional experts on how best to meet their duties,
but both the Principal Designer and Principal Contractor will need the
clients support and input to be able to carry out their work effectively. The
client remains responsible for ensuring that client duties are met.

23. Duties of Client - Checklist
The main duties of the client on all construction projects are to:
• Ensure that suitable management arrangements are made for the project
• Select & appoint a competent and resourced Principal Designer.
• Select & appoint a competent and resourced Principal contractor.
• Notify the relevant enforcing authority of certain projects (notifiable).
• Ensure sufficient time and resources are allowed for all stages of the
project.
• Provide the pre-construction information (PCI) to the designers and
contractors.

24. • Verify the sufficiency of the construction phase plan (CPP) prior to
construction commencement.
• Verify that suitable welfare facilities are in place prior to construction
commencement.
• Contractor training - Ensure the necessary information, instruction and
training is received and appropriate supervision is provided to comply with
the regulations.
• Ensure co-operation and co-ordination between the client's employees and
client contractors with the project contractors where the client's work
activities overlap the construction work and to enable others to perform
their duties.
• Subsequent to receipt of the health and safety file from the Principal
Designer, maintain the information up to date and provide access to any
person who needs to see it for health and safety purposes.

25. ROLE OF CONTRACTOR
• Contractors can serve a construction project from many different roles and
positions. That of a general contractor (main contractor) is potentially the
most influential of all.
• A general contractor is responsible for a plethora of details in the course of
a construction project. Finding the right people to get the job done is
probably one of their most important missions. But it’s not the only thing
they have to do.
• Taking care of materials, equipment, and any other services required for
the smooth development of the project is part of their job. This is also
where subcontractors can provide valuable help, as in most cases they have
their own network which can support the progress of the project.

26. Furthermore, here are some of the most common project aspects that
a general contractor can be responsible for:
• Building permits application
• Property security
• Providing (temporary) facilities on site
• Taking care of generated waste
• On-site personnel management
• Site surveying
• Site engineering
• Schedule monitoring
It’s clear, then, that a general contractor is also the one accountable for
the quality of the work delivered to the client. In any case, though,
safety should always be the top priority for everyone involved in a
construction project.

27. PLANNING A PROJECT

28. 1. Getting a feel for the project
2. Establishing key project dates
3. Establishing key activities or event
4. Assessing how long the activities will take
5. Establishing the sequence
6. Deciding which programming techniques to be used

29. Establish coordinated effort. It gives direction to all
members on site or head office and define how they
contribute to the specified objectives.
1. Proper planning will reduce overlapping and wasteful
activities.
2. Reduce risk and uncertainties to the minimum.
3. Derive procedures to work effectively.
4. Establish adequate standards of performance.
5. Provide a structural basis for carrying out the work.

30. BENEFITS OF SITE PLANNING
• Idle and non productive time is eliminated and excess labor can be
shown up right away.
• Difficulties and shortages become readily apparent, enabling the
correct remedial action to be taken.
• Management is able to relate what has been done and what should have
been done and examine the reasons for correcting any shortfall.
• It provides for utilization of labor, plant and materials, resulting in a
faster programme of operations at reduced cost.

31. WHAT KIND OF PLANNING TO
DO?
• Planning of resources
• Planning of equipment/ plant
• Planning of time and cost
. Planning of site layout

32. PLANNING OF RESOURCES
• Proper management of workforce starts with a good planning on
the amount of workforce needed to execute the task at hand.
• Task force includes; Laborer, plant operator, site supervisors and
etc.
• No one should be kept idle at anytime because it would mean a
waste of money and time to the employer.
• Supervision of the work done is important to make sure all work
is done according to the requirement and the quality needed

33. PLANNING OF SITE LAYOUT
• A badly planned site layout may cause congestion and even possible
health hazard to both workers at the site or third parties who come into
the site.
• A site layout includes temporary buildings, material storage areas,
temporary roads, hard standing and access and sundry points.
• This is important to make sure that the site is accessible at all time so
that the production/ activities can run smoothly.

34. INTRODUCTION TO SCHEDULING
• A schedule is an operating timetable, which serves as the basis for
monitoring and controlling the project.
• Schedules are typically based on the WBS.
• The basic approach of all scheduling techniques is to form a network of
activity and event relationships that graphically portrays the sequential
relations between the tasks in a project.

35. BENEFITS OF SUCCESSFUL
SCHEDULING
• Illustrates interdependence of all tasks.
• Identifies times when resources must be available.
• Facilitates communication throughout the project.
• Determines critical activities/critical path.
• Affects client expectations through. establishment of activities, milestones,
and completion dates.

36. SCHEDULING
• Develop a detailed work-breakdown structure.
• Estimated time required for each task.
• Sequence tasks in proper order.
• Develop a start/stop time for each task.
• Develop detailed budget for each task.
• Assign people to tasks.

37. CONTROL
• Monitor actual time, cost, and performance.
• Compare planned to actual figures.
• Determine whether corrective action is needed.
• Evaluate alternative corrective actions.
• Take appropriate corrective action.

38. PLANNING & SCHEDULING
PROCESS
• Establish Objectives.
• that can be defined as a specific, measurable project goal.
• Identify Project Activities.
• breakdown the project into definable activities.
• activities should be action- oriented, visible and measurable.
• sorted by area, discipline and phase
• Determine activity sequence.
• what order activities occur.
• come out with a series of activities; precede or succeed?
• concurrent activities will save time.
• Determine activity duration.
• estimate time for each activity.
• assume normal level of resources available.

39. • Perform schedule calculation.
• add up the durations of the activity sequence/path.
• determine critical path and duration of the project.
• Revise & adjust.
• overcommitted resources, unacceptable completion date.
• Monitor & control
• make sure baseline can be achieved.
• changes, unforeseen condition.

40. INTRODUCTION OF WORK
BREAKDOWN STRUCTURE
• Dividing complex projects to simpler and manageable tasks is the process
identified as Work Breakdown Structure (WBS).
• Usually, the project managers use this method for simplifying the project
execution. In WBS, much larger tasks are broken-down to manageable
chunks of work. These chunks can be easily supervised and estimated.

41. A work breakdown structure
• In project management and systems engineering, is a deliverable
oriented decomposition of a project into smaller components.
• A work breakdown structure element may be a product, data, a
service, or any combination. A WBS also provides the necessary
framework for detailed cost estimating and control along with
providing guidance for schedule development and control

42. EXAMPLE OF OUTLINED WBS

43. WBS HELPS MANAGER
◦ Facilitates evaluation of cost, time, and technical performance of the
organization on a project.
◦ Provides management with information appropriate to each
organizational level.
◦ Helps in the development of the organization. breakdown structure which
assigns project responsibilities to organizational units and individuals
◦ Helps manager plan, schedule, and budget.
◦ Defines communication channels and assists in coordinating the various
project elements.

44. FEW REASONS FOR CREATING A WBS
IN A PROJECT
1. Accurate and readable project organization.
2. Accurate assignment of responsibilities to the project team.
3. Indicates the project milestones and control points.
4. Helps to estimate the cost, time, and risk.
5. Illustrate the project scope, so the stakeholders can have a better
understanding of the same.

45. PURPOSE OF WBS
There are three reasons to use a WBS in your projects:
first is that is helps more accurately and specifically define and
organize the scope of the total project.
The second reason for using a WBS in your projects is to help with
assigning responsibilities, resource allocation, monitoring the
project, and controlling the project
Finally, it allows you double check all the deliverables' specifics
with the stakeholders and make sure there is nothing missing or
overlapping.

46. PROCESS OF WBS
 First, let's look at what all we need to get started. There are several inputs
you will need to get you off on the right foot:
1. The Project Scope Statement
2. The Project Scope Management Plan
3. Organizational Process Assets
4. Approved Change Requests - (PMBOK Guide)

47. PROCESS OF WBS
You will use certain tools as well
• Work Breakdown Structure Templates
• Decomposition - (PMBOK Guide)
Finally, using these inputs and tools you will create the following outputs:
Work Breakdown Structure
WBS Dictionary
Scope Baseline
Project Scope Statement (updates)
Project Scope Management Plan (updates)
Requested Changes - (PMBOK Guide

48. HOW TO BUILD A WBS
Begin with the Charter, focusing on Objectives and Deliverables
 Break the main product(s) down into sub-products
1. Set the structure to match how you’ll manage the project
2. Lowest level not too detailed, not too large
3. Is there a need for Integration?
4. Identify support activities
 Check for completeness - is all the effort included?
1. Develop a coding structure if needed
2. Assign work package managers

49. PITFALLS
 There are common pitfalls to creating a WBS. If you can keep
these few possible you and your team will be much more
successful at creating a useful and accurate Work Breakdown
Structure.
 Level of Work Package Detail
 Deliverables Not Activities orTasks
 WBS is not a Plan or Schedule
 WBS Updates Require Change Control
 WBS is not an Organizational Hierarchy

50. FOLLOWING ARE A FEW REASONS
FOR CREATING A WBS IN A PROJECT
1. Accurate and readable project organization.
2. Accurate assignment of responsibilities to the project team.
3. Indicates the project milestones and control points.
4. Helps to estimate the cost, time, and risk.
5. Illustrate the project scope, so the stakeholders can have a better
understanding of the same.

51. CONSTRUCTION OF A WBS
• Identifying the main deliverables of a project is the starting point for
deriving a work breakdown structure.
 This important step is usually done by the project managers and the
subject matter experts (SMEs) involved in the project. Once this step is
completed, the subject matter experts start breaking down the high-level
tasks into smaller chunks of work.
 In the process of breaking down the tasks, one can break them down into
different levels of detail. One can detail a high level task into ten sub
tasks while another can detail the same high level task into 20 sub tasks.

52. Goals For WBS

53. • Time taken by an activity is represented by a horizontal line, the length of the
line being proportional to the time duration of the activity.
• In order that several activities can be represented on the same chart, a
framework or ruling is setup, giving time flowing from left to right, the
activities being listed from top to bottom.
• The bar charts can be used both for depicting the plans as well as the progress
of activities.
• The bar charts do not depict the precedence relationship between activities.
BAR CHART (GANTT CHARTS)

54. BAR CHARTS (GANTT CHARTS)

55. NETWORK TECHNIQUES
• The techniques critical path method (cpm) and programme evaluation,
and review technique (pert), which are more or less identical, are
commonly known by the name of network technique.
• The only difference being, that cpm uses deterministic time estimates
while pert uses probable time estimates.

56. ACTIVITY-ON-ARROW NETWORK
• Two fundamental rules that determine the precedence
relationships indicated by the network are as follows:
1. An activity can begin only after its preceding event has been achieved.
2. An event is said to have been achieved only after all the activities leading
into the event have been completed.

58. DUMMY ACTIVITIES
• Dummy activities in networks are necessary to indicate the correct
precedence relationship, though the dummy activities do not exist in
the physical process.
• For example in the network shown below activity 5-7 is a dummy
activity.

59. DANGLING ACTIVITY
• An activity in the network which is standing out and has no successor
activities.
• Its relationship to the project completion is not clear

60. CYCLE IN NETWORK
• Represents a physical inconsistency
• Dangling activities and cycles in networks
can be avoided by following some simple
conventions as:
• All activity arrows are drawn from left to right.
• Events are numbered in such a way
that every activity has a higher
succeeding event number than its preceding event
number.
• The project is identified by a unique starting event
and a unique ending event of the project.
• All other events in the project have at least one
activity leading into it and at least one activity
starting from it.

61. PRECEDENCE NETWORKS
• Also known as activity-on-node networks.
• The basic difference between this and the activity-on-arrow
representation is that here the activities are represented by the nodes,
and the dependencies by arrows.

62. TIME ESTIMATES
• In order to plan the schedule of activities, it is necessary to estimate
the time duration of each activity.
• The initial time estimate of an activity is called the ‘normal expected
duration’.
• The term ‘normal’ in this context means the normal level of
resources and technology which the organization would use had the
activity been executed in isolation with no clash of resources with
any other activity.
• In the precedence networks, the activity duration is usually
indicated in the left bottom corner of the activity node.
• In precedence networks, the dependencies may be defined as start-
to-start dependencies and the dependency time may indicate the
amount of time that must elapse after the start of predecessor
activity before the start of the successor activity.
• This dependency time may be different from the duration of the
predecessor activity.
• And is indicated as a subscript to the dependency arrow.

63. MILESTONES IN PROJECT
• A milestone may be the completion of a phase or a significant stage in the
phase of the project.
• Represent the completion of a number of activities leading into a
significant event.
• The event representing the milestone in an activity-on-arrow network is
called a ‘milestone event’.
• A square instead of a circle may be used.

64. TIME ANALYSIS
• The time analysis is carried out in two stages :
• the forward pass
• the backward pass
• The following notations are used:
• tij, = normal expected duration of activity ‘ij’ (activity with preceding
event ‘i’ and succeeding event ‘j’);
• t e(n) = earliest time of event ‘n’; • t l(n) = latest allowable time
of event ‘n’;
• sln= slack time of event ‘n’; •est ij = early start time of activity ‘i-j’;
• eftij = early finish time of activity ‘i-j’; • lstij = latest start
time of activity ‘i-j’;
• lftij = latest finish time of activity ‘i-j’; • flij = total float of
activity ‘i-j’;
• ffij = free float of activity ‘i-j’.

65. FORWARD PASS
• THIS INVOLVES THE FORWARD TRAVERSAL OF THE NETWORK
FROM THE PROJECT STARTING EVENT TO THE PROJECT ENDING
EVENT.
• DURING THIS PASS, THE EARLIEST START AND FINISH TIMES OF
ACTIVITIES, EARLIEST TIMES OF EVENTS AND THE EARLIEST
COMPLETION TIME OF THE PROJECT ARE WORKED OUT

66. BACKWARD PASS
• THIS INVOLVES THE BACKWARD TRAVERSAL OF THE PROJECT FROM
THE PROJECT ENDING EVENT TO THE PROJECT STARTING EVENT.
• DURING THIS PASS, THE LATEST STARTING AND FINISH TIMES OF
ACTIVITIES, THE LATEST ALLOWABLE TIME OF EVENTS, EVENT SLACKS
AND ACTIVITY FLOATS ARE WORKED OUT, AND THE CRITICAL
ACTIVITIES ARE IDENTIFIED.

67. CRITICAL PATH, SLACK AND FLOAT
• EVENT TIME CHARACTERISTICS- THIS DIFFERENCE BETWEEN
THE LATEST ALLOWABLE TIME AND THE EARLIEST
TIME OF AN EVENT IS CALLED THE
EVENT.
SLACK
.

68. • ACTIVITY TIME CHARACTERISTICS - EARLIEST START TIME OF AN
ACTIVITY IS THE EARLIEST TIME ITS PRECEDING EVENT IS
ACHIEVED. EARLIEST FINISH TIME OF AN ACTIVITY IS GIVEN BY
ADDING ITS DURATION TO ITS EARLIEST START TIME. SO, THE
EARLIEST START AND FINISH TIMES OF AN ACTIVITY ARE RELATED
TO ITS PRECEDING
•
EVENT: ESTij= TE(i) ,
• EFTij = ESTii + tii = TE(i) + tii
SIMILARLY,
• LFTij = TL(j),
• LSTij = LFTij - tij = TL(j) - tij

69. • ACTIVITY FLOATS - THE DIFFERENCE BETWEEN THE EARLIEST
AND THE LATEST TIMES OF AN ACTIVITY IS CALLED ‘ACTIVITY
FLOAT’, THAT IS,
• Flij = LSTij – ESTij = LFTij – EFTij = TL(j) – TE(i) – tij
• CRITICAL ACTIVITIES, CRITICAL PATH - THE ACTIVITIES WITH
ZERO TOTAL FLOAT (OR IN GENERAL, WITH MINIMUM TOTAL
FLOAT IF THE PROJECT TARGET DATE IS DIFFERENT FROM ITS
EARLIEST ACHIEVEMENT DATE) ARE CALLED THE CRITICAL
ACTIVITIES.

70. NETWORK ANALYSIS AND BAR
CHART
• VERY USEFUL TOOL FOR THE REPRESENTATION AND ANALYSIS OF
PRECEDENCE RELATIONSHIP,
• BAR CHART PRESENTS A MORE USEFUL VISUAL REPRESENTATION
OF THE PROJECT SCHEDULE

72. WHAT IS A NETWORK
• A network is a graphical diagram consisting of certain configuration of
“Arrows” ( ) and “Nodes” (O) for showing the logical sequence of various
tasks to be performed to achieve the project objective.

73. PERT / CPM Techniques
• The initial step in PERT/CPM project scheduling process is the
determination of all specific activities that comprise the project and their
relationships.

74. TERMS USED IN A NETWORK
1. Activity: An effort that is required to complete a part of the project. It is
represented by “ ”.
2. Node: It represents the beginning or completion of an activity. It is
represented by “ ”

75. RULES OF NETWORK
CONSTRUCTION
1. Each defined activity is represented by one and only one arrow in the
network.
2. Before an activity can be undertaken, all activities preceding it must
be completed.
3. The arrows depicting various activities are indicative of logical
procedure only. The length and bearing of the arrows are of no
significance.

76. 4. The arrow direction indicates the general progression in
time. Head events and Tail events.
5. When a number of activities terminate at one event, it indicates that no
activity emanating from that event may start unless all activities
terminating there have been completed.
6. Events are identified by numbers.
7. The activities are identified by the numbers of their starting and ending
events or by alphabets

77. • A network should have only one initial and terminal node.
Burst Event
B
A
A
C

78. 10. Parallel activities between two events, without intervening
events, are prohibited. When two or more parallel activities in a
project have the same head and tail events, dummy activities are
needed in constructing the network.
• Dummy activities do not consume time or resources. An efficient
network contains a minimum number of dummy activities
required to portray the correct precedence relationships.
11. Looping is not permitted in a network.

79. NETWORK SYMBOLS