SCHEDULING AND TRACKING

WORK IN CONSTRUCTION
PROJECT MANAGEMENT

BFC 32703 SUSTAINABLE CONSTRUCTION

MANAGEMENT by RIDUAN YUNUS
([email protected])
 UTHM Students

When the lecturer decided notEffective

UWB10202 to give any tips
Communication by for test & final exam
Norazmi Danuri ([email protected])
Introduction

Planning & Scheduling

• Principles
• Techniques
• Work breakdown structure
• Successor - predecessor relationship
• Arrow Diagram Method (ADM) and
Precedence Diagram Method (PDM)
• Critical Path Method (CPM)
• Gantt Chart & S-Curve
 THE INTEGRATION OF TIME &
SUSTAINABLE CONSTRUCTION
Our focus!!

Traditional Project’s Critical Components (time, cost, & quality); in relation with
sustainable construction concept
 Introduction
• Project planning
– Process of identifying all the activities necessary
to successfully complete the project.
– Provides map to guide where to go and focused
on how to get there
– Planned in early stage of Project life Cycle or also
before site activities start.
 Introduction
• Importance of planning
– Reduce mistake and rework
– Avoid wastage
– minimize unnecessary work in term of time and
cost
– better quality control
– Effective project progress control
– Effective usage resources
 Introduction
• Project scheduling
– Process of determining the sequential order of the
planned activities, assigning realistic durations to
each activity and determining the start and finish
dates for each activities.
– It can be used to manage, coordinate, control and
report.
– Depending on the sophistication of the user, the
schedule can take different forms.
 Introduction
• Purpose of project scheduling
– Claim
– Project time and cost control
– Allocate project resources more efficiently
– As a monitoring tool
– Material delivery at site
– Storage – all material cannot put in the site (confined space)
– Avoid delay of the work and activity.
– Minimize the cash flow – as min as possible such as order material
stage by stage depend on the work needed.
– Control human resources and machinery To improve the efficiency
of the operation through the efficient use of resources and cost
control.
• Project planning is pre-requisite to project scheduling!
Desired results of planning and scheduling
• Finish the project on time.
• Continuous (uninterrupted) flow of work (no delays)
• Reduced amount of rework (least amount of changes)
• Minimized confusion on misunderstandings.
• Increase knowledge of status of project by everyone.
• Meaningful and timely reports to management.
• You run the project instead the project running you.
• Knowledge of scheduled times of key parts of the project.
• Knowledge of the distributions of costs of the project
• Accountability of people, define responsibility/authority.
• Clear understanding of who does what, when & how much.
• Integration of all work to ensure a quality project for the owner.
 What are the different?
• Planning is more difficult to accomplish than
scheduling.
• The term planning and scheduling are often
used synonymously.
• Planning is first step to project scheduling.
• Tools used for planning and scheduling are
different!
Principles of planning and scheduling
• Begin planning before starting work, rather than after starting
work.
• Involve people who will actually do the work in the planning
and scheduling process.
• Includes all aspects of the project: scope, budget, schedule &
quality.
• Build flexibility into the plan, include allowance for changes and
time for reviews and approvals.
• Remember the schedule is the plan for doing the work, and it
will never be precisely correct.
• Keep the plan simple, eliminate irrelevant details that prevent
the plans from being readable.
• Communicating the plan to all parties; any plan is worthless
unless it is known.
 Client Satisfaction
COST
20
18
16
14
12
10
8
TIME 6 RESOURCES
4
2
0

QUALITY SCOPE

The Collection of Project’s Critical Components (should be in equilibrium)

Steps in planning and scheduling
Time &
Resource
Scope Activity Management
definition Sequencing

Schedule
development
Create WBS Activity Activity
resource Duration
planning Estimation

Cost Estimating Cost Budgeting

Scope
Management
Cost
Management
 Steps in planning and scheduling
1. Develop a work breakdown structure (WBS)
2. Prepare a drawing (network diagram)
3. Determine the time, cost and resources required
4. Compute the schedule to determine start, finish
and float times
5. Analyze costs and resources for the project
6. Communicate the results of the plan and
schedule
 Work breakdown structure (WBS)
• Identifies the tasks and activities that must be
performed.
• It divides the project into identifiable parts that can be
managed.
• Concept of WBS: in order to manage a whole project,
one must manage and control each of its parts.
• It defines:
– The work to be performed
– The need of expertise
– Assist in selection of project team
– Establish a base of project scheduling and control
 Work breakdown structure (WBS)
• WBS is display as a graphical or outline
method that shows the division of work in a
multi level system.
• In developing WBS, we should consider:
– Activities that require time
– Activities that require cost
– Activities that need to arrange
– Activities that need to monitor
 Work Breakdown Structure (Graphical)
Level 1
Construction of one block office building

Level 2
Testing & Project
Start Project Preliminaries Block A
Commissioning complete

Level 3
Performance
Earthwork
bond

Establish and
removal of site Structure Work
office

Architecture
Work

M&E work
 Work Breakdown Structure (Outline)
• Construction of one – Testing and
block office building Commissioning
– Start Project – Project complete
– Preliminaries
• Performance bond
• Establish and removal
of site office
– Block A
• Earthwork
• Structure Work
• Architecture Work
• M&E work
 Work breakdown structure (WBS)
• Importance of WBS
– Overall program can be explain in summary according to
each sub-element divided.
– Planning could execute.
– Cost and budget could estimate more accurately.
– Time, Cost and Performance of each element could be
monitor from time to time.
– Objective could be relate directly with the available
resources in the company.
– Network diagram and control planning could be prepared
in early stages.
– Responsibilities for each parties involve in every element
could be identify and assign.
Work breakdown structure (WBS)

UWB10202 Effective Communication by

Norazmi Danuri ([email protected])
 Work breakdown structure (WBS)
Example:
You are the Project Manager for a Construction
of “Proposed Construction and Completion of a
Double Storey Bungalow House And Related
Works For Messrs. Dato 'Kamal Jaafar.” Develop
a preliminary graphical work breakdown
structure (up to level 4) for the project given.
Your WBS should complete with all works needs
in completing a one unit bungalow.
 Example (WBS-Graphical Method)
Level Proposed Construction and Completion of A Double Storey Bungalow House and
1 Related Works for Messrs. Dato 'Kamal Jaafar.

Level Preliminary Building External

2 works works works

Level Performance
3 Structure Architecture M&E Sewerage
bond

Progress Road and

Foundation Wall Wiring
Report drainage

Fittings
Ground level Floor Landscape
installation
Level
4
1st floor level Roof

2nd floor
Fittings
level
 Exercise (Outline Method)
Proposed Construction and Completion of A Double Storey Bungalow House and
Related Works for Messrs. Dato 'Kamal Jaafar.
 Techniques for scheduling
• Techniques used will vary depending on:
– Project’s size
– Complexity
– Duration
– Personnel
– Owner requirements
• Two general methods commonly used :
– Bar chart (Gantt chart)
– Critical path method (CPM/ network analysis
system)
1. Bar chart (Gantt Chart)
• Develop by Henry L.Gantt
• Is a graphical time-scale of the schedule,
length represent the duration of activity.
 Advantages Disadvantages

• Easy to interpret • Difficult to update

• Simplicity & ease of preparation and • Very cumbersome as the
understanding (Simple graphical). number of line activities, or bars
• No theory or complicated calculation increases
involved (Easy for general
comprehension).
• Does not integrate costs or
resources with the schedule
• Time-scaled (the length of the bar
representing certain activity is • Limited application for detail
proportional to the duration of that construction work
activity. • Difficult to use it for forecasting
• Appeal to persons who do not have a the effects that changes in a
technical background particular activity will have on
• Wide spread used in industry the overall schedule
• Mostly used in small project
• Fairly broad planning and scheduling
tools, so they require less revision
and updating than more
sophisticated systems
 Bar chart (Gantt Chart)
No. Description Month
1 2 3 4 5 6 7 8 9 10
1 Mobilization
2 Foundation Excavation
Original Schedule
3 Diversion Stage
4 Foundation Grouting
5 Dam Concrete
6 Install Outlet Gates
7 Install Trash Racks
8 Prestress
Actual progress
9 Radial Gates
10 Spillway Bridge
11 Curtain Grout
12 Dismantle Plant, Clean Up

 Bar chart basically use x-axis only (to depict time).

 The y-axis is use to show individual activities, to represent a variable across time
(e.g.: man-hours, budget, % complete and so forth.
 Bar chart (Gantt Chart) + S curve
No. Description Month
1 2 3 4 5 6 7 8 9 10
100
1 Mobilization
2 Foundation Excavation
Original Schedule
3 Diversion Stage

Cumulative progress (%)

4 Foundation Grouting
5 Dam Concrete
6 Install Outlet Gates
7 Install Trash Racks
8 Prestress
Actual progress
9 Radial Gates
10 Spillway Bridge
11 Curtain Grout
12 Dismantle Plant, Clean Up
0

 Bar chart basically use x-axis only (to depict time).

 The y-axis is use to show individual activities, to represent a variable across time (e.g.: man-hours,
budget, % complete and so forth.
 The variables usually shown as a curve superimposed on the bar chart.
 Bar chart (Gantt Chart)
• Example 1:
A project consist of five activities that should be
done in a period of time. Try to create a bar chart
to ease the project planning and scheduling.
* consider 1 week as 7 days
Activity A : 1 week, starting from 1 Jun 2014
Activity B : 2 week, starting from 8 Jun 2014
Activity C : 3 week, starting from 15 Jun 2014
Activity D : 2 week, starting from 22 Jun 2014
Activity E : 2 week, starting from 29 Jun 2014
 Bar chart (Gantt Chart)-Example 1
• Step 1: identify start date and finish date for
each activity
Activity A : 1 week, starting from 1 Jun 2014 (1/6-7/6)
Activity B : 2 week, starting from 8 Jun 2014 (8/6-21/6)
Activity C : 3 week, starting from 15 Jun 2014 (15/6-5/7)
Activity D : 2 week, starting from 22 Jun 2014 (22/6-5/7)
Activity E : 2 week, starting from 29 Jun 2014 (29/6-12/7)
 Bar chart (Gantt Chart)-Example 1
• Step 2: Draw outline of bar chart
Activity Duration Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
(week)
1/6 8/6 15/6 22/6 29/6 6/7

Act. A 1
Act. B 2
Act. C 3
Act. D 2
Act. E 2
 Bar chart (Gantt Chart)-Example 1
• Step 3: Draw the Activity A : 1 week, starting from 1 Jun 2014
(1/6-7/6)
Activity B : 2 week, starting from 8 Jun 2014
activity bars (8/6-21/6)
Activity C : 3 week, starting from 15 Jun 2014
(15/6-5/7)
Activity D : 2 week, starting from 22 Jun 2014
(22/6-5/7)
Activity E : 2 week, starting from 29 Jun 2014
(29/6-12/7)
Activity Duration Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
(week)
1/6 8/6 15/6 22/6 29/6 6/7

Act. A 1
Act. B 2
Act. C 3
Act. D 2
Act. E 2
 Bar chart (Gantt Chart)-Example 2

Num Activity Duration Start Date Cost (RM) Resources/ Work

(days) day progress
(person) percentage
(%)
1 Activity A 3 4/5/2014 1,400.00 2 12
2 Activity B 5 7/5/2014 2,700.00 3 30
3 Activity C 7 10/5/2014 3,500.00 2 21
4 Activity D 5 15/5/2014 6,000.00 4 10
5 Activity E 4 17/5/2014 4,700.00 4 12
6 Activity F 6 19/5/2014 12,600.00 5 15
30,900.00 100
 Bar chart (Gantt Chart)-Example 2
• Step 1: identify start date and finish date for
each activity
Activity A : 3 days, starting from 4 May 2014 (4/5-6/5)
Activity B : 5 days, starting from 7 May 2014 (7/5-11/5)
Activity C : 7 days, starting from 10 May 2014 (10/5-16/5)
Activity D : 5 days, starting from 15 May 2014 (15/5-19/5)
Activity E : 4 days, starting from 17 May 2014 (17/5-20/5)
Activity F : 6 days, starting from 19 May 2014 (19/5-24/5)
 Bar chart (Gantt Chart)-Example 2
• Step 2: Draw outline of bar chart
Activity Duration

10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
(days)
Act. A 3
Act. B 5
Act. C 7
Act. D 5
Act. E 4
Act. F 6
 Bar chart (Gantt Chart)-Example 2
Activity A : (4/5-6/5)

• Step 3: Draw the Activity B

Activity C
: (7/5-11/5)
: (10/5-16/5)
Activity D : (15/5-19/5)
activity bars Activity E : (17/5-20/5)
Activity F : (19/5-24/5)

Activity Duration

10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
(days)
Act. A 3
Act. B 5
Act. C 7
Act. D 5
Act. E 4
Act. F 6
 2. S-Curve
• An S-curve is defined as:
"A display of cumulative costs, labor hours or
other quantities plotted against time. The name
derives from the S-like shape of the curve, flatter
at the beginning and end and steeper in the
middle, which is typical of most projects. The
beginning represents a slow, deliberate but
accelerating start, while the end represents a
deceleration as the work runs out."
 S-Curve
• Type of S-Curve
– Physical S-Curve
– Financial S-Curve
• Both S-curve can be in Baseline (planned) or
actual S-curve
 S-Curve (Example)
Num Activity Duration Start Date Cost (RM) Resources/ Work
(days) day progress
(person) percentage
(%)
1 Activity A 3 4/5/2014 1,400.00 2 12
2 Activity B 5 7/5/2014 2,700.00 3 30
3 Activity C 7 10/5/2014 3,500.00 2 21
4 Activity D 5 15/5/2014 6,000.00 4 10
5 Activity E 4 17/5/2014 4,700.00 4 12
6 Activity F 6 19/5/2014 12,600.00 5 15
30,900.00 100

Based on bar chart in Example 2, construct S-curve (daily basis) for this project:
1. Financial S-Curve
2. Physical S-curve (resources vs time & work vs time)
Financial S-Curve
 Financial S-Curve
STEP 1: DRAW BAR CHART (from Example 2), include Cost of each activity
Activity Duration Cost Cost/day

24/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) (RM) (RM)

Act. A 3 1,400

Act. B 5 2,700

Act. C 7 3,500

Act. D 5 6,000

Act. E 4 4,700

Act. F 6 12,600

Cost/day

Cumulative cost/day
 Financial S-Curve
STEP 2: Calculate COST/ DAY = Cost / duration
Activity Duration Cost Cost/day

24/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) (RM) (RM)
=1,400/3
Act. A 3 1,400
467
Act. B 5 2,700 =2,700/5
540
Act. C 7 3,500 =3,500/7
500
Act. D 5 6,000 =6,000/5
1200
Act. E 4 4,700 =4,700/4
1175
Act. F 6 12,600 =12,600/6
2100
Cost/day

Cumulative cost/day
 Financial S-Curve
STEP 2: Calculate COST/ DAY = Cost / duration
Activity Duration Cost Cost/day

24/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) (RM) (RM)

Act. A 3 1,400
467
Act. B 5 2,700
540
Act. C 7 3,500
500
Act. D 5 6,000
1200

Act. E 4 4,700 1175

Act. F 6 12,600 2100

Cost/day

Cumulative cost/day
 Financial S-Curve
STEP 3: Calculate the TOTAL COST of each DAY
Activity Duration Cost Cost/day

24/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) (RM) (RM)

Act. A 3 1,400
467
Act. B 5 2,700
540
540 +500
Act. C 7 3,500
500
Act. D 5 6,000
1200

Act. E 4 4,700 1175

Act. F 6 12,600 2100

1040
1040

1700
1700
2375
2375
4475
3275
2100
2100
2100
2100
Cost/day
467
467
467
540
540
540

500
500
500
Cumulative cost/day
 Financial S-Curve
STEP 4: Calculate the CUMULATIVE COST of each DAY
Activity Duration Cost Cost/day

24/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) (RM) (RM)

Act. A 3 1,400
467
Act. B 5 2,700
540
Act. C 7 3,500
500
Act. D 5 6,000
1200

Act. E 4 4,700 1175

Act. F 6 12,600 2100

1040
1040

1700
1700
2375
2375
4475
3275
2100
2100
2100
2100
Cost/day
467
467
467
540
540
540

500
500
500
Cumulative cost cost
Cumulative (previous) + current
(previous) cost/day
+ current cost/day
= 467= +934
467+ 467

12376
14751
19226
22501
24601
26701
28801
30901
Cumulative cost/day
1041
1541
2481
3021
4061
5101
5601
6101
6601
8301
1001
467
934
 Financial S-Curve
STEP 5: Plot graph base on cumulative cost
Activity Duration Cost Cost/da y

24/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) (RM) (RM)
Total cumulative cost 30900
Act. A 3 1,400
467
25750
Act. B 5 2,700
540
20600
Act. C 7 3,500
500
Get the medium (30900 /2) 15450
Act. D 5 6,000
1200
10300
Act. E 4 4,700 467 1041
934
1175
5150
Act. F 6 12,600
2100 Start from 0
Start from 0 0

2100
1040
1040

1700
1700
2375
2375
4475
3275
2100
2100

2100
Cost/day

500
467
467
467
540
540
540

500
500

22501
10001
12376
14751
19226

24601
26701
28801
30901
Cumulative cost/day
5101
1401
1941
2481
3021
4061

5601
6101
6601
8301
467
934
 Financial S-Curve
STEP 5: Plot graph base on cumulative cost
Activity Duration Cost Cost/da y

24/5
10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) (RM) (RM)
30900
Act. A 3 1,400
467
25750
Act. B 5 2,700
540
20600
Act. C 7 3,500
500
15450
Act. D 5 6,000
1200
10300
Act. E 4 4,700
1175
5150
Act. F 6 12,600
2100
0

2100
1040
1040

1700
1700
2375
2375
4475
3275
2100
2100

2100
Cost/day

500
467
467
467
540
540
540

500
500

22501
10001
12376
14751
19226

24601
26701
28801
30901
Cumulative cost/day
5101
1041
1941
2481
3021
4061

5601
6101
6601
8301
467
934
 Physical S-Curve
(resources VS time)
Num Activity Duration Start Date Cost (RM) Resources/ Work
(days) day progress
(person) percentage
(%)
1 Activity A 3 4/5/2014 1,400.00 2 12
2 Activity B 5 7/5/2014 2,700.00 3 30
3 Activity C 7 10/5/2014 3,500.00 2 21
4 Activity D 5 15/5/2014 6,000.00 4 10
5 Activity E 4 17/5/2014 4,700.00 4 12
6 Activity F 6 19/5/2014 12,600.00 5 15
30,900.00 100
 Physical S-Curve (resources VS time)
STEP 1: DRAW BAR CHART (from Example 2), include resource/day for each activity
Activity Duration Resource/

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
(days) day

4/5
5/5
6/5
7/5
8/5
9/5
Act. A 3 2

Act. B 5 3

Act. C 7 2

Act. D 5 4

Act. E 4 4

Act. F 6 5

Resource/day

13
3
3
3
5

5
2
2
2
6

8
8

9
5
5

5
2
2
2

Cumulative resource/day
 Physical S-Curve (resources VS time)
STEP 2: Calculate the CUMULATIVE resource of each DAY
Activity Duration Resource/

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
(days) day

4/5
5/5
6/5
7/5
8/5
9/5
Act. A 3 2

Act. B 5 3

Act. C 7 2

Act. D 5 4

Act. E 4 4

Act. F 6 5

Resource/day

13
Cumulative resource (previous) + current resource/day
3

6
2
2
2

3
3
5
5
2
2
2
6

8
8

9
5
5
5
5
=2+2

Cumulative resource/day

101
25

72
12
15
20

27
29
31
37
43
51
59

81
86
91
96
2
4
6
9
 Physical S-Curve (resources VS time)
STEP 3: Plot graph base on cumulative resource
Activity Duration Resource/

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
(days) day

4/5
5/5
6/5
7/5
8/5
9/5
Act. A 3 2

Act. B 5 3

Act. C 7 2

Act. D 5 4

Act. E 4 4

Act. F 6 5

Resource/day

13
3

6
2
2
2

3
3
5
5
2
2
2
6

8
8

9
5
5
5
5
Cumulative resource/day

101
25

72
12
15
20

27
29
31
37
43
51
59

81
86
91
96
2
4
6
9
 Physical S-Curve (resources VS time)
STEP 3: Plot graph base on cumulative resource
Activity Duration Resource/

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
(days) day

4/5
5/5
6/5
7/5
8/5
9/5
Total cumulative resource 102
Act. A 3 2
85
Act. B 5 3
68
Act. C 7 2
51
Act. D 5 4
102/6 x 2 = 34 34
Act. E 4 4
102/6 = 17 17
Act. F 6 5
Start from 0
0
Resource/day

13
3

6
2
2
2

3
3
5
5
2
2
2
6

8
8

9
5
5
5
5
Cumulative resource/day

101
43
12
15
20
25
27
29
31
37

51
59
72
81
86
91
96
9
2
4
6
 Physical S-Curve (resources VS time)
STEP 3: Plot graph base on cumulative resource
Activity Duration Resource/

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
(days) day

4/5
5/5
6/5
7/5
8/5
9/5
102
Act. A 3 2
85
Act. B 5 3
68
Act. C 7 2
51
Act. D 5 4
34
Act. E 4 4
17
Act. F 6 5
0
Resource/day

13
3

6
2
2
2

3
3
5
5
2
2
2
6

8
8

9
5
5
5
5
Cumulative resource/day

101
43
12
15
20
25
27
29
31
37

51
59
72
81
86
91
96
9
2
4
6
Physical S-Curve
(work VS time)
Num Activity Duration Start Date Cost (RM) Resources/ Work
(days) day progress
(person) percentage
(%)
1 Activity A 3 4/5/2014 1,400.00 2 12
2 Activity B 5 7/5/2014 2,700.00 3 30
3 Activity C 7 10/5/2014 3,500.00 2 21
4 Activity D 5 15/5/2014 6,000.00 4 10
5 Activity E 4 17/5/2014 4,700.00 4 12
6 Activity F 6 19/5/2014 12,600.00 5 15
30,900.00 100
 Physical S-Curve (work VS time)
STEP 1: DRAW BAR CHART (from Example 2), include work progress
percentage/day for each activity
Activity Duration Work
(days) progress

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
percentage
(%)
Act. A 3
12

Act. B 5
30

Act. C 7
21

Act. D 5
10

Act. E 4
12

Act. F 6
15

Work progress/day

Cumulative work progress/day

 Physical S-Curve (work VS time)
STEP 2: Calculate work progress percentage of each day for every activities

Activity Duration Work

(days) progress

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
percentage
(%)
Act. A 3 12% / 3 days = 4%/ day
12 4 4 4
Act. B 5 30% / 5days = 6%/ day
30 6 6 6 6 6
Act. C 7
21 3 3 3 3 3 3 3
Act. D 5
10 2 2 2 2 2

Act. E 4
12 3 3 3 3
Act. F 6
15 2.5 2.5 2.5 2.5 2.5 2.5

Work progress/day

Cumulative work progress/day

 Physical S-Curve (work VS time)
STEP 2: Calculate work progress percentage of each day

Activity Duration Work

(days) progress

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
percentage
(%)
Act. A 3 4 4 4
12
6 +3
Act. B 5
30 6 6 6 6 6
Act. C 7
21 3 3 3 3 3 3 3
Act. D 5
10 2 2 2 2 2

Act. E 4
12 3 3 3 3
Act. F 6
15 2.5 2.5 2.5 2.5 2.5 2.5

Work progress/day

2.5
7.5
5.5
2.5

2.5
2.5
6

5
4
4
4
6
6

9
9
3
3
3

5
5
5
Cumulative work progress/day
 Physical S-Curve (work VS time)
STEP 3: Calculate cumulative work progress percentage of each day

Activity Duration Work

(days) progress

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
percentage
(%)
Act. A 3 4 4 4
12

Act. B 5
30 6 6 6 6 6
Act. C 7
21 3 3 3 3 3 3 3
Act. D 5
10 2 2 2 2 2

Act. E 4
12 3 3 3 3
Act. F 6
15 2.5 2.5 2.5 2.5 2.5 2.5

Work progress/day

2.5
7.5
5.5
2.5

2.5
2.5
6

5
4
4
4
6
6

9
9
3
3
3

5
5
5
Cumulative work progress/day
 Physical S-Curve (work VS time)
STEP 3: Calculate cumulative work progress percentage of each day

Activity Duration Work

(days) progress

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
percentage
(%)
Act. A 3 4 4 4
12

Act. B 5
30 6 6 6 6 6
Act. C 7
21 3 3 3 3 3 3 3
Act. D 5
10 2 2 2 2 2

Act. E 4
12 3 3 3 3
Act. F 6
15 2.5 2.5 2.5 2.5 2.5 2.5

Work progress/day

2.5
7.5
5.5
2.5

2.5
2.5
6

5
4
4
4
6
6

9
9
3
3
3

5
5
5
Cumulative work progress/day

84.5

92.5

97.5
100
18

67
12

24
30
39
48
51
54
57
62

72
77

90

95
4
8
 Physical S-Curve (work VS time)
STEP 4: Plot S-curve

Activity Duration Work

(days) progress

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
percentage
(%)
Act. A 3 4 4 4
12

Act. B 5
30 6 6 6 6 6
Act. C 7
21 3 3 3 3 3 3 3
Act. D 5
10 2 2 2 2 2

Act. E 4
12 3 3 3 3
Act. F 6
15 2.5 2.5 2.5 2.5 2.5 2.5

Work progress/day

2.5
7.5
5.5
2.5

2.5
2.5
6

5
4
4
4
6
6

9
9
3
3
3

5
5
5
Cumulative work progress/day

84.5

92.5

97.5
100
18

67
12

24
30
39
48
51
54
57
62

72
77

90

95
4
8
 Physical S-Curve (work VS time)
STEP 4: Plot S-curve

Activity Duration Work

(days) progress

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
percentage
(%) 100
Act. A 3 4 4 4
12

Act. B 5
30 6 6 6 6 6 75

Act. C 7
21 3 3 3 3 3 3 3
50
Act. D 5
10 2 2 2 2 2

Act. E 4
12 3 3 3 3 25

Act. F 6
15 2.5 2.5 2.5 2.5 2.5 2.5
0
Work progress/day

2.5
7.5
5.5
2.5

2.5
2.5
6

5
4
4
4
6
6

9
9
3
3
3

5
5
5
Cumulative work progress/day

84.5

92.5

97.5
100
18

67
12

24
30
39
48
51
54
57
62

72
77

90

95
4
8
 Physical S-Curve (work VS time)
STEP 4: Plot S-curve

Activity Duration Work

(days) progress

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
percentage
(%) 100
Act. A 3 4 4 4
12

Act. B 5
30 6 6 6 6 6 75

Act. C 7
21 3 3 3 3 3 3 3
50
Act. D 5
10 2 2 2 2 2

Act. E 4
12 3 3 3 3 25

Act. F 6
15 2.5 2.5 2.5 2.5 2.5 2.5
0
Work progress/day

2.5
7.5
5.5
2.5

2.5
2.5
6

5
4
4
4
6
6

9
9
3
3
3

5
5
5
Cumulative work progress/day

84.5

92.5

97.5
100
18

67
12

24
30
39
48
51
54
57
62

72
77

90

95
4
8
 Physical S-Curve (work VS time)
STEP 4: Plot S-curve

Activity Duration Work

(days) progress

12/5
10/5
11/5

13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
4/5
5/5
6/5
7/5
8/5
9/5
percentage
(%) 100
Act. A 3 4 4 4
12

Act. B 5
30 6 6 6 6 6 75

Act. C 7
21 3 3 3 3 3 3 3
50
Act. D 5
10 2 2 2 2 2

Act. E 4
12 3 3 3 3 25

Act. F 6
15 2.5 2.5 2.5 2.5 2.5 2.5
0
Work progress/day

2.5
7.5
5.5
2.5

2.5
2.5
6

5
4
4
4
6
6

9
9
3
3
3

5
5
5
Cumulative work progress/day

84.5

92.5

97.5
100
18

67
12

24
30
39
48
51
54
57
62

72
77

90

95
4
8
 Planning VS Actual S-curve??
• Before this, we just create a planning bar
chart.
• What if, the real activities has started? How to
create actual S-curve?
 Planning VS Actual S-curve (Example 2)
Physical S-Curve (work vs time)
Num. Activity Duration Start Date Actual Start Actual Finish Cost (RM) Resources
(days) Date Date (person)

1 Activity A 3 4/5/2014 4/5/2014 6/5/2014 1,400.00 2

2 Activity B 5 7/5/2014 7/5/2014 12/5/2014 2,700.00 3

3 Activity C 7 10/5/2014 11/5/2014 17/5/2014 3,500.00 2

4 Activity D 5 15/5/2014 17/5/2014 21/5/2014 6,000.00 4

5 Activity E 4 17/5/2014 18/5/2014 22/5/2014 4,700.00 4

6 Activity F 6 19/5/2014 21/5/2014 26/5/2014 12,600.00 5

30,900.00
 Planning VS Actual S-curve
STEP 1: DRAW BAR CHART (planning and actual)
Activity Duration Start Actual Actual

10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
25/5
26/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) Date Start Finish
Date Date
Planning
Act. A 3 4/5/14 4/5/14 6/5/14
Actual

Act. B 5 7/5/14 7/5/14 12/5/14

Act. C 7 10/5/14 11/5/14 17/5/14

15/5/14
Act. D 5 17/5/14 21/5/14

Act. E 4 17/5/14 18/5/14 22/5/14

Act. F 6 19/5/14 21/5/14 26/5/14

Planning cumulative work / day

Actual cumulative work/ day
 Planning VS Actual S-curve
STEP 2: Calculate cumulative for both planning & actual work/day
Activity Duration Start Actual Actual

10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
25/5
26/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) Date Start Finish
Date Date

Act. A 3 4/5/14 4/5/14 6/5/14

Act. B 5 7/5/14 7/5/14 12/5/14

Act. C 7 10/5/14 11/5/14 17/5/14

15/5/14
Act. D 5 17/5/14 21/5/14

Act. E 4 17/5/14 18/5/14 22/5/14

Act. F 6 19/5/14 21/5/14 26/5/14

Planning cumulative work / day

Actual cumulative work/ day
 Planning VS Actual S-curve
STEP 2: Calculate cumulative for both planning & actual work/day
Activity Duration Start Actual Actual

10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
25/5
26/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) Date Start Finish
Date Date

Act. A 3 4/5/14 4/5/14 6/5/14

Act. B 5 7/5/14 7/5/14 12/5/14

Act. C 7 10/5/14 11/5/14 17/5/14

15/5/14
Act. D 5 17/5/14 21/5/14

Act. E 4 17/5/14 18/5/14 22/5/14

Act. F 6 19/5/14 21/5/14 26/5/14

Planning cumulative work / day 1 2 3 4 5 6 8 10 11 12 13 15 17 19 21 24 26 27 28 29 30

Actual cumulative work/ day 1 2 3 4 5 6 7 9 11 12 13 14 15 17 19 21 23 26 28 29 30 31 32
 Planning VS Actual S-curve
STEP 3: Plot the S -curves
Activity Duration Start Actual Actual

10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
25/5
26/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) Date Start Finish
Date Date

Act. A 3 4/5/14 4/5/14 6/5/14

Act. B 5 7/5/14 7/5/14 12/5/14

Act. C 7 10/5/14 11/5/14 17/5/14

15/5/14
Act. D 5 17/5/14 21/5/14

Act. E 4 17/5/14 18/5/14 22/5/14

Act. F 6 19/5/14 21/5/14 26/5/14

Planning cumulative work / day 1 2 3 4 5 6 8 10 11 12 13 15 17 19 21 24 26 27 28 29 30

Actual cumulative work/ day 1 2 3 4 5 6 7 9 11 12 13 14 15 17 19 21 23 26 28 29 30 31 32
 Planning VS Actual S-curve
STEP 3: Plot the S -curves
Activity Duration Start Actual Actual

10/5
11/5
12/5
13/5
14/5
15/5
16/5
17/5
18/5
19/5
20/5
21/5
22/5
23/5
24/5
25/5
26/5
4/5
5/5
6/5
7/5
8/5
9/5
(days) Date Start Finish
Date Date

Act. A 3 4/5/14 4/5/14 6/5/14

Planning

Act. B 5 7/5/14 7/5/14 12/5/14

Actual
Act. C 7 10/5/14 11/5/14 17/5/14

15/5/14
Act. D 5 17/5/14 21/5/14

Act. E 4 17/5/14 18/5/14 22/5/14

Act. F 6 19/5/14 21/5/14 26/5/14

Planning cumulative work / day 1 2 3 4 5 6 8 10 11 12 13 15 17 19 21 24 26 27 28 29 30

Actual cumulative work/ day 1 2 3 4 5 6 7 9 11 12 13 14 15 17 19 21 23 26 28 29 30 31 32
QUIZ 2

• Give 5 disadvantages of using bar chart/Gantt

chart as a graphical time-scale of the project
schedule technique.
• Give 2 differences between planning and
scheduling in project management.

*****
3. CRITICAL PATH METHOD
Arrow Diagram Method (ADM)
-Activity-on-Arrow (AOA) Network

Precedence Diagram Method (PDM)

- Activity-on-Nodes (AON) Network
 Network Diagram
• Activity on Arrow (AOA)/ Arrow Diagram
Method (ADM)
– In arrow diagram project task or activities are
represented by the arrow and connected by the node
to express their logical relationship
– Node represents an event. An activity starts or ends at
a node.
Activity A Activity B

Node Node Node

 ADM
Diagram for construction of pad footing

Fabricated rebar

Excavate
Fixed fwk Fixed rebar Pour concrete
trench

Fabricated formwork
 Network Diagram
• Activity on Node (AON)/ Precedence Diagram
Method (PDM)
– activity is place on the node
– The arrow used to connect between project task
to show their logical relationship

Act. A Act. B

Node Node
 Network Diagram
Diagram for construction of pad footing

Arrow - Logical
Node - Activity
Logical – Show the relationship
between activities
- Sequences of interrelated
activity
Basic definition in network diagram
• Activity- the performance of a task required to
complete the project. An activity require time,
cost, or both.
• Network- a diagram to represent the
relationship of activities to complete a project.
The network may be drawn as ADM or PDM.
• Duration- the estimated time required to
perform an activity.
 Activity Sequencing
• Understand the order of how the job to be
accomplished in the field.
• The planner must understand how various
activities of the project related to each other
in term of their logical sequence.
• Example preparing formwork before
reinforcement could be place & than pouring
concrete.
 Activity Sequencing
• Predecessor
– A task whose start or finish date determines the
start or finish date of its successor task.
• Successor
– A task whose start or finish date is driven by its
predecessor task.
 ADM vs. PDM

Item ADM PDM

ES D EF
A A
LS TF LF
Activity ES: Early Start LS: Late Start
EF: Early Finish LF: Late Finish
• Activities shown as an arrow or D : Duration TF: Total Float
sometimes as a line.
• Activities shown on node.

A ES D EF 1 ES D EF
ES EF
1 2 A B
LS LF
LS TF LF LS TF LF
Event/ Node
• 2 events / nodes
• 1 event
 ADM vs. PDM
ADM PDM

Early Start (ES) is the earliest possible time an activity can start.
Early Finish (EF) is the earliest possible time an activity can finish if it is start
on Early Start Time (ES) and finish within the planned duration.
EF = ES + D
*D = duration

Late Finish (LF) is the latest possible time an activity can finish
without extending the completion date of the project.
Late Start (LS) is the latest possible time an activity can start
without extending the completing date of the project.
LS = LF - D
Total float (TF)- the amount of time an activity may be delayed
without delaying the completion date of the project.
TF = LF – ES – D or TF = LS – ES or TF = LF – EF

Free float (FF)- the amount of time an activity may be delayed

without delaying the early start time of the immediately following
activity.
FF(i) = ES(j) –EF(i) ; i-preceding activity, j-following activity
 ADM vs. PDM
ADM
-A and B are activities. 1, 2 and 3 are events
-Activity A has ID or label 1-2 ; Activity B has ID or label 2-3
-Activity A precedes activity B

A B
1 2 3

PDM
Activity Nodes

ES D EF ES D EF ES D EF
1 2
A B C
LS TF LF LS TF LF LS TF LF
Predecessor Current Successor
Activity Activity Activity
 ADM vs. PDM
Item ADM PDM

F – S F – S
F – F
S – S
Relationship • ADM only shows finish-to-
start relationships, meaning
S - F
that each activity is
completed before the
successor activity starts.

- Critical Path
- A series of interconnected activities through the network
diagram, with each activity having zero total float time. The
critical path determines the minimum time to complete the
project.
Critical path 1. ESX = LSX, or
2. LFX = EFX, or
3. Total Float (TF) = 0

- Possible to have more than one critical path

- Activities which lay on critical path cannot suffer any delay
 ADM vs. PDM
Item ADM PDM

Definition
• An activity that • Dummy activity is not used
indicates any activity in Precedence Diagram
Dummy following the dummy Method (PDM)
cannot be started until
Activity the activity(ies)
preceding the dummy are
completed.
• Activity which has no
duration. It is only used
D to show any relationship
between activities.

or Function
• If there is a situation
where one event is used
to show relationship more
than one activity.
• To show a complicated
relationship clearly
ADM
 Item ADM
Activity A & B have the same ID for Activity A & B are not
ID same.
A: 1-2 A: 1-2
B: 1-2 False B: 1-3 True
A A
Dummy 1 2
1 2
Activity B
3
B
D If C is to follow A & B, If C is to follow A & B,
but D is to follow only B. but D is to follow only B.
(not fulfill) (use dummy)
or
A C A C

B D B D
 Item ADM
If P, Q and R follow A, and B follows P, Q and R. The following diagram is not the
correct representation of the same.
P
False
A Q B
Dummy 1 2 3 4
Activity R
Reason: Activities P, Q and R have the same ID (2-3).
D True
P 5
or
A Q B
1 2 3 4

R 6
Activities P has the ID (2-5), Q (2-3) and R (2-6).
 Item ADM
1. D is preceded by A only
2. E is preceded by A and B
3. F is preceded by B and C

Dummy False True

Activity
A D A D
D

B E B E
or

C F C F
Statement 3 not fulfill
where F is preceded by
A, B and C.
 ADM vs. PDM

Item ADM PDM

- FORWARD PASS
: To establish the earliest expected start and finish
times for each activity in the network.
Estimating - BACKWARD PASS
duration : To establish the latest allowable start and finish
times for each activity in the network.

FORWARD PASS

Early Early
Start Finish

Late Late
Start Finish

BACKWARD
93 PASS
 Arrow Diagram Method 94

Note

Forward pass a : Early Start (ES)A

b : Late Start (LS)A
c = a + X e = c + Y c : Early Finish (EF)A = (ES)B
d : Late Finish (LF)A = (EF)B
e : Early Finish (EF)B
a A c B e f : Late Finish (LF)B
1 b 2 d 3 X : Duration of activity A
X Y f
Y : Duration of activity B
d = f – Y

Backward pass Forward pass Backward pass

a = 0 f = e
c = a + X d = f – Y
e = c + Y b = d - X
 ADM ( Example 1 )

ACTIVITY DURATION(DAY) PREDECESSOR

A 3 -
B 5 A
C 3 B
D 4 -
E 4 A
F 10 E,D
G 9 C,F
 B
2 3
5
C
A 3
3 E
4 G
1 5 6
9
D F
4 10
4 ACTIVITY DURATION PREDECESSOR
(DAY)
A 3 -
B 5 A
C 3 B
D 4 -
E 4 A
F 10 E,D
G 9 C,F
 Forward Pass
0+3=3 Early Finish Box

3 B
Early Start Box 2 3
5
Early C
Start at
A 3
3 E
node 1 0 4 G
is zero 1 5 6
9
D F
4 10
4

Make forward pass through the

network by adding duration times.
 Forward Pass
Early Start Box Early Finish Box

B 8 3+5=8
2 3 3
5
C
A 3
3 E
0 4 G
1 5 6
9
D F
4 10
4

Make forward pass through the

network by adding duration times.
 Forward Pass

3 B
2 3 8
5
C
A 3+4=7 3
3 E
0 4 G
1 5 6
9
D F
4 7 10
4
Larger=7
0+4=4

If two or more activities terminate at a junction

node, place the larger sum at ES box.
 Forward Pass

3 B
2 3 8
5
C
A 3
3 E
0 4 17 G 26
1 5 6
9
D F
4 7 10
4
 Backward Pass

3 B
2 3 8
5
C
A 3
3 E
0 4 17 G 26
1 5 6
9 26
D F
4 7 10
4

Early finish of activity G in the node 6 =26 days. That’s means

it will take 26 days to complete the project. Therefore, 26 days
represents Late Finish of the project.
Enter 26 into Late Finish box at the node 6, and make a backward
pass to establish LF for each activity by deducting the durations.
 Backward Pass
14-5=9

3 B
2 3 8
3 5 14
Smaller=3
C
A 3
3 E 7-4=3
0 4 17 G 26
1 5 6
0 17 9 26
D F
4 7 10
4
7 26-9=17

In the case of junction nodes (with two or more activities), place the
smaller value in the LF box of that node.
 Completed

3 B
2 3 8
3 5 14
C
A 3
3 E
0 4 17 G 26
1 5 6
0 17 9 26
D F
4 7 10
4
7
 Total Float TFB = LF-D-ES
TFB=6 =14-5-3
TFA = LF-D-ES =6
=3-3-0 3 B
=0 2 3 8
3 5 14
C TFC=6
TFA=0 A 3
3 E TFE=0
0 4 17 G 26
1 5 6
0 17 9 26
D F
10 TFG=0
4 7
4
TFD=3 7 TFF=0

Total Float (TF) =LF-D-ES

 Critical Path
TFB=6
3 B
2 3 8
3 5 14
C TFC=6
TFA=0 A 3
3 E TFE=0
0 4 17 G 26
1 5 6
0 17 9 26
D F
10 TFG=0
4 7
4
TFD=3 7 TFF=0

Activities on critical path : A,E,F and G.

 Critical Path
ACTIVITY DURATION(DAY) ES EF LS LF TF
A 3 0 3 0 3 0*
B 5 3 8 9 14 6
C 3 8 11 14 17 6
D 4 0 4 3 7 3
E 4 3 7 3 7 0*
F 10 7 17 7 17 0*
G 9 17 26 17 26 0*

* Critical Activity
Total Float (TF) =LF-D-ES
 ACTIVITY DURATION ES EF LS LF TF
(DAY)
A 3 0 3 0 3 0*
B 5 3 8 3 14 6
C 3 8 17 14 17 6

BAR CHART D

E
4

4
0
3
7
7
0
3
7
7
3
0*
F 10 7 17 7 17 0*
G 9 17 26 17 26 0*

Activity Duration

13

20
10
11
12

14
15
16
17
18
19

21
22
23
24
25
26
1
2
3
4
5
6
7
8
9
(days)

A 3
B 5
C 3
D 4
E 4
F 10
G 9
 Example 2 (ADM)
Activity Duration (day) Predecessor (s)
Act. A 2 -
Act. B 3 -
Act. C 3 A
Act. D 4 B
Act. E 3 C,D
Act. F 2 C,D
Act. G 4 E
Act. H 3 F

1. Develop an arrow diagram for the project.

2. Identify critical activity and critical path for the project.
 Activity Duration (day) Predecessor (s)

Act. A 2 -
Act. B 3 -
Act. C 3 A
Act. D 4 B
Act. E 3 C,D
Act. F 2 C,D
Act. G 4 E
Act. H 3 F

2
C 5
A G
3 E
2 3 4
1 4
F 7
B D
4 2 H
3 3
6
3
 Forward pass

2
2
C 5 10
A G
3 E
2 4
1
0 4 7 3
14
F 7
B D
3 4 2 H
3 3 9
6
3
 Backward pass

2
2
4 C 5 10
A 10 G
3 E
2 4
1
0 4 7 3
7 14
0 F 7
B D 14
3 4 2 H
3 3 9
3 6
11 3
 Total Float
Activity Duration ES EF LS LF TF
(day)
Act. A 2 0 2 0 4 2
Act. B 3 0 3 0 3 0*
Act. C 3 2 7 4 7 2
Act. D 4 3 7 3 7 0*
Act. E 3 7 10 7 10 0*
Act. F 2 7 9 7 11 2
Act. G 4 10 14 10 14 0*
Act. H 3 9 14 11 14 2

* Critical Activity Total Float (TF) =LF-D-ES

 Critical Path

2
2
4 C 5 10
A 10 G
3 E
2 4
1
0 4 7 3
7 14
0 F 7
B D 14
3 4 2 H
3 3 9
3 6
11 3

Activities on critical path : B,D,E and G.

Critical path
 Exercise 3 (ADM)
Activity Duration (day) Predecessor (s)
Act. A 2 -
Act. B 3 A
Act. C 5 A
Act. D 4 A
Act. E 2 B,C
Act. F 3 C
Act. G 4 C,D
Act. H 2 E,F,G

• Prepare a arrow diagram for the project.

• Identify critical path for the project.
 Exercise 3 Forward pass

B 7
4
3
5,7

9,10,11
0 A 2 C 7 11 H 13
1 2 3 F 6 7
2 5 3 2

6,7
D 7
5
4
 Exercise 3 Backward pass

B 7
4
3 9

0 A 2 C 7 11 H 13
1 2 3 9,8,7 F 6 7
0 2 5 7 3 11 2 13
2
6,2,3

D 7
5
4 7
 Exercise 3 (ADM-Solution)

B 7
4
3 9

0 2 7 11 13
1 A 2 C 3 F 6 H 7
0 2 2 5 7 3 11 2 13

D 7
5
4 7
Activities on critical path : A,C,G and H.
Critical path
 Link (Relationship)
• Finish to Start (FS)
– Activity B cannot start until
Activity A finish Act. A Act. B

• Start to Start (SS) Act. A

– Activity B cannot start until
Activity A start Act. B
Link (Relationship)
• Finish to Finish (FF) Act. A
– Activity B cannot finish until
Activity A finish. Act. B

• Start to Finish (SF)

– Activity B cannot finish until Act. A
Activity A start.

Act. B
 Lead time & lag time
• Lead time Act. A
– Overlap between
dependent activity
– Eg : FS – 5d Act. B
5d
• Lag time
– Delay between Act. A
dependent activity
– Eg: FS + 2 d
Act. B
2d
 PDM ( Example 1)

ACTIVITY DURATION(DAY) PREDECESSOR

A 2 START
B 6 A
C 6 B
D 1 B
E 3 A
F 3 D,E
G 2 C(+2),F
 ACTIVITY DURATION PREDECESSOR
(DAY)
A 2 START
ES D EF
B 6 A

Activity C 6 B
D 1 B
LS TF LF
EXAMPLE 1 E 3 A
F 3 D,E

2 6 6 G 2 C(+2),F

A B C

FS +2 2
G
1
D

3
F
3
E
EXAMPLE 1

FORWARD PASS

0 2 2 2 6 8 8 6 14
A B C
16,12

FS +2 16 2 18
G
8 1 9
D
5,9
9 3 12
F

2 3 5
E
EXAMPLE 1

BACKWARD PASS

0 2 2 2 6 8 8 6 14
A B C
16,12

FS +2 16 2 18
G
8 1 9 16 18
D
5,9
9 3 12
F

2 3 5 16
E
EXAMPLE 1

BACKWARD PASS

0 2 2 2 6 8 8 6 14
A B C
2 2 8 8 14 16,12
2,10 8,12 FS +2 16 2 18
G
8 1 9 16 18
D
5,9
12 13
9 3 12
F

2 3 5 13 16
E
10 13
EXAMPLE 1

BACKWARD PASS

0 2 2 2 6 8 8 6 14
A B C
0 2 2 8 8 14 16,12
2,10 8,12 FS +2 16 2 18
G
8 1 9 16 18
D
5,9
12 13
9 3 12
F

2 3 5 13 16
E
10 13
EXAMPLE 1

COMPLETED

0 2 2 2 6 8 8 6 14
A B C
0 2 2 8 8 14 16,12

2,10 8,12 FS +2 16 2 18
G
8 1 9 16 18
D
5,9
12 13
9 3 12
F
2 3 5 13 16
E
10 13
 EXAMPLE 1
128

TOTAL FLOAT TFC = LF-EF

TFG = LF-EF
=14-14
=18-18
2 6 6 =0
0 2 2 8 8 14 =0
A B C
0 0 2 2 0 8 8 0 14
FS +2 16 2 18
TFB = LF-EF
=8-8 G
TFA = LF-EF 1
=2-2
=0 8 9 16 0 18
=0 D
12 4 13
9 3 12 TFF = LF-EF
TFD = LF-EF =16-12
=13-9 F =4
=4
2 3 5 13 4 16
E TFE = LF-EF
10 8 13 =13-5
=8
 EXAMPLE 1
129

FREE FLOAT

2 6 6 FFC = ESSUCC-EF-
0 2 2 8 8 14 Lag
A B C =16-14-2
=0
0 0 2 2 0 8 8 0 14
FS +2 16 2 18
FFA = ESSUCC-EF- FFB = ESSUCC-EF- FFF = ESSUCC-EF- G
Lag Lag 8 1 9 Lag
16 0 18
=2-2-0 =8-8-0 =16-12-0
=0 =0 D =4

12 4 13
FFD = ESSUCC-EF- 9 3 12
Lag
=9-9-0 F FFA = ESSUCC-
EF- Lag
=0
2 3 5 13 4 16 =18-18-
0
E =0

10 8 13
EXAMPLE 1

CRITICAL PATH

0 2 2 2 6 8 8 6 14
A B C
0 0 2 2 0 8 8 0 14 16,12

2,10 8,12 FS +2 16 2 18
G
8 1 9 16 0 18
D
5,9
12 4 13
9 3 12
F
2 3 5 13 4 16
E
10 8 13
 Example 2 (PDM)
Activity Duration (day) Predecessor (s)
Act. A 10 -
Act. B 11 A
Act. C 5 B
Act. D 4 B
Act. E 12 A
Act. F 3 C,D
Act. G 7 F
Act. H 11 E
Act. I 4 G,H
1. Develop a precedence diagram for the project.
2. Identify critical activity and critical path for the project.
 Example 2 (PDM)
5

11 C 3 7

B F G

D
10 4

A I

12 11

E H

ES D LS

Activity

LS TF LF
 Example 2 (PDM-forward pass)
21 5 26

10 11 21 C 26 3 29 29 7 36

B F G

21 4 25

D
0 10 10 36 4 40

A I

10 12 22 22 11 33

E H

ES D EF

Activity

LS TF LF
 Example 2 (PDM-backward pass)
21 5 26

10 11 21 C 26 3 29 29 7 36
21 26
B F G
10 21 26 29 29 36
21 4 25

D
0 10 10 22 26 36 4 40

A I
0 10 36 40

10 12 22 22 11 33

E H
13 25 25 36
ES D LS

Activity

LS TF LF
 Example 2 (PDM-Total float)
21 5 26

10 11 21 C 26 3 29 29 7 36
21 0 26
B F G
10 0 21 26 0 29 29 0 36
21 4 25

D
0 10 10 22 1 26 36 4 40

A I
0 0 10 36 0 40

10 12 22 22 11 33

E H
13 3 25 25 3 36
ES D LS

TF = LF – ES – D or TF = LS – ES or TF = LF – EF Activity
Critical path
LS TF LF
 Example 3 (PDM)
Activity Duration (week) Predecessor (s)
Act. A 2 -
Act. B 3 A (FS+2),
C (FF+1),
D(FF)
Act. C 2 A
Act. D 1 C (SS)

1. Develop a precedence diagram for the project.

2. Identify critical activity and critical path for the project.
Example 3 (PDM-forward pass)
4 3 7
+2
B

0 2 2

A
2 2 4
+1
C

2 1 3

D
Example 3 (PDM-backward pass)
4 3 7
+2
B
4 0 7
0 2 2

A Total Float = LF – ES – D
0 0 2 2 2 4 TF(A) = 2-0-2 = 0
+1 TF(B) = 7-4-3 = 0
C
TF(C) = 6-2-2 = 2
4 2 6
TF(D) = 7-2-1 = 4

2 1 3

D
6 4 7
Critical path
 Exercise 4(PDM)
Activity Duration (day) Predecessor (s)
Act. A 2 -
Act. B 3 A
Act. C 5 A
Act. D 4 A
Act. E 2 B,C
Act. F 3 C
Act. G 4 C,D
Act. H 2 E,F,G

• Prepare a precedence diagram for the project.

• Identify critical path for the project.
 Exercise (PDM-Solution)
2 3 5
7 2 9
B
E
6 4 9
9 2 11

0 2 2 5 7 3 10 2
2 7 11 13
A C F H
0 0 2 2 8 1 11 11 0 13
0 7

7 4 11
2 4 6
G
D
7 0 11
3 1 7
 BUT… WAIT!!
• Are there any other type of Scheduling
method??
• How if the Gantt Chart and CPM did not
actually work/represent well with the
nature/requirement of the particular
construction project??

• So, actually we have… LINEAR SCHEDULING

METHOD (LSM) / LINE OF BALANCE (LOB)
4. LINEAR SCHEDULING METHOD
(LSM) / LINE OF BALANCE (LOB)
• This method is actually appropriate for a
project that:
– Progress linearly (straight without major
fluctuation of activities),
– Highly repetitive works,
– Have fixed starting point and end,
– Such as; highways, airfields, pipelines, multiple
housing units, high-rise buildings, etc.
 LINEAR SCHEDULING METHOD (LSM) (cont.)

• Take for example; a highway construction

project:
 LINEAR SCHEDULING METHOD (LSM)
(cont.)
We have 5 linear
activities:
1. Clear & strip
2. Drainage
3. Subgrade
4. Base course
5. Pave
Kilometer (km)

Width of B:
At 40km, the subgrade
works will starts at week
4.4 until week 5.

Height of A:
At week 3, subgrade
works from 13km to
21km.

Distance of C:
It is a time lag / time
float for 10km; between
subgrade works and base
LSM Diagram for highway project (adopted from Nunnally, 2014) course works.
1.4 weeks to be exact.
THANK YOU
 ACTIVITY PREDECESSOR DURATION (WEEK)
A - 3
B - 1
C - 2
D A 3
E B 1
F C 4
G D 2
H D,E 1
I D,E,F 2
J G 3
K H 2
L I 1
M J,K,L 2

EX 1 (Submit : NEXT WEEK)

A project have a detail as above:
1. Draw the precedence diagram for the schedule shown.
2. Determine the duration of the project.
3. Determine the Total Float for each activities and give the critical path for this project.
4. Draw a bar chart.
 DURATION
ACTIVITY SUCESSOR (WEEK)
A A-B (S-S),L=5 3
A-C (F-S),L=2
B B-E (F-S),L=3 1
C C-E (F-S),L=0 2
D D-E (F-S),L=0 2
E E-F (F-S),L=0 3
F 2
EX 2 (Submit : NEXT WEEK)
1. Draw the precedence diagram for the schedule shown next.
2. Determine the duration of project required.
3. Determine the Total Float for each activities and give the critical path for
this project.
4. Draw a bar chart.
 No. Activity Duration Successor Relationship Lag
(week) (week)
1 A 5 B, C, D A－B (S－S) 1
A－C (F－S) 2
A－D (F－S) 0
2 B 4 E B－E (F－S) 0
3 C 3 F, G C－F (F－S) 0
C－G (F－S) 0
4 D 2 H D－H (F－S) 0
5 E 7 F, G E－F (F－S) 0
E－G (F－S) 0
6 F 2 I F－I (F－S) 0
7 G 5 I G－I (F－S) 0
8 H 3 I H－I (F－S) 3
9 I 6 - - -

EX 2 (Submit : NEXT WEEK)

1. Estimate the total project duration.
2. Calculate the total float for each activity in the project.
3. State the critical path.