Project Scheduling: Precedence Diagram Method

PROJECT SCHEDULING
PRECEDENCE DIAGRAM METHOD
1
DPWH | Bureau of Construction
COURSE OUTLINE
OBJECTIVES
D.O. NO. 133, SERIES OF 2015
PERT
CPM
WORKSHOP NO. 1
PDM
2
COURSE OUTLINE
WORKSHOP NO. 2
LIMITATIONS OF PERT/CPM
ADVANTAGES OF PDM
DISADVANTAGES OF PDM
THINGS TO REMEMBER
3
Department order no. 133, s. 2015
4
PERT 10
A
30 C.D.
20
CPM 10
A
30 C.D.
20
PDM Item No.
0
0
10
ACTIVITY A
30
30
30
5
PERT - PROGRAM EVALUATION
AND REVIEW TECHNIQUE
ANALYZE the involved tasks in completing a given project, the time needed to
To
COMPLETE each task, and to IDENTIFY the MINIMUM time

needed to complete the total project.
6
PERT - PROGRAM EVALUATION
AND REVIEW TECHNIQUE
U.S. NAVY SPECIAL PROJECTS

Developed for the
OFFICE in 1957
7
CRITICAL PATH METHOD - CPM
CALCULATES THE LONGEST PATH
8
SHOWS THE EARLIEST AND LATEST TIME FOR
EACH ACTIVITY TO START AND FINISH
9
DETERMINES THE ACTIVITIES THAT ARE CRITICAL AND HAVE
FLOAT
10
DEVELOPED BY MORGAN
R. WALKER OF DU PONT AND
JAMES E. KELLEY, JR. OF REMINGTON RAND IN
1950s
11
PERT/CPM
12
BASICS OF PROJECT SCHEDULING TECHNIQUE
EARLY START TIME (EST)

EARLY FINISH TIME (EFT)
LATE START TIME (LST)
LATE FINISH TIME (LFT)
FREE FLOAT (FF)
TOTAL FLOAT (TF)
13
PERT/CPM LAYOUT
1 ACTIVITY NAME 2
ES LS DURATION EF LF
14
PDM -
PRECEDENCE DIAGRAM
METHOD
SHOWS INTER-DEPENDENCIES AMONG EACH ACTIVITIES
15
PRECEDENCE DIAGRAM
METHOD
- PDM
REPLACED ACTIVITY-ON-ARROW TO
ACTIVITY-ON-NODE
Item No. 10 30
ACTIVITY A
0 30
0 30
16
PRECEDENCE DIAGRAM
METHOD
- PDM
ACTIVITIES ARE REPRESENTED IN BOXES
17
PRECEDENCE DIAGRAM
METHOD
- PDM
DEVELOPED BY H.B. ZACHRY IN COOPERATION WITH IBM IN 1960s
18
PDM LAYOUT
19
PRECEDENCE DIAGRAM METHOD
20
LOGICAL RELATIONSHIPS
OF ACTIVITIES ON PDM
FINISH-TO-START A B
A
FINISH-TO-FINISH
B
START-TO-START A
B
A
START-TO-FINISH
B
21
FINISH-TO-START
100 1 3 102 2 4
A B
0 3 3 7
0 3 3 7
ACTIVITY B can only START after ACTIVITY A has FINISHED
22
FINISH-TO-FINISH
100 1 4
A
0 4
102 2 4
B
0 4
ACTIVITY A must be COMPLETED before ACTIVITY B can FINISH 23

START-TO-START
100 1 3
A
0 3
102 2 4
B
0 4
ACTIVITY B can START after ACTIVITY A has STARTED

24
START-TO-FINISH
100 1 3
A
0 3
102 2 4
B
0 4
ACTIVITY B can only FINISH once ACTIVITY A starts

25
LEAD TIME
LEAD TIME - an OVERLAP between the FIRST and SECOND

ACTIVITY
ACTIVITY A
FINISH-TO-START
ACTIVITY WITH LEAD }LEAD TIME
ACTIVITY B
When an ACTIVITY is still RUNNING and the next ACTIVITY STARTS

26
LEAD TIME
100 1 10
A
0 10
ACTIVITY B can already START
5 DAYS before ACTIVITY A
F-S 102 2 8 FINISHES
(-)5 B
5 13
27
LAG TIME
LAG TIME - the DELAY between TWO ACTIVITIES
ACTIVITY A
}
LAG TIME
FINISH-TO-START
ACTIVITY WITH LAG ACTIVITY B
When ONE ACTIVITY COMPLETES and there is a WAITING PERIOD

before the SECOND ACTIVITY can START
28
LAG TIME
100 1 10
A
ACTIVITY B must start 3 DAYS
0 10 after ACTIVITY A has FINISHED
102 2 8
F-S B
3
13 21
29
FORWARD PASS
A FORWARD PASS through the network determines the

EARLIEST TIME each activity can START and
FINISH.
It also determines the TOTAL DURATION of the Project
30
FORWARD PASS
General Rule in Calculating Early Start Time (EST) & Early
Finish Time (EFT) (F-S):
Begin from Start Event and move towards the End Event
The EST for the starting activity = 0
The EST of an activity = latest (or maximum) EFT of the
activities directly preceding it
The EFT of an activity = its Early Start + Duration required to
perform the current activity
31
FORWARD PASS
SPL - 3 1 3 102(2)b 2 9
ROADWAY EXCAVATION
MOBILIZATION (SURPLUS COMMON)
0 3 3 12
32
FORWARD PASS WITH MULTIPLE PREDECESSORS
104(1)b 3 7
EMBANKMENT FROM
102(2)b 2 9 ROADWAY EXCAVATION
200 5 8
ROADWAY EXCAVATION 12 19
(SURPLUS COMMON)
AGGREGATE
SUBBASE COURSE
3 12
105(1) 4 5 19 27
SUBGRADE PREPARATION
12 17
33
FORWARD PASS (S-S & F-F)
3 104(1)b 7
EMBANKMENT FROM
2 102(2)b 9 ROADWAY EXCAVATION
5 200 8
(SURPLUS COMMON)
AGGREGATE
SUBBASE COURSE
3 12
4 105(1) 5 19 27
12 19
34
FORWARD PASS WITH LEAD TIME AND LAG TIME
WITH LEAD OR LAG TIMES

If there is a Lead Time (-) between two activities; ES of
the Current Activity = EF of the Preceding Activity + (-
LEAD TIME) and EF will still be equal to ES+ its Duration
For Lag Time (+); ES of the Current Activity = EF of the

Preceding Activity + (Lag Time)
35
FORWARD PASS WITH LAG TIME
SPL - 3 1 3 102(2)b 2 9
2 ROADWAY EXCAVATION
0 3 5 14
36
FORWARD PASS WITH LEAD TIME
SPL - 3 1 3 102(2)b 2 9
(-)2 ROADWAY EXCAVATION

0 3 1 10
37
FORWARD PASS
(S-S & F-F AND LEAD TIME AND LAG TIME)
104(1)b 3 7
EMBANKMENT FROM
200 5 8
12 19 3
ROADWAY EXCAVATION
(SURPLUS COMMON)
AGGREGATE
SUBBASE COURSE
3 12
105(1) 4 5 22 30
(-)2 SUBGRADE PREPARATION
10 22
38
BACKWARD PASS
A BACKWARD PASS through the network

determines the LATEST TIME each activity can
START and FINISH without delaying completion of
the project.
It also helps determine the activities that can be
DELAYED or not.
39
Backward Pass
General Rule in Calculating Late Start Time (LST) & Late
Finish Time (LFT) (F-S):
Begin from End Event and move towards the Start Event.
Assume reverse direction of arrows.
The LFT for the final activity = its EFT as determined by
forward pass.
The LFT for an activity = earliest (or minimum) LST of the
activities directly following (succeeding) it
The LST of an activity = its LFT - Duration required to perform
the current activity
40
BACKWARD PASS
SPL - 3 1 3 102(2)b 2 9
ROADWAY EXCAVATION
0 3 3 12
0 3 3 12
41
BACKWARD PASS WITH MULTIPLE PREDECESSORS
104(1)b 3 7
EMBANKMENT FROM
200 5 8
(SURPLUS COMMON) 12 19 AGGREGATE
SUBBASE COURSE
3 12
105(1) 4 5 19 27
3 12
19 27
12 17
14 19
42
BACKWARD PASS (S-S & F-F)
104(1)b 3 7
EMBANKMENT FROM
200 5 8
SUBBASE COURSE
3 12
105(1) 4 5 19 27
3 12
19 27
12 19
14 19
43
BACKWARD PASS WITH LEAD TIME AND LAG TIME
If there is a Lead Time (-) between two activities;

LF of the Current Activity = LS of the Previous
Activity - (- LEAD TIME) and LS will still be equal
to LF – Duration
For Lag Time (+); LF of the Current Activity = LS

of the Previous Activity - (Lag Time)
44
BACKWARD PASS WITH LAG TIME
SPL - 3 1 3 102(2)b 2 9
2 ROADWAY EXCAVATION
0 3 5 14
0 3 5 14
45
BACKWARD PASS
(S-S & F-F AND LEAD TIME AND LAG TIME)
104(1)b 3 7
EMBANKMENT FROM
200 5 8
12 19 3
ROADWAY EXCAVATION
SUBBASE COURSE
3 12
105(1) 4 5 22 30
3 12
22 30
(-)2 SUBGRADE PREPARATION
10 22
17 22
46
LIMITATIONS of PERT/CPM
ONLY ALLOW FINISH-TO-START RELATIONSHIP

In PERT/CPM, since it only uses a F-S relationship, the presentation
of activity relationship shows that succeeding activity CANNOT
START until its preceding ACTIVITY HAS BEEN
COMPLETED.
47
If there are overlapping of activities, sometimes the approach used is

through REPETITION OF ACTIVITIES.
48
LAG RELATIONSHIP CANNOT BE SHOWN
Lag is always ZERO
PRESENCE of DUMMY ACTIVITIES.
49
ADVANTAGES OF PDM
PDM is very USEFUL when representing

REPETITIVE CONSTRUCTION activities, e.g.,
highways construction & multi-storey buildings.
50
ADVANTAGES OF PDM
The ability to show relationships other than finish-to-

start.
51
ADVANTAGES OF PDM
The technique is more VERSATILE as compared to

other network planning.
52
ADVANTAGES OF PDM
Availability of lag has made this technique more
ADAPTABLE to the planner’s needs.
53
ADVANTAGES OF PDM
This tool can guide managers in MAKING CRITICAL
DECISIONS such as to DEPLOY RESOURCES based
on priority.
54
ADVANTAGES OF PDM
PDM allows complex CPM schedules to be created with fewer activities.
55
ADVANTAGES OF PDM?
Most Software use PDM in generating the Network Diagram
56
DISADVANTAGES Of PDM
 Manual Calculation is more complicated

 May produce different dates on different software
 Updating and Managing change can be challenging
57
THINGS TO REMEMBER
In PDM, the RELATIONSHIP between the current and

previous activities CAN BE BETTER CALCULATED
by using TWO OR MORE of the four possible logical
relationships than by using only one relationship
58
THINGS TO REMEMBER
Calculation of the critical path requires consideration of

the logical relationship of each activity
59
THINGS TO REMEMBER
Usually activities with a START-TO-START

RELATIONSHIP will also have a FINISH-TO-
FINISH RELATIONSHIP
60
THINGS TO REMEMBER
In a comprehensive schedule all activities except the first

and last nodes should have at least ONE PRECEDING
ACTIVITY and at least ONE SUCCEEDING
ACTIVITY
61

Project Scheduling: Precedence Diagram Method

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PROJECT SCHEDULING

PRECEDENCE DIAGRAM METHOD

PDM Item No.

COMPLETE each task, and to IDENTIFY the MINIMUM time

U.S. NAVY SPECIAL PROJECTS

EACH ACTIVITY TO START AND FINISH

EARLY START TIME (EST)

SHOWS INTER-DEPENDENCIES AMONG EACH ACTIVITIES

ACTIVITY B can only START after ACTIVITY A has FINISHED

ACTIVITY A must be COMPLETED before ACTIVITY B can FINISH 23

ACTIVITY B can START after ACTIVITY A has STARTED

ACTIVITY B can only FINISH once ACTIVITY A starts

LEAD TIME - an OVERLAP between the FIRST and SECOND

When an ACTIVITY is still RUNNING and the next ACTIVITY STARTS

LAG TIME - the DELAY between TWO ACTIVITIES

When ONE ACTIVITY COMPLETES and there is a WAITING PERIOD

A FORWARD PASS through the network determines the

It also determines the TOTAL DURATION of the Project

WITH LEAD OR LAG TIMES

For Lag Time (+); ES of the Current Activity = EF of the

(-)2 ROADWAY EXCAVATION

(-)2 SUBGRADE PREPARATION

A BACKWARD PASS through the network

If there is a Lead Time (-) between two activities;

For Lag Time (+); LF of the Current Activity = LS

ONLY ALLOW FINISH-TO-START RELATIONSHIP

If there are overlapping of activities, sometimes the approach used is

LAG RELATIONSHIP CANNOT BE SHOWN

Lag is always ZERO

PRESENCE of DUMMY ACTIVITIES.

PDM is very USEFUL when representing

The ability to show relationships other than finish-to-

The technique is more VERSATILE as compared to

Most Software use PDM in generating the Network Diagram

 Manual Calculation is more complicated

In PDM, the RELATIONSHIP between the current and

Calculation of the critical path requires consideration of

Usually activities with a START-TO-START

In a comprehensive schedule all activities except the first

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