Introduction to Project

Management-ENGG 684
Project Planning and Scheduling

Dr. Mohammad Moazzami, P.Eng., PMP

Department of Civil Engineering
Schulich School of Engineering

Fall 2019
 AGENDA

• Last Session Review

• What is a Project Planning?
• Project Schedule Definition and Objectives
• Project Schedule Development Process
• List of Activities
• Sequence of Activities
• Schedule Network
• Critical Path and Project Duration
• Resource-Constrained Scheduling
• Schedule Presentation

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 Project Management Process Groups

PMBOK (2017)

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 Planning

• Planning Definition: A detailed scheme, program, or method worked out

beforehand for the accomplishment of an objective: “ A plan of attack”.
(American Heritage Dictionary)
What
must be
done?
How How
good it should it
must be? be done?

Planning

How
Who will
much will
do it?
it cost?
By when
it must be
done?

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 Planning

Main Objectives of Planning:

To provide basis
To stablish the To provide basis
for Monitoring
Scope of Work for Execution
& Controlling

Scope Baseline Project Management Plan Monitoring & Controlling

• Scope Statement • Schedule, Cost, Risk,… • Tracking Baselines
• WBS • Performance Measurement
Project Execution Plan • Control Risk, Quality, …
• Design
• Procurement
• Construction

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 Planning

Project Management Plan includes:

• Schedule Management Plan
• Cost Management Plan
• Risk Management Plan
• Quality Management Plan
• HSE Management
• Project Execution Plan
• Engineering Management Plan
• Construction Management Plan
• Procurement Management Plan

• Communication Management Plan

• Staffing Management Plan
• Interface Management Plan

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 Project Schedule

• Scheduling is the conversion of a project action plan into an

operating timetable.

• Schedule development is a process which determines planned

start and finish dates for project activities.

• The project schedule serves as:

• The basis for monitoring and controlling the project
• A major tool for the management of projects
• A communication tool throughout the project with several
stakeholders

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 Project Schedule

• Scheduling is used to stablish:

• Timing objectives
• Sequence of activities
• Resource requirements
• Cash flow requirements
• Benchmark
• Basis for performance measurement
• An early warning system

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 Project Schedule

• Scheduling Process:
1. Define activities based on project Scope Baseline (Statement and WBS)

2. Sequence activities based on dependencies

• Schedule Network Diagram

3. Estimate activity duration (based on available resources)

4. Develop project schedule

• Schedule Network and Forward and Backward calculations

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 Project Schedule

• Activity Definition:
• WBS’ work packages are decomposed into activities.
• An activity is a distinct, scheduled portion of work performed during
the course of a project.

• Activity Duration: should be estimated based on available

resources:
• Equipment
• Material
• People

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 Project Schedule

• Activity: Work packages are decomposed into activities.

Project

Work Packages 1 Work Packages 2 Work Packages 3

Activity 1 Activity 1 Activity 1

Activity 2 Activity 2 Activity 2

Activity 3 Activity 3 Activity 3

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 Project Schedule

• List of Activities
Example: List of activities for a small bus stop project.
Project

Stopping Area Shelter Lighting

Excavation Slab Wiring

Curb & gutter Walls Installing

Paving Roof beam

Sidewalk Roof

Painting
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 Project Schedule

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 Project Schedule

• Activity Attributes Activity

identifier (ID)
Assumptions Label or name

Constraints Description

Activity
Resource Attributes Calendar
requirements

Leads and lags Predecessor

Logical
Successor
relationship

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 Project Schedule

• Milestones:
• A milestone is a significant point or event in the project.

• A milestone has zero duration.

• Milestone types:
• Mandatory: Such as those required by contract
• Optional: Such as those based on historical information

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 Project Schedule

• Activity Sequence: Activity Sequencing involves identifying and

documenting logical relationships among schedule activities.
• To establish relationships, ask:
1. What activities precede this activity?
2. What activities follow this activity?
3. What activities are concurrent with this activity?
• Predecessor: An activity that logically comes before an activity in a schedule.

• Successor: A dependent activity that logically comes after an activity in a

schedule.
A B

• Activity A is the predecessor of activity B.

• Activity B is the successor of activity A.
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 Project Schedule

• Activity Sequence:
• 4 Possible Relationships: FS; FF; SS; SF

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 Project Schedule

• Activity Sequence:
• Finish-to-Start (FS). A logical relationship in which a successor
activity cannot start until a predecessor activity has finished.
• Installing the operating system on a PC (successor) cannot start until the PC
hardware is finished.

• Pouring concrete (successor) cannot start until placing the reinforcement bars
and inserts (predecessor) has finished.

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 Project Schedule

• Activity Sequence:
• Start-to-Start (SS). A logical relationship in which a successor
activity cannot start until a predecessor activity has started.
• Level concrete (successor) cannot begin until pour foundation (predecessor)
begins.

• The laying of a pipeline (successor) cannot start until digging the trench
(predecessor) has started.

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 Project Schedule

• Activity Sequence:
• Finish-to-Finish (FF). A logical relationship in which a successor
activity cannot finish until a predecessor activity has finished.
• Writing a document (predecessor) is required to finish before editing the
document (successor) can finish.

• Fabrication of structural members (predecessor) is required to finish before

painting (successor) can finish.

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 Project Schedule

• Activity Sequence:
• Start-to-Finish (SF). A logical relationship in which a successor
activity cannot finish until a predecessor activity has started.
• The first operation shift in a refinery cannot be finished (successor) before
starting the second shift (predecessor).

• An old learning management system cannot be shut down (successor) before

starting a new learning management system (predecessor).
Important Note: Dependency instructs which activity is the successor not early start of activities.

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 Project Schedule

• Lag: A lag is the amount of time a successor activity will be delayed with
respect to a predecessor activity.
Example: Reviewing an equipment user manual may be started 10 days after
starting writing it.

Writing Manual

SS –10 Days Lag

Reviewing Manual

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 Project Schedule

• Lead: A lead is the amount of time a successor activity can be advanced

with respect to a predecessor activity.
Example: Fabrication of pipe spools can be started 10 days earlier than
scheduled date to finish shop drawings.

Shop Drawings

FS –10 Days Lead

Fabrication

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 Project Schedule

• Schedule Presentation
• Bar Chart (Gantt Chart): the representation of project work activity as a
time scaled bar whose length represent the planned duration.

Pros
✓ Easy to Read (Simple)

✓ Shows Major Work Activities

✓ Clearly & Quickly Shows
Project Status
Cons
✓ Difficult to Depict Complex
Schedules
✓ NO RELATIONSHIPS
SHOWN (generally)

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 Project Schedule

• Schedule Presentation
• Milestone Schedule: Effective to communicate schedule with senior managers

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 Project Schedule

• Schedule Network Diagram

• Activity on Arrow (AOA)
• Activities are represented by arrows

• Not very common

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 Project Schedule

• Schedule Network Diagram

• Activity on Node (AON)
• Activities are represented by nodes

• The arrows only connects the nodes (activities) and make logical
relationships

• More common than AOA network

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 Project Schedule
• Schedule Network
Develop schedule network for a project with following list of activities and dependencies:
Activity Depends on
A -
B -
C A&D
D B
E B
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Activity Depends on
F E
G D
H C&G
I F&G
J I
 Network Diagram

A C H

Start D G Finish

B E F I J

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 Project Schedule

• Develop Schedule
• Early Start (ES): How soon can the activity start?
• Early Finish (EF): How soon can the activity finish?
• Late Start (LS): How late can the activity start without delaying project finish date.
• Late Finish (LF): How late can the activity finish without delaying project finish.

ES EF
Activity ID

Duration

LS LF

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 Project Schedule

• Develop Schedule
• Forward Pass Calculation: The Early Start (ES) and Early Finish
(EF) times are calculated on the forward pass.
Ex: The earliest time that activity A can start is 20th day of a project. How soon activity
A can finish if its estimated duration is 10 days?

20 A EF=?

10

LS LF
EF=20+10=30
EF(activity)=ES (activity)+Duration

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 Project Schedule

• Develop Schedule
Calculate duration of a project with following list of activities and dependencies (All FS):

Activity Depends on Activity Depends on

A (10) - F (4) E
B (7) - G (5) D
C (8) A&D H (9) C&G
D (4) B I (5) F&G
E (6) B J (2) I

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 Project Schedule

0 A 10 11 C 19 19 H 28
10 8 9

0 28
7 D 11 11 G 16
Start 4 5 Finish

0 B 7 7 E 13 13 F 17 17 I 22 22 J 24
7 6 4 5 2

If the next succeeding activity is a merge activity; the largest early values (based on the
relationships) of all its immediate predecessor activities should be selected.
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 Project Schedule

• Develop Schedule
• The backward pass: The Late Start (LS) and Late Finish (LF)
times are calculated on the backward pass.
Ex: The latest time that activity A can finish is on 30th day of a project. How
late activity A can start if its estimated duration is 10 days?
ES A EF

10

LS=? 30

EF=30-10=20
LS (activity)=LF (activity)-Duration
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 Project Schedule

0 A 10 11 C 19 19 H 28
10 8 9
1 11 11 19 19 28

0 28
7 D 11 11 G 16
Start 4 5 Finish
7 11 14 19

0 B 7 7 E 13 13 F 17 17 I 22 22 J 24
7 6 4 5 2
0 7 11 17 17 21 21 26 26 28

If the next preceding activity is a burst activity; the smallest late value of all its immediate successor
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activities should be selected.
 Project Schedule

• Critical Path: Is the longest path on schedule network which

determines the shortest possible time to complete the project.

0 A 10 11 C 19 19 H 28
10 8 9
1 11 11 19 19 28

0 28
7 D 11 11 G 16
Start 4 5 Finish
7 11 14 19

0 B 7 7 E 13 13 F 17 17 I 22 22 J 24
7 6 4 5 2
0 7 11 17 17 21 21 26 26 28

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 Project Schedule

• Float (Slack)
• Total float is the amount of time an activity can be
delayed without delaying the project end date.
• TF = LF – EF = LS – ES ES EF
Activity ID
• Free float is the amount of time an activity can be
Duration
delayed without delaying its successor. For a FS
LS FF/TF LF
relationship:
• FFactivity = ESsuccessor- Efactivity

• The activities on the critical path have zero float.

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 Project Schedule

• Float (Slack)
0 A 10 11 C 19 19 H 28
10 8 9
1 1/1 11 11 0/0 19 19 0/0 28

0 28
7 D 11 11 G 16
Start 4 5 Finish
7 0/0 11 14 1/3 19

0 B 7 7 E 13 13 F 17 17 I 22 22 J 24
7 6 4 5 2
0 0/0 7 11 0/4 17 17 0/4 21 21 0/4 26 26 4/4 28

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 Project Schedule

• Develop Schedule

Forward/Backward calculations for other possible relationships

between activities (SS, FF, SF) will be discussed during in-class
group activities.

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 Project Schedule

• Resource-Constrained Scheduling
• In previous examples, we developed the schedule network
and project duration regardless of the resource availability.
• In real world, we are often limited with resource
availability.
• We need to consider resource constraints in developing
project schedule and calculating project duration.
• The common types of resources are: human resources,
equipment, materials, and funds.
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 Project Schedule

• Resource Breakdown Structure (RBS)

Project
Resources

Human
Equipment Materials
Resources

Construction
Design Team Etc. Cranes Excavators Etc. Pipes Cables Etc.
Team

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 Project Schedule

• Resource Estimating: The total staff hours per task is obtained by

multiplying the number of people assigned to a task by the total time it
takes to complete it.
• 1 staff hour = work completed in an hour of uninterrupted effort by an
average staff.

Example:
• Scope of work: erect 24 tonnes of steel
• The estimator knows from past experience that the work can be done in 150
staff-hours per tonne.
• The crew work 10 hours shifts.
• (24 tonnes x 150 staff-hrs per tonne) / (10 hrs per day) = 360 staff-days

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 Project Schedule

• Resource Estimating
Resource and Duration Trade Off
Required Resources (Staff-days) Available Resources Duration (days)
360 20 18
360 22 16.4
360 24 15
360 26 13.8
360 28 12.9

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 Project Schedule

• Resource Loading
• The Ideal situation
• Available resources equals resource requirement.

• Resource overload
• The resource forecast exceeds the available resources.
• Delays are expected.

• Resource underload
• The resource forecast is lower than the available resources.
• Company’s resources are underutilised which could have an impact on
the company’s profitability.

Slide content courtesy of Toorani, A. (2017)

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 Project Schedule

• Resource Levelling:
• Removing the peaks
and valleys in resource
utilization in time.
• It helps removing
overload of the
resources.
• Normally results in
longer duration for the
project.

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 Project Schedule

Activity M T W T F S S M T
ID 1 2 3 4 5 6 7 8 9

A 3 3 Activity Bar Float Bar

B Resources 4 4

C 6 6

D 3 3

E 1 1 1 1

F 2
Total Period
3 3 10 10 4 4 1 1 2
Resources

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 Project Schedule

• Resource Histogram

12

11 Histogram
10

overload

overload
9
Maximum Available = 8
Resources

0
1 2 3 4 5 6 7 8 9

Days

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 Project Schedule

Activity M T W T F S S M T
ID 1 2 3 4 5 6 7 8 9

A 3 3 Activity Bar

B Resources 4 4

C 6 6

D 3 3

E 1 1 1 1

F 2
Total Period
3 3 6 6 5 5 4 4 2
Resources

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 Project Schedule

• Resource Smoothing: Is a modified form of resource levelling when

activities are moved within the float limits; so, the completion dates of the
activities are not changed.
12
11 Histogram
10
9
Maximum Available = 8
Resources

8
7
6
5
4
3
2
1
0
1 2 3 4 5 6 7 8 9

Days
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 Project Schedule

• Resource Histogram

Sample Bar Chart

For Histogram & S-Curve Demonstration

Duration in Days
ID DESC DUR RESOURCE 1 2 3 4 5 6 7 8 9 10 11
10 A 3 2100 700 700 700
20 B 5 3000 600 600 600 600 600
30 C 7 3500 500 500 500 500 500 500 500
40 D 2 4000 2000 2000
50 E 4 1600 400 400 400 400
Period Amount 700 1300 1300 1100 1100 1100 2500 2900 900 900 400
Cum. Amount 700 2,000 3,300 4,400 5,500 6,600 9,100 12,000 12,900 13,800 14,200
14,200

Slide content courtesy of Dr. Janaka Ruwanpura (2011)

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 Project Schedule

• Resource Histogram
• The total period resource requirements are then plotted vertically to
give the resources histogram.
• Separate resource histograms are required for each resource type.

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 Project Schedule

• Cumulative S-Curve
• Graphical presentation of cumulative costs, labor hours or other quantities
plotted against time.

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 Project Schedule

• Combined Histogram & S-Curve

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 Project Schedule

• Schedule Acceleration
• Crashing: By adding more resources=more cost
Resources

Crashing: Time
Add resources limited

Time

Image courtesy of Toorani, A (2017).

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 Project Schedule

• Schedule Acceleration
• Fast-tracking: By overlapping project activities/phases= more risks

Risk
Claim

Engineering

Procurement

Construction
Change

Rework

Saved Time

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 Project Schedule

• Common Scheduling Software

• Microsoft Project: is a flexible, powerful and specialized software
application for creating schedule graphics, estimating resource
requirements, analyzing task dependencies, and tracking project
progress.

• Primavera Project Planner: is a powerful, popular and specialized

software applications for planning, scheduling and controlling of
projects. It facilitates managing portfolios, programs, projects and
resources. It helps engineering and construction organizations to
manage time, costs, resources, contracts and changes.

Scheduling Software will be discussed by our guest speaker

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 Reference

• Jergeas, G. (2018). Project Management for Engineers.

• Project Management Institute, Inc., A Guide to the Project Management
Body of Knowledge (PMBOK® Guide) Sixth Edition, Published 2017.
• Ruwanpura, J. (2011). Project Planning and Control.
• Toorani, A. (2017). Construction Planning and Scheduling.

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