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Outline
• Plan Scope Management
Planning – Collect Project Requirements
– Define Scope
Projects – Create Work Breakdown Structure (WBS)
• Plan Schedule Management
– Purpose of Project Schedules
– History
Engr. Nico E. Funa – Limitations and Creation
CE168P – Construction Methods and Project Management
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Outline Plan Scope Management

• Plan Schedule Management (cont.) • The process of creating a scope management
– Define Activities
plan that documents how the project scope
– Sequence Activities
• Predecessor and Successor will be defined, validated and controlled.
• Leads and Lags
• Dependencies
• Collect Project Requirements
– Estimate Activity Durations • Define Scope
– Develop Project Schedules
• Forward and Backward Passes • Create Work Breakdown Structure (WBS)
• Critical Path and Float
– Uncertainty in Project Schedules
– Gantt Chart
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Collect Project
Define Scope
Requirements
• The process of defining, documenting and • The process of developing a detailed
managing stakeholder needs and description of the project and the product.
requirements to meet project objectives. • Product Scope
1. Ensure that the project team is absolutely • Project Scope
clear on the project objectives.
2. Gather input from various stakeholders of
the project.

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Define Scope Define Scope

• Product Scope • Product Scope
– Features and functions that characterize a – Deliverables
product, service or result
– What the team will deliver at the end of the
– The outputs that the project team will deliver to
project and what they need to deliver along the
the owner.
way to ensure success.
• Project Scope
• Project Scope
– The work performed to deliver a product, service
or result with the specified features and functions. – Project Work Statement
– The work that the project team need to perform – What work needs to be accomplished to create
to create the project’s output. the deliverables.
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Define Scope Define Scope

• Importance: 1. List Deliverables and Acceptance Criteria.
– All other planning is based upon the established 2. Establish Project Boundaries
product and project scope.
– It is impossible to estimate project cost, duration,
assign resources, analyze risks and define quality
standards without first understanding what work
the project includes.

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Work Breakdown Structure Work Breakdown Structure

• A tool project teams use to progressively • Importance:
divide the deliverables into smaller and – It provides a pictorial representation of all project
smaller pieces. deliverables.
1. List Deliverable – By using a systematic process for creating the
WBS, it is ensured that the project team
2. Ask “What are the components of this remembers all deliverables that need to be
deliverable?” created.
– Deliverables that are not planned, but need to be,
often add to schedule delays and cost overruns.

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Work Breakdown Structure
• Importance: (cont.)
– WBS is easily modified since changes usually occur
in projects.
– Can help pinpoint where and why a problem
occurred.
– Helps keep other deliverables on schedule and
isolate the problem, while it is being fixed.
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Plan Schedule Management
• The process of establishing the policies,
procedures and documentation for planning,
developing, managing, executing and
controlling the project schedule.
• Once a project is scheduled, the budget can
be formulated, resource needs can be
identified and assigned, risks can be identified
and plans for dealing them and quality
management plan can be created.
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Purpose
• A Construction Schedule answers the
following questions:
– When will the project be completed?
– What s the earliest date a particular activity can
start and when will it end?
– What activity must begin before which activities
can take place?
– What would happen if a delivery of a material is 1
week late?
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Work Breakdown Structure
• Work Packages
– The work defined at the lowest level of the WBS.
– It is the level at which:
• Work activities can be defined
• duration can be calculated
• Resources may be assigned
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Plan Schedule Management
• Activities – a distinct, scheduled portion of
work performed during the course of the
project.
– Clear starting and end points
– Tangible output (Verifiable)
– Cost and schedule can be estimated
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Purpose
• A Construction Schedule answers the
following questions: (cont.)
– Can a key worker take a week of vacation the first
week of March?
– Which resource is a bottleneck, which limits the
speed of project completion?
– If the owner is willing to spend an extra P500,000,
how much faster can the project be completed?
– What activities must have been completed by
today?
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History History
• 1950s • PERT
– Networks representing the activities were – 3 time estimate (optimistic, most likely,
developed and schedules were calculated. pessimistic)
– Program Evaluation Review Technique (PERT) – Developed by Navy’s Special Program Office
– Critical Path Method (CPM) – For projects with considerable uncertainty
• Two methods of displaying work activities:
– Activity on Arrow (AOA)
– Activity on Node (AON)

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History Limitation
• CPM • Factors that limit how fast a project can be
– Single time estimate completed.
– Developed by Engineering Services of DuPont – Logical Order
– Focus was to understand the longest sequence of – Activity Duration
activities which determines how long the project – Resource Availability
would take – Imposed Dates
– Cash Flow

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Creation Define Activities

• Creating a realistic schedule is an iterative • From Work Packages in the WBS, ask “What
process: activities must be completed to create each of
– Identify all activities the project deliverables?”
– Determine logical order • Ensure completeness to avoid project failure.
– Assign resources
– Estimate cost and durations
– Perform Adjustments

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Define Activities Sequence Activities

• Milestone • Determine the logical order in which they can
– An important point in a project schedule that will be accomplished.
be used as a checkpoint to identify if the project is • What activity/ies can be started right away
progressing as per schedule.
and do not depend on any others?
– May be a completion of major deliverable, critical
activity or a merging point in the project schedule • What activities should or can follow?
where multiple activities need to be completed
before progress can continue.

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Sequence Activities Sequence Activities

• Predecessor • Lead
– an activity that logically comes before a – The amount of time whereby a successor activity
dependent activity in a schedule. can be advanced with respect to the predecessor
• Successor activity.
– A dependent activity that logically comes after • Lag
another activity in a schedule. – The amount of time whereby a successor activity
is required to be delayed with respect to the
predecessor activity.

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Sequence Activities Sequence Activities

• Activity Relationships/ Dependencies
– Finish-to-Start
• A logical relationship in which a successor activity
cannot start until a predecessor activity has finished.
– Finish-to-Finish
• A logical relationship in which a successor activity
cannot finish until a predecessor activity has finished.
• Activity Relationships/ Dependencies
– Start-to-Start
• A logical relationship in which a successor activity
cannot start until a predecessor activity has started.
– Start-to-Finish
• A logical relationship in which a successor activity
cannot finish until a predecessor activity has started.

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Estimate Activity Durations Develop Project Schedules

• Duration • Forward Pass
– Is the total number of work periods required to – A critical path method technique for calculating
complete a scheduled activity, usually expressed the early start and early finish dates of each
in workdays or workweeks. activity by working forward through the schedule.
• The length of time to perform an activity is
often dependent upon who/ what will do the
work.

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Develop Project Schedules Develop Project Schedules

• Early Start (ES) • Calculation
– The earliest possible time on which uncompleted – ES + Duration = EF
portions of a schedule activity can start.
• Early Finish (EF) • Analysis
– The earliest possible time on which uncompleted – If activity has various predecessors, select the
portions of a scheduled activity can finish. latest time of early finish as the early start of the
activity.

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Develop Project Schedules Develop Project Schedules

• Backward Pass
– A critical path method technique for calculating
the late start and late finish dates of each activity
by working backward through the schedule.
• Late Start (LS)
– The latest possible time on which uncompleted
portions of a schedule activity can start.
• Late Finish (LF)
– The latest possible time on which uncompleted
portions of a scheduled activity can finish.

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Develop Project Schedules Develop Project Schedules

• Calculation • Float
– LF - Duration = LS – The amount of time a scheduled activity may be
delayed or extended without affecting its
successor or the project finish date.
• Analysis – Float = ES-LS or EF-LF
– If activity has more than one (1) successor, select • Critical Path
the soonest time of late start as the late finish of – The sequence of activities that represents the
the activity. longest path through the project schedule which
determines the shortest possible duration.
– Critical Path = Activities with 0 Float
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