LECTURE 9

CONSTRUCTION TIME SCHEDULING

ENGR. SOHAIL AHMED
Email: sohail.rao@hotmail.com
 EXAMPLE FOR ACTIVITY/PROJECT
DURATION
The construction of a reinforced concrete wall
involves placing 660 m3 concrete, fixing 50 t of
steel reinforcement and fixing and
subsequently striking 790 m2 of formwork. A
batching plant will be used for mixing
concrete. Dumpers will be used to transport
concrete to the site. The required quantity of
steel has already been cut and bent.
Formworks have also been prepared.
 EXAMPLE FOR ACTIVITY/PROJECT
DURATION
The following information belongs to the jobs
involved in this activity:
- A 6 man concrete gang can place 16 3 of
concrete/day
- One steelfixer and one assistant can fix 0.5 t
of reinforcement/day
- One carpenter and one assistant can fix and
strike 16 m2 /day
Calculate the duration of the activity considering
the steelfixers as the critical resource.
 EXAMPLE FOR ACTIVITY/PROJECT
DURATION (SOLUTION)
- use one steelfixer, then:
duration = 50 / 0.5 = 100 days
- 0.42 concrete gang can keep pace with the
work:
output = 0.42 x 100 x 16 = 670 m3
- 0.5 carpenter can keep pace with the work:
output = 0.5 x 100 x 16 = 800 m2
- then use 2 steelfixers, 1 concrete gang and 1
carpenter
Activity duration = 50 days
CPM SCHEDULE PROCESS
Time schedule

Resource schedule

Cost schedule

Constraint schedule

Baseline Construction
schedule
 CPM SCHEDULE PROCESS
9 STEPS TO FOLLOW
1. Construction time plan
– ADM (Arrow Diagramming Method) or AOA (Activity on
Arrow)
– PDM (Precedence Diagramming Method) or AON (Activity
on Node)
2. Measure degree of flexibility in activity schedule
– Forward Pass (Earliest start and finish)
– Backward Pass (Latest start and finish)
3. Critical Path for complete duration of project
4. Adjustment time schedule according to constraints
– External (Approval, Legal etc)
– Internal (Profit max, Loss min, requirement of facility to
use)
 CPM SCHEDULE PROCESS
9 STEPS TO FOLLOW
5. Resource pool
6. Resource calendar
7. Assign the resources
8. Load schedule with cost (direct/indirect)
9. Schedule each activity ES, EF, LS, LF
 CPM SCHEDULE PROCESS
NETWORK (LOGIC DIAGRAMS)
• A network is a graphic representation of a
project plan. The activities that make up the
project and the logical relationships that exist
between these activities are represented by a
group of arrows and nodes. In an Arrow
Network the arrows represent activities and
the nodes represent events.
 CPM SCHEDULE PROCESS
NETWORK (LOGIC DIAGRAMS)
ADM/AOA
 CPM SCHEDULE PROCESS
NETWORK (LOGIC DIAGRAMS)
ADM/AOA
• The nodes are generally drawn as circles large
enough in diameter to allow for the node
number to be written within. The node at the
tail of an arrow is termed the i-node. The
node at the head of an arrow is termed the j-
node. Each activity is defined by its I and j
nodes.
 CPM SCHEDULE PROCESS
NETWORK (LOGIC DIAGRAMS)
ADM/AOA
 The arrows may be vertical, horizontal or sloping
straight line segments.
 They originate at the right side of a node and terminate
at the left side of a node.
 Scaling the arrows to activities durations is not
recommended because it results in a wide network.
 However, the arrow should be long enough to allow
space for the description of the activity to be written
above it.
 The duration of the activity is written below the arrow.
 All logical relationships must be shown on the network.
 CPM SCHEDULE PROCESS
NETWORK (LOGIC DIAGRAMS)
ADM/AOA - CONVENTIONS
These are rules to make a diagram easier to read
and reduce the chances of errors.

Arrow network notations

 CPM SCHEDULE PROCESS
NETWORK (LOGIC DIAGRAMS)
ADM/AOA – CONVENTIONS
 CPM SCHEDULE PROCESS
NETWORK (LOGIC DIAGRAMS)
ADM/AOA – CONVENTIONS
 CPM SCHEDULE PROCESS
NETWORK (LOGIC DIAGRAMS)
ADM/AOA – ACTIVITY RELATIONSHIPS
• Activities are normally Related to Other
Activities in the Schedule
• Three Types of Possible Relationships Among
Activities
o Predecessor
o Successor
o Concurrent/ Independent
 CPM SCHEDULE PROCESS
NETWORK (LOGIC DIAGRAMS)
ADM/AOA – LOGIC
 The Order in Which the Activities are to be
Accomplished is Called the Logic
 Each Work Activity is Related in Some Way to
Every other Work Activity in the Schedule.
 The Start of Some Activities Depends on the
Completion of Others. For Example Roof Cannot
be Poured Until Shuttering/ Formwork is Done.
 CPM SCHEDULE PROCESS
NETWORK = LOGIC DIAGRAMS
 It is a Graphic Display of Sequence in Which the
Activities Will be Completed.

 Logic Diagram is Also Known as “Network”.

 CPM SCHEDULE PROCESS
AOA – DUMMY ACTIVITIES
 Dummy Activities are Used to Indicate the Logic
Correctly and to Ensure that Each Activity has a
Unique Set of Node Numbers

 Dummy Activity has no Duration or

Responsibility
 CPM SCHEDULE PROCESS
AOA – DUMMY ACTIVITIES
 CPM SCHEDULE PROCESS
AOA – DUMMY ACTIVITIES
 CPM SCHEDULE PROCESS
AOA – DUMMY ACTIVITIES
 CPM SCHEDULE PROCESS
AOA – RESTRAINTS
 A Restraint Represents Any Type of Limitation

 Restraints Reflects Physical, Crew, Weather,

Crowding, Preferred Sequence, Contractual,
Equipment, Phasing or any Other Requirements

 Example of Physical Restraint is Formwork Must

be Completed before Structural Steel can be
Erected.
 CPM SCHEDULE PROCESS
AOA – EXAMPLE
The activities comprising a simple contract are given in Table 1.
Draw an arrow network for this contract.
 CPM SCHEDULE PROCESS
AOA – EXAMPLE (SOLUTION)
 CPM SCHEDULE PROCESS
DRAW AOA NETWORK DIAGRAM
IPA Activity
- A
- B
A C
A D
C, D E
B,C,D F
 CPM SCHEDULE PROCESS
AOA FOR PROJECT X
 Project Scheduling - Step 2.
Sequence the List of Project Activities
1. Start with the WBS… …2. Develop the Activity List….
BEST Management
Books
1.

WBS Activity List

1.1 Start Development of Project Management Book
Project Management 1.1.1.1.1 Writing Project Selection section for Chapter 1
- An Introduction
1.1 1.1.1.1.2 Writing Project Organization section for Chapter 1
1.1.1.1.3 Writing Project Planning section for Chapter 1
1.1.1.2.1 Writing Budget and Cost section for Chapter 2
Writing Editing Publishing 1.1.1.2.2 Writing Scheduling section for Chapter 2
Text Book Text Book Text Book
1.1.1 1.1.2 1.1.3
1.1.1.2.3 Writing Project Controls section for Chapter 2
1.1.1.3.1 Writing Auditing section for Chapter 3
1.1.1.3.2 Writing Administrative Closeout section for Chapter 3
Chapter 1 Chapter 2 Chapter 3 Editing Editing Editing 1.1.2.1 Editing Chapter 1
1.1.1.1 1.1.1.2 1.1.1.3 Chapter 1 Chapter 2 Chapter 3
1.1.2.1 1.1.2.2 1.1.2.3 1.1.2.2 Editing Chapter 2
1.1.2.3 Editing Chapter 3
1.1.3 Publishing Project Management Book
Project Project Project Budget & Scheduling Project Auditing Administrative
Selection Organization Planning Cost 1.1.1.2.2 Controls 1.1.1.3.1 Closeout 1.1 Finished Development of the Project Management Book
1.1.1.1.1 1.1.1.1.2 1.1.1.1.3 1.1.1.2.1 1.1.1.2.3 1.1.1.3.2

Writing Project Writing Project

Organization section for Planning section for Editing Chapter 1
Chapter 1 Chapter 1
Publishing Project
Management Book
Writing Project
Selection section for
Chapter 1

Writing Budget and

Writing Scheduling Writing Project Controls
Cost section for Editing Chapter 2
section for Chapter 2 section for Chapter 2
Chapter 2

3. …Use the WBS and Activity List to

develop the project activity sequence Writing Auditing section
Writing Administrative
Closeout section for Editing Chapter 3
or logic… for Chapter 3
Chapter 3

Project Scheduling
 CPM SCHEDULE PROCESS
EARLY START (ES)
 Early Start is the Earliest Time an Activity can Start After
Completion of Preceding Activities
 Early Start is Calculated by Taking the Project Start Date and
Adding Each Activity’s Duration as Per Logic Diagram

EARLY FINISH (EF)

 Early Finish is the Earliest Time an Activity can be
Completed if it is Started at its Early Start Time and is
Completed Using its Estimated Duration.
 Early Finish time is Calculated by Adding the Activity’s
Duration to its Early Start Time.
 CPM SCHEDULE PROCESS
LATE START (LS)
 Late Start is the Latest Time an Activity can Started Without
Delaying the Project.
 Late Start is Calculated by Subtracting the Activity’s Duration from
the Late Finish Time.

LATE FINISH (LF)

 Late Finish is the Latest Time an Activity can be Completed
Without Delaying the Scheduled Project Completion Time.
 Late Finish Time is Calculated by Working Backwards Through
the Logic by Starting at the Schedule’s End Date and
Subtracting In turn Each Activity’s Duration to Determine the
Latest Completion Time.
 CPM SCHEDULE PROCESS
CRITICAL PATH ACTIVITIES
 Critical Path is the Sequential Combination of
Activities and Relationships from project Start to
Finish that Requires the Longest Time to
Complete.
 Activities on the Critical Path Are Known as
“Critical Activities”
 Early Start and Early Finish, Late Start or Late
Finish are Identical of the Critical Activities
 CPM SCHEDULE PROCESS
AOA METHOD – NETWORK ANALYSIS
 CPM SCHEDULE PROCESS
AOA METHOD – NETWORK ANALYSIS (Example)
 CPM SCHEDULE PROCESS
AOA METHOD – NETWORK ANALYSIS (Example)
 CPM SCHEDULE PROCESS
FLOAT
 Activities with Different Early Start and Late
Start Timings are Flexible.

 The Flexibility is a Measure of the Ability of a

Given Activity to Have its Performance Time
Extended and is Called “Float”

 Such Activities do not have to Begin or End with

the Early Start and Early Finish Timings
 CPM SCHEDULE PROCESS
FLOAT
 The more Float the less Critical Activity
will be.

 Two Main Types of Float

o Total Float

o Free Float
 CPM SCHEDULE PROCESS
TOTAL FLOAT (TF)
 Total Float of an Activity Indicates the Amount of
Time by Which an Activity May be Delayed Without
Affecting the Project’s Scheduled Completion Date

 Activities Share Total Float With Other Activities on

the Same Path

 Individual Activities in the Path with Total Float do

not Own It.
 CPM SCHEDULE PROCESS
FREE FLOAT (FF)
 Free Float is the Difference Between an Activity’s Early Finish
Time and Early Start Time for Any Succeeding (next) Activity.
 The Free Float of an Activity is an Amount by Which that
Activity can be Delayed Without Delaying the Early Start of
any Following Activity or any Other Activity in the Network
 Free Float Occurs When more than One Arrow Goes into a
Node.
 Free Float is Calculated by Subtracting an Activity’s Early
Finish Time from Early Start of the Next Activity.
 FLOAT CALCULATION (EXAMPLE)
I J Activity
Duration ES EF LS LF FF TF
node node Description

10 12 0 Start 0 0 0 0 0 0
12 14 3 B 0 3 10 13 0 10
12 16 11 A 0 11 0 11 0 0
12 18 9 C 0 9 9 18 0 9
14 24 7 D 3 10 13 20 10 10
16 20 0 Dummy 11 11 18 18 0 7
16 24 9 E 11 20 11 20 0 0
16 22 5 F 11 16 27 32 0 16
18 20 0 Dummy 9 9 18 18 2 9
18 22 5 G 9 14 27 32 2 18
20 26 19 H 11 30 18 37 7 7
22 26 5 I 16 21 32 37 16 16
24 26 17 J 20 37 20 37 0 0
26 28 3 K 37 40 37 40 0 0
 CPM SCHEDULE PROCESS
AOA METHOD – CRITICAL PATH METHOD (Example)
 CLASS ACTIVITY
PROBLEM (GRADED) IPA Activity Dur
 Draw AOA Network - A 3
diagram. - B 3
 Do forward pass and - C 5
Backward pass calculations A D 7
for ES, EF, LS, LF. A,B,C E 4
 Find TF and FF. C F 6
 Identify Critical Path . D,E G 4
D,E H 6
D,E,F I 8