20-08-2024

PE 563 Elective-3
Construction and Project Management

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF

ENGINEERING, KOLLAM

Module 3
Introduction to construction scheduling techniques
▪ Bar chart / Gantt chart
▪ Work breakdown structure (WBS)
▪ Network representation

Principles and application of CPM

▪ Network analysis
▪ Development of CPM network
▪ Identification of critical path
▪ Different float computations
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Introduction
History of Bar/ Gantt Chart

▪ Henry L. Gantt developed bar chart upon which specific

time points were indicated, during World War 1, for
production control.

▪ Frederick W. Taylor was another expert who popularised

the graphical representation of work versus time

▪ Later adopted to construction sector, to schedule the

main parameters such as materials, machines,
manpower and money in the framework of time
Source: Dheodhar & Sharma, Construction Engineering & Management, 2019
Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Popular methods
CPM – Critical Path Method
PERT – Programme Evaluation & Review Techniques
GERT* – Graphic Evaluation & Review Techniques
RAMPS* – Resource Allocation & Manpower Planning System
RPSM* – Resource Planning & Scheduling Method
MIS* – Management Information System
RPC* – Resource Planning & Control
* Uses the basic concept of CPM and PERT
Source: Dheodhar & Sharma, Construction Engineering & Management, 2019
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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The five resources for planning

▪ Materials

▪ Machines

▪ Manpower

▪ Money

▪ Time

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

The hierarchy of schedules

Construction
Schedule

Material
Schedule
Equipment
Schedule
Labour
Schedule

Financial
Schedule
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

The Bar Chart/ Gantt chart

Developed by Henry Gantt in
1917 during World War-I

Bar Chart is also called as

Gantt Chart

Originally developed to plan

and track the progress of
manufacturing operations,
later used in construction
Henry Laurence Gantt
1861 –1919
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

The Bar Chart/ Gantt chart

Graphical representation of a project schedule

▪ Used as a Scheduling Tool for small scale projects.

▪ Used as a Presentation Tool for almost all projects.
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

The Bar Chart/ Gantt chart

Components of a Bar Chart
Project Information such as project title,
brief description, scope, location, owner,
Header contract number, award date, project
status, etc.

Task Task id, task description, duration, start,

Information finish, status etc.

Years, months, weeks, days - depending

on the level of detail to be presented
Time Scale
Graphical representation of each activity
Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

The Bar Chart/ Gantt chart

A simple Bar Chart
Each horizontal
bar represents a
Project Activity
or Task

The bar’s length

is in proportion
to the activity
duration

Activities are time scaled and are super imposed over a calendar
Bar Chart shows how different activities are related to each other
Allows one to grasp schedule information quickly and easily.
Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

The Bar Chart/ Gantt chart

Advantages
▪▪ Simple
Simple and
and easy
easy to
to make
make
▪▪ It
It can
can be
be easily
easily understood
understood
▪▪ Can
Can be
be laid
laid out
out in
in aa compact
compact way
way
▪▪ Easy
Easy to
to use
use in
in office
office and
and construction
construction site
site
▪▪ Easy
Easy to
to review
review project
project status
status -- Planned v/s Progress
Planned v/s Progress
Disadvantages
Difficult to show
▪ The order of activities for complex projects
▪ Relationship between operations (cannot be shown)
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

The Bar Chart/ Gantt chart

Types

▪ Bar Chart for a Single Project

Each bar represents one activity or a task in the project.

▪ Summary Bar Chart

Bar Chart for multiple projects of a construction company.
Each bar represents a construction project

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

The Bar Chart/ Gantt chart

Bar Chart for a Single Project

▪ Finish to Start

▪ Start to Start

▪ Finish to Finish

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

The Bar Chart/ Gantt chart

Summary Bar Chart

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

The Bar Chart/ Gantt chart

Computer tools to generate Bar Charts

▪ MS Excel

▪ Microsoft Project

▪ Sure Trak

▪ Primavera (P3, P5, P6)

▪ Candy Project Planning Tool

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

The Bar Chart/ Gantt chart

Key aspects
Time scale
▪ Depending on project duration & project type
▪ Depending on to whom and what to present
▪ For summary bar charts – monthly progress
▪ For short term planning – daily progress
Size
▪ Print to fit standard page size is better
▪ Matters when it has to be distributed or displayed

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

The Bar Chart/ Gantt chart

Overlapping bars
▪ Can be avoided and can have parallel activities
Buffer
▪ Is the time gap between two activities
▪ Can be planned as well as incidental (for e.g. Poor weather)
Not Confidential
▪ It is an open document, so no confidential information
related to the project to be included

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

The Bar Chart/ Gantt chart

Bad practice

Good practice

Representing Late Start (LS) and Late Finish (LF)

Maximum duration
▪ Better if it is 3 months, otherwise split the task
Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

9
 20-08-2024

The Bar Chart/ Gantt chart

How to use Bar Charts

Shaded portion indicates the amount of work that has

been completed when reviewed on the current date
Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

The Bar Chart/ Gantt chart

Inference:
▪ Activity ‘F’ – on schedule
▪ Activity ‘G’ – ahead of schedule
▪ Activities ‘E’ and ‘C’ – behind Schedule
Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

The Bar Chart/ Gantt chart

Scope of Bar Charts
Can be used as a tool to

▪ Present the status of the project clearly and quickly

▪ Report the project status to top management

(Who will be interested to have a quick idea on the over all status of
the project rather than day to day specific details)

▪ Present the status of the project to those who do not

have any special knowledge of scheduling

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

The Bar Chart/ Gantt chart

Limitations of Bar Charts
▪ Cannot clearly show the logical relationships or
interdependencies among various concurrent activities

Activity A
Activity A Excavation – 3 Weeks
Activity B
Activity B
Form work – 5 Weeks
Activity C Activity C

Activity D Concreting – 5 Weeks

Activity D

January February March April Carpentry

May – 5 Weeks

Source: Srinath L S, PERT & CPM Principles and Applications, 1989

Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

The Bar Chart/ Gantt chart

▪ Cannot be used as a control device, because the
progress of work cannot be clearly understood

▪ Due to this it is difficult to predict the downstream

effect of changes, when early activities change

▪ Also It is difficult to see the effect of current changes on

the project schedule for complex projects

▪ The uncertainty or tolerances in the time duration

estimated for tasks cannot be clearly shown

Source: Srinath L S, PERT & CPM Principles and Applications, 1989

Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

The Bar Chart/ Gantt chart

Exercise: The following project is to be represented by a bar chart.
Start Date: Activity No of Days
No of working days/ week: 5 1 8
Key aspects: 2 4
Concurrent activities: 1 and 2. Activity 3 can 3 7
commence only after 2 is complete. Activities 4 4 9
and 6 can occur concurrently with 3. Activity 8 5 3
can start 4 days after the commencement of 6 3
Activity 6. Activity 7 should follow activity 5. 7 14
Activity 5 can begin concurrently with activity 8. 8 17

1. Draw the bar chart denoting calendar days

2. Find out the date of completion of the project

3. Report the progress on the 10th working day after start

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Work Breakdown Structure (WBS)

A work breakdown structure (WBS) in construction is a
▪ Hierarchical way of organizing a building project
▪ Single document that divides the project deliverables into
manageable pieces known as work packages
WBS Resembles a family tree or organization chart, at the very top of
the diagram, the finished building appears.

The bottom layer represents the smallest division of work, which

cannot be decomposed further and are called terminal elements.

100 percent rule is the key principle – WBS must show the entire
project scope, including all deliverables: design, engineering, and
project management services.

Source: Master WBS in Construction | Smartsheet

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Work Breakdown Structure (WBS)

Definitions
The whole process is broken down into various smaller
component parts and serves as a common framework for
various tasks in a project (Dheodhar & Sharma, 2019).

A system is broken down until manageable units for

planning and control is arrived at. Establishes the
hierarchical order in a system. Also known as ‘Indenture
Structure’ (Srinath L.S, 1989).

Breaking down large projects into construction stages,

then into many operations. A way of project organization
(Robert B. Harris, 1978).

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF

ENGINEERING, KOLLAM

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Work Breakdown Structure (WBS)

Two schools of thought
1. Deliverable-Oriented Work Breakdown Structure
▪ Revolves around tangible deliverables, not processes.
▪ The hierarchy for this kind of WBS captures what you will build
rather than how you will build it.
Benefits
▪ It simplifies the cost estimating process.
▪ It allows one to see the total work scope.
▪ It clarifies the relationships among elements.
▪ One can use it during all project phases.
▪ It’s easier to modify as the project changes.
▪ It supports earned value management.
Source: Master WBS in Construction | Smartsheet
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Work Breakdown Structure (WBS)

Deliverable-Oriented Work Breakdown Structure

Source: Master WBS in Construction | Smartsheet

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

Work Breakdown Structure (WBS)

2. Phase-Based Work Breakdown Structure
▪ A phase-based WBS divides construction into steps or stages.

▪ Also known as a process-oriented, task-oriented, or activity-

oriented work breakdown structure.

▪ A project is broken down into its component activities, phase-based

WBS focuses on processes rather than on deliverables.

▪ A phase-based WBS arose in part to ease the transition from a

deliverable WBS to a project schedule.

▪ Can be subject to error because capturing all the construction

activities is more difficult than defining the deliverables.

Source: Master WBS in Construction | Smartsheet

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Work Breakdown Structure (WBS)

Phase-Based Work Breakdown Structure

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF

ENGINEERING, KOLLAM

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 20-08-2024

Work Breakdown Structure (WBS)

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF

ENGINEERING, KOLLAM

Work Breakdown Structure (WBS)

Creating the Work Breakdown Structure

Source: Master WBS in Construction | Smartsheet

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Work Breakdown Structure (WBS)

The Goal of a WBS in a Construction Project
▪ The goal of a WBS is to make the project more manageable.

▪ The WBS to do a better job of estimating costs, assigning tasks, and

checking progress against the schedule and budget.

▪ The WBS also lays the groundwork for clear communication among
all the stakeholders in the project.

The main objectives of WBS in construction are:

▪ Detailing tasks and deliverables for crews and subcontractors

▪ Laying out milestones and progress checkpoints

▪ Defining quality control and acceptance criteria

▪ Giving information on construction methods for each deliverable

Source: Master WBS in Construction | Smartsheet
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Work Breakdown Structure (WBS)

A Typical Construction Project WBS with Phases

Source: Master WBS in Construction | Smartsheet

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Work Breakdown Structure (WBS)

WORK BREAKDOWN STRUCTURE WITH GANTT CHART TEMPLATE
PROJECT TITLE

PROJECT
MANAGER

COMPANY
NAME

DATE PHASE ONE

START
WBS NUMBER TASK TITLE TASK OWNER DUE DATE DURATION % of TASK WEEK 1 WEEK 2 WEEK 3
DATE
COMPLETE
M T W R F M T W R F M T

1 Project Conception & Initiation

1.1 Project Charter Leon W 12-03-2022 15-03-2022 3 100%
1.1.1 Project Charter Rev isions Kylie R 15-03-2022 16-03-2022 1 100%
1.2 Research Pete S 15-03-2022 21-03-2022 6 90%
1.3 Projections Stev e L 16-03-2022 22-03-2022 6 40%
1.4 Stakeholders Allen W 17-03-2022 22-03-2022 5 70%
1.5 Guidelines Malik M 18-03-2022 22-03-2022 4 60%
1.6 Project Initiation Malik M 23-03-2022 23-03-2022 0 50%
2 Project Definition & Planning
2.1 Scope & Goal Setting Stev e L 24-03-2022 28-03-2022 4 5%
2.2 Budget Allen W 29-03-2022 02-04-2022 4 30%
2.3 Communication Plan Malik M 0 0%
2.4 Risk Management Malik M 0 0%
3 Project Launch & Execution
3.1 Status & Tracking Pete S 0 0%
3.2 KPIs Leon W 0 0%
3.2.1 Monitoring Kylie R 0 0%
3.2.2 Forecasts Kylie R 0 0%
3.3 Project Updates Pete S 0 0%
3.3.1 Chart Updates Malik M 0 0%
4 Project Performance / Monitoring
4.1 Project Objectiv es Stev e L 0 0%
4.2 Quality Deliv erables Allen W 0 0%
4.3 Effort & Cost Tracking Malik M 0 0%
4.4 Project Performance Malik M 0 0%

CLICK HERE TO CREATE IN SMARTSHEET

Source: Master WBS in Construction | Smartsheet

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Work Breakdown Structure (WBS)

Activity & Dummy Activity
Activity is a unique unit of the project which can be
described within the units of time.

Dummy Activity is an activity that requires ‘zero duration

of time’ and for which no resources are required.
Activity can be;

▪ Production activity (Application of resources; the four M’s and time)

▪ Procurement activity (Procurement and or installation of resources)

▪ Management decision activity (Monitor and control)

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Work Breakdown Structure (WBS)

Degree of Project Breakdown
Who will be? How it will be used?

Two ways of WBS

▪ Breakdown the upper level network into activities

▪ Assemble activities to get upper level network

Creating Activity List

▪ Initial list, Preliminary list, List with dependencies shown

▪ Production, Procurement and Management

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Work Breakdown Structure (WBS)

1 2 3

Initial list
Production Preliminary list
Production List with dependencies shown
+ Production + Procurement +
Procurement Management
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Work Breakdown Structure (WBS)

WBS Levels

Hierarchical diagram showing project components. Overall

project is divided into activities. Moving downward the
diagram, the details are increasing.
Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Work Breakdown Structure (WBS)

Constructing a house

Not the only possibility. Can have more levels. Complex

projects will have 10-12 levels usually.
Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

Work Breakdown Structure (WBS)

For construction projects

For construction
projects, WBS usually
has 5 Levels as defined
by Glavinich.
(Glavinich, 1994)

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Work Breakdown Structure (WBS)

House construction example

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Work Breakdown Structure (WBS)

Project level v/s Building level

Engineering Concreting

Pre-construction Masonry

Procurement Services
Project Building
Resource
Finishing
mobilization

Construction Landscaping

Close out Miscellaneous

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Work Breakdown Structure (WBS)

Exercise:

Prepare a WBS for constructing a compound wall

and gate for a land of size 8 m wide x 12 m long.
The WBS shall include procurement, production
and management activities. All materials are
available within 50 km from the site. Assume all
other necessary details.

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF

ENGINEERING, KOLLAM

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Networks
Critical Path Method (CPM)
▪ Introduced by Morgan B Walker of EI Du Pont
Engineering Services and James E Kelley of Remington
Rand in 1957
▪ First applied in Chemical Refinery

Source: Dheodhar & Sharma, Construction Engineering & Management, 2019

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
▪ Plans illustrated by arrow diagrams
▪ Shows inter-relationships & inter-dependencies

Source: Dheodhar & Sharma, Construction Engineering & Management, 2019

Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

23
 20-08-2024

Network Planning
Salient features:
▪ Offers integrated management control system
▪ Helps in easy communication and coordination
▪ Defines the work to be carried out, to plan in detail
▪ Eliminates ambiguity and reduce misunderstanding between
working groups
▪ Produce better work schedules based on knowledge of resources
required and resources available
▪ Decide the best way of applying resources to achieve project
objectives and set milestones
▪ Monitor progress and detect in advance the points of expected
delay and other bottlenecks

Source: Dheodhar & Sharma, Construction Engineering & Management, 2019

Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning

The basic elements

▪ Nodes

▪ Links between nodes

Example:
1. In a highway map nodes are cities and roads are links
2. In a water distribution system, nodes are taps and links are pipes

Source: Dheodhar & Sharma, Construction Engineering & Management, 2019

Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Network Planning
Two types of network expressions

1. Arrow diagram or Activity on Arrow (AOA) method

▪ Building activities becomes links

▪ Relation between them becomes nodes

2. Precedence diagram or Activity on Node (AON) method

▪ Building activities becomes nodes

▪ Links between them become relations

Source: Dheodhar & Sharma, Construction Engineering & Management, 2019

Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Basic Arrow Diagramming (AOA)
▪ It is unidirectional
▪ Can easily be converted into time-scaled representation

In the diagram shown Activity C is

dependent on Activity A, but the reverse
dependency is not possible

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Network Planning
The Basic Logic Patterns of AOA Diagram
Arrow: The graphical representation of an activity
Node: Occur at each end of the arrow, defines the
beginning or end of an activity, commonly known as ‘event’

“i” event: Event at the tail of the arrow (preceding event)

“j” event: Event at the head of the arrow (succeeding event)
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
The Basic Logic Patterns of AOA Diagram

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

Network Planning

Activity B is dependents on the completion of Activity A

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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 20-08-2024

Network Planning

2 8
6
4

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning

Required:
Activity C depends on
Activity A & Activity B

Activity D depends
upon Activity B only

The use of dummy to define the correct logic in an Arrow Diagram

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Network Planning

The two activities A and

B begin and end on
common events 4 and
10 respectively.
0

The use of dummy to maintain unique numbering of activities

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Original diagram Diagram after removal of
redundant dummies

The dummy between Activity A and Activity B is unnecessary

The two dummies are extra

Removal of redundant dummy activities

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

29
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Network Planning
Original diagram Diagram after removal of
redundant dummies

Activities C and E depend upon both Activities A and B, dummies not needed

Activity E depend only upon Activity B, so two dummies are not needed
Removal of redundant dummy activities
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning

The two dummies entering the tail

node of Activity E cannot be removed

Activity E is dependent upon both activities A and B, whereas Activity C

depends only on Activity A and Activity F depends only on Activity B
Combining beginning and ending nodes
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Network Planning

Consider a small project of five

activities.

Activities A, B and C can start at

the same time and start the
project. Activity E depends upon
A E
A, Activity F depends upon C
B
and when Activities B, E and F
C F are complete, the project is
finished.

Combining beginning and ending nodes

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Numbering the Network
▪ Done when the diagram is essentially complete

▪ The numbers ‘i’ and ‘j’ are arbitrarily assigned

▪ Smaller number at the tail and larger at the head

▪ A unique number for each event, to eliminate ambiguities

▪ Consecutive numbers satisfies the requirement of directionality, but

limits the possibility of adding any new event

▪ Some logical sequencing can be adopted for flexibility, to add new

events. For e.g. Odd numbers for listed ones and even for new ones

▪ Procurement, production and management activities can have

separate coding for easy identification
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Network Planning
Constructing the Diagram

1. Start Event Approach

▪ By putting the first event and the activities that

‘burst’ from it. Then the ‘j’ events are added.
Continued till the last event is reached

▪ Limitation: Correcting the position of activities

when dummies are to be added

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
2. Finish Event Approach

▪ By putting the terminal event and the activities

that ‘merge’ to it. Then the ‘i’ events are added.
Continued till the initial event is reached. Does
not require alterations if the list is complete.

▪ Limitation: Will not work if the activity list is still

being developed

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Network Planning
3. Independent Activity Approach

▪ By putting the activities in an approximate order.

Both ‘i’ and ‘j’ events are added for each activity.
The dependencies are then established by
connecting all related events with dummies. The
final diagram is reviewed and edited

▪ Limitation: May require several iterations

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning - Example

Footing 2
Activity Duration
Footing 1 5 days
FootingFooting
2 25 days

Wall 1 3 days
Wall 2 3 days
Footing 2

Assumptions:
(1) Construction joint at mid-length (2) To start with the first half of wall

Retaining wall arrow diagram – start event approach

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Network Planning
Exercise:

Construct an arrow diagram for the Floor Slab

Concreting of a single storey Residential building.
The slab constructed is a flat slab. The diagram
shall include procurement, production and
management activities. All materials are available
within 50 km from the site.

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Limitations of AOA Diagram

▪ In case of large project networks, 10 to 15% of activities

in AOA network are dummy activities.

▪ Dummy activities add to the complexity of networks and

increase the time required for schedule calculations.

▪ Use of AON representation avoids the use of dummy

activities

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Network Planning
Basic Precedence Diagramming (AON)
▪ Otherwise called Activity on Node (AON) method
▪ Activity placed on the ‘Nodes’, ‘Links’ between them
represents the relationship

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
▪ Devised by John W. Fondahl of
Stanford University in 1961

▪ Activity emphasis existed in

early CPM model was adopted
▪ ‘Circle and Connecting Line
Diagram’ was the initial name

▪ J. David Craig named it as

‘Precedence Diagram’ with
only ‘start to finish’ relationship
John W. Fondahl
is identified Stanford University

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Network Planning
The Basic Logic Patterns for Precedence Diagram
Activity number/
Duration

Activity name

(a) Independent relationships

(b) Dependent relationships

Activity B depends upon the completion of Activity A

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

36
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Network Planning
20 30 Activity C is related to
A B both Activity A & B

Activity B is dependent
on Activity A only
Redundant link
to be removed
40
C

(a) Incorrect representation

20 30 40
A B C

(B) Correct representation

Redundant linkages
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Activity A, B and C are
independent activities

Activity D is dependent on
Activity A and Activity E is
dependent on Activity C

(a) Incorrect representation

Event Node Event Node

(B) Correct representation

Closing the network to give single beginning and ending nodes
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

37
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Network Planning

Recommendations for Proper Precedence Diagramming

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning

Recommendations for Proper Precedence Diagramming

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

38
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Network Planning

Recommendations for Proper Precedence Diagramming

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning

Recommendations for Proper Precedence Diagramming

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

39
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Network Planning

Recommendations for Proper Precedence Diagramming

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning

Recommendations for Proper Precedence Diagramming

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

40
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Network Planning
Example:
20
Footing 2

10 40
Footing 1 Wall 2

30
Wall 1

Assumptions:
Construction joint at mid-length. To start with the first half of wall.

Retaining wall precedence diagram

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
AOA to AON

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

41
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Network Planning
AOA to AON

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
AOA to AON

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

42
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Network Planning
AOA to AON

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
AOA to AON

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

43
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Network Planning
Scheduling Computations
ESD – Early Start Date (ES – Early Start)
EFD – Early Finish Date (EF – Early Finish)
LSD – Late Start Date (LS – Late Start)
LFD – Late Finish Date (LF – Late Finish)
Forward Pass Computation (ES and EF)
Backward Pass Computation (LS and LF)
Floats Derived from Activity Time Values (Floats)
▪ Total Float
▪ Free Float
▪ Interfering Float
▪ Independent Float
Critical & non critical activities
Critical Path Computation
Project duration

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
ESD – Early Start Date / ES – Early Start:
The earliest point in time that any activity bursting from its
beginning node can start.
EFD – Early Finish Date / EF – Early Finish:
Dependent upon ESD/ES and activity duration.

LFD – Late Finish Date / LF – Late Finish: The latest point in

time that any activity which merges at the ending node can
finish.
LSD – Late Start Date / LS – Late Start: Dependent upon
LFD/LF and activity duration.

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

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Network Planning
Representations
ES EF
Name
10 20
Duration
LS LF
Arrow Diagramming

ES EF ES EF

Name Name
Duration Duration

LS LF LS LF
Precedence Diagramming
Source:
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Forward Pass Computation - To determine the earliest
possible completion time of a project
▪ To calculate the earliest start and finish time for each
activity of the project, considering Early Start and Early
Finish of its preceding activity and activity duration
▪ By successively adding activity durations along chains of
activities until a merge node is found
▪ At merge node the largest value of the sum of the
activity duration from each path entering the node is
taken as the start of the succeeding activity
▪ Addition continues to the next merge point, steps are
repeated until the terminal node is reached

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

45
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Network Planning
Backward Pass Computation - To calculate the late start
and late finish for each activity
▪ To calculate latest possible time of finish and start of
each activity of the project, considering Late Finish and
Late Start of the succeeding activity and activity duration
▪ By assigning late finish dates to all activities merging at
the last node and then successively subtracting activity
durations along chains until a burst node is reached
▪ At the burst node the smallest value of late starting
dates calculated for each path leaving that node is taken
as the late finish date
▪ Process is continued till the next burst point is found,
repeated till the start node is reached
Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Forward Pass Computation

Early Finish Date = Early Start Date + Activity Duration

Procedure: Successive addition

Largest value at the merge node is considered

Backward Pass Computation

Late Start Date = Late Finish Date - Activity Duration

Procedure: Successive subtraction

Smallest value at the burst node is considered

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

46
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Network Planning
Example: To do a simple project network

Activity Duration
Footing 1 5 days
Footing 2 5 days
Wall 1 3 days
Wall 2 3 days

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Option 1

Option 2

Option 3

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

47
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Network Planning
Forward Pass Computation

ES EF

1. ES = Maximum of (EF of Preceding activities)

2. Early Finish (EF) of an activity = ES + Activity Duration

3. Project Duration = EF of last activity

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Backward Pass Computation

ES EF

LS LF

1. LF of last activity = Max (EF) of last activity or Expected

completion date specified by the owner
2. LF of Preceding Activity = Minimum of (LS of Succeeding
Activities)
3. LS of Activity = Late Finish – Activity Duration
Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

48
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Network Planning
Floats Derived from Activity Time Values

Float: The amount of scheduling leeway that a network activity has is

called its float.

Total Float: – Amount of time by which an activity can be delayed

without delaying the project completion.

Total Float = Late Finish – Early Finish

OR
= Late Start – Early Start

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Free Float : The time available for an activity, which neither delays the
project completion nor delays the start of any following activities.

Free Float = Minimum of (ES of succeeding activities) –

EF of current activity

Interfering Float: The portion of the total float which affects

succeeding activities but not the project completion.

Interfering Float = Total Float – Free Float

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

49
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Network Planning
Independent Float:
The float that is exclusively available for an activity.
Amount of time an activity can delay, but not delay the project
completion, not delay the start of any succeeding activity and not be
delayed by any preceding activity.

Independent Float
= Earliest Successors’ Early Start – Earliest
Predecessors’ Late Finish – Activity’s duration

Source: Robert B. Harris, Precedence and Arrow Networking Techniques for Construction, 1978
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Activity Representation in Precedence Diagram for CPM
Computation

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

50
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Network Planning
Total Float Computation

TF

Total Float = (Late Finish – Early Finish)

or
(Late Start – Early Start)
Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Free Float Computation

TF FF

Free Float = Minimum of (ES of succeeding activities) –

EF of current activity

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

51
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Network Planning
Project duration and Critical Path Computation

Project duration: 13 days

Critical Path: TF = 0, FF = 0, LF = EF, LS = ES, i.e.
Start, Footing-1, Footing-2, Wall-2, Finish
Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning
Exercise: Compute the floats and find out the critical path

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

52
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Network Planning
Exercise: Independent float of C is?

Source: Class Notes, Construction planning & control, Dr. Sivakumar Palaniappan, BTCM, IITM
SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF
ENGINEERING, KOLLAM

Network Planning

[Link]

[Link]

SUBHASH VARMA, DEPARTMENT OF ARCHITECTURE, TKM COLLEGE OF

ENGINEERING, KOLLAM

53