CENG 401

Project Planning & Construction Management

3.0 Credit

Tasnia Rahman
Lecturer
Department of Civil Engineering,
Presidency University.
Email: [email protected]
 Marks Distribution

 Final Exam 40 %
 Mid Exam 30 %
 Quizzes & Assignment/Presentation 20%
(Sudden Class test )
 Class Attendance 10 %
Syllabus:
• Construction Planning and Scheduling
• Tools of Project Management
• Bar Charts and Network Diagram
• Critical path Method (CPM)
• Resource Scheduling: Program Evaluation and Review Technique (PERT)
• Linear Programming: Graphical Method of LP
• Construction Inspection and Quality Control, Safety in Construction Site
• Construction Planning, Management of Materials and Equipment
Syllabus:
• Construction Technology
• Construction Contracts and Specifications, Contractual Document
• Project Management Concepts; Project Organizations
• Construction Supervision; Site Management, Problems in Project
Implementations
• Construction Economy, Construction Cost, Methods of Reducing Construction
costs
 Activi Durati
ty on
Numb (Week
er s)
1 1

Example 1: 2 2

The activity breaks down for a project is as 3 4

follows: 4 3
5 1
6 2

• Activity 2 and activity 3 can be done concurrently,7and both must

4

follow activity 1.
• Activity 2 must precede activity 4
• Activity 5 cannot begin until both activities 2 and 3 are
completed
•• Activity 6 can be started only after activities 4 and 5 completed
Draw the Bar
 Solution:
Duration of the Project =
1
10 weeks)
2
3
Activi

4
ty

5
6
7

1 2 3 4 8 9 1 1
5 6 7
0 1
Time
(weeks)
 Example :
2
• Draw theBar Chart for
“Finalizations of Designs and
work
Activity order” for a Building project Duration
Description
(weeks)
A Site selection and Survey 4
B Design 6
C Preparation of Drawings 3
D Preparation of Specifications and Tender 2
Documents
E Tendering Process 4
F Selection of Contractor
Dr Md Mizanur
Rahman 1 3/1/20
21

G Award of Work order 1

 Shortcomings of Bar Charts and Remedial Measures

Bar charts have following shortcomings/limitations. These shortcomings can be

overcome by following suggested remedial measures.
• Lack of degree of details
• Review of project progress
• Activity inter-relationships
• Time Uncertainties
 1.Lack of degree of details

• On the bar charts, only major activities are shown. If too many
activities or tasks are separately shown, it becomes clumsy.

• Due to this, bar charts are not very useful for big projects.
• A particular activity, whether big or small, is shown by one bar, without any details of
sub-activities contained in it.
• These sub-activities cannot be separated out. Due to
this effective control over the activities cannot be achieved.

10
 2.Review of project progress

• A Bar Chart does not show the progress of work and hence it cannot be used as a
control device.
• For proper control of the project, information of the progress made at a particular
instant of time should be available.
• Controlling is essential for re-scheduling the remaining activities. However, an
existing bar chart, cannot be modified to depict the progress made.
• This can be done by showing the progress of each activity, by hatched lines along the
corresponding bar of that activity.
• Generally, hatching is done in half the width of the bar.
1
Sometimes different colors are filled in the bars to show various "control information”
as indicated below.

Control Color
Information

Anticipated progress Black

Actual progress Green
Progress behind Red schedule
 At the end of 8 weeks progress
1 of The project.

With control
information.
 3. Activity inter-relationships
• As indicated earlier, there are some activities of a project which are takes up
concurrently, while there are others which can be taken up only after the
completion of some other activity.
• The concurrent activities or jobs are represented by bar running parallel or
overlapping each other time wise
• The other types of the activities have bars that run serially one after another
• In a Project, there may be large number of activities, which can start with a certain
• degree of inter-relationships.
• By merely depicting them by parallel lines, the inter-relationships between
them Cannot be clearly depicted.
1
 4.Time Uncertainties

• Bar Charts are not at all useful in those projects where there are uncertainties in
determination or estimation of time required for the completion of the various
activities.
• Such uncertainties are always there in all research and development
projects.
• Because of uncertainties in time determinations in these projects, some of the
activities may require rescheduling.
• Such rescheduling flexibility cannot be reflected in the bar chart diagram.
 Mile Stone Charts
• Milestone chart is a modification over the original Gantt chart. Milestones are key
events of a main activity represented by a bar. These are specific points in time which
mark the completion of certain portions of the main activity. These points are those
which can be easily identified over the main bar.
• In case of long activity there is a lack of details information.
• If the activity is broken or sub-divided into a number of sub-activities, each one of
which can be easily recognized during the progress of the project, controlling can
easily done and interrelationships between other similar activities can easily
established.
• The beginning and end of these sub-divided activities or tasks are termed as
Milestone.
 Example- 1 : Road Construction Project

Milestone Activity Planned Date Status

Site Survey Topographic Survey Jan 5, 2024 Completed
Soil Testing Jan 10, 2024 Completed
Design Phase Road Alignment Design Jan 20, 2024 Completed
Drainage System Design Jan 30, 2024 In Progress
Earthworks Excavation Feb 5, 2024 Not Started
Grading Feb 15, 2024 Not Started
Paving Laying Sub-base Mar 1, 2024 Not Started
Asphalt Laying Mar 10, 2024 Not Started
Inspection Quality Inspection Mar 20, 2024 Not Started
Final Safety Audit Mar 25, 2024 Not Started
• 1st figure shows a Bar chart.
• 2nd figure shows some “Milestone” on
each bar. Each main task contains some
specific points in time which can be
recognized, and through which
controlling can be achieved.
• Each milestone can be considered to be
specific event along the main activity or
job or task.
• This chart is called the
Milestone chart
 Development of PERT Network

• Program Evaluation Review Technique

• The mentioned deficiency of Milestone chart (i.e. its inability to depict the
relationships between milestones of different tasks) has been removed effectively by
developing the milestone chart into a network diagram.
• Since the milestone chart has milestones which can be considered
as “Events” along a
main task, hence a PERT network could be developed from a milestone chart.
 Advantages of Network Diagram
• The network diagram clearly shows the inter-relationships between the milestones
(events)
• The designation of tasks becomes redundant and the project is viewed as an
integrated whole, consisting of a number of milestones (events) and not on number
of tasks. This very much helps in controlling the project.
• Network can be used even for highly complicated projects consisting of a large
number of activities.
• It directly indicates the time required in between two milestones.
• Wherever there are uncertainties, network diagrams allows the use of
probability theory for time estimation.
 Elements of Network

• Network technique is one of the most modern tools of project management.

• For networking entire project breaks up into a number of well- defined jobs
or tasks.
• The beginning or end of each such activity constitutes an event of the project.
• A network is a flow diagram consisting of activities and events,
connected logically and sequentially.
Example of Network Diagram
 Activities:
•Site Clearing → Time: 5 days (Activity leading to Event 1)
•Foundation Excavation → Time: 8 days (Activity between
Example 2: Building Construction Project PERT Chart Event 1 and Event 2)
Events: •Concrete Pouring for Foundation → Time: 10 days (Activity
1.Site Cleared (Event) between Event 1 and Event 2)
2.Foundation Work Completed (Event) •Steel Structure Erection → Time: 12 days (Activity between
3.Structure Frame Erected (Event) Event 2 and Event 3)
4.Roofing Completed (Event) •Roof Installation → Time: 7 days (Activity between Event 3
5.Electrical & Plumbing Installed (Event) and Event 4)
6.Finishing Works Done (Event) •Electrical Wiring → Time: 5 days (Activity between Event 4
7.Building Inspection Passed (Event) and Event 5)
8.Project Handed Over (Event) •Plumbing Installation → Time: 5 days (Activity between
Event 4 and Event 5)
•Painting & Interior Finishing → Time: 10 days (Activity
between Event 5 and Event 6)
•Building Code Inspection → Time: 3 days (Activity between
Event 6 and Event 7)
•Final Cleaning & Handover → Time: 2 days (Activity
between Event 7 and Event 8)
The Basic elements of a project network are:
• Event
• Activity
• EVENT: The commencement or completion of an activity is called an event.
An event is that particular instant of time at which some specific part of a
plan has been or is to be achieved. Example: Design completed, Excavation
completed, Pipe line laid etc.
• In a Network diagram events are represented by nodes. The shape of the
nodes may be
 Circul Squar Rectangula Ov
ar e r al

• Event act as control points in a Project. Events are numbered for their
identification in a network diagram.
• The number of an event is written inside the node or circle.
• Events may also be given verbal descriptions whenever
meaningful.
Tail Event: A tail event is that one which marks the beginning of an activity. If
a particular tail event represents the commencement of the project it is
known as Initial event.

Activi Activi Activi

ty 1 3 ty
6 ty
Tail
Event Initial Tail
Event Event
Head Event: A head event is that one which marks the ending of an activity. If
a particular head event represents the completion of the project it is known
as Final or End Event.

Activi
ty 10 Activi
ty n
Head
Event Final
Event
Activi 5
ty Activi
ty
n
 Dual Role Events
• Most of the events in a network diagram serve dual function i.e., they are
head events to some activity and tail event to other activity. All events except
Initial and Final events are Dual role Events.

Activi Activi
7
ty ty

Activi
ty 1
1

Dual role
events
 Inter Relationship Between Events
• The completion of a project, which has been split into a number of activities, passes
through a number of events. These events must occur at definite time and in a particular
sequence or order.
• In preparing event oriented network diagram, one must think of the following questions
regarding the sequence of events:

1. What event or events must be completed before a particular event under consideration
can be started?
2. What event or events must follow the particular event under considerations?
3. What activities can be accomplished simultaneously?
• The order or sequence relates various events as
• Successor events
• Predecessor events
Successor events: The event or events that follow another event are called Successor
events to that event. The event or events that immediately follow another event without
any intervening ones are called immediate Successor events to that event.

Predecessor events: The event or events that occur before another event are called
Predecessor events to that event. The event or events that immediately come before
another event without any intervening ones are called immediate predecessor events to
that event.
Event 1 is predecessor event to events 2 and 3
Event 2 and 3 are successor events to event 1
Event 10 is successor event to events 8 and 9
 Activity: An activity is the actual performance of a task. It is the work required to
complete a specific event. An activity is a recognizable part of a project work that
requires time and resources (Manpower, materials, space, facilities etc.) for its
completion. Example: Excavate Trench, Mix concrete, Prepare budget etc.

A significant activity must be:

a) A positive, specific, tangible and meaningful effort.
b) Such that the primary responsibility of effort can be determined.
c) Having a description understandable by all concerned with the project, and
d) Having a time span.
 Representation and Identification

• In a network diagram, activities are represented by simple

arrows, usually drawn from left to right.
• The length of the arrow does neither represent the magnitude of work
involved nor the time required for its completion.

Representation of
Activity
2 3 Activity
(2,3)
P 9
8 Activit
Identification of yP
Activity
Install 3
2 Machine
Description of
Activity
 Activity Inter-Relationships
• A Project may consist of a number of activities or jobs. Depending upon the
interdependency activities can categories as
i) Parallel Activities and
ii) Serial Activities
Parallel Activities: Those activities which can be performed simultaneously
and independently to each other are known as Parallel activities.

3 B Parallel
Activity
 Serial Activities: Serial activities are those which are to be performed one after
another. These activities can not be performed independently to each other

P Q Serial
Activity

Predecessor Activity: Activity or activities that are required to be performed before

another job or activity can begin are called predecessor activities to that activity.
Successor Activity: Activity or activities that can be performed after the
performance of other activity are known as successor activities.
# Activity (1,2) is predecessor activity to
(2,4) # Activity (4,9) is successor to activity
(2,4)
• Dummy: A dummy is a type of operation in the network, which neither requires
any time nor any resources, but merely a device to identify a dependency among
operations.
• A dummy is also represented by an arrow in a network diagram; but since it is not
an activity, it is represented by dashed arrow.

Activity

Dum
my
 • Activities A and B are to be performed
A B serially.
1 2 3
• Similarly activities C and D are to
be performed serially.
Dummy • Both the sets are
(2,5) performed simultaneously.
C D
4 5 • However from practical
considerations it is found that activity
6 D cannot be
Dummy operations in network diagram performed unless activity A is
completed
• So a dummy link is required.
 #Example:1

Draw a network diagram forthe project having 9 activities, with the following
interrelationships:
• A and B start at the same time
• C follows D but precedes F
• C follows B but precedes H
• G follows F but precedes I
• E follows A but precedes I
• D follows A
• H and I terminate at the same time.
Solutio C
3 4
n:
B F H

1 D 5 7
G
A
I
E
2 6
 #Example:2
A Project has 14 activities A through N. The relationships which obtain amongst these
activities are given below.
• A is the first operation, B and C can performed in parallel and are immediate
successor to A
• D, E and F follows B
• G follows E
• H follows D, but it cannot start until E is completed
• I and J succeed G
• F and J precede K Construct the network
• H and I precede L diagram.
• M succeeds L and K
• The last operation N succeeds M and C
 Solutio 5
H
7

n: D
L
I

G
E 6
3 4

J 9
B K
F
8
A 11
1 2 M

N
C
10
 #Example:3

From the following network diagram find the

interrelationships among the activities.
3
D
B

A F
1 2 5 6

C E
4
 #Example:4
D
3 6

H
B E

A I K
1 2 5 8 9

F
C J

G
4 7
 Planning for Network Construction

Depending upon the sense of thinking with respect to the end configuration of the plan,
networks can be constructed either by forward planning or by backward planning or by
combination of both forward and backward planning.
1. Forward Planning: In this method, the planner starts from the initial event and builds
up the events and activities logically and sequentially until the end event is reached. In
this method, while considering an activity, a planner asks him the following questions:
• What event comes next?
• What are dependent events?
• What events can take place concurrently?
The answer to these questions is not that simple, specially in a complex situation.
2. Backward Planning: In this method, the planner starts with the final or end
event, and arranges the events and activities until the initial event is reached.
Keeping the goal in view, the planner asks himself “if we want to achieve this,
what events or activities should have taken place?”

3. Combined Planning: In practice, a combination of both forward planning

and backward planning is followed . At any stage, the planner may need traverse
the network back and forth several times until it is found to be satisfactory.
 Steps in Development of Network

• Objective: Set down in words

• Plan Breakdown: Identified and listed the events and activities
• Sequencing: The activities and events with date
• Development: of predecessor and successor relationship among events
• Drawing: activities by connecting pair of events with arrows
• Check: network diagram in respect of content, sequence and sense and for
degree of detail.
• Redraw: network diagram to eliminate errors
• Number : Events for Identification
 Modes of Network Construction

There are two modes of network diagram:

• Event oriented diagram
• Activity oriented diagram

# PERT users prepare event

oriented diagram.
# Emphasis is placed on the
events of the project.

Event oriented
diagram
 # CPM users prepare
Activity oriented activity oriented diagram.
diagram # Emphasis is placed on
the activities of the project.
 PERT
PERT stands for Program Evaluation and Review Technique, which can be applied
to any field requiring planned, controlled and integrated work efforts to
accomplish defined objectives.
PERT may be elaborately defined as
• A MANAGER’S TOOL: defining a project and coordinating
various operations involved in it.
• A DIRECTION: what must be done to successfully accomplish the objective of
the project.
• A PROFILE: that aids the decision maker.
 PERT
• A WAY: for synchronizing various parts of the overall job.
• A TECHNIQUE: that presents statistical information regarding the
uncertainties about computation time of various activities associated with the
project.
• A METHOD: for focusing managerial attention.
• AN OUSTANDING APPROACH: of expending the completion of project.
• A COMMUNICATION FACILITY: can keep the manager well informed.
The PERT systems uses a network diagram consisting of events which must be
established to reach project objectives.
 Time Estimates

• Time is the most essential and basic variable in PERT system of planning and
control.
• Exact estimation of times of completion for various activities is difficult.
• In the PERT network an estimate is made of not only the most probable time
required to complete the activity, but some measure of uncertainty is also
incorporated in this estimate to consider two more time estimates: pessimistic
estimate and the optimistic estimate.
• Thus to take the uncertainties into account, PERT planners make three kinds of
time estimate:
(i) The Optimistic time estimate

(ii) The Pessimistic time estimate and

(iii)The Most likely time estimate
 The Optimistic time estimate

• This is the shortest possible time in which an activity can be completed, under ideal
conditions.
• This particular time estimate represents the time in which we couldcomplete the
activity or job if everything went along perfectly, with no problems or adverse
conditions.
• Better than normal conditions are assumed to prevail.
• This time estimate is denoted by t
0
 The Pessimistic time estimate

• It is the best guess of the maximum time that would be required to complete the
activity.
• This particular time estimate represents the time it might take us to complete a
particular activity if every thing went wrong and abnormal situations prevailed.
• However, this estimate does not include possible effects of highly unusual
catastrophic such as Earthquakes, Floods, Fires etc.
• This time estimate is denoted by t p
 The Most likely time estimate

• The most likely time or most probable time is the time that, in themind of the
estimator, represents the time the activity would most often require if normal
condition prevail.
• This time estimate lies between the optimistic and pessimistic time estimates.
• This time estimate reflects a situation where conditions are normal, things are as
usual and there is nothing exciting.
• This time estimate is denoted by t L
Expected Time
• The average time taken for the completion of an activity or job is defined as
expected time and denoted by tE.

• In computing the expected time a weightage of 1 is given to the optimistic

time(to), a weightage of 4 is given to the most likely time(t L) and a weightage of 1 is
given to the pessimistic time(tP).
tE = (tO + 4tL + tP)/6
Standard deviation, σ = (tP –tO)/6
Variance, σ2={(tP –tO)/6}2
Thank You