BAR / GANTT CHARTS:

A bar chart is a graphical tool that can be used to present data in a

way that is easy to read, easy to understand, and provides the
ability for easy comparison of all provided data.
It is called as Gantt chart, named after H.L. Gantt who published
one of the first recorded bar charts in 1931.
The left side of the chart displays the work breakdown structure
components or the individual schedule activities, the calendar
dates are placed along the top of the chart, and the activity
durations are represented by date-placed horizontal bars.
The steps of developing a bar chart includes Segmenting into
reasonable number of activities, Estimating the time required to
perform each activity, Place activities in time order allowing
Sequential / Parallel Performance and adjusting their timings to
suit the specified completion time.
BAR / GANTT CHART:
Advantages:
 The Plan, Schedule and Progress are all depicted graphically on a
single chart and so easy to compare.
 Easy to read, understand and interpret.
 Provides as a simple way to schedule small projects.
 Provides summary display of more detailed plans and schedules.
 Best used for management briefings.
 Most effective tool for communicating a schedule within the project
team.
BAR / GANTT CHART:
Disadvantages:

 A Gantt chart schedule can be easily manipulated to yield false

information.
 Simplicity in the schedule precludes sufficient detail for timely
detection of project completion slippages.
 Activity inter-dependencies cannot be shown.
 Difficult to determine how activity progress delays affect project
completion.
 Projects are often considerably more complex than can be
communicated effectively with a Gantt chart and so difficult to
establish and maintain for large projects.
PROJECT MONITORING.
The activities can be created with any of the type of dependencies.

Gantt charts can also be used for the monitoring phase of the project
by indicating the current / actual project progress using the percent
complete shadings against the planned and a vertical “TODAY” line
or the “DATA DATE” to denote the current monitoring period.

Due to the simplicity associated with the Gantt chart the reports from
projects managed using the network schedule also provide an option
for generating reports in the form of bar chart.
CRITICAL PATH METHOD.
Advantages:
 Clearly identifies the set of activities that control the overall
project duration.
 Determines the minimum time for project completion.
 Identifies the activities that are critical and thus cannot be
slipped or delayed.
 Calculated the available float for non-critical activities.
 Once CPM model is developed “what-if” scenarios can be
evaluated.
 Allows complex, fast-track projects be monitored and
controlled.
 With the use of software the CPM can be resource loaded
and leveled.
CRITICAL PATH METHOD.
Disadvantages:
 This method could be stated to be only as good as the effort put
forth to properly model the plan.

 Can be difficult to perform frequent update.

 Can be easily misused.

 May lead to a false sense of security.

 The actual conditions of a complex project may necessitate

significant modifications to the model to accurately reflect reality.
CPM (CRITICAL PATH METHOD):
The two basic methods of Network analysis are:

1. ADM - Arrow Diagramming Method

Activity On Arrow (AOA) or I-J Method

2. PDM - Precedence Diagramming Method

Activity On Node (AON) Method

Among these PDM is primary method in use today.

Some of the commonly used soft wares based on PDM are:

 Primavera Project Planner P6
 Primavera Suretrack Project Manager
 Microsoft Project
 FastTrack Schedule 9
 HPM (Harward Project Manager)
PERT Network Schedule.
While the CPM method was developed based on the deterministic estimate for the
activity durations, it was not able to incorporate uncertainty by making it possible to
schedule a project while not knowing precisely the details and durations of all the
activities.

The Program Evaluation Review Technique uses a weighted average duration estimate
to calculate the activity durations and hence able to accommodate the uncertainty or
the probability associated with the activity durations.

PERT was effectively used for first time projects which have no past performance or
historic data.

PERT DUR = (O + 4M + P) / 6

S.D = (P – O) / 6

VARIANCE = (S.D) 2
Duration Types.
Optimistic time (O): It is the minimum possible time required to accomplish a task,
assuming everything proceeds better than is normally expected.

Pessimistic time (P): It is the maximum possible time required to accomplish a task,
assuming everything goes wrong or in the worst possible manner.

Most likely time (M): It is the best estimate of the time required to accomplish a task,
assuming everything proceeds as normal.

Having arrived at the above three possible durations for any activity the PERT duration
is estimated using the Beta distribution assigning into a normal distribution.
GERT – Graphical Evaluation Review Technique.
GERT is referred as a stochastic network analysis technique used in project
management that allows for conditional and the probabilistic treatment of
the logical relationships between the activities.
The key objective of the GERT is to evaluate the schedule using the network
logic which allow the creation of loops between the nodes.
A loop is said to be formed within a network schedule when a set of tasks /
activities require to be repeated based on a set rule or a condition.

Research Prototype Testing

Pass
& & &
Design Simulation Acceptance

Failed
ADM – ARROW DIAGRAMMING METHOD:

Network rules:

 Activities are shown by arrows, with node at each end.

 Arrow tail represents activity beginning.
 Arrow head represents activity completion.
 Activity identifier consists of tail and head numbers: “I” - “J”
 All activities that immediately precede other activities must be complete
before the later activity can start.
 Neither arrow length or direction have meaning - Arrows imply logic
only.
 Activities must have unique I - J numbers.
 Duplicate activity numbers are not permitted.
ADM – ARROW DIAGRAMMING METHOD:

ADM Activities comprised of:

 Activity Description
 Arrow represents the activity
 Arrowhead indicates direction of relationship / dependency
 Start Node - “I”
 End Node - “J”

Set
N Pump
R

IJ = N - R
ADM – ARROW DIAGRAMMING METHOD:

Typical Network Diagram

ACTIVITY DURATION (DAYS)
AB 6
BC 10
CD 8
Project Duration 24

Prepare Purchase Fabricate

A Specifications
B Equipment
C & Deliver
D

IJ = A-B IJ = B - C IJ = C - D
ADM – ARROW DIAGRAMMING METHOD:

 A Typical Network

5
C H

F G M
3 6 9 11

D 10 N

7 E
ADM – CALCULATIONS.
NODES ACTIVITY Duration (Days)
3-5 C 3
3-6 F 4
3-7 D 2
5-9 H 6
6-9 G 8
7 - 10 E 12
9 - 11 M 8
10 - 11 N 4

PATHS PATH DURATION

CHM 17
Critical Path & Duration FGM 20
DEN 18
DUMMY ACTIVITY.
While creating a schedule using the ADM, to fulfill some relationships
which can not be shown using the nodes there is a need to create a
"logic dummy." The logic dummy, an activity with zero duration, links
together activities whose sequence would otherwise not be shown.

To designate the dummy activity, a dashed arrow is used within a

network diagram.

There is no limitation to the number of dummy activity that can be

used within a network diagram, however the addition of dummies
would create more new paths within the network diagram. These
network paths through the Dummy activity also would require
evaluations as the Critical path can pass through the Dummy activity
also.
ADM – ARROW DIAGRAMMING METHOD:
 Dummy Activities indicate additional relationships

Install Inspect
N Printer
R Printer
T
IJ = N - R IJ = R - T

Dummy
IJ = R - S

Hire Train
O Operator
S Operator
U
IJ = O - S IJ = S - U
PDM – PRECEDENCE DIAGRAMMING METHOD.
 PDM Network rules:
 Activities are represented by boxes or nodes that are assigned all the
properties of the activity they represent.
 Precedence are shown by arrows that have both Direction and Time
properties.

ES = Early Start
ES OD EF
EF = Early Finish
LS = Late Start
Activity Description LF = Late Finish
OD = Original Duration
TF = Total Float
LS TF LF

 The four types of task dependencies are:

Finish - to – Start FS
Finish - to – Finish FF
Start - to – Start SS
Start - to – Finish SF (Not commonly used and not supported by software)
TIME CALCULATIONS:

Each activity has four time values associated with it:

 Early Start (ES): The earliest possible time an activity can begin based
on network logic
 Early Finish (EF): The earliest possible time an activity can finish based
on network knowledge
 Late Start (LS): The latest possible time an activity can start without
delaying project completion
 Late Finish (LF): The latest possible time an activity can finish without
delaying project completion
PDM – PRECEDENCE DIAGRAMMING METHOD:
 Activity description
 Node representing the activity
 Arrow representing relationship / dependency
 Point indicating direction of relationship / dependency

Activity “A” Activity “B”

Pour Set
Foundation Pump

FORWARD PASSING
EF = ES + OD – 1
TYPICAL CALCULATIONS
IN A NETWORK ANALYSIS BACKWARD PASSING
LS = LF – OD + 1
PRECEDENCE RELATIONSHIPS
 Finish To Start (FS) – The “from” Activity A must be finished
before the “to” activity B can start.

Task A Task B

 Start To Start (SS) – Tasks A and B may start at the same time, but
the successor (B) can not start until the predecessor (A) begins.

Task A Task B
PRECEDENCE RELATIONSHIPS
 Finish To Finish (FF) – Tasks A and B may end at the same time, but
the successor (B) cannot finish until the predecessor (A) finishes.

Task A Task B

 Start To Finish (SF) – Tasks A must start before Task B can finish.
Seldom used (not accepted by scheduling software)

Task A Task B
PATH CONVERGENCE
 In mathematical analysis, the tendency of parallel paths of approximately
equal duration to delay the completion of the milestone where they meet.
 While forward passing the ES of the successor would be based on the
maximum early finish among the predecessors.
 While backward passing the LF of all the successors would be same and
based on the LS of the common successor.
 It is characterized by the schedule activity with more than predecessor
activity.

B
PATH DIVERGENCE
 Extending or generating parallel schedule network paths from the
same node in a project schedule network diagram.
 While forward passing the ES of the all the successors would be same
and based on the finish of the common predecessor.
 While backward passing the LF of the common predecessor would be
based on the minimum LS among the successors.
 It is characterized by the schedule activity with more than successor
activity.

C
B
ADM Vs. PDM

ADM PDM

A C
1 3 5 A C

B D
2 4 6 B D

 The 4 activities which were represented by arrows in the ADM would

become 4 nodes in the PDM.
 The inter-task dependency represented by the nodes between any
activities in the ADM would become arrows in the PDM.
 The Dummy activity which is a dependency would remain as an arrow
in PDM.
ADM Vs. PDM

ADM PDM

4 B
B
A C
1 3 5 = A C

D
6 D

 The 4 activities which were represented by arrows in the ADM would

become 4 nodes in the PDM.
 The 3 Nos inter-task dependency represented by the 1 node between
the activities in the ADM would become 3 arrows in the PDM.
Lag: A Lag is a delay or a waiting time between activities. It is a
modification of a logical relationship that directs a delay in the
successor activity. For eg. In a finish-to-start dependency with a ten
day lag (FS10), the successor activity cannot start until 10 days after
the predecessor activity has finished.
It can create more critical paths. To be used carefully (try to minimize)

5 D 6 17 F 18
10
5 2 6 17 2 18

Lead: It is a modification of a logical relationship that allows an

acceleration of the successor activity. A negative lead is equivalent
to a positive lag.
Can be included in a high level schedule. Should be avoided in a
detail schedule.

5 D 6 5 F 8
-2
5 2 6 5 4 8
 Finish To Start with Lag (FS7) – The construction of Building
Foundation must be finished Seven days before Construction of the
Building Exterior and Structure can start.

Construct Construction of
Building FS 7 Building Exterior
Foundation and Structure.

 Finish To Start with Lead (SS-5) – The Installation of Interior Belt

Conveyors can start five day prior to the start of the construction of
Building Exterior and Structure.

Construction of Install Interior

Building Belt
Exterior and Conveyors.
Structure.

SS - 5
CPM – LOGIC RELATIONSHIPS

Finish to Start (FS) -- Primary Logic Tie Type

FS 4
A B

4 Day Lag
Start to Finish (SF)

SF 4
A B
CPM – LOGIC RELATIONSHIPS

FF 4
Finish to Finish (FF)

A B

Note: Should be used together 4 Day Lag

Start to Start (SS)

SS 4
A B
TYPICAL LOGIC ERRORS & NETWORK PROBLEMS:

 Incorrect Logic.
 Redundant Logic.
 Logic Loops.
 Open / Dangling Ends.
1. INCORRECT LOGIC.
 The Activity logic included in the network schedule must be
correct. If the logic is not correct, the network schedule will not
accurately represent the way the construction would be actually
carried out.
 For example, the selection of the color of the interior architectural
paint by the architect should not restrain the construction of the
roof in the network though they may fall in the same time period
as they are not logically related.
 Incorrect activity logic reduces the effectiveness of the network
schedule as a tool for planning and management.
2. REDUNDANT LOGIC.
 It is not an incorrect relationship based on the logic. But this
should be avoided while creating a network diagram. Redundant
logic tends to unnecessarily complicate the network by creating
more parallel paths in the network and also creates the
modifications and the analysis very difficult.
3. LOGIC LOOPS.
 As noted previously, activity networks used for construction
normally have a unidirectional flow from the start to the completion
of the project.
 Logic loops violate this basic premise and result in an
unresolvable logic.
 These logic loops not only result in an impossible network but also
prevent the schedule from being calculated using the forward and
backward pass technique.
4. OPEN / DANGLING ENDS.
 It is a requirement that any network diagram should only have a
single start and single end Activity.
 If multiple activities are required to be started or ended together
then to create a Start and Finish Milestone.
 Any open ended activities in the middle of the network should be
suitable tied to the start and finish milestones.
 HAMMOCK ACTIVITY
• Hammocks are Summary level activities and attributes:
– Spans two activities that may be separated by a number of other
activities
– Used to measure elapsed time between covered activities

Hammock Activity

A B

C D F

E
FORWARD PASS EXAMPLE

ESA = EFP + 1
6 D 9 EFA = ESA + DA - 1
4
10 + 1 = 11

8 E 8 11 G 14
1 4

4 F 10
7
BACKWARD PASS EXAMPLE

18 F 24
LFA = LSS - 1
LSA = LFA - D + 1 25 7 31

14 E 17 18 G 21
20 4 23 24 4 27
24 - 1 = 23

18 H 18
34 1 34
CPM EXAMPLE - EXERCISE

A B D G J
6 3 2 3 5

C E H
5 9 4

F I
4 2

Note: 7 Day work week calendar

 CPM EXAMPLE - EXERCISE
=== Forward Pass Results ===>
1 A 6 7 B 9 12 D 13 14 G 16 25 J 29
6 3 2 3 5

7 C 11 12 E 20 21 H 24
5 9 4

12 F 15 16 I 17
4 2

Note: 7 Day work week calendar

 CPM EXAMPLE - EXERCISE
<=== Backward Pass Results ===
1 A 6 7 B 9 12 D 13 14 G 16 25 J 29
1 6 6 17 3 19 20 2 21 22 3 24 25 5 29

7 C 11 12 E 20 21 H 24
7 5 11 12 9 20 21 4 24

12 F 15 16 I 17
17 4 20 23 2 24

Note: 7 Day work week calendar

CPM – ADVANCED TOPICS

 Network calculations provides other

important information allowing analysis and
control:
– Total Float (TF)
– Free Float (FF)
– Critical Path (CP)
– Constraints
– Hard and Soft Logic
– Resource Scheduling
– Schedule Compression
 TOTAL FLOAT (SLACK)
 It is the amount of time an activity can be delayed from its early
start without delaying the project completion date.
 It is the difference between an activity’s late dates and early dates.
 Total Float (TF) = Late Start (LS) – Early Start (ES)
 Total Float (TF) = Late Finish (LF) – Early Finish (EF)
 On an initial schedule the activities with zero total float are critical.
 An activity’s total float is automatically calculated each time you
schedule the project. You cannot edit an activity’s float values
directly.
TF = 4
TF = LF - EF
3 B 4
7 2 8
 FREE FLOAT (SLACK)
 The amount of time an activity can be delayed without delaying the
early start of its successor activity.
 The free float for an activity is the difference between it’s
successor activity’s early start and the activity’s early minus 1.
 Free Float(FF)= Early Start of Successor(ESs) – Early Finish(EF) – 1
 Free float is available to an activity itself and is not shared.

FF = 4
FF = ESS - EFP - 1

5 D 6 11 F 12
9 2 10 11 2 12
FLOAT CALCULATIONS

TF = 4 FF = 4
TF = LF - EF FF = ESS - EFP - 1

3 B 4 5 D 6
7 2 8 9 2 10

1 A 2 11 F 12
1 2 2 11 2 12

3 C 6 7 E 10
3 4 6 7 4 10
FLOAT – EARLY AND LATE SCHEDULES
D
Early Schedule
A

C
Float

B
E

A
Late Schedule
D

C
Float
E

B
FLOAT – EARLY AND LATE SCHEDULES

Early Schedule

Late Schedule
 CRITICAL PATH
• Definition: The chain of activities that controls
the overall project completion based on
network logic. e.g. The longest path(s)
• The Critical Path is the series of activities with
the least amount of total float, and may be
positive, negative or zero
• The critical path is the longest duration path
through a network diagram and determines
the shortest time to complete the project.
• More the number of Critical paths in a network
NEAR CRITICAL ACTIVITY / PATH

• A schedule activity / path that has low or

minimum total float.
• They come next on priority after the Critical
activities requiring attention and close
monitoring.
• The concept of near critical is equally
applicable to a schedule activity / network
path.
• The limit below which total float is
considered near critical is subject to expert
DRIVING RELATIONSHIP
• Relationship from a predecessor that determines an activity’s early start.
• How it is represented:
– A solid relationship line = Driving
– A dashed relationship line = Non-driving

NON-DRIVING
A RELATIONSHIP
EF5
C
ES11
B
EF10 DRIVING
RELATIONSHIP
 MILESTONES
• A significant point / event in the project.
 Mandatory which are required by contract
 Optional which are based upon project requirements.
• Start Milestone: Typically used to mark the beginning of a phase or to
communicate project deliverables.
• Finish Milestone: Typically used to mark the end of a phase or to
communicate project deliverables.
CONSTRAINTS

• Allows representation of actual work

occurrence
• Types of constraints
• Must Start On / By
• Start No Earlier Than
• Start No Later Than
• Must Finish On
• Finish No Earlier Than
• Finish No Later Than
EFFECT OF SCHEDULE CONSTRAINTSS

Sche dule
Cons traint Late
Early Tim e s
Tim e s
Ne ve r
NET Start, Ne ve r e arlie r,
late r, m ay
Finis h m ay be late r
be e arlie r
Ne ve r
NLT Start,
Not affe cte d late r, m ay
Finis h
be e arlie r
Ne ve r
Ne ve r e arlie r,
ON Start, Finis h late r, m ay
m ay be late r
be e arlie r
 PDM – RELATION
Compulsory TYPES
Relation (Hard Logic): Applies to work involving well
defined activities that have fixed interrelationships. This is enforced
by the technical requirement or the work methodology. These type of
relationship can not be changed during acceleration or recovery.

Preferable Relation (Soft Logic): This type of relation is applicable

to work where component activities are less defined and where
interrelationships are conditional. This is used based on the decision
of the individual by which he or she prefers to do the work using this
sequence. These can be changed during acceleration or recovery.

External Relation: This is a relation introduced by any external

party like a regulatory authority for example. Changing these
relationships would be subject to the approval of the party enforcing
such a relationship.
HARD AND SOFT LOGIC
 Hard Logic Example
Construct Pump
Foundation A
Construct Pump
Foundation B
Construct Pump
Foundation C
Construct Pump
Foundation D

 Soft Logic Example

Construct Pump
Foundation A, B, C & D
THANK YOU