Transcript What Will You Learn

An-Najah National University
Civil Engineering Department
Faculty of Engineering
Engineering Management
Course
Nabil Dmaidi
Nabil Dmaidi
1
Your Expectations of Me
Be prepared
Be on time
Teach for full 50 minute period
Fair grading system
Front load the class work
Do not humiliate students
Practice golden rule
Provide real world examples
Make you think
Nabil Dmaidi
2
Topics

1)
Introduction of construction project planning and scheduling
2)
Construction scheduling techniques
3) Preparation and usage of bar charts
4) Preparation and usage of the Critical Path Method (CPM)
5)
Preparation and usage of Precedence Diagramming Method (PDM)
6)
Issues relating to determination of activity duration
7)
Contractual provisions relating to project schedules
8)
Resource leveling and constraining
9)
Time cost tradeoff
10) Schedule monitoring and updating
11) Management function.
12) Communicating schedule
13) Cost Control

14)












Safety and Quality control
Nabil Dmaidi
3
Management Functions

Planning
–
Where the organization wants to be in the
future and how to get there.
Nabil Dmaidi
4
Management Functions

Organizing
–
–
Follows planning and reflects how the
organization tries to accomplish the plan.
Involves the assignment of tasks, grouping of
tasks into departments, and allocation of
resources.
Nabil Dmaidi
5
Management Functions

Leading
–
–
The use of influence to motivate employees to
achieve the organization's goals.
Creating a shared culture and values,
communicating goals to employees throughout
the organization, and infusing employees to
perform at a high level.
Nabil Dmaidi
6
Management Functions

Controlling
–
Monitoring employees' activities, determining
if the organization is on target toward its goals,
and making corrections as necessary.
Nabil Dmaidi
7
Management Skills
Conceptual Skill—the ability to see the
organization as a whole and the relationship
between its parts.
 Human Skill—The ability to work with and
through people.
 Technical Skill—Mastery of specific
functions and specialized knowledge.

Nabil Dmaidi
8
Decision Making
Decision: a choice made from two or more
alternatives.
 Part of all four managerial functions
 Decisions are made on the basis of:

–
–
–
Rationality
Bounded Rationality
Intuition
Nabil Dmaidi
9
Rationality
Problem is clear and unambiguous.
 Single goal.
 All alternatives are known.
 Clear and constant preferences.
 Maximum payoff.
 The decision is in the best interest of the
organization—not the manager.

Nabil Dmaidi
10
MANAGEMENT HIERARCHY
Management Level
TOP MANAGEMENT
MIDDLE MANAGEMENT
SUPERVISORS
Responsibility
LONG RANGE PLANNING
SHORT TERM PLANNING
EXECUTION
Nabil Dmaidi
11
Project Life Cycle
Planning
Execution
Delivery
Level of effort
Definition
1. Goals
2. Specifications
3. Tasks
4. Responsibilities
5. Teams
1. Schedules
2. Budgets
3. Resources
4. Risks
5. Staffing
1. Status reports
2. Changes
3. Quality
4. Forecasts
Nabil Dmaidi
1. Train customer
2. Transfer documents
3. Release resources
4. Reassign staff
5. Lessons learned
12
Phase One

Definition Stage
–
–
–
–
–

Defining Specifications
Establishing objectives
Determining tasks
Forming teams
Assigning responsibilities
Low level of effort
Nabil Dmaidi
13
Phase Two

Planning Stage
–
–
–
–

Estimating time and cost
Scheduling activities and resources
Identifying and determining risks
Assigning teams
Level of effort increases
Nabil Dmaidi
14
Phase Three

Execution Stage
–
–
–
–
–

Producing physical product
Collecting data
Monitoring project performance
Identifying the changes
Forecasting new measures
Highest level of effort
Nabil Dmaidi
15
Phase Four

Delivery Stage
–
–
–
–
–

Training customer
Transferring documents
Releasing resources
Reassigning staff
Documenting lessens learned
Low level of effort
Nabil Dmaidi
16
Integrated Management of Projects
Customer
Political, social, economic,
and technological
Management, facilities
Financial conditions
Environmental analysis
External
Internal
Firm
mission,
goals, strategies
Signal
Opportunities
and Threats
Signal
Weaknesses
and strengths
Priorities
Projects
System
Scope
Work Breakdown
Networks
Resources
Cost
Environment
and Culture
Organization
Leadership
Teams
Partners
Project Implementation
Nabil Dmaidi
17
Definition of a Project

From the Project Management Institute:
“A temporary endeavor
undertaken to create a unique
product or service”
Nabil Dmaidi
18
What is a Project?
Temporary
 Unique
 There is an end
 Duration is finite
 Characteristics are progressively elaborated

Nabil Dmaidi
19
Examples of projects include:
• Developing a new product or service.
• Effecting a change in structure, staffing, or style of
an organization.
• Designing a new transportation vehicle.
• Developing or acquiring a new or modified
information system.
• Constructing a building or facility.
• Running a campaign for political office.
• Implementing a new business procedure or process
Nabil Dmaidi
20
Examples of a Project






Installing a computer network in a building
Opening a new store/factory
Automating an assembly line
Design a new car model
Introducing a new car model
Building a bridge
Nabil Dmaidi
21
İn the construction

Project Management is the sum of all
activities such as Planning,organising
,implementing and controlling a project
in order to meet the client’s expectation
from start to finish within the planned
period, budget and quality.”
Nabil Dmaidi
22
The purpose of Project
Management
The purpose of Project Management is to
foresee or predict as many of the dangers
and problems as possible and to
 Plan
 Organize
 Coordinate
 Control

Nabil Dmaidi
23
The components of Project Management








Scope
Time
Cost
Quality
Human Resource
Communications
Risk
Procurement
Nabil Dmaidi
24
Project Constraints
Time
 Cost
 Quality

Nabil Dmaidi
25
Control

The heart of the project management system is
CONTROLLING the execution of the works.
The purpose of this control is to determine and
predict deviations in a project so corrective actions
can be taken.
 The milestones of the control process are as follows:
To determine the aim
 Determine the control standarts
 To determine the strategic points
 To evaluate the actual results and to compare to the
planned

Nabil Dmaidi
26

İt defines the quality of the management
Nabil Dmaidi
27
Skills for Project Management
Good Planning
 Conflict Resolution
 Creativity
 Flexibility
 Negotiation
 Communication

–
–
–
Client
Subcontractors
Team
Nabil Dmaidi
28
Dimensions of Project Management
Performance
 Money
 Time

Plan should consider all of these before
starting
 Manager needs to track them during project

Nabil Dmaidi
29
Project Management

Project Management is the Science and Art
of Enhancing the Probability of Success by
Inspired Leadership using Structured
Techniques for Planning that Integrate
Technical Performance, Scheduling and
Budgeting (1).
(1)-Fundamentals of Space Systems - Pisacane and Moore
Nabil Dmaidi
30
Project Management

Guide and Direct the effort
–
–
–
–
Science and Art
Enhancing the Probability of Success
Leadership (Inspired or not)
Structured Techniques for Planning
Path — the path of a network that requires
the longest period of time to complete
 Integrate Technical Performance, Scheduling and
Budgeting
 Critical
Nabil Dmaidi
31
Objectives of a Project
Management Structure
Deliver a product that meets the
requirements of the project’s objectives.
(Systems Engineering)
 Deliver a product that meets the
requirements of the contract delivery
schedule
 For commercial companies: meet profit
objectives

Nabil Dmaidi
32
Prerequisites
Must have adequate resources and facilities
available to meet the delivery schedule
 Terms of the contract must be realistic and
adequate to cover the cost to perform under
the contract

Nabil Dmaidi
33
Project Manager’s Authority

Technical Decisions
–
–
–

Directing the design approach
Selecting subsystems or components
Identifying type and scope of tests
Commercial Decisions
–
–
Make or Buy
Selecting/recommending subcontractors or
vendors
Nabil Dmaidi
34
Continued

Administrative Decisions
–
–

Selecting and assigning personnel
Scheduling personnel, resources and equipment
Monetary Decisions
–
Determining the expenditure of funds
Nabil Dmaidi
35
Project Management Tools

PERT/GANTT Charts
–
Program Evaluation Review Technique
— element of work
 Event— Start or Completion Point
 Activity
•
Network — Graphic representation of a program
consisting of activities and events which are shown as
interconnected paths
Nabil Dmaidi
36
Planning

The road to project failure is paved with poor
plans
PLANNING: Influencing the future by
making decisions today based on
missions, needs and objectives.

It is an art not science.
Nabil Dmaidi
37
Categories of planning:
Time
 Cost
 Resources
 Quality
 Contingency

Nabil Dmaidi
38
Time Planning

When to start

when to finish

Time plans will be transformed to schedule
(time scale)
Nabil Dmaidi
39
Time planning steps
1) Divide project into component parts
2) Sequencing component parts in order of
accomplishment
3) Assign durations to each component
part
Nabil Dmaidi
40
Cost Planning

Allocating direct and indirect costs to the project
components

Summation of components costs. Total cost should
equal the budget.

( cost / schedule integration)
Nabil Dmaidi
41
Resources Planning

Construction Resources includes:


money
Material
Human resources
Equipments and tools

Resources should be planned considering the budget.

Attention to critical resources for project success


Nabil Dmaidi
42
Quality Planning

what is the minimum accepted quality?

Should I exceed the required quality?

How can I achieve this quality?
Nabil Dmaidi
43
Contingency (Risk) Planning

Planning for variability and uncertainty

“What if” planning to include items subject
to variability which are significantly impact
project cost and time
Nabil Dmaidi
44
Integrating Planning

Integration of time, cost and resource
planning against the same basic structure
(WBS)

Resource budgeting against time

Cost budgets plotted against time
Nabil Dmaidi
45
Thousands of tasks

The psychologists say our brains can
normally comprehend around 7-9 items
simultaneously.

So, divide and subdivide the project.
Nabil Dmaidi
46
The WBS
(Work Breakdown Structure)

IT is used to break down the project from
one main and relatively big entity into
smaller, defined, manageable and
controllable units, usually called work
groups or tasks, or, at the finest level of
detail (which is undesirable) activities
Nabil Dmaidi
47
Take care!!!
The deeper you go into the lower levels of
the WBS, the more detailed knowledge
you’ll need to know.
 A good rule of thumb is the rule of 1-5-5-5,
which entails that each level be broken
down into a maximum of five lower levels.

Nabil Dmaidi
48
Who develops the WBS?
A WBS is developed by the A/E at the end
of the design phase
 and/or by the bidders during the proposal
(procurement phase)

Nabil Dmaidi
49
The CWBS
(Contract Work breakdown Structure )

After contract award, the project manager
expands the WBS into a contract work
breakdown structure (CWBS).

as the initial step in the PLANNING
process.
Nabil Dmaidi
50
The CWBS

The extended CWBS must include the
levels at which required reporting
information is summarized for submittal to
the Owner
Nabil Dmaidi
51
Uses of the WBS
The WBS is used to report program status
externally to the Owner.
 The CWBS is used internally to plan the
program in detail and to collect status
information on a periodic basis for the
lowest level of the CWBS, namely the
schedule activities.
 The basis for technical planning and project
achievement.

Nabil Dmaidi
52
The CWBS
it is a major task to undo.
 Why???
 Because cost collections begins at a CWBS
element,

Nabil Dmaidi
53
WBS/CWBS

The individuals assigned the responsibility
for WBS/CWBS development should never
lose sight of the fact that the WBS is used
for technical planning and status
achievement.
Nabil Dmaidi
54
House
1.0
Level 1
fine
works
1.2
Structural
Work
1.1
Level 2
SubStructure
1.1.1
SuperStructure
1.1.2
Earthwork Foundation
1.1.1.2
1.1.1.1
Columns Roof slabs
1.1.2.1
1.1.2.2
Level 3
Excavation
1.1.1.1.1
Finishing
1.21
Plaster
1.2.1.1
Backfilling
1.1.1.1.2
Doors &
Windows
frames
1.2.2
Floor tile
1.2.1.2
Electrical
Works
1.3
Conduiting
1.3.1
Light
Fittings
1.3.2
Level 4
Level 5
Nabil Dmaidi
55
Conclusion
The work breakdown structure defines the
product elements (work packages).
 And their interrelations to each other and to
the product.
 The WBS mostly ends with project tasks.
 Using the tasks you can extract project’s
activities.

Nabil Dmaidi
56
Construction scheduling

What is the difference between a schedule
and a Plan?

The schedule: putting the plan in time scale.
Nabil Dmaidi
57
Most Common Scheduling
methods

common scheduling methodologies:
Bar Charts (Gantt Charts)
 Critical Path Method (CPM)
 PERT (Project Evaluation & Review
Techniques)
 Linear Scheduling Method (LSM)

Nabil Dmaidi
58
Construction scheduling

To be able to build up a successful schedule. You
need to:
1) Define
activities
2) Order activities
3) Establish activities relationships
4) assign durations to activities
5) resources and costs allocation
6) calculate early and late start/finish times
7) calculate float values and identify the critical
path
Nabil Dmaidi
59
Bar Chart or Gantt chart

Bar chart is a collection of activities listed
vertically, and the horizontal scale
represents the time.

First applied by HENRY GANTT
Nabil Dmaidi
60
Typical Bar / Gantt chart
Nabil Dmaidi
61
Advantages of Bar / Gantt Chart





Plan, schedule and progress are all depicted
graphically on a single chart
Easily read
Provides simple way to schedule small projects
Provides summary display of more detailed
plans and schedules
Best used for management briefings
Nabil Dmaidi
62
Disadvantages of Bar / Gantt Chart
Planning and scheduling are considered
simultaneously
 Activity dependencies cannot adequately be
shown
 Difficult to determine how activity progress
delays affect project completion
 Difficult to establish and maintain for large
projects

Nabil Dmaidi
63
Critical Path Method (CPM)

Two basic methods of analysis:
1) ADM -- Arrow Diagramming Method
Activity On Arrow (AOA) or I-J Method
2) PDM -- Precedence Diagramming Method
Activity On Node (AON) Method
Nabil Dmaidi
64
Types of construction Constraints
1)
2)
3)
4)
5)
6)
7)
8)
Physical constraints.
Resource constraints.
Safety constraints.
Financial constraints.
Environmental constraints.
Management constraints.
Contractual constraints.
Regulatory constraints.
Nabil Dmaidi
65
Physical constraints.

Physical constraints exist due to physical
process of construction.

Physical constraints defined by “HOW” the
project is to be carried out. ( Method of
construction).

You need to erect formwork before you can
cast concrete.
Nabil Dmaidi
66
Resource constraints

These constraints imposed wherever tow activities
cannot be carried out simultaneously because
insufficient resources are available.

E.g. Tow activities require a crane to be performed
and you have just one crane. So, they should not
be performed at the same time.

E.g. The amount of required concrete per day
exceeds the production capacity of a batch plant.
Nabil Dmaidi
67
Safety constraints.




Safety constraints imposed by safety requirements
through performing the work.
Sometime imposes that tow activities could not be
performed at the same time due to non-safe work
conditions. ( E.g. overhead and ground level work
at the same area.)
Imposes specific sequence of the work. (e.g.
erecting of scaffolding before external paints can
start)
Imposes non-working days due to extremely hot
or cold days.
Nabil Dmaidi
68
Financial constraints

Financial constraints: high cost activities
could be delayed due to non-availability of
cash requirements during construction.

The amount of cost a company can pay
within a specific period of time usually
limited. So, try to avoid overlap between
high cost activities.
Nabil Dmaidi
69
Environmental constraints.

Environmental constraints include
restrictions to the work to avoid
environmental violations.

E.g. not working in certain area during
specific times to avoid affecting
proliferation of eagles, fish run.
Nabil Dmaidi
70
Management constraints.

Management constraints reflect decisions of
management that result in a reasonable
benefit of the company.
E.g. the management decided to borrow
from your project resources to be utilized in
another project.
 E.g. the management decided to extend the
new year holiday another 2 days.

Nabil Dmaidi
71
Contractual constraints

The owner may impose constraints on the
construction process.

E.g. the owner may require a particular phase of
the project to be fully completed and occupied
before start construction of next phase.

And he may require to minimize the noise and
dust because that portion is occupied and in
operation.
Nabil Dmaidi
72
Regulatory constraints.

These type of constraints related to the
regulations of the area of construction.
Imposed by municipality, government, etc.

E.g. if the construction site in the
downtown, heavy vehicles like concrete
mixers prohibited to access the site in a
specific times of the day. So, you can just
cast concrete at night.
Nabil Dmaidi
73
Impacts of constraints on the
network

In the initial definition of the network, it is
desirable to minimize the number of
constraints, because excessive constraints
have the following impact of the project.
1)
Reduce scheduling flexibility.
Lengthen project duration.
Generally increase project costs.
Confuse basic scheduling logic.
2)
3)
4)
Nabil Dmaidi
74
Impacts of constraints on the
network

The imposition of constraints in the network
results in linear ordering of activities.
Which is not desired. (recall: the linear
order of activities prolong the project
duration and set most of the activities as
critical).
Nabil Dmaidi
75
Impacts of constraints on the
network


1)
2)
Only physical constraints should be
considered in the early preparation of the
network.
Other constraints can be deferred until
actual schedule of activities. Where it can
be determined that :
the constraints are not met by the
schedule.
It can be addressed by shifting of activities
within their available float time.
Nabil Dmaidi
76
Resources Allocation & Leveling

So far, the network analysis has been considered
using one resource only which is time.

Construction activities in practice use other
resources like labor, material, equipment and
money.

Moreover, the network analysis considered no
limitations of the traditional resources (labor,
material, equipment and money) which is not the
case in practice.
Nabil Dmaidi
77
Activities Relationships

Types of relations between activities:
1) Finish to start – FS
2) Start to Finish – SF
3) Finish to Finish – FF
4) Start to Start - SS
Nabil Dmaidi
78
1) Finish to start – FS Relationship
The traditional relationship between
activities.
 Implies that the preceding activity must
finish before the succeeding activities can
start.
 Example: the plaster must be finished
before the tile can start.

Nabil Dmaidi
79
Finish to start with delay relationship
Pour concrete
1 day
Concrete curing
28 days
Deshuttering
2 days
Concrete curing an activity which consumes no resources other than time
Pour concrete
1 day
FS/28
Deshuttering
2 days
28 days is delay time or LAG means that: deshuttering can start 28 days after
Concrete has been poured
Nabil Dmaidi
80
3) Star to Finish – SF relationship

Appear illogical or irrational.

Typically used with delay time OR LAG.

The following examples proofs that its
logical.
Nabil Dmaidi
81
2) Star to Finish – SF relationship
steel
Erect formwork
reinforcement
Pour concrete
SF5
Order concrete
The concrete supplier stipulates 5 days order before delivery.
Nabil Dmaidi
82
3) Finish to Finish – FF relationship
 Both
activities must finish at the
same time.
 Can be used where activities can
overlap to a certain limit.
Nabil Dmaidi
83
Finish to Finish – FF relationship
Set flagpole
In the hole
Position flagpole
In the hole
FF
Backfill
hole
Nabil Dmaidi
84
Finish to Finish with delay relationship
Erect
scaffolding
Remove
Old paint
FF/1
sanding
FF/2
painting
Nabil Dmaidi
inspect
Dismantle
scaffolding
85
4) Start to Start – SS relationship
Clean surface
Spread grout
SS
Set tile
Nabil Dmaidi
Clean floor area
86
The Four Activity Times Arrow Diagram Notation
i
Activity
Tij
j
(a)
ESDij
EFDij
LSDij
LFDij
Activity ij
Activity ij
Tij
Tij
Time
Available
(b)
Nabil Dmaidi
87
Forward Pass Rules
Rule 1
The initial project event is assumed to occur at time zero
Rule 2
All activities are assumed to start as soon as possible,
that is , as soon as all the predecessor activities are
completed.
Rule 3
The early finish time of an activity is merely the sum of
its early start date and the estimated activity duration.
EFDij = ESDij + Tij
Nabil Dmaidi
88
Forward Pass Rules (cont.)
Rule 4
The late start date LSDij is found by subtracting
the activity duration Tij from the late finish date
LFDij
LSDij = LFDij - Tij
Nabil Dmaidi
89
Forward Pass Comput at ions - Remodeling Chemical Laborat ory
j Act ivit y Descript ion
T (Days) ESD EFD
i
2 4 St rip room
3
0
3
2 12 Obt ain fume hood
10
0
10
2 14 Obt ain cabinet
10
0
10
2 20 Obt ain chemical sink
10
0
10
2 24 Paint er availabilit y
20
0
20
2 28 Obt ain vinyl floor covering
5
0
5
4 6 Rough-in plumbing and elect rical
5
3
8
4 8 Replace exist ing fume duct
3
3
6
6 8 Dummy
0
8
8
6 10 Repair floor
1
8
9
8 10 Repair walls and ceiling
4
8
12
10 12 Dummy
0
12
12
10 14 Dummy
0
12
12
12 16 Inst all new fume hood
1
12
13
14 16 Dummy
0
12
12
14 22 Inst all wall cabinet s
5
12
17
16 18 Inst all 1/3 base cabinet s
1
13
14
18 20 Dummy
0
14
14
18 22 Inst all 2/3 base cabinet s
2
14
16
20 22 Inst all chemical sink
1
14
15
22 24 Finish plumbing and elect rical
2
17
19
24 26 Dummy
0
20 20
24 28 Paint cabinet s
6
20 26
26 28 Paint walls and ceiling
3
20 23
28 30 Lay vinyl floor
1
26
27
Nabil Dmaidi
90
i
2
2
2
2
2
2
4
4
6
6
8
10
10
12
14
14
16
18
18
20
22
24
24
26
28
j
4
12
14
20
24
28
6
8
8
10
10
12
14
16
16
22
18
20
22
22
24
26
28
28
30
Forward Pass Comput at ions - Remodeling Chemical Laborat ory
Act ivit y Descript ion
T (Days)
ESD
EFD
LSD
St rip room
3
0
3
1
Obt ain fume hood
10
0
10
4
Obt ain cabinet
10
0
10
3
Obt ain chemical sink
10
0
10
7
Paint er availabilit y
20
0
20
0
Obt ain vinyl floor covering
5
0
5
21
Rough-in plumbing and elect rical
5
3
8
4
Replace exist ing fume duct
3
3
6
6
Dummy
0
8
8
9
Repair floor
1
8
9
12
Repair walls and ceiling
4
8
12
9
Dummy
0
12
12
14
Dummy
0
12
12
13
Inst all new fume hood
1
12
13
14
Dummy
0
12
12
15
Inst all wall cabinet s
5
12
17
13
Inst all 1/3 base cabinet s
1
13
14
15
Dummy
0
14
14
17
Inst all 2/3 base cabinet s
2
14
16
16
Inst all chemical sink
1
14
15
17
Finish plumbing and elect rical
2
17
19
18
Dummy
0
20
20
23
Paint cabinet s
6
20
26
20
Paint walls and ceiling
3
20
23
23
Lay vinyl floor
1
26
27
26
Nabil Dmaidi
LFD
4
14
13
17
20
26
9
9
9
13
13
14
13
15
15
18
16
17
18
18
20
23
26
26
27
91
1. Total Float

Total float may be defined as that time span
in which the completion of an activity may
occur and not delay the termination of the
project.
TFij
= LFDij - EFDij
= LSDij - ESDij
Nabil Dmaidi
92
2. Free Float

Free float may be defined as the time span
in which the completion of an activity may
occur and not delay the finish of the project
nor delay the start of any following activity.
FFij
= ESDjk - EFDij
Nabil Dmaidi
93
3. Interfering Float

That part of the total float which remains after free
float has been deducted is the interfering float.

It may be defined as: the time span in which the
completion of an activity may occur and not delay
the termination of the project but within which
completion will delay the start of some other
following activity.
INTFij
= TFij - FFij
Nabil Dmaidi
94
4. Independent Float

The fourth float, independent float, is the amount
of scheduling leeway of an activity that is
independent of the early starts and late finishes of
any other activity. It may be formally defined as:
The time span in which the completion of an
activity may occur and not delay the termination
of the project, not delay the start of any following
activity, and not be delayed by any preceding
activity.
Nabil Dmaidi
95
i
2
2
2
2
2
2
4
4
6
6
8
10
10
12
14
14
16
18
18
20
22
24
24
26
28
j
4
12
14
20
24
28
6
8
8
10
10
12
14
16
16
22
18
20
22
22
24
26
28
28
30
Forward Pass Comput at ions - Remodeling Chemical Laborat ory
Act ivit y Descript ion
T (Days)
ESD
EFD
LSD
LFD
TF
St rip room
3
0
3
1
4
1
Obt ain fume hood
10
0
10
4
14
4
Obt ain cabinet
10
0
10
3
13
3
Obt ain chemical sink
10
0
10
7
17
7
Paint er availabilit y
20
0
20
0
20
0
Obt ain vinyl floor covering
5
0
5
21
26
21
Rough-in plumbing and elect rical
5
3
8
4
9
1
Replace exist ing fume duct
3
3
6
6
9
3
Dummy
0
8
8
9
9
1
Repair floor
1
8
9
12
13
4
Repair walls and ceiling
4
8
12
9
13
1
Dummy
0
12
12
14
14
2
Dummy
0
12
12
13
13
1
Inst all new fume hood
1
12
13
14
15
2
Dummy
0
12
12
15
15
3
Inst all wall cabinet s
5
12
17
13
18
1
Inst all 1/3 base cabinet s
1
13
14
15
16
2
Dummy
0
14
14
17
17
3
Inst all 2/3 base cabinet s
2
14
16
16
18
2
Inst all chemical sink
1
14
15
17
18
3
Finish plumbing and elect rical
2
17
19
18
20
1
Dummy
0
20
20
23
23
3
Paint cabinet s
6
20
26
20
26
0
Paint walls and ceiling
3
20
23
23
26
3
Lay vinyl floor
1
26
27
26
27
0
Nabil Dmaidi
FF
0
2
2
4
21
0
2
0
3
0
0
0
0
1
0
0
0
1
2
1
0
3
-
INTF
1
2
1
3
0
1
1
1
1
1
2
1
2
2
1
2
3
1
1
0
3
0
-
INDF
2
2
4
21
1
2
0
0
0
0
3
-
96
Critical Path Computations on
the Network
Nabil Dmaidi
97
The Two Event Approach

Early Start Event
In the forward pass, the maximum of the EFD
values for all activities merging at a node is
taken as ESD value for all the activities that
burst from the same node.
TEj = MaxI (TEi +Tij)
Nabil Dmaidi
98
 For
all activities entering node j, TEj
is taken as the greatest sum of all
activities merge to the node
Nabil Dmaidi
99
 Late
–
Finish Event
In the backward computations, the
minimum of LSD valves is taken as the
latest finish time for all activities that
enter the node.
TLj = MinI (TLi +Tij)
Nabil Dmaidi
100
 Start
by the last activity, the TL for the
next earlier node is taken as the
minimum value of the late time event
minus activity duration.
Nabil Dmaidi
101
Nabil Dmaidi
102
Float Calculations From Event Times
Total Float
Tfij = TLj - TEi - Tij
Example
TF2-20 =
TL20 - TE2 - T2-20
= 17 - 0 - 10 = 7
Nabil Dmaidi
103
Free Float
FFij = TEj - TEi - Tij
Example
FF2-20 =
TE20 - TE2 - T2-20
= 14 - 0 - 10 = 4
Nabil Dmaidi
104
Scheduling Computations
for
Precedence Networks
Nabil Dmaidi
105
Tabular Format (Precedence Diagram)

Can be carried out on the tabular form
without reference to the diagram.

Advantage: the time required to construct
the diagram is eliminated.
Nabil Dmaidi
106
Link Lag
A link lag is the difference between the
early start date of an activity and the early
finish date of the preceding activity
LAGij = ESDj - EFDi
Nabil Dmaidi
107
Determining log
Examples:
LAG 5-10 = ESD 10 - EFD 5 = 4 - 4 = 0
LAG 15-25 = ESD 25 - EFD 15 = 12 - 7 = 5
LAG 20-25 = ESD 25 - EFD 20 = 12 - 6 = 6
Nabil Dmaidi
108
Determining the Free-Float
Free Float is the minimum of the log of the
link that follows an activity.
 Look at the “Pre. column” to find the same
number value of EF for terminal activity
“not following act.”

FFi = Minj - LAG ij
FF 35 = LFD 35 - EFD 35 = 20 - 20 = 0
Nabil Dmaidi
109
Determining the Total Float “Backward”
TF i = Min (log ij + TF j )

Take TF of the terminal activity = 0
or TF 35 = LFD 35 - EFD 35 = 20 - 20 = 0
Nabil Dmaidi
110
Determining the Total Float “Backward” (cont.)
TF 30 = Min (log 30-35 + TF 35 ) =
Min ( 7 + 0 ) = 7
No other link
{
} { }
TF 20 = Min LAG20-25 + TF 25 = Min 6+0 = 6
LAG20-30 + TF 30
Nabil Dmaidi
1+7
111
INTF Float
INTF
= TF - FF
Nabil Dmaidi
112
 If
the free float is zero - no INDF
INDF j = FF j - Max _ I ( TF I - LAGIJ )
INDF 20 = FF 20 - Max ( TF 5 - LAG5-20 )
= 1- (0 -0 )=1
{
INDF 30 = FF 30 – Max
TF 15 - LAG15-30
TF 20 - LAG20-30
{ }
}
= 7- 5-0 =2
6-1
Nabil Dmaidi
113
Float Determination Sample Precedence Network
Nabil Dmaidi
114
Late Date Determination Sample Precedence Network
Nabil Dmaidi
115
Lag Determination Sample Precedence Network
Nabil Dmaidi
116
Forward Pass Calculations
Early start / Early Finish
EF = ES + D
8
3
4
15
17
11
6
7
14
6
0
11
4
1
2
4
18
4
7
7
31
8
45
9
7
10
14
8
4
5
Nabil Dmaidi
10
117
Backward Pass Calculations
Late start / Late Finish
LS = LF - D
11
3
4
15
17
11
6
7
14
6
0
11
4
1
2
4
24
4
7
7
31
8
45
9
7
10
14
24
4
5
Nabil Dmaidi
10
118
The Critical activities
Total Float= LF – ES – D
11
8
3
4
11
17
11
17
6
4
11
0
4
11
2
4
7
14
6
0
1
15
4
7
7
24
31
45
18
31
45
8
9
7
10
14
24
8
4
5
Nabil Dmaidi
10
119
11
The critical Path
8
3
4
11
17
11
17
6
4
11
0
4
11
2
4
7
14
6
0
1
15
4
7
7
24
31
45
18
31
45
8
9
7
10
14
24
8
4
5
Nabil Dmaidi
10
120
Exercise


Draw a network for the following activities.
Activity
A
B
C
D
E
F
G
H
I
J
K
L
Duration
2
2
4
1
4
2
1
4
2
4
4
1
Nabil Dmaidi
IPAs
-A
A
C
B,C
B
D
F,E
F
G,H
I,H
K,J
121
The
1
A
Arrow Network will be:
B
2
2
F
3
2
I
9
10
2
2
C 4
4
4
6
E
7
4
D
H
11
12
4
J
1
5
K
G
L
1
13
4
8
1
Nabil Dmaidi
122
Forward
0
1
Pass calculations (ES, EF)
2
A
4
B
2
2
6
F
3
2
C 4
14
I
9
2
2
6
6
4
6
E
7
D
4
14
10
4
1
10
H
18
11
12
4
J
7
5
K
14
G
19
L
1
13
4
8
1
Nabil Dmaidi
123
backward
0
1
Pass calculations (LS, LF)
2
A
6
B
2
2
10
F
3
2
C 4
14
I
9
2
2
6
6
4
6
E
7
D
4
14
10
4
1
10
H
18
11
12
4
J
13
5
K
14
G
19
L
1
13
4
8
1
Nabil Dmaidi
124
Specify
the Critical Path
0
0
2
2
1
A
6
4
B
2
2
10
6
F
3
2
I
9
6
6
4
6
D
E
7
H
K 18
4
18
11
12
4
13
7
5
14
14
10
10
4
1
10
2
2
6
6
C 4
14
14
J
14
14
G
19
19
L
1
13
4
8
1
Nabil Dmaidi
125
0
0
1
2
2
A
6
4
B
2
2
10
6
F
3
2
I
9
6
6
4
6
D
E
7
H
K 18
4
18
11
12
4
13
7
5
14
14
10
10
4
1
10
2
2
6
6
C 4
14
14
J
14
14
G
19
19
L
1
13
4
8
1
Nabil Dmaidi
126
Table of activities
EF = ES + D

Activity
A
B
C
D
E
F
G
H
I
J
K
L
DurationIPAs
2
2
4
1
4
2
1
4
2
4
4
1
ES
EF
-A
A
C
B,C
B
D
F,E
F
G,H
I,H
K,J
Nabil Dmaidi
0
2
2
6
6
4
7
10
6
14
14
18
2
4
6
7
10
6
8
14
8
18
18
19
127
Table of activities
LS = LF - D

Activity
Duration
A
B
C
D
E
F
G
H
I
J
K
L
2
2
4
1
4
2
1
4
2
4
4
1
IPAs
-A
A
C
B,C
B
D
F,E
F
G,H
I,H
K,J
Nabil Dmaidi
ES
EF
LS
LF
0
2
2
6
6
4
7
10
6
14
14
18
2
4
6
7
10
6
8
14
8
18
18
19
0
4
2
12
6
8
13
10
12
14
14
18
2
6
6
13
10
10
14
14
14
18
18
19
128
Total Float (TF): The amount of time an activity can be delayed
without delaying the overall project completion.
TF = LF – ES – D
= LF – EF
= LS - ES

Activity
Duration
IPAs
ES
EF
LS
LF
TF
A
B
C
D
E
F
G
H
I
J
K
L
2
2
4
1
4
2
1
4
2
4
4
1
-A
A
C
B,C
B
D
F,E
F
G,H
I,H
K,J
0
2
2
6
6
4
7
10
6
14
14
18
2
4
6
7
10
6
8
14
8
18
18
19
0
4
2
12
6
8
13
10
12
14
14
18
2
6
6
13
10
10
14
14
14
18
18
19
0
2
0
6
0
4
6
0
6
0
0
0
Nabil Dmaidi
129
Total Float (TF): The amount of time an activity can be delayed
without delaying the overall project completion.
TF = LF – ES – D
= LF – EF
= LS - ES

Activity
Duration
IPAs
ES
EF
LS
LF
TF
A
B
C
D
E
F
G
H
I
J
K
L
2
2
4
1
4
2
1
4
2
4
4
1
-A
A
C
B,C
B
D
F,E
F
G,H
I,H
K,J
0
2
2
6
6
4
7
10
6
14
14
18
2
4
6
7
10
6
8
14
8
18
18
19
0
4
2
12
6
8
13
10
12
14
14
18
2
6
6
13
10
10
14
14
14
18
18
19
0
2
0
6
0
4
6
0
6
0
0
0
Nabil Dmaidi
130
Bar / Gantt chart Early Start / Finish
EF = ES + D
Activity
A
B
C
D
E
F
G
H
I
J
K
L
2
4
6
8
12
10
Time
Nabil
Dmaidi
14
16
18
20
131
Bar / Gantt Chart Late Start / Finish
LS = LF - D
Activity
A
B
C
D
E
F
G
H
I
J
K
L
2
4
6
8
12
10
Time
Nabil
Dmaidi
14
16
18
20
132
Bar / Gantt of the previous network
A
B
C
D
E
F
G
H
I
J
K
L
2
4
6
8
10
Nabil Dmaidi
12
14
16
18
20
133
Bar / Gantt chart Early Start / Finish
EF = ES + D
Activity
A
B
C
D
E
F
G
H
I
J
K
L
2
4
6
8
12
10
Time
Nabil
Dmaidi
14
16
18
20
134
Bar / Gantt Chart Late Start / Finish
LS = LF - D
Activity
A
B
C
D
E
F
G
H
I
J
K
L
2
4
6
8
12
10
Time
Nabil
Dmaidi
14
16
18
20
135
Bar / Gantt of the previous network
A
B
C
D
E
F
G
H
I
J
K
L
2
4
6
8
10
Nabil Dmaidi
12
14
16
18
20
136
2) PDM Precedence Diagramming Method
Activity On Node (AON) Method
PDM is the primary method in use today.
 Used by most of the computer software.

MS Project
 Primavera

Nabil Dmaidi
137
PDM Precedence Diagramming Method

The PDM depicts activities as NODES in
the network linked with logic lines.
The node representing the activity.
 Arrow representing relationship /
dependency
 PDM should be red left to right

Nabil Dmaidi
138
PDM Precedence Diagramming Method

PDM looks like the following:
Activity A
Activity B
• The shape of the node could be any shape
Nabil Dmaidi
139
PDM vs. ADM
ADM
A
1
PDM
C
2
3
A
C
B
D
=
B
4
D
5
6
Nabil Dmaidi
140
PDM vs. ADM
ADM
PDM
B
3
B
A
1
2
C
4
=
A
C
D
5
D
Nabil Dmaidi
141
Exercise


Draw a PDM for the following activities.
Activity
Label
A
B
C
E
F
G
H
D
Activity
Description
IPAs
Lay out
Excavation
place formwork
purchase steel
bend steel
place steel
order concrete
place concrete
-A
B
-E
C,F
-G,H
Nabil Dmaidi
142
The PDM will be:
H
A
B
E
C
F
Nabil Dmaidi
D
G
143
Clean surface
Spread grout
SS
Set tile
Nabil Dmaidi
Clean floor area
144
Precedence Network Calculations

the basic information that should be
calculated in the precedence network are:
1) Early activity start (ES)
2) Early activity finish (EF)
3) Late activity start (LS)
4) Late activity finish (LF)
5) Free Float (FF)
6) Total Float (TF)
Nabil Dmaidi
145
Precedence Network Calculations

The previously mentioned information can
be illustrated in the activity nod in the
network:
Activity description
ES
EF
Duration
FF
TF
Nabil Dmaidi
LS
LF
146
Precedence Network Calculations
ES: the earliest time that an activity can start as
determined by the latest of the early finish times of all
immediately preceding activities.
 EF: the earliest time that an activity can finish, determined
by EF = ES + D
 LS : the latest time that an activity can start without
delaying the project completion.
LS = LF – D.
 LF : the latest time that an activity can be finished without
delaying the project completion, as determined by the
earliest of the late starts of the immediately succeeding
activities.

Nabil Dmaidi
147
Precedence Network Calculations




FF: the amount of time that an activity can be
delayed before it impacts the start of any
succeeding activities.
TF: the amount of time that an activity can be
delayed before it impacts the project completion.
Lag: the amount of time that exists between the
EF of an activity and the ES of a specified
succeeding activity.
LAGAB = ESB - EFA
Nabil Dmaidi
148
Precedence Network Calculations

Reminder: The manual calculations
assumes that the relationships between
activities are Finish to Start (FS) Type.
Nabil Dmaidi
149
Precedence Network Calculations
1) Forward pass calculations
4) Backward pass calculations
5) Calculate total Float (TF = LS – ES OR LF – EF)
A
1
2
1
0
0
B
0
1
2
2
11
9
0
D
0
11
2
0 11
5
16 0
0 16
7
5
0
4
20 0
E
0
5
7
3 10
11
4
0
3 14
20
16
0 20
1
21 0
20
0 21
3
G
0
10
H
0
5
0
2
16
11
4
C
F
0
11
17 3
6
14
3 20
2) Calculate the Lag ( LAGAB = ESB - EFA
ES
3) Calculate the Free Float (FF) FF =Nabil
min.Dmaidi
LAG
Dur.
LS
EF FF TF150
LF
Precedence Network Calculations
6) Determine the Critical Path
A
1
2
1
0
0
B
0
1
2
2
11
9
0
D
0
11
2
0 11
5
16 0
0 16
7
5
0
4
20 0
E
0
5
7
3 10
11
4
0
3 14
0 20
1
21 0
20
0 21
G
11
17 3
6
14
3 20
The critical path passes through the critical activities where TF = 0
Nabil Dmaidi
20
16
3
0
10
H
0
5
0
2
16
11
4
C
F
0
ES
Dur.
LS
EF FF TF151
LF
Bar / Gantt chart Early Start / Finish
EF = ES + D
Activity
A
B
C
D
E
F
G
H
2
4
6
8
12
10
Time
Nabil
Dmaidi
14
16
18
20
152
Bar / Gantt chart Late Start / Finish
LS = LF - D
Activity
A
B
C
D
E
F
G
H
2
4
6
8
12
10
Time
Nabil
Dmaidi
14
16
18
20
153
Bar / Gantt chart
Activity
A
B
C
D
E
F
G
H
2
4
6
8
12
10
Time
Nabil
Dmaidi
14
16
18
20
154
Exercise
1) Forward pass calculations
4) Backward pass calculations
electrical
conduit
7
0
2
9 8
7
6
0
0
1
7
7
11
0
4
0
17 0
Dur. LS
EF FF TF LF
6
9
0
Floor tile
plaster
17
11
0 17
sub-frames
1
0 28
0
11
0 11
8
28 0
0
7
7
ES
8 17
0
0
1
15
Inspection
plumbing
Block work
Water
proofing
25 3 25
8
25 0
8
17
0 25
28
29 0
1
28
0 29
9
16
9 17
2) Calculate the Lag ( LAGAB = ESB - EFA
Nabil Dmaidi
3) Calculate the Free Float (FF) FF = min. LAG
155
6) Determine the Critical Path
5) Calculate total Float (TF = LS – ES OR LF – EF)
electrical
conduit
7
0
2
9 0
7
6
0
0
1
7
7
11
0
4
0
17 0
6
0
0
Floor tile
plaster
17
11
0 17
sub-frames
1
0 28
0
11
0 11
8
28 0
0
7
7
ES
8 17
0
0
1
15
Inspection
plumbing
Block work
Water
proofing
25 3 25
8
25 0
8
17
0 25
28
29 0
1
28
0 29
9
16
9 17
Dur. LS
EF FF TF LF
Nabil Dmaidi
156
Activities Duration

Activity duration: is the estimated time
required to complete an activity.

Activity duration mainly calculated based
on the quantities take off.

And labor or machines productivity rates.
Nabil Dmaidi
157
Activities Duration

Durations could be estimated by experience.
( previous similar jobs)

If experience not available, others
experience could be utilized.

If not, handbooks of productivity rates are
available provide the required information.
Nabil Dmaidi
158
Activities Duration

Activity duration can be calculated as
follows:
quantity of the work
= crew hours
qty / crew hour

qty / crew hour is the productivity rate.

Time unit is hours could be changed to working days.
Nabil Dmaidi
159
Activities Duration

Example: assume that you have a floor tile area of 600 M2 , and the
productivity rate of a tile mason and one helper is 1.5 M2 / hour.

By applying the previous equation:
600 M2
= 400 hours
1.5 M2 / h

If the time unit is working day ( 8 hours) :
400 hours
= 50 days
8 hours
Nabil Dmaidi
160
Time & Cost Theoretical
Relationship
Cost
Minimum Duration
A
B
Duration
Nabil Dmaidi
161
Some Factors that affects
Duration
1)
2)
3)
4)
5)
6)
7)
8)
9)
Weather.
Availability, quality, and training of operatives.
Familiarity with the work.
Quality of workmanship specified.
Quality of management/supervision.
Size and completion date of project.
Length and incidence of holidays.
Repetitiveness of the work.
Physical constraints of the site. Such as access,
size, storage space and etc.
Nabil Dmaidi
162
1) Weather

Allowance for weather is important for
activities duration.

Its particularly critical for excavation and
earth moving activities.

Tow approaches to tackle delay due to
weather conditions:
Nabil Dmaidi
163
1) Weather Cont.
1)
First approach: each activity has an added
allowance of possible delays due to weather.
Fixed percentage is added to each activity for
this purpose.
But, it produces difficulties for activities with
long duration, if these activities are not sensitive
to weather.
Nabil Dmaidi
164
1) Weather Cont.
2) Second approach: adding a single
allowance at the end of the project.
This method works best if the work
activities have more or less the same
sensitivity to weather. And the weather does
not vary significantly from period to period.
Nabil Dmaidi
165
1) Weather Cont.

A delay activity could be added separately
to the network represents the weather delay.
Nabil Dmaidi
166
E
10
6
16
16 6 6 22
B
6
13
10 0 6 16
13 0 6 19
16
C
G
5
6 0 0
4
5
12
1
6
6
11 0 0 11
6
11
I
17
A
1
F
11
2
3
2
Dur. LS
EF FF TF LF
6 6 22
22
11
14 0 0 14
2
22
24 0 0 24
J
12
14
8 0 6 14
ES
19
K
D
6
3
8
14
22 0 0 22
H
8
16
6
22
14 Nabil
8 8Dmaidi
167
E
10
4
16
14 6 6 20
B
F
6
4 12
10 0 6 16
A
1
5
6 0 0
9
11 0 6
C
1
6
6
9 0 0
3
2
I
15
11
17
14 6
2
8 0 4
ES
Dur. LS
EF FF TF LF
6 20
G
K
6
9
9
12 0 0 12
3
20
9
2
20
22 0 0 22
D
6
17
3
J
10
12
12
20 0 0
8
12
20
H
8
13
7
20
15 Nabil
5 5Dmaidi
168
E
6
1
ES
B
F
I
4
2
3
A
C
G
K
5
5
3
2
Dur. LS
EF FF TF LF
D
J
2
8
H
6
Nabil Dmaidi
169
E
4
1
ES
B
F
I
4
2
3
A
C
G
K
5
3
3
2
Dur. LS
EF FF TF LF
D
J
2
8
H
7
Nabil Dmaidi
170
Resources Allocation & Leveling

A time only network assumes that any other
needed resources are available at any time.

E.g. if the excavation activity requires three
large mechanical excavators, A time only
network assumes that these excavators are
available on site at the required time. This
seems to be uneconomic situation.
Nabil Dmaidi
171
Resources Allocation & Leveling
A
1
2
1
0
0
B
1
2
2
11
8H
9
0
Activity
2
0 11
11
5
16 0
F
11
0 16
16
4
20 0
5H
8H
C
E
G
5
7
3 10
11
5
0
7H
4
0
10
3 14
4H
11
H
16
0 20
9H
2
7
D
6
17 3
20
1
21 0
20
0 21
4H
14
3 20
2H
desc.
ES
Dur. LS
EF FF TF LF
Resources
Nabil Dmaidi
172
Sort

Sort : the process of arranging activities in
a
list to certain specific order.
Nabil Dmaidi
173
Priorities & Sorts
The activities making up the network must
be listed in order of their priority of
resources allocation.
 The network shows the logical sequence of
activities. (predecessor and successor).
 The listing of activities must therefore
reflects the dependency of some activities .

Nabil Dmaidi
174
Activities Sort

Activity
Duration
ES
TF
Resource unit
A
1
1
0
8H
B
C
D
E
F
G
H
9
5
5
4
4
6
1
2
2
11
7
16
11
20
0
3
0
3
0
3
0
9H
7H
5H
4H
8H
2H
4H
Activity sort reflects the logic sequence of the network.
Nabil Dmaidi
175
Major Sort

Activity
Duration
ES
TF
Resource unit
A
1
1
0
8H
B
C
E
G
D
F
H
9
5
4
6
5
4
1
2
2
7
11
11
16
20
0
3
3
3
0
0
0
9H
7H
4H
2H
5H
8H
4H
Activity sort with ES time as Major sort
Nabil Dmaidi
176
Major & Minor Sorts

Activity
Duration
ES
TF
Resource unit
A
1
1
0
8H
B
C
E
D
G
F
H
9
5
4
5
6
4
1
2
2
7
11
11
16
20
0
3
3
0
3
0
0
9H
7H
4H
5H
2H
8H
4H
Activity sort with ES time as Major sort & TF as Minor Sort
Nabil Dmaidi
177
Allocated resources
8H
A
9H 9H 9H 9H 9H 9H 9H 9H 9H
Activity
B
7H 7H 7H 7H 7H
C
4H 4H 4H 4H
E
5H 5H 5H 5H 5H
D
2H 2H 2H 2H 2H 2H
G
8H 8H 8H 8H
F
4H
H
2
4
6
8
12
10
Time
Nabil
Dmaidi
14
16
18
20
178
2
4
6
8
Time
10
12
14
16
18
20
8H
A
9H 9H 9H 9H 9H 9H 9H 9H 9H
B
7H 7H 7H 7H 7H
Activity
C
4H 4H 4H 4H
E
5H 5H 5H 5H 5H
D
G
2H 2H 2H 2H 2H 2H
8H 8H 8H 8H
F
4H
H
Total Labor
8 16 16 16 16 16 1313 13 13 7
7
7 7
7 10 8
Early startNabil
resources
aggregation
Dmaidi
8 8 4
179
Resource Aggregation

Resources aggregation: is a summation of
the resources that are used to carry out the
program on a time period basis. For
example, day to day , or week to week.
Nabil Dmaidi
180
Total Labor
8 16 16 16 16 16 1313 13 13 7
7
7 7
8 8 4
7 10 8
Labor
16
14
12
10
8
6
4
2
2
4
6
8
10
12
14
16
18
20
Time
Nabil Dmaidi
181
Early start resources aggregation diagram (Histogram)
Late start

Another histogram can be obtained if Late start
considered. Shows different resources demand.

And many histograms can be obtained
considering a different time in the network.

Each histogram shows different resources
demand.
Nabil Dmaidi
182
Late start Sorts

Activity
Duration
LS
TF
Resource unit
A
1
1
0
8H
B
C
E
D
G
F
H
9
5
4
5
6
4
1
2
5
10
11
14
16
20
0
3
3
0
3
0
0
9H
7H
4H
5H
2H
8H
4H
Activity sort with LS time as Major sort & TF as Minor Sort
Nabil Dmaidi
183
Time
2
4
6
8
12
10
14
16
18
20
8H
A
9H 9H 9H 9H 9H 9H 9H 9H 9H
B
7H 7H 7H 7H 7H
Activity
C
4H 4H 4H 4H
E
5H 5H 5H 5H 5H
D
2H 2H 2H 2H 2H 2H
G
8H 8H 8H 8H
F
4H
H
Total Labor
8 9 9
9 16 16 1616 16 13 9
9
9 7
7 10 10 10 10 4
Late startNabil
resources
aggregation
Dmaidi
184
Total Labor
8 9 9
9 16 16 1616 16 13 9
9
9 7
7 10 10 10 10 4
Labor
16
14
12
10
8
6
4
2
2
4
6
8
10
12
14
16
18
Nabil
Dmaidi
Late start resources
aggregation
diagram (Histogram)
20
185
Time
Total Labor
8 9 9
9 16 16 1616 16 13 9
9
9 7
7 10 10 10 10 4
Labor
16
14
12
10
8
6
4
2
2
4
6
8
10
12
14
16
18
20
Time
Nabil
Dmaidi
186
Early start vs Late start resources aggregation diagram (Histogram)
Total Labor
8 9 9
9 16 16 1616 16 13 9
9
9 7
7 10 10 10 10 4
Labor
16
14
12
10
8
6
4
2
2
4
6
8
10
12
14
16
18
20
Time
Nabil Dmaidiaggregation diagram (Histogram)
187
Early start vs Late start resources
E
10
6
16
16 6 6 22
B
6
13
10 0 6 16
13 0 6 19
16
C
G
5
6 0 0
4
5
12
1
6
6
11 0 0 11
6
11
I
17
A
1
F
11
2
3
2
Dur. LS
EF FF TF LF
6 6 22
22
11
14 0 0 14
2
22
24 0 0 24
J
12
14
8 0 6 14
ES
19
K
D
6
3
8
14
22 0 0 22
H
8
16
6
22
14 Nabil
8 8Dmaidi
188
Activities Sort

Activity
Duration
ES
TF
Resource unit
A
5
1
0
8H
C
D
B
H
E
G
F
I
J
K
5
2
4
6
6
3
2
3
8
2
6
6
6
8
10
11
11
13
14
22
0
6
6
8
6
0
6
6
0
0
2H
4H
9H
5H
5H
2H
8H
5H
2H
6H
Activity sort with ES time as Major sort & TF and duration as Minor Sorts
Nabil Dmaidi
189
2
A
4
6
8
Time
10
12
14
16
20
22
24
8H 8H 8H 8H 8H
C
2H 2H 2H 2H 2H
D
4H 4H
B
9H 9H
9H
9H 9H 9H
9H
H
5H 5H 5H
E
5H 5H 5H
5H 5H 5H 5H 5H 5H
G
2H 2H 2H
F
8H 8H
I
5H 5H 5H
J
2H 2H 2H 2H 2H 2H 2H 2H
6H 6H
K
Total
Labor
18
8 8
8 8
8 15 1516 16 12 20 20 17 12 12 2 2
Nabil Dmaidi
Early start resources aggregation
2 2 2 2 6
6
190
Total
Labor
8 8
8 8
8 15 1516 16 12 20 20 17 12 12 2 2
2 2 2 2 6
6
20
18
Labor
16
14
12
10
8
6
4
2
2
4
6
8
10
12
14
Nabil Dmaidi
Time
16
18
20
22
24
191
Early start resources aggregation diagram
Activities Sort

Activity
Duration
LS
TF
Resource unit
A
5
1
0
8H
C
D
B
E
H
G
F
I
J
K
5
2
4
6
6
3
2
3
8
2
6
12
12
16
16
11
17
19
14
22
0
6
6
6
8
0
6
6
0
0
2H
4H
9H
5H
5H
2H
8H
5H
2H
6H
Activity sort with LS time as Major sort & TF and duration as Minor Sorts
Nabil Dmaidi
192
2
A
4
6
8
Time
10
12
14
16
18
20
22
8H 8H 8H 8H 8H
C
2H 2H 2H 2H 2H
D
4H 4H
B
9H 9H 9H 9H
E
5H 5H 5H 5H 5H 5H
H
5H 5H 5H 5H 5H 5H
G
2H 2H 2H
F
8H 8H
I
5H 5H 5H
J
2H 2H 2H 2H 2H 2H 2H 2H
6H 6H
K
Total
Labor
24
8 8
8 8
8
2 2 2
2
2
2 15 15 11 11 12 20 2017 17 17 6
Nabil Dmaidi
Late start resources aggregation
6
193
Total
Labor
8 8
8 8
2
4
8
2 2 2
2
2
2 15 15 11 11 12 20 20 17 17 17 6 6
20
18
Labor
16
14
12
10
8
6
4
2
6
8
10
12
Nabil Dmaidi
Time
14
16
18
20
22
24
194
Late start resources aggregation diagram
Early start
Labor
20
18
16
14
12
10
8
6
4
2
2 4
6
8 10 12 14 16 18 20 22 24
Time
20
18
16
14
12
10
8
6
4
2
Labor
Late start
2 4
6
12Dmaidi
8 10
14 16 18 20 22 24
Nabil
Time
195
Total
Labor
8 8
8 8
2
4
8 15 1516 16 12 20 20 17 12 12 2 2
2 2 2 2 6
6
20
18
Labor
16
14
12
10
8
6
4
2
6
8
10
12
Nabil Dmaidi
Time
14
16
18
20
22
24
196
Early/Late start resources aggregation diagra
Smoothing/Leveling

Let us program activity F to start by its late start
day which is day 17

And activity I to start by day 14.

The resulting resources aggregation histogram will
be as follows:
Nabil Dmaidi
197
2
A
4
6
8
Time
10
12
14
16
18
20
22
8H 8H 8H 8H 8H
C
2H 2H 2H 2H 2H
D
4H 4H
B
9H 9H
9H
9H 9H 9H
9H
H
5H 5H 5H
E
5H 5H 5H
5H 5H 5H 5H 5H 5H
G
2H 2H 2H
F
8H 8H
I
5H 5H 5H
J
2H 2H 2H 2H 2H 2H 2H 2H
6H 6H
K
Total
Labor
24
8 8
8 8
8 15 1516 16 12 12 12 12 12 12 7 10 10 2 2 2 6
Nabil Dmaidi
Early start resources aggregation
6
198
Total
Labor
8 8
8 8
8 15 15 16 16 12 12 12 12 12 12 7 10 10 2 2 2 6
20
18
Labor
16
14
12
10
8
6
4
2
2
4
6
8
10
12
Nabil Dmaidi
Time
14
16
18
20
22
24
199
6
Smoothing/Leveling

Let us program activity H to start by its late
start time.

So its resources demand starts with its Late
start date.

The resulting resource aggregation and
histogram will be as follows:
Nabil Dmaidi
200
2
A
4
6
8
Time
10
12
14
16
20
22
24
8H 8H 8H 8H 8H
C
2H 2H 2H 2H 2H
D
4H 4H
B
9H 9H
9H
9H 9H 9H
9H
H
5H 5H 5H
5H 5H 5H
E
5H 5H 5H 5H 5H 5H
G
2H 2H 2H
F
8H 8H
I
5H 5H 5H
J
2H 2H 2H 2H 2H 2H 2H 2H
6H 6H
K
Total
Labor
18
8 8
8 8
8 15 1516 16 7 15 15 12 7 7
Nabil Dmaidi
resources aggregation
7 7
7 7 7 7 6
6
201
Total
Labor
8 8
8 8
2
4
8 15 15 16 16 7 15 15 12 7
7
7 7
7 7 7 7 6
6
20
18
Labor
16
14
12
10
8
6
4
2
6
8
10
12
Nabil Dmaidi
Time
14
16
18
20
22
24
202
Smoothing/Leveling

In case activity D is splitable activity. It could be
interrupted to be carried out in tow parts.

Let us program activity B to start by 7th day .

And activity H to starts by its Late start date.

And activity E to start by day 14.

The resulting resource aggregation and histogram will be
as follows:
Nabil Dmaidi
203
2
A
4
6
8
Time
10
12
14
16
18
20
24
8H 8H 8H 8H 8H
C
2H 2H 2H 2H 2H
D
4H
B
4H
9H 9H 9H 9H
H
5H 5H 5H
E
5H 5H 5H
5H 5H 5H 5H 5H 5H
G
2H 2H 2H
F
8H 8H
I
5H 5H 5H
J
2H 2H 2H 2H 2H 2H 2H 2H
6H 6H
K
Total
Labor
22
8 8
8 8
8 6
11 11 11 11 10 10 11 12 12 12 12 12 12 7 7
Nabil Dmaidi
Early start resources aggregation
6
6
204
Total
Labor
8 8
8 8
8 6
11 11 11 11 10 10 11 12 12 12 12 12 12 7 7
6
20
18
Labor
16
14
12
10
8
6
4
2
2
4
6
8
10
12
Nabil Dmaidi
Time
14
16
18
20
22
24
205
Early Start or Early Finish

There are many solutions between the limits of
Early Start and Early Finish.

The optimal solution is zero fluctuation histogram.
Which is hard to be achieved.

It is preferred to solve the problem toward the
Early start resources aggregation diagram.
WHY ?!
Nabil Dmaidi
206
Early Start or Early Finish

Because if there are labor availability
problems to be overcome, they will occur in
the early beginning of the project.

By other words, if the program based on the
Late Start date, it means that all the
activities are Critical, and any labor
problem will affect the project completion.
Nabil Dmaidi
207
When Resources are Limited
Resources Allocation

The previous method of resources aggregation has
been carried out within a fixed project duration.

The basic objective was to optimize the use of the
resources and to know the mount of resources
needed to carry out the job on time period basis.

And to maintain the network based duration.
Nabil Dmaidi
208
Allocation within resources
restraints

Another situation which you may face in practice
is the restricted resources availability.

Where you have to carry out the job with the
available resources only.

In this case the project duration may be prolonged
to suit the availability of the restricted resources.
Nabil Dmaidi
209
Resources Allocation
A
1
2
1
0
0
B
1
2
2
11
8H
9
0
Activity
2
0 11
11
5
16 0
F
11
0 16
16
4
20 0
5H
8H
C
E
G
5
7
3 10
11
5
0
7H
4
0
10
3 14
4H
11
H
16
0 20
9H
2
7
D
6
17 3
20
1
21 0
20
0 21
4H
14
3 20
2H
desc.
ES
Dur. LS
EF FF TF LF
Resources
Nabil Dmaidi
210
Activity list

Activity
Duration
LS
TF
Resource unit
A
1
1
0
8H
B
C
E
D
G
F
H
9
5
4
5
6
4
1
2
5
10
11
14
16
20
0
3
3
0
3
0
0
9H
7H
4H
5H
2H
8H
4H
Activity sort with LS time as Major sort & TF as Minor Sort
Nabil Dmaidi
211
Solve the schedule

Assume that the available labors in the
company restricted to 10 helpers, and the
company decided to carry out the job
without resorting to hire more labor.

The resulting program will exceed the Early
finish date based on the network.
Nabil Dmaidi
212
Total Labor
8 16 16 16 16 16 1313 13 13 7
7
7 7
8 8 4
7 10 8
Labor
16
14
12
10
8
6
4
2
2
4
6
8
10
12
14
16
18
20
Time
Nabil Dmaidi
213
Early start resources aggregation diagram (Histogram)
Rules for scheduling activities with
limited resources
1) schedule activities to start as soon as their predecessors
have been completed.
2) if more than one activity using a specific limited resources
can be scheduled, priority is given to the activity with early
Late Start. ( LS as Major Sort)
3) if tow or more activities have the same Late start, give
priority to the activity with least Total Float. (TF as Minor
Sort)
4) if the activities have the same Total Float in the minor sort,
give the priority to the activity with the Largest Number of
Resources.
5) If the activities are tied in the number of resources, give
priority to the activity that has already started.
Nabil Dmaidi
214
Resources Allocation
A
1
2
1
0
0
B
1
2
2
11
8H
9
0
Activity
2
0 11
11
5
16 0
F
11
0 16
16
4
20 0
5H
8H
C
E
G
5
7
3 10
11
5
0
7H
4
0
10
3 14
4H
11
H
16
0 20
9H
2
7
D
6
17 3
20
1
21 0
20
0 21
4H
14
3 20
2H
desc.
ES
Dur. LS
EF FF TF LF
Resources
Nabil Dmaidi
215
Activity
2
A
B
C
E
D
G
F
H
Total Labor
4
6
8
Time
10 12 14 16 18 20 22
8H
9H 9H 9H 9H 9H 9H 9H 9H 9H
7H 7H 7H 7H
4H 4H 4H 4H
5H 5H 5H 5H 5H
2H 2H 2H 2H 2H 2H
8H 8H 8H
4H
8 9 9 9 9 9 9 9 9 9 7 7 7 7 9 9 9 9 7 10 10 10 2 2 4
12
Labor
Limit
10
Labor
24 26
8
6
4
2
Time
Nabil Dmaidi
Resources aggregation diagram
216
Money and network schedules

Reminder, cost was one of the elements of
project constraints triangle ( COST, TIME
& QUALITY)

An effective management tries to minimize
and integrate the above mentioned
elements.
Nabil Dmaidi
217
Money and network schedules

CPM provides a mean for relating time and
money.

The application of resources to a project
(materials, manpower and machinery)
related to another resource which is
MONEY.

The value of the resources for each activity
represents a component
of project cost.
Nabil Dmaidi
218
Hint
Construction costs includes:
1) Materials costs.
2) labor costs.
3) plant and equipment costs
4) overhead costs and profit.
Nabil Dmaidi
219
E
10
6
16
16 6 6 22
B
6
13
10 0 6 16
13 0 6 19
16
C
G
5
6 0 0
4
5
12
1
6
6
11 0 0 11
6
11
I
17
A
1
F
11
2
3
2
Dur. LS
EF FF TF LF
6 6 22
22
11
14 0 0 14
2
22
24 0 0 24
J
12
14
8 0 6 14
ES
19
K
D
6
3
8
14
22 0 0 22
H
8
16
6
22
14 Nabil
8 8Dmaidi
220
Activities cost

Activity
Duration
ES
TF
cost ( $)
A
5
1
0
650
C
D
B
H
E
G
F
I
J
K
5
2
4
6
6
3
2
3
8
2
6
6
6
8
10
11
11
13
14
22
0
6
6
8
6
0
6
6
0
0
1300
400
1450
500
1100
600
350
1000
1300
200
Nabil Dmaidi
221
2
A
C
4
6
8
Time
12
10
B
100250
9H
9H 300
9H 100
9H
20
22
24
50 100 150 200 50 50
200 200 100 150 100 150
G
200 200 200
F
150 100
I
200 100100
J
100 100 150 200 100100 150 100
100 100
K
Total
cost
18
150 100 200 200 150
200 200
E
16
200 100 200 100 50
D
H
14
200 100 200 100 50 350 550550 400 500 750 450 600 300 350 150 200 100100150 100 100 100
Nabil Dmaidi
222
Total
cost
200 100 200 100 50 350 550550 400 500 750 450 600 300 350 150 200 100100 150 100 100 100
800
700
600
500
400
300
200
100
2
4
6
8
12
10
Nabil Dmaidi
Time
14
16
18
20
22
223
24
Cash Flow

It is quite significant to the contractor to
know the amount of money that would be
spent in each stage of the project.(
Expenditures)

And compare it to the amount of money that
would be received. (income)
Nabil Dmaidi
224
Overtrading

Overtrading: arises when the current
liabilities of a company exceed the current
assets, even though the business is solvent.
Nabil Dmaidi
225
2
A
C
4
6
8
Time
12
10
B
100250
9H
9H 300
9H 100
9H
20
22
24
50 100 150 200 50 50
200 200 100 150 100 150
G
200 200 200
F
150 100
I
200 100100
J
100 100 150 200 100100 150 100
100 100
K
Total
cost
18
150 100 200 200 150
200 200
E
16
200 100 200 100 50
D
H
14
200 100 200 100 50 350 550550 400 500 750 450 600 300 350 150 200 100100150 100 100 100
Nabil Dmaidi
226
Total
cost
Com.
cost
200 100 200 100 50 350 550550 400 500 750 450 600 300 350 150 200 100100 150 100 100 100
200 300 500 600 650 1000 1550 2100 2500 30003750 4200 4800 51005450 5600 580059006000 6150625063506450
$
6400
6000
5600
5200
4800
4400
4000
3600
3200
2800
2400
2000
1600
1200
800
400
2
4
Com. cost = Cumulative Cost
6
8
12
10
Nabil Dmaidi
Time
14
16
18
20
22
227
24
Cash Flow Diagram
Retainage Release
Expenditures
Revenues
Cumulative
Expenditure
s
& Revenues
Amount of
Negative
Cash Flow
Time (Months)
Nabilfor
Dmaidi
Cash Flow Curve
revenue and expenditures
228
Cash Flow Analysis

Cash flow analysis consists of a detailed
examination of funds disbursement (expenditures)
and the receipt of revenue.

Cash flow shows if surplus fund available during
project, or if negative cash position will occur
during construction.

The cash position of contractor during project
whether positive or negative is important.
Nabil Dmaidi
229
Negative cash position
Negative cash position means that the
revenues obtained from a project
insufficient to meet the financial obligations
(expenditures) of the project.
 In this case other fund from the company or
from outside sources must be used.

Nabil Dmaidi
230
Positive cash position

Positive cash position means that the revenues
obtained from a project exceed the financial
obligations (expenditures) of the project.

In this case surplus (extra) fund available with the
contractor.

And the contractor may invest this surplus funds
for short duration.
Nabil Dmaidi
231
Time-Cost Trade-Off
Some amount of knowledge brings more……
Nabil Dmaidi
232
Time-Cost Trade-Off

For the following discussions it is important
to remember:

Direct costs: Related to putting the facility
components in place. They represent the
resources used by an activity. (material,
labor and equipment).
Nabil Dmaidi
233
Time-Cost Trade-Off

Indirect job costs (job overhead): costs that could
not be attributed to a specific work item. (such as,
site offices, superintendents, security fence & etc)

These costs are generally incurred whether or not
productive work achieved.

Longer project duration will result in higher
indirect costs.
Nabil Dmaidi
234
Time-Cost Trade-Off

Operating Overhead costs (company
overhead): If the cost cannot be attributed to
any specific job, they are operating
overhead costs, costs of running business.
(head office costs, communications & etc).

These costs continue as long as the
company exists even one project is running.
Nabil Dmaidi
235
Logic of Time-Cost Trade-Off

Assumption: increasing or decreasing an
activity’s duration will lead to increased
direct costs for that activity.
Nabil Dmaidi
236
Direct
Costs
Direct costs
Project duration
Nabil
General relation
ofDmaidi
direct costs to project duration
237
Logic of Time-Cost Trade-Off

Assumption: decreasing a project’s
duration will lead to lower indirect costs.
Nabil Dmaidi
238
Indirect
Costs
indirect costs
Project duration
Nabil
General relation
ofDmaidi
indirect costs to project duration
239
Logic of Time-Cost Trade-Off

Assumption: A project’s duration can be
decreased by decreasing the duration of
one or more critical activities on the
critical path.
Nabil Dmaidi
240
Logic of Time-Cost Trade-Off

Assumption: Decreasing a project’s duration may
increase or decrease the total cost of a project
depending upon whether the additional direct
costs required to decrease the activity duration
are greater or less than indirect costs savings of
decreasing the project’s duration.
‫تقليل المدة لزمنية للمشروع يمكن ان يزيد او يقلل من التكلفة‬
‫ وذلك اعتمادا على ما اذا كانت التكاليف‬, ‫الكلية للمشروع‬
‫اإلضافية لتقليل مدة العمل أكبر و أقل من التوفير في التكاليف‬
.‫الغير مباشرة‬
Nabil Dmaidi

241
Total project costs
Project
Costs
Direct costs
indirect costs
Project duration
Nabil
General relation
ofDmaidi
project costs to project duration
242
Graph analysis

A project’s total costs combines direct costs and indirect
costs. Therefore, the curve of total costs versus duration
involves adding the cost amounts of direct and indirect
costs curves.

Remember, the direct costs curve has a negative slope
(direct costs increase as duration decrease) and indirect
costs curve has a positive slope (indirect costs decrease as
duration decreases).

So, the slope of the total costs curves at any point depends
whether the slope of direct costs curve less than that of
indirect cost curve.
Nabil Dmaidi
243
B
2
9
11
0
G
2
0 11
11
16 0
1
2
1
0
0
2
2
11
8H, 200 $
9
0
11
8
6 17
7
5
0
25 0
16
0 25
8H, 450 $
J
8
19 0
9H, 900 $
2
9
F
25
17
6 25
26 0
5H, 1200 $
C
Activity
0 16
D
1
16
11
5H, 250 $
9H, 450 $
A
5
I
7
8 15
11
7H, 500 $
4
0
25
0 26
4H, 1500 $
H
E
10
1
15
8 19
4H, 400 $
11
17 8
6
19
8 25
2H, 900 $
desc.
ES
Dur. LS
EF FF TF LF
Resources
Nabil Dmaidi
244
Activities Sort

Activity
Duration
Cost ($)
LS
TF
Resource
unit
8H
A
1
1
0
200
B
9
2
0
9H
450
D
9
8
6
9H
900
C
5
10
8
7H
500
G
5
11
0
5H
250
E
4
15
8
4H
400
I
9
16
0
8H
450 LS time as Major sort & TF and duration as Minor Sorts
Activity sort with
Nabil Dmaidi
F
8
17
6
5H
245
Time-Cost Trade-off



The previous analysis suggests that in performing
Time-Cost Trade-off analysis, it is necessary to
determine the cost of decreasing the critical path
by one time unit (day, month & etc).
The cost will vary depending upon which activity
duration decreased.
Usually, select the activity with least shortening
costs. (lowest additional cost per day of
shortening) to minimize the additional costs of
shortening.
Nabil Dmaidi
246
Reducing Project Duration

As the critical path of the network
decreased, some non-critical activities lose
some amount of their total float.
A
B
C
D
F
Nabil Dmaidi
247
Reducing Project Duration

Thus, the extent to which an activity can be shortened and
still has the effect of shortening the project is limited by
the amount of total float exists in the parallel activities.
A
B
C
D
F
Nabil Dmaidi
248
Reducing Project Duration

As the projects duration decreases, the number of
critical paths through the network increases.
A
B
C
D
F
Nabil Dmaidi
249
Reducing Project Duration

If more than one critical path exist, it is necessary to
reduce all critical paths in the network simultaneously,
which becomes expensive.
A
B
C
D
F
Nabil Dmaidi
250
Four Different Solutions for Each
Network

The schedule can be viewed in several different ways in
order to satisfy the client. A client may with to perform
the project in the lease cost, or in the least time. Or in
any manner satisfies him.
1)
All Normal: the original network and activity duration
result in all normal solution, based on each activity being
performed in its “NORMAL” least cost manner.
Remember, it is not necessarily the least cost or least
time solution to schedule a project.
Nabil Dmaidi
251
Four Different Solutions for Each
Network
2) Least Cost: considering both direct and
indirect costs, it may be possible to find a
project duration that minimizes these total
costs. By paying more to decrease one or
more critical activity (direct cost) and save
greater indirect costs. (Means that the
result will be total cost saving.)
Nabil Dmaidi
252
Total project costs
Project
Costs
Direct costs
indirect costs
Project duration
Nabil
General relation
ofDmaidi
project costs to project duration
253
Four Different Solutions for Each
Network
3) Least Time: A project can be shortened
beyond its least cost duration. Until a
point reached where no activities in the
critical path can be physically shortened
regardless of how many resources are
applied. (results in higher costs)
Nabil Dmaidi
254
Four Different Solutions for Each
Network
4) All crash: in this solution, every activity has been
shortened as much as physically possible. Its
duration the same as the least time solution, but
its costs greater. Because the direct cost
increases without further reductions in the
indirect costs.

A fully crashed schedule occurs when all
activities shortened to their shortest possible
duration.
Nabil Dmaidi
255
Four Different Solutions for Each
Network

All crash
It is not an efficient approach since some
non-critical activities will be shortened
without having any shortening influence
on the project duration.
Nabil Dmaidi
256
Logically reducing Project
Duration

The logical approach is to shorten those
activities that contribute to reduce the
project duration.

To begin the time-cost trade-off in a rational
manner, basic calculations needed.

First compute the early start and early finish
times for each activity.
Nabil Dmaidi
257
Reducing Project Duration to shortest possible duration
B
E
2
7
2
9
0 0
9
0
0
9
13
16
12 4 4 16
23
3
0 23
0
0
C
0
1
1
1
2
2
0 0
2
8
6
F
3
1 1 9
1
9
16
7
0
9
0 0 16
J
16
18
5
21 2
D
2
5
3
9
0 7 12
5
13
8
23
5
23
28 0 0 28
2 23
4
G
0
L
2
0
0
ES
16
7
0
0
A
H
4
K
12
3 7 20
3
16
3
19 4 4
20
23
Dur. LS
EF FF TF LF
Nabil Dmaidi
258
Logically reducing Project
Duration

By computing the link lag values between
activities. (Lag = ESB – EFA). It is logical that
there is at least one path between the first activity
and last activity where lag values are 0.

These activities forming the critical path. (other
solution can be derived by computing TF).

In the previous network. Activity A,B,F,H and L
forming the critical path.
Nabil Dmaidi
259
Logically reducing Project
Duration

To shorten the project’s duration it is essential to shorten
on of the critical activities. A or B or F or H or L.

Without shortening the project will end after 28 days with
a cost of 5300 $.

This is the normal duration cost. And any decrease in
duration will increase the direct cost.

The following table shows information about activities.
Nabil Dmaidi
260
Duration-Cost Data

ActivityNormal
Crash
Duration
Normal
Duration
Crash
Cost
days to
Cost
cost per
Shorten
day
A
B
1
7
1
4
800 800
1000
0
1600
6
4
300 500
2
3
2
400
3
7
1
5
100 200
500 800
2
2
8
4
200 1400
4
7
6
350
5
3Nabil Dmaidi700 850
-3
200
C
100
D
800
1
400
E
F
50
150
G
300
H
600
1
250
J
2
75261
Identifying activities for 1st
compression cycle
Activity
Cost/day
350$
A
B
F
H
∞
200$
150$
250$
Cannot be shortened
At any cost
L
Least cost activity to shorten
Nabil Dmaidi
262
Logically reducing Project
Duration

From the previous table, it can be noticed that
activity F has the least incremental shortening
cost.( 150 $ per day).

E.g. Shortening F for 2 days costs 150 x 2 = 300 $.

Bear in mind, activities for shortening selected
based on cost per day. Not on cycle cost basis.
Nabil Dmaidi
263
Logically reducing Project
Duration

How many days activity F could be
shortened?

The answer in computing the Network
Interaction Limit (NIL).

So, reducing activity F by 2 days will affect
the link lag values of the succeeding
activities and TF of parallel activities.
Nabil Dmaidi
264
B
E
2
7
2
9
0 0
9
0
0
9
13
16
12 4 4 16
23
3
0 23
0
0
C
0
1
1
1
2
2
0 0
2
8
6
F
3
1 1 9
1
9
16
7
0
9
0 0 16
J
16
18
5
21 2
D
2
5
3
9
0 7 12
5
13
8
23
5
23
28 0 0 28
2 23
4
G
0
L
2
0
0
ES
16
7
0
0
A
H
4
K
12
3 7 20
3
16
3
19 4 4
20
23
Dur. LS
EF FF TF LF
Nabil Dmaidi
265
B
E
2
7
2
9
0 0
9
0
9
3
14
7
21 0
0 21
0
0
0
C
0
1
1
1
2
2
0 0
2
8
6
F
3
1 1 9
1
9
14
5
0
9
0 0 16
J
14
16
5
19 2
D
2
5
3
7
0 5 10
5
13
8
21
5
21
26 0 0 26
2 21
4
G
0
L
2
0
0
ES
14
13
12 2 4 16
0
A
H
2
K
10
1 5 18
1
14
3
17 4 4
18
21
Dur. LS
EF FF TF LF
Nabil Dmaidi
266
Summary of the first compression
cycle
Cycle
#
Activity
to
shorten
Can be
shortene
d
NIL
Days
shortene
d
Cost
per day
Cost
per
cycle
Total
cost
Project
duration
0
--
--
--
--
--
--
5300
28
1
F
2
3
2
150 $
300 $
5600
26
Nabil Dmaidi
267
Identifying activities for 2nd
compression cycle
Activity
Cost/day
350$
A
B
∞
200$
Nabil Dmaidi
F
∞
H
L
250$
268
B
E
2
7
2
9
0 0
9
0
9
3
14
7
21 0
0 21
0
0
0
C
0
1
1
1
2
2
0 0
2
8
6
F
3
1 1 9
1
9
14
5
0
9
0 0 16
J
14
16
5
19 2
D
2
5
3
7
0 5 10
5
13
8
21
5
21
26 0 0 26
2 21
4
G
0
L
2
0
0
ES
14
13
12 2 4 16
0
A
H
2
K
10
1 5 18
1
14
3
17 4 4
18
21
Dur. LS
EF FF TF LF
Nabil Dmaidi
269
B
E
2
6
2
8
0 0
9
0
8
3
13
7
20 0
0 20
0
0
0
C
0
1
1
1
2
2
0 0
2
8
6
F
2
0 0 8
0
8
13
5
0
8
0 0 13
J
13
15
5
18 2
D
2
5
6
5
0 4 9
13
3
8
20
5
20
25 0 0 25
2 20
4
G
0
L
2
0
0
ES
13
13
11 2 4 16
0
A
H
2
K
9
0 4 17
0
13
3
17
16 4 4 20
Dur. LS
EF FF TF LF
Nabil Dmaidi
270
Summary of the 2nd compression
cycle
Cycle
#
Activity
to
shorten
Can be
shortene
d
NIL
Days
shortene
d
Cost
per day
Cost
per
cycle
Total
cost
Project
duration
0
--
--
--
--
--
--
5300
28
1
F
2
3
2
150 $
300 $
5600
26
2
B
3
1
1
200
200
5800
25
Nabil Dmaidi
271
Identifying activities for 3rd
compression cycle
Activity
Cost/day
350$
A
B,C
∞
300
Nabil Dmaidi
F
∞
H
L
250$
272
B
E
2
6
2
8
0 0
9
0
8
3
13
7
20 0
0 20
0
0
0
C
0
1
1
1
2
2
0 0
2
8
6
F
2
0 0 8
0
8
13
5
0
8
0 0 13
J
13
15
5
18 2
D
2
5
6
5
0 4 9
13
3
8
20
5
20
25 0 0 25
2 20
4
G
0
L
2
0
0
ES
13
13
11 2 4 16
0
A
H
2
K
9
0 4 17
0
13
3
17
16 4 4 20
Dur. LS
EF FF TF LF
Nabil Dmaidi
273
B
E
2
6
2
8
0 0
8
0
8
3
13
6
19 0
0 19
0
0
0
C
0
1
1
1
2
2
0 0
2
8
6
F
2
0 0 8
0
8
13
5
0
8
0 0 13
J
13
14
5
18 1
D
2
5
5
5
0 3 8
13
3
8
19
5
19
24 0 0 24
1 19
3
G
0
L
1
0
0
ES
13
10
11 2 2 13
0
A
H
2
K
8
0 3 16
0
13
3
16
16 3 3 19
Dur. LS
EF FF TF LF
Nabil Dmaidi
274
Summary of the 3rd compression
cycle
Cycle
#
Activity
to
shorten
Can be
shortene
d
NIL
Days
shortene
d
Cost
per day
Cost
per
cycle
Total
cost
Project
duration
0
--
--
--
--
--
--
5300
28
1
F
2
3
2
150 $
300 $
5600
26
2
B
3
1
1
200
200
5800
25
3
H
1
2
1
250
250
6050
24
Nabil Dmaidi
275
Identifying activities for 4th
compression cycle
Activity
A
B,C
F
H
L
Cost/day
∞
300
∞
∞
350$
Nabil Dmaidi
276
B
E
2
6
2
8
0 0
8
0
8
3
13
6
19 0
0 19
0
0
0
C
0
1
1
1
2
2
0 0
2
8
6
F
2
0 0 8
0
8
13
5
0
8
0 0 13
J
13
14
5
18 1
D
2
5
5
5
0 3 8
13
3
8
19
5
19
24 0 0 24
1 19
3
G
0
L
1
0
0
ES
13
10
11 2 2 13
0
A
H
2
K
8
0 3 16
0
13
3
16
16 3 3 19
Dur. LS
EF FF TF LF
Nabil Dmaidi
277
B
E
2
4
2
6
0 0
6
0
6
9
0
3
11
6
17 0
2 2 11
0 17
0
0
C
0
1
1
1
2
2
0 0
2
6
4
F
2
0 0 6
0
6
11
5
0
6
0 0 11
J
11
12
5
16 1
D
2
5
3
5
0 1 6
13
3
8
17
5
17
22 0 0 22
1 17
1
G
0
L
1
2
0
ES
11
8
0
A
H
2
K
6
0 1 14
0
13
3
14
16 1 1 17
Dur. LS
EF FF TF LF
Nabil Dmaidi
278
Summary of the 4th compression
cycle
Cycle
#
Activity
to shorten
Can be
shortened
NIL
Days
shortened
Cost per
day
Cost per
cycle
Total
cost
Project
duration
0
--
--
--
--
--
--
5300
28
1
F
2
3
2
150 $
300 $
5600
26
2
B
3
1
1
200
200
5800
25
3
H
1
2
1
250
250
6050
24
4
B,C
2
3
2
300
600
6650
24
Nabil Dmaidi
279
Identifying activities for 5th
compression cycle
Activity
A
B,C
F
H
L
Cost/day
∞
∞
∞
∞
350$
Nabil Dmaidi
280
B
E
2
4
2
6
0 0
6
0
6
9
0
3
11
6
17 0
2 2 11
0 17
0
0
C
0
1
1
1
2
2
0 0
2
6
4
F
2
0 0 6
0
6
11
5
0
6
0 0 11
J
11
12
5
16 1
D
2
5
3
5
0 1 6
13
3
8
17
5
17
22 0 0 22
1 17
1
G
0
L
1
2
0
ES
11
8
0
A
H
2
K
6
0 1 14
0
13
3
14
16 1 1 17
Dur. LS
EF FF TF LF
Nabil Dmaidi
281
B
E
2
4
2
6
0 0
6
0
6
9
0
3
11
6
17 0
2 2 11
0 17
0
0
C
0
1
1
1
2
2
0 0
2
6
4
F
2
0 0 6
0
6
11
5
0
6
0 0 11
J
11
12
5
16 1
D
2
5
3
5
0 1 6
13
3
8
17
4
17
21 0 0 21
1 17
1
G
0
L
1
2
0
ES
11
8
0
A
H
2
K
6
0 1 14
0
13
3
14
16 1 1 17
Dur. LS
EF FF TF LF
Nabil Dmaidi
282
Summary of the 5th compression
cycle
Cycle
#
Activity
to shorten
Can be
shortened
NIL
Days
shortened
Cost per
day
Cost per
cycle
Total
cost
Project
duration
0
--
--
--
--
--
--
5300
28
1
F
2
3
2
150 $
300 $
5600
26
2
B
3
1
1
200
200
5800
25
3
H
1
2
1
250
250
6050
24
4
B,C
2
3
2
300
600
6650
22
5
L
1
∞
1
350
350
7000
21
Nabil Dmaidi
283
Identifying activities for 6th
compression cycle
Activity
A
B,C
F
H
L
Cost/day
∞
∞
∞
∞
∞
Nabil Dmaidi
284
Exercise

Reduce the following project to its shortest
duration.
Nabil Dmaidi
285
1
ES
B
E
10
9
A
C
F
H
5
6
6
5
D
G
8
9
Dur. LS
EF FF TF LF
Nabil Dmaidi
286
Duration-Cost Data

Activity
Duration
Normal
Duration
A
B
C
D
E
F
G
H
5
10
6
8
9
6
9
5
Crash
Duration
5
7
4
6
5
5
7
4
Normal
Cost
100
500
300
400
200
100
320
410
Nabil Dmaidi
days to
shorten
0
3
2
4
4
1
2
1
cost per
day
-20
50
100
30
40
40
90
287
B
6
E
0
10
16
16
9
25
0
0
4
A
1
C
0
5
6
6
14
6
5
6
20
12
H
25
5
30
0
0
2
D
6
14
ES
F
2
8
G
0
14
9
23
Dur. LS
EF FF TF LF
Nabil Dmaidi
288
Identifying activities for 1st
compression cycle
Activity
A
B
E
H
Cost/day
∞
20
30
90
Nabil Dmaidi
289
B
6
E
0
10
16
16
9
25
0
0
4
A
1
C
0
5
6
6
14
6
5
6
20
12
H
25
5
30
0
0
2
D
6
14
ES
F
2
8
G
0
14
9
23
Dur. LS
EF FF TF LF
Nabil Dmaidi
290
B
6
E
0
8
14
14
9
23
0
0
2
A
1
C
0
5
6
6
14
6
3
6
20
12
H
23
5
28
0
0
0
D
6
14
ES
F
2
8
G
0
14
9
23
Dur. LS
EF FF TF LF
Nabil Dmaidi
291
Summary of the 1st compression
cycle
Cycle
#
Activity
to shorten
Can be
shortened
NIL
Days
shortened
Cost per
day
Cost per
cycle
Total
cost
Project
duration
0
--
--
--
--
--
--
2330
30
1
B
3
2
2
20
40
2370
28
Nabil Dmaidi
292
Identifying activities for 2nd
compression cycle
Activity
A
B,D
E,G
H
Cost/day
∞
120
70
90
Nabil Dmaidi
293
B
6
E
0
8
14
14
9
23
0
0
2
A
1
C
0
5
6
6
14
6
3
6
20
12
H
23
5
28
0
0
0
D
6
14
ES
F
2
8
G
0
14
9
23
Dur. LS
EF FF TF LF
Nabil Dmaidi
294
B
6
E
0
8
14
14
7
21
0
0
2
A
1
C
0
5
6
6
14
6
1
6
20
12
H
21
5
26
0
0
0
D
6
14
ES
F
2
8
G
0
14
7
21
Dur. LS
EF FF TF LF
Nabil Dmaidi
295
Summary of the 2nd compression
cycle
Cycle
#
Activity
to shorten
Can be
shortened
NIL
Days
shortened
Cost per
day
Cost per
cycle
Total
cost
Project
duration
0
--
--
--
--
--
--
2330
30
1
B
3
2
2
20
40
2370
28
2
E,G
2
3
2
70
140
2510
26
Nabil Dmaidi
296
B
6
E
0
8
14
14
7
21
0
0
2
A
1
C
0
5
6
6
14
6
1
6
20
12
H
21
5
26
0
0
0
D
6
14
ES
F
2
8
G
0
14
7
21
Dur. LS
EF FF TF LF
Nabil Dmaidi
297
Identifying activities for 3rd
compression cycle
Activity
A
B,D
E,G
H
Cost/day
∞
120
∞
90
Nabil Dmaidi
298
B
6
E
0
8
14
14
7
21
0
0
2
A
1
C
0
5
6
6
14
6
1
6
20
12
H
21
5
26
0
0
0
D
6
14
ES
F
2
8
G
0
14
7
21
Dur. LS
EF FF TF LF
Nabil Dmaidi
299
B
6
E
0
8
14
14
7
21
0
0
2
A
1
C
0
5
6
6
14
6
1
6
20
12
H
21
4
25
0
0
0
D
6
14
ES
F
2
8
G
0
14
7
21
Dur. LS
EF FF TF LF
Nabil Dmaidi
300
Summary of the 3rd compression
cycle
Cycle
#
Activity
to shorten
Can be
shortened
NIL
Days
shortened
Cost per
day
Cost per
cycle
Total
cost
Project
duration
0
--
--
--
--
--
--
2330
30
1
B
3
2
2
20
40
2370
28
2
E,G
2
2
2
70
140
2510
26
3
H
1
∞
1
90
90
2600
25
Nabil Dmaidi
301
Identifying activities for 3rd
compression cycle
Activity
A
B,D E,G
H
Cost/day
∞
120
∞
Nabil Dmaidi
∞
302
B
6
E
0
8
14
14
7
21
0
0
2
A
1
C
0
5
6
6
14
6
1
6
20
12
H
21
4
25
0
0
0
D
6
14
ES
F
2
8
G
0
14
7
21
Dur. LS
EF FF TF LF
Nabil Dmaidi
303
B
6
E
0
7
13
13
7
20
0
0
1
A
1
C
0
5
6
6
13
6
1
6
19
12
H
20
4
24
0
0
0
D
6
13
ES
F
1
7
G
0
13
7
20
Dur. LS
EF FF TF LF
Nabil Dmaidi
304
Summary of the 4th compression
cycle
Cycle
#
Activity
to
shorten
Can be
shortene
d
NIL
Days
shortene
d
Cost
per day
Cost
per
cycle
Total
cost
Project
duration
0
--
--
--
--
--
--
2330
30
1
B
3
2
2
20
40
2370
28
2
E,G
2
2
2
70
140
2510
26
3
H
1
∞
1
90
90
2600
25
4
B,D
1
2
1
120
120
2720
24
Nabil Dmaidi
305
Nabil Dmaidi
306
Communicating
the Schedule
Nabil Dmaidi
307
Communicating the Schedule


Anticipated User
–
Top management - No need for great details
–
Middle Management - looking for detailed breakdown covering
long time span.
–
Low-level Management - Superintendents, foreman - detail
information, cover short period of time.
Communicating Devices
–
Verbal and written instructions and reports
–
Tabular format
–
Graphical representation

bar chart

time scaled
Nabil Dmaidi
308
Time-Scaled Arrow Diagram
Remodeling Chemical Laboratory
Nabil Dmaidi
309
Nabil Dmaidi
310
Project Control
DR. Nabil Dmaidi
Project Control

Major objectives for a good control plan:
1.Should accurately represent the work.
2.Permit deviations to be detected, evaluated and
forecasted.
3.Should make provision for periodic corrective
actions.
DR. Nabil Dmaidi
Level of Control

Small projects - low cost - short duration
–
–

Detailed network
Reporting mechanism
Middle-sized projects (300 activities)
–
–
–
Detailed network
Summary network
Area and craft network
DR. Nabil Dmaidi
Target Activities Properties

The scheduler has to choose between early start
schedule or target schedule.
Two Major Considerations:
1. The way in which the resources are applied
to the activity.
2. The manner in which the activity is to be
measured.
 In all the previous work we assumed that each
activity has a constant rate of utilization.
DR. Nabil Dmaidi
We will keep this assumption knowing that the
most probable one is

If an activity has expended a third of its cost, the
activity is said to be one-third finished.

The most important consideration in measuring
the completion of activities is that the measure
should be consistent throughout the project.
DR. Nabil Dmaidi
Target Activity Durations
DR. Nabil Dmaidi
Monitoring the Project
1.Feedback from direct contact
–
Efficient but requires close cooperation
between the manager and field personnel.
DR. Nabil Dmaidi
Monitoring the Project (cont.)
2.Feedback from photography
–
–
Record progress and provide permanent
documentation of the work.
Tell nothing about the time taken to perform the
work.
DR. Nabil Dmaidi
Monitoring the Project (cont.)
3.Feedback from check-off list
–
–
–
Planner prepares a check-off list that is started,
to be continued, or to be finished in the next
time interval.
Effective if the reporting periods are short
“Daily, Weekly” and small number of activities
involved.
Disadvantage: false reporting
DR. Nabil Dmaidi
Monitoring the Project (cont.)
4.Feedback from bar chart
5.Feedback from networks
Advantage:
Superintendent has complete information about
the status of the project.
Disadvantage:
Diagram may appear confusing to field
personnel.
DR. Nabil Dmaidi
Setting the Target Schedule
Early Start Schedule: As Target for Control
–
Problem:
Required high effort to keep the plan working
Late Start Schedule As Target for Control
–
Problem:
Because every activity is timed to start as its latest,
project overruns are sure to follow.
DR. Nabil Dmaidi
Target Schedule
Activities may be positioned early or late
start or somewhat in between.
 Non-critical activities allow intermediate
start.

DR. Nabil Dmaidi
Anticipated target S-Curve
DR. Nabil Dmaidi
The S-Curve field
DR. Nabil Dmaidi
Sample Project Cost Data
DR. Nabil Dmaidi
Early Start Tree
DR. Nabil Dmaidi
Late Start Tree
DR. Nabil Dmaidi
Target Network
DR. Nabil Dmaidi
Project S-Curve
DR. Nabil Dmaidi
Actual Versus Target S-Curves
DR. Nabil Dmaidi
Earned Value Analysis
Nabil Dmaidi
331
Earned Value Analysis (EVA)
Foundations of modern cost control

What’s more important?
–
–
–

Knowing where you are on schedule?
Knowing where you are on budget?
Knowing where you are on work accomplished?
Earned Value Analysis (EVA) addresses all three:
–
It compares the PLANNED amount of work with what has
actually been COMPLETED to determine if COST,
SCHEDULE, and WORK ACCOMPLISHED are
progressing as planned.
Nabil Dmaidi
332
332
EVA Terminology

BCWS – Budgeted Cost of Work Scheduled
–

BCWP – Budgeted Cost of Work Performed
–
–

Planned cost of the total amount of work scheduled to be
performed by the milestone date. (a.k.a. your original plan)
The planned (not actual) cost to complete the work that has
been done.
Also known as “Earned Value”
ACWP – Actual Cost of Work Performed
–
Cost incurred to accomplish the work that has been done to
date.
Nabil Dmaidi
333
333
Input data for EVA
Activity schedule, usually in the form
of a bar chart.
 Budgeted cost for each activity.
 Percent complete for each activity.
 Cost to date for each activity.

Nabil Dmaidi
334
334
Information Needed to Compute

Budgeted Cost of Work Scheduled (BCWS)




Budgeted Cost of Work Performed (BCWP)



Activity budget at completion (BAC)
Activity schedule
Data date
Activity budget at completion (BAC)
Physical activity progress as a percentage of its total work
Actual Cost of Work Performed (ACWP)

Each activity’s cost to date from the job costing system
Nabil Dmaidi
335
335
Earned Value Reporting - Costs

CV  BCWP  ACWP
BCWP
CPI 
ACWP


CPI = 1, on budget
CPI < 1, over budget
CPI > 1, under budget

Nabil Dmaidi
Budgeted Cost of Work
Performed (BCWP) =
earned value of project
Actual Cost of Work
Performed (ACWP)
Cost Variance (CV)
– Difference between
earned and actual costs
for the completed work
Cost Performance Index
(CPI or CI)
336
336
Earned Value Reporting - Schedule
Budgeted Cost of Work
Performed (BCWP)
 BCWP  BCWS  Budgeted Cost of Work
Scheduled (BCWS)
BCWP
 Schedule Variance (SV)
SPI 
SV  BCWP  BCWS
– Difference between the
BCWS SPI  BCWP
BCWS
value of work that was
SPI = 1, on schedule
planned for completion and
SPI < 1, behind schedule
the value of the work that
SPI > 1, ahead of schedule
was actually completed
 Schedule Performance Index
(SPI or SI)

SV
Nabil Dmaidi
337
337
Earned Value Reporting
(budgeted)
(earned)
(actual)
Nabil Dmaidi
338
Earned Value Reporting –
Activity A Example
Week BCWS BCWP ACWP
1
300
500
500
2
300
500
500
3
300
300
300
4
300
200
200
From: SBG
Nabil Dmaidi
339
339
Earned Value Reporting –
Activity B Example
Week BCWS BCWP ACWP
1
1000 1000 1000
2
1000 1000 1000
3
1000
500
500
4
0
500
500
From: SBG
Nabil Dmaidi
340
340
Earned Value Reporting –
Activity C Example
Week BCWS BCWP
ACWP
1
814
300
814
2
814
400
686
3
814
500
1000
4
814
428
400
From: SBG
Nabil Dmaidi
341
341
Earned Value Reporting – Project
(Activities A, B, C) Example
Week BCWS BCWP ACWP
1
2114 1800 2314
2
2114 1900 2186
3
2114 1300 1800
4
1114
1128
1100
From: SBG
Nabil Dmaidi
342
342
Earned Value Reporting – Project
(Activities A, B, C) Example
SI
From: SBG
CI
Nabil Dmaidi
343
343
Graph shows
trend of cost
and schedule
indices
(CI)
Earned Value Reporting – Project
(Activities A, B, C) Example
From: SBG
Nabil Dmaidi
(SI)
344
Class Exercise: BCWS
Schedule and Estimated
Costs
Task
Mobilization
Grubbing
Bridge Excavation
Install Prefabricated
Bridge
Back Fill Bridge
Install Culverts
Rough Excavate Roadway
Install Sanitary Sewer
Install Water Lines
Install Storm Drains
Grade and Roll Sub Grade
Place and Compact Road
Base
Place and Compact Asphalt
Grade Shoulders
Cleanup
Demobilize
Est. Cost
2,000
5,000
Week
Week
Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9
1
10
100%
100%
 Data Date
100%
2,000
100%
47,000
100%
2,000
100%
10,000
25%
112,000
25%
25%
25%
50%
57,000
50%
50%
69,000
50%
100%
15,000
50%
12,000
42,000
100%
Example:
10,000 x 100%
+ 112,000 x 25%
= 38,000
48,000
3,000
50%
100%
100%
100%
1,000
100%
2,000
Cost/wk using estimate &
429,000
schedule
7,000
51,000 Nabil
38,000Dmaidi
55,500
96,000
345
6,000 345
Class Exercise: BCWP
Actual Percent Performed per
Week
Task
Est. Cost
Mobilization
Grubbing
Bridge Excavation
Install Prefabricated Bridge
Back Fill Bridge
Install Culverts
Rough Excavate Roadway
Install Sanitary Sewer
Install Water Lines
2,000
5,000
2,000
47,000
2,000
10,000
112,000
57,000
69,000
Install Storm Drains
15,000
Grade and Roll Sub Grade
Place and Compact Road Base
Place and Compact Asphalt
Grade Shoulders
Cleanup
Demobilize
12,000
42,000
48,000
3,000
1,000
2,000
Cost at Estimated values
Budgeted Cost of Work
Performed
429,000
(BCWP)
Week 1
Week 2
90%
100%
10%
100%
90%
90%
Week 3
Week 4
Week 5
Week 6
Week 7
10%
5%
80%
10%
5%
20%
25%
30%
5%
20%
30%
50%
50%
6,800
46,300
24,000
6,800
53,100
77,100
Week 8
Week 9
Week
10
 Data Date
Nabil Dmaidi
346
346
Class Exercise: ACWP
Actual Costs
Task
Mobilization
Grubbing
Bridge Excavation
Install Prefabricated Bridge
Back Fill Bridge
Install Culverts
Rough Excavate Roadway
Install Sanitary Sewer
Install Water Lines
Install Storm Drains
Grade and Roll Sub Grade
Place and Compact Road Base
Actual
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
Cost
2,119
1,907
212
5,386
5,386
2,265
2,265
40,537
36,483
4,054
2,035
1,832
102
102
9,828
7,862
1,966
108,857
10,886
27,214
32,657
5,443
32,657
60,482
12,096
30,241
64,066
32,033
14,473
12,439
40,298
Place and Compact Asphalt
48,835
Grade Shoulders
Cleanup
Demobilize
2,835
863
1,961
Actual Totals
Actual Cost of Work
Performed
417,280
(ACWP)
7,293
40,792
22,903
7,293
48,085
70,989
Week 9
Week
10
 Data Date
Nabil Dmaidi
347
347
Class Exercise: SPI and CPI
Performance Indexes
Actual
Cost
Week
Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
1
Schedule Performance
Index
(SPI)
97.14% 91.55% 80.31%
Cost Performance Index
(CPI)
93.24% 110.43% 108.61%
Task
Nabil Dmaidi
348
348
Rolling Up EVA Measures
Nabil Dmaidi
349
349
Linear Scheduling Method
Nabil Dmaidi
350
Linear Scheduling Method
Definition
A simple diagram to show location and time
at which a certain crew will be working on a
given operation.
Nabil Dmaidi
351
Characteristics

Shows repetitive nature of the construction.

Progression of work can be seen easily.

Sequence of different work activities can be easily
understood .

Have fairly high level of detail.

Can be developed and prepared in a shorter time
period than other formats.
Nabil Dmaidi
352
Advantages of LSM

Provides more information concerning the
planned method of const. than a bar chart.

In certain types of projects, LSM offers
some advantages over the network
approach.
Nabil Dmaidi
353
Line of Balance Technique

LSM has relationships to the line of balance
(LOB) technique, developed by US. Navy
in the early 1950s.

First applied to industrial manufacturing
and production control.
Nabil Dmaidi
354
Three diagrams are used in LOB:
1. Production Diagram
Shows the relationships of the assembly operations
for a single unit. Similar to AOA, except that it
shows only one unit of production.
2. Objective Diagram
Used to plot the planned or actual number of units
produced vs. time. LSM diagram resembles this
diagram.
3. Progress Diagram
Shows the number of units for which each of the
subassembly operations has been completed.
Nabil Dmaidi
355
Difference between Objective
Diagram and LSM :
O.D. is used to schedule or record the
cumulative events of unit completion.
 LSM is used to plan or record progress
on multiple activities that are moving
continuously in sequence along the
length of a single project.

Nabil Dmaidi
356
Implementation of LSM

Can be used for continuous activities rather
than discrete activities.

Transportation projects; highway const.,
highway resurfacing and maintenance, airport
runway const. and resurfacing, tunnels, mass
transit systems, pipelines, railroads.

High-rise building construction

Repetitive building units
Nabil Dmaidi
357
Elements of the LSM
Axis Parameters
 Location
 Measure of progress.
 In high-rises and housing const., measures
may be stories, floors, subdivisions,
apartments, housing units
 In Transportation projects, distance (ft. or
mile can be used, but division by stations
(100ft.) is common) is general.

Nabil Dmaidi
358
Time

Hours, days, week, or month - depends on
the total project time and level of detail
desired in the schedule.

Preferable to prepare the schedule based on
working days and convert to calendar days
only at the end.
Nabil Dmaidi
359
Activity Production Rates
Obtained by the usual estimating methods
as a function of the activity, equip.
characteristics, labor, and job conditions.
 The initial rate should be associated with
the min. direct cost of accomplishing the
single activity.

Nabil Dmaidi
360
Activity Interruption and Restraint

Prod. rate may vary with locations or time
periods.

Progress may be interrupted intentionally
and restraints may occur between activities
due to limited equip. or crews.
Nabil Dmaidi
361
Buffers

When const. activities progress
continuously in a chain, some spacing
between activities is required.

This spacing serves as a buffer and may
require distance or time interval between
activities.
Nabil Dmaidi
362
Activity Intervals

Used to describe the period of time between the
start and finish of an activity at a particular
location.

Intervals can be indicated by a broad line, two
narrow lines, etc.

Monitoring Progress

Working calendar can be marked with a moving
symbol or a line, tape, etc. vertically across the
diagram.

Progress on individual activities would be marked
by location rather than time.
Nabil Dmaidi
363
1. Project Time Optimization

The total project time may be such that
indirect costs and liquidated damages
assessed are more costly than the expense of
accelerating certain activities.

Cost-duration analysis can be used to
minimize the total cost, as follows :
Nabil Dmaidi
364
a) Identify all activities that can be accelerated or
decelerated.
b) Among the above, consider only those that are at a
buffer limitation at both the start and the finish of the
activity.
c) Of these, select the one activity with the lowest cost
slope associated with acceleration (or deceleration).
d) Accelerate (or deceleration) the activity rate of
production the maximum feasible amount.
e) Repeat the above steps successively until the optimum
project cost and associated duration are obtained.
Nabil Dmaidi
365
2. Discrete Activities
Discrete are best scheduled by other methods.
Once the duration is determined by network
analysis, it can be scheduled on the LSM
diagram and coordinated with the linear
activities.
3. Seasonal Adjustments
When developing LSM, appropriate
adjustments can be made for seasonal effect on
construction progress.
Nabil Dmaidi
366
4. Project Progress and Resource Management

Project progress is often estimated by the Scurve with bar chart development.

In LSM, the determination of activity
progress is facilitated and made more
rigorous.
Nabil Dmaidi
367
LSM Schedule
4
3
2
1
2
4
6
8
10 12 14 16 1820 22 24
Nabil Dmaidi
368
LSM Schedule with Brickwork
4
3
2
1
2
4
6
8
10 12 14 16 1820 22 24
Buffer
Nabil Dmaidi
369
Four-unit Duplex I-J Fragnet
2
EXC FNDS
BLDG 1
7
F&P FNDS
& SLAB
BLDG 1
2
EXC FNDS
BLDG 2
8
FRAME
BLDG 1
7
F&P FNDS
& SLAB
BLDG 2
8
FRAME
BLDG 2
2
EXC FNDS
BLDG 3
7
F&P FNDS
& SLAB
BLDG 3
8
FRAME
BLDG 3
2
EXC FNDS
BLDG 4
7
F&P FNDS
& SLAB
BLDG 4
Nabil Dmaidi
370
Duplex Number
LSM Schedule
4
3
2
1
2
4
6
8
10
Days
Nabil Dmaidi
12
14
16
18
371
Duplex Number
LSM Schedule
4
3
2
1
2
4
6
8
10
Days
Nabil Dmaidi
12
14
16
18
372