Construction Project Management 3

Satyabhama University
Department of Architecture
 TOPICS
PROJECT MANAGEMENT – LIFEFOR
CYCLEDISCUSSION

▪ PROJECT NETWORK ANALYSIS (CPM)

▪ PROJECT NETWORK ANALYSIS TECHNIQUE (PERT)

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 PROJECT MANAGEMENT – LIFE CYCLE

NETWORK ELEMENTS
REVIEW

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 NETWORK
PROJECT MANAGEMENT – LIFE CYCLEELEMENTS
▪ A project can be broken down into various operations and processes necessary for
its completion
▪ Activity - Each operation which consume time and possibly cost is called an activity

Activity
Duration

▪ Event – It is the state between the completion of a preceding activity and the
beginning of succeeding activity

Start Event
End Event

▪ Dummy activity – It is the super imposed activity, which does not represent any
specific operation or processes. It has zero duration and consumes no resources.
Purpose of using dummy activity is
▪ To provide a logical link to maintain the correct relationship
▪ To simplify the description of concurrent activities

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 NETWORK
PROJECT MANAGEMENT – LIFE CYCLEDIAGRAM

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 LOGIC SEQUENCING
PROJECT MANAGEMENT – LIFE CYCLE OF ACTIVITIES

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 LOGIC SEQUENCING
PROJECT MANAGEMENT – LIFE CYCLE OF ACTIVITIES

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 EVENT
PROJECT TIMINGS
MANAGEMENT – LIFEAND
CYCLEASSOCIATED TERMS

• Earliest Event Time (EET) : It is the earliest time an event can take place,
assuming that all the events prior to it also occur at their earliest time.

• EET of the event is highest value obtained by adding activity duration to the
EETs of preceding events. This event of determining EET is called “forward
pass”.

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 EVENT
PROJECT TIMINGS
MANAGEMENT – LIFEAND
CYCLEASSOCIATED TERMS

• Latest Event Time (LET) : It is the latest time by which an event can occur, if
the project is to be completed within specified time.

• Slack : The difference between LET and EET of an event is called slack or event
slack. It gives the range of time available within which the event must take place
if the project is to be completed on schedule.

• SLACK = LET - EET

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 EVENT
PROJECT TIMINGS
MANAGEMENT – LIFEAND
CYCLEASSOCIATED TERMS

• Critical Events : The events having a zero slack are called critical events. They
must takes place at the stipulated time without fail. There is no flexibility in their
schedule.

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 ACTIVITY
PROJECT TIMINGS
MANAGEMENT AND
– LIFE CYCLE CONNECTED TERMS
• Earliest start time (EST): This is the earliest time an activity can be started,
assuming that all the activities prior to it have taken place as early as possible.
EST = EET

• Latest start time (LST): This is the latest time an activity can start consistent,
with the completion of the project in the stipulated time. LST = LET-d.

• Earliest finish time ( EFT): It is the earliest time by which an activity can be
completed, assuming that all the activities prior to it begin at their ESTs. EFT =
EET+d

• Latest Finish time (LFT): It is the latest time by which an activity must be
completed to ensure the completion of project within the stipulate time. LFT
=LET.
• Float: The difference between the latest start time (LST) and the earliest start
time (EST) of an activity is called as float or activity slack. Float is a measure of
the amount of time by which the start of an activity can be delayed consistently
with the completion of the project on time. Float = LST-EST = LET-d-EET

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 ACTIVITY
PROJECT TIMINGS
MANAGEMENT AND
– LIFE CYCLE CONNECTED TERMS
• Critical Activities: The activities (including dummy ones) having zero float are
called critical activities.

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 DETERMINING
PROJECT MANAGEMENT EARLIEST
– LIFE CYCLE EVENT TIME
• The EET of the start event is set as zero time.
• Then moving in the forward direction, the succeeding events are selected one by
one in the ascending order of their event number code.
• If there is more than one path converging into event, its EET is the value
obtained along the longest path.

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 DETERMINING
PROJECT MANAGEMENT LATEST
– LIFE CYCLE EVENT TIME
• If the project to be completed on schedule, the LET of the end event must be
taken equal to the laid down completion time.
• The LET of the remaining events are calculated by reversing the method
followed for determination of the EET.

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 SIGNIFICANCE
PROJECT MANAGEMENT OF
– LIFE CYCLE CRITICAL PATH
• Longest path in the network. It is possible for a network to have more than one
critical path. The sum of durations of critical activities along the critical path
determines the duration of the project.
• Most sensitive path; any change in duration of critical activities along critical path
is bound to affect the duration of entire project.
• By isolating critical path, the project management can exercise “management by
exception’ by focusing its attention on the critical activities.

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 PROJECT MANAGEMENT – LIFE CYCLE

NETWORK ELEMENTS
REVIEW

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 PERT ANALYSIS
PROJECT MANAGEMENT – LIFE CYCLE TECHNIQUES

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 Estimate the expected activity duration
PROJECT MANAGEMENT – LIFE CYCLE

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 Convert
PROJECT PERT network
MANAGEMENT into
– LIFE CYCLE deterministic model

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 Determining
PROJECT MANAGEMENT – LIFE CYCLECritical Path

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 Transferring
PROJECT Deterministic
MANAGEMENT – LIFE CYCLE model into PERT Network

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 Activity distribution curve
PROJECT MANAGEMENT – LIFE CYCLE

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 Activity distribution curve
PROJECT MANAGEMENT – LIFE CYCLE

For activity A

For activity B

Although the expected performance time of activities A and B is eight, their range (difference between the
highest and the lowest value, that is, Tp – To ) differs. The greater the range the higher is the value of
standard deviation and higher is it uncertainty. The duration of a project is computed by adding the duration
of activities along a critical path. In order to evaluate uncertainty in project time, the originators of PERT
assumed that the means of distribution of critical activities, lying on a critical path, follow the normal
distribution, and thus, the pattern of variation of project time approximates the normal distribution.

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 Activity distribution curve
PROJECT MANAGEMENT – LIFE CYCLE

Mean = Sum of the means of critical activities:

= Expected project duration corresponding to 50% probability.

= Mean of Normal Distribution.

Variance = Sum of variance of critical activities

= Variance of Normal Distribution

Standard deviation = √Variance

= Standard deviation of Normal Distribution
Normal distribution curve is fully defined and can be plotted when its mean and standard deviation are
known. To simplify calculations, the effect of variation of non-critical activities is not considered.
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 Time Analysed PERT method
PROJECT MANAGEMENT – LIFE CYCLE

If there is more than one critical path, the path having the maximum variance is used for determining
uncertainty

1. Expected project duration. It is given by adding the expected duration of critical activities.
Expected Project Duration = A + B + C = 12.3 + 9.0 + 3.2 = 24.5

2. Standard deviation. Variance is equal to the sum of variances of critical activities

V = Va + Vb + Vca

=1.00 + 1.00 + 0.25 = 2.25

Therefore, project standard deviation is given by

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 Time Analysed PERT method
PROJECT MANAGEMENT – LIFE CYCLE

Hence, the normal probability distribution of this project has the following characteristics:

Means = Project duration corresponding to 50% probability

Means = 24.5

Standard deviation = 1.5

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 Differences between CPM and PERT
PROJECT MANAGEMENT – LIFE CYCLE
▪ CPM was developed for planning, scheduling and control of civil works while PERT originated in
response to the complexities of the uncertainty in research and development projects.
▪ In network modelling, CPM laid emphasis on breaking the projects into various works or
activities.
▪ In PERT project breakdown was in terms of milestones which were planned to occur during
execution.
▪ CPM is activity oriented whereas PERT was event oriented.
▪ CPM application was confined to construction works where the activities were familiar and their
duration could be easily estimated from the one time estimate
▪ Since PERT is designed to cope with the uncertainties, it used the three time estimate
▪ CPM activity duration is related to cost and time where crashing of activities possible.
▪ PERT dealt with the probabilistic approach in time scheduling crashing is not possible.
▪ In CPM the resource optimization is possible where this is not possible in PERT.
▪ CPM which uses one time estimate is simpler to follow while PERT requires statistician to
interpret the results.

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 Differences between CPM and PERT

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 PROJECT MANAGEMENT – LIFE CYCLE

PRECENDENCE NETWORK
ANALYSIS

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 PRECEDENCE
PROJECT NETWORK
MANAGEMENT – LIFE CYCLE ANAYSIS TECHNIQUE

▪ Each activity in a precedence network (PN), is generally represented by either a rectangular

or a square box.
▪ These boxes represent activities-on-nodes, unlike the CPMT/PERT networks, which show
activities-on- arrows.
▪ The time duration of the activity is incorporated inside the nodal box.
▪ A precedence network (PN) incorporates the concept of lags and leads, while depicting the
relationship of various starts and finish of activities.
▪ They represent a real time plan, which shows the dependency and inter-relationship of
various activities in a better way as compared to the other project network analysis
techniques.
▪ The PN is thus best suited for planning complex construction projects.
▪ Precedence Network Analysis (PNA) technique is also commonly known as Precedence
Diagramming Method (PDM) or Activity-on-Node Network.

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 PRECEDENCE
PROJECT NETWORK
MANAGEMENT – LIFE CYCLE ANAYSIS TECHNIQUE

▪ Precedence network depicts activities either by square or rectangular nodes,

which comprises the activity data. A typical activity box is given below:

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 PRECEDENCE
PROJECT NETWORK
MANAGEMENT – LIFE CYCLE ANAYSIS TECHNIQUE

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 TYPES OF– LIFE
PROJECT MANAGEMENT PRECEDENCE
CYCLE RELATIONSHIP

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 PROJECT MANAGEMENT – LIFE CYCLE

FLOATS

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 FLOATS
PROJECT MANAGEMENT – LIFE CYCLE

▪ In complex projects, activities are sequenced using network techniques.

▪ A time analysed network depicts the start and completion times of critical
and non-critical activities.
▪ The difference between the early and late start time of a non-critical
activity is called as ‘float’ or ‘total float’.
▪ Critical activities by definition have zero floats (or defined least floats).
▪ Floats provide the time margins, which can be utilized during scheduling of
activities without affecting the time objectives for optimizing resources
utilization.
▪ The amount of float available is a measure of the sensitivity of the activity,
with less float meaning a higher sensitivity.
▪ Scheduling methodology is described in subsequent sub-sections. For
scheduling, ‘Floats’ can be divided into three categories namely:
▪ total float (TF),
▪ free float (FF) and
▪ interference float (IF).

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 FLOATS
PROJECT MANAGEMENT – LIFE CYCLE

Total Float (TF) : It is the maximum period by which the start of an activity can
be delayed from its earliest start time (EST) without affecting the project
duration.

TF = LST of activity – EST of activity

since
LST = LFT – duration, and EST = EFT – duration
TF = LST – EST
TF = LFT of activity – EFT of activity

Free Float (FF) : It is the maximum period by which the start of an activity can
be delayed from its EST without affecting the EST of the subsequent activities.

FF = EST of subsequent activity – EFT of activity

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 FLOATS
PROJECT MANAGEMENT – LIFE CYCLE

Interference Float (TF) : It is the difference in time

between LFT of an activity and EST of the
succeeding activity.
IF = LFT of activity – EST of subsequent of activity

Floats Relationship.
Add Interference Float and Free Float
Interference Float + Free Float = LFT of activity – EFT of activity
= Total Float

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 FLOATS
PROJECT MANAGEMENT – LIFE CYCLE

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 Floats
PROJECT MANAGEMENT – LIFE CYCLE
The float table for the site clearance project and the order of sensitivity, the following
points may be noted:

a. The order of sensitivity shows the availability of float in descending order. Thus,
a higher sensitivity means lesser float.
b. For activities having the same amount of total float; interference float is
considered to deter mine the order of sensitivity.
c. For activities having the same amount of interference float; the path of activities
is taken as a guide.
d. The dummy activities, where applicable, must also be listed and given
appropriate numbers.

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 FLOATS
PROJECT MANAGEMENT – LIFE CYCLE

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 Floats
PROJECT MANAGEMENT – LIFE CYCLE
▪ Tabulation list the floats of Activities in Order of Sensitivity;
▪ Scheduling critical activities at their EST;
▪ Scheduling non-critical activities;
▪ Prepare Earliest Start Time Schedule and plot floats available for non-critical activities
▪ Determining most vital resource scheduling criteria;
▪ Optimizing other resources; and
▪ Validating Time Objectives.
▪ Tabulation helps as a ready reckoner to determine the time margin available for each
non-critical activity.
▪ Helps to calculate the order of sensitivity of activities for charting during scheduling.
▪ Critical activities have zero floats are the most sensitive activities
▪ Activities having same amount of total float, interference float is considered to determine
the order of sensitivity.

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 THANK YOU

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