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Presented by Group 3

Planning and
Scheduling
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MEET THE GROUP 3

Mortel, Mark Reyes, Alfred M. Pontenoza, Albor, John

Vincent Ronel Andrew C.
) ) ) ) ) ) ) ) ) TOPIC OUTLINE
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1. Project Planning and Scheduling

2. Desired Results of Planning
3. Principles of Planning and Scheduling
4. Responsibilities of Parties
5. Planning for Multiple Projects
6. Techniques for Planning and Scheduling
7. Network Analysis System (PERT/CPM)
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PROJECT PLANNING AND

SCHEDULING
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Project planning two phases of Project
planning
is the procesy of identifying all
the activities necessary to 1. The preliminary project
successfully complete the planning phase
project.
2. Detailed project planning
) ) ) ) ) ) ) ) ) DESIRED RESULTS OF PROJECT PLANNING
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AND SCHEDULING

01 The preliminary project 02 Detailed project planning

planning phase
involves deciding beforehand what to do, why to involves critically examining a project,
do it, how to do it, who will do it, and where to do formulating a number of alternatives for
it, achieving the project objectives,
keeping in view the project objectives to be and finalizing the best-suited alternative for the
achieved. These questions give allocated time duration,
a general idea about the project in hand. budget, available resources, location, and other
project constraints
imposed
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PROJECT
SCHEDULING

Project scheduling is the process of

determining the sequential order of the
planned activities, assigning realistic
durations to each activity, and
determining the start and finish dates
for each activity.
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1. The Time Duration of a Project

2. Start and Finish Times of Activities
3. Resource Planning
4. Project Control
5. Coordination Between Team Members
6. Schedule Refinements
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DESIRED RESULTS OF
PLANNING
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DESIRED RESULTS OF
PLANNING
Project planning is the heart of good project
management because it provides the central
communication that coordinates the work of all
parties. Planning also establishes the benchmark
for the project control system to track the
quantity, cost, and timing of work required to
successfully complete the project. Although the
most common desired result of planning is to
finish the project on time,
) ) ) ) ) ) ) ) ) DESIRED RESULTS OF PROJECT PLANNING
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AND SCHEDULING

01 02 Continuous (uninterrupted)
.Finish the project on time flow of work (no delays)

03 Reduced amount of 04 Minimize confusion and

rework (least amount of misunderstandings
changes)
) ) ) ) ) ) ) ) ) DESIRED RESULTS OF PROJECT PLANNING
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AND SCHEDULING

05 Increased knowledge of 06 Meaningful and timely reports

status of project by to management
everyone

07 You run the project 08 Knowledge of scheduled

instead of the project times of key parts of the
running you project
) ) ) ) ) ) ) ) ) DESIRED RESULTS OF PROJECT PLANNING
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AND SCHEDULING

09 Knowledge of distribution 10 Accountability of people,

of costs of the projec defined responsibility/authority

11 Clear understanding of 12 Integration of all work to

who does what, when, and ensure a quality project
how much for the owner
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PRINCIPLES OF PLANNING
AND SCHEDULING
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PRINCIPLES OF PLANNING
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AND SCHEDULING

The plan must include and link the three components of

the project: scope, budget, and schedule.
The project must be broken down into well-defined
units of work that can be measured and managed. This
process starts with the WBS.
The project plan and schedule must clearly define
individual responsibilities, schedules, budgets, and
anticipated problems.
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PRINCIPLES OF PLANNING
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AND SCHEDULING

The project manager should prepare formal

agreements with appropriate parties whenever there is
a change in the project.
There should be equal concern given to schedule and
budget, and the two must be linked.
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KEY PRINCIPLES FOR
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PLANNING AND SCHEDULING
Begin planning before starting work, rather than after
starting work
Involve people who will actually do the work in the
planning and scheduling process
Include all aspects of the project: scope, budget,
schedule, and quality
Build flexibility into the plan, Include allowance for
changes and time for reviews and approvals
Remember the schedule is the plan for doing the work,
and it will never be precisely correct
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KEY PRINCIPLES FOR
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PLANNING AND SCHEDULING
Keep the plan simple, eliminate irrelevant details that
prevent the plan from being readable
Communicate the plan to all parties; any plan is
worthless unless it is known
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RESPONSIBILITIES OF
PARTIES
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RESPONSIBILITIES OF PARTIES
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Shared Responsibility: The owner, designer, and contractor

must each develop and coordinate their schedules to ensure
project success.
Owner’s Role
Sets the project completion date.
Defines priorities for project components
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RESPONSIBILITIES OF PARTIES
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Designer’s Role
Develops a schedule aligned with the owner’s priorities.
Engages all key designers in schedule development
Organizes design work to meet deadlines and support
construction needs.
Contractor’s Role
Creates a schedule covering material procurement,
labor coordination, subcontractor activities, and
equipment management.
Ensures efficiency in project execution rather than using
scheduling to settle disputes.
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RESPONSIBILITIES OF PARTIES
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IMPORTANCE OF COORDINATION
Each party’s schedule influences the others, requiring
continuous communication and adjustment.
Poor coordination can lead to delays and inefficiencies
Maintaining one common schedule as a cooperative
effort between parties can reduce problems associated
with maintaining three separate schedules.
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05

PLANNING FOR MULTIPLE

PROJECTS
) ) ) ) ) ) ) ) ) THE CHALLENGE OF
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MANAGING MULTIPLE
PROJECTS

Project managers often handle multiple

small projects at the same time.
Small projects may seem simple, but
managing them all together is difficult.
Progress in one project affects others.
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IMPORTANCE OF
PLANNING & SCHEDULING

Essential for balancing multiple projects

effectively
A single plan should include all projects, even
if unrelated.
Helps ensure smooth workflow and workload
distribution.
Prevents delays, confusion, and resource
conflicts.
 MANAGING SMALL PROJECTS
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VS. LARGE PROJECTS

Feature Multiple Small Projects Single Large Project

Project Manager Manages many Focuses on one

Roles projects at once project

Coordinating Managing task

Main Challenge
workloads dependencies

Often informal, but Structured and

Planning Approach
necessarry Detailed
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06

TECHNIQUES FOR PLANNING AND

SCHEDULING
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SELECTING A PROPER PLANNING
AND SCHEDULING TECHNIQUE

The technique used for project scheduling will vary

based on the project's size, complexity, duration,
personnel, and owner requirements.

The project manager must select a technique that

is simple to use and easily interpreted by all
participants.
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Two Common Methods:

Bar Chart (Gantt Chart)

Critical Path Method (CPM)
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BAR/GANTT CHART

✔ Developed by Henry L. Gantt during

World War I.
✔ Graphical time-scale representation of
project activities.
✔ Advantages:
Easy to understand and interpret.
Useful for engineering design work and
overall scheduling.
✔ Disadvantages:
Difficult to update when changes occur.
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CPM
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✔ Developed in 1956 by DuPont

Company.
✔ A deterministic approach used mainly
in engineering and construction.
✔ Provides:
Interrelationships of activities
(dependencies).
Scheduling of costs and resources.
✔ Requires more effort than a bar chart
but offers better project control.
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07

NETWORK ANALYSIS SYSTEM

( PERT / CPM )
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NETWORK ANALYSIS
SYSTEM

A network analysis system (NAS)

provides a comprehensive method
for project planning, scheduling, and
controlling.
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FRAMEWORK OF NETWORK
ANALYSIS SYSTEM

Defines the Job to be done

Integrates them in a logical time
sequence and finally
Affords a system of dynamic control
over the progress of the plan
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TYPES OF NETWORK
ANALYSIS SYSTEM

CPM - Critical
Path Method

PERT - Project
Evaluation and
Review Technique
) ) ) ) ) ) ) ) ) TERMS AND CONCEPT
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EVENT - Represented by circles. Event 1 is the

tail and event 2 is the head event. If arrow is
drawn from 1 to 2, the activity from event 1
must be done before proceeding.
ACTIVITY - Represented by letters (A, B, C, etc.). These are the actions and the
consumption of resources like time, money, and energy required to complete
the project..
DUMMY ACT. - Represented by letters (A, B, C, etc.). These are the actions and
the consumption of resources like time, money, and energy required to
complete the project..
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PERT

PERT, or Program Evaluation and Review Technique, is a

project management tool used to plan, schedule, and
control complex projects PERT helps project managers
identify the critical path and estimate the shortest possible
project duration. This technique uses a network diagram to
visualize the sequence of tasks and their dependencies,
represented by nodes (events) and arrows (activities).
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PERT
The process takes into consideration three different time estimates:

Optimistic Time (a): The minimum time required to complete the

project, assuming everything goes better than expected.
Pessimistic Time (b): The maximum time required to complete
the task, assuming things go wrong.
Most Likely Time (m): The most likely time required to complete
the tasks, assuming everything goes alright.
PERT CHART TABLE
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HOW TO MAKE A PERT CHART
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1.Define the project scope

2.Establish task dependencies
3.Determine task duration
4.Create a network diagram
5.Add critical path information
6.Update the chart regularly
7.Present the chart
PERT CHART TABLE
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PERT CHART (CONSTRUCTION OF A HOUSE)
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Tasks and Durations:

1.Site Preparation (A): 6 days
2.Foundation Work (B): 4 days
3.Frame Construction (C): 11 days
4.Roofing (D): 5 days
5.Electrical Work (E): 8 days
6.Plumbing (F): 7 days
7.Interior Finishing (G): 12 days
8.Inspection and Final Touches (H): 4 days
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PERT CHART (CONSTRUCTION OF A HOUSE)
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CPM

CPM is used to determine the earliest possible starting time

for each task in the project. It’ll also help a project manager
determine the critical tasks and non-critical tasks. This
helps when executing the project. If you’re behind schedule,
you know which tasks can be skipped without impacting the
integrity of the work.
CPM
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) ) ) ) ) ) ) ) ) Feature Arrow Diagram (ADM) Precedence Diagram (PDM)
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Activities Represented by arrows Represented by nodes (boxes)

Implied by the connection of Explicitly shown by arrows

Relationships
arrows to nodes connecting nodes

Can show Finish-to-Start, Start-to-

Primarily shows Finish-to-Start
Types of Dependencies Start, Finish-to-Finish, and Start-
relationships
to-Finish relationships

Often required to show complex

Dummy Activities Generally not needed
relationships

Can be more challenging to Generally considered easier to use

Ease of Use construct and interpret for and understand, especially for
complex projects complex projects

Less common in modern project The most widely used method

Current Use
management today
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CPM

The estimated time required to perform an activity. The

time should include all resources that are assigned to the
activity.

The earliest time an activity can be started.

The earliest time an activity can be finished and is equal

to the early start plus the duration.
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CPM

The latest time an activity can be finished.

The latest time an activity can be started without delaying

the completion date of the project.
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CPM

The amount of time an activity may be delayed without

delaying the completion date of the project.

The amount of time an activity may be delayed without

delaying the early start time of the immediately following
activity. FF, = ES_i - EF_j where the subscript i represents
the preceding activity and the subscript j represents the
following activity.
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CPM

A series of interconnected activities through the network

diagram, with each activity having zero, free and total float
time.

An activity (represented by a dotted line on the arrow

network diagram) that indicates that any activity
following the dummy cannot be started until the activity
or activities preceding the dummy are completed.
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HOW TO MAKE A CPM CHART
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1. List All Activities

2.Establish task dependencies
3.Create a network diagram
4.Identify Earliest Start (ES) and Earliest Finish (EF)
5. Identify Latest Start (LS) and Latest Finish (LF)
6.Compute for Float (Slack Time)
7.Identify the Critical Path
8. Monitor and Update the CPM Chart
CPM
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PERT VS CPM
The main difference is that PERT is a
visual technique, while CPM is a
statistical technique.
CPM is used to control cost and time, and
PERT is a must for controlling time when
planning.
PERT uses a three-point method to
forecast time
) ) ) ) ) ) ) ) ) ASPECT PERT CPM
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It is activity oriented technique
It is event oriented technique
which means that network is
Orientation which means that network is
constructed on the basis of
constructed on the basis of event.
activities.

Model Type It is a probability model. It is a deterministic model.

It majorly focuses on time as

It majorly focuses on Time-cost
meeting time target or estimation
Focus trade off as minimizing cost is
of percent completion is more
more important.
important.

It is suitable for projects which

It is suitable for construction
Sustainability required research and
projects.
development.

There is no chance of crashing as There may be crashing because of

Crashing
there is no certainty of time. certain time bound.
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Thank You
By Group 3