Project Planning and Scheduling Lecture PDF

PROJECT PLANNING AND SCHEDULING DR. HISHAM NOORI HUSSAIN AL-HASHIMY  DEFINITION OF PROJECT PLANNING AND SCHEDULING Project planning and scheduling refers to the process through which a construction business maps out exactly what will take place during a project, what resources are ne...

PROJECT PLANNING AND SCHEDULING DR. HISHAM NOORI HUSSAIN AL-HASHIMY  DEFINITION OF PROJECT PLANNING AND SCHEDULING Project planning and scheduling refers to the process through which a construction business maps out exactly what will take place during a project, what resources are needed, when key activities will take place, which personnel will be involved, and anything else pertinent to the project. A PROJECT PLAN is an extensive document that includes project risks, budget, organization, scope, goals, objectives, and also project schedule. On the other hand, PROJECT SCHEDULE involve forecasted dates and sequences of the project activities. Construction planning essentially covers the choosing of relevant policies, procedures, and processes to achieve your project goals. Construction scheduling adapts your construction project action plans for scope, time, cost, and quality into a functioning calendar. LINK BETWEEN PROJECT AND THE PLANNING PROCESS HOW DOES THE PLANNING PROCESS WORK? DO NOT IGNORE PLANNING PROCESS PROJECT PANNING GUIDELINES 7 AREAS OF PROJECT PLANNING THAT SHOULD NOT BE NEGLECTED  IMPORTANT TASKS IN PROJECT PLANNING AND SCHEDULING Project Planning Activity Procurement Project strategy and Scheduling design process  DEFINITION OF PROCUREMENT Procurement in construction Procurement is the process of involves the process of acquiring goods and services needed for a locating and agreeing to terms and construction project. It usually purchasing goods, services, or begins with the identification of other works from an external need, followed by the selection of source, often with the use of a contractors or suppliers (also tendering or competitive bidding known as vendors), negotiation of process. prices, and finally, the awarding of contracts. Procurement is the process of identifying, sourcing and acquiring the necessary goods and services A procurement strategy is usually required for a construction project. adopted with the aim of This includes everything from maximizing value for money, selecting contractors and suppliers minimize risk, enhance project to negotiating contracts and management, and ensuring high overseeing delivery. A well- quality standards. executed procurement strategy is vital to the success of a project. CONSTRUCTION – RELATED ITEMS THAT CAN BE PROCURED Services Labour Materials Equipment  PROCUREMENT VS. PURCHASING: WHAT’S THE DIFFERENCE ? The terms "purchasing" and "procurement" are often used interchangeably, but the terms are not quite synonyms. Purchasing is an important transactional step in the procurement life cycle. It slots in alongside other elements like vendor relationships and sourcing the best prices. In other words, the key difference between procurement and purchasing is that purchasing represents one link in the larger procurement chain.  DEFINITION OF PROCUREMENT STRATEGY A procurement strategy in construction is a plan for acquiring the materials and services needed for a construction project. It includes policies and procedures for selecting vendors, evaluating bids, and awarding contracts.  THE PRINCIPLES SELECTION OF PROCUREMENT STRATEGY Public Accountability Transparency Value For Money Reflect public All procurement Procurement should yield the accountability regulations, conditions, best returns for every amount entrusted with the procedures and processes of money spent in terms of Government need to be clear and quality, quantity, timeliness, transparent to facilitate price and source better understanding among suppliers and contractors Fair Dealing Open And Fair Competition All acceptable bids will be Procurement should offer fair and processed fairly based on equal opportunities to all those current rules, policies and participating or competing in it. procedures  What is a Project Schedule ? A project schedule is a timetable that organizes tasks, resources and due dates in an ideal sequence so that a project can be completed on time. In project management, project scheduling encompasses activities such as listing of a project's milestones, activities, and deliverables. Usually dependencies and resources are defined for each task, then start and finish dates are estimated from the resource allocation, budget, task duration, and scheduled events. BENEFITS OF PROJECT SCHEDULING ❖ Aligning all team members on project goals ❖ Ensuring you allocate sufficient resources ❖ Illustrates interdependence of all tasks. ❖ Identifying potential challenges early ❖ Enhances communication throughout the project. ❖ Establishes interdependence of all tasks.  Approaches to Project Scheduling Two basic Scheduling Approach: 1. Resource-Oriented Scheduling Focus on using and scheduling particular resources in an effective fashion. 2. Time-Oriented Scheduling Emphasis on determining the completion time of the project given the necessary precedence relationships among activities. In practice, we use: Hybrid approach for resources leveling and resources constraints scheduling (i.e. resource-oriented) in the presence of precedence relationships (i.e. time-oriented) are widely applied in planning, monitoring and control of the construction project.  Scheduling Technique (Order Tasks Execution) Gantt chart 1. Bar Charts (Gantt Charts) Length of bar = task’s duration Commonly used for non-complex uses Tasks Duration 2. Network Diagram Technique Graphical portrayal of activities and event Shows dependency relationships between tasks/activities in a project Clearly shows tasks that must precede (precedence) or follow (succeeding) other tasks in a logical manner Clear representation of plan –a powerful tool for planning and controlling project Definition of terms in a Network: ✓ Activity: Activity on Arrow (AOA) and Activity on Node (AON) AOA= Networks show each activity as an arrows, the nodes represent the starting and ending points. AON= Networks show each activity as a node and, arrows show the intermediates predecessor activities. ✓ Event: beginning or ending points of one or more activities ✓ Network: Combination of all project activities and the events Network Diagram: Program Evaluation and Review Technique (PERT) PERT used to identify the time it takes to finish a particular task or activity. It is a system that helps in the proper scheduling and coordination of all tasks throughout a project. Assumes that an activity’s duration cannot be precisely determined and complex projects, many find PERT hard to interpret. Network Diagram: Critical Path Method (CPM) A method that calculates the minimum completion time for a project along with the possible start and finish times for the project activities. Represents the set or sequence of predecessor/successor activities which will take the longest time to complete. Other than that, Critical Path Method can help to figure out: The critical/longest possible path through the "network" of project activities. Duration of the critical path represents the minimum time required to complete a project. Any delay along the critical path would imply that additional time would be required to complete the project.  How to Determine the Critical Path Method Network? Each task will be represented by a box with the following information: Earliest Start Earliest Finish Time Task Name (ID) Time (ES) (EF) I.D ES EF t LS LF Latest Finish Time Task Duration (t) Latest Start (LF) Time (LS) There are four parameters of each activity of the network: Earliest Start Time (ES) = The earliest time an activity can start once the previous dependent activities are over/completed. Earliest Finish Time (EF) = ES + activity duration (t) Latest Start Time (LS) = LF - activity duration (t) Latest Finish Time (LF) = The latest time an activity can finish without delaying the project. Exercise ID Task Name Duration Predecessor (Week) Consider the following 1 Prepare Drawings 5 - activities: 2 Identify Tenants 6 - 1. Calculate ES & EF for each activity 3 Develop Prospectus 4 1 2. Calculate LS & LF for each 4 Select General Contractor (GC) 3 1 activity 3. Calculate total float for each 5 Prepare Permits 1 1 activity 6 Obtain Permits 4 5 4. Identify the critical path in 7 Build Mall 14 4, 6 the network diagram. 8 Finalize Contracts 12 2, 3 9 Tenants Move In 2 7, 8 **Based on this information indicates that the total time required to complete activities is 51 weeks. However, we can identify the earliest time start and finish from the network which several of the activities can be conducted simultaneously. STEP 1: Draw the network diagram following the task ID Task Name Duration Predecessor (Week) name, duration and predecessor outline/given. 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 6 3 Develop 4 1 1 4 Prospectus 4 Select General 3 1 Prepare drawings Contractor (GC) Select GC Build mall 5 Prepare Permits 1 1 1 4 7 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 8 9 4 12 2 Finish Identify tenants 2 6 STEP 2: Calculate ES and EF for each activity in the ID Task Name Duration Predecessor (Week) network. (Please refer the parameter) **We make a forward pass calculation through the network: 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 6 F 3 Develop 4 1 o 1 4 Prospectus r w 4 Select General 3 1 Prepare drawings a Contractor (GC) Select GC Build mall r 5 Prepare Permits 1 1 1 0 5 4 7 d 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 8 9 4 12 2 Finish Identify tenants 2 6 STEP 2: Calculate ES and EF for each activity in the ID Task Name Duration Predecessor (Week) network. (Please refer the parameter) **We make a forward pass calculation through the network: 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 6 F 3 Develop 4 1 o 1 4 Prospectus r w 4 Select General 3 1 Prepare drawings a Contractor (GC) Select GC Build mall r 5 Prepare Permits 1 1 1 0 5 4 7 d 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 8 9 4 12 2 Finish Identify tenants 2 0 6 6 STEP 2: Calculate ES and EF for each activity in the ID Task Name Duration Predecessor (Week) network. (Please refer the parameter) **We make a forward pass calculation through the network: 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 6 F 3 Develop 4 1 o 1 4 Prospectus r w 4 Select General 3 1 Prepare drawings a Contractor (GC) Select GC Build mall r 5 Prepare Permits 1 1 1 0 5 4 5 8 7 d 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 8 9 4 12 2 Finish Identify tenants 2 0 6 6 STEP 2: Calculate ES and EF for each activity in the ID Task Name Duration Predecessor (Week) network. (Please refer the parameter) **We make a forward pass calculation through the network: 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 6 F 3 Develop 4 1 o 1 4 Prospectus r w 4 Select General 3 1 Prepare drawings a Contractor (GC) Select GC Build mall r 5 Prepare Permits 1 1 1 0 5 4 5 8 7 d 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 4 12 2 Finish Identify tenants 2 0 6 6 STEP 2: Calculate ES and EF for each activity in the ID Task Name Duration Predecessor (Week) network. (Please refer the parameter) **We make a forward pass calculation through the network: 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 F 3 Develop 4 1 o 1 4 Prospectus r w 4 Select General 3 1 Prepare drawings a Contractor (GC) Select GC Build mall r 5 Prepare Permits 1 1 1 0 5 4 5 8 7 d 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 4 12 2 Finish Identify tenants 2 0 6 6 STEP 2: Calculate ES and EF for each activity in the ID Task Name Duration Predecessor (Week) network. (Please refer the parameter) **We make a forward pass calculation through the network: 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 F 3 Develop 4 1 o 1 4 Prospectus r w 4 Select General 3 1 Prepare drawings a Contractor (GC) Select GC Build mall r 5 Prepare Permits 1 1 1 0 5 4 5 8 7 d 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 4 12 2 Finish Identify tenants 2 0 6 6 STEP 2: Calculate ES and EF for each activity in the ID Task Name Duration Predecessor (Week) network. (Please refer the parameter) **We make a forward pass calculation through the network: 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 F 3 Develop 4 1 o 1 4 Prospectus r w 4 Select General 3 1 Prepare drawings a Contractor (GC) Select GC Build mall r 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 d 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 4 12 2 Finish Identify tenants 2 0 6 6 STEP 2: Calculate ES and EF for each activity in the ID Task Name Duration Predecessor (Week) network. (Please refer the parameter) **We make a forward pass calculation through the network: 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 F 3 Develop 4 1 o 1 4 Prospectus r w 4 Select General 3 1 Prepare drawings a Contractor (GC) Select GC Build mall r 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 d 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 4 12 2 Finish Identify tenants 2 0 6 6 STEP 2: Calculate ES and EF for each activity in the ID Task Name Duration Predecessor (Week) network. (Please refer the parameter) **We make a forward pass calculation through the network: 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 F 3 Develop 4 1 o 1 4 Prospectus r w 4 Select General 3 1 Prepare drawings a Contractor (GC) Select GC Build mall r 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 d 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 12 2 Finish Identify tenants 2 0 6 6 The project will take 26 weeks to complete. This will be the Earliest Finish time (EF) STEP 3: Calculate LS and LF for each activity in the network. (Please refer the parameter) **We make a Backward pass calculation through the network: ID Task Name Duration Predecessor (Week) 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 d r 3 Develop 4 1 1 4 a Prospectus w 4 Select General 3 1 Contractor (GC) k Prepare drawings Select GC Build mall c a 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 B 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 12 2 26 Finish Identify tenants 2 0 6 6 There are four parameters of each activity of the network: Earliest Start Time (ES) = The earliest time an activity can start once the previous dependent activities are over/completed. Earliest Finish Time (EF) = ES + activity duration (t) Latest Start Time (LS) = LF - activity duration (t) Latest Finish Time (LF) = The latest time an activity can finish without delaying the project. STEP 3: Calculate LS and LF for each activity in the network. (Please refer the parameter) **We make a Backward pass calculation through the network: ID Task Name Duration Predecessor (Week) 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 d r 3 Develop 4 1 1 4 a Prospectus w 4 Select General 3 1 Contractor (GC) k Prepare drawings Select GC Build mall c a 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 B 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 12 2 24 26 Finish Identify tenants 2 0 6 6 STEP 3: Calculate LS and LF for each activity in the network. (Please refer the parameter) **We make a Backward pass calculation through the network: ID Task Name Duration Predecessor (Week) 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 d r 3 Develop 4 1 1 4 a Prospectus w 4 Select General 3 1 Contractor (GC) k Prepare drawings Select GC Build mall c a 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 B 6 Obtain Permits 4 5 5 3 14 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 12 12 24 2 24 26 Finish Identify tenants 2 0 6 6 STEP 3: Calculate LS and LF for each activity in the network. (Please refer the parameter) **We make a Backward pass calculation through the network: ID Task Name Duration Predecessor (Week) 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 d r 3 Develop 4 1 1 4 a Prospectus w 4 Select General 3 1 Contractor (GC) k Prepare drawings Select GC Build mall c a 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 B 6 Obtain Permits 4 5 5 3 14 10 24 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 12 12 24 2 24 26 Finish Identify tenants 2 0 6 6 STEP 3: Calculate LS and LF for each activity in the network. (Please refer the parameter) **We make a Backward pass calculation through the network: ID Task Name Duration Predecessor (Week) 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 d r 3 Develop 4 1 1 4 6 10 a Prospectus w 4 Select General 3 1 Contractor (GC) k Prepare drawings Select GC Build mall c a 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 B 6 Obtain Permits 4 5 5 3 14 10 24 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 12 12 24 2 24 26 Finish Identify tenants 2 0 6 6 STEP 3: Calculate LS and LF for each activity in the network. (Please refer the parameter) **We make a Backward pass calculation through the network: ID Task Name Duration Predecessor (Week) 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 d r 3 Develop 4 1 1 5 6 4 6 10 a Prospectus w 4 Select General 3 1 Contractor (GC) k Prepare drawings Select GC Build mall c a 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 B 6 Obtain Permits 4 5 5 3 14 10 24 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 12 12 24 2 24 26 Finish Identify tenants 2 0 6 6 STEP 3: Calculate LS and LF for each activity in the network. (Please refer the parameter) **We make a Backward pass calculation through the network: ID Task Name Duration Predecessor (Week) 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 d r 3 Develop 4 1 1 5 6 4 6 10 a Prospectus w 4 Select General 3 1 Contractor (GC) k Prepare drawings Select GC Build mall c a 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 B 6 Obtain Permits 4 5 5 3 7 10 14 10 24 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 12 12 24 2 24 26 Finish Identify tenants 2 0 6 6 STEP 3: Calculate LS and LF for each activity in the network. (Please refer the parameter) **We make a Backward pass calculation through the network: ID Task Name Duration Predecessor (Week) 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 d r 3 Develop 4 1 1 5 6 4 6 10 a Prospectus w 4 Select General 3 1 Contractor (GC) k Prepare drawings Select GC Build mall c a 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 B 6 Obtain Permits 4 5 5 3 7 10 14 10 24 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 8 12 12 12 24 2 24 26 Finish Identify tenants 2 0 6 6 STEP 3: Calculate LS and LF for each activity in the network. (Please refer the parameter) **We make a Backward pass calculation through the network: ID Task Name Duration Predecessor (Week) 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 d r 3 Develop 4 1 1 5 6 4 6 10 a Prospectus w 4 Select General 3 1 Contractor (GC) k Prepare drawings Select GC Build mall c a 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 B 6 Obtain Permits 4 5 5 3 7 10 14 10 24 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 8 12 12 12 24 2 24 26 Finish Identify tenants 2 0 6 6 6 12 STEP 3: Calculate LS and LF for each activity in the network. (Please refer the parameter) **We make a Backward pass calculation through the network: ID Task Name Duration Predecessor (Week) 1 Prepare 5 - Prepare Permits Drawings Obtain Permits 2 Identify Tenants 6 - 5 5 6 6 6 10 d r 3 Develop 4 1 1 5 6 4 6 10 a Prospectus w 4 Select General 3 1 Contractor (GC) k Prepare drawings Select GC Build mall c a 5 Prepare Permits 1 1 1 0 5 4 5 8 7 10 24 B 6 Obtain Permits 4 5 5 0 5 3 7 10 14 10 24 7 Build Mall 14 4, 6 8 Finalize 12 2, 3 Contracts Develop Finalise 9 Tenants Move In 2 7, 8 Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 8 12 12 12 24 2 24 26 Finish Identify tenants 2 0 6 6 6 12 STEP 4: Identifying Slack Time/ Total Float **We can determine how “slack” is in each activity that is the length of time the activity can be delayed without it affecting the project completion date Total Float = LF – EF or LS – ES Prepare Permits Obtain Permits Slack Slack = LF – EF 5 5 6 6 6 10 = LF – EF =6–6 = 10 – 10 0 slack = critical 1 5 6 4 6 10 =0 =0 activity/task Prepare drawings Select GC Slack Build mall = LF – EF Slack 1 0 5 4 5 8 = 10 – 8 7 10 24 = LF – EF =2 5 0 5 3 7 10 14 10 24 = 24 – 24 =0 Slack = LF – EF =5–5 Develop Finalise Start =0 prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 8 12 12 12 24 2 24 26 Finish Slack Slack Identify tenants Slack = LF – EF = LF – EF = LF – EF 2 0 6 = 12 – 9 = 24 – 21 = 26 – 26 Slack =3 =3 6 6 12 =0 = LF – EF = 12 – 6 =6 STEP 5: Which path is the critical path in the network ? Critical path is the longest path and has zero (0) slack in the network diagram. The activities in the critical path have an effect on the deadline of the project. If an activity in this path is delayed, the project will be delayed. Prepare Permits Obtain Permits 5 5 6 6 6 10 1 5 6 4 6 10 Prepare drawings Select GC Build mall 1 0 5 4 5 8 7 10 24 5 0 5 3 7 10 14 10 24 Develop Finalise Start prospectus contracts Tenants move in 3 5 9 8 9 21 9 24 26 4 8 12 12 12 24 2 24 26 Finish Identify tenants 2 0 6 6 6 12 STEP 6: How to interpret, conclude and present the results ID Task Name Duration Predecessor ES EF LS LF Total (Week) Float 1 Prepare Drawings 5 - 0 5 0 5 0 2 Identify Tenants 6 - 0 6 6 12 6 3 Develop Prospectus 4 1 5 9 8 12 3 4 Select General 3 1 5 8 7 10 2 Contractor (GC) 5 Prepare Permits 1 1 5 6 5 6 0 6 Obtain Permits 4 5 6 10 6 10 0 7 Build Mall 14 4, 6 10 24 10 24 0 8 Finalize Contracts 12 2, 3 9 21 21 24 3 9 Tenants Move In 2 7, 8 24 26 24 26 0 Therefore, this project will take only 26 weeks to complete. Also, task ID 1-5-6-7-9 are the critical tasks lying on the critical path; this shows the minimum time required to complete the entire project.  OUTCOMES OF CRITICAL PATH IDENTIFICATION It allows Project Manager / Planner to identify a lot of information about the project, such as: The total time to complete the project The scheduled start and finish dates for each task pertaining to the project’s completion. The tasks that are “critical” to the project and must be completed exactly as scheduled. The “slack” time available in non-critical tasks, as well as how long they can be delayed before they affect the project finish date.  Crashing the Critical Path Method Crashing the Critical Path Method is the process of shortening the project scheduling networks. Once the entire project scheduling network has been established and its critical path has been identified, PM / Planner should re-evaluate the network to see if the time taken for the project to complete can be shorten without considerable loss to the project. In practice, there are several techniques of crashing the CPM: 1. Overlap tasks on the critical path so that they may be worked on simultaneously. i.e. Drywallers finish upstairs move to downstairs. Painting can begin on upstairs walls. 2. Shorten (if possible) the duration of tasks on the critical path by adding resources such as overtime hours or extra workers. 3. Break up larger tasks on the critical path into smaller, help in more manageable ones. THANK YOU FOR LISTENING