project time management

PROJECT TIME MANAGEMENT
Lecture 5 & 6

Content of Presentation
 PMI approach of Time Management
 WBS/ Activity Definition
 Estimation
o [Purpose of Estimation
o Factors influencing Estimates
o Methods of Estimation
o Problems in Estimation
o Accuracy in Estimation
o Importance of Accurate Estimates
 Scheduling (Planning and Scheduling)
o Objectives
o Techniques
o Critical Path Method (CPM)
 Basic Definition of CPM
 Activity
 Activity Duration
 Network Construction
 Example 1
o Histogram
 Resource Histogram
 Constructing Resource histogram
o Procedure for Resource Leveling
o PERT
o Example
 Use of software for planning,
scheduling & control of projects
o Process overview
o Software application
o EVMS

6.1 ACTIVITY DEFINITION
1. Inputs
1. Enterprise
environmental factors .
2. Organizational process
assets
3. Project scope statement
4. Work Breakdown
structure
5. WBS Dictionary
6. Project management
plan
2. Tools and Techniques
1. Decomposition
2. Templates
3. Rolling wave planning
4. Expert judgment
5. Planning component
3. Outputs
1. Activity list
2. Activity attributes
3. Milestone list
4. Requested changes
6.2 ACTIVITY SEQUENCING
1. Inputs
.1 Project scope statement
.2 Activity list
.3 Activity attributes
.4 Milestone List
.5 Approved change requests
2 . Tools and Techniques
.1 Precedence Diagramming
Method (PDM)
.2 Arrow Diagramming
Method (ADM)
.3 Schedule network
templates
.4 Dependency determination
.5 Applying leads and lags
3. Outputs
.1 Project schedule network
diagrams
.2 Activity list (updates)
(updates)
.4 Requested changes
6.3 ACTIVITY RESOURCE
ESTIMATING
1. Inputs
.1 Enterprise environmental
factors
.2 Organizational process assets
.3 Activity list
.5 Resource availability
.6 Project management plan
.1 Expert judgment
.2 Alternatives analysis
.3 Published estimating data
.4 Project management software
.5 bottom-up-estimating
3. Outputs
.1 Activity resource requirements
.2 Activity attributes (updates)
.3 Resource breakdown
structure
.4 Resource calendars (updates)
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next slide
PMI Approach of Project Time Management (Cont..)

PMI Approach of Project Time Management (Cont..)
PROJECT TINE MANAGEMENT
6.4 ACTIVITY DURATION
ESTIMATING
1. Inputs
.1 Enterprise environmental
factors
.4 Activity list
.7 Resource calendars
.8 Project Management plan
. Risk register
. Activity cost estimates
.1 Expert judgment
.2 Analogous estimating
.3 Parametric estimating
.4 Three-point estimating
.5 Reserve analysis
3. Outputs
.1 Activity duration estimates
6.5 SCHEDULE DEVELOPMENT
1. Inputs
.3 Activity list
.5 Project schedule network diagrams
.7 Resource calendars
.8 Activity duration estimates
. Risk register
.1 Schedule network analysis
.2 Critical path method
.3 Schedule compression
.4 What-if scenario analysis
.5 Resource leveling
.6 Critical chain method
.7 Project management software
.8 Applying calendars
.9 Adjusting leads & lags
10. Schedule model
3. Outputs
.1 Project schedule
.2 Schedule model data
.3 Schedule baseline
.4 resource requirements (Updates)
.6 Project calendars (updates)
.8 Project management plan (updates)
. Schedule management plan (updates)
6.6 SCHEDULE CONTROL
1. Inputs
.1 Schedule management plan
.2 Schedule baseline
.3 Performance report
.4 Approved change request
.1 Progress reporting
.2 Schedule change control
system
.3 Performance measurement
.4 Project management
software
.5 Variance analysis
.6 Schedule comparison bar
charts
3. Outputs
.1 Schedule model data
(updates)
.2 Schedule baseline (updates)
.3 Performance measurements
.5 Recommended corrective
actions
.6 Organizational process
assets (updates)
.7 Activity list (updates)
(updates)
Continue on
Previous slide

WORK BREAKDOWN
STRUCTURE (WBS)

WORK BREAKDOWN STRUCTURE
(WBS)
 A WBS is “a hierarchical system that represents the
project in increasing levels of detail to define,
organise, and display the project work in measurable
and manageable components”.
 A WBS is a deliverable-oriented grouping of the work
involved in a project that defines the total scope of
the project
 WBS is a preliminary document that provides the
basis for planning and managing project schedules,
costs and resources
 Decomposition is subdividing project deliverables
into smaller pieces
 A work package is a task at the lowest level of the

WORK BREAKDOWN STRUCTURE
(WBS)
 The WBS consists of different
levels where level one is the least
detailed level often representing
the entire project. The number of
activities in the WBS grows quite
rapidly and it is not unusual that a
large construction project is
broken down into several
hundreds of activities. There is no
specific rule about which level of
detail a WBS should have but a
low level of detail may result in
insufficient detail for effective
planning, whereas a too high level
of detail may become
unmanageable and increase
planning costs. It is generally the
case that the WBS is poorly
detailed rather than too detailed.
According to Jackson (2004) the
level of detail should correlate with
the control level desired, i.e. to
have enough activities and just the
A proposed WBS for an infrastructure project (multi-storey building project).

Roles Played by the WBS
 Lays out the scope of project work
 All project tasks must be accounted
 Provides the foundation of all project estimates
 Times, costs, resource requirements, etc.
 Helps with the project’s organizational structure
 How tasks relate to one another, authority structure,
etc.

ACTIVITY CODING
 The following procedure shall be adopted in
assigning ID to an activity let us take an example
of Procurement and take the values from the
above tables then to develop id for activity .
 Project - Nil
 Phases/Departments - P
 Sub Phases - F
 Area - 01
o Equipment - TK
• Discipline / Stages - O
 Then by combining all above we get the id as
• Activity No.1 - PF01TKO001
• Activity No. 2 - PF01TKX001

SAMPLE INTRANET WBS ORGANIZED BY
PHASE
13

INTRANET WBS IN TABULAR
FORM
14
1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief Web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support

INTRANET WBS AND GANTT CHART IN
MICROSOFT PROJECT
15

WBS: The Compliance Project
Compliance
Project
1.0 Administration 4.0 Medical Care2.0 Physical
Therapy
3.0 Food /
Nutrition
3.1 Review State
Inspection Report
3.2 Review State
Compliance
Standards
3.3 Develop
Policies and
Procedures for
State
Compliance
3.4 Implement
Evaluation and
Correction
Procedures for
All Areas
3.3.2 Develop
Maintenance SOPs
3.3.1 Develop
Corrective
Procedures
3.3.2.1 Planning
3.3.2.2 Preparation
3.3.2.3 Delivery
1.1 Review State
Inspection Report
1.2 Review State
Compliance
Standards
1.3 Develop
Policies and
Procedures for
State
Compliance
1.4 Implement
Evaluation and
Correction
Procedures for
All Areas
1.3.2 Develop
Maintenance SOPs :
1.3.1 Develop
Corrective
Procedures:
1.3.2.1 Planning
1.3.2.2 Financial
1.3.2.3
Supervision

ESTIMATION

ESTIMATION
 An estimate is a calculation of the quantities of various
items of work, and the expenses likely to be incurred there
on. The total of these probable expenses to be incurred on
the work is known as estimated cost of the work.
 The estimated cost of a work is a close approximation of its
actual cost. The agreement of the estimated cost with the
actual cost will depend on accurate use of estimating
methods and correct visualization of the work.
Importance of correct estimating is obvious.
 Estimating is the most important of the practical aspects of
Project Management. It is a comparatively simple subject
to understand; however, as it brings one up against
practical work, methods and procedure, knowledge of it

PURPOSE OF ESTIMATING
1. Estimating Materials
From the estimate of a work it is possible to determine the
quantity of materials required to complete work as per scope of
project and WBS.
2. Estimating Labor
The quantity and type of workers (man hours) of different
categories required to complete the work in the specified time.
3. Estimating Cost
An estimate is necessary to give an accurate idea of the cost of
work as per scope and WBS.
4. Estimating Time
It enables to estimate the time required to complete an item of
work or the work as a whole as per scope and WBS. Time
estimates are used in scheduling work, assigning resources
and determining delivery dates..
Estimation of cost, materials, labor and time is immensely

PROBLEMS IN ESTIMATION
a) There is no established project estimation process.
b) Inaccurate data is used, or historical data may not be
complete.
c) The forecasting techniques and tools are inefficient.
d) There is no ability to track actual project performance,
which can be used to refine estimates.
e) The project planners are inexperienced.
f) Deadlines and Time Constraints
g) Skill and Knowledge of Quantity Surveyor
h) Experience of Estimation
i) Productivity of labor and machinery

IMPORTANCE OF ACCURATE
ESTIMATES
 Inaccurate time estimates can result in inefficient
use of resources and hence impact on project
management.
 Inaccurate estimates can result in insufficient
budget being allocated, or excess budget being
set aside for the project when it could be used
for other projects.
 If the cost or benefits estimates are inaccurate
this can lead to incorrect decisions about
proceeding with the project being made.

WHEN ESTIMATES ARE REQUIRED
Project phase Estimates required
Initiation/Concep
t/
Inception Stage
Time, cost and benefit estimates in
project definition.
Planning Stage Time estimates in project schedule.
Cost estimates in project budget.
Cost and benefit estimates in
business case.
Execution For Project Management, to calculate
the Earned Value, Estimated time to
complete project, Quantities worked
out and billing of contractor.
24

PROJECT PLANNING AND
SCHEDULING

PROJECT PLANNING AND
SCHEDULING
 Project Planning:
Process of identifying all the activities necessary to successfully
complete the project is called project planning.
 Project Scheduling:
Process of determining sequential order of planned activities,
assigning realistic duration, to each activity and determining start
and finish dates of each activity is called project scheduling.
Project planning is prerequisite to project scheduling because there
is no way to determine the sequential order of activities until they
are identified. However, the terms planning and scheduling are
often used synonymously because they are performed interactively.
E.g. when some schedule is reviewed, it may be decided that
additional activities may be added or rearranged in order to get the
best schedule of events of projects.

OBJECTIVES OF PROJECT PLANNING &
SCHEDULING
 Finish project on time.
 Continuous (uninterrupted) flow of work.
 Reduced amount of rework.
 Minimize confusion and misunderstanding.
 Increased knowledge of status of project to every
one (including management).
 Knowledge of distribution of costs of project.
 Accountability of people / defined responsibility and
clear understanding of who does what, when and
how much.
 Exploitation and optimum use of resources.

TECHNIQUES FOR PLANNING AND
SCHEDULING
Techniques used for scheduling depends upon the type, size,
complexity, duration, personal and owner requirement. It is
preferred to use a simpler technique which is simple to use and
easily interpreted by all project participants. There are two
general techniques which commonly used for planning and
scheduling.
 Bar Chart (Gantt Chart):
It is the graphical representation of Time (X-axis) and Activities
on Y-axis, so that the status of project may be visualized and
controlled.
 Net work analysis system (CPM and PERT):
It is the schematic representation of various activities. This
method calculates the minimum completion time for a project
along with start and finish time of project activities.

BAR
CHART
 Bar Chart was developed by Henery L. Gantt in 1917, which is the
most common planning tool even now and provided basis for
developing planning and scheduling software.
 Bar Charts are the easiest and most widely used form of scheduling in
project management. Even with other scheduling techniques the
eventual schedule is presented the form of a bar chart. The level of
detail of the activities depends on the intended use of the schedule.
The most commonly used bar chart for engineering works is called
Gantt chart.
 A Gantt chart is a type of bar chart that illustrates a project schedule,
start and finish dates of the terminal elements and summary elements
of civil engineering project. Terminal elements and summary elements
comprise the work breakdown structure of the project. Some Gantt
charts also show the dependency (i.e. precedence network)
relationships between activities. Gantt charts can be used to show
current schedule status using percent-complete shadings.
 Gantt charts have become a common technique for representing the

June
Week 1 Week-2 Week-3 Week-4
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Activities
Planning
1
To formalize organizational Risk Management
Plan
Organizati
on
2 Risk Identification
Questionnairs and feedback from Procurement Deptt.
Questionnairs and feedback from Engineering Deptt.
Questionnairs and feedback from PMD Deptt.
Questionnairs and feedback from Contrac Deptt.
Questionnairs and feedback from Finance Deptt.

CRITICAL PATH METHOD (CPM)
The Critical Path Method is a method where activities are arranged
based on interrelationship. It is a planning and control technique that
provides an accurate, timely and easily understood picture of the
project. Its purpose is to allows effective scheduling and controlling,
after the project starts. One of the most important features of CPM is
the logic diagram. The logic diagram graphically portrays the
relationship between project activities.
 Critical path in a network is a longest path in terms of time unit, which
gives minimum overall duration to complete the project.
 CPM calls attention which activities must be completed before other
activities can begun.
A
B
D
F
G
E
C
H

BASIC DEFINITIONS OF CPM TERMS
 Activity:- The performance of a task required to complete the project e.g.
foundation design, contract document, RCC form work, pouring of
concrete.
 Network:- A diagram to represents the relationship of activities to complete
the project.
 Duration:- The estimated time required to perform an activity.
 Early Start (ES):- The earliest time an activity can be start.
 Early Finish (EF):- The earliest time an activity can be finished.
 Late Finish (LF):- The latest time an activity can be finished.
 Late Start (LS):- The latest time an activity can be started without delaying
the completion of project. (LS = LF – D)
 Total Float (TF):- The amount of time an activity may be delayed without
delaying the completion date of project.
Mathematically, TF = LF – EF = LS – ES.
 Critical Activity:- If total float for an activity is zero, activity is called critical
activity.
 Critical path is a longest path in terms of time unit in a network, which

ACTIVITY
A common technique used to understand and organize complex undertaking
is to break the project into smaller pieces. This technique is used both
planning and estimating. Each activity is a discrete task. Activities should be
only be specified as per level of management. The number and detail of
listed quality will vary from job to job and depend on the intended level of
control. Usually for planning purposes activity doesn’t exceed from 25 days,
if exceeds may be divided into further components. The activities must have
four characteristics.
1. Time consumption: An activity must consume time.
2. Use of resources: An activity usually consumes Labour, Material or
Equipment resources.
3. Definite Start and Finish time: An activity represents a definite scope of
work i.e. Starting and Ending point in time.
4. Activities are measurable. The progress towards completion of activity’s
scope of work must be measureable.

ACTIVITY DURATION
 One of the most important steps in planning a project is estimating
the time required to complete each activity. The duration of each
activity is a function of quantity of work and work production rate.
Work production rates are based on planned composition of labor
and equipment used to perform the task. Careless estimates of
production rates may cause un economical use of personnel,
materials, equipment and time.
 When the project bid estimate is prepared, the estimator calculates
the quantity of material that must be put in place and assumes a
production rate to get the cost of each work, which is based
construction method and technique. The bid preparation information
can be served as the tool for calculating g an activity duration.
 All Activities in a schedule should have same unit of time, which may
be in months, weeks, days and hours.

EXAMPLE
In estimating a three storey office building, it was
determined that 480 light fixtures would be installed on
each floor. The production rate of two fixture per man
hour may be used for installation. The company has five
electrician. The normal working day will be 8 hours. What
will be the duration (in days) to install all lights in the
building.SOLUTION:
Production Rate: 2 fixture x 5 electrician = 10 fixtures per man hour
1-man hour
Activity Duration = 480 fixture x 3 floors = 144 hours
10
Activity Duration = 144 hours = 18 day
8 hours

NETWORK CONSTRUCTION
Activity must have a specific duration except the dummy activity, having zero
duration. Each activity is represented as can arrow or node. Arrows are not
drawn according to scale. The brief description about activity is written over
arrow or node. Duration (hours, week, months) to complete that activity is
written under the arrow, where 1 and 2 are the event. Which are written
inside the circles or boxes. The starting event is masked at the tail and finish
event at the head of the arrow.
Rules:
1. Each activity should be represented by a separate arrow.
2. The arrow may be straight or inclined lines.
3. Dummy activity should be represented with dotted lines.
4. Critical path must be shown clearly with double line.
5. Intersection of activity is not allowed.
6. Boxes are provided for event times (ES, EF, LS, LF)
7. EST is some reference time, normally EST = 0 at the start of the project /
work. EFT = EST + Duration.
8. Each activity is followed by a predecessor and successor except start and
finish activities. Any starting activity must have predecessor none, or finish
activity must have no successor.

EXAMPLE 1. CPM
Activity Duration
(days)
Events Preceding
Activity
(Predecessor
)
A 4 1 – 2 None
B 6 2 – 3 A
C 8 2 – 4 A
D 10 3 – 6 B
E 5 3 – 5 B
F 7 4 – 5 C
G 12 6 – 7 D
H 8 5 – 7 E, F
I 3 7 – 8 G,H
1. Construct AOA network
2. Find ES, EF, LS and LF
of all activities
3. Find total float of all
activities (days)
4. Find the project
duration (days)
5. Mark critical path on
the network

EXAMPLE 2. CPM
Activity Duration Predecessor Resourc
e
Early
Start
(ES)
Early
Finish
(EF)
Late
Start
(LS)
Late
Finish
(LF)
Total
Float
(TF)
Remark
O 8 None 10
N 3 O 2
M 13 N 5
L 7 O 15
K 12 O 8
J 3 K 4
I 10 L 3
H 8 L 10
G 6 H,M 8
F 20 I 4
E 16 I 6
D 8 J 4
C 4 G, E 20
B 5 F 6
A 3 B, C,D 3
1. Construct AOA & AON networks
2. Find ES, EF, LS and LF of all
activities
3. Find total float of all activities (days)
4. Find the project duration (days)
5. Mark critical path on the network

EXAMPLE 3. CPM
Activity Duration Predecesso
r
Resourc
e
(ES) (EF) (LS) (LF) (TF) Remark
Q 8 None 5
P 10 Q 6
O 7 Q 10
N 6 O 2
M 9 Q 5
L 5 M 15
K 4 O 8
J 7 L, K 4
I 9 L, K 3
H 20 P 10
G 12 H 8
F 9 N 4
E 20 N 6
D 11 I 4
C 7 E, J 20
B 7 G, F 6
A 3 B, C,D 3
activities
Find total float of all activities (days)

EXAMPLE 4. CPM
activities
3. Find total float of all activities (days)
6. Resource Histogram
Solution: Critical Path = Q – P – H – G – B – A, Project Duration = 60 days
2nd Path = Q – O – N – F – B – A, Duration = 40 days
3rd Path = Q – O – N – E – C – A, Duration = 51days
4th Path = Q – O – K – J – C – A, Duration = 36 days
5th Path = Q – O – K – I – D – A, Duration = 42 days
6th Path = Q – M – L – J – C – A, Duration = 39 days
7th Path = Q – O – K – I – D – A, Duration = 45 days

RESOURCE HISTOGRAM
Project Time Management

HISTOGRAM
 A histogram is a graphical data analysis technique for summarizing
the distributional information of a variable. The response variable is
divided into equal sized intervals (or bins). The number of
occurrences of the response variable is calculated for each bin. The
histogram consists of:
 Vertical axis = frequencies or relative frequencies;
 Horizontal axis = response variable (i.e., the mid-point of each
interval).
 Histogram is a summary graph showing a count of data points falling
in various ranges. The histogram displays a single variable in a bar
form to indicate how often some event is likely to occur by showing
the pattern of variation (distribution) of data. A pattern of variation has
three aspects: the center (average), the shape of the curve, and the
width of the curve. Histograms are constructed with variables such
as time, weight, temperature and are not appropriate for attribute

RESOURCE HISTOGRAM
 It is a graphical
representation of time
on X-axis and resources
on Y-axis.
 It is a view of project
data in which resource
requirements, usage,
and availabilities are
shown against a time
scale. The personnel,
equipment, materials,
and services needed to
complete tasks in a
project are resources.

TYPES OF RESOURCE HISTOGRAM
1. Labor Resource Histogram
2. Material Resource Histogram
3. Equipment Resource
Histogram
4. Cost Histogram
In these resource histograms time
is taken on x axis and the resource
is taken on y axis. For a
construction project total resources
are mentioned according to that
particular time these histograms
also help us to calculate cost for a
particular resource of a project at a
particular time because resource
can be converted in terms of cost.

PROCEDURE FOR RESOURCE
LEVELING
1. Plan and Schedule project activities.
2. Construct a Network for the project.
3. Mark Critical Path (CP).
4. Construct the Bar Chart for the Project.
5. For each working day show resources of each activity at
their respective duration on Bar Chart.
6. Sum up the total resources vertically for each working day.
7. Plot the histogram for the resource.
8. Mark the sudden drop or rise in resource histogram.
9. Utilize the total float available for non critical activity to level
the resources by hit & trial method.
10. Recheck the leveled histogram and prepare a new schedule
of work / execution.

Activity Duratio
n
Pred. ES EF LS LF float
A 6 None 0 6 0 6 0
B 20 A 6 26 15 35 9
C 5 A 6 11 6 11 0
D 8 A 6 14 17 25 11
E 10 D 14 24 25 35 11
F 14 C 11 35 11 35 0
G 8 C 11 19 45 53 34
H 12 C 11 23 31 43 20
I 6 B, F 14 20 37 43 23
J 10 E, H 23 33 43 53 20
K 18 G, I, J 35 53 35 53 0
CONSTRUCTING RESOURCE
HISTOGRAM

CONSTRUCTING RESOURCE
HISTOGRAM

PROGRAMME EVALUATION
AND REVIEW TECHNIQUE
(PERT)

PROGRAMME EVALUATION AND REVIEW
TECHNIQUE (PERT)
 PERT is a management tools process which ensures
accomplishment of a project with in planned schedule and
cost.
 PERT is an inherent planning technique forces the manager to
develop a comprehensive plan and allows realistic scheduling.
The procedure for monitoring, forecasting and simulating
allows the manager to respond quickly to unexpected changes
in the project, detect trouble areas early and evaluate
proposed alternative courses of action. PERT also helps to
evaluate alternatives at any time during projects duration by
looking effect of each change on its completion date. PERT
also helps to simulate the project time & cost and effects
of alternate decisions.
 In other words it can be defined as a planning & Control
techniques that precuts statistical information regarding the

DIFFERENCE BETWEEN PERT AND CPM
CPM PERT
CPM uses one time estimate that
represents the normal time.
PERT uses three time estimates (optimistic, most
likely, and pessimistic) to derive an expected time.
CPM is deterministic in nature. PERT is probabilistic in nature,
CPM is used for those projects where
percent complete can be determined with
reasonable accuracy such as construction.
PERT is used for R&D, where percent complete is
almost impossible to determine except a completed
milestones.
CPM is activity oriented and can be used as
an arrow diagram network.
PERT is event oriented rather than activity oriented
and can be used as an arrow diagram network.
CPM as a controlling device for the simple
reason that one must repeat the entire
evaluation of the project each time the
changes are introduced into the network
PERT serves a useful control device as it assist the
management in controlling a project by calling
attention through constant review to such delays in
activities which might lead to a delay in the project
completion date.
Cannot be used for risk analysis and
management
Can be used for risk analysis and management
CPM Gives Critical Path PERT gives probability in % to achieve critical path
May be used successfully for projects
without uncertainties and risks
May be used successfully for projects with
uncertainties and risks

a) Draw net work for PERT
b) Find Expected Time “te” for all
activities and “TE “
c) Find Variance “σ2” for all activities
d) Find “Z” value, when Ts= 40 days
e) Find the scheduled duration (Ts)
for project completion with 80%
probability
EXAMPLE: PERTActivit
y
Duration Pre
d.
Expected
Time
Varian
ce
O M P te σ2
A 4 8 15 Nil
B 8 10 20 Nil
C 11 12 15 Nil
D 13 15 20 C
E 2 3 4 B
F 2 3 5 A
G 3 4 8 A
H 1 2 3 G
I 5 8 12 D,E,
F
J 3 5 7 H,I

EXAMPLE: PERT
Activity Duration Pred
.
Expected
Time
Variance
O M P te σ2
A 8 10 15 Nil
B 8 10 12 A
C 11 12 13 B
D 18 20 26 B
E 1 2 4 B
F 1 2 5 C
G 3 4 7 E
H 1 2 3 F
I 10 15 21 D
J 3 5 7 G
K 32 40 56 H,I,J
L 4 8 13 K
(i)Draw net work for PERT
(ii)Find Expected Time “te” for all activities
(iii)Find Variance “σ2” for all activities
(iv)Find “Z” value, when Ts= 103
(v)What is the probability that project will finish
in 104 days?
(vi)What is the probability that activity “K” will
start on 55th day of project execution?
Calculations:

SOLUTION
Activity Duration Pred Expected
Time
Variance
O M P te σ2
A 8 10 15 Nil
B 8 10 12 A
C 11 12 13 B
D 18 20 26 B
E 1 2 4 B
F 1 2 5 C
G 3 4 7 E
H 1 2 3 F
I 10 15 21 D
J 3 5 7 G
K 32 40 56 H,I,J
L 4 8 13 K
= 10.5 days
= =
= 1.36

USE OF SOFTWARE FOR
PROJECT PLANNING &
SCHEDULING

PLANNING, SCHEDULING AND
CONTROL
 MS Project
 Primavera (P3,
P6)
 Risky Project
 Pertmaster
Software application

1. Project Baseline Schedule
2. Project Baseline Budget

PROJECT STATUS AT MONTH 3
Progress at end of 3rd Month:
Project Budget (BAC): 37.22 lakhs
Funds Used (AC): 16.40 lakhs
Utilization = 44.1 %
Additional EV Parameters:
Planned (PV): 19.82 lakhs
Earned (EV): 14.50 lakhs
Sh e e t 1 o f 1
A c ti v ity
ID
A c ti v ity
D e s c rip t io n
O ri g
D u r
B u d g e t
(B A C )
P la n n e d
(B C W S )
E a rn e d
(B C W P )
A c tu a l
(A C W P )
Rura l He a lth Cli nic
T o t a l 2 1 0 3 , 7 2 2 , 0 0 0 . 0 0 1 , 9 8 2 , 8 0 0 . 0 0 1 , 4 5 0 , 0 0 0 . 0 0 1 , 6 4 0 , 0 0 0 . 0 0
Ge n e ra l
S u b t o t a l 2 1 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 0 0 P ro j e c t S t a rt 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 1 1 0 P ro j e c t C o m p l e t e 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
F o u n da tio n
S u b t o t a l 5 4 8 5 0 , 0 0 0 . 0 0 8 5 0 , 0 0 0 . 0 0 8 5 0 , 0 0 0 . 0 0 9 5 0 , 0 0 0 . 0 0
1 0 1 0 E a rt h w o r k s 1 8 5 0 , 0 0 0 . 0 0 5 0 , 0 0 0 . 0 0 5 0 , 0 0 0 . 0 0 6 0 , 0 0 0 . 0 0
1 0 2 0 F o u n d a t i o n u p t o P l i n t h 2 4 8 0 0 , 0 0 0 . 0 0 8 0 0 , 0 0 0 . 0 0 8 0 0 , 0 0 0 . 0 0 8 9 0 , 0 0 0 . 0 0
Stru c tu re W o rk
S u b t o t a l 5 1 1 , 5 3 6 , 0 0 0 . 0 0 1 , 1 3 2 , 8 0 0 . 0 0 6 0 0 , 0 0 0 . 0 0 6 9 0 , 0 0 0 . 0 0
1 0 3 0 S u p e r-s t ru c t u r e 5 0 1 , 4 4 0 , 0 0 0 . 0 0 1 , 0 3 6 , 8 0 0 . 0 0 5 0 4 , 0 0 0 . 0 0 5 8 4 , 0 0 0 . 0 0
1 0 4 0 B l o c k M a s o n r y 1 5 9 6 , 0 0 0 . 0 0 9 6 , 0 0 0 . 0 0 9 6 , 0 0 0 . 0 0 1 0 6 , 0 0 0 . 0 0
F in i s he s
S u b t o t a l 1 0 5 1 , 3 3 6 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 5 0 P l a s t e r 4 0 1 9 2 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 1 0 0 P l u m b i n g 1 5 1 0 0 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 9 0 E l e c t ri c a l W o r k s 2 5 2 0 0 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 7 0 F l o o r i n g 4 5 3 0 0 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 6 0 P a i n t 4 0 1 4 4 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
1 0 8 0 W o o d W o rk 2 0 4 0 0 , 0 0 0 . 0 0 0 . 0 0 0 . 0 0 0 . 0 0
M o n t h s
1 2 3 4 5 6 7 8 9 1 0
P ro j e c t S t a rt
P ro j e c t C o m p l e te
E a rt h wo r k s
F o u n d a t io n u p t o P li n th
S u p e r-s t ru c t u r e
B lo c k M a s o n r y
P la s t e r
P lu m b i n g
E le c t ric a l W o r k s
F lo o r in g
P a in t
W o o d W o rk
Resour ce/ Cost Profi l e Legend
Pl anned val ue cur ve
Earned val ue curve
Curr ent est i m ate curve
Total earl y cost per M ont h (Curr ent Est i m ate)
Total of Al l Resour ces Detai l scal e (l ef t) : X 100000
Cum ul at i ve scal e ( ri ght ): X 100000
1 2 3 4 5 6 7 8 9 1 0
M o n t h s
1
2
3
4
5
6
7
8
9
1 0
4
8
1 2
1 6
2 0
2 4
2 8
3 2
3 6
4 0
x 100000 x 100000
Sh e e t 1 o f 1
PV
EV
AC
EAC
BAC

TIME
COST
SCHEDULE ANALYSIS BAC
Data Date
AC
EV
PV
Schedule Performance
Schedule Variance = EV-PV = -5.32
Schedule Performance Index = EV/PV = 0.73
SV

TIME
COST
Cost Analysis BAC
Data Date
AC
EV
PV
Cost Performance
Actual Cost (AC): 16.40 lakhs
Cost Variance = EV-AC = -1.90
Cost Performance Index = EV/AC = 0.88
CV

TIME
COST
ESTIMATE AT COMPLETIONBAC
Data Date
AC
EV
PV
Estimate at Completion
Actual Cost (AC): 16.40 lakhs
EAC = BAC/CPI = 42.3
Variance at Completion = BAC-EAC = -5.07

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