Project Schedule Planning and Development - A Guide to Develop Reliable Project Schedule

Project Schedule Planning and
Development
Indra Pandu Prasetyo
A guide to develop reliable project schedule

3
Schedule Planning Overview
Content
01
Schedule Development Steps02

4
Content
01

7
Project Planning and Scheduling Overview
Planning the schedule is one of the most critical and challenging steps in project planning
Schedule
Cost-Budget Estimation
Risk Identification
Resource Planning
Performance Measurement
Scope/ WBS
Execution Plan
Resource Requirement
Assumption
Inputs needed to
develop schedule
Process steps that mostly
need schedule
Contract/ Constraints Execution Plan Update
Key Challenges
Limited time during planning stage
Planning for planning the schedule is
very important to keep monitor the
schedule during schedule
development
Not all detail information is available
Planning for detailing in later stage is
very important to keep effectiveness
of scheduling process during exection
stage
Imagine if the schedule is unreliable or even unrealistic

9
Planning the schedule process involves not only project execution, but also plans for
planning the schedule itself and controlling the schedule during execution phase
Define Schedule Plan & Basis
Define Schedule WBS
Develop Schedule Models
Baseline Schedule
Monitor & Update Schedule
Analyze Schedule
Report Schedule
Repetitive
process during
project span
Forecast Schedule
Schedule Planning Schedule Controlling
Process of schedule development Process of managing schedule during execution

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To successfully deliver the project, schedule at least has to:
Communicate works to be
done, by when and by whom
Show the progress against
the plan
Reflect changes and
forecast the future
Reflect overall scope of
work
Reflect the project
execution plan

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Factors that should be there to achieve quality schedule outcome
Project teams involvement
and participation
Effective schedule
communication
Project planning and control
knowledge
Update schedule availability
F9
Project teams awareness on
planning and schedule
…

12
Choosing the right schedule presentation will increase effectiveness of schedule
information delivery
Presentation Type Good for
Simple Gantt Chart
 Critical path summary
 High level schedule presentation
List/ Table
 Milestone and task list
 Progress calculation
Computerized
CPM Schedule
 Detail sequential activities
 Critical path
Chart
 Progress performance (plan vs actual)
 Resource plan and usage
Des. Plan Actual %
1.
2.
3.
4.
~
~
~
~
~
~
~
~

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Schedule shall be in proper level of detail to be more manageable
Stop detailing when it reaches enough confidence level to grip the progress commitment and
monitor the progress performance/ status
Do not go too detail, it will make planner/ scheduler a data clerk
Do not go less detail, evaluating and forecasting will not be effective, too many assumptions
Keep estimated activity duration shorter than reporting period as much as possible, unless
information is not available at earlier stage

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Scheduler/ planner is not just a Primavera Operator or Data Clerk
Knowledge that scheduler/planner must have
Computer software for
scheduling and project
management
Principles and concepts in
schedule and project
management
Technical background/
experience in related project
field
EPC

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Content
01

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 Develop Work Breakdown
Structure
Schedule Development Steps
It is important to prepare planning for planning before planning the project schedule itself
Decompose Scope of Work Develop Project Schedule Model
 Develop Schedule Management
Plan
 Develop Schedule Basis
Define Schedule Plan Basis
 Define Activity List
 Sequence Activities
 Calculate Duration & Resource
 Finalize Schedule

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Developing Schedule Management Plan and Basis01
Developing Work Breakdown Structure
Defining Activities
Calculating Duration & Resources
Sequencing Activities
Finalizing Schedule
02
03
04
05
06

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Schedule management plan is document providing strategy for planning, developing,
executing, managing and reporting the project schedule
Developing Schedule Management Plan and Basis
Schedule management plan establishes, at least
Schedule development plan
Schedule maintenance plan
Scheduling reporting plan
Schedule controlling and
analysis plan
Describing methodology, tools, software, level of detail, integration and any strategy
involved for developing schedule to have good quality schedule in timely manner
Describing process for updating the schedule, collecting schedule information, and
recording progress to keep schedule up to date
Describing process of controlling schedule, measuring performance and analysing
the variance to keep schedule on track/ back to track
Describing how to report schedule and its reporting period to keep project team well
informed

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Schedule basis is document providing required information for building and estimating
project schedule
Schedule basis establishes, at least
It includes such as project information, objective, scope boundary, assumption, key
event, exclusion/ exception, risk/ opportunity and other information that may be
related to scheduling
It includes such as productivity, calendar/ working hours, work sequence
assumption, execution plan and other data that is gathered from project team input,
historical data analysis or expert judgement
The content in schedule basis shall be acknowledged and agreed by project teams, otherwise it
may lead to dispute on schedule reliability in future
General project information
and requirement
Basis estimating data

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01
02
Defining Activities
Finalizing Schedule
03
04
05
06

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WBS is deliverable-oriented breakdown of a project that defines the total scope of work in
smaller and more manageable sections
WBS Characteristics
Delivery Oriented
Deliverable is the main focus of WBS, it can be decomposed by phase, area,
organization standard, function and etc.
100% Rule
Captures all deliverables to complete the total scope of work, including project
management
Sufficient level of detail
WBS shall achieve sufficient decomposition for communicating and tracking the
work, and it depends on project complexity
Has unique ID ID for easier identifying and categorization of WBS at each level
Accountable
All WBS elements shall be accountable and assigned to individual, subcontractor or
organizational unit
No scope overlapping Each WBS element shall be exclusive, no overlapping of scope and responsibility

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WBS decomposition House Project (example)
HP
House Project
$41,500
HP.A
Common Area
$1,500
HP.B
House Area
$35,000
HP.C
Backyard Area
$5,000
HP.A.1
Fence
$800
HP.A.2
Road
$700
HP.B.1
Structure
$12,000
HP.B.2
Electrical
$5,000
HP.B.3
Piping
$3,000
HP.B.4
Architect
$15,000
HP.C.1
Mini Bar
$2,000
HP.B.2
Pool
$2,000
HP.B.3
Landscape
$1,000
LEVEL-1
Project
LEVEL-2
Area
LEVEL-3
Work
The lowest level of WBS is called Work Package
WBS.ID
WBS Name
Budget

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CA CA CA
WBS OBS matrix House Project (example)
House Project
Common Area House Area Backyard Area
Fence
Road
Structure
Electrical
MiniBar
Piping
Architect
Pool
Landscape
Project
Manager
Civil Coord.
M/E Coord.
Civil Eng.
Elec. Eng.
Piping Eng.
Arch. Eng. CA CA CA CA
CA
CA CA Control Account
Control account is intersection of WBS & OBS
Person assigned is responsible for completion
of work package/ WBS element
OBS (Organization Breakdown Structure)
WBS

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Defining Activities
01
02
03
Finalizing Schedule
04
05
06

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Activities are all detailed actions/ activities to be performed in order to complete work
package (lowest level of WBS)
Defining Activities
Activity characteristics
Clear & unique naming
Activity name shall be as clear as possible to avoid ambiguity and represent scope
to be undertaken
Has unique ID Contain unique ID that represents WBS at parent level
Has activity attributes/
coding
Attributes such coding for area, function, discipline will enhance the description of
activity
Measureable
Activity shall have clear progress measuring method and weight factor representing
completion of work package
Proper estimated duration
Estimated duration shall be shorter than reporting period duration as much as
possible if information is available
Proper level of detail
Don’t go too detail while information is not clear or unavailable at planning stage, do
rolling wave planning

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Activity decomposition House Project-Structure (example)
Defining Activities
ID Activity Name Function Area Discipine WF
HPBCF-001 House area: Excavation F_Building B_House C_Civil 10%
HPBCF-002 House area: Foundation work F_Building B_House C_Civil 15%
HPBCF-003 House area: Slab GF work F_Building B_House C_Civil 25%
HPBCF-004 House area: Column GF work F_Building B_House C_Civil 20%
HPBCF-005 House area: Roof work F_Building B_House C_Civil 20%
HP
House Project
HP.B
House Area
H.B.1
Structure
Activity attributes
ID Rule Example
Project ID XX HP : House Project
Area X B : House
Discipline X C : Civil
Function X F : Building Work
Sequence XXX 010 : Sequence ID
Sum = 100%
WBS Activity List of HP.B.1-Structure
LEVEL-1
Project
LEVEL-2
Area
LEVEL-3
Work Package
HP.B.1
Structure
ActivitiesActivity Level

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Defining Activities
Add milestones in schedule to mark specific points and enhance schedule tracking
(milestone has no duration and effort)
ID Milestone Type
HP00M-001 Project Start Key date
HP00M-002 Receive design from consultant External
HP00M-003 Receive area from client External
HP00M-008 Variance change approved Internal
HPBCM-004 House structure completed Progress point
HPCCM-007 Backyard completed Progress point
HPE0M-009 Electricity energize Key date
HP00M-010 Project finish Key date
House Project Milestone (Example)
Key event
Important decision
Deadline
Progress point
External date and delivery Type of milestone may vary, defined by project
Start or finish project/ phase
Milestone can represent,

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House area: excavation
House area: foundation work
House area: slab gf work
House area: excavation
House area: fdn. rebar arrg.
House area: fdn. formwork
House area: fdn. casting
House area: slab gf work
Defining Activities
Planning the activity detailing method is very important, because not all detail information
can be achieved at planning stage
Decompose the activity, keep
total duration same
Create separate tracking tool
to evaluate its progress
Progress Measurement Plan Forecast Actual
House area: foundation work
 Start rebar arrangement 25 Jul 25 Jul
 Finish formwork 1 Aug 1 Aug
 Casting concrete 5 Aug 5 Aug
OR
2 alternatives way for detailing

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Defining Activities
01
02
03
04
Finalizing Schedule
05
06

31
Sequencing is process of identifying relationships among activities to produce schedule
network model
Good sequencing characteristic
Maximise FS Relationship
Minimize using lag/ lead
No open end (dangling)
Minimize constraint
Less redundant relationship
FS relationships give clear pictures of schedule network and it is easier to trace,
avoid using of SF
Lag/ lead (negative lag) will be hard to interpret and trace, best way is to convert it to
activity as much as possible
Activity should have an FS or SS predecessor and an FS or FF successor, dangling
will cause no knock on effect when start or finish shifted
In some cases, constraint may restrict activity movement and cause illogical
sequence, limit its use for key event that cannot be shifted or external delivery
Too many predecessors/ successors in activity will make sequence harder to trace,
limit its use only for direct driven relationship

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Hard constraint
 Override total float calculation and break the logic
(mandatory start/ finish on)
Soft constraint
 Override total float calculation but not break the
logic (start/ finish on, start/ finish on or after,
start/ finish on or before)
Constraint is certain date that is set to start or end of activity/ milestone
Act. Dur. TF
A 5 0
B 5 0
C* 0 0
D 1 2
Act. Dur. TF
A 7 -2
B 5 -2
C* 0 0
D 1 2
Mandatory finish
Logic is broken
Act. Dur. TF
A 5 0
B 5 0
C* 0 0
D 3 2
Act. Dur. TF
A 7 -2
B 5 -2
C* 0 -2
D 3 0
Finish on
Duration A changed, 5 to 7 Duration A changed, 5 to 7
Logic is kept

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Sequencing House Project (example)
Activity Name Timeline
Start house construction
Receive design from consultant*
House area: Excavation
House area: Foundation work
House area: Slab GF work
House area: Column GF work
House area: Roof work
House structure completed
Constraint, external delivery
* : Constraint
All FS
logic
* : Driving logic
* : Not-Driving logic
No open
end
No lag
Float
Float

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Defining Activities
01
02
03
04
05
Finalizing Schedule06

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Calculate duration is process of estimating activity duration to complete the activity with
no buffer included
Good duration characteristic
Same duration unit
Unit duration shall be same for all activities to avoid misleading information, days
are preferred or hours for hourly task duration
Working calendar assigned
Duration shall reflect real working time to perform the activity, holiday and non-
working day must be assigned to calendar
No unnecessary buffer
included
Do not include any buffer while estimating duration to easily manage the float with
real effort, put any buffer to consider any risk in separate activity
Clear basis and reliable
Duration is calculated using expert judgement or any parametric analysis,
documented and approved by PM and technical manager
Not too long, not too short
Consider to break to more detail if duration is too long or merge if duration is too
short

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Activity calculation type (example)
Estimation type Activity Name Qty Assumption Duration (days)
Parametric
House area:
Excavation
Soil
6,000 m3
Work rate using 1 excavator = 600m3/day
Duration = Work rate/ Qty
10
Analogous
House area:
Foundation work
Concrete
Est. 300 m3
From last typical projects, it needs 35 days in
average
35
Expert Judgement Construct Mini Bar - Expert estimated it can be completed in 80 days 80
When calculating duration, unnecessary buffer shall not be included

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Add contingency activity to absorb any uncertainty/ risk that delaying the project if
needed, usually it’s added in the end of sequence, phase or project
House area: Structure buffer
Buffer added in the end of activity
sequences
Buffer shall be visible as an activity, not float, lag or non-work period
As the activities delay, buffer duration will be decreased and some actions may need to be taken before it goes to zero

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Calculating resources is very important to determine when and how much resources are
needed to complete activity
Resource type in scheduling
Labour
It can be staff or direct workers (welder, carpenter, foremen, etc.)
Usually counted in duration unit (hours, days, months)
Non labour
It can be tools or equipment used (crane, excavator, etc.)
Usually counted in duration unit (hours, days, months)
Material
Consumable or other supplies used (rebar, cement, gravel, etc.)
Usually counted in quantity unit (m3, tons, meter)
Not all resources need to be added to activity, inputting only key resources is enough

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Activity resource assignment (example)
House area: Structure buffer
Resource : House Structure
Crew-A 10
Crew-B 10 10 10 15 15 15 10 10
Crew-C 5 5 15 15
Crew B
Crew B
Crew C
Buffers and milestones have no
resourceCrew B, Crew C
Crew A
Resource is assigned to each activity, duration and sequence might be adjusted if there’s clash or over allocated resource
assignment

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The variables between resource and duration shall be managed properly since changes on
one variable will impact to the others
Units (effort) = duration x units/time
Example:
The work is estimated to take 100 hours (man-hours) of effort,
If there is one worker working 10 hours/day, then the duration to complete it would be 10 days
Units or Effort Work units required to complete activity, usually measured by man-hours, man-days
Duration Total time to complete activity, measured by work time unit e.g. hours, days, week
Units/time Number of resource working in each single duration

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There are activity duration types in Primavera P6 that determine how duration, effort and
units per time will be calculated when one variable changes
Effect when one variable changes
Units/time is changed
to 5 worker per day
Duration is changed to
50 days
Effort is changed to 500
man-days
U/T D E U/T D E U/T D E
Fixed Duration & Units 5 100 500 20 50 1.000 5 100 500
Fixed Duration & Units/time 5 100 500 10 50 500 5 100 500
Fixed Units 5 200 1,000 20 50 1,000 10 50 500
Fixed Units/time 5 200 1,000 10 50 500 10 50 500
Example:
Work takes 1,000 days (man-days) of effort, with 10 worker available, the work duration would be 100 days
U/T = Units per time D = Duration E = Effort

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Defining Activities
Finalizing Schedule
01
02
03
04
05
06

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Finalizing schedule process is to make sure schedule has good criteria both in technical
or non-technical aspects
Finalizing Schedule
Finalizing process
Assess schedule health Assess the quality of schedule by evaluating it through several criteria
Check critical path validity Assess critical path validity through several criteria
Verify overall schedule Verify and communicate the project schedule to project teams to dig schedule
concern and grip the commitments for achieving schedule
Baseline schedule Get approval of schedule plan from stakeholders

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Finalizing Schedule
Common schedule health assessment criterias
Criteria to check Description
Missing logic/ open end All activities shall have at least an FS/SS predecessor and an FS/FF successors
Leads (negative lags) No lead (negative lags), convert lead to activity
Lags Minimize lags, convert lag to activity
Relationships Maximize FS logic, avoid SF logic
Hard constraint Minimize using hard constraint
High total float Minimize activities with high total float, re-check the relationships
Negative float No negative float, re-check use of constraints
High duration Most activity’s duration shall be less than reporting period, especially for near future
Link to WBS element All activities shall be linked to activity, not WBS element
The target for each criteria may be different for every project, depends on project needs and requirement
Moreover, DCMA 14 point assessment can be used for assessment guideline and basis

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Critical path is sequential activities that determine shortest time for project completion or
sequential activities that has total float ≤ 0 day
Finalizing Schedule
Critical path validation criteria
Continue through all activities Critical path shall continue from start date/ status date to the finish date of project
No lag or leads Critical path shall have no lags or leads
Proper detailed and duration
Critical path shall have deep level of detail and short duration to be closely
monitored
No constraint
Constraint, especially hard constraint shall not be incorporated in critical path since
it can miscalculate the CPM calculation
FS Relationships FS relationships shall be used to clearly show the logic sequence of critical path

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Verify and communicate the project schedule to project teams to dig schedule concern
and grip the commitments for achieving the plan
Finalizing Schedule
Schedule workshop is the best method to communicate schedule plan
Explain the critical path
Explain the overall schedule
Gather information, concerns and risks from team
Do schedule risk analysis (if needed or required)
Adjust schedule based on input if any change

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Schedule baseline is the approved version of schedule that will be used for tracking
project schedule performance
Finalizing Schedule
Following items can be finalized after schedule baseline is set
S-curve progress plan Detail resource
assignment and
allocation
Risk plan Cost budget and cash
flow projection
$
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Plan the schedule planning/ monitoring
strategy and schedule basis
Develop WBS, decompose the scope of work
into more manageable sections (work
package)
Define work package activities and sequence
them
Calculate activity duration and resource to
complete the activity
Finalize the schedule, get approval and set as
baseline
WRAP UP! Schedule Planning and Development Steps :

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