Planning and

Scheduling
PERT/ CPM
PLANNING
• A fundamental and challenging activity in the
management and execution of construction
projects.
• It involves the choice of technology, the
definition of work tasks, the estimation of the
required resources and durations for
individual tasks, and the identification of any
interactions among the different work tasks
PLANNING
• Planning is an art, and the art of planning
only exists among human beings.
PLANNING
• The logic of its ssequence must be reviewed
for correctness.
• A final review should be entertained to
ascertain that all phases of works should
appear.
• The scope of work is correctly interpreted.
PLANNING
OBJECTI VES:
• To express graphically the specific job and
the proper sequence of the job.
• To establish a medium for estimating the
time, manpower or other resources necessary
for each job.
• To have available sequential arrangement of
the job, accurate estimate of resources and
the alternative plans based on the scope of
work.
SCHEDULING
• Is when a plan is assigned specific dates and
a chronological order to the tasks, so that a
plan can be put into action.
• Include contingencies for variances in the
plan.
• Secondary to planning.
PERT/CPM
PERT ( Program Evaluation and Review Technique )
• Was developed as a result of looking for an
improved method of planning and evaluating
progress on a large scale and development
program.
• Used to measure uncertain activities in a
project and focuses on time planning and
control.
CPM ( Critical Path Method )
• Statistical project management technique that
manages the well-defined activities of a
project, such as time and cost management.
• Its emphasis was on the work or activities to
be managed.
PERT/CPM Project Requirements
Presidential Decree (PD) 1594 provides that:
“The program of works shall include, among other
things, estimates of the work items, quantities, cost and a
PERT/CPM network of the project activities... in the
preparation of the bidding, documents the government
shall make and estimate of the actual number of working
days required to complete the project through
PERT/CPM analysis of the project activities and
corrrected for holidays and weekends.”
PERT/CPM Project Requirements
Memorandum Circular No. 153 ( January 27, 1968) provides
that:
“In order that the performance discipline on the field could
be controlled and easy reporting system could be made to
facilitate the monitoring, evaluation, inspection completion
of infrastructure projects, all heads of departments and chief
of bureaus and offices concerned are hereby required to
change the old system of preparing the work programs of
said projects from the Gantt Chart (Bar Type) to the
PERT/CPM network. Strict compliance herewith is
enjoined.”
PERT/CPM Project Requirements

Section 6 of R.A 5979 requires the application of PERT/CPM

network to all projects with an estimated cost of 100,000
pesos or more.
THREE-PHASES OF PERT/CPM
• PLANNING - Determining the relationship between the
work operation and the sequence in which they are to be
formed.
• SCHEDULING - Is defined as the process of translating
the arrow diagram into time table of calendar days.
• CONTROL MONITORING -Flexibility and updated re-
computations brought about by changing conditions is
the key to a successful network programming.
3 Major Reasons of Construction Failure

• Lack of financial Planning

• Unbalanced Organization due to lack of
planning and scheduling
• Poor Cost Control
NETWORK
DIAGRAM
NETWORK CONVENTIONS
• Activity On Arrow A B
(AOA) - uses arrows to
designate activities.
• Activity On Nodes a
(AON) - uses nodes to 1 2
designate activities
ELEMENTS OF NETWORK DIAGRAMMING
PRICIPLES OF NETWORK DIAGRAMMING

• PRINCIPLE 1: That everything in the netwrok or arrow

diagram must have a meanig.
• PRINCIPLE 2: That an activity has a single definite
starting point and a single definite ending point.
• PRINCIPLE 3: The Network (Arrow Diagram) does not
describe time relationsips but rather dependency
relationship.
• PRINCIPLE 4: That the Network (Arrow Diagram) is
hardly ever done by a single person.
Terminologies:

ACTIVITY-carries the arrow

symbol. This represent a task or ACTIVIT
subproject that uses time or Y

resources
EVENT-A node (an event),
denoted by a circle, marks the
a
start and completion of an 1 2

activity, which contain a number

that helps to identify its location.
Terminologies:

DUMMY-An activity, which is used

to maintain the pre-defined
precedence relationship only during
the construction of the project
network, is called a dummy activity.
Dummy activity is represented by a
dotted arrow and does not consume
any time and resource.
Terminologies:
DURATION OF THE ACTIVITY-Is the time it takes to finish
an activity.
CRITICAL PATH-Is the path of activities, from the Start node
to the Finish node, with 0 float times.
- is the sequence of critical activities that forms a continuous
path between the start of a project and its completion.
- longest route in the network of activities
EARLIEST START (ES)- the maximum of the earliest finish
times of all activities immediately preceding activity i. (This is 0
for an activity with no predecessors.). This is the earliest time an
activity can begin without violation of immediate predecessor
requirements.
Terminologies:
EARLIEST FINISH (EF) - This represent the earliest time at
which an activity can end.
EF = ES + DURATION
LATEST START (LS) - This is the latest time an activity can
begin without delaying the entire project.
LS = LF - DURATION
LATEST FINISH (LF) - This is the latest time an activity can
end without delaying the entire project.
LF = LS + DURATION
FLOAT/SLACK - Spann of time an activity can be delayed after
its earliest start time without delaying the project completion.
FLOAT= LS - ES ;
FLOAT = LF - EF
ADVANTAGES OF CPM:
• Useful at many stages of project management and
Mathematically simple
• Give critical path and float time 
• Provide project documentation
• Useful in monitoring costs 
• Visual representation
LIMITATIONS:
• Specified precedence relationship 
• Activity time estimates are subjective and depend on
judgment 
• Can be more difficult understand ten grant charts 
• The time needed for tasks is not as clear as with grant charts
STEPS IN CPM:
• Specify the individual activities.
• Determine the sequence of the activities.
• Draw the network diagram.
• Estimate the activity completion time.
• Identify the critical path.
• Update the CPM diagram
SAMPLE PROBLEM:
Information on the activities required for a project is as follows:

Draw the network and calculate the earliest start (ES),

earliest finish(EF), latest start(LS), and latest finish(LF)
times of each of the activities.
SAMPLE PROBLEM:
D3
2 5
A2 E6 I2

B7 G4 K6
1 3 7 8
C8 F10

4 H6 J5
6
SAMPLE PROBLEM:
 SAMPLE PROBLEM:
CRITICAL PATH : 1-3-6-8 D3
CRITICAL ACTIVITIES: B-F- 2 5
J PROJECT DURATION:
7+10+5 = 22 DAYS A2 E6 I2

B7 G4 K6
1 3 7 8
C8 F10

4 H6 J5
6
ESTIMATING TIME OF COMPLETION
USING PERT CHART
TERMINOLOGIES:
• OPTIMISTIC TIME (O) : Best time if everything goes
perfectly •
• REALISTIC TIME (M): Most likely time
• PESSIMISTIC TIME (P) : A worst-case situation

0 + 4M + P
ESTIMATED TIME =
6
TERMINOLOGIES:
• OPTIMISTIC TIME (O) : Best time if everything goes
perfectly •
• REALISTIC TIME (M): Most likely time
• PESSIMISTIC TIME (P) : A worst-case situation

0 + 4M + P
ESTIMATED TIME =
6
ADVANTAGES OF PERT:
• Expected project completion time.
• Probability of completion before a specified date.
• The critical path activities that directly impact the
completion time.
• The activities that have slack time and that can lend
resources to critical path activities.
• Activity start and end dates.
LIMITATIONS:
• The PERT Formula Requires Too Much Work.
• The network charts tend to be large and unwieldy.
• Calculating the time estimates is very complex for all the
activities.
• Updating of the project is time consuming and requires high
costs.
• Emphasis is laid only on time factors and cost factors are
neglected
STEPS IN PERT:
• Identify the specific activities.
• Determine proper sequence of the activities.
• Construct the network diagram.
• Estimate the time required for each activity.
• Determine the critical path.
• Update the PERT chart
SAMPLE PROBLEM:
Determine the duration of the project:
SAMPLE PROBLEM:
Determine the duration of the project:
SAMPLE PROBLEM:
Determine the duration of the project:
SAMPLE PROBLEM:
SAMPLE PROBLEM:
CRITICAL PATH:

A-C-E-G
WORKING DAYS = 4 + 5.17 +5.17 +5.17 = 19.51 DAYS
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