CHAPTER 3
PROJECT PLANNING AND
SCHEDULING
Project Planning
In the simple sense, planning means thinking
ahead of an operation to be performed.
The managerial function of deciding what to do,
how to do and when to do is known as planning.
It is a predetermined course of action to be
undertaken in future.
Project planning must be systematic and flexible
enough to handle unique activities.
Functions of Project Planning
Stating the objectives of the project to be
undertaken.
Definition of work requirement
Definition of resource needed such as funds,
materials, machines, human resources, facilities
etc.
Determining the time frame of the overall
project and also scheduling its various stages.
To eliminate or minimize the risk and
uncertainty.
It provides a basis for organizing the work on
the project and allocating responsibilities to
individuals.
Scheduling / Time Management
A schedule is defined as “time phased” plan for
performing the work necessary to complete the
project.
A schedule is graphical representation which
shows the starting and completion dates of each
activity and the sequential relationship among
the various activities.
WHY SCHEDULE?
To predict project completion time and activity
completion time.
To control financing and payment.
To serve as a record.
To support delay claim.
To manage changes and uncertainties.
Scheduling Techniques
Bar chart/ Gantt chart
Critical path method (CPM)
Program Evaluation and Review
Technique (PERT)
Line of balance. (LOB)
Linked bar chart.
Precedence Diagramming Method (PDM)
Bar Chart/Gantt Chart
Graphical representation of completion of
various activities of a project.
Developed by Henry Gantt around 1919.
The job/ activities are listed vertically as per
their sequence and each of them is allotted a
horizontal strip, denoting the estimated time to
complete that particular activity.
Used as planning and scheduling tool for small
and medium size project.
Method of preparation of Bar chart
Breakdown the whole project into various
activities or into sub activities.
Develop a logical sequence of the activities and
also find out the activities that can be executed
concurrently.
Decide the time duration for each activity for its
completion.
Finally by using a number of bars, as required,
the different activity to be performed are
indicated on a chart.
Bar chart of a building project
S.N. Job/ Activity Calendar month
Jan Feb Mar Apr May June
1 Foundation
work
2 R.C.C. work
3 Door and No defined relationship
windows work
4 Interior Finish
5 Sanitary works
6 Electrical works
7 Exterior finish
Advantages
Easily understood and easily prepared.
The overall performance of the activity can be
judged from chart without going through the
detailed report.
Useful for reporting who are not involved in day
to day management.
Used as a preliminary planning tool.
Limitation /Disadvantages
If too many activities are shown separately in a
bar chart, then it becomes messed up. Hence it
is not suitable for large and complicated
project.
Lack of interrelationship and interdependencies
among the activities.
It cannot be used as control tool for large
projects.
Each activity receives the consideration with no
indication where management attraction should
be focused.
Critical activities are difficult to be identified
and floats are unknown.
Linked bar chart
A linked bar chart is a modified form to
overcome some of the limitation of bar chart.
It shows the link between an activity and the
preceding activities which have to be completed
before this activity can start and the succeeding
activities which are dependent on this activity.
4 types of relationship
Type 1 Finish to Start (FS)
(Activity B cannot start until Activity A is finished)
A
Type 2 Start to Start (SS)
(Activity B should start when Activity A starts )
A
B
Type 3 Finish to Finish (FF)
(Activity B should be finished when Activity A also
finished)
A
Type 4 Start to Finish (SF)
(Activity B should be finished
A when Activity A starts)
B
Network Technique
Network technique is one of the modern tools
of Project management.
For a project involving large number of
activities, the project scheduling becomes very
complex and the use of conventional method of
scheduling like bar charts will not be effective.
Network based scheduling of projects come
handy in solving complex projects scheduling
problems.
There are two popular network based
scheduling techniques.
Critical Path Method – CPM developed in the
year 1957 by Morgan R. Walker of DU Pont and
James E. Kelly of Remington Rand for preparing
shutdown schedule of a chemical plant.
Program Evaluation and Review Technique – PERT,
developed by US Navy in 1958 for scheduling
Polaris Missile Project
Terminologies
1. Activity (Task):
An activity is any identifiable job which requires
time, manpower, material, and other resources to
complete.
It means the performance of the specific task of
project.
Arrow in a network diagram represents activity.
