PERT CPM CMPM

PROJECT

is defined as non-routine, nonrepetitive, one-off undertaking, normally with discrete time, financial and technical performance goals. It may also refer to a specific finite task to be accomplished.

PROJECT MANAGEMENT

Is the overall planning, control and coordination of the project from inception to completion aimed at meeting a client's requirements and ensuring completion on time, within cost and to require quality standards.

CONSTRUCTION MANAGEMENT

s an arrangement whereby the tasks of planning, designing, and constructing may be integrated by a project team

Construction planning

encompasses the initial phase of project management, where project objectives, requirements, and constraints are defined

site analysis, risk assessment, and the development of strategies to address potential challenges.

Key considerations in construction planning include

construction project scheduling

involves the creation of a detailed timeline that identifies when specific tasks and activities will be executed throughout the project lifecycle

Planning and scheduling

are both essential to construction management because without the right planning and scheduling, you can't ensure that your projects come in under budget or before their deadlines

• The specific work to be performed

• Estimates to be documented for tracking, and controlling the project

• Commitments that are planned, and agreed to by stakeholders

• Project assumptions and constraints

• The size of the project in terms of peso and resources

• Project schedule

• Project risks

The project planning activities and goals include defining

• WHO (Project organization and resource schedule)

WHAT (Objective, scope, and statement of work)

• WHEN (Schedule and milestones)

• WHERE (Facilities required)

• HOW (Approach, work breakdown structures)

• WHAT-IF (Contingency Plans is the event of Risk Events)

n summary, the project planning and scheduling provides the specifics of:

BEFORE STARTING

DURING CONSTRUCTION

AFTER COMPLETION

Why Planning and Scheduling Are Important in Construction Projects?

1. Establish a logical sequence of operations.

2. Do not exceed the capabilities of the resources that are available. 3. Provide for continuity of operations.

4. Start project controlling (or critical) activities early.

General Principle of Scheduling

• Work Breakdown Structure - management of work or activities

• Organizational Breakdown Structure - management of people

• Cost Breakdown Structure - management of cost

• Critical Path Method - management of time

4 Project Management Systems

Not understanding the project

Lack of collaboration

Dependencies on other contractors involved in the project.

Changes in scope

Unrealistic deadlines

Lack of resources

Modern Challenges in Construction Planning and Scheduling

1. Critical Path Method (CPM)

2. Precedence Diagramming Method (PDM)

3. Gantt Charts.

4. Program Evaluation Review Technique (PERT)

The Most Popular Construction Planning and Scheduling Methods

1. Critical Path Method (CPM)

network-based scheduling technique that first identifies the critical path of a project.

critical path i

is the longest sequence of activities that must be completed for the project to be finished on time.

2. Precedence Diagramming Method (PDM)

M is more flexible than CPM and can be used for projects of any size

Gantt Charts.

- can be used for projects of any size and are especially useful for large projects

are a type of bar chart that is popular in construction for their ability to show the relationships between activities

4. Program Evaluation Review Technique (PERT)

network-based scheduling technique that is similar to CPM and PDM.

- is a more complex scheduling technique and is best suited for large projects.

US Navy's Polaris missile program

PERT was developed in the 1950s for the __________.

1. Identify the Right Tools

2. Create a Checklist

3. Establish Your Team's Roles and Responsibilities

4. Build a Template for Your Project Planning

5. Be Flexible

How To Get Started With Construction Planning and Scheduling

ORACLE PRIMAVERA

MICROSOFT PROJECT

EXAMPLE OF TOOLS FOR PROJECT MANAGEMENT

Review your construction projects after they're completed.

Keep your plans simple when you can.

Keep everyone on task.

Identify your crew's strengths and weaknesses.

Best Practices and Tips for Construction Planning and Scheduling

1. Activity- on- Arrow (AOA) System

a. Arrow Diagram Method (ADM)

b. Critical Path Method (CPM)

c. Program Evaluation Review Technique (PERT)

2. Activity- on- Node (AON) Networks

a. Precedence Diagram Method (PDM)

b. Method of Potential (MoP)

2 Project Management Systems

❑ Illustrates task relationship

❑ Encourages effective planning

❑ Pinpoints problem areas

❑ Improves communication

❑ Creates flexibility

Why PERT/CPM?

PERT

Booz, Allen and Hamilton,

- ✓The emphasis was on completing the program in the shortest possible time.

✓ Developed in the 1950s by the Navy Special Projects Office in cooperation with ____________ a management consulting firm to help create a business plan that would coordinate the thousands of contractors it had working on myriad projects.

M.R.Walker of E.I.Du Pont de Nemours & Co

J.E.Kelly Remington Rand

CPM was developed by 1957

CPM

was applied to the construction of a new chemical plant.

✓the emphasis was on the trade-off between the cost of the project and its overall completion time

NORMAL TIME

approximates the most likely time to finish an activity.

CRASH TIME

time that will be required if no cost is spared in reducing the project time

NORMAL COST

cost associated with finishing the project in the normal time

CRASH COST

- cost associated with doing the job on a crash basis to minimize completion time.

Program Evaluation Review Technique (PERT)

Suited for research and development projects which are generally nonrepetitious in nature and are therefore sometimes called once-through projects Duration time for activities is subject to uncertainty

Critical Path Method (CPM)

- Used to compute earliest and latest possible start time for each activit

Algorithm used for planning, scheduling, coordination, and control of activities in a project

Optimistic Time, a - estimated minimum time an activity will take place Most Likely Time, m - estimated normal length of time an activity takes Pessimistic Time, b - estimated maximum time of an activity, excluding catastrophe

Program Evaluation Review Technique (PERT) time estimates

t = (a+4m+b)/6

Expected time formula

activity

segment of a task

Event

completion of an activity

Arrow

represents joining two events

Network

an arrow diagram that represents the relation of the activities and events

Dummy

artificial activity denoted by a dashed line and does not consume time

Duration (D)

expected time it takes an activity to be finished

LATEST START (LS)

latest time an activity may be started without delaying the completion of the project. [LS = LF - D]

TOTAL FLOAT (TF) -

amount of time that the start or finish of an activity can be delayed without delaying the completion of the project. [TF = LF - EF] .

FREE FLOAT (FF)

- the amount of time the activity can be delayed without delaying the earliest start of the next activity. [FF = ES next activity - EF this activity]

CRITICAL PATH

the longest path in the network of activities project and has zero float time (TF and FF)

CRITICAL ACTIVITY

the activities along the critical path

CONCURRENCE

what activities can go on at the same time

➢ SUCCESSION

what activities must follow the activity

PRECEDENCE

what activities must precede the activity

Resource management

is about strategically

planning and optimizing the use of resources,

whether human, financial, physical, or

technological.

resource management strategy

ensures that the right resources are allocated to

the right tasks, preventing wastage and

enhancing productivity.

Construction resource management

is the process of planning,

allocating, and managing resources, including personnel, equipment,

materials, and finances, to complete construction projects

successfully.

to meet project resource demands promptly

while ensuring every resource is used productively throughout the

organization.

primary goal of resource management

Operational Construction Resource

Management

focuses on the day-to-day

planning, allocation, and utilization of

resources such as manpower, materials,

equipment, and finances on a construction

site.

Operational Construction Resource

Management

to ensure resources

are available when needed to meet

immediate project demands.

Strategic Construction Resource

Management

involves long-term

planning, budgeting, and resource

allocation strategies to ensure the project's

success.

Strategic Construction Resource

Management

This approach entails a

comprehensive analysis of a firm's current

capabilities, anticipates future needs, and

external factors that may impact resource

availability.

resource management

a holistic

approach that involves planning, monitoring, and adjusting resources in alignment with

project goals.

Resource Planning

Resource Identification + Acquisition

Resource Allocation + Scheduling

Monitoring and Adjusting Resources

Team Development + Management

Resource Release and Reassignment

PROJECT RESOURCE MANAGEMENT PROCESS (6)

FETISHM

FINANCIAL RESOURCES

EQUIPMENT RESOURCES

TIME

INFORMATION AND DATA

SPACE RESOURCES

HUMAN RESOURCES

MATERIAL RESOURCES

Types of Resources in Project

Management (7)

FINANCIAL RESOURCES - budget variance, cost overruns, roi

TIME - time to complete, sched adherence, cost/time

INFORMATION AND DATA - data accuracy, completeness, accessibility

HUMAN RESOURCES - individual performance, skill proficiency, collaboration

MATERIAL RESOURCES - inventory levels, resource cost

Network Resources - network size, strength, reach

Sample of Metrics for

FINANCIAL RESOURCES

TIME

INFORMATION AND DATA

HUMAN RESOURCES

MATERIAL RESOURCES

Network Resources

Architect

Supervisor

Estimator

Engineer

Quantity Surveyor

Construction Worker

Types of Human Resource in ce

understanding each team member's strengths

and weaknesses, and matching them with the right tasks.

creating a

collaborative environment where everyone feels comfortable sharing ideas and working

together.

what does Effective human resource management mean?

competency-based approach.

involves evaluating the skills and knowledge of team members and aligning them with

the project's requirements.

competency-based approach.

includes offering training and development opportunities

to help team members address skill gaps.

project management software

These tools can help project

managers visualize team workloads, identify over-allocated resources, and ensure that

tasks are evenly distributed across the team.

Time

is a precious resource that can make or break a project.

a timesheet, a stopwatch, or a project

management tool.

different ways to track time.

Time tracking

can also help you to identify bottlenecks.

Be FACS

flexible

accurate

consistent

specific

Here are some tips for effective time tracking:

Financial resources

are the money that is needed to fund a project.

Financial resources

financial resource management

means creating a budget that is accurate and realistic, tracking

expenses carefully, and ensuring that resources are allocated efficiently.

include the budget, funding

sources, and cost allocations.

predictive financial modeling technique.

cost control measures.

different ways to manage financial resources.

predictive financial

modeling technique.

uses historical data and market trends to create accurate budget

estimates and resource allocation plans.

cost control measures.

include regular budget reviews and variance analysis.

Variance

analysis

the process of identifying and understanding the differences between actual and budgeted

costs.

get buy-in from stakeholders (involve and agreement on budget)

flexible

communicate regularly

use software

Here are some additional tips for effective financial resource

management:

Information and data resources

They include the data,

reports, and other information that is needed to complete the project.

information resource management

means storing data securely, retrieving it

efficiently, and ensuring that it is accurate and relevant.

data analytics tools.

data visualization techniques.

different ways to manage information resources.

data analytics tools.

help you extract valuable insights from large datasets, which

can help you to make better decisions.

data visualization techniques.

These techniques can help you to present data in a way that is

easy to understand and interpret

Material and equipment resources

are the physical things that are needed to

complete a project. They include tools, machinery, and other assets.

•Inventory levels:

•Lead times:

•Resource costs:

measurable metrics for material and equipment

resources:

•Inventory levels:

This measures how much of each material or equipment is on

hand.

•Lead times:

This is the amount of time it takes to get the materials or equipment

you need.

•Resource costs:

This is the amount of money you spend on materials,

equipment, and related expenses.

Just-in-time (JIT) inventory management.

Equipment maintenance scheduling.

some strategies for managing material and equipment

resources:

Just-in-time (JIT) inventory management.

This is a system where you only order materials when you need them.

This helps to reduce storage costs and waste.

Equipment maintenance scheduling.

This is a system where you regularly inspect and service your tools and

machinery.

This helps to prevent breakdowns and keep your equipment running smoothly.

•Minimized waste:

•Maximized value:

•Streamlined processes:

Some benefits of adopting a Lean approach to managing

material and equipment resources.

space resources

refer to the physical areas or locations allocated or required

for various construction-related activities.

Work Space

Storage Space

Access and Circulation Space

Temporary Facilities Space

Staging and Pre-assembly Areas

Waste Disposal and Recycling Areas

Laydown Areas

key types of space resources typically considered in Project Management (SALTSWW)

Work Space

The area needed for construction crews to perform tasks (e.g., formwork, welding, bricklaying). Should

accommodate equipment, tools, and workers safely.

Storage Space

For storing materials, tools, and equipment. Must be easily accessible and protected from damage or theft.

Access and Circulation Space

Includes pathways for workers, machinery, and vehicles. Must ensure smooth traffic flow and emergency

access.

Temporary Facilities Space

Includes site offices, toilets, security posts, and first-aid stations. Requires careful planning to avoid

interference with construction zones.

Staging and Pre-assembly Areas

Used for assembling components or preparing materials before installation. Often seen in modular

construction or large-scale concrete work.

Waste Disposal and Recycling Areas

Space for sorting and collecting construction waste. Promotes sustainable construction practices.