Project scheduling at Balnque construction

In this particular phase of the project management for this specific construction project BCC, Joe is in the project planning phase which is important since at this stage the following happens: 1. identification of business requirements necessary to begin the actual construction, 2. identification of cost, schedule, list of deliverables and expected dates, 3. identification of resource plan, and

4. securing management’s approval to be able to proceed to the next phase or activity in the project plan

Project Network To be able to develop a project network, Joe has to specify the in-scope requirements for the project and breakdown the project into tasks and sub-tasks. Please note however that this breakdown is more of the general activities for the project.

We have listed general construction activities

ID Activity Predecessor 1 Define scope and constraints of the project

2 Communicate with client accuracy of scope and constrains of the project 1 3 Prepare work breakdown structures 2 4 Prepare resource plan 2 5 Prepare project schedule in details 2 6 Prepare detailed budget plan 3 7 Prepare procurement plan 3 8 Prepare communication plan 3 9 Prepare quality plan 3 10 Prepare risk management plan 3 11 Prepare configuration management plan 3 12 Assemble all plans into one project plan 4,5,6,7,8,9,10,11 13 Get BCC management approval for the project scope, constraints and plan 12 14 Assemble construction team 13 15 Brief construction team members of their tasks and responsibilities 14 16 Implementation of the project 15 17 Send project progress report 16 18 Send project completion report 17 19 Final project review 18 20 Deliver project to client 19

Duration Estimates

Estimating the duration of each of the activities contributing to the completion of the project is one of the most important activities in the initial planning phase since these estimates significantly affect the resource, budget, and of course, the final cost and profit for the company on the whole project.

In doing so, expert opinion can be used in that experts for each of the identified activities be asked of their thoughts on how long said activity is vis-à-vis the project’s scope and constraints. Moreover, Joe can also access BCC’s records particularly those finished projects which have similar project scope and constraints as this construction project. Joe can also use mathematical derivation( Parametric tools) to estimate the project duration. Under mathematical derivation, Joe can use PERT as his tool and calculate a most likely value to estimate the project duration.

There is actually no approach that is more useful than the other.In project duration estimation, what the project manager is going for is the accuracy of the estimate rather than which tool to use.


Activity on node shows a visual representation of the project with emphasis on the tasks by placing each of the activities on the nodes with interconnecting arrows representing the dependencies between these activities.

Activity on arrow, on the other hand, shows a visual representation of the project with emphasis on the milestones by showing the finish to start relationships of the activities through arrow.

Before Joe decides what format to employ, he has to consider the following issues What thinking does he want the whole project team to have? Activities as events – AON, Activities as happening between events – AOA Which is he more comfortable using to help him effectively and efficiently manage the project? Is he comfortable introducing dummy activities if he uses AOA?