A Gantt chart is a graphical representation representation of the duration of tasks against the progression of time. It is a useful tool for planning and scheduling projects. projects. A Gantt chart is helpful when monitoring a project's progress. A Gantt chart is a type of bar chart that illustrates a project schedule. Gantt charts illustrate illustrate the start and finish dates of the terminal elements and summary elements of a project.
The S Curve is a well known project management tool and it consists in "a display of cumulative costs, labour hours or other quantities plotted against time.” The name derives from the S-like shape of the curve, flatter at the beginning and end and steeper in the middle, because this is the way most of the projects look like. The S curve can be considered as an indicator and it's used for many applications related to project management such as: target, baseline, cost, time etc. Variety of S-Curve * * * * * *
Man Hours versus Time S Curve Costs versus Time S Curve Baseline S Curve Actual S Curve Target S Curve Value and Percentage S Curves
The Man Hours versus Time S Curve is appropriate for projects that are labour intensive. It shows cumulative man hours expended over time for the duration of the project. As man hours are a product of man power and working hours, these may be adjusted together or individually in an attempt to keep the project on schedule. Projects may require additional man hours to finish on time due to low productivity, delays and disruptions, rework, variations, etc.
The Costs versus Time S Curve is appropriate for projects that contain labour and non-labour (e.g. material supply / hire / subcontract) tasks. It shows cumulative costs expended over time for the duration of the project, and may be used to assist in the calculation of the project's cashflow, and cost to complete.
Prior to project commencement, a schedule is prepared outlining the proposed allocation of resources and the timing of tasks necessary to complete the project within a set time frame and budget. This schedule is referred to as the Baseline Schedule. From this schedule, a Baseline S Curve is generated. This S Curve reflects the planned progress of the project. If the project requirements change prior to commencement (eg. change of scope, delayed start), the Baseline Schedule may require revision to reflect the changed requirements.
Following project commencement, modification of the Baseline Schedule is usually required. Changes are continually made to the Production Schedule (which is originally the same as the Baseline Schedule). The production schedule reflects the actual progress of the project to date, and any revisions made to tasks yet to commence or not yet completed. From this schedule, a Target S Curve may be generated. This S Curve reflects the ideal progress of the project if all tasks are completed as currently scheduled. In an ideal world, the Target S Curve will meet the Baseline S Curve at the end of the project (On Time, On Budget) or finish below and to the left of the Baseline S Curve (Early, Under Budget). In reality, it is not uncommon for the Target S Curve to finish above and to the right of the Baseline S Curve (Late, Over Budget).
The production schedule is updated on a regular basis throughout the duration of the project. These updates include the revision of percentage complete for each task to date. Using this information, an Actual S Curve may be generated. This S Curve reflects the actual progress of the project to date, and may be compared with the Baseline and Target S Curves to determine how the project is progressing. During the project, the Actual S Curve will terminate at the Cut Off Date. This is the date the Production Schedule was last updated. At the completion of the project, the Actual S Curve will meet the Target S Curve.
S Curve is an important project management tool. They allow the progress of a project to be tracked visually over time, and form a historical record of what has happened to date. Analysis of S Curves allow project managers to quickly identify project growth, slippage, and potential problems that could aversely impact the project if no remedial action is taken.
Construct a Gantt Chart with superimposed S-Curve base from the given data.
8
Php
21,390.00
14
Php
22,450.00
Underground Installation
6
Php
56,980.00
D
Foundation & Columns
5
Php
70,890.00
4-5
E
Dummy
0
4-6
F
Construction of 2/F
6
Php
100,000.00
4-7
G
Roof Framing and Flooring
6
Php
150,000.00
5-7
H
G/F Slab
4
Php
90,000.00
5-8
I
Mech. Elect. Services
12
Php
120,300.00
6-7
J
Construction of Exterior Walls
12
Php
90,000.00
7-8
K
Dummy
7-9
L
Construction of Interior Partition
10
Php
90,000.00
8-9
M
Mech. & Elect. Equipment Fixture
12
Php
140,000.00
9-10
N
Painting and Finishing Works
8
Php
80,000.00
1-2
A
Demolition & Clearing
2-3
B
Excavation
2-5
C
3-4
0
1. Construct the PERT/CPM to verify the precedence of activities. 2. Tabulate the activity with corresponding cost or percentage. 3. Knowing the duration of project from step 1, construct the Gantt chart based from the respective duration and precedence the activities. Note: - Each cell is equivalent to single duration 4. Provide values on each cell - Cell Value = Cost / duration 5. Repeat step 4 until all activities are plotted. 6. To check, Cost = Summation of Cell Values (horizontal) 7. Summation of cost for each duration - Duration Cost = Summation of Cell Values (Vertical) 8. Compute the Cumulative Cost 9. Plot the cumulative cost(Y-Axis) vs Time (X-axis)
A
C, D, F
4
Php 10,000
B
F, D
7
Php 20,000
C
E, G, I
5
Php 15, 000
D
E, G, I
10
Php 100,000
E
H
2
Php 45,000
F
G, I
6
Php 60,000
G
H
4
Php 40,000
H
END
8
Php 40,000
I
END
9
Php 45,000
ACT
PRECEDES
DUR
COST
A
C, D, F
4
Php 10,000
B
D, F
7
Php 20,000
C
E, G, I
5
Php 15, 000
D
E, G, I
10
Php 100,000
E
H
2
Php 45,000
F
G, I
6
Php 60,000
G
H
4
Php 40,000
H
END
8
Php 40,000
I
END
9
Php 45,000
END
ACT
PRECEDES
DUR
COST
A
C, D, F
4
Php 10,000
B
D, F
7
Php 20,000
C
E, G, I
5
Php 15, 000
D
E, G, I
10
Php 100,000
E
H
2
Php 45,000
F
G, I
6
Php 60,000
G
H
4
Php 40,000
H
END
8
Php 40,000
I
END
9
Php 45,000
END
ACT
PRECEDES
DUR
COST
A
C, D, F
4
Php 10,000
B
D, F
7
Php 20,000
C
E, G, I
5
Php 15, 000
D
E, G, I
10
Php 100,000
E
H
2
Php 45,000
F
G, I
6
Php 60,000
G
H
4
Php 40,000
H
END
8
Php 40,000
I
END
9
Php 45,000
END
ACT
PRECEDES
DUR
COST
A
C, D, F
4
Php 10,000
B
D, F
7
Php 20,000
C
E, G, I
5
Php 15, 000
D
E, G, I
10
Php 100,000
E
H
2
Php 45,000
F
G, I
6
Php 60,000
G
H
4
Php 40,000
H
END
8
Php 40,000
I
END
9
Php 45,000
END
1. Construct the PERT/CPM to verify the precedence of activities. 2. Tabulate the activity with corresponding cost or percentage. 3. Knowing the duration of project from step 1, construct the Gantt chart based from the respective duration and precedence the activities. Note: - Each cell is equivalent to single duration 4. Provide values on each cell - Cell Value = Cost or Percentage / duration 5. Repeat step 4 until all activities are plotted. 6. To check, Cost or Percentage = Summation of Cell Values (horizontal) 7. Summation of cost for each duration - Duration Cost = Summation of Cell Values (Vertical) 8. Compute the Cumulative Cost 9. Plot the cumulative cost(Y-Axis) vs Time (X-axis)
Determine the up to date overall status of the project based from the given data below.
8
Php
21,390.00
100%
0
14
Php
22,450.00
100%
0
Underground Installation
6
Php
56,980.00
0%
Foundation & Columns
5
Php
70,890.00
100%
0
Construction of 2/F
6
Php
100,000.00
30%
5%
Roof Framing and Flooring
6
Php
150,000.00
30%
12%
G/F Slab
4
Php
90,000.00
0
10%
Mech. Elect. Services
12
Php
120,300.00
20%
7%
Construction of Exterior Walls
12
Php
90,000.00
10%
7%
Construction of Interior Partition
10
Php
90,000.00
10%
6%
Mech. & Elect. Equipment Fixture
12
Php
140,000.00
2%
2%
8
Php
80,000.00
0%
2%
Demolition & Clearing Excavation
Painting and Finishing Works
10%
