Considerable planning is required for the support functions for a project, material storage, worker facilities, ofﬁce space, temporary utilities, and so on. This will also include consideration of the existing constraints and available resources that will affect the execution of the project. Planning for construction projects involves the logical analysis of a project, its requirements, and the plan (or plans) for its execution. Today’s construction manager who ignores the use of critical path methods is ignoring a useful and practical management tool. Also, they have provided a much- needed basis for performing some of the other vital tasks of the construction project manager, such as resource scheduling, ﬁnancial planning, and cost control. These methods have been applied with notable success to project management in the construction industry and several other industries, when applied earnestly as dynamic management tools. Critical path methods involve a graphical display (network diagram) of the activities on a project and their interrelationships and an arithmetic procedure that identiﬁes the relative importance of each activity in the overall project schedule. The development of the critical path method (CPM) in the late 1950s provided the basis for a more formal and systematic approach to project management. A sample bar chart for a construction project is shown in Fig On projects of any complexity, it is difﬁcult, if not virtually impossible, to identify the interrelationships between the work items, and there is no indication of the criticality of the various activities in controlling the project duration. However, the relationship that exists between the identiﬁed work items is by implication only. The bar chart was, and still is, quite useful for illustrating the various items of work, their estimated time durations, and their positions in the work schedule as of the report date represented by the bar chart. Each project manager had a different system, which usually included the use ofthe Gantt chart, or bar chart. Until just a few years ago, there was no generally accepted formal procedure to aid in the management of construction projects.

Because every construction project is a unique undertaking, project managers must plan and schedule their work utilizing their experience with similar projects and applying their judgment to the particular conditions of the current project. Therefore, for many years, efforts have been made to plan, direct, and control the numerous project activities to obtain optimum project performance. The key to successful proﬁt making in any construction company is to have successful projects. One of the most important responsibilities of construction project management is the planning and scheduling of construction projects.

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