Plan and control a construction programme. Enter the activities and their logic (or start from a bridge, building or road template), set the calendar and resources, and the studio schedules the critical path, levels the resources and draws the Gantt chart — drag the bars to change it. Track progress for earned value and cash flow, run PERT and Monte Carlo schedule risk and check the programme against the DCMA 14 points and the contract's requirements. Take the A3 drawings, the Excel programme with live CPM formulas, or Project XML.
Scope & limitations
For planning, teaching and checking programmes. Holidays are samples; durations, logic and resources must come from the method statement and the project team, and the contract's programme clauses govern.
What the project planning studio does
Activities with durations, finish-to-start, start-to-start, finish-to-finish and start-to-finish links with leads and lags, start-no-earlier-than constraints and a target date, on a working calendar with public holidays; three templates — a precast girder bridge, a building and a linear road job.
The critical path method gives early and late dates, total and free float and the critical path; drag a bar on the Gantt chart to change its duration or delay its start and watch the programme re-schedule. Serial resource levelling holds labour and plant within their limits.
Risk: PERT and a seeded Monte Carlo simulation (triangular or PERT-beta) give the completion distribution, P50/P80/P90 dates, criticality and a sensitivity tornado.
Control: progress and actual cost at the status date give earned value (SPI, CPI, EAC, TCPI) and earned schedule; a monthly cash flow includes margin, payment delay and retention. The DCMA 14-point assessment and the programme requirements of AS 4000, AIA A201, state DOT, Bangladesh PPR 2008 and NEC4 check the schedule.
Enterprise scheduling: any number of calendars (project, activity and resource calendars with holidays and extra working days); task, resource-dependent, level-of-effort, milestone and WBS-summary activities; primary and secondary constraints (start or finish on, on or after, on or before, mandatory, as late as possible) and expected finish; lags on the predecessor, successor, 24-hour or project calendar; scheduling from the data date with actual dates, remaining durations, suspend and resume, retained logic or progress override; total float as start, finish or smallest float; critical by float or longest path; driving relationships, float paths, out-of-sequence progress and a scheduling log.
Project controls: an EPS project library with what-if copies, WBS and OBS roll-ups, activity codes and user-defined fields with layouts that group, sort, filter and choose columns, a layout Gantt with baselines, relationships, float and a progress line, trace logic, resources with types, calendars, duration types and curves, usage by week or month, expenses and cost accounts, earned-value techniques and weighted steps, update progress, period performance, any number of baselines with variance, thresholds and issues, a risk register with a probability–impact matrix whose risk events feed the Monte Carlo, global change, dissolve, renumber, link and schedule comparison.
Outputs: an A3 drawing set, an Excel workbook whose CPM forward and backward passes and working-day dates are live formulas, .xer schedule files (export and import), Project XML (MSPDI export and import), reports, CSV and JSON.