September 17, 2026
Schedule Planning for Valve Definition in Industrial Projects with MS Project
Luiza Araujo Abou Rejaili; Gilberto Marassi de Loiola Leite
DOI: 10.22167/2675-6528-202602562
Article derived from a Final Course Work (TCC), with content based on the student’s original work and adapted to the editorial format of the Revista E&S with the support of the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute for textual synthesis and organization.
Abstract
The Brazilian chemical industry is a sector of great national impact, representing 11% of GDP in 2025 and constantly undergoing changes and innovations in process and management. In the scope of projects, the industry sector increasingly requires dynamic and efficient processes, among which schedule management. Given this panorama, the study aimed at schedule planning for the definition of valves in projects, using the MS Project tool. The research was conducted through a case study, whose scope was the definition of valves for a storage tank in the chemical industry. The Project Breakdown Structure (PBS), schedule activities, and their precedence and succession relationships were developed. Activity durations were considered, and resource allocation and analysis were performed, resulting in the schedule. From this, the Gantt chart, the “Activity-On-Node” diagram, and the critical path diagram were constructed. The results obtained revealed that the developed schedule constituted an effective application in activity management, proving to be an adequate tool for structuring and organizing the scope, resources, and critical path.
Keywords: Critical path analysis; management tools; industrial projects.
1. Introduction
The Brazilian chemical industry represents a sector of great impact on the national scene. In 2024, this sector generated 158.6 billion dollars, corresponding to 11% of the industrial Gross Domestic Product and ranking sixth worldwide, according to data from the Federal Chemistry Council (Collodetti, 2025). The sector is characterized by constant innovations, driven by the advancement of Industry 4.0 and the application of the Internet of Things (IEDI, 2019).
Current innovations are not restricted solely to product evolution, also extending to advances and transformations in services and processes (Johansson, 2006). In a sector where projects are inherently complex and can have durations of years, as is common in chemical engineering (Wall, 2009), it becomes fundamental to keep pace with this global dynamism.
The accelerated pace of technological advancement requires companies to develop an increasingly rapid response capability to maintain their competitiveness in the market (CNI, 2020). In this context, project management emerges as an effective solution for dealing with constantly transforming environments and growing competitiveness (Kerzner, 2001). Efficient project management is crucial to ensure the success of deliveries and operations in such an innovative sector with complex projects.
Among the various areas of project management, schedule management is an essential model that defines the execution of activities, their durations, and dependencies (PMI, 2021). Schedule management provides a comprehensive view of the project, including tasks, deadlines, possible advancements, and critical paths. It not only organizes the project but also centralizes resources and deadlines in a single document, facilitating visualization and management (Cavalcanti and Silveira, 2016). Additionally, it allows for early identification of problems, enabling action-taking and risk reduction to acceptable levels (Kerzner, 2001). Thus, project management, and in particular, schedule management, are indispensable in the chemical industry.
In chemical industry projects, valve selection is a technical activity of great importance. Valves are crucial components positioned in systems where there is fluid flow or pressure, which aim to regulate such flow or pressure, whether by blocking, controlling, diverting flow, preventing reverse flow, or relieving pressure (Smith and Zappe, 2004). In addition to controlling fluids and pressure, valves ensure the performance, profitability, efficiency, and, especially, the safety of plant operation (Relevant, n.d.). This activity is critical not only from an operational and safety standpoint but also in terms of project time, as the design of the piping system, which includes valve definition, can consume between twenty and twenty-five percent of the total engineering man-hours (VMA, 2019).
Given the complexity and criticality of this stage, the application of project management tools becomes fundamental to optimize the process. Thus, the objective of this research is the development of a schedule for the definition and selection of valves in a storage tank, equipment widely used in the chemical industry, aiming at the application of project management in a recurring activity of great importance for the chemical industry, since the chosen valves define the success of the control and safety of this equipment.
2. Material and Methods
The research was developed as a case study, adopting a mixed (qualitative-quantitative) and exploratory methodological approach. The central objective was the schedule planning for the definition and selection of valves in projects, focusing on a storage tank in the chemical industry, using the MS Project tool.
For data collection, bibliographic research, documentary research, and participant observation were employed. The bibliography was based on technical literature and consolidated engineering works, including Telles (2001), Smith and Zappe (2004), and the PMBOK® guide (PMI, 2021). The documentary research used technical documents, reports, and standards from a company in the chemical engineering project sector.
Participant observation was carried out through active involvement in the same company, in the process engineering department, during the year 2025. The development of the schedule began with the definition of the project scope, a fundamental step for structuring activities, according to the Iron Triangle model (PMI, 2021).
For this study, the scope was limited to the elaboration of the Project Breakdown Structure (EAP), or Work Breakdown Structure (WBS). The EAP was developed as a hierarchical decomposition of the scope, aiming at the understanding of the objectives, deliverables, and necessary work (PMI, 2021). The focus of the EAP was the definition and selection of valves for storage tanks, considering technical requirements of project management and industrial engineering.
The WBS construction was divided into sequential methodological phases. “Initiation” established premises and alignments with the client. “Process Characterization” involved the analysis of fluid properties and operational parameters, in addition to tank evaluation. “Preliminary valve selection” defined the need and position of the valves, with specific calculations for control valves, considering material compatibility, temperature, pressure, and tightness (Telles, 2001).
The “Safety and Regulations Assessment” included the analysis of the selected valves in relation to the plant’s safety requirements, with an assessment in the context of the Hazard and Operability Study (HAZOP) and verification of compliance with norms and standards (API, ASME, ISO). The “Client Review” consisted of presenting the definitions for validation and corrections. Finally, the “Procurement and Installation Support” involved alignment with the procurement team for the acquisition of the valves.
With the scope detailed in the WBS, the specific schedule activities, their interdependencies and sequencing were defined, using the Finish-to-Start precedence method. Each WBS deliverable was converted into an activity, and the order was established based on information dependencies and project milestones.
The definition of the schedule durations and resources considered two process engineers and the purchasing team, classified as fixed resources. The duration of each activity was calculated by the ratio between the total effort, in man-days, and the allocated resources, in men. The initial duration estimate of the activities was based on the expert opinion technique, complemented by participant observation and documentary research.
After resource allocation, over-allocation was observed in some activities. To address this issue, resources were reallocated, adjusting the schedule dates to ensure execution feasibility. Activities sharing the same resource were sequenced to avoid overlap, such as fluid characterization and tank characterization.
For the visual representation of the schedule and precedence relationships, specific diagrams were developed. The Activity-On-Node (AON) demonstrated the network of activities, where each node represented an activity and the arrows indicated the relationships between them (Kramer and Jenkins, 2006). Together, the Critical Path Method (CPM) detailed the project’s critical path, determined from the earliest and latest start and finish dates of the activities, and the float between them. Activities with zero float were defined as critical, and their sequence represented the critical path in the CPM diagram. The construction of the schedule and the generation of the diagrams were carried out using MS Project software.
3. Results and Discussion
The development of the schedule for the definition and selection of valves in industrial projects, as per the objective of this study, began with the elaboration of the Work Breakdown Structure (WBS). This stage was fundamental for structuring the scope, allowing a preliminary analysis of the necessary activities and limiting the work to only the essential elements. The WBS was not restricted to purely technical aspects but also encompassed crucial initiation and completion phases, which involve interaction with the client and various teams, ensuring a solid foundation for the construction of all subsequent project actions.
The WBS was organized into six main phases, starting with “Initiation”, which established the project premises and aligned expectations between stakeholders and the client through a “kick-off”. This initial alignment is crucial to avoid “scope creep” and ensure an effective working relationship (Abramovici, 2000; Hamburger, 1992). The project scope, related to the delivery work, and the product scope, which details the characteristics of the outcome, i.e., the definition of the valves (PMI, 2021), were defined. During the “kick-off”, the region of interest, the delimitations, the operating philosophy, and the study of the process diagram to understand the general context were aligned.
The second phase, “Process Characterization”, involved the analysis of the fluid’s physicochemical properties, such as physical state, corrosivity, pH, viscosity, presence of suspended solids, density, and vapor pressure, as listed by the Valve Manufacturers Association (VMA, n.d.) and Bray (2024). Operational parameters were also evaluated, such as process flow rate, piping diameter and material, maximum and minimum temperatures and pressures, and specific needs like tight shut-off, frequent operation, and remote control (Telles, 2001). The analysis of the tank integrated into the system was also performed, considering its general operation and pressure, which can influence the need for control and relief valves. These analyses ensure the selection of safe and adequately performing valves (Relevant, n.d.).
In the “Preliminary valve selection” phase, based on the data and conclusions from the previous steps, it was possible to define the necessity and position of all valves. For control valves, specific calculations were necessary, with the flow coefficient (Cv) being one of the main parameters. This coefficient is calculated by the ratio between the fluid flow rate and the square root of the pressure differential divided by the fluid’s specific gravity. With this information, the types of valves (block, control, check, and pressure) were defined, considering prerequisites such as material compatibility, temperature and pressure limitations, corrosion, flow rate, diameter, and tightness (Telles, 2001). The issuance of the preliminary valve list and their “datasheets” and the update of the process diagrams were direct results of this phase.
The fourth phase, “Safety Assessment and Regulations”, focused on verifying the compliance of the selected valves with the plant’s safety requirements. An assessment was carried out in the context of the Hazard and Operability Study (HAZOP), a structured study to identify risks to safety, health, and the environment, and operational problems (Crawley and Tyler, 2015). Furthermore, the analysis of regulations and standards, such as those from the American Petroleum Institute (API), American Society of Mechanical Engineers (ASME), and International Organization for Standardization (ISO), certified that the valves were in accordance with quality, safety, and environmental standards (Relevant, n.d.). This phase culminated in the completion and eventual modifications of the valves after safety validations.
The final phases of the WBS included the “Client Review”, where valve definitions were presented for validation and eventual corrections, and “Procurement and Installation Support”, which involved alignment with the procurement team for obtaining quotes and the actual purchase of the valves. The detailed WBS, by acting as a foundation, allowed for the construction of all necessary actions for the project development, ensuring that each WBS deliverable translated into a specific activity on the schedule.
Based on the scope specified in the WBS, the detailed schedule activities were defined in MS Project, along with their interdependencies and sequencing. The Finish-to-Start precedence method was adopted as the standard for schedule construction. Important project milestones were established, which, although they do not require work or allocated resources, serve as crucial checkpoints for progress monitoring. The initial milestone was the approval of the process diagram on January 1, 2026, followed by the first issuance of the valve list 15 days later, the start of HAZOP one month after the list issuance, and the second issuance of the valve list after the necessary corrections.
Other important milestones included the purchase of the finalized valves, which occurred 30 days after the start of the procurement process with suppliers, the receipt of the valves two months after purchase, and the installation of the valves in the field, scheduled for one year after the approval of the process diagram. These milestones, with a duration of “zero days”, assist in project visualization and monitoring, contextualizing the delivery of the valve selection within the lifecycle of a chemical plant project, according to the information obtained.
For the definition of durations and resource allocation in the schedule, it was considered that a workday is equivalent to eight hours. The resources were defined as “Process Engineer 1”, “Process Engineer 2”, and “Purchasing”, all with 100% maximum work capacity (eight hours daily) and of type “Work”. The duration of an activity (D) was calculated by dividing the total work effort in man-days (Et) by the allocated resources (Ra), i.e., D = Et / Ra. The initial duration estimation of the activities was performed using the “expert judgment” technique, based on documentary research and participant observation.
With the initial estimated duration, resources were allocated to determine the final and actual duration of the activities, considering resource availability. In the initial schedule, an over-allocation of resources was observed for Process Engineer 1 in the activities “Perform fluid characterization” and “Perform tank characterization”. Both activities, dependent on the process characterization activity, were scheduled to occur in parallel, which resulted in the engineer working at 200% of his capacity, making the schedule unfeasible.
To resolve the over-allocation, the schedule dates were adjusted so that the activity “Perform tank characterization” would only start after the completion of the activity “Perform fluid characterization”, as both used the same resource. This alteration ensured a viable schedule, with coherent resource allocation and no overlapping work for the same specialist. The revised schedule reflected this necessary sequentialization, adjusting the start and end dates of the affected activities.
With the activities, durations, resources, and predecessors defined and adjusted, it was possible to generate the Gantt chart. This tool allowed for a clear visualization of the schedule, facilitating both its construction and monitoring. The chart displayed the dates on the calendar, the duration of each activity, and the identification by stages of activity sets, providing a comprehensive view of the project planning. The chart’s adaptability to provide auxiliary information was explored to optimize clarity.
Additionally, the “Activity-On-Node” (AON) diagram and the “Critical Path Method” (CPM) diagram were developed. The AON diagram represented the activity network, with each node symbolizing an activity and the arrows indicating the precedence relationships (Kramer and Jenkins, 2006). The CPM, in turn, detailed the critical path, which is the sequence of activities without float, whose total duration is equal to the total project duration. Any delay in a critical activity directly impacts the project completion date (Kramer and Jenkins, 2006).
The critical path analysis revealed a significant impact after the adjustment in resource allocation. Initially, the critical path involved the activities “kick-off” and “process diagram analysis”, followed by “operation characterization” and “tank characterization”, with both of the latter activities having a duration of two days. In this scenario, the project completion date was day 49 after the start. With the change in the sequencing of the fluid and tank characterization activities, the critical path was altered. It now includes the activities “Perform fluid characterization” and “Perform tank characterization” in sequence, totaling three days for these two activities, instead of two days in parallel. Consequently, the project completion date was postponed to day 50 after the start. This result demonstrated the importance of resource management in the construction of the critical path and the total project duration, highlighting the schedule’s sensitivity to correct and prior resource allocation.
In summary, the schedule planning for valve definition, using the MS Project tool, proved to be an effective application in industrial project management. The WBS development was crucial for structuring the scope and defining activities and their precedences, while the critical path analysis and resource allocation management proved indispensable for the precise determination of project duration. The tool allowed for the visualization and monitoring of activities, identifying critical points and optimizing resource distribution, which is fundamental for performance and safety in chemical industry projects.
4. Conclusion
The present study aimed at schedule planning for the definition and selection of valves in a chemical industry storage tank, seeking to optimize a technical activity of great relevance. To this end, the Work Breakdown Structure (WBS) was developed, which proved fundamental for structuring the scope and defining activities, covering everything from initiation to support for purchase and installation. It was verified that the detailed elaboration of activities in MS Project, with their interdependencies and sequencing, allowed for a clear vision of the project flow. The importance of resource allocation and duration estimation was observed, which, when adjusted to resolve an identified over-allocation, altered the critical path and the total project duration from 49 to 50 days. The construction of the Gantt chart, the Activity-On-Node diagram, and the critical path diagram highlighted the tool’s capacity to provide a comprehensive and analytical visual representation of the planning.
The main contribution of this work lies in the practical and technical application of project management to a critical and recurring stage of chemical engineering, valve definition, demonstrating how schedule planning can enhance the operational performance and safety of a plant. The MS Project tool proved to be a viable and technically enriching resource, facilitating the construction of a complex schedule and the analysis of resource allocation for coherent planning. For future studies, it is suggested to complement schedule monitoring through deadline performance indicators, such as the Schedule Performance Index (SPI), and integrate it with cost management, including the analysis of the S-curve. Such approaches could expand the study to an integrated view of the project lifecycle, offering an even more comprehensive perspective on industrial project management.
Bibliographic References
Collodetti, G. 2025. Indústria química brasileira é destaque mundial. Disponível em: . Acesso em: 30 set. 2025.
Instituto de Estudos para o Desenvolvimento Industrial [IEDI]. 2019. A indústria do futuro no Brasil e no mundo. P. 4 – 6. Disponível em: . Acesso em: 29 set. 2025.
Johansson, F. 2006. The Medici Effect: What elephants and epidemics can teach us about innovation. Harvard Business School Press, Boston, Massachusetts, EUA.
Wall, K. 2009. Complexity of chemical products, plants, processes and control systems. School of Chemical Engineering and Analytical Science, University of Manchester. Chemical Engineering Research and Design 87(10): 1430-1437.
Article originating from the Final Course Work of the Specialization in Project Management of the MBA USP/Esalq
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