Construction Management :

Planning And Scheduling

Introduction : Overview

BFC 4091 Primavera Project Planning (P3) Sem 1 2011/2012 UTHM

Concept of Management
GENERAL MANAGEMENT

PROJECT MANAGEMENT

CONSTRUCTION PROJECT MGT

Introduction
Definition

of Management

Management is an art of getting work done by other through the process of planning, organizing, leading, controlling, forecasting, coordinating, directing, communication and motivating to achieve the goal and objective of an organization.

Project Life Cycle

Inception/ conceptual Design development sketch design & detail design Operating

Testing and commissioning

Procurement

Creating project plan : 1. Project Charter or Business Case 2. Project scope 3. Functional specification 4. Requirements baseline 5. Contract documentation 6. Plans and drawings 7. Project execution plan 8. Contracting and purchasing plan 9. Equipment lists 10. Installation plan 11. Testing plan

Construction

Eight Engineering Management Function

Project

leader.
8. COORDINATION 1. PLANNING 2. ORGANIZATION

7. DIRECTING

6. STAFFING

CONTRACT CRITERIA
4. CONTROLLING & MONITORING

3. COMMUNICATION

5. MOTIVATION

Planning Activities In Construction Project

Technology (precast, software, etc), Productivity rate, Experience, Machine, Expertise Management (time, task, skill, material, etc,) workmanship, Money

Time

Cost

Quality

Introduction
Why
1. 2. 3.

Planning ??

4.
5. 6.

Reduce risks and uncertainty to a minimum. Ensure a clear understanding of the objectives. Establish adequate standards of performance. Provide a structured basis for carrying out the work. Derive procedures to control the work effectively. Obtain the top optimum result with minimum effort in minimum time.

Introduction
Components
1. 2.

of all planning.

3.
4.

5.

6.
7.

Establishing the decider results the objectives. Determining the strategy to be followed to achieve or exceed result. A budget to establish expenditure to achieve the results. Projections of what will happen at certain specific points in the time. Organizational structure and policies or empowerment. Establishing procedures for control and communication. Setting standards of performance and methods of measurement.

Introduction
Components

of planning & scheduling.

Planning
Comes first Estimating, sequencing, time analysis Importance of network analysis

Scheduling

Follows on, and extends, the plan Allocates resources The working details to implement the plan

1. 2. 3. 4.

Planning of activities normally includes time, money, machines, materials and manpower schedule. Planning tools available include bar chart, linked bar chart, Critical Path Method (CPM), Precedence Diagram, PERT, etc The planning of activities for a project can be very complicated due to the complexity of a project Planning evolve from several main activities which were then breakdown into smeller activities.

Introduction
Planning
1.

& Scheduling Tools.

Types of scheduling tools/techniques

Gantt / Bar Charts Critical Path Method ( CPM) & PERT

2. 3.

Types of Network Arrow Diagramming Method Precedence Diagramming Method Network Rules Activity Durations

 GANTT

/ BAR CHART view

Overview

Bar Chart is one of the oldest scheduling technique Wide acceptance because it is readily understood by almost every one It is very easy to develop and used Useful technique for a small project Task schedule can be graphically presented on the time-scale. The main weakness is that relationship that exist between the task cannot be shown.

Bar Chart
Example 1 Time on each activity.

Activity A Activity B Activity C Activity D Activity E Activity F

: 1 week , started in 1 Okt 11 : 2 weeks , 5 Okt 11 : 3 weeks , 15 Okt 11 : 2 weeks , 25 Okt 11 : 2 weeks , 29 Okt 11 : 1 weeks , 5 Nov11

12

Bar Chart
Table 1 Solution : Example 1 Bar Chart

No

Activity

Duration 1
1/10
8/10

Time 2
15/10

3
22/10

4
29/10

5
5/11

1 2 3 4 5 6

Activity A Activity B Activity C Activity D Activity E Activity F

1 2 3 2 2 1

13

Bar Chart - Network

Example 2
No Activity 1 2 3 4 5 G H I J K (week) 1 01-Oct-11 2 08-Oct-11 3 10-Oct-11 2 22-Oct-11 2 05-Nov-11 (people) 5 8 15 4 3 H, I J K K -

A predecessor
14

B successor

Bar Chart - Network

Table 2 Solution : Example 2 Network Bar Chart
No Activity Duration Human Resource 1/10 1 2 3 4 5 G H I J K 1 2 3 2 1 5 8 15 4 3 Float
Human Resource (People)
10 5 0 5 4 4 4 5 5 2 1 2 3

Time 1 8/10 2 15/10 3 22/10 4 29/10 5 5/11 6

Float

15

 GANTT

/ BAR CHART view

 GANTT Advantages

/ BAR CHART view

Easy to prepare Easily understood by all parties It shows the total plan in impact form. Good communication tool

Disadvantages.
Do not show interrelationships between activities Managing projects becomes difficult without those relationships between activities It is difficult to judge the impact of an unexpected event on the rest of the construction process

 PERT

view

PERT (Project Estimation and Report Technique)

 Advantages

PERT

view

Accounts for uncertainty Critical path on PERT chart allows focus of resources and effort to reduce risk. Allows visibility into possible extreme delivery dates using PERT estimation as a result of potential opportunities to be exploited or risks which to mitigate.

Disadvantages.
Time and labor intensive Assumption of unlimited resources is big issue Lack of functional ownership of estimates Mostly only used on large, complex project : Can become confusing for the uninitiated or when projects have complex task relationships. If some activities take longer than expected, the critical path originally being managed to might end up being wrong : If other paths are near the critical path, they, too should be managed diligently to prevent project overruns.

 PERTvs

GANTT view

 CPM

view

CPM can help you figure out:

The process for determining and optimizing the critical path How long your complex project will take to complete Which activities are "critical," meaning that they have to be done on time or else the whole project will take longer
CPM (Critical Path Method )

 Types

of NETWORK

 Types AOA
Circles representing Events o Such as start or end of a given task Lines representing Tasks o Thing being done Build UI a.k.a. Arrow Diagramming Method (ADM)

of NETWORK

consists of..

AON

Tasks on Nodes o Nodes can be circles or rectangles (usually latter) o Task information written on node Arrows are dependencies between tasks a.k.a. Precedence Diagramming Method (PDM)

consists of...

 NETWORK Advantages

Diagrams

Show precedence well Reveal interdependencies not shown in other techniques Ability to calculate critical path Ability to perform what if exercises

Disadvantages

Default model assumes resources are unlimited

Difficult to follow on large projects

o You need to incorporate this yourself (Resource Dependencies) when determining the real Critical Path

 NETWORK
Networks flow from left to right

Rules

Activity cannot begin until all preceding connected activities have been

completed
Arrows indicate precedence and flow. Arrows can cross over each other Each activity should have a unique identifier

An activity identifier should be larger than any activity that precedes it

Looping is not allowed When there are several starts, a common start point can be used. Common end points are helpful

 AOA

[ADM] and AON [PDM]

Arrow Diagramming Method (ADM) or Activity-on-arrow (AOA), Precedence Diagramming Method (PDM) or Activity-on-node (AON),

 AOA

[ADM] method

Arrow Diagram

In arrow diagram project task or activities are represented by the arrow and connected by the node to express their logical relationship
Arrow Activity Node Junction to the event - Activity started or end

Arrow diagram for pad footing

 AON

[PDM] method

Node Diagram
PDM activity is place on the node The arrow used to connect between project task to show their logical relationship

PDM diagram for pad footing

 TASK
Finish-to-Start (FS)

Dependency Relationships

Start-to-Start (SS)

B cannot start till A finishes A: Construct fence; B: Paint Fence

Finish-to-Finish (FF)

B cannot start till A starts A: Pour foundation; B: Level concrete

Start-to-Finish (SF)

B cannot finish till A finishes A: Add wiring; B: Inspect electrical

B cannot finish till A starts (rare)

 Example

3: AOA & AON

 Example

3: AOA & AON

 Example
2 A 0 0 3D 3 5 E 5D 6 10 G 4D H 8 17 17

3: AOA

3
7

D
8D

11 15 I 6D 9 4D J 21 21

B 5D C 7D

13

7 7

F 5D

12 12

5D

0 0

3 7

Predecessor

Successor

 Example
0 A 4
0 0 START 0 0

3: AON

3 3
7 5 E 8 7 F 7 10 5 13 12 5 12

3 D 7

11 8 15

5 0 5 B 3 8 0 7 C 7 0 7

10 14 G 4 13 17 12 H 12 17

11 17 6 I 15 21 17 J 17 21 4 21

0 21 21 FINISH 21 21

5 17

ES LS EF LF

 SLACK
EST EFT LFT

/FLOAT/LAG in AON

Earliest Start Time

Largest EFT of all predecessors

Earliest Finish Time

EST + duration for this task

Latest Finish Time

Smallest LST of following tasks

LST

Latest Start Time

LFT duration for this task

Slack

LFT EFT

or

LST EST

Slack time Slack /Float/ Lag - is the length of time an activity can be delayed without delaying the entire project

 Dummy:
c b d f e g

AOA only

k
j

or

Dashed lines are called dummy activities

Activity Predecessor _ m _ n m, n r n s

 Example: Dummy in AOA Project Network for House Construction

6
Install rough electrical & plumbing

8
Install drywall

11

Pour basement floor Install drains

Install finished plumbing

Install cooling & heating

Excavate & pour footings

Pour foundation

Erect frame & roof

9 4
Lay brickwork

10
Lay flooring

Install kitchen equipment

12
Paint

5
Finish roof Lay storm drains

Finish carpeting

16

Finish electrical work

14
Install roof drainage Finish grading

13

Finish floors

18

15

17

Pour walks; Landscape

 Exercise1:
Activity ID A B C D E F G H (successor) B, C D E F G H H -

AOA & AON

Time 2 3 2 4 3 2 3 1

Calculate & Draw AOA and AON networks ?? Highlight CPM ?? How many weeks ??

Exercise1: AOA
3 B 3 1 0 0 A 2w 2 C G 3 4 E 3 6 D

5
F 2 7 H 1 8

Calculate & Draw AOA and AON networks ?? Highlight CPM ?? How many weeks ??

Exercise1: AON
Node Diagram Method - Table

Event (1) 1-2 2-3 2-4 3-5 4-6 5-7 6-7 7-8

Activity (2) A B C D E F G H

Masa (3) 2 3 2 4 3 2 3 1

ES (4) 0 2 2 5 4 9 7 11

LS (5) 0 2 2 5 5 9 8 11

EF (6) 2 5 4 9 7 11 11 12

LF (7) 2 5 5 9 8 11 11 12

Total Float (8) = 7-3-4 0* 0* 1 0* 1 0* 1 0*

Total float = 0

Critical Path Method (A B D F H)

Exercise1: AOA
Arrow Diagram Method Gantt / Bar Chart No Aktiviti

1 1 2 3 4 5 6 7 8 A B C D E F G H

10

11

12

float

float

 Exercise1:
Task a b c d e f g h i j k Pedecessor * * a a b b c,d e f e,g h,i 4 3 3 2 6 4 1 4 5 6 1

AOA & AON Duration *take home*

Draw AOA and AON networks ??

WBS - work breakdown structure