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International Journal of Civil Engineering and Technology (IJCIET)

Volume 8, Issue 8, August 2017, pp. 538–549, Article ID: IJCIET_08_08_055

Available online at http://http://iaeme.com/Home/issue/IJCIET?Volume=8&Issue=8

ISSN Print: 0976-6308 and ISSN Online: 0976-6316

© IAEME Publication Scopus Indexed

PROJECT MANAGEMENT IN CONSTRUCTION

USING PRIMAVERA

Hitanshu Saini, Khushpreet Singh, Uma Malik

Department of Civil Engineering, Chandigarh University,

Gharaun, Punjab, India

ABSTRACT

For the successful completion of a project, planning and scheduling are two most

important factors. The demand of construction industry requires a precise planning,

scheduling and management which can allow the overall optimization of the cost, time

and resources. Due to the increase in workloads and shrinking resources public work

department found new technology which helps to manage the project easily. Project

management software is used as a tool for managing and organizing work which helps

industries to grow in a rapid manner. There are so many computer software are

available in market now a days which is such as MSP, Primavera p6,etc…for doing

project management. With the help for these software proper planning and controlling

of project can be done. Primavera can easily compare between the planned progress

of construction work and actual progress of construction project. Project management

software Primavera P6, include collecting, recording, monitoring, controlling and

reporting information concerning project performance. In this study, the project

controlling and monitoring can be done and the causes of delays can be find out. For

doing this a four storey building of Ayurveda research center has be taken, which is

situated in the Pandoh, Mandi(H.P). A scheduled project on Primavera P6 was

monitored and types of delays were analyzed which in turn increased the total time of

the project.

Key words: construction; optimization; management; Primavera; controlling.

Cite this Article: Hitanshu Saini, Khushpreet Singh, Uma Malik, Project Management

in Construction using Primavera. International Journal of Civil Engineering and

Technology, 8(8), 2017, pp. 538–549.

http://iaeme.com/Home/issue/IJCIET?Volume=8&Issue=8

1. INTRODUCTION

Construction industry is the second largest industry in India. The time available for achieving

its goal is shrinking. There are so many problems being faced by the industry that must be

taken care of as Project management is the procedure of the utilization of learning, aptitudes,

devices, and strategies to extend exercises to meet venture prerequisites. There are mainly six

phases of project management which is as follows

Project Management in Construction using Primavera


• Project Definition: Defining the goals, objectives and critical success factors for the project

• Project Initiation: Everything needed to set up the project before work can start

• Project Planning: Detailed plans of how the work will be carried out, including time, cost

and resource estimates

• Project Execution: Doing the work to deliver the product, service or desired outcome

• Project Monitoring & Control: Ensuring that a project stays on track and taking corrective

action to ensure it does

• Project Closure: Formal acceptance of the deliverables and disbanding of all the elements

required to run the project

There are so many software are available in the market. But now a days, MSP and

Primavera are most popular software which is used. Primavera is amazing software which can

be used for small as well as large project. In this software we can control and monitor as many

projects at one time.

2. PRIMAVERA

Primavera is used for making project management smooth. It is helpful in civil engineering

for creating strategies, controlled the delay of project and determines the optimum use of

resources.. Primavera is used to complete the project within specified time and cost. It is the

application of skills, tools and techniques to project activities in order to fulfill the demand of

the owner. Primavera program is used to scheduling, controlling and estimating all types of

projects.

P6 EPPM is a completely online interface with the goal that venture group can get to the

venture data at anyplace and whenever. P6 EPPM can give arranging, planning, cost and asset

administration programming that empowers association to settle on educated choices and

enhance their capacity to convey projects and tasks on time and on spending plan.

P6 EPPM likewise helps in

• It is a far reaching venture administration arrangement supplier.

• Used and recognized comprehensively

• It can deal with different tasks in a brought together area

• It gives the choice to incorporate ERP or bookkeeping framework.

• It is an electronic venture administration, giving the venture group access to their activities

anyplace and whenever.

• It is a 100% online UI that covers the entire venture administration lifecycle.

2.1. Controlling and Monitoring

Monitoring and control can be done for the timely completion of a construction project. It can

helps to project management for doing the work as per decided . It gives proper check on

project which ultimately remove the quiries. With the help of controlling and monitor we can

check our daily progress. Now a days many construction management software such as

Primavera P6 can be used for controlling and management.

2.2. Delays

There are several definitions for delay. In the construction management simplest definition is

given by Mubarak (2005) as “ a condition or an event that result in finishing the project later



than stipulated in the contract.” In another study, to make something happen in later than

expected time.

Types of Delays:

• Critical or noncritical

• Excusable or non excusable.

• Compensable or non compensable

• Concurrent or non concurrent

2.3. Main Objective of the Study

• To find out the start or end of a particular activity.

• To find out the project completion date.

• To adjust and determine the conflicts between subcontractors and the trades.

• To find out and predict the cash flow.

• To calculate the effect of changes.

• To resolve delay claims.

• To serve as a project control tool.

3. METHODOLOGY

• Personal interviews with working people at site.

• Collection of data and their analysis.

• Project can be made on the Primavera according to collected data from site.

Steps involved in monitoring and control of Ayurveda Research Center project are

1) Make schedule :-To make a schedule for any project, first of all collect data available for

the project. Subsequently the following steps can be followed in Primavera.

2) Enterprise project structure (EPS) :-Make the structure of the company with its branches,

which is executing the project. This is known as Enterprise project structure (EPS).

3) Organizational breakdown structure (OBS) :- After the EPS, OBS is made which is a

hierarchical shape structure, that shows the persons responsible for the projects in the

enterprise.

4) Create a new project :- A project is a collection of activities and associated information that

constitutes a plan for creating a product or service. The project is made under the respective

divisions in Enterprise Project Structure. And allocate the person in charge from Organization

Breakdown Structure to it. Planned start and must finish dates can be given to project. The

project is allocate a calendar which can be global, resource or project calendar.

5) Work breakdown structure (WBS):- WBS is a hierarchical structure of work that must be

able to complete a project. Each project has its own WBS hierarchical structure. Each WBS

element may iclude more detailed WBS levels, activities, or both in it as shown in figure 1.

6) Determining activities:- Activities are the fundamental work elements of a project and , are

the smallest part of a project. An activity has mainly the following characteristics such as

activity ID, name, start and finish dates, activity calendar, activity type, activity codes,

constraints, expenses, predecessor and successor relationships, resources, roles etc, shown in

figure 2.



7) Relations between activities :- To from a network, the activities should be linked to each

other, which is done by allocating preceding and succeeding activities with significant

relationship to the activities.

• Finish to start (FS) relationship.

• Finish to finish (FF) relationship.

• Start to start (SS) relationship.

• Start to finish (SF) relationship.

As shown in Figure 3.

Figure 1 Work breakdown structure

Figure 2 Determination of activity



Figure 3 Relation between activities

8) Finding activity duration:- When the planning the work is done, the duration is entered in

the original duration field. The actual duration can only be filled for the activities, which are

completed.

9) Activity dates:- The following are the types of activity dates which are available in the

primavera; actual start, actual finish, planned start, planned finish.

10) Activity cost:- The activity cost is the addition of all the cost incurred to finish the

activity.

11) Make baselines:- A simple baseline plan is a finished copy of the original schedule which

provide a goal against which a project’s performance is tracked.

12) Update schedule

• If the project is progressing like plan, then only required to estimate progress.

• If the project is not progressing like plan many activities are begins out-of-sequence, actual

resource use is proceed planned use, and then update should be done for activities and

resources one by one.

• Most projects may includes few activities that progress as planned and some which do not. On

that case, the best method is to joint the two updating methods.

13) Tracking:- Tracking window is utilise for monitoring a project’s progress by using

different categories of layouts such as labor costs, project cost, resource forecasting, resource

allocation unit wise and cost wise.

• Monitoring and controlling can be done.

• Determinig results showing remedies over it.

• Identification of real and typical categories and causes of delays.



o Critical or noncritical

o Excusable or non excusable.

o Compensable or non compensable

o Concurrent or non concurrent

Critical Vs Non critical Delays :- According to Trauner et al.,(2009) and Callahan et

al.,(1992), in any study of delays the primary focus is that to see the delay affects the progress

of the project or the completion date. The author again says that if the completion date of the

project is extended by delay then it is considered as critical delays. And the delays which do

not affect the project completion date are called as the noncritical delays. The issue of critical

delays is emerged from the Critical Path Method Scheduling. All the projects have its own

critical path. The completion date of the project will extended if the critical activities on the

path are delayed.

Excusable Vs Non excusable:- Basically construction delays are excusable or non

excusable. A delay is excusable or non excusable it depends upon the clauses in the contract.

Standard construction contracts specifies the type of the delays that will allow the contractor

for extension of time. In some contracts unexpected weather conditions are not considered as

excusable . So these contracts do not allow for any type of time extension.. Delays occurs

from the following issues are called as excusable.

• Labor strikes

• Fires

• Floods

• Acts of God

Compensable Vs Non Compensable Delays:- In some of the studies, authors says that

Excusable delay is classified in to two categories:-

• Excusable Compensable

• Excusable Non Compensable

Compensable delays are caused by the designer and the owner. The contractor is typically

entitled to a recovery and time extension of the costs which is related with the delays. Factors

which can effect the project and caused delays are such as :- different site conditions, changes

in the project work, access to site. Non-compensable delays as those which despite being

excusable do not entitle the contractor to any compensation. Excusable non compensable

delays are beyond the control of owner or contractor.

Concurrent Delay:- Mubarak (2005) states that a concurrent delays are the combination of

two or more independent causes of delays that occurs during the same time frame. According

to the author, a concurrent delay may includes non excusable and excusable delay. Another

definition given by Callahan et al. (1992) is that “more than one delay which is contributed in

project delay, not that the delays necessarily arise at the same time.”

The main delays are found in this study are as follows:-

Delays due to critical activities:

• Late start of handing over of construction site :- Shown in figure 4.

• Getting late work permits from the municipality:- Shown in figure 5.

• Delay in mobilization:- Shown in figure 6.

• Problems in excavation of foundation: Shown in figure 7.

• Late start of work:- Shown in figure 8.



Figure 4 Late start of handing over of construction site

Figure 5 Getting late work permits from the municipality



Figure 6 Delay in mobilization

Figure 7 Problems in excavation of foundation.



Figure 8 Late start of work

4. RESULT AND DISCUSSION

Main delays are found in this study are as follows:-

1.Late handing over at construction site:- In this project, Site received from pilling contractor

(ML031) was a critical activity, which affected subsequent activities in the schedule.

According to the as-planned schedule ML031 activity should have been finished on

25december, however the owner had few problems at that time because of organizational

deficiencies. And this activity was finished on 20 January. Unless the handing over of

construction site was finished, the following activities could not be started. There occurred

25-days delay in the as-planned schedule caused by the owner.

2.Getting late approval from the municipality:- In this project, Mandi Municipality Building

Permit (FEAA001)was again a critical activity which affected subsequent activities in the

schedule. The work permits should have been taken until 13 december in regard to the revised

1st schedule; however the activity could not be finished until 31 december. Although the

contractor performed his own tasks on time, there occurred delay caused by project architects

as well as the provincial municipality. During the application process for getting work

permits, project architect presented related drawings to the municipality very late. On the

other hand, the main responsibility lay with the provincial municipality in this delayed event,

since the municipality misinformed the project architect about necessary documents at the

beginning of the application. Therefore, this delayed event was a result of external factors.

3.Delay In mobilization:-In this Project, initial mobilization of personnel(NASMOB011) and

initial mobilization of equipment(NASMOB022)can also create delay in the project. The

contractor does not have enough equipment they can take equipment on rent. The contractor

can book the equipment on the starting date of mobilization but due to late handover of

project the contractor the again book the equipment with new date. And due to late handover,

mobilization of personnel also delayed because the contractor can put their labor on another

project. And there was less labor is available in the locality. The contractor can take three

months for the mobilization of persons. It can create 10 days delays.



4.Problem in excavation in foundation:-In this project, Excavation and compaction

work(NASTC001) causes delay in the project. Because very big boulder are present in the

place where the excavation was has to be done. Large amount of time was to be taken for

breaking these boulder. It takes two months. This activity can also affect the others activities,

which was started after the ending of excavation. These delay can because of the improper

testing of the soil strata.

5. Late start of work:- In this project, water proofing and pile head treatment was late started

because the excavation in foundation can take more time as compared to as planned schedule.

The excavation and compaction work is delayed for two months. And due to this the water

proofing and pile head treatment was two month late started.

Table 1 Result of this research

S.No Description of delay Effected Activity Name Effected Activity Code

1. Late handing over at construction site Site received from pilling

contractor

ML031

2. Getting late approval from the

municipality

Mandi Municipality

Building Permit

FEAA001

3. Delay In mobilization Initial Mobilization of

persons, initial mobilization

of equipments

NASMOB011,NASMOB022

4. Problem in excavation in foundation Excavation and compaction

work

NASTC001

5. Late start of work Water proofing and pile head

treatment

NASBRP1020

According to obtained information, the result of this research is presented in Table 1 as a

summary of delay identification.

5. CONCLUSIONS

Construction schedule delays in a project can create problems for contractors and owners,

which results costly disputes, controversial issues and adverse relationships between all the

project participants. In this study, the major cause of delays are listed below.

1. Organizational scarcity of the owner in handing over of construction site,

2. The directorate of the provincial municipality, the absence of detail drawings during the

municipality application,

3. The absence of experience of the contractor in organizing concrete subcontractors,

problems in material procurement,

4. Delay due to initial mobilization of persons and initial mobilization of persons.

5. Very large rocks are available in excavation of foundation. It can affect the schedule of the

project.

6. Due to delay in excavation, water proofing and pile head treatment can start late as the

planned date.

Due to these delays the project can be finished 4 months late. The Primavera software

shows the progress of the project step by step. It can shows the clear image of the project

progress. On the basis of this study, some suggestions are presented here, which could help to

minimize the impact of delays in the project.



• The late handing over of site can be avoided, if the land acquisition act can be followed.

• If the accurate drawings can be submitted in the municipality, the delay caused by the late

approval from municipality can be neglected.

• The design of the project should be finalized with all details before tendering the work so as to

avoid change orders by the owners.

• If the site was timely handover from the pilling contractor then the delay caused by

mobilization can be minimized or avoided.

• Owner should allot sufficient time and sufficient finances for the design stage of the project.

• The schedule should be made by both the contractors and the consulting companies.

• The contractor should hired qualified work teams and provide worker training in order to

improve managerial and technical skills.

• The contractor should also have a project manager in his team for checking the progress of

work and ensure timely delivery of materials.

• The last but most important issue is to create a healthy communication between all parties in

order to solve problems in a timely manner.

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