introduction - planning &scheduling

7/31/2019 Introduction - Planning &Scheduling

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Construction Management :Planning And Scheduling

Introduction : Overview

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


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GENERAL MANAGEMENT

PROJECT

MANAGEMENT

CONSTRUCTIONPROJECT MGT

Concept of Management


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Introduction

Definition of Management

Management is an art of getting work done by other through theprocess ofplanning, organizing, leading, controlling,

forecasting, coordinating, directing, communication and

motivating to achieve the goal and objective of an

organization.


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Project Life CycleInception/

conceptual

Designdevelopment

sketchdesign &

detail design

Procurement

Construction

Testing and

commission-ing

Operating

Creating project plan :

1. Project Charter or

Business Case

2. Project scope

3. Functional specification

4. Requirements baseline5. Contract

documentation

6. Plans and drawings

7. Project execution plan

8. Contracting and

purchasing plan

9. Equipment lists

10. Installation plan

11. Testing plan


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Eight Engineering Management Function

Project leader.1. PLANNING

2. ORGANIZATION

3. COMMUNICATION

4. CONTROLLING

& MONITORING5. MOTIVATION

6. STAFFING

7. DIRECTING

8. COORDINATION


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Planning ActivitiesIn Construction Project

Time

Cost Quality

Technology

(precast, software, etc),

Productivity rate, Experience,

Machine, Expertise

Management

(time, task, skill, material, etc,)

workmanship,

Money


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Introduction

Why Planning ??1. Reduce risks and uncertainty to a minimum.

2. Ensure a clear understanding of the objectives.3. Establish adequate standards of performance.

4. Provide a structured basis for carrying out the work.

5. Derive procedures to control the work effectively.

6. Obtain the top optimum result with minimum effort in minimumtime.


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Introduction

Components of all planning.1. Establishing the decider results the objectives.

2. Determining the strategyto be followed to achieve or exceed

result.

3. A budgetto establish expenditure to achieve the results.

4. Projections of what will happen at certain specific points in the

time.

5. Organizationalstructure and policies or empowerment.

6. Establishing procedures forcontrolandcommunication.

7. Setting standards ofperformance and methods of measurement.


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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. Planning ofactivities normally includes time, money, machines, materialsandmanpower schedule.

2. Planning tools available include bar chart, linked bar chart, Critical PathMethod (CPM), Precedence Diagram, PERT, etc

3. The planning of activities for a project can be very complicated due to thecomplexityof a project

4. Planning evolve from several main activities which were then breakdown intosmeller activities.


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Introduction

Planning & Scheduling Tools.1. Types of scheduling tools/techniques Gantt / Bar Charts

Critical Path Method ( CPM) & PERT

Types of Network

Arrow Diagramming Method

Precedence Diagramming Method2. Network Rules

3. Activity Durations


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GANTT / BAR CHART view

Overview Bar Chart is one of the oldest scheduling technique

Wide acceptance because it is readily understood by almostevery 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.


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12

Bar Chart

Example 1

Time on each activity.

Activity A : 1 week , started in 1 Okt 11

Activity B : 2 weeks , 5 Okt 11

Activity C : 3 weeks , 15 Okt 11

Activity D : 2 weeks , 25 Okt 11

Activity E : 2 weeks , 29 Okt 11

Activity F : 1 weeks , 5 Nov11


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13

Table 1 Solution : Example 1 Bar Chart

No Activity Duration

1 2 3 4 5 6

1 Activity A 1

2 Activity B 2

3 Activity C 3

4 Activity D 25 Activity E 2

6 Activity F 1

Time

1/10 8/10 15/10 22/10 29/10 5/11

Bar Chart


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14

Example 2

(week) (people)

1 G 1 01-Oct-11 5 H, I2 H 2 08-Oct-11 8 J

3 I 3 10-Oct-11 15 K

4 J 2 22-Oct-11 4 K

5 K 2 05-Nov-11 3 -

predecessor successor

A B

Bar Chart - Network


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15

Table 2 Solution : Example 2 Network Bar Chart

No Activity Duration Human

Resource 1 2 3 4 5 6

1 G 1 5

2 H 2 8

3 I 3 15

4 J 2 4

5 K 1 3

Time

1/10 8/10 15/10 22/10 29/10 5/11

Float

Float

4

4 4

5

5

5

2 2

1

5

10

0HumanResource

(People)

3

Bar Chart - Network


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Advantages 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 relationshipsbetween activities

It is difficult to judge the impact of an unexpected event on the rest of

the construction process


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PERT view

PERT (Project Estimation and Report Technique)


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PERT view

Advantages 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 criticalpath, they, too should be managed diligently to prevent project overruns.


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PERTvs

GANTT view


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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 )


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Types of NETWORK


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Types of NETWORK

AOA consists of.. Circles representing Eventso Such as start or end of a given task

Lines representing Taskso Thing being done Build UI

a.k.a. Arrow Diagramming Method (ADM)

AON consists of... 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)


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NETWORK Diagrams

Advantages 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

o You need to incorporate this yourself (Resource Dependencies)

when determining the real Critical Path

Difficult to follow on large projects


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NETWORK Rules

Networks flow from left to rightActivity 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


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AOA [ADM] and AON [PDM]

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


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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 diagram for pad footing

Arrow

ActivityNode Junction to the event

- Activity started or end


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AON [PDM] method

Node DiagramPDM activity is place on the node

The arrow used to connect between project task to show their logical

relationship

PDM diagram for pad footing


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TASK Dependency Relationships

Finish-to-Start(FS) B cannot start till A finishes

A: Construct fence; B: Paint Fence

Start-to-Start(SS) B cannot start till A starts A: Pour foundation; B: Level concrete

Finish-to-Finish (FF) B cannot finish till A finishes

A: Add wiring; B: Inspect electrical

Start-to-Finish (SF) B cannot finish till A starts (rare)


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Example 3: AOA & AON


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Example 3: AOA & AON


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Example 3: AOA

10

A

B

C

2

3

4

5

6

7

D

E

F

G

8

H

9

I

J

3D

3

5D

7D

5

7

8D

5D

5D

11

10

12

6D

4D

5D

4D17

21

21

17

15

13

12

8

7

0

7

10

23

0 7Predecessor Successor


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Example 3: AON

0

START B

C

D

E

F

G

H

I

J

3

5

7

LS

LF

ES

EF

A

0

0

0

0

FINISH

210

3

5

7

5

3

5

7

8

5

6

4

5

4

11

10 14

12 17

11 17

17 21

2110

12

2121

21

2115

17

1713

157

1712127

138

7

8

7

4

3

0

00


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SLACK /FLOAT/LAG in AON

Time Largest EFT of all predecessors

Time EST + duration for this task

Time Smallest LST of following tasks

Time LFT duration for this task T T or T T

Slack time

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


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Dummy: AOA only

bc

d

e

f

g

Activity Predecessor

m

n

r

s

__

m, n

n

m r

n s

k

j

j

k

or

Dashed lines are called dummy activities

k

j


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Example: Dummy in AOA

1 2Excavate

& pour

footings

Pour

foundation

Installdrains

3

6

7

4

8

9

5

10

11

12

16

1813

1715

14

Install rough

electrical & plumbing

Pour

basement

floor

Install

cooling &

heating

Erect

frame & roof

Lay

brickwork

Lay

storm

drains

Install

drywall

Lay

flooring

Install

finished

plumbing

Install

kitchen

equipmentPaint

Finishroof

Install

roof

drainage

Finish

grading

Finish

floors

Pour

walks;

Landscape

Finish

electrical

work

Finish

carpeting


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Exercise1: AOA & AON

Activity ID (successor) Time

A B, C 2

B D 3

C E 2D F 4

E G 3

F H 2

G H 3H - 1

Calculate & Draw AOA and AON networks ??

Highlight CPM ??

How many weeks ??


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Exercise1: AOA

Calculate & Draw AOA and AON networks ??

Highlight CPM ??

How many weeks ??

A

1

0

022 w

3

4

5

6

7 8

B

C

D

E

F

G

H

3

2

4

3

2

3

1


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Node Diagram Method - Table

Total float = 0 Critical Path Method (A B D F H)

Event Activity Masa ES LS EF LF Total Float

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

1 - 2 A 2 0 0 2 2 0 *

2 - 3 B 3 2 2 5 5 0 *2 - 4 C 2 2 2 4 5 1

3 - 5 D 4 5 5 9 9 0 *

4 - 6 E 3 4 5 7 8 1

5 - 7 F 2 9 9 11 11 0 *

6 - 7 G 3 7 8 11 11 1

7 - 8 H 1 11 11 12 12 0 *

Exercise1: AON


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Arrow Diagram Method Gantt / Bar Chart

Exercise1: AOA

1 2 3 4 5 6 7 8 9 10 11 12

1 A

2 B

3 C

4 D

5 E

6 F

7 G

8 H

float

float


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Exercise1: AOA & AON*take home*Task Pedecessor Duration

a * 4

b * 3

c a 3

d a 2e b 6

f b 4

g c,d 1

h e 4i f 5

j e,g 6

k h,i 1

Draw AOA and AON networks ??


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WBS - work breakdown structure

introduction - planning &scheduling

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