PROJECT SCHEDULING:
IMPORTANCE, STEPS FOR BAR CRITICAL PATH METHODS: PROJECT
CHART, GANTT CHART PLANNING, EVENT TIMES, CRITICAL
PATHS, ACTIVITY TIES, ACTIVITY
FLOATS
PERT TECHNIQUE: UNCERTAINLTY,
PROJECT PLANNING, PROBABILITY
SAFETY IN
OF COMPLETION
CONSTRUCTION
QUALITY CONTROL IN
CONSTRUCTION COSNTRUCTION:INSPEC
COST MODEL: DIRECT
PLANNING & TION, TOTAL QUALTY
INDIRECT COST, TIME-
CONTROL, ISO 9000,
COMPRESSION MANAGEMENT
QUALITY ASSURANCE
TECHNIQUES
PROGRAM, RISK
CONTAINMENT
BASICS; PROJECT PHASES, PROJECT CONSTRUCTION MATERIAL:
DELIVERY SYSTEM, PROJECT TEAM MANAGEMENT, PROVISIONING
STEPS, INVENTORY
CONSTRUCTION EQUIPMENTS:
CONSTRUCTION LABOR: TYPES, IDENTIFICATION, ACTUAL OUTPUT,
PRODUCTIVITY, MULTISKILLING & EMPLOYMENT COST, ACQUISITION
SOCIAL ASPECTS OPTIONS, FILED VISITS
Planning & Scheduling
If you estimate or manage construction, you must plan
and schedule.
Project planning serves as a foundation for several related
functions including estimating, scheduling and
controlling. Planning involves the process of selecting
the one method and order of work to be used on a
project from among all the various methods and
sequences possible.
Scheduling is the determination of the timing and
sequence of operations in the project and their
assembly to give the overall completion time.
Planning & Scheduling
Why?
1. A plan and schedule is a road map (on paper) to
get from X to Y.
• Allows focus of attention on doing the job
• Can be communicated to all members of the
construction team
• Will free your mind for creative thinking
Stages of project planning: pre-tender ,pre-construction
and detailed construction planning
Process of development of plans and schedules: work
break-down structure, activity lists, assessment of work
content, estimating durations, sequence of activities.
Planning techniques: Bar charts, Networks: basic
terminology, types, advantages
o Formulation and analysis of CPM networks(AOA , AON
and precedence networks)
o Formulation and analysis of PERT networks.
o Introduction to line of balance technique.
Resource Scheduling- resource constraints and conflicts,
resource aggregation, allocation, smoothening and
levelling, calendaring networks.
Other schedules derived from project schedules
Objectives of Planning
“To work out a BASE plan and different schedules to
achieve target completion with profit maximization”
To estimate in advance,(in practical and feasible
manner)
Material required:- type, Qty, Time of delivery
Equipment requirement :- type, Qty., time
Labour Requirement :- type, qty, time
Financial requirements ( estimated cash flow)
Duration estimation
Feasibility studies( ex. Economic evaluation)
Stages of Planning
1) Preplanning: (Owner and Consultant)
Scope, Objective definition
Feasibility
Alternative
Financial requirements
Economic analysis
2) Detailed Planning
Design, Estimate, Contract :- (Owner & consultant)
Construction Planning ( Contractor -at HO)
3) Monitoring and controlling Schedules
:- Contractor in consultation of Consultant - at site
Need for Scheduling ?
• Owner
– Owner Requirement
– Communication of the Construction Plan
– Monitor and measure progress
• General Contractor/Sub Contractors/Supervisor
– Establish production goals
– Manage Changes
– Communication of the construction plan
Importance of Planning &
Scheduling
– Failure to plan and schedule leads to
• excessive labor cost,
• equipment waiting time,
• delays, waiting for materials,
• lack of coordination, and management inability to
react to unexpected events (weather, equipment
breakdowns, shortages)
• Productivity Loss
Types of Schedules
• Bar Chart
– Often called Gantt Chart
• Network Diagrams
– Arrow Diagram
– Precedence Diagram
– Often called Critical Path Method
(CPM)
Formats of Schedules
• Summary schedule
– Shows major work elements, such as Design,
Civil, Electrical, commissioning)
– Work should be broken down into activities that
comprise not more than 5% of total project
• Short-interval schedule
– Identifies work for upcoming 2-3 weeks
– Usually prepared by superintendent (Junior or
Assistant Engineers)
Bar Chart
• Developed by Henry Gantt
– Often called a Gantt Chart
• Definition
– A graphical description of a project consisting
of well-defined collection of tasks
Bar Chart
• Activities are represented by bars in
proportion to their duration.
– An activity is a task or closely related group of
tasks whose performance contributes to the
completion of the overall project
– Example: Excavate foundation
• Bar chart is usually graphed on a calendar
• Can be simple or detailed as necessary
Culvert
Example Bar Chart-
Culvert
Time
June July August September October
Excavation &
Backfill
Pilling
Abutment No. 1
Abutment No.2
Steel girder
Concrete Deck
Finishing
Operations
Constructing a Bar Chart
• When constructing a bar chart, the following
questions must be answered:
– What time units should be used? (days, weeks,
months)
– Should work days or calendar days be used?
– How do I schedule non-continuous work?
• Additional information may be added to the
basic bar chart
– Cost of activity (“cost-loaded schedule”)
– Labor required for each activity (“man-loaded”)
– Materials required for each activity (“resource-
loaded”)
Cost loaded Construction
Schedule
http://www.projectrisk.com
Man-Hours loaded Schedule
Labor Schedule
http://hafeezrm.hubpages.com
Steps to Construct a Bar Chart
• Identify Activities
• Estimate Activity Duration
• Develop Activity Sequence
• Construct Bar Chart
1. Identification of Activities
• Use the Work Breakdown Structure (WBS)
from the cost estimate
• Add activities as necessary
• Rule of thumb: no activity should comprise
more the 5% of the total scope of work
• Rule of thumb: activity duration should
range from 1 day to 15 days
Work Breakdown Structure
Hierarchical organization of a system –
Continued until sub-system is reduced to a
manageable unit.
Work Breakdown Structure
Hierarchical organization of a system – Continued until sub-
system is reduced to a manageable unit.
Building #1
Foundation Structure Interior
Excavation Footings
Isolated Footings Continuous Footings
24
Work breakdown structure
Project activities are determined by,
splitting the total scope of the project work into hierarchical work
breakdown levels
( sub-projects, tasks, work packages and activities.)
• Each activity with its duration and resources forms the database
for planning, scheduling and monitoring of the project.
• How many activities in a Project?
Too large:- complexity and cost of planning increases
Too small:- impossible to develop realistic schedules and resource
allocation
Define separate task for,
those activities which involve different resources, or
those activities which do not require continuous performance.
Sewage Pumping Station-WBS
SPS (civil Works)
Receiving Chamber Fine Screen Ch, Raw Sewage Sump
Excavation Footings Walls
Excavation, PCC, RCC Raft, flooring, coating
BENEFITS OF THE WORK BREAKDOWN
STRUCTURE (WBS) TECHNIQUE
• It forms the basis for,
• defining the scope of work,
• identifying activities,
• scheduling the work-logic,
• structuring the organization,
• assigning responsibilities,
• estimating costs,
• codifying systems,
• organizing data and
• analyzing the sources of risks.
2. Estimate Activity Duration
• How to estimate duration:
– From company’s historic records
– From asking superintendent or foreman
– From standard estimating guide
– From calculation using the Labor Hour
Productivity equation
3. Estimate Activity Duration
• Labor-Hour Productivity Method
– Total labor-hours required for an activity =
labor-hours /Unit x no. of units
total labor hours
Total days = labor-hours / day
total labor hours
Total days = crew size x hrs/day
• Find the duration (days) of an interior and
exterior painting activities with quantities of 4440
m2 and 3378 m2 respectively, using crews of 11
m2/hours and 14 m2/hours for the interior and
exterior painting activities respectively. Assume
three shifts of 8-h for each activity.
Solution
Interior painting duration = 4440 / 24x11 = 16.8 or 17 days
Exterior painting duration = 3378 / 24x 14 = 10 days
Total work hours = 27 days
3. Establish the Sequence of
Work
• Sequencing needs to take into account the
relationships between activities.
• There are four types of relationships that
need to be taken into account.
1. Physical:
• Exists between two or more activities when one
cannot start until another is partially or totally
complete (i.e., cannot pour footings until they have
been formed)
2. Establish the Sequence Of
Work (continued)
2. Safety:
Exists when simultaneous performance of two
activities can result in a safety hazard (i.e., in
multi-story construction it is at times unsafe for
crews to be working under one another)
3. Resource:
Due to limited resource availability, two activities
may not be able to use a resource at the same
time (i.e., a crane cannot be used for both
pouring walls and erecting steel)
4. Preferential:
• How the contractor wishes certain activities to be
sequenced
Draw the Bar Chart “ Final Design &
Work Order for a Building”
Final Design & Work Order
Work
Design
Order
Site Detailed Tender Selection of
Drawings Documents Tendering
Surveys Design Contractors
Preparation
Award of
Number of Activities - 7 Work Order
Estimate Activity Duration
Activity Description Time of Completion (Weeks)
A Site Surveys 4
B Detailed Design 6
C Preparation of 3
Drawings
D Tender Documents 2
Preparation
E Tendering 4
F Selection of 1
Contractors
G Award of Work 1
Order
Establish Sequence
Establish Sequence of Works
A. Site Surveys: Types-----
B. Detailed Design
C. Preparation of Drawings
D. Tender Documents Preparation: Specification,
contract related etc.,
E. Tendering
F. Selection of Contractors
G. Award of Work Order
Which Activities can Overlap ?
Which Activities can Overlap
• A&B
• B&C
• C&D only
What would be the minimum time of
completion ?
BAR CHART
Another Example
Bar Chart
Immediate
Immediate Estimated
Estimated
Activity
Activity Predecessor
Predecessor Completion
Completion Time
Time
AA None
None 90
90
BB A
A 15
15
CC B
B 55
DD G
G 20
20
E
E D
D 21
21
F
F A
A 25
25
GG C,F
C,F 14
14
HH D
D 28
28
II A
A 30
30
J
J D,I
D,I 45
45
90
105
90 115
A 15 129
B 5 149 194
C 20
D 194
21
E 25
F
14
G
28
H
30
I 45
