MIDTERM

INTRODUCTION
To Quantity take-off, Estimating,
and Quantity Surveying
INTRODUCTION
Quantity Take-off, Estimating, and
Quantity Surveying are three
interrelated processes that form
the backbone of the construction
industry. They play a crucial role in
ensuring the successful planning,
execution, and completion of any
construction project.
QUANTITY TAKE-OFF
It is the process of extracting quantities from drawings and specifications. It
involves using measurement techniques to determine the dimensions of
various elements and calculating their corresponding quantities.

Accurate quantity take-off is essential for:

• Estimating: Providing the data needed for estimating the project costs.
• Quantity surveying: Creating a detailed bill of quantities.
• Material procurement: Ensuring that the correct quantities of materials
are ordered.

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COST ESTIMATING
Involves predicting the total cost of a project. This includes direct costs like
materials, labor, and equipment, as well as indirect costs such as overhead,
profit, and contingency.

Accurate estimating is essential for:

• Financial planning: Determining the budget for the project and securing
necessary funding.
• Bid preparation: Submitting competitive bids for tenders and contracts.
• Risk management: Identifying potential cost overruns and developing
strategies to mitigate them.

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QUANTITY SURVEYING
It is the process of measuring the quantities of materials, labor, and
equipment required for a construction project. It involves using standardized
measurement techniques and conventions to create a detailed bill of
quantities.

Accurate quantity surveying is crucial for:

• Material procurement: Ensuring that the right number of materials is
purchased to avoid shortages or excess stock.
• Cost control: Tracking the actual costs incurred against the estimated
quantities to identify potential cost deviations.
• Contract administration: Managing variations and claims arising from
changes in the project scope.
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SUMMARY OF COMPARISON:

Feature Quantity Take-off Cost Estimating Quantity Surveying

Extracting quantities Predicting project

Purpose Measuring quantities
from drawings costs

Detailed
Scope Overall project Specific quantities
measurements

Bill of quantities,
Output Bill of materials Cost estimate Detailed unit price
analysis

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A well-prepared estimate and bill of quantities
provide valuable insights into the scope of work,
resource requirements, and potential constraints.

This information can be used to create a realistic

project schedule that allocates appropriate time
and resources to each task. By understanding the
estimated costs and quantities, project managers
can identify critical path activities and prioritize
tasks accordingly. This helps in ensuring that the
project is completed on time and within budget.
CONSTRUCTION
PLANNING AND
SCHEDULING
INTRODUCTION
One of the most important responsibilities of
construction project management is the planning
and scheduling of construction projects. For many
years, efforts have been made to plan, direct, and
control the numerous project activities to obtain
optimum project performance. Because every
construction project is a unique undertaking,
project managers must plan and schedule their
work utilizing their experience with similar projects
and applying their judgment to the particular
conditions of the current project.
CONSTRUCTION PLANNING
Construction planning encompasses the initial phase of project
management, where project objectives, requirements, and
constraints are defined. Key considerations in construction
planning include site analysis, risk assessment, and the
development of strategies to address potential challenges.

CONSTRUCTION SCHEDULING
A construction project schedule involves the creation of a
detailed timeline that identifies when specific tasks and
activities will be executed throughout the project lifecycle.

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Planning is the “what” you will do,
Scheduling is the “how” and
“when” you will do everything
included in your plan.

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 USING PROJECT PLANNING AND SCHEDULING DURING ALL FIVE
PHASES OF CONSTRUCTION:
Construction Phase Plan Project Area
1. Concept and Initiation — This is where you evaluate the overall project and identify
Planning
and define objectives, feasibility, and if it’s the right fit for your business.

2. Planning — Here, you get into deeper details about how you’ll get a job done. This
covers everything from creating the full scope of work and budget to crew planning and Planning
gathering all the information you’ll need to build a schedule.

3. Execution — This is when you get to work. The schedule is the master document to
Scheduling
stay on track and communicate regularly with your crews and subcontractors.

4. Performance and Monitoring — All ongoing work needs to be monitored and

reviewed to ensure things are getting done as planned. Your schedule gives you a Scheduling
framework to review past activities and adjust for the future.

5. Project Close — Once all aspects are delivered and signed off, the closeout tasks in
Scheduling
your schedule will ensure your client is happy and ready for a smooth handoff.

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SCHEDULING INVOLVE FOUR MAIN STEPS:

1. Performing breakdown of work items involved in the

project into activities.
2. Activities representation/relationships
3. Identifying the proper sequence by which the activities
should be executed.
4. Estimating and assigning the resources, time and cost of
individual activities.

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1. WORK BREAKDOWN STRUCTURE
A WBS is a deliverable-oriented grouping of project components that organizes and
defines the total scope of the project. Any work not in the WBS is outside the scope of
the project. It is used to develop or confirm a common understanding of project scope.
Each descending level within the WBS shows an increasingly detailed description of the
project deliverables.

❑ Task level: A task is an identifiable and deliverable major work which can be performed
without major interference from other tasks.
❑ Work package level: A work package contains an identifiable, constable and controllable
package of work.
❑ Activity level: An activity is a subdivision of a work package and is defined as a work which
has a definite start and end and consumes resources and time, and which is measurable.

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2. ACTIVITIES RELATIONSHIP
Relationships are defined from the predecessor to the successor activity.

Four types of dependency relationships exist:

A. Finish to start (FS): The successor activity can begin only when the current activity
completes
B. Finish to finish (FF): The finish of the successor activity depends on the finish of the
current activity.
C. Start to Start (SS): The start of the successor activity depends on the start of the
current activity.
D. Start to Finish (SF): The successor activity cannot finish until the current activity starts .

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3. SCHEDULING TECHNIQUES USED IN CONSTRUCTION
MANAGEMENT:

A. Gantt Chart

B. Network Analysis

a) Project Evaluation and Review Technique (PERT)

b) Critical Path Method (CPM)

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SCHEDULING TECHNIQUES USED IN CONSTRUCTION
MANAGEMENT:
A. Gantt Chart
A project management tool that illustrates work completed
over a period of time in relation to the time planned for the
work. It typically includes two sections: the left side outlines
a list of tasks, while the right side has a timeline with
schedule bars that visualize work.

Advantages:
• A simple format and readily understood at all levels of
management
• It can provide a quick, visual overview of a project in
convenient way to monitor job progresses, schedule
equipment and crews.
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SCHEDULING TECHNIQUES USED IN CONSTRUCTION
MANAGEMENT:
A. Gantt Chart
Disadvantages:
• Interdependencies among activities are difficult to show. The
bar chart itself doesn’t provide a basis for ascertaining which
activities are critical and which are floaters.
• It is not an adequate planning and scheduling tool because it
doesn’t show a detailed, integrated and complete plan of
operations.
• Can't tell what will be the effect of a delay today will have on
the timing of future activities.

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GANTT CHART

How to create a GANTT chart

GANTT charts incorporate four steps into the process:
1. List tasks: Use a work breakdown structure to identify all the tasks and
subtasks needed to complete the work.
2. Arrange your timeline: Determine the start and end date for each task, and
draw a horizontal bar on the right side of the chart to set the duration.
3. Set project milestones: Add key dates, deliverables, or deadlines to your
Gantt chart as milestones.
4. Identify dependencies: Draw a dependency line between related tasks to
link them to each other.

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SAMPLE GANTT CHART:

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SAMPLE PROBLEM:
ACTIVITY DURATION (DAYS) PREDECESSOR
Using the details A 3 None
shown below, build
B 3 A
a Gantt-chart to
find the project’s C 5 A
total duration: D 4 B
E 5 B
F 3 C
G 3 D
H 3 F
I 6 F
J 2 G
K 11 G
L 2 K
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SAMPLE PROBLEM:

Project Total Duration: 26 Days

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 Abbreviation

PERT CPM
SCHEDULING Project Evaluation and Review Technique Critical Path Method
TECHNIQUES USED
What does It Mean?
IN CONSTRUCTION
MANAGEMENT: PERT is a popular project management
technique that is applicable when the time
CPM is a statistical algorithm which has a certain
start and end time for a project

B. Network Analysis required to finish a project is not certain

Difference

PERT vs CPM Developed to handle

unpredictable activities, such as research
Developed to handle predictable activities,
such as construction.
and development.
Probabilistic, with activity durations
Deterministic, assuming that activity
estimated as optimistic, pessimistic, or
durations are known and clearly defined
likely
Nodes used in the diagram are events, and The diagrams look similar, but the boxes,
the arrows between them are the tasks. or nodes, are the tasks themselves.
Focuses on the activity (milestones), and so
Task focused, and so is better when
is excellent when looking at the project
considering the tasks from the point of
from the point of view of the project
view of the people completing them.
26 customer.
TERMS

When working with PERT/CPM charts, one should also be familiar with
these related terms and concepts:
❑ Activity: A work item identified for the project being scheduled.
❑ Event: An event is used to signify the beginning or the end of an
activity and can be shared by several activities. An event can occur only
after all the activities that terminate at the event have been completed.
❑ Node: circles or rectangles representing project milestones and major
events.
❑ Line/Arrow: Shows the required order of tasks in a project or process.

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PERT VS CPM

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PERT
How to create a PERT chart
PERT charts incorporate four steps into the process:
1. Define all tasks that must be completed.
2. Identify all dependencies between the tasks, that is, the order in which those
tasks must be performed.
3. Draw the nodes that represent the events and milestones, and then draw the
vectors that represent the tasks, using arrowed lines to show the sequence
and dependencies.
4. Identify the completion time for each task.

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PERT
Basic patterns for arrow diagrams:
1. Basic Activity: Activity B cannot start until Activity A is completed.

2. Burst Activities: Activity B is immediately followed by Activities C and D,

which may be performed concurrently.

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PERT
Basic patterns for arrow diagrams:
3. Merge Activities: Activity G cannot start until both activities E and F have
been completed.

4. Cross Activities: Both activities H and I must be completed before activity J or

K can start.

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PERT
Basic patterns for arrow diagrams:
5. Dummy Activity: Both Activities A and B must be completed before Activity C
can start; however, the start of activity D depends upon the completion of
activity B alone. The dash-line arrow is considered a DUMMY ACTIVITY,
having no duration and used to show the restriction.

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PERT
Basic patterns for arrow diagrams:
ADDITIONAL RULES: - The network must be continuous.
- The Network must have definite No activity should be disconnected.
(No dangling)
points of beginning and finish.
- There should not be a loop
formation in a network, No activity
should lead back to previous activity
“No looping”.

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PERT

When determining completion time, there are three-time estimates considered:

▪ Optimistic time: Minimum time it takes to complete a task.

▪ Pessimistic time: Maximum time it takes to finish a task.
▪ Most likely time: Best guess of how long a task will likely take, assuming no
problems arise.

𝑂 + 4𝐿 + 𝑀
𝐸𝑥𝑝𝑒𝑐𝑡𝑒𝑑 𝑇𝑖𝑚𝑒 =
6

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SAMPLE OF ESTIMATED TIME:
The following table shows the tasks, dependencies, and estimated times for
each task and the calculated Expected Times:
TASK OPTIMISTIC MOST LIKELY PESSIMISTIC EXPECTED
PREDECESSOR
IDENTIFIER TIME (O) TIME (M) TIME (P) TIME (TE)

A NONE 4 5 12 6

B A 2 3 4 3

C B 6 8 22 10

D C 4 6 8 6

E C 3 4 5 4

F E 2 4 6 4

G D,F 4 6 8 6

35 H C 5 7 15 8
SAMPLE PROBLEM:
Develop a
network diagram
for the project
specified below:

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CPM
How to create a CPM chart
CPM charts incorporate four steps into the process:
1. Define activities and tasks and list them in sequential order.
2. Calculate the estimated time for completing each task on the list.
3. Define dependencies by deciding which tasks are related to others and
which require other tasks to be finished before they can start.
4. Create a chart or map that shows the relationships between dependencies.
Add the estimated time for each task in a dependency sequence. The
sequence with the longest time frame is the critical path.

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CPM
Basic recommendations on drawing diagram:
1. The activities in the node diagrams are preferable to be drawn as rectangles instead of
circles.
2. Don’t connect from top or bottom. Sides only.

3. Don’t combine relationship lines.

4. Design from left to right in chronological order

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CPM
Basic recommendations on drawing diagram:
5. Minimize line crossing.

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SAMPLE OF SIMPLE CPM CHART:

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CPM
The critical path method consists of a series of calculations to determine the
duration of tasks and the critical path. The primary metrics are:
1. Earliest start time (ES): The earliest possible date you can start an activity
considering the dependencies
2. Earliest finish time (EF): The earliest possible date you can complete an
activity considering its ES and duration
3. Latest start time (LS): The last possible date you can start an activity before
causing a significant project delay
4. Latest finish time (LF): The latest possible date you can complete a task
based on its LF and duration
5. Task duration (t): The total amount of time it takes to complete an activity

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CPM
The critical path formula has two
parts:

1. Forward Pass: used to

calculate the ES and EF.
2. Backward Pass: used to
calculate the LS and LF.

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CPM
1. Forward pass
• The ES of the first activity on any path will always be 1 since it
indicates the start, i.e., the first day of your project.
• The ES of all other activities equals the earliest endpoint of the
preceding activity plus 1:
ES = EF of preceding activity + 1
• The EF equals the sum of ES and the duration of the activity minus 1:
EF = ES + t – 1

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CPM
2. Backward pass
• The LF of the last activity on any path will always be the same, as it
indicates the end, i.e., the last day of the project.
• The LS of an activity equals the difference between LF and the
duration of the task plus 1:
LS = LF – t + 1
• The LF of an activity equals the LS of the succeeding activity minus 1:
LF = LS of succeeding activity – 1

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CPM
OTHER TERMS IN CPM:

Float/Slack: The float or slack represents how long a non-critical task can be
delayed without affecting the entire project timeline. Critical tasks don’t allow
delays, so their float score is automatically 0.
There are two types of float:
A. Total float: The amount of delay that doesn’t affect the project completion
date
(LS-ES OR LF-EF)
B. Free float: The amount of delay that doesn’t affect the start date of the
succeeding task
(ES of succeeding activity – EF of current activity)
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CPM
OTHER TERMS IN CPM:

Critical Path: It represents a series of activities for which each activity is a

Critical activity (zero float time)
Critical Path Drag: is the amount of time that an activity or constraint on
the critical path is adding to the project duration.
Critical Activity: any delay on the start or finish of a critical activity will
result in a delay in the entire project.

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SAMPLE PROBLEM:
The following details are available regarding a project:
TASK
PREDECESSOR DURATION
Determine the critical path, the
IDENTIFIER
critical activities and the project
A NONE 10 completion time.
B A 20

C B 5

D C 10

E A 15

F A 15

G C,F 5

H D,E,G 20
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