BUILD OPERATE TRANSFER

1
CONSTRUCTION PLANNING SCHEDULING
ARE 413 CONSTRUCTION MANAGEMENT Chapter 5
/Part 2 By MOHAMMED JALALUDDIN LECTURER CONSTRUCT
ION ENGINEERING MANAGEMENT DEPT
2
Presentation Outline

• Introduction to Construction Planning
  Scheduling
• Definitions
• Planning versus Scheduling
• why / when Construction scheduling
• History of scheduling
• Types of scheduling tools/techniques
• Bar Charts
• Advantages
• Disadvantages
• Examples
• Critical Path Method ( CPM)

3
Objectives of Class

• To introduce and define construction planning
  scheduling
• To present different types of scheduling
  tools/techniques
• To demonstrate purpose and usage of Bar charts,
  CPM

4
Background

• Three factors shape every project PROJECT
  TRIANGLE
• MONEY The project budget, based on the cost of
  the resources the people, equipment, and
  materials required to do the tasks.
• TIME The time to complete the project reflected
  in your project
• schedule.
• QUALITY The quality of construction and
  finished product.
• Adjusting one of these elements affects the other
  two. While all three elements are important,
  typically one will have the most influence on
  your project. In this chapter ,we will be
  discussing the control of Time.

5
Definition of Planning

• Project planning is the process of identifying
  all the activities necessary to successfully
  complete the project
• Failure to plan 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)
• Planning - Breakdown of project into work items
  (activities), define and describe activities to
  be performed

6
(No Transcript)
7
(No Transcript)
8
Definition of Scheduling

• Schedules establish the start ,duration and
  completion date of a project or task
• Scheduling is the process of listing a number of
  duties or events in the sequence that they will
  occur
• It is a timetable which formulates the activities
  that must be accomplished to reach a certain goal
  or objective
• The timing and sequence of tasks within a
  project .A schedule consists of many tasks ,tasks
  dependencies and time oriented project
  information.

9
Why Construction scheduling ?

• One of the first question an owner or project
  manager wants answered is when can the project
  be completed ?
• Schedules identify all the tasks required to be
  completed on a project, determine how long each
  will take and place them in logical order.
• Schedules establish the start ,duration and
  completion date of a project or task
• Schedules let people and organizations know in
  advance when to expect a certain action to take
  place.
• Schedules start date determines when goods and
  services need to be brought to the job site, when
  a work force needs to be mobilized and when
  equipment rental begins

10
Why Construction scheduling ? (contd..)

• Consider for example
• For instance ,a large crane can rent from more
  than 2500 per week .So if the duration of the
  project is not figured closely contractors can
  quickly consume in rental

11
When to Schedule ?

• Schedules are useful during all the phases of
  project.
• Preconstruction Stage
• Scheduling in the preconstruction stage is
  important to provide the owner with necessary
  information to plan and coordinate properly the
  entire design and construction process.
• Viewed as an opportunity to design and build the
  project on paper prior to the actual
  construction
• This is the time that project team may decide to
  order key long lead purchase item such as
  structural steel ,elevators or compressors.

12
When to Schedule ?

• Schedules are useful during all the phases of
  project.
• Construction Stage
• Schedules are essential to coordination of the
  day- to day activities of project
• As project progresses ,delays inevitably occur
  due to bad weather ,equipment failure ,strikes
  etc.
• schedules record the actual activities at the
  site on day- to day basis and reschedule.

13
Planning Versus Scheduling

• A plan shows the activities and their logic
  relationships. The activities in a plan do not
  have specific start and end dates.
• A schedule establishes the specific start and
  end dates for the activities. It also establishes
  the total project duration. A schedule determines
  what resources are needed when for how long for
  which activity.

14
Scheduling Methods

• Barcharts
• CPM (Critical Path Method)
• PERT (Monte Carlo Simulation)
• LOB (Line of Balance)
• Computer Softwares
• Primavera ( www.primavera.com)
• MS Project ( www.microsoft.com )

15
History of Scheduling

• In 1956 the E.I. Du Pont de nemours company
  developed a Critical Path Method (CPM) schedule
  for a 10 million chemical plant in Louisville,
  Kentucky
• U.S navy used a Performance Evaluation and
  review technique (PERT) network schedule to mange
  the development of the Polaris missile
• CPM/ PERT were used U.S crops of engineers,
  NASA, General electric , Apollo program
• Today because of recent advances in computer
  hardware and software scheduling are much widely
  used by designers and contractors etc.
• Scheduling Software
• Primavera ( www.primavera.com)
• MS Project ( www.microsoft.com )

16
Types of scheduling tools/techniques

• 2 most common scheduling tools/techniques are
• Bar charts
• Critical Path method (CPM)
• Depending on the user , the schedule can take
  different forms .For instance Owner of a 500
  million high rise is interested in when the
  project is due for completion .Bar charts can
  provide this type of information.
• Field superintendent or construction manager is
  responsible for actual details of the project.
  (e.g. delivery of key materials, dry walls) CPM
  can provide the necessary details.

17
Bar / Gantt Chart

• Developed by Henry Gantt
• Each activity is represented by a bar
• Bar shows start/finish times
• Progress is also shown
• Example

18
Typical Bar / Gantt Chart
19
Typical Bar / Gantt Chart
20
Typical Bar / Gantt Chart
21
Advantages of Bar / Gantt Chart

• Simple easy to understand
• Visually effective
• Shows total project in compact form
• Shows plan versus progress
• Can model any activity relationship

22
Limitations of Bar / Gantt Chart

• Does not how effect of change on initial plan (
  Updating not possible)
• Does not integrate cost or resources with
  schedule
• Does not show interdependences of all activities

23
(No Transcript)
24
Summary Construction Project Scheduling

• To plan and schedule a construction project
  uncertainty and complexity.
• A construction project
• involves many parties and people owner,
  contractor, engineer, suppliers and
  subcontractors.
• requires resources money, materials, equipment,
  and labors.
• takes time, months or years.
• In summary, to plan and schedule a construction
  project, we need decide
• what to do?
• how to do?
• who will do?
• when will do?
• How much will it cost and how long will it take?

25
(No Transcript)