SIVA

Construction Management-Lec2

Planning and Schduling-1

Dr. Attaullah Shah

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What is Project?

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Definition of a Project

A project is made up of a group of interrelated work activities constrained by a specific scope, budget, and schedule to deliver capital assets needed to achieve the strategic goals of an organization

Important to Know about Projects:

 All projects must have a beginning and an end.

 Project managers with prior relevant experience help keep projects on track.

 Projects are defined by their scope, budget, and schedule.

 Project life cycle phases for a typical construction project are initiation, planning, design, construction, commissioning, and closeout  The level of project management effort depends on project size, type, and phase.

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Characteristics of Projects:

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Scope:

Each project is unique and must have a written requirements document that takes into consideration operational needs, level of service, regulatory requirements and quality of deliverables. 

Schedule:

All projects must have a definite beginning and end. Once there is a well-defined scope, the project manager needs to determine the time it will take to complete the project by developing the project schedule. Developing the schedule involves breaking down the work into manageable activities needed to accomplish the scope of each deliverable, estimating the duration of each activity, and placing them in a logical sequence.

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Budget (Cost):

All projects are constrained by limited monetary funding resources. Consequently, every project needs a budget to initially define its funding requirement.

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What is Project Management Application of knowledge, skills, tools, techniques, to project activities to meet project requirements

Initiating Accomplished through processes Planning Executing Controlling Closing

What is Project Management

The work typically involves Competing demands: scope, time, cost, risk, quality Stakeholders with differing needs and expectations Identified requirements

Project Life Cycle:

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The project life cycle

The project life cycle serves to define the beginning and the end of a project and it can be used to link the project to the ongoing operations of the performing organization.

• • It defines: What technical work should be done in each phase Who should be involved in each phase

Project life cycle characteristics

• • • Cost and staffing levels are low at the start, higher toward the end, and drop rapid as the project draws to a conclusion The probability of successfully completing the project is lowest, and hence risk and uncertainty are highest, at the start of the project. The probability of successful completion gets progressively higher as the project continues The ability of stakeholder to influence the final characteristics of the project’s product and the final cost of the project is highest at the start and gets progressively lower as the project continues

Generic Life Cycle

Cost and staffing level Initial phase Intermediate phase Final phase time

Main Step of Project Life cycle

The project life cycle often consists in four phases:

1. Conceptual development 2. Definition 3. Implementation 4. Closure

Representative Project Life Cycles

CONSTRUCTION PROJECTS

Full operation 100% FEASIBILTY PLANNING and DESING Base design Installation substantially complete Project formulation Cost and schedule Feasibility studies Strategy design and Approval Project “GO” decision STAGE I Contract terms and condition Major contracts let STAGE II CONSTRUCTION manufacturing Delivery Civil Works Installation STAGE III Testing STAGE IV TURNOVER and STARTUP Final testing Maintenance

Project Life-Cycle-Construction Projects:

Project Planning( Pre-Investment Studies):

 Project Opportunity Analysis ( Identification)   Project Selection & Problem analysis.

Project Pre-feasibility studies.

   Cost Estimation.

Implementation ( Investment Phase)

 Detailed Design.

       Project Feasibility Studies Preliminary Design Pre-qualification of bidders Tendering & Negotiation Construction and developing the facility Test Deployment Operation Commissioning

Maintenance.

 Up-keeping ( Preventive)    Adoptive Maintenance ( Project Integration).

Enhancement Decommission

What is Planning?

What needs to be done by whom and when

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Setting of objectives for an organization and establishing the policies, procedures, programs necessary to achieve them.

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Why?

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To reduce uncertainty

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Improve efficiency

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Better understanding of objectives

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Provide Base for Monitoring and Controlling.

Types:

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Strategic Planning: Five years or more-

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Tactical Planning: One to two years.

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Operational Planning: One day to few months

Component of Planning

         

Objectives:

Goals and targets.

Program

: Strategy and Major actions.

Schedule

: Plan of start and finish of individual and group activities.

Budget

: Planned Expenditures required to achieve or exceed objectives.

Forecast

: Projection that what will happen at some future date?

Organization

: Design , NO. and kinds of positions along with corresponding duties and responsibilities to achieve or exceed organizational objectives.

Policy:

General guidelines for decision making.

Procedure

: A detailed Method of carrying out a policy.

Standard

: A level of individual or group performance defined as acceptable and adequate. WHAT IS VISION?

History of Scheduling Systems

      The Critical Path Method (CPM) was developed specifically for the planning of construction in sixties.

The construction industry is a heterogeneous mix of companies ranging in size from the large operations to one person operations Many factors, such as weather, unions, accidents, capital demands, and work loads, are either beyond individual control or difficult to control Initially, CPM spotlighted construction and the contractor.

The owner, architect, engineer, and public agencies involved in a project are like the backer, producer, and director of a Broadway show: Without them, the show cannot go on, and any lack of competence, motivation, or interest on the part of any one of the team members can delay a project.

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Construction bar chart/Gantt Chart

    Henry L. Gantt and Frederick W. Taylor to popularize their graphical representations of work versus time in the early l910s.

Taylor and Gantt’s work was the first scientific consideration of work scheduling.

Today, the bar graph remains an excellent graphical representation of activity because it is easy to read and understood by all levels of management and supervision.

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Critical Path Method-Development

     In 1956, the E. I. DuPont de Nemours Company set up a group at its Newark, Delaware, facility to study the possible application of new management techniques to the company’s engineering functions.

The planning and scheduling of construction projects was one of the first areas studied The network diagram for the project was restricted to include only the construction steps for US$ 10 Million project. The entire project was subdivided into major areas of scope, and each of the areas was analyzed and broken down into the individual work activities.

These activities were diagrammed into a network of more than 800 activities, 400 of which represented construction activities and 150 design or material deliveries.

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 In July 1958, a second project, valued at $20 million, was selected for test scheduling.

 The third project was a shutdown and overhaul operation involving neoprene, and one of the materials in the process was self-detonating, so little or no maintenance was possible during downtime.

 In the first CPM plan, the average shutdown time for the turnaround was cut from 125 to 93 hours  in later CPM applications, it was further cut to 78 hours. The resultant time reduction of almost 40 percent far exceeded any expectations.

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Program Evaluation and Review Technique-PERT

US Navy Polaris Fleet Ballistic Missile (FBM) Programme enhanced CPM to PERT.

The Special Project Office (SPO) tried to improve the CPM for the Polaris program, which involved 250 prime contractors and more than 9,000 subcontractors.

The PERT method, as described in the phase II report, was designed to provide the following:  1. Increased orderliness and consistency in planning and evaluating  An automatic mechanism for identifying potential trouble spots  Operational flexibility for a program by allowing for a simulation of schedules  Rapid handling and analysis of integrated data to permit expeditious corrections Following its success in the Polaris program, PERT was and 1961

Networking and Scheduling in Projects

Family camping trip-Project.

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Planning Networking & Scheduling

 Planning: - Process of choosing the method and work order of Networking: - Process of determining the interrelationship of associated timings of operations.

Scheduling: - The process of assigning time duration to various activities and determining the duration required for completion of the projects.

Steps in Construction Scheduling

       Splitting of the project into work activities  This is often called Work Breakdown Structure (WBS) Determining logic relationships/interrelationships between activities  Also called Networking Construction of Network Diagrams.

Assigning durations to work activities.

CPM Calculations resulting in start times, finish times and float calculations of activities.

Marking of critical Path.

Construction of Bar Charts / Time phased diagrams.

Activity

 An element of work performed during the course of a project.

Or An amount of work that can be identified so that we know what it involves and can recognize, when it  starts and finishes.

An activity normally has an expected duration, an expected cost, and expected resource  requirements Typical construction activities:  Site preparation  Layout  Excavation ……..

Network Diagrams

    Any schematic display of the logical relationship of project activities.

Always drawn from left to right to reflect project chronology.

Usually a combination of arrows and nodes.

Mainly of two types:  Arrow Diagram ( Activity on Arrow AOA)  Node Diagram / Precedence Diagram ( Activity on Node AON)

Arrow Diagrams

 Activities shown by Arrows. Relationship between activities shown by nodes / events  Network has to be closed.  Length of arrows does not obey any scale.

 Start-to-finish relationships.

 Dummies are introduced where network is open-Activity with ne duration  Numbering of nodes / events.

 Milestones

Use of Dummy Activity

Activity Durations

1 . Expert Judgment

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Activity durations are often difficult to estimate because of the number of factors that can influence them, such as resource levels or resource productivity. Expert judgment, guided by historical information, can be used whenever possible.

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2 Analogous Estimating Analogous duration estimating means using the actual duration of a previous similar schedule activity as the basis for estimating the duration of a future schedule activity. Analogous duration estimating is most reliable when the previous activities are similar in fact and not just in appearance, and the project team members preparing the estimates have the needed expertise.

3 Parametric Estimating

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Estimating the basis for activity durations can be quantitatively determined by multiplying the quantity of work to be performed by the productivity rate. For example, productivity rates can be estimated on a design project by the number of drawings times labor hours per drawing, or a cable installation in meters of cable times labor hours per meter. The total resource quantities are multiplied by the labor hours per work period or the production capability per work period, and divided by the number of those resources being applied to determine activity duration in work periods.

4 Three-Point Estimates

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The accuracy of the activity duration estimate can be improved by considering the amount of risk in the original estimate. Three-point estimates are based on determining three types of estimates:

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Most likely.

The duration of the schedule activity, given the resources likely to be assigned, their productivity, realistic expectations of availability for the schedule activity, dependencies on other participants, and interruptions.

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Optimistic.

The activity duration is based on a best-case scenario of what is described in the most likely estimate.

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Pessimistic.

The activity duration is based on a worst-case scenario of what is described in the most likely estimate.

An activity duration estimate can be constructed by using an average of the three estimated durations. That average will often provide a more accurate activity duration estimate than the single point, most likely estimate.

CPM Calculations

  Calculates the following for each activity EST = Earliest Starting Time EFT = Earliest Finishing Time LST = Latest Starting Time LFT = Latest Finishing Time TF = Total Float FF = Free Float Total Float is Maximum time for which an activity can be delayed without delaying the project.

Critical Path

    The path (or paths) in the network diagram, from start to finish, on which all the activities have zero total and free floats, is called Critical Path.

It is the longest path (or paths) from start to finish in a net work diagram.

It gives minimum normal time to complete a project.

It is usually marked by double lined arrows in a network diagram.

Critical Path Method

 The critical path method is a schedule network analysis technique that is performed using the schedule model.  Calculates the theoretical early start and finish dates, and late start and finish dates, for all schedule by performing a forward pass analysis and a backward pass analysis through the project schedule  Calculated early start and finish dates, and late start and finish dates, may or may not be the same on any network path since total float, which provides schedule flexibility, may be positive, negative, or zero.  On any network path, the schedule flexibility is measured by the positive difference between early and late dates, and is termed “total float.” 32

 Critical paths have either a zero or negative total float, and schedule activities on a critical path are called “critical activities.”  Adjustments to activity durations, logical relationships, leads and lags, or other schedule constraints may be necessary to produce network paths with a zero or positive total float.  Once the total float for a network path is zero or positive, then the free float — the amount of time that a schedule activity can be delayed without delaying the early start date of any immediate successor activity within the network path — can also be determined.

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Forward Pass

  Earliest Start Time (ES)  earliest time an activity can start  ES = maximum EF of immediate predecessors Earliest finish time (EF)  earliest time an activity can finish  earliest start time plus activity time EF= ES +

t

Backward Pass

 Latest Start Time (LS) Latest time an activity can start without delaying critical path time LS= LF -

t

 Latest finish time (LF) latest time an activity can be completed without delaying critical path time LS = minimum LS of immediate predecessors

CPM analysis

     Draw the CPM network Analyze the paths through the network Determine the float for each activity  Compute the activity’s float float = LS - ES = LF - EF  Float is the maximum amount of time that this activity can be delay in its completion before it becomes a critical activity, i.e., delays completion of the project Find the critical path is that the sequence of activities and events where there is no “slack” i.e.. Zero slack  Longest path through a network Find the project duration is minimum project completion time

CPM Example:

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CPM Network

a, 6 b, 8 c, 5 f, 15 g, 17 i, 6 h, 9 j, 12 d, 13 e, 9

CPM Example

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ES and EF Times

f, 15 g, 17 0 a, 6 6 0 b, 8 8 0 c, 5 5 d, 13 e, 9 i, 6 h, 9 j, 12

CPM Example

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ES and EF Times

0 a, 6 6 f, 15 6 21 g, 17 6 23 0 b, 8 8 0 c, 5 5 i, 6 d, 13 8 21 e, 9 5 14 j, 12 Intensive course on Project Management h, 9

CPM Example

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ES and EF Times

0 a, 6 6 0 b, 8 8 0 c, 5 5 f, 15 6 21 g, 17 6 23 d, 13 8 21 e, 9 5 14 i, 6 23 29 h, 9 21 30 j, 12 21 33 Project’s EF = 33

CPM Example

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LS and LF Times

0 a, 6 6 0 b, 8 8 0 c, 5 5 f, 15 6 21 6 23 g, 17 d, 13 8 21 i, 6 23 29 27 33 j, 12 h, 9 21 30 24 33 21 33 21 33 e, 9 5 14

CPM Example

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LS and LF Times

a, 6 0 6 4 10 b, 8 0 0 8 8 c, 5 0 5 7 12 f, 15 6 21 18 24 g, 17 6 23 10 27 d, 13 8 21 8 21 e, 9 5 14 12 21 i, 6 23 29 27 33 j, 12 h, 9 21 30 24 33 21 33 21 33

CPM Example

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Float

a, 6 3 0 0 6 3 9 b, 8 0 0 8 8 7 c, 5 0 5 7 12 4 3 6 21 6 23 9 24 g, 17 10 27 4 i, 6 3 23 29 27 33 d, 13 h, 9 21 30 24 33 j, 12 0 8 21 8 21 0 21 33 21 33 e, 9 7 f, 15 5 14 12 21 Intensive course on Project Management

CPM Example

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Critical Path

a, 6 b, 8 c, 5 f, 15 g, 17 d, 13 e, 9 i, 6 h, 9 j, 12

CPM Example-Solve by Assuming durations

Install rough electrical & plumbing 6 Pour basement floor Install drains 1 Excavate & pour footings 2 Pour foundation 3 Erect frame & roof 7 4 Install cooling & heating Lay brickwork 8 Install drywall 9 Lay flooring Finish carpeting 5 10 11 Install kitchen equipment Finish roof Install finished plumbing 12 Paint 16 Finish electrical work

Project Network for House Construction

(AOA network) Lay storm drains 14 Install roof drainage Finish grading 15 13 17 Finish floors Pour walks; Landscape 18