Project Planning & Scheduling - Mansosp.mans.edu.eg/elbeltagi/IEN314P Ch4.pdf · Construction methods Activities Relationshipsamongactivities Methodstatement Responsibility ... Project

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Project Planning & Scheduling

Project Planning & Scheduling

14/10/2016 Emad Elbeltagi 2

Project PlanningProject PlanningPlanning Inputs and OutputsPlanning Inputs and Outputs

Contract informationDrawings

SpecificationsAvailable resources

Bills of quantitiesSite reports

Organizational dataConstruction methods

ActivitiesRelationships among activitiesMethod statementResponsibilityReporting levelsProject network diagramActivities durationActivities cost

INPUTS OUTPUTS

PLANNING

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Project PlanningProject PlanningPlanning Major stepsPlanning Major steps

Determination of Project Activities (WHAT)

Establishment of Logic; Relationships and overlap (How)

Presentation (Table, Network, Chart, …)

Estimate Activities’ Duration and Cost (When)

Determination of Project Activities (WHAT)

Establishment of Logic; Relationships and overlap (How)

Presentation (Table, Network, Chart, …)

Estimate Activities’ Duration and Cost (When)


Project PlanningProject PlanningWork Breakdown Structure (WBS)Work Breakdown Structure (WBS)

The WBS is a hierarchical structure which is designed to logically sub-divide all the work-elements of the project into smaller elements.

The WBS is a hierarchical structure which is designed to logically sub-divide all the work-elements of the project into smaller elements.

House

Civil Plumping Electrical

Foundations Walls/Roof

Piping

H/C Water

Wiring Finishing

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Project PlanningProject PlanningWork Breakdown Structure (Why)Work Breakdown Structure (Why)

Prepare project plan Identifying Activities Scheduling Identifying cost & schedule at various levels of

details Time & cost control Identifying individual or departmental responsibilities

Prepare project plan Identifying Activities Scheduling Identifying cost & schedule at various levels of

details Time & cost control Identifying individual or departmental responsibilities


Project PlanningProject PlanningProject ActivitiesProject Activities

Project is divided into segments of work called activities

Activity: Time-consuming single work element

Guidelines for project breakdown: by: area of

responsibility, structural element, category of work, etc.

Level of details depends on: planning stage, size of the

project, complexity of the work, etc.

Project is divided into segments of work called activities

Activity: Time-consuming single work element

Guidelines for project breakdown: by: area of

responsibility, structural element, category of work, etc.

Level of details depends on: planning stage, size of the

project, complexity of the work, etc.

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Project PlanningProject PlanningProject ActivitiesProject ActivitiesTypes of construction activities:

Production: taken directly from drawings and/or

specifications

Management (Approvals, site establishment, …etc).

Procurement (equipment delivery, material

procurement)

Types of construction activities:

Production: taken directly from drawings and/or

specifications

Management (Approvals, site establishment, …etc).

Procurement (equipment delivery, material

procurement)


Project PlanningProject PlanningProject ActivitiesProject Activities

Example (Double Span Bridge):

Precast beams

Deck slab

Road base left Road base right

Hand rail

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Code Description

10 Set-up site -

14 Procure RFT -

16 Procure P.C. Beams -

20 Excavate left abutment -

30 Excavate right abutment -

40 Excavate central pier -

50 Foundation left abutment -

60 Foundation right abutment -

70 Foundation central pier -

80 Construct left abutment -

90 Construct right abutment -

100 Construct central pier -

110 Erect left P.C. Beams -

120 Erect right P.C. Beams -

140 Fill left embankment -

150 Fill right embankment -

155 Construct deck slab -

160 Left road base -

170 Right road base -

180 Road surface -

190 Bridge railing -

200 Clear site -


Project PlanningProject PlanningActivities RelationshipsActivities Relationships The order in which project activities are to be performed

Which activity(ies) must be completed before an activity

can start

Which activity(ies) can not start until activity completion

Which activity(ies) have no logical relations

Logic constraints: Physical, and Resources

The order in which project activities are to be performed

Which activity(ies) must be completed before an activity

can start

Which activity(ies) can not start until activity completion

Which activity(ies) have no logical relations

Logic constraints: Physical, and Resources

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Project PlanningProject PlanningPredecessorsPredecessors

Controls the start or finish of another activity Controls the start or finish of another activity

SuccessorsSuccessors Depends on the start or finish of another activity Depends on the start or finish of another activity

Predecessor to Act. B

Successor to Act. B


Project PlanningProject PlanningType of Activities RelationshipsType of Activities Relationships

Four Types:Finish to Start (FS) Finish to Finish (FF)Start to Start (SS) Start to Finish (SF)

FS FF

SS SF

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Finish-StartWhen A finishes, then B can startDefault Relationship

AFirst Activity

BSecond Activity



Start-StartWhen A starts, then B can start

AFirst Activity

BSecond Activity

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Finish-FinishWhen A finishes, then B can finish

AFirst Activity

BSecond Activity



Start-FinishWhen A starts, then B can finish

AFirst Activity

BSecond Activity

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Project PlanningProject PlanningOverlapsOverlapshow much a particular activity must be completed before a succeeding activity may start Used for activities not using the same type of resources With a value less than the duration of the preceding activity

+ve overlap (-ve lag) -ve overlap (+ve lag)

Code Description Predecessors

10 Set-up site ---

14 Procure RFT ---

16 Procure P.C. Beams ---

20 Excavate left abutment 10

30 Excavate right abutment 10

40 Excavate central pier 10

50 Foundation left abutment 14, 20

60 Foundation right abutment 14, 30

70 Foundation central pier 14, 40

80 Construct left abutment 50

90 Construct right abutment 60

100 Construct central pier 70

110 Erect left P.C. Beams 16, 80, 100

120 Erect right P.C. Beams 16, 90, 100

140 Fill left embankment 80

150 Fill right embankment 90

155 Construct deck slab 110, 120

160 Left road base 140

170 Right road base 150

180 Road surface 155, 160, 170

190 Bridge railing 155

200 Clear site 180, 190

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Project PlanningProject PlanningProject networks: AONProject networks: AON

AOA Activity represented as nodes

10A

Activity number

Activity name


Project PlanningProject PlanningProject networks: AONProject networks: AON

B depends on A10A

20B

C depends on A and BD depends on C

30C

10A

20B

40D

B depends on AC depends on BD depends on B

10A

20B

40D

30C

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Project PlanningProject PlanningProject networks: ExampleProject networks: Example

Activity Predecessors

ABCDEFG

--

A, BCCD

D, E


Project PlanningProject PlanningProject networks: Example (AON)Project networks: Example (AON)

EFG

Finish

CD

D, EF, G

SS(C)+1 = 4SS(D)+1 = 4Highest of [SS(D), SS(E)] = 5Highest of [SS(F), SS(G)] = 5

Calculate the Sequence step

Start - SS(Start) = 1A - SS(Start) +1 = 2B - SS(Start) +1 = 2C A, B Highest of [SS(B), SS(A)] = 3D C SS(C) +1 = 4

Activity Predecessor Sequence step (SS)

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Project PlanningProject PlanningProject networks: Example (AON)Project networks: Example (AON)

Sequence step 1 2 3 4 5 6


Project SchedulingProject Scheduling

Scheduling = Planning + timeScheduling = Planning + timeWhy construction schedule?

Knowing activities timing and project completion time

Having resources available on site in the correct time

Making corrective actions if schedule shows that the plan will result in late completion

Assessing the value of penalties on project late completion

Determining project cash flow

Evaluating effect of change orders on project completion

Determining value pf project delay and the responsible parties

Why construction schedule?

Knowing activities timing and project completion time

Having resources available on site in the correct time

Making corrective actions if schedule shows that the plan will result in late completion

Assessing the value of penalties on project late completion

Determining project cash flow

Evaluating effect of change orders on project completion

Determining value pf project delay and the responsible parties

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Project SchedulingProject SchedulingThe Critical Path Method (CPM)The Critical Path Method (CPM)

Most Widely used method for project scheduling

Calculates the minimum completion time for a project

Calculates activities timings

Computer programs use CPM , handle large projects

Forward path

Backward path

Float calculations

Critical activates

Most Widely used method for project scheduling

Calculates the minimum completion time for a project

Calculates activities timings

Computer programs use CPM , handle large projects

Forward path

Backward path

Float calculations

Critical activates


Project SchedulingProject SchedulingThe Critical Path Method (CPM)The Critical Path Method (CPM)

What creates activities’ timings?

Consider the example of traveling to Alex.

Travel to Cairo 2 hours at 10 AM

Meeting for 2 hours

Travel to Alex 3 hrs

Meeting for 2 hrs staring at 6 PM

What creates activities’ timings?

Consider the example of traveling to Alex.

Travel to Cairo 2 hours at 10 AM

Meeting for 2 hours

Travel to Alex 3 hrs

Meeting for 2 hrs staring at 6 PM

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Project SchedulingProject Scheduling2. CPM for Activity on Nodes (PDM) 2. CPM for Activity on Nodes (PDM)

Forward path

ES for the first Activity = 0

EFi = ESi + di

ESj = EFi - overlapij

Forward path

ES for the first Activity = 0

EFi = ESi + di

ESj = EFi - overlapij

Backward path

LF for the last activity = its EF

LSj = LFj - dj

LFi = LSj + overlapij

Backward path

LF for the last activity = its EF

LSj = LFj - dj

LFi = LSj + overlapij

i (di)LSi LFi

ESi EFij (dj)

LSj LFj

ESj EFjoverlapij


Project SchedulingProject Scheduling

ExampleExample2. PDM2. PDM

A (3)

D (6)

C (4) E (5)

B (3)

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Project SchedulingProject SchedulingBar Chart (Gantt Chart)Bar Chart (Gantt Chart)

Time versus activity chart

Simple representation and easy to read

Early bar chart

Time versus activity chart

Simple representation and easy to read

Early bar chart

d=3

ES = 0 d=3 TF=3ES=3

d=4 TF=2ES=3

d=6 ES=3

d=5ES=9

A

B

C

D

E

Activity

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Time



It can use calendar dates It can be drawn using late start times Late start bar chart

It can use calendar dates It can be drawn using late start times Late start bar chart

d=3

LF=3 d=3LF=9

d=4LF=9

d=6 LF=9

d=5LF=14

A

B

C

D

E

Activity

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Time

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It can be used for resource and cost analysis It can be used for resource and cost analysis


Project SchedulingProject SchedulingCriticism to Network TechniquesCriticism to Network Techniques

Duration driven schedule

Assumes resources are available

Can not deal with project deadline

Ignore project cost (minimum cost)

Use deterministic durations

Duration driven schedule

Assumes resources are available

Can not deal with project deadline

Ignore project cost (minimum cost)

Use deterministic durations

Documents

Project Planning & Scheduling - Mansosp.mans.edu.eg/elbeltagi/IEN314P Ch4.pdf · Construction methods Activities Relationshipsamongactivities Methodstatement Responsibility ... Project