Planning & Control Tools

Project Planning

Project Planning Project Planning

Planning in General : SWOT analysis
Characteristics of a good plan
S: Strengths
W: Weaknesses
O: Opportunities  Based on clearly definite and practical objectives
T: Threats  Simple
 Flexible
Objectives should be: SMART  Easy to control
 Provide proper standards
S: Specific
M: Measurable  Exploit existing resources, etc.
A: Achievable
R: Realistic
T: Timely

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 Project Planning Project Planning
Planning Inputs and Outputs
Planning Major steps
INPUTS OUTPUTS
Contract information Activities
 Determination of Project Activities (WHAT)
Drawings Relationships among activities
Specifications Method statement
 Establishment of Logic; Relationships and overlap (WHEN)
Available resources Responsibility
PLANNING Reporting levels
Bills of quantities  Presentation (Table, Network, Chart, …)
Project network diagram
Site reports
Activities duration
Organizational data  Estimate Activities’ Duration and Cost (HOW)
Activities cost
Construction methods

Project Planning Project Planning

Project Activities Project Activities

 Project is divided into segments of work called activities Types of construction activities:

 Activity: Time-consuming single work element  Production: taken directly from drawings and/or specifications

 Guidelines for project breakdown: by: area of responsibility, structural  Management (Approvals, site establishment, …etc).

 Procurement (equipment delivery, material procurement)

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 Planning Code
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Description
Set-up site
Predecessors
---
14 Procure RFT ---
16 Procure P.C. Beams ---
20 Excavate left abutment 10
Activities Relationships 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
 The order in which project activities are to be performed
90 Construct right abutment 60
100 Construct central pier 70
 Which activity(ies) must be completed before an activity can start
110 Erect left P.C. Beams 16, 80, 100
120 Erect right P.C. Beams 16, 90, 100
 Which activity(ies) can not start until activity completion
140 Fill left embankment 80
150 Fill right embankment 90
 Which activity(ies) have no logical relations
155 Construct deck slab 110, 120
160 Left road base 140
 Logic constraints: Physical, and Resources
170 Right road base 150
180 Road surface 155, 160, 170
190 Bridge railing 155
200 Clear site 180, 190

Project Planning Project Planning

Type of Activities Relationships Overlaps

Four Types:
Finish to Start (FS)
Start to Start (SS)
FS
Finish to Finish (FF)
Start to Finish (SF)
FF
how 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 -ve overlap (+ve

lag) lag)

SS SF

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 Project Planning Project Planning

Project networks: AOA Project networks: AOA

A B
5 1 1 B depends on A
Two Types: 0 5
 Activity-On-Arrow; AOA (Arrow Networks).
A C
 Activity-On-Node; AON (Precedence Networks): 5 10 15 C depends on A and B
B
5
AOA 15
B B depends on A
 Activity represented as arrows with start and finish nodes called A C C depends on A
5 10 15
Events
5 15
A C B depends on A and B
D depends on A and B
Activity A B 10 D
i j 15
j>i 5

Project Planning Project Planning

Project networks: AOA Project networks: AON

Dummy activity
 Activity with zero duration and no resources to adjust the network
AOA
A C A C
5 1 2 5 2 2  Activity represented as nodes
B 5 D 0 0Dummy 5
2 B D
1 C depends on A 5 1 1 3
0 and B 0 5 0
D depends on B
only A
A 5 15
5 15 Activity number
Dummy
B 10
B A
10 Activity name
Incorrect Correct
representation representation

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 Project Planning Project Planning
Project networks: AON Project networks: Example
10 20
A B
B depends on A

10 30 40
Activity Predecessors
C depends on A and
A C D
B
D depends on C A -
20 B -
B
30 C A, B
C D C
10 20 B depends on A
A B
E C
C depends on B
D depends on B F D
40 G D, E
D

Project Planning
Project networks: Example (AOA) Check - List

 It can take the form of a spread sheet or a simple table

form. For each activity, it can have the following:
 Duration needed to complete the activity.
 The immediately preceding activities to perform the logic sequence.
 Resources needed (labor, material & equipment).
 Quantity.
 Cost estimate.
 Starting dates & finishing dates.
 Actual progress.

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 Example of a check list
Bar Charts
Activity Start Finish
 It is a graphical presentation that is organized so

Proceeding
Quantity

Duration

Remark
activities
that:
Unit
No. description Plan actual Plan actual
1. All activities are listed in a column at the left.
1 Mobilization LS LS 5 ----- 1/12 3/12 6/12 9/12 Delay 2. A horizontal time scale is at the top & extends to
the right.
2 Excavation 400 m3 10 1 7/12 7/12 17/12 17/12 On 3. Activities are presented in bars that extend from
time activity schedule starting time to the finishing
3 PC. 200 m3 4 2 18/12 18/12 22/12 24/12 Delay time.
4. For progress reporting & control, another bar is
4 drawn for each activity to show the actual
performance time.

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 Two Types Of Bar Charts
 Type 1 assumes that progress on an activity
is a direct linear function of time.
 Type 2 progress may not be uniformly linear
and cumulative percentages are written at
the end of each basic time interval (day,
month, week,………..)
Advantages of bar charts
 Simple graphical presentation results in easy
general comprehension.
 Good for of communication in the building
industry with basic understanding usually founds
at all levels of management.
 Require less revision and updating than more
sophisticated system.
 It is especially helpful in turbulent early stage of
an engineering and construction project when
frequent changes and revisions are a fact of life.
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Types Of Bar Chart
Limitations Of Bar Chart
 Because of their broad planning nature, they
become very cumbersome as the number of line
activities, or bars increases.
 Logic sequence, interconnections and constrains
of various activities in the project is not
expressed in the diagram.
 It is difficult to be used for forecasting the
effects that changes in a particular activity will
have on the overall schedule, or even to project
the progress of an individual activity.
 It is therefore limited as a control tool.
 Progress Curves (S – Curves) Scheduled Cumulative Progress

100
15%
 It shows measures of cumulative progress 90

on the vertical axis against time on the 80

Cumulative progress (%)

70
Horizontal axis.
60
 Progress is measured in terms of volume 70% 50

of work, man hours, money, ... etc. 40

30
20
15% 10

0 1 2 3 4 5 6 7 8 9 10
25% 50% 25% Time (weeks)

Daily production Normal distribution

Development of a Progress Curve

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 Example:

Calculation for the scheduled cumulative progress for the first 3

weeks of the project whose bar graph appears in the following
bar chart

 End of third week

 End of first week Progress = (1.00 * 4.7) + (1.00 * 0.9)
[Activity 1]
+ (0.4 * 26.4)
Progress = (0.20 * 4.7) = 0.9%
= 16.2%
 End of second week

[Activity 1] [Activity 2] [Activity 3]

Progress = (0.7 * 4.7) + (0.6*0.9) + (0.15*26.4)
= 7.8%

750/15900

20% 70%

60%

15% 40%

15900 Lab-hrs

Work Shifted early

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 Peak Financing

10
 % Delay

Delay
Lead

Project Scheduling
Scheduling = Planning + time

Why construction schedule?

 Knowing activities timing and project completion time

 Having resources available on site in the correct time

Project Scheduling  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 Scheduling Project Scheduling
The Critical Path Method (CPM) 1. CPM for Activity on Arrows

LTj
 Most Widely used method for project scheduling ETi LTi ETj
x
 Calculates the minimum completion time for a project
i dx j
 Calculates activities timings
Forward path Backward path
 Computer programs use CPM , handle large projects
 ET for the first node = 0  LT for the last node = its ET
 Forward path
 ETj = ETi + dx  LTi = LTj - dx
 Backward path
 ESx = ETi  LFx = LTj
 Float calculations
 EFx = ESx + dx  LSx = LFx - dx
 Critical activates

Project Scheduling Project Scheduling

1. CPM for Activity on Arrows
1. CPM for Activity on Arrows
ES = ETi ETj LF =
LTj ES EF=ES+d Total Float
Critical activities & critical path
d
 Activities with TF = 0 are critical
ES Total Float LS=LF-d
LF  These activities need special attention during construction
d
d Free Float (FF)  A set of critical activities for a critical path

Total time available for the activity = LF - ES  the critical path is a continuous path of critical activities
 TF = LF – EF = LS – ES
 The critical path is the longest one in the network
 FF = ETj – ETi – d
 More than critical path can be formed
= smallest ES (of succeeding act.) – EF (of current act.)

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 Project Scheduling Project Scheduling

1. CPM for Activity on Arrows 2. CPM for Activity on Nodes (PDM)

Example
ESi EFi ESj EFj
overlapij
i (di) j (dj)
LSi LFi LSj LFj
5

B d1
3
Forward path Backward path
A C E
1 3 9 11
d=3 4 5  ES for the first Activity = 0  LF for the last activity = its EF
D d2
6  EFi = ESi + di  LSj = LFj - dj
7 ESj = EFi - overlapij
  LFi = LSj + overlapij

Project Scheduling Project Scheduling

2. PDM 3. Time-Scaled Diagram
B (3)  Activities are drawn to scale according to its duration
Example
 Relationships are represented using Horizontal or vertical lines

 It can be drawn using calendar dates

 Activities times can read directly form the chart

A (3) C (4) E (5)
 It can be used to calculate resource usage or cost

1 2 3 4 5
6 7
B
3 1
D (6) A C
3 4

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 Project Scheduling Project Scheduling
3. Time-Scaled Diagram Bar Chart (Gantt Chart)
 A (3 days) has no predecessor  Time versus activity chart
 B (3 days), C (4 days), & D (6 days) depend on A  Simple representation and easy to read
 E ((5 days) depends on B, C, and D  Early bar chart
1 2 3 4 5 6 7 8 9 10 11 Activity
12 13 14 d=3
B
A
ES = 0 d=3 TF=3
ES=3
B d=4 TF=2
A C E
4 ES=3
3 C
5 d=6
D ES=3
D
3
6 Ed=5
ES=9
0 1 2 3 4 5 6 7 8 9 10 11 12 13
14 Time

Project Scheduling Project Scheduling

Bar Chart (Gantt Chart)
Bar Chart (Gantt Chart)  It can be used for resource and cost analysis
 It can use calendar dates
 It can be drawn using late start times
 Late start bar chart
Activity
d=3
A
LF=3 d=3
LF=9
B d=4
C LF=9
d=6
D LF=9

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

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 Contractual Relationships Traditional
Owner
 There are numerous alternative contractual approaches
(Delivery Methods) to bring together a team for the General
design and construction of a project. Designer
Contractor
 The principle categories include:
1. The traditional approach.
Own Forces
2. The owner-builder. Subcontractors
Work
3. Turnkey.  Separate Designer.
 Single General Contractors.
4. Professional Construction management  Numerous Subcontractors.
5. Project Management  Fixed price, unit price, guaranteed maximum, or cost
plus fixed fee construction contract
 Negotiated professional fee for design services.

Turnkey
Owner – Builder Design–Build Design–Manage

Owner Owner
Owner
Engineer
Contractor/ Engineer/ Construction
Design Construction DB Firm Manager
Department Department
General Design Construction
Design
Contractor Manager

Contractors & Optional Own Subcontractors

Own forces
work
Subcontractors Forces Work
 Single firm responsible for both design
and construction.
 Owner responsible for design and construction.  Specialty subcontractors.
 Optional own forces work contractors and Subcontractors.  Fixed price, guaranteed maximum, or
 Fixed price, unit price, or negotiated construction contract cost plus a fee design-construction
contract
Independent
contractors
 Single firm responsible for both design
and construction.
 Fixed price or negotiated individual
construction contracts or subcontracts.
 Fixed price, guaranteed maximum, or
cost plus a fee design-construction
contract

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 Professional Construction Manager
General Contractor Construction Manager

Owner Owner
General
Design Contractor acting Construction
Design
as construction Manager
manager
A number of independent
Subcontractors contractors

 Three-party team of owner, separate

designer, and general contractor acting as a
construction manager.
 Fixed price or negotiated independent
subcontracts.
 Construction manager usually acting as
agent for owner.
 Negotiated professional fee for
construction management services with
cost reimbursement for subcontractors.
 Negotiated professional fee for design
services.
 Three-party team of owner, designer, and
construction manager.
 Fixed price or negotiated individual
construction contracts directly with owner.
 Construction manager may act as owner’s
agent to extent delegated .
 Negotiated professional fee for
construction management services.
 Negotiated professional fee for design
services.

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