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Project Planning: Planning and Scheduling Techniques Planning and Scheduling Techniques
Project Planning: Planning and Scheduling Techniques Planning and Scheduling Techniques
Project Planning: Planning and Scheduling Techniques Planning and Scheduling Techniques
Project Planning
y Project ‘‘a temporary endeavor undertaken to
Project Life Cycle Five Process group
Project monitoring and control
Project closure
Project closure
● Tracking progress
● Verifying that all of the work has been
● Comparing actual outcome to accomplished
predicted outcome ● Contractual closure of the contract
● Analyzing variances and impacts ● Financial closure of the charge numbers
● Making adjustments ● Administrative closure of the paper work
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Planning Planning
y Planning involves the breakdown of the project into y Plans involve four main steps:
definable, measurable, and identifiable 1. Performing breakdown of work items involved in the
tasks/activities, and then establishes the logical project into activities.
interdependences among them. 2. Identifying the proper sequence by which the activities
y Planning answers the following questions: should be executed.
y What is to be done? 3. Activities representation.
y How to do it? 4. Estimating the resources, time, and cost of individual
y Who does it?
Wh d it? activities.
y “when” (in general terms: start and finish). y Planning requires a rigorous effort by the planning
team.
Planning Scheduling
y The inputs and outputs of the planning process are: y Project scheduling is the determination of the timing
and sequence of operations in the project and their
assembly to give the overall completion time.
y To calculate the project completion
y To calculate the start or end of a
specific activity Why
y To predict and calculate the cash flow
p scheduling ?
scheduling ?
y To improve work efficiency
y To resolve delay claims
y To serve as an effective project control
tool
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Common Scheduling techniques Work Breakdown Structure (WBS)
y The scheduling techniques widely used in construction y The WBS is described as a hierarchical structure which
management are: is designed to logically subdivide all the work‐
y Network Analysis CPM/PERT, Bar Charts elements of the project into a graphical presentation.
y Line of Balance and Resource levelling y WBS is used to break down the project from one main
y Others (Q‐scheduling, etc..) and relatively big entity into smaller, defined,
manageable and controllable units, usually called
work groups or tasks.
y A list of project’s activities is developed from the work
A li t f j t’ ti iti i d l df th k
packages.
y Example a house construction project
Level 1 (full scope )
House
1.0 OBS
y The WBS elements at various levels can be related to the contractor’s
organizational breakdown structure (OBS), which defines the different
Level 2 Structural fine Electrical Plumbing responsibility levels and their appropriate reporting.
p y pp p p g
Work works Works works
(trades) 1.1 1.2 1.3 1.4
Excavation Backfilling
1.1.1.1.1 1.1.1.1.2 Level 5
(activity)
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Activity Example: Double‐span bridge
y Production activities: activities that involve the use of y Figure below shows a double‐span bridge. Break the
resources such as labor, equipment, material, or construction works of the bridge into activities.
subcontractor. (e.g: excavation, formwork,
reinforcement, concreting, etc)
y Each production activity can have a certain quantity of
work, resource needs, costs, and duration.
y Other activities are:
y Procurement activities
P i ii
y Management activities
Example: Double‐span bridge Activity relationships
y To identify the relationships among activities,
y Which activities must be finished before the current one
can start?
y What activity(ies) may be constructed concurrently with
the current one?
y What activity(ies) must follow the current one?
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Example Example
y Suppose that a site preparation and concrete slab y Precedence relations for Example above:
foundation construction project consists of nine different
activities:
y A. Site clearing (of brush and minor debris),
y B. Removal of trees,
y C. General excavation,
y D. Grading general area,
y E. Excavation for utility trenches,
y F. Placing formwork and reinforcement for concrete,
g
y G. Installing sewer lines,
y H. Installing other utilities,
y I. Pouring concrete.
y HW :Determine the relationships between activities of the
Double span bridge project
Logical relationship considering resource Logical relationship considering resource
constraints constraints
y For efficient use of resources or in case of constrained
resources, it might be beneficial to consider the
resources when determining the logical relationship
among the activities that use the same resources.
y Example: consider construction a simple project
consists of three units and each unit has three
sequential activities
y Logical relationships considering constrained and unconstrained
resources
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Types of activities relationships Types of activities relationships
y Relationships are defined from the predecessor to the y b) Finish to finish (FF).
successor activity. y The finish of the successor activity depends on the finish of
the current activity.
y Four types of relationships exist
y Can be used where activities can overlap to a certain limit.
y a) Finish to start (FS).
y The successor activity can begin only when the current Erect Remove
scaffolding Old paint
activity completes.
y Example: the plaster must be finished before the tile can FF/1
start.
t t
sanding
Plaster Tile
FF/2
Dismantle
painting inspect scaffolding
Types of activities relationships Types of activities relationships
y c) Start to start (SS). y d) Start to finish (SF).
y The start of the successor activity depends on the start y The successor activity cannot finish until the current
of the current activity. activity starts (illogical)
i i (ill i l)
y Typically used with delay time or Lag
y Uncommon
5 SF
SS
Order
Set Clean floor concrete
tile area
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Two classic representations
Networks
• AOA: Activity on Arrow
• A network is a logical and graphic representation of the
activities (and events) composing a project
activities (and events) composing a project. • AON:
AON: Activity on Node
Activity on Node
• A project network is a set of arrows and nodes. • A matter of preference which one to use
• Network diagrams are the preferred technique for showing • Each Activity labeled with Identifier (usually a letter/code)
activity sequencing. and duration (in std. unit like days)
• There are two ways that are commonly used to draw a • There is one start & one end event
network diagram for a project.
• Time goes from left to right
Activity‐on‐arrow (AOA) Basic Logic Patterns for Arrow Diagrams
y Also called arrow diagramming method (ADM)
network diagram or (I‐J) method (because activities
are defined by the form node, I, and the to node, J)
Node (Event) i Node (Event) j
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4 A
A B C
2 4 10 12 B 6 8
2
Activity C depends upon the completion of both Activities A & B
(b) Independent Activities
(d) A Merge
B 6
A B A
3 6 9 2 4
C
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(c) Dependent Activities
Activities B and C both depend upon the completion of Activity A
(e) A Burst
Information required for drawing networks
Activities C and D both depend upon the completion of activities A and B •Each
Each event should have preceding and succeeding
event
(f) A Cross
•commencement completion
•Events should have a distinct number
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Example Solution
Draw the arrow network for the project given next.
B 30 D
Activity IPA
A ‐
B A 10 A 20 40 E 50
C A
D B C
E C,D
Some rules/laws
y The Network must have definite points of beginning and
finish.
fi ih
y There should not be a loop formation in a network, No
activity should lead back to previous activity “No looping”
y Not more than one activity should have the same
preceding and succeeding events, i.e only one activity
may connect any two events.
may connect any two events.
y To ensure that each activity is uniquely numbered, it may
be necessary to introduce dummy activity
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y The Network must be continuous. No activity should
be disconnected. Dummy activity (fictitious)
• The dummy activity is an activity with zero duration,
consumes no resources, drawn as dashed lines, and
j g
used to adjust the network diagram.
• A dummy activity is also used when one activity
depends upon two preceding activities and another
activity depends only upon one of these two
preceding activities
Dummy activity (fictitious) Example
• Used to maintain unique numbering of activities.
Draw the arrow network for the project given next.
A
Activity IPA
Divide node to correct
4 10 A ‐
B A
B C A
(a) Incorrect Representation D B,C
4 A 10
Dummy B
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(b) Correct Representation
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42
Solution
Example
B Draw the arrow network for the project given next.
10 A 20 30 D 40
Activity IPA
C A ‐
B A
Improper solution C A
B 30
D B
Dummy
y E B,C
F C
10 A 20 40 D 50
C
proper solution
Removal of Redundant Dummies
Solution
Original Diagram Diagram after removal
of redundant dummies
B 30 D (a) A B A B
Dummy 1
10 A 20 50 E 60
Dummy 2
(b) A B A B
C 40 F
C C
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Removal of Redundant Dummies Redundant Relationship
Original Diagram Diagram after removal
of redundant dummies
Activity Depends Upon Immediately Preceding
A C Activity (IPA)
(c) A C
A ----- -----
B A A
B E B E C A, B B
A B C
(d) A C A C
Redundant
Relationship
B E B E
Activity List with Dependencies Removing Redundant Relationships:
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AOA Representation of the above example
NODE NETWORKS (AON)
L
J Activity number
25 Link 10 20
F A B
M H Activity name
15 40 45
G
a) Independent Activities
B E
5 20 35
D
A C 30 10 Link 20
10
0 B depends on A
A B
K
b) Dependent Activities
NODE NETWORKS (AON) NODE NETWORKS (AON)
10
A
30 40 C depends on A & B
C D D depends
d d on C A D
20 A D
B
B Start Finish
Dummy B Dummy
c) A Merge Relationship
C E C E
30
C
10 20 B depends on A
A B C depends on B e) Start & Finish Dummy Activities
40 D depends on B
D
d) A Burst Relationship
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53
Example Solution
Draw the node network for the project given next.
Activity IPA
A ‐
B D
B A
A E
C A
D B
E CD
C,D C
55
Example
Solution
Draw the node network for the project given next.
Activity IPA
B D
A ‐
B A
C A A PF
E
D B
Finish Dummy
E B,C
F C C F
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Recommendations for Proper Node Diagram Drawing
Recommendations for Proper Node Diagram Drawing
B A B
A
A
B
Incorrect Correct Improper proper
Recommendations for Proper Node Diagram Drawing Recommendations for Proper Node Diagram Drawing
Improper Proper
Improper Proper
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Recommendations for Proper Node Diagram Drawing Recommendations for Proper Node Diagram Drawing
A A A A
B PS B B B PF
C C C C
Improper Proper
Improper Proper
(a) Do not start
start a network with more than one node (a) Do not end
end a network with more than one node
Overlap or lag Lags and leads
y Overlap between activities (negative lag) is defined as y In some situations, an activity cannot start until a
how much a particular activity must be completed certain time after the end of its predecessor.
before a succeeding activity may start. y A typical example:
y A negative overlap (positive lag) means a “waiting 1. Form the concrete column
time” is required between the two activities 2. Install steel reinforcement (rebar).
3. Place the concrete
negative lag 4. Wait for the concrete to set (attain sufficient strength)
This is a Lag
This is a Lag
5. Strip the forms
positive lag
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Lags and leads Comparison between AOA and AON
y A lag is defined as a minimum waiting period between y Both networks can be used to represent a project
the finish (or start) of an activity and the start (or network,
fi i h) f it
finish) of its successor. y AON are more easily to draw and to read.
y A node network can accommodate such a lag if we y There is no need for the use of dummy activities in AON
simply put the lag on the relationship line between representation.
Place Concrete and Strip Forms
y AON allows for lag representation
y AON allows for the representation of the four types of
relationships while AOA allows only for the finish to start
relationships while AOA allows only for the finish to start
relationship. In AOA, an activity can only start when all
y Lead simply means a negative lag. It is seldom used in its predecessors have finished.
construction. A positive time gap (lag) means ‘‘after’’
and a negative time gap (lead) means ‘‘before.’’
Example AOA solution
y Construct an AOA and AON networks for the activities y Begin by drawing activities A, B and C as shown in (a)
listed y Placing activity G presents a problem shown in (b)
g y p p ( )
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AON solution
y Include project start and finish nodes
y Dummy activities are not required for expressing
y q p g
precedence relationships
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