THUYLOI UNIVERSITY

FACULTY OF CIVIL ENGINEERING

Division of Construction Technology and Management

CHAPTER 4
CONSTRUCTION SCHEDULING
Assoc. Prof. NGUYEN Trong Tu
Email: nguyentrongtu@tlu.edu.vn
Tel: 0945055455
A Starting Point for Success
 The customer (or client) expects that work is

completed on time with the highest quality of

product and within the budget

 Owner’s may expect adders or change orders to a

project development but they really do not like

them.
1. Better utilization of the available time
2. An opportunity to increase or maximize profits
3. Better ability to control and project cash flow
4. An atmosphere of organization
5. An opportunity to better manage resources
6. The ability to forecast workloads
7. The ability to better estimate future profit
margins
8. The respect of your colleagues and clients (they
will marvel at you organization skills)
9. Reduced stress (personal)
10. Better ability to communicate efficiently
11. Reduced lead-time problems
12. Better accounting
13. Less risk of the assessment of unanticipated
damages for lack of performance
 Establish the overall project goals
 Divide the overall project in to identifiable
projects
 Reduce the projects to manageable short term
tasks
 Communicate with the team
 Empower yourself and the team to complete the
tasks and goals
 Approach each problem objectively and
creatively
 Act instead of React to problems and issues
 Be prepared to adjust the scheduling for
unforeseen issues
 Keep your eye on the prize
 Establish your goals and the orderly

steps required to reach those goals.

 Motivate the team members to work toward

described goals and to work together for the

successful project completion

 Emphasize teamwork… the goal is reached by

team effort and not a particular individual

accomplishment
 Communicate, communicate,

communicate!

 Share all information such that there

is no question of responsibility
 If you can not visualize how a project may be

accomplished given the resources that are

available, it is unlikely that the goal will be

reached.
 Making assumptions based on known
fact and/or the Best Information
Available
 Planning is based on an objective
evaluation of all of the potential
alternatives
 Develop a Plan using the Alternatives having
the greatest promise of success
considering:
1. Availability of Labor, Materials, and
Equipment
2. Time allowed, existing site conditions,
weather history
3. Client
4. Potential for Failure
1. Consume time
2. Consume Resources
3. Have a defined Duration
4. May be assigned
5. May be measured
1. Clearing and Site Preparation
2. Grading
3. Drive Piles
4. Construct Abutments
5. Place Pier Caps
6. Place Stringers
7. Install Decking
1. Measure and evaluate repair needed
2. Select paint and paint colors
3. Move furniture
4. Clean, scrap and prepare wall surfaces
5. Mask and tape the room to be painted
6. Apply first coat
7. Allow appropriate drying time
8. Apply second coat
1. Allow drying time
2. Touch-up
3. Clean brushes and rollers
4. Remove masking and tape
5. Clean working debris
6. Move furniture into room
1. Survey
2. Permits
3. Clearing, grading
4. Excavate Foundations
5. Construct foundations
6. Rough-in Utilities
7. Stem wall and pier construction
8. Floors and floor slabs
9. Framing
10. Roofing/Sheathing
11. Wiring
12. HVAC
13. Plumbing
14. Insulation
15. Drywall
16. Cabinets/casework
17. Windows/doors
18. Exterior veneer (siding/masonry)
19. Painting
20. Fixtures/Appliances
21. Floor Coverings
22. Concrete Flatwork
23. Finish Grading
24. Landscaping
 Identify the project tasks according to
duration or time required from start to finish
 Schedules are most appropriately established
using the same unit of time
 Hours
 Working Days
 Days
 Weeks
 Months
 Bar charts do not necessarily show the
details of project sequencing or critical
activities. Bar charts can show the planned
duration of a project in relationship to the
actual duration of a project to easily
determine if a project is progressing normally
or is behind.
 Essential planning or critical work
 The inter-relationships of activities,
particularly critical activities
 Focuses on critical tasks that control the
project’s duration
 Shows when additional resources are needed
 Provide feedback for planning of future
projects
  Activity logic diagramming of CPM scheduling
sets forth an evaluation of the project
activities and their relationship to others.
 It determines when the activity can be
started and which projects must be
completed prior to it being started.
 Predecessor Activities
AOA- Activity on Arrow
 Identifies those activities that may occur at
the same time or concurrent activities
 Identifies those activities that may not be
started until the given activity is completed or
successor activities
Activity (arrows): (1-2); (2-5)
T(1-2) = 3 (days)
L1,3,6,8 = 2+3+4= 9
L1,3,5,6,8 = 2+1+4+4 = 11
L1,2,3,6,8= 3+2+3+4 = 12
L1,2,3,5,6,8=3+2+1+4+4 =14
L1,2,3,5,8= 3+2+1+2=8
…
L1,2,5,6,8= 3+5+4+4 = 16
…
L1,2,4,7,8= 3+1+2+3=9

Longest road = ? = L1,2,5,6,8=16

 Critical path is road 1,2,5,6,8
 The length (duration) of critical path is 16 (days)
 Identifies those activities that may not be
started until the given activity is completed or
successor activities
 Defines the longest duration or the minimum
project time that will be required to complete
the project
 Critical path may not be reduced without
reducing the duration required for a critical
path task
 Once the project activities are organized in a
logical order, the planner determines the
earliest date that an activity may be started and
the latest time that it can be in progress.
 Coupling the earliest date that a project task
may be started with its duration determines the
earliest date that it can be finished or the
“Forward Pass” for the task.
 The late start coupled with the late finish
project represents the latest schedule for the
activity and yet stay within the critical path for
the activity.
 The coordination of the latest finish time of the
last project backward through the logical
activity constitutes a Backward Pass to
determine the latest than any activity may be
started in order to complete the project on
time.
Early Start
ESn = Max (EF)n-1

 Early Finish
EFn = ESn + Dn
 Late Finish
LFn = Min (LF)n+1 –Dn+1
 Late Start ES1-3 = 0
ES3-6 = Max {(1-3); (1-2-3)}
LSn = LFn - Dn =Max {(1-3); (1-2-3)}
= Max{2; (3+2)} = 5
ES3-6 = 5
EF3-6 = 5 +3 = 8
Critial path Lcp = 16 => LF5-8 =16
Total Fload
TFn = LSn – ESn

=> Critical path is longest part of the network.

Critial path Lcp = 16 => LF5-8 =16
LFn = Min (LF)n+1 –Dn+1 LF5-6 =LF6-8 -D6-8 =16 – 4 = 12
LF6-8 = 16 LF3-5 = Min {(LF5-6 - D5-6); (LF5-8 -D5-8)}
LF5-8 = 16 =Min {(12- 4); (16-2)} Determine for each activity:
LF7-8 = 16 = Min{8; 14} = 8 ES, LF, TF
 The critical path through a schedule network
is the longest duration path through the
project network. It assumes that the early
start and late start for the activity are the
same and that the early finish and the late
finish for the activity are the same.

Determine for each activity:

ES, LF, TF
 LẬP KẾ HOẠCH TIẾN ĐỘ THI CÔNG THEO SƠ ĐỒ MẠNG

Các thông số của sơ đồ mạng lưới

34
 LẬP KẾ HOẠCH TIẾN ĐỘ THI CÔNG THEO SƠ ĐỒ MẠNG

Các thông số của sơ đồ mạng lưới

35
 Activity on Arrow - AOA
  Activity on Node - AON

Early start: ES; Early Finish : EF

Late start : LS ; Late Finish : LF

ES A EF C D F H

LS 2 LF 6 3 8 9

E G
5 6

0 A 2 C 8 13 F 21 21 H 30
2 8 D 11
0 2 2 2 6 8 3 13 8 21 21 9 30
10 13

8 E 13 13 G 19

8 5 13 15 6 21
Early Start
ESn = Max (EF)n-1

 Early Finish
EFn = ESn + Dn
 Late Finish
LFn = Min (LF)n+1 –Dn+1
 Late Start
LSn = LFn - Dn
Total Fload
TFn = LSn – ESn

=> Critical path is longest part of the network.

 Activities that are not on the critical path will
contain time referred as float.
 Float is the duration of time that is available to
complete a project beyond the task’s duration.
 Free float is the time available that will not
delay the start of any succeeding activity.
 Interfering float is the delay available to an
activity but the delay will delay the start of a
succeeding activity
 Project activities are interactive.
 In diagramming it is necessary to denote the
time relationship that exists between
projects.
 Non Working time may be necessary for a
task to allow time for material curing or
testing that must be completed before the
task may be continued or used
 Schedules must take into account non-
working days such as week-ends or holidays
 Schedules should take into account the
unpredictable weather occurrences as well as
the time delay potential following a weather
event
 The activities are to be organized potentially
on a bar chart to show their duration and
their precedence
 The activities are to be scheduled according
to the resources of personnel and equipment
that will be available
 Set up a balance to level the resources
throughout the project.
 If a project schedule must be shortened, what
additional resources are needed to expedite,
compress or crash the job in order to keep it
on schedule?
 Crashing a project or efforts to shorten the
schedule for the project to stay on time will
come with the obligation of additional costs.
 Velocity diagrams are used to estimate the
time or duration of a task and the rate of its
progress
 R = Q/T
 Planned production rate (R) = Quantity of
work (Q)/ estimated duration (T)
 How much work can be accomplished within
a given work day?
 By using the production rates, the contractor
and the construction manager can determine
the time and duration of resources for the
overall project completion. In order to
accomplish the linear scheduling it is required
to:
1. Identify the activities
2. Estimate the activity production rates
3. Develop an activity sequence.
4. Draft a linear schedule.