Module 3 Notes

PE563
CONSTRUCTION AND
PROJECT MANAGEMENT
MODULE III
INTRODUCTION TO CONSTRUCTION SCHEDULING
PE-563 : Construction and Project Management C.A.T 1

Contents..
 Introduction to construction scheduling

techniques
 Bar chart / Gantt chart, Work break down
structure (WBS)
 Network representation
 Principles and application of CPM
 Network analysis
 Development of CPM network
 Identification of critical path
 Different float computations
Project lifecycle

Project management phases
Construction phase
Project
Project Project
planning and Close-up
Initiation execution
procurement Phase
Phase processes
phase.
Project
Control
Construction
Phase
Processes
Construction Project Management, K K Chitkara

Project management phases
PMBOK, 2000

Core processes involved in Planning
• Scope definition
Work Breakdown Structure
• Activity definition
• Activity Sequencing
• Activity duration estimating
• Schedule development
• Risk Management planning
• Resource planning
• Cost estimating
• Cost Budgeting
• Project plan development
PMBOK, 2000

Work Breakdown Structure (WBS)
Scope definition: Activity definition:
Subdividing the major Identifying the specific activities that
works into smaller, more must be performed to produce the
manageable components. various project deliverables.
Work Breakdown Structure (WBS)

Deliverable oriented hierarchical decomposition of
the work to be executed by the project team.
(PMBOK, 2000)
It decomposes the project work scope into deliverables and splits up deliverables into
various levels such as sub projects or task groups, tasks, work packages and activities
(K.K. Chitkara, Construction Project Management)

Basics of WBS
LEVEL 0
LEVEL 1
LEVEL 2
LVL 0
LVL 1 LEVEL 3
LVL 2
LVL 3

Definition & Classification of WBS

1. Sub – Project level

2. Task level and
Work-Package level

3. Work Package and Activity level

WBS – An Illustration
Pumping Station project

First Division - Division into two task groups
Second Division - Depicting work packages
Third Division – Representing Activities

A – Excavation, B – Foundation walls, C- Walls up to sill, D – Walls up to Lintel, E – Walls up to tie-band, F – Tie
band,
G – Gable end, H - Roofing
Activities are further split into operations like:

Layout, Excavation with Machines, Dressing, Levelling and compaction of Soil, Anti-termite treatment etc.


Core processes involved in Planning
• Scope Planning
• Scope definition
• Activity definition
• Activity Sequencing
• Activity duration estimating
• Schedule development
• Risk Management planning
• Resource planning
• Cost estimating
• Cost Budgeting
• Project plan development
PMBOK, 2000

Schedule development
Activity sequencing: Activity duration estimating:

Identifying and documenting Number of work periods that will be
interactivity dependencies needed to complete individual activities.
Schedule development
Schedule development means determining the start and finish dates for project
activities by analysing activity sequences, activity durations and resource
requirements.

Tools/techniques for Schedule development
Planning Techniques
1. Bar charts/Gantt Charts

2. CPM techniques
3. PERT techniques
4. Simulations - Monte Carlo

Gantt Chart / Bar Chart
Gantt charts show activity start and end dates,
as well as expected durations, and sometimes
show dependencies.
Henry Gantt
• Task with a short description
• Start and end date
• Time scaled Bars
• Obtain Activities and Durations
• List activities in increasing order
of start date.
• Time - scaled bars
• Earliest start and Finish dates are
represented usually.
• Activities can overlap
Gantt Chart - Types
Percentage complete
Gantt Chart - Types
Planned VS. Actual

Gantt Chart - Types
Milestone chart
Gantt Chart – Real life problems


Gantt Chart – An Illustration
Duration
Activity Description Cost (Rs) Start date
(days)
1 A 3 3000 1st day

2 B 3 6000 2nd day
3 C 4 4000 5th day
4 D 5 2000 6th day
Total 15000

Duratio
Descriptio
Activity n Cost (Rs) Start date
n
(days)
1 A 3 3000 1st day
2 B 3 6000 2nd day
3 C 4 4000 5th day
4 D 5 2000 6th day
Total 15000

Duratio
Descriptio
n
(days)
1 A 3 3000 1st day
2 B 3 6000 2nd day
3 C 4 4000 5th day
4 D 5 2000 6th day
Total 15000

Duratio
Descriptio
n
(days)
1 A 3 3000 1st day
2 B 3 6000 2nd day
3 C 4 4000 5th day
4 D 5 2000 6th day
Total 15000

Tutorial 02 – Project control using Gantt chart
Duration
Activity Description Cost (Rs) Start date
(days)
1 A 4 4000 1st day
2 B 2 8000 3rd day
3 C 6 6000 2nd day
4 D 7 14000 5th day
5 E 3 1500 8th day
Total 33500

Assignment 01 – Gantt chart
Prepare a Gantt chart for the given commercial project and draw cost completion curve.
Activity Description Duration (weeks) Cost (Rs) Start date

1 Foundation 6 12500 1st week
2 Structural concrete frame 4 23000 6th week
3 Roof deck 4 10000 10th week
4 Floor slab 2 5500 13th week
5 Exterior walls 6 19000 8th week
6 Windows and Doors 2 5000 10th week
7 Mechanical 14 16800 11th week
8 Electrical 14 15700 10th week
9 Finishes 4 8800 15th week
10 Sewage and infrastructure 10 10000 14th week

Assignment 01 – Gantt chart - Answer
Sl. Weeks
Activity Percentage
No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
1 Foundation 90 - 100% 12500

Structural concrete
2 80 - 90% 23000
frame
3 Exterior walls 70 - 80% 19000
4 Roof deck 60 - 70% 10000
5 Windows and Doors 50 - 60% 5000
6 Electrical 40 - 50% 15700
7 Mechanical 30 - 40% 16800
8 Floor slab 20 - 30% 5500

Sewage and
9 10 - 20% 10000
Infrastruture
10 Finishes 0 - 10% 8800
Cost of Work done (Rs) 2083 2083 2083 2083 2083 7833 5750 8917 8917 9288 10489 7988 10738 6072 5522 5522 5522 5522 3321 3321 3321 3321 3321 1200
102973
108495
111816
115137
118458
121779
125100
126300
10415
18248
23998
32915
41832
51120
61609
69597
80335
86407
91929
97451
2083
4166
6249
8332
Cumulative cost (Rs)
Percentage (%) 1.65 3.30 4.95 6.60 8.25 14.45 19.00 26.06 33.12 40.48 48.78 55.10 63.61 68.41 72.79 77.16 81.53 85.90 88.53 91.16 93.79 96.42 99.05 100.00

Gantt Chart – Advantages & Disadvantages
Gantt Chart – Advantages Gantt Chart – Disadvantages
• Very easy to understand – especially for • Can be very complex to prepare for large
unskilled workers and laymen projects
• Can be used as a good summary • Scheduler is often tempted to work “back-

tool especially at review meet ings wards” to make things fit – Need
• Can be easily changed additional tools such as CPM
• Good for repetitive projects • Construction logic is not easily obtained as

relationships are lacking
• Ideal for projects that are simple and
sequential.

Tools/techniques for Schedule development
Planning Techniques
1. Bar charts/Gantt Charts

2. CPM techniques
3. PERT techniques
4. Simulations - Monte Carlo

Network diagram
A project schedule network diagram is a graphical representation of the logical

relationships, also referred to as dependencies, among the project schedule activities.
(PMBOK, 2013)
Network diagram - Elements

Network diagram
Network diagram
1. AoA (Activity on Arrow) Network 2. AoN (Activity on Node) Network
Arrow Network Node Network
Arrow Diagramming Method (ADM) Precedence Diagramming Method (PDM)

1. AoA (Activity on Arrow) Network diagram
Arrow Network / Activity Diagramming Method (ADM)
AoA network consists of arrows and nodes where arrow represents activity and
nodes represent events (IS 14580, 2006)
Nodes = Events
Activities
Activity
Event 1 Event 2
Duration
Source: IS 14580, 2006

2. AoN(Activity on Node)Network diagram
Node network / Precedents Diagram Method (PDM)
The precedence diagramming method (PDM) is a technique used for constructing a schedule
model in which activities are represented by nodes and are graphically linked by one or more
logical relationships to show the sequence in which the activities are to be performed.
(PMBOK, 2013)
Source: IS 14580, 2006

PDM Relationships
(IS 14580, 2006)

PDM Relationships
(PMBOK, 2013)

PDM Relationships
Avoid
Redundancy

Network diagram – How to build?
1. Understand the construction methodology
2. Generate WBS
3. Identify Dependencies Between Activities
4.Build the network
(IS 14580, 2006)

Network diagram – Illustration 01
Construction of 2 walls with footings Step 1: Preparation of WBS

Activity Diagram (AoA Network)
Foundation 1 Foundation 2 Wall 2

1 2 4 5

Precedence Diagram (AoN Network)
2 4
Footing 2 Wall 2
1
Start Finish
Footing 1
3
Wall 1

Common Errors during Networking
1. More than one activity

between the same pair of events
is prohibited and curves should
be avoided. Use dummy activity
in such cases.
2. Arrows should not move

backwards from right to left.
Source: IS 14580
Common Errors during Networking
3. Crossing of arrows should be

avoided, wherever possible.
4. Where-crossing of arrows is
inevitable, it should be shown-by the
arrow with a kinc at the crossing
point.
5. Superfluous dummies should

be avoided.
Source: IS 14580

Step2:1:Sequence
Step Dependency
steps
Activity Diagram (AoA Network)
2
E
D
1 3 5
Dummy
activity

Precedence Diagram (AoN Network)

Tools for Scheduling
1. Bar Chart/Gantt Chart 2. Network diagrams
Lacks Relationships Lacks Durations
CRITICAL PATH METHOD (CPM)

Critical Path Method (CPM)
The critical path method, which is a method used to estimate the minimum project
duration and determine the amount of scheduling flexibility on the logical network
paths within the schedule model. (PMBOK, 2013)
CPM was developed by Morgan R. Walker of DuPont and

James E. Kelley Jr. of Remington Rand in the late 1950’s,
building on work that had been done at the company
during the Manhattan Project. The program was first
trialed on plant shutdowns in 1957, and they published
the first paper on critical path scheduling in 1959.
Prof. John W. Fondahl, Stanford University adapted CPM

for Construction in 1961. (Wikipedia, 2019)
Concept of Dates
1. Early Start Date (ESD or ES)
2. Early Finish Date (EFD or EF)
3. Late Start Date (LSD or LS)
4. Late Finish Date (LFD or LF)

Concept of Dates
1. Early Start Date (ESD or ES) 2. Early Finish Date (EFD or EF)

Concept of Dates
3. Late Start Date (LSD or LS) 4. Late Finish Date (LFD or LF)
LS LF
LSA = LFA – TA
Floats and Critical Path
Total Float or simply float is the amount of time an activity can delay but not delay
the termination of the project
Float = Late Start Date (LS) – Early Start Date (ES)

or
Late Finish Date (LF) – Early Finish Date (EF)
A CPM critical path is normally characterized by zero total float on the critical path.
Any activity on the critical path is called a critical path activity.

Critical Path Method – Representations
AoA Network Diagram(ADM)
Earliest
Earliest
Occurrence
Occurrence
Time
Time
Event Activity Name Milestone
Float Float
Number Duration Number
Latest Latest
Occurrence Occurrence
Time Time
Event Is 14580, 2006 Milestone

Critical Path Method – Representations
AoN Method (PDM)
Earliest Earliest
Activity Name Duration
Start (ES) Finish (EF)
Earliest Latest
Activity Name
Start (ES) Start (LS)
Duration
Earliest Latest Latest Total Latest
Finish (EF) Finish (LF) Start (LS) Float Finish (LF)
Source: IS 14580, 2006 Source: PMBOK, 2013

Critical Path Method – Passes
Forward Pass
1. Start with the first activity on the network
2. Traverse the network through the relationship arrows until you reach the end
3. For each activity, the early start is the maximum of the early finishes of the
previous activities
4. The early finish is the early start + activity duration
5. Finish one level and then go to the next

Critical Path Method – Passes
Backward Pass
1. Start with the last activity on the network
2. Traverse the network backwards through the relationship arrows until you
reach the start
3. For each activity, the late finish is the minimum of the late starts of the
previous activities.
4. The late start is the late finish - activity duration
5. Finish one level and then go to the next

Critical Path Method – Illustration 01

AoA Diagram (ADM)
15 Floats
Forward pass
Backward
3
0 15
B E
9 6
0 A 6 521 F 27
010 02 6 0 21 0627
6 6
C D
8 15 4
2 417
Critical Path
AoN Diagram (PDM)
6 9 15 15 6 21 Forward
Backward pass
FloatPath
Critical
B E
6 0 15 15 0 21
0 6 6 21 6 27
Start A F Finish
0 0 6 21 0 27
6 8 14 15 4 19
C D
9 3 17 17 2 21

Critical Path Method – Final Algorithm
1. Draw a clear and logical Network diagram
2. Enter Activity Durations
3. Perform a forward pass
4. Perform a backward pass
5. Determine floats
6. Check the path for which floats are zero
7. Mark this as the critical path.

Activity Predecessors Duration
Start - -
A Start 3
B A 6
C E,F 2
D E 2
E A 3
F Start 4
Finish B,C,D

Critical Path Method – Illustration 02 (AoA)
Step 1:
Step6:
5:
4:
3: Draw Actvity
Introduce
2: Identify
Backward
Forward Diagram
Floats
Critical
Representation - Path
Pass
Pass -of network
Enter
Enter Early Float
as CPM= LS-ES
Lateoccurrence or of
Network
occurrence date
date LF-EF
ofeach
eachactivity
activity
0233
E 3
0 6 D 9
0 10 1 37 05 9
2
Dummy
activity
46
1 7
Critical Path Method – Illustration 02 (AoA)
Float of Activity = Late Occurrence(j) – Early occurrence(i) – Duration
Float (A) = 3 – 0 – 3 = 0
Float (B) = 9 – 3 – 6 = 0
Float (C) = 9 – 6– 2 = 1
Float (D) = 9 – 6– 2 = 1
Float (E) = 7 – 3– 3 = 1
Float (F) = 7 – 0– 4 = 3

Critical Path Method – Illustration 02 (AoN)
Step 5:
Step 1:
2: Draw
3:
4:
6: Precedence
Representation
Forward
Backward
Introduce
Identify Pass
Pass
Floats
Critical of Diagram
network
- Enter Early
- Enter
Path as CPM
LateStart
Start
Floatand Network
Early
=and Late
LS-ES Finish
or LF-EFofofEach
Finish Eachactivity
activity

Concept of Relationships
Types of relationships Types of duration relation
1. Finish-Start Relationships (F-S) 1. No lag

2. Start-Start Relationships (S-S) 2. Positive lag
3. Finish-Finish Relationships (F-F) 3. Negative lag
4. Start-Finish Relationships (S-F)
4 Types of relationships X 3 Types of duration relation
4 x 3 = 12 relationships
1. Finish – Start Relationship

2. Start – Start Relationship

3. Finish – Finish Relationship

4. Start – Finish Relationship
• Start – Finish relationships are rarely used – except in showing combined

relationships
• Probably easier to represent as Finish – Start Relationship

Concurrent activities

Types of Floats
1. Total Float (TF) 4. Independent Float (INDF)
2. Free Float (FF) 5. Start Float (SF)
3. Interfering Float (INTF) 6. Finish Float (FNF)

Types of Floats
1. Total Float
Total Float is the amount of time an activity can delay but not delay the
termination of the project
Total Float of A, B & C
(i)
TFi = LSi– ESi TFA = 5 – 2 = 3
LFi– EFi (j)
TFB = 7 – 5 = 2
TFC = 9 – 6 = 3

Types of Floats
2. Free Float
Free Float is the amount of time an activity can delay but not delay the
termination of the project nor delay the start of any following activity
(i) Free Float of A
FFi = Min (ESj)– EFi (j)

FFA = Min [(5-4), (6-4)]
FFA = 1

Types of Floats
3. Interfering Float
Interfering Float is the time span in which the completion of an activity may occur
and not delay the termination of the project, but within which completion will delay
the start of some following activity. The portion of total float which affects other
activities but not the project finish date.
Int. Float of A
(i)
(j) TFA = 3
IntFi = TFi– FFi
FFA = 1
Int.FA = 3 – 1 = 2

Types of Floats
4. Independent Float
Independent Float is the time an activity might occur and not delay the termination
of the project, not delay the start of any following activity and not be delayed by
any preceding activity.
IndF (j) = Min(ES(k))-Max(LF(i)) – T(j)

Types of Floats
4. Independent Float
(i) (j) (k)

Types of Floats
5. Start Float and 6. Finish Float
Start Float, SF(i) = LS(i) – ES(i)
Finish Float, FNF(i) = LF(i) – EF(i)

Thank you

Module 3 Notes

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Module 3 Notes

Uploaded by

Copyright:

Available Formats

PE563

PE-563 : Construction and Project Management C.A.T 1

 Introduction to construction scheduling

PE-563 : Construction and Project Management C.A.T 3

Construction Project Management, K K Chitkara

PE-563 : Construction and Project Management C.A.T 4

PE-563 : Construction and Project Management C.A.T 5

PE-563 : Construction and Project Management C.A.T 6

Work Breakdown Structure (WBS)

PE-563 : Construction and Project Management C.A.T 7

PE-563 : Construction and Project Management C.A.T 8

(K.K. Chitkara, Construction Project Management)

PE-563 : Construction and Project Management C.A.T 9

(K.K. Chitkara, Construction Project Management)

PE-563 : Construction and Project Management C.A.T 10

(K.K. Chitkara, Construction Project Management)

PE-563 : Construction and Project Management C.A.T 11

(K.K. Chitkara, Construction Project Management)

PE-563 : Construction and Project Management C.A.T 12

Pumping Station project

Second Division - Depicting work packages

Third Division – Representing Activities

Activities are further split into operations like:

PE-563 : Construction and Project Management C.A.T 14

PE-563 : Construction and Project Management C.A.T 15

PE-563 : Construction and Project Management C.A.T 16

Activity sequencing: Activity duration estimating:

PE-563 : Construction and Project Management C.A.T 17

1. Bar charts/Gantt Charts

PE-563 : Construction and Project Management C.A.T 18

Planned VS. Actual

PE-563 : Construction and Project Management C.A.T 24

PE-563 : Construction and Project Management C.A.T 25

1 A 3 3000 1st day

4 D 5 2000 6th day

PE-563 : Construction and Project Management C.A.T 26

PE-563 : Construction and Project Management C.A.T 27

PE-563 : Construction and Project Management C.A.T 28

PE-563 : Construction and Project Management C.A.T 29

PE-563 : Construction and Project Management C.A.T 30

Activity Description Duration (weeks) Cost (Rs) Start date

PE-563 : Construction and Project Management C.A.T 31

1 Foundation 90 - 100% 12500

4 Roof deck 60 - 70% 10000

5 Windows and Doors 50 - 60% 5000

6 Electrical 40 - 50% 15700

7 Mechanical 30 - 40% 16800

8 Floor slab 20 - 30% 5500

Cumulative cost (Rs)

PE-563 : Construction and Project Management C.A.T 32

• Can be used as a good summary • Scheduler is often tempted to work “back-

• Can be easily changed additional tools such as CPM

• Good for repetitive projects • Construction logic is not easily obtained as

PE-563 : Construction and Project Management C.A.T 33

1. Bar charts/Gantt Charts

PE-563 : Construction and Project Management C.A.T 34

A project schedule network diagram is a graphical representation of the logical

PE-563 : Construction and Project Management C.A.T 36

1. AoA (Activity on Arrow) Network 2. AoN (Activity on Node) Network

Arrow Network Node Network

Arrow Diagramming Method (ADM) Precedence Diagramming Method (PDM)

PE-563 : Construction and Project Management C.A.T 37