Construction Management

PROJECT TIME MANAGEMENT

DR. SAMIA ALI

Introduction

PROJECT TIME MANAGEMENT

WORKING PLAN IS AVAILABLE

-Project duration requirement - Resource requirements and constraints. - Space availability IMPLEMENT THE PLAN stage EXECUTE TIME MANAGEMENT SYSTEM WHY? -No plan can ever be infallible. - No plan can anticipate every future circumstances -Problems arise that couldnt have been foreseen. HOW? -Establish a progress monitoring and information feedback procedure. - Evaluate field performance. - Compare with established schedule. - Take actions bring work back to schedule . or modify schedule.
DR. SAMIA ALI

TIME MANAGEMENT SEQUENCE

PROJECT TIME MANAGEMENT

Establish Construction Schedule

Measure And Report Progress

Compare Actual Achievement With Planned

Determine Effect On Completion Date

Plan Corrective Actions

Implement Corrective Actions

Update Operational Schedule

DR. SAMIA ALI

Construction Schedule
KEY DATE SCHEDULE

PROJECT TIME MANAGEMENT

- For project control purposes a hierarchy of schedule may be needed, depending on who will use it. - For owners, A/E, and top-level field manager in terms of MILESTONE or KEY DATES.
KEY-DATE SCHEDULE Project No. 1 2 3 4 5 Highway Bridge scheduled operation required Project No. 7908-05 actual

start
Move in Excavation footing No.1 footing No.2 Abutment No.1 June 25 July 30 July 6 July 9 July 20

finish
June 29 July 7 July 14 July 20 July 30

start
June 14 July 19 July 9 July 22 July 20

finish
June 16 August 3 July 19 July 30 July 30

start

finish

6
7 8 9

Abutment No.2
Backfill Deck Cleanup

August 2
August 2 August 17 September 8

August 12
August 17 August30 September 10

August 2
August 10 August 17 September 8

August 12
August 20 August 30 September 10

DR. SAMIA ALI

Construction Schedule
DETAILED SCHEDULE

PROJECT TIME MANAGEMENT

- For immediate work supervisors and subs. - A projected time program of that particular supervisor work responsibility. - Covers limited time spans. (2 weeks or 30 days) - Total float data can be misleading to field supervisors who are involved with only restricted portions of the project. GIVE THEM FREE FLOAT ONLY.
Activity Activity Number Scheduled Duration (w orking Days) Scheduled Start Date Scheduled Completion Date Free Float (w orking Days) Actual Start Date Actual Comletion Date

Move in Make abut. Forms Excavation abut no.1 Excavation abut no.2 Drive piles abut no.1 Forms & steel, foot no.1 Drive piles abut no.2 Pour foot no.1 strip foot no.1 Forms & steel, foot no.2 Pour foot no.2 *Forms & steel, abut no.1 Strip foot no.2 *Critical Activity

30 70 80 100 90 120 130 140 150 170 190 160 210

3 3 3 2 3 2 3 1 1 2 1 4 1

June 25 June 30 June 30 July 6 July 6 July 9 July 9 July 13 July 14 July 15 July 19 July 20 July 20

June 29 July 2 July 2 July 7 July 8 July 12 July 13 July 13 July 14 July 16 July 19 July 23 July 20

0 10 0 1 0 0 1 0 0 0 0 0 8

PROGRESS MEASUREMENT PROJECT TIME MANAGEMENT

Activity in progress advancement are commonly expressed through :
1. Established number of working day requirements to complete the activity . 2. Estimated % completion of the activity. 3. Quantities of work units put in place.

Time management system is no better than the quality of the input information.
GARBAGE IN GARBAGE OUT

Requires direct visual observations in the field by someone familiar with the type of work involved.
P.M. GOOD Field supervisor BAD
DR. SAMIA ALI

PROGRESS MEASUREMENT
HOW OFTEN ?
1- Balance :

PROJECT TIME MANAGEMENT

Desirable

Feasible

2- Other reports benefits Cost control 3- Project characteristics and peculiarities.

More manag. benefit

Cost effort

BAR CHARTS
- A widely used method for recording job progress for the day to day time management - An excellent medium for recording progress information and current time status for individual Activities. - Not a proper tool for evaluating the overall time status of the project or for planning corrective measures.
DR. SAMIA ALI

PROGRESS MEASUREMENT

PROJECT TIME MANAGEMENT

WEEKLY PROGRESS REPORTS

- A common procedure in the construction industry. - Must include procurement, materials delivery information as will as the measurement of physical progress. - Chose a cutoff date, to be selected to serve both time management and labor cost accounting TUS. THR. IS PAY DAY
Project Highway Bridge Job No. 7908-05 WEEKLY PROGRESS REPORT Week ending Wednesday, July 21 (working day 27) Prepared by Ahmed Khalid Activity number 110 115 130 150 160 260 Date Started July 15 july 16 Date completed July 15 July 15 July 21 Recent complete 100 80 100 100 Working days to complete 0 13 2 0 0 10

Activity Deliver abut. Steel deliver deck steel Drive piles, abut. No.2 Strip footing no.1 Forms &steel, abut. No. 1 Deliver girders

DR. SAMIA ALI

PROGRESS MEASUREMENT

PROJECT TIME MANAGEMENT

FIELD PROGRESS NARRATIVE

- To accompany weekly progress reporting. - Discussion of projected project feature. general statement about time status . critical or low float activities in difficulty. potential trouble spots. exceptionally well project areas.
Item 1 2 3 4 Network Update Information As Of July 21 (working days 27) Add activity Deliver deck steel. Anticipated delivery date of deck steel is August 9 (working day 40). Activity 115 requires 40 - 27 = 13 working days to complete. The estimated time to complete activity 130 is 2 working days. Anticipated delivery date of steel girders is August 4 (working day 37). Activity 260 requires 37 - 27=10 working days to complete. The estimated time to Accomplish activity 290, Deck forms & steel, has been revised upward from 4 to 6 working days.
DR. SAMIA ALI

PROGRESS MEASUREMENT

PROJECT TIME MANAGEMENT

Progress Analysis
Concerned primarily with determining the effect of the latest information on the project completion date and any milestone goals.

-A quick and simple check for critical activities status. -Check the possibility of a new critical path L.S. or L.F. listing
T.F. values

DR. SAMIA ALI

CORRECTIVE ACTIONS

PROJECT TIME MANAGEMENT

-Small delays no action is usually required.

-Time slippage network time contingency

signs of danger
1-Activities fall appreciably behind L.S. schedule . 2- Resource availability delays. 3- Realizing that time durations of future activities have been materially underestimated. 4- Change logic becomes necessary.
- Use time reduction techniques to bring project back on schedule . - Corrective measures efficiency are known by incorporating it into a network updating. - Periodic job progress meetings enhance time management efficiency . - weekly, biweekly, monthly. - Project managers, field supervisors, major subcontractors, material suppliers, owner representative.
DR. SAMIA ALI

NETWORK UPDATING

PROJECT TIME MANAGEMENT

Making necessary network corrections and re-computing activity and float times.
Concerned with determining the effect of schedule deviations and plan changes on the portions of the project yet to be constructed. Information needed :
1. New activities to be added. 2. Existing activities to be deleted. 3. Changes in the resource availability and delivery dates. 4. Changes in the job logic . 5. New estimate of the time required to finish unfinished activities. 6. Changes in the scope of work.

DR. SAMIA ALI

PROJECT PROGRESS CURVE

Use overall job progress as a time monitoring device. Total project progress as of a given date can be expressed in terms of different cumulative measures :
. Total labor cost. . Total money expended. . Work quantity put in place. . Total man-hours used. . Others.

PROJECT TIME MANAGEMENT

100%
Planned E.S. progress

Planned average progress Actual progress

Planned L.S. progress

Present date

Good for :
. affording a quick grasp of the overall time condition for owner , A/E, top management.

TIME

Limited effectiveness in: . Presenting time status of the construction project . No assistance in solving time slippage problems

DR. SAMIA ALI

PLANNED COMPLETION DATE

CUMULATIVE PROJECT PROGRESS