Project Planning

And Scheduling
CHAPTER 11 (GROUP 6)

LJA VIZCARRA
INTRODUCTION

“Time is an important
aspect of job
control.”
INTRODUCTION
Projection
of BAR
CHART
 CRITICAL PATH METHOD
C
Management
P
M innovation for the
time management of
construction projects.
CRITICAL PATH METHOD
C PROJECT PLANNING
P
M SCHEDULING PHASE

COMPUTATIONS
CRITICAL PATH METHOD
Detailed planning is
advised to be started
immediately after having
the construction contract.
Thus, will come up with
PROJECT PLAN.
PROJECT PLAN
Estimators
Fieldsupervisors
Project managers
Consultant (it depends)
PROJECT PLANNING
Factors
 to be considered in a project:
◦Different areas of responsibility, such as
subcontract work, which are distinct and
separate from that being done by the prime
contractor directly.
◦Different categories of work as
distinguished by craft or crew requirements.
◦Different categories of work as
distinguished by equipment requirements.
PROJECT PLANNING
Factors
 to be considered in a project:
◦Different categories of work as
distinguished by materials such as concrete,
timber, or steel.
◦Distinct and identifiable subdivisions of
structural work such as walls, slabs, beams
and columns.
◦Location of the work within the project
which necessitates different times or
different crews to perform.
PROJECT PLANNING
Factors to be considered in a project:
◦Owner’s breakdown for
bidding or payment purposes.
◦Contractor’s breakdown for
estimating purposes.
PROJECT PLANNING
JOB LOGIC
Time order of construction
operations
RESTRAINTS
limitations that can influence or
control the start of certain
activities.
PRECEDENCE NOTATION
The dependence between
activities are indicated by
dependency or sequence
lines going from one
activity to another.
PRECEDENCE DIAGRAM
The key to the
entire control
process.
EXAMPLE 1

ACTIVIT JOB NETWORK

Y LOGIC
EXAMPLE 1

ACTIVIT JOB NETWORK

THE NETWORK FORMAT
Horizontal diagram
format
Vertical Diagram
PROJECT SCHEDULING
Identification of
activities and
sequential
constraints
 ACTIVITY DURATIOS
RULES
1. Evaluation of each
activity independently.
2. Normal level of
manpower and or
equipment is assumed.
ACTIVITY DURATIOS
RULES
3. Normal workday or week is
assumed.
4. Activity durations must be
estimated without regard to any
predetermined contract completion
date.
5. Use consistent time units
throughout.
TIME CONTINGENCY
MURPHY’S LAW
-adding contingency
allowances to the
estimated duration of
activities.
TIME CONTINGENCY
Some works are not shut
down completely by bad
weather since some parts of
the project may be
standstill, that can be still be
proceeded.
EXAMPLE NO. 2
EXAMPLE NO. 2
NETWORK COMPUTATIONS
Determine the overall
project completion
time.
Calculation of
activity times
NETWORK COMPUTATIONS
4 limiting times of each
network activity
◦Early Start (ES)
◦Early Finish (EF)
◦Late Finish (LF)
◦Late Start (LS)
ACTIVITY START TIMES
“Forward Pass”
- Project start form left to
right.