MODULE 1: PLANNING, SCHEDULING AND

CONTROLLING
AR12-98 CONSTRUCTION MANAGEMENT

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 Initiating

Planning &
Scheduling

PROJECT PROJECT
MANAGEMENT MANAGEMENT
LIFE CYCLE CYCLE
Controlling Executing

Closing

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PLANNING

• Starting point of all management functions.

• Programme- graphic schedule including sufficient details to enable
proper consideration to be given to the timing and duration of
operation, type and quantity of materials and equipment, delivery
dates and manpower requirements.
• A good programme should be:
• Suitable for use as a control tool against which progress can be measured
• Sufficiently accurate to enable its use for forecasting requirements of
material, manpower, machinery and money
• Must provide for difficulties likely to be encountered in future in respect of
quality, scope, processes, etc. and for taking remedial measures

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STEPS IN PLANNING

• DEFINE the objective of the project

• ESTABLISH goals and stages intermediate to attain final target
• DEVELOP activities (means of achieving goals)
• EVALUATE resources to determine what is feasible and what is not
• DETERMINE alternatives (individual courses of action that will allow to
accomplish goals)
• TEST
• CHOOSE
• DECIDE on a plan

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RESOURCES

• In running a project, there is a basic need of resources.

• These resources can be classified as under
• Material resources (what) (including financial resources)
• Equipment resources (how)
• Space resources (where)
• Effort or manpower resources (who)
• Time resources (when).

Dr. B. C. Punmia; K. K. Khandelwal. PROJECT PLANNING AND CONTROL WITH PERT AND CPM (Page 4).

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WORK BREAK DOWN STRUCTURE

• For effective planning, it is necessary to break down the total project

into sub-sections and activities
• WBS- Technique to determine the functional elements of a project
and their inter-relationship
• Establishes the hierarchical order in a system by breaking the project
into recognizable systems, sub systems and discrete activities.
• Objective is to identify discrete activities or tasks that can be
planned, estimated, scheduled, executed and controlled for
completion.

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SCHEDULING

• Scheduling is the allocation of resources.

• It is the mechanical process of formalizing the planned functions,
assigning the starting and completion dates to each part (or activity)
of the work in such a manner that the whole work (or project)
proceeds in a logical sequence and in an orderly and systematic
manner.
• Scheduling is the laying out of the actual activities of the project in
time order in which they are to be performed, and calculating the
manpower and material requirements (or resources requirements, in
general) needed at each stage of production, along with the
expected completion time of each of the activity.

• Dr. B. C. Punmia; K. K. Khandelwal. PROJECT PLANNING AND CONTROL WITH PERT AND CPM (Page 5)

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STEPS IN SCHEDULING

• CALCULATE detailed control information.

• ASSIGN timing to events and activities
• GIVE consideration to the resources. The manager is generally
concerned with those resources whose availability is limited and
which thereby impose a constraint on the project. The important ones
are usually skilled, technical and supervisory manpower and capital
investment.
• ALLOCATE the resources.

Dr. B. C. Punmia; K. K. Khandelwal. PROJECT PLANNING AND CONTROL WITH PERT AND CPM (Page 5).

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MATERIAL SCHEDULE

• Shows timely requirements of commodities, prepared from the construction

programme
• Enables storage space to be adequately planned
• Enables necessary arrangements to be made for timely delivery of materials
• Disruption of work due to shortage of materials can be avoided
• May be prepared either month wise or week wise depending on the extent
of the project and storage space

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LABOUR SCHEDULE

• Depict manpower requirements of the project in a tabular form for various

stages
• Provides site in charge with ample warning of his future labour requirements
• Direct measure of labour expenditure can be obtained
• Manpower shortage can be timely addressed before delay occurs
• Helps in efficient and optimum deployment of the labour force in various
sections of the project

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MACHINERY SCHEDULE

• Prepared for all plant/equipment required to be deployed on the project

• Delays due to non-availability or breakdown can be averted
• Enables efficient and optimal utilization of plant and equipment on a project
• Aids in timely arrangement for renting or deploying a particular equipment
at a particular time

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FINANCE SCHEDULE

• Essential for the pre-tender and

construction stages
• Shows the amount of cash required at
different stages of the construction
projects
• Enables long term financial planning for
the entire project to be carried out
efficiently
• Considers cash inflow from the running
bills and indicates finances required for
the successful completion of the project

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CONTROLLING

• Consists of reviewing the difference between the schedule and actual

performance once the project has begun.
• Project control is the formal mechanism established to determine
deviations from the basic plan, to determine the precise effect of
these deviations on the plan, and to replan and reschedule to
compensate for the deviations.

Dr. B. C. Punmia; K. K. Khandelwal. PROJECT PLANNING AND CONTROL WITH PERT AND CPM (Page 5).

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STEPS IN CONTROLLING

• ESTABLISH standards or targets. These targets are generally

expressed in terms of time.
• MEASURE performance against the standards set down in the first
step.
• IDENTIFY the deviations from the standards.
• SUGGEST AND SELECT correcting measures.

Dr. B. C. Punmia; K. K. Khandelwal. PROJECT PLANNING AND CONTROL WITH PERT AND CPM (Page 6).

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