INDIAN INSTITUTE OF TECHNOLOGY ROORKEE
CEN 411
Construction Planning and Management
Planning and Scheduling
Prof. Anjaneya Dixit
Room 331A;
[email protected];
+91 133228 5106
Planning & Scheduling
CONSTRUCTION PLANNING & MANAGEMENT
BASICS; PROJECT PHASES, PROJECT DELIVERY CONSTRUCTION LABOR: TYPES, PRODUCTIVITY,
SYSTEM, PROJECT TEAM MULTISKILLING & SOCIAL ASPECTS
PROJECT PLANNING AND SCHEDULING:STEPS CONSTRUCTION MATERIAL: MANAGEMENT,
FOR BAR CHART, IMPORTANCE, GANTT CHART PROVISIONING STEPS, INVENTORY
CRITICAL PATH METHODS: PROJECT PLANNING, CONSTRUCTION EQUIPMENT: ACTUAL OUTPUT,
EVENT TIMES, CRITICAL PATHS, ACTIVITY TIES, IDENTIFICATION, EMPLOYMENT COST,
ACTIVITY FLOATS ACQUISITION OPTIONS, FILED VISITS
PERT TECHNIQUE: UNCERTAINTY, PROJECT QUALITY CONTROL:TOTAL QUALTY CONTROL,
PLANNING, PROBABILITY OF COMPLETION ISO 9000, INSPECTION, QUALITY ASSURANCE
PROGRAM, RISK CONTAINMENT,
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 2
Planning & Scheduling
• If you estimate or manage construction, you must plan and
schedule.
• Project planning serves as a foundation for several related
functions including estimating, scheduling and controlling. Planning
involves the process of selecting the one method and order of
work to be used on a project from among all the various methods
and sequences possible.
• Scheduling is the determination of the timing and sequence of
operations in the project and their assembly to give the overall
completion time.
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 3
Planning & Scheduling
• Stages of project planning: Pre-tender, Pre-construction and detailed
construction planning
• Process of development of plans and schedules: work break-down
structure, activity lists, assessment of work content, estimating
durations, sequence of activities.
• Planning techniques: Bar charts, Networks: basic terminology, types,
advantages
• Formulation and analysis of CPM networks (AOA , AON and precedence
networks)
• Formulation and analysis of PERT networks.
• Resource Scheduling- resource constraints and conflicts, resource
aggregation, allocation, smoothening and levelling, calendaring
networks.
• Other schedules derived from project schedules
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Objectives of Planning
“To work out a BASE plan and different schedules to
achieve target completion with profit maximization”
To estimate in advance (in practical and feasible manner)
• Material required: Type, Quantity, Time of delivery
• Equipment requirement : Type, Quantity, Time
• Labour Requirement :- Type, Quantity, Time
• Financial requirements (Estimated cash flow)
• Duration estimation
• Feasibility studies (ex. Economic evaluation)
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Stages of Planning
1) Preplanning: (Owner and Consultant)
• Scope and objective definition
• Feasibility
• Alternative
• Financial requirements
• Economic analysis
2) Detailed Planning
• Design, Estimate, Contract :- (Owner & consultant)
• Construction Planning ( Contractor -at HO)
3) Monitoring and controlling Schedules
• Contractor in consultation with Consultant - at site
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Planning Example
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Need for Scheduling ?
• Owner
– Owner Requirement
– Monitor and measure progress
– Communication of the construction plan
• General Contractor/Sub-Contractors/Supervisor
– Establish production goals
– Manage Changes
– Communication of the construction plan
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Importance of Planning & Scheduling
Failure to plan and schedule leads to
• Excessive labor cost,
• Equipment waiting time,
• Delays, waiting for materials,
• Lack of coordination, and management inability to react to
unexpected events (weather, equipment breakdowns, shortages)
• Productivity Loss
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Types of Schedules
• Bar Chart
– Often called Gantt Chart
• Network Diagrams
– Arrow Diagram
– Precedence Diagram
– Often called Critical Path Method (CPM)
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 10
Formats of Schedules
• Summary schedule
– Shows major work elements, such as Design, Civil,
Electrical, commissioning
– Work should be broken down into activities that
comprise not more than 5% of total project
• Short-interval schedule
– Identifies work for upcoming 2-3 weeks
– Usually prepared by superintendent (Junior or
Assistant Engineers)
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 11
Bar Chart
• Graphical description of a project consisting of
well-defined collection of tasks
• Developed by Henry Gantt around 1900 to deal
with complex activities.
• Consists of two coordinates, the horizontal
represents the time elapsed, and the vertical
represents the job or activities performed.
• The jobs or activities are shown in the form of
bars.
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Bar Chart
• Length of the bar shows the time the job or that
activity takes for completion
• In every project, jobs can overlapping, mutually
exclusive or mutually dependent
• Hence, some of the bars run parallel or overlap
each other time-wise and some run serially with
one bar beginning after another bar ends.
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 13
Bar Chart
Activities A and B can start simultaneously and proceed concurrently
Activity C begins 5 days after the start of activity A and B.
Activity D cannot be started until activity B is over.
The bars representing B and D therefore run serially.
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Steps to Construct a Bar Chart
• Identify Activities
• Estimate Activity Duration
• Develop Activity Sequence
• Construct Bar Chart
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1. Identification of Activities
• Use the Work Breakdown Structure (WBS) from the
cost estimate
• Add activities as necessary
• Rule of thumb: no activity should comprise more the
5% of the total scope of work
• Rule of thumb: Activity duration should range from 1
day to 15 days
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17
1. Identification of Activities
Work breakdown structure
• Splitting the total scope of the project work into hierarchical
work breakdown levels (sub-projects, tasks, work packages,
activities)
• Each activity with its duration and resources forms the
database for planning, scheduling and monitoring of the
project.
• How many activities in a Project?
– Too large: Complexity and cost of planning increases
– Too small: Impossible to develop realistic schedules and resource
allocation.
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1. Identification of Activities
Work breakdown structure
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1. Identification of Activities
Work breakdown structure
Hierarchical organization of a system – Continued until sub-
system is reduced to a manageable unit.
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1. Identification of Activities
Work breakdown structure
It forms the basis for,
• Defining the scope of work,
• Identifying activities,
• Scheduling the work-logic,
• Structuring the organization,
• Assigning responsibilities,
• Estimating costs,
• Codifying systems,
• Organizing data and
• Analyzing the sources of risks.
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 20
2. Estimate Activity Duration
How to estimate duration:
– From company’s historic records
– From asking superintendent or foreman
– From standard estimating guide
– From calculation using the Labor Hour
Productivity equation
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2. Estimate Activity Duration
Labor-Hour Productivity Method
– Total labor-hours required for an activity =
(labor-hours /Unit) x no. of units
total labor hours
Total days = labor-hours / day
total labor hours
Total days = crew size x hrs/day
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 22
2. Estimate Activity Duration
Find the duration (days) of an interior and exterior painting
activities with quantities of 4488 m2 and 3378 m2
respectively, using crews of 11 m2/hour and 14 m2/hour for
the interior and exterior painting activities respectively.
Assume three shifts of 8-h for each activity.
Solution
Interior painting duration = 4488 / 24x11 = 17 days
Exterior painting duration = 3378 / 24x 14 = 10 days
Total work hours = 27 days
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 23
3. Establish the Sequence of Work
• Need to consider the relationships between activities.
• There are four types of relationships:
– Physical: Exists between two or more activities when one
cannot start until another is partially or totally complete
– Safety: Exists when simultaneous performance of two
activities can result in a safety hazard
– Resource: Due to limited resource availability, two activities
may not be able to use a resource at the same time
– Preferential: How the contractor wishes certain activities to
be sequenced
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Example: Bar Chart
Final Design & Work Order for a Building
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Example: Bar Chart
Activity Description Time for Completion
(Weeks)
A Site Surveys 4
B Detailed Design 6 Establish
C Preparation of Drawings 3 Sequence
D Tender Documents Preparation 2
E Tendering 4
F Selection of Contractors 1
G Award of Work Order 1
Which activities can overlap?
• A&B
• B&C
• C&D
• None
What would be the minimum time of completion ?
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Example: Bar Chart
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Example: Bar Chart
Immediate Estimated
Activity Preceding Completion Time
A None 90
B A 15
C B 5
D G 20
E D 21
F A 25
G C,F 14
H D 28
I A 30
J D,I 45
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Example: Bar Chart
90 115
90
A 129
15
B 5 149
194
C 20
D Immediate Estimated
Activity
A
Preceding
None
Completion Time
90
21
E B A 15
25
C B 5
D G 20
F E D 21
F A 25 14
G C,F 14
G H D 28
I A 30 28
J D,I 45
H
30
I 45
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Example Bar Chart-Culvert
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Example Bar Chart-Culvert
Time
June July August September October
Excavation & 20 7
Backfill
10
Pilling
Abutment No. 1 13
Abutment No.2 10
Steel girder
6
Concrete Deck 30
Finishing
Operations 15
20 + 13 + 7 + 6 + 30 + 15 = 91 days
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Advantages of Bar Chart
• Visual representation of entire project
– Information about a project in one central location
– See a project’s progress clearly
• Easy communication:
– Simple to construct, read and interpret
– Stay forward and quick status updates
• Straight forward communication of a network schedule
• Progress management
– Manage time and resources more efficiently
– Quantifiable measure
• Easily produced by all scheduling software
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 32
Disadvantages of Bar Chart
• Can Be Overly Complex
– Work best for simpler projects
– Stretch to multiple pages and loses some of its functionality
• Need to Be Constantly Updated:
– Updating multiple activities
– Cascading effect on following tasks
• No information on quantum of work done/remaining
– Focus of a Gantt chart is time
– No information on quantity of work/resources to complete a task
– Length of bar bears no direct relation with amount of work
• Lack of clarity on activity interdependencies
– Overlap does not necessarily mean interdepence
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 33
Interdependencies of Activities
No interrelationship: If A is delayed by 1 week, what happens to B & C?
Cannot be clearly portrayed
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Project Progress
• The bar chart does not indicate the progress of work
• It cannot be used as a control device
• In a dynamic programming, knowledge of the amount of
work in progress or work completed is very essential
• Usual changes in plans are a necessary part of a large
project and a bar chart does not give much assistance
under such circumstances.
• However, a conventional bar chart can be modified to
give this additional information.
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 35
Project Progress
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Monitoring Project Progress
90
A 15
B 5 194
C 20
D
The shaded bars represent
194
E
completed work BY DAY 135. 21
25
F Immediate Estimated
Activity Preceding Completion Time 14
A None 90
G B
C
A
B
15
5
28
D G 20
H E D 21
F A 25 30
G C,F 14
I H D 28 45
I A 30
J D,I 45
J
135
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 37
Time Uncertainties
• Only one time for the completion of project:
– Sometimes uncertainties in determination of Project.
(No pessimistic and optimistic times)
– Can be used for conventional projects with set times
but not for complex R & D Projects.
– Only projects with Fair degree of certainty
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 38
Time Uncertainties
• Bar Charts cannot reflect uncertainty, or tolerances in the
duration of times estimated for various activities
• There are a number of uncertain activities, such as
modern-day space programme, or complex research
projects largely characterized by extensive research,
development and technological progress.
• In such programmes, the completion of various stages of
jobs cannot be forecasted with exactness.
• In these programmes, rescheduling of various events is a
necessary part of the project but this is not reflected by a
bar chart.
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 39
Lack of Degree of Details
No details of sub activities in any activity. Lack in achieving
the effective control
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 40
Milestone Charts
• Milestones are key events or points in time which can be
identified when completed as project progresses
• A bar, which represents a long-term job is broken down to
several pieces
• Each piece stands for an identifiable major event which is
numbered.
• This work breakdown increases the awareness of the
interdependencies between the tasks.
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 41
Milestone Charts
• A milestone is used to represent groups of activities or
significant events or commitments in the project.
• Milestones differ from the bars in a Gantt chart in that
they show only a single date and are usually depicted as a
triangle/square/circle instead of a bar.
• Milestones can be shown in various colours depicting the
status of the milestone.
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 42
Milestone Charts
Task A
Task B
Task C
Task D
Task A 1 2
Task B 3 4 5
Task C 6 7
Task D 8 9 10
1.0 2.0 3.0 4.0
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Additional information may be added to the basic
bar chart
– Cost of activity (“cost-loaded schedule”)
– Labor required for each activity (“man-loaded”)
– Materials required for each activity (“resource-
loaded”)
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Labor Schedule
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Cost loaded Construction Schedule
http://www.projectrisk.com
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 46
Man-Hours loaded Schedule
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 47
Milestone Charts
Task A 1 2
After defining
Task B 4 5 Interrelationship:
3
Network diagram
Task C 6 7 can be prepared
Task D 8 9 10
1.0 2.0 3.0 4.0
2.0
1 2
3 cannot Start until 1 finish, 4
2.0 1.5 cannot start until 3 finishes
3 4 5
6
3.0
7
2.0 1.5
8 9 10
(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 48
