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7/31/2019 Introduction - Planning &Scheduling
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Construction Management :Planning And Scheduling
Introduction : Overview
BFC 4091 Primavera Project Planning (P3) Sem 1 2011/2012 UTHM
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GENERAL MANAGEMENT
PROJECT
MANAGEMENT
CONSTRUCTIONPROJECT MGT
Concept of Management
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Introduction
Definition of Management
Management is an art of getting work done by other through theprocess ofplanning, organizing, leading, controlling,
forecasting, coordinating, directing, communication and
motivating to achieve the goal and objective of an
organization.
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Project Life CycleInception/
conceptual
Designdevelopment
sketchdesign &
detail design
Procurement
Construction
Testing and
commission-ing
Operating
Creating project plan :
1. Project Charter or
Business Case
2. Project scope
3. Functional specification
4. Requirements baseline5. Contract
documentation
6. Plans and drawings
7. Project execution plan
8. Contracting and
purchasing plan
9. Equipment lists
10. Installation plan
11. Testing plan
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Eight Engineering Management Function
Project leader.1. PLANNING
2. ORGANIZATION
3. COMMUNICATION
4. CONTROLLING
& MONITORING5. MOTIVATION
6. STAFFING
7. DIRECTING
8. COORDINATION
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Planning ActivitiesIn Construction Project
Time
Cost Quality
Technology
(precast, software, etc),
Productivity rate, Experience,
Machine, Expertise
Management
(time, task, skill, material, etc,)
workmanship,
Money
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Introduction
Why Planning ??1. Reduce risks and uncertainty to a minimum.
2. Ensure a clear understanding of the objectives.3. Establish adequate standards of performance.
4. Provide a structured basis for carrying out the work.
5. Derive procedures to control the work effectively.
6. Obtain the top optimum result with minimum effort in minimumtime.
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Introduction
Components of all planning.1. Establishing the decider results the objectives.
2. Determining the strategyto be followed to achieve or exceed
result.
3. A budgetto establish expenditure to achieve the results.
4. Projections of what will happen at certain specific points in the
time.
5. Organizationalstructure and policies or empowerment.
6. Establishing procedures forcontrolandcommunication.
7. Setting standards ofperformance and methods of measurement.
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Introduction
Components of planning & scheduling. Planning
Comes first
Estimating, sequencing, time analysis
Importance of network analysis
Scheduling Follows on, and extends, the plan
Allocates resources
The working details to implement the plan
1. Planning ofactivities normally includes time, money, machines, materialsandmanpower schedule.
2. Planning tools available include bar chart, linked bar chart, Critical PathMethod (CPM), Precedence Diagram, PERT, etc
3. The planning of activities for a project can be very complicated due to thecomplexityof a project
4. Planning evolve from several main activities which were then breakdown intosmeller activities.
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Introduction
Planning & Scheduling Tools.1. Types of scheduling tools/techniques Gantt / Bar Charts
Critical Path Method ( CPM) & PERT
Types of Network
Arrow Diagramming Method
Precedence Diagramming Method2. Network Rules
3. Activity Durations
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GANTT / BAR CHART view
Overview Bar Chart is one of the oldest scheduling technique
Wide acceptance because it is readily understood by almostevery one It is very easy to develop and used Useful technique for a small project Task schedule can be graphically presented on the time-scale. The main weakness is that relationship that exist between the
task cannot be shown.
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12
Bar Chart
Example 1
Time on each activity.
Activity A : 1 week , started in 1 Okt 11
Activity B : 2 weeks , 5 Okt 11
Activity C : 3 weeks , 15 Okt 11
Activity D : 2 weeks , 25 Okt 11
Activity E : 2 weeks , 29 Okt 11
Activity F : 1 weeks , 5 Nov11
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Table 1 Solution : Example 1 Bar Chart
No Activity Duration
1 2 3 4 5 6
1 Activity A 1
2 Activity B 2
3 Activity C 3
4 Activity D 25 Activity E 2
6 Activity F 1
Time
1/10 8/10 15/10 22/10 29/10 5/11
Bar Chart
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14
Example 2
(week) (people)
1 G 1 01-Oct-11 5 H, I2 H 2 08-Oct-11 8 J
3 I 3 10-Oct-11 15 K
4 J 2 22-Oct-11 4 K
5 K 2 05-Nov-11 3 -
predecessor successor
A B
Bar Chart - Network
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15
Table 2 Solution : Example 2 Network Bar Chart
No Activity Duration Human
Resource 1 2 3 4 5 6
1 G 1 5
2 H 2 8
3 I 3 15
4 J 2 4
5 K 1 3
Time
1/10 8/10 15/10 22/10 29/10 5/11
Float
Float
4
4 4
5
5
5
2 2
1
5
10
0HumanResource
(People)
3
Bar Chart - Network
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GANTT / BAR CHART view
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GANTT / BAR CHART view
Advantages Easy to prepare
Easily understood by all parties
It shows the total plan in impact form.
Good communication tool
Disadvantages. Do not show interrelationships between activities
Managing projects becomes difficult without those relationshipsbetween activities
It is difficult to judge the impact of an unexpected event on the rest of
the construction process
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PERT view
PERT (Project Estimation and Report Technique)
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PERT view
Advantages Accounts for uncertainty Critical path on PERT chart allows focus of resources and effort to reduce risk. Allows visibility into possible extreme delivery dates using PERT estimation as a
result of potential opportunities to be exploited or risks which to mitigate.
Disadvantages. Time and labor intensive Assumption of unlimited resources is big issue Lack of functional ownership of estimates Mostly only used on large, complex project : Can become confusing for the
uninitiated or when projects have complex task relationships. If some activities take longer than expected, the critical path originally being
managed to might end up being wrong : If other paths are near the criticalpath, they, too should be managed diligently to prevent project overruns.
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PERTvs
GANTT view
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CPM view
CPM can help you figure out: The process for determining and optimizing the critical path How long your complex project will take to complete
Which activities are "critical," meaning that they have to be done on time or
else the whole project will take longer
CPM (Critical Path Method )
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Types of NETWORK
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Types of NETWORK
AOA consists of.. Circles representing Eventso Such as start or end of a given task
Lines representing Taskso Thing being done Build UI
a.k.a. Arrow Diagramming Method (ADM)
AON consists of... Tasks on Nodes
o Nodes can be circles or rectangles (usually latter)o Task information written on node
Arrows are dependencies between tasks a.k.a. Precedence Diagramming Method (PDM)
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NETWORK Diagrams
Advantages Show precedence well Reveal interdependencies not shown in other techniques Ability to calculate critical path Ability to perform what if exercises
Disadvantages Default model assumes resources are unlimited
o You need to incorporate this yourself (Resource Dependencies)
when determining the real Critical Path
Difficult to follow on large projects
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NETWORK Rules
Networks flow from left to rightActivity cannot begin until all preceding connected activities have been
completed
Arrows indicate precedence and flow. Arrows can cross over each other
Each activity should have a unique identifier
An activity identifier should be larger than any activity that precedes it
Looping is not allowed
When there are several starts, a common start point can be used.
Common end points are helpful
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AOA [ADM] and AON [PDM]
Arrow Diagramming Method (ADM) or Activity-on-arrow (AOA), Precedence Diagramming Method (PDM) or Activity-on-node (AON),
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AOA [ADM] method
Arrow Diagram In arrow diagram project task or activities are represented by the arrow
and connected by the node to express their logical relationship
Arrow diagram for pad footing
Arrow
ActivityNode Junction to the event
- Activity started or end
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AON [PDM] method
Node DiagramPDM activity is place on the node
The arrow used to connect between project task to show their logical
relationship
PDM diagram for pad footing
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TASK Dependency Relationships
Finish-to-Start(FS) B cannot start till A finishes
A: Construct fence; B: Paint Fence
Start-to-Start(SS) B cannot start till A starts A: Pour foundation; B: Level concrete
Finish-to-Finish (FF) B cannot finish till A finishes
A: Add wiring; B: Inspect electrical
Start-to-Finish (SF) B cannot finish till A starts (rare)
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Example 3: AOA & AON
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Example 3: AOA & AON
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Example 3: AOA
10
A
B
C
2
3
4
5
6
7
D
E
F
G
8
H
9
I
J
3D
3
5D
7D
5
7
8D
5D
5D
11
10
12
6D
4D
5D
4D17
21
21
17
15
13
12
8
7
0
7
10
23
0 7Predecessor Successor
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Example 3: AON
0
START B
C
D
E
F
G
H
I
J
3
5
7
LS
LF
ES
EF
A
0
0
0
0
FINISH
210
3
5
7
5
3
5
7
8
5
6
4
5
4
11
10 14
12 17
11 17
17 21
2110
12
2121
21
2115
17
1713
157
1712127
138
7
8
7
4
3
0
00
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SLACK /FLOAT/LAG in AON
Time Largest EFT of all predecessors
Time EST + duration for this task
Time Smallest LST of following tasks
Time LFT duration for this task T T or T T
Slack time
/Float/ Lag - is the length of time an activity can be delayed without delaying the entire project
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Dummy: AOA only
bc
d
e
f
g
Activity Predecessor
m
n
r
s
__
m, n
n
m r
n s
k
j
j
k
or
Dashed lines are called dummy activities
k
j
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Example: Dummy in AOA
1 2Excavate
& pour
footings
Pour
foundation
Installdrains
3
6
7
4
8
9
5
10
11
12
16
1813
1715
14
Install rough
electrical & plumbing
Pour
basement
floor
Install
cooling &
heating
Erect
frame & roof
Lay
brickwork
Lay
storm
drains
Install
drywall
Lay
flooring
Install
finished
plumbing
Install
kitchen
equipmentPaint
Finishroof
Install
roof
drainage
Finish
grading
Finish
floors
Pour
walks;
Landscape
Finish
electrical
work
Finish
carpeting
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Exercise1: AOA & AON
Activity ID (successor) Time
A B, C 2
B D 3
C E 2D F 4
E G 3
F H 2
G H 3H - 1
Calculate & Draw AOA and AON networks ??
Highlight CPM ??
How many weeks ??
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Exercise1: AOA
Calculate & Draw AOA and AON networks ??
Highlight CPM ??
How many weeks ??
A
1
0
022 w
3
4
5
6
7 8
B
C
D
E
F
G
H
3
2
4
3
2
3
1
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Node Diagram Method - Table
Total float = 0 Critical Path Method (A B D F H)
Event Activity Masa ES LS EF LF Total Float
(1) (2) (3) (4) (5) (6) (7) (8) = 7-3-4
1 - 2 A 2 0 0 2 2 0 *
2 - 3 B 3 2 2 5 5 0 *2 - 4 C 2 2 2 4 5 1
3 - 5 D 4 5 5 9 9 0 *
4 - 6 E 3 4 5 7 8 1
5 - 7 F 2 9 9 11 11 0 *
6 - 7 G 3 7 8 11 11 1
7 - 8 H 1 11 11 12 12 0 *
Exercise1: AON
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Arrow Diagram Method Gantt / Bar Chart
Exercise1: AOA
1 2 3 4 5 6 7 8 9 10 11 12
1 A
2 B
3 C
4 D
5 E
6 F
7 G
8 H
float
float
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Exercise1: AOA & AON*take home*Task Pedecessor Duration
a * 4
b * 3
c a 3
d a 2e b 6
f b 4
g c,d 1
h e 4i f 5
j e,g 6
k h,i 1
Draw AOA and AON networks ??
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WBS - work breakdown structure