Lecture 10- Project Planning and Scheduling

8/16/2019 Lecture 10- Project Planning and Scheduling

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Construction

Project Planning and Scheduling

CE142

Dr. J. Berlin P. Juanzon CE, MBA,MSCM

LECTURE 10


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2

A project is a collection of tasks that must be

completed in minimum time or at minimal cost.

Objectives of Project Scheduling

Completing the project as early as possible bydetermining the earliest start and finish of each

activity.

Calculating the likelihood a project will be

completed within a certain time period. inding the minimum cost schedule needed to

complete the project by a certain date.

!ntroduction


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"

Objectives of Project Scheduling

!ntroduction

– !nvestigating the results of possible delays in

activity#s completion time.

– Progress control.

– Smoothing out resource allocation over theduration of the project.


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Steps in the Planning Process

1) Identify the tasks.

2) Clearly state the objective of each task.

3) Estiate the Personnel! "ie and #eso$rces toeet objectives.

%) &evelop a task se'$ence.

() Estiate the ork ite developent costs.


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1) Identify the tasks. "asks bring the project fro a proble to a prod$ct.

Initially activities to be perfored

Start ith ajor developent activities

*reak don into saller tasks

2) Clearly state the objective of each task. "asks refined to here res$lts of the activities are stated

objectives. Easily $nderstood by entire design tea

Specific as to hat info is to be developed

+easible

,iven tie! personnel! e'$ipent


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3) Estiate the Personnel! "ie and #eso$rces to eet

objectives.

Estiates are alays diffic$lt as design takes tie. - variety of schees are $sed to estiate! all are based on

ass$ptions. "rack record ithin copanies is alays the

best indicator.


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%) &evelop a task se'$ence. Se'$ential "asks

Parallel tasks Co$pled

nco$pled

&evelop a planning/sched$ling chart ilestone or ,antt chart

PE#"


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%) &evelop a task se'$ence. &esign Str$ct$re 0atri Shos &ependency of tasks)

A B C D E F G

Moiliza!ion A A

La"ou!in# an$ S!a%in# B $ %

E&'a(a!ion o) Colu*n Foo!in# C $ C

Fari'a!e Foo!in# + Colu*n Rear D $ &

Fari'a!e Colu*n For* E $ '

-n!all Colu*n + Foo!in# Rear F $ $

Con're!in# o) Colu*n Foo!in# G $ (() Estiate the prod$ct developent costs.


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Planning and Scheduling

Gan!! Car! The bar or Gantt Chart is a widely used simple project scheduling

technique. Advantages include:

Direct correlation with time. Straight orward relationship with projects involving a limited

number o tas!s. Straight orward integration o subtas!s having separate scheduling

charts. Time schedule is le"ible and is e"panded to show tas!s o shorter

nature. #rogress against the plan is easily relected.

Disadvantage includes: That it does not convey the comple" interrelationships that may

occur between tas!s.


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(antt Chart


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Mile!one Car! A Mile!one 'ar! i i*ilar !o a Gan!! Car! /i! !e

e*ai la'e$ on !a% 'o*le!ion.

-! e*o$ie !e a*e i*li)ie$ !e'niue a $oe !e

Gan!! 'ar!. -! $oe no! or!ra" !e in!errela!ioni

e!/een !a% an$ en'e $oe no! i$en!i)" !e 'ri!i'al

a!.


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)ilestone Chart


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PERT {Program Evaluation and Review Technique}

The PERT chart has distinct advantages forcomplex projects with interrelated tasks.

PERT due to its complexit! of timeestimations has given wa! to more popular"P# methods.


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PERT "hart

Three Time Estimates$

%PT&'T&" ( 'hortest time) to

#%'T *&+E*, ( -est Estimate) t#

PE''&'T&" ( *ongest time) tp


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Critical Path )ethod *as some common characteristics with P'+,

&efined by activities and events An activity is a time-consuming effort that is reuired

to complete part of a project. Shown as an arrow on

the diagram

An event is denoted by a circle and defines the end

of one activity and beginning of the ne/t. An event

may be a decision point.

-ctivity Event


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DEF--T-3 3F TERMS - A ET3R5 ctivit! $ any portions of project (tasks) which required

by project, uses up resource and consumestime – may involve labor, paper work,

contractual negotiations, machinery operationsActivity on Arrow (AOA) showed as arrow, AO – Activityon ode

Event $ beginning or ending points of one or more

activities, instantaneous point in time, also called!nodes"

/etwork # $ombination of all project activities and theevents

ACT-6-T7

PRECEED-G SUCCESS3R

E6ET

A

ES LS

%

EF LF

C

ES LSD D


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Critical Path )ethod ,erminology

'arliest Start time 0'S1

atest Start time 0S1

'arliest inish time 0'13

&uration 0&1 ' 4 'S 5 &

atest inish 01 4 S 5 &

,otal loat 0,1 , 4 S - 'S 0Slack between the earliest and latest start times1

On CP3 the total float is 6ero.


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Critical Path )ethod

C#$ %"ample


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Earliest Start "ies Established

ACT-6-T73.

ACT-6-T701RT&%/

PREDECESS3R

7 %obili&ation ' day

2 ayout and taking ' day '

" *+cavate ooting - days .

8 abricate ootingrebar

. days '

9 abricate $olumn/ebar

0 days -

:1nstall ooting /ebars ' day 0,-

; 1nstall $olumn /ebars - days 2,3

< $oncreting of ooting ' day 4

= abricate $olumnorms

3 days .

7> 1nstall $olumn orms . days 5,6


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?',@O+ &!A(+A)

7 2 8 9 ;

" :

=

<)O%)O% B S

A%

,?(

+'%

A%

CO.

+'%

'$C

,?(

!?S,

,?(

+'%

!?S,

CO

+'%

CO?C

,?(

A%

O+)

CO

7>

!?S,

CO

+'%

!?S,

CO

O+)

77

CO?C

CO


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CP) Calculations

,he calculations of the critical path and theproject duration is relatively simple3 reuiring

only addition and subtraction.

orward Pass,he first step in the calculations is to perform a

forward pass. !n this step3 the early start and early

finish of each activity are calculated. ,he early start

0'S1 is the earliest time as activity may start. ,he

early finish 0'1 is the earliest point at which an

activity can be completed.4 5


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CP) Calculations

%ackward Pass,he second stage is to move backward through the

network and determine the late finish and late start

times of each activity. ,he late finish 01 for theactivity in the network is asimed to be eual to the

early finish calculated in the forward pass. !f there

are multiple closing activities3 the greatest early

finish is used. All other nodes are calculated using 4 )inimum S of all following activities

,hen the late start 0S1 can be calculated as

S 4 - &


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CP) Calculations

CP) loatCritical activities cannot be delayed or else the

duration of the project will be longer. Activities with

eual 'S and ' or 6ero float are considered criticalactivities and belongs to the critical path.

,hose activities that are not critical path will have

scheduling leeway3 meaning that their start times canbe adjusted within limits that will not affect the

duration of the project. !n construction industry3 this

scheduling leeway is commonly called as total float.


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CP) Calculations

,O,A OA,

, 4 D '

4 S D 'S

+'' OA,

ree float is the minimum early start of

all the following activities less the earlyfinish

4 'S)!? D 0'S 5 &E+A,!O?1


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DATA SHEET:

ACT-6-T7

PREDESESS3R

DURAT-3

START F--S8 FL3ATCR-T-CA

LACT-6-T7'S S ' ,

A - 2

% A "

C % 8

& A3% 2

' C "

& 7


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Documents

Lecture 10- Project Planning and Scheduling