Construction Planning and

S h d li
Scheduling

Construction Management
Project
j p planningg

The breakdown of the project into various

work packages or activities that will assist in
the time management and control of the
p j
project.
Construction planning
p g

iis a ffundamental
d t l and
d challenging
h ll i activity
ti it iin
the management and execution of
construction
t ti projects.
j t
It involves:
the choice of technology,
the definition of work tasks,
the estimation of the required resources and
durations for individual tasks, and
the identification of any interactions among the
different work tasks
Construction planning
p g

a planner:
l
begins with a result (i.e. a facility design)
must synthesize the steps required to yield this result
result.
Essential aspects of construction planning include
the generation of required activities,
activities
analysis of the implications of these activities, and
choice among the various alternative means of performing
activities.
a useful approach
iis tto simulate
i l t ththe construction
t ti process either
ith iin th
the
imagination of the planner or with a formal computer based
simulation technique
Alternative Emphases
p in Construction
Planning
Aspects
p contribute
b the b
breakdown
d w of the p
project
j
Methods used to place the work
skills needed for the work
crafts involved
critical resources (cranes,crews,etc)
administrative actions that require time (obtaining
permits,inspections,etc)
deliveries or approvals that must be considered
(approval of shop drawing,delivery of piles,etc.)
special activities (cure concrete
concrete,etc.)
etc )
Illustrative Hierarchical Activityy
Divisions for a Roadway Project
Definingg Precedence Relationships
p
Among Activities
Once workk activities
O ti iti have
h b
been d
defined,
fi d ththe
relationships among the activities can be
specified.
ifi d
Precedence relations between activities
signify that the activities must take place in a
particular sequence.
Numerous natural sequences exist for
construction activities due to requirements for
structural integrity, regulations, and other
technical requirements
Illustrative Set of Four Activities with
Precedences
Types
yp of project
p j planning
p g

Bar chart
Linear scheduling
g method
Network planning
Bar chart
Gantt chart
Representation of a project activity as a time-
scaled bar whose length represents the
planned
l ddduration
ti off th
the activity
ti it
Easy to make, read and effective for
communicating in field
Project
j information illustration is limited,,
where :
Interdependency
p y between activities are not shown
Critical activities are not shown
Example
p of Bar ((Gantt)) Chart
Bar chart
Planned duration
Project
work item

Project time scale

0 1 2 3 4 (weeks, month)

50% complete

Project
work item

Percent complete
0 25 50 75 100 scale
LINEAR SCHEDULING METHOD

For projects with repetitive activities (ex.road

projects)
Interdependency / relationships between
activities are not shown
Best for evaluating the progress rate of the
project
Linear schedulingg (production
(p curves))

Units of
production

100

80 Planned rate
of progress
60

40
Actual rate of
progress
20

Project
month
5 10 15 20 25
Network planning
p g

Critical Path Method (CPM)

describes the project
j as a network of activities
shows logical sequence/link between activities
Arrow diagram (Activity on Arrow)
Precedence diagram (PDM) or (Activity on Node)
Program Evaluation Review Technique (PERT)
Arrow diagram
g

Arrow represents activity

Circle/Node represent
p event
Terms in Arrow Diagram
g

Activity :
Needs duration ((time)) to finish an activity
y
Length or slope of arrow have no means, but the
head of arrow shows the sequence
q of activity
y
Start from a node and end to another node
Example : Excavating
Excavating, Concrete Curing
Curing, etc
Terms in Arrow Diagram
g
Event
Start or end of activity
Has no duration
Example : start of excavation, finish of excavation,
etc
Milestone : Event that has important
meaning, that can be a controlling target.
Terms in Arrow Diagram
g
Dummy activity : Activity has no time and
resources. Needs to help in linking activity
logic.
Critical Path :
A path of network that has the longest total activity
duration.
Total Float (TF) = 0
Critical Path duration = Project Duration
N d extra
Needs t control
t l iin th
these activities
ti iti
Arrow diagram
g

TiE TiL TjE TjL

i j
tij

i - event i
j - event j
TiE - early time of event i
i TjE - early time of event j
TiL - late time of event i TjL - late time of event j

tij - duration of activity

Arrow diagram
g
(need for dummy arrow)

Activity A precedes B
Activity C precedes B
A B
Activity
A ti it C precedes
d D
no relations between A & D
C D

A B A B

C D
C D
Arrow diagram
g ((example)
p )

A ti it
Activity Titl
Title Duration
D ti Preceding
P di
(days) Activities
A Mobilize 10 -
B Obtain permits 15 -
C Site works 8 A
D Exterior utilities 12 A
E Excavate catch basin 2 B,C
F Excavate footers 5 B,C
G Excavate foundation peers 6 B,C
H Pour footers 8 D,E,F,G
I Erect building frame 10 H
Arrow diagram
g ((example)
p )

D
12

A C E H I
1 2 3 6 7 8
10 8 2 8 10

4 F
B 5
15
G
5
6
Analyze
y project
p j network to:

Find the critical path that establish the

minimum duration of the project
calculate the early start time for each
activity
calculate the late start time for each activity
calculate the float, or time, available for
delay for each activity
Forward-pass
p algorithm
g

D
12
0 10 18 24 32 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10

4 F
B 18 5
15
G
5
6
18
Backward-pass
p algorithm
g

D
12
0 0 10 10 18 18 24 24 32 32 42 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10

4 F
B 18 19 5
15
G
5
6
18 18
FLOAT

Tolerate duration that an activity can be late,

or time to be late.
Float gives some times and elasticities in a
network that can be used in field or to
network,
optimized resources allocation.
FLOAT

Free Float (FF) : Maximum duration which an

activity can be late without making any delay
to the next activity.
(EFTj ESTi Dij = FFij)
Total Float (TF) : Maximum duration which an
acti it can be late without
activity itho t making a project
delay.
(LFTj ESTi Dij = TFij)
Calculatingg float

2 2
D
12
0 0 10 10 18 18 24 24 32 32 42 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10
0 0 0 0 4 4 0 0 0 0
4 F
B 18 19 5 1 1
15
3 3 G
5 N t
Note:
6
18 18 0 0 FF TF
Critical path
p

2 2
D
12
0 0 10 10 18 18 24 24 32 32 42 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10
0 0 0 0 4 4 0 0 0 0
4 F
B 18 19 5 1 1
15
3 3 G
5 Note:
6
18 18 0 0 Critical activity
PRECEDENCE DIAGRAM
Network diagram that use node to describe activity
Possible for multiple logic relationship,
relationship such as :
Finish to start (FS) = a start of an activity depends on
finish of the precedence
Start to start (SS) = a start of an activity depends on

start of the precedence

p
Finish to Finish (FF) = a finish of an activity depends

on finish of the precedence

Start to Finish (SF) = a finish of an activity depends on

start of the precedence

Precedence diagram
g

B C
4 6

EST A EFT F
LST 2 LFT 8

D E
5 2
Precedence diagram
g

TF = 0 TF = 0
2 B 6 6 C 12

2 4 6 6 6 12
TF = 0 FF = 0 FF = 0 TF = 0
0 A 2 12 F 20
0 2 2 12 8 20
FF = 0 FF = 0
TF = 3 TF = 3
2 D 7 7 E 9
5 5 10 10 2 12
FF = 0 FF = 0
Precedence diagram
g

TF = 0 TF = 0
2 B 6 6 C 12

2 4 6 6 6 12
TF = 0 FF = 0 FF = 0 TF = 0
0 A 2 12 F 20
0 2 2 12 8 20
FF = 0 FF = 0
TF = 3 TF = 3
2 D 7 7 E 9
5 5 10 10 2 12
FF = 0 FF = 0
P.E.R.T
Program Evaluation
E al ation Re
Review
ie
Technique
Tec que (PERT)
(P T)
PERT:
developed by U.S. Navy Polaris Program for the
Polaris Fleet Ballistic Missile in 1957
Using probabilistic approach in determining
duration
Probabilityy in PERT

Optimistic duration: o
Most likelyy duration: m
Pessimistic duration: p

o + 4m + p
te =
6
Probabilityy in PERT

Optimistic
O ti i ti dduration:
ti Pessimistic duration
te < most likely time te > most likely time

Example: Example:

o=4 o=4
m=6 m=5
p=7 p = 18
te = (4 + 24 + 7) / 6 te = ((4 + 20
0 + 18)
8) / 6
=7 > 6
= 5.8 < 6
Variance ((te)

is a measure of difference
described uncertaintyy associated with the
time-estimating
the larger the variance
variance, the bigger the
uncertainty
te = [(p - o) / 6]2
Variance ((te)

A: A1:
o=4 o = 4

m=6 m = 5.5

p=8 p = 10

4 + 24 + 8 4 + 22 + 10
te(A) = =6 te(A1) = =6
6 6

te = [(8 - 4) / 6]2 = 0.444 te = [(10 - 4) / 6]2 = 1

Project
j duration

Project duration (TE - early time and TL - late

time) is calculated using forward planning
and backward planning when te for every
activityy has been calculated
Standard duration ((TE)

Is used to measure the probability of

occurrence of a schedule completion date
(TS) related to TE

2
TE = v te2 = v
p-o
6
Example
p

A B C D
1 2 3 4 5
o =4 o =3 o =2 o =4
m=6 m=8 m=4 m=5
p =8 p =9 p =7 p =6
8-4 2
te = 6
2 te2 = 12 te2 = 0.8332 te2 = 0.3332
2 2
= 3

TE = 6 + 7.33 + 4.17 + 5 = 22.5

Example
p

TE = v te2

= v 0.6672 + 12 + 0.8332 + 0.3332

= 1.5

P j t duration
Project d ti range is
i from
f 21.0
21 0 to
t 24.0
24 0
Use of standard normal distribution table

Z = Schedule duration - expected project duration

Standard deviation

Schedule duration = TS
Expected project duration = TE
Use of standard normal distribution table

Example:
from previous example what is the probability of
finishing the project at TS = 21.5

TS - TE 21.5 - 22.5
Z= = = -0.67
TE

Refer to standard normal distribution table and

interpolating for -0.67,
0 67 the probability is 0.2487
0 2487
Therefore, the probability this project will be
completed at time 21.5
21 5 is 0.2487
0 2487 or 24.87%
24 87%