Project Planning

Project Planning
Planning in General : SWOT analysis
S: Strengths W: Weaknesses O: Opportunities T: Threats

Objectives should be: SMART

S: Specific M: Measurable A: Achievable R: Realistic T: Timely
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Project Planning

Somebody TASK
Everybody

Anybody

Nobody

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Project Planning
Characteristics of a good plan
Based on clearly definite and practical objectives Simple Flexible Easy to control Provide proper standards Exploit existing resources, etc.

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Project Planning
Planning Inputs and Outputs
INPUTS
Contract information Drawings Specifications Available resources Bills of quantities Site reports Organizational data Construction methods
PLANNING

OUTPUTS
Activities Relationships among activities Method statement Responsibility Reporting levels Project network diagram Activities duration Activities cost

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Project Planning
Planning Major steps
Determination of Project Activities (WHAT) Establishment of Logic; Relationships and overlap (WHEN) Presentation (Table, Network, Chart, ) Estimate Activities Duration and Cost (HOW)

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Project Planning
Work Breakdown Structure (WBS)
The WBS is a hierarchical structure which is designed to logically sub-divide all the work-elements of the project into smaller elements.
House

Civil

Plumping

Electrical

Foundations

Walls/ Roof

Pipin g

H/C Water

Wiring

Finishing

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Project Planning
Work Breakdown Structure (Why)
Prepare project plan Identifying Activities Scheduling Identifying cost & schedule at various levels of details Time & cost control Identifying individual or departmental responsibilities

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Project Planning
WBS & Organizational Breakdown Structure (OBS)
WBS (Work elements)

Project

Area 1

Area 2

Area 3

Beams Electrical superinte ndent Concrete foreman

Columns

Slabs

Subcontr actor B

Formwork

Reinforcement

Concreting

OBS (Responsibility Project & reporting) manager

General contractor

Civil superinte ndent

Formwork foreman

Control account

Subcontr actor A

Rebar foreman Mechanic al superinte ndent

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Project Planning
WBS Coding
Each work package or activity in a WBS is given a unique code that is used in project planning and control Identifying Activities

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Project Planning
Project Activities
Project is divided into segments of work called activities Activity: Time-consuming single work element Guidelines for project breakdown: by: area of responsibility, structural element, category of work, etc. Level of details depends on: planning stage, size of the project, complexity of the work, etc.
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Project Planning
Project Activities
Types of construction activities: Production: taken directly from drawings and/or specifications Management (Approvals, site establishment, etc). Procurement (equipment delivery, material procurement)

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Project Planning
Project Activities
Example (Double Span Bridge):

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Project Planning
Activities Relationships
The order in which project activities are to be performed Which activity(ies) must be completed before an activity can start Which activity(ies) can not start until activity completion Which activity(ies) have no logical relations Logic constraints: Physical, and Resources
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Code 10 14 16 20 30 40 50 60 70 80 90 100 110 120 140 150 155 160 170 180 190 200

Description Set-up site Procure RFT Procure P.C. Beams Excavate left abutment Excavate right abutment Excavate central pier Foundation left abutment Foundation right abutment Foundation central pier Construct left abutment Construct right abutment Construct central pier Erect left P.C. Beams Erect right P.C. Beams Fill left embankment Fill right embankment Construct deck slab Left road base Right road base Road surface Bridge railing Clear site

Predecessors ------10 10 10 14, 20 14, 30 14, 40 50 60 70 16, 80, 100 16, 90, 100 80 90 110, 120 140 150 155, 160, 170 155 180, 190

Project Planning
Type of Activities Relationships
Four Types: Finish to Start (FS) Start to Start (SS) Finish to Finish (FF) Start to Finish (SF)

FS

FF

SS

SF

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Project Planning
Overlaps
how much a particular activity must be completed before a succeeding activity may start
Used for activities not using the same type of resources With a value less than the duration of the preceding activity

+ve overlap (-ve lag)

-ve overlap (+ve lag)

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Project Planning
Overlaps
Example Consider the construction of the following sequential activities of a bridge consists of 19 bays Pile manufacturing with duration 2.5 wks/pier Pile driving with duration 1.5 wks/pier Pile cap with duration 2.0 wks/pier Pier shaft with duration 2.5 wks/pier Determine the appropriate overlap between activities

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Project Planning
Relationships Considering Resource Constraints
Activity description
A1 B1 C1 A2 B2 C2 A3 B3 C3 Excavate unit 1 Concreting unit 1 Brickwork unit 1 Excavate unit 2 Concreting unit 2 Brickwork unit 2 Excavate unit 3 Concreting unit 3 Brickwork unit 3

Predecessors (unconstrained resources)

A1 B1 A2 B2 A3 B3

Predecessors (constrained resources)

A1 B1 A1 B1, A2 C1, B2 A2 B2, A3 C2, B3

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Project Planning
Project networks: AOA
Two Types: Activity-On-Arrow; AOA (Arrow Networks). Activity-On-Node; AON (Precedence Networks):
AOA Activity represented as arrows with start and finish nodes called Events
Activity A

j>i
20

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Project Planning
Project networks: AOA
5 A 10 B 15

B depends on A
C depends on A and B

5 B 5

10

15

B 5 A 10 C

15 15 15

B depends on A C depends on A

A B 10

C D

B depends on A and B D depends on A and B

15

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Project Planning
Project networks: AOA
Dummy activity Activity with zero duration and no resources to adjust the network
5 10 A B 15 C D 25 20 5 10 A B 20 C 25 30

C depends on A and B D depends on B only A B

Dummy D 15

15

5 Dummy 10

A B

15

Incorrect representation
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Correct representation
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Project Planning
Project networks: AON
AOA Activity represented as nodes

10 A

Activity number

Activity name

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Project Planning
Project networks: AON
10 A 20 B

B depends on A

10 A 20 B

30 C

40 D

C depends on A and B D depends on C

30 C 20 B 40 D

10 A

B depends on A C depends on B D depends on B

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Project Planning
Project networks: Example
Activity
A B C D E F G

Predecessors
A, B C C D D, E

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Project Planning
Project networks: Example (AOA)

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Project Planning
Project networks: Example (AON)
Calculate the Sequence step
Activity
Start A B C D E F G Finish
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Predecessors
Start Start A, B C C D D, E F, G

Sequence step (SS)

SS(Start)=1 2=SS(Start)+1 2=SS(Start)+1 3=Highest of [SS(B), SS(A)] 4=SS(C)+1 4=SS(C)+1 5=SS(D)+1 5=Highest of [SS(D), SS(E)] 6= Highest of [SS(F), SS(G)]

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Project Planning
Project networks: Example (AON)
Sequence step 1 2 3 4 5 6

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Project Planning
Activity Duration & Direct Cost
Planning time unit (hours, days, weeks, months) Establish method statement (method of construction) Specify number of resources, and hence output

Duration = Quantity of work / No. of Res. x Res. Output

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Project Planning
Activity Duration & Direct Cost
Productivity can be estimated: From published data () Previous records of a company

Productivity data
Daily production Units/day
How many units can be done in one time unit Applies to a given crew

Man-hours/ unit Mhrs/unit

How long it takes form one labor to finish one unit Applies to any crew formation

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Project Planning
Activity Duration & Direct Cost
Example What is the duration to install 6000 square feet of walls shuttering if: Crew of 2 carpenters is used, output of 200 square feet/day Productivity is measured as 0.008 man-hour/square feet. Number of carpenters =3, and number of working hours/day = 8 hours
a.

Duration = 6000 / 200 = 3 days

b. Total man-hours needed = 6000 x 0.008 = 48 man-hours (if one man used) Duration = 48 / 8 = 6 days (if one man used) Duration using 3 men = 6 / 3 = 2 days

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Project Planning
Activity Duration & Direct Cost
Example (balanced mix of resources) A wall involves 660 m3 concrete, 50 tone of steel, and 790 m2 of formwork. - A 6 man concrete crew can place 16 m3 of concrete/day. - A steel-fixer and assistant can fix 0.5 ton of reinforcement/day. - A carpenter and assistant can fix and remove 16 m2 of shuttering/day
-

using one steel-fixer: duration = 50 / 0.5 = 100 days using one carpenter: duration = 790 / 16 = 49.4 days using one concreting crew: duration = 660 / 16 = 41.25 days.

2 steel-fixer crews, one carpenter crew, and cone concreting crew. duration = 50 / 0.5 x 2 = 50 days

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Project Planning
Activity Duration & Direct Cost
Activity direct cost: Duration, resources, and cost are interrelated elements Direct cost comprises: labor, material, equipment, and/or subcontractors

Unit cost = total cost / quantity

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