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Project Planning & Scheduling
Project Planning & Scheduling
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Project PlanningProject PlanningPlanning Inputs and OutputsPlanning Inputs and Outputs
Contract informationDrawings
SpecificationsAvailable resources
Bills of quantitiesSite reports
Organizational dataConstruction methods
ActivitiesRelationships among activitiesMethod statementResponsibilityReporting levelsProject network diagramActivities durationActivities cost
INPUTS OUTPUTS
PLANNING
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Project PlanningProject PlanningPlanning Major stepsPlanning Major steps
Determination of Project Activities (WHAT)
Establishment of Logic; Relationships and overlap (How)
Presentation (Table, Network, Chart, …)
Estimate Activities’ Duration and Cost (When)
Determination of Project Activities (WHAT)
Establishment of Logic; Relationships and overlap (How)
Presentation (Table, Network, Chart, …)
Estimate Activities’ Duration and Cost (When)
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Project PlanningProject PlanningWork Breakdown Structure (WBS)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.
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
Piping
H/C Water
Wiring Finishing
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Project PlanningProject PlanningWork Breakdown Structure (Why)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
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 PlanningProject PlanningProject ActivitiesProject 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.
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 PlanningProject PlanningProject ActivitiesProject ActivitiesTypes of construction activities:
Production: taken directly from drawings and/or
specifications
Management (Approvals, site establishment, …etc).
Procurement (equipment delivery, material
procurement)
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 PlanningProject PlanningProject ActivitiesProject Activities
Example (Double Span Bridge):
Precast beams
Deck slab
Road base left Road base right
Hand rail
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Code Description
10 Set-up site -
14 Procure RFT -
16 Procure P.C. Beams -
20 Excavate left abutment -
30 Excavate right abutment -
40 Excavate central pier -
50 Foundation left abutment -
60 Foundation right abutment -
70 Foundation central pier -
80 Construct left abutment -
90 Construct right abutment -
100 Construct central pier -
110 Erect left P.C. Beams -
120 Erect right P.C. Beams -
140 Fill left embankment -
150 Fill right embankment -
155 Construct deck slab -
160 Left road base -
170 Right road base -
180 Road surface -
190 Bridge railing -
200 Clear site -
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Project PlanningProject PlanningActivities RelationshipsActivities 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
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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Project PlanningProject PlanningPredecessorsPredecessors
Controls the start or finish of another activity Controls the start or finish of another activity
SuccessorsSuccessors Depends on the start or finish of another activity Depends on the start or finish of another activity
Predecessor to Act. B
Successor to Act. B
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Project PlanningProject PlanningType of Activities RelationshipsType of Activities Relationships
Four Types:Finish to Start (FS) Finish to Finish (FF)Start to Start (SS) Start to Finish (SF)
FS FF
SS SF
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Project PlanningProject PlanningType of Activities RelationshipsType of Activities Relationships
Finish-StartWhen A finishes, then B can startDefault Relationship
AFirst Activity
BSecond Activity
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Project PlanningProject PlanningType of Activities RelationshipsType of Activities Relationships
Start-StartWhen A starts, then B can start
AFirst Activity
BSecond Activity
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Project PlanningProject PlanningType of Activities RelationshipsType of Activities Relationships
Finish-FinishWhen A finishes, then B can finish
AFirst Activity
BSecond Activity
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Project PlanningProject PlanningType of Activities RelationshipsType of Activities Relationships
Start-FinishWhen A starts, then B can finish
AFirst Activity
BSecond Activity
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Project PlanningProject PlanningOverlapsOverlapshow 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)
Code Description Predecessors
10 Set-up site ---
14 Procure RFT ---
16 Procure P.C. Beams ---
20 Excavate left abutment 10
30 Excavate right abutment 10
40 Excavate central pier 10
50 Foundation left abutment 14, 20
60 Foundation right abutment 14, 30
70 Foundation central pier 14, 40
80 Construct left abutment 50
90 Construct right abutment 60
100 Construct central pier 70
110 Erect left P.C. Beams 16, 80, 100
120 Erect right P.C. Beams 16, 90, 100
140 Fill left embankment 80
150 Fill right embankment 90
155 Construct deck slab 110, 120
160 Left road base 140
170 Right road base 150
180 Road surface 155, 160, 170
190 Bridge railing 155
200 Clear site 180, 190
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Project PlanningProject PlanningProject networks: AONProject networks: AON
AOA Activity represented as nodes
10A
Activity number
Activity name
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Project PlanningProject PlanningProject networks: AONProject networks: AON
B depends on A10A
20B
C depends on A and BD depends on C
30C
10A
20B
40D
B depends on AC depends on BD depends on B
10A
20B
40D
30C
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Project PlanningProject PlanningProject networks: ExampleProject networks: Example
Activity Predecessors
ABCDEFG
--
A, BCCD
D, E
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Project PlanningProject PlanningProject networks: Example (AON)Project networks: Example (AON)
EFG
Finish
CD
D, EF, G
SS(C)+1 = 4SS(D)+1 = 4Highest of [SS(D), SS(E)] = 5Highest of [SS(F), SS(G)] = 5
Calculate the Sequence step
Start - SS(Start) = 1A - SS(Start) +1 = 2B - SS(Start) +1 = 2C A, B Highest of [SS(B), SS(A)] = 3D C SS(C) +1 = 4
Activity Predecessor Sequence step (SS)
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Project PlanningProject PlanningProject networks: Example (AON)Project networks: Example (AON)
Sequence step 1 2 3 4 5 6
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Project SchedulingProject Scheduling
Scheduling = Planning + timeScheduling = Planning + timeWhy construction schedule?
Knowing activities timing and project completion time
Having resources available on site in the correct time
Making corrective actions if schedule shows that the plan will result in late completion
Assessing the value of penalties on project late completion
Determining project cash flow
Evaluating effect of change orders on project completion
Determining value pf project delay and the responsible parties
Why construction schedule?
Knowing activities timing and project completion time
Having resources available on site in the correct time
Making corrective actions if schedule shows that the plan will result in late completion
Assessing the value of penalties on project late completion
Determining project cash flow
Evaluating effect of change orders on project completion
Determining value pf project delay and the responsible parties
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Project SchedulingProject SchedulingThe Critical Path Method (CPM)The Critical Path Method (CPM)
Most Widely used method for project scheduling
Calculates the minimum completion time for a project
Calculates activities timings
Computer programs use CPM , handle large projects
Forward path
Backward path
Float calculations
Critical activates
Most Widely used method for project scheduling
Calculates the minimum completion time for a project
Calculates activities timings
Computer programs use CPM , handle large projects
Forward path
Backward path
Float calculations
Critical activates
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Project SchedulingProject SchedulingThe Critical Path Method (CPM)The Critical Path Method (CPM)
What creates activities’ timings?
Consider the example of traveling to Alex.
Travel to Cairo 2 hours at 10 AM
Meeting for 2 hours
Travel to Alex 3 hrs
Meeting for 2 hrs staring at 6 PM
What creates activities’ timings?
Consider the example of traveling to Alex.
Travel to Cairo 2 hours at 10 AM
Meeting for 2 hours
Travel to Alex 3 hrs
Meeting for 2 hrs staring at 6 PM
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Project SchedulingProject Scheduling2. CPM for Activity on Nodes (PDM) 2. CPM for Activity on Nodes (PDM)
Forward path
ES for the first Activity = 0
EFi = ESi + di
ESj = EFi - overlapij
Forward path
ES for the first Activity = 0
EFi = ESi + di
ESj = EFi - overlapij
Backward path
LF for the last activity = its EF
LSj = LFj - dj
LFi = LSj + overlapij
Backward path
LF for the last activity = its EF
LSj = LFj - dj
LFi = LSj + overlapij
i (di)LSi LFi
ESi EFij (dj)
LSj LFj
ESj EFjoverlapij
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Project SchedulingProject Scheduling
ExampleExample2. PDM2. PDM
A (3)
D (6)
C (4) E (5)
B (3)
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Project SchedulingProject SchedulingBar Chart (Gantt Chart)Bar Chart (Gantt Chart)
Time versus activity chart
Simple representation and easy to read
Early bar chart
Time versus activity chart
Simple representation and easy to read
Early bar chart
d=3
ES = 0 d=3 TF=3ES=3
d=4 TF=2ES=3
d=6 ES=3
d=5ES=9
A
B
C
D
E
Activity
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Time
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Project SchedulingProject SchedulingBar Chart (Gantt Chart)Bar Chart (Gantt Chart)
It can use calendar dates It can be drawn using late start times Late start bar chart
It can use calendar dates It can be drawn using late start times Late start bar chart
d=3
LF=3 d=3LF=9
d=4LF=9
d=6 LF=9
d=5LF=14
A
B
C
D
E
Activity
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Time
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Project SchedulingProject SchedulingBar Chart (Gantt Chart)Bar Chart (Gantt Chart)
It can be used for resource and cost analysis It can be used for resource and cost analysis
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Project SchedulingProject SchedulingCriticism to Network TechniquesCriticism to Network Techniques
Duration driven schedule
Assumes resources are available
Can not deal with project deadline
Ignore project cost (minimum cost)
Use deterministic durations
Duration driven schedule
Assumes resources are available
Can not deal with project deadline
Ignore project cost (minimum cost)
Use deterministic durations