19
Dr. N. Bodapati, P.E. Scheduling Basics Dr. Narayan Bodapati, P.E. CE342: Construction Planning and Scheduling Strategies Missouri Science &Tech January 28, 2013
Dr. N. Bodapati, P.E.
Scheduling Basics
Dr. Narayan Bodapati, P.E.
CE342: Construction Planning and Scheduling StrategiesMissouri Science &Tech
January 28, 2013
Dr. N. Bodapati, P.E.
Project Planning and Scheduling
Planning of projects is critical to the success of a project.
A. Examples of schedules/penalties
1. Residence hall of a universityIf not completed by scheduled
semester start date penalty for housing 300 students in a hotel @ $70/day/2 students: $11,000/day
Dr. N. Bodapati, P.E.
B.Need a plan
1. Schedule development2. Communicate the schedule
• Graphics/reports3. Manage the plan
• Monitor the plan• Are we on schedule?• What are the delays?• How do we get back on schedule?
• Develop a recovery schedule
Dr. N. Bodapati, P.E.
Typical Project Schedules
1.Hospital bldg $20m cost
2.Airport Project, St. Louis: $2.6 billion – 15 years
3.MetroLink: $500m – 6 years
4.New Mississippi Bridge: $1.6 Billion – 10 years
5.Cardinals Stadium: 2 years
6.Warehouse and office: $ 2 million: 9-12 months
design bid construction12 months 3 months 18 months
Total:33 months
Dr. N. Bodapati, P.E.
Introduction:1. Scheduling Basics
A schedule is a roadmap/timetable for a project. A schedule answers the following questions:
What is the project duration? (or what is the completion date?) What is the status of the project? When will it be completed? Can the project duration be shortened or compressed? What is the impact of change orders on the completion date? Is there a delay on the project? How many days/weeks is the project behind schedule? Who caused the delay? Is it possible to recover the delay and bring the project back on
schedule? What does the recovery/acceleration cost? What is the new completion date?
Dr. N. Bodapati, P.E.
2. Uses of Schedules
A. Owner’s Perspective Project Duration Funding Requirements Return on Investment Project Phasing & Beneficial Occupancy
Dates
Dr. N. Bodapati, P.E.
B. Contractor’s Perspective Cash Flow Requirements Deployment of Men, Materials, & Labor Procurement of Resources Critical Activities vs. Non-Critical Activities Sub Contractor Coordination Delay Claims Analysis Liquidates Damages
Dr. N. Bodapati, P.E.
3. Scheduling Considerations
A. Internal Constraints Project Scope and Complexity Project Funding Budget or Time Driven Project Phasing/Early Occupancy ROI Considerations
Dr. N. Bodapati, P.E.
B. Project Delivery Methods
Design-Bid-Build
Fast Track
C M Approach
Design-Build
Dr. N. Bodapati, P.E.
C. External Constraints Weather/Construction Seasons Regulatory Agency Approvals Utility Relocations/Connections Environmental Constraints Cemetery Relocations Contracting Climate Labor Strikes
Dr. N. Bodapati, P.E.
Return on Investment (ROI) Considerations
$30m
mill
ions
Cost$$35
Crash cost: $35 millionCrash duration: 18 months
Normal cost: $30 millionNormal duration: 24 months
18months
20months
22months
24months
Dr. N. Bodapati, P.E.
Schedule Control
1 Establish a baseline schedule
2 Update the schedule on a regular basis
3 Determine the new completion date/delay
4 Produce a recovery schedule to bring the project back on schedule
Dr. N. Bodapati, P.E.
Schedule Control
Project Start Project Finish
Contract Duration
Progress DateProgress
Progress
Delay ForecastCompletionDate
BaselineSchedule
UpdateSchedule
Recovery Schedule
Dr. N. Bodapati, P.E.
Recovery Techniques
1 Determine the delay
2 Examine the critical path
3 Overlap activities if possible
4 Shorten activity durations where feasible (select activities which are least expensive to compress)
5 Change construction method (e.g., cast-in-place concrete to precast concrete)
Dr. N. Bodapati, P.E.
C Examples of Lack of Schedule Control
Denver International Airport, Denver, CO
Schedule Delay: 18 months
Cost Overrun: $ 3.2 billion
Federal Courthouse, St. Louis, MO
Schedule Delay: 24 months
Dr. N. Bodapati, P.E.
Edwardsville High School, Edwardsville, IL
Schedule Delay: 19 months
Kiel Center, St. Louis, MO
Schedule Delay: 7 months
Delay Claims: $ 5.5 million
Dr. N. Bodapati, P.E.
D Example of good use of schedule Caltrans Bridge Project on the Santa Monica
Freeway, CA
Contract Cost: $14. 9 million
Bonus Clause: $200,000/day of early completion
Contract completed 74 days ahead of schedule
Bonus Collected: 74 days x $200,000: $14.8 million
Dr. N. Bodapati, P.E.
Schedule Development Identify a list of activities
e.g. Mobilization, site grading Quantify activities
e.g. Excavation: 3,000 cyds Apply production rates to determine durations
e.g. Excavation: 600 cyds/day (5 days) Establish logic and develop the network
e.g. which activities must be completed before starting a particular activity
Calculate and establish the project duration and critical path
Adjust/revise the logic and recalculate Produce bar charts and reports
Dr. N. Bodapati, P.E.
Good work, but I think we need a little more detail right here.
