ការររៀបចំផែនការគររោង

Project Planning

Project Planning and

Scheduling
 Content
• Introduction

• When to schedule

– Preconstruction stage

– Construction stage

– Post construction stage

• Types of Schedules

– Gantt Chart

– Network Diagram
• Building the Schedule

– The Planning Stage

– The Sequencing Stage

– The Scheduling Stage

 Introduction
Scheduling is the process of listing a number of duties or
events in the sequence that they will occur. It is a time
table and it formulates the activities that must be
accomplished to reach a certain goal or objective.

Schedule are essential to the successful execution of any

project. Anytime that people, equipment, materials, and
organizations are brought together and directed toward a
common goal, a schedule is used.
Objectives of Construction Management

How much? Cost Estimation

How long? Scheduling

* Quality Specifications
 When to Schedule
Schedule establish the start, duration, and completion of a
project or a task. They let people and organization kwon in
advance when to expect a certain action to take place.

All contractors and subcontractors must perform their work

profitably. To maintain profitable business, these
contractors have many jobs going on simultaneously that
have to be collectively organized. When a particular job is
going to begin is vital information and so is the expected
completion date.
A schedule is a tool; it can be used to manage, coordinate,
control, and report. With this information the subcontractor can
know whether the work of a particular job can be accomplished
in the context of all the other work schedule.

In addition, the firm needs to know precisely when work must

be done sequentially will be complete, since some parts of the
project cannot be finished until the work of other contractor is
complete.
For instance, a large crane can rent for more that $5,000
per week, so if the duration of a project is not figured
closely, contractors can quickly consume in rental charges
any profit they would hope to get from a job.

A contractor’s overhead is also dependent on how long a

project is expected to take. Example of overhead costs
dependent on project duration are rental for site fencing,
salary for the job superintendent, and maintenance of a
field office.
Scheduled start dates determine when goods and services
need to be brought to the job site, when a workforce
needs to be mobilized, and when equipment rentals begin.
This date is critical to the accurate pricing of the project.

A delay in the start of the project can significantly affect

the cost of material as well as the rate at which labor can
be hired.
 Preconstruction stage
Scheduling is an important activity during the preconstruction
stage of a project. Owner need to know up front if the project
can be completed on time.

Owners, to secure project financing, must establish firm

commitments with the end user of the finished project.

This schedule must accurately identify all the tasks required to

be completed on a project, determine how long each will take,
and place them in the correct, logical order.
Even with the completed date of a project identified,
successful project managers should still look to optimize
the project. Through closer examination of the initial
schedule, efficiencies in time and money can be identified.

It may make sense for the project manager to reschedule

their work to a more opportune times. Some workforce
may be overcommitted during a particular period.
In summary, scheduling in the preconstruction stage is
important to provide the owner with necessary
information to plan and coordinate properly the entire
design and construction process.

Knowing exact dates when all the key events are going to
occur is critical to the overall success of the project.
 Construction stage
Project schedules are not only useful during the
preconstruction stage; they are essential to the
successful coordination of the day-to-day activities of a
project.

Material deliveries and the utilization of equipment and

people are all orchestrated through the schedule.
During construction at the job site, a frequent use of the
CPM ( Critical Path Method) schedule is to record the
actual activities at the site on a day-to-day basis.

The project manager can graphically record progress. This

often done with different color marker and symbols. This
practice not only records issues for the day, it can also help
anticipate problems that may occur in the future.
 Post construction stage
As a project nears completion the ultimate user of the facility
becomes more involved in the construction process. In many
project the owner begins to occupy the facility while
construction is still occurring.

This is called partial occupancy and if this is to occur it must

be closely scheduled, requiring weekly meetings to
coordinate the construction work with the tenant
improvement work necessary to allow occupancy.
 Types of Schedule
• Gantt Chart
A Gantt Chart is a type of bar chart that illustrates a project
schedule. It illustrates the start and finish dates of the
various activities of a project.
• Network Diagram
A common type of construction schedule which depicts a
continuous chain of activities showing both activity
durations and the relationship of the activities. AOA
(Activity-on-arrow) & AON (Activity-on-Node)
- Precedence Diagram: A graphic presentation of a
schedule depicting project activities on a node with an arrow
that depict between the activities.
Which type a construction manager uses depends on a number of
factors, some company-related and some project-related:

➢ Size of the company

➢ Volume of work

➢ Type of construction

➢ Project size

➢ Project complexity

➢ Computer capability

➢ Contract requirements
Gantt Chart
Network Diagram (AOA)

Network Diagram (AON)

Classifying Schedules based on the purpose
• Detailed Schedules
• Summary Schedules
• Mini-Schedules
• Short-interval Schedules (=Look-ahead Schedules)
They are typically prepared by the superintendents
and focus on a relatively short periods of time, such as
2-4 weeks.
• Special-purpose Schedules
They are used to keep track of activities that support
the work, such as delivery schedules, submittal
schedules, and inspection schedules.
 Building the Schedule
• The Planning Stage
- Activity List (WBS=Work Breakdown Structure)

Level I
Building

Level II Site Foundation Structural Frame Etc.

Level III Etc.

Excavation Piling Pile Cap

Level IV Forms Re-bars Concrete Etc.

Shop Cut and Place

Level V Deliver
Drawing Fabricate
 Types of Activities

• Production Activities

• Procurement Activities

• Administrative Activities

- such as permitting, submittals, inspections, and

testing

Administrative Procurement Production

Activity Activity Activity
Approve Siding Order Wood Install
Sample Siding Wood Siding
 The Sequencing Stage
• Network Logic
- The order in which activities are sequenced in the network
diagram relative to their independent relationships.

▪ Which activities must be completed before this activity can begin?

▪ Which activities can be started once this activity is completed?

▪ Which activities can be going on at the same time as this activity?

20 30 40 50
10
Form Re-Bar Pour Finish
Excavate
Footing Fabricate Concrete Footing

Example of Sequence of Base Footing

 The Scheduling Stage

• Determining Activity Durations

- Try to evaluate each activity as an independent
operation.
- Consult with experienced trades-people to get
their time estimates regarding specific activities.
- Initially, assume a standard crew size and makeup for
the activity
- Adjust production rates to fit the specific job
conditions.
- Use a standard eight-hour day as your unit of
measure
 Schedule Calculations
• Critical Path
The longest path through a network diagram schedule and
includes those activities that have zero days of the float. The
critical path determines the overall project duration.
• Float
The amount of leeway available to start or complete an individual
schedule activity before it affects the planned project completion.

ES EF
10 D: Duration
ES: Early Start
EF: Early Finish
Activity
LS: Late Start
LF: Late Finish
D TF
TF: Total Float
LS LF
Example Problem
Activity Dependent on Activity Estimated Duration
A none 1 day
B A 3 days
C A 2 days
D A 4 days
E B,C 2 days
F C 5 days
G E 3 days
H E,F 6 days
I D 3 days
J G,H,I 3 days
 B E G
3 2 3

A C F H J

1 2 5 6 3

D I
3
4
 1 B 4 4 E 6 6 G 9

3 2 3

0 1 1 C 3 3 F 8 8 H 14 14 J 17
A
1 2 5 6 3

1 5 5 I 8
D
3
4

Forward Pass: ES + D = EF
 1 B 4 4 E 6 6 G 9

3 2 3
6 6 8 11 14
3

0 1 1 C 3 3 F 8 8 H 14 14 J 17
A
1 2 5 6 3
0 1 1 3 3 8 8 14 17
14

1 5 5 I 8
D
3
4
7 11 11 14

Backward Pass: LF - D = LS
 1 B 4 4 E 6 6 G 9

3 2 2 2 3 5
6 6 8 14
3 11

0 1 1 C 3 3 F 8 8 H 14 14 J 17
A
1 0 2 0 5 0 6 0 3 0
0 1 1 3 3 8 8 14 17
14

1 5 5 I 8
D
6 3 6
4
7 11 11 14

Float Calculations: TF = LF – EF = LS - ES
 1 B 4 4 E 6 6 G 9

3 2 2 2 3 5
6 6 8 14
3 11

0 1 1 C 3 3 F 8 8 H 14 14 J 17
A
1 0 2 0 5 0 6 0 3 0
0 1 1 3 3 8 8 14 17
14

1 5 5 I 8
D
6 3 6
4
7 11 11 14

Critical Path: TF = 0
Example Problem: Develop and complete the precedence diagram
network for the following project, including the calculation of
forward pass, backward pass, and float. Determine the critical path.

Activity Dependent on Activity Estimated Duration

A none 1 day

B A 10 days

C A 7 days

D A 14 days

E C 8 days

F B,C 5 days

G D,E,F 1 days
Introduction to PERT
PERT: Program Evaluation of Review Technique

te = (ta + 4tm + tb)/6

te: The expected duration

ta: the most optimistic duration
tm: the most likely duration
tb: the most pessimistic duration

V = σ2 = [(tb – ta)/6]2

Linear Combination

Y= X1 + X2 + X3 ………..
Y= X1 + X2 + X3 ………..
V(Y)= V(X1) + V(X2) +V(X3) ……….
Normal Distribution

mean

±1σ: 68%

±2σ: 95%

±3σ: 99.7%
 9 15
5 9 Braces
Anchor
4 5 6 5
14 14 20
10
0 0 0 5 20 23
start Excavate Set pipe
12 15
Tower-1 3 0
0 0
0 0 0 0 5 5 3 2 20 23
17 20
14 17 Towrer-2
5 12
Footing-1 3 0
7 0 12 17
Footing-2
17 20
5 12
5 0
12 17

Critical Path
 5 11
B
6 0
5 11
0 5
A 11 14
D
0
0 5 5 3 0
11 14
5 9
C
4 2
7 11

Critical Path
 4.9 10.9
B
6 0
4.9 10.9
0 4.9
A 10.9 13.8
D
4.9 0 2.9 0
0 4.9
10.9 13.8
4.9 8.9
C
4 2
6.9 10.9

Critical Path
 9 15
5 9 G
C
4 5.4 6 5.4
10.4 14.4 14.4 20.4
0 0 0 5 20.4 23.2
A B I
12.2 15
E 2.8 0
0 0
0 0 0 5 2.8 2.2 23.2
0 5 17.2 20.4 20.4
14.4 17.2 H
5 12.2
D 3.2 0
7.2 0 12.2
F
17.2 17.2 20.4
5 12.2
5 0
12.2 17.2

Critical Path
 2 19 24
B 11.2 F
9.2 0 5 1
11.2 20 25
2

0 2 11.2 19 19 25 25 28
A
2 C 10.2 E G H
0 8.2 1 7.8 0 6 0 3 0
2 25
0 2 3 11.2 11.2 19 19 25 28

2 13.8
D
11.8 5.2
7.2 19
Critical Path
 2 19 24
B 11.2 F
9.2 0 5 1
11.2 20 25
2

0 2 11.2 19 19 25 25 28
A
2 C 10.2 E G H
0 8.2 1 7.8 0 6 0 3 0
2 25
0 2 3 11.2 11.2 19 19 25 28

2 13.8
D
11.8 5.2
7.2 19
Critical Path