QUESTION 1

1.0 1.1 CONSTRUCTION OPERATIONS_A INTRODUCTION

Construction planning is a fundamental and challenging activity in the management and execution of construction projects. 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. A good construction plan is the basis for developing the budget and the schedule for work. Developing the construction plan is a critical task in the management of construction, even if the plan is not written or otherwise formally recorded. In addition to these technical aspects of construction planning, it may also be necessary to make organizational decisions about the relationships between project participants and even which organizations to include in a project. For example, the extent to which sub-contractors will be used on a project is often determined during construction planning. Forming a construction plan is a highly challenging task. As Sherlock Holmes noted: Like a detective, a planner begins with a result (i.e. a facility design) and must synthesize the steps required to yield this result. Essential aspects of construction planning include the generation of required activities, analysis of the implications of these activities, and choice among the various alternative means of performing activities. In contrast to a detective discovering a single train of events, however, construction planners also face the normative problem of choosing the best among numerous alternative plans. Moreover, a detective is faced with an observable result, whereas a
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planner must imagine the final facility as described in the plans and specifications. In developing a construction plan, it is common to adopt a primary emphasis on either cost control or on schedule control as illustrated in Fig. 1-1. Some projects are primarily divided into expense categories with associated costs. In these cases, construction planning is cost or expense oriented. Within the categories of expenditure, a distinction is made between costs incurred directly in the performance of an activity and indirectly for the accomplishment of the project. For example, borrowing expenses for project financing and overhead items are commonly treated as indirect costs. For other projects, scheduling of work activities over time is critical and is emphasized in the planning process. In this case, the planner insures that the proper precedences among activities are maintained and that efficient scheduling of the available resources prevails. Traditional scheduling procedures emphasize the maintenance of task precedences (resulting in critical path scheduling procedures) or efficient use of resources over time (resulting in job shop scheduling procedures). Finally, most complex projects require consideration of both cost and scheduling over time, so that planning, monitoring and record keeping must consider both dimensions. In these cases, the integration of schedule and budget information is a major concern.

Figure 1-1 Alternative Emphases in Construction Planning In this chapter, we shall consider the functional requirements for construction planning such as technology choice, work breakdown, and budgeting. Construction planning is not an activity which is restricted to the period after the award of a contract for construction. It should be an essential activity during the facility design. Also, if problems arise during construction, re-planning is required. 1.2 TYPES OF CONSTRUCTION OPERATIONS_A AND

METHODS As in the development of appropriate alternatives for facility design, choices of appropriate technology and methods for construction are often illstructured yet critical ingredients in the success of the project. For example, a decision whether to pump or to transport concrete in buckets will directly
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affect the cost and duration of tasks involved in building construction. A decision between these two alternatives should consider the relative costs, reliabilities, and availability of equipment for the two transport methods. Unfortunately, the exact implications of different methods depend upon numerous considerations for which information may be sketchy during the planning phase, such as the experience and expertise of workers or the particular underground condition at a site. In selecting among alternative methods and technologies, it may be necessary to formulate a number of construction plans based on alternative methods or assumptions. Once the full plan is available, then the cost, time and reliability impacts of the alternative approaches can be reviewed. Defining Work Tasks At the same time that the choice of technology and general method are considered, a parallel step in the planning process is to define the various work tasks that must be accomplished. These work tasks represent the necessary framework to permit scheduling of construction activities, along with estimating the resources required by the individual work tasks, and any necessary precedences or required sequence among the tasks. The terms work "tasks" or "activities" are often used interchangeably in construction plans to refer to specific, defined items of work. In job shop or manufacturing terminology, a project would be called a "job" and an activity called an "operation", but the sense of the terms is equivalent. [4] The scheduling problem is to determine an appropriate set of activity start time, resource allocations and completion times that will result in completion of the project in a timely and efficient fashion. Construction planning is the necessary fore-runner to scheduling. In this planning, defining work tasks,
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technology and construction method is typically done either simultaeously or in a series of iterations. The definition of appropriate work tasks can be a laborious and tedious process, yet it represents the necessary information for application of formal scheduling procedures. Since construction projects can involve thousands of individual work tasks, this definition phase can also be expensive and time consuming. Fortunately, many tasks may be repeated in different parts of the facility or past facility construction plans can be used as general models for new projects. For example, the tasks involved in the construction of a building floor may be repeated with only minor differences for each of the floors in the building. Also, standard definitions and nomenclatures for most tasks exist. As a result, the individual planner defining work tasks does not have to approach each facet of the project entirely from scratch. While repetition of activities in different locations or reproduction of activities from past projects reduces the work involved, there are very few computer aids for the process of defining activities. Databases and information systems can assist in the storage and recall of the activities associated with past projects as described in Chapter 14. For the scheduling process itself, numerous computer programs are available. But for the important task of defining activities, reliance on the skill, judgment and experience of the construction planner is likely to continue.

those activities which involve different resources, or those activities which do not require continuous performance. SCHEDULING

1.3

It means working out of time that should be required to perform each operation and also the time necessary to perform the entire series as routed, making allowances for all factors concerned. It mainly concerns with time
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element and priorities of a job. The pattern of scheduling differs from one job to another which is explained as below: Production schedule: The main aim is to schedule that amount of work which easily be handled by plant and equipment without interference. Its not independent decision as it takes into account following factors. (1) Physical plant facilities of the type required to process the material being scheduled. (2) Personnel who possess the desired skills and experience to operate the equipment and perform the type of work involved. (3) Necessary materials and purchased parts. Master Schedule: Scheduling usually starts with preparation of master schedule which is weekly or monthly break-down of the production requirement for each product for a definite time period, by having this as a running record of total production requirements the entrepreneur is in better position to shift the production from one product to another as per the changed production requirements. This forms a base for all subsequent scheduling acclivities. A master schedule is followed by operator schedule which fixes total time required to do a piece of work with a given machine or which shows the time required to do each detailed operation of a given job with a given machine or process. Manufacturing schedule: It is prepared on the basis of type of manufacturing process involved. It is very useful where single or few products are manufactured repeatedly at regular intervals. Thus it would show the required quality of each product and sequence in which the same to be operated Scheduling of Job order manufacturing: Scheduling acquires greater importance in job order manufacturing. This will enable the speedy execution of job at each center point.
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As far as small scale industry is concerned scheduling is of utmost importance as it brings out efficiency in the operations and s reduces cost price. The small entrepreneur should maintain four types of schedules to have a close scrutiny of all stages namely an enquiry schedule, a production schedule, a shop schedule and an arrears schedule out of above four, a shop schedule is the most important most suited to the needs of small scale industry as it enables a foreman to see at a glance. 1. The total load on any section 2. The operational sequence 3. The stage, which any job has reached. 1.4 MATERIALS HANDLING AND STORAGE Handling and storing materials involves diverse operations such as hoisting tons of steel with a crane, driving a truck loaded with concrete blocks, manually carrying bags and material, and stacking drums, barrels, kegs, lumber, or loose bricks. The efficient handling and storing of materials is vital to industry. These operations provide a continuous flow of raw materials, parts, and assemblies through the workplace, and ensure that materials are available when needed. Yet, the improper handling and storing of materials can cause costly injuries. Workers frequently cite the weight and bulkiness of objects being lifted as major contributing factors to their injuries. In 1990, back injuries resulted in 400,000 workplace accidents. The second factor frequently cited by workers
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as contributing to their injuries was body movement. Bending, followed by twisting and turning, were the more commonly cited movements that caused back injuries. Back injuries accounted for more than 20 percent of all occupational illnesses, according to data from the National Safety Council
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In addition, workers can be injured by falling objects, improperly stacked materials, or by various types of equipment. When manually moving materials, however, workers should be aware of potential injuries, including the following:

Strains and sprains from improperly lifting loads, or from carrying loads that are either too large or too heavy.

Fractures and bruises caused by being struck by materials, or by being caught in pinch points; and

Cuts and bruises caused by falling materials that have been improperly stored, or by incorrectly cutting ties or other securing devices.

Since numerous injuries can result from improperly handling and storing materials, it is important to be aware of accidents that may occur from unsafe or improperly handled equipment and improper work practices, and to recognize the methods for eliminating, or at least minimizing, the occurrence of those accidents. Consequently, employers and employees can and should examine their workplaces to detect any unsafe or unhealthful conditions, practices, or equipment and take the necessary steps to correct them.

1.4.1 Moving, Handling, And Storing Materials when manually moving materials, employees should seek help when a load is so bulky it cannot be properly grasped or lifted, when they cannot see around or over it, or when a load cannot be safely handled. 1.4.2 Using Materials Handling Equipment To reduce potential accidents associated with workplace equipment, employees need to be trained in the proper use and limitations of the equipment they operate. This includes knowing how to effectively use equipment such as conveyors, cranes, and slings. 1.4.3 Conveyors When using conveyors, workers' hands may be caught in nip points where the conveyor runs over support members or rollers; workers may be struck by material falling off the conveyor; or they may become caught on or in the conveyor, thereby being drawn into the conveyor path.

1.4.4 Cranes Only thoroughly trained and competent persons are permitted to operate cranes. Operators should know what they are lifting and what it weighs. The rated capacity of mobile cranes varies with the length of the boom and the boom radius. When a crane has a telescoping boom, a load may be safe to lift at a short boom length and/or a short boom radius, but may overload the crane when the boom is extended and the radius increases. 1.4.5 Slings
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When working with slings, employers must ensure that they are visually inspected before use and during operation, especially if used under heavy stress. Riggers or other knowledgeable employees should conduct or assist in the inspection because they are aware of how the sling is used and what makes a sling unserviceable. A damaged or defective sling must be removed from service. 1.4.6 Powered Industrial Trucks All new powered industrial trucks, except vehicles intended primarily for earth moving or over-the-road hauling, shall meet the design and construction requirements for powered industrial trucks established in the American National Standard for Powered Industrial Trucks, Part ll, ANSI B56.1-1969. Approved trucks shall also bear a label or some other identifying mark indicating acceptance by a nationally recognized testing laboratory.

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REFERENCE Project Management Institute (2003). A Guide To The Project Management Body Of Knowledge, 3rd ed., Project Management Institute. ISBN 1930699-45-X

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