Construction Planning and

Scheduling

Construction Management
Project planning

n The breakdown of the project into various

work packages or activities that will assist in
the time management and control of the
project.
Construction planning

n is a fundamental and challenging activity in

the management and execution of
construction projects.
n It involves:
q the choice of technology,
q the definition of work tasks,
q the estimation of the required resources and
durations for individual tasks, and
q the identification of any interactions among the
different work tasks
Construction planning

n a planner:
q begins with a result (i.e. a facility design)
q must synthesize the steps required to yield this result.
n Essential aspects of construction planning include
q the generation of required activities,
q analysis of the implications of these activities, and
q choice among the various alternative means of performing
activities.
n a useful approach
q is to simulate the construction process either in the
imagination of the planner or with a formal computer based
simulation technique
Alternative Emphases in Construction
Planning
Aspects contribute the breakdown of the project
n Methods used to place the work
n skills needed for the work
n crafts involved
n critical resources (cranes,crews,etc)
n administrative actions that require time
(obtaining permits,inspections,etc)
n deliveries or approvals that must be
considered (approval of shop
drawing,delivery of piles,etc.)
n special activities (cure concrete,etc.)
WBS (Work Breakdown Structure)
n A deliverable-oriented hierarchical decomposition of the
work to be executed by the project team to accomplish
the project objective and create the required
deliverables.
n It organises and defines the total scope of the project.
Each descending level represents an increasing detail
definition of the project work.
n The WBS is decomposed into work packages. The
deliverable orientation of the hierarchy includes both
internal and external deliverables
n Source: A guide to the Project Management Body of
Knowledge, 3rd ed ver 1.3, 2004 Glossary
Starting point of construction
planning
n Scope Definition Document
n WBS
n Method Statement
n Plan
n Duration/resource estimation
n Schedule
n Resource loading
Ilustrative Hierarchical Activity Divisions
for a Roadway Project
Defining Precedence Relationships
Among Activities
n Once work activities have been defined, the
relationships among the activities can be
specified.
n Precedence relations between activities
signify that the activities must take place in a
particular sequence.
n Numerous natural sequences exist for
construction activities due to requirements for
structural integrity, regulations, and other
technical requirements
Illustrative Set of Four Activities with
Precedences
Types of project planning

n Bar chart
n Linear scheduling method
n Network planning
Bar chart
n Gantt chart
n Representation of a project activity as a time-
scaled bar whose length represents the
planned duration of the activity
n Easy to make, read and effective for
communicating in field
n Project information illustration is limited,
where :
q Interdependency between activities are not
shown
q Critical activities are not shown
Example of Bar (Gantt) Chart
Bar chart
Planned duration
Project
work item

Project time scale

0 1 2 3 4 (weeks, month)

50% complete

Project
work item

Percent complete
0 25 50 75 100 scale
LINEAR SCHEDULING METHOD

n For projects with repetitive activities (ex.road

projects)
n Interdependency / relationships between
activities are not shown
n Best for evaluating the progress rate of the
project
Linear scheduling (production curves)

Units of
production

100

80 Planned rate
of progress
60

40
Actual rate of
progress
20

Project
month
5 10 15 20 25
NETWORK DIAGRAM

n Helps to Validate your time estimate for the

project
n Tool to effectively help plan, organise and
control your project
n Show the interdependencies of all activities in
the project
n Communicate to the project team the
interdependencies of their activities for their
better co-ordination among them
Network planning

n Critical Path Method (CPM)

q describes the project as a network of activities
q shows logical sequence/link between activities
q Arrow diagram (Activity on Arrow)
q Precedence diagram (PDM) or (Activity on Node)
q Program Evaluation Review Technique (PERT)
Arrow diagram

n Arrow represents activity

n Circle/Node represent event
Terms in Arrow Diagram

n Activity :
q A duration (time) is needed to finish an activity
q The length or size of the arrow does not represent
any meaning, but the arrow shows the sequence
of activities.
q An activity is started from a node, and ended in
another node.
q Example of activities: soil excavation, waiting for
the concrete to dry, etc.
Terms in Arrow Diagram
n Event (a node)
q An event starts and ends an activity
q An event does not have a duration
q Example: soil excavation starts, soil excavation
finishes, etc
n Milestone (target): An event that has an
important meaning, example: start, finish, and
other event that is viewed to be essential to
be controlled/monitored.
Terms in Arrow Diagram
n Dummy activity: An activity that does not
need any duration and resources. It is
needed for assisting the logics between
activities.
n Critical Path:
q A path in a network that consists of activities
which have the longest total duration.
q The total float (TF) = 0 (consists of activities with
TF = 0)
Terms in Arrow Diagram

n Critical path (contd) :

q The total duration of the critical path = the project
duration.
q Monitoring and controlling are highly needed for
each activity on this path
Arrow diagram

TiE TiL TjE TjL

i j
tij

n i - event i
n j - event j
n TiE - early time of event n TjE - early time of event j
i
n TjL - late time of event j
n TiL - late time of event i
n tij - duration of activity
ARROW DIAGRAM
Dummy Activity
Example
Arrow diagram
(need for dummy arrow)

n Activity A precedes B
n Activity C precedes B
A B
n Activity C precedes D

no relations between A & D

C D

A B A B

C D
C D
Arrow diagram (example)
Activity Title Duration Preceding
(days) Activities
A Mobilize 10 -
B Obtain permits 15 -
C Site works 8 A
D Exterior utilities 12 A
E Excavate catch basin 2 B,C
F Excavate footers 5 B,C
G Excavate foundation peers 6 B,C
H Pour footers 8 D,E,F,G
I Erect building frame 10 H
Arrow diagram (example)

D
12

A C E H I
1 2 3 6 7 8
10 8 2 8 10

4 F
B 5
15
G
5
6
Analyze project network to:

n Find the critical path that establish the

minimum duration of the project
n calculate the early start time for each
activity
n calculate the late start time for each activity
n calculate the float, or time, available for
delay for each activity
Forward-pass algorithm

D
12
0 10 18 24 32 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10

4 F
B 18 5
15
G
5
6
18
Backward-pass algorithm

D
12
0 0 10 10 18 18 24 24 32 32 42 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10

4 F
B 18 19 5
15
G
5
6
18 18
FLOAT
n A duration where an activity can be allowed
to be delayed or can be called as delay
tolerance time
n Float gives some flexibility in a scheduling
network, which can be used for optimizing the
resources allocations.
FLOAT (TENGGANG WAKTU)

n Free Float (FF): Time by which an activity

may be delayed or extended without affecting
the start of any succeeding activity. (EFTj
ESTi Dij = FFij)
n Total Float (TF) : Time by which an activity
may be delayed without affecting the total
project duration. (LFTj ESTi Dij = TFij)
Calculating float

2 2
D
12
0 0 10 10 18 18 24 24 32 32 42 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10
0 0 0 0 4 4 0 0 0 0
4 F
B 18 19 5 1 1
15
3 3 G
5 Note:
6
18 18 0 0 FF TF
Critical path

2 2
D
12
0 0 10 10 18 18 24 24 32 32 42 42
A C E H I
1 2 3 6 7 8
10 8 2 8 10
0 0 0 0 4 4 0 0 0 0
4 F
B 18 19 5 1 1
15
3 3 G
5 Note:
6
18 18 0 0 Critical activity
PRECEDENCE DIAGRAM
n A network diagram using nodes to illustrate activities
n Multiple logic relationships can occur on this type of
diagram, which are:
q Finish to start (FS) = The start of an activity depends
on the ending (finish) of its predecessor (activity
before it)
q Start to start (SS) = The start of an activity depends on
the start of its predecessor
q Finish to Finish (FF) = The ending/finish of an activity

depends on the ending/finish of its predecessor

q Start to Finish (SF) = The ending/finish of an activity
depends on the start of its predecessor
Precedence diagram

B C
4 6

EST A EFT F
LST 2 LFT 8

D E
5 2
Precedence diagram

TF = 0 TF = 0
2 B 6 6 C 12

2 4 6 6 6 12
TF = 0 FF = 0 FF = 0 TF = 0
0 A 2 12 F 20
0 2 2 12 8 20
FF = 0 FF = 0
TF = 3 TF = 3
2 D 7 7 E 9
5 5 10 10 2 12
FF = 0 FF = 0
Precedence diagram

TF = 0 TF = 0
2 B 6 6 C 12

2 4 6 6 6 12
TF = 0 FF = 0 FF = 0 TF = 0
0 A 2 12 F 20
0 2 2 12 8 20
FF = 0 FF = 0
TF = 3 TF = 3
2 D 7 7 E 9
5 5 10 10 2 12
FF = 0 FF = 0
P.E.R.T
Program Evaluation Review
Technique (PERT)
n PERT:
q developed by U.S. Navy Polaris Program for the
Polaris Fleet Ballistic Missile in 1957
q Using probabilistic approach in determining
duration
Probability in PERT

n Optimistic duration: o
n Most likely duration: m
n Pessimistic duration: p

o + 4m + p
te =
6
Probability in PERT

Optimistic duration: Pessimistic duration

n te < most likely time n te > most likely time

n Example: n Example:

o=4 o=4
m=6 m=5
p=7 p = 18
te = (4 + 24 + 7) / 6 te = (4 + 20 + 18) / 6
=7 > 5
= 5.8 < 6
Variance (te)

n is a measure of difference
n described uncertainty associated with the
time-estimating
n the larger the variance, the bigger the
uncertainty
n te = [(p - o) / 6]2
Variance (te)

A: A1:
n o=4 n o = 4

n m=6 n m = 5.5

n p=8 n p = 10

4 + 24 + 8 4 + 22 + 10
te(A) = =6 te(A1) = =6
6 6

te = [(8 - 4) / 6]2 = 0.444 te = [(10 - 4) / 6]2 = 1

Project duration

n Project duration (TE - early time and TL - late

time) is calculated using forward planning
and backward planning when te for every
activity has been calculated
Standard duration (TE)

n Is used to measure the probability of

occurrence of a schedule completion date
(TS) related to TE

2
p-o
TE = v te2 = v 6
Example

A B C D
1 2 3 4 5
o =4 o =3 o =2 o =4
m=6 m=8 m=4 m=5
p =8 p =9 p =7 p =6
8 - 4 2
te2 = 6 te2 = 12 te2 = 0.8332 te2 = 0.3332
2 2
= 3

TE = 6 + 7.33 + 4.17 + 5 = 22.5

Example

TE = v te2

= v 0.6672 + 12 + 0.8332 + 0.3332

= 1.5

Project duration range is from 21.0 to 24.0

Use of standard normal distribution table

Z = Schedule duration - expected project duration

Standard deviation

Schedule duration = TS
Expected project duration = TE
Use of standard normal distribution table

n Example:
from previous example what is the probability of
finishing the project at TS = 21.5

TS - TE 21.5 - 22.5
Z= = = -0.67
TE 1.5

Refer to standard normal distribution table and

interpolating for -0.67, the probability is 0.2487
Therefore, the probability this project will be
completed at time 21.5 is 0.2487 or 24.87%
NEXT WEEK

n Exercises on CPM