PROJECT PLANNING AND SCHEDULING

AFTAB HAMEED MEMON

Office: E6-003A, Makmal Kej. Bangunan

Jab. Kej. Bangunan & Peminaan, FKAAS

Contact No. 014-2527620

E-mail: [email protected]
Introduction to Project Planning and
Scheduling
 Project
 Temporary endeavor undertaken
 A sequence of unique, complex and connected
activities
 Has a goal, defined output or deliverable, and scope
 Has a defined beginning and ending
 Has a logical sequence of activities that produce the
deliverables
 Mostly one person is responsible, the Project Team
Leader
 Resource-consuming activities
 Project Phases

Definition Setting project goals and objectives

Organizing facilities and equipment,

Planning personnel and task assignments, and
scheduling

Execution Beginning actual work on the project

Turning the project over to the end user and

Closeout phasing out project resources
 Project Planning
 One of most important
aspect of project
 Administrative process by
which an appropriate line
of action is selected out of
alternatives available for a
particular work.
 Devising a workable
schem of operations that
accomplishes as
established objectives
when put into action
 If you do not plan for the project,
you are planning for failure

Plans act as road map of complicated process

to manage project

5-P rule
Proper Planning Prevents Poor Performance
 Focus of Planning
 Determining the future objectives and appropriate
means to achieve it
 Answers the basic questions:
What must be done ?
How it should be done ?
Who should do it ?
When it must be done ?
How much it will cost?
The Basic Project Planning Cycle
 Construction Planning

A rational, sequential and appropriate way of

directing the construction activities
An administrative process which translate
the policy into method of achieving the
directed goal
 Work packages
 The scope of work is broken into components which define work
elements or building blocks that need to be accomplished in
order to realize the end objective of a project. The sub-elements
are often referred to as work packages.
 Work breakdown structure (WBS)
 The progressive hierarchical breakdown of the project into
smaller pieces to the lowest practical level to which schedule
and cost are applied.
 A Deliverable - Oriented Grouping of Project Elements that
Organizes and Defines the Total Scope of the Project. Each
Descending Level Represents an Increasingly Detailed Definition
of the Project Work (PMBOK Guide)
 Work Breakdown Structure
 WBS is a vehicle for identifying deviations, assessing their
impact, and making appropriate corrections to the existing plan.
 Outline of the Work to be Performed
 Provides a Framework for Defining the Work on the Project
 Assists in determining the amount or level of planning needed
 Provides a Framework for Planning
• It helps ensure that all project work is included in the plan
• It promotes accurate estimation and objective measurement
• It is the basis for measuring schedule progress against plan
• It is the basis for measuring cost progress against your plan
• It is the basis for reporting status to management
 Why break up?
• Improve work management
• Understand resource and time
constraints
• Set milestones for progress
• See alternative sequencing of
components of work
 Developing WBS
 Work packages should be defined in a way to assist the
manager in determining the time and cost status of the
project.
 Guidelines in establishing WBS
1. Work packages must be clearly distinguishable from
one another.
2. Each work package must have unique starting and
ending dates.
3. Each work package should have its own unique budget.
4. Work packages should be small enough to allow
measurement of work progress.
 Developing WBS
 Important Aspects to Consider in Developing WBS
1. Methods used to place work
2. Skills needed for the work
3. Craft workers involved
4. Critical Resources (e.g., cranes, crews, etc.)
 Four Categories to Make a Package Unique
1. Location or Area within the Project
2. Material Type
3. Method of Placement
4. Organizational Resources Required
WBS EXAMPLE
 WBS EXAMPLE

1. Project Organization
1.1 Types of Organization Structure
1.2 Project Roles and Responsibility
1.3 Leadership and Motivation in Construction Management
2. Project Planning and Scheduling
2.1 Introduction
2.2 Concept tools of planning
2.2.1 Bar Chart
2.2.2 Critical Path Method
2.2.2.1 Activity of Arrow (AOA) Method
2.2.2.2 Activity on Node (AON) Method
2.2.3 Line of Balance
3. Introduction to Computer Software
3.1 Microsoft Project
3.2 Primavera Project Planner
WBS EXAMPLE
WBS EXAMPLE
WBS EXAMPLE
WBS EXAMPLE
 Project Scheduling
 It is a process for setting various operations of a
construction projects in sequential order
 Project Scheduling addresses issues in time
planning/management
 It is graphical representation of work package
 Process for setting activities in sequential order by fixing
start & completion date in such manner that whole project
should be done in orderly and systematic way
 It helps to understand project objectives & eliminate any
uncertainties
 It provides a basis for monitoring and controlling the work
 Advantages of Planning and Scheduling
 Alternative methods of construction can be examined at the
planning stage so that a most economical method can be
identified and chosen.

 At the time of starting each activity is known, there fore prior

and adequate arrangement for provision of resources of
construction, such as type and quantity of material, man,
machines and finance (money) required at each stage of
construction, can be made.

 Scheduling also indicates the quantities of work and duration

of various operations for which plant or equipment cab be
arranged in due time to avoid un necessary expenditure for
keeping the plant idle for dates an which it will not be required.
 Advantages of Planning and Scheduling

 It will help in arranging labour both skilled and un skilled

regarding the quality and period for which they required.

 The total time for the completion of project can be known.

 With the help of actual progress charts it is known that

whether the work is lagging behind or not. If the progress
is slow it can be made fast by speeding up the activities.

 Resource illustration is optimised and available resources

can be directed towards various activities with
advantages.
 Advantages of Planning and Scheduling
 Any changes or modification made in original plans due to
detection of errors in productivity, delay due to weather
conditions and geological conditions can be properly
evaluated and programme can be suitable amended.

 Knowing the inter relation ship of various activities and

relative importance of each activity at any stage of
construction will help in fixing their priorities properly.

 The ultimate advantages of scheduling is the execution of

construction work in efficient manner without wastage of
the inputs. This will result in gaining maximum possible
construction economy.
 Importance of Project Scheduling
 To give confidence to the client.

 To eliminate any uncertainties.

 To improve the efficiency of the operation through

efficient use of resources and cost control.

 To better understand of the project objectives.

 To provide a basis for monitoring and controlling of the

work.
 Classification of Project Scheduling

Time schedule

Project cost or financial schedule.

Resource schedule

• Material schedule.

• Labour schedule.

• Equipment schedule.
 Project Scheduling Techniques
 By charts
Gantt chart or bar chart.
Linked bar chart/ Modified Bar Chart
 By net work Techniques.
A-O-A (Activity on arrow)
C.P.M (Critical path method)
P.E.R.T (Programme evaluation Review Techniques)
A-O-N (Activity on mode)
P.D.M (Precedence Diagramming method)
 L.B.S (Line of balance system).
Scheduling with Bar Charts
 Gantt Chart or Bar Chart
 Bar Chart was developed by Henry Gantt in 1917
 It is a graphical representation of work activities
 Acts as planning-scheduling model and reporting-control model
 The length of bar represents duration of activity
 Advantages Gantt Chart or Bar Chart
 Ability to clearly and quickly present the states of project.
 To convey often to upper management, the over all status
of a project.
 No extensive training is required to learn hw to extract in
formation from them.
 The period required for execution of each activity or
operation can be observed.
 Up date progress of each activity.
 Resource aggregation.
 Lagging of activities can be noticed to manage work.
 Bar Chart for Concrete Gravity-Arch Dam

No. Description Month

1 2 3 4 5 6 7 8 9 10
1 Mobilization
2 Foundation Excavation
3 Diversion Stage Original Schedule
4 Foundation Grouting
5 Dam Concrete
6 Install Outlet Gates
7 Install Trash Racks
8 Prestress Actual progress
9 Radial Gates
10 Spillway Bridge
11 Curtain Grout
12 Dismantle Plant, Clean Up
 Limitation Gantt Chart or Bar Chart
 Complicated inter- dependencies of various item of work can not
be depicted
 The critical activities can not be shown by bar charts.
 Bars on chart do not show the actual progress because these only
represent the time elapsed in a particular activity. Hence it is not
possible to detect till the allotted is over and work remains in
complete as the rate of progress is not shown separately.
 It is very difficult to find out the alternative courses of action they
might be taken and effect of each on project completion is
exercised in case of variation of the construction programme from
the planned programme. The length and position can not be
adjusted.
Scheduling Logic

P2 P4 P6

H1 S1 H2 S2 H3

P1 P3 P5
 Bar Chart

• Example 1
A project consist of six activities that should be done in a period of
time. Try to create a bar chart to ease the project planning and
scheduling.

• Activity A : 1 week, starting from 1 Oct 2010

• Activity B : 2 week, starting from 5 Oct 2010
• Activity C : 3 week, starting from 15 Oct 2010
• Activity D : 2 week, starting from 25 Oct 2010
• Activity E : 2 week, starting from 29 Oct 2010
• Activity F : 1 week, starting from 5 Nov 2010
 Bar Chart

• STEP 1: Identify start date & finish date for all activities

Activity
• A: 1 week, starting from 1 Oct 2005 (1/10/10 - 8/10/10)
• B: 2 week, starting from 5 Oct 2005 (5/10/10 - 19/10/10)
• C: 3 week, starting from 15 Oct 2005 (15/10/10 - 5/11/10)
• D: 2 week, starting from 25 Oct 2005 (25/10/10 - 8/11/10)
• E: 2 week, starting from 29 Oct 2005 (29/10/10 - 12/11/10)
• F: 1 week, starting from 5 Nov 2005 (5/11/10 - 12/11/10)
 Bar Chart

STEP 2: Draw outline of Bar Chart

Bar Chart for Example 1
5/11
No1/10 8/10 15/1
Activity
0
22/1
0
29/1
Duration
0
Week
1 2 3 4 5 6

1/1 8/10 15/10 22/10 29/10 5/11 12/11

1 A 1 0

2 B 2

3 C 3

4 D 2

5 E 2

6 F 1
 Bar Chart
A:(1/10/10 - 8/10/10)

STEP 3: Insert activity bars B:(5/10/10 - 19/10/10)

C:(15/10/10 - 5/11/10)
D:(25/10/10 - 8/11/10)
E:(29/10/10 - 12/11/10)
Bar Chart for Example 1
F:(5/11/10 - 12/11/10)
1/10 8/10 15/1 22/1 29/1 5/11
0 0 0 Week
No Activity Duration
1 2 3 4 5 6

1/1 8/10 15/10 22/10 29/10 5/11 12/11

0
1 A 1

2 B 2

3 C 3
`
4 D 2

5 E 2

6 F 1
 Modified Bar Chart

Example 2
Data of a project consist of five activities with their duration and also amount of
human resource needed for this project. Create a modified bar chart according
to the data below.

No Activity Duration Starting Human resources Successor

(week) date (people)

1 G 1 01 October 2010 5 H, I

2 H 2 08 October 2010 8 J

3 I 3 10 October 2010 15 K

4 J 2 22 October 2010 4 K

5 K 1 05 November 2010 3 -
 Modified Bar Chart
Step 1: Identify start & finish date for all
activities
No activity duration starting human resources Successor

(week) date (people)

1 G 1 01 October 2010 5 H, I

2 H 2 08 October 2010 8 J

3 I 3 10 October 2010 15 K

4 J 2 22 October 2010 4 K

5 K 1 05 November 2010 3 -

G:(1/10/10 - 8/10/10)
H:(8/10/10 - 22/10/10)
I:(10/10/10 - 31/10/10)
J:(22/10/10 - 5/11/10)
K:(5/11/10 - 12/11/10)
 Modified Bar Chart

Step 2: Draw outline of Bar Char

Table 6.3 Modified Bar Chart for Example 2

No Activity Duration Human Resources Week

(week) (people) 1 2 3 4 5 6

1/10 8/10 15/10 22/10 29/10 5/11 12/11

1 G 1 5
2 H 2 8

3 I 3 15
4 J 2 4

5 K 1 3
 Modified Bar Chart
Step 3: Insert activity bars
Modified Bar Chart for Example 2

No Activity Duration Human Resources Week

(week) (people) 1 2 3 4 5 6

1/10 8/10 15/10 22/10 29/10 5/11 12/11

1 G 1 5

2 H 2 8

3 I 3 15

4 J 2 4

5 K 1 3
 Modified Bar Chart

Step 4: Insert the relationship of all activities

Modified Bar Chart for Example 2

No Activity Duration Human Resources Week

(week) (people) 1 2 3 4 5 6

1/10 8/10 15/10 22/10 29/10 5/11 12/11

1 G 1 5

2 H 2 8

3 I 3 15

4 J 2 4

5 K 1 3
 Modified Bar Chart
Step 5: Calculate human resources for each week
Modified Bar Chart for Example 2

No Activity Duration Human Resources Week

(week) (people) 1 2 3 4 5 6

1/10 8/10 15/10 22/10 29/10 5/11 12/11

1 G 1 5 5
2 H 2 8

3 I 3 15
4 J 2 4

5 K 1 3
 Modified Bar Chart
Step 5: Calculate human resources for each week
Modified Bar Chart for Example 2

No Activity Duration Human Resources Week

(week) (people) 1 2 3 4 5 6

1/10 8/10 15/10 22/10 29/10 5/11 12/11

1 G 1 5 5
2 H 2 8 4 4
3 I 3 15
4 J 2 4

5 K 1 3
 Modified Bar Chart
Step 5: Calculate human resources for each week
Modified Bar Chart for Example 2

No Activity Duration Human Resources Week

(week) (people) 1 2 3 4 5 6

1/10 8/10 15/10 22/10 29/10 5/11 12/11

1 G 1 5 5
2 H 2 8 4 4
3 I 3 15 4
4 J 2 4

5 K 1 3
 Modified Bar Chart
Step 5: Calculate human resources for each week

Modified Bar Chart for Example 2

No Activity Duration Human Resources Week

(week) (people) 1 2 3 4 5 6

1/10 8/10 15/10 22/10 29/10 5/11 12/11

1 G 1 5 5
2 H 2 8 4 4
3 I 3 15 4 5 5 1
4 J 2 4 2 2
5 K 1 3 3
 Modified Bar Chart
Step 6: Calculate total amount of human resources for each week

Modified Bar Chart for Example 2

No Activity Duration Human Resources Week

(week) (people) 1 2 3 4 5 6

1/1 8/10 15/10 22/10 29/10 5/11 12/11

1 G 1 5 0 5
2 H 2 8 4 4
3 I 3 15 4 5 5 1
4 J 2 4 2 2
5 K 1 3 3
TOTAL HUMAN RESOURCES 5 8 9 7 3 3
 Modified Bar Chart
Step 7: Draw resource aggregation (histogram)
Modified Bar Chart for Example 2

No Activity Duration Human Resources Week

(week) (people) 1 2 3 4 5 6

1/10 8/10 15/10 22/10 29/10 5/11 12/11

1 G 1 5 5
2 H 2 8 4 4
3 I 3 15 4 5 5 1
4 J 2 4 2 2
5 K 1 3 3
TOTAL HUMAN RESOURCES 5 8 9 7 3 3
Resources (People)

10

0
Duration (week)
 Progress Curves

Combination between S-Curves and Bar Charts

No. Description Month

1 2 3 4 5 6 7 8 9 10

1 Mobilization 100
2 Foundation Excavation

3 Diversion Stage
Original Schedule
4 Foundation Grouting

5 Dam Concrete

Cumulative progress (%)

6 Install Outlet Gates

7 Install Trash Racks

8 Prestress

9 Radial Gates

10 Spillway Bridge
Actual progress
11 Curtain Grout

12 Dismantle Plant, Clean Up

0
 Step by step to make s-curve

1. Calculate cost for each activity

2. Calculate total cost for all activity
3. Calculate the progress ratio between cost for each activity and
total cost
4. Divide those progress ratio equally for each activity according to
its duration
5. Add the progress ratio which already divided for each unit of time
6. Calculate the cumulative progress ratio
7. Draw S-Curve as a relationship between cumulative progress
ratio and duration of a project
 Progress Curves

Example 3
As a bar chart is created in Example 1, try to draw a
progress curve or S-Curve of the project with additional
data as follow :

No Activity Duration Cost

(week) (RM)
1 A 1 1600
2 B 2 2000
3 C 3 6000
4 D 2 4900
5 E 2 3600
6 F 1 2000
 Progress Curves

Step 1 & 2: Calculate cost and total cost

for activities
As a bar chart is created in Example 1, try to draw a
progress or S-Curve of the project with additional data
as follow :
No Activity Duration Cost

(week) (RM)

1 A 1 1600
2 B 2 2000
3 C 3 6000
4 D 2 4800
5 E 2 3600
6 F 1 2000
Total 20000
 Progress Curves

Step 3: Calculate the ratio between cost for

each activity and total cost
No Activity Duration Cost Progress ratio

(week) (RM) (%)

1 A 1 1600 8
2 B 2 2000 10
3 C 3 6000 30
4 D 2 4800 24
5 E 2 3600 18
6 F 1 2000 10
Total 20000 100
 Progress Curves
Step 4: Divide those progress ratio equally for
each activity according to its duration

Progress or S-Curve for Example 3

No Activity Duration Progress Week

Cumulative progress (%)

ratio 1 2 3 4 5 6

(week) (%) 1/10 8/10 15/10 22/10 29/10 5/11

10
1 A 1 8 8
0
2 B 2 10

3 C 3 30

4 D 2 24
50

5 E 2 18

6 F 1 10

Work progress ratio (%) 10.1 5 12.9 16.9 31 24.1 0

Cumulative wok progress ratio (%) 10.1 15.1 28 44.9 75.9 100
 Progress Curves
Step 4: Divide those progress ratio equally for
each activity according to its duration
Progress or S-Curve for Example 3
No Activity Duration Progress Week

Cumulative progress (%)

ratio 1 2 3 4 5 6

(week) (%) 1/10 8/10 15/10 22/10 29/10 5/11

10
1 A 1 8 8
0
2 B 2 10 2. 5 2.9
1
3 C 3 30 10 1 1
0 0 50
4 D 2 24 6.9 12 5.
1
5 E 2 18 9 9

6 F 1 10 10

Work progress ratio (%) 10.1 5 12.9 16.9 31 24.1 0

Cumulative wok progress ratio (%) 10.1 15.1 28 44.9 75.9 100
 Progress Curves
Step 5 & 6: Add the progress ratio and calculate
the cumulative progress ratio

Progress or S-Curve for Example 3

No Activity Duration Progress Week

Cumulative progress (%)

ratio 1 2 3 4 5 6

(week) (%) 1/10 8/10 15/10 22/10 29/10 5/11

10
1 A 1 8 8
0
2 B 2 10 2. 5 2.9
1
3 C 3 30 10 1 1
0 0 50
4 D 2 24 6.9 12 5.
1
5 E 2 18 9 9

6 F 1 10 10

Work progress ratio (%) 10.1 5 12.9 16.9 31 24.1 0

Cumulative wok progress ratio (%) 10.1 15.1 28 44.9 75.9 100
 Progress Curves

Step 7: Draw the S - Curve

Progress or S-Curve for Example 3

No Activity Duration Progress Week

Cumulative progress (%)

ratio 1 2 3 4 5 6

(week) (%) 1/10 8/10 15/10 22/10 29/10 5/11

10
1 A 1 8 8
0
2 B 2 10 2. 5 2.9
1
3 C 3 30 10 1 1
0 0 50
4 D 2 24 6.9 12 5.
1
5 E 2 18 9 9

6 F 1 10 10

Work progress ratio (%) 10.1 5 12.9 16.9 31 24.1 0

Cumulative wok progress ratio (%) 10.1 15.1 28 44.9 75.9 100