BLDG6241– Building Information Modeling in Construction

Project Scheduling and 4D Simulation

Dr. Jong Won Ma
Assistant Professor

Department of Building, Civil and Environmental Engineering

Concordia University

1
Timeline
Date Week Topics Assignment Due
Jan. 11 1 Lecture 1: Course Introduction & Lecture 2: Introduction to BIM

Lecture 3: Setting Up a Project for Success & Lab 1: Hands-on 3D Modeling (Autodesk Revit
Jan. 18 2
Architecture)
Jan. 25 3 Lecture 4: Model-based Cost Estimating & Lab 2: Hands-on Model-based Cost Estimating

Feb. 1 4 Quiz 1 & Teams to work on HW1 in class

Group Presentations: HW 1 (presenting groups 1-4) & Quiz 1 Re-visit HW1

Feb. 8 5
Lecture 5: Project Scheduling and 4D Simulation & Lab 3: Hands-on 4D Simulation
Feb. 15 6 Quiz 2 & Teams to work on HW2 in class
Group Presentations: HW 2 (presenting groups 5-8) HW2, Synthesis
Feb. 22 7
Lecture 6: Design Coordination & Lab 4: Hands-on Design Coordination Report Outline
Mar. 1 8 No class - Mid-term break
Mar. 8 9 Quiz 3 & Teams to work on HW3 in class

Group Presentations: HW 3 (presenting groups 9-12) HW3

Mar. 15 10 Lecture 7: Construction Progress Monitoring Technologies & Lab 5: Hands-on As-built Modeling and
Documentation
Mar. 22 11 Guest Lecture (Austin Commercial) & Teams to work on HW4 in class

Guest Lecture (Autodesk) & Lecture 8: Last lecture

Mar. 29 12
Teams to work on HW4 in class
Quiz 4 HW4, Synthesis
Apr. 5 13
Group Presentations: HW 4 (presenting groups 13-15) Report

2
Overview
• Planning & Scheduling
• 4D BIM

3
Planning vs Scheduling
Planning Scheduling
 Process of determining how a  Deals with “WHEN” on a detailed
project will be undertaken level Schedule

What? How? Who? Why?

Where? When? How
much?
when

The Plan

4
Why Planning & Scheduling?
- Better organization of the processes
- Basis for communication & coordination (e.g., project managers,
superintendents, and subcontractors viewing same up-to-date
schedule)
- Better management (e.g., computer-based tracking)
- Increased efficiency (by optimizing the time and resources)
- Better alignment with project goals

5
Planning & Scheduling Process
1. Establishing the goals & objectives

2. Identify project activities

Planning
3. Determine activity relationships

4. Determine activity durations

5. Perform schedule calculations Scheduling

6. Revise and adjust

7. Monitor and control

6
Planning & Scheduling Process
1. Establishing the goals & objectives

2. Identify project activities

3. Determine activity relationships

4. Determine activity durations

5. Perform schedule calculations

6. Revise and adjust

7. Monitor and control

7
 Establishing the goals & objectives
Last Planner® System (LPS) – Lean Construction Institute
Master Plan Project
Set Milestones
Phase Plan Phase
Specify handoffs

Level of detail
Collaborative Planning
Time

Lookahead Plan 6 Weeks

Breakdown tasks
Identify & remove constraints
1 Week
Weekly Schedule
Weekly work assignments
Action reasons for plan failure
Time
8
Planning & Scheduling Process
1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans

2. Identify project activities

3. Determine activity relationships

4. Determine activity durations

5. Perform schedule calculations

6. Revise and adjust

7. Monitor and control

9
Identify project activities
Activity Types
1) Production Activities: Directly related to
• Issue structural
construction involving labor, material, and equipment steel subcontract
• Prepare structural
(e.g., erecting steel studs & placing concrete) steel shop drawings
• Review structural
2) Procurement Activities: Order, purchase, and steel shop drawings
• Fabricate structural
deliver the materials and equipment steel
• Deliver structural
3) Administrative and Support Activities: “Secondary”
steel
to the construction process (e.g., “submit shop • Erect structural
steel
drawings” & “approve shop drawings”

10
Identify project activities
Very Complex… Appropriate
(100 ~ 1000s Logics!!
activities)

Errors &
Omissions...

Oracle’s Primavera P6

11
Identify project activities
Work Breakdown Structure (WBS)
- Systematic way to describe components of a project schedule
- Representation of the physical breakdown of the work to be
performed

www.workbreakdownstructure.com
12
Identify project activities
Work Breakdown Structure (WBS)
Procedure
- Begins with the definition of the major systems or components
- Divide the systems or components until you cannot – DETAIL!
- Various inputs from individuals – Office & Field

Breakdown Criteria
- Physical/Geographic area (e.g., large areas – same crews for same work…)
- Trade/Discipline (e.g., separate contracts between subcons)
- Material – MasterFormat (e.g., concrete, masonry, metals, …)
- System – UniFormat (e.g., substructure, shell, interiors, …)

13
Identify project activities
Work Breakdown Structure (WBS) – By Area

Autodesk’s CII AWP Guide for Construction Planning

14
Identify project activities
Work Breakdown Structure (WBS) – By Trade

15
Identify project activities
Work Breakdown Structure (WBS)
By Material - MasterFormat By System - UniFormat

National Research Council Canada

16
Identify project activities
Work Breakdown Structure (WBS)
By Material - MasterFormat By System - UniFormat

National Research Council Canada

17
Identify project activities
Work Breakdown Structure (WBS)

By System - UniFormat

By Material - MasterFormat

18
Identify project activities
Coding System for Work Breakdown Structure (WBS)

Trade Material - MasterFormat

(e.g., Company Name) (e.g., Concrete)

A1 – CN – B1010 – 33000
Area System - UniFormat
(e.g., Building) (e.g., Floor Construction)

19
Identify project activities
Work Breakdown Structure (WBS)

Characteristics Benefits
- Clear, Useful, and Comprehensive - Organization of Plan/Schedule
- Allow Flexibility (Further revisions…) - Communication of Plan/Schedule
- Unique - Contract tool (between subcons)

20
Planning & Scheduling Process
1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans

2. Identify project activities Work Breakdown Structure (WBS)

3. Determine activity relationships

4. Determine activity durations

5. Perform schedule calculations

6. Revise and adjust

7. Monitor and control

21
Determine activity relationships
4 Types of activity relationships
• Finish-to-Start (FS)
Finish-to-Start
Activity A Activity B
• Finish-to-Finish (FF)
• Start-to-Start (SS) Activity A Activity A
• Start-to-Finish (SF) Start to Start Finish to Finish

Activity B Activity B
Start-to-Finish

Activity A Activity B

22
Determine activity relationships
4 Types of activity relationships
• Finish-to-Start (FS)
Finish-to-Start
Activity A Activity B
 Activity A must finish before
Activity B can begin (Traditional
relationship) Activity A Activity A

• Example
Activity B Activity B
‘Install Rebar’ FS ‘Concrete Pour’
‘Erect studs’ FS ‘Hang drywall’
Activity A Activity B

23
Determine activity relationships
4 Types of activity relationships
• Start-to-Start (SS)
Finish-to-Start
Activity A Activity B
 Activity A must start before
Activity B can start
Activity A Activity A
Example
Start to Start
‘Initiate the project’ SS ‘Activities Activity B Activity B
begin’
‘Assemble scaffolding’ SS ‘Paint
Activity A Activity B
exterior’

24
Determine activity relationships
4 Types of activity relationships
• Finish-to-Finish (FF)
Finish-to-Start
Activity A Activity B
 Activity A must finish before
Activity B can finish
Activity A Activity A
Example
Start to Start Finish to Finish
‘Add wiring’ FF ‘Electrical Activity B Activity B
Inspection’
‘Place rebars’ FF ‘Complete wall
Activity A Activity B
forms’

25
Determine activity relationships
4 Types of activity relationships
• Start-to-Finish (SF)
Finish-to-Start
Activity A Activity B
 Activity A must start before
Activity B finishes
Activity A Activity A
Example
Start to Start Finish to Finish
‘Roof parts delivery’ SF Activity B Activity B
‘Assemble roof’
Start-to-Finish
Activity A Activity B

26
Determine activity relationships
Lead & Lag
Lead Lag
The amount of time that an activity The amount of time that an activity
precedes the start or finish of a must be delayed from the start or
successor. finish of a predecessor

Finish-to-Start with 2-day LEAD Finish-to-Start with 2-day LAG

5 Days 5 Days
2-day lead 2-day lag

7 Days 7 Days

10 Days 14 Days

27
Planning & Scheduling Process
1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans

2. Identify project activities Work Breakdown Structure (WBS)

3. Determine activity relationships FS/SS/FS/SF & Lead & Lag

4. Determine activity durations

5. Perform schedule calculations

6. Revise and adjust

7. Monitor and control

28
Determine activity durations
Activity duration
How to calculate?
• Past similar projects – in-house database
• Contracts between subcontractors
• Rough estimate using cost data books (e.g.,
RS Means)

29
Determine activity durations
Rough estimate using RS Means
What is the duration to install 32 aluminum (3’0’’ X 7’0’’) doorframes?
RS Means Online

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Determine activity durations
Rough estimate using RS Means
What is the duration to install 32 aluminum (3’0’’ X 7’0’’) doorframes?
RS Means Online

Equation

(with 2 Structural Steel workers)

31
Determine activity durations
Rough estimate using RS Means
What is the duration to install 32 aluminum (3’0’’ X 7’0’’) doorframes?
RS Means Online

Equation

(with 2 Structural Steel workers)

• With 4 Sswk -> 4 doorframes/day -> 32 doorframes/8 days

• With 8 Sswk -> 8 doorframes/day -> 32 doorframes/ 4 days

32
Planning & Scheduling Process
1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans

2. Identify project activities Work Breakdown Structure (WBS)

3. Determine activity relationships FS/SS/FS/SF & Lead & Lag

4. Determine activity durations Rough estimate using RS Means

5. Perform schedule calculations

6. Revise and adjust

7. Monitor and control

33
Perform schedule calculations
Scheduling methods
• Critical Path Method (CPM)
• Barchart (Gantt chart) –usually paired with CPM
• Program Evaluation and Review Technique (PERT)
• Line of Balance (LOB)
• Multi-Activity Chart (MAC)

34
Perform schedule calculations
Critical Path Method (CPM)
• Defines a set of activities which control the total duration of
the project -> Longest path
• The set of activities in the longest path are considered
“critical”
• If one or more of the critical activities are delayed, the total
project duration will be extended
• Determining the shortest time possible to complete the
project through critical path
35
Perform schedule calculations
Critical Path Method (CPM)
• Two types of network diagram
Type Graphic Example Relationships
Node • Finish-to-Start
Activity-on-Node Activity • Start-to-Start
(AON) • Finish-to-Finish
• Start-to-Finish

Activity-on-Arrow Activity • Finish-to-Start

(AOA) Node Node • Dummy Activity

36
Perform schedule calculations
Critical Path Method (CPM)
• Two types of network diagram
Type Graphic Example Relationships
Node • Finish-to-Start
Activity-on-Node Activity • Start-to-Start
(AON) • Finish-to-Finish
• Start-to-Finish

Activity-on-Arrow Activity • Finish-to-Start

(AOA) Node Node • Dummy Activity

37
Perform schedule calculations
Precedence Network Diagram (Activity-On-Node)
• The most common type of network schedule in use today
 A series of nodes with lines (links) connecting them to illustrate
activities

Set trusses
Layout pole Dig holes and
and roof Install roofing
locations set poles
frame

• Activities are represented by nodes, drawn in any desired shape

• Lines represent “Activity links,” used to represent dependencies Install siding
between activities

38
Perform schedule calculations
Precedence Network Diagram (Activity-On-Node)
Activity A Activity B
ES Duration EF Finish-to-Start ES Duration EF

LS TF FF LF LS TF FF LF
Predecessor Successor
• Early Start (ES): Earliest time an activity can start

• Early Finish (EF): Earliest time an activity can finish

• Late Start (LS): Latest time an activity can be started without delaying the project completion

• Late Finish (LF): Latest time an activity can be finished without delaying the project completion

39
Perform schedule calculations
Precedence Network Diagram (Activity-On-Node)
Activity A Activity B
ES Duration EF Finish-to-Start ES Duration EF

LS TF FF LF LS TF FF LF
Predecessor Successor
• Total Float (TF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts
the project completion date
• Free Float (FF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts
the start of any succeeding activity

40
Perform schedule calculations
Critical Path Calculations
Objective
Find the Critical Path that establishes the minimum duration of the project
3 Step Process
1) Forward-pass: Calculate Early event times (ES, EF) for each activity
2) Backward-pass: Calculate Late event times (LS, LF) for each activity
3) Calculate Float available for delay for each activity

41
Perform schedule calculations
Exercise
Assume all relationships are Finish-to-Start (FS)
Immediately Preceding Activity (IPA)
Activity IPA Duration
Mobilize (A) - 1
Remove Old Cabinets (B) A 9
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

42
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID
ES Dur. EF
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
Remove Old Cabinets (B) A 9
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

43
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID
ES Dur. EF
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
Remove Old Cabinets (B) A 9
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

44
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A
ES Dur. EF 1
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
Remove Old Cabinets (B) A 9
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

45
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A
ES Dur. EF 1
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
Remove Old Cabinets (B) A 9
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

46
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B
ES Dur. EF 1 9
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
C
Remove Old Cabinets (B) A 9
5
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

47
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B
ES Dur. EF 1 9
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
C
Remove Old Cabinets (B) A 9
5
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

48
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B D
ES Dur. EF 1 9 5
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
C
Remove Old Cabinets (B) A 9
5
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

49
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B D
ES Dur. EF 1 9 5
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
C
Remove Old Cabinets (B) A 9
5
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

50
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B D
ES Dur. EF 1 9 5
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
C E
Remove Old Cabinets (B) A 9
5 4
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

51
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B D
ES Dur. EF 1 9 5
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
C E
Remove Old Cabinets (B) A 9
5 4
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

52
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B D F
ES Dur. EF 1 9 5 4
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
C E
Remove Old Cabinets (B) A 9
5 4
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

53
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B D F
ES Dur. EF 1 9 5 4
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
C E
Remove Old Cabinets (B) A 9
5 4
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

54
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B D F
ES Dur. EF 1 9 5 4
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
C E G
Remove Old Cabinets (B) A 9
5 4 6
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

55
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B D F
ES Dur. EF 1 9 5 4
LS TF FF LF
Activity IPA Duration
Mobilize (A) - 1
C E G
Remove Old Cabinets (B) A 9
5 4 6
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

56
 Perform schedule calculations
3 Step Process for calculating Critical Path
Sequence the activities using the relationship (e.g., IPA)

Activity ID A B D F
ES Dur. EF 1 9 5 4
LS TF FF LF H
Activity IPA Duration
1
Mobilize (A) - 1
C E G
Remove Old Cabinets (B) A 9
5 4 6
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

57
 Perform schedule calculations
3 Step Process for calculating Critical Path
1) Forward-pass: Calculate Early event times (ES, EF) for each activity
ES = Max (EFs of Predecessors) EF = ES + Duration

Activity ID A B D F
ES Dur. EF 1 9 5 4
LS TF FF LF H
Activity IPA Duration
1
Mobilize (A) - 1
C E G
Remove Old Cabinets (B) A 9
5 4 6
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

58
 Perform schedule calculations
3 Step Process for calculating Critical Path
1) Forward-pass: Calculate Early event times (ES, EF) for each activity
ES = Max (EFs of Predecessors) EF = ES + Duration

Activity ID A B D F
ES Dur. EF 0 1 1 1 9 10 10 5 15 15 4 19
LS TF FF LF H
19 1 20
Activity IPA Duration
Mobilize (A) - 1
C E G
Remove Old Cabinets (B) A 9
1 5 6 6 4 10 10 6 16
Buy Materials (C) A 5
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4 • Early Start (ES): Earliest time an activity can start
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6 • Early Finish (EF): Earliest time an activity can finish
Demobilize (H) F, G 1

59
 Perform schedule calculations
3 Step Process for calculating Critical Path
2) Backward-pass: Calculate Late event times (LS, LF) for each activity
LS = LF - Duration LF = Min (LS of Successors)

Activity ID A B D F
ES Dur. EF 0 1 1 1 9 10 10 5 15 15 4 19
LS TF FF LF 0 1 1 10 10 15 15 19 H
19 1 20
Activity IPA Duration
Mobilize (A) - 1
C E G 19 20
Remove Old Cabinets (B) A 9
1 5 6 6 4 10 10 6 16
Buy Materials (C) A 5
4 9 9 13 13 19
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4 • Late Start (LS): Latest time an activity can be started without delaying the project completion
Install New Cabinets (F) D, E 4
Touch-up Paint (G) E 6 • Late Finish (LF): Latest time an activity can be finished without delaying the project completion
Demobilize (H) F, G 1

60
 Perform schedule calculations
3 Step Process for calculating Critical Path
3) Calculate Float available for delay for each activity
TF = LS – ES = LF - EF FF = Min(ES of Successors) – EF

Activity ID A B D F
ES Dur. EF 0 1 1 1 9 10 10 5 15 15 4 19
LS TF FF LF 0 0 0 1 1 0 0 10 10 0 0 15 15 0 0 19 H
19 1 20
Activity IPA Duration
Mobilize (A) - 1
C E G 19 0 0 20
Remove Old Cabinets (B) A 9
1 5 6 6 4 10 10 6 16
Buy Materials (C) A 5
4 3 0 9 9 3 0 13 13 3 3 19
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4 • Total Float (TF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts
Install New Cabinets (F) D, E 4 the project completion date
Touch-up Paint (G) E 6 • Free Float (FF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts
Demobilize (H) F, G 1 the start of any succeeding activity

61
 Perform schedule calculations
3 Step Process for calculating Critical Path
Identify Activities with ZERO Total Float (TF) – Critical Path

Activity ID A B D F
ES Dur. EF 0 1 1 1 9 10 10 5 15 15 4 19
LS TF FF LF 0 0 0 1 1 0 0 10 10 0 0 15 15 0 0 19 H
19 1 20
Activity IPA Duration
Mobilize (A) - 1
C E G 19 0 0 20
Remove Old Cabinets (B) A 9
1 5 6 6 4 10 10 6 16
Buy Materials (C) A 5
4 3 0 9 9 3 0 13 13 3 3 19
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4 • Total Float (TF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts
Install New Cabinets (F) D, E 4 the project completion date
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

62
 Perform schedule calculations
3 Step Process for calculating Critical Path
Identify Activities with ZERO Total Float (TF) – Critical Path

Activity ID A B D F
ES Dur. EF 0 1 1 1 9 10 10 5 15 15 4 19
LS TF FF LF 0 0 0 1 1 0 0 10 10 0 0 15 15 0 0 19 H
19 1 20
Activity IPA Duration
Mobilize (A) - 1
C E G 19 0 0 20
Remove Old Cabinets (B) A 9
1 5 6 6 4 10 10 6 16
Buy Materials (C) A 5
4 3 0 9 9 3 0 13 13 3 3 19
Install New Floorings (D) B, C 5
Hang Wallpaper (E) C 4 • Total Float (TF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts
Install New Cabinets (F) D, E 4 the project completion date
Touch-up Paint (G) E 6
Demobilize (H) F, G 1

63
Perform schedule calculations
Critical Path Method

Do we have to manually do calculations for real projects with

our hands??

64
Perform schedule calculations
Scheduling Software
• Microsoft (MS) Project • Oracle Primavera P6

65
Planning & Scheduling Process
1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans

2. Identify project activities Work Breakdown Structure (WBS)

3. Determine activity relationships FS/SS/FS/SF & Lead & Lag

4. Determine activity durations Rough estimate using RS Means

5. Perform schedule calculations Critical Path Method (3 Steps)

6. Revise and adjust

7. Monitor and control

66
 Revise and adjust
Critical Path
Is this optimal?
F
4 19
0 0 19 H
19 1 20
G 19 0 0 20
6 16
3 3 19

67
 Revise and adjust
Critical Path
Is this optimal?
F
4 19
0 0 19 H
19 1 20

G 19 0 0 20
6 16
3 3 19

68
 Revise and adjust
Critical Path
Is this optimal? Optimization of the
schedule
F
4 19
0 0 19 H
19 1 20

G 19 0 0 20
6 16
3 3 19

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Revise and adjust
Compress schedule
• Fast-track: Re-sequencing critical • Crashing: Allocating more resources
activities to be performed in to speed up (labor and equipment)
parallel / No additional resources / / Sequence of activities not
High risk (mistakes & poor quality) changed / High cost

Activity A
Normal Activity B

Fast-track Activity A
Activity B

Crashing Activity A
Activity B

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Revise and adjust
Considerations
• Calendar (Workdays / Holidays)
• Weather (Force Majeure – Extreme events)
• Crew composition
• Equipment
• Procurement
• Contract compliance
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Planning & Scheduling Process
1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans

2. Identify project activities Work Breakdown Structure (WBS)

3. Determine activity relationships FS/SS/FS/SF & Lead & Lag

4. Determine activity durations Rough estimate using RS Means

5. Perform schedule calculations Critical Path Method (10 Steps)

6. Revise and adjust Schedule optimization

7. Monitor and control

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Monitor and control
As-planned VS As-built

As-planned
Optimized Critical Path

73
Monitor and control
As-planned VS As-built

As-built
Project Progress

As-planned
Optimized Critical Path

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Planning & Scheduling Process
1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans

2. Identify project activities Work Breakdown Structure (WBS)

3. Determine activity relationships FS/SS/FS/SF & Lead & Lag

4. Determine activity durations Rough estimate using RS Means

5. Perform schedule calculations Critical Path Method (10 Steps)

6. Revise and adjust Schedule optimization

7. Monitor and control Iterative process

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4D BIM
What is 4D BIM?
• Developing an accurate project
plan with TIME/SCHEDULE
information federated in BIM
• Creating a virtual simulation by
linking the 3D model elements to
the timeline
• Visualizing & monitoring
sequential, spatial and temporal
aspects of the construction
development stages
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4D BIM Applications
• Spatial Planning – Available space for resource allocation
• Constructability Analysis – Construction sequences
• Logistics Management – Identify schedule conflicts / Managing multiple
activities in same location
• Safety Management – Mitigate potential hazards / Reduce accidents
• Crane Management – Optimize installation and movement / Reduce
rental time / Identify potential collisions

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4D BIM Applications
Site Logistics

Doukari, O., Seck, B., & Greenwood, D. (2022). The Creation of Construction Schedules in 4D BIM: A Comparison of Conventional and Automated
Approaches. Buildings, 12(8), 1145.

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4D BIM Applications
Progress Monitoring

Golparvar-Fard, M., Peña-Mora, F., & Savarese, S. (2009). D4AR–a 4-dimensional augmented reality model for automating construction progress monitoring data
collection, processing and communication. Journal of information technology in construction, 14(13), 129-153.

79
 4D BIM Applications
Crane Movement / Lifting Strategy Optimization

Single crane Multiple cranes

Dutta, S., Cai, Y., Huang, L., & Zheng, J. (2020). Automatic re-planning of lifting paths for robotized Tak, A. N., Taghaddos, H., Mousaei, A., Bolourani, A., & Hermann, U. (2021). BIM-based 4D mobile
tower cranes in dynamic BIM environments. Automation in Construction, 110, 102998. crane simulation and onsite operation management. Automation in Construction, 128, 103766.

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 4D BIM Applications
Construction Waste Management Forensic Analysis

Guévremont, M., & Hammad, A. (2020). Review and survey of 4D simulation applications in forensic
Guerra, B. C., Leite, F., & Faust, K. M. (2020). 4D-BIM to enhance construction waste reuse and
investigation of delay claims in construction projects. Journal of Legal Affairs and Dispute Resolution
recycle planning: Case studies on concrete and drywall waste streams. Waste Management, 116,
in Engineering and Construction, 12(3), 04520017.
79-90.

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Next class
• Quiz 2 – Covering topics in Lectures 2, 3, and 4
• Q&A for HW2
• Synthesis Report Outline (Due Feb. 22nd)

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