INDIAN INSTITUTE OF TECHNOLOGY ROORKEE

CEN 411
Construction Planning and Management

Planning and Scheduling

Prof. Anjaneya Dixit

Room 331A;
[email protected];
+91 133228 5106
 Planning & Scheduling

CONSTRUCTION PLANNING & MANAGEMENT

BASICS; PROJECT PHASES, PROJECT DELIVERY CONSTRUCTION LABOR: TYPES, PRODUCTIVITY,

SYSTEM, PROJECT TEAM MULTISKILLING & SOCIAL ASPECTS

PROJECT PLANNING AND SCHEDULING:STEPS CONSTRUCTION MATERIAL: MANAGEMENT,

FOR BAR CHART, IMPORTANCE, GANTT CHART PROVISIONING STEPS, INVENTORY

CRITICAL PATH METHODS: PROJECT PLANNING, CONSTRUCTION EQUIPMENT: ACTUAL OUTPUT,

EVENT TIMES, CRITICAL PATHS, ACTIVITY TIES, IDENTIFICATION, EMPLOYMENT COST,
ACTIVITY FLOATS ACQUISITION OPTIONS, FILED VISITS

PERT TECHNIQUE: UNCERTAINTY, PROJECT QUALITY CONTROL:TOTAL QUALTY CONTROL,

PLANNING, PROBABILITY OF COMPLETION ISO 9000, INSPECTION, QUALITY ASSURANCE
PROGRAM, RISK CONTAINMENT,

(© Indian Institute of Technology Roorkee) CEN 411: LECTURE NOTES 2

 Planning & Scheduling

• If you estimate or manage construction, you must plan and

schedule.

• Project planning serves as a foundation for several related

functions including estimating, scheduling and controlling. Planning
involves the process of selecting the one method and order of
work to be used on a project from among all the various methods
and sequences possible.

• Scheduling is the determination of the timing and sequence of

operations in the project and their assembly to give the overall
completion time.

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 Planning & Scheduling
• Stages of project planning: Pre-tender, Pre-construction and detailed
construction planning
• Process of development of plans and schedules: work break-down
structure, activity lists, assessment of work content, estimating
durations, sequence of activities.
• Planning techniques: Bar charts, Networks: basic terminology, types,
advantages
• Formulation and analysis of CPM networks (AOA , AON and precedence
networks)
• Formulation and analysis of PERT networks.
• Resource Scheduling- resource constraints and conflicts, resource
aggregation, allocation, smoothening and levelling, calendaring
networks.
• Other schedules derived from project schedules
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 Objectives of Planning

“To work out a BASE plan and different schedules to

achieve target completion with profit maximization”

To estimate in advance (in practical and feasible manner)

• Material required: Type, Quantity, Time of delivery
• Equipment requirement : Type, Quantity, Time
• Labour Requirement :- Type, Quantity, Time
• Financial requirements (Estimated cash flow)
• Duration estimation
• Feasibility studies (ex. Economic evaluation)

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 Stages of Planning
1) Preplanning: (Owner and Consultant)
• Scope and objective definition
• Feasibility
• Alternative
• Financial requirements
• Economic analysis

2) Detailed Planning
• Design, Estimate, Contract :- (Owner & consultant)
• Construction Planning ( Contractor -at HO)

3) Monitoring and controlling Schedules

• Contractor in consultation with Consultant - at site

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 Planning Example

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 Need for Scheduling ?

• Owner
– Owner Requirement
– Monitor and measure progress
– Communication of the construction plan
• General Contractor/Sub-Contractors/Supervisor
– Establish production goals
– Manage Changes
– Communication of the construction plan

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 Importance of Planning & Scheduling

Failure to plan and schedule leads to

• Excessive labor cost,
• Equipment waiting time,
• Delays, waiting for materials,
• Lack of coordination, and management inability to react to
unexpected events (weather, equipment breakdowns, shortages)
• Productivity Loss

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 Types of Schedules

• Bar Chart
– Often called Gantt Chart

• Network Diagrams
– Arrow Diagram
– Precedence Diagram
– Often called Critical Path Method (CPM)

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 Formats of Schedules

• Summary schedule
– Shows major work elements, such as Design, Civil,
Electrical, commissioning
– Work should be broken down into activities that
comprise not more than 5% of total project
• Short-interval schedule
– Identifies work for upcoming 2-3 weeks
– Usually prepared by superintendent (Junior or
Assistant Engineers)

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 Bar Chart

• Graphical description of a project consisting of

well-defined collection of tasks
• Developed by Henry Gantt around 1900 to deal
with complex activities.
• Consists of two coordinates, the horizontal
represents the time elapsed, and the vertical
represents the job or activities performed.
• The jobs or activities are shown in the form of
bars.

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 Bar Chart

• Length of the bar shows the time the job or that

activity takes for completion
• In every project, jobs can overlapping, mutually
exclusive or mutually dependent
• Hence, some of the bars run parallel or overlap
each other time-wise and some run serially with
one bar beginning after another bar ends.

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 Bar Chart

 Activities A and B can start simultaneously and proceed concurrently

 Activity C begins 5 days after the start of activity A and B.
 Activity D cannot be started until activity B is over.
 The bars representing B and D therefore run serially.
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 Steps to Construct a Bar Chart

• Identify Activities
• Estimate Activity Duration
• Develop Activity Sequence
• Construct Bar Chart

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 1. Identification of Activities

• Use the Work Breakdown Structure (WBS) from the

cost estimate
• Add activities as necessary
• Rule of thumb: no activity should comprise more the
5% of the total scope of work
• Rule of thumb: Activity duration should range from 1
day to 15 days

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 17

1. Identification of Activities

Work breakdown structure

• Splitting the total scope of the project work into hierarchical
work breakdown levels (sub-projects, tasks, work packages,
activities)
• Each activity with its duration and resources forms the
database for planning, scheduling and monitoring of the
project.
• How many activities in a Project?
– Too large: Complexity and cost of planning increases
– Too small: Impossible to develop realistic schedules and resource
allocation.

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 1. Identification of Activities

Work breakdown structure

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 1. Identification of Activities

Work breakdown structure

 Hierarchical organization of a system – Continued until sub-
system is reduced to a manageable unit.

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 1. Identification of Activities

Work breakdown structure

It forms the basis for,
• Defining the scope of work,
• Identifying activities,
• Scheduling the work-logic,
• Structuring the organization,
• Assigning responsibilities,
• Estimating costs,
• Codifying systems,
• Organizing data and
• Analyzing the sources of risks.
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 2. Estimate Activity Duration

How to estimate duration:

– From company’s historic records
– From asking superintendent or foreman
– From standard estimating guide
– From calculation using the Labor Hour
Productivity equation

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 2. Estimate Activity Duration

Labor-Hour Productivity Method

– Total labor-hours required for an activity =

(labor-hours /Unit) x no. of units
total labor hours
Total days = labor-hours / day

total labor hours

Total days = crew size x hrs/day

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 2. Estimate Activity Duration

Find the duration (days) of an interior and exterior painting

activities with quantities of 4488 m2 and 3378 m2
respectively, using crews of 11 m2/hour and 14 m2/hour for
the interior and exterior painting activities respectively.
Assume three shifts of 8-h for each activity.

Solution
Interior painting duration = 4488 / 24x11 = 17 days
Exterior painting duration = 3378 / 24x 14 = 10 days
Total work hours = 27 days

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 3. Establish the Sequence of Work

• Need to consider the relationships between activities.

• There are four types of relationships:

– Physical: Exists between two or more activities when one
cannot start until another is partially or totally complete

– Safety: Exists when simultaneous performance of two

activities can result in a safety hazard

– Resource: Due to limited resource availability, two activities

may not be able to use a resource at the same time

– Preferential: How the contractor wishes certain activities to

be sequenced

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 Example: Bar Chart

Final Design & Work Order for a Building

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 Example: Bar Chart
Activity Description Time for Completion
(Weeks)
A Site Surveys 4
B Detailed Design 6 Establish
C Preparation of Drawings 3 Sequence
D Tender Documents Preparation 2
E Tendering 4
F Selection of Contractors 1
G Award of Work Order 1

Which activities can overlap?

• A&B
• B&C
• C&D
• None
What would be the minimum time of completion ?
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 Example: Bar Chart

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 Example: Bar Chart

Immediate Estimated
Activity Preceding Completion Time
A None 90
B A 15
C B 5
D G 20
E D 21
F A 25
G C,F 14
H D 28
I A 30
J D,I 45

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 Example: Bar Chart
90 115
90
A 129
15
B 5 149
194
C 20
D Immediate Estimated
Activity
A
Preceding
None
Completion Time
90
21
E B A 15
25
C B 5
D G 20
F E D 21
F A 25 14
G C,F 14
G H D 28
I A 30 28
J D,I 45
H
30
I 45

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 Example Bar Chart-Culvert

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 Example Bar Chart-Culvert

Time

June July August September October

Excavation & 20 7
Backfill
10
Pilling

Abutment No. 1 13

Abutment No.2 10

Steel girder
6

Concrete Deck 30
Finishing
Operations 15

20 + 13 + 7 + 6 + 30 + 15 = 91 days
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 Advantages of Bar Chart

• Visual representation of entire project

– Information about a project in one central location
– See a project’s progress clearly
• Easy communication:
– Simple to construct, read and interpret
– Stay forward and quick status updates
• Straight forward communication of a network schedule
• Progress management
– Manage time and resources more efficiently
– Quantifiable measure
• Easily produced by all scheduling software

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 Disadvantages of Bar Chart

• Can Be Overly Complex

– Work best for simpler projects
– Stretch to multiple pages and loses some of its functionality
• Need to Be Constantly Updated:
– Updating multiple activities
– Cascading effect on following tasks
• No information on quantum of work done/remaining
– Focus of a Gantt chart is time
– No information on quantity of work/resources to complete a task
– Length of bar bears no direct relation with amount of work
• Lack of clarity on activity interdependencies
– Overlap does not necessarily mean interdepence

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 Interdependencies of Activities

No interrelationship: If A is delayed by 1 week, what happens to B & C?

Cannot be clearly portrayed

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 Project Progress

• The bar chart does not indicate the progress of work

• It cannot be used as a control device
• In a dynamic programming, knowledge of the amount of
work in progress or work completed is very essential
• Usual changes in plans are a necessary part of a large
project and a bar chart does not give much assistance
under such circumstances.
• However, a conventional bar chart can be modified to
give this additional information.

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 Project Progress

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 Monitoring Project Progress
90
A 15
B 5 194
C 20
D
The shaded bars represent
194
E
completed work BY DAY 135. 21
25
F Immediate Estimated
Activity Preceding Completion Time 14
A None 90
G B
C
A
B
15
5
28
D G 20
H E D 21
F A 25 30
G C,F 14
I H D 28 45
I A 30
J D,I 45
J

135
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 Time Uncertainties

• Only one time for the completion of project:

– Sometimes uncertainties in determination of Project.
(No pessimistic and optimistic times)
– Can be used for conventional projects with set times
but not for complex R & D Projects.
– Only projects with Fair degree of certainty

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 Time Uncertainties

• Bar Charts cannot reflect uncertainty, or tolerances in the

duration of times estimated for various activities
• There are a number of uncertain activities, such as
modern-day space programme, or complex research
projects largely characterized by extensive research,
development and technological progress.
• In such programmes, the completion of various stages of
jobs cannot be forecasted with exactness.
• In these programmes, rescheduling of various events is a
necessary part of the project but this is not reflected by a
bar chart.
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 Lack of Degree of Details

No details of sub activities in any activity. Lack in achieving

the effective control
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 Milestone Charts

• Milestones are key events or points in time which can be

identified when completed as project progresses
• A bar, which represents a long-term job is broken down to
several pieces
• Each piece stands for an identifiable major event which is
numbered.
• This work breakdown increases the awareness of the
interdependencies between the tasks.

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 Milestone Charts

• A milestone is used to represent groups of activities or

significant events or commitments in the project.
• Milestones differ from the bars in a Gantt chart in that
they show only a single date and are usually depicted as a
triangle/square/circle instead of a bar.
• Milestones can be shown in various colours depicting the
status of the milestone.

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 Milestone Charts

Task A

Task B

Task C

Task D

Task A 1 2

Task B 3 4 5

Task C 6 7

Task D 8 9 10

1.0 2.0 3.0 4.0

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 Additional information may be added to the basic
bar chart
– Cost of activity (“cost-loaded schedule”)
– Labor required for each activity (“man-loaded”)
– Materials required for each activity (“resource-
loaded”)

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 Labor Schedule

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 Cost loaded Construction Schedule

http://www.projectrisk.com

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 Man-Hours loaded Schedule

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 Milestone Charts

Task A 1 2
After defining
Task B 4 5 Interrelationship:
3
Network diagram
Task C 6 7 can be prepared

Task D 8 9 10

1.0 2.0 3.0 4.0

2.0
1 2

3 cannot Start until 1 finish, 4

2.0 1.5 cannot start until 3 finishes
3 4 5

6
3.0
7

2.0 1.5
8 9 10

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