CHAPTER 5 SCHEDULING AND TRACKING WORK IN CONSTRUCTION PROJECT MANAGEMENT. UWB10202 Effective Communication by Norazmi Danuri

Transcription

1 CHAPTER SCHEDULING AND TRACKING WORK IN CONSTRUCTION PROJECT MANAGEMENT UWB10202 Effective Communication by Norazmi Danuri

2 Introduction Planning & Scheduling Principles Techniques Work breakdown structure Gantt Chart & S-Curve Critical Path Method Successor/ predecessor relationship Arrow Diagram Method and Precedence Diagram Method

3 THE INTEGRATION OF TIME & SUSTAINABLE CONSTRUCTION Our focus!! Traditional Project s Critical Components (time, cost, & quality); in relation with sustainable construction concept

4 Introduction Project planning Process of identifyingall the activities necessary to successfully complete the project. Provides map to guide where to go and focused on how to get there Planned in early stage of Project life Cycle or also before site activities start.

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6 Introduction Importance of planning Reduce mistake and rework Avoid wastage minimize unnecessary in time and cost scheduling better quality control Effective project progress control Effective usage resources

7 Introduction Project scheduling Process of determining the sequential order of the planned activities, assigning realistic durationsto each activity and determining the start and finish dates for each activities. it can be used to manage, coordinate, control and report. Depending on the sophistication of the user, the schedule can take different forms.

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9 Introduction Purpose of project scheduling Claim Project time and cost control Allocate project resources more efficiently As a monitoring tool Material delivery at site Storage all material cannot put in the site (confined space) Avoid delay of the work and activity. Minimize the cash flow as min as possible such as order material stage by stage depend on the work needed. Control human resources and machinery To improve the efficiency of the operation through the efficient use of resources and cost control. Project planning is prerequisite to project planning!

10 Desired results of planning and scheduling Finish the project on time. Continuous (uninterrupted) flow of work (no delays) Reduced amount of rework (least amount of changes) Minimized confusion on misunderstandings. Increase knowledge of status of project by everyone. Meaningful and timely reports to management. You run the project instead the project running you. Knowledge of scheduled times of key parts of the project. Knowledge of the distributions of costs of the project Accountability of people, define responsibility/authority. Clear understanding of who does what, when & how much. Integration of all work to ensure a quality project for the owner.

11 What are the different? Planning is more difficult to accomplish than scheduling. The term planning and scheduling are often used synonymously. Planning is first step to project scheduling. Tools used for planning and scheduling are different!

12 Principles of planning and scheduling Begin planning before starting work, rather than after starting work. Involve people who will actually do the work in the planning and scheduling process. Includes all aspects of the project: scope, budget, schedule & quality. Build flexibility into the plan, include allowance for changes and time for reviews and approvals. Remember the schedule is the plan for doing the work, and it will never be precisely correct. Keep the plan simple, eliminate irrelevant details that prevent the plans from being readable. Communicating the plan to all parties; any plan is worthless unless it is known.

13 COST RESOURCES TIME SCOPE QUALITY The Collection of Project s Critical Components (should be in equilibrium)

14 Steps in planning and scheduling Scope definition Activity Sequencing Time & Resource Management Create WBS Activity resource planning Activity Duration Estimation Schedule development Scope Management Cost Estimating Cost Budgeting Cost Management

15 Steps in planning and scheduling 1. Develop a work breakdown structure (WBS) 2. Prepare a drawing (network diagram). Determine the time, cost and resources required. Compute the schedule to determine start, finish and float times. Analyze costs and resources for the project 6. Communicate the results of the plan and schedule

16 Work breakdown structure (WBS) Identifies the tasks and activities that must be performed. It divides the project into identifiable parts that can be managed. Concept of WBS: in order to manage a whole project, one must manage and control each of its parts. It defines: The work to be performed The need of expertise Assist in selection of project team Establish a base of project scheduling and control

17 Work breakdown structure (WBS) WBS is display as a graphical or outline method that shows thedivision of work in a multi level system. In developing WBS, we should consider: Activities that require time Activities that require cost Activities that need to arrange Activities that need to monitor

18 Work Breakdown Structure (Graphical) Level 1 Construction of one block office building Level 2 Start Project Preliminaries Block A Testing & Commissioning Project complete Level Performance bond Earthwork Establish and removal of site office Structure Work Architecture Work M&E work

19 Work Breakdown Structure (Outline) Construction of one block office building Start Project Preliminaries Performance bond Establish and removal of site office Block A Earthwork Structure Work Architecture Work M&E work Testing and Commissioning Project complete

20 Work breakdown structure (WBS) Importance of WBS Overall program can be explain in summary according to each sub-element divided. Planning could execute. Cost and budget could estimate more accurately. Time, Cost and Performance of each element could be monitor from time to time. Objective could be relate directly with the available resources in the company. Network diagram and control planning could be prepared in early stages. Responsibilities for each parties involve in every element could be identify and assign.

21 Work breakdown structure (WBS) Example: You are the Project Manager for a Construction of Proposed Construction and Completion of a Double Storey Bungalow House And Related Works For Messrs. Dato'Kamal Jaafar. Develop a preliminary graphical work breakdown structure (up to level ) for the project given. Your WBS should complete with all works needs in completing a one unit bungalow.

22 Example (WBS-Graphical Method) Level 1 Proposed Construction and Completion of A Double Storey Bungalow House and Related Works for Messrs. Dato'Kamal Jaafar. Level 2 Preliminary works Building works External works Level Performance bond Structure Architecture M&E Sewerage Progress Report Foundation Wall Wiring Road and drainage Level Ground level 1 st floor level Floor Roof Fittings installation Landscape 2 nd floor level Fittings

23 Exercise (Outline Method) Proposed Construction and Completion of A Double Storey Bungalow House and Related Works for Messrs. Dato'Kamal Jaafar.

24 Techniques for scheduling Techniques used will vary depending on: Project s size Complexity Duration Personnel Owner requirements Two general methods commonly used : Bar chart (Gantt chart) Critical path method (CPM/ network analysis system)

25 Develop by Henry L.Gantt Is a graphical time-scale of the schedule, length represent the duration of activity.

26 Advantages Easy to interpret Simplicity & ease of preparation and understanding (Simple graphical). No theory or complicated calculation involved (Easy for general comprehension). Time-scaled (the length of the bar representing certain activity is proportional to the duration of that activity. Appeal to persons who do not have a technical background Wide spread used in industry Mostly used in small project Fairly broad planning and scheduling tools, so they require less revision and updating than more sophisticated systems Disadvantages Difficult to update Very cumbersome as the number of line activities, or bars increases Does not integrate costs or resources with the schedule Limited application for detail construction work Difficult to use it for forecasting the effects that changes in a particular activity will have on the overall schedule

27 Bar chart (Gantt Chart) No. Description Month Mobilization 2 Foundation Excavation Diversion Stage Foundation Grouting Dam Concrete 6 Install Outlet Gates 7 Install Trash Racks 8 Prestress 9 Radial Gates 10 Spillway Bridge 11 Curtain Grout 12 Dismantle Plant, Clean Up Actual progress Original Schedule Bar chart basically use x-axis only (to depict time). The y-axis is use to show individual activities, to represent a variable across time (e.g.: man-hours, budget, % complete and so forth.

28 Bar chart (Gantt Chart) + S curve No. Description Month 1 Mobilization 2 Foundation Excavation Diversion Stage Foundation Grouting Dam Concrete 6 Install Outlet Gates 7 Install Trash Racks 8 Prestress 9 Radial Gates 10 Spillway Bridge 11 Curtain Grout 12 Dismantle Plant, Clean Up Actual progress Original Schedule Bar chart basically use x-axis only (to depict time). The y-axis is use to show individual activities, to represent a variable across time (e.g.: man-hours, budget, % complete and so forth. The variables usually shown as a curve superimposed on the bar chart. 100 Cumulative progress (%) 0

29 Bar chart (Gantt Chart) Example 1: A project consist of five activities that should be done in a period of time. Try to create a bar chart to ease the project planning and scheduling. * consider 1 week as 7 days Activity A : 1 week, starting from 1 Jun 201 Activity B : 2 week, starting from 8 Jun 201 Activity C : week, starting from 1 Jun 201 Activity D : 2 week, starting from 22 Jun 201 Activity E : 2 week, starting from 29 Jun 201

30 Bar chart (Gantt Chart)-Example 1 Step 1: identify start date and finish date for each activity Activity A : 1 week, starting from 1 Jun 201 (1/6-7/6) Activity B : 2 week, starting from 8 Jun 201 (8/6-21/6) Activity C : week, starting from 1 Jun 201 (1/6-/7) Activity D : 2 week, starting from 22 Jun 201 (22/6-/7) Activity E : 2 week, starting from 29 Jun 201 (29/6-12/7)

31 Bar chart (Gantt Chart)-Example 1 Step 2: Draw outline of bar chart Activity Duration (week) Week 1 Week 2 Week Week Week Week 6 1/6 8/6 1/6 22/6 29/6 6/7 Act. A 1 Act. B 2 Act. C Act. D 2 Act. E 2

32 Activity Bar chart (Gantt Chart)-Example 1 Step : Draw the activity bars Duration (week) Act. A 1 Act. B 2 Act. C Act. D 2 Act. E 2 Activity A : 1 week, starting from 1 Jun 201 (1/6-7/6) Activity B : 2 week, starting from 8 Jun 201 (8/6-21/6) Activity C : week, starting from 1 Jun 201 (1/6-/7) Activity D : 2 week, starting from 22 Jun 201 (22/6-/7) Activity E : 2 week, starting from 29 Jun 201 (29/6-12/7) Week 1 Week 2 Week Week Week Week 6 1/6 8/6 1/6 22/6 29/6 6/7

33 Bar chart (Gantt Chart)-Example 2 Num Activity Duration (days) Start Date Cost (RM) Resources/ day (person) Work progress percentage (%) 1 Activity A //201 1, Activity B 7//201 2, Activity C 7 10//201, Activity D 1//201 6, Activity E 17//201, Activity F 6 19//201 12, ,

34 Bar chart (Gantt Chart)-Example 2 Step 1: identify start date and finish date for each activity Activity A : days, starting from May 201 (/-6/) Activity B : days, starting from 7 May 201 (7/-11/) Activity C : 7 days, starting from 10 May 201 (10/-16/) Activity D : days, starting from 1 May 201 (1/-19/) Activity E : days, starting from 17 May 201 (17/-20/) Activity F : 6 days, starting from 19 May 201 (19/-2/)

35 Bar chart (Gantt Chart)-Example 2 Step 2: Draw outline of bar chart / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Activity Duration (days) Act. A Act. B Act. C 7 Act. D Act. E Act. F 6

36 Bar chart (Gantt Chart)-Example 2 Step : Draw the activity bars Activity A :(/-6/) Activity B :(7/-11/) Activity C :(10/-16/) Activity D :(1/-19/) Activity E :(17/-20/) Activity F :(19/-2/) Activity Duration (days) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Act. A Act. B Act. C 7 Act. D Act. E Act. F 6

37 An S-curveis defined as: "A display of cumulative costs, labor hours or other quantities plotted against time. The name derives from the S-like shape of the curve, flatter at the beginning and end and steeper in the middle, which is typical of most projects. The beginning represents a slow, deliberate but accelerating start, while the end represents a deceleration as the work runs out."

38 S-Curve Type of S-Curve Physical S-Curve Financial S-Curve Both S-curve can be in Baseline (planned) or actual S-curve

39 Num Activity Duration (days) S-Curve (Example) Start Date Cost (RM) Resources/ day (person) Work progress percentage (%) 1 Activity A //201 1, Activity B 7//201 2, Activity C 7 10//201, Activity D 1//201 6, Activity E 17//201, Activity F 6 19//201 12, , Based on bar chart in Example 2, construct S-curve (daily basis) for this project: 1. Financial S-Curve 2. Physical S-curve (resources vstime & work vstime)

40 Financial S-Curve

41 Financial S-Curve STEP 1: DRAW BAR CHART (from Example 2), include Cost of each activity Activity Duration (days) Cost (RM) Cost/day (RM) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Act. A 1,00 Act. B 2,700 Act. C 7,00 Act. D 6,000 Act. E,700 Act. F 6 12,600 Cost/day Cumulative cost/day

42 Financial S-Curve STEP 2: Calculate COST/ DAY = Cost / duration Activity Duration (days) Cost (RM) Act. A 1,00 Act. B 2,700 Act. C 7,00 Act. D 6,000 Act. E,700 Act. F 6 12,600 Cost/day Cost/day (RM) =1,00/ 67 =2,700/ 0 =,00/7 00 =6,000/ 1200 =,700/ 117 =12,600/ / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Cumulative cost/day

43 Financial S-Curve STEP 2: Calculate COST/ DAY = Cost / duration Activity Duration (days) Cost (RM) Cost/day (RM) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Act. A 1,00 Act. B 2,700 Act. C 7,00 Act. D 6,000 Act. E,700 Act. F 6 12, Cost/day Cumulative cost/day

44 Financial S-Curve STEP : Calculate the TOTAL COST of each DAY / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Activity Duration (days) Cost (RM) Cost/day (RM) Act. A 1,00 67 Act. B 2,700 Act. C 7, Act. D 6, Act. E, Act. F 6 12, Cost/day Cumulative cost/day

45 Financial S-Curve STEP : Calculate the CUMULATIVE COST of each DAY / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Activity Duration (days) Cost (RM) Cost/day (RM) Act. A 1,00 67 Act. B 2,700 0 Act. C 7,00 00 Act. D 6, Act. E, Act. F 6 12, Cost/day Cumulative Cumulative cost cost (previous) (previous) + current + current cost/day cost/day = 67 = Cumulative cost/day

46 Financial S-Curve STEP : Plot graph base on cumulative cost / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Activity Duration (days) Cost (RM) Act. A 1,00 Act. B 2,700 Act. C 7,00 Act. D 6,000 Act. E,700 Act. F 6 12,600 Start from 0 Cost/day Cost/da y (RM) Total cumulative cost Get the medium (0900 /2) Start from Cumulative cost/day

47 Financial S-Curve STEP : Plot graph base on cumulative cost / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Activity Duration (days) Cost (RM) Act. A 1,00 Act. B 2,700 Act. C 7,00 Act. D 6,000 Act. E,700 Act. F 6 12,600 Cost/day Cost/da y (RM) Cumulative cost/day

48 Physical S-Curve (resources VS time)

49 Num Activity Duration (days) Start Date Cost (RM) Resources/ day (person) Work progress percentage (%) 1 Activity A //201 1, Activity B 7//201 2, Activity C 7 10//201, Activity D 1//201 6, Activity E 17//201, Activity F 6 19//201 12, ,

50 Physical S-Curve (resources VS time) STEP 1: DRAW BAR CHART (from Example 2), include resource/day for each activity Activity Duration (days) Resource/ day / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Act. A 2 Act. B Act. C 7 2 Act. D Act. E Act. F 6 Resource/day Cumulative resource/day

51 Physical S-Curve (resources VS time) STEP 2: Calculate the CUMULATIVE resource of each DAY / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Activity Duration (days) Resource/ day Act. A 2 Act. B Act. C 7 2 Act. D Act. E Act. F 6 2Resource/day Cumulative resource (previous) + current resource/day = Cumulative resource/day

52 Physical S-Curve (resources VS time) STEP : Plot graph base on cumulative resource / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Activity Duration (days) Resource/ day Act. A 2 Act. B Act. C 7 2 Act. D Act. E Act. F 6 2Resource/day Cumulative resource/day

53 Physical S-Curve (resources VS time) STEP : Plot graph base on cumulative resource / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Activity Duration (days) Resource/ day Act. A 2 Total cumulative resource Act. B Act. C 7 2 Act. D Act. E Act. F 6 102/6 x 2 = 102/6 = 17 Start from 0 2Resource/day Cumulative resource/day

54 Physical S-Curve (resources VS time) STEP : Plot graph base on cumulative resource / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Activity Duration (days) Resource/ day Act. A 2 Act. B Act. C 7 2 Act. D Act. E Act. F 6 2Resource/day Cumulative resource/day

55 Physical S-Curve (work VS time)

56 Num Activity Duration (days) Start Date Cost (RM) Resources/ day (person) Work progress percentage (%) 1 Activity A //201 1, Activity B 7//201 2, Activity C 7 10//201, Activity D 1//201 6, Activity E 17//201, Activity F 6 19//201 12, ,

57 Physical S-Curve (work VS time) STEP 1: DRAW BAR CHART (from Example 2), include work progress percentage/day for each activity Activity Duration (days) Work progress percentage (%) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Act. A 12 Act. B 0 Act. C 7 21 Act. D 10 Act. E 12 Act. F 6 1 Work progress/day Cumulative work progress/day

58 Physical S-Curve (work VS time) STEP 2: Calculate work progress percentage of each day for every activities Activity Duration (days) Work progress percentage (%) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Act. A 12 12% / days = %/ day Act. B % / days = 6%/ day Act. C 7 Act. D Act. E Act. F 6 Work progress/day Cumulative work progress/day

59 Physical S-Curve (work VS time) STEP 2: Calculate work progress percentage of each day Activity Duration (days) Work progress percentage (%) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Act. A Act. B Act. C 7 Act. D Act. E Act. F 6 Work progress/day Cumulative work progress/day

60 Physical S-Curve (work VS time) STEP : Calculate cumulative work progress percentage of each day Activity Duration (days) Work progress percentage (%) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Act. A 12 Act. B Act. C 7 Act. D Act. E Act. F 6 Work progress/day Cumulative work progress/day

61 Physical S-Curve (work VS time) STEP : Calculate cumulative work progress percentage of each day Activity Duration (days) Work progress percentage (%) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Act. A 12 Act. B Act. C 7 Act. D Act. E Act. F 6 Work progress/day Cumulative work progress/day

62 Physical S-Curve (work VS time) STEP : Plot S-curve Activity Duration (days) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ Act. A Work progress percentage (%) 12 Act. B Act. C 7 21 Act. D Act. E 12 Act. F Work progress/day Cumulative work progress/day

63 Physical S-Curve (work VS time) STEP : Plot S-curve Activity Duration (days) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ 100 Act. A Work progress percentage (%) 12 7 Act. B Act. C Act. D Act. E 12 Act. F Work progress/day Cumulative work progress/day

64 Physical S-Curve (work VS time) STEP : Plot S-curve Activity Duration (days) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ 100 Act. A Work progress percentage (%) 12 7 Act. B Act. C Act. D Act. E 12 Act. F Work progress/day Cumulative work progress/day

65 Physical S-Curve (work VS time) STEP : Plot S-curve Activity Duration (days) / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ 100 Act. A Work progress percentage (%) 12 7 Act. B Act. C Act. D Act. E 12 Act. F Work progress/day Cumulative work progress/day

66 Planning VS Actual S-curve?? Before this, we just create a planning bar chart. What if, the real activities has started? How to create actual S-curve?

67 Planning VS Actual S-curve (Example 2) Physical S-Curve (work vs time) Num. Activity Duration (days) Start Date Actual Start Date Actual Finish Date Cost (RM) Resources (person) 1 Activity A //201 //201 6//201 1, Activity B 7//201 7//201 12//201 2, Activity C 7 10//201 11//201 17//201, Activity D 1//201 17//201 21//201 6, Activity E 17//201 18//201 22//201, Activity F 6 19//201 21//201 26//201 12, ,900.00

68 Activity Duration (days) Planning VS Actual S-curve STEP 1: DRAW BAR CHART (planning and actual) Start Date Actual Start Date Actual Finish Date Act. A //1 //1 6//1 Act. B 7//1 7//1 12//1 / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ 2/ 26/ Planning Actual Act. C 7 10//1 11//1 17//1 Act. D 1//1 17//1 21//1 Act. E 17//1 18//1 22//1 Act. F 6 19//1 21//1 26//1 Planning cumulative work / day Actual cumulative work/ day

69 Activity Duration (days) Planning VS Actual S-curve STEP 2: Calculate cumulative for both planning & actual work/day Start Date Actual Start Date Actual Finish Date Act. A //1 //1 6//1 / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ 2/ 26/ Act. B 7//1 7//1 12//1 Act. C 7 10//1 11//1 17//1 Act. D 1//1 17//1 21//1 Act. E 17//1 18//1 22//1 Act. F 6 19//1 21//1 26//1 Planning cumulative work / day Actual cumulative work/ day

70 Planning VS Actual S-curve STEP 2: Calculate cumulative for both planning & actual work/day Activity Duration (days) Start Date Actual Start Date Actual Finish Date Act. A //1 //1 6//1 / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ 2/ 26/ Act. B 7//1 7//1 12//1 Act. C 7 10//1 11//1 17//1 Act. D 1//1 17//1 21//1 Act. E 17//1 18//1 22//1 Act. F 6 19//1 21//1 26//1 Planning cumulative work / day Actual cumulative work/ day

71 Planning VS Actual S-curve STEP : Plot the S -curves Activity Duration (days) Start Date Actual Start Date Actual Finish Date / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ 2/ 26/ Act. A //1 //1 6//1 Act. B 7//1 7//1 12//1 Act. C 7 10//1 11//1 17//1 Act. D 1//1 17//1 21//1 Act. E 17//1 18//1 22//1 Act. F 6 19//1 21//1 26//1 Planning cumulative work / day Actual cumulative work/ day

72 Planning VS Actual S-curve STEP : Plot the S -curves Activity Duration (days) Start Date Actual Start Date Actual Finish Date / / 6/ 7/ 8/ 9/ 10/ 11/ 12/ 1/ 1/ 1/ 16/ 17/ 18/ 19/ 20/ 21/ 22/ 2/ 2/ 2/ 26/ Act. A //1 //1 6//1 Planning Act. B 7//1 7//1 12//1 Act. C 7 10//1 11//1 17//1 Actual Act. D 1//1 17//1 21//1 Act. E 17//1 18//1 22//1 Act. F 6 19//1 21//1 26//1 Planning cumulative work / day Actual cumulative work/ day

73 Arrow Diagram Method (ADM) -Activity-on-Arrow (AOA) Network Precedence Diagram Method (PDM) - Activity-on-Nodes (AON) Network

74 Network Diagram Activity on Arrow (AOA)/ Arrow Diagram Method (ADM) In arrow diagram project task or activities are represented by the arrow and connected by the node to express their logical relationship Node represents an event. An activity starts or ends at a node. Activity A Activity B Node Node Node

75 ADM Diagram for construction of pad footing Fabricated rebar Excavate trench Fixed fwk Fixed rebar Pour concrete Fabricated formwork

76 Network Diagram Activity on Node (AON)/ Precedence Diagram Method (PDM) activity is place on the node The arrow used to connect between project task to show their logical relationship Act. A Act. B Node Node

77 Network Diagram Diagram for construction of pad footing Arrow - Logical Node - Activity Logical Show the relationship between activities -Sequences of interrelated activity

78 Basic definition in network diagram Activity-the performance of a task required to complete the project. An activity require time, cost, or both. Network-a diagram to represent the relationship of activities to complete a project. The network may be drawn as ADM or PDM. Duration-the estimated time required to perform an activity.

79 Activity Sequencing Understand the order of how the job to be accomplished in the field. The planner must understand how various activities of the project related to each other in term of their logical sequence. Example preparing formwork before reinforcement could be place & than pouring concrete.

80 Activity Sequencing Predecessor A task whose start or finish date determines the start or finish date of its successor task. Successor A task whose start or finish date is driven by its predecessor task.

81 ADM vs. PDM Item ADM PDM Activity Activities shown as an arrow or sometimes as a line. A ES LS D A TF ES: Early Start LS: Late Start EF: Early Finish LF: Late Finish D : Duration TF: Total Float Activities shown on node. EF LF Event/ Node 1 ES LS A 2 EF LF ES LS D A TF EF LF 1 ES LS D B TF EF LF 2 events / nodes 1 event

82 ADM vs. PDM ADM PDM Early Start (ES) is the earliest possible time an activity Early can start. Finish (EF) is the earliest possible time an activity can finish if it is start on Early Start Time (ES) and finish within the planned duration. Late Finish (LF) is the latest *D = duration possible time an activity can finish without extending the completion date of the project. Late Start (LS) is the latest possible time an activity can start without extending the completing date of the project. LS = LF -D Total float (TF)- the amount of time an activity may be delayed without delaying the completion date of the project. TF = LF ES D or TF = LS ES EF = ES + D or TF = LF EF Free float (FF)- the amount of time an activity may be delayed without delaying the early start time of the immediately following activity. FF(i) = ES(j) EF(i) ; i-preceding activity, j-following activity

83 ADM vs. PDM ADM -A and B are activities. 1, 2 and are events -Activity A has ID or label 1-2 ; Activity B has ID or label 2- -Activity A precedes activity B A 1 2 B PDM Activity Nodes ES LS D A TF EF LF Predecessor Activity 1 ES LS D B TF EF LF Current Activity 2 ES LS D B TF EF LF Successor Activity

84 ADM vs. PDM Item ADM PDM Relationshi p F S ADM only shows finish-tostart relationships, meaning that each activity is completed before the successor activity starts. F S F F S S S - F Critical path - Critical Path - A series of interconnected activities through the network diagram, with each activity having zero total float time. The critical path determines the minimum time to complete the project. 1. ES X = LS X, or 2. LF X = EF X, or. Total Float (TF) = 0 - Possible to have more than one critical path - Activities which lay on critical path cannot suffer any delay

85 ADM vs. PDM Item ADM PDM Dummy Activity or D Definition An activity that indicates any activity following the dummy cannot be started until the activity(ies) preceding the dummy are completed. Activity which has not duration. It is only used to show any relationship between activities. Function If there is a situation where one event is used to show relationship more than one activity. To show a complicated relationship clearly Dummy activity is not used in Precedence Diagram Method (PDM)

86 ADM

87 Item Dummy Activity D or Activity A & B have the same ID A: 1-2 False B: 1-2 A 1 2 If C is to follow A & B, but D is to follow only B. (not fulfill) A B C ADM ID for Activity A & B are not same. A: 1-2 True B: B A If C is to follow A & B, but D is to follow only B. (use dummy) A C B D B D

88 Item ADM If P, Q and R follow A, and B follows P, Q and R. The following diagram is not the correct representation of the same. P False Dummy Activity A 1 2 Q R B D or Reason: Activities P, Q and R have the same ID (2-). True A 1 2 P Q B Activities P has the ID (2-), Q (2-) and R (2-6). R 6

89 Item ADM 1. D is preceded by A only 2. E is preceded by A and B. F is preceded by B and C Dummy Activity False True D A D A D or B E B E C F C F Statement not fulfill where F is preceded by A, B and C.

90 ADM vs. PDM Item ADM PDM Estimating duration - FORWARD PASS : To establish the earliest expected start and finish times for each activity in the network. - BACKWARD PASS : To establish the latest allowable start and finish times for each activity in the network. FORWARD PASS Early Start Early Finish Late Start Late Finish BACKWARD PASS 90

91 Arrow Diagram Method 91 Note A 1 a b 2 c d X Backward pass Forward pass c = a + X e = c + Y B Y d = f Y e f a : Early Start (ES) A b : Late Start (LS) A c : Early Finish (EF) A = (ES) B d : Late Finish (LF) A = (EF) B e : Early Finish (EF) B f : Late Finish (LF) B X : Duration of activity A Y : Duration of activity B Forward pass Backward pass a = 0 f = e c = a + X d = f Y e = c + Y b = d - X

92 ACTIVITY DURATION(DAY) PREDECESSOR A - B A C B D - E A F 10 E,D G 9 C,F

93 1 A 2 B E D F 10 C ACTIVITY G 9 DURATION (DAY) 6 PREDECESSOR A - B A C B D - E A F 10 E,D G 9 C,F

94 0+= Early Finish Box Early Start at node 1 is zero Early Start Box 1 0 A B 2 E D F 10 C G 9 6 Make forward pass through the network by adding duration times.

95 Early Start Box Early Finish Box 1 0 A 2 B 8 E D F 10 C +=8 G 9 6 Make forward pass through the network by adding duration times.

96 1 0 A B 2 8 C +=7 E D F 7 10 Larger=7 0+= G 9 6 If two or more activities terminate at a junction node, place the larger sum at ES box.

97 1 0 A B 2 8 E D F 7 10 C 17 G

98 1 0 A B 2 8 E D F 7 10 C 17 G Early finish of activity G in the node 6 =26 days. That s means it will take 26 days to complete the project. Therefore, 26days represents Late Finishof the project. Enter 26into Late Finish box at the node 6, and make a backward pass to establish LF for each activity by deducting the durations.

99 1-=9 Smaller= A B E 7-= D F C 17 G =17 In the case of junction nodes (with two or more activities), place the smaller value in the LF box of that node.

100 1 0 0 A B E D F C 17 G

101 TF A = LF-D-ES =--0 =0 TF A = TF B =6 B A E TF E =0 D F 7 10 TF D = 7 TF F =0 C TF C =6 TF B = LF-D-ES =1-- =6 17 G TF G =0 Total Float (TF) =LF-D-ES

102 TF B =6 TF A = B A E TF E =0 D F 7 10 TF D = 7 TF F =0 C TF C =6 17 G TF G =0 Activities on critical path : A,E,F and G.

103 ACTIVITY DURATION(DAY) ES EF LS LF TF A 0 0 0* B C D E 7 7 0* F * G * * Critical Activity Total Float (TF) =LF-D-ES

104 ACTIVITY DURATION (DAY) ES EF LS LF TF A 0 0 0* B BAR CHART C D E 7 7 0* F * G * Activity Duration (days) A B C D E F 10 G

105 Example 2 (ADM) Activity Duration (day) Predecessor (s) Act. A 2 - Act. B - Act. C A Act. D B Act. E C,D Act. F 2 C,D Act. G E Act. H F 1. Develop an arrow diagram for the project. 2. Identify critical activity and critical path for the project.

106 Activity Duration (day) Predecessor (s) Act. A 2 - Act. B - Act. C A Act. D B Act. E C,D Act. F 2 C,D Act. G E Act. H F 1 A 2 B 2 C D E F 2 6 G H 7

107 Forward pass 1 0 A 2 B 2 2 C D 7 E F G H 7 1

108 Backwardpass A 2 B 2 2 C D 7 7 E F G H 7 1 1

109 Total Float Activity Duration (day) ES EF LS LF TF Act. A Act. B 0 0 0* Act. C Act. D 7 7 0* Act. E * Act. F Act. G * Act. H * Critical Activity Total Float (TF) =LF-D-ES

110 Critical Path A 2 B 2 2 C D 7 7 E F G H Activities on critical path : B,D,E and G. Critical path

111 Exercise (ADM) Activity Duration (day) Predecessor (s) Act. A 2 - Act. B A Act. C A Act. D A Act. E 2 B,C Act. F C Act. G C,D Act. H 2 E,F,G Prepare a arrow diagram for the project. Identify critical path for the project.

112 Exercise Forward pass B 7,7 1 0 A 2 2 C 7 2 F 9,10,11 H D 6,7 7

113 Exercise Backward pass B A C ,2, 7 7 9,8,7 F H D 7 7

114 Exercise (ADM-Solution) B A C 7 7 F H Activities on critical path : A,C,G and H. D 7 7 Critical path

115 Link (Relationship) Finish to Start (FS) Activity B cannot start until Activity A finish Act. A Act. B Start to Start (SS) Activity B cannot start until Activity A start Act. A Act. B

116 Link (Relationship) Finish to Finish (FF) Activity B cannot finish until Activity A finish. Act. A Act. B Start to Finish (SF) Activity B cannot finish until Activity A start. Act. A Act. B

117 Lead time & lag time Lead time Overlap between dependent activity Eg: FS d Act. A Act. B Lag time Delay between dependent activity Eg: FS + 2 d Act. A d Act. B 2d

118 ACTIVITY DURATION(DAY) PREDECESSOR A 2 START B 6 A C 6 B D 1 B E A F D,E G 2 C(+2),F

119 ACTIVITY DURATION (DAY) PREDECESSOR ES D LS A 2 START B 6 A EXAMPLE 1 LS Activity TF LF C 6 B D 1 B E A F D,E 2 A 6 B 6 C G 2 C(+2),F 1 D E FS +2 F 2 G

120 EXAMPLE 1 FORWARD PASS A B C 16, D 2 E,9 FS F G

121 EXAMPLE 1 BACKWARD PASS A B C 16, D 2 E,9 FS F G 16 18

122 EXAMPLE 1 BACKWARD PASS A B C ,10 8, D E 10 1,9 FS F , G 16 18

123 EXAMPLE 1 BACKWARD PASS A B C ,10 8, D E 10 1,9 FS F , G 16 18

124 EXAMPLE 1 COMPLETED A B C ,12 2,10 8,12 FS D 12 1, F 16 G 18 2 E

125 EXAMPLE 1 12 TOTAL FLOAT A B C TF C = LF-EF =1-1 =0 TF G =0 = LF-EF = TF A = LF-EF =2-2 =0 TF B = LF-EF =8-8 = D FS G 0 18 TF D = LF-EF =1-9 = E F 1 TF E = LF-EF =1- =8 16 TF F = LF-EF =16-12 =

126 EXAMPLE FREE FLOAT A B C FF C = ES SUCC -EF- Lag = =0 FS FF A = ES SUCC -EF- Lag =2-2-0 =0 FF B Lag = ES SUCC -EF- =8-8-0 =0 FF D = ES SUCC -EF- Lag =9-9-0 = D E FF F = ES SUCC -EF- Lag = = 9 12 F G 0 18 FF A = ES SUCC - EF- Lag = =

127 EXAMPLE 1 CRITICAL PATH A B C ,12 2,10 8,12 FS D 12 1, F 16 G E

128 Example 2 (PDM) Activity Duration (day) Predecessor (s) Act. A 10 - Act. B 11 A Act. C B Act. D B Act. E 12 A Act. F C,D Act. G 7 F Act. H 11 E Act. I G,H 1. Develop a precedence diagram for the project. 2. Identify critical activity and critical path for the project.

129 Example 2 (PDM) 11 C 7 B F G 10 A D I 12 E 11 H ES LS D Activity TF LS LF

130 Example 2 (PDM-forward pass) C B F G A D 6 0 I E H ES LS D Activity TF LS LF

131 Example 2 (PDM-backward pass) B C F G D A 10 6 I E H ES D LS Activity LS TF LF

132 Example 2 (PDM-Total float) C B F G D A I E 1 2 H 2 TF = LF ES D or TF = LS ES or TF = LF EF Critical path 6 ES D LS Activity LS TF LF

133 Example (PDM) Activity Duration (week) Predecessor (s) Act. A 2 - Act. B A (FS+2), C (FF+1), D(FF) Act. C 2 A Act. D 1 C (SS) 1. Develop a precedence diagram for the project. 2. Identify critical activity and critical path for the project.

134 Example (PDM-forward pass) +2 7 B A 2 2 C D

135 Example (PDM-backward pass) +2 7 B A C Total Float = LF ES D TF(A) = = 0 TF(B) = 7-- = 0 TF(C) = = 2 TF(D) = = 1 2 D 6 7 Critical path

136 Exercise (PDM) Activity Duration (day) Predecessor (s) Act. A 2 - Act. B A Act. C A Act. D A Act. E 2 B,C Act. F C Act. G C,D Act. H 2 E,F,G Prepare a precedence diagram for the project. Identify critical path for the project.

137 Exercise (PDM-Solution) 2 B E A C F H D G

138 BUT WAIT!! Are there any other type of Scheduling method?? How if the Gantt Chart and CPM did not actually work/represent well with the nature/requirement of the particular construction project?? So, actually we have LINEAR SCHEDULING METHOD (LSM) / LINE OF BALANCE (LOB)

139 This method is actually appropriate for a project that: Progress linearly (straight without major fluctuation of activities), Highly repetitive works, Have fixed starting point and end, Such as; highways, airfields, pipelines, multiple housing units, high-rise buildings, etc.

140 LINEAR SCHEDULING METHOD (LSM) (cont.) Take for example; a highway construction project:

141 LINEAR SCHEDULING METHOD (LSM) (cont.) Kilometer(km) We have linear activities: 1. Clear & strip 2. Drainage. Subgrade. Base course. Pave Width of B: At 0km, the subgrade works will starts at week. until week. Height of A: At week, subgrade works from 1km to 21km. LSM Diagram for highway project (adopted from Nunnally, 201) Distance of C: It is a time lag / time float for 10km; between subgradeworks and base course works. 1. weeks to be exact.

142 THANK YOU