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9/17/2018
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Introduction
Construction Planning & scheduling
Dr. Maha alkasasbeh
Hashemite University
Department of Civil
Engineering
▪Owners want their projects completed within specified time and budget constraints
▪The challenge of delivering a construction project in time, with high quality, within budget, and in a safe environment.
▪ Planning can be thought of as determining “what” is going to be done, “how,” “where,” and by “whom”
Planning & scheduling
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▪Planning is processes of identifying all the activities necessary to successfully complete the project.
▪Scheduling is the process of determining thesequential order of the planned activities ,assigningrealistic duration, and determine the start and finishdates for each activity.
Planning & scheduling
▪There is a significant difference between “planning” and “scheduling”
▪Scheduling can never be performed effectively without planning
▪Planning is the first step of project scheduling ,as change occur additional planning is required to incorporate the change into schedule.
▪Planning and Scheduling can serve in preventing problems .it can prevent delay in work and prevent low worker morale and decline in productivity
Planning & scheduling
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➢Begin planning before starting work, rather than after starting work.
➢Involve people who will actually do the work .
➢Include all aspect of project :scope ,budget, schedule and quality.
➢Build flexibility into plan.
➢Keep the plan simple.
➢ Communicate the plan to all parties, any plan is worthless unless it is known
Planning & scheduling
Steps in Planning and Scheduling
▪Develop a work break down structure(WBS) that identify work items
▪Prepare a drawing (network diagram) that shows each activity in the order it must be performed to complete the project.
▪Determine the time ,cost, resources required to complete each activity.
▪Compute the schedule to determine start, finish ,and float time.
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▪Analyze cost and resources for the project.
▪Communicate the results of the plan and schedule.
▪display time, cost and schedule for activates
Steps in Planning and Scheduling
Techniques for planning and scheduling
▪The technique used for project scheduling will vary depending upon the projects size, complexity, duration, personal, and owner requirements.
▪The project manager must choose a scheduling technique that is simple to use and is easily interpreted by all project participants.
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▪Methods that commonly used:
-Bar chart (Gantt chart)
-Critical path method(CPM or network analysis system ).
- The program evaluation review technique (PERT)
Techniques for planning and scheduling
Henry Gantt developed a method of relating a list
of activities to a timescale in a very effective
manner, by drawing bar charts
Bar chart (Gantt chart)
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Bar chart (Gantt chart)
Value of Bar Charts
▪A major strength of bar charts is the ability to clearly and quickly present the status of a project.
▪No extensive training is required to learn how to extract information from them
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Shortcomings of Bar Charts
▪Bar charts begin to fail to provide valuable information when projects become more complex
▪A general criticism of bar charts is that they do not show clear dependencies between activities
▪Changes in the logical sequencing of activities in a bar chart cannot be readily made, especially when many activities are involved
▪The CPM commonly used in engineering and construction industry.
▪CPM identifies chains of activities in the project that control how long the project will take
▪Provide interrelationships of activities and scheduling of costs and resources.
Critical Path Method(CPM)
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Critical Path Method(CPM)
▪A traditional CPM technique is the Activity-on-Arrow,(A-on-A), or arrow diagram, Activities are represented as arrows or lines
▪The alternative approach is Activity-on-Node
▪(A-on-N), referred to as the Precedence technique.
▪Require more effort than a bar chart.
▪It is an effective technique for overall project scheduling
The program evaluation review technique (PERT)
▪PERT can be thought of as a “generalized” CPM in which an “expected” activity duration is computed
▪PERT is used primarily in undertakings where insufficient experience or historical data are available for estimating durations of individual activities in a project
▪ CPM is deterministic and PERT is probabilistic
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A Work Breakdown Structure (WBS)
▪A Work Breakdown Structure (WBS) is a systematic way to describe components of a project schedule
▪Developing the WBS begins with the definition of the major systems or components of a project
▪Each system is defined in greater and greater detail, until there exists a discrete or measurable piece of work and a single responsibility—work packages
▪Work packages can be viewed as mini projects that are contained within the entire project
A Work Breakdown Structure (WBS)
▪Information should be provided by various individuals, Project manager; job superintendent; others
▪WBS divides & subdivides a project into different components—area, phase, function, or other means
▪By using the WBS approach, the project will become easier to comprehend
▪The backbone of the project control or tracking system
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A Work Breakdown Structure (WBS)
▪The WBS is an orderly presentation of the tasks that must be performed to complete a particular project
▪On a typical construction project the WBS consists of numerous categories—depending on complexity
▪In general terms, the WBS can be viewed as a representation of the physical breakdown of the work to be performed
Work Breakdown Structure
for a Storage Facility Project
A Work Breakdown Structure (WBS)
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• Two standard formats for organizing construction specifications
• Can use them as a guideline for defining WBS
• Uniformat:
– http://www.uniformat.com/
– http://www.fire.nist.gov/bfrlpubs/build99/PDF/b99080.pdf
• Masterformat:
– http://www.masterformat.com/
– http://www.constructionnotebook.com/ipin2/CSIDivisions.
asp
– http://www.csinet.org/numbersandtitles
Standard classification systems
▪Standard classification systems could be used as a guideline fordefining WBS.
▪ Major classification systems in North America areMasterFormat, UniFormat and OmniClass,.
▪These classifications are produced by CSI (ConstructionSpecifications Institute) and CSC (Construction SpecificationsCanada).
▪UniFormat is a standardized classification for organizing preliminary construction information into standard categories or on the basis of systems and assemblies.
▪UniFormat classifies elements that usually perform a given function regardless of the design specification and construction method
Standard classification systems
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▪UniFormat is used for cost estimation during schematic design phase
▪UniFormat framework is a hierarchical system. It comprises eight major groups
Standard classification systems
UniFormat classification system
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UniFormat classification system
▪MasterFormat is a master list of numbers and titlesSince the 1960s most buildings in the United Statesand Canada have used this standard for managing
building information.
▪MasterFormat organizes constructioninformation into procurement and contractingrequirements, and technical divisions ofactivities and work practices.
Standard classification systems
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▪It is mainly used to organize project manuals, organize cost information, and relate drawing notations to specifications
▪MasterFormat is a hierarchical classification system. It is broken down into two groups and seven subgroups. Each subgroup includes divisions,. There are fifty divisions (00-49) with 15 of them reserved for future expansion.
Standard classification systems
MasterFormat classification system (CSI
2004)
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MasterFormat divisions (CSI 2004)
▪The OmniClass Construction Classification System (OCCS) has been widely used in North America for many years.
▪ The purpose of OmniClass is to help in managing project information, sorting and retrieving information, and providing classification for all components and processes within the building life cycle
▪OmniClass uses 15 tables.Table 21 (Elements) is based on UniFormat, Table 22 (Work Results) is based on MasterFormat. Table 23 (Products). Each table demonstrates a different facet of building information. In addition, each of them classifies a particular type of information.
Standard classification systems
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OmniClass tables (CSI 2006)
▪Finish the project on time
▪Continuous flow of work(no delay)
▪Reduce amount of rework
▪Minimize confusion and misunderstandings
▪Increased knowledge of statues of project by every one
Reasons For Planning &
Scheduling
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▪Meaningful and timely reports to management.
▪You run the project instead the project running you.
▪Know of schedule times of key parts of the project
▪Clear understanding of how. what, when ,and how much.
Reasons For Planning &
Scheduling
Reasons For Planning &
Scheduling
▪ Many project contract documents expressly
require contractors to submit a CPM analysis
prior to commencing work
▪ In some cases CPM analysis is required with
the bid
▪ CPM allows the user to examine the trade-off
between the time & cost required for a project
▪ By accurately monitoring project status,
decisions can be made regularly about schedule
viability
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