Download - Lecture 10- Project Planning and Scheduling
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Construction
Project Planning and Scheduling
CE142
Dr. J. Berlin P. Juanzon CE, MBA,MSCM
LECTURE 10
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2
A project is a collection of tasks that must be
completed in minimum time or at minimal cost.
Objectives of Project Scheduling
Completing the project as early as possible bydetermining the earliest start and finish of each
activity.
Calculating the likelihood a project will be
completed within a certain time period. inding the minimum cost schedule needed to
complete the project by a certain date.
!ntroduction
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"
Objectives of Project Scheduling
!ntroduction
– !nvestigating the results of possible delays in
activity#s completion time.
– Progress control.
– Smoothing out resource allocation over theduration of the project.
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Steps in the Planning Process
1) Identify the tasks.
2) Clearly state the objective of each task.
3) Estiate the Personnel! "ie and #eso$rces toeet objectives.
%) &evelop a task se'$ence.
() Estiate the ork ite developent costs.
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Steps in the Planning Process
1) Identify the tasks. "asks bring the project fro a proble to a prod$ct.
Initially activities to be perfored
Start ith ajor developent activities
*reak don into saller tasks
2) Clearly state the objective of each task. "asks refined to here res$lts of the activities are stated
objectives. Easily $nderstood by entire design tea
Specific as to hat info is to be developed
+easible
,iven tie! personnel! e'$ipent
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Steps in the Planning Process
3) Estiate the Personnel! "ie and #eso$rces to eet
objectives.
Estiates are alays diffic$lt as design takes tie. - variety of schees are $sed to estiate! all are based on
ass$ptions. "rack record ithin copanies is alays the
best indicator.
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Steps in the Planning Process
%) &evelop a task se'$ence. Se'$ential "asks
Parallel tasks Co$pled
nco$pled
&evelop a planning/sched$ling chart ilestone or ,antt chart
PE#"
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Steps in the Planning Process
%) &evelop a task se'$ence. &esign Str$ct$re 0atri Shos &ependency of tasks)
A B C D E F G
Moiliza!ion A A
La"ou!in# an$ S!a%in# B $ %
E&'a(a!ion o) Colu*n Foo!in# C $ C
Fari'a!e Foo!in# + Colu*n Rear D $ &
Fari'a!e Colu*n For* E $ '
-n!all Colu*n + Foo!in# Rear F $ $
Con're!in# o) Colu*n Foo!in# G $ (() Estiate the prod$ct developent costs.
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Planning and Scheduling
Gan!! Car! The bar or Gantt Chart is a widely used simple project scheduling
technique. Advantages include:
Direct correlation with time. Straight orward relationship with projects involving a limited
number o tas!s. Straight orward integration o subtas!s having separate scheduling
charts. Time schedule is le"ible and is e"panded to show tas!s o shorter
nature. #rogress against the plan is easily relected.
Disadvantage includes: That it does not convey the comple" interrelationships that may
occur between tas!s.
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(antt Chart
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Planning and Scheduling
Mile!one Car! A Mile!one 'ar! i i*ilar !o a Gan!! Car! /i! !e
e*ai la'e$ on !a% 'o*le!ion.
-! e*o$ie !e a*e i*li)ie$ !e'niue a $oe !e
Gan!! 'ar!. -! $oe no! or!ra" !e in!errela!ioni
e!/een !a% an$ en'e $oe no! i$en!i)" !e 'ri!i'al
a!.
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)ilestone Chart
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Planning and Scheduling
PERT {Program Evaluation and Review Technique}
The PERT chart has distinct advantages forcomplex projects with interrelated tasks.
PERT due to its complexit! of timeestimations has given wa! to more popular"P# methods.
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Planning and Scheduling
PERT "hart
Three Time Estimates$
%PT&'T&" ( 'hortest time) to
#%'T *&+E*, ( -est Estimate) t#
PE''&'T&" ( *ongest time) tp
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Planning and Scheduling
Critical Path )ethod *as some common characteristics with P'+,
&efined by activities and events An activity is a time-consuming effort that is reuired
to complete part of a project. Shown as an arrow on
the diagram
An event is denoted by a circle and defines the end
of one activity and beginning of the ne/t. An event
may be a decision point.
-ctivity Event
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DEF--T-3 3F TERMS - A ET3R5 ctivit! $ any portions of project (tasks) which required
by project, uses up resource and consumestime – may involve labor, paper work,
contractual negotiations, machinery operationsActivity on Arrow (AOA) showed as arrow, AO – Activityon ode
Event $ beginning or ending points of one or more
activities, instantaneous point in time, also called!nodes"
/etwork # $ombination of all project activities and theevents
ACT-6-T7
PRECEED-G SUCCESS3R
E6ET
A
ES LS
%
EF LF
C
ES LSD D
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Planning and Scheduling
Critical Path )ethod ,erminology
'arliest Start time 0'S1
atest Start time 0S1
'arliest inish time 0'13
&uration 0&1 ' 4 'S 5 &
atest inish 01 4 S 5 &
,otal loat 0,1 , 4 S - 'S 0Slack between the earliest and latest start times1
On CP3 the total float is 6ero.
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Critical Path )ethod
C#$ %"ample
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Critical Path )ethod
Earliest Start "ies Established
ACT-6-T73.
ACT-6-T701RT&%/
PREDECESS3R
7 %obili&ation ' day
2 ayout and taking ' day '
" *+cavate ooting - days .
8 abricate ootingrebar
. days '
9 abricate $olumn/ebar
0 days -
:1nstall ooting /ebars ' day 0,-
; 1nstall $olumn /ebars - days 2,3
< $oncreting of ooting ' day 4
= abricate $olumnorms
3 days .
7> 1nstall $olumn orms . days 5,6
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Critical Path )ethod
?',@O+ &!A(+A)
7 2 8 9 ;
" :
=
<)O%)O% B S
A%
,?(
+'%
A%
CO.
+'%
'$C
,?(
!?S,
,?(
+'%
!?S,
CO
+'%
CO?C
,?(
A%
O+)
CO
7>
!?S,
CO
+'%
!?S,
CO
O+)
77
CO?C
CO
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CP) Calculations
,he calculations of the critical path and theproject duration is relatively simple3 reuiring
only addition and subtraction.
orward Pass,he first step in the calculations is to perform a
forward pass. !n this step3 the early start and early
finish of each activity are calculated. ,he early start
0'S1 is the earliest time as activity may start. ,he
early finish 0'1 is the earliest point at which an
activity can be completed.4 5
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CP) Calculations
%ackward Pass,he second stage is to move backward through the
network and determine the late finish and late start
times of each activity. ,he late finish 01 for theactivity in the network is asimed to be eual to the
early finish calculated in the forward pass. !f there
are multiple closing activities3 the greatest early
finish is used. All other nodes are calculated using 4 )inimum S of all following activities
,hen the late start 0S1 can be calculated as
S 4 - &
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CP) Calculations
CP) loatCritical activities cannot be delayed or else the
duration of the project will be longer. Activities with
eual 'S and ' or 6ero float are considered criticalactivities and belongs to the critical path.
,hose activities that are not critical path will have
scheduling leeway3 meaning that their start times canbe adjusted within limits that will not affect the
duration of the project. !n construction industry3 this
scheduling leeway is commonly called as total float.
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CP) Calculations
,O,A OA,
, 4 D '
4 S D 'S
+'' OA,
ree float is the minimum early start of
all the following activities less the earlyfinish
4 'S)!? D 0'S 5 &E+A,!O?1
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DATA SHEET:
ACT-6-T7
PREDESESS3R
DURAT-3
START F--S8 FL3ATCR-T-CA
LACT-6-T7'S S ' ,
A - 2
% A "
C % 8
& A3% 2
' C "
& 7
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