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CIVE 585, CIVE 685, ENMG 698

Construction Planning & Scheduling

Instructor: Farook Hamzeh, Ph.D.

1- Introduction to Scheduling

Farook Hamzeh

Assistant Professor, Civil and Environmental Engineering

American University of Beirut

Ph.D. University of California, Berkeley, 2009

Dissertation: “Improving Construction Workflow-The role of

Production Planning and Control”

M.S. University of California, Berkeley, 2006

M.E. American University of Beirut, Lebanon, 2000

B.E. American University of Beirut, Lebanon, 1997

Professional Experience

Education

• Cathedral Hill Hospital Project •$ 1.7 Billion in San Francisco

• 555 Beds

• 912,000 SF

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Academic Experience:

Assistant Professor, Department of Construction Management

Colorado State University

2009-2011

Farook Hamzeh

Assistant Professor, Civil and Environmental Engineering

American University of Beirut

Primary Objectives in Managing any Project

Finished On Time

Within Budget

Meets or Exceeds Customer Quality Expectations

In a Safe Work Environment

Without Litigation

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How Do We Meet those Primary Objectives?

P Plan

O Organize

D Direct

C Control

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Project Management Failures Caused by a Lack in one or more of the following: Think of Past Projects that had Problems

Lack of Proper Planning

Lack of Proper Organizing

Lack of Leadership Providing Direction

Lack of Controls on Time, Costs, Quality, & Safety

Project Failures Causes Improper planning and methodology (78 %)

Lack of communication (75 %)

Unrealistic target completion dates (67 %)

Inadequate commitment and involvement from senior management (59 %)

Insufficient budgets and resources (56 %)

Too many assumptions and unknowns (51 %)

Project politics and conflicts (38 %)

Lack of set targets or measurable results (45 %)

Formation of the wrong project team (27 %)

(Collaboration, Management and Control Solutions,2010)

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“Plans are worthless. Planning is essential.”

Dwight D. Eisenhower

General and President (1890-1961)

“Planning is everything. Plans are nothing.”

Helmuth Graf von Moltke

Field Marshal-Prussian Army (1800-1891)

The Purpose of Planning Reduce Risk Better Manage Uncertainty Support Sound Decision Making Establish Trust Convey and Share Information

(Cohn 2005)

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Why Use Formal Schedules? • Reduces Construction Time

• Reduces Costs – Materials, Labor, and Overhead

• Provides for a More Continuous Flow of Work

• Gives Crews and Subs a Goal to Work Toward

• Increases Productivity

Why Use Formal Schedules (continued)

• Improves Company Image

• Helps to Control Time, Costs, Quality, and Safety

• Helps to Manage Material, Labor, Money, Equipment, and Subcontractors

• Forces Detailed Thinking

• Improves Communication

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What separates GOOD from GREAT?

Proactive

Multiple, flexible options

Time is abundant

Affordable options

Reactive

Fewer, fixed options

Time is limited

All decisions are at a premium

vs.

Simply being…

Project

Management

Schedule

Quality Cost

Schedule, resource, and cost data are the primary elements of project management Elements are interrelated - a change in one impacts the others

PROJECT MANAGEMENT OVERVIEW

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How can we find balance in time, quality and money?

Scheduling

&

Evaluation

Experience & Timely Information Surprisingly, once underway, even the most carefully scheduled

project can reach a point where it is difficult to tell where it stands.

Without some kind of periodic and consistent

measurement system--it's close to impossible to

make critical judgments with confidence that the

facts are in hand.

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Reality

Deadlines to meet

Resources to control

Budget to control

Weather to predict !!

Reports to produce

Meetings to attend

Time Management Matrix

Quadrant 1

Urgent

Important

Examples

Quadrant 2

Not Urgent

Important

Examples

Quadrant 3

Urgent

Not Important

Examples

Quadrant 4

Not Urgent

Not Important

Examples

Stephen Covey

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HOW LONG WILL IT TAKE?

Types of Scheduling Systems

• Check Sheets or a List of Activities

• Magnetic Scheduling Boards

• Graphic Schedules

• Bar Charts (Gantt Schedules)

• Critical Path Schedules

• Linear Schedules

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The duration of the activities is shown by the length of the solid bar drawn from this point and ending at the earliest finish.

Activities are shown on the bar chart starting at their earliest dates.

Bar/Gantt Chart

http://www.aot.state.vt.us/sms/Phase1/sms_gant_chart_pop_up.htm

Bar Chart Scheduling Advantages

• Quick to Create

• Simple – Easy to Understand

• Visual Clarity

• Small Size

• First Systematic Method of Project Plan Development

• Forces Detailed Thinking

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Bar Chart Limitations

• Doesn’t Show Interdependencies

• Doesn’t Identify the Activities that are Critical to Timely Completion

• Ineffective in Forecasting the Effects of Changes – Must Rethink the Schedule

• Doesn’t Show Extra Potential Days an Activity May Take (all activities appear to be critical)

AOA Networks

Activity on Arrow (AOA)

Activity A iA jA/iB

Duration

Starting Event Completion Event

Rough Grade 2 4

2 Days

jB Activity B

Duration

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AON Networks

Activity on Node (AON)

Activity A

Activity

B

Relationship

Successor Predecessor

Rough Grade

Finish Grade

Successor Predecessor

Duration Duration

2 days 3 days

Two separate activities connected by a relationship

Example

Activity

Immediate

Predecessor Duration

A ~ 1

B A 1

C A 2

D C 1

E A 4

F D 6

G B 2

H F, E, G 5