3. construction planning. construction project management

3. Construction Project Time Management:

Construction Planning

Dr. Khaled Hesham Hyari Department of Civil Engineering

The Hashemite University

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• Project Time Management: It includes the processes required to ensure timely completion of the project.

• It includes:– Activity definition– Activity sequencing– Activity resource Estimating– Activity duration Estimating– Schedule development– Schedule control

Project Time Management

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• Activity Definition: Identifying the specific schedule activities that need to be performed to produce the various project deliverables

• Activity Sequencing: Identifying and documenting dependencies among schedule activities

• Activity Resource Estimating: Estimating the type and quantities of resources required to perform each schedule activity

• Activity Duration Estimating: Estimating the number of work periods that will be needed to complete individual schedule activities

Project Time Management II

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• Schedule Development: Analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule

• Schedule Control: Controlling changes to the project schedule

Project Time Management III

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• What is Planning and Scheduling?

– Planning & Scheduling: provides a project

plan/schedule that is essential in project time

management.

• Project Time Management:– Planning.– Scheduling.– Tracking and Control.

Planning and Scheduling What?

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• Why do we Plan and Schedule?

• Planning & Scheduling is needed for:– Scope recognition.– Task definition & responsibility identification.– Effective utilization of resources (labor,

material & equipment).– Tracking and controlling project time and cost.– Claims analysis, quantification and defense.

Planning and Scheduling Why?

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• How do we Plan and Schedule?

• Planning Determines: – What must be done?– How it is to be performed?– What sequential order it will follow?

• Planning Requires:– Ability to visualize discrete work elements.– Establishing interdependencies.– Intimate knowledge of construction methods.

Planning and Scheduling How?

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• Planning Steps:

– Generate WBS & Activity List.

– Estimate Activity Duration/Cost.

– Determine job logic (sequential relationships

among activities).

– Draw graphic presentation in a network.

Planning and Scheduling How?

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• Activity: a single work task that consumes time and has a recognizable start and finish times.

• Activity: A component of work performed during the course of a project (PMBOK)

• Schedule Activity: A discrete scheduled component of work performed during the course of a project. A schedule activity normally has an estimated duration, an estimated cost, and estimated resource requirements. Schedule activities are connected to other schedule activities with logical relationships, and are decomposed from work packages.

Generating WBS and Activities

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• Guidelines for Identifying Activities:– Area of responsibility (general contractor,

subcontractor).

– Location on site.

– Structural element (substructure, superstructure, etc.)

– Craft or crew requirements.

– Equipment requirements.

– Material utilized (concrete, timber, steel, etc.)


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• Factors Affecting Level of Detail (Number of Activities): – Nature and size of project. – Required level of detail.– Which level of management will use the schedule.

• Schedule Hierarchy:– Master project plan/schedule.– Master subproject plan/schedule.– Detailed subproject plan/schedule.– Detailed work plan/schedule.


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• Work breakdown structure (WBS):

Describes the project scope of work in a

hierarchy of work packages, where each

abstract work package in the higher levels of

the hierarchy is subdivided into more

detailed work packages in lower levels of the

hierarchy.


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• Work breakdown structure: A deliverable-oriented hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables

• It recognizes and defines the total scope of the project

• Each descending level represents an increasingly detailed definition of the project work

• The WBS is decomposed into work packages


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• Work Package: – Is a well-defined scope of work that usually

terminates in a deliverable product.

– Each package may vary in size, but must be a measurable and controllable unit of work to be performed.

– It must be identifiable in a numerical accounting system in order to permit the capture of both budgeted & actual performance information.

– A work package is a work center. (Neil 1982)


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• Other Names of a Work Package:

– Estimating account.

– Line item.

– Cost account.


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• Uses of WBS: – Identifying scope of work.

– Preparing preliminary budget.

– Cost estimating.

– Scheduling.

– Identifying cost & schedule at various levels of details.

– Time & cost control.

– Identifying individual or departmental responsibilities.


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• Types of Coding Systems:

– Standard code

– Project code

• Standard Code: is a systematic classification

& categorization of all items of work or cost

pertaining to a specific type of construction

(e.g. Building construction, Heavy

construction).


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• Purpose of Standard Code:– Provides a comprehensive checklist of all items

of work that can be found in a specific type of construction.

– Provides for uniformity, transfer & comparison of information among projects.

• Example: Masterformat was developed through a joint effort of 8 industry & professional associations including:– Construction Specifications Institute (CSI)– Construction Specifications Canada (CSC)


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• Divisions:1.General Requirements.

2.Site work.

3.Concrete.

4.Masonry.

5.Metals.

6.Woods & Plastics.

7.Thermal & Moisture Protection.

8.Doors & Windows.

9. Finishes.

10.Specialties.

11.Equipment

12.Furnishings.

13.Special Construction.

14.Conveying Systems.

15.Mechanical.

16.Electrical.


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• Project Code: is a systematic classification & categorization of all items of work or cost pertaining to a specific project.


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• Rules for Estimating Activity Duration: – Evaluate activities one at a time.– Assume normal level of resources.– Assume normal working hours (No Overtime).– Use consistent time units.– Put project completion date OUT OF MIND.

• Activity Duration is often estimated based on:– Experience and judgment.

– Quantity of work and crew daily output Quantity of workActivity Duration =

Crew daily output

Estimating Activity Duration

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• Factors Affecting Activity Duration:

– Weather.

– Learning Curve.

– Overtime.

– Space Congestion.

– Design Changes & Rework.


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• Learning Curve: based on the fact that skill & productivity in performing tasks improve with experience and practice.

• Example: The tenth activity takes less time than the first.


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• Construction Planning Restraints:– Physical: (formwork must precede pouring

concrete).– Resource:

• Availability of material.• Availability of equipment.• Availability of labor.• Availability of money.

– Safety.– Environment:

• Weather.• Economical.• Social.• Political.

Determining Job Logic

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• For each activity answer 3 questions:

– Which activities precede this activity?

– Which activities follow this activity?

– Which activities are concurrent with this

activity?

Determining Job Logic