CIVIL ENGINEERING SOFTWARE BFC 43201

Name: Dr Riduan Bin Yunus Office: M-004-16 (FKAAS’s Office) Phone number: 07-4564227 /012-9200530 E-mail: riduan@uthm.edu.my

1

Lecture Plan

CIVIL ENGINEERING SOFTWARE BFC 43201

2 17/11/2014

17/11/2014 3

http://www.microsoftproject.com.my/?gclid=CNiRuf2D17wCFWlT4godXyEAWw

1. Primavera Contractor

2. SureTrak Project Manager

3. Expedition® 9.0

4. Primavera Project Planner® (P6®) Oracle's Primavera P6 Enterprise Project Portfolio Management is the most powerful, robust, and easy-to-use solution for globally prioritizing, planning, managing, and executing projects, programs, and portfolios. Primavera P6 Enterprise Project Portfolio Management is an integrated project portfolio management (PPM) solution comprising role-specific functionality to satisfy each team member's needs, responsibilities, and skills. It provides a single solution for managing projects of any size, adapts to various levels of complexities within a project, and intelligently scales to meet the needs of various roles,

functions, or skill levels in your organization and on your project team

Other Planning & Scheduling Softwares

17/11/2014 5

Planning & Scheduling Definitions • Project Planning:

– “Process of choosing the one method and order of work to be adopted for a project from all the various way and sequences in which it could be done”.

• Project Scheduling: – “Determination of the timing and sequence of operation

mentioned previously, scheduling focuses on one part of the planning effort”.

• Therefore, project planning is a pre-requirement to project scheduling. Only after each activities identify the precedence, start date and finish date can be identified.

6 Antill & Woodhead-1990 DRY2013 17/11/2014

7 DRY2013 17/11/2014

COST

QUALITY

PROJECT GOAL PLAN M

ON

ITOR

EVALUATE REV

ISED

/CO

NTR

OL

What is Project Management? • a method for organizing tasks

• a structured framework to help a group work productively

• tools to aid in task sequencing, dependency analysis, resource allocation, scheduling, etc.

• tools to track progress relative to plan

Goodman, E., 1999

Why Need Project Management?

• Complex project needs coordination of:

– Multiple people

– Multiple resources (labs, equipment, etc.)

– Multiple tasks – some must precede others

– Multiple decision points – approvals

– Phased expenditure of funds

– Matching of people/resources to tasks

Task Dependencies and the Critical Path

• Sometimes task B cannot be started before task A is completed

• Other types of constraints – calendar, lags, etc.

• Critical path – any slippage slips whole project

• Helpful to know what tasks are on the critical path

• Useful to try to shorten the critical path

Suggested Steps in Project Management

• Generate a formal definition of the project, with goals, constraints, assumptions

• Identify project start/end dates, any mandatory milestones, including reports, signoffs, deliverables, etc.

• List constraints – money, equipment availability, holidays, etc.

• Identify tasks to be accomplished – high level (i.e., by categories), then details within each, using brainstorming method – green light

Suggested Steps, cont.

• Refine detailed task list, dropping/ combining, adding things omitted

Then, for each task in list:

• Estimate time (person hours, calendar period)

• Identify dependencies among tasks

• Identify resources (people, money, parts, etc.)

Suggested Steps, cont.

Organize task groups roughly by starting date

List dependencies that should or MUST hold

Use MS Project to make a GANTT chart

• First capture tasks and task groups, milestones

• Identify critical path, see if it can be shortened (get more “slack”)

• Assign person-hours and specific team member(s) to each task – identify “task leads”

Suggested Steps, cont.

As project progresses:

• Monitor, record progress on all tasks, at least weekly – use “Tracking Gantt Chart”

• Pay particular attention to those on critical path

• Revise plan as needed to take into account changes, adapt to meet milestones

Project Management Using Microsoft Project

• Allows many different ways of entering and observing information

• includes many features to help identify problems with a plan

• regular use can help a group refine plans to make meeting targets more realistic

PLANNING TOOL

• Microsoft Project/Primavera-planning tools

• Uses to do the planning and for project monitoring and control

• Types of planning file:

– baseline file (initial planning)

– tracking file (Monitoring and control)

– new baseline file/Schedule Updating (Revise program)

MSP 2010 FOR CONSTRUCTION

Creating the Baseline File Steps Open New File-set the Project Information (New project: Reset the Project

Start Date according to Contract Start Date. Set The Working Schedule (Working Time/Holidays) Create the Working List according to WBS List

indent and out dent sub activities accordingly Identify activities which requires different types of payment (initial cost,

prorated, recurring cost, on completion) WBS codes

Create The Relationship/Link (Predecessor Or Successor) for subtask. Assign Durations (3rd Party Job Create As Milestone, Duration=0)

Effort Driven Scheduling Activity Duration Estimate

MSP 2010 FOR CONSTRUCTION

Assign fixed cost for sub activities

Set Project as Baseline File

Creating the Financial S-Curve

Creating the Physical S-curve

Project Information

• Project Title: Construction of Dream House at Parit Raja

• Project Start Date: 7th October 2014

• Project Finish Date : 7th March 2015

• Project Duration: 6 months

• Contract Sum: RM 200,000.00

• Working Calendar: Sunday is non-working day

• Holiday: State and Federal

OPEN NEW PROJECT

File>New>Blank Project

Open File for a New Project

17/11/2014

21

Set the Project Information

17/11/2014 22

Set the Project Information

17/11/2014 23

Click OK

Project>Project Information>Select the Start Date (7/10/2013)>ok!

17/11/2014 24

The Timeline shows 1 week from the start date of the project

Set the Working Calendar

17/11/2014 25

Key in the Holiday Information

Project>Change Working Time>Exceptions> List all the agreed public holidays for project

Modify the Working Time

17/11/2014 26

Default working time is from 8.00am to 5.00pm

SET THE WORKING SECHEDULE

Project>Change Working Time>Work Week>Details> Choose Saturday and Set Day(s) to specific working times> type the time using “clock” format>ok!

Work Breakdown Structure

Level 4

(Task – WBS)

Level 3

(Sub-activity – WBS)

Level 2

(Activity – Deliverable Breakdown Structure)

Level 1

(Phase – Product Breakdown Structure)

Project

A

A1

A1.1

A2

B

B1

17/11/2014 28

WBS List Bungalow in Parit Raja

• Project Start

• Preliminaries – Performance Bond/Insurance

– Establish and Removal of Site Office

– Progress Report

• Land Acquisition

• Earthwork – Site Clearing

– Excavation , Backfilling and Leveling

• Piling Work • Building Work

– Structure

Sub Structure

Super Structure

Roof Trusses

- Architecture Wall Floor Finishes Painting

Internal external

- M&E Electrical

Wiring Switches and Sockets

Plumbing Piping Sanitary Fixtures

• Infrastructure - Road and drainage - TNB and Water Meter Supply

• Testing and Commissioning • Project Finish

Create the WBS List

Task>Choose Task in Column>Indent/Outdent

• Id no 1 (Project name)

• Id no 2 (Project Start-critical milestone)

• Final Id (Project Finish-critical milestone)

Adjusting WBS Level

• List all task and subtask (indent/outdent according to its level)

• All authority and 3rd party job create as milestone (duration=0)

• Set the task mode as auto schedule Task> Highlight Task Mode Column>Auto Schedule

WBS Level/System Coding

Insert Column>Scroll for WBS

• WBS Level 1 (project name)

• WBS level 2 (activities)

• WBS level 3 (sub-activities)

• WBS level 4 (Work Tasks)

• WBS level 5 (Sub Work Tasks)

• And So on..

Project Scope Planning

I) Task/Activity

Individual work that defines a piece of work that is necessary to complete a project

Clearly define the work that needs to be accomplished

Has a START and FINISH date

Duration> “0 days”

Contains 4M (Money, Manpower, Material and Machinery)

Project Scope Planning

II) Milestones Special event/Major event/significant point in

the project that the planner want/need to monitor.

Every project has at least 2 milestone (START & FINISH)

Duration = 0 days (takes no time and show as date only).

Use no resources (4M=0)

Project Scope Planning

III) External Dependency Milestone

Task that have work but done by third parties

Contractors do not know the scope of this work and when the date of completion.

Should be shown in the work program of the main contractor for the purpose of the application of EOT.

Duration of work = “0 days”

Project Scope Planning/Milestones

• Project Start (0 days)

• Land acquisition (0days)

• TNB and Water Meter Supply (0days)

• Project Finish (0days)

Recurring Task

Highlight Task to recurrent>Task Ribbon>Scroll Task Symbol>Recurring Task

Recurring Task is the task that occur at a fixed frequency and continuously

RECURRING TASK

• Recurring is task that occur at a fixed frequency and continuously

• e.g: weekly staff meetings, quarterly reports or monthly budget review.

• Enables you to create the meeting task once and assign a frequency and timing to it.

Retype the task name

Decide duration allocated for the

preparation of the document

Choose frequency of the recurrent

Decide reporting

date in the calendar Set the range

in between the contract

period (project start

date) Set the range in between the contract period (finish

date)

RECURRING TASK

Activity Sequencing

How to decide? Experience Method Statements Drawings Detail Bill of Quantity (BQ)

How to show the relationship/link for every task/activity? Predecessor-Activity before Successor-Activity after

4 Types of relationship in CPM Network Finish to Start (FS) Finish to Finish (FF) Start to Finish (SF) Start to Start (SS)

CREATING THE RELATIONSHIP

ASSIGN THE DURATION-Experience • Using Experience

• Parametric Estimation

D=Q/PR

ASSIGN THE DURATION-Parametric Estimation

Resource Allocation Quantity Risk Consideration Duration Estimates

Building Works

Earthwork Earthwork team [1] 10,000m3 +10% 11 days

Structural Works Structural Team [2] 2000m3

Testing +7 days 17 days

Architectural Works

Architectural Team [2] 3,000m2

Delivery + 5 days 20 days

M&E Works M&E Team [2] 400nos Procurement + 5 days

25 days

Resource available (gang) Production rate

Earthwork Team [1] 1000m3/day/gang

Structure Team [2] 100m3/day/gang

Architecture Team [2] 100m2/day/gang

M&E Team [2] 10nos/day/gang

Resource Planning

ASSIGN THE DURATION-PE

Value of Work Work Value (RM)

Preliminaries Performance Bond/Insurance 10,000 Establish and Removal of Site Office 10,000 Progress Report 3,000

Earthwork 10,000 Piling 12,000 Building Work

Sub Structure 25,000 Super Structure 30,000 Roofing 7,000

Architecture

Wall 28,000 Floor 20,000 Painting 5,000

M&E Electrical 15,000 Plumbing 15,000

Road and Drainage 10,000 Total 200,000

INSERTING THE COST

View>Table>Cost

Insert all cost to specific task in

Fixed Cost Column

Payment Method, choose Start, Prorated or

End

INSERTING THE COST

Total Cost Must Equal to Contract

Sum

View Total Cost

17/11/2014 48

Resource Allocation

17/11/2014 49

Resource Allocation

17/11/2014 50

Resource Allocation

17/11/2014 51

17/11/2014 52

Resource Allocation

Set Baseline

17/11/2014 53

SET BASELINE FILE

Project>Set Baseline>Set Baseline

Cost Calculated (Baseline) must equal to Total

Cost

Visual Reports

17/11/2014 55

Visual Reporting: S-Curve (Financial)

Project>Visual Report>Cash Flow Report>View

Visual Reporting: S-Curve (Financial)

MSP transfer data to Excel

58

Visual Reporting: Expand the S-Curve (Financial)

Financial S-Curve

0

50000

100000

150000

200000

250000

0

2000

4000

6000

8000

10000

12000

14000

Week 9Week 10Week 11Week 12Week 13Week 14Week 15Week 16Week 17Week 18Week 19Week 20Week 21Week 22Week 23Week 24Week 25Week 26Week 27Week 28Week 29Week 30Week 31Week 32Week 33Week 34Week 35Week 36Week 37

Q1 Q2 Q3

2013

Cu

mu

lati

ve C

ost

Co

st

Cash Flow Report

Cost Cumulative Cost

View Tracking Tables

17/11/2014 60

Visual Reporting: S-Curve (Physical)

View>Tasks>Tracking

Set % Complete for

id no 1 as 100%

17/11/2014 62

Visual Reporting: S-Curve (Physical)

View>Task Usage>Detail Styles>insert the Percent Complete and Cumulative Percent Complete > ok!

Double Click on Details Section

17/11/2014 64

data copied to excel and manually create the graph

% complete 0 1% 3% 3% 2% 4% 2% 2% 2% 3% 2% 2% 2% 2% 4% 5% 3% 2% 6% 5% 4% 5% 8% 5% 3% 5% 2% 6% 2% 1% cum % complete 0 1% 4% 7% 9% 13% 15% 18% 20% 24% 26% 28% 31% 33% 37% 42% 45% 48% 53% 58% 62% 67% 75% 80% 83% 88% 91% 97% 99% 100%

0

0.2

0.4

0.6

0.8

1

1.2

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Physical S-Curve

% complete

cum % complete

Add item

Physical S-Curve

0

0.2

0.4

0.6

0.8

1

1.2

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Physical S-Curve

% complete

cum % complete