UNIT 2: CHART AND PROJECT IMPLEMENTATION

SHCEDULE
INTRODUCTION
This unit will be discuss about the application of Bar Chart, Critical Path Method and Microsoft Project Basic Operation in the project management.

2.1 BAR CHART METHOD

Schedule is a tool; it can be used to manage, coordinate, control and report. Depending on the sophistication of the user, the schedule can take different forms. There are a number of different forms of schedules that may be used, including written schedules, bar graph, network schedules, and others. Bar Chart also called a Gantt Chart is graphically the most simple of scheduling methods. Bar Chart is one of the oldest scheduling technique and wide acceptance because it is readily understood by almost every one. It is very easy to develop and used, useful technique for a small project, task schedule can be graphically presented on the time-scale but the main weakness is that Relationship that exists between the tasks cannot be shown (no defined relationship). Figure 2.1(a) below shows Bar Charts that graphically simple, easily to read and understood, and inexpensive to produce.

Example 2.1 From the Figure 2.1(b) below shows a simple bar graph schedule for a construction project. Calculate scheduled and actual cumulative progress and plotted for the first three weeks for physical progress of the project.

Notes: The column headed Hours indicates the estimated number of labour-hours required for each activity. The column Weight indicates the portion of the total project effort accounted for by each activity. Notice that two horizontal blocks are provided opposite each activity. The upper block (SCH) represents scheduled progress and the lower block (ACT) is used to record actual progress as work proceeds. For each block, a bar extends from starting to ending times. The number above each bar indicate percentage of activity completion at each major time division.

The Normal Progress Curve or S-Curve is shown in Figure 2.1(c). As the curve indicates, progress is slow at the beginning of a project as work is organized and workers become familiar with work assignments and procedures. Thus, only about 15% of the project is completed in the first 25% of the project time. After that, progress is made at a rather constant rate until 85% of the work is completed at the end of 75% of project time. Progress again slows as finishing work and project demobilization take place.

Figure 2.1(b)

Figure 2.1(c)

Solution: Step 1 : Calculate Weighting Factors Example, Clearing and Stripping activity required 750 labour-hours of work, which represent 4.7% of the 15,900 labour-hours required for the entire project. (750 / 15900 ) x 100% = 4.7%

Step 2 : Calculate Scheduled Cumulative Progress and plotted Cumulative progress = Activity Progress x Weight

Example calculation for the scheduled cumulative progress for the first three weeks of the project as follow. End of First Week Progress Activity 1 = (0.20 x 4.7) = 0.9% End of Second Week Progress Activity 1 + Activity 2 + Activity 3 = (0.70 x 4.7) + (0.60 x 0.9) + (0.15 x 26.4) = 7.8% End of Third Week Progress Activity 1 + Activity 2 + Activity 3 = (1.00 x 4.7) + (1.00 x 0.9) +(0.40 x 26.4) = 16.2%

Step 3 : Calculate Actual Cumulative Progress and plotted End of First Week Progress Activity 1 = (0.00 x 4.7) = 0.0% End of Second Week Progress Activity 1 + Activity 2 + Activity 3 = (0.45 x 4.7) + (0.30 x 0.9) + (0.05 x 26.4) = 3.7%

End of Third Week Progress Activity 1 + Activity 2 + Activity 3 = (1.00 x 4.7) + (1.00 x 0.9) + (1.00 x 26.4) = 16.2%

Step 4 : Draw Progress Curve Frequently, cumulative progress curves for a project are superimposed on the projects bar graph schedule as illustrated in Figure 2.1 (d).

Exercise 2.1 Q1.

Discuss about the effective of planning in construction management. From the Table 2.1(a) below shows that small project activities.
i.

Q2.

Draw the bar chart using graph paper.

ii. Try to track Schedule vs Actual for physical progress of the project

No.

List of activities

Schedule Period (Week) 3 2 2 1 3 1 7 7 2 3

Successor Actual Period (Week)

Setting Out & Excavation

2 3 4,5
-

4 2 2 1 1 0 0 0 0 0

2 Footing 3 Ground Beam 4 Slab 5 Column 6 Roof Beam 7 Brick Wall 8 M&E 9 Building Envelope 10 Ark. Finishing

6 7,8
-

9 10
-

Table 2.1(a)

2.2 CRITICAL PATH METHOD (CPM) 2.2.1 LOGICAL RELATIONSHIP OF PROJECT ACTIVITIES
Understand the order of how the job to be accomplished in the field. The planner must understand how various activities of the project related to each other in term of their logical sequence. Example preparing formwork before reinforcement could be place & than pouring concrete.

2.2.2 PREDECESSORS AND SUCCESSORS

The project network indicates the order in which activities may be performed. From the Figure 2.2 (c), activity A is a Predecessor of activity B and activity B is a successors of activity A.

From the Figure 2.2 (d) :, Activity D has predecessors A, B & C. Only one activity is allowed between two verticles; dummy activities may be defined if necessary (with zero duration). Activities (3,5) and (4,5) are dummy activities with zero duration

Figure 2.2(d) : Dummy activities

In this module there are two type of network methods. There is Precedence Diagram Method (PDM) and Arrow Diagram Method (ADM) but only Arrow Diagram Method (ADM) will be discuss in detail for this unit.

2.2.3 PRECEDENCE DIAGRAM METHOD (PDM)

Precedence Diagram Method (PDM) also known as Activity On Node (AON). PDM activity is place on the node. The arrow used to connect between project task to show their logical relationship. From the Figure 2.2 (e) shows that structure of PDM diagram for pad footing.

Figure 2.2(e)

See the example below, Table 2.2 (a) shows list of tasks, predecessor and duration of project. Figure 2.2 (f) is a network diagram using PDM. The diagram must draw from start until end of activity.

Figure 2.2 (f)

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Task A B C D E F G H I J

Predecessor none A none B B,C D D E A F,G,H Table 2.2 (a)

Duration 5 3 3 2 4 4 2 8 5 3

2.2.4 ARROW DIAGRAM METHOD (ADM)

Arrow Diagram Method (ADM) also known as Activity on Arrow (AOA. In arrow diagram project task or activities are represented by the arrow and connected by the node to express their logical relationship. Each activity as illustrated in Figure 2.2 (g) must start and terminate at an event (represent by a circle). Events are numbered for identification purposes and event numbers are also utilized to identify activities on the diagram. Thus activity 5-6 refers to the activity starting at event 5 and ending at event 6. Following are formula time, must to calculate from start activity until end. From the calculation, Latest Time of Finish Event (LF) for last activity is actually a total project period. i. ES is the Earliest Time of Start Event EF = ES + Duration ii. LS is the Latest Time of Start Event LS = LF Duration

iii. EF is the Earliest Time of Finish Event iv. LF is the Latest Time of Finish Event v. Activity duration (D) is the time to complete an activity

Figure 2.2 (g): Arrow diagram notation

Figure 2.2 (h) and Figure 2.2 (i) shows a simple network diagram for a construction project. As mentioned earlier, the diagram graphically indicates the relationships between activities. Activities progress in the direction shown by the arrows. Good diagramming practice requires that diagrams present a clear picture of the project logic and generally flow from left to right. Arrows should not point backward, although they may point straight up or down.

Notice the dashed arrow in Figure 2.2 (h) and Figure 2.2 (i). This is called dummy activity or simply a dummy. Dummies are used to impose logic constraints and prevent duplication of activity numbers. They do not represent any work and, hence, always have a duration of zero.

Figure 2.2 (h): Arrow Diagram Method (ADM)

Figure 2.2 (i) : Arrow Diagram Method (ADM)

Task A B C D E F G H I J

Predecessor none A none B B,C D D E A F,G,H

Table 2.2 (b)

Duration 5 3 3 2 4 4 2 8 5 3

Example 2.2 From the Table 2.2 (c) and Figure 2.2 (j) below ; i. ii. iii. Calculate ES,EF,LS,LF from the project activities. Determine critical line Determine project period

Bil

List of activities

completed period (Week) 4 3 2 2 4 2 3 4

1 2 3 4 5 6 7 8

Site Clearing Setting Out Piling Pile Cap & stump Ground Beam Slab Column Roof Beam Table 2.2 (c)

Figure 2.2 (j) : Arrow Diagram Method (ADM) Solution: Step 1: Calculate ES,EF (forward pass) Forward Pass a process to find the earliest start time for all activities. Site Clearing work Node 1 & 2 Start ES at first node with 0, ES1=0 Calculate EF use this formula, EF = ES + Duration EF2 = ES1+Duration EF2 = 0+4 = 4

Setting Out work Node 2 & 3 ES2 =4 (Start from Node 2,ES2=EF2) Calculate EF use this formula, EF = ES + Duration EF3 = ES2+Duration EF3 = 4+3 = 7

Piling work Node 2 & 4 ES2 =4 (Start from Node 2,ES2=EF2) Calculate EF use this formula, EF = ES + Duration EF4 = ES2+Duration EF4 = 4+2 = 6

Dummy Node 3 & 4 ES3 =7 (Start from Node 3,ES3=EF3) Calculate EF use this formula, EF = ES + Duration EF4 = ES3+Duration EF4 = 7+0 = 7

Now we have two arrow from node 2 and node 3 meet at node 4. From the Forward Pass Theory, we must take the largest time of EF4 before continuing define ES4 for Ground Beam work. Between 6 and 7, the largest must be 7, then fill 7 in the EF4 box.

Figure 2.2 (k)

Continue calculate the ES and EF until finish (node 9) and fill in the table below.

Activity Site Clearing Setting Out Piling Pile Cap & Stump GB Slab Col RB

Duration 4 3 2 2 4 2 3 4

ES 0 4 4 4 7 11 11 14

EF 4 7 7 11 11 13 14 18

LS

LF

Table 2.2 (c)

Step 2 : Calculate LS,LF (backward)

Backward a process to find latest finish time for all activities.

Roof Beam work Node 9 & 8 Start LF9 at last node with same value of EF9=18 Calculate LS use this formula : LF8 = LF9 - Duration EF2 = 18-4 = 14 LS = LF Duration

Figure 2.2(l)

From the Backward Theory, if two arrow meet at one node, take the lowest time of LF between the two value. Continue calculate the LS and LF until finish (from node 9 until 1) and fill in the table below.

Activity Site Clearing Setting Out Piling Pile Cap & Stump GB Slab Col RB

Duration 4 3 2 2 4 2 3 4

ES 0 4 4 4 7 11 11 14

EF 4 7 7 11 11 13 14 18

LS 0 4 4 4 7 12 11 14

LF 4 7 7 12 11 14 14 18

Table 2.2 (d)

Figure 2.2 (m)

Step 3: Determine critical line / critical path Critical line / critical path are the longest paths of the planning from start to finish. Usually the activity has same duration time start and finish. From the figure 2.2 (m), this project critical for activities of site clearing, setting out, ground beam, column and roof beam. The critical line is 1-2-3-4-5-8-9 with 18 week.

Step 4 : Determine project period Total project period is 18 week

Exercise 2.2 Q1. From the Table 2.2 (e) below shows list of project activity to construct the pad footing at Surau Sek Keb Sri Gading. i. ii. iii. iv. Draw the logical network of the project Calculate ES,EF,LS,LF from the project activities. Determine critical line Determine project period

Nod

List of activities

Completed period (Week)

1-2 2-4 1-5 1-3 3-4 4-6 5-6 6-7

Setting Out Excavation Order/prepare concrete material Order/prepare bar reinforcement Prepare Formwork install bar reinforcement & formwork Dummy Concrete Table 2.2 (e)

2 4 1 3 4 2 2

Q2.

From the Table 2.2 (f) below shows list of small project activities those undertaken by a contractor company. i. ii. iii. Draw the logical network of the project Calculate ES,EF,LS,LF from the project activities. Determine critical line & project period

Bil

List of activities

Completed period (Week)

1 2 3 4 5 6 7 8 9 10

1-2 1-3 1-6 2-4 3-5 4-6 5-6 5-7 6-8 7-8

4 1 12 10 8 8 8 4 8 7

Table 2.2 (f)