Construction Technology

(AR6013)_Sem09_2019

Unit 4 – CONSTRUCTION TECHNOLOGY FOR

HIGHRISE BUILDINGS

Prepared by Ar. Srinath Venkatesh, Asst. Professor for SOA CIET_Final years_Sem9_2019
Crust of Unit 4

Construction technology for highrise buildings

- Project Planning – Construction Project Management (CPM) and

Project Evaluation and Review Technique (PERT)

- Project Scheduling – Resource Allocation and levelling

- Project Simulation

- Typical Floor Construction Cycle

Construction Project Mgmt | Intro
Project management as defined by PMBOK 2000is the appplication of knowledge,
skills, tools and techniques to a broad range of activities to meet the requirement of a
particular project.

Project management as the process of controlling the achievement of project

objectives. Utilizing the existing organizational structure and resources, it seeks to
manage the project by applying a collection of tools and techniques, without
adversely disturbing the routine operations of the company.

4 functions that defines project management are,

- Planning
- Scheduling
- Monitoring
- Controlling
Construction Project Mgmt | 4 functions

Planning Scheduling Monitoring Controlling

• Drawing up a • An act of • A monitoring • Project control

scheme or creating charts mechanism are data
method of thereby explains made for gathering,
acting, doing, the schedule of identification of management
proceeding, resources and gap between and analytical
making etc., time necessary the planned vs process used to
developed in during actual project predict and
advance to real executions. progress constructively
life executions. influence the
cost outcomes
of a project that
assist in
effective
management
and decision
making

* All the above process in present day situation are made using computer software like Microsoft project, primavera and so on.
But this chapter allows only to understand the working mechanism of various tools and techniques under planning and
scheduling.
Project Planning | Process involved

Construction of a large project involves consultation with various stakeholders like

client, government agencies, designers, contractors, engineers and so on. All
recommendations provided by them will need to compiled and consumed for effective
and efficient planning of the project by project managers.

“Construction Planning, an act of foreseeing

the executions of the project”
Project Planning | Process involved
Step 1 - Defining
Scope of work
Step 2 – Identification
of Activities
Step 3 – Establishing
Project duration
Step 4 – Defining procedures
for controlling
and assigning resources
Step 5 – Developing
appropriate interfaces
Step 6 – Updating
and revising plans
A decision making process involves gathering of all
necessary work itineraries from various
departments within PM team and scrutinization of
those necessary works to be allocated for
respective teams.
Example of defining scope of work
• Building permission
Pre
• Environmental clearances
construction • Collection of Design detailed
stage drawings
Construction • All necessary civil work,
stage landscaping, installation of
supporting services for operation
• Construction quality checking
Post
• Building operational testing
construction • Repair works (if any)
stage
Project Planning | Process involved
Step 1 - Defining This is an extension of scope of work, involves
Scope of work identification of detailed activities supporting the
work itineraries. Gathering of such information
Step 2 – Identification from all dept involved is a tedious process and
of Activities hence, PM uses the Work Breakdown Structure
(WBS).
Step 3 – Establishing
Project duration

Step 4 – Defining procedures

for controlling
and assigning resources

Step 5 – Developing
appropriate interfaces

Step 6 – Updating
and revising plans
 Project Planning | Process involved
Project
WORK BREAKDOWN STRUCTURE

Sub - Project

Work packages

Tasks /
Activities
Project Planning | Process involved
Step 1 - Defining
Scope of work
Step 2 – Identification
of Activities
Step 3 – Establishing
Project duration
Step 4 – Defining procedures
for controlling
and assigning resources
Step 5 – Developing
appropriate interfaces
Step 6 – Updating
and revising plans
Project duration assists in identifying the expected days
for completion of the project as a whole by working out
with the network diagram. Usually gathers information
on duration every activity involved in the project,
through experience from previous projects.
Example,
Identification of duration for brick wall construction.
Info to be gathered –
a. Unit rate of time for brick wall construction – 50
Sq.m/person /day
b. Area for brick wall construction – 500 sq.m
c. No. of resources (manpower) – 2
Analysis for identification of duration of work –
b/a x c i.e., 500/(50 x 2) = 5 days
Project Planning | Process involved
Step 1 - Defining
Scope of work
Step 2 – Identification
of Activities
Step 3 – Establishing
Project duration
Step 4 – Defining procedures
for controlling
and assigning resources
Step 5 – Developing
appropriate interfaces
Step 6 – Updating
and revising plans
Identified activities in most cases have relationship
with one or more activities associated with them,
without which the activity cannot begin.
Example,
Even in some cases, several activities are executed in
same time and requires similar resource. Example,
Construction of building walls and compound walls.
Hence, the resources will have to be planned to be
in such a way prioritizing the allocation of resources
for activities that are in high need of completion.
Project Scheduling does this work.
Project Planning | Process involved
Step 1 - Defining
Scope of work
Step 2 – Identification
of Activities
Step 3 – Establishing
Project duration
Step 4 – Defining procedures
for controlling
and assigning resources
Several computer software have been developed in
this era of digital world, like Microsoft project,
primavera and so on, to enable project managers to
input necessary data for developing necessary
reports and analysis on managing the activities
involved in the project. But that was not the case in
olden times, where CPM, PERT and several other
tools and techniques assisted project managers in
planning their projects.

Step 5 – Developing
appropriate interfaces

Step 6 – Updating
and revising plans
Project Planning | Process involved
Step 1 - Defining
Scope of work
Step 2 – Identification
of Activities
Step 3 – Establishing
Project duration
Step 4 – Defining procedures
for controlling
and assigning resources
Even after performing all the necessary steps
involved in planning, there always arise
imperfections in someway or the other. This might
be due to various limitations associated with project.
Hence, it is always recommended for PM team to
confirm and update the gathered information
database frequently, as this could avoid any kind of
deviation like time, cost, resources etc., while the
project is being executed.

Step 5 – Developing
appropriate interfaces

Step 6 – Updating
and revising plans
Project Planning | Network diagramming

Information from Network diagramming

planning process

-Activities
-Duration for activities
-Activity relationships Taken to
-Resources (if required)

A network diagram is a graphical representation of all the tasks, responsibilities and

work-flow for a project. It often looks like a chart with a series of boxes and arrows. It
is used to map out the schedule and work sequence for the project, as well as track
its progress through each stage, up to and including completion.
Project Planning | Network diagramming_Parts

Representation of an activity in network diagram

Name of the activity

Usually represented
in short forms or A
included with 1 2
numbering like T1.2, 5
T1.3. T refers
task/activity.
Duration of the activity
Start and End events of an represented in numbers and
activity – Just explains the event explains the time required for the
and does not consume any activity A to move from event 1 to
resources for performing. Eg: event 2 i.e., Time for completing
Brick wall construction started, the activity A.
Brick wall construction ended.
Project Planning | Network diagramming_Parts
Representation of an activity in network diagram with 4
types of times EST is fixed as 0 for the start event
of the project by default.
A EFT = EST + Activity duration.
1 2 LFT is required project deadline, to
5 be fixed for End event of the
project
0 2 5 7 LST = LFT – Activity duration.

Earliest Start Latest Start Earliest Finish Latest Finish

time (EST) time (LST) time (EFT) time (LFT)
This means Activity A
- Can be started as early on 0th day and could be finished as early on 5th day
- Can be started latest on 2nd day and could be completed on 7th day
- Can be started as early on 0th day and could be completed as latest by 7th day
- Can be started latest on 2nd day and could be completed as early by 5th day

Note: EFT and LFT of activity A is the EST and LST of succeeding activity B, if B is
succeeding activity of A
Project Planning | Network diagramming_Representation

3
B D
A 5 2 F
1 2 5 6
4 E 5
C 3
7
4 Activity Predecessor Duration
The network diagram conveys
A - 4
the graphical representation
of identified activities and B A 5
their relationship with other Obtained from
C A 7
activities associated in the planning process
project (following assigned D B 2

predecessors), along with E C 3

their durations. F D,E 5
Project Planning | Network diagramming_Project duration
identification process

9 12

3
B D 14 14 19 19
0 0
A
4 4
5 2 F
1 2 5 6
4 E 5
C 3
7
4 11 11

ESTs and EFTs shall be assigned as LSTs and LFTs shall be assigned as
explained in slide 15. explained in slide 15.

In case of convergence of two or more In case of convergence of two or more

activities at same event, consider the activities at same event, consider the
highest value of EFT of the activities. lowest value of LST of the activities.
Project Planning | Network diagramming_Project duration
identification process
This means, if the project
This means, if the project
needs to be completed on
has started as early on 0th
25th day, then the project
day, the project could get
shall be started on 6th day
completed on 19th day 9 18

3
B D 14 20 19 25
0 6
A
4 10
5 2 F
1 2 5 6
4 E 5
C 3
7
4 11 17

“Project duration as per this network diagram is 19

days”
Project Planning | Network diagramming_Critical Path Method
Explains, even if activity B is started as early on 4th
day, the activity can be finished on either 9th or 12th
day. So, there could be a delay of 3 days that can be
9 12 made for finishing the activity B.
3
B D 14 14 19 19
0 0
A
4 4
5 2 F
1 2 5 6
4 E 5
C 3
7
4 11 11

Critical path can be identified as the path that cannot undergo a delay (or)
In other words the critical activities are the activities, which even if started on EST, shall
be completed on EFT that is same as LFT time.

i.e., Critical activities are activities with EST – LST and EFT – LFT is “0”
Critical path is A-C-E-F
Project Planning | Network diagramming_Delays/Float
Floats are nothing but the delays that are associated within the project/network
diagram, which also means, the additional time available for any activity apart from its
actual duration.

i.e., Delay or float = Total time allocated for completing activity (as arrived from
network diagram) – Actual duration of the activity Where Total time = LFT – EST

Total float Total float = (LFT – EST) – Activity duration

Free Free float = (EFT – EST) – Activity duration

float
Independent float = (EFT – LST) – Activity
duration
Indp.
float

EST LST EFT LFT

Project Planning | CRITICAL PATH METHOD_PROCESS

Critical path method is one of the tool and technique in project management for
identifying the project duration using network diagram.

Step 1 – Identification of activities involved in the project with the support of WBS (Work
Breakdown structure)

Step 2 – Identification of activity duration for each and every activity involved in the
project (in accordance to available resources)

Step 3 – Assign relationship between activities

Step 4 – Develop a network diagram depicting the relationship between activities, their
durations, 4 types of times associated with every activity

Step 5 – Identification of critical path, project duration and floats (if necessary)

•These are just the steps associated with CPM process. In case of examination, the above mentioned steps will have to be
detailed out along with the examples as shown and explained in past slides.
Project Planning | PERT_Working concept
PERT is similar to CPM in the way of finding the project duration, but the technique usually involves
a probabilistic way. PERT is utilized where there is uncertainty in identifying the durations of the
activity. Such situations happen with Project Management Consultants whenever there is lack of
experience while handling unique projects.

Hence, in case of PERT, usually 3 types of time estimates are derived for an activity,

Optimistic time estimate (to) – best guess of min. time

Most likely time estimate (tm) – a time most people prefer in a room
Pessimistic time estimate (tp) – unlikely time estimate due to cases like fire and other unlikely
events

Probability curve for any activity shall be

represented in this way, representing the
above 3 values in the probability curve. Here,
to and te values have the least percentage of
probability than tm.

te is called as the expected duration or

average time estimate of the acitivity

Data distribution
Project Planning | PERT_Working concept

The deriving of above said time estimates are made through quality discussions within the PM team
and experts. In such situations, the chances of people choosing the optimistic and pessimistic type
of values are usually less and the most likely estimate would be the most preferred time estimate in
among people.

Hence, note that, in PERT, it is recommended to consider the probability of Optimistic and
Pessimistic time estimates stay 4 times lower than that of Most likely time estimate. So, the time
estimates will be like,

to, 4xtm and tp

Project Planning | PERT_Working concept
As said, PERT aims at identifying the project duration in a probabilistic way. This could be done once
we have identified our probability curve for the whole project. In order to perform this, we need to
understand the following condition

To prepare the curve for whole project, we need to prepare curve for individual activities within the
project (as shown in slide 22).
Normal curve to be
computed for whole project
by levelling individual beta
Individual beta curves of activities
curves of individual
activities in the
project

Here, the reason for converting beta curves to normal curve is due to the logic that the probability
of identified project duration from PERT (at the final step of PERT process) can be analyzed only
with the normal curve and is not possible with beat curve.
Project Planning | PERT_Process
In order to convert all individual beta curves to single normal distribution curve for whole project,
the following steps shall be performed.

Step1 – Identify expected duration or average time estimate, te of individual activities and expected
duration of whole project, Te. This is done because the normal distribution curves are defined by
their expected duration always at highest peak and exactly at mean position of whole data sets.

Mean value (μ) or Expected

project duration, Te = Σ te

Only critical
activities
te of activity A te of activity B
Te te of activity C te of activity D
considered

Expected time, te is not but the average time

and is calculated as follows,
Project Planning | PERT_Process
Now, the mean value for our normal distribution has been found. The next step is to identify the
data distribution for our project’s normal distribution curve. For this, we have to find out the
Standard deviation (ST) of normal distribution curve.

Step2 – Finding out the standard deviation of whole project involves identification of variance for
whole project, VT . This is the sum of variance of all the critical activities involved in the project.

So to find the individual variances, it is first necessary to find the standard deviations of individual
activities. The following table is an example for identifying the standard deviation and variance for
individual activities. Formula to
be used for
identifying
SD and
variance of
activities

VT = Σ Vt
Vt of critical
activities only
ST = Sq.root
of VT
Project Planning | PERT_Process
After finding standard deviation and variance of project from step 2, the data distribution in our
normal curve shall become,
Condition of a normal
distribution curve: 99.7% of data
lies between μ -3ST and μ +3ST

μ -3ST μ -2ST μ -1ST μ μ +1ST μ +2ST μ +3ST

Data distribution after Te or μ as
finding standard found from
deviation of the step 1
project from step 2
Project Planning | PERT_Process
Step 3 – Fixing a Target duration (TD) and finding its probability from normal distribution curve.

Target duration to
assigned for analyzing its
probability

Probability of project
completion on μ+TD day.
Eg: 65%.

μ -3ST μ -2ST μ -1ST μ TD μ +1ST μ +2ST μ +3ST

Here, TD is also considered as one of data sets that has its on deviation. In PERT, it is mentioned as
Normal deviate, Z. It is calculated using,
Project Planning | PERT_Process
Step 4 – Probability of completing project on TD shall be found with the help of normal distribution
table shown below. The value shall be found with Z value identified and converting the same to
percentage shall give the percentage of project completion on TD.
Project Scheduling

Project Scheduling
Information from
planning process

-Activities
-Duration for activities
-Resources
Taken to
- Project duration
(arrived from CPM
method)

All information obtained from CPM method shall be consumed for next level of project
management process i.e., project scheduling, where time and resources play a major role
in managing the project.
Project Scheduling | Intro
In project scheduling, the information obtained from CPM, PERT are converted to Gantt
chart or bar charts. These charts are worked out based on available resources and time
of the project. The scheduling as a whole is utilized before executing project for efficient
planning of resources and time, as well as, during project construction stage whenever
the resources and time planned deviates from actually planned.

Project scheduling programme involves,

Resource Levelling where efficient planning
of resources are planned w.r.t project
duration. Here, the duration of the project is
a fixed one and resources are considered as
unlimited availability.

Resource Allocation where efficient

planning of resources are planned without
consideration to project duration. Here, the
resources availability is kept under
limitation.
Project Scheduling | Resource Levelling

Resource levelling produces a bar chart representing the allocation of resources for every
day activity within the project. The main focus of resource levelling aims at reducing the
peak requirement of resources and levels the requirement of resources throughout the
project duration. This could be with done with the help of loading of resources in 2 ways.

By,
- Early start time and
-late start time

It is to be noted that, in case of resource levelling action, the resources are always
considered as unlimited ones and whereas, the time is considered to be a fixed one.
Project Scheduling | Resource Levelling_Process
Resource levelling process explained through an example

Step 1 – Computing the network diagram using the data collected from planning
process

Data includes the network diagram showing the relationship between the activities, ESTs
and LSTs of activities, resources for every activity, duration of activities.

7 9

3
B3 F3
0 0 3 3 2 11 11 16 16
4
A2 D4 G4
1 2 4 5 5
6
3 E3
C4 5
3
4 6 6
 Project Scheduling | Resource Levelling_Process
Step 2 – Computing the data required for resource loading_part1

In order to perform resource loading, 2 types of table needs to computed. In first, the
activities are ranked in the order of their earliest start date as shown below.

Day-wise (as per

project duration
arrived from
network diagram

Activities arranged by 2nos of resources As 4th day started its time to

ranking EST in ascending allocated for activity allocate 3nos of resources for
order (1,2) for 3 consecutive performing activity (2,3) for 4
days consecutive days
Project Scheduling | Resource Levelling_Process
Step 3 – Computing resource loading chart for data computed with early start
time_part1

Resource loading shall be expressed through bar chart as follows, with the help of table
presented in last slide
 Project Scheduling | Resource Levelling_Process
Step 4 – Computing the data required for resource loading_part2

Second type of data computation table done with activities arranged in the order of
latest start time.

Day-wise (as per

project duration
arrived from
network diagram

Activities arranged by 2nos of resources As 6th day started its time to

ranking EST in ascending allocated for activity allocate 3nos of resources for
order (1,2) for 3 consecutive performing activity (2,3) for 4
days consecutive days
Project Scheduling | Resource Levelling_Process
Step 5 – Computing resource loading chart for data computed with early start
time_part2

Resource loading shall be expressed through bar chart as follows, with the help of table
presented in last slide
Project Scheduling | Resource Levelling_Process
Step 6 – Resource levelling

For performing resource levelling on arrived bar charts , the data computation charts
(arrived from step 2and4) need to be combined together as one chart. This would assist
in resource levelling process where reduction of peak resource allocation at any day of
the project are eradicated, and levelled by allocating part of resources on that day to
other days that has least resources allocated. Thus maintaining a consistent amount of
resources allocated throughout the project duration.

Combination of two data computation chart shall be done through one of the following
possible way. Possibility 1 -
Only Non-critical
1. The EST of non-critical activity (2,3) has been followed activities are
2. The LST of non-critical activities (2,5) and (3,5) has been followed allowed to follow
3. The critical activities (1,2), (2,4), (4,5) and (5,6) are not disturbed either EST or LST,
as they have floats
Note: the possibility can even be tried with any combinations associated with
of non-critical activities following either their EST or LST them

Now, the data computation chart as per possibility 1 shall become as follows,
Project Scheduling | Resource Levelling_Process
Step 7 – Resource levelling

Data computation formed as per rules formed under possibility 1. This is a combination
of charts prepared under step2 and 4.

The EST of non-critical The LST of non-critical Note: Other activities are
activity (2,3) has been activity (2,5) and (3,5)has Left undisturbed as they
followed Been followed Belong to critical activities
(refer chart in step2) (refer chart in step4)
Project Scheduling | Resource Levelling_Process
Step 8 – Resource levelling

Now, the resource loading chart for the data chart prepared through step 7 shall become
as follows,
 Project Scheduling | Resource Levelling_Process
Conclusion - Resource levelling

From From
step 3 step 5
Before levelling

From Before levelling, the peak resource allocation

was found to be 11nos on days 4,5 and 6 as
step 8
After levelling

seen from step 3. Now after levelling in step 8,

the resource allocation on those days has
become only 7nos (max). At the same time, the
maximum number of resources has reduced
from 11 to 10 after levelling of resources. Thus
saving a cost on 1nos of resource during the
whole project duration.
Project Scheduling | Resource Allocation

Resource allocation is one of the project scheduling programme where every day
allocation of resources for activities in the project are expressed in network diagram and
charts. It is well utilized before executing the project for identifying the number of days
required for completing the project w.r.t available resources. It is to be that resource
allocation varies from resource levelling in a way by keeping resource requirement as
constant and time as unlimited availability.

In order to perform resource allocation, the following rules have to be considered for
effective allocation,

1. In case of two or more activities executed at same time, activity with earliest EST gets
the first priority for resource allocation
2. In case of two or more activities executed at same time and all activities have same
EST, then activity with minimum float gets the first priority
Project Scheduling | Resource Allocation_Process
Step 1 – Preparation of network diagram chart

This is prepared based on network diagram. So, we shall consider the same network
diagram as shown in slide 25 as an example for understanding and preparing the
network diagram chart for resource allocation. Based on this, the chart will arrive as
follows,
Non-critical activity (2,3) early starts on 4th
day and early finishes on 7th day. As it has a
Number of float of 2 days, it has the possibility of
resources extending up to 9th day.
allocated

This means activity (1,2) started on day 0 and ends on day 3 as the activity duration is
3days, with 2nos of resources being allocated for all 3 days of the activity.
Project Scheduling | Resource Allocation_Process
Step 2 – Resource allocation process

Here, as already said that in case of resource allocation, the resource requirement is kept
constant. So, for performing resource allocation, the resource requirement is fixed as 8
nos for the whole project.

Please refer to the day-wise resource allocation steps explained in recommended

reference material pg. 202 to 207

Conclusion of Resource allocation

After referring to reference material, it can be understood that by performing resource

allocation process, the project duration has been extended from 16 days (as per network
diagram) to 17 days (after resource allocation) by keeping resource requirement as 8nos
through out the project duration.

Also to note, the maximum resource requirement as per resource levelling process was
10nos when compared to 8nos in case of resource allocation process. Thus saving cost of
2nos of resources for the project.
Reference