Project Planning

Project Planning
Planning in General : SWOT analysis
S: Strengths
W: Weaknesses
O: Opportunities
T: Threats
Objectives should be: SMART
S: Specific
M: Measurable
A: Achievable
R: Realistic
T: Timely
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 Project Planning

Somebody Anybody

TASK

Everybody Nobody

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Project Planning
Characteristics of a good plan

¾ Based on clearly definite and practical objectives

¾ Simple
¾ Flexible
¾ Easy to control
¾ Provide proper standards
¾ Exploit existing resources, etc.

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 Project Planning
Planning Inputs and Outputs

INPUTS OUTPUTS
Contract information Activities
Drawings Relationships among activities
Specifications Method statement
Available resources Responsibility
PLANNING Reporting levels
Bills of quantities
Project network diagram
Site reports
Activities duration
Organizational data
Activities cost
Construction methods

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Project Planning
Planning Major steps

¾ Determination of Project Activities (WHAT)

¾ Establishment of Logic; Relationships and overlap (WHEN)

¾ Presentation (Table, Network, Chart, …)

¾ Estimate Activities’ Duration and Cost (HOW)

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 Project Planning
Work Breakdown Structure (WBS)
¾ The WBS is a hierarchical structure which is designed to
logically sub-divide all the work-elements of the project into
smaller elements.
House

Civil Plumping Electrical

Foundations Walls/ Pipin H/C Wiring Finishing

Roof g Water

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Project Planning
Work Breakdown Structure (Why)

¾ Prepare project plan

¾ Identifying Activities
¾ Scheduling
¾ Identifying cost & schedule at various levels of
details
¾ Time & cost control
¾ Identifying individual or departmental responsibilities

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 Project Planning
WBS & Organizational Breakdown Structure (OBS)
WBS (Work elements)
Project

Area 1 Area 2 Area 3 ……

Beams Columns Slabs ……

Electrical
Formwork Reinforcement Concreting ……
Subcontr superinte
actor B ndent

Concrete
foreman

OBS
(Responsibility Project General Civil Control account
Formwork
& reporting) manager contractor superinte
ndent foreman

Rebar
Subcontr foreman
actor A Mechanic
al
superinte
ndent

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Project Planning
WBS Coding
¾ Each work package or activity in a WBS is given a
unique code that is used in project planning and
control Identifying Activities

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 Project Planning
Project Activities
¾ Project is divided into segments of work called activities

¾ Activity: Time-consuming single work element

¾ Guidelines for project breakdown: by: area of

responsibility, structural element, category of work, etc.

¾ Level of details depends on: planning stage, size of the

project, complexity of the work, etc.

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Project Planning
Project Activities
Types of construction activities:

¾ Production: taken directly from drawings and/or

specifications

¾ Management (Approvals, site establishment, …etc).

¾ Procurement (equipment delivery, material

procurement)

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 Project Planning
Project Activities
Example (Double Span Bridge):

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Project Planning
Activities Relationships
¾ The order in which project activities are to be performed

¾ Which activity(ies) must be completed before an activity

can start

¾ Which activity(ies) can not start until activity completion

¾ Which activity(ies) have no logical relations

¾ Logic constraints: Physical, and Resources

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 Code Description Predecessors
10 Set-up site ---
14 Procure RFT ---
16 Procure P.C. Beams ---
20 Excavate left abutment 10
30 Excavate right abutment 10
40 Excavate central pier 10
50 Foundation left abutment 14, 20
60 Foundation right abutment 14, 30
70 Foundation central pier 14, 40
80 Construct left abutment 50
90 Construct right abutment 60
100 Construct central pier 70
110 Erect left P.C. Beams 16, 80, 100
120 Erect right P.C. Beams 16, 90, 100
140 Fill left embankment 80
150 Fill right embankment 90
155 Construct deck slab 110, 120
160 Left road base 140
170 Right road base 150
180 Road surface 155, 160, 170
190 Bridge railing 155
200 Clear site 180, 190

Project Planning
Type of Activities Relationships
Four Types:
Finish to Start (FS) Finish to Finish (FF)
Start to Start (SS) Start to Finish (SF)

FS FF

SS SF

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 Project Planning
Overlaps
how much a particular activity must be completed
before a succeeding activity may start
¾ Used for activities not using the same type of resources
¾ With a value less than the duration of the preceding activity

+ve overlap (-ve lag) -ve overlap (+ve lag)

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Project Planning
Overlaps
Example

Consider the construction of the following sequential activities of

a bridge consists of 19 bays

¾ Pile manufacturing with duration 2.5 wks/pier

¾ Pile driving with duration 1.5 wks/pier

¾ Pile cap with duration 2.0 wks/pier

¾ Pier shaft with duration 2.5 wks/pier

Determine the appropriate overlap between activities

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 Project Planning
Relationships Considering Resource Constraints
Predecessors Predecessors
Activity description (unconstrained (constrained
resources) resources)

A1 Excavate unit 1 - -
B1 Concreting unit 1 A1 A1
C1 Brickwork unit 1 B1 B1

A2 Excavate unit 2 - A1
B2 Concreting unit 2 A2 B1, A2
C2 Brickwork unit 2 B2 C1, B2

A3 Excavate unit 3 - A2
B3 Concreting unit 3 A3 B2, A3
C3 Brickwork unit 3 B3 C2, B3

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Project Planning
Project networks: AOA
Two Types:
¾ Activity-On-Arrow; AOA (Arrow Networks).

¾ Activity-On-Node; AON (Precedence Networks):

AOA
¾ Activity represented as arrows with start and finish nodes called

Events

Activity A
i j
j>i

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 Project Planning
Project networks: AOA
A B
5 10 15 B depends on A

A C
5 10 15 C depends on A and B
B
5
15
B B depends on A
5
A
10
C
15 C depends on A

5 15
A C B depends on A and B
D depends on A and B
B 10 D
5 15

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Project Planning
Project networks: AOA
Dummy activity
¾ Activity with zero duration and no resources to adjust the network

A C A C
5 15 20 5 20 25
B D Dummy
25 B D
10 C depends on A and B 10 15 30
D depends on B only

A
A 5 15
5 15
B
Dummy
B
10

Incorrect representation Correct representation

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 Project Planning
Project networks: AON

AOA
¾ Activity represented as nodes

Activity number
10
A
Activity name

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Project Planning
Project networks: AON
10 20
B depends on A
A B

10 30 40 C depends on A and B
A C D
D depends on C

20
B
30
C
10 20 B depends on A
A B C depends on B
D depends on B
40
D

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 Project Planning
Project networks: Example

Activity Predecessors

A -
B -
C A, B
D C
E C
F D
G D, E

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Project Planning
Project networks: Example (AOA)

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 Project Planning
Project networks: Example (AON)

Calculate the Sequence step

Activity Predecessors Sequence step (SS)

Start - SS(Start)=1
A Start 2=SS(Start)+1
B Start 2=SS(Start)+1
C A, B 3=Highest of [SS(B), SS(A)]
D C 4=SS(C)+1
E C 4=SS(C)+1
F D 5=SS(D)+1
G D, E 5=Highest of [SS(D), SS(E)]
Finish F, G 6= Highest of [SS(F), SS(G)]

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Project Planning
Project networks: Example (AON)
Sequence step 1 2 3 4 5 6

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 Project Planning
Activity Duration & Direct Cost

¾ Planning time unit (hours, days, weeks, months)

¾ Establish method statement (method of construction)

¾ Specify number of resources, and hence output

Duration = Quantity of work / No. of Res. x Res. Output

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Project Planning
Activity Duration & Direct Cost
Productivity can be estimated:

¾ From published data (‫)اﻟﻤﻮﺳﻮﻋﺔ اﻟﻬﻨﺪﺳﻴﺔ‬

¾ Previous records of a company

Productivity data

Daily production Man-hours/ unit

Units/day Mhrs/unit
¾ How many units can be done ¾ How long it takes form one
in one time unit labor to finish one unit
¾ Applies to a given crew ¾ Applies to any crew formation

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 Project Planning
Activity Duration & Direct Cost
Example
What is the duration to install 6000 square feet of walls shuttering if:
¾ Crew of 2 carpenters is used, output of 200 square feet/day
¾ Productivity is measured as 0.008 man-hour/square feet. Number
of carpenters =3, and number of working hours/day = 8 hours

a. Duration = 6000 / 200 = 3 days

b. Total man-hours needed = 6000 x 0.008 = 48 man-hours (if one man

used)
Duration = 48 / 8 = 6 days (if one man used)
Duration using 3 men = 6 / 3 = 2 days

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Project Planning
Activity Duration & Direct Cost
Example (balanced mix of resources)
A wall involves 660 m3 concrete, 50 tone of steel, and 790 m2 of formwork.
- A 6 man concrete crew can place 16 m3 of concrete/day.
- A steel-fixer and assistant can fix 0.5 ton of reinforcement/day.
- A carpenter and assistant can fix and remove 16 m2 of shuttering/day

- using one steel-fixer: duration = 50 / 0.5 = 100 days

- using one carpenter: duration = 790 / 16 = 49.4 days
- using one concreting crew: duration = 660 / 16 = 41.25 days.
2 steel-fixer crews, one carpenter crew, and cone concreting crew.
duration = 50 / 0.5 x 2 = 50 days

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 Project Planning
Activity Duration & Direct Cost
Activity direct cost:

¾ Duration, resources, and cost are interrelated elements

¾ Direct cost comprises: labor, material, equipment, and/or

subcontractors

Unit cost = total cost / quantity

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