Introduction ec es ot Significance of construction management. Main objectives of construction management. Functions of construction management, planning, organising, staffing, directing, controlling and co-ordinating, meaning of each of these with respect to construction job. Classification of construction into light, heavy and industrial construction. Stages in construction from conception to completion. The construction team ; owner, engineer and contractors their functions and inter-relationship. ® 1.1, CONSTRUCTION MANAGEMENT - AN INTRODUCTION ‘As long as man lives on this earth, and as long as he requires shelter for his existence, the importance of construction industry cannot fade away. From an era of caves, machans and buts, a man has started living in beautifully built and constructed reinforced cement concrete houses. ‘A good and a comfortable house to live in, has always been a dream for a common man. Thus with the passage of time, the ‘construction industry’ has grown bigger and bigger and has developed into single largest undertaking of the world’s economy. The large scale development of construction industry, lead to the thinking of its effective management i.e. construction management. The idea of achieving the target of construction in an organised manner, through the collective effort of different groups of people, gave birth to the field of construction management. The collective and organised effort of management, resulted in the development of quality based economical product. Thus, best possible results can be achieved in construction industry through effectively organised management, to economise effort, time and resources of construction i.e. men, material, machines and money. Remember : Construction is the ultimate objective of a design and management is the art! of good construction, > 1.2. DEFINITION OF CONSTRUCTION MANAGEMENT Construction management may be defined as, “An art of planning, co-ordinating and controlling various constructional activities of a project to produce qualitative and economical product with the available resources”. It may also be defined as, “A collective effort of employers and employees to achieve specific and desired objectives with the available capital, equipment and materials”. 1's Construction Management ang * ae ty in fact fa person oF a group is 1 in the hands of a In fact, construction management is a tool i . who control and direct the operation of an organization, effectively and economicalyy,'"%m, i chines and materials alone, ‘of management cannot be successful with the help of machi nes and teri but itr Proper co-ordination of all the persons working in the con > _1.3. SIGNIFICANCE OF CONSTRUCTION MANAGEMENT te De, Seas of rpc mane ste cnstin ork sy be completed in a shortest possible time, keeping the cost of construction within the Vii ng at the same time maintaining the quality of work. Thus, the significance of construction management is given below ; a 1. It helps to complete the desired task within the given time span i.e. it helps to avoig unnecessary delays. a 2. It helps to properly utilize the available limited resources i.e. it helps to Achieve thy desired economy. 3. It helps to reduce the wastage of material and labour, by making available the Tight ‘ype of material and labour, as and when required. 4 It helps to improve the quality of work, by effectively planning and using, the latex constructional machinery equipment. 5. It helps to co-ordinate between persons or group of persons within the management, It helps to reduce cost of construction and achieve maximum benefit in terms of construction output. 7. It helps to develop family environment at the construction site. The Proper management improves the standard of living of labour class by providing them essential amenities 19 stop labour migration, > 1.4. MAIN OBJECTIVES OF CONSTRUCTION MANAGEMENT The main objectives of construction management are given below 1 an ‘Wires 1. The construction work should be well planned, systematised and Properly organised. 2. The project work should be completed within the stipulated time. 3. The whole cost of the project should not exceed beyond the estimated cost. The Contigencies if any, should be limited only to 5 percent of the estimated cost, 4. All the constructional activities of the project should be executed, as per the written guidelines and standard specifications. 5. There should be a collective effort to achieve construction economy. 6. There should be a proper co-ordination between various persons and groups within the Organization to achieve the common goal. 7. One of the main objectives of construction management should be to maintain the quality level of the work. In a well planned system, it should be ensured at the top level of hierarchy (high command) that quality of work is never compromised.Introduction a 8. There should be a whole hearted effort through the organised system to utilize the available resources successfully i.e. to properly control finances, machines, materials and staff, including skilled and unskilled workers. 9. The project should be supervised by well trained staff, > 1.5, OVERVIEW OF THE SUBJECT Construction is one of the biggest industries in the world today and it employs individuals from various disciplines and backgrounds. Depending on the size of the project, whether it be an office building or a skyscraper; thousands of people may be involved, which obviously requires a quite a bit of planning. Any given project usually includes the project owners, the designers (engineers and architects), and the builders and contractors All projects begin with the owners who create the basic idea then do their very best to explain it to the architects and engineers. It is the job of these highly-trained professionals to tum a simple idea into a real world design, After the design is complete, the architects and engineers submit it to the owner for approval. Once the final design is agreed upon, the project owner delivers it to the contractor or builder who reviews it, The first task of the builder is to give the owner an estimate for how much the project will cost. If and when a price is agreed upon, the contractor can make arrangements to start work on the project immediately. Construction planning is a fundamental and challenging activity in the management and execution of construction projects. It involves the choice of technology, the definition of work tasks, the estimation of the required resources and durations for individual tasks, and the identification of any interactions among the different work tasks. A good construction plan is the basis for developing the budget and the schedule for work. In developing a construction plan, it is common to adopt a primary emphasis on either cost control or on schedule control. In selecting among alternative methods and technologies, it may be necessary to formulate a number of construction plans based on alternative methods or assumptions. Once the full plan is available, then the cost, time and reliability impacts of the alternative approaches can be reviewed. This subject deals with various concepts regarding management of various activities, scheduling of projects for timely completion, various techniques and methods, site organization, optimumI < Eagle's Construction Management and A \wilization of construction materials and machinery, conditions of construction workers ang bye-laws for their welfare, cost-time optimization, accidental safety, etc. It also deals with pubie Works accounts in government and non-government organizations for effective management of Tecords and accounts of all the construction activities. 's construction Management Necessary for Progress ? AS we have discussed already, construction management is “an art of arranging various acrivites and groups in a systematic manner to execute the project economically and successfully” In such an organised system, each individual member or group has to perform efficiently 1g achieve the final goal. The main principle of construction management is the proper control of system and decentralization of work. Without distribution of duties and without fixing responsibility and maintaining accountability, the progress of work cannot be achieved. This can be well understood from an example of a school management given below ; Suppose a man starts a small school at his residence with initially ten students only. At the start, he has to himself perform the duties of principal, teacher and fee clerk. Sometimes, he has to perform even the duties of a waterman. But as the strength of the students grows, he is unable to perform all the duties. Accordingly, he appoints one waterman or a servant to assist hhim. But as the strength increased further, he appointed one fee clerk and a teacher to relieve his mental work. He was now able to perform the duties of principal in an efficient manner, Soon he realised that space in residence is very less. He hired another spacious building and shifted his school to that place. As the time passed, he followed the principles of management to see his work in progress. He appointed one principal, four teachers, two accountants and three peons and distributed the duties to transfer his mental strain. He reserved himself for only Supervisory duty and gave himself the designation of “Director of school’. Thus, we see that Secret of success lies in proper management of work. It can be said without any doubt that “Construction Management is necessary for Progress”, 1.6. FUNCTIONS OF CONSTRUCTION MANAGEMENT 1 2. Organising 3. Staffing 4. Directing 5. Controlling 6. Co-ordinating. With respect to construction job, the above functions are described below : 1. Planning : It is usually done in office. “ht 4 the topmost level to decide about the policy or methods of reaching the desired objectives”. following aspects is necessary : (i) The requirement of financial ai recovered. ils extent and the sources from which it can bePo Introduction (ii) Time needed to complete the whole construction project. (iii) Type, quantity and exact time for delivery of materials of construction. (iv) Type, number and duration of use of different machines and equipment. (v) Category of staff i.e. managers, skilled and unskilled workers required for the project and the period of time for which they are needed. (vi) Type of uncertainties likely to cause delays such as weather conditions, shortage of | supply, labour unrest and sub-judice land matter etc. 2. Organizing : “Organizing is a process of fixing the responsibilities of individual members or group of members within the organization and co-ordinating their work to achieve a common goal”. The success of a construction project lies in the fact that all the members employed in the organization at any level of hierarchy should co-operate with each other to achieve common objective. This is possible only, if duties and responsibilities of each member are defined properly. For a proper and sound organization, the following points should be noted. (i) An organization structure should be simple and balanced. (ii) Right man should be given right type of job at the construction site. For example, the duties of a mason and a labourer should never be interchanged. (iif) Each employee of the organization should have only one boss immediately above him i.e. showing accountability of work should be limited to one person only. Too many bosses above a single person may disturb the organizational balance. (iv) Organizational responsibility of each and every member should be well defined, clearly specified and circulated in writing to avoid any organizational problem. 3. Staffing : “Staffing is a process of appointing the required member of employees (managers, skilled and unskilled workers) within the organization for fulfilling the responsibilities of construction work, as laid down by the organization structure”. The function and process of staffing should be ; (i) Simple and transparent. (ii) Right person should be offered right type of job. (iii) Only minimum number of required employees should be recruited to achieve economy. (iv) Pay scales and wages should be based according to experience, qualification and capability. It should be ensured that pay scales are handsome, attractive and competitive in the industry to prevent labour unrest and stop their migration. (v) Due regards should be given to the senior and experienced staff members in the organization. 4, Directing : “It is the process of issuing instructions, guidelines and broad outlines, related to project for achieving the desired objectives, from the planning authority 10 the supervisory and working staff”. or Simply, it can be defined as, “a process of transferring all information, data and available ‘matter from the top level to the lower level”.ee —~,;|[,7,, = “=_=—E__sdre LL |: 6 Eagle's Construction Management ang Directing helps ; (i) To develop inter-departmental relationship. a (ii) To enable the working staff to perform construction activities as per the standarg guidelines, specifications and detailed drawings. : j (iii) To enable the supervisory staff to become familiar with their authoritative duties of commanding workforce. (iv) To develop effective communication between various types of employees within the organization for effective implementation of planned objectives. (») To encourage, guide and motivate the worker through an effective communication. S. Controlling : “The process of comparing and checking the progress of work achieved in the field to the estimated or planned work at regular intervals is termed as controlling”. It ig One of the main process of planning. Due to uncertainties or delays, the progress of work may lag behind the actual schedule. The divergence of work schedule from the planned schedule may be corrected by adopting various measures such as replanning, diverting workforce to a Particular site, where work progress is behind schedule, overtime etc. Controlling includes ; (#) Control of expenditure i.e. finances. (ii) Control of labour output. (iif) Control of use of machines and equipment | (iv) Control of quality of work. (») Control of use of materials. (vi) Control of supervising staff. 6. Co-ordinating : “The process of developing perfect harmony between various employees or Sroup of employees for the smooth and efficient functioning of organization is termed as co-ordinating”. Proper co-ordination is essential in a construction work because of the following reasons : (i) To complete the planned work in time. (i) To sort out difference of opinion amongst individual members or groups. (iii) To ensure quality of work. (i) To share information, decisions and results with each other. () To achieve progress of work. Because sometimes, similar i i is requis f c machinery/equipment is required at different sites placed under different Supervisors. ination betweeD them, will ensure delivery of the machi re ogee ® 1.7. EXPLANATION OF FUNCTIONS OF WITH AN EXAMPLE OF CONG ar CONSTRUCTION MANAGEMENT RUCTING RESIDENTIAL HOUSE Let us tke a project of consiruting a residential howe inept f idential house in a landhar. The rishi soo cana eh oy aIniroduetion 7 Step 2 - Organtzing + In this step of construction management, functions and responsibilities of individual members or groups are fixed. (a) Owner will be responsible for providing land and finances at regular intervals, as per the need or finance deal. (b) Architect will be responsible for supervision of his planned work and quality control. (c) In the absence of architect, a site engineer may be appointed for supervising the construction work. (d) Contractor (to be appointed) will be entirely responsible for all the constructional activities. It is the responsibility of contractor to distribute or sublet his work further to petty contractors, masons, labourers, bhistis (water man), welder, carpenter, bar bender etc. Step 3 - Staffing : It is the next step, The project is given out to a contractor either on a labour rate or turn key basis. The following deal is struck in the presence of architect between owner and contractor on a signed stamp paper to avoid any dispute later on. (a) Type of material to be used. (b) Type of construction to be followed. (c) Time span to complete the project. (d) Other detailings such as designs, parapets, paragolas, almirahs, staircase, height of building, type of shuttering etc. The project may also be handed out separately to different contractors for efficient working like foundation contractor, brick masonry contractor, slab contractor etc. Step 4 ~ Directing : In this simple project, two way directions are issued ; (a) Directions from owner to contractor : The owner should provide all the detailed drawings, specifications, available data and other information to the contractor from time to lime for effective implementation. (6) Directions from contractor to work force : The contractor shall issue necessary instructions and guidelines to all skilled and unskilled workers to carry out the work as per the desired lines, To relieve his mental strain, it is advisable that contractor should appoint a site incharge 10 work under his absence. Step 5 - Controlling : In this step, owner exercises a check on the contractor's work regarding progress and quality, through supervision of architect or some other qualified engineer. In case of any divergence, the contractor should be informed well in advance to make the | necessary amendments, Similarly, contractor also makes frequent visits to the site to have a control upon labour output, control of materials and machines etc. He sometimes, appoints labour incharge to exercise control over his labour. Step 6 - Co-ordinating : Any project is successful, if there is a proper co-ordination between different members linked (0 that project. Firstly, there should be proper co-ordination and understanding between owner and architect about the plan and other details. The co-ordination and perfect harmony between owner and contractor is essential to achieve the desired goal. In case of any dispute regarding quality of work and quality of materials, all parties should sit together to find out an amicable solution, As a perfect match of nature and harmony is required8 Eagle's Construction Management ang between a husband and a wife to give birth to a healthy and intelligent baby, similar) — Aecoun ; Y eter harmony between an owner and a contractor gives rise (0 strong, economical and rable proje, » 18. CLASSIFICATION OF CONSTRUCTION INDUSTRY ——_S: CLASSIFICATION OF CONSTRUCTION INDUSTRY A business concern or a branch of trade which deals with planning. design and Construction Of various types of buildings i.e. public, residential and industrial is fermed as consiryet, industry. It is like any other industry, that converts raw materials into finished article (bung by uilising resources i.e, men, machine, material and money. Although the design ‘8 comp) by engineers and building is built by contractors, but both their efforts are mainly direct | towards creation of strong, durable and economical structure. Construction industry may be classified into ; 1, Light construction 2. Heavy construction 3. Industrial construction. | . J. Light construction : The npe of constriction which involves ttle planning, use Of lighter ' machinery, lesser expenditure and small consumption of construction materials is termed as light i construction For example ; (a) Residential building (®) Office building (©) Light industrial shed (d) Recreational centre (€) Community hall School etc. ‘Thus, light construction includes all ‘ypes of buildings built on a light foundation, Such Projects are generally executed by employing manual labour, 2. Heavy construction : The ‘ype of construction I J i hhich involves extensive planning, heavy expenditure, heavy machinery and large consumption of construction materials is termed as heav’ construction. For example ; (a) Construction of bridge, highway, (6) Dams and irrigation works. (©) Hotels and factories. (d) Thermal and hydroelectric power stations, (e) Sewage treatment plants and disposal works, (PD Docks and harbours ete Such projects are mostly built on heavy foundation and by engineering experts. Heavy construction projects require techniques and modern equipment is employed to achieve railway and tunnel etc, are generally planned and designed Phased progeamming and use of latest the desired objectives.ee Introduction 9 3. Industrial construction : The type of heavy construction, which is specifically associated with industrial processing or manufacture of commercial products and services is termed as industrial construction. For example ; (a) Construction of chemical and steel plants (b) Sugar mills (c) Oil refineries (@) Thermal power stations (e) Atomic and nuclear reactors (A) Fertilizer and agro based plants ete. In industrial construction, co-ordination and inter-relationship between professional engineers from various engineering departments is essential i.e. there should be perfect harmony between civil, mechanical, electrical and electronics engineering wings for success of the project. JOISTS oS ess Medium rise Low = ee (2) Light construction. Transport Tunnel) (b) Heavy construction. [ i (c) Industrial construction. Fig. 1.1. Classification of construction industry.ie Eagle's Construction Manageme : through which a project u The stages in a construction project refer 10 varie iets a ees guitarist gt right from conception stage upto completion stage. THE Hiv isn However, it is « rt to project i.e. from light to heavy construction OF ines which my cominucied inde to divide the large projects into several construction ST aa eens or in conjunction with each other. The important construction stag : SHON rojecy are described below ; 1, Conception Site investigations Design Detailed drawings, specifications and estimation | | Contract Construction and supervision ~awewn Completion or Realization. 1. Conception : The development of a thought, plan or an idea in mind about the construction of a building refers to ‘conception’. The formation of a concept begins in the mind of an owner, when he recognizes the need for a project. For the fulfillment of his concept i transformation of conception into realization, the following things are to be provided by the | owner. (a) The land or site, where the building has to be constructed. (b) Finance or Money required for its construction. ‘After purchasing land and arranging finances for the construction of project, the owner usually employs an engineer to make a detailed study to determine, whether the project is justified. 2. Site investigations : The site investigations such as soil testing, determination of water table, drainage conditions etc. are carried out generally for heavy and industrial construction. ‘The site investigations are recommended by the engineer to the owner and in no case shall exceed 1 percent of the total cost of the project. The site investigations must be carried before designing the project. 3. Design : The design of the project is made by the engineer, who is appointed by the owner. The design should be based upon the owner's requirements and as per the local building by-laws. It is the utmost duty of the engineer to design the project in such a way that it satisfies | the needs of the owner at the lowest practical cost. The engineer should study every major item in detail before designing the project such results of site investigations, building by-laws, availability of labour, material, water swpp!¥+ electrical power and weather conditions etc. He should also take into account, necessity.of construction work at present and future requirements of the scheme . 4, Detailed drawings, specifications and estimatio of : mt After design, the next stage conan se preprint aig an cae, Set is calculated from these drawings and specifications, The engineer’ should it possible # change a design, modify certain requirements of construction or revise some portions of U _ere ee EP Eee eee | Introduction " | specifications in such a way that the overall cost of ject i i ifici peeve ail eae eee Of the project is reduced, without sacrificing S. Contract : Contract is an agreement or bond on fixed terms between owner and professional builder for constructing the designed project. It Tequires the contractor to furnish all raw materials, equipment, labour and supervision to complete the project. After finalising opportunity to submit bids to the owner, indicating the estimates or Prices for which they will construct the project. It is a usual practice to award contract 10 the ‘tials qualified bidder (submitting lowest rates of construction). While finalising the contract. the engineer may also be involved, because the efforts of both engineer and the contractor are directed towards the same goal i.e. construction of a strong, durable and economical Project, as per the needs of the owner. (Only for heavy or industrial construction) Fig. 1.2, Stages of construction. 6. Construction and supervision : After awarding contract, the next stage is t0 construct the project as per the design, drawings and specifications. The project is constructed by the Contractor and supervised by the engineer. In this stage, a conflict may arise between the two ‘rearding quality of workmanship, achieved progress and diversion from specifications. However, if owner, engineer and contractor work together as a construction team, the problem of contlict Will not arise, Each member of the team should realize his responsibilities and functions towards “ommon objectives. The contractor should ensure that besides quality of work, supply of materials ‘S regular and new construction practices are being followed so that work is completed in time a= tagle’s Construction Management and ‘on too. The engineer should carry out an effective and there is an economy of constructi et ee ym site accidents. supervision, which ensures good quality of work free fro 7. Completion : It is the last stage of construction, when the contractor after completion of work, hands over the project to the owner and the owner realises his conception has tumneg into realization 1.10. THE CONSTRUCTION SITE The construction site may be defined as a factory producing a building or group of buildings at a given location for a short period of time. This period generally varies from six months to two years, but however, on large projects, it may be as long as five years. The major difference between workers employed in construction industry and people employed in manufacturing industries (traditional industry) are ; 1. In traditional industries, their place of employment does not change, unless they change their job. 2. In construction industry, when a project of building work is completed, there is no longer any employment for the labour force. It must then move to a fresh ‘construction site’. R M R Factory (Now) Worker Building site (Now) A (om a ‘Same worker and factory (After 2 years) Same worker, ditferent site (After 2 years) Fig. 1.3, 1.11. THE CONSTRUCTION TEAM The construction team refers 10 individual members or group of members which are required to co-ordinate with each other 10 complete the construction project as per the specifications: drawings and design details at the lowest practical cost. The engineer designs the project for the owner as per his needs and the contractor builds the project for him. Thus, it is the collective effort of team to achieve the desired goa “Construction is the ultimate objective of a design” .Introduction The construction team of a project consists of ; (i) Owner (ii) Engineer (iii) Contractor. Their inter-relationship is shown below in Fig, 1.4 Fig. 1.4. The construction team. 1.11.1, Owner Owner of a construction team refers to any individual, firm or public body, who recognizes | need for building project, conceives the idea and arranges finances for completion. He occupies the services of engineer and contractor to transform his conception into realization, Functions of owner : The various functions of owner are given below ; (i) To provide land or site for construction. (i) To arrange finances for the project and supply the funds at regular periods. (iii) To engage competent engineer (architecU/structural engineet/quantity surveyor) for preparing design, detailed drawings, specifications and estimates of the project at the lowest practical cost to his entire satisfaction. (iv) To occupy the services of an experienced contractor for building the project, which will serve the purpose for which it is built in a satisfactory manner. (») To co-ordinate the activities of engineer and contractor properly without any dispute towards common objective. 1.11.2. Engineer Engineer is a professional man having a qualified degree, who designs the project for the owner. He is actually the person, who gives shape to the concept of owner on paper. The ‘engineer’ is generally a broad term which includes any one member or @ group of members from the following : (i) The architect, who prepares the plan and other details. (i) The structural engineer, who prepares the structural drawings. (ii) The civil engineer, who supervises the work of contractor on behalf of owner.Lagle’s Construction Management and Accounts mae Sr ‘who helps 10 arrange the position of various components of huilding as per the ancient vaastu laws to generate healthy environment. (0) The quantity surveyor, who prepares the estimates for the owner related to project wo Functions of engineer : The various functions of the engineer are given below ; (i) To prepare design, drawings and specifications for the construction project. ed to prepare detailed estimates of the project, (ii) To work out quantities of materials, requir (iii) To suggest site investigations, to check the bearing capacity of soil and other details as required (iv) To act as advisor of the owner regal modifications or alteration in the design, (v) To bring overall constructional economy. (vi) To supervise the construction of project work and act as quality control engineer. (vii) To act as an agent of the owner in dealing with contractor regarding construction work. (viii) To check routine progress of the work and issue instructions to contractor for delays or any sort of deviation from the prescribed specifications. (ix) To act as an arbiter or mediator between owner and contractor for any dispute regarding construction work. (x) To measure the quantities of work done accurately for making payments to the contractor, such as covered area at the top floor in square metres and skirting/dado in running metres. Thus, an engineer who practices the philosophy of helping his client (owner) at every stage of construction and makes serious efforts to reduce the cost of project is infact rendering a real service to his client. 1.11.3. Contractor Contractor is @ professional builder who gives concrete shape to the concept of owner and | paper proposal of the engineer. ‘The contractor is infact a person or @ firm who submits bid to the owner, indicating the price for which it will execute the project. The contractor should be specialized in his work ‘and should own common types of equipment and machines required for construction work. A ‘contractor who does not keep informed on latest equipment and modern methods ‘of construction ‘will soon discover that his competitors are underbidding him. Functions of contractor : The following are the functions of a contractor : (i) To build a strong and durable house for the owner as per design and specifications. (ii) To ensure quality of workmanship to the utmost satisfaction of owner and engineer. Gil) To make optimum utilization of available resources and labour force. | iv) To carry out the planning regarding constructional activi : completed within the specified time, nal activities, $0 that the Proj (y) To bonour the contract and execute the mentioned in the deal to remove any su (vf) To use latest equipment and follow moder methods of construction practices 10 scale” economy. a ding constructional matters and to suggest if in the interest of owner. ork in accordance with the specification ion, _Inteoduction, (it) To carry out the pre-consi roperi ruction activities ly to as surveying (plane tabling and levelling), iaycur worl ea Sidi Pe pra SNMP BETWEEN OWNER ENGREER 40 ConmAcTOR mony and 7 Jor the successful coe tion of ang ons between owner, engineer and contracor is a must Of any project. him more contracts on Tecommendation. Shun) ceearding quality of work for selfish gains. This is against the professional ethics. They should work as a united team with the owner to transform his conception into realization, > 1.13. RESOURCES FOR CONSTRUCTION INDUSTRY (THE FIVE W’S) Resources are the available materials, tools or techniques which can be utilised properly by @ good construction manager to the best advantage. Resources may be classified into following headings ; 1. Manpower 2. Machines 3. Materials 4, Money 5. Management.e's Construction Management ang . ie fer a the five M's”. SS ferred to as “the Lo ; se entre cither skilled or unskilled is Very importany fy oldest resource for construction industry and is very che eater, I comprises of people POssessiNg @ vast range of ler to carpenter, each performing his specialist operation ee that it cannot be entirely omitted, as iti, The above resources may 1. Manpower: Manpow any constuction project. IC is the available in a developing country skills, from coneretor fo plumber, weld at the site. Manpower is such an important resou required for lifting of materials and operating ‘of machines: 2. Machines ; Machines are important for progress of work. As the Foran is growing at a rapid pace, so has the demand for the fast erection of the bonding’ | se of machines ig economical in the long run and reduces the dependency on manpower. This will automatically solve problems associated with labour unrest and trade unionism There are wide range of Wrachifee euch ac concrete mixer, excavator, vibrator, circular saw ete. which can be utilised tg achieve the optimum speed of work. However, the selection of the right machine for the right job is of prime importance. 3. Materials : The proper use of raw materials is very important for completion of any project. The raw materials like cement, sand, aggregates and steel etc. are worked and handed together to form the structure, while other materials are used in their finished form such as sinks, cupboard units, concealed lights etc. for inclusion on the building structure. As materials account for upto 60 percent of the total cost, their correct selection and use is of utmost importance for the appearance and durability of the structure. 4. Money + It is the most important resource for construction, required for the project at the start of the work, The money is required to purchase the materials, to pay the wages of the labour force and to hire the machines for proper and speedy erection of the project work. The flow of money should be regular and as per the needs only. If any project becomes uneconomical or the amount exceeds too much the estimated cost, the very objective of engineering is defeated. 5. Management : It is the latest resource for construction industry, but is very effective if used properly to reduce the cost of whole project. It is, infact planning, organising, controling and co-ordinating of various activities and other resources to achieve the desired goal at minimum cost, The more efficiently the builder manages the available resources, the more will be bis profit on the cost of undertaking the work. a, Important and Expected Questions a Q.1. What is construction team ? ‘Ans. The engineer designs the project for the owner as per his needs and the contractor bails & project for him. Thus, it is the collective effort Foal. Construction is the ultimate objective of a design" of team to achieve the desired 8 ‘The construction team of a project consists of ; (i) Owner (i) Engineer (iii) Contractor. osnet eR o 2 Construction Planning — Importance of construction planning. Stages of construction planning ~ Pre-tender stage, contract stage. Scheduling construction works by bar charts. + Preparation of bar charts for simple construction work. + Preparation of schedules for labour, materials, machinery and finances for small works. + Limitations of bar charts. Scheduling by network techniques. + Introduction to network techniques. PERT and CPM, differences between PERT and CPM terminology. ® 2.1. INTRODUCTION Construction planning refers to thinking about all the operations or activities, which are necessary prior to the beginning of actual construction project. This job planning is essential to complete the project within the stipulated time and to achieve construction economy. It also involves, anticipation of various uncertain activities or events, which are likely to cause delay, so that precautionary measures can be taken well in advance to compensate for the loss of time. For a contractor, planning is essential prior to bidding a project because proper planning will only reveal certain factors, which will affect the cost of the project and help him to show the amounts in a bid. This chapter deals with importance of construction planning, construction stages, Preparation of construction schedules by bar charts, their limitations and study of network techniques like PERT and CPM. > 2.2. CONSTRUCTION PLANNING It is defined as systematic arrangement or orderty establishment of all the construction activites before starting actual construction work on a project. The main aim of construction planning to complete the project economically, in a satisfactory manner and within the stipulated time. For a contractor, the construction planning should facilitate the construction work bY establishing the following ; 1. The exact time for delivery of construction material steel etc. 2. ‘The type, quantity and duration of construction equipment required, 22 Is like cement, sand, aggregates a0Ne ee Tn eR TESCO CEEE ETC EE CER TEP ECE EE EE EEEE EEE ECC EEEEE CECE EEE CECE EEEE EEE CEREECEEEEEC EEE EEECEPECEEETPE EEE rer Construction Planning 2a 3. Number of skilled and unskilled workers needed and the period during which they will be needed, 4, The extent upto which the finances are required. 5. The time required o complete the project. y 2.3. ADVANTAGES/MPORTANCE OF CONSTRUCTION PLANNING ‘The importance of construction planning is given below ; 1, The main objective of construction planning is to execute the project at lowest practical cost and within the scheduled time, 2. Prior construction planning is essential for a contractor for successful bidding, as it helps to estimate the probable cost of project before hand, In the absence of any planning, the construction job would be a “big gamble”. 3. Construction planning helps the contractor to determine the quantity, type and exact time for delivery of materials. Absence of planning will lead to unwanted stacking of material 4 the site, which may likely get damaged or stolen, 4. It helps to determine the type, number and duration of different types of construction equipment required at the site, By successful planning related to equipment selection, an experienced contractor tries (0 reduce the cost of project. 5. It helps to predetermine number of skilled and unskilled workers required for the construction project, such as, number of masons, number of labourers, number of bar benders etc. This prevents stoppage of work at site due to labour shortage. 6. One of the important objectives of construction planning is to divide the whole project into number of events or phases. Each event can be further sub-divided into various activities and there sequence of construction can be predecided to reduce uncertainties. 7. Construction planning helps the contractor to successfully utilise all the available resources of construction such as men, material, money and machines. It helps him to control the duration of each job and overall cost of project to his advantage. > 2.4. STAGES OF CONSTRUCTION PLANNING There are (wo important stages of construction planning ; 1. Pretender stage 2. Contract stage or Post-tender stage. 1, Pretender stage : The planning of various construction activities required between the notification inviting tenders and the submission of bid by the contractor is termed as pretender planning Before bidding a project, pre-tender planning is essential for a contractor to find out all the factors which will affect the cost of the project. The proper planning will only enable him to come out as the lowest qualified bidder, In pre-tender planning, the following data is collected or estimated by the contractor : (@) Information about the nature of site, This is very important to find out depth of filling (for low lying site) or depth of excavation (for high level site).a Eagle's Construction Management ancl Ag, () Type of construction equipment required at the site fe. hard cutting oF of, CUting Machinery. (©) Study of water table conditions and soil profile. (d) Time period to complete the project, This is very essential to plan sequence of Perationy during the project and the method of construction to be followed. (€) Type of specialist staff required at the site. For example, skilled workers may be requires for blasting operations, levelling site or heavy excavation for basement ‘construction, (/) Preparation of Tough estimates for the project, This will help him to fill the tendering amounts in a bid. (8) Availability of construction material and cheap labour near the site. This will enable im {0 assess the cost of transportation of materials from far flung areas. (h) Assessment of construction problems likely to occur at the site, such 48, shortage of materials, labour, weather conditions, water shortage etc, (i) Other facilities available at the 2. Contract stage : This stage is also known as posttender stage. It is the most imporant ; Stage of planning as the actual execution of the project is based on contract planning, “The planning required by the contractor after the acceptance of his tender by the concerned authority and award of contract 10 him is termed as contract planning’. Contract stage planning is done effectively ; divided into activites or sub-stages to facilitate construction, (0) To prepare a master plan for executing work conveniently and smoothly. (©) To prepare bar charts, showing activites of construction () To prepare material chart for the project, and the exact time for their requirement, for evaluating progress of work. (a) To divide the entire Project into different events or phases. Each Phase is further sub- } indicating the type and quantity of materials | ' (D) To appoint supervisors of project and to Phase of project. For example, supervisor supervisor concreting operations etc, fix their responsibility for a particular task of incharge materials, supervisor incharge labout, any major ( To make arrangements for the securhy against any thet or untoward incidence. @ To make necessary arrangements for repair, equipment and machinery. (4) To make cost comparative study of materials fom avaltale sourves including transportti® charges. Servicing and maintenance of plaols. ioConstruction Planning 2s (d) To collect detailed drawings, specifications, copy of by-laws and other construction provisions to be made in the project, well in advance for study and planning accordingly. (m)To study and compare alternative methods of construction and arrive at the most economical one. For example, steel shuttering may prove to be costlier than wooden shuttering, but in the long run, it may save the amount of plastering the slab below. 2.5. SCHEDULING ‘Scheduling gives an idea about the time at which each activity or event of construction should occur, Scheduling of construction work is necessary after planning to complete the work in time, Scheduling may be defined as, “A process of programming or seting up of various construction activities in order, by proposing the starting and finishing dates to each activity of the project, so that the entire work is completed in time and in convenient and systematic manner”. For example : Time table schedule in schools, The time table chart clearly depicts datewise, the name of particular subject period to be conducted at a particular time, along with the name ‘of teacher and the subsequent periods to be followed on that day. 2.6, RESCHEDULING Tnspite of pulling all the efforts to proper planning and scheduling, the entire work does not progress as per the schedule due (0 certain unforeseen events like weather change, labour shortage, material shortage, non-availability of equipment, non-release of finance etc. This necessitates rescheduling of the project work. Rescheduling may be defined as, “The rearrangement or subsequent setting up of various planned activities of project work, by fixing new dates of operations in such a manner, that the total time to complete the project does not change”. ‘An experienced contractor always counts for unforeseen events in the beginning, while making the time schedule. > 2.7. ADVANTAGES OF SCHEDULING Scheduling ie. sequence of operations 0 be followed for the execution of the project has the following advantages Scheduling helps to find out actual progress of the work. From the progress bar charts, it can be known easily that whether the work is lagging behind or not. Accordingly, special care is taken up for certain activities 2. It helps to analyse inter-dependency of certain activities. For example, slab reinforcement can be Jaid by bar benders only, when the shuttering work is complete, 3. It helps in utilising the available resources properly i.e. men, machines, material and money to their maximum output.>. ry Eagle's Construction Management and Aecouns the type, quantity and duration of : it 4. The scheduled charts give the clear picture about onstruction work along with the yg construction materials required at different stages of ct for delivering them, i 5. One of the main advantage of scheduling is to find out the most economical and suitah_ method of construction. It is analysed by studying and comparing alternate routes o¢ construction. 6. It helps to arrange in advance skilled and unskilled labourers needed for construction Project. : : 7. The equipment schedule helps us to determine the type, number and duration of use for different construction equipment. It is essential for efficient utilization of machinery ang reduce the cost of project. On the whole, we can say that preparation of construction schedules is necessary to complete the project in time at lowest practical cost. 2.8. CONSTRUCTION SCHEDULE = _2.8. CONSTRUCTION SCHEDULE A step-by-step preparation of construction project which indicates the operations, quantity, unit and rate of constructing work for each operation, including the estimated date of starting and completing each operation is termed as construction schedule. A construction schedule is usually represented by bar charts and the dates are clearly mentioned over it, A construction schedule should be identified by showing job number, name of the project, ame of owner and location of project. It also indicates estimated progress and actual progress of work, > 2.9. CLASSIFICATION OF SCHEDULES Various types of schedules can be classified as ; 1. Construction schedule . Equipment schedule |. Material schedule . Labour schedule |. Financial schedule .. Progress schedule or Control schedule |. Organizational schedule. 1. Construction schedule : A typical construction Preparing a construction schedule, a project work YMAaUveRwN be studied carefully to determine suitable changes. For example delayed for some time to transfer workforce and thereby reducing the cost of completion of project: ST ” eens FFF PS yee 'eee ew eww eee es ele 's Construction Management and A 20 fay 2. Equipment schedule : A schedule which Indicates the number of machines “een to be used in construction project during diferent periods of time, along a a duration of use is termed as equipment schedule. ‘The equipment schedule is PICPAt’ WA To ; construction schedule and such a schedule should assure that, equipment will used Properly and efficiently to prevent financial losses. A typical equipment schedule is shown in table 2.2. ‘Table 2.2. Equipment schedule. Job No. e Report No. Project : Construction of highway Date Owner inca — Location Jalandhar (Punjab) 'S.No.| Equipment - ‘Time in weeks August September October November 17] 24|31|7 [14 [21 [28 [5 | 12 [19 |26|2 | 9 | 16 | 23 |30 1. | Trucks 21-1-1-h 11 1-|-|-[-|-[2]-][- 7 2. | Bulldozer [2[3]3 [1 [a [a fa fifa fifi f-|-]- ]-]- 3. | Dumpers --EBBPEEI-E-EELET[- 4. | Grader -{-]-[-]-]- |/-]2]2 [2]: }4-[- | == Cones (a ee ee eee a2 2 [2 le mixer 6. | vibrators |-[-|-[-]-[-]-[2]2 2 [2 [2 [2 [2 [2 [- Note : The number indicates the quantity of equipment required. 3. Material schedule : A schedule which gives information about the type and quantities of different construction materials required at the site, along with the delivery dates for each type of material is termed as material schedule. While preparing the material schedule, it should be ensured that ; (a) Material should be delivered at the construction site far enough in advance of their requirement for continuity of project. (b) Material should not reach too far in advance of the need at the work site, as they may get damaged or deteriorate due to improper storage place or may cause the congestion of working place. ‘A material schedule should be prepared well in advance by the contractor and the information delivery dates be given to the material suppliers, so that they can arrange to furnish te materials as per the need, A typical material schedule is shown in table 2,3. 7 adConstruction Planning Table 2.3. Material schedule. Job No, Date Project Prepared by Owner Location S Material description Cement bags [Sand ee 4. Labour schedule or Employment schedule : A schedule which indicates the classification and number of labourers required for the construction of each operation in a project is termed @s labour schedule, It is also known as employment schedule. It also gives information about the periods (time) during which they will be needed. A labour schedule helps ; (i) To determine total number of labourers for each classification. For example, total mumber of carpenters, welders, masons etc: (ii) To reduce the overall labour cost. iii) To arrange the labourers for each operation well before in advance. ‘A ypical labour schedule, which is prepared from construction schedule is given below in table 2.4. Table 2.4. Labour schedule. Job No. Date : Project Prepared by : Outer ess oa Location : — Jalandhar Lr : je 7 Ae 26 it 3)3 ts 3 ae7 » Eagle's Construction Management and Accounts 1m the construction schedule. 1 expenditure to occur during construction of ‘h any desired dates is termed as financial 5. Financial schedule : It is also prepared fro A schedule which specifies, “The probable ‘ota each operation and the estimated receipts, throug schedule”. The difference between total expenditures and the receipts will indicate the amount of funds needed by the contractor to be arranged from sources other than the owner. Usually, 90% money is paid by the owner to the contractor at specified levels or dates and 10% money is retained. A typical financial schedule for estimated expenditure and estimated receipts is given below in table 2.5 (a) and 2.5 (b). Table 2.5. (a) Schedule form for estimated expenditure during construction, Expenditure per week (Rs.) Date of | Operation | Units of | Amount to receipt under work be received construction | completed 16.09.07 16.10.07 16.11.07 and so on 6. Control schedule : A schedule prepared at specified time intervals by project in-charge for submitting reports 10 the headquarter office (higher authorities), about the actual progress of construction work at site is termed as control schedule, This schedule is also known as progress schedule, These reports may be submitted daily, or once in week or after every month, These reports present a close control at the progress of work and corrective steps may be taken suitably, if the project is behind schedule. 7. Organizational schedule : A schedule or chart which clearly explains the hierarchy of employees i.e. relative position of supervisors or workers within the organization is termed 98 organizational schedule, This organizational schedule is helpful ; (i) To remove misunderstandings or doubts about status of seniority in the organization. (ii) To develop inter-relation between different employees within the organization. (iii) To use powers or instructional authority to guide his fellow men, Sieaeceese eee aConstradtion Planning a The organizational chart for a construction company is given below, however it varies from project to project. Ci r Reinforcir Aggregate Concrete Chief ‘Shop ‘oreman| | "toroman’| | “roman. | [foreman | [electrician | |_ foreman t t t t 1 i Carpenters | [ garbenders | [Production] | Mixing and | [Electricians] [Mechanics crews | [placing crews Fig. 2.1. > 2.10. METHODS OF SCHEDULING There are various methods of planning, scheduling and controlling constructional activities in a project. Some of the important methods are given below ; 1, Bar charts or Gantt charts 2. Milestone charts 3. PERT (Program Evaluation and Review Technique) 4. CPM (Critical Path Method). Bar charts and milestone charts are generally used for small projects, whereas PERT and CPM are two important management tools, which are quiet common now-a-days and used for large projects. ® 2.11. BAR CHARTS (GANTT CHARTS) Bar chart is a pictorial representation of various activities of @ project developed by Henry Gantt in the beginning of twentieth century to deal with a complex projects. It is also known as Gantt chart, i 5 These charts are termed as bar charts, as the various activities or jobs related to project construction are represented in the form of bars. The x-axis generally represents units of time in days, weeks or months, whereas y-axis represents the activities to be Raa aerTS a aieeT Tene performed, The bar chart showing activities Ay, Az, Time (Weeks) —e As, Aq is given in Fig. 2.2. Fig. 22. Bar chart. imei iinet — xo32 Eagle's Construction Management and Accouns The length of bar indicates the duration or time y example, activity Aj takes 3 weeks to complete, whereas activity Aa takes only WO Weeks 1 complete, It is also important to note that activities Ay and Az can be started simultaneously, Whereas activity A3 can be started only after completion of activity Ag D> 2.12. REPRESENTATION ON GANTT CHART (BAR CHART) — A PROBLEM A construction project involves site clearance, digging foundation, erecting side boards op shuttering and pouring concrete mix. The time taken by each job is shown below ; () Site clearance : 2 weeks (ii) Digging foundation : 10 weeks (iii) Erecting side boards ; 8 weeks (iv) Pouring concrete ; 13 weeks Represent the above activities on a bar chart. Solution : It is to be noted that if all the above activities are taken one after another, the total time taken by the project is 2 + 10 + 8 + 13 = 33 weeks. However, the total time taken can be reduced if certain activities are started simultaneously. For example, erecting of side boards can begin after half of foundation has been dug. Similarly, pouring of concrete mix can be started, after half of shuttering work is completed. The bar chart is shown below in Fig. 2.3. Activity A — Site clearance Activity B — Digging foundation Activity C — Erecting side boards Activity D — Pouring concrete taken by an activity to complete, j, A o 0 2 4 6 @ 10 12 14 16 18 20 22 24 Fig. 23. ‘Thus, we notice that, by starting few activities simultaneously, the total time taken by the project is reduced 10 24 weeks. 3 (i) It is very simple and compact graphical representation, (ii) Wt is ideally suited for small scale projects, Gi) It helps in quick estimation of time and money. (iv) It requires less skill and training work.it. ak. eee Construction Planning 9 (v) Itis very easy to draw, (vi) By simultaneously drawing estimated and actual progress bars, the progress of work can be easily reviewed, (vii) It helps to reschedule or replan the work on the basis of field progress. 2.14. DRAWBACKS OR WEAKNESS IN BAR CHARTS (LIMITATIONS) The pictorial representation of a construction project by bar charts have following drawbacks or disadvantages : 1, It does not depict clearly the inter-dependency or inter-relationship between varidus activities of a project. For example in Fig. 2.3, it is clear that activity B ie. digging of foundation will start only after activity A i.e. site clearance is over. However, the bar chart does not explain or reveal, what would happen to activity B, if site clearance is delayed by 1 or 2 weeks due to certain unexpected difficulties (unforeseen events). 2. A bar chart cannot act as effective control device, as it does not show the actual progress of a work. However, modifications in bar chart method can be made to show the actual progress of work as shown below ; (a) By drawing two parallel bars showing estimated and actual progress work. A Ea fe Estimated progress we 0° 2 ah” 6) a ofo hiaprda Time in weeks ——> Fig. 2.4. (6) By partially filling in the blank bars. “aaa [i extrata prooens il ss ve 0 2dr. 4s MOMS Time in weeks ——> Fig. 2.5. 3. The proper sequence of operations under one activity or job is not revealed. For example, in Fig, 2.3 activity D is pouring concrete. But, it gives no idea about material supply, form work erection, pouring of concrete, testing etc.ction Management and Accounts 4. It gives no idea about the critical activities or activities lagging behind, which should be specially taken care off. 5. It does not report about the actual percentage of work completion. The bar represents only activity and its duration ; it does not show any event in-between. ; 6. It does not reflect the uncertainties in the duration times estimated for various jobs of the project. For example, if any activity is delayed by sometime due to certain reasons, rescheduling of events will be necessary, which is not reflected in bar chart-system. > 2.15, MILESTONE CHARTS harts (Gantt charts) and have been devised Milestone charts are the modified form of bar cl to remove certain shortcomings or weaknesses. This modification method of changing long bars into key events for identifying progress of work is termed as milestone system. The milestone charts are important connecting link, showing transformation of Gantt charts into network techniques like PERT and CPM. This system was developed in the year 1940. Milestones may be defined as important key points or major events in time, which can be easily identified on completion as the project progresses. ‘A milestone chart is constructed by breaking down long term activity of ar chart into several specific events, Each event of milestone chart is properly numbered and explanatory note is added for identification. ‘The Fig. 2.6 given below shows the bar chart and the milestone chart for the same project work. @ @ B a 2.16. ADVANTAGES AND DISADVANTAGES OF MILESTONE CHARTS ‘A milestone chart has following advantages over a bar chart ; Advantages : (i) It clearly shows the progress of work with the help of events. (ii) The proper sequence of operations within one activity is known, (iii) The progress of work completion can be reported in actual percentage. (iv) It increases the awareness of inter-dependencies between different mks, (v) The key events are in actual chronological order i.e. datewise sequence,Construction Planning ia Disadvantages : (The main disadvantage of milestone chart is that, it does not reveal the inter-dependencies between events like that of bar chart (ii) The events are depicted in only chronological order, but the logical or true sequence of events is unknown i.e, which event is to be performed in advance of other events. The above drawbacks were removed by the invention of network techniques like PERT and CPM. These management tools show the logical sequence of events connected by arrows. 2.17. PERT AND CPM NETWORKS (INTRODUCTION TO NETWORK TECHNIQUE) The network approach to planning and scheduling of activities is a major advancement in construction management. The method or technique through which large complex projects can be broken down into smaller, but individual specific events and arranged in a logical sequence of events is termed as @ network technique. The two important management techniques are ; () PERT (Program Evaluation and Review Technique) (ii) CPM (Critical Path Method). Some other useful programmes which have application in network planning are PEP (Programme Evaluation Procedure), LESS (Least Cost Estimating and Scheduling) and SCANS (Scheduling and Controlling by Automated Network System). § 2.17.1. Important characteristics of network techniques PERT and CPM are the two important management tools, that have been widely accepted in recent years, The chief characteristics of these tools are given below ; (a) It helps in planning scheduling and controlling of all activities (6) It helps to co-ordinate various activities within the project and successfully achieve the desired objectives in time. (©) It helps in idemtifying those key events or jobs, which control the project completion. (@) It helps to reduce the total time taken by the project to execute. (@) These can be adequately used for large projects, unlike bar and milestone charts. (The two basic elements of network planning are the activities and the events. The activity is the time consuming part of the project work representing a job, whereas event is the Fig. 2.7. Basic network elements.i. Construction Management and Accounts ee denoted by arrows and the events deginning or end of the job. The activities eee connected in a logical sequence, they circles or rectangles. When activities and even form a network. > 2.18. PERT : BERTIE GGE co. icc orecrk eechetewe of, mamouetmets S0leiCe: TERY tnd fe Program Evaluation and Review Technique. In this network technique, nay epee is laid upon the beginning or completion of events, rather than on activities or jot eee drawback of this system is that the activities taking place in-berween events are not SPESING TOF example, event oriented network is shown below ; Digging = foundation clearance completed Colima Fig. 2.8. PERT network. Thus, we see that, the above network shows only start or completion of events. It does not consume time or resources. » 2.19. CPM CPM is an activity based network technique used 10 analyse management problems. CPM stands for Critical Path Method This network technique is built on the basis of activities or jobs involved, whereas PERT puts emphasis on events. This technique was devised by M.R, Walker and J.B. Kelley of U.S.A. in the year 1957 for planning and scheduling purposes. For example, CPM networks are shown below ; Fig. 2.9. CPM network,np itil ee GU a Construction Planning 2.20. DIFFERENCES BETWEEN PERT AND CPM ~The major differences hetween PERT and CPM network techniques are given below ; PERT : 1, It is an event oriented network. 2. It uses three time estimates for each activity /.e. optimistic time, Pessimistic time and most likely time estimates. Thus, it fairly considers the uncertainties involved in time estimation. = SS a” 3. In this network, times are not related to costs. 4, It is less deterministic model system than CPM. CPM : 1. It is an activity oriented network. 2. It uses only one time estimate for different activities i.e. it does not take imo account the uncertainties involved in the estimation of time for the execution of a job, 3. In this network, times are related to costs, 4. It is more deterministic model, as no uncertainties are taken into consideration. 2.21. SOME IMPORTANT DEFINITIONS USED IN NETWORK TECHNIQUES 1. Activity : It indicates time consuming part of a project. 1 may be defined as the performance of a particular job or task which consumes time and resources, It represents a special job such as digging of foundation. It is denoted by an arrow. Activity is connected in between events. The tail of the arrow shows beginning of the activity and the head of the arrow shows the end of the activity. Fig, 2.10. 2. Event : It is also termed as a node. It is defined as the beginning or end of a job or activity. I only represents start and the completion of a particular job and does not consume any time or resources. Start fabrication Fig. 2.11. The events are denoted by circles or rectangles.Construction Management an and events of a proje: : Ne Network 1 When all she aeivites ap ; Project are connected tage Yogical and sequential manner, they fon U ACLWOFR, A network connected hy actiy fy the basic document of a network bived munugement sclence, er ies and ea Ma-® Fig. 2.12. A network, 4. Work breakdown structure ; A structure which establishes the hierarchical order, op division of system into clement components is termed as work breakdown structure, Thus, ed OPeration in A project must be broken down into key segments or key points for effective Planning and control, Kor example, work breakdown structure is shown below ; Fin smbly unit ‘Subs ; ‘ i Fig. 2.13. Mis helped the managers and engineers in achieving lose! lestone charts to CPM and PERT networks. §: Dummy «An activity connecting two events, which does not consume any tine eapendliure of cher revounces, hu any depicts ta, event following it cannot be started a Be Dreceane fet 1 Cobleted Is ered ax day arto, ih is gevatally (rep : doued line, Hor exunple, dunimy wctivity iy shown below in Big. 2.14 (d). ‘The work breakdown structure ty ansformation and continuity tron aniExcavation Bhurtering Excavation completed (o) Fig. 2.14, 6. Optimistic time estimate (¢,) : The minimum possible time in which a job or operation can be completed under ideal existing conditions is termed as optimistic time estimate. It is the ideal assumed time in which a project never completes, as no provisions are made for delays or setbacks in arriving at this estimate. It is denoted by to. 7. Pessimistic time estimate (f,) : The maximum possible time taken by an activity 10 accomplish its job under worst conditions is termed as pessimistic time estimate. It is denoted by tp. The pessimistic time estimate is calculated by considering the existence of abnormal conditions in which everything is went wrong. 8. Most likely time estimate (1) : It is the time estimate which lies in-between the optimistic and pessimistic time estimates and is the most usual time taken by the activities under normal conditions. It is denoted by 4. The above three estimates are calculated in PERT planning only, whereas in CPM networking, there is only one single time estimate. The time estimates f, fy and 1, are shown in figure below ; IAN, Fig. 2.16.i. . = onstruction Management and pg, n view of three time estinutes in PERT oe ly expected time or Average time ( ime or average (Hme for me completion of an activity, Wis denoted ty 4, 9. a term known as expected tl It is defined as the average time taken It is given by the equation has been introduced. 1, +4 +4 ue aoa is important equation used The above equation in PERT newworking is the most © dem the expected or average time of completion of job from the three estimates, ing 10. Critical path : In any network analysis, there are always (wo oF more paths represent series of activities in a logical sequence. The path which determines the maximum time required to complete the project is termed as critical path. I is the longest path in the network, which consumes maximum resources — time, men oF material in a projec. Taye ian Fig. 2.16. In the network shown above in Fig. 2.16, there are two alternate paths for projet accomplishment on the basis of expected time (,). At1-2-4-5-6=54+64+545 = 21 days B31-3-5-6=5+7+5 = 17 days ‘Thus, path A is ‘critical path’ having project completion time of 21 days. It should be either shown in red ink or with double lines. 11. Earliest expected time (Ty) + It is very important to note that all the time estimates = the optimistic, most likely and the pessimistic time, including the expected time (), refer © & ‘activity or job connecting two events. However, the earliest expected time refers (0 events. [tis also termed as earliest event time. It may be defined as, “a time when an event can be ere to be completed”. Mt is denoted by Ty, I may be understood that no event can be com complete, until all the activities leading (0 that event are completed, It is calculated by audi Fig. 2.17,Goninon Precaing a“ sum of expected times (I) of the activity paths leading to that event. For example, the network is shown below in Vig. 2.17. Consider activity path 1 - 2 - 4, the earliest expected time for event (4) is 5 + 6 = 11 days. For activity path 1 - 3 - 4, the earliest expected time for event (4) is 6.5 + 7.5 = 14 days. But as it has been stated that no event can complete until all activities preceding wo it are completed, therefore the earliest expected time for event (4) is 14 days. On the other hand, we can say that earliest expected time in a network for a particular event is always along the critical path, 12. Latest start time (Ty) : It is another time estimate related to an event. It is defined as, “the latest time by which an event must take place to keep the project on schedule”. it is denoted by Ty. In other words, it is the unit of time which can be tolerated for any event to complete due to unexpected delays. See Fig. 2.18. Note : The difference between latest start time (T,) and earllest expected time (T,) is known as slack time. Slack time = T, - Tg. 13. Contractual obligation time (Ts) : It is the fixed or alloted total time for a project to complete as per the initial contract. It is denoted by Ts. Thus, it refers to the time for the completion of end event. Consider the network below. Let Ts for the project is 15 days. T,=0 Te = 6 days Te = 13 days T= 2days T= 8 days Fig. 2.18. =T5= 15 days ‘The earliest expected time is 13 days. Event (2) cannot occur later than (15 - 7) = 8 days, because end timing of project is fixed. Thus, T,, for event (2) is 8 days. Similarly, for event (1) Ty is 2 days. Thus, the maximum toleration for event (1) to occur is 2 days to complete the project in time. 14, Duration (D) : /t is the estimated units of time expressed in hours, days, weeks or months required 10 perform an activity. It is generally denoted by D. 15, Earliest Start Time (Tys) : It is the earliest time at which an activity can be started. It is equal to the earliest expected time (Tp) of the preceding event i.e. tail event. For example, Tps of activity B in Fig. 2.18 is 6 days and Tps of activity A is zero. 16, Earliest Finish Time (Tgp) : It is the earliest time at which an activity can be finished. It is given by, Ter = Te of tail event + D of forward activity. For example, Trp of activity B in Fig. 2.18 is 6 + 7 = 13 days and Ter of activity A is 0 + 6 = 6 days. 17, Latest Start Time (Tyg) + It is the latest time by which an activity may be started without causing hindrance 10 the completion of project. It is given by, Tis = Tir - Dtaps Conarvcton Merageret od econ gi Ts Or ey AH 2 days andy ‘ome ee rei ae Nhe tnt tie by which a stv mY Be Fnineg 1 we ae : Ue ce poe gE “T of forward event [.e, head event teeth 7 and Thy of activity B is 15 days, available for the completion of miegeati nin s : ww the diflerence torn time for an activity minus «iat: Later a ae a cae finish time. From Fig, 2.18 : Fr ine fr acy B= Lae a tne - East wart ne Tis -Tes = 8-6 = 2 days Latest finish time ~ Earliest finish time etn fh tne Te) of 7 Te. fre ft for scivty A ia Fa 2.18 : Sita, Toul oa for avy B > TAA TTS 13 = 2 days fut nbd we ate) oF ng AY ng bompkerd 7 ‘under consideration edb-teeth int at eye vig ei * Iadependeat float for an activity = (Eatliest stant time of succeeding activity tan sot poten “ie oan ny 1 may aso be given by Independet float = (Expected time (Te) for succeeding evert = Latest star time (Ty) for preceeding ever) = Darton of sctivty between (wo events Consider the necwork shown below ia Fg. 2.19. ream lott fr vy 1 == (10-0) 10 = 0 Inde fa fr ivy 2-3 = 2-10) 12 = 0 23. Forward and backward pass : Io setwork ss, calculations or computations of ine ei at ade ie vat ono chad io. ‘Consrvton Planing “ When the compusations are made in the forward direcion Le. from leh 10 right, saring va te eae ar tne forthe it cin, tad ts fear psn fered pass, addition of duration of the Job to the carest start time yields the cares fish time. For caleulting earliest expected time (Te). forward pass is used. ‘When the computations are made in the backward direction (2. from rigla to left, sarting from earliest nish time for the fnal acivity. it 13 termed as backward pass. the bactwart ass, subtraction of duration of the job from the eariest finish time yields Ge lest for that job. For cakulating latest sat time (Ty). backward pass is used. > 2.22. SCHEDULING BY NETWORK TECHNIQUES We have already come to koow that bar chars and milestone chars are mot sable Planting and scheduling large scale projecs. For such projects, both PERT and CPM tools een found succesful wo achieve the desired objectives in time. A network is created by comecting various activites and events in a lopial and sequcntial manner, It is worthsocng tht, cerain actives or job can be taken by concurenty, while in some cases, a job cannot be complet unt other job is over. PERT is an ever orem network technique, whereas CPM analysis activity based, Both are excellem techniques in scbeduling of constvction activities. Alibough there are ceruin diferences berween the above technique 2s discused in secon 220, bowever, the distinction between the two networks is fat diminishing. Consider the scheduling of folowing constrection problem, with the help of PERT and CPM analysis. A construction company is looking for a ste 1 set up a consultancy office i 2 posk locality. A suitable building for office is selected. The difference PERT cveas that can be identified are given below 1. PERT network : Event 1 : Site location staned Event 2 : Site location completed Event 3 : Building for consultancy office selected Event 4: Interior renovation started [Event $ : Imerior renovation completed Event 6 : Opening of office advertised Eve 7 : Consultancy office opened frBeene ee | SE? oe “ Eagle's Construction Management ang Thus, we see from the above PERT analysis that events (6) and ® can be taken ear after the building for office has been selected to reduce the overall time of project. 2. CPM network : The various activities for the same problem are given below ; . Activity A : Locate the site for office in a posh locality. Activity B ; Select a building, where consultancy office can be accommodated. Activity C ; Purchase the furniture and complete interior renovation work. Activity D : Properly advertise the opening of office through print and electronic media, Activity E : Open the consultancy office formally. Activity F : Recruit the staff for the office. ; The network for the above activities is given below in Fig. 2.21. Fig. 2.21. X and Y are two dummy activities which consume no time or resources but shows that activity E can only begin after activity D, C and F are completed. 223, FULKERSON’S RULE FOR NUMBERING THE EVENTS IN A NETWORK It is very important in a network technique that events should be numbered in a logiad sequence. The rules devised by D.R. Fulkerson for numbering events are given below in steps : 1. An initial event of network should be numbered as ‘1’ or ‘10°. The initial event is one, which has arrows coming out of it and none of the arrows entering it. eso ere 2. Now, delete all arrows coming out from initial event [1 or 10]. This will create alleast one more initial event. Number these new initial events as “2, 3, 4 cous.” of “Ms 30, 40 eeccsce” 3. Again, delete all emerging arrows from these new numbered events, which will give r8® to new inital evens. Furber, number these evens asin step 2, 4 Continue numbering of events until the last event is reached, which has no arrow come ‘out from it. Last event Fig. 2.23,Construction Planning PROBLEMS RELATED TO NETWORK TECHNIQUES Problem 1. The various jobs or tasks are given below. Identify them as an event or an activity. A manmmooe L bly duyudy Excavate the foundation Shuttering erected Pour the concrete Reinforcement installed Red oxide painted Concrete cured Drive the piles Fix the window frame Solution : zranmmuawe bhuusue L Excavate the foundation (Activity) Shuttering erected (Event) Pour the concrete (Activity) Reinforcement installed (Event) Red oxide painted (Event) Concrete cured (Event) Drive the piles (Activity) Fix the window frame (Activity) Problem 2. Consider a small residential house to be constructed in which the estimated duration for completion of each activity is given below. Draw a bar chart showing the various activities and give estimate about the total time for completion of project. A Acc raAtmMoo® Hhbibuduourva a Excavation > © days) Lean concrete > @ days) Masonry work > (20 days) Constructing door frames > (10 days) Constructing window frames > @B days) Roofing > (5 days) Plastering > (16 days) Flooring > (10 days) Making shutters of doors and windows > (18 days) White washing and painting > (10 days) Cleaning > (6 days)Construction Management fo “ i below ; Solution : The bar chart is given : ‘The total time for completion of project 48 seen from bar cl Bar chart eH HI eH 0 2 4 6 & 10 12 14 16 18 20 22 24 26 2830 32 34 36 98 40 42 44 46 4850 52 54 56 58 60 621 — Time in days Fig. 2.24. Problem 3. Determine the expected time or average time of the following activities sho in table below ; j Solution : The expected time (,) for each activity ean be ty +41, 1. For site clearance (1) 5 "40 ~ Seeaioeis calculated as below = 10.17 say 1Construction Planning 47 a 10 2. For digging excavation (,) : weaniers = 17.67 say 18 days. 3, For erecting side boards (t,) : wes = 14 days. 12 4. For pouring concrete (f,) : Bias = 20 days. 74+4x12+18 5. For curing concrete (t = 12.17 say 13 days. 6 Problem 4. Determine the c path of a network system shown in the Fig. 2.25 below. Mark this path in double line. (Time is in days) Fig. 2.25. Solution : Critical path is determined by computing sum of expected times (te's) for each path, As the critical path consumes maximum time, men or material (j.e. resources), therefore it is the path with longest duration. The sum of f,'s is known as earliest expected time (Te). It is calculated as below ; Path X = 10 - 20 - 50 - 80 Path Y = 10 ~ 30 - 60 - 80 Path Z = 10 - 40 - 70 - 80 Earliest expected time (¢ S.No.| Path Te = (be, + bey + bey) 1 x 39.84 2, x! 43.01 3 Zz 41.66 ‘Thus, Y is the ‘critical path’ having longest duration of 43,01 say 44 days. It is shown with double lines.4s Construction Management Problem §. Number the events in the network given below in Fig. 2.26 wie ‘of Pulkerson’s rules, Fig. 2.26. Solution : Applying Fulkerson’s rules, the events can be numbered in the above shown below ; Sched at which nai ing of construction work is ca as or event of | time, Scheduling may be defined as ; ry after planning to eampleed In sme and in convenient and sysiemare