Planning and Scheduling

CONSTRUCTION PLANNING
AND SCHEDULING
G R O U P 3
Planning and Scheduling

CONSTRUCTION
PLANNING

>> Planning in construction is necessary to ensure proper

utilization of humans and material resources to achieve the
objectives of the project.

>> Construction planning is an important step when building a

structure because it outlines the project and provides
guidelines to ensure the project is a success.

>> Plan includes the estimates, budget, time schedule, sequence

of completion of each part of the project, manpower planning ,
plant and equipment.
Planning and Scheduling

Preconstruction Planning
>> Must be viewed as an opportunity to design and build the project on
paper before actual construction.

>> Allows all entities involved to visualize the process and make necessary
provisions to coordinate it .

>> Provides an estimate of the time required for each portion of the project
as well as the total project.
>> Forms the basis for managers to issue instructions to the subordinates .

>> Establishes the planned sequence for the use of personnel, materials,
equipment, and money.
 Planning and Scheduling

Object of Planning
>>To execute work in an organized and structured manner.
>>To know the cost associated with each activity.
>>To reduce rework.

>>To establish quality standards.

>>To provide basis for monitoring and control of project work.
>>To know the duration of each activity.

>>Proper selection of equipment and machinery.

>>To arrange proper safety measures such as proper ventilation, proper

arrangement of light and water.

 Planning and Scheduling

Principles of Planning

>> The plan should provide information in readily understandable

form.

>> The plan should be realistic.

>> The plan should be flexible.

>> The plan should serve as a basis for project monitoring and

control.

>> The plan should be comprehensive.

 Planning and Scheduling

Construction Project Planning

Project planning is a logical process to ensure that the work of project is carried out:

• In an organized and structured manner.

• By reducing uncertainties to minimum.

• By reducing risk to minimum.

• By establishing quality standards.

• By achieving results within budget and schedule time

 Planning and Scheduling

Steps to prepare Project Plan

• The first step of project planning is to clearly define the problem to be solved by the

project.
• Once the problem is clearly defined, the next step is to define the project objectives or

goals.

• Developing schedule and cost.

• Identify project deliverables.

• After identifying the deliverables, these are subdivided into smaller activities to enable

developing schedule and cost estimates.

 Planning and Scheduling

Steps to prepare Project Plan

• Step to estimate activity resources, activity duration and develop schedule.

• Step to estimate cost and develop budget based on project deliverable and schedule.
• Supporting plans such as quality management, human resources, communication, risk

management and procurement/ supply management are simultaneously developed.

• Steps to compare the plan compliance with original project objectives.

• The plan is updated to meet original objectives/ goals.

• The project is launched based on this plan.

Arowwai Industries

Activities involved in Construction

Planning
>> Defining the scope of Work.
>> Identifying activities involved.

>> Establishing Project duration.

>> Defining procedure for controlling and assigning resources.

>> Developing appropriate interfaces.

>> Updating and revising plans.
Arowwai Industries

Types of Plans
DIFFERENT TYPES OF PLANS
1. Project Conceptual Plan

2. Project Preliminary Plan

3. Detailed construction Plan

4. Time Plan

5. Manpower Plan
6. Material Plan

7. Construction Equipment Plan

8. Finance Plan
Planning and Scheduling

SCHEDULING

4 important Resources for all Work :

• Materials
• Man

• Machinery

• Money

- Scheduling is a mechanical process for setting the various planned

activities in order by fixing the starting and finishing date of each activity
of the work .
Planning and Scheduling

Uses of Scheduling

• It gives quantity of work involved, labor, materials and equipment of

each work.
• The actual progress of the work can be checked.

• The project can be carried out in a systematic manner using the

scheduling.
Planning and Scheduling

Advantages of Scheduling

• Alternate method of construction can be examined at the planning

stage and most economical methods can be chosen.

• It gives clear idea regarding the required men, materials and equipment

at different stages of the work.

• Cost control study.

• Arrangement of different materials.

• Actual Progress schedule.

• Requirements of Funds during various stages of work.
• Total time required for completion of project is known.
 Planning and Scheduling

Types of Schedule
>> Construction Schedule
>> Material Schedule
>> Labor Schedule

>> Equipment Schedule

>> Expenditure Schedule.
Planning and Scheduling

The Work Break down

Structure (WBS)
• An organizational tool for complex projects
– A first step in creating a schedule

– Useful for defining the Scope of Work

• After decided how to do the work

• Consists of:

– Goal statement for project

– Subdividing goal into smaller & smaller portions

Planning and Scheduling

Example of WBS
 Methods Of Scheduling
Scheduling can be done by different methods depending on the size of the
project. The methods used are:

01 02 03

Gantt Charts Milestone Charts Network Analysis

-Gantt chart is a matrix of rows and
columns. The time scale is indicated
along the horizontal axis. Activities
are arranged along the vertical axis.
-Gantt charts are usually used to
represent the project schedule.
Gantt charts should be updated
periodically.
-Milestone chart is a horizontal In network analysis, complex
chart that marks the most important projects are broken down into
steps of your project. Each smaller activities or tasks, which are
milestone your team achieves brings then organized according to a
you closer to completing the sequence.
project. A milestone chart is also a
great way to show project
stakeholders how your project is
progressing.
 1. Gantt Charts
• Henry L Gantt (1861 – 1919) around 1917 developed a system of bar

charts for scheduling and reporting progress of a project. These charts

latter were known as Gantt Charts.

• Gantt chart is a matrix of rows and columns. The time scale is indicated

along the horizontal axis. Activities are arranged along the vertical axis.

• Gantt charts are usually used to represent the project schedule.

• Gantt charts should be updated periodically.

 1. Gantt Charts
• For example,

“Task A” is land preparation,

“Task B” is procurement of inputs etc.

- Land preparation (Task A) takes five days starting from day one.

- However, in practice the time scale is superimposed on a calendar

i.e., if land preparation starts on 1st March it would be completed by 5th

March.
1. Gantt Charts
 2. Milestone Charts

• Milestone chart is a modification over the original bar chart.

• The beginning and end of the activities or tasks are termed as

milestone.
2. Milestone Charts
 3. Network Analysis

• Network analysis is the synthesis of two most useful techniques of project

management i.e. Program Evaluation Review Technique (P.E.R.T )and

Critical Path Method(C.P.M.)

• A contemporary of PERT is CPM and was developed in connection with
maintenance and construction work.

• Both CPM and PERT describe the work plan of project where arrows and

circles respectively indicate the activities and events in the project.

 3. Network Analysis
Difference between PERT and CPM
PERT CPM
PERT is event oriented.. Three-time estimates are possible for activities
linking up two events.

PERT is probabilistic. CPM is deterministic.

PERT is primarily concerned with time only CPM places dual emphasis on project time as
well cost.

PERT is generally used for projects where time CPM is used for projects which are repetitive in
required to complete the activities is not known nature and comparatively small in size.
a priority. Thus PERT is used for large of
projects

Three-time estimates are possible for activities

linking up two events. One time estimate is possible for activities
 3. Network Analysis

Two types of notations used in the network diagram. They are as under,

1. Activity-on-Arrow (AOA),

2. Activity-on-Node (AON).

* Before drawing the network, it is necessary to ensure that:

• The project has a unified starting and ending point.

• Networks should be continuous (i.e., each activity except the first and the
last has both preceding and succeeding activities).
 3. Network Analysis
Activity-on-Arrow (AOA)
In this method, the arrows represent activities while the nodes

represent the start and the end of an activity (usually named as events).The
length of the arrow connecting the nodes has no significance. When one

activity depends upon another, both appear on the diagram as two arrows

having a common node.

Activity-on-Node (AON).

In this method, a box (or node) is used to show the task itself and the

arrow simply show the sequence in which work is done

3. Network Analysis
Difference between AON and AOA
 3. Network Analysis

Dummy Activity -An activity (represented by a dotted line on the arrow

network diagram) that indicates that any activity following the dummy

cannot be started until the activity or activities preceding the dummy are
completed.
 3. Network Analysis

REPRESENTATION OF ACTIVITY
E. S = Early start time an activity can start with

E. F = Early finish time that an activity can finish with

A ES EF
E. F = E.S+ Duration (ACTIVITIES)

T LS LF
L.S = Latest start time that an activity can be start (DAYS)

L.S = L.F - Duration

L.F = latest finish time that an activity can be finish

Total float time (T.F). The float for an activity is the amount that its duration can slip

without causing the project to be delayed. T.F= L.F - E.F or L.S – E.S
 3. Network Analysis

DETERMINING THE CRITICAL PATH

• Step 1: Make a forward pass through the network, compute:

– Earliest Start Time (ES) - This is the earliest time an activity can begin without
violation of immediate predecessor requirements.
– Earliest Finish Time (EF) - This represent the earliest time at which an activity

can end. The project completion time is the maximum of the Earliest Finish Times

at the Finish node.

 3. Network Analysis

• Step 2: Make a backwards pass through the network, compute:

– Latest Finish Time (LF) - This is the latest time an activity can end without
delaying the entire project.
– Latest Start Time (LS) - This is the latest time an activity can begin without
delaying the entire project.
 3. Network Analysis

• Step 3: Calculate the slack time for each activity by:

Slack = (Latest Start) - (Earliest Start),
or
= (Latest Finish) - (Earliest Finish).

A critical path is a path of activities, from the Start node to the Finish node,
with 0 slack times.
3. Network Analysis
Planning and Scheduling

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