CIE 531

Project Planning and Scheduling

Lecture 2
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 Project Life-Cycle

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Project Life-Cycle
Owners must be very concerned with the quality of the finished product as well
as the cost of construction itself.
Since facility operation and maintenance is a part of the project life cycle, the
owners‘ expectation to satisfy investment objectives during the project life
cycle will require consideration of the cost of operation and maintenance.
Therefore, the facility's operating management should also be considered as
early as possible, just as the construction process should be kept in mind at the
early stages of planning and programming

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Project Life-Cycle
 The project life cycle may be viewed as a process through which a
project is implemented from beginning to end.
 This process is often very complex; however, it can be
decomposed into several stages
 In making choices, owners should be concerned with the life cycle
costs of constructed facilities rather than simply the initial
construction costs
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Project Life-Cycle

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Preconstruction phase
 The preconstruction phase of a project can be broken into
 conceptual planning
 schematic design
 design development
 contract documents.

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Conceptual design
Very important for the owner.
During this stage the owner hires key consultants including the
designer and
project manager, selects the project site, and establish a conceptual
estimate, schedule, and program.
The owner must gather as much information as possible about the
project.
The most important decision is to proceed with the project or not.
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Schematic design
During this phase, the project team investigates alternate design
solutions, materials and systems.
 Completion of this stage represents about 30% of the design
completion for the project

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Design development

Designing the main systems and components of the project.

Good communication between owner, designer, and construction

manager is critical during this stage because selections during this
design stage affect project appearance, construction and cost.
This stage takes the project from 30% design to 60% design.

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Contract documents
 Final preparation of the documents necessary for the bid package
such as the drawings, specifications, general conditions, and bill of
quantities.
 All documents need to be closely reviewed by the construction
manager and appropriate owner personnel to decrease conflicts, and
changes.
 With the contract documents are almost complete; a detailed and
complete cost estimate for the project can be done.
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Procurement phase (Bidding and award phase)
 The project formally transits from design into construction.
 This stage begins with a public advertisement for all interested
bidders or an invitation for specific bidders.
 In fast-track projects, this phase overlaps with the design phase.
 If the project is phased, each work package will be advertised and
bid out individually.
 It is very important stage to select highly qualified contractors.
 It is not wise to select the under-bid contractors.
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Construction phase
The actual physical construction of the project stage.
This stage takes the project from procurement through the final completion.
It is the time where the bulk of the owner’s funds will be spent.
It is the outcome of all previous stages (i.e., good preparation means smooth
construction).
The consultant will be deployed for contract administration and construction
supervision.
Changes during construction may hinder the progress of the project.
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Closeout /Hand Over phase
 Transition from design and construction to the actual use of the
constructed facility.
 In this stage, the management team must provide documentation,
shop drawings, as-built drawings, and operation manuals to the
owner organization.
 The as-built drawings are the original contract drawings adjusted to
reflect all the changes that occurred.

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Closeout /Hand Over phase
 Assessment of the project team’s performance is crucial in
this stage for avoiding mistakes in the future.
 Actual activity costs and durations should be recorded and
compared with that was planned.
 This updated costs and durations will serve as the basis for
the estimating and scheduling of future projects.
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Project planning and scheduling
Project planning is the process of identifying all the activities
necessary to successfully complete the project.
Project scheduling is the process of determining the sequential
order of the planned activities, assigning realistic durations to
each activity, and determining the start and finish dates for each
activity.

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 Project planning and scheduling overview
 Project planning is a prerequisite to project scheduling because there is no way to
determine the sequence or start and finish dates of activities until they are
identified.
 Planning is more difficult to accomplish than scheduling
 The real test of the project planner/scheduler is his or her ability to identify all the
work required to complete the project.
 For example, the process of developing a well-defined work breakdown structure
(WBS) results in a list of activities that must be performed to complete a project.

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Project planning and scheduling overview
 when the activities are identified, it is relatively easy to determine the schedule
for a project.
 Many methods and tools have been developed for scheduling
 The planner/scheduler must give adequate time and think through the planning
before turning to the computer to generate the schedule.
 The planner/scheduler must give adequate time and think through the planning
before turning to the computer to generate the schedule.

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Project planning and scheduling overview
 Planning establishes the benchmark for the project control system to
track the quantity, cost, and timing of work required to successfully
complete the project.
 Planning is a process and not a discrete activity
 Addition changes can occur which you need in incorporate in the
schedule

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Desired Results of Project Planning And Scheduling

1. Finish the project on time

2. Continuous (uninterrupted) flow of work (no delays)
3. Reduced amount of rework (least amount of changes)
4. Minimize confusion and misunderstandings
5. Increased knowledge of status of project by everyone
6. Meaningful and timely reports to management

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Desired Results of Project Planning and Scheduling

7. You run the project instead of the project running you

8. Knowledge of scheduled times of key parts of the project
9. Knowledge of distribution of costs of the project
10.Accountability of people, defined responsibility/authority
11.Clear understanding of who does what, when, and how much
12.Integration of all work to ensure a quality project for the owner

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 Key Principles for Planning and Scheduling

1. Begin planning before starting work, rather than after starting work
2. Involve people who will actually do the work in the planning and
scheduling process
3. Include all aspects of the project: scope, budget, schedule, and
quality
4. Build flexibility into the plan, Include allowance for changes and
time for reviews and approvals
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Key Principles for Planning and Scheduling
5.Remember the schedule is the plan for doing the work, and it will
never be precisely correct
6.Keep the plan simple, eliminate irrelevant details that prevent the
plan from being readable
7.Communicate the plan to all parties; any plan is worthless unless it is
known

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Responsible Parties

 owner
 designer
 contractor

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Owner/client Responsibilities

 owner establishes the project completion date

 owner should also set priorities for the components that make up the
project i.e. office or workshop
 governs the scheduling of work for both the designer and contractor

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Designer

 design organization must develop a design schedule that

meets the owner's schedule
 a prioritization of work in accordance with the owner's
needs and should be developed
 Schedule produced by the project manager

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 Contractor
must develop a schedule for all construction activities in accordance
with the contract documents.
 The schedule should include
procurement and delivery of materials to the job
coordination of labor and equipment on the job
interface the work of all subcontractors
The objective of the construction schedule
 should be to effectively manage the work to produce the best-quality project for
the owner
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Characteristics of effective planning
 it is based on clearly defined objectives
 it is simple
 it establishes standards
 it is flexible
 it is balanced
 it uses available resources to the utmost.

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Techniques for Planning and Scheduling

 The technique used for project scheduling will vary depending

upon the project's
1. size
2. complexity
3. duration
4. Personnel
5. owner requirements
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Techniques for Planning and Scheduling

The project manager must choose a scheduling technique that

is simple to use and is easily interpreted by all project
participants

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Techniques for Planning and Scheduling
Two general methods
1. The bar chart (sometimes called the Gantt chart)

2.Critical Path Method (sometimes called CPM or network

analysis system).

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Definition Gantt
 The Gantt chart is a simple time-scaled diagram showing timeframes for
activities or areas of work.
 The activities are represented by horizontal lines or bars whose length is
proportional to the time involved .

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General layout

The basic conventions are:

 Time (duration) flows from left to right.
 Activities are listed from top to bottom.
 When used in conjunction with budget graphs, activities may be
listed from bottom to top.

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Sample of a simple Gantt chat

MUKUNI WORK PLAN FOR THE OPERATION OF THE SCHEME.xls

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 Sample of a Gantt chat

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Sample of a Gantt chat

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General uses
 The Gantt chart can be used in conjunction with a
network diagram, particularly with respect to large or
complex projects,
 used independently for projects of a lesser nature

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General uses
pre-tender stage to assist the contractor in early planning and
for assessing resource requirements
Post-tender, during the construction phase, the successful
tenderer can utilize the chart for short-term planning and
monitoring and for controlling finance and progress at regular
intervals.

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General uses
Progress control establishes the following:
 work begun but behind schedule
 work ahead of schedule
 work which has been programmed to start but hasn’t
 information upon which to base financial claims.

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General uses
Gantt charts can be used to establish or derive the following
information:
 the number and sequence of activities
 the estimated duration of each activity
 the estimated duration of the contract
 the estimated start time of each activity
 the number of trades and specialist areas involved
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General uses
Gantt charts can be used to establish or derive the following information:
 the number of tradespersons employed
 the number of semi-skilled and unskilled workers employed
 subcontract work involved
 other resource requirements and scheduling
 estimated person-hours involved in the project, and in each activity
 budget information.
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Advantages Gantt chart
1. Easily understood by most site personnel.
2. Allows a simple and easily read plan of operation to be prepared for site
personnel.
3. Actual performance may be plotted against the plan.
4. Length of bar or line is proportional to time.
5. Readily adaptable to suit a variety of situations.
6. Provides a simple means of communication between personnel involved in a
project.
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 Disadvantages Gantt
1. Activity durations must be known before the chart can be prepared.
2. Does not readily inform of critical relationships/activities.
3. Where floats are not indicated, bottlenecks may result.
4. On large projects, it is difficult to depict the total project on one chart.
5. Does not show interrelated activities.
6. Does not readily lend itself to revision.

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 Layout of a Gantt chart

The Title block

the date the chart was prepared
the title of the project
the name of the person who prepared the chart.
the stipulated duration or due date for completion
name of client.

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Layout of a Gantt chart
the Number column in which is placed a number for each activity on the network
the Arrow column into which the identity numbers of the activity arrows are
inserted (Sometimes needed)
the Operation column – which is for the main ‘trade headings’ only. These
headings can be obtained from the labour constants sheets issued with each
assignment.
the Section column – which lists each activity used in the network. All the
activities should be recorded adjacent to their associated trade heading.

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 Layout of a Gantt chart

the Plant and Materials columns – which are used to indicate the
major items of materials and plant required for each activity.
duration columns – which occupy the remainder of the chart.
 Each of these columns is evenly subdivided – with each
subdivision representing a unit of time, such as a day, week or
month.

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 THANK YOU

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