Introduction

A few questions
1. What is a Project?

2. Is there something unique about
Construction Projects? Why are we the
only ones studying this?

3. What does Project Management entail?
Con-Man
Estimation
Economics
Scheduling
and Control
Contracts
And laws
Materials,
Methods
And Systems
Equipment
Productivity
Safety and
Quality
Claims and
Accounting
OB, HR and
Strategy
Analysis Tools Enable Design
0%
100%
Level of
Influence
Conceptual
Design
Detailed Design
and Implementation
Closeout &
Learning
Expenditure
of Funds
Outcome
Knowledge
Analysis Tools
Outcome
Predictions
The CLT Case


If something can go wrong, it will, and
usually at the most inopportune moment

Murphys Law
Questions

What went wrong?

Why?

What could have been done?
What Went Wrong?
1. Took a long time to figure the problem out
2. Took a long time to procure contractors
3. Roof cutting took longer than expected
4. RC elements were weaker than expected
5. Problems with micro-concreting
6. Shear cracks on beams
7. Delay in deciding upon the lightweight truss
8. Re-sequencing of roofing operations
9. ?

Why?
Unclear Goals
Timeliness? Cost Effectiveness?
Lack of information
Drawings of the building
Poor Planning and Management
Why did testing take so long?
Inefficient system
Does bureaucracy explain why contractors did
not bid?
What could have been done?
Pre-Planning
Decide on the technology and the process
Planning
Updated schedule, parallel activities, resource
requirements
Technology
4D simulations?
Expertise
Use consultants more often
Others.?
Typical Construction Project
Organization
Client
Architect/
Engineer
Prime
Contractor
Sub-Contractors
Vendors
Labor Contractors
Consultants
Consultants
Sequence of Activities
1. Selection of
Architect
2. Creation of
A/E Drawings
3. Bidding/
Contractor Selection
4. Mobilization
Construction
Monitoring
5. Handover
Drawings
Blueprints
Estimates and
Construction
Contracts
Schedule
Method Statements
Checklists
Updates
Inspections
Review Meetings
Commissioning
Move-In
P
l
a
n
n
i
n
g

I
m
p
l
e
m
e
n
t
a
t
i
o
n

C
o
n
t
r
o
l

Project Planning
The Project Lifecycle
Construction Estimates
Permanent Materials
Quantity Takeoffs
Temporary Materials Quantity Takeoffs
Equipment
Method, Productivity
Labour Skill, Productivity
Profits Percentage
Margins/Subcontracts Percentage
Some insights on Construction
Estimates
A very very important part of a construction
project
Mistakes in estimation can ruin a project/company
Not rocket science, however it requires discipline
and care
Some of the most experienced people are in the
estimating department
building the project in your head
The process of Construction
Estimation
Decide to Bid
Receive drawings
Make a visit to the site
Assess temporary works that need to be
done
Estimate quantities
Estimate rates
Add profits and submit bids
What are the basic requirements to
prepare a construction plan?
Activities
Durations
Relationships
Construction Methodology
Resources
.?
WBS Activities
Set up Traffic Detour
Order and Deliver Piles
Excavate for Abutment A
Excavate for Abutment B
Drive Piles for Abutment A
Drive Piles for Abutment B
Construct Abutment A
Construct Abutment B
Place Backfill for Abutment A
Place Backfill for Abutment B
Construct Bridge Deck
Fabricate Structural Steel Girders
Erect Structural Steel Girders
Place Backfill for Approaches
Order and Deliver Rails
Erect Rails
Pave Approach Roadways
Final Inspection

Project Planning Step 1 prepare a
Work Breakdown Structure (WBS)
In order to prepare a good WBS,
you need to have a good
knowledge of construction practices
What kinds of data should you
collect along with an activity?
Quantitative Data
Duration

Cost

Resource Requirements
Qualitative Data
Description

Task Number

Cost Codes
Question 1- How detailed should a
WBS be?
ID Description
10
20
30
40
50
60
Build Foundations
Build Frame
Build Slabs
Fill in Walls
Install MEP
Finishing works
ID Description
10

10.1

10.2

10.3

Draft PO for
excavator
File PO for
Excavator
Notify crew of arrival
of excavator
Hand out safety kit to
crew

Q 2- What Activities do I consider?
WBS
Engineering
Activities
Shop Drawings
Construction of
Elements
Preconstruction
Activities
Permits
Bonds
Insurance
Site Investigation
Materials
Procurement
Sampling
Testing
Order time
Mobilization
Equipment
Labor
Resources,
Formwork
Project
Closeout
Inspection
Housekeeping
Documentation

A WBS should be comprehensive.
There should be no gaps in the job-logic
Another Perspective
WBS
Production
Activities

Excavation
Forming
Pouring
Painting etc
Procurement
Activities

Material Procurement
Lead times
Labor procurement
Equipment Procurement
Financing
Permits, Licenses
Planning
Management
Decisions

Vacations
Induced delays
(Strategic)
Q 3? How do I group activities?
Group Activities according to common
constraints
Erect all walls as one activity?
Erect partition walls, Erect Load Bearing walls as two
activities?
Group Activities that are performed continuously
without interruptions
Place floor slab and flooring tiles?
Group Activities only if they have a predictable
duration
Landscape site?
Split Activities with different resource allocations
MEP Fixtures? Or Plumbing fixtures and Lighting
fixtures
Split Activities by Location or by Quantity

A Planners Profile at the WBS
stage
1. Should not be biased towards a
particular method
2. Should have good construction methods
knowledge
3. Planners often need to interact with field
personnel to prepare a WBS
Life after WBS?
Project Planning Step 1 Define the
WBS

Project Planning Step 2 Obtain
Durations for each activity

Project Planning Step 3 Obtain the
relationships between activities
What a WBS might look like
ID Description Duration
(days)
Depends
Upon
10
150
160
290
300
420

Secure permits
Prepare shop drawings
Fabricate Ducts
Procure Controls
Assemble Samples
Set up office trailer

5
5
30
15
3
10

-
130
150
-
290, 150
10

Tool 1 GANTT Charts
Invented by Henry L. Gantt in 1910
and used in WW-I, Hoover Dam etc
Also called Bar Charts
Components of a Bar Chart
Task with a Short
Descriptive title
(Obtained from WBS)


Time-Scaled Bars
Compact Base Course
Jan 10
Jan 15
Preparing a Gantt Chart
Obtain Activities and Durations
List activities in increasing order of start date
Bars should be time-scaled
Usually represent earliest start and finish dates
More than 100 activities makes it hard to see
Bar charts can show partial project views but entire
schedule should be drawn up at the very beginning
Activities can overlap



Non-Continuous Activities
Weeks
Activities 1 2 3 4 5 6 7
Concrete
3 Phases in one row?
Weeks
Activities 1 2 3 4 5 6 7
Concrete
Discrete Representation
Weeks
Activities 1 2 3 4 5 6 7
Foundation and Slab
on Grade
Lightweight roof
deck
Sidewalks

Gantt Chart with more
information
Percentage Complete
Planned Vs. Actual
Milestones Chart
Disadvantages of a Gantt Chart
Can be very complex to prepare for large
projects
Scheduler is often tempted to work
backwards to make things fit
Need additional tools such as CPM
Early front loading is often done
Construction logic is not easily obtained as
relationships are lacking

What is the relationship
between Activity B and C?
Weeks
Activities 1 2 3 4 5 6 7
Activity A
Activity B
Activity C
C depends on A, not B
Weeks
Activities 1 2 3 4 5 6 7
Set reinforcement for
Grade Beam
Set reinforcement for
Columns
Set forms for Grade
Beam
Advantages of a Gantt Chart
Very easy to understand especially for
unskilled workers and laymen
Can be used as a good summary tool -
especially at review meetings
Can be easily changed
Good for repetitive projects
Ideal for projects that simple, sequential,
with low quality personnel
Using a Gantt Chart for Project
Control
Activity Description Duration
(days)
Cost (Rs)
1 A 3 3000
2 B 3 6000
3 C 4 4000
4 D 5 2000
15000
Step 1 - Create Chart
Days
Activity 1 2 3 4 5 6 7 8 9 10
A
B
C
D
Step 2 - Enter Cost Data
Days
Activity 1 2 3 4 5 6 7 8 9 10
A
B
C
D
Cost of Work
Done (000s)
1 3 3 2 1 1.4 1.4 1.4 0.4 0.4
Cumulative Cost
(000s)
1 4 7 9 10 11.4 12.8 14.2 14.6 15
Percentage (%) 6.6 26 45 60 67 77 86 95 97.5 100
Step 3 - Draw Cost-Completion
Curve
Percentage
Complete
Days
Activity 1 2 3 4 5 6 7 8 9 10
75-100% A
50-75% B
25-50% C
0-25% D
Cost of Work Done
(000s)
1 3 3 2 1 1.4 1.4 1.4 0.4 0.4
Cumulative Cost (000s) 1 4 7 9 10 11.4 12.8 14.2 14.6 15
Percentage (%) 6.6 26 45 60 67 77 86 95 97.5 100
Thank You