Construction Management

PROJECT TIME MANAGEMENT

DR. SAMIA ALI
Introduction PROJECT TIME MANAGEMENT
 WORKING PLAN IS AVAILABLE
-Project duration requirement
- Resource requirements and constraints.
- Space availability
 “IMPLEMENT THE PLAN” stage
 EXECUTE TIME MANAGEMENT SYSTEM
WHY?
-No plan can ever be infallible.
- No plan can anticipate every future circumstances
-Problems arise that couldn’t have been foreseen.
HOW?
-Establish a progress monitoring and information feedback
procedure.
- Evaluate field performance.
- Compare with established schedule.
- Take actions  bring work back to schedule .
or  modify schedule.

DR. SAMIA ALI

TIME MANAGEMENT SEQUENCE PROJECT TIME MANAGEMENT
Establish Construction Schedule

Measure And Report Progress

Compare Actual Achievement With Planned

Determine Effect On Completion Date

Plan Corrective Actions

Implement Corrective Actions

Update Operational Schedule

DR. SAMIA ALI

Construction Schedule PROJECT TIME MANAGEMENT
KEY DATE SCHEDULE
- For project control purposes a hierarchy of schedule may be
needed, depending on who will use it.
- For owners, A/E, and top-level field manager in terms of
MILESTONE or KEY DATES.

KEY-DATE SCHEDULE
Project Highway Bridge     Project No. 7908-05
scheduled required actual
No. operation
start finish start finish start finish
1 Move in June 25 June 29 June 14 June 16    
2 Excavation July 30 July 7 July 19 August 3    
3 footing No.1 July 6 July 14 July 9 July 19    
4 footing No.2 July 9 July 20 July 22 July 30    
5 Abutment No.1 July 20 July 30 July 20 July 30    
6 Abutment No.2 August 2 August 12 August 2 August 12    
7 Backfill August 2 August 17 August 10 August 20    
8 Deck August 17 August30 August 17 August 30    
9 Cleanup September 8 September 10 September 8 September 10    

DR. SAMIA ALI

Construction Schedule PROJECT TIME MANAGEMENT
DETAILED SCHEDULE
- For immediate work supervisors and subs.
- A projected time program of that particular supervisor work responsibility.
- Covers limited time spans. (2 weeks or 30 days)
- Total float data can be misleading to field supervisors who are involved with only
restricted portions of the project.
GIVE THEM FREE FLOAT ONLY.

Scheduled Scheduled
Activity Scheduled Free Float Actual Start Actual
Activity Duration Completion
Number Start Date (w orking Days) Date Comletion Date
(w orking Days) Date

Move in 30 3 June 25 June 29 0

Make abut. Forms 70 3 June 30 July 2 10
Excavation abut no.1 80 3 June 30 July 2 0
Excavation abut no.2 100 2 July 6 July 7 1
Drive piles abut no.1 90 3 July 6 July 8 0
Forms & steel, foot no.1 120 2 July 9 July 12 0
Drive piles abut no.2 130 3 July 9 July 13 1
Pour foot no.1 140 1 July 13 July 13 0
strip foot no.1 150 1 July 14 July 14 0
Forms & steel, foot no.2 170 2 July 15 July 16 0
Pour foot no.2 190 1 July 19 July 19 0
*Forms & steel, abut no.1 160 4 July 20 July 23 0
Strip foot no.2 210 1 July 20 July 20 8
*Critical Activity
PROGRESS MEASUREMENT PROJECT TIME MANAGEMENT
Activity in progress advancement are commonly
expressed through :
1. Established number of working day requirements to complete
the activity .
2. Estimated % completion of the activity.
3. Quantities of work units put in place.

Time management system is no better than the quality

of the input information.
GARBAGE IN GARBAGE OUT

Requires direct visual observations in the field by

someone familiar with the type of work involved.
P.M.  GOOD
Field supervisor  BAD

DR. SAMIA ALI

PROGRESS MEASUREMENT PROJECT TIME MANAGEMENT
HOW OFTEN ?
1- Balance :

Desirable Feasible

More manag. benefit Cost effort

2- Other reports benefits  Cost control
3- Project characteristics and peculiarities.

BAR CHARTS
- A widely used method for recording job progress for the day to
day time management
- An excellent medium for recording progress information and
current time status for individual
Activities.
- Not a proper tool for evaluating the overall time status of the
project or for planning corrective measures.
DR. SAMIA ALI
PROGRESS MEASUREMENT PROJECT TIME MANAGEMENT
WEEKLY PROGRESS REPORTS
- A common procedure in the construction industry.
- Must include procurement, materials delivery information as will
as the measurement of physical progress.
- Chose a cutoff date, to be selected to serve both time
management and labor cost accounting  TUS. “THR. IS PAY
DAY”
WEEKLY PROGRESS REPORT
Project Highway Bridge Week ending Wednesday, July 21 (working day 27)
Job No. 7908-05 Prepared by Ahmed Khalid
Activity Date Date Working days to
Recent complete
Activity number Started completed complete
Deliver abut. Steel 110 - July 15 100 0
deliver deck steel 115 - - - 13
Drive piles, abut. No.2 130 - - 80 2
Strip footing no.1 150 July 15 July 15 100 0
Forms &steel, abut. No. 1 160 july 16 July 21 100 0
Deliver girders 260 - - - 10

DR. SAMIA ALI

PROGRESS MEASUREMENT PROJECT TIME MANAGEMENT
FIELD PROGRESS NARRATIVE
- To accompany weekly progress reporting.
- Discussion of projected project feature.
general statement about time status .
critical or low float activities in difficulty.
potential trouble spots.
exceptionally well project areas.
Item Network Update Information As Of July 21 (working days 27)
1 Add activity Deliver deck steel.

Anticipated delivery date of deck steel is August 9 (working day 40).

2
Activity 115 requires 40 - 27 = 13 working days to complete.

3 The estimated time to complete activity 130 is 2 working days.

Anticipated delivery date of steel girders is August 4 (working day

4
37). Activity 260 requires 37 - 27=10 working days to complete.

The estimated time to Accomplish activity 290, Deck forms & steel,
5
has been revised upward from 4 to 6 working days.
DR. SAMIA ALI
PROGRESS MEASUREMENT PROJECT TIME MANAGEMENT
Progress Analysis
Concerned primarily with determining the effect of the latest
information on the project completion date and any milestone
goals.

-A quick and simple check for critical activities status.

-Check the possibility of a new critical path  L.S. or L.F. listing
T.F. values

DR. SAMIA ALI

CORRECTIVE ACTIONS PROJECT TIME MANAGEMENT
-Small delays  no action is usually required.
-Time slippage ≈ network time contingency

 signs of danger 
1-Activities fall appreciably behind L.S. schedule .
2- Resource availability delays.
3- Realizing that time durations of future activities have been
materially underestimated.
4- Change logic becomes necessary.

- Use time reduction techniques to bring project back on schedule .

- Corrective measures efficiency are known by incorporating it into a network
updating.
- Periodic job progress meetings enhance time management efficiency .
- weekly, biweekly, monthly.
- Project managers, field supervisors, major subcontractors, material
suppliers, owner representative.

DR. SAMIA ALI

NETWORK UPDATING PROJECT TIME MANAGEMENT
 Making necessary network corrections and re-computing activity
and float times.

 Concerned with determining the effect of schedule deviations and

plan changes on the portions of the project yet to be constructed.

Information needed :
1. New activities to be added.
2. Existing activities to be deleted.
3. Changes in the resource availability and delivery dates.
4. Changes in the job logic .
5. New estimate of the time required to finish unfinished activities.
6. Changes in the scope of work.

DR. SAMIA ALI

PROJECT PROGRESS CURVE PROJECT TIME MANAGEMENT
Use overall job progress as a time
monitoring device. 100%

Total project progress as of a given

PLANNED COMPLETION DATE

CUMULATIVE PROJECT PROGRESS
Planned E.S.
date can be expressed in terms of progress

different cumulative measures :

. Total labor cost. Planned average
progress Planned L.S.
. Total money expended. progress
Actual
. Work quantity put in place. progress

. Total man-hours used.

. Others.

Present
date
0
TIME
 Good for :
. affording a quick grasp of the overall
time condition for owner , A/E, top management.
Limited effectiveness in:
. Presenting time status of the construction project
. No assistance in solving time slippage problems

DR. SAMIA ALI

 PROJECT TIME MANAGEMENT

DR. SAMIA ALI