Chapter 3 Project Planning Scheduling An

Types of Projects 1
No
TYPE 4 TYPE 3
Product R&D and Organizational
Development Project Change Project
well defined
Methods
TYPE 1 TYPE 2
Engineering Applications Software
Project Development Project
Yes
Yes No
Goals well defined
Figure 3.1 Turner and Cochrane’s Goals and Methods Matrix
Chapter 3 - Project Planning, Scheduling and Controlling

Project Planning and Controlling 2
Objectives
- To arrange the activities appropriately
- To make a realistic time scheduling
- To make a resources estimation and planning
- To implement time and cost controlling
- To ease the contract administration

Scheduling Techniques 3
Planning, Scheduling
And controlling Techniques
Bar Linear Balance

Charts Method
Progress Curve Matrix

or S-Curves Schedules
Critical Path
Method (CPM)
Figure 3.2 Techniques of Project Planning, Scheduling and Controlling

Bar Charts 4
Advantages Disadvantages
- Simple graphical - Very cumbersome as the number

- Easy for general comprehension of line activities, or bars
- Wide spread used in industry increases
- Mostly used in small project - Logical interconnections and
- Fairly broad planning and constraints of the various
scheduling tools, so they activities is not expressed
require less revision and - Difficult to use it for
updating than more forecasting the effects that
sophisticated systems changes in a particular
activity will have on the
overall schedule
Figure 3.3 Techniques of Project Planning, Scheduling and Controlling

Bar Charts 5
Table 3.1 Bar Chart for Concrete Gravity-Arch Dam
No. Description Month

1 2 3 4 5 6 7 8 9 10
1 Mobilization
2 Foundation Excavation
Original Schedule
3 Diversion Stage
4 Foundation Grouting
5 Dam Concrete
6 Install Outlet Gates
7 Install Trash Racks
8 Prestress
Actual progress
9 Radial Gates
10 Spillway Bridge
11 Curtain Grout
12 Dismantle Plant, Clean Up

Bar Charts 6
Example 3.1
A project consist of six activities that should be done in a

period of time. Try to create a bar chart to ease the
project planning and scheduling.
Activity A : 1 week, starting from 1 Oct 2014

Activity B : 2 week, starting from 5 Oct 2014
Activity C : 3 week, starting from 15 Oct 2014
Activity D : 2 week, starting from 25 Oct 2014
Activity E : 2 week, starting from 29 Oct 2014
Activity F : 1 week, starting from 5 Nov 2014

Bar Charts 7
Table 3.2 Bar Chart for Example 4.1
No Activity Duration Week

1 2 3 4 5 6
1/10 8/10 15/10 22/10 29/10 5/11
1/10 8/10 15/10

22/10 29/10 5/11 12/11

1 A 1
2 B 2
3 C 3
`

4 D 2
5 E 2
6 F 1

Modified Bar Charts 8
Example 3.2
Data of a project consist of four activities with their

duration and also amount of amount needed for this project.
Create a modified bar chart according to the data above.
No Activity Duration Starting Human Resources Successor

(week) Date (people)
1 G 1 01 October 2014 5 H, I
2 H 2 08 October 2014 8 J
3 I 3 10 October 2014 15 K
4 J 2 22 October 2014 4 K
5 K 2 05 November 2014 3 -

Modified Bar Charts 9
Table 3.3 Modified Bar Chart for Example 4.2
No Activity Duration Human Resources Week

(week) (people) 1 2 3 4 5 6
1/10 8/10 15/10 22/10 29/10 5/11 12/11

5
1 G 1 5
4
4
2 H 2 8
4
5 5 1
3 I 3 15
2 2
4 J 2 4
3
5 K 1 3 Resources (People)

10
0
Duration (week)

Progress Curves 10
Table 3.4 Combination between S-Curves and Bar Charts
No. Description Month

1 2 3 4 5 6 7 8 9 10
100
1 Mobilization
2 Foundation Excavation
Original Schedule
3 Diversion Stage
4 Foundation Grouting
Cumulative progress (%)

5 Dam Concrete
6 Install Outlet Gates
7 Install Trash Racks
8 Prestress
Actual progress
9 Radial Gates
10 Spillway Bridge
11 Curtain Grout
12 Dismantle Plant, Clean Up
0

Progress Curves 11
Step by step to make s-curve
- Calculate cost for each activity

- Calculate total cost for all activity
- Calculate the progress ratio between cost for each
activity and total cost
- Divide those progress ratio equally for each activity
according to its duration
- Add the progress ratio which already divided for each
unit of time
- Calculate the cumulative progress ratio
- Draw S-Curve as a relationship between cumulative
progress ratio and duration of a project
Figure 3.4 Step by Step to Make Progress or S-Curve

Progress Curves 12
Example 3.3
As a bar chart is created in Example 3.1, try to draw a

progress or S-Curve of the project with additional data as
follow :
No Activity Duration Cost
(week) ($ )
1 A 1 1600
2 B 2 2000
3 C 3 6000
4 D 2 4900
5 E 2 3600
6 F 1 2000
Total 20000

Progress Curves 13
Table 3.5 Progress or S-Curve for Example 4.3
No Activity Duration Progress week

Ratio 1 2 3 4 5 6
1/10 15/10
22/10
5/11
(week) (%) 8/10 29/10

100
1 A 1 8 8


2 B 2 10 2.1 5 2.9

10
3 C 3 30 10
10
50
4 D 2 24 6.9 12

5.1
9 9
5 E 2 18
6 F 1 10 10
0
Work progress ratio (%) 10.1 5 12.9 16.9 31 24.1

8
Cumulative wok progress ratio (%) 10.1 15.1 28 44.9 75.9 100

Linear Balance Method 14
Facts about linear balance method
- Also called as Vertical Production Method (VPM)

- Apply best to linear and repetitive operations, such as
tunnels, pipelines, highways etc.
100
ing
ing
p
g
u
gin
g
g
ld
an
nd
in
n
ing
we
ari
cle
in
ch
be
p
str
cle
n
Cumulative progress
ap
tre
wr
& g
tin
(%)
oa
g ,c
testing
ill
nin
ing
backf
ea
ay
Cl
el
pip
0
Time
Figure 3.5 Linear Balance Method for Pipeline

Matrix Schedules 15
Facts about matrix schedules
- Fairly common used on high-rise buildings with

successive floors repeating essentially the same plan.
- The vertical correlation of floors to rows is
immediately obvious to anyone and requires no
explanation (see Table 2.6)
- The chronological, left-to-right flow of each floor’s
operations is east to see (see Table 2.6)
- The logical interrelationships among operations are also
more obvious than in a bar chart
- With some forethought, the vertical columns can be made
to correspond to the specialty subcontractors
Figure 3.6 Facts about Matrix Schedules

Matrix Schedules 16
Sequence of operations on each floor

suspended
decking
Intermediate Operations
frame
ceiling
Place
Install
Erect
carpet
floor
Paint

and

30
29

Building floor
Typical Element
numbers

scheduled start Actual start

scheduled finish Actual finish

scheduled duration Actual duration
2
B1
B2
Figure 3.7 Matrix Schedule for High-Rise Building

Critical Path Method 17
Advantages Disadvantages
- Networks can much more - A little bit difficult to

concisely represent large understand the network system
numbers of activities
- The logical interrelationships
and dependencies among
activities is really shown
- Much more useful for
forecasting and control Types of CPM
- It identify the most critical
elements in the project
- Arrow Diagram Method (ADM)
schedule
- - Precedence Diagram Method
Easy to adjust if any delay is
happen in the project (PDM)
Figure 3.8 Advantages and Disadvantages of Critical Path Method

ADM vs. PDM 18
Table 3.6 Differences between ADM and PDM Method
Item ADM PDM
ES D EF
A
A
LS TF LF
Activity
ES: Early Start LS: Late Start
EF: Early Finish LF: Late Finish
D : Duration TF: Total Float
ES D EF ES D EF
ES A LS 1
Event 1 2 A B
EF LF
LS TF LF LS TF LF

ADM vs. PDM 19
Table 3.6 Differences between ADM and PDM Method (cont.)
Item ADM PDM
Definition
Activity which has not Dummy activity is not used
duration. It is only in Precedence Diagram
Dummy used to show any Method (PDM)
Activity relationship between
activities.
D Function
• If there is a situation
or
where one event is used
to show relationship
more than one activity.
• To show a complicated
relationship clearly

ADM vs. PDM 20
Item ADM
False True
A
Dummy A
Activity
B B
D
or
A C A C
B D B D

ADM vs. PDM 21
Item ADM
1. D is preceded by A only
2. E is preceded by A and B
3. F is preceded by B and C
Dummy
False True
Activity
A D A D
D
or B E B E
C F C F

ADM vs. PDM 22
Item ADM PDM
F - S F – S
Relationship F – F
S – S
S - F
- Critical Path
: A path consist of few activities which will
determine the overall project duration.
1. Es = Ef, or
Critical path
2. Ls = Lf, or
3. Total Float (TF) = 0
- Possible to have more than one critical path
- Activities which lay on critical path cannot suffer
any delay

ADM vs. PDM 23
Item ADM PDM
- Total float
: The maximum amount of time that the activity can be
Total float delayed without extending the completion time of the
overall project.
1. TFx = LSx – ESx, or
2. TFx = LFx – EFx
- FORWARD PASS
: To establish the earliest expected start and
Estimating duration finish times for each activity in the network.
- BACKWARD PASS
: To establish the latest allowable start and finish
times for each activity in the network.

Arrow Diagram Method 24
Note
a : Early Start (ES)A

Forward pass b : Late Start (LS)A
c : Early Finish (EF)A = (ES)B
d : Late Finish (LF)A = (EF)B
A e : Early Finish (EF)B
a c B e
1 2 2 d : Late Finish (LF)B
b X d Y f X : Duration of activity A
Y : Duration of activity B
Forward pass Backward pass

Backward pass
a = 0 f = e
c = a + X d = f – Y
e = c + Y b = d - X
Figure 3.9 Estimating Project Duration using Arrow Diagram Method (ADM)

Example 3.4
Activity Successor Duration

(week)
A B, C 2
B D 3
C E 2
D F 4
E G 5
F H 2
G H 3
H - 1
Estimate the total project duration.

Calculate the total float for each activity in the project
Draw the bar chart according to your calculation

Solution 3.4
5 D 9
2 2
5 9 F
B 4
3 2
0 A 2 11 H 12
1 2 2
2
0 2 2 11 1 12
C G
2 3
4 E 7
2 2
5 3 8
Total Project Duration = 12 weeks

Solution 3.4 (cont.)
Event Activity Duration ES LS EF LF Total Float
(1) (2) (3) (4) (5) (6) (7) (8) = 7-3-4
1 - 2 A 2 0 0 2 2 0 *
2 - 3 B 3 2 2 5 5 0 *
2 - 4 C 2 2 2 4 5 1
3 - 5 D 4 5 5 9 9 0 *
4 - 6 E 3 4 5 7 8 1
5 - 7 F 2 9 9 11 11 0 *
6 - 7 G 3 7 8 11 11 1
7 - 8 H 1 11 11 12 12 0 *
Critical Path : A – B – D – F – H

No Activity
Week
1 2 3 4 5 6 7 8 9 10 11 12
1 A
2 B
3 C
4 D
5 E
6 F
7 G
8 H

Example 3.5
Activity Predecessor Duration

(week)
• Estimate the total
A - 2
B - 1 project duration.
C - 3 • Calculate the total
D A 1 float for each activity
E B 3 in the project
F C 2
G D 4 • Draw the bar chart
H D, E 1 according to your
I D, E, F 2 calculation
J G 1
K H 2
L I 3

2 D 3 G 7
4 1 5 4 9
A J
2
3
00 B 1 E 4 H 5 K 10
0 1 2 3 5 1 8 2 10
3 L
C
3
3 F 5 I 7
3 5 7
2 32
Total Project Duration = 10 weeks

Week
No Activity Total Float
1 2 3 4 5 6 7 8 9 10
1 A 2
2 B 1
3 C 0
4 D 2
5 E 1
6 F 0
7 G 2
8 H 3
9 I 0
10 J 2
11 K 3
Total
12 Project
L Duration0= 12 weeks


Precedence Diagram Method 32
Time calculation for f-s and s-s relationship
Table 3.7 Formula for Calculating Time F-S and S-S
item A-B (F-S) A-C (S-S)
a c e Forward Pass (choose the largest number, if >1)

X Y g
LA-B ESA a 0
A B
EFA c = a + X
b d f h
F-S ESB e = c + LA-B
EFB g = e + Y
ESC i = a + LA-C
EFC k = i + Z
i Z k Backward Pass (choose the lower number, if >1)
LA-C
C LFB h = g
j l LSB f = h - Y
S-S
LFA d = f - LA-B
LSA b = d - X = j - LA-C
Figure 4.10 Time Calculation for F-S and S-S Relationship LFC l = k
LSC j = l - Z
Time calculation for S-F and F-F relationship
Table 3.8 Formula for Calculating Time S-F and F-F

item A-C (S-F) A-B (F-F)
a X c e Y g Forward Pass (choose the largest number, if >1)

ESA a 0
A B
EFA c = a + X
b d f h
ESB e 0
LA-C EFB g = e + Y
EFC k = a + LA-C = g + LA-B

S-F ESC I = k – Z = k – Z
i Z k Backward Pass (choose the lower number, if >1)
C LA-B LFC l = k
j l LSC j = l - Z
F-F
LSA b = l - LA-C
LFA d = b + d
Figure 4.11 Time Calculation for S-F and F-F Relationship LFB h = l - LA-B
LSB f = h - Y
Example 3.6
No Activity Duration Successor Relationship Lag (L)

(week) (week)
1 A 2 B,D A-B (F-S) 0

A-D (S-S) 1
2 B 2 C B-C (F-S) 1
3 C 1 - - -
4 D 1 E D-E (F-S) 0
5 E 1 C E-C (F-S) 2
1. Estimate the total project duration.

2. Calculate the total float for each activity in the project
3. Draw the bar chart according to your calculation

Solution 3.6
0 2 2 2 2 4 5 1 6
L=0 L=1
A B C
0 0 2 2 0 4 5 0 6
L=0
1 1 2 2 1 3
L=1 L=0
D E
3 2 4 4 2 5
Note
Tf
Total Float (TF):
Total Project Duration = 6 weeks Critical Path :

Solution 3.6 (Cont.)
Week
No Activity
1 2 3 4 5 6
1 A
2 B
L=1
3 C
L=1
4 D
5 E

Project Controlling Procedure 37
Project
plan
- What performance measures should be

selected?
Project
implementation
- What data should be used to estimate
the current value of each performance
measure?
Measurement - How should raw data be collected, from
Of work performance which sources, and in what frequency?
- How should the data be analyzed to
detect current and future deviations?
Project - How should the results of the analysis
control
be reported, in what format, to whom,
and how often?
Project
updating
Figure 3.12 Project Controlling Procedure

Project Controlling 38
Design
Main office
Procurement
Construction
Project Site
Implementation of
Project Controlling Subcontract
Figure 3.13 Implementation of Project Controlling in Construction Project

Elements of Project Controlling 39
Forecasting
Elements of
Tools Project Controlling
Budget
Milestone Action Plan
Figure 3.14 Elements of Project Controlling

Controlling vs. Project Phases 40
Cost of Controlling
Result of
Controlling
1 2 3 Project phases
Figure 3.15 Relationship between Result of Controlling and Project Phases

Project Controlling Approach 41
Project controlling
approach
Variants Value
Analysis Engineering
Earned C/S-CSC
Value
Figure 3.16 Relationship between Result of Controlling and Project Phases

Variants Analysis 42
Date of Reporting
1000
Cost Budget
850
Cumulative progress
800
Cost Variant
= 850-600 = 250
600
(Rp)
Disadvantages
It cannot describe
400 both cost and
schedule variants at
the same time
200
0 Month
Jan Feb Mar Apr May Jun Jul Aug Sep Oct
Figure 3.17 Example of Cost Variants Analysis

Earned Value Approach 43
Terms used in Earned value approach
- BCWS (BUDGETED COST OF WORK SCHEDULED)

The value (in monetary units) of the work scheduled to
be accomplished in a given period of time.
- BCWP (BUDGETED COST OF WORK PERFORMED)
The monetary value of the work actually accomplished
within the control period.
- ACWP (ACTUAL COST OF WORK PERFORMED)
The cost actually incurred and recorded in accomplishing
the work performed within the control period.
Figure 3.18 Terms used in Earned Value Approach

PROGRESS and PERFORMANCE’S PARAMETERS
SCHEDULED DEVIATIONS (SV) SCHEDULED PERFORMANCE INDEX (SPI)
= BCWP
= BCWP – BCWS
BCWS
COST DEVIATIONS COST PERFORMANCE INDEX

(CV) (CPI)
= BCWP
= BCWP – ACWP
ACWP
Figure 3.19 Parameter to Measure Project Progress and Performance using Earned Value Approach

Table 3.9 Parameter to Measure Project Progress and Performance using Earned Value Approach
SV CV SPI CPI Description

The project is ahead of schedule
+ + >1 >1
A lower actual cost than budget
The project is on time
0 + 0 >1
A lower actual cost than budget
The project is ahead of schedule
+ 0 >1 0
The project is on budget
0 0 0 0
The project is late
- - <1 <1
Cost overrun than budget
0 - 0 <1
Cost overrun than budget
The project is late
- 0 <1 0
Chapter 3 - Project Planning, Scheduling and Controlling The project is ahead of schedule
+ - >1 <1
Example 3.7
Estimation has been made for concreting work as one of

activity that should be done in a project. The amount of
overall concreting work in the project is about 10.8 m3 (40
columns @ 0.3m x0.3m x3m) with total budget of $1,620. For
the first stage of this work, it is hoped that 20 columns
will be constructed. Determine the three variables BCWS,
BCWP, and ACWP if we use Earned Value Approach to analyze
the project controlling

SOLUTION 3.7
BCWS = $ 1,620 ($ 40.5 for each column)
BCWP = 20 columns is planned to be constructed

= 20 columns x $ 40.5
= $ 810, or
= (0.3 x 0.3 x 3) x 20
x $ 1,620
(0.3 x 0.3 x 3) x 40
= $ 810
ACWP = It is not specified in this example.

It mean that actual cost (ACWP) can be less
or more than budget (BCWP)

Example 3.8
Determine the three variables BCWS, BCWP, and ACWP from a

project report as stated below:
No Activity Budget Scheduled progress (%)
($) per activity
1 Preliminary Work 4,000 100

2 Civil Works & Building 3,000 100
3 Equipment Installation 4,000 40
4 Piping Work 6,000 10
5 Electric 2,000 -
6 Finishing Work 1,000 -
Total 20,000

Solution 3.8
No Activity Budget Ratio Scheduled progress (%)

per
($) (%) per activity project
1 Preliminary Work 4,000 494 100 20
2 Civil Works & Building 3,000 370 100 15
3 Equipment Installation 4,000 494 40 8
4 Piping Work 6,000 741 10 3
5 Electric 2,000 247 - -
6 Finishing Work 1,000 123 - -
Total 20,000 100 46
BCWS = $ 20,000
BCWP = $ 20,000 x 46% = $ 9,200

No Activity Budgeted Week

Ratio (%) 1 2 3 4 5 6
100
1 A 8 Original Schedule

2
B 10

3
C 30

4
D 24
Actual progress
5
E 18

6 F
10

Scheduled Progress (%) 10.5 10 12.5 26.5 26 14.5 0
Cumulative Scheduled Progress (%) 10.5 20.5 33 59.5 85.5 100
Actual progress (%) 5 9 14 19 30 23
Cumulative Actual Progress (%) 5 14 28 47 77 100
Schedule Variants -5.5 -6.5 -5 -12.5 -8.5 0
Figure 3.20 Project is Behind Schedule

No Activity Budgeted Week

Ratio (%) 1 2 3 4 5 6
100
1 A 8 Original Schedule

2
B 10

3
C 30

4
D 24 Actual progress

5
E 18

6 F
10

Scheduled Progress (%) 5 9 14 19 30 23 0
Cumulative Scheduled Progress (%) 5 14 28 47 77 100
Actual progress (%) 10.5 10 12.5 26.5 26 14.5
Cumulative Actual Progress (%) 10.5 20.5 33 59.5 85.5 100
Schedule Variants 5.5 6.5 5 12.5 8.5 0
Figure 3.21 Project is Ahead of Schedule

Time Controlling 52
Factors causing delay in construction project
Procurement of resources which is not on schedule

Inappropriate work capacity
Low productivity
Ineffective project management
There are some redesign and extra work to the project
Bad communication among parties involved in project
Inefficient decision making
Force majeure, etc.
Need an effective supervision

Cost Controlling 53
Example 3.9
Contractor makes a progress report to claim their payment to

owner based on actual progress they made. As stated in the
contract, the agreement is as follow:
Down payment = 15 %
First claim - 25 % actual progress = 20 %
Second claim - 50 % actual progress = 20 %
Third claim - 75 % actual progress = 20 %
Fourth claim - 100 % actual progress = 20 %
Fifth claim, after maintenance period end = 5 %

Cost Controlling 54
Example 3.9 (cont.)
The progress is reporting every month in table below. The

payment will only be paid to the contractor in the first of
a new month after the claim made. Determine the contractor’s
cash flow based on all data given.
Item Month
1 2 3 4 5 6 7 8
Scheduled Progress (%) 5.5 10.5 11 24 18 12 10 9

Cumulative Scheduled
Progress (%) 5.5 16 27 51 69 81 91 100

Cost Controlling 55
Solution 3.9
Item Month
1 2 3 4 5 6 7 8 9 10 11
Progress Payment 15% 20% 20% 20% 20% 5%

UM I II III IV V
Scheduled Progress (%) 5.5 10.5 11 24 18 12 10 9

Cumulative Scheduled
Progress (%) 5.5 16 27 51 69 81 91 100
Variants (%) 9.5 -1 -2 -16 -14 -26 -16 -25 -5 -5 0

Quality Management 56
Definition
All activities of the overall management function that
determine the quality policy, objectives and responsibilities,
and implement them by means such as quality planning, quality
control, quality assurance and quality improvement.
BS EN ISO 8402
Four stages of quality management (BS EN ISO 8402)

Inspection
Activity such as measuring, examining, testing or gauging
one or more characteristic of an entity and comparing these
results with specified requirements in order to establish
whether conformity is achieved for each characteristic

Quality Control (QC)
Operational techniques and activities that are used to

fulfill requirements for quality
Statistical techniques is used to show the trends
where certain problems are occurring, based on data
collection
Quality Assurance (QA)
All the planned activities implemented within the

quality system, and demonstrated as needed, to provide
adequate confidence that an entity will fulfill
requirements for quality

Total Quality Management (TQM)
Management approach of an organization, centered on

quality, based on the participation of all members and
aiming at long-term success through customer
satisfaction, and benefits to all members of the
organization and to society
According to Stephen Robbins, five essentials for TQM :
Intense focus on the customer
Concern for continual improvement
Improvement in the quality of everything
Accurate measurement
Empowerment of employees

Advantages
- Meeting customer requirements

- Communicating customer requirements
- Staying on tender lists and getting new business
- Doing it right first time
Disadvantages
- Bureaucracy
Using - Cost
Quality Assurance (QA)
Figure 3.22 Advantages and Disadvantages of Using Quality Assurance (QA)

TQM
QA
QC
Continuous improvement
Empowering people
Caring for people
Involvement (teams)
Compliance to specification Inspection
Allocating blame
Figure 3.23 Essential of Total Quality Management (Dale, Boaden and Lascelles)

Inspection Quality Control

- Salvage - Develop quality manual
- Sorting, grading, reblending - Process performance data
- Corrective actions - Self-inspection
- Identify sources of non-conformance - Product testing
- Basic quality planning
- Use of basic statistic
- Paperwork controls
1 2
Total Quality Management Quality Assurance

- Policy deployment - Quality system development
- Involve suppliers and customers - Advanced quality planning
- Involve all operations - Comprehensive quality manuals
- Process management - Use of quality costs
- Performance measurement - Involvement of non-production operations
- Teamwork - Failure mode and effects analysis
- Employee involvement - Statistical process control
4 3
Figure3.24 The Four Stages of Quality Management (cont.)

Cost decreases because of:

- Less rework
Improve - Fewer mistakes Productivity
quality - Fewer delays improves
- Snags
- Better use of machine time & materials
Provide jobs and more Stay in Capture the market with better quality and lower price
jobs business
Figure 3.25 The Deming Chain Reaction

Design and Customer

Redesign Research
Receipt and test of materials
Assembly
Suppliers and
Consumers
Subcontractors
Production Inspection
Tests of processes machines, methods, costs
Figure 3.26 The Deming Flow Diagram

Action Plan
Possible change Policy
of plan based Development
on the
diagnosis
Check Do
- Auditing Policy
- Diagnosing
- Reporting Development
Figure 3.27 The Deming Plan, Do, Check, Action (PDCA) Cycle

Voice of
producer
Action Plan
Suppliers and Input Process or Output

Consumers
Subcontractors - Equipment system - Products
- People - Services
- Materials
- Methods
Check - Environment Do
Voice of
customer
Figure 3.28 The PDCA Cycle and A System for Ensuring Customer Satisfaction

Standards of Excellence 66
Standards of Excellence
ISO Deming prize State

awards
9000 (Japan)
President’s award Baldrige award
Figure 3.29 Standards of Excellence

ISO 9000 67
Table 3.10 The ISO 9000 Series of Standards for Quality Management
ISO Reference Subject

9000-1 Guidelines for selection and use of ISO 9000
9000-2 Guidelines for application of ISO 9000
9000-3 Guidelines for application of ISO 9001 to the development, supply &
maintenance of software
9000-4 Dependability management
9001 Model for quality assurance in design, development, production, installation
and servicing
9002 Model for quality assurance in production, installation and servicing
9003 Model for quality assurance in final inspection and testing
9004-1 Guidelines for quality system elements
9004 GUIDELINES
9004-2 Services
9004-3 Processed materials
9004-4 Quality improvements
9004-5 Quality plans
9004-6 Project management
Chapter 39004-7
- Project Planning, Scheduling and Controlling
Configuration management
ISO 9000 68
The clauses of ISO 9000

The construction industry normally follows ISO 9001 and
ISO 9002
ISO 9001
For organization carries out design work
For example : architectural practices, design and
build contractors or subcontractors
Has 20 parts (clauses)
ISO 9002
For organization do not carries out design work
Has 19 parts (clauses)

ISO 9000 69
Table 3.11 ISO 9000 Documents and Their Clauses
Clause Requirement 9001 9002 9003
4.1 Management Responsibility * * *
4.2 Quality system * * *
4.3 Contract review * *
4.4 Design control * *
4.5 Document and data control * * *
4.6 Purchasing * *
4.7 Control of customer-supplied product * *
4.8 Product identification and traceability * * *
4.9 Process control * *
4.10 Inspection and testing * * *
4.11 Control of inspection, measuring and test equipment * * *

ISO 9000 70
Table 3.11 ISO 9000 Documents and Their Clauses
Clause Requirement 9001 9002 9003
4.12 Inspection and test status * * *
4.13 Control of non-conforming product * * *
4.14 Corrective and preventive action * *
4.15 Handling, storage, packaging, preservation and delivery * * *
4.16 Control of quality records * * *
4.17 Internal quality audits * *
4.18 Training * * *
4.19 Servicing * *
4.20 Statistical techniques * * *

ISO 9000 71
Total quality costs
Internal + External
Failure Costs
Costs per Good
Unit of Product
Minimal cost of quality
Costs of Appraisal +
Prevention
100% defective Defect rate Optimal 100% good

Conformance
level
Figure3.30 Minimal Cost of Quality Curve

Primavera Project Planner 3.1 72
Figure 3.31 Activity Codes Figure 3.32 Calendars

Activity Bar
Activity ID
Activity Description
Activity codes
Figure 3.33 Screen Layout of Project SNP1 in Primavera Project Planner 3.1

Figure 3.34 Relationship between Activities

Figure 3.35 Bar Chart

Figure 3.36 Data for Each Activity in The Project

Figure 3.37 Table of Resources Needed in The Project

Figure 3.38 Layout for Project Reporting

Figure 3.39 PERT or PDM View

Figure 3.40 Graph of Resources which Needed in This Project

Chapter 3 Project Planning Scheduling An

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Types of Projects 1

Figure 3.1 Turner and Cochrane’s Goals and Methods Matrix

Chapter 3 - Project Planning, Scheduling and Controlling

Chapter 3 - Project Planning, Scheduling and Controlling

Bar Linear Balance

Progress Curve Matrix

Figure 3.2 Techniques of Project Planning, Scheduling and Controlling

Chapter 3 - Project Planning, Scheduling and Controlling

- Simple graphical - Very cumbersome as the number

Figure 3.3 Techniques of Project Planning, Scheduling and Controlling

Chapter 3 - Project Planning, Scheduling and Controlling

Table 3.1 Bar Chart for Concrete Gravity-Arch Dam

No. Description Month

Chapter 3 - Project Planning, Scheduling and Controlling

A project consist of six activities that should be done in a

Activity A : 1 week, starting from 1 Oct 2014

Chapter 3 - Project Planning, Scheduling and Controlling

Table 3.2 Bar Chart for Example 4.1

No Activity Duration Week

1/10 8/10 15/10

Chapter 3 - Project Planning, Scheduling and Controlling

Data of a project consist of four activities with their

No Activity Duration Starting Human Resources Successor

Chapter 3 - Project Planning, Scheduling and Controlling

Table 3.3 Modified Bar Chart for Example 4.2

No Activity Duration Human Resources Week

Chapter 3 - Project Planning, Scheduling and Controlling

Table 3.4 Combination between S-Curves and Bar Charts

No. Description Month

Cumulative progress (%)

Chapter 3 - Project Planning, Scheduling and Controlling

Step by step to make s-curve

- Calculate cost for each activity

Figure 3.4 Step by Step to Make Progress or S-Curve

Chapter 3 - Project Planning, Scheduling and Controlling

As a bar chart is created in Example 3.1, try to draw a

Chapter 3 - Project Planning, Scheduling and Controlling

Table 3.5 Progress or S-Curve for Example 4.3

No Activity Duration Progress week

(week) (%) 8/10 29/10

Cumulative progress (%)

Work progress ratio (%) 10.1 5 12.9 16.9 31 24.1

Chapter 3 - Project Planning, Scheduling and Controlling

Facts about linear balance method

- Also called as Vertical Production Method (VPM)

Chapter 3 - Project Planning, Scheduling and Controlling

Facts about matrix schedules

- Fairly common used on high-rise buildings with

Figure 3.6 Facts about Matrix Schedules

Chapter 3 - Project Planning, Scheduling and Controlling

Sequence of operations on each floor

Figure 3.7 Matrix Schedule for High-Rise Building

Chapter 3 - Project Planning, Scheduling and Controlling

- Networks can much more - A little bit difficult to

Figure 3.8 Advantages and Disadvantages of Critical Path Method

Chapter 3 - Project Planning, Scheduling and Controlling

Table 3.6 Differences between ADM and PDM Method

Item ADM PDM

Chapter 3 - Project Planning, Scheduling and Controlling

Table 3.6 Differences between ADM and PDM Method (cont.)

Item ADM PDM

Chapter 3 - Project Planning, Scheduling and Controlling

Table 3.6 Differences between ADM and PDM Method (cont.)