APP Lecture 02 1 Gildz

ACCELERATION PROGRAM FOR
PLANNERS
Coach: Loreto C. Paz

APP
1. INTRODUCTION
1. PLANNING AND CONTROL UNIT
2. PLANNING AND SCHEDULING OVERVIEW
1. PROJECT DEFINITION
2. PLANNING, SCHEDULING, AND PROJECT CONTROL
3. RESPONSIBILITIES OF A PLANNER/ SCHEDULER
4. SCHEDULING AND PROJECT MANAGEMENT
2. PRE-CONSTRUCTION PLANNING
1. ACTIVITY DEFINITION AND WORK BREAKDOWN STRUCTURE
2. PROJECT CALENDARS AND ACTIVITY DURATION
3. RELATIONSHIPS, CONSTRAINTS, AND NETWORKS
4. RESOURCE ALLOCATION AND RESOURCE LEVELING
5. SCHEDULING (CPM AND OTHER SCHEDULING METHODS)
6. GANTT CHART AND EARNED VALUE CURVE
7. MASTER CONTRACT PROGRAMME (PRECON AND CONSTRUCTION)
3. PRIMAVERA 6 - OVERVIEW
1. INTRODUCTION TO PRIMAVERA
2. NAVIGATION
3. ENTERPRISE PROJECT STRUCTURE (EPS)
4. ORGANIZATIONAL BREAKDOWN STRUCTURE (OBS)
5. PROJECTS
6. CALENDARS
7. WORK BREAKDOWN STRUCTURE (WBS) / ACTIVITY CODES
PRE-CONSTRUCTION PLANNING
1. Activity Definition and WBS
ACTIVITY DEFINITION
ACTIVITY DEFINITION
This is the process of identifying the specific actions to be performed to
produce the project deliverables. It is the process of dividing a project into
smaller entities, called activities or tasks. An activity is a unique, definable
element of work.
WORK
WORK BREAKDOWN
BREAKDOWN STRUCTURE
STRUCTURE
The WBS is defined as a task-oriented, detailed breakdown of activities
that organizes, defines, and graphically displays the total work to be
accomplished to achieve the final objectives of a project. The WBS breaks the
project down into progressively more detailed levels. Each descending level
represents an increasingly detailed definition of a project component.
Schedulers and estimators can use the standard breakdown of the CSI (Construction
Specifications Institute) MasterFormat 1995 (divided into 16 divisions) or
MasterFormat 2004 (divided into 50 divisions).
FactorsDEFINITION
ACTIVITY considered in activity definition for better control
o Nature of the work/Homogeneity: If the work involves two different
Thismaterials
is the process
and/orofmeasured
identifying the specific
by different units,actions
it musttobebedivided
performed to
into two
produce different
the project deliverables. It is the process of dividing a project into
activities.
smaller
o entities, called Activities
Location/floor: activitiesfalling
or tasks. An activity
in different locationsismust
a unique, definable
be separated.
element
o of work.
Size/duration: For large activities, it is better to divide the activities into
small portions. For example, large excavation can be divided into smaller
activities by grid or depth. For linear excavation,this can be divided by
stations or segments. This helps in measuring work progress while execution.
o Timing/chronology: Sometimes a portion of the work maybe delayed
purposely by the contractor. For example, a portion of the slab on grade
(SOG) for a building maybe delayed till the end of the project because the
area is being used as storage. Such portion must be considered as an activity
by itself.
o Responsibility: Schedulers must break down pieces of work that are done by
different parties (subcontractors). In case of schedule variance, it is
important to indicate who is responsible for the variance.
o Phase: This can be a division made by the designer based on certain criteria
such as timing, location, or other aspects.
2. Project Calendars and Activity Durations
CALENDARS
In most construction projects, durations are calculated in workdays,
which usually, but not always, follow a 5-day workweek. In some cases, the
project, or only certain crews, follow a 6- or 7-day workweek. In some other
countries, a 6-day workweek may be the norm. In others, such as those in
the Middle East, a workweek starts on Saturday or Sunday, not Monday. The
scheduler must be aware of such calendars.
The scheduler must also account for nonworkdays, such as holidays,
rain (weather) days, shutdowns, and the like. The contract usually specifies
official holidays and the allowed number of rain days. Rain days represent
the number of days (per month) that work on the project is expected to be
suspended because of weather delays. This prediction is usually calculated
on the basis of past meteorological data for the location. It does not include
unusual weather and disasters. Delays due to unusual weather or disasters
are potential for claims.
ACTIVITY DURATION
Techniques for estimating activity duration vary from one situation to
another, depending on the type of work, the estimator, and other factors.
Most activity durations can be estimated as follows:
Duration = Total Quantity

Crew Productivity
Other basis of activity duration

o Previous Experience with adjustments for current job conditions (such
as weather conditions, design complexity, soil type, etc.)
o Reference Books (Construction Cost Index, RS Means)
o Company Standards (Project team who receives feedback from field crew
leaders; from estimating department; or from other sources)
ACTIVITY DURATION
Techniques for estimating activity duration vary from one situation to
another, depending on the type of work, the estimator, and other factors.
MostSay,
activity
we durations can be estimated
are to estimate as follows:
duration for 22 cubic meter of cast in place
concrete including forms and steel for spread footings.
Duration = Total Quantity
Crew Productivity
Other basis of activity duration

o Previous Experience with adjustments for current job conditions (such
as weather conditions, design complexity, soil type, etc.)
o Reference Books (Construction Cost Index, RS Means)
o Company Standards (Project team who22 cu.m.
receives feedback from field crew
leaders; fromDuration =
estimating department; or1.22
from days
other sources)
18 cu.m. / day
3. Relationships, Constraints, and Networks
LOGICAL RELATIONSHIP
A logical relationship exists between two activities when the start of one
activity (or finish) depends physically on the finish (or start) of another
activity. This is also called Hard Logic.
RESOURCE CONSTRAINT
A resource constraint (or restriction) is when you can theoretically do
two tasks at the same time, but you schedule one as a predecessor of the
other because of resource (labor, equipment) limitation. This is sometimes
called Soft Logic.
PRIMAVERA (P6) CONSTRAINTS
Project Constraints – Project’s Start Date and Project’s Contractual Finish

Date
Activity Constraints – These can be used when an activity is subject to a

(mostly subjective) constraint such as approval of an owner or a government
agency, funding availability, or even workspace availability. Typically, a good
project schedule should only have a few constraints at most.
Most Common Types of Activity Constraints
o Start On or After (Early Start)
o Finish On or After (Late Finish)
NETWORK
A network is a logical and chronological graphic representation of the
activities (and events) composing a project.
Two Types of Network Diagrams

o Arrow Networks
o Node Networks
3. Relationships and Networks
Two Types of Network Diagrams
o Arrow Networks
Also called arrow diagramming method (ADM), activity on arrow (AOA)
networks, or the I-J method.
Activities are represented by arrows. Each arrow connects two nodes (the
“from node” and the “to node” which represent events or milestones.
o Node Networks
Also called activity on node (AON) networks.
A E
Activities are represented by nodes. The nodes are connected by arrows that
represent logical relationships. For aesthetic reasons only, a network can
start and end with nodes represented by events (Project Start and Ptoject
Finish) displayed as diamond-shaped nodes.
4. Resource Allocation and Resource Leveling
RESOURCE
In project management, the term resource is used to indicate three main
categories: labor (human), materials, and equipment. Ultimately, everything
is translated into a monetary quantity that may be—for the accounting
department—a part of the financial resources.
Three Categories of Resources

o Labor
o Materials
o Equipment
RESOURCE ALLOCATION
Resource allocation is the assignment of the required resources to each
activity, in the required amount and timing. Resource allocation is also called
resource loading.
RESOURCE LEVELING
Resource leveling is minimizing the fluctuations in day-to-day resource
use throughout the project. It is usually done by shifting noncritical activities
within their available float. It attempts to make the daily use of a certain
resource as uniform as possible.
RESOURCE LEVELING
Resource
Start
0 leveling 10is minimizing
20 the fluctuations
30 in
40 day-to-day
50 resource60
use throughout
A the project.
Design Hardware It is usually done by shifting noncritical activities
withinB their available float. It attempts Buildto make the daily use of a certain
Hardware
resource
C as uniform as possible. Test
D Procure
E Design Software
F Code Software
G Test
H Final Test
End
10
9
8
7
6
5
4
3
2
1
0
RESOURCE LEVELING
Resource
Start
0 leveling 10is minimizing
20 the fluctuations
30 in
40 day-to-day
50 resource60
use throughout
A the project.
Design Hardware It is usually done by shifting noncritical activities
withinB their available float. It attempts Buildto make the daily use of a certain
Hardware
resource
C as uniform as possible. Test
D Procure
E Design Software
F Code Software
G Test
H Final Test
End
10
9
8
7
6
5
4
3
2
1
0
5. Scheduling (CPM and other Scheduling Methods)
PRECEDENCE NETWORKS
Precedence networks are node networks that allow for the use of four
types of relationships: finish to start (FS), start to start (SS), finish to finish
(FF), and start to finish (SF).
Lags and Leads

o A lag is defined as a minimum waiting period between the finish
(or start) ofan activity and the start (or finish) of its successor.
o lead simply means a negative lag
CRITICAL PATH METHOD

The critical path method (CPM) is an algorithm for scheduling a set of
project activities. It is an important tool for effective project management.
The essential technique for using CPM is to construct a model of the project
that includes the following:
o A list of all required activities (typically categorized within a WBS),
o The duration that each activity will take to completion, and
o The dependencies between the activities.
Using these values, CPM calculates the longest path of planned activities
to the end of the project, and the earliest and latest that each activity can
start and finish without making the project longer. This process determines
which activities are "critical“ and which have "total float”.
CRITICAL PATH METHOD

The critical path method (CPM) is an algorithm for scheduling a set of
project activities. It is an important tool for effective project management.
The essential technique for using CPM is to construct a model of the project
Critical
that Path
includes the following:
o A list of all required activities (typically categorized within a WBS),
In project management, a critical path is the sequence of project
o The duration that each activity will take to completion, and
network activities which add up to the longest overall duration. This
o The dependencies between
determines the activities.
the shortest time possible to complete the project. Any delay
of an activity on the critical path directly impacts the planned project
Using these
completion datevalues, CPM is
(i.e. there calculates
no float the longest
on the path
critical of planned
path). activities
A project can
to have
the end of theparallel,
several, project,near
and critical
the earliest and
paths. Anlatest that each
additional activity
parallel pathcan
start and finish
through without with
the network making
the the project
total longer.
durations This process
shorter than thedetermines
critical
which
pathactivities
is called are "critical“ or
a sub-critical and which have
non-critical "total float”.
path.
NETWORK ANALYSIS RULE
Forward Pass
+ Whichever is
GREATER
Backward Pass
Whichever
- is LESS
PRECEDENCE DIAGRAMMING METHOD – END OF DAY CONVENTION
Activities Predecessors Duration
20
20
A 205
B A 20
20 A
C 10
Start End
D B C 10 5
E 30
30 E
F 5 20 10
G E 5
H D F G 10
PRECEDENCE DIAGRAMMING METHOD
20
B 20
A D 5
20
C
Start End
10
E H
30 F
5 10
G
PRECEDENCE DIAGRAMMING METHOD – END OF DAY CONVENTION
2.
1. Draw
3. Compute
the PDM Duration
for Critical
Network (Forward
Path Pass)Pass)
(Backward
20 40 40 45
0 20
5 25 25 45 45 50
5 5 5
Total Float
Critical Path Total Project Duration = 60 days
The
Thelongest
amountpath
of time
in a network,
an activity
from
may
start
betodelayed
finish without
20 of
30the project.
Whichever
-+
delaying the
including anycompletion
lags and constraints.
date
35 45 50 60
Whichever is
15
isGREATER
LESS 50 60
TF = LF –TFEF= or 0 LS - ES
30 50
0
30 50
0
0 30
0 30
0 30 35
45 50
15
PRECEDENCE DIAGRAMMING METHOD (PRIMAVERA)
2.
1. Draw
3. Compute
the PDM Duration
for Critical
Network (Forward
Path Pass)Pass)
(Backward
21 40 41 45
1 20
6 25 26 45 46 50
5 5 5
Total Project Duration = 60 days
Total Float
Critical Path
21 30
The
+-
Thelongest
amount
delaying the
including
path
anycompletion 36
a Whichever
of time
in Whichever
network,
45
an activity
lags and constraints.
date
15
from
is may
start
of the project.
GREATER
is LESS
betodelayed
finish without
51 60
51 60
31 50
0
TF = LF –TFEF= or 0 LS - ES
31 50
0
1 30
1 30
0 31 35
46 50
15
CRASHING
This involves adding more resources to activities on the critical path in
order to accomplish the works faster
Approach to Crashing a Network:

o Compute the Critical Path
o Establish an objective total duration
o Identify the crash time and crash cost for each activity on critical path
o Prioritize the activities on CP that can be shortened at minimum cost
o Shorten the highest priority activity by one time period and compare total
duration with objective
o Verify Critical Path
o Continue activity reduction (steps 4 – 5) until crash time is reached
o Select another priority activity and continue reduction (steps 4 – 5)
Crashing the network almost always increases the Project Cost!!!

FAST TRACKING
This involves analyzing the critical path to see which activities could be
done in parallel (overlapping, instead of sequential execution)
Involves more aggressive use of PDM relationships such as Start to Start

(SS) so that subsequent activities can begin before the prior activity has been
completed.
Similar to crashing in that it usually requires more resources to make it

happen
Fast tracking usually increases risk, because of the greater coordination

required to monitor and control multiple, concurrent activities.
CRITICAL CHAIN METHOD

Adds duration buffers that are non-work schedule activities to manage
uncertainty
Types of Buffers:
o Project buffer, placed at the end of the critical chain, protects the target
finish date from slippage
o Feeding buffer, placed within a chain of dependent tasks that feeds into the
critical chain
Feeding Buffer Completion

Activity Buffer
Date
Activity
Project Buffer
ROLLING WAVE PLANNING

A form of progressive elaboration planning. The work to be
accomplished early is planned in detail at a low level of WBS while the work
in the future is planned for WBS components at a high level of WBS.
Schedule activities can exist at various levels of detail in the project’s life
cycle.
6. Gantt Chart and Earned Value Curve
GANTT CHART
A bar chart is ‘‘a graphic representation of project activities, shown in a
time-scaled bar line with no links shown between activities’’. The bar chart was
originally developed by Henry L. Gantt in 1917 and is alternatively called a
Gantt chart.
On a bar chart, the bar may not indicate continuous work from the start of
the activity until its end. For example, the activity Getting a Building Permit may
be represented by a 2-month-long bar. However, most of this time is a waiting
period. Likewise, a Concrete Foundation summary activity may include several
days of waiting for concrete to cure. Noncontinuous (dashed) bars are
sometimes used to distinguish between real work (solid line) and inactive
periods (gaps between solid lines)
Since bar charts basically use the x-axis only (to depict time), the y-axis is
used (in addition to showing individual activities) to represent a variable across
time, such as man-hours, budget, percent complete, and so forth. This variable
is usually shown as a curve superimposed on the bar chart. S curves (also called
lazy-S curves) represent the percent on extrapolation from the as-built curve.
THE GANTT CHART
Activities
0 1 2 3 4 5 6
Start
Free Float (Primavera)
A Total Float
B The amount of time an activity may be delayed without
The amount of time an activity may be delayed without
delaying without delaying the early start time of the
C delaying the completion date of the project.
immediately following activity
D
E
TF =FFFF
LF= =–EsEs
EF or iLS
j –j –EfEf
- ES
–i 1
F
G
H
End
THE GANTT CHART
Activities
0 1 2 3 4 5 6
Start
A
B
C
D
E
F
G
H
End
THE GANTT CHART
Activities
0 1 2 3 4 5 6
Start
A
B
C
D
E
F
G
H
End
EARNED VALUE CURVE (S-Curve)

EARNED VALUE CURVE (S-Curve)

An accurate S-curve can be generated thru the creation of
Master Contract Programme (MCP) using Primavera 6,
PROJECT S-CURVE
100
90
Early Curve
80
Median Curve
70
60
Late Curve
50
40
30
20
10
0
4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6
n-1 b-1 r-1 r-1 y-1 n-1 l-1 g-1 p-1 t-1 v-1 c-1 n-1 b-1 r-1 r-1 y-1 n-1 l-1 g-1 p-1 t-1 v-1 c-1 n-1 b-1 r-1 r -1 y-1 n-1 l-1 g-1 p-1
Ja Fe Ma Ap Ma Ju Ju Au Se Oc No De Ja Fe Ma Ap Ma Ju Ju Au Se Oc No De Ja Fe Ma Ap Ma Ju Ju Au Se
Time Metrics (POC Variance and Total Float) shall be
evaluated using the Baseline and Updated Master Contract
Programmes
PROJECT S-CURVE
OSD OSD - Con OCD - Con OCD
100
01MAR2014 01SEP2014 01DEC2015 01JUN2016
90
DATA DATE DATA DATE
DATA DATE
80
20JUN2014 20JMAY2015
20JJUL2015
70
60
50
40
30
20
10
0
4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6
n-1 b-1 r-1 r-1 y-1 n-1 l-1 g-1 p-1 t-1 v-1 c-1 n-1 b-1 r-1 r-1 y-1 n-1 l-1 g-1 p-1 t-1 v-1 c-1 n-1 b-1 r-1 r -1 y-1 n-1 l-1 g-1 p-1
Ja Fe Ma Ap Ma Ju Ju Au Se Oc No De Ja Fe Ma Ap Ma Ju Ju Au Se Oc No De Ja Fe Ma Ap Ma Ju Ju Au Se
TIME METRICS 20JUN2014 20MAY2015 20JUL2015
POC Variance + 2.52% + 3.25% - 2.37%

Total Float (CPM) + 52 days - 24 days +12 days
ADVANTAGES OF GANTT CHART

o Simplicity and ease of preparation and understanding. Although bar charts
can carry—or be loaded with—other information, the user must be careful not to
overload them and, thus, eliminate their main advantage: simplicity.
oUnlike networks, bar charts are time-scaled; that is, the length of a bar
representing certain activity is proportional to the duration of that activity. Just
by looking at the chart one can get an idea on the duration of each activity.
oBar charts particularly appeal to persons who do not have a technical
background. For example, some clients and upper-level managers may better
understand the plan for carrying out a construction project by looking at a bar
chart than by looking at a schematic of a logic network.
oWith the advent of the critical path method (CPM) and the evolution of
powerful computers, bar charts did not perish or lose importance. Instead, they
evolved to a different supporting role that made them more valuable and
popular.
LIMITATIONS OF GANTT CHART

o The main disadvantage of bar charts is lack of logical representation
(relationships): Bar charts do not reveal the answer as to why did an activity
start on a certain date. It could be a logical relationship, a resource constraint, or
a subjective decision by the project manager.
oUnlike networks, bar charts do not allow the length of the bars to be
subjectively changed or the bars to be moved around to make the chart look or
read better.
oAnother limitation, rather than a disadvantage, is the size and complexity
of projects. Bar charts may not be practical for projects with large numbers of
activities—unless you use them in two ways:
1. You show a subset of the work activities to maintain the simplicity of the
chart.
2. You show summary bars (each bar represents a group of activities
combined on the basis of a certain criterion such as department, major
component, or responsibility). This can be done during the early planning
phase, when details are not available, and when you are reporting the
information to high-level management.
The MCP shall serve as the Baseline Control Document, which
will aid in the generation of Time Impact Analysis after SD Plus
PROJECT DEVELOPMENT PROCESS

PRODUCT DEFINITION PROJECT PLANNING PROJECT EXECUTION
PROCUREMENT FIT OUT

LAND PROJ
ACQUI. CONCEPT SD PLUS PERMIT PLANS IFC PLANS T&C
Timeline Varies
(time table to be CONSTRUCTION
Committed by IDG)
SBU to issue DESIGN SBU to issue BUILD MDC Carry out Planning Tracking & Control
Opening (Completion Date)

P.O. including P.O. to MDC based upon SD Plus Handover . Design of Construction
enabling works to on final OPR and SD & Specifications based on: Early Start
MDC. Plus Documents. • SCMD Aggregated Materials as
per ALI Standardization.
Tracking & Control
Benefits: • System Architecture
Handover to MDC
Sign-off of Master • APMC Non-Nego items of Construction
•Defined Master Completion
Contract • Best Practices and Benchmarks
Contract Programme
Programme from finished projects.
after SD Plus
IC Approval
• Pre-work Activities
• Code and Guidelines Tracking & Control
•Early engagement
compliance of Handover Date
• Constructability
SD Plus
(Commitment to
of Engineering • SBU Concerns SBU)
Designers/
Consultants
PO PO
DESIGN OCD
BUILD
+Enabling
End of Presentation
THANK YOU!
GOD BLESS!

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ACCELERATION PROGRAM FOR

Coach: Loreto C. Paz

Duration = Total Quantity

Other basis of activity duration

Other basis of activity duration

PRIMAVERA (P6) CONSTRAINTS

Project Constraints – Project’s Start Date and Project’s Contractual Finish

Activity Constraints – These can be used when an activity is subject to a

Two Types of Network Diagrams

Three Categories of Resources

Lags and Leads

CRITICAL PATH METHOD

CRITICAL PATH METHOD

NETWORK ANALYSIS RULE

Approach to Crashing a Network:

Crashing the network almost always increases the Project Cost!!!

Involves more aggressive use of PDM relationships such as Start to Start

Similar to crashing in that it usually requires more resources to make it

Fast tracking usually increases risk, because of the greater coordination

CRITICAL CHAIN METHOD

Feeding Buffer Completion

ROLLING WAVE PLANNING

EARNED VALUE CURVE (S-Curve)

EARNED VALUE CURVE (S-Curve)

TIME METRICS 20JUN2014 20MAY2015 20JUL2015

POC Variance + 2.52% + 3.25% - 2.37%

ADVANTAGES OF GANTT CHART

LIMITATIONS OF GANTT CHART

PROJECT DEVELOPMENT PROCESS

PROCUREMENT FIT OUT

Opening (Completion Date)

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