PROJECT PLANNING

CHAPTER 5 (Part 1)
 LEARNING OUTCOME

At the end of this lesson, students will

be able to:
 Understand the several stages in
planning.
 Understand the aspects to be planned
in a construction.
 Understand the steps in scheduling.

CO4-PO5
PLANNING IN CONSTRUCTION
 Planning
 The on going process of defining the
organization's objectives and goals.

 Establishing an overall strategy to

achieving those goals.

• For government projects, PWD

requires contractors to submit their
work program according to their
contract sum.
 Planning

NOBODY PLANS TO FAIL

BUT
EVERYBODY FAILS TO PLAN.
 PLANNING

 Planning process will answer these

basic questions:

 What must be done?

 How it should be done?

• Scheduling
 Who should do it?
 When it must be done?
 How much will it cost?
CONSTRUCTION
MANAGEMENT
 Who Plans?
 The Client

 interested in the overall project (from

acquisition of land to productive use of the
facility)

 determine times of cash outflows for which

provision had to be made

 decide on type of contract, procurement of

mechanical/electrical plant and other major
decisions which may affect the overall project
duration
 Who Plans?
 The Designers
 carry responsibility for preparing the plans used by
the client in taking strategic decisions

 need to manage own resources, i.e. determine order

of design for various sections of work and the
number of designers to be allocated

 activities to be planned include investigations, design

calculations, drawings, statutory planning approvals,
preparation of specification, tender programme and
preparation of quality systems
 Who Plans?
 The Contractor
 divided between planning at the estimating stage and
production planning

 in estimating, planning involves preparation of work

programme and proposal on construction methods

 for production, planning allocates resources and

plans must be able to cater for changes (variations,
mistakes, weather)
 Construction Planning

 Construction planning includes :

 The prescribing of how each work task is to be
performed. Involves selection of construction
methods and related support and management
procedures.

 The order of which things are to be done. This

involves an understanding of the technological
processes involved in the construction methods.
 Construction Planning

 Decisions as to when things to be done.

These decisions on a desirable sequences
are pertinent to the attainment of
recognizable work progress.
 The Planning Process

 Several levels of planning:

 Project planning - Client/ Project manager

 Pre tender planning – Tendering
contractor
 Pre contract planning – Main contractor
 Contract planning – Main and sub
contractor
 1. Project Planning

 Starts with the client team and organization.

 Master schedule produced.
 Set out the framework of project, which
includes:
 Key date of commencement and completion of project
 Key date for design, tender and construction
 Overall programme and phasing
 Design and tendering periods.
 Key date of commencement and completion of
construction.
 Stage and phased handover dates.
 Reason for project planning
 To establish a realistic project master
schedule or programme on which to bade
the appointments of consultants and
contractors and commission the occupancy
phase of the scheme.
 To identify key dates at critical stages of
the project.
 To facilitate control of the design and
tendering process.
 To identify potential risk to progress and
avoid possible delays to project completion.
 To monitor actual progress and take
corrective action.
 2. Pre tender planning

 Defined as contractor’s planning

considerations during the preparation
of an estimate and its conversion into
a commercial bid.
 Pre tender programme produced by
contractors.
 To aid tendering process.
 Assist estimator to put in the price.
 2. Pre tender planning

 Elements to look into during this

phase:
 Site visit
 Decide current rate
 Work/ method statement
 Time planning
 Decide on financial resources
 Reasons for pre tender planning

 To establish a realistic contract

period on which the tender may be
based.
 To identify construction methods.
 To assess method related items
which affect the bid prices.
 To aid the built up of contract
preliminaries and plant expenditure.
 To aid the tendering process.
 3. Pre contract planning

 Period between contract award and

commencement of work on site.
 Contract master programme-main
construction activities carried out. Copies of
this programme will be sent to client’s
representative, who will use it for
monitoring of contractor’s progress during
construction.
 Target programme- Compressed version of
contract master programme.
 Contractor’s internal programme.
 More detailed.
Reasons for pre contract planning

 To provide outline plan or strategy for the

project.
 To comply with contract condition.
 To establish a construction sequence.
 To identify key project dates.
 To highlight key information requirements.
 To enable assessment of contract budgets
and cumulative value forecast.
 To schedule key dates with respect to key
material and subcontractor requirement.
Reasons for pre contract planning

 Elements to look into during this phase:

 Detailed work programme. Suggested to use CPM,
Precedence Diagram, etc.
 Preparation of insurances.
 In take of foremen.
 Call in tender for specialized jobs.
 Prepare materials and suppliers for it.
 Hiring of staff based on site.
 Acquire name, address and contacts of local authorities.
 Prepare working capital.
 Prepare equipments. Planning of equipment and plants.
 Design of temporary structures.
 4. Contract Planning
 From site possession till completion (Defect Liability
Period)
 Master programme further developed.
 Short term program at weekly or fortnightly, in detail.
 Done by main contractor.
 To maintain control and ensure project completes on
time within the cost limits established at tender stage.
 Sub contractors contributes by submitting their work
programme for approval or through discussion.
 If delay or disruption happen, changes will be recorded
in a revised programme, which will be updated
constantly. Refers to as as-built programme.
 4. Contract Planning
 Elements to look into during this phase:
 Start the activities as planned.
 Monitor the progress for each week. In terms of cost usage,
time and quantity. Compare current progress to the standards
ones as stated in contract.
 Prepare daily, weekly and monthly report.
 Control the usage of resources.
 Control quality according to specification.
 Coordination and discussion between parties involved.
 Contract administration. Ex. Variation order, delay.
 All work to be conducted safely.
 Corrective action being taken for problematic activities.
 Progress claim being done.
 Payment to supplier, sub contractor.
 Activities during project close down.
 Reasons for contract planning

 Monitor the Master Programme-

monthly, weekly, daily.
 To plan site operations in detail in
short term manner.
 To optimize and review resources.
 To keep the project under review and
report on variances.
 Planning a project

 Steps:
 Getting a feel for the project
 Establishing key project dates
 Establishing key activities or event
 Assessing how long the activities will take
 Establishing the sequence
 Deciding which programming techniques to
be used
 Benefits of planning

 Establish coordinated effort. It gives

direction to all members on site or
head office and define how they
contribute to the specified objectives.

 Proper planning will reduce

overlapping and wasteful activities.
 Benefits of planning
 Reduce risk and uncertainties to
the minimum.
 Derive procedures to work
effectively.
 Establish adequate standards of
performance.
 Provide a structural basis for
carrying out the work.
 Benefits of site planning

 Idle and non productive time is

eliminated and excess labor can
be shown up right away.

 Difficulties and shortages

become readily apparent,
enabling the correct remedial
action to be taken.
 Benefits of site planning

 Management is able to relate what

has been done and what should have
been done and examine the reasons
for correcting any shortfall.

 It provides for utilization of labor,

plant and materials, resulting in a
faster programme of operations at
reduced cost.
 What kind of planning to do?

 Planning of resources

 Planning of equipment/ plant

 Planning of time and cost

 Planning of site layout

 Planning of resources

 Proper management of workforce

starts with a good planning on the
amount of workforce needed to
execute the task at hand.

 Task force includes; Laborer, plant

operator, site supervisors and etc.
 Planning of resources

 No one should be kept idle at anytime

because it would mean a waste of
money and time to the employer.

 Supervision of the work done is

important to make sure all work is
done according to the requirement
and the quality needed.
 Planning of site layout

 A badly planned site layout may

cause congestion and even possible
health hazard to both workers at the
site or third parties who come into
the site.

 A site layout includes temporary

buildings, material storage areas,
temporary roads, hard standing and
access and sundry points.
 Planning of site layout

 This is important to make sure that

the site is accessible at all time so
that the production/ activities can
run smoothly.
 Introduction to Scheduling
 A schedule is an operating timetable,
which serves as the basis for monitoring
and controlling the project.

 The basic approach of all scheduling

techniques is to form a network of
activity and event relationships that
graphically portrays the sequential
relations between the tasks in a project.
 Benefits of Successful Scheduling
 Illustrates interdependence of all tasks.
 Identifies times when resources must be
available.
 Facilitates communication throughout the
project.
 Determines critical activities/critical path.
 Affects client expectations through.
establishment of activities, milestones,
and completion dates.
 Scheduling

 Develop a detailed work-breakdown

structure.
 Estimated time required for each task.
 Sequence tasks in proper order.
 Develop a start/stop time for each task.
 Develop detailed budget for each task.
 Assign people to tasks.
 Control

 Monitor actual time, cost, and

performance.
 Compare planned to actual figures.
 Determine whether corrective action is
needed.
 Evaluate alternative corrective actions.
 Take appropriate corrective action.
 Planning & Scheduling Process
7 Steps
i. Establish Objectives.
- that can be defined as a specific,
measurable project goal.
ii. Identify Project Activities.
- breakdown the project into
definable activities.
- activities should be action-
oriented, visible and measurable.
- sorted by area, discipline and
phase.
iii. Determine activity sequence.
- what order activities occur.
- come out with a series of
activities; precede or succeed?
- concurrent activities will save time.
iv. Determine activity duration.
- estimate time for each activity.
- assume normal level of resources
available.
v. Perform schedule calculation.
- add up the durations of the activity
sequence/path.
- determine critical path and duration of
the project.
vi. Revise & adjust.
- overcommitted resources,
unacceptable completion date.
vii.Monitor & control
- make sure baseline can be achieved.
- changes, unforeseen condition.
Thank you.