Construction planning and

management
Sk.khaleel
Introduction :
Need of Project management:
Objectives of Management:

 Management increases the productivity through

technological innovations taking into account human
factors involved in these advances. Each project big or
small has 3 objectives
 The project should be completed with a minimum number
of elapsed time
 It should use man power and other resources as sparingly
as possible , without delay
 It should be completed with a minimum of capital
investment without delay
Project management:

Project management is a highly specialized job ,to

achieve above objectives, it involves the following
three stages
Project Planning
Project Scheduling
Project Controlling
Out of three stages 1&2 accomplished before
start and third is operative during execution of project
PROJECT PLANNING:

 Most important phase of project management. It defines about

1. Objectives of project
2. Listing of tasks or jobs
3. Gross requirement about material and manpower
4. Estimates of costs and duration for various jobs or activities
It is important because
5. It provides direction
6. It provides unifying frame work
7. It provides performance standards
8. It helps to reveal future opportunities and threats
Planning:
Strategies:
Policies, Procedures and Rules:
Project Planning:
Project planning:
Resources :
Scheduling :

 It is the process of allocation of resources

 In conceptual sense, they are Time and Energy
 In practical sense they are Time, Space ,Equipment, and effort
applied to the material
 It is the mechanical process of formalizing the planned function
 Assigning the start and finish time for a activity or Task of the
work in such a manner whole project is completed in a logical
sequence
 It is the process of laying out the actual activities of the project
in time order which they have to be performed by calculating
the resources requirement and along with production required
and expected end time of each activity
Steps in Scheduling:
Project Controlling:

It is the most important phase of project management

It starts during the actual project operations on going
phase
Controlling is the reviewing of the actual performance
and schedule difference
It is a formal mechanism established to determine the
deviations from the basic plan to determine the precise
effect of these deviations on the plan
To replan and reschedule to compensate the deviations
Steps in Controlling:
OPERATIONAL RESEARCH

This term refers to set mathematical techniques

through which variety organizational problems can be
analyzed and solved
Steps
1. FORMULATE
2. CONSTRUCT
3. DERIVE
4. TEST
5. ESTABLISH
6. PUT
STEPS:
METHODS OF PLANING AND
PROGRAMMING:
TOOLS (OR) TECHNIQUES FOR PROJECT
MANAGEMENT:
 Bar charts:
 Introduced by Henery Gantt around 1908 AD.
 Bar charts represents pictorial representation in two dimensions of a
project by breaking it down into number of manageable units or activities
for planning and control shown on one dimension or axis and the duration
assigned to these activities on the other dimension or axis.
 In his work on production control, Gantt developed the famous Gantt
chart which is still used on many projects of moderate magnitude.
Gantt chart
 Bar charts:
 A bar chart usually consists of two co-ordinate axes , one (usually
horizontal axis) representing the time elapsed and the other (the vertical
axis) represents the jobs or activities to be performed.
 Each bar represent one specific job or activity of the project.
 The beginning and the end of each bar represents the time of start and time
of finish of that activity.
 The length of the bar represent the time required for the completion of that
job or activity.
Development of Bar chart:
Example:
Draw the bar chart for “ finalization of designs and work
order” for a building project.
Example:

.
 Shortcomings of bar charts and remedial measures:

1. Lack of degree of details:

Bar charts only can be used for small projects but cannot be used
for large projects having more activities make it clumsy and sub
activities cannot be separated from activities. Due to this effective
control over the activities cannot be achieved.

2. Review of project progress:

A bar chart does not show the progress of work and hence it cannot
be used as a control device. For proper control of the project,
information of the progress made at a particular instant of time
should be available.
 Shortcomings of bar charts and remedial measures:
3. Activity inter relationships:
There are some activities of the project which are take up
concurrently , while there are others which can be taken up
only after the completion of some other activity.
4. Time Uncertainties:
Bar charts are not useful in those projects in which there
are uncertainties in determination or estimation of time
completion of various activities. Because of which
rescheduling of activities is not possible in bar charts
which make it not suitable for R&D projects like space
programs and it is suitable for small projects like
construction and management where time period is
suitably fair enough.
 Mile stone charts:
 Mile stone chart is a modification over the original Gantt chart.

Mile stones are the key events of the main activity represented
by a bar: there are specific points in time which mark the
completion of certain points of the main activity. These points
can be easily identified over the main bar.
 Deficiency of Mile stone charts:

It does not show the inter-dependencies between the events.

within a task, the relationship between two specific milestones is

revealed but the relationship between and among the milestones
contained in the different tasks is not indicated on the chart.
Network Diagrams: