3 RD TOPIC : CONSTRUCTION PLANNING (MONITORING) AND CONTROL

1. 3RD TOPIC: CONSTRUCTION PLANNING (MONITORING) AND CONTROL

2. CONCEPT • Planning is the process of quantifying the amount of time and resources, and the size of the budget for the project. The output of the project planning process is a project plan that a project manager can use to monitor and control the project team’s progress.

3. Monitoring are the process involves determining what information to collect, how, when and who will collect the information, analysis the info and reporting the current progress. • Controlling is a process of comparing the actual performance with baseline performance and discerning any deviation. This deviation must be analyzed and suggest the solution to bring the schedule back on track.

4. DIRECT COST COST ORIENTED INDIRECT COST PROJECT PLANNING TIME PLANNING (Project plan – Gantt Chart & CPM SCHEDULE ORIENTED (WBS) RESOURCES PLANNING (Resource Scheduling) PLANNING AND CONTROLLING PROGRAMME

5. REASONS FOR PLANNING AND CONTROLLING • To know whether the project turn out to be good or bad • To know whether it costs more than your client thought it should be • To know if it took too long to complete • To communicate information to people • To define the sequence of activities to make the optimum use of resource • To persuade people to complete task before they delay subsequent activities • To provide a framework for decision making in event of change

6. DETERMINE THE WORK ACTIVITIES DETERMINE ACTIVITY DURATIONS BACKBONE OF PLANNING DETERMINE LOGICAL RELATIONSHIPS DRAW THE LOGIC NETWORK REVIEW AND ANALYSE THE SCHEDULE IMPLEMENT THE SCHEDULE MONITOR AND CONTROL THE SCHEDULE FOR SCHEDULING AND MONITORING REVISE THE DATABASE AND RECORD FEEDBACK IMPLEMENT RESOURCE ALLOCATION AND LEVELLING PROCESS OF PLANNING AND SCHEDULING THE PROJECT

7. SCHEDULE ORIENTED PLANNING (WBS) • WBS = is a hierarchical outline (map) that identifies the products and work elements involved in a project. • 2 basic techniques - i. Bar chart/Gantt chart ii. Network diagrams

8. i. BAR CHART/GANTT CHART. • A graphic representation of project activities shown in a time-scale bar lines with no links shown between activities. Popescu and Charoenngam, 1995 • Named after their inventor HENRY L. GANTT in 1917.

9. THE ADVANTAGES OF GANTT CHART/BAR CHART • Easy to prepared and understand by workers • Overall view for the project can be shown at early stage of construction. • Work progress can be mark easily on chart. Easy to understand and as controlling device. • Basic for calculating the work value versus time and preparing cash flow.

10. THE DISADVANTAGES OF GANTT CHART/BAR CHART • Linkage between the activity are invisible. No information on work flow and priority. • No certain flow/link which connected one activity to another. Any delay will not show effect to overall project progress. • Any changes or review on chart will not show effect to overall project progress

11. Examples 1 :

12. GANTT CHART PROGRAMME

13. DATA FROM CHART • Overall duration = 26 weeks • Critical Path = 1,2,4,5 • Float for activity 3 = 4 weeks • Activity 3 Earliest Start = week 6 • Activity 3 Earliest Finish = week 11 • Activity 3 Latest Start = week 10 • Activity 3 Latest Finish = week 15

14. Examples 2 :

15. GANTT CHART PROGRAMME

16. DATA FROM CHART • Overall duration = 25 weeks • Critical Path = 1,3,4,5,6 • Float for activity 2 = 1 week • Activity 2 Earliest Start = week 7 • Activity 2 Earliest Finish = week 14 • Activity 2 Latest Start = week 8 • Activity 2 Latest Finish = week 15

17. ii. NETWORK DIAGRAMS • a. ACTIVITY ON ARROW 2 • Example 1 5 4 1 3 • Example 2 2 6 5 1 4 3

18. CRITICAL PATH METHOD (CPM) • A logical and chronological graphic representation of the activities and events composing a project. • Basic component : • Arrow : represent logical linkages • Node : represent activities and detail of time • No dummy activities

19. THE ADVANTAGES OF CPM • Show a clear linkages between all activities. Critical/urgent activities recognized in critical path. • Due to any delay, diagram will be reviewed and altered easily. • Overall progress will be acknowledge and monitored easily.

20. THE DISADVANTAGES OF CPM • The linkages are quite difficult to understand. Certain exercises and courses are required and usually not suitable for small & medium firms. • Difficult to understand by site workers. Usually, be replaced by bar/Gantt chart. • Only suitable for big/huge and complex projects.

21. TERMS AND DEFINITIONS • Activity = work include time & resources • event = nodes shows the beginning and ending of activities • Arrow = represent activity & direction to bigger nodes • Dummy = fake activity just to explain logic in progress • Duration = time provided for each activities • Earliest start/finish = earliest date activity can start • Latest start/finish = latest date activity can start • Total float = time adjustment for activity w/o effecting the overall duration of the project • TF= LS – ES @ LF - EF • Critical path = continuous chain of critical activities from the start to the end of the project. No float allowed

22. RULES FOR COMPILING CPM • Start and finish with a single activity • Plot activities horizontally along the paper and link activities in logical sequence. • Determine dependency of each activity on other activities and link as necessary • All activities should start at the earliest time possible • Once dependencies are complete, insert the activity duration • Examine the potential for overlap of activities, as this will reduce overall programmed duration

23. RULES FOR CRITICAL PATH • A Sequence which one activity should started right after the completion of previous activity • All activities in critical path must fully utilized the time provided. • Must be the longest path along the process • At least one critical path per every project • All activities in this path are not subject to any float • In case of any changes in critical path, modification will conclude all activities.

24. PROPER NODE DIAGRAM

25. Activity @ ID 5 A LS ES ES ID EF ACTIVITY LS D LF TYPES OF CPM CRITICAL PATH METHOD (BASIC NETWORK PROGRAMME) CRITICAL PATH METHOD (PRECEDENCE NETWORK )

26. BASIC NETWORK PROGRAMME Example 1 Example 2

27. BASIC NETWORK PROGRAMME Example 3 Example 4

28. CPM- SOLUTION • - draw AOA for guideline Example 1: Example 2: 3 6 1 2 9 8 4 7 5 D B F I G K L A C H J E

29. CPM- SOLUTION • Draw CPM (example 1) • Cp = 1 – 2 – 3 – 6 – 8 – 9 8 5 5 2 4 3 6 3 4 7 4 5 8 7 6 2 1 3 9 6 11 2 0 20 23 16 10 15 7 8 7 0 23 20 2 12 6 15

30. CPM- SOLUTION • Draw CPM (example 2) • Cp = A – B – D – F – G – I – K – L 3 9 5 4 5 5 9 7 5 2 4 6 6 C D K E J L A H G I B F 4 18 14 17 22 12 25 5 33 31 0 38 29 0 18 17 14 5 5 24 33 29 14 38 22

31. CPM- RESULT TABULATION Example 1: Example 2:

32. CPM- CONVERT TO CHART Example 1:

33. CPM- CONVERT TO CHART Example 2:

34. PRECEDENCE NETWORK PROGRAMME Example 1 Example 2

35. PRECEDENCE NETWORK PROGRAMME Example 3 Example 4

36. PRECEDENCE NETWORK- SOLUTION • - draw AOA for guideline Example 1: Example 2: C F A B E G H D C E G H I A B D F

37. PRECEDENCE NETWORK • EXAMPLE 1 • EXAMPLE 2 16 9 4 18 12 16 10 9 0 4 10 2 0 20 14 19 4 E A B E C D A H H F D C B G G I F 4 16 9 13 20 20 10 24 19 4 14 12 18 10 16 7 2 0 14 16 18 19 10 20 9 0 4 12 11 4 4 16 13 2 3 1 4 4 5 2 2 2 4 3 2 2 6 4 3 1 3 19 14 20 24 2 16 4 12 10 12 7 16 16 18 4 9 20

38. PRECEDENCE- RESULT TABULATION Example 1: Example 2:

39. CHART & RESOURCES PROFILES (EX1)

40. CHART & RESOURCES PROFILES (EX2)

41. S-CURVE (COST AND TIME CONTROL) • Basic element in EARNED VALUE(EV) technique • Typical S-curve plotted comparing budget and actual costs. • S-curves examine the progress of the project and forecast expenditure in terms of man hours or money. This is compared with the actual expenditure as the project progresses or the value of the work done. • All project regardless their size are plotted against the same parameters and characteristic curve can be more readily seen.

42. S-CURVE (COST AND TIME CONTROL) • TERMS AND DEFINITIONS

43. 100% 90% Value of Work Start 50% 80% Time Finish • BCWS – Budgeted cost of work scheduled BCWP – Budgeted cost of work performed ACWP – Actual cost of work performed S-CURVE

44. S-CURVE • S-curve has three significant variables that need analyzing, time, moneyand the ‘S’ shape (known as the route) • Since the ‘S’ shape or route has been foxed, then only two variable left to be analyzed. • The route is as much as a target as the final cost. If the movement month to month is compared then the trend can be derived.

45. Estimete at completion COST Budget at completion BCWS ACWP Cost variance Schedule variance BCWP TIME S-CURVE- Determination of cost & Schedule variance

46. EARNED VALUE ANALYSIS TECHNIQUE • PRODUCTIVITY – the ratio between output & input and provides a measure of efficiency. • SCHEDULE VARIANCE (SV) = the value of work done minus the work that should have done • = BCWP – BCWS (-ve value = behind schedule) • COST VARIANCE (CV) = budgeted cost of work done to date minus actual cost of the work done to date • = BCWP – ACWP (-ve value =budget overrun)

47. S-CURVE EXERSICES Example 1

48. S-CURVE -SOLUTION CALCULATE THE AVERAGE COST PER WEEK

49. CONVERT TO CHART

50. PLOTTING THE S-CURVE