Planning and Execution of Works

1. Planning and Execution of Works Bar Charts

2. What Is a Project? • A project is ‘‘A temporary endeavor undertaken to create a unique product, service, or result’’. (PMI 2008) • Key words • Temporary • Unique • Any project must have a Starting Point and an Ending Point, and it must have a Deliverable Product or Service that is unique.

3. Are Projects Unique? • Some people may think of two construction projects as identical just because they have the same design. • In project management, we may have similar projects, but every project is unique. • Differences may come from a difference in location (soil type, weather conditions, labor market, building codes, unforeseen conditions, etc.), in management type and experience, or in circumstances.

4. Project planning • The process of choosing the one method and order of work to be adopted for a project from all the various ways and sequences in which it could be done’’ (AntillandWoodhead1990). • Those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives’’ (PMI). • Project planning serves as a foundation for several related functions, such as • cost estimating, scheduling, project control, quality control, safety management, and others.

5. Scheduling • The determination of the timing and sequence of operations in the project and their assembly to give the overall completion time. • Project planning answers the questions What is going to be done? How? Where? By • whom? and When (in general terms, the project’s start and end)? • Scheduling deals with “when” on a detailed level.

6. Planning and Scheduling

7. WHY SCHEDULE PROJECTS? • There are several parties involved in any project (stakeholders). They all need and benefit from project scheduling but from different perspectives. • Contractors • Owners/Clients

8. Contractors need project scheduling to • Calculate the project completion date (avoid penalties). • Calculate the start or end of a specific activity. • Coordinate among trades and subcontractors, and expose and adjust conflicts. • Predict and calculate the cash flow. • Improve work efficiency. • Serve as an effective project control tool. • Evaluate the effect of Variations. • Prove delay claims

9. Owners need Project Scheduling to • Get an idea on project’s expected finish date. • Ensure contractor’s proper planning for timely finish. • Predict and calculate the cash flow. • Serve as an effective project monitoring tool. • Evaluate the effect of Variations. • Verify delay claims.

10. THE SCHEDULER • A civil engineer, an architect, a computer whiz, a mathematician, a project manager, an artist, or a communicator? • Three types of knowledge that a scheduler must have: • Knowledge of computer software (and perhaps hardware as well) • Knowledge of the principles of scheduling and project control (as part of project management) • Knowledge of the specific technical field, such as service buildings, Railway Constructions, Bridge, Trackworks etc.

11. What is Project • A project is a set of activities with • A well-defined objective(s) • A target completion date • An estimated budget

12. Type of Schedule • Written Schedule • Gantt Chart (Bar Chart) • CPM Schedules (Critical Path Method) • Activity on Arrow • Activity on Node AB • PERT • LSM (Linear Schedule Method)

13. BAR CHART • 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. • It is very popular in the construction industry—because of its ability to graphically represent a project’s activities on a time scale.

14. ACTIVITY / TASK • Before a bar chart can be constructed for a project, the project must be broken into smaller, usually homogeneous components, each of which is called an ACTIVITY, or a TASK. • No absolutely correct or incorrect way to break down a project exists. • However, the scheduler should take a balanced approach and break it down into a reasonable number of activities that are easily measured and controlled without being overly detailed.

15. Fixing False Sealing 3 men x 30 days Start time 3000 board type End time What is Activity • An activity or task is a given kind and amount of work which: • Consumes time • Consumes Resources • has a definable beginning and ending

16. Activity to Bar Chart • The duration of each activity must be estimated. • Bars are then drawn to show, for each activity, the duration and the starting and ending points.

17. Bar Chart • STEPS • Analyze the project and specify the basic approach to be used. • Break the project down into a reasonable number of activities to be scheduled. • Estimate the time required to perform each activity. • Place the activities in sequence of time, taking into account the requirements that certain activities must be performed sequentially. • Logical constrain • Resources constrain • If a completion date is specified, the diagram is adjusted until this constraint is satisfied.

18. Items in Bar Chart • Name of work • Unit • Estimated quantity • Unit cost (optional) • Start date • Finish date • Predecessor • Successor • Calendar • Signatures: Client and Contractor

19. Bar Chart • Example:

20. Solution

21. Alternative Solution

22. Advantages Of Bar Charts • Simple and Easy to prepare and understand. • No ‘‘theory’’ or complicated calculations are involved. • Anyone can understand them. • They can be prepared anywhere with just a pencil and paper. • Bar charts are time-scaled; that is, the length of a bar representing certain activity is proportional to the duration of that activity. • So, Just by looking at the chart one can get an idea on the duration of each activity. • Bar charts particularly appeal to persons who do not have a technical background.

23. Disadvantages • Lack of logical representation (relationships): • Why did this activity start on that date? Bar charts do not reveal the answer. It could be a logical relationship, a resource constraint, or a subjective decision by the project manager. • 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. • Difficult to update. • Difficult to find Critical Path. • Bar charts may not be practical for projects with large numbers of activities.

24. How to identify the Critical path in a Bar Chart • Types of a Project Activity • Critical Activity: if it is delayed, it will delay the project. • Noncritical Activity: it may not delay the project if it’s well managed.

25. STEPS to identify the Critical Path • Start with the last Activity; Draw a vertical line from the i Node of late Activity. • The activities whose j nodes touch the vertical line, are Potential Critical Activity. • Draw a vertical line from the i node of the new critical activity. • Proceed in this manner until you reach Day 0.

26. Identify the Critical Path

27. Effective Use Of Bar Charts • Presentation to Field Staff • Presentation to Management • Identifying delays against base line. • Applying corrective action at site to maintain program and completion date.

28. THANKS