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Project typed

May 15, 2015

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Business

Rahul

“PLANNING, SCHEDULING, MONITORING AND TRACKING
OF CONSTRUCTION PROJECT”
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1. INTRODUCTION

Construction projects are time bound and all project activities are directed towards the

achievement of project objectives with respect to time, scope and quality. In a complex project

where large number of activities are performed at different places by different agencies and sub

organizations, with each having its own scheduled targets, a small delay in the critical activity

can affect many schedules. Delays can alter the planned level of resources and their

mobilization. Time over run increases overheads, reduce planned revenue from sales and create

fund inflow problems. Delays in contracted projects can result in penalties and adversely affect

the reputation of the company. Project planning and scheduling aims at timely execution of work

according to the project planned ,schedule and can apply corrective measures in case of any time

deviations. In a broader sense, time control implies the control of the entire planning system, as

time is directly or in-directly related with all project activities and project functions.

1.1 PROECT CONTROL

Project control aims at controlling changes to the project. It provides management with

cost related information for making decision with a view to complete the project within the

specified quantity on time and within the budgeted cost. This information is extracted from the

performance data and other sources is used to minimize waste, update current budget estimates,

forecast cost trends and make decision about the future. Cost control involves processing of cost

accounting reports received from various responsibility centers or operating divisions.

1.2 NEED OF STUDY

Every construction project is unique and is to be completed in a stipulated time period .

In the present scenario, due to advancements in technology and high competition, the profit

margin of the contractors is considerably low. Hence an effective tool for management planning

and scheduling is necessary to manage complex projects to maintain the planned project

components of time, cost and resource. Monitoring of the projects is very much necessary even if

the projects are planned to find out the deviations from the planned schedule.

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Hence in this project, the software tool Primavera Project Planner ( P3 ) is used to obtain

the critical path of the project schedule of a Building being constructed at Shahnoorwadi. The

Primavera software is an efficient and a powerful software tool, for construction management

which is widely used globally even for the most complicated construction projects.

1.3 PROJECT OVERVIEW

A Building of configuration G+1 of an approximate area of 1100 Sq ft is considered in

this project. The building is being built for residential purposes in Shahnoorwadi. The actual

work is started in December 2012. The software tool Primavera Project Planner is used for

planning, scheduling and controlling. The activities required to complete the building structure

(excluding the interiors) was identified and was fed as an input to Primavera along with their

durations. The critical activities and the project time which is represented by the summation of

critical path durations are obtained from the primavera schedule.

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2. CONSTRUCTION PROJECT MANAGEMENT

2.1 INTRODUCTION

Major construction works are time bound and employ huge resources of men, material

and machines. They involve heavy investments running to crores of rupees. They require a high

level of technology and need an effective management of resources. The execution of major

construction capital works is undertaken by projecting them and there by organizing them into

one or more construction projects for implementation.

The term ‘construction project’ refers to a high value, time bound, and special

construction mission with predetermined performance objectives. The project mission is

accomplished within complex project environment by putting together human and non human

resources into a temporary organization headed by a project manager.

The project manager aims to achieve its mission by:

MANAGING : Time and progress

Cost and Cash flow

Quality abd performance

Organization behavior

BY PLANNING : Planning Resources

Scheduling Resources

Organizing Resources

Direct Resources

Monotoring Resources

Controlling Resources

WITHIN : Quality Constraints

Time Constraints

Cost Constraints

Environmental Constraints

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2.2 COMPONENT OF PROJECTS

A Project is endeavor that is undertaken to produce the results that are expected from the

requesting party. A Project consists of three components namely

• Scope: Work to be accomplished both qualitative and quantitative.

• Budget: Refers to the costs measured in currency or labour hours of work.

• Schedule: Logical sequencing and timing of the work to be performed.

THE SIX FACTORS THAT DETERMINE THE OUTCOME OF A PROJECT ARE

• Size

• Complexity

• Quality

• Productivity

• Completion Time

• Cost

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2.3 FUNCTION OF PROJECT MANAGEMENT

Management is summarized into five basic functions

1. Planning: It is the formulation of the course of action to guide a project to completion. The

establishment of milestones and consideration of possible constraints are major parts of

planning.

2. Organising: It is the arrangement of resources in a systematic manner to fit the project plan.

A project must be organized around the work to be performed.

3. Staffing: It is the selection of individuals who have the expertise to produce the work.

4. Directing: It is the guidance of the work required to complete the project.

5. Controlling: It is the establishment of a system to measure, report and forecast deviations in

the project scope, budget and schedule. Control is often the most difficult function of project

management.

2.4 KEY POINTS IN PROJECT MANAGEMENT

Some of the key concepts of project management are listed below.

1. To confirm that there is an approved project scope, budget and schedule for the project.

2. To ensure that there is an explicit operational work plan to guide the entire project.

3. To establish a control system that will anticipate and report deviations on a timely basis so

that corrective actions can be taken.

4. To establish a project organizational chart that shows authority and responsibilities for all the

team members.

5. To get out problems out in open with all persons involved so that they can be resolved.

Thus depending on the size and nature of the project, the managers in the project team are

entrusted with the responsibility to accomplish project tasks. A large complex project may have a

manager in charge of each specialized task whereas in smaller projects only few managers can

look into all tasks.

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3. TIME AND RESOURCE

3.1 TIME AND RESOURCE – PLANNING AND CONTROL

The construction planning process is stimulated through a study of project documents.

These documents include – but are not limited to – the available technical and commercial

studies and investigations, design and drawings, estimate quantities etc. The planning process

takes into account the strengths and weakness of the organization as well as the anticipated

opportunities and risks.

3.2 TIME PLANNING PROCESS

In construction all projects are time bound. The project time objective specifies the

project completion time. The project time and cost are correlated-it is time factor which

determines the project cost. However, the absence of a project plan almost makes certain that the

project cannot be completed on schedule without incurring extra costs.

The time planning process involves the following three stages:

1. Project work breakdown: This means breaking down the scope of the project into its

constituent sub project, tasks, work packages and activities.

2. Modeling and analyzing networks: This includes developing logic diagrams or sub

networks integrating these to develop a time planning model and analyzing this model to

determine the project completion time.

3. Scheduling work Programmes: This involves putting the time plan on a calendar basis and

using the scheduled Programme to forecast input and output.

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3.3 TIME PLANNING TECHNIQUES

A project time depicts the sequence of accomplishment of the planning components

plotted against project time scale. These components include activities and events. Time

planning techniques are used to put these components on the time scale. There is a wide variety

of time planning technique. The commonly used techniques are bar charts, network analysis, line

of balance technique and linear Programme charts.

3.4 RESOURCE PLANNING PROCESS

3.4.1 FORECASTING INPUT AND OUTPUT:

A forecast is a prediction of what is anticipated in future. The input and output forecast

includes the data wise requirement of project manpower, major materials, costly equipment,

production costs, sales etc. The basis of forecasting is the schedule of work.

3.4.2 PLANNING CONSTRUCTION WORKFORCE:

This process chiefly involves identifying the trades or the skills required, establishing

productivity standards to determine the number of workers needed to perform given job in the

specified time, data wise forecasting of workers requirement for accomplishing the project work

and finally organizing the planned work force into operating teams having assigned programmed

tasks.

3.4.3 PLANNING CONSTRUCTION MATERIALS:

The construction material planning involves identifying the materials required, estimating

quantities, defining specifications ,forecasting requirements, locating sources for procurement,

getting material samples approved etc.

3.4.4 PLANNING CONSTRUCTION EQUIPMENT:

Construction equipment is indispensable in the execution of modern high cost, time

bound massive construction projects. It produces output with an accelerated speed in a limited

time .Equipment planning for a project aims at identifying the construction tasks to be

undertaken by mechanical equipment, assessing the equipment required, exploring the

equipment procurement options and finally participating in the decision maker for selecting the

equipment.

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3.4.5 PLANNING CONSTRUCTION STANDARD COSTS:

The construction costs planning has its aim in the integration of planning, judgment,

costing techniques and accounting discipline for developing standard costs, financial forecasts,

project budget and cost control measures with the ultimate goal of achieving project profit or

cost objectives. The construction cost plan uses standard cost concept for costing work packages,

work items or activities. The standard cost technique finds wide application in estimating,

forecasting, budgeting, accounting and controlling of costs.

3.4.6 PLANNING CONSTRUCTION BUDGET:

The primary purpose of having a budget is to assign financial targets and resources to

each functional group so as to establish some basis for controlling their performance and to make

participants plan with cost consciousness instead of purposeless routine working. The basis of

the budget is the project plan and its schedule of work. The budget preparation involves

structuring of project functional organization into production, services and administration

responsibility centers. Assigning each responsibility centre its goal in the form of sales budget

and production targets. Allocating resources with budgeted costs necessary to achieve the

assigned goals and finally, compiling the project financial plan in the form of the project master

budget. Control involves organizing the control responsibility centers, designing accounting and

monitoring methodology, codifying data and developing the information systems so as to make

decision speedily. It also includes identifying the problem areas, making risk-taking decision to

tackle the problem, organizing and directing resources needed to carry out these decisions and

measuring the results of these decisions against targeted expectations through organized and

systematic feedback.

3.5 PROJECT CONTROL METHODOLOGY

The project control follows the system concept. Each organizational unit in a project

usually referred to as the responsibility centre and can be viewed as a sub system. These sub

systems are highly interdependent and interactive. The performance objectives of a sub system

are stated in terms of the parameters to be controlled. These parameters include the time progress

targets, resource productivity standards and work package standard costs and sales targets. Each

sub system accounts for its performance and reports its actual performance along with the

deviation between the planned and actual performance to be monitored.

The project control centre manned by the monitor is at the heart of the system. It receives

performance data from the responsibility centers and using scientific tools and techniques,

transform it into information that suggests remedial measures for achieving the objectives.

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3.6 CONTROLLING RESOURCE PRODUCTIVITY

The success of the project depends on the performance of the input resource. Productivity

is a measure of performance of these resources. Productivity control aims at ensuring efficient

utilization of the inputs of men, materials and equipment by identifying the cause of their

wastage as well as affecting improvements to minimize it. The cause of wastage are located by

analyzing variances and efficiencies of planned and on site actual productivity.

Productivity performance variance = planned productivity – actual productivity

Productivity performance index = planned productivity/actual productivity

The productivity parameters which need to be controlled in construction projects are:

1. Labour productivity

2. Equipment productivity

3. Material productivity

3.7 CONTROLLING COST

Cost control is the restraining of expenditure within the predetermined limit. It involves

the processing of reports received from varies responsibility centers or operating divisions

relating the cost incurred with the set standards, analyzing the reason for any variances and

presenting results to the project management for decision making and initiating remedial

measures. The cost control process follows an active and forward looking approach. It does not

confuse itself to the historical data contained in cost report and accounting documents, but goes

further to indicative corrective measures so as to minimize in efficiencies and reduce cost.

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3.8 CONTROLLING TIME

Time is of essence in a project and all project activities are directed towards the

achievement of the project time objectives a project time control aims at time execution of work

as per the work program and application of corrective measures in case of deviation. The time

control process involves the monitoring of time status by updating the project networks and time

schedule, reviewing duration of balance activities, computing deviation and evaluating the

implications of a deviation on the project time objectives by time analyzing the project network.

It includes the formulating remedial measures including what-if analysis, time crashing,

re-planning, reforecast and re-mobilizing resources under changed situation with view to

accomplish the time objectives.

Time delays have serious repercussions on plan resources and produce inefficiency in

their use. They alter the planned level of input resources and result in a revision of a materials

inventories and accommodation for men and materials. Delays necessitate re-mobilization of

resources. Time over-runs increases cost exponentially and result in increased over rate and

reduced planned sale receipts, thus causing liquidity problems.

There are also confusion and conflicts. All these have serious implications on the project

resource needs and cost objectives. It is for this reason that the project controlling process starts

with the resources productivity control. Next come the cost control, followed by time period.

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4. SIGNIFIANCE AND SCOPE OF PROJECT

4.1 SIGNIFICANCE OF PROJECT

In the present prevailing scenario in the construction industries, CPM/PERT networks are

drawn based on the available data. The project is executed based on the network drawn.

Corrections are made depending on the site realities Crashing of networks is carried out if

required and if possible. If the project is completed within a reasonable time and cost overruns,

no post mortem analysis is carried out.

However it is possible that the network diagram drawn and implemented might not be the

optimum one. It could have been quite possible that a more realistic and logical sequencing of

activities and more rational resource allocation along with more practicable assignment of

duration to the activities would have resulted in a better network diagram and hence reduced the

time and cost overruns. Therefore any attempt made in arriving at an optimum network diagram

will go a long way in minimizing the time and cost overruns which will play a crucial role in the

present competitive and globlalised environment. This project work intends to make an attempt

in this direction.

4.2 SCOPE OF THE PROJECT

The scope of work consists of the following four stages:

1. Data collection: The complete data required for the planning and scheduling is collected

for further processing.

2. Data processing: The data collected is processed to make it fit for use in software

primavera(P3)

3. Network diagram: With the processed data, a network diagram is drawn using the

software primavera(P3)

4. Report Generation: With the obtained network diagram, a classic schedule report is

generated using primavera project planner.

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4.3 OBJECTIVE OF THE PROJECT

This project work intends to achieve two objectives namely:

1. To prepare a CPM (Critical Path Method) chart for a building being built.

2. To acquire a good knowledge of the primavera software this is most widely and globally

used.

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5. PLANNING FOR RESIDENTIAL BUILDING

5.1 ABOUT THE PROJECT

The proposed building is an 1100 Sq.ft development in Shahnoorwadi. The block is being

constructed behind the Podar International. The configuration of the building is G+1.

5.2 DESIGN AND DRAWING – IN BRIEF

This framed structure building lies on footing which is of isolated stepped type. The total

numbers of isolated stepped footing are 12. The slab of 150mm thickness also consists of cross

beams. The individual slab units are of one way type. Steel rods of diameter varying from 8mm

to 20mm are used at various sections. All individual slab units are provided with 8mm diameter

mesh reinforcements. All staircases are provided with sloping slab, landing slab and beam. The

total height of the building is 7.3m. All the columns at the ground level are connected by plinth

beams. The work started in late months of December 2012.

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`

Fig 5.1: Building Plan

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6. PROJECT PLANNING AND SCHEDULING

6.1 INTRODUCTION TO PLANNING AND SCHEDULING

Project planning is the process of identifying all the activities necessary to successfully

complete a project. Project scheduling is the process of determining the sequential order of the

planned activities, assigning realistic durations to each activity and determining the start and

finish dates for each activity. After the activities are identified, it is relatively easier to determine

the schedule for the project. Many methods and tools have been developed for scheduling. The

computer is universally used to perform the calculations for the project schedule.

6.2 DESIRED RESULTS OF PLANNING AND SCHEDULING

Project planning is the heart of project management because it provides the central

communication that coordinates the work of all parties. Although the common desired results of

planning and scheduling is to finish the project on time, the other desired results of planning and

scheduling are listed below.

1. To have continuous uninterrupted flow of work.

2. To reduce the amount of rework.

3. To minimize confusion and misunderstanding

4. To have a clear understanding of who does what, when and how much.

5. To integrate all work and ensure a quality project for the owner.

Project planning and scheduling can serve as an effective means of preventing problems.

It can prevent delays in work, a major cause of late project completion and cost overrun, which

often leads to legal disputes. It can also prevent low worker morale and decline in productivity

that is caused by a lack of direction.

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6.3 PRINCIPLES OF PLANNING AND SCHEDULING

There must be an explicit operational plan to guide the entire project. The plan must

include and link the three components of the project: scope, budget and schedule. Too often,

planning is focused only on schedule without regard to the important components of budget and

scope. To develop an integrated total project plan, the project must be broken into well defined

units that can be measured and managed.

Planning, scheduling and controlling begin at the inception of the project and continue till

the life of the project until completion. The other key principles of planning and scheduling are

listed below:

1. To build flexibility into the plan, include allowance for changes and time for reviews and

approvals.

2. To always remember that the schedule is the plan for doing work and it will never be

precisely correct.

3. To keep the plan simple, eliminate irrelevant details that prevent the plan from being

readable.

6.4 FACTORS AFFECTING WORK SCHEDULING

The scheduling of the project plan has to take into consideration many variables like

time, resources and financial constraints. It is difficult to enumerate principles governing all such

factors which may vary from project to project. However, the guidelines given can be considered

for developing the schedule of the project work.

6.4.1 TIME

The availability of time is crucial limiting factor in a project. More time normally,

implies less investment. Time and cost are correlated factors. Three aspects of time which have

to be considered during scheduling are:

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1. Most of the projects carry time constraints in the form of imposed dates. These dates may

include constraints on start and completion of activities. A schedule must meet the project

time constraints, in such a way that the project duration is not exceeded, such a schedule is

called time limited schedule.

2. The schedule must account for holidays, bad weather days and the non-working periods.

Further, effect of the working season on production efficiency must also be considered while

scheduling activities and the schedule and the connecting resources adjusted suitably. Such a

schedule details the work programme for execution.

3. Scheduling must make use of the reserve of time available in floats of non critical activities

to reduce fluctuation in resource requirements or confirm to a given predetermined patterned

of resources. For minor fluctuations, working overtime may also be restored to. The schedule

prepared under constraints is termed as resource constraints.

6.4.2 MANPOWER

Manpower is one of the main factors in the successful completion of the project. No

amount of automation or machinery can replace the manpower needed for completion of a

project. It cannot be treated like a commodity and cannot be dismissed or re employed at will.

Technical hands once employed are normally continued till their requirement ceases. The idle

labour time is paid for and the factors such as strikes and breakdown of work are kept in view by

the management. The task efficiency of labour, weather conditions, nature of work and the

supervisor’s leadership – all of these affect labour productivity.

The non availability of suitable labour is generally a limiting factor. The labour turnover,

sickness and absenteeism further aggravate the problem. The working hours, overtime and other

incentives have to be considered while deciding the manpower schedule. The management-

labour agreements and the governing labour laws considerably affect labour employment. A

schedule cannot take care of all the variables but these can be reduced considerably by working

out a uniform trade category wise manpower requirement schedule or by fixing the pattern

depening on the man power availability and working conditions.

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6.4.3 MATERIALS

No project can ever be started without materials. Construction materials are increasingly

becoming scare and their procurement is a time consuming process. The schedule aids in

forecasting of materials, and their timely supply determines the economics and progress of work.

One method could be to stock materials well before they require so as to ensure timely supply,

but the stock inventory costs money. Generally inventory should be zero before the

commencement and after the completion of the project. To go a step forward, this rule should be

made applicable to each activity. But for certain materials, procurement action can be based on

the guiding principle inventory must be kept to a minimum. In case of materials in short supply,

the schedule may have to be based on availability constraints.

6.4.4 MACHINERY

The availability of machinery is normally a limiting factor. For example, in an activity

involving excavation, the schedule may specify requirement of two dozers but only one may be

actually be available or allotted. This would entail recasting of whole schedule. In such

circumstances, various alternatives like delay, penalty, costs, cost of time crashing and cost of

procurement or hiring of machinery and equipment scheduling should be to find out the

minimum duration schedule in which the employment of equipment and machinery is

systematically and uniformly distributed based on its availability or allotment.

6.4.5 CAPITAL

Capital is the core of all project activities. The project management aims at economics

and the contractor works for earning profits. The proper management of money results in savings

while its improper use proves ruins. In EST schedule, the large production costs get staggered

over long period of time, thus reducing investments. But this schedule may not prove attractive

to a builder as the saving on investment in the earliest stages can be best utilized either on

another project or ever in earning interest. Therefore, a builder schedule would generally aim to

execute those jobs earlier which are more profitable, involving least investment and benefit his

cash flow. On the other hand, the client would aim at phasing of constraints for early completion.

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6.5 STEPS TO DETERMINE A SCHEDULE

1. Complete the CPM network diagram.

2. Label each activity with proper description.

3. Estimate activity duration

4. Identify each event with a unique node number.

5. Determine the early event times by implementing forward pass calculation.

6. Determine the late event times by implementing the back ward pass calculations.

7. Compute the total, free and independent float and identify the critical activities on the

network.

8. Calculate the calendar dates for event and activity times.

9. If the project duration is not suitable, either change the network or reschedule the

start/completion of the event/activity and once again go through steps 5, 6, 7 and 8.

10. If the project duration, starts and finishes of activities are suitable then arrange the activities

in the desired sequence and tabulate activity identification, description, duration, early and

late starts, early and late finishes and floats. Finally identify all the critical activities.

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7. TECHNIQUES FOR PLANNING AND SCHEDULING

7.1 INTRODUCTION

The techniques used for project scheduling will vary depending upon the project

complexity, size, duration, personnel and owner requirements. The project manager must choose

a scheduling technique that is simple to use and is easily interpreted by all project participants.

There are two general methods that are commonly used for scheduling. These are listed below:

1. Bar chart ( Gantt chart)

2. Network techniques (CPM, PERT, PNA)

7.2 BAR CHART (GANTT CHART)

The bar chart developed by Henri L. Gantt during World War 1, is a graphical time-scale

of the schedule.

7.2.1 ADVANTAGES

1. It is easy to interpret.

2. It is an effective technique for overall project scheduling.

3. Does not require extensive interrelationship of activities.

4. It is simple and easy to use.

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7.2.2 LIMITATIONS

The bar chart also has some limitations. Some of the limitations are listed below:

1. It is difficult to update and does not show interdependence of activities.

2. It does not integrate cost and resources with schedule.

3. A change in one activity on the bar chart will not automatically change subsequent activities.

4. The bar chart has limited applications for detailed construction work

7.3 NETWORK TECHNIQUES

The project network analysis is a generic term covering all the network techniques used

for planning, scheduling and controlling of projects. The three commonly used techniques are:

1. Critical path method (CPM)

2. Program evaluation and review technique ( PERT)

3. Precedence network analysis ( PNA)

Their common features are that they make use of network model for depicting the time plan

of the project. Apply the critical path concept for determining project duration and identifying

critical activities and employ network analysis techniques for controlling projects-time

objectives. But each these experience shows the following:

1. CPM is best suited for developing the sub networks of sub groups and task having

activities with deterministic single time duration.

2. PERT is useful for project feasilibility reports and sub projects or tasks involving

uncertainties. In such cases, probabilistic approach of three times is used for assessing

activity durations.

3. PNA is commonly used technique for time planning of construction projects.

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7.3.1 CRITICAL PATH METHOD (CPM)

The critical path method was developed in1956 by the Dupont Company, with

Remington Rand as consultants, as a deterministic approach to scheduling. The CPM method is

commonly used in engineering and construction industry. CPM is mainly concerned with the

trade-off between cost and time. It has been applied to projects that employ a fairly stable

technology and are relatively risk free. Hence its orientation is ‘deterministic’.

7.3.2 PROGRAM EVALUATION REVIEW TECHNIQUE (PERT)

PERT was originally developed to facilitate the planning and scheduling of the Polaris

fleet Ballistic Missile project of the US government. Designed to handle risk and uncertainties,

PERT is eminently suitable for research and development programs, aerospace projects and other

projects involving new technology. In such projects the time required for completing various

jobs or activities can be highly variable. Hence, the orientation for PERT is ‘probabilistic’

7.3.3 ADVANTAGES OF CRITICAL PATH METHOD (CPM)

1. CPM provides interrelationship of activities and scheduling of costs and resources.

2. It is an effective technique for overall project scheduling and detailed scheduling of

construction.

3. It provides detailed information that is required for effective project management.

7.3.4 LIMITATIONS OF CRITICAL PATH METHOD

1. It requires extensive description of the interrelationship of activities.

With these techniques available, the project manager must use his or her own judgment and

select the method of scheduling that best defines the work to be done and that communicates

project requirements to all participants. In particular these techniques help the project managers

to determine the expected project time completion date; the scheduled start and completion time

for different activities comprising the project.

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8. INTRODUCTION TO PRIMAVERA PROJECT PLANNER

Primavera project planner is a product from primavera systems Inc, USA. P3 offers easy

to use approach to project planning with an inherent interact that means project planning and

control easy. P3 is a multi-user product that operates on popular Local Area Networks. It allows

the user to share data with other network users and with any one who manages projects using P3.

With P3 the user can schedule and manage up to one lakh activities.

8.1 FEATURES OF PRIMAVERA PROJECT PLANNER

1. P3 allows the user to select the information from the database, sort data in dozens of different

ways, and condense details and present graphic presentation.

2. Primavera uses Betrieve as the record management system for handling project files.

3. It helps to build a project network quickly and graphically.

4. Offers various activity types so that the user can made different activity and resource

interactions.

5. As many as 10 types of restrictions (constraining) can be imposed on activities.

6. The user can compare normal vs. overload staffing on the schedule in onscreen histogram

and curves.

7. As the actual data is recorded, P3 automatically changes estimate to complete.

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8.2 PRIMAVERA FILE STRUCTURE

The features of Primavera file structure are listed below:

1. Primavera will work with one file type only i.e. P3, which is a standard format for P3

files

2. The project has a mandatory four characters for project name.

3. All files will have P3 extension

4. All files are preferred with four characters project name.

When a new project is created in P3, it automatically becomes a project group and there

sub projects are termed projects share calendars, codes, resources and other data from the group.

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9. PLANNING AND SCHEDULING IN PRIMAVERA

(WITH RESOURCES)

9.1 UNDERSTANDING THE PROJECT SCOPE

9.1.1 PROJECT OVERVIEW

The actual start of the project was late in 2012. In primavera, the project start is on 17th

Dec, 2012. A normal of 5 working days per week is considered. The planning unit is in days.

The total time span of the project nearly comes to about four months..

9.1.2 STEPS FOR PLANNING AND SCHEDULING

(i) CREATING A PROJECT

1. Open a new project name and is given as ABCD

2. The client name and location is selected

3. The planning unit is selected as days

4. The project start date is entered.

Fig. 9.1: Starting a New Project

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(ii) DEFINING CALENDARS

Before the activity list is entered, the calendars are defined; calendars are used to model

the working time for each activity in the project.

Fig 9.2: Assigning the Calendar to Project

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(iii) IDENTIFICATION OF PROJECT ACTIVITIES

The activities required to complete the project is identified and the activity list is entered.

1. Site Cleaning

2. Excavation

3. PCC

4. Foundation

5. Plinth Column

6. Plinth Beam

7. Filling

8. GL Column

9. GL Beam and Slab

10. FL Column

11. FL Beam and Slab

12. GL Brickwork

13. FL Brickwork

14. Electricity Fitting

15. Window Steel Mesh

16. Compound Wall

17. Internal Plastering

18. Kitchen Otta

19. Plumbing

20. External Plastering

21. Tiles and Dadoo

22. Door and Window

23. Colouring

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(iv) SEQUENCING THE ACTIVITIES:

Once the activities have been entered, the next step would be to give the relationship for

the activities to get the schedule of the project. The relationships can be assigned either directly

in the bar area or through successor/ predecessor from activity detail in the activity form. The

following are the four fundamental relationships

1. Finish to Start relationship (FS): A relationship in which the start of a successor activity

depends on the completion of its predecessor activity

2. Start to Start relationship (SS): It is a relationship in which the start of a successor activity

depends on the start of its predecessor activity.

3. Finish to Finish relationship (FF): It is a relationship in which the finish of the successor

activity depends on the finish of its predecessor activity.

4. Start to Finish relationship (SF): It is a relationship between activities in which a successor

activity cannot complete until its predecessor activity start.

(v) SCHEDULING THE PROJECT:

The software will calculate the shortest possible time to complete the project, which

shows the critical path .The critical path, is the longest and continuous path to complete the

project. If the completion date on any one of the critical activity is delayed the whole project will

be delayed. Scheduling the project will also give the start date and finish date, total and free float

for each activity.P3.1 Starts the beginning of the project and continues to the end to calculate the

earliest start and finish dates for each activity (Forward pass calculation) Then it starts at the end,

from the latest early finish date of the activity in the project to the first activity and continuous to

calculate the latest start and finish dates for each activity (Backward pass calculation)

(vi) ASSIGNING CONSTRAINTS:

Constraints are used to impose restriction on activities that cannot be realistically

scheduled with logic links. The constraints may be applied due to management needs (or) Due to

external restriction most of the constraints will be used during the execution time only.

Some of the types of constraints are used below:

1. Early constraints

2. Start on constraints

3. Expected finish constraints

4. Late constraints

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(vii) ORGANIZING PHASE:

1. Designing and assigning activity codes

2. Organizing the activities in the layout

3. Applying filters where ever needed

4. Saving of layout.

(viii) SUMMARIZATION

To activate summarization go to format, summarize all. Use the summarize command to

condense or roll up activity information for a selected group title band P3.1 shows activities as

One continuous bar or as individual bars, depending on the setting in the summary bars dialogue

box when summarize a plus sign (+) appears to the left of the group title band.

(ix) LAYOUT

To activate layout go to view, layout. A layout is the combination of visual elements that

appear in the bar chart and network views. These elements include activities, their organization,

configurations, and the appearance of activities and relationships, color settings ,sizes, font,

display option such as activity form resource / cost profile and way a project appears on screen

and save it as picture that can be modified, renamed, printed, and to other project. The default

Layout appears when you add new projects or create a new layout. It shows all activities with

information commonly found on bar charts.

(x) PROJECT REPORTING

Reports can be generated from the option reports. Report making is also possible by

changing the default reports (Graphical and tabular reports).

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Fig 9.3: Layout of Bar Chart

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Fig 9.4: Resources Allocation

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Fig 9.5: PERT view

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10. PRIMAVERA PROJECT PLANNER LAYOUT OF THE

RESIDENTIAL BUILDING

A project is created in primavera with name ABCD. The planning unit is entered as days.

The number of working days is taken as five in a week. The project starts date us 17th Dec, 2012

in primavera. The activities Name, Id, Durations are entered. The duration of the activities were

predicted or determined depending upon the quantity of work to be done and the available

resources.

The predecessors and successors of the activities were also defined. The concrete will be

mostly at site. The linking of activities was done according to their predecessors and successors.

The linking of activities are based on the four relationships mentioned earlier i.e. FS, SS, FF, SF.

The activities, duration, percentage completion can be easily inferred. Thus the activities and bar

chart schedule can be obtained from classic layout.

The classic schedule layout is shown in the above pages.

The PERT view of the schedule layout is also shown in the above pages.

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11. ANALYSIS OF CPM NETWORK SCHEDULE

Once the project is scheduled, the activity details are obtained in a bar chart view. The

same can also be viewed in a PERT view. These views shows the activity details which include

activity names, duration, early start and finish dates, percentage completion and resource details

of the respective activity etc in the data columns area. It can be seen that once the scheduling

takes place, the activities are automatically arranged in the order of early start dates and are listed

in the same order in the data column of the P3 screen. There are a total of 24 activities involved

in this present project. The activity names start from clearing work and extend till the last floor

slab, covering the entire structure of the building including the interiors. The total number of

working days to complete the project amounts to 109 days. The approximate project time spans

for around four month.

This project concentrates to obtain the critical activities in the project schedule, which are

required to complete the structure alone excluding the interiors.

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12. GENERATION OF REPORT

Schedule reports contain a tabular list of schedule data, including activity ID’s

description, durations, float early & late schedule dates. The schedule reports can also be

customized to show additional data on separate lines such as budgets, resources, predecessor /

successor activities and long. In the context of the present project, a classic schedule report

which is sorted by early start is generated. Additional data relating to this report shows the

activity ID, successors, predecessors, and total float (if any) for that particular activity.

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Primavera Scheduling and Leveling Calculations –

Scheduling Report Page: 1

This Primavera software is registered to Dr. Regulwar.

Start of schedule for project ABCD.

Serial number...19126321

User name GECACESA.

Open end listing -- Scheduling Report Page: 2

----------------

Activity 101 has no predecessors

Activity 211 has no successors

Activity 251 has no successors

Activity 261 has no successors

Activity 271 has no successors

Activity 291 has no successors

Activity 301 has no successors

Activity 321 has no successors

Activity 341 has no successors

Scheduling Statistics for Project ABCD:

Schedule calculation mode - Retained logic

Schedule calculation mode - Contiguous activities

Float calculation mode - Use finish dates

SS relationships - Use early start of predecessor

Schedule run on Tue Apr 30 14:31:47 2013

Run Number 2.

Number of activities.................. 24

Number of activities in longest path.. 16

Started activities.................... 0

Completed activities.................. 0

Number of relationships............... 23

Percent complete...................... 0.0

Data date............................. 17DEC12

Start date............................ 17DEC12

Imposed finish date................... 01APR13

Latest calculated early finish........ 27MAR13

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13. FUTURE SCOPE

The Critical Path Network of the Building is obtained and analyzed in this project using

Primavera Project Planner (P3), in general is a very efficient and powerful tool for efficient

project management when compared to other software tools relating to Project Management.

Primavera handles even the largest and most complex projects performed today. It can scheduled

manage up to one lakh activities for a single project. Its also has the security features like

password protection.

SOME OF THE AREAS IN WHICH THE PRESENT PROJECT CAN BE EXTENDED

TO ARE LISTED BELOW

1. With the help of material and labour rates and equipment rental rates (if any), the total

project cost can be calculated. The cost of separate activities can also be calculated with

primavera. The fund, men and material requirement can be expressed graphically for monthly

or even yearly period of time. By this facility, the cash flow position can be known in

advance and the funds can be organized accordingly.

2. If at any period of time, there is any fund or resource shortage, the critical paths is affected

can be found, due to this changes.

3. Effects of critical path with respect to constrains can be found out. Primavera allows ten

types of constrains for activities. Each of these has a unique effect on project scheduling.

4. With the availability of electrical, plumbing drawings, elevation drawn, the activities related

to these can be incorporated in primavera scheduling in order to have a complete efficient

management package.

5. With details of planned and actual schedule, any lag of time or excess time can be looked

into and the differences can be adjusted for more effective time management. If there is any

lag in actual schedule, there has to be crashing of time to maintain the same planned project

time.

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14. CONCLUSION

The Critical Path Network of the building of G+1 configurations being built at

Shahnoorwadi is obtained using the planning and scheduling software primavera project planner

(P3). The activities required to complete the structure (including interiors) was identified and

were fed as an input into the Primavera Project Planner. The duration of the activities were

predicted or determined depending upon the quantity and type of work to be done and the

available resources. The predecessors and successors of the activities were also defined. After

scheduling the critical path and project duration are obtained. The scheduled network was then

analyzed and a classic schedule report was generated using primavera.

Therefore an attempt is made in arriving at an optimum network diagram that will go at

least a step towards minimizing the time and cost overruns which will play a crucial role in this

present competitive and globlalised environment. This project intends to make an attempt in this

direction. This project has helped us to have a comprehensive study in the areas relating to

planning, scheduling and controlling of projects. It has also helped us to gain knowledge about

other fundamental principles and techniques of construction project management. As an

important milestone in our learning process is the acquisition of knowledge about the software

tool Primavera Project Planner (P3), which is being most widely and globally used. Facing the

challenges of real life construction management will no longer be a difficult one.

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REFERENCES

1. “Primavera Reference Guide (2004)”, CADD Center Training Services Pvt Ltd.

2. Garold D.Oberlender, (2000), “Project Management for Engineering and Construction”,

McGraw Hill Publishing, New Delhi.

3. Chitkara,K.K., (2001), “Construction Project Management”, Tata McGraw Hill Publishing,

New Delhi.

4. Sandeep Mantri “A to Z of Practical Building Construction and its Management”, (8th

edition), Satya Prakashan, New Delhi.