scheduling using Primavera

COMPUTER AIDED SCHEDUING OF CONSTRUCTION PROJECTS (USING PRIMAVARA P6)Under the guidance ofProf. V. R. Sastry Department of Mining

ByPavithra Hegde MCTM (07CM10F)

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Outline of PresentationIntroductionObjectives of the thesisMethodology ResultsConclusionsScope for future work*

INTRODUCTION TO SCHEDULING *

What is a Schedule. . ?

A schedule is a work plan, set date-wise in logical sequence; it is a timetable for action.

A schedule is a Project management tool*

Project Management It is an art and science of mobilizing and managing people, materials, equipment and money to complete the assigned project work on time within budgeted cost and specified technical performance standards.*

Phases of Project Management FeasibilityPlanning and DesignDevelopmentCloseout Operation *

Objectives of SchedulingForecast the project duration.

Plan for resources such as material, manpower, machinery and money.

During the development stage, it forms a work plan for execution and a yardstick against which progress is measured.*

Benefits of SchedulingSimplifies a project plan Used to implement, monitor and control the project planSchedule brings out implications of time and resources constraints.Aids in optimization of the resources employed. *

Scheduling Benefits (cont..)Schedule enables forecasting of the pattern of requirement of funds and financial state of the project in terms of investment, expenditure, output and income.

Schedule can be used for both long range and short range planning.

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Classification of SchedulesSchedule categorization based on management levelsProject summary schedule Project master scheduleContracts master scheduleResponsibility center scheduleSupervisors work program*

Classification of Schedules (cont..)Schedule categorization based on functionalities

Mater schedule

Engineering and procurement schedule

Construction schedule*

Currently Used Scheduling TechniquesBar charts Critical Path Method (CPM) and Precedence Diagram Method (PDM)Program Evaluation and Review Technique (PERT)Q Scheduling Line of Balance Technique (LOB)

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Critical Path MethodThis method calculates the minimum completion time for a project, along with the possible start and finish times for the project activities.

The critical path represents the set or sequence of predecessor/successor activities, which takes the longest time to complete. *

Application of computers in schedulingThe construction projects have become so vast, diversified and complex that the application of information technology has become imperative. Companies started developing software for scheduling, such as Primavera Systems, Microsoft etc.*

Primavera Enterprise Project Management P6 Primavera provides comprehensive, multi project planning and control software, built on Microsoft SQL Server and Oracle databases for organization-wide project management scalability.

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Primavera Enterprise Project Management P6

It includes the two moduleProject Management ModuleMethodology ManagementPrimavera's web applicationPrimavera Timesheets

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OBJECTIVES OF THE THESIS*

To schedule different type of construction projects with Primavera P6

Projects belonging to Residential constructionUrban Development Infrastructure sector are to be taken up as case study

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METHODOLOGY*

Data CollectionPurposeResources BudgetMethodology of constructionContractual timeResource constraintsDetail estimate*

Detail drawing and specifications

Site location and weather conditions

Technical, procedural, or imposed precedence relationships or constraints

Effects of other projects on resources, time, or technology

Data Collection (cont..)*

Environmental factors or risks

Details of the organization planned for the project

Details of working shifts, working hours and holidays to structure the calendar

Details of work carried out in previously executed, similar projects.

Data Collection (cont..)*

General MethodologyThe EPS and OBS were established

The project was created and calendar was assigned.

List of activities involved in project were grouped under appropriate WBS Identifying succeeding and preceding activities*

General Methodology (cont..)Activity durations were arrived

Cost of each activity was estimated

Above data were given as input in software and schedule was created

This schedule was updated by applying actual data during progress of work

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Assignment of RelationshipFinish to Start

Finish to Finish

Start to Start

Start to Finish

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Method of Determination

Project completion time

Resource constraints

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Determination of Activity Duration

Duration = A / (B x C) A = Quantity of work B = Output per unit of resource

C = Resources earmarked

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Cost Estimation of ActivityDirect Cost - Cost of labour, material, equipment

Indirect Cost - Project overheads

Markup - General overheads, contingencies and profit.

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RESULTS*

Silent Features of Case Study 1Area of residence : 3000 sq. ft

Site calendar : 6 day workweek; 8 hrs shift

Planned duration for completion : 118 days

Actual duration: 127 days *

Ground floor plan Elevation *

Case study 1: Residential ProjectSchedule for Residential project

Resource Loading

Updated schedule

Claim digger tool*

Causes for DelayType of contract

Changes in design and specification

Productivity of workers*

Silent Features of Case Study 2Area of R&R colony : 48 acres

Project include road works, water supply works, under ground drainage works and electrical lines.

Project designed for 6 days workweek.

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Calendar for R&R colony*

Case Study 2 : R&R Colony

Schedule for R&R colony

Basis and assumptions

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Silent Features of Case Study 3Five components with 270 piles

Cost and resource loaded

Feasibility stage to completion stage

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Plan of oil jetty *

Case Study 3 : Oil jettyComprehensive chart

Actual data for Pre-construction stages

Period for construction of jetty with amenities : 503 days

The same frame work is used for a Berth

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Resources for Oil jetty*

Case Study 3 : Oil jettySchedule for Oil jetty

Resource control by activity

Cash flow statement

Schedule for Berth with cast flow*

CONCLUSIONS*

Schedule - Getting work, Doing work and Getting paid

The residence Project : 118 days

The R&R colony : 392 days

The Oil jetty : 503 days

Berth : 344 days

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Self- assessment to reflect on the aspects of the project Success - Repeat it for future projects Discover - Eliminate it.

Employer can review the contractors work and depict it as Progressing, Sustaining and Lagging.

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Cost and resources loadedFront-loaded tenders during tenderingCash flow statements for arrangement of funds

Templates in Methodology Management module To save planning time for subsequent projects of similar nature*

Scope for Future Work Schedule monitoring of Infrastructure Projects

Rate analysis of the cost linking the software with other programs

Use of software with other scheduling techniques.

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ReferencesAnon (2009). The path to 2050, http://www.thepicky.com/economy/india-gdp-and-economy-at-a-glance/. Anon (2008). India 2008 A reference manual, Publication Division, Ministry of Information and Broadcasting, Government of India. Anon (1998). A Guide to Conceptual Scheduling, http://www.constructionguy.com/schedule_paper/schedule_paper_6.htm Anon (2007), Scheduling Techniques, http://www.misronet.com/construction_scheduling.htm

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Anon (2008), Introduction to PrimaveraP6, http://www.oracle.com/applications/primavera/primavera-p6-enterprise-project-portfolio-management.html.Anon (2008), Course material on Primavera Enterprise Project Management (P6), Cadd Center Software Solutions (P) LTD. Anon (2009), Project Management, http://en.wikipedia.org/wiki/Project.Anon (2008), Project Implementation Status report of Central Sector projects, Ministry of Statics and Project Implementation, http:mospi.nic.in/mosi_pi_status_report.htm.

References*

Burgess. (1998). www.sce.ait.ac.th/research/dissertation/sec/1998/~bhokha/ForecastingConstructionDuration.doc.Chitkara, K.K. (1998). Construction project management planning, scheduling and controlling, Tata McGraw-Hill Publishing Company Limited, New Delhi.Hendrickson, C. ( 2008). Project Management for Construction, Fundamental Concepts for Owners, Engineers, Architects and Builders, http://pmbook.ce.cmu.edu/index.html.Kamath, M.M. (1999). Construction of a crude oil jetty at new Mangalore port, Indian Concrete Journal, 73-7, 418-424.References*

Lee, S. (2007). Deterministic planning-part I and II, Project Management Spring, http://ocw.mit.edu/OcwWeb/Civil-and-Environmental-Engineering/1-040Spring-2007/CourseHome/index.htm.Mantri, S. (1996). The A to Z of practical building construction and its management, Mantri Institute of Development and Research, Pune.Osgood, N. (2004). Basics of Cost and Schedule Monitoring, Project Management Spring, http://ocw.mit.edu/OcwWeb/Civil-and-Environmental-Engineering/1-040Spring-2004/CourseHome/index.htm. OBrien, J.J and Plotnick, F.L. (2006). CPM in construction management, Sixth Edition, McGraw-Hill Companies, USA.

References*

Ranns, R.H.B and Ranns, E.J.M. (2005). Practical construction management, TJ International Ltd, Great Britain. Swaminathan, M. (1992). Project planning and monitoring, Proceedings of First National Symposium on Construction Engineering and Management, College of Engineering, Anna University, Madras, 343-351.Thabet, W.Y. and Beliveau, Y. J. (1996). Horizontal and vertical logic scheduling for multistorey projects, Journal of Construction Engineering and Management, ASCE, 120- 4, 875-892.Thenmozhi, M. (2009). Course in management, http://nptel.iitm.ac.in/courses/webcourse-contents/IIT-%20Guwahati/cpm/index.html.References*

THANK YOU*