2/1/2013 1 CIVE 585, CIVE 685, ENMG 698 Construction Planning & Scheduling Instructor: Farook Hamzeh, Ph.D. 1- Introduction to Scheduling Farook Hamzeh Assistant Professor, Civil and Environmental Engineering American University of Beirut Ph.D. University of California, Berkeley, 2009 Dissertation: “Improving Construction Workflow-The role of Production Planning and Control” M.S. University of California, Berkeley, 2006 M.E. American University of Beirut, Lebanon, 2000 B.E. American University of Beirut, Lebanon, 1997 Professional Experience Education • Cathedral Hill Hospital Project •$ 1.7 Billion in San Francisco • 555 Beds • 912,000 SF
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CIVE 585, CIVE 685, ENMG 698
Construction Planning & Scheduling
Instructor: Farook Hamzeh, Ph.D.
1- Introduction to Scheduling
Farook Hamzeh
Assistant Professor, Civil and Environmental Engineering
American University of Beirut
Ph.D. University of California, Berkeley, 2009
Dissertation: “Improving Construction Workflow-The role of
Production Planning and Control”
M.S. University of California, Berkeley, 2006
M.E. American University of Beirut, Lebanon, 2000
B.E. American University of Beirut, Lebanon, 1997
Professional Experience
Education
• Cathedral Hill Hospital Project •$ 1.7 Billion in San Francisco
• 555 Beds
• 912,000 SF
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Academic Experience:
Assistant Professor, Department of Construction Management
Colorado State University
2009-2011
Farook Hamzeh
Assistant Professor, Civil and Environmental Engineering
American University of Beirut
Primary Objectives in Managing any Project
Finished On Time
Within Budget
Meets or Exceeds Customer Quality Expectations
In a Safe Work Environment
Without Litigation
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How Do We Meet those Primary Objectives?
P Plan
O Organize
D Direct
C Control
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Project Management Failures Caused by a Lack in one or more of the following: Think of Past Projects that had Problems
Lack of Proper Planning
Lack of Proper Organizing
Lack of Leadership Providing Direction
Lack of Controls on Time, Costs, Quality, & Safety
Project Failures Causes Improper planning and methodology (78 %)
Lack of communication (75 %)
Unrealistic target completion dates (67 %)
Inadequate commitment and involvement from senior management (59 %)
Insufficient budgets and resources (56 %)
Too many assumptions and unknowns (51 %)
Project politics and conflicts (38 %)
Lack of set targets or measurable results (45 %)
Formation of the wrong project team (27 %)
(Collaboration, Management and Control Solutions,2010)
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“Plans are worthless. Planning is essential.”
Dwight D. Eisenhower
General and President (1890-1961)
“Planning is everything. Plans are nothing.”
Helmuth Graf von Moltke
Field Marshal-Prussian Army (1800-1891)
The Purpose of Planning Reduce Risk Better Manage Uncertainty Support Sound Decision Making Establish Trust Convey and Share Information
(Cohn 2005)
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Why Use Formal Schedules? • Reduces Construction Time
• Reduces Costs – Materials, Labor, and Overhead
• Provides for a More Continuous Flow of Work
• Gives Crews and Subs a Goal to Work Toward
• Increases Productivity
Why Use Formal Schedules (continued)
• Improves Company Image
• Helps to Control Time, Costs, Quality, and Safety
• Helps to Manage Material, Labor, Money, Equipment, and Subcontractors
• Forces Detailed Thinking
• Improves Communication
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What separates GOOD from GREAT?
Proactive
Multiple, flexible options
Time is abundant
Affordable options
Reactive
Fewer, fixed options
Time is limited
All decisions are at a premium
vs.
Simply being…
Project
Management
Schedule
Quality Cost
Schedule, resource, and cost data are the primary elements of project management Elements are interrelated - a change in one impacts the others
PROJECT MANAGEMENT OVERVIEW
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How can we find balance in time, quality and money?
Scheduling
&
Evaluation
Experience & Timely Information Surprisingly, once underway, even the most carefully scheduled
project can reach a point where it is difficult to tell where it stands.
Without some kind of periodic and consistent
measurement system--it's close to impossible to
make critical judgments with confidence that the
facts are in hand.
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Reality
Deadlines to meet
Resources to control
Budget to control
Weather to predict !!
Reports to produce
Meetings to attend
Time Management Matrix
Quadrant 1
Urgent
Important
Examples
Quadrant 2
Not Urgent
Important
Examples
Quadrant 3
Urgent
Not Important
Examples
Quadrant 4
Not Urgent
Not Important
Examples
Stephen Covey
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HOW LONG WILL IT TAKE?
Types of Scheduling Systems
• Check Sheets or a List of Activities
• Magnetic Scheduling Boards
• Graphic Schedules
• Bar Charts (Gantt Schedules)
• Critical Path Schedules
• Linear Schedules
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The duration of the activities is shown by the length of the solid bar drawn from this point and ending at the earliest finish.
Activities are shown on the bar chart starting at their earliest dates.