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CVEN481: Project Planning andScheduling
Topic 1 (Introduction to ProjectScheduling)
Instructor: Dr. Abid Nadeem
Qatar University
Civil Engineering Department
Fall 2012
Lecture Handouts Acknowledgement: Dr. Saleh Mubarak
Topic I: Introduction to ProjectScheduling
Definition of Planning and scheduling
What is a project? What is project Management? Why Schedule Projects?
“What” is the Scheduler?
Successful Scheduling System
Scheduling as part of project management
Fall 2012 Slide No. 2Project Scheduling – Dr. Mubarak
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Project Scheduling – Dr. Mubarak Slide No. 3
Types of Management
Types of Management
General management
Program management
Portfolio management
Project management
Specialty management
Introduction to ProjectManagement
Important definitions from the Project
Management Institute, PMI, PMBOK, 4th
edition, 2008:
Project: A temporary endeavor undertaken to
create a unique product, service, or result
There are no two projects that are the same
Every project has A start a finish points, and
A deliverable.
Slide No. 4Project Scheduling – Dr. Mubarak
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Introduction to ProjectManagement (Cont’d)
Program: A group of related projects managed in
coordinated way to obtain benefits and control not
available from managing them individually. Programs
may include elements of related work outside of the
scope of the discrete projects in the program
Programs may be:
Temporary/one-time programs
Ongoing (usually periodic/annual)
A program can be a large and complex project
Slide No. 5Project Scheduling – Dr. Mubarak
Introduction to ProjectManagement (Cont’d)
Portfolio is a collection of projects or programs
and other work that are grouped together tofacilitate effective management of that work to
meet strategic business objectives. The
projects or programs of the portfolio may not
necessarily be dependent or directly related
“Programme” in the UK terminology
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The Hierarchy
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Program
Project Project TasksProject
Portfolio
Project
Subproject SubprojectSubproject
Program
Project Management
Project Management
is the application of
knowledge, skills,
tools, and techniques
to project activities
to meet the project
requirements
Fall 2012 Slide No. 8Project Scheduling – Dr. Mubarak
Cost /Budget
Time /Schedule
Scope /Quality
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Scheduling as Part of ProjectManagement
Project management in construction includes:
Scheduling / Time Management,
Budget / Cost Management,
Document Management
Risk Management
Procurement management,
Change / Scope management,
They are all interrelated
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 9
Project controls
Project administration,
Quality management,
Safety management,
Other
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 10
Planning and Scheduling
Planning and scheduling are two terms that
are often thought of as synonymous They are not!
Scheduling is just one part of the planning effort
Project scheduling is the determination of the
timing and sequence of operations in the
project and their assembly to give the overallcompletion time
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Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 11
Project Planning
Project planning serves as a foundation for several
related functions such as cost estimating, scheduling,
and other functions related to executing the project.
The plan can include elements that has to do with
scope, design and alternate designs, cost, time,
finance, land, procurement, operations, etc.
The plan can take different shapes and have differentcontents depending on:
The purpose of the plan
The timing of the plan
The level of details needed
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 12
Planning and Scheduling
Planning is the process of determining how a
project will be undertaken. It answers thequestions:
What?
How?
Who?
How much?
Scheduling deals with “when” on a detailed level
Why
Where?
By whom?
When? (in general terms)
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Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 13
Planning and Scheduling
when
The Plan
Schedule
Project Control
Project scheduling, like cost estimating, is a prediction
of future occurrence; time or money
Once project execution starts, actual performance may
not, and usually do not, follow the prediction (called
the baseline when it become an official part of the
contract)
Here comes Project Control to track both schedule and
cost, find variances (where, how much, and why), and
take corrective action to bring the project back to the
planFall 2012 Slide No. 14Project Scheduling – Dr. Mubarak
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Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 15
Why Do Owners Schedule Projects?
1. Get an idea on project’s expected finish date
2. Ensure contractor’s proper planning for timely finish
3. Use for cash flow prediction (example1 ) (example2)
4. Use for project control and verification of progress
payment requests
5. Use for change orders’ impact (and what-if
scenarios)
6. Use to verify contractor’s delay claims
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 16
Why Do Contractors ScheduleProjects?
1. Ensure ability to meet owner’s schedule requirements
2. Calculate the start of end of a specific activity
3. Have an efficient work plan / Coordinate with
subcontractors
4. Use for cash flow prediction (example1 ) (example2)
5. Use for preparation of progress payment requests /
project control
6. Use to assess change orders’ impact
7. Use to prove a delay claim
8. Plan material procurement (order, deliver)
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The Scheduler.....
Is the “scheduler”:
an engineer / architect?
a computer whiz?
a mathematician?
a project /construction manager?
an artist? or
a communicator?
The Certification: AACE, PMI
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 17
The Scheduler
The three types of knowledge:
1. Knowledge in the principles of scheduling andproject control
2. Knowledge in the specific technical field
3. Knowledge in computer software
Knowledge acquired by education or experience?
Importance / priority of these types
Full-time, part-time, consultant? pros and
consFall 2012 Project Scheduling – Dr. Mubarak Slide No. 18
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The Tripod of Good SchedulingSystem
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 19
Project SchedulingSystem
The Human
Factor
The
TechnologyThe
Management
Question
Do all projects (of all types and sizes) have a
need for CPM scheduling?Does the need vary?
Fall 2012 Slide No. 20Project Scheduling – Dr. Mubarak
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Quiz Exercise 1
Are the following statements true or false:
1. There are no two projects in construction that are identical
2. Every construction project needs a CPM schedule
3. Planning and scheduling are two names for the same function
4. Projects in a portfolio are necessarily related
5. Projects in a program are necessarily related
6. All programs have specific limited lifespan
7. The maintenance of a large office building is considered a project
8. The renovation of a large office building is considered a project
9. The maintenance of city bridges can be a program
Fall 2012 Slide No. 21Project Scheduling – Dr. Mubarak
Can the Following be ConsideredProjects?
1. I like to improve my education
I plan to obtain my MBA from an accredited school byend of 2014
2. I want to save a good amount of my salary
I will save (at least) $400/month so I can have $5,000
in 2 years
3. We like to reduce the overhead of our company
We like to reduce the OH from 22% to 18% by end of2012
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Topic 2: Steps for Scheduling aConstruction Project
The basic four steps
The additional steps
Optional Steps
Myths about scheduling
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Steps to Schedule a Project
1. Break down the project into activities:
Reasonable activity size Contract restrictions?
Simple versus complex activities
WBS, coding, activity description / title
Activity types: Task, milestone (start or finish),
Hammock (level of effort)
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 24
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Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 25
Factors to Be Considered inDefining Activities
1. Nature of the work / Homogeneity
2. Location / Floor / Segment
3. Size / Duration
4. Timing / Chronology
5. Level of confidence in the duration
6. Responsibility
7. Phase
8. Contractual restrictions
Definition
Activity: A basic unit of work as part of the
total project that is easily measured andcontrolled
It is also called Task
It is time and resource consuming
Unit of measure: simple or complex:
Formwork + rebar + concrete + finish (4 activities), or
FRP Concrete (one activity)
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 26
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Events and Milestones
An event: a point in time that is usually the start or
finish of a certain activity(s)
Duration = 0
Important events are called milestones
start milestones such as NTP and
finish milestones such as Substantial Completion
An activity has a start date and a finish date. An event
(or milestone) has a start date or a finish date
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 27
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 28
160000
100000
T a m p a
O f f i c e
B l d g
110000
F o u n d a t i o n /
S u b s t r u c t u r e
120000
B u i l d i n g
s h e l l
130000
E x t e r i o r
c l o s u r e
140000
I n t e r i o r
f i n i s h e s
150000
M e c h a n i c a l
/ E l e c t r i c a l
S i t e W o r k
121000
C o l u m n s
122000
S h e a r
W a l l s
123000
E l e v a t e d
S l a b s
124000
B e a m s /
G i r d e r s
125000
C I P S t a i r s
123100
P o s t -
t e n s i o n e d
S l a b s
123200
F l a t S l a b s
123300
W a f f l e
S l a b s
123400
O n e - w a y
S l a b a n d
b e a m
123110
F a l s e w o r k
123120
R e b a r
123130
P o s t - t e n s i o n
c a b l e
123140
C o n c r e t e
123111
S o f f i t a n d
e d g e s
123112
S c a f f o l d
( t a b l e s )
123113
S h o r e s
123114
R e s h o r e s
Level 0
Level 1
Level 2
Level 3
Level 4
Level 5
Work BreakdownStructure, WBS,
Example
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The CSI Masterformat in WBSFormat
Fall 2012 Slide No. 29Project Scheduling – Dr. Mubarak
Title Level03 00 00 Concrete 1
03 10 00 Concrete Forming and Accessories 203 11 00 Concrete Forming 3
03 11 13 Structural Cast-in-Place Concrete Forming 403 11 13.13 Concrete Slip Forming 5
03 11 13.16 Concrete Shoring 5
03 11 13.19 Falsework 5
03 11 16 Architectural Cast-in Place Concrete Forming 403 11 16.13 Concrete Form Liners 5
03 11 19 Insulating Concrete Forming 4
03 11 23 Permanent Stair Forming 4
• Don’t forget level 0!
Steps to Schedule a Project
2. Estimate activity durations:
Time unit: hour, day, week, month? Duration = Total Quantity/Productivity
= 10,000 M3 / 800 M3 /day
= 12.5 days ≈ 13 days
Multiple crews – multiple shifts
Productivity adjustment factors: weather, height,
learning curve, local factors, etc.
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 30
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Activity’s Durations
Activities that don’t lend themselves to the previous
equation:
Breakdown to increase confidence
“Expert” subjective estimates: you may have to get a
second opinion
How much “time contingency” should be added?
Warning: don’t accept unrealistic durations!
Calendars’ choice and impact on duration
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 31
Steps to Schedule a Project
3. Set up the schedule logic:
Establish logic relationships Sometimes there is more than one way to depict logic
Tendency to overuse Finish-to-Start (FS) relationship
Lags & leads
External relationships
Logic (hard) versus resource (soft) logic
Imposed constraints
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 32
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Steps to Schedule a Project
4. Draw network & perform CPM Calculations(or input in the computer and execute):
Imposed finish date for the project?
Non-work days
Check software default rules / settings
Make sure any specific requirement is met
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 33
Additional Step 1:Review and Analyze
1. Review and analyze the schedule:
Check logic back & forth A second set of professional eyes is always a good idea
Make sure there are no errors, loops, omissions, or
redundancies
Check with leaders of teams involved with the
project
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Additional Step 2:The Implementation
2. Implementation of the schedule: Taking theschedule from paper to action
This is the most serious step in the process: it is
selling the schedule/plan to all parties
Adopt a single pair of dates (start – finish) for each
activity
Roles and responsibilities
Management commitment
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 35
Additional Step 2:The Implementation
Print different reports to different parties
The final form is going to be your “baselineschedule”
This is more than just a decoration to the walls of
the site trailer
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 36
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Additional Step 3:Monitor and Control
3. Monitor and Control: Choose a uniform time interval for periodic
updating
Define the update procedures
Communicate with all parties
Reporting / Documentation
Implement any changes
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 37
Additional Step 4:Database Feedback
4. Database Revisions and Feedback
Project / activity notes Documentation and organization
Archiving
Accessibility and confidentiality
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Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 39
Budgeting and Resource Loading
Optional steps when scheduling a project: Cost loading
Resource loading (allocation)
Resource leveling
Cash flow analysis / forecast
Materials procurement schedule
Cost Versus Resource Loading
Resource leveling:
Fall 2012 Slide No. 40Project Scheduling – Dr. Mubarak
Activity Install 8” CMU for 4th floor exterior wall
Duration 5 days
Work
hours 8 per
day
How
many? Cost/unit Unit
Extended
Cost
1 $40.00 Hour $1,600.00
3 $32.00 Hour $3,840.00
2 $27.50 Hour $2,200.00
0.125 $800.00 Day $500.00
2300 $4.00 Each $9,200.00
$17,340.00
Resource
Activity
Total
Foreman
CMU
(including
mortar,
grout,
and
rebar
Mason
Helper
Crane
(1
hour
/
day)
Cost loading:Cost = $17,340
Stored in the
“ResourceDictionary
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Assigning Resources versus Assigning Budget
Why assigning resources is better than assigning budget:
1. Ease of changing/updating the cost of an activity
2. Ability to integrate with accounting and procurement
3. Ability to estimate and store (in database) productivities and
man-hours and to do cost analysis
4. Ability to do resource leveling and to set upper limits on
resource consumption
5. Ability to use "resource-driven" activities
Except for subcontractor’s work
Fall 2012 Slide No. 41Project Scheduling – Dr. Mubarak
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 42
Project Schedule versusConstruction Schedule
The scheduler may want to include all project-
related activities: Design
Design review
Construction
Owner’s activities (review, approval)
Vendors (for owner’s purchased equipment)
Other agencies’ activities (e.g. government, test
labs)
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Myths/Misconceptions About Scheduling
I should get a very accurate schedule… I bought the
most expensive software in the market!
I hired a computer specialist to handle Primavera!
CPM schedules are bunch of nonsense. We do it just
because the owner required it.
We don’t need an expensive system
…it is all up here
Fall 2012 Project Scheduling – Dr. Mubarak Slide No. 43
Quiz Exercise 2
Are the following statements True or False:
1. There is one standard way to break down the project intoactivities for the purpose of creating a schedule
2. A milestone is an important activity
3. With the use of advanced computers and computer software,
the trend in scheduling now is to break the project into large
number of small activities
4. A scheduler should not combine two similar activities if they are
to be performed at considerably different time periods5. Determining activities durations is primarily the scheduler’s job