Project management-planning and scheduling

1. PLANNING

2. PLANNING
 Planning involves deciding in advance . . .
What is to be done ?
How it is to be done ?
What order . . . ? In order to achieve the
objectives.
 Planning aims at deciding upon future course
of action whereas schedule depicts when the
planned activities are to be carried, it puts the
plan on calendar.

3. PLANNING
Forecasting can be described as predicting what the future
will look like, whereas planning predicts what the future
should look like.

4. PLANNING
Planning for construction projects
 Planning means “looking ahead”
 Should take into consideration the past failure, present needs and
future utilities.
 Ensure proper utilization of human and material resources.
 Ensure proper arrangement of repair of machinery and
equipment.
 Flow of funds.

5. PRINCIPLES OF PLANNING
 Plan should provide information.
 Plan should be realistic.
Plan should be flexible.
Plan should serve as a basis for project monitoring & controlling
 Plan should be comprehensive.
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PLANNING

6. ADVANTAGES OF PLANNING
1. Advantages to the Contractors
 Cost control
 Supply of labour
 Actual work
 Work Schedule
 Preconceived plan for the whole job
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7. 2. Advantages to the Clients
 Duration of the project
 Project Budget

8. PLANNING

9. PLANNING
PLANNING CONSTRUCTION WORK FORCE
 Manpower planning primarily focuses on determining the size of
the project work force, its structuring into functional groups and
workers teams and scheduling the manpower recruitment to match
the task requirement.
 Identify skill required, establishing productivity standards to
determine the number of workers needed to perform a given job in
the specified time, forecasting of the workers requirements for
accomplishing the project work and finally organising the planned
work force into operating work teams having assigned
programmed tasks.

10. PLANNING
PLANNING CONSTRUCTION MATERIALS
 Efficient material management for integrated approach covering
materials planning and programming, material purchasing, store
keeping, materials transportation and handling at the site and
disposal of surpluses.
 Provide material of right quantity, right quality, right price from
right source and at right time.

11. PLANNING
PLANNING CONSTRUCTION EQUIPMENT
 Production task needing equipment include excavating, handling,
transporting, filling, compacting, hoisting, concreting, precasting, plastering,
finishing, trenching and laying of pipes and cables.
 Construction equipment is indispensable in the execution of modern high
cost, time bound massive construction projects.
 Its saves manpower, which is becoming even more costly and demanding.
 It improves the productivity, quality and safety
 Acquisition of equipment ; initial heavy investment but in the whole, it adds
to profitability by reducing the overall costs, provided
it is properly planned, economically procured and effectively
managed.

12. PLANNING
PLANNING CONSTRUCTION COST
 A project budget reflects the financial plan of operation with specified
goals and the costs expected to be incurred for achieving these.
 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.
 The basis of budget is the project plan and its schedule of work.
 The budget preparation involves structuring of the project functioning
organisation into production, service and administration responsibility
centres, assigning resources with the budgeted cost
necessary to achieve the assigned goals.

13.  Planning in organizations and public policy is both the organizational
process of creating and maintaining a plan; and the psychological
process of thinking about the activities required to create a desired goal
on some scale.
As such, it is a fundamental property of intelligent behaviour. This thought
process is essential to the creation and refinement of a plan, or integration
of it with other plans, that is, it combines forecasting of developments with
the preparation of scenarios of how to react to them. An important, albeit
often ignored aspect of planning, is the relationship it holds with
forecasting.
PLANNING

14. CO-ORDINATION & INTERACTION OF THE
CONSTRUCTION TEAM
OWNER
PROJECT
MANAGER
ARCHITECTS/
CONSULTANTS
CONTRACTORMUTUAL
CO-ORDINATION
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15. Client
Project sponsor
Project manager
Engineer Specialist
Design co-ordination Construction co-ordination of
supply chain
Project team
Design team leader Construction
team
QS Architect Specialist Specialist
Communication link
Contractual link
Project Structure Diagram – Executive Project Management Model

17. SCHEDULING

18.  Scheduling means putting the plan on calender basis.
 A project network shows the sequence and interdependencies of
activities, their time, duration and the earliest and the latest
completion time, but this needs to be scheduled to determine
commencement and termination dates of each activity, using
optimum resource or working with resource constraints.
 A time schedule outlines the project work programme; it is the time
table of work.
 Network scheduling methodology is suitable for all types of project.
SCHEDULE

19. PREPARATION OF SCHEDULE
 Project divided into number of operations.
 Sequence of these operations derived after knowing their
relationship.
 Quantity of work has to be calculated.
 By quantity of work in each operation, time required for activities
calculated.
SCHEDULE

20. Construction scheduling is a graphical representation which shows the
phasing rate of construction activities with the starting and completion
dates and the sequential relationship among the various activities or
operations in a project so that work can be carried out in an orderly and
effective manner.
DEFINITION OF SCHEDULING

21. .PREPARATION OF CONSTRUCTION SCHEDULES
The project is divided into number of operations and the
sequences of these operations can be derived after knowing their
relationship properly.
The quantity of work involved in each operation has to be
calculated.
The time required for completion of the project as well as the
different activities are to be calculated. This can be done from the
quantity of work involved and the rate of performing each work.
SCHEDULE

22. SCHEDULE
USES OF SCHEDULING
It gives the quantity of work involved, labour, materials and
equipment for each stage of work.
The actual progress of the work can be checked.
The project can be carried out in a systematic manner using
scheduling.

23. ADVANTAGES OF SCHEDULING
 By studying the schedule of any work and the many alternative
methods of execution, we can choose the best one.
 It gives a clear idea regarding the required men, materials and
equipment at different stages of the work.
 Since the starting time of each work is known, proper
arrangements and requirements can be done prior to the starting
of the work.

24. ADVANTAGES OF SCHEDULING
Resource utilisation is optimised.
Actual progress of the work is monitored with the actual plan.
If there is any delay, proper remedial measures can be taken to
avoid such delays.
Inter-relationship of various activities at different stages is
known; thus we will be able to fix them according to their
priority.
Total duration of the complete project is known.

25. METHODS OF SCHEDULING
Scheduling can be done by different methods depending on the size of the
project.
METHODSOF
SCHEDULING BAR CHARTS OR
GANTT CHARTS
MILESTONE
CHART
NETWORK
ANALYSIS

26. BAR CHART / GANTT CHART
A bar chart or bar graph is a chart with rectangular bars
with lengths proportional to the values that they represent.
The bars can be plotted vertically or horizontally.

27. BAR CHART / GANTT CHART
These types of charts were introduced by
Henry Gantt around 1900 A.D.
A bar chart consists of two co-ordinate axes - one representing the
jobs or activities to be performed and the other representing the time
elapsed.
Each bar represents one specific job or activity of the project.
The beginning and end of each bar represents the time of start and
time of finish of that activity.
The length of the bar represents the time required for the completion
of that job or activity.

28. The following steps are involved in preparing the bar chart
1. Divide the project into many
activities.
2. List out the activities
3. Find the inter relationship among
these activities
4. Arrange the activities in a systematic
way
5. Calculate the quantity of work and
the time required
6. Draw it according to scale

29. LIMITATIONS OF BAR CHARTS
(i) They can be used only for small projects.
(ii) It does not show the interdependencies between the various activities in the
project. This is a serious limitation of the bar chart.
(iii) The progress of the work in the project cannot be monitored scientifically.
(iv) Delays in the work cannot be detected.
(v) It does not indicate the critical activities of the project.
(vi) It gives some idea about the physical progress of the project, but the
financial aspect involved is not known i.e., whether the project cost is within the
estimated one or exceeded.
(vii) Bar chart cannot be used as a controlling device by the project manager to
take any timely action.

30. MILESTONE CHARTS
The milestone chart is a modification over the original bar chart.
In every activity, there are certain key events which are to be carried
out for the completion of the activity. Such key events are called
milestones and they are represented by a square or circle.
These events are those which can be easily identified over the main
bar representing the activity.
It has been noticed that when a particular activity represented by a bar
is very long, the details will be lacking.
 If, however, the activity is broken into a number of sub-activities or
key events, each one of which can be recognised during the progress
of the project, controlling can be done easily and also some
interrelationship between the activities established.

31. Milestone chart shown
The activity or Job A is divided into 4 key events or milestones, Job
B into 3 milestones and so on. Each milestone can be considered to
be a specific event along the job and is represented by a square.
FIG: MILESTONE CHART

32. LIMITATIONS OF MILESTONE CHART
Though controlling can be better achieved with the help of the
milestone chart, still it possesses the some deficiency as the bar
chart i.e.; the interdependencies between the milestones is not
shown.
Within an activity, the relationship between two specific milestones
is revealed by the milestone chart but the relationship between and
among milestones contained in different activities is not indicated.

33. A project has seven distinct activities - A, B, C, D, E, F and G which are to
be performed for its timely and successful completion. The time required
for the completion of these activities are 11, 6, 11, 8, 6, 9 and 16 units
respectively.
1. Draw a bar chart for the project.
2. Calculate the total time required to complete the project.
SOLVE:
The relationship of the activities are as follows:
1. Activities A and B can start simultaneously, since they are independent of each
other.
2. Activity C can start only when activity B is completed.
3. Activity D is independent of C. It starts earlier than C and is also completed
earlier.
4. Activity E starts only when D is completed.
5. Activity F starts when B is completed.
6. Activity G is the last activity and is dependent on the completion of D.

34. Fig. shows a bar chart for a project which has seven distinct activities
viz; A, B, C, D, E, F and G which are to be performed for its timely
and successful completion. The times required for the completion of
these activities are 11, 6, 11, 8, 6, 9 and 16 units of time respectively.
BAR CHART
0 5 10 15 20 25 30
A
B
C
D
E
F
G
J
O
B
A
C
T
I
V
I
T
I
E
S
T I M E ( U n i t s D a y s )
11 units
6 units
8 units
11 units
9 units
6 units
16 units

35. 2-5-8
3-5-13 2-4-6
4-7-16 7-10-13
1 2
3 7 8
4 6
5

36. 2
1 2
4 6
7 9
5
3
85
3

37. 1 2
3
7
4
5
10
9
6 8 11 15
12 13
14
5 3
1
2
2
4
10
9
6
4 4 6
2 6
2
9
2