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L6.2 Planing&Scheduling

This document discusses project planning and scheduling. It covers topics like work breakdown structures, critical path method, precedence diagrams, float, and computer scheduling tools. Planning involves defining the scope, tasks, resources, and timeline of a project. Scheduling sequences the tasks and estimates durations to create a timeline. Tools like Gantt charts, network diagrams, and software help schedule and track complex projects. Effective planning and scheduling is important for monitoring progress and controlling project completion.

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shailesh goral
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197 views20 pages

L6.2 Planing&Scheduling

This document discusses project planning and scheduling. It covers topics like work breakdown structures, critical path method, precedence diagrams, float, and computer scheduling tools. Planning involves defining the scope, tasks, resources, and timeline of a project. Scheduling sequences the tasks and estimates durations to create a timeline. Tools like Gantt charts, network diagrams, and software help schedule and track complex projects. Effective planning and scheduling is important for monitoring progress and controlling project completion.

Uploaded by

shailesh goral
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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Project Management

Planning & Scheduling


--------------------------
ENGR 300
EGNR 300
Dept. of Computer Science and Engineering
University of Bridgeport, CT 06601
“Failing to plan is planning to fail”
by J. Hinze, Construction Planning and Scheduling

• Planning:
– “what” is going to be done, “how”, “where”, by
“whom”, and “when”
– for effective monitoring and control of complex
projects
“Its about time”
by J. Hinze, Construction Planning and Scheduling

• Scheduling:
– “what” will be done, and “who” will be
working
• relative timing of tasks & time frames
– a concise description of the plan
“Once you plan your work, you must
work your plan”
by J. Hinze, Construction Planning and Scheduling

• Planning and Scheduling occurs:


– AFTER you have decided how to do the work
• “The first idea is not always the best idea.”
• Requires discipline to “work the plan”
– The act of development useful,
– But need to monitor and track
• only then, is a schedule an effective management tool
• as-built schedules
The Work Break Down Structure
(WBS)
• An organizational tool for complex projects
– A first step in creating a schedule
– Useful for defining the Scope of Work
• After decided how to do the work
• Consists of:
– Goal statement for project
– Subdividing goal into smaller & smaller
portions
WBS
• Upper two or three levels
– require only general knowledge
– don’t get too detailed too quickly
• The deeper you go, the more knowledge you need
• Bottom level tasks:
• simple enough to estimate durations
• can assign crews
• each task has a natural sequence relative to other tasks
Example WBS
W a re h o u s e W B S

T o c o n s t r u c t a 5 - u n it
w a r e h o u s e f o r lig h t in d u s t r y
C o m p le x

S it e P r e p a r a t io n F o u n d a t io n S tru c tu ra l S y s te m s F in is h in g

S urve y S o ils A n a ly s is E x c a v a t e S o il B a c k f ill & C o m p a c t

S it e B o u n d a r ie s E le v a t io n B u ild in g L o c a te
D a t a P o in t s F o o t p r in t s B u r ie d S e r v ic e s

Could be used to define scope of


work for surveyor sub-contract
Order of Task Execution -
Scheduling

• Bar Charts (Gantt Charts)


– length of bar = task’s duration
– commonly used, require little training
– precedence relationships difficult to show
• precedence = the sequencing relationship between
tasks
Order of Task Execution -
Scheduling
• Network Diagrams
– Critical Path Method (CPM)
• w/in construction - most important
– Program Evaluation and Review Technique (PERT)
• like a generalized CPM
• assumes that an activity’s duration cannot be precisely
determined
– takes most likely, optimistic, pessimistic estimates
– computes an expected duration/activity and expected project
duration
Critical Path Method (CPM)
• Identifies those chains of activities (critical
paths) that control how long a project will take.
• Two variations:
– Activity-on-Arrow (AOA)
• activities are the arrows or lines
– Activity on Node (AON)
• also known as a Precedence Diagram
• activities are nodes connected together by lines
Some CPM Terms
• Float = the amount of time an activity can be
delayed without delaying the project
• Critical = activities with no float; these activities
can not be delayed w/o extending project duration
• Contingency = include a time allowance to
account for time slippage & other delays
• Slippage = difference between actual and
scheduled progress
Computer Scheduling

“Projects should be scheduled one


byte at a time”
by J. Hinze, Construction Planning and Scheduling
Creating a Computerized Schedule

• Primavera P3, SureTrak, CA-SuperProject, MSProject


• Uses CPM for calculating project duration
• Offer Gantt and Precedence views
– Gantt the default
– Activities can be viewed in other forms: activity and resource
calendars, spreadsheets
• Useful for
– updating and tracking
– sorting, filtering, resource leveling
Creating a Computerized Schedule

• Specify a base calendar


– calendar days vs. working and non-working days
– specialized activity and resource calendars
• tasks that cannot be performed on specific days
• days that resources are available
– (otherwise assumed that resources are available at all times
on every working day)

• Specify the project start or finish date


Creating a Computerized Schedule

• Input activities from the WBS


– basic info needed: name, duration, predecessors,
and successors
– if relevant: resources utilized plus associated costs
• Collapsing the schedule
– consolidating subtasks within their summary tasks
to view main project activities w/o cluttering the
screen
Creating a Computerized Schedule
• Expanding the schedule
– showing sub tasks w/in respective summary
tasks
• Link lines
– the line that connects the bars of linked tasks on
the Gantt chart
Creating a Computerized Schedule
• Linking
– creating relationships between activities
– finish-to-start, start-to-start, finish-to-finish, or start-
to-finish
– can include lag or lead times
• Network loop
– circular logic within a set of activities
– all loops must be eliminated for computations to be
made
Creating a Computerized Schedule
• Progress bar
– graphical representation of the % completion of an activity at
a specific date
– shown adjacent to, or within, the activity bar
• Summary task
– representing a general activity of construction
– duration calculated from sub-tasks
• Create a baseline schedule
– original schedule created at the beginning
• actual progress is compared to
Getting CPM w/MSProject
• After input of schedule
– choose Gantt view
– use GanttChart Wizard to calculate CPM
• Can filter and show only CPM
– in drop-down menu:
• project  filtered for  critical
– to get back to full task list:
• project  filtered for  all
Example - Roof Structure
The following seven tasks are required for the erection of a
building roof structure. Some of the tasks can be completed
simultaneously; the overhang with sofit can be constructed
while the deck is being installed.
1 Place & secure trusses, 2 days
2 Install roof deck, 7 days
3 Apply vapor barrier, 2 days
4 Apply roof cladding, 2 days
5 Construct roof overhang, 4 days
6 Install soffits, 4 days
7 Apply flashing, 6 days

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