Construction Planning &

Scheduling and Construction

Computer based application

CONSTRUCTION PLANNING &

SCHEDULING
CONTENT
 Introduction to Construction Planning and Scheduling
 Definition and importance of planning and scheduling in construction.
 Key elements of a construction project.
 Project life cycle and phases
 Overview of scheduling methods
 Construction Planning Basics/ Fundamentals
 Types of planning: Strategic, Tactical, and Operational.
 Work Breakdown Structure (WBS).
 Activity definition and sequencing.
 Scheduling Techniques
 Bar/Gantt Charts: Concept, advantages, and limitations.
 Critical Path Method (CPM):
 Activity-on-Node (AON) and Activity-on-Arrow (AOA) methods.
 Forward pass, backward pass, and float calculation.
 Program Evaluation and Review Technique (PERT):
 Uncertainty in scheduling and probability calculations.
 Line of Balance (LOB) for repetitive projects.
 Resource Planning and Allocation
 Resource types: Labor, material, equipment, and financial resources.
 Resource leveling and resource allocation.
1. INTRODUCTION TO CONSTRUCTION PROJECT
PLANNING AND SCHEDULING
INTRODUCTION
 What Is a Project?
 A project as ‘‘a temporary endeavor
undertaken to create a unique product,
service, or result’’
 The key words in this definition are
temporary and unique: any project must
have a starting point and an ending point,
and it must have a deliverable product or
service that is unique.
KEY ELEMENTS OF A CONSTRUCTION PROJECT
 A construction project involves multiple components that
must work together to achieve the desired outcome.
Below are the essential elements that define and drive a
construction project.
 Project Scope
 Project Design and Engineering
 Schedule and Timeline
 Budget and Cost Management
 Resources and Procurement
 Project Management and Leadership
 Risk Management, Health, Safety, and Environmental (HSE)
Considerations
 Quality Management
 Legal and Regulatory Compliance
 Stakeholder Management
 Technology and Innovation
 Monitoring and Control
 Project Handover and Close-Out
PROJECT LIFE CYCLE AND PHASES

 The project life cycle describes the

progression of a project from its initiation to its
completion. It consists of distinct phases, each
with specific objectives, deliverables, and tasks.
These phases provide a structured framework
for managing and executing projects effectively.
 Phases of a Project Life Cycle:
 Initiation: Defining objectives and feasibility.
 Planning: Detailing the project plan.
 Execution: Implementing the plan.
 Monitoring and Control: Tracking progress and
adjustments.
 Closure: Finalizing deliverables and handover.
PROJECT MANAGEMENT CYCLE

Initiation Process Planning Process

Project Management

Closure Process Control Process

PROGRAM, PLAN AND SCHEDULE
 In project management, a program—usually—is a group
of related projects and/or services intended to meet a
common objective and usually managed by one entity.
 A program could also indicate a large and complex
project that is divided into several projects for more
effective management.
 Project planning answers the questions What is going
to be done? How? Where? By whom? and When (in
general terms, the project’s start and end)?
 Scheduling is the determination of the timing and
sequence of operations in the project and their
assembly to give the overall completion time.
scheduling focuses on one part of the planning effort.
Scheduling deals with when on a detailed level.
PLANNING AND SCHEDULING
TYPE OF PROJECT PLANS
 Time plan
 Manpower plan
 Material plan
 Construction equipment plan
 Finance plan
ASSIGNMENT
1. Define project planning and
scheduling. Differentiate between the
two terms.
2. Define a project. What makes
planning and scheduling construction
projects different from general
planning?
3. Write major Activities during Key
Phases of a Project Life Cycle
2. Construction Planning Basics/
Fundamentals
 TYPES OF PLANNING
 In construction and project management, planning
ensures that objectives are achieved efficiently,
resources are allocated effectively, and risks are
managed.
Strategic Plan: Long-term
objectives and goals.
Types of Tactical Plan: Intermediate plans
Construction to bridge strategy and operations.
Plans Operational Plan: Detailed plans
for daily and short-term tasks.
Contingency Plan: Backup plans
to address uncertainties.
 WORK BREAKDOWN STRUCTURE (WBS)
 is a project management tool that breaks down
a project into smaller, manageable
components.
 It provides a hierarchical framework to
organize tasks, making it easier to track
progress and allocate resources.
 Divides the project into manageable sections
or deliverables, such as programs, projects,
sub project, tasks, work package, activities and
operations.
 Helps in creating a clear hierarchy of work.
 Advantages:
 Simplifies complex projects.
 Makes it easier to track and allocate resources
STEPS TO CREATE A WBS:
 Define the Project Goals:
 Identify the primary deliverable or objective of the project.
 Break it into phases or key deliverables.
 Break Down Deliverables:
 Divide each deliverable into smaller, detailed tasks or sub-
deliverables.
 Continue breaking down tasks until they are manageable and
specific enough to estimate time, cost, and resources.
 Organize Hierarchically:
 Arrange the tasks in a tree structure (top-down hierarchy).
 Ensure tasks at the lowest level are actionable and
measurable.
 Assign Codes (Optional):
 Use numbering (e.g., 1.1, 1.2.1) to track and refer to tasks
efficiently.
 Review and Validate:
 Check the WBS for completeness.
 Ensure every task contributes to the overall project goal
 WBS----EXAMPLE
 Ethiopian University Expansion Programs--
Program
 Dmu expansion project-------------Project
 Educational blg, stadium, sanitary----sub
project
 Dormitory blg, class room blg, laboratory blg--
Task
 Sub structure , super structure ------Work
Package
 Earth work, concrete work…---Activity
 Site clea, bulk ex., pit ex. Trench ex---Operation
2.3. ACTIVITY DEFINITION AND SEQUENCING

 Activity definition and sequencing are

key components of project scheduling
and planning.
 They involve identifying all the tasks
required to complete the project and
determining their logical order to
ensure smooth execution.
2.3.1. ACTIVITY DEFINITION
 Activity definition is the process of
breaking down the project scope into
manageable tasks or work packages.
 Each activity represents a specific
piece of work that contributes to
completing a deliverable.
A. STEPS IN ACTIVITY DEFINITION:
 Review Project Scope and Deliverables:
 Use the Work Breakdown Structure (WBS) as a guide.
 Break down deliverables into smaller, manageable
activities.
 Define Activities Clearly:
 Ensure that each activity is specific and measurable.
 Define start and end criteria for each task.
 Identify Dependencies:
 Determine how each activity is related to others.
 Classify dependencies as mandatory, discretionary, or
external.
 Estimate Activity Durations:
 Assess how long each task will take based on resource
availability and complexity.
B. TOOLS USED IN ACTIVITY DEFINITION:

 Work Breakdown Structure (WBS):

Provides a hierarchical breakdown of
project deliverables.
 Project Scope Statement: Outlines
the project objectives and boundaries.
 2.3.2. ACTIVITY SEQUENCING
 Activity sequencing involves arranging the defined
activities in the correct order, considering their
dependencies and logical relationships.
A. Logical Relationships Between Activities:
 Finish-to-Start (FS):
 Task B starts only after Task A finishes.
 Example: Excavation must finish before foundation work starts.
 Start-to-Start (SS):
 Task B starts when Task A starts.
 Example: Pouring concrete starts as rebar placement begins.
 Finish-to-Finish (FF):
 Task B finishes when Task A finishes.
 Example: Curing of concrete and dismantling formwork finish
together.
 Start-to-Finish (SF):
 Task B finishes when Task A starts (rarely used).
B. STEPS IN ACTIVITY SEQUENCING:

 Identify Dependencies:
 Use tools like the Dependency Matrix or consult stakeholders.
 Create a Network Diagram:
 Develop a graphical representation of the sequence using
Precedence Diagramming Method (PDM) or Arrow
Diagramming Method (ADM).
 Determine Critical Path:
 Identify the longest path of dependent activities to find the
project’s minimum completion time.
 Incorporate Leads and Lags:
 Adjust the schedule to optimize timing.
 Lead: Task B starts before Task A finishes.
 Lag: A delay between Task A finishing and Task B starting.
C. TOOLS FOR ACTIVITY SEQUENCING:

 Precedence Diagramming Method

(PDM): A visual tool for sequencing.
 Gantt Charts: Show task
dependencies and timelines.
 Critical Path Method (CPM):
Determines the critical path and float.
 PERT (Program Evaluation and
Review Technique): Accounts for
uncertainty in activity durations.
EXAMPLE OF ACTIVITY DEFINITION AND SEQUENCING
 Project: Construction of a Residential Building
 Activity Definition:
 Excavation
 Laying foundation
 Building walls
 Installing roofing
 Electrical work
 Interior finishing
 Activity Sequencing:
 Excavation → Laying foundation (FS)
 Laying foundation → Building walls (FS)
 Building walls → Installing roofing (FS)
 Building walls → Electrical work (SS with lag)
 Electrical work → Interior finishing (FS)
3. CONSTRUCTION SCHEDULING TECHNIQUES
 CONSTRUCTION SCHEDULING TECHNIQUES
 Construction scheduling techniques are critical for
planning, executing, and monitoring construction
projects to ensure timely delivery, efficient resource
allocation, and cost control.
1. Work Breakdown Structure (WBS)
2. Line of Balance (LOB)
3. Milestone Charts
4. Resource-Oriented Scheduling
5. Earned Value Management (EVM)
6. Fast-Tracking
7. Crashing
8. Gantt Charts
9. Critical Path Method (CPM)
10. Program Evaluation Review Technique (PERT)
11. Last Planner System (LPS)
12. Scheduling Software
SCHEDULING TECHNIQUES
Gantt Charts/A bar chart
 was originally developed by Henry L. Gantt in 1917

A visual representation of a schedule showing tasks,

timelines, and dependencies.
 Common in project management.

Critical Path Method (CPM)

 Identify the sequence of dependent tasks that determine

the minimum project duration.

 Focus on "critical" tasks to prevent delays.

Program Evaluation Review Technique (PERT)

 Similar to CPM but considers uncertainty by estimating

optimistic, pessimistic, and most likely timeframes for

tasks.
 Used in complex, uncertain projects
SCHEDULING TECHNIQUES
Scheduling Software
 Popular Tools:
 Microsoft Project: Good for mid-size projects
and planning.
 Primavera P6: Handles large, complex
construction projects.
 Procore: Cloud-based project management and
scheduling tool.
 Asta Power project: Specialized for
construction scheduling.
 Advantages:
 Automation of complex scheduling tasks.
 Real-time collaboration and updates.
NETWORKS DIAGRAM

 A network is a logical and chronological

graphic representation of the activities
(and events) composing a project.
 Network diagrams are basically of two
types network:
 Node Networks.
 Arrow Networks activity on arrow (AOA),or
I–J method
TWO VERSIONS OF NETWORK DIAGRAMS

 Activity-on-Node (AON) networks

 also called Precedence Diagramming
Method (PDM)
 easier to draw for simple projects
 emphasizes activities
 no dummy activities
TWO VERSIONS OF NETWORK DIAGRAMS

Activity-on-Arrow (AOA) networks

 also called Arrow Diagramming Method

(ADM)
 simpler for projects with many

dependencies
 emphasizes events; milestones can be

easily flagged
 sometimes requires dummy activities
ACTIVITY ON ARROW (AOA)

 The two elements of Arrow Diagramming are

arrows and nodes. One arrow is created for
each activity to be accomplished.
 The tail of the arrow is the start of the
activity.
 The head of the arrow is the end of the
activity.
 While there is no requirement to do so, the
length of the arrow is often scaled to be
proportional to the duration of the activity.
ACTIVITY ON ARROW (AOA)

 At the tail, or start, and head, or end, of

the activity arrows are nodes.
 Nodes are used to graphically show
where activities end and begin in
sequence.
 The starting node for a given activity is
referred to as the activity’s “i-node.”
 The ending node for a given activity is
called the activity’s “j-node.”
ACTIVITY ON ARROW (AOA)

 Nodes are used to illustrate when activities

precede or follow other activities.
 Nodes are placed at the start and end of
each activity arrow.
 Since projects are defined by a specific start
and end, there should be a single starting “i-
node” and a single ending “j-node” for each
project.
 The set of all activities, starting from the first
activities’ i-node and ending with the last
activities’ j-node is called a “network.”
EXAMPLE ONE

Activity Predecessors
A None
B A

NODE

ARROW
TYPES NETWORK

AOA
networ
k

AON
networ
k
ACTIVITIES VS. EVENTS
 Activity – a chunk of work that is part of the
project; an activity may be broken down into
multiple subactivities
 Event – a significant point in time during the
project, such as a milestone event; an event
could be the time at which an activity is
completed or the time at which related
concurrent activities have all completed
 Dummy Activity – an artificial activity with
zero time duration that only shows a
precedence relationship among activities
TERMINOLOGIES USED
1. Event and Activity
2. Dummy activity
3. Network
4. Precedence
5. Network Logic
6. Duration of an activity
7. Forward and Backward Pass
8. Path and Critical Path
9. Float and Slack Time
10. Lead and Lag
EVENT AND ACTIVITY
 Event: An event is a significant milestone or point in
time within the project. It marks the start or
completion of an activity or phase.
 Activity: An activity is a specific task or work that
needs to be performed to complete a project.
 Relationship Between Activities and Events
 Activities are what "happen" between events.
 Events act as markers that denote when an activity starts or
ends.
DUMMY ACTIVITY
 A dashed line arrow is used in a
network to show the dependency of
one activity on another
 It is called a dummy activity and has all
the restrictive properties of regular
activities except that it takes zero time
FLOAT AND SLACK TIME
 Slack Time, also known as Float Time, refers to the
amount of time an activity in a project schedule can be
delayed without affecting the overall project completion
date or the start of subsequent activities.
 Tasks on the critical path have zero float or slack. A delay
in any of these tasks will directly delay the project
completion date.
 Tasks off the critical path usually have a positive float,
providing flexibility in execution.
 Free Float (FF):
The amount of time a task can be delayed without delaying
the start of the next dependent task.
 FF=ES of next task−EF of current task
 Total Float (TF):
The amount of time a task can be delayed without delaying
the overall project completion date.
DURATION OF AN ACTIVITY

 Duration-the time required to complete

an activity
 Duration estimation for construction
activities is critical for effective
planning and execution.
 To calculate the duration of a
construction activity, you can follow
these steps depending on whether it's
manual or software-based.
 WAYS TO ESTIMATE ACTIVITY DURATIONS IN
CONSTRUCTION PROJECTS:
Analogous Estimation (Historical Data)
 Use data from previous, similar projects to estimate

the duration of the current activity.

 Example: If a previous project required 10 days to

construct a similar foundation, the same duration is

estimated for the current project.
Parametric Estimation
 Uses a defined relationship between the quantity of

work and productivity rates to calculate the duration.

Three-Point Estimation
 Combines three estimates (Optimistic, Most Likely,

Pessimistic) to calculate duration using the PERT

formula.
 Network Logic
Diagram predecesso Successo
rs r

01 Activity A Activity B
precedes Successor
activity B activity to
activity A
02 Activity C Activity C
has A and B Successor
as activity to
predecessors activity A
&B

03 Activities B Activity C
and C having &B
predecessor Successor
A activity to
activity A
• FORWARD AND BACKWARD PASS

• Forward Pass
– Completed left to right
– Calculates ES, EF, and project duration
– Where 2 or more chains converge on a single
activity, the larger value controls
• Backward Pass
– Completed right to left or end back to the
beginning
– Calculates LF, LS
– Where 2 or more chains converge on a single
activity, the smallest value governs
EXERCISE=1
EXERCISE=2