DEFINITION OF PROJECT SCHEDULING KEY POINTS OF SCHEDULING PURPOSE OF SCHEDULING Internal factors affecting scheduling Work Breakdown Structure Diagram LINE OF BALANCE ADVANTAGES OF LOB WORK STUDY Role of Work-Study Objectives of Work-Study BASIC PROCEDURE OF WORK STUDY METHOD STUDY ( MOTION STUDY) Flow chart of method study

1. Unit 2 : Construction Scheduling,
Work Study & Work Measurement
• Presented by :
• Aishwarya Eknath Phalke

2. DEFINATION OF PROJECT
SCHEDULING
• The project schedule is the tool that communicates what work
needs to be performed, which resources of the organization
will perform the work and the timeframes in which that work
needs to be performed. The project schedule should reflect all
of the work associated with delivering the project on time.
• Without a full and complete schedule, the project manager
will be unable to communicate the complete effort, in terms
of cost and resources, necessary to deliver the project

3. SOME OTHER DEFINATIONS

4. KEY POINTS OF SCHEDULING

5. PURPOSE OF SCHEDULING
 Creating a successful project
(Stated simply, the schedule places detailed activities from the WBS
dictionary into their proper sequence, with appropriate relationships defined, consistent with
the execution plan)
 The schedule is an integral part of the project management system required on
move projects.
( It is integrated with budget, resources, WBS, scope, and quality requirements
to produce a virtual model of the project execution plan to guide the work and reflect
progress and performance through the life of the project. )
 The schedule serves as a management reporting tool as well as an implementation
tool to help get the work done on time.
(The schedule contains activity durations, interdependencies, and constraints
that help to identify conflicts and bottlenecks. When completed, the schedule produces a
realistic and achievable timetable for executing the work, given the real-world constraints
and limitations)

6.  The schedule is also one of the most important tools in managing
changes on the project.
( Because the activities in the schedule are tied together with logical
relationships, the schedule allows the project team to accurately evaluate
changes from the plan )
 The schedule can also be a cost control tool for the project team.
( On nearly all projects, time is money. The schedule allows the project team to
optimize resources to produce cost savings and is essential for determining
productivity factors using earned value, allowing the project team to make
better cost forecasts early in the project.)
 A resource loaded schedule also allows for accurate forecasting of cash
flow requirements on complex projects.

8. Followings are the internal factors
affecting scheduling:
1. Finished goods inventories : Scheduling depends on how much stock of finished goods is kept by the
company. Most companies keep, one month's supply of each product, as stock. If the company's product is
fast moving or slow moving, then scheduling will have to be changed.
2. Process intervals : It depends on the process intervals of each product. Process interval is the time required
to produce a product. Different products have different process intervals. For example, the process interval
of a car is more than that of a soap. Scheduling will be different for each process interval.
3. Type of machines available : It also affected by the type of machines available. If the company has old and
outdated machines, the schedule must keep provisions for the breakdown of machines. Modern and
computerized machines makes scheduling very easy.
4. Availability of personnel : Scheduling also depends on the availability of personnel. If the company has
untrained and inexperienced employees, then they will take more time to produce a product. So, the
schedule must keep provisions for this. A faster schedule will be required for trained and experienced
employees.
5. Availability of materials : It is also affected by the availability of materials. If a regular supply of materials
is available, then the company can do normal-scheduling. However, if the supply of materials is irregular,
the schedule must be made flexible. That is, when the supply is good then the schedule will be fast and vice
versa.
6. Manufacturing facilities : Scheduling depends on the manufacturing facilities available in the company.
This includes space for new machines, employees, etc. It also includes the availability and supply of
electricity and water, which may be required for production. If all the required infrastructure is available,
then the production schedule can be fast and vice versa.
7. Economic production run (EPR) : It also depends on the economic production runs. Economic production
runs (EPR) means the optimum lot size. That is, how many items must be produced in one lot in order to
minimize the cost of production. If the company produces more or less than the optimum lot size, then the
cost of production will increase. There are many formulas for calculating optimum lot size. Scheduling
must be done only after calculating the optimum lot size.
•

9. External Factors Affecting Scheduling
1.
Consumer demand : Scheduling also depends on the consumer demand. Consumer demand
can be found out by sales forecast. So, the production schedule is prepared according to the
sales forecast. However, it has to be adjusted (changed) when the actual demand is different
from the sales forecast.
2. Consumer delivery dates : The production schedule also depends on the consumer delivery
dates. The consumer is the most important person in a business. So, this factor must be given
more importance than other factors. The production schedule must be made in such a way that
it will guarantee timely delivery to the consumers. In case of seasonal goods, production must
be spread out throughout the year; so, there will not be too much pressure in demand season.
3. Dealers and retailers inventories : It also depends on the stock of goods (inventories) with
dealers and retailers. The production manager must find out how much stocks is held by
dealers and retailers. He must also know why they are keeping this stock. Are they keeping
this stock to meet current demand? If yes, then normal-scheduling can be done. However, if
they are keeping stock in anticipation of future demand, the scheduling will have to be slowed
down because there will be fewer orders in the future

10. WORK BREAKDOWN
STRUCTURES
 Defination :-Deliverable oriented hierarchical decomposition of the work
to be executed by the project team. The work breakdown structure visually
defines the scope into manageable chunks that a project team can
understand, as each level of the work breakdown structure provides further
definition and detail.
 Following are a few reasons for creating a WBS in a project:
1. Accurate and readable project organization.
2. Accurate assignment of responsibilities to the project team.
3. Indicates the project milestones and control points.
4. Helps to estimate the cost, time and risk.
5. Illustrate the project scope, so the stakeholders can have a better
understanding of the same.

11. What is a Work Breakdown Structure Diagram?
A WBS diagram expresses the project scope in simple graphic
terms. The diagram starts with a single box or other graphic at the
top to represent the entire project. The project is then divided into
main, or disparate, components, with related activities (or
elements) listed under them. Generally, the upper components are
the deliverables and the lower level elements are the activities
that create the deliverables.

13. LINE OF BALANCE
 Definition :- Line of Balance (LOB) is a management control process for
collecting, measuring and presenting facts relating to time, cost and
accomplishment – all measured against a specific plan. It shows the
process, status, background, timing and phasing of the project activities,
thus providing management with measuring tools that help:
1) Comparing actual progress with a formal objective plan.
2) Examining only the deviations from established plans, and gauging their
degree of severity with respect to the remainder of the project.
3) Receiving timely information concerning trouble areas and indicating areas
where appropriate corrective action is required.
4) Forecasting future performance.
 Remember that the shape of the LOB will change over time, especially if
the production process has a beginning and an end. Remember, too, that
LOB charts show where a problem is, but not necessarily why the problem
exists or what the solution is.

14. ADVANTAGES OF LOB
 The advantages of LOB schedule are as follows
1) Clearly shows the amount of work taking place in a certain area at a specific time
of the project.
2) Has the ability to show and optimize the resources used for large number of
repeated activities, executed in several zones or locations.
3) Easier cost and time optimization analysis because of all the information available
for each activity in the project.
4) Ease of setup and its superior presentation and visualization.
5) Easier to modify, update and change the schedule.
6) Better managing of all the various sub-contractors in the project.
7) Allows for simpler and clearer resource management and resource optimization
functions.
8) Visualization of productivity and location of crews.
9) It allows project managers to see, in the middle of a project, whether they can
meet the schedule if they continue working as they have been.

15. WORK STUDY
 WORK STUDY IS THE SYSTEMATIC EXAMINATION OF THE METHOD OF CARRYING
OUT ACTIVITIES SO AS TO IMROVE THE EFFECTIVE USE OF RESOURCES AND TO SET
UP. STANDARD OF PERFORMANCE FOR THE ACTIVITIES BEING CARRIED OUT.
 The main objective of work study is to improve productivity of men, machines and
materials.
 The aim of work study is to determine the best method of performing each
operation and to eliminate wastage so that production increases with less fatigue.

16. Role of Work Study
• 1. To standardise the method of doing a work,
• 2. To minimise the unit cost of production,
• 3. To determine the standard time for doing a
task,
• 4. To minimise the material movement, and
operators movement,
• 5. To eliminate unnecessary human movements,
• 6. To utilise facilities such as man, machine and
materials most effectively, and
• 7. To a systematic investigation of all factors.

17. Objectives of Work Study
• 1. Increased efficiency
• 2. Better product quality,
• 3. To choose the fastest method to do a job,
• 4. To improve the working process,
• 5. Less fatigue to operators and workers,
• 6. Effective labour control,
• 7. Effective utilisation of resources,
• 8. To decide equipment requirements,
• 9. To pay fair wages,
• 10. To aid in calculating exact delivery,
• 11. To formulate realistic labour budgeting, and
• 12. To decide the required manpower to do a job.

18. Advantages of Work Study
• 1. Work study ensures higher productivity,
• 2. Better working conditions with less fatigue,
• 3. Higher wages to workers,
• 4. Uniform production flow,
• 5. Job satisfaction and job security to workers,
• 6. Reduction in unit cost of production,
• 7. Quality products to consumers,
• 8. Fast delivery schedule,
• 9. Harmonious employer-employee relation, and
• 10. Better service to customers.

19. BASIC PROCEDURE OF WORK STUDY
SELECT RECORD EXAMINE
DEVELOPEVALUATEDEFINE
INSTALL MAINTAIN

20. METHOD STUDY ( MOTION STUDY)
• METHOD STUDY IS CONDUCTED TO SIMPLIFY
THE WORK OR WORKING METHODS WHICH
MAY RESULTS IN HIGHER PRODUCTIVITY WITH
MINIMUM CONSUMPTION OF RESOURCES.

21. Flow chart of method study
Define existing
method
Recording
existing
method
Examine
existing
method
Develop new
method
Define new
method
Install new
method
Maintain new
method