Planning in construction is necessary to ensure proper utilization of humans and material resources to achieve the objectives of the project.

1. CONSTRUCTION PLANNING
AND SCHEDULING
MODULE 1

2. CONSTRUCTION PLANNING
• Planning in construction is necessary to ensure
proper utilisation of humans and material
resources to achieve the objectives of the
project.
• Plan includes the estimates, budget, time
schedule, sequence of completion of each part
of the project, manpower planning , plant and
equipments.

3. Object of Planning
• To execute work in an organised and structured
manner.
• Proper design of each elements of the project.
• To reduce rework.
• To establish quality standards.
• To provide basis for monitoring and control of
project work.
• To know the duration of each activity.

4. Object of Planning
• To know the cost associated with each activity.
• To know responsibility and authority of people
involved in the project.
• Proper selection of equipment and machinery.
• Proper arrangement of repair of equipment and
machinery near the site of work.
• Procurement of material well in advance.
• To provide welfare schemes for the staff and workers
such as medical and recreational facilities.
• To arrange proper safety measures such as proper
ventilation, proper arrangement of light and water.

5. Principles of Planning
• The plan should provide information in readily
understandable form.
• The plan should be realistic.
• The plan should be flexible.
• The plan should serve as a basis for project
monitoring and control.
• The plan should be comprehensive.

6. Construction Project Planning
Project planning is a logical process to ensure
that the work of project is carried out:
• In an organised and structured manner.
• By reducing uncertainties to minimum.
• By reducing risk to minimum.
• By establishing quality standards.
• By achieving results within budget and
schedule time.

7. Steps to prepare Project Plan
• The first step of project planning is to clearly
define the problem to be solved by the project.
• Once the problem is clearly defined, the next
step is to define the project objectives or goals.
• Developing schedule and cost.
• Identify project deliverables.
• After identifying the deliverables, these are
subdivided into smaller activities to enable
developing schedule and cost estimates.

8. Steps to prepare Project Plan
• Step to estimate activity resources, activity duration and
develop schedule.
• Step to estimate cost and develop budget based on
project deliverable and schedule.
• Supporting plans such as quality management, human
resources, communication, risk management and
procurement/ supply management are simultaneously
developed.
• Steps to compare the plan compliance with original
project objectives.
• The plan is updated to meet original objectives/ goals.
• The project is launched based on this plan.

9. Activities involved in Construction
Planning
• Defining the scope of Work.
• Identifying activities involved.
• Establishing Project duration.
• Defining procedure for controlling and
assigning resources.
• Developing appropriate interfaces.
• Updating and revising plans.

10. Types of Plans
Different types of Plans
1. Project Conceptual Plan
2. Project Preliminary Plan
3. Detailed construction Plan
4. Time Plan
5. Manpower Plan
6. Material Plan
7. Construction Equipment Plan
8. Finance Plan

11. Scheduling
4 important Resources for all Work
• Materials
• Man
• Machinery
• Money
Scheduling is a mechanical process for setting the
various planned activities in order by fixing the
starting and finishing date of each activity of the
work .

12. Uses of Scheduling
• It gives quantity of work involved, labour,
materials and equipment of each work.
• The actual progress of the work can be
checked.
• The project can be carried out in a systematic
manner using the scheduling.

13. Advantages of Scheduling
• Alternate method of construction can be examined at
the planning stage and most economical methods can
be chosen.
• It gives clear idea regarding the required men, materials
and equipment at different stages of the work.
• Cost control study.
• Arrangement of different materials.
• Actual Progress schedule.
• Requirements of Funds during various stages of work.
• Total time required for completion of project is known.

14. Types of Schedule
• Construction Schedule
• Material Schedule
• Labour Schedule
• Equipment Schedule
• Expenditure Schedule.

15. 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

16. Example of WBS
Warehouse WBS
Site Boundaries Elevation
Data Points
Building
Footprints
Locate
Buried Services
Survey Soils Analysis Excavate Soil Backfill & Compact
Site Preparation Foundation Structural Systems Finishing
To construct a 5-unit
warehouse for light industry
Complex

17. Methods Of Scheduling
Scheduling can be done by different methods
depending on the size of the project.
The methods used are:
1. Gantt Charts or Bar Charts
2. Milestone Charts
3. Network Analysis

18. Gantt Chart
• Gantt chart is a matrix of rows and columns.
The time scale is indicated along the horizontal
axis. Activities are arranged along the vertical
axis.
• Gantt charts are usually used to represent the
project schedule. Gantt charts should be
updated periodically.

19. Gantt Chart
• Henry L Gantt (1861 – 1919) around 1917
developed a system of bar charts for scheduling
and reporting progress of a project. These charts
latter were known as Gantt Charts.
• Gantt chart is a matrix of rows and columns. The
time scale is indicated along the horizontal axis.
Activities are arranged along the vertical axis.
• Gantt charts are usually used to represent the
project schedule.
• Gantt charts should be updated periodically.

20. Gantt Chart
• For example,
“Task A” is land preparation,
“Task B” is procurement of inputs etc.
Land preparation (Task A) takes five days
starting from day one.
However in practice the time scale is
superimposed on a calendar i.e., if land
preparation starts on 1st March it would be
completed by 5 th March.

21. Figure: Gantt Chart

22. Limitation of Bar Charts
• They can be used only for small projects.
• It does not show the inter dependence between the
various activities in the projects.
• The progress of the works in the project cannot be
monitored scientifically.
• Delays in the works cannot be detected.
• It does not indicate the critical activities of the project.
• It gives some ideas about the physical progress of the
project, but financial aspects involved is not known.
• It cannot be used as a controlling device by the project
manager to take any timely action.

23. Mile Stone
• Milestone chart is a modification over the
original bar chart.
• The beginning and end of the activities or tasks
are termed as milestone.

24. Mile Stone
Figure: Milestone

25. Network Analysis
• Network analysis is the synthesis of two most useful
techniques of project management i.e P.E.R.T and
C.P.M.
• PERT was developed as a management tool for
coordination and early completion of Polaris Ballistic
Missile Project in U.S.A, resulting in reduction of 30%
time in project execution.
• A contemporary of PERT is CPM and was developed
in connection with maintenance and construction work.
• Both CPM and PERT describe the work plan of project
where arrows and circles respectively indicate the
activities and events in the project.

26. Difference between PERT and CPM
PERT CPM
1. PERT is event oriented.. 1. CPM is activity oriented.
2. PERT is probabilistic. 2. CPM is deterministic.
3. PERT is primarily concerned with time
only
3. CPM places dual emphasis on project
time as well cost.
4. PERT is generally used for projects
where time required to complete the
activities is not known a priori. Thus
PERT is used for large, R&D type of
projects
4. CPM is used for projects which are
repetitive in nature and comparatively
small in size.
5. Three time estimates are possible for
activities linking up two events.
5.One time estimate is possible for
activities

27. Benefits of CPM/PERT
1) Useful at many stages of project management.
2) Mathematically simple.
3) Give critical path and slack time.
4) Provide project documentation.
5) Useful in monitoring costs.

28. Two types of notations used in the
network diagram.
They are as under,
1. Activity-on-Arrow (AOA), and
2.Activity-on-Node (AON).

29. Activity-on-Arrow (AOA)
• In AOA notation, the arrow represents the
work to be done and the circle represents an
event – either the beginning of another activity
or completion of previous one.

30. Activity-on-Node (AON).
• For AON notation, a box (or node) is used to
show the task itself and the arrow simply show
the sequence in which work is done

31. Comparison of AON and AOA

32. Components of PERT and CPM

33. Components of PERT and CPM

34. Merge and Burst Event
Activities A and B Precede activities C and D.

35. • Dummy Activity

36. Errors to be Avoided in Constructing Network
• Two activities starting from a
tail event must not have a same
end event. To ensure this, it is
absolutely necessary to
introduce a dummy activity, as
shown in figure,
• Looping error should not be
formed in a network, as it
represents performance of
activities repeatedly in a cyclic
manner.

37. • In a network, there
should be only one start
event and one ending
event.
• The direction of arrows
should flow from left to
right avoiding mixing of
direction.

38. RULES IN CONSTRUCTING A NETWORK
• No single activity can be represented more than once in a
network. The length of an arrow has no significance.
• The event numbered 1 is the start event and an event with
highest number is the end event. Before an activity can be
undertaken, all activities preceding it must be completed.
That is, the activities must follow a logical sequence (or –
interrelationship) between activities.
• In assigning numbers to events, there should not be any
duplication of event numbers in a network.
• Dummy activities must be used only if it is necessary to
reduce the complexity of a network.
• A network should have only one start event and one end
event.

39. Consider the project given in Table and construct a network
diagram

40. Determining the Critical Path
• Step 1: Make a forward pass through the network
as follows: For each activity i beginning at the Start
node, compute:
– Earliest Start Time (ES) = the maximum of the earliest
finish times of all activities immediately preceding activity
i. (This is 0 for an activity with no predecessors.). This is
the earliest time an activity can begin without violation of
immediate predecessor requirements.
– Earliest Finish Time (EF) = (Earliest Start Time) + (Time to
complete activity i. This represent the earliest time at
which an activity can end.
The project completion time is the maximum of the
Earliest Finish Times at the Finish node.

41. Determining the Critical Path
• Step 2: Make a backwards pass through the network as
follows: Move sequentially backwards from the Finish node
to the Start node. At a given node, j, consider all activities
ending at node j. For each of these activities, (i,j), compute:
– Latest Finish Time (LF) = the minimum of the latest start
times beginning at node j. (For node N, this is the project
completion time.). This is the latest time an activity can
end without delaying the entire project.
– Latest Start Time (LS) = (Latest Finish Time) - (Time to
complete activity (i,j)). This is the latest time an activity
can begin without delaying the entire project.

42. Determining the Critical Path
• Step 3: Calculate the slack time for each
activity by:
Slack = (Latest Start) - (Earliest Start),
or
= (Latest Finish) - (Earliest Finish).
A critical path is a path of activities, from
the Start node to the Finish node, with 0
slack times.

43. Example: ABC Associates
• Consider the following project:
Immediate
Activity Predecessor time (days)
A -- 6
B -- 4
C A 3
D A 5
E A 1
F B,C 4
G B,C 2
H E,F 6
I E,F 5
J D,H 3
K G,I 5

44. Example: network
A
B
C
D
E
F
G
H
I
J
K
1
2
3
4
5
6
7
6
4
3
5
1
4
2
6
5
3
5
0
6
9
13
19
18
23
23
18
20
13
9
6
0
ES
LF
Forward
Backward

45. Activity Duration EST EFT LST LFT SLACK Remarks
A 6 0 6 0 6 0 CA
B 4 0 4 5 9 5
C 3 6 9 6 9 0 CA
D 5 6 11 15 20 9
E 1 6 7 12 13 6
F 4 9 13 9 13 0 CA
G 2 9 11 16 18 7
H 6 13 19 14 20 1
I 5 13 18 13 18 0 CA
J 3 19 22 20 23 1
K 5 18 23 18 23 0 CA
EF = ES + t
LS = LF – t
Where t is the
Activity time
Slack = LF – EF
= LS - ES
The estimated project completion time is the Max EF at node 7 = 23

46. THANK YOU