project planning - مصرosp.mans.edu.eg/elbeltagi/cb517p ch1.pdf · project planning activity...

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Project PlanningProject Planning

29/09/2016 Emad Elbeltagi 2

Project PlanningProject PlanningPlanning in General : SWOT analysisPlanning in General : SWOT analysis

S: StrengthsW: WeaknessesO: OpportunitiesT: Threats

S: StrengthsW: WeaknessesO: OpportunitiesT: Threats

Objectives should be: SMARTObjectives should be: SMARTS: SpecificM: MeasurableA: AchievableR: RealisticT: Timely

S: SpecificM: MeasurableA: AchievableR: RealisticT: Timely

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Project PlanningProject PlanningCharacteristics of a good planCharacteristics of a good plan

Based on clearly definite and practical objectives Simple Flexible Easy to control Provide proper standards

Exploit existing resources, etc.

Based on clearly definite and practical objectives Simple Flexible Easy to control Provide proper standards

Exploit existing resources, etc.


Project PlanningProject PlanningPlanning Inputs and OutputsPlanning Inputs and Outputs

Contract informationDrawings

SpecificationsAvailable resources

Bills of quantitiesSite reports

Organizational dataConstruction methods

ActivitiesRelationships among activitiesMethod statementResponsibilityReporting levelsProject network diagramActivities durationActivities cost

INPUTS OUTPUTS

PLANNING

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Project PlanningProject PlanningPlanning Major stepsPlanning Major steps

Determination of Project Activities (WHAT)

Establishment of Logic; Relationships and overlap (How)

Presentation (Table, Network, Chart, …)

Estimate Activities’ Duration and Cost (When)

Determination of Project Activities (WHAT)

Establishment of Logic; Relationships and overlap (How)

Presentation (Table, Network, Chart, …)

Estimate Activities’ Duration and Cost (When)


Project PlanningProject PlanningWork Breakdown Structure (WBS)Work Breakdown Structure (WBS)

The WBS is a hierarchical structure which is designed to logically sub-divide all the work-elements of the project into smaller elements.

The WBS is a hierarchical structure which is designed to logically sub-divide all the work-elements of the project into smaller elements.

House

Civil Plumping Electrical

Foundations Walls/Roof

Piping

H/C Water

Wiring Finishing

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Project PlanningProject PlanningWork Breakdown Structure (Why)Work Breakdown Structure (Why)

Prepare project plan Identifying Activities Scheduling Identifying cost & schedule at various levels of

details Time & cost control Identifying individual or departmental responsibilities

Prepare project plan Identifying Activities Scheduling Identifying cost & schedule at various levels of

details Time & cost control Identifying individual or departmental responsibilities


Project PlanningProject PlanningWBS & Organizational Breakdown Structure (OBS) WBS & Organizational Breakdown Structure (OBS)

Project

Area 1 Area 3

Beams Columns Slabs

Formwork Reinforcement Concreting

OBS (Responsibility & reporting)

Area 2 ……

……

……

Project manager

WBS (Work elements)

Subcontractor A

General contractor

Subcontractor B

Civil superinte

ndent

Mechanical

superintendent

Electrical superinte

ndent

Formwork foreman

Rebar foreman

Concrete foreman

Control account

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Project PlanningProject PlanningWBS Coding WBS Coding

Each work package or activity in a WBS is given a unique code that is used in project planning and control Identifying Activities

Each work package or activity in a WBS is given a unique code that is used in project planning and control Identifying Activities


Project PlanningProject PlanningProject ActivitiesProject Activities

Project is divided into segments of work called activities

Activity: Time-consuming single work element

Guidelines for project breakdown: by: area of

responsibility, structural element, category of work, etc.

Level of details depends on: planning stage, size of the

project, complexity of the work, etc.

Project is divided into segments of work called activities

Activity: Time-consuming single work element

Guidelines for project breakdown: by: area of

responsibility, structural element, category of work, etc.

Level of details depends on: planning stage, size of the

project, complexity of the work, etc.

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Project PlanningProject PlanningProject ActivitiesProject ActivitiesTypes of construction activities:

Production: taken directly from drawings and/or

specifications

Management (Approvals, site establishment, …etc).

Procurement (equipment delivery, material

procurement)

Types of construction activities:

Production: taken directly from drawings and/or

specifications

Management (Approvals, site establishment, …etc).

Procurement (equipment delivery, material

procurement)


Project PlanningProject PlanningProject ActivitiesProject Activities

Example (Double Span Bridge):

Precast beams

Deck slab

Road base left Road base right

Hand rail

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Code Description

10 Set-up site -

14 Procure RFT -

16 Procure P.C. Beams -

20 Excavate left abutment -

30 Excavate right abutment -

40 Excavate central pier -

50 Foundation left abutment -

60 Foundation right abutment -

70 Foundation central pier -

80 Construct left abutment -

90 Construct right abutment -

100 Construct central pier -

110 Erect left P.C. Beams -

120 Erect right P.C. Beams -

140 Fill left embankment -

150 Fill right embankment -

155 Construct deck slab -

160 Left road base -

170 Right road base -

180 Road surface -

190 Bridge railing -

200 Clear site -


Project PlanningProject PlanningActivities RelationshipsActivities Relationships The order in which project activities are to be performed

Which activity(ies) must be completed before an activity

can start

Which activity(ies) can not start until activity completion

Which activity(ies) have no logical relations

Logic constraints: Physical, and Resources

The order in which project activities are to be performed

Which activity(ies) must be completed before an activity

can start

Which activity(ies) can not start until activity completion

Which activity(ies) have no logical relations

Logic constraints: Physical, and Resources

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Project PlanningProject PlanningPredecessorsPredecessors

Controls the start or finish of another activity Controls the start or finish of another activity

SuccessorsSuccessors Depends on the start or finish of another activity Depends on the start or finish of another activity

Predecessor to Act. B

Successor to Act. B


Project PlanningProject PlanningType of Activities RelationshipsType of Activities Relationships

Four Types:Finish to Start (FS) Finish to Finish (FF)Start to Start (SS) Start to Finish (SF)

FS FF

SS SF

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Finish-StartWhen A finishes, then B can startDefault Relationship

AFirst Activity

BSecond Activity



Start-StartWhen A starts, then B can start

AFirst Activity

BSecond Activity

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Finish-FinishWhen A finishes, then B can finish

AFirst Activity

BSecond Activity



Start-FinishWhen A starts, then B can finish

AFirst Activity

BSecond Activity

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Project PlanningProject PlanningOverlapsOverlapshow much a particular activity must be completed before a succeeding activity may start Used for activities not using the same type of resources With a value less than the duration of the preceding activity

+ve overlap (-ve lag) -ve overlap (+ve lag)

Code Description Predecessors

10 Set-up site ---

14 Procure RFT ---

16 Procure P.C. Beams ---

20 Excavate left abutment 10

30 Excavate right abutment 10

40 Excavate central pier 10

50 Foundation left abutment 14, 20

60 Foundation right abutment 14, 30

70 Foundation central pier 14, 40

80 Construct left abutment 50

90 Construct right abutment 60

100 Construct central pier 70

110 Erect left P.C. Beams 16, 80, 100

120 Erect right P.C. Beams 16, 90, 100

140 Fill left embankment 80

150 Fill right embankment 90

155 Construct deck slab 110, 120

160 Left road base 140

170 Right road base 150

180 Road surface 155, 160, 170

190 Bridge railing 155

200 Clear site 180, 190

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Project PlanningProject PlanningOverlapsOverlapsExample

Consider the construction of the following sequential activities of

a bridge consists of 19 bays

Pile manufacturing with duration 2.5 wks/pier

Pile driving with duration 1.5 wks/pier

Pile cap with duration 2.0 wks/pier

Pier shaft with duration 2.5 wks/pier

Determine the appropriate overlap between activities

Example

Consider the construction of the following sequential activities of

a bridge consists of 19 bays

Pile manufacturing with duration 2.5 wks/pier

Pile driving with duration 1.5 wks/pier

Pile cap with duration 2.0 wks/pier

Pier shaft with duration 2.5 wks/pier

Determine the appropriate overlap between activities


Project PlanningProject PlanningRelationships Considering Resource ConstraintsRelationships Considering Resource Constraints

Activity descriptionPredecessors (unconstrained

resources)

Predecessors (constrained resources)

A1B1C1

A2B2C2

A3B3C3

Excavate unit 1Concreting unit 1Brickwork unit 1



-A1B1

-A2B2

-A3B3

-A1B1

A1B1, A2C1, B2

A2B2, A3C2, B3

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Project PlanningProject PlanningProject networks: AOAProject networks: AOA

Two Types: Activity-On-Arrow; AOA (Arrow Networks). Activity-On-Node; AON (Precedence Networks):AOA Activity represented as arrows with start and finish nodes called Events

i jActivity A

j > i



5 A 10 15BB depends on A

5 A 10 15C

5

BC depends on A and B

5 A 10 15C

15B B depends on A

C depends on A

15D

15C C depends on A and B

D depends on A and B

5B 10

5 A

14



Dummy activity Activity with zero duration and no resources to adjust the network

Incorrect representation

20C5

A15

10

B

C depends on A and B; D depends on B only

25

D

Correct representation

5A

20 25C

1510B 30D

Dummy

15A5

B

5 15A

10

BDummy


Project PlanningProject PlanningProject networks: AONProject networks: AON

AOA Activity represented as nodes

10A

Activity number

Activity name

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Project PlanningProject PlanningProject networks: AONProject networks: AON

B depends on A10A

20B

C depends on A and BD depends on C

30C

10A

20B

40D

B depends on AC depends on BD depends on B

10A

20B

40D

30C


Project PlanningProject PlanningProject networks: ExampleProject networks: Example

Activity Predecessors

ABCDEFG

--

A, BCCD

D, E

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Project PlanningProject PlanningProject networks: Example (AOA)Project networks: Example (AOA)


Project PlanningProject PlanningProject networks: Example (AON)Project networks: Example (AON)

EFG

Finish

CD

D, EF, G

SS(C)+1 = 4SS(D)+1 = 4Highest of [SS(D), SS(E)] = 5Highest of [SS(F), SS(G)] = 5

Calculate the Sequence step

Start - SS(Start) = 1A - SS(Start) +1 = 2B - SS(Start) +1 = 2C A, B Highest of [SS(B), SS(A)] = 3D C SS(C) +1 = 4

Activity Predecessor Sequence step (SS)

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Project PlanningProject PlanningProject networks: Example (AON)Project networks: Example (AON)

Sequence step 1 2 3 4 5 6


Project PlanningProject PlanningActivity Duration & Direct CostActivity Duration & Direct Cost

Planning time unit (hours, days, weeks, months)

Establish method statement (method of construction)

Specify number of resources, and hence output

Duration = Quantity of work / No. of Res. x Res. Output

Planning time unit (hours, days, weeks, months)

Establish method statement (method of construction)

Specify number of resources, and hence output

Duration = Quantity of work / No. of Res. x Res. Output

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Project PlanningProject PlanningActivity Duration & Direct CostActivity Duration & Direct Cost

Productivity data

Man-hours/ unitMhrs/unit

Daily productionUnits/day

How long it takes form one labor to finish one unit

Applies to any crew formation

How long it takes form one labor to finish one unit

Applies to any crew formation

How many units can be done in one time unit

Applies to a given crew

How many units can be done in one time unit

Applies to a given crew

Productivity can be estimated:

From published data ( الموسوعة الھندسیة(

Previous records of a company

Productivity can be estimated:

From published data ( الموسوعة الھندسیة(

Previous records of a company


Project PlanningProject PlanningActivity Duration & Direct CostActivity Duration & Direct CostExampleWhat is the duration to install 6000 square feet of walls shuttering if:

Crew of 2 carpenters is used, output of 200 square feet/day Productivity is measured as 0.008 man-hour/square feet. Number

of carpenters =3, and number of working hours/day = 8 hours

ExampleWhat is the duration to install 6000 square feet of walls shuttering if:

Crew of 2 carpenters is used, output of 200 square feet/day Productivity is measured as 0.008 man-hour/square feet. Number

of carpenters =3, and number of working hours/day = 8 hours

a. Duration = 6000 / 200 = 3 daysa. Duration = 6000 / 200 = 3 days

b. Total man-hours needed = 6000 x 0.008 = 48 man-hours (if one man used)

Duration = 48 / 8 = 6 days (if one man used)Duration using 3 men = 6 / 3 = 2 days

b. Total man-hours needed = 6000 x 0.008 = 48 man-hours (if one man used)

Duration = 48 / 8 = 6 days (if one man used)Duration using 3 men = 6 / 3 = 2 days

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Project PlanningProject PlanningActivity Duration & Direct CostActivity Duration & Direct CostExample (balanced mix of resources)A wall involves 660 m3 concrete, 50 tone of steel, and 790 m2 of formwork.

- A 6 man concrete crew can place 16 m3 of concrete/day.- A steel-fixer and assistant can fix 0.5 ton of reinforcement/day.- A carpenter and assistant can fix and remove 16 m2 of shuttering/day

Example (balanced mix of resources)A wall involves 660 m3 concrete, 50 tone of steel, and 790 m2 of formwork.

- A 6 man concrete crew can place 16 m3 of concrete/day.- A steel-fixer and assistant can fix 0.5 ton of reinforcement/day.- A carpenter and assistant can fix and remove 16 m2 of shuttering/day

- using one steel-fixer: duration = 50 / 0.5 = 100 days- using one carpenter: duration = 790 / 16 = 49.4 days- using one concreting crew: duration = 660 / 16 = 41.25 days.2 steel-fixer crews, one carpenter crew, and cone concreting crew.

duration = 50 / 0.5 x 2 = 50 days

- using one steel-fixer: duration = 50 / 0.5 = 100 days- using one carpenter: duration = 790 / 16 = 49.4 days- using one concreting crew: duration = 660 / 16 = 41.25 days.2 steel-fixer crews, one carpenter crew, and cone concreting crew.

duration = 50 / 0.5 x 2 = 50 days


Project PlanningProject PlanningActivity Duration & Direct CostActivity Duration & Direct CostActivity direct cost:

Duration, resources, and cost are interrelated elements

Direct cost comprises: labor, material, equipment, and/or

subcontractors

Unit cost = total cost / quantity

Activity direct cost:

Duration, resources, and cost are interrelated elements

Direct cost comprises: labor, material, equipment, and/or

subcontractors

Unit cost = total cost / quantity

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