Introduction Construction Planning and Management
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This document provides an overview of project planning, management, and scheduling techniques. It discusses the characteristics of projects and objectives of project management such as completing projects on time and within budget. Project management involves planning, scheduling, and controlling a project through completion. Planning defines the goals and strategies. Scheduling allocates resources and assigns start/end dates to activities. Controlling monitors schedule and budget variances and identifies corrective actions. Network methods like CPM and PERT use activity-oriented or event-oriented diagrams to visually represent project schedules and dependencies. CPM is suited for construction while PERT is for research projects with uncertain durations.
Introduction Construction Planning and Management
- 1. 1 Construction Planning & Management Text Book 1:Dr. B.C. Punmia, K.K. Khandelwal Akhil Shetty Asst. Professor Department of Civil Engineering
- 2. 2 Project Management A project is composed of jobs, activities, functions or tasks that are related one to the other in some manner. All of these should be completed in order to complete the project. Every project has one specific purpose. It starts at some specific moment and it is finished when its objectives have been fulfilled.
- 3. 3 Characteristics of a Project A unique, one-time effort Requires the completion of a large number of interrelated activities Resources, such as time and/or money, are limited Typically has its own management structure
- 4. 4 Objectives of Project The Project should be completed with a minimum of elapsed time. It should use available manpower and the other recourses as sparingly as possible, without delay. It should be completed with a minimum of capital investment, without delay.
- 5. 5 Project Management A project manager is appointed to head the project management team The team members are drawn from various departments and are temporarily assigned to the project The team is responsible for planning, scheduling and controlling the project to its completion Plan Schedule Control
- 7. 7 Planning Projects Tasks: Develop internal and external resource require- ments and time-phase them to the project activities Means of Task Accomplishment: Activity descriptions, milestone charts, cash flow charts, CPM/PERT, engineering designs, time and cost estimates, material delivery plans, and so on. Timing of Tasks: Before project is begun and modified as required during project
- 8. 8 Planning is important because…. It provides direction. It provides unifying framework. It helps to reveal future opportunities and threats. It provides performance standards. In Planning phase, plan is made and strategies are set, taking into account the company’s policies, procedures and rules.
- 9. 9 Plan It is the statement of intent, i.e, what is to be done. What has to be done to resources to achieve the intent. Plans are detailed methods, formulated before hand for doing or making something. Plan list the goals(targets) and define the means of achieving them. These listed goals are called Events and means of achieving these goals are known as operations or Activities.
- 10. 10 Strategies Strategy is one important type of plan. It specifies the central concept or purpose of the enterprise as well as the means by which it intends to carry the purpose.
- 11. 11 Policies, procedures and rules. Policies: It sets broad guidelines for an enterprise. Procedure: it specifies, how to proceed in some situation. Rule: It is even more specific guide for action.
- 12. 12 Steps in project planning 1. Define 2. Establish 3. Develop 4. Evaluate 5. Determinate 6. Test 7. Choose 8. Decide
- 13. 13 Resources Material resources (including financial resources) Equipment resources Space resources Manpower resources Time resources
- 14. 14 Scheduling Scheduling is the allocation of resources. These resources are time, space, equipment and effort applied to material. It is the mechanical process of assigning the starting and completion dates to each part (or activity) of the work in such a manner that the whole work proceed in logical sequence and in an orderly and systematic manner.
- 15. 15 Steps in Project Scheduling Phase Calculate Assign Give Allocate
- 16. 16 Controlling Controlling consists of reviewing the difference between the schedule and actual performance once the project has begun. Project control is the formal mechanism established to determine deviations from the basic plan, to determine the precise effect of these deviations on the plan. To replan and reschedule to compensate for the deviations.
- 17. 17 Steps in Control Process 1. Establish 2. Measure 3. Identity 4. Suggest and Select
- 18. 18 Scheduling and Control Charts Horizontal Bar Charts A version of the Gantt chart Used to plan and schedule activities As the project progresses, the status of activities is plotted on the chart, compared to the plan, and, if necessary, corrective action is taken … more
- 19. 19 Scheduling and Control Charts Horizontal Bar Charts (continued) Advantages Easy to understand Easy to modify and update Low costq Disadvantages Cumbersome for large project Must be keep up to date Does not indicate the relationships among the activities
- 20. 20 Horizontal Bar Chart a. Prelim. Propulsion Design b. Prelim. Flight Sys. Design c. Static Tests A d. Propulsion Design Modif. e. Static Tests B f. Flight Tests A g. Flight Sys. Design Modif. h. Flight Tests B i. Mat’l & Component Costs j. Labor & Overheads Costs Apr. May June July Aug. a c d b e f g d d Project Activities
- 21. 21 Network Methods Network diagram is an outcome of the improvements in the bar charts. This technique is based on the basic characteristics of all projects, that all work must be done in well defined steps. This technique exploits the characteristics by representing the steps of the project objective graphically in the form of a network or arrow diagram
- 22. 22 PERT Program Evaluation and Review Technique The PERT system uses a network diagram consisting of events which must be established to reach project objectives. An event is that particular instant of time at which some specific part of a plan is to be achieved. PERT uses event oriented network diagrams in which successive events are joined by arrows. PERT is preferred for projects which are non repetitive in nature (Management cannot be guided by past experience)
- 23. 23 CPM Critical Path Method In CPM networks, the whole projects consist of a number of clearly recognizable jobs or operations, called activities. Activities are usually operations which take time to carry out (on which resources are expended) Junction between activity is know as Event. CPM networks are activity oriented diagrams in which each activity is represented by an arrow. The sequence in which the activities are performed is the sequence of arrows.
- 24. 24 Differences between PERT and CPM CPM PERT CPM uses activity oriented network. PERT uses event oriented Network. Durations of activity may be estimated with a fair degree of accuracy. Estimate of time for activities are not so accurate and definite. It is used extensively in construction projects. It is used mostly in research and development projects, particularly projects of non-repetitive nature. Deterministic concept is used. Probabilistic model concept is used. CPM can control both time and cost when planning. PERT is basically a tool for planning.
- 25. 25 CPM PERT In CPM, cost optimization is given prime importance. The time for the completion of the project depends upon cost optimization. The cost is not directly proportioned to time. Thus, cost is the controlling factor. In PERT, it is assumed that cost varies directly with time. Attention is therefore given to minimize the time so that minimum cost results. Thus in PERT, time is the controlling factor.