CONSTRUCTION

PRE-PLANNING
CHAPTER 3
PLANNING

PLANNING IS AN ART, AND A VITAL PART OF

CONSTRUCTION WORK. IT DISTINGUISHES
HUMAN BY THEIR ABILITY TO FORESEE AND
ORGANIZE FUTURE ACTIONS.

IN CONSTRUCTION, PLANNING ENSURES

EFFICIENCY, COORDINATION, AND TIMELY
[Link] PRE-PLANNING
REQUIRES EXPERIENCE AND TRAINING.
PLANNING

THE PRE-PLANNING STAGE, ESTABLISHES AND DETERMINE

THE DIRECTION AND SUCCESS OF ANY CONSTRUCTION
PROJECT

PAST EXPERIENCE HAVE PROVEN THAT THERE IS NO SHORT

CUTS TO SOUND CONSTRUCTION PRE-PLANNING.
FOUR BASIC RULES FOR ANT JOB

1. INCLUDE THE SUPERINTENDENT FROM THE VERY START

-DO NOT JUST PRESENT HIM LATER THE FINISHED PLAN
AND SAY:
“HERE IS THE PLAN FOR YOU TO IMPLEMENT.
FOUR BASIC RULES FOR ANT JOB

2. BREAK THE JOB INTO SMALLER COMPONENTS FOR

EASIER MANAGEMENT.
-THIS WILL SIMPLIFY THE WHOLE PROGRAM
FOUR BASIC RULES FOR ANT JOB

3. CREATE A CONSTUCTION PLAN TO GUIDE ALL

PERSONNEL
-CONSULT CONSTANTLY
-DO NOT JUST FILE IT IN A DRAWER ONLY TO
ACCUMULATE DUST
FOUR BASIC RULES FOR ANT JOB

4. USE MODERN TOOLS AND SCHEDULE TO SAVE

TIME
AND RESOURCES
-COMPUTE A DETAILED SCHEDULE ACCORDING TO
NUMBERS OF DAYS, CRAFTS, COST AND
COMPLETION OF A PROCESS.
FOR WHOM AND WHAT ARE WE PLANNING FOR?

1. PLANNING TO ACHIEVE A PROFIT BY USING

MINIMUM CAPACITY OF AVAILABLE RESOURCES
FOR CAMPANY OWNERS.

2. PLANNING TO CREATE A MAINTAIN JOBS FOR OUR

EMPLOYEES TO STAY AT THE COMPANY.
FOUR DIFFERENT DIMENTIONS OF
PLANNING FUNCTIONS

1. PLANNING IS A PHILOSOPHY
2. PLANNING IS INTEGRATION
3. PLANNING IS A PROCESS
4. PLANNING IS A COLLECTION OF
PROCEDURES
PLANNING IS A PHILOSOPHY

- IT IS A MINDSET THAT THE VALUES FORESIGHT

AND REALISTICOPTIMISM.
- THINKING THE FUTURE EFFECTS OF TODAY’S
ACTION.
PLANNING IS INTEGRATION

- IT UNIFIES ALL FUNCTIONS AND PROVIDES

STUCTURE TO THE ORGANIZATION.
- CONSIDER THE CLIENT, THE SUPPLIER AND THE
OTHER CONTACT OF THE COMPANY.
PLANNING IS A PROCESS

- IT INVOLVES CONTINUOUS STEPS OF ANALYSIS,

COORDINATION, AND ADJUSMENT.
PLANNING IS A PROCESS
A WINNING PLAN INCLUDES

1. STRATEGY TO BE DONE TO ACHIEVE THE

OBJECTIVES.

2. SATISFY THOSE STRATEGIES

3. ACCOMPLISH ALL ASSIGNMENTS

PLANNING IS A COLLECTION OF
PROCEDURES

- IT GATHERS METHODS AND STRATEGIES TO

REACH PROJECT GOAL.
THE PROJECT MANAGER

- IS THE CENTRAL FIGURE WHO ORGANIZES,

DIRECTS, AND CONTROLS THE CONSTRUCTION
PROJECT.
THE PROJECT MANAGER’S DUTIES
INCLUDE:

1. SETTING PROJECT GOALS AND PRIORITIES.

2. DETERMINING RESOURCES AND BUDGETS.

3. MONITORING PROGRESS TO ENSURE

TARGETS ARE MET.
THE PROJECT MANAGER

- A SUCCESSFUL PROJECT MANAGER PLANS,

COORDINATES, CONTROLS, AND ACCOMPLISHES
GOALS BY GUIDING AND MOTIVATING OTHERS
RATHER THAN COMMANDING. HIS REWARDS ARE
THE PERSONAL SATISFACTION OF COMPLETING
PROJECTS AND WORKING EFFECTIVELY WITH
PEOPLE.
THE WORKSHEET

- IS A PRACTICAL PLAN OF ACTION. IT ORGANIZES THE

LOGICAL CONSTRUCTION SEQUENCE, MANPOWER
REQUIRMENTS, DELIVERY SCHEDULES, AND WORK
TIMING. IT HELPS PREVENT FUTURE CONFLICTS AND
ENSURES TIMELY COMPLETION. THE WORKSHEET
REPRESENTS THE ROADMAP FOR EXECUTING THE
ENTIRE PROJECT.
THE WORKSHEET
WHAT THE PROJECT MANAGER NEEDS TO
KNOW ARE:

1. LOGICAL CONSTRUCTION SEQUENCE

2. QUANTITY OF MATERIALS AND DATE OF DELIVERY

3. MANPOWER NEEDED AND LABOR COST

4. KNOWING WHEN TO START AND WHEN TO FINISH

THE WORK BEING DONE
THE WORKSHEET

THE WORKSHEET REPRESENTS A PLAN OF ACTION

PRESENTED GRAPHICALLY BY A CRITICAL SEQUENCE
OF FUNCTIONS OF SUBSIDIARY ACTIVITIES
CONTAINED WITHIN A COMPACT PERIOD OF TIME.
TIMETABLE
- IS DEVELOPED THROUGH SESSIONS AMONG THE
PROJECT MANAGER AND KEY PERSONNEL
(SUPERINTENDENT, BUYER, DRAFTSMAN, JOB
EXPEDITER). IT DETAILS THE SCHEDULE AND OTHER
OF WORK. IT ALSO LISTS NECESSARY MATERIALS,
DRAWINGS, AND MANPOWER AT EACH STAGE.
- CLOSE MONITORING OF THE TIMETABLE HELPS
DETECT:
1. BUDGET OR MAN-HOUR OVERRUNS.
2. CARELESSNESS OR WEAK SUPERVISION.
3. INADEQUATE TOOLS AND RESOURCES.
PROJECT ENGINEER’S REVIEW

- THE TIMETABLE AND EVALUATES PROGRESS, LOGIC,

AND WORK ABILITY. HE OFFERS CONSTRUCTIVE
CRITICISM AND SUGGESTS IMPROVEMENTS.

- ACCURATE MANPOWER ESTIMATES AND DISTRIBUTION

ARE ESSENTIAL. THESE CAN BE COMPUTED MANUALLY
OR BY COMPUTER TO ENSURE PROPER STAFFING
WITHOUT OVERLOADING OR SHORTAGES.
PRELIMINARIES AND SITE MANAGEMENT
- AFTER A CONTRACT IS AWARDED, THE
CONTRACTOR MUST ORGANIZE THE SITE
BEFORE ACTUAL WORK BEGINS.
- SELECTING KEY PERSONNEL TO SUPERVISE
OPERATIONS.
- PROVIDING THE NECESSARY EQUIPMENT
AND FACILITIES SUCH AS JOB OFFICES,
WORKSHOP, STORAGE SHED, AND
ROADWAYS.
PRELIMINARIES AND SITE MANAGEMENT
- PLANNING THE LAYOUT OF TEMPORARY
STRUCTURES CAREFULLY TO AVOID
DISORGANIZATION AND DELAYS.
- ENSURING ADEQUATE BUT NOT EXCESSIVE
STAFFING, MAINTAINING CLEANLINESS AND
ORDER, AND CREATING A DISCIPLINED
WORKING ENVIRONMENT.
- A CLEAN AND ORGANIZED SITE PROMOTES
EFFICIENT WORK AND BETTER MORALE
AMONG WORKERS.
PRELIMINARIES AND SITE MANAGEMENT
PRELIMINARIES IN ORGANIZING A CONSTRUCTION JOB
THE PROJECT FOLLOWS SEVERAL STAGES:
PLANNING, EXECUTION, AND PHASE-OUT
-BEFORE CONSTUCTION STARTS, THE FOLLOWING
MUST BE DONE:
1. SECURE NECESSARY LICENSES AND PERMITS.
2. PREPARE A TIME AND PROGRESS CHART.
3. PROVIDE ACCESS ROADS AND TEMPORARY
FACILITIES LIKE OFFICE, QUARTERS, AND SHEDS.
4. DEMOLISH EXISTING STRUCTURES AND CLEAR THE
SITE.
PRELIMINARIES AND SITE MANAGEMENT
PRELIMINARIES IN ORGANIZING A CONSTRUCTION JOB
5. ARRANGE STORAGE AREAS, WATER, AND POWER
SUPPLY.
6. ALLOT SPACE FOR SUBCONTRACTORS AND
MATERIAL STORAGE.
7. OBTAIN FILL MATERIALS OR BORROW PITS FOR
LEVELING.
8. SUCCESSION OF PERSONNEL SHOULD BE
PROPERLY ORGANIZE –WORKERS ROTATE BY
SPECIALTY (e.g., FOUNDATION, WALLS, ROOFING,
PLUMBING WIRING, FINISHING).
PRELIMINARIES AND SITE MANAGEMENT

ORGANIZATION OF THE WORK

PROPER ORGANIZATION INVOLVES ASSIGNING
DUTIES AND SCHEDULING THE SEQUENCE OF
TASKS EFFICIENTLY.
TWO MAIN AUTHORITIES SHARE RESPONSIBILITY:
1. THE OWNER – REPRESENTED BY THE ARCHITECT
OR ENGINEER, RESPONSIBLE FOR CONTROL AND
SUPERVISION.
2. THE CONTRACTOR – RESPONSIBLE FOR THE
EXECUTION OF WORK.
PRELIMINARIES AND SITE MANAGEMENT

THE CONTRACTOR’S MAIN DUTIES INCLUDE:

 PREPARING SITE ACCESS AND ROADS.
 ERECTING OFFICES AND STORAGE AREAS.
 PROTECTINGMATERIALS FROM DAMAGE,
WASTAGE, AND PILFERING.
 PROVIDINGTEMPORARY QUARTERS AND
SANITARY FACILITIES FOR LABORERS.
PLANNING PROGRAM AND PROGRESS
CHART
THIS CHART IS ESSENTIAL FOR TRACKING CONSTRUCTION
PROGRESS.
IT SHOULD SHOW:
 THE SCHEDULE OF OPERATIONS AND COMPLETION DATES.
 COORDINATION OF THE MAIN AND SUBCONTRACT WORKS.

WITHOUT IT, MANAGING THE PROJECT BECOMES DISORDERLY.

THE CHART HELPS LOCATE DELAYS AND ASSIGN
ACCOUNTABILITY. IT ALSO SHOWS THE TIME AND ORDER IN
WHICH WORK MUST BE COMPLETED AND ENSURES
CONTRACTORS PERFORM TASKS EFFICIENTLY.
MAINTAINING TIME AND PROGRESS
CHART
THE CHART SHOULD BE FLEXIBLE TO ALLOW
MODIFICATIONS.
IT INCLUDES:
 DESCRIPTION OF WORK ITEMS.
 START AND COMPLETION DATES.
 MONTHLY PROGRESS COLUMNS AND ALLOWANCES FOR
OVERRUNS.

THIS KEEPS THE PROJECT ON SCHEDULE AND ENABLES THE

OWNER AND CONTRACTOR TO ADJUST QUICKLY IF DELAYS
OCCUR.
PLANNING AND SCHEDULING WITH
GANTT CHART
 A GANTT CHART IS USED FOR VISUALIZING PROJECT
SCHEDULES.
 EACH BAR REPRESENTS AN ACTIVITY AND ITS TIME
DURATION.
 PROGRESS IS MARKED IN COLORS (GREEN FOR ON TIME, RED
FOR BEHIND SCHEDULE).
 IT HELPS COMPARE PLANNED VS. ACTUAL PROGRESS.
 WHILE USEFUL FOR SMALL PROJECTS, IT DOESN’T SHOW
INTERRELATIONSHIPS AMONG ACTIVITIES, HENCE, COMPLEX
PROJECTS OFTEN USE PERT(PROGRAM EVALUATION AND
REVIEW TECHNIQUE ) OR CPM(CRITICAL PATH METHOD) FOR
BETTER COORDINATION.
MATERIAL SUPPLY
MATERIAL PROCUREMENT IS A VITAL PART OF
CONSTRUCTION MANAGEMENT.
THE CONTRACTOR SHOULD:
 PREPARE A PURCHASING SCHEDULE FROM THE BILL
OF QUANTITIES.
 OBTAIN AND COMPARE SUPPLIER QUOTATIONS.
 ORDER MATERIALS AT THE PROPER TIME TO AVOID
EARLY STORAGE OR LATE ARRIVAL.
A GOOD PURCHASING PROGRAM ENSURES SMOOTH
WORKFLOW AND PREVENTS SHORTAGES OR DELAYS
CAUSED BY POOR MATERIAL TIMING.