CMELLIA INSTITUE OF TECHNOLOGY& MANAGEMENT

NAME : MALAY HALDER

ROLL NUMBER : 25701323046
STREAM : CIVIL ENGINEERING
PAPER NAME : CONSTRUCTION ENGINEERING & MANAGEMENT
PAPER CODE : CE (PC) 601
TOPIC NAME : PLANNIG & SCHEDULING OF CONSTRUCTION
PROJECTS
SEMESTER : 6
SESSION : 2023- 2024
 CONSTRUCTION PLANNING
AND SCHEDULING MODULE

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 equipment's.

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.

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.
Principles ofThe plan should provide information in readily understandable form.
Planning 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.

 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.
• 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.
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.
• Types of Plans Different types of Plans:
• Project Conceptual Plan
• Project Preliminary Plan
• Detailed construction Plan
• Time Plan
• Manpower Plan
• Material Plan
• Construction Equipment Plan
 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 .


USES OF SCHEDULING:
• It gives quantity of work involved, labor,
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.
 Advantages of Scheduling
• alternate 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.

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
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

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
 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

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.
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 5th
March.
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.

MILESTONE:
• Milestone chart is a modification over the original bar
chart.
• The beginning and end of the activities or tasks are
termed as milestone.
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. [Link] time estimate is possible for
activities
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 [Link]-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
Dummy
Activity 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.
RULES IN No single activity can be represented more than once in a network.
CONSTRUCTIN 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.
GA Before an activity can be undertaken, all activities preceding it must
be completed. That is, the activities must follow a logical sequence
NETWORK : (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.
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.
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.
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