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CIVE 585, CIVE 685, ENMG 698
Construction Planning & Scheduling
Instructor: Farook Hamzeh, Ph.D.
1- Introduction to Scheduling

Farook Hamzeh
Assistant Professor, Civil and Environmental Engineering
American University of Beirut
Ph.D. University of California, Berkeley, 2009
Dissertation: Improving Construction Workflow-The role of
Production Planning and Control
M.S. University of California, Berkeley, 2006
M.E. American University of Beirut, Lebanon, 2000
B.E. American University of Beirut, Lebanon, 1997
Professional Experience
Education

Cathedral Hill
Hospital Project

$ 1.7 Billion in San
Francisco

555 Beds

912,000 SF



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Academic Experience:
Assistant Professor, Department of Construction Management
Colorado State University
2009-2011
Farook Hamzeh
Assistant Professor, Civil and Environmental Engineering
American University of Beirut
Primary Objectives in Managing any Project
Finished On Time
Within Budget
Meets or Exceeds Customer Quality Expectations
In a Safe Work Environment
Without Litigation

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How Do We Meet those Primary
Objectives?
P Plan
O Organize
D Direct
C Control

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Project Management Failures
Caused by a Lack in one or more of the
following:

Think of Past Projects that had Problems
Lack of Proper Planning
Lack of Proper Organizing
Lack of Leadership Providing Direction
Lack of Controls on Time, Costs, Quality, & Safety
Project Failures Causes
Improper planning and methodology (78 %)
Lack of communication (75 %)
Unrealistic target completion dates (67 %)
Inadequate commitment and involvement from senior
management (59 %)
Insufficient budgets and resources (56 %)
Too many assumptions and unknowns (51 %)
Project politics and conflicts (38 %)
Lack of set targets or measurable results (45 %)
Formation of the wrong project team (27 %)

(Collaboration, Management and Control Solutions,2010)
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Plans are worthless. Planning is essential.

Dwight D. Eisenhower
General and President (1890-1961)
Planning is everything. Plans are nothing.

Helmuth Graf von Moltke
Field Marshal-Prussian Army (1800-1891)
The Purpose of Planning
Reduce Risk
Better Manage Uncertainty
Support Sound Decision Making
Establish Trust
Convey and Share Information
(Cohn 2005)


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Why Use Formal Schedules?
Reduces Construction Time
Reduces Costs Materials, Labor, and Overhead
Provides for a More Continuous Flow of Work
Gives Crews and Subs a Goal to Work Toward
Increases Productivity
Why Use Formal Schedules (continued)
Improves Company Image
Helps to Control Time, Costs, Quality, and Safety
Helps to Manage Material, Labor, Money,
Equipment, and Subcontractors
Forces Detailed Thinking
Improves Communication
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What separates GOOD from GREAT?
Proactive
Multiple, flexible
options
Time is abundant
Affordable options
Reactive
Fewer, fixed options
Time is limited
All decisions are at a
premium
vs.
Simply being
Project
Management
Schedule
Quality Cost
Schedule, resource,
and cost data are
the primary elements
of project
management

Elements are
interrelated - a
change in one
impacts the others
PROJECT MANAGEMENT OVERVIEW
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How can we find balance in time,
quality and money?

Scheduling
&
Evaluation
Experience & Timely Information
Surprisingly, once underway, even the most carefully scheduled
project can reach a point where it is difficult to tell where it stands.

Without some kind of periodic and consistent
measurement system--it's close to impossible to
make critical judgments with confidence that the
facts are in hand.

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Reality

Deadlines to meet
Resources to control
Budget to control
Weather to predict !!
Reports to produce
Meetings to attend
Time Management Matrix
Quadrant 1
Urgent
Important
Examples
Quadrant 2
Not Urgent
Important
Examples
Quadrant 3
Urgent
Not Important
Examples
Quadrant 4
Not Urgent
Not Important
Examples
Stephen Covey
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HOW LONG WILL IT TAKE?
Types of Scheduling Systems
Check Sheets or a List of Activities
Magnetic Scheduling Boards
Graphic Schedules
Bar Charts (Gantt Schedules)
Critical Path Schedules
Linear Schedules


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The duration of the activities is shown by the length of the solid bar
drawn from this point and ending at the earliest finish.

Activities are shown on the bar chart starting at their earliest dates.
Bar/Gantt Chart
http://www.aot.state.vt.us/sms/Phase1/sms_gant_chart_pop_up.htm
Bar Chart Scheduling
Advantages
Quick to Create
Simple Easy to Understand
Visual Clarity
Small Size
First Systematic Method of Project Plan Development
Forces Detailed Thinking
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Bar Chart Limitations
Doesnt Show Interdependencies
Doesnt Identify the Activities that are Critical to
Timely Completion
Ineffective in Forecasting the Effects of Changes
Must Rethink the Schedule
Doesnt Show Extra Potential Days an Activity May
Take (all activities appear to be critical)
AOA Networks
Activity on Arrow (AOA)
Activity A
i
A
j
A
/i
B

Duration
Starting Event
Completion Event
Rough Grade
2
4
2 Days
j
B

Activity B
Duration
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AON Networks
Activity on Node (AON)
Activity
A

Activity
B

Relationship
Successor Predecessor
Rough
Grade
Finish
Grade

Successor Predecessor
Duration
Duration
2 days
3 days
Two separate activities
connected by a relationship
Example
Activity
Immediate
Predecessor Duration
A ~ 1
B A 1
C A 2
D C 1
E A 4
F D 6
G B 2
H F, E, G 5