Contract Planning Case Studies

Macmillan Building and Surveying Series

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Contract Planning Case Studies

Brian Cooke

Principal Lecturer in Construction Management

Liverpool Polytechnic

M
MACMILLAN
EDUCATION
© B. Cooke 1988
All rights reserved. No reproduction, copy or transmission
of this publication may be made without written permission.

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civil claims for damages.

First published 1988

Published by
MACMILLAN EDUCATION LTD
Houndmills, Basingstoke, Hampshire RG21 2XS
and London
Companies and representatives
throughout the world

British Library Cataloguing in Publication Data

Cooke, B.
Contract planning case studies. -
(Macmillan building and surveying series)
1. Building-Contracts and
specifications-Great Britain
I. Title
692'.8'0941 TH425
ISBN 978-0-333-44548-8 ISBN 978-1-349-19410-0 (eBook)
DOI 10.1007/978-1-349-19410-0
 Contents

Preface VII 2.4 - Method statement and pre-tender

programme for retaining
Acknowledgements viii wall - precast and in-situ
construction for canal project. 31
List of Figures ix
2.5 - Sequence study for in-situ concrete
List of Abbreviations xiii retaining wall to canal lock. 40

Chapter 1. The Planning Process and the 2. 6 - Construction assessment for

Role of Planning within a large multi-storey reinforced concrete
construction firm 1 framed building. Short-term
programme for a typical column and
Planning relative to company size and floor sequence. 45
nature of work.
Role of the planning department in the Chapter exercises based on bar-charts.
larger firm. 5 Exercises 1 to 6. 54
Responsibilities of planning and production
control staff. 5
Case study- Planning organisation within
a large contracting firm. 5 Chapter 3. Case Studies relating to Line of
Balance Techniques 58
3.1 -Principles of line of balance-
Chapter 2. Case Studies relating to house foundations project. 62
Bar-charts 11
3.2 - Principles of labour assessment from
2.1 -Valuation forecast for factory line of balance diagram -
building based on the pre-tender refurbishment project. 69
programme. 12
3.3 - Line of balance chart for reinforced
2.2- Project cash flow forecast developed concrete access deck -
from cumulative value together with presentation of line of balance
the assessment of interest charges on diagram and assessment of labour
capital lock up - based on factory resources. 71
project. 17
Cash flow assessment by computer 3.4- Line of balance chart for housing
using a spreadsheet format. 19 finishes sequence. 76

2.3 - Budgetary control procedures for 3.5 - Preparation of valuation forecast

factory project. 23 based on line of balance chart. 79
Cost-value reconciliation and
application of variance analysis to Chapter exercises based on line of balance
aid contract control procedures. 30 questions. Exercises 1 to 3. 84

v
Chapter 4. Case Studies relating to bar-charts, precedence diagrams
Network Techniques 89 and networks. 157

4.1 - Network - bar-chart relationships. 5.2- Precedence diagram construction

Procedure when preparing and
analysing a network diagram.
4.2- Bases and column sequence-
relationship of network to time
scaled diagrams.
4.3 - Internal finishes to a house.
4.4 - Development of a ladder diagram
for a drainage project.
4.5- Station modernisation project.
sequences. A series of case study
90 material applied to a range of
practical construction sequences. In
each case the precedence diagram is
analysed and the results presented in
97 bar-chart format.
Piling and foundation sequence.
100 Steelwork and cladding sequence.
In-situ concrete floor beam
sequence.
105 Factory project sequence.
Reinforced concrete frame
110 sequence. 158

4.6- Sequence study network for precast 5.3- Precedence diagram for industrial
concrete retaining wall and process building. 171
associated drainage work. 112
5.4- Precedence diagram for factory
4.7 - Concrete tank sequence - project. 175
development of cost envelopes
based on earliest and latest starts. 116 5.5- Precedence diagram for garage
project. 178
4.8 - Ladder diagram for foundations
project - development of labour 5.6- Precedence diagram for earthworks
resource diagrams from bar-chart. 123 and bridge project. 182

4. 9 - Cost optimisation techniques - Chapter exercises based on precedence

principles and terminology. 129 diagrams. Exercises 1 to 3. 188

4.1 0--Cost optimisation case

studies - considerations to reduce
overall project period. Case studies
1 and 2. 132 Chapter 6. Project Planning by Computer 190

Chapter exercises based on network 6.1 - Project planning by computer. 190

analysis. Exercises 1 to 5. 143
6.2- Range of project planning packages
available 191
Chapter 5. Case Studies relating to
Precedence Diagrams 147 6.3 -Case Study: Presentation of a critical
path analysis package (CPA) 192
5.1 - Precedence relationships.
Diagrammatic relationship between Bibliography 216

vi
 Preface

Contract Planning Case Studies provides students in both Building and Civil Engineering with a range of
practical situations relating to pre-contract and contract planning procedures. The case studies enable the
reader to follow the planning situations relative to the preparation of valuation forecasts and cash flow
forecasting. Methods of construction in relation to resources and sequences of construction are considered
for the construction of a reinforced concrete retaining wall and multi-storey concrete frame. It is essential for
managers and planning staff to appreciate the relationships between resources and sequences of
construction.
All the case study material relates specifically to a range of contracts on which the author has been
directly involved during the past two years. The data was collected while undertaking the role of
engineer/surveyor working for the contractor. The case study material has been reduced in complexity to
enable it to be used in the text.
The contents are divided into six chapters, each highlighting a specific planning technique:

• the planning process, planning policy, the role of planning within construction firms
• development of bar-charts for contract budgets, sequence studies and short-term planning
• principles and application of line of balance techniques to a range of building and civil engineering
situations
• network analysis including time scaled networks, lead and lag relationships, time-cost optimisation
• precedence diagram relationships with bar-charts and network arrow diagrams; precedence start and
finish relationships in practical planning situations
• project planning by computer; a review of software packages available; the development of a software
training package

The case study material will prove of direct interest to building management personnel and students
undertaking HND and Building Degree courses. Students involved in the preparation of the Project
Evaluation and Design project of the Chartered Institute of Building will also find the planning case studies of
direct interest.

vii
 Acknowledgements

I wish to acknowledge the support and encouragement afforded by Professor I. H. Seeley in his role as
Series editor. His meticulous eye for detail can only enhance the quality of his fellow writers.
The work undertaken in editing the script into a readable textbook was ably carried out by Mr W. Perry.
I wish once again to thank my students atStockport College of Technology and Liverpool Polytechnic for
participating in the case studies. Lastly, I wish to acknowledge the building contractors who have allowed
me to participate in the organisation, planning and management of the contracts on which the case studies
are based.

viii
 List of Figures

Chapter 2
2.1 - Factory project plan and section 13
2.2 - Factory project pre-tender programme 14
2.3 -Contract budget- valuation forecast 15
2.4 -Cost-value graphical display 16
2.5 -Value-time, cost-time, income-time relationships 18
2.6 -Factory project- tabular analysis of project cash flow 19
2.7 -Saw tooth cash flow diagram 20
2.8 -Model spreadsheet format- project cash flow 21
2. 9 -Calculated data format- project cash flow 22
2.10- Valuation forecast based on {- j rule 24
2.11 -Valuation forecast based on conversion chart 25
2.12 - Principles of cost-value reconciliation procedures 26
2.13 -Cost-value reconciliation statement 27
2.14- Factory project value-time, cost-time relationships 28
2.15- Cost-value reconciliation- end of month 3 29
2.16- Canal project general arrangement 32
2.17- Plan of existing lock- showing proposed works 33
2.18- Sections through existing lock 34
2.19- Pre-tender programme- canal project 35
2.20- Method statement format 36
2. 21 - Method statement - sheet 1 37
2.22- Method statement- sheet 2 37
2.23- Method statement- sheet 3 38
2.24- Formwork proposals for retaining wall 41
2.25 - Retaining wall pouring sequence 42
2.26- Sequence study bar-chart 44
2.27- Elevation and plan of frame 46
2.28- Diagrammatic construction sequence 47
2.29- Diagrammatic construction sequence 48
2.30- Column construction sequence 50
2.31 -Bar-chart for column sequence 50
2.32 - Sequence study bar-chart 53
2.33- Method statement for basement project 55
2.34- Plan and elevation of reinforced concrete framed tower 56
2.35- Precedence diagram for construction sequence 57

Chapter 3
3.1 -Logic diagram for sequence 60
3. 2 - Line of balance diagram - non-parallel working 60
3.3 -Line of balance- ideal relationship 60
3.4 -Logic diagram for sequence 61
3.5 - Line of balance diagram- operations Band C commencing together 61

ix
3.6 -Line of balance diagram- operations B and C finishing together 61
3.7 -Logic diagrams 63
3.8 -Line of balance schedule- site strip and foundations 65
3.9 -Line of balance schedule- foundations project 67
3.10- Labour resources for refurbishment project 69
3.11 - Resource assessment from balance lines 69
3.12 - Histogram of labour- refurbishment project 70
3.13 - Labour assessment based on four gangs 70
3.14- Plan and section- reinforced concrete platform 72
3.15 - Line of balance schedule- reinforced concrete platform 72
3.16 - Labour resources - reinforced concrete platform 73
3.17- Revised line of balance schedule 75
3.18- Revised labour resources 75
3.19- Logic diagram - housing finishes sequence 76
3.20- Line of balance- calculation sheet 77
3.21 -Line of balance schedule- housing finishes sequence 78
3.22- Line of balance schedule- valuation stages 80
3.23 -Valuation forecast based on line of balance schedule 81
3.24- Valuation time curve- housing sequence 82
3.25- Line of balance- progress position, Day 60 83
3.26- Logic diagram- 10 houses 84
3.27- Manhours per operation for 10 houses 84
3.28- Line of balance diagram 86
3.29- Plan and section- residential flats 87
3.30- Logic diagram and manhour allocation 88

Chapter 4
4.1 - Network principles 91
4.2 - Network relationships 92
4.3 -Network diagrams 93
4.4 - Network ladder diagram 94
4.5 -Procedure when analysing a network diagram 95
4.6 - Bar-chart-network relationships 96
4.7 -Network diagram- base and column sequence 98
4.8 -Time scale bar-chart presentation 99
4. 9 - Time scale bar-chart- labour balanced 99
4.10- Network diagram - internal finishes 101
4.11 - Analysed network diagram - internal finishes 102
4.12 - Bar-chart presentation - internal finishes 103
4.13 - Time scaled bar-chart presentation - internal finishes 104
4.14 - Network diagram - ladder diagram for drainage work 106
4.15 - Network diagram - lead and lag relationship 107
4.16 - Bar-chart presentation - drainage ladder diagram 108
4.17 - Bar-chart presentation - lead and lag relationship 109
4.18- Network diagram- railway modernisation project 111
4.19 - Network diagram - retaining wall sequence 113
4.20- Network diagram- 4 week contract period 114
4.21 -Bar-chart presentation- 4 week contract period 115
4.22- Network diagram- pumphouse and tank project 117
4.23- Analysed network- pumphouse and tank project 118
4.24 - Earliest start bar-chart- pumphouse and tank project 119
4.25 - Latest start bar-chart- pumphouse and tank project 120
4.26- Cost envelope- valuation forecast 121
4.27- Cost envelope- labour cost forecast 122

X
4.28- Network ladder diagram- foundations project 124
4.29- Analysed network- foundation project 125
4.30- Bar-chart presentation -earliest start labour resources 126
4.31 -Time scaled bar-chart- balanced labour resources 127
4.32 - Labour resources histogram 128
4.33- Normal time-cost. Crash time-cost relationships 131
4.34- Normal time-normal cost network 133
4.35- Crash time-crash cost network 133
4.36- Tabular data- cost slope assessment 134
4.37- Network diagram showing rank order 135
4.38- Least cost assessment for 20 day duration 135
4.39- Tabular data- least cost assessment 136
4.40 - Project cost relationship 137
4.41 - Normal time-cost network 139
4.42- Crash time-cost network 139
4.43- Tabular data- cost slope assessment 140
4.44- Normal time-cost network analysed 140
4.45 - Crash time-cost network analysed 140
4.46- Least cost assessment at Day 70 141
4.47- Least cost assessment at Day 74 142
4.48 - Network diagram for finishes sequence 145
4.49 - Network diagram for building extension 145
4.50- Network diagram for time-cost optimisation project 146

Chapter 5
5.1 -Piling and foundation sequence 159
5.2 -Steelwork and cladding sequence 160
5.3 -Floor beam sequence with data entry 161
5.4 -Floor beam sequence analysed 162
5.5 -Bar-chart display floor beam sequence 163
5.6 -Factory project sequence with data entry 164
5.7 - Factory project sequence analysed 165
5.8 -Bar-chart display for factory project 166
5. 9 - Reinforced concrete frame with data entry 167
5.10 - Blank bar-chart for reinforced concrete frame 168
5.11 -Reinforced concrete frame analysed 169
5.12 - Bar-chart display for reinforced concrete frame 170
5. 13 - Industrial process building precedence diagram 172
5.14- Industrial process building analysed 173
5.15 - Bar-chart display industrial process building 174
5.16- Factory project precedence diagram 176
5.17- Bar-chart display factory project 177
5.18- Network diagram for garage project 179
5.19- Garage project precedence diagram 180
5.20- Bar-chart display garage project 181
5.21 -Earthworks and bridge project precedence diagram 183
5.22- Earthworks and bridge project analysed precedence diagram 185
5.23- Bar-chart display for earthworks and bridge project 187
5.24- Precedence network exercise 189

Chapter 6
6. 1 - Critical path analysis routines 194
6.2 -Network diagram foundations for housing project 195
6.3 - Data input sheet 196

xi
Screen Display 1 - Critical path analysis - main menu 198
Screen Display 2 - CPA- sub-menu option 1, key-in data 198
Screen Display 3 - Data input procedure 199
Screen Display 4 - Output summary of input data 200
Screen Display 5 -Sort routine menu options 201
Screen Display 6 - Standard report - critical activities first 203
Screen Display 7 - Standard report - earliest start order 204
Screen Display 8 - Standard report - latest start order 205
Screen Display 9 - Bar-chart display - critical path first 206
Screen Display 10 - Bar-chart display - earliest start order 207
Screen Display 11 - Bar-chart display- latest start order 208
Screen Display 12 - Labour resources - all labour at earliest start 209
Screen Display 13 - Labour resources - all labour at latest start 210
Screen Display 14 - Labour resources - single trade at earliest start 211
Screen Display 15 - Labour resources - single trade at latest start 212
Screen Display 16 - Labour cost at earliest start 213
Screen Display 17 - Labour cost at latest start 214

xii
 List of Abbreviations

Act. Activity Lab. Labourer

L.F. Latest Finish
BL Bricklayer L.S. Latest Start
Bwk Brickwork
Mh Man hour
M.H. Manhole
Carp. Carpenter
Min. Minimum
Clg Ceiling
Cone. Concrete
Nr Number
Cum. Cumulative
P.C. Precast Concrete
Descriptn Description Pr. Profit
DL Drain layer Pre. Predecessor
Our. Duration
Recone. Reconciled
Reinft Reinforcement
E. F. Earliest Finish Reduced Level
R.L.
E.S. Earliest Start Retaining wall
R.W.
Ex. Existing Rain water goods
R.w.g.
Exc. Excavated
Ext. External Steelwork
Stwk
Sue. Successor
Fndns Foundations Superst. Superstructure
Fr. Frame
Fwk Formwork Temp. Temporary

Grd Ground Val. Value

xiii
 Chapter 1
The Planning Process and the Role of the
Planning Department within a Large
Construction Firm
1.1 THE PLANNING PROCESS
The planning process has been developed around
the construction stages of pre-tender, pre-contract
and contract planning. This follows the sequence
involved in the planning of a contract from tender
to completion in order to aid contract control.
Control is defined as: to check, verify or regulate
- planning enables management to establish
realistic standards against which performance can
be matched during a contract. Planning proce-
dures enable overall control to be maintained by
careful monitoring of the contract position. Plann-
ing enables decisions taken at tender stage to be
monitored throughout the pre-contract and post-
contract period.
Within the construction industry, companies
both large and small follow a similar pre-tender
process during the production of an estimate and
its conversion into a tender. Similar tendering
decisions have to be considered by the principal of
a small building firm as those of an estimating
director in a larger company. The extent to which
procedures are formal and involve the production
of a plan depend upon the size of the company,
the nature and complexity of work undertaken and
the policy of the firm. Planning decisions at tender
stage revolve around the production of a realistic
contract period, often based on good luck rather
than good management. The assessment of the
contract period influences the monetary allow-
ances for preliminaries and plant, and hence
reflects in the competitiveness of the contractor's
bid. Likewise, consideration of methods of con-
struction has a similar effect on tender success.
Tenders based on a careful analysis of construction
methods relating to key operations have been
shown to improve the tender success rate. The
seventh edition of the Standard Method of Measure-
ment for Building Works and CESMM 2 place
considerable emphasis on the contractor to pro-
duce statements of construction method, both at
2
tender stage and during the contract. The pro-
gramme assessment on which the tender is based
forms the basis of the master contract programme.
The master programme lays down a broad outline
of the construction sequence, which will later be
developed into a series of short-term programmes
as further information becomes available to the
contractor. The planning policy laid down by the
board of directors establishes planning routines
aimed at providing control procedures. Contracts
managers, site managers and planners should be
encouraged to work as a team in order to achieve
the objectives of the company.
1.2 THE ROLE OF PLANNING WITHIN A
CONSTRUCTION ORGANISATION
RELATIVE TO COMPANY SIZE AND
NATURE OF WORK UNDERTAKEN
On contracts undertaken using the Standard Form
of Contract (1980 Edition) Clause 5.3.1.2, it is a
contract requirement that the contractor provides
a contract programme. The ICE Conditions of
Contract- Clause 14.1 and 14.3- relate to the
approval of a programme of works and the pro-
duction of information pertaining to methods of
construction. In certain cases the contract pre-
liminaries may specify the form of presentation -
for example, network analysis or bar-chart pro-
gramme. Small building contracting organisations,
employing up to twenty five staff and operatives,
usually base the overall contract period on ex-
perience. In such cases a simple bar-chart pro-
gramme format usually meets their requirements.
Jobbing work, house extensions and specialist
sub-contract work rarely involve the contractor in
using sophisticated planning techniques.
Medium-sized Contractors employing between
26 and 300 staff and operatives do not often have
an organisation structure which incorporates a
planning department. The planning function is
 usually undertaken by the contracts director or Planning - preparation of
contracts manager. Here again, the bar-chart form contract programme when
of presentation is widely adopted as it is readily applicable
understood at site management level and accept- Co-ordination of sub-
able to the client. Housing modernisation work, contractors and suppliers
industrial developments and one-off office type Principal/Owner Direct labour control
developments can readily be planned, again usin_g Preparation and submission of
bar-charts. The master contract programme 1s accounts
rarely completely redrafted unless major design Overall company control
decisions affect the construction sequence. The As expansion takes place,
monitoring of progress usually becomes the res- responsibility for various
ponsibility of the site construction manager. A facets of the organisation
good client/contractor relationship is often a more may be delegated for the
relevant factor than the contractor's ability to pro- surveying and estimating
duce fanciful programmes when the contract falls function
behind schedule. The company often considers
that the engagement of 'expert' planning staff
1.2.2 Case 8 - Planning function in a
rarely warrants the expense and simply creates
medium-sized firm
additional overheads which it cannot afford. Major
contracts up to a value of two to three million
The planning function will be the responsibility
pounds may be successfully undertaken and com-
of the construction director. It is assumed that
pleted without the need to utilise sophistica~ed
responsibility for each facet of the organisation is
planning techniques. Within the more progress1ve
under the control of a director. The company
medium-sized firms, where contracts of a more
turnover is between ten to twelve million pounds
complex nature are undertaken and a planning
per annum. The range of work undertaken in-
policy prevails, a more organised approach to
cludes factory developments, housing moderni~a­
planning may be evident.
tion schemes and housing association new budd
The responsibility for the planning function is
works. The company have a small works division
illustrated by using a range of company situations
and an active speculative housing section.
relative to small, medium and large contracting
One-half of the company turnover is obtained
firms. The cases are based on procedures com-
by competitive tendering. The balance is obtain_ed
monly adopted by construction firms in the North-
by negotiated contracts and from speculative
west of England. They may, however, not be
housing developments.
typical of the way in which other firms of a similar
The responsibility for the preparation of the
size organise their planning function.
master contract programme for each contract lies
with the contracts director and individual contracts
manager. No planning engineers are employed
1.2.1 Case A - Planning function in a
within the company and the direct responsibility
small firm
for short-term planning lies with the site construc-
tion managers. The company buying section is
All decisions within the company are made by the
responsible for the preparation of material call off
principal/owner. The type of work undertaken an?
schedules based on the requirements of the con-
rate of company expansion is directly under h1s
tract bar-chart. The site manager is responsible for
control. Control is achieved by a concentration of
liaising with the buying section and calling material
management effort on major contracts influenc!ng
and sub-contractors to site as required.
company profitability. As company expans1on
The structure of the organisation and responsi-
takes place, delegation of responsibility by the
bility for the planning aspects is outlined as shown:
principal is necessary in order that efficient control
may be maintained.
1.2.3. Case C- Planning function in a

I
Responsible for:
Obtaining work- developing
contacts with new clients
Preparation of estimates
large firm
No two large companies organise the planning
function in exactly the same way. This is due to

2
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the nature of work undertaken and the emphasis less complex projects may be planned using bar-
different companies place on the planning role. charts. It may be considered a foolish decision
The planning technique adopted by the company perhaps to enforce the use of network analysis
depends upon the type, size and complexity of techniques for all new projects undertaken. The
work undertaken. The company should adopt the senior management should ensure that site manage-
technique which best suits its planning needs. A ment personnel are kept informed of planning
contractor undertaking work involving speculative policy. Adequate provision should be made for
and local authority housing projects may adopt the in-service training courses to keep site manage-
line of balance techniques for use throughout the ment aware of planning developments. The intro-
company. Network planning techniques may be duction of computers as a planning aid speeds up
adopted for complex one-off type projects while the analysis process for networks and precedence

3
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I In the above case the planning department forms
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I tionship between the contracts and planning staff is
shown.
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4
diagrams. Bar-charts can be readily produced from
the networks which enable critical operations to be
highlighted. Computers make network techniques
a more viable planning proposition both as a head
office and site planning tool.
Within the large contracting organisations more
emphasis is placed on short-term planning pro-
cedures. The planning engineer should become
the 'right arm' of the site manager and the develop-
ment of teamwork between site and planning staff
should be encouraged. Site planners of today often
become the key site management of the future.
Refer to the case study relating to the organisation
of a planning department.
The senior contract planner, and contracts
manager, aided by the site manager, are respon-
sible for the preparation of the contract master
programme. The planning engineer provides a site
based planning service to the site manager on all
major contracts.
1.3 DUTIES OF THE PLANNING
ENGINEER
The site planning engineer's duties include:
1. Liaison with site manager regarding the prepa-
ration of stage programmes covering a four to
six week period.
2. Attendance at weekly site planning meetings to
liaise with trades foreman and sub-contractors'
representatives. Preparation of the weekly plan
of work.
3. Liaison with sub-contractors and suppliers to
ensure adequate resources are available to
meet the requirements of the short-term plan.
4. Progress recording - updating of master pro-
gramme and short-term programmes at weekly
intervals. Liaison with head office regarding the
progress situation.
5. Preparation of weekly progress report aided by
site manager.
6. Recording receipt of contract drawings - dis-
tribution of revised drawings and maintaining
drawing register on site.
7. Collection of planning output data on site
operations specifically requested by the senior
contract planner/contracts manager.
8. Preparation of method statements in liaison
with the site manager for future stages of work.
9. Attendance at monthly site meetings.
5
On site, the planner will be directly responsible
to the construction site manager; movement be-
tween contracts will be the direct responsibility of
the contracts manager in liaison with the senior
planning engineer.
1.4 ROLE OF THE PLANNING
DEPARTMENT IN A LARGE
CONSTRUCTION FIRM
Case study particulars
The following case study relates to the planning
procedures adopted within a large building
firm - employing over 1200 staff and operatives.
The case study will be developed under the
following headings:
Planning policy as laid down at director level
The planning function within the company
Organisation structure of the planning
department
Duties of planning personnel
Objectives of pre-tender planning
Objectives of contract planning
The case study has been based on planning
procedures adopted by a national building con-
tractor based in North-west England and has been
subject to my own interpretation of the planning
role within the construction firm.
From observations in the industry no two firms
control the planning function in exactly the same
way, therefore it is difficult to establish a model
planning procedure which would satisfy the require-
ments of all large companies.
1.4.1 Planning policy statement
It is important that the planning procedures to be
used within a company have the full backing of
senior management. Planning policy should be
laid down by the board of directors and may be
communicated to the staff by means of a policy
statement. This may take the following form:
POLICY STATEMENT
"The company policy for the planning function in
B and C Construction which has been laid down
by the Chairman and accepted by the board of
directors reads as follows:
1. To establish a strong and lively planning depart-
ment under the control of the planning director.
2. To provide a comprehensive tender programm-
ing service to each production director, the
production director being ultimately respon-
sible to the managing director for the final
tender programme.
3. To provide a comprehensive planning service
to the production director for contracts
awarded.
4. To produce progress reports at not greater than
fortnightly intervals with copies to all those
directly concerned with the contracts including
the production and surveying director.
5. Programmes and the adherence thereto are the
direct responsibility of the production director.
6. The production of monthly reports for con-
sideration by the board of directors is the joint
responsibility of the surveying and production
directors.
7. Accurate progress reporting is the direct res-
ponsibility of the planning director.
8. The system of planning to be used must be
appropriate to the form of construction. The
planning director is directly responsible for
planning development and the arranging of
training courses to keep planners and site
management informed of changes in planning
techniques and policy.
B.C.
September 1988 Chairman"
The planning function is, and must remain the
ultimate responsibility of contract management.
The purpose of the planning department is to
provide a planning, programming and monitoring
service to management both on site and within
head office.
Management must always be aware of the role
each service department plays and one should not
allow 'empire building' within individual depart-
ments to be encouraged.
1.4.2 Organisation of the planning
department
The planning department organisation structure is
indicated in Figure 1.1. The department is under
the control of the planning director who has the
authority, after consultation with the production
director involved, to move planning staff to con-
tracts to which they are allocated. On site, the
planner is directly responsible to the site construc-
tion manager. The planning department provides
two separate but related functions headed by the
6
chief contract planner and the chief tender
planner.
The duties of these two functions include:
Chief contract planner
1. To meet the needs of the company's contract
planning requirements at head office and on
contract sites, including short-term planning
and liaison with site management
2. Receiving and co-ordinating all progress re-
ports.
3. Preparation and maintenance of all records.
Chief tender planner
1. Preparation of all tenders including the
establishing of tender documents and the pre-
paration of tender programmes.
2. Liaison with the estimating team in the prepara-
tion of the tender plan.
3. Liaison with senior management in the prepara-
tion of tenders. To seek advice from contracts
management as and when required.
Senior planners
These will be affiliated to a construction unit as far
as is practicable. In certain instances this may be a
major contract site. The senior planner will be
responsible for liaison with the site manager and
supervising the planning staff allocated to that
project. His responsibility will be to advise on
techniques, methods of planning and the presenta-
tion of planning data.
Assistant site planners
These, in the main, will be management trainees
having some qualifications in building, or currently
studying for them. Their experience and
background will be varied and many will be
undertaking work in the planning department as
part of their management training programme.
Additionally some will be management trainees
receiving planning experience for a period of up to
three years.
1.4.3. Pre-tender planning procedures
The objective is to provide for the managing
director, after discussion with the tendering team,
as accurate an assessment as possible of the time
 PLANNti<JG O~PA~T!Vt£NT ST~IJCTU/t.£

( L Alt.Gi F t~M)

PLANI>IIN G
l>tlt..ECTOL

C.HIEF CHIEF
T£Hl>~ll.. PLANH£1t.. (t) CONTC.AC.T PLANNE'Jt. (•)

A SStSTANT (:z.) SEto.ltO~ (~)

PLAI>IHCX.S PLA~>~~>~n

r~---------JA~------------~,
08.TECTIVE- "T"O />ll.OVIOE
ASStSTAAIT ~)
PL.AHNIHG AAVIC£ AT SITE PLANNIAIG
"TFto.lbCit.. STAGE A .S Pllll.T EN&ti>I..._S
OF Plt.l.- 7£Nl>CJIL PLAHHtfoiG

o&JEcTt'IIE- To PltoVtDE A
PLAHNifoiG SEit.'IIICE. AT SIT£
MAAIAGEMEHT LE.VCL. PLANNING
AND PltOGI£ESS COAintOL
Figure 1.1
and resources required relative to the contractual Control of tendering procedures
risk and conditions of contract.
The control at tendering stage is achieved by three
formal meetings:
1.4.4 Involvement with pre-tender activities
1. Preliminary method meeting.
2. Final method meeting.
Tender planning will normally be undertaken by a 3. Tender meeting.
senior planner; if possible the planner will be one
affiliated to the construction team selected to carry The chief tender planner will attend all the above
out the project. The planner's first responsibility is meetings. Once the final tender meeting has final-
to initiate and promote the necessary liaison with ised the content of the company's offer, no depar-
the estimator and contracts manager. Details of ture from this may be made without reconvening a
all decisions made during discussions must be further tender meeting. Standard forms used in the
recorded. pre-tender planning process include:
The planner is responsible for the preparation of
the tender programme and the associated method Planning calculation sheet
statements and presenting the data in a standard Tender planning report
form to the tender meetings. The pre-tender report Typical pre-tender programme
is designed to ensure that no aspect of the tender Sub-contractor's requirement questionnaire
planning is omitted. Method statement proforma

7
1.4.5 Contract procedures Programme decision Responsibility Agree
stage for
The main objective is to assist the contract manage- preparation
ment team by providing a contract planning ser- 1. Improve or accept
vice. Initially this would involve supplying all tender programme and SM P CM
relevant data and details of the contractual com- method
mitments and the preparation of an agreed con- 2. Advise on any variations CM
tract programme - for example, contract master in information
programme. This may be followed by a monitoring 3. Prepare draft contract
and progressing service and the preparation of programme including
periodic short-term programmes and other such sub-contractor's
activities, highlighting
planning services that may be required by contract
critical items of work
management. and examining the most
economic means of
reducing critical time p SM CM
1.4.6 Responsibility for preparation of the 4. Prepare schedule of
contract master programme temporary works SM ENG C. ENG
5. Prepare site layout plan SM p CM
The determining of the contract master programme 6. Prepare final contract
is the responsibility of the contracts manager programme, highlighting
contract start and finish
for agreement with the production director. The
dates, date of
site manager's commitment to the programme is waterproofing building
obtained by discussion between the contracts and holiday periods p SM CM
manager and site manager. 7. Define latest dates for
The planner allocated to the contract will liaise receipt of contract
with the contracts manager and site manager in information regarding
order to improve, expand or accept the tender design data and
material and prepare the contract programme and nominations p SM CM
other related documents as the basis of the com- 8. Define latest dates for
pany's commitment. Tender programmes are not delivery of key materials
and plant p SM CM
to be altered to serve as the contract master
9. Prepare resource
programme; the latter must be redrawn based on
schedules for labour,
the current information available and a re- plant, scaffolding and
assessment of the contract requirements. site staffing p SM CM
The detailed responsibility for the contents of the
build up of the master programme are summarised Liaison between planner, site manager and contracts
in tabular form in Figure 1.2. This indicates the manager during preparation of contract master pro-
close liaison necessary between the planner and gramme of the initial information assessment.
the site management team.
Abbreviations: SM -Site Manager
CM - Contracts Manager
1.4.7 Schedules of information P -Planner
ENG - Engineer
requirements C.Eng- Chief Engineer
At the beginning of a contract, a schedule of Figure 1.2
information required must be forwarded to the
architect and the planner is responsible for the
preparation. In determining the dates for the receipt of informa-
Separate schedules are to be prepared covering: tion, account must be taken of the time required
for processing design information. Ideally the sche-
1. Architectural information. dules should be based on information obtained
2. Structural details. from the architect of all drawings and information
3. Services requirements. he intends to issue to cover the contract. The
4. Details of prime cost sums and nominations. schedule of information relating to key dates

8
should be requested from the architect before the
contract programme is finalised.
The provisional contract programme should be
issued to the architect for approval in order that
key dates may be agreed prior to the issue of the
final contract programme.
Information schedules should be prepared to
cover information relating to:
1. Drawings - dates for the release of data rele-
vant to setting out, boundary information, con-
struction detail. This may also include for such
items as services layout drawings and details of
service pockets.
2. Schedules of manholes, doors, windows, iron-
mongery, colours and furnishings.
3. Nominations, including estimated dates by
which site work must start and the duration
periods allowed in the programme.
4. Dates by which the instructions for expending
provisional sums must be given.
The information schedules must be updated
monthly by the contracts manager and close liai-
son with the architect maintained. The architect
should be fully aware of the consequences of not
releasing key information on time and its resulting
effect on the contractor's attitude to the pursuit of
contractual claims.
The contract programme should allow for con-
tingencies, such as adverse weather conditions,
and additional time should be built into the
programme operations. Once the contract pro-
gramme is issued to the architect, it is not to be
revised unless changes occur which have a major
effect on the programme.
The contract master programme must be issued
to the architect in draft form within the pre-
contract planning period. The final agreed master
programme should be issued to all parties within
the first two weeks of the contract period. Redraft-
ing of the programme can only be undertaken
after consultation with the contracts manager and
production director.
1.4.8 Stage programming procedures
The objective of short-term planning or stage
programming is to assist the contract management
team. This involves expanding the contract pro-
gramme in order to complete the works in a
shorter overall contract period than originally
envisaged.
9
1.4. 9 Responsibility of planning staff for
short-term planning
(1) Short-term programmes are to be prepared by
the planner to cover periods of 8 weeks. The
programme is to be reviewed every 6th week
and the programme for the next 8 week period
prepared. The procedures continue in 6 week
cycles until contract completion. Programme
reviews are to take account of the progress
actually achieved, the effect of the latest infor-
mation and any acceleration or other require-
ment dictated by the contracts manager and
site manager.
(2) Short-term programmes are to be sufficiently
detailed to permit economic construction and
should indicate labour, plant and sub-contract
resources required.
(3) Standard programme sheets are to be used and
the programme must be cross-referenced to
the contract master programme.
1.4.1 0 Weekly programming procedures
The planner is responsible for assisting the site
manager in the preparation of weekly planning
routines. The purpose of detailed weekly planning
is to:
(1) Identify and expand as necessary all activities
for the week under review in the current short-
term programme.
(2) Identify critical items for every trade.
(3) Ensure that sufficient labour, plant and materials
are available to meet the weekly programme.
(4) Communicate the short-term objectives to
those concerned on site.
1.4.11 Progress recording
It is essential that actual contract progress is accu-
rately assessed by the planner and the results
recorded on the master programme and short-term
programmes.
The master contract programme must be pro-
gress-recorded each week and a copy lodged with
the contracts manager on the Monday afternoon
following each weekend.
Progress reports are to be prepared by the
planner as follows:
1 . Progress reports for contract management to be
prepared monthly to co-incide with site meet-
ings. This must reflect the planner's own assess-
ment of progress after discussion with the site
construction manager.
2. Progress report to be submitted to the directors
at two monthly intervals. This will normally be
in the form of a summarised and edited version
of the monthly report.
10
3. Short-term progress reports are to be submitted
every two weeks for consideration by the site
construction manager.
The procedures outlined in the case study may not
be representative of planning procedures under-
taken in other large companies. They may however
be used as a guide to establishing more formal
planning procedures in both medium and large
sized contracting organisations.
 Chapter 2
Case Studies relating to Bar-charts

2.1 - Factory Project 2.4- Canal Project

Valuation forecast based on pre-tender pro- Pre-tender programme and method state-
gramme ment for excavation and retaining wall ope-
rations

2.2 - Factory Project 2.5 - Canal Lock: in-situ Concrete Retaining

Project cash flow forecast developed from
valuation assessment
Assessment of capital lock up and interest
charges applicable
Cash flow assessment using computer
spreadsheet format
2.3 - Factory Project
Budgetary control procedures
Cost-value reconciliation based on valua-
tions 1 to 3. Assessmentofcontractvariances
Wall
Sequence study for construction of in-situ
concrete retaining wall
2.6 - Multi-storey Reinforced Concrete Frame
Assessment of sequence of construction:
factors affecting rate of construction
Short-term programme for four week period
Chapter exercises based on bar-chart presentations
Exercise 1 to 6 - including progress recording
and cash flow exercises.

11
Bar-chart Programme Case Study 2.1
Factory Project Project Valuation Forecast

DESCRIPTION OF PROJECT down into the programmed operations. A separate

operation has been included to aid the allocation
of the preliminaries section of the bill. Data relating
The project consists of an extension to an existing to the contract budget is presented in Figure 2.3.
factory building including the construction of The budget value has been allocated to each of the
a car-park and adjacent roadway. Figure 2.1 bar lines on a linear relationship. The weekly and
indicates a plan of the proposed development. The cumulative forecast value is presented along the
overall extension is to be 80 metres by 9 metres bottom of the bar-chart and the valuation dates
wide.
have been highlighted to form the cumulative
Because of the presence of filled ground, the
valuation forecast.
foundation is to be piled and the ground floor slab
An extract of the valuation forecast is sum-
supported on a series of ground beams and pile
marised.
caps.
Week Cumulative value Valuation
forecast number
CONTRACT INFORMATION
Contract value £150,000. Contract period 16 1 11,000
weeks. Figure 2.2 indicates a draft of the pre- 2 17,000
tender programme for the contract. With reference 3 25,000
to the programme, the following planning and 4 33,000 Val. Nr 1
management tasks are to be assessed: 5 36,000
6 39,000
1 . Preparation of a valuation forecast and analysis 7 42,000
of the project cash flow requirements. This will 8 63,000 Val. Nr 2
be developed from the pre-tender programme 9 77,000
and a breakdown of the estimate allocated to 10 93,000
the programmed operations. 11 107,000
2. Assessment of the interest on the capital lock 12 121,000 Val. Nr 3
up, that is, the cash tied up in financing the
13 133,000
contract
14 140,000
3. Analysis of the variances in cost and value at
15 145,000
the end of each month. This will involve match-
16 150,000 Val. Nr 4
ing the actual value released with the forecast
value and cumulative cost. 17
18

PREPARATION OF THE CONTRACT

BUDGETNALUATION FORECAST
The programme indicated in Figure 2.2 has been
extended to form the basis of the valuation fore-
cast. The operational values have been abstracted
from an analysis of the bill of quantities broken
Figure 2.4 indicates the value-time relationship for
the contract valuation forecast.
During the contract's progress, the actual value
released and the actual cost expended may be
plotted in order to aid control during the project.
Analysis of the variances at each month end may
also be prepared.

12
Bar-chart Programme Case Study 2.1
Factory Project Project Valuation Forecast

Bo ...

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Figure 2.1 Factory project plan and section

13
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Figure 2.2 Factory project pre-tender programme
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Figure 2.3 Contract budget- valuation forecast t"l
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-
Bar-chart Programme Case Study 2.1
Factory Project Project Valuation Forecast

ISO

VALU£- T/11£
IAI-o R.'U.TIONSHI

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Figure 2.4 Cost-value graphical display

16
Bar-chart Programme Case Study 2.2
Factory Project Project Cash Flow

ANALYSIS OF THE PROJECT CASH FLOW come being paid to the contractor 4 weeks after
REQUIREMENTS TO BE PROVIDED BY the valuation submission date.
THE CONTRACTOR The value, cost and income are represented
graphically in Figure 2.5. The graphical presenta-
tion clearly shows the relationship between valua-
In order to prepare a forecast of the cash flow
tion forecast, cost and income. By moving the cost
requirements, the following information is required
commitment forward 4 weeks in order to create a
from the contract documentation- and analysis of
payment delay, the effect on the cash flow is
the tender:
clearly demonstrated.
The cash finding to be provided by the con-
1. Contract value - £150,000 tractor may be read directly from the graphical
2. Contract period - 16 weeks presentation or presented in a tabular form of
3. Payment interval -Monthly analysis as Figure 2.6.
4. Retention applicable - 3% Summary of project cash flow requirements:
5. Profit included in the estimate- 15%
6. Delay in meeting the cost: Month Net cash flow Cross cash flow
average payment delay - 4 weeks
7. Interest payable in financing 1 - 14,350 - 14,350
the contract - 20% 2 + 3,310 -28,700
3 + 6,310 - 22,790
The cash flow requirement is the difference at 4 + 12,170 - 44,090
any point in time between the MONEY IN (monies 5 + 17,350 - 13,030
received from valuations) and the MONEY OUT
(the expenditure or cost).
The assessment of the cash flow will be devel-
oped from first principles based on graphical ASSESSMENT OF THE INTEREST CHARGE
presentation of the value-time, cost-time and ON CAPITAL LOCK UP
income-time relationships. The cash flow will also
be developed by computer using spreadsheet
techniques based on the APPLE II microcomputer The cash flow diagram for the project is shown in
and VISICALC. Figure 2.7. In order to calculate the interest on the
The cumulative monthly valuation forecast on capital locked up in financing the project it will be
which the cash flow is to be based is summarised necessary to assess the average monetary sum tied
as follows: up each month. This may be calculated from the
cash flow diagram as the area below the zero base
line. By considering the monetary requirements at
Valuation Cumulative Cumulative Cumulative the beginning and end of each month the average
value cost income may be assessed. In months 1 and 2 the contract
requires full funding while in months 3, 4 and 5
1 33,000 28,700
funding is only required for part of the month. By
2 63,000 54,800 32,010
observation of the cash flow diagram this may be
3 121,000 105,200 61,110
assessed as a 3 week period in months 3 and 4 and
4 150,000 130,400 117,370
a 2 week period in month 5.
5 147,750

The cumulative cost is calculated from: INTEREST ON CAPITAL LOCK UP

100
CALCULATION
Cumulative value x -----
100 + profit
Calculation of the interest on the capital locked up
The cumulative income is derived from the in financing the contract may be undertaken by an
cumulative value minus the retention- the in- assessment of the average monetary sum to be

17
Bar-chart Programme Case Study 2.2
Factory Project Project Cash Flow

RETEI>ITION 3°/o
PR.OFIT 15%
PIIY MEI>IT P£~100 - 4 WEfilt::s
O£LAY IN MEETII>IG - 4 WfiEI<S
COST COMMtTM/iN T

ISO V ISO ooo

1'1-7 150

140

130 c. IJo,.o"/< C 130, lf.OO

12.0 I
I
,
I
I 117 ,570
I
110 I
I ,
I
~
100 I

I'
I
I
VAL.UI£ • TI""E

"'::J
.J
qo A.ELATIO,.,SH IP.
I
I
COST-
TIM I£ 4 f,.J££1<. 0£1.AY
'(
I I
IN M££111/G

I
)
8o I
COST

,.. I
I

I
I
u I
'< "'70 I
,..ct I
I
2 v I I c; 1110
0 Go I
u I

so
* ,
4o
I
I INCoME- TIME
II>JC.OME i=«OM VA LUIITION!O
32010
~0
c

2.o

VALUE- TIM£ 1 COST· TIM£

IO
lt.ICOM£- Tl~£

R.ELATION.SHIP

8 12. ,.
CONTA.ACT OUR..ATI0"-1

Figure 2.5 Value-time, cost-time, income--time relationships

18
Bar-chart Programme Case Study 2.2
Factory Project Project Cash Flow

provided each month. This has been abstracted TOTAL INTEREST CHARGE
from Figure 2.7 as follows: £877.48
ON CAPITAL LOCK UP

Average monetary sum Lock up period

Month 1 £ 7 175 4 weeks
PRESENTATION OF CASH FLOW
Month 2 £21 525 4 weeks
ANALYSIS BY COMPUTER
Month 3 £11 395 3 weeks
Month 4 £22 045 3 weeks The cumulative valuation forecast at the end of
Month 5 £ 6 515 2 weeks each month has been analysed by computer using
a spreadsheet format. This is based on the VISI-
Interest calculation- interest rate 20%: CALC spreadsheet and Figure 2.8 indicates the
model display showing all headings. The analysis is
Month Interest incurred (£) shown in Figure 2. 9. Each stage of the calculation
is shown on the display including the net and gross
4 110.38
£ 7 175 X 20% X - = cash flow requirements in columns G and I.
52
4 331.15
2 £21 525 X 20% X - =
52
SUMMARY OF THE ANALYSIS
3 131.48
3 £11 395 X 20% X - =
52
The maximum cash facility to be provided by the
3 254.36 contractor in order to finance the contract is
4 £22 045 X 20% X - =
52 £44,090 and is to be provided at the end of month
four.
2 50.11 The interest on the capital lock up has been
5 £ 6 515 X 20% X - =
52 assessed at £877.48.

Tabular analysis of the project cash flow

Month 1 2 3 4 5
Valuation forecast 33,000 63,000 121,000 150,000
Cumulative cost 28,700 54,800 105,200 130,400
Cumulative income 000 32,010 61,110 117,370 147,750
Delay in meeting cost/4 weeks 14,350 28,700 54,800 105,200 130,400
Min. cash requirements -14,350 + 3,310 + 6,310 + 12,170 + 17,350
Monthly value received 0000 +32,010 29,100 56,260 30,380
Max. cash requirements -14,350 -28,700 - 22,790 - 44,090 - 13,030

Minimum cash requirement is termed the Net Cash Flow, maximum cash requirement is termed the Gross Cash Flow and the
contractor will require loan facilities to take account of the above sums during the contract.

Figure 2.6 Factory project- tabular analysis of project cash flow

19
 ~
"'" = ~
l"l ...
0- I
l"l
... :r
'< ~
~ ::l
S!.......~
MO>.I"TH 3 4 s ~ <i
Factory Project

...
~
-1'+3SO - t'+.3So +3310 -Z.2.7ool+ G310
3o
- 3
3
CASH I'll
Bar-chart Programme

k 3o WW<S ~ :( 3 Wt!EI<S "> !< wn:y

SURPI.IJS 2.o,
I I I I +t.:to-ro• J. -1-17350
I I I
/0 I
I 1 +1aa1o I
1{.33/0 I
ZEA.O -i\' :
.!A.S£
10

.2.o
CASH

SHOit.TFAU.3 0

+o
N
a 50

C.ASH FL.OW 0/A GR.A M

FUNDING R.EG.UIR.£0

MONTH STAR.T OF MONTH £Nil OF- MONTH AVERAGE FUNDING PERIOD

0 II+ 3 SO 717S 4 WEEI<S

~ 1¥350 2.8700 '2.1S2.S 4 Wa~I<S

3 0 :LZ. 7 9 0 113CfS 3 Wr&EJ<..S

+ 0 lfi#O'lO :Z.2.04S 3 WE£1<S

s 0 13 03 0 t; Sl S 2. WEEI<:S
~
...
S!.
I'll
l"l

Figure 2.7 Saw tooth cash flow diagram

-
Case Study 2.2
Project Cash Flow

~
Bar-chart Programme Case Study 2.2
Factory Project Project Cash Flow

PROJECT CASH FLOW

A B c D E F G H

1
2CONTRACT PROFIT
3
4DURATION <MONTHS) RETENTION
5
6
7MONTH DATE CUM VALUE CUM CUM DELAY lN NET CASH MONTHLY GROSS
8 COST INCOME COST 1M REQUIRED INCOME CASH
9
10---------------------------------------------------- ---------------------------
lll 0 0 0 0
12 2 0 0 0 0
13 3 0 0 0 0
14 4 0 0 0 0
15 5 0 0 0 0
16 6 0 0 0 0
17 '( 0 0 0 0
18 8 0 0 0 0
19 9 0 0 0 0
20 10 0 0 0 0
21 11 0 0 0 C)
22 12 () 0 0 0
23---------------------------------------------------- ---------------------------
24
25

SPREADSHEET IKJDiiL

Figure 2.8 Model spreadsheet format - project cash flow

21
Bar-chart Programme Case Study 2.2
Factory Project Project Cash Flow

PROJECT CASH FLOW

A B c: D E F G H

1
2CONTRACT FACTORY PROFIT 15%
3
4DURATION CMONTHS) FOUR RETENTION 3%
5
6
?MONTH DATE CUM VALUE CUM CUM DELAY IN NET CASH MONTHLY GROSS
8 COST INCOME COST 1M REQUIRED INCOME CASH
9
10---------------------------------------------------- ---------------------------
11 l 29/1187 33000 28696 14346 -14345 -14345
12 2 2!5/ 2 I 87 63000 54763 32010 28696 3314 32010 -28690
13 3 28/3/87 121000 106317 61110 54363 6321 29100 -22424
14 4 30/4/87 150000 1:30435 1170~'0 105217 12153 56260 -44793
15 5 0 145500 13005 1506~ -28130 -13065
16 6 0 0 0 0
17 1/ 0 0 () 0
18 8 l) (j 0 0
1') 9 0 0 0 I)
20 10 0 0 0 0
21 l l 0 0 () ()
.:.....:. 12 0 0
.-),j
I) ()
23------
24

CALCULATED DATA

Figure 2.9 Calculated data format- project cash flow

22
Bar-chart Programme
Factory Project
BUDGETARY AND CONTROL
PROCEDURES CONSIDERED FOR A
PROJECT
The assessment of the valuation forecast at the
pre-contract planning stage of a ~ontract may be
presented in a variety of forms. Th1s may be based
on:
1. An empirical form of S-curve based on compa-
ny performance on similar types of pro-
jects - or a rule of thumb technique such as
the ~ - ~ relationship.
These allow a cumulative valuation forecast
to be prepared upon which cash flow calc~la­
tions may be made - although bemg
somewhat approximate; they are indeed better
than no forecast at all.
Figure 2.10 illustrates the form of analysis for
a £100,000 contract based on a 9 month
contract period.
2. Other forms of S-curve geometry may be based
on the 0 Gee curve or may be derived from
approximations based on the conversion chart
shown in Figure 2.11.
Such techniques however are approximation
methods and more realistic valuation forecasts
may be derived from monetary bar-chart tech-
niques.
3. Valuation forecast based on monetary alloca-
tion to a bar-chart (as outlined for the factory
project case study).
COST-VALUE RECONCILIATION
PROCEDURES AS AN AID TO
MANAGEMENT CONTROL
The practice of preparing cost-value comparisons
as an aid to control are widely used by construc-
tion firms during the progress of a contract.
23
Case Study 2.3
Budgetary Control
Control is defined as the power of directing;
means of restrai~t; check; standard of comparison
for checking inferences deduced from experiment.
In this respect the contractor uses cost-~alue re-
conciliation as a standard of companson for
checking actual performance against the forecast
profit included in the tender.
The purpose of cost-value comparisons during
the contract are to highlight variances at monthly
time intervals between forecast and actual profits
released. Analysis of the results enables the con-
tractor to investigate and implement action before
the situation becomes out of hand and losses
become irrecoverable.
The basic principle of cost-value reconciliation
procedures are indicated in Figure 2.12 and a form
of presenting the cost-value comparison is shown
in Figure 2.13. Results of the analysis may be
presented in monetary tabular form or profitability
trends plotted graphically. Analysis of the monthly
and cumulative performance as close to the valua-
tion data as possible should prompt the senior
management personnel into immediate action -
especially if loss situations arise.
It is better to analyse approximate cost-value
figures within 7-10 days of the valuation date to
within an accuracy of ±5%- than to delay the
analysis some 4 to 6 weeks simply waiting for
100% accurate data.
The initial cumulative valuation forecast becomes
the budget against which actual valuation releases
are matched. In order that a realistic comparison
may be made, both the initial valuation forecast
and the actual valuation assessment must be real-
istic. Where this is not the case, very little emphasis
can be placed on management analysis.
Control is exercised by prompt investigation into
reasons for any variations or deviations from the
budget or plan. Figure 2.14 indicates the valuation
forecast for the factory project. The reconciled
value released and actual cost for months 1 to 3
have been presented graphically and are analysed
at the end of each monthly period. Figure 2.15
illustrates the % profit analysis for the cumulative
profit and monthly profit release for this period.
 '- U 1\11 U L.A T I 'II E. VA L.U E FO~ECA.ST

IVIO,..,TI-I C.U/111. VAI.U£

I MONTI-I CUM. VALUE I
2.000 5 sqooo

'7"
2 10 0 0 0 75ooo
3 2Soo o qoooo
4 1#-2.000 8 <tBooo
q /00 ooo
100 ~00.!..!!0-
- - ---- -- -

~s~ - - - - - - - -

..... ·I

....
2.0

10

OUit.ATION

EMPIRICAL S CURV£
Figure 2.10 Valuation forecast based on { - ~ rule

24
 "T'' =
~ ~
0- I
t"l
... ::r
-< Dl
.,... .,;:::.
.52.
0
~ a
QQ
VALU£ FORECAST 5ASEO ON Dl
CO .... VER.SrON CHAR.T
- 3
3
tD
2o
THE APPitOXIMATION GIVES A H IGHE"'R.
3o- C.UMULATIVI: VALUE IN THE E"AitLY
STAG£ oF A PA.Ql£GT TliE GII.APH
4-o-
ASSIMILATES A ST«.AIC:OHT LINE

"'::> so
..I C.OWTitACT 1/A LUE .f 100 ooo
< Go_,
> Dl.lflATION !:) "-10..,-HS
1o
~
0
8o
qo
N
v,
roo

OUitATION

R.'EADIN G..s;;. Fito114 C.oW'It"R.SION CHAR.T

MOo.aTH 0 /o COMPLETF. 0
VALUE MoloiTH /o COMPLETf: VAUJE ~
r:z.
J
·~000 ~ ~8 t:;;Booo
2. .14 .:lAooo 7 ao Boooo
3 34 ~4ooo 8 91 .91 OoO
4 41iP 4loooo 9 IOO roo ooo
5 58 5Sooo

cQ..
=n
Figure 2.11 Valuation forecast based on conversion chart a,§ Dl
Dl "'tD
-< Vl
c
n Q..
0
-... -
:I -<
... N
2.. 1..1
-
Bar-chart Programme Case Study 2.3
Factory Project Budgetary Control
COST-VALU£ R.£CONCILIATION

ASSESS MOtoiTHL"f VALli£ INPUT ASS£$$ CoST AT

AOJU.ST FOil.:- bAT£ OF VALUATION
UI>ID£~ OIL 0'1/ifl. &f>ISU/t./1 FULL
VALUATION COjMA4IT .... NT TO
~EMiA.SUUD Ajcs S U8-CONT.cAC.TO /t..S
bAY WOI.Jc.$ 1\ ND SU,.,.&.I&It.S

fiiiC. ..LU£D CO.STS IS /NCLUOii't)

VALUE COST

/UCONCIL£0 CUMULATIV£
CUMU LAT/11~ COST ANb
Af>/0 MONTHLY MONTHLY COST
VA .LUI

ANALYSIS

CU114UV.T1'1£ 1"/tOFIT
MoNTHLY PllOFIT
'Yo AHIIL'ISI.S

COMMIUS'... 0, A
AIID I'&.AII.,D lrlo#IT

AHALVSIS Of VA&IA,C£
IN VI ST I.ATI 11.110
DIT£/lllfiOIIE AC.TIO,.,

OUTPUT

Figure 2.12 Principles of cost-value reconciliation procedures

26
Bar-chart Programme Case Study 2.3
Factory Project Budgetary Control

c CST jvALU£ R. ECOI-JCIL/ATI ON

CONTA.ACT CON 7R.ACT VALUE

OAT£ ~U.R.ATtOI-J

VALUATION NR..

MONTHLY
bAT£ VAL. VALUE IUCotJCU.EIJ CUM. CVM •/o
Wll. CER.11FIED VALUE COST Ftl.ol'11 P/loFIT VAWE CDsT PlloFfT o/o

PR.oFIT /o
0 MONTH
II 21 31 41 S_l G_l '7_1

~ : : : I : :
+N ----'--·-'·---:-- ·- -~!C~T-~~~~-·lL·-··-
: I
0

-14&

Figure 2.13 Cost-value reconciliation statement

27
Bar-chart Programme Case Study 2.3
Factory Project Budgetary Control

VALUATION CU~- VALVE Fjc R.•e. VlrLU~ CUfo4UL.ATIIIE COST.

/.33000 J.2.7SOO /2..6000

I
2. J G:3000 ,J 52.000 ,/.47ooo
3 J/2.1 000 /101000 Jq~ooo

I 'SO

VALUATioN/TIM£
l'lo
FOIC.I£CAST

130

I:Z.O

VALUE VAll-lANCE

r-
110
TIME VAll-lANCE ro7.ooo

/00 COST VA/l./ANC£

/ 1_c
I
'ICOoo
Ill
..,:;, ~0 I I

(,~
~
)
So P..E C.OI>ICI LE'D VALUE
1- CUMULATIVIE coST
u P..t; LEAS El)
I
< I
Ill 70
1- 1 I

//
1

);/
0
\J c;o
v C:03000

I
I S20oo
5o
,/4" c 47000
,
1/
/

~0

30 v.~~-/
/
2.7SOO

,,
%.GIOOO
2.0 VALU £-TIM£

~/ COST- TIM£
IO

I'
.,
, I'

COST- VALU£ RE CON C I LIAT I 0"-l

8 /2. 1(0

bUR..AT/OkJ ( r.JU~<s)

Figure 2.14 Factory project value-time, cost-time relationships

28
 C O.ST VALUE ~£CONCILIATION

C.oNTR.ACT- FACTOR."/ UNIT c.oNTR.ACT VALUE JISO ooo

O.A T£ .30 MA~cH S t.a OIJ/l.ATtOt>J - 4 Mor.JTI-1 S

VALUATIO..., NR. - 3

Mo,.,THL"I
OAT~ VAL. VALUE A,ECDNCIL£1. CuM. C.UM. O/o
N/2. C!Eit'nFIED VALUE CoST PltOfiT PlloFtT VALUE COST PlloFn •/o
J J /. I J I i
.l.W 3A.. NAI 2..8200 27500 2~000 ISOO 5·77 2.7Soo 2'ooo 1500 5·1 7
2~ FE& N,c..2. 54200 S2000 47ooo Sooo 10·64 2.¥$00 21ooo 3Soo 16·& 6

30-'fM. NA.. a 108700 to7 ooo Cl~ooo IJooo 11·11-S 55ooo 4'9000 ~ 12·2

MOAJTH
1 I .:Z.6 F~a. :~1 ao Mlftt.. 3 I '+I
I
~' I
.a.o 1 I FOR.E.CAsr
I ~-.- I : Mllltt;ll</ IS%
IS ------' - - -....&-- o:-_..._~_l---- -1----- I
I ""'•""' -'" • 'Z"-
10-~1
..... •
I....
"r
I I
5- 1 I :
I I I

15·77 I 10· ~ : ll·'+S Cvllf. Pll.oFtT

I I
- I.UL 15-77 1/&·4:' 1 /2·24- I MOI<ITHL"'/ PROFIT
1 1 I
I I I

Figure 2.15 Cost-value reconciliation- end of month 3

29
Bar-chart
Budgetary Programme
BudgetaryControl
Control Case Study 2.3
Factory Project Budgetary Control

COST-VALUE RECONCILIATION £11,000 below forecast and the contract is still one
ANALYSIS week behind programme.
Progress and profit released to end of month 2
Month 1 must be maintained throughout the forthcoming
Cumulative position Comment monthly period.
£
Budget forecast 33,000 Contract's progress 1 week
Actual cum. value 27,500 behind programme based on Month 3
Variance (total) -5,500 site progress reports. Delay
due to late start of foundation Cumulative position Comment
works.
£
Budget forecast 121 ,000 Contract progress still 1 week
Actual cum. value 27,500 Profit release to date £1,500. Actual cum. value 107,000 behind programme based on
Cumulative cost 26,000 Profit expressed as % of Total variance 14,000 site progress reports.
Cost variance 1,500 cumulative cost.
(Profit)
Actual cum. value 107,000 Profit release to date £11,000
Cumulative cost 96,000
Profit forecast % 15 1 500 Cost variance 11,000
Actual profit % 5.77 Profit%--- = 5.77 (Profit)
Profit variance % -9.23 26 000
Profit forecast % 15.0 Cumulative profit position to
The current profit release of 5.77% is well below Actual profit % 11.45 date 11.45%. Increase of 1%
the 15% profit margin forecast. The need is to Profit variance % -3.55 in position during past month.
investigate the cost and value of individual opera-
tions undertaken during month 1 - for this reason Monthly position
it is important that cost-value comparisons are £
Budget forecast 58,000 Increase in value of work
made as close as possible to the valuation data (say Actual monthly value 55,000 during month 3 is due to
within 5-7 days). Monthly variance 3,000 early commencement of
finishing trades on services.
Month 2
Actual value 55,000 Monthly profit margin still
Monthly cost 49,000 below forecast but
Cumulative position Comment
Cost variance 6,000 improvement during month 2
£
Monthly profit 12.24% maintained.
Budget forecast 63,000 Contract's progress 1 week
Actual cum. value 52,000 behind programme based on
Total variance
Profit release to date 11.45%. Necessary to
-11 ,000 site progress reports.
analyse profit release on remaining work to be
Actual cum. value 52,000 Profit release to date £5,000. undertaken in order to complete the project. (Con-
Cumulative cost 47,000 tract sum £150,000- work completed to date
Cost variance 5,000 £1 07,000.)
(Profit)
A forecast of the finish profit from the contract
Profit forecast % 15.0 Profit release to date 10.64%. may then be obtained; if possible additional quota-
Actual profit % 10.64 Increase in cumulative profit tions may be obtained for siteworks/landscaping in
Profit variance % -4.36 from previous month order to boost the profit position. However, at this
(5.77%).
late stage the profitability position may not be able
Monthly position to be greatly influenced by management decisions.
£ The example is intended to illustrate the need for
Budget forecast 30,000 Forecast value per month still management to analyse closely the cost-value
Actual monthly value 24,500 not being maintained. Increase performance during a contract. A wide range of
Monthly variance -5,500 in profit release from 5.77% to
16.66% for monthly period.
building and civil engineering companies utilise
Actual value 24,500 cost-value control techniques as their only method
Montly cost 21,000 of cost control. It is not unusual for specialist civil
Cost variance 3,500 engineering contractors to allow three months to
Monthlv orofit 16.66%
elapse prior to preparing an accurate cost-value
Cumulative profit position improved from 5.77% comparison only to find the contract position
to 10.64%. The total variance is still however irrecoverable.

30
Bar-chart Programme
Canal Project
A number of contracting firms rely on weekly
labour control procedures for short-term cost con-
trol and hence less emphasis is placed on monthly
cost-value procedures.
DESCRIPTION OF PROJECT
The project consists of a canal renovation project
in order to provide a marina facility for pleasure
boats and yachts.
Work involves cleaning out the existing disused
canal and lock. A precast concrete retaining wall
300 metres in length is to be constructed adjacent
to the existing railway.
The existing lock fronts onto an adjacent tidal
river and temporary works are required across the
lock entrance. The lock is to be emptied of silt
approximately 4 metres deep and a new in-situ
concrete retaining wall constructed to one side of
the lock.
Figure 2. 16 indicates a plan of the overall pro-
ject. Figure 2.17 indicates a section through the
existing lock showing the extent of the new retain-
ing wall. Figure 2.18 illustrates a layout of the new
retaining wall base indicating the sequence of
pours.
CONTRACT INFORMATION
Contract value £267,000. Contract period 24
weeks. Figure 2.19 indicates a draft pre-tender
programme for the overall contract.
The contract tender includes a monetary sum for
piling to the lock mouth in order to provide safety
for the operations during the construction of the
retaining wall to the lockmouth. The construction
of the temporary works is considered essential to
the overall success of the contract. At the tender
stage it was a requirement of the contract tender
submission to submit a method statement.
With reference to the project information the
following tasks will be undertaken:
1 . Preparation of a method statement in order to
qualify the tender. Alternatively the method
statement may be prepared for submission prior
to undertaking the construction work, at the
request of the engineer.
2. Preparation of a sequence study for the detailed
construction of the in-situ concrete lock wall.
31
Case Study 2.4
Pre-tender Programme/Method Statement
The sequence study is simply a detailed study of
the operational sequence presented in bar-chart
form.
METHOD STATEMENT- PURPOSE
Method statements are prepared at the tender
stage in order to provide an assessment of the
methods of construction for inclusion in the
estimate. The method statement is normally pre-
pared by an experienced construction manager in
order to provide advice to the estimator.
The contractor may also be required to furnish
the engineer/architect with a statement of con-
struction methods to be used during a particular
stage of the contract.
The method statement may be presented in the
form of a descriptive statement covering each
operation relating to plant or construction methods.
The sequence of construction should be clearly
expressed in the statement and alternative methods
should be outlined in order to aid estimating
decisions. Estimates based on practical construc-
tion methods lead to more realistic and competit-
ive tendering and clearly reflect an increase in
tender success.
The method statement may alternatively be pre-
sented in schedule format as shown in Figure 2.20.
The information to be included on the method
statement includes:
Operation description
Approximate quantities
Method to be used
Plant requirements or summary
Labour strength required - gang size
Output for labour or plant
Duration - assessment of operational time
Further information may include relationships be-
tween the sequence of operations. The plant items
indicated on the method statement may be abs-
tracted for inclusion in the build up of preliminaries
or may later be used as the basis of the plant
requirements schedule.
METHOD STATEMENT FOR CANAL
PROJECT
A series of short notes and headings for inclusion
on the method statement at the construction stage
are to be indicated for the following operations:
 f}(. .RA IUJI'I'(

1111111111111111111111111111111111111
-· ·-·-·
· - · - · TOWPATH ·-·-· ·-·-·-·- CONS TRUC TIOI'I

- - - rII I I
N£'-J P. C. R..ETAiolltlt!t II
I . .. ------
, ... . CAI>IAL WALL I I CAI>IAI.
ISoo,.,• I I
1· ,' OF I
"'
t! ,'/ :S POl&.
' qoo ,._l o~ SPOIL. :I
I I

,' 11>1 c.AI'IAI.. 80TT0'1 I'

I I
III •
/1/E.W :St.JIIIG
-----·--- Bll.IOGE
E.XISTioiG
'!OIJ 1>1 ta Sill DC£ ~00 DIA
OUTI'Al-1... r£1.1£"£
&'1t1STII<IG l"lVE. 5 - OE£'P
LOCI(
w qO .... J
N ,.,&-r~-~ Pu""P
Hou.s£
TEMPOIC.Ail.V EAR..TH FILL. -~~-~
Ac&oss ENTil.PIIJCIE TO
E'll/STI..,G LOCIC
(12oo ---) e

R-1 v.-R. R.tv£/i!

To L.oclc114oUTH

Figure 2.16 Canal project general arrangement

 TEMPoR,IIItY
MOUTH

\r
falii/IIIT" TO LOC"
WAu. .&ua.I'Ac&

w
w \
AVERAGE OEPTI-4 01=
S IL7 IN LOCJr;.ltiiOI.JTH S&GUENC£ OF POURS
\
4 METR.ES. TO BAS£ ANO KIC.ICER.

R.IVER.
\
MER.SEY
\
\ WOR.K TO £X/STING LOCK
\ - Nf.W Rf.TAINING WALL
\
\
Figure 2.17 Plan of existing lock- showing proposed works
 ~ =
1:11 1:11
= ...I
e!.. ::r l"l
1:11
...""1:1 ...
1'1)
..S!. ""1:1-
4.,.., PoU#I.. l"l ...
r: ::-·. . ~ --
I :.. r.-·.-,._\., 0
OQ
CI'I~~IIIG
- ...
1:11
I.;_ • 3
3
1'1)

3•<~ PouR.
SII..T To BE R.E:MOV/£0 (."l-ISTING
SToooll, WALLS
'I>I.PTH
,4 PPilO'll
4-.

S£CTION A-A E"XISTING CANAL LOCK

w
-!>.

Ol:t'TH
tii-1 .... ""1:1
{VAI&IIS) ~I
ii
=
c..
1'1)
I w-r I'OU/l. ...
.4NO
...""1:1
~
3
£.XT£NT OF RECONSTRUCTION WORK
I
::2. ~
:r 1:11
0 "'
c.. 1'1)
Vl Vl
~ETA IN lNG WALL D£TA IL ....
e:. §..
1'1)
3
-
-<
1-.J
Figure 2.18 Sections through existing lock ~.... ~
 CANAL PR.OJ"£CT PR£-TENOER. PROGRAMME DAT£ -.TAHUARY 1!3815
AND LOCKMOUTH WO~~S Cl.IEAIT IJ W WB
FIG It/A- 2. I#J
No 0 Pa IVtTION ~
1J2.J3J+ •JGJ7JS ~ )1o J 11 )12. IS Jll~ )1• )145 17 )18)1~ Jao 2.1 Jz:z Iu 12.• uJ
I S&T UP SITE ~
,..a
2. CL.UN OUT CA...,AL. ~000 ~ooo -•/uee~ . I

3 TEiofA ACCUS ROAI> i2Zl

4 /tETAINIIIG WAL.L 300 3o u~o~rrs / wr• Itt
Uloltr.. I
s I I>/ SITU C.A~,.IN G :..J

6 FOOTPATH 'Jl) CAI'IAL. .,TTl

w 7 PUI/IIfPUousE UOIUC.. I
Vl

8 SWI"'Ii&lt.IOG!' FHIHI#

9 LOCICMOUTH ~ILII<IG 2JOM1

10 R.£/IIIOVW SILT ~0/111 Loe/C ::looo ,..J I

II II<ISITU R.ETAIJJIN& ~LL tt;o~

12. CIU~<~rrr LOCI<.WALL.

I
IS R£FUR.&ISH llt. LOC.IC

/,4. R.E.MOVf SHEET PILIJJS

I
=1
I
Figure 2.19 Pre-tender programme - canal project
Bar-chart Programme Case Study 2.4
Canal Project Pre-tender Programme/Method Statement

1. Removal of silt from existing canal basin
2. Precast concrete retaining wall
Excavation
Base construction
Backfill to retaining wa!l
3. Temporary piling work to lockmouth
4. Excavation to lockmouth
5. Lockmouth in-situ concrete retaining wall
Base construction
Reinforcement and formwork to wall
Concrete to retaining wall
6. Embankments and landscape works
7. Outfall drain from canal to lockmouth
contracts manager and be familiar with modern
construction methods. When preparing a method
statement for drainage work one should be familiar
with the use of modern trench support systems
involving the use of patent box and hydraulic
support methods.
An extract from the method statement is outlined
in Figures 2.21 to 2.23.
NOTES FOR ITEMS TO BE INCLUDED ON
METHOD STATEMENTS
Excavation work

A selective number of operations will be Type of work -Foundation trench, base-

included on the method statement. The person ment, pad foundation,
responsible for preparing the method statement reduced level excavation,
must be fully conversant with construction se- site strip.
quences. He should have had a wide range Quantity - Quantity directly affects
experience of construction practice as a site or method selected.

M EIHO.O STAT£,..,£NT DATI:-

Ptc.O:TIECT- SHUT NA-

lt/EF.
OPI:It.ATJOiol GLUA,.,TITY MI:THOO I*LAUT LA&OI.J/1. OU!V.
Ntc

Figure 2.20 Method statement format

36
Canal renovation Method statement Date- 2 Feb. 1986
Sheet NR- 1

OP. Operation Quantity Method Plant Labour Dur.

NR
1 Removal of silt 2400 m 3 Form two earth bunds across the canal 54 R.B. 1 Output 50 cm/h
from canal basin using dragline excavator and taking dragline banksman 450 em/day
material from disposal area A. excavator
Form temporary ramp with hardcore 4-12m 3 2400 = say 5 days
to provide access to canal for tracked lorries 450
hydraulic excavator (access ramp
required for R.W. excavator).
Excavate silt in canal bottom using
dragline excavato~ working from
towpath level - load 12 m 3 , lorries
and cart to tip off site.
2 P.C. retaining wall 1400 m 3 Excavate foundation trench 580 Hymac 1 1-20m section/day
Excavation 2m wide x 1.5 m deep with hydraulic Hyd. banksman (approx. quantity).
tracked excavator. excavator Cycle to be developed
Deposit soil at rear of new retaining for R.W. sequence
wall -wall to be excavated and
constructed in 20 metre sections
(that is, every 20 P.C. wall units).

Figure 2.21 Method statement- sheet 1

Canal renovation Method statement Date- 2 Feb. 1986

Sheet NR- 2

OP. Operation Quantity Method Plant Labour Dur.

NR
2 P.C. retaining 30m 3 per Formwork to base using standard Excavator 3 1 day/base
wall 20m section plywood panel shutter 900 m high. for labourers
R.W. in-situ - 20 sections Mass concrete in foundation base concreting
concrete base placed using excavator bucket by Vibrator.
direct discharge from RMC delivery Tamp/
waggons on canal towpath. screed
P.C. wall units 20 N R L-shaped Low pivot jib crane to unload units- Low pivot 2 20 units/day
shaped units to be stored on canal towpath. Units jib crane labourers
to be handled by crane located in
canal bottom.
Deliveries to be phased to suit
erection sequence in order to obtain
continuity of work for low pivot jib
crane.
Sequence 4 bays of base slab to be completed
note prior to delivery and erection of
precast retaining wall units.
Backfill to Exc. material from base to be placed
retaining wall directly behind P.C. R.W. panels in
order to reduce double handling of
exc. material.

Figure 2.22 Method statement - sheet 2

37
Bar-chart Programme Case Study 2.4
Canal Project Pre-tender Programme/Method Statement

Disposal - Whether material is to be Quantity - Quantity of concrete to

deposited on site in spoil be placed - size of pour
heaps or carted to tip off specification restrictions
site. may limit the size of pour.
Double handling of exca- Bay layout may be con-
vated material should be sidered.
avoided. Plant - Methods to be considered
Plant -Type of plant required to- for handling/transporting
gether with any reason- concrete - direct dis-
able alternatives. charge, crane and skips,
Output - Forecast outputs of select- concrete pumping.
ed plant per hour/day. Supply - Source of concrete supply
Labour - Labour requirements in - site mixed or ready
order to support the mixed concrete.
work, that is, banksmen/ Access - Access problems relating
labour trimming bottoms. to location of pour and
Temporary works - The extent of temporary discharge point of con-
works required in order to crete.
support excavations must Labour - Labour requirements -
be considered as this di- gang size for placing and
rectly affects the output. compacting concrete.
Ancillary plant require-
ments in the form of
Concrete work
compactors/vibrators,
power floats, etc.
Typ~ of work - Foundations, ground
floor, columns, wall or
suspended beams and Method of concreting is directly affected by the
floor. access problems and size of pour with regard to

Canal renovation Method statement Date - 2 Feb. 1986

Sheet NR- 3

OP. Operation Quantity Method Plant Labour Dur.

NR
3 Piling to 160-200 m2 Form temporary access bund across Specialist subcontractor
lock mouth lockmouth on existing silt level. Temp. to undertake piling works
hard core to form access for piling plant.
Erect piling trestles.
Piling- Larsen NR 2 or similar across
lockmouth.
Work to be undertaken during period 2 weeks' duration
of low tides.
4 Excavation to 1200 m 3 Exc. to lockmouth with dragline. Dragline 1 Output 250m 3 /day
lockmouth Deposit excavated material in adjacent banksman
spoil heaps for landscape works in
embankments.
Excavate using hydraulic backactor
to remove existing stone retaining wall.
Insert gabions to rear of retaining wall
to retain earth face.

Figure 2.23 Method statement - sheet 3

38
Bar-chart Programme Case Study 2.4
Canal Project Pre-tender Programme/Method Statement

the use of concrete pumps. Cost studies may be gang - sufficient steel-
undertaken as part of the method statement assess- fixers to be employed in
ment especially where the estimate rate build up order to maintain rate of
directly affects the overall success of the tender. formwork fixing. Ratio be-
tween carpenters and
steelfixers approx. 3 to 1.
form work

Type of work - Formwork to walls, col- Output - Assessment to be made of

umns or beams. gang output per wall panel
or column sequence.
Quantity - Quantity to be erected,
number of uses, height of Brickwork
pour.
Quantity - Quantity of bricks and
Design requirements- Temporary works calcu- type of work affect the
lations to be provided as a number of gangs to be
requirement of the con- used.
tract. Use of a patent
formwork system de-
signed by supplier. Labour - Number of gangs to be
indicated - balance of
Type of formwork -Consideration for use of bricklayers to labourers.
traditional, plywood pan- Output per gang day to
els, or patent wall, floor be indicated.
or column formwork. Ex-
tent of specialist support Plant - Full backup mixing plant
to be taken into account. to be indicated. Scaffold-
ing support to be con-
Labour -Gang size, labour sidered as a separate oper-
balance with steelfixers ation.

39
Bar-chart Programme
Retaining Wall Project
SEQUENCE STUDY FOR THE IN-SITU
CONCRETE RETAINING WALL TO THE
LOCKMOUTH
PURPOSE OF SEQUENCE STUDIES
A sequence study is a detailed analysis of a con-
struction task. It is an in-depth study of the
sequence of construction depicting time periods in
days. The study is intended to cover sufficient of
the operation to enable labour and key resources
to be assessed.
Sequence studies may be undertaken in order to
assess the economic utilisation of formwork as in
the case of a column sequence or retaining wall.
The programme format may be likened to a
short-term programme but it does not need to
cover any specific period of time.
PROJECT INFORMATION
The work involves the construction of an in-situ
concrete retaining wall 500 mm thick and 6 to 7
metres in height. Figure 2.18 indicates a plan of the
lockmouth indicating the sequence of pours to the
base and kicker.
Assumptions on methods of construction
1 . Lock excavation work has been completed
together with the temporary works sheet piling
to the lockmouth.
2. The base and kicker is to be cast in fourteen
bays. The base reinforcement is to be prefabri-
cated in three metre bays adjacent to the works
and lowered into position by crane.
3. The retaining wall is to be poured in four
sections consisting of the base and kicker and
three wall pours per panel (14 panels on plan).
4. Patent formwork is to be used for the wall face
consisting of aluminium soldiers incorporating a
plywood faced shutter. Figure 2.24 indicates
the formwork detail.
Two sets of wall shutters are to be made
initially available - further shutters will be
available if required.
5. Concrete and formwork handling is to be un-
dertaken by a mobile crane located at ground
level adjacent to the works. The crane is also to
be used for the handling of steel reinforcement.
40
Case Study 2.5
Sequence Study
Sufficient alternative work is available on site for
labour gangs between concreting operations.
The sequence of operations will involve cons-
tructing bay numbers 1 to 10 as shown on the
lockmouth plan as the wall is straight between
these sections. Bay numbers 11 to 14 are to be
formed to a curve and this will necessitate altera-
tions to the kicker and wall formwork on comple-
tion of the straight length of wall - refer to the
overall plan in figure 2.18.
It is important for the planning engineer/
construction manager preparing the sequence stu-
dy to have a thorough knowledge of the construc-
tion process. He should be fully aware of the types
of patent formwork systems available and be able
to call readily on specialists for temporary works
design facilities. Cost information must be available
relating to the hire rates of the various formwork
systems proposed. Supplies of patent systems will
readily provide scheme drawings and a design
service.
Figure 2.25 indicates a plan and elevation of the
pouring sequence. The fourth pour to the wall
capping is to be considered as a make up pour to
the overall height of the wall and has therefore not
been shown on the wall elevation.
SEQUENCE OF OPERATIONS
It is first necessary to consider the sequence of
work from the contract drawings.
Duration
Base and kicker - 10 bays per bay
Fix reinforcement - pre-
fabricated sections 1 day
Fix formwork to base and kicker
(1st bay) 1-j days
Concrete base j day
Strip formwork and refix (remain-
ing bays) 1-j days
Wall pours - 20 bays
Fix reinforcement to wall 1 day
Fix formwork to wall face 1-j days
Concrete wall panel j day
Strip formwork and refix 1-j days
The durations are based on a practical assessment
based on the experience of the construction
manager.
Bar-chart Programme Case Study 2.5
Retaining Wall Project Sequence Study

FOR.MINOR.I< DETAILS TO

RETAINING WALL

C.At..JTIL£\1 £RE"D
F OA.M WOIU<..
..S TR.O#JG 8.1\C~
2ND WALL LIFT a..JA.LIHG.S

" , . Tl~$ TO
PR.~"IOfJS

._
, C 0 NCR.6 T£.
LII'T
j#

.,
~.

,
I>AT£#./T
. 0
A LUMIOo/IUM

... .S Til. ON Q SA CI<.S

"'.-...
ANl> hi.I\1-IA/6$
J

..:1 ·~
"
....
...
<
l -4----
.."'
-
I<.ICI<ER.. AI>ID lsr LIFT

TO WALL

0 "0 ·... 0
•I'
• 0
..
Figure 2.24 Formwork proposals for retaining wall

41
 R.E'TAINING WALL BAY LAYOUT

!JAY LAYOUT
PLAN OF BAS£ POUltS.

I./AU.
Poue
II IGO 12. 17 I :!I 18 ,,. I~ IS 2.0

WALL
POUR. I G 2 7 3 8 4 !:) 5 10

8A$£
8AY 2. ..., 8 5 10

£LEVATION ON WALL FAC£

SEQU£NCE OF POUR.S

HEIGI-lT OF LIFT
2.·G ... To 3•2.""

WALL Poua.

5ECTION THROUGH WALL

Figure 2.25 Retaining wall pouring sequence

42
Bar-chart Programme
Retaining Wall Project
RESOURCES - ASSUMPTIONS
Steelfixers - 2 steelfixers to be available for
prefabrication of base panels.
1 steelfixer and labourer fixing
steel reinforcement to wall
pours.
Carpenters - 2 carpenters to be used on base
and kicker and a further 2 car-
penters required for each wall
shutter.
A mobile crane is available for
handling the wall shutters.
43
Case Study 2.5
Sequence Study
Concrete gang- 3 labourers required for placing
ready mixed concrete in con-
junction with mobile crane and
skips.
Carpenters to be on standby
during the pouring operation.
Figure 2.26 illustrates the bar-chart representing
the sequence of operations for each of the pours.
The programme has been divided into two main
sections - the base and kicker section followed
by the wall construction. The labour assessment
indicates the need for two gangs of steelfixers and
carpenters.
 R.£7AININ G WALL /eESOURC:E S- I SET OF 8A:S£ .SHUTTI&R.S
CASE I - S£GUENC E STUDY 1 sn- OF WAL.L. SHurr£/lt.S

OPER.ATION /:)Uti.. I I J I I I I I I I I I I I I T -r
bAYS 'I2I:5J+ :. 1 10 1 , 1 12 13 IS It; 17
5I'"I7IB II¥- I I I Ill I 19 I -zo I I
/3.4$£ ANO I< I C: 1<.£R.
I 2. 3 4 s ~
.., 6 9 IO
F IY. R.E.IIJFOII.CE/IIIEIJT I 0
,
~IX FOA./IIIWOIU< /0 c:::::J
I .., , 10
CoNC/l.ETE BAS~ IIJ I::::J ~ 6 6 c!::J 6 ~ 6 'c:::J c:::J
IO
STII.IP ANO R.E.FIX 10 6 c:!:3 ~ 6 ~ ~ 6 6 c:::::J
FOIC.IIItWOitl(
Poull.. uuM&d:S
/I>IOICATS"D
I./ALL POUR.. S SE.eouo FA"'G
-1:::..
-1:::..
OF STii~LJ IX
F~ REINFOR.CEM CN1
I
Fl'-1. ~011./IIIWOIUC. H.o I I

J"OII>IIi'R.& ~AI STMib·BY J:b 4 s .. 7

CONCIUTE WALL Yao 6 ~ t:l c t:l t:l
bUit.I"'G C OAICLETIIIIG
2 3 4 s ..., 8
STitiP ANO ll£1/'X Floll<. J.~O OPE7t.ATI oltl6. I I I I '" I I r::::::::;j

R.ESOU~CES
.., t ~ 2. '1 2. 2. 2. % :l'" sJF
STEELF/Y.E"RS Gl- BASE
"'I I ,2. I I I I I I I' LA&
sJ,:- ., 1 I I I I I I I I I I I I I I 1.,.
Ci2- WALL I I
LAe ' I I I I I I I I I I I I I I
CAR.PE.HTE:R.. Gl- BAS£ ~----~ ----~---- -~ ---~---
I I I I~ ---~---
I I I I~ ---~
I ---~-
I --
~2. 2 ~ 'Z. z 2. ~ 2. 2. 2. 2. 2. 2. 2.
G2- WALL ... ,.....
~~-

Figure 2.26 Sequence study bar-chart

Bar-chart Programme Case Study 2.6
Reinforced Concrete Frame Sequence of Construction

DESCRIPTION OF PROJECT Beam and - sufficient for

slab soffit complete floor

The project consists of the erection of an in-situ Striking times

concrete frame 6 storeys in height. Elevations and Column and
plan of the frame are shown in Figure 2.27. Piled beam sides -overnight
foundations are to be used and for the purpose of Floor soffits - 7 days with
the case study it is to be assumed that the founda- backpropping
tion works have been completed up to ground
floor column kicker level. Concrete to be supplied ready mixed.
Crane and skips available for placing concrete.
Formwork to beam sides may be stripped after an
CONTRACT INFORMATION overnight curing period.
Carpenters to be on standby during concreting
operations.
Contract value £240,000. Contract period 30
The contract is working a 5 day (40 hour) week.
weeks. With reference to the construction of the
frame the following tasks are to be outlined:
DECISIONS AFFECTING THE SEQUENCE
1 . An assessment of the management decisions to
AND RATE OF CONSTRUCTION
be taken when assessing the overall strategy for
constructing the frame. This is to include the
The sequence of construction for a reinforced
factors affecting the rate and sequence of cons-
concrete frame is influenced by:
truction.
2. Preparation of a short-term programme cov-
1. The overall size of the frame, plan size and
ering the first four weeks of the frame erection.
number of floors.
This is to be based on the following manhour
2. Extent of formwork repetition on each floor.
analysis abstracted from the contract estimate.
3. Type of formwork to be used- number of
anticipated formwork uses and extent of remak-
Data ing during use.
4. Number of shutters to be used for column
Manhour allocation for the formwork, reinforce- sequence and for the number of floor bays.
ment and concrete per floor: 5. Plant to be allocated for the handling of form-
work, reinforcement and concrete.
Man hours
Columns: Reinforcement - 80 manhours For a multi-storey framed building the rate of
Formwork - 160 manhours construction is directly governed by the amount of
Concrete - 40 manhours formwork to be used for each floor. Figure 2.28
Beams: Formwork - 720 manhours (Case study sequence I) illustrates the use of suffi-
Reinforcement- 240 manhours cient formwork for a complete floor. Each floor is
Concrete - 100 man hours constructed in two sections, the formwork being
moved vertically upwards as the columns are
Labour allocation erected.
Reinforcement - 2 steelfixers Case study II shown in Figure 2.29 illustrates
Formwork - 4 carpenters sufficient formwork for two-thirds of the floor
Concrete - 3/4 labourers formwork. The movement of the formwork is
depicted during the construction of two floors. In
Formwork resources order to improve the striking time for soffits, high
Columns - sufficient for 6 strength concrete may be used in order to obtain
columns an increased early strength. Backpropping of the
Beam sides - sufficient for floor soffits is recommended where early soffit
one-third of floor removal is used.

45
Bar-chart Programme Case Study 2.6
Reinforced Concrete Frame Sequence of Construction

R..E.SOL.IR.C£5- S UFf!IC:.IENT FOR.NIWOR..k:. FOR. 4iiO COLUMNS

3 U FFIC/EtoiT .SOI=F/TS FoR. OI>JE COMPLETE FLoOR..

8EANI SlOES AVAILABLE FoR.. '/.a R.O oF Ft..ooR.

JL
II
£L.E VATio N

*
POUR.. PouR.. 2. PouR. 3

3 5 .., 9 II 13 15 17 19

4 12. 16 18 2.0
·~
10

FL. ooR. PL. AN

Figure 2.27 Elevation and plan of frame

46
 FLO Oil. CONSTRUCTION SEGUENC£ FOR.

MUL71- S70!i!£Y FR..AN£

CASE I
SuFFICIENT 8£A"'' SoFFITS FoL A
C. OM Pl..fiT£. FL.OOR.

KCoL.Pou .. 1 * COLS. PoUlt. 2. COLS.

(0; C 0 L.UM AI S
Poult 3 ~

7H/C.EE UsES PE.R. I=LOOR...

K
*
F-LOoR. POUlt. FLOOR. POUlt.. 2.

I j I
I I 1

I I
S UFfiCI£/>JT ~LOO/t.. ~Oit.MWOR..Jt:. ~Of! A COM PL.I&TE.

FLOOR. - FOR.MWoll.IC TO EACH HALF To 8£

STII..II'PCb R.E~IXE"D AT NE~T R.oote. l-EVEl.

j'
l_., I:>ENOTr .5 MOVEM£/>JT Of. 1!0/t.MWOR.It!.

• I

/ ~------------ ----- -----

l L/

l......, l
'-' ~~

~-

l ,"
t
..........
1/'
'-1 "-J
~'

Figure 2.28 Diagrammatic construction sequence

47
 CASE 2 S Uf!FICI£NT i=ORMWOR.IC. FoR. %•..tr ANI> '/3 --.1
o,: A F L.OOR..

SE.QU ENC£ I - COLS To /n S£G.tJENC£ 2- COL.S To (:sA L..

SEGUJEtJCE 3- 8£AMS A
t=LooR..
n ...
------ ----- ----
~-----1·--r--] ,,
II
••fl••
••••,,
..
II II

•• ••
"
I

S'UFFtCIENT FLooR. SOJ!FITS Foil.. '/.;& ll..O. OF A FLooR

•- E.XC£SSIV/£ DELAY DU£ TO ST~IICI"'G Tl,..£

SEQUENCE 3- BEAMS
AND FLOO~

SOFFITS 8AC.IC P~OPPEO

AOOITIONAL SEAM SOFFIT..S

R.EQUIIt.EO

,,11 ~
at
••I •'••
,I

k
* >k
~.a ~0 f!LOOR. ~R.O FLooR. ~3R.O FLo oil...

SuFFICIOJT Foii-Mwo~k: Foil. ~... R.OS

r. i1 n OF A FLOO/t. Fo.C. BEAM SOFFITS.
STR.IP ANO MoVE TO ALTE1CI'o/ATIE
~lt.b

~3 .C.O STR.IPPCD AND ll.EFIXEJ;J

Figure 2.29 Diagrammatic construction sequence

48
Bar-chart Programme Case Study 2.6
Reinforced Concrete Frame Sequence of Construction

Figure 2. 30 illustrates the sequence of construc- The manhour allocation for formwork is based
tion during the erection of twenty seven columns on fixing and striking formwork - it is assumed
using six column shutters. The movement of the that patent standard formwork is to be used and
formwork is shown. A bar-chart sequence for the the making element can be included with the
movement of the column shutters is shown in fixing.
Figure 2. 31 together with a labour resource assess-
ment. The planner is encouraged to develop se-
quence patterns illustrating the movement of the
Allocation time for columns
formwork and labour gangs.
The introduction of additional column shutters
will not always speed up the overall floor construc- REINFORCEMENT- Steel delivered to site cut
tion sequence - it may simply result in columns and bent only.
standing awaiting the construction of the floor slab
to the floor above. 80 mh
With column shutters, a degree of remaking of
Time allocation for 6 columns = -- X 6 = 24
20 Nr
formwork will have to be allowed after say 6 to 8
uses unless patent aluminium forms are being Total manhours for 6 columns = 24
used.
24.0 mh _ d Gang size 2
Continuity of work for the concrete gang can - 3 man ays. If"
never in practice be economically achieved - the 8.0 hours/day stee rxers
key factor is to obtain balance between the steel-
fixers and carpenters in relation to the amount of 3 mh _ 1 1gangdays
formwork being used. 2 men in gang - duration
The ratio of carpenters to steelfixers is normally
in the order of 3-4 to 1 but this is dependent upon FABRICATE AND FIX REINFORCEMENT- 1 1DAYS
the complexity of construction and the amount of
prefabrication. Reinforcement to column and floor FORMWORK - Time allocated is for fixing and
beams can be readily fabricated adjacent to the striking column formwork. Allow
works and simply lifted into position by crane. 66% fixing- 33% striking
Larger floor pours can be considered where shutters.
concrete pumping is to be used. The introduction
of concrete pumping enables the crane to be more FORMWORK TO COLUMNS
readily available for formwork and reinforcement Time allocation for 6 columns
handling. - Fix shutters 66% X 160 mh = 106 mh
The form of construction being used directly Strip shutters 33% x 160 mh = 54 mh
affects the choice of formwork system and is of Total manhours for fixing 6 columns
particular importance in flat slab construction whe-
re table forms may be introduced.
106 mh
- - - x 6 = 32 mh
20 Nr
32.0 mh
SHORT-TERM PROGRAMME FOR - - - - = 4 mandays. Gang size 4 carpenters
REINFORCED CONCRETE FRAME 8 hours/day
4 md gangday's
From the analysis of the manhour allocation for 4 men in gang duration
one floor of the building, it is first necessary to
abstract data relating to the sequence of opera- FIX FORMWORK - 1 DAy I
tions. The manhour allocation must be broken
down into the exact number of shutters to be CONCRETE TO COLUMNS
used - for example, the column sequence involv- Concrete supplied ready mixed. Placing of con-
es using six shutters therefore the manhour alloca- crete by crane and skips.
tion must be related to this pouring sequence. Number of men in concrete gang = 4 labourers.

49
Bar-chart Programme Case Study 2.6
Reinforced Concrete Frame Sequence of Construction
COLUMN SE.O.UENC£ US IlliG
SHUTTER-S

C:YCI-' I CYc&.£ 2.

~
ra ~ o o (] 0 tl D Cl
~
m ~ o o D 0 0 [] D
~
fa ~ [] tJ [] 0 D D 0

G COL.UMN CYCLE.

OPE.Il.ATtON OUif.ATtO N l..A/!JOUR. GAI'JG srz£

FI'IC ll.EIHF~CE.MDIT ~AY ::z. .S T .£UF l)l£'XS

FI'K t:Dif.MWOIUC. 1'/a. DAYS 2. e A If.,.. t.IT as

CO"'Cif.t:T! COLUitltHS Y.a DAV 3 LAIJ o U<&nt S

STif.IK£ FOif.M...,Oit.l< Y.z. DA"'/ 2 C A lt..PilHTE'XS

Figure 2.30 Column construction sequence

:SHOR.T TER./VI PR.OGil.AMM£ SEGUCNCE

LA&oull.
•o "L
0 P£R.ATIO"'
I I 2. I 3 I • I s '" 1 7 1s 1 ~ 1
Fl~ .STf:EL
ll.£ lfol FOR.CE.MEI>IT .2. •/F ·- ~ STftLF/~R. CO"'TINUQ ....
FIX FOitii!WOR.II: 2-c:.ARP. w.zzzz~ .¥Z2ZZZ~ c:::J
CAif.'EioiTOs
b.: ~: ~
I "':'

CoNCILET£ COLS 3 LA&. o H MAIU"' G

t I I I
Ll
t
f:'O/LA4IoiOAit
ST~t..llcF: 1<:1/tAot lola(.Jc 2. CAitP.
L,. C."'fC:U ..v C.l C:l..£
lzzlJ... C. VC:&.£
- ,J
FoA 6EN4 s

I' 'r 'r 'I

LA60Uil. ltESoLM ~ES eA.tt.'•"'niL ,.., ATTa..,O. NC• OUII.ItoiQ COHCd"la

o,.r ~TION$
STffU: IX Ell 2 S·f. ~2.
r-
2. 2. 2. 2. 2 2.. 2. 2. z...
CA/t.P£f./TE:1t 2 CA~• .,2.. 2. 2.. 2. 2. 2. 2. 2.. ~
LAAotJ~ 3 LJ\8. ' 3
~ ~ ~
/

.zl+l7l'fiY. '1lii-l~l7l.tf I
Figure 2.31 Bar-chart for column sequence

50
Bar-chart Programme Case Study 2.6
Reinforced Concrete Frame Sequence of Construction

Time allocated for 6 columns FIX FORMWORK TO BEAMS AND FLOOR

SOFFITS
40 mh
=-- x 6 = 12 mh
20 Nr 160 mh = 20 mandays. Gang size 4
Total manhours for 6 columns = 12 mh 8hours/day carpenters
20
12.0 mh = - = 5 gang size duration
= 1~ mandays. Gang size 3 labourers 4
8 hours/day

1.5 md - j gang day

FIX FORMWORK TO ONE-THIRD OF FLOOR- 5 DAYS I
3 men in gang - duration Strike formwork to beams and floor to be 2~
gangdays.
CONCRETE TO COLUMNS - ~ DAY
REINFORCEMENT TO BEAMS AND FLOOR
STRIKE FORMWORK TO COLUMNS Fabricate and fix reinforcement full floor =
Strip formwork for 6 columns 240 mh; for one-third of floor beams and slab
therefore = 80 mh
54 mh
= - - X 6 = 16 manhours
20 80 mh _ 10 man days. Gang size 2
8 hours/day - steelfixers
16.0 mh
- - - - = 2 md. Gang size 4 carpenters 10
8 hours/day = - = 5 gang days duration
2
2 md _ ~gang day's
4 men in gang - duration FABRICATE AND FIX REINFORCEMENT- 5 DAYS

I STRIKE FORMWORK TO COLUMNS- j DAY I CONCRETE TO FLOOR BEAMS AND SLAB

Ready mixed concrete supply, concrete placed by
SUMMARY OF DURATIONS FOR COLUMNS crane and skips.
Fabricate and fix reinforcement - 1~ DAYS Number of men in concrete gang 4 labourers.
Fix formwork to columns - 1 DAY Manhours allocated for concreting each
Concrete in columns - ~ DAY floor= 100
Strike formwork to columns - j DAY For one-third of each floor therefore allow 33
manhours.
BEAMS AND FLOOR SLAB 33 mh
Patent formwork support incorporating scaffold - - - - = 4 mandays. Gang size 4 labourers
support to be used for each floor. Sufficient beam 8 hours/day
sides available for one-third of the floor beams in 4
order to enable the floor to be cast in three pours. =-= 1 gang day's duration
4
Total manhours per floor allocated to formwork
= 720 CONCRETE FLOOR BEAMS AND SLAB- 1DAY
Allow 66% fixing x 720 mh = 480 mh
33% striking x 720 mh = 240 mh Striking time for beam sides - overnight
Striking time for beam and floor soffits - 7 days
with backpropping
For each third of the floor area the man hours are
to be allocated:
SUMMARY OF DURATIONS FOR FLOOR
Fix formwork = 160 mh Fix formwork to beams and soffits - 5 days
Strike formwork = 80 mh Reinforcement to above - 5 days

51
Bar-chart Programme Case Study 2.6
Reinforced Concrete Frame Sequence of Construction

Concrete to floor beams/slabs 1 day the frame erection sequence.Continuity of work

Strike formwork to floors/beams 2j days
SHORT-TERM PROGRAMME
The bar-chart programme shown in Figure 2.32
has been developed from the durations calculated
for the column sequence and the beams and floor
slab. The sequence covers the first twenty days of
has been achieved for both the joiners and steel-
fixers with intermittent work for the concrete gang.
It has been assumed that sufficient alternative work
is available for the concrete gang when concreting
operations have ceased. The rate of construction
represents the completion of a floor per 4 weeks.
The completion of the six storey reinforced con-
crete frame will therefore take 20-22 weeks, al-
lowing for a one week overlap per 4 weeks for the
column sequence.

52
 Sl-loR.T T£/l..M fteOGil..AMM£ Co\IER.JAJG R.Eii'Jt=OI!..Ct:.I:J COWC/l.GTE'
~Ill. ST .2.o .bAY~ OF P/i!oJ EC.T ~A!AAAE - FLOOIC SE.G.UENCE

OPER..ATtoN t>vR... LA6 , 1z r.3l41 s 6 17 TBT~ l'ol" 1~~1,31'';r,_s.J u;Jnl'"''''ll ~0

Ml-rlwJn.IF M T f I w I n. I F I "" I T I w 17-.t.TF--1 ,fr I w ]n. I F
R.EtN FOI!.CEMENT To I 'lz. o Z s-F 5TEELF-IXE"/l.. G.l'i~G I
COL.UNtr>IS

FIX FOil.WIWOIUC. TO I OA'/ 4CAL t::::l c:P c::::::r c c=:::l "t:::l $ c

COL.UMNS

CONCil.£7£ COL.UM"'S Y:z.l>IIY 3LA6 c I C C c t::l c c c

S.TR.IIC.Ii I=Oil.M woLI( ~PAY 4CA« Cl C C p c c c c
To COL.UMI</S
/ GR.ouuo F-L.oo~ 'To JSTFUJOil. --.1/ I ST FLoOC. T-1 zu,
~--- --r- --FLooR-.,J -------_;~~
r"
<.n
BEAMS I- 8 13EANt8 8-IY.
,,_'l.o
SEAMS ANA SLAI!. :SbA"fS 4cMi r::::=::=
w
I= I'IC I= 0 If.. lVI W 0 ll.IC.

~/X R.EitJFoL.CO..a.tr 5 {)A'/S 2 S1 STEELI'l'KEIL. G~IVG 2.

C.o..,c.R.~ I DltY 4-~ p F==J

STil.IIC. E J:.colf.."" WoiUc:. 2'/Li)RfS 4C,._ 1£.""7 ~AV~ - 1- .!l.i i
~"'"cu~C.uiG

/{ATii. OF- IColoiSTJtCI~Ttolll

A PPICOXI,..AT~y I ,:t..ooC. P&lt.
4 w IIi" li'1l: s

Figure 2.32 Sequence study bar-chart

Bar-chart Programme Exercises

EXERCISE 2.1 - BAR-CHART PROGRESS EXERCISE 2.2 - SHORT-TERM

REPORT PROGRAMME SEQUENCE

(a) Discuss the use of construction programmes as The data given in the table shows the sequence of
a basis of project control. work for the construction of twelve ground-floor
concrete columns. Assume that an adequate
(b) Draw up a bar-chart programme for the fol- supply of mechanical plant is available for the
lowing work: work.
Programme the work to demonstrate clearly the
Foundation work to a new office block. efficient use of formwork based on the following
Excavate oversite - commence start of week resources:
1 and complete end of
week 7. (a) two sets of column formwork are available
Concrete to- commence start of week 3 and (b) four sets of column formwork are available
foundations complete end of week 9.
lndiccte the gang size of carpenters required in
Brickwork to damp-proof course - com- each of the above cases.
mence start of week Note- scaffolding is not to be included in the
4 complete end of programme.
week 11.
Hardcore and backfill - commence start of
week 5 and com- Operation Duration for ONE
plete end of week 300 x 300 x 3000 mm
12. high column
Site concrete - commence start of week 7 1. Excavate base including 0.5 man/machine days
and complete end of week blinding
14. 2. Reinforcement to base 0.5 mandays
3. Concrete to base 0.5 man/machine days
4. Reinforcement to column 1.0 manday
(c) At the beginning of week 10 the progress was 5. Formwork to column 1.5 mandays
as follows: 6. Concrete to column 0.5 man/machine days
7. Strike formwork, clean 0.5 mandays
Excavation oversite commenced at the end of and repair
week 1 and was completed by week 5. Con-
crete to foundations commenced beginning of
week 2 and is 75% complete. Brickwork to (CIOB. Direct Membership Examination - Build-
damp-proof course commenced at the ing Production and Management Paper- 1985)
beginning of week 3 and is 50% complete.
Hardcore and backfill commenced halfway
through week 5 and is 15% complete.
(i) Plot the progress against the programme EXERCISE 2.3 - METHOD STATEMENT
produced in part (b).
(ii) Prepare an outline report for the next Figure 2.33 shows the plan of the site of a four-
weekly production site meeting with pro- storey reinforced concrete framed building to be
posals for achieving the original pro- built adjacent to an existing single-storey shop built
gramme. in 1834. The shop is 36 m long with a 255 m brick
(CIOB. Direct Membership Examina- wall built directly off the clay subsoil. The shop
tion - Building Production and Management wall adjoining the proposed building is to be
Paper- 1986) underpinned by means of a 475 m thick reinforced

54
Bar-chart Programme Exercises

E.XISTio.IG
SI.,GI.l
STOIU'/
SHoP

'2 f 5 &A.ICIC
Willi.&.

f>r.OI'OSlD

qoo DIEP WEADEit.

E'XISTING SECTION I -1
II OOWirLS

I
Ll""lt OF' NlW ---j
I!.ASlM&NT A.E.TAINU4G I
WALL
I MASS CONCillT&
WALL
-1~15
I
&AS.LHlNT SLA& "'50 TloliCI( I 0

--- _}_j
---------------------If
£ltiSTI""Clii SI .. CIL(
STOAE'/ SHOP
...
50"" J ..
.. +s·SOO

0
0
-(

fll
~
E 1
b._
' ...
f
2 ft) SITII Foil. .... STOUY PRO PO S£0 SEc·not.J
~ FRAMU> SUII.tUo.IG
~ WITH 8ASKM&II4T

Sla.VICl !tOAD

S/Tii. Pl-At./

Figure 2.33 Method statement for basement project

55
Bar-chart Programme Exercises

concrete header beam cast in-situ and supported

on a 475 mm thick mass concrete wall.
Section 1.1 shows the existing wall cross-section
and section 2.2 the proposed basement excava-
tion and underpinning work prior to construction
of the basement slab and retaining wall.
Making any reasonable assumptions and using
sketches to illustrate the various stages of work,
prepare a method statement for the basement
excavation and underpinning only. Output calcu-
lations are not required.

(CIOB. Member Part II - Building Production and

Management Paper - 1985)

EXERCISE 2.4- SEQUENCE STUDY-BAR

CHART
£LEVATION
From the information shown in the table below
prepare a sequence study for the construction of a
reinforced concrete water tower from ground level
to the underside of the water tank. Clearly indicate
the resources required for the economical execu-
tion of the work and show the movement of the
formwork. The formwork to the columns at each
level must be stripped before the formwork to the
beams is erected.
Assume a 5 day, 40 hour week. Scaffolding
support is not to be included in the programme. PLAN
Striking times for formwork: column - 1 day (24
hours), beams- 7 days Figure 2.34 Plan and elevation of reinforced con-
Figure 2.34 illustrates a plan and elevation of the crete framed tower
reinforced concrete framed tower.
Work content of columns and beams in one lift.

Reinforcement Total man hours

EXERCISE 2.5- PROJECT CASH FLOW
In columns 60
FORECAST
In outer beams 68
In cross beams 83
Figure 2.35 shows a simplified precedence dia-
Form work Vibrated gram for the construction phase of a building
concrete project together with a schedule showing the
In columns 126 48 duration and value of work for each activity.
In outer columns 120 56 The contract provides for monthly valuations.
In cross beams 168 63 Payment for work executed in one month is
received by the builder in the next month.Assume
(CIOB. Direct Membership Examination - Build- that no retention is being withheld and that the cost
ing Production and Management Paper- 1983) of all work must be paid for in the month in which

56
Bar-chart Programme Exercises

it is executed. The gross profit margin is 5% of the EXERCISE 2.6- CASH FLOW
certified value. APPLICAliONS

(a) Produce a cumulative cash flow forecast for

Describe the difference in approach and informa-
the duration of the contract, assuming that all
tion used between:
work commences at its earliest start date.
(a) the preparation of a consultant quantity sur-
(b) Finance charges are calculated at 9% per
veyor's cash flow forecast for a client for a
annum (0. 7 5% per month) of the sum of the
proposed project at the design stage; and
cumulative monthly cash deficits arising. Cal-
culate the amount of finance charges. that
(b) the preparation of a general contractor's cash
should be anticipated in financing the project.
flow forecast, for his own use for the same
project during the construction stage.
Question adapted from CIOB paper.
(CIOB. Member Part II Examination - Manage- (RICS. Construction Management and Economics
ment II Resit Paper - 1986) Paper Part II Examination- 1984)

ACTIVITY Oua.ATiolll (Mo~s) VAL.UE OF WoRJc:fooo

A I '2.0
B 2 cao
c 4- 240
D 4 ao
E 3 1'2.0
F 4- 240
G 2.0
f100

Figure 2.35 Precedence diagram for construction sequence

57
 Chapter 3
Case Studies relating to Line of Balance
Techniques (Elemental Trend Analysis)
3.1 - Line of Balance Principles 3.4 - Housing Project: Finishes Sequence
Principles and format of presentation m Development of line of balance for the
relation to a foundations project finishing sequence for 10 houses
Information available from line of balance
charts
3.5 - Housing Project
3.2 - Refurbishment Project Preparation of valuation forecast based on
Assessment of labour requirements based line of balance chart for housing project
on line of balance chart Progress recording on the line of balance
chart
3.3 - Reinforced Concrete Deck Platform
Development of line of balance chart and
labour requirements based on differing Chapter exercises based on line of balance tech-
manning levels niques Exercises 1 to 3

58
Line of Balance Planning Techniques
Line of Balance Principles
The line of balance planning technique was deve-
loped by the National Building Agency in 1965.
The technique was developed for repetitive hous-
ing projects but the principles may be readily
applied to any repetitive construction sequence.
Application areas include sequences involving the
erection of reinforced concrete columns and
beams, piling and related foundation operations.
The technique may equally be applied to refurbish-
ment works and finishing operations on housing
projects.
The format for presenting line of balance sche-
dules will first be illustrated together with the
sequence of preparing a schedule from first
principles.
FORMAT OF PRESENTATION
Figure 3.1 illustrates a logic diagram for three
operations A, Band C which proceed in sequence.
Figure 3.2 indicates the line of balance schedule
59
Case Study 3.1
Foundations Project
for different rates of working from one operation to
the other. The 'ideal' line of balance relationship is
shown in Figure 3.3 where each balance line lies
parallel. The objective of the planning technique is
to keep the balance lines parallel for each related
activity and maintain minimum buffer periods for
each unit or sequence. This can be achieved by
balancing the gang sizes on each operation in
order to maintain the planned rate of construction.
Figure 3.4 illustrates a logic diagram where
activities start at the same time. Activity B and C
may commence at the same time but they must
both be completed prior to activity D commenc-
ing. Figure 3.5 and Figure 3.6 indicate alternative
line of balance schedules based on different rates
of construction for activities Band C. Figure 3.5 is
based on B and C commencing together, with
activity C proceeding at a slower rate than B.
Figure 3.6 is based on activity Band C finishing at
the same time but with activity B proceeding at a
slower rate than C.
In order to reduce the overall project period,
B and C should ideally proceed at the same
rate - this is rarely achieved in practice because
of varying manhour allocations and difficulties
encountered in balancing the labour gangs.
 LOGIC DIAGRAM

Figure 3.1 Logic diagram for sequence

BUFFfR.1 6UFFIUL IIIICIU'ASE:S DUI'

A~ I
TO
B
OIFP:.ILit:NT ~AT&S OF
WoiLIC.ING. G

~VE'~U.
NIJM&E'R.
OF
Ut.IITS
I~ DUIUTioN

ACTIVITY A PltOCI'U>I..,Cii
AT A FA.STE'It. R.ATII
THA .... ACTIVITY B

ACTIVITY C. P~OC.I!EDI..,G

AT A SLOWER. R.ATI!
THAt.l ACTIVITY 8

0 U~ATION __.

Mlo.IIMU M &UFFI'It.
Figure 3.2 Line of balance diagram - non-parallel working

A 8 c

OVI'~LL
NUM&ER.
DUR.ATION
OF
UNITS

ACTIVITIES A, 8 A..,D C
ALL PlltOCET'DI"'G AT
THE' .SAMI'. R.ATE OF
C.O .... STILUCTI0"-1

"I 0 £A L 1 RE LAT1o...r .SHIP

DURATION ~

MI ... IMU"" 8UFFE'Il.

Figure 3.3 Line of balance - ideal relationship

60
 LOGIC DIAGRAM

Figure 3.4 Logic diagram for sequence

A c

NUMBER.
OF
U ... ITS

ACTI"ITY S AND C
STAR.T ToGETHER.,
C. Pll.OGEEbS AT A
S LOWE'R. R.ATI! THA..a &

DU~TIOt-1 >
Figure 3.5 Line of balance diagram - operations B and C commencing together
A 13.C D

NUI'1&£"R.
OF
U fiiiT.S

Ac.TtVITY a A..ao c.
I=I...,ISH TOGoi'THE~,

& Pl'lOC.E'E:DS AT A
SLOWER. RATE THA~ C

DU~A'TION >
Figure 3.6 Line of balance diagram - operations B and C finishing together

61
Line of Balance Planning Techniques Case Study 3.1
Line of Balance Principles Foundations Project

PROCEDURE WHEN PREPARING A LINE operations proceed at different rates of construc-

OF BALANCE SCHEDULE
When preparing a line of balance schedule the
following stages should be systematically under-
taken:
tion, the buffer time between units will tend to
increase as work progresses from unit to
unit- refer to the comparison of buffer times at
the commencement and completion of activities A
and B as shown in Figures 3.2 and 3.3.

1 . Preparation of logic diagram 4. Assessment of the rate of construction for two

related operations for the foundations project
The logic diagram illustrates the sequence of -Figure 3.7 A
undertaking the construction operations relative to
the finish and start of related activities. A number of Rate of construction - 2 house units per week.
logic diagrams for a range of repetitive operations Number of units to be constructed- 10 Nr.
are shown in Figure 3.7 A to D. Site Strip - 32 hours/unit- Operation 1
Foundations - 120 hours/unit- Operation 2
2. Assessment of manhours per operation Ext Bwk - 160 hours/unit- Operation 3
This may be based on an analysis of the manhours SITE STRIP- OPERATION 1
allocated at the tender or planning stage - or
simply based on practical experience. The man- Manhours required for 2 units = 2 x 32 hours
hour allocation is required in order to calculate the = 64 manhours
operational duration once the gang size has been Planned nr of men to achieve 2 units/week
established. It is also used in the assessment of the
rate of construction based upon the forecast com- 64 mh
pletion or handover rate. 40 hours/week
Operation - foundations = 1.5 men
Gang size - 2 labourers Optimum number of men in gang = 2 men
Manhours allocated per unit - 64 manhours Number of gangs to be used = 1 nr
Duration for one unit based on an 8 hour working
day. actual nr of men
manhours allocated Actual rate of construction = -------
Duration = - - - - - - - - - planned nr of men
gang size X 8 hours/day
x reqd rate of construction
64 hours
Duration = = 4 gang days Actual nr of men to be used on site strip
2 X 8 hours 1 gang consisting of 2 men = 2 men
Planned nr of men to achieve forecast rate of
3. Selection of 'buffer times' construction of 2 units/week = 1.5 men
2.0
The buffer time is the time period in days between Actual construction rate = - x 2.0 = 2.66
the finish of one operation and the commence- 1.5
ment of the succeeding one in the construction
sequence. The buffer period allows flexibility to be
Rate of construction required = 2.0 houses/week
built into the planning process and is intended to
Utilising the labour resources as shown the rate
prevent operations overlapping. It enables one
of construction on site strip will be faster than the
trade to be clear of the work area before the next
required rate.
trade commences.
The duration of the site strip for each unit will be:
The buffer period may be directly affected by
construction constraints such as allowances for 32 manhours/unit 32
- - - - - - = - = 2 days
curing times or drying out periods. Where related 2 men x 8 hours 16 ---

62
Line of Balance Planning Techniques Case Study 3.1
Line of Balance Principles Foundations Project

A - FOU...,DATION SEGlUE...,CE

e, - J.40U.SING SEGUENC£ I JT FI'IC

3"01NEIL

liT I' IY PLUMM

c- C 0 LUM..., SEG.U£NCE

FA&lliCAT£

FAI!.Itii:.AT£ FW!c::

D- STEEL F~AMED FACTOR.'! BUILDING

Figure 3.7 Logic diagrams

63
Line of Balance Planning Techniques Case Study 3.1
Line of Balance Principles Foundations Project

FOUNDATIONS- OPERATION 2 SITE STRIP- OPERATION 1

Manhours required for 2 units = 2 X 120 hours For the first house unit - site strip operations
= 240 manhours Commencement of first unit = Day 0
Planned number of men to 240 Completion of first unit = Day 0 + Duration
achieve 2 units/week 0 + 2 days
40 hours/week
=Day 2
= 6.0
Optimum number of men in (Nr of unit - 1) X duration
Start of last unit = - - - - - - - - - - -
gang = 3 nr Nr of gangs
Number of gangs to be used = 2 nr (10 - 1) X 2 18
-----=-=18
actual nr of men 21 21
Actual rate of construction = - - - - - - -
planned nr of men Start of last unit = Day 18
x reqd rate of construction Finish of last unit = Day 18 + Duration
Day 18 +2
Actual nr of men to be used on foundations =Day 20
Two gangs consisting of 3 men = 6 men
Planned nr of men to achieve forecast rate of Summary: Site strip
construction of 2 units/week = 6 men House unit 1 - Starts Day 0, Finishes Day 2
House unit 10- Starts Day 18, Finishes Day 20
6.0
Actual construction rate = - x 2.0 = 2.0 The balance line for the site strip has been
6.0 plotted as shown in Figure 3.8. The dotted line
Rate of construction requireJ = 2.0 hours/week indicates the movement of the gang from unit to
unit.
Using the labour resources as shown, the rate of FOUNDATIONS- OPERATION 2
construction on foundations will be at the required
rate. Commencement of first unit. As the rate of cons-
The duration of the foundations work for each truction for the foundations is slower than the site
unit will be: strip operation, the balance line for the founda-
tions construction will be at a lower gradient. The
120 manhours/unit 120 foundations works can therefore proceed relative
------- = _ = 5 days
3 men X 8 hours 24 to the completion of the site strip works to the first
house unit.
Commencement of first unit = Unit 1
The rate of construction for the site strip (2.66
units/week) is faster than the rate of construction Completion of site strip to Unit 1
for the foundations (2.0 units/week). The balance = Day 2 + 2 day buffer
line for the site strip will therefore be at a greater =Day 4
slope than that of the foundations.
Completion of foundations to Unit 1
= Day 4 + 5 day duration
=Day 9
5. Assessment of start and finish times for first and
last unit (Nr of units - 1) x duration
Start of last unit = - - - - - - - - - - -
Nr of gangs
In order to develop the balance lines for each
operation, the start and finish time of the first and (10 - 1) X 5 9 X 5
last unit must be calculated. Assume that a mini- Day4 + ---
mum buffer time of 2 days is to be allowed
2 2
between the site strip and foundation works. Day 4 + Day 22~ = Day 26~

64
 0
.:t

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,...
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0 ,....... .Q
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a
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0 , ~ i
0 "t :J ...£:!
,"'
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65
Line of Balance Planning Techniques Case Study 3.1
Line of Balance Principles Foundations Project

Completion of last unit = Day 26j Completion of foundations to Unit 10

+ 5 day duration = Day 31j + 2 day buffer
= Day 31j
Commencement of external brickwork for Unit 10
= Day 33j
Summary: Foundations
House unit 1 - Starts Day 4, Finishes Day 9 Completion of external brickwork for Unit 10
House unit 10 - Starts Day 26j, Finishes = Day 33j + 7 day duration
Day 31j = Day 40j
The balance line for the foundations has again Commencement of Unit 1 for ext. bwk
been plotted as shown in Figure 3.8.
Commencement of ext. bkw to Unit 10
(Nr of units - 1) x duration
EXTERNAL BRICKWORK- OPERATION 3
Nr of gangs
Manhours required for 2 units = 2 x 160 hours (10 - 1) X 7)
= 320 mh = Day 33j - - - - - -
3
Planned nr of men to achieve 2 units/week 9 X 7
=Day 33~- - -
320 mh 2 3
40 hours/week = Day 33j - 21 days = Day 12j
= 8.0 men Commencement of external brickwork Unit
Optimum gang size = 3.0 men 1 -day 12j
Number of gangs to be used = 3 nr Completion of brickwork Unit 1
9.0 = Day 12j + 7 days duration
Actual rate of construction = - X 2.0 = Day 19j
8.0
= 2.25 hours/week Summary: External brickwork
House Unit 1 - Starts Day 12j, Finishes Day
Rate of construction required 19j
= 2.00 hours/week House Unit 10- Starts Day 33j, Finishes Day
Using 3 gangs of 3 men the rate of construction will 40j
be faster than the required rate The relationships between the balance lines for the
160 mhs 160 three operations are shown in Figure 3.9.
Duration for 1 unit = - - - - - - - - - - Similar calculation principles are applied to all
3 men X 8 hours 24 mh operations.

= 6.7 days
say 7 days
As the rate of construction for the external brick-
work is faster than the foundations operation, the
balance line will be at a steeper gradient. The
external brickwork balance line must therefore
relate to the completion of the last house unit on
foundations in order to prevent operations over-
lapping.
Commencement of last house unit- unit 10
INFORMATION OBTAINABLE FROM LINE
OF BALANCE CHARTS
1. The line of balance chart indicates the rates of
working from one operation to the other. The
objective should be to keep all balance lines
parallel and as close as possible to the required
rate of construction. Out of balance manning
levels can be readily observed by comparing
the slopes of balance lines.

66
 r- r-
:r s·
~ ~

S, S,
Ql
= = Ql
10 ~0 3o 40 so jj;' jj;'
:I :I
1"'1 1"'1
~ ~
4D~ .,... .,
10-1-- -I
L.J ~ - - - l:u.·~ I,.,:_ =:3·,... jj;'
- - -- - E'IIT. B.Wic:
s·
1"'1
:I
:I
-a·
;;'
s· IJQ
<I>
-!
~-1 I / / I / / 1/ / I I ~
1"'1
::T
:I

rIll si I I I v / / I / I I ~~·
cd
7
s:
:I
'2
,.
~I !:
'2
J 5
Ul
.
:l
()

• """
~

3.
I ~::/ /J"Ou..DAiJ" /EXT. aw~l/ I30 "T'I
I I I I I I I I 0
d c
:I
0 2.
I
.....
I
!)
I
12.'/-.
I
lct'/:a. DU~ATio"-1 ( oAvs)
1- c.
~
~
Ql
s· :;
:I Ill
Figure 3.9 Line of balance schedule - foundations project .,"' c.c
-9.
~
-
-<
w
1"'1 •
- ....
Line of Balance Planning Techniques Case Study 3.1
Line of Balance Principles Foundations Project

2. The start and finish date for each operation Operation- FOUNDATIONS GANG DATES
relative to each unit may be abstracted and
summarised in schedule format. Scheduled
dates presented in this form aid the planning of Gang Commencement dates
work and the control of sub-contractors.
Labour Gang 1 (4) 19/6/87 Unit 1
Labour Gang 2 (9) 26/6/87 Unit 2
House Commencement date Completion date
unit
Gang Completion dates
1 (0) 15/6/87 (1) 16/6/87
2 (2) 17/6/87 (3) 18/6/87 Labour Gang 1 (29) 24/7/87 Unit 9
3 (4) 19/6/87 (5) 22/6/87 Labour Gang 2 (31j) 27/7/87 Unit 10
4 (6) 23/6/87 (7) 24/6/87
5 (8) 25/6/87 (9) 26/6/87
4. Handover dates relating to the completion of
a particular stage of work or unit completion
Note. Dates relate to the beginning or end of the may be abstracted and presented in schedule
calendar date. format.
This procedure may prove useful where sub-
contractors require occupation dates for specific
3. The start and finish date relating to each trade house units.
gang may be abstracted from the balance line. 5. A cut off line may be drawn vertically at the
From this data a labour histogram may be forecast valuation dates for the purpose of
produced. The dates for the commencement of assessing the number of units completed for
each gang may be alternatively shown in sche- each operation. This data may then be deve-
dule format. loped to form a monetary valuation forecast.

68
Line of Balance Planning Techniques Case Study 3.2
Refurbishment Project Labour Requirements

Figure 3.10 illustrates a line of balance chart for A histogram depicting the various trade gangs is
three operations relating to a refurbishment con- presented in Figure 3.12 showing full continuity of
tract. The balance lines are based on two gangs of work for each trade engaged on the project.
labourers engaged on foundations, one gang of An assessment of the labour resources for the
carpenters working on the ground floor and two foundations operation involving the utilisation of 4
gangs of bricklayers on external walls. gangs is shown in Figure 3.13. The histogram is
The labour line relating to the start and finish of produced from the balance lines by considering
each trade gang has been transferred from the line the start and finish date of each gang engaged on
of balance diagram onto the bar-chart shown in the operation.
Figure 3. 11.
Figure 3.10 Labour resources for refurbishment project
LABOU/t. R.£SOIJRCE A SSESSMf: H T
GROUN b
FOU~DA"TIOIIIS FLOOR. &RICk:WORI<.

8
...,

5
II.
0 4

I LA&OUR
I GA.,G I I
I I I
12 ";I 2 2 12 2 2 2 2 21 LABOUR I I
I I I I I I I I I I I GAII6 2 I I
I I I
I
~~~£~ \ ~1"2? I '2.12121\21212121 \2121212 121 '2/.121
I I
&RICIC.LA'I'f"R. 12 1 2 2 2 2 2 2. 2.
I I I I I I I I
2-z.l
I II 1
GAtiG I
I
&ltiCir.LAYifll
GAIIG "2.
\2·2·1·% ,2 1'2. ,z ,z ,z ,21,

LA SOUR. BAR-CHART

Figure 3.11 Resource assessment from balance lines

69
Line of Balance Planning Techniques Case Study 3.2
Refurbishment Project Labour Requirements
8

LA SOU~ H ISTOG R.AM

Figure 3.12 Histogram of labour- refurbishment project
FOLJNOATIOIJ.S
10

I I..LU.STitATIOtol TO R..ESOUR.CE
~
4 GANGS ow FO U 1>1 OA TIONS

a
......
II)

l 7 G AI>/ G I- UNIT I. S. 9
'::J
G
GA"'G 2- UNIT :z.. G. to
....
0 GAUG .3 - UNIT 3.7
5
Ql GAI>IG .... - U~>~ rr 4. 8
:z 4-

:J

I 2. .J + 5 C "J • lt I• II !'1- Ill> 1• IS 15 11 I

t .
..
7 GA""G 4 OAV t.IUIII &£ R. AT THE

STA /l. T A t.l 0 Flloo/1 SH DATE

5
GA""G 3
• Fo C. EACI-I

Tit A ""SFE.RICEI>
GAIIIG

FR.OM Llt.IE
0~ BAI..AHC~ C.HA#t.T TO
LA /10UL R.&SOUICCE
GA""G 2.
OIA G lt.A lVI

2.

GA""G
• 2.

I '& :J 4- • C. "J • ~ IO U It 1), 1.. I~ IC 11 18

bUR..ATIOI<J (OAVS)
Figure 3.13 Labour assessment based on four gangs

70
Line of Balance Planning Techniques Case Study 3.3
Access Deck Project Manning levels

PROJECT INFORMATION CAPS AND BEAM CONSTRUCTION-

OPERATION 2
As the duration of this operation is greater than the
Three operations are to be undertaken during the
previous one and involves the utilisation of one
construction on an elevated access deck. The
gang, the rate of construction will therefore be
work involves the construction of six bays. The slower. The buffer relationship must be related to
operations in each bay involve the following con-
the finish of the piling to Bay 1.
struction sequence:
Start of Bay 1 = Finish of piling to bay 1
Install piles 2 days + minimum buffer requirement
Construct pile caps and beams 4 days
= Day 2 + 1 day buffer
Fix precast deck beams 1 day
=Day 3
A minimum buffer of one day is to be allowed
between operations. One gang is to be engaged on Finish of Bay 1 = Day 3 + duration 4 days
=Day 7
each operation utilising the following gang sizes:
(6 - 1) X 4
Piling gang 3 men Start of Bay 6 =Day3 + - - - -
Caps and beams 4 men
1
Fix P.C. beams 2 men (5) X 4
= Day3 + - - -
Figure 3.14 illustrates a plan and section of the
access deck together with a logic diagram of the = Day 3 + 20 = Day 23
construction sequence.
In order to prepare the line of balance chart, it Finish of Bay 6 = Day 23 + duration 4 days
will first be necessary to assess the start and finish = Day 27
date for each operation. From these dates the
balance lines will be developed on the line of FIX PRECAST CONCRETE DECK BEAMS -
balance chart. OPERATION 3
As the duration of this operation is less than the
previous one, the rate of construction will there-
CALCULATION OF START AND FINISH fore be increased. The buffer relationship must be
DATES FOR EACH OPERAliON related to the finish of Bay 6 in order to avoid
overlapping the previous operation.
PILING- OPERATION 1 Start of Bay 6 = Finish of caps and beams Bay 6
+ minimum buffer requirement
Start of Bay 1 = Day 0 = Day 27 + 1 day buffer
Finish of Bay 1 = Day 0 +duration 2 days = Day 2 = Day 28
Finish of Bay 6 = Day 28 + duration 1 day
Start of Bay 6 = Day 29
(Nr of bays - 1) x duration (6 - 1) X 1
Day 0 + - - - - - ' - - - - - - - Start of Bay 1 = 28
Nr of gangs
(6 - 1) X 2 (5 X 2) = 28 - 5 = Day 23
Day 0 + = 0 + = Day 10
The start and finish times developed for each
Finish of Bay 6 = Day 10 + duration 2 days operation have been used to produce the line of
= Day 12 balance chart shown in Figure 3.15.
Using one gang on each operation the overall
The start and finish dates for the first and last bay contract period is 29 days.
have been indicated on the line of balance chart An assessment of the labour resources is shown
shown in Figure 3.15. in Figure 3.16.

71
Line of Balance Planning Techniques Case Study 3.3
Access Deck Project Manning Levels
ACCESS OECI<. Pll.O.JECT

0 0 0 0 0 0
.-----~~---- -~~-----·11___ - -i .------, ~--~-

1 1I 1I 1I 1I I I I
I 8AV 1 I I 2. I I 3 I I 4 1 I 5 I I r,;,l PLA 1\J
1 I I I 1 I I 1 1 I I I

L ____ !I L
I
____ !I 1_ _ _ _ _ J 1 1 I
t_ ____ J L ___ _.
1 I I I
~-!
I

0 0 0 0 0 0

JL~] ., rr . . . ~ ... [ .. JL-:fCT/ON

Figure 3.14 Plan and section - reinforced concrete platform

L 0 G I C 0 I A G R.A r-1

'2.3
INSITU Pf£CA.ST
&EA~ DECK

CoMPL£Tio"'
DAY 2.q

OI<JE GA"'G Or.l EAC#-1

0 PEil.A TIOt.J

>-
<
cQ

2. 4 c; 8 10 11. I+ 16 18 2.0 2.2. U u; 2.8 3o :!>?. 3-f. ~

~col~ DUitATIO.-J ( o""'vs)

LIIJE OF BALANCE C!.HAR.T

Figure 3.15 Line of balance schedule- reinforced concrete platform

72
Line of Balance Planning Techniques Case Study 3.3
Access Deck Project Manning Levels

A C.CESS b£CJ<. PRoJECT

lo 12. '23>
PILIIoJ~ ~ SEAMS~

O""£ GAIJG PElt.

0 P£/LATIO#ol

I I
1 PILI ... G -a LA& I I
( I )! I
C::Aa.f\EIITE~~
I< PIL( CAP.Sj BEAMS 4
I .
I 0EC."'2. L.Ae..
I< >I

7 - . .
6 - PIL£ CAPs/
8EAI"IS DEC.K

-
PILl ... CO PILE CA P.S I &EAMS
- DEC."

2. 4 • a 10 11 1,. 1co 18 10 :u. Z4 ~ us ~o 3% """'

.
:r.c:
DUilATION (DAYs)
Figure 3.16 Labour resources- reinforced concrete platform

73
Line of Balance Planning Techniques Case Study 3.3
Access Deck Project Manning Levels

METHODS OF REDUCING THE OVERALL Finish of Bay 1 = Day 3 + 4 days

PROJECT PERIOD =Day 7
Start of Bay 6 using 2 gangs
The overall duration of the project may be reduced (6 - 1) x 4 days duration
by considering the balance lines shown in Figure = Day 3 + ----------
2 gangs
3. 17. By increasing the rate of construction on the
in-situ beams operation, the balance lines will (5 X 4)
move to a more parallel position. The resulting = Day3 +---
2
effect will be a reduction in the overall project
period. = Day 3 + 10 days = Day 13
Figure 3.17 illustrates a revised line of balance
chart based on using two gangs on the beams
Finish of Bay 6 = Day 13 + 4 days = Day 17
operation. The overall period has been reduced by
OPERATION- P.C. BEAMS (WITH BUFFER AT
10 days. The assessment of the labour resources is
END OF BAY 6)
illustrated in Figure 3.18.
The assessment of the start and finish dates for
the revised manning levels is summarised as fol-
Start of Bay 6 = Day 17 + 1 = Day 18
lows:
Finish of Bay 6 =Day 18 + 1 Day= Day 19
OPERATION - PILING (6 - 1) X 1
Start of Bay 1 = Day 18 - - - - -
Start of Bay 1 = Day 0
1
Finish of Bay 1 = Day 2 = Day 18 - 5 = Day 1 3
Start of Bay 6 = Day 10
Finish of Bay 6 = Day 12 Finish of Bay 1 = Day 13 + 1 Day = Day 14

OPERATION - BEAMS
The revised line of balance chart indicates an
Start of Bay 1 = Day 2 + 1 day buffer overall reduction in the duration of 10 days (from
=Day 3 Day 29 to Day 19).

74
Line of Balance Planning Techniques Case Study 3.3
Access Deck Project Manning Levels

LIN£ OF BALANCE CHAR..T BASEI:l ON TWO

GANGS WOR..K/NG ON BE.AMS AND CAP.S

BEAMS
to 12. 1~ 11 19 tq
PIWJG
~?II~
I I
~
I
kk- OECIC:
I I

I
5
~y 2,q

I
IN TIM£
Jo DAYS

I I
I I
4
G I 8 IO
I
1:1.1 I I& 18 2o 2:2.
DAY
24 u oz.a 3o
NUW18Eitl..
%3 7 ·~ ....

Figure 3.17 Revised line of balance schedule

II
,.... C.APS AND
~
BEAMS E
~ GA'IG 2. c
6-
..._.._
IC

7
LAI!>OUR. R..ES OUR.CES
II! ~ CAP~ AWD
:J BEAMS
H/STOGR.A~
0 .s GAWG I
l!l
<
.,J
4 -
3
2 PILING-
I DECK

2. 4 CO 8 IO 12 14 I& 18 ::Z.o 2.1 2A- '2.6 2.8 30

OUA.ATION- bAY NR.

Figure 3.18 Revised labour resources

75
Line of Balance Planning Techniques Case Study 3.4
Housing Project Finishing Sequence

A line of balance chart is to be prepared for the
finishing operations on 10 houses from completion
of external brickwork to the plastering stage. The
logic diagram is shown in figure 3.19.
The rate of construction is to be based on two
houses per week and the manhours allocated to
each operation are indicated. joinery 1st fix may
commence immediately the roof tiling is com-
pleted using a minimum buffer of 2 days.
The electrical work and plumbing may be
planned to commence after the joinery work has
started, but must be complete prior to plastering.
Operation Manhours!house Nr of men
in gang
1. Total manhours to construct 2 houses.
2. Planned number of men required to complete
the required houses per week.
3. Establish gang size and number of gangs to be
used.
4. Assess the rate of building and match with the
required rate of construction.
5. Calculate duration for one house.
6. Calculate earliest start and finish date for the
operation (Unit 1).
7. Calculate the start and finish date for the last
house (Unit house 10).
8. Plot the balance lines on the chart.
9. Establish the position of the buffer and continue
with next operation.

Roof carpentry 140 3 joiners The calculation of the earliest start and finish
Roof tiling 60 2 tilers dates for the first and last house is presented in
1st fix joiner 180 3 joiners tabular form in Figure 3.20.
1st fix electrician 70 2 electricians The line of balance chart relating to the first five
1st fix plumber 110 2 plumbers operations is illustrated in Figure 3.21. The balance
Plastering 110 3 plasterers line for the plastering operation is to be based on
the completion date of the first fix plumber and
Rate of building- 2 per week electrician to the first house unit. The presentation
of the calculated data in tabular form simplifies the
The procedure to be adopted in analysing the calculation procedures. The balance line should
problem is as follows. For each operation the be developed for each operation as the calcula-
following data is to be calculated.: tions are undertaken.

fS"f:l~ :TOIHtR..

fST FIX
EL£C71LICIAN

Figure 3.19 Logic diagram - housing finishes sequence

76
Line of Balance Planning Techniques Case Study 3.4
Housing Project Finishing Sequence

Minimum buffer Line of balance -calculation sheet

2 days
Planned rate of construction 2 houses/week
a b c d e f g h i j k First house Last house
NR of men Summary
Dura
Hand Opti- No. of Actual Actual tion
MHs over Total Plan- mum gangs NRof rate of for Dura-
Operation per rate/ man ned gang to be men canst- one tion Calculation of start and finish dates Start Finish Start Finish
unit week hours 740 size used used ruction unit used
Roof 140 2 280 7 3 2 6 1.71 5.83 6.0 Start date for first house - Day 0. Completion 0 6 27 33
carcase date 0 + 6 = 6
(10-l)x6=
Start date for last house-
Day 27 2
Completion date for last house =
Day 27 + 6 = 33
Tiling 60 2 120 3 2 1 2 1.33 3.75 4.0 Rate of construction as previous operation - 8 12 44 48
allow buffer at finish of house unit 1.
Start date for first house = Day 6 + 2 = Day 8
Finish date for first house= Day 8 + 4 =Day 12
Start date for last house= 8 + (lO- l) x 4 =
Day44 1
Finish date for last house = Day 44 + 4 = Day 48
First fix 180 2 360 9 3 3 9 2.0 7.5 8.0 Rate of construction is increased relative to J26 34 50 58
joiner previous operation therefore buffer to be
positioned at finish of house unit 10.
Start date for last house = Day 48 + 2 =
Day 50
Finish date for last house = Day 50 + 8 = Day 58
Start date of first house =
Day 50- (lO-l) x 8 =Day26
3
Finish date of first house= Day 26 + 8 =Day 34
First fix 70 2 140 3.5 2 2 4 2.28 4.37 4.0 Rate of construction is increased relative to 36 40 54 58
electrician previous operation therefore assume joinery
and electrical work to house unit 10
finish at the same time (that is, Day 58)
Finish date for last house = Day 58. Start date
for last house 58 - 4 =Day 54.
Start date for first house =
(10-1) x4
Day 54 - 2 = Day 54 - 18 = Day 363

Start date for first house = Day 36 + 4 days =

Day40
First fix 110 2 220 5.5 2 3 6 2.18 6.87 7.0 Rate of construction slower than first fix joiner 30 37 51 58
therefore the joiner and plumber may start at
house 10.
Finish date of last house= Day 58. Start date
for last house= 58 - 7 =Day 51
Startoffirsthouse=51- (lO-l) x 7 =
51-21 =Day30 3
d h b
- C X- -- Finish of first house = Day 30 + 7 days =
40 e fx8 Day 37

Figure 3.20 Line of balance - calculation sheet

77
Line of Balance Planning Techniques Case Study 3.4
Housing Project Finishing Sequence
L 0 GIC

/Sr FIX
ELECT/l.IC IAN

~I ~II I
IO

2.

I ' ' I I I

ol ~' g! it! ~I
bLJ R.ATION ( OAVS)

Figure 3.21 Line of balance schedule - housing finishes sequence

78
Line of Balance Planning Techniques
Housing Project
PROJECT INFORMATION
The logic diagram and line of balance chart for six
operations on a housing project are shown in
Figure 3.22.
The valuation dates at the end of each month
have been indicated on the diagram at day 30, 60,
85 and 115. At each valuation date a forecast
valuation assessment may be prepared based on
the number of units completed for each operation.
In order to aid the valuation assessment the data
from the balance lines may be presented in the
format shown in figure 3.23. The number of units
completed at each valuation date is depicted by
the stepped line on the valuation chart. The
number of units completed are summarised along
the bottom of the chart together with the valuation
assessment at each valuation date.
79
Case Study 3.5
Valuation Assessment
Valuation 1 Day 30 Cumulative value£ 10,400
2 Day 60 £ 44,000
3 Day 85 £ 67,600
4 Day 115 £107,500
The cumulative valuation forecast is presented
graphically in Figure 3.24. During the progress of
works on site the actual value released may be
assessed at each valuation stage and matched
against the valuation forecast.
Figure 3.25 indicates the line of balance chart
progress recorded to Day 60. The progress posi-
tion indicates that the foundations operation was
completed ahead of programme; the superstruc-
ture operation is four units behind programme;
and the roof operation is on schedule. This has the
overall effect of the valuation at Day 60 being less
than the forecast amount.
 ::1: ~
0 ::I
c ~

"'
:r
CJCI
s.
22. =
""C
.., ll.l
QT
..2. ::I
VALUATio"-1 DATES ~ I")
il ~
lq-1 v I I 'I I I I I I I I I VAL 11/'L I - DAY 30 ""C
ill
VAL. NIL 2 - DAY 60 ::I
::I
VAL. Nl. 3 - DAY 85 :r
I CJCI
lcD-1 I I I I I I I I y I I I VAL. NA. 4 - bAY 115
-l
~
I")
:::r
::I

13-, I II I ~ L I !t ,~·
If)
I f I:> I
1-
-
'Z 10
:J

t--
~
O:l -J 7 _,
a I ~ I ... ~
' ' .. ' ' . ' -- ' ' . ' ' LIN£ OF 13ALANC£
CHAR.T 2.2. FLATS

VALUATlo~
lilA. I VJ I
VALUATio..,__r-j
NA. 2. ~ VALUA~
VALUATIOt.l - I
N«.3 ~ II/A.4 ~
LOGIC DIAGRAM ~
cll.l
fouNOATIO"'S SuPIItSTl.UC:T ltOOF II\IT. PAR.TlTIOII £UCTR.ICAL PLASTP.Eft
n
ll.l
() >() >0 >0 >() £) >() 6·::I
> "'~
~ Ill
Figure 3.22 Line of balance schedule - valuation stages ~
"' c -
"'
3 -<c.
~ w
::I •
- t.n
 :I: r-
0 :r
c ~
Ill
V ALUATI0"-1 FOR.£ CAST BASED ON Ll 1-.1£ Of BALANCE :r 0
lXI
Cl:l
Q,l

VALUATIOIJ I VAWitTION < ..."'CI

.2.
-
Qi"
::I
DAY 30 < 2 3. ToTAL. VALUE ~ t"'
t"' ~
Factory Project

I Jt21 ooo "'CI

UNIT 3 4 5 ~ , 1 e 1 .., ,.,;r 11 r ~~T ~~ ·~ •sl•c;l ,,lurll'fl7.ol 2.11 '22. u ..... T -
'' z. Qi"
Ir ::I
Bar-chart Programme

::I
:r
lXI
f:OUr.J OATIOIJS
-l
~
t"'
:r
::I
I S U P[R.STRUCTUieE 15"
c
1\.. VAL. I ~
I Ill

R.ooF
"VAL. 2
VALUATION 4 INT. PARTITIOIJ

O:l

ELEC'TR.I C1AIJ

VAL. 3
PLASTER Eli:.

VAL.4

l.lo.IIT IIJ 2J 3l4l 5l Gj •JI SJ 9Jiol 11l17.J13I l'tJisl 1C>li,J18ll,l7.ol2.1l2.~ U""IT

VAL._,R Fb"T.S S IJPE R.STRUaURE ROOF INT. PTI'IS ELECTiliCIAfol PUS. TOTALVAWE f>AV NL
--- 13- fsoo
-- 30 <
Q,l
4 .... 000 60 c
2
3
22.-1800
12.- tsoo
·~-t 12.00 4Co-f coo
r400 c;7GOO ss
Q,l

15" ("")
:2.2-fl:r.oo 22-fGoo •o-feoo 4-f6oo Q,l
::I
4 u-( soo 22-f120o 22-/Goo 22-rsoo :zz-.('coo r'5..fisoo .fto7,5oo 115
-
;:;...
Ill
~
Ill ..,.,
Ill
~
Ill
cQ.
Figure 3.23 Valuation forecast based on line of balance schedule Ill
3 -<
~
-w
::I
Case Study 2.2
Project Cash Flow

1.n
-
Line of Balance Planning Techniques Case Study 3.5
Housing Project Valuation Assessment

Ct.J MULATIVE VALUE FOR.ECAST

BASED ON LINE OF SALAfoiCr:

·~
110

100

CUMULATIVE :.\
VAUJE FOilECAST \,\.

So

7o
_______ ..,.
,.......
0
0
0
~
5o
\J
,4400

"'::J 3q:z.oo (ACTUAL VALUE ~liiLiiASED

..I AT VALUATIO~ NQ 2.)
<
>

10

to qo IOO IIO 110 Ilk> 1 ...0

DUe.ATION ( l>AVS)
Figure 3.24 Valuation time curve - housing sequence

82
Line of Balance Planning Techniques Case Study 3.5
Housing Project Valuation Assessment

2.2

I
1'1 -
I
I

., I

'"
I
1- I
7
:I

Ill
Ill
::J
·~
0
::t
IO
u.
0
Qr!

"'
10
1

~
'Z:
I+

DUit.ATION - WOR.K.IA/G OAYS

Figure 3.25 Line of balance- progress position, Day 60

83
Line of Balance Planning Techniques Exercises

EXERCISE 3.1 - LINE OF BALANCE: handover rate is 2 houses per week and a 40
HOUSING PROJECT hour week is to be worked.

Figure 3.2.6 shows a logic diagram for one

(a) Outline the uses and advantages of a Line of house. Figure 3.2.7 indicates the manhours per
Balance Programme (Elemental trend analysis). operation and the existing gang sizes.

(b) Prepare a Line of Balance programme for the (CIOB. Direct Membership Examination - Build-
construction of 10 houses. The proposed ing Production and Management Paper - 1986)

I
PLUM & I#>#G
EL~CTILICS

PLIUTIULIIIG

Figure 3.26 Logic diagram - 10 houses

Ol'liii.ATIOI>J 0 P£A.ATION MANUOUil.S Ext :ST,.#t;

Nil.. PaiL UNIT GA"'G SIZ £

, S Ll &STLUCTUII..E loo 4
2 S U Pi: lt.STil.I.ICTUIII./£ 000 8
3 t= IIII.:ST F/'tCING 2.00 6
If Pt...I.IN16ti#G I ElSCTitiC.S tOO 3
s PL.I'!:ST&Je.tNG So I

6 F/~ING .2.00 2.
t= '"'"' L.

Figure 3.27 Man hours per operation for 10 houses

84
Line of Balance Planning Techniques
EXERCISE 3.2- LINE OF BALANCE:
HOUSING PROJECT
Part of the programme prepared by a trainee
planning engineer for the construction of 12 houses
is shown in Figure 3.28. The site manager con-
siders that the total duration for the 1st fix, plast-
ering and 2nd fix activities is excessive and it ought
to be completed in less than 50 days.
(a) Comment on the programme produced by the
trainee planning engineer.
(b) Prepare a line of balance chart that provides
continuity of work and shows the work com-
pleted in the time indicated by the site
manager (activity durations are not to be
changed).
(c) Discuss the main differences between the two
line of balance diagrams produced.
(CIOB. Member Part II - Building Production and
Management Paper- 1985)
85
Exercises
EXERCISE 3.3
(a) Explain the purpose of using line of balance
techniques when programming repetitive
building work.
(b) The residential flats shown in figure 3.29 are
being extensively refurbished. Structural recon-
ditioning and services carcasing are complete
and finishing work is now required.
Prepare a line of balance programme for the
finishing work using the information contained on
the drawing. The client requires a rate of handover
of one floor per week. An eight hour day and five
day week are being worked.
Figure 3.30 indicates a logic diagram for the
finishing sequence for a pair of flats together with
the manhours allocated to each operation.
(CIOB. Member Part II Examination - Manage-
ment II Resit Paper- 1986)
 ....
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OVERALL PR..oJ I<CT "'CC
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PER.IO D 1.50 DAV.S :I
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- ... . - ... . . A· PuJH&ING JST FJ)(- 6 I)AVS .s·
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9 C.- CAR.Pii toiT"R. I'" FIX - 3 DAYS
b- PLASTU.It.JG- .5 OAVS
8
.,.. £- PLUto! I!> IN 6 2•o FlY.· 4 I)Avs
O::l Ill 7
0\ I :1 f- li:LfC:TRICAL 2"• FIX- 2. DAYS
0
:J:
6 G· CAR.PEtHn. 2"• FJ)( - t; DAYS
...0
at 5
:&
X
::J 4
2

0 9o \oo Ho 12.o l~o 14o 15o I&O

WOR.KI.,O DA"'S

Figure 3.28 Line of balance diagram

!TI
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Line of Balance Planning Techniques Exercises

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87
Line of Balance Planning Techniques Exercises

/
/

FINISHING SEQUENCE FOR. PAIR.

OF FLATS

D £SC liUPTI 0~ MAN HOURS: PE2.

ACTIVIlY
PAl It

A ELFCTR.ICAL Fl~ST Fl')( '2.2

B J"OINER FllST Fl'X I DR.'/ LINlt.IG 33
c CEILINGS 25
D ELE C:UICAL SECOND !=DC II
£ JOINERY SECOND FIX 52
F PAII-JTJNG At.JO DECOUTI~G 30

Figure 3.30 Logic diagram and manhour allocation

88
 Chapter 4
Case Studies relating to Network
Techniques
4.1 - Network Analysis Principles 4.7- Concrete Tank and Pumphouse Building
Network principles and format of presenta- Development of cost envelopes based on a
tion network sequence
Network/bar-chart relationships Presentation of cost envelope based on
earliest and latest start times
4.2 - Bases and Column Sequence
Network analysis and the relationship to
4.8 - Foundations Project
time scaled diagrams
Labour resource allocation for the construc-
tion of the foundations to six blocks of flats
4.3 - Internal Finishes to a House
Labour resourced on bar-chart in order to
Analysis of network sequence and presen-
assess minimum number of site visits for
tation of analysis in bar-chart form and time
labour
scaled format

4.4 - Drainage Work: Ladder Diagram 4.9- Time-Cost Optimisation: Principles

Ladder sequence for drainage work intro- Principles and terminology relating to time-
ducing lead and lag relationships cost optimisation (least cost scheduling)
Bar-chart presentations showing overlapp- Relationship between direct cost and indi-
ing of activities rect cost

4.5 - Station Modernisation Project

Network diagram relating to railway station
refurbishment project
Bar-chart display to be developed from
analysis of network
4.6 - Sequence Study: Precast Concrete Retain-
ing Wall
Analysis of short-term planning sequence
study relating to foundation construction
and precast concrete wall erection
4.1 0 - Cost Optimisation Case Studies
Two case studies relating to time-cost
optimisation in order to reduce the overall
duration of a network sequence
Presentation of indirect cost, direct cost
and total project costs in graphical format
Chapter exercises based on network analysis
problems
Exercises 1 to 6

89
Network Analysis
Principles
The network principles outlined in the exercises
are based on the format shown in Figure 4.1 A. It is
not intended to explain the principles of preparing
network logic diagrams, as it is expected that the
reader will already be familiar with the principles
involved.
In the exercises and case studies the float calcu-
lations are all based on the total float assessment. A
series of analysed network diagrams illustrating a
variety of relationships is shown in Figures 4.1,
4.2, 4.3 and 4.4. It is suggested that the reader
follows through the analysis process on these
examples before continuing with the case study
examples. Figure 4.5 illustrates the float relation-
ships together with the procedure for preparing
and analysing a network.
The relationships between activities may be
more readily understood by presenting the net-
work in the form of a bar-chart. This enables the
float relationship to be more clearly expressed.
Critical activities may be linked on the bar-chart by
an arrow or dotted line enabling the chart to be
clearly interpreted. The bar-chart or calendar for-
mat may be readily prepared by abstracting data
from the network relative to the event number,
earliest start, duration and float. Figure 4.6A shows
the relationship for activities A, B and C which run
end on in the form of finish to start relationships.
All the activities are critical in order to complete
90
Case Study 4.1
Presentation and Relationships
the sequence by the end of Day 12. Bar-charts
are also displayed for the networks illustrated in
Figures 4.6B and 4.6C.
The bar-chart format is more readily acceptable
at site management level as it indicates clearly the
critical activities in order to complete the sequence
in the shortest time. Management by exception
thus becomes possible.
The use of computers to undertake the numerical
analysis of the network is gaining favour within the
larger organisations. The computer is being used as
a head office tool to produce bar-chart displays
based on the network; these are then utilised on
site as the master contract programme. The com-
puter may also produce labour resource forecasts
based on the earliest or latest start together with
resource levelling procedures. The bar-chart may
be progress recorded using colour codings or be
re-run through the computer to produce updated
reports.
Management must be aware of the problem of
producing too many computer updates which
completely confuse the site manager. Paper chase
management systems usually result in chaos.
A number of case studies are presented in order
to expand the relationships outlined. Each case
study is intended to extend the application areas in
order to demonstrate a wide range of ideas of
practical interest to planning staff and site manage-
ment personnel.
Network Analysis Case Study 4.1
Principles Presentation and Relationships

8fGI>I~G EV&~T eND EVENT OF EUC> EtJ~,.T Of'

OF AC.TIIIITY A ACTIVITY A ACTI\IITY 6
L.ATCST FI~ISU ~AT~ ST FtlllSU
Of' ACTNIT'I A o,: ACT'IIIIT"/ 8

l:.A~&.IEST STAA.T £Aif.LI~ST' STA/lT E.ALLIEST STAILT

OF ACTIVIT"''' A oF ACTIVITY ~ OF Ac.nvrrt c

Figure 4.1A

Figure 4.18

Acccu~
4

Figure 4.1C

Figure 4.1 D Network principles

91
Network Analysis Case Study 4.1
Principles Presentation and Relationships

N£TioJOR.I<. RELATIONS I-IlPS

AC!Th/IT"f I= CANII<IOT 3T14/t.T V"'Til.. ACTIVIT'/ A, 8 14"'0 C

ACT. 0 ACT. E
II+

AcTn/ITII£$ A, 13 A"'O C ALl£ COM,LiiTE ON OAY 35

AC.TIVITI!I:S 0 141>10 E Ajl.£ CoMP&.l£Ta: 0"' OAV 2.8

ACTIVITY F CA I>INOT COMMa:,c& UNTIL.

C>AV 35

FL.oAT

TOTAL. : [l-ATEST ~INISI+- £,1\/LLIEST STAILT] - bU~ATION

FLOAT

ALL AC.TIVITII/i$ WIT#-1 ZliltO Fl-OAT Alt.& CIUTICAI.

To TI-lE EA/t.LI£ST COMPLETION OF THE PICOJECT

OUtvtMV A ~ILOW.S ----~ MAY 8£ 1-.IT~OOUCE.b

TO CLAR..IF'Y R.ELATIOI>J SHIPS • AT NOOE Pou.JTS

0~ I lol T£"112. S: £'C. T IOI'J.S AL.WAVS CAIULY TUI! I-IIGHE3T

OAV Fotc..Witll.b WHEN A SSESSIHG

THE E,t\fl.LI&ST STAA.TS.

Figure 4.2 Network relationships

92
 R.E:LA TION SHIPS

A L T£71. NATII/£ Foll.,.,.S o,: Pll.~ENTATiolo/

xk)
I.V£#JT N/1.

EAR.LIE.ST LATaST El/E.NT

STA"-T FIAIISH Nil.

Figure 4.3A

!"'CC. To A£"bllc.t0 L.IN£L.

18 -,
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Figure 4.38 Network diagrams

93
Network Analysis Case Study 4.1
Principles Presentation and Relationships

LAl:>D£R.. 0/AGR..AM

PUMPI-IOUS£ AA/0 OUTFALL

CON STR.UCTION

Figure 4.4 Network ladder diagram

94
 :::'
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PR.OCEOUR.£ INH EN PR.E PAR.ING A NETWOR.I<. DIAGRAM !:!. -
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-<
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3. Drofl: OCJ~ N..e. n el:worlc. b::J c.arefc.l C.h&c.k H-e. "u_e.,.•c. 0" ,.,,,.,1'.
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Pos-. H..e. ,uctrbo" - wJ..o'cJ.. oc:l:rv.·t rcr c.a, "c.~ ·~~if~r

occ:.vr CoJo.tker?- wJ...reh oc:l:t\1 ,·t.cs ""'uri: I t:1 .. ,. !- ; ::J
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DUI'ATION TOTAL t=LOAT
Ca""::J the. h;jf.,est: olo.j """"be.r {orwa.rJ
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o.~ 1"\0dt.. ,.;l::errecJ:io.-.~.
~
(2.1- 1o) - S a ~ l; .,
7 Esto.l>lorh the. earlres:l: c.o .... rfel:•o·"' c:/a+.c. ~· ''(
... IL ~
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for the se.,uc.nce - e..,+er ~is do~ ~
:z: ::I
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2' 0
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Figure 4.5 Procedure when analysing a network diagram ii -<
'tl •
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Figure 4.6A
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Figure 4.6C

Bar-char t-network relationships

Network Analysis
Bases and Column Sequence
Figure 4. 7 illustrates a network diagram for
a base and column sequence. Analysis of the
network indicates an overall duration of 20 days.
The network has been connected to a bar-chart or
calendar format as shown in Figure 4.8. This has
been achieved by first considering the operations
on the critical path and presenting them to a time
scale. The activity descriptions have been entered
over the bar lines. Figure 4.8 illustrates the earliest
start situation and in no way takes account of
continuity of labour gangs. By considering float
times on non-critical operations, the time scaled
presentation has been redrafted in Figure 4. 9.
97
Case Study 4.2
Time Scaled Diagrams
Vertical lines have been introduced to link related
operations in order to denote continuity of gangs.
The site strip and excavation to trench 1 and 2 are
to be undertaken by the same gang. A similar
relationship is shown between the carpenter gang
making and fixing the column shutters to trench 1
and trench 2. In order to accommodate the rein-
forcement fixing, it will necessitate increasing the
gang size on the fixing of the column reinforce-
ment. Shading has been introduced in Figure 4. 9
in order that the gangs may be related to the
operations they are undertaking.
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3c "' iii'
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tl'l
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Figure 4.7 Network diagram - base and column sequence

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 Figure 4.8 Time scale bar-chart presentation

TIM/i - SC:ALI CSA HAitT S.AS£ .1'\#10

•c: COLUM,., SEQ.c.J£ I>IC:£
f./1 arclt. Aprn

Concrete
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Figure 4.9 Time scale bar-chart- labour balanced
Network Analysis
Internal Finishes
Figure 4.10 indicates the network diagram for the
internal finishes to a house. Earliest start times for
each activity have been entered on the network
diagram. The calculation of the latest event times
and float may be entered by the reader.
Figure 4.11 shows the analysed network indicat-
ing the critical path as those activities with zero
float. Part of the network sequence is presented in
bar-chart format in Figure 4.12; this covers the first
4-5 days of the contract period. In this case the
critical activities have been grouped together and
entered as the first operations on the bar-chart.
Figure 4.13 illustrates a time scaled network
produced from the network diagram. Critical acti-
vities have been devoted as a single line on
the time scaled diagram by simply linking them
together end on. Operational descriptions have
100
Case Study 4.3
Bar-chartffime Scaled Formats
been entered over the bar lines to clarify the
sequence of operations. Non-critical activities with
shared float times have been linked together and
again represented as a single line of the bar-chart.
This can be seen by considering the services
activities on the network diagram linking events 1,
6, 10 and 15. Each of the activities has a 19 day
float. The float, however, is shared by the three
activities. In the event of activities 1-6 being
delayed 19 days, then the remaining activities on
the loop become critical.
The relationship can be more readily expressed
in bar-chart format in the form of a time scaled
diagram as shown in Figure 4.13. The activity
durations for the three services activities have been
linked together end on and the 19 days shared
float time dotted in after the last operation.
 SEi..lltC£ Tll.EIJCH £x.c.AVItTION 1-RY SEICIItC(;S
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Figure 4.10 Network diagram- internal finishes
 SER.VtC/& "Tif.EIVCH Exc.
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Figure 4.11 Analysed network diagram - internal finishes

 8Ail.-C HAtl.T ]) ISPI.A'I INT£1tNAI. FINISHES

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Figure 4.12 Bar-chart presentation - internal finishes
 ;-
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TIM~ - SCAL£ SAR:CHA/1.7 1'-IT&R.N.AL. FINISH£ S
-~ .Q
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Figure 4.13 Time scaled bar-chart presentation - internal finishes e!.
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-
Network Analysis
Drainage Work
This example is intended to illustrate the applica-
tion of ladder diagrams to repetitive operations. In
this way the movement of gangs between success-
ive acitvities may be shown for such sequences as
foundations, drainage work and internal finishes.
The technique is used in order to show the move-
ment of labour from one unit to another. Figure
4.14 illustrates a ladder diagram for a drainage
sequence involving the excavation of trenches,
laying pipes and constructing manholes. Each
operation is to be undertaken by a separate gang
moving from trench to trench as the work pro-
ceeds. The relationship shown on the network
illustrates finish to start relationships in all cases,
that is, the excavation of trench 1 must be com-
pleted before pipelaying commences. In order to
introduce the overlapping of activities between
related operations, lead and lag relationships may
105
Case Study 4.4
Ladder Sequence
be introduced as illustrated in Figure 4.15. This
situation more clearly reflects the practical con-
struction sequence on site. The pipelaying opera-
tions are shown to start 1 day after the commence-
ment of the excavation work.
Lead times enable overlaps to be established
between the start of related activities and lag times
relate to the difference in time between their
finishes. The logic of the construction sequence
must be maintained as the laying of pipes cannot
commence until the trench has been excavated in
part.
Figures 4.16 and 4.17 illustrate the bar-charts
produced from the network analysis. The introduc-
tion of lead and lag relationships provides a means
of reducing the overall duration of a construction
sequence by taking maximum advantage of over-
laps between related activities.
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 &A~- CHAR-T OISPLA'f OR.AINAG£ WOR.I<. L.EA.l> AAIO L.A a
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Network Analysis Case Study 4.5
Station Modernisation Project Critical Path

Figure 4.18 illustrates a network diagram for the the temporary works to the subway tunnel.
initial stages of a railway modernisation project. The network diagram is to be analysed by the
After the site has been set up, work is due to reader and the critical path established.
commence on the demolitions, subway bases and

110
 MAt.IU~ACTUit£ P. c. BEAMS
,.

COH.ITA:VCT"
/NT". w.-&.&.S
2.

Figure 4.18 Network diagram- railway modernisation project

Network Analysis
Precast Concrete Retaining Wall
The project involves the construction of a precast
concrete retaining wall and in-situ concrete foun-
dation. The work is to be undertaken in 15 m
sections in order to accommodate 20 precast
concrete panels. Figure 4.19 indicates a plan of
four wall sections together with a cross-section
showing the foundation and precast wall. A net-
work diagram for the construction of the founda-
tion and erection of the precast concrete wall is
shown for wall sections A, B and C. An extract
from the bar-chart produced from the network
is depicted showing continuity of work for the
excavation and formwork gang.
Figure 4.20 indicates a network diagram for the
first 20 days of the project in order to form the basis
of the short-term planning. The planned operations
include four sections of precast retaining wall,
excavation to the lock mouth and the drainage
works up to manhole 2.
112
Case Study 4.6
Sequence Study
Figure 4.21 indicates a bar-chart produced from
the network diagram showing the operations relat-
ing to the utilisation of plant linked together with a
dotted line.
The network sequence incorporates a ladder
diagram relationship between the drainage activi-
ties. The case study clearly indicates the advan-
tages of using network analysis techniques for
short-term planning procedures. The bar-chart dis-
play may be updated by colour coding using the
normal bar-chart progressing procedures. In order
to relate the network diagram to a calendar time
format, highlight flags may be used to convert
contract day numbers readily to a calendar date.
A number of calendar dates have been included
on the network diagram shown in Figure 4.20
based on a contract commencement date of
August 5th.
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Figure 4.20 Network diagram - 4 week contract period

 5HOR..T TER.M PR.OGR.AMM£ - 4 W££ K PERIOD.

AUG. s ~ 7 8 3 12 13 Ill- IS If; 19 2.o 21 '2.~ 23 2.4 2."7 28 '2.9 3o 2. 3

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Figure 4.21 Bar-chart presentation - 4 week contract period

Network Analysis
Concrete Tank and Pumphouse
A cost envelope may be developed from a network
sequence by analysing the rate of income or
expenditure based on the earliest and latest start
situation. This may be achieved by producing
bar-charts based on the latest or earliest start and
entering on the bar lines the forecast value or cost
relative to each operation. The rate of working or
release of monies may be assumed directly propor-
tional to time or allocated on a disproportionate
basis.
The cost envelope may be used as a basis for
providing a valuation forecast based on the earliest
start situation or as an aid for site cost control. In
this way a labour cost envelope may be developed
against which the cumulative labour cost may be
plotted as work proceeds on site. The cumulative
labour expenditure should fall between the enve-
lope lines produced.
In order to illustrate the principles of preparing a
cost envelope, the network diagram for the tank
and pumphouse building as shown in Figure 4.22
will be used. Activity durations are shown in weeks
and the budget value for each activity is also
indicated.
Analysis of the network is shown in Figure 4.23
indicating an overall contract period of 18 weeks
based on a contract value of £153,000. Figure
116
Case Study 4.7
Developing Cost Envelope from Network Diagram
4.24 illustrates the earliest start bar-chart with the
forecast value allocated to each operation on a
proportional time basis. An assessment of the
weekly and cumulative budget has been entered
along the lower section of the bar-chart display.
Figure 4.25 shows a bar-chart of the latest start
situation together with the cumulative value.
The cumulative value forecast for the earliest
and latest starts has been presented graphically to
form the cost envelope shown in Figure 4.26. Data
relating to the cumulative value forecast at four
weekly intervals, based on the earliest start situa-
tion, is shown in tabular form alongside the cast
envelope.
A cost envelope based on the forecast labour
cost of the contractor's own work is shown in
Figure 4.27. This has been developed from an
anlysis of the labour contract for each operation
being undertaken by the contractor and is to form
the basis of the labour cost control procedures.
The cumulative labour cost to the end of week 4
has been indicated on the envelope diagram.
When comparing the actual labour cost with the
forecast cost, the progress position must be care-
fully reviewed. The reason for the cost being less
than forecast could simply be related to the fact
that the contract is behind programme.
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Network Analysis

LAT~ST STA/l.T 8A~CHAil.T :I "'

E·AK Ac:nvtTY LS Oul.. FLDifl Q.
t:: I 2 :3 4 s 7 8 ~ IO II I:Z. 13 I 'f. IS IG 17 ll ""C'
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4--S ACt:.liSS /U>AO I 3 0 12. 4 '+ :I"
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Concrete Tank and Pumphouse

/-2 OI!.TAIIJ GLVarES ::2. ::2. 2. -

2-3 f!A6~CPIT'Il. TANIC.S 4 2. 2. /2 " "
3-~ TANIC. LINING r; I
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7-8 WALL t=OcJWO/tTION 9 0 12. 4 4 4

3
I
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N 3
a /::2. 0
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Figure 4.25 Latest start bar-chart - pumphouse and tank project ... -<Ill .a:.
Developing Cost Envelope from Network Diagram
Case Study 4.7

3 ~
Network Analysis Case Study 4.7
Concrete Tank and Pumphouse Developing Cost Envelope from Network Diagram

I
I
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CO/>JCR.£T£ TA.NIC A NO
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Figure 4.26 Cost envelope - valuation forecast

121
Network Analysis Case Study 4.7
Concrete Tank and Pumphouse Developing Cost Envelope from Network Diagram

51 COI<JC/I..ETE TAN~ ANO

PUMPHOUSE f!UII.OING

EAR.LIE:ST

CoST

,_ 32
Ill
0
u 28
AT j.J££1(. 8 PltOG~1414&
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LA&olJR. COST

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Figure 4.27 Cost envelope - labour cost forecast

122
Network Analysis
Foundations Project
The objective of resource allocation is to obtain
maximum continuity of work for each labour gang
engaged on the project. This may be achieved by
using float times on non-critical activities in order
to ensure maximum continuity of work. By careful
planning, a gang may be moved from critical to
non-critical activities in order to maintain continu-
ity. This process aids labour smoothing and ensures
maximum use of a gang once they are on site.
Consideration should be given to bringing sub-
contract gangs onto the site for a minimum
number of visits. It may be more convenient to
prepare four roofs for tiling prior to calling the tiling
sub-contractor to site. This will result in better
continuity of work for the tiling contractor and the
trade gangs following the tiling work. It may prove
more beneficial to delay commencing a particular
trade in order to achieve continuity of work once
the sub-contractor is on site.
Figure 4.28 illustrates a ladder network for the
construction of foundations to six blocks of flats.
The sequence involves the utilisation of three trade
gangs - for example, labourers, bricklayers and
123
Case Study 4.8
Labour Resource Allocation
joiners. Figure 4.29 indicates the analysed network
diagram with the critical path following the foun-
dations activity for blocks one to six. Figure 4.30
indicates a bar-chart produced from the network
showing the earliest start situation. The labour
requirements for the three trade gangs are shown
on the bar-chart.
Full continuity of work can only be achieved for
the foundations gang with the brickwork and join-
ery trades visiting the site intermittently on six
occasions.
By considering the float times on the non-critical
activities for the bricklayers and joiners, the
number of visits to site may be reduced. The
network has been presented in the form of a time
scaled display in Figure 4. 31 and the float times
utilised to obtain better continuity of work for the
brickwork and ground floor operations.
Figure 4.32 illustrates a labour resource diagram
based on the earliest start situation and the opti-
mum labour requirements are shown in Figure
4.31.
 8LOCI< I

FNONS BLOCK 2.
5

F NOIJS
BLOCk: 3
5

..... ~NIIIJS
N
..,. BLOC.#c: 4
5

FoUI>IbATIOI>I s PR.OJECT
'FNONS
8LOC#c: S'
- G FLATS 5

LAaoull.. P£R.. .BLocK.

Foui'JbATioN.S - 3 LA aoua.ER.S .8LOCI< (; FNOI<I.S
Slt./CliC.WOilk - 2. SAIC.IC.L.A"I!Ut..S s
G. F. :T 0 I.ST.S ::Z. :TOI..,.R.S

Figure 4.28 Network ladder diagram - foundations project

 BLOCIC I

B Lo c.K. 2.

BLock: 3
s

N
l.n
BLo c.Jr:. 4

FOUIIDATIONS Pll.03ECT
BLoc.c S
- G FLATS

BLock:. t:.

Figure 4.29 Analysed network- foundation project

 FouNDATioN PR. O.J E. c T B~R.-CHAR.T E~R.LICST START

E.- 1<1.
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Figure 4.30 Bar-chart presentation - earliest start labour resources

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Figure 4.31 Time scaled bar-chart- balanced labour resources

 LA&ouR. /l.ESOUR.C£ ALLOCATION BALANCED LABOUR.

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Figure 4.32 Labour resources histogram

Network Analysis
Time-Cost Optimisation
In certain cases, both at the tender negotiation
stage and the contract planning stage, the overall
project period may need to be reduced. This may
occur where the client requires an earlier occupa-
tion of the building or where complex mainte-
nance work is being undertaken during a factory
close down period. The client may need to be
informed of the additional costs involved in speed-
ing up the work in order to achieve revised hand-
over or completion dates. The use of least cost
optimisation techniques based on network plann-
ing may assist in analysing the situation.
The cost assessment involves the contractor
assessing both the direct and indirect costs of
undertaking the work.
Labour costs
Plant costs
Direct costs
Material costs
include
Sub-contractor costs
Recovery of profit
Costs associated with
pre Ii m naries
i
Indirect costs
Costs relating to
include
supervision
Head office expenses
Indirect costs increase as the project duration
increases - hence a reduction in the overall pro-
ject duration will reflect a corresponding reduction
in the indirect costs.
In order to reduce the duration of an activity it
will be necessary to consider:
1. Engaging additional labour by increasing the
gang size or increasing the number of gangs.
2. Working additional hours per day- overtime
working and weekend working.
3. Increasing plant resources- bringing onto site
additional plant and temporary works facilities.
4. Utilising additional materials in the form of
additional formwork materials.
The effect of increasing resources will directly
increase the direct cost of an activity. The total
project cost will be the summation of the indirect
and direct costs.
129
Case Study 4.9
Principles
TERMINOLOGY
The following terms are used in relation to time
cost optimisation techniques:
Normal time- Time allocated to complete the
activity using the planned re-
sources.
Crash time - Time allocated to complete the
activity using the increased re-
sources.
Normal cost - The direct cost of undertaking the
activity using the planned re-
sources.
Crash cost - The direct cost of undertaking the
activity using the increased re-
sources.
Total project- The summation of the indirect and
cost direct costs allocated to all activi-
ties in the construction sequence.
Cost slope - The additional cost per day in
order to reduce the activity dura-
tion by one unit of time (one day
or one week, whichever is appro-
priate).
Crash Cost- Normal Cost
Cost slope
Normal time - Crash time
= £per day
or
Increase in cost
Cost slope = =£per day
Reduction in time
The cost slope is used to establish
the rank order of activities on the
critical path. Activities with a lower
cost slope value are considered
first in order to achieve the most
beneficial least cost situations.
Optimum - This is the duration at which the
duration most beneficial least cost situation
occurs.
The problem may be to assess the least cost
situation at the optimum duration by considering
the cost situation for each day of the construction
sequence. More frequently, one may be required
to assess the additional costs likely to be incurred
in reducing the project period by x number of
Network Analysis
Time-Cost Optimisation
days. The relationship between normal time, crash
time, normal cost and crash cost is shown graphi-
cally in Figure 4.33. Indirect costs of fx per day are
depicted along the bottom axis of the chart.
PROCEDURE IN PREPARING A
COST-TIME OPTIMISATION ASSESSMENT
The following procedure may be adopted at each
stage of the network optimisation:
Stage I - Draw the network diagram. Enter and
assess the normal time, normal cost,
crash time and crash cost for each
activity.
Analyse the network and establish
the critical path based on the normal
time-normal cost basis.
Stage II - Calculate the cost slope for each activ-
ity on the network.
Stage Ill -Apply the ranking to establish the cost
slope of each activity on the critical
130
Case Study 4. 9
Principles
path. Reduce the duration of each
activity in rank order and assess the
revised project duration and direct
cost. This process may have to be
repeated a number of times in order to
arrive at the optimum duration and
least cost situation.
It must be noted that when reducing
activity durations on the critical path,
other non-critical activities may be-
come critical as their float times are
reduced. The cost slopes of these acti-
vities will also require to be considered
in the least cost assessment.
Stage IV- Assess the indirect costs relative to the
overall project duration.
Stage V - Assess the total project costs which
is the summation of the indirect and
direct costs attributable to the project.
The direct and indirect cost relationship may
be represented graphically in order to assess the
optimum duration and least cost situations more
readily.
Network Analysis Case Study 4.9
Time-Cost Optimisation Principles

J. DIRECT COST

CR.-'SH TIMI!.
J(; C~ASH COST

l(iooo

ToTAL.
..
l
Ptt.O.JECT
.,
...
Ej
CO.ST
,;
loa
~

...~ NOIL/tiiAI. TIM£

No/I.MAI. CoST

l>£C/l..EASE IN TIM£

lo 12 l't

IN DII!.ECT COST

looo

qSo
...
'2

~1
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lrSO
.,
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7So ~

7001~---T--~--~~--~----------~--~------~--~--~--~--~--~
to 12 14 16 IS 2.o 22. 2.11- u; '2.8 3o 32. 34 3t; 38

.DiJlilATIOH {bAYs)
Figure 4.33 Normal time-cost. Crash time--cost relationships

131
Network Analysis Case Study 4.1 0
Cost Optimisation Examples

CASE STUDY 1 Case Ill analysis

Figure 4.38 indicates the final network diagram
This case study illustrates the principles of time-
with the ranking applied in order to reduce the
cost optimisation in order to establish the least cost
activities on the critical path by 6 days.
of reducing a construction sequence by 6 days in
time. The process of analysis will be undertaken as
Activity Normal time Crash time Reduction
follows:
in time
Case I analysis - Assessment of the normal time
1-2 4 2 2
and normal cost situation.
2-3 8 7 1
Case II analysis -Assessment of the crash time
3-4 4 3 1
and crash cost for all activities
6-7 6 4 2
in the construction sequence.
Case Ill analysis - Assessment of the least cost Overall reduction in time 6 days
situation in order to reduce the
contract duration by 6 days. Figure 4.39 indicates a tabular analysis of the
data.
Case I analysis
Crashed project duration 20 days
Project cost - direct cost £ 8,500
Figure 4.34 indicates the network diagram based
Indirect cost £ 2,000
on normal time and normal cost resulting in a
project duration of 26 days. The direct cost has Total project cost £10,500
been assessed at £7,600 and the indirect cost at
£2,600 (26 days duration at £100 per day).

Normal time 26 days CONCLUSION

Project cost- direct cost £ 7,600
Indirect costs - 26 days at £100 £ 2,600
In order to reduce the overall duration by 6 days
Total project cost £10,200 an additional project cost of £300 will be incurred.

Project cost at normal time £10,500- duration

Case II analysis 26 days
Project cost at crashed time £10,200- duration
Figure 4.35 indicates the effect of crashing ALL
20 days
activity durations resulting in a revised project ---
duration of 18 days. Increase in project cost £300
Reduction in time 6 days
Crash time 18 days
Project cost - direct cost £11,000 Figure 4.40 indicates a graphical presentation of
Indirect costs- 18 days at £100 £ 1,800 the direct and indirect cost situation for each day of
the contract from Day 18 to Day 26. The optimum
Total project cost £12,800 duration occurs at Day 22 at a least cost situation
of £10,200. The graphical analysis clearly displays
Figure 4.36 indicates a tabular analysis of the that the duration may be reduced from Day 26 to
normal and crash data. The cost slopes for each Day 22 without incurring any additional costs.
activity have been calculated and the ranking
applied to critical activities. Optimum project duration Day 22
Figure 4.37 illustrates the rankings highlighted Least cost situation £10,200
on the network diagram in order to reduce the
overall project duration by 6 days (from Day 26 to The cost of reducing the duration from Day 26 to
Day 20) Day 20 results in an increased cost of £300.

132
 Figure 4.34 Normal time-normal cost network n
0
z
~
<ll -
-0 0:e
NoR.MAL TIME I='
/.loll.MAL TINt£ "C
26; DAYS
NO/l.M AL CoST 4- l!r >
<ll Ql
J.Iooo NOll. MAL CoST {1 0 2.o o
--· *=
Ql -
--<
~.
<ll
s·=

a
8
j1zoo

Dlll.ECT COST -, G 0 0

INOI/t.~CT COST
G 2GOifVS.Aoo 2.4»oo
ItO AT .J..: ,
Soo
!. -+ 7/o:Z.oo

w
w

Cll.ASH TIM£
t:
Clt.ASH TIME 18 DAYS
CR..ASH COST Cll.ASH COST {12.800

Dllt.£CT COST /1000

/ AIC:HUCT COST

G- 18 oAvsftoo /Boo n
AT :J.' ~
~
2.
I I
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Jqoo I'TI
ALL ACTIVITIES Cll.ASHED ><

"C •
Figure 4.35 Crash time-crash cost network -3 ...
~ Q
 n
0
z
I'D
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"5!.
3" > *
-· :I
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--<
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:I "'

Normal Crash
Et·ent Duration Cost Duration Cost Reduction Additional Cost Float Ranking
nr (days) (£) (days) (£) in time cost(£) slope
1-2 A 4 800 2 1,000 2 days 200 100 0 1st ranking
2-3 E 8 1,000 6 1,600 2 days 600 300 0 3rd ranking
2-4 B 8 1,200 4 2,000 4 days 800 200 4
2-5 G 4 500 2 900 2 days 400 200 10
3-4 I 4 500 3 700 1 day 200 200 0 2nd ranking
3-6 F 4 1,000 2 1,600 2 days 600 300 4
4-6 c 4 1,200 3 1,600 1 day 400 400 0 4th ranking
w 5-'6 H 2 400 2 400 - - - 8
-1::>. 6-7 D 6 1,000 4 1,200 2 days 200 100 0 1st ranking

Direct Direct
normal crash
cost 7,600 cost 11,000

Indirect cost Indirect cost

26 days at £100 2,600 18 days at
£100 1,800

Total cost £10,200 £12,800

Figure 4.36 Tabular data- cost slope assessment

n
~
til
1'1'1 c
>< -c.
Dol -<
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3 ""'
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 Figure 4.37 Network diagram showing rank order

I=
R.AN K/~G OR..O£R.. 4
...<'o,">-.f~./'
~"'<co.~
.,.'t-~
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8 f2 '1-
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= F Itt ST ll.AN 1<111 G

G
4 IS

w
\.n
F OPT/HUM T/M£ 2o OAYS
L.EAST CoST !=oR.
11- LEAST CoST Jtosoo
20 lMY DURATION J.tooo

ouue:r cosr Jssoo

INDIIC£CT COST
G 2oMYs(too /zooo
AT
4- 18
1soo {lo5oo

Figure 4.38 Least cost assessment for 20 day duration

 ~ z
0 ~
~
$!
0
0
'C
-
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'111:"
3. >
-
;;;· :I
e!.
as· -<
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;;;·

Least cost at a duration of 20 days- £10,500

Overall reduction in time - 6 days

Event Original Duration Days Cost Final Ranking Cost

Nr duration selected reduction slope float (£)
(days) (days)
1-2 A 4 days 2 days 2 days 100 0 1st ranking 1,000
2-3 E 8 days 7 days 1 day 300 0 3rd ranking 1,300
2-4 B 8 days 8 days 200 2 1,200
w 2-5 G 4 days 4 days 200 8 500
0\
3-4 I 4 days 3 days 1 day 200 0 2nd ranking 700
3-6 F 4 days 4 days 300 3 1,000
4-6 c 4 days 4 days 400 0 4th ranking 1,200
5-6 H 2 days 2 days 0 8 400
6-7 D 6 days 4 days 2 days 100 0 1st ranking 1,200

6 days Direct cost 8,500

Indirect cost
20 days £100 2,000
£10,500

Figure 4.39 Tabular data - least cost assessment

~
f.ll
1"1"1-
>< cQ.
~
3 -<
'C ~
ii":...
<ll =
Network Analysis Case Study 4.1 0
Cost Optimisation Examples

18 I <!I 2o 2.1 22. 23 25 :u;; 2.7

1'3 \ 12800 (AI..I.. I'ICTNITI~S ToTAL. PR.o:T£CT

Cll.I'ISH60)
\ COST
\
11.
\ A.- Pll.0.7£CT COST AT
\ ~ OAY .20 f 10500
II lloo
k'0800
- -x...•osoo
... loloo
IO
........_- - - - -'><---x---x---><
/0200 10200

OPTIMU"'' OU/l.ATION
L.6AST COST AT
DAY :2.2. (102.00
.,
10 8
0 "7'loo
c..
,
,800 "J"'Ioa

"'-t0
.Ooo

DIR.ECT COST

n G
0
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..
I foiOIIt[CT CoST 24000

2
18oo ~,.....----~----~f:•~o~o~J~~~y--~----~----~t~·~--~~4~---~~
U )I
ll tt

/NOI/UCT CoST

Du R.ATION (oAY-3)
Figure 4.40 Project cost relationship

137
Network Analysis Case Study 4.1 0
Cost Optimisation Examples

CASE STUDY 2 Direct cost £6,200

Indirect cost - 80 days at £40 £3,200
A network diagram for part of a construction Total project cost £9,400
project is shown in Figures 4.41 and 4.42 together
with details of both normal and crash durations Figure 4.44 illustrates the analysed network diagram
and costs for the activities. The earliest finish time indicating the commencement of activity B as Day
for activity A is Day 35. The indirect costs attribut- 80.
able to the portion of the project between activities
A and B have been calculated at £40 per day.
Figure 4.43 indicates the calculation of the cost ASSESSMENT OF THE LEAST COST
slopes for each activity based on the analysis of the SITUATION BASED ON THE SHORTEST
normal time and normal cost. OVERALL PERIOD

Figure 4.45 illustrates the network diagram based

TASK ANALYSIS
1. It is required to establish the total cost of the
work represented between the completion of
activity A and the commencement of activity B
under 'normal' conditions.
2. An assessment of the shortest overall period
between activity A and B together with an
assessment of the least cost of achieving this.
3. A change in design may make it necessary to
complete activity B by Day 74. Using the
time-cost technique it is required to establish
the most economical way of achieving this
objective and the resulting total cost.
(Question based on CIOB. Final Management
Paper 11-1986)
on all activities being crashed. This results in a
revised date of Day 70 and an overall time saving
of 10 days. The crashed cost build up of £11,500
is shown as follows:
Direct cost based on crashing all £ 8,700
activities
Indirect cost - 70 days at £40 £ 2,800
Total project cost £11,500
Figure 4.46 indicates the least cost assessment
based on a completion date of 70 days. This has
been achieved by re-analysing the network and
reducing the floats on activities 11-13, 12-15 and
13-14 by using adjusted crash times.

Direct cost based on least time £ 7,260

TOTAL COST BASED ON NORMAL TIMES Indirect cost - 70 days at £40 £ 2,800
Least project cost £10,060
Figure 4.43 indicates a total project cost of £9,400
based on: Least time-cost situation 70 days- £10,060.

138
Network Analysis Case Study 4.1 0
Cost Optimisation Examples

A
I jtoo

N£TWOIU<.. INOICATING
NOAMAI. TIMES AND NOR.MAI.
COSTS

Figure 4.41 Normal time-cost network

Nf.T"''OR.I<. II<JDICATING
CR.A3H TIMES ltNO CR.ASH
COST.s

Figure 4.42 Crash time-cost network

139
 Normal Crash
Event Duration Cost Duration Cost Reduction Additional Cost Float Ranking
nr (days) (£) (days) (£) in time cost(£) slope
10-11 1 100 1 100 - - - 0
11-12 8 420 6 560 2 140 70 0 2nd ranking
11-13 16 800 12 1,160 4 360 90 4
12-13 12 1,000 8 1,200 4 200 50 0 1st ranking
12-15 18 1,080 14 1,200 4 120 30 4
13-15 10 300 8 480 2 180 90 0 3rd ranking
13-14 8 1,000 2 2,200 6 1,200 200 12
14-16 6 300 6 300 - - 0 12
15-16 14 1,200 12 1,500 2 300 150 0 4th ranking
Direct cost 6,200 8,700 Direct cost
Indirect cost Indirect cost
80 days at £40 3,200 2,800 70 days at £40
Project normal Project crash
cost i£9,400 £11,500 cost

Figure 4.43 Tabular data- cost slope assessment

AUALYSIS 8A SEll ON NOR.MAL TIM£

Figure 4.44 Normal time-cost network analysed

AUALYSIS aAS£D ON C.AA..SH Tt1<4£S FoR- CA.ASH'll C.O.:ST- Jusoo

ALL A CTIVI'TIES

Figure 4.45 Crash time-cost network analysed

140
 n z
0 II)
~ i"
0 0
"CC ...
- ~
L£.AST COST FoA. A 70 I>AY ~: ~
<ll s:w
OUR.ATIOAJ !::, -<"'
-· <ll
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-4 NOI!l..M.AL. CIILASH
'<.Y '<.Y
P.•l>UCTION A 00 ITIO AIIU..
E.llliiiT ll~a /:>UII..ATto'-1 DULATto'-1 FL.OAT IJOTES
cosrJ. cosrJ. IN Ttl"'&: COST J..
/0 - ,, I /00 I 100 - 0 L ,;..,.~ eo sl: / ft,;.c
-
I I - 12 'l-2..0 c;; s~o 2. I~ 0 u..t-.1: •
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Figure 4.46 Least cost assessment at Day 70 3 -<

"CC ""'
ii" :...
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 Lf.A.ST COST AT OAY '7 LJ.

OUtCCT COST &720

INI>JeE.t::r CoST
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cosrJ COST
/D -II I /OD I 10 0
'"" ''""· (:>
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II- 12 8 4:.Zo 6 560 2. 111-0 0 2 ..J ~ .. k;"j

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672.C
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Figure 4.47 Least cost assessment at Day 74
Network Analysis Exercises

EXERCISE 4.1- NETWORK ANALYSIS
The schedule lists the activities involved in the
construction of a new bank vault from possession
of the site to the fixing of ground floor beams over
the vault.
(a) Draw the network diagram for the stage of the
contract, analyse the diagram and establish
the critical path.
(b) Convert the network to a bar-chart presenta-
tion and highlight the critical path.
(c) During the progress of the contract the follow-
ing durations are recorded:

Event Nr Activity description Duration (days) Event Actual duration

1-2 Demolition- Sub- 15 1-2 12 days
contractor 2-3 4 days
2-4 12 days
2-3 Set up site 8 3-5 10 days
2-4 Temporary works
4-7 6 days
10
Indicate the effect on the overall programme.
3-5 Excavate basement 12
4-7 Service ducts 4
EXERCISE 4.2 - TIME-COST
5-6 Piling - Sub- con- 8 OPTIMISAliON
tractor A study of the main contractor's revised pro-
gramme and the interrelationship between trades
6--7 GroundBeams - 10 shows that the plastering to ground floor walls is
Sub-contractor due to be completed on Day 145, 9 days before
the nominated sub-contractor is required to start
7-8 Sub-floor 2 fixing radiators to the ground floor.
8-9 Brickwork 12 (a) Using the information in the table, investigate
9-12 Tanking to floor- the possibility and cost implications to the
2
Sub-contractor nominated sub-contractor of bringing forward
the earliest start date for the activity - fix
9-10 Tanking to walls- 4 radiators ground floor to Day 145.
Sub-contractor
(b) Advise the nominated sub-contractor con-
10-11 Services First Fix 6 cerning the optimum start date in terms of cost
- Sub-contractor for the critical activity - fix radiators ground
floor.
11-12 Dummy 0
Comment on the limitation of such advice.
12-13 Loading floor
(CIOB. Member Part II Examination - Building
13-15 Internal brickwork 8 Production and Management Paper- 1984)

13-14 Concrete stairs 4 EXERCISE 4.3- RESOURCE LEVELLING

14-15 Dummy 0
(a) When using network analysis techniques,
15-16 Precast ground floor 2 planning analysing and scheduling are sepa-
rated.

143
Network Analysis Exercises

Figure 4.48 shows a network sequence based on the following tabulated data.

Activity NORMAL CRASH

i-j
Time (days) Direct cost (£) Time (days) Direct cost (£)

61-62 6 420 5 500

62-63 14 560 8 800
62-64 5 250 4 320
62-65 10 400 7 670
63-64 Dummy Dummy
63-66 8 560 5 680
64-65 6 300 4 420
65-66 4 360 3 390
66-67 Fix radiators ground floor
Indirect costs £60 per day

Discuss the scheduling stage, making refer- EXERCISE 4.5 - TIME-COST

ence to resource scheduling and resource OPTIMISAliON
smoothing.

(b) Describe and illustrate the procedure for level-
ling resources.
(CIOB. Direct Membership Examination - Build-
ing Production and Management Paper- 1983)
EXERCISE 4.4- NETWORK ANALYSIS
A network showing actual durations for an exten-
sion to a small building is shown in Figure 4.49.
(a) Analyse the diagram and show by tabulation
the critical activities and the earliest and latest
event times.
(b) From the information draw a bar-chart pro-
gramme and explain its use.
(c) The following delays occur:
(i) Delivery of kitchen fittings now takes 38
days.
(ii) Electrical finishing now takes 8 days.
Determine the effect on the critical path and
related activities.
(d) Compare network and bar-chart methods of
planning.
(CIOB Direct Membership Examination - 1984
Building Production and Management Paper-
1984)
(a) Write a formal report to a Contracts Manager
recommending the adoption of the time--cost
optimisation technique to select the optimum
duration of a construction project.
(b) Figure 4.50 shows the network for part of a
project. The latest progress report indicates
that, because of delivery problems, the earliest
starting time for operations 12-13 and 12-14
will be day 51. Careful study of the master
programme and the inter-relationships between
trades shows that it is important for operation
19-20 to be completed no later than Day 81 .
(i) Using the following information calculate
the cost slopes for activities 14-16 and
16-19 and insert these on the network
diagram.
Activity Activity
14-16 16-19
Normal duration 10 days 6 days
Normal cost £520 £300
Crash duration 8 days 4 days
Crash cost £570 £352
(ii) Advise the Contracts Manager on the cost
implication of completing operation 19-20
on or before Day 81 .
(CIOB. Membership Examination - Building Pro-
duction and Management Paper- 1983)

144
Network Analysis Exercises

NETWOR.K DIAGR.Afo'l
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/:>£1./VCIC. I<1TcU£N FITTIIoiGS

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Figure 4.49 Network diagram for building extension

145
Network Analysis Exercises

KEY

Figure 4.50 Network diagram for time-cost optimisation project

146
 Chapter 5
Case Studies relating to Precedence
Diagrams
5.1 - Precedence Relationships 5.4- Factory Project
Relationships between network analysis, Analysis of precedence diagram for a fac-
precedence diagrams and bar-charts de- tory project
picted for a range of construction situations
5.5 - Garage Project
5.2 - Precedence Sequences Analysis of network diagram and prece-
A series of case studies relating to a range of dence diagram for a garage project
practical planning situations aimed at illus-
trating precedence relationships: 5.6 - Earthworks and Bridge Project
Analysis of precedence diagram for civil
Piling and foundation sequence
engineering project
Steelwork and cladding sequence
Development of sub-networks for the pre-
In-situ concrete floor beam sequence
cedence diagram
Factory project sequence
Presentation in bar-chart format
Reinforced concrete frame sequence

5.3 - Industrial Process Building Chapter exercises based on precedence diagrams

Analysis of a precedence diagram for an and logic relationships
industrial process building Exercises 1 to 4

147
Precedence Diagrams
PRECEDING DIAGRAM RELATIONSHIPS
Precedence diagrams are an alternative form of
project analysis directly related to the principle of
network analysis.
Activity boxes linked by lines replace the circles
and arrows used in network diagrams. Relation-
ships between the start and finish of related con-
struction activities may be introduced. The over-
lapping of operations more clearly expresses the
practical construction relationship which exists on
a project.
The main advantages to be gained from using
precedence networks are:
1. The relationship between activity boxes can be
more clearly expressed by the introduction of
the following relationships:
Start to finish - finish to start
Lag start to finish - lag finish to start
Start to start
Lag start
Finish to finish
Lag finish
Lag start and finish
The term 'lag' implies a delay in the relation-
ship between the start or finish of related con-
struction operations - hence overlaps may be
introduced.
Network analysis only enables the simple
finish to start relationship to be shown and
overlapping is difficult to express without the
introduction of additional activities to breakup
the construction sequence into more detail.
148
General Principles
2. Similar trades or sequences can be linked
together, enabling the form of analysis to be
more readily understood.
3. Procurement symbols may be introduced to
link key resources to the diagram.
4. The assessment of float times is directly avail-
able by comparison of the numbers contained
in the activity boxes. Analysis is less of a
number searching exercise when compared
with network analysis.
5. The logic of the relationships between the
activity boxes is more readily understood at site
management level - the introduction of date
flags readily relates the sequences to a calendar
form.
6. The activity boxes may readily be converted to
a bar-chart or calendar display.
7. The introduction of activity reference numbers
within the activity boxes simplifies the presenta-
tion and aids computer analysis.
A number of national contracting organisations
now use precedence networks as their main form
of project planning. It is widely used for the
presentation of the contract master programme as
well as an aid for short-term planning procedures.
The various techniques used for the presentation of
precedence networks together with an explanation
of the relationships between activity boxes is ex-
pressed in bar-chart form in order to clarify the
relationships
Precedence Diagrams General Principles

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149
Precedence Diagrams General Principles

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150
Precedence Diagrams General Principles

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151
Precedence Diagrams General Principles

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152
Precedence Diagrams General Principles

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153
Precedence Diagrams General Principles

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154
Precedence Diagrams General Principles

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155
Precedence Diagrams General Principles

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156
Network Analysis
Relationships and Presentation
METHOD OF ANALYSING THE
PRECEDENCE NETWORK
The procedure for analysing the precedence net-
work is similar to that of network diagrams. The
following process is undertaken when preparing
and analysing the data:
1. Prepare a list of activities/operations indicating
the relationship between related activities.
2. Present the activities in precedence diagram
format. Check the logic or correctness of the
construction sequence.
3. Enter activity box numbers and precedence
relationships.
4. Apply the forward pass in order to calculate
157
Case Study 5.1
Principles
earliest start and earliest finish times, taking
account of the relationships.
5. Establish the overall project time.
6. Apply the backward pass in order to calculate
latest finish and latest start times - again taking
account of the relationships.
7. Establish the precedence path relating to the
critical activity boxes throughout the sequence.
This is established by highlighting the activity
boxes with equal earliest and latest start times
together with the earliest and latest finish times.
The critical activity boxes may be highlighted by
emphasising the box outline or shading the
appropriate box. The precedence format may be
readily converted to a time scale or bar-chart
format for the benefit of site management or for
client purposes.
Precedence Diagrams
Precedence Networks
A number of examples are presented based on
practical situations. These are intended to demon-
strate clearly the relationships between the start
and finish of operations when applied to a range of
site situations.
5.2.1 Piling and foundation work sequence
Figure 5.1 illustrates the relationship between
piling, pile caps and ground beam operations
during foundation construction. The bar-chart for-
mat shows clearly the dependence on the com-
mencement of the piling and pile caps in order to
complete the ground beams by Day 22.
5.2.2 Steelwork and cladding sequence
Figure 5.2 illustrates the relationship between the
erection of steelwork, roof cladding, perimeter
brickwork and wall cladding. The erection of the
steelwork and its relationship with the roof cladd-
ing are critical to the earliest completion of the
project. The commencement of the brickwork on
Day 15 will ensure the start of the wall cladding on
Day 18 and hence the completion of the overall
sequence by Day 23.
The relationships used on precedence diagrams
allow the start of an operation to form part of a
critical sequence. In this example the earliest and
latest start of the external brickwork falls on Day
15. The start of the brickwork directly affects the
earliest commencement date of the wall cladding
as this cannot start until 3 days after the commence-
ment of the brickwork.
158
Case Study 5.2
Relationship Examples
5.2.3 In-situ concrete floor beam sequence
Figure 5.3 illustrates the relationship between
formwork and reinforcement operations during the
construction of an in-situ concrete floor. Durations
and start and finish relationships have been indi-
cated in order that the reader may analyse the
precedence network. The analysed network is
shown in Figure 5.4. The bar-chart display and
allocation of labour are shown in Figure 5.5.
5.2.4 Factory project sequence
Part of the precedence network for a factory
project is shown in Figure 5.6. Durations and start
and finish relationships have been shown in order
that the reader may analyse the diagram. The
analysed diagram is shown in Figure 5.7 and the
bar-chart is illustrated in Figure 5.8.
5.2.5 Reinforced concrete frame sequence
Figure 5. 9 shows the sequence, duration and
interdependencies of eight activities which consti-
tute part of a reinforced concrete framed project. A
blank bar-chart is shown in Figure 5.10 in order
that the reader may prepare an assessment of the
bar-chart sequence.
The earliest and latest times for each activity
have been indicated in the activity boxes as shown
in Figure 5. 11 . The float for each operation is the
difference between the earliest and latest start; and
the earliest and latest finish. Figure 5.12 illustrates
the bar-chart format produced from the prece-
dence sequence.
Note - this example has been adapted from the
1985 Final Part II Building Production Paper of the
Chartered Institute of Building.
Precedence Diagrams Case Study 5.2
Precedence Networks Relationship Examples

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Figure 5.1 Piling and foundation sequence

159
Precedence Diagrams Case Study 5.2
Precedence Networks Relationship Examples

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Figure 5.2 Steelwork and cladding sequence

160
Precedence Diagrams Case Study 5.2
Precedence Networks Relationship Examples

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Figure 5.3 Floor beam sequence with data entry

161
Precedence Diagrams Case Study 5.2
Precedence Networks Relationship Examples

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162
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Figure 5.5 Bar-chart display floor beam sequence
 FACToAY PA.o.J6C.T .5£BUEitiCE
(PAA.T 0~ P&ac•o•~t~C6 OIA&It.AM)

S7 llooF F2.
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Figure 5.6 Factory project sequence with data entry
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Figure 5.7 Factory project sequence analysis

 BA /~.:C. H A R. 7 PR..£S£N7ATIOI>/ - I=ACTott.Y PR.OJECT SEQuENCE

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Figure 5.8 Bar-chart display for factory project

 ""C' ""C'
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~ ~
F!tAME SEG1U£NC£ Q. Q.
~ ~
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F 1'2..
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Figure 5.9 Reinforced concrete frame with data entry Q.
-
3 -<
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 BAR.- CHART DISPLAY R.. C. F~AME SEG.UENCE

OPERATION
E-S. DU.
ISO 155 160 165 no 175 lBO ISS 1qo l'fS 2- 2QS '210 2'2.0
215

S£c.oND FLOOJl
SL.A&

CoL, WALL,BEAMS
2Mo FLooA..

FIX P.C. :z.-

FLooR.

ROOF SLA&

O:l
"' WINDows AtUl
CEILING

COLUMNS A .. D
&AIIIIS '1l) RooF

RooF Ll QHT TO
STAIR.:S

RooF scum

Figure 5.10 Blank bar-chart for reinforced concrete frame

 ...
., .,...
R.E IN f!O/LCEO CONCILETE ~ ~
FR..AME SEGUENCE 172. ISO 2ol# 2.10
a.I'D I'Da.
:::1 :::1
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Figure 5.11 Reinforced concrete frame analysed "C -<
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 8AR:CHAR.7 PltESEH7ATION R.E.II<JFOR.CED COIJCR.ETE FR.AME

OPEA.ATI0"-1
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Fa _,. ..
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Figure 5.12 Bar-chart display for reinforced concrete frame
Precedence Diagrams
Industrial Process Building
The precedence network for an industrial process
building is illustrated in Figure 5.13. Procurement
boxes have been incorporated relating to key
material resources. Calendar flags have also been
introduced in order to relate the earliest and latest
start days of key activities to a time scale. This
171
Case Study 5.3
Analysis
facility allows the user to relate the network to a
real time situation when following through the
construction sequence.
The analysed precedence network is shown in
Figure 5.14 and the bar-chart display in Figure
5.15.
 5" .""0
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Precedence Diagrams

s:::
(JQ
:r
Industrial Process Building

S2.

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N

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R£FER..£1>JC£ .. ,41 - MAIN CoNTA.ACTDC.1 S Ac.TIV1Tt£S

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Figure 5.13 Industrial process building precedence diagram ~
~
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Case Study 5.3
Analysis

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Figure 5.14 Industrial process building analysed
> c
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52. STrtU<:T. STIEU. :r
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Figure 5.15 Bar-chart display industrial process building e!..-<
~ 1.11
Case Study 5.3
Analysis

iii" IN
Precedence Diagrams
Factory Project
Figure 5.16 indicates a precedence network for a
factory project. Start and finish relationships be-
tween the steelwork, roofing and wall cladding
operations are illustrated. Analysis of the network
indicates the path of precedence following the
drainage work, ground beams and external brick-
work activity boxes. Reference codes have been
introduced relating to particular work locations
175
Case Study 5.4
Analysis
such as the boiler house and chimney construc-
tion. Boxes prefixed by the letter F relate to
foundation operations. The introduction of a simple
coding system aids presentation when collecting
together related activities for the bar-chart format.
Figure 5.17 illustrates the bar-chart format pro-
duced from the precedence network.
 ""C:C
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Figure 5.16 Factory project precedence diagram "'t'D
Vl

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 C::AS£ .STUDY s. 4 BAR:CHAR.T DISPLAY

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Figure 5.17 Bar-chart display factory project

Precedence Diagrams
Garage Project
A network diagram for the construction of a pre-
cast concrete framed garage is illustrated in Figure
5.18. Analysis of the network indicates the critical
activities connecting the path of zero float.
Figure 5.19 indicates a precedence network for
178
Case Study 5.5
Analysis
the same project in order that a comparison may
be made between the two formats. Figure 5.20
illustrates the bar chart presentation based on an
analysis of the precedence diagram.
 C'l .,
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~

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CASE STUOY 5.5 GAR.AGE P~O..JECT
0
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CONT~CT
COM ~UTIO ol
OA_, 7 :!t

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II+ 12.7 I
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Figure 5.18 Network diagram for garage project

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CLAD EXTaiCNA&.
GLA:Z•"'G
I!MAot£ PAI..,TING
2. ..... 8 5 r.;

11 LtN£ oF
II P~£ C£lH'61JC£

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Figure 5.19 Garage project precedence diagram

 GARAGE PAo:I£CT 8AR.·CHAR.7 CASl." STLJDY S.S

E'l/i#fT
0 PFR.ATIOo.l .:;~ Out. FL
NA tc 2o 3o 4-0 5o 60 7o 76

I FOUN[)ATIOioJS 0 18 0 I
I

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Figure 5.20 Bar-chart display garage project

Precedence Diagrams
Earthworks and Bridge Project
Precedence networks are widely used for planning
works of a civil engineering nature. Operational
sequences on civil projects tend to be of a less
complex nature and the relationships between
them can be readily presented in precedence
format.
Figure 5.21 shows the layout of a precedence
network for a bridge project. Figure 5.22 illustrates
182
Case Study 5.6
Analysis
the analysed diagram covering an overall construc-
tion period of 100 days. Sub-networks have been
incorporated for activity boxes 204 and 205 in
order to analyse the activities in more detail.
Figure 5.23 illustrates a bar-chart presentation
analysed from the precedence diagram showing
earliest start times.
 ~------~---------------------12%5

CASi STU 0.., '5· G

~~

I 'W llouuc I Sr fn'

Cl:l
w

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Figure 5.21A Earthworks and bridge project precedence diagram

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Nolfl.TH A BvTMENT

SUiti>J&TWoA.IC - ACTIVITY 2.04-

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Figure 5.21 B Earthworks and bridge project precedence diagram fJ)

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Figure 5.22A Earthworks and bridge project analysed precedence diagram fll
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Precedence Diagrams Exercises

EXERCISE 5.1 - LOGIC EXERCISE Answer

Overall duration 36 days.
Precedence sequence- activity boxes B, G, L
The following activities occur in a construction
and].
sequence. Prepare a network arrow diagram for
the sequence and a precedence diagram format
(activity on the node).
EXERCISE 5.2 -LOGIC SEQUENCE FOR
Data PRECEDENCE RELATIONSHIP
Activity relationships:
The following sequence of relationships relate to a
Activities A, B and E may be started at the beginn- series of activities A to Z:
ing of the project.
When activity B is complete, D and G may start. 1 A is the first operation.
When A is complete, F can start. 2 B, D, Hand C cannot start until A has finished.
C can only start when both F and D are complete 3 L must follow H.
and is a final activity. 4 0 must follow B and L.
H can start after G is complete and is a final 5 S, R and M cannot start until H has finished.
activity. 6 S and D must be completed before Z can start.
K must follow the finish of E. 7 J cannot start until H and C are completed.
L cannot start until both G and K are complete. 8 Rmust precede T.
Jcan start when Lis complete and is a final activity. 9 K must follow].
H must follow the finish ofF and is a final activity. 10 T and Z must precede W.
11 U cannot start until M, K and W are finished.
Duration times 12 P must follow 0 and W.
13 W must precede V.
Activity Duration (days) 14 Y is dependent upon P, V and U.
15 Y is the last operation in the sequence.
A 4
B 8 Present the above relationships in precedence
c 3 format.
D 6
E 7
F 15
G 12
EXERCISE 5.3
H 10
J 5 Figure 5.24 illustrates a precedence diagram rela-
K 9 tionship for operations A to L. Analyse the se-
L 11 quence and establish the precedence path. Present
M 6 the relationships in bar-chart format.

188
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Figure 5.24 Precedence network exercise

 Chapter 6
Project Planning by Computer
6.1 PROJECT PLANNING BY COMPUTER
During the early sixties and seventies, network
analysis by computer was undertaken on main-
frame computers using head office based machines
or computer service bureaus. These were well-
tried procedures but were found wanting because
of the cumbersome input routines using punched
tape. Difficulties were also experienced owing to
the time lapse between the entry of data and the
production of a report at site management level.
Critical path analysis applications to construc-
tion planning have rarely been used in the past
because of the lack of expertise in the industry and
because of the effort involved in analysis of all but
trivial cases. Planners have tended to work directly
on time scaled bar-charts. For master programmes
and short-term planning with no more than 50
activities, a hand-drawn bar-chart is easily pro-
duced and readily understood at all management
levels. Because of a lack of detailed information at
the pre-contract planning stage, long-term plann-
ing has generally involved a broad brush approach
covering the main phasing or major operations.
These have later been developed into more de-
tailed short-term programmes as additional infor-
mation became available during the progress of
site works. Adequate time contingencies are nor-
mally built into the programming to allow for
unforeseen circumstances.
The production of bar-charts is time-consuming
and often diverts key staff away from their main
technical responsibilities. The recording of accurate
progress and updating of the programme is often
190
neglected, resulting in ineffective action and a lack
of control reports. As the construction market
becomes more competitive, the contractor offering
the shortest contract period often places himself in
a more advantageous position. A reduction in the
contract duration reflects savings in preliminaries
and hence a more competitive bid.
The introduction of the desktop microcomputer,
with memory capacities up to 640K, has now
brought computerised planning to the site. Many
clients now specify that the contractor must pro-
vide site based computing facilities as part of the
contract requirements. A site based micro costing
under £5,000 can be provided complete with a
software planning package capable of handling up
to 2,000 activities. Packages of this type are cap-
able of satisfying the majority of planning situa-
tions. A microcomputer with good software and a
dot matrix printer can produce excellent screen
displays and a wide array of printed reports for
reproduction at site and head office level. The use
of graphical displays assists in enhancing the pres-
entation of output data. Integrated packages allow
the transfer of text, tabulated data and planning
displays to other software such as word processors
and spreadsheets.
The site based computer enables the current
progress position to be instantly reviewed. The
effect of changing resources on future operations
in the short-term period can be simulated and
alternative bar-charts produced for discussion
and future action. In this respect the computer
becomes the vehicle for management decision
making.
6.2 RANGE OF PROJECT PLANNING Pacs High Point Business Systems
PACKAGES AVAILABLE Ltd
*Pertmaster Abtex Software Ltd
Construction Computing, Spring and Summer edi- Plankit II Amazon Computers Ltd
tion 1986 (computer applications journal published *Piantrac Computerline Ltd
by the Chartered Institute of Building), provides a PPMS Planet Systems
review of project planning packages currently *Project 2 PSDI (UK) Ltd
available for use in the construction industry. The Project Cost Project Software Ltd
review covers some 41 packages offering a wide Model
variety of options depending upon the selected *Project Manager Hoskyns Group Ltd
package and requirements of the contractor. Workbench
Primavera LA Computer Services
Package Supplier *Superproject Plus Computer Associates
*The Planner Micro Planning Software Ltd
Artemis Metier Management Systems Target Task Carefree Software and
Ltd Services
*Artemis PC Metier Management Systems Track T and B Computing Ltd
Ltd Vision/Elan Euro-log Ltd
Apecs/8000 Automatic Data Processing Quickplan Mitchell Management
Ltd Services
CBACS- Pert Conquerer Business and *Quikret PSDI
Computer Services Ltd
Cogniplan Cognisoft Other software packages are also available
Cresta K and H Project Systems Ltd which have not been included in the above sur-
Diagonal Planning Partnership Ltd vey.
Network Analysis The packages marked with an asterisk have each
Easytrack Planning Control sold in excess of 1000 packages since their intro-
International (UK) Ltd duction.
G/c Cue Gilbert Associates (Europe)
Ltd Features available from planning packages
Kernel UIS
Korkus K and H Computer Systems The following features are available from software
Ltd packages; the various features include combina-
Havard TPM W.H. Smith Business tions of:
Computer Centres
*Hornet Claremont Controls Ltd 1. Logic format
Internet 805 Computer Research and
Development Ltd The majority of systems require the user to first
*Logistix Grafox Ltd draw the network diagram, check the logic and
Mapps Mitchell Management prepare the data for entry using a data input sheet.
Systems (UK) Ltd This process simplifies the input data process.
Microplanner Micro Planning Software Ltd Many packages offer either the arrow notation or
Microsoft Project Microsoft precedence notation (activity or the node). Certain
*Milestone Raven Computers packages enable overlaps to be built in and utilise
Mentor The Consulting Centre (UK) precedence with lag facilities.
Ltd A range of software packages allow the network
Monitor Origin Computer Software arrow diagram or precedence boxes to be directly
Ltd displayed on the screen. Using the Apple Macintosh
N 100 Nichols Associates Macproject package, the user is enabled to set up
N 5500 Nichols Associates his own precedence boxes on the screen using the
Open plan Welcome Software mouse facility. The boxes can be altered in size,
Technology International moved around the screen and linked together to
PC-Mapps Mitchell Management show the relationship between activity boxes. It is
Systems (UK) Ltd possible to view and print bar-charts, and sort

191
activities by time order or resources used. The cost
of resources and fixed costs may be entered to-
gether with the forecast income and a cash flow
forecast produced. Separate plotter programmes
are also available for linking to the packages.
2. Calendar facilities
The user may define the format of the calendar to
be used - this enables a five, six or seven day
calendar reference to be incorporated. Switching
between one calendar format and another is avail-
able. The calendar may be printed out in order to
differentiate between working days, weekends and
holiday periods.
3. Standard report format
Report facilities enable the network to be listed in
different orders - 'Earliest starts,' 'Latest starts,'
'Critical activities first', 'Order of entry', and 'Alpha-
betical sequence'.
A wide variety of sort routines can be incorpor-
ated in order to group related activities together by
reference to resources or phases of work. Although
the information presented in each report is the
same, the fact that it is sorted into different orders
allows the user to abstract the relevant facts. A
manager can check on the start and finish dates of
critical activities or view the order of work relative
to earliest starts using the various sort routines.
Milestone reports are available in order that
management may review the most critical activities
relevant to the success of the project. Standard
l
report formats display the following headings on
the screen or print out.
Activity description
Earliest start
Earliest finish
Latest start
All dates relate
Latest finish
calendar format
Durations
Float
4. Bar-chart displays
The most readily understood format at site mana-
gement level is the bar-chart (or Gantt Chart).
Analysis in bar-chart format enables the user
to view the complete project using any of the
required sort routines. This type of display may be
used for the purpose of displaying the overall
master programme in earliest start format. The
critical path sequence may be highlighted through-
out the display and the relationship between all
activities, durations and floats may be observed.
Display formats between packages vary widely
and preferences lie with the individual users.
Period bar-charts allow the user to select a
display for a partial section of the project. This may
be used to provide a weekly update during the
progress of the contract. Bar-charts may also be
output between specified calendar periods.
5. Resource allocation of labour facilities
The software packages allow resources of labour
and cost to be entered at the input data stage.
Resource reports can be output in histogram form
for all labour based on the earliest or latest starts.
Site managements may review the period over
which peak requirements occur in order that con-
sideration may be given to labour smoothing.
Resource reports for individual gangs or trades
may also be displayed.
A number of packages enable resource levelling
to be undertaken in order to assess economic
labour utilisation. This facility is often used to show
the time and cost effect of undermanning on
selected operations or trades.
6. Resourcing cost data
Entry of the activity cost or value data at the input
data stage enables a number of cost reports to be
displayed. Formats include a cumulative cost curve
based on the earliest and latest start for all activities
or selected trade gangs. This may be used to form
the basis of a cost envelope. Analysis of the value
data enables cumulative valuation forecasts to be
prepared based on earliest or latest starts. The
cumulative valuation forecast may be extended to
provide a forecast of the project cash flow require-
ments.
to
6.3 CASE STUDY: PRESENTATION OF A
CRITICAL PATH ANALYSIS PACKAGE
DEVELOPED AS A TRAINING AID
PACKAGE NAME- CPA
This is a training package developed for both the
BBC and IBM computers. It enables the user to
gain hands on experience in following screen
prompts prior to moving onto a more sophisticated
192
commercial package. The basic functional net-
work routines are illustrated in Figure 6.1. This
enables the user to work through the program
routine in a logical manner in order to become
familiar with the system.
Figure 6.2 indicates a network diagram prepared
for part of a timber-framed housing project. The
example will be developed to illustrate the applica-
tion of the CPA software package. Screen displays
relating to each stage of the output data will be
illustrated.
193
Prior to the entry of data into the computer it is
necessary to prepare a data input sheet as shown
in Figure 6.3 This simplifies the input data proce-
dure and involves transferring each loop of the
network in a logical order to the data input sheet.
Dummies are entered with a zero duration. The
user must check that the number of entries
matches the number of arrows on the network
diagram.
 LOA/:) P/l.OGIItAM OISIC£TT£

ANI> &OOT THE P/l.OGILAM

U SEll. To 0/l.AW N£TWOIUC. 0/AG~AM

CHEeiC LoCS.Ic, P/l.&PAIL£ DATA INPUT

SHEET. £14TE:/l. DATA UStNG MAIN
MENU OPTION I

SAllE INPUT OATA USING A.N

APP/loPR.tATE FILENAME (T F/l.AME)
USING MEIJU OPTION 3

R.floAb FR.oM DISI<. USING THE

FIL.ENAM£ (TFIIZ.AMI") USING MAIN
MENU OPTION 2.

R.lVIEW THE INPUT DATA ON THE

SCitFCN DISPLA'I 0~ t=ll.OM TH& PAINT
OUT. EI>IT OATA AS R.~G.UIIt.E'O USIIJ Gi
MAIN ME"NU OPTION I

NiTWOitiC. TO &£ R.UN P/1..10/t. TO

OUTPUTTING AN'I DATA USING ""'*'IN
M~NU OPTIOI<J 4.

DISPLAY Oil. Pfti04T OUT STAN OA/LO

R.£71oll.TS ~A.Sl"J:) ON S £'LECTE"D Solt.T
ICOUTINE S • C/I..ITICAL PATH i=lltST,
EAitLIE~T STAil.T, L'*'TE.ST .S7AIIZ.T1 AND
0/I..OICIC. Ot: E NTR.Y

.OISPLA'f Off.. P/I.INT OUT BAR.- CHAitT

8AS£1) ON SflfCTE'D SOR..T ltOUTINE

I.ESouttCE LA&OUit. SASE:D ON EARLIEST

Olt. LAT£ST STA/t.T FOR. TOTAL U&OU/t.
0/C. INDIVIDUAL. TR.AO£

OUTPUT Co .ST- VALUE. GR. APH 8AS£J:)

ON £AttLIEST 0/l. LATEST STAII.T-
CUMULATI'IE Co.ST C.LIIf.VE 0~ CUMULATI'IIE

VALUE MAY 8£ OUTPUT

Figure 6.1 Critical path analysis routines

194
 I= OU#ol OAT ION INOR.IC.S T/M8ER. Fll.A M£ 0 HoUSING

FILE NAME TFR.AME

O.C.D~ "TIM6... ,:'.C.JtM&D HOU.I"f! UNITS

15

R1MOVI'
2
2L
J.2A»
UN~OI'IP
1.0
\.n Flt.AIJI~S

2.
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j J.»o
8wiC Ul
:I - :TOIN£R.S
.5
L - I-A &ou .C..£ R..S .2. .,,
0/t. - Dlt.AINLA'YE R..:S J.•o-
8/L - & It I CI<.&.A VI! It .S

OVEULL bUA.ATION 3 (;; DAYS :z.

3L
J..t;oo
Figure 6.2 Network diagram foundations for housing project
EWT~'/ Nr Off
PUD. SIJG. DUR.. l.A&oiJR. CO.ST DE SCILIPTIO .....
Nit ME"'

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I,_.PUT bATA SHEET
--.__ -
I'NTII.'i PltEb. sue. bUR.. LAI!.OUR. N• Of C.OST DESCR.IPTIOo.l
ME..,
J
I I :1. 4 :TOI'IE1t. 2. Goo SET UP SITE.
2. 2 ~ ~ LA60UR.E"R. I ISO Sa,. STILIP

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w I 8 3 3 Soo FDT U"'IT 2.
,
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s q 10 2 LA&ouu:c.. 3 ~00 H Alt. I:> STI'\ .. OI"'G

5 lo I C. '2. LA 6o<l «.E1l ~ 'Ooo U I•II.OAO FI.AMES

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II "1 II 5 !'>A.ICII:uri'Eil 2. lOCO e.~e.wll: UNIT I

12 s II 0 - - - DUMMY

15 II 12. s B~ICI(.lAYEil 2 1000 t> k.WI( U "'IT 2

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IS 12. 13 s &lliC:Ic.U'\'IE1l 2 lOCO l!>kwl( U..,IT 3

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25 10 IS - - - OP.DER l'ltAMr:S

Figure 6.3 Data input sheet

196
 Critical path routines
Load program disk and boot up using the program
instructions. The main menu options as shown in
Screen Display 1 will be displayed.

To enter a new network select main menu option

G). The key-in/edit data menu will be displayed as
shown in Screen Display 2. On selection of sub-
e,..,TCR. routine G), the key-in new data option, the infor-
L .,__ _-t P"T• mation contained on the data input sheet, Figure
6.3, may be entered. For each activity the follow-
ing information is entered:

Predecessor
Successor
Duration - in days
Type of labour (enter in capitals)
Number of men
Activity description

On completion of the data entry, the user selects

menu option @ to return to the main menu.
Screen Display 3 illustrates the entry data for a
number of activities.

The input data may now be stored on disk by

selecting main menu option Q) and inserting an
appropriate filename.

Using the main menu option Q), the program

may be loaded from the disk into the computer
Lo"o
4}-----f ~-
DISK
... memory. This routine is used to access the disk
when a number of programmes have already been
input and saved.

The user is enabled to check and edit the input

data by using the main menu option G). Input data
may be displayed on the screen with activity
description or labour and printed out. Screen
Display 4 illustrates the printed out input data.

On selection of the main menu option @, the

analysis of the network is undertaken by the com-
puter. This option must always be carried out prior
to outputting any reports or bar-chart displays.

In order to output a range of standard reports on

the screen or printer, the main menu option @ is
selected. Screen Display 5 shows the selection of
sort routines available:

Sort in order of critical path (float)

Sort by earliest starts

197
 MAIN MENU

1 KEY ON OR EDIT DATA

2 LOAD DATA FROM DISKETTE

3 SAVE DATA ON DISK

4 RUN CRITICAL PATH

'5 DISPLAY OR PRINT RESULT::O

6 DISPLAY OR PRINT BARCHART

~· EXIl PROGRAM

ENTriR CHUICt,

Screen Display 1: Critical path analysis - main menu

KEY IN I EDIT DATA MENU

1 KEY IN NEW DATA

2 EDIT OF ADD TO EXISTING DATA

3 DISPLAY DATA WITH DESCRIPTIONS

4 DISPLAY DATA WITH LABOUR

5 PRINT OUT LIST OF DATA

6 GO BACK TO MAIN MENU

ENTER CHOICE ?

Screen Display 2: CPA- sub-menu option 1, key-in data

198
 KEY IN DATA

ACTIVITY 1

PREDECESSOR - 1

SUCCESSOR - 2

DURATION 4

LABOUR TYPE - JOINER

NR OF MEN - 2

COST ·- 600

DESCRIPTION - SET UP SITE

ACTIVITY 2

PREDCESSOR 2

SUCCESSOR 3

DURATION 3

LABOUR TYPE - LABOURER

NR MEN 1

COST 150

DESCRIPTION SITE STRIP

Screen Display 3: Data input procedure

199
/
"""'
ENTRY ND-PRED-SltC-DESCRIPT!Ctl -DUR-NO.IIEN-TYPE OF LABOUR-COST
----------------------------------
1 1 2 Set up site 4 2 Joiner 61!10
2 2 3 Site Strip 3 1 labourer 150
3 1 3 Remove Trees 2 2 labourer 200
4 3 4 R.L.Excavation 4 1 labourer 200
5 4 7 FDT lilit 1 3 3 labourer 51!11!1
b 7 a FDT Unit 2 3 3 labourer 5BV
7 B 9 FDT Unit 3 3 3 labourer 500
B 9 10 Hardstanding 2 3 labourer 31!11!1
9 11!1 1b Unload Fraa~es 2 3 labourer 300
10 lb 17 Erect Frames 5 4 Joiner 12Bil
11 7 11 Bwk Unit 1 5 2 Bricklayer 11!11!10
12 a 11 Dullllly 0 il il
13 11 12 Bilk Unit 2 5 2 Bricklayer 1001!
14 9 12 llullllly il 1!1 1!1
15 12 13 Bwk lili t 3 5 2 Bricklayer 101110
lb Iii 13 llullmy 111 lil il
17 11 14 Srd Slab Unit I 2 5 labourer bOO
ta 12 14 Dllll•y il 0 il
19 14 15 Srd 51 ab lili t 2 2 3 labourer b111il
2il 13 15 Dullllly il il il
21 15 1b Srd Slab Unit 3 2 3 labourer bil0
22 3 5 Draw Connection 2 2 Drainlayer 200
23 5 b Draw Ex-IIHI 4 2 Drainlayer 41110
24 b 9 IIHHIH2 4 2 Drainlayer 400
25 I til Order Frames 15 il il
--------------------------------------
\.. ~

Screen Display 4: Output summary of input data

200
 SORT ROUTINE MENU

1 SORT lN ORDER OF FLOAT

2 SORT BY EARLIEST START

3 SORT BY LATEST DATE

4 SORT BY ORDER OF ENTRY

~; l\ET AIN PRESENT ORDER

ENTER CHOICE ?

Screen Display 5: Sort routine menu options

201
 Sort by latest starts
Sort by order of entry
Retain sort order

Screen displays 6, 7 and 8 illustrate the standard

reports available for printing out.

Using commercial software packages, the report

data is presented in calendar form. Day numbers
are indicated on the screen displays relating to the
end of each day number.

Bar-chart displays may be output using the main

menu option @. The user is allowed to select a
sort routine relative to the display required from
the bar-chart. Screen displays 9, 10 and 11 illus-
trate the bar-chart displays for:

Critical path first- earliest starts

Earliest start
Latest start

Combinations of alternative displays are also avail-

able.

Labour resources max_be displayed by selection of

main menu option (.§). The total labour require-
4.ASo.a&
)----1 ments may be output for all trades based on the
a.a... ~a.c.cs earliest or latest start. Resources for individual
trade gangs may also be output. No resource or
labour smoothing facility is available with this
programme.
Screen Displays 12 and 13 illustrate the total
requirements based on the earliest and latest start
~OST-V~
1o\---t dates. Capital letters on the display indicate critical
C&4S...,Q.(..U trades. Screen Displays 14 and 15 illustrate the
resources for the labour gang again based on
earliest and latest start dates.
Screen displays 16 and 17 indicate the output of
the cumulative cost-value based on the earliest
and latest starts. This is presented in the form of a
cumulative cost-value graph - by overlaying one
with the other, the cost envelope for the project
may be obtained. Screen displays 16 and 17 have
subsequently been obtained from the IBM version
of the program.
Commercial network packages allow updating
of the network during the progress of site opera-
tions. Many of these packages also allow resource
levelling tasks to be performed. Valuation forecasts
may be based on the cumulative cost-value figures
which may also be extended to form the basis of a
cash flow projection.

202
S!JlT ORDER : Float 1 Order of entry

-ACT -PRD-SU::-DESCRIPTION -NO.I'IEN-TYPE OF LAB-Dl.R I E.ST-L.ST-E.FN-l.FN-FLOAT-

------------------------------------------
1 1 2 Set up site 2 Joiner 4I 0 0 4 4 0
2 2 3 Site Strip 1 Labourer 3I 4 4 7 7 0
4 3 4 R. L. Excavation 1 LabOU("er 4I 7 7 11 11 0
5 4 7 FDT Unit 1 3 Labourer 3111 11 14 14 0
10 16 17 Erect Frames 4 Joiner 5I 31 31 36 36 0
11 7 11 Bwk Unit 1 2 Bricklayer 5I 14 14 19 19 0
13 11 12 Bwk lilit 2 2 Bricklayer 5I 19 19 24 24 B
15 12 13 Bwk Unit 3 2 Bricklayer 5I 24 24 29 29 0
20 13 15 llwDAiy 0 0 I 29 29 29 29 D
21 15 16 Srd Slab lilit 3 3 Labourer 2 129 29 31 31 0
6 7 B FDT Unit 2 3 Labourer 3 14 16 17 19 2
12 B 11 Dummy 0 0 17 19 17 19 D
18 12 14 Dullllly 0 8 24 27 24 27 D
19 14 15 Srd Slab lilit 2 3 Labourer 2 24 27 26 29 3
7 8 9 FDT lilit 3 3 Labourer 3 17 21 20 24 4
14 9 12 Dummy 0 0 20 24 20 24 D
3 1 3 Remove Trees 2 Labourer 2 0 5 2 7 5
17 11 14 Srd Slab lilit 1 5 Labourer 2 19 25 21 27 6
8 9 10 Hardstandi ng 3 Labourer 2 20 27 22 29 7
9 10 16 Unload Fra11es 3 Labourer 2 22 29 24 31 7
16 10 13 Dullllly 0 11 22 29 22 29 D
22 3 5 Draw Connection 2 Drainlayer 2 7 14 9 16 7
23 5 6 Draw Ex-I!Hl 2 Drainlayer 4 9 16 13 20 7
24 6 9 I!H1-t1H2 2 Drainlayer 4 13 20 17 24 7
25 1 10 Order Frames 0 15 0 14 IS 29 14
-------------------------------------------------

Screen Display 6: Standard report - critical activities first

203
r
SffiT ORDER : Earliest start, Float
"'
-ACT-PRD-SUC-DESCRJPTION -NO.I'IEN-TYPE OF LAB-DlR I E. ST-L. ST-E. FN-L. FN-FLOAT-
------------------------------------------------------
1 1 2 Set up site 2 Joiner 4 I 0 0 4 4 II
3 1 3 Remove Trees 2 Laboorer 2 I 0 5 2 7 5
25 1 Ill Order Frames ll 15 Ill 14 15 'l1 14
2 2 3 Site Strip 1 Labourer 3 I 4 4 7 7 ll
4 3 4 R. L. Excavation I Labourer 4 7 7 11 11 ll
22 3 5 Draw Connection 2 Drainlayer 2 7 14 9 16 7
23 5 6 Draw Ex-I'IHI 2 Drainlayer 4 9 16 13 20 7
5 4 7 FDT Lnit 1 3 Laboorer 3 11 11 14 14 ll
24 6 9 I'IHH'IH2 2 Drainlayer 4 13 20 17 24 7
II 7 11 Bwk Unit 1 2 Bricklayer 5 14 14 19 19 0
6 7 8 FDT Unit 2 3 Labourer 3 14 16 17 19 2
12 8 11 Dummy ll il 17 19 17 19 D
7 8 9 FDT Unit 3 3 Labourer 3 17 21 20 24 4
13 11 12 Bwk Unit 2 2 Bricklayer 5 I 19 19 24 24 ll
17 11 14 Srd Slab Unit I 5 Labourer 2 19 25 21 27 6
14 9 12 lltuMiy ll 0 21l 24 20 24 D
8 9 Ill Hardstandi ng 3 Labourer 2 20 27 22 'l1 7
9 Ill 16 Lnload Fra11es 3 Labourer 2 22 'l1 24 31 7
16 Ill 13 Dummy 0 8 22 29 22 'l1 D
15 12 13 Bwk Lnit 3 2 Bricklayer 5 24 24 'l1 29 ll
18 12 14 lluawny 0 0 24 27 24 27 D
19 14 15 Srd Slab Lnit 2 3 Laboorer 2 24 27 26 29 3
20 13 15 Dummy 0 ll 'l1 29 29 29 D
21 15 16 Srd Slab Unit 3 3 Laboorer 2 ,'}!1 29 31 31 0
Ill 16 17 Erect Frames 4 Joiner 5 I 31 31 36 36 8
-------------------------------------------------
"
..j

Screen Display 7: Standard report- earliest start order

204
r ""'
SORT ORDER : Latest start, Ear 1i est start

-ACT -PRD-SUC-DESCRJPT JON -NO.MEN-TYPE OF LAB-Dl.ll : E. ST-L. ST -E. FN-L. FN-FLOAT-

----------------------------------------------------------------------
1 1 2 Set up site 2 Joiner 4 : 0 0 4 4 0
2 2 3 Site Strip 1 Labourer 3 : 4 4 7 7 0
3 1 3 Reoove Trees 2 Labourer 2 : 0 5 2 7 5
4 3 4 R. L. Excavation 1 Labourer 4 : 7 7 11 11 0
5 4 7 FDT Unit 1 3 Labourer 3 : 11 11 14 14 0
25 I 10 Order Frames 0 15 : 0 14 15 29 14
22 3 5 Draw Connection 2 Drainlayer 2 : 7 14 9 16 7
11 7 11 Bwk Unit I 2 Bricklayer 5 14 14 19 19 0
23 5 b Draw Ex-11H1 2 Drain! ayer 4 9 16 13 20 7
6 7 B FDT Unit 2 3 Labourer 3 14 16 17 19 2
12 8 11 Dummy 0 0 17 19 17 19 D
13 11 12 Bwk Unit 2 2 Bricklayer 5 19 19 24 24 0
24 6 9 MHH1H2 2 Drain! ayer 4 13 20 17 24 7
7 B 9 FDT Unit 3 3 Labourer 3 17 21 20 24 4
14 9 12 Dummy 0 0 20 24 20 24 D
15 12 13 Bwk Unit 3 2 Bricklayer 5 24 24 29 29 0
17 11 14 Grd Slab Unit 1 5 Labourer 2 l 19 25 21 27 b
a 9 10 Hardstandi ng 3 Labourer 2 : 20 27 22 29 7
IB 12 14 Dummy 0 0 : 24 27 24 27 D
19 14 15 Grd Slab Unit 2 3 Labourer 2 : 24 27 26 29 3
9 10 16 Unload Frames 3 Labourer 2 : 22 29 24 31 7
16 10 13 Dummy 0 0 :22 29 22 29 D
20 13 15 Du11111y 0 0 : 29 29 29 29 D
21 15 16 Grd Slab Unit 3 3 Labourer 2 : 29 29 31 31 0
10 16 17 Erect Frames 4 Joiner 5 : 31 31 36 36 0
----------------------------------------------------------------------
\.. ../

Screen Display 8: Standard report - latest start order

205
All activities asSUIII!d to begin at earliest start The start day is : 0
S(J(T ORDER : Float 1 Latest start

-EVENT-:DESCRIPTION :* 1 :1«< 2 :1«< 3 :IlK 4 :111< 5 IWK b IWK 7 IWK 8 IWK 9 I

1-2 :Set up site '**** :
2-3 :Site Strip *'**
3-4 :R.L.Excavation ttt't
4-7 IFDT Unit 1 ttt :
7-11 IBMk Unit 1 1:1Hf l
11-12 : BMk lkli t 2 *~**** l
12-13 IBMk Unit 3 flffl* t
15-16 16rd Slab lklit 3 t't

16-17 :Erect Frames ffftlt

7-B IFDT Unit 2 DIDDFF I

14-15 16rd Slab Unit 21 DIDFFF
B-9 IFDT Unit 3 DDDIFFFF :
1-3 IRe110ve Trees :ODFFF FF
11-14 16rd Slab Unit 1: DIDFFFFIFF
3-5 :Draw Connection : DDF ,FFFFF :F
5-b lOraN Ex-I'H1 D:ODDFFIFFFFF:
b-9 II'H1-ttl2 DD: DDFFFI FFFF :
9-10 IHardstanding :ODFFFIFFFF :
10-lb :Unload Frames : DDF IFFFFF :F
1-10 l!lrder Frames :ODDDD,DDDDDIDDDDDIFFFFFIFFFFFIFFFF :
------------ ------------ -

Screen Display 9: Bar-chart display- critical path first

206
All activities assumed to begin at earliest start The start day is : 0
SORT ORDER : Earliest start, Earliest start

-EVENT-:DESCRIPTION :~ I :WK 2 :WK 3 :WK 4 :WK 5 :WK 6 :WK 7 :WK 8 :WK 9 :

1-2 :Set up site :nn :

1-3 : Remove Trees :ODFFF :FF
Hi! :Order Frames :DDDDD:ODDDD:DDDDD:FFFFF:FFFFF:FFFF :
2-3 :site Strip *'**
3-4 :R.L.Excavation : tn:t
3-5 :Drall Connection' DDF: FFFFF: F
5-6 :Draw Ex-I'IHI D:DDDFF :FFFFF :
4-7 :FDT lklit I : *** :
6-9 :t1H-IIH2 DD:DDFFF :FFFF :
7-8 : FDT lkli t 2 D:DDFF :
7-11 :Bwk Unit 1 t:llfl :
8-9 : FDT lkli t 3 DDD:FFFF :
11-12 :Bilk lklit 2 •:•••• I
11-14 :Grd Slab Unit lo D:DFFFF:FF
9-lil :Hardstanding :DDFFF : FFFF :
lil-16 :lklload Frames : DDF:FFFFF:F
12-13 :Bwk lklit 3 flfffl :
14-15 :Grd Slab Unit 2: o:DFFF :
15-16 :Grd Slab Unit 3: tlf
16-17 :Erect Frames : ****I*

Screen Display 10: Bar-chart display - earliest start order

207
All activities assumed to begin at latest start The start day is : 0
SORT ORDER : Earliest start, Latest start

-EVENT-:DESCRlPTION :WK 1 :tl< 2 :WK 3 :WK 4 :WK 5 :WK b :WK 7 :WK B :WK 9 :
--------------------------------------------- ----------
1-2 :set up Site :•*** :
1-3 :Re110ve Trees :FFFFF:DD
1-10 :Order Fraliii!S :FFFFF:FFFFF:FFFFD:DDDDD:DDDDD:DDDD
2-3 :site Strip t:tt
3-4 :R. L Excavation : Ht: t
3-5 :Draw Connection : FFF :FFFFD :D
5--b :Draw Ex-MH1 F:FFFFF:FDDDD:
4-7 :FDT Unit 1 : Ht :
b-9 :MH1-MH2 FF:FFFFF:DDDD
7-11 :Bwk Unit 1 t:tttt :
7-B :FDT Unit 2 F:FDDD :
B-9 :FDT Unit 3 FFF:FDDD
11-12 :Bwk Unit 2 t:ttft
11-14 :Brd Slab Unit 1o F:FFFFF ,DD
9-10 :Hardstanding :FFFFF: FFDD :
10-16 :Unload Frames : FFF:FFFFD:D
12-13 :Bwk Unit 3 tltfff :
14-15 :Grd Slab Unit 2: F:FFDD :
1s-1o :Grd Slab Unit 3: •:•
16-17 :Erect Frames : ****:*
----------------------------------------------- -

Screen Display 11: Bar-chart display - latest start order

208
 All activities assumed to begin at earliest start The start day is : Ill
B=Bricklayer ; D=Drainlayer ; J=Joiner ; L=Labourer ;
X SCALE : 2 days per line Y SCALE : 1 11AN DAYS per column

:11AN DAYS 2 3 4 5 6
Day: Total : 1234567890123456789012345678901234567890123456789012345678911112345

Ill :a :JJJJllll
2 :4 :JJJJ
4 :2 :LL
6 :4 :ddLL
8 :6 :ddddLL
10 :a :ddddLLLL
12 :1111 :ddddLLLLLL
14 :14 :BBBBddddllllll
16 :12 :BBBBdd 111111
1a :15 :BBBB11111111111
20 :ts :BBBB11 Jll Jlll11
22 :till :BBBB111111
24 :10 :BBBBllllll
26 :4 :BBBB
2a :s :BBLLL
30 :7 :JJJJLLL
32 :a :JJJJJJJJ
34 :a :JJJJJJJJ

TOTAL 150

Screen Display 12: Labour resources- all labour at earliest start

209
 All activities asslllll!d to begin at latest start The start day is : ll
B=Bricklayer ; D=Drainlayer ; J=Joiner ; L=labourer ;
X SCALE : 2 days per 1i ne Y SCALE : 1 !'IAN DAYS per col Wllf1

li1AN DAYS 2 3 4 5 6
Day: Total : 1234567891l12345b78901234567891l1234567B901234567891l1234567891l12345

0 :4 :JJJJ
2 :4 :JJJJ
4 :4 ILL! I
6 :4 lllll
B 12 ILL
10 :4 ILLLL
12 :6 ILLLLLL
14 :a lBBBBdddd
16 :14 :BBBBdddd llllll
18 :tt : BBBBddddlll
211:11 :SBBBddddlll
22 114 :BBBBddddllllll
24 :9 iBBBBlllll
26 :1s :BBBBlllllllllll
28 :14 iBBLLLlllllllll
30 :10 :JJJJLLLlll
32 :a :JJJJJJJJ
34 :a IJJJJJJJJ

TOTAL 151l

Screen Display 13: Labour resources - all labour at latest start

210
 All activities assumed to begin at latest start The start day is : I!
B=Bricklayer ; D=Drainlayer ; J=Joiner ; L=labourer ;
X SCALE : 2 days per line Y SCALE : 1 I'IAN DAYS per col u111

itiAN DAYS 2 3 4 5 6
Day: Total : 12345b78901234567B'I012345b78901234567B91111234567891l123456789012345

0 :4 :1111
2 ill
4 :2 iLL
6 :2 iLL
a :2 iLL
10 :4 iLLLL
12 :6 iLLLLLL
14 :6 illl111
16 16 :111111
18 :11 :11111111111
21l :11 :11111111111
22 :6 illllll
24 :6 :111111
26 ill
28 :3 iLLL
30 :3 iLLL
32 :111
34 10

TOTAL 72

Screen Display 14: Labour resources- single trade at earliest start

211
 All activities assumed to begin at latest start The start day is : I!
B=Bricklayer ; D=Drainlayer ; J=Joiner ; L=labourer ;
X SCALE : 2 days per line Y SCALE : 1 I'IAN DAYS per col u111

:11AN DAYS 2 3 4 5 6
Day: Total : 12345678901234567890123456789012345678901234567891!123456789012345
----------
lil :0
2 :0
4 :4 :Llll
6 :4 :Llll
8 :2 :LL
11! :4 :LLLL
12 :6 :LLLLLL
14 :0
16 :6 :111111
18 :3 :m
21! :3 :m
22 :6 :mm
24 :5 :mn
26 :u :lllllllllll
28:12 :Llllllllllll
3lil :6 :LLLlll
32 :lil
34 :lil

TOTAL 72

Screen Display 15: Labour resources - single trade at latest start

212
All activities assumed to begin at earliest start The start day is : 0
X SCALE : 2 days per line Y SCALE : 200 POUNDS per col um

lf'OUNDS
1.2345678911123
l24b8111246802468024680246802468024b8111246802468024680246802468024680
:00000000~~
Day: Total l1!01Bl0001!01'l000~~000000~0000

0 :500 I
2 :800 I
4 :900 I
6
a
:1100
:1400
*I
10 :1817 f
12 :2350 I
14 :3283 f
16 :4117 t
18 :51511 I
20 :6150 t
22 :6850 t
24 :7B50 I
26 lB250 f
28 :8750 I
30 :mil t
32 :9771! t
34 :10250 t

HlTAL 10250

Screen Display 16: Labour cost at earliest start

213
All activities assu11ed to begin at latest start The start day is : 1!1
X SCALE : 2 days per line Y SCALE : 201!1 ~DS per column

IPOUNDS
1234Sb7891!1123
124b81!124b81!124b8024b81!124b81!124b8024b81!124b8024b8024b8024b81!124b8024b80
lil00011111!1!1001110000110001!1~091!11!11!1~1!11!10001!10000001!11!1
Day: Total :l!ll!lil0000000000001!11!11!11!11!11!11!11!11!11!11!11!101!1!1001!101!100001!11!1000001!1

1!1 1301!1 :*
2 1600
4 I 81!10
*
b 11000
*
*
8 : 111!11!1
*
!Ill :1317
*
12 llbse
*
14 122Sill
16 13183
*
18 139Sill
*
21!1 14717
*
22 :Sbse
*
24 lb3SI!I
*
26 17Silllll
*
28 :Bbl!ll!l
*
31!1 19291!1
*
32 19771!1
*
34 : 11!1251!1
*
--------------------
TOTAL 11!12Sill

Screen Display 17: Labour cost at latest start

214
DISK COPIES OF THE CPA PROGRAM DISK REF. CPA (BBC)
OR
DISK REF. CPA (IBM)

Disk copies of the CPA network program for the Details available from Probuild Software, 82
BBC micro or the IBM/PC computers. Details on Tarkington Road, Hazel Grove, Stockport, SK7
how to obtain the disk copies is given below. 4RL, England.

215
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Barton, P. (1985). Information Systems in Con-
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Brech, E. F. L. (1975). Construction Management
in Principle and Practice, Longmans, London.
Cooke, B. (Ed) (1984). Contract Planning and
Contractual Procedures, Macmillan, London.
Cooke, B. and Jepson, W. B. (1979). Cost and
Financial Control for Construction Firms, Mac-
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Chartered Institute of Building (1980). Programmes
in Construction- a guide to good practice,
CIOB Publications, London.
Cormican, D. (1985) Construction Management:
Planning and Finance, Longmans, London.
216
Lumsden, P. (1968). The Line of Balance Method,
Pergamon Press, Oxford.
Martin, W. R. (1969). Network Planning for Build-
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National Building Agency (1970). Programming
House Building by Line of Balance, NBA, Lon-
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Oxley, R. and Poskitt, j. (1986). Management
Techniques Applied to the Construction Indus-
try, 4th edn, Granada, London.
Peters, G. (1984). Construction Project Manage-
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London
Pilcher, R. (1976). Principles of Construction
Management, McGraw-Hill (UK), Maidenhead.