Construction Management

PROJECT SCHEDULING
DR. SAMIA ALI

PROJECT SCHEDULING
SCHEDULING PROCEDURE:1-Define the time unit 2-Estimate activity required time 3-Complete project duration 4-Establish activities Early & Late start and finish dates. 5-Identify critical activities 6-If required, shorten project duration 7-Minimize resource demand conflicts 8-Make a calendar dates schedule

DR. SAMIA ALI

TIME ESTIMATE
A-ESTIMATING STEPS:

PROJECT SCHEDULING

TIME ESTIMATE
1-Select time interval to be used.
-Governed by practice, time needed to perform acts. -Commonly working day = 8 hr/day. -For large projects week = 6 day 8 hr. -Should be consistent through all diagram.

2-Estimate each activity time duration based upon methods to be used and resources to be applied.

DR. SAMIA ALI

TIME ESTIMATE
B-ESTIMATING RULES:

PROJECT SCHEDULING

1-Subdivide activity if it helps to reduce duration uncertainty. 2-Consider only one activity at a time (independent). 3-Assume a normal level of resources (no competition). 4-Assume a normal work day and work week. 5-Do not consider known calendar completion dates. 6-Use consistent time units.

DR. SAMIA ALI

TIME ESTIMATE

PROJECT SCHEDULING

C-ESTIMATING METHODS: -Must consult experienced people familiar with the particular type of work. -Estimates are made for 3 types of operations:
1-Work involves labor or equipment: - Establish duration based on
a-Production rates. b-Labor unit cost. -Efficiency improvements for repetitive activities must be considered.

2-Operations that do not appear in usual cost estimate but consumes time. -Concrete curing, obtaining permits, etc. -Durations based on experience & judgment. 3-Work done by other agency: -Subcontractors, material suppliers, the owner, A/E. - Subcontractors & material suppliers should supply estimates for their own operations.
DR. SAMIA ALI

TIME ESTIMATE
D-UNCERTAINITY:

PROJECT SCHEDULING

-for some activities, duration can not be estimated with any degree of certainty. -Examples : projects of an unusual nature, research work, etc. -A simple probability technique can be used to estimate activity duration: a = Optimistic time (minimum) b = Pessimistic time (maximum) m = Most likely time (normal) Tactivity = (a + 4m + b) / 6 -A dummy activity with zero time duration could follow this activity

DR. SAMIA ALI

TIME ESTIMATE
E-TIME CONTINGENCY:

PROJECT SCHEDULING

-No allowance should be made in the time estimate for contingencies, such as, flood, rain, fire, accidents, strikes, etc. -Procedures used to account for contingency depends on nature of contingencies and type of work. -For general project delays (fire, accidents, etc.) : a general allowance is added to the overall project duration. -On buildings and other work that can be protected from the weather, allowances should be made only to those activities likely to be involved. -Weather: a-Depends on the type of work.

b-Use weather records. c-On a large projects, allowances for weather is made only after establishing the calendar date for schedule.
DR. SAMIA ALI

TIME ESTIMATE

PROJECT SCHEDULING

F-AVOIDING BIAS ESTIMATING:

1-Consider each activity independently. 2-Skip around from one part of the network to the other. 3-Obtain check estimates from more than one reference.

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
A-NETWORK COMPUTATION:

PROJECT SCHEDULING

1-Simple and step -by- step computations are performed to determine : -Overall project completion time. -The time brackets within which each activity must be accomplished if this completion time is to be met. -Computations can be made on diagram or on tables, see table (1).

DR. SAMIA ALI

SCHEDULING COMPUTATIONS

PROJECT SCHEDULING

2-The four activity dates: They are four values along the time scale that every activity in the network can have. 1.ESD: Early Start Date which is the earliest point in the time that the activity can begin. 2.EFD: Early Finish Date = ESD + duration. 3.LSD: Late Start Date = LFD - duration. 4.LFD: Late Finish Date which the latest point in time that the activity must be completed if the project is not to be delayed.

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
In project days or dates The activity may start in this day if the predecessor activity finished early

PROJECT SCHEDULING
Finish
The activity wont finish before this day (at least)

Start
Activity

Early

ES I.D. EF Activity Legend

Late ES

LS

Dur

LF LS
Activity

EF
Activity

LF
Dur.

Dur.

Total time available

The 4 activity times EF = ES + Dur. LS = LF - Dur.
DR. SAMIA ALI

SCHEDULING COMPUTATIONS

PROJECT SCHEDULING

B-FOREWARD PASS COMPUTATION:

1-Early activity times: Proceed from project start to project finish (left to right). Assume every activity will start as early as possible.

EFDI = ESDI + TI
Assign ESD for starting activity, usually zero. Early Finish-Early Start relationship
ESI

I
TI

EFI

ESJ

ESDJ = Max. EFDI, II

II

EFII

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
0 Start 0

PROJECT SCHEDULING

ES = 0 ( Project Start ) Duration = 0 EF =ES + Dur = 0 + 0 = 0

0 0 3

ES (A) = EF (Start) = 0

A
0 Start 0 0 5 0

Duration = 3
EF (A) =ES(A) + Dur = 0 + 3 = 3 ES (B) = EF ( Start) Duration = 5 EF (B) =ES (B) + Dur = 0 + 5 = 5

B
5 18

13

M
5 10 16 18 22

ES (O) = EF (M) = 18 Duration = 4 EF (O) =ES(O) + Dur = 18 + 4 = 22

O
4

N
6

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
2-Project duration:

PROJECT SCHEDULING

EF for the last work activity will establish the working days required to reach the end of the project. Contingency must be considered at this point. -5 10 % increase of project duration. -Depends on the contractor experience.

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
Example (forward pass):
8 B 10 18 18

PROJECT SCHEDULING

33 E 15

0 A 8

8 C 5

13

13 F 5

18

33 G 3

36

8 D 15

23

DR. SAMIA ALI

SCHEDULING COMPUTATIONS

PROJECT SCHEDULING

C-BACKWARD PASS CALCULATIONS:

3-Last activity times: Assume, accepted project duration = EF of last activity. Turn around and perform backward pass calculations [to find LS & LF of each activity]. Going form right to left. Late activity times is the latest times activities can be started and finished without delaying the EF of the project. 4-Floats: A measure of the time available for a given activity and beyond its estimated duration. Two types of floats: TOTAL FLOAT FREE FLOAT

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
EF = 70 (project duration) LF = EF = 70 (turn around)

PROJECT SCHEDULING
55 350 60
Painting

LF = LS of act. 370 = 60
LS = LF Dur. =60 5 = 55 LF = LS of act. 370 = 60 LS = LF Dur. = 60 3 = 57 LF = LS of act. 370 = 60

55 5 60 55 360 58
Guardrail

LS = LF duration = 70 6 = 64

60 370 63
Clean up

64 390 70
contingency

57 3 60 52 340 53
Saw joints

60 3 63

64 6 70
LF = LS of act. 390 = 64
LS = LF Dur. = 64 1 = 63 LS = LF Dur. = 60 1 = 59

59 1 60

63 380 64
Final inspec.

64 390 70
contingency

55 350 60
LF = earliest LS of act. 350 or act. 360 = 55 LS = LF Dur. = 55 3 = 52

63 1 64

64 6 70

Painting

52 330 55
Strip deck

55 5 60 55 360 58
Guardrail

52 3 55

57 3 60

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
5-Total float
not delay the completion of the project.
ESDI
Activity I

PROJECT SCHEDULING

The time span in which the completion of an activity may occur and
EFDI TI TFI LFDI

LSDI
Activity I

TFI

TI

Total time available to perform Activity I

TF = (LS ES ), OR (LF -EF ) Activity with zero total float has no spare time and is therefore one of the activities that controls the project duration. Activities with zero TF are called critical activities .
I I I I I

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
6-Critical Path

PROJECT SCHEDULING

It is the longest path which determines the length of time necessary to complete all of activities. Normally indicated on the diagram in some distinctive way. (colors, heavy lines, or double lines) Normally found by means of zero or min. total float values, through activities whose:LST - EST= zero/min. OR LFT - EFT= zero/min. There must be at least one CONTINUOUS critical path line, more than one could exist in the diagram. Important to be located because it pinpoints those jobs areas that must be closely monitored at all times if project is to be kept on schedule.

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
7-Free Float

PROJECT SCHEDULING

The time span in which the completion of an activity may occur and not delay the termination of the project nor delay the early start of any following activity. It is the leeway to the operation when all activities in the path are started as early as possible. An operation can be delayed to the extent of its free float without affecting any of the following operations.
TI ESTI
Activity I

Total time available for I TFI LSTI EFTI

Activity I

LFTI

FFI
Activity II Activity II

ESTII

FFI = ESTII EFTI

EFTII

LSTII

LFTII

Total time available for II

DR. SAMIA ALI

SCHEDULING COMPUTATIONS

PROJECT SCHEDULING

Example (backward pass, float & CP):

TF = 0

/ FF = 2
18 B 18

TF = 0

/ FF = 0
33 E 33
FF = 15 TF = 0

18

8
TF = 0

10

18
TF = 15

15

/
A

FF =0

TF = 5

/ FF = 0
13 C 18

/
F

/
G

FF = 0

13

18

33

36

13
TF = 10

28

33

33

36

/ FF = 10
23 D

18

15

33

DR. SAMIA ALI

SCHEDULING COMPUTATIONS

PROJECT SCHEDULING

TF = [ LS ES] or [LF EF] FFI = ESII EFI

Code

Activity

Dur.

Early

Late

Floats

Start

Finish

Start

Finish

Total

Free

Critical Activity

Table (1): Activity times in tabular format

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
D-Special Topics:

PROJECT SCHEDULING

1-Link Lags: Some floats may be desired to enable the planner to anticipate such things as probable delivery dates and labor and equipment demands. To provide these floats, all of the forward and backward calculations must be computed first (Diagram available, Early and Late start & Finish dates). Procedure that can remove these restraints and are more efficient of computation time, can be based on the concept of Lag. A Link Lag is the difference between the early start date of an activity and the early finish date of the preceding activity. It is a property of the LINK and not the activity.

Lag IJ

Lag IJ = ESDJ EFDI

DR. SAMIA ALI

SCHEDULING COMPUTATIONS

PROJECT SCHEDULING

2-Lags Between Activities: Permits a more realistic modeling of the project to show complex activity relationships.

Finish To Start
35 80 41 39 6 45 41 190 43 45 2 47 41 190 43 3 45 2 47 46 200 48 50 2 52

Start To Start
28 110 29 33 1 34 28 120 30 33 2 35 46 200 48 50 2 52 1 47 210 50 51 3 54

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
Finish To Finish
66 260 69 72 3 34 67 270 69 73 2 75

PROJECT SCHEDULING

35 170 38 39 2 42 3

35 180 41 39 3 45

Start To Finish
10 50 14 12 4 16 2 9 90 12 11 3 14

combination
17 170 21 21 4 28 -1 18 180 20 22 2 24

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
2-Lags Between Activities

PROJECT SCHEDULING

limitations: -Complicate the planning & scheduling process. -Have little gain in management efficiency. -Used only where time effects are substantial or for special construction types. -Especially convenient when working with long strings of simultaneous and repetitive work. 3-Early Start Schedule (Normal Schedule): One method of scheduling activities to prepare a calendar-date schedule. Expired work days meaning must be understood when calendar schedule is prepared.

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
4-Hammock Activity
1 70 3
Divert stream Exc. Abut 1.

PROJECT SCHEDULING

43 270 46
Back. Abut. 2

46

47

Remove stream diversion

2 15

3 3 15 46 49

46 3 49

49 1 50

Maintain stream diversion

A useful concept in drawing diagrams.

Extends from one activity to another and has no estimated duration. Its duration is controlled by the two activities between which it spans. Examples:- Dewatering, HWY maintenance.

DR. SAMIA ALI

SCHEDULING COMPUTATIONS
5-Milestones (events):-

PROJECT SCHEDULING
Milestone no. 4

43 270

46

Backfill abut. 2

46

49

Schedule date Aug. 17

Late date Aug. 20

They are important intermediate reference points in time during construction work.

They are usually the schedule date for either the start or finish of some important aspect of the project.
Imposed by either the owner or the contractor to include dates for the completion of certain segments of the work.

On large projects, contractors establish a series of milestones through the project and used as reference points for monitoring the project.
DR. SAMIA ALI