Introduction to Construction Planning & Scheduling

Course Learning Objectives:

CLO 1. Develop the construction planning process.

Module Learning Objectives:

MLO 1. Identify the advantages and disadvantages of scheduling a project with the use of bar
charts
MLO 2. Describe the difference between planning and scheduling
MLO 3. Compare bar charts and precedence diagrams in terms of the ease with which activities
can be added to the schedule

Lecture 1

Dr. Joseph Kim, P.E., LEED AB BD+C

 Topical outline
Chap. 1 Introduction
Chap. 2 Developing a Network Model
Chap. 16 Arrow Diagrams
Chap. 3 Precedence Diagrams
Chap. 4 Determining Activity Durations
Chap. 5 Time in Contract Provisions
First Midterm exam will be covered from Chap. 1 through Chap. 5 and Chap. 16.
Chap. 6 Resource Allocation and Resource Leveling
Chap. 7 Money and Network Schedules
Chap. 8 Project Monitoring and Control
Chap. 9 Computer Scheduling
Second Midterm exam will be covered from Chap. 6 through Chap. 9.
Chap. 10 Earned Value: A Means for Integrating Costs and Schedule
Chap. 11 The Impact of Scheduling Decisions on Productivity
Chap. 12 CPM in Dispute Resolution and Litigation
Chap. 13 Short-interval Schedule
Chap. 14 Linear Scheduling
Chap. 15 PERT: Program Evaluation and Review Technique
Final comprehensive exam will be covered mostly from Chap. 10 through Chap. 15
Primavera Project Planner (P6) software will be practiced.
Chap 1. Introduction
 Why to schedule?

◼ Costs and Time:

◼ Project costs are closely related to project duration
Why to schedule?

Construction Time

Construction Costs

Construction Time

OH and Financial Costs

 Why to schedule?

◼ A construction schedule is a management

tool that enables construction managers
to direct the accomplishment of
construction projects so as to complete
them in a timely and cost-effective
manner
 Schedule Methods
◼ Type of schedule is independent of the
size ($) of the project
◼ Over the years, several techniques have
been developed, and they can be
grouped in four major categories:
1. Bar charts
2. Network scheduling
3. Linear scheduling techniques
4. Probabilistic methods
 1. Bar Charts
◼ (In a minute…)
 2. Network Schedules
◼ There are several network scheduling techniques, all
of them based on the calculation of the length (in
time) of critical link of activities or “Critical Path.”
◼ This procedure is known as the Critical Path Method
(CPM)
◼ The construction industry has traditionally used two
methods to schedule projects:
◼ (1) Activity on Arrow (AOA) diagram
◼ (2) Activity on Node (AON) diagram
◼ (= A.K.A. Precedence Method)
◼ These two methods are all based on the preparation
of logic diagrams
2. Network Schedules
 3. Linear Scheduling Methods
◼ Many construction projects can be divided
into sequential discrete activities. In some
others, the same construction activities are
performed continuously over the duration
of the project
◼ Projects that are linear by nature
(highways, pipe lines, etc.) need special
methods for scheduling
◼ Network scheduling techniques and bar
charts can be used, but the resulting
schedules are either very small (if the
durations of tasks are large) or very
repetitious (if the tasks are divided by
location)
 3. Linear Scheduling Methods
◼ Alternative method to schedule projects with long-
duration activities: “Linear Schedule Method” or “Line
of Balance (LOB) method”
 4. Probabilistic Methods
◼ A probabilistic method introduces chance into the
computation procedures. Schedulers normally use
regular CPM when there is little uncertainty
concerning task duration
◼ When there is some uncertainty on the durations of
tasks, the scheduler may use Program Evaluation and
Review Technique (PERT) to estimate the probability
of finishing the project at specified time
◼ If there are even more uncertainties, for instance
multiple critical paths or nearly critical path, the
scheduler may decide to use a simulation method
such as Monte Carlo
Selecting the Scheduling Technique
Selecting the Scheduling Technique
 Task Definition
◼ Task definition includes work breakdown and
the determination of task attributes
◼ Task attributes:
◼ (1) Quantitative: Units of measure
◼ E.g. Task duration (days) and task cost ($)
◼ (2) Qualitative: No units
◼ E.g. Tasks performed by craftsmen
◼ E.g. Tasks performed by subcontractors, etc.
 Work Breakdown
◼ Major criteria: grouping together as tasks
those work activities that have related
attributes
◼ If sole purpose of the schedule is to obtain
prediction of total project duration and start
and finish dates of tasks, then it is necessary
to consider only few task attributes
◼ If the schedule may be used to predict day-by-
day requirements (e.g. craftsmen and
equipment), then additional attributes must be
assigned
 Work Breakdown - Example
◼ (1) Group of related work activities for
erection of an interior partition constructed of
concrete block

◼ (2) Assume that as masons lay the blocks,

electricians and plumbers will work along with
them to install electrical conduit and pipes
within the wall
 Work Breakdown - Example
◼ (3) If objective is only to predict start and
finish dates of wall erection, then the
scheduler can define a single task “erect
block wall” which includes all the work done
by masons, electricians and plumbers

◼ (4) If objective is to predict when the three

crafts can start and finish their work and the
total day-to-day requirement for each of the
craftsmen, then it will be necessary to define
three tasks: “erect block wall”, “install in-wall
conduit”, and “install in-wall plumbing”
 1. Bar Chart or Gantt Chart
◼ One of the most frequently used schedule
techniques
◼ Developed by Henry Gantt during World War I
◼ Widely used as a schedule because of its
simplicity, ease preparation, and easily
understandable format
 1. Bar Chart or Gantt Chart
- Description
◼ A bar chart is a collection of activities listed in
a vertical column with time represented on a
horizontal scale
◼ The projected start and finish are shown for
each activity, and the duration is indicated by
an horizontal bar to the right of the
description of the activity
◼ It is the length of the bar which represents the
duration of the activity
 1. Bar Chart or Gantt Chart
- Preparation
◼ First step is to determine which activities will be
listed. To do this, the work has to be broken in
smaller, finite activities
◼ The following step is to estimate the durations
◼ Finally, the sequence is determined and the bars are
plot on the schedule
 1. Bar Chart or Gantt Chart
- Pros and Cons
◼ Advantages:
◼ The main advantage of a bar chart is its simplicity,
and this simplicity has influenced the wide
acceptance of bar charts as planning and scheduling
method for certain projects.
◼ It is very easy to understand, and a very useful format
in which to display the results of a schedule prepared
by a more contemporary technique
 1. Bar Chart or Gantt Chart
- Pros and Cons
◼ Disadvantages:
◼ It can be very difficult to prepare if there are
numerous and complex relationships between the
tasks that make up the schedule
◼ Therefore, this method is not recommended for
projects with a large amount of activities, nor for
those with complex relationships and dependencies
between activities
◼ Another problem of bar charts is that the logic used
by the planner is not obvious, and this becomes an
obstacle when trying to understand the effect of
possible changes
1. Bar Chart or Gantt Chart
- Example
1. Bar Chart or Gantt Chart
- Example
1. Bar Chart or Gantt Chart
- Example
1. Bar Chart or Gantt Chart
- Example
1. Bar Chart or Gantt Chart
- Example
 Draw a bar chart for your plan
◼ Practice
◼ Project: Your own plan and/or project
◼ No. of activity = 10 activities
◼ Scale of duration = Day, Week, or Month
◼ Consider the relationship among activities, if
necessary
◼ Use the preparation procedure covered in this
lecture
◼ Have 20 minutes
◼ Show me your work