On-Site Construction Management

CHAPTER 2:
PLANNING CONSTRUCTION PROGRESS

Assoc. Prof: Tran Duc Hoc

 Outline for planning 2

1. Introduction
2. Purpose of planning
3. Benefits of planning
4. Planning in the building industry
5. Basic steps in developing an overall plan
6. Techniques of planning
7. Characteristics of effective planning
8. Obstacles to effective planning
9. Unforeseen and unpredictable events
 Introduction 3

Planning is an intellectual process involving creative

thinking.

In management, ‘planning’ is consideration of the future.

It is a basic executive responsibility.
 Purpose of planning 4

Enable the proper phasing of operations with balanced

labour gangs in all trades, to ensure continuous productive
work for all the operatives employed and reduce
unproductive time to a minimum
 Benefits of planning 5

Major Programs Designers Work Site Material Careful

decisions • are realistic • are assisted • is more personnel handling short-term
• are made if based on in carefully • know what • is planning
in advance, calculations supplying coordinated they need minimised • is essential
while last- and information for the and fewer if storage to the pre-
minute selected in the economical emergencie locations measuring
decisions methods correct use of labour, s arise. are of bonus
are avoided sequence plant and planned operations
and at the materials, so and their
right time that time and person-
money are hour
saved. targets
Planning in the building industry 6

Planning and controlling building work are

so closely linked as to be inseparable.
No project manager can control a project
that has not been planned, for the very
meaning of control is keeping site
operations on course by correcting
deviations from the program.
Through planning it is possible to prevent
problems arising or to minimize them
 Planning in the building industry 7

Time is a central element in planning. Time spans

with which planning is concerned range from
relatively long to relatively short terms

Short-term planning is concerned with the

comparatively near future. Plans for the next month, or
even the next six months, are short-term plans.
Short-term planning is used to review work progress at
regular intervals – that is:
• Plan labour utilization
• Communicate requirements to subcontractors,
tradesmen and suppliers
• Correct problems at an early stage before a major error
develops
Basic steps in developing an overall plan 8
 Techniques of planning 9

Planning begins by asking the following questions about the work to

be done: what? where? who? how?
The answers are then used to decide when to employ the available
resources of men, materials, machines, methods and money.
Then decisions are made in the light of objectives and the best
standards of cost, profit and time.
 Characteristics of effective planning 10

It is broadly accepted that among the main characteristics of an

effective plan are that
• It is based on clearly defined objectives it is simple
• It establishes standards
• It is flexible
• It is balanced
• It uses available resources to the utmost
Planning is an executive function which helps to provide purpose and direction for the members of
an organization.
 Obstacles to effective planning 11

External forces such as laws, government regulations, trade

associations and the actions of competitors may impede or
influence the effectiveness of planning by commercial
organisations
 Unforeseen and unpredictable events 12

It is not possible to foresee with certainty all that may have serious
consequences for our plans.
For instance, in WA, the effects of a cyclone drifting unusually far
south could seriously disrupt a Perth project’s program.
 Planning can only be based on what is known in the present and
modified (if necessary) by what one can judge or anticipate might or
will develop in the future.
People vary in their ability to see ahead, so foresight is often listed
as one of the desirable qualities of the successful executive.
 Construction management 13

Construction management concerns the management of the

construction phase of a building project.

In its traditional form, the builder is the construction manager for

any project undertaken in which they have a commercial interest.

With management contracting, the role’s key objective is the

management of the construction phase within the total project.

The role is more one of management than building, though

thorough knowledge in both fields is a definite advantage.

Management is by way of a professional service and not as a

commercial venture.
 Construction management 14

A construction manager may be appointed in any of the following ways

Direct negotiation
Recommendation of the client’s Approach
project management team
Client’s obligations 15
 2.2 Construction preparation 16

General preparation before starting the work (project).

Investor preparation.
+ Establishment of Project Management Board (project
management).
+ Complete procedures for land use, site clearance, and
road clearance procedures.
+ Monitor and urge the design work.
+ Hire a construction supervision consultant.
+ Motivate contractors to perform well….
 2.2 Construction preparation 17

Contractor's preparation.
+ Establishment of construction management apparatus.
+ Determine the structure of the participating force and the structure
of the specialized force.
+ Receive design documents, documents related to design and
construction.
+ Receive handover of construction site.
+ Conduct surveys to collect data on nature.
+ Drafting and approving design documents for construction
organization.
Set up and approve construction organization documents.
When planning the implementation of the preparatory work.
 2.2 Construction preparation 18

Preparation before starting each work item.

Organizational and technical preparation.

+ Check design drawings:

+ Item construction estimate

+ Design and construction of work items

+ Sign cooperation documents or economic contracts

 2.2 Construction preparation 19

Construction site preparation.

+ Receive documents, engineering geological data, hydrogeology
+ Demolition of obstacles, trees, structures.
+ Surveying, leading landmarks and locating work items.
+ Construction or renovation of temporary roads, water and
electricity supply; drainage, anti-flooding.
+ Making warehouses and camps; Set up processing workshops.
+ Safe work
 2.2 Construction preparation 20

Prepare materials - techniques.

+ Calculate and determine the needs of each type of material and

make a supply plan in accordance with the schedule

+ Calculating and determining the demand for prefabricated

components

+ Gather necessary machinery, equipment, and labor force

 2.2 Construction preparation 21

Regular preparatory work in construction.

+ Based on the general construction schedule (total progress)
+ Gather necessary resources for construction.
+ Transfer detailed construction drawings and technical tasks to the
direct unit.
+ Arrange safety solutions and implement safety regulations.
+ Inspect, maintain and repair machinery and tools.
+ Disseminating and fostering knowledge and providing operational
guidance when new technologies are available.
 2.3 Make schedule 22

Progress is a graph attached to a time axis. The components attached

to the time axis include: technology, location, location and volume of
construction and installation works along with the conditions for their
implementation.
The schedule is designed to determine:
Sequence of work;
Logical relationship between tasks;
Time to complete the work;
Demand for human resources, necessary resources over time.
 2.3 Make schedule 23

Purpose:
Complete the project on time.
Reasonable use of resources:
Manpower: continuous use, no sudden change
Tools, machinery and equipment: make the most of available
machinery
Supplies: save, use the norm, minimize the time of stagnation of
unused materials
Technical facilities for construction: optimal use, many times
Timely supply of effective construction measures
2.3 Make schedule 24

start

Technology analysis Criteria evaluation

To do list task Not approved

Comparison?

Quantity of tasks OK
Optimized scheduling

Select the method of statement

Finalise
Scheduling parameter

Resource planning
Initial scheduling

End
 2.3 Make schedule 25

* Choose a construction technique:

– A reasonable plan, first of all, the construction technique must be
correct and implemented.
– Economy: lowest price. T<Tmax.
– In accordance with the nature and construction conditions, making
full use of the productivity of equipment and machinery, especially
the synchronization.
* Take some main tasks (which require a lot of labor, equipment and
Cnij
machinery, lots of construction time) tij 
A  Nij
S Q Q
Cn  (cong) CM  ( ca máy) CMij
T  Kg Pmáy  K g tij 
A  M ij
Q: Quantity; S: Norm; T: hours/1shifts; tij: time; Cnij: labor needed;
CMij: machine need; A: shift. Nij: number of labors; Mij: No of machine.
 2.3 Make schedule 26

* Construction sequence
Outside the construction site before, inside after. (Building roads,
electricity, water from outside to the construction site).
Outside the front house, in the back house (leveling the floor, making
drainage ditches, building inland roads, warehouses, shacks...).
Under the ground first, on the ground after, deep first, shallow after.
The end of the source is done first, the beginning of the source is done
later.
Texture first, decorate after, texture from the bottom, decorate from the
top.
Apply those principles to the construction of various creative flexible
industrial and civil buildings.
 2.3 Make schedule 27

Norm Schedule
Tota
l
Quan mach
No Activities Unit labo Time
tity Stan ine
Onsit r
dard need
e 1 2 3 4 5
nor
norm
m
1 2 3 4 5 6 7 8 9 10
1 Coffrage M2 240 10 12 20 4 5

9
2 Concrete M3 16,8 0,8 1 17 1 2
 2.3 Make schedule 28

Before schedule
 2.3 Make schedule 29

After adjustment of schedule

 2.3 Make schedule 30

A good human resource chart ensures harmony and continuity.

Allowed to fluctuate within the range (10 - 15%)
If the fluctuation exceeds that limit, it must be adjusted.
Short-term spikes (figure 3) or long-term dips (figure 4).

manpower manpower

time
Figure 3 time Figure 4
 2.3 Make schedule 31

Evaluate the human resource chart using 2 coefficients :

(K1)
(K2)
Amax S dö S
K1  (1) K2  (2) A TB 
ATB S T
which:
Amax is the highest number of employees at any given time on the
workforce chart.
Sdư Residual is the excess worker on the average line ATB (được tính
bằng diện tích trên đường ATB).
S is the total number of labors (area of the manpower chart).
T is the construction time.
Conclusion: the histogram is good when K1  1 and K2  0.