Documente Academic
Documente Profesional
Documente Cultură
Batch 6
K. P. Reghunath, MRICS
L&T Institute of Project Management
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QS & Construction APC Pathway - RICS
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QS & Construction APC Pathway - RICS
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QS & Construction APC Pathway - RICS
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QS & Construction APC Pathway - RICS
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Project Planning & Scheduling Approaches
• Initiating: Understanding business case – High level understanding of
Scope, Cost, Time and Risk – Develop Project Charter and Identify
Stakeholders
• Planning: Scope – WBS - List of deliverables – Work Packages - List of
activities & milestones.
• Scheduling –
- Bar Chart/Gantt Chart
- Type of dependencies & type of relationships
- Network Diagrams - AoA, AoN & PDM TSLD
- Activity Duration estimates
• Different approaches – CPM/PERT/CPM with SRA/RCPS/CCPM
- Forward & Backward pass – ES, EF, LS, LF – Total Float and Free Float –
Critical Path – Project Duration – Start & Finish dates of activities.
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Project Planning & Scheduling Approaches
• Resource Loading Identifying resources with unit rate – Assigning
resources – Project cost through rollup from activities (Direct Cost +
Indirect Cost)
• Resource Conflict Identification & Resolving RCCP
• Meeting CCD/Deadline/MFBD:
- Crashing, Fast Tracking, Outsourcing, Changing methodology, Modifying
workweek & Calendars…
• Iteration of Steps Baseline – Planned Values
• Executing
• Monitoring & Controlling: Capturing Actuals – AS, AF, AD, AC, RD,
Change in Logic & etc.
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Project Planning & Scheduling Approaches
• Project Performance Measurement
- Using EVM – BAC, Schedule % complete, Actual % complete, PV, EV, and AC -
SV, CV, SPI, CPI - Forecasting/Predicting: EAC, ETC, VAC & etc.
- Using Fever Chart - % of critical chain completed vs % buffer consumed
• Delay Analysis –– Excusable & Non Excusable, Compensable & Non
Compensable, Critical & Non-critical, Concurrent & Non-Concurrent
delays - NE, EC & EN delays
• Closing: Documenting the lessons learned.
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Performance Measurement Technique
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Project Mapping for Planning & Scheduling – Different Approaches
3 4 Critical Chain/Buffer
High Resource Constrained Management (CC/BM)
Project Scheduling (RCPS) Scheduling approach
Complex scheduling with main emphasis on
techniques within the the project resources and
presence of limited buffer management to
Complexity resource availability assess the performance
of a project.
1 Staff 2
CPM/PERT Schedule Risk Analysis
Basic scheduling (SRA)
techniques without the Provide a certain degree
presence of limited of confidence to the
resource availability schedule estimates
Low
Low High
Uncertainty
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Scheduling Approach
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Scheduling
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Why Scheduling?
• Scheduling supports:
• Time phasing of required activities
• Mobilization of resources in a most efficient manner
• Coordination of events within the project and between other projects
• Early detection of risks or problems
• Implementation of actions to achieve the project objectives as planned
• Allowing for “what-if” analysis
• Resource planning
• Forecasting of estimate at complete
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Work Breakdown Structure
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Project Planning
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Project Planning
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What is Work Breakdown Structure?
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WBS Elements
WBS Element: Any single WBS component and its associate WBS
attributes contained within an individual work breakdown structure.
Manageable
Measurable
Independent
Integratable
“What gets measured gets managed” - Peter Drucker
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Work Packages (WP)
Work Packages are said to be the “lowest level in the WBS, and is the
point at which the schedule and cost can be reliably estimated”.
In project management, a work package is defined as the effort
required to produce a deliverable within a project. When all of the
individual work packages within a larger project are completed, the
overall project is done.
The level of detail for Work Packages will vary with the size and
complexity of the project.
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Why breaking into smaller deliverables?
Estimates for time and cost (& resources) are much more accurate.
Hence better management in terms of time, cost and resources.
Each project deliverable can be clearly assigned to a team member,
resulting in greater levels of accountability.
The project manager can measure team members’ performance
against completion of these smaller deliverables.
Control of the project is easier, as dealing with smaller pieces of the
overall project is relatively easier.
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Thus WBS is…..
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Preparing WBS
• The following steps describe the general process for developing a WBS
Identify the final product, service or result.
Define the major deliverables
Decompose the major deliverables into manageable Work
Packages.
Review and refine the WBS till project planning can be
successfully completed to produce the desired results.
Remember WBS evolves through an iterative process.
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WBS Creation Methods
• Top-Down
• Bottom-Up
• WBS Standards (Organization-specific WBS guidelines)
• WBS Templates
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Principles of WBS
• The 100 % Rule - The rule applies at all levels within the hierarchy:
the sum of the work at the ‘child’ level must equal 100% of the work
represented by the ‘parent’.
• Mutually Exclusive elements - In addition to the 100% Rule, it is
important that there is no overlap between two elements of a WBS.
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WBS Dictionary
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Metro Project
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Water Supply & Distribution Project
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Example : Construction of a house
House
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Network Techniques – 1
(Bar Charts, AoA, AoN & Precedence Networks)
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Learning Objectives
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Bar (Gantt) Charts
Site Clearing
Excavation
Foundation
S.O.G.
Framing
Roofing
Finish Interior
2 4 '6 8 10 12 14 16 18 Time (days)
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Bar Charts Loaded with More Info
Man-hours
Foundation 7,000
Roof 2,000
Site 1,000
2 4 6 8 10 12 14 16 18 20 22 24 26 28 Days
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Bar Charts Loaded with More Info
Data Date
Percent
Remove Old Roof As Planned Complete
As Built 100%
Replace rotten rafters 90%
80%
Install Sheathing 70%
60%
Install Felt 50%
40%
Install Shingles 30%
20%
Clean Up 10%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Days
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Bar Charts: Advantages & Disadvantages
• Advantages
- Time-scaled
- Simple to prepare
- Simple to read and interpret
- Bars can be dashed to indicate work stoppage
- Can be loaded with other information (budget, man-hours, resources, etc.)
• Disadvantages
- Does not show logic
• Some computer programs can show links but it may look so complicated and confusing
- Not practical for projects with too many activities
• As a remedy, we can reduce number of activities in a bar charts by showing:
1. A small group of the activities (subnet)
2. Summary schedules
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Logic Networks: A Definition
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Arrow Networks
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Arrow Networks
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Arrow Networks: Simple Example
Activity IPA*
A -
B A
C A
* IPA: Immediately Preceding
D B
Activities
E C, D
B D
30
A E
10 20 40 50
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Example 2 for Arrow Network
Activity IPA
A -
B -
C -
D A
E A,B
F A,B,C
G E,F
H D,G
I D,G
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Solution
A D
2
0 H
7
d1 0
d3
B E G
1 3 5 6 8
0 0 0 0 0
d2 I
C F
4
0
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Comments on Arrow Networks
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Node Networks
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Simple Example for Node Network
Activity IPA
A -
B A
C A
D B
E C, D
B D
A E
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Example 2 for Node Network
Activity IPA
A -
B -
C -
D A
E A,B
F A,B,C
G E,F
H D,G
I D,G
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Solution of Example 2
A D H
PS B E G I
PF
C F
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Time-Scaled Logic Diagrams
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Time-Scaled Logic Diagrams
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The Critical Path Method
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CPM Calculations: Example 1
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CPM Calculations: Example 1
5, 13 13, 22
B D
8 9
0, 5 5, 13 3 13, 19 13, 22 22, 23
A E G
5 6 1
0, 5 16, 22 22, 23
5 5, 11 8 11, 14
C F
6 3
10, 16 19, 22
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End-of-Day Convention
• The dates on the activities represent the “end of day”. That’s why we
always start with day 0: end of day 0 = start of day 1
• This concept is not applied in computer programs. In computer
programs start dates (ES, LS) represent the beginning of the day while
finish dates (EF, LF) represent the end of the day
- Duration = EF – ES + 1 = LF – LS +1
- You may see an activity with “same date” for start and finish
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CPM Calculations
• Forward pass
- In mathematical terms, the ES time for activity j (ESj) is as follows:
• ESj = max (EFi ) where (EFi ) represents the EF times for all immediately preceding
activities.
- Likewise, the EF time for activity j (EFj) is as follows:
• EFj = ESj + Dur j where Dur j is the duration of activity j.
• Backward pass
- In mathematical terms, the late finish (LF) time for activity j (LFj) is as
follows:
• LFj = min (LSk ) where (LSk ) represents the late start times for all succeeding activities.
- Likewise, the late start (LS) time for activity j (LSj) is as follows:
• LSj = LFj - Dur j where Dur j is the duration of activity j.
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CPM Calculations: Example 1
Activity Duration ES EF LS LF TF
A 5 0 5 0 5 0
B 8 5 13 5 13 0
C 6 5 11 10 16 5
D 9 13 22 13 22 0
E 6 13 19 16 22 3
F 3 11 14 19 22 8
G 1 22 23 22 23 0
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CPM Definitions
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More CPM Definitions
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More CPM Definitions
• Early Start, ES: The earliest date the activity can start within project
constraints.
• Early Finish, EF: The earliest date the activity can finish within project
constraints.
• Late Start, LS: The latest date the activity can start without delaying
the completion of the project
• Late Finish, LF: The latest date the activity can finish without delaying
the completion of the project.
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More CPM Definitions
• Total Float, TF: The maximum amount of time an activity can be delayed from
its early start (ES) without delaying the entire project.
TF = LS – ES
= LF – EF
= LF – ES – Dur ES, EF 11, 14
A TF (F) = 19 – 11 = 8 F
Dur 3
= 22 – 14 = 8
LS, LF = 22 – 11 – 3 = 8 19, 22
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CPM Calculations: Example 2
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CPM Calculations: Example 2
1
12, 17 18, 26
D G
5, 12 5 8
B
7 13, 18 18, 26
26, 27
5, 12 3 J
0, 5 12, 18 18, 23
1
A E H
5 6 5 26, 27
4
0, 5 12, 18 21, 26 18, 22
3 I
5, 9 4
10 9, 12
C
4 F 22, 26
3
8, 12 19, 22
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Free Float
19, 22
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Free Float Calculation in Our Example: Activities H, F, I
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CPM Calculations: Example 2
Activity ES EF LS LF TF FF
A 0 5 0 5 0 0
B 5 12 5 12 0 0
C 5 9 8 12 3 0
D 12 17 13 18 1 1
E 12 18 12 18 0 0
F 9 12 19 22 10 6
G 18 26 18 26 0 0
H 18 23 21 26 3 3
I 18 22 22 26 4 4
J 26 27 26 27 0 0
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Independent Float
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Interfering Float
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Float Discussion
• Total float –in general- belongs to a path rather than the activity itself
- If an activity uses “its” float, successors may lose some or all of “their”
float
- Total float versus free float
• Float with resource leveling
• Shifting activities within their float may affect:
- Start / finish dates of succeeding activities
- Resource usage: Labor and equipment (crews)
- Materials: delivery, storage
- Cash flow
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Lags in Node Networks
• Examples:
- Concrete curing (before formwork stripping or re-shoring)
- Asphalt curing (before striping)
- Waiting for a permit to be issued
- Waiting for a material or equipment to be delivered
Place Strip
Concrete Forms
2 3 1
- In this example, the successor can not start until at least 3 days after the completion of the
predecessor
- Watch out for the lag’s calendar in the software!
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CPM Calculations with Lags: An Example
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Graphic Solution
0, 5 5, 12 21, 27
A D H
5 7 6
2, 7 14, 21 2 21, 27
0 0, 3 7, 14 14, 19 19, 22 27
PS B 4 E G I PF
3 7 5 3
0 0, 3 7, 14 14, 19 24, 27 27
3
0, 6 6, 10
C F
6 4
1, 7 7, 11
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Tabular Solution
Activity ES EF LS LF TF FF
A 0 5 2 7 2 0
B 0 3 0 3 0 0
C 0 6 1 7 1 0
D 5 12 14 21 9 7
E 7 14 7 14 0 0
F 6 10 7 11 1 1
G 14 19 14 19 0 0
H 21 27 21 27 0 0
I 19 22 24 27 5 5
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Constraints and the CPM
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The Critical Path with Constraints
12, 17 18, 26
D G
5, 12 5 8
B
7 13, 18 18, 26
26, 27
5, 12
J
0, 5 12, 18 18, 23
1
A E H
5 6 5 26, 27
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The Critical Path with Constraints
4 3
12, 17 18, 26
3 D G
5, 12 5 8
B
7 16, 21 21, 29
29, 30
3 8, 15 J
0, 5 3 24, 29
12, 18 1
A E H
5 6 5 29, 30
7
3, 8 15, 21 24, 29 18, 22
6 I
5, 9 4
13 9, 12
C F
4 3 25, 29
12, 17 18, 26
D G
5, 12 5 8
B
7 13, 18 18, 26
26, 27
5, 12 J
0, 5 12, 18 18, 23 1
A E H
5 6 5 26, 27
8, 12
19, 22
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Which Relationships are Driving?
12, 17 18, 26
D G
5, 12 5 8
B
7 13, 18 18, 26
26, 27
5, 12 J
0, 5 12, 18 18, 23 1
A E H
5 6 5 26, 27
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Effect of Imposed Finish Date
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Examples with Imposed Finish Dates
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Imposed Finish Date: Forward Pass only
5, 11 11, 14 15, 23
B E I
6 3 8
23, 25
L
0, 5 5, 10 11, 15 15, 17
2 25
A C F J
5 5 4 2 PF
5, 8 8, 12 12, 19 19, 22
D G H K
3 4 7 3
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Imposed Finish Date > Calculated Finish Date
3 4 3
5, 11 11, 14 15, 23
B E I
6 3 8 3
23, 25
8, 14 15, 18 18, 26
L
3 4 3 8 2
0, 5 5, 10 11, 15 15, 17 25
26, 28
A C F J
5 5 4 2 PF
3, 8 9, 14 14, 18 23, 25
28
6 6 6 6
5, 8 8, 12 12, 19 19, 22
D G H K
3 4 7 3
11, 14 14, 18 18, 25 25, 28
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Imposed Finish Date < Calculated Finish Date
-3 -2 -3
5, 11 11, 14 15, 23
B E I
6 3 8 -3
23, 25
2, 8 9, 12 12, 20
L
-3
0, 5
-2 5, 10 -3
11, 15
2
15, 17
2 25
20, 22
A C F J
5 5 4 2 PF
-3, 2 3, 8 8, 12 17, 19
22
0 0 0 12, 19 0
5, 8 8, 12 19, 22
D G H K
3 4 7 3
5, 8 8, 12 12, 19 19, 22
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Negative Float
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Calendars
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Precedence Networks
• Precedence Diagramming Method, PDM, uses node diagrams with four types of
logical relationships:
- Finish-to-Start, F-S, Most used, Default in PM Software
- Start-to-Start, S-S,
- Finish-to-Finish, F-F, Often combined
- Start-to-Finish, S-F. Rarely used
• It was first introduced by professor John Fondahl of Stanford University in 1961.
• Precedence networks incorporate:
- Lags and leads
- Overlapping activities
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Example 1 for Precedence Networks
A 4 -
B 3 -
C 8 A SS 2
D 7 A,B
E 6 D SS 3
F 3 D
G 5 F SS 2
F FF
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Example 1 Solution
0, 4 2, 10
A C
4 8
7, 13
0, 4 10, 18 E
0 3 6
18
PS 4, 11
12, 18
D PF
0, 3 2
7
0 B
11, 14 13, 18
3 4, 11 18
F G
1, 4 3 5
11, 14 13, 18
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References
• A Guide to the Project Management Body of Knowledge (PMBOK Guide), 6th Edition, PMI
• Project Management – A systems Approach to Planning, Scheduling, and Controlling,
Harold Kerzner, Ph.D
• Construction Project Scheduling and Control, Dr. Saleh Mubarak
• Project Management for Engineering, Business and Technology, John M. Nicholas and
Herman Steyn
• Practice Standard for Work Breakdown Structures – Second Edition, Project Management
Institute
• Practice Standard for Scheduling – Third Edition, Project Management Institute
• Earned Value Project Management – Fourth Edition, Quentin W. Fleming and Joel M.
Koppelman
• Practice Standard for Earned Value Management – Second Edition, Project Management
Institute.
• Pathway Guide: RICS – Assessment of Professional Competence Quantity Surveying and
Construction, August 2018 .
• (https://www.rics.org/globalassets/rics-website/media/qualify/pathway-
guides/quantity-surveying-construction-pathway-guide-chartered-rics.pdf
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