Planning & Scheduling CSTM 102

Transcription

1 Planning & Scheduling CSTM 102

2 Items Big A Project on Website Thursday Discuss Big A Project next Tuesday April 18, 2011

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10 CPM Scheduling

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12 You were the successful bidder! What s next? Procurement/Buy Out Site Logistics Mobilization Construction Planning & Scheduling Managing a project through time and resources.

13 There has to be a plan. Without a plan, there is no way to schedule the required work, no way to track progress, and no way of deciding on corrective action when unexpected events occur.

14 Time and Money The successful completion of a construction project is defined as delivering a facility that meets the owner s specified needs within the time stipulated and the budget identified. Effective construction planning and scheduling is the tool to effectively manage risk, resources and time.

15 The use of schedules on a project: Shown to reduce construction time Increases productivity/work flow Gives workers and subcontractors a goal to work toward Gives better control of materials, labor, equipment and subcontractors (resources) Improves communication Forces detailed thinking and planning

16 Without, what happens Poor planning and scheduling can result in lost time and money for the contractor. Not enough people or equipment when needed. Materials delivered too late or too early/double handling. Poor coordination between project participants. Unable to meet milestones/project completion. Inability to make changes to meet the time line.

17 The big picture to the last detail- Construction of a commercial building Project duration 18 months Direct construction costs excluding site overhead- $20,000, work days assuming no seasonal shutdowns. That means- Approx $57,000 of construction in place each work day.

18 Why schedule the construction project? Owner requirement Communication of the Construction Plan Establish Production Goals Monitor and Measure Progress Manage Change The key is proper planning and sequencing.

19 Owner Requirement Specifically identified in the contract documents. Used to manage the contractor by the Owner. Like it or not the tool used by the Owner to check the status of the project and the contractor. Used for project milestones. Coordination of Owner supplied material and contractors.

20 Communicate the Plan Communication leads to coordination. Coordination between the general contractor, subcontractors, and suppliers as well as owner and designer. The primary means to communicate the plan. Planned means and methods as well as planned sequence and timing of the contract work.

21 Establish Production Goals Project team with the plan for completing the overall project on time and within budget. Does not contain sufficient detail to schedule the day-to-day work on a particular activity. The basis and frame work for planning day-to-day. If the planned production rate is not achieved then the activity will not be completed on time and the project may fall behind schedule.

22 Monitor and Measure Progress Current status of the project can be compared to determine if the construction is ahead or behind schedule. Without a construction schedule there is no way to know what the status of the project is at any time.

23 Manage Change The construction schedule can represent an invaluable tool for identifying the impact of the unexpected event or condition on construction and revising the plan to mitigate the impact of the changed condition.

24 Bar Charts The most commonly used method of planning and scheduling construction projects. A historical tid-bit in the history of planning and scheduling. The bar chart was developed by Henry L. Gantt around the turn of the century and is sometimes referred to as the GANTT CHART

25 Gantt Chart Advantages & Disadvantages Easy to prepare Easily Understood A good communication tool Snap Shot of the Project Lack of relationships between activities. Difficult to determine what the effect of an activity that is ahead or behind schedule will have on the overall project.

26 Schedules Schedule Preparation Identify Activities Estimate Activity Durations Develop Activity Sequence Construct Schedule

27 Project Life Cycle Bar Chart

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29 Scheduling Terminology Work Breakdown Structure Dividing the project into groups of activities Critical Path Method A method to identify the length of the project and what activities much be finished in sequence to meet that date. Those items on the critical path must finish by the dates in the schedule or the project will be delayed.

30 Introduction

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35 Summarized

36 Planning & Scheduling Identify the activities Must know material & methods Understand the construction sequence Resource Utilization Critical Path Analysis Software Programs Microsoft Project Primavera Products The most important tool in Construction Management

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