Construction Management Chair

COTMM3211
CONSTRUCTION PLANNING AND
SCHEDULING
Chapter 1
PROJECT PLANNING SCOPE
Minweyelt E. and Milyon F.

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Project Planning Scope

 Plan development Process

 Time planning process
 Work scheduling process
 Resource planning process
 Project control process
 Importance of planning,
scheduling and controlling
projects
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 1. Plan Development Process
 Planning is a general term that sets a clear road map
that should be followed to reach a destination.
 Planning involves the breakdown of the project into
definable, measurable, and identifiable
tasks/activities, and then establishes the logical
interdependences among them.
 Planning aims at formulation of a time-based plan
of action for coordinating various activities and
resources to achieve specified objectives.
 Planning is the process of developing the project
plan.
 The plan outlines how the project is to be directed
to achieve the assigned goals. 3
 Processes needed for a systematic way of
deciding in advance what is to be done, how it
is to de done when it is to be done and how
much it costs to achieve objective.
 What? Scope/quality planning
 How?
Resource/procurement/communication/risk
planning
 When? Time planning
 How much? Cost planning

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 Detailed planning for tendering purposes and the
preparation of construction needs to be conducted
through brainstorming sessions among the planning
team. The inputs and outputs of the planning process
are shown in Figure 1.1.

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Project Planning Steps
 The following steps may be used as a guideline,
or checklist to develop a project plan:
1.Generate the work breakdown structure (WBS)
to produce a complete list of activities.
2.Develop the organization breakdown structure
(OBS) and link it with work breakdown structure
to identify responsibilities.
3.Determine the relationship between/Among
activities.
4.Estimate activities time duration, cost
expenditure, and resource requirement.
5.Develop the project network. 6
 Process involved in construction planning can broadly be
divide in two:

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 The construction planning process is stimulated through the study of
documents.
 These documents include-but not limited to;
The available technical and commercial studies and investigations
Designs and drawings
Estimate of quantities
Construction method statements
Project planning data
Contract documents
Site conditions
Working regulations
Market survey
Local resource
Project environment and,
The client’s organization
The planning process takes into account the strengths and weakness
of the organization as well as the anticipated opportunities and risks.

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 Planning follows a systematic approach. Various planning techniques are employed to
systematize and transform the mental thought process into a concrete project plan.
Project Planning Process
Project Plan Where to look for data? Studying the relevant documents

Planning time What is to be done? Define scope of the work

What are the activities involved? Breakdown project into activities
How it can be done? Developing network plans
When it is to be done? Scheduling work
Where it is to be done? Charting site layout

Planning resource What is needed to do it? Forecasting resource requirement

Planning the 4M’S
Who is to do it? Designing organizational structure
Allocate tasks and resource
Establishing responsibility centers
Planning implementation How to account performance? Designing control systems
How to monitor performance? Formulating monitoring methodology
Developing project management
How to communicate information? information system(PMIS)

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Project Planning Techniques
Stages Planning process Techniques/methods

Planning time Breaking down project work Work breakdown

Developing time network plan Network Analysis (CPM),
Scheduling BC&LOB
Time limited scheduling
Resource limited scheduling
Planning resources Forecasting resource requirement Forecasting
Planning manpower requirement Manpower scheduling
Planning materials requirement Materials scheduling
Planning equipment procurement Equipment selection and
scheduling
Budgeting costs Cost planning and budgeting
Designing organizational structure Organization design
Allocating tasks and resources Resource allocation
Planning Formulating monitoring methodology Resource productivity control
implementation Time control
Budgetary control

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 Types of Project Plans
Planning the entire project from its inception to completion requires a
vast coverage, varied skills, and different types of plans. The nature of plan
encountered in a typical construction projects are;

Project plan

Inception stage Engineering stage Implementation stage

Project feasibility Project Project
plan preliminary plan construction Plan

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 Project Feasibility Plan
 Planning by the client begins as soon as he gets the idea
about developing the facility to fulfill certain motives.
 His early thought process conceptualize the cost, time
and benefit implications of the project.
 Only when he is convinced about the soundness of his
idea does, he decide to go ahead with the feasibility
studies.
 The feasibility study team examines the needs of the
client and ways to fulfill them.
 It defines the over all scope of work, and assess the time
and costs of accomplishing the project.
 This outline plan, developed by the feasibility team
during inception stage, forms the basis for identifying
projects objectives and developing the project plan.

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  Project Preliminary Plan
 Acceptance of the feasibility studies marks the commencement of the
preliminary plan-making process.
 It main aim is to provide direction to the client mangers and staff employed
during the development phase of the project.
 The project preliminary plan forms the basis for developing the project
construction plan.
 The preliminary plan includes;
 A project time schedule and skeleton network to highlight the work
dependencies, project milestones and the expected project completion time
 The project design and drawings preparation schedule
 A breakdown of project work into contracts, along with a schedule of
contracting activities, including the tender preparation period, tender
finalization period, and the contracted works commencement and
completion dates.
 A resource preliminary forecast indicating the phased requirements of
men, important materials, plant and machinery.
 Resource procurement system
 Project organization and staffing pattern
 Preliminary forecast of funds requirement
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  Project Construction Plan
The project construction plan includes;
Time plan it depicts the schedule of project activities
for completion of the project within the specified time.
Resource plan it forecasts the required input resources
of men, Machinery and money for achieving the project
completion time target and cost objective.
Plan for controlling project  it encompasses the design
of control system, monitoring system, codification system
and the computerized information system.
The construction projects plan development process is
divided into three parts; time planning, resource planning
and project control system planning. These parts are
interdependent and not mutually exclusive.

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 2. Time Planning Process
 A plan prepared well before the commencement of
construction in a project, can be instrumental in formulating
directions, coordinating functions, setting targets, forecasting
resources, budgeting costs, controlling performance and
motivating people.
 However, the absence of a project time plan almost makes
certain that a project can not be completed on schedule without
incurring extra costs.(Benefit of planning)
 The time planning process involves the following three stages;
(a) Project work breakdown this means breaking sown the
scope of project work into its constitute sub-projects, tasks,
work packages and activities.
(b) Modeling and analyzing networks this include developing
logic diagrams or sub-networks; integrating these to develop
a time-planning model(Usually a network), and; analyzing
this model to determine the project completion time.
(c) Scheduling work programme this involves putting the time
plan on a calendar basis, and using the scheduled programme
to forecast inputs and out puts.
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3. Work Scheduling Process
 Schedule is typically represented in a calendar
or as a timeline, in chronological order.
 Scheduling is the process of determining the
sequential order of activities, assigning planned
duration and determining the start and finish
dates of each activity.
 Planning is a prerequisite to scheduling because
there is no way to determine the sequence until
they are defined.

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 Scheduling means putting the plan on calendar basis.
 A project network shows the sequence and interferences of
activities, their time durations and earliest and latest completion
time, but this needs to be scheduled to determine commence and
termination dates of each activity, using optimum resources or
working within resource constraints.
 A time schedule outlines the project work programme, it is a time
table of work.
 Scheduling procedure:
 The scheduling methodology varies with the planning techniques
and the nature of the task to be performed. A tool containing the
commonly used techniques for planning, scheduling and
monitoring is indicated in the next slide.
 Each Scheduling Techniques has its own merits and demerits.
 But ultimately scheduling are best presented in the bar chart form
for ease of comprehension and communication.
 These bar charts are supplemented with appropriate planning
technique for monitoring the progress of the projects.
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4. Resource planning Process
 Forecasting inputs and outputs
The inputs and output forecast includes the data-wise requirement of project
manpower, major materials, costly equipment, production costs, earned
value of work done and the expected income. The basis of forecasting is the
schedule of work.
 Inputs and outputs forecast aids in conceptualization of project. It indicates
the quantum of resources required for executing is project the output
expected. The pattern of input resource form the base for evaluating such
needs as workers’ accommodation, materials storage, equipment work-load
and project funding pattern.
 Planning construction work force
the project manpower planning primarily focuses on determining the size of
the project work force, its structuring into functional groups and workers’
teams, and scheduling the manpower recruitment/induction to match the
task requirements.
 This process chiefly involves identifying the trades or the skills required,
establishing productivity standards to determine the number of workers
needed to perform a given job in the specified time, data-wise forecasting of
the workers’ requirements for accomplishing the project work, and , finally,
organizing the planned workforce into operating work-teams having
assigned programmed tasks.

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Resource planning Process
 Planning Construction Materials
the construction materials planning involves identifying the materials required,
estimating quantities, defining specifications, forecasting requirements, locating
sources for procurement, getting material samples approved, designing
materials inventory, and developing the procurement plan to ensure a smooth
flow of materials till the connected construction works are completed at the
project site.
 Planning Construction Equipment
 Equipment planning for a project aims at identifying the construction tasks to be
undertaken by mechanical equipment, assessing the equipment required,
exploring the equipment procurement options and, finally, participating in the
decision-making for selecting the equipment
 Planning construction standard costs & planning construction
Budgets.
the construction cost plan uses standard cost concept for costing work-packages,
work items or activities. The standard cost technique finds wide applications in
estimating, forecasting, budgeting, accounting and controlling costs.

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5. Project Control Process
 Project control Methodology
the project control follows the system concept. Each organizational unit in a
project, usually referred to as the responsibility center, can be viewed as a sub-
systems are highly interdependent and interactive. The performance objective of
a sub-system are stated in terms of the parameters to the controlled. These
parameters include the time progress targets, resource productivity standards
and the work-package standard costs and sales target. Each sub-system
accounts for its performance and reports its actual performance to the monitor.
And it is these reports that serve as early warning signals of ensuing dangers.
 Control resource productivity
productivity control aims at ensuring efficient utilization of inputs of men,
materials and equipments by identifying cases of their wastage as well as
affecting improvement to minimize it. The case of wastage are located by
analyzing variances and efficiency of planned and on-site actual productivity;
Productivity performance variance=planned productivity-actual productivity
Productivity performance index=planned productivity/actual productivity
The methodology used for controlling the parameters (Labor productivity,
equipment productivity and material productivity) can be divided into four
stages;
Defining the control purpose, measuring the actual performance, computing the
productivity performance variance and identifying their causes for effecting
improvements.

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 Project Control Process
 Control Costs
It involves the processing of reports received from various
responsibility centers or operating divisions, relating the costs
incurred with the set standards, analyzing the reason for any
variances and presenting the results to the project management
for decision-making and initiating remedial measures.
 Controlling time
the project time control aims at timely execution of work as per
the work programme and applications of corrective measures in
case of deviations.
 The time control process involves the monitoring of time
status by updating the project network and time schedules,
reviewing durations of balance activities, computing deviations
and evaluating the implication of deviations on project time
objective by time-analyzing the project network. It includes
formulating remedial measures including what-if analysis, time
crashing, re-planning, re-forecasting and re-mobilizing
resources under changed situations with a view to accomplish
the time objective.
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6.Importance of planning , Scheduling and Controlling
Projects
 Planning benefit
 Project plan clearly defines project scope of work. It breaks down
project objectives into clear, identifiable, quantifiable, attainable and
verifiable goals which are assigned to individuals and responsibility
centers for accomplishment.
 Project plan aids the management in performing its functions
efficiently and effectively.
 Project plan forms the basis of a project operations and directions
and shows how the project is to be run. It also specifies the committed
future course of actions on the basis of current decision made with
available knowledge of future.
 Project plan identifies critical activities, thus enabling the managing
of project by exception.
 Project plan provides the yard-stick for measuring progress and
evaluating resources performances
 project plan has build in flexibility in the form of floats, to navigate
changes in the planned path for meeting fast changing environment.
 Project plan creates healthy environment

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 Importance of Planning , Scheduling and Controlling
Projects
 Schedule Benefits
 Schedule simplifying a project plan.
 Schedule validates time objective. Work
schedule Shows the planned sequence of
activities, data-wise.
 Schedule aid in optimization of resource
employed.
 Schedule enables forecasting of input resources
and earned value to indicate the pattern of
requirement and the financial state of the project
in terms of investment, expenditure, output and
income.
 Schedule brings out implication of time and
resource constraints.

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 Importance of planning , Scheduling and controlling
projects
 Control Benefit
 The control system aids the management at various levels to perform its
functions efficiently and effectively for achieving the overall project objectives.
 The benefits which can be derived at each level of management through an
effective control system are;

Director

GM/PM

Managers

Supervisor/Operators
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 Operational control at Supervisory Level
In improves productivity by;
 Minimize unproductive man hours
 Preventing wastage of materials
 Economizing plant and machinery utilization
 Reducing activity execution time
 Administrative control at managerial level: it assists in ensuring
project organization efficiency and effectiveness by;
updating the work quantities status and determining the balance
scope of work
analyzing project time status and its implication on project time
objectives.
evaluating production cost status and forecasting future trends.
calculating income status and forecasting cash inflows
computing budget status and forecasting cash inflows
 Computing budgets status and analyzing the implication of
variance of future expenditure.

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 Directional control at general manager's/ project
manager’s level
It helps in formulating and directing polices for
achievement of project objectives
Analyzing project time cost behavior and making
decisions on time saving when required
Reviewing project costs and profitability, and
making profitability improvement decisions
concerning wastage reductions through rigorous cost
control, value engineering techniques, cost benefits
analysis, workers incentive schemes and alternate
methods of construction which cost less.

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 Strategic control at corporate level
 It provides information concerning corporate
goals and assistance in formulating corporate
strategies by;
 Determining overall profitability
 Budgeting and allocating funds and resources.
 Updating the company’s planning norms and unit rates
for securing future works.

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