1 / 35

I. B .U. ARCHITECTURE UNDERGRADUATE PROGRAM ARCH472 PROFESSIONAL PRACTICE MANAGEMENT

I. B .U. ARCHITECTURE UNDERGRADUATE PROGRAM ARCH472 PROFESSIONAL PRACTICE MANAGEMENT Basic Steps, Rules, Methods and Techniques in Planning and Programming of Construction Projects by Dr. Alaattin Kano ğ lu SPRING 20 12-13. CONTENT.

lara
Download Presentation

I. B .U. ARCHITECTURE UNDERGRADUATE PROGRAM ARCH472 PROFESSIONAL PRACTICE MANAGEMENT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. I.B.U. ARCHITECTURE UNDERGRADUATE PROGRAM ARCH472 PROFESSIONAL PRACTICE MANAGEMENT Basic Steps, Rules, Methods and Techniques inPlanning and Programming of Construction Projects by Dr. Alaattin Kanoğlu SPRING 2012-13

  2. CONTENT • The meaning and importance of project planning andprogramming function in construction management • Decision levels in project planning and programming • Project Planning and Programming Process in OperationalLevel • The Techniques being used for Project Planning andProgramming • Barcharts • Line of balance diagrams • Network Diagrams

  3. Definition of Project Planning and Project Programming Concepts • Project Planning; means breaking down the project into the activities that must be fulfilled to realize the project; defining the type of relationships (predecessors and successor activities) between these activities; visualizing the activities and logical relations. • Project Programming; means calculating early and late start-finish dates for the activities and for the project by assigning the duration of activities.

  4. strategic level tactical level operational level Decision Levels in Project Planning and Programming

  5. Aims of Project Planning and Programming • to be able to foresee the problems that may occur at the beginning or consecutive stages of project and study on probable solutions in advance. • to warn the management staff about the potential problems and related activities instead of the others. • to provide the information related to cash flow that is vital for the finance of project. • to provide the information related to effective use of the resources by minimizing the idle time of equipment and labors.

  6. Aims of Project Planning and Programming • to provide the information related to resources required by activities . • to provide the information for revising the schedule by considering the progress, delay and revised targets; to help the schedule that tends to derive from target to be revised.

  7. Project Planning and Programming Techniques • Bar Charts-Gantt Charts • Line of Balance Diagrams • Network Diagrams • Arrow Diagrams • Precedence Diagrams

  8. JAN FEB MAR APR MAY JUN JUL AUG SEP ACTIVITY A ACTIVITY B ACTIVITY C ACTIVITY D ACTIVITY E ACTIVITY F ACTIVITY G ACTIVITY H ACTIVITY I ACTIVITY J BARCHARTS

  9. unit team-2 team-1 team-1 team-1 team-2 team-1 team-1 team-1 duration LINE OF BALANCE DIAGRAMS

  10. unit excavation found. carpentry electrical plumbing finishings infrastruct. plaster project completion time 15months duration LINE OF BALANCE DIAGRAMS

  11. unit excavation infrastruct. plumbing finishings foundat. carpentry project completion time 15 months electrical plaster duration LINE OF BALANCE DIAGRAMS

  12. NOTATION early start date of activity late start date of activity lag time logical relationship to successor activity EXCAVATION type of relationship activity ID duration of activity PRECEDENCE DIAGRAMS

  13. FOUND.FRMWK 15 EXCAVATION 10 FSTART=ESTART +EDUR +LAGTIME FSTART= 0+10+0=10 EXCAVATION FOUNDAT. FORMWORK PRECEDENCE DIAGRAMS TYPES OF ACTIVITY RELATIONSHIPS 1. C (Conventional) Type:Finish-to-Start relationship (Lagtime = 0)

  14. POURING CONC 2 RELEASING FRMW 2 FSTART=CSTART+CDURATION + LAGTIME FSTART= 20+2+7= 29 POUR. CONCRT RELS. FRMW PRECEDENCE DIAGRAMS TYPES OF ACTIVITY RELATIONSHIPS 1. C (Conventional) Type: Finish-to-Start relationship (Lagtime> 0)

  15. BRICKWRK 15 PLASTER 30 PSTART=BSTART+LAGTIME PSTART=30+6=36 BRICKWORK PLASTER PRECEDENCE DIAGRAMS TYPES OF ACTIVITY RELATIONSHIPS 2. S Type: Start-to-Start relationship

  16. PRECEDENCE DIAGRAMS TYPES OF ACTIVITY RELATIONSHIPS 3. F Type: Finish-to-Finish relationship PLASTER 30 WALLPAPER 15 WSTART=PSTART+PDURATION+LAGTIME-WDURATIONWSTART=36+30+3 -15=54 PLASTER WALLPAPER

  17. unit duration TYPES OF ACTIVITY RELATIONSHIPS Rule 1.If finish-to-start type relationship is an obligation between two activities, i.e. these two activities can not be overlapped, a Conventional (finish-to-start) type relationship must be assigned between them. The lag time is determined due to characteristics of each activities.

  18. unit plaster brickwork duration 6 days TYPES OF ACTIVITY RELATIONSHIPS 9 days Rule 2.If finish-to-start type relationship is not obligatory between two activities, i.e., they both can be overlapped, and the duration of successor activity is longer than that of predecessor activity, then start-to-start type relationship can be assigned between these two activities. Lag time is determined as the duration of realizing the production of (1,2,3...n) units of predecessor activity or determined due to the characteristics of activities.

  19. unit plaster wallpaper duration 9 days 6 days TYPES OF ACTIVITY RELATIONSHIPS Rule 3.If finish-to-start type relationship is not obligatory between two activities, i.e., they both can be overlapped, and the duration of predecessor activity is longer than that of successor activity, then start-to-start type relationship can be assigned between these two activities. Lag time is determined as the duration of realizing the production of (1,2,3...n) units of successor activity or determined due to the characteristics of activities.

  20. unit wallpaper appliances plaster idle appliances idle appliances duration TYPES OF ACTIVITY RELATIONSHIPS Rule 4. Finish-to-finish type relationships cause the delay of start date of next activity (see electrical appliances) that has a start-to-start type relationship with the successor. Thus, the team that fulfills the successor activity naturally will be idle for some time. The solution is balancing the speed of this activity (see wallpaper) by reducing the number of laborers in the team.

  21. PRECEDENCE DIAGRAMS THE ALGORITHM OF CRITICAL PATH METHOD - CPM 1. STEP: Forward pass: Calculation of Early Start Dates of activities.

  22. PRECEDENCE DIAGRAMS THE ALGORITHM OF CRITICAL PATH METHOD - CPM 1. Rule:If an activity is the successor of more than one chain of activities then, early start date of the activity equals to the duration of the longest path. That’s why the greatest value that corresponds to the total duration of the longest path prior to that activity is chosen. C (20 days) D (10 days) E (5 days) Explanation:Activity C and activity D must be completed to be able to start activity E. At the end of day 25 activity D is completed but C is not. Activity E can only start at the end of day 35.

  23. PRECEDENCE DIAGRAMS THE ALGORITHM OF CRITICAL PATH METHOD - CPM 2. STEP: Backward pass: Calculation of Late Start Dates of activities.

  24. PRECEDENCE DIAGRAMS THE ALGORITHM OF CRITICAL PATH METHOD - CPM 2. Rule: The total value of the late start date of an activity and durations of chains of successor activities can not be greater than the early start date of the last activity in network. That’s why minimum value is chosen in backward-pass. TRUE B (5 days) C (20 days) D (10 days) E (5 days) FALSE Explanation: Assume that late start date of activity B is the greater value (20). Then, the earliest date that activity E can start is 45th day and the completion time of the project is 50th day. If the minimum value (10) is chosen, then the project will finish in 40 days.

  25. PRECEDENCE DIAGRAMS BASIC CONCEPTS OF CRITICAL PATH METHOD - CPM CRITICAL ACTIVITY: The activity, that cause a delay in schedule and increases the completion time of project; that has zero total float; that has an early start date which is equal to the late start date. CRITICAL PATH: The longest path in network formed by the critical activities. The chain of activities that has zero total float. The chain that determines the completion time of project. FLOAT: The limit of delay that is allowed for a certain activity. The maximum delay for an activity that does not affect the project completion time.

  26. PRECEDENCE DIAGRAMS B (5 days) C (20 days) D (10 days) E (5 days) FLOAT10 days

  27. PRECEDENCE DIAGRAMS F2 C0 S1 B 4 D 3 F 1 A 2 C0 C 2 E 1 S2 C1 C0 EXERCISE

  28. PRECEDENCE DIAGRAMS F2 1 5 C0 S1 B 4 D 3 8 0 F 1 A 2 C0 3 5 C 2 E 1 S2 C1 C0 EXERCISE STEP 1: Forward Pass for Early Start Dates

  29. PRECEDENCE DIAGRAMS F2 1 2 5 5 C0 S1 B 4 D 3 8 8 0 0 F 1 A 2 C0 3 3 5 6 C 2 E 1 S2 C1 C0 EXERCISE STEP 2: Backward Pass for Late Start Dates

  30. PRECEDENCE DIAGRAMS F2 1 2 5 5 C0 S1 B 4 D 3 8 8 0 0 F 1 A 2 C0 3 3 5 6 C 2 E 1 S2 C1 C0 EXERCISE STEP 3: Defining the critical path and floats

  31. RESOURCE LEVELING

  32. Laborer mhr duration Laborer mhr Resource requirement profile (non-cumulative) S curve duration Resource requirement graph (cumulative) RESOURCE LEVELING

  33. ACTIVITIES Duration Barchart Cost Duration Earned Value Histogram (non-cumulative) COST PLANNING

  34. Cost Duration Earned Value Histogram (non-cumulative) Cost S curve Duration Earned Value Histogram (cumulative) COST PLANNING

  35. total cost cost indirect costs direct costs duration crash time optimum time normal time COST-TIME TRADEOFF

More Related