Methods Statement, Gantt

Chart, Network Analysis, CPM

BSS666: LECT 5
 INTRODUCTION
Planning is the (psychological) process of thinking about
the activities required to create a desired future on
some scale

In construction, planning helps managers to clarify,

focus and research their projects development and
prospects

Planning offers a logical framework within which a

project can develop and pursue project objectives

It also offers a benchmark against which actual

performance can be measured and reviewed

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 IMPORTANCE

Help to detect and avoid mistake or recognize hidden

opportunities

Enables the PM to understand more clearly what they want to

achieve, and how and when they can do it

It is used to persuade people to perform task before they

delay other construction operations

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 IMPORTANCE
A comprehensive plan will not guarantee success, but
lack of a sound plan will, almost certainly ensures failure

A basis for developing the project budget, cash flow,

method statement, work and resources schedules

A critical task in the management of construction, that

must be carried out at the early project stage

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 OBSTACLES TO EFFECTIVE
PLANNING
Time span covered
As time span of work concerned increase, accuracy
of planning decreases
Present conditions weight heavily in planning &
overshadow future needs may result in errors of
judgment.

Unforeseen or unpredictable events

Planning can be based on what is known in the
present & modified if necessary by what one can
judge will develop in the future

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 OBSTACLES TO EFFECTIVE
PLANNING
Mental ability
Planning requires a difficult kind of thought process

Lack of information
Planning may be affected by lack of sufficient
information or deficiencies in its accuracy & quality

The human element

Proper planning system can be no better that the
person planning it (skill and experience)

Cost of planning
Planning cost include those who plan, control, maintain
the plans & the costs of reworks or delays when
planning is incomplete 6or incorrectly done
 WHAT IS GOOD PLAN?
Designed/developed together with project team
members

Must not impose excessive restraint

Must be flexible

Precipitate action

Distinguish between facts and assumption and must be

realistic

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 WHAT IS GOOD PLAN?
Depending upon the type of project, a plan can
comprise of long range, intermediate range and short
range

Provide the framework within which construction

strategy can be implemented and activities it must
operate

The plan must not be done off hand and must be

prepared after careful and extensive research

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 WHAT TO PLAN?

Construction Planning

Cost Time Quality

Tender Pre Tender Activities Specification

Contract Post contract activities Supervision
Payments Inspection
Claims Material Test
Variations Testing & Commissioning
Final Account

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 SIGNIFICANCE OF PLANNING

The Client:
Know how long the project will take to enable the
determination the project capital outlay needed

Evaluate the validity of proposals submitted by the

consultants and contractor

Monitoring to compare actual progress against planned

project activities

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 SIGNIFICANCE OF PLANNING

The Consultants:
Identification of key milestones in the design and
construction stage of the project
Anticipating and undertaking tasks at various deadlines at
the various stages of the work
Identifying who does what and when
Identify the critical activities which influence the project
outcomes
Identifying when the contractors will be engaged in the
project
Monitoring the design and construction processes

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 SIGNIFICANCE OF PLANNING
The Contractors
During the tender stage
Determine a realistic contract duration
Decide the construction method
Identify what resources will be required for the project
During construction stage
Provides the basis for the project implementation strategy
and WBS
Planning & scheduling of resources
Engagement of sub contractors
Approvals, claims & payments
Weekly operations
Monitoring work progress
Re planning construction activities
Resource allocation

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 IMPORTANCE OF
CONSTRUCTION PROGRAMME
IN CONSTRUCTION CONTRACT
A key term of reference of the contract
Provides a basis to monitor progress
The contractors considered scheme of work
Commitment to follow the method and sequence of the
construction outlined
Revisions and alterations from clients/consultants may result
in extra payment
Should the contraction/sub contractors fail to meet their
programmes - penalty

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 FACTORS INFLUENCE THE
PROJECT PLANNING
The definition of work tasks
The choice of technology
Methodology of carrying out the works
Estimation of the required resources
Duration of the individual tasks
Interactions among the different work tasks
Site location

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 COMPILING A PROGRAMME

Resources
Organisation and utilization of labour, plant and materials

Activities
Packages of work which consumes resources

Logic
The relationship and interdependence between activities

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 COMPILING A PROGRAMME
Duration
The level of resources allocated / activity
The output of these resources
The quantity of work

External restraints
Partial completion or sectional handover
Constraints on material and plant delivery
Labour constraints

Other potential problems

Potential threat/implications to critical activities

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 COMPILING A PROGRAMME

Method Statement
Can be in formed of schedule, listing only briefly on the
main points of the construction method, plant and labour
involved.
Is the first attempt used to show the inter-relationship
between the various activities that will be undertaken to
complete the activities
It highlights the critical aspects of the project and
concentrating planning on the restraints imposed by those
activities

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 COMPILING A PROGRAMME

Method Statement (contd)

Information required in the method include:

i. Stage of operation / activity.

ii. Quantity of work.
iii. Construction technique.
iv. Sequence of operations.
v. Summary of manpower and machineries.
vi. Output / productivity.
vii. Duration.

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 TAJUK PROJEK : MEMBINA MAKMAL KOMPUTER SEKOLAH

NO AKTIVITI TRED KUANTITI JENTERA BURUH ANGKATAP PENGIRAAN TEMPOH (HARI) KOS (RM)

1 Memancang tanda Syarikat - Theodolite(1 Unit) 2 - - 1 500. 00

2 Pengorekan Syarikat 45.9M3 Backhoe(1 Unit) 1 4M3/jam 45.9 =12jam 1 1/2 545. 00
4

3 Menyediakan Syarikat - Alat Aras 2 - - 1/2 500. 00

aras (1 Unit)

4 Lapisan tegar Tukang 39.3M3 Jentera Pemadat ( 1 Unit) 2 1.5M3/jam 39.3 = 13jam 1 1/2 1, 422. 25
Konkrit Backhoe(1 Unit) 1.5 x 2

5 Acuan Tukang 33M2 - 2 3M2/jam 33 = 5.5jam 1 946. 65

Kayu 3x2

6 Konkrit Alas Tukang 13.1M3 Mesin Pembancuh 2 1.6M3/jam 13.1 = 4jam 1/2 1, 465. 95
Gred 15 Konkrit Konkrit (1Unit) 1.6 x 2

7 Lapisan Kalis Tukang 262M2 - 1 35M2/jam 262 = 8jam 1 525. 00

Lembab Konkrit 35

8 BRC Tukang 310M2 - 2 20M2/jam 310 = 8jam 1 2, 520. 00

Besi 20 x 2

9 Konkrit lantai Tukang 50.7M3 Mesin Pembancuh 4 1.6M3/jam 50.7 = 8jam 1 6, 768. 34
bawah Konkrit Konkrit (1 Unit) 1.6 x 4
Gred 30
10 Menanggalkan Tukang 33M2 - 2 6M2/jam 33 = 3jam 1/2 30. 00
Acuan Kayu 6x2 19
CONSTRUCTION PROGRAMMES MUST:
Realistic
Achievable
Unambiguous
Based on available information
Co coordinated with any other programs for the work
e.g. that of plant and material purchasing managers

IT MUST SHOW:
All significant activities which should be clearly defined
The work of specialists
Consistent forms of visual expression for clarity & ease
identification
Ease monitoring performances

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 IT MUST REFLECT
Sound construction methods
Availability & economical use of resources
Constraints of all kinds including environmental influences
Holiday & other calendar irregularities
Seasonal influences

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TYPES OF PLANNING TECHNIQUES

1. Bar Chart
2. Line of Balance
3. Network Analysis
a. Precedence Diagram (AON)
b. Activity on Arrow (AOA)

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 BAR CHART / GANTT CHART
Definition: is a traditional management device for planning &
scheduling construction projects
Earliest planning method introduced by Henry Gantt (19th
century)
Features:
Easiest to understand
Most widely form of planning tool
A series of bars plotted against a horizontal time scale
Left hand side listing the operations / activities to be
carried out

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 BAR CHART / GANTT CHART
Features (contd):
Right hand side bars plotted to a time scale
Shows the start and finish time and also the duration of
each activity
Bar charts also used to monitor progress of work
Double horizontal bars i.e. programmed & progress, or
Single bar indicate / colour actual progress on that
original bar

ACTIVITIES TIMESCALE

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 BAR CHART / GANTT CHART
Levels of details of activities
Level of details of activities depends on the intended use
of the plan. Examples:
Tender stage:
- only shows key items of works
- to prepare tender
For co.s chairman:
- in very broad term
- to see progress
For site manager:
- more detail
- to control the progress
For site engineer:
- very detail
- to execute the work
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 BAR CHART / GANTT CHART

Time scale
Time scale is also prepared to suit the users propose.
Examples: chairman use months, site managers
weeks, engineers days

Advantages
Easy to understand
Most readily recognised format
Quick & ready to prepare
The start & finish dates & duration of each activity is
clearly shown

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 BAR CHART / GANTT CHART
Disadvantages
Unable to depict in detail the multitude of inter
related shown dependencies
Unable to ascertain critical activities
WORKDAYS
ACTIVITY
1 2 3 4 5 6 7 8 9

Site clearing

Dig Trench #1

Dig Trench #2

Assemble pipe #1

Example: Assemble pipe #2

Install pipe #1

Install pipe #2

Backfill #1

Backfill #2
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 LINKED BAR CHART

Links are represented by vertical links between the completion

of one activity and the start of another

Advantages
The merits of bar charts are retained
Provides a more realistic presentation of the coordination
needs of the projects
Indicates the interdependencies of activities and
consequently the effects of localised delay

Disadvantages
The concept of float is missing
Shows clear linkage of activities
The linking of activities may be limited

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 LINE OF
BALANCE
Is suitable for repetitive works
such as high-rise construction,
tunnels, roadway pavement
construction, pipelines and
housing projects.
The work of each gang
appears as an inclined line that
is being also related to the
output of the gang.
Line of diagrams connect
like activities and express
them as a rate of delivery.

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 PROJECT NETWORK

Activity-on-node (AON)
nodes represent activities,
and arrows show
precedence relationships Node
Activity-on-arrow (AOA)
arrows represent activities 1 2 3
and nodes are events for
points in time
Event Branch
completion or beginning of
an activity in a project

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 ADVANTAGES

1. Produce more realistic models of the proposed project

2. Identification of potential problems such as sequence
delays is easier and their likely effects determined
3. Critical activities & locations requiring attention can be
identified easily
4. Illustrates explicitly the time and sequence of work
proposed

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 DISADVANTAGES

1. Preparation of network diagram requires more efforts

2. Understanding of the techniques is only to those who
understand the principles
3. Programme for large projects tend to be unmanageable
unless split into sub-programmes

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 NETWORK ANALYSIS

Network Analysis
Activity on the Arrow
Activity on the Node (Precedence)
 NETWORK ANALYSIS

It is the development of logical sequence for the proposed

programme - taking all the above factors into consideration.

The following steps are necessary:

- Development of a Dependency Links/Network

- Choosing Predecessors and Successors
- Viewing the Gantt Chart
- Determination of the Critical Path
- Budget/Resource Control
 NETWORK ANALYSIS
ADVANTAGES
- They produce realistic models of the proposed work.

- Changes can be made in the date relating individual

activities, e.g., duration and resources

- They show a logical relationship between the activities

- Through N.W.A, computers can be used to do the

calculations.
 NETWORK ANALYSIS
DEFINITIONS

Dependency Network A logical sequence of tasks which

indicates which tasks must be completed before others can
begin. Tasks missed earlier may still be added.

Dependency (Link) A relationship between two tasks where

the start of one is determined by the full or partial completion
of the other.
 NETWORK ANALYSIS
DEFINITIONS
Predecessor A task that precedes another task and is
related to it by a dependency link.

Successor A task that follows another task and is related to it

by a dependency link.

Critical Path Method (CPM):

Project management method calculating the total duration
of a project based on upon individual task duration and
dependencies.
 NETWORK ANALYSIS
DEFINITIONS

Critical Path

- The Longest path through a network which defines project

time

- The path with the least float, on which any task

expansion/delay, lengthens the project duration
 NETWORK ANALYSIS -
Terminologies
Early Start Early Finish

Late Start Late Finish

Float Diagram

Early Start - the earliest date a task could start without conflicting
with dependency relationships
Early Finish the earliest date a task could finish without affecting the
Project end date
Late Start the latest date a task could start without affecting the
project end date
Float - the difference between the time available to complete a
task and the estimated task duration
 CPM NETWORK

This is a network diagram which shows tasks and their dependency

link. Can be demonstrated through the construction of:

Activity-on-Arrow (AOA) Diagram

Activity-on-Node (AON)/Precedence Diagram

 DEPENDENCY DIAGRAM

Now

Before Next

Same
time
 Activity on Arrow (A.O.A)

Steps;
- listing of the activities
- Producing a logical network of activities

Activity 1 Activity 2
event event event

* Events: The points where arrows start or finish

 Activity on Arrow (A.O.A)

There are three questions to have in mind:

- Which activities must be complete before THIS activity starts

- Which activity cannot start unless THIS activity is complete

- Which activities are independent of each other and

therefore can take place at the same time.
 Activity on Arrow (A.O.A)

Dummy activities

- These do not represent any activities, but are simply a logical

link, and are drawn as a broken line.
- show relationship between activities but have no duration
- only applied for AOA
- the sequence of activities and the usage of dummy must be
logical and follow the inter-relatioships of activities
 Activity on Arrow (A.O.A)

Dummy Activities

A B
Dummy

C D

- Activity B depends on C and A being completed

- D depends only on C being completed
Activity on Arrow (A.O.A)

No Looping :

No Hanging :
Activity on Arrow (A.O.A)

Fix electric services

Build Rough Plaster

1 wall 2 Plumbing 3 wall 4

Joiners
first fixing

Build Rough Plaster

1 wall 2 Plumbing 5 6
wall

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 Activity on Arrow (A.O.A)

Terms to remember:

- forward pass (the earliest event time)

- backwards pass (the latest event time)
- critical path & critical activities
- float ( total float + free float)
- dummy activities
 Activity on Arrow (A.O.A)
Earliest start Latest Earliest Latest
time start finish finish time
time time
time
2 3
3

- Earliest Start Time (E.S) = the earliest date a task could start
without conflicting with dependency relationships
- Latest Start Time (L.S) = the latest date a task could start
without affecting the project end date
- Earliest Finish Time (E.F) = the earliest date a task could finish
without affecting the Project end date
- Latest Finish Time (L.F) = the latest date a task could finish

- Total float (T.F) =L.F - E.S Duration

- Free float (F.F) = E.F - E.S Duration

Exercise Activity on Arrow (A.O.A)

Construct a network diagram

The timing analysis of activities on arrow
Show the forward and backward pass
Critical path
Total float
 Exercise - AOA EXERCISE 1

Activity Depends on Activity Depends on

1 - 8 2, 3, 5
2 1 9 6, 7
3 1 10 2
4 1 11 8, 9
5 4 12 8, 10
6 4 13 8
7 4 14 11, 12, 13
Exercise - AOA EXERCISE 3

Activity Activity Description Dependent on Activity

1 Mobilise -
2 Order poles 1
3 Clear site 1
4 Order lumber 1
5 Order roofing materials 1
6 Grade site 3
7 Set poles 2, 6
8 Trench for gas lines 6
9 Trench for water lines 6
10 Set joists 4, 7
11 Install gas lines 8
12 Install water lines 9
13 Install roofing 5, 10
14 Install sliding 8, 10
15 Set doors 12, 13
16 Install electrical wiring and fixtures 11, 12, 13, 14
17 Paint 15, 16
18 Clean up 17
19 Demobilise 18
 Exercise - AOA EXERCISE 2

Activities Events Duration

Excavation to foundation and 1-2 2
basement 1
Excavation to foundation and 2-3 6
basement 2
Water proof lining to 3-5 6
basement
Break out old structure 3-4 1
Concrete foundation 1 2-4 3
Concrete foundation 2 4-5 3
Concrete basement wall 5-6 2
Activity on Node (A.O.N)
 Activity on Node (AON) -
Precedence
- The same as activity on arrow, but the
activity is presented by a node rather than
an arrow, e.g:
A B
A B
A A
C C
B B

A C C
A
D
B B D
Mode Configuration (A.O.N)

Activity duration Earliest start

ES EF Earliest finish

ACTIVITY

LS LF
Latest finish

Latest start Total Float

 Dependency Relationships
(A.O.N)

FS
Finish-to-Start (FS) :

Start-to-Start (SS) : SS

Finish-to-Finish (FF) : FF

Start-to-Finish (SF) : SF
 Exercise (A.O.N)

Construct an activity on the node network

Calculate the earliest and the latest event time
Calculate the total floats
Identify the activities that are critical
Denote the critical path on the network
 AON EXERCISE 1

Exercise 2 Oberlender (2005) page -155

 A.O.A v A.O.N

Although both method provide indentical solutions, the use of

precedence diagram (AON) for construction planning is
preferred for the following reasons:
- Pre-printed sheets saves time and avoid confusion
- Dependencies have an overlapping facility
- Avoids use of large number of dummy activities
- Compatible with most computer based network analysis
programmes
- One activity number defines that activity
 In project management, float or slack is the amount of time
that a task in a project network can be delayed without
causing a delay to:
subsequent tasks ("free float")
project completion date ("total float")
An activity on critical path has "zero free float", but an activity
that has zero free float might not be on the critical path. Total
float is associated with the path. If a project network
chart/diagram has 4 non-critical paths then that project would
have 4 total float values. The total float of a path is the
combined free float values of all activities in a path.
The total float represents the schedule flexibility and can also
be measured by subtracting early dates from late dates of
path completion.[1] Float is core to critical path method.
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 PROJECT CRASHING AND TIME COST
TRADE OFF
Project duration can be reduced by assigning
more labor to project activities
Involved overtime by assigning more
resources
Additional resources will increase the overall
project cost
Thus, the decision to reduce the project
duration must based on an analysis of the
trade off between time and cost
Project crashing is a method for shortening
the project duration
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 Reduce the time of one or more of the
critical activities to a time that is less
than the normal activity time
Reduction in the normal activity times is
referred to as crashing
Crashing is achieved by devoting more
resources, measured in terms of RM to
the activities to be crashed

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 12
3
8

12 12 4
1 2
4 6 7
4

4 4

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 The objective of project crashing is to
reduce the project duration while
minimizing the cost of crashing
Project completion time can be
shortened only by crashing on the critical
path
Not all activities have to be crashed
Looking at the critical path and seeing
which activity has the minimum crash
cost per week
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