2. Construction Engineering and Management Instructor: Dr. Ayham Jaaron

3. 2 Class Rules and Instructor Expectations Turn off your cell phone before you get inside the class room. Be on time and respect deadlines; late homework will not be accepted! Participate and attend class: be ready and prepare well, that is the key to success! Quizzes and exams will be closed-book. Avoid Make-up/incomplete exams! ENGINEERING MANAGEMENT

4. 3 Topics 1) Management Functions and introduction of construction project planning and scheduling 2)Construction scheduling techniques 3)Preparation and usage of bar charts 4)Preparation and usage of the Critical Path Method (CPM) 5)Preparation and usage of Precedence Diagramming Method (PDM) 6)Issues relating to determination of activity duration 7)Contractual provisions relating to project schedules 8)Resource leveling and constraining 9)Time cost tradeoff 10)Schedule monitoring and updating. 11)Communicating schedule 12) Project control and earned value Control 13) claims, Safety and Quality control ENGINEERING MANAGEMENT

5. 4 project In order to understand project management, one must begin with the definition of a project. A project can be considered to be any series of activities and tasks that :. ● Have a specific objective to be completed within certain specifications ● Have defined start and end dates ● Have funding limits ● Consume human and nonhuman resources (i.e., money, people, equipment) ● Are multifunctional (i.e., cut across several functional lines) What is the Project ENGINEERING MANAGEMENT

6. 5 OR ‘‘a temporary endeavor undertaken to create a unique product, service, or result’’ ENGINEERING MANAGEMENT

7. 6 Project Life Cycle ENGINEERING MANAGEMENT

8. 7 Five Process group Project initiation ● Selection of the best project given resource limits ● Recognizing the benefits of the project ● Preparation of the documents to sanction the project ● Assigning of the project manager Project planning ● Definition of the work requirements ● Definition of the quality and quantity of work ● Definition of the resources needed ● Scheduling the activities ● Evaluation of the various risks Project execution ● Negotiating for the project team members ● Directing and managing the work ● Working with the team members to help them improve Project monitoring and control ● Tracking progress ● Comparing actual outcome to predicted outcome ● Analyzing variances and impacts ● Making adjustments Project closure ● Verifying that all of the work has been accomplished ● Contractual closure of the contract ● Financial closure of the charge numbers ● Administrative closure of the paper work ENGINEERING MANAGEMENT

9. 8

10. 9 project objectives Successful project management can then be defined as having achieved the project objectives: ● Within Time ● Within Cost ● At the desired performance/Technology level ● While utilizing the assigned resources effectively and efficiently ● Accepted by the customer ENGINEERING MANAGEMENT

11. 10 What is Project Management Project management is the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives. ENGINEERING MANAGEMENT

12. 11 The potential benefits from project management are : ● Identification of functional responsibilities ● Minimizing the need for continuous reporting ● Identification of time limits for scheduling ● Identification of a methodology for trade-off analysis. ● Measurement of accomplishment against plans ENGINEERING MANAGEMENT

13. 12 The above definition requires further comment. Classical management is usually considered to have five functions or principles: ● Planning ● Organizing ● Staffing ● Controlling ● Directing ENGINEERING MANAGEMENT

14. 13 Planning – Where the organization wants to be in the future and how to get there. Organizing – Follows planning and reflects how the organization tries to accomplish the plan. – Involves the assignment of tasks, grouping of tasks into departments, and allocation of resources. ENGINEERING MANAGEMENT

15. 14 Leading – The use of influence to motivate employees to achieve the organization's goals. – Creating a shared culture and values, communicating goals to employees throughout the organization, and infusing employees to perform at a high level. Controlling – Monitoring employees' activities, determining if the organization is on target toward its goals, and making corrections as necessary ENGINEERING MANAGEMENT

16. 15 Conceptual Skill—the ability to see the organization as a whole and the relationship between its parts. Human Skill—The ability to work with and through people. Technical Skill—Mastery of specific functions and specialized knowledge Management Skills ENGINEERING MANAGEMENT

17. 16 Project management is designed to manage or control company resources on a given activity, within time, within cost, and within performance. Time, cost, and performance are the constraints on the project. Constraints of the project ENGINEERING MANAGEMENT

18. 17 Resources We have stated that the project manager must control company resources within time, cost, and performance. Most companies have six resources: ● Money ● Manpower ● Equipment ● Facilities ● Materials ● Information/technology ENGINEERING MANAGEMENT

19. 18  Actually, the project manager does not control any of these resources directly, except perhaps money (i.e., the project budget). line managers  Resources are controlled by the line managers. project manager  The project manager is responsible for coordinating and integrating activities across multiple, functional lines. The integration activities performed by the project manager include: ENGINEERING MANAGEMENT

20. 19 ● Integrating the activities necessary to develop a project plan ● Integrating the activities necessary to execute the plan ● Integrating the activities necessary to make changes to the plan ENGINEERING MANAGEMENT

21. 20 Project Scheduling Planning, Scheduling, and Control ENGINEERING MANAGEMENT

22. 21 Planning and Scheduling Planning and scheduling are two terms that are often thought of as synonymous  They are not!  Scheduling is just one part of the planning effort. ENGINEERING MANAGEMENT

23. 22  Project planning serves as a foundation for several related functions such as cost estimating, scheduling, and project control.  Project scheduling is the determination of the timing and sequence of operations in the project and their assembly to give the overall completion time ENGINEERING MANAGEMENT

24. 23 Planning is the process of determining how a project will be undertaken. It answers the questions: 1. “What” is going to be done, 2. “how”, 3. “where”, 4. By “whom”, and 5. “when” (in general terms: start and finish). Scheduling deals with “when” on a detailed level… See Figure 1. ENGINEERING MANAGEMENT

25. 24 The Plan What How much By whom where Why How when Figure 1. Planning and Scheduling ENGINEERING MANAGEMENT

26. 25 The Plan PMI defines project management plan as a ‘‘formal, approved document that defines how the project is executed, monitored and controlled”. The plan can include elements that has to do with scope, design and alternate designs, cost, time, finance, land, procurement, operations, etc. ENGINEERING MANAGEMENT

27. 26 WHY SCHEDUALE PROJECTS ? 1- To calculate the project completion. 2- To calculate the start or end of a specific activity. 3-To expose and adjust conflict between trades or subcontractor. 4- To predict and calculate the cash flow. 5-To evaluate the effect of changing orders ‘CH’. ENGINEERING MANAGEMENT

28. 27 6- To improve work efficiency. 7- To resolve delay claims, this is important in critical path method ‘CPM’ discussed later.. 8- To serve as an effective project control tool. ENGINEERING MANAGEMENT

29. 28 The Tripod of Good Scheduling System 1.The Human Factor : A proficient scheduler or scheduling team. 2. The Technology : A good scheduling computer system (software and hardware) 3. The Management : A dynamic, responsive, and supportive management.  If anyone of the above three ‘‘legs’’ is missing, the system will fail. ENGINEERING MANAGEMENT

30. 29 Scheduling and project management Planning, scheduling, and project control are extremely important components of project management. project management includes other components : cost estimating and management, procurement, project/contract administration, quality management, and safety management.  These components are all interrelated in different ways. ENGINEERING MANAGEMENT

31. 30 Bar (Gantt) Charts ENGINEERING MANAGEMENT

32. 31 DEFINITION AND INTRODUCTION A bar chart is ‘‘a graphic representation of project activities, shown in a time-scaled bar line with no links shown between activities’’  The bar may not indicate continuous work from the start of the activity until its end. or  Non continuous (dashed) bars are sometimes used to distinguish between real work (solid line) and inactive periods (gaps between solid lines) ENGINEERING MANAGEMENT

33. 32 Before a bar chart can be constructed for a project, the project must be broken into smaller, usually homogeneous components, each of which is called an activity, or a task. Item Activity M 10 Mobilization Bars ( Month or Year ) ENGINEERING MANAGEMENT

34. 33 ADVANTAGES OF BAR CHARTS 1- Time-scaled 2- Simple to prepare 3- Can be more effective and efficient if CPM based - Still the most popular method 4- Bars can be dashed to indicate work stoppage. 5- Can be loaded with other information (budget, man hours, resources, etc.) ENGINEERING MANAGEMENT

35. 34 Bar Charts Loaded with More Info. Such as : budget, man hours and resources. 10 12 7 11 10 9 15 500$ 220$ 400$ 850$ 140$ 500$ 900$ ENGINEERING MANAGEMENT

36. 35 DISADVANTAGES OF BAR CHARTS 1- Does not show logic 2- Not practical for projects with too many activities -As a remedy, we can use bar charts to show: 1. A small group of the activities (subset) 2. Summary schedules ENGINEERING MANAGEMENT

37. 36 Basic Networks ENGINEERING MANAGEMENT

38. 37 DEFINITION AND INTRODUCTION A network is a logical and chronological graphic representation of the activities (and events) composing a project. Network diagrams are the preferred technique for showing activity sequencing. Two main formats are the arrow and precedence diagramming methods. ENGINEERING MANAGEMENT

39. 38 Two classic formats AOA: Activity on Arrow AON: Activity on Node Each task labeled with Identifier (usually a letter/code) Duration (in std. unit like days) There are other variations of labeling There is 1 start & 1 end event Time goes from left to right ENGINEERING MANAGEMENT

40. 39 Arrow Diagramming Method (ADM) 1. Also called activity-on-arrow (AOA) network diagram or (I-J) method (because activities are defined by the form node, I, and the to node, J) 2. Activities are represented by arrows. 3. Nodes or circles are the starting and ending points of activities. 4. Can only show finish-to-start dependencies. ENGINEERING MANAGEMENT

41. 40 i j (a) Basic Activity Activity Name Node (Event) i j > i Each activity should have a unique i – j value Node (Event) j Basic Logic Patterns for Arrow Diagrams ENGINEERING MANAGEMENT

42. 41 2 A (b) Independent Activities 410 B 12 3 A 6 B 9 (c) Dependent Activities ENGINEERING MANAGEMENT

43. 42 2 A (d) A Merge 4 6 B 8 (e) A Burst C Activity C depends upon the completion of both Activities A & B 8 A 6 2 B 4 C Activities B and C both depend upon the completion of Activity A ENGINEERING MANAGEMENT

44. 43 (f) A Cross 20 18 C 16 D 14 A 12 B Activities C and D both depend upon the completion of Activities A and B ENGINEERING MANAGEMENT

45. 44 Example Draw the arrow network for the project given next. IPAActivity -A AB AC BD C,DE ENGINEERING MANAGEMENT

46. 45 Solution : 10 30 40 20 50 C D A B E ENGINEERING MANAGEMENT

47. 46 Dummy activity (fictitious) * Used to maintain unique numbering of activities. * Used to complete logic, duration of “0” * The use of dummy to maintain unique numbering of activities. ENGINEERING MANAGEMENT

48. 47 410 4 11 A B A B Divide node to correct Dummy (a) Incorrect Representation (b) Correct Representation ENGINEERING MANAGEMENT

49. 48 Example Draw the arrow network for the project given next. IPAActivity -A AB AC B,CD ENGINEERING MANAGEMENT

50. 49 10 30 20 40 C D A B Solution : 10 30 40 20 50 C D A B Dummy Improper solution proper solution ENGINEERING MANAGEMENT

51. 50 Example Draw the arrow network for the project given next. IPAActivity -A AB AC BD B,CE CF ENGINEERING MANAGEMENT

52. 51 Solution : 10 30 40 20 60 C E A B Dummy 1 50 Dummy 2 D F ENGINEERING MANAGEMENT

53. 52 Removal of Redundant Dummies A A A A B B B B CC Original DiagramDiagram after removal of redundant dummies (a) (b) ENGINEERING MANAGEMENT

54. 53 A A A A C C B C BB Original DiagramDiagram after removal of redundant dummies (c) (d) BE C E EE ENGINEERING MANAGEMENT

55. 54 Immediately Preceding Activity (IPA) Depends UponActivity ----- A B ----- A A, B ABCABC B C A Redundant Relationship ENGINEERING MANAGEMENT

56. 55 Activity List with Dependencies: Depends UponDescriptionActivity ----- A A, B, C B, C, J, M B, C, D, E, K D, E, F, G, L ----- Site Clearing Removal of Trees Excavation for Foundations Site Grading Excavation for Utility Trenches Placing formwork & Reinforcement Installing sewer lines Pouring concrete Obtain formwork & reinforcing steel Obtain sewer lines Obtain concrete Steelworker availability ABCDEFGHJKLMABCDEFGHJKLM ENGINEERING MANAGEMENT

57. 56 Depends UponDescriptionActivity ----- A A, B, C B, C, J, M B, C, D, E, K D, E, F, G, L ----- Site Clearing Removal of Trees Excavation for Foundations Site Grading Excavation for Utility Trenches Placing formwork & Reinforcement Installing sewer lines Pouring concrete Obtain formwork & reinforcing steel Obtain sewer lines Obtain concrete Steelworker availability ABCDEFGHJKLMABCDEFGHJKLM Removing Redundant Relationships: ENGINEERING MANAGEMENT

58. 57 AOA Representation H 40 G 45 C F D 35 15 10 5 5 B A 20 M 25 J 30 E L K ENGINEERING MANAGEMENT

59. 58 NODE NETWORKS MTHOD (AON) a) Independent Activities 10 A 10 A 20 B 20 B Activity number Activity name b) Dependent Activities 20 B 20 B 10 A 10 A Link B depends on A ENGINEERING MANAGEMENT

60. 59 30 C 30 C 10 A 10 A 20 B 20 B 40 D 40 D c) A Merge Relationship C depends on A & B D depends on C d) A Burst Relationship 20 B 20 B 30 C 30 C 40 D 40 D 10 A 10 A B depends on A C depends on B D depends on B ENGINEERING MANAGEMENT

61. 60 e) Start & Finish Dummy Activities A A C C B B E E D D A A Start Dummy Start Dummy Finish Dummy Finish Dummy C C B B E E D D ENGINEERING MANAGEMENT

62. 61 Example Draw the arrow network for the project given next. IPAActivity -A AB AC BD C,DE ENGINEERING MANAGEMENT

63. 62 Solution : AE C DB ENGINEERING MANAGEMENT

64. 63 Example Draw the arrow network for the project given next. IPAActivity -A AB AC B,CD ENGINEERING MANAGEMENT

65. 64 A C D B Solution : ENGINEERING MANAGEMENT

66. 65 Example Draw the arrow network for the project given next. IPAActivity -A AB AC BD B,CE CF ENGINEERING MANAGEMENT

67. 66 Solution : APF C DB E F ENGINEERING MANAGEMENT

68. 67 ENGINEERING MANAGEMENT Lags and Leads In some situations, an activity cannot start until a certain time after the end of its Predecessor. Lag Lag is defined as a minimum waiting period between the finish (or start) of an activity and the start (or finish) of its successor. Arrow networks cannot accommodate lags. The only solution in such networks is to treat it as a real activity with a real duration, no resources, and a $0 budget.

69. ENGINEERING MANAGEMENT 68 Examples Place Concrete 3 Strips Forms 2 3 A lag in a node network Place ConcreteStrips FormsCure Concrete A lag in an arrow network

70. ENGINEERING MANAGEMENT 69 lead The term lead simply means a negative lag. It is seldom used in construction. In simple language: A positive time gap (lag) means ‘‘after’’ and a negative time gap (lead) means ‘‘before.’’

71. ENGINEERING MANAGEMENT 70 Recommendations for Proper Node Diagram Drawing Incorrect Correct

72. ENGINEERING MANAGEMENT 71 A B A B A B A B Improperproper

73. ENGINEERING MANAGEMENT 72 ImproperProper

74. ENGINEERING MANAGEMENT 73 ImproperProper

75. ENGINEERING MANAGEMENT 74 A B C ImproperProper A B C PS start (a) Do not start a network with more than one node

76. ENGINEERING MANAGEMENT 75 A B C ImproperProper A B C PF end (a) Do not end a network with more than one node

77. 76 The Critical Path Method (CPM)

78. ENGINEERING MANAGEMENT 77 Suppose you decide with your friend to go in hunting trip. You must do specific activity such that the trip well be at the right way. The following activity must be done. Introduction

79. ENGINEERING MANAGEMENT 78 critical activity From chart you can see that the 3 rd activity (preparing the jeep) have the longest period of time any delay with this activity leads to delay in the trip this activity is a “critical activity” Critical activity : An activity on the critical path any delay on the start or finish of a critical activity will result in a delay in the entire project Critical path : The longest path in a network from start to finish

80. ENGINEERING MANAGEMENT 79 Steps Required To Schedule a Project The preparation of CPM includes the following four steps: 1- Determine the work activities: The project must be divided into smaller activities or tasks. The activity shouldn’t be more than 14-20 days (long durations should be avoided) Use WBS in scheduling by using an order of letters and numbers

81. ENGINEERING MANAGEMENT 80 2- Determine activity duration: Duration = Total Quantity / Crew Productivity The productivity has many sources : 1. The company 2. The market 3. Special books Note: Note: The scheduler must be aware about the non-working days, such as holydays or rain days, etc……

82. ENGINEERING MANAGEMENT 81 3- Determine the logical relationships : This step is a technical matter and obtained from the project manager and technical team, and logical relationships shouldn’t confused with constraints 4- Draw the logic network and perform the CPM calculations

83. ENGINEERING MANAGEMENT 82 5-Reiew and analyze the schedule: 1. review the logic 2. Make sure the activity has the correct predecessor 3. make sure there is no redundant activity

84. ENGINEERING MANAGEMENT 83 6- Implement the schedule: Definition: take the schedule from paper to the execution. 7-Monitor and control the schedule: Definition: comparing what we planed with what actually done. 8-Revise the database and record feedback. 9-Resource allocation and leveling. (will discuss in chapter 6)

85. ENGINEERING MANAGEMENT 84 Example Draw the logic network and perform the CPM calculations for the schedule shown next. DurationIPAActivity 5-A 8AB 6AC 9BD 6B,CE 3CF 1D,E,FG

86. ENGINEERING MANAGEMENT 85 In mathematical terms, the ES for activity j is as follows : ES j =max( EF i ) where (EF i ) represents the EF for all preceding activities. Likewise, the EF time for activity j is as follows : EF j = ES j + Dur j where Dur j is the duration of activity j Forward pass : The process of navigating through a network from start to end and calculating the completion date for the project and the early dates for each activity  Forward pass calculations

87. ENGINEERING MANAGEMENT 86 A5A5 G1G1 C6C6 D9D9 B8B8 E6E6 F3F3 22,23 5,11 5,13 13,22 13,19 11,14 0,5 Solution :

88. ENGINEERING MANAGEMENT 87 In mathematical terms, the late finish LF for activity j is as follows : ( LFj =min(LSk where (LSk) represents the late start date for all succeeding activities. Likewise, the LS time for activity j (LS j) is as follows : LS j= LFj - Dur j where Dur j is the duration of activity Backward pass: The process of navigating through a network from end to start and calculating the late dates for each activity. The late dates (along with the early dates) determine the critical activities, the critical path, and the amount of float each activity has.  Backward pass calculations

89. ENGINEERING MANAGEMENT 88 Solution : A5A5 G1G1 C6C6 D9D9 B8B8 E6E6 F3F3 22,23 5,11 5,13 13,22 13,19 11,14 0,5 22,23 13,22 19,22 16,22 5,13 10,16 0,5 CPM ( ES = LS, EF = LF, TF = FF = 0)

90. ENGINEERING MANAGEMENT 89 Four Types Of Floats There are several types of float. The simplest and most important type of float is Total Float (TF)  Total float (TF): The maximum amount of time an activity can be delayed from its early start without delaying the entire project. TF = LS – ES or TF = LF - EF or TF = LF - Dur - ES

91. ENGINEERING MANAGEMENT 90  Free Float: may be defined as the maximum amount of time an activity can be delayed without delaying the early start of the succeeding activities FF i = min(ES i+1 ) - EF i where min (ESi+1) means the least (i.e., earliest) of the early start dates of succeeding activities

92. ENGINEERING MANAGEMENT 91 In the previous example we can find the free float and total float for each activity as the following : Activity C’s free float, FF = 11 - 11 = 0 days And Activity C’s total float, TF =16 - 11= 5 days …… and so on. FFTFLFLSEFES DurationActivity 0050505A 00135 58B 0516101156C 00221322139D 33221619136E 88221914113F 00232223221G  Critical activity  Note : We must always realize that FF ≤ TF

93. ENGINEERING MANAGEMENT 92  Interfering float: may be defined as the maximum amount of time an activity can be delayed without delaying the entire project but causing delay to the succeeding activities. TF = FF - ‏ Int. or Int. F = TF - FF  Independent float (Ind. F): we may define it as the maximum amount of time an activity can be delayed without delaying the early start of the succeeding activities and without being affected by the allowable delay of the preceding activities. Ind. F i = min(ES i ‏ +1 ) – max(LF i-1 ) – Dur i Note: make sure that Ind. F ≤ FF

94. ENGINEERING MANAGEMENT 93 Node Format Activity Name Activity ID Duration ESEF LS LF TFFF

95. ENGINEERING MANAGEMENT 94 Event Times in Arrow Networks  The early event time, T E, is the largest (latest) date obtained to reach an event (going from start to finish).  The late event time, T L, is the smallest (earliest) date obtained to reach an event (going from finish to start). Examples Perform the CPM calculations, including the event times, for the arrow network shown below.

96. ENGINEERING MANAGEMENT 95 1030 40 2060 C E B 50 D F 70 A G H 10 5 7 8 9 4 5 8 d1 d2 Arrow network for example

97. ENGINEERING MANAGEMENT 96 The preceding logic is similar to that of the forward and backward passes: When you are going forward, pick the largest number. When you are going backward, pick the smallest number. ij Act. Name Dur. T Ei T Li T Ej T Lj CPM

98. ENGINEERING MANAGEMENT 97 1030 40 2060 C E B 50 D F 70 A G H 10 5 7 8 9 4 5 8 d1 d2 10 7 0 0 15 10 19 24 27 (0,10) (5,10) (0,5) (0,7) (8,15) (10,18) (11,19) (10,19) (7,11) (15,19) (19,24) (22,27) (19,27)

99. ENGINEERING MANAGEMENT 98 Float Calculations From Event Times Total Float TF ij = TL j - TE i - T ij Example ( In the previous network ) TF 40-50 = TL 50 – TE 40 – T 40-50 = 19 – 7 – 4 = 8

100. ENGINEERING MANAGEMENT 99 Free Float FF ij = TE j - TE i – T ij Example FF 40-50 = TE 50 – TE 40 – T 40-50 = 19 – 7 – 4 = 8

101. ENGINEERING MANAGEMENT 100 Interfering Float INTF ij = TL j – TE j Example INTF 40-50 = TL 50 – TE 50 = 19 – 19 = 0 Independent Float INDF ij = TE j – TL i - T ij Example INDF 40-50 = TE 50 – TL 40 – T 40-50 = 19 – 15 – 4 = 0

102. ENGINEERING MANAGEMENT 101 Summary ij T T Ei T Li T Ej T Lj FloatDirection TF FF Int. F Ind. F

103. ENGINEERING MANAGEMENT 102 Definitions Activity, or task Activity, or task: A basic unit of work as part of the total project that is easily measured and controlled. It is time- and resource consuming. Backward pass Backward pass: The process of navigating through a network from end to start and calculating the late dates for each activity. The late dates (along with the early dates) determine the critical activities, the critical path, and the amount of float each activity has. Critical activity Critical activity: An activity on the critical path. Any delay in the start or finish of a critical activity will result in a delay in the entire project. Critical path Critical path: The longest path in a network, from start to finish, including lags and constraints..

104. ENGINEERING MANAGEMENT 103 Early dates Early dates: The early start date and early finish date of an activity. Early finish (EF): Early finish (EF): The earliest date on which an activity can finish within project constraints. Early start (ES): Early start (ES): The earliest date on which an activity can start within project constraints. Event: Event: A point in time marking a start or an end of an activity. In contrast to an activity, an event does not consume time or resources. Forward pass Forward pass: The process of navigating through a network from start to end and calculating the completion date for the project and the early dates for each activity. Late dates: Late dates: The late start date and late finish date of an activity. Late finish (LF): Late finish (LF): The latest date on which an activity can finish without extending the project duration. Late start (LS): Late start (LS): The latest date on which an activity can start without extending the project duration.

105. 104 Precedence Diagram

106. ENGINEERING MANAGEMENT 105 The Four Types Relationships Activities represented by nodes and links that allow the use of four relationships: 1) Finish to Start – FS 2) Start to Finish – SF 3) Finish to Finish – FF 4) Start to Start – SS

107. ENGINEERING MANAGEMENT 106 Finish to Start (FS) Relationship. The traditional relationship between activities.. Implies that the preceding activity must finish before the succeeding activities can start... Example: the plaster must be finished before the tile can start. PlasterTile

108. ENGINEERING MANAGEMENT 107 Star to Finish (SF) Relationship. Appear illogical or irrational.. Typically used with delay time OR LAG.. The following examples proofs that its logical. steel reinforcement Erect formwork Order concrete SF Pour concrete 5

109. ENGINEERING MANAGEMENT 108 Finish to Finish (FF) Relationship Both activities must finish at the same time. Can be used where activities can overlap to a certain limit. Erect scaffolding Remove Old paint sanding paintinginspect Dismantle scaffolding FF/1 FF/2

110. ENGINEERING MANAGEMENT 109 Start to Start (SS) Relationship This method is uncommon and non exists in project construction. Spread grout Clean surface Set tile SS Clean floor area

111. ENGINEERING MANAGEMENT 110 Advantages of using Precedence Diagram 1.No dummy activities are required. 2.A single number can be assigned to identify each activity. 3. Analytical solution is simpler.

112. ENGINEERING MANAGEMENT 111 Calculation 1)forward calculations EF = ES + D Calculate the Lag LAG AB = ES B – EF A Calculate the Free Float FF = Min. (LAG)

113. ENGINEERING MANAGEMENT 112 2) Backward calculations For the last task LF=EF,if no information deny that. LS=LF-D Calculate Total Float TF = LS – ES OR LF – EF TF i = Min (lag ij + TF j ) Determine the Critical Path

114. ENGINEERING MANAGEMENT 113 Example 113 Dur. ES EFFFTFLF LS A 11 200 2 1 B 92 1100 2 D 5 1600 11 416 2000 16 120 2100 20 FH C 55 1030 7 2 E 4 1430 11 7 614 2033 17 11 G 5 4 3 1) Forward pass calculations 4) Backward pass calculations 2) Calculate the Lag ( LAG AB = ES B – EF A ) 0 0000 00 3) Calculate the Free Float (FF) FF = min.( LAG) 5) Calculate total Float (TF = LS – ES OR LF – EF)

115. ENGINEERING MANAGEMENT 114 Dur. ES EFFFTFLF LS A 11 200 2 1 B 92 1100 2 D 5 1600 11 416 2000 16 120 2100 20 FH C 55 1030 7 2 E 4 1430 11 7 614 2033 17 11 G 5 4 3 6) Determine the Critical Path 0 0000 00 The critical path passes through the critical activities where TF = 0

116. 115 Resource Allocation and Resource Leveling

117. ENGINEERING MANAGEMENT 116 CATEGORIES OF RESOURCES  Labor  Materials  Equipment's.

118. Schedule Updating and Project Control 117

119. 118 Schedule Updating and Project Control project control The most important use of schedules is project control : the scheduler compares actual performance with baseline performance. What is Project Control Project control comprises the following continuous process 1. monitoring work progress. 2.comparing it with the baseline schedule and budget. 3.finding any deviations. 4.taking corrective actions. ENGINEERING MANAGEMENT

120. 119 Schedule updating Schedule updating is just one part of the project control process. Schedule updating must reflect  Actual work, and  involves change orders (CO). ENGINEERING MANAGEMENT