COMPUTER AIDED SCHEDUING

OF CONSTRUCTION PROJECTS
(USING PRIMAVARA P6)
Under the guidance of
Prof. V. R. Sastry
Department of Mining
By
Pavithra Hegde M
CTM (07CM10F)

Outline of Presentation
Introduction
Objectives of the thesis
Methodology
Results
Conclusions
Scope for future work
2

INTRODUCTION TO
SCHEDULING

What is a Schedule. . ?
A schedule is a work plan, set date-wise in
logical sequence; it is a timetable for action.
A schedule is a Project management tool

Project Management
It is an art and science of mobilizing and
managing people, materials, equipment and
money to complete the assigned project
work on time within budgeted cost and
specified technical performance standards.

Phases of Project Management

Feasibility
Planning and Design
Development
Closeout
Operation

Objectives of Scheduling
Forecast the project duration.
Plan for resources such as material,
manpower, machinery and money.
During the development stage, it forms a
work plan for execution and a yardstick
against which progress is measured.
7

Benefits of Scheduling
Simplifies a project plan
Used to implement, monitor and control the
project plan
Schedule brings out implications of time and
resources constraints.
Aids in optimization of the resources
employed.
8

Scheduling Benefits (cont..)

Schedule enables forecasting of the pattern
of requirement of funds and financial state
of the project in terms of investment,
expenditure, output and income.
Schedule can be used for both long range
and short range planning.
9

Classification of Schedules
Schedule categorization based on management
levels
Project summary schedule
Project master schedule
Contracts master schedule
Responsibility center schedule
Supervisors work program
10

Classification of Schedules (cont..)

Schedule categorization based on functionalities
Mater schedule
Engineering and procurement schedule
Construction schedule
11

Currently Used Scheduling

Techniques
Bar charts
Critical Path Method (CPM) and Precedence
Diagram Method (PDM)
Program Evaluation and Review Technique
(PERT)
Q Scheduling
Line of Balance Technique (LOB)
12

Critical Path Method

This method calculates the minimum
completion time for a project, along with the
possible start and finish times for the project
activities.
The critical path represents the set or
sequence of predecessor/successor activities,
which takes the longest time to complete.
13

Application of computers in scheduling

The construction projects have become so
vast, diversified and complex that the
application of information technology has
become imperative.
Companies started developing software for
scheduling, such as Primavera Systems,
Microsoft etc.
14

Primavera Enterprise Project

Management P6
Primavera provides comprehensive, multi
project planning and control software, built on
Microsoft SQL Server and Oracle databases for
organization-wide project management
scalability.

15

Primavera Enterprise Project

Management P6
It includes the two module
Project Management Module
Methodology Management
Primavera's web application
Primavera Timesheets

16

OBJECTIVES OF THE THESIS

17

 To schedule different type of construction

projects with Primavera P6
Projects belonging to
Residential construction
Urban Development
Infrastructure sector
are to be taken up as case study

18

METHODOLOGY

19

Data Collection
1.
2.
3.
4.
5.
6.
7.

Purpose
Resources
Budget
Methodology of construction
Contractual time
Resource constraints
Detail estimate
20

Data Collection (cont..)

8. Detail drawing and specifications
9. Site location and weather conditions
10. Technical, procedural, or imposed
precedence relationships or constraints
11. Effects of other projects on resources,
time, or technology
21

Data Collection (cont..)

12. Environmental factors or risks
13. Details of the organization planned for
the project
14. Details of working shifts, working hours
and holidays to structure the calendar
15. Details of work carried out in previously
executed, similar projects.
22

General Methodology

The EPS and OBS were established

The project was created and calendar was

assigned.

List of activities involved in project were

grouped under appropriate WBS

Identifying succeeding and preceding

activities
23

General Methodology (cont..)

Activity durations were arrived
Cost of each activity was estimated
Above data were given as input in
software and schedule was created
This schedule was updated by applying
actual data during progress of work
24

Assignment of Relationship
Finish to Start
Finish to Finish
Start to Start
Start to Finish
25

Method of Determination
1. Project completion time
2. Resource constraints

26

Determination of Activity Duration

Duration = A / (B x C)
A = Quantity of work
B = Output per unit of resource
C = Resources earmarked
27

Cost Estimation of Activity

Direct Cost - Cost of labour, material,
equipment
Indirect Cost - Project overheads
Markup

- General overheads,
contingencies and profit.
28

RESULTS

29

Silent Features of Case Study 1

Area of residence : 3000 sq. ft
Site calendar : 6 day workweek; 8 hrs shift
Planned duration for completion : 118 days
Actual duration: 127 days
30

Elevation

Ground floor plan

31

Case study 1: Residential Project

Schedule for Residential project
Resource Loading
Updated schedule
Claim digger tool
32

Causes for Delay

Type of contract
Changes in design and specification
Productivity of workers

33

Silent Features of Case Study 2

Area of R&R colony : 48 acres
Project include road works, water supply
works, under ground drainage works and
electrical lines.
Project designed for 6 days workweek.
34

Calendar for R&R colony

35

Case Study 2 : R&R Colony

Schedule for R&R colony

Basis and assumptions

36

Silent Features of Case Study 3

Five components with 270 piles
Cost and resource loaded
Feasibility stage to completion stage

37

Plan of oil jetty

38

Case Study 3 : Oil jetty

Comprehensive chart
Actual data for Pre-construction stages
Period for construction of jetty with amenities :
503 days
The same frame work is used for a Berth
39

Resources for Oil jetty

40

Case Study 3 : Oil jetty

Schedule for Oil jetty
Resource control by activity
Cash flow statement
Schedule for Berth with cast flow
41

CONCLUSIONS

42

 Schedule - Getting work, Doing work

and Getting paid
The residence Project : 118 days
The R&R colony

: 392 days

The Oil jetty

: 503 days

Berth

: 344 days
43

 Self- assessment to reflect on the aspects

of the project
Success - Repeat it for future projects
Discover - Eliminate it.
Employer can review the contractors
work and depict it as
Progressing,
Sustaining and
Lagging.
44

 Cost and resources loaded

Front-loaded tenders during tendering
Cash flow statements for arrangement
of funds
Templates in Methodology Management
module To save planning time for
subsequent projects of similar nature
45

Scope for Future Work

Schedule monitoring of Infrastructure
Projects
Rate analysis of the cost linking the
software with other programs
Use of software with other scheduling
techniques.
46

References
Anon (2009). The path to 2050,
http://www.thepicky.com/economy/india-gdp-andeconomy-at-a-glance/. Anon (2008). India 2008 A
reference manual, Publication Division, Ministry of
Information and Broadcasting, Government of India.
Anon (1998). A Guide to Conceptual Scheduling,
http://www.constructionguy.com/schedule_paper/schedul
e_paper_6.htm
Anon (2007), Scheduling Techniques,
http://www.misronet.com/construction_scheduling.htm
47

References
Anon (2008), Introduction to PrimaveraP6,
http://www.oracle.com/applications/primavera/primavera
-p6-enterprise-project-portfolio-management.html.
Anon (2008), Course material on Primavera Enterprise
Project Management (P6), Cadd Center Software
Solutions (P) LTD.
Anon (2009), Project Management,
http://en.wikipedia.org/wiki/Project.
Anon (2008), Project Implementation Status report of
Central Sector projects, Ministry of Statics and Project
Implementation,
http:mospi.nic.in/mosi_pi_status_report.htm.
48

References
Burgess. (1998).
www.sce.ait.ac.th/research/dissertation/sec/1998/~bhokh
a/ForecastingConstructionDuration.doc.
Chitkara, K.K. (1998). Construction project management
planning, scheduling and controlling, Tata McGrawHill Publishing Company Limited, New Delhi.
Hendrickson, C. ( 2008). Project Management for
Construction, Fundamental Concepts for Owners,
Engineers, Architects and Builders,
http://pmbook.ce.cmu.edu/index.html.
Kamath, M.M. (1999). Construction of a crude oil jetty
at new Mangalore port, Indian Concrete Journal, 73-7,
418-424.
49

References
Lee, S. (2007). Deterministic planning-part I and II,
Project Management Spring,
http://ocw.mit.edu/OcwWeb/Civil-and-EnvironmentalEngineering/1-040Spring-2007/CourseHome/index.htm.
Mantri, S. (1996). The A to Z of practical building
construction and its management, Mantri Institute of
Development and Research, Pune.
Osgood, N. (2004). Basics of Cost and Schedule
Monitoring, Project Management Spring,
http://ocw.mit.edu/OcwWeb/Civil-and-EnvironmentalEngineering/1-040Spring-2004/CourseHome/index.htm.
OBrien, J.J and Plotnick, F.L. (2006). CPM in
construction management, Sixth Edition, McGraw-Hill
Companies, USA.
50

References
Ranns, R.H.B and Ranns, E.J.M. (2005). Practical
construction management, TJ International Ltd, Great
Britain.
Swaminathan, M. (1992). Project planning and
monitoring, Proceedings of First National Symposium on
Construction Engineering and Management, College of
Engineering, Anna University, Madras, 343-351.
Thabet, W.Y. and Beliveau, Y. J. (1996). Horizontal and
vertical logic scheduling for multistorey projects,
Journal of Construction Engineering and Management,
ASCE, 120- 4, 875-892.
Thenmozhi, M. (2009). Course in management,
http://nptel.iitm.ac.in/courses/webcourse-contents/IIT%20Guwahati/cpm/index.html.
51

THANK YOU

52