“PLANNING, SCHEDULING, MONITORING AND TRACKING OF CONSTRUCTION PROJECT”

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1. INTRODUCTION
Construction projects are time bound and all project activities are directed towards the
achievement of project objectives with respect to time, scope and quality. In a complex project
where large number of activities are performed at different places by different agencies and sub
organizations, with each having its own scheduled targets, a small delay in the critical activity
can affect many schedules. Delays can alter the planned level of resources and their
mobilization. Time over run increases overheads, reduce planned revenue from sales and create
fund inflow problems. Delays in contracted projects can result in penalties and adversely affect
the reputation of the company. Project planning and scheduling aims at timely execution of work
according to the project planned ,schedule and can apply corrective measures in case of any time
deviations. In a broader sense, time control implies the control of the entire planning system, as
time is directly or in-directly related with all project activities and project functions.
1.1 PROECT CONTROL
Project control aims at controlling changes to the project. It provides management with
cost related information for making decision with a view to complete the project within the
specified quantity on time and within the budgeted cost. This information is extracted from the
performance data and other sources is used to minimize waste, update current budget estimates,
forecast cost trends and make decision about the future. Cost control involves processing of cost
accounting reports received from various responsibility centers or operating divisions.
1.2 NEED OF STUDY
Every construction project is unique and is to be completed in a stipulated time period .
In the present scenario, due to advancements in technology and high competition, the profit
margin of the contractors is considerably low. Hence an effective tool for management planning
and scheduling is necessary to manage complex projects to maintain the planned project
components of time, cost and resource. Monitoring of the projects is very much necessary even if
the projects are planned to find out the deviations from the planned schedule.

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Hence in this project, the software tool Primavera Project Planner ( P3 ) is used to obtain
the critical path of the project schedule of a Building being constructed at Shahnoorwadi. The
Primavera software is an efficient and a powerful software tool, for construction management
which is widely used globally even for the most complicated construction projects.
1.3 PROJECT OVERVIEW
A Building of configuration G+1 of an approximate area of 1100 Sq ft is considered in
this project. The building is being built for residential purposes in Shahnoorwadi. The actual
work is started in December 2012. The software tool Primavera Project Planner is used for
planning, scheduling and controlling. The activities required to complete the building structure
(excluding the interiors) was identified and was fed as an input to Primavera along with their
durations. The critical activities and the project time which is represented by the summation of
critical path durations are obtained from the primavera schedule.

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2. CONSTRUCTION PROJECT MANAGEMENT
2.1 INTRODUCTION
Major construction works are time bound and employ huge resources of men, material
and machines. They involve heavy investments running to crores of rupees. They require a high
level of technology and need an effective management of resources. The execution of major
construction capital works is undertaken by projecting them and there by organizing them into
one or more construction projects for implementation.
The term ‘construction project’ refers to a high value, time bound, and special
construction mission with predetermined performance objectives. The project mission is
accomplished within complex project environment by putting together human and non human
resources into a temporary organization headed by a project manager.
The project manager aims to achieve its mission by:
MANAGING : Time and progress
Cost and Cash flow
Quality abd performance
Organization behavior
BY PLANNING : Planning Resources
Scheduling Resources
Organizing Resources
Direct Resources
Monotoring Resources
Controlling Resources
WITHIN : Quality Constraints
Time Constraints
Cost Constraints
Environmental Constraints

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2.2 COMPONENT OF PROJECTS
A Project is endeavor that is undertaken to produce the results that are expected from the
requesting party. A Project consists of three components namely
• Scope: Work to be accomplished both qualitative and quantitative.
• Budget: Refers to the costs measured in currency or labour hours of work.
• Schedule: Logical sequencing and timing of the work to be performed.
THE SIX FACTORS THAT DETERMINE THE OUTCOME OF A PROJECT ARE
• Size
• Complexity
• Quality
• Productivity
• Completion Time
• Cost

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2.3 FUNCTION OF PROJECT MANAGEMENT
Management is summarized into five basic functions
1. Planning: It is the formulation of the course of action to guide a project to completion. The
establishment of milestones and consideration of possible constraints are major parts of
planning.
2. Organising: It is the arrangement of resources in a systematic manner to fit the project plan.
A project must be organized around the work to be performed.
3. Staffing: It is the selection of individuals who have the expertise to produce the work.
4. Directing: It is the guidance of the work required to complete the project.
5. Controlling: It is the establishment of a system to measure, report and forecast deviations in
the project scope, budget and schedule. Control is often the most difficult function of project
management.
2.4 KEY POINTS IN PROJECT MANAGEMENT
Some of the key concepts of project management are listed below.
1. To confirm that there is an approved project scope, budget and schedule for the project.
2. To ensure that there is an explicit operational work plan to guide the entire project.
3. To establish a control system that will anticipate and report deviations on a timely basis so
that corrective actions can be taken.
4. To establish a project organizational chart that shows authority and responsibilities for all the
team members.
5. To get out problems out in open with all persons involved so that they can be resolved.
Thus depending on the size and nature of the project, the managers in the project team are
entrusted with the responsibility to accomplish project tasks. A large complex project may have a
manager in charge of each specialized task whereas in smaller projects only few managers can
look into all tasks.

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3. TIME AND RESOURCE
3.1 TIME AND RESOURCE – PLANNING AND CONTROL
The construction planning process is stimulated through a study of project documents.
These documents include – but are not limited to – the available technical and commercial
studies and investigations, design and drawings, estimate quantities etc. The planning process
takes into account the strengths and weakness of the organization as well as the anticipated
opportunities and risks.
3.2 TIME PLANNING PROCESS
In construction all projects are time bound. The project time objective specifies the
project completion time. The project time and cost are correlated-it is time factor which
determines the project cost. However, the absence of a project plan almost makes certain that the
project cannot be completed on schedule without incurring extra costs.
The time planning process involves the following three stages:
1. Project work breakdown: This means breaking down the scope of the project into its
constituent sub project, tasks, work packages and activities.
2. Modeling and analyzing networks: This includes developing logic diagrams or sub
networks integrating these to develop a time planning model and analyzing this model to
determine the project completion time.
3. Scheduling work Programmes: This involves putting the time plan on a calendar basis and
using the scheduled Programme to forecast input and output.

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3.3 TIME PLANNING TECHNIQUES
A project time depicts the sequence of accomplishment of the planning components
plotted against project time scale. These components include activities and events. Time
planning techniques are used to put these components on the time scale. There is a wide variety
of time planning technique. The commonly used techniques are bar charts, network analysis, line
of balance technique and linear Programme charts.
3.4 RESOURCE PLANNING PROCESS
3.4.1 FORECASTING INPUT AND OUTPUT:
A forecast is a prediction of what is anticipated in future. The input and output forecast
includes the data wise requirement of project manpower, major materials, costly equipment,
production costs, sales etc. The basis of forecasting is the schedule of work.
3.4.2 PLANNING CONSTRUCTION WORKFORCE:
This process chiefly involves identifying the trades or the skills required, establishing
productivity standards to determine the number of workers needed to perform given job in the
specified time, data wise forecasting of workers requirement for accomplishing the project work
and finally organizing the planned work force into operating teams having assigned programmed
tasks.
3.4.3 PLANNING CONSTRUCTION MATERIALS:
The construction material planning involves identifying the materials required, estimating
quantities, defining specifications ,forecasting requirements, locating sources for procurement,
getting material samples approved etc.
3.4.4 PLANNING CONSTRUCTION EQUIPMENT:
Construction equipment is indispensable in the execution of modern high cost, time
bound massive construction projects. It produces output with an accelerated speed in a limited
time .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 maker for selecting the
equipment.

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3.4.5 PLANNING CONSTRUCTION STANDARD COSTS:
The construction costs planning has its aim in the integration of planning, judgment,
costing techniques and accounting discipline for developing standard costs, financial forecasts,
project budget and cost control measures with the ultimate goal of achieving project profit or
cost objectives. The construction cost plan uses standard cost concept for costing work packages,
work items or activities. The standard cost technique finds wide application in estimating,
forecasting, budgeting, accounting and controlling of costs.
3.4.6 PLANNING CONSTRUCTION BUDGET:
The primary purpose of having a budget is to assign financial targets and resources to
each functional group so as to establish some basis for controlling their performance and to make
participants plan with cost consciousness instead of purposeless routine working. The basis of
the budget is the project plan and its schedule of work. The budget preparation involves
structuring of project functional organization into production, services and administration
responsibility centers. Assigning each responsibility centre its goal in the form of sales budget
and production targets. Allocating resources with budgeted costs necessary to achieve the
assigned goals and finally, compiling the project financial plan in the form of the project master
budget. Control involves organizing the control responsibility centers, designing accounting and
monitoring methodology, codifying data and developing the information systems so as to make
decision speedily. It also includes identifying the problem areas, making risk-taking decision to
tackle the problem, organizing and directing resources needed to carry out these decisions and
measuring the results of these decisions against targeted expectations through organized and
systematic feedback.
3.5 PROJECT CONTROL METHODOLOGY
The project control follows the system concept. Each organizational unit in a project
usually referred to as the responsibility centre and can be viewed as a sub system. These sub
systems are highly interdependent and interactive. The performance objectives of a sub system
are stated in terms of the parameters to be controlled. These parameters include the time progress
targets, resource productivity standards and work package standard costs and sales targets. Each
sub system accounts for its performance and reports its actual performance along with the
deviation between the planned and actual performance to be monitored.
The project control centre manned by the monitor is at the heart of the system. It receives
performance data from the responsibility centers and using scientific tools and techniques,
transform it into information that suggests remedial measures for achieving the objectives.

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3.6 CONTROLLING RESOURCE PRODUCTIVITY
The success of the project depends on the performance of the input resource. Productivity
is a measure of performance of these resources. Productivity control aims at ensuring efficient
utilization of the inputs of men, materials and equipment by identifying the cause of their
wastage as well as affecting improvements to minimize it. The cause of wastage are located by
analyzing variances and efficiencies of planned and on site actual productivity.
Productivity performance variance = planned productivity – actual productivity
Productivity performance index = planned productivity/actual productivity
The productivity parameters which need to be controlled in construction projects are:
1. Labour productivity
2. Equipment productivity
3. Material productivity
3.7 CONTROLLING COST
Cost control is the restraining of expenditure within the predetermined limit. It involves
the processing of reports received from varies responsibility centers or operating divisions
relating the cost incurred with the set standards, analyzing the reason for any variances and
presenting results to the project management for decision making and initiating remedial
measures. The cost control process follows an active and forward looking approach. It does not
confuse itself to the historical data contained in cost report and accounting documents, but goes
further to indicative corrective measures so as to minimize in efficiencies and reduce cost.

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3.8 CONTROLLING TIME
Time is of essence in a project and all project activities are directed towards the
achievement of the project time objectives a project time control aims at time execution of work
as per the work program and application of corrective measures in case of deviation. The time
control process involves the monitoring of time status by updating the project networks and time
schedule, reviewing duration of balance activities, computing deviation and evaluating the
implications of a deviation on the project time objectives by time analyzing the project network.
It includes the formulating remedial measures including what-if analysis, time crashing,
re-planning, reforecast and re-mobilizing resources under changed situation with view to
accomplish the time objectives.
Time delays have serious repercussions on plan resources and produce inefficiency in
their use. They alter the planned level of input resources and result in a revision of a materials
inventories and accommodation for men and materials. Delays necessitate re-mobilization of
resources. Time over-runs increases cost exponentially and result in increased over rate and
reduced planned sale receipts, thus causing liquidity problems.
There are also confusion and conflicts. All these have serious implications on the project
resource needs and cost objectives. It is for this reason that the project controlling process starts
with the resources productivity control. Next come the cost control, followed by time period.

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4. SIGNIFIANCE AND SCOPE OF PROJECT
4.1 SIGNIFICANCE OF PROJECT
In the present prevailing scenario in the construction industries, CPM/PERT networks are
drawn based on the available data. The project is executed based on the network drawn.
Corrections are made depending on the site realities Crashing of networks is carried out if
required and if possible. If the project is completed within a reasonable time and cost overruns,
no post mortem analysis is carried out.
However it is possible that the network diagram drawn and implemented might not be the
optimum one. It could have been quite possible that a more realistic and logical sequencing of
activities and more rational resource allocation along with more practicable assignment of
duration to the activities would have resulted in a better network diagram and hence reduced the
time and cost overruns. Therefore any attempt made in arriving at an optimum network diagram
will go a long way in minimizing the time and cost overruns which will play a crucial role in the
present competitive and globlalised environment. This project work intends to make an attempt
in this direction.
4.2 SCOPE OF THE PROJECT
The scope of work consists of the following four stages:
1. Data collection: The complete data required for the planning and scheduling is collected
for further processing.
2. Data processing: The data collected is processed to make it fit for use in software
primavera(P3)
3. Network diagram: With the processed data, a network diagram is drawn using the
software primavera(P3)
4. Report Generation: With the obtained network diagram, a classic schedule report is
generated using primavera project planner.

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4.3 OBJECTIVE OF THE PROJECT
This project work intends to achieve two objectives namely:
1. To prepare a CPM (Critical Path Method) chart for a building being built.
2. To acquire a good knowledge of the primavera software this is most widely and globally
used.

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5. PLANNING FOR RESIDENTIAL BUILDING
5.1 ABOUT THE PROJECT
The proposed building is an 1100 Sq.ft development in Shahnoorwadi. The block is being
constructed behind the Podar International. The configuration of the building is G+1.
5.2 DESIGN AND DRAWING – IN BRIEF
This framed structure building lies on footing which is of isolated stepped type. The total
numbers of isolated stepped footing are 12. The slab of 150mm thickness also consists of cross
beams. The individual slab units are of one way type. Steel rods of diameter varying from 8mm
to 20mm are used at various sections. All individual slab units are provided with 8mm diameter
mesh reinforcements. All staircases are provided with sloping slab, landing slab and beam. The
total height of the building is 7.3m. All the columns at the ground level are connected by plinth
beams. The work started in late months of December 2012.

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`
Fig 5.1: Building Plan

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6. PROJECT PLANNING AND SCHEDULING
6.1 INTRODUCTION TO PLANNING AND SCHEDULING
Project planning is the process of identifying all the activities necessary to successfully
complete a project. Project scheduling is the process of determining the sequential order of the
planned activities, assigning realistic durations to each activity and determining the start and
finish dates for each activity. After the activities are identified, it is relatively easier to determine
the schedule for the project. Many methods and tools have been developed for scheduling. The
computer is universally used to perform the calculations for the project schedule.
6.2 DESIRED RESULTS OF PLANNING AND SCHEDULING
Project planning is the heart of project management because it provides the central
communication that coordinates the work of all parties. Although the common desired results of
planning and scheduling is to finish the project on time, the other desired results of planning and
scheduling are listed below.
1. To have continuous uninterrupted flow of work.
2. To reduce the amount of rework.
3. To minimize confusion and misunderstanding
4. To have a clear understanding of who does what, when and how much.
5. To integrate all work and ensure a quality project for the owner.
Project planning and scheduling can serve as an effective means of preventing problems.
It can prevent delays in work, a major cause of late project completion and cost overrun, which
often leads to legal disputes. It can also prevent low worker morale and decline in productivity
that is caused by a lack of direction.

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6.3 PRINCIPLES OF PLANNING AND SCHEDULING
There must be an explicit operational plan to guide the entire project. The plan must
include and link the three components of the project: scope, budget and schedule. Too often,
planning is focused only on schedule without regard to the important components of budget and
scope. To develop an integrated total project plan, the project must be broken into well defined
units that can be measured and managed.
Planning, scheduling and controlling begin at the inception of the project and continue till
the life of the project until completion. The other key principles of planning and scheduling are
listed below:
1. To build flexibility into the plan, include allowance for changes and time for reviews and
approvals.
2. To always remember that the schedule is the plan for doing work and it will never be
precisely correct.
3. To keep the plan simple, eliminate irrelevant details that prevent the plan from being
readable.
6.4 FACTORS AFFECTING WORK SCHEDULING
The scheduling of the project plan has to take into consideration many variables like
time, resources and financial constraints. It is difficult to enumerate principles governing all such
factors which may vary from project to project. However, the guidelines given can be considered
for developing the schedule of the project work.
6.4.1 TIME
The availability of time is crucial limiting factor in a project. More time normally,
implies less investment. Time and cost are correlated factors. Three aspects of time which have
to be considered during scheduling are:

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1. Most of the projects carry time constraints in the form of imposed dates. These dates may
include constraints on start and completion of activities. A schedule must meet the project
time constraints, in such a way that the project duration is not exceeded, such a schedule is
called time limited schedule.
2. The schedule must account for holidays, bad weather days and the non-working periods.
Further, effect of the working season on production efficiency must also be considered while
scheduling activities and the schedule and the connecting resources adjusted suitably. Such a
schedule details the work programme for execution.
3. Scheduling must make use of the reserve of time available in floats of non critical activities
to reduce fluctuation in resource requirements or confirm to a given predetermined patterned
of resources. For minor fluctuations, working overtime may also be restored to. The schedule
prepared under constraints is termed as resource constraints.
6.4.2 MANPOWER
Manpower is one of the main factors in the successful completion of the project. No
amount of automation or machinery can replace the manpower needed for completion of a
project. It cannot be treated like a commodity and cannot be dismissed or re employed at will.
Technical hands once employed are normally continued till their requirement ceases. The idle
labour time is paid for and the factors such as strikes and breakdown of work are kept in view by
the management. The task efficiency of labour, weather conditions, nature of work and the
supervisor’s leadership – all of these affect labour productivity.
The non availability of suitable labour is generally a limiting factor. The labour turnover,
sickness and absenteeism further aggravate the problem. The working hours, overtime and other
incentives have to be considered while deciding the manpower schedule. The management-
labour agreements and the governing labour laws considerably affect labour employment. A
schedule cannot take care of all the variables but these can be reduced considerably by working
out a uniform trade category wise manpower requirement schedule or by fixing the pattern
depening on the man power availability and working conditions.

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6.4.3 MATERIALS
No project can ever be started without materials. Construction materials are increasingly
becoming scare and their procurement is a time consuming process. The schedule aids in
forecasting of materials, and their timely supply determines the economics and progress of work.
One method could be to stock materials well before they require so as to ensure timely supply,
but the stock inventory costs money. Generally inventory should be zero before the
commencement and after the completion of the project. To go a step forward, this rule should be
made applicable to each activity. But for certain materials, procurement action can be based on
the guiding principle inventory must be kept to a minimum. In case of materials in short supply,
the schedule may have to be based on availability constraints.
6.4.4 MACHINERY
The availability of machinery is normally a limiting factor. For example, in an activity
involving excavation, the schedule may specify requirement of two dozers but only one may be
actually be available or allotted. This would entail recasting of whole schedule. In such
circumstances, various alternatives like delay, penalty, costs, cost of time crashing and cost of
procurement or hiring of machinery and equipment scheduling should be to find out the
minimum duration schedule in which the employment of equipment and machinery is
systematically and uniformly distributed based on its availability or allotment.
6.4.5 CAPITAL
Capital is the core of all project activities. The project management aims at economics
and the contractor works for earning profits. The proper management of money results in savings
while its improper use proves ruins. In EST schedule, the large production costs get staggered
over long period of time, thus reducing investments. But this schedule may not prove attractive
to a builder as the saving on investment in the earliest stages can be best utilized either on
another project or ever in earning interest. Therefore, a builder schedule would generally aim to
execute those jobs earlier which are more profitable, involving least investment and benefit his
cash flow. On the other hand, the client would aim at phasing of constraints for early completion.

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6.5 STEPS TO DETERMINE A SCHEDULE
1. Complete the CPM network diagram.
2. Label each activity with proper description.
3. Estimate activity duration
4. Identify each event with a unique node number.
5. Determine the early event times by implementing forward pass calculation.
6. Determine the late event times by implementing the back ward pass calculations.
7. Compute the total, free and independent float and identify the critical activities on the
network.
8. Calculate the calendar dates for event and activity times.
9. If the project duration is not suitable, either change the network or reschedule the
start/completion of the event/activity and once again go through steps 5, 6, 7 and 8.
10. If the project duration, starts and finishes of activities are suitable then arrange the activities
in the desired sequence and tabulate activity identification, description, duration, early and
late starts, early and late finishes and floats. Finally identify all the critical activities.

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7. TECHNIQUES FOR PLANNING AND SCHEDULING
7.1 INTRODUCTION
The techniques used for project scheduling will vary depending upon the project
complexity, size, duration, personnel and owner requirements. The project manager must choose
a scheduling technique that is simple to use and is easily interpreted by all project participants.
There are two general methods that are commonly used for scheduling. These are listed below:
1. Bar chart ( Gantt chart)
2. Network techniques (CPM, PERT, PNA)
7.2 BAR CHART (GANTT CHART)
The bar chart developed by Henri L. Gantt during World War 1, is a graphical time-scale
of the schedule.
7.2.1 ADVANTAGES
1. It is easy to interpret.
2. It is an effective technique for overall project scheduling.
3. Does not require extensive interrelationship of activities.
4. It is simple and easy to use.

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7.2.2 LIMITATIONS
The bar chart also has some limitations. Some of the limitations are listed below:
1. It is difficult to update and does not show interdependence of activities.
2. It does not integrate cost and resources with schedule.
3. A change in one activity on the bar chart will not automatically change subsequent activities.
4. The bar chart has limited applications for detailed construction work
7.3 NETWORK TECHNIQUES
The project network analysis is a generic term covering all the network techniques used
for planning, scheduling and controlling of projects. The three commonly used techniques are:
1. Critical path method (CPM)
2. Program evaluation and review technique ( PERT)
3. Precedence network analysis ( PNA)
Their common features are that they make use of network model for depicting the time plan
of the project. Apply the critical path concept for determining project duration and identifying
critical activities and employ network analysis techniques for controlling projects-time
objectives. But each these experience shows the following:
1. CPM is best suited for developing the sub networks of sub groups and task having
activities with deterministic single time duration.
2. PERT is useful for project feasilibility reports and sub projects or tasks involving
uncertainties. In such cases, probabilistic approach of three times is used for assessing
activity durations.
3. PNA is commonly used technique for time planning of construction projects.

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7.3.1 CRITICAL PATH METHOD (CPM)
The critical path method was developed in1956 by the Dupont Company, with
Remington Rand as consultants, as a deterministic approach to scheduling. The CPM method is
commonly used in engineering and construction industry. CPM is mainly concerned with the
trade-off between cost and time. It has been applied to projects that employ a fairly stable
technology and are relatively risk free. Hence its orientation is ‘deterministic’.
7.3.2 PROGRAM EVALUATION REVIEW TECHNIQUE (PERT)
PERT was originally developed to facilitate the planning and scheduling of the Polaris
fleet Ballistic Missile project of the US government. Designed to handle risk and uncertainties,
PERT is eminently suitable for research and development programs, aerospace projects and other
projects involving new technology. In such projects the time required for completing various
jobs or activities can be highly variable. Hence, the orientation for PERT is ‘probabilistic’
7.3.3 ADVANTAGES OF CRITICAL PATH METHOD (CPM)
1. CPM provides interrelationship of activities and scheduling of costs and resources.
2. It is an effective technique for overall project scheduling and detailed scheduling of
construction.
3. It provides detailed information that is required for effective project management.
7.3.4 LIMITATIONS OF CRITICAL PATH METHOD
1. It requires extensive description of the interrelationship of activities.
With these techniques available, the project manager must use his or her own judgment and
select the method of scheduling that best defines the work to be done and that communicates
project requirements to all participants. In particular these techniques help the project managers
to determine the expected project time completion date; the scheduled start and completion time
for different activities comprising the project.

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8. INTRODUCTION TO PRIMAVERA PROJECT PLANNER
Primavera project planner is a product from primavera systems Inc, USA. P3 offers easy
to use approach to project planning with an inherent interact that means project planning and
control easy. P3 is a multi-user product that operates on popular Local Area Networks. It allows
the user to share data with other network users and with any one who manages projects using P3.
With P3 the user can schedule and manage up to one lakh activities.
8.1 FEATURES OF PRIMAVERA PROJECT PLANNER
1. P3 allows the user to select the information from the database, sort data in dozens of different
ways, and condense details and present graphic presentation.
2. Primavera uses Betrieve as the record management system for handling project files.
3. It helps to build a project network quickly and graphically.
4. Offers various activity types so that the user can made different activity and resource
interactions.
5. As many as 10 types of restrictions (constraining) can be imposed on activities.
6. The user can compare normal vs. overload staffing on the schedule in onscreen histogram
and curves.
7. As the actual data is recorded, P3 automatically changes estimate to complete.

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8.2 PRIMAVERA FILE STRUCTURE
The features of Primavera file structure are listed below:
1. Primavera will work with one file type only i.e. P3, which is a standard format for P3
files
2. The project has a mandatory four characters for project name.
3. All files will have P3 extension
4. All files are preferred with four characters project name.
When a new project is created in P3, it automatically becomes a project group and there
sub projects are termed projects share calendars, codes, resources and other data from the group.

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9. PLANNING AND SCHEDULING IN PRIMAVERA
(WITH RESOURCES)
9.1 UNDERSTANDING THE PROJECT SCOPE
9.1.1 PROJECT OVERVIEW
The actual start of the project was late in 2012. In primavera, the project start is on 17th
Dec, 2012. A normal of 5 working days per week is considered. The planning unit is in days.
The total time span of the project nearly comes to about four months..
9.1.2 STEPS FOR PLANNING AND SCHEDULING
(i) CREATING A PROJECT
1. Open a new project name and is given as ABCD
2. The client name and location is selected
3. The planning unit is selected as days
4. The project start date is entered.
Fig. 9.1: Starting a New Project

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(ii) DEFINING CALENDARS
Before the activity list is entered, the calendars are defined; calendars are used to model
the working time for each activity in the project.
Fig 9.2: Assigning the Calendar to Project

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(iii) IDENTIFICATION OF PROJECT ACTIVITIES
The activities required to complete the project is identified and the activity list is entered.
1. Site Cleaning
2. Excavation
3. PCC
4. Foundation
5. Plinth Column
6. Plinth Beam
7. Filling
8. GL Column
9. GL Beam and Slab
10. FL Column
11. FL Beam and Slab
12. GL Brickwork
13. FL Brickwork
14. Electricity Fitting
15. Window Steel Mesh
16. Compound Wall
17. Internal Plastering
18. Kitchen Otta
19. Plumbing
20. External Plastering
21. Tiles and Dadoo
22. Door and Window
23. Colouring

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(iv) SEQUENCING THE ACTIVITIES:
Once the activities have been entered, the next step would be to give the relationship for
the activities to get the schedule of the project. The relationships can be assigned either directly
in the bar area or through successor/ predecessor from activity detail in the activity form. The
following are the four fundamental relationships
1. Finish to Start relationship (FS): A relationship in which the start of a successor activity
depends on the completion of its predecessor activity
2. Start to Start relationship (SS): It is a relationship in which the start of a successor activity
depends on the start of its predecessor activity.
3. Finish to Finish relationship (FF): It is a relationship in which the finish of the successor
activity depends on the finish of its predecessor activity.
4. Start to Finish relationship (SF): It is a relationship between activities in which a successor
activity cannot complete until its predecessor activity start.
(v) SCHEDULING THE PROJECT:
The software will calculate the shortest possible time to complete the project, which
shows the critical path .The critical path, is the longest and continuous path to complete the
project. If the completion date on any one of the critical activity is delayed the whole project will
be delayed. Scheduling the project will also give the start date and finish date, total and free float
for each activity.P3.1 Starts the beginning of the project and continues to the end to calculate the
earliest start and finish dates for each activity (Forward pass calculation) Then it starts at the end,
from the latest early finish date of the activity in the project to the first activity and continuous to
calculate the latest start and finish dates for each activity (Backward pass calculation)
(vi) ASSIGNING CONSTRAINTS:
Constraints are used to impose restriction on activities that cannot be realistically
scheduled with logic links. The constraints may be applied due to management needs (or) Due to
external restriction most of the constraints will be used during the execution time only.
Some of the types of constraints are used below:
1. Early constraints
2. Start on constraints
3. Expected finish constraints
4. Late constraints

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(vii) ORGANIZING PHASE:
1. Designing and assigning activity codes
2. Organizing the activities in the layout
3. Applying filters where ever needed
4. Saving of layout.
(viii) SUMMARIZATION
To activate summarization go to format, summarize all. Use the summarize command to
condense or roll up activity information for a selected group title band P3.1 shows activities as
One continuous bar or as individual bars, depending on the setting in the summary bars dialogue
box when summarize a plus sign (+) appears to the left of the group title band.
(ix) LAYOUT
To activate layout go to view, layout. A layout is the combination of visual elements that
appear in the bar chart and network views. These elements include activities, their organization,
configurations, and the appearance of activities and relationships, color settings ,sizes, font,
display option such as activity form resource / cost profile and way a project appears on screen
and save it as picture that can be modified, renamed, printed, and to other project. The default
Layout appears when you add new projects or create a new layout. It shows all activities with
information commonly found on bar charts.
(x) PROJECT REPORTING
Reports can be generated from the option reports. Report making is also possible by
changing the default reports (Graphical and tabular reports).

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Fig 9.3: Layout of Bar Chart

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Fig 9.4: Resources Allocation

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Fig 9.5: PERT view

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10. PRIMAVERA PROJECT PLANNER LAYOUT OF THE
RESIDENTIAL BUILDING
A project is created in primavera with name ABCD. The planning unit is entered as days.
The number of working days is taken as five in a week. The project starts date us 17th Dec, 2012
in primavera. The activities Name, Id, Durations are entered. The duration of the activities were
predicted or determined depending upon the quantity of work to be done and the available
resources.
The predecessors and successors of the activities were also defined. The concrete will be
mostly at site. The linking of activities was done according to their predecessors and successors.
The linking of activities are based on the four relationships mentioned earlier i.e. FS, SS, FF, SF.
The activities, duration, percentage completion can be easily inferred. Thus the activities and bar
chart schedule can be obtained from classic layout.
The classic schedule layout is shown in the above pages.
The PERT view of the schedule layout is also shown in the above pages.

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11. ANALYSIS OF CPM NETWORK SCHEDULE
Once the project is scheduled, the activity details are obtained in a bar chart view. The
same can also be viewed in a PERT view. These views shows the activity details which include
activity names, duration, early start and finish dates, percentage completion and resource details
of the respective activity etc in the data columns area. It can be seen that once the scheduling
takes place, the activities are automatically arranged in the order of early start dates and are listed
in the same order in the data column of the P3 screen. There are a total of 24 activities involved
in this present project. The activity names start from clearing work and extend till the last floor
slab, covering the entire structure of the building including the interiors. The total number of
working days to complete the project amounts to 109 days. The approximate project time spans
for around four month.
This project concentrates to obtain the critical activities in the project schedule, which are
required to complete the structure alone excluding the interiors.

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12. GENERATION OF REPORT
Schedule reports contain a tabular list of schedule data, including activity ID’s
description, durations, float early & late schedule dates. The schedule reports can also be
customized to show additional data on separate lines such as budgets, resources, predecessor /
successor activities and long. In the context of the present project, a classic schedule report
which is sorted by early start is generated. Additional data relating to this report shows the
activity ID, successors, predecessors, and total float (if any) for that particular activity.

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Primavera Scheduling and Leveling Calculations –
Scheduling Report Page: 1
This Primavera software is registered to Dr. Regulwar.
Start of schedule for project ABCD.
Serial number...19126321
User name GECACESA.
Open end listing -- Scheduling Report Page: 2
----------------
Activity 101 has no predecessors
Activity 211 has no successors
Activity 251 has no successors
Activity 261 has no successors
Activity 271 has no successors
Activity 291 has no successors
Activity 301 has no successors
Activity 321 has no successors
Activity 341 has no successors
Scheduling Statistics for Project ABCD:
Schedule calculation mode - Retained logic
Schedule calculation mode - Contiguous activities
Float calculation mode - Use finish dates
SS relationships - Use early start of predecessor
Schedule run on Tue Apr 30 14:31:47 2013
Run Number 2.
Number of activities.................. 24
Number of activities in longest path.. 16
Started activities.................... 0
Completed activities.................. 0
Number of relationships............... 23
Percent complete...................... 0.0
Data date............................. 17DEC12
Start date............................ 17DEC12
Imposed finish date................... 01APR13
Latest calculated early finish........ 27MAR13

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13. FUTURE SCOPE
The Critical Path Network of the Building is obtained and analyzed in this project using
Primavera Project Planner (P3), in general is a very efficient and powerful tool for efficient
project management when compared to other software tools relating to Project Management.
Primavera handles even the largest and most complex projects performed today. It can scheduled
manage up to one lakh activities for a single project. Its also has the security features like
password protection.
SOME OF THE AREAS IN WHICH THE PRESENT PROJECT CAN BE EXTENDED
TO ARE LISTED BELOW
1. With the help of material and labour rates and equipment rental rates (if any), the total
project cost can be calculated. The cost of separate activities can also be calculated with
primavera. The fund, men and material requirement can be expressed graphically for monthly
or even yearly period of time. By this facility, the cash flow position can be known in
advance and the funds can be organized accordingly.
2. If at any period of time, there is any fund or resource shortage, the critical paths is affected
can be found, due to this changes.
3. Effects of critical path with respect to constrains can be found out. Primavera allows ten
types of constrains for activities. Each of these has a unique effect on project scheduling.
4. With the availability of electrical, plumbing drawings, elevation drawn, the activities related
to these can be incorporated in primavera scheduling in order to have a complete efficient
management package.
5. With details of planned and actual schedule, any lag of time or excess time can be looked
into and the differences can be adjusted for more effective time management. If there is any
lag in actual schedule, there has to be crashing of time to maintain the same planned project
time.

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14. CONCLUSION
The Critical Path Network of the building of G+1 configurations being built at
Shahnoorwadi is obtained using the planning and scheduling software primavera project planner
(P3). The activities required to complete the structure (including interiors) was identified and
were fed as an input into the Primavera Project Planner. The duration of the activities were
predicted or determined depending upon the quantity and type of work to be done and the
available resources. The predecessors and successors of the activities were also defined. After
scheduling the critical path and project duration are obtained. The scheduled network was then
analyzed and a classic schedule report was generated using primavera.
Therefore an attempt is made in arriving at an optimum network diagram that will go at
least a step towards minimizing the time and cost overruns which will play a crucial role in this
present competitive and globlalised environment. This project intends to make an attempt in this
direction. This project has helped us to have a comprehensive study in the areas relating to
planning, scheduling and controlling of projects. It has also helped us to gain knowledge about
other fundamental principles and techniques of construction project management. As an
important milestone in our learning process is the acquisition of knowledge about the software
tool Primavera Project Planner (P3), which is being most widely and globally used. Facing the
challenges of real life construction management will no longer be a difficult one.

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REFERENCES
1. “Primavera Reference Guide (2004)”, CADD Center Training Services Pvt Ltd.
2. Garold D.Oberlender, (2000), “Project Management for Engineering and Construction”,
McGraw Hill Publishing, New Delhi.
3. Chitkara,K.K., (2001), “Construction Project Management”, Tata McGraw Hill Publishing,
New Delhi.
4. Sandeep Mantri “A to Z of Practical Building Construction and its Management”, (8th
edition), Satya Prakashan, New Delhi.