for the subject offered in GTU in the final year (8th semester), construction management
final year
Module:- 5 project scheduling and resource leveling
Resource leveling and resource smoothing are techniques used to optimize resource use. Resource leveling focuses on moving resources between activities, which can change the critical path. Resource smoothing adjusts activity start and finish dates within their total float to avoid over-allocating resources, keeping the critical path unchanged. The key difference is that resource leveling may alter the critical path, while resource smoothing does not.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
This document discusses project cost management and control. It describes cost estimating, cost budgeting, and cost control as the three factors of project cost management. It defines key terms like planned value, earned value, and actual cost used in earned value management. Earned value management compares planned work to actual work completed and actual costs to measure cost and schedule performance. The document also discusses tools for cost control like estimate to complete, forecasting, cost variance, and cost performance index.
Project crashing refers to shortening the duration of project activities by using additional resources like overtime or temporary staff. This allows the project to finish earlier but increases costs. The optimal strategy is to crash activities on the critical path until their duration matches that of the non-critical path with the lowest duration, as crashing further would not reduce the overall project duration but would increase costs unnecessarily. The amount each activity can be crashed is determined, and activities on the critical path are crashed in a way that equalizes the completion time of all paths at the minimum possible overall cost.
Project scheduling and resource levelling_Construction Management A Makwana
At the time of preparing the network of any project, usually it is assumed that all resources needed for its execution are available in plenty and no consideration of resource constraints is taken into account.
In such situations the duration of the project may increase escalating the cost of the project.
Project planning and scheduling techniquesShivangi Saini
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
Project cost management involves planning, estimating, budgeting, and controlling costs throughout a project's lifecycle. It is important for project managers to emphasize realistic cost estimates, understand principles like profits and cash flow, and classify costs as direct, indirect, tangible, or intangible. Using tools like life cycle costing and establishing reserves can help project managers stay on budget.
This document discusses resource allocation and smoothing in project management. It begins by defining resources and explaining resource planning, estimating, and forecasting. It describes developing resource tables and bar charts/histograms to forecast resource needs. It discusses checking resource availability and identifying overloads and underloads. Finally, it explains how to perform resource smoothing to improve resource loading by moving activities and adjusting resources. The overall aim is to optimize allocation of resources like workers, equipment and materials to complete a project on schedule.
Resource leveling and resource smoothing are techniques used to optimize resource use. Resource leveling focuses on moving resources between activities, which can change the critical path. Resource smoothing adjusts activity start and finish dates within their total float to avoid over-allocating resources, keeping the critical path unchanged. The key difference is that resource leveling may alter the critical path, while resource smoothing does not.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
This document discusses project cost management and control. It describes cost estimating, cost budgeting, and cost control as the three factors of project cost management. It defines key terms like planned value, earned value, and actual cost used in earned value management. Earned value management compares planned work to actual work completed and actual costs to measure cost and schedule performance. The document also discusses tools for cost control like estimate to complete, forecasting, cost variance, and cost performance index.
Project crashing refers to shortening the duration of project activities by using additional resources like overtime or temporary staff. This allows the project to finish earlier but increases costs. The optimal strategy is to crash activities on the critical path until their duration matches that of the non-critical path with the lowest duration, as crashing further would not reduce the overall project duration but would increase costs unnecessarily. The amount each activity can be crashed is determined, and activities on the critical path are crashed in a way that equalizes the completion time of all paths at the minimum possible overall cost.
Project scheduling and resource levelling_Construction Management A Makwana
At the time of preparing the network of any project, usually it is assumed that all resources needed for its execution are available in plenty and no consideration of resource constraints is taken into account.
In such situations the duration of the project may increase escalating the cost of the project.
Project planning and scheduling techniquesShivangi Saini
The document discusses various project scheduling and analysis techniques including:
- Milestone charts, task lists, Gantt charts, and network diagrams for displaying project schedules.
- Critical path analysis, critical chain analysis, PERT, and resource leveling for analyzing project schedules.
- Buffer management, crashing, fast-tracking, split-to-phases, and mainline-offline scheduling for accelerating project schedules. Each technique is briefly described along with its risks and applications.
Project cost management involves planning, estimating, budgeting, and controlling costs throughout a project's lifecycle. It is important for project managers to emphasize realistic cost estimates, understand principles like profits and cash flow, and classify costs as direct, indirect, tangible, or intangible. Using tools like life cycle costing and establishing reserves can help project managers stay on budget.
This document discusses resource allocation and smoothing in project management. It begins by defining resources and explaining resource planning, estimating, and forecasting. It describes developing resource tables and bar charts/histograms to forecast resource needs. It discusses checking resource availability and identifying overloads and underloads. Finally, it explains how to perform resource smoothing to improve resource loading by moving activities and adjusting resources. The overall aim is to optimize allocation of resources like workers, equipment and materials to complete a project on schedule.
This presentation summarizes the Line of Balance (LOB) project scheduling technique. LOB was developed in the 1940s/50s for repetitive construction projects like highways, pipelines, and buildings. It uses a simple diagram to show the location and timing of work crews for each task. The key steps are: 1) creating a logic diagram of tasks, 2) estimating task durations, 3) selecting a buffer time, and 4) calculating targets to meet deadlines. LOB helps optimize resource usage and identifies potential issues. It provides clear visibility into work progress and allows easy schedule updating for repetitive projects.
The document discusses fundamentals of project scheduling including scheduling philosophy, terms and definitions, types of schedules, relationships between activities, and developing a project schedule. The key points are:
- Scheduling allows project managers to better control projects, monitor progress, and satisfy requirements.
- Important scheduling terms include activities, durations, relationships, critical path, float.
- Common schedule types include bar charts, logic networks, and milestone charts.
- Relationships define dependencies between activities like finish-to-start.
- Developing a good schedule requires defining activities and sequences, estimating durations, and incorporating resources and calendars.
03 Construction Project Planning and Schedulingakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
Resource scheduling involves either time-limited or resource-limited scheduling. Time-limited scheduling aims to make resources available as needed to meet deadlines, while resource-limited scheduling adjusts timelines based on fixed resource levels. Parallel scheduling starts eligible activities simultaneously based on available resources. For a project with limited staff, parallel scheduling showed it would take 32 weeks to complete within a 4-person resource limit, compared to the original 5-person, 32-week plan.
The Critical Path Method (CPM) is a technique for scheduling a set of project activities. It identifies the longest continuous chain of activities from start to finish required to complete the project on time. This longest chain is called the critical path. CPM calculates the earliest and latest times each activity can start and finish without making the project longer. Activities on the critical path have no scheduling flexibility, while other activities have "float" or slack time that can be used for scheduling flexibility. CPM is useful for determining the minimum project duration and identifying which activities must be carefully managed and monitored to avoid project delays.
The document discusses project scheduling techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It explains how a network diagram shows the logical dependencies and sequence of tasks in a project. Calculating earliest and latest start/finish times helps identify the critical path and float for activities. PERT is useful for projects with uncertain durations, using 3 time estimates. The critical path determines the minimum project duration, and monitoring it helps complete the project on schedule.
This document outlines the course objectives and units of study for a Construction Planning and Scheduling course. The objective is for students to learn how to plan construction projects by defining work tasks, estimating durations and resource requirements, and using network diagrams to schedule activities and determine critical paths. Key topics covered include construction planning concepts, scheduling procedures and techniques using bar charts and critical path methods, cost control through budgeting and cash flows, quality control, safety, and organizing and managing project information using databases.
Construction planning - Construction Technology and Project Managementsrinivas2036
The document discusses construction project planning. It defines planning as developing a method or scheme in advance. Construction planning involves optimally utilizing resources like people, equipment, materials and money. Key activities in construction planning include defining the scope of work, identifying involved activities, establishing project duration, defining resource control procedures, and updating plans. Different types of project plans may focus on schedule, cost, quality or safety. Techniques used in planning include work breakdown structure, precedence, network logic and critical path method.
This document summarizes network techniques for project planning and management. It discusses Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) which are used to evaluate the time required to complete projects. CPM is used for projects with deterministic activity times while PERT is used for probabilistic activity times. The key steps for both methods include describing the project, diagramming the network, estimating activity times, and monitoring progress. Critical paths and floats are identified to determine the minimum time needed to complete projects.
Network analysis techniques such as critical path method (CPM) and program evaluation and review technique (PERT) can be used to plan, manage, and control projects. CPM involves identifying all activities, their durations, and their logical sequence or precedence relationships using a network diagram of nodes and arrows. It allows determining the critical path that dictates the minimum project duration and identifying any activities that could delay the project if they slip. PERT extends CPM by using three time estimates per activity to model the uncertainty in activity durations through probability distributions.
Project management-planning and schedulingAditi Garg
The document discusses various aspects of planning and scheduling for construction projects. It defines planning as deciding in advance what needs to be done, how it will be done, and in what order to achieve objectives. Scheduling involves putting the project plan into a calendar format to determine start and end dates for activities. The document outlines different planning considerations for construction projects including workforce, materials, equipment, and costs. It also describes various scheduling methods like bar charts, milestone charts, and network analysis and their uses and limitations.
This document discusses construction scheduling and cost control. It covers topics such as planning, scheduling activities, network diagrams, critical path method calculations, cost estimating, cost budgeting, and cost control. The key steps in construction scheduling are splitting the project into activities, determining logic relationships between activities, constructing network diagrams, assigning durations, and performing CPM calculations. Cost management involves resource planning, cost estimating, developing a cost baseline budget, and monitoring actual costs against the baseline to control costs.
CONSTRUCTION PROJECT PLANING
WHAT IS CONSTRUCTION PLANNING
5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS
PRE TENDER PLANNING
PRE CONTRACT PLANNING
ROLE OF CLIENT
ROLE OF CONTRACTOR
PROCESS OF DEVELOPMENT OF PLANS
PLANNING A PROJECT
INTRODUCTION TO SCHEDULING
WORK BREAKDOWN STRUCTURE
BAR CHARTS (GANTT CHARTS)
NETWORK TECHNIQUES
ACTIVITY-ON-ARROW NETWORK
DUMMY ACTIVITIES
DANGLING ACTIVITY
CYCLE IN NETWORK
PRECEDENCE NETWORKS
TIME ESTIMATES
MILESTONES IN PROJECT
TIME ANALYSIS
CRITICAL PATH, SLACK AND FLOAT
NETWORK ANALYSIS AND BAR CHART
WHAT IS NETWORK
PERT / CPM Techniques
TERMS USED IN A NETWORK
RULES OF NETWORK CONSTRUCTION
NETWORK SYMBOLS
Here are the key steps to cost a WBS:
1. Estimate the cost of each work package or activity at the lowest level of the WBS using estimating techniques like analogous, parametric, bottom-up etc.
2. Assign resources like labor, materials, equipment to each activity and apply the appropriate cost rates.
3. Use project management software to automatically sum or "roll up" the costs of individual activities to higher levels and the total project cost.
4. The software allows viewing and reporting the costs against the WBS structure to identify areas that may need attention or re-estimating.
5. The costed WBS provides the basis for developing the project budget and cost baseline for monitoring
This document provides information about critical path method (CPM) including:
- An introduction to CPM and examples of projects where it can be applied.
- The differences between CPM and PERT.
- Key terms and definitions used in CPM like activity times, floats, and critical path.
- An example of calculating event times, activity times, floats, and determining the critical path for a sample CPM network diagram.
This document discusses key aspects of project scheduling, including:
- Scheduling determines the timing and sequence of project tasks.
- Schedules are created to better manage projects, control changes, and monitor progress.
- Key elements that are scheduled include milestones, activities, resources, and durations.
- The scheduler must determine what tasks are needed, how they will be performed, who will perform them, and their sequence.
- Common scheduling tools include Gantt charts, critical paths, floats, and scheduling software.
- The scheduling process involves defining activities, sequencing them, estimating durations, developing the schedule, and controlling it.
This document discusses planning and scheduling a residential construction project using Primavera software. The main goals of the project are to study the basics of Primavera, select a residential building plan, estimate quantities, schedule activities, create a work breakdown structure, budget the project, and generate reports. Primavera is a project management tool that uses critical path methodology to calculate activity durations and floats. It has Gantt chart views to display the project schedule. The document defines key terms like project, activity, resource, and time and cost parameters that can be measured using planning software. It also describes the project life cycle and monitoring process to ensure the project stays on schedule and budget.
The document discusses construction project planning. It defines construction planning as the first stage of construction management that takes a project from conception to completion. It includes scheduling, organizing, staffing, directing, and monitoring. The key steps in construction planning are defining the scope of work, generating a work breakdown structure (WBS) and organization breakdown structure (OBS), determining activity relationships, estimating activity details, and developing a project network. Other types of planning discussed include strategic planning, operational planning, scheduling, site planning, financial planning, resource planning, quality planning, risk planning, and communication planning. Metrics and references are also provided.
TIME & RESOURCE PLANNING,MANAGEMENT SOFTWAREKHUSHBU SHAH
The document discusses time planning and resource management for construction projects. It describes the key stages of time planning as project work breakdown, network modeling and analysis, and scheduling work programs. It also covers forecasting resource needs, the four M's of resource planning (manpower, machinery, material, money), resource allocation and leveling techniques, and the purpose of management software in optimizing operations and controlling projects.
A project schedule is a document having project activities over the execution timeline. Learn the detailed steps for making the project schedule, its' advantages. The various methods of making a project schedule- calendar, task list, Gantt chart, CPM and PERT.
This presentation summarizes the Line of Balance (LOB) project scheduling technique. LOB was developed in the 1940s/50s for repetitive construction projects like highways, pipelines, and buildings. It uses a simple diagram to show the location and timing of work crews for each task. The key steps are: 1) creating a logic diagram of tasks, 2) estimating task durations, 3) selecting a buffer time, and 4) calculating targets to meet deadlines. LOB helps optimize resource usage and identifies potential issues. It provides clear visibility into work progress and allows easy schedule updating for repetitive projects.
The document discusses fundamentals of project scheduling including scheduling philosophy, terms and definitions, types of schedules, relationships between activities, and developing a project schedule. The key points are:
- Scheduling allows project managers to better control projects, monitor progress, and satisfy requirements.
- Important scheduling terms include activities, durations, relationships, critical path, float.
- Common schedule types include bar charts, logic networks, and milestone charts.
- Relationships define dependencies between activities like finish-to-start.
- Developing a good schedule requires defining activities and sequences, estimating durations, and incorporating resources and calendars.
03 Construction Project Planning and Schedulingakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
Resource scheduling involves either time-limited or resource-limited scheduling. Time-limited scheduling aims to make resources available as needed to meet deadlines, while resource-limited scheduling adjusts timelines based on fixed resource levels. Parallel scheduling starts eligible activities simultaneously based on available resources. For a project with limited staff, parallel scheduling showed it would take 32 weeks to complete within a 4-person resource limit, compared to the original 5-person, 32-week plan.
The Critical Path Method (CPM) is a technique for scheduling a set of project activities. It identifies the longest continuous chain of activities from start to finish required to complete the project on time. This longest chain is called the critical path. CPM calculates the earliest and latest times each activity can start and finish without making the project longer. Activities on the critical path have no scheduling flexibility, while other activities have "float" or slack time that can be used for scheduling flexibility. CPM is useful for determining the minimum project duration and identifying which activities must be carefully managed and monitored to avoid project delays.
The document discusses project scheduling techniques like the Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT). It explains how a network diagram shows the logical dependencies and sequence of tasks in a project. Calculating earliest and latest start/finish times helps identify the critical path and float for activities. PERT is useful for projects with uncertain durations, using 3 time estimates. The critical path determines the minimum project duration, and monitoring it helps complete the project on schedule.
This document outlines the course objectives and units of study for a Construction Planning and Scheduling course. The objective is for students to learn how to plan construction projects by defining work tasks, estimating durations and resource requirements, and using network diagrams to schedule activities and determine critical paths. Key topics covered include construction planning concepts, scheduling procedures and techniques using bar charts and critical path methods, cost control through budgeting and cash flows, quality control, safety, and organizing and managing project information using databases.
Construction planning - Construction Technology and Project Managementsrinivas2036
The document discusses construction project planning. It defines planning as developing a method or scheme in advance. Construction planning involves optimally utilizing resources like people, equipment, materials and money. Key activities in construction planning include defining the scope of work, identifying involved activities, establishing project duration, defining resource control procedures, and updating plans. Different types of project plans may focus on schedule, cost, quality or safety. Techniques used in planning include work breakdown structure, precedence, network logic and critical path method.
This document summarizes network techniques for project planning and management. It discusses Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) which are used to evaluate the time required to complete projects. CPM is used for projects with deterministic activity times while PERT is used for probabilistic activity times. The key steps for both methods include describing the project, diagramming the network, estimating activity times, and monitoring progress. Critical paths and floats are identified to determine the minimum time needed to complete projects.
Network analysis techniques such as critical path method (CPM) and program evaluation and review technique (PERT) can be used to plan, manage, and control projects. CPM involves identifying all activities, their durations, and their logical sequence or precedence relationships using a network diagram of nodes and arrows. It allows determining the critical path that dictates the minimum project duration and identifying any activities that could delay the project if they slip. PERT extends CPM by using three time estimates per activity to model the uncertainty in activity durations through probability distributions.
Project management-planning and schedulingAditi Garg
The document discusses various aspects of planning and scheduling for construction projects. It defines planning as deciding in advance what needs to be done, how it will be done, and in what order to achieve objectives. Scheduling involves putting the project plan into a calendar format to determine start and end dates for activities. The document outlines different planning considerations for construction projects including workforce, materials, equipment, and costs. It also describes various scheduling methods like bar charts, milestone charts, and network analysis and their uses and limitations.
This document discusses construction scheduling and cost control. It covers topics such as planning, scheduling activities, network diagrams, critical path method calculations, cost estimating, cost budgeting, and cost control. The key steps in construction scheduling are splitting the project into activities, determining logic relationships between activities, constructing network diagrams, assigning durations, and performing CPM calculations. Cost management involves resource planning, cost estimating, developing a cost baseline budget, and monitoring actual costs against the baseline to control costs.
CONSTRUCTION PROJECT PLANING
WHAT IS CONSTRUCTION PLANNING
5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS
PRE TENDER PLANNING
PRE CONTRACT PLANNING
ROLE OF CLIENT
ROLE OF CONTRACTOR
PROCESS OF DEVELOPMENT OF PLANS
PLANNING A PROJECT
INTRODUCTION TO SCHEDULING
WORK BREAKDOWN STRUCTURE
BAR CHARTS (GANTT CHARTS)
NETWORK TECHNIQUES
ACTIVITY-ON-ARROW NETWORK
DUMMY ACTIVITIES
DANGLING ACTIVITY
CYCLE IN NETWORK
PRECEDENCE NETWORKS
TIME ESTIMATES
MILESTONES IN PROJECT
TIME ANALYSIS
CRITICAL PATH, SLACK AND FLOAT
NETWORK ANALYSIS AND BAR CHART
WHAT IS NETWORK
PERT / CPM Techniques
TERMS USED IN A NETWORK
RULES OF NETWORK CONSTRUCTION
NETWORK SYMBOLS
Here are the key steps to cost a WBS:
1. Estimate the cost of each work package or activity at the lowest level of the WBS using estimating techniques like analogous, parametric, bottom-up etc.
2. Assign resources like labor, materials, equipment to each activity and apply the appropriate cost rates.
3. Use project management software to automatically sum or "roll up" the costs of individual activities to higher levels and the total project cost.
4. The software allows viewing and reporting the costs against the WBS structure to identify areas that may need attention or re-estimating.
5. The costed WBS provides the basis for developing the project budget and cost baseline for monitoring
This document provides information about critical path method (CPM) including:
- An introduction to CPM and examples of projects where it can be applied.
- The differences between CPM and PERT.
- Key terms and definitions used in CPM like activity times, floats, and critical path.
- An example of calculating event times, activity times, floats, and determining the critical path for a sample CPM network diagram.
This document discusses key aspects of project scheduling, including:
- Scheduling determines the timing and sequence of project tasks.
- Schedules are created to better manage projects, control changes, and monitor progress.
- Key elements that are scheduled include milestones, activities, resources, and durations.
- The scheduler must determine what tasks are needed, how they will be performed, who will perform them, and their sequence.
- Common scheduling tools include Gantt charts, critical paths, floats, and scheduling software.
- The scheduling process involves defining activities, sequencing them, estimating durations, developing the schedule, and controlling it.
This document discusses planning and scheduling a residential construction project using Primavera software. The main goals of the project are to study the basics of Primavera, select a residential building plan, estimate quantities, schedule activities, create a work breakdown structure, budget the project, and generate reports. Primavera is a project management tool that uses critical path methodology to calculate activity durations and floats. It has Gantt chart views to display the project schedule. The document defines key terms like project, activity, resource, and time and cost parameters that can be measured using planning software. It also describes the project life cycle and monitoring process to ensure the project stays on schedule and budget.
The document discusses construction project planning. It defines construction planning as the first stage of construction management that takes a project from conception to completion. It includes scheduling, organizing, staffing, directing, and monitoring. The key steps in construction planning are defining the scope of work, generating a work breakdown structure (WBS) and organization breakdown structure (OBS), determining activity relationships, estimating activity details, and developing a project network. Other types of planning discussed include strategic planning, operational planning, scheduling, site planning, financial planning, resource planning, quality planning, risk planning, and communication planning. Metrics and references are also provided.
TIME & RESOURCE PLANNING,MANAGEMENT SOFTWAREKHUSHBU SHAH
The document discusses time planning and resource management for construction projects. It describes the key stages of time planning as project work breakdown, network modeling and analysis, and scheduling work programs. It also covers forecasting resource needs, the four M's of resource planning (manpower, machinery, material, money), resource allocation and leveling techniques, and the purpose of management software in optimizing operations and controlling projects.
A project schedule is a document having project activities over the execution timeline. Learn the detailed steps for making the project schedule, its' advantages. The various methods of making a project schedule- calendar, task list, Gantt chart, CPM and PERT.
This document discusses resource allocation and crashing projects. It provides information on:
1) Allocating limited resources like labor, machinery and computing time across one or multiple projects and adjusting schedules to smooth resource usage.
2) Crashing projects by shortening activity times at increased costs to reduce overall project duration, focusing on critical path activities.
3) The risks of crashing including less experienced resources, reduced productivity and quality issues.
This document discusses resource leveling for a construction project. It begins by defining resource leveling as adjusting start and finish dates based on resource constraints to balance demand and supply. The document then describes different types of resource leveling like delaying tasks, splitting tasks, and overtime. It presents a case study of leveling resources like transit mixers and prestressing jacks on a bridge construction project. Initially some resources were overallocated, but leveling resolved the overallocations and avoided project delays. Leveling non-critical paths could cause some tasks to become critical and increase the project duration. The case study demonstrates how resource leveling in Microsoft Project can optimize a schedule.
Resource Optimization of Construction Project Using Primavera P6IOSRJMCE
Construction projects are unique in nature, having their own difficulties, uncertainties and risks, posing never-ending questions concerning the resources and costs. There is always a conflict between ‘how much it will cost?’ and ‘where to raise the finances from?’. The success of a project depends upon the efficiency with which the project management gets the work done by utilizing the planned resources of men, materials, machinery, money and time.. In large scale projects, preparing an accurate and workable plan is very difficult. Resources are required to carry out specific tasks in a project, but the availability of resources within a given firm is always limited. While preparing the schedule structure, the Project Manager might schedule certain tasks in parallel. In such cases it might be possible that the same resource is being used in both the parallel tasks, while its availability is limited. This paper emphasises how the Project Manager could resolve such conflicts by using Resource Balancing in modern softwares such as Primavera (P6) R8.3, to reduce laborious computations. In this paper, the Resource Balancing techniques namely smoothing & leveling have been investigated in detail. This paper uses a case study in order to portray how Resource Balancing could be done using Primavera p6 and its effects are on the duration and cost of the entire project.
The document discusses project planning and scheduling techniques for construction management. It describes planning as identifying all activities needed to complete a project, including defining the scope of work, sequencing tasks, and estimating time and resource requirements. The key aspects of construction planning covered are generating a work breakdown structure of all tasks, developing a schedule using techniques like critical path method, and creating resource plans for managing manpower, materials, equipment, and finances over the project timeline. Overall, the document emphasizes that thorough planning and scheduling of all project activities is essential for successful construction project completion on time and within budget.
This document discusses project scheduling techniques, specifically the critical path method (CPM). It provides definitions and explanations of key CPM concepts like critical path, float, earliest and latest event times. It also presents the algorithms for performing CPM calculations on an activity-on-branch network, including the event numbering algorithm, earliest event time algorithm and latest event time algorithm. Sample network diagrams and calculations are provided to illustrate how CPM is implemented.
Scheduling coordination and control of projects Somashekar S.M
This document discusses project scheduling techniques. It provides definitions of key scheduling concepts like activities, logical relationships, and network diagrams. The document traces the historical development of scheduling from basic Gantt charts to modern critical path method (CPM) and program evaluation review technique (PERT). It explains that CPM and PERT were developed in the 1950s and use activity networks to determine the critical path and project duration. The document also defines common network diagramming techniques like precedence diagramming method (PDM) and different activity relationships.
An Introduction To The Resource Constrained Project Scheduling Problem Solvin...Courtney Esco
This document discusses techniques for solving resource constrained project scheduling problems. It introduces graph representations and tools like Gantt charts, load curves, and heuristic and exact algorithms that can be used for project scheduling while considering constraints like time, precedence, and available resources. It then presents a simple case study of project scheduling that is solved using both graph-based approaches and an exact mixed integer linear programming model. The goal is to compare these different techniques and illustrate how project scheduling tools and methods can be applied beyond typical commercial applications.
PMGT 510Principles of Project ManagementGroup Assign.docxstilliegeorgiana
The document discusses staffing management and project scheduling. It provides information on developing a staffing management plan using a resource histogram and responsibility assignment matrix. It also discusses two techniques for compressing a project schedule: fast tracking, where parallel activities are performed instead of sequentially, and crashing, where additional resources are added to reduce activity durations but increase costs. The document then provides a sample project and asks to develop a network schedule, identify critical paths, and explore schedule compression options.
The key steps in the PERT planning process are:
1) Identifying the specific activities and milestones of the project.
2) Determining the proper sequence of activities by constructing a network diagram that shows the interdependencies.
3) Estimating the time required to complete each activity.
4) Identifying the critical path which is the longest sequence of activities that determines the minimum time to complete the project.
Project Management Series By Himadri Banerji: The New Frontiers From Himadri ...HIMADRI BANERJI
SDPM is an extension of Critical Chain Project Management, and is practiced widely in Russia.It deals with concepts Resource Critical Path which unlike in CCPM can be multiple, and Resource Productivity depends on country and environment, Success Probability.
The document discusses resource allocation and leveling for projects. It describes how resources have fixed availability and the project schedule needs to be adjusted to smooth resource usage. Crashing a project allows it to be completed faster but at a higher cost due to increased resource usage. The document outlines different heuristic methods that can be used to level resources across multiple projects in a sub-optimal but feasible way compared to optimization approaches. Key metrics for measuring schedule effectiveness discussed are schedule slippage, resource utilization, and in-process inventory.
Most Popular 20 Evergreen Project Management TermsSHAZEBALIKHAN1
Project management requires a deep understanding of the jargon and terminology for effective implementation of practices. The article presents 20 popular and common terms of project management
The document discusses resource scheduling and management for projects. It describes how resource constraints can impact project scheduling by potentially increasing project duration if resources are not adequate to meet peak demands. It also outlines different resource allocation methods for time-constrained versus resource-constrained projects, including leveling techniques to smooth resource utilization for the former and priority rules for scheduling activities for the latter.
The document discusses network diagrams, which graphically display project activities and dependencies. It addresses how to create network diagrams using inputs like the project scope and work breakdown structure. A sample network diagram and Gantt chart are provided for illustration. The document also covers schedule network analysis techniques from the PMBOK like critical path method and resource leveling. These techniques identify the critical path and allow for schedule compression if needed.
This document provides an overview of project management techniques including PERT (Program Evaluation and Review Technique) and CPM (Critical Path Method). It defines key project management terms and explains the steps to create a PERT chart including identifying activities, sequencing activities, estimating activity times, determining critical paths, and updating the chart over time. The document also discusses calculating early start/finish and late start/finish times using forward and backward passes. Overall, it serves as a comprehensive introduction to project scheduling tools PERT and CPM.
PERT and CPM are project management tools used to schedule, organize, and coordinate tasks within a project. PERT was developed for uncertain schedules and uses three time estimates, while CPM uses known times. Both tools involve identifying tasks, estimating durations, and displaying the tasks in a network diagram to identify the critical path of interdependent activities. This helps project managers monitor progress and ensure projects are completed on time, within budget, and to quality standards.
This document discusses resource management for construction projects. It defines resources as things like labor, equipment, materials, and money needed to complete work. The key aspects of resource management are:
1) Defining the important resources to manage and classify them as key, secondary, or general.
2) Determining if a project is time-constrained, where duration cannot increase but additional resources can be used, or resource-constrained, where resources cannot exceed availability even if it increases duration.
3) Allocating resources to each activity, then aggregating total resource needs over time to create resource load charts to understand fluctuations and identify places to level resources for better utilization.
The document discusses key concepts for project management including work breakdown structures (WBS), organizational breakdown structures (OBS), responsibility assignment matrices (RAM), project schedules, critical paths, variance tracking, and earned value management. It provides examples and explanations of how these tools are used to plan, organize, assign responsibilities, track progress, and measure performance for software projects.
Ähnlich wie Module :-5 project scheduling and resource levelling (20)
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Remote sensing involves obtaining information about objects through analysis of data collected by instruments without physical contact. It uses electromagnetic radiation as a carrier to transmit data from objects to sensors. The process involves an energy source, interaction with the atmosphere and target, recording by sensors, transmission and processing of data, interpretation and analysis, and applications. Common applications include weather forecasting, mapping, geology, agriculture, hydrology and disaster management.
GPS uses a constellation of 24 satellites that orbit 11,000 miles above Earth. These satellites continuously broadcast their precise time and location. GPS receivers on Earth measure the time delay of signals from multiple satellites to determine the user's location via triangulation. The system has three segments - space (satellites), control (ground stations), and user (receivers). GPS provides accurate positioning, navigation, and timing services to civilian and military users around the world.
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Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Module :-5 project scheduling and resource levelling
1. PREPARED BY:-
Karm Balar
Asst. Prof.
S.S.A.S.I.T.
S.S.A.S.I.T G.T.U
SHREE SWAMI ATMANAND SARASWATI
INSTITUTE OF TECHNOLOGY, SURAT
Construction management
3. The scheduling of activities, so that none of the precedence
relationships are violated and none of the resource availabilities
are exceeded, is a difficult task and can result in a number of
combinations of possible early start and late start schedules.
In literature, scheduling problems with limited resources is
classified as large combinatorial problem.
A number of programs based on some rules of thumb (also called
heuristic) have been developed to solve such problems.
These heuristic programs for resource scheduling can be broadly
classified under two categories: (1) Resource leveling and (2)
Resource allocation
Introduction
4. The resource allocation procedure mainly consists of two activities:
(i) Resource smoothing
(ii) Resource levelling.
Resource Leveling and Resource Smoothing are two resource optimization
techniques. Resource Leveling is performed to balance the demand and
supply of resources. Resource Smoothing is performed to achieve a more
uniform resource utilization over a period of time. Resource Leveling may
change the critical path of the project, whereas Resource Smoothing does
not.
Methods of resource allocation
5. Resource smoothing
Resource Smoothing: Resource Smoothing is a resource optimization
technique in which the Project Manager adjusts the timing of different
activities so that the requirement for resources does not exceed a certain
pre-defined limit. The objective is to complete the work by the required
date while avoiding peaks resource demand.
The intelligent utilization of floats can smoothen the demand of resources
to the maximum possible extent is called resource Smoothing. In other
words, activities may only be delayed within their free and total float.
6. The resource smoothing is applied in such a way that the total project
duration remains the same i.e. there is no change in the total duration of
the project. First, the periods of minimum demand for resources are
determined or located and the activities are shifted according to the
availability of float and requirement of resources. Thus the intelligent use
of floats can smoothen the demand to the maximum possible extent. This
type of resource allocation is known as resource smoothing
7. Resource leveling
Resource Leveling is a resource optimization technique in which the
Project Manager adjusts the start dates and finish dates of different
activities in order to balance the demand for resources vs available supply.
If the demand of a resource is more than its availability, then the only
alternative is to delay the activity having maximum float. This process is
called resource levelling. If there are more than one activities requiring
the same amount of resources, in that case activity having minimum
duration is chosen for resource reallocation. Resource levelling is
adopted in case there is restriction on the availability resources
8. Resource levelling, Scenario A:
For example, if there are two task on project network diagram and they are
scheduled on the same time period and both required the same resource,
“X”.
Task A is on critical path, Task B is on non-critical path which means
which has float.
Further assume, the task A is high priority task than the task B.
In this situation, if we perform resource levelling, the project schedule or
critical path may or may not change.
If the levelling delay within the free or total float the project schedule will
not change otherwise it will get changed.
Resource levelling, Scenario B:
For example, if both task A and B are on critical path and they are
scheduled on the same time period and required the same resource, “X”.
If we perform resource leveling in this situation then the project schedule or
critical path will surely get changed.
It doesn’t matter which task of the two are high-priority than other.
10. Scheduling is a process for setting in order the various planned activities by fixing the
starting and finishing dates to each part of the work in such a manner that the whole
work should be done in an orderly and systematic way.
For example, a railway map will show a passenger, the route by which he will travel from
one place to another and stations along that route. But the time table will give him the
time element that is the hour when his journey will begin, the time at which the train will
reach at various stations and also the total time that will be required to reach the
destination.
In the same way the planning department will have to frame a time schedule for a
project which will assign definite timings for individual constructional operations
leading to finished product.
SCHEDULING
11. 1) Construction schedule
2) Staff schedule
3) Labor schedule
4) Material schedule
5) Financial schedule
6) Equipment schedule
7) Invoice schedule
8) Estimation of direct and indirect costs
Schedules derived from project schedule
12.
13.
14.
15.
16. The main objective of network planning is to complete the job within the stipulated
time at minimum cost. At times it becomes necessary to accelerate the completion of
work. This be made possible only by reducing the duration of critical activities. The
duration of critical path can be reduced by the deployment of additional resources e. g
additional labour, shuttering, centering etc., which again increases the cost.
While exploring the possibility of accelerating project completion by arranging additional
critical activities, the following questions require careful consideration.
To what extent the project duration be reduced ?
What is the lowest cost for reducing the project duration to the specified date?
What is the project duration for which the total project cost is the lowest?
Cost time analysis provides answers to these questions. The durations of critical
activities may be reduced in two ways (i) by deploying more resources for early
completion of such activities. (ii) by relaxing the technical specifications for such
activities.
TIME - COST TRADE OFF
17. If the duration is made longer, cost will be reduced. on the other hand, reducing the
project duration would increase the cost of the project. A decision on this will depend on
whether the commitment of additional resources and expenses is worthwhile.
The Optimum duration will be one which gives the most economic cost for completing
the project. In CPM there are two time cost estimates for each activity:
1. Normal estimate : In normal estimate, highlighting on cost, time being associated
with minimum cost.
2. Crash estimate : In crash estimate emphasis is given to absolute minimum time
required to complete the job. The necessary cost to complete the project with in the
minimum time is provided.
18. Updating can be defined as planning and programming of the
remaining portion of an activity job, by introducing the latest
information available.
At the end of day of work, the activities of the project must either be
completed, in progress or they may not have started yet.
Some of the activities may not have achieved the required percentage
of progress, which was planned to have achieved on the day of
updating.
Updating
19. As far as progress is concerned, three possibilities exists:
i) Some or all activities are progressing as per schedule.
ii) Some or all activities are ahead of schedule.
iii) Some or all activities are behind schedule.
If all activities are progressing as per schedule, there is no need for
updating the
network. But, in case of activities are behind schedule, the process of
updating is required to revive the time schedule of various activities on
the arrow diagram. Such revision is known as updating.