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Construction Planning and Scheduling

by Engineering Kings
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Engineering Kings
Engineering Kings
Visit : Table of Contents Chapter No Page No Construction Planning 1.1 Basic Concepts in the Development of Construction Plans 1.2 Choice of Technology and Construction Method 1.3 Defining Work Tasks 2 3 6 1.5 Estimating Activity Durations 10 14 1.7 Coding Systems 15 sp 1.6 Estimating Resource Requirements for Work Activities 17 log Fundamental Scheduling Procedures 18 2.2 The Critical Path Method 19 2.3 Calculations for Critical Path Scheduling 20 s.b 2.1 Relevance of Construction Schedules 22 2.5 Presenting Project Schedules 2.6 Critical Path Scheduling for Activity-on-Node and with Leads, Lags, and Windows 2.7 Calculations for Scheduling with Leads, Lags and Windows 2.8 Resource Oriented Scheduling 25 2.9 Scheduling with Resource Constraints and Precedence 36 2.10 Use of Advanced Scheduling Techniques 38 da ta 2.4 Activity Float and Schedules vil Ci 3 1 1.4 Defining Precedence Relationships Among Activities 1.8 References 2 ot. in 1 Title 30 33 34 2.11 Scheduling with Uncertain Durations 38 2.12 Crashing and Time/Cost Tradeoffs 42 2.13 Improving the Scheduling Process 45 2.14 References 46 Cost Control, Monitoring and Accounting 3.1 The Cost Control Problem 47 3.2 The Project Budget 47 Visit :
Visit : 48 3.4 Financial Accounting Systems and Cost Accounts 49 3.5 Control of Project Cash Flows 51 3.6 Schedule Control 52 3.7 Schedule and Budget Updates 54 3.8 Relating Cost and Schedule Information 54 ot. in 3.3 Forecasting for Activity Cost Control 3.9 References Quality Control and Safety During Construction 4.1 Quality and Safety Concerns in Construction 57 4.2 Organizing for Quality and Safety 57 4.3 Work and Material Specifications 58 4.4 Total Quality Control 59 sp 4 56 61 log 4.5 Quality Control by Statistical Methods 4.6 Statistical Quality Control with Sampling by Attributes 61 4.7 Statistical Quality Control with Sampling by Variables 66 4.8 Safety 71 71 s.b 4.9 References 5 Organization and Use of Project Information 5.1 Types of Project Information 73 da ta 5.2 Accuracy and Use of Information 74 76 5.4 Organizing Information in Databases 78 5.5 Relational Model of Databases 80 Ci vil 5.3 Computerized Organization and Use of Information 5.6 Other Conceptual Models of Databases 81 5.7 Centralized Database Management Systems 84 5.8 Databases and Applications Programs 85 5.9 Information Transfer and Flow 87 5.10 References 88 Visit :
CE 2353 Construction Planning & Scheduling Visit : CE2353 CONSTRUCTION PLANNING & SCHEDULING LTPC 300 3 OBJECTIVE At the end of this course the student is expected to have learnt how to plan construction projects, schedule the activities using network diagrams, determine the cost of the project, control the cost of the project by creating cash flows and budgeting and how to use the project information as an information and decision making tool. UNIT I CONSTRUCTION PLANNING Basic concepts in the development of construction plans-choice of Technology and Construction method-Defining Work Tasks- Definition- Precedence relationships among activities-Estimating Activity Durations-Estimating Resource Requirements for work activities-coding systems. UNIT II SCHEDULING PROCEDURES AND TECHNIQUES Relevance of construction schedules-Bar charts - The critical path methodCalculations for critical path scheduling-Activity float and schedules-Presenting project schedules-Critical path scheduling for Activity-on-node and with leads, Lags and Windows-Calculations for scheduling with leads, lags and windows-Resource oriented scheduling-Scheduling with resource constraints and precedence -Use of Advanced Scheduling Techniques-Scheduling with uncertain durations-Crashing and time/cost tradeoffs -Improving the Scheduling process – Introduction to application software. UNIT III COST CONTROL MONITORING AND ACCOUNTING The cost control problem-The project Budget-Forecasting for Activity cost control financial accounting systems and cost accounts-Control of project cash flows-Schedule control-Schedule and Budget updates-Relating cost and schedule information. UNIT IV QUALITY CONTROL AND SAFETY DURING CONSTRUCTION Quality and safety Concerns in Construction-Organizing for Quality and Safety-Work and Material Specifications-Total Quality control-Quality control by statistical methods Statistical Quality control with Sampling by Attributes-Statistical Quality control by Sampling and Variables-Safety. UNIT V ORGANIZATION AND USE OF PROJECT INFORMATION Types of project information-Accuracy and Use of Information-Computerized organization and use of Information -Organizing information in databases-relational model of Data bases-Other conceptual Models of Databases-Centralized database Management systemsDatabases and application programs-Information transfer and Flow. TEXT BOOKS 1. Chitkara, K.K. “Construction Project Management Planning”, Scheduling and Control, Tata McGraw-Hill Publishing Co., New Delhi, 1998. 2. Srinath,L.S., “Pert and CPM Priniples and Applications “, Affiliated East West Press, 2001 REFERENCES 1. Chris Hendrickson and Tung Au, “Project Management for Construction – Fundamentals Concepts for Owners”, Engineers, Architects and Builders, Prentice Hall,Pitsburgh,2000. 2. Moder.J., C.Phillips and Davis, “Project Management with CPM”, PERT and Precedence Diagramming, Van Nostrand Reinhold Co., Third Edition, 1983. 3. Willis., E.M., “Scheduling Construction projects”, John Wiley and Sons 1986. 4. Halpin,D.W., “Financial and cost concepts for construction Management”, John Wiley and Sons, New York, 1985. SCE Visit : 6 12 11 8 8
Visit : CE 2353 gspot.in Construction Planning and Scheduling Chapter 1 Construction Planning Basic concepts in the development of construction plans-choice of Technology and Construction method-Defining Work Tasks- Definition- Precedence relationships among activities-Estimating Activity Durations-Estimating Resource Requirements for work activities-coding systems. 1.1 Basic Concepts in the Development of Construction Plans sp ot. in Construction planning is a fundamental and challenging activity in the management and execution of construction projects. It involves the choice of technology, the definition of work tasks, the estimation of the required resources and durations for individual tasks, and the identification of any interactions among the different work tasks. A good construction plan is the basis for developing the budget and the schedule for work. Developing the construction plan is a critical task in the management of construction, even if the plan is not written or otherwise formally recorded. In addition to these technical aspects of construction planning, it may also be necessary to make organizational decisions about the relationships between project participants and even which organizations to include in a project. For example, the extent to which sub-contractors will be used on a project is often determined during construction planning. log Forming a construction plan is a highly challenging task. As Sherlock Holmes noted: s.b Most people, if you describe a train of events to them, will tell you what the result would be. They can put those events together in their minds, and argue from them that something will come to pass. There are few people, however, who, if you told them a result, would be able to evolve from their own inner consciousness what the steps were which led up to that result. This power is what I mean when I talk of reasoning backward. da ta Like a detective, a planner begins with a result (i.e. a facility design) and must synthesize the steps required to yield this result. Essential aspects of construction planning include the generation of required activities, analysis of the implications of these activities, and choice among the various alternative means of performing activities. In contrast to a detective discovering a single train of events, however, construction planners also face the normative problem of choosing the best among numerous alternative plans. Moreover, a detective is faced with an observable result, whereas a planner must imagine the final facility as described in the plans and specifications. Ci vil In developing a construction plan, it is common to adopt a primary emphasis on either cost control or on schedule control as illustrated in Fig. 9-1. Some projects are primarily divided into expense categories with associated costs. In these cases, construction planning is cost or expense oriented. Within the categories of expenditure, a distinction is made between costs incurred directly in the performance of an activity and indirectly for the accomplishment of the project. For example, borrowing expenses for project financing and overhead items are commonly treated as indirect costs. For other projects, scheduling of work activities over time is critical and is emphasized in the planning process. In this case, the planner insures that the proper precedences among activities are maintained and that efficient scheduling of the available resources prevails. Traditional scheduling procedures emphasize the maintenance of task precedences (resulting in critical path scheduling procedures) or efficient use of resources over time (resulting in job shop scheduling procedures). Finally, most complex projects require consideration of both cost and scheduling over time, so that planning, monitoring and record keeping must consider both dimensions. In these cases, the integration of schedule and budget information is a major concern. SCE 1 Visit : Dept of Civil

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