I.T.U. FACULTY OF ARCHITECTURE

Transkript

1 I.T.U. FACULTY OF ARCHITECTURE CONSTRUCTION MANAGEMENT & ECONOMICS Basic Steps, Rules, Methods and Techniques in Planning and Programming of Construction Projects by Dr. Alaattin Kanoğlu (Assoc.Prof., I.T.U.) SPRING

2 CONTENT The meaning and importance of project planning and programming function in construction management Decision levels in project planning and programming Project Planning and Programming Process in Operational Level The Techniques being used for Project Planning and Programming Barcharts Line of balance diagrams Network Diagrams 2

3 Definition of Project Planning and Project Programming Concepts Project Planning; means breaking down the project into the activities that must be fulfilled to realize the project; defining the type of relationships (predecessors and successor activities) between these activities; visualizing the activities and logical relations. Project Programming; means calculating early and late start-finish dates for the activities and for the project by assigning the duration of activities. 3

4 Decision Levels in Project Planning and Programming strategic Stratejik level Düzey tactical Taktik Düzey level Operasyonel operational Düzey level 4

5 Aims of Project Planning and Programming to be able to foresee the problems that may occur at the beginning or consecutive stages of project and study on probable solutions in advance. to warn the management staff about the potantial problems and related activities instead of the others. to provide the information related to cash flow that is vital for the finance of project. to provide the information related to effective use of the resources by minimizing the idle time of equipment and labors. 5

6 Aims of Project Planning and Programming to provide the information related to resources required by activities. to provide the information for revising the schedule by considering the progress, delay and revised targets; to help the schedule that tends to derive from target to be revised. 6

7 Project Planning and Programming Techniques Bar Charts-Gantt Charts Line of Balance Diagrams Network Diagrams Arrow Diagrams Precedence Diagrams 7

8 BARCHARTS JAN FEB MAR APR MAY JUN JUL AUG SEP OCAK ŞUBAT MART NİSAN MAYIS HAZİR TEMM AĞUST EYLÜL KAZI ACTIVITY A TEMEL ACTIVITY B TAŞIYICI ACTIVITY C S. DUVARLAR ACTIVITY D DOĞRAMA ACTIVITY E ELEKTRİK ACTIVITY F KALORİFER ACTIVITY G SU TESİSAT ACTIVITY H İNCE YAPI ACTIVITY I BİTİRMELER ACTIVITY J 8

9 LINE OF BALANCE DIAGRAMS 4 unit Birim team-2 ekip 2 team-1 ekip 1 3 team-1 ekip 1 team-1 ekip 1 2 team-2 ekip 2 team-1 ekip 1 1 ekip team team-1 ekip Süre duration 9

10 LINE OF BALANCE DIAGRAMS unit Birim 4 excavation Kazı found. carpentry electrical plumbing finishings TemelKaba YapıDoğramalar Elektrik T.Su Tesisatıİnce Y.Bitirme 3 2 infrastruct. plaster Proje project Bitiş Süresi 20 Ay completion time 15 months duration Süre 10

11 LINE OF BALANCE DIAGRAMS unit Birim 4 excavation Kazı infrastruct. Kaba Yapı plumbing Su Tesisatı finishings Bitirme 3 Temel found. Doğramalar carpentry project completion time 15 Ay 15 months Proje Bitiş Süresi electrical Elektrik T. plaster İnce Y duration Süre 11

12 PRECEDENCE DIAGRAMS ANNOTATION NOTASYON KAZI YAPILMASI 1000 Eylemin kod no.'su activity ID EXCAVATION early start date of activity Eylemin en erken başlama zamanı C 5 15 late start date of activity Eylemin en geç başlama zamanı Ara zaman lag (Lag time or Lead time) Eylemin diğer eylemle mantıksal ilişkisi successor activity type İlişki of tipi relationship Eylemin süresi (gün) duration of activity logical relationship to 12

13 PRECEDENCE DIAGRAMS TYPES OF ACTIVITY RELATIONSHIPS 1. C (Conventional) Type: Finish-to-Start relationship (Lag time = 0) 0 KAZI YAPILMASI 10 C 0 10 TEMEL KALIBI Y. 15 EXCAVATION 10 FOUND.FRMWK KAZI YAPILM. EXCAVATION TEMEL KALIBI Y. FOUNDAT. FORMWORK TFSTART=ESTART BAŞL. +EDUR T BAŞL. = K BAŞL. + K SÜRE + LAGTIME + ARA ZAMAN = =10. gün FSTART= =10 13

14 PRECEDENCE DIAGRAMS TYPES OF ACTIVITY RELATIONSHIPS 1. C (Conventional) Type: Finish-to-Start relationship (Lag time> 0) 20 BETON DÖKÜL. C 7 29 KALIBIN SÖKÜL. 2 2 POURING CONC 2 RELEASING FRMW BETON DÖK. POUR. CONCRT C7 7 gün 29 KALIBIN RELS. FRMWSÖK. 31 K FSTART=CSTART BAŞ K BAŞ +CDURATION + LAG TIME FSTART= = 29 14

15 PRECEDENCE DIAGRAMS TYPES OF ACTIVITY RELATIONSHIPS 2. S Type: Start-to-Start relationship 30 KABA İNŞAAT 15 S 6 36 SIVA YAPILMASI 30 BRICKWRK 15 PLASTER BRICKWORK KABA İNŞAAT S6 6 gün SIVA YAPILMASI PLASTER 66 S BAŞL. = PSTART=BSTART +LAGTIME S BAŞL. = PSTART=30+6 =36 15

16 PRECEDENCE DIAGRAMS TYPES OF ACTIVITY RELATIONSHIPS 3. F Type: Finish-to-Finish relationship SIVA YAPILMASI 30 F 3 54 DUVAR KAĞIDI Y. PLASTER 30 WALLPAPER 15 PLASTER SIVA YAPILMASI F3 3 gün DUVAR WALLPAPER KAĞIDI 15 D BAŞLAMA WSTART=PSTART = S BAŞL. + S SÜRE + PDURATION + ARA + ZAMAN LAGTIME - D SÜRE - WDURATION WSTART= = 54. gün -15=54 D BAŞLAMA. =

17 TYPES OF ACTIVITY RELATIONSHIPS unit Birim C Süre duration Rule 1. If finish-to-start type relationship is an obligation between two activities, i.e. these two activities can not be overlapped, a Conventional (finish-to-start) type relationship must be assigned between them. The lag time is determined due to characteristics of each activities. 17

18 TYPES OF ACTIVITY RELATIONSHIPS unit 3 Birim brickwork Duvar Örülmesi plaster Sıva Yapılması S2 duration 66 gün days 9 gün days Rule 2. If finish-to-start type relationship is not obligatory between two activities, i.e., they both can be overlapped, and the duration of successor activity is longer than that of predecessor activity, then start-to-start type relationship can be assigned between these two activities. Lag time is determined as the duration of realizing the production of (1,2,3...n) units of predecessor activity or determined due to the characteristics of activities. Süre 18

19 TYPES OF ACTIVITY RELATIONSHIPS unit 3 Birim plaster Sıva Yapılması F2 2 1 wallpaper Duvar Kağıdı days 9 gün gün 6 days Rule 3. If finish-to-start type relationship is not obligatory between two activities, i.e., they both can be overlapped, and the duration of predecessor activity is longer than that of successor activity, then start-to-start type relationship can be assigned between these two activities. Lag time is determined as the duration of realizing the production of (1,2,3...n) units of successor activity or determined due to the characteristics of activities. Süre duration 19

20 TYPES OF ACTIVITY RELATIONSHIPS unit 3 Birim plaster wallpaper appliances Sıva Yapılması Duvar Kağıdı x 2 Boş idle y Süre duration Rule 4. Finish-to-finish type relationships cause the delay of start date of next activity (see electrical appliances) that has a start-to-start type relationship with the successor. Thus, the team that fulfills the successor activity naturally will be idle for some time. The solution is balancing the speed of this activity (see wallpaper) by reducing the number of laborers in the team. Boş idle Anahtar Montaj Anahtar Montaj appliances 20

21 PRECEDENCE DIAGRAMS THE ALGORITHM OF CRITICAL PATH METHOD - CPM 1. STEP: Forward pass: Calculation of Early Start Dates of activities. 0+10= =35 > 15+10= C A 10 B 5 E D

22 PRECEDENCE DIAGRAMS THE ALGORITHM OF CRITICAL PATH METHOD - CPM 1. Rule: If an activity is the successor of more than one chain of activities then, early start date of the activity equals to the duration of the longest path. That s why the greatest value that corresponds to the total duration of the longest path prior to that activity is chosen C (20 (20 days) gün) D (10 days) gün) E (5 (5 days) gün) Explanation: Activity C and activity D must be completed to be able to start activity E. At the end of day 25 activity D is completed but C is not. Activity E can only start at the end of day

23 PRECEDENCE DIAGRAMS THE ALGORITHM OF CRITICAL PATH METHOD - CPM 2. STEP: Backward pass: Calculation of Late Start Dates of activities. 25-5=20 > 15-5= A 10 B C =15 35 E =0 15 D =25 23

24 PRECEDENCE DIAGRAMS THE ALGORITHM OF CRITICAL PATH METHOD - CPM 2. Rule: The total value of the late start date of an activity and durations of chains of successor activities can not be greater than the early start date of the last activity in network. That s why minimum value is chosen in backward-pass. DOĞRU TRUE B (5 (5 gün) days) C (20 gün) days) YANLIŞ FALSE Explanation: Assume that late start date of activity B is the greater value (20). Then, the earliest date that activity E can start is 45th day and the completion time of the project is 50th day. If the minimum value (10) is chosen, then the project will finish in 40 days. D (10 gün) days) E (5 (5 gün) days)

25 PRECEDENCE DIAGRAMS BASIC CONCEPTS OF CRITICAL PATH METHOD - CPM CRITICAL ACTIVITY: The activity, that cause a delay in schedule and increases the completion time of project; that has zero total float; that has an early start date which is equal to the late start date. CRITICAL PATH: The longest path in network formed by the critical activities. The chain of activities that has zero total float. The chain that determines the completion time of project. FLOAT: The limit of delay that is allowed for a certain activity. The maximum delay for an activity that does not affect the project completion time. 25

26 PRECEDENCE DIAGRAMS B B (5 days) gün) C (20 gün) C (20 days) D (10 gün) D (10 days) E (5 days) gün) Bolluk 10 days gün FLOAT 26

27 PRECEDENCE DIAGRAMS S1 B 4 F2 D 3 C0 A 2 C0 F 1 C1 C 2 C0 E 1 S2 EXERCISE 27

28 PRECEDENCE DIAGRAMS 0 A 2 S1 1 F2 5 B 4 C0 D 3 C0 8 F 1 C1 3 5 C 2 C0 E 1 S2 EXERCISE STEP 1: Forward Pass for Early Start Dates 28

29 PRECEDENCE DIAGRAMS 0 A 2 0 S1 1 2 F2 5 B 4 C0 D 5 3 C0 8 F 8 1 C C 2 C0 E 6 1 S2 EXERCISE STEP 2: Backward Pass for Late Start Dates 29

30 PRECEDENCE DIAGRAMS 0 A 2 0 S1 1 2 F2 5 B 4 C0 D 5 3 C0 8 F 8 1 C C 2 C0 E 6 1 S2 EXERCISE STEP 3: Defining the critical path and floats 30

31 RESOURCE LEVELING A Eylemi B Eylemi C Eylemi Adam-saat Süre (Düz işçi) Maximum Kaynak Kapasitesi A Eylemi B Eylemi C Eylemi Adam-saat (Düz işçi) Maximum Kaynak Kapasitesi

32 Laborer mhr Düz işçi Adam-saat RESOURCE LEVELING Laborer mhr Düz işçi Adam-saat Süre Kaynak Kullanım Profili Yığışımsız (Non-cumulative) duration Resource requirement profile (non-cumulative) S curve S Eğrisi Süre Resource requirement graph (cumulative) Kaynak KullanımProfili Yığışımlı (Cumulative) duration 32

33 COST PLANNING ACTIVITIES A Eylemi B Eylemi C Eylemi D Eylemi E Eylemi F Eylemi Süre Çubuk Diyagram Barchart Duration Cost Maliyet Süre Gerçekleşen Üretimin Parasal Karşılığı Yığışımsız (Non-cumulative) Earned Value Histogram (non-cumulative) Duration 33

34 Cost Maliyet COST PLANNING Cost Maliyet Süre Duration Earned Value Histogram (non-cumulative) Gerçekleşen Üretimin Parasal Karşılığı Yığışımsız (Non-cumulative) S curve S Eğrisi Süre Earned Value Histogram (cumulative) Gerçekleşen Üretimin Parasal Karşılığı Yığışımlı (Cumulative) Duration 34

35 COST-TIME TRADEOFF Maliyet cost Toplam Maliyet total cost indirect costs Dolaylı Maliyetler Dolaysız Maliyetler direct costs Süre Minimum Proje Süresi crash time Minimum Maliyetli optimum Proje Süresi time duration Normal Proje Süresi normal time 35