Upload
kaitlynn-hosler
View
215
Download
0
Tags:
Embed Size (px)
Citation preview
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH.
I.B.U.ARCHITECTURE UNDERGRADUATE
PROGRAM
ARCH472 PROFESSIONAL PRACTICE MANAGEMENT
Basic Steps, Rules, Methods and Techniques in
Planning and Programming of Construction Projects
by
Dr. Alaattin Kanoğlu
SPRING 2012-13
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 2
• The meaning and importance of project planning andprogramming function in construction management
• Decision levels in project planning and programming
• Project Planning and Programming Process in OperationalLevel
• The Techniques being used for Project Planning andProgramming
– Barcharts
– Line of balance diagrams
– Network Diagrams
CONTENT
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 3
Definition of Project Planning and Definition of Project Planning and Project Programming ConceptsProject 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.
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 4
Decision Levels in Project Planning and Programming
Stratejik
Taktik Düzey
Operasyonel Düzey
Düzeystrategic
level
tactical level
operational level
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 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 potential 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.
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 6
• 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.
Aims of Project Planning and Programming
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 7
Project Planning and Programming Techniques
• Bar Charts-Gantt Charts
• Line of Balance Diagrams
• Network Diagrams
• Arrow Diagrams
• Precedence Diagrams
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 8
BARCHARTS
KAZI
TEMEL
TAÞIYICI S.
DUVARLAR
KALORÝFER
DOÐRAMA
ELEKTRÝK
SU TESÝSAT
ÝNCE YAPI
BÝTÝRMELER
OCAK ÞUBAT MART NÝSAN MAYIS HAZÝR TEMM AÐUST EYLÜL JAN FEB MAR APR MAY JUN JUL AUG SEPACTIVITY A
ACTIVITY B
ACTIVITY C
ACTIVITY D
ACTIVITY E
ACTIVITY F
ACTIVITY G
ACTIVITY H
ACTIVITY I
ACTIVITY J
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 9
LINE OF BALANCE DIAGRAMS
2
3
1 2 3 4 5 6 7
1
4
ekip 1
ekip 1
ekip 2
ekip 2
ekip 1
ekip 1
ekip 1
ekip 1
8 9 10 11 12 13 14 15 16 17 18 19 20
Birim
Süre
unit
duration
team-2
team-1
team-2
team-1
team-1
team-1
team-1
team-1
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 10
LINE OF BALANCE DIAGRAMS
unit
2
3
1 2 3 4 5 6 7
1
4
8 9 10 11 12 13 14 15 16 17 18 19 20
Birim
Süre
Kazý Temel Kaba Yapý Doðramalar Elektrik T. Su TesisatýÝnce Y.Bitirme
Proje Bitiþ Süresi20 Ay
project completion time 15months
plumbing
finishings
infrastruct.
carpentry
found.excavation
electrical
plaster
duration
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 11
LINE OF BALANCE DIAGRAMS
2
3
1 2 3 4 5 6 7
1
4
8 9 10 11 12 13 14 15 16 17 18 19 20
Birim
Süre
Kazý
Temel
Kaba Yapý
Doðramalar
Elektrik T.
Su Tesisatý
Ýnce Y.
Bitirme
Proje Bitiþ Süresi
15 Ay
duration
unit
project completion time 15 months
plumbing
finishings
infrastruct.
carpentry
foundat.
excavation
electrical
plaster
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 12
PRECEDENCE DIAGRAMS
18 25
KAZI YAPILMASI
100015
NOTASYON
Eylemin en erken baþlama zamaný
Eylemin en geç baþlama zamaný
Eylemin kod no.'su Eylemin süresi (gün)
C 5
Ara zaman (Lag or Lead time)
Ýliþki tipi
Eylemin diðereylemle mantýksaliliþkisi
EXCAVATION
NOTATION
early start date of activity
late start date of activitylag time
logical relationship to successor activity
activity ID duration of activity
type of relationship
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 13
PRECEDENCE DIAGRAMS
TYPES OF ACTIVITY RELATIONSHIPS1. C (Conventional) Type: Finish-to-Start relationship (Lag time = 0)
0KAZI YAPILMASI
10C 0
10TEMEL KALIBI Y.15
1000 1010
KAZI YAPILM.
TEMEL KALIBI Y.
0 10 25TBAÞL. = K BAÞL.+ K SÜRE
+ ARA ZAMAN
TBAÞL. = 0+10+ 0 =10. gün
EXCAVATION 10
FOUND.FRMWK 15
FOUNDAT. FORMWORK
EXCAVATION
FSTART=ESTART + EDUR
+ LAGTIME
FSTART= 0
+10+0=10
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 14
PRECEDENCE DIAGRAMS
TYPES OF ACTIVITY RELATIONSHIPS
1. C (Conventional) Type: Finish-to-Start relationship (Lag time> 0)
POURING CONC 2
RELEASING FRMW 2
POUR. CONCRT
FSTART=CSTART
+
CDURATION
+ LAG TIME
FSTART= 20+2+7 = 29
RELS. FRMW
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 15
TYPES OF ACTIVITY RELATIONSHIPS
2. S Type: Start-to-Start relationship
PRECEDENCE DIAGRAMS
BRICKWRK 15
PLASTER 30
BRICKWORK
PLASTER
PSTART=BSTART
+LAGTIME
PSTART=30+6 =36
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 16
PRECEDENCE DIAGRAMS
36SIVA YAPILMASI
30
F 3 54DUVAR KAÐIDI Y.
153000 3010
SIVA YAPILMASI
36DBAÞLAMA = S BAÞL.
+ ARA ZAMAN
DBAÞLAMA. = 36 + 30 + 3 - 15 DUVAR KAÐIDI
54 66 69F3
3 gün
+ S SÜRE
- D SÜRE
= 54. gün
TYPES OF ACTIVITY RELATIONSHIPS
3. F Type: Finish-to-Finish relationship
PLASTER 30
WALLPAPER 15
PLASTER
WALLPAPER
WSTART=PSTART
+
PDURATION
+
LAGTIME - WDURATION
WSTART=36+30+3 -15=54
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 17
TYPES OF ACTIVITY RELATIONSHIPS
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.
1
2
1 2 3 4 5 6 7
3
8 9 10 11 12
Birim
Süre
C1duration
unit
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 18
TYPES OF ACTIVITY RELATIONSHIPS
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.
1
2
1 2 3 4 5 6 7
3
8 9 10 11 12
Birim
Süre
Duvar Örülmesi Sýva Yapýlmasý
6 gün
9 gün
S2
9 days
plasterbrickwork
6 days
duration
unit
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 19
TYPES OF ACTIVITY RELATIONSHIPS
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.
1
2
3 4 5 6 7
3
8 9 10 11 12
Birim
Süre
Sýva Yapýlmasý
9 gün
Duvar Kaðýdý
6 gün
F2
2 13
wallpaper
plaster
duration
unit
9 days
6 days
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 20
TYPES OF ACTIVITY RELATIONSHIPS
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.
1
2
3 4 5 6 7
3
8 9 10 11 12
Birim
Süre
Sýva Yapýlmasý Duvar Kaðýdý
2 13
Anahtar Montaj
x
y
Anahtar Montaj
Boþ
Boþ
idle
idle
plaster
wallpaperappliances
appliances
duration
unit
appliances
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 21
PRECEDENCE DIAGRAMS
A B0 10
10 5
15C 20
35
15D
E
0+10=10 15+20=35 > 15+10=25
10
100 110
120
130
140
THE ALGORITHM OF CRITICAL PATH METHOD - CPM
1. STEP: Forward pass: Calculation of Early Start Dates of activities.
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 22
PRECEDENCE DIAGRAMS
C (20 gün)
D (10 gün)
15 25
E (5 gün)
35 40
THE ALGORITHM OF CRITICAL PATH METHOD - CPM1. 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.
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 35.
C (20 days)
D (10 days) E (5 days)
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 23
PRECEDENCE DIAGRAMS
THE ALGORITHM OF CRITICAL PATH METHOD - CPM
2. STEP: Backward pass: Calculation of Late Start Dates of activities.
A B0 10
10 5
15C 20
35
15D
E
10
0 10
15
25
35
100 110
120
130
140
35-10=25
35-20=1525-5=20 > 15-5=10
10-10=0
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 24
PRECEDENCE DIAGRAMS
THE ALGORITHM OF CRITICAL PATH METHOD - CPM2. 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.
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.
C (20 gün)
D (10 gün)
15 25
E (5 gün)
35
B (5 gün)
10 40DOÐRU
YANLIÞ 20 25 35 45 50
TRUE
FALSE
B (5 days)
C (20 days)
D (10 days) E (5 days)
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 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.
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 26
C (20 gün)
D (10 gün)
15 25
E (5 gün)
35
B (5 gün)
10 40
20 25 35 45 50
Bolluk10 gün
PRECEDENCE DIAGRAMS
FLOAT10 days
B (5 days)
C (20 days)
D (10 days) E (5 days)
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 27
PRECEDENCE DIAGRAMS
A
B D
F
C E
S1
C1
F2
C0
C0
C0
S2
2
4
2
3
1
1
EXERCISE
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 28
PRECEDENCE DIAGRAMS
A
B D
F
C E
S1
C1
F2
C0
C0
C0
S2
2
4
2
3
1
10
1 5
3 5
8
EXERCISE STEP 1: Forward Pass for Early Start Dates
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 29
PRECEDENCE DIAGRAMS
A
B D
F
C E
S1
C1
F2
C0
C0
C0
S2
2
4
2
3
1
10
1 5
3 5
80
3
5
6
2
8
EXERCISE STEP 2: Backward Pass for Late Start Dates
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 30
PRECEDENCE DIAGRAMS
A
B D
F
C E
S1
C1
F2
C0
C0
C0
S2
2
4
2
3
1
10
1 5
3 5
80
3
5
6
2
8
EXERCISE STEP 3: Defining the critical path and floats
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 31
8 8 8
16 16 16 16
8 8 8
A Eylemi
B Eylemi
C Eylemi 8 8
Maximum Kaynak
Kapasitesi
32
24
16
08
Adam-saat (Düz iþçi)10 2 3 4 5 6 7 8 Süre
0 1 2 3 4 5 6 7 8
8 8 8
16 16 16 16
88 8
A Eylemi
B Eylemi
C Eylemi 8 8
10 2 3 4 5 6 7 8
Maximum Kaynak
Kapasitesi
32
24
16
08
Adam-saat (Düz iþçi)
0 1 2 3 4 5 6 7 8
RESOURCE LEVELING
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 32
RESOURCE LEVELING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Süre
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Süre
Kaynak Kullaným Profili
Kaynak KullanýmProfili
Yýðýþýmsýz (Non-cumulative)
Yýðýþýmlý (Cumulative)
Adam-saat
Adam-saat
S Eðrisi
08
16
24
32
40
48
Düz iþçi
100
200
300
400
500
600
Düz iþçi
Resource requirement graph (cumulative)
Laborer mhr
Laborer mhr
S curve
Resource requirement profile (non-cumulative)
duration
duration
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 33
COST PLANNING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Süre
Gerçekleþen Üretimin Parasal Karþýlýðý
Yýðýþýmsýz (Non-cumulative)
Maliyet
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Süre
A EylemiB EylemiC EylemiD EylemiE EylemiF Eylemi
Çubuk Diyagram
Earned Value Histogram (non-cumulative)
Barchart
Cost
Duration
Duration
ACTIVITIES
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 34
COST PLANNING
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Süre
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Süre
Gerçekleþen Üretimin Parasal Karþýlýðý
Gerçekleþen Üretimin Parasal Karþýlýðý
Yýðýþýmsýz (Non-cumulative)
Yýðýþýmlý (Cumulative)
Maliyet
Maliyet
S Eðrisi
10
20
30
40
50
60
100
200
300
400
500
600
Earned Value Histogram (cumulative)
Earned Value Histogram (non-cumulative)Cost
Duration
Duration
Cost
S curve
Dr. ALAATTIN KANOĞLUI.T.Ü. FACULTY OF ARCH. 35
COST-TIME TRADEOFF
11 12 13 14 15 16 17 18 19 20 22 23 24 25 26 27 28 29 30 Süre
100
200
300
400
500
600
Toplam Maliyet
Dolaysýz Maliyetler
Dolaylý Maliyetler
Minimum MaliyetliProje Süresi
Maliyet
NormalProje Süresi
MinimumProje Süresi
indirect costs
direct costs
total costcost
duration
normal timeoptimum time
crash time