CE-474: Construction

Planning and Scheduling:

Introduction
Lecture 1
Course description
• This course comprises of construction project scheduling that
includes:
• Network methods,
• Deterministic and probabilistic scheduling,
• Resource leveling,
• Preparation of project schedules using different techniques.
Course objectives
• To understand and apply scheduling and control techniques to
construction projects for timely and in-budget completion.
Relevant Program Learning Outcomes
(PLOs)
Environment and
1 Engineering Knowledge ☐ 7 ☐
Sustainability
2 Problem Analysis ☐ 8 Ethics ☐
Design/Development of Individual and Team
3 ☐ 9 ☐
Solutions Work
1
4 Investigation ☐ Communication ☐
0
5 Modern Tool Usage  11 Project Management 
1
6 The Engineer and Society ☐ Lifelong Learning ☐
2
Course Learning Outcomes (CLOs)
Taxonomy
S.No CLO Domain PLO
Level

Prepare schedules for project execution phase

1 Cognitive 3 -
with the help of deterministic approaches.

Analyze the project schedules using various

2 scheduling techniques for achieving timely Cognitive 4 -
completion of projects.

Produce project schedules using Primavera

3 software for easy and effective stakeholder Psychomotor 4 5
communication and coordination.

Analyze delay claims using project schedules

4 according to national and international practices Cognitive 4 11
and standards.
Course Outline
Week Topics

1 Introduction to scheduling, its need and purpose.

2-3 Gantt Chart, construction activities and duration.
4-5 Deterministic Models, CPM Diagrams, arrow and node diagrams.

6 CPM Calculations, float and critical path.

Least-Cost Scheduling, direct and indirect costs, time-driven variation,
7-8 overhead costs, schedule compression, project crashing.

10 Resource Levelling, work force levelling, trial and error method.

Probabilistic Models, PERT, statistical tools, probability distribution,
11-12 computing PERT durations.
13-14 Developing the Project Schedule
15-16 Schedule and Delay Claims
17 End Semester Exam
Complex Engineering Problem (CEP)
Term project on complex engineering Taxonomy
Domain PLO
problem Level

Analyze the complex engineering problem in order

1 to accommodate the proposed solution as a Cognitive 4 -
project-favouring strategy.

Develop probabilistic schedule for a project with

2 very tight budget and time constraints aimed at Cognitive 5 -
achieving overall stakeholder satisfaction.

3 Evaluate delays for facilitating dispute resolution. Cognitive 6 11

Assignments and Quizzes
• Assignments = 4
• Quizzes = 5 or 6
Textbook(s) and Reference book(s)
• Textbook
• Mubarak, S. A. (2010). Construction Project Scheduling and Control (2nd ed.). John
Wiley & Sons.

• Reference book
• Kerzner, H. (2017). Project management: A systems approach to planning,
scheduling, and controlling (12th ed.). Wiley.
Tools and Software
• MS Excel

• Primavera P6
Sydney’s Opera House construction started in 1959 before either drawings or funds
were fully available and when it opened in 1973, 10 years later than the original
planned completion date and scaled down considerably, the building had cost
AUD102m rather than the meagre AUD 7m budgeted.
Planning and Scheduling
• Planning and scheduling are two terms that are often thought
of as synonymous.
• Scheduling is just one part of the planning effort.
• The term planning is used in many ways and different
contexts.
• In this course the term planning is restricted to meaning project
planning, with an emphasis on construction projects.
What Is a Project?
• Before we define project planning, we need to define a project.
• The Project Management Institute (PMI 2008) defines a project
as ‘‘a temporary endeavor undertaken to create a unique
product, service, or result’’.
• Example:
• "We need to improve our construction site safety" does not
constitute a project.
• However, saying "We need to reduce our construction site
accident rate by 20% over the next 12 months" qualifies as a
project because it has a clear objective, a specific timeline, and
measurable outcomes.
Project Planning
• Project planning has been defined as,
• ‘‘the process of choosing the one method and order of
work to be adopted for a project from all the various ways
and sequences in which it could be done’’
• Project planning serves as a foundation for several related
functions, such as:
• Cost estimating,
• Scheduling,
• Project control,
• Quality control,
• Safety management, and others.
Project Planning
• Project planning answers the questions:
• What is going to be done?
• How?
• Where?
• By whom?
• When (in general terms, the project’s start and end)?
Scheduling
• Scheduling deals with when on a detailed level.
• Scheduling is the determination of the timing and sequence
of operations in the project and their assembly to give the
overall completion time.
Example: Project Plan
• Project Title: Construction of a residential apartment complex
• What: Construct a 10-story residential apartment building with 40 units.
• Where: The project site is located in Blue Area, F-8, Islamabad.
• When: The project will begin in March 2025 and be completed by September
2026.
• Who: The project involves an architect, structural engineers, a construction
manager, contractors, and skilled laborers.
• How (by whom): Each task will be assigned to respective subcontractors (e.g.,
electrical, plumbing, and HVAC) under the oversight of the construction manager.
• How much: The total project budget is $8 million, including a 10% contingency
for unforeseen issues.
Example: Project Plan
• Considerations in the Plan:
• Resources and materials: Determine the type and quantity of
materials needed (e.g., concrete, steel, and finishing materials).
• Labor: Allocate manpower based on the required skills for each
phase (e.g., excavation, foundation work, framing, electrical
installation, and finishing).
• Permits and regulations: Ensure all necessary permits and
environmental regulations are addressed.
• Constraints: Factor in weather, supply chain delays, or labor
shortages.
Example: Project Schedule
•Excavation and foundation work:
•Start date: March 10, 2025
•Completion date: April 25, 2025

•Structural framing:
•Start date: May 1, 2025
•Completion date: July 30, 2025

•Electrical and plumbing installation:

•Start date: August 1, 2025
•Completion date: October 30, 2025
Example: Project Schedule
•HVAC installation and insulation:
•Start date: November 1, 2025
•Completion date: January 30, 2026

•Interior finishing (drywall, painting, flooring):

•Start date: February 1, 2026
•Completion date: June 30, 2026

•Final inspection and handover:

•Start date: August 15, 2026
•Completion date: September 15, 2026
Exercise
• Create a plan and schedule for any construction project
(residential, commercial, roadworks, industrial .etc.), outlining
the key activities, timeline, budget, resources, and stakeholders
involved from project initiation to completion.
Why schedule is important
• Get an idea on project’s expected finish date
• Ensure contractor’s proper planning for timely finish
• Predict and calculate the cash flow
• Serve as an effective project monitoring tool
• Evaluate the effect of changes
• Verify delay claims
Scheduling for Contractors
1. Calculate the project completion date
• In most construction projects, the general contractor (GC), including
subcontractors and other team members, is obligated to finish the
project by a certain date specified in the contract.
• The contractor has to make sure that the schedule meets this date.
• Some contracts contain clauses for penalties for finishing the project
later than contractually required and/or incentives (financial or other)
for finishing earlier.
• Also, the schedule may show the stage of substantial completion,
when the owner may start occupying and using the facility while the
contractor is still doing some final touches.
Scheduling for Contractors
2. Calculate the start or end of a specific activity
• Specific activities may require special attention, such as ordering and
delivering materials or equipment.
• For instance, the project manager may want special and expensive
equipment to be delivered just in time for installation.
• Long-lead items may have to be ordered several months in advance.
• Delivery of very large items may need coordination or a special permit
from the city so that such delivery does not disrupt traffic during rush
hour.
• The schedule must show such important dates.
Scheduling for Contractors
3. Predict and calculate the cash flow
• The timing of an activity has an impact on the cash flow, which may be
an important factor for the contractor (or the owner) to consider.
• The contractor (or the owner) must know the total spending in any
month or time period.
• They may delay the start of certain activities, within the available float
(this term is explained subsequently) to make sure that the cash flow
does not exceed a certain cap.
Scheduling for Contractors
4. Serve as an effective project control tool:
• Project control must have a solid and sound base with which current
performance can be compared.
• Project control is achieved by comparing the actual schedule and
budget with the baseline (as-planned) schedule and budget
Scheduling for Contractors
5. Evaluate the effect of changes:
• Change orders are almost inevitable, but well-planned projects may have few
or minor change orders.
• Change orders may come in the form of directive, that is, an order to the
contractor to make the change, or request for evaluation before authorization.
• This change may be an addition, a deletion, or a substitution.
• Change orders may have an impact on the budget, schedule, or both.
• Cost estimators estimate the cost of change orders (including the impact on
the overhead cost as a result of the schedule change), but schedulers
calculate the impact of the change on the project schedule.
• It is the contractor’s responsibility to inform the owner on such impact and
obtain the approval on the change to the budget and/or schedule.
Scheduling for Contractors
6. Prove delay claims:
• Construction delay claims are common.
• Contractors must be able to accurately prove their claims against
owners (or other parties) using project schedules.
• In most cases, only a critical path method (CPM) schedule can prove
or disprove a delay claim, which can be a multimillion dollar one.