The document provides an overview of project management and construction scheduling, outlining various project phases, scheduling techniques like bar charts and PERT diagrams, and strategies for planning and fast-tracking construction projects to help ensure projects are completed on time and on budget. It also discusses the importance of planning, scheduling, and tracking progress to manage risks and changes throughout the project life cycle.

1. SAB 4113
CONSTRUCTION &
PROJECT MANAGEMENT
Dr Shaiful Amri Mansur
M46-315
07-5531636
shaifulamri@utm.my
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 Send email or call to make appointment.
 Allow grace period to read your email.
 Log in to e-learning to get instructions, obtain
notes and submit assignments. Not all slides
available in the notes.
 Find/Buy textbooks and additional reading
materials (journals etc.)

3. COURSE OUTLINE
3

4. REVIEW OF THE
FUNDAMENTALS
4 Project Management

5. 5
WHAT IS A PROJECT?
 ….a one-time event achieved through co-ordination
of resources to achieve specific goals or objectives.
 ...the process of planning, organizing and managing
the actions.
 ...operates within constraints of time, scope or
costs.

6. PROJECTS VS OPERATIONS
 Unique  Repetitive
 Finite  Continuous
 Revolutionary  Evolutionary
 No equilibrium  Has equilibrium
 Flexible  Rigid
 Uncertain  Quite certain
 Changing resources  Stable resources
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7. PROJECT LIFE CYCLE
Conception
Operation & Phase-out
Task Level Formation
Uncertainty
Time 7

8. A SUCCESSFUL CONSTRUCTION
PROJECT
• Within budget
• On time
• Meets owner’s needs
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9. 9
PROJECT MANAGEMENT
FUNCTIONS
•PLAN
•ORGANIZE
Planning •DIRECT
•CONTROL
Scheduling
Monitoring
Controlling

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11. 11

12. 12

13. 13

14. Modern-day Best
Balance
COST
TIME
QUALITY SAFETY
SCHEDULES
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15. 15
BENEFITS OF PROJECT
MANAGEMENT
 Think in greater details
 Better use of resources
 Visualization
 Forecast risks
 Control

16. THE IMPORTANCE OF
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PLANNING AND SCHEDULING

17. WHY THERE HAS TO BE A PLAN?
• To avoid risks
• To schedule work
• To track progress
• To make correction
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18. PROJECT PLANNING
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WHY SCHEDULE?
 To tell about the plan
 To set production
 To track progress
 To manage change

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EXAMPLE
 The construction cost of a commercial building;
project duration 24 month is RM300,000,000
 On average, the GC must put approximately RM
770,000 on in place each day
If annual interest rate is 9%, interest
cost for per year for RM300 million
is RM27 million!

21. 21
PHASES OVERLAP
 Fast-track construction:
 additional coordination
 greater need for plan & schedule

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TIME MANAGEMENT MATRIX
Need more time to plan & organize Do Planning Scheduling & Control here…
Q1 URGENT & IMPORTANT Q2 NOT URGENT BUT
IMPORTANT
Crises
Deadline driven projects Relationship development
Find opportunities
Planning
Exercise
Q3 URGENT BUT NOT Q4 NOT URGENT & NOT
IMPORTANT IMPORTANT
Interruptions Time waster
Phone calls Phone calls
Emails Emails
Meetings
Steal time here, Be firm, Learn to say NO Try to move to Q2

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PLANNING VS SCHEDULING
 Commonly interchangeable
 Planning provides overall strategy to achieve
goals
 idea
 Scheduling entails activities/tasks to carry out
plan
 tool

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EXPEDITION & MODULARIZATION
 Contractor must be capable to expedite
 Supplier must also ready
 Analyze workday & different shifts
 Investigate possibility of continuous workday
 Use modular components (IBS)

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IMPORTANCE OF PLANNING
 Planning should be done far ahead of scheduling
 Pre-design and design stage can drag the project
start time off limit
 Allows project team to design & construct on
paper before assign resources (start)

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PLANNING QUESTIONS
 Interface with existing condition
 Type of delivery system
 Completion date
 Initial budget
 Other facilities & considerations

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TYPES OF SCHEDULES
 AOA
 Bar chart (Gantt chart)
 PERT
 Time-scaled logic diagram

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SIMPLE SCHEDULE = CHECKLISTS
Office Building – Interior Finishes
Check Item No. Description
1 Install Metal Stud Partitions
2 Rough-in Mech, Elect & Plumbing
3 Inspection
… ….

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CHECKLISTS
Office Building – Interior Finishes
Description Planned Actual Notes
Date Date
Install Metal Stud Supplier failed to
12/9/2011 17/11/2011
Partitions deliver materials
Rough-in Mech, Elect &
Plumbing 3/10/2011
Inspection 29/10/2011
….

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CHECKLISTS
Office Building – Interior Finishes
Priority Description
A1 Install Metal Stud Partitions
B1 Rough-in Mech, Elect & Plumbing
A2 Inspection
C1 ….
A = must do today
B = should be done today
C = could be done today
D = need miracle to be completed today
1 very important
2 next important

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BAR (GANTT CHART)
 Popularized by Henry L Gantt & Frederick W
Taylor early 1900s for US Navy shipbuilding
 Easy to prepare, read & use
 No or hard to show relationship when done
manually
 Now it has become useful again with the help of
scheduling software

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33. BAR CHART – WORK DAYS
Work-days
DESCRIPTION Dur
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Clearing 1
33
Drainage 1
Subgrade 5
Base Course 6
Pave 7

34. BAR CHART – WORK DAYS
Work-days
DESCRIPTION Dur
5/12/ 6/12/ 7/12/ 8/12/ 9/12/ 12/12/13/12/14/12/15/12/16/12/19/12/20/12/21/12/22/12/23/12/
Clearing 1
34
Drainage 1
Subgrade 5
Base Course 6
Pave 7

35. PROGRESS CURVE
Work-days
DESCRIPTION Dur
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Clearing 1 5%
35
Drainage 1 5%
25%
Subgrade 5
30%
Base Course 6
Pave 7 35%
∑ = 20
Weight = ACTIVITY DURATION x 100%
SUM OF DURATION
1 day = 1/20 X 100% = 5%

36. PROGRESS CURVE
Work-days
DESCRIPTION Dur
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Clearing 1 5%
36
Drainage 1 5%
25%
Subgrade 5
30%
Base Course 6
Pave 7 35%
∑ = 20
END OF DAY 1
(1/1 x 5%) = 5%

37. PROGRESS CURVE
Work-days
DESCRIPTION Dur
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Clearing 1 5%
37
Drainage 1 5%
25%
Subgrade 5
30%
Base Course 6
Pave 7 35%
∑ = 20
END OF DAY 5
(1/1 x 5%) + (1/1 x 5%) + (3/5 x 25%) = 25%

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PERT
 Program Evaluation and Review Technique
 Method used to compute schedule (since 1950s)
 Name of a graphical technique/ display
 Easy to identify relationships
 Disadvantages:
 Node or box size does represent duration
 Not drawn on time scale

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TIME-SCALED LOGIC DIAGRAM
 Combines bar chart and PERT features
 Usually bar charts with connecting lines

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SCHEDULING
 Schedule evolves through these steps:
 Milestone schedule
 Bid package schedule
 Construction schedule

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MILESTONE SCHEDULE
• Significant events/ highlight
– Start design
– Award contracts
– Notice to proceed
– Construction start
– Owner move-in
• Sometimes referred to as master schedule
• Set parameters then becomes detailed schedule

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BID PACKAGE SCHEDULE
 An intermediate schedule
 Divide milestones into different trade contracts
for bidding
 Added to bidding documents, bidders have idea
about their portion

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WORK PACKAGES
Task of dividing construction work into
individual packages, which will become contract
packages to be bid out later to trade contractors.
Example:
Foundation work package (excavation, footings &
foundations) or
Excavation package, footing package & foundation
package

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CONSTRUCTION SCHEDULE
 Refinement of bid package schedule
 Will be used on day2day basis
 Contractors are encouraged to participate during
its development
 Final version sometimes called target schedule
(contractors sign-on to)

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CRITICAL PATH METHOD (CPM)
 The universal method used to calculate &
evaluate schedules in construction industry
 Developed in 1950s by DuPont & Remington
 Need input of project information to produce
minimum project duration, start and finish time,
plus project critical path

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FAST-TRACKING
 Process of beginning phases of construction
before the design is complete
 When completion is 1st priority before budget &
quality. Examples:
 Adding metropolitan airport extension (requires
minimal interruption to flight schedule)
 New EPL football stadium (must ready before next
season starts)
 Replacing the only bridge connecting 2 countries
which was damaged by earthquake

52. LINEAR
ENTIRE
PROJECT DESIGN BID CONSTRUCTION
EARLIER
PHASED CONSTRUCTION
SITEWORK D B C
FOUNDATION D B C
STRUCTURE D B C TIME
SAVED
WALL D B C
MEP D D B C
FINISHES D B C
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53. THIS PROJECT SAVES 9
MONTHS & 1 SCHOOL YEAR
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FAST-TRACKING (CONT.)
 Requires special contracting
 Not General contracting
 Not Single lump-sum contract
 Because contractor will not commit to a locked-in price
before design is completed
 Ask for cost plus fee or time&material contract
 Shift budget risk to owner
 Not multiple contractors for multiple phases

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FAST-TRACKING (CONT.)
 Use Agency construction management
 Owner award lump-sum contract to prime
contractor for different phases
 Coordinated by construction manager for the
entire project

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REFLECTION
People are not taught to be any type of manager.
They are taught to perform little task, one at a
time… which is to do and complete the task
correctly. They are actually managing the task
and start to become a project manager.