The document describes procedures for updating construction schedules, including: 1) Setting the duration of completed activities to zero and identifying live activities currently in progress. 2) Setting the early start time of live activities to the update time and their remaining durations. 3) Changing durations of future activities as given in the update report and performing network analysis to prepare a new schedule.

1. Updating Construction Schedules
• Procedure:
– Change the duration of all completed activities
to zeros.
– Identify all activities on which work is currently
proceeding as live activities.
– Put early start time of live activities equals the
update time and their durations equal the
remaining duration given by the update report.
– Change durations of future activities as given in
the update report.
– Carry out network analysis in the normal way
and prepare a new activity schedule.
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2. Example
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3. Example
• The position of the activities at the end of the fifth
week is as follows:
– Activities B, C, D and E have been completed.
– Activity F is ready to start at beginning of week 6.
– Remaining duration of activity H is 4 weeks.
– Remaining duration of activity I is 3 weeks.
– Activity G will not start until end of week 7.
– Volume of work in activity L has been increased by 33%
approximately.
– Activity J has been omitted.
– It is decided to shorten activity K by 2 weeks.
• Construct the updated schedule indicating the critical
path and showing new activities times.
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5. Work Breakdown Structure
• WBS divides the project into recognizable systems (work
packages, WP’s or Bid Packages) that responsible
assignable work units, and for which accountability can
be expected/assigned.
P ro ject
W o rk P ackages
A ct ivit ies S equenc ing
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6. Traditional A/E PDS
O w ner
A /E GC
Su b1 Su b2 Su b3 Su b4
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7. Professional Construction Management
O w ne r
A /E CM
W P1 W P2 W P3 W P4 W P4
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8. Developing WPs
• Develop WBS
– Identify WPs
• Draw a WPs Network
W P3
W P1
W P4 W P6
W P2
W P5
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9. Developing WPs
• Each WP must have
– One Performing Agency (PA) such as
Subcontractor
– One Responsible Agency (RA) such owner’s
Project Engineers
• Interconnection between Packages should
be district and clear to facilitate
coordination
W P1 W P2
W P3
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10. Developing WPs
• Bid a WP at the most short time so as to
stimulate competition (Keep away
uncertainty)
W P1 W P2 W P3 W P4
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11. Cost Coding System
• Cost Central level = Lowest level at which
functional responsibility for individual WBS
element exit.
– XXX XXX XXX XXX
• An example:
– 0534.02220.21.A.00.cf34
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12. MASTERFORMAT system
T A B L E 1 M a jo r D ivisio ns in the U nifo rm C o nstructio n Inde x
0 C o nd itio ns o f the co ntract 9 F inishes
1 G enera l requ ire m e nts 10 S pec ia lt ies
2 S ite w o rk 11 E quip m e nt
3 C o ncrete 12 Furnishing s
4 M aso nry 13 S pec ia l co nstructio n
5 M etals 14 C o nve ying syste m
6 W o o d and p last ic s 15 M echa nica l
7 T herm a l a nd m o isture prevent io n 16 E lectrica l
8 D oors and w indo w s
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13. Cost Coding System
• Advantages of coding systems are:
– Provide a numbering system to replace verbal
descriptions of items.
– These codes reduce the length or complexity of the
information to be recorded.
– aids consistency in definitions and categories
between projects and among the various parties
involved in a project.
– aid in the retrieval of historical records of cost,
productivity and duration on particular activities.
– electronic data storage and retrieval operations are
much more efficient with standard coding systems.
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14. Project Cost Control
• Budgeted Cost of Work Scheduled (BCWS) is the
budgeted amount of cost of the work scheduled to be
accomplished in a given time period (including support
and allocated overhead).
• Budgeted Cost of Work Performed (BCWP) is the
budgeted amount of cost for the work completed in a
given time period, including support effort and allocated
overhead. (This is sometimes referred to as “earned
value of work accomplished”.)
• Actual Cost of Work Performed (ACWP) is the amount
reported as actually expended in completing the
particular work accomplished within a given time period.
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15. Type of performance
BC W P
BC W S
ACW P
Fast & L o w
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King Saud University Dr. Khalid Al-Gahtani BCWS

16. Type of performance
ACW P
BC W P
BC W S
Fast & H ig h
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17. Type of operformance
Fast & L w
BCWS
BCW P
AC W P
S low & Low
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18. TypeFast & performance
of H ig h
BCWS
AC W P
BCWP
S low & H igh
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19. Cost Index
C o st V ariance = B C W P A C W P
+ ve U nder B udget
C o st V ariance 0 W ithin B udget
- ve O ver B udget
C o st P erfo rm ance Index = B C W P /A C W P
> 1 U nder B udget
CPI = 1 W ithin B udget
< 1 O ver B udget
% co st o verrun/u nderrun
ACW P BCWP
= ,
BCWP
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20. Schedule Index
S chedu le/P erfo rma nc e V aria nce =B C W P -B C W S .
+ve A head S chedule
S ch./per. V ariance 0 O n S chedule
-ve B ehind S chedule
S chedu le P erfo rma nce Inde x = B C W P / B C W S .
>1 A head S chedule
SPI =1 O n S chedule
<1 B ehind S chedule
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21. B udgeted C o st A t C o m pletio n (B A C )
Estimatedo fCost/Timenit price
= T o tal Q uantities U At Completion
P udgeted C e A t t o o pletio n (T A C C
Blanned T imo st A CC mm pletio n (B A ) )
= T o tal o f Q uantities ÷ P lanned P ro ductivity
uantities U nit price
E lanned T imo st A CC mm pletio n (E A C )
P stim ated C e A t t o o pletio n (T A C )
= T oC Wo f oD ate
A tal PT Q uantities ÷ P lanned P ro ductivity
BAC
= BAC =
B C W PT oD ate C P I T oD ate
E stim ated C o st A t C o m pletio n (E A C )
M ore accurate estim ate can be reach ed by using these form ulas:
T o D ate VA C W P T im e
ariance BAC
T oD ate
E stim ated=C o st A t Co m p let B A C = C )
io n (E A
BB C W PoD ate
C W PT C P I T oD ate
T oD ate
= 1 T im e T oD D ate
(B A C - B C W PT o ate )
= V arianceate im
T o D ate A CB C W S T oD atee
W P T oD T
C P I T hisPeriod
ESpring ated T im eC W CooD ate letandn (EControl )
stim B A t PT m p io Cost T A C
Time 21
2008, = 1 T im e
Dr. Khalid Al-Gahtani T oD ate

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23. Project Example
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24. Project Example
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25. Project Example
E N G IN E E R IN G SU B T ASKS ST AT U S AT E N D O F M O N T H 3
(tho usands o f do llars)
T ask Status BCW S BCW P ACW P
System design C o mp leted $131.0 $131.0 $144.0
Subco ntract specs Started 132.0 82.0 84.0
M aterial tests C o mp leted 22.0 22.0 22.5
Specs review Started 22.0 15.0 15.5
D rafting Started 97.0 59.0 59.0
Fabricatio n/assembly suppo rt C o mp leted 29.0 29.0 36.0
Fabricatio n/assembly pro cess Started 100.0 63.0 67.0
T est suppo rt Started 21.0 21.0 21.0
E ngineering release and review N ot Started
T otal $554.0 $422.0 $449.0
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26. Project Example
Figure 5 -9 S tatus sum m ary o f engineering subtasks in pro gress and estim ate to co m plete.
T ask BCWS BCWP ACW P S tatus
S ubco ntract specs $132 $82 $84 B e hind sc hedu le and o ver co st
S pecs review 22 15 15.5 B e hind sc hedu le and o ver co st
D ra fting 97 59 59 B e hind sc hedu le but w ithin co st
Fa bricat io n/asse m b ly pro cess 100 63 67 B e hind sc hedu le and o ver co st
T est suppo rt 21 21 21 O n sc hedu le a nd w it hin co st
449
E stim ated to co m p lete: 765 = $812 K
442
S u m m ary: E ng ine ering w o rk is be hind sc hedu le a nd a co st o verrun is o ccurring
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King Saud University Dr. Khalid Al-Gahtani