Time & Resource Planning,

Management Software

SITARAMBHAI NARANJIBHAI PATEL INSTITUTE OF TECHNOLOGY & RESEARCH CENTRE

UMRAKH, BARDOLI

Guided by:Mr.HIREN RATHODAsst. profS.N.P.I.T. & R.C.

Presented By:Shah Khushbu

K.(140490714015)

Time planning

Resource planning

Management software

Cont

ent

Time planning

Time planning is the process of developing a work programme .

It implies programming of the chosen work plan on a calendar date basis and

provides the base against which all progress measured.

Time planning process In construction all projects are time bound. The project time objectives are

correlated.

It is the time factor which determines the project cost. Time is the essence of all

construction contracts.

Time delays attract penalties while early completion can earn rewards.

However, inspire of one’s best efforts to complete a project on time, changes from

the original estimated project time plan do occur sometimes.

There may be many reasons, both foreseen and unforeseen, for non-completion of

a project on time. However, the absence of a project time plan almost makes

certain that a project cannot be completed on schedule without incurring extra

cost.

A plan, prepared well before the commencement of construction in a project, cam

be instrumental in formulating directions, coordinating function, setting targets,

forecasting resources, budgeting-cost, controlling performance and motivating

people.

It is for these reasons that the project planning starts with time planning as the first

Step.

Stages of Time planning:-

1. Project work breakdown

2. Modelling and analyzing networks

3. Scheduling work programs.

Project work

breakdown This means breaking down the scope of project work into its

constituent sub projects, tasks, work packages and activities.

It involves splitting of the project works into its manageable constituents

arranged in a hierarchical order till desired level.

The work breakdown levels are categorized into :

Sub projects

Tasks

Work packages

Activity

operations

These levels depends upon the plan type, the nature, and complexity of the

project and the expected degree of control.

The work breakdown levels for various types of plans are below the fig.

It may be noted that the levels classification is a broad concept and, at times,

overlapping of the levels may become unavoidable.

Summary plan

Corporate manageme

nt

Sub project

Project master plan

Project manageme

nt

tasks

Task plan

Managerial levels

Work packages

Monthly work

programme

Supervisor levels

activity

Project plan

hierarchy

Project control levels

Work break down levels

Work-breakdown levels

Modelling and

analyzing

networks Project networks analysis is a generic term that cover all network techniques

use for planning, scheduling and controlling of projects.

The three commonly use techniques in this family are :

1) Critical path method (CPM)

2) Program evolution and review technique (PERT)

3) Precedence network analysis (PNA)

The common features of this techniques are that they make use of

network model for depicting time plan of the project, apply critical path

concept for determining project duration and identifying critical activity.

Each technique has a distinct model and its field of application varies.

Network Analysis

Procedures The modeling and analysis of a network involves the following steps:

Defining scope of network

Determining activities

Developing network logic diagram

Structuring model

Incorporating activates duration

Numbering activity

Computing critical path

Validating network

Criteria For Selection

Network Techniques CPM is best suited for developing sub project or sub network having activities

with single time duration.

PERT is useful for sub projects involving uncertatinies.it is a probabilistic

approach of three times and used for assenting activity duration.

PNA is a most commonly used technique for time planning of construction sub

projects and projects.

Scheduling work

programs

Object of scheduling:-

Scheduling means putting the plan on calendar basis.

A project network shows the sequence and interdependences of activities, their

time durations and their earliest and latest completion time but this need to be

scheduled to determining commencement and terminations dates of each

activity, using optimum resources or working within resource constraints.

Scheduling Procedure:-

Scheduling methodology varies with the planning technique and the nature of task.

Simple projects can be schedule using bar chart methodology, Line of Balance

technique is widely accepted for scheduling repetitive works projects.

Network scheduling methodology is suitable for all types of projects. There are

many other scheduling s ultimately schedules are best presented in the bar chart

form fir case of comprehension and communication.

The scheduling procedures, depending upon the type of project can be broadly

divided into two categories:

1. Scheduling non repetitive network based projects

2. Scheduling repetitive project using line of balance technique

Procedure for scheduling Network based plan:-

Outline scheduling constraints

Design scheduling calendar

List activities in order of sensitivity

Draw earliest start time schedule

Determines resource optimisation criteria

Schedule critical activities

Schedule non-critical activities

Validate time objectives

Schedule other resources

Scheduling within resources constraints

Scheduling repetitive works projects.

Work scheduling methodology:-

Bar chart

Network plan

Line of Balance

Purpose of work scheduling:-

It simplifies the project plan.

It validates the time objectives.

It optimizes the resources employed.

It forecasting the input resources, and predicts the output.

It evaluates the implications of scheduling constraints.

Resource Planning

Construction Project refers to a high stake endeavor aiming at time bound

predetermined performance objective. Unless matching resources are planned and

procured, no activity can be executed according to a prefixed time schedule.

Project managers must take complex decisions under different scheduling needs

(such as smooth resource utilization profiles and resource constraints) and under

conditions of uncertainty that sometimes extend beyond task durations.

The present study deals with resource scheduling for a fast track project with

constrained durations.

The study has been carried out in two phases. In the first phase, with the aid of

PRIMAVERA software project schedule for various activities for the

construction of a commercial building was prepared. Subsequently, requirements

of resources were attributed to the activities based on Standard Schedule Rates

(CPWD). The requisite data has been collected from the detailed drawings and

prevailing site conditions.

In the second phase, a Resource Constrained Analysis was carried out by

Resource Levelling for various activities by decreasing resources with increased

duration to study the time-cost implications.

Resource planning

processForecasting Input and Output:-

A forecast is a predication of what is anticipated in future. It represents current

thinking about the future outcome. It is based on various assumptions and

judgments.

The assumptions made at the time of forecasting are based on the currently

available information which may or may not hold good in future.

The input and output forecast includes the data wise requirements of project

manpower, major materials, costly equipment, production costs, sales or earned

value of work done and the expected income.

Resource forecasts are generally depicted graphically with time represented

along abscissa and the resources along the ordinate axis to determine the date

wise and cumulative requirements pattern.

The resulting graphical pattern for most of the cumulative forecast is that of ‘S’

shaped curve.

Inputs and output forecast aids in conceptualization of the project. It indicates the

quantum of resources required for executing is project and the output expected.

The pattern of input resources form the base for evaluating such needs as

workers accommodation materials storage, equipment work load and project

funding pattern.

Four M for Resource

planningManpower:

Manpower is one of the main factors in the successful execution of projects. No

amount of automation or machinery can replace the manpower needed for

completion of a project.

It cannot be treated like a commodity and cannot be dismissed or re-employed at

will. Technical hands once employed are normally continued till their requirement

ceases.

The idle labour time is paid for and the strikes and breakdown of work are kept in

view by the management .The task these affect labour productivity.

The non availability of suitable skilled labour is generally a limiting factor. The

labour turnover, sickness and absenteeism further aggravate the problem.

The working hours, overtime and other incentives have to be considered while

deciding the manpower schedule. The management-labour agreements and the

governing labour laws considerably, affect labour employment.

A schedule cannot take care off all the variables but these can be reduced

considerably, by working out a uniform trade category-wise manpower

requirements schedule, or by fixing a pattern depending upon the manpower

availability and working conditions.

Machinery:

The availability of machinery is normally, a limiting factor. For Example, in an

activity involving excavation, the schedule may specify a requirement of two

dozers, but one may actually be availability or allotted.

This would entail a recasting of the whole schedule. In such circumstances, various

alternatives like delay-penalty costs, cost of time crashing and the cost of

procurement or hiring of additional machinery have to be weighed before making

the final decision.

The aim of machinery-and equipment scheduling should be to find out the

minimum duration schedule in which The employment of equipment and machinery

is systematically and uniformly distributed based on its availability or allotment.

Material:

No project can ever be started without materials. Construction materials are

increasingly becoming scarce, and their procurement is a time consuming process.

One method could be, to stock materials well before they are required so as to

ensure timely supply, but the stock inventory costs money. Generally the inventory

should be zero before the commencement and after the completion of the project.

To go a step forward, this rule should be made applicable to each activity. But for

certain materials, the procurements action can be based on the guiding principle that

materials inventory must be kept to the minimum. In case of materials in short,

supply the schedule may have to be based on availability constraints.

Money:

Money is the core of all the projects activities. The project management aims at

economics and the contractor works for earning profit. The proper management of

money results in savings while its improper use proves ruinous.

In the LST schedule, the large production costs gets staggered over a longer period

of time, thus reducing investments. This LST schedule may prove attractive to a

builder because of least investments. Therefore, a builder’s schedule, would

generally aim to execute those jobs earlier which are more profitable, involve least

investment and benefits his cash flow.

On the other hand, the client would aim at phasing of construction for early

completion. The network schedule must balance these conflicting requirements.

It is used to assign the available resources in an economic way. It is

part of resource management. In project management, resource

allocation is the scheduling of activities and the resources required by

those activities while taking into consideration both the resource

availability and the project time.

Resource

Allocation

Resource allocation graph algorithm

This technique is used to maintain the utilization of project resources

at particular limits. For example, if Resource ABC is assigned to a

project activity, when the project is being executed in a functional

organization and the resource is available for only 5 hours in a day.

Then, resource smoothing technique will be employed to allocate the

resources according to the specific limits.

Resource Smoothening

Resource levelling is a technique in project management that overlooks resource

allocation and resolves possible conflict arising from over-allocation. When

project managers undertake a project, they need to plan their resources

accordingly.

This will benefit the organization without having to face conflicts and not being

able to deliver on time. Resource levelling is considered one of the key

elements to resource management in the organization.

An organization starts to face problems if resources are not allocated properly

i.e., some resource may be over-allocated whilst others will be under-allocated.

Both will bring about a financial risk to the organization.

Resource Levelling

Resource levelling

Techniques Critical path is a common type of technique used by project managers when it

comes to resource levelling. The critical path represents for both the longest and

shortest time duration paths in the network diagram to complete the project.

However, apart from the widely used critical path concept, project managers use

fast tracking and crashing if things get out of hand.

o Fast tracking: This performs critical path tasks. This buys time. The

prominent feature of this technique is that although the work is completed for

the moment, possibility of rework is higher.

o Crashing: This refers to assigning resources in addition to existing resources

to get work done faster, associated with additional cost such as labor,

equipment, etc.

It is a software that will help us optimize our day to day operations.

It give us access to all our data, including: expenses, project, time

tracking, contract, customers.

It also helps with the organization and management of our company; while

facility control, it gives us the ability tom accesses our project at any time

from any were on any devices.

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