SITI KHALIJAH YAMAN. HAIRUDDIN MOHAMMAD. EMEDYA …

CONSTRUCTION HANDBOOK SERIES:

APPLICATION OF MICROSOFT PROJECT 2013/2016 IN

CONSTRUCTION PROJECT- AN INTRODUCTION

SITI KHALIJAH YAMAN. HAIRUDDIN MOHAMMAD.

EMEDYA MURNIWATY SAMSUDIN. RIDUAN YUNUS.

SEPTEMBER 2021

TABLE OF CONTENTS 1. INTRODUCTION TO CONSTRUCTION PROJECT PLANNING AND SCHEDULING 3 1.1 CONSTRUCTION PROJECT MANAGEMENT CONCEPT 3 1.2 CONSTRUCTION PROJECT LIFE CYCLE 5 1.3 CONSTRUCTION PROJECT PLANNING AND SCHEDULING 10 1.3.1 WORK PROGRAMME DEVELOPMENT 10 1.3.2 THE GENERAL METHOD USED IN PLANNING AND SCHEDULING 11

2 CREATING A NEW PROJECT IN MICROSOFT PROJECT 2013/2016 13 2.1 INTRODUCTION TO MICROSOFT PROJECT 13 2.2 STARTING THE NEW PROJECT 14 2.3 BASIC TERMINOLOGY IN PLANNING AND SCHEDULING 15

3 MANAGING TASKS/ACTIVITIES IN MICROSOFT PROJECT 19 3.1 IDENTIFYING THE SCOPE OF WORK IN PROJECT 19 3.1.1 ENTERING TASK NAME 23 3.1.2 CREATING A MILESTONE 23 3.1.3 RECURRING TASK 24 3.1.4 CREATING A WBS 26 3.1.5 SETTING WORKING TIME 28 3.1.6 ENTERING A PUBLIC HOLIDAY/ EXCEPTION 30 3.1.7 SETTING DEPENDENCIES IN THE PROJECT PLANNING (LINKING TASK) 31

4 MANAGING RESOURCES IN MICROSOFT PROJECT 33 4.1 SETTING UP RESOURCES 33 4.1.1 ASSIGNING A RESOURCES TO TASK/ ACTIVITY 34 4.2 ESTIMATION OF ACTIVITY DURATION 37 4.2.1 HISTORICAL DATA 37 4.2.2 ENTERING A DURATION 39 4.3 CRITICAL PATH METHOD (CPM) 40

5 FINALISING A PROJECT 44 5.1 SETTING UP PROJECT DEADLINE 44 5.1.1 SET UP DEADLINE 44 5.1.2 AUTO-SCHEDULE TASK 45 5.2 SCHEDULE COMPRESSION 47 5.3 ASSIGNING COST TO TASK 52 5.4 SAVE A PROJECT BASELINE 54 5.5 DEVELOPING A FINANCIAL S-CURVE 54 5.5.1 DEVELOPING A PHYSICAL AND FINANCIAL S-CURVE 57 5.6 CREATING A PROJECT REPORT 63 5.7 EXERCISE 66 5.8 REFERENCES 67

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1. INTRODUCTION TO CONSTRUCTION PROJECT PLANNING

AND SCHEDULING

LEARNING OUTCOMES

At the end of this topic, students should be able to:

1. Understand the concept of construction project management. (C1)

2. Explain the method used in planning and scheduling. (C2)

INTRODUCTION

1.1 Construction Project Management Concept

The concept of Construction Project Management (CPM) borrows the generic concept of

management, which comes as early as 5000BC, where the Sumerians kept written records

using papers made of papyrus. Later, the idea spawned throughout vast realms, including

the realm of construction.

By referring to a general construction project, management can be seen through

organisational context, where there are many people involved. Most of the time, they were

from different backgrounds who were intentionally working together to achieve common

objectives.

Besides that, several other things need to be managed, such as money, materials, time and

machines. A big construction project uses many resources and may lead to a chaotic

situation throughout the entire project duration. Thus, construction project management

comes in handy to integrate all manageable items and transform them into an end solid

product.

There are several critical elements while discussing CPM: their purposes/goals, functions,

components, outcomes, and associated boundary lines. These elements are critical since

every construction project is somewhat different from each other. Thus it might constitute

a different management approach (e.g. construction of bungalow vs construction of multi-

storey complex). However, in this module, only general discussions on critical elements of

CPM will be outlined, as follows:

a. Purposes/Goals

This element is the first and foremost in CPM, where different parties (e.g. client,

contractor, etc.) might come out with different purposes/goals, thus paved different

ways in appreciating CPM as a whole. Nevertheless, in general, this element

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established organisational goals (e.g. construction of a building) effectively and

efficiently.

b. Functions

In CPM, several functions need to be glued together to perform as a central motor,

which ensures that the overall management runs appropriately. The functions are

(but are not limited to); planning, scheduling, organising, coordinating, leading,

controlling, etc. Most of the time, the organisation itself dictates their workable

functions that fit their needs, often leading to process-like (step by step) functions.

c. Components

To make a final wheel rotates, a central motor is useless without pulleys, gears, etc.

Therefore, similarly, CPM requires critical components: cost/budget, time, quality,

resources, and scope of works. Nonetheless, since the client's/owner's satisfaction is

at stake, an equilibrium of all components is usually preferred.

d. Outcomes

Outcomes are very much related to the prior definition of purposes/goals. Within

the context of a construction project, the outcomes might emerge intangible results

(e.g. functional building, and monetary profits), and intangible results (e.g. client's

satisfaction and corporate reputation).

e. Associated boundary lines

A construction project requires processes (from the very beginning of the

construction project until the very end). However, those processes were often

dictated by how the construction project is conceived or delivered (e.g. traditional,

design and build (DB), etc.). However, the most recognised one (i.e. traditional

method) will be further discussed in this module. In the traditional method of

construction delivery (i.e. planning > design > tender > construction), CPM's

boundary lines were generally governed by two entities, namely; the construction

stakeholders (e.g. client, engineer, contractor, etc.), and the phases in the

construction itself (e.g. planning, design, etc. which also follows the traditional

provision). Nevertheless, to appreciate CPM as a whole, these boundary lines need a

collective and holistic management approach to ensure desired end products.

In a nutshell, the concept of CPM requires several critical elements. Although construction

projects were often varied in their scopes, these elements habitually exist and require careful

consideration. A summary of CPM's concept can be found as follows (see Figure 1)

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Figure 1: Diagram of Overall Concept of CPM

1.2 Construction Project Life Cycle

Construction project life cycle (CPLC) is very much related to the concept of CPM and how

ones conceived the delivery method of the particular construction project. Given that this

module concentrated on traditional delivery method, hence the following discussion will

touch on their provisions thoroughly.

Every construction project was basically governed by a set of rules and regulations,

documented into a single contract document. In the document, aside from protecting the

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stakeholders' objectives, the document outlays a definite start and end date of construction

(which somehow lends some support for CPLC). But bear in mind that actually, the initiation

towards that particular contract document requires several prior processes, which eventually

falls into the overall construction project life cycle.

Before further discussions were made, a thing to be cleared is the term used while discussing

the life cycle. In several references, CPLC is called construction project phases (CPP). Either

way, their deliberations is still the same. Therefore, by removing the semantic inquiry in this

module, both terms might be used interchangeably.

Firstly, without taking into account the types of construction delivery methods, CPLC for

some others consists of only several phases (in series), namely, planning, design, tender, and

construction. However, as far as the traditional delivery method is concerned, there are

several distinct phases were added, as follows (in series):

Idea (client put their intention for construction)

Conceptual design (architect draws the client's idea)

Approval of conceptual design (client agreed with the architectural drawing)

Preliminary & final design (engineers completes their activities)

Bid package complete (quantity surveyors completes their activities)

The decision to release for bid (tendering process)

Advertise notice to bidders (tendering process, where contractor starts to involve)

Bid period & receipt of proposals (tendering process)

Select contractor (selection process)

Notice to proceed (selected contractor are given permission)

Construction period (physical construction commenced)

Inspection & acceptance of project (handing over process)

Those phases were obviously championed by certain groups of construction stakeholders

(which is consistent with entity description in Chapter 1.1.e). Nevertheless, given that CPM

is embedded throughout CPLC, a breakdown of its nature of management approach is of

utmost significance.

As can be seen in most literature, CPM can be divided into several interconnected clusters,

namely, construction project management (CPM), construction management (CM), and site

management (SM). These clusters were also called phases in some literature. However,

consistent with the entity description (as in Chapter 1.1.e), understandably, CPM, CM, or

even SM requires a person to oversee their clusters. For instance, CPM needs a capable

project manager, while CM requires a good construction manager, whereas SM demands a

skilful site manager. Theoretically, these persons are a fraction of construction stakeholders

with the competency specifically for their clusters.

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Therefore, to visualise the CPLC in a richer context, the following diagram may do justice

(see Figure 2). Though, a slight discrepancy can be seen in the figure, especially on the

tender's phase. Due to the fact that CM recognised the construction manager as a key

person who often represents the contractor, therefore CM's phase starts during the bidding

period where contractors' earliest appearance can be seen (as in the traditional delivery

method). Other than that, off-site and on-site segregation is very much self-explanatory.

Finally, the aforementioned multiple perspectives were given towards appreciation of CPLC

in a much modest direction. Ones can view them in micro perspective (e.g. idea > conceptual

design > final design > etc.), or in macro perspective (e.g. planning > design > tender >

etc.), or even through the viewpoint of CPM itself (i.e. CPM > CM > SM). Since there is a

definite endpoint for every construction project (as stated in the construction contract

document), thus generally, CPLC will conclude during handing over period (i.e. inspection

and acceptance). Nonetheless, as far as the lifetime of the functional building is concerned,

the following figure (see Figure 3) would suffice to give an overview, especially on the

difference of management clusters.

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Figure 2: The overall CPLC in traditional construction delivery method

Planning Design Tender Construction

Off-site On-site

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Construction project management

Construction management

Site management

Maintenance/facility management

Defect liability

period

management

Project’s

handing over

End of

building life

Figure 3: The overall phase of building lifecycle

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1.3 Construction Project Planning and Scheduling

Project planning, scheduling, monitoring and controlling is a basic process in project

management. The objectives of project management are:

a. To eliminate or reduce project risk

b. Obtain a thorough understanding of project objectives/milestones

c. Formulate a strategy for achieving objectives with available resources

d. Develop a framework for monitoring and controlling the project.

1.3.1 Work Programme Development

A work programme can be described as a sequence of activities to be carried out so that

the construction project can be completed on time. Work programme usually consists of

dates and duration for each activity, a critical path, activity which can only be carried out

after other activities have been completed, activity which can be carried out simultaneously,

float and the need for specific resources. An effective programme must be used to help plan

activities, monitor progress and identify where additional resources may be required.

Work programmes can be prepared for different purposes. It depends on the parties

represent and the phase of CPLC. For the client's work programme, activities include the

overall phase of CPLC, which is important for the appointment of consultant, information

for work outside the contract, the duration for the whole construction project, financial

planning, value proposal by contractor, and instruction of work.

While contractor work programme can be divided into two stages for the construction

phase and the site phase. In the construction stage, the contractor used the work

programme to understand the contract, evaluate risk, decide on construction method and

pricing the tender, and estimate the resources needed to complete the work. The work

programme develops in the construction stage, usually called as Master Work Programme.

In the site phase, the contractor prepares a work programme for detailed planning of

activities involved at the site phase regarding the item in the contract document. The

contractor should commit to the planning activities in a work programme to ensure the

construction project can be completed within the time frame given.

In developing a work programme for planning and scheduling, a few strategies steps should

be considered.

a. Persuade people to perform activities on time

b. Involve people responsible in operations as the plan developed

c. Flexible and not impose excessive restraint

d. The plan must precipitate action and be made available in advance

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e. Distinguish between facts and assumptions.

A process for the development of a work programme is shown in Figure 4.

Figure 4: Process of work programme development

1.3.2 The general method used in planning and scheduling

Gantt Chart

Henry Gantt developed Gantt Chart in 1917. Gantt Chart is a list of activities displayed on a

time scale. Each activity is represented by a bar. The position and length of the bar reflect

the start date, duration and end date of the activity. Gantt Chart represents:

a. The list of activities

b. Start and end date of each activity

c. The duration of each activity

d. The overlapping activities with its duration

e. The start and completion date of projects.

Figure 5: Example of Gantt Chart

Critical Path Method (CPM)

Critical Path Method (CPM) is one of the useful techniques in construction project

scheduling. The basis of CPM is a logic diagram or network which represent the activities in

a construction project. CPM is a method to determine the start and finish date for each

activity, calculate the project's duration, and identify the critical activities in the project.

Identify

Activities

Estimate

Activity

Duration

Develop

Activity

Sequence

Contract

Programme

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There are two methods for representing a logic diagram or network: Precedence Diagram

Method (PDM) and Arrow Diagram Method (ADM). Either of these diagrams can be used,

but PDM offers greater ease of use and understanding with a greater capacity to represent

a wide variety of project situations. PDM consist of activity nodes and relationship arrows,

as shown in Figure 6.

Figure 6: Example of PDM

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2 CREATING A NEW PROJECT IN MICROSOFT PROJECT

2013/2016

2.1 Introduction to Microsoft Project

A Microsoft Project can be open from a Windows Start menu or Project 2013/2016 icon.

Project 2013/2016 initially display the start screen for Project 2013/2016, as shown in Figure

7. Here you can choose template suggested or blank project for your template. By selecting

a Blank Project, it creates the new plan in Project interface Figure 8.

Figure 7: Microsoft Project

The Quick Access Toolbar is a customisable are interface where frequently used commands

can be added.

Tabs and active ribbon are replacing the pull-down menus and toolbar. The ribbon contains

commands used to control the project.

Groups are a collection of related commands.

Commands are the specified features use to control the Project. Each ribbon contains several

commands following its function.

The active view appears in the main window of the Project.

The view or report label shows the name of the active view for the Project. Microsoft Project

has a lot of views.

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View shortcuts are used to switch between some of the more frequent views used in the

Project. Zoom slider zooms the active view in or out.

Figure 8: Project Interface

2.2 Starting the New Project

By selecting a Blank Project in Start Screen, a new project plan is creating. In this module, a

Construction of One Storey Bungalow is used. Refer to Section 5.7 project details.

Project Information details.

1. On the Project tab, click Project Information.

2. Type the date in the Start Date box or click down the arrow to display the calendar

and choose your start date.

3. Click OK and close the Project Information dialog box.

4. On the File tab, click Save, and save as a One Storey Bungalow.

5. Click Save to close.

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Figure 9: Project Information Dialog Box

As discussed in Sub Chapter 1.3, project planning is the early stage in construction project

management. At the beginning of a construction project, planning needs to be done by

determining the project's scope, defining milestones of the project and developing a work

breakdown structure (WBS).

2.3 Basic terminology in planning and scheduling

Before further application in Microsoft Project, it is best to understand some basic

terminology involves in project planning and scheduling.

Activity: the performance of activities required to complete the project. An activity requires

time, cost, or both.

Activity relationship/ dependencies: An ordered link between 2 activities representing the

order of execution. Four types of relationships are:

a. Finish to Start (FS): The finish date of the predecessor activities determines the start

date of the successor activities.

b. Start to Start (SS): The start date of the predecessor activities determines the start

date of the successor activities.

c. Finish to Finish (FF): The finish date of the predecessor activities determines the finish

date of successor activities.

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d. Start to Finish (SF): The start date of the predecessor activities determines the

finish date of successor activities.

Figure 10: Types of Activity relationship/ Dependencies

Backward Pass (Backward Plan): Critical path calculation process which having calculated

the earliest date for activities on the network. Works backwards to find activities latest start

and finish dates/float

Base Line: A set of dates and costs frozen at the start of the project and used as a basis for

performance evaluation as the project progresses.

Critical Activity: An activity that is on the project's critical path.

Critical Path: A project's critical path is the sequence of network activities that add up to

the longest overall duration. It determines the shortest time possible to complete the

project.

Duration: the estimated time required to perform an activity.

Early start (ES): the earliest time an activity can be started.

Early finish (EF): the earliest time an activity can be finished.

EF = ES + Duration

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Float: Float is the amount of time that activity in a project network can be delayed without

causing a delay to subsequent activities (free float) or the project completion date (total

float).

Free float (FF): the amount of time an activity may be delayed without delaying the early

start time of the immediately following activity.

FF (i) = ES (j) –EF (i);

i-preceding activity, j-following activity

Late finish (LF): the latest time an activity can be finished.

Late start (LS): the latest time an activity can be started without delaying the project's

completion date.

LS = LF – Duration

Lag: A scheduled delay on a logic link whereby a successor activity will be delayed with

respect to a predecessor activity

Lead: The amount of time a successor activity can be advanced with respect to a

predecessor activity. Often this is referred to a negative lag.

Network: a diagram to represent the relationship of activities to complete a project. The

network may be drawn as ADM or PDM.

Successor: an activity that cannot start until another activities finishes.

S-Curve: A display of cumulative costs, labour hours, or other quantities plotted against

time. The name derives from the S-like shape of the curve, flatter at the beginning and end

and steeper in the middle, which is typical of most projects. The beginning represents a

slow, deliberate, but accelerating start, while the end represents a deceleration as the work

runs out.

Total float (TF): the amount of time an activity may be delayed without delaying the

project's completion date.

TF = LF – ES – Duration

Predecessor: refers to one (or several) activities(s), that has (have) to be completed before

another activity starts.

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Figure 11: Total Float and Free Float

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3 MANAGING TASKS/ACTIVITIES IN MICROSOFT PROJECT

3.1 Identifying the scope of work in project

The Association for Project Management describes scope as 'The totality of outputs,

outcomes and benefits and the work required to produce them'. In a construction project,

the term 'Scope of Work' refers to the document contract prepared by the client. Scope of

work determines the boundary of work, limitation and function of the contractor in the

construction project. Thus, in this module, the scope of work is “Cadangan Membina dan

Menyiapkan Sebuah Banglo Satu Tingkat di atas Lot 1256, Mukim Peserai, Batu Pahat,

Johor”. For starting, key in the scope of work as the first task in the task name column, as

shown in Figure 12.

Figure 12: Scope of Work

While milestones are zero-day activities, they represent a variety of events in the project

schedule. It varies depends on the scope of the project. Milestone is used to marking

specific points in time along a project timeline. It is also used to represent an activity need

to be done by other parties as it is beyond the scope of work listed in the document contract.

Milestones do not impact project duration contracts. The common milestone for a

construction project is:

a. Start or completion of significant series of events in project.

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b. The activity/ activities by nominated sub-contractor or third parties.

c. Major turning point for project such as phased completion date or temporary

occupancy date.

Please note that for each project at least two (2) milestones are created, namely start and

finish. (Please identify the milestone in this exercise based on the list of activities given in

Section 5.7.

Project Management Body of Knowledge (PMBOK) defines the work breakdown structure

(WBS) as a "deliverable oriented hierarchical decomposition of the work to be executed by

the project team". WBS contains a list of activities that need to be done in completing a

construction project. The WBS visually defines the scope into a manageable item that a

project team can understand, as each level of the WBS provides further definition and detail.

Figure 13: Example of WBS for House Construction

In developing a WBS, identifying activities listed in WBS should consider the activities that

require time and cost. Besides that, activities that should be arranged and monitored must

also be listed in WBS activities. Other than that, few characteristics that should be considered

include;

a. Definable: can be described and easily understood by project participants.

b. Manageable: a meaningful unit of work where specific responsibility and authority

can be assigned to a responsible individual.

c. Able to estimate: duration can be estimated in time required to complete, and cost

can be estimated in resources needed to complete.

d. Independent: minimum interface with or dependence on other ongoing elements

(i.e., assignable to a single control account and distinguishable from other work

packages).

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e. Able for integration: integrates with other project work elements and with higher-

level cost estimates and schedules to include the entire project.

f. Measurable: can be used to measure progress; has start and completion dates and

measurable interim milestones.

g. Adaptable: sufficiently flexible so the addition/elimination of work scope can be

readily accommodated in the WBS framework.

The approach used in developing WBS is usually an outline and graphical (Figure 13). The

outline view presents an easy to view and understand layout for WBS. Using an outline view,

WBS can be present in the form of an outline, hierarchical structure or tabular view. The

differences between these forms of outline are shown in the following figure (Figure 14 to

Figure 17).

Figure 14: Outline View

Figure 15: Tabular View

Level 1 Level 2 Level 3

1.0 Construction of

House

1.1 Preliminaries 1.1.1 Clearing

1.1.2 Project Report

1.2 Sub-structure 1.2.1 Piling

1.2.2 Pile cap

1.2.3 Ground beam and slab

1.3 Super structure 1.3.1 Column

1.3.2 Roof beam

1.4 Finishing 1.4.1 Slab

1.4.2 Floor

1.4.3 Wall

1.4.4 Roof

1.0 Construction of House

1.1 Preliminaries

1.1.1 Clearing

1.1.2 Project Report

1.2 Sub-structure

1.2.1 Piling

1.2.2 Pile cap

1.2.3 Ground beam and slab

1.3 Super Structure

1.3.1 Column

1.3.2 Roof beam

1.4 Finishing

1.4.1 Slab

1.4.2 Floor

1.4.3 Wall

1.4.4 Roof

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Figure 16: Hierarchical Structure View

Figure 17: Graphical View

In a WBS, every level item has a unique assigned number so that work can be identified and

tracked over time. A WBS may have varying numbers of decomposition levels, but there is

a general scheme to number each level so that tasks are uniquely numbered and correctly

summarised. Below is the general convention for how tasks are decomposed:

Construction of House

Preliminaries

Clearing

Project

Report

Sub-

structure

Piling

Pile cap

Ground

beam and

slab

Super

structure

Column

Roof beam

Finishing

Slab

Floor

Wall

Roof

Level WBS Code Task Name

1 1.0 Construction of House

2 1.1 Preliminaries

3 1.1.1 Clearing

3 1.1.2 Project Report

2 1.2 Sub-structure

3 1.2.1 Piling

3 1.2.2 Pile cap

3 1.2.3 Ground beam and slab

2 1.3 Superstructure

3 1.3.1 Column

3 1.3.2 Roof beam

2 1.4 Finishing

3 1.4.1 Slab

3 1.4.2 Floor

3 1.4.3 Wall

3 1.4.4 Roof

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Level 1: Designated by 1.0. This level is the top level of the WBS and is usually the project

name. All other levels are subordinate to this level.

Level 2: Designated by 1.X (e.g., 1.1, 1.2). This level is the summary level.

Level 3: Designated by 1.X.X (e.g., 1.1.1, 1.1.2). This third level comprises the subcomponents

to each level 2 summary element. This effort continues down until progressively subordinate

levels are assigned for all work required for the entire project.

Once WBS is being established, a resource needs to complete the activities, and a person

responsible for it can be identified. The list of individuals assigned to each activity in WBS

creates their responsibility in the organisation, thus providing an Organisational Breakdown

Structure (OBS) for the project. OBS is being used in a construction project in conjunction

with WBS. An OBS is helpful in resource management, the responsibility of resources, cost

by resources, visual references of resources and approval authority. The OBS reflects how a

construction project is functionally organised and how the organisation reflects each other.

As explain earlier, WBS contain all activities required to complete the project and milestone

indicate an event in the project. Therefore, list all activities and milestones for your exercise

in the "Task Column".

3.1.1 Entering Task Name

Entering Task Name

1. Click the cell below the Task Name column heading.

2. Type 'all activities and then press Enter key.

The task you entered is given an ID number. Each task has a unique ID number, but

it does not represent the order in which the task occurs.

3. Enter the other task names, pressing Enter after each task name.

3.1.2 Creating a Milestone

1. Add Task Name Project Start right after the Project Title and Project Finish at the end

of the task to create a milestone.

2. Other milestones are created for nominated sub-contractors or third parties work

(Mechanical and Electrical Works).

3. All duration for Milestone Activity is '0'.

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Figure 18: Scope of work, milestone and activities

3.1.3 Recurring task

The recurring task is used to set up a repetitive activity such as meeting, creating a progress

report, claim, etc.

1. Click on Monthly Report and Progress Photograph. On the Task tab, click Tabs

and choose Recurring Task.

2. A recurring Task Information window will appear.

3. Fill in the required information and recurring pattern, click OK.

4. Delete task Monthly Report and Progress Photograph (ID 13) on Step 1. (It was

used as a reminder to create a Recurring Task).

Scope of work Milestone

Milestone

Milestone

Tasks/ activities

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Delete this activity

Recurring task

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3.1.4 Creating a WBS

As said in Chapter 3.1, WBS contain a list of activities to complete the project. The main

activity is called a Summary Task, while others are sub task. To create a WBS in Microsoft

Project;

1. Select all sub-task (Task 2 to Task 19). On the Task tab, click Indent Task.

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2. The Title of Project (Cadangan Membina dan Menyiapkan Sebuah Banglo SAtu

Tingkat di atas Lot 1256, Mukim Peserai, Batu Pahat, Johor) is called as summary

task.

3. To add another summary task, repeat Step 1.

4. To view a WBS code for each level, insert a new column (choose WBS) on the left

side of the Task Name column.

The graphical view of WBS for this example is shown in Figure 19.

Summary task

Summary task

Sub tasks

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Figure 19: Graphical WBS for project example

3.1.5 Setting working time

Microsoft Project has set up working hours is from Monday to Friday, 08:00 am to 12:00 pm

and 1:00 pm to 5:00 pm. The total working hours per day is eight (8) hours.

1. Go to the Project tab, choose Change Working Time.

2. A Change Working Time dialog box appears.

Cadangan Membina dan Menyiapkan Sebuah Banglo Satu Tingkat di atas Lot 1256, Mukim Peserai, Batu Pahat, Johor

Preliminaries

Performance bond and insurance

Monthly report

Relocation services

Building works

Structural works

Sub structure

Super structure

Architectural works

Wall Floor

Wall finishes

Floor finishes

CeilingDoor and window

Roof

Mechanical and electrical works

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3. On a Work Weeks tab, choose Default, Details. A Details for "Default" dialog box

appear.

4. Let Saturday be a working day. To change the setting, click on Saturday, click Set

day(s) to these specific working times, and key in the required time. Then click OK.

5. Saturday is now a working day. The procedure also can be used to change either a

working hour or from working to a non-working day.

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3.1.6 Entering a Public Holiday/ Exception

1. Go to the Project tab, choose Change Working Time.

2. A Change Working Time dialog box appears.

3. On an Exception tab, key in all Exception day/ Public Holiday in the Name box.

Choose the Start and Finish Date for each exception.

4. Click OK.

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3.1.7 Setting dependencies in the project planning (linking task)

As discussed earlier in Sub Chapter 1.3, planning and scheduling is part of project

management. To this point, only the planning part is fulfilled. Next, in scheduling, the

determination of duration and sequence of activities will be done. The project schedule

should be detailed to show each WBS to be performed, the start and end date of each

activity, the relationship between activities, and the expected duration of each activity. In

construction project scheduling, methods available are Gantt Chart and Critical Path Method

(CPM).

There are several ways of creating dependencies in the Microsoft Project. Refer to Chapter

2.3.

1. Using a Link Task icon.

a. Select two dependencies task. On the Task tab, click Link Tasks.

2. Using Information icon.

a. On the Task Approval of Conceptual Design, in the Properties group, click

Information. Select the Predecessor tab.

b. Click the empty cell below the Task Name, click the down arrow.

c. On the Task Name list, choose a dependency task. Let the type to be Finish-to-

Start.

d. Click OK.

3. The link also can be created by using the Predecessor column.

a. Key in ID number for task to be link. A default setting will be a Finish-to-Start

relationship. If another type of relationship is required, use a short form to link

the task. Start-to-Start (SS), Finish-to-Finish (FF), Start-to-Finish (SF). If there is

lag or lead for each task, the relationship can be typed as SF+3d, FF+1d, SF-1d

or else depending on the type of relationship and number of lag/lead.

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Before deciding a duration for each activity, it is suggested to set the resources. The reason

is duration calculation is affected by the number of resources used in the project.

The link indicates

type of relationship

between activities

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4 MANAGING RESOURCES IN MICROSOFT PROJECT

Work resources are the people and equipment that do the work of the project.

4.1 Setting up resources

For setting up the resources,

1. On the View tab, in the Resource Views group, click Resource Sheet.

The resource sheet is to enter the initial list of resources.

2. Click the cell below the Resource Name column heading.

3. Type Resource Name, and press the Enter key.

4. The project creates new resources.

You can create resources name by referring to specific people (name) or specific job titles

(bar bender, etc.). When you create a new work resource, Microsoft Project assigns it 100%

Max. Units by default. 100% Max. Units mean 100 per cent of that resources working time

is available to work on the assigned task. Entering a Max. Units such as 400% for such as

resources mean that you can expect that four (4) individual people who all belong to that

resource category will be available to work full-time every workday.

You can change the Max. Units as a whole number rather than a percentage.

1. On the File tab, click Options.

2. In the Project Options dialog box, click the Schedule tab.

3. In the Show assignment units as a box, click Decimal.

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4. Click OK.

Change the Max. Units according to Maximum Available Resources are given in Appendix.

4.1.1 Assigning a Resources to Task/ Activity

1. In the Task Name column, right-click the name of task 15 (Sub Structure). Choose

Assign Resources.

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2. On the Assign Resource dialog box, choose Structure Team 1, Units 1, click Assign.

If you need to change the number of units for the task, key in the number.

3. The name of assigned resources appears next to the Gantt bars.

4. You can also assign the resources by using the Resources Name Column in a Gantt

Chart view.

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.

Resource Name

Column

Resources Name [2] indicates 2 group of

workers assigned to

this activity

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4.2 Estimation of Activity Duration

Estimation of each activity duration is important to ensure the activity can be done with the

team member's capacity. Few methods can be used in estimating activity duration.

4.2.1 Historical data

Historical data is the easiest way in estimating activity duration. It is based on the similar

activity of the previous project, and the average duration required to complete the activities

is used in estimating duration.

4.2.1.1 Expert Judgment

Expert judgment is based on the specialist who has reputation and experience in estimating

the duration for each activity.

4.2.1.2 Production rate calculation

The calculation is made based on the quantity of work and productivity rate for each activity.

However, this method requires information on the productivity rate for the activity involved

in a construction project.

Resource Planning

Method Max. Available Resources Productivity rate

Structure team 1 1 12 m3/ day/ group

Structure team 2 2 8 m3/ day/ group

Architecture (wall) 2 20 m2/ day/ group

Architecture (floor) 3 15 m2/ day/ group

Architecture (ceiling & roof) 2 15 m2/ day/ group

Others 1 6 no/ day/ group

Duration = Quantity

Production rate

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Duration Estimation

Description Unit Quantity

Distribution of Resources

Risk Duration

(days) Type of

resources

Numbers

of groups

Structural works

Substructure m3 48 Structure team

1

1 +2 days 6

Superstructure m3 225 Structure team

2

1 +4 days 33

Architectural works

Wall m2 480 Architecture

(wall)

1 +10% 27

Floor m2 600 Architecture

(floor)

2 +15% 23

Wall finishes m2 480 Architecture

(wall)

1 +4 days 28

Floor finishes m2 600 Architecture

(floor)

2 + 4 days 24

Ceiling m2 500 Architecture

(ceiling & roof)

1 + 6 days 18

Door and window no 36 Others 1 + 2 days 8

Roof m2 120 Architecture

(ceiling & roof)

1 + 30% 11

Calculation example of determining duration:

a) Activity Substructure

Duration = Quantity = 48 m3 = 4 days

Productivity rate 1 group x 12 m3/ day/ group

Consider risk (+ 2 days), duration for sub structure is 4 days + 2 days (risk) = 6 days

b) Activity Floor

Duration = Quantity = 600 m2 = 20 days

Productivity rate 2 group x 15 m2/ day/ group

Consider risk (+ 15 %), duration for floor is 20 days + (15% x 20 days) = 23 days

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For entering the duration,

1. Click the cell below the Duration column, Type duration required, and then press

Enter.

You can also click the up and down arrows to enter or change the value in the

Duration field.

2. Project Draws a Gantt bar for the task.

4.2.2 Entering a duration

For entering the duration,

1. Click the cell below the Duration column, Type duration required, and then press

Enter.

You can also click the up and down arrows to enter or change the value in the

Duration field.

2. Project Draws a Gantt bar for the task.

Key in duration in

Duration column

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4.3 Critical Path Method (CPM)

Up to Chapter 4.2, the entered information are (i) task, (ii) working time, (iii) holiday/

exception, (iv) relationship between task, (v) resources, and (vi) duration. To manage the

project, the information on early start (ES), early finish (EF), late start (LS), late finish (LF),

total float (TF), free float (FF) and the duration of the project are required. The calculation

using the Critical Path Method (CPM) is a basis in Microsoft Project software. The purpose

is to determine total time to complete a project and the times each activity can start or must

start to ensure the project can be completed in a given time frame.

To illustrate the computations on the precedence diagram, a simple network is developed

based on the information in Table 1.

Table 1: List of Activity

Activity Duration (days) Predecessor(s)

A 1 -

B 9 A

C 5 A

D 5 B,C

E 4 C

F 4 D,E

G 6 E

H 1 F,G

Figure 20: PDM

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Forward pass calculation to identify ES and EF (EF = ES + Duration)

The backward calculation to identify LF and LS (LS=LF – Duration)

10

6

15

10

19 16

1

10

13

15

4

9

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Calculation of TF (TF = LF – ES – Duration)

The critical activity is when total float (TF) is equal to zero (0). It means the activities cannot

be delayed. If any activity in the critical path is delayed, the project could not complete as

planned. It also indicates the longest path in the project. Thus, the critical path for this

example is A B D F H.

Using the same example, if the project starts on 3rd January 2022, and the working schedule

as given in Figure 21: Working Schedule, determine the project finish date.

Figure 21: Working Schedule

Working schedule:

Monday to Saturday

8 am – 12 pm, 1 pm – 5 pm

Non-working day:

Sunday

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3/1 3/1

4/1

4/1 8/1

13/1 14/1

13/1

8/1

19/1

10/1 13/1

20/1

19/1

13/1

24/1

14/1 20/1

24/1

20/1

25/1 25/1

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5 FINALISING A PROJECT

5.1 Setting up Project Deadline

The deadline was set in the contract, and it was agreed upon by the parties involved.

Meeting the deadlines and avoiding a delay is crucial. For that reason, Liquidated

Ascertained Damages (LAD) is imposed if the contractor fails to meet the deadline.

5.1.1 Set up Deadline

1. Go to Project Finish task. Right-click the mouse.

2. Click Information. On an Advance tab, Constraint task, Deadline. Choose a

Contract Finish Date. Then click OK.

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3. Green Arrow will appear at the Project Finish task to show the deadline of the project.

5.1.2 Auto-Schedule Task

To ensure the Microsoft Project automatically updates our project, all tasks should be in

"Auto Schedule" mode. The "Auto Schedule" function lets the Microsoft Project

automatically calculate the Start, Finish, and Duration values for this task based on

dependencies, constraints, calendar, and other factors. It calculates the values using CPM.

1. Highlight all activities by click the left corner column.

Deadline

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2. On the Task tab, choose Auto-Schedule. Then, the project will automatically

update.

3. To view a critical activity, on the Format tab, on the Bar Style, click Critical Tasks.

Click here

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4. All the critical activities will change colour to red.

5.2 Schedule Compression

In this exercise, you will find that the Finish Date exceeds Deadline for the project. To meet

the deadline, you have to apply schedule compression techniques.

Schedule compression shortens the project schedule without changing the scope to meet

schedule constraints, imposed dates, or other schedule objectives. Two techniques used in

schedule compression are CRASHING and FAST TRACKING. The other reason to compress

the schedule is:

a. The client wants to complete the project early

b. Opportunity to get other projects if project complete early

c. The contractor may have a monetary incentive to finish ahead of schedule

This step shows the importance of creating a duration calculation table (4.2.1.2). A technique

used in schedule compression is excellent when no extra cost is added. For this reason,

before applying fast-tracking techniques, we might consider reducing the RISK upon

calculating a duration before this.

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Example

Choose any critical activity that you think have a low risk.

Activity Production

rate/day

Number of

workers

group

Duration Risk

New

estimated

duration

(days)

Floor

finishes

m2 600 15 m2/ day/

group

2 20 days 4 days

(change to

2 days)

20 + 2 =

22 days

Ceiling m2 500 15 m2/ day/

group

1 12 days 6 days

(change to

3 days)

12 + 3 =

15 days

Then, change the duration for this activity in your project.

Further, we can apply fast tracking techniques. It is a technique to get back on schedule and

save time and effort by shortening the time it would otherwise take to complete a given

project. Fast Tracking in Microsoft Project can be determined by the use of lag/lead time.

Example:

Before Fast Track

After Fast Track

Brickwork

Electrical Wiring

-X days

Brickwork

Electrical Wiring

| Page | 49

Please identify the activity suitable to apply the Fast Tracking technique.

If there are no other activities suitable for fast-tracking and reducing the risk, you have to

consider adding resources by using crashing techniques. Crashing is a technique where

extra resources are added to the project to compress the schedule and decrease the total

project time duration by the least cost. However, it is limited to the maximum number of

workers for that activity.

Example:

Activity

Number

of

workers

group

Quantity Productivity rate Duration

Floor finishes 2 600 m2 15m2/group/day 22 days

After crashing;

Activity

Number

of

workers

group

Quantity Productivity rate Duration

Floor finishes 3 600 m2 15m2/group/day 16 days

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The duration is shortening with the increase in production rate.

To change the number of resources units, go to Task, right-click, and Task Information

dialog box will appear. Choose resources. Change the number of units.

The Duration for "Floor Finishes" will change to 14.67 days. The Microsoft Project does not

consider the risk as calculated before. So, change the duration to 16 days (Consider risk two

(2) days), and the warning will appear. Then choose, "Increase work but keep the hour's

resources work per day (units) the same.

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Now, the finish date is 30th June 2022 (before the project deadline).

As all the data (task, working schedule, dependent, constraint, resources) has been

confirmed and the project plan meets the deadline, change the performance bond and

insurance duration to (current duration for preliminaries – 1 day).

Note: the duration with ? means the duration is not confirmed.

Example: Current duration for Preliminaries is 144 days. So, the Performance bond

and insurance duration are 144 days – 1 day = 143 days. (The performance bond is

usually deducted during interim payments).

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5.3 Assigning Cost to Task

1. Go to the View tab, Choose Table, Cost.

2. Enter the cost of each activity in the Fixed Cost Column.

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3. The cost of each summary task will be automatically calculated in the Total Cost

Column.

4. To change the symbol of $ to RM, choose tab File, Options, Display and change the

currency by selecting MYR (if needed).

Enter cost in Fixed

Cost column Total cost will

automatically

update in Total Cost

column in Fixed Cost

column

| Page | 54

5.4 Save a Project Baseline

A baseline is an original plan consist of important values in a project plan. A baseline can be

used as a reference and for future comparison. A baseline also can be called a Master Work

Programme.

1. Go to the Project tab, on Schedule group, choose Set Baseline.

2. Choose Set Baseline, then click OK.

5.5 Developing a Financial S-Curve

1. Go to Report tab, on Export group, choose Visual Report.

2. On a Visual Report dialog box, Click on Cash Flow Report (Microsoft Excel) and click

View.

3. The Financial Report automatically export in a Microsoft Excel file (default view).

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4. The view shows a report based on quarter based. To expand the view into weekly

based, in Microsoft Excel file, go to Task Usage sheet and at the Quarter Column,

just click on the + sign.

Click

here

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5.5.1 Developing a Physical and Financial S-Curve

Usually, in the Malaysian Construction Industry, the Physical and Financial S-Curve is used.

The figure can be used to compare, for a certain time, the status of a construction project

in terms of Cost and Physical.

1. Go to the View tab in the Data group, click Table and choose Tracking.

2. At Task 1 (Summary task), column % Comp. key in 100%. Automatically all task is

completed 100%.

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3. This step is only used to get the data for developing Physical S-Curve. After the data

is taken, the value for % Comp. needs to be changed to 0%.

4. Change the view to Task Usage view, and in the View tab, click Table and choose

Summary in a Data group.

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5. On a working view, right-click at any cell and choose Detail Style.

6. On a Detail Style windows, Show (i) Cumulative Cost and (ii) Cumulative Percent

Complete at Show this field area.

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7. Then click OK.

8. To change the data in the weekly view, on the View tab, in a Zoom group, choose

the Timescale to Weeks.

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9. At Details Column, highlight Cum. Cost and Cum. % complete data for Task 1, copy

and paste the data in Microsoft Excel. Name the data following its value. Change the

Cumulative Cost data into Percentage Value.

(You may not be able to see the data. Do not change the zoom, it may change the

value).

10. Create the Comparison S-Curve (the unit must be in percentage) using a suitable

Chart. (After creating this data, please change the value of % Complete to zero (0),

as mentioned in Step 2).

Week W1 W2 W3 W4 W5 W6

Cumulative cost RM45,895.00 RM98,274.55 RM110,748.79 RM126,134.55 RM136,113.94 RM151,083.03

Cum. Percent Complete 2% 6% 9% 13% 16% 20%

Week W7 W8 W9 W10 W11 W12



Week W13 W14 W15 W16 W17 W18



Week W19 W20 W21 W22 W23 W24



Week W25 W26

Cumulative cost RM422,733.34 RM429,000.00

Cum. Percent Complete 97% 100%

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5.6 Creating a Project Report

Microsoft Project able to create and customised several types of graphical reports. For this

exercise, only Gantt Chart will be used.

1. Change the view of your project to View Gantt Chart, Table Entry.

2. In the Table area, appear all columns that you need to present your Gantt Chart, and

hide all the unnecessary columns. To do that, Click any column, right click your

mouse, and insert a column. To hide the column, just choose the column, right click

your mouse and choose Hide column.

3. Rearrange the column is needed.

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4. Zoom your project to "Entire Project".

5. Go to File, Print. On the Page Setup, you may change and edit all the information.

6. Then, you may print the report.

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5.7 Exercise

As a Project Planner at Bersatu Bina Sdn. Bhd. you are appoint to prepare a Construction

Work Programme for an approval by client for a project, “Cadangan Membina dan

Menyiapkan Sebuah Banglo Satu Tingkat di atas Lot 1256, Mukim Peserai, Batu Pahat,

Johor”.

1. Contract Duration : 3rd January 2022 to 2nd July 2022.

2. Contract Amount : RM 429,000.00

TENDER DESCRIPTIONS

Item Description Unit Quantity Amount

(RM)

A. Preliminaries

A.1 Performance Bond and Insurance Lump-Sum 71,500.00

A.2 Monthly report and progress photograph Lump-Sum 2,500.00

Working hours

No restrictions are placed on the Contractor on the working hours on-site, but he

shall comply with all Rules and Regulations affecting work and labour and the

State's National/ Public Holiday.

B Building Works

B.1 Structural works

B.1.1 Sub structure m3 48 86,790.00

B.1.2 Super structure m3 225 65,830.00

B.2 Architectural works

B.2.1 Wall m2 480 29,550.00

B.2.2 Floor m2 600 11,900.00

B.2.3 Wall finishes m2 480 35,850.00

B.2.4 Floor finishes m2 600 15,270.00

B.2.5 Ceiling m2 500 11,550.00

B.2.6 Door and window no 36 12,290.00

B.2.7 Roof m2 120 85,970.00

B.3 Mechanical and Electrical Works

(Nominated Sub Contractors Work)

Total 429,000.00

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Resource Planning

Resources Max. Available Resources Productivity rate

Excavation team 3 100 m3/ day/ group

Structural team 4 150 m3/ day/ group

Roofing team 2 100 m2/ day/ group

Masonry team 3 50 m2/ day/ group

Flooring team 1 70 m2/ day/ group

Ceiling work team 2 40 m2/ day/ group

5.8 References

1. Hairuddin Mohammad, Fadzil Hassan, Siti Khalijah Yaman. (2018) Construction

Handbook Series: Project Management, Construction Management and Site

Management, Penerbit UTHM

2. Oberlender, Garold D (2000). Project Management for Engineering and Construction

(2nd Edition). Singapore. McGraw Hill.

3. Pierce, David.R (2012). Project Scheduling and Management for Construction (4th

Edition). United States of America. Wiley.

4. Hinze, W.Jimmie (2008). Construction Planning and Scheduling (3rd Edition). New

Jersey. Pearson.

5. Wideman Comparative Glossary of Common Project Management Terms v2.1

Copyright R. Max Wideman, May 2001.

6. John C.Hildreth, Brian P. Munoz (2005). An Introduction to the Management

Principles of Scheduling. Virginia Tech.

7. A Guide to Project Management Body of Knowledge. PMI Standards Committee.

1996

8. Wideman Comparative Glossary of Common Project Management Terms v2.1

Copyright R. Max Wideman, May 2001

9. http://smallbusiness.chron.com/six-methods-estimation-activity-duration-project-

management-41782.html

10. Carl Chatfield and Timothy Johnson (2010), Microsoft Project 2010 Step by Step,

Microsoft Press.

11. Elaine Marmel (2010), Microsoft Project Bible, Wiley Publishing.

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