Presentation on theme: "CE 405 - SCHEDULING Review: Three fundamental steps in developing a Schedule are: Identify the Activities Determine the Durations Establish the Logical."— Presentation transcript:
1CE SCHEDULINGReview: Three fundamental steps in developing a Schedule are:Identify the ActivitiesDetermine the DurationsEstablish the Logical Inter-relationshipsActivities, Durations, Logic
2CE 405 - SCHEDULING Activities, Durations, Logic None of these three is really a single, stand-alone operationExperienced Schedulers often think of these three processes as a single process – especially the relation of durations to logic
3CE SCHEDULINGWhat is Logic in the context of a Construction Schedule?
4CE SCHEDULINGLogic is the relationship(s) that any given Activity has with all the other Activities in the Schedule.What interaction does this Activity have with the other Activities?If you change when or how this Activity is done – what happens to the other Activities? – ripple effect
5CE SCHEDULINGWhen you are developing the Logic of your Schedule –What is the primary consideration that you will be addressing if you want to get the work done as expeditiously as possible regarding each and every Activity?
6CE 405 - SCHEDULING Expedited Logic? What Activities must be completed before I can Start work on this ActivityWhat Activities can be worked on at the same time that I am working on this Activity.
7CE SCHEDULINGThe three terms that pertain to the Logic of your Schedule are:Dependencies
8CE SCHEDULINGThe three terms that pertain to the Logic of your Schedule are:DependenciesSequential work
9CE SCHEDULINGThe three terms that pertain to the Logic of your Schedule are:DependenciesSequential workConcurrent work
10CE SCHEDULINGWhat is your definition of Dependencies in a Schedule?
11CE 405 - SCHEDULING Definition of Dependencies? What work (Activities) must be completed before I can start work on this Activity [Predecessors]What work (Activities) can not start until work on this Activity is completed [Successors]
12Predecessor - controls the start or finish of another activity Successor - depends on the start or finish of another activityPredecessor to Act. BSuccessor to Act. B10-3
13CE SCHEDULINGWhat is your definition of Sequence?
14CE 405 - SCHEDULING Definition of Sequence? A group (string or chain) of Activities that proceed in a logical order – the preceding Activity has to be Substantially Complete before the follow-on Activity can start
15Sequence – A group of Activities that logically follow one after the other 10-3
16CE 405 - SCHEDULING Review: The term Substantially Complete was used on the preceding slide – what does it mean in relation to a Construction Activity (not the job as a whole)?
17CE SCHEDULINGSubstantially Complete is when work on a given Activity has proceeded to the point that work on following Activities can Start.Work on a CMU block wall can start even if the forms have not been stripped off the footings
18CE SCHEDULINGWhat would be the Activity Sequence for a CMU foundation wall?
19CE 405 - SCHEDULING Activity Sequence for foundation wall? Survey/LayoutExcavateForm/Place FootingLay CMU blockEach Successor Activity logically follows the Predecessor Activity
20CE SCHEDULINGThe third term associated with logic is concurrent – what does this mean?
21CE 405 - SCHEDULING Definition of concurrent? What other Activities can be worked on at the same time that work is proceeding on this Activity?
22Concurrent Activities Concurrent Activities – Activities that can be worked on at the same timeConcurrent Activities10-3
23CE 405 - SCHEDULING Definition of concurrent? After a building is dried-in and the interior is painted – what would be some of the concurrent Activities that could be worked on?First of all – what does dried-in mean?
24CE 405 - SCHEDULING Dried-in definition? All work necessary to “waterproof” the interior is completeShingles are on, doors and windows are in, siding/fascia/soffits are done, etc.
25CE SCHEDULINGWhat concurrent Activities can be accomplished after the building is dried-in and the sheetrock/painting are done?
30CE 405 – SCHEDULING CRITICAL PATH Primavera Combination Logic:BOTD and EOTD combinedForward Pass: EF = ES + Dur – 1Backward Pass: LS = LF – Dur + 1Total Float: TF = LS – ESor TF = LF – EFCritical Path: Sequence where TF = 0
31CE 405 - SCHEDULING Network Model Characteristics: 1. Discrete Activities2. Deterministic (vs Probabilistic) Durations3. Deterministic Logic4. Activities “Flow” from Start to Finish
32CE SCHEDULINGWhat is the definition of “deterministic”?
33CE 405 - SCHEDULING Definition of “deterministic”? You have “pre-supposed” (i.e. made your mind up) that things will proceed in a preconceived manner to an all ready decided end result (i.e. a foregone conclusion)Contrasted with “probabilistic”?
34CE 405 - SCHEDULING Definition of “probabilistic”? The likelihood (statistical) that a given alternative or option will happenConstruction Schedules require fixed Start and Finish dates to enable all the participants to Plan the progression of their workDeterministic = Reasonable Certainty
37CE 405 - SCHEDULING Review: What is a Milestone? A Milestone marks a “point-in-time” – but unlike an Activity, it does not consume any time within a Construction Schedule
38CE SCHEDULINGWhat are some examples of Milestones that you might build into your Schedule?
39CE 405 - SCHEDULING Examples of Milestones? Notice to Proceed (NTP) Usually considered to be the first day of your Schedule (Day 1)
40CE 405 - SCHEDULING Examples of Milestones? Notice to Proceed (NTP) Building “Dried-in”
41CE 405 - SCHEDULING Examples of Milestones? Notice to Proceed (NTP) Building “Dried-in”Contract Substantial CompletionWork on all Activities has progressed to the point that the Project could be used for its intended purposeLiquidated Damages not assessed
42CE 405 - SCHEDULING Examples of Milestones? Notice to Proceed (NTP) Building “Dried-in”Contract Substantial CompletionProject CompleteThe Owner has accepted the work and will make Final Payment
43CE 405 - SCHEDULING Activity-On-Node (AON) Networks: AON Networks are normally displayed as “boxes” connected with “lines”. The “lines” indicate some form of relationship between the “boxes” at each end.
44Red logic boxes= Critical Path“X-ed” boxes means Activity is complete.
45CE SCHEDULINGPrimavera software is based on the generic Precedence Diagramming Method (PDM).
46CE 405 - SCHEDULING Activity-On-Node (AON) Networks: By definition – preceding [Predecessor] Activities in an AON network must Finish before the following [Successor] Activity can Start. This is described as a “Finish-to-Start” relationship.
47CE 405 - SCHEDULING REVIEW: What were the four types of Activity Relationships that we covered during the Bar Chart discussion?
48CE 405 - SCHEDULING Four types of Activity Relationships: Physical SafetyResourcePreferential
49CE SCHEDULINGWhat is a Constraint in a Scheduling context?
50CE 405 - SCHEDULING What is a Constraint in a Scheduling context? Something that controls the accomplishment of an Activity
51CE SCHEDULINGWere the four Activity “relationships” that were just discussed potential constraints (physical, resource, safety, preferential)?
52CE SCHEDULINGWere the four Activity “relationships” that were just discussed potential constraints (physical, resource, safety, preferential)?Absolutely.What are some other common constraints you will encounter?
53CE 405 - SCHEDULING Other common constraints? 1. Financial Does the Owner have sufficient funding to pay for the workDo you (Contractor) have enough $ to buy materials and pay labor?Are your subs financially solvent?
54CE 405 - SCHEDULING Other common constraints? Financial Environmental –Spawning/Nesting periodsMonsoon/Runoff periodsDaily Noise Restriction timeframes
55CE 405 - SCHEDULING Other common constraints? Financial Environmental Contractual –Required completion of one phase before starting on another
56CE 405 - SCHEDULING Other common constraints? Financial Environmental ContractualRegulatory –Compliance with local, county, state, or federal requirements
57CE 405 - SCHEDULING What are the impacts of these common constraints? Reduce Scheduling FlexibilityLengthen Project DurationIncrease Project CostComplicate/Confuse your basic Scheduling Logic
58CE SCHEDULINGEvery Baseline Schedule overlooks some of these fundamental, basic common constraints.One of the reasons that Schedules have to be continuously updated.
59CE SCHEDULINGWhat will be the Predecessor for most of your initial Procurement Activities (i.e. Prepare Shop Drawings for Windows)?
60CE SCHEDULINGPredecessor for most of your initial Procurement Activities?Notice to ProceedThe only initial constraint for most Procurement Activities is having the Owner tell you to start workOftentimes you will start on your Submittals before receiving NTP
63ACTIVITY RELATIONSHIPS Think of a “Merge” as a “funnel” where the whole Project “necks-down” (i.e. a bottleneck) and has to flow through a single Activity.A “Merge” is also referred to as “Multiple Predecessor Logic”
65ACTIVITY RELATIONSHIPS A “Burst” is just the opposite of a “Merge” – once the Predecessor Activity is substantially complete, numerous other Successor Activities can start.A “Burst” is also referred to as “Multiple Successor Logic”
67ACTIVITY RELATIONSHIPS Logic BustsIncorrect – When your Schedule shows that you will be painting a wall before you hang and tape the drywall – the Predecessor is not a realistic constraint on the Successor activity
68ACTIVITY RELATIONSHIPS Logic Busts2. Open-Ends – Your Schedule should always Start with one single Activity (normally NTP); and should always Finish with one single Activity (normally Project Complete).
69ACTIVITY RELATIONSHIPS Logic Busts2. Open-Ends – When an Activity does not have a Predecessor, the Scheduling software default assumption is that the Activity starts on Day 1. This creates unrealistic durations and does not link Predecessor Activities.
70ACTIVITY RELATIONSHIPS 2. Open-Ends – When an Activity does not have a Successor, the Scheduling software assumes that the required Finish date is the last day of your Schedule. This creates an unrealistic duration and does not constrain Successors that are dependent on this Activity’s completion.
71Open Ends continued:FINISH1070START20305060809040NOTE: Recommend that each project have only two open ends, the NTP activity and the Project Complete activity.11-10
72Open Ends continued:Oops! Open ends!FINISH1070START20305060809040Notice the relationship between activity 30 and 50 is missing, creating two additional open ends. What will happen when this network is scheduled?11-10
73Open Ends:No predecessor - activity uses Project start date as its early startNo successor - activity uses project finish as its late finishOpen ended activities can portray an unrealistic amount of total float.11-10
74Open Ends continued:Oops! Open ends!FINISH1070START20305060809040Activity 30 “thinks” it has until the end of the job to get done.Activity 50 “thinks” it can start at the beginning of the job.Both have an unrealistic amount of float.11-10
75ACTIVITY RELATIONSHIPS Logic Busts2. Open-Ends – Fortunately for you, SureTrak provides an Error Report that lists the Activities in your Schedule with Open-Ends
76ACTIVITY RELATIONSHIPS Logic Busts3. Redundant – Usually develops in Sequential Activities where a Predecessor is shown to not only constrain the immediate Successor, but also “Successors-to-the-immediate-Successor”
77Redundant Logic – When an Activity is a Predecessor more than once for an Activity that occurs later in the Project10-3
78ACTIVITY RELATIONSHIPS Logic Busts3. Redundant – This becomes a problem when you have to revise your Schedule and you are unaware or overlook the secondary constraint
79ACTIVITY RELATIONSHIPS Loops – The infamous “Do Loop”As in “He’s stuck in a Do Loop.”
80ACTIVITY RELATIONSHIPS Loops – The infamous “Do Loop”It goes back to the Basic and Fortran 4 programming languages and “If-Do” commands.A common error caused the computer to “run in a circle” that it could not progress out of
81Circular Relationships (Loops): Loops indicate circular logic between two activities.Scheduling Software will not calculate a schedule until the loop is eliminated.SA1000SA1010SA102011-9
82ACTIVITY RELATIONSHIPS Loops – The infamous “Do Loop”Eventually the computer would “Time-Out” and reject your programThen you would go thru your box of computer cards, one-by-one, and try to figure out where your error was
83ACTIVITY RELATIONSHIPS Loops – “Logic Loops” (Circular Logic) are the same phenomenon, but SureTrak again gives you an Error Report that tells you which Activities are the problemThe computer is essentially just like a dog “Chasing-its-tail”.
84CE 405 - SCHEDULING Activity Numbering SureTrak automatically assigns numbers to your Activities as you load them into your Schedule. The default spacing is an increment of 10.Other than the fact that each Activity will have a unique number, these numbers are meaningless.
85CE 405 - SCHEDULING Activity Numbering Don’t waste your time trying to group your Activities by number – there are much easier ways to do it
86CE 405 - SCHEDULING Activity Numbering Work Breakdown Structures (WBS) – many companies have elaborate, extensive numerical coding systems used primarily for accounting or to develop historical estimating info. Each company has its own “twist” on these – we will not use them.
87CE 405 - SCHEDULING Activity Coding Systems These are what we will use in SureTrak to group, sort, organize, prioritize – whatever you want to do to select certain groups of Activities for the purpose that you need.
88CE 405 - SCHEDULING Activity Coding Systems You can assign Activity Codes at any time to as many Activities that you select – organizing your Schedule this way gives you infinite flexibility.
89CE 405 - SCHEDULING Activity Coding Systems SureTrak provides you with numerous Activity Code groups and you can also create your own specialized Activity CodesAt the end of the Semester, we will develop reports sorted and prioritized by Activity Code
90CE 405 - SCHEDULING Activity Coding Systems Some common Activity Codes are:ResponsibilityArea/PhaseTradeDepartment
94CE 405 - SCHEDULING Responsibility could include: Project Manager SuperintendentCarpentry ForemanMechanical SubcontractorSoil Testing FirmWhatever you need for the Job
95CE 405 - SCHEDULING Closing Comment For your Schedule to be the effective communication tool that it needs to be, the logic has to be complete and appropriately detailed so it “flows” in a coherent manner for everyone who uses it.