Professional Documents
Culture Documents
Mohd Johari Bin Othman
Mohd Johari Bin Othman
This final year project report is issued as past of the requirements needed for the
award of Degree of Bachelors in Civil Engineering
NOVEMBER, 2006
ABSTRACT
vi
ABSTRAK
vii
TABLE OF CONTENTS
CHAPTER
TITLE
PAGE
TITLE PAGE
DECLARATION
DEDICATION
ACKNOWLEDGEMENT
ABSTRACT
ABSTRAK
TABLE OF CONTENTS
LIST OF TABLES
LIST OF FIGURES
LIST OF APPENDICES
i
iv
v
vi
vii
xii
xiii
xv
INTRODUCTION
1.1 Background of the study
L3 Objectives
Research methodology
1.5
LITERATURE REVIEW
2.1 Introduction
10
14
2.2.1
Gantt Charts
15
2.2.2
Milestone Charts
15
2.2.3
Bar Charts
16
2.2.4
Network Diagrams
18
2.2.5
19
(PERT)
2.2.6
20
22
viii
2.2.6.2 Forward Pass
22
23
24
24
24
2.2.6.7 Redundancies
26
2.2.6.8 Float
26
2.2.6.9Fragnets
27
2.2.6.10 Loops
27
28
2.3.1
Estimating
28
2.3.2
Types of estimate
28
28
29
2.3.3
Estimating durations
29
2.3.4
32
activity cost
2.3.5
33
2.3.6
34
2.3.7
35
35
2.3.9
36
39
39
41
2.4.3
42
2.5.1
43
45
lx
2.5.2 Purposes and Benefits of WBS.
46
48
50
Building Construction
2.6 S-Curve and its function in planning & scheduling
53
54
56
58
RESEARCH METHODOLOGY
3.1 Introduction
61
61
3.3 Interview
62
62
63
(Case Study)
3.6 Produce S-Curve for physical percentage of the
64
project
65
66
66
67
67
68
68
71
87
76
77
77
87
87
88
activities
4.4 Planning and Scheduling Using Microsoft Project
91
2003
4.4.1
Introduction
91
4.4.2
91
4.4.3
92
4.4.4
95
4.4.5
96
4.4.6
Entering task
97
Chart
97
View
4.4.6.2 Linking Tasks
97
4.4.7
Creating lags
99
4.4.8
Formatting columns
100
4.4.9
Assigning resources
101
102
103
103
105
107
109
xi
5
111
5.2 Conclusion
112
113
113
115
115
116
117
REFERENCES
APPENDIX A
119
APPENDIX B
149
APPENDIX C
150
xii
LIST OF TABLES
PAGE
4.1
Project information
4.2
4.3
67
89
108
xlii
LIST OF FIGURES
TITLE
FIGURES NO.
PAGE
1.1
2.1
12
2.2
12
2.3
21
(4types)
2.4
25
network
2.5
Finish redundancy
26
2.6
Start redundancy
26
2.7
32
2.8
40
2.9
44
2.10
Daily Production
55
2.11
55
2.12
57
2.13
58
2.14
59
4.1
71
4.2
72
4.3
86
4.4
93
4.5
94
4.6
Windows with toolbrs shown at the top and the View Bar shown
95
xlv
47
96
4.8
98
49
99
4.10
100
4.11
101
4.12
102
4.13
104
4.14
Bar with the Start date to the left and Finish date to the right
105
4.15
106
4.16
109
xv
LIST OF APPENDICES
APPENDIX. TITLE
PAGE
119
149
150
CHAPTER 1
INTRODUCTION
1.1
2
Planning and scheduling are basic to most things we, as humans, do. Planning is
the way organizes and sequence the tasks needed to accomplish a goal. There are plans
for meeting common goals, such as getting to work on time, and more formal plans,
such as those used by companies (such as a strategic plan, business plan, financial plan,
and ,marketing plan). The planning required to construct an office building requires the
identification of the tasks needed to complete the building and then the sequencing of
those tasks in their logical order. Scheduling is one component of the plan and aids in
visualizing the plan.
The scheduling part of the construction plan requires that the tasks or activities
are assigned a duration corresponding to the anticipated productivity of the crews doing
the work. When tasks have durations and are put in their proper order by identifying the
relationships they have with one another, a construction schedule is created. Scheduling
is just one part of construction planning, which may also include plans for safety,
community relations, material storage and handling, and environmental protection along
with the schedule to create the overall construction plan.
The construction schedule has many uses, beginning with its representation of the
initial construction plan. To be effective, plans must be monitored for progress. A
comparison of the progressed, or update, schedule with the project baseline, or original,
plan enables the manager to identify problems early. Adjustments can be made when
needed, and the effect of proposed changes can be simulated in the schedule, so that the
result can be assessed.
Two companies, DuPont and Remington Rand, collaboratively developed the Critical
path method (CPM) in the 1950s for the renovation, construction, and maintenance of
chemical plants. "DuPant's goal was to optimize and balance the lost opportunity costs
of a refinery's downtime with the increased costs of accelerating the renovation."
This critical path method evolved into what is known as the arrow diagramming
method (ADM) or activity on arrow (AOA) method. The ADM removed the statistical
component from the PERT critical path method and replaced it with a deterministic
method for assigning activity durations. Later, the precedence diagramming method
(PDM) evolved replacing the sin gle finish start-to-start relationship found in the ADM
with multiple types of relationships. Each advance has given the planner and scheduler
better tools for modeling reality.
A manager schedules to achieve control of not only time, but also cost, quality,
and safety. The schedule helps managers plan methods and procedures that will ensure
that the project objectives are met. The management team schedules in order to
accomplish activities in the most productive manner possible so that time is not wasted
on the project. Then, the schedule becomes the primary tool to communicate that
thinking and planning by the management team to all the shareholders in the project. In
specifically, according to (J.S Newit, 2005) these are benefits of scheduling:
i.
ii.
iii.
iv.
V.
Increase productivity
Give employees and subcontractors a goal to work toward
vi.
vii.
viii.
ix.
Although, every planning and scheduling has been carried out perfectly and
closely, this will not guarantee that the project will be completed successfully. A project
will not be successful if monitoring and controlling process is not being executed
according in the implementation of the project. Nowadays, the construction industry in
Malaysia is facing critical problem especially delays in the completion of project. And
even though the project has already been completed, there still exist the problem of
safety, quality and esthetic values.
For instances, the case of the MRR2 whereby it has to shut down from public
use, simply because cracking was found on it's piers. Another example would be the
cracking and settlements of various newly constructed school and computer laboratory
which was a big national issue last year. According to "Bulletin Engineur" December
2005, stated that one of the main reasons for this problem is the failure in monitoring
and controlling process. The project manager (JKR) not supervises closely (monitor)
how the contractor construct the work and failure in control the quality of work, cost,
time schedule according to the contract requirement. This scenario, gives us the
impression that the process monitoring and controlling is an integral part of construction
in order to balance the quality, cost and time.
We all agreed and it is save to assume that when it comes to big budget project,
no known project were able to completed on time, budget and quality. In respons to this,
it is vital for us to avoid or minimise the problem as much as we can. On the other hand,
we need to make a good start by effectively and efficiently planning and schedulling in
order to achieve our ultimate goal in the project life cycle. "Failing to plan is planning
to fail."
1.2
Problem statement
The extension of time (EOT) given to the contractor is actually not caused
incautious and mistake by the contractor, if the contractor facing that problem, therefore
they should liable and bare the extra cost due the delay problem. As a consequence, the
time will extent, cost will increase and for sure the quality of the project will be affected.
no
Furthermore, as the industry construction become more complex and increase in
size, as a consequences it's is difficult to the project manager to monitor and control
caused by ineffectively in scheduling and inadequacy of construction information.
Accordingly planning and scheduling need to implement satisfactorily and carefully
with the purpose of accomplish the project successfully within time, cost and quality
required.
7
1.3
Objectives
1.4
In order to achieve the objectives for this study, the scope of the study will be
focusing on:
1. The study only focusing on sequence of work for multi storey building
construction project.
2. The study will carried based solely on one project scheduling software
that is Microsoft Project
3. The area of study only covered the site construction in Pahang.
4. The budget cost for the project will be in between 30 to 100 million.
8
1.6
Research methodology
In completing this study, there are two methods will be used to obtain data namely:
Primary data: were collected through completed projects, personal interview
especially Project Manager and Planner Engineer in order to understand the
current practice on implementation Microsoft Project in term of Planning and
Scheduling.
Secondary data: were obtained from external sources such as books, journals,
internet and magazines.
The collection of literature review will be based on the current scenario on of the
construction industry today. Having the data collection on hand, it will then be analyzed
and results of the analysis will be based on the data collected through various channel.
The final level will see the conclusions and recommendation by the author in enhancing
the eligibility of the data collected. In Chapter 3, each stage of the methods of study will
be further discussed.
Introduction
Problem Statement
Research
Objectives
Searching
Information
Literature Review
Reference
Books
I I
Journal/
manazines
Study Case
Internet
Data Collection
Data Analysis
Conclusion &
Recommendation
Report Writing
Interview
CHAPTER 2
2.1
Introduction:
How we are going to plan? When a task will be performing? Who will be
working? When we discuss planning in the construction process, we need such a tools to
guide step by step what should we are going to do, that is schedule. In essence, a
schedule is a timetable of activities, such as determining "when" a certain task will be
Performed relative to other activities. The second is concentrating on a specified time
frame and then ascertaining "who" will be working (or needed) or "what" should be
occurring at a particular time. All of us are involved in planning and scheduling on an
ongoing basis. The degree to which we carry it out and the techniques we are vary
d epending upon the complexity of our situation and our need and objectives.
G enerally, Project management processes can be organized into five groups of one or
more processes each (PMI, 2000):
(i)
(ii)
(iii)
(iv)
(v)
Figure 2.1 and Figure 2.2 show the overlapping of process group in a phase and
interaction between phases respectively. (Gilbreath, 1986) has described "Dust
collectors" for unused plans and "Paper tigers" for unenforced plans which are among
the failure factors in a project construction.
Planning is a valuable process in project management and one with which we are
already familiar. After all, for example, how could we expect to take a holiday without
some preparation - getting passports, foreign currency, air tickets and appropriate
clothing? We will soon appreciate the risks we are expecting if we still proceeds with the
idea of taking a holiday without the preparation. Therefore, Planning has a purpose - to
prepare for an enabling process that can lead to a desired result (Young, 1993).
12
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