PLANNING AND SCHEDULING OF HIGH RISE BUILDING USING PRIMAVERA 2018

CHAPTER 1

INTRODUCTION

1.1 GENERAL
Project Management is the Application of knowledge, skills and Techniques to
project activities to meet project requirements. It is a strategic ability to do something
successfully for organizations, enabling them to patch the project results to Organizational
goals and thus, better compete in their markets. It can be also defined as the process and
activity of planning, organizing, inspiring, and controlling resources, procedures and
protocols to achieve specific goals in scientific or daily problems. A project is a temporary
aim designed to produce a special product, service or result with a defined starting and end
(usually time-constrained, and often constrained by funding or deliverables), undertaken
to meet eccentric goals and objectives, typically to bring about beneficial change or added
value. The temporary nature of projects stands in contrast with business as usual (or
operations), which are recurring, permanent, or semi-permanent functional activities to
produce products or services. In implementation, the management of these two systems is
often quite distinct, and as such requires the development of divergent technical skills and
management strategies. It has always been practiced casually, but began to evolve as a
prime profession in the mid-20th century.

1.2 COMPONENTS OF PLANNING AND SCHEDILING

1.2.1 Construction Planning

Construction planning is a fundamental and challenging activity in project

management and execution of construction projects. It includes the selection of
construction techniques, the definition of work task, the estimation of required durations
and resources of individual task, and identify the interdependency between different work
tasks.

1.2.2 Construction Scheduling

Scheduling is the process of determining the sequential order of the planned

activities, assigning durations to each activity and determining the start and finish dates of

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each activity. The project schedule provides a graphical representation of predicted task,
milestone, dependencies, resources requirement, task duration and deadlines. The project
schedule should be detailed to show each WBS to be performed, the name of the person
responsible to completing the task, the start and end date of each task, and the expected
duration of the task.

1.2.3 Time and Cost Control

Time control aims at to complete the project with contract duration. Time control
hinges on time performances and the sequences of execution of activities. The basis of
measuring activity time progress is the project master schedule of work. Time control
monitoring starts with measuring of time status of completed in-progress and nonstarter
balance activities. It uses time plan updating techniques to depict progress pictorially.
Project cost control aims at controlling changes to the project budgeted cost in contract
document.

1.3 SCHEDULING METHODS IN CONSTRUCTION

The most common scheduling method used in the construction industry is the Gantt
chart (Bar Chart) and Critical Path Method (CPM). Gantt chart (Bar chart) has gained wide
acceptance and popularity because of its simplicity and ease of preparation and
understanding. No ―theory‖ or complicated calculations are involved. CPM network can
show logic dependencies of activities, and estimate and predict the completion date of the
project based on mathematical calculations. But both Gantt chart and CPM are unable to
accurately model the repetitive nature of linear construction. This includes the inability of
CPM to provide work continuity for crews or resources, to plan the large number of
activities necessary to represent a repetitive or linear project (Harris, 1996), and the
inability of Gantt chart (Bar chart) and CPM to indicate rates of progress, and to accurately
reflect actual conditions. (Mattila and Abraham,1998). The consequence of this is that there
have been many attempts to find an effective scheduling technique for linear construction.
These include, but not limited to, the Line of Balance (LOB), the vertical production
method (VPM), the linear scheduling method, the repetitive project modeling (RPM), the
linear scheduling model (LSM), and the repetitive scheduling method (RSM). (Mattila and
Abraham,1998). All of these concepts and methods are the variations of LOB, which is

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originally developed in the manufacturing industry. This section discusses the popular
scheduling methods in construction industry, such as Gantt chart and CPM, review current
application of LOB and its variations, and indicates the inability of LOB in solving the
construction interferences of two or more utility lines.

1.3.1 Gantt Chart Scheduling Method

The bar chart was originally developed by Henry L. Gantt in 1917 and is called a
Gantt chart. A bar chart is ―a graphic representation of project activities which are shown
in a time-scaled bar line with no links shown between activities‖ (Popescu and
Charoenngam, 1995). It quickly became popular in construction industry because of its
ability to graphically represent a project‘s activities on a time scale. A bar chart has become
a vehicle for representing many pieces of a project‘s information. A project must be broken
into smaller, usually homogeneous components, each of which is called an activity or task.
Bar charts basically use the x-axis to depict time, and the y-axis is used to represent
individual activities.

Fig. 1.1 Gant chart depicting the tasks in a project

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1.3.2 Bar Chart

Bar charts have gained wide acceptance and popularity mainly because of their
simplicity of and ease of preparation and understanding. No ―theory‖ or complicated
calculations are involved. Anyone can understand them. Bar charts particularly appeal to
persons who do not have a technical background. For example, some clients and upper-
level managers may better understand the plan for carrying out a construction project by
looking at a bar chart than by looking at a schematic of logic network. The advent of the
critical path method (CPM) and the evolution of powerful computers, bar chart did not
perish or lose importance. Instead, they evolved to a different supporting role that made
them more valuable and popular. (Mubarak, 2003). The advantage of bar chart can be
concluded as:

 Bar charts are time scaled, the length of the activity bar represents the time
duration of the activity). Both the node, in the node networks, and the arrow, in
the arrow networks, are not time-scaled.

 Bar chart are simple to prepare

 Bar chart are easy to understand

 Bar chart are acceptable for presentation, especially for field people and people
who are unfamiliar with the CPM

1.3.4.1 Limitation

The main limitation of bar chart is lack of logical representation. Bar charts do not
reveal the answers of relationship. Although some software programmers tried to depict
logical relationships on bar charts, the result was not always clear. The logic lines would
get tangled, and unlike networks, bar charts do not allow the length of the bars to be
changed or moved around to make items clearer or look better. (Mubarak, 2003). While
applying the bar chart to linear construction project, a huge diagram would repeat n times
in scheduling linear and repetitive project. And the bar chart is unable to indicate progress
rate and actual location.

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Fig. 1.2(a) Bar chart for placing slab on grade

Fig. 1.3.2 (b) Bar chart in construction of a building

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1.3.3 Network Scheduling Method

One of the major network scheduling methods which have been used in the
construction industry is CPM (critical path method). This method involves the use of a
geometric representation of flow chart which depicts the precedence between activities.
The critical path method (CPM) is a duration-driven technique in which the basic inputs
are project activities, their durations, and dependence relationships. Activity durations are
functions of the resources required (rather than available) to complete each activity. The
CPM formulation assumes that resources are not restricted in any sense (Ammar and
Mohieldin, 2002). The use of network techniques and CPM by construction companies has
reached a steady level after the enthusiastic boom of the early 1960‘s. Computer
programmes eliminate the need to prepare a network, but the network notation provides an
easily understood output format for management personnel. (Lutz and Hijazi,1993)

1.3.3.1 Advantages of Network Scheduling Method

When comparing bar charts with networks, three advantages over bar charts.

 Network show logic, the relationships among the activities. Bar charts do not

 Networks can better represent large and complicated projects.

 Networks can estimate, or predict, the completion date of the project, or other
dates, on the basis of mathematical calculations of the CPM

1.3.3.2 Limitation of Network Scheduling Method

Comparing to bar charts, network scheduling is not time scaled. It requires

practitioners to be trained to understand the CPM. From the authors‘ experiences, the
presentation of CPM is not as acceptable for field people as bar chart. And resource
information can not be loaded in CPM. Some scheduling software vendors tried to take the
advantage of time-scaled feature of bar chart and impose it on network which some persons
called time-scaled logic diagrams. On the other hand, there is evidence that contractors do
not use networks in highly repetitive jobs because of their belief that high repletion would
reduce the chances of successful scheduling and control by networks (Arditi and Albulak,
1986). For example, network method presents complications in projects of repetitive nature

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such as high rise building construction. CPM-based techniques have been criticized widely
in the literature for their inability to model repetitive projects (Russell and Wong, 1993).
The first problem is the sheer size of the network. In a repetitive project of n units, the
network prepared for one unit has to be repeated n times and linked to the others; this
results in a huge network that is difficult to manage. This may cause difficulties in
communication among the members of the construction management team. The second
problem is that the CPM algorithm is designed primarily for optimizing project duration
rather than dealing adequately with the special resource constraints of repetitive projects.
The CPM algorithm has no capability that would ensure a smooth procession of crews from
unit to unit with no conflict and no idle time for workers and equipment. This leads to
hiring and procurement problems in the flow of labor and material during construction
(Arditi, Sikangwan, and Tokdemir, 2002). A new format was developed for work of a
repetitive nature, such as work on floors in a high-rise project, or work on sections in
underground pipe line or utility line project. In the pipe line or utility line instance, the use
of basic CPM was laborious; the input for work on a typical section was duplicative and
tedious. Further, once the schedule had reached the typical section, it was possible to
predict a result through basic arithmetic without the use of a computer. This suggested that
there were ways of graphing the result other than network presentation; this realization
resulted in the development of some methods for use in linear and repetitive projects. Line
of balance (LOB) method is one of them using a unit network to portray repetitive
activities.

Fig. 1.3 CPM used in construction of a building

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1.3.4 Line Of Balance (Lob)

The line of balance (LOB) method was originated by the Goodyear Company in
the early 1940s and was developed by the US Navy during the Second World War for the
programming and control of both repetitive and non-repetitive projects (Turban, 1968). A
common characteristic of LOB techniques is the typical unit network. Representative
construction projects that fit into this category are a repetitive housing project or a high-
rise building. (Lutz and Hijazi, 1993) Typical process production or flow line curves are
depicted in Figure1.4. The Figures 1.4 depicts the balanced production flow line of high
rise building and unbalanced production flow lines. For example, the sequence of processes
for a high rise building construction project may include form erection, steel installation,
concrete placement, form removal, curtain wall installation, and glazing. The production
curves for activities are plotted as a function of time. The production rate for a process can
be determined from its slope. The horizontal distance between the production curves for
two consecutive activities at given location indicates the time buffer. The difference
between the cumulative number of production quantities delivered and the LOB quantity
at any given time is termed the ―criticality‖. The negative criticality indicates the actual
progress is less than the production forecast. The LOB is a quantity-time diagram. It
focuses on the required delivery of completed quantities. Linear construction projects often
consist of repetitive processes which have different production rates. This phenomenon of
production rate imbalancehas the potential for negatively impacting project performance
by causing work stoppages, inefficient utilization of allocated resources, and excessive
costs. Production rate imbalance occurs when the production curves of leading processes
intersect the curves of following process because of different production rates and
insufficient lag between start times of processes.

The LOB can determine at any time (Lumsden, 1968):

 Shortage of delivered materials which may impact production;

 Materials which are being delivered in excess which may cause additional material
handling or require additional storage space;

 The jobs or processes which are falling behind and the required rate of acceleration to
satisfy the required LOB quantities;

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 The jobs or processes which are ahead of schedule which may b e placing heavier demands
on operating capital than necessary.

1.3.4.1 Benefits and limitations

The major benefit of the LOB methodology is that it provides production rate and
duration information in the form of an easily interpreted graphics format. The LOB plot
for a linear construction project can be easily constructed, can show at a glance what is
wrong with the progress of project, and can detect potential future bottlenecks.

Although LOB methodology can be used to aid in the planning and control of any type of
project it is better suited for application to repetitive projects as opposed to non-repetitive
projects. A limitation of the LOB methodology is that it assumes that production rates are
linear. Due to the stochastic nature of construction processes, the assumption that
production rates of construction projects and processes are linear may be erroneous.
Additionally, the objective of many planning techniques based on the LOB concept is to
reduce project duration with little regard for project cost.

Fig. 1.4 Balanced production curves for repetitive processes

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1.3.5 Comparison Of Current Scheduling Methods

Although scheduling methods, such as Gantt chart and CPM are popular in the
construction industry. The applications of these popular methods do have problems in
scheduling linear construction projects. The LOB and its variations are beneficial to linear
construction. The researchers apply them to the activity level of linear project. It
application in construction industry is limited (Table gives the comparison of Gantt chart,
CPM, and LOB on their advantages, limitations, relationships, and application in linear
construction project).

In addition, the current LOB and its variations have not solved the location interference
problems in the underground utility project. For the underground utility project, the layouts
of several utility lines are diverged. But on some locations, these utility lines intersect with
each other, one over another. The construction of each utility line must be sequenced in
this situation to avoid workspace conflicts, and to provide work continuity for crews or
resources. The Gantt chart and critical path method (CPM) scheduling technique are
populous in construction projects for the easy-to-use softwares, such as Primavera Project
Planning. Traditionally CPM scheduling has originally been applied to industrial process
and later been introduced to the building construction projects. The technique has also
Time, cost, quality target and participation satisfaction have been identified as the main
criteria for measuring the overall success of construction projects (Dissanayaka and
Kumaraswamy, 1999). Of these, cost and time tend to be the most important and visible,
always considered as very critical because of their direct economic implications if they are
unnecessarily exceeded. This study to compare time performance of the conventional
method of construction for high- rise residential and Industrial Building System (IBS)
method by formulate benchmark measures of industry norms for overall construction
period using scheduling simulation modeling. Such model development necessitated the
enumeration of a group of significant.

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1.3.6 About The Software

PRIMAVERA SYSTEMS, Inc was a private company providing Project Portfolio

Management (PPM) software to help project-intensive organizations identify, prioritize,
and select project investments and plan, manage, and control projects and project
portfolios of all sizes. On January 1, 2009 Oracle Corporation took legal ownership of
Primavera. Primavera Systems, Inc. was founded on May 1, 1983 by Joel Koppelman and
Dick Faris. It traded as a private company based in Pennsylvania (USA), developing
software for the Project Portfolio Management market. To help expand its product
capabilities, Primavera acquired Eagle Ray Software Systems in 1999, Evolve
Technologies (a professional services automation vendor) in 2003, ProSight [2][3] (an IT
portfolio management software vendor) in 2006, and, in the same year, Pertmaster (a
project risk management software vendor). In 2008, Oracle announced it was acquiring
Primavera, turning it into the Primavera Global Business Unit (PGBU).In 2011, Joel
Koppelman announced his retirement and was succeeded by Mike Sicilia, SVP and
General Manager. The co- founder, Dick Faris, remains in the PGBU as Sr Vice President,
Customers. On 8 April 2013[1] Oracle Corporation announced the release of version 8.3
of Primavera P6 Enterprise Project Portfolio Management. This version was stated to
enhance and extend previous work, improved reporting, user experience and application
integrations. This version incorporated material from Oracle acquisitions of Skire and
Instantis in 2012. In 2012 Primavera P6 EPPM, upgrade Release 8.2, added capabilities
for governance, project-team participation, and project visibility.

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1.3.7 Tools Of Primavera

a) EPS

The EPS is a hierarchy used to organize projects, and to associate Organizational

level security with that project structure. While creating the enterprises project structure,
must identify an OBS element, or person responsible for each node and project within EPS.

b) Calendars

Calendars are an important part of project schedules used. The calendar will
demonstrate all working and non-working days for the project, including suspensions,
holidays, in Oracle’s Primavera P6 Enterprise Management Portfolio (P6). In P6, calendars
can be assigned globally to the project, (Global Calendar) as well as to each individual
activity (Project Calendar). Project calendars are assigned to individual activities in the
project.

c) Relationship Types

Finish-to-start (FS), Start-to-start (SS), Finish-to-finish (FF) and Start-to-finish

(SF).By changing the relationship types between activities; project completion can be
gained or lost.

d) Finish-to-Start (FS)

A relationship between activities in which the start of a successor activity depends

on the finish of its predecessor activity.

e) Start-to-Start (SS)

A relationship between activities in which the start of a successor activity depends

on the start of its predecessor.

f) Finish-to-Finish (FF)

A relationship between activities in which the finish of a successor activity depends

on the finish of its predecessor.

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g) Start-to-Finish (SF)

A relationship between activities in which a successor activity cannot complete

until its predecessor starts.

h) Degre

A positive or negative increment of the unit of time used in the schedule (also
known as Lag). Thesimplest of these relationships, is one in which one activity must be
completed before the next one can begin. This is known as a Finish-to-Start (FS)
relationship.

i) WBS

The work breakdown structure (WBS) is a hierarchical system that represents the
construction project in increasing levels of detail to define, organize and display the project
work in measurable and manageable components.

Fig. 1.5 Building construction using primavera

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CHAPTER 2

LITERATURE SURVEY

2.1 GENERAL

This chapter provides the details and publications of various authors on few
literatures available on the topics related to planning and scheduling of high-rise building
using primavera.

It also includes the important details such as Gantt chart, CPM & LOB used in the aspects
of construction management.

2.2 Mr. Khan Muhammad Maaz Abdul Aziz (2012)

“High rise building using computer applications”

In his paper, has given a better understanding of planning and scheduling of a

High rise buildings using computer applications. Indian cities are witnessing immense
demographic expansion due to migration from surrounding villages leading to urban
sprawl, housing demand, rise in cost of land.

Industries, trade and commerce activities and number of educational centres in cities
attract floating population from all their surrounding villages and districts. Thus there is a
necessity that for a young nation like India, its civil engineers must be well equipped with
the knowledge of a high rise buildings.

2.3 P M Wale , N D. Jain , N R Goshen, S R Beniwal , A A Mir

(May-jun. 2015)

“Scheduling technique using network models”

To study the scheduling technique using network models (CPM). To reduce the
total duration then the actual executed project’s duration. Ease of work for the labour.
Construction of buildings using traditional way proves to be uneconomical and consumes

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more time with many complexity and enormous error with actual execution of the project.
Traditional way of planning doesn’t subdivide the main task which in the future gets hurdle
over allocation of resources, improper judgement of resources for particular activities etc.

 Set weekly targets to contractors instead of monthly targets.

 Recruit or train the project managers and engineers to use software during planning,
scheduling and tracking.

2.4 Hisham A. Abou Ibrahim and Farook R. Hamzeg

“Existing formwork planning method”

Formwork layout planning for efficient formwork operation focuses on minimizing

the number of nonstandard panels and the total number of panels. Standard panels have
regular coupling holes and shape, and are non-oriented and easy to install and dismantle
with their constant and regular types of procedure for linking to beams and support units.
Furthermore, the proportion of standard panels should be as high as possible, so that the
work space under the installed panels would secure a more spacious and neat condition
improving work productivity. With this background, the current procedure for layout
planning of aluminum formwork is a six-step process as follows.

(i) The layout planning area is set up without structural members such as columns and
walls.

(ii) The standard forms, in particular panels of size 600 × 1200, are placed along the
long span direction of the floor plane.

(iii) Semi standard panels are arranged around structural members, considering the
remaining area. A trial-and-error method is used until the uncovered area is
minimized.

(iv) Nonstandard panels are arranged in the remaining area.

(v) Beam units and supports should be drawn around panels to finish the layout
planning.

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(vi) The responsible manager selects the best alternatives considering the number of
forms and the proportion of standard forms.

2.5 SUBRAMANI.T AND CHINNADURAI.K (2015)

“Industrialized Building System (IBS)”

Has discussed that long-introduced Industrialized Building System (IBS) has

promised to solve and improve the current construction method and scenario in our
country, but the IBS method has not gained enough popularity.

One of the reasons is due to lack of research works done to quantifying the benefit
of IBS especially in construction time saving. One of the reasons is due to lack of research
works done to quantifying the benefit of IBS especially in construction time saving.

This enables project managers, planners, planning controllers and other associated
professionals to have instant access to all the project information they require at the touch
of a button

Also from this study shown not all IBS components can improved to the overall
construction duration, however by adopting IBS components can improve and expedite the
construction

2.6 ANDREW FERNANS TOM AND SACHIN PAUL (2013)

Have proposed that project monitoring and control is the process of collecting,
recording, and reporting information concerning project performance.

Project controlling uses the data from monitor activity to bring actual performance
to planned performance.

A comparison between the planned progress of construction work and actual

progress is performed in this study using project management software Primavera P6.

Despite well-established principles and policies of project monitoring the process

itself may not be efficiently accomplished in a project, because of those practical problems
existing or arising in the project Such an attempt in realizing the practical problems in

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implementation of project monitoring and control will contribute to proper recognition of

the problem areas and putting in place the control process to rectify the deviations.

2.7 BOSKEE SHARMA AND LABH.K.N (2012 )

Has illustrated that construction project shall employ the latest and the best
available project planning and management package. Primavera project management, one
of the most sought after software package employed by a large group of industries, world
over. The project planning and management aims to ensure the project deliverables are
completed and delivered in time, within the stipulated cost, and meets the stakeholder’s
requirements and expectations.

It also adopts methods, control processes in monitoring and implementation to

reduce as best as possible any changes of failure at some stage or another. The planning
process for a building construction with some alternative schemes such as execution
schedule, activities relationship, resource allocation etc. has been attempted to examine the
consequence of overall implementation in terms of scope, time and cost to the project.

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CHAPTER 3

OBJECTIVES & METHODOLOGY

3.1 Objectives

The objectives of this study are:

 To plan and schedule project with all basic relationship using primavera p6.

 To compare between planned duration and actual duration.

 And tracking of project using EVM method.

 Ensure cost variance in project.

3.2 Methodology

The research methodology in this paper serves as a guide in achieving the objectives
of the study and discusses in details the research procedures, from how the data is collected
till how it is processed and analyzed to achieve the objectives and scopes of the study. It
involves the identification and further understanding of the research topic, which consists
of problem statement, research objectives and scope of studies. Literature review has been
done on several references, either from electronic journals, books, magazines, articles and
so on to further enhance the understanding on the research topic.

3.2.1 The methodology adopted

 The methodology was developed on planning and scheduling of high rise buildings.

 Planning and scheduling is done for better efficiency and to avoid wastage of
resources.

 Primavera is used for the scheduling and planning techniques to yield maximum
efficiency.

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3.2.2 Flow chart of methodology

Fig. 3.1 Flow chart depicting the methodology adopted for the project

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3.3 EXPECTED OUTCOME

 Due to increasing competitive environment, construction companies are forced to be

more efficient and achieve competitive operation advantage.

 The benefits of effective planning, scheduling and control of construction projects are
reduced construction time, reduced cost overruns and the minimization of disputes.

 It helps to avoid the construction interruption, keep the continuity of crew work, and
avoid delay of construction and cost overruns.

 Using PrimaveraP6 optimizes management off resources, reduces inconsistencies,

errors. Allows project managers to break large projects into smaller, achievable
projects, tasks and activities.

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REFERENCES

 JOURNALS AND CONFRENCE PAPERS

[1]. P M Wale , N D. Jain , N R Godhani , S R Beniwal , A A Mir (2015), “PLANNING AND

SCHEDULING OF PROJECT USING MICROSOFT PROJECT”, e-ISSIN:2278-1684.

[2]. Dinesh.M and Kaleeswaran.S (2017), “PLANNING, SCHEDULING AND TRACKING OF

RESIDENTIAL BUILDING USING PROJECT MANAGEMENT SOFTWARE”,
ICRTCETM-2017.

[3]. T . Subramanian, A. Saruman, J . Jayalakshmi (2014), “PLANNING AND SCHEDULING OF

BUILDINGS USING PRIMAVERA”, ISSN : 2248-9622.

[4]. Unmesh. Y . Polekar and Rohit. R. Salgude (2015), “PLANNING , SCHEDULING AND
TRACKING OF A RESEDINTIAL PROJECT USING PRIMAVERA SOFTWARE” ,
ISSN:2321-7782.

[5]. V.dhanalakshmi (2012), “ HIGH COST INFRASTRUCTURE REPORT MONITORING BY

P6”, international conference on engineering innovations and solutions.
[6]. P. Esakki Thangam, R. Magdalene Benila (2016), “ PLANNING, SCHEDULINGAND TIME
MANAGEMENT OF SIX LANES ROAD CONSTRUCTION WORK AT V.O.C PORT
TRUST USING PRIMAVERA P6 SOFTWARE”, International Journal of Science Technology
& Engineering, Volume 2, Issue 11.
[7]. Vipin Kumar Dr. Shreenivasreddy Shahpur Maneeth P. D. Brijbhushan S (2017), “ANALYSIS
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