University of Vocational Technology

Bachelor of Technology in Construction Technology and Resource Management

CONSTRUCTION PLANING
Assignment 3

Instructed By : Dr:T.Kasun Nandapala Name :

P.S.P.GUNASINGHE

Registration Number : CTRM/17/B1/05 Date of Submission : 16/07/2019

Table of Contents

1.0 Introduction to organization ............................................................................................. 3

2.0 Project details ................................................................................................................. 4
1.Precedence Diagrams........................................................................................................ 5
1.1 Practicality of precedence diagram .............................................................................. 7
1.2 Advantages of precedence diagram ............................................................................ 7
1.3 Disadvantages of precedence diagram ........................................................................ 8

List of figure

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1.0 Introduction to organization

Bitulink Emulsion (Pvt) Ltd is the company which I was worked. It is a limited liability (Pvt) Company
which was incorporated under the company's ordinance No: 51 of 1938 (CAP 145) on 22nd June
2006. We are specialized in the field of bitumen emulsion such as emulsion CRS I, CRS II, CSS I and
cut back bitumen. We are the leading bulk supplier in the country and our production capacity
exceeds 60 Metric Tons of decanted bitumen 60 Metric Tons of emulsion per day.
2.0 Project details

• Project :Conderminium apartment complex.

• Location :Aluthgama,Bogamuwa,

Yakkala.

• Description :8 fioors in this building.ground floor and half of the first floor is

vehicle park.4 houses in each floor.

• Contractor :Romata Properties and Construction (pvt)Ltd.

1.Precedence Diagrams

The precedence diagram method (PDM) is a tool for scheduling activities in a project plan. It
is a strategy for building a venture timetable system chart that utilizations boxes, referred to
as nodes, to speak to exercises and associates them with bolts that demonstrate the
conditions.

Precedence diagram method is a device for planning exercises in a venture plan. It is a

strategy for building a venture timetable system chart that utilizations boxes, alluded to as
hubs, to speak to exercises and associates them with bolts that demonstrate the conditions.
This method is likewise called the activity-on-node (AON).

The most significant advantage of using the Precedence Diagramming Method is that it
quickly allows the project team to understand all the scheduled activities and its affiliates
with each other.

Types of Precedence Diagramming Method Relationships

The noteworthy yield in the Sequence Activities procedure is the Network Diagram. In the
midst of the arrangement exercises process, the exercises that are clarified in the
characterize exercises procedure is sequenced as explicit exercises that depend upon
another. While the system outline demonstrates the venture exercises and exhibits the
interrelationships of exercises, the Precedence Diagramming Method (PDM) is the most
broadly perceived technique to draw system graphs. So it is typical for specific subsidiaries
and conditions between the exercises in Precedence Diagramming Method.

 Finish to start
Finish to start (FS) is the most common dependency type used between activities.
Action can't start before an ancestor movement finishes. By then, a Finish-to-Start
reliance should be available between these activities.
 Start to start
Start to start (SS) is a kind of dependency shows that two activities determine to start
together.
 Finish to finish
Finish to finish (FF) in a project illustrates that two activities in a project determine to
finish together.
  Start to finish
Start to finish (SF) a unique type of dependency on projects. it very well may be used
immediately alongside the inventory network materials for example. In this sort of
reliance, Activity B can complete simply after Activity A begins.

One of the advantages of drawing a project precedence diagram is that you can print and
stick in the project area. The precedence diagram enables the team to stay focused on
project activities.
 1.1 Practicality of precedence diagram

Block work in floor 1, Block work in floor 2, Plastering in floor 1, Plastering in floor 2, floor Tiling, and
wall tiling were done in the worksite. By using precedence diagram I can be shown the sequence and
critical path of works.

Activity Description Duration in days

A Block work in floor 1 6 At start
B Plastering in floor 1 8 After Block work in floor 1
C Block work in floor 2, 6 After Block work in floor 1
D Plastering in floor 2 8 After Plastering in floor 1
E floor Tiling 2 After A, B,C and D
F wall tiling 2 After E

6 6 14 14 22 22
0 0 6 6 14 14
A B D 24 24 25 25
0 6 0 8 0 8 22 22 24 24
E F
0 2 0 1
12 22
6 16
C
10 6

Figure 1: Precedence diagram for some works in the worksite

Critical path is

1.2 Advantages of precedence diagram

1.3 Disadvantages of precedence diagram

2.0 Resource aggregation, Resource levelling and smoothing

Resource aggregation is basically the summation, on a period-by-period premise, of the

assets required to finish all exercises dependent on the asset allotment did in the past stage.
The outcomes are generally indicated graphically as a histogram.

The outcomes are generally demonstrated graphically as a histogram. Such conglomeration

might be done on an hourly, every day, or week after week premise, contingent upon the
time unit used to allot assets.

At the point when a bar outline is utilized as the arranging device, the asset collection is
genuinely basic and clear. For a given bar graph, there is an interesting asset unit
accumulation outline which can be drawn underneath the bar diagram.

Why Resource aggregation is important in Project Management…?

By the word resources, I am referring to every one of the resources required for a venture,
for example, financial resource, natural resource, human resource, and so on. Resource
assignment includes the arranging of the considerable number of resources required for the
task. It encourages you to use just that much assets which are required. We as a whole
realize that economy is going during these time which have brought about an intense
challenge particularly concerning financial resources. The working expense of working
together has increased. Organizations have restricted spending plan for tasks so there is no
edge for you to waste or abuse any material.

2.1 Practicality

Figure 2: Resource aggregation for some works in the worksite

 Figure 3: Resource levelling for some works in the worksite

Resource levelling

Resource levelling is a procedure in task the board that neglects asset assignment and
resolves conceivable clash emerging from over-portion. At the point when venture chiefs
embrace an undertaking, they have to design their resources as needs be.
This will profit the association without confronting clashes and not having the option to
convey on schedule. Asset leveling is viewed as one of the key components to asset the
executives in the association.

Structure of resource levelling

Many organizations have a structured hierarchy of resource leveling. A work-based structure

is as follows:

 Stage
 Phase
 Task/deliverable

The majority of the previously mentioned layers will decide the extent of the undertaking and
discover approaches to sort out assignments over the group. This will make it simpler for the
venture group to finish the errands.

Advantages of resource levelling

Resource leveling recognizes awkward nature in asset distribution and keeps your assets
from staying at work longer than required. Given how your undertakings involve the basic
way, so as to completely receive the rewards asset leveling offers, you need to factor in the
time taken for your assets to reorient themselves on errands with broadly shifting yields. The
foremost advantages resource levelling poses are….

 It prevents project delays arising from bad allocation.

 It helps project managers identify and make use of unused bench time.
 It ensures your staff aren’t over-allocated when there is limited resource availability.
 It reduces the number of disruptions harming the schedule while giving your
resources breathing room between different tasks.

Resource smoothing

Resource smoothing is one of the project management tools used in the resource
optimization techniques. It is characterized as a procedure that changes the exercises of a
calendar model with the goal that all necessities for the assets don't go past as far as
possible as of now pre-characterized during the planing.

There are just a couple of reusable assets that are boundless in this manner the time
timetables must be forced and changed in accordance with deal with the restricted
accessibility of the assets in a given time. Asset smoothing is one of the instruments used to
accommodate the constrained assets and time yet an unexpected methodology in
comparison to resource leveling.

Defference between resource levelling and resource smoothing

 The following are a few differences between resource leveling and resource
smoothing:
 In resource leveling the project end date may change while in smoothing it does not
change.
 In resource leveling the critical path changes (generally increases) while in resource
smoothing it does not, and activities can be delayed within their float.
 Generally resource smoothing is usually performed after the resource leveling.
 In resource leveling resources are the main constraint while in resource smoothing
project end date is a constraint.

4. Crashing

Crashing is the technique to use when fast tracking has not saved enough time on the
schedule. Crashing refers to a particular variety of project schedule compression which is
performed for the purposes of decreasing total period of time. The reducing of the venture
term normally occur after a careful and through analysis of all conceivable task span
minimization choices in which all techniques to achieve the most extreme calendar length for
the least extra expense.

There are a number of standard and typical approaches to attempting to crash a project
schedule. One of the most usually used techniques for crashing an undertaking calendar
includes limiting the timetable action lengths while, in the meantime, expanding the task of
resources on calendar exercises.

Crashing involves including resources for a particular project activity. This is done so that the
project can be completed seamlessly and quickly, but this method tends to be costly.
Project crashing should be adjusted, settled on, and connected at the very beginning of an
undertaking for successful outcomes. It very well may be utilized when an undertaking falls
delayed and needs to make up for lost time or in the event that one needs to complete the
venture sooner than what was initially booked. crashing is the way toward adding assets to
one's undertaking to have the option to complete it quicker. It includes a monetary expense
as a rule. Slamming is the method to utilize when optimizing has not spared enough time on
the calendar. It is a method wherein assets are added to the venture for the least cost
conceivable. Cost and calendar exchange offs are broke down to decide how to get the best
measure of pressure for the least gradual expense. Smashing is costly in light of the fact that
we are adding more assets to the undertaking. Without a doubt, on the off chance that you
add more assets to a movement or venture, it will cost you more. It works for basic way (CP)
exercises where it is conceivable to abbreviate plans.

Crashing analyzes and categorizes activities based on the lowest crash cost per unit time
allowing the project team to identify those activities that will be able to deliver the most value
at the least incremental cost. The results of a crashing analysis are usually in a crash graph
with optimal cost-time point on an inverted dome shape of total cost line providing optimal
cost at moderate time.

5. Fast tracking

Fast tracking is a technique where activities that would have been performed sequentially
using the original schedule are performed in parallel. In other words, fast tracking a project
means the activities are worked on simultaneously instead of waiting for each piece to be
completed separately. But fast tracking can only be applied if the activities in question can
actually be overlapped.

When you have to pack a calendar, you ought to think about this system first, since
optimizing as a rule does not include any expenses. This method basically reworks the
exercises in the original shedule.

The benefit of fast-tracking is that it does not cost you any extra money; however, it comes
with some increase in risks as you are now performing many activities in parallel which were
initially planned in sequence.

Normally, consecutive exercises can be optimized by 33%. This implies if the past action is
66% finished, you can begin next movement. Here, the two exercises will be covered
somewhat. In spite of the fact that it will build the hazard, the degree of hazard effect should
be inside satisfactory cutoff points.
Fast-tracking helps you reduce the duration of the schedule within limits. If you continue to
fast track after this limit, it may increase the risk beyond acceptable levels and lead to
possible rework or future delays.

Figure 1:Fast traking

Advantages of fast traking

 Early project delivery

 Bringing project back on schedule
 Free up project resources early

Disadvantages of fast traking

 Lack of critical path knowledge

 Risk of rework
 Closely monitoring the critical path
6.Line of balance(LOB)

Line of Balance (LOB) is a management control process for collecting, measuring and
presenting facts relating to time, cost and accomplishment – all measured against a specific
plan. It shows the process, status, background, timing and phasing of the project activities.

LOB assists project management by:

 Comparing a formal objective against actual progress.

 Examining the extent of any deviations from specific plans, in terms of knock-on
effects.
 Identifying in advance problematic areas where corrective action may be required.

An line of balance diagram demonstrates the redundant task function as a solitary line on a
diagram. It contrasts from a bar graph which demonstrates a specific movement's span, by
demonstrating the rate at which the work must be embraced to remain on timetable, just as
the relationship of one exchange or procedure to the consequent exchange or procedure.

The "Line of Balance" itself is a realistic gadget that empowers an administrator to see at a
solitary look which of numerous exercises involving an intricate task are "in parity" - i.e.,
regardless of whether those which ought to have been finished at the season of the survey
really are finished and whether any exercises planned for future consummation are falling
bogged down. The Line of Balance graph contains just one component of the entire way of
thinking which incorporates various threat sign controls for all the different degrees of the
executives concerned.

Advantages of Line Of Balance

 Clearly shows the amount of work taking place in a certain area at a specific time of
the project.
 Has the ability to show and optimize the resources used for large number of
repeatedactivities, executed in several zones or locations.
 Easier cost and time optimization analysis because of all the information available
foreach activity in the project.
 Ease of setup and its superior presentation and visualization.
 Easier to modify, update and change the schedule.
 Better managing of all the various sub-contractors in the project.

Disadvantages of Line Balance

 Inability to generate a clear critical path of the project schedule, relative to the
oneprovided by CPM schedules.
 Could only be divided by location.
 In CPM scheduling the user could divide project by location and other systems
liketrades, in LOB only location.
 Productivity rates in LOB schedule do not include the effect of crews‟learning curve,
or if the individuals working in the crews changed.