Fall 2024 Lecture 5: Project Scheduling and 4D Simulation PDF

BLDG 480/6241– Building Information Modeling in Construction Project Scheduling and 4D Simulation Dr. Jong Won Ma Assistant Professor Department of Building, Civil and Environmental Engineering...

BLDG 480/6241– Building Information Modeling in Construction Project Scheduling and 4D Simulation Dr. Jong Won Ma Assistant Professor Department of Building, Civil and Environmental Engineering Concordia University 1 Timeline Date Topics Assignment Due Week 1 (9/9) Lecture 1: Course Introduction & Lecture 2: Introduction to BIM Week 2 (9/16) Lecture 3: Setting Up a Project for Success & Lab 0: Hands-on 3D Modeling (Required reading: Chapter 1 – BIM Handbook & Chapters 1-2 – BIM PxP Guide, LoD) Week 3 (9/23) No class Lab 0 Week 4 (9/30) Lecture 4: Model-based Cost Estimating & Lab 1: Hands-on Model-based Cost Estimating Week 5 (10/7) Lecture 5: Project Scheduling and 4D Simulation & Lab 2: Hands-on 4D Simulation Lab 1 Week 6 (10/14) No class (Thanksgiving Day) Week 7 (10/21) Mid-term Exam & Group Presentations: HW1 (Groups 1 - 5) HW1 Week 8 (10/28) Lecture 6: Design Coordination & Lab 3: Hands-on Design Coordination Lab 2 & Synthesis Report Outline (for MASc & PhD students) Week 9 (11/4) Group Presentations: HW2 (Groups 6 - 10) HW2 Week 10 (11/11) Lecture 7: Construction Progress Monitoring Technologies & Lab 4: Hands-on As-built Lab 3 Modeling and Documentation & Guest Lecture – Revizto Week 11 (11/18) Group Presentations: HW3 (Groups 11 – 15) HW 3 Week 12 (11/25) Lecture 8: Last Lecture & Guest Lecture – Federico Pensa, Fayolle Canada Lab 4 Week 13 (12/2) Group Presentations: HW4 (Groups 16 - 21) & Final Exam HW 4 Week 14 (12/9) No class Synthesis Report (for MASc & PhD students) 2 Last class Recap ✓ Types of estimates ✓ Estimate methods per Design Phase ✓ UniFormat / MasterFormat 3 Overview Planning & Scheduling 4D BIM 4 Planning vs Scheduling Planning Scheduling 5 Planning vs Scheduling Planning Scheduling Process of determining how the project will be undertaken What? How? Who? Why? Where? When? How much? 6 Planning vs Scheduling Planning Scheduling Process of determining how the Deals with “WHEN” on a detailed project will be undertaken level Schedule What? How? Who? Why? Where? When? How much? when The Plan 7 Why Planning & Scheduling? - Better organization of the processes (scope & responsibilities) - Basis for communication & coordination (e.g., project managers, superintendents, and subcontractors viewing same up-to-date schedule – prevent delays, claims, change orders) - Increased efficiency (by optimizing the time and resources) - Better alignment with project goals through better management (e.g., semi-automation: computer-based progress monitoring & control tracking) 8 Planning & Scheduling Process 1. Establishing the goals & objectives 2. Identify project activities Planning 3. Determine activity relationships 4. Determine activity durations 5. Perform schedule calculations Scheduling 6. Revise and adjust 7. Monitor and control 9 Planning & Scheduling Process 1. Establishing the goals & objectives 2. Identify project activities 3. Determine activity relationships 4. Determine activity durations 5. Perform schedule calculations 6. Revise and adjust 7. Monitor and control 10  Establishing the goals & objectives Last Planner® System (LPS) – Lean Construction Institute Master Plan Project Set Milestones Phase Plan Phase Level of detail Specify handoffs Design Procurement Construction Turnover Collaborative Planning Time Lookahead Plan 6 Weeks Breakdown tasks Identify & remove constraints 1 Week Weekly Schedule Weekly work assignments Action reasons for plan failure Time 11 Planning & Scheduling Process 1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans 2. Identify project activities 3. Determine activity relationships 4. Determine activity durations 5. Perform schedule calculations 6. Revise and adjust 7. Monitor and control 12 Identify project activities Activity Types 1) Production Activities: Directly related to Issue structural construction involving labor, material, and equipment steel subcontract Prepare structural (e.g., erecting steel studs & placing concrete) steel shop drawings Review structural 2) Procurement Activities: Order, purchase, and steel shop drawings Fabricate structural deliver the materials and equipment steel Deliver structural 3) Administrative and Support Activities: “Secondary” steel to the construction process (e.g., “submit shop Erect structural steel drawings” & “approve shop drawings” 13 Identify project activities Very Complex… Appropriate (100 ~ 1000s Logics!! activities) Errors & Omissions... Oracle’s Primavera P6 14 Identify project activities Work Breakdown Structure (WBS) 15 Identify project activities Work Breakdown Structure (WBS) - Systematic way to describe components of a project schedule - Representation of the physical breakdown of the work to be performed www.workbreakdownstructure.com 16 Identify project activities Work Breakdown Structure (WBS) Procedure - Begins with the definition of the major systems or components - Divide the systems or components until you cannot – DETAIL! - Various ‘inputs’ from individuals – Office & Field Breakdown Criteria - Physical/Geographic area (e.g., large areas – same crews for duplicated work…) - Trade/Discipline (e.g., separate contracts between subcons) - Material – MasterFormat (e.g., concrete, masonry, metals, …) - System – UniFormat (e.g., substructure, shell, interiors, …) 17 Identify project activities Work Breakdown Structure (WBS) – By Area Autodesk’s CII AWP Guide for Construction Planning 18 Identify project activities Work Breakdown Structure (WBS) – By Trade 19 Identify project activities Work Breakdown Structure (WBS) By Material - MasterFormat By System - UniFormat National Research Council Canada 20 Identify project activities Work Breakdown Structure (WBS) By System - UniFormat By Material - MasterFormat 21 Identify project activities Coding System for Work Breakdown Structure (WBS) Trade Material - MasterFormat (e.g., Company Name) (e.g., Concrete) A1 – CN – B1010 – 33000 Area System - UniFormat (e.g., Building) (e.g., Floor Construction) **Unique & Clear 22 Identify project activities Work Breakdown Structure (WBS) Characteristics Benefits - Clear, Useful, and Comprehensive - Organization of Plan/Schedule - Allow Flexibility (Further revisions…) - Communication of Plan/Schedule - Unique - Contract tool (between subcons) 23 Planning & Scheduling Process 1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans 2. Identify project activities Work Breakdown Structure (WBS) 3. Determine activity relationships 4. Determine activity durations 5. Perform schedule calculations 6. Revise and adjust 7. Monitor and control 24 Determine activity relationships 4 Types of activity relationships Finish-to-Start (FS) Finish-to-Start Activity A Activity B Finish-to-Finish (FF) Start-to-Start (SS) Activity A Activity A Start-to-Finish (SF) Start to Start Finish to Finish Activity B Activity B Start-to-Finish Activity A Activity B 25 Determine activity relationships 4 Types of activity relationships Finish-to-Start (FS) Finish-to-Start Activity A Activity B Activity A must finish before Activity B can begin (Traditional relationship) Activity A Activity A Example Activity B Activity B ‘Install Rebar’ FS ‘Concrete Pour’ ‘Erect studs’ FS ‘Hang drywall’ Activity A Activity B 26 Determine activity relationships 4 Types of activity relationships Start-to-Start (SS) Finish-to-Start Activity A Activity B Activity A must start before Activity B can start Activity A Activity A Example Start to Start ‘Initiate the project’ SS ‘Activities Activity B Activity B begin’ ‘Assemble scaffolding’ SS ‘Paint Activity A Activity B exterior’ 27 Determine activity relationships 4 Types of activity relationships Finish-to-Finish (FF) Finish-to-Start Activity A Activity B Activity A must finish before Activity B can finish Activity A Activity A Example Start to Start Finish to Finish ‘Add wiring’ FF ‘Electrical Activity B Activity B Inspection’ ‘Place rebars’ FF ‘Complete wall Activity A Activity B forms’ 28 Determine activity relationships 4 Types of activity relationships Start-to-Finish (SF) Finish-to-Start Activity A Activity B Activity A must start before Activity B finishes Activity A Activity A Example Start to Start Finish to Finish ‘Roof parts delivery’ SF Activity B Activity B ‘Assemble roof’ Start-to-Finish Activity A Activity B 29 Determine activity relationships Lead & Lag Lead Lag The amount of time that an activity The amount of time that an activity precedes the start or finish of a must be delayed from the start or successor. finish of a predecessor Finish-to-Start with 2-day LEAD Finish-to-Start with 2-day LAG 5 Days 5 Days 2-day lead 2-day lag 7 Days 7 Days 10 Days 14 Days 30 Planning & Scheduling Process 1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans 2. Identify project activities Work Breakdown Structure (WBS) 3. Determine activity relationships FS/SS/FS/SF & Lead & Lag 4. Determine activity durations 5. Perform schedule calculations 6. Revise and adjust 7. Monitor and control 31 Determine activity durations Activity duration How to calculate? Past similar projects – in-house database Contracts between subcontractors Rough estimate using cost data books (e.g., RS Means) 32 Determine activity durations Rough estimate using RS Means What is the duration to install 32 aluminum (3’0’’ X 7’0’’) doorframes? RS Means Online 33 Determine activity durations Rough estimate using RS Means What is the duration to install 32 aluminum (3’0’’ X 7’0’’) doorframes? RS Means Online Equation 𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦 32 𝑑𝑜𝑜𝑟𝑓𝑟𝑎𝑚𝑒𝑠 𝐷𝑢𝑟𝑎𝑡𝑖𝑜𝑛 𝑑𝑎𝑦𝑠 = = 𝐷𝑎𝑖𝑙𝑦 𝑐𝑟𝑒𝑤 𝑜𝑢𝑡𝑝𝑢𝑡 2 𝑑𝑜𝑜𝑟𝑓𝑟𝑎𝑚𝑒𝑠/𝑑𝑎𝑦 = 16 𝑑𝑎𝑦𝑠 (with 2 Structural Steel workers) 34 Determine activity durations Rough estimate using RS Means What is the duration to install 32 aluminum (3’0’’ X 7’0’’) doorframes? RS Means Online Equation 𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦 32 𝑑𝑜𝑜𝑟𝑓𝑟𝑎𝑚𝑒𝑠 𝐷𝑢𝑟𝑎𝑡𝑖𝑜𝑛 𝑑𝑎𝑦𝑠 = = 𝐷𝑎𝑖𝑙𝑦 𝑐𝑟𝑒𝑤 𝑜𝑢𝑡𝑝𝑢𝑡 2 𝑑𝑜𝑜𝑟𝑓𝑟𝑎𝑚𝑒𝑠/𝑑𝑎𝑦 = 16 𝑑𝑎𝑦𝑠 (with 2 Structural Steel workers) With 4 Sswk -> 4 doorframes/day -> 32 doorframes/ 8 days With 8 Sswk -> 8 doorframes/day -> 32 doorframes/ 4 days 35 Planning & Scheduling Process 1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans 2. Identify project activities Work Breakdown Structure (WBS) 3. Determine activity relationships FS/SS/FS/SF & Lead & Lag 4. Determine activity durations Rough estimate using RS Means 5. Perform schedule calculations 6. Revise and adjust 7. Monitor and control 36 Perform schedule calculations Scheduling methods Critical Path Method (CPM) Barchart (Gantt chart) –usually paired with CPM Program Evaluation and Review Technique (PERT) Line of Balance (LOB) Multi-Activity Chart (MAC) 37 Perform schedule calculations Critical Path Method (CPM) Defines a set of activities which control the total duration of the project -> Longest path The set of activities in the longest path are considered “critical” If one or more of the critical activities are delayed, the total project duration will be extended Determining the shortest time possible to complete the project through critical path 38 Perform schedule calculations Critical Path Method (CPM) Two types of network diagram Type Graphic Example Relationships Node Finish-to-Start Activity-on-Node Activity Start-to-Start (AON) Finish-to-Finish Start-to-Finish Activity-on-Arrow Activity Finish-to-Start (AOA) Node Node Dummy Activity 39 Perform schedule calculations Critical Path Method (CPM) Two types of network diagram Type Graphic Example Relationships Node Finish-to-Start Activity-on-Node Activity Start-to-Start (AON) Finish-to-Finish Start-to-Finish Activity-on-Arrow Activity Finish-to-Start (AOA) Node Node Dummy Activity 40 Perform schedule calculations Precedence Network Diagram (Activity-On-Node) The most common type of network schedule in use today A series of nodes with lines (links) connecting them to illustrate activities Set trusses Layout pole Dig holes and and roof Install roofing locations set poles frame Activities are represented by nodes, drawn in any desired shape Lines represent “Activity links,” used to represent dependencies Install siding between activities 41 Perform schedule calculations Precedence Network Diagram (Activity-On-Node) Activity A Activity B ES Duration EF Finish-to-Start ES Duration EF LS TF FF LF LS TF FF LF Predecessor Successor Early Start (ES): Earliest time an activity can start Early Finish (EF): Earliest time an activity can finish Late Start (LS): Latest time an activity can be started without delaying the project completion Late Finish (LF): Latest time an activity can be finished without delaying the project completion 42 Perform schedule calculations Precedence Network Diagram (Activity-On-Node) Activity A Activity B ES Duration EF Finish-to-Start ES Duration EF LS TF FF LF LS TF FF LF Predecessor Successor Total Float (TF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts the project completion date Free Float (FF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts the start of any succeeding activity 43 Perform schedule calculations Critical Path Method -> Critical Path Calculations Objective Find the Critical Path that establishes the minimum duration of the project 3 Step Process 1) Forward-pass: Calculate Early event times (ES, EF) for each activity 2) Backward-pass: Calculate Late event times (LS, LF) for each activity 3) Calculate Float available for delay for each activity 44 Perform schedule calculations Exercise Assume all relationships are Finish-to-Start (FS) Immediately Preceding Activity (IPA) Activity IPA Duration Mobilize (A) - 1 Remove Old Cabinets (B) A 9 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 45  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID ES Dur. EF LS TF FF LF Activity IPA Duration Mobilize (A) - 1 Remove Old Cabinets (B) A 9 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 46  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID ES Dur. EF LS TF FF LF Activity IPA Duration Mobilize (A) - 1 Remove Old Cabinets (B) A 9 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 47  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A ES Dur. EF 1 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 Remove Old Cabinets (B) A 9 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 48  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A ES Dur. EF 1 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 Remove Old Cabinets (B) A 9 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 49  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B ES Dur. EF 1 9 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 C Remove Old Cabinets (B) A 9 5 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 50  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B ES Dur. EF 1 9 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 C Remove Old Cabinets (B) A 9 5 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 51  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B D ES Dur. EF 1 9 5 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 C Remove Old Cabinets (B) A 9 5 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 52  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B D ES Dur. EF 1 9 5 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 C Remove Old Cabinets (B) A 9 5 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 53  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B D ES Dur. EF 1 9 5 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 C E Remove Old Cabinets (B) A 9 5 4 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 54  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B D ES Dur. EF 1 9 5 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 C E Remove Old Cabinets (B) A 9 5 4 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 55  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B D F ES Dur. EF 1 9 5 4 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 C E Remove Old Cabinets (B) A 9 5 4 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 56  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B D F ES Dur. EF 1 9 5 4 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 C E Remove Old Cabinets (B) A 9 5 4 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 57  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B D F ES Dur. EF 1 9 5 4 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 C E G Remove Old Cabinets (B) A 9 5 4 6 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 58  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B D F ES Dur. EF 1 9 5 4 LS TF FF LF Activity IPA Duration Mobilize (A) - 1 C E G Remove Old Cabinets (B) A 9 5 4 6 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 59  Perform schedule calculations 3 Step Process for calculating Critical Path Sequence the activities using the relationship (e.g., Immediately Preceding Activities) Activity ID A B D F ES Dur. EF 1 9 5 4 LS TF FF LF H Activity IPA Duration 1 Mobilize (A) - 1 C E G Remove Old Cabinets (B) A 9 5 4 6 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 60  Perform schedule calculations 3 Step Process for calculating Critical Path 1) Forward-pass: Calculate Early event times (ES, EF) for each activity ES = Max (EFs of Predecessors) EF = ES + Duration Activity ID A B D F ES Dur. EF 1 9 5 4 LS TF FF LF H Activity IPA Duration 1 Mobilize (A) - 1 C E G Remove Old Cabinets (B) A 9 5 4 6 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Demobilize (H) F, G 1 61  Perform schedule calculations 3 Step Process for calculating Critical Path 1) Forward-pass: Calculate Early event times (ES, EF) for each activity ES = Max (EFs of Predecessors) EF = ES + Duration Activity ID A B D F ES Dur. EF 0 1 1 1 9 10 10 5 15 15 4 19 LS TF FF LF H 19 1 20 Activity IPA Duration Mobilize (A) - 1 C E G Remove Old Cabinets (B) A 9 1 5 6 6 4 10 10 6 16 Buy Materials (C) A 5 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Early Start (ES): Earliest time an activity can start Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Early Finish (EF): Earliest time an activity can finish Demobilize (H) F, G 1 62  Perform schedule calculations 3 Step Process for calculating Critical Path 2) Backward-pass: Calculate Late event times (LS, LF) for each activity LS = LF - Duration LF = Min (LS of Successors) Activity ID A B D F ES Dur. EF 0 1 1 1 9 10 10 5 15 15 4 19 LS TF FF LF 0 1 1 10 10 15 15 19 H 19 1 20 Activity IPA Duration Mobilize (A) - 1 C E G 19 20 Remove Old Cabinets (B) A 9 1 5 6 6 4 10 10 6 16 Buy Materials (C) A 5 4 9 9 13 13 19 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Late Start (LS): Latest time an activity can be started without delaying the project completion Install New Cabinets (F) D, E 4 Touch-up Paint (G) E 6 Late Finish (LF): Latest time an activity can be finished without delaying the project completion Demobilize (H) F, G 1 63  Perform schedule calculations 3 Step Process for calculating Critical Path 3) Calculate Float available for delay for each activity TF = LS – ES = LF - EF FF = Min(ES of Successors) – EF Activity ID A B D F ES Dur. EF 0 1 1 1 9 10 10 5 15 15 4 19 LS TF FF LF 0 0 0 1 1 0 0 10 10 0 0 15 15 0 0 19 H 19 1 20 Activity IPA Duration Mobilize (A) - 1 C E G 19 0 0 20 Remove Old Cabinets (B) A 9 1 5 6 6 4 10 10 6 16 Buy Materials (C) A 5 4 3 0 9 9 3 0 13 13 3 3 19 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Total Float (TF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts Install New Cabinets (F) D, E 4 the project completion date Touch-up Paint (G) E 6 Free Float (FF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts Demobilize (H) F, G 1 the start of any succeeding activity 64  Perform schedule calculations 3 Step Process for calculating Critical Path Identify Activities with ZERO Total Float (TF) – Critical Path Activity ID A B D F ES Dur. EF 0 1 1 1 9 10 10 5 15 15 4 19 LS TF FF LF 0 0 0 1 1 0 0 10 10 0 0 15 15 0 0 19 H 19 1 20 Activity IPA Duration Mobilize (A) - 1 C E G 19 0 0 20 Remove Old Cabinets (B) A 9 1 5 6 6 4 10 10 6 16 Buy Materials (C) A 5 4 3 0 9 9 3 0 13 13 3 3 19 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Total Float (TF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts Install New Cabinets (F) D, E 4 the project completion date Touch-up Paint (G) E 6 Free Float (FF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts Demobilize (H) F, G 1 the start of any succeeding activity 65  Perform schedule calculations 3 Step Process for calculating Critical Path Identify Activities with ZERO Total Float (TF) – Critical Path Activity ID A B D F ES Dur. EF 0 1 1 1 9 10 10 5 15 15 4 19 LS TF FF LF 0 0 0 1 1 0 0 10 10 0 0 15 15 0 0 19 H 19 1 20 Activity IPA Duration Mobilize (A) - 1 C E G 19 0 0 20 Remove Old Cabinets (B) A 9 1 5 6 6 4 10 10 6 16 Buy Materials (C) A 5 4 3 0 9 9 3 0 13 13 3 3 19 Install New Floorings (D) B, C 5 Hang Wallpaper (E) C 4 Total Float (TF): The amount of time an activity can be delayed from its Early Start (ES) before it impacts Install New Cabinets (F) D, E 4 the project completion date Touch-up Paint (G) E 6 Demobilize (H) F, G 1 66 Perform schedule calculations Critical Path Method Do we have to manually do calculations for real projects with our hands?? 67 Perform schedule calculations Scheduling Software Microsoft (MS) Project Oracle Primavera P6 68 Planning & Scheduling Process 1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans 2. Identify project activities Work Breakdown Structure (WBS) 3. Determine activity relationships FS/SS/FS/SF & Lead & Lag 4. Determine activity durations Rough estimate using RS Means 5. Perform schedule calculations Critical Path Method (3 Steps) 6. Revise and adjust 7. Monitor and control 69  Revise and adjust Critical Path Is this optimal? F 4 19 0 0 19 H 19 1 20 G 19 0 0 20 6 16 3 3 19 70  Revise and adjust Critical Path Is this optimal? F 4 19 0 0 19 H G 6 16 19 1 19 0 0 20 X 20 3 3 19 71  Revise and adjust Critical Path Is this optimal? Optimization of the schedule F 4 19 0 0 19 H G 6 16 19 1 19 0 0 20 X 20 3 3 19 72 Revise and adjust Compress schedule Fast-track: Re-sequencing critical Crashing: Allocating more resources activities to be performed in to speed up (labor and equipment) parallel / No additional resources / / Sequence of activities not High risk (mistakes & poor quality) changed / High cost Activity A Normal Activity B Fast-track Activity A Activity B Crashing Activity A Activity B 73 Revise and adjust Considerations Calendar (Workdays / Holidays) Weather (Force Majeure – Extreme events) Crew composition Equipment Procurement Contract compliance 74 Planning & Scheduling Process 1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans 2. Identify project activities Work Breakdown Structure (WBS) 3. Determine activity relationships FS/SS/FS/SF & Lead & Lag 4. Determine activity durations Rough estimate using RS Means 5. Perform schedule calculations Critical Path Method (10 Steps) 6. Revise and adjust Schedule optimization 7. Monitor and control 75 Monitor and control As-planned VS As-built As-planned Optimized Critical Path 76 Monitor and control As-planned VS As-built As-built Project Progress As-planned Optimized Critical Path 77 Planning & Scheduling Process 1. Establishing the goals & objectives Master/Phase/Lookahead/Weekly Plans 2. Identify project activities Work Breakdown Structure (WBS) 3. Determine activity relationships FS/SS/FS/SF & Lead & Lag 4. Determine activity durations Rough estimate using RS Means 5. Perform schedule calculations Critical Path Method (10 Steps) 6. Revise and adjust Schedule optimization 7. Monitor and control Iterative process 78 4D BIM What is 4D BIM? Developing an accurate project plan with TIME/SCHEDULE information federated in BIM Creating a virtual simulation by linking the 3D model elements to the timeline Visualizing & monitoring sequential, spatial and temporal aspects of the construction development stages 79 4D BIM Applications Spatial Planning – Available space for resource allocation Constructability Analysis – Construction sequences Logistics Management – Identify schedule conflicts / Managing multiple activities in same location Safety Management – Mitigate potential hazards / Reduce accidents Crane Management – Optimize installation and movement / Reduce rental time / Identify potential collisions 80 4D BIM Applications Site Logistics Doukari, O., Seck, B., & Greenwood, D. (2022). The Creation of Construction Schedules in 4D BIM: A Comparison of Conventional and Automated Approaches. Buildings, 12(8), 1145. 81 4D BIM Applications Progress Monitoring Golparvar-Fard, M., Peña-Mora, F., & Savarese, S. (2009). D4AR–a 4-dimensional augmented reality model for automating construction progress monitoring data collection, processing and communication. Journal of information technology in construction, 14(13), 129-153. 82  4D BIM Applications Crane Movement / Lifting Strategy Optimization Single crane Multiple cranes Dutta, S., Cai, Y., Huang, L., & Zheng, J. (2020). Automatic re-planning of lifting paths for robotized Tak, A. N., Taghaddos, H., Mousaei, A., Bolourani, A., & Hermann, U. (2021). BIM-based 4D mobile tower cranes in dynamic BIM environments. Automation in Construction, 110, 102998. crane simulation and onsite operation management. Automation in Construction, 128, 103766. 83  4D BIM Applications Construction Waste Management Forensic Analysis Guévremont, M., & Hammad, A. (2020). Review and survey of 4D simulation applications in forensic Guerra, B. C., Leite, F., & Faust, K. M. (2020). 4D-BIM to enhance construction waste reuse and investigation of delay claims in construction projects. Journal of Legal Affairs and Dispute Resolution recycle planning: Case studies on concrete and drywall waste streams. Waste Management, 116, in Engineering and Construction, 12(3), 04520017. 79-90. 84 Q&A 85