COSC 475 Exam 1

4 Types of Schedules

Master Schedule, Milestone Schedule, Look Ahead Schedule, Weekly Schedule

4 Steps of Scheduling

1. Planning

2. Scheduling (Sequencing)

3. Monitoring (Updating)

4. Controlling (Revising & Rescheduling)

3 Core Components of Scheduling

Activities, Durations, & Relationships

Uses of the Master Schedule

Tracking cash flow, application & certificate for payment , project team chart, responsibility schedule

Construction Schedules are...

not only an exhibition of a time specific plan but also of project cash flow (budget) & resource commitment (materials, laborers, equipment)

Purpose of Scheduling a Project

to communicate construction plan, establish production goals, monitor & measure progress, & manage change

Project

unique undertaking aimed at achieving specific predefined goals and objectives

4 Characteristics of a Project

finite, complex undertakings, homogeneous groups of activities, & non-repetitive

Project Life Cycle

conceptual design phase, detailed design phase, construction phase, commissioning phase, closeout phase

commissioning phase

systems incorporated into the project are checked out and calibrated

conceptual design phase

preliminary evaluation of the concept the project is based on

detailed design phase

refinement and expansion of the work performed during the conceptual design phase

closeout phase

when the owner accepts the work as substantially complete and ready for its intended use

project management objectives

time management, resource management, quality management, and risk management

reasons for project planning

eliminating or reducing risk, obtaining a thorough understanding of objectives, formulating a strategy to achieve the objectives using available resources, and to develop a framework for monitoring and controlling

planning and scheduling process

1. identify project activities

2. estimate durations

3. develop project plan

4. schedule project activities

5. review & analyze schedule

6. implement schedule

work breakdown structure

A task-oriented, detailed breakdown of activities that organizes, defines, and graphically displays the total work to be completed

work package

- collection of related items

- lowest component of the WBS that are used as activities to build the project schedule (WP & activity is interchangeable)

uniformat

4 levels, lowest level (1) being the broadest and gets more specific with increasing level

MasterFormat

49 divisions

characteristics of an activity

consume time, have a definable start and finish, consumes resources, responsibilities are assignable, and an activity is measurable

activity categories

administration, mobilization/demobilization, procurement, construction, and start up & testing

4 activity relationships

finish to start (FS), start to start (SS), finish to finish (FF), & start to finish (SF)

finish to start

an activity cannot start unless the previous activity is complete (formwork can't start unless excavation is finished)

lead

negative lag

start to start

activity cannot start unless another activity has started (formwork cannot start unless excavation has started)

finish to finish

activity cannot be completed unless a related activity is finished (concrete placement can't be complete unless inspection is complete)

start to finish

new activity can't finish before an old activity (new shingle delivery can't be complete unless the old shingles have been removed)

parametric estimating methods

factor estimates (category ratio), assembly cost estimating (building component), square foot & cubic foot estimating (production ratio), unit cost method (labor, equipment, material)

determining square foot cost

utilize the gross area and perimeter of the building in the corresponding table to determine the square foot cost

square foot size adjustment price

gross sf x cost multiplier x base cost per sf

perimeter adjustment

(bldg. perimeter - table perimeter) * perimeter adjustment/100

height adjustment

(bldg. height - typ height) x height adjustment

cost per square foot

(perimeter adjustment + height adjustment + base cost per sq ft) * cost multiplier

bldg cost

adjusted cost per sq ft x bldg. sq footage

cost for basement

(adjusted cost per sq ft + basement adjustment) x basement sq ft

total cost

basement cost + bldg. cost

location factor

(location factor A/location factor B) = (cost A/cost B)

index

(index A/index B) = (cost A/cost B)

estimating methods

labor-hour (LH) productivity rate & daily output productivity method (duration = work quantity/production rate)

work quantity

amount of work that must be done as defined in the contract

production rate

daily production rate based on available resources and the environment (productive & idol time)

duration

amount of material/daily output

total labor hours

amount of material x labor hour number on table

duration using labor hours

total labor hours / (crew size x hours a day)

crowding factor

(new crew size/multiplier)/productivity rate from table

multiple starting points

duration x relative duration

or

(duration/# of starting points)/relative productivity

overtime factor

duration in hours / effective work hours

or

(duration in weeks/efficiency) x (normal work week/overtime work week)

adjustments to duration

overtime, larger crew, and multiple starting points