TIME & RESOURCE PLANNING,MANAGEMENT SOFTWARE

Time planning
 Time planning is the process of developing a work programme .
 It implies programming of the chosen work plan on a calendar date basis and
provides the base against which all progress measured.

Time planning process
 In construction all projects are time bound. The project time objectives are
correlated.
 It is the time factor which determines the project cost. Time is the essence of all
construction contracts.
 Time delays attract penalties while early completion can earn rewards.
 However, inspire of one’s best efforts to complete a project on time, changes from
the original estimated project time plan do occur sometimes.

 There may be many reasons, both foreseen and unforeseen, for non-completion of
a project on time. However, the absence of a project time plan almost makes
certain that a project cannot be completed on schedule without incurring extra cost.
 A plan, prepared well before the commencement of construction in a project, cam
be instrumental in formulating directions, coordinating function, setting targets,
forecasting resources, budgeting-cost, controlling performance and motivating
people.
 It is for these reasons that the project planning starts with time planning as the first
Step.

Stages of Time planning:-
1. Project work breakdown
2. Modelling and analyzing networks
3. Scheduling work programs.

Project work breakdown
 This means breaking down the scope of project work into its
constituent sub projects, tasks, work packages and activities.

 It involves splitting of the project works into its manageable constituents
arranged in a hierarchical order till desired level.
 The work breakdown levels are categorized into :
 Sub projects
 Tasks
 Work packages
 Activity
 operations

 These levels depends upon the plan type, the nature, and complexity of the
project and the expected degree of control.
 The work breakdown levels for various types of plans are below the fig.
 It may be noted that the levels classification is a broad concept and, at times,
overlapping of the levels may become unavoidable.

Summary plan
Corporate
management
Sub project
Project master
plan
Project
management
tasks
Task plan
Managerial
levels
Work
packages
Monthly work
programme
Supervisor
levels
activity
Project
plan
hierarchy
Project
control
levels
Work
break
down
levels
Work-breakdown levels

Modelling and analyzing networks
 Project networks analysis is a generic term that cover all network techniques
use for planning, scheduling and controlling of projects.
 The three commonly use techniques in this family are :
1) Critical path method (CPM)
2) Program evolution and review technique (PERT)
3) Precedence network analysis (PNA)

 The common features of this techniques are that they make use of
network model for depicting time plan of the project, apply critical path
concept for determining project duration and identifying critical activity.
 Each technique has a distinct model and its field of application varies.

Network Analysis Procedures
 The modeling and analysis of a network involves the following steps:
 Defining scope of network
 Determining activities
 Developing network logic diagram
 Structuring model
 Incorporating activates duration
 Numbering activity
 Computing critical path
 Validating network

Criteria For Selection Network Techniques
 CPM is best suited for developing sub project or sub network having activities
with single time duration.
 PERT is useful for sub projects involving uncertatinies.it is a probabilistic
approach of three times and used for assenting activity duration.
 PNA is a most commonly used technique for time planning of construction sub
projects and projects.

Scheduling work programs
Object of scheduling:-
 Scheduling means putting the plan on calendar basis.
 A project network shows the sequence and interdependences of activities, their
time durations and their earliest and latest completion time but this need to be
scheduled to determining commencement and terminations dates of each
activity, using optimum resources or working within resource constraints.

Scheduling Procedure:-
 Scheduling methodology varies with the planning technique and the nature of task.
 Simple projects can be schedule using bar chart methodology, Line of Balance
technique is widely accepted for scheduling repetitive works projects.
 Network scheduling methodology is suitable for all types of projects. There are
many other scheduling s ultimately schedules are best presented in the bar chart
form fir case of comprehension and communication.
 The scheduling procedures, depending upon the type of project can be broadly
divided into two categories:
1. Scheduling non repetitive network based projects
2. Scheduling repetitive project using line of balance technique

Procedure for scheduling Network based plan:-
 Outline scheduling constraints
 Design scheduling calendar
 List activities in order of sensitivity
 Draw earliest start time schedule
 Determines resource optimisation criteria
 Schedule critical activities
 Schedule non-critical activities
 Validate time objectives
 Schedule other resources
 Scheduling within resources constraints
 Scheduling repetitive works projects.

Work scheduling methodology:-
 Bar chart
 Network plan
 Line of Balance

Purpose of work scheduling:-
 It simplifies the project plan.
 It validates the time objectives.
 It optimizes the resources employed.
 It forecasting the input resources, and predicts the output.
 It evaluates the implications of scheduling constraints.

Resource Planning
 Construction Project refers to a high stake endeavor aiming at time bound
predetermined performance objective. Unless matching resources are planned and
procured, no activity can be executed according to a prefixed time schedule.
 Project managers must take complex decisions under different scheduling needs
(such as smooth resource utilization profiles and resource constraints) and under
conditions of uncertainty that sometimes extend beyond task durations.
 The present study deals with resource scheduling for a fast track project with
constrained durations.

 The study has been carried out in two phases. In the first phase, with the aid of
PRIMAVERA software project schedule for various activities for the construction
of a commercial building was prepared. Subsequently, requirements of resources
were attributed to the activities based on Standard Schedule Rates (CPWD). The
requisite data has been collected from the detailed drawings and prevailing site
conditions.
 In the second phase, a Resource Constrained Analysis was carried out by
Resource Levelling for various activities by decreasing resources with increased
duration to study the time-cost implications.

Resource planning process
Forecasting Input and Output:-
 A forecast is a predication of what is anticipated in future. It represents current
thinking about the future outcome. It is based on various assumptions and
judgments.
 The assumptions made at the time of forecasting are based on the currently
available information which may or may not hold good in future.
 The input and output forecast includes the data wise requirements of project
manpower, major materials, costly equipment, production costs, sales or earned
value of work done and the expected income.

 Resource forecasts are generally depicted graphically with time represented along
abscissa and the resources along the ordinate axis to determine the date wise and
cumulative requirements pattern.
 The resulting graphical pattern for most of the cumulative forecast is that of ‘S’
shaped curve.
 Inputs and output forecast aids in conceptualization of the project. It indicates the
quantum of resources required for executing is project and the output expected.
 The pattern of input resources form the base for evaluating such needs as
workers accommodation materials storage, equipment work load and project
funding pattern.

Four M for Resource planning
Manpower:
 Manpower is one of the main factors in the successful execution of projects. No
amount of automation or machinery can replace the manpower needed for
completion of a project.
 It cannot be treated like a commodity and cannot be dismissed or re-employed at
will. Technical hands once employed are normally continued till their requirement
ceases.
 The idle labour time is paid for and the strikes and breakdown of work are kept in
view by the management .The task these affect labour productivity.

 The non availability of suitable skilled labour is generally a limiting factor. The
labour turnover, sickness and absenteeism further aggravate the problem.
 The working hours, overtime and other incentives have to be considered while
deciding the manpower schedule. The management-labour agreements and the
governing labour laws considerably, affect labour employment.
 A schedule cannot take care off all the variables but these can be reduced
considerably, by working out a uniform trade category-wise manpower
requirements schedule, or by fixing a pattern depending upon the manpower
availability and working conditions.

Machinery:
 The availability of machinery is normally, a limiting factor. For Example, in an
activity involving excavation, the schedule may specify a requirement of two dozers,
but one may actually be availability or allotted.
 This would entail a recasting of the whole schedule. In such circumstances, various
alternatives like delay-penalty costs, cost of time crashing and the cost of
procurement or hiring of additional machinery have to be weighed before making
the final decision.
 The aim of machinery-and equipment scheduling should be to find out the minimum
duration schedule in which The employment of equipment and machinery is
systematically and uniformly distributed based on its availability or allotment.

Material:
 No project can ever be started without materials. Construction materials are
increasingly becoming scarce, and their procurement is a time consuming process.
 One method could be, to stock materials well before they are required so as to
ensure timely supply, but the stock inventory costs money. Generally the inventory
should be zero before the commencement and after the completion of the project.
 To go a step forward, this rule should be made applicable to each activity. But for
certain materials, the procurements action can be based on the guiding principle that
materials inventory must be kept to the minimum. In case of materials in short,
supply the schedule may have to be based on availability constraints.

Money:
 Money is the core of all the projects activities. The project management aims at
economics and the contractor works for earning profit. The proper management of
money results in savings while its improper use proves ruinous.
 In the LST schedule, the large production costs gets staggered over a longer period
of time, thus reducing investments. This LST schedule may prove attractive to a
builder because of least investments. Therefore, a builder’s schedule, would
generally aim to execute those jobs earlier which are more profitable, involve least
investment and benefits his cash flow.
 On the other hand, the client would aim at phasing of construction for early
completion. The network schedule must balance these conflicting requirements.

 It is used to assign the available resources in an economic way. It is
part of resource management. In project management, resource
allocation is the scheduling of activities and the resources required by
those activities while taking into consideration both the resource
availability and the project time.
Resource Allocation

Resource allocation graph algorithm

 This technique is used to maintain the utilization of project resources
at particular limits. For example, if Resource ABC is assigned to a
project activity, when the project is being executed in a functional
organization and the resource is available for only 5 hours in a day.
Then, resource smoothing technique will be employed to allocate the
resources according to the specific limits.
Resource Smoothening

 Resource levelling is a technique in project management that overlooks resource
allocation and resolves possible conflict arising from over-allocation. When
project managers undertake a project, they need to plan their resources
accordingly.
 This will benefit the organization without having to face conflicts and not being
able to deliver on time. Resource levelling is considered one of the key
elements to resource management in the organization.
 An organization starts to face problems if resources are not allocated properly
i.e., some resource may be over-allocated whilst others will be under-allocated.
Both will bring about a financial risk to the organization.
Resource Levelling

Resource levelling Techniques
 Critical path is a common type of technique used by project managers when it
comes to resource levelling. The critical path represents for both the longest and
shortest time duration paths in the network diagram to complete the project.
 However, apart from the widely used critical path concept, project managers use
fast tracking and crashing if things get out of hand.
o Fast tracking: This performs critical path tasks. This buys time. The
prominent feature of this technique is that although the work is completed for
the moment, possibility of rework is higher.
o Crashing: This refers to assigning resources in addition to existing resources
to get work done faster, associated with additional cost such as labor,
equipment, etc.

 It is a software that will help us optimize our day to day operations.
 It give us access to all our data, including: expenses, project, time tracking,
contract, customers.
 It also helps with the organization and management of our company; while
facility control, it gives us the ability tom accesses our project at any time
from any were on any devices.
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