Project Planning And Challenges Facing Planners Construction Essay

Project formulation And Ch rough(prenominal)enges Facing Planners bend Es ordinateThis chapter de place review the literature which has been riding habit for this dissertation. A figure of speech of important aspects leave be covered, including an overview of verbalism planning as well up as determining what ch every last(predicate)enges atomic number 18 face up on a unremarkable basis by eddy devisers. This chapter ordain overly review look for relating to Planning techniques utilise and softw ar packages acquirable inwardly the pull manufacture.2.2 reflexion Project PlanningProject vigilance stick out be seen as the application of tools and techniques utilised to guide the use of resources towards achieving an intricate occupation inside the constraints of cartridge holder, soulfulnessify and woodland. From conception to boundary, a mixture of these tools techniques is necessary to fit the task environment and realise life cycle.(Oisen 1970).Th e British Standard for see to it circumspection (BS6079 1996) be protrusion management as, The preparation, monitoring and restrain of each(prenominal) aspects of a look and the motivation of all those involved in it to achieve the sick targets on time and to the specified apostrophize, quality and performance. The UK association of Project Management (APM) ease up produced a UK body of knowledge UK (BoK) which also provides a explanation for project management as The training, organisation, monitoring and authorisation of all aspects of a project and the motivation of all involved to achieve the project objectives safely and inwardly agreed time, cost and performance criteria. The project manager is the star layover of responsibility for achieving this.Project Management as we know straight off has evolved in order to plan, coordinate and control the complex and diverse activities of sweet(a) industrial, commercial and management change projects. (Lock 2007)To allow for effectual home break down and control of projects, a selectment for taxonomical and logical modes should be applied along with proven techniques, thereof ensuring a successful project outcome for all concerned parties, positionly the client. Without formulation it is severe to envisage the successful result of any project or the stiff control of time, money or resources. Planning is also essential in order to deal with br forethought risks and devise safe ricking method actings. (Cooke 2008)Project Planning is defined as the establishment of a launch of directions in sufficient detail to control the project group exactly what essential(prenominal) be do, when it essential be done and what resources to use in order to produce the deliverables of the project successfully. (Zwikael 2008). formula readiness is an essential and challenging legal action in the management and executing of social structure projects. It occupies the choice of technology, t he description of lap tasks, the estimation of the necessary resources and continuances for separate tasks, and the identification of any interactions among the distinct last tasks. Hendrickson (1998) believes a good wrench plan is the basis for developing the budget and the inscription for buy the farm. It is so commons to adopt a conspicuous importance on either cost control or on schedule control as illustrated in skeleton 2.1.Fig 2.1 (Hendrickson. 1998)Walker (2007) considers that by having a project schedule to work to and sticking to it, you will well be on your manner to delivering successful projects. This would be dependant on effective communication and expertness at all stages of the project and with an aim to reducing risk, time and cost.2.3 The wrench Planner saying project provision is receiving growing fear as the limitations of formal deterministic planning are becoming much widely recognised. (Winch, Kelsey 2004). There is growing concern over the failure of bring inion planning to achieve its goals in spite of the considerable resources allocated to it. Deficient planning techniques are commonly blamed for this state. (Laufer, Tucker, 1987)There has been considerable debate over the bear decade or so on the effectiveness of edifice project planning. However, there is remarkably little research into what grammatical structure project planners truly do.Laufer and Tucker provide a critique of construction planning.They protest that-the planning and evaluation of planning processes are non-existentthere is over-emphasis on critical passage methodsplanners lack construction have sexplanners have poor in set upion fabrication methodsplanning is control-oriented instead of action-orientedPlans are been poorly presented with overly-complex education.In a sequent paper (1994) Laufer and his colleagues look at the definition and allocation of planning work. They base that there was no clear system at work and planning was done in a multiplicity of ways. They call for the process to be properly co-ordinated by a single unmarried who will witness the planning process and improve communication. Winch and Kelsey (2005) believe the specialist planner has the time to do the work but uncompleted practical knowledge. The form manager has the practical knowledge but does not have the quality time to carry out the task. The specialist planner has better strategical decision-making skills than the short-term decision-making focus of the line manager. They then go on to say Line managers see the delegation of key decision-making to an separate(a) as a threat to their position.These problems are substantiate in Laufer (1992) wider project management pack and empennage result inThe planner preparing a plan which has incomplete information and in-adequate decision making authority.The line manager treating such plans as merely an irrelevant forecast prepared by another.Allen Smallwood (2008) believe Cons truction planners and the role they perform are little understood both within the construction industry and the wider environment where construction has a daily impact.Planning occupies a central position in the functions of the manager. His responsibilities whitethorn vary with organisational school of thought and contingency but planning invariably remains an essential atom of his duties. (Steiner, 1979). Much inquiry and Development sudor has been made during the last threesome decades but progress with techniques has not removed the dissatisfaction with the application and results of construction planning (Choudhury 1981, Mason 1984, Morton 1983).Effective construction planning demands that it is carried out by qualified and go through personnel. While the reckoner must remain in electric charge or pricing the work, intimately pledges, today, are too complex for the estimator to handle the technical content of pre- loving appraisal. It is here that the construction p lanner has a major function.2.4 Planning Techniques closely planning techniques aim to express the work to be done, to a time-scale some also overwhelm resources, and perhaps cost and value. In simple monetary value, they intend to help control time and cost. The other major factor in project control, quality, is controlled by its own family of control techniques and quality is connect to time and cost through the skill and discretion of the project management team.Neale (1989) believes the major components of planning techniques areActivities literally, world busy, outlay energy, consuming resources, taking time in construction planning, this stand fors a job to be done for example preparing a drawing, an order to be places, a hole to be dug, bricks to be laid in a wall, a flow of irrigate to be diverted.Activity durations the time necessitate for the completion of each activityProject time-scale the time structure of the project it is usual to defend each week in the pro ject a human action (this makes count easier), and these then have to be related to calendar dates, holidays, etc.Event an occurrence at a specific point in time for example, the granting of planning consent, of the start or end of a traffic diversion.Work method the plan must be evince in some logical way, indicating the range of operations, and which activities and events are interrelated this may be implicit (as with taphouse charts) or exlicit (in network epitome, where work method is usually called logic.)Resources often called the four Ms (men, machines, materials and money) but bed include overheads (for example, land site accommodation), and even such essentials as managerial skill.Costs what the work has or will cost, often derived directly from the unit cost of the soul resources.Value what has or can be earned by defrayal for work done derived from the bill of quantities, the estimate or an internal budget. The calculation of value-to-date can be used as an ove rall measure of project progress.The following four techniques are often used in construction planningBar charts, engagement abridgment,Line-of- quietus one-dimensional syllabuss.2.4.1 The bar chart/ Gantt chartDrafting of a bar chart is popular because it produces results which are diffused to understand and not too searching of the planner. Its use is moderate to planning straightforward work with simple proportionships between the activities. This vivid technique windlessness forms the buildation for or so resource scheduling. Its major drawback is that even minor deviations from it require extensive redrafting as a result making it more troublesome to having to hand a contemporaneous bar chart that is a secure indicator of future events.The main features of the bar chart are as followsThe activities are listed on the vertical axisTime is shown on the level axis. This may be an appropriate time unit, such as months or days.Each bar is divided horizontally into two, w ith the top half representing when the activity is planned to deliver place, and the bottom shared in, as proportions of the activity are completed.A vertical movable marker line indicates the current time, thus enabling the observer to note if any activities are behind architectural plan, and to what extent. touch on to Figure 2.2 for additional information.Figure 2.2 Typical bar chartThe format of the bar chart presumes that the end user (client) can involve the alike judgment that was in the mind of the planner when he was compiling it. In highly repetitive or simple work it can be implied that the users will better understand the thought process of the planner. However as project complexity increases the users ability to monitor the project in relation to the create mentally is reduced unless it is understoodWhat work is important to progress?Of the activities shortly behind programme what, if any, effect do they have on overall progress?On the contrary, if most of the actu al work is ahead of programme, does this mean that the current prediction is that the project will be complete in advance of the targeted completion date? The answer is definitely not an self-acting yes.To provide an informed response, an understanding of the births between programme activities is crucial. Neale (1989) consider these deceptively simple questions contradict issues which are at the heart of many construction dis stickes, namely considerations for extension of time.2.4.2 Network AnalysisUnlike a bar chart, activities are not shown on an axis of time. What the network portrays is the logical relationship between activities. Network digest is a powerful, logical and analytical technique. It is most effective when used for complicated projects, especially those with external constraints and complex interrelationships.The technique is establish on drawing the logical relationships between construction operations, and from an analysis of the relative durations, establish ing which operations have the most crucial effect on the project duration. It can be drawn in a number of ways, the most well-known in the UK existence the arrow diagram.Figure 2.3 Network diagramThe technique is sometimes known as the critical manner method (CPM), and critical racecourse analysis (CPA). A version which incorporates a statistical method for calculating the probability that a project will be completed on a specific date is called the programme evaluation and review technique. (PERT)The identification of a critical path focuses the attention of the various(prenominal)s managing the project and highlights to clients and their advisors the tasks that require to be curiously well managed with regard to time. The duration of critical path represents the shortest duration in which the project can be completed.Delays to activities on the critical path transmit directly through to belong the project completion date. This provides advanced warning of the pending delay to completion and enables the twingeor (or employer) to invoke recovery action at a helpful point in time rather than waiting until it is manifestly probable that the completion date is threatened. If the employer or his Architect/Engineer (A/E) instructs additional work which affects the activities on the critical path then the contractor has grounds for a claim for an extension of time. The term critical path is widely used in the construction industry what is not fully appreciated is how substantially the critical path can change.Figure 2.4 Network diagram wake critical pathNetwork analysis has a good and comprehensive logical basis, lends itself easily to computer processing, and can be used as an effective control tool. These exceptional characteristics are also known to be its principal weakness as it is easier for the planner to be drawn into a level of planning and analysis that is much to detailed and advanced for most construction projects.2.4.3 Line of BalanceLine of balance is a specialize technique used for repetitive work. It derived from the manufacturing industry and has been found to be effective in planning work truly repetitive. Examples of success applications include planning the construction of identical floors in high rise construction, and extended lodgment developments.Line of balance has been found to be difficult to use on projects which have a high demand for trades or operations to construct each identical unit. The problems arise not from the technique itself, but from the difficult of showing all the information on one chart, particularly when victimization the technique to monitor progress. When used to plan, it can be an excellent nitty-gritty of relating resources, activity durations and the general pace of work on site. Neale (1989).Illingworth (1993) considers the line of balance approach has largely fallen out of use in todays industry due to the fact it was objected primarily for housing and did not promptly provide clear visual appreciation of the situation at a glance.Figure 2.5 -Typical line of balance diagram2.4.4 Linear design (or time-chainage chart)Linear programming is a specialised technique for linear work. This is a canonical tool of UK road contractors. Other successful applications include the construction of a large canal in a developing country, and it is especially useful in tunnelling. Illingworth (1993).Similar to line of balance, this is a simple two- dimensional graphical technique and can show intelligibly only a limited amount of information and limited degree of complexity.Figure 2.6 Linear course of instruction (Neale 1989)2.5 Which technique?The encounterd planner in construction removes to be aware of the techniques available, together with the value of each, both in the planning analysis role and how then can be applied to give effective control and communication to management on site. Illingworth (1993).Like any other professional, the planner has to select the right tool for the job. To make the correct decision, it is therefore a requirement to examine what is wanted in a particular situation programme. Illingworth (1993) believes the main points of this choice are as followsDoes the method aid initial analysis of the situation and especially in establishing the best sequence of events?Are deficiencies in progress shown up as the work event?Can visiting management obtain and immediate view of the contract situation on arrival on site?With the preponderance of subcontractors on site today, does the programme method give assistance in change flow control?According to Illingworth, from these questions it is unlikely to be the answer to all desires. Therefore it is said to be better to consider the situation in two stages amicable planning on the one hand and the functional planning after the contract has been won, on the other.2.6 Planning PracticeIn order to explore go on the reality of construction project planning semi- structured interviews were conducted between July and December 2000 with 18 experienced planners from five leading UK construction firms. Most of the planners interviewed were currently involved in planning at the tender stage including assembly and presentation of the tender documentation. About half of those were also involved at the tender/ pre-construction stage. Only a a couple of(prenominal) were further involved during the site works. (Refer to figure 2.7). Generally, although a number of the interviewed planners had on-site experience the typical pattern is that a planner works either at the pre-tender, pre-execution stages or on site but not simultaneously. The exceptions tend to be where planners work for some time on a single large project. In such cases it may make sense (from the employers point of view) for their work to carry on to the execution stage.Figure 2.7 Planning Practice, G.M Winch and J.Kelsey2.7 programme Considerations at the Tender StageUpon receipt of tender documentation, the contractor will appoint human resources tasked with compiling a tender submission based upon the tender enquiry. One of the main individual in this team is the person sexual conquestable for producing the tender programme, the construction planner. Whether or not the contractual terms require a programme to be produced or not should be irrelevant at this stage. The tender programme is an important document produced by the contractor which is used for measuring many risk and cost related issues. In particular, the assessment of cost of the contractors time related preliminary items as drawn off the content of the tender programme. For example, the anticipated on site durations for different members of staff, periods of scaffold hire and duration for site accommodation are items that cannot be priced by the estimator without reference to the tender programme.When compiling the tender programme, the construction planner must incorporate the information suppl ied with the enquiry noting any specified constraints contained in either the contract bills, specification or drawings. infringe between documents often exists and a view had to be taken on how to proceed. Clarification may be sought from the employer or his agents, assumptions made and declared along with the submission or the conflict may be ignore and the information that best suits the contractor is assumed without qualification or statement.It is sure in the industry that many bids are won or disjointed on the programme duration alone. This happens frequently where a bill of quantities is being priced and the experienced contractors tend towards equal prime cost for similar items.On completion of reviewing tender documents, drawings, specification and bills, which may be typically done over a period of one or two weeks, the construction planner will establish the work scope which will be addressed in the creation of a tender programme. The main objective is to be aware of the specified period for construction. Additional to the completed programme should be a schedule of resources which corresponds with the programme and a series of method statements signifying construction techniques and equipment to be employed in carrying out the work.2.8 Programming on SiteWhen the contract is won, the site planning is equally important. It is usually at this point that the site manager will have his first accident to examine the methods on which the job was priced. What is important to recognise, at this point, is that planning must be seen as an addition to management. Thus the site manager must have the right to question the planning methods on which the contract was priced. To do so, site managers require the technical expertise to assess what has been put forward. In so doing, the manager concerned must, for his part, accept that if he wants to change the method from that in the priced tender, he must demonstrate that his alternative is obviously cheaper, or at least as cheap, as that priced in the tender submission.When final examination agreement has been reached, the planning function can be established on site and develop the final method to be adopted. This, in turn, will lead to the contract master programme and such subsidiary programmes as may be necessary.On completion of all methods being confirmed the construction planner continues to have a significant role on site. First, in developing control and short-term programmes for all organisations contributing to the contract under the main or managing contractor. Second, the construction planners cherished knowledge of how the work was originally planned makes him uniquely placed to examine the potential consequences of alterations to what has to be built. In this area he is a valuable source of information to the site quantity surveyor when assessing where possible contractural claims may arise.Today, with the ever increasing use of trade sub-contractors as well as specialis t service contractors, the experienced construction planner has the option of either seeing the role as satisfying its own right, or as an essential ingredient of experience for becoming a successful site manager. Illingworth (1993).2.9 Purpose of a ProgrammeThe values applicable to the mechanics of construction planning are similar whether you are a main contractor submitting a quotation to an employer, a sub-contractor quoting to the main contractor, or even a construction manager providing programme assist to an employer. Common principles apply when compiling a construction programme, that of organized analysis.The contractors construction programme is an important common reference. It shows how the planner they have see the contract documents and other information from which the statement of intent for construction is issued. As the key programme for the construction work, its content is of the utmost significance to all parties charged with handing over to the employer a bui lding fit for purpose within the contract time stated.A well prepared programme is bouncy to every construction project. Many activities have to be cautiously defined and given a time scale, and it necessary not only to call together and list the information but also to display it visually in terms of the contracts objectives and the calendar. The operative sequences and the relationships between individual activities must be clearly conveyed in this visual presentation. The Chartered shew of Building (2001).They consider the construction programme to be a statement of intended actions, which when properly used provides management with its plan of campaign. It should communicate with ease, providing the common reference for the timing of all activities related to the project.2.10 Construction Planning SoftwareAn expert planner set about with the task of producing and analysing a network for a project containing only few activities will undoubtedly produce the fastest results by drawing a freehand arrow diagram and analysing it mentally. Lock (2007). He believes it is likely to take longer when using a computer because of the formalities needed to set up the new project files in the system and enter the data.David Arditi and Ann Rackas compiled a short report in May of 1986 with an aim in ascertaining the need for computer software to assist is construction planning and scheduling. This report concluded, the individual needs of a given construction company are the capital reasons for choosing a particular software package. For example, one of the participating general contractors basic requirements was to have a 40-character activity description field a particularly individual need.They continued to suggest if a program is to survive the needful shakeout that occurs after the initial development and interest have peaked it must offer the features and capacities that are required by the user. In addition, every effort should be made to make computers less mysterious and confusing as they will be dealing with the construction market.Today there are many planning software packages available to the construction industry. Asta Powerproject, Microsoft Project, Primavera, PERT outgo to name a few. Each package is commonly suited to the individual needs of the planner. Some programs present a blank Gantt chart on the screen as soon as they are booted up, and it is apparent to the user that task data can be typed in immediately.Most programs allow the user/ planner to establish project durations, critical path network, allocate resources, assign costs to tasks and monitor progress throughout the project. As a result, most construction planning professionals use such packages daily.2.11 Construction Planning ChallengesLock (2007) considers anyone planning a project of significant sizing will soon find out that there are a number of factors, both inside and right(prenominal) the project organisation that can have an effect on the planners i ntentions. These are as follows2.11.1 External FactorsFigure 2.8 External Factors (Lock, 2007)All projects are subject to risk, many of which can have an enormous impact on plans. Lock (2007) deems the following are honourable four from the long catalogue of happenings that can be categorised as Acts of GodAn earthquake devastates a project organisations headquarters.A hurricane and flood put a project site under a metre of water and delay the start or ruin the work in progress.An influenza epidemic puts half the project workforce out of action. (Swine flu irruption 2008 recorded thousands of deal off work for over 5 days.)The project manager (a keen golfer) is struck by lightning.The national government can play an important part on the smooth running of a project. E.g. the project could be government-funded and is cancelled or abandoned through a political decision. Lock (2007) also considers less immediate concerns which are the wider and longer-term scotch consequences of g overnment policy leading to downscaling of projects, delays and cancellations in all sectors of industry.Decisions made outside the project team can also have an affect on many characteristics of planning. E.g. a decision is made at managerate level to carry out a project in a different company within the group from that initially anticipated or a strategic decision is made to cut short all new staff recruitment resulting in a lower number of available resources formerly expected to be available for projects.2.11.2 workings FactorsFigure 2.9 Working FactorsLock (2007)These are items which are likely to affect the project team on a daily basis. Examples include availability of resources, materials etc. pile are believed to be a construction organisations greatest resource. Construction operations depend on the knowledge and skills of people planning and executing the work. Muir (2005.) Research has been carried out to reveal that the construction industry is typically viewed as be ing one of the least attractive industries in which to work.Safety plays an important part in the running of a project. Construction by nature is unsurprisingly weighty with a high degree of hazard and risk. The Health Safety executive director believe each yearOver 1 million injuries and 2.3 million cases of ill-health are experienced by workersAround 40 million working days are to lost andOver 25000 individuals are forced to give up work because of injury or ill health.These cost British employers on average 3.3 to 6.5 billion each year. Most organisations are mindless of these figures and are often astonished to find out what the actual costs are.Recent HSE Examples (2009)An injury to a worker using an unguarded performance cost a small engineering company 45,000. And that was not all. The managing director was prosecuted from which two employees had to be made redundant tokeep the company afloat.At the other end of the scale the Piper Alpha explosion killed 167people and i ncurred estimated costs of over 2 billion.Accidents in construction can account for 3 6 % of total project costs.2.11.3 Contribution of effective PlanningFigure 2.10 Contributors of effective Planning (Lock, 2007).Effective Planning and scheduling influences the results of a project as is promotes well-organised working. Personnel who are not trying continually to overcome crises caused by bad planning can dedicate more time to achieving high quality standards. A well-planned project stands more incur of being completed on time and on budget.3.0 Methodology found on the findings in Chapter Two, a questionnaire was compiled aimed towards Construction Planners, Project Managers and other Construction Professionals. The questionnaire was developed in order to reach a significant last on what is happening in the industry today, confirming what challenges are faced on a day to day basis and what can be done for improvement. The author contacted various professionals in the industry w hom were contacted via Chartered Institute of Building website in order to get a mixed response. A letter was sent to each individual asking if they could spare time to answer 20 questions which were related to the research. The letter can be found in appendix. In addition, an online link to the questionnaire was sent to over 40 professionals in the industry, from which over 23 people took the time to fill it in. All results can be found in Chapter 4.3.1 IntroductionThe aim of this study is to go current planning techniques used within the construction industry and shape what influence the construction programme has in terms of project success. In order to achieve this aim, sufficient research has to be carried out. Research design is an action plan for getting from here to there, where here may be defined as the initial set of questions to be answered, and there is some set of conclusion (answers) about these questions. (Naoum 2007.) Between here and there may be a found number o f major shouts, including the collection of analysis of relevant data. (Yin 1994.) Developing a successful strategy was an important step towards the collection of key research information.3.2 Research StrategyResearch is the systematic and rigorous process of enquiry which aims to describe phenomena and to develop and test instructive concepts and theories. Ultimately it aims to contribute to a scientific body of knowledge. (Bowling 2009.) There are two types of research strategies, namely, quantitative research and qualitative research.Deciding on which type of researc