Efficient Planning Scheduling and Delay Analysis of Residential Project

Prof. R G Rathod. Int. Journal of Engineering Research and Application www.ijera.com
ISSN: 2248-9622, Vol. 6, Issue 9, (Part -3) September 2016, pp.39-45
www.ijera.com 39|P a g e
Efficient Planning Scheduling and Delay Analysis of Residential
Project
Prof. R G Rathod1
, Prof. A R Patil2
1
Assistant Professor, Civil Engineering Department, MITCOE, Pune, India
2
Head of Department, Civil Engineering Department, MITCOE, Pune, India
ABSTRACT
Planning and scheduling have become an essential part of any project for the timely and economical completion
of the project. A proper construction schedule can be used for different purposes. By using construction
schedule to predict project completion, contractors can adjust crew size, shifts or equipment to speed or slow the
progress. All the construction projects will vary from each other in size. All the projects have time constraint.
Delay in completion of project will increase the overall cost of the project. Small projects can be managed
efficiently manually; whereas large projects are not so large projects can be better handled by the use of
computers. Many types of software are available with the help of which project management can be done easily.
Large quantities of different kinds of resources are also required for execution and the risk is more in the case of
projects. So planning and scheduling of activities for construction of big projects is essential. In this study, an
effort is made in planning, scheduling and delay analysis updating of various activities, which is done by using
MS Project and MS Excel software, manpower of each activity is determined and allocation is done using the
software. Labor requirement for each activity is calculated from standards obtained from site. An updated
schedule, which helps to finish the project well in time with optimum resources and update helps in delay
analysis, is under the scope of this study.
Keywords: Delay analysis, MS Project, Project management, Planning, Scheduling.
I. INTRODUCTION
In India, construction is the second largest
economic activity next to agriculture. Being a
capital goods industry, construction plays an
important role in economic growth through the
multiple effects on the other sectors of the
economy. Unfortunately, due to the secretive
nature of construction business, knowledge gained
in planning, scheduling and controlling
construction process is rarely disseminated.
Consequently, the cost of inefficiency is being
incurred as a recurring cost. If proper management
of work is done the company could be saved from
making loss. In construction industry there was a
time when all the projects were labor intensive and
management in those days meant proper utilization
of labor to make optimum progress in construction
in the most economical manner. But now-a-days
technological advancement and new scientific
inventions have added in new dimensions to the
construction industry. A project is now considered
as a group of activities, having inter-relations,
which may include the role of specialists and
specialized work using the latest knowledge and
skill available, to be undertaken in most systematic
manner, failing which the project may be stalled or
progress may be hampered. The "most systematic
manner" involves adoption of techniques
commonly known as Critical Path Method “(CPM)
or Program Evaluation and Review Technique
(PERT) are being applied for the management of
the project.
The application of these construction
management techniques, the use of plant,
machinery and specialized workers, finding
alternative solutions and selecting the best possible
solution with the aid of computer, have made the
whole process so scientific that it is now difficult to
think of going for large constructional activities
without these exercises.
II. STATEMENT OF THE PROBLEM
Proper planning and scheduling of
construction projects with proper technique is a
must, because there has been incidents in the past
where, due to lack of proper planning, projects
have cost more than what they should have cost
and also delayed to a great extent. The concept of
scientific planning and scheduling was totally
neglected in the construction industry until the late
50's when the concept of Critical Path Method and
Programme Evaluation and Review Technique
made an impact.
So meticulous care has to be taken in
manpower planning in order to identify areas of
surplus manpower and areas where there is a
shortage of manpower. If there is a surplus, it can
be re-deployed, and if there is a shortage it may be
RESEARCH ARTICLE OPEN ACCESS

made good. Our main concern, naturally, is to plan,
schedule and allocate manpower in an optimum
manner so as to complete the project in stipulated
time.
III. OBJECTIVES OF THE STUDY
The primary goal of construction team is
to finish the projects as specified, on schedule and
within the budget with proper utilization of all the
resources like man power, materials, money and
equipments. To achieve the above goal, planning is
to execute main objective of planning is to execute
the project most economically better in terms of
money and time.
For scheduling of a project, a scheduling
system has to be selected. The various project
activities can easily be scheduled by using
computer running scheduling software
programmers’ readily available in the market.
For updating a project, there should be
actual progress report of the works involved in the
project and the original work schedule. The actual
progress of work may be behind or ahead the
original work schedule. The updating can be done
using same software.
Therefore, the main objective of this study
is to complete the project on schedule and within
the estimated budget and delay take place in
construction than delay analysis. And if any
uncertain or unforeseen problems arise, the project
schedule must be updated and a new updated
schedule should be formed by software.
The main objective of this study is to do
the Planning, Scheduling, and delay analysis for
‘construction of apartment’ project.
IV. REVIEW OF LECTURES
Many authors have concentrated their
work on an optimum allocation of resources for
construction works, and importance dealt detail. A
work by Olusegun O et al, (1999), suggested that
optimum allocation of resources for construction
jobs have not been taken seriously till now, they
have also given some case studies where they had
shown how resources are not used in an optimal
way. They have also shown in their work that if
resources are wasted, then in one day we will have
to pay more to acquire the same thing. The
importance of proper resource scheduling and
proper implementation of it in actual construction
is given prime importance.
In another study done by Donald et al
(2004), a concept of optimum crew for each
activity and its costing techniques were researched.
Using different simulation techniques, they were
able to find out a best crew for an activity and to
see that the cost is within the range. The entire
study was done using algorithm and flow chart
techniques. The goal of this research was to
develop and illustrate a technique for finding the
optimum crew configuration, from a range of
possible configurations, assigned to complete a
defined quantity of work in a timely and cost
effective manner. The concept of activity- based
costing was used to define the scope of work in
terms of the activities to be accomplished and their
associated productivity rates and cost performance.
In another study done by M. G. Sayal et
al, (2002) the importance of time with respect to
planning is being stressed. Construction Project
planning models has been created for different time
estimate and using those schedule reports is made.
In their work they found that the models were
theoretically very good but practical
implementation would be difficult. In the models
they created, they divided the project into four
well-defined stages, which included two major
stages of project planning and project controlling
and the two transmission stages of control format
development and feedback. In another study by
sayal, he separated project planning and project
scheduling and focused mainly on the latter
aspects.
Another classical work done by author’s
viz., Michael et al (2006), introduces techniques
for planning and control, and which concentrates
on recommending appropriate practice for the
practical problems which readers may come across
when using both computerized and non-
computerized planning methods. They discuss the
whole of planning and control cycle as a function
of management. In another research, conducted a
study on the major causes of delays in construction
projects in the Florida Construction Industry
through a survey. According to the authors, there
are two groups of causes for delays in construction
projects: external and internal causes. Internal
causes of delays cover the causes, which come
from four parties involved in that project. These
parties are the owner, designers, contractors, and
consultants. Other delays, which do not come from
these four parties, are based on external causes for
example from the government, material suppliers,
or weather.
According to Abd El-Razek et al,(2008)
The causes of construction delays are numerous,
including strikes, adverse weather, late decisions
by the owner, unforeseen changes affecting
construction duration and so on. He asserts that
delays affect unfavorably all the contracting
parties, for example; owners get their buildings
later than planned, contractors are affected
adversely due to increased construction costs.

V. PLANNING AND SCHEDULING
A. Introduction of Planning
Planning involves listing of all the
activities/tasks that are involved in the project.
Requirement of materials, manpower, machineries
and money are determined in this phase. Estimates
of costs and duration for the various activities are
made. The objective of project planning is to
identify the various activities and operations
require to be performed for the completion of the
job and to produce a time table or proper sequential
relationship between the activities, with each
activity allocated a start date and finish date and
with the assurance that the things necessary to do
each activity will be available when required.
The steps required to accomplish such a
planning include logic (planning), timing, analysis
and scheduling. Input for planning comes from the
estimating departments, project managers, field
engineers, foremen, contractors. Planning is the
base of the whole project and must be based on
clearly defined objectives. With proper planning,
adequate resources are available at the right
moment and adequate time is allowed for each
stage in the process and all the various component
activities start at appropriate times. A plan includes
the following-
Fig. 1: General things included in planning
B. Steps in Project planning
The following are the step by step procedure for
project planning.
C. Introduction of Scheduling
A construction project schedule may mean
different things to the designers, contractors, sub-
contractors, suppliers and the owners involved in
the construction process. The schedule may mean
the completion date required for phase of the work.
The schedule may mean the schedule values the
contractors submit against which monthly progress
payments will be made. The schedule may also
refer to the process of sequencing and phasing
individual activities required to complete the
project. In this report construction schedule means
a graphical presentation, which shows the phasing
rate of construction activities with the starting and
completion dates are sequential relationship among
the various activities in a project so that the work
can be carried out in an orderly and effective
manner.
D. Project Scheduling Steps
A project schedule is simply a projected
timetable of construction operations. There are
several steps involved in the devising of an
efficient and workable job schedule. The following
list is offered as a procedural guide in this regard -
1. Estimation of time required to carry out each
network activity.
2. Using these time estimates, compute the time
period required for overall project completion.
Estimate time intervals within which each
activity must start and finish satisfying the
completion date requirement.
3. Estimation of quantities of work for each of
the component activity involved.
4. Identify these activities whose expedient
execution is crucial to timely project
completion.
5. If the project completion date is not constant
with contract or other requirements, shorten
the project duration at least possible cost.
6. Utilizing the surplus of float times that most
activities possess, adjust the start and finish
times of selected activities to minimize
resource conflicts and smooth out demands on
manpower and equipments.
7. Makeup a working project schedule that shows
anticipated calendar dates for the start and
finish of each activity.
E. Manpower Management
Manpower management is most important in
construction industry. This is because:
1. Manpower is non-pool type of resource, i.e.; if
manpower is not used in time, they are lost and
they have to be paid for it. But, other resources
like money, materials, and equipments are not
lost when they are not used in time.
2. Manpower is an active resource where as other
resources is passive. Other resources are to be
utilized by manpower. So, if the manpower is
utilized in a better way other resources can be
used effectively and economically.

3. Unskilled manpower is available in a large
number, but skilled manpower is not available
large numbers. Thus, proper management of
manpower will help in balancing this problem.
F. Manpower Planning
This has to be done while doing planning.
The number of workers required for each activity
has to be calculated from the standard data or from
the past experience so that on that basis the number
of days required for completing the respective
activity can be calculated. As it involves a large
amount of computations, computers are normally
used to estimate the total requirement of
manpower. Most of the commercial software has
the features to estimate the resource demands. The
summary of the manpower requirements is
normally presented in tables and graphs.
VI. CASE STUDY
A. Introduction
Case study on the residential apartment, It
has two blocks and consists of silt floor, ground
floor, and 4 floors accommodating 60 flats in total.
Each block in each floor has 12 flats. The flats here
are 3BHK four in number and 2BHK 8 in number
other amenities provided within the building area.
Here 3BHK flat consists of 1155Sft and that of
2BHK flat consists of 915Sft. Total area of open
duck, common space, lift consist of 656 Sft.
Estimated cost of the project was Rs. 4,93,12,027/-
Amenities: Gym, Swimming pool, Park, Security,
DTH TV Facility, Power backup
B. Duration of Activities
In this project determination of duration of
activities is done below by, it has two blocks and
consists of silt floor, ground floor, and 4 floors
accommodating 60 flats in total. Each block in each
floor has 12 flats. The flats here are 3BHK four in
number and 2BHK Eight in number other amenities
provided within the building area. Each floor has
floor area of 12596Sft. Total floor area 75576Sft (6
× 12596 = 75576).
Example: First Floor (DATA of first floor)
a. Concrete volume: Concrete in columns = 30
Cum & Concrete in slabs =210 Cum
b. Steel quantity = 30.91MT
c. Slab Shuttering area = 1170.2 Sqm
d. Concrete block =1407.1 Sqm
e. Internal plastering =3592.3 Sqm
f. Tiles flooring =756.23 Sqm
g. Toilet tiles and dadoing = 224.45 Sqm
Calculation of Duration Taken To Complete First
Floor
Required Resources = {Total Quantity/
(Productivity X Duration)}
I. Concrete For Concrete in Columns
A mason and 5 helpers can execute a
volume of 10 cum per day for column concreting,
so by allotting 3 concrete masons per day will
execute 30 Cum within 1 days.
II. For Concrete in Slabs
Two mason and 5 helpers can execute a volume of
30 cum per day for slab concreting, so by allotting
3 concrete masons and 10 helpers per day will
execute 210 Cum within 6 days.
III. Steel
A Bar bender can handle/execute 400 kg per day,
Quantity = 30910 kg
Productivity = 400 kg/day
Duration = 7 days
Therefore Bar Bender required
30910/ (400 x 7) = 12
So 12 Nos. of bar benders should be allotted for a
day.
IV. Slab Shuttering/ Form Work
A Carpenter can execute 10 Sqm per day,
Quantity = 1170.2 Sqm
Productivity = 12Sqm/day
Duration = 10 days
Therefore Carpenter requires
1120.2/ (12 x 10) = 10
So 10 Nos. of Carpenters should be allotted for a
day.
V. Concrete Blocks
A block mason can execute 10 Sqm per day,
Productivity = 10 Sqm/day
Duration = 10 days
Therefore Mason required
1407.1/ (10 x 10) = 14
So 14 Nos. of block masons should be allotted for a
day.
VI. Internal Plastering
A Plastering mason can execute 15 Sqm per day,
Duration = 20 days
3592.3/ (15 x 20) = 12
So 12 Nos. of plastering masons should be allotted
for a day.
VII. Tiles Flooring
A tiles flooring mason can execute 20 Sqm per day,

Duration = 12 days
756.23/ (20 x 12) = 3
So 3 Nos. of tiles flooring mason should be allotted
for a day.
VIII. Toilet Tiles and Dadoing
A tiles flooring mason can execute 10 Sqm per day,
Duration = 6 days
224.45/ (10 x 6) = 4
So 4 Nos. of tiles flooring mason should be allotted
for a day.
C. Delay Analysis
Delay in construction can be defined as an
event or a condition that results in finishing the
project later than stipulated in the contract or delay
in construction claims as the time during which
some part of the construction project has been
extended or not executed owing to an unexpected
event.
Delays are common due more complex
task and activities till the finish of project. There
are many reasons for delay in construction project.
Reasons for delay have been given in delay
analysis.
Graph 1 Representation of delays in bar chart
Reason For Delay Delay In Days Cost Due To Delay (Rupees)
Rain 6 46750
Delay In GFC 6 39000
RMC Supplier Busy schedule 2 7250
level difference 3 6500
shortage of labours 2 59250
Shuttering material 1 13500
shortage of electricians 4 16000
Shortage of material 2 168600
Structural engineer visit 1 7250
Shortage of 20 mm dia. 1 7000
28 371100
Table 2 Cost Incurred due to delays in activities

VII. RESULTS AND DISCUSSION
A. Master Schedule
The contract of construction was awarded
to a construction company. On 15th June 2012
initial actives such as drawing, design, architectural
drawing and mobilization work take place.
Construction started on 5th July 2012 day. In the
baseline schedule the duration of construction is
743 days. The duration of each activity was
estimated from various data gathered from the
project and from the knowledge of experienced
personnel of the project.
B. Activities
The work breakdown structure of
apartment is mainly divided into 3 parts. The WBS
is Site clearance and excavation, structural works
and finishes. This is a construction of a residential
building and has repetitive schedule followed. It
has two blocks and consists of silt floor, ground
floor, and 4 floors accommodating 60 flats in total.
Each block in each floor has 12 flats. The flats here
are 3BHK four in number and 2BHK 8 in number
other amenities provided within the building area.
Site clearance and mobilization had taken
place on 5th July 2012 and excavation with anti
termite treatment is carried out. Next part is the
major activity i.e. structural work which
incorporates tasks like raft foundation, basement
columns and shear wall, first floor slab and
columns and continues till the 4th floor. The third
activity is named as finishes as it includes the left
over work like masonry works, electrical
conduiting, internal plastering, and water proofing
works, painting works, floor finishes, landscaping
works, elevators, fire fighting.
The main critical activities in structural
work are raft foundation, construction, columns
and shear walls of basement and the slabs of each
floor. The critical activities for finishes are
masonry works, electrical conduiting and internal
plastering.
In addition to the critical activities which
cannot be delayed at any cause, there are some
other additional activities where the project really
experienced difficulties in execution and delay in
completion. It has been observed that 28days delay
due to which, extra cost of Rs. 3,71,100/- took
place. Some of the difficulties faced in the
individual activities listed below.
C. Unskilled labours
Due to unskilled labours work efficiency decreases,
it results into delay in activity and also reduces the
product quality.
D. Shortage of workers
Manpower is an important and unavoidable
resource in the construction industry. Delay occurs
due to shortage of manpower. There is always
delay in the work due to lack of skilled labors. It
includes electrician and labors.
E. Shortage of materials
Material is an important and unavoidable
resource in the construction industry. Delay occurs
due to non availability of material on time. It
includes RMC and steel bars.
F. Improper management
The allocation of labors and resources is
bad and lacks time management which causes
delay. There is lack of supervision throughout the
line of hierarchy which is the result of project
unfinished. It includes structural engineer visit,
structural drawings and architectural drawings.
G. Improper planning
Planning is the essential and initial step of
a construction project. It is a process in which
slight mistake and misconception lead to great
losses to the company. Hence greater care needs to
be taken during planning, but in this it has been
revised thrice due to the lack of allocation of
resources.
H. Weather problems
For smooth flow of any construction
activity a favorable weather is needed. In India the
construction work gets a delay due to unfavorable
monsoons.
VIII. CONCLUSTIONS AND
RECOMMENDATION
1. The schedule which was prepared here
involves periodical as well as day to day
observation in scheduling, tracking and delay
analysis of the project.
2. The schedule were lacking along with the
delay in process due to problems in
excavation, lack of manpower and materials,
shortage of labor and weather etc.
3. Scheduling using computer as a tool was found
to be easy and accurate. Software used here
i.e., MS project. The project schedule and
project track generation was its main highlight.
The schedule report helps in identifying start
date, finish date, total float, also the duration of
the project as a whole. The schedule tracking
report helps in delay calculation.
4. To conclude, if a big project like this is not
planned, schedule and updated properly then

delays cannot be minimize and amount of
money wasted would be enormous so at least
in the future one can hope that proper planning
will take place in all departments of the
company. Due to poor manpower allocation,
construction organizations are finding it
difficult to use available manpower. The result
of poor manpower
5. The initial estimated cost of the project was
Rs. 4,93,12,027/- but due to delay of activities
as described in the previous chapter an extra
cost of Rs. 3,71,100/- is added to the estimated
as a cost of delay. Delay costs can be
minimized if proper control in planning,
scheduling and execution takes place in any
project.
6. The study has provided immense knowledge in
identifying deficiencies, ability to reschedule
and delay calculation by tracking the same
through observational facts, skills, analytical
evaluation system and framing schedule for
expansion of project.
ACKNOWLEDGMENT
We are very grateful to all authors in
reference section. Their methods, conceptual
techniques are very helpful for our research. AGM
of planning department, site engineer, everyone at
project shared information and knowledge helped
us to complete our proposed work, and we are very
grateful to them.
REFERENCES
[1]. Olusegun O et al, Allocation of Resources
in Construction, Texas university (Sep/Oct
1999)
[2]. M. G. Sayal et al, Project Planning and
Controlling in Construction Industry,
ASCE, (Dec 2002)
[3]. Michael Mawdesley et al, Planning and
Controlling in Construction Industry,
University of Nottingham (March 2006)
[4]. M. E. Abd El-Razek et al, Causes of
Delay in Building Construction Projects in
Egypt ASCE (May 2008)
[5]. S. Keoki sears et al, Construction Project
Management, John Wiley and sons, Inc.
New Jersey (2008)
[6]. Songul Dayi, Schedule Delay Analysis in
Construction Project: A case study using
time impact analysis method, Middle East
Technical University (DEC 2010)
[7]. K K Chitakara, Construction Project
Management, TataMC Graw Hill, New
Delhi (2012)
[8]. Pablo González et al, Analysis of Causes
of Delay and Time Performance in
Construction Projects ASCE (April 2013)
[9]. Rathod R G, Planning, Scheduling and
Delay Analysis - Case Study, Flora
Institute of Technology, Pune University,
IARJSET Vol. 3, issue 6 (June 2016)

Efficient Planning Scheduling and Delay Analysis of Residential Project

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