BORANG PENGESAHAN STATUS TESIS

UNIVERSITI TEKNOLOGI MALAYSIA

BORANG PENGESAHAN STATUS TESIS

JUDUL :

MICROSOFT PROJECT 2003 AND PRIMAVERA PROJECT PLANNER IN HANDLING MULTIPLE CALENDARS

SESI PENGAJIAN : 2005 / 2006

Saya :

ALVIN STANLEY A/L XAVIER

(HURUF BESAR)

mengaku membenarkan tesis (PSM/Sarjana/Doktor Falsafah)* ini disimpan di Perpustakaan Universiti Teknologi Malaysia dengan syarat-syarat kegunaan seperti berikut :

1. Hakmilik tesis adalah dibawah nama penulis melainkan penulisan sebagai projek bersama dan

dibiayai oleh UTM, hakmiliknya adalah kepunyaan UTM. 2. Naskah salinan di dalam bentuk kertas atau mikro hanya boleh dibuat dengan kebenaran bertulis

daripada penulis. 3. Perpustakaan Universiti Teknologi Malaysia dibenarkan membuat salinan untuk tujuan pengajian

sahaja. 4. **Sila tandakan (9 )

SULIT (Mengandungi maklumat yang berdarjah keselamatan atau kepentingan Malaysia seperti yang termaktub di dalam AKTA RAHSIA RASMI 1972)

TERHAD (Mengandungi maklumat TERHAD yang telah ditentukan oleh organisasi/ badan di mana penyelidikan dijalankan)

9 TIDAK TERHAD

Disahkan oleh

_______________________________________ _______________________________ (TANDATANGAN PENULIS)

(TANDATANGAN PENYELIA)

Alamat Tetap : 18,SELASAR TEBING KINTA 2, TAMAN MIRINDI,

PN. PONSELVI JEEVARAGAGAM

31400 IPOH, PERAK. Nama Penyelia

Tarikh :

14 APRIL 2006

Tarikh : 14 APRIL 2006

CATATAN : * Potong yang tidak berkenaan.

** Jika tesis ini SULIT atau TERHAD, sila lampirkan surat daripada pihak berkuasa/organisasi berkenaan dengan menyatakan sekali sebab dan tempoh tesis ini perlu dikelaskan sebagai SULIT atau TERHAD. ♦ Tesis dimaksudkan sebagai tesis bagi Ijazah Doktor Falsafah dan Sarjana secara penyelidikan, atau disertai bagi pengajian secara kerja kursus dan penyelidikan atau Laporan Projek Sarjana Muda (PSM).

I hereby declare that I have read this dissertation and found its content and form to meet acceptable presentation standards of scholarly work for the degree of

Bachelor of Engineering in Civil Engineering

Signature : _________________________________ Name of supervisor : Pn. Ponselvi Jeevaragagam Date

MICROSOFT PROJECT 2003 AND PRIMAVERA PROJECT PLANNER 3.0 IN HANDLING MULTIPLE CALENDARS ALVIN STANLEY A/L XAVIER

This research report submitted in partial fulfillment of the requirements for the award of the degree of Bachelor of Civil Engineering

Faculty of Civil Engineering Universiti Technology of Malaysia

APRIL 2006

MICROSOFT PROJECT 2003 AND PRIMAVERA PROJECT PLANNER 3.0 IN HANDLING MULTIPLE CALENDARS ALVIN STANLEY A/L XAVIER

Laporan kajian ini dikemukakan sebagai memenuhi syarat penganugerahan Ijazah Sarjana Muda Kejuruteraan Awam

Fakulti Kejuruteraan Awam Universiti Teknologi Malaysia

APRIL 2006 APRIL 2006

DECLARATION

I declare that this entire dissertation is the result of my own research except for commonly understood ideas and others which I have clarified their sources. The dissertation has not been previously submitted and is not being concurrently submitted for any other degree or qualification.

Signature

Name : ALVIN STANLEY s/o XAVIER Date

: 20 APRIL 2006 : 20 APRIL 2006

Dedicated to my beloved father and mother…

ACKNOWLEDGEMENT

I would like to express my sincere gratitude and thanks to my supervisor, Pn Ponselvi Jeevaragagam for her generous guidance, cooperation and advices from time to time throughout the duration of this dissertation. Her valuable knowledge and support is greatly appreciated.

I would also like to thank Mr. Augustine Michael, shift engineer at Angkasa Consulting Services Sdn. Bhd for his help on attaining the case-study data from Sg. Kinta Dam Project. His assistance in attaining numerous types of data and information widen my knowledge, not only about my research, but also the construction of the dam.

I also take this opportunity to thank Venga, Kuga, Shalom, Logen, Param, Giri, Mani, Puther, Sivadass and all my housemates for making my stay at UTM a memorable one.

Finally, I am deeply grateful to my parents whose love and support has given me great inner strength and motivation to succeed.

vi

Abstract

Calendars in construction project show the working and non-working days of

a certain resource or a group of labors to a certain task assigned to them. Many construction projects use more than one calendar to represent various project conditions such as work properties, resource availabilities, weather conditions, etc. Previous studies prove the existences of advance theories of scheduling in multiple calendars condition. Project management software packages, such as Microsoft Project 2003 and Primavera Project Planner 3.0 are known to provide multiple calendars function in its package. This research is done to identify the miscalculation generated by the software packages in handling multiple calendars conditions. All four types of relationship types with negative, zero and positive are analyzed manually and in both the software. The results shows both the software generates wrong outputs in all relationship types with negative lags and Start-Finish with zero lags under the ‘special-case’ circumstances. Additional errors are also experienced in Microsoft Project 2003 in the case of Start-Start, Finish-Start relationship with positive and negative lags and Finish-Finish with zero and negative lags. Additional studies are also done about the flexibilities and deficiencies of both Microsoft Project 2003 and Primavera under limited scope of function of calendars, activity ID input, WBS and activity linking. It proves Microsoft Project has a better calendar system, easier activity input functions and more organized WBS. It is recommended to avoid circumstances of relationship with lag types as described above that produces erroneous output by both the software packages when dealing with multiple calendars. This study should be beneficial for academic and practical use of the software packages.

vii

Abstrak

Kalendar dalam sesuatu projek pembinaan berfungsi untuk memaparkan hari bekerja dan tidak bekerja bagi sesuatu sumber atau sekumpulan pekerja yang telah dipertanggungjawab dengan sesuatu projek. Terdapat banyak projek pembinaan yang menggunakan lebih dari satu kalendar untuk menunjuk keadaan sesuatu projek seperti ciri-ciri atau sifat sesuatu kerja, kemudahan memperolehi sumber, keadaan cuaca dan sebagainya. Pakej perisian pengurusan projek seperti Microsoft Project 2003 dan Primavera Project Planner 3.0 menawarkan pelbagai kalendar dalam pakej perisisannya. Kajian ini dijalankan untuk mengenalpasti miskalkulasi yang terhasil dari pakej perisisan yang mempunyai pelbagai kalendar. Kesemua empat jenis hubungan dengan faktor kelengahan negatif, sifar dan positif dianalisis secara manual serta mengunakan kedua-dua pakej perisian. Hasil analisis menunjukkan kedua-dua perisisan menghasilkan kesalahan dalam semua jenis hubungan dengan kelengahan negatif dan sifar bagi Start-Finish dalam keadaan ‘special case’. Terdapat beberapa kesalahan lain yang dihasilkan oleh Microsoft Project 2003 dalam kes Start-Start dan Finish-Start dengan faktor kelengahan positif dan negatif, serta hubungan antara Finish-Finish dan Start-Finish dengan faktor kelengahan sifar dan negatif. Kajian tambahan turut dijalankan mengenai kelebihan dan kekurangan kedua-dua pakej perisisan Microsoft Project dan Primavera dibawah skop fungsi calendar, aktiviti input ID, WBS dan aktiviti rangkaian. Kajian tambahan ini menunjukkan bahawa Microsoft Project memiliki sistem calendar yang lebih baik, memiliki fungsi input aktiviti yang mudah dan WBS yang lebih tersusun. Kajian ini mencadangkan supaya mengelak menggunakan hubungan dengan jenis kelengahan seperti yang telah dibincangakan supaya dapat mengasilkan putput yang lebih jitu apabila menggunakan kalendar pelbagai fungsi melalui kedua-dua pakej perisian tersebut.

viii

TABLE OF CONTENTS

CHAPTER TOPIC

PAGE

THESIS STATUS DECLARATION SUPERVISOR DECLARATION TITLE

ii DECLARATION iii

vi ABSTRAK vii

TABLE OF CONTENTS

viii

LIST OF FIGURES

xii

GENERAL NOTATIONS

xiv

LIST OF APPENDICES

xv

CHAPTER 1 INTRODUCTION 1

1.1 Background 1

1.2 Research Objectives 2

1.3 Research Scope 3

1.4 Importance of the Study 3 1.4 Importance of the Study 3

CHAPTER 2 LITERATURE REVIEW 4

2.1 Introduction to Scheduling 4

2.2 Significance of Scheduling for the Participants

2.3 Scheduling Techniques 5

2.3.1 Critical Path Method (CPM) 6

2.3.1.1. Forward Pass 6

2.3.1.2. Backward Pass 7

2.3.1.3. Float Calculation 8

2.3.1.4. Critical Activities 9

2.3.2 .Precedence Diagram Method (PDM)

2.4 Drawback to CPM and PDM 10

2.5 Introduction to the Multiple Calendars in CPM

2.5.1 Basic Rules for Multiple Calendars 12

2.5.2 Forward Pass 14

2.5.2.1. Finish-to-Start and Start-to-Start 14

2.5.2.2. Finish-to-Finish and Start-to-Finish 15

2.5.3 Backward Pass 16

2.5.3.1. Finish-to-Start and Start-to-Start 16

2.5.3.2. Finish-to-Finish and Start-to-Finish 17

2.6 Project Management Software 18

2.6.1. Microsoft Project 2003 19

2.6.2. Primavera Project Planner 3.0 (3P) 20

CHAPTER 3 METHODOLOGY 22

3.1 Overview

3.2 The Case Study 22

3.3 Research Methodology 24

3.3.1. Literature review 25

3.3.2. Data collection 25

CHAPTER 4 ANALYSIS AND RESULTS 28

4.1 Introduction 28

4.2 Comparison between Single and Multiple Calendars

4.3 Multiple Calendars Manual Analysis 31

4.4 Multiple Calendars Analysis in Microsoft Project and P3 33

4.4.1. Special Case Analysis in Project and P3

4.4.2. Additional Errors in Project 41

4.5. Flexibilities and Deficiencies of Project and P3

4.5.1. Calendars in Project. 49

4.5.2. Calendars in P3. 53

4.5.3. Activity Input and WBS in Project

4.5.4. Activity Input and WBS in P3

4.5.5. Link Conflicts in Project

4.5.6. Link Conflicts in P3

CHAPTER 5 CONCLUSION 62

5.1 Introduction 62

5.2 Special Case Conditions in Project and P3

5.3. Additional Errors in Project 63

5.4. Flexibilities and Deficiencies of Project and P3

5.5. Conclusion and Recommendations 65 5.5. Conclusion and Recommendations 65

REFERENCES

APPENDICES APPENDICES

LIST OF FIGURES

FIGURE TITLE PAGE

2.1 PDM node 10

3.1 Work flowchart for simple PDM networks

4.1 Continuous working days schedule. 30

4.2 Multiple calendar scheduling 31

4.3 Template chart 32

4.4 Finish-Start (FS) with lag negative (Special case)

4.5 Finish-Finish (FF) with negative lags (Special case)

4.6 Start-Finish (SF) with negative lags (Special case)

4.7 Start-Start (SS) with negative lags (Special case)

4.8 Start-Finish (SF) with zero lag (Special Case).

4.9 Finish-Finish (FF) with zero lags (Project)

4.10 Finish-Finish (FF) with negative lag (Project) 44

4.11 Start-Start (SS) with positive lags (Project)

4.12 Start-Start (SS) with negative lags (Project) 46

4.13 Finish-Start (FS) with positive lags (Project)

4.14 Finish-Start (FS) with negative lags (Project)

4.15 Working hours in Microsoft Project 51

4.16 Non-working hours in Microsoft Project 52 4.17a Resource calendar in Microsoft Project 52 4.17b Task calendar in Microsoft Project 53

4.18 Holidays repeating option in P3 54 4.18 Holidays repeating option in P3 54

4.19 Necking for non-working days in P3

4.20 WBS Code Definition in Microsoft Project 56

4.21 WBS Hierarchy Display in Microsoft Project

58 4.23a WBS hierarchy in P3 58 4.23b

4.22 Activity Code Increment Option in P3.

WBS hierarchy in P3 and Gantt chart

4.24 Scheduling Conflict Warning Box 60 4.24 Scheduling Conflict Warning Box 60

GENERAL NOTATIONS

Symbols

AOA -

Arrow on arrow

AON -

Arrow on node

d - Duration d1 - Modified Duration EF - Early Finish

ES - Early Start FF - Finish-to-Finish

FS - Finish-to-Start EFT

Early Finish Time

EST -

Early Start Time

LF - Late Finish LS

- Late Start LFT

Late Finish Time

LST -

Late Start Time

SF - Start-to-Finish SS

- Start-to-Start TF

- Total Float - Total Float

LIST OF APPENDICES

APPENDIX TITLE

PAGE

68 2003 Format

A Case Study Schedules in Microsoft Project

72

B Case Study Schedules in Primavera Project

Planner 3.0 Format

The use of information technology is common in the construction industry. A wide range of data can be stored, managed, and manipulated using information technology tools. In the case of scheduling, Microsoft Project and Primavera Project Planner are a few of leading software being used in current date. Microsoft Project is well known as easy-to-use software while Primavera is high-end software.

Scheduling for a single calendar using this software is rather easy and common. But, there are chances for a single construction project to have multiple calendars. The occurrence of multiple calendars can be regarded to the work properties, weather condition, resource available and other reasons (Lock.2000). In a planner of multiple calendars, each calendar has a unique working day of its own. For example, a construction planner can have two calendars, one for three days working days and another for seven days working days.

The project planners mentioned above is known to handle multiple calendars but the background theory is not revealed to the public. Users of the software simply The project planners mentioned above is known to handle multiple calendars but the background theory is not revealed to the public. Users of the software simply

It is well known that Microsoft Project is a user-friendly software and P3, in the other hand, very sophisticated software. As an additional objective to this research, a few functions in both software are been analyzed for comparison purpose. Conclusions are made within the scope of aspects analyzed and the overall comparison of both software packages is ignored.

1.2. Research Objectives

The objective of this study would be:

o To determine relationship types with lag conditions in which miscalculations occur in Microsoft Project 2003 and Primavera Project Planner 3.0 dealing

with multiple calendars. o To compare Microsoft Project and Primavera Project Planner in the aspects of

calendars, activity input, WBS, and link conflicts using real-time case-study project schedule data.

1.3. Research Scope

Primavera and Microsoft Project are two leading software in project management. Each has unique features to generate project data on project plan, organize resources, assign responsibility, and follow up during construction. In this paper, however, the scope is limited only certain functions in both Project and P3. The scope of functions is listed as below.

• Multiple calendars and activity relationship • Calendars • Activity input and Work Breakdown Structure • Activity linking

It has been noticed that newer versions of these software are in market every year. The software used in this paper is Microsoft Project 2003 and Primavera Project Planner version 3.0.

1.5. Importance of the Study

This study serves the significance for academicals and practical purpose. In terms of academic, this paper could help the users of the project management software packages to understand about the multiple-calendars-based scheduling and it’s the conditions of miscalculations.

In practical use, this paper provides awareness when scheduling conditions of multiple calendars using these software packages.

Chapter 2 LITERATURE REVIEW

2.1. Introduction to Scheduling

Scheduling provides an important role in a construction project. Where there is no plan, where the disposal of time is surrendered merely to the chance of incidence, chaos will soon reign (Victor Hugo, 1802-1885). Without a plan, there is no way to schedule the required work, no way to track progress, and no way of deciding on corrective action when unexpected events occur (Stella and Glavinich, 1994).

Scheduling is taking the construction plan one step further, through ‘‘determination of the timing of the operations comprising the project and their assembling to give the overall completion time’’ (Antill and Woodhead, 1990)

2.2. Significance of Scheduling for the Participants

The need for proper planning and scheduling of construction projects is crucial for all parties involved. The major parties involved in a construction project are the owner, consultants and the contractors.

The owner uses schedules and plans in the aspect of monitoring. Indirectly,

he gains control over the project. Another importance of scheduling to the owners is to predict the financial needs of the project.

The scheduling significance for the consultants is in the form of activities like research, design, and estimation, and documents preparation.

Scheduling is a crucial to the contractors. Scheduling is used as a tool in determining the quantity of labor, the types and quantity of plants, the time duration of an activity, the time and duration for material supplies and to estimate financial flow and need. By proper planning and scheduling, contractors increase the possibility that a project will be completed within budget, will be within the time constraints, and will have better quality, and they can reduce the chances of chaos breaking out.

2.3. Scheduling Techniques

Network scheduling techniques are the common method of scheduling in a construction project. Among network techniques, critical path method (CPM) is the most well known. Due to the widespread use in the construction industry and on Network scheduling techniques are the common method of scheduling in a construction project. Among network techniques, critical path method (CPM) is the most well known. Due to the widespread use in the construction industry and on

40 years, from arrow diagrams, the program evaluation and review technique, and precedence diagrams to the current sophisticated commercial software used today. It is important to note that the development of CPM took time and a different approach to arrive at what it is used today.

The basic of all network scheduling is the Activity on Node (AON) and Activity on Arrow (AOA). In AOA networks, the traditional CPM is used and in AON networks, the CPM is slightly modified and referred as Precedence Diagram Method (PDM). Other famous network scheduling method is Program Evaluation and Review Technique. This paper is focused merely on CPM and PDM methods.

2.3.1. Critical Path Method (CPM)

The CPM is a systematic scheduling method for AOA network. The CPM involves in major four steps

• A forward pass to determine activities early-start times. (EST) • A backward pass to determine activities late-finish times. (LFT) • Float calculations • Identifying critical activities

2.3.1.1. Forward Pass

The forward pass determines the early-start times of activities. The forward proceeds from the left-most node in the network (node 1) and moves to the right.

Each of the nodes in the network, in fact, a point at which some activities end (head arrow coming into the node) and some other activity starts on the same node.

All successor activities can only start after the latest predecessor is finished. Therefore, for the forward pass to determine the early-start (ES) time of an activity, the head arrow coming into the start node of an activity is observed. Then, the activity ES time is set as the latest finish time of all. The early finish time is calculated as the formula 2.1:

Early-Finish (EF) = Early-Start (ES) + d (2.1)

where d indicates the duration of the activity.

It is must to be taken into consideration the largest EF value of the predecessor activities is used to calculate the ES of successor’s activity if the successor has multiple predecessors, and all other values are not used.

2.3.1.2. Backward Pass

The backward pass determines the late-finish (LF) times of activities by proceeding backward from the end node to the starting node of a AOA network. For

a backward pass to determine the late-finish times of the activities, the successors (tail arrow) going out of the node is looked upon and their smallest late-start (LS) value is evaluated and this value is used as the LF time of the predecessors. LS times can be calculated as formula 2.2:

Late-start (LS) = Late-finish (LF) – d (2.2)

The LS time of the last node in a backward pass is necessary to be checked to ensure the correctness of the calculation. The checking formula is as given below (formula 2.3):

Late-start (LS) = Late-finish (LF) - d = 0 (2.3)

2.3.1.3. Float Calculation

Once forward-pass and backward-pass calculations are complete, it is possible to analyze the activity times and find the conclusions. One important aspect is Total-Float (TF) calculations, which determine the flexibility of an activity to be delayed. There are two ways of scheduling an activity using its activity times. One way is to schedule its as early as possible (using its ES time). The other way is as late as possible (using its LS time). The activity float can be represented by the following relationships:

Total Float (TF)

(2.4) = LF - EF = LF - ES

= Total Slack

Subtracting the activity duration, the total floats becomes:

Total Float (TF)

= LF – ES – d

Another type of float often used in network analysis is the Free Float, which can be calculated as:

Free Float = ES (of succeeding activity) – (2.6)

EF (of activity in question)

The free float defines the amount of time that an activity can be delayed without taking float away from any activity. With free float available for an activity,

a project manager knows that the float can be used without changes in the status of any non-critical activity to become critical.

2.3.1.4. Critical Activities

The total float values of activities are very useful for realistic scheduling of the activities and in responding to many changes that occur on site. Activities with zero floats mean that they have to be constructed right at their times, without delays. These activities, as such, are considered critical. They deserve the special consideration of the project manager because any delay in critical activities causes a delay in the project duration.

2.3.2. Precedence Diagram Method (PDM)

Precedence Diagram Method (PDM) is the scheduling method used for AON networks. It follows the CPM method, however, with slight variation to suit AON networks. The PDM follows the same four steps of the CPM. The PDM differs from the CPM in the shape of the node. The node of the PDM is shown below.

Early Start

Early Finish

Name (duration)

Late Start

Late Finish

Figure 2.1: PDM node

2.4. Drawback to CPM and PDM

The CPM and PDM analyses for network scheduling offers vital information that can lead the project to its accomplishment. Both methods, however, has some weakness that require special attention from the project manager. These drawbacks are as follow:

• The forward and backward pass calculations do not incorporate resources into their formulation. Dealing with limited resources has to be done separately

after analysis. • Since CPM and PDM formulations deal mainly with activities durations, not

resources, most often they result in large fluctuations in the total resources, from one day to another. Special resource-leveling effort has to be done, therefore reduce the hiring and firing of resources.

• The formulation of CPM and PDM methods do not incorporate to constrain project duration.

• Since CPM and PDM methods deal mainly with activities durations, they do not deal with any cost minimization of the project.

• The basic assumptions in CPM and PDM formulations are that activity duration are deterministic. In reality, however, activity durations take certain probabilistic distribution that reflect the effect of on project condition on resource productivity and the level of uncertainty involved in the project.

• With CPM and PDM analysis determining the start times of activities, it is possible to convert these start times to calendar days and accordingly identify

the time of the year in which each activity is planned to be constructed. Based on that, it is possible to modify activity duration and cost to reflect the impact productivity factors such as weather conditions. Accordingly, total project duration becomes longer but more closely reflects actual construction conditions.

d1 (modified duration) = d (original duration)/productivity

factor (2.7)

c1 (modified cost) = d (original cost)/productivity factor (2.8)

2.5. Introduction to the Multiple Calendars in CPM

A calendar-based network schedule is becoming common these days. CPM converted to calendars can provide exact date the exact date an activity has to be constructed. Many sources of construction management literature explain how to schedule a construction project with continuous working days. The most common way to apply a single calendar is directly translating working days to calendar dates (Knutson 2001). The time data of each activity from the continuous working day (non-calendar) schedule can be simply converted to the correspondent calendar date from the cumulative working days counted on the calendar. In this way, every activity can have early and late times as a calendar date format.

It is common to have multiple calendars according to task properties, weather conditions, resource availabilities, and other reasons in a construction project (Lock 2000). At times, a single resource, for an example, an excavator is assigned to more than one project site in the same week, and its working days in the destined project site is just three days in a week. In these situations, it is important to assign a single calendar specifically for this task and the follow-ups uses a different calendar concerning the task type. Multiple calendars have unique working pattern per week. For example, a construction schedule can have three project calendars: one for a 3 day work week (Monday, Tuesday, and Wednesday), another for a 5 day work week (Monday through Friday) and the other for a 7 day work week (continuous working days). Then, any activity of the schedule can use one of the calendars based on the activity condition.

2.5.1. Basic Rules for Multiple Calendars

CPM rules are commonly used in single calendar based scheduling. However, consideration must be given when dealing with multiple calendars. The approach is slightly different in each case of relationship type and lag amount, but a set of basic rules as described below are applied to most cases.

In the description below, two activities along with their relationship type and its lag time, in both the forward and backward passes. The predecessor in the forward pass decides the successor’s early time (EST or EFT) and the predecessor’s late time (LST or LFT) is decided by the successor in the backward pass.

Basic rules in multiple calendars (Kyunghwan K and Jesús M. de la Garza, 2005).

1. The relationship lag time belongs to the predecessor’s calendar in both forward and backward passes. If the lag time property does not correspond to the predecessor’s calendar, the lag can be replaced with an activity that has a different calendar to correctly represent the lag property.

2. Activity split is not allowed, except for the period of nonworking days. An activity must stop on the non-working days and continue on the next available working day.

3. The relationship lag time indicates the minimum time interval that must exist between two activities in both forward and backward passes.

4. In forward pass, if the early time (EST or EFT) of the successor calculated directly from the predecessor is a nonworking day, the early time should be postponed to the next available working date of the successor’s calendar. Similarly, in backward pass, if the late time (LST or LFT) of the predecessor calculated directly from the successor is a nonworking day, the late time should be advanced to the previous available working date of the predecessor’s calendar. This is done to assure the minimum time interval condition

5. The scheduling unit is 1 day and every activity starts at the beginning of the day and finishes at the end of the day.

6. The beginning of a day is identical to the end of the previous day. After applying the lag time, the beginning time is applied to find the start time of an activity and the end time is applied to find the finish time of an activity

7. The time difference between the beginning of a day and the beginning of the next day is 1 day. In the calendar-based schedule, a 1-day difference is also 7. The time difference between the beginning of a day and the beginning of the next day is 1 day. In the calendar-based schedule, a 1-day difference is also

8. If an activity has multiple successors with the same relationship type, but with different lag time values, the early time of a successor with a longer lag time must be greater than or equal to the early time with a shorter lag time. The following equation shows this early time property with different lag times from on predecessor:

ET n, i ≤ ET n+1,j (2.9)

Where n = lag time (integer); and ET n,, j = ET (EST or EFT) of activity i with

n lag.

When an activity is involved with more than two calendars through related activities, the early time of an activity in the forward pass is the maximum early time among all possible early times calculated from predecessors. Each possible early time is calculated based on two calendars: one for the predecessor and the other for the successor. The same condition happens for the backward pass. The late time of an activity in the backward pass is the minimum late time among all possible late times calculated from successors. Each possible late time is calculated based on two calendars.

2.5.2. Forward Pass

The forward pass calculates the early times of each activity. The process is similar to the forward pass with continuous working days, but it has additional features to count lag times and to handle nonworking days.

2.5.2.1 Finish-to-Start and Start-to-Start

In a finish-to-start (FS) and start-to-start (SS) with zero lag, the successor activity can start immediately after (for FS: 0) or start at the same time (for SS:0) or later than the predecessor activity finishes. The earliest possible start time of the successor is the next day (for FS: 0) and the same day (for SS: 0) of the predecessor’s EFT and EST respectively.

In a FS and SS with positive lag, the successor can start at the lag time after or later than the predecessor finishes. The earliest possible start time of the successor is the next day of the predecessor’s EFT (for FS: +) and EST (for SS: +) plus the amount of lag time counted by working days on the predecessor’s calendar.

Similarly, in a FS and SS with negative lag, the successor can start at the lag time before or later than the predecessor finishes. The earliest possible start time of the successor is the next day of the predecessor’s EFT (for FS: -) and EST (for SS: -) less the amount of lag time counted by working days on the predecessor’s calendar. In other words, the successor can start when the remaining duration of the predecessor on the predecessor’s calendar is at most the lag time.

2.5.2.2. Start-to-Finish and Finish-to-Finish

In a start-to-finish (SF) and (FF) with zero lag, the successor activity can finish at the same time or later than the predecessor activity starts. The earliest possible finish time of the successor is the previous day (for SF: 0) and same day (for FF: 0) of the predecessor’s EST and EFT respectively.

In a SF and FF with positive lag, the successor can finish at the lag time after or later than the predecessor starts (for SF) and finishes (for FF). The earliest possible finish time of the successor is the previous day (for SF) and on the same day (for FF) of the predecessor’s EST plus (for SF) or predecessor’s EFT minus (for FF) the amount of the lag time counted by working days on the predecessor’s calendar.

With a SF and FF and negative lag, the successor can finish at the lag time before or later than the predecessor starts (for SF) or finishes (for FF). The earliest possible finish time of the successor is the previous (for SF) or on the day (for FF) of the predecessor’s EST and EFT less the amount of lag time counted by working days on the predecessor’s calendar respectively.

2.5.3. Backward Pass

The backward pass begins after the forward pass is completed for all activities. In the backward pass, the late times of each activity are calculated based on the late times of the successors. As mentioned in the basic rules, the relationship lag time is also the minimum time interval that must exist between two activities in the backward passes. The backward pass with multiple calendars is similar to that with continuous working days, but it has additional features to handle nonworking days.

2.5.3.1. Finish-to-Start and Start-to-Start

In a FS and SS with zero lag, the successor activity can start immediately (for FS) or same time (for SS) after or later than the predecessor activity finishes whether the schedule is based on early times or late times. With this property, the latest In a FS and SS with zero lag, the successor activity can start immediately (for FS) or same time (for SS) after or later than the predecessor activity finishes whether the schedule is based on early times or late times. With this property, the latest

In a FS and SS with positive lag, the successor can start at the lag time after or later than the predecessor finishes (for FS) and starts (for SS). With this property, the latest possible finish time (for FS) and start time (for SS) of the predecessor is the previous day of (for FS) and the same day as (for SS) of the successor’s LST less the amount of the lag time counted by working days on the predecessor’s calendar.

In a FS and SS with negative lag, the successor can start at the lag time before or later than the predecessor finishes (for FS) and starts (for SS). With this property, the latest possible finish time (for FS) and start (for SS) of the predecessor is the previous day of (for FS) or the same day as (for SS) the successor’s LST plus the amount of the lag time counted by working days on the predecessor’s calendar.

2.5.3.2. Start-to-Finish and Finish-to-Finish

In a SF and zero lag, the successor activity can finish on the previous day or later than the predecessor activity starts whether the schedule is based on early times or late times. Because the predecessor could start the next day of the successor’s finish, special care is required in the backward pass with SF:0, especially when nonworking days are involved. The latest possible start time of the predecessor is the next day of the successor’s LFT or, if it is a nonworking day, the next available working day.

Similarly, with a FF and zero lag, the successor activity can finish at the same time or later than the predecessor activity finishes whether the schedule is based on Similarly, with a FF and zero lag, the successor activity can finish at the same time or later than the predecessor activity finishes whether the schedule is based on

In a SF and FF with positive lag, the successor can finish at the lag time after or later than the predecessor starts (for SF) and finishes (for FF). With this property, the latest possible start time of the predecessor is the next day of (for SF) or the same days as (for FF) the successor’s LFT less the amount of the lag time counted by working days on the predecessor’s calendar.

In a SF and FF with negative lag, the successor can finish at the lag time before or later than the predecessor starts (for SF) or finishes (for FF). With this property, the latest possible start time of the predecessor is the next day of (for SF) or the same day as (for FF) the successor’s LFT plus the amount of lag time counted by working days on the predecessor’s calendar.

2.6. Project Management Software.

The software that are analyzed in this paper are Microsoft Project version 2003 and Primavera Project Planner (P3) version 3.0. Microsoft Project is popular easy-to-use project management software, and P3 is high-end software for project management. Both software systems allow putting together a project plan, organizing resources, and assigning responsibilities and adjustment during construction.

These software or other management software cannot guarantee a successful project plan but it’s crucial for organizing the plan and thinking through the details of what must be done, deadline scheduling, scheduling the task in appropriate sequence, assigning resources and cost to tasks and scheduling tasks around resource These software or other management software cannot guarantee a successful project plan but it’s crucial for organizing the plan and thinking through the details of what must be done, deadline scheduling, scheduling the task in appropriate sequence, assigning resources and cost to tasks and scheduling tasks around resource

Once work begins on the project, these project management software can be used to track progress and analyze the evolving actual schedule to see if it looks like if the project will finished in time and within budget. These software allocates the schedule to be revised and accommodate changes to unforeseen circumstances. This improves communicate within team members about the changes in the schedule and implore feedback about their progress. It also allows posting automatically updated progress reports on an Internet website or a company intranet (Nancy Stevenson, 2005).

Other software packages include Open Plan, Panorama Trackstar, Macproject, Artemis, Baronet and many more (Wager,1991). Many of these software have adapted user friendly Windows-based.

2.6.1. Microsoft Project 2003

The history of Microsoft Project tracked back in the 1990, when its first version of Microsoft Project 1.0 was introduced. Since then, it has become one of the leading software among others. One of its major factors for its popularity is because it is a built- into Microsoft Office packages. Newer versions are followed up along with Microsoft Office progression. Microsoft Project 2003 is the seventh version.

There are several factors contributing to its popularity among the available software today. As mentioned, it is easy attainable software for the reason it is a Microsoft Office built-in., the most used Window-Based package in Malaysia. It is There are several factors contributing to its popularity among the available software today. As mentioned, it is easy attainable software for the reason it is a Microsoft Office built-in., the most used Window-Based package in Malaysia. It is

It also provide data conversion to other Microsoft Office products, such as Microsoft Excel2003 , Microsoft Outlook 2003, Project Web Access 2003 or any MAPI (MAPI, Messaging Application Programming Interface, which is the standard programming interface proposed and supported by Microsoft for accessing electronic messaging.) compliant e-mail system. Sending project files through e-mail improves project communication and increases the speed of schedule reviews. Microsoft Project has special features of graphical import. Audio, video, or animation files can

be insert file into a Project file. This improves the visualization of the real time project.

Microsoft Project 2003 has typical functions of ordinary project management software plus some extra features. It enables detailed closeable work breakdown structure, fourteen types of result-viewing results, that includes, Gantt charts, calendars, network diagrams, resources graphs and many more with printable results. It also enables the setting of wartimes. Other features include resource leveling and contouring, network analysis and cash flow analysis.

2.6.2. Primavera Project Planner 3.0 (P3)

P3 is a product of Primavera Systems Inc. along with its products, such as Primavera Enterprise, Primavera Expedition, Primavera TeamPlay and SureTrak Project Manager (www.Primavera.com). The company is established in the 1983 and has become a one of the major leading company ever since. P3 originated from a company in Bala Cynwyd in Pennsylvania.

The latest version of 3P is Primavera Project Planner version 3.3, but in the case of construction industry, version 3.0 is commonly used. Primavera is the most popular scheduling in construction industry (Jimmie, 1998). Planning in 3P has become so common that it is must in some project contract submission in Malaysia.

Excluding the common features, such as scheduling, resource management and scheduling, cost estimation, cash flow analysis, P3 also offers extra features. The features in 3P include 31 task calendars and 2340 resource calendars. It also manages 100,000 activities with unlimited resource and target project. It has 20 levels in Work-Breakdown Structure, 24 activity codes, 10 project codes, 19 level of sorting and more than 150 standard reports ( www.pmbelgie.be/body_index.html ).

P3 can manage mega projects. In Malaysia alone, mega projects such as Development Projects of KLCC (Kuala Lumpur City Centre) and Putrajaya was scheduled using P3. P3can be used in all conditions, from project involves multiple organization to critical projects with limited resource.

P3 allows 2-way conversion to other software, such as Microsoft Excel and Project, Lotus, Spreadsheet and DBMS.

This chapter explains about the method used in carrying out the study in order to achieve its objectives. To show the contradictions in the both software handling multiple calendars, simple PDM networks are created and each PDM network is analyzed using both software. A case study has been enclosed to serve the secondary objective of comparison of certain functions in both software. Other sources of information are from textbooks, journals, conference papers, and from internet.

3.2. The Case Study

This case study is based on a roller compacted concrete (RCC) dam in Ulu Kinta, Perak. The dam is in its construction stage and expected to be completed in July 2006. The details of the dam are as below.

Contract Title

: Greater Ipoh Water Supply Scheme II Construction of Sg. Kinta Dam and Associated Works

Employer

: Lembaga Air Perak

Project Manager : Metropolitan Utilities Corporation Sdn. Bhd.

Consultants

: Angkasa Consulting Services Sdn. Bhd.

Gutteridge, Haskins & Davey Pty. Ltd.

Contractor

:Seribong-Konbina-Hazama Consortium

Contract Sum

: RM 149,500,000.00

Contract Period

: 34 months

Contract Commencement Date : 27 January 2003

Time Elapsed

: 32 months

Original Completion Date

: 27 November 2005

Revised Completion Date (Extension of Time) :10th April 2006

3.3. Research Methodology

The research will go through several phases as follow:-

i. Literature review

ii. Data collection

iii. Analysis and example of calculation iv. Conclusions

3.3.1 Literature review

Literature review is also known as the secondary data that we get before the study is being carried out. It is for getting a better understanding of the study before it is started. Sources for the literature review are from the primary and secondary sources like textbook, journals, conference papers, and internet. The study of the both software in detail is carried out from its user guides, consultations with lectures and seminars.

3.3.2 Data collection

Data collection for this paper is the schedules of the case study (refer Appendix 1 and 2). Expected data to be gained are as below:

• Master program schedule • Progress reports (preferable in Microsoft Project 2003 or 3P format).

3.3.3. Analyze

The analyzing of data is done to fulfill the objectives and the serve the hypothesis. It is divided into three sections. To serve the first objective, literature review is done to improve the knowledge in multiple calendars conditions. A simple analysis in Project is done to determine the difference between continuous working day calendar and multiple calendars. The results are shown in section 4.2. In the second section, simple PDM are formed to evaluate the contradiction in the software used in terms of handling multiple calendars. The simple PDM networks are formed to ease the level of understanding of the software users. In the third section, the case study data is used to evaluate the Project and 3P for comparison. The elements that are evaluated are calendars, activity ID input, Work-Breakdown Structure (WBS), and activity linking. This serves as a secondary objective to the research to conclude the better software in the scope of the elements mentioned.

For the first objective of determining the conditions of the miscalculations in both software packages, below are the steps (Figure 3.1).

• Simple PDM networks are created with two calendars. All cases of ‘start- finish’, ‘start-start’, ‘finish-start’, ‘finish-finish’ with positive lags, zero lag

and negative lags are taken into consideration in terms of the basic rules of multiple calendars as described in Literature Review

• The PDM networks are analyzed with 3P and Microsoft Project.

• The conditions of errors and contradictions are tracked and evaluated.

3.3.4. Flowchart

Simple PDM networks with multiple calendars

Analysis in Microsoft Analysis in 3P Project

Errors and Errors and Miscalculations

Miscalculations notified

notified

Evaluation and Evaluation and comment about the

comment about the software

software

Recommendations of the safe using of both software packages when dealing with multiple calendar conditions

Figure 3.1: Work flowchart for simple PDM networks

3.3.5 Conclusion

The conclusion of this paper is based on the contradictions of the software in dealing with multiple calendars. The types of errors generated by the software are identified. Proposals on the better software in handling multiple calendars are also concluded.

Chapter 4 ANALYSIS AND RESULTS

4.1. Introduction

In this chapter, the analyses of objectives are discussed. The objective of this research is to determine relationship types with lag conditions in which miscalculations occur in Microsoft Project 2003 and Primavera Project Planner 3.0 dealing with multiple calendars. The second objective is to compare Microsoft Project and Primavera Project Planner in the aspects of calendars, activity input, WBS, and link conflicts using real-time case-study project schedule data.

The literature review of this research is to increase user-knowledge on the concepts of multiple calendars in a network analysis. Various source of information are been collected to conduct the research. The targeted information is on the set of basic rules to perform a network analysis on multiple calendars. The comparison of continuous working days calendar and multiple calendars are analyzed in section 4.2 to show the difference between them.

The first objective is to determine the contradictions of 3P and Project in handling multiple calendars. To perform the analysis to this objective, simple one-to- The first objective is to determine the contradictions of 3P and Project in handling multiple calendars. To perform the analysis to this objective, simple one-to-

To serve the second objective, case-study schedules from the Kinta Dam Project are gained. The elements of comparison are calendars, relationships and activity, and project status tracking. The results are discussed in section 4.4.

4.2. Comparison between Single and Multiple Calendars.

A continuous calendar is a single calendar used to schedule the entire activities in a project, whereby multiple calendars are the usage of more than 1 calendar for scheduling in a project.

For comparison purpose, a simple FS: 0 for all activities is created and analyzed in Project. The original schedule is assigned to a single calendar (continuous calendar). It is then modified to a multiple calendar condition with a standard calendar that has 5 working days and additional calendars that have 3 and 5 working days. Figure 4.1 and 4.2 shows the results.

From the schedules, it can be seen that the Total Float (TF) changes according to the variation of calendar condition. It is known in conventional CPM concept that 1 day delay on a critical activity delays the project completion by 1 day. In Figure 4.2, a day delay in Activity B causes 3 days delay for Activity C in From the schedules, it can be seen that the Total Float (TF) changes according to the variation of calendar condition. It is known in conventional CPM concept that 1 day delay on a critical activity delays the project completion by 1 day. In Figure 4.2, a day delay in Activity B causes 3 days delay for Activity C in

It is therefore can be concluded that conventional CPM concepts in terms of Total Float calculations.

Figure 4.1: Continuous working days schedule.

Total float patterns are equal or

gradually increase throughout

the backward pass

Figure 4.1: Continuous working days schedule.

1 day delay in Activity B causes 3 The total float patterns vary because of days delay for Activity C in multiple

the calendar conditions

calendars condition Figure 4.2: Multiple calendar scheduling.

4.3. Multiple Calendars Manual Analysis using PDM

The analysis are done for all Finish-Start (FS), Finish-Finish (FF), Start- Finish (SF) and Start-Start (SS) relation types with zero, positive and negative lags. All manual analysis is shown in template charts. The PDM’s nodes are consisting of Activity ID, Calendar ID, and Duration ID.

The PDM is followed by a bar chart in the bottom. The bar chart is divided in two rows that the successor and the predecessor in each row. Each column indicates

a day. The white and the grey-shaded columns indicates the working and non- working days respectively. Each column (day) has a continuous work period and the day of the week. The arrow shows the continuation of an activity to another in regarding to the relationship (link) type (Figure 4.3).