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Unit-II Bar Charts PDF

The bar chart is a commonly used scheduling technique for construction projects that plots major activities on a weekly timescale. However, it has some shortcomings including a lack of detailed analysis, omission of indirect tasks, and failure to show interdependencies. To overcome these issues, contractors should provide more information on activity durations and potential obstacles during design reviews. Owners should understand that schedules are models and may not match real-world conditions perfectly. Careful planning of site logistics, coordination of trades, and consideration of weather are also important for maintaining an effective project schedule.

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785 views2 pages

Unit-II Bar Charts PDF

The bar chart is a commonly used scheduling technique for construction projects that plots major activities on a weekly timescale. However, it has some shortcomings including a lack of detailed analysis, omission of indirect tasks, and failure to show interdependencies. To overcome these issues, contractors should provide more information on activity durations and potential obstacles during design reviews. Owners should understand that schedules are models and may not match real-world conditions perfectly. Careful planning of site logistics, coordination of trades, and consideration of weather are also important for maintaining an effective project schedule.

Uploaded by

sri ram
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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The Bar Chart is probably the best known scheduling technique. For the purposes of scheduling major
activities of a construction project, the chart indicates project sequence and scheduling of each major
activity plotted on a weekly time scale. The chart has certain shortcomings which limit its usefulness but
once aware of these inherent weaknesses, the Owner can rely on it as a beginning point for dialog with
the people on your team.

A list of a Bar Chart's shortcomings would include:

* Failure to require a detailed analysis and further breakdown of major activities.


* Omission of indirect, support tasks such as tool maintenance or material purchases.
* Failure to communicate complete details of the project schedule which indicate activity
interdependence.
* Failure to indicate adequately the consequences of scheduling changes.
* Failure to provide a suitable means for updating purposes.

From the standpoint of the Owner, the "Generic Schedule" is easy to visualize and understand its
meaning. One possible solution to overcome the inadequacies of a Bar Chart is to note, during review of
the Design/Build Matrix, pertinent information which would affect activity duration and changes. This
means asking Trade Contractors and Suppliers for assistance in determining length of activity
durations and possible obstacles to completion of their work.

Another possible precaution is to understand that the Bar Chart is a "paper model" and, like all
scheduling techniques, the results will not always meet one's expectations or the reality of working under
field conditions. This approach helps one to realize that all ideal types have limitations and to accept
difficulties; however, this does not mean we reject using a model as a reference.
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Anticipating construction relationships and key events is central to successful scheduling of your project.
For instance, site layout will involve placement of a portable toilet, job shack, and recycle/refuse bins.
Simultaneously, you'll want to consider location of temporary electrical power pole, telephone cable, and
water supply. Positioning of these items will require the Owner to consider current and future use. Site
logistics is vital for an efficient and effective schedule.

Preparing for Trade Contractor's work and Supplier's support will also demand foresight. The idea of
good coordination is to plan and organize for labor, material, and products before they are needed
on site. An example would be ordering the exterior door package which includes choosing products and
doing field measurements, transporting the package to the finish shop, and scheduling delivery of exterior
doors for installation. Part of the framer's contract should include the setting of the exterior door package,
and obviously the Owner's responsibility is to make arrangements for the package to be on site during the
final week of the framing phase.

Weather conditions also become a concern for control of project schedule. Part of the Owner's
evening routine will include watching the five-day weather forecast so one's expectations of the coming
week's activities will match what the weather will accommodate. For instance, scheduling a concrete pour
for sidewalks and driveway on a "dry" day guarantees a better finish. Why take a chance on inferior finish
when there's only one chance to do the job correctly?

Remember: there is no replacement for critical thinking and analysis of your project to determine both
standard and unique elements of your project. Planning, organizing, and controlling construction activities
are the heart of project scheduling. Keep work activities in natural sequence and don't play
hopscotch with your project's Schedule.

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