Calendar plan (schedule) of work production is, of course, a key document of the PPR. The success of the project implementation largely depends on the quality of its development. The calendar plan is a model of construction production, which establishes a rational sequence, priority and timing of work at the facility.

scheduling

The essence of scheduling, its role in construction

Calendar planning is an integral element of the organization of construction production at all its stages and levels. The normal course of construction is possible only when it is thought out in advance in what sequence the work will be carried out, how many workers, machines, mechanisms and other resources will be required for each work. Underestimation of this entails inconsistency in the actions of performers, interruptions in their work, delays in terms and, of course, an increase in the cost of construction. To prevent such situations, a calendar plan is drawn up, which performs the function of a work schedule within the accepted duration of construction. Obviously, the changing situation at the construction site may require a significant adjustment of such a plan, however, in any situation, the construction manager must clearly understand what needs to be done in the coming days, weeks, months.

The duration of construction is assigned, as a rule, according to the norms (SNiP 1.04.03-85 * Standards for the duration of construction ...) depending on the size and complexity of the facilities under construction, for example, the area of ​​hydro-reclamation systems, types and capacities of industrial enterprises, etc. In some cases, the duration of construction may be planned different from the normative (most often in the direction of tightening the deadlines), if required by the needs of production, special conditions, environmental programs, etc. For objects built in difficult natural conditions, an increase in the duration of construction is acceptable, but this must always be properly justified.

In construction practice, simplified planning methods are often used, when, for example, only a list of works is compiled with the deadlines for their implementation without proper optimization. However, such planning is permissible only when solving small current tasks during construction. When planning large objects of work for the entire period of construction, careful work is needed to select the most appropriate sequence of construction and installation works, their duration, the number of participants, it is necessary to take into account many factors mentioned above. For these reasons, various forms of scheduling are used in construction, allowing in their own way to optimize the planned course of work, the possibility of maneuvers, etc.

• line calendar charts
• network charts

In addition, depending on the breadth of the tasks to be solved, the required degree of detail of solutions, there are various types of calendar plans that are used at different levels of planning.

When developing schedules in PIC and PPR, the best results are achieved when several options for the schedule are compiled, and the most effective one is selected.

Types of calendar plans (schedules)

There are four types of calendar schedules, depending on the breadth of the tasks to be solved and the type of documentation they are included in. All types of calendar schedules should be closely linked to each other.

Consolidated calendar plan (schedule) in the POS determines the order of construction of objects, i.e. the start and end dates of each object, the duration of the preparatory period and the entire construction as a whole. For the preparatory period, as a rule, a separate calendar schedule is drawn up. The existing norms (SNiP 12-01-2004 instead of SNiP 3.01.01-85) provide for the preparation of calendar plans in the POS in monetary form, i.e. in thousand rubles with distribution by quarters or years (for the preparatory period - by months).

For complex facilities, especially water management and hydraulic engineering, additional summary graphs are compiled, oriented to physical volumes.

When drawing up calendar plans for the construction of hydraulic and water facilities, it is necessary, as already noted, to carefully coordinate the progress of construction work with the timing of water flow in the river, the timing of blocking the channel and filling the reservoir. All these terms should be clearly reflected in the calendar plan. During the reconstruction of such facilities, minimal interruptions in the operation of the hydroelectric complex or hydraulic structure should be ensured.

At the stage of development of the consolidated calendar plan, the issues of dividing construction into stages, launch complexes, and technological units are being resolved. The calendar plan is signed by the chief engineer of the project and the customer (as a coordinating authority).

Object Schedule in the PPR determines the sequence and timing of each type of work at a particular facility from the beginning of its construction to commissioning. Typically, such a plan is broken down by months or days, depending on the size and complexity of the object. The object calendar plan (schedule) is developed by the compiler of the PPR, i.e. by the general contractor or a specialized design organization engaged for this purpose.

When developing calendar plans for the reconstruction or technical re-equipment of an industrial enterprise, it is necessary to coordinate all the terms with this enterprise.

Working calendar schedules are usually compiled by the production and technical department of a construction organization, less often by line personnel during the construction and installation period. Such schedules are developed not for a week, a month, several months. Weekly charts are most widely used. Work schedules are an element of operational planning, which must be carried out continuously throughout the entire construction period.

The purpose of the work schedules, on the one hand, is to detail the object calendar plan and, on the other hand, to respond in a timely manner to all kinds of changes in the situation at the construction site. Work schedules are the most common type of scheduling. As a rule, they are compiled very quickly and often have a simplified form, i.e., as practice shows, they are not always properly optimized. Nevertheless, they usually take into account the actual situation at the construction site better than others, since they are compiled by persons directly involved in this construction. This is especially true for taking into account weather conditions, the specifics of the interaction of subcontractors, the implementation of various rationalization proposals, i.e. factors that are difficult to predict in advance.

Hourly (minute) charts in technological maps and maps of labor processes are compiled by the developers of these maps. Such schedules are usually carefully thought out, optimized, but they are focused only on typical (most likely) operating conditions. In specific situations, they may require significant adjustments.

Simplified scheduling forms

With short-term planning, as already noted, in construction practice a simplified form of scheduling is often used in the form of a list of works with deadlines for their implementation. This form is not visual and is not suitable for optimization, but when solving current problems for the coming days or weeks, it is acceptable due to the simplicity and speed of its compilation. Usually this is the result of an agreement on the timing of work between the performers, which is recorded in the form of a protocol of a technical meeting, an order from the general contractor, or another current document.

The simplified form should also include construction planning in cash. In this case, some optimization is possible, but it solves such issues only in an extremely generalized form, since it relates primarily to construction financing. A calendar plan in terms of money is usually drawn up for especially large amounts of work, when a whole object or complex of objects acts as an element of planning. Such plans are typical, for example, for PIC.

Line calendar charts

A linear calendar chart (Ganga chart) is a table of "work (objects) - time", in which the duration of work is depicted as horizontal line segments.

Such a schedule provides opportunities for optimizing construction and installation works according to a wide variety of criteria, including the uniformity of the use of labor, mechanisms, building materials, etc. The advantage of line charts is also their clarity and simplicity. The development of such a schedule includes the following steps:

• drawing up a list of works for which a schedule is being made
• determining their production methods and volumes
• determination of the labor intensity of each type of work by calculations based on existing time standards, aggregated standards or local experience data
• drawing up the initial version of the schedule, i.e. preliminary determination of the duration and calendar deadlines for the implementation of each work with the display of these terms on the chart
• schedule optimization, i.e. ensuring a uniform need for resources, primarily in the labor force, ensuring the timely completion of construction, etc., establishing the final calendar dates for work and the number of performers.

The results of each stage of development, the calendar plan, must be carefully verified, because errors, as a rule, are not compensated for at subsequent stages. For example, if at the first stage the volume of any work is estimated incorrectly, its duration and deadlines will be incorrect, and the optimization will be imaginary.

When determining the labor intensity of work, it is necessary to pay special attention to the reality of the calculations carried out, taking into account specific working conditions. The latter may differ significantly from those accepted in the norms, so the compiler of the calendar plan must be well acquainted with the actual conditions of construction.

The main disadvantage of linear graphs is the difficulty of their adjustment in case of violations of the initial terms of work or changes in the conditions for their implementation. These shortcomings are eliminated with another form of scheduling - network charts.

network charts

The network graph is based on the use of another mathematical model - a graph. Graphs (obsolete synonyms: network, maze, map, etc.) are called by mathematicians "a set of vertices and a set of ordered or unordered pairs of vertices." Speaking in a more familiar (but less precise) language for an engineer, a graph is a set of circles (rectangles, triangles, etc.) connected by directed or non-directed segments. In this case, the circles themselves (or other figures used) according to the terminology of graph theory will be called "vertices", and the non-directed segments connecting them - "edges", directed (arrows) - "arcs". If all the segments are directed, the graph is called directed; if all segments are undirected, the graph is called undirected.

The most common type of work network diagram is a system of circles and directed segments (arrows) connecting them, where the arrows represent the work itself, and the circles at their ends ("events") - the beginning or end of these works.

The figure shows in a simplified way only one of the possible configurations of the network diagram, without data characterizing the planned works themselves. In fact, the network diagram provides a lot of information about the work being done. Above each arrow is written the name of the work, under the arrow - the duration of this work (usually in days).

The circles themselves (divided into sectors) also contain information, the meaning of which will be explained later. A fragment of a possible network diagram with such data is shown in the figure below.

Dotted arrows can be used in the graphics - these are the so-called "dependencies" (dummy jobs) that require neither time nor resources.

They indicate that the "event" to which the dotted arrow points can only occur after the event from which the arrow originates.

There should be no dead ends in the network diagram, each event should be connected by a solid or dashed arrow (or arrows) with any previous (one or more) and subsequent (one or more) events.

Events are numbered approximately in the order in which they will occur. The initial event is usually located on the left side of the graph, the final event - on the right.

A sequence of arrows in which the beginning of each subsequent arrow coincides with the end of the previous one is called a path. The path is indicated as a sequence of event numbers.

In a network diagram, there can be multiple paths between start and end events. The path with the longest duration is called the critical path. The critical path determines the total duration of activities. All other paths have a shorter duration, and therefore the work performed in them has time reserves.

The critical path is indicated on the network diagram by thickened or double lines (arrows).

Two concepts are of particular importance when drawing up a network diagram:

Early start of work - the period before which it is impossible to start this work without violating the accepted technological sequence. It is determined by the longest path from the initiating event to the start of this work.

Late finish is the latest end date for a job that does not increase the total duration of the job. It is determined by the shortest path from a given event to the completion of all work.

When evaluating time reserves, it is convenient to use two more auxiliary concepts:

Early finish is the deadline before which the work cannot be completed. It is equal to the early start plus the duration of this work.

Late start - the period after which it is impossible to start this work without increasing the total duration of construction. It is equal to the late finish minus the duration of the given work.

If the event is the end of only one job (that is, only one arrow is directed to it), then the early end of this job coincides with the early start of the next one.

The total (full) reserve is the maximum time for which the execution of this work can be delayed without increasing the total duration of the work. It is determined by the difference between late and early start (or late and early finish - which is the same).

Private (free) reserve - this is the maximum time for which you can delay the execution of this work, without changing the early start of the next one. This fallback is only possible when the event includes two or more activities (dependencies), i.e. two or more arrows (solid or dotted) point to it. Then only one of these jobs will have an early finish that coincides with an early start of the subsequent job, while for the others these will be different values. This difference for each work will be its private reserve.

In addition to the described type of network graphs, in which graph vertices ("circles") represent events, and arrows represent jobs, there is another type in which the vertices are jobs. The difference between these types is not fundamental - all the basic concepts (early start, late finish, general and private reserves, critical path, etc.) remain unchanged, only the ways of writing them differ.

The construction of a network diagram of this type is based on the fact that the early start of the subsequent work is equal to the early end of the previous one. If this job is preceded by several jobs, its early download should be equal to the maximum early completion of previous jobs. The calculation of late dates is carried out in the reverse order - from the final to the initial one, as in the "nodes - events" network diagram. For a finishing activity, late and early finish are the same and reflect the length of the critical path. The late start of the next activity is equal to the late finish of the previous one. If a given work is followed by several works, then the minimum value from the late beginnings is decisive.

Network "nodes - work" graphs appeared later than "nodes - events" graphs, therefore they are somewhat less known and relatively less often described in educational and reference literature. However, they have their advantages, in particular they are easier to build and easier to adjust. When adjusting "completed - work" graphs, their configuration does not change, but for "nodes - events" graphs, such changes cannot be excluded. However, at present, the compilation and correction of network graphs are automated, and for a user who only their time reserves, it does not really matter how the schedule is made, i.e. what type it is in. In modern specialized packages of computer programs for planning and operational management, the type of "vertex - work" is mainly used.

Network diagrams are corrected both at the stage of their compilation and use. It consists in optimizing construction work in terms of time and resources (in particular, the movement of labor). If, for example, the network schedule does not ensure the completion of work within the required time frame (normative or established by the contract), it is adjusted in time, i.e. shortening the critical path. This is usually done

due to the time reserves of non-critical work and the corresponding redistribution of resources

by attracting additional resources

by changing the organizational and technological sequence and the relationship of work.

In the latter case, the graphs "vertices - events" have to change their configuration (topology).

Adjustment for resources is made by constructing linear calendar graphs for early beginnings corresponding to one or another variant of the network diagram, and adjusting this variant.

Automated construction management systems usually include computer programs that, to one degree or another, automate almost all stages of compiling and adjusting network schedules.

Reference literature

• SNiP 1.04.03-85 "Standards for the duration of construction and groundwork in the construction of enterprises of buildings and structures";
• MDS 12-81.2007 "Methodological recommendations for the development and execution of a project for the organization of construction and a project for the production of works."

The KP for the construction of an object, in the form of a linear or network diagram, is designed to determine the sequence and timing of the implementation of general construction, special and installation works carried out during the construction of the object.

These deadlines are set as a result rational linking the deadlines for the implementation of individual works, taking into account the composition and quantity of the main resources, first of all, work teams and leading mechanisms, as well as the specific conditions of the construction area, a separate site and a number of other significant factors.

The procedure for developing a CP is as follows:

1. make up list (nomenclature) of works.

2. In accordance with it for each type of work determine their volumes.

3 .Produce selection of production methods for the main works and leading machines.

4. Counting normative machine and labor intensity.

5. Determine composition of brigades and units.

6. Reveal technological sequence of work.

7. Install work shift.

8. Determine the duration of individual works and their combination with each other; at the same time, according to these data, the number of performers and shifts are adjusted.

9. collate estimated duration with the standard and introduce the necessary amendments.

10. Based on the completed plan develop schedules for resource requirements and their provision.

If flow charts are available, their linkage to local conditions is clarified (correspondence of deadlines, leading mechanisms, availability of required resources, etc.) and the output data of the charts are accepted as calculated for individual sets of works of the facility's KP.

So, having a technological map for the installation of a typical floor and the roof of a residential building, they accept for drawing up a schedule for the construction of a house, laid down in these maps, the installation time and the need for resources.

The initial data for the development of the CP as part of the WEP are:

KP as part of the POS.

Standards for the duration of construction or a directive task.

Technological maps for construction and installation and special works.

RD and estimates.

Data on the organizations participating in the construction, the composition of the teams and the productivity they have achieved, the mechanisms available and the possibility of obtaining the necessary material resources.

The KP for the production of works at the facility consists of two parts: the left - calculated and the right - graphic. Such plans are called schedules.

The graphic part can be linear (linear Gantt chart, cyclogram) or network.

Let's analyze the order of filling the left and then the right parts of the graph, see Table. 6.2.1.

The list of works (column 1) is filled in in the technological sequence of execution with grouping by types and periods of work.

When grouping, it is necessary to adhere to certain rules:

1. Should be possible combine, enlarge the work so that the schedule is concise and easy to read.

2. In the same time aggregation of work has a limit in the form of two restrictions: it is impossible to combine work performed by different performers (SU, sections, teams or units), and in the complex of work performed by one performer, it is necessary to do and show separately that part of the work that opens the scope of work for the next brigades.

Table 6.2.1.

Work Schedule

So, general construction work on a residential building is carried out by one integrated team and, based on this, its work could be reflected in one line. But since a number of other teams are involved in the construction, the general construction work should be divided into such complexes as the installation of structures, indicating the deadlines for completion by floors, tiers, grips, in order to show when (after which floor, tier, grip) they can plumbing and electrical installation work to be started. In turn, the completion of a certain part of the special work allows you to start sealing holes, preparing for floors, etc.

In this way, the enlargement of the list of works in the schedule is limited by technological factors - the sequence of processes and the organizational distribution of work by performers. At the same time, the work of subcontractors is planned in less detail: only their linkage with the work of the general contractor is reflected.

The scope of work (group 2.3.) is determined according to working documents (RD) and estimates. The selection of volumes and estimates is less time consuming, since there is no division of volumes into captures in the estimates, for this, for individual works, you have to use directly the DD and specifications for them, controlling the correctness of the estimates.

Scope of work should be maintained in units adopted in the enlarged complex norms (UKN) or in the uniform norms and prices (ENiR). The volume of special work is determined in terms of value (according to the estimate). In the case when their labor intensity is calculated by output, and when using aggregated indicators - in the meters corresponding to them.

The labor intensity of work (column 4) and the cost of machine time (column 5, 6) are calculated according to different standards. The objectivity of the decisions of the KP is largely determined by the choice of the source of data on labor costs.

The regulatory framework can be:

ENiR, as well as local and departmental norms and prices (MniR, VniR);

Calculations based on ENiR;

Estimated standards (SNiP part IV, EPER);

Enlarged complex standards (UKN);

Specific output in natural (m 3 / person-day, etc.), in cost (rub / person-day, etc.) or volumetric-constructive measurements (person-day / floor and person-day / apartment and etc.).

The first three sources are based on data averaged over all cases, and this is their shortcoming. The calculation for the current ENiR is carried out taking into account the planned increase in labor productivity by introducing a correction factor for the implementation of the norms. Along with the ENiR, local and departmental norms and prices (MNiR, VNiR) are used.

Actual productivity in different organizations differs from the standard one by 1.5-2 times or more.

Calculations make it possible to more fully take into account the entire range of works, but their preparation is laborious and requires high qualifications.

Duration of work (column 7).

By the time the CP is drawn up, work methods must be determined and machines and mechanisms selected.

In the process of scheduling, conditions for intensive operation of the main machines should be ensured by using them in 2-3 shifts without interruptions in work and unnecessary redeployment.

The duration of the mechanized work - T mech (days), is determined by the formula:

T fur \u003d N mash-cm / (n mash * T), (6.2.1)

where: N mash-cm - the required number of machine shifts (column 6); n mash - the number of cars; T- the number of cars per day.

The required number of machines depends on the volume and nature of construction and installation work and the timing of their implementation.

Duration of manual work, T r (days), is calculated by dividing the labor intensity of work - Q r (man-days) by the number of workers - n hours, which can occupy the scope of work:

T p \u003d Q p / n h (6.2.2)

The limiting number of workers who can work on the grip can be determined by dividing the scope of work on the plot, the size of which should be equal to the shift productivity of a link or an individual worker.

The product of the number of plots and the composition of the units gives the maximum number of the brigade in this area.

minimization duration has a limit in the form of three restrictions:

1. The size of the work front;

2. Availability of workers;

3. Technologies of work.

Minimum duration of individual jobs is determined by the technology of their implementation, for example, concrete, plastering, painting and other works with "wet" processes.

Number of shifts (column 8). When using the main machines, as a rule (mounting cranes, etc.), the number of work shifts is taken at least 2.

Work without the use of machines, as a rule, should be carried out in only one shift.

The shift of work performed manually and with the help of a mechanized tool depends on the available scope of work and the availability of workers.

With a sufficient front, it is advisable to plan these works only in the first shift, in which working conditions are better, the possibility of a clearer organization and management increases, and, accordingly, higher productivity is ensured. In addition, some jobs, such as finishing, only need to be done during the day shift.

The performance of a number of works in the second shift, especially in the autumn-winter period, requires additional measures, such as lighting workplaces, walkways, additional labor protection measures, etc.

However, the implementation of these measures does not completely eliminate the inconvenience of the second shift. Work carried out manually is assigned to the second shift only in those rare cases when the scope of work is sharply limited and the team (link) is forced to split up for shift work (for example, when laying brick pipes).

The number of workers per shift and the composition of the team (gr. 9.10) is determined in accordance with the complexity and duration of work. When calculating the composition of the brigade, it is assumed that the transition from one capture to another should not cause changes in the numerical and qualified composition of the brigade.

Taking into account this circumstance, the most rational structure for combining professions in the brigade is established. Typically, brigades have an established composition, which is taken into account when compiling the CP.

The calculation of the composition of the brigade is carried out in the sequence:

1. Schedule a set of works assigned to the team (column 1).

2. Counting up the complexity of the work included in gr. 4. From the calculation choose labor costs by profession and category of workers.

4. Based on the data on the time required by the leading machine to complete the intended complex, according to the formula (6.2.1) establish duration of the leading process.

5. Counting the numerical composition of units and brigades.

6. Determine professional - qualification composition of the brigade.

In order for the strength of the brigade to correspond to the productivity of the leading machine, it is necessary to take the period of work determined on the basis of the estimated time of operation of the machine as the basis for the calculation.

The quantitative composition of each link - p zv determined on the basis of labor costs for the work assigned to the link - Q p (person-day), and the duration of the leading process - T fur(days) according to the formula:

N star \u003d Q p / (T mech t) (6.2.3)

Quantitative composition brigades are determined by summing up the number of workers of all units that make up the brigade.

Labor costs by profession and category are established by sampling from the calculation of labor costs.

The number of workers by profession and category - n pr determined by the formula:

n pr= N br d , (6.2.4)

where: N br - the total number of the brigade; d - the share of labor costs by profession and category in the total labor intensity of work.

For professions that are not provided with a full load due to an insignificant amount of work in the billing period, a combination of professions is planned. It is desirable that the normative labor intensity of works performed in the order of combination should not exceed 15% of the total labor intensity.

Usually they combine the professions of an installer and a carpenter, an electric welder and an installer, an insulator and a roofer, etc.

The schedule for the production of works - the right part of the KP - clearly displays the progress of work in time, the sequence and linkage of work with each other.

The calendar deadlines for the performance of individual works are set from the condition of observing a strict technological sequence, taking into account the need to provide a front for the implementation of subsequent work in the shortest possible time.

The technological sequence of works depends on the design solutions. Thus, the method of laying internal electrical networks determines the technological sequence for performing plastering, painting and electrical work. Hidden electrical wiring is carried out before plastering and painting, and with open wiring, plastering works precede the installation of electrical wiring.

The main method of reducing the construction time of facilities is the in-line execution of work.

Works that are not interconnected must be performed independently of each other, and interconnected - continuously. If there is a technological connection between the works within the common front, the areas of their implementation are correspondingly shifted and the work is carried out jointly. In this case, it is necessary to take into account the rules of labor protection. For example, when performing installation and finishing work during the day on one grip, finishing work should be planned in the 1st shift, and installation of structures in the 2nd and 3rd.

The scheduling (right side) should begin with the leading work or process, which decisively determines the overall duration of the construction of the facility.

Comparing with the given deadlines, it is possible, if necessary, to reduce the duration of the leading process by increasing the shift and the number of mechanisms for mechanized work or the number of performers for manual work. Depending on the period for which the schedule is calculated, and the complexity of the object, there may be several leading processes.

The timing of the remaining processes is tied to the leading process. All non-leading processes can be divided into two groups according to the nature of scheduling: threaded (as a rule, in equal or multiple rhythm with the leading thread) and running outside the thread.

Parameters of the calculation part of the CP:

Labor intensity (labor costs) (column 4);

The cost of computer time of the leading machines (machine capacity) (column 6);

Number of cars;

Shift (column 8);

Number of workers (column 9);

Duration of work (column 7).

These parameters may alternately act as an argument or a function when compiling a CP, depending on the accepted initial data and prerequisites. In the first group of processes, the argument is the time-duration of the leading process, and the number of performers is derived (quotient from the division of labor input by duration). This is how plumbing, electrical, carpentry, plastering and other works are designed for the construction of a residential building.

Here it remains to bind the start date of one or another specialized thread in relation to the leader, i.e. establish, with a lag, how many grips (floors) the next process should begin. The solution lies between the minimum, determined by safety considerations, and the maximum, allowed by the established terms of the construction of the facility.

The duration of the processes performed outside the flow is assigned within the technologically determined periods of work for them, taking into account the general terms of the construction of the facility.

As already noted, at certain stages of design in the section "Organization of construction", projects for the organization of construction (POS) and projects for the production of works (PPR) are developed. The composition of the POS and PPR contains calendar plans.

Calendar plan- this is a project document that determines the sequence and timing of the implementation of individual works, establishes their technological relationship in accordance with the nature and volume of construction and installation works. As part of the POS, a consolidated construction calendar plan is developed, and as part of the PPR, calendar plans for the production of works for individual facilities are developed.

The initial data for the development of the schedule are working drawings, construction survey data, information on material and technical resources and regulatory (directive) construction time. When drawing up calendar plans, the use of advanced technology for the production of work is envisaged; with maximum combination of work, uniform loading of the main performers and uniform consumption of resources; compliance with the requirements of technical conditions and safety regulations.

In the consolidated calendar plan, objects with the volume of construction and installation work in monetary terms and the definition of construction periods by years, quarters and months are accepted as planned units. In the calendar plans for the production of work on individual objects, the planned units are the types of construction and installation works, expressed in natural meters. Calendar plans are performed in the form of a linear or, as well as cyclograms.

Drawing up a calendar plan is carried out in a certain sequence: design materials are studied in detail with the appointment of methods for erecting a construction object and the choice of basic construction mechanisms; the volumes of work are calculated with the determination of the standard labor intensity for performing work according to the established nomenclature, the number of machine shifts and the composition of work teams; the nomenclature of stages and complexes of construction and installation works to be included in the calendar plan is established; the shift of work, construction machines is determined, the composition of complex teams is calculated, the duration of individual work and the total duration of all work at the facility are calculated.

The study of design materials is carried out in order to appoint the most progressive technological and organizational solutions. The possibility of continuous flow of work is determined both in specialized (private) flows and in the complex flow of construction of an object. Structural elements and building products are the initial data for determining the number of captures, the number of specialized and integrated teams, etc.

The complexity of construction and installation works is determined in accordance with the current ENiR in accordance with the volumes calculated according to the working drawings. When performing work in specific conditions that are not provided for by the ENiR, the calculation of labor intensity is performed according to local standards. Since the magnitude of labor costs is significantly influenced by the methods of production of construction and installation works, they are determined and assigned before calculating the labor intensity. In the presence of many methods of work, a feasibility comparison of options is carried out. After calculating the labor intensity of certain types of construction and installation works, they begin to draw up a calendar plan with the determination of the timing and technological sequence of their implementation.

The calculation of the labor intensity according to the UNiR of the entire list of works, containing a lot of positions, would lead to unnecessary detail in the calendar plan, so the same type of work is combined in the plan and their new name is indicated.

The deadlines for performing certain types of work are determined based on their labor intensity and depend on the scope of work, production methods, the number of workers and mechanisms, and the number of shifts. The required number of workers per shift working with mechanisms (pipelayers, hydraulic jacks, etc.) is determined according to the ENiR; for the performance of work not related to the use of heavy machinery, the number of workers per shift is calculated depending on the scope of work.

The number of shifts is assigned depending on the normative (directive) terms of construction and is taken equal to two or three. When performing some types of work, technological breaks are not allowed, which can reduce the quality of building structures. In these cases, work is carried out in three shifts. The excavation of trenches in winter for laying external water supply and sewerage networks in order to avoid re-freezing of the soil is also carried out in three shifts.

The duration of mechanized work is set on the basis of the conditions for the full load of the leading construction machines, taking into account the overfulfillment of production output standards. The duration of manual work is determined depending on the maximum number of workers on one grip. The sequence of execution and technological linkage of works are aimed at reducing construction time, maximizing the combination of work in time in compliance with the established technology and the requirements for safe work performance with high quality.

During the construction of standard facilities, the WEP includes standard technological maps for certain types of work or stages of construction. As part of each technological map there is a design document called a technological normal. Technological standards determine the technology of specific construction processes, indicating the sequence and duration of their implementation, for each process, the volume of work, labor intensity and composition of the link or team are given.

If the standard project does not meet the conditions of the object under construction, then a new schedule is developed, which is based on the data of the standard project with its technological standards.

The sequence of work is established taking into account many factors. So, for example, the sealing of the joints of pipelines of external sewer networks is performed only after checking the correct laying of pipelines in a given direction and slope using permanent and running sights. Before hydraulic testing of external water supply networks, concrete stops must be installed at the corners of the turns.

The flow of above-ground works started after completion of the zero cycle works is divided into sections. This is especially important when performing work in winter, when a break between earthworks and foundations can lead to freezing of the bottom of trenches and pits.

Installation of internal sanitary systems in multi-storey buildings is allowed to be carried out in parallel with the construction of the building, with a delay of at least two floors and provided that there is no installation of building structures or laying of walls above the room where the sanitary equipment is installed. internal sanitary systems must be completed before the start of finishing work (with the exception of the installation of sanitary appliances).

They are carried out only after the installation above the finished premises.

The calendar plans for the construction of industrial buildings provide for the completion of construction and installation work ahead of the commissioning of buildings to organize the adjustment and commissioning of process equipment. The organization of the sequence of works is based on their production by the in-line method, the continuous and uniform execution of leading works, the combination of general construction works with special ones and the installation of process equipment.

For simple construction processes, the composition of the workers' units is taken according to the ENiR. When performing mechanized and non-mechanized complex construction processes, the quantitative, professional and qualification composition of complex teams of workers with related professions is calculated. In the case when the construction process is carried out with the help of a set of machines, a leading machine is allocated from the set, the operation of which determines the cost of machine time, shift work and its duration. For the production of simple processes of the same name (for example, the laying of reinforced concrete pipes by a pipelayer), a specialized link of installers is assigned.

The calculation of the total time spent by the leading machine is carried out according to the complexity of the work of the link of each simple process performed with the help of the machine.

The professional composition of the brigade is established by the percentage of labor costs for each type of work and the total labor costs for the complex process. The qualification composition is determined by the components of simple processes, in accordance with the relevant ENiR.

The composition of an integrated team can be adopted according to the recommendations of the technological map or according to the work process map.

On the basis of the calendar plan, a schedule is drawn up for the movement of workers in time, both for individual professions, and a consolidated one. It is presented as a diagram below the plan on the same time scale.

The schedule for the movement of workers is compiled by directly counting the number of workers employed in the construction of an object at a certain point in time, and characterizes the uniformity of employment at this object of workers in the main leading professions. They strive to ensure that the workload of workers at the facility is constant. In the presence of work performed episodically (insulation of welded joints), a slight change in the uniformity of loading is allowed.

Summary schedules for the movement of workers most often turn out to be uneven, however, too sharp drops (hollows), meaning temporary breaks in work, indicate an unsuccessful schedule structure that needs to be adjusted until the schedules become acceptable.

With the in-line method of construction, the schedules of movement of workers, as a rule, are characterized by good uniformity of loading, the use of integrated teams eliminates the appearance of failures in the schedule, since the workers of these teams have one or two related professions.

The schedule of movement of the main construction machines and mechanisms should take into account their types and brands.

In accordance with the schedule for the receipt of building products and materials at the facility, the need for which is determined by the working drawings, SNiP and other regulatory sources.

On the basis of the schedule for the receipt of material resources at the facility, limit cards are compiled monthly that determine the need for materials, structures, semi-finished products and other building products.

If an enterprise receives an order for construction work, it needs to plan organizational arrangements. All stages of work and supervision of their implementation must be clearly defined and scheduled. Read more about how the construction schedule is drawn up.

essence

The calendar plan for the construction work is a document that establishes the sequence, the relationship of time and deadlines for completing tasks. It is developed according to the norms and rules at the stage of drawings by the POS design organization. Then it is supplemented by a production plan drawn up by the contractor.

The goals of planning are:

• justification of the duration of construction;
• determination of the terms for putting the elements of the complex into operation;
• calculation of the duration of work;
• determination of the size of capital investments, the list of tasks;
• calculation of terms of delivery of materials and equipment;
• determination of the required number of personnel and types of equipment.

Let's take a closer look at how to make a calendar plan.

Algorithm

1. A list and scope of work is compiled.
2. The choice of production methods is carried out.
3. The standard labor intensity is calculated.
4. Brigades are formed.
5. The sequence of tasks execution is determined.
6. The estimate is calculated.
7. Intersections of works are determined.
8. The calculated need for personnel and time is adjusted taking into account the standards.
9. A schedule is drawn up for the provision of basic resources (workers, machines and mechanisms) and the supply of materials, structures and semi-finished products.

The development of the calendar plan is carried out on the basis of:

1. Adopted threading construction.
2. Standards for the duration of work.
3. Technical maps, working documentation and estimates.
4. Data about the participants, the composition of the teams, the available equipment, material resources.

Structure

The calendar plan, an example of which is presented below, consists of a calculated (left) and graphic (right) parts.

The first part contains the following information:

1. Enumeration and volumes of works.
2. Labor intensity, time costs, calculated according to the standards.
3. The efficiency of the equipment in 2 shifts. Breaks, downtime, changing locations should be minimized.
4. The duration of mechanized and manual work.
5. The maximum number of persons employed in production.
6. Number of shifts: equipment is involved in two shifts, and personnel - in one.

The graph on the right side clearly reflects the progress of work, their sequence, linkage. The deadlines are set based on the standards.

Training

First, all measures are taken to ensure the rhythmic conduct of construction. Personnel is recruited, materials, machinery and equipment are purchased in the right quantity. The method of erection of the building is determined, the sequence of works is developed, their duration in time.

When choosing a method of building a building, you need to consider and discuss the following points:

• the need to strengthen the walls of the pit;
• method of supplying concrete, laying walls;
• type of building;
• the complexity of the drawings;
• volumes of activities;
• soil survey data;
• location of the construction site, transport links;
• availability of space for equipment;
• special conditions;
• restrictions of the local administration, for example, the presence of architectural monuments nearby.

The structure, the procedure for performing work in the preparatory period depends on the technology, local conditions. On-site work includes installation of tasks, development of the area, activities that ensure the start, development of construction:

• creation of a reference geodetic network;
• clearing the territory;
• demolition of unnecessary buildings;
• terrain planning;
• installation of surface water runoff;
• installation of permanent and temporary roads;
• transfer and installation of new networks to supply workers with water and electricity;
• installation of temporary structures;
• communication device for construction management.

Duration of works

The construction time of the building consists of segments of the duration of the individual works. Some events may overlap with each other. This is called an intersection. For example, it is possible to carry out reinforcement and mount the formwork of the basement floor after the erection of part of the walls. The construction schedule must take into account these intersections.

To calculate the time required to complete all tasks, you need to divide the structure into sections. The list of works is divided into steps for the manufacture of individual elements, information on the volume and cost of resources. Depending on the length of the day and the number of workers, the time required for the construction of the element is determined. The sum of the terms of all works is the period of construction of the building. If the duration specified in the contract is shorter, the desired result can be achieved by extending the working day or increasing the number of staff.

Time representation

Drawing up a calendar plan provides for a graphic representation of work. The most commonly used beam scheme. Time segments are displayed in the form of beams: horizontal - days and weeks, vertical - segments of the construction of the building.

The path-time diagram is used to display specific construction tasks, such as the construction of roads, tunnels. The horizontal axis is called the track axis, and the vertical axis is called the time axis. Using the chart, you can calculate progress, the period of time between groups of work.

Sometimes a network plan is used. Each segment is displayed on the time axis. In this case, the earliest and latest completion time of the work is shown - the "critical path". The plan is drawn up using a computer.

Connection

The calendar plan for the production of works depends on the congestion of the roads. Due to heavy traffic, the deadlines for completing the task may be extended. And the point is not only in the timely delivery of material and equipment, but also in the soundproofing of the territory. The construction site must be connected to transport links. It is necessary to use the street network as much as possible. Temporary, most often bypass roads are additionally laid on it.

At the adjacent sites, it is necessary to provide means for the safety of road and pedestrian traffic. Restrictive tapes, new road markings, a place for storing materials should be installed: horizontal, dry, with a bearing capacity, accessible to vehicles. In such places, masonry stones, rebar, sand, gravel, formwork elements are located, which are then moved with a crane.

Plan

Responsible __________________________________________

Let us consider in more detail how the production schedule is filled out.

The first column indicates the list of activities and periods (preparatory, main) of their implementation in the technological sequence. Next, the number of works, the need for human (person / day) and machine resources, calculated in accordance with the GESN standards, are indicated.

Machines are selected first according to technical parameters (digging depth, lifting capacity, bucket capacity, etc.), and then according to economic costs. Depending on the volume and terms of work, the need for equipment is calculated.

Let's calculate the need for mechanized work (M / R).

M / R \u003d Km: (Ko x Ks x K), where:

• Km - the number of machine shifts.
• Ko - the amount of equipment (6).
• Кс is the number of shifts per day (8).
• K - coefficient of overfulfillment of output (1.05-1.25).

The duration of manual work is determined by dividing labor costs in people / days. on the product of the number of employees, the number of shifts and the overfulfillment ratio (1.05-1.25). That is, the previous formula is used, only the numbers from column 4 of the plan are substituted into the numerator.

Number of workers

This indicator is determined depending on the complexity. The composition of the brigade is calculated according to the following rule: the transition between the captures should not affect the number and qualifications of the composition. Algorithm:

• a set of works for a particular team is determined (column 1);
• labor intensity is calculated (column 4);
• labor costs by profession are excluded;
• recommendations on combining professions are taken into account;
• the duration of the process is set;
• the size of the brigade is calculated.

The complex of works of the brigade consists of the operations necessary for the smooth operation of the main machine. For example, the construction of the visible part of the houses is carried out in two cycles. In parallel with the installation, joinery and carpentry work is carried out to prepare the building for painting.

In order for the number of workers in the brigade (N) to correspond to the productivity of the main machine, a calculation is made based on the duration of the work:

N = Q: T, where:

• Q - labor costs (man-days).
• T is the duration of the process.

Nuances of counting

The equipment operates in two shifts, and manual work is performed in one. The number of employees is determined by the composition of the team (10). In column 11, work performed in one shift is indicated by one line, for 2 shifts - by two. Above them indicate the number of drivers and shifts: 2 x 1. Then the standard period is compared with the real one. It is important that the approved schedule matches the actual one.

The calendar plan is estimated by the coefficient of non-uniform movement (Kr):

Kp = Nm: Nav, where:

• Nm is the maximum number of workers.
• Nav is the average number of employed persons.

If Kr<1,5, то календарный план считается удовлетворительным.

Schedule

The calendar plan contains a visual display of the progress of work. The sequence depends on the specific decisions. For example, the method of laying electrical networks is determined by the stages of plastering and painting. Hidden electrical wiring is installed before finishing the room, open - before plastering. It is also necessary to provide technological breaks.

Of great importance is the period of the year and the area of ​​construction. In the summer, you need to do earthen, concrete, reinforced concrete work. During this period, their labor intensity and cost decrease. If the decoration falls on the autumn-winter period, then up to this point it is necessary to complete the glazing and installation of heating. To reduce construction time, you can concentrate on parallel and cross-work. But you need to follow the rules of labor protection.

Scheduling begins with the main process, on which the entire duration depends. The time to complete the work can be reduced by increasing the estimate and the number of personnel. Depending on the time of the year, the plan, the complexity of the tasks, several processes can be distinguished.

All other works are divided into two groups: performed in parallel and separately. The first group includes plumbing, electrical, plastering. The deadline is tied to the main process, the number of captures is set. Time for the execution of the second group of works is assigned during periods of downtime.

Almost all people perceive information “drawn” rather than “listened to” better. And even better, if this information is presented in images, and not a series of numbers and indicators. Imagine that a stranger is talking about his dog. He does not describe her appearance and pedigree, does not specify her color and age, etc. The imagination of each listener will draw its own image. And when we already imagine a handsome dog, it turns out that we were told about a lovely pug. In this situation, we will laugh, but faced with something like this at the enterprise, it will no longer be a laughing matter.

Therefore, in production, everyone is trying to visualize as much as possible. One of the most important documents, especially in construction, is the work schedule. We can safely say that the entire project without this schedule is a waste of time. Since it contains all the accepted engineering and technical solutions, as well as optimized deadlines.

What is a calendar plan?

The very title of this document gives an idea of ​​its importance and significance. The calendar schedule for the production of works is a table that displays all their volume and deadlines. In addition, the graph clearly shows the sequence of work performed, tied to specific dates (or simply the duration of the execution of various types of work - for standard projects). Most often, this document also contains information about the resources required at each stage of construction: basic materials, equipment and personnel.

The ability to draw up a work schedule is one of the most important skills of managers of different levels. The more accurate and detailed the schedule is, the better all the planned work will be carried out. Despite the fact that the "native" industry of the work schedule is considered to be construction, the leaders of all areas will not interfere with knowledge of the principles

Where to begin

Any job can be broken down into small tasks. The simplest example is the preparation of a fresh vegetable salad. It would seem that it is easier? But even this elementary task can be broken down into a sequence of actions. First, purchase all the ingredients, then wash them, cut and mix, season with sauce. Moreover, all actions can be broken in time (breaks in work appear), or they can be done sequentially, without breaks in time. In addition, all this can be done by one person, or maybe a whole team of cooks. So, there is a sequence of actions. It remains to calculate the time for each stage and determine how many and what kind of personnel is needed for this work. And the production schedule is almost ready for us.

Regardless of the industry, when planning, you first need to highlight the scope of work: break the whole process into components. Moreover, the criteria can be not only technological differences, but also the number of employees, and the necessary mechanisms and devices, etc.

Deadlines

After dividing everything into a sequence of actions, you can begin to calculate the timing of the work. For production and construction, there are norms and standards according to which specific terms are calculated for a given amount of work. For mental work, it is impossible to calculate the timing of the work according to the formula. But a manager with extensive experience, who has information about his staff, can quite clearly set the time frame for solving the task.

Knowing the deadlines for each type of work, we can begin to determine the time required to complete the entire process. It should be remembered that some tasks can be solved in parallel, and technological breaks are also needed for certain processes.

Resource calculation

Of course, the staff is the most important element of the process. The schedule for the production of works in construction involves determining the number of performers, the specialization of workers and their qualifications. At this stage, we calculate the number and composition of teams and draw up a calendar plan for their employment at the facility.

Next, we proceed to the definition of the necessary equipment, mechanisms and devices. In manufacturing industries, there are also regulations for this. And, finally, last but not least, this is the calculation of the materials necessary for the work.

Calculation of the delivery time of materials

All this information will allow you to combine the work schedule with the schedule for the supply of materials and equipment. Uniformity and continuity - these are the two main principles of planning. Optimizing the schedule in the direction of reducing the time may not give the desired result, because there will be a downtime due to a lack of materials (or, conversely, the construction site will be literally clogged with them, and therefore it will take a lot of time to find what you need at the moment).

Force majeure increases the timing of work

Another important detail is that when drawing up a work plan, it is necessary to foresee possible risks. For construction, this can be anything from bad weather to heavy traffic on the roads. Given the force majeure circumstances, it is necessary to slightly increase the timing of certain types of work. Most often, this also affects the duration of the execution of their entire volume.

Despite this, planners should not chase after minimizing time. After all, when the production of work is disrupted, the general contractor will have to pay a penalty to both the customer and related contractors.

Graph automation

A few years ago, the calendar plan was drawn up manually. Specialists calculated all the deadlines and the need for personnel and materials, and then visualized it with the help. For small jobs, this is a simple task. Another thing is if we are talking about a serious contracting organization that manages several objects at the same time.

Programmers are developing many auxiliary programs designed to automatically calculate and build a work schedule. A sample schedule calculated using Microsoft Office Project 2010 Professional, for example, is easily found on the Internet. However, not every company will agree to spend additional funds on installing software and training staff to work with it. In addition, each specialized program has its drawbacks. One does not take into account the possibility of shift work, the other without writing macros is not consistent with the calculation of materials, for example, etc.

Therefore, most planners have learned how to build a work schedule in Excel.

This program has many advantages:

1. It's free. In the sense that Excel is part of the standard MS Office package, which is unconditionally installed on almost every computer.
2. She is simple. Having minimal knowledge about calculating formulas and linking sheets to each other, you can do planning.
3. She is visual. All calculations and the result are displayed on one sheet. And the changes are immediately displayed on the chart.