project management.pptx

Sensitivity: LNT Construction Internal Use
PROJECT MANAGEMENT
UNIT -2

Construction programmes are
working documents which can be
continually updated to account for
unforeseen changes to schedule,
additional requirements or delays.
They can also be shared with clients,
contractors and colleagues to
communicate plans, evidence
progress and manage expectations.
Construction programmes help to
coordinate all the activities required
to successfully complete a
construction project.

An essential management tool
Enabling forward-planning to ensure projects are delivered on time, within budget and to a
high quality.
Construction programmes clearly outline a
 Project’s scope of work,
 Identifying timescales,
 Lead times,
 Development phases and durations,
 The sequence of activities the human and material resources needed to reach each milestone.
 Project budgets and cash flow can also be incorporated.

A valuable tool, used by senior
staff and managers, construction
programmes allow an onsite team
to monitor project progress, plan
resource allocation and ensure
that projects can be completed
efficiently.
Depending on the scale of a project,
planners, project managers or
programme consultants may be
responsible for creating construction
programmes. For smaller construction
projects, such as home building or
renovations, individuals may create
their own schedules of work for
contractors to follow.

Gather information
Priorities activities
Create a timeline
Execute the plan
Make regular reviews

Resource leveling (or resource levelling) is a project management
technique in which the demand for limited resources is
accommodated by adjusting the project programme. ... It can be
used to determine how best to complete the work by the required
deadline, whilst minimizing inefficiencies in resource demand.
Resources, whether it is humans, tools, equipment, or machines, all
are essential parts of any project
Resource leveling is a kind of adjustment in start and finish dates
based on resources limitation.
Resources, whether it is humans, tools, equipment, or machines, all
are essential parts of any project.The projects have failed due to
 escalation of the cost,
 the delay incurred in the project,
 the scope is changed significantly
 or the quality is not met.
Above descriptions that all the three constraints may happen if the
resources are not managed properly. .

Resource leveling is important because to
manage the resources efficiently to structure the
project in such a way that the cost overruns and
delays in delivery time are not encountered at
the same time the resources are used optimally
to bring more stability in the project with the
best available resources.
Let’s take one example for better illustration. Let
us say you need to make a website in 1 week
with available cost and scope, you can employ a
resource who can do this in 1 week, now there is
a requirement for 2 such websites, again you can
employ 2 resources to complete the 2 websites in
1 week, instead if you do resource leveling you
employ single resource to do the 2 websites in 2
weeks instead of doing the 2 websites in same 1
week.
0
0.5
1
1.5
2
2.5
WEBSITE RESOURCES WEEK
Series 1
Series 1
0
0.5
1
1.5
2
2.5
WEBSIE RESOURCES WEEK
Series 2
Series 1

RESOURCES COST
RESOURCES
LEVELING

The critical path
This method is used to calculate the minimum duration of the project. It estimates
the early start and finish dates for the activities and the late start and finish dates of
the activities without considering the resource limitations.
Critical Chain Method
This process adds the duration buffers to the critical path and the feeder process. It
adds dummy activity to balance the overall path. Finishes with resources in hand.
Pure Resource leveling
This is the technique that is used to straightway balance the available resources with
the demand of the resources.

.Resource smoothing
It is similar to leveling in which there are specified limits to the resource
requirements. For example, if a resource is required for 47 hours for the
first 3 weeks and 22 hours for the next 2 weeks the resource smoothing will
"smooth" the process for 38 hours per week for the 5-week duration.
FastTracking and crashing
There are 2 procedures used in emergencies such as Fast-tracking and
Crashing.
Fast-tracking - Here the activities scheduled to run consecutively will be
rescheduled to run parallel.
Crashing -This is achieved by adding extra work efforts, for example
outsourcing some activities or working overtime, etc. Here the objective is
to meet the minimum time as shown by the critical path method..

RESOURCE LEVELING
Main constraint is resource availability,
you can extend the time as required.
Project end date may change.
Overall project can be delayed,
consequently, cost may be increased.
Can be done to activities on the critical
path.
Changes are allowed to critical path.
Used when resources are over allocated.
Resource constrained scheduling (RCS)
RESOURCE SMOOTHING
Main constraint is time, project duration is
fixed.
Project end date will not change.
Overall project will not be delayed but
activities may only be delayed within their
free or total float.
Cannot be done to the activities in critical
path
Used when the resources are unevenly
allocated.
Time constrained scheduling(TCS).

Bad allocation of resources can be prevented.
The bench time resource can be made available for the tasks.
It also ensures that the resources are not over-allocated when there is
limited availability of the resources.
It ensures that the resources are shared with the tasks which they know
already.
There is clear visibility in resource allocation.
By giving the resources enough break time in between the tasks,
reduces the number of disruptions harming the schedule.
Only the resources that have completed the required training are
provided with the opportunity.

Here may be a delay in certain activities being completed
It may require additional resources however as per the plan there may
be difficulty in assigning one.
The activity dependencies may not be changed properly.
There may be difficulty in removing certain tasks or adding more tasks.
There might be budget overruns or delays in the projects.

• The term project phase refers to a
collection of activities within a
project. Each project phase is goal-
oriented and ends at a milestone.
Reaching these milestones means
the project progresses. Each phase
can be divided into sub-phases.The
project plan (e. g. a project network
diagram) clarifies the systematic
hierarchy of the individual phases
and establishes dependencies
among them.

START Initiation
Understanding project goals,
deadline, priorities and associated risks.
Planning
overview of tasks
Timeline needed to
execute the project
Execution
Execute the project
plan
Monitoring and Control
Monitor the performance of the
project
Closure
Analyze and summarize
the result
GOAL REACHED

Project Initiation
At the project initiation phase, a project formally starts and gets a name.The project
manager defines it at a broad level. Project sponsors and other important stakeholders
make a due diligence and decide whether or not to commit to a project. Depending on the
nature of the project, stakeholders conduct a feasibility study..
Project Planning
At the planning phase, the project team collates and combines individual plans for cost,
scope, duration, quality, communication, risk, and resources to create a comprehensive
project plan. Some of the important activities that mark this phase are creating the work
breakdown structure, schedule, milestone charts, Gantt charts, and resource estimates and
allotment.Teams also identify modes of communication with stakeholders based on
milestones, deadlines, and important deliveries.The project team allocates time to build a
plan for managing identified and unidentified risks as this may affect aspects of the project
later on. Risk management planning includes risk identification and analysis, risk
mitigation approaches, and risk response planning.

Project Execution
At the project execution phase, the team works on and completes the project
deliverable according to the project plan. During this phase, the project manager and
other stakeholders capture metrics through status meetings, project status updates,
workload reports, and performance reports.This critical phase provides the project
team and all involved a clearer indication if the project will succeed or fail.
Project Monitoring and Control
The project monitoring and control phase occurs at the same time as the execution
phase.This phase focuses on measuring project performance and progression in
accordance to the project plan. Scope verification and control occurs to check and
monitor for scope creep, and change of control occurs to track and manage changes
to project requirement.The project manager performs calculations of key
performance indicators for cost and time to measure the degree of variation, if any,
and in which case the team determines the corrective measures and course of action
to keep the project on track.To prevent project failure, consider why projects are
likely to fail and the ways to prevent failure.

Project Closure
At the closure phase , the project team and stakeholders formally closes the
project.This phase includes performing a series of important tasks such as
delivering the product, freeing up resources, rewarding team members, and
formally ending the employment or services of contractors.The project
manager calls a post mortem meeting to evaluate what went well in the project
and what did not for lessons learned.The project team can also go through a
punch list to make sure they complete all deliverables, however minor. At this
time, the PM prepares the final budget report and project report.The whole
project team will also finalize, organize, and store all project documentation.

 Scheduling in construction projects is the process of
listing of tasks, activities, milestones with a planned start
and finish date.
 It communicates what work need to be done .
 Resources who will perform the work.
 Time frame in which work needs to be performed.
 Signal to skate holders.

Critical Path Method (CPM)
Program Evaluation and ReviewTechnique (PERT)
Line of Balance (LOB)
Q Scheduling.
Resource Oriented Scheduling.
Last Planner System® (LPS)
Gantt Chart.

Project Controls is a process that
encompasses the resources,
procedures, and tools for the
planning, monitoring, and controlling
of all phases of the capital project
lifecycle.This includes estimating,
cost and schedule management, risk
management, change management,
earned value progressing, and
forecasting.

Project Review is a process of examining and
auditing planned tasks, activities, procedures,
events and other work components of a project
to identify whether the project's requirements
can be fully addressed by the planned amount of
work and to determine what additional resources
are necessary to match the work with ..
. Project Management Review is an exercise
undertaken at the end of each Project Phase to
identify the current status of the project

•The process of reviewing the progress of the project
execution is known as “updating”. ... On updating a
network, a new critical path may appear because of
reduction in slack time of some of the earlier calculated
non-critical activities, which may lead to new project
priorities.

Project monitoring is the process or protecting the client's interests from the
risks associated with their interest in a development that is not under their
direct control.
Mostly project manager will be monitoring the project
Because of this monitoring the budget can be predicted or decided .
Five Steps to Successful Monitoring
1) Define a Monitoring Project Plan.
2) Review IT Capabilities & Requirements.
3) Create a Data Collection Plan.
4) Develop a Deployment Strategy.
5) Go Live with Install & Evaluation.

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