This document discusses project monitoring and outlines key components for effective monitoring. It begins by linking project monitoring to preceding phases like planning, evaluation, and finance, noting that monitoring allows tracking of actual cash flows, resource usage, schedules, costs, and quality against initial plans and forecasts. The document then outlines key components of effective monitoring including mechanisms for measuring progress, defining performance metrics and milestones, and establishing reporting schedules. It also discusses the importance of accurate data collection and project reviews. Finally, it covers basics of tracking costs and schedules by comparing planned versus actual timelines, costs, work completed, and quality.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
A project is a temporary endeavor undertaken to produce a unique product or service. Projects are different from operations in that they have a definite beginning and end, and produce something new. A successful project satisfies customer requirements on time and budget. Projects often fail due to issues like scope creep, poor planning, lack of resources or sponsorship. Project management is the application of skills to meet stakeholder needs and expectations by managing scope, time, cost, quality and risk. Key areas of project management include scope, issue, cost, quality, communication, risk and change management.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
The document discusses the importance of planning construction projects and outlines the key stages in a construction project. It summarizes the stages as: 1) Pre-Award stage which involves understanding project requirements and scope. 2) Post-Award/Pre-Execution stage where the planning and execution process is defined. 3) Execution stage where activities are planned and monitored. 4) Closure stage which involves handing over the completed project and reviewing lessons learned. Effective planning at each stage is emphasized as essential for successful project completion within budget and schedule.
This document discusses project monitoring and control. It defines monitoring as collecting, recording, and reporting project performance data. Key areas that are monitored include scope, schedule, costs, risks, quality, and human resources. Monitoring helps detect deviations from plans. The goals of monitoring and control are to keep the project on time and on budget. Control involves comparing actual performance to plans and taking action to correct deviations. Techniques discussed for monitoring and control include using earned value analysis, calculating critical ratios, and generating regular reports.
This document provides an overview of an MIT course on project management. It discusses the following key points:
1. The course is divided into three parts covering project finance, evaluation, and organization.
2. Topics covered include the project phases of development, close out, resource scheduling, simulation, monitoring and control, changes and claims, earned value analysis, and quality reviews.
3. Construction project management focuses on infrastructure projects, and the course materials will help students understand the economic challenges faced by owners and contractors.
This document provides an introduction to project management. It defines a project, compares projects and operations, and outlines what makes a project successful or fail. It then defines project management and its key areas including scope, issue, cost, quality, communications, risk, and change management. The five phases of project management are also outlined. Finally, it discusses common project management tools and the role of the project manager.
A project is a temporary endeavor undertaken to produce a unique product or service. Project management involves applying skills and techniques to meet stakeholder needs and expectations. It focuses on prediction and prevention of issues. Key areas of project management include scope, cost, quality, communication, risk, and change management. The project life cycle includes initiation, planning, implementation, deployment, and closing phases.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
A project is a temporary endeavor undertaken to produce a unique product or service. Projects are different from operations in that they have a definite beginning and end, and produce something new. A successful project satisfies customer requirements on time and budget. Projects often fail due to issues like scope creep, poor planning, lack of resources or sponsorship. Project management is the application of skills to meet stakeholder needs and expectations by managing scope, time, cost, quality and risk. Key areas of project management include scope, issue, cost, quality, communication, risk and change management.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
The document discusses the importance of planning construction projects and outlines the key stages in a construction project. It summarizes the stages as: 1) Pre-Award stage which involves understanding project requirements and scope. 2) Post-Award/Pre-Execution stage where the planning and execution process is defined. 3) Execution stage where activities are planned and monitored. 4) Closure stage which involves handing over the completed project and reviewing lessons learned. Effective planning at each stage is emphasized as essential for successful project completion within budget and schedule.
This document discusses project monitoring and control. It defines monitoring as collecting, recording, and reporting project performance data. Key areas that are monitored include scope, schedule, costs, risks, quality, and human resources. Monitoring helps detect deviations from plans. The goals of monitoring and control are to keep the project on time and on budget. Control involves comparing actual performance to plans and taking action to correct deviations. Techniques discussed for monitoring and control include using earned value analysis, calculating critical ratios, and generating regular reports.
This document provides an overview of an MIT course on project management. It discusses the following key points:
1. The course is divided into three parts covering project finance, evaluation, and organization.
2. Topics covered include the project phases of development, close out, resource scheduling, simulation, monitoring and control, changes and claims, earned value analysis, and quality reviews.
3. Construction project management focuses on infrastructure projects, and the course materials will help students understand the economic challenges faced by owners and contractors.
This document provides an introduction to project management. It defines a project, compares projects and operations, and outlines what makes a project successful or fail. It then defines project management and its key areas including scope, issue, cost, quality, communications, risk, and change management. The five phases of project management are also outlined. Finally, it discusses common project management tools and the role of the project manager.
A project is a temporary endeavor undertaken to produce a unique product or service. Project management involves applying skills and techniques to meet stakeholder needs and expectations. It focuses on prediction and prevention of issues. Key areas of project management include scope, cost, quality, communication, risk, and change management. The project life cycle includes initiation, planning, implementation, deployment, and closing phases.
The document provides an introduction to project management. It defines a project as a temporary endeavor undertaken to produce a unique product or service. Project management is the application of skills, knowledge, tools and techniques to meet stakeholder needs and expectations for a project. The key areas of project management include scope, cost, quality, communications, risk and change management. The project life cycle consists of initiation, definition, planning, implementation, deployment and closing phases. Tools like Gantt charts and PERT charts are used for project scheduling and analysis. The role of the project manager is to oversee processes, responsibilities related to issues, quality, scope and metrics while also managing people and communication.
This document discusses various aspects of project management including:
1. It describes the different stages of a project including planning, scheduling, controlling, and closing.
2. It outlines several key project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement.
3. It provides an overview of the project management process including integration, scope, time, cost, quality, human resources, communications, risk, and procurement management.
The document provides an introduction to key concepts in project management including defining a project, characteristics of projects, factors that determine project success or failure, and the core areas of project management including scope, cost, quality, communications, risk and change management. It describes the project life cycle phases from initiation to closing and tools used in project management like Gantt charts, PERT charts and work breakdown structures. The roles and responsibilities of a project manager are outlined.
Project Integration Management involves five key processes:
1. Develop Project Charter - Defines the project.
2. Develop Project Management Plan - Guides how the project will be executed.
3. Direct and Manage Project Execution - Performing the work outlined in the plan.
4. Monitor and Control Project Work - Tracking progress and addressing issues.
5. Perform Integrated Change Control - Reviewing and approving/managing changes.
These processes span the project lifecycle from initiating to closing and involve balancing the project's scope, schedule, costs, quality, resources, risks, procurements and stakeholder engagement.
The document provides an introduction to key concepts in project management including defining a project, characteristics of projects, factors that lead to project success or failure, and what project management entails. It describes the triple constraint of quality, scope, and time/cost that project managers must balance. It also outlines several key areas that project managers are responsible for including scope management, issue management, cost management, quality management, communications management, risk management, and change control management. Finally, it discusses the typical project life cycle and some common project management tools like Gantt charts and PERT charts.
This document provides a minor project report on project monitoring and controlling using Microsoft Project. It includes an introduction discussing project management processes like initiation, planning, execution, monitoring and controlling. It also includes a literature review on the history of project management and critical studies. The objectives are to govern project operations, understand and control schedules and finances, communicate project information, and ensure projects are completed on schedule. The methodology discusses techniques like critical path method, project evaluation and review technique, and Gantt charts.
The document describes the purpose and processes of project planning at the detail level. It involves further defining project parameters, refining scope, schedule and budget, developing additional project team members, and confirming sponsorship. Key processes include conducting a kickoff meeting, developing a detailed project plan, performing risk assessment, refining management plans, and gaining final approval to proceed with project execution.
The document provides an overview of project management and outlines a 13-step process for managing a project from definition through implementation. It discusses defining requirements, planning activities, controlling resources, and ensuring success. The 13 steps include defining the project, developing objectives and work breakdown structure, scheduling and protecting the plan, implementing work, monitoring progress, and closing out the project. Key aspects are identifying resource needs, assigning responsibilities, sequencing and scheduling deliverables, and analyzing potential problems or opportunities.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. Project success is determined by meeting customer requirements, schedule, and budget. Project management aims to predict and prevent issues through skills, tools, and techniques. It oversees scope, time, cost, quality and ensures communication and risk management. The project life cycle includes initiation, definition, planning, implementation, deployment, and closing phases. A project manager's responsibilities include managing processes, people, issues, quality, and overall work plans.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. It outlines characteristics of successful and failed projects. Project management aims to predict and prevent issues through applying skills and tools to meet stakeholder needs and expectations. It discusses managing the triple constraints of scope, time and cost. Key areas of project management include scope, issue, cost, quality, communication, risk and change management. Project life cycles and tools like PERT charts and Gantt charts are also introduced.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. It discusses characteristics of successful and failed projects. Project management aims to predict and prevent issues through applying skills and tools to meet stakeholder needs and expectations. It addresses managing scope, issues, costs, quality, communications, risks, and changes through a project life cycle of initiation, definition, planning, implementation, deployment, and closing phases. Project management tools like PERT charts and Gantt charts can illustrate tasks and schedules. The role of a project manager includes managing processes, people, issues, quality, and the overall work plan.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. Project success is determined by meeting customer requirements, schedule, and budget. Project management aims to predict and prevent issues through skills, tools, and techniques. It oversees scope, time, cost, quality and ensures communication and risk management. The project life cycle includes initiation, definition, planning, implementation, deployment, and closing phases. A project manager's responsibilities include managing processes, people, issues, quality, and overall work plans.
The document introduces the concepts of project management. It defines a project as a temporary endeavor undertaken to produce a unique product or service. It then discusses the key characteristics of successful and failed projects. The rest of the document outlines the main components of project management including scope, issue, cost, quality, communication, risk, and change management. It also introduces tools like Gantt charts and PERT charts that are used for project planning and scheduling.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. It discusses characteristics of successful and failed projects. Project management aims to predict and prevent issues through applying skills and tools to meet stakeholder needs and expectations. It addresses managing scope, issues, costs, quality, communications, risks, and changes through a project life cycle of initiation, definition, planning, implementation, deployment, and closing phases. Project management tools like PERT charts and Gantt charts can illustrate tasks and schedules. The role of a project manager includes managing processes, people, issues, quality, and the overall work plan.
Help my project is in trouble. I have put this together to give project managers a guideline on how to move your project back into a successful journey
The document discusses project management, defining it as the application of knowledge and skills to meet project requirements through processes like planning, executing, and controlling. It outlines key aspects of project management including defining objectives, constraints, life cycles, and phases. The document also discusses evaluation and assessment as important parts of the project management process.
The document discusses various aspects of project management. It begins by defining what a project is - a unique set of coordinated activities with a start and end date, undertaken to achieve objectives within time, cost and resource constraints. It then discusses the key attributes of projects like objectives, timeframes, activities, resources, risks.
It explains the basic elements of a project - operations/activities, resources, and conditions/restraints. It discusses the three dimensions of project performance - scope, time and resources. It also covers the project life cycle phases of initiation, planning, execution, monitoring and closing. Finally, it provides details on various planning processes like developing the work breakdown structure, scheduling, estimating durations and resources.
This document discusses project management control. It outlines the transition from project planning to controlling, including validating plans, obtaining sign-offs, and reselling project management benefits. Formal control methods include status reports and review meetings. A five-step model for project control is presented: update status, analyze variances, act on problems, publish revisions, and inform management. Status reports should contain progress, forecasts, budgets, risks, and recognitions. Review meetings address unmet milestones and corrective actions.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
Dokumen tersebut membincangkan tanggungjawab dan kuasa pegawai perakaunan, pegawai pengawal dan pegawai pembayar menurut Akta Prosedur Kewangan 1957 dan Arahan Perbendaharaan berkaitan pengurusan kewangan kerajaan termasuk kawalan belanja dan bayaran.
This document discusses the three basic elements of control systems: sensors, controllers, and controlled devices. It describes different types of control signals like binary input/output and analog input/output. Finally, it provides an example list of input/output points for an air handling unit system, totaling 7 points.
More Related Content
Similar to 271710575-Lecture-14-Project-Monitoring.ppt
The document provides an introduction to project management. It defines a project as a temporary endeavor undertaken to produce a unique product or service. Project management is the application of skills, knowledge, tools and techniques to meet stakeholder needs and expectations for a project. The key areas of project management include scope, cost, quality, communications, risk and change management. The project life cycle consists of initiation, definition, planning, implementation, deployment and closing phases. Tools like Gantt charts and PERT charts are used for project scheduling and analysis. The role of the project manager is to oversee processes, responsibilities related to issues, quality, scope and metrics while also managing people and communication.
This document discusses various aspects of project management including:
1. It describes the different stages of a project including planning, scheduling, controlling, and closing.
2. It outlines several key project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement.
3. It provides an overview of the project management process including integration, scope, time, cost, quality, human resources, communications, risk, and procurement management.
The document provides an introduction to key concepts in project management including defining a project, characteristics of projects, factors that determine project success or failure, and the core areas of project management including scope, cost, quality, communications, risk and change management. It describes the project life cycle phases from initiation to closing and tools used in project management like Gantt charts, PERT charts and work breakdown structures. The roles and responsibilities of a project manager are outlined.
Project Integration Management involves five key processes:
1. Develop Project Charter - Defines the project.
2. Develop Project Management Plan - Guides how the project will be executed.
3. Direct and Manage Project Execution - Performing the work outlined in the plan.
4. Monitor and Control Project Work - Tracking progress and addressing issues.
5. Perform Integrated Change Control - Reviewing and approving/managing changes.
These processes span the project lifecycle from initiating to closing and involve balancing the project's scope, schedule, costs, quality, resources, risks, procurements and stakeholder engagement.
The document provides an introduction to key concepts in project management including defining a project, characteristics of projects, factors that lead to project success or failure, and what project management entails. It describes the triple constraint of quality, scope, and time/cost that project managers must balance. It also outlines several key areas that project managers are responsible for including scope management, issue management, cost management, quality management, communications management, risk management, and change control management. Finally, it discusses the typical project life cycle and some common project management tools like Gantt charts and PERT charts.
This document provides a minor project report on project monitoring and controlling using Microsoft Project. It includes an introduction discussing project management processes like initiation, planning, execution, monitoring and controlling. It also includes a literature review on the history of project management and critical studies. The objectives are to govern project operations, understand and control schedules and finances, communicate project information, and ensure projects are completed on schedule. The methodology discusses techniques like critical path method, project evaluation and review technique, and Gantt charts.
The document describes the purpose and processes of project planning at the detail level. It involves further defining project parameters, refining scope, schedule and budget, developing additional project team members, and confirming sponsorship. Key processes include conducting a kickoff meeting, developing a detailed project plan, performing risk assessment, refining management plans, and gaining final approval to proceed with project execution.
The document provides an overview of project management and outlines a 13-step process for managing a project from definition through implementation. It discusses defining requirements, planning activities, controlling resources, and ensuring success. The 13 steps include defining the project, developing objectives and work breakdown structure, scheduling and protecting the plan, implementing work, monitoring progress, and closing out the project. Key aspects are identifying resource needs, assigning responsibilities, sequencing and scheduling deliverables, and analyzing potential problems or opportunities.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. Project success is determined by meeting customer requirements, schedule, and budget. Project management aims to predict and prevent issues through skills, tools, and techniques. It oversees scope, time, cost, quality and ensures communication and risk management. The project life cycle includes initiation, definition, planning, implementation, deployment, and closing phases. A project manager's responsibilities include managing processes, people, issues, quality, and overall work plans.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. It outlines characteristics of successful and failed projects. Project management aims to predict and prevent issues through applying skills and tools to meet stakeholder needs and expectations. It discusses managing the triple constraints of scope, time and cost. Key areas of project management include scope, issue, cost, quality, communication, risk and change management. Project life cycles and tools like PERT charts and Gantt charts are also introduced.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. It discusses characteristics of successful and failed projects. Project management aims to predict and prevent issues through applying skills and tools to meet stakeholder needs and expectations. It addresses managing scope, issues, costs, quality, communications, risks, and changes through a project life cycle of initiation, definition, planning, implementation, deployment, and closing phases. Project management tools like PERT charts and Gantt charts can illustrate tasks and schedules. The role of a project manager includes managing processes, people, issues, quality, and the overall work plan.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. Project success is determined by meeting customer requirements, schedule, and budget. Project management aims to predict and prevent issues through skills, tools, and techniques. It oversees scope, time, cost, quality and ensures communication and risk management. The project life cycle includes initiation, definition, planning, implementation, deployment, and closing phases. A project manager's responsibilities include managing processes, people, issues, quality, and overall work plans.
The document introduces the concepts of project management. It defines a project as a temporary endeavor undertaken to produce a unique product or service. It then discusses the key characteristics of successful and failed projects. The rest of the document outlines the main components of project management including scope, issue, cost, quality, communication, risk, and change management. It also introduces tools like Gantt charts and PERT charts that are used for project planning and scheduling.
The document introduces key concepts in project management. It defines a project as a temporary endeavor to create a unique product or service. It discusses characteristics of successful and failed projects. Project management aims to predict and prevent issues through applying skills and tools to meet stakeholder needs and expectations. It addresses managing scope, issues, costs, quality, communications, risks, and changes through a project life cycle of initiation, definition, planning, implementation, deployment, and closing phases. Project management tools like PERT charts and Gantt charts can illustrate tasks and schedules. The role of a project manager includes managing processes, people, issues, quality, and the overall work plan.
Help my project is in trouble. I have put this together to give project managers a guideline on how to move your project back into a successful journey
The document discusses project management, defining it as the application of knowledge and skills to meet project requirements through processes like planning, executing, and controlling. It outlines key aspects of project management including defining objectives, constraints, life cycles, and phases. The document also discusses evaluation and assessment as important parts of the project management process.
The document discusses various aspects of project management. It begins by defining what a project is - a unique set of coordinated activities with a start and end date, undertaken to achieve objectives within time, cost and resource constraints. It then discusses the key attributes of projects like objectives, timeframes, activities, resources, risks.
It explains the basic elements of a project - operations/activities, resources, and conditions/restraints. It discusses the three dimensions of project performance - scope, time and resources. It also covers the project life cycle phases of initiation, planning, execution, monitoring and closing. Finally, it provides details on various planning processes like developing the work breakdown structure, scheduling, estimating durations and resources.
This document discusses project management control. It outlines the transition from project planning to controlling, including validating plans, obtaining sign-offs, and reselling project management benefits. Formal control methods include status reports and review meetings. A five-step model for project control is presented: update status, analyze variances, act on problems, publish revisions, and inform management. Status reports should contain progress, forecasts, budgets, risks, and recognitions. Review meetings address unmet milestones and corrective actions.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
Similar to 271710575-Lecture-14-Project-Monitoring.ppt (20)
Dokumen tersebut membincangkan tanggungjawab dan kuasa pegawai perakaunan, pegawai pengawal dan pegawai pembayar menurut Akta Prosedur Kewangan 1957 dan Arahan Perbendaharaan berkaitan pengurusan kewangan kerajaan termasuk kawalan belanja dan bayaran.
This document discusses the three basic elements of control systems: sensors, controllers, and controlled devices. It describes different types of control signals like binary input/output and analog input/output. Finally, it provides an example list of input/output points for an air handling unit system, totaling 7 points.
This document provides specifications and requirements for dental medical gas and vacuum systems. It specifies that drainage from spittoons and separators must be connected to traps leading to the foul drain. It recommends copper piping for systems with more than 2-3 dental chairs, and notes fire safety precautions if using alternative materials. The document also provides requirements for siting compressors and dryers in a ventilated room between 10-15 degrees Celsius, as well as specifications for vacuum piping materials, plant ventilation, and electrical earthing of pipelines.
The document outlines conventions for writing effective case studies, including ensuring clarity of objectives, presenting facts logically to facilitate analysis, and being free of errors. A good case study also provides sufficient background, avoids judgement, and uses prose and dialogue to motivate discussion on solving the presented problem. Data included should be relevant and sources stated.
This document provides an overview of an introductory irrigation system design course held in February 2015. It discusses key topics like determining flow rates, head loss calculations, developing system curves, matching pump curves, and selecting appropriate pumps and infrastructure for irrigation systems. Different types of irrigation like flood irrigation and pressurized irrigation are described. Factors to consider for pump selection like water source and crop needs are also covered. The document focuses on centrifugal pumps as the most commonly used pump type for irrigation systems and outlines the irrigation system design process.
Tokyo is the capital city of Japan and home to nearly 14 million people. It is a modern city with skyscrapers and traditional temples. Some of the most notable landmarks in Tokyo include the Imperial Palace where the Emperor lives, the oldest temple called Sensoji Temple from 645 AD, and Tokyo Tower which was inspired by the Eiffel Tower in Paris. The city also has busy intersections like Shibuya Crossing, cherry blossom festivals in parks, hundreds of vending machines selling unusual items, popular Japanese food like sushi, anime stores, sumo wrestling matches, and both traditional kimonos and cosplay fashion from Harajuku.
The document discusses future challenges facing the construction industry and Malaysia's initiatives to address them. It outlines 7 main challenges: project performance, project management, skilled labor shortages, sustainability, poor productivity, embracing digital disruption, and compliance. Malaysia is tackling these through its Construction Industry Transformation Program initiative focusing on quality/safety, sustainability, productivity, and internationalization. The document also examines how public works departments in other countries have adapted to changing conditions by corporatizing or privatizing.
Dokumen ini membahas aktiviti kerja tanah yang terlibat dalam penyediaan tapak binaan, termasuk pembersihan, pengorekan, pemunggahan, pengangkutan, penuangan, pemadatan, dan pencerunan. Berbagai jenis mesin seperti jentolak, jenangkut, dan penggelek digunakan untuk menyelesaikan berbagai aktiviti tersebut.
This document provides information about Industrialized Building Systems (IBS) in Malaysia. It defines IBS and discusses its benefits such as improved quality, safety, and productivity compared to conventional construction methods. The document outlines the types of IBS, including precast concrete, steel framing, and block work systems. It presents case studies of IBS projects in Malaysia and discusses challenges to adopting IBS like lack of expertise and higher initial costs. Modular coordination principles that standardize building component dimensions to facilitate use of IBS are also covered.
Lantai adalah struktur penting yang menyokong beban hidup dan mati pada bangunan. Dokumen ini membincangkan jenis lantai konkrit dan kayu serta kemasan lantai, punca kerusakan dan kaedah penyenggaraan termasuk pembaikan. Ia juga menyoroti pentingnya reka bentuk dan pembinaan lantai.
The document provides an overview of the Malaysian Standard Method of Measurement for Civil Engineering Works (CESMM). It discusses the scope of civil engineering works and the need for a standardized measurement method. The key aspects covered include the development and contents of CESMM, including work classifications, coding systems, bill of quantities preparation, and method-related charges. CESMM aims to standardize measurement procedures for civil works and provide consistency in tender documentation.
Fire protection systems are required to ensure safety from potential fire hazards in buildings. A document outlines various fire sources and describes different types of fire suppression agents like water, carbon dioxide, halon, foam, powder and sand. It also discusses types of fires and fire protection system components like sprinklers, risers and design criteria for sprinkler systems based on hazard classification. Shop drawings are detailed drawings used to guide construction, showing pipe sizes, dimensions and details coordinated with other building services.
This document provides tips and guidelines for engineering candidates preparing for a professional interview. It discusses the types of questions interviewers may ask regarding work experience, decision making, investigations, and responsibility. Candidates should be prepared to discuss in detail their training, reports, designs, problem solving abilities, and experience. The interviewer will probe the candidate's knowledge and ability. Candidates will also need to write two essays on topics related to their work and the engineering profession, and should prepare by gaining experience and knowledge in these areas through work, reading, and professional activities. Proper preparation of reports, drawings, and calculations to demonstrate one's own work is important.
The document discusses project feasibility studies and their importance in project management. It outlines the key components of a feasibility study, including market analysis, technical analysis, financial analysis, economic analysis, environmental analysis, and organizational analysis. It focuses on the steps for conducting a market analysis, which is considered one of the most important components. The major steps discussed are situational analysis, collecting secondary data, conducting a market survey, characterizing the market, demand forecasting, and developing a market plan. Various quantitative and qualitative techniques for demand forecasting are also presented.
This document provides guidelines for asphaltic concrete mix design and construction. It discusses the components of asphalt, including aggregates, filler, and bitumen. It outlines testing requirements for materials and mixes. The Marshall mix design method is described along with volumetric properties and tolerances. Guidelines are provided for temperature control, sampling, density and thickness requirements during construction. Proper mix design, material quality control, and construction techniques are emphasized to produce high quality asphalt pavement.
The document specifies requirements for a VRF air conditioning system for an MDP hall including:
- Supply and installation of indoor units, outdoor units, refrigerant, and controls to maintain temperatures of 22±2°C.
- The total indoor unit capacity is minimum 34TR spread across minimum 3 units. The outdoor unit capacity is minimum 42HP spread across minimum 3 units.
- A central monitoring unit will control and monitor the indoor/outdoor units and set temperatures and fan speeds.
- The supplier will install refrigerant piping and drain piping between indoor and outdoor units with insulation and dismantle the existing package AC units.
This document provides an overview of psychrometry and the psychrometric chart. It defines key terms like dry bulb temperature, wet bulb temperature, humidity ratio, enthalpy and others. It explains common HVAC processes that can be analyzed using the psychrometric chart, such as sensible cooling/heating, humidification, dehumidification. The document also provides examples of using the psychrometric chart to analyze real HVAC processes and case studies. Mastering the psychrometric chart and properties of moist air is essential for properly designing and troubleshooting HVAC systems.
This document provides information on selecting and installing various types of diffusers, including:
- Continuous slot diffusers that can adjust air pattern without changing appearance and are suitable for variable volume applications. Performance data is provided in a table.
- Linear diffusers that are selected using performance data tables providing airflow, radius of diffusion, noise, and pressure drop.
- Multicone ceiling diffusers where the size is selected from tables with airflow and radius of diffusion, with corresponding noise and pressure drop.
- Details on other diffuser types like perforated face, laminar flow, jet, circular, spot, swirl, adjustable vane, and exhaust valves are provided with references to specific performance tables and sections
6th International Conference on Machine Learning & Applications (CMLA 2024)ClaraZara1
6th International Conference on Machine Learning & Applications (CMLA 2024) will provide an excellent international forum for sharing knowledge and results in theory, methodology and applications of on Machine Learning & Applications.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
ACEP Magazine edition 4th launched on 05.06.2024Rahul
This document provides information about the third edition of the magazine "Sthapatya" published by the Association of Civil Engineers (Practicing) Aurangabad. It includes messages from current and past presidents of ACEP, memories and photos from past ACEP events, information on life time achievement awards given by ACEP, and a technical article on concrete maintenance, repairs and strengthening. The document highlights activities of ACEP and provides a technical educational article for members.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
4. Project Monitoring -- Outline
Links to preceding and subsequent tasks
Key components of project monitoring
Measurement: basics of cost and schedule tracking
Performance Metrics
Earned Value Analysis (EVA)
Performance indices
How is project monitoring linked to project evaluation and planning?
What did we evaluate and plan that we also need to monitor?
What have we achieved so far?
How do we establish a “track”?
Are we on the right track? How do we know?
What is needed?
6. 1. Links to Preceding and Subsequent Tasks
CLOSEOUT
DEVELOPMENT OPERATIONS
DESIGN
PLANNING
FEASIBILITY
Organization
Estimation
Planning
Finance
Evaluation
Monitoring & Control
Changes & Claims
Quality & Reviews
CLOSEOUT
Products:
Cash flow diagram indicating Project cash inflows and outflows and when they are expected to occur
NPV or B/C ratio each year of the analysis period
1. A Link to Project Evaluation and Finance
Project Monitoring
7. 1. Links to Preceding and Subsequent Tasks
CLOSEOUT
DEVELOPMENT OPERATIONS
DESIGN
PLANNING
FEASIBILITY
Organization
Estimation
Planning
Finance
Evaluation
Monitoring & Control
Changes & Claims
Quality & Reviews
CLOSEOUT
Products:
Cash flow diagram indicating Project cash inflows and outflows and when they are expected to occur
NPV or B/C ratio each year of the analysis period
1. A Link to Project Evaluation and Finance
Project Monitoring
What is the actual cash flow for
the project?
8. 1. Links to Preceding and Subsequent Tasks
CLOSEOUT
DEVELOPMENT OPERATIONS
DESIGN
PLANNING
FEASIBILITY
Organization
Estimation
Planning
Finance
Evaluation
Monitoring & Control
Changes & Claims
Quality & Reviews
CLOSEOUT
Products:
Time-based or Work-based Schedules for Utilization of Funds, Labor, Equipment, Materials
Time- Schedule for each Activity or Task
Project Costs for each Activity
Expected quality levels for each activity
1.B Link to Project Organization, Estimation, and Planning
Project Monitoring
What amounts of man-power,
machinery-hours, materials, is
the project actually using?
9. 1. Links to Preceding and Subsequent Tasks
CLOSEOUT
DEVELOPMENT OPERATIONS
DESIGN
PLANNING
FEASIBILITY
Organization
Estimation
Planning
Finance
Evaluation
Monitoring & Control
Changes & Claims
Quality & Reviews
CLOSEOUT
Products:
Time-based or Work-based Schedules for Utilization of Funds, Labor, Equipment, Materials
Time- Schedule for each Activity or Task
Project Costs for each Activity
Expected quality levels for each activity
1.B Link to Project Organization, Estimation, and Planning
Project Monitoring
What are the actual start-times,
end times, durations of each
activity?
10. 1. Links to Preceding and Subsequent Tasks
CLOSEOUT
DEVELOPMENT OPERATIONS
DESIGN
PLANNING
FEASIBILITY
Organization
Estimation
Planning
Finance
Evaluation
Monitoring & Control
Changes & Claims
Quality & Reviews
CLOSEOUT
Products:
Time-based or Work-based Schedules for Utilization of Funds, Labor, Equipment, Materials
Time- Schedule for each Activity or Task
Project Costs for each Activity
Expected quality levels for each activity
1.B Link to Project Organization, Estimation, and Planning
Project Monitoring
How much are we actually
spending on each project
activity or task?
11. 1. Links to Preceding and Subsequent Tasks
CLOSEOUT
DEVELOPMENT OPERATIONS
DESIGN
PLANNING
FEASIBILITY
Organization
Estimation
Planning
Finance
Evaluation
Monitoring & Control
Changes & Claims
Quality & Reviews
CLOSEOUT
Products:
Time-based or Work-based Schedules for Utilization of Funds, Labor, Equipment, Materials
Time- Schedule for each Activity or Task
Project Costs for each Activity
Expected quality levels for each activity
1.B Link to Project Organization, Estimation, and Planning
Project Monitoring
What quality levels are we
actually achieving?
12. 1. Links to Preceding and Subsequent Tasks
CLOSEOUT
DEVELOPMENT OPERATIONS
DESIGN
PLANNING
FEASIBILITY
Organization
Estimation
Planning
Finance
Evaluation
Monitoring & Control
Changes & Claims
Quality & Reviews
CLOSEOUT
What do we learn from Monitoring
How can we use these lessons to improve the project ($, time, quality)
1. C Link to Project Control
Project Monitoring
13. 1. Links to Preceding and Subsequent Tasks
CLOSEOUT
DEVELOPMENT OPERATIONS
DESIGN
PLANNING
FEASIBILITY
Organization
Estimation
Planning
Finance
Evaluation
Monitoring Control
Changes & Claims
Quality & Reviews
CLOSEOUT
MONITORING AND CONTROL: A FEEDBACK PROCESS
1. C Link to Project Control
Project Monitoring
14. Goal of Project Monitoring: To detect, at any time of the project, the following:
Deviations from Budget
Lagging Schedule
Poor Quality
Key questions in monitoring:
What/How should we measure?
Will we know it soon enough?
Goal of Project Control: To correct, at any time of the project, the deviations
from budget, schedule, and quality.
Bring project performance (budget, time, quality) back in line with plans
Sometimes, revise plans to bring them in line with performance!!!
1. Links to Preceding and Subsequent Tasks
1. C Link to Project Control
15. Correct
Deviations
1. Links to Preceding and Subsequent Tasks
CLOSEOUT
DEVELOPMENT OPERATIONS
DESIGN
PLANNING
FEASIBILITY
Organization
Estimation
Planning
Finance
Evaluation
Monitoring Control
Changes & Claims
Quality & Reviews
CLOSEOUT
1. C Link to Project Control
Project Monitoring
Detect
deviations
16. Monitoring & Control – The Feedback Process
Correct
Deviations
Monitoring
1. Measurement
2. Performance Analysis)
Detect
deviations
Control
1. Actions
2. Revised Plans, Cash Flows, Schedules, etc.
17. Critical Role of a Feedback System
Is the Feedback system necessary?
Why not just carry out “totally static planning” or “forward ever”?
In real world, planning is never perfectly deterministic
Nothing always goes perfectly according to the original plan
Why/How?
Physical: Inclement weather, unforeseen geotechnical conditions, unforeseen
utility location problems, etc.
Early or late delivery of procured items
Changes in Owner requirements
Changes in worker and equipment productivity
Community opposition to project conditions (noise, dust, etc.
Design and planning errors (inappropriate assumptions)
18. Definition of Project Monitoring
Again, note that:
1. Performance could be in terms of time, money, or quality
1. Forecast performance = “program”
Achieved performance = “progress”
3. Technology helps greatly in project monitoring (recall Lecture by Dr. Slaughter)
Procedures for
collecting data about
project performance (achieved or forecasted)
19. Avoiding Deviations in Project Cost, Time, and Quality –
Common Challenges Faced by Project Managers
Rank
Order Challenge Frequency
1 Coping with end-date-driven schedules 85%
2 Coping with resource limitations 83%
3 Communicating effectively among task groups 80%
4 Gaining commitment from team members 74%
5 Establishing measurable milestones 70%
6 Coping with changes 60%
7 Working out project plan agreement with team 57%
8 Gaining commitment from management 45%
9 Dealing with conflict 42%
10 Managing vendors and subcontractors 38%
11 Other challenges 35%
22. What do we need in order to monitor a project properly?
A Mechanism for Progress Measurement
Representative Performance Metrics (established at planning phase)
Cost & Schedule Milestones should be well-defined
Reporting Schedule (perhaps of variable Δt ’s)
Financial importance of activity
Activity criticality
Rate of work
Difficulty of work
Management Scheme organized for honestly and accurately identifying and
reporting performance
Involvement of responsible and knowledgeable people in the reporting scheme
Project Reviews (walkthrough’s & inspections)
Project Audits
26. Measurement of Project Progress
Some traditional measures of project “progress” are
based on only the actual resources consumed
Time spent
Money spent (Actual Cost)
What is the problem with this?
Mr. X: “This project is going well because it is in its 14th month and has spent
$4.5 million.”
27. Scheduled
(Plan)
Monitored
(Progress)
Time1 dS dM
Costs cS cM
Work
Done2
wS wM
Quality3 qS qM
Measurement of Project Progress
s
M d
d
Time Delay
Cost Overrun s
M c
c
s
M q
q
Quality Shortfalls
Progress can be measured at any time of the project
Here, Time Performance is for specific activities only, not for entire project, unless the entire
project has been completed.
Here Work Performance can be expressed in terms of input (man-hours, equipment-hours,
material quantities used, etc.) or output (area or volume installed/constructed, etc.), or a
combination of these.
Quality Performance can be expressed in terms of the number or laboratory tests and site
measurements that indicated project compliance to materials and workmanship specification,
respectively.
Accomplishment Shortfalls
s
M c
c
28. Measurement of Project Progress
s
s
M
d
d
d
100
Time Delay
Cost Overrun
s
s
M
c
c
c
100
s
s
M
q
q
q
100
Quality Shortfalls
Progress can be measured at any time of the project
Scheduled
(Plan)
Monitored
(Progress)
Time dS dM
Costs cS cM
Work Done wS wM
Quality qS qM
Accomplishment
Shortfalls
s
s
M
w
w
w
100
29. Measurement of Project Progress - Example
%
22
.
2
18
18
20
100
Time Delay
Cost Overrun %
73
.
12
1
.
1
1
.
1
24
.
1
100
Scheduled
(Plan)
Monitored
(Progress)
Time 18 months 20 months
Costs $1.1 million $1.24 million
Quality All of the 1,345
tests
Only 1,329 of
the tests
%
19
.
1
1345
1345
1329
100
Quality
Shortfalls
30. Some Terminology
Deviation in cost/expenditure
Cost overrun or excess expenditure
Cost underrun
Deviation in time
Time Delay or Schedule Slip
Deviation in quality – Workmanship Quality Lapses
Workmanship/material/product Quality Lapses
Workmanship/material/product Quality Compliance
31. How do we measure aM?
Scheduled
(Plan)
Monitored
(Progress)
Time dS dM
Costs cS cM
Work Done aS aM
Quality qS qM
Method 1: Using inputs
Amount of man-hours, equipment hours, raw materials used.
What is the disadvantage of this method?
Method 2: Amount of work actually accomplished
E.g., nr. of columns placed, panel mounted, etc.
linear ft. of tracks laid, rebar or piping installed, etc.
area of landscaping, drywall placed, etc.
volume/weight of earth excavated, concrete cast, ashpalt laid, etc.
32. How do we collect the data for measuring aM?
Foremen/superintendents note work inputs and
accomplishments on timesheets (or PDAs)
Identify appropriate cost categories associated to each work activity
Enter quantities in Quantities Book
Enter worked hours in Timesheets
- Hours worked can be obtained from project’s payroll clerk
33. How frequently do we monitor?
Monitoring Frequency Depends On
Size/Duration of the project
Practicality
What performance measure are we monitoring? Its importance
What detail of performance is needed? (Granularity)
Financial cost of what is being monitored
Criticality of the activity to be monitored
Familiarity of the monitoring procedure
Cost of monitoring and Resources available for monitoring
Hourly? Daily? Weekly? Bi-weekly? Monthly? Quarterly? Yearly? etc.
34. Advantages of high granularity
Preserves option of finer investigation
Can allow for quicker …
... response to deviations
… assessment of the efficacy of project control strategies helping
Advantages of low granularity
Fewer staff needed for monitoring
Faster recording (less time needed for monitoring)
How detailed should we be?
Very detailed Quite detailed Somewhat detailed Very coarse (Not detailed)
Increasing Granularity Decreasing Granularity
35. Basis for cost monitoring: Cost Breakdown Structure (CBS)
Canonical way of monitoring cash flows (costs) of the project
Different accounts used for different types of expenditures
Permits monitoring of project expenditure for each activity (work item)
Often consistent with work-based schedules.
How do we measure cM?
Scheduled
(Plan)
Monitored
(Progress)
Time dS dM
Costs cS cM
Work Done aS aM
Quality qS qM
37. Program
(schedule)
Program
(schedule)
Progress
(actual)
Progress
(actual)
Seems great
Seems poor
But:
Seemingly good progress could be …
… because lots of unscheduled work has been done
… because lots of low-weight work has been done
… thus misleading
Consider a set of work-based program and progress charts
(example, amount of concrete (m3) cast on site)
Are simple program and progress charts
enough to monitor performance?
EVA helps address
this issue!
38. EVA integrates cost, schedule, and work performed by
ascribing monetary values to each.
BCWS
Budgeted Cost of Work Scheduled or programmed ($): the value
of work scheduled to be accomplished in a given period of time
ACWP
Actual Cost of Work Performed ($): the costs actually incurred in
accomplishing the work performed within the control time
BCWP
Budgeted Cost of Work Performed ($): the monetary value of the
work actually performed within the control time (= Earned Value).
Earned Value Analysis (EVA) - Definitions
40. Therefore …
At any time of the project, we can determine the following:
Budgeted value of a scheduled work item, BV = BC * WS
Actual value of a performed work item = AC * WP
Budgeted value of a performed work item = BC * WP
Work
Schedule
(WS)
Work
Performed
(WP)
Budgeted Cost (BC)
Actual Cost (AC)
BCWS BCWP
ACWP
41. Example
At any time of the project, we can determine the following:
Budgeted value of a scheduled work item, BV = BC * WS
Actual value of a performed work item = AC * WP
Budgeted value of a performed work item = BC * WP
Work
Schedule
(WS)
Work
Performed
(WP)
Budgeted Cost (BC)
Actual Cost (AC)
BCWS BCWP
ACWP
WBS WS
BV
BCWS WP
AV
ACWP
EV
BCWP BV-A
Structures 60% 660,000 56% 700,000 621,297 -40,000
Footings 13% 148,200 14% 162,209 154,050 -14,00
Procurement 100% 106,400 104% 118,500 110,600 -12,1
Shipping 100% 15,200 104% 16,059 15,800 -859
Construction 100% 26,600 104% 27,650 27,650 -1,05
Columns 47% 511,800 42% 537,791 467,247 -25,99
Procurement 65% 400,400 49% 345,600 302,400 54,8
Shipping 45% 32,310 49% 43,200 35,247 -10,8
Construction 30% 79,090 49% 148,991 129,600 -69,9
43. Project Progress Performance on basis of EVA –
Some useful metrics
Resource Flow Variance (RV)
Resource Flow Index (RI)
Cost Variance (CV)
Cost Index (CI)
Schedule Variance (SV)
Schedule Index (SI)
Time Variance (TV)
44. Resource Flow Variance (RV)
Definition: A progress performance metric that …
compares how much we expect to spend during a given time-
frame with what we actually spent (regardless of how much
work got done!)
Computation: RVt = BCWSt – ACWPt
Interpretation: If RVt is +ve, we are experiencing underrun
If RVt is –ve, we are experiencing overrrun
If RVt is 0 or close, we are on target
Work
Schedule
(WS)
Work
Performed
(WP)
Budgeted Cost (BC)
Actual Cost (AC)
BCWS BCWP
ACWP
45. Resource Flow Index (RI)
Definition: Same as that for RV. But is a ratio rather than a
difference between the two values.
Computation: RIt = BCWSt/ACWPt
Interpretation: If RIt > 1, we are experiencing underrun
If RIt < 1, we are experiencing overrrun
If RIt = 1, we are on target
Work
Schedule
(WS)
Work
Performed
(WP)
Budgeted Cost (BC)
Actual Cost (AC)
BCWS BCWP
ACWP
46. Cost Variance (CV)
Definition: A progress performance metric that …
compares the budgeted value of work done vs. the actual value of
work done.
Computation: CVt = BCWPt – ACWPt
= Earned Value (EVt) – Actual Value (AVt)
Interpretation: If CVt is +ve, underrun or gain of value
If CVt is –ve, overrrun, or loss of value
If CVt is 0 or close, we are on budget
Work
Schedule
(WS)
Work
Performed
(WP)
Budgeted Cost (BC)
Actual Cost (AC)
BCWS BCWP
ACWP
47. Cost Index (CI)
Definition: Same as that for Cost Variance,
but involves a ratio instead of a difference.
Computation: CIt = BCWPt/ACWPt
= Earned value (EVt)/Actual Value (AVt)
Interpretation: If CIt > 1, underrun or gain of value
If CIt <1, overrrun, or loss of value
If CIt = 1, we are right on budget
Work
Schedule
(WS)
Work
Performed
(WP)
Budgeted Cost (BC)
Actual Cost (AC)
BCWS BCWP
ACWP
48. Schedule Variance (SV)
Definition: A progress performance metric that …
… compares the budgeted value of work done vs. the earned value
of work done.
Computation: SVt = BCWPt – BCWSt
= Earned Value (EVt) – Budgeted Value (BVt)
Interpretation: If SVt is +ve, project is ahead or has gained time
If SVt is –ve, project is behind or has lost time
If SVt is 0 or close, project is on schedule
Work
Schedule
(WS)
Work
Performed
(WP)
Budgeted Cost (BC)
Actual Cost (AC)
BCWS BCWP
ACWP
49. Schedule Index (SI)
Definition: Same as that for Schedule Variance,
but involves a ratio instead of a difference.
Computation: SIt = BCWPt / BCWSt
= Earned Value (EVt)/Budgeted Value (BVt)
Interpretation: If SIt > 1, project is ahead or has gained time
If SIt < 1, project is behind or has lost time
If SIt = 1, project is on schedule
Work
Schedule
(WS)
Work
Performed
(WP)
Budgeted Cost (BC)
Actual Cost (AC)
BCWS BCWP
ACWP
50. Time Variance or Duration Variance (TV)
Definition: A progress performance metric that …
… assesses whether the project is spending more time (or less
time) for an activity
… compares the scheduled duration (ST) of work performed vs. the
actual duration (AT) of work performed.
Computation: TVt = STWPt – ATWSt
Interpretation: If TVt is +ve, project is ahead or has gained time
If TVt is –ve, project is behind or has lost time
If TVt is 0 or close, project is on schedule
51. Time Index (TI)
Definition: Same as that for Time Variance but involves a ratio
rather than a difference.
Computation: TIt = STWPt /ATWSt
Interpretation: If TIt is +ve, project is ahead or has gained time
If TIt is –ve, project is behind or has lost time
If TIt is 0 or close, project is on schedule
52. Project Progress Performance on basis of EVA –
Useful metrics
Resource Flow Variance (RV)
Resource Flow Index (RI)
Cost Variance (CV)
Cost Index (CI)
Schedule Variance (SV)
Schedule Index (SI)
Time Variance (TV)
Besides computational formula, is there another way to estimate the values of
these performance metrics?
58. Some Performance Indices for Engineering/Design
Punctuality in issuing drawings = 100 x # issued drawings at current date
# drawings scheduled to be issued at T
Owner approval process perf index = 100 x
# approved drawings at current date
# drawings scheduled to be approved at T
Manhours per progress point =
Manhours spent
Actual progress points
59. Some Performance Indexes for Procurement
Punctuality of placed orders = x 100 %
# placed orders at T
# orders to be placed at T
Punctuality of materials on site = x 100 %
Quantity of material on site at T
Quantity of material to be on site at T
Quantity on site per progress point =
Quantity on site at T
Actual progress points