Project Management

1. 01
PROJECT PLANNING,
MONITORING &
IMPLEMENTATION
Novman Ahmed, Managing Director – HSCC (India) LTD
AMIE (Civil Engg.), ME (Civil Engg.), Advance Diploma in Business Admin
LATEST TOOLS FOR

2. A PROJECTis “a temporary endeavor undertaken to
accomplish a unique product or service” It has a…
Unique purpose
Is temporary
Require resources
Should have a primary sponsor and/or Customer
Involve uncertainty
02

3. THE TRIPLE
CONSTRAINT
What is the project trying to
accomplish?
SCOPE GOALS
01
How long should it take to
complete?
02
TIME GOALS
What should it cost?
03
COST GOALS
Every project is constrained in different ways
by these three goals
It is the project manager’s duty to balance
these three often competing goals
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4. 04
PROJECT MANAGEMENT EXPECTATIONS
Morerevenue,moreprofit,happycustomers
RELIABLE ON TIME IN TOTALITY,
COMPLETED WITHIN BUDGET
A ROBUST STABLE PLAN
MoreProductiveuseofresources
SIMPLE, OBJECTIVE MEASURES OF
PROJECT PROGRESS
Shortermeetings,betterinformed
stakeholders-lesswaste,moreproductivity
SIMPLE, OBJECTIVE MEASURES OF
PROJECT HEALTH STATUS
Shortermeetings,betterinformed
stakeholders-lesswaste,moreproductivity
WHEN - AND WHEN NOT – TO
INTERVENE
Betterdirectedrecoveryefforts-lesswaste,
moreproductivity
CONTINUOUS (DYNAMIC)
IMPROVEMENT EFFORT
Thefuturebringsmorerevenue,moreprofit,happier
customersthanthepresent

5. 05
PROJECT MANAGEMENT
Acontinuousstrugglewithtime,costandscope?
Repeatedrescheduling?
Clarityatthestartandend,thickfoginbetween?
Subjectiveassessmentscompoundedby
humanfactors?
Interveningtoomuchtooearly,andtoolittle
toolate?
We'llimproveourmethodswhenthingsgetbetter"
EXPERIENCE
RELIABLE ON TIME IN TOTALITY,
COMPLETED WITHIN BUDGET
A ROBUST STABLE PLAN
SIMPLE, OBJECTIVE MEASURES OF
PROJECT PROGRESS
SIMPLE, OBJECTIVE MEASURES OF
PROJECT HEALTH STATUS
WHEN - AND WHEN NOT – TO
INTERVENE
CONTINUOUS (DYNAMIC)
IMPROVEMENT EFFORT

6. THE
ESTIMATING
DILEMMA
If each task is given more time, it will prevent any
task delays, but then the project end date will be
delayed
The project will end sooner if I give myself less time, but
it is more likely to overrun
But we have to deliver the Project on time
Parkinson’s Law, Murphy’s Law and Student’s Syndrome
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7. HOW MUCH TIME
SHOULD A TASK BE
ALLOTED IN A
PLAN?
The amount of time a task should take on average for
a focused average performer
PLUS, The time we expect to be spent on distractions
• The difference between mediocre and poor performers
• Our uncertainty in the average time
• Our uncertainty in the time for distractions
• How risk-averse we are or have to be
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PLUS, A contingency time to take account of

8. If we set our estimates so that we are 90% sure that any task will be completed on time
If we have 20tasks in our Project
The Probability that all the tasks will be on time is: 0.920 = 12%
For 50 tasks, the Probability of all on time is: 0.950 = 1%
Some simple maths
So,therehastobeabetterway...
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9. PLANA PLANB PLANC
INVEST OUR ENERGY IN REDUCING THE VARIABILITY COPING BEHAVIOURS FIND A DIFFERENT APPROACH
Allowing longer in Project planning stage for estimates Fight to be assigned the most viable Projects
We can reduce variability, but
we cannot eliminate it, because
it is inherent to the nature of a
project
Training staff in estimating Fight for the best staff
Measuring progress and feeding results into estimation Fight to keep the Project scope down
Use of formal estimating methods Exploit scope changes to extend timelines & budgets
More detailed specifications Sandbag Project plans to create headroom
Less flexibility over changes to specifications Quit long Projects well before the delivery date
Training the staff better in their job content Disregard targets they know to be impossible
Identify poor performers using individual performance measures Staff work double shifts in the final weeks / months
Shorter projects, breaking larger projects into several short ones Dumping the blame elsewhere
Doing this can help, but doesn't solve the problem These may help individual, but not the org.
We must manage remaining
variability
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10. HOW TO HANDLE VARIABLITY
IN CRITICAL CHAIN
We do not build in any contingency at the Task level
We move all the contingency to the Project level - this
is the Completion Buffer
Individual Tasks can now be late without affecting the
completion date of the Project
The Project due date is protected as long as the
cumulative delay along any one chain is less than the
completion buffer
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11. HOW DOES THIS AFFECT THE
PROBABLITY OF BEING LATE?
Under 'normal' practice, if any task is later than its
contingency allows, we have a problem
Under Critical Chain, we only have a problem if
the total delay exceeds the total contingency
This second condition is much less likely than the first
[Law of averages / Central limit theorem] and
increasingly so as the number of tasks increases
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12. The Completion Buffer
A Buffer is a block of time which protects a
deliverable from being affected by delays
upstream. The Completion Buffer protects the
Project completion date.
Over the course of the Project, we expect our
buffers to be used up, in proportion to progress
made
Scarcity of Resources
In putting together, the plan, we must consider
the scarcity of resources
If two tasks want exclusive use of the same
resource, at the same time, they must be
staggered
This affects the plan in a similar way to the task
dependencies
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13. Task A – 10 D
Task C – 10 D
SCARCITY OF RESOURCES
Project Time Required - 20 D
Task B – 10 D
Task C depends on both A and B
Each task uses a different resource
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14. Task A – 10 D
Task C – 10 D
Task B – 10 D
Project Time Required - 30 D
Resource conflict
Task C depends on both A and B,
Both A and B need exclusive use of
the same resource
SCARCITY OF RESOURCES
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15. THE
CRITICAL
CHAIN
We identify the longest chain of dependent tasks by
resource through the Project - this is the Critical Chain,
at the end we place the Completion Buffer
The time taken to complete the Project is the time taken to
complete the Critical Chain
Any delay in the Critical Chain delays the Project
completion
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16. Completion Buffer
Task A
Task C
Task B
Committed End Date
Completion Buffer
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17. In Practice
The buffer is 25-33% of
chain length
Completion Buffer
Project duration held constant
Task A
Task C
Task B
Task A
Task C
Task B
17

18. FEEDING CHAINS
All the other chains of tasks we call Feeding Chains,
because each one at some point feeds into the Critical
Chain
Every task in the Project is part of either the Critical
Chain or a Feeding Chain
FEEDING BUFFERS
We must not allow anything to delay the Critical Chain
We must protect the critical chain from being delayed by
lateness in the Feeding Chains
We start the feeding chains a little early and insert a block of
time to decouple the Critical Chain from each Feeding
Chain
We call these blocks of time Feeding Buffers
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19. Feeding
Buffers
Task D
Task A
Task C
Task B
Completion Buffer
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Feeding Buffer

20. There is no
contingency at
task level
The Project due
date is protected
by the a block of
time called the
Completion Buffer
The Critical Chain
is the longest chain
of tasks through
the Project
All other chains
of tasks are
Feeding Chains
We place
Feeding Buffers
to decouple the
Critical Chain
from the feeding
chains
PLANNING PHASE SUMMARY
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21. EXECUTION PHASE
We have a great plan - what can happen in execution?
Critical Chain in Execution phase
No multi-tasking - when someone starts a task, they stick to it until it's completed
21

22. VERY BAD
MULTI-
TASKING
When someone stops doing a task on the Critical
Chain, and starts doing something else, they are
delaying the entire Project
MORE BAD
MULTI-
TASKING
If we have two people, each available 50% to our
Project, and they have to work together, they are
effectively 25% available
If we have four such people, it's effectively 6%, so we'll
wait on average 8 working days to get them together
for half a day
Real-life case: Ten team leaders, each on 50%
availability: Out of two Project meetings, 3 came to
both, 5 to one or the other, 2 to neither
BAD MULTI-
TASKING
Whenever I put down one task and pick up another, I
lose productive time
How much time is lost switching depends on how deep
or shallow the task is
Putting a stop to multi-tasking in effect creates extra
capacity
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23. CRITICAL CHAIN IN
THE EXECUTION
PHASE....
No multi-tasking - when someone starts a task,
they stick to it until it's completed
We begin each task as soon as resource is
available and prerequisite tasks are complete
The timings in the plan are for planning, not a
commitment on execution
Early finishes on Critical Chain tasks bring
forward the whole Project
We finish each task as soon as we can
Early finishes on Feeding Chains increase the
protection of the Critical Chain
Sometimes we call these three together
'ROADRUNNER' style
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24. PLANNING PHASE
The Project is
analyzed into the
Critical Chain and
Feeding Chains
No Multi-tasking Early finish /
allowing early
start of following
tasks
Subordination
to the Critical
Chain
SUMMARISING PRACTICAL DIFFERENCES...
Contingency is aggregated
into a Completion Buffer
protecting the Project end-
date, and Feeding Buffers
protecting the Critical Chain
EXECUTION PHASE
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25. MEASURES & MANAGEMENT
How do we know how the Project is doing?
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26. D
C
B
A (8 DAYS)
Measures &
Management
Making less progress than planned will
eat into the Completion buffer
Making more progress than planned will
add to the Completion buffer
At day 5, task A has 8 days
remaining (of 10) –
Completion Buffer is eroded by 3
days
Task D is completed - no effect on
Completion Buffer
3 DAYS
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27. Question1:HowmanydaysworkuntiltheProjectis
completed?
MEASURES & MANAGEMENT
Answer= theproportionoftheCompletionBuffer
thatwe haveleft,comparedtotheproportionofthe
CriticalChainstilltodo
TheCompletionBufferprotectstheenddate.Theless
(more)itiseroded,theless(more)theenddateisat risk
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28. Question2:Howcertainareweabouttheanswer
toQuestion1
MEASURES & MANAGEMENT
Answer= thenumberofdaysleftontheCriticalChain
ItisthetimeontheCriticalChainthatdeterminesthe
timerequiredto completetheProject
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29. We comparethepercentageoftheCompletionBufferRemaining (%
CBR) withthepercentageoftheCriticalChainRemaining(%CCR)
We settriggerpointsforcorrectiveaction,forexample:
When the ratio % CBR / %CCR is 1or more, Project status is
GREEN- Watch
When %CBR / % CCR is between 1and 2/3, Project status is
AMBER- Preparearecoveryplan
When %CBR / % CCR is less than2/3, Project status is
RED- Implement recoveryplan
CORRECTIVE
ACTION
29

30. Measures
in 2-D
Completion
Buffer
Remaining
Critical Chain Remaining
100%
100% 0%
0%
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31. DON'T OVERREACT TO BUFFER EROSION
If we have 2/3 of the completion buffer left and only 1/3 of the Project to do we are doing fine
We expect our buffer to be used up over the course of the project
Our date is not threatened if the buffer is used up in proportion to progress
Our date is threatened if the buffer is used up disproportionately
If we have 2/3 of the Project still to do but have only 1/3 of the completion buffer left we have a problem
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32. We have simple,
objective measure of
Project progress
We have a simple rule
for triggering - and not
triggering - corrective
action
MEASURES SUMMARY
We have a simple,
objective measure of
Project health status
We can redefine the
Project progress meeting
as the Buffer Management
Meeting- corrective action
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33. BUFFER MANAGEMENT MEETING
Attendees
Project Manager, Project Sponsor / Owner, Task
Managers, Resource Managers
Agenda
• Reminder of what tasks are on the Critical Chain.
• Review Project status ( % Critical Chain outstanding)
• Review Completion buffer status (Red, Amber,
Green).
• If necessary, initiate corrective actions.
• Review Feeding buffers status (Red, Amber, Green).
• If necessary, initiate corrective actions.
• Review tasks in progress to ensure earliest
completion in full.
• Review tasks not started to ensure earliest start
where appropriate.
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34. USING BUFFER MANAGEMENT TO
DRIVE ONGOING IMPROVEMENT
• Buffer Management measures are fact-based and
objective
• Buffer Management meetings highlight buffer
erosion / Project delays
• Preventing the causes of delay will speed up your
Projects
• Your process of ongoing improvement is simply to
eliminate the causes of delay by following up on the
issues highlighted in Buffer Management meetings
• As your Projects run faster and more reliably,
continue to eliminate more and more causes of
delay
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35. HOW DOES CRITICAL CHAIN HELP OUR PROJECT MANAGEMENT ?
Aggregated contingency and 'Roadrunner' style
Effective due-date protection and extra effective capacity
More reliable on time in full to budget delivery performance
Buffer measures
Objectivity and clarity
Better focused meetings, better directed recovery efforts, better
informed stakeholders, less waste and more productivity
Less encouragement of 'coping behaviors'
Buffer Management
Focus for ongoing improvement efforts
Identification of Critical Chain
and Feeding Chains
Focus
Buffers
Flexibility
A Stable Plan
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36. AN OVERVIEW
BIM AGENDA
State of the AEC industry
What is BIM?
Revit Myths & Facts
Why use BIM?
Architectural Workflow
Coordination & Collaboration
Constructability of BIM
Question & Answer
36

37. HISTORY: METHODS OF PRODUCTION
TRACING PAPER
MANUAL METHODS
LAYERED PRODUCTION
COMPUTER-AIDED DRAFTING
OBJECTS
BUILDING INFORMATION MODELING
BUILDING LIFECYCLE MANAGEMENT
70S 80S 90S 00 10
CAD OBJECT-ORIENTED CAD CENTRALIZED, INTEGRATED
DATABASES
FUTURE TECHNOLOGIES
STATEOFTHEAECINDUSTRY
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38. B
I
M
WHAT IS BUILDING
INFORMATION MODELING?
The Design Project as you envision.
Drawings, Schedules, Specifications,
Fully Coordinated Working Drawings
A 3D Integrated workflow model to
explore building digitally before it is built.
38

39. One accessible model
BIM is more than just a
visualization tool
You are assured that
changes made in one
view will be coordinated
throughout the project
Allows the data built
into it to be retrieved,
organized, and
documented at any
phase
WHAT IS
BUILDING
INFORMATION
MODELING?
39

40. All BIM Software tools
facilitate the production
of 2D Construction
Documentation as a
byproduct of the 3D
Models
UNIFIED BIM THEORY
• Better Hardware
• Active Management
• A File format strategy
• New attitudes
WHAT BIM REQUIRES
• Productivity Increase
• Duplicate Tasks avoided
• Easier Data Management
• Easy to Create and Change
• Documentation from Design
• Industry Demands
CAD TO BIM
• BIM isn't an AutoCAD or Revit
Upgrade
• BIM isn’t something you just
install and start using
• BIM doesn’t design by itself
• BIM tools don’t install and
manage themselves
• BIM tools don’t have a “magic
button” that automates
implementation
WHAT BIM IS NOT
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41. REVIT PLATFORM
Conventional Views with bi-directional associativity
Parametric Model generated from Inputs.
Dimensions and Annotations with bi-directional associativity
Single File for project/building
Schedules and Material Take-off generated automatically
Interoperability with Energy Analysis packages
Drawing Standards are Object Based and hence automated/consistent
Changes coordinated automatically to all drawings for the project
AUTOCAD
Separate Drawings created for each view.
Generic Objects that cannot be classified.
3d model not created from Drawings
Manual Dimensions and Annotations with no associativity to objects
Multiple Files with no associativity
Schedules and Take-Offs not available as an output
Generic 3D model not computable for analysis.
Cad/Layer Standards must be maintained by users hence error prone
Changes must be updated manually
Scope of Model limited to Visualization
v/s
BIM CAD

42. ARCHITECTURAL WORK-FLOW
Intuitive massing design tools:
Use Basic Shapes to mass out your project
Easy to make important decisions early
BIM & Sustainable Design
AUTODESK REVIT
ARCHITECTURE 2024
Shadow studies done early in the design process
Costly design changes in later stages avoided
Attain Zoning approvals more easily
Orient building on site to take advantage of
natural lighting
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43. Seamless Design Process, Streamline your efforts
AUTODESK REVIT
ARCHITECTURE 2024
From the one Conceptual accessible model…
The benefits of BIM can be felt by each team
member on the design team from concept to
completion of the documents.
REVIT MEP
Mechanical Design
• Ability to use model for complex
analysis
• Mechanical duct & pipe sizing
pressure calculations
• Heating and cooling loads
• Dynamic thermal analysis
43

44. Revit Structure
AUTODESK REVIT ARCHITECTURE
Prepare Analytical Model for Export
• A simultaneous physical model & analytical model.
• Coordinated structural design
• Interoperability to third party analysis packages
• Construction documents
One Integrated BIM model
Fully coordinated project, throughout all disciplines
Ability to address coordination issues in the model,
lessening (and in many cases, preventing) their occurrence
on the job site.

45. CONSTRUCTABILITY OF BIM
Autodesk Navisworks Manage
3D – Coordination/Clash Detection with BIM Models
“The ambiguity between the architect’s design intent
and the ‘fit’ of a consultant’s building system is
practically eliminated."
Matthew Jogan - H3 Hardy Collaboration Architecture
BIM DURING CONSTRICTION
Phasing and scheduling for construction
4D construction phasing and visualization
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46. CONSTRUCTABILITY OF BIM
Interference Detection enables clash tests against specified geometry to find and resolve conflicts.
Audit Trail tracks the status of clashes as they are found and resolved. Export reports with
results of clash tests including comments and screenshots.
BIM during Construction
Key Features:
Schedule in 4D: 4D simulation links model geometry to times and dates for playback of
construction or demolition sequences to verify building or demolition viability.
Review Projects: Measurement tools enable detailed measurement of distance, area, and angles
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47. CONSTRUCTABILITY OF BIM
Store, organize, and share camera views of the design, and export into images or reports.
Comment on viewpoints with fully searchable notes, including date-stamped
BIM during Construction
Key Features:
Add cross sections and section planes, enabling close inspection of details.
Supports all major 3D design and laser scan file formats.
Combines models, regardless of file format, into a single unified model.
Provides gravity, collision detection, and customizable third person avatars. Enables
navigation through models without moving through walls.
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48. 3D BIM FEATURES
STRUCTURAL MODEL
MEP MODEL
ARCHITECTURAL MODEL
SPACIAL MODEL
FEDERATED BIM MODEL
DATA MANAGEMENT
BETTER DATA QUALITY
NO DATA LOSS
QTO
IMPROVED ACCURACY
BETTER EFFICIENCY
VISUALIZATION
IMPROVED
COORDINATION
CLASH DETECTION
OPTIMIZED DESIGN
REDUCED REWORKS
• Model & data review
• Data enrichment
• Advanced element search and
filtering
• Advanced reporting engine
• Clash detection and interference
checking and reports
• Import and set custom clash matrix
and rules
• Create, import and export bcf issues
• Manage, generate and export custom quantity
take-off model-based quantity take-off (QTO)
• BIM-based visual QTO reports
• Quantity take-off (QTO) IFC import/export MVD
• Real-time model navigation
• Walk mode
• Scenes and animations
• Textures and mapping
Data embedded in 3d models to carry out
the project planning and management
effectively
The 3d models can be used for design
coordination, scheduling, budgeting etc.,

49. 4D BIM FEATURES
Ensures on time completion of project through
better data management and progress tracking
Reduced wasteage by optimized
scheduleing and resource management
Improved visualization of the project
Better site planning and coordination
among all stakeholders of the project
• Intelligent LOB and flowline scheduling
• Automated scheduling and mapping to model elements
• import/export schedules from various formats
• Create and export 4d simulation in real time.
• Custom color schemes for elements, tasks
and resources
• Look-ahead analysis
• Advanced analysis & optimization
• Resource allocation and leveling
• LOB and flowline analysis
• Monitor construction
progress
• Automated schedule
update according to
progress input
• Import progress entry
• Detailed 4d task
reports
• Schedule
comparison
• Planned vs actual
analysis
• Look-ahead analysis
• Resource monitoring
• KPI tracking
Elements of 3d model are linked with the
construction execution schedule
• Automated schedule generation and
resource leveling
• Resource management and tracking
• Sub-contrctor management

50. 5D BIM FEATURES
PLANNED VS ACTUAL TASK REPORTS
MANAGE AND CONTROL PROJECT INVESTMENT,
BUDGET AND EXPENDITURE TO MAXIMIZE PROFITS
COST CLASSIFICATION
TRACK ALL DIRECT AND INDIRECT COSTS ASSOCIATED
WITH THE PROJECT
DASHBOARDS/ CDE
PROMOTES COLLABORATIONAND
COMMUNICATION
COST ESTIMATION
ACCURATE AND EFFICIENT COST FORECASTING
• Automated cost data
mapping
• Create and export
detailed budgets and
resource DB
• Preparation of
tendering packages
• Preparation of
tendering packages
• Element based cost analysis
(budgeting & BOQ)
• Advanced analysis &
optimization
• Cash flow analysis
• Resource management,
allocation and leveling
• Custom color schemes for
elements, tasks and
resources
• Look-ahead analysis
• Monitor construction
progress
• Customizable
monthly payment
certificate
• Look-ahead analysis
• Schedule comparison
• Earned value analysis
• Cash-flow monitoring
• Executive reporting
• Power BI reporting
• KPI tracking
Elements of 3d model are linked with
the cost related data of the project
• Automated budgeting and cost
estimation
• Creation of Monthly payment
certificates and dashboards
• Cashflow analysis through project
lifecycle

51. DELAY ANALYSIS
MODEL SEGGREGATION BASED ON BASELINE vs ACTUAL
COMPLETE BUILDING
COMPLETED SCOPE
NOT STARTED SCOPE
CRITICAL PATH ANALYSIS
Non - Critical Activity Critical Activity

52. MONTHLY LOOK AHEAD MONTHLY LOOK AHEAD PLAN
MONTHLY TASK - MOTNH 13 - 01/2/2024 TO 02/01/2024
MONTHLY TASK - MOTNH 27 - 3/02/2025 TO 4/2/2025
3D COLOUR CODED BREAKDOWN WITH CBS

53. REPORTS AND DASHBOARDS
ADVANCED DASHBOARDS REPORTS AND DASHBOARDS
OPERATION AND MAINTENANCE
COMMISSIONING AND AS-BUILT
BIM MODEL
• Tracking the commissioning
process,
• Information is attached to
each of the elements:
 Operating manuals
 specification
 Technical/Project
documentation

54. QUALITY MANAGEMENT SOFTWARE
Transform construction management with an easy-to- use work execution platform
Quality Management Software is an end-to-end mobile based site management digital solution tool which brings out
the Digital Transformation of the Real Estate, Infrastructure & Construction Industry.
Empowering construction managers with a powerful site
management tool…
The whole construction process can be complex. The projects are usually huge and
involve multiple staff at different stages, making management a challenging job.
54
That’s where the Quality Management Software comes in.
The easy and intuitive mobile app helps teams to stay on top of projects, centralize resources, and report to
stakeholders on performance. Quality Management Software can help maximize your construction management
efforts while making it easy to reduce downtime and bottlenecks.

55. SAY GOODBYE TO…
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Manual forms and paperwork
Compliance headaches
Project delays awaiting signatures & approvals
Our mobile application can be utilized on a multitude
of products.
Whether you are building a residence, commercial project,
malls, metros or fit-out projects, we have got you covered.
Whether you’re a builder, PMC or contractor, Quality
Management
Software is the best construction management tool available
for you!

56. Track AndManageEverything, FromTheTipOfAFinger…
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Snag management
Activity checklist
Activity progress
Work done certification & billing
Health & safety checklist
Work permit for labors
Labor count
Progress & quantity reconciliation
Request for inspection
Non-conformance
Material checklist
Audit management & rating
system
Health & safety checklist Request for inspection

57. WE HAVE GOT
IT ALL...
and many more…
Single Platform for ALL digital solution for construction site activities
Operational both offline & on online Mode
First digital solution in India to capture ALL construction site activities
Cost effective
User friendly and easy to operate
Dedicated support whenever you are stuck
Barcode Enabled to allow the snagging of a particular location.
Open architecture and hence highly customizable
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Open architecture and hence highly customizable

58. HOW QUALITY MANAGAMENT SOFTWARE WORKS
STEP 1
Construction staff logs into the app
STEP 2
Update the progress of each area.
STEP 3
Send a clear report.

59. THANK YOU
Our ability to learn faster than our competitors may be the
only sustainable competitive advantage
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