CONSTRUCTION PROJECT PLANING
WHAT IS CONSTRUCTION PLANNING
5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS
PRE TENDER PLANNING
PRE CONTRACT PLANNING
ROLE OF CLIENT
ROLE OF CONTRACTOR
PROCESS OF DEVELOPMENT OF PLANS
PLANNING A PROJECT
INTRODUCTION TO SCHEDULING
WORK BREAKDOWN STRUCTURE
BAR CHARTS (GANTT CHARTS)
NETWORK TECHNIQUES
ACTIVITY-ON-ARROW NETWORK
DUMMY ACTIVITIES
DANGLING ACTIVITY
CYCLE IN NETWORK
PRECEDENCE NETWORKS
TIME ESTIMATES
MILESTONES IN PROJECT
TIME ANALYSIS
CRITICAL PATH, SLACK AND FLOAT
NETWORK ANALYSIS AND BAR CHART
WHAT IS NETWORK
PERT / CPM Techniques
TERMS USED IN A NETWORK
RULES OF NETWORK CONSTRUCTION
NETWORK SYMBOLS
Construction Managemnt
CONSTRUCTION MANAGERS / LEADERS
CONSTRUCTION MANAGEMENT PROCESS GROUPS
PROJECT MANAGEMENT KNOWLEDGE AREAS
PROJECT MANAGEMENT TRIANGLE
CONSTRUCTION PROJECT PLANING
WHAT IS CONSTRUCTION PLANNING
5 STEPS TO THE PERFECT CONSTRUCTION PLANNING PROCESS
PRE TENDER PLANNING
PRE CONTRACT PLANNING
ROLE OF CLIENT
ROLE OF CONTRACTOR
PROCESS OF DEVELOPMENT OF PLANS
PLANNING A PROJECT
INTRODUCTION TO SCHEDULING
WORK BREAKDOWN STRUCTURE
BAR CHARTS (GANTT CHARTS)
NETWORK TECHNIQUES
ACTIVITY-ON-ARROW NETWORK
DUMMY ACTIVITIES
DANGLING ACTIVITY
CYCLE IN NETWORK
PRECEDENCE NETWORKS
TIME ESTIMATES
MILESTONES IN PROJECT
TIME ANALYSIS
CRITICAL PATH, SLACK AND FLOAT
NETWORK ANALYSIS AND BAR CHART
WHAT IS NETWORK
PERT / CPM Techniques
TERMS USED IN A NETWORK
RULES OF NETWORK CONSTRUCTION
NETWORK SYMBOLS
Construction Managemnt
CONSTRUCTION MANAGERS / LEADERS
CONSTRUCTION MANAGEMENT PROCESS GROUPS
PROJECT MANAGEMENT KNOWLEDGE AREAS
PROJECT MANAGEMENT TRIANGLE
Project
A Project is defined as a temporary endeavour undertaken to create a unique product/service/results.
Product
The product in case of a construction project is the constructed facility such as a building, a bridge, a highway, a dam, a canal, a factory etc.
03 Construction Project Planning and Schedulingakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
Project scheduling and resource levelling_Construction Management A Makwana
At the time of preparing the network of any project, usually it is assumed that all resources needed for its execution are available in plenty and no consideration of resource constraints is taken into account.
In such situations the duration of the project may increase escalating the cost of the project.
Construction Project Management is an important subject to learn in Civil Engineering.
Significance • As construction involves various activities starting from the design and planning to project completion and quality check, there is a exorbitant need for Management of construction. • Construction Industry plays a crucial role in the economy and development of a nation.
4. Objectives To complete the project in specified time and with allocated budget. To Plan and schedule the work and distribute between various departments. Deployment of personnel in Different tasks. To achieve High quality workmanship. Creating an organisation that works as a team. Using the limited available resources and producing maximum output. Providing safe and satisfactory working conditions for all personnel and workers.
5. Functions: Planning & Scheduling Organizing Staffing Directing Controlling & Co-ordinating
6. Stages of construction Briefing Designing Tendering Construction Commissioning
7. 1) Briefing Stage • This stage consists of framework required for the construction work to take a shape from the ideology of client and feasibility of Project which involves architects, engineers and project manager.
Objectives Developing Alternatives Feasible Solution ? Evaluation of Alternatives Report & Recommendation Technical and non technical Investigations
8. 2) Designing or planning Stage Prepare construction schedule Prepare final cost estimate Prepare Working Drawings and specificati ons Prepare scheme and detailed designs Soil investigations, Topographic investigation, material supply and market surveys etc Carry out Technical Investigations Final adoption of the most suitable summary Finalize Project Summary
Friends, this ppt consists of various facets of construction management and equipment such as how to buy equipments, its various types and Depreciation and lastly why and how to replace equipments.
Resources allocation and resources scheduling_Construction Management A Makwana
The main purpose of resources allocation is to rearrange the activities of network in such a manner that the project can be completed with available resources, with minimum increase in cost and without delaying the completion period.
RESOURCE SMOOTHING Done – shifting of activities by their available floats, so that a uniform demand for the resources are generated.
Project Time – not change in any case
Basic concepts of resource management, class of
labour, Wages & statutory requirement, Labour Production rate or Productivity,Factors affecting labour output or productivity.
Construction Equipments: classification of construction equipment, estimation
of productivity for: excavator, dozer, compactors, graders and dumpers.
Estimation of ownership cost, operational and maintenance cost of construction equipments. Selection of construction equipment and basic concept on equipment maintenance.
Materials: material management functions, inventory management.
Project
A Project is defined as a temporary endeavour undertaken to create a unique product/service/results.
Product
The product in case of a construction project is the constructed facility such as a building, a bridge, a highway, a dam, a canal, a factory etc.
03 Construction Project Planning and Schedulingakashpadole
The presentation has prepared as per the syllabus of Mumbai University.
Go through the presentation, if you like it then share it with your friends and classmates.
Thank you :)
Project scheduling and resource levelling_Construction Management A Makwana
At the time of preparing the network of any project, usually it is assumed that all resources needed for its execution are available in plenty and no consideration of resource constraints is taken into account.
In such situations the duration of the project may increase escalating the cost of the project.
Construction Project Management is an important subject to learn in Civil Engineering.
Significance • As construction involves various activities starting from the design and planning to project completion and quality check, there is a exorbitant need for Management of construction. • Construction Industry plays a crucial role in the economy and development of a nation.
4. Objectives To complete the project in specified time and with allocated budget. To Plan and schedule the work and distribute between various departments. Deployment of personnel in Different tasks. To achieve High quality workmanship. Creating an organisation that works as a team. Using the limited available resources and producing maximum output. Providing safe and satisfactory working conditions for all personnel and workers.
5. Functions: Planning & Scheduling Organizing Staffing Directing Controlling & Co-ordinating
6. Stages of construction Briefing Designing Tendering Construction Commissioning
7. 1) Briefing Stage • This stage consists of framework required for the construction work to take a shape from the ideology of client and feasibility of Project which involves architects, engineers and project manager.
Objectives Developing Alternatives Feasible Solution ? Evaluation of Alternatives Report & Recommendation Technical and non technical Investigations
8. 2) Designing or planning Stage Prepare construction schedule Prepare final cost estimate Prepare Working Drawings and specificati ons Prepare scheme and detailed designs Soil investigations, Topographic investigation, material supply and market surveys etc Carry out Technical Investigations Final adoption of the most suitable summary Finalize Project Summary
Friends, this ppt consists of various facets of construction management and equipment such as how to buy equipments, its various types and Depreciation and lastly why and how to replace equipments.
Resources allocation and resources scheduling_Construction Management A Makwana
The main purpose of resources allocation is to rearrange the activities of network in such a manner that the project can be completed with available resources, with minimum increase in cost and without delaying the completion period.
RESOURCE SMOOTHING Done – shifting of activities by their available floats, so that a uniform demand for the resources are generated.
Project Time – not change in any case
Basic concepts of resource management, class of
labour, Wages & statutory requirement, Labour Production rate or Productivity,Factors affecting labour output or productivity.
Construction Equipments: classification of construction equipment, estimation
of productivity for: excavator, dozer, compactors, graders and dumpers.
Estimation of ownership cost, operational and maintenance cost of construction equipments. Selection of construction equipment and basic concept on equipment maintenance.
Materials: material management functions, inventory management.
Cash Flow Statement is a basic concept which every young manager must learn. This presentation excellently explains what you should know about this topic!
The essence of any successful interior renovation project is determined during the keen yet practical planning phase, budget and, scope of work. Our experienced estimators run a detailed cost analysis, establishing the perfect balance between budget and the scope of work required for apartment renovations.
Visit Us : http://ins-contractors.com
Routing Jobsite Field Data for Approval and Billing in 4castplus4castplus
Enabling the "Intelligent Jobsite" - This Explainer presentation describes how 4castplus solves a common scenario in construction projects where data is captured from the Jobsite/Field and routed to the office for processing, approval and billing. Using 4castplus, this process is streamlined where all the data is entered and invoiced in the same system.
DID YOU KNOW??
Today, the insurance industry in Malaysia offers more than just financial protection; there’re also great job opportunities for you.
Whatever careers you choose in this industry; you’ll enter an industry that offers great career development and growth through training and education.This is great place to start!!
View what career opportunities offered to talented people in the Malaysian insurance industry today.
You can also explore various other careers in insurance, the next question is only – when? The future’s bright. The future starts today!
Course material from my Object-Oriented Development course.This presentation covers the analysis phases and focuses on class discovery, domain modeling, activity diagrams, and sequence diagrams.
· Read the article and summarize.· Discuss your reaction to th.docxoswald1horne84988
· Read the article and summarize.
· Discuss your reaction to the article
· Generate 2-3 recommendations for an organization needing to create a more "thriving" environment.
· Your recommendations should be written as if you were an OB Consultant and were trying to convince top leadership the value of a "thriving" environment.
Be sure to utilize your breadth of knowledge about OB. You will be graded on your ability to use the concepts from our course to strengthen your argument. For example: performance management, motivation, leadership, and/or job design would likely relate to the article but I am sure other concepts would also fit.
**Please write 2 pages. Please provide high quality.
Aswath Damodaran! 1!
Financial Statement Analysis!
“The raw data for investing”
Aswath Damodaran! 2!
Questions we would like answered…!
Assets Liabilities
Assets in Place Debt
Equity
What is the value of the debt?
How risky is the debt?
What is the value of the equity?
How risky is the equity?
Growth Assets
What are the assets in place?
How valuable are these assets?
How risky are these assets?
What are the growth assets?
How valuable are these assets?
Aswath Damodaran! 3!
Basic Financial Statements!
The balance sheet, which summarizes what a firm owns and owes at a
point in time.
The income statement, which reports on how much a firm earned in
the period of analysis
The statement of cash flows, which reports on cash inflows and
outflows to the firm during the period of analysis
Aswath Damodaran! 4!
The Accounting Balance Sheet!
Assets Liabilities
Fixed Assets
Debt
Equity
Short-term liabilities of the firm
Intangible Assets
Long Lived Real Assets
Assets which are not physical,
like patents & trademarks
Current Assets
Financial InvestmentsInvestments in securities &
assets of other firms
Short-lived Assets
Equity investment in firm
Debt obligations of firm
Current
Liabilties
Other
Liabilities Other long-term obligations
Figure 4.1: The Balance Sheet
Aswath Damodaran! 5!
Principles underlying accounting balance
sheets!
An Abiding Belief in Book Value as the Best Estimate of Value: Unless
a substantial reason is given to do otherwise, accountants view the
historical cost as the best estimate of the value of an asset.
A Distrust of Market or Estimated Value: The market price of an asset
is often viewed as both much too volatile and too easily manipulated
to be used as an estimate of value for an asset. This suspicion runs
even deeper when values are is estimated for an asset based upon
expected future cash flows.
A Preference for under estimating value rather than over estimating it:
When there is more than one approach to valuing an asset, accounting
convention takes the view that the more conservative (lower) estimate
of value should be used rather than the less conservative (higher)
estimate of value.
Aswath Damodaran! 6!
Measuring asset value!
.
Restructuring Business Debt - Practical Strategies from Banker's UJohn DeGaetano
A practical action plan and other things to consider in restructuring business debt
For book purchase, licensing for the stage or more information please visit our website.
Watch video: http://youtu.be/bBvlJYTpW5g
Available on Amazon from John DeGaetano Productions
http://www.amazon.com/author/johndegaetano
http://www.johndegaetanoproductions.com
Andrew has extensive experience in all aspects of personal and corporate insolvency and advisory in Australia. With over 18 years of experience gained working in two of Australia’s foremost corporate restructuring and advisory firms, Andrew is an expert on business restructuring. To know more come to visit here : https://dorksdelivered.com.au/working-capital-and-cash-flow-tips-with-andrew-weatherley/
The forecast for the Singapore economy in 2017 paints a challenging picture. To help you navigate and support your business through the slower economy, we have put together some insightful tips to share with you. You will learn the essentials on how to manage late payments, maximising your tax return, as well as available grants that your business can tap into.
This presentation was made at the Washington Area Community Investment Fund (Wacif). This presentation goes over how to use financial statements and tools to make decisions.
Ratio Analysis and Business Performance – Why Should I Care – Part 2?McKonly & Asbury, LLP
The webinar is hosted by David Blain, Partner and Director of McKonly & Asbury’s Entrepreneurial Services Group, and Eric Fischer, Benefits Advisor at American Family Life Assurance Company of Columbus (Aflac).
This webinar is a continuation of the first webinar hosted on May 30, 2019. This webinar focuses on debt covenant and leverage ratios most used and reviewed by banks and other lending institutions. The webinar also focuses on how banks and lending institutions view these ratios and how to best prepare and present your business for compliance with these ratios.
Basics of Financial Management for Non Finance Executives - Part 1SChakrabarti
This is an introductory Session of Financial Management for Non Finance executives. it covers the basic Financial concepts and provides an overview of Financial Statements, different types of transactions and the similarities and differences between assets & expenses.
5. Key Financial Ratios
Current Ratio – Current Assets divided by Current
Liabilities
General Contractors : 1.1 +
Specialty Trade Contractors: 1.5 +
Cash Ratio – (Cash+Cash Equivalents+Invested
Funds) divided by Current Liabilities
General Contractors : .2 +
Specialty Trade Contractors: .35 +
Working Capital Turnover – Sales divided by Working
Capital
General Contractors: 10.0 – 20.0
Specialty Trade Contractors: 6.0 – 10.0
7. Contractor’s Financial Information
Current Assets $ 748,000
Current Liabilities $ 525,000
Total Liabilities $ 650,000
Equity $ 175,000
Sales $ 2,000,000
Cash, Cash Equivalents $ 150,000
& Invested Funds
8. Working Capital*
The excess of current assets over current liabilities.
Current assets $ 748,000
Current liabilities (525,000)
Working capital $ 223,000
* An indication of a company’s liquidity.
9. Current Ratio
Balance Sheet Ratios
Current Assets
Liquidity Ratios Current Liabilities
Measures a firm’s
ability to cover its $748 = 1.43
$525
current liabilities with
its current assets.
10. Cash Ratio
Balance Sheet Ratios
Cash, Cash Equiv & IF
Liquidity Ratios Current Liabilities
Measures a firm’s
ability to cover its $150 = 0.29
current liabilities with $525
its most liquid current
assets.
11. Working Capital Turnover
Measures how a Sales (Revenue)
firm’s working capital Working Capital
is being leveraged to
produce revenue. $ 2,000 = 8.97
$ 223
12. Debt to Equity
Measures how a Total Liabilities (Debt)
firm’s equity capital is Equity
being leveraged.
$ 650 = 3.71
$ 175
13. Debt to Equity
Measures how a firm’s equity capital is being
leveraged.
Total Liabilities (Debt)
Equity $ 650 = 3.71
$ 175
14. Managing Cash Flow
on
Construction Projects
Presented by: Mark Richardson
Pinnacle Surety &
Insurance Services
For All Your Bonding Needs…
15. The Dynamics
How much money will it take to mobilize the job?
Know your customer
The contract
The schedule
Cash flow projection
Change Orders (Under-billings) – Are you kidding
yourself!
People vs. Systems
Financial Statements
Interruptions to cash flow
16. How much money will it take to
mobilize the job?
Labor
Equipment (own or rent)
Materials (do you need to purchase before
you can bill)
When will the first progress payment be
received?
Subcontractors have to be prepared to
finance the first 90 days of their work.
17. Know Your Customer
Do they pay slowly?
Do they have competent staff to process your
paperwork?
Are there sufficient inspectors to get to your
job and sign-off work in a timely manner?
Are there too many inspectors?
18. The Contract
Do you understand the terms in order to be
paid?
If you are a Sub, do you know that the
Prime’s contract with the Owner is
incorporated into your contract with the
Prime and how it will impact you?
Have your attorney review your contract.
19. The Schedule
The schedule drives the work
The work drives the billing
The billing generates the cash flow
Know when you are scheduled to work, stop,
and start again.
Keep track of delays…it all adds up in the
end!
20. Cash Flow Projection
How much work you will do each month?
How much of the work are you allowed to bill for?
If you are a sub, how much of the retention is profit?
When will you get your retention?
If/when will it be necessary to use the line of credit.
When will you be able to pay down the line of credit?
Have you accounted for all of the above in your
projection and incorporated the results in an overall
business cash flow projection?
21. Change Orders – Are you kidding your
self?
Are you doing work that should be a Change
Order?
Excess labor
Excess material
Excess equipment
It’s like a four point swing
Will you ever be able to bill for it?
22. People vs. Systems
If you have the right system, does your staff (in the
field and in the office) know how to document and
input the information into the system? If not, you
may miss a billing period, interrupting cash flow.
If you have the right people, the right system will
make them extremely efficient.
The right people can work with any system.
23. Financial Statements
CPA that specializes in construction accounting.
Do you understand financial statements? Be a
business person that is in construction.
If you don’t want to understand your financial
statements, you may not know the following:
– Do you have enough working capital to take on more work?
– Have you correctly paid your taxes (Payroll, Use, State,
Federal, etc.) and Union dues?
24. Financial Statements - Continued
– If not, you may be spending money that isn’t
yours to get or buy:
more work (which you won’t be able to cash flow)
more equipment (if financed you may not be able to pay
for it)
buy property and improve it (more debt and use of cash)
buy a restaurant
25. Interruptions to Cash Flow
A job that slows down or is temporarily stopped. One job can start the domino effect!
Compliance issues; Prevailing Wage paperwork, proper releases from subs and suppliers
Stop Notices
Lack of workforce in the field to perform the work and provide information back to the office.
Lack of office personnel to process paperwork.
You may have enough bodies in the office to do the paperwork but are they qualified?
Employees that do not have the skill set to perform the work and are not moved to another
department or let go.
Owner or business partner develops an alcohol, drug or gambling problem.
Divorce – lack of concentration
Death and lack of continuity plan.
Material not available - drywall
Equipment being manufactured offshore
Earthquake
26. Conclusion
Cash flow is the life of the business. Make
sure you keep alive!
Thank You!
27. Managing Cash Flow on
Construction Projects
Alison Sellers
alison.sellers@mossadams.com
818‐577‐1890
January 26, 2013
27
30. IMPORTANCE OF CASH MANAGEMENT
• The ultimate purpose of a business is to
generate cash
• Cash is a key indicator of health
Ratios
Trends – Cash, AR, Under billings
• Cash fuels growth/protects organizations
30
31. IMPORTANT CASH RELATED TRENDS
• Trends are important
o Signs of trouble
Decreasing cash
Increasing AR and under billings
Use of cash for long term assets, loans to related parties
Maximized short term borrowings
31
32. CASH FUELS GROWTH
• Cash is required to finance operating activities
and provides security in difficult times
o How much cash is needed for new work?
Finance of job start up, current work
New equipment
How will growth impact debt covenants & surety
relationships?
– Unrealistic Growth #1 reason for surety claims
32
35. IMPROVING CASH FLOW
How do CFOs influence CF?
Management of cash that flows
Short term investments
Billings/Collections
Manage payables (1% 10, net 30 = 18.25% annually)
Use of line of credit
Contract terms
Credit checks
35
38. IMPROVING CASH FLOW
Superintendents Impact CF?
Labor/equipment management
Material requisitions
Production only decision making
Identification of changing conditions
Safety/risk management
38
39. IMPROVING CASH FLOW
How can you make managing cash a priority?
It must start at the top
Change corporate structure
Define where cash flow is a priority
Training within the organization
Compensation plans that reward cash flow
39
40. STATEMENT OF CASH FLOWS
• Composed of three sections
o Cash flows from operating
Cash provided from contract revenues
Cash paid to vendors, subcontractors, employees
o Cash flows from investing
Cash used to purchase equipment or other investments
Cash provided by the sell of these assets
o Cash flows from financing
Cash used to repay line of credit, debt, pay distributions to
stockholders
Cash provided by debt, issuing stock, contributions to the
company from stockholders
40
41. STATEMENT OF CASH FLOWS
CASH FLOWS FROM OPERATING ACTIVITIES
Cash received from contracts $ 9,335,177
Cash paid to suppliers, employees, and subcontractors
(9,325,125)
Interest received 1,150
Interest paid (16,446)
Net cash from operating activities
(5,244)
CASH FLOWS FROM INVESTING ACTIVITIES
Proceeds from sale of equipment 5,436
Purchase of property and equipment (59,720)
Change in due from affiliates 178,724
Net cash from investing activities 124,440
CASH FLOWS FROM FINANCING ACTIVITIES
Net repayment on lines of credit (65,983)
Borrowing of long‐term debt ‐
Repayments of long‐term debt (15,435)
Repayments to affiliates (83,000)
Net cash from financing activities (164,418)
NET CHANGE IN CASH (45,222)
CASH AND CASH EQUIVALENTS, beginning of year 125,863
CASH AND CASH EQUIVALENTS, end of year $ 80,641
41
42. STATEMENT OF CASH FLOWS
• Show the relationship of net income to changes
in the entity’s cash position
• Evaluate decisions of management
• Provides indicators of whether the entity has
the ability to continue to meet its debt
payments and other obligation
• Predict future cash flows of the entity
42