The document discusses project planning and provides information on several key aspects of developing a project plan including:
1) Conducting a SWOT analysis and ensuring objectives are SMART to guide planning.
2) Breaking the project into work packages and activities with a work breakdown structure (WBS) and assigning unique codes to each.
3) Defining the logical relationships and sequence of activities using project networks in either an activity-on-arrow (AOA) or activity-on-node (AON) format.
4) Estimating the duration and direct cost of each activity based on resources, productivity, and method statements.
This document outlines a construction project management course taught by Emad Elbeltagi. It provides details on the course structure, resources, assessment, and ground rules. The course aims to teach students how to estimate project costs and duration, prepare schedules and plans, manage resources, and control projects. Construction project management is made challenging by its one-of-a-kind nature, involvement of many specialties, location/weather risks, availability of resources, and need to finish on time and budget while considering social/environmental impacts. The mission is to help organizations achieve project objectives within the surrounding natural, social, and political contexts.
The document discusses the key characteristics of construction projects including defined goals, tasks, schedules, and resources. It describes the typical project life cycle stages of preconstruction, procurement, construction, and closeout. It also outlines the main types of construction projects and identifies the main project participants including the owner, design professionals, construction professionals, and project manager. Their typical roles and responsibilities in a project are explained.
The document discusses project finance and contract pricing. It explains that total project cost is made up of fixed, time-related, and quantity-related costs. It also discusses project expenses, income, and how to calculate cash flow by looking at the difference between income and expenses over time. Cash flow can be impacted by payment delays, retainage, and whether payments are lump sum or based on completed work.
This document summarizes an open BIM learning exchange event. It introduces the keynote speaker and provides an agenda for the day-long event that will discuss the government BIM strategy, client and contractor perspectives on BIM, and how BIM can be applied to infrastructure projects. Speakers will also discuss new BIM processes and interoperability, the design perspective, and how the University of Salford is supporting open BIM learning.
Dimitris Kakaletris is a civil engineer with over 12 years of experience in the UK, Czech Republic, and Cyprus. He has worked on various construction projects specializing in areas like project management, site supervision, design, and health and safety coordination. Currently he works as a contract engineer for MWH Global in Cyprus, supervising a sewerage project.
BIM models were used for constructability reviews on several projects to identify issues, resolve discrepancies, and develop alternative details. This allowed teams to fix problems virtually before construction, eliminating rework, reducing costs and delays. Examples showed how virtual mockups supported design coordination and clarified complex assemblies through collaborative problem solving.
The document describes a Contract Work Breakdown Structure (WBS) that breaks down contract work into hierarchical levels. The WBS breaks work down from high level categories like functional organization and testing down to the lowest level work packages. Work packages represent the intersection of the WBS and the organizational breakdown structure and can also serve as control accounts.
El documento presenta una introducción sobre la Estructura Desagregada del Trabajo (WBS, por sus siglas en inglés), incluyendo su definición, principios, construcción y aplicación. Explica que el WBS descompone el trabajo de un proyecto en componentes más pequeños y manejables para facilitar la planificación, estimación de costos y control del proyecto. También destaca que el WBS es una herramienta clave en la gerencia de proyectos según el PMBok.
This document outlines a construction project management course taught by Emad Elbeltagi. It provides details on the course structure, resources, assessment, and ground rules. The course aims to teach students how to estimate project costs and duration, prepare schedules and plans, manage resources, and control projects. Construction project management is made challenging by its one-of-a-kind nature, involvement of many specialties, location/weather risks, availability of resources, and need to finish on time and budget while considering social/environmental impacts. The mission is to help organizations achieve project objectives within the surrounding natural, social, and political contexts.
The document discusses the key characteristics of construction projects including defined goals, tasks, schedules, and resources. It describes the typical project life cycle stages of preconstruction, procurement, construction, and closeout. It also outlines the main types of construction projects and identifies the main project participants including the owner, design professionals, construction professionals, and project manager. Their typical roles and responsibilities in a project are explained.
The document discusses project finance and contract pricing. It explains that total project cost is made up of fixed, time-related, and quantity-related costs. It also discusses project expenses, income, and how to calculate cash flow by looking at the difference between income and expenses over time. Cash flow can be impacted by payment delays, retainage, and whether payments are lump sum or based on completed work.
This document summarizes an open BIM learning exchange event. It introduces the keynote speaker and provides an agenda for the day-long event that will discuss the government BIM strategy, client and contractor perspectives on BIM, and how BIM can be applied to infrastructure projects. Speakers will also discuss new BIM processes and interoperability, the design perspective, and how the University of Salford is supporting open BIM learning.
Dimitris Kakaletris is a civil engineer with over 12 years of experience in the UK, Czech Republic, and Cyprus. He has worked on various construction projects specializing in areas like project management, site supervision, design, and health and safety coordination. Currently he works as a contract engineer for MWH Global in Cyprus, supervising a sewerage project.
BIM models were used for constructability reviews on several projects to identify issues, resolve discrepancies, and develop alternative details. This allowed teams to fix problems virtually before construction, eliminating rework, reducing costs and delays. Examples showed how virtual mockups supported design coordination and clarified complex assemblies through collaborative problem solving.
The document describes a Contract Work Breakdown Structure (WBS) that breaks down contract work into hierarchical levels. The WBS breaks work down from high level categories like functional organization and testing down to the lowest level work packages. Work packages represent the intersection of the WBS and the organizational breakdown structure and can also serve as control accounts.
El documento presenta una introducción sobre la Estructura Desagregada del Trabajo (WBS, por sus siglas en inglés), incluyendo su definición, principios, construcción y aplicación. Explica que el WBS descompone el trabajo de un proyecto en componentes más pequeños y manejables para facilitar la planificación, estimación de costos y control del proyecto. También destaca que el WBS es una herramienta clave en la gerencia de proyectos según el PMBok.
Infrastructure project and responsibility break downBhim Upadhyaya
This document provides information about an engineering infrastructure development project in Nepal. It discusses the project work breakdown structure and responsibility breakdown. It defines what a project is, outlines the typical project phases and stakeholders. It then discusses tools for work breakdown like the work breakdown structure, Gantt chart, CPM and PERT. Finally, it provides examples of rural infrastructure projects in Nepal and highlights the importance of quality supervision during construction.
The document provides information about project planning in three key areas:
1. It defines project planning and discusses the importance of breaking down work into definable tasks and activities, and establishing their logical relationships and sequence. Planning answers what work needs to be done, how it will be done, and who will do it.
2. It outlines the typical steps in project planning, including developing a work breakdown structure (WBS) and organization breakdown structure (OBS), determining activity relationships and durations, and creating a project network diagram.
3. It provides examples of work breakdown structures for different project types like construction of a house and a warehouse. It also illustrates how to identify project activities and precedence relationships between activities.
The document provides information on project scheduling techniques including work breakdown structure (WBS), bar charts, networks, program evaluation and review technique (PERT), and critical path method (CPM). It discusses how these techniques are used to plan, schedule, and manage projects from initiation through completion. The techniques allow visualization of project activities and their logical relationships to identify critical paths and float.
This document is a risk response plan template for a project. It provides instructions for identifying risks to the project, describing their potential impacts, and determining responses. Risks are assigned an ID number and categorized. For each risk, the plan describes the risk impact, proposed responses to reduce likelihood or consequences, and assigns responsibilities for tracking actions taken to address the risk. The template includes examples of filling out the risk response plan for a vendor risk.
Lean Project Management is a proven method for improving project performance. It focuses on managing variability through planning, execution, and monitoring approaches like identifying essential inputs, aggressive task estimates, critical chain protection, and buffer management. Team support is critical for implementing Lean Project Management successfully.
Calculate the variance for each activity and sum the critical path variances to calculate Z. Then use the standard normal distribution to find the probability of completing in less than 53 days.
This study concentrates on an important mathematical project management technique “Earned Value Management” in order to highlight these necessary technical skills. In the first part we give necessary concepts about project management. In the following parts we highlight methods for management of two important project constraints “time” and “cost”. “Earned Value Management” technique is highlighted in the final part.
The document provides a summary of project management guidelines for the eMOD BC organization. It outlines:
1) The current lack of a standardized project management methodology and the target of implementing an integrated project management process based on Boeing's Macroscope methodology.
2) The scope of managing projects and tasks through 5 phases using templates for tasks/projects in Word and Excel, MS Project for integrated project planning, and PowerPoint and Visio for tracking and reporting.
3) The 7 documents created, approved and managed through the phases including task statements, plans, timelines, and documentation on an internal wiki.
Innovation for Real Estate: Building Information Modeling (Erin Rae Hoffer) -...Virtual ULI
The adoption of Building Information Modeling (BIM) is changing the design and construction industry and suggesting innovation for real estate owners and developers. BIM involves a model-based design and construction process where a digital representation of the building is used to simulate the planning, design, construction, and operation of a facility. The presentation discusses how BIM is disrupting the real estate industry, the benefits it provides for owners and developers, and considerations for transitioning to BIM.
The document discusses the project system module in SAP. It describes what a project is and examples of projects from MCGM's perspective. It outlines the key processes in project system like project structuring, estimation, budgeting, work order process, payment certification, and notification. Project coding conventions are also explained. The document provides screenshots of different screens in SAP related to project creation, WBS elements, estimation, deviation approval, document management, and notification workflow.
Innovation for Real Estate: Building Information Modeling (Erin Rae Hoffer) -...Virtual ULI
Building Information Modeling (BIM) allows developers to more efficiently plan, design, construct, and manage buildings. BIM creates an information-rich digital representation of the building process from early design through facilities management. Using BIM, developers can visualize designs in 3D, identify structural conflicts, conduct energy analyses, and simulate construction schedules to improve coordination and reduce costs and risks. As BIM adoption increases, it is expected to transform the real estate industry by enabling better design quality, shorter project timelines, and more efficient long-term building management.
The Coast-to-Coast Ground and Mission Operations Systems Integration Group was formed in 2006 to provide horizontal and vertical integration across the Constellation Program. Since then, the group has undergone leadership changes and organizational transfers but has relied on virtual collaboration tools to effectively communicate and work together from different locations. This document discusses how the group uses tools like email, teleconferences, an online wiki site and virtual meetings to collaborate and achieve their goals in an integrated manner despite being geographically dispersed.
PMICOS Webinar: Building a Sound Schedule in an Enterprise EnvironmentAcumen
Dr. Dan Patterson presented a one-hour webinar on effective scheduling using metrics analysis. He reviewed some of the common problems found in schedules and the research that backs the claim that, in the end, the schedule drives project success.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
This document discusses project scope management. It defines project scope management as the processes required to ensure a project includes all the work required, and only the work required, to complete the project successfully. Scope management is important because schedule and budget cannot be managed if scope is out of control. The key aspects of scope management are the work breakdown structure (WBS), which graphically shows all work packages, and the five scope management processes: collect requirements, define scope, create WBS, validate scope, and control scope. These processes are used to develop the scope baseline which establishes the project scope.
Presented at the 2012 Construction CPM Conference, this presentation walks through the challenges of owner/contractor and JV disputes and reviews solutions and prevention techniques using Fuse.
VideoSurveyor is developing an inexpensive, easy-to-use video-based surveying technology to replace tape measurement in the roofing industry. Their initial business concept targets the $2 billion US roof surveying market by aiming for 1% market penetration. Through feedback from mentors and customers, they have refined their value proposition, revenue model, and product roadmap. The founders are now forming a company to seek seed funding and further develop the Minimum Viable Product.
Process Implementation - The Project Begin with the definitional of Process and the organizational framework. In this case, it is possible to provide very concrete instructions, as this project phase allows itself to be extensively standardized. Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project.
This document provides an overview of key project management concepts and processes. It discusses what defines a project, factors that lead to project success or failure, and the main areas of project management including scope, cost, quality, communication, and risk management. It also outlines the requirement gathering, development, and QA processes, and includes a QMS audit checklist of typical project artifacts and documentation. The presentation concludes with time for questions.
This document discusses construction contracts and equipment costs for an excavation project.
The document contains information about a building project that requires 2000 cubic meters of excavation work. The equipment crew consists of one excavator rented at 700 LE per day and two trucks rented at 300 LE per day each. The crew's production rate is 200 cubic meters per day.
The document then provides an example calculation to estimate the equipment cost per cubic meter for this excavation project. It calculates the contractor's fee under different total project cost scenarios for a target cost construction contract.
This document outlines the process and steps for construction cost estimating. It begins by defining estimating and differentiating it from calculation. It then describes the key steps in the estimating process: planning and scheduling, project study and data collection, preparing method statements, assessing resource outputs, and calculating direct, overhead and total costs. The document provides examples of calculating labor, equipment and material rates. It also discusses different estimating methods and includes an example cost estimate calculation for a bridge project.
Infrastructure project and responsibility break downBhim Upadhyaya
This document provides information about an engineering infrastructure development project in Nepal. It discusses the project work breakdown structure and responsibility breakdown. It defines what a project is, outlines the typical project phases and stakeholders. It then discusses tools for work breakdown like the work breakdown structure, Gantt chart, CPM and PERT. Finally, it provides examples of rural infrastructure projects in Nepal and highlights the importance of quality supervision during construction.
The document provides information about project planning in three key areas:
1. It defines project planning and discusses the importance of breaking down work into definable tasks and activities, and establishing their logical relationships and sequence. Planning answers what work needs to be done, how it will be done, and who will do it.
2. It outlines the typical steps in project planning, including developing a work breakdown structure (WBS) and organization breakdown structure (OBS), determining activity relationships and durations, and creating a project network diagram.
3. It provides examples of work breakdown structures for different project types like construction of a house and a warehouse. It also illustrates how to identify project activities and precedence relationships between activities.
The document provides information on project scheduling techniques including work breakdown structure (WBS), bar charts, networks, program evaluation and review technique (PERT), and critical path method (CPM). It discusses how these techniques are used to plan, schedule, and manage projects from initiation through completion. The techniques allow visualization of project activities and their logical relationships to identify critical paths and float.
This document is a risk response plan template for a project. It provides instructions for identifying risks to the project, describing their potential impacts, and determining responses. Risks are assigned an ID number and categorized. For each risk, the plan describes the risk impact, proposed responses to reduce likelihood or consequences, and assigns responsibilities for tracking actions taken to address the risk. The template includes examples of filling out the risk response plan for a vendor risk.
Lean Project Management is a proven method for improving project performance. It focuses on managing variability through planning, execution, and monitoring approaches like identifying essential inputs, aggressive task estimates, critical chain protection, and buffer management. Team support is critical for implementing Lean Project Management successfully.
Calculate the variance for each activity and sum the critical path variances to calculate Z. Then use the standard normal distribution to find the probability of completing in less than 53 days.
This study concentrates on an important mathematical project management technique “Earned Value Management” in order to highlight these necessary technical skills. In the first part we give necessary concepts about project management. In the following parts we highlight methods for management of two important project constraints “time” and “cost”. “Earned Value Management” technique is highlighted in the final part.
The document provides a summary of project management guidelines for the eMOD BC organization. It outlines:
1) The current lack of a standardized project management methodology and the target of implementing an integrated project management process based on Boeing's Macroscope methodology.
2) The scope of managing projects and tasks through 5 phases using templates for tasks/projects in Word and Excel, MS Project for integrated project planning, and PowerPoint and Visio for tracking and reporting.
3) The 7 documents created, approved and managed through the phases including task statements, plans, timelines, and documentation on an internal wiki.
Innovation for Real Estate: Building Information Modeling (Erin Rae Hoffer) -...Virtual ULI
The adoption of Building Information Modeling (BIM) is changing the design and construction industry and suggesting innovation for real estate owners and developers. BIM involves a model-based design and construction process where a digital representation of the building is used to simulate the planning, design, construction, and operation of a facility. The presentation discusses how BIM is disrupting the real estate industry, the benefits it provides for owners and developers, and considerations for transitioning to BIM.
The document discusses the project system module in SAP. It describes what a project is and examples of projects from MCGM's perspective. It outlines the key processes in project system like project structuring, estimation, budgeting, work order process, payment certification, and notification. Project coding conventions are also explained. The document provides screenshots of different screens in SAP related to project creation, WBS elements, estimation, deviation approval, document management, and notification workflow.
Innovation for Real Estate: Building Information Modeling (Erin Rae Hoffer) -...Virtual ULI
Building Information Modeling (BIM) allows developers to more efficiently plan, design, construct, and manage buildings. BIM creates an information-rich digital representation of the building process from early design through facilities management. Using BIM, developers can visualize designs in 3D, identify structural conflicts, conduct energy analyses, and simulate construction schedules to improve coordination and reduce costs and risks. As BIM adoption increases, it is expected to transform the real estate industry by enabling better design quality, shorter project timelines, and more efficient long-term building management.
The Coast-to-Coast Ground and Mission Operations Systems Integration Group was formed in 2006 to provide horizontal and vertical integration across the Constellation Program. Since then, the group has undergone leadership changes and organizational transfers but has relied on virtual collaboration tools to effectively communicate and work together from different locations. This document discusses how the group uses tools like email, teleconferences, an online wiki site and virtual meetings to collaborate and achieve their goals in an integrated manner despite being geographically dispersed.
PMICOS Webinar: Building a Sound Schedule in an Enterprise EnvironmentAcumen
Dr. Dan Patterson presented a one-hour webinar on effective scheduling using metrics analysis. He reviewed some of the common problems found in schedules and the research that backs the claim that, in the end, the schedule drives project success.
The document discusses essential planning steps for small projects with limited budgets. It recommends thoroughly planning work at the lowest level using a work breakdown structure to capture all technical scope, resources, milestones, and descriptions. Automated tools should be used to consolidate this planning data and enable analysis of things like what work is being done at each organization. Maintaining accurate and up-to-date planning data is important for project management and cross-checks between elements like budget and schedule. Communication is also key when changes are made to planning processes or formats.
This document discusses project scope management. It defines project scope management as the processes required to ensure a project includes all the work required, and only the work required, to complete the project successfully. Scope management is important because schedule and budget cannot be managed if scope is out of control. The key aspects of scope management are the work breakdown structure (WBS), which graphically shows all work packages, and the five scope management processes: collect requirements, define scope, create WBS, validate scope, and control scope. These processes are used to develop the scope baseline which establishes the project scope.
Presented at the 2012 Construction CPM Conference, this presentation walks through the challenges of owner/contractor and JV disputes and reviews solutions and prevention techniques using Fuse.
VideoSurveyor is developing an inexpensive, easy-to-use video-based surveying technology to replace tape measurement in the roofing industry. Their initial business concept targets the $2 billion US roof surveying market by aiming for 1% market penetration. Through feedback from mentors and customers, they have refined their value proposition, revenue model, and product roadmap. The founders are now forming a company to seek seed funding and further develop the Minimum Viable Product.
Process Implementation - The Project Begin with the definitional of Process and the organizational framework. In this case, it is possible to provide very concrete instructions, as this project phase allows itself to be extensively standardized. Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project.
This document provides an overview of key project management concepts and processes. It discusses what defines a project, factors that lead to project success or failure, and the main areas of project management including scope, cost, quality, communication, and risk management. It also outlines the requirement gathering, development, and QA processes, and includes a QMS audit checklist of typical project artifacts and documentation. The presentation concludes with time for questions.
This document discusses construction contracts and equipment costs for an excavation project.
The document contains information about a building project that requires 2000 cubic meters of excavation work. The equipment crew consists of one excavator rented at 700 LE per day and two trucks rented at 300 LE per day each. The crew's production rate is 200 cubic meters per day.
The document then provides an example calculation to estimate the equipment cost per cubic meter for this excavation project. It calculates the contractor's fee under different total project cost scenarios for a target cost construction contract.
This document outlines the process and steps for construction cost estimating. It begins by defining estimating and differentiating it from calculation. It then describes the key steps in the estimating process: planning and scheduling, project study and data collection, preparing method statements, assessing resource outputs, and calculating direct, overhead and total costs. The document provides examples of calculating labor, equipment and material rates. It also discusses different estimating methods and includes an example cost estimate calculation for a bridge project.
This document discusses the tendering process for construction projects. It defines tendering as including: 1) inspecting contract documents, 2) estimating costs, 3) adjusting bids, and 4) submitting tenders. The key components of contract documents are identified as instructions to bidders, drawings, specifications, bills of quantities, contract conditions, and bid forms. The document also outlines the process of estimating tender prices, including calculating direct costs, indirect costs, overhead, and profits. It provides an example of preparing a balanced versus unbalanced bid.
The document discusses various topics related to construction project management. It begins by outlining the key points to include in a curriculum vitae for a job fair, such as personal details, academic progress, interests in civil engineering, and future goals. It then differentiates between construction management and construction project management. Several other construction management topics are defined and discussed, including the parties involved in construction projects, types of construction projects and companies, the project cycle, and project delivery systems.
This document summarizes a study group session on communication management. It discusses communication methods that should be used to provide different types of information to stakeholders, as well as tools that can be used for information distribution and what should be included in a communications management plan. The document contains sample multiple choice questions and answers related to communication management best practices.
This document provides an overview of a PMP study group session on human resource management. It includes 16 multiple choice questions related to topics like recruitment guidelines/policies being constraints, McGregor's Theory X and Theory Y, management styles, types of power, conflict handling approaches, organizational charts, evaluating team effectiveness, establishing ground rules, responsibilities assignment matrices, and challenges of managing virtual teams. The questions are intended to help participants learn about key aspects of human resource management as it relates to project management.
The document provides information on cost management for a project management study group session. It includes questions and answers on topics like estimating activity costs, cost baselines, variance analysis, and earned value management.
Order of Magnitude (+- 25% - 50%)
Reference: PMBOK Third Edition, Page Number: 150
So the given estimate range falls under Order of Magnitude estimate.
17. You are developing the schedule for your project. Which of the following is NOT a
technique used for estimating activity durations?
A. Analogous Estimating
B. Parametric Estimating
C. Three-Point Estimating
D. Schedule Network Analysis
17. You are developing the schedule for your project. Which of the following is NOT a
technique used for estimating activity durations?
A. Analogous Estimating
B. Parametric Estimating
The document discusses scope management in project management. It covers key topics like:
1. Scope management means constantly checking that all required work is completed and not allowing unauthorized changes to scope.
2. The main processes of scope management are scope planning, scope definition which includes creating a project scope statement, developing a work breakdown structure (WBS), scope verification, and scope control.
3. Scope management differentiates between product scope which are requirements related to the project deliverables, and project scope which is the work required to deliver the product.
The document summarizes key points from a session on risk management:
1. The session discussed tools and techniques for risk response planning, including strategies for negative risks and contingent response planning.
2. It provided examples of different types of risks like secondary risks that can arise from implementing a risk response plan.
3. Residual risks that remain after risk responses have been implemented were also explained.
The document summarizes an agenda for a PMP study group session covering professional responsibility and integration management. The session will discuss responsibilities of project managers, key concepts of integration management including the seven processes, and take participant questions. Study group questions will then be presented and answered as a group, covering topics like contract change control systems, addressing inaccurate financial statements, project closure due to lack of funding, documenting risks in the project plan, and using knowledge gained from previous employers.
This document provides an agenda and overview for a Project Management Professional (PMP) study group session on the project framework and project management processes. The agenda includes a summary of the focus on the project framework and processes, an open forum for participant questions, study group questions, and a wrap up. The overview discusses key concepts of the project management framework, including the triple constraint of scope, time and cost, areas of PM expertise, the project management office, and differences between projects and programs. It also discusses project management processes, including the five process groups of initiating, planning, executing, monitoring and controlling, and closing as well as the Plan-Do-Check-Act cycle and the process interactions template.
In 3 sentences
The document discusses critical path method (CPM) network computation and provides examples of activity-on-arrow and activity-on-node network diagrams. It also explains the different relationship types used to define dependencies between activities, including finish-to-start, start-to-start, finish-to-finish, start-to-finish, and start-to-start/finish-to-finish relationships. Lead and lag times are discussed as constraints that can be applied to relationships.
The document appears to be a course syllabus or outline for a construction contracts class taught by Dr. Khalid Al-Gahtani at King Saud University in spring 2008. It includes standard syllabus elements like the course title, instructor information, and page numbers but does not include any other contextual information.
- The document discusses factors that impact contractor cash flow, including payment schedules, materials, mobilization, monthly payments, and final payment.
- It also discusses contractor cash disbursements for labor, equipment, materials, subcontractors, insurance, permits, mobilization, and overhead.
- Methods to minimize a contractor's negative cash flow are presented, such as front-end rate loading, reducing delays in receiving revenue, adjusting work schedules, and coinciding materials deliveries with payment estimates.
The document discusses activities, projects, and bar charts for project scheduling. An activity has a defined start and end time and uses resources. A project is a set of activities with defined objectives, completion date, and budget. A bar chart is a common project scheduling tool that displays activities as horizontal bars placed sequentially according to duration and dependencies. It can identify critical paths where delays could impact the overall project schedule.
This document defines key terms and formulas used in critical path method (CPM) network computation. It discusses the forward and backward pass computations used to calculate the earliest and latest start and finish times of activities. The forward pass uses the earliest start time of predecessor activities to calculate the earliest finish time of each activity. The backward pass uses the latest finish time to calculate the latest start time. Several examples are provided to demonstrate applying CPM calculations to activity networks. Key outputs include identifying the critical path and activities that dictate the minimum project duration.
- The document discusses network scheduling techniques for project management, focusing on the Critical Path Method (CPM).
- CPM uses arrow diagrams to graphically display the planned sequence and dependencies of a project's activities in order to determine the critical path for efficient resource use and project completion.
- The Activity-on-Arrow (AOA) drawing scheme is presented as the original CPM network scheduling technique, with nodes representing start and finish points and arrows representing activities.
The document discusses various topics related to project management functions and motivation. It covers planning, organizing, directing, controlling, and motivation as key project management functions. It also discusses several motivation theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, and John Hunt's goal-based theory. Additionally, it covers leadership styles, teamwork, creativity, problem solving techniques, and decision making processes.
1. The document discusses reasons and methods to reduce project durations, including to earn incentive pay, avoid penalties, and fit contractual timelines. It then describes four common methods: using overtime, adding workers, better equipment, and subcontracting labor.
2. The optimal project duration balances minimizing total project costs, including direct costs from activities as well as indirect overhead costs. The network compression algorithm is used to iteratively shorten the critical path by accelerating individual activities until no further reduction is possible without increasing total costs.
3. An example construction project is provided to demonstrate calculating the least cost project duration using crash costs, indirect costs, and shortening cycles to optimize the project schedule.
1. Project Planning
Project Planning
Planning in General : SWOT analysis
S: Strengths
W: Weaknesses
O: Opportunities
T: Threats
Objectives should be: SMART
S: Specific
M: Measurable
A: Achievable
R: Realistic
T: Timely
24/09/2006 Emad Elbeltagi 2
1
2. Project Planning
Somebody Anybody
TASK
Everybody Nobody
24/09/2006 Emad Elbeltagi 3
Project Planning
Characteristics of a good plan
Based on clearly definite and practical objectives
Simple
Flexible
Easy to control
Provide proper standards
Exploit existing resources, etc.
24/09/2006 Emad Elbeltagi 4
2
3. Project Planning
Planning Inputs and Outputs
INPUTS OUTPUTS
Contract information Activities
Drawings Relationships among activities
Specifications Method statement
Available resources Responsibility
PLANNING Reporting levels
Bills of quantities
Project network diagram
Site reports
Activities duration
Organizational data
Activities cost
Construction methods
24/09/2006 Emad Elbeltagi 5
Project Planning
Planning Major steps
Determination of Project Activities (WHAT)
Establishment of Logic; Relationships and overlap (WHEN)
Presentation (Table, Network, Chart, …)
Estimate Activities’ Duration and Cost (HOW)
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3
4. Project Planning
Work Breakdown Structure (WBS)
The WBS is a hierarchical structure which is designed to
logically sub-divide all the work-elements of the project into
smaller elements.
House
Civil Plumping Electrical
Foundations Walls/ Pipin H/C Wiring Finishing
Roof g Water
24/09/2006 Emad Elbeltagi 7
Project Planning
Work Breakdown Structure (Why)
Prepare project plan
Identifying Activities
Scheduling
Identifying cost & schedule at various levels of
details
Time & cost control
Identifying individual or departmental responsibilities
24/09/2006 Emad Elbeltagi 8
4
5. Project Planning
WBS & Organizational Breakdown Structure (OBS)
WBS (Work elements)
Project
Area 1 Area 2 Area 3 ……
Beams Columns Slabs ……
Electrical
Formwork Reinforcement Concreting ……
Subcontr superinte
actor B ndent
Concrete
foreman
OBS
(Responsibility Project General Civil Control account
Formwork
& reporting) manager contractor superinte
ndent foreman
Rebar
Subcontr foreman
actor A Mechanic
al
superinte
ndent
24/09/2006 Emad Elbeltagi 9
Project Planning
WBS Coding
Each work package or activity in a WBS is given a
unique code that is used in project planning and
control Identifying Activities
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5
6. Project Planning
Project Activities
Project is divided into segments of work called activities
Activity: Time-consuming single work element
Guidelines for project breakdown: by: area of
responsibility, structural element, category of work, etc.
Level of details depends on: planning stage, size of the
project, complexity of the work, etc.
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Project Planning
Project Activities
Types of construction activities:
Production: taken directly from drawings and/or
specifications
Management (Approvals, site establishment, …etc).
Procurement (equipment delivery, material
procurement)
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7. Project Planning
Project Activities
Example (Double Span Bridge):
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Project Planning
Activities Relationships
The order in which project activities are to be performed
Which activity(ies) must be completed before an activity
can start
Which activity(ies) can not start until activity completion
Which activity(ies) have no logical relations
Logic constraints: Physical, and Resources
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8. Code Description Predecessors
10 Set-up site ---
14 Procure RFT ---
16 Procure P.C. Beams ---
20 Excavate left abutment 10
30 Excavate right abutment 10
40 Excavate central pier 10
50 Foundation left abutment 14, 20
60 Foundation right abutment 14, 30
70 Foundation central pier 14, 40
80 Construct left abutment 50
90 Construct right abutment 60
100 Construct central pier 70
110 Erect left P.C. Beams 16, 80, 100
120 Erect right P.C. Beams 16, 90, 100
140 Fill left embankment 80
150 Fill right embankment 90
155 Construct deck slab 110, 120
160 Left road base 140
170 Right road base 150
180 Road surface 155, 160, 170
190 Bridge railing 155
200 Clear site 180, 190
Project Planning
Type of Activities Relationships
Four Types:
Finish to Start (FS) Finish to Finish (FF)
Start to Start (SS) Start to Finish (SF)
FS FF
SS SF
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9. Project Planning
Overlaps
how much a particular activity must be completed
before a succeeding activity may start
Used for activities not using the same type of resources
With a value less than the duration of the preceding activity
+ve overlap (-ve lag) -ve overlap (+ve lag)
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Project Planning
Overlaps
Example
Consider the construction of the following sequential activities of
a bridge consists of 19 bays
Pile manufacturing with duration 2.5 wks/pier
Pile driving with duration 1.5 wks/pier
Pile cap with duration 2.0 wks/pier
Pier shaft with duration 2.5 wks/pier
Determine the appropriate overlap between activities
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10. Project Planning
Relationships Considering Resource Constraints
Predecessors Predecessors
Activity description (unconstrained (constrained
resources) resources)
A1 Excavate unit 1 - -
B1 Concreting unit 1 A1 A1
C1 Brickwork unit 1 B1 B1
A2 Excavate unit 2 - A1
B2 Concreting unit 2 A2 B1, A2
C2 Brickwork unit 2 B2 C1, B2
A3 Excavate unit 3 - A2
B3 Concreting unit 3 A3 B2, A3
C3 Brickwork unit 3 B3 C2, B3
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Project Planning
Project networks: AOA
Two Types:
Activity-On-Arrow; AOA (Arrow Networks).
Activity-On-Node; AON (Precedence Networks):
AOA
Activity represented as arrows with start and finish nodes called
Events
Activity A
i j
j>i
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11. Project Planning
Project networks: AOA
A B
5 10 15 B depends on A
A C
5 10 15 C depends on A and B
B
5
15
B B depends on A
5
A
10
C
15 C depends on A
5 15
A C B depends on A and B
D depends on A and B
B 10 D
5 15
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Project Planning
Project networks: AOA
Dummy activity
Activity with zero duration and no resources to adjust the network
A C A C
5 15 20 5 20 25
B D Dummy
25 B D
10 C depends on A and B 10 15 30
D depends on B only
A
A 5 15
5 15
B
Dummy
B
10
Incorrect representation Correct representation
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12. Project Planning
Project networks: AON
AOA
Activity represented as nodes
Activity number
10
A
Activity name
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Project Planning
Project networks: AON
10 20
B depends on A
A B
10 30 40 C depends on A and B
A C D
D depends on C
20
B
30
C
10 20 B depends on A
A B C depends on B
D depends on B
40
D
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13. Project Planning
Project networks: Example
Activity Predecessors
A -
B -
C A, B
D C
E C
F D
G D, E
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Project Planning
Project networks: Example (AOA)
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14. Project Planning
Project networks: Example (AON)
Calculate the Sequence step
Activity Predecessors Sequence step (SS)
Start - SS(Start)=1
A Start 2=SS(Start)+1
B Start 2=SS(Start)+1
C A, B 3=Highest of [SS(B), SS(A)]
D C 4=SS(C)+1
E C 4=SS(C)+1
F D 5=SS(D)+1
G D, E 5=Highest of [SS(D), SS(E)]
Finish F, G 6= Highest of [SS(F), SS(G)]
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Project Planning
Project networks: Example (AON)
Sequence step 1 2 3 4 5 6
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15. Project Planning
Activity Duration & Direct Cost
Planning time unit (hours, days, weeks, months)
Establish method statement (method of construction)
Specify number of resources, and hence output
Duration = Quantity of work / No. of Res. x Res. Output
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Project Planning
Activity Duration & Direct Cost
Productivity can be estimated:
From published data ()اﻟﻤﻮﺳﻮﻋﺔ اﻟﻬﻨﺪﺳﻴﺔ
Previous records of a company
Productivity data
Daily production Man-hours/ unit
Units/day Mhrs/unit
How many units can be done How long it takes form one
in one time unit labor to finish one unit
Applies to a given crew Applies to any crew formation
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16. Project Planning
Activity Duration & Direct Cost
Example
What is the duration to install 6000 square feet of walls shuttering if:
Crew of 2 carpenters is used, output of 200 square feet/day
Productivity is measured as 0.008 man-hour/square feet. Number
of carpenters =3, and number of working hours/day = 8 hours
a. Duration = 6000 / 200 = 3 days
b. Total man-hours needed = 6000 x 0.008 = 48 man-hours (if one man
used)
Duration = 48 / 8 = 6 days (if one man used)
Duration using 3 men = 6 / 3 = 2 days
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Project Planning
Activity Duration & Direct Cost
Example (balanced mix of resources)
A wall involves 660 m3 concrete, 50 tone of steel, and 790 m2 of formwork.
- A 6 man concrete crew can place 16 m3 of concrete/day.
- A steel-fixer and assistant can fix 0.5 ton of reinforcement/day.
- A carpenter and assistant can fix and remove 16 m2 of shuttering/day
- using one steel-fixer: duration = 50 / 0.5 = 100 days
- using one carpenter: duration = 790 / 16 = 49.4 days
- using one concreting crew: duration = 660 / 16 = 41.25 days.
2 steel-fixer crews, one carpenter crew, and cone concreting crew.
duration = 50 / 0.5 x 2 = 50 days
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17. Project Planning
Activity Duration & Direct Cost
Activity direct cost:
Duration, resources, and cost are interrelated elements
Direct cost comprises: labor, material, equipment, and/or
subcontractors
Unit cost = total cost / quantity
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