1) Management Functions and introduction of construction 2)project planning and scheduling
Construction scheduling techniques
3)Preparation and usage of bar charts
4)Preparation and usage of the Critical Path Method (CPM)
5)Preparation and usage of Precedence Diagramming Method (PDM)
6)Issues relating to determination of activity duration
7)Contractual provisions relating to project schedules
8)Resource leveling and constraining
9)Time cost tradeoff
10)Schedule monitoring and updating.
11)Communicating schedule
12) Project control and earned value Control
13) claims, Safety and Quality control
Project Planning, Scheduling and Preparation of Quality Assurance Control Doc...IRJET Journal
This document discusses project planning, scheduling, and quality assurance control documents for construction projects. It provides an overview of project management techniques for planning, scheduling, and controlling projects to be completed on time, scope, quality, and cost. It describes using Microsoft Project software to plan and schedule the construction activities of a multi-storied building project. It also discusses quality assurance and its role in auditing quality requirements and results from quality control measurements to ensure appropriate quality standards are met.
This document provides a minor project report on project monitoring and controlling using Microsoft Project. It includes an introduction discussing project management processes like initiation, planning, execution, monitoring and controlling. It also includes a literature review on the history of project management and critical studies. The objectives are to govern project operations, understand and control schedules and finances, communicate project information, and ensure projects are completed on schedule. The methodology discusses techniques like critical path method, project evaluation and review technique, and Gantt charts.
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
The document discusses the various stages and processes involved in project management. It begins by defining a project and its key characteristics. It then discusses the importance of project planning, scheduling, controlling, and closing. The document also outlines the 10 project management knowledge areas including integration, scope, time, cost, quality, human resources, communications, risk, procurement, and stakeholder management. For each area, it provides brief explanations of the core concepts and processes. Overall, the document provides a high-level overview of the fundamental components of project management.
Project Management and Control Techniquesssuser8e973a
This document provides an overview of key topics related to project management. It discusses the meaning and definitions of projects, including their objectives and characteristics. The different phases of the project life cycle are outlined, from concept stage through completion stage. Methods of project scheduling like PERT and CPM are mentioned. The importance of project identification, capital budgeting, generating project proposals, and project reports are covered. Factors in project analysis, evaluation and selection, financing, and implementation are also summarized.
The document discusses project management processes and software project planning. It describes the five basic phases of directing and controlling a project: conception and initiation, definition and planning, launch or execution, performance and control, and close. It also outlines the key responsibilities of a project manager, including planning, organizing, leading, and controlling. Finally, it details the various activities involved in software project planning such as scope definition, quality planning, time and resource estimation, risk identification, schedule development, and cost estimation.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
Project Planning, Scheduling and Preparation of Quality Assurance Control Doc...IRJET Journal
This document discusses project planning, scheduling, and quality assurance control documents for construction projects. It provides an overview of project management techniques for planning, scheduling, and controlling projects to be completed on time, scope, quality, and cost. It describes using Microsoft Project software to plan and schedule the construction activities of a multi-storied building project. It also discusses quality assurance and its role in auditing quality requirements and results from quality control measurements to ensure appropriate quality standards are met.
This document provides a minor project report on project monitoring and controlling using Microsoft Project. It includes an introduction discussing project management processes like initiation, planning, execution, monitoring and controlling. It also includes a literature review on the history of project management and critical studies. The objectives are to govern project operations, understand and control schedules and finances, communicate project information, and ensure projects are completed on schedule. The methodology discusses techniques like critical path method, project evaluation and review technique, and Gantt charts.
Project management involves planning, scheduling, controlling, and closing a project to meet specified goals of scope, time, and cost. It includes identifying requirements and stakeholders, creating a work breakdown structure and schedule, estimating costs, monitoring and controlling the project, and managing risks, quality, human resources, communications, procurement, and documents. The project management process groups are initiation, planning, execution, monitoring and controlling, and closing.
The document discusses the various stages and processes involved in project management. It begins by defining a project and its key characteristics. It then discusses the importance of project planning, scheduling, controlling, and closing. The document also outlines the 10 project management knowledge areas including integration, scope, time, cost, quality, human resources, communications, risk, procurement, and stakeholder management. For each area, it provides brief explanations of the core concepts and processes. Overall, the document provides a high-level overview of the fundamental components of project management.
Project Management and Control Techniquesssuser8e973a
This document provides an overview of key topics related to project management. It discusses the meaning and definitions of projects, including their objectives and characteristics. The different phases of the project life cycle are outlined, from concept stage through completion stage. Methods of project scheduling like PERT and CPM are mentioned. The importance of project identification, capital budgeting, generating project proposals, and project reports are covered. Factors in project analysis, evaluation and selection, financing, and implementation are also summarized.
The document discusses project management processes and software project planning. It describes the five basic phases of directing and controlling a project: conception and initiation, definition and planning, launch or execution, performance and control, and close. It also outlines the key responsibilities of a project manager, including planning, organizing, leading, and controlling. Finally, it details the various activities involved in software project planning such as scope definition, quality planning, time and resource estimation, risk identification, schedule development, and cost estimation.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
The document discusses various aspects of project management including:
1. It outlines the key stages of a project including planning and scheduling, controlling, and closing.
2. It describes several project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement management.
3. It provides examples of tools used in project management like the work breakdown structure (WBS), Gantt charts, and risk registers.
The document discusses various aspects of project management including:
1. It outlines the key stages of a project including planning and scheduling, controlling, and closing.
2. It describes several project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement management.
3. It provides examples of tools used in project management like the work breakdown structure (WBS), Gantt charts, and risk registers.
This document discusses various aspects of project management including:
1. It describes the different stages of a project including planning, scheduling, controlling, and closing.
2. It outlines several key project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement.
3. It provides an overview of the project management process including integration, scope, time, cost, quality, human resources, communications, risk, and procurement management.
The document discusses various aspects of project management. It begins by outlining the different stages of a project including planning and scheduling, data collection, status updates, and ensuring successful completion. It then defines what a project is, its key characteristics, and how project management applies knowledge and techniques to meet stakeholder needs and expectations. The document also discusses why companies and individuals use project management and what goes into a project management plan. It provides overviews of the project management process, process groups, knowledge areas, and integration management.
This document discusses project planning and scheduling for the construction of a residential building. It provides an overview of the project, which involves constructing a G+1 building of approximately 1100 square feet in Shahnoorwadi, India. It describes collecting project data, using the Primavera Project Planner software to develop a network diagram and schedule, and generating reports to analyze the critical path of the project. The objectives are to prepare a CPM chart for the building and gain experience using the Primavera scheduling tool.
The document discusses the key steps and concepts in project management. It outlines 7 steps: 1) project definition and scope, 2) technical design, 3) financing, 4) contracting, 5) implementation, 6) performance monitoring. It then discusses each step in more detail, focusing on defining a project, the project management life cycle including planning, executing, controlling, and closing out projects, and the importance of managing resources, time, costs, and scope. The overall purpose is to plan, coordinate, and ensure successful completion of projects on time, on budget and meeting quality standards.
This document provides an overview of project management concepts that will be covered in an operations management course. It discusses what constitutes a project and project management. The key aspects of project management include having a limited time frame, specific objectives, and metrics of time and cost. The document outlines the typical project life cycle phases of initiating, planning, executing, monitoring/controlling, and closing. It also discusses topics like work breakdown structure, network diagrams, scheduling techniques like Gantt charts, critical path method, and tools for project managers.
The document discusses various aspects of project management including the stages of a project, characteristics of a project, management techniques, and the project management plan. It describes the key stages as planning, scheduling, controlling, and closing. It also outlines several project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement management. Finally, it discusses tools used in project management like the work breakdown structure (WBS), Gantt charts, earned value analysis, and document management.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
1. Construction Methods and Project Management Introduction.pdfAikaterineSmith
The document discusses the key steps and roles in construction project management. It begins by outlining the typical project management steps of definition, scope, budgeting, planning, scheduling, tracking, and close out. It then defines a project in terms of its scope, budget, and schedule. Quality must also be balanced. The roles of owner, designer, and contractor are described. Finally, it lists several professional organizations related to construction project management.
This document provides an overview of project management concepts and techniques. It defines a project, outlines the typical project management life cycle of initiation, planning, execution, control, and closing, and describes key steps like defining scope, technical design, financing, contracting, and implementation. It also explains common project planning and scheduling tools like Gantt charts, the Critical Path Method (CPM), and Program Evaluation and Review Technique (PERT) that are used to monitor progress and costs against budgets.
1-7Projectmanagement-120312002842-Phpapp01Amy Roman
The document discusses the key steps and elements of project management: definition and scope, technical design, financing, contracting, implementation, and performance monitoring. It outlines the project management life cycle including need identification, initiation, planning, executing, controlling, and closing out. It provides details on each step, such as defining the project, developing a technical design, creating a project plan, executing the plan, monitoring performance, and closing out the project.
Project management is the process of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. It involves defining project activities, estimating durations and costs, developing a project schedule, allocating resources to tasks, tracking progress, and identifying variations from the plan. The key benefits of project management include improved coordination, optimized use of resources, on-time and within budget completion, and defined project deliverables.
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
Chapter 1-Project and Construction project.pptxteshome eshetu
This document outlines the course contents for an Advanced Construction Project Management MSc program. It covers key topics in construction project management including principles of project management and organizational structure, project planning, procurement and contractual management, the project management body of knowledge, project time management, health and safety, leadership, and professional ethics. Specific areas within the project management body of knowledge are explored such as project scope management, quality management, stakeholder management, and change/risk management. The course aims to provide students with comprehensive knowledge of construction project management practices.
This document provides an introduction to project management concepts. It outlines the course objectives which are to understand the role of project management and project managers in achieving project success. It also aims to comprehend project management concepts, tools, techniques and terminology according to PMI standards. The document discusses the need for project management, the project life cycle, and key roles like the project manager. It introduces core concepts like the triple constraints of time, cost and quality. Overall, the summary provides a high-level overview of fundamental project management principles covered in the introduction.
The document discusses key aspects of construction project management including definitions, roles of contractors, changing industry environment, project management functions, the project manager role, required disciplines and skills, planning tools like Gantt charts, PERT/CPM networks, and material procurement. Specifically, it defines project management, describes contractors and their roles, outlines factors impacting the construction industry, and explains functions and importance of project planning, scheduling, resource management, and control in successful project delivery.
Technical plan of work , project managementPratima Pandey
The document discusses technical project planning, time estimation, and scheduling. It describes how projects have clear beginnings and ends, and outlines the key stages of project management including identifying problems, literature reviews, data collection and analysis, and reporting. It emphasizes the importance of accurate time estimation for meeting deadlines and contracts. It also discusses techniques for time estimation including understanding outcomes, estimating hours, and planning for delays. Finally, it describes the six processes of scheduling projects and compares the Agile and Waterfall project management workflows.
This document provides an overview of project monitoring and evaluation (M&E). It defines what a project is and discusses project management and examples. It then covers key aspects of planning an M&E system, including developing an M&E framework, logical frameworks, and an M&E matrix. The document also describes the components and objectives of an effective M&E system and the steps involved in designing an M&E plan.
The document discusses operational excellence in project management. It defines a project and explains that projects follow a typical life cycle of slow initiation, quick critical path management, and slow closure. Project effort also follows a typical distribution of minimal effort at initiation and closure, with peak effort during critical path management. Finally, the document outlines the four phases of the project management life cycle: initiation, planning, execution and control, and closure.
The definitions by some of the leading management thinkers and practitioners are given below:
Management is the coordination of all resources through the process of planning, organizing, directing and controlling in order to attain stated objectives. —Henry L. Sisk.
(2) Management is the art of knowing what you want to do and then seeing that it is done in the best and cheapest way. —F.W. Taylor
(3) Management is the creation and maintenance of an internal environment in an enterprise where individuals, working in groups, can perform efficiently and effectively towards the attainment of group goals.—Harold Koontz and Cyril O’Donnell
The term management has been interpreted in several ways; some of which are given below:
Management as an Activity—As an activity management has been defined as the art of getting things done through the efforts of other people.
Management as a Process---The management process includes planning, organizing, staffing, directing and controlling functions.
Management as a Economic Resource-----Like land, labor and capital, Management is important factor of production.
Management as a Team---who have the responsibility of guiding and coordinating the efforts of other persons. These persons are called as managers who operate at different levels of authority (top, middle, operating).
Management as a Academic Discipline--- Management has emerged as a specialized branch of knowledge.
Project Scheduling Planning, Scheduling, and Control
Project Scheduling and Control Techniques
Gantt Chart
Critical Path Method (CPM)
Program Evaluation and Review Technique (PERT)
More Related Content
Similar to PART- 2: Engineering Project Management
The document discusses various aspects of project management including:
1. It outlines the key stages of a project including planning and scheduling, controlling, and closing.
2. It describes several project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement management.
3. It provides examples of tools used in project management like the work breakdown structure (WBS), Gantt charts, and risk registers.
The document discusses various aspects of project management including:
1. It outlines the key stages of a project including planning and scheduling, controlling, and closing.
2. It describes several project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement management.
3. It provides examples of tools used in project management like the work breakdown structure (WBS), Gantt charts, and risk registers.
This document discusses various aspects of project management including:
1. It describes the different stages of a project including planning, scheduling, controlling, and closing.
2. It outlines several key project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement.
3. It provides an overview of the project management process including integration, scope, time, cost, quality, human resources, communications, risk, and procurement management.
The document discusses various aspects of project management. It begins by outlining the different stages of a project including planning and scheduling, data collection, status updates, and ensuring successful completion. It then defines what a project is, its key characteristics, and how project management applies knowledge and techniques to meet stakeholder needs and expectations. The document also discusses why companies and individuals use project management and what goes into a project management plan. It provides overviews of the project management process, process groups, knowledge areas, and integration management.
This document discusses project planning and scheduling for the construction of a residential building. It provides an overview of the project, which involves constructing a G+1 building of approximately 1100 square feet in Shahnoorwadi, India. It describes collecting project data, using the Primavera Project Planner software to develop a network diagram and schedule, and generating reports to analyze the critical path of the project. The objectives are to prepare a CPM chart for the building and gain experience using the Primavera scheduling tool.
The document discusses the key steps and concepts in project management. It outlines 7 steps: 1) project definition and scope, 2) technical design, 3) financing, 4) contracting, 5) implementation, 6) performance monitoring. It then discusses each step in more detail, focusing on defining a project, the project management life cycle including planning, executing, controlling, and closing out projects, and the importance of managing resources, time, costs, and scope. The overall purpose is to plan, coordinate, and ensure successful completion of projects on time, on budget and meeting quality standards.
This document provides an overview of project management concepts that will be covered in an operations management course. It discusses what constitutes a project and project management. The key aspects of project management include having a limited time frame, specific objectives, and metrics of time and cost. The document outlines the typical project life cycle phases of initiating, planning, executing, monitoring/controlling, and closing. It also discusses topics like work breakdown structure, network diagrams, scheduling techniques like Gantt charts, critical path method, and tools for project managers.
The document discusses various aspects of project management including the stages of a project, characteristics of a project, management techniques, and the project management plan. It describes the key stages as planning, scheduling, controlling, and closing. It also outlines several project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement management. Finally, it discusses tools used in project management like the work breakdown structure (WBS), Gantt charts, earned value analysis, and document management.
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
1. Construction Methods and Project Management Introduction.pdfAikaterineSmith
The document discusses the key steps and roles in construction project management. It begins by outlining the typical project management steps of definition, scope, budgeting, planning, scheduling, tracking, and close out. It then defines a project in terms of its scope, budget, and schedule. Quality must also be balanced. The roles of owner, designer, and contractor are described. Finally, it lists several professional organizations related to construction project management.
This document provides an overview of project management concepts and techniques. It defines a project, outlines the typical project management life cycle of initiation, planning, execution, control, and closing, and describes key steps like defining scope, technical design, financing, contracting, and implementation. It also explains common project planning and scheduling tools like Gantt charts, the Critical Path Method (CPM), and Program Evaluation and Review Technique (PERT) that are used to monitor progress and costs against budgets.
1-7Projectmanagement-120312002842-Phpapp01Amy Roman
The document discusses the key steps and elements of project management: definition and scope, technical design, financing, contracting, implementation, and performance monitoring. It outlines the project management life cycle including need identification, initiation, planning, executing, controlling, and closing out. It provides details on each step, such as defining the project, developing a technical design, creating a project plan, executing the plan, monitoring performance, and closing out the project.
Project management is the process of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives. It involves defining project activities, estimating durations and costs, developing a project schedule, allocating resources to tasks, tracking progress, and identifying variations from the plan. The key benefits of project management include improved coordination, optimized use of resources, on-time and within budget completion, and defined project deliverables.
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
Chapter 1-Project and Construction project.pptxteshome eshetu
This document outlines the course contents for an Advanced Construction Project Management MSc program. It covers key topics in construction project management including principles of project management and organizational structure, project planning, procurement and contractual management, the project management body of knowledge, project time management, health and safety, leadership, and professional ethics. Specific areas within the project management body of knowledge are explored such as project scope management, quality management, stakeholder management, and change/risk management. The course aims to provide students with comprehensive knowledge of construction project management practices.
This document provides an introduction to project management concepts. It outlines the course objectives which are to understand the role of project management and project managers in achieving project success. It also aims to comprehend project management concepts, tools, techniques and terminology according to PMI standards. The document discusses the need for project management, the project life cycle, and key roles like the project manager. It introduces core concepts like the triple constraints of time, cost and quality. Overall, the summary provides a high-level overview of fundamental project management principles covered in the introduction.
The document discusses key aspects of construction project management including definitions, roles of contractors, changing industry environment, project management functions, the project manager role, required disciplines and skills, planning tools like Gantt charts, PERT/CPM networks, and material procurement. Specifically, it defines project management, describes contractors and their roles, outlines factors impacting the construction industry, and explains functions and importance of project planning, scheduling, resource management, and control in successful project delivery.
Technical plan of work , project managementPratima Pandey
The document discusses technical project planning, time estimation, and scheduling. It describes how projects have clear beginnings and ends, and outlines the key stages of project management including identifying problems, literature reviews, data collection and analysis, and reporting. It emphasizes the importance of accurate time estimation for meeting deadlines and contracts. It also discusses techniques for time estimation including understanding outcomes, estimating hours, and planning for delays. Finally, it describes the six processes of scheduling projects and compares the Agile and Waterfall project management workflows.
This document provides an overview of project monitoring and evaluation (M&E). It defines what a project is and discusses project management and examples. It then covers key aspects of planning an M&E system, including developing an M&E framework, logical frameworks, and an M&E matrix. The document also describes the components and objectives of an effective M&E system and the steps involved in designing an M&E plan.
The document discusses operational excellence in project management. It defines a project and explains that projects follow a typical life cycle of slow initiation, quick critical path management, and slow closure. Project effort also follows a typical distribution of minimal effort at initiation and closure, with peak effort during critical path management. Finally, the document outlines the four phases of the project management life cycle: initiation, planning, execution and control, and closure.
Similar to PART- 2: Engineering Project Management (20)
The definitions by some of the leading management thinkers and practitioners are given below:
Management is the coordination of all resources through the process of planning, organizing, directing and controlling in order to attain stated objectives. —Henry L. Sisk.
(2) Management is the art of knowing what you want to do and then seeing that it is done in the best and cheapest way. —F.W. Taylor
(3) Management is the creation and maintenance of an internal environment in an enterprise where individuals, working in groups, can perform efficiently and effectively towards the attainment of group goals.—Harold Koontz and Cyril O’Donnell
The term management has been interpreted in several ways; some of which are given below:
Management as an Activity—As an activity management has been defined as the art of getting things done through the efforts of other people.
Management as a Process---The management process includes planning, organizing, staffing, directing and controlling functions.
Management as a Economic Resource-----Like land, labor and capital, Management is important factor of production.
Management as a Team---who have the responsibility of guiding and coordinating the efforts of other persons. These persons are called as managers who operate at different levels of authority (top, middle, operating).
Management as a Academic Discipline--- Management has emerged as a specialized branch of knowledge.
Project Scheduling Planning, Scheduling, and Control
Project Scheduling and Control Techniques
Gantt Chart
Critical Path Method (CPM)
Program Evaluation and Review Technique (PERT)
Project – a [temporary] sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by specific time, within budget, and according to specification.
Project management – the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame.
Process management – the activity of documenting, managing, and continually improving the process of systems development.
Any project involves planning, scheduling and controlling a number of interrelated activities with use of limited resources, namely, men, machines, materials, money and time.
A project is a temporary endeavor undertaken to create a unique product or service.
It is
performed by people
constrained by limited resources
planned, executed and controlled
It is required that managers must have a dynamic planning and scheduling system to produce the best possible results and also to react immediately to the changing conditions and make necessary changes in the plan and schedule.
Projects differ in size, scope, cost and time, but all have the following characteristics:
solves a real and existing problem, has well-defined start and end points.
A life cycle involving a series of phases in between the beginning and end
A budget, Specific goals and conditions, Defined responsibilities
A set of activities which are sequential, unique and non-repetitive
Use of resources which may require coordinating
Unique: All projects are unique in themselves, no two projects are exactly similar.
Defined roles and relationships for participants in the project
Fixed set of objectives: A project has a set of objectives or a mission. Once the objectives are achieved the project is treated as completed.
Tenure: Project is never a continuous activity, it has to come to an end. Its life span is fixed.
Team work: : Project is a team work and it normally consists of diverse areas. It needs a team to accomplish various activities.
Chain drives are commonly used to transmit power in agricultural machinery. They consist of linked metal plates connected by pins in an endless loop. This allows for flexibility while enabling large tensile forces to be transmitted. Key advantages of chain drives are their ability to transmit power at slower speeds and their durability in operating in harsh environments. Proper lubrication and maintenance is required. Gears are another type of positive drive that transmit motion between two rotating shafts via toothed wheels. They can be used to increase or decrease speed depending on the relative sizes of the input and output gears. Standard gear types include spur gears, helical gears, bevel gears, and worm gears.
Discussion Map
Gears are toothed, cylindrical wheels used for transmitting motion and power from one rotating shaft to another.
Most gear drives cause a change in the speed of the output gear relative to the input gear.
Some of the most common types of gears are spur gears, helical gears, bevel gears, and worm/worm gear sets.
This document provides an overview of a seminar on machine elements and the design of power transmission devices in farm machinery. It discusses various machine elements like belts, chains, gears, clutches, and brakes that are used to transmit power from one rotating component to another. The document describes the kinematics and design considerations for belt drives, chain drives, and different types of gears. It also discusses lubrication methods for chains. The seminar aims to help understand the selection and design of common power transmission elements in agricultural machinery.
The main sources of power for agricultural machines, i.e., the diesel engine for self-propelled machines and the electrical motor for many stationary machines used on the farmstead.
Pull-type machines must receive propulsion and rotary power from the tractor.
Power is transmitted from the tractor to the machine by means of traction, power-take-off drives (PTO), and/or by fluid power.
Rotary power is also transmitted by means of belts and chains.
Topics related to rotary power transmission are presented here.
Global Adoption - In Precision Agriculture in Australia, Interest in Precision Agriculture (PA) has Increased Rapidly Within the Grain Growing Regions Over Recent Years (David et al., 2017). Many Farmers have Invested in Machinery Guidance Systems And Yield Monitors, But Few are using the Technology to Manage Spatial Variability Across Farming Zones.
In Argentina farmers in the province of Cordoba, Pampas and Bones Aires, often equip their combine harvesters with yield monitors (Bongiovanni and Lowenberg, 2015). Differential Global Positioning System (DGPS) is available from private companies for broadcasting information. In addition, Variable Rate Technologies are used for seeding and fertilizer application.
In Africa PA is being used in Kenya, Egypt, Zimbabwe, Sudan, Ethiopia, and South Africa. In South Africa, farmers have reported that the costs saved while using variable rate fertilizer and irrigation are the major factors in adopting precision agriculture (Jacobs et al., 2018).
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This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
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How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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1. Biniam Zewdie G/Kidan *
•Haramaya Institute of University
P.O.Box:138; Dire Dawa, Ethiopia
•Mobile: +251910408218/+25191582832
•E-mail: nzg2001nzg@gmail.com/zewdienico@gmail.com
3. 3
Your Expectations of Me
Be prepared
Be on time
Teach for full 50 minute period
Fair grading system
Front load the class work
Do not humiliate students
Practice golden rule
Provide real world examples
Make you think
4. 4
Topics
1) Management Functions and introduction of construction
project planning and scheduling
2) Construction scheduling techniques
3) Preparation and usage of bar charts
4)Preparation and usage of the Critical Path Method (CPM)
5)Preparation and usage of Precedence Diagramming Method
(PDM)
6)Issues relating to determination of activity duration
7)Contractual provisions relating to project schedules
8)Resource leveling and constraining
9)Time cost tradeoff
10)Schedule monitoring and updating.
11)Communicating schedule
12) Project control and earned value Control
13) claims, Safety and Quality control
ENGINEERING
MANAGEMENT
5. 5
Course Outline
Introduction and definitions Float Analysis
Importance of Scheduling The CPM Calculations
Networks, Bar Charts, and Brief introduction on:
Imposed Finish Date and Project Control and Earned
Value Analysis Resource Allocation /Leveling
other CPM Issues Time/Cost Trade-off
Precedence Networks
Updating Schedules
Time-Scaled Logic Diagrams
ENGINEERING MANAGEMENT
6. 6
In order to understand project management, one must
begin with the definition of a project. A project can be
considered to be any series of activities and tasks that :.
● Have a specific objective to be completed within certain
specifications
● Have defined start and end dates
● Have funding limits (if applicable)
● Consume human and nonhuman resources (i.e., money,
people, equipment)
● Are multifunctional (i.e., cut across several functional
lines)
What is the Project
ENGINEERING
MANAGEMENT
7. 7
OR
‘‘a temporary endeavor undertaken to create
a unique product, service, or result’’
ENGINEERING
MANAGEMENT
10. ENGINEERING
MANAGEMENT
10
Objectives of Water Resources Management
The goal of the water resources management is sustainable
water use.
In order to achieve the effective and sustainable water
resources management, items which shall be required for the
proper monitoring, evaluating and controlling works are
summarized as follows;
a) Water quantity
b) Water quality
c) Hydro-meteorological and hydro-geological network
d) Drought management
(Reservoir operation/ Water diversion)
e) Watershed management
(Drainage water regulation/Forest protection/Land
conservation)
f) Facilities maintenance
12. 12
Five Process group
Project initiation
● Selection of the best project
given resource limits
● Recognizing the benefits of
the project
● Preparation of the
documents to sanction the
project
● Assigning of the project manager
Project planning
● Definition of the work
requirements
● Definition of the quality and
quantity of work
● Definition of the resources needed
● Scheduling the activities
● Evaluation of the various risks
Project execution
● Negotiating for the project
team members
● Directing and managing the
work
● Working with the team
members to help them improve
Project monitoring and control
● Tracking progress
● Comparing actual outcome to
predicted outcome
● Analyzing variances and
impacts
● Making adjustments
Project closure
● Verifying that all of the work has
been accomplished
● Contractual closure of the contract
● Financial closure of the charge
numbers
● Administrative closure of the paper
work
ENGINEERING MANAGEMENT
20. 20
Successful project management can then be defined as
having achieved the project objectives:
● Within Time
● Within Cost
● At the desired performance/Technology level
● While utilizing the assigned resources effectively
and efficiently
● Accepted by the customer
ENGINEERING
MANAGEMENT
22. 22
What is Project Management
Project management is the planning, organizing, directing,
and controlling of company resources for a relatively
short-term objective that has been established to complete
specific goals and objectives.
ENGINEERING
MANAGEMENT
23. 23
The potential benefits from project
management are:
● Identification of functional responsibilities
● Minimizing the need for continuous reporting
● Identification of time limits for scheduling
● Identification of a methodology for
trade-off analysis.
● Measurement of accomplishment
against plans
ENGINEERING
MANAGEMENT
25. 25
The above definition requires further comment. Classical
management is usually considered to have five functions
or principles:
● Planning
● Organizing
● Staffing
● Controlling
● Directing
ENGINEERING
MANAGEMENT
26. 26
Planning
– Where the organization wants to be in the
future and how to get there.
Organizing
– Follows planning and reflects how the
organization tries to accomplish the plan.
– Involves the assignment of tasks, grouping of
tasks into departments, and allocation of resources.
ENGINEERING
MANAGEMENT
27. 27
Leading
– The use of influence to motivate employees to
achieve the organization's goals.
– Creating a shared culture and values,
communicating goals to employees throughout
the organization, and infusing employees to
perform at a high level.
Controlling
– Monitoring employees' activities, determining if
the organization is on target toward its goals, and
making corrections as necessary
ENGINEERING
MANAGEMENT
30. 30
Conceptual Skill—the ability to see the
organization as a whole and the relationship
between its parts.
Human Skill—The ability to work with and
through people.
Technical Skill—Mastery of specific
functions and specialized knowledge
Management Skills
ENGINEERING
MANAGEMENT
34. 34
Project management is designed to manage or control
company resources on a given activity, within time, within
cost, and within performance. Time, cost, and performance
are the constraints on the project.
Constraints of the project
ENGINEERING
MANAGEMENT
37. 37
Resources
We have stated that the project manager must control company
resources within time, cost, and performance. Most companies have
six resources:
● Money
● Manpower
● Equipment
● Facilities
● Materials
● Information/technology
ENGINEERING
MANAGEMENT
39. 39
Actually, the project manager does not control
any of these resources directly, except perhaps
money (i.e., the project budget).
Resources are controlled by the line managers .
The project manager is responsible for
coordinating and integrating activities across
multiple, functional lines. The integration
activities performed by the project manager
include:
ENGINEERING
MANAGEMENT
40. 40
● Integrating the activities necessary to develop a project plan
● Integrating the activities necessary to execute the plan
● Integrating the activities necessary to make changes to the plan
ENGINEERING
MANAGEMENT
41. Monitoring versus Evaluation
Monitoring
• Data collected on
program activities
• Ongoing, routine
• Focus on activities and
output, compared to
target
Are we doing the work
we planned?
Evaluation
• Data collected to answer
specific questions
• Periodic
• Focus on outcome,
impact
How effective were our
activities?
43. 43
Planning and Scheduling
Planning and scheduling are two terms that are
often thought of as synonymous
They are not!
Scheduling is just one part of the planning effort.
ENGINEERING
MANAGEMENT
44. 44
Project planning serves as a foundation for several
related functions such as cost estimating, scheduling,
and project control.
Project scheduling is the determination of the
timing and sequence of operations in the project
and their assembly to give the overall completion
time
ENGINEERING
MANAGEMENT
45. 45
Planning is the process of determining how a
project will be undertaken. It answers the
questions:
1. “What” is going to be done,
2. “how”,
3. “where”,
4. By “whom”, and
5. “when” (in general terms: start and finish).
Scheduling deals with “when” on a detailed
level… See Figure 1 .
ENGINEERING
MANAGEMENT
47. 47
The Plan
PMI defines project management plan as a ‘‘formal,
approved document that defines how the project is executed,
monitored and controlled”.
The plan can include elements that has to do with
scope, design and alternate designs, cost, time,
finance, land, procurement, operations, etc.
ENGINEERING
MANAGEMENT
48. 48
WHY SCHEDUALE PROJECTS ?
1- To calculate the project completion.
2- To calculate the start or end of a specific activity.
3-To expose and adjust conflict between trades or
subcontractor.
4- To predict and calculate the cash flow .
5-To evaluate the effect of changing orders ‘CH’ .
ENGINEERING MANAGEMENT
49. 49
6- To improve work efficiency.
7- To resolve delay claims , this is important in
critical path method ‘CPM’ discussed later..
8- To serve as an effective project control tool .
ENGINEERING
MANAGEMENT
50. 50
The Tripod of Good Scheduling System
1. The Human Factor : A proficient scheduler or
scheduling team.
2. The Technology : A good scheduling computer
system (software and hardware)
3. The Management : A dynamic, responsive, and
supportive management.
If anyone of the above three ‘‘legs’’ is missing, the system
will fail.
ENGINEERING
MANAGEMENT
51. 51
Scheduling and project management
Planning, scheduling, and project control are extremely
important components of project management.
project management includes other components :
• cost estimating and management,
• procurement,
• project/contract administration,
• quality management,
• and safety management.
These components are all interrelated in different ways.
ENGINEERING
MANAGEMENT
53. 53
DEFINITION AND INTRODUCTION
• A bar chart is ‘‘a graphic representation of project
activities, shown in a time-scaled bar line with no
links shown between activities’’
The bar may not indicate continuous work from
the start of the activity until its end.
or
Non continuous (dashed) bars are sometimes
used to distinguish between real work (solid line)
and inactive periods (gaps between solid lines)
ENGINEERING
MANAGEMENT
54. 54
• Before a bar chart can be constructed for a
project, the project must be broken into
smaller, usually homogeneous components,
each of which is called an activity, or a task.
Item Activity
M 10 Mobilization
Bars ( Month or Year )
ENGINEERING
MANAGEMENT
55. 55
ADVANTAGES OF BAR CHARTS
1- Time-scaled
2- Simple to prepare
3- Can be more effective and efficient if CPM based
- Still the most popular method
4- Bars can be dashed to indicate work stoppage.
5- Can be loaded with other information (budget,
man hours, resources, etc.)
ENGINEERING
MANAGEMENT
56. 56
Bar Charts Loaded with More Info.
Such as : budget, man hours and resources .
10 12 7 11 10 9 15
500$
220$
400$
850$
140$
500$
900$
ENGINEERING
MANAGEMENT
57. 57
DISADVANTAGES OF BAR CHARTS
1- Does not show logic
2- Not practical for projects with too many
activities
- As a remedy, we can use bar charts to show:
1. A small group of the activities (subset)
2. Summary schedules
ENGINEERING
MANAGEMENT
59. 59
DEFINITION AND INTRODUCTION
• A network is a logical and chronological graphic
representation of the activities (and events)
composing a project.
• Network diagrams are the preferred technique for
showing activity sequencing.
• Two main formats are the arrow and precedence
diagramming methods.
ENGINEERING
MANAGEMENT
60. 60
Two classic formats
AOA: Activity on Arrow
AON: Activity on Node
Each task labeled with
Identifier (usually a letter/code)
Duration (in std. unit like days)
There are other variations of labeling
There is 1 start & 1 end event
Time goes from left to right
ENGINEERING
MANAGEMENT
61. 61
Arrow Diagramming Method (ADM)
1. Also called activity-on-arrow (AOA) network
diagram or (I-J) method (because activities are
defined by the form node, I, and the to node, J)
2. Activities are represented by arrows.
3. Nodes or circles are the starting and ending
points of activities.
4. Can only show finish-to-start dependencies.
ENGINEERING
MANAGEMENT
62. 62
i j
(a) Basic Activity
Activity Name
Node (Event) i
j > i
Each activity should have a unique i – j value
Node (Event) j
Basic Logic Patterns for Arrow Diagrams
ENGINEERING
MANAGEMENT
64. 64
2
A
(d) A Merge
4
6
B 8
(e) A Burst
C
Activity C depends upon the completion of both Activities A & B
8
A
6
2
B
4
C
Activities B and C both depend upon the completion of Activity A
ENGINEERING
MANAGEMENT
65. 65
(f) A Cross
20
18
C
16 D
14
A
12
B
Activities C and D both depend upon the completion of Activities A and B
ENGINEERING
MANAGEMENT
66. 66
Example
Draw the arrow network for the project given next.
IPA
Activity
-
A
A
B
A
C
B
D
C,D
E
ENGINEERING
MANAGEMENT
68. 68
Dummy activity (fictitious)
* Used to maintain unique numbering of activities.
* Used to complete logic, duration of “0”
* The use of dummy to maintain unique numbering of
activities.
ENGINEERING
MANAGEMENT
69. 69
4 10
4 10
11
A
B
A
B
Divide node to correct
Dummy
(a) Incorrect Representation
(b) Correct Representation
ENGINEERING
MANAGEMENT
70. 70
Example
Draw the arrow network for the project given next.
IPA
Activity
-
A
A
B
A
C
B,C
D
ENGINEERING
MANAGEMENT
77. 77
Activity List with Dependencies:
Depends Upon
Description
Activity
-----
-----
A
A, B, C
A, B, C
B, C, J, M
B, C, D, E, K
D, E, F, G, L
-----
-----
-----
-----
Site Clearing
Removal of Trees
Excavation for Foundations
Site Grading
Excavation for Utility Trenches
Placing formwork & Reinforcement
Installing sewer lines
Pouring concrete
Obtain formwork & reinforcing steel
Obtain sewer lines
Obtain concrete
Steelworker availability
A
B
C
D
E
F
G
H
J
K
L
M
ENGINEERING
MANAGEMENT
78. 78
Depends Upon
Description
Activity
-----
-----
A
A, B, C
A, B, C
B, C, J, M
B, C, D, E, K
D, E, F, G, L
-----
-----
-----
-----
Site Clearing
Removal of Trees
Excavation for Foundations
Site Grading
Excavation for Utility Trenches
Placing formwork & Reinforcement
Installing sewer lines
Pouring concrete
Obtain formwork & reinforcing steel
Obtain sewer lines
Obtain concrete
Steelworker availability
A
B
C
D
E
F
G
H
J
K
L
M
Removing Redundant Relationships:
ENGINEERING
MANAGEMENT
80. 80
NODE NETWORKS MTHOD (AON)
a) Independent Activities
10
A
20
B
Activity number
Activity name
b) Dependent Activities
20
B
10
A
Link
Link
B depends on A
ENGINEERING
MANAGEMENT
81. 81
30
C
10
A
20
B
40
D
c) A Merge Relationship
C depends on A & B
D depends on C
d) A Burst Relationship
20
B
30
C
40
D
10
A
B depends on A
C depends on B
D depends on B
ENGINEERING
MANAGEMENT
82. 82
e) Start & Finish Dummy Activities
A
C
B
E
D
A
Start
Dummy
Finish
Dummy
C
B
E
D
ENGINEERING
MANAGEMENT
83. 83
83
Example
Draw the arrow network for the project given next.
IPA
Activity
-
A
A
B
A
C
B
D
C,D
E
ENGINEERING MANAGEMENT
89. 89
ENGINEERING MANAGEMENT
Lags and Leads
In some situations, an activity cannot start until a
certain time after the end of its Predecessor.
Lag is defined as a minimum waiting period
between the finish (or start) of an activity and the
start (or finish) of its successor.
Arrow networks cannot accommodate lags. The
only solution in such networks is to treat it as a real
activity with a real duration, no resources, and a $0
budget.
91. ENGINEERING MANAGEMENT
91
The term lead simply means a negative lag. It is
seldom used in construction. In simple language: A
positive time gap (lag) means ‘‘after’’ and a negative
time gap (lead) means ‘‘before.’’
99. ENGINEERING MANAGEMENT
99
Suppose you decide with your friend to go in
hunting trip.
You must do specific activity such that the trip well
be at the right way. The following activity must be
done.
Introduction
100. ENGINEERING MANAGEMENT
100
From chart you can see that the 3rd activity (preparing the
jeep) have the longest period of time any delay with this
activity leads to delay in the trip this activity is a “critical
activity”
Critical activity : An activity on the critical path any delay on
the start or finish of a critical activity will result in a delay in
the entire project
Critical path : The longest path in a network from start to
finish
101. ENGINEERING MANAGEMENT
101
Steps Required To Schedule a Project
The preparation of CPM includes the following four steps:
1- Determine the work activities:
The project must be divided into smaller activities
or tasks .
The activity shouldn’t be more than 14-20
days (long durations should be avoided)
Use WBS in scheduling by using an order of
letters and numbers
102. ENGINEERING MANAGEMENT
102
2- Determine activity duration:
Duration = Total Quantity / Crew Productivity
The productivity has many sources :
1. The company
2. The market
3. Special books
Note: The scheduler must be aware about the non-working days ,
such as holydays or rain days, etc……
103. ENGINEERING MANAGEMENT
103
3- Determine the logical relationships :
This step is a technical matter and obtained
from the project manager and technical team,
and logical relationships shouldn’t confused
with constraints
4- Draw the logic network and perform the CPM
calculations
104. ENGINEERING MANAGEMENT
104
5-Reiew and analyze the schedule:
1. review the logic
2. Make sure the activity has the correct predecessor
3. make sure there is no redundant activity
105. ENGINEERING MANAGEMENT
105
6- Implement the schedule:
Definition: take the schedule from paper to the execution.
7-Monitor and control the schedule:
Definition: comparing what we planed with what
actually done.
8-Revise the database and record feedback.
9-Resource allocation and leveling.
(will discuss in chapter 6)
106. ENGINEERING MANAGEMENT
106
Example
Draw the logic network and perform the CPM calculations for the
schedule shown next.
Duration
IPA
Activity
5
-
A
8
A
B
6
A
C
9
B
D
6
B,C
E
3
C
F
1
D,E,F
G
107. ENGINEERING MANAGEMENT
107
In mathematical terms, the ES for activity j is as follows :
ESj =max( EFi )
where (EFi) represents the EF for all preceding activities.
Likewise, the EF time for activity j is as follows :
EF j= ESj + Dur j
where Dur j is the duration of activity j
Forward pass: The process of navigating through a
network from start to end and calculating the completion date
for the project and the early dates for each activity
Forward pass calculations
109. ENGINEERING MANAGEMENT
109
In mathematical terms, the late finish LF for activity j is as follows :
(
LFj =min(LSk
where (LSk) represents the late start date for all succeeding
activities.
Likewise, the LS time for activity j (LS j) is as follows :
LS j= LFj - Dur j
where Dur j is the duration of activity
Backward pass: The process of navigating through a network
from end to start and calculating the late dates for each activity. The
late dates (along with the early dates) determine the critical activities,
the critical path, and the amount of float each activity has.
Backward pass calculations
111. ENGINEERING MANAGEMENT
111
Four Types Of Floats
There are several types of float. The simplest and most
important type of float is Total Float (TF)
Total float (TF): The maximum amount of time
an activity can be delayed from its early start
without delaying the entire project.
TF = LS – ES
or
TF = LF - EF
or
TF = LF - Dur - ES
112. ENGINEERING MANAGEMENT
112
Free Float: may be defined as the maximum
amount of time an activity can be delayed without
delaying the early start of the succeeding activities
FFi = min(ESi+1) - EFi
where min (ESi+1) means the least (i.e., earliest) of the early start
dates of succeeding activities
113. ENGINEERING MANAGEMENT
113
In the previous example we can find the free float and total float for
each activity as the following :
Activity C’s free float, FF = 11 - 11 = 0 days
And
Activity C’s total float, TF =16 - 11= 5 days …… and so on.
FF
TF
LF
LS
EF
ES
Duration
Activity
0
0
5
0
5
0
5
A
0
0
13
5
13
5
8
B
0
5
16
10
11
5
6
C
0
0
22
13
22
13
9
D
3
3
22
16
19
13
6
E
8
8
22
19
14
11
3
F
0
0
23
22
23
22
1
G
Critical activity
Note : We must always realize that FF ≤ TF
114. ENGINEERING MANAGEMENT
114
Interfering float: may be defined as the maximum
amount of time an activity can be delayed without
delaying the entire project but causing delay to the
succeeding activities.
TF = FF - Int. or Int. F = TF - FF
Independent float (Ind. F): we may define it as
the maximum amount of time an activity can be
delayed without delaying the early start of the
succeeding activities and without being affected
by the allowable delay of the preceding activities.
Ind. Fi = min(ESi+1) – max(LFi-1) – Duri
Note: make sure that Ind. F ≤ FF
116. ENGINEERING MANAGEMENT
116
Event Times in Arrow Networks
The early event time, TE, is the largest (latest) date
obtained to reach an event (going from start to finish).
The late event time, TL, is the smallest (earliest) date
obtained to reach an event (going from finish to start).
Examples
Perform the CPM calculations, including the event times, for the arrow
network shown below.
118. ENGINEERING MANAGEMENT
118
The preceding logic is similar to that of the forward and backward
passes: When you are going forward, pick the largest number.
When you are going backward, pick the smallest number.
i j
Act. Name
Dur.
TEi
TLi
TEj
TLj
CPM
119. ENGINEERING MANAGEMENT
119
10 30
40
20 60
C
E
B
50
D
F
70
A
G
H
10
5
7
8
9
4
5
8
d1
d2
10
10
7
0
0
15
10
10
19
19
24
27
27
27
(0,10)
(0,10)
(5,10)
(0,5)
(0,7)
(8,15)
(10,18)
(11,19)
(10,19)
(10,19)
(7,11)
(15,19)
(19,24)
(22,27)
(19,27)
(19,27)
120. ENGINEERING MANAGEMENT
120
Float Calculations From Event Times
Total Float
TFij = TLj - TEi - Tij
Example ( In the previous network )
TF40-50 = TL50 – TE40 – T40-50
= 19 – 7 – 4 = 8
124. ENGINEERING MANAGEMENT
124
Definitions
Activity, or task: A basic unit of work as part of the total project
that is easily measured and controlled. It is time- and resource
consuming.
Backward pass: The process of navigating through a network from
end to start and calculating the late dates for each activity. The late
dates (along with the early dates) determine the critical activities,
the critical path, and the amount of float each activity has.
Critical activity: An activity on the critical path. Any delay in the
start or finish of a critical activity will result in a delay in the entire
project.
Critical path: The longest path in a network, from start to finish,
including lags and constraints.
125. ENGINEERING MANAGEMENT
125
Early dates: The early start date and early finish date of an activity.
Early finish (EF): The earliest date on which an activity can finish within project
constraints.
Early start (ES): The earliest date on which an activity can start within project
constraints.
Event: A point in time marking a start or an end of an activity. In contrast to an
activity, an event does not consume time or resources.
Forward pass: The process of navigating through a network from start to end and
calculating the completion date for the project and the early dates for each activity.
Late dates: The late start date and late finish date of an activity.
Late finish (LF): The latest date on which an activity can finish without extending
the project duration.
Late start (LS): The latest date on which an activity can start without extending the
project duration.
127. ENGINEERING MANAGEMENT
127
The Four Types Relationships
Activities represented by nodes and links that
allow the use of four relationships:
1) Finish to Start – FS
2) Start to Finish – SF
3) Finish to Finish – FF
4) Start to Start – SS
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128
Finish to Start (FS) Relationship
. The traditional relationship between activities.
. Implies that the preceding activity must finish
before the succeeding activities can start.
. Example: the plaster must be finished before the
tile can start.
Plaster Tile
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Star to Finish (SF) Relationship
. Appear illogical or irrational.
. Typically used with delay time OR LAG.
. The following examples proofs that its logical.
steel
reinforcement
Erect
formwork
Order
concrete
SF
Pour
concrete
5
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130
Finish to Finish (FF) Relationship
• Both activities must finish at the same time.
• Can be used where activities can overlap to a
certain limit.
Erect
scaffolding
Remove
Old paint
sanding
painting inspect
Dismantle
scaffolding
FF/1
FF/2
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131
Start to Start (SS) Relationship
• This method is uncommon and non exists in
project construction .
Spread grout
Clean surface
Set tile
SS
Clean floor area
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132
Advantages of using Precedence Diagram
1. No dummy activities are required.
2. A single number can be assigned to identify each
activity.
3. Analytical solution is simpler.
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134
2) Backward calculations
For the last task
LF=EF , if no information deny that.
LS=LF-D
Calculate Total Float
TF = LS – ES OR LF – EF
TFi = Min (lag ij + TFj )
Determine the Critical Path
135. ENGINEERING MANAGEMENT
135
Example
135
Dur.
ES
EF FF TF LF
LS
A
1 1
2
0
0
2
1
B
9 2
11
0
0
11
2
D
5 11
16
0
0
16
11 4 16
20
0
0
20
16 1 20
21
0
0
21
20
F H
C
5 5
10
3
0
7
2
E
4 10
14
3
0
11
7 6 14
20
3
3
17
11
G
5
4 3
1) Forward pass calculations 4) Backward pass calculations
2) Calculate the Lag ( LAGAB = ESB – EFA)
0
0 0 0 0
0 0
3) Calculate the Free Float (FF) FF = min.( LAG)
5) Calculate total Float (TF = LS – ES OR LF – EF)
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136
136
Dur.
ES
EF FF TF LF
LS
A
1 1
2
0
0
2
1
B
9 2
11
0
0
11
2
D
5 11
16
0
0
16
11 4 16
20
0
0
20
16 1 20
21
0
0
21
20
F H
C
5 5
10
3
0
7
2
E
4 10
14
3
0
11
7 6 14
20
3
3
17
11
G
5
4 3
6) Determine the Critical Path
0
0 0 0 0
0 0
The critical path passes through the critical activities where TF = 0
140. 140
Schedule Updating and Project Control
The most important use of schedules is project control :
the scheduler compares actual performance with baseline
performance.
What is Project Control
Project control comprises the following continuous process
1. monitoring work progress .
2.comparing it with the baseline schedule and budget.
3.finding any deviations .
4.taking corrective actions.
ENGINEERING MANAGEMENT
141. 141
Schedule updating
Schedule updating is just one part of the project
control process.
Schedule updating must reflect
Actual work , and
involves change orders (CO) .
ENGINEERING MANAGEMENT
THIS SLIDE IS ANIMATED
Let’s begin by comparing monitoring and evaluation.
CLICK to display Monitoring.
Monitoring is the routine collection and analysis of program data, specifically on program activities. Data collection is ongoing (weekly, monthly, quarterly, semiannually, etc.).
CLICK to display question.
Monitoring compares results to the original targets to answer the question: Are we doing the work we planned? It can alert us to problems early because we continually review program data.
CLICK to display Evaluation.
Evaluation answers specific questions about our performance. It is in-depth analysis that tells us if we should continue or improve our activities.
CLICK to display question.
Evaluation is less frequent and answers the question: How effective were our activities? Sometimes monitoring leads us to an evaluation. We may see a trend in the routine data that we cannot explain. So we could design an evaluation to help us understand what is going on.