The document discusses techniques for compressing construction project schedules to meet deadlines. It describes 13 techniques for accelerating schedules, such as working overtime, improving productivity, adding resources, and fast-tracking projects. It also discusses direct costs like labor and materials versus indirect overhead costs. Compressing schedules can be expensive and may not guarantee on-time completion. Prioritizing schedule acceleration or cost control depends on the specific project objectives and flexibility.
The document discusses risk and opportunity management for projects. It provides definitions of key terms like risk, uncertainty, and risk tolerance. It also lists examples of risk sources throughout the project lifecycle, such as uncertainties in cost estimates during planning and design, potential claims or change orders during construction that could impact cost and schedule, and risks related to delays in materials or seasonal impacts on productivity. The document emphasizes that risk management is an ongoing process throughout the entire project.
The document discusses the six key processes for project time management: (1) define activities, (2) sequence activities, (3) estimate activity resources, (4) estimate activity durations, (5) develop schedule, and (6) control schedule. It provides details on the inputs, tools and techniques, and outputs for each process. The overall purpose is to plan and track the timely completion of a project through developing and managing a project schedule.
Evaluation of the factors influencing time and cost overruns in telecom tower...Alexander Decker
This document summarizes a study that evaluated factors influencing time and cost overruns in telecom tower construction projects in Ghana. The study found 15 major factors influencing time overruns and 14 major factors causing cost overruns. Telecom tower construction projects in Ghana from 1992 to 2011 experienced an average of 82% time overruns and 50% increased costs. The study used questionnaires administered to 67 professionals involved in telecom tower construction to identify these factors. It aims to contribute knowledge on project management, especially for Ghana's construction industry, and make recommendations to reduce delays in telecom tower projects.
This document provides an overview of project cost management. It covers definitions of key cost management terms, techniques for estimating costs such as analogous estimating, determining a project budget, and controlling costs over the lifetime of a project. The main techniques discussed are estimating costs, setting a cost performance baseline budget, monitoring project performance against the baseline through earned value management, and analyzing variances to manage project costs.
Managing the Construction Claims EffectivelySHAZEBALIKHAN1
The article aims to explain the types of construction claims and their respective root causes. In the end, the best practices to minimise the claim are explained. A case study on time and cost overrun will detail out what claims arises due to delay.
The document discusses risk and opportunity management for projects. It provides definitions of key terms like risk, uncertainty, and risk tolerance. It also lists examples of risk sources throughout the project lifecycle, such as uncertainties in cost estimates during planning and design, potential claims or change orders during construction that could impact cost and schedule, and risks related to delays in materials or seasonal impacts on productivity. The document emphasizes that risk management is an ongoing process throughout the entire project.
The document discusses the six key processes for project time management: (1) define activities, (2) sequence activities, (3) estimate activity resources, (4) estimate activity durations, (5) develop schedule, and (6) control schedule. It provides details on the inputs, tools and techniques, and outputs for each process. The overall purpose is to plan and track the timely completion of a project through developing and managing a project schedule.
Evaluation of the factors influencing time and cost overruns in telecom tower...Alexander Decker
This document summarizes a study that evaluated factors influencing time and cost overruns in telecom tower construction projects in Ghana. The study found 15 major factors influencing time overruns and 14 major factors causing cost overruns. Telecom tower construction projects in Ghana from 1992 to 2011 experienced an average of 82% time overruns and 50% increased costs. The study used questionnaires administered to 67 professionals involved in telecom tower construction to identify these factors. It aims to contribute knowledge on project management, especially for Ghana's construction industry, and make recommendations to reduce delays in telecom tower projects.
This document provides an overview of project cost management. It covers definitions of key cost management terms, techniques for estimating costs such as analogous estimating, determining a project budget, and controlling costs over the lifetime of a project. The main techniques discussed are estimating costs, setting a cost performance baseline budget, monitoring project performance against the baseline through earned value management, and analyzing variances to manage project costs.
Managing the Construction Claims EffectivelySHAZEBALIKHAN1
The article aims to explain the types of construction claims and their respective root causes. In the end, the best practices to minimise the claim are explained. A case study on time and cost overrun will detail out what claims arises due to delay.
A case study of Delay Analysis of construction project: Al Kut Olympic Stadiu...Gaurav Verma
This document summarizes a case study on delay analysis for the construction of the Al Kut Olympic Stadium project in Iraq. The study identified major causes of delay including changes to the foundation design and lack of drainage infrastructure. It analyzed project schedules and resources using Microsoft Project software. The results showed additional time delays of 265 days and cost overruns. Problems included design changes, lack of coordination between project parties, and canceled activities. The summary concludes effective planning and maintaining consistent project teams can help minimize delays on similar projects.
This document discusses risk analysis and management for Engineering, Procurement, and Construction (EPC) projects. It defines risk and project risk, and describes the importance of risk management. It outlines various risks involved in EPC projects related to owners, contractors, government, climatic conditions, social factors, and shareholders. It then discusses techniques for risk analysis including using historical data, expert judgement, Delphi estimates, decomposition, activity sequencing, procurement planning, and project management. The key is to identify, assess, and control risks in order to prevent or decrease gaps between estimated and actual project costs, timelines, and quality.
Quantify Construction Damages related to Delay, disruption, and inefficienciesMichael Pink
Learn how to quantify damages related to delay, disruption and inefficiencies on Construction projects. Convert your delays and impacts into cost claims with this proven process.
This document discusses various approaches to analyzing delays in construction projects, including As-Planned vs As-Built, Impacted As-Planned, Collapsed As-Built, and Time Impact Analysis using snapshot and window approaches. It defines key delay analysis terms and provides examples of inserting delays into schedules and calculating extension of time and costs using different methods. The preferred approach discussed is window-based Time Impact Analysis, which divides a project into time windows and compares schedules to determine delay impacts at different points in time. Concurrent delays that cannot be separated are generally only entitled to extension of time but not additional costs.
Project Controls Expo 18th Nov 2014 - "PACING DELAY The Practical Effect on C...Project Controls Expo
This paper is focused on pacing delay, a controversial delay issue in the construction industry. Currently there is little literature on pacing delay and case law is a bit sparse. Thus, owners and contractors often find themselves at odds with one another over the practical effect of pacing delay in a delay claim situation. This paper defines the term; identifies what constitutes pacing delay; and sets forth the contractor’s legal right to pace an owner caused delay and addresses the practical impact of a pacing delay, both to the project as well as to a delay claim. This paper is intended to assist in a better understanding of pacing delay and how the issue may be dealt with by both owners and contractors.
The document discusses various types of construction claims including delay claims, labor productivity claims, defects claims, force majeure claims, acceleration claims, suspension and termination claims, and differing site conditions claims. It also discusses various methods for analyzing schedule delays such as windows analysis, time impact analysis, collapsed as-built, impacted as-planned, and as-planned vs. as-built analysis.
Advanced Training for Construction Management: CONTRACTS MANAGEMENT part1Antonio Coladarce
PART 1 is dedicated to an overview of CONTRACTS MANAGEMENT (active and passive contracts, i.e. those with final customers and with subcontractors, respectively).
Presentation is prepared for an advanced course dedicated to Construction Management, refer to PART 2 also
IRJET- Delay in Construction its Causes and Mitigation: A ReviewIRJET Journal
This document discusses causes of delays in construction projects and methods to mitigate them. It identifies several common causes of delay including changes by owners, payment delays, design errors, poor planning, and communication issues. Delays are classified as critical/non-critical, excusable/non-excusable, and compensable/non-compensable. The document also provides a table outlining specific mitigation plans for various delay causes related to the project management, financing, and construction. Overall, the document provides an overview of delays in construction and strategies to minimize them through improved coordination, planning, communication and dispute resolution.
The document provides an overview of extension of time claims, including definitions, triggers, contractual completion dates, key components, schedule integrity, documentation requirements, responsibility assignment, analysis techniques, and presentation best practices. An extension of time is a reimbursement of time granted to a contract party to compensate for delays outside their control. Triggers include delays impacting the critical path. Strong documentation and schedule integrity are essential, as is assigning responsibility according to the contract. Various analysis techniques can be used depending on the complexity, including as-planned vs as-built comparisons, windows analysis, and impacted as-planned schedules. Presentation should include documentation, graphical schedule representations, and a concise written explanation.
Balancing burdens of proof in dispute avoidance and resolution by "Ari Isaacs...Project Controls Expo
This document discusses balancing burdens of proof in construction projects. It defines key terms like burden of proof and balance. Maintaining balance is challenging due to complex environments with multiple stakeholders and uncertainties. Contracts aim to balance costs, claimed rights, unclaimed rights, and margins. Disruptions off the critical path are broadly unaccounted for and represent risks. To control more activities, owners should engage contractors, implement robust program controls, maintain design documentation, and work collaboratively. Digging deep into designs and proactively engaging stakeholders helps maintain balance during projects.
These five types of construction contracts are widely used across the world. Get to about the lump-sum contract, unit-rate contract, cost-plus contract, time & material contract, and target cost contract. All the contract types are explained with their respective example, pros and cons.
Determination of compensation due to a grant of EOT under FIDIC Conditions creates certain issues and the Society of Construction Law has set up a Protocol to overcome most of these issues with a well laid out procedure.
The document discusses engineering management in the EPC (engineering, procurement, and construction) industry. It outlines the typical project phases and risks involved in EPC contracts. It also identifies common challenges such as scope changes, commodity price volatility, and ensuring vendor and subcontractor quality. The presentation emphasizes the importance of effective engineering management throughout the project lifecycle from bidding through construction and commissioning. Key focus areas include integrated planning, competency of resources, communication, and change management. Success relies on collaboration, responsiveness, contingency planning, and working as a cohesive team.
Construction management provides owners with an experienced partner to oversee building projects for better safety, quality, costs and timing. Ryan Construction believes in open communication between all project parties and active participation throughout to reduce costs through value engineering while maintaining design quality. They utilize advanced software to track project documents, commitments and costs. Selecting qualified subcontractors is also important for on-time completion, and Ryan maintains a database of vetted subcontractors. Ryan will manage all project phases from budgeting to completion to exceed expectations.
The risk plan outlines defines how risk management will be conducted for the project. It ensures that the degree, type and visibility of risk management are appropriate for the risks and importance of the project. The risk plan outlines a full list of potential risks for the project, templates and documents for risk management, methods for assessing the probability and impact of risks, prioritization of risks, preventative and mitigative actions for risks, and how risk management will be conducted throughout project stages.
The document discusses scope creep, providing cases and preventative actions. It defines scope and scope creep, noting that scope creep is a common issue on many projects that can lead to going over budget and missing deadlines. The document then provides tips for controlling scope creep such as thoroughly understanding requirements, having a well-defined WBS, using change control forms, and expect some scope creep to occur. It encourages sharing lessons learned from experience to help improve projects and careers.
COVERTITLE PAGE Table of ContentsI. Integrated ProjecCruzIbarra161
COVER/TITLE PAGE
Table of Contents
I. Integrated Project 1: Developing Your Project Plan
20 points
a. Background ( who, what, when and How) of your company
4
b. Current Process (what do they do overall and how)
4
c. Overview of the Project
i. Objectives
1a. provide construction blueprint to customer.
1b. decrease delivery time on all raw materials from 10 days
1c. reduce amount of rework from inspections.
1d. Decrease cost overruns
4
ii. General Approach (Technical and managerial)
4
iii. Constraints (what could prevent the project from been completed: time, money, government tags etc)
4
II. Integrated Project 2: Developing the Work Breakdown Structure
50 points
a. Work Breakdown Outline (do not include the scheduling views)
30
b. Responsibility Matrix (explanation necessary!) & Personnel
20
III. Integrated Project 3: Project Risk Assessment
50 points
a. Risk Analysis*
20
b. Risk Matrices (available @ www.mhhe.com/graylarson4e)
30
*: All values selected must be explained; risks should be cited to sources if possible—Internet sites acceptable for this research)
IV. Integrated Project
100 points
a. Project Schedule (shows beginning and end dates)
30
b. Activity Precedence Diagram (Gantt)
20
c. Activity Duration Table
10
d. Milestones (you determine w/explanation)
15
e. Discussion of Critical Path w/ Visual Supporting Documentation (Network and/or tracking Gantt)
25
V. Integrated Project
45 points
a. Resource Allocation
20
b. Resolved Resource Conflicts*
25
*: explanation required
VI Integrated Project: Developing the Cost Estimates & Budget
20 points
a. Budget Analysis
15
b. Time-Phased Budget
c. Earned value Analysis
5
VII Conclusion (states what you have determined; remember that goal of any project is on-time and within budget; you might want to go back to Section I to see whether your constraints were met or exceeded
15 points
WORK BREAKDOWN STRUCTURE (WBS)
PART 1
Company Background
Tell the story (who, what, when, where, how) of the company or organization for which this project is being done.
· Who founded this company? Who are its leaders?
· What does this company make or do? What is its target market? What is its financial performance?
· When was the company founded? Where was/is it located?
· How does the company operate? How effective is the company in its industry? How are its competitors placed in the market?
If using a company website, be sure to cite the source!
Current Process
What is the current process or existing scenario for accomplishing the company’s goals? In other words, how does the company conduct business? If, for example, it is a construction business building new homes, what would be the process that encompasses the company’s procedure from advertising through getting customers, doing the project and closing out the project deliverable. This current process might be something like:
1) Receive customer specifications
2) Design preliminary floor plan and elevation
3) Send preliminary documen ...
The Impact of Project Management Practices on Project SuccessIRJET Journal
1) The document discusses the relationship between project management practices and project success. It analyzes data from project practitioners in 10 countries.
2) The majority of successful projects incorporate but do not fully exploit modern project management tools and techniques. The impact of these tools on success depends on practitioner training, timely implementation, and level of implementation.
3) While project management can positively impact success, human factors are also critical. Project success results from both effective project management and an successful final product.
A case study of Delay Analysis of construction project: Al Kut Olympic Stadiu...Gaurav Verma
This document summarizes a case study on delay analysis for the construction of the Al Kut Olympic Stadium project in Iraq. The study identified major causes of delay including changes to the foundation design and lack of drainage infrastructure. It analyzed project schedules and resources using Microsoft Project software. The results showed additional time delays of 265 days and cost overruns. Problems included design changes, lack of coordination between project parties, and canceled activities. The summary concludes effective planning and maintaining consistent project teams can help minimize delays on similar projects.
This document discusses risk analysis and management for Engineering, Procurement, and Construction (EPC) projects. It defines risk and project risk, and describes the importance of risk management. It outlines various risks involved in EPC projects related to owners, contractors, government, climatic conditions, social factors, and shareholders. It then discusses techniques for risk analysis including using historical data, expert judgement, Delphi estimates, decomposition, activity sequencing, procurement planning, and project management. The key is to identify, assess, and control risks in order to prevent or decrease gaps between estimated and actual project costs, timelines, and quality.
Quantify Construction Damages related to Delay, disruption, and inefficienciesMichael Pink
Learn how to quantify damages related to delay, disruption and inefficiencies on Construction projects. Convert your delays and impacts into cost claims with this proven process.
This document discusses various approaches to analyzing delays in construction projects, including As-Planned vs As-Built, Impacted As-Planned, Collapsed As-Built, and Time Impact Analysis using snapshot and window approaches. It defines key delay analysis terms and provides examples of inserting delays into schedules and calculating extension of time and costs using different methods. The preferred approach discussed is window-based Time Impact Analysis, which divides a project into time windows and compares schedules to determine delay impacts at different points in time. Concurrent delays that cannot be separated are generally only entitled to extension of time but not additional costs.
Project Controls Expo 18th Nov 2014 - "PACING DELAY The Practical Effect on C...Project Controls Expo
This paper is focused on pacing delay, a controversial delay issue in the construction industry. Currently there is little literature on pacing delay and case law is a bit sparse. Thus, owners and contractors often find themselves at odds with one another over the practical effect of pacing delay in a delay claim situation. This paper defines the term; identifies what constitutes pacing delay; and sets forth the contractor’s legal right to pace an owner caused delay and addresses the practical impact of a pacing delay, both to the project as well as to a delay claim. This paper is intended to assist in a better understanding of pacing delay and how the issue may be dealt with by both owners and contractors.
The document discusses various types of construction claims including delay claims, labor productivity claims, defects claims, force majeure claims, acceleration claims, suspension and termination claims, and differing site conditions claims. It also discusses various methods for analyzing schedule delays such as windows analysis, time impact analysis, collapsed as-built, impacted as-planned, and as-planned vs. as-built analysis.
Advanced Training for Construction Management: CONTRACTS MANAGEMENT part1Antonio Coladarce
PART 1 is dedicated to an overview of CONTRACTS MANAGEMENT (active and passive contracts, i.e. those with final customers and with subcontractors, respectively).
Presentation is prepared for an advanced course dedicated to Construction Management, refer to PART 2 also
IRJET- Delay in Construction its Causes and Mitigation: A ReviewIRJET Journal
This document discusses causes of delays in construction projects and methods to mitigate them. It identifies several common causes of delay including changes by owners, payment delays, design errors, poor planning, and communication issues. Delays are classified as critical/non-critical, excusable/non-excusable, and compensable/non-compensable. The document also provides a table outlining specific mitigation plans for various delay causes related to the project management, financing, and construction. Overall, the document provides an overview of delays in construction and strategies to minimize them through improved coordination, planning, communication and dispute resolution.
The document provides an overview of extension of time claims, including definitions, triggers, contractual completion dates, key components, schedule integrity, documentation requirements, responsibility assignment, analysis techniques, and presentation best practices. An extension of time is a reimbursement of time granted to a contract party to compensate for delays outside their control. Triggers include delays impacting the critical path. Strong documentation and schedule integrity are essential, as is assigning responsibility according to the contract. Various analysis techniques can be used depending on the complexity, including as-planned vs as-built comparisons, windows analysis, and impacted as-planned schedules. Presentation should include documentation, graphical schedule representations, and a concise written explanation.
Balancing burdens of proof in dispute avoidance and resolution by "Ari Isaacs...Project Controls Expo
This document discusses balancing burdens of proof in construction projects. It defines key terms like burden of proof and balance. Maintaining balance is challenging due to complex environments with multiple stakeholders and uncertainties. Contracts aim to balance costs, claimed rights, unclaimed rights, and margins. Disruptions off the critical path are broadly unaccounted for and represent risks. To control more activities, owners should engage contractors, implement robust program controls, maintain design documentation, and work collaboratively. Digging deep into designs and proactively engaging stakeholders helps maintain balance during projects.
These five types of construction contracts are widely used across the world. Get to about the lump-sum contract, unit-rate contract, cost-plus contract, time & material contract, and target cost contract. All the contract types are explained with their respective example, pros and cons.
Determination of compensation due to a grant of EOT under FIDIC Conditions creates certain issues and the Society of Construction Law has set up a Protocol to overcome most of these issues with a well laid out procedure.
The document discusses engineering management in the EPC (engineering, procurement, and construction) industry. It outlines the typical project phases and risks involved in EPC contracts. It also identifies common challenges such as scope changes, commodity price volatility, and ensuring vendor and subcontractor quality. The presentation emphasizes the importance of effective engineering management throughout the project lifecycle from bidding through construction and commissioning. Key focus areas include integrated planning, competency of resources, communication, and change management. Success relies on collaboration, responsiveness, contingency planning, and working as a cohesive team.
Construction management provides owners with an experienced partner to oversee building projects for better safety, quality, costs and timing. Ryan Construction believes in open communication between all project parties and active participation throughout to reduce costs through value engineering while maintaining design quality. They utilize advanced software to track project documents, commitments and costs. Selecting qualified subcontractors is also important for on-time completion, and Ryan maintains a database of vetted subcontractors. Ryan will manage all project phases from budgeting to completion to exceed expectations.
The risk plan outlines defines how risk management will be conducted for the project. It ensures that the degree, type and visibility of risk management are appropriate for the risks and importance of the project. The risk plan outlines a full list of potential risks for the project, templates and documents for risk management, methods for assessing the probability and impact of risks, prioritization of risks, preventative and mitigative actions for risks, and how risk management will be conducted throughout project stages.
The document discusses scope creep, providing cases and preventative actions. It defines scope and scope creep, noting that scope creep is a common issue on many projects that can lead to going over budget and missing deadlines. The document then provides tips for controlling scope creep such as thoroughly understanding requirements, having a well-defined WBS, using change control forms, and expect some scope creep to occur. It encourages sharing lessons learned from experience to help improve projects and careers.
COVERTITLE PAGE Table of ContentsI. Integrated ProjecCruzIbarra161
COVER/TITLE PAGE
Table of Contents
I. Integrated Project 1: Developing Your Project Plan
20 points
a. Background ( who, what, when and How) of your company
4
b. Current Process (what do they do overall and how)
4
c. Overview of the Project
i. Objectives
1a. provide construction blueprint to customer.
1b. decrease delivery time on all raw materials from 10 days
1c. reduce amount of rework from inspections.
1d. Decrease cost overruns
4
ii. General Approach (Technical and managerial)
4
iii. Constraints (what could prevent the project from been completed: time, money, government tags etc)
4
II. Integrated Project 2: Developing the Work Breakdown Structure
50 points
a. Work Breakdown Outline (do not include the scheduling views)
30
b. Responsibility Matrix (explanation necessary!) & Personnel
20
III. Integrated Project 3: Project Risk Assessment
50 points
a. Risk Analysis*
20
b. Risk Matrices (available @ www.mhhe.com/graylarson4e)
30
*: All values selected must be explained; risks should be cited to sources if possible—Internet sites acceptable for this research)
IV. Integrated Project
100 points
a. Project Schedule (shows beginning and end dates)
30
b. Activity Precedence Diagram (Gantt)
20
c. Activity Duration Table
10
d. Milestones (you determine w/explanation)
15
e. Discussion of Critical Path w/ Visual Supporting Documentation (Network and/or tracking Gantt)
25
V. Integrated Project
45 points
a. Resource Allocation
20
b. Resolved Resource Conflicts*
25
*: explanation required
VI Integrated Project: Developing the Cost Estimates & Budget
20 points
a. Budget Analysis
15
b. Time-Phased Budget
c. Earned value Analysis
5
VII Conclusion (states what you have determined; remember that goal of any project is on-time and within budget; you might want to go back to Section I to see whether your constraints were met or exceeded
15 points
WORK BREAKDOWN STRUCTURE (WBS)
PART 1
Company Background
Tell the story (who, what, when, where, how) of the company or organization for which this project is being done.
· Who founded this company? Who are its leaders?
· What does this company make or do? What is its target market? What is its financial performance?
· When was the company founded? Where was/is it located?
· How does the company operate? How effective is the company in its industry? How are its competitors placed in the market?
If using a company website, be sure to cite the source!
Current Process
What is the current process or existing scenario for accomplishing the company’s goals? In other words, how does the company conduct business? If, for example, it is a construction business building new homes, what would be the process that encompasses the company’s procedure from advertising through getting customers, doing the project and closing out the project deliverable. This current process might be something like:
1) Receive customer specifications
2) Design preliminary floor plan and elevation
3) Send preliminary documen ...
The Impact of Project Management Practices on Project SuccessIRJET Journal
1) The document discusses the relationship between project management practices and project success. It analyzes data from project practitioners in 10 countries.
2) The majority of successful projects incorporate but do not fully exploit modern project management tools and techniques. The impact of these tools on success depends on practitioner training, timely implementation, and level of implementation.
3) While project management can positively impact success, human factors are also critical. Project success results from both effective project management and an successful final product.
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.
A study on the analysis and evaluation of delays in private construction Proj...IRJET Journal
The document summarizes a study on the analysis and evaluation of delays in private construction projects in Kerala, India. It identifies the objectives as determining the root causes of delays, their effects, and recommendations to minimize delays. A literature review found the top causes to be poor site management, lack of skilled labor, unrealistic planning, worker absences, design changes, accidents, subcontractor delays, and lack of materials. A questionnaire survey of owners, designers, and contractors in Kerala identified the top 15 causes of delays as issues with payments, design document approval, change orders, rework errors, resource management, design data collection, misunderstanding of requirements, unskilled labor, motivation, material shortages, and damaged materials. The
The document discusses key aspects of project management including:
- Defining a project and its attributes such as having a unique purpose, being temporary, requiring resources, and involving uncertainty.
- Explaining the triple constraints of project management as scope, time, and cost goals and how project managers must balance these competing constraints.
- Describing the project management framework which includes stakeholders, knowledge areas like scope, time and cost management, and tools such as Gantt charts that assist project teams.
The document contains questions and answers related to project management for energy managers and energy auditors. It covers key concepts in project management including project financing, contracting, technical design, implementation, monitoring and evaluation. Common project management techniques like critical path method (CPM), Programme Evaluation and Review Technique (PERT) and Gantt charts are discussed. Contract types for energy efficiency projects including traditional contracts, guaranteed savings performance contracts and shared savings performance contracts are also explained.
Mitigation Of Risks In Using Parallel SchedulesChris Carson
Some Contractors like to operate with dual schedules, a production schedule for managing the subcontractors, and a contract schedule to present to the owner. There are a number of risks in this approach, and this presentation addresses those risks.
The document discusses guidelines for using dual parallel project schedules, which is not generally recommended. It identifies risks such as contractual issues, difficulty proving delays, and schedule management complications. The key recommendations are to:
1) Only have one schedule for management and delay analysis.
2) If dual schedules are necessary, develop them using the same activity list and hard logic, with the production schedule using optimistic durations and the contract schedule using most likely durations.
3) Manage risks through transparent schedule documentation and risk management processes applied to the contract schedule.
Trade-off Analysis in a Project EnvironmentWhen we try .docxturveycharlyn
Trade-off Analysis in a
Project Environment
“When we try to pick out anything by itself,
we find it hitched to everything else in the
universe.”—MUIR’S LAW
715
Related Case Studies Related Workbook Exercises (from PMBOK® Guide, 4th
(from Kerzner/Project Kerzner/Project Management Edition, Reference
Management Case Studies, Workbook and PMP®/CAPM® Exam Section for the PMP®
3rd Edition) Study Guide, 10th Edition) Certification Exam
None • Multiple Choice Exam • Integration
• Management
• Procurement
• Management
• Scope
• Management
16.0 INTRODUCTION
Successful project management is both an art and a science and attempts
to control corporate resources within the constraints of time, cost, and
performance. Most projects are unique, one-of-kind activities for which
there may not have been reasonable standards for forward planning. As a result, the project manager may
find it extremely difficult to stay within the time–cost–performance triangle of Figure 16–1.
The time–cost–performance triangle is the “magic combination” that is continuously pursued by the
project manager throughout the life cycle of the project. If the project were to flow smoothly, according to
plan, there might not be a need for trade-off analysis. Unfortunately, this rarely happens.
PMBOK® Guide, 4th Edition
Triple-Constraint Definition
16
c16.qxd 1/19/09 4:17 PM Page 715
Trade-offs are illustrated in Figure 16–2, where the �s represent deviations from the original estimates.
The time and cost deviations are normally overruns, whereas the performance error will be an underrun.
No two projects are exactly alike, and trade-off analysis will be an ongoing effort throughout the life of the
project, continuously influenced by both the internal and the external environment. Experienced project
managers have predetermined trade-offs in reserve, recognizing that trade-offs are part of a continuous
thought process.
Trade-offs are always based on the constraints of the project. Table 16–1 illustrates the types of
constraints commonly imposed. Situations A and B are the typical trade-offs encountered in project man-
agement. For example, situation A-3 portrays most research and development projects. The performance
of an R&D project is usually well defined, and it is cost and time that may be allowed to go beyond bud-
get and schedule. The determination of what to sacrifice is based on the available alternatives. If there are
no alternatives to the product being developed and the potential usage is great, then cost and time are the
trade-offs.
Most capital equipment projects would fall into situation A-1 or B-2, where time is of the essence. The
sooner the piece of equipment gets into production, the sooner the return of investment can be realized.
Often there are performance constraints that determine the profit potential of the project. If the project
potential is determined to be great, cost will be the slippage factor, as in situation B-2.
Non–process-type eq ...
While there are some common qualities needed for a project manager in any industry, there are also some differences depending on the specific industry or type of project.
For both construction and software companies, strong communication skills, ability to manage budgets/schedules, and leadership skills are important. However:
- In construction, safety oversight is a bigger responsibility due to worksite hazards. Technical knowledge of building materials/processes is also more important.
- In software, the PM needs to deeply understand programming languages/platforms to effectively manage developers. Technical troubleshooting abilities are more vital.
- Construction PMs deal with more external factors like weather, permitting. Software PMs have more remote workforces.
- Risk management looks different -
This document provides guidelines for parking structure design in downtown Boise. It discusses project delivery methods, sustainable design and accreditation, site requirements and constraints, concept design considerations, circulation and ramping options, one-way vs two-way traffic flows, access design, parking layouts and dimensions, pedestrian requirements, lighting, signage, drainage, and other structural and operational factors. The goal is to produce functional, well-designed, and user-friendly parking structures that meet the needs of different user types and become valued infrastructure for downtown.
The document discusses different procurement routes for construction projects, including traditional design-bid-build, design and build, and management contracting. Under the traditional approach, the developer hires a professional team including an architect, quantity surveyor, and engineer. The architect designs the building, the quantity surveyor prepares cost estimates and payment valuations, and engineers provide structural and mechanical support. Contractors then bid to build the design. Design and build contracts assign design and construction responsibility to a single contractor for a fixed price. Management contracts engage a contractor to manage the project in exchange for a fee, while the developer directly pays all construction costs.
The document summarizes information about a client who is a property developer constructing a new 3-story shopping mall. It discusses various procurement methods and contract forms, analyzing their advantages and disadvantages for this type of large-scale, fast-tracked project requiring knowledgeable contractors. It recommends using a management contracting procurement method along with a cost reimbursement contract form to allow flexibility given the uncertain scope of works and need for design changes.
The document describes the typical process for construction projects, which involves several key stages:
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3. Topics:
1. Introduction
• What is schedule acceleration and compression?
• Why Accelerate a Project?
• Who is responsible?
2. Projects Overview
3. Techniques of schedule compression.
4. Activity Costs (Direct and indirect).
5. Methods and Schedule compression Impact to cost.
6. Procedures.
7. Examples.
8. Primavera Case Study.
10/9/2017Eng. Ahmed Said 3
4. INTRODUCTION
• Businesses owners rely on first-to-market product
strategies to gain competitive advantage and
increase profit margins. Within the construction
industry, this has created a growing need for
enhanced performance delivery systems that can
achieve successful project delivery in shorter time.
• Owners demand greater improvements in the
quality of project construction at lower costs and
within reduced schedules. The completion of
project’s time milestones is a crucial factor because
not meeting them usually involves significant
economic impacts to the owner while time savings
can lead to profit improvements.
• Schedule Acceleration Techniques Dr. Jesús M.
10/9/2017Eng. Ahmed Said 4
5. INTRODUCTION
• Project scheduling can play an important role in the
success of a construction project. This is especially true as
new project delivery methods such as design-build further
shorten already compressed work schedules.
• Agreed-upon project schedules allow the owner an
opportunity to efficiently plan its production operations
and therefore generate revenue, while the contractor can
efficiently plan its use of labor, equipment, and resources
to optimize the construction process.
• Therefore, it is not a surprise that many construction
disputes revolve around project scheduling and schedule
delays – time is money.
• https://www.interface-consulting.com/acceleration-experts/
10/9/2017Eng. Ahmed Said 5
6. Determining priorities
• Any Contractor has tow objectives (Targets):
1. Finishing on—or ahead of—schedule (contractor and the
owner agreed for this ?!).
2. Finishing on—or under—budget is another important
objective to the contractor and the owner also.
• Once you know the your objectives and your
budget flexibility, you can determine the best
actions to undertake to get you back on track or
gain a benefits.
• Achieving these two objectives is desirable—and
usually possible—you must rank them in order of
importance: one before the other.
10/9/2017Eng. Ahmed Said 6
7. What is schedule acceleration and compression?
• Schedule acceleration or compression is a very intense
time during the construction process when resources, such
as materials and labor, are consumed at a much faster pace
than anticipated.
• As the name implies, more work must be performed in the
same amount of time — or the same amount of work must
be performed in less time.
• On typical projects, it's a combination of both.
• As needs change during the acceleration process, the time
to respond becomes much shorter.
• Managers and supervisors who are trained to be proactive
must become reactive to meet these changing needs.
• Bob Mitchell | Apr 01, 2009
10/9/2017Eng. Ahmed Said 7
8. Why Accelerate a Project?
• There are many reasons, including the following :
Meet the contractually required time or recover delays. and avoid the contract liquidated damages clause
Best use of individual project team members’ expertise.
Save the company’ relationships and reputations in market and move to another projects may increase the company profile.
Generate a high experience in project selection, starting another job earlier making more profit.
Avoid claims, market changes and crises.
To gain contractual incentive payment related to completing a project before a specific date.
Most effective use of available funds.
10/9/2017Eng. Ahmed Said 8
9. Who is responsible?
• The project manager and management at one or more
of the previous reasons or at certain situation, take a
decision between next alternatives and more:
1. Optimize flexibility in contracting/procurement
options.
2. Use Optimal project/program scheduling options.
3. If it costs more do not shorten the duration anymore
and keep the cost to a minimum. (Primavera Real
Case Study)
4. If time is your target continue compressing the
schedule even though the cost will continue to rise.
10/9/2017Eng. Ahmed Said 9
10. Why Projects Take More or Less Time?
• Construction projects may take more or less time than
planned (usually more rather than less) for reasons that
may be within or beyond the contractor’s control.
• Reasons beyond the contractor’s control, such as:
• Force majeure,
• Differing site conditions,
• And change orders; draw time extensions from the owner in most
cases.
• These situations are not discussed in this slides. Instead,
the discussion is restricted to the ways the contractor can
influence the duration of the project.
• (construction projects scheduling and control 3rd edition, Saleh Mubarak)
10/9/2017Eng. Ahmed Said 10
11. Projects deadlines overview :
• 2- International commitment and a loss of money so
slippage not allowed.
• World Cup (Qatar 2022) or international exhibits or
conferences.
• 1- general public interest of or convenience to the.
• An example is a highway, a school, or a water treatment
plant and Riyadh Metro.
• Construction projects always have contractually finish
deadlines assigned by the owner for one or more of the
following reasons:
10/9/2017Eng. Ahmed Said 11
12. Projects deadlines overview :
• Finishing means missing the season and losing
profits/revenue.
• An example of such projects is a hotel or a shopping center for
a certain tourist or shopping season. (Holy City hotels at
Umm Al Qura Mecca)
• Another projects, not tied to a specific event or season, may have ‘‘normal’’
finish dates, which means the contractor can work at a ‘‘normal’’ pace.
Slipping a few days or weeks in this case may be acceptable to the owner
and may not cause serious consequences (construction projects scheduling and control 3rd edition,
Saleh Mubarak).
10/9/2017Eng. Ahmed Said 12
13. What are the techniques of schedule compression?
• There are several ways in which the work can be
accelerated, including, but not limited to, the following:
1. Working overtime or implementing a new shift.
2. Improving productivity/Improve processes :
• Provide incentives to workers or crews.
• Give the work as package related to time to workers or crews.
3. Providing additional labor or adding other resources (i.e.,
equipment).
4. Re-sequencing work activities.
5. Fast-track the project.
6. Use value engineering and constructability studies.
10/9/2017Eng. Ahmed Said 13
14. What are the techniques of schedule compression?
7. Change Management (Improve project management or supervision).
8. Use new technologies, special materials and/or equipment that help speed
up the work process.
9. Improve communications among parties, particularly during the submittal
process: Sometimes a structural subcontractor may have an inquiry about a
structural detail. The contract stipulates a chain of command requiring the
subcontractor to submit his request for information (RFI) to the general
contractor, who sends it to the architect, who in turn forwards it to the
structural engineer (construction projects scheduling and control 3rd edition, Saleh Mubarak) .
10. Prevent all scope change (Freezing of Project scope).
11. Eliminate waste and non-value adding activities (Lean
Design/construction).
12. Just-in-time delivery (no delay, no store and good use of funds).
13. Change Constructability method.
• Each of these acceleration efforts can be effective in some cases;
however, acceleration efforts can be expensive and do not guarantee
early or on-time completion of the work.
10/9/2017Eng. Ahmed Said 14
15. DIRECT AND INDIRECT COSTS
• From this web site https://web.nibs.org/ you can find more information.
• A contractor’s main expenses are as follows:
I. Direct costs
• Labor, particularly hourly workers, for whom a labor expense can be directly linked to a
particular work item.
• Materials, such as concrete, rebar, bricks, nails, paint and installed equipment, such as elevators,
air-conditioning units, and kitchen equipment.
• Equipment, mainly construction equipment (bulldozers, excavators, cranes, concrete pumps, etc.)
• Subcontractors (even though subcontractors’ charges comprise labor, materials, equipment,
overhead, and possibly sub-subcontractors, the general contractor treats these charges as a direct
cost)
• Other costs, such as government permits and fees, and fees for lawyers and consultants hired for
a specific task in a project.
• (construction projects scheduling and control 3rd edition, Saleh Mubarak) .
10/9/2017Eng. Ahmed Said 15
16. DIRECT AND INDIRECT COSTS
II. Indirect costs (UFC 3-740-05)
• GENERAL
• Overhead costs are those costs, which cannot be attributed to a single task of
construction work. Costs, which can be applied to a particular item of work should be
considered a direct cost to that item and are not to be included in overhead costs. The
overhead costs are customarily divided into two categories:
• Job office overhead (JOOH) also referred to as General Conditions or Field Office Overhead.
• General home office overhead commonly referred to as General and Administrative (G&A)
costs.
A. Project overhead (or job overhead), such as the following:
• Job overhead costs are those costs at the project site, which occur specifically as a result of
that particular project. Some examples of job overhead costs are:
1. Job supervision and office personnel.
2. Engineering and shop drawings/surveys.
10/9/2017Eng. Ahmed Said 16
17. DIRECT AND INDIRECT COSTS
II. Indirect costs (UFC 3-740-05)
A. Project overhead (or job overhead), such as the following:
3. Site security.
4. Temporary facilities, project office.
5. Temporary material storage.
6. Temporary utilities.
7. Preparatory work and laboratory testing.
8. Transportation vehicles.
9. Supplies and maintenance facilities.
10. Temporary protection and Occupational Safety and Health
Administration (OSHA) requirements.
10/9/2017Eng. Ahmed Said 17
18. DIRECT AND INDIRECT COSTS
II. Indirect costs (UFC 3-740-05)
A. Project overhead (or job overhead), such as the following:
6. (OSHA) requirements.
7. Telephone and communications.
8. Permits and licenses.
9. Insurance (project coverage).
10. Schedules & reports.
11. Quality control.
12. Cleanup.
13. Taxes.
14. Equipment costs not chargeable to a specific task.
15. Operation and maintenance of temporary job-site facilities.
10/9/2017Eng. Ahmed Said 18
19. DIRECT AND INDIRECT COSTS
• II. Indirect costs (UFC 3-740-05)
B. Mobilization and Preparatory Work
• The costs of mobilization and preparatory work, including the setup and removal of construction facilities
and equipment are part of overhead costs unless there is a specific bid item.
C. General overhead, such as the following:
1. Main office building, furniture, equipment.
2. Management and office staff, salary and expense.
3. Utilities, office equipment and vehicles.
4. General communications and travel.
5. Supplies.
6. Corporate vehicles.
7. General business insurance.
8. Taxes.
9. Main office services, such as lawyers and accountants (not working exclusively for a specific project)
10. Other main office expenses, such as advertising and charity contributions
10/9/2017Eng. Ahmed Said 19
20. DIRECT AND INDIRECT COSTS
• II. Indirect costs
D. Profit is defined as a return on investment. It is what provides the contractor with an incentive to perform the
work as efficiently as possible, but the preferred one is ‘‘return for taking risk,’’ thus profit amount (or
percentage) is usually proportional to the risk taken. A uniform profit rate should be avoided (UFC 3-740-05).
• Profit usually estimated by the contractor during bidding.
E. Contingency fees (an additional sum of money allocated for the unknown events that will most likely occur
during the life of the project; they are directly proportional to the risk taken in the project).
• For example, if you pay someone to set up concrete forms for a shear wall, the expense is direct.
• If you pay a security guard to look after the project, the expense is indirect.
10/9/2017Eng. Ahmed Said 20
21. DIRECT AND INDIRECT COSTS
• DURATION OF OVERHEAD ITEMS
• After the overhead items have been listed, a cost must be determined for each. Each item
should be evaluated separately.
• Some items such as erection of the project office may occur only once in the project.
• The cost engineer should utilize the developed job schedule in estimating duration
requirements.
• Costs reflective of each particular item during the scheduled period should then be applied.
The product of duration and unit cost is the overhead cost for the item.
10/9/2017Eng. Ahmed Said 21
22. Definitions Related to Schedule Compression
• Tn = normal time to complete an activity
• Tc = normal cost to complete an activity
• Cn = crash time to complete an activity, that is, the shortest possible time
it could be completed in.
• Cc = crash cost - the cost to complete the activity if it is performed in it’s
shortest possible time..
• The normal time is actually the shortest time required to perform the
activity under the minimum direct cost constraint.
10/9/2017Eng. Ahmed Said 22
23. How to Choose the Best Method for Project Acceleration
• Using accelerating methods that incur minimal cost (or
have the lowest cost-benefit ratio) generally makes sense.
Let us consider some of the different methods.
• Overtime:
• costs more per hour, might contribute to lower productivity. This fact
does not automatically disqualify overtime as a means for accelerating
projects. However, all the pros and cons should be considered before a
decision is made to use this method.
• Acquiring more workers and equipment:
• May lead to site congestion and less efficiency. In addition, it may
create a problem for the human resources and equipment departments:
what to do with excess resources after the peak need ends.
• (construction projects scheduling and control 3rd edition, Saleh Mubarak) .
10/9/2017Eng. Ahmed Said 23
24. How to Choose the Best Method for Project Acceleration
• Hiring a second, and possibly a third, shift:
• May lead to more turnover time, result in more communication
problems, and require more careful management coordination.
• Extended work hours, because of the second and possibly the third
shifts, may require artificial lighting or special nighttime
arrangements (for example, services and security). In addition, it may
create a problem for the human resources and equipment
departments: what to do with excess resources after the peak need
ends.
• Acquiring special materials or more efficient equipment:
• Must be evaluated on its merits on a case-by-case basis. Such
acquisition almost always costs more, but the contractor must look at
the cost-benefit ratio and other related factors (for example, public
relations, customer satisfaction, and long-term impact).
• (construction projects scheduling and control 3rd edition, Saleh Mubarak) .
10/9/2017Eng. Ahmed Said 24
25. Effect of Acceleration on Direct Costs
• In many cases, the relationship between the
direct cost and the duration for an activity is
approximately linear.
• A shorter activity duration usually costs more
• Both per unit time and in total.
• There is almost always a limit to how much the
duration can be compressed.
• The normal 8-hours-per-day, 6-days-per-week, the worker
works 48 hours/week, they will work 2 hours more every
day so 12 of which are overtime. If overtime rate is at 1.5
times the normal rate, the worker will receive 66 hours’
worth of pay for the 60 hours’ work. The additional pay
ratio is 66/48 x 100% = 137.5%.
• The increase in labor cost will be 37.5%.
10/9/2017Eng. Ahmed Said 25
26. Effect of Acceleration on Indirect Costs
• The indirect cost tends to increase if more time is
consumed for the project.
• The indirect cost is generally vary approximately
linearly with the time.
10/9/2017Eng. Ahmed Said 26
28. Effect of Acceleration on Total Cost
• When accelerating a project, many issues have to
be considered such as design and construction
delivery methods (fast-track?), frequency of
updating (schedule by the hour?), shift turn over,
equipment cost/maintenance, managing subs,
procurement/ materials management, permits,
government regulations (road restriction), cash-
flow, job site congestion, and safety and security,.
The scheduler may also review activities
duration, logic, and allocated resources.
10/9/2017Eng. Ahmed Said 28
29. The general procedures for crashing is:
1. Obtain estimates of regular and crash times and
costs for each activity.
2. Determine the lengths of all paths and path slack
times.
3. Determine which are the critical activities.
4. Crash critical activities, in order of increasing costs,
as long as crashing costs do not exceed benefits. In
some cases, it will be more economical to shorten
an activity that is on two (or more) of the critical
paths. This is true whenever the crashing cost of a
join activity is less than the sum of costs of crashing
one activity on each separate path.
10/9/2017Eng. Ahmed Said 29
30. Modified Siemens Algorithm
• The 8 step hand procedure presented below is a slight modification of the
method developed by Siemens. The key element of this procedure is the
cost slope and time available. The cost slope will be denoted by Cij for an
arbitrary activity (i – j).
1. Cost Slope (Cij) for an arbitrary activity (i – j) =
[Crash cost (Cd) - Normal cost (CD)]ij / [Normal duration (D) - Crash duration(d)]ij
2. Time Available (TAij) = [Normal duration (D ) - Crash duration(d)]ij
• An “effective” cost slope, ECij, is defined as the cost slope divided by the
number of inadequately shortened paths, Nij, which contain activity (i –j)
3. Effective Cost Slope (ECij) =
• Cost slope (Cij) / Number of inadequately shortened paths (Nij)
• The procedure described below chooses from among all available
activities to be shortened, the one with the lowest effective cost slope.
10/9/2017Eng. Ahmed Said 30
31. The general procedures for crashing is:
1- Project
Schedule/Network
2 - list all paths > the
desired (scheduled)
project duration
3 - List all activities
presented in at least
one of the listed paths
4 – Derivation for each
activity its cost slope
5 - For the longest
path(s) select the
activity with the
lowest effective cost
slope
6 – Cut/shorten the
selected activity as
much as possible,
which will shorten
path(s) next
7 - Stop if all paths
have been adequately
shortened
8 - If not Return to Step
5
10/9/2017Eng. Ahmed Said 31
32. Example 1
• The durations and direct costs for each activity
in the network of a small engineering project
under both normal and crash conditions are
given in below Table.
• Determine the optimum duration of the
contract assuming the indirect cost amounts to
$ 140/ day.
Duration Cost
Activity Depen. Normal Crash Normal Crash
A 13 11 6800 7000
B A 9 7 4700 5000
C A 15 12 4000 4600
D B 23 23 5000 5000
E B 5 4 1000 1100
F C 6 5 3000 3300
G E,C 20 15 6000 6300
H F 13 11 2500 2580
I D, G, H 12 10 3000 3150
36000 38030
10/9/2017Eng. Ahmed Said 32
37. Example 2
• Calculate the normal, least-cost, and crash
durations for the following project.
• Calculate the cost associated with each
duration. Indirect (overhead) costs are $120 per
day.
Duration Cost
Activity Depen. Normal Crash Normal Crash
A 5 4 500 600
B A 7 5 350 500
C A 8 5 800 920
D A 11 7 1200 1400
E B,C 6 4 600 700
F C 4 4 500 500
G D,F 7 5 700 1000
H E,F 6 5 300 420
4950 6040
10/9/2017Eng. Ahmed Said 37
41. Project Study With Primavera
• Project is medical city include staff housing.
• Staff housing is 12.56% from the total of project.
• Planned parallel using line of balance technique.
• During 3month lookahead preparation
information is masons will released from another
site at a certain date.
• This cause a delay by 17day (not acceptable and
cause delay in 3ML targets.
• Required to recover this delay.
10/9/2017Eng. Ahmed Said 41
42. Project Study With Primavera
• In our case we will study one group of buildings and the result will apply
to all groups.
This what will recovered
by crashing critical path
=21 Calendar Dates
10/9/2017Eng. Ahmed Said 42
44. Project Study With Primavera
• R402,595.83Site Overhead 3month average (monthly)=
R15,484.45Site Overhead 3month average (daily)=
R154,844.5021 Days costs
R1935.56Staff housing share of cost (it according work progress weight)=12.56%
All this information from project plan and finance dept. with
the project manager as a total not like this table.
Wait :
Still Remaining
• Site consumptions Fuel and transportations …...
• General overhead.
10/9/2017Eng. Ahmed Said 44
46. Project Study With Primavera
• Crash Duration:
• For this item we have 144 Mhr for electrician (Driven resource).
• We need compressing this activity, so we need to accomplish 144 Mhr in a short
time (shortening from original duration 6 days as possible)
• Using this formula
•
. ×( × ) ×( × . )
10/9/2017Eng. Ahmed Said 46
47. Project Study With Primavera
• Primavera concept:
10/9/2017Eng. Ahmed Said 47
48. Project Study With Primavera
• Primavera concept:
10/9/2017Eng. Ahmed Said 48
49. Project Study With Primavera
• Crash Duration and Cost
Normal
Duration
Normal Cost
Crash
Duration Crash Cost Revenue
Activity ID Activity Name
Designation
Predecessors
Original
Duration
nonSkilledMHr
nonSkilled
SkilledMHr
Skilled
CostSR/day
CostSR/hr
CostSR
CrashDuration
Var
nonSkilledMHr
nonSkilled
SkilledMHr
Skilled
CostSR/day
CostSR/hr
CostSR
TotalFloat
BudgetedTotal
Price
FAM1100 RC Works for Columns & Walls A 0 12 96 1 192 2 380.00 47.50 4,560.00 12 0 1 2 380.00 38.00 4,560.00 0 35,918.75
FAM1110 RC Works For Ground Floor Slab B A 16 128 1 256 2 380.00 47.50 6,080.00 16 0 1 2 380.00 38.00 6,080.00 0 183,850.70
FAM1130 Under slab drainage Piping For Next Floor C B 3 24 1 48 2 380.00 47.50 1,140.00 3 0 1 2 380.00 38.00 1,140.00 0 6,399.95
FAM1160 Masonary Works For Internal Walls D C+17,B 18 144 1 288 2 380.00 47.50 6,840.00 15.32 16 -2 1 2 522.50 52.25 8,360.00 0 54,472.20
FAM1230 Installation of UPVC Pipes Class 4 E D 7 112 2 168 3 620.00 77.50 4,340.00 5.96 7 0 2 3 620.00 62.00 4,340.00 13 2,128.18
FAM1220 Internal Drainage Piping F D 5 40 1 120 3 520.00 65.00 2,600.00 4.26 5 0 1 3 520.00 52.00 2,600.00 13 19,200.61
FAM1210 Data & Telephone System AS Conduits Installation G D 10 160 2 240 3 620.00 77.50 6,200.00 8.51 10 0 2 3 620.00 62.00 6,200.00 1 641.21
FAM1200 Fire Alarm System US Conduits & Boxes Installation H D 8 128 2 256 4 760.00 95.00 6,080.00 6.81 8 0 2 4 760.00 76.00 6,080.00 1 1,640.77
FAM1190 Power Sockets System AS Conduits Installation I D 6 96 2 144 3 620.00 77.50 3,720.00 3.83 4 -2 2 4 1,045.00 104.50 4,180.00 0 2,768.26
FAM1240 Internal Cold & Hot water supply Piping J D+4 8 128 2 192 3 620.00 77.50 4,960.00 6.81 8 0 2 3 620.00 62.00 4,960.00 16 28,413.22
FAM1260 Lighting System Wall Conduits and Boxes Installation K I 8 128 2 192 3 620.00 77.50 4,960.00 6.81 8 0 2 3 620.00 62.00 4,960.00 2 7,884.15
FAM1250 Power Sockets System Wall Conduits and Boxes Installation L I 6 96 2 144 3 620.00 77.50 3,720.00 3.83 4 -2 2 4 1,045.00 104.50 4,180.00 0 2,768.26
FAM1270 Data & Telephone System Wall Conduits and Boxes Installation M G,D 8 128 2 192 3 620.00 77.50 4,960.00 6.81 8 0 2 3 620.00 62.00 4,960.00 1 641.21
FAM1300 Power Sockets System Wall Boxes Final Installation N I,L 7 112 2 168 3 620.00 77.50 4,340.00 5.96 7 0 2 3 620.00 62.00 4,340.00 0 2,768.26
FAM1310 Lighting System Wall Final Boxes Installation O K 8 128 2 192 3 620.00 77.50 4,960.00 6.81 8 0 2 3 620.00 62.00 4,960.00 2 7,884.15
FAM1320 Fire Alarm System Wall Conduits and Boxes Installation P H,N,D 8 128 2 256 4 760.00 95.00 6,080.00 5.45 6 -2 3 5 1,375.00 137.50 8,250.00 0 1,640.77
FAM1340 Data & Telephone System Wall Final Boxes Installation Q M+5,O 15 240 2 360 3 620.00 77.50 9,300.00 12.77 15 0 2 3 620.00 62.00 9,300.00 1 641.21
FAM1360 Call System US Conduits & Boxes Installation R P,D 8 64 1 128 2 380.00 47.50 3,040.00 6.81 8 0 1 2 380.00 38.00 3,040.00 4 530.19
FAM1350 Intercom System US Conduits & Boxes Installation S R 8 128 2 192 3 620.00 77.50 4,960.00 6.81 8 0 2 3 620.00 62.00 4,960.00 4 663.33
FAM1370 Fire Alarm System Wall Final Boxes Installation T D,P+4,H 13 208 2 416 4 760.00 95.00 9,880.00 8.85 9 -4 3 5 1,375.00 137.50 12,375.00 0 1,640.77
102,720.00 109,825.00 362,496.15
10/9/2017Eng. Ahmed Said 49
50. Project Study With Primavera
• Our Case Study
Duration Cost
Activity Activity Normal Crash Normal Crash
RC Works for Columns & Walls A 12 12 4560 4560
RC Works For Ground Floor Slab B 16 16 6080 6080
Under slab drainage Piping For Next Floor C 3 3 1140 1140
Masonary Works For Internal Walls D 18 16 6840 8360
Installation of UPVC Pipes Class 4 E 7 7 4340 4340
Internal Drainage Piping F 5 5 2600 2600
Data & Telephone System AS Conduits Installation G 10 10 6200 6200
Fire Alarm System US Conduits & Boxes Installation H 8 8 6080 6080
Power Sockets System AS Conduits Installation I 6 4 3720 4180
Internal Cold & Hot water supply Piping J 8 8 4960 4960
Lighting System Wall Conduits and Boxes Installation K 8 8 4960 4960
Power Sockets System Wall Conduits and Boxes Installation L 6 4 3720 4180
Data & Telephone System Wall Conduits and Boxes Installation M 8 8 4960 4960
Power Sockets System Wall Boxes Final Installation N 7 7 4340 4340
Lighting System Wall Final Boxes Installation O 8 8 4960 4960
Fire Alarm System Wall Conduits and Boxes Installation P 8 6 6080 8250
Data & Telephone System Wall Final Boxes Installation Q 15 15 9300 9300
Call System US Conduits & Boxes Installation R 8 8 3040 3040
Intercom System US Conduits & Boxes Installation S 8 8 4960 4960
Fire Alarm System Wall Final Boxes Installation T 13 9 9880 12375
102720 109825
10/9/2017Eng. Ahmed Said 50
51. Project Study With Primavera
• After 1st iterations:
D
I
L
P
R
T
Duration Cost Iterations
Activity Activity Normal Crash Normal Crash Cost Var. ∆ Time
Cost
Slope 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5
RC Works for Columns & Walls A 12 12 4560 4560
RC Works For Ground Floor Slab B 16 16 6080 6080
Under slab drainage Piping For Next Floor C 3 3 1140 1140
Masonary Works For Internal Walls D 18 16 6840 8360 1520 2 760 1 1 2
Installation of UPVC Pipes Class 4 E 7 7 4340 4340
Internal Drainage Piping F 5 5 2600 2600
Data & Telephone System AS Conduits Installation G 10 10 6200 6200
Fire Alarm System US Conduits & Boxes Installation H 8 8 6080 6080
Power Sockets System AS Conduits Installation I 6 4 3720 4180 460 2 230 1 1
Internal Cold & Hot water supply Piping J 8 8 4960 4960
Lighting System Wall Conduits and Boxes Installation K 8 8 4960 4960
Power Sockets System Wall Conduits and Boxes Installation L 6 4 3720 4180 460 2 230
Data & Telephone System Wall Conduits and Boxes Installation M 8 8 4960 4960
Power Sockets System Wall Boxes Final Installation N 7 7 4340 4340
Lighting System Wall Final Boxes Installation O 8 8 4960 4960
Fire Alarm System Wall Conduits and Boxes Installation P 8 6 6080 8250 2170 2 1085
Data & Telephone System Wall Final Boxes Installation Q 15 15 9300 9300
Call System US Conduits & Boxes Installation R 8 8 3040 3040
Intercom System US Conduits & Boxes Installation S 8 8 4960 4960
Fire Alarm System Wall Final Boxes Installation T 13 9 9880 12375 2495 4 623.75 1 1 1 1 4
102720 109825 Reduction days 1 1 1 1 1 1 1 107
107 106 105 104 103 102 101 100 7
100 100 100 100 100 100 100 100 100
760 760 623.75 623.75 623.75 623.75 230
102720
103,480.00
104,240.00
104,863.75
105,487.50
106,111.25
106,735.00
106,965.00
1935.56
205,169.03
203,233.47
201,297.92
199,362.36
197,426.80
195,491.24
193,555.69
309825
308,649.03
307,473.47
306,161.67
304,849.86
303,538.05
302,226.24
300,520.69
Project Duaration/iterations
Cost incresed
Direct Cost
Indirect Cost
Total Cost
10/9/2017Eng. Ahmed Said 51
52. Project Study With Primavera
• After 1st iterations:
10/9/2017Eng. Ahmed Said 52
54. Final Result is RECOVERY SCHEDULES
• In real-life projects, schedules may slip.
• This situation may concern the owner, especially if the project deadline is critical.
• The owner may demand that the contractor adjust the work plan to enable him or her to finish on
schedule.
• The owner must be convinced that the contractor can feasibly do so, or the owner may terminate
the contractor and hire another contractor to ensure a timely finish.
• When the contractor adjusts the schedule, the result is a recovery schedule.
• It can be defined as a schedule prepared during construction, after the project has fallen behind
(either the interim target has not been met or serious signs of failure to meet the deadline can be
seen), with adjustments by the contractor that expedite the remainder of the project and ensure a
timely finish.
• The recovery schedule may incorporate one or more of the techniques mentioned previously.
• Saleh Mubarak
10/9/2017Eng. Ahmed Said 54
55. References
• Modern Construction Management , FRANK HARRIS AND RONALD NCCAFFER
• www.google.com
• Construction projects scheduling and control 3rd edition, Saleh Mubarak
• UFC 03-740-05 HANDBOOK: CONSTRUCTION COST ESTIMATING.
10/9/2017Eng. Ahmed Said 55