Midterms CMPM
Midterms CMPM
Module No. 1
CE 412: CONSTRUCTION METHODS AND PROJECT MANAGEMENT:
ORGANIZATION AND
MANAGEMENT
BY: ENGR. RYAN M. MACARAIG
LESSON OUTLINE
1. Introduction 12. Executive Leadership
2. What is Organization? 13. Delegation of Authority
3. The Structural 14. Responsibility and
Organization Authority defined
4. Principles of Good 15. Personnel Coordination
Organization 16. Scientific Management
5. Organization and Business 17. Humanistic Management
6. What is Management? 18. Directing People on the
7. Management Concept Job
8. Management Structures 19. How to Give Effective
9. Management Control Order
10. The Manager 20. The Knowledge Worker
11. Executive Functions
REFERENCES:
- Project Construction Management by Max B.
Fajardo, Jr. 2000
- A Guide to the Project Management Body of
Knowledge (PMBOK), 5th Edition
INTRODUCTION
INTRODUCTION
- The driving force behind every organization is its
management team. Different teams operate in different
ways. There is no universal accurate management to
define the one that is best.
- ORGANIZATION is a group of
individuals who are cooperating willingly and
effectively for a common goal. It is nothing
more than the mechanism by which
administration directs, coordinates and
controls its business. It is indeed, the very
foundation of administration. To be specific,
organization seeks to know who is to do and
what is to be done.
THE STUCTURAL
ORGANIZATION
THE STRUCTURAL ORGANIZATION
1. Men / Manpower
2. Materials
3. Machine
4. Methods
5. Money
THE STRUCTURAL ORGANIZATION
1. Men / Manpower
2. Materials
3. Machine
4. Methods
5. Money
6. Moment
7. Management
8. Mother Nature
THE STRUCTURAL ORGANIZATION
1. Distribution of functions
2. Vertical and horizontal authority
relationships
3. Communication and decision processes
4. Policies
PRINCIPLES OF GOOD
ORGANIZATION
PRINCIPLES OF GOOD ORGANIZATION
Business organization has conditions peculiar to itself. A set of rules
cannot be laid down that would be applicable to organization of all
enterprises. However, certain underlying principles can be given and
among them are:
1. Principle of Objective
2. Analysis
3. Simplicity
4. Functionalism
5. Departmentalization
6. Centralization of Authority and Responsibility
7. Limited Span of Control
ORGANIZATION AND
BUSINESS
ORGANIZATION AND BUSINESS
• Management is a process.
• Management is a function.
MANAGEMENT
CONCEPT
MANAGEMENT CONCEPT
1. To PLAN
2. To ORGANIZE
3. To DIRECT
4. To CONTROL
EXECUTIVE FUNCTIONS
- Leadership
- Coordination
EXECUTIVE FUNCTIONS
CONTROL
1. A goal
2. An ideal
3. A vision
DIRECTING PEOPLE
ON THE JOB
DIRECTING PEOPLE ON THE JOB
An ORDER is a specific message conveyed by a
leader to a follower for the purpose of influencing the
follower to take desired action. Orders are either
verbal or written.
Module No. 2
CE 412: CONSTRUCTION METHODS AND PROJECT MANAGEMENT:
DECISION MAKING
BY: ENGR. RYAN M. MACARAIG
LESSON OUTLINE
1. Introduction 7. Budgeting the Time
2. Effective Decisions 8. First Things First
3. The Effective 9. Employee Discipline
Managers 10. Principles of
4. Decision Process Discipline
5. Reasons for Poor
Decisions
6. Elements of Decision
Process
REFERENCES:
- Project Construction Management by Max B.
Fajardo, Jr. 2000
- A Guide to the Project Management Body of
Knowledge (PMBOK), 5th Edition
INTRODUCTION
INTRODUCTION
- Decision making is the fundamental process of
management. Most of the efforts of managers are related
to this process. Unfortunately, decisions do not always
turned out as planned.
• Decision is a judgment.
2. An error in calculation
DECISION PROCESS
DECISION PROCESS
Effective decisions are made through a systematic process
defining clearly the elements in a distinct sequence of steps.
Most successful decision making follows a process that
consist of the following steps:
The project manager's mission is to plan, coordinate, control and accomplish. His
achievement can probably be traced to his success in managing people. Similarly, people at
every tier of corporate hierarchy, exercise essentially the same management principles to lead
other people towards the accomplishment of organizational objectives.
Managerial competence is a function of a manager's character, knowledge, and
experience. These three ingredients interact to mold a particular style of management. Styles
may be altered or fashioned by education gained from formal training and work seasoning. An
advantage of studying management techniques is the opportunity it allows to explore and
develop managerial skills without suffering the consequences of trial and error learning.
3-3 The Worksheet
The initial move to get the project under way is for the Project Manager to convene a
preliminary discussion on the documents, and to gather more information as may be available at
the early stage. There should be additional and pre-planning information available such as, the
client's required operational date.
What the Project Manager needs to now are:
1. The logical construction sequence that must be followed.
2. The quantity and the delivery dates of various materials to be used.
3. How much and what kind of manpower will be needed.
4. When to start and complete the job on time.
The first step in construction pre-planning is to prepare a graph and plotting the
anticipated date of delivery of all major equipment at the site. The optimum time for each
construction activities could be analyzed. Severe craft peaks and uneconomical use of equipment
will appear on the projected graph, which could then be adjusted to prevent future conflicts in the
field.
By working backward from the expected completion date, the experienced project
manager can predict the latest possible starting date for any of the activities that make up the
whole construction project. The worksheet represents a plan of action presented graphically by a
critical sequence of functions of subsidiary activities contained within a compact period of time.
3-4 Timetable
The project manager should conduct one or more informal sessions with key personnel
assigned to the project such as:
1. The construction superintendent
2. Job buyer
3. Drafting room coordinator
4. Job expediter.
During the session, the preliminary construction program or work sheet is reviewed to
determine whether engineering work and procurement of materials can be accomplished at the
rate and in the sequence as programmed in the schedule.
The sequence of construction activities, which are related to optional early and late starts,
will serve as a running list of individual job components, with notations to work activities with
greater importance and priority over the others.
Specifications for equipment and materials, which are in the development, should be
processed according to their importance or urgency in the overall project. The design and
drafting effort can be organized, to produce those drawings that are necessary at the early stage
of the construction program for field installation or to complement an urgent purchase of
materials.
At this early stage of construction development, it is essential and timely for the
procurement committee to place orders for long term delivery of items at an early phase of the
project. The relative urgency of the onsite receipt as scheduled, may be used in establishing a
shop fabrication schedule with the supplier.
One important function of the construction planner is the preparation of an accurate
manpower estimates assigned to each function This can be done on the basis of manpower
category of the works like: working on foundations and underground facilities or by craft such as
carpenters. tinsmith. plumber, electrician. laborers or by group methods, The manpower
distribution and classifications can be done in two ways: by manual or by the use of computer.
By manual method, it takes more time but results in a more accurate and realistic summary as an
anticipation of the need without reverting to an average manpower distribution.
On the other hand, manpower distribution by computer, lessen the engineers time but the
result is less realistic because it is applied on the average manpower loadings to the computer.
The manpower summary result will be lower than might be realistically anticipated. Where time
is available, the manual method prepared by an experienced engineer is preferred
In either case, what is needed is the rate of anticipated manpower expenditure on the
basis of work category or classification or on the basis of crafts. In addition, it is a worthwhile
instrument in establishing the limit extremes of manpower application to summarize the
manpower loading in two ways:
The manpower assignment for each activity on the timetable is then translated into a graphical
presentation, showing the anticipated manpower expenditures and the target progress of the work
in percentages
1.By graphical reporting, manpower and percentage accomplishment is easier to evaluate
showing the general direction and condition of the job.
2. Data are received by way of one-page weekly progress report and a weekly field
payroll report.
3. A field man-hour report is submitted every month
By close control and evaluation of field cost and man-hour expenditures it can easily detect the
following:
1. Possible budget man-hour overruns
2. Craft peaks
3. Weakness in supervision coverage
4. Inadequacy of tools and equipment
The manpower and "Percentage Complete" graph will indicate the possibility of
sustaining a successful rescue operation by keeping a constant watch and taking possible action
as soon as the program begins to lose ground. The graph indicates the necessity of having pre-
planned schedule to provide a basis for monitoring, assisting, controlling and adjusting a
program when it deviates from the prescribed path.
A daily look at the graph, alerts the Project Manager and his home office to the possible
need for a radical action such as:
1. Manpower reallocation for elaborate re-scheduling or
2. For a speedy economic analysis of the whole project to determine whether extra
manpower or two shift operation may be necessary.
A periodic visit to the construction site is necessary for the various members of the
central construction department staff to audit the program so that:
1. A first-hand review of the progress is made and the general status of the work is
compared with the timetable and discussed with the key field supervisory staff.
2. Home office assistance is offered to the field superintendent in pushing particular
phases of the project that may be held up in such areas as drafting of procurement.
3. Suggestions are made and discussed with the field organizations as to how its
progress can be improved.
The layout of these structures should be planned carefully, in anticipation of its removal during
the excavation of the permanent works more particularly, the storage and its contents, which
might cause disorganization and delays.
The job should be adequate, but not excessively staffed, to ensure efficient execution of
the work. Large construction work needs competent foremen. The contractor must be selective in
sending men of proven ability and qualification to start the work even if they are replaced later
by selected personnel engaged locally
The construction site should be maintained in strict tidiness and in an orderly routine
because it has a psychological effect on the staff and workers, which promote conscientious
service. Remember that the owner would like to see the actual work getting under way in its
fullest operation and orderliness in carrying out the construction work, idle time and unnecessary
cost should be avoided. Time saving devices such as telephone, loudspeakers, signal posts,
traffic control, sign board location and other economy measures should be installed immediately
upon commencement of the work. Before the work get started, it should be first established from
which the buildings may be demarcated on the ground.
The excavator with his equipment should start cleaning, stripping and digging operations.
Material deliveries should also start as soon as possible and a labor force started the excavation
for the foundation work, etc. If all these operations get under way without undue delay, the job
will have a healthy aspect, high morale and satisfaction of all concerned from the owner to the
contractor and down to the lowly laborers.
The contractor should procure sufficient copies of the plan and specification to distribute
among his supervisory staff. This will thoroughly acquaint them with the details of the job.
Likewise, the sub-contractors and consultant should be furnished with the plans and
specifications so that, there is no excuse for mistake and delay on this account.
There are two independent but related spheres of control and responsibility that exist in
the project construction, namely
1. The owner is represented by his Architect or Engineer
2. The contractor
Each has their own duties to perform in the interest of their employer - the owner. Most
of their respective duties and responsibilities were stipulated and defined in the contract, and all
will be better exercised if each one appreciates the duty and responsibility of the other. The
contractor is generally responsible to the owner for the following duties;
1. Providing and making access roads with due regards to the convenience of construction.
2. Erection of site office in a central position to facilitate checking of all site activities.
3. Erection of store shed of adequate capacity to ensure;
The Engineer or Architect on behalf of the owner is also responsible for the following duties.
1. As representative of the owner
a Act as interpreter of the plan
b as guardian and arbiter between the owner and contractor
2. Maintain site records and documents like:
a. Layout plans
b. Contract documents
c. Time and progress chart
d. Work diary
e. Contractor's order book
f. Records of tests
g Progress report
h Measurement book, etc.
Budget should be a conservative aid to all departments within the organization toward
their common goals. Unfortunately, this purpose is frequently misunderstood, giving an early
impression and meaning to the budget as:
1. A control of expenditures established in the minds of the subordinates. An attitude that
budget is only a negative control for which belief has led to the "padding" of department
budget.
2. The idea therefore in each department is to propose as large an allotment of expenditures
as possible that when all budgets were assembled and that reduction is necessary, each
department felt that it was the subject of discrimination. Thus, the budget has become a
"sore spot" and a factor of disintegration among the personnel.
A budget properly planned and operated, may have a constructive influence on the
personnel of an organization. It must serve as a means of bringing understanding of the common
goals of all who belong to the organization, and all who serve it. In this capacity, the budget will
serve as a coordinating and unifying influence to all concerned.
Types of budget. There are two principal types of budget.
Static Budget. This type of budget depends upon the ability to predict income with at least a
reasonable degree of accuracy. A fixed sum of money is allocated for expenditures with a fixed
budget of operations for a specified period.
Variable Budget. This type of budget, recognizes the unreliability of income prediction and
make provisions in advance for variations in construction expenditures in accordance with
variation in income. Variable budget is constructed in anticipation of variables income. It
provides advance for orderly change in the volume of construction and expenditures.
Fixed Cost is one that is constant in total amount for a given period. For example: the salaries of
major executives, capital tax, depreciation and the like, remain fixed regardless of the volume of
construction activities.
Variable Cost increases or decreases in proportion with the volume of production or
construction activities. Other items such as direct labor and direct material cost vary in
proportion with the amount of contract which are called variable costs.
In general, simplicity in budgeting should be held as a primary virtue. Detailed clerical
work in the preparation and operation of a budget should be held to a minimum. These principles
not only eliminate unnecessary costs in budgeting but in general, promotes clearer interpretation
and control of the budget
There are two types of variable budget:
1. Step budget
2. Variable rate of cost per unit of work
START FINISH -2 -1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Man-hour
Productivity Rate =
Production Quantity
27
Date Man-hour Utilized Production
man-hour cu.m.
10-Jul-07 12 x 11 hrs 132 21
11-Jul-07 12 x 8 hrs 96 15
12-Jul-07 12 x 11 hrs 132 14
13-Jul-07 10 x 8 hrs 80 10
14-Jul-07 12 x 14 hrs 168 90
15-Jul-07 12 x 8 hrs 96 41
16-Jul-07 12 x 11 hrs 132 18
836 209
man-hour cu.m.
836 mh
Productivity Rate =
209 cu.m.
= 4.00 mh/cu.m.
28
Date Man-hour Utilized Production
man-hour sqm.
10-Jul-07 54 x 11 hrs 594 92
11-Jul-07 54 x 11 hrs 594 70
12-Jul-07 54 x 11 hrs 594 60
13-Jul-07 54 x 11 hrs 594 48
14-Jul-07 54 x 14 hrs 756 410
15-Jul-07 54 x 11 hrs 594 240
16-Jul-07 54 x 11 hrs 594 108
4,320 1,028
man-hour sqm.
4,320 mh
Productivity Rate =
1,028 sqm.
= 4.20 mh/sqm.
29
Relative Quantity Man-hour from
Man-hour Composition
Weight 4.0 mhr/cu.m.
Curing 5% 0.2
Note: The productivity rate and relative weight may vary depending on the structure,
type of project, framing layout, pouring method, and other factors based on actual
site condition. 30
Relative Quantity Man-hour from
Man-hour Composition
Weight 4.20 mhr/sqm.
Note: The productivity rate and relative weight may vary depending on the structure,
type of project, framing layout, form system to be used, and other factors based on actual
site condition. 31
Relative Quantity Man-hour from
Man-hour Composition
Weight 0.075 mh/kg
75% 0.056
Installation Work
5% 0.004
Punchlist prior to Pouring
Note: The productivity rate and relative weight may vary depending on the structure,
type of project, framing layout, and other factors based on actual site condition.
32
Relative Quantity Man-hour from
Man-hour Composition
Weight 2.75 mhr/sqm.
70% 1.925
Installation Work
Note: The productivity rate and relative weight may vary depending on the structure,
type of project, framing layout, and other factors based on actual site condition.
33
As of This Period As of
CONCRETE
9-July 10-16 July 16-July
Man-hour Utilized (mh) 2,418 836 3,254
Periodic Production (cu.m.) 604 209 838
Productivity Rate (mh/cu.m.) 4.00 4.00 3.88
As of This Period As of
FORMWORKS
9-July 10-16 July 16-July
Man-hour Utilized (mh) 10,872 4,320 15,192
34
Work Duration Production
Scope of Work Quantity Unit
(weeks) (per week)
Various Finishes
35
CONCRETE FORMWORKS REBAR
DATE
(cu.m.) (sqm.) (kg)
JANUARY
FEBRUARY 1,419.00 1,933.00 252,731.00
MARCH 3,646.00 9,389.00 649,908.00
APRIL 2,697.00 16,938.00 517,828.00
MAY 2,697.00 16,938.00 487,483.00
JUNE 2,968.00 19,046.00 487,483.00
2007
JULY 2,968.00 19,046.00 487,483.00
AUGUST 2,968.00 19,046.00 487,483.00
SEPTEMBER 2,968.00 19,046.00 487,483.00
OCTOBER 2,968.00 19,046.00 487,483.00
NOVEMBER 671.00 3,871.00 81,277.00
DECEMBER
TOTAL 25,970.00 144,299.00 4,426,642.00
36
37
38
39
40
41
Work Production Productivity
Manhour No. of
Scope of Work Qty Unit Duration per week Rate
Required Men
(week) (cu.m.) (mh/unit)
B. DIRECT LABOR
Carpenter 16 16 40 40 40 40 40 40 40 40 40 40 40 40 40 32 32 32 32 24 704
Mason 12 12 30 30 30 30 30 30 30 30 30 30 30 30 30 20 20 20 20 12 506
Steelman 6 6 18 18 18 18 18 18 18 18 18 18 18 18 18 6 6 6 6 6 276
Laborer 64 64 160 160 160 160 160 160 160 160 160 160 160 160 160 128 128 128 128 96 2,816
SUB-TOTAL 0 0 0 98 98 248 248 248 248 248 248 248 248 248 248 248 248 248 186 186 186 186 138 0 4,302
GRAND TOTAL 4 6 12 119 126 296 303 306 310 310 310 310 310 310 310 310 310 306 236 230 226 220 166 14 5,360
46
47
EQUIPMENT CONSTRUCTION DURATION
EQUIPMENT LIST TOTAL
SPECIFICATION 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
MATERIAL LIFTING
Crawler Crane 45T 1 1 1 1 1 1 1 1 8
Mobile Crane 25T 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 16
Tower Crane 10T 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 30
SUB-TOTAL 0 0 0 0 0 2 3 3 3 3 4 4 4 4 4 4 4 4 3 3 2 0 0 54
MATERIAL HANDLING
Canter Mitsubishi, 6-wheeler 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 38
Cargo Truck 6-8 tons 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 1 1 54
Dump Truck 10T Cap 1 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 1 55
SUB-TOTAL 1 1 3 5 6 8 8 8 8 8 8 8 8 8 8 8 8 8 8 7 5 5 3 147
GENERAL WORKS
Air Compressor 185 cfm IR 6 6 6 6 6 4 4 4 4 4 4 4 4 4 2 2 2 1 73
Bulldozer 2 2 2 2 2 1 1 1 1 1 1 1 17
Payloader 2 2 2 2 2 2 2 2 3 3 4 4 4 4 3 3 3 2 2 2 2 55
SUB-TOTAL 4 4 4 2 2 8 8 8 11 11 9 9 9 9 8 8 8 6 6 4 4 2 1 145
EARTHWORKS
Backhoe 0.8cum 6 6 10 10 10 14 14 14 14 14 12 10 134
Clamshell 4 4 2 2 2 2 2 2 2 22
Road Roller 10T 3 3 3 9
SUB-TOTAL 0 0 0 0 6 6 10 10 13 17 21 18 16 16 14 12 2 2 2 0 0 0 0 165
48
SEC 210 SRPI
49
50
51
Chapter 4
4.1
PERT is a Program Evaluation and Review Technique. CPM is the Critical Path Method. PERT and
CPM were developed independently in the later part of 1950's. These two are networks. A techniques,
used for planning and coordinating large scale projects.
The use of PERT began in 1958 through the joint efforts of the Lockheed Aircraft, the U.S. Navy
Special Project Office and the consulting firm of Booz, Allen & Hamilton in the efforts of the U.S.
government to speed up the Polaris Missile project.
The U.S. government's apprehension that the Soviet Union, might gained nuclear superiority
over the U.S., early completion of the project was given top priority. A special operations research team
was directed to formulate a new approach considering that the management concepts and methods at
that time were not adequate. The concept was formulated by the research team and is then called
Program Evaluation and Review Technique, which is simply called PERT.
The Polaris Missile project is a large one involving over 3,000 contractors and 11,000 sub-
contractors with several thousands of work activities. The use of PERT in this large scale project was
proven successful in shortening the length of the project completion time.
In 1956, prior to the development of PERT, the Critical Path Method which is simply called CPM
was developed by J.E. Kelly of the Remington Rand Corp. and M.R. Walker of Du Pont in an effort by
commercial industry to make an advanced scheduling and cost control methods. By April 1958, CPM in
application was demonstrated in a real success.
CPM was designed as a tool for planning, scheduling, and control of construction work. Its
emphasis was on the work or activities to be managed. The network diagram defined and focused
attention on the job to be accomplished. The schedule derives the earliest and the latest times for their
start and finish.
PERT was developed as a result of looking for an improved method of planning and evaluating
progress of a large-scale research and development program. It was designed to provide the
management a periodic reporting of current status and an outlook for the future on meeting approved
plans and schedules. It answers the questions such as: "Is this a feasible schedule? And what are the
probabilities of making it?
Although PERT and CPM were developed independently, yet, they have a great deal in common.
Users adopted certain features from one technique for use with the other.
For instance, PERT originally stressed probabilistic activity time estimate because the field in
which it was developed was typified by high uncertainty. In contrast, CPM originally made no provisions
for variable time estimates. However, from a conceptual analysis, most of these differences were
relatively minor. For practical purposes, the two techniques are the same. Thus, comments and
procedures described will apply to both PERT and CPM project analysis.
PERT/CPM is a control tool for defining the parts of construction job and then putting them
together in a network form. It serves as an aid to the construction manager but it does not make
decision for him nor does it guarantee good management. PERT/ CPM only serves the project manager
to see the whole picture of the entire job. It encourages periodic re-evaluation and providing an
accurate measure of progress. Thus, a person in charge of each work and the project manager knows
what is supposed to happen and when it is supposed to happen.
Today, ether of the two techniques can be used with deterministic or probabilities of time. The
remarkable historical record of PERT and CPM on large scale projects accomplishment has gained
worldwide acceptance. In all major projects of the government, PERT and CPM network is a mandatory
requirement.
Under Presidential Decree (PD) 1594, Prescribing Policies, Guidelines, Rules and Regulations for
government infrastructure contracts provides that:
"The program of work shall include, among others things, estimates of the work items,
quantities, costs and a PERT/CPM network of the project. activities... in the preparation of the bidding
documents, the government shall make and estimate of the actual number of working days required to
complete the project through PERT/CPM analysis of the project activities and corrected for holidays and
weekends."
On January 27, 1968, president Ferdinand E. Marcos issued Memorandum Circular No. 153
which provides that:
"In order that the performance discipline on the field could be controlled and easy reporting
system could be made to facilitate the monitoring, evaluation, inspection completion of infrastructure
projects, all heads of departments and chief of bureaus and offices concerned are hereby required to
change the old system of preparing the work programs of said projects from the Gantt Chart (Bar Type)
to the PERT/CPM network. Strict compliance herewith is enjoined."
On June 19, 1968, the Executive Committee for Infrastructure Program implemented the
Presidential Order in a letter to all implementing agencies to wit:
Section 6 of R.A 5979 requires the application of PERT/ CPM technique to all projects with an
estimated cost of P100.000 or more. Thus, PERT/CPM now has become an integral part as requirement
of project construction management.
With the use of PERT/CPM, the project manager can easily obtain the following informations:
3. Determine which activities are the most critical to timely project completion.
4. Determine how long any activity can be delayed without lengthening the project.
4-3 Three Phases of PERT/CPM
1. Planning
2. Scheduling
3. Control-Monitor
Planning
Planning is defined as determining the relationship between the work operation and the sequence in
which they are to be per- formed. Scheduling or sequence involves distribution of work time to each
work operation and determining when to start and when to finish.
Each work operation can be performed in different ways at different costs and in different time
duration. Most construction projects have specified time of start and time of completion. When the
contract time is less, in effect it requires higher indirect costs. Thus, in order to catch-up with the
allotted time, some of the operations must be speeded-up. Consequently, to speed up construction
work requires higher direct cost because of overtime, shift of work, additional manpower and
equipment and various expensive methods which are not done on normal construction operations with
sufficient time duration.
However, there is a danger that shortening a single operation may only increase project cost but
may not shortened construction time considering that other operations have not been shortened. On
the other hand, shortening all operations at the same time may only increase project cost more than
what is necessary to obtain he desired decrease of construction time.
1. PERT/CPM pinpoints the particular work operations whose completion times are responsible for
controlling the complete date.
2. It provides a means of speeding up a project without excessive costs for overtime. Without the use of
PERT/CPM when speeding up the project overtime expenditures may be in total waste.
3. It gives a time leeway or float available for each of the non-critical work operations. The information
on float time will give the project manager that opportunity to maneuver in their planning and control of
the operations.
4. It establishes time boundaries for operations with possibilities of shifting resources, equipment and
manpower to meet time requirements
5. PERT/CPM indicates the earliest starting date for each work operations and sub-contracts for supply
and delivery of materials.
6. It shows the most advantageous scheduling for all operations. This gives planning information as to
time and cost in choosing methods, equipment, crew and work hours.
7. It offers a means of assessing the effect on the overall project variations in one operation such as
change orders.
8. In case of change order where the owner would not want to extend the contract time, PERT/CPM
offers a means of re-scheduling the operations but still to be completed at the least increase in cost.
9. With the critical path schedule as revised to reflect the change order, any claim if any, for additional
payment will be understood both by the owner and the contractor.
10. In case of serious delay due to weather, late material or equipment delivery, the network can be
revised at that stage and new computation is made to determine the new critical operation if any and
revised float times determined for the non-critical operations.
In any project construction undertakings, planning is the most important consideration which includes:
1. Gathering of all the necessary input data to make the PERT/CPM works.
2. Planning phase is the main work of the contractor for being familiar and knowledgeable of his costing
methods of doing
3. The contractor can seek assistance for the accomplishment of his work particularly the gathering of
data, but his basic responsibility on this matter cannot be delegated to any outsider group.
4. The contractor has the complete perception, experiences, resources, and interest in getting the
project done in the best possible time and cost.
5. The planning stages give the contractor a "Dry Run" on the construction of the project.
6. If the contractor wants an effective approach and use of the construction management, he must do it
himself.
7. By performing the work personally, one obtains intimate first-hand knowledge of the job and gain
insight and details of anticipated problems.
SCHEDULING
In PERT/CPM, Scheduling is defined as the process of translating the arrow diagram into time
table of calendar days. This is done by the day date table converting working days into calendar days
which permits the inclusion of weekends, holidays, weather and other time lost.
The PERT/CPM schedule shows the relationships between the operations and the leeway
limitations. All activities should be checked with the day-to-day table. All crew and management
restraints along the critical path should be verified and the restraints should be adjusted to give
satisfactory project completion. Non critical activities can be scheduled to more efficiently utilize
manpower and available resources
Job control through the use of PERT/CPM gives the management a reliable system identifying
job problems within days instead of months. Progress along the arrow diagram should be updated for
immediate references. The diagram must show the status of the project at any time and indicate which
activities can be started and to pinpoint the cause of the delay.
1. Time discrepancies
2. Deliveries
3. Weather
4. Change orders
Updating of the diagram is based on the number of days the project is out of schedule.
Flexibility and updated re-computations brought about by changing conditions is the key to a
successful network programming. To keep the schedule more up to date and meaningful, it can be done
by hand but is easier and less in cost if it is done with the assistance of computer to have the following
output.
1. The contractor is supplied with time status reports showing the overall status of the project in general
and in particular.
2. The contractor is provided with revised schedules which reflect the actual work conditions and the
project status.
3. The contractor is supplied with cost status reports showing how much money is being disbursed for
what type of expenses.
4. The contractor should be supplied with those reports as frequently as desired or required to maintain
control over the project.
In the Planning Phase, there are five inputs that can be obtained:
3. Cost estimates of the activities for monitoring cost, cash flow requirements
4. Resource estimates
obtained:
e. The Float which refers to the amount of extra time available for an activity.
2. A Bar Chart or a Time Scaled Network (arrow diagram network for the project).
3. A. Resource Analysis showing the number and kind of resources, man power, equipment and others
that are required for each day of the project.
4. A Cash Requirement prediction indicating how much cash to be disbursed for the job and the amount
of money that will be collected as a result of work accomplishment.
2. Revised schedules