Construction Project Management Notes
Construction Project Management Notes
Construction Project Management Notes
SYLLABUS
OBJECTIVES:
MODULE I
Introduction to construction management
Need and importance
Objectives of project management - types of construction management
Introduction to traditional management systems
Role of Project or Construction Managers in the building industry
Project management cycle-planning, scheduling, monitoring and controlling
MODULE II
Introduction to construction scheduling techniques
Bar chart - Gantt chart. - Work break down structure
Network representation
Principles and application of CPM & PERT
SYLLABUS
Module III
Network analysis
CPM network
Development of CPM network
Identification of critical path
Different float computations
PERT Network
Probabilistic time estimates of activities
Analysis of PERT Network
Development of Critical path
Module IV
Expediting the project
Time cost tradeoff – Optimization
Allocation of resources – Resource levelling and smoothing
Project management software packages
References :
1.Srinath, L.S: PERT and CPM Principles and Application
2. Robert B. Hanis: Precedence and Arrow Networking Techniques for Construction
3.Steven James D: Techniques or Construction Network Scheduling.
4.Bhattacharjee,S.K: Fundamentals of PERT/CPM and Project Management
MODULE - I
INTRODUCTION TO PROJECT MANAGEMENT
Project management is accomplished through the use of the processes such as:
• Initiating
• Planning
• Executing
• Controlling
• Closing
Technology deals with material things, management deals with both material
things as well as human beings.
Cost:
It's imperative for both the project manager and the organization to have an
estimated cost when undertaking a project. Budgets will ensure that project is
developed or implemented below a certain cost.
Scope:
Scope looks at the outcome of the project undertaken. This consists of a list
of deliverables, which need to be addressed by the project team.
A successful project manager will know to manage both the scope of the
project and any change in scope which impacts time and cost.
Project management concepts
Quality:
For all these to happen and achieve project success , a project should undergo following
Three stages
1. Planning
2. Scheduling
3. Controlling
DEFINE
Planning
ESTABLISH
• It involves defining objectives of
the project.
DEVELOP
• Listing out tasks or activities that
Steps in planning
must be performed
EVALUATE
• Determining requirements for
men,
• material and machinery.
DETERMINE
• Estimation of costs and activity
duration.
TEST
CHOOSE
DECIDE
Scheduling CALCULATE
Steps in scheduling
• Scheduling is the allocation of
resources. ASSIGN
Steps in controlling
between the schedule and actual MEASURE
perfomance.
A good decision at right time will lead to benefit for the team members
as well for the project.
Methods of planning and programming
The answer to all these questions can be found by using modern project
management techniques
A bar chart does not show the progress of work and hence it can not be used
To review the progress.
For a proper control of the project, information of the progress made at a particular
Instant of time should be available.
This can be done by showing the progress of each activity , by hatched lines
along the corresponding bar of the activity.
Network Diagram
1. Milestone dates
The assessments carried out should be presented in a structured way so the client can decide
whether or not to proceed to the next stage.
They tend to be carried out when a project is large or complex, or where there is some doubt or
controversy regarding the proposed development.
Project Phase:
Basic design phase Detailed design phase Tendering phase Execution phase
• The activity in this phase is carried out by engineering firm or architect. Closure phase
• Preparing design drawings, specifications.
• Preparing tender documents.
Basic design phase Detailed design phase Tendering phase Execution phase
Tendering Phase:
Execution Phase:
• The contractor starts the actual construction after signing the contract document.
• Establishing and enforcing quality assurance programe.
• Conducting regular site visits.
• Establishing the acceptance criteria.
Post Project Phase:
Utilization Phase:
•Client or end user make use of the facility.
• The performance of constructed facility is monitored at regular intervals and maintenance
is performed
Network representation
• The major disadvantages are associated to the lack of a well-built central power for the
project.
• Conflicts occur between functional groups as they struggle for power.
• The response to customer's need become a slow and aggravating process in traditional
approach due to lack of customers' centre of attention.
Time management
• Traditional projects require very large lead time so it has a tendency to fall behind the
timetable.
Restricted Communication:
This goes against more open communication between managers and employees.
Network-Events Activity, Dummy,
The i th event and j th event are tail event and head event
respectively
Merge events and burst events
One or more activites can start and end simultaneously at an event.
Dummy activity
An imaginery activity which does not consume any resource and time is
called dummy activity.
2. The event numbered 1 is the start event and an event with highest
number is the end event. Before an activity can be undertaken, all
activities preceding it must be completed. That is, the activities must
follow a logical sequence (or – inter- relationship) between activities.
5. A network should have only one start event and one end event.
Graphical guidelines for Network
In a network , there should be only one start and one ending event.
Network Rules
The direction of arrows should flow from left to right avoiding mixing of
direction .
Some conventions of
Network diagram
Numbering of events using Fulkerson's rule
Step2 : From event 1, strike off all outgoing activities. This would have
made one or more events as initial events (event which do not have
incoming activities). Number that event as 2.
Step3 : Repeat step 2 for event 2, event 3 and till the end event. The end
event must have the highest number.
Example
Development of Network
Example 1:
Explanation:
The network diagram shows the procedure relationship between the
activities. Activity A (preparation of house plan), has a start event 1 as well as
an ending event 2. Activity B (Construction of house) begins at event 2 and
ends at event 3. The activity B cannot start until activity A has been
completed. Activities C and D cannot begin until activity B has been
completed, but they can be performed simultaneously. Similarly, activities E
and F can start only after completion of activities C and D respectively. Both
activities E and F finish at the end of event 6.
Development of Network
Example 2:
Explanation
The activities C and D have
a common predecessor A.
The network representation
shown in Figure 8.12 (a), (b)
violates the rule that no two
activities can begin and end
at the same events. It
appears as if activity B is a
predecessor of activity C,
which is not the case. To
construct the network in a
logical order, it is necessary
to dummy activity .
Development of Network
Example 3:
Planning for network construction
1. Forward Planning
In this method the planner starts from initial event and builds up the events
And activites logically and sequentially until the end event is reached.
2. Backward Planning
In this method, the planner starts with end event, and arranges the
Events and activities until the initial event is reached.
The planner asks himself if we want to achieve this, what events should
Have taken place.
Planning for network construction
3. Combined Planning:
At any stage the planner may need traverse the network back and
Forth several times until it is found to be satisfactory.
Introduction
• The critical path method (CPM) was created by Du Pont and Spery Rand
corporation in 1957. For applications to industrial situations like
construction, manufacturing, maintenance etc.
• CPM networks are generally used for repetitive type of projects, for these
projects for which fairly accurate estimate of time for completion of each
activity can be made for which cost estimate can be made with fair
degree of accuracy.
SCHEDULING OF ACTIVITES
Definitions
Earliest event time:
The earliest event time (TE) is the earliest time at which an event can occur.
It is the time by which all the activites discharging into the event under
consideration are completed.
SCHEDULING OF ACTIVITES
Step 4 : Repeat the same procedure from step 3 till the end event.
Critical path method (CPM)
SCHEDULING OF ACTIVITES
Step 2 : Latest Time T for the last event is the earliest time. T of the
last event. L E
Step 4 : Repeat the same procedure from step 2 till the start event.
Critical path method (CPM)
Updating,
Resource allocation-
Resource smoothing,
Resource leveling.
Cost analysis
Introduction
The two important components of any activity are the cost and time.
Cost is directly proportional to time and vice versa.
Normal time(tn) : Normal time is the standard time that an estimator would
Usually allow for an activity.
Crash time( tc) : Crash time is the minimum possible time which an activity
Can be completed by employing extra resources.
Crash time is that time, beyond which the activity cannot be shortened by any
Amount of increase in resources.
Normal cost( Cn) : This is direct cost required to complete the activity in
Normal time duration.
Crash cost (Cc) : This is the direct cost corresponding to the completion of
Activity within crash time.
Cost analysis
Cost Slope: Cost slope is the increase in cost per unit of time saved by
crashing. A linear cost curve is shown in Figure
Project Crashing
Example:
From the diagram, we observe that the critical path is 1-2-5 with project duration of
14 days The cost slope for all activities and their rank is calculated
Solution:
Solution:
Updating
Updating
Updating Process
Data required for updating
Steps in process of updating
Steps in process of updating
Updating Cycle
When to update…
Resource Allocation
Resource planning
A resource may be defined as the machine or person who will perform the scope
Of work.
Resource Estimating:
The resource estimates is linked directly to scope of work and bill of materials.
Resource Loading:
• In resource leveling process, the activites are so rescheduled that the maximum
Or peak resources requirement does not cross the limit of available resources.
• The available resources should however not be less than maximum number or
quantity required for any activity of the project.
• In rescheduling , the available floats are first used. If by doing so, the resource
demand is more than available resources, the duration of some activities is increased
so that resource requirement for these activity is decreased.
Resource Leveling
Resource Leveling
Resource Leveling
Resource Leveling
UNIT - 4
POGRAMMING EVALUATION REVIEW TECHNIQUE(PERT)
Hence PERT is used for such projects with a probabilistic method using three
time estimates rather than single estimate.
Example :
An R & D project has a list of tasks to be performed whose time estimates are
given in the, as follows.