Const Manage

8/13/2019 Const Manage

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Three primary objectivesThe simplest way of defining a project as successful is to show thatthree primary objectives have been met. These might possibly becalled the three graces of project management and they are:

__ delivery or completion on or before the date agreed with thecustomer

__ completion within the budgeted cost__ a building that meets the set standards of quality.

The principal parties to most small- to medium-sized constructioncontracts will be the purchaser, or client, and the contractor

The principal stakeholders in this project might be listed as:__ the property developer__ the landowner__ the main contractor__ the local authority__ the bank or financing institution

Another group of stakeholders, just one notch down from theprincipals just listed, would include:.

__ the architect__ subcontractors__ construction workers__ companies taking space in the new shops__ the company operating the car parks.

But there are many more people and organizations that might beaffected in one way or another by this big town-centre development.They include, but are not limited to:

__ local residents in adjacent properties__ estate agents

__ shopkeepers of existing shops whose trade might be affected__ passers-by__ motorists__ potential shoppers__ the emergency services__ companies that will supply goods to the shops__ companies that will provide services to the shops__ shopworkers__ maintenance companies engaged on various service contracts,such as servicing of elevators and lifts, window cleaning andmuch more.The most successful project is the one that satisfies all thestakeholders. That is a very difficult objective that is not always

possible to achieve but, as project managers, we should at least try.

The American industrial engineer Henry Gantt, almost 100 yearsago, devised a planning chart that is very familiar in all kinds ofproject planning nowadays, not least in construction projects. Thecharts are often called Gantt charts, but we can use the more

common name bar chart.

The first thing to do when planning any project is to define it.

Some people like to start their planning by listing all the jobs andthen arranging them later in their timeframe


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3 Tasks should be set out in their logical sequence.4 Interdependencies between tasks should be apparent.5 Tasks with highest priority should be highlighted in some way.6 The plan should be achievable with the resources available, orwhich can be made available.7 The plan must be flexible, so that it can be changed quickly ifthe project scope or objectives are changed.Bar charts go some way towards meeting all these factors but theyhave their deficiencies for all projects except the very tiniest. So thefollowing chapters will examine other planning methods that seek tosatisfy all the factors in this checklist.


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What the network diagram can tell usThere is a lot of information about the small workshop project in the

simple network diagram shown in Figure 3.7. From that diagram wecan learn:__ the earliest possible completion time for the project__ the earliest possible start and finish times for each task__ the latest permissible start and finish times for each task__ that tasks 01, 03, 05, 07, 08, 09, 10, 11, 13, 15, 19, 24 and 25are all on the critical path, with zero float. Any delay infinishing one of these tasks would delay the project finish.The network diagram gives essential information for input to thecomputer. Further, it lets us or the computer concentrate onallocating scarce resources to the tasks that are critical or have theleast float.


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Chapter 4Schedu l ing Project

Resources

Three kinds of project resourceResources can usually be labelled in one of three ways:1 exhaustible2 replaceable3 re-usable.


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Chapter

5Larger and More ComplexPlansWork breakdown structure (WBS)

Large projects such as this are often divided into phases. At leastfive distinct phases can be identified for the UFO shopping mallproject. These are as follows:

__ Phase 1: concept, initial designs and a feasibility study.__ Phase 2: discussions with the planning authorities, banks andother stakeholders leading to some design revisions, financingand planning approval.

__ Phase 3: detailed design and construction of the main structureand all its internal and external services.

__ Phase 4: occupational works carried out by or at the instructionof tenants.

__ Phase 5: operation and maintenance of the finished project.


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Time analysis of the workshop project usingMicrosoft Project 2000Microsoft Project is by far the most popular project managementsoftware in terms of sales and the number of users. Very earlyversions had some flaws but this package is being developedcontinuously and the most serious malfunctions disappeared withthe introduction of Microsoft Project 98. Processing for this part of

the chapter was done using Microsoft Project 2000, and laterversions are available that have even more capability.

Data entryMicrosoft Project 2000 is very user-friendly, especially for all whoare familiar with the usual functions of Microsoft Windows andMicrosoft Office applications. It took only a few minutes to enterthe workshop project data and produce the time analysis reportshown later for the workshop project in Figure 6.1 (p. 76). I gave asimilar project to a group of students as an exercise. Most had nevereven seen Microsoft Project before, but each of them, with verylittle coaching, had the time analysis and a cost report ready in about15 minutes.When the program is opened, a blank bar chart screen appears.

The left-hand side of this Gantt chart view has a few columns intowhich data can be entered directly. So the description for the firsttask can immediately be typed in by selecting the top space in thename column. When you enter this name for the first task you willnotice that the task ID code 1 is automatically assigned and you areprompted to enter the name for the next task, which willautomatically be given 2 as its ID code.

As you enter the name for each task, it is automatically given aduration estimate of one day and a bar appears in the chart sectionof the screen on the right-hand area of the screen. When you haveentered all the task names, you have created a task record in thecomputer database for each of the 25 tasks in this workshop project.

The next step is to check each task duration against the networkdiagram or the task list (Table 6.1) and, where necessary, change the


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default duration of one day to the correct duration. Now the screenon the right-hand side will show all the bars at their correcttimescale lengths, but they will all be shown starting from todays date.The bar chart view isalways called the Ganttchart view in Microsoft

Project.Microsoft Project uses the

American preference ofslack instead of float.Dont worry the twowords mean the samething.

Now you need to enter the network links, so that the computersees the project network pattern. There are at least three ways inwhich this can be done, but I suggest that you select the columnheaded predecessor and, for each task, type in the ID codes of itsimmediately preceding tasks. You can find these ID codes byexamining the network diagram or you can simply look at the tasklist in Table 6.1. As you enter each link, you should notice that the

bars in the right-hand section of the screen start jumping along totheir correct positions.Selecting project from the toolbar allows project information tobe entered, the most important piece of information here being thestart date of the project. Type in the date that you want and checkthat this date then appears as the start of the first task in the Ganttchart view.

Customized reports for the workshop project aftertime analysisMicrosoft Project 2000 allows a great deal of customization. Go tothe view toolbar to select either the Gantt chart or the networkscreen. Customization wizards are available in both the Gantt chartand network views simply by selecting layout from the menu in the

format toolbar. The various functions will soon be discovered withvery little trial and error.In the Gantt chart view it is possible to insert or hide columns inthe table on the left-hand section of the screen. All insertions can bepicked from a browser that drops down in the insertion window.You can make more room for the columns by dragging the verticaldividing line between the table and the chart to the right using themouse.If a row of hatching appears in any box instead of the text thatyou expect, it means that the column is too narrow to accommodateall the text. So you will need to widen the column, which is easilydone in Microsoft Project by clicking on the right-hand vertical ruleof the column and dragging it a little to the right.

The customized version of the workshop project time analysistable shown in Figure 6.1 was produced using the methods justdescribed. You might like to compare the results with the equivalentmanually produced table shown in Table 3.1 (p. 37). Although wenow have calendar dates instead of day numbers, you will notice thatthe free float and total float results agree.


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Risk Management1 Risks most likely to occur at the start of the project.

2 Risks most likely to occur during the execution of the project.3 Risks that can affect the final stages of a project, particularlyduring commissioning.


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4 Risks occurring during the initial period of project operation,after handover to the customer.5 Risks that can occur at any time in the project.

Common senseWhen ranking risks in order of priority, although FMEA and

FMECA methods can help, they are not essential. Plain commonsense must be the real guide.So, to sum up what we have done so far towards developing ourrisk strategy, we have:

__ used brainstorming to list all possible and impossible risks__ edited the list obtained from brainstorming to remove the mostbizarre ideas

__ sorted the remaining risk possibilities so that those needingmost attention are moved to the top of the list.

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