1

Course Name Candidate Name

Course Title Reg" No" Assignment No" &ate o' &is(atch

Module 56/ PGPPM Ashar Milind Mahesh Rashmi

Projects Planning Control

3 !

21#$#3$31$%1#!$2123 PGPM 22 1)th *e+ruar, 2#11

-ntroduction to Project Management

Each project has a predetermined duration with a definite beginning and an identifiable end; its starting point is the time when the client, and its end marks conceive the idea the time when the mission is accomplished. The time span between the start and completion of a project represents the project life cycle, which varies from few months to few years. Although construction projects differ in many ways, the life span of a project follows a similar pattern. After conception there is a gradual build-up in the use of resources, it is followed by a longduration plateau and towards the end, there is a rapid run-down till completion. The life cycle of a typical construction project can be broadly divided into the following stages. .a/ *ormulation stage this includes !roject idea conception "easibility studies #nvestment appraisal !roject definition

.+/ Mo+ili0ation stage this covers preparation of !roject preliminary plan $esigns and drawings %pecifications and contract finali&ation 'esources mobili&ation and earmarking fund.

.c/ Construction stage this includes !lanning and controlling e(ecution #nducting resources )onstruction and commissioning "inal handling over to the client

Project Identification :
)onstruction of a new international cricket facility outside a mega city. #t should have the following facilities1. 2. 3. #. Capacity of spectators- 80,000 Play facility for- Day & Night play. 6 directional .!. ca"era platfor"s. $afety of players fro" the spectators.

%. 6.

Pa&ilion for !.'.P (ith a seating capacity for 300. )de*+ate par,ing space for all.

Time available- *+ months inclusive of monsoon. ,ther details- )ost of construction is to be recovered in - years. The average cost per ticket will be 's*../- 0 there will be 1 matches per season. 2ote- all figures taken for calculations are based on assumptions e(cept those provided. All conditions are also assumed regarding the project e(ecution 0 nature of work. )alculation of appro(imate projected revenue to be earned by the stadium in a period of - years)apacity of spectators 3e(cluding 4.#.! seats5 )apacity for 4.#.! pavilion Assumed total capacity8 6.,... 7.. 6.,7..

Assumed cost (er tic1et$

*. 9. Average cost per ticket for spectators- 's*../Average cost per ticket for 4.#.! seats- 's9../-

Assumed revenue of the stadium per match #t is assumed that the stadium will not always be packed to capacity. %o we will take an average of the tickets e(pected to be sold.

A2erage ca(acit, co2ered 'or ! matches (er season 'or s(ectators$

*st :atch9nd :atch7rd :atch1th :atchTherefore- Average seats filled for spectators8 3*..<6.<+.<-.5 =18>9.-; or say >7;. *..; of total capacity. 6.; of total capacity. +.; of total capacity. -.; of total capacity.

A2erage ca(acit, co2ered 'or ! matches (er season 'or 3"-"P (a2ilion$
*st :atch9nd :atch7rd :atch1th :atch*..; of total capacity. *..; of total capacity. 6.; of total capacity. >-; of total capacity.

Therefore- Average seats filled for the 4.#.! pavilion83*..<*..<6.<>-5=1866.>-; or say 6?;. @ased on the above assumed data the revenue e(pected per match is-

8 A3>7; ( 6.,...5 ( 's*../-B < A36?; ( 7..5 ( 's9../-B 8 's-6, ?7,1../- per match. Assumed revenue e(pected per season'evenue e(pected8 1 matches per season ( 's-6, ?7,1../8 's9, 7-, >7,+../Assumed revenue e(pected in a - year period'evenue8 - years ( 's9, 7-, >7,+../8 's**, >6, +6,.../%ince the cost of construction is to be recovered in five years based on the above given assumptions which have been considered taking a pessimistic point of view that all the seats in the stadium will not always be booked to capacity so the entire cost of the project should not e(ceed the derived value of revenue recoverable within a period of five years. Therefore the total cost of construction should not e(ceed 's**, >6, +6,.../- 0 for this period the maintenance cost should be &ero. The technical aspects of the construction design; planning 0 e(ecution should keep in mind the above figure so that the ultimate cost should be within this limit.

*4A5A6-7-T8 5T9&-45
The major construction projects are undertaken to meet the particular needs of a client. Cenerally, a client is well informed and clear about what he needs, but sometimes what he thinks he wants and what he really needs may actually be different. The first step in the development of a project is to analy&e the needs of the client. This reDuires a critical e(amination of the needs through feasibility studies. The feasibility study evaluates project potential by e(amining technical feasibility, economic viability and financial implications. The subject to be covered in the feasibility report of a construction project will depend upon the purpose of the report and the nature of the project. "or e(ample, the feasibility report of an industrial project may include the following aspects *. 9. 7. !roposed product features. $emand survey it includes prospective customers, consumption pattern, e(isting market, government policy, demand forecast and sale potential. Technical studies These cover production process selection, construction methodology, location study, power and local resources availability, means of transportation, scope of work, wastage disposal arrangement, construction cost estimates, preliminary time plan,

resource forecasts, outline project organi&ation, and statement of project time and cost objectives. 1. -. +. "inancial implications #t contains sales forecast, project budget, capital costs, profitability trend, payback period, net present worth, cash flow forecast, and sources of financing. Economic viability #t highlights social implications and cost benefit analysis. %ummary of recommendations.

The feasibility report, if found favorable, is followed up with investment appraisal. The purpose of appraisal is to conduct an objective assessment for investment decision. #t involves critical e(amination of the techno-economic analysis of feasibility findings, with particular reference to E $emand analysis E Technical specifications feasibility E %trength, weaknesses, opportunity and threat 3%F,T5 analysis E Environments implications E "inancial analysis E Economic analysis Appraisal of feasibility stage enables a client to a5 c5 $ecide on the project concept, time and costs; Appoint key persons like construction project manager or project coordinator, to act as his representatives; and d5 2ominate specialist-associated agencies such as the architect, designer and consultants, as per the reDuirements. $epending upon the nature and comple(ity of the project, the following may assist client in making decisions. a5 )lient representative these include the prospective project manager or his nominee and the related officials. b5 %pecialist these include the architects, engineers, planners, and finance management consultants. c5 )oncerned officials of administration and technical departments. b5 ,utline the approach needed to taking the project;

The process of formulation of needs, collection of information, critical e(amination concept and re-e(amination of needs, may have to be repeated several times over before a project inception finally takes shape. "inally, the feasibility studies and its appraisal lead to the definition of the following aspects relating to the project @road scope of work involved. !roject objectives. ,utline e(ecution methodology.

!reliminary time plan. 'esource forecasts. )ash flow pattern and sources of funding. ,utline organi&ation. !otential risks and problem areas.

Mo+ili0ation or Pre(aration 5tage

The mobili&ation stage aims at processing the project preliminaries so as to enable the commencement of the construction stage. This is achieved by the following a5 )ompiling detailed design and drawings, specifications, and bills of Duantities, so as to complete all the documents necessary for contracting works. b5 !lanning project e(ecution. This includes the work programme, manpower plan, materials plan, plant and machinery utili&ation plan, work-organi&ation and mobili&ation plan, and project budget or cost plan. This process also continues during the construction stage. c5 Tendering and appointing contracts, especially those needed for commencement of the work, The composition of the team to prepare for commencement of the project depends upon many factors such as si&e and nature of the project, project characteristics, and the time and cost objectives. This team is lead by the project manager designate and, the project chief planner coordinates its works. The other participants of the team include the following a5 c5 e5 Architect and design engineers. Tendering staff, like the contracts managers and Duantity surveyors. %elected manager and the connected officials.

b5 )onstruction engineers from G4A), civil, mechanical or electrical branches. d5 %pecialistHs consultants, such as the town planners, geologists, and the environmentalists.

#n this preparation stage, the project manager, assisted by the chief project planner, performs the key functions. These include, but are not limited to, the following a5 !articipate in the finali&ation of design, drawings and specifications so as to formulate construction methodology. b5 !repare project e(ecution preliminary plan and formulate the schedule for processing various contracts. c5 Advise the client on an early purchase of the items of plant and eDuipment needing a long lead-time for procurement. d5 Evolve the pre-tender construction plan for each tender package. e5 f5 %crutini&e the tender packages, including drawings and specifications, so as to minimi&e the discrepancies. )onduct the pre-tender briefing to contractors to ensure that the bidders understand the tender

documents and the work involved in each tender. g5 Evaluate project costs and compile project budget including preliminary allocations for the various heads of e(penditures. h5 )ompile a project directive covering the scope of work, work plan, organi&ation, and the policies and procedures for implementing the project.

4:ecution 5tage
:ost of the construction projects are e(ecuted through the contract system. The contract documents define the contracted scope of the work of each contractor. They also provide the contractual relationship between the construction manager of the contractors and the project manager. The contract agreement is based on mutual trust between the contracting parties, both of whom have their share of responsibilities and obligations. #n this process, disagreements sometimes arise. These may be on account of deviations in the scope of work and other factors like time delays, inflation and unforeseen circumstances. )ontract provisions do provide a mechanism for the settlement of such disputes through arbitration. )onstruction at the site of the contracted projects is supervised and carried out by two separate agencies. These are the client team led by the project manager, and the contractor workforce managed by his construction manager. @oth teams have the common goal of completing the project in time within specified costs and Duality specification. Gowever, their roles differ. #t is the project manager who plays the dominant role. Ge represents the client and acts as the boss at site. Ge ensures smooth functioning at site and makes decisions when theI site faces problems. Ge manages the entire construction process so as to achieve the assigned project objectives. Ge manages the contractors employed at site, and the site activities, with the help of his supervisory team that reports to him for decisions; it is he who is accountable to the client for the construction of the project. The main functions of this constructions supervision team can be outlined as follows. *. 9. 7. 1. -. +. >. 6. %crutini&e the contract documents to ensure that all amendments are incorporated into the drawings, specifications and bill of Duantities held at site. %crutini&e the contractorJs plan of work, the mobili&ation plan, the construction and the Duality control measures to ensure that they are in order. %crutini&e the pre-work preparation of work to ensure a smooth start of construction activities %crutini&e the work programmes to ensure that they are realistic, and monitor their progress regularly. %crutini&e the Duality of materials to ensure that they meet the contract specifications and also report any deviations. %crutini&e the geotechnical investigations conducted by the contractor to ensure the adeDuacy of design parameters. %crutini&e the fieldwork regularly to ensure proper layouts, work conformity as per drawings and specifications, and good standards of workmanship. %crutini&e the safety measures and working conditions to ensure healthy environments and prevention of accidents. procedures

?.

Gold review meetings to monitor progress, communicate observations, resolve problems and plan future works.

*.. %crutini&e the payment of monthly bills of contractor to ensure correctness. **. E(ercise cost control and cost reduction measures. *9. :aintain project records, monitor the progress and submit management information reports at the predetermined freDuency. *7. 'eport immediately to the project manager ale cases amounting to breach of contract, nonadherence to specifications, slow progress and lack of co-operation. *1. Take over the project on completion, as per the contract stipulations. The completion of the construction phase of the project includes certain follow-up actions necessary to ensure that the facility constructed functions satisfactorily. These are as follows. a5 The post-completion maintenance is usually entrusted to an agency familiar with the construction. #n most cases, the contractor responsible for construction is given this responsibility one year after completion; and this aspect is included in the scope of work of the contractor, b5 A proper record of the operating instructions and as-built drawings is maintained. c5 The staff and workers necessary for operating and maintaining the facility are trained prior to its taking over. d5 The site is cleared of the left-outs of the construction and unwanted materials. e5 The client fully safeguards his interests prior to rendering the completion certificate to the contractor, and also before making the final payments. After completion by the contractor, it is the project team of the client that hands over the project to him. The team also prepares a project completion report which includes the scope and schedule of work, the important events, the contract e(ecuted, the addresses of the suppliers of materials and eDuipment, the eDuipment maintenance manual, the as-built drawings, the costs involved, the problems encountered during e(ecution, the lessons learned and the minor defects noticed at the time of handing over e(amines present project details.

Project Management *unctions

The overall aim of the management in an enterprise is to create within the enterprise, an environment that will facilitate the accompli-shment of its objectives. #n doing this, a certain functions. Although the development of a theory and from disagreement among scholars and managers, a general pattern of functions which management has to perform, has emerged. Traditionally, ions are grouped under si( headings, namely planning, organi&ing, staffing, and common to all these functions is the function of coordination. These functional areas, with some adjustments on account of the special characteristics of construction projects, are eDually applicable in project management. The project

management fractionK of planning, organi&ing, procuring, leading and controlling are outlined below

Planning; !lanning involves deciding in advance what is to be done, how and in what order it is to be
done in order to achieve the objectives !lanning aims at deciding upon the future course of action. A plan shows the committed course of action. %chedule depicts when the planned activities are to be carried, it puts the plan on calendar date scale. #n brief, planning and scheduling involves the following Crystalli-ing o./ecti&es. a5 )ollecting and synthesi&ing information. b5 $eveloping alternative courses of action within specified constraints. c5 )omparing alternatives in terms of objectives feasibility and conseDuences. d5 %electing and scheduling the optimum course of action. e5 Establishing policies, procedures, methods, schedules, programmers, systems, standards and budgets for accomplishing project objectives.

<rgani0ing; ,rgani&ing is the process of establishing a structural relationship among functions of

people, so as to formulate effective machinery for streamlining the achievement of assigned objectives. ,rgani&ing involves the following main tasks a5 $ividing the work into component activities. b5 $esigning job structures. c5 $efining performance targets and responsibilities. d5 Allocating resources. e5 $elegating authority commensurate with responsibility. f5 Establishing structural relationship to secure coordination.

Procuring; it implies managing and keeping manned, the positions created by organi&ation structure
and providing them the right Duality resources at the right time. These resources include people, materials, machinery and money. The connected project management tasks include the following a5 !reparing resource procurement schedules. b5 $eveloping specifications for reDuired resources. c5 $eciding appropriate sources of procurement. d5 @udgeting resources and arranging approvals and purchases. e5 f5 !reventing wastage during resource holding at site. %upplying on time reDuired Duality and Duantity of resources to project construction sites.

&irecting or 7eading; #t involves influencing people so as to enable them to contribute to

organi&ational goals efficiently and effectively. $irection implies the following tasks a5 !roviding effective leadership. b5:otivating participantHs behavior. c5 )ommunicating instructions and orders.

d5!roviding a suitable climate for subordinatesJ development.

Controlling; )ontrolling involves monitoring of the performance and applying corrective measures in
case of deviations from the plan. The process of control can be sub-divided into the following stages a5 c5 e5 %pecifying the factors to be controlled. Evolving systems for generating performance data, Applying corrective measures put a plan on the scheduled path. b5 %tating the methods of measuring control factors. d5 :onitoring data received and formulating corrective options. f5 !replanning, when necessary.

Project Management <rgani0ation and 5ta''ing

$epending upon the nature of project and the corporate policy, the project management organi&ation pattern can vary from highly centrali&ed factional organi&ation to a dedicated project team with fully decentrali&ed authority. The matri( organi&ation of project management lies in-between these two e(treme organi&ational concepts. A typical :atri( structure of project organi&ation is shown below. The matri( structure is viewed as a temporary organi&ation having human and non-human resources with reduced vertical hierarchy so as to respond speedily in a changing comple( situation for achieving the specified performance objectives. The managers in a project team are its key personnel. They are drawn from their parent departments and are %pecialists in their field. They charged with the responsibility of their respective areas of activity. #n this way, commutation and coordination between top management and project management is improved. "ollowing are the advantages of the matri( structure a5 #t has a single project manager accountable or the whole project. The project management, working as a team, performs tie bane management functions of planning, organi&ing, staffing, directing, controlling and coordinating the project work. b5 All managers owe their allegiance to the project manager, and not to their parent departmental heads. c5 !ersonal commitment to objectives is the key no of matri( organi&ation. #t provides a climate for motivation, effectiveness and personal development. d5 The specialist staff is employed effectively. The matri( organi&ation balances their conflicting objectives by reducing the communication gap. e5 f5 The top management is freed from making routine decisions, as the decision-making machinery forms an integral part of the matri( structure. #t provides enough fle(ibility to meet uncertain arid changing situations by establishing a project planning and control system at site to monitor the input flow of resources and the performance output.

Gowever, if not properly conceived and directed, the matri( organi&ation-can result in increased conflicts, lack of coordination, low productivity, and enhanced costs.

Construction Project Management

Matri: <rgani0ation construction com(an, cor(orate o''ice Management 5er2ices Planning Managem ent 5tructural 4ngineeri ng Project director

<ther 'unctions 4lec Contracts Mech Administrat 4ngineeri ion

*unctional Re(resentati2es 'r om Parent &e(ar tments Project A Project Manag er Planni ng Manag er Planni ng Manag er Planni ng Manag er Technic al Manag er Techni cal Manag er Technic al Manag er 5er2ice s Manag er 5er2ice s Manag er 5er2ice s Manag er Contra ct Manag er Contra ct Manag er Contra ct Manag er

Project 6 Project Manag er

Project C

Project Manag er

The construction planning process is stimulated through a study of project documents. These documents includeLbut are not limited toLthe available technical and commercial studies and investigations, designs and drawings, estimate of Duantities, construction method statements, project planning data, contract documents, site conditions, working regulations, market survey, local resources, project environment and the clientJs organi&ation. The planning process takes into account the strengths and weaknesses of the organi&ation as well as the anticipated opportunities and risks. !lanning follows a systematic approach. 4arious planning techniDues are employed to systemati&e and transform the mental thought process into a concrete project plan. Cenerally, the following steps are involved in planning for a project a5 $efine the scope of work to be performed. resources needed activity-wise. c5 !reparing the logic or network diagram3s5 to establish a relationship among activities, and integrating these diagram3s5 to develop the project network or model. d5 Analy&ing the project network or model to determine project duration, and identifying critical and non-critical activities. b5 #dentifying the activities involved, and assessing the appro(imate Duantities of physical

e5 f5

E(ploring trade-off between time and cost to arrive at the optimal time and costs for completing the project. E(ploring work options within specified time and resource constraints, and deciding on the project-work schedule,

g5 Establishing standards for planning and controlling men, materials, eDuipment, costs and income of each work package. h5 i5 j5 "orecasting input resources, production costs and the value of the work done. Assigning physical resources like men, materials and eDuipment activity-wise, and allocating these to the organi&ational units earmarked for e(ecution. "orecasting the project budget and budget allocations for achieving targets assigned to each organi&ational unit, k5 $esigning a control system for the organi&ation. l5 $eveloping the resources, time, and cost control methodology. m5 Evolving an information communication system n5 )omputeri&ing the planning and control system.

Project =or1 6rea1do>n

The project work breakdown process involves splitting of the project works into its manageable constituents arranged in a hierarchical order till the desired level. The work-breakdown levels are categori&ed into sub-projects, tasks, work packages, activities and operations. These levels depend upon the plan type, the nature and comple(ity of the project and the e(pected degree of control. The work-breakdown levels for various types of plans are given in "igure .#t may be noted that the levels classification is a broad concept and, at times, overlapping of levels may become unavoidable.

=or1$+rea1do>n 7e2els

)orporate :anagementMMMM%ummary planM%ub-project !roject :anagementMMMM..!roject:aster!lanMTasks/work !ackage :anagerial NevelsMMMM.Task/)ontract !lanMMM..Fork !ackages %upervisor NevelMMM..Ouarterly/:onthlyFork!rogrammeMActivity The breaking down of a task/work package into its constituent activities reDuires a study of the methodology of e(ecution of the work package. Cenerally, known by the term method statement, this methodology is evolved by the planning engineer on the basis of his construction e(perience and discussions with the respective project engineers. )onstruction projects are best managed by work packages, which, in turn, are best planned and monitored by activities. A project planner uses activity as the common database for planning projects. Activity duration forms the basis for time planning and scheduling of project work. The

inputs of labour, materials and machinery needed for e(ecution each activity enable preparation of resources forecasts. The activity sale price is used to determine income and cash flow forecasts. The activity base is vital for monitoring progress of the project work.

PR<?4CT C<NTR<7 PR<C455

The project plan indicates the path charted to achieve the objectives of the project. $uring the implementation stage, the project control system aims at ensuring the e(ecution of work as per the planned schedule and the application of necessary corrective measures, including re-planning, to achieve the project objectives. Even with the best of efforts, the probability of e(ecution of a project e(actly as per the original plan is negligible because the project implementation may undergo unpredictable resource problems and unforeseen time delays These unforeseen factors demand constant vigilance and, from time to time, decisions have to be made for the smooth progressing of the project work. Nike the guidance system of a missile, an effective control system corrects all deviations from the planned path. !lanning and controlling, therefore, are inseparable. )ontrol involves organi&ing the control responsibility centers, designing accounting and monitoring methodology, codifying data and developing the information systems so as to makedecisions speedily. #t also includes identifying the problem areas, making risk-taking decisions to tackle the problem, organi&ing and directing resources needed to carry out these decisions, and measuring the results of these decisions against targeted e(pectations through organi&ed and systematic feedback. An efficient control system improves productivity of men and materials, economi&es employment of resources, enables understanding of time and cost behaviors, provides yard sticks for measuring performances, generates information for updating resource planning and costing norms, prevents pilferage and frauds and assists in formulating bonus or incentives schemes for motivating the people. The project control system covered in this book deals with the project control methodology; controlling the productivity, cost and time; developing the codification system, aim, finally, computeri&ing the project management information system.

PR<?4CT =<R@$6R4A@&<=N 743475

The project work-breakdown process involves breaking down of the project work into manageable parts arranged in a hierarchical order till the desired level is reached. The work-breakdown levels are broadly categori&ed into five levels. These levels, arranged in a descending hierarchical order are given here %ub-project level Task level Fork-package level Activity level ,perations level

Each level has certain features associated with it however, it may be noted that level categori&ation is a broad concept and at times their overlapping may become unavoidable. The work breakdown structure of a project forms the basis for listing of activities modification of systems, sorting data by hierarchy levels, structuring of work organi&ation and managing similarscope multi-projects.

5u+$(rojects 7e2el
$ividing the project work into independent large-volume mini projects or task groups derives sub-projects. "or instance, in a housing project, each group of major works, which can progress in a systematic manner, without interference from other works, can be termed as a sub-project. The number of sub-projects in a project varies with the nature of the project. Each sub-project comprises one or more substantial work tasks. The sub-project level aids in identifying tasks.

Tas1s 7e2el
The project or sub-project work can be split up into various tasks. A task is an identifiable and deliverable major work. #t is an entity in itself and can be performed without much interference from other tasks. A task is supported by its design package. Each task is assigned time and cost objectives and is provided with planned resources for accomplishing the task objectives. The task e(ecution is entrusted to a task responsibility unit, headed by a manager or a senior engineer. Task level is used in the project-summary plan, the design-preparation plan and the contracttendering plan.

=or1$(ac1ages 7e2el
A project task can be further subdivided into one or more -work packages. Each work package contains a si&eable, identifiable, measurable, costable and controllable package of work. #n the project master plan or the contracted works-control plan, each work package is assigneeP #ts performance objectives. These are generally stated in terms of its completion period, standard cost, resourceproductivity standards and the standard sale price. The measure of performance thus, gets closely linked with the e(ecution of its work packages. Fork packages form a common base for linking the key functions in project management. The work-package concept leads to the simple-management theory of managing, designing, estimating, planning, organi&ing, directing, communicating and controlling, using these work packages as the base lines.

Acti2it, 7e2el
A work package can further be broken down into various identifiable jobs, operations and processes, which consume time and possibly, other resources and are necessary for its completion. Each one of this is called an activity. As an e(ample, the various activities involved in the construction of foundation of a residential building are listed. The breaking down of a work package into its constituent activities reDuires a study of the

methodology of e(ecution of the work package. This methodology, generally known by the term method statement, is evolved by the concerned planning engineer using his construction e(perience and through his discussions with the respective project engineers.

<(erations 7e2el
An activity comprises one or more operations. Each operation contains a part of the work content of the activity. #t generally has a particular type or a fi(ed group of resources associated with it. #t is performed during the scheduled time duration of the activity. %ome operations may start with the commencement of the activity, while others may take place during its time duration. #n some situations, performance periods of operations may overlap. ,perations are not considered during the network modeling and analysis stage e(cept that the sum of the costs of operations eDuals the activity cost. They form the basis for allocation and scheduling of resources of each activity. A project planner uses activity as the common database for project planning. The activity duration forms the basis for time planning and scheduling of project work. $etailed information about resources such as men, materials and machinery needed for e(ecution of each activity enables the preparation of resource forecasts. The activity sale price is used to determine the income; and cash-flow forecasts. The activity base is vital for monitoring the progress of the project work. The project will be phased into the following levels*. 9. 7. 1. -. +. >. 6. ?. "oundation Fork. %uperstructure-Callery-* %uperstructure-Callery-9 %uperstructure-Callery-7 %anitary 0 !lumbing works. %teel fabrication works. Food 0 aluminum works. Electrical works. !ainting works.

*.. )ommissioning of the facility.

=or1 6rea1$do>n methodolog, $

1"

"irst !hase- The foundation work will proceed from the commencement of the project after the site infrastructure has been made ready. #n this phase only foundation work will proceed after layout has been given.

2"

%econd !hase- #n the second phase the superstructure for gallery one will start. There will be no other work in this phase other than the completion of the superstructure with provision for concealed wiring.

3"

Third !hase- #n the third phase the construction for the superstructure of gallery two will start. $uring this period brickwork 0 plastering work will start for superstructure one along with provisions for concealed wiring 0 sanitary lines.

!"

"ourth !hase- #n this phase the superstructure work for gallery three will start along with brickwork 0 plastering for gallery two. )oncealed wiring conduits to be laid in superstructure three 0 concealed wiring 0 sanitary provisions in superstructure two. Food, aluminum 0 steel fabrication works to start in gallery one.

5"

"ifth !hase- #n this phase the brickwork 0 plaster to start in gallery three. Electrical 0 sanitary lines which are concealed to be placed in gallery three. Food, aluminum 0 steel fabrication works to be done in gallery three.

6"

%i(th !hase- #n this phase wood, aluminum 0 steel fabrication works to be done in gallery three. Electrical wiring to be done in gallery one 0 gallery two.

A"

%eventh !hase- #n this phase the electrical wiring to be done in gallery two 0 painting work internal to be done in gallery one 0 two.

%"

Eight !hase- #n this phase painting work to be done in gallery three while electrical 0 sanitary fitting to be fi(ed into position in gallery one 0 two.

)"

2inth !hase- #n this phase painting to be done on all e(ternal surfaces while electrical 0 sanitary fittings will be fi(ed in gallery three levels. All e(ternal connections of electrical 0 sanitary lines are to be connected in this phase. All glass fittings also to be done during this phase.

1#" Tenth !hase- There will be commissioning of the entire facility during this phase 0 any
corrections that need to be made will be done during this period. All lines electrical 0 sanitary are to be checked for its performance. Any defects detected during this will have to be corrected. After satisfactory performance of all the utilities will certificate will be provided for the facility to be put to use.

A55455-NG ACT-3-T8 &9RAT-<N Conce(t

$uration of an activity is defined as the e(pected economical transaction time. The estimation of this time is based upon the current practices carried out in an organi&ed manner under the normal prevailing conditions, and the person responsible for its performance does its assessment preferably. This definition of activity duration implies the following

&uration is transaction time; The transaction time of an activity is the time taken to change from
one state to the ne(t within the system. #n other words, duration is the time delay incurred in moving from one event to its succeeding event.

&uration is assessed; Cenerally, the smaller the level of details of an activity, the better the
assessment of its duration. #n the long run, during the progress of a project, the minor plus and minus variations in activity duration tend to get adjusted. #t may be noted that duration is only an assessment. #t may differ with the actual time, which an activity may take for its transaction. #f necessary, the activity could be work studied to determine the standard time of e(ecution. The methods used for assessment of the duration are one-time and three-time estimates.

&uration is economical transaction time; The assessment of e(pected time should be based on
the moat economical method of e(ecution of activity under the prevailing working conditions by using the available or earmarked resources. )onsider a job involving -. cubic metre of manual e(cavation over an area of *- ( + m. #t is possible to organi&e work by employing *6 men for one day in two shifts, or three men for five days; or four men for four days to complete this task. #f each man is paid 's*.. per day, and assuming that tools reDuired for digging are brought by the workers, the time for completion of e(cavation and the corresponding labour costs for this activity can be tabulated as follows L )ompletion Time $ays * 9 7 1 *6 *6.. 6 1 *+.. *-.. *+.. :anpower Employed )ost 3Q5

The duration for this activity corresponding to the least cost of e(ecution 3's*-..5 should be taken as three days. #t may be noted that the duration of an activity is correlated with time and its cost. The time and cost at the least cost point in termed as normal time and normal cost of the activity.

&uration is estimated in terms o' (redetermined units o' time; The unit of time can be a
month, a week, a day or even an hour. The unit considered depends upon the plan type. The guidelines given below may be adapted for selecting the unit of time for assessment of duration of activities in the following 3i5 !roject %ummary %chedule 3ii5 !roject :aster %chedule 3iii5 $etailed Fork !rogramme :onths or weeks Feeks $ays or hours

The following conversion factors may be used for converting from one unit to another. 3i5 Forking hours in a day 3ii5 Forking days in a week 3iii5 Feeks in a year 6 hours - or + days -9 weeks

All acti2ities in the net>or1 or schedule use same unit o' time; The duration assessed in
weeks include weekly holidays but e(clude other holidays and non-productive period. "urther, the seasonal and weather uncertainties are not considered; these are taken care of during scheduling stage. ,vertime is not considered unless it is a standard practice. The assessed duration estimate is e(pressed in terms of unit of time, in the nearest whole number.

&uration estimation is +ased on current (ractices; This implies that the estimation is based on
the present knowledge of the method of transaction in an economical way; it may undergo a change with the passage of time or with improved techniDues.

&uration estimation is +ased on >or1 +eing carried out under normal (re2ailing site conditions; This implies that estimation is based on the method of work under normal working
conditions at the site using economical resources. Adjustments for time delaying factors like rainy season and bad weather are considered at the time of scheduling of work and resource

&uration estimation methods (resu((ose that acti2it, is (er'ormed in an organi0ed manner; Forking in an organi&ed manner implies breaking down the activity into elements, matching
optimum resources for each element, laying down a systematic method of e(ecution, and specifying objectives and responsibilities so that the task is performed efficiently and enthusiastically.

&uration is assessed (re'era+l, +, the (erson res(onsi+le 'or its (er'ormance; This makes
the duration estimate realistic and meaningful.

ACT-3-T8 C<5T5 AN& 4ARN4& 3A794

#n general, the cost implies e(penditure incurred in monetary terms by a person or an agency to acDuire a product or a service, or to accomplish an objective for a given product, the e(penditure incurred or the money spent by the customer to acDuire it, the manufacturer to produce it and the retailer to sell it, is not the same. The cost of an item is related to the purpose for which it is incurred; it varies when it passes through various agencies. "or e(ample, suppose a customer purchases an apartment from a realtor for one million R.%. dollars. The total money paid by the realtor to acDuire it from the builder is Q?-.,..., while the production cost incurred by the builder for the land and construction is R.%. Q6-.,.... #n each case, the cost is related to the specific purpose or activity for which it is incurred, and the cost associated for accomplishment of each activity becomes its cost objective. #n other words, the cost objective represents the cost which a person or agency has decided to pay for fulfillment of a specific purpose. #n particular, the term cost, stands for the production cost. The cost classification varies with the purpose. #n general, the activity costs can be classified as follows. )ost !urpose *. Estimating costs )ost )lassification $irect and indirect costs

9. Accounting costs

!roduction cost and earned 3sales5 value.

The above cost terms are outlined in the following paragraphs.

Acti2it, direct cost; This is the cost that can be traced in full with the e(ecution of a
specific activity. #t consists of costs of direct materials, direct labour, direct eDuipment and other direct costs. "or e(ample, in the activity of roof concreting, the following direct costs would be involved. ype of Costs $irect materials $irect labour $irect eDuipment $irect other e(penses 'te"s of Costs )ost of concrete and steel )ost of labour employed )ost of eDuipment hired for placing ready mi( )oncrete "ormwork hiring and repair charges

Acti2it, indirect cost; This is the cost that is incurred while performing an activity, but
cannot be traced directly to its e(ecution. #n other words, all costs other than the direct ones fall in this category. These represent the apportioned share of supervision, general and administration costs, and are commonly referred to as overheads. Cenerally, the overheads charged to an activity are e(pressed as a percentage if its direct costs. Activity production cost this cost is the sum of direct cost and its apportioned indirect cost. #t is built up as follows.

Acti2it, (roduction cost; This cost is the sum of direct cost and its apportioned indirect cost. #t is
build up as follows. )ost Elements *. 9. 7. 1. -. +. $irect material costs $irect labour costs $irect eDuipment and other e(penses $irect costs 3A < @ < )5 #ndirect costs !roduction cost 3$ < E5 Amount A @ ) $ E "

Acti2it, contract 2alue; #t is the contract value of the work done. #t is the amount, which the client
has agreed to pay for the satisfactorily completed works,

Net>or1 4lements
The two basic elements used in a network are activity and event. #n addition, where necessary, many activities are introduced to maintain logic. Acti2it, A project can be broken down into various operations and processes necessary its completion. Each of these operations or processes, which consume time and possibly, sources, is called an activity. AcDuiring land, fi(ing steel, collecting materials, building a ill, constructing a roof and curing the concrete are e(amples of some of the common activities in a building construction project. The activities are represented by arrows pointing in the forward direction. The tail of the row

depicts the commencement of an activity and the arrowhead, its termination. The various ways by which the arrow of an activity JAJ can be drawn are A 9 A 9 A 9

A 9 @ 9

A 9

2otes *, The description of an activity is written above the arrow and its duration in the middle underneath. An activity involving e(cavation, and needing two units of time for its completion, would be shown as E(cavation 9 9. The length of the arrow is not drawn to scale. As far as possible, the arrow should be sufficiently long so that the description of the activity could be written over it. 7. Arrows are neither curved nor are they drawn in reverse direction.

Net>or1 o' Acti2ities and their Res(ecti2e &urationB

A 3

*
C

A 9 ) 9

$ * G " 9

E 7

The network logic shows that; activities A, @ and ) start at the same time; $ follows the completion of A and @ E starts after ) and $ are completed; and, " follows ). The project over when E and " are completed. The points to note are; 3a5 The activities A and 7 are concurrent 3see "igs 1.9 and 1.75. To enable their description by event numbers, the dummy activity JCJ has been used.

Correct Re(resentation o' Concurrent Acti2ities

A C

-ncorrect Re(resentation o' Concurrent Acti2ities

A

!art of 2etwork %howing that " "ollows ), and E %tarts after completion of ) and $. The $ummy Activity G !rovides The Nogic Nink.
$ * G ) 9 E 7 " 9

CPM N4T=<R@ M<&477-NG AN& ANA785-5 PR<C4&9R4;

An e(perienced planner can develop the )!: sub network of a sub-project or a task, working straight from its work-breakdown structure or task matri(. Gowever, for a beginner, a step-wise approach can systemati&e modeling and time analysis of network. This step-by-step procedure involves defining the scope of network, listing activities, developing logic diagram, structuringJ artwork, incorporating activity durations, numbering events and computing the critical path. #t is emphasi&ed that the network should be drawn after the construction methodology is finali&ed. Accordingly, one should focus on the procedure of modeling and analysis network illustrated in the following paragraphs, rather than debate the method of construction.

&e'ining the 5co(e o' Net>or1

"rom its conception to its evolution and completion, a project has innumerable activities associated with it, but it is not necessary to include all of them in the network. "or e(ample, a network drawn for systematic e(ecution of contracted work need not include the pre-contract planning and designing activities. The first step in network modeling, therefore, is to

define the scope of the network by fi(ing start and end events, stating suitable assumptions and laying own constraints. .a/ 5tart and end e2ents; these define the e(tent of the network. The contract period of a contracted work commences from the time of handing over of site to the contractor; this can be taken as the start event. The clearance of site after completion of work is generally the last activity of a contract; its completion becomes the end event. "or the major multi-project networks, there may be more than one start and end event. .+/ Assum(tions; these aim at reducing the si&e of the network by omitting unnecessary details. %uitable assumptions can also be made about the JunpredictableJ.

.c/ Constraints; these are the restrictions and limitations imposed by the management on the method
of e(ecution, such as priorities of the work and availability of resources

&etermining Acti2ities
The various stages in the e(ecution of a project can easily be visuali&ed by breaking down the work into major tasks or work packages. Each one of these can further be split into sub tasks and these tasks can be further sub-divided, this process continues till the desired level of activities is reached.

4sta+lishing =or1$(ac1age 7ogic

The logic activities within the work package can easily be established by the following Duestion. - 'elating to each activity. a5 c5 Fhich activity is preceding this activityS Art there any constraints imposed on starting of this activityS b5 Fhich activity is succeed or follow the completion of this activityS d5 #s it the final activity within the work packageS #f so, are there any other activities

&e2elo(ing Net>or1 7ogic &iagram

The preparation of logic diagram can be divided into three stages 3i5 developing logic diagram for each work package, 3ii5 integrating work packages, and 3iii5 transforming integrated work package logic diagrams into a project logic diagram. #n practice, work-packages are considered in the seDuence they occur. "urther the drawing of work-package logic diagrams and the process of integration can be carried out simultaneously

Pre(aration o' 7ogic &iagram and &ra't Net>or1

The main purpose of the flow diagram is to facilitate a systematic drawing of the draft of network. The guidelines for converting the logic diagrams into draft network are a. b. The dummies should be reduced to minimum. The crossing of arrows should be avoided by a suitable re-positioning of the

activities. c. d. The new activities should be incorporated, if visuali&ed during the preparation of logic diagrams. Nogic of all the activities should be verified for its correctness.

5tructuring Model 9sing Net>or1 &ra>ing Rules

The project networks are constantly read, referred to and reviewed. Therefore, it is essential that they should be suitably titled and numbered, neatly drawn by readable lettering printed hori&ontally, and divided into strata for easy reference. The various conventions and rules for drawing )!: network are given below. a5 All arrows must run from left to right. Turning arrows in the reverse direction is not correct. it. c5 The crossing of arrows should be avoided by suitably re-positioning them. sufficient to permit writing of activity description. e5 f5 The concurrent activities 3commencing and terminating into common events5 should be separated by inserting additional events followed by dummy activities. The activities emerging from an event should takeoff from a line rather than a point. %imilarly, activities terminating into an event should finish into a common line. g5 Fherever possible, the network should be drawn in such a way that activities belonging to the same strata can be demarcated by drawing vertical and/or hori&ontal lines, h5 Rse of large sheets should be avoided. #f reDuired, a large network can be split into two or more sheets having common interface events. "or easy recognition, the interface events can be represented by double circle or ellipse. i5 j5 The network should be re-drawn, if necessary, to give a neat appearance. !rints of important networks should be taken and circulated to all concerned for comments. Amendments should be carried out, if necessary. d5 Arrows running close to each other should be avoided. The intervening space should be b5 The arrows should have sufficient hori&ontal length so that a description could be written over

-ncor(orating Acti2it, &uration

The duration of activities are estimated while breaking down the project into activities, further, some new activities may also get added during the preparation of network. Therefore, after drawing the network, the duration of all the activities should be re-checked and necessary corrections made.

Num+ering o' 42ents

#t is the last operation in the modeling of the network.

Time Anal,0ing Net>or1

The focus of time analysis of a )!: network is to calculate float for each activity by conducting forward pass and backward pass with a view to determine critical path. The critical-path computation procedure involves determination of the Earliest Event Times 3foreword pass5, calculation

of the Natest Event Times, identification of the critical events and critical activities, 3having &ero float5 and, finally, evaluation of the project duration by summing up the duration of critical activities along the critical path connecting the start and the end events.

Acti2it, 5eries
No Activity Description
1 Clearing & Leveling Site 2 Site Layout/Lineout 3 Procuring Foundation Steel 4 Excavation for foundations 5 Concreting Foundations 6 Formwork for # Steel work for aller! aller! "1 "1

5eCuences
Following Activity
2 4 5 5 6 # $ % 1& 11 12 13 14 15 16 1% 2& 21 22 23 24 25 26 2# 2$ 2$ 2$ 2% Nil

Preceding Activity
Nil 1 1 2 4 5 6 # $ % 1& 11 12 13 14

Concurrent Activity
3 3 4 Nil Nil Nil Nil Nil Nil Nil Nil Nil Nil Nil Nil 1#(1$ 16(1$ 16(1# 2&(21 1%(21 1%(2& 23(24 22(24 22(23 26(2# 25(2# 25(26 Nil Nil

8 Concreting Gallery G-1 % Formwork for 1& Steel work for aller! aller! "2 "2

11 Concreting for Gallery G-2 12 Formwork for 13 Steelwork for aller! aller! "3 "3

14 Concreting for Gallery G-2 15 'asonr! work 16 Sanitar! work in 1# Sanitar! work in 1$ Sanitar! work in aller! aller! aller! "2 "1 "3 aller! aller! aller! "2 "1 "3

15 16 1# 16 1# 1$ 1% 2& 21 22 23 24 2# 2$

1% )luminum * Steel Fa+rication 2& )luminum * Steel Fa+rication 21 )luminum * Steel Fa+rication 22 Electrical works in 23 Electrical works in 24 Electrical works in 25 P,- works in 26 P,- works in 2# P,- works in 2$ Painting .orks 29 Co issioning aller! aller! aller! "2 "1 "3 "2 "1 "3

aller! aller! aller!

The above chart shows the seDuence of the various work activities that encompasses the project in totality.

Project Time 5chedule

No 1 2 7 1 5 + > Clearing Acti2it, &escri(tion 7e2eling 5ite 45T 1st <ct #6 *-th ,ct .+ *st ,ct .+ 99nd ,ct .+ *?th 2ov .+ *9th $ec .> ?th Tan .> 4*T *1th ,ct .+ 9*st ,ct .+ 96th ,ct .+ *6th 2ov .+ ?th $ec .+ 6th Tan .> 99nd Tan .> 75T ?th ,ct .+ 97rd ,ct .+ ?th ,ct .+ 7.th ,ct .+ 1th $ec .+ ?th Tan .> *.th "eb .> 7*T 99nd ,ct .+ 9?th ,ct .+ -th 2ov .+ 7rd $ec .+ 1th Tan .> ?th "eb .> 97rd "eb .>

5ite 7a,out/7ineout !rocuring "oundation %teel E(cavation for foundations Concreting *oundations "ormwork for Callery C-* %teel work for Callery C-*

% ?

Concreting Galler, G$1 "ormwork for Callery C-9

97rd Tan .> 6th "eb .> 6th :ar .> 99nd :ar .> >th Apr .> +th :ay .> 9*st :ay .> *7th Tun .> *6th Tul .> *6th Tul .> *6th Tul .> 99nd Aug .> 99nd Aug .> 99nd Aug .> 9+th %ep .> 9+th %ep .> 9+th %ep .> *1th 2ov .> *1th 2ov .> *1th 2ov .> *st Tan .6 *st "eb .6

-th "eb .> >th :ar .> 9*st :ar .> 1th Apr .> -th :ay .> *?th :ay .> 1th Tun .> ?th Tul .> *1th Aug .> *1th Aug .> *1th Aug .> *6th %ep .> *6th %ep .> *6th %ep .> +th 2ov .> +th 2ov .> +th 2ov .> 9>th 2ov .> 9>th 2ov .> 9>th 2ov .> 7*st Tan .6 7rd :ar .6

91th "eb .> *9th "eb .> *9th :ar .> 9+th :ar .> **th Apr .> *.th :ay .> 9+th :ay .> *7th Tul .> 91th Aug .> 91th Aug .> 91th Aug .> -th %ept .> -th %ept .> -th %ept .> *st 2ov .> *st 2ov .> *st 2ov .> 9+th $ec .> 9+th $ec .> 9+th $ec .> *+th Tan .6 *>th "eb .6

?th "eb .> **th :ar .> 9-th :ar .> 6th Apr .> 6th :ay .> 91th :ay .> 6th Tun .> *+th Tul .> 9>th Aug .> 9>th Aug .> 9>th Aug .> 9+th %ept .> 9+th %ept .> 9+th %ept .> *?th $ec .> *?th $ec .> *?th $ec .> *-th Tan .6 *-th Tan .6 *-th Tan .6 *+th "eb .6 1Ath Mar #%

*. %teel work for Callery C-9 11 Concreting 'or Galler, G$3 *9 "ormwork for Callery C-7 *7 %teelwork for Callery C-7 1! Concreting 'or Galler, G$2 *- :asonry work *+ %anitary work in Callery C-9 *> %anitary work in Callery C-* *6 %anitary work in Callery C-7 *? Aluminum 0 %teel "abrication Callery C-9 9. Aluminum 0 %teel "abrication Callery C-* 9* Aluminum 0 %teel "abrication Callery C-7 99 Electrical works in Callery C-9 97 Electrical works in Callery C-* 91 Electrical works in Callery C-7 9- !4) works in Callery C-9 9+ !4) works in Callery C-* 9> !4) works in Callery C-7 96 !ainting Forks 2) Commissioning

-nde:$
*. 9. 7. E%T-Early %tart Time. E"T-Early "inishing Time. N%T-Nate %tart Time/ N"T-Nate "inish Time.

Conclusions;
*. The data that has been used in the project planning 0 seDuencing has been taken from earlier projects or assumed as per the situation. 9. There will be variances in the planning 0 e(ecution since the ground situation 0 the planning assumptions have certain conflicts. 7. 1. The variances are to be carefully monitored during the project e(ecution 0 corrected. There have been lag periods provided to take care of contingencies that are bound to arise like stoppage of work due to rains, labor problems etc. -. "oundations have been planned in a way to complete it before the monsoons so that when the monsoons arrive it will be indoor work mainly 0 will not hamper work schedules much.

+.

%tructure has been given the primary focal point of construction so that the rest of the seDuences can operate together in the later phases.

>.

%upply chain management 0 G' management to co-ordinate in a manner so that the production process remains unhampered.

6.

2o holiday periods have as such been assumed but lags between the phases can be used for the purpose.

6i+liogra(h,;
*. 2icmar Nesson book. )onstruction !roject :anagement by Nt )ol U.U.)hitkara )onstruction journals.

2"
7.