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PROJECT
is defined as non-routine, nonrepetitive, one-off undertaking, normally with discrete time, financial and technical performance goals. It may also refer to a specific finite task to be accomplished.
PROJECT MANAGEMENT
Is the overall planning, control and coordination of the project from inception to completion aimed at meeting a client's requirements and ensuring completion on time, within cost and to require quality standards.
CONSTRUCTION MANAGEMENT
s an arrangement whereby the tasks of planning, designing, and constructing may be integrated by a project team
Construction planning
encompasses the initial phase of project management, where project objectives, requirements, and constraints are defined
site analysis, risk assessment, and the development of strategies to address potential challenges.
Key considerations in construction planning include
construction project scheduling
involves the creation of a detailed timeline that identifies when specific tasks and activities will be executed throughout the project lifecycle
Planning and scheduling
are both essential to construction management because without the right planning and scheduling, you can't ensure that your projects come in under budget or before their deadlines
⢠The specific work to be performed
⢠Estimates to be documented for tracking, and controlling the project
⢠Commitments that are planned, and agreed to by stakeholders
⢠Project assumptions and constraints
⢠The size of the project in terms of peso and resources
⢠Project schedule
⢠Project risks
The project planning activities and goals include defining
⢠WHO (Project organization and resource schedule)
WHAT (Objective, scope, and statement of work)
⢠WHEN (Schedule and milestones)
⢠WHERE (Facilities required)
⢠HOW (Approach, work breakdown structures)
⢠WHAT-IF (Contingency Plans is the event of Risk Events)
n summary, the project planning and scheduling provides the specifics of:
BEFORE STARTING
DURING CONSTRUCTION
AFTER COMPLETION
Why Planning and Scheduling Are Important in Construction Projects?
1. Establish a logical sequence of operations.
2. Do not exceed the capabilities of the resources that are available. 3. Provide for continuity of operations.
4. Start project controlling (or critical) activities early.
General Principle of Scheduling
⢠Work Breakdown Structure - management of work or activities
⢠Organizational Breakdown Structure - management of people
⢠Cost Breakdown Structure - management of cost
⢠Critical Path Method - management of time
4 Project Management Systems
Not understanding the project
Lack of collaboration
Dependencies on other contractors involved in the project.
Changes in scope
Unrealistic deadlines
Lack of resources
Modern Challenges in Construction Planning and Scheduling
1. Critical Path Method (CPM)
2. Precedence Diagramming Method (PDM)
3. Gantt Charts.
4. Program Evaluation Review Technique (PERT)
The Most Popular Construction Planning and Scheduling Methods
1. Critical Path Method (CPM)
network-based scheduling technique that first identifies the critical path of a project.
critical path i
is the longest sequence of activities that must be completed for the project to be finished on time.
2. Precedence Diagramming Method (PDM)
M is more flexible than CPM and can be used for projects of any size
Gantt Charts.
- can be used for projects of any size and are especially useful for large projects
are a type of bar chart that is popular in construction for their ability to show the relationships between activities
4. Program Evaluation Review Technique (PERT)
network-based scheduling technique that is similar to CPM and PDM.
- is a more complex scheduling technique and is best suited for large projects.
US Navy's Polaris missile program
PERT was developed in the 1950s for the __________.
1. Identify the Right Tools
2. Create a Checklist
3. Establish Your Team's Roles and Responsibilities
4. Build a Template for Your Project Planning
5. Be Flexible
How To Get Started With Construction Planning and Scheduling
ORACLE PRIMAVERA
MICROSOFT PROJECT
EXAMPLE OF TOOLS FOR PROJECT MANAGEMENT
Review your construction projects after they're completed.
Keep your plans simple when you can.
Keep everyone on task.
Identify your crew's strengths and weaknesses.
Best Practices and Tips for Construction Planning and Scheduling
1. Activity- on- Arrow (AOA) System
a. Arrow Diagram Method (ADM)
b. Critical Path Method (CPM)
c. Program Evaluation Review Technique (PERT)
2. Activity- on- Node (AON) Networks
a. Precedence Diagram Method (PDM)
b. Method of Potential (MoP)
2 Project Management Systems
ā Illustrates task relationship
ā Encourages effective planning
ā Pinpoints problem areas
ā Improves communication
ā Creates flexibility
Why PERT/CPM?
PERT
Booz, Allen and Hamilton,
- āThe emphasis was on completing the program in the shortest possible time.
ā Developed in the 1950s by the Navy Special Projects Office in cooperation with ____________ a management consulting firm to help create a business plan that would coordinate the thousands of contractors it had working on myriad projects.
M.R.Walker of E.I.Du Pont de Nemours & Co
J.E.Kelly Remington Rand
CPM was developed by 1957
CPM
was applied to the construction of a new chemical plant.
āthe emphasis was on the trade-off between the cost of the project and its overall completion time
NORMAL TIME
approximates the most likely time to finish an activity.
CRASH TIME
time that will be required if no cost is spared in reducing the project time
NORMAL COST
cost associated with finishing the project in the normal time
CRASH COST
- cost associated with doing the job on a crash basis to minimize completion time.
Program Evaluation Review Technique (PERT)
Suited for research and development projects which are generally nonrepetitious in nature and are therefore sometimes called once-through projects Duration time for activities is subject to uncertainty
Critical Path Method (CPM)
- Used to compute earliest and latest possible start time for each activit
Algorithm used for planning, scheduling, coordination, and control of activities in a project
Optimistic Time, a - estimated minimum time an activity will take place Most Likely Time, m - estimated normal length of time an activity takes Pessimistic Time, b - estimated maximum time of an activity, excluding catastrophe
Program Evaluation Review Technique (PERT) time estimates
t = (a+4m+b)/6
Expected time formula
activity
segment of a task
Event
completion of an activity
Arrow
represents joining two events
Network
an arrow diagram that represents the relation of the activities and events
Dummy
artificial activity denoted by a dashed line and does not consume time
Duration (D)
expected time it takes an activity to be finished
LATEST START (LS)
latest time an activity may be started without delaying the completion of the project. [LS = LF - D]
TOTAL FLOAT (TF) -
amount of time that the start or finish of an activity can be delayed without delaying the completion of the project. [TF = LF - EF] .
FREE FLOAT (FF)
- the amount of time the activity can be delayed without delaying the earliest start of the next activity. [FF = ES next activity - EF this activity]
CRITICAL PATH
the longest path in the network of activities project and has zero float time (TF and FF)
CRITICAL ACTIVITY
the activities along the critical path
CONCURRENCE
what activities can go on at the same time
⢠SUCCESSION
what activities must follow the activity
PRECEDENCE
what activities must precede the activity
Resource management
is about strategically
planning and optimizing the use of resources,
whether human, financial, physical, or
technological.
resource management strategy
ensures that the right resources are allocated to
the right tasks, preventing wastage and
enhancing productivity.
Construction resource management
is the process of planning,
allocating, and managing resources, including personnel, equipment,
materials, and finances, to complete construction projects
successfully.
to meet project resource demands promptly
while ensuring every resource is used productively throughout the
organization.
primary goal of resource management
Operational Construction Resource
Management
focuses on the day-to-day
planning, allocation, and utilization of
resources such as manpower, materials,
equipment, and finances on a construction
site.
Operational Construction Resource
Management
to ensure resources
are available when needed to meet
immediate project demands.
Strategic Construction Resource
Management
involves long-term
planning, budgeting, and resource
allocation strategies to ensure the project's
success.
Strategic Construction Resource
Management
This approach entails a
comprehensive analysis of a firm's current
capabilities, anticipates future needs, and
external factors that may impact resource
availability.
resource management
a holistic
approach that involves planning, monitoring, and adjusting resources in alignment with
project goals.
Resource Planning
Resource Identification + Acquisition
Resource Allocation + Scheduling
Monitoring and Adjusting Resources
Team Development + Management
Resource Release and Reassignment
PROJECT RESOURCE MANAGEMENT PROCESS (6)
FETISHM
FINANCIAL RESOURCES
EQUIPMENT RESOURCES
TIME
INFORMATION AND DATA
SPACE RESOURCES
HUMAN RESOURCES
MATERIAL RESOURCES
Types of Resources in Project
Management (7)
FINANCIAL RESOURCES - budget variance, cost overruns, roi
TIME - time to complete, sched adherence, cost/time
INFORMATION AND DATA - data accuracy, completeness, accessibility
HUMAN RESOURCES - individual performance, skill proficiency, collaboration
MATERIAL RESOURCES - inventory levels, resource cost
Network Resources - network size, strength, reach
Sample of Metrics for
FINANCIAL RESOURCES
TIME
INFORMATION AND DATA
HUMAN RESOURCES
MATERIAL RESOURCES
Network Resources
Architect
Supervisor
Estimator
Engineer
Quantity Surveyor
Construction Worker
Types of Human Resource in ce
understanding each team member's strengths
and weaknesses, and matching them with the right tasks.
creating a
collaborative environment where everyone feels comfortable sharing ideas and working
together.
what does Effective human resource management mean?
competency-based approach.
involves evaluating the skills and knowledge of team members and aligning them with
the project's requirements.
competency-based approach.
includes offering training and development opportunities
to help team members address skill gaps.
project management software
These tools can help project
managers visualize team workloads, identify over-allocated resources, and ensure that
tasks are evenly distributed across the team.
Time
is a precious resource that can make or break a project.
a timesheet, a stopwatch, or a project
management tool.
different ways to track time.
Time tracking
can also help you to identify bottlenecks.
Be FACS
flexible
accurate
consistent
specific
Here are some tips for effective time tracking:
Financial resources
are the money that is needed to fund a project.
Financial resources
financial resource management
means creating a budget that is accurate and realistic, tracking
expenses carefully, and ensuring that resources are allocated efficiently.
include the budget, funding
sources, and cost allocations.
predictive financial modeling technique.
cost control measures.
different ways to manage financial resources.
predictive financial
modeling technique.
uses historical data and market trends to create accurate budget
estimates and resource allocation plans.
cost control measures.
include regular budget reviews and variance analysis.
Variance
analysis
the process of identifying and understanding the differences between actual and budgeted
costs.
get buy-in from stakeholders (involve and agreement on budget)
flexible
communicate regularly
use software
Here are some additional tips for effective financial resource
management:
Information and data resources
They include the data,
reports, and other information that is needed to complete the project.
information resource management
means storing data securely, retrieving it
efficiently, and ensuring that it is accurate and relevant.
data analytics tools.
data visualization techniques.
different ways to manage information resources.
data analytics tools.
help you extract valuable insights from large datasets, which
can help you to make better decisions.
data visualization techniques.
These techniques can help you to present data in a way that is
easy to understand and interpret
Material and equipment resources
are the physical things that are needed to
complete a project. They include tools, machinery, and other assets.
ā¢Inventory levels:
ā¢Lead times:
ā¢Resource costs:
measurable metrics for material and equipment
resources:
ā¢Inventory levels:
This measures how much of each material or equipment is on
hand.
ā¢Lead times:
This is the amount of time it takes to get the materials or equipment
you need.
ā¢Resource costs:
This is the amount of money you spend on materials,
equipment, and related expenses.
Just-in-time (JIT) inventory management.
Equipment maintenance scheduling.
some strategies for managing material and equipment
resources:
Just-in-time (JIT) inventory management.
This is a system where you only order materials when you need them.
This helps to reduce storage costs and waste.
Equipment maintenance scheduling.
This is a system where you regularly inspect and service your tools and
machinery.
This helps to prevent breakdowns and keep your equipment running smoothly.
ā¢Minimized waste:
ā¢Maximized value:
ā¢Streamlined processes:
Some benefits of adopting a Lean approach to managing
material and equipment resources.
space resources
refer to the physical areas or locations allocated or required
for various construction-related activities.
Work Space
Storage Space
Access and Circulation Space
Temporary Facilities Space
Staging and Pre-assembly Areas
Waste Disposal and Recycling Areas
Laydown Areas
key types of space resources typically considered in Project Management (SALTSWW)
Work Space
The area needed for construction crews to perform tasks (e.g., formwork, welding, bricklaying). Should
accommodate equipment, tools, and workers safely.
Storage Space
For storing materials, tools, and equipment. Must be easily accessible and protected from damage or theft.
Access and Circulation Space
Includes pathways for workers, machinery, and vehicles. Must ensure smooth traffic flow and emergency
access.
Temporary Facilities Space
Includes site offices, toilets, security posts, and first-aid stations. Requires careful planning to avoid
interference with construction zones.
Staging and Pre-assembly Areas
Used for assembling components or preparing materials before installation. Often seen in modular
construction or large-scale concrete work.
Waste Disposal and Recycling Areas
Space for sorting and collecting construction waste. Promotes sustainable construction practices.