CONSMAN 2 TOPIC 3

ARCHITECTURE

WORK BREAKDOWN STRUCTURE

-for the project is an early compilation of the significant work items that will have associated cost or schedule considerations.
-defined as a task-oriented, detailed breakdown of activities that organizes, defines, and graphically displays the total work to be accomplished to achieve the final objectives of a project

COST BREAKDOWN STRUCTURE

-(CBS) is a breakdown or hierarchical representation of the various costs in a project.
-represents the costs of the components in the Work Breakdown Structure (WBS). The _ is a critical tool in managing and the financial aspects of any project and creates a structure for applying measurable cost controls.

Scheduling

– is the determination of the timing and sequence of operations in the project and their assembly to give the overall completion time. As mentioned previously, scheduling focuses on one part of the planning effort.

Risk Analysis

–‘‘An uncertain event or condition that, if it occurs, has a positive or negative effect on at least one project objective, such as time, cost, scope, or quality. A risk may have one or more causes and, if it occurs, one or more impacts.’’

Program Evaluation and Review Technique (PERT)

A project management tool in which the stages of a project are graphically represented on a chart.

Graphical Evaluation and Review Technique (GERT)

A network analysis technique that allows for conditional and probabilistic treatment of logical relationships (that is, some activities may not be performed).

Queue-Graphical Evaluation and Review Technique

– Is a modification of the traditional GERT approach in that it recognizes special circumstances where multiple numbers of the project teams or activities must be taken into consideration simultaneously.

Simulation Language for Alternative Modelling (SLAM)

the simulation language for alternative modelling, was the first simulation language which allowed a modeler to formulate a system description using process, event, or continuous world views or any combination of the

Dynamic Planning and Control Methodology (DPM)

which has been developed to help prepare a robust construction plan, focusing on construction feedbacks in dealing with indirect and unanticipated events during construction

Critical Chain Planning

IS A project management methodology that helps you monitor essential resources and prioritize dependent tasks within a project.

Project buffers:

The extra time that's placed between the final task and the end of the project. Adding an extra chunk of time before the expected due date gives team members a chance to catch up on any outstanding project tasksthey couldn’t get to earlier.

Feeding buffers:

The extra time that's placed between the feeding chain (also known as the non-critical chain) and the critical chain. Adding this buffer into the timeline prevents any delays from the feeding chain affecting the critical chain.

Resource buffers:

These are literal resources you set aside in case the critical chain is in need of extra supplies—like extra team members to have on hand, additional equipment, or help from a third-party.

Resource Loading–

is the full amount of assigned hours you have tasked your team with divided by the number of hours you have to do the work. You can view resource loading on a daily, weekly, monthly or project basis.

Resource allocation

is the assignment of the required resources to each activity, in the required amount and timing. Resource allocation is also called resource loading

Resource leveling

is minimizing the fluctuations in day-to-day resource use throughout the project. It is usually done by shifting noncritical activities within their available float. It attempts to make the daily use of a certain resource as uniform as possible.

Free float

may be defined as the maximum amount of time an activity can be delayed without delaying the early start of the succeeding activities.

Resources

in this context include labor, equipment, and materials.

Forward resource levelling –

Leveling resources, starting from project start and going through all project activities, fulfilling their resource requirements and maintaining the total resource usage within the set limits. With such restrictions, some activities have to be delayed until resources are available and the project duration may be greater than planned, causing the finish date to occur later than originally scheduled.

Backward resource levelling

Leveling resources, starting from project finish and going (backward) through all project activities, fulfilling their resource equirements and maintaining the total resource usage within the set limits. With such restrictions, the project may have a longer duration than originally allowed and project start may have to occur before the scheduled date.

Materials management

is defined as the planning and controlling of all necessary efforts to ensure that the correct quality and quantity of materials and equipment are appropriately specified in a timely manner, are obtained at a reasonable cost, and are available when needed

PROJECT START-UP

A subset of preconstruction planning that involves mobilizing the project management team, educating them regarding the project and associated risks, and conducting team-building activities.

JOBSITE PLANNING

A subset of preconstruction planning that involves mobilizing the project management team, educating them regarding the project and associated risks, and conducting team-building activities.

Mobilization

the project office is established, and temporary facilities (electricity, water, sewer and telephone), site access, adequate fencing and gates installed, bunkhouses, start-up checklists, logs, certificate of insurances

INITIAL SUBMITTALS

The technical specifications of the construction contract may require specific shop drawings, product data sheets, or samples to be submitted to the designers for review and approval

Submittals

– used by the design professionals to ensure that correct materials are used on the project

PROJECT BUYOUT

Involves awarding subcontracts and procuring materials being furnished by the general contractor and comparing actual costs to the budgeted costs

Three-week Schedules

manage day to dayactivities of the project