Clemson CE 3310 Exam 2

Managing a Project involves three important functions

1 Planning

2 Scheduling

3 Controlling

Planning

what to do and how to do it

= work breakdown +work sequencing

Scheduling

when to do things

what to closely monitor

Controlling

reviewing differences between planned and actual performance

corrective action to fix issues

Work Breakdown Structure (WBS)

hierarchical decomposition of the total scope of work used to determine the status of a project from a time, cost, and quantity perspective

Sequence vs. Parallel construction

Sequence: build building 1 then build building 2

parallel: build building 1 and 2 at the same time

two types of logic when sequencing activities

physical - can't place concrete until forms are built

management - build abutments in sequence or parallel?

Project Life Cycle step 4 (Next)

Life Cycle of a Building

Adaptability

the ease at which buildings can be physically remodified

Building Layers and Potential Modification rates

stuff: 1 day - 1 month

Services: 7-15 years

Space Plan: 3-30 years

Skin: 20 years

Structure: 30-300 years

Site: infinite

Sustainability

addresses ecological, social, and economic issues

"Built Environment"

- resource efficient

- use minimal energy and water

- materials must have value for future

Transportation energy is _x the operational energy

2x

LEED and USGBC

Leadership in Energy and Environmental Design

US Green Building Council

Green Globes

Green Building Initiative

Duration of Activity is determined by

Nature of work(2nd or 50th floor)

Quantity of Work(how much moving?)

Techniques(Crane or Hand Power?)

Resources used(crew size)

Working hours/days

Activity Duration can be calculated by

(total quantity) / (production rate) =

(total units) / (units/time period) =

Duration

Bar Charts

1 Focus is on activities (work items)

2 Activities are represented by time-scaled bars

3 Bars are stacked by order of their start, creating what is sometimes called a waterfall display

A ----

B -----

C -----

D -------

Bar Charts are best used for...

overview of schedule for management

Field-level schedule for crews and foremen

Management logic is based on

Strategic relationships (maybe west end first)

Safety (Build sidewalk while bricklaying above? no)

Resource Limitations (Only one pile driving rig available)

Precedence Diagram Method(PDM)

Based on older version Critical Path Method (CPM)

Shows dependency relationships among relationships

All activities must have an identifiable beginning an end

all activities must be completed before the next can begin

3 common relationships between activities

Finish-to-start

Start-to-start

Finish-to-finish

Lag

delay before the following activity

PIB

Preceded Immediately By

Representing Activities:

EST EFT

Name Duration

LST LFT

Forward Pass

EFTi = ESTi + Di

ESTj = Max EFTi

Backward Pass

LSTi = LFTi - Di

LFTj = Min LSTi

Critical Activities

activities that can't be delayed without delaying the whole project

Total Float (TF)

TFi = LFTi - EFTi

TFi = LSTi - ESTi

Free Float (FF)

FFi = Min(ESTj) - EFTi

Topics to Address with respect to labor

Legal issues:

1 Labor Organization

2 Labor Law

Profit Issues:

3 Labor Cost

4 Labor Productivity

Davis-Bacon Act

required that wages and fringes be paid at the prevailing rates

moved pendulum slightly towards labor, but still on management side

National Labor Relations Act

defined employer unfair labor practices

Established the National Labor Relations Board

established CLOSED SHOP (all workers must be a union member)

moved pendulum to labor side

Fair Labor Standards Act

Put Restraints on labor by defining unfair union practices

Outlawed closed shops and replaced them with UNION SHOP(can be hired if not a union member, but then must join the union)

also defined AGENCY SHOP(Don't have to join the union, but still have to pay union dues)

Allowed individual states enact right-to-work laws

Right to Work law

law secures the right employees to decide for themselves whether or not to support unions)

SC is a right to work state

Civil Rights Act

equal employment opportunities

Executive Order 11246

affirmative action requirements on most federal government and federally funded contracts

Age Discrimination Act

Prohibits arbitrary in employment

Americans with Disabilities Act

equal opportunity for persons with disabilities

AFL

American Federation and Labor

Horizontal Structure

Negotiate local labor agreements

ex: construction trades

Vertical Structure

Negotiate national labor agreements

Jurisdictional Dispute

Occur when more than one union claims jurisdiction over a particular work item

Union Locals

Business agent: local official who conducts the union's affairs and serves as its representative to outside agencies

Shop Steward: worker on the job site who sees that the union,s conditions are maintained on the job

Secondary Boycotts

A has a Dispute with B and tries to get third-party C to put pressure on B

Fringe Benefits

paid on behalf of, not to, the worker

ex: healthcare

Work rules

"Restrictive" work practices

Apprentice Program

union training programs

regarded as the major advantage by unions

Wages (addendum)

Hour

wage rates w/ scheduled increases

Hours

overtime rules/rates

(ex: time-and-a-half, double time?)

Effect of Overtime

must be considered when estimating construction costs

- usually a percentage

- percentage-based items, taxes and insurance, are applied to overtime pay

Types of overtime

added to bid as a % of labor costs

Fringe

hour based

vacation, health and welfare, pension, apprentice training

Federal Insurance Contributions Act (FICA) tax

% items

Social Security

Medicare

6.2% and $128,400 ceiling

Unemployment Insurance

% items

Workers Compensation Insurance (WCI)

% items

protects workers injured on the job

covers medical expenses plus lost wages

better safety record makes you more favorable