LECTURE NOTES ON CONSTRUCTION PROJECT MANAGEMENT Emad Elbeltagi, Ph.D., P.Eng., Professor of Construction Management Structural Engineering Department, Faculty of Engineering, Mansoura University Construction Project Management 2009 Copyright © 2009 by the author. All rights reserved. No part of this book may be reproduced or distributed in any form or by any means, or stored in a data base or retrieval system, without the prior written permissions of the author. PREFACE In the Name of ALLAH the Most Merciful, the Most Compassionate All praise is due to ALLAH and blessings and peace be upon His messenger and servant, Muhammad, and upon his family and companions and whoever follows his guidance until the Day of Resurrection. …show more content…
Project Planning Steps 3.2.1 Work Breakdown Structure (WBS) WBS and organizational breakdown structure (OBS) WBS coding 23 24 24 25 25 26 26 28 28 29 30 30 31 31 32 33 34 36 37 38 38 39 42 43 44 47 47 iii 3.2.2 Project Activities 3.2.3 Activities Relationships Logical relationship considering resource constraints Overlap or lag Types of activities relationships 3.2.4 Drawing Project Network Activity on arrow network (AOA) Activity on node network (AON) Comparison between AOA and AON 3.3 Estimating Activity Duration and Direct Cost 3.4 Exercises CHAPTER 4: PROJECT SCHEDULING 4.1 The Critical Path Method 4.2 Calculations for the Critical Path Method 4.2.1 Activity-On-Arrow Networks Calculations Forward path Backward path Float calculations Identifying the Critical Activities 4.2.2 Precedence Diagram Method (PDM) 4.3 Time-Scaled Diagrams 4.4 Schedule Presentation 4.5 Criticisms to Network Techniques 4.6 Solved Examples 4.6.1 Example 1 4.6.2 Example 2 4.6.3 Example 3 4.6.4 Example 4 4.7 Exercises 48 52 54 55 58 58 59 60 61 65 68 75 76 76 77 79 81 83 83 84 88 89 90 90 91 92 93 94 iv CHAPTER 5: STOCHASTIC SCHEDULING 5.1 Scheduling with Uncertain Durations 5.1.1 Program Evaluation and Review Technique 5.1.2 Criticism to Program Evaluation and Review Technique 5.2 Monte Carlo Simulation 5.2.1 Monte Carlo Simulation Characteristics 5.2.2 Monte Carlo Simulation Process 5.2.3 Criticality Index 5.3 Exercises CHAPTER 6: SCHEDULING OF LINEAR PROJECTS 6.1 Linear
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Hidan, L. (2011). Project management and engineering issues. Annals of the University Dunarea De Jos of Galati: Fascicle XIV, Mechanical Engineering. (1), pgs. 57-60
The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on
Over the past few years, the construction industry has been changing dramatically. One of the most important stages in the construction management and business management is the planning phase. They share similar two main levels of planning which are the strategic and operational planning. However, business management planning to decide in advance what should be done, and how to do it, when you do and you are done. On the other hand, Construction management strategic planning is to deal with selection on a high level of overall objective of the project, including the scope, procurement methods, schedules and financing options but the planning of operations, including the
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Projects are used today as a way of achieving a variety of outcomes in local or international locations for new constructions, new product development, product improvement, process design, process improvement, utility installation, theory and technology development, and many more. Bringing a project to a successful conclusion requires the integration of numerous management functions like controlling, directing, team building, communication and others. It also requires cost and schedule management, technical and risk management, conflict and stakeholder 's management, and life cycle management.
Table of Contents Section I. II. III. Executive Summary Introduction Project Organization Organization Chart Project Responsibilities Staffing Plans IV. Management Process Management Objectives Priorities Monitoring/Controlling Mechanisms V. Technical Process Plan Computing System Project Plan Modification Process Computer Usage Policies Construction Guideline Support Project Acceptance Process Lessons Learned Documentation VI. Work Packages, Dependencies, Schedules & Budgets Work Packages Dependencies
In almost every business, project management is critically important. The critical path method (CPM) will provide a timeline for the project manager for when tasks should be completed. In addition, providing a deadline and the negative effects it will have on the following successors if not completed on time. These many task are interdepended. Therefore, the CPM provides the start and finishes times of the tasks, and identifies the few tasks on the critical path that the project manager should observe to determine which task needs the most attention. Already discovering and incorporating the details the task or assignments may require, CPM calculates all task times, which can be measured in hours, days, weeks, and months. For any unintended manually input errors, a warning message will be provided. Including an automatic successor generator, task numbering comment, and data validation, makes it easier on the project manager.
One of the main concerns during the meeting was the impact of cost and time constraints on networking techniques and project schedules. Under the ideal situation, the project start and end dates are fixed. Adding resources is not usually feasible as it increases cost. There should be a balance between time and cost constraints as it avoids wasting of resources. Also most people are willing to accept that costs could exceed expectations, and might even take a perverse delight in recounting past examples, the same is not true for time constraints. This is probably due to the fact that cost over runs are resolved in-house, while schedule issues are open and visible to the customer. A company has a lot of useful, desirable work that could be done, but has limited and finite resources available with which to do that work. Choices have to be made about which work to do and how to allocate resources. This leads to constraints especially, the time constraint and the cost constraint. Time, in project management, is analyzed down to its smallest detail. Each and every component of the project is analyzed with respect to the time required for completion. After completion of this analysis these components are broken down even further into the time required to do each task.
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Construction projects can be extremely complex and fraught with uncertainty. Risk and uncertainty can potentially have damaging consequences for the construction projects. Therefore nowadays, the risk analysis and management continue to be a major feature of the project management of construction projects in an attempt to deal effectively with uncertainty and unexpected events and to achieve project success. Risk is inherent on construction projects and disputes frequently arise. One in four construction projects results in a dispute that leads to arbitration or litigation. With large scale, complex projects the likelihood of serious, time-consuming and expensive claims increases.
A work breakdown structure (WBS) will develop for this project and the WBS is based on the project charter, scope statement, and other relevant information. Gantt chart and network diagram also will be well prepared for this project. While preceding the planning stage, the resource usage cash flow report will showing the hours each person is assigned to work on each task each week. Furthermore, the probability/ impact matrix and list of prioritized risks for the project will be included in the project
Managing a project is no easy task. A project is a series of tasks or jobs that are related to each other and directed toward a common goal or output. Projects usually require a significant time commitment, and tend to be handled by groups of workers. The employees at Craft Construction, a small business that deals with complete remodeling and some small commercial buildings, generally divide into groups of two or three workers per project. The number of employees assigned to a job usually depends on the size of the project. For each project, a project manager and a lead carpenter are assigned to handle most of the work. Project scheduling is different for every job. Smaller jobs require less planning because there is
Formulating a network diagram, likewise alluded to as a logic diagram, in order to comprehend and envision how each task will continue is an extraordinary path to begin. It is a basic idea within project management planning that is effectively utilising as a part of application, commonly used as a part of assembling commercial enterprises, and also to outline and comprehend work processes are what service industries requires. It distinctively shows the rational rules for influencing tasks. (Holland, 2014) The development of the network diagram by incorporating the project team acquires an agreement of comprehension of how the undertaking ought to be accomplished. Nonetheless, giving a discussion to testing acknowledged
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