Engineering Project Management

Engineering Project Management
Civil Engineering Department

An-Najah National University Civil Engineering Department
April 1, 2017 An-Najah National University Civil Engineering Department Faculty of Engineering Construction Engineering and Management Nabil Dmaidi

Your Expectations of Me
April 1, 2017 Your Expectations of Me Be prepared Be on time Teach for full 50 minute period Fair grading system Front load the class work Do not humiliate students Practice golden rule Provide real world examples Make you think

April 1, 2017 Topics 1) Management Functions and introduction of construction project planning and scheduling 2)Construction scheduling techniques 3)Preparation and usage of bar charts 4)Preparation and usage of the Critical Path Method (CPM) 5)Preparation and usage of Precedence Diagramming Method (PDM) 6)Issues relating to determination of activity duration 7)Contractual provisions relating to project schedules 8)Resource leveling and constraining 9)Time cost tradeoff 10)Schedule monitoring and updating. 11)Communicating schedule 12) Project control and earned value Control 13) claims, Safety and Quality control

Course Outline Introduction and definitions Float Analysis
April 1, 2017 Course Outline Introduction and definitions Float Analysis Importance of Scheduling The CPM Calculations Networks, Bar Charts, and Brief introduction on: Imposed Finish Date and  Project Control and Earned Value Analysis  Resource Allocation /Leveling other CPM Issues  Time/Cost Trade-off Precedence Networks Updating Schedules Time-Scaled Logic Diagrams

What is the Project April 1, 2017 In order to understand project management, one must begin with the definition of a project. A project can be considered to be any series of activities and tasks that :. ● Have a specific objective to be completed within certain specifications ● Have defined start and end dates ● Have funding limits (if applicable) ● Consume human and nonhuman resources (i.e., money, people, equipment) ● Are multifunctional (i.e., cut across several functional lines)

OR ‘‘a temporary endeavor undertaken to create a unique product, service, or result’’ April 1, 2017

Project Life Cycle April 1, 2017

Five Process group Project initiation Project execution
April 1, 2017 Project initiation ● Selection of the best project given resource limits ● Recognizing the benefits of the project ● Preparation of the documents to sanction the project ● Assigning of the project manager Project planning ● Definition of the work requirements ● Definition of the quality and quantity of work ● Definition of the resources needed ● Scheduling the activities ● Evaluation of the various risks Project execution ● Negotiating for the project team members ● Directing and managing the work ● Working with the team members to help them improve Project monitoring and control ● Tracking progress ● Comparing actual outcome to predicted outcome ● Analyzing variances and impacts ● Making adjustments Project closure ● Verifying that all of the work has been accomplished ● Contractual closure of the contract ● Financial closure of the charge numbers ● Administrative closure of the paper work

April 1, 2017

● At the desired performance/Technology level
April 1, 2017 Successful project management can then be defined as having achieved the project objectives: ● Within Time ● Within Cost ● At the desired performance/Technology level ● While utilizing the assigned resources effectively and efficiently ● Accepted by the customer

What is Project Management
April 1, 2017 Project management is the planning, organizing, directing, and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives.

The potential benefits from project management are:
April 1, 2017 The potential benefits from project management are: ● Identification of functional responsibilities ● Minimizing the need for continuous reporting ● Identification of time limits for scheduling ● Identification of a methodology for trade-off analysis. ● Measurement of accomplishment against plans

● Planning ● Organizing ● Staffing ● Controlling ● Directing
April 1, 2017 The above definition requires further comment. Classical management is usually considered to have five functions or principles: ● Planning ● Organizing ● Staffing ● Controlling ● Directing

– Follows planning and reflects how the
April 1, 2017 Planning – Where the organization wants to be in the future and how to get there. Organizing – Follows planning and reflects how the organization tries to accomplish the plan. – Involves the assignment of tasks, grouping of tasks into departments, and allocation of resources.

– The use of influence to motivate employees to
April 1, 2017 Leading – The use of influence to motivate employees to achieve the organization's goals. – Creating a shared culture and values, communicating goals to employees throughout the organization, and infusing employees to perform at a high level. Controlling – Monitoring employees' activities, determining if the organization is on target toward its goals, and making corrections as necessary

Management Skills April 1, 2017  Conceptual Skill—the ability to see the organization as a whole and the relationship between its parts.  Human Skill—The ability to work with and through people.  Technical Skill—Mastery of specific functions and specialized knowledge

Constraints of the project
April 1, 2017 Project management is designed to manage or control company resources on a given activity, within time, within cost, and within performance. Time, cost, and performance are the constraints on the project.

Resources ● Money ● Manpower ● Equipment ● Facilities ● Materials
April 1, 2017 We have stated that the project manager must control company resources within time, cost, and performance. Most companies have six resources: ● Money ● Manpower ● Equipment ● Facilities ● Materials ● Information/technology

Resources are controlled by the line managers .
April 1, 2017 Actually, the project manager does not control any of these resources directly, except perhaps money (i.e., the project budget). Resources are controlled by the line managers . The project manager is responsible for coordinating and integrating activities across multiple, functional lines. The integration activities performed by the project manager include:

● Integrating the activities necessary to develop a project plan
April 1, 2017 ● Integrating the activities necessary to develop a project plan ● Integrating the activities necessary to execute the plan ● Integrating the activities necessary to make changes to the plan

Project Scheduling Planning, Scheduling, and Control
April 1, 2017 Project Scheduling Planning, Scheduling, and Control 1

Planning and Scheduling
April 1, 2017 Planning and scheduling are two terms that are often thought of as synonymous They are not! Scheduling is just one part of the planning effort.

Project planning serves as a foundation for several
April 1, 2017 Project planning serves as a foundation for several related functions such as cost estimating, scheduling, and project control. Project scheduling is the determination of the timing and sequence of operations in the project and their assembly to give the overall completion time

1. “What” is going to be done, 2. “how”, 3. “where”, 4. By “whom”, and
April 1, 2017 Planning is the process of determining how a project will be undertaken. It answers the questions: 1. “What” is going to be done, 2. “how”, 3. “where”, 4. By “whom”, and 5. “when” (in general terms: start and finish). Scheduling deals with “when” on a detailed level… See Figure 1 .

ENGINEERING MANAGEMENT
April 1, 2017 The Plan What How much By whom where Why How when Figure 1 . Planning and Scheduling

The Plan April 1, 2017 PMI defines project management plan as a ‘‘formal, approved document that defines how the project is executed, monitored and controlled”. The plan can include elements that has to do with scope, design and alternate designs, cost, time, finance, land, procurement, operations, etc.

WHY SCHEDUALE PROJECTS ?
April 1, 2017 1- To calculate the project completion. 2- To calculate the start or end of a specific activity. 3-To expose and adjust conflict between trades or subcontractor. 4- To predict and calculate the cash flow . 5-To evaluate the effect of changing orders ‘CH’ .

6- To improve work efficiency.
April 1, 2017 6- To improve work efficiency. 7- To resolve delay claims , this is important in critical path method ‘CPM’ discussed later.. 8- To serve as an effective project control tool .

The Tripod of Good Scheduling System
April 1, 2017 The Human Factor : A proficient scheduler or scheduling team. 2. The Technology : A good scheduling computer system (software and hardware) 3. The Management : A dynamic, responsive, and supportive management. If anyone of the above three ‘‘legs’’ is missing, the system will fail.

Scheduling and project management
April 1, 2017 Planning, scheduling, and project control are extremely important components of project management. project management includes other components : cost estimating and management, procurement, project/contract administration, quality management, and safety management. These components are all interrelated in different ways.

Quiz 1 True or False: There are no two projects that are identical
April 1, 2017 Quiz 1 True or False: There are no two projects that are identical Every construction project needs a CPM schedule Planning and scheduling are two names for the same function The maintenance of a large office building is considered a project The renovation of a large office building is considered a project There is one standard way to break down the project into activities for the purpose of creating a schedule

April 1, 2017 Bar (Gantt) Charts 2

DEFINITION AND INTRODUCTION
April 1, 2017 A bar chart is ‘‘a graphic representation of project activities, shown in a time-scaled bar line with no links shown between activities’’ The bar may not indicate continuous work from the start of the activity until its end. or Non continuous (dashed) bars are sometimes used to distinguish between real work (solid line) and inactive periods (gaps between solid lines)

April 1, 2017 Before a bar chart can be constructed for a project, the project must be broken into smaller, usually homogeneous components, each of which is called an activity, or a task. Item Activity M Mobilization Bars ( Month or Year )

ADVANTAGES OF BAR CHARTS
April 1, 2017 1- Time-scaled 2- Simple to prepare 3- Can be more effective and efficient if CPM based - Still the most popular method 4- Bars can be dashed to indicate work stoppage. 5- Can be loaded with other information (budget, man hours, resources, etc.)

Bar Charts Loaded with More Info.
April 1, 2017 Bar Charts Loaded with More Info. Such as : budget, man hours and resources . 500$ 220$ 400$ 850$ 140$ 900$

DISADVANTAGES OF BAR CHARTS
April 1, 2017 1- Does not show logic 2- Not practical for projects with too many activities As a remedy, we can use bar charts to show: 1. A small group of the activities (subset) 2. Summary schedules

April 1, 2017 Quiz 2 True or False: The bar representing a 4-day activity is twice as long as a bar representing a 2-day activity in a bar chart Bar chart method lost its applicability with the introduction of the Critical Path Method Bars in a bar chart must be connected with relationship lines A bar representing an activity in a bar chart may not be continuous Bar charts and Gantt charts are two different methods. Bar charts can be loaded with information other than the timeline of the project

Basic Networks April 1, 2017 3

DEFINITION AND INTRODUCTION
April 1, 2017 A network is a logical and chronological graphic representation of the activities (and events) composing a project. Network diagrams are the preferred technique for showing activity sequencing. Two main formats are the arrow and precedence diagramming methods.

Identifier (usually a letter/code) Duration (in std. unit like days)
April 1, 2017 Two classic formats AOA: Activity on Arrow AON: Activity on Node Each task labeled with Identifier (usually a letter/code) Duration (in std. unit like days) There are other variations of labeling There is 1 start & 1 end event Time goes from left to right

Arrow Diagramming Method (ADM)
April 1, 2017 1. Also called activity-on-arrow (AOA) network diagram or (I-J) method (because activities are defined by the form node, I, and the to node, J) 2. Activities are represented by arrows. 3. Nodes or circles are the starting and ending points of activities. 4. Can only show finish-to-start dependencies.

Each activity should have a unique i – j value
Basic Logic Patterns for Arrow Diagrams April 1, 2017 Node (Event) i Node (Event) j i Activity Name j j > i Each activity should have a unique i – j value (a) Basic Activity

(b) Independent Activities (c) Dependent Activities
April 1, 2017 A B 2 4 10 12 (b) Independent Activities A B 3 6 9 (c) Dependent Activities

4 6 8 2 6 2 4 8 A C B (d) A Merge B A C (e) A Burst
April 1, 2017 4 A C 6 8 B 2 Activity C depends upon the completion of both Activities A & B (d) A Merge 6 B A 2 4 C 8 Activities B and C both depend upon the completion of Activity A (e) A Burst

April 1, 2017 12 18 A C 16 D B 14 20 Activities C and D both depend upon the completion of Activities A and B (f) A Cross

Example Draw the arrow network for the project given next. IPA
April 1, 2017 Draw the arrow network for the project given next. IPA Activity - A B C D C,D E

April 1, 2017 Solution : B D 30 A E 10 20 40 50 C

Dummy activity (fictitious)
April 1, 2017 * Used to maintain unique numbering of activities. * Used to complete logic, duration of “0” * The use of dummy to maintain unique numbering of activities.

4 10 4 10 11 A B A B (a) Incorrect Representation
April 1, 2017 A Divide node to correct 4 10 B (a) Incorrect Representation A 4 10 B Dummy 11 (b) Correct Representation

Example Draw the arrow network for the project given next. IPA
April 1, 2017 Draw the arrow network for the project given next. IPA Activity - A B C B,C D

Solution : April 1, 2017 B A D 10 20 30 40 C Improper solution B 30 Dummy 10 A 20 D 40 50 C proper solution

Example 54 54 Draw the arrow network for the project given next. IPA
April 1, 2017 Draw the arrow network for the project given next. IPA Activity - A B C D B,C E F

Solution : April 1, 2017 B D 30 Dummy 1 10 A 20 50 E 60 Dummy 2 C F 40

Diagram after removal of redundant dummies
April 1, 2017 Removal of Redundant Dummies Original Diagram Diagram after removal of redundant dummies A B (a) A B A B A B (b) C C

Diagram after removal of redundant dummies
April 1, 2017 Original Diagram Diagram after removal of redundant dummies A C (c) A C B E B E A C A C (d) B E B E

Immediately Preceding Activity (IPA)
April 1, 2017 Immediately Preceding Activity (IPA) Depends Upon Activity ----- A B A, B C B C A Redundant Relationship

Activity List with Dependencies:
April 1, 2017 Depends Upon Description Activity ----- A A, B, C B, C, J, M B, C, D, E, K D, E, F, G, L Site Clearing Removal of Trees Excavation for Foundations Site Grading Excavation for Utility Trenches Placing formwork & Reinforcement Installing sewer lines Pouring concrete Obtain formwork & reinforcing steel Obtain sewer lines Obtain concrete Steelworker availability B C D E F G H J K L M

Removing Redundant Relationships:
April 1, 2017 Depends Upon Description Activity ----- A A, B, C B, C, J, M B, C, D, E, K D, E, F, G, L Site Clearing Removal of Trees Excavation for Foundations Site Grading Excavation for Utility Trenches Placing formwork & Reinforcement Installing sewer lines Pouring concrete Obtain formwork & reinforcing steel Obtain sewer lines Obtain concrete Steelworker availability B C D E F G H J K L M

AOA Representation 40 45 35 15 10 5 20 25 30 L J F M H G B E D A C K
April 1, 2017 H 40 G 45 C F D 35 15 10 5 B A 20 M 25 J 30 E L K AOA Representation

NODE NETWORKS MTHOD (AON)
April 1, 2017 Activity number Link 10 A 20 B Activity name a) Independent Activities 10 A Link 20 B B depends on A b) Dependent Activities

April 1, 2017 10 A 30 C 40 D C depends on A & B D depends on C 20 B c) A Merge Relationship 20 B 30 C 40 D 10 A B depends on A C depends on B D depends on B d) A Burst Relationship

e) Start & Finish Dummy Activities
April 1, 2017 A C B E D A D Start Dummy Finish Dummy B C E e) Start & Finish Dummy Activities

Example 65 Draw the arrow network for the project given next. IPA
April 1, 2017 Draw the arrow network for the project given next. IPA Activity - A B C D C,D E

April 1, 2017 Solution : B D A E C

Example 67 Draw the arrow network for the project given next. IPA
April 1, 2017 Draw the arrow network for the project given next. IPA Activity - A B C B,C D

April 1, 2017 Solution : B A D C

Example 69 69 69 Draw the arrow network for the project given next.
April 1, 2017 Draw the arrow network for the project given next. IPA Activity - A B C D B,C E F

April 1, 2017 Solution : B D A PF E C F

Lags and Leads April 1, 2017 In some situations, an activity cannot start until a certain time after the end of its Predecessor. Lag is defined as a minimum waiting period between the finish (or start) of an activity and the start (or finish) of its successor. Arrow networks cannot accommodate lags. The only solution in such networks is to treat it as a real activity with a real duration, no resources, and a $0 budget.

Examples Place Concrete 3 3 Strips Forms 2 A lag in a node network
April 1, 2017 Place Concrete 3 3 Strips Forms 2 A lag in a node network Place Concrete Cure Concrete Strips Forms A lag in an arrow network

April 1, 2017 The term lead simply means a negative lag. It is seldom used in construction. In simple language: A positive time gap (lag) means ‘‘after’’ and a negative time gap (lead) means ‘‘before.’’

Recommendations for Proper Node Diagram Drawing
April 1, 2017 Recommendations for Proper Node Diagram Drawing Incorrect Correct

April 1, 2017 B A B A A B A B Improper proper

April 1, 2017 Improper Proper

April 1, 2017 A B C A B C PS Improper Proper (a) Do not start a network with more than one node

(a) Do not end a network with more than one node
April 1, 2017 A B C A B C PF Improper Proper (a) Do not end a network with more than one node

The Critical Path Method (CPM)
April 1, 2017 The Critical Path Method (CPM) 4

Introduction April 1, 2017 Suppose you decide with your friend to go in hunting trip. You must do specific activity such that the trip well be at the right way. The following activity must be done.

Critical path : The longest path in a network from start to finish
April 1, 2017 From chart you can see that the 3rd activity (preparing the jeep) have the longest period of time any delay with this activity leads to delay in the trip this activity is a “critical activity” Critical activity : An activity on the critical path any delay on the start or finish of a critical activity will result in a delay in the entire project Critical path : The longest path in a network from start to finish

Steps Required To Schedule a Project
April 1, 2017 Steps Required To Schedule a Project The preparation of CPM includes the following four steps: 1- Determine the work activities: The project must be divided into smaller activities or tasks . The activity shouldn’t be more than days (long durations should be avoided) Use WBS in scheduling by using an order of letters and numbers

2- Determine activity duration:
April 1, 2017 2- Determine activity duration: Duration = Total Quantity / Crew Productivity The productivity has many sources : 1. The company 2. The market 3. Special books Note: The scheduler must be aware about the non-working days , such as holydays or rain days, etc……

It is common practice in construction industry to use calendar day.
Estimating Activity Duration April 1, 2017 Time Interval Time Interval is selected according to the nature of the activity (seconds - minutes…) It is common practice in construction industry to use calendar day. Use one and only one time unit for any schedule. Sources From company’s record From standard estimating guide 3.Interviewing field personnel.

Two approaches for assignment of weather allowance:
Weather and Contingency Allowance April 1, 2017 Two approaches for assignment of weather allowance: Add the Weather Allowance at the end of the project as a separate activity. 2. Add Weather Allowance to those affected by the weather. 3.Add weather allowance at the end of each construction segment (site preparation, foundation, … etc.) Contingency items Other activities can be added to allow for contingency such as strikes Time Zero The close of the work period immediately preceding the start of the project.

3- Determine the logical relationships :
April 1, 2017 3- Determine the logical relationships : This step is a technical matter and obtained from the project manager and technical team, and logical relationships shouldn’t confused with constraints 4- Draw the logic network and perform the CPM calculations

5-Reiew and analyze the schedule: 1. review the logic
2. Make sure the activity has the correct predecessor 3. make sure there is no redundant activity April 1, 2017

7-Monitor and control the schedule:
April 1, 2017 6- Implement the schedule: Definition: take the schedule from paper to the execution. 7-Monitor and control the schedule: Definition: comparing what we planed with what actually done. 8-Revise the database and record feedback. 9-Resource allocation and leveling. (will discuss in chapter 6)

The WBS (Work Breakdown Structure) April 1, 2017 IT is used to break down the project from one main and relatively big entity into smaller, defined, manageable and controllable units, usually called work groups or tasks, or, at the finest level of detail (which is undesirable) activities

Take care!!! April 1, 2017 The deeper you go into the lower levels of the WBS, the more detailed knowledge you’ll need to know. A good rule of thumb is the rule of , which entails that each level be broken down into a maximum of five lower levels.

A WBS is developed by the A/E at the end of the design phase.
Who develops the WBS? April 1, 2017 A WBS is developed by the A/E at the end of the design phase. and/or by the bidders during the proposal (procurement phase).

The CWBS (Contract Work breakdown Structure )
April 1, 2017 After contract award, the project manager expands the WBS into a contract work breakdown structure (CWBS). as the initial step in the PLANNING process. The extended CWBS must include the levels at which required reporting information is summarized for submittal to the Owner

Uses of the WBS April 1, 2017 The WBS is used to report program status externally to the Owner. The CWBS is used internally to plan the program in detail and to collect status information on a periodic basis for the lowest level of the CWBS, namely the schedule activities. The basis for technical planning and project achievement.

The CWBS it is a major task to undo. Why???
April 1, 2017 it is a major task to undo. Why??? Because cost collections begins at a CWBS element, The individuals assigned the responsibility for WBS/CWBS development should never lose sight of the fact that the WBS is used for technical planning and status achievement.

Level 1 Level 2 Level 3 Level 4 Level 5 House 1.0 fine works 1.2 Sub-
April 1, 2017 House 1.0 Structural Work 1.1 fine works 1.2 Sub- Structure 1.1.1 Super- 1.1.2 Finishing 1.21 Doors & Windows frames 1.2.2 Electrical Works 1.3 Earthwork Foundation Columns Roof slabs Conduiting 1.3.1 Light Fittings 1.3.2 Plaster Floor tile Excavation Backfilling Level 1 Level 2 Level 3 Level 4 Level 5

Conclusion April 1, 2017 The work breakdown structure defines the product elements (work packages). And their interrelations to each other and to the product. The WBS mostly ends with project tasks. Using the tasks you can extract project’s activities.

TYPES OF ACTIVITIES 1. Production Activities
April 1, 2017 1. Production Activities Those that can be taken directly from plans and specifications 2. Procurement Activities Procurement of material and equipment 3. Management Decision Activities Activities that can be created by management to avoid certain situations Delay Concrete Company Vacation Deer Hunting

Events and Milestones April 1, 2017 An event: a point in time that is usually the start or finish of a certain activity(s) Duration = 0 Important events are called milestones milestones such as NTP and finish milestones such as Substantial Completion An activity has a start date and a finish date An event / milestone has a start date or a finish date

Example April 1, 2017 Draw the logic network and perform the CPM calculations for the schedule shown next. Duration IPA Activity 5 - A 8 B 6 C 9 D B,C E 3 F 1 D,E,F G

Forward pass calculations
April 1, 2017 Forward pass calculations In mathematical terms, the ES for activity j is as follows : ESj =max( EFi ) where (EFi) represents the EF for all preceding activities. Likewise, the EF time for activity j is as follows : EF j= ESj + Dur j where Dur j is the duration of activity j Forward pass: The process of navigating through a network from start to end and calculating the completion date for the project and the early dates for each activity

April 1, 2017 Solution : 5,13 13,22 A 5 G 1 C 6 D 9 B 8 E F 3 0,5 13,19 22,23 5,11 11,14

Backward pass calculations
April 1, 2017 Backward pass calculations In mathematical terms, the late finish LF for activity j is as follows : ( LFj =min(LSk where (LSk) represents the late start date for all succeeding activities. Likewise, the LS time for activity j (LS j) is as follows : LS j= LFj - Dur j where Dur j is the duration of activity Backward pass: The process of navigating through a network from end to start and calculating the late dates for each activity. The late dates (along with the early dates) determine the critical activities, the critical path, and the amount of float each activity has.

CPM ( ES = LS , EF = LF , TF = FF = 0)
April 1, 2017 Solution : 5,13 13,22 A 5 G 1 C 6 D 9 B 8 E F 3 0,5 5,13 13,22 13,19 22,23 0,5 16,22 22,23 5,11 11,14 10,16 19,22 CPM ( ES = LS , EF = LF , TF = FF = 0)

Four Types Of Floats April 1, 2017 There are several types of float. The simplest and most important type of float is Total Float (TF) Total float (TF): The maximum amount of time an activity can be delayed from its early start without delaying the entire project. TF = LS – ES or TF = LF - EF TF = LF - Dur - ES

April 1, 2017 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 FFi = min(ESi+1) - EFi where min (ESi+1) means the least (i.e., earliest) of the early start dates of succeeding activities

April 1, 2017 In the previous example we can find the free float and total float for each activity as the following : Activity C’s free float, FF = = 0 days And Activity C’s total float, TF = = 5 days …… and so on. FF TF LF LS EF ES Duration Activity 5 A 13 8 B 16 10 11 6 C 22 9 D 3 19 E 14 F 23 1 G Critical activity Note : We must always realize that FF ≤ TF

April 1, 2017 Interfering float: may be defined as the maximum amount of time an activity can be delayed without delaying the entire project but causing delay to the succeeding activities. TF = FF - ‏ Int. or Int. F = TF - FF Independent float (Ind. F): we may define it as the maximum amount of time an activity can be delayed without delaying the early start of the succeeding activities and without being affected by the allowable delay of the preceding activities. Ind. Fi = min(ESi‏+1) – max(LFi-1) – Duri Note: make sure that Ind. F ≤ FF

Node Format Activity ID Activity Name Duration ES EF LS LF TF FF
April 1, 2017 Activity Name Activity ID Duration ES EF LS LF TF FF

Example April 1, 2017 Activity Duration IPA A 5 - B 8 C 6 D 9 E B,C F 3 G 1 D,E,F

Tabular Solution Activity Duration ES EF LS LF TF A 5 B 8 13 C 6 11 10
April 1, 2017 Activity Duration ES EF LS LF TF A 5 B 8 13 C 6 11 10 16 D 9 22 E 19 3 F 14 G 1 23

All dates above represent the end of the day
Graphic Solution April 1, 2017 5, 13 0, 5 13, 19 5, 11 13, 22 11, 14 22, 23 A 5 F 3 D 9 E 6 C B 8 G 1 B 8 D 9 5, 13 0, 5 16, 22 10, 16 13, 22 19, 22 22, 23 3 A 5 G 1 5 8 All dates above represent the end of the day

Example Activity Duration IPA A 5 - B 6 C D 3 E F 4 B, C G H 7 B,C,G I
April 1, 2017 Activity Duration IPA A 5 - B 6 C D 3 E F 4 B, C G H 7 B,C,G I 8 E, F J 2 K H, J L I, J

April 1, 2017 B 6 E 3 I 8 L 2 A 5 C 5 F 4 J 2 PF D 3 G 4 H 7 K 3

Graphic Solution 1 B 6 E 3 I 8 L 2 1 5 A 5 C 5 F 4 J 2 PF 3 3 3 3 D 3
April 1, 2017 Graphic Solution 1 5, 11 11, 14 15, 23 B 6 E 3 I 8 23, 25 5, 11 12, 15 15, 23 L 2 1 5 0, 5 5, 10 11, 15 15, 17 25 23, 25 A 5 C 5 F 4 J 2 PF 0, 5 6, 11 11, 15 20, 22 25 3 3 3 3 5, 8 8, 12 12, 19 19, 22 D 3 G 4 H 7 K 3 8, 11 11, 15 15, 22 22, 25

Tabular Solution April 1, 2017

End-of-Day Convention
April 1, 2017 The dates on the activities represent the “end of day”. That’s why we always start with day 0: end of day 0 = start of day 1 This concept is not applied in computer programs. In computer programs start dates (ES, LS) represent the beginning of the day while finish dates (EF, LF) represent the end of the day

Exercise Solution Using The Computer
April 1, 2017 1 6, 11 12, 14 15, 23 B 6 E 3 I 8 24, 25 6, 11 13, 15 16, 23 L 2 1 5 1, 5 6, 10 12, 15 16, 17 25 24, 25 A 5 C 5 F 4 J 2 PF 1, 5 7, 11 12, 15 21, 22 25 3 3 3 3 6, 8 9, 12 13, 19 20, 22 D 3 G 4 H 7 K 3 9, 11 12, 15 16, 22 23, 25

Comments on the Solution
April 1, 2017 Near-critical activities may be as important as critical activities It is a good practice for the project manager not to give subordinates two sets of dates PM has to choose one set of dates within the range of Early – Late Management may reserve a number of days as “management float” or “time contingency”

Float Discussion April 1, 2017 Total float –in general- belongs to a path rather than the activity itself If an activity uses “its” float, successors may lose some or all of “their” float Total float versus free float Total float is broken down into free float, independent float, and interfering float. Researchers have come up with even more types

The question is: “who owns the float”?
April 1, 2017 The question is: “who owns the float”? Float distribution attempts Review the contract – what if it is not mentioned? Float with resource leveling Shifting activities within their float may affect: Start / finish dates of succeeding activities Resource usage: Labor and equipment (crews) Materials: delivery, storage Cash flow

Lags in Node Networks April 1, 2017 A lag is a minimum compulsory waiting period between the start/finish of an activity and the start/finish of the successor Actual waiting period may be greater, but never less than the lag Lags are very common with SS and FF relationships A lead is a negative lag The lag is added in the CPM’s forward pass calculations and subtracted in the backward pass

Concrete curing (before formwork stripping or reshoring)
April 1, 2017 Examples: Concrete curing (before formwork stripping or reshoring) Asphalt curing (before striping) Waiting for a permit to be issued Waiting for the delivery of a custom material or equipment

Example Activity Duration IPA Lag A 5 - B 3 C 6 D 7 E 4 F A,B,C G H 2
April 1, 2017 Activity Duration IPA Lag A 5 - B 3 C 6 D 7 E 4 F A,B,C G H 2 I D,G

Graphic Solution A 5 D 7 H 6 2 B 3 4 E 7 G 5 I 3 3 C 6 F 4 0, 5 5, 12
April 1, 2017 0, 5 5, 12 21, 27 A 5 D 7 H 6 2 2, 7 14, 21 21, 27 0, 3 27 7, 14 14, 19 19, 22 PS B 3 4 E 7 G 5 I 3 PF 0, 3 7, 14 14, 19 24, 27 27 3 0, 6 6, 10 C 6 F 4 1, 7 7, 11

April 1, 2017 Tabular Solution

Constraints and the CPM
April 1, 2017 A Constraint is an externally imposed restriction affecting when an activity can start and/or finished Constraints may conflict with logical relationships Constraints are not alternatives for logic

Software Quiz On a continuous path:
April 1, 2017 On a continuous path: Activities A, B, and C are critical; but D, E, and F not Why? A 6 B 5 C 3 D 9 E F 2

Effect of Imposed Finish Date
April 1, 2017 Imposed Finish Date is the project’s completion date, as specified in the contract or stipulated by the owner When compared to the calculated finish date: Calculated finish date < imposed finish date You are in good shape What happens if you enter the imposed date? Calculated finish date > imposed finish date Negative float appears when you enter the imposed date You need to accelerate / crash the schedule

Examples with Imposed Finish Dates
April 1, 2017 Examples with Imposed Finish Dates Repeat Example 3 with imposed finish date of 28 days Repeat Example 3 with imposed finish date of 22 days

Imposed Finish Date > Calculated Finish Date
April 1, 2017 Imposed Finish Date > Calculated Finish Date 3 4 3 5, 11 11, 14 15, 23 B 6 E 3 I 8 3 23, 25 8, 14 15, 18 18, 26 L 2 3 4 8 3 0, 5 5, 10 11, 15 15, 17 25 26, 28 A 5 C 5 F 4 J 2 PF 3, 8 9, 14 14, 18 23, 25 28 6 6 6 6 5, 8 8, 12 12, 19 19, 22 D 3 G 4 H 7 K 3 11, 14 14, 18 18, 25 25, 28

Imposed Finish Date < Calculated Finish Date
April 1, 2017 Imposed Finish Date < Calculated Finish Date -3 -2 -3 5, 11 11, 14 15, 23 B 6 E 3 I 8 -3 23, 25 2, 8 9, 12 12, 20 L 2 -3 -2 -3 2 0, 5 5, 10 11, 15 15, 17 25 20, 22 A 5 C 5 F 4 J 2 PF -3, 2 3, 8 8, 12 17, 19 22 5, 8 8, 12 12, 19 19, 22 D 3 G 4 H 7 K 3 5, 8 8, 12 12, 19 19, 22

Negative Float April 1, 2017 Negative float is a situation that occurs when performing an activity even on its early dates, fails to meet the project’s imposed finish date or other constraint It may occur in one of two cases: Before construction starts During construction (after normal start)

Calendars Each activity has to be assigned a calendar
April 1, 2017 Each activity has to be assigned a calendar Different crews working for different activities work on different calendars. The crew working for the same activity may work 5 days/week at normal times then switch to 6 or 7 days/week User has to be aware of the impact of such matter on the duration of activities and consequently the project

Computer scheduling programs can handle calendars:
April 1, 2017 Computer scheduling programs can handle calendars: Global, default, and other calendars Recurring holidays Work hours per day Resource calendars Scheduling in other countries

Non-Work Days April 1, 2017 Schedulers must take in account non-work days. This includes: Scheduled non-work days such as:. Holidays, Shut-downs. Unscheduled non-work days such as: Rain days (or severe weather), Other unforeseen interruptions Distribution of unscheduled non-work days

Event Times in Arrow Networks
April 1, 2017 Event Times in Arrow Networks The early event time, TE, is the largest (latest) date obtained to reach an event (going from start to finish). The late event time, TL, is the smallest (earliest) date obtained to reach an event (going from finish to start). Example Perform the CPM calculations, including the event times, for the arrow network shown below.

April 1, 2017 10 30 40 20 60 C E B 50 D F 70 A G H 5 7 8 9 4 d1 d2 Arrow network for example

April 1, 2017 The preceding logic is similar to that of the forward and backward passes: When you are going forward, pick the largest number. When you are going backward, pick the smallest number. i j Act. Name Dur. TEi TLi TEj TLj CPM

April 1, 2017 10 24 10 30 40 20 60 C E B 50 D F 70 A G H 5 7 8 9 4 d1 d2 (0,10) (10,18) (0,10) (11,19) (19,24) 10 27 10 19 (22,27) 27 (0,5) (10,19) (19,27) (5,10) (10,19) (19,27) 7 10 19 27 (0,7) (7,11) (8,15) (15,19) 15

Float Calculations From Event Times
April 1, 2017 Float Calculations From Event Times Total Float TFij = TLj - TEi - Tij Example ( In the previous network ) TF40-50 = TL50 – TE40 – T40-50 = 19 – 7 – 4 = 8

Free Float FFij = TEj - TEi – Tij Example
April 1, 2017 Free Float FFij = TEj - TEi – Tij Example FF40-50 = TE50 – TE40 – T40-50 = 19 – 7 – 4 = 8

Interfering Float INTFij = TLj – TEj Example INTF40-50 = TL50 – TE50
= 19 – 19 = 0 April 1, 2017 Independent Float INDFij= TEj – TLi - Tij Example INDF40-50 = TE50 – TL40 – T40-50 = 19 – 15 – 4 = 0

Example Draw a network for the following activities IPAs Duration
April 1, 2017 Draw a network for the following activities IPAs Duration Activity -- 2 A B 4 C 1 D B,C E F G F,E H I G,H J I,H K K,J L

April 1, 2017 The Arrow Network will be: A B F I 3 1 2 9 10 2 2 2 2 K 4 C 4 L E H 4 6 7 11 12 13 4 4 1 J 1 D 4 G 5 8 1

April 1, 2017 Forward Pass calculations (ES, EF) 2 4 6 14 A B F I 3 1 2 9 10 2 2 2 2 K 4 C 4 6 6 10 14 18 19 L E H 4 6 7 11 12 13 4 4 1 J 1 D 4 7 14 G 5 8 1

April 1, 2017 backward Pass calculations (LS, LF) 2 6 10 14 A B F I 3 1 2 9 10 2 2 2 2 K 4 C 4 6 6 10 14 18 19 L E H 4 6 7 11 12 13 4 4 1 J 1 D 4 13 14 G 5 8 1

April 1, 2017 Specify the Critical Path 2 6 10 14 2 4 6 14 A B F I 3 1 2 9 10 2 2 2 2 6 6 10 14 K 18 19 4 C 4 6 6 10 14 18 19 L E H 4 6 7 11 12 13 4 4 1 13 14 J 1 D 4 7 14 G 5 8 1

April 1, 2017 2 6 10 14 2 4 6 14 A B F I 3 1 2 9 10 2 2 2 2 6 6 10 14 K 18 19 4 C 4 6 6 10 14 18 19 L E H 4 6 7 11 12 13 4 4 1 13 14 J 1 D 4 7 14 G 5 8 1

Table of activities 2 -- A 6 4 B C 13 12 7 1 D 10 B,C E 8 F 14 G F,E H
April 1, 2017 Table of activities TF LF LS EF ES IPAs Duration Activity 2 -- A 6 4 B C 13 12 7 1 D 10 B,C E 8 F 14 G F,E H I 18 G,H J I,H K 19 K,J L

Bar / Gantt chart Early Start / Finish EF = ES + D A
Activity Bar / Gantt chart Early Start / Finish EF = ES + D April 1, 2017 A B C D E F G H I J K L 2 4 6 8 10 12 14 16 18 20 Time

Bar / Gantt Chart Late Start / Finish LS = LF - D A
Activity Bar / Gantt Chart Late Start / Finish LS = LF - D April 1, 2017 A B C D E F G H I J K L 2 4 6 8 10 12 14 16 18 20 Time

Bar / Gantt of the previous network
April 1, 2017 A B C D E F G H I J K L 2 4 6 8 10 12 14 16 18 20

Summary i j T TEi TLi TEj TLj Float Direction TF FF Int. F Ind. F
April 1, 2017 Summary i j T TEi TLi TEj TLj Float Direction TF FF Int. F Ind. F

April 1, 2017 Quiz 4 True or False: Determining activities durations is primarily the scheduler’s job You can find out the project’s estimated completion date after performing the forward pass only You can find out the project’s critical path after performing the forward pass only “Event” is another name for an activity “Task” is another name for an activity There could be more than one critical path in a CPM network Total float must be equal to or greater than free float

April 1, 2017 Definitions Activity, or task: A basic unit of work as part of the total project that is easily measured and controlled. It is time- and resource consuming. Backward pass: The process of navigating through a network from end to start and calculating the late dates for each activity. The late dates (along with the early dates) determine the critical activities, the critical path, and the amount of float each activity has. Critical activity: An activity on the critical path. Any delay in the start or finish of a critical activity will result in a delay in the entire project. Critical path: The longest path in a network, from start to finish, including lags and constraints. .

Late dates: The late start date and late finish date of an activity.
April 1, 2017 Early dates: The early start date and early finish date of an activity. Early finish (EF): The earliest date on which an activity can finish within project constraints. Early start (ES): The earliest date on which an activity can start within project constraints. Event: A point in time marking a start or an end of an activity. In contrast to an activity, an event does not consume time or resources. Forward pass: The process of navigating through a network from start to end and calculating the completion date for the project and the early dates for each activity. Late dates: The late start date and late finish date of an activity. Late finish (LF): The latest date on which an activity can finish without extending the project duration. Late start (LS): The latest date on which an activity can start without extending the project duration.

April 1, 2017 Precedence Diagram 5

The Four Types Relationships
April 1, 2017 The Four Types Relationships Activities represented by nodes and links that allow the use of four relationships: 1) Finish to Start – FS 2) Start to Finish – SF 3) Finish to Finish – FF 4) Start to Start – SS

Finish to Start (FS) Relationship
April 1, 2017 Finish to Start (FS) Relationship . The traditional relationship between activities. . Implies that the preceding activity must finish before the succeeding activities can start. . Example: the plaster must be finished before the tile can start. Plaster Tile

Star to Finish (SF) Relationship
April 1, 2017 Star to Finish (SF) Relationship . Appear illogical or irrational. . Typically used with delay time OR LAG. . The following examples proofs that its logical. Erect formwork steel reinforcement Pour concrete 5 SF Order concrete

Finish to Finish (FF) Relationship
April 1, 2017 Finish to Finish (FF) Relationship Both activities must finish at the same time. Can be used where activities can overlap to a certain limit. Erect scaffolding Remove Old paint FF/1 sanding FF/2 Dismantle scaffolding painting inspect

Start to Start (SS) Relationship
April 1, 2017 Start to Start (SS) Relationship This method is uncommon and non exists in project construction . Clean surface Spread grout SS Set tile Clean floor area

Advantages of using Precedence Diagram
April 1, 2017 Advantages of using Precedence Diagram No dummy activities are required. A single number can be assigned to identify each activity. 3. Analytical solution is simpler.

Calculation forward calculations EF = ES + D Calculate the Lag
April 1, 2017 Calculation forward calculations EF = ES + D Calculate the Lag LAGAB = ESB – EFA Calculate the Free Float FF = Min. (LAG)

TFi = Min (lag ij + TFj ) 2) Backward calculations
April 1, 2017 2) Backward calculations For the last task LF=EF , if no information deny that. LS=LF-D Calculate Total Float TF = LS – ES OR LF – EF TFi = Min (lag ij + TFj ) Determine the Critical Path

Example 1) Forward pass calculations 4) Backward pass calculations
April 1, 2017 1) Forward pass calculations 4) Backward pass calculations 5) Calculate total Float (TF = LS – ES OR LF – EF) B D F H A 1 1 1 2 9 2 11 5 11 16 4 16 20 1 20 2 2 11 11 16 16 20 20 21 21 4 5 3 C E G 2 5 5 7 4 10 11 6 14 7 3 10 11 3 14 17 3 3 20 2) Calculate the Lag ( LAGAB = ESB – EFA) ES Dur. LS 3) Calculate the Free Float (FF) FF = min.( LAG) EF FF TF LF 167

6) Determine the Critical Path
April 1, 2017 6) Determine the Critical Path A B D F H 1 1 1 2 9 2 11 5 11 16 4 16 20 1 20 2 2 11 11 16 16 20 20 21 21 4 5 3 C E G 2 5 5 7 4 10 11 6 14 7 3 10 11 3 14 17 3 3 20 ES Dur. LS The critical path passes through the critical activities where TF = 0 EF FF TF LF 168

April 1, 2017 Resource Allocation and Resource Leveling 6

CATEGORIES OF RESOURCES
April 1, 2017 CATEGORIES OF RESOURCES Labor Materials Equipment’s.

April 1, 2017 Labor 1. Salaried staff: like-project engineer, secretary. 2. Hourly workers: like-carpenters. Equipment and Materials 1. Construction equipment and materials 2. Installed equipment and materials

What is resource allocation?
April 1, 2017 What is resource allocation? Resource allocation(resource loading) : Is the assignment of the required resources to each activity, in the required amount and timing. What Is 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.

April 1, 2017 Why level Resources? 1. When the contractor adds the daily total demand for a specific resource for all activities he must provide the required amount, or work will be delayed. 2. Leveling may also be necessary for an expensive piece of equipment. 3. The main idea of resource leveling is to improve work efficiency and minimize cost during the life of the project. Note: In general, materials do not need to be leveled

Leveling Resources in a Project
April 1, 2017 Leveling Resources in a Project Resource leveling is a mathematically complex process. The resource-leveling method is called the minimum moment algorithm. discussed by Robert B. Harris (1978) in his classic textbook, Precedence and Arrow Networking Techniques for Construction

Resource Profiles Resource need Time Actual, not leveled
April 1, 2017 Resource need Actual, not leveled Leveled, realistic Ideal Time

April 1, 2017 Sort Sort : the process of arranging activities in a list to certain specific order.

April 1, 2017 Priorities & Sorts The activities making up the network must be listed in order of their priority of resources allocation. The network shows the logical sequence of activities. (predecessor and successor). The listing of activities must therefore reflects the dependency of some activities .

Activities Sort Resource unit TF ES Duration Activity 8H 1 A 9H 2 9 B
April 1, 2017 Activities Sort Resource unit TF ES Duration Activity 8H 1 A 9H 2 9 B 7H 3 5 C 5H 11 D 4H 7 4 E 16 F 2H 6 G 20 H Activity sort reflects the logic sequence of the network.

Major Sort Resource unit TF ES Duration Activity 8H 1 A 9H 2 9 B 7H 3
April 1, 2017 Major Sort Resource unit TF ES Duration Activity 8H 1 A 9H 2 9 B 7H 3 5 C 4H 7 4 E 2H 11 6 G 5H D 16 F 20 H Activity sort with ES time as Major sort

Major & Minor Sorts Resource unit TF ES Duration Activity 8H 1 A 9H 2
April 1, 2017 Major & Minor Sorts Resource unit TF ES Duration Activity 8H 1 A 9H 2 9 B 7H 3 5 C 4H 7 4 E 5H 11 D 2H 6 G 16 F 20 H Activity sort with ES time as Major sort & TF as Minor Sort

Allocated resources April 1, 2017 8H A 9H 9H 9H 9H 9H 9H 9H 9H 9H B 7H 7H 7H 7H 7H C Activity 4H 4H 4H 4H E 5H 5H 5H 5H 5H D 2H 2H 2H 2H 2H 2H G 8H 8H 8H 8H F 4H H 2 4 6 8 10 12 14 16 18 20 Time

Early start resources aggregation
Time 2 4 6 8 10 12 14 16 April 1, 2017 18 20 8H A 9H 9H 9H 9H 9H 9H 9H 9H 9H B 7H 7H 7H 7H 7H C 4H 4H 4H 4H E Activity 5H 5H 5H 5H 5H D 2H 2H 2H 2H 2H 2H G 8H 8H 8H 8H F 4H H Total Labor 8 16 16 16 16 16 13 13 13 13 7 7 7 7 7 10 8 8 8 4 Early start resources aggregation

Resource Aggregation April 1, 2017 Resources aggregation: is a summation of the resources that are used to carry out the program on a time period basis. For example, day to day , or week to week.

Early start resources aggregation diagram (Histogram)
April 1, 2017 Total Labor 8 16 16 16 16 16 13 13 13 13 7 7 7 7 7 10 8 8 8 4 16 14 Labor 12 10 8 6 4 2 2 4 6 8 10 12 14 16 18 20 184 Time Early start resources aggregation diagram (Histogram)

Late start April 1, 2017 Another histogram can be obtained if Late start considered. Shows different resources demand. And many histograms can be obtained considering a different time in the network. Each histogram shows different resources demand.

late Start Sorts Resource unit TF LS Duration Activity 8H 1 A 9H 2 9 B
April 1, 2017 late Start Sorts Resource unit TF LS Duration Activity 8H 1 A 9H 2 9 B 7H 3 5 C 4H 10 4 E 5H 11 D 2H 14 6 G 16 F 20 H Activity sort with LS time as Major sort & TF as Minor Sort

Late start resources aggregation
Time April 1, 2017 2 4 6 8 10 12 14 16 18 20 8H A 9H 9H 9H 9H 9H 9H 9H 9H 9H B 7H 7H 7H 7H 7H C 4H 4H 4H 4H E Activity 5H 5H 5H 5H 5H D 2H 2H 2H 2H 2H 2H G 8H 8H 8H 8H F 4H H Total Labor 8 9 9 9 16 16 16 16 16 13 9 9 9 7 7 10 10 10 10 4 Late start resources aggregation

Late start resources aggregation diagram (Histogram) Time
April 1, 2017 Total Labor 8 9 9 9 16 16 16 16 16 13 9 9 9 7 7 10 10 10 10 4 16 14 Labor 12 10 8 6 4 2 2 4 6 8 10 12 14 16 18 20 Late start resources aggregation diagram (Histogram) Time

Early start vs Late start resources aggregation diagram (Histogram)
April 1, 2017 Total Labor 8 9 9 9 16 16 16 16 16 13 9 9 9 7 7 10 10 10 10 4 16 14 Labor 12 10 8 6 4 2 2 4 6 8 10 12 14 16 18 20 189 Time Early start vs Late start resources aggregation diagram (Histogram)

Early start vs Late start resources aggregation diagram (Histogram)
April 1, 2017 Total Labor 8 9 9 9 16 16 16 16 16 13 9 9 9 7 7 10 10 10 10 4 16 14 Labor 12 10 8 6 4 2 2 4 6 8 10 12 14 16 18 20 190 Time Early start vs Late start resources aggregation diagram (Histogram)

E Example April 1, 2017 10 6 16 16 6 6 22 B F I 6 4 12 11 2 17 13 3 19 10 6 16 13 6 19 16 6 6 22 A C G K 1 5 1 6 5 6 11 3 11 22 2 22 6 6 11 11 14 14 24 24 D J 6 2 12 14 8 14 8 6 14 22 22 H ES Dur. LS EF FF TF LF 8 6 16 14 8 8 22

Activities Sort April 1, 2017 Resource unit TF ES Duration Activity 8H 1 5 A 2H 6 C 4H 2 D 9H 4 B 5H 8 H 10 E 11 3 G F 13 I 14 J 6H 22 K 2 Activity sort with ES time as Major sort & TF and duration as Minor Sorts

Time 2 4 6 8 10 12 14 16 18 20 22 24 April 1, 2017 A 8H 8H 8H 8H 8H C 2H 2H 2H 2H 2H D 4H 4H B 9H 9H 9H 9H 9H 9H 9H 9H H 5H 5H 5H 5H 5H 5H E 5H 5H 5H 5H 5H 5H G 2H 2H 2H F 8H 8H I 5H 5H 5H J 2H 2H 2H 2H 2H 2H 2H 2H K 6H 6H Total Labor 8 8 8 8 8 15 15 16 16 12 20 20 17 12 12 2 2 2 2 2 2 6 6 Early start resources aggregation

Total Labor 8 8 8 8 8 15 15 16 16 12 20 20 17 12 12 2 2 2 2 2 2 6 6 April 1, 2017 20 18 16 14 Labor 12 10 8 6 4 2 2 4 6 8 10 12 14 16 18 20 22 24 Time Early start resources aggregation diagram

Activities Sort Resource unit TF LS Duration Activity 8H 1 5 A 2H 6 C
April 1, 2017 Resource unit TF LS Duration Activity 8H 1 5 A 2H 6 C 4H 12 2 D 9H 4 B 5H 16 E 8 H 11 3 G 17 F 19 I 14 J 6H 22 K Activity sort with LS time as Major sort & TF and duration as Minor Sorts

Late start resources aggregation
Time 2 4 6 8 10 12 14 16 18 20 22 24 April 1, 2017 A 8H 8H 8H 8H 8H C 2H 2H 2H 2H 2H D 4H 4H B 9H 9H 9H 9H E 5H 5H 5H 5H 5H 5H H 5H 5H 5H 5H 5H 5H G 2H 2H 2H F 8H 8H I 5H 5H 5H J 2H 2H 2H 2H 2H 2H 2H 2H K 6H 6H Total Labor 8 8 8 8 8 2 2 2 2 2 2 15 15 11 11 12 20 20 17 17 17 6 6 Late start resources aggregation

Total Labor 8 8 8 8 8 2 2 2 2 2 2 15 15 11 11 12 20 20 17 17 17 6 6 April 1, 2017 20 18 16 14 Labor 12 10 8 6 4 2 2 4 6 8 10 12 14 16 18 20 22 24 Time Late start resources aggregation diagram

Early start 20 18 Labor 16 14 12 10 8 6 4 2 20 Late start 18 Labor 16
April 1, 2017 Labor 2 4 6 8 10 12 14 16 18 20 Early start Labor 2 4 6 8 10 12 14 16 18 20 Late start

Smoothing/Leveling April 1, 2017 Let us program activity F to start by its late start day which is day 17. And activity I to start by day 14. The resulting resources aggregation histogram will be as follows:

Time 2 4 6 8 10 12 14 16 18 20 22 24 April 1, 2017 A 8H 8H 8H 8H 8H C 2H 2H 2H 2H 2H D 4H 4H B 9H 9H 9H 9H 9H 9H 9H 9H H 5H 5H 5H 5H 5H 5H E 5H 5H 5H 5H 5H 5H G 2H 2H 2H F 8H 8H I 5H 5H 5H J 2H 2H 2H 2H 2H 2H 2H 2H K 6H 6H Total Labor 8 8 8 8 8 15 15 16 16 12 12 12 12 12 12 7 10 10 2 2 2 6 6 Early start resources aggregation

Total Labor 8 8 8 8 8 15 15 16 16 12 12 12 12 12 12 7 10 10 2 2 2 6 6 April 1, 2017 20 18 16 14 Labor 12 10 8 6 4 2 2 4 6 8 10 12 14 16 18 20 22 24 Time

Smoothing/Leveling April 1, 2017 Let us program activity H to start by its late start time. So its resources demand starts with its Late start date. The resulting resource aggregation and histogram will be as follows:

Time 2 4 6 8 10 12 14 16 April 1, 2017 18 20 22 24 A 8H 8H 8H 8H 8H C 2H 2H 2H 2H 2H D 4H 4H B 9H 9H 9H 9H 9H 9H 9H 9H H 5H 5H 5H 5H 5H 5H E 5H 5H 5H 5H 5H 5H G 2H 2H 2H F 8H 8H I 5H 5H 5H J 2H 2H 2H 2H 2H 2H 2H 2H K 6H 6H Total Labor 8 8 8 8 8 15 15 16 16 7 15 15 12 7 7 7 7 7 7 7 7 6 6

Total Labor 8 8 8 8 8 15 15 16 16 7 15 15 12 7 7 7 7 7 7 7 7 6 6 April 1, 2017 20 18 16 14 Labor 12 10 8 6 4 2 2 4 6 8 10 12 14 16 18 20 22 24 Time

Smoothing/Leveling April 1, 2017 In case activity D is split able activity. It could be interrupted to be carried out in tow parts. Let us program activity B to start by 7th day . And activity H to starts by its Late start date. And activity E to start by day 14. The resulting resource aggregation and histogram will be as follows:

Time 2 4 6 8 10 12 14 16 18 20 22 24 April 1, 2017 A 8H 8H 8H 8H 8H C 2H 2H 2H 2H 2H D 4H 4H B 9H 9H 9H 9H H 5H 5H 5H 5H 5H 5H E 5H 5H 5H 5H 5H 5H G 2H 2H 2H F 8H 8H I 5H 5H 5H J 2H 2H 2H 2H 2H 2H 2H 2H K 6H 6H Total Labor 8 8 8 8 8 6 11 11 11 11 10 10 11 12 12 12 12 12 12 7 7 6 6 Early start resources aggregation

Total Labor 8 8 8 8 8 6 11 11 11 11 10 10 11 12 12 12 12 12 12 7 7 6 April 1, 2017 20 18 16 14 Labor 12 10 8 6 4 2 2 4 6 8 10 12 14 16 18 20 22 24 Time

Early Start OR Early Finish
April 1, 2017 There are many solutions between the limits of Early Start and Early Finish. The optimal solution is zero fluctuation histogram. Which is hard to be achieved. It is preferred to solve the problem toward the Early start resources aggregation diagram. WHY ?!

April 1, 2017 Because if there are labor availability problems to be overcome, they will occur in the early beginning of the project. By other words, if the program based on the Late Start date, it means that all the activities are Critical, and any labor problem will affect the project completion.

Allocation within resources restraints
April 1, 2017 Another situation which you may face in practice is the restricted resources availability. Where you have to carry out the job with the available resources only. In this case the project duration may be prolonged to suit the availability of the restricted resources.

April 1, 2017 Rules for scheduling activities with limited resources schedule activities to start as soon as their predecessors have been completed. 2) if more than one activity using a specific limited resources can be scheduled, priority is given to the activity with early Late Start. ( LS as Major Sort) 3) if tow or more activities have the same Late start, give priority to the activity with least Total Float. (TF as Minor Sort) 4) if the activities have the same Total Float in the minor sort, give the priority to the activity with the Largest Number of Resources. 5) If the activities are tied in the number of resources, give priority to the activity that has already started. ) schedule activities to start as soon as their predecessors have been completed. 2) if more than one activity using a specific limited resources can be scheduled, priority is given to the activity with early Late Start. ( LS as Major Sort) 3) if tow or more activities have the same Late start, give priority to the activity with least Total Float. (TF as Minor Sort) 4) if the activities have the same Total Float in the minor sort, give the priority to the activity with the Largest Number of Resources. 5) If the activities are tied in the number of resources, give priority to the activity that has already started.

Example April 1, 2017 A B D F H 1 2 1 1 9 2 11 5 11 16 4 16 20 1 20 2 2 11 11 16 16 20 20 21 21 8H 9H 5H 8H 4H C E G 2 5 5 7 4 10 11 6 14 7 3 10 11 3 14 17 3 3 20 Activity desc. 7H 4H 2H ES Dur. LS EF FF TF LF Resources

Resource unit TF ES Duration Activity
April 1, 2017 Resource unit TF ES Duration Activity 8H 1 A 9H 2 9 B 7H 3 5 C 4H 7 4 E 5H 11 D 2H 6 G 16 F 20 H Activity sort with ES time as Major sort & TF as Minor Sort

April 1, 2017 Assume that the available labors in the company restricted to 10 helpers, and the company decided to carry out the job without resorting to hire more labor. The resulting program will exceed the Early finish date based on the network.

Early start resources aggregation diagram (Histogram)
April 1, 2017 8 16 16 16 16 16 13 13 13 13 7 7 7 7 7 10 8 8 8 4 Total Labor 16 14 Labor 12 10 8 6 4 2 2 4 6 8 10 12 14 16 18 20 215 Time Early start resources aggregation diagram (Histogram)

Resources aggregation diagram
Time 2 4 6 8 10 12 14 16 18 20 22 24 26 April 1, 2017 A 8H B 9H 9H 9H 9H 9H 9H 9H 9H 9H C 7H 7H 7H 7H E 4H 4H 4H 4H Activity D 5H 5H 5H 5H 5H G 2H 2H 2H 2H 2H 2H F 8H 8H 8H H 4H Total Labor 8 9 9 9 9 9 9 9 9 9 7 7 7 7 9 9 9 9 7 10 10 10 2 2 4 12 Labor Limit 10 8 Labor 6 4 2 Time Resources aggregation diagram

Money and network schedules
April 1, 2017 Reminder, cost was one of the elements of project constraints triangle ( COST, TIME & QUALITY). An effective management tries to minimize and integrate the above mentioned elements. CPM provides a mean for relating time and money. The application of resources to a project (materials, manpower and machinery) related to another resource which is MONEY. The value of the resources for each activity represents a component of project cost.

Hint Construction costs includes: 1) Materials costs. 2) labor costs.
April 1, 2017 Hint Construction costs includes: 1) Materials costs. 2) labor costs. 3) plant and equipment costs 4) overhead costs and profit.

E Example April 1, 2017 10 6 16 16 6 6 22 B F I 6 4 12 11 2 17 13 3 19 10 6 16 13 6 19 16 6 6 22 A C G K 1 5 1 6 5 6 11 3 11 22 2 22 6 6 11 11 14 14 24 24 D J 6 2 12 14 8 14 8 6 14 22 22 H ES Dur. LS EF FF TF LF 8 6 16 14 8 8 22

(Cost ($ TF ES Duration Activity
April 1, 2017 (Cost ($ TF ES Duration Activity 650 1 5 A 1300 6 C 400 2 D 1450 4 B 500 8 H 1100 10 E 600 11 3 G 350 F 1000 13 I 14 J 200 22 K

Time 2 4 6 8 10 12 14 16 22 24 April 1, 2017 18 20 A 200 100 200 100 50 C 150 100 200 200 150 D 200 200 B 9H 100 250 9H 300 9H 100 9H H 50 100 150 200 50 50 E 200 200 100 150 100 150 G 200 200 200 F 150 100 I 200 100 100 J 100 100 150 200 100 100 150 100 K 100 100 Total cost 200 100 200 100 50 350 550 550 400 500 750 450 600 300 350 150 200 100 100 150 100 100 100

Total cost 200 100 200 100 50 350 550 550 400 500 750 450 600 300 350 150 200 100 100 150 100 100 100 April 1, 2017 800 700 600 500 400 300 200 100 2 4 6 8 10 12 14 16 18 20 22 24 Time

Cash Flow April 1, 2017 It is quite significant to the contractor to know the amount of money that would be spent in each stage of the project.( Expenditures) And compare it to the amount of money that would be received. (income) Overtrading Overtrading: arises when the current liabilities of a company exceed the current assets, even though the business is solvent.

Total cost 200 100 200 100 50 350 550 550 400 500 750 450 600 300 350 150 200 100 100 150 100 100 100 April 1, 2017 Com. cost 200 300 500 600 650 1000 1550 2100 2500 3000 3750 4200 4800 5100 5450 5600 5800 5900 6000 6150 6250 6350 6450 $ 6400 6000 5600 5200 4800 4400 4000 3600 3200 2800 2400 2000 1600 1200 800 400 2 4 6 8 10 12 14 16 18 20 22 24 Com. cost = Cumulative Cost Time 224 Cash Flow Diagram

April 1, 2017 Retainage Release Expenditures Revenues Cumulative Expenditures & Revenues Amount of Negative Cash Flow Time (Months) Cash Flow Curve for revenue and expenditures

Cash Flow Example April 1, 2017 $ $$$ early $$ planned late $ Time

Cash Flow: In and Out $ Profit Spending Reimbursement Time
April 1, 2017 $ Profit Spending Reimbursement Time

Cash Flow Analysis April 1, 2017 Cash flow analysis consists of a detailed examination of funds disbursement (expenditures) and the receipt of revenue. Cash flow shows if surplus fund available during project, or if negative cash position will occur during construction. The cash position of contractor during project whether positive or negative is important.

Negative cash position
April 1, 2017 Negative cash position means that the revenues obtained from a project insufficient to meet the financial obligations (expenditures) of the project. In this case other fund from the company or from outside sources must be used.

Positive cash position
April 1, 2017 Positive cash position means that the revenues obtained from a project exceed the financial obligations (expenditures) of the project. In this case surplus (extra) fund available with the contractor. And the contractor may invest this surplus funds for short duration.

Materials Management April 1, 2017 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.

Materials management functions
April 1, 2017 Identifying. Acquiring. Distributing. Disposing.

Objectives of materials management
April 1, 2017 Ensure that materials meet the specifications and are on hand when and where required. Obtain the best value for purchased materials. Provide efficient, low-cost transport, security, and storage of materials at construction sites. Reduce any surplus to the lowest level possible.

Schedule Updating and Project Control
April 1, 2017 Schedule Updating and Project Control 7

April 1, 2017 Schedule updating Schedule updating is just one part of the project control process. Schedule updating must reflect Actual work , and involves change orders (CO) .

What is an updated schedule?
April 1, 2017 A revised schedule reflecting project information at a given data date regarding completed activities , in progress activities , and change in the logic , cost , and resources and allocated at any level . What is data date? The data date is the date as of which all progress on a project is reported. It is also called as- of date and status date .

Why Update Schedules? April 1, 2017 Schedules (like cost estimates) are always prepared before the project begins. However, updates must take place routinely for the following two reasons: a. Unintentional events b. Intentional changes Schedules without updating, monitoring, controlling, and corrective action are useless

What kind of information is needed for updating schedules ?
April 1, 2017 1. Past information : what has happened since the last update ?. 2. Future information : the future category comprises any changes to schedule or schedule items. Future changes are two types : A. logic – driven changes B. user’s changes

Frequency of updating April 1, 2017 Construction schedules may be updated monthly , biweekly, weekly, or according to another time interval . Project managers must achieve a delicate balance between updates is too long and one is too short

Updating schedules and pay requests
April 1, 2017 In many cases , project updating is tied to payment requests. In general , a pay requests is a document submitted by the contractor to the owner , asking for payment for work actually performed (whether .finished or not)during the period since the last pay request.

Effect of adding or deleting activities on logic
April 1, 2017 An activity in a schedule is usually like a link in a chain ; removing a link may disturb the whole chain if it is not done properly. For example : Deleting activity AS520 in the partial network shown in figure will remove any link between activities in each side. AS210 AS250 AS260 TL160 AS245

April 1, 2017 It is strongly recommended that the scheduler review the logic before making any change by first printing a logic report showing all predecessors .and successors for the activity be deleted.

Steps for Updating a Schedule
April 1, 2017 The Schedule activity list Filter out completed activities Eliminating activities in the far future? Scheduler sends it to the project PM / superintendent Possibility that PM/superintendent wants to change past events

Example 1: No Cost April 1, 2017

Example 2: With Cost April 1, 2017

April 1, 2017 The PM (or superintendent) fills up the form, signs and dates it; and submits it back to the scheduler It is a good idea for the PM to keep a copy for his/her records It is a good idea to assign “ink colors” to different parties 3. The scheduler enters the info in the computer and updates the project, signs and dates the forms

The scheduler prints a preliminary report and discusses it with the PM
April 1, 2017 The scheduler prints a preliminary report and discusses it with the PM It is a good idea to produce a summary report (what happened between last update and this update) Based on this discussion, the scheduler makes any necessary adjustments to the schedule or reports Any changes to the schedule requested by the PM have to be documented by the scheduler

Myths/Misconceptions About Schedule Updating
April 1, 2017 We always produce a complete schedule before the commencement of construction. We just don’t update it, We trust our field staff and subcontractors to follow it. We update projects only when there is a “need” for the update Everything is going well. There is no need for an update

Quiz 6 April 1, 2017 True or False: Updating is needed for projects that have duration of at least one year or a minimum budget of QAR 10 million Data date is the date all information was entered in the computer In updating schedules, we must enter not only actual work progress but also any future changes Negative float is an indication that the schedule is not meeting its expected completion date or an interim imposed date

April 1, 2017 Project Control

Project Control Project control is the continuous practice of
April 1, 2017 Project control is the continuous practice of monitoring work progress, comparing it to baseline budget and schedule, detecting any deviations and their causes, and taking a corrective action wherever and whenever necessary The ability to determine a project status as it relates to the time and schedule selected Also called project tracking Project monitoring?

Why Project Control? April 1, 2017 Project control is needed because projects never run exactly as planned. Project control is a cyclical iterative task: do small part of the work and compare to baseline, do corrective measure, adjust plan (if needed), do another part of the work, and so on.. Project control requires measuring work progress and calculating activities percent complete

What is a baseline schedule?
April 1, 2017 A baseline schedule is a schedule prepared by the contractor ,usually before the start of the project ,and used for performance comparison. Baseline Budget: The project’s original approved budget including any approved changes

Percent Complete April 1, 2017 Percent Complete (PC or PCT): is an estimate, expressed as a percent, of the amount of work that has been completed on an activity or a work breakdown structure component. (PMBOK 2008) Percent complete may be used to estimate: Activity Groups of activities / assembly / work package Project

Types of Percent Complete
April 1, 2017 Depending on the type and nature of the activity, percent complete may be calculated using one of several methods that may yield different results Some methods are more subjective than others None of these methods is wrong. None of them is uniquely considered the right method. Most importantly: Know exactly what each percent complete means Pick one or two parameters to use and then be consistent

Major objectives for a good control plan:
April 1, 2017 Major objectives for a good control plan: Should accurately represent the work. Permit deviations to be detected, evaluated and forecasted. 3. Should make provision for periodic corrective actions.

Level of Control Small projects - low cost - short duration
April 1, 2017 Small projects - low cost - short duration Detailed network Reporting mechanism Middle-sized projects (300 activities) Summary network Area and craft network

Monitoring the Project
April 1, 2017 Feedback from direct contact Efficient but requires close cooperation between the manager and field personnel. 2. Feedback from photography Record progress and provide permanent documentation of the work. Tell nothing about the time taken to perform the work. 3. Feedback from check-off list Planner prepares a check-off list that is started, to be continued, or to be finished in the next time interval. Effective if the reporting periods are short “Daily, Weekly” and small number of activities involved. Disadvantage: false reporting

4.Feedback from bar chart.
April 1, 2017 4.Feedback from bar chart. 5.Feedback from networks Advantage: Superintendent has complete information about the status of the project. Disadvantage: Diagram may appear confusing to field personnel.

Setting the Target Schedule
April 1, 2017 Early Start Schedule: As Target for Control Problem: Required high effort to keep the plan working. Late Start Schedule As Target for Control Because every activity is timed to start as its latest, project overruns are sure to follow. Activities may be positioned early or late start or somewhat in between. Non-critical activities allow intermediate start.

Anticipated target S-Curve
April 1, 2017

The S-Curve field April 1, 2017

Sample Project Cost Data
April 1, 2017 Sample Project Cost Data

April 1, 2017 Early Start Tree

April 1, 2017 Late Start Tree

Target Network April 1, 2017

Project S-Curve April 1, 2017

Actual Versus Target S-Curves
April 1, 2017

April 1, 2017 Earned Value Analysis

Earned Value Analysis April 1, 2017 Earned Value (EV) Analysis: Earned Value analysis is an integrated cost-schedule approach to monitor and analyze the progress in a project. Earned Value Management (EVM), started in the 1960’s as a method for integrated project cost and schedule control, was designed by the U.S. Air Force and named the Cost/Schedule Planning and Control System. In 1967, it became U.S. DOD policy and was renamed Cost/ Schedule Control Systems Criteria, or C/SCSC

The Concept of EVM April 1, 2017 The concept of Earned Value is simple; at any given point find out: The cost of work you have actually done (ACWP), The cost of work you planned to do by this date (BCWS), The amount earned for work performed (BCWP), Calculate schedule and budget variances (SV, CV) Analyze causes for major variances and suggest remedies, Extrapolate these variances to the end of the project (FSV, FCV).

Earned Value Analysis (EVA) addresses all three:
April 1, 2017 Foundations of modern cost control What’s more important? Knowing where you are on schedule? Knowing where you are on budget? Knowing where you are on work accomplished? Earned Value Analysis (EVA) addresses all three: It compares the PLANNED amount of work with what has actually been COMPLETED to determine if COST, SCHEDULE, and WORK ACCOMPLISHED are progressing as planned.

EVA Terminology BCWS – Budgeted Cost of Work Scheduled
April 1, 2017 BCWS – Budgeted Cost of Work Scheduled Planned cost of the total amount of work scheduled to be performed by the milestone date. (a.k.a. your original plan) BCWP – Budgeted Cost of Work Performed The planned (not actual) cost to complete the work that has been done. Also known as “Earned Value” ACWP – Actual Cost of Work Performed Cost incurred to accomplish the work that has been done to date.

Input data for EVA April 1, 2017 Activity schedule, usually in the form of a bar chart. Budgeted cost for each activity. Percent complete for each activity. Cost to date for each activity.

Information Needed to Compute
April 1, 2017 Budgeted Cost of Work Scheduled (BCWS) Activity budget at completion (BAC) Activity schedule Data date Budgeted Cost of Work Performed (BCWP) Physical activity progress as a percentage of its total work Actual Cost of Work Performed (ACWP) Each activity’s cost to date from the job costing system

Earned Value Reporting - Costs
April 1, 2017 Budgeted Cost of Work Performed (BCWP) = earned value of project Actual Cost of Work Performed (ACWP) Cost Variance (CV) Difference between earned and actual costs for the completed work Cost Performance Index (CPI or CI) CPI = 1, on budget CPI < 1, over budget CPI > 1, under budget

Earned Value Reporting - Schedule
April 1, 2017 Budgeted Cost of Work Performed (BCWP) Budgeted Cost of Work Scheduled (BCWS) Schedule Variance (SV) Difference between the value of work that was planned for completion and the value of the work that was actually completed Schedule Performance Index (SPI or SI) SPI = 1, on schedule SPI < 1, behind schedule SPI > 1, ahead of schedule

Earned Value Reporting
April 1, 2017 (budgeted) (earned) (actual) Nabil Dmaidi 278

Example A simple problem will help to illustrate the application of the principles of earned value . A project has been defined that consist of 12 activities for which the estimated cost and duration have been defined see figure . After three and a half month , the activates 1,2,4,5,7 are completed and (6) is one half complete and(8) is three –fourth complete and (3) is half complete. The incurred cost to date are $ . What is the status of this project in terms of the schedule and the budget? April 1, 2017 Solution

Activity cost m1 m2 m3 m4 m5 m6 1 $22000 2 $10000 3 $18000 4 $30000 5
April 1, 2017 Activity cost m1 m2 m3 m4 m5 m6 1 $22000 2 $10000 3 $18000 4 $30000 5 $50000 6 $40000 7 $6000 8 $16000 9 $13000 10 $4000 11 $34000 12 $14000

Solution ACWP =152000$ BCWS=22000+30000+50000+10000+18000+0.5(40000+
April 1, 2017 Solution ACWP =152000$ BCWS= (40000+ )=161000$ BCWP= ,5(40000) +0.75(16000)+0.5(18000)= $ SV= BCWP-BCWS= -2000$ its behind schedule CV=BCWP-ACWP= 7000$ below the budget EAC=ACWP+(BAC-BCWP)= ( ) = $

Earned Value: Cost and Time Status
April 1, 2017 $ + II I - + Time III IV -

EVA: The Curve April 1, 2017

April 1, 2017 Quiz 7 True or false: Project control is to be practiced by both contractor and owner Project monitoring is part of project control For assistance in calculating progress payments, percent complete for the project is more important than percent complete of individual activities It is possible that different parties compute the “project percent complete” and come up with different estimates, yet none of them is wrong! It is possible to have the scheduler report saying the project is behind schedule while the earned value analysis is showing a positive schedule variance.

8 Time-Cost Trade-Off Some amount of knowledge brings more……
April 1, 2017 Time-Cost Trade-Off 8 Some amount of knowledge brings more……

Time /cost trade –off analysis
April 1, 2017 Time /cost trade –off analysis is the compression of the project schedule to achieve a more favorable outcome in term of project duration , cost , and projected revenues Objective of time /cost trade-off -compress project to an acceptable duration -minimize total project costs Done by selectively crashing specific activities to shorten project duration

Time /cost trade –off analysis
April 1, 2017 You might think that total project costs will increase when we begin to crash activities But ,total project cost consist of both indirect (project –based ) costs (PBC) and activity – based cost (ABC ) -ABC goes up when we crash activities in an effort to finish the project early -but ,PBC (the indirect cost ) goes down if we finish the project early

What Is ‘‘Accelerating’’ a Project?
April 1, 2017 Accelerating a project means shortening the normal duration of the project schedule . (also called schedule compression). schedule crashing Schedule acceleration

Why Accelerate a Project?
April 1, 2017 The contractor’s ‘‘normal’’ finish date in the planned schedule does not meet the imposed finish date of the contract. After starting construction and completing a certain percentage of the project, the contractor realizes that the project is behind schedule. 3 -when the contractor may have a contractual monetary incentive to finish ahead of schedule. 4- Sometimes, especially when the economy is doing well, finishing early means—to the contractor—starting another job earlier and, thus, making more profit.

Schedule Compression: Multiple Paths
April 1, 2017

Cost Changing with Schedule Acceleration
April 1, 2017 Cost $ Direct Cost Indirect Cost Total Cost

Cost For the following discussions it is important to remember:
April 1, 2017 For the following discussions it is important to remember: Direct costs: Related to putting the facility components in place. They represent the resources used by an activity. (material, labor and equipment).

Longer project duration will result in higher indirect costs.
April 1, 2017 Indirect job costs (job overhead): costs that could not be attributed to a specific work item. (such as, site offices, superintendents, security fence & etc.) These costs are generally incurred whether or not productive work achieved. Longer project duration will result in higher indirect costs.

April 1, 2017 Operating Overhead costs (company overhead): If the cost cannot be attributed to any specific job, they are operating overhead costs, costs of running business. (head office costs, communications & etc). These costs continue as long as the company exists even one project is running.

Logic of Time-Cost Trade-Off
April 1, 2017 Assumption: increasing or decreasing an activity’s duration will lead to increased direct costs for that activity.

General relation of direct costs to project duration
April 1, 2017 Direct Costs Direct costs Project duration General relation of direct costs to project duration

April 1, 2017 Assumption: decreasing a project’s duration will lead to lower indirect costs. Indirect Costs indirect costs Project duration General relation of indirect costs to project duration

April 1, 2017 Assumption: A project’s duration can be decreased by decreasing the duration of one or more critical activities on the critical path. Assumption: Decreasing a project’s duration may increase or decrease the total cost of a project depending upon whether the additional direct costs required to decrease the activity duration are greater or less than indirect costs savings of decreasing the project’s duration.

General relation of project costs to project duration
April 1, 2017 Total project costs Project Costs Direct costs indirect costs Project duration General relation of project costs to project duration

Graph analysis April 1, 2017 A project’s total costs combines direct costs and indirect costs. Therefore, the curve of total costs versus duration involves adding the cost amounts of direct and indirect costs curves. Remember, the direct costs curve has a negative slope (direct costs increase as duration decrease) and indirect costs curve has a positive slope (indirect costs decrease as duration decreases). So, the slope of the total costs curves at any point depends whether the slope of direct costs curve less than that of indirect cost curve.

How does accelerating a project work
April 1, 2017 The duration of the project is equal to the duration of the critical path .Thus to shorten the duration of the entire project ,shorten the duration of the critical path. The cost will vary depending upon which activity duration decreased. Usually, select the activity with least shortening costs. (lowest additional cost per day of shortening) to minimize the additional costs of shortening

Reducing Project Duration
April 1, 2017 - As the critical path of the network decreased, some non-critical activities lose some amount of their total float. A B C D F

April 1, 2017 -Thus, the extent to which an activity can be shortened and still has the effect of shortening the project is limited by the amount of total float exists in the parallel activities. A B C D F

April 1, 2017 -As the projects duration decreases, the number of critical paths through the network increases. A B C D F

April 1, 2017 -If more than one critical path exist, it is necessary to reduce all critical paths in the network simultaneously, which becomes expensive. A B C D F

Four Different Solutions for Each Network
April 1, 2017 The schedule can be viewed in several different ways in order to satisfy the client. A client may with to perform the project in the lease cost, or in the least time. Or in any manner satisfies him. All Normal: the original network and activity duration result in all normal solution, based on each activity being performed in its “NORMAL” least cost manner. Remember, it is not necessarily the least cost or least time solution to schedule a project.

April 1, 2017 2) Least Cost: considering both direct and indirect costs, it may be possible to find a project duration that minimizes these total costs. By paying more to decrease one or more critical activity (direct cost) and save greater indirect costs. (Means that the result will be total cost saving.)

General relation of project costs to project duration
April 1, 2017 Total project costs Project Costs Direct costs indirect costs Project duration General relation of project costs to project duration

April 1, 2017 3) Least Time: A project can be shortened beyond its least cost duration. Until a point reached where no activities in the critical path can be physically shortened regardless of how many resources are applied. (results in higher costs) 4) All crash: in this solution, every activity has been shortened as much as physically possible. Its duration the same as the least time solution, but its costs greater. Because the direct cost increases without further reductions in the indirect costs. A fully crashed schedule occurs when all activities shortened to their shortest possible duration

April 1, 2017 All crash It is not an efficient approach since some non-critical activities will be shortened without having any shortening influence on the project duration.

Logically reducing Project Duration
April 1, 2017 The logical approach is to shorten those activities that contribute to reduce the project duration. To begin the time-cost trade-off in a rational manner, basic calculations needed. First compute the early start and early finish times for each activity

Example April 1, 2017 Reducing Project Duration to shortest possible duration B E H 4 2 7 2 9 3 13 16 7 16 9 9 12 4 4 16 23 23 A C F J L 2 1 1 1 2 6 3 9 7 9 16 5 18 23 5 23 1 2 2 1 1 8 9 16 16 21 2 2 23 28 28 4 D G K 2 3 9 5 8 12 3 16 3 20 5 7 12 13 3 7 20 19 4 4 23 ES Dur. LS EF FF TF LF

By computing the link lag values between activities.
April 1, 2017 By computing the link lag values between activities. (Lag = ESB – EFA). It is logical that there is at least one path between the first activity and last activity where lag values are 0. These activities forming the critical path. (other solution can be derived by computing TF). In the previous network. Activity A,B,F,H and L forming the critical path.

The following table shows information about activities.
April 1, 2017 To shorten the project’s duration it is essential to shorten on of the critical activities. A or B or F or H or L. Without shortening the project will end after 28 days with a cost of 5300 $. This is the normal duration cost. And any decrease in duration will increase the direct cost. The following table shows information about activities.

April 1, 2017 Days to shorten Crash Cost Normal Cost Crash Duration Normal Duration Cost / day Activity 800 1 - A 3 1600 1000 4 7 200 B 2 500 300 6 100 C 400 D 50 E 5 150 F 1400 8 G 600 350 250 H 850 700 75 J K 450 L

Identifying activities for 1st compression cycle
April 1, 2017 L H F B A Activity 350$ 250$ 150$ 200$ - Cost/day F : Least cost activity to shorten

E.g. Shortening F for 2 days costs 150 x 2 = 300 $.
April 1, 2017 From the previous table, it can be noticed that activity F has the least incremental shortening cost. ( 150 $ per day). E.g. Shortening F for 2 days costs 150 x 2 = 300 $. Bear in mind, activities for shortening selected based on cost per day. Not on cycle cost basis.

How many days activity F could be shortened?
April 1, 2017 How many days activity F could be shortened? The answer in computing the Network Interaction Limit (NIL). So, reducing activity F by 2 days will affect the link lag values of the succeeding activities and TF of parallel activities

April 1, 2017 B E H 4 2 7 2 9 16 3 13 16 7 9 9 12 4 4 16 23 23 A C F J L 2 1 1 1 2 6 3 9 7 9 16 5 18 23 5 23 1 2 2 1 1 9 16 8 16 21 2 2 23 28 28 4 D G K 2 3 9 5 8 12 3 16 3 20 5 7 12 13 3 7 20 19 4 4 23 ES Dur. LS EF FF TF LF

Summary of the first compression cycle
April 1, 2017 Summary of the first compression cycle Cycle # Activity to shorten Can be shortened NIL Days shortened Cost per day Cost per cycle Total cost Project duration -- 5300 28 1 F 2 3 150 $ 300 $ 5600 26

Identifying activities for 2nd compression cycle
April 1, 2017 L H F B A Activity 350$ 250$ - 200$ Cost/day B : Least cost activity to shorten

April 1, 2017 B E H 2 2 6 2 8 13 3 13 13 7 8 9 11 2 4 16 20 20 A C F J L 2 1 1 1 2 6 2 8 5 8 13 5 15 20 5 20 2 2 8 13 8 13 18 2 2 20 25 25 4 D G K 2 3 6 5 8 9 13 3 17 5 4 9 13 4 17 16 4 4 20 ES Dur. LS EF FF TF LF

Summary of the 2nd compression cycle
April 1, 2017 Cycle # Activity to shorten Can be shortened NIL Days shortened Cost per day Cost per cycle Total cost Project duration -- 5300 28 1 F 2 3 150 $ 300 $ 5600 26 B 200 5800 25

Identifying activities for 3rd compression cycle
April 1, 2017 L H F B,C A Activity 350$ 250$ - 300$ Cost/day H : Least cost activity to shorten

Summary of the 3rd compression cycle
April 1, 2017 Summary of the 3rd compression cycle Cycle # Activity to shorten Can be shortened NIL Days shortened Cost per day Cost per cycle Total cost Project duration -- 5300 28 1 F 2 3 150 $ 300 $ 5600 26 B 200 5800 25 H 250 6050 24

Identifying activities for 4th compression cycle
April 1, 2017 L H F B,C A Activity 350$ - 300$ Cost/day B,C : Least cost activities to shorten

April 1, 2017 B E H 2 2 4 2 6 11 3 8 11 6 6 6 9 2 2 11 17 17 A C F J L 1 1 1 1 2 4 2 6 5 6 11 5 12 17 5 17 2 2 6 11 6 11 16 1 1 17 22 22 2 1 D G K 2 3 3 5 8 6 13 3 14 5 1 6 13 1 14 16 1 1 17 ES Dur. LS EF FF TF LF

Summary of the 4th compression cycle
April 1, 2017 Cycle # Activity to shorten Can be shortened NIL Days shortened Cost per day Cost per cycle Total cost Project duration -- 5300 28 1 F 2 3 150 $ 300 $ 5600 26 B 200 5800 25 H 250 6050 24 4 B,C 300 600 6650 22

April 1, 2017 L H F B,C A Activity 350$ - Cost/day L : Least cost activity to shorten

∞ Summary of the 5th compression cycle Cycle # NIL Cost per day
April 1, 2017 Cycle # Activity to shorten Can be shortened NIL Days shortened Cost per day Cost per cycle Total cost Project duration -- 5300 28 1 F 2 3 150 $ 300 $ 5600 26 B 200 5800 25 H 250 6050 24 4 B,C 300 600 6650 22 5 L ∞ 350 7000 21

April 1, 2017 L H F B,C A Activity - Cost/day NO Crashing

April 1, 2017 Reports and presentations 9

INTRODUCTION April 1, 2017 Without a doubt, good communication is an essential component of the successful management effort. This means conveying the right information to the right party at the right time and in the right form.

Characteristics of good communication
April 1, 2017 1- clarity The information must be clear to the receiving party. 2- simplicity Helps improve understanding. Butting information in briefed sentence/s using a simple language .

4- preciseness and relevance to the subject
April 1, 2017 3- Accuracy Professional communications must be accurate, objective, and up to date. 4- preciseness and relevance to the subject Providing too much or irrelevant information May be confusing and counterproductive. (example: LDS) 5- legibility People whose handwriting illegible or difficult to read, should type their communications using the computer.

Pictures, tables, charts, statistics, etc.
April 1, 2017 6- proper support tools Pictures, tables, charts, statistics, etc. They are more helpful and unilingual. 7- proper level of detail The communicator must balance the amount of information in an intelligent way. 8- good organization and formality sorting and organizing the info. to make it easy for the viewer to read, follow and retrieve. Formality means following the company’s procedures, including the use of standard forms.

9- Retrievable and transformable
April 1, 2017 9- Retrievable and transformable Retrieving info. for live (current) projects may be performed easily by Using the computer commands. The ability to convert and open electronic files and to read the info is extremely important ,so using unknown software should be prohibited . 10- Conformance to industry standards Using common language when determining specifications and standards such as ISO,IAI.

Reports and Presentations
April 1, 2017 -Both are types of communications that aim at conveying information -Report should be clear and complete because its printed materials are the only vehicle for conveying information between the person preparing the report and the person receiving it. - Presentations focus on speakers’ persuasive skills, And the speaker focuses on certain points using oral, visual and written (or printed) tools. Audiences have the opportunity to ask for explanation any point unclear to them.

Types of presentations
April 1, 2017 1- contract candidate presentations The main focus of this presentation is to convince the owner (or the decision maker) that the presenter not only can do the job but also can do it better than other candidates, Answering the owner’s question “ why should I hire you?” 2- sales and demonstration presentations a presentation to demonstrate a product given by a representative of a manufacturing or vendor.

3- project status presentations
April 1, 2017 3- project status presentations a presentation to upper management about a particular project and its status given by the PM or a team member. 4- management presentations a presentation conducted by the management of a company to its staff to inform them about a new work plan, a new system, a new organization, or something else.

Presenter’s skills for good presentation
April 1, 2017 1- Focus on the client’s needs Presenting the product or service in the best way that serves the client /audience. 2- honesty the presenter should be honest and objective at all times, especially with regard to facts and numbers.

April 1, 2017 5- eye contact The presenter should speak to the audience not to himself or to his notes. 6- body language Body language and hand and arm gestures are important. 8- Manage time wisely Presentations almost always have time limits. Besides, human beings have limited attention span. 9- have a backup plan

The power of presentation
April 1, 2017 To create a good report we should ask ourselves the following questions: 1- does the report include all the information the report user needs? 2- does the report include any un needed information ? 3- is the information clear and well organized?

4- is the information presented in the required format?
April 1, 2017 4- is the information presented in the required format? 5- can the look of the report be enhanced ? Remember: 1)Computer is still a tool . 2)There is no “one size fits all” .

The power of presentation
April 1, 2017 Any report (text or graphic) should contain the following information: 1- the name, the address and the logo of the company and department or division. 2- the name of the person preparing the report and supervisor’s approval (if needed). 3- the name and the location of the project.

4- date 5- title of the report 6- attachments if any.
April 1, 2017 4- date 5- title of the report 6- attachments if any. 7- page numbering. 8- legends. 9- definitions of terms, acronyms and abbreviations that may not be known.

printing reports April 1, 2017 After reviewing the final form of the report and before printing it consider the following : make sure that only the needed activities and information are included . margins may be slightly reduced to allow more information per page.

use the “fit to one page” function in the Print menu.
April 1, 2017 use the “fit to one page” function in the Print menu. in limited cases you may print o both sides of the paper. using a smaller or a different (narrower) font may help. many reports may remain in electronic form and need not be printed. The scheduler must relate the schedule information to the project manager not only as computer-generated colorful charts ,but in clear language as well.

SUMMARY REPORTS Summary report should contain :
April 1, 2017 Summary report should contain : The overall situation of the project. The preceding information as compared with that in the last update. The new critical path, if it changed. Cost information (if applicable).

No unnecessary details.
April 1, 2017 Any other information that may help the project manager identify trouble spots or makeup for any lost time. No unnecessary details. The summary report should not exceed one page. It should be written in the form of a memorandum.

April 1, 2017 Scheduling as Part of the Project Management Effort 10

Project manager team April 1, 2017 The project manager team consist of: (for large project) assistant PM project superintendent project engineer scheduler estimator safety manager procurement manager accountant

Management team technical skills managerial skills field personal
April 1, 2017 field personal office personal it may include teams member who are dedicated exclusively to particular project and others who are assigned to project part time or serve on the project for only temporary period . managing project requires several skills as: technical skills managerial skills

Scheduling and Estimating
April 1, 2017 Scheduling and estimating are related and their relationships is probably one of the most important relationships in project management These two areas intersected in many ways such as the following eight: 1)the estimator need to know how long the project will last in order to estimate certain cost , particularly overhead 2) Scheduling and Estimating department collaborate to provide information to the procurement department 3) The scheduler estimate the duration of activities with help from the estimating department 4)Many schedules are cost loaded . The cost must be imported from the cost estimate

5) Earned value management
April 1, 2017 5) Earned value management 6) progress payment depend on the schedule of value and the percent complete 7) resource allocation and resource leveling may be cost related ,although they are scheduling issues 8)schedule compression always involves a balance between cost and time

Construction project involved from many parties
April 1, 2017 1- General contractor. 2- owner. 3- architect (engineer). 4- subcontractors. 5- government. 6- vendors.

In order to schedule a project there are two approaches
April 1, 2017 1- build a master schedule that includes several sub schedule . 2- include all activities in one schedule and assign a responsibility code for each contracting party.

Time contingency and management options
April 1, 2017 The scheduler or project manager must include a time contingency representing the non work days. This time contingency includes two types of non work days. 1- known dates such as a holidays and planned shut down days. 2-Unknown dates.

Scheduling and change orders
April 1, 2017 The contractor must then implement the CO in the estimating, scheduling, accounting, and other tracking systems.

Procurement Management
April 1, 2017 Procurement is the process of acquiring materials , equipment , and services from external sources for use in a project . Procurement is a process that usually starts long before the start of the construction process and ends with project completion or project closeout .

2-To purchase the materials called for in the contract.
April 1, 2017 The two objectives of procurement, from the general contractor’s viewpoint, are as follow: 1- To hire the subcontractor who will actually erect and assemble the project. 2-To purchase the materials called for in the contract.

April 1, 2017 Linear Scheduling Method 12

April 1, 2017 Definition A simple diagram to show location and time at which a certain crew will be working on a given operation.

Characteristics Shows repetitive nature of the construction.
April 1, 2017 Shows repetitive nature of the construction. Progression of work can be seen easily. Sequence of different work activities can be easily understood . Have fairly high level of detail. Can be developed and prepared in a shorter time period than other formats.

Advantages of LSM April 1, 2017 Provides more information concerning the planned method of const. than a bar chart. In certain types of projects, LSM offers some advantages over the network approach.

Line of Balance Technique
April 1, 2017 LSM has relationships to the line of balance (LOB) technique, developed by US. Navy in the early 1950s. First applied to industrial manufacturing and production control.

Three diagrams are used in LOB
April 1, 2017 1. Production Diagram Shows the relationships of the assembly operations for a single unit. Similar to AOA, except that it shows only one unit of production. 2. Objective Diagram Used to plot the planned or actual number of units produced vs. time. LSM diagram resembles this diagram. 3. Progress Diagram Shows the number of units for which each of the subassembly operations has been completed.

Difference between Objective Diagram and LSM
April 1, 2017 O.D. is used to schedule or record the cumulative events of unit completion. LSM is used to plan or record progress on multiple activities that are moving continuously in sequence along the length of a single project.

Implementation of LSM April 1, 2017 Can be used for continuous activities rather than discrete activities. Transportation projects; highway const., highway resurfacing and maintenance, airport runway const. and resurfacing, tunnels, mass transit systems, pipelines, railroads. High-rise building construction. Repetitive building units.

Elements of the LSM Axis Parameters Location Measure of progress.
April 1, 2017 Axis Parameters Location Measure of progress. In high-rises and housing const., measures may be stories, floors, subdivisions, apartments, housing units. In Transportation projects, distance (ft. or mile can be used, but division by stations (100ft.) is common) is general.

Time April 1, 2017 Hours, days, week, or month - depends on the total project time and level of detail desired in the schedule. Preferable to prepare the schedule based on working days and convert to calendar days only at the end.

Activity Production Rates
April 1, 2017 Obtained by the usual estimating methods as a function of the activity, equip. characteristics, labor, and job conditions. The initial rate should be associated with the min. direct cost of accomplishing the single activity.

Activity Interruption and Restraint
April 1, 2017 Prod. rate may vary with locations or time periods. Progress may be interrupted intentionally and restraints may occur between activities due to limited equip. or crews.

Buffers April 1, 2017 When const. activities progress continuously in a chain, some spacing between activities is required. This spacing serves as a buffer and may require distance or time interval between activities.

Activity Intervals April 1, 2017 Used to describe the period of time between the start and finish of an activity at a particular location. Intervals can be indicated by a broad line, two narrow lines, etc. Monitoring Progress. Working calendar can be marked with a moving symbol or a line, tape, etc. vertically across the diagram. Progress on individual activities would be marked by location rather than time.

Project Time Optimization
April 1, 2017 The total project time may be such that indirect costs and liquidated damages assessed are more costly than the expense of accelerating certain activities. Cost-duration analysis can be used to minimize the total cost, as follows : Identify all activities that can be accelerated or decelerated. Among the above, consider only those that are at a buffer limitation at both the start and the finish of the activity.

April 1, 2017 Of these, select the one activity with the lowest cost slope associated with acceleration (or deceleration). Accelerate (or deceleration) the activity rate of production the maximum feasible amount. Repeat the above steps successively until the optimum project cost and associated duration are obtained.

April 1, 2017 Discrete Activities Discrete are best scheduled by other methods. Once the duration is determined by network analysis, it can be scheduled on the LSM diagram and coordinated with the linear activities. Seasonal Adjustments When developing LSM, appropriate adjustments can be made for seasonal effect on construction

Project Progress and Resource Management
April 1, 2017 Project Progress and Resource Management Project progress is often estimated by the S-curve with bar chart development. In LSM, the determination of activity progress is facilitated and made more rigorous.

LSM Schedule 4 3 2 1 6 8 10 12 14 16 18 20 22 24 Excavate Fnds
April 1, 2017 LSM Schedule 4 3 2 1 6 8 10 12 14 16 18 20 22 24 Excavate Fnds F & P Fnds & Slab Frame

LSM Schedule with Brickwork
April 1, 2017 4 Excavate Fnds 3 F & P Fnds & Slab Frame 2 1 Brickwork 2 4 6 8 10 12 14 16 18 20 22 24 Buffer

Four-unit Duplex I-J Fragnet
April 1, 2017 2 EXC FNDS BLDG 1 7 F&P FNDS & SLAB BLDG 1 8 FRAME BLDG 1 2 EXC FNDS BLDG 2 7 F&P FNDS & SLAB BLDG 2 8 FRAME BLDG 2 2 EXC FNDS BLDG 3 7 F&P FNDS & SLAB BLDG 3 8 FRAME BLDG 3 2 EXC FNDS BLDG 4 7 F&P FNDS & SLAB BLDG 4

LSM Schedule 4 3 Duplex Number 2 Excavate Foundations 1 2 4 6 8 10 12
April 1, 2017 LSM Schedule 4 3 Duplex Number 2 Excavate Foundations 1 2 4 6 8 10 12 14 16 18 Days

April 1, 2017 Construction Delay Claims 13

DEFINITIONS April 1, 2017 Delay: An event or a condition that results in finishing the project later than stipulated in the contract . Claim: a request from one contracting party to another party for additional compensation ,a time extension , or both . Note: a claim is not always a negative action ,nor does it automatically indicate a confrontation .

Delay claims and change order
April 1, 2017 A CO may be initiated at the request of the Owner ,Contractor , Sub-Contractor. They must submit a request for quotation (RFQ) to initiate their CO , And this request could be an owner decision or a “what if ” inquiry , the quotation may includes a cost estimate and the impact on the schedule .

April 1, 2017 To minimize the number of CO’s Owners should define the scope of the project and select a competent designer . Many projects suffer from scope-creep syndrome , in which CO’s keep adding to the project budget and put it at levels far beyond what the owner originally planned.

Reasons for delay claims
April 1, 2017 1- Differing site conditions 2- design errors or omissions 3- changes in Owner’s Requirements 4- Unusually adverse weather 5- Miscellaneous factors 6- Force Majeure

Changes in owner’s requirements
April 1, 2017 May constitute a change in the contract and provide a foundation for Cos. Owners are always encouraged to know exactly what the want within their budgetary limits.

Force Majeure (superior force)
April 1, 2017 In the context of construction projects, this term usually involves three important elements : 1- Something that is superior, overwhelming, or overpowering (i.e, can not be prevented) 2- Something that is unexpected or cannot be reasonably anticipated or controlled. 3- Something that has a destructive or disruptive effect on the construction process.

1- Excusable delay. 2- Non excusable delay. 3- Concurrent delays.
Types of delays resulting in claims April 1, 2017 1- Excusable delay. 2- Non excusable delay. 3- Concurrent delays.

Delay claims prevention
April 1, 2017 1- Baseline schedules that don’t show logic baseline schedule with dates rather than logic. 3- Overuse of constrains Erasing footprints. 5- unrealistic baseline schedule schedule with logic errors skipping periodic updates. 8- lack of proper documentation lack of a reasonable time contingency.

Communication and documentation Communication
April 1, 2017 Communication means conveying information from one party to other parties across the organization Documentation means saving the information in an organized manner for possible future retrieval.

Communications and documentation must both contain:
April 1, 2017 Communications and documentation must both contain: Clear information. Provide the proper a mount oh details. Be stored efficiently, so that the information can be retrieved easily .

We must document these information April 1, 2017 1- The project baseline schedule that the owner accepted 2- Periodic schedule updates 3- Change orders 4- Job diary 5- Correspondence with the home office 6- Submittal records, such as shop drawings and material samples.

7- Records of any transmittals 8- Meeting minutes
April 1, 2017 7- Records of any transmittals 8- Meeting minutes 9- Procurement records 10- Government records 11- Records of payment 12- Project manager’s daily log

Logbook should include daily information such as the following :
April 1, 2017 Logbook should include daily information such as the following : Weather condition: temperature, wind. Work performance during that day. The number of workers on-site. Equipment on-site and its condition. Any accidents that occurred on-site

Methods of resolving claims
April 1, 2017 Negotiation The most direct method for resolving any type of construction claim. Requires certain skills that reduce the gap between the negotiation parties. The objective: is to reach a solution that might be acceptable to both parties.

The mediator may be an individual or a team.
April 1, 2017 Mediation When negotiation does not work, either because of lack of trust or a lack of skills, mediation may be an option. The mediator may be an individual or a team. Dispute review boards The owner and the contractor select an independent neutral panel with construction experience when the contract is signed . Rather than waiting until the end of project to settle claims, (DRBs) resolve disputes as they arise.

Arbitration It is usually a formal process performed by an independent professional arbitrator. Arbitration is voluntary. Arbitration does not require the use of lawyers Litigation When none of the previous work and parties can not reach a settlement, the complaining party uses the other party in a court of law. Construction litigation is usually complicated lengthy, and expensive. April 1, 2017

Method of Schedule Analysis
April 1, 2017 As- build schedule As – planned schedule Comparison schedule Accelerated schedule Recovery schedule

As-Built Schedule April 1, 2017 The as-built schedule should reflect what actually happened in the filed. Activities are plotted by their real start and real finish , disregarding any logic Contain real budget and real resources

As – planned schedule April 1, 2017 The as-planned schedule describes the manners in which the contractor in tended to built the project.

Comparison schedule revised to incorporate any claimed delays .
April 1, 2017 revised to incorporate any claimed delays . for delay claim the contractor submits two schedules. without the causative factors with the causative factors

Accelerated schedule Submitted by the contractor.
April 1, 2017 Submitted by the contractor. The project can finish by the contractor finish date.

Safety & Health Management
April 1, 2017 Safety & Health Management

Introduction April 1, 2017 One of the most important factors that should be taken in consideration in the site, (from engineering point view), is the safety and health management. Safety and health management; is considered as a progress measure of the engineering and construction companies.

Safety: The condition or state of being safe; freedom from danger or hazard; exemption from hurt, injury, or loss. April 1, 2017

April 1, 2017 Hazard: A condition with the potential of causing or contributing to an accident or illness.

April 1, 2017 Spilled oil

April 1, 2017 Rope is about to drop

April 1, 2017 Uncovered hole

April 1, 2017 Not wearing helmets

April 1, 2017 Naked Wire

April 1, 2017 Without Comment

Rules in construction area under safety outline:
April 1, 2017 Rules in construction area under safety outline: 1) knowing hazards and how to avoid them.  this mean know Construction Activity / Corresponding Hazard Identification and activity classification with respect to hazard as shown in the following table .

• Heavy Equipment Operation -Class II • Material Handling -Class II
April 1, 2017 • Heavy Equipment Operation -Class II • Material Handling -Class II • Temporary & Permanent Electricity -Class III • Cranes & Critical Lifts -Class III • Slings & Lifting Gear -Class III • Welding, Cutting & Brazing -Class III • Hand/Power Tools -Class II • Sanitation & Housekeeping -Class I • Scaffolding/Ladders -Class III • Manholes Excavations, Pits, Trenching & Shoring -Class III • Camp, Site Office & Lay down Yard -Class II • Over head Obstruction -Class III • Road Construction & Re-routing of Existing Roads -Class I • Concrete, Concrete Forms & Shoring -Class I • Sandblasting -Class II • Thrust Boring -Class I • Hot Taps Class I • Personal Safety -Class I • Paints & Coatings -Class I • Piling Operations -Class II • Demolition -Class III • Mechanical Equipment -Class II • Chemical Class III • Liquefied Petroleum Gas (LPG) -Class III • Fuel -Class III • Site Operations & Hydrocarbon -Class III

Rules in construction area under safety outline: (cont.)
April 1, 2017 2) use Personal Protective Equipments (PPE).

April 1, 2017 3) how to deal with emergency situations and what are the proper steps.

April 1, 2017 4) follow the instructions carefully.

Occupational Safety & Health Administration
ENGINEERING MANAGEMENT Occupational Safety & Health Administration April 1, 2017 An organization that interests in achieving and applying safety factors in the construction field. It deals with the identification and control of environmental and personal hazards in the work place.

OBJECTIVE OF S&H MANAGEMENT
April 1, 2017 Minimize losses – Avoid injuries – Avoid OSHA fines – Avoid litigation Development and implementation of S&H program is key to good management

ELEMENTS OF S&H PROGRAMS
ENGINEERING MANAGEMENT ELEMENTS OF S&H PROGRAMS April 1, 2017 Top management commitment Goal setting and planning Organization & administration Project safety rules Substance abuse program Emergency management Safety orientation & training Accident investigation & recordkeeping Safety budget Safety in contracts Safety program evaluation TQM integration. Top management commitment Goal setting and planning Organization & administration Project safety rules Substance abuse program Emergency management Safety orientation & training Accident investigation & recordkeeping Safety budget Safety in contracts Safety program evaluation TQM integration.

UNIQUE FACTORS IN CONSTRUCTION AFFECTING S&H
April 1, 2017 Large but diverse and fragmented industry every job is unique with numerous complex tasks Labour intensive work involving large forces Transient workforce which is difficult to train. Complex contractual arrangements leading to multi-employer projects

HOW SAFETY SAVES MONEY Economic impacts
April 1, 2017 HOW SAFETY SAVES MONEY Economic impacts Direct and indirect accident costs Workers compensation and EMR Accident cost accounting

ECONOMIC IMPACTS OF S&H
April 1, 2017 ECONOMIC IMPACTS OF S&H Myth: There is a trade-off between safety and cost and productivity Truth: Safety saves money

COSTS ASSOCIATED WITH S&H
April 1, 2017 Direct (insured) costs of accidents, injuries and illnesses B. Indirect (hidden) costs – uninsured C. Costs associated with company s&h programs -Resource allocations for: Safety director/coordinator Equipment and supplies Time (meetings, inspections, etc.)

DIRECT COSTS Workers compensation insurance premiums
April 1, 2017 Workers compensation insurance premiums paid by contractor (mainly for medical bills) Liability insurance costs Property related insurance costs.

INDIRECT (HIDDEN) COSTS
April 1, 2017 Transportation for first aid/medical treatment Delays resulting from accident Wages paid to injured worker for time not worked Loss of crew efficiency Training new/substitute worker. Clean-up, equip. repair, stand-by Rescheduling work Post accident extra safety supervision OSHA and civil fines Legal fees Cost of administrative time for investigations and reports.

BASIC AIM OF THE OSHA April 1, 2017 To ensure, so far as possible, every working person safe and healthful conditions in the workplace, which must be free from recognized hazards likely to cause death or serious physical harm. Applicable to all employers – Records of illness/injury must be kept by employers with more than ten employees. – Not applicable to self-employed and work places covered by other federal agencies

SUMMARY Accidents can be tragic and costly.
April 1, 2017 Accidents can be tragic and costly. Safety and health programs prevent injuries and fatalities, and save money Effective program organization and implementation will help achieve OSHA compliance and lead to success at corporate and project levels.

April 1, 2017 remember If it is unsafe, just don’t do it... If it is dangerous, always avoid it for all we know Safety is everyone‘s responsibility

Good Luck THE END

Engineering Project Management

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