1. Construction Project management
Submitted in partial fulfillment of construction project management for the bachelor degree in civil engineering
Osama Yaseen
Murad Al-khateeb

2. Close Sport Hall Graduating project consist two parts :
The first part include preparing a theoretical research.
The second part includes the application of the principle in construction project management.
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3. Contents Project integration management Project Planning Management
Introduction to construction management
Project integration management
Project Planning Management
Project Time Management
Project Cost Management
(PMBOK)

4. Project Human Resource Management Project Communications Management
Contents
Project Quality Management 6
Project Human Resource Management 7
Project Communications Management 8 9
Project Risk Management
Project Procurement Management 10
(PMBOK)

5. What is Project?
Project is the collection of activities, that are related or connected, for developing a product or a service,
Projects have always start and end times.
Projects have always a customer who uses the results.

6. Cycle define project Projects budget timescale unique
Limited resources
Projects

7. Define Project Management What is Project Management?
Project Management is the skills, tools and management processes required to undertake a project successfully.
It is a set of principles, practices, and techniques applied to lead project teams and control project schedule, cost, and performance risks to result in delighted customers.
What is the Project Management Body of Knowledge (PMBOK)?
The Project Management Institute has identified nine topic areas to define the scope of project management knowledge as follows: scope, integration, time, cost, quality, human resources, communications, risk, and procurement.

8. Brief Description Part Two
During the summer of 2009 in the building of the sports hall closed in
Tulkarm, and faced a big problem in the construction phase, and specifically
the problem was in the rebar.
This problem was discovered later on, after the completion of the process of pouring the foundations and Ground beams.
The reason for this delayed test results iron Where the sample results shown
in the laboratories of An-Najah National University, said the failure of the
samples where the strength of the iron is less than required 4200Kg/cm2 and
will therefore be to remove the work carried out in the project and the
deportation of iron is not in conformity with the specifications of the site and
re-establishment of defective parts.

9. Drawings of Project:

10. Information of the project1
The project area 1744 m2. 2
The project consists of stadiums and sports arenas and seats for a capacity
audience of more than 1000 spectators and contains a variety of restaurants,
rooms and bathrooms.. 3
The owner of the project Municipality of Tulkarem and the Ministry of
Youth and Sports and USAID-funded 4
According to the contract for Project 340 day, every day of delay will be
paid 600 shekels.

11. Close Sport Hall Original case (The initial planning phase)
First will be planned for the project normally (before the problem occurred),
and calculating the duration of the project and the total cost and the cost of
resources.
The purpose of our study is to obtain the final cost, and duration for it. In
order to obtain these values we followed the following steps:
Work breakdown structure:
The project is divided into activities in a process called work breakdown structure. In this project we breakdown it according to the type of level in building, of in the following:

12. Shows in the following Figure (WBS) :

13. Profit Over head Total Cost (NIS)
2- Calculate the cost of resources (Labor /Material / Equipment)
Project Name. Coverd sport hall ORIGINAL CASE EVALUATION ID
Activity
Duration
Profit Over head Total Cost (NIS)
Labor
duration(day)
NO.
Cost/Day
Total cost (NIS)
Material
Unit
Cost/Unit
total cost(NIS)
Equipment
duration(hour)
Cost/hour
total cost (NIS)
Total Cost Resources
(5%) NIS
(10%) NIS
All Project
CSH.F
Foundation level
NIS
132608 m3
260750
58320
451678
CSH.F.E
Excavation
72672
85500
216492
FE.10
Surveing 6
man labor 3 80
1440 72
144
1656
FE.20
Mobilization 2
480 24 48
552
FE.30
Site Preparation 5
800
Popcat 16 1
120
1920
2720
136
272
3128
Supvisor 96
192
9.6
19.2
220.8
FE.40
Piles Works 15
6000
Concrete B300 95
700
66500
Excavator
150
18000
90500
4525
9050
104075
Site Eng
128
Steel
Trucks 40
9600
11520
576
1152
13248
2880
14400
17280
864
1728
19872
Steel Former 12 9
10368
518.4
1036.8
FE.50
Excavation For Tie beams
4800
10800
540
1080
12420
640 32 64
736
FE.60
Ground beams works 28
33600
1680
3360
38640
3584
179.2
358.4
4121.6
2688
134.4
268.8
3091.2
FE.70
Backfilling bonkor 10
1600
bacecoarse LM
19000
popcat
30200
1510
3020
34730
CSH.F.C
Concreting
59936
175250
235186

14. 3-Schedual planning by primavera 6.0 (Original Case)

15. Original Case No.2 (The final planning phase)
In the initial planning phase was the work of a timetable for the project using Primavera 6.0 were created for the project (330 days), but the maximum duration of the contract 340 days within any period allowed by. The cost of the project 2,828,241 shekels.
But after the completion of the planning process found that a significant increase of more than allowed in the human resources (number of daily working hours more than the calculated hours) for this reason we must get rid of the human resources or the number of hours in excess of the limit and there are many methods for the level of resources.

16. Graph of resources by the initial planning phase:
Increase Resource

17. After change dependency & Total Float
Level of Resourcing
Increased resources have been removed in the project after changing the dependency of activities and a small increase on some of the resources without affecting the duration of the project or cost as shown in the blue circle
After change dependency & Total Float

18. Graph of resources After leveling
In this project will change the dependency of the activities and increase the total float and delay some activities and a small increase in resources for some activities to get rid of the excess resources without affecting the duration of the project.
Graph of resources After leveling

19. Problem case Problem Case
During the implementation of the project and approach to the completion of the foundations and the stage of completion of the reinforcement of ground beams and pouring, studies showed that the strength of the iron less than the Strength required and the basis of this report, it will be removed works, and the ground beams re-works again.
Because of this problem will be the work schedule again, and calculating the cost of this problem and its impact on the project in terms of time, cost and resources.
Work breakdown structure:
Will add some new Levels of the project are the following (red color):
CSH-2 – Close Sport Hall
CSH-2.F _ Foundation Level
CSH-2.F.E _ Excavation
CSH-2.F.C _ Concreting
CSH-2.F.R_ Repair & Maintenance
CSH-2.F.F_ Finishing

20. Problem case
Picture of removed works

21. Problem case The results of the Problem Case:
Duration of the project has become in this case 370 days and cost become 2,969,065 NIS whereas the duration of the contract must not exceed 340 days and each day of delay is a fine (liquidated damages) of 600 shekels delay value and the project will be delayed 30 days from the date of the scheduled delivery and therefore will be the total cost of the project are as follows:
Total Cost = (2,969,065) + (30*600) = 2,987,065 NIS

22. Solution Case Solution Case Steps to resolve this problem:
There are several suggestions and solutions for the control of the project better and study these solutions and choose the best solutions.
Steps to resolve this problem:
The time: 1 - will increase the number of working hours per day(overtime), adding one hour per day, for some critical activities and this will lead to reduce the number of days of activity and thus reduce the number of days of the project.
2- We will change the dependency of some activities and reduce the lag between them and change the type of dependency between activities to reduce the duration of project.

23. Solution Case
29day hour
X hour
The number of day after reduced =25day
29day hour (reduce this activity to 25day)
1-man labor = 16L*8H*29D*10NIS/h=37120NIS
2-man labor = 16*8*25D*10NIS/h= 32000NIS
= 16*1*25*15 NIS/h= 600NIS
*Cost man labor to reduce 4 day= ( ) = 880 NIS
FF.10 walls and columns necks Under SOG…..
The cost to reduce 32 day is equal 16,484 NIS
In this process was to reduce the duration of the project from 370 days to 338 days.
If we wanted to pay a fine for delay if the delay fine (liquidated damages) per day is 600 shekels, and this means (30 * 600 = 18,000 NIS).
Note: 30-day duration of the contract in excess of the calculated (340 days)

24. Solution Case
The cost: 1 - will be a check Design of the building in terms of construction and to make sure the safety of the building, a construction and economic terms, using SAP2000 and make sure the amount of Steel calculated.
2-Study the possibility of reducing the amount of steel in the slab and Stairs without affecting the safety of the building and thus reducing the cost in materials. .
In the original design was the calculated amount of steel
In the Stairs& Slab = 6 tons
However, when we re-design reduce the amount of steel to 4 tons
(Safety and economic) and this design reduces the cost of the project

25. Solution Case
After having reduced the time period of 370 days to 338 days due to increased resources.
As well as we can change the dependency of some activities
And reduce the time period to 332 days.

26. Results The Results of the Solution Case:
Period of project is now 332 days and the total cost of the project is now as follows:
2,987,065 NIS (problem case) -18,000NIS (liquidated damages) + 16,484 NIS (increase resource) - (2tons steel*3000NIS=6000NIS Reduce the amount of steel) =2,979,549NIS
In this case, we can reduce the time 38 days
and cost saving of (2,987,065 – 2, NIS) =7,516 NIS
This Table Summarizes the Three Cases:
Compare Cases
Planning Case
Problem Case
Solution Case
Total Duration
330 day
370 day
332 day
Total Cost
2,828,241 shekels
2,987,065 NIS
2,979,549NIS
Delay(340 day) _
30 day
liquidated damages
18,000NIS

27. Update project Update process of project & Earned value (EVA)
After the work schedule and start the implementation, we need to update the project data into compare the project actually and the planned project and the impact on the schedule.
Will now be an update of the project data and follow-up activities during the 3 months from 1 \ 3 \ 2009 to 1 \ 6 \ 2009 using the theory of earned value.
As we can by using this value follow-up project in terms of time and cost, sometimes called financial values gained with time and which we can make the right decisions to return the original project if there is a deviation from the previously planned.

28. Earned Value Earned value CPI EVA SPI Update project
Earned value Reporting-Costs:
Earned value Reporting-Schedule:
Earned value
Update project

29. Update From this table we calculate the following:
Schedule Performance Index (SPI) =0.96 OR
SPI=BCWP/BCWS=220,831/229,999=0.96 <1
SPI< behind Schedule (Project delayed)
Cost Performance Index (CPI) = 0.89 OR
CPI=BCWP/ACWP=220,381/249,077=0.89<1
CPI< Over Budget

30. S-Curve Diagram of S-Curve in the project:
COST (NIS)
CV=BCWP-ACWP =220, ,077 =-282,46
SV=BCWP-BCWS =220, ,999 =- 9,168
1/6/2009
BCWS
ACWP
BCWP
TIME (month)
This means that each day one of the actual duration was obtained only 0.96 of the value of planned, in other words that the productivity of the project is only 0.96 of the planned.
And this also means that each and every one shekel of the actual cost was obtained only 0.89 of the value of planned.

31. Thank You !
Osama Yaseen
Murad Al-khateeb