Lecture 1-Project Management Overview

Software Project Management and

Applications

1

Lecture # 1By

Dr. Sajjad Mubin

Project Management Overview

2

Teacher’s Introduction

Academic

B.Sc. in Civil Engineering from UET, Lahore in 1999.

M.Sc. In Engineering Management from UET, Lahore in 2001.

PhD from RSU of Oil and Gas as a Cultural Exchange Scholar in 2008.

Post-doctorate from University of Massachusetts, USA 2012

3

Teacher’s Introduction

Started career as Assistant Engineer, Rafi Groups Land

Development (1 Year)

Research Engineer, CWHR, MoST, Karachi (1 year 6 months)

Assistant Director, PCRWR, MoST, Islamabad (1 year)

Assistant Professor, Civil Engineering Department, UET,

Lahore (6 years)

Associate Professor, Civil Engineering Department, UET,

Lahore (1 year)

Director General (Monitoring and Evaluation), Planning &

Development Department, Govt. of Punjab (> 3 and half

years)

Professional

4

What is a project?A project can be defined as ……..

“……..and temporary endeavour in which human (or machine), material and financial resources are organised in a novel way, to undertake a unique scope of work, or given specification, within constraints of cost and time, so as to deliver beneficial change by quantitative and qualitative objectives”

Turner – The handbook of project-based management: Improving the Process for Achieving Strategic Objectives

Five functions of project based management: Organisation, scope, time, quality and cost.

Turner (200) The handbook of project-based management: Improving the Process for Achieving Strategic Objectives.

What is a Project?“A temporary endeavor undertaken to create a unique product or service.”*

*2000 PMBOK Guide (p. 4).

Term Means that a Projecttemporary Has a beginning and endendeavor Involves effort, workto create Has an intention to produce something i.e. project

"deliverables"unique One of a kind, rather than a collection of identical itemsproduct Tangible objects, but could include things like computer

software, film or stage worksservice Might include the establishment of a day-care center, for

instance, but not its daily operations.

6

• Projects are efforts to achieve objectives•Projects have a start, a middle and an end•Thus projects are different from operational activities which are performed regularly over time e.g. payroll•However, there can be some overlap between project management and operational management•There are core skills involved in project management including identifying and agreeing on project objectives, scheduling and estimating•In addition other issues such as managing risk, communication and dealing with other people are key areas of importance

The nature of project working

Examples of Projects

Planning a farewell party

Designing and implementing a computer system

Attending a meeting at Islamabad

Designing and producing a brochure

Executing an environmental clean-up of a contaminated site

Holding a high school reunion

Performing a series of surgeries on an accident victim

MYSTERY OF GREAT PROJECTS AND THEIR SUCCESSFUL PROJECT MANAGEMENT

9

The Great Pyramid During the last century of 3000 B.C., Great Pyramids were completed. Although much of the ancient Egyptians technology is still a mystery, the enormity and quality of the finished product remain a marvel. Despite the lack of sophisticated machinery, they were able to raise and fit some 2,300,000 stone blocks, weighing 2 to 70 tons apiece, into a structure the height of a modern 40-story building. Each facing stone was set against the next with an accuracy of 0.04 inch, and the base, which covers 13 acres, deviates less than 1 inch from level. Equally as staggering was the number of workers involved. To extract the stones and transport them down the Nile, about 100,000 laborers were levied. In addition, 40,000 skilled masons and foremen were employed in preparing and laying the blocks and erecting or dismantling the ramps.

10

11

The Great Wall of ChinaThe Great Wall of China is a series of fortifications

made of stone, brick, tamped earth, wood, and other materials, generally built along an east-to-west line across the historical northern borders of China in part to protect the Chinese Empire. Several walls were being built as early as the 7th century BC; these, later joined together and made bigger, stronger, and unified are now collectively referred to as the Great Wall. In present state, the wall was completely built between 220–206 BC by the first Emperor of China, Qin Shi Huang.

12

13

Euro Tunnel 1. 31 Mile tunnel between England and France2. Similar project in Japan had 100% cost over-run3. Financed by 225 banks4. Construction expected to be completed in May

1993; actual was in December 19945. Original construction budget was £4.9 billion;

actual £12 billion6. Serious aspect of risk misjudged

CompletionTrafficInfrastructureLitigation

14

Euro TunnelThe desire to link Britain and France dates back more than 200 years. Over the 100 years, studies were taken, proposals were written and various holes were drilled. It wasn't until late in 1984 that the British and French governments reached an agreement to build the tunnel on March 14, 1986. This triggered the largest binational joint venture ever, as well as unprecedented cooperation between the two nations.

In August 1994, the British Isles and Continental Europe were linked together for the first time in 8,000 years. The Channel tunnel is Europe's biggest infrastructure project financed wholly by private capital. The Eurotunnel is the largest project financing and provides an effective case study in how economic viability was not addressed?.

15

Suez CanalThe Suez Canal is an artificial sea-level waterway in Egypt,

connecting the Mediterranean Sea and the Red Sea. Opened in November 1869 after 10 years of construction work, it allows transportation by water between Europe and Asia without navigation around Africa.

When first built, the canal was 164 km (102 miles) long and 8 m (26 ft) deep. After multiple enlargements, the canal is 193.30 km (120.11 miles) long, 24 m (79 ft) deep and 205 metres (673 ft) wide as of 2010. It consists of the northern access channel of 22 km (14 miles), the canal itself of 162.25 km (100.82 miles) and the southern access channel of 9 km (5.6 miles).

The canal is owned and maintained by the Suez Canal Authority (SCA) of Egypt. Under international treaty, it may be used "in time of war as in time of peace, by every vessel of commerce or of war, without distinction of flag.

16

17

Metro Bus System, LahoreThe Project was Planned with total

cost of Rs. 30. Billion (PKR) and also completed with actual cost of Rs. 29.822 Billion (PKR). The system has been built on a 27 Km route from Gajju Matta to Shahdara Mor. Total 27 stations. 8.5 km overhead bridge.

Tentative Planned Period = 1 yearActual Completion Period = 11 Months

Project was divided into Ten packages, the detail as:-

19

Metro Bus System, LahoreSr.

NoPackage Name Cost

Million

1 Youhnanabad to Kalma Chowk 5,411.075

2 Kalam Chowk to Qurtaba Chowk 5,482.902

3 Qurtaba Chowk to MAO College 5,148.948

4 MAO College to Bhaati Chowk 3,411.839

5 Texali Chowk to Shahdara Mor 2,590.782

6 Additional Bridge along Lahore Bridge 849.691

7 Gajju Matta to Youhanabad 1930.017

8 Erection of Escalators and Platform Screen Doors

3,227.176

9 Construction of Bus Depot 1,026.193

10 Automated Fare Collection and Bus Scheduling

743.139

TYPES OF PROJECTMega ProjectBig ProjectSmall Project

Public Sector ProjectPrivate Sector Project

Infrastructure ProjectBuilding ProjectDam ProjectHealth ProjectPower Sector Projects

21

Public v/s Private Sector Projects

Public projects are those authorized, financed and operated by federal, provincial, district or local governments. Public projects may be of any size but frequently they are much larger than private ventures. A number of important factors exists that are not ordinarily found in privately financed and operated projects such as purpose, source and method of financing, multipurpose, nature of benefits, beneficiaries of the project and measurement of efficiency. Public sector development projects are initiated with intent of providing multipurpose services e.g. reservoir project for water storage, flood control, electrical power generation, irrigation, recreation and for research and education purposes. Primarily the purpose of the public sector projects is to provide health, education, clean drinking water, sanitation, transportation and housing to general public. Besides providing basic necessities they generate revenue and employment. Although the performance of public sector projects has been improved in many aspects over the years, however, their Monitoring and Evaluation (M&E) systems, in particular needs to be improved at various level of project execution. 22

23

Characteristic Private Sector Project Public Sector ProjectPurpose Provide goods and/or

services at a profit; maximize profit or minimize cost

Protect health, lives and property, provide services(at no profit),provide jobs

Sources of capital Private investors and lenders Taxation, private lendersMethod of financing

Individual ownership; partnerships; corporations

Direct payments of taxes; Loans without interest; Loans at low interest; Self-liquidating bonds; Indirect subsidies; Guarantee of private loans

Multiple purposes Moderate Common (e.g. reservoir project for flood control, electrical power generation, irrigation , recreation, education)

Project life Usually relatively short (5 to 20 years)

Usually relatively long (20 to 60 years)

Relationship of suppliers of capital to project

Direct Indirect or none

Nature of benefits Monetary or relatively easy to equate to monetary terms

Often non-monetary, difficult to quantify, difficult to equate to monetary terms

Beneficiaries of project

Primarily, entity undertaking project

General public

Conflict of purposes

Moderate Quite common (dam for flood control vs. environmental preservation)

Conflict of interest Moderate Very common(between agencies)Effect of politics Little to moderate Frequent factors; short term tenure for

decision makers; pressure groups; financial and residential restrictions, etc

Measurement of efficiency

Rate of return or capital Very difficult; No direct comparison with private projects

Public v/s Private Sector Projects

1-24

What is Management?

The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently

Introduction to Project Management

A dynamic process that utilizes the appropriate resources of the organization in a controlled and structured manner, to achieve some clearly defined objectives.

It is always conducted within a defined set of constraints

It may be defined as art or science of planning, organizing, coordinating and controlling manpower, machinery, material and monetary resources throughout the project lifecycle by using rational approaches and techniques to achieve predetermined objectives of scope, cost, time, quality.

25

What is Project Management ?

Managing a project includes:Identifying requirements (Scope and Targets)Establishing clear and achievable objectivesBalancing the competing demands for quality, scope, time and costAdapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.

Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing. The project manager is the person responsible for accomplishing the project objectives.

26

What does Project Management Entail?

Planning: is the most critical and gets the least amount of our timeBeginning with the End in mind-Stephen Covey

Organizing: Orderly fashion (Contingent/Prerequisites)

Controlling : is critical if we are to use our limited resources wisely

Measuring: To determine if we accomplished the goal or met the target?

Adjustment: based on achievement against goals or target, adjustment is make to complete as per plan.

27

Deming Wheel: PDCA Cycle

1. PlanIdentify problem and develop plan for improvement.

2. DoImplement plan on a test basis.

3. CheckAssess plan; is it working?

4. ActInstitutionalize improvement; continue cycle.

28

Your Turn: What Is Project Management?Project management knowledge is shared

understanding of what it takes to deliver products and services effectively.

Your definition should evolve and continuously improve with your knowledge and experience collaborating on projects.

Who uses Project Management?

Nearly Everyone to some degree

People plan their Days, their Weeks, their Vacations and their Budgets and keep a simple project management form known as ‘’To Do’’ list

Any Process or Means used to track tasks or efforts towards accomplishing a goal could be considered Project Management

30

Triple Constraint“Triple Constraint” are three primary project constraints i.e. project scope, time, and cost, which are strictly monitored to complete project successfully. Project quality is affected by balancing these three factors . High quality projects deliver the required product, service or result within scope, on time, and within budget.

Scope/Quality

CostTime

31

Project Management Knowledge Area (PMI)

1. Project Integration Management2. Project Scope management3. Project Time Management4. Project Cost Management5. Project Quality Management6. Project Human Resource Management7. Project Communication Management8. Project Risk Management9. Project Procurement Management

32

33

Project Management Body of Knowledge (PMBOK)

Scope managementcontrol functions included in systemcontrol scope of work done by team

Time managementBuild detailed schedule of all project tasksMonitor progress of project against milestones

Cost managementCalculate initial cost/benefit analysis Monitor expenses

34

Project Management Body of Knowledge (cont’d)

Quality managementEstablish quality plan and control activities for each project phase

Human resource managementRecruit and hire project team membersTrain, motivate, team build

Communications managementIdentify stakeholders and their communications Establish team communications

35

Project Management Body of Knowledge (cont’d)

Risk managementIdentify and review risks for failureDevelop plans to reduce these risks

Procurement managementDevelop requests for proposals (RFPs)Evaluate bids, write contracts, monitor performance

Integration management

Project Time Management (3rd Ed) PROJECT TIME MANAGEMENTPROJECT TIME MANAGEMENT

6.1 ACTIVITY DEFINITION1. Inputs

1. Enterprise environmental factors .2. Organizational process assets3. Project scope statement4. Work Breakdown structure5. WBS Dictionary6. Project management plan

2. Tools and Techniques1. Decomposition

2. Templates3. Rolling wave planning4. Expert judgment5. Planning component

3. Outputs 1. Activity list 2. Activity attributes 3. Milestone list 4. Requested changes

6.2 ACTIVITY SEQUENCING1. Inputs

.1 Project scope statement

.2 Activity list

.3 Activity attributes

.4 Milestone List

.5 Approved change requests

2 . Tools and Techniques.1 Precedence Diagramming Method (PDM)

.2 Arrow Diagramming Method (ADM).3 Schedule network templates

.4 Dependency determination

.5 Applying leads and lags

3. Outputs.1 Project schedule network diagrams.2 Activity list (updates)

.3 Activity attributes (updates).4 Requested changes

6.3 ACTIVITY RESOURCE ESTIMATING1. Inputs

.1 Enterprise environmental factors .2 Organizational process assets.3 Activity list.4 Activity attributes.5 Resource availability.6 Project management plan

2. Tools and Techniques.1 Expert judgment.2 Alternatives analysis.3 Published estimating data.4 Project management software.5 bottom-up-estimating

3. Outputs.1 Activity resource requirements.2 Activity attributes (updates) .3 Resource breakdown structure.4 Resource calendars (updates).5 Requested changes

Continue on next

slide

36

Project Time Management (Cont..)PROJECT TINE MANAGEMENTPROJECT TINE MANAGEMENT

6.4 ACTIVITY DURATION ESTIMATING1. Inputs

.1 Enterprise environmental factors .2 Organizational process assets.3 Project scope statement.4 Activity list.5 Activity attributes.6 Activity resource requirements.7 Resource calendars.8 Project Management plan . Risk register . Activity cost estimates

2. Tools and Techniques.1 Expert judgment.2 Analogous estimating.3 Parametric estimating.4 Three-point estimating.5 Reserve analysis

3. Outputs.1 Activity duration estimates.2 Activity attributes (updates)

6.5 SCHEDULE DEVELOPMENT1. Inputs.1 Organizational process assets.2 Project scope statement

.3 Activity list

.4 Activity attributes.5 Project schedule network diagrams.6 Activity resource requirements.7 Resource calendars.8 Activity duration estimates.9 Project management plan . Risk register

2. Tools and Techniques.1 Schedule network analysis.2 Critical path method.3 Schedule compression.4 What-if scenario analysis.5 Resource leveling.6 Critical chain method.7 Project management software.8 Applying calendars.9 Adjusting leads & lags10. Schedule model

3. Outputs.1 Project schedule.2 Schedule model data.3 Schedule baseline.4 resource requirements (Updates).5 Activity attributes (updates).6 Project calendars (updates).7 Requested changes.8 Project management plan (updates) . Schedule management plan (updates)

6.6 SCHEDULE CONTROL1. Inputs.1 Schedule management plan

.2 Schedule baseline.3 Performance report

.4 Approved change request

2. Tools and Techniques.1 Progress reporting.2 Schedule change control system.3 Performance measurement

.4 Project management software

.5 Variance analysis.6 Schedule comparison bar charts

3. Outputs.1 Schedule model data (updates)

.2 Schedule baseline (updates).3 Performance measurements.4 Requested changes.5 Recommended corrective actions

.6 Organizational process assets (updates)

.7 Activity list (updates)

.8 Activity attributes (updates)

.9 Project management plan(updates)

Continue on Previous

slide

37

Defining Project Success? “Completion of a project within constrains of

time, cost and performance .”

Today project success definition has been modified and includes project completion;

Within time allocated time period Within budgeted cost At the proper performance or

specification level Within client’s expectation and

satisfaction

38

Mega Projects Performance in Punjab

Mega Projects

0.7

1.2

1.6

2.0

2.6

2.7

3.0

3.6

8.6

9.8

1.2

2.2

13.9

3.3

7.3

5.7

4.5

6.8

31.0

18.7

- 5.0 10.0 15.0 20.0 25.0 30.0 35.0

Construction of Parliament Lodges at Islamabad

Development of Sector 1-16 Islamabad

Chashma Right Bank Irrigation Projects

On-Farm Water Management Project

Additional 415 MW Combined Cycle Pow er Unit at Guddu.

3 x 30 MW EB.C.Lakhra

Balochistan Primary Education Project

Bulk Water Supply from Khanpur Dam to Islamabad/Raw alpindi.

Left Bank Outfall Drain (LBOD) Stage-1

Third KV Jamshoro-Multan Second 500 KV Multan-Lahore Gilgit Transmission Line

Rs (Billions)Revised

Approved

39

40

Project Management Environment Internal and External Environment are characterized by constant change and require integrated approach of project management.

41

Inception Planning & Designing Tendering & Feasibility Contracting Execution ning

Documentation• Drawings

• Specifications•Preparation of

•Tender documents

Execution• Design

Implementation• Installation and

Erection•Construction

•M&E

Termination•Testing as per

specification (NDT)•Commissioning

• Final settlement

Designing• Conceptual Design• Preliminary Design

•Detail Design-Architectural-Geotechnical

-Structure-HVAC

-Finish Work-Integrated services

Need based

Assessment

Efforts/Cost

Time

Conceptualization

Erection/Installation/Construction

Termination

Project Life cycle (Conventional Delivery Method)

Cumulative Cost/Efforts

Planning & Feasibility• Technical Feasibility

•EconomicalFeasibility

Project InitiationProject Planning

ApprovalProject Execution

Origination

Impact/

Degree of

risk

PC-I Preparation

Efforts/

Cost

Time

Concept

Clearance

PC-II

Execution of project

(Design, Erection/Installation/Construction)

TerminationPlanning phase

Degree of risk

Cumulative Cost

Project Close out

Project Termin

al Evaluati

on

(PC-IV)

PC-I Approved

Implementation

Project Lifecycle(Public Sector Projects)

Project Performa

nce Monitorin

g

(PC-III)

Project Impact Evaluati

on

PC-V

Pre-PDWP Project Scrutiny (Project

Appraisal)

42

I 1

I 2

I 3

,

,

,

,

I n

P 1

P 2

P 3

,

,

,

,

P n

D 1

D 2

D 3

,

,

,

,

D n

M 1

M 2

M 3

,

,

,

,

M n

C1

C2

C3

,

,

,

,

Cn

O1

O 2

O 3

,

,

,

,

O n

Project Initialization

Feasibility and Planning

Design

Material

Construction

Operation

i 1

i 2

i 3

,

,

,

,

i n

p 1

p 2

p 3

,

,

,

,

p n

d 1

d 2

d 3

,

,

,

,

d n

m 1

m 2

m 3

,

,

,

,

m n

c 1

c 2

c 3

,

,

,

,

c n

o1

o 2

o 3

,

,

,

,

o n

Hired services (contact or sub contract)

Total work

Organizational Capacity

43

Project Inception

(Initialization)

Planning and

FeasibilityDesign

Tendering and

Contracting

ConstructionTesting and

Commissioning

Documentation

-Conceptual Studies

- Proposal(PC I)

Legalization Licensing & approvals from OGRA and other Government organization

Feasibility Prelimina

ry feasibility study

Detailed feasibility study

EIAPlanning Project

management planning

Preliminary DesignConceptual DesignMethod of construction Detailed DesignDesign of pipelineDesign of welds, bends, CP and other accessoriesDesign of crossingsPreparation of specificationPreparation of working dawning

TenderingPreparation of Tender documentContractingAdvertisingSelection of contractorNTPPre-construction conferencesMiscellaneous Misc. items

General WorkMobilization on siteConstruction of site officeMarking of ROWCleaning and grubbing of ROW Surveying and leveling of ROWApprovals from regulatory bodiesCivil WorksEarthwork, Excavation and trenching Civil and miscellaneous concrete worksConstruction of foundation for pipelineConstruction of Supports Construction of crossingsBackfillingMechanical and Electrical worksPipe bendingPipe weldingHydrostatic and radiographic testingCoating and Cathodic protectionElectrical IsolationMiscellaneousStringingLowering inCleaning, washing and dryingRestoration and Demobilization

Civil WorksEarthwork, Excavation and trenching Civil and miscellaneous concrete worksConstruction of foundation for pipelineConstruction of Supports Construction of crossingsBackfillingMechanical and Electrical worksPipe bendingPipe weldingHydrostatic and radiographic testingCoating and Cathodic protection\Electrical Isolation

44

Functional v/s Project Organization

Top Management

Function of Group -I Proposal and feasibility

Function of Group -II Designing

Function of Group -III Purchase and

Transportation

Construction of Project-I

Construction of Project-II

The project management techniques differ depending upon type and functionality of an organization. It also depends upon the external and internal environment of an organization. For instance, SNGPL is the functional organization in which different functions of projects are executed in the organization internally. There is the interdepartmental relationship and coordination between these department (Design, Purchase and Administration, Project etc) to maximize the efficiency of work and to minimize the risk of project delay. Project team is specific to work rotationally on the different projects.

45

Project Delivery MethodsClient / OwnerClient / Owner

ConsultantConsultant

DesignerDesigner Construction Contract

Construction Contract

ConstructionContract

ConstructionContract

Designer Sub-Contract

Designer Sub-Contract Sub-ContractSub-Contract Sub-ContractSub-Contract

46

Project Stakeholders

47

Project Stakeholders are individual or organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. They may influence the project objectives and out comes negatively or positively.

Project management team must identify the stakeholders, determine their requirements and expectations.

Positive and Negative stakeholder i.e a business leader and environmentalist.

Key stakeholders on any project:1. Sponsoring Agency 2. Project Manager and Project Management team members3. Beneficiaries/Customers/ Users 4. Executing agency5. Project execution team6. Influencers

Project Stakeholders

48

Project Roles

PM

Engineer Contractor

Role of Client1. Sponsor & Financer

Role of PM1. Manage & Monitor

Schedule & Cost Role of Engineer1. Design2. Control Quality3. Supervise contractor

Client

49

Project Manager Skills

Technical SkillsGeneral management skills

(budgeting, scheduling)Communication skillsInterpersonal skillsConflict Management and

Negotiation skills

51

Role of Project Manager

Project manager – a person has primary responsibility for the functioning of the team

Success or failure of project depends on skills of the project manager

Beginning of project – plan and organize

During project – monitor and control

Responsibilities are both internal and external

52

Internal ResponsibilitiesInternal Responsibilities

Identify project tasks and build a work breakdown structure

Define the milestones (i.e., key events in a project which can be identified by a specific pieces of documentation or a specific status review meeting) and deliverables to monitor progress.

Develop the project schedule

Assess project risks

Recruit and train team members

Assign team members to tasks

Coordinate activities of team members and subteams

Monitor and control project deliverables, milestones and risks

Verify the quality of project deliverables

53

External ResponsibilitiesExternal Responsibilities

Report the project’s status and progressEstablish good working relationships with those

who identify the needed system requirementsPeople who will use the system

Work directly with the client (project’s sponsor) and other stakeholders

Identify resource needs and obtain resources

Software Application

Project Baseline Schedule

Earned Value Management System (EVMS)

Status at Month 3

Progress at end of 3rd Month:

Project Budget (BAC): 37.22 lakhsFunds Used (AC): 16.40 lakhsUtilization = 44.1 %

Additional EV Parameters:Planned (PV): 19.82 lakhsEarned (EV): 14.50 lakhs

Sheet 1 of 1

Total 210 3,722,000.00 1,982,800.00 1,450,000.00 1,640,000.00

General

Subtotal 210 0.00 0.00 0.00 0.00

1000 Project Start 0 0.00 0.00 0.00 0.00

1110 Project Complete 0 0.00 0.00 0.00 0.00

Foundation

Subtotal 54 850,000.00 850,000.00 850,000.00 950,000.00

1010 Earthworks 18 50,000.00 50,000.00 50,000.00 60,000.00

1020 Foundation upto Plinth 24 800,000.00 800,000.00 800,000.00 890,000.00

Structure Work

Subtotal 51 1,536,000.00 1,132,800.00 600,000.00 690,000.00

1030 Super-structure 50 1,440,000.00 1,036,800.00 504,000.00 584,000.00

1040 Block Masonry 15 96,000.00 96,000.00 96,000.00 106,000.00

Finishes

Subtotal 105 1,336,000.00 0.00 0.00 0.00

1050 Plaster 40 192,000.00 0.00 0.00 0.00

1100 Plumbing 15 100,000.00 0.00 0.00 0.00

1090 Electrical Works 25 200,000.00 0.00 0.00 0.00

1070 Flooring 45 300,000.00 0.00 0.00 0.00

1060 Paint 40 144,000.00 0.00 0.00 0.00

1080 Wood Work 20 400,000.00 0.00 0.00 0.00

Months1 2 3 4 5 6 7 8 9 10

Project Start

Project Complete

Earthworks

Foundation upto Plinth

Super-structure

Block Masonry

Plaster

Plumbing

Electrical Works

Flooring

Paint

Wood Work

1 2 3 4 5 6 7 8 9 10Months

3

4

5

6

7

8

9

10

4

8

12

16

20

24

28

32

36

40

x 100000 x 100000

Sheet 1 of 1

PV

EV

AC

EAC

BAC

Project Cost Management

Professional and conscientious project management is critical to a successful

outcome!

Thank You

58