Assignment on Construction Project Management Techniques

Assignment on Construction Project Management Techniques

Assignment on construction project management techniques.......See More  ASSIGNMENTIDENTIFICATIONAND FEASIBILITYProject is a mission, undertaken tocreate a unique facility, product orservice with in the specified scope,quality, time and costs. Project can alsobe defined as organization and performanceof resources such as men, money,machinery, materials, space andtechnology into logical sequence ofactivities. Most projects start with aneed to have a new facility longbefore designers start designs anddrawing of the projects and certainlybefore field construction work cancommence. Elements of this phase include:-C o n c e p t u a l a n a l y s i s -Technicaland feasibility studies and-Environmental impactreports .Here , our project is to build

a cricket stadium outside a mega city overa piece of land in 16 months. Hockey is ournational game but cricket is more popular.Day by day craze for cricket is soaring notonly in old aged or middle aged people butyoungsters and teenagers, boys and girls-everybody is taking keen interest towatch cricket either to watch on TVscreen or at cricket stadium.5 Days testcricket is the oldest form of the game.So many people like to watch this sortof game because it is said that testcricket is real ‘’test’’ for cricketers.Due to its long time (5 days) few peoplewould like to go to the stadium to enjoyit. Then came more exciting cricketcalled ‘’ one dyers’’ or limited oversmatches. It became popular veryquickly because of its short time andmore excitement and uncertainties tillthe last ball of the game .Some businessminded people revolutionized the idea ofshorter games is 20T or 20-20 oversmatches. Its real excitement. In onlyfew overs batsmen hit lot of runs.Showering fours and sixes tense the

bowlers’ nerves but beat the heartthrobs of the cricket lover spectators.Commercialization of the game is alsoeye catching. Now the beauty andglamour is added to the game. Cheerleaders are the dancers (mostlybeautiful girls wearing short clothes)who encourage batsmen to hit more andmore runs or bowlers to take more wickets.Indian Cricket League (ICL) and IndianPremiere League (IPL) are new tournamentswhich are becoming more and more popular .Meanwhile technology was improving andbecome part of the game. Before there wasonly TV and newspapers, but now wehave internet. We have digital cameraswith extra zoom, stump vision cameras,speedometers to check the speed of theball thrown by the bowlers, digital soundsystems, graphics systems, all thenecessary data of the past cricketcomes on the screen within a fewseconds. These all aspects strengthenthe idea that cricket will live and it ispart of our lives. 

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Stadium is to be built near the megacity. Resources will be available easily. Machinery and manpower will be available atease. Infrastructure facilities are there so the roads and transportation, electricity, water, and materials will be available easily. Market is highly competitive and we are living in the era ofAdvertising and marketing. So many companies would like to sponsor matches.Lot of money can be generated through giving rights to the television channelsfor broadcasting of the matches. Not only this, sponsors are ready to pay money for their logos on the uniform of the cricketers. Money can be generated through the advertising hoardings on the ground boundary. There is no doubt that commercialization and glamour will draw more and more cricket

spectators to the stadium to watch theirfavorite cricketers in action as well as beautiful girls or cheer leaders. CONCLUSION: After going through all these aspects we can conclude that building a cricket stadium outside the megacity will be beneficial project not to the cricket lovers only but as a profit making business also. PROJECT DEVELOPMENT PROCESS From conceptualization to implementation the stages in the development of construction project (here cricket stadium) fall into broadlyconsistent patterns but time and degree of emphasis each project takes on its own aunique character. An idea of a project passes through six phases before it become a reality:- C o n c e p t u a l i z a t i o n -E n g i n e e r i n g a n d d e s i g n -P r o c u r e m e n t - C o n s t r u c t i o n -C o m m i s s i o n i n g - O p e r a t i o n a n d m a i n t e n a n c e PROJECT MANAGEMENT ORGANIZATION Generally, project management is distinguished from the general management of corporations by the mission-oriented nature of a

project. A project organization will generally be terminated when the missionis accomplished. According to the Project Management Institute, the discipline of project management can be defined as follows:‘’ Project managementis the art of directing and coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, cost, time, quality and participation satisfaction’’. By contrast, the general management of business and industrial corporations assumes a broader outlook with greater continuity of operations. Nevertheless, there are sufficient similarities as well as differences between the two so that modern management techniques developed for general management may be adapted for project management.

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   The basic ingredients for a project management framework may be represented schematically in Figure -1. A working knowledge of general management and familiarity with the special knowledge domain related to the project are indispensable. Supporting disciplines such as computer science and decision science may also play an importantrole. The representation in Figure -1 reflects only the sources from which the project management framework evolves.Figure 1:Basic Ingredients in Project Management Specifically, project management in construction encompasses a set of objectives which may be accomplished by implementing a series of operations subjectto resource constraints. There are potential conflicts between the stated objectives with regard to scope, cost, time and quality, and the constraints imposed on human material and financial resources. These conflicts should be resolved at the onset of a project by

making the necessary tradeoffs or creating new alternatives. Subsequently, the functions of project management for construction generally include the following:1.Specification of project objectives and plans including delineation of scope ,budgeting, scheduling, setting performance requirements, and selecting project participants.2.Maximization of efficient resource utilization throughprocurement of labor , materials and equipment according to the prescribed schedule and plan.3.Implementation of various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process.4.Development of effective communications and mechanisms for resolving conflicts among the various participants. The Project Management Institute focuses on nine distinct areas requiring project manager knowledge and attention:1.Project integration management to ensure that

the various project elements are effectively coordinated.2.Project scope management to ensure that all the workrequired (and only the required work) isincluded.3.Project time management to provide an effective project schedule. Page 3

Figure 1:Basic Ingredients in Project Management

Specifically, project management in construction encompasses a set of objectiveswhich may be accomplished by implementing a series of operations subjectto resourceconstraints. There are potentialconflicts between the stated objectives with regard toscope, cost, time and quality, and the constraints imposed on human material andfinancial resources. These conflicts should be resolved at the onset of a project bymaking the necessary tradeoffs or creating new alternatives. Subsequently, thefunctions of project management for construction generally include the following:1.Specification of project objectives and plans including

delineation of scope,budgeting, scheduling,setting performance requirements, and selecting projectparticipants.2.Maximization of efficient resource utilization through procurement of labour,materials and equipment according to the prescribed schedule and plan.3.Implementation of various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process.4.Development of effective communications and mechanisms for resolvingconflicts among the various participants. The Project Management Institute focuses on nine distinct areas requiring projectmanager knowledge and attention:1.Project integration management to ensure that the various project elements areeffectively coordinated.2.Project scope management to ensure that all the work

required (and only the required work) is included.3.Project time management to provide an effective project schedule  4.Project cost management to identify needed resources and maintain budgetcontrol.5.Project quality management to ensure functional requ i r e m e n t s aremet.6.Project human resource management to development and effectively employproject personnel.7.Project communications management to ensure effective internal and externalcommunications.8.Project riskmanagement to analyze and mitigate potential risks.9.Project procurement management to obtain necessary resources from external sourcesPROJECT PLANNING AND CONTROLPlanning is the basic function of the management. Planning is concerned with ‘how andwhen’ to achieve the predetermined objectives. Planning sets all

other functions of management viz. organizing, staffing, directing, motivating, coordinating etc.The mainobjectives of planning are listed below:i. Analysis ii. Anticipation iii.

Scheduling resources iv. Co-ordinationand control v. Production of data

All effectively managed projects involve the preparation of the project plan. This is thefundamentaldocument that spells out what is to beachieved, how it is to be achieved, and whatresources willbe necessary. InProjects and Trends in the 1990s and the 21st Century , author JolyonHallowssays, "The basic project document is the project plan. The project lives andbreathesand changesas the project progresses or fails." The basic components of the project, according toHallows, arelaid out in the figure below. 

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  "With the plan as a road map, telling us how to get from onepoint to another," saysHallows, " agood project manager recognizes from the outset that a project plan is far more thanan academicexercise or tool for appeasing upper management. It is the blueprint for the entirescope of the project, a vital document which is referred to frequently,

often updatedon-the-fly, and somethingwithout which the project manager cannot proceed."CONTROL OF PROGRESS ON SITE  Without control planning loses much of its value. It must be applied continuously toupdate the plans and to enable reconsideration of the workload in the light of what hasalready taken place.Control involves comparing the actual achievement with the plans. If a programme isto be really effective as a control document, it must represent time and quantity of work carried out.Progress can be recorded on planning charts that clearly indicate what is happeningand where corrective action needs to be taken.Weekly and monthly meetings are invaluable in helping to control progress. The actionnecessary for correcting underproduction will be considered and the best solution willthenbe incorporated into the programme for the next period.PROJECT WORK BREAKDOWNwork within each phase to identify the events or tasks, and their associated subtasks.Defineeverything that needs to be done; this is called the work breakdown structure.The Work Breakdown Structure (WBS) The WBS has become synonymous with a task list. The simplest form of WBS is theoutline,although it can also appear as a tree diagram or other chart. Sticking with the outline,the WBSlists each task, each associated subtask, milestones, and deliverables.The WBS can beused toplot assignments and schedules and to maintain focus on the budget.COSTING ACTIVITY Page 5

  Cost estimating is one of the most important steps in project management. A costestimate establishes the base line of the project cost at different stages of development of the project. Acost estimate at a given stage of project developmentrepresents aprediction provided by the cost engineer or estimator on the basis of available data. According to the American Association ofCost Engineers, costengineering is defined as that area of engineering practice where engineering judgment and experience are utilized in the application of scientific principles andtechniques to the problem of cost estimation, cost control andprofitability. The costs of a constructed facility to the owner include both the initial capital cost andthe subsequent operation

and maintenance costs. Each of these major cost categoriesconsists of a number of cost components. The capital cost for a construction project includes the expenses related to the initialestablishment of the facility:•Land acquisition, including assembly, holding and improvement•Planning and feasibility studies•Architectural and engineering design•Construction, including materials, equipment and labor•Field supervision of construction•Construction financing•Insurance and taxes during construction•Owner's general office overhead•Equipment and furnishings not included in construction•Inspection and testing The operation and maintenance cost in subsequent years over the project life cycleincludes the following expenses:•Land rent, if applicable•Operating staff •Labor and material for maintenance and repairs•Periodic renovations•Insurance and taxes•Financing costs•

Utilities•Owner's other expensesCOST OF PROJECT:Capacity of spectators= 80000 Time limit =16 monthsAverage cost of ticket =Rs.100Per yearmatches= 4Assuming One match average spectators= 60000Earning from match tickets= Rs.100 x 60000=Rs. 6000000Per year earning through matches= Rs.6000000 x 4= Rs.24000000 Page 6

  In 5 years earning through matches= Rs.24000000 x 5= Rs. 120000000Say the built up area for the stadium= 20000 SqmCost of construction per Sqm= Rs.6000 Therefore, Total cost of construction= 20000 x Rs. 6000=Rs.120000000 This cost will be covered in 5 years exactly.(Note: Other income from the broadcasting rights to the TV channels, hoardingadvertising, feesfrom sponsors etc.will be different than this ticket income.)The Critical Path Method The most widely used scheduling technique is the critical path method (CPM) forscheduling, often referred to ascritical path scheduling. This method calculates theminimum completion time for a projectalong with the possible start and finish timesfor the project activities. Indeed, many texts and managers regard critical pathscheduling as the only usable and practical scheduling procedure. Computer programsand algorithms for critical path scheduling are widely available and can efficientlyhandle projects with thousands of activities. Thecritical pathitself represents the set or sequence of predecessor/successoractivities which will take the longest time to complete. The duration of the critical pathis the sum of the activities' durations along the path. Thus, the critical path canbedefined as the longest possible path through the "network" of project activities, asdescribed in Chapter 9. The duration of thecritical path represents the minimum timerequired to complete a project. Any delays along the critical path would imply thatadditional time would be required to complete the

project. There may be more than one critical path among all the project activities, socompletion of the entire project could be delayed by delaying activities along any oneof the critical paths. For example, a project consisting of two activities performed inparallel that each require three days would have eachactivity critical for a completionin three days.Formally, critical path scheduling assumes that a project has been divided intoactivities of fixed duration and well defined predecessor relationships. A predecessorrelationship implies that one activity must come before another in the schedule. Noresource constraints other than those implied by precedence relationships arerecognized in the simplest form of critical path scheduling. To use critical path scheduling in practice, construction planners often represent aresource constraint  by a precedence relation. Aconstraint is simply a restriction on theoptions available to a manager, andaresource constraint is a constraint deriving fromthe limited availability of some resource of equipment, material, space or labor. Forexample, one of two activities requiring the same piece of equipment might bearbitrarily assumed to precede the other activity. This artificial precedence constraintinsures most critical path scheduling algorithms impose restrictions on thegenerality of theactivity relationships or network geometries which are used. Inessence, these restrictions imply that the construction plan can be represented by anetwork plan in which activities appear asnodes in a network, as in Figure 9-6. Nodes are numbered, and notwo nodes can have the same number or designation. Twonodes are introduced to represent the start and completion of the project itself. The actual computer representation of the project schedule generally consists of a listof activities along with their associated durations, required resources and predecessoractivities. Graphical network representations rather than a list are helpful forvisualization of the plan and to insure that mathematical requirements are met. Theactual input ofthe data to a computer program may be accomplished by filling

inblanks on a screen menu, reading an existing datafile, or typing data directly to theprogram with identifiers for the type of information being provided.With an activity-on-branch network,dummy activities may be introduced for thepurposes of providing unique activity designations and maintaining the correctsequence of activities. Adummy activity is assumed to have no time duration and canbe graphically represented by a dashed line in a network. Several cases in whichdummy activities are useful are illustrated in Fig. 10-1. In Fig. 10-1(a), the eliminationof activity C would mean that both activities B and D wouldbe identified as beingbetween nodes 1 and 3. However, if a dummy activity X is introduced, as shown in part(b) of the figure, the unique designations for activity B (node 1 to 2) and D (node 1 to3) will be preserved. Furthermore, if the problem in part (a) is changed so that activityE cannot start until both C and D are completed but that F can start after D alone iscompleted, the order in the new sequence can be indicated by the addition of adummy activity Y, as shown in part (c). In general, dummy activities may be necessaryto meet the requirements of specific computer scheduling algorithms, but it isimportant to limit the number of such dummy link insertions to the extent possible. 

are numbered, and no two nodes can have the same numberor designation. Twonodes are introduced to represent the start and completion of the project itself. The actual computer representation of the project schedule generally consists of a listof activities along with their associated durations, required resources and predecessoractivities. Graphical network representations rather than a list are helpful forvisualization of the plan and to insure that mathematical requirements are met. Theactual input of the data to a computer program may be accomplished by filling inblanks on a screen menu, reading an existing datafile, or typing data directly to the program with identifiers for the type of information being provided .With an activity-on-branch network, dummy activities may be introduced for the purposes of

providing unique activity designations and maintaining the correct sequence of activities. Adummy activity is assumed to have no time duration and canbe graphically represented by a dashed line in a network. Several cases in which dummy activities are useful are illustrated in Fig. 10-1. In Fig. 10-1(a), the elimination of activity C would mean that both activities B and D would be 

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Many computer scheduling systems support only one network representation, eitheractivity-on-branch or acitivity-on-node. A good project manager is familiar with eitherrepresentation

CONCLUSION:  This cricket stadium will be profitable for all the parties say sponsors, spectators,cricket association etc.