For example, computer- based information systems and decision support systems are now common-place tools for general management. Similarly, many operations research techniques such as linear programming and network analysis are now widely used in many knowledge or application domains. Hence, the representation in Figure reflects only the sources from which the project management framework evolves.
Figure Basic Ingredients in Project Management 3. Poject management in construction encompasses a set of objectives which may be accomplished by implementing a series of operations subject to 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.
Maximization of efficient resource utilization through procurement of labor, materials and equipment according to the prescribed schedule and plan. Implementation of various operations through proper coordination and control of planning, design, estimating, contracting and construction in the entire process. 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. Project scope management to ensure that all the work required and only the required work is included.
Project time management to provide an effective project schedule. Project cost management to identify needed resources and maintain budget control. Project quality management to ensure functional requirements are met.
Project human resource management to development and effectively employ project personnel. Project communications management to ensure effective internal and external communications. Project risk management to analyze and mitigate potential risks. Project procurement management to obtain necessary resources from external sources. Construction planning is a fundamental and challenging activity in the management and execution of construction projects. It involves the choice of technology, the definition of work tasks, the estimation of the required resources and durations for individual tasks, and the identification of any interactions among the different work tasks.
A good construction plan is the basis for developing the budget and the schedule for work. Developing the construction plan is a critical task in the management of construction, even if the plan is not written or otherwise formally recorded.
In addition to these technical aspects of construction planning, it may also be necessary to make organizational decisions about the relationships between project participants and even which organizations to include in a project. For example, the extent to which sub-contractors will be used on a project is often determined during construction planning.
The project manager is assigned by the Agency, i. The project manager must have adequate authority to exercise the responsibility of forming and managing a team for support of the project. The project manager must have prior experience managing similar projects in the past. If an Agency cannot commit such an individual with adequate time and resources, the Agency is well advised to outsource project management services for management of the project.
The project manager may be tasked with management of multiple projects that may require assignment of additional project managers for support. In such cases the project manager is taking on the role of a program manager. It shows the multiple interactions an Agency faces without a project manager to manage the work activities involved in delivering a new capital asset. Major Types of Construction:- 1. Residential Housing Construction 2.
Institutional and Commercial Building Construction 3. Specialized Industrial Construction 4. Infrastructure and Heavy Construction Different methods of project management:- 1. Critical path method CPM 2. Program evaluation and review technique PERT 3. Lean construction method 4.
Just in time method 5. Ant colony optimization 6. Monte Carlo method 7. Critical path method CPM :- In , DuPont developed a project management method designed to address the challenge of shutting down chemical plants for maintenance and then restarting the plants once the 7.
CPM models the activities and events of a project as a network. Activities are depicted as nodes on the network and events that signify the beginning or ending of activities are depicted as arcs or lines between the nodes. Specify the individual activities. Determine the sequence of those activities. Draw a network diagram. Estimate the completion time for each activity. Identify the critical path longest path through the network 6.
Update the CPM diagram as the project progresses. Specify the Individual Activities From the work breakdown structure, a listing can be made of all the activities in the project. This listing can be used as the basis for adding sequence and duration information in later steps. Determine the Sequence of the Activities Some activities are dependent on the completion of others. A listing of the immediate predecessors of each activity is useful for constructing the CPM network diagram.
CPM originally was developed as an activity on node AON network, but some project planners prefer to specify the activities on the arcs. Estimate Activity Completion Time The time required to complete each activity can be estimated using past experience or the estimates of knowledgeable persons. CPM is a deterministic model that does not take into account variation in the completion time, so only one number is used for an activity's time estimate.
Identify the Critical Path The critical path is the longest-duration path through the network. The significance of the critical path is that the activities that lie on it cannot be delayed without delaying the project.
Because of its impact on the entire project, critical path analysis is an important aspect of project planning. The slack time for an activity is the time between its earliest and latest start time, or between its earliest and latest finish time.
Slack is the amount of time that an activity can be delayed past its earliest start or earliest finish without delaying the project. A delay in the critical path delays the project. Similarly, to accelerate the project it is necessary to reduce the total time required for the activities in the critical path. Update CPM Diagram As the project progresses, the actual task completion times will be known and the network diagram can be updated to include this information.
A new critical path may emerge, and structural changes may be made in the network if project requirements change. CPM Limitations CPM was developed for complex but fairly routine projects with minimal uncertainty in the project completion times. For less routine projects there is more uncertainty in the completion times, and this uncertainty limits the usefulness of the deterministic CPM model. Program evaluation and review technique PERT :- Complex projects require a series of activities, some of which must be performed sequentially and others that can be performed in parallel with other activities.
This collection of series and parallel tasks can be modeled as a network. CPM is a deterministic method that uses a fixed time estimate for each activity. While CPM is easy to understand and use, it does not consider the time variations that can have a great impact on the completion time of a complex project. PERT was developed in the late 's for the U.
Navy's Polaris project having thousands of contractors. It has the potential to reduce both the time and cost required to complete a project. The Network Diagram In a project, an activity is a task that must be performed and an event is a milestone marking the completion of one or more activities.
Before an activity can begin, all of its predecessor activities must be completed. Project network models represent activities and milestones by arcs and nodes. PERT originally was an activity on arc network, in which the activities are represented on the lines and milestones on the nodes.
Over time, some people began to use PERT as an activity on node network. For this discussion, we will use the original form of activity on arc. The PERT chart may have multiple pages with many sub-tasks. The following is a very simple example of a PERT diagram: PERT Chart The milestones generally are numbered so that the ending node of an activity has a higher number than the beginning node.
Incrementing the numbers by 10 allows for new ones to be inserted without modifying the numbering of the entire diagram. The activities in the above diagram are labeled with letters along with the expected time required to complete the activity. Identify the specific activities and milestones. Determine the proper sequence of the activities.
Construct a network diagram. Estimate the time required for each activity. Determine the critical path. Update the PERT chart as the project progresses. Identify Activities and Milestones The activities are the tasks required to complete the project. The milestones are the events marking the beginning and end of one or more activities. It is helpful to list the tasks in a table that in later steps can be expanded to include information on sequence and duration.
Determine Activity Sequence This step may be combined with the activity identification step since the activity sequence is evident for some tasks.
Other tasks may require more analysis to determine the exact order in which they must be performed. Construct the Network Diagram Using the activity sequence information, a network diagram can be drawn showing the sequence of the serial and parallel activities. For the original activity-on-arc model, the activities are depicted by arrowed lines and milestones are depicted by circles or "bubbles".
If done manually, several drafts may be required to correctly portray the relationships among activities. Software packages simplify this step by automatically converting tabular activity information into a network diagram. Estimate Activity Times Weeks are a commonly used unit of time for activity completion, but any consistent unit of time can be used. A distinguishing feature of PERT is its ability to deal with uncertainty in activity completion times.
Note that this time is different from the expected time. Three standard deviations from the mean is commonly used for the pessimistic time.
PERT assumes a beta probability distribution for the time estimates. Determine the Critical Path The critical path is determined by adding the times for the activities in each sequence and determining the longest path in the project. The critical path determines the total calendar time required for the project. If activities outside the critical path speed up or slow down within limits , the total project time does not change. The amount of time that a non-critical path activity can be delayed without delaying the project is referred to as slack time.
The earliest start and finish times of each activity are determined by working forward through the network and determining the earliest time at which an activity can start and finish considering its predecessor activities.
There are many other descriptions for the four phases however the content of each phase is universally agreed. The fast track approach does not adhere strictly to this phase on a macro level but does using a sequential design procurement package approach follow each phase accordingly.
This is the initial stage of any project where a business opportunity is identified, usually by the client and his advisers, and a business case put together to provide the solution or recommendations required to fulfill the business plan. A feasibility study is then carried out to look at the various business options and identify the final business plan solution.
The project manager then identifies the appropriate project team required and starts to assemble this team establishing a project office. Graph taken from the Project Managers Guidebook Method — empowering managers to succeed. This stage can only progress once the project scope is identified and defined in terms of reference; from here the project enters its detailed planning stage.
The main focus of this stage is to ensure that the activities performed in the execution phase of the project are properly sequenced, resourced, executed and controlled.
Quality plan — To ensure the quality of the project a detailed plan is developed that identifies and clearly defines the quality expectations of the delivered project. This not only the entails the delivered product but the management procedures and processes to ensure that the clients expectations are met or exceeded in the delivered end product.
This phase is usually the longest and involves the execution of all activities and tasks as detailed in the Project Plan. During there execution a series of management tools and processes are undertaken to monitor, control and communicate the status of the deliverables. The following are execution able processes that occur during the phase, all elements have there own independent registers; PMBOK Graph taken from the Project Managers Guidebook.
Once the project is complete and accepted as such by the client it is now time for the formal closure of the project. By using the formula as above the project should have been a successful one that met or surpassed its objectives. Project closure includes the following documentation and actions to formally close out the project;. Detailing activities required so the client is self sufficient, conclude contracts, resources and handing over warranties etc.
Full Installation Operation Substantially Complete. Major Contract. Phase 1 Phase 2 Phase 3 Phase 4. Above is a typical construction lifecycle graph as described and illustrated by Morris ; Feasibility — project formulation, feasibility studies, strategic design and approval. Project management is an integrated discipline, where action or inaction in any one area can and will usually affect others areas.
These interactions are not always clear-cut and can affect different aspects in a subtle but damaging way. PMBOK using an example as a scope change that will not affect the project cost, but it may affect team morale or product quality.
Project management processes show these interactions with each other and show how project management processes interlink. These two processes overlap and interact continually, for example how can the work program be completed without an understanding of the process involved in producing the product. The project management processes are then sub divided into five more groups, these groups link together because of the results they produce. These results or outcomes become an input into another group and the interaction continues in this manner.
These five elements or processes are not only a one-time event, they also overlap and affect following elements. As demonstrated below in graph form. Level of Activity. Executing Processes. Planning Processes. Phase Start Time. These processes are all detailed and documented in the Project Plan, it is this plan that documents and controls the entire project process.
The plan at initial stage may include generic resources and undated durations while the final plan reflects the specific resources and explicit dates as formulated through the organic developments that are a project. The project plan is the key document in the projects successful management and is developed at the initial project stage.
This document is an organic one and is developed as the project develops. The project plan provides a statement of how and when the project objective are to be achieved, by detailing the major milestones, products activities and resources on the project.
It is a customized document developed for each project from a standard template, tailored to suit the project. It is used as a baseline against which all project activities and processes are monitored throughout the project, on a stage-by-stage basis. The project plan has tools and techniques that make up its contents, there are three main elements as shown below PMBOK ;. Best Practices. Fear not! And this is where having a procedure helps. Your chosen technique should adapt to your project — not the other way around.
Get started with Project Central. Keep all your project information in one place with Project Central for Microsoft Try for 14 days! Your chosen method depends on you and your project. If you use this project management technique, activities and tasks will linearly flow through 5 phases: Requirements Get all the necessary documentation Design Use a WBS to create a list of tasks Implementation Complete tasks Verification Review the deliverables Maintenance Maintain and modify if necessary.
See how to make project management with Microsoft easier. Try Project Central for free! Kanban — The Simplest Project Management Technique Kanban is one of the easiest project management techniques for first-time project managers. The whole philosophy is in creating three columns: To-do Doing Done Then, you and your team can simply shift tasks from one column to another as you complete them.
Scrum — Best Agile Project Management Technique Finally, if you want to make sure every project deliverable comes out phenomenally, you should consider using Scrum, one of the most popular Agile methodology techniques. BuildBook is another project management tool for construction companies specializing in residential construction projects. The user interface is remarkably simple, more closely resembling that of social networking sites than enterprise-level software.
Many small family-based companies will undoubtedly find this simplicity refreshing as it makes the software easier to implement immediately. Revizto is designed to facilitate collaboration between architects and other construction design professionals. It centralizes this work by recording revisions, markups, and issues in one place.
Revizto facilitates this simple design collaboration throughout the entire project lifecycle. It also plays very well with other pieces of software thanks to the use of open formats. In most cases, companies combine a few applications to create a custom solution.
Bridgit Bench integrates with the leading construction software including Procore and Autodesk Construction Cloud. Effective construction project management requires up-to-date information. Your data is very valuable and sensitive. Construction project management tools and techniques should reflect this. Does the software come with enough licenses for my company?
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