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1 Course Name Module 56/ PGPPM

2Candidate Name Ashar Milind Mahesh Rashmi

3 Course Title Projects Planning Control

!Reg" No" 21#$#3$31$%1#!$2123

5 Assignment No" PGPM 22

6 &ate o' &is(atch 1)th*e+ruar, 2#11

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-ntroduction to Project Management

Each project has a predetermined duration with a definite beginning and an identifiable end;

its starting point is the time when the client, and its end marks conceive the idea the time when the

mission is accomplished. The time span between the start and completion of a project represents the

project life cycle, which varies from few months to few years.

Although construction projects differ in many ways, the life span of a project follows a similar

pattern. After conception there is a gradual build-up in the use of resources, it is followed by a long-

duration plateau and towards the end, there is a rapid run-down till completion.

The life cycle of a typical construction project can be broadly divided into the following

stages.

.a *ormulation stage this includes

!roject idea conception

"easibility studies

#nvestment appraisal

!roject definition

.+ Mo+ili0ation stage this covers preparation of

!roject preliminary plan

$esigns and drawings

%pecifications and contract finali&ation

'esources mobili&ation and earmarking fund.

.c Construction stage this includes

!lanning and controlling e(ecution

#nducting resources

)onstruction and commissioning

"inal handling over to the client

Project Identification :

)onstruction of a new international cricket facility outside a mega city. #t should have the following

facilities-

1. Capacity of spectators- 80,000

2. Play facility for- Day & Night play.

3. 6 directional .!. ca"era platfor"s.

#. $afety of players fro" the spectators.

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%. Pailion for !.'.P (ith a seating capacity for 300.

6. )de*+ate paring space for all.

Time available- *+ months inclusive of monsoon.

ther details- )ost of construction is to be recovered in years. The average cost per ticket will be

's*/- 0 there will be 1 matches per season.

2ote- all figures taken for calculations are based on assumptions e(cept those provided. All conditions

are also assumed regarding the project e(ecution 0 nature of work.

)alculation of appro(imate projected revenue to be earned by the stadium in a period of years-

)apacity of spectators 3e(cluding 4.#.! seats5 6,)apacity for 4.#.! pavilion 7

Assumed total capacity8 6,7

Assumed cost (er ticet$

*. Average cost per ticket for spectators- 's*/-

9. Average cost per ticket for 4.#.! seats- 's9/-

Assumed revenue of the stadium per match

#t is assumed that the stadium will not always be packed to capacity. %o we will take an average of the

tickets e(pected to be sold.

Aerage ca(acit, coered 'or ! matches (er season 'or s(ectators$

*st:atch- * of total capacity.

9nd:atch- 6 of total capacity.

7rd:atch- + of total capacity.

1th:atch- of total capacity.

Therefore- Average seats filled for spectators-

8 3* of total capacity.

Therefore- Average seats filled for the 4.#.! pavilion-

83*

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8 3>7 ( 6,5 ( 's*/-B < 36? ( 75 ( 's9/-B

8 's6, ?7,1/- per match.

Assumed revenue e(pected per season-

'evenue e(pected8 1 matches per season ( 's6, ?7,1/-

8 's9, 7, >7,+/-

Assumed revenue e(pected in a year period-

'evenue8 years ( 's9, 7, >7,+/-

8 's**, >6, +6,/-

%ince the cost of construction is to be recovered in five years based on the above given assumptions

which have been considered taking a pessimistic point of view that all the seats in the stadium will not

always be booked to capacity so the entire cost of the project should not e(ceed the derived value of

revenue recoverable within a period of five years.

Therefore the total cost of construction should not e(ceed 's**, >6, +6,/- 0 for this period the

maintenance cost should be &ero.

The technical aspects of the construction design; planning 0 e(ecution should keep in mind the above

figure so that the ultimate cost should be within this limit.

*4AA-7-T8 T9&-4

The major construction projects are undertaken to meet the particular needs of a client.

Cenerally, a client is well informed and clear about what he needs, but sometimes what he thinks he

wants and what he really needs may actually be different.

The first step in the development of a project is to analy&e the needs of the client. This

reDuires a critical e(amination of the needs through feasibility studies.

The feasibility study evaluates project potential by e(amining technical feasibility, economic

viability and financial implications.

The subject to be covered in the feasibility report of a construction project will depend upon

the purpose of the report and the nature of the project. "or e(ample, the feasibility report of an

industrial project may include the following aspects

*. !roposed product features.

9. $emand survey it includes prospective customers, consumption pattern, e(isting market,

government policy, demand forecast and sale potential.

7. Technical studies These cover production process selection, construction methodology,

location study, power and local resources availability, means of transportation, scope of

work, wastage disposal arrangement, construction cost estimates, preliminary time plan,

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resource forecasts, outline project organi&ation, and statement of project time and cost

objectives.

1. "inancial implications #t contains sales forecast, project budget, capital costs, profitability

trend, payback period, net present worth, cash flow forecast, and sources of financing.

. Economic viability #t highlights social implications and cost benefit analysis.

+. %ummary of recommendations.

The feasibility report, if found favorable, is followed up with investment appraisal. The purpose of

appraisal is to conduct an objective assessment for investment decision. #t involves critical e(amination

of the techno-economic analysis of feasibility findings, with particular reference to

$emand analysis

Technical specifications feasibility

%trength, weaknesses, opportunity and threat 3%FT5 analysis

Environments implications

"inancial analysis

Economic analysis

Appraisal of feasibility stage enables a client to

a5 $ecide on the project concept, time and costs;

b5 utline the approach needed to taking the project;

c5 Appoint key persons like construction project manager or project coordinator, to act as his

representatives; andd5 2ominate specialist-associated agencies such as the architect, designer and consultants, as per

the reDuirements.

$epending upon the nature and comple(ity of the project, the following may assist client in

making decisions.

a5 )lient representative these include the prospective project manager or his nominee and the

related officials.

b5 %pecialist these include the architects, engineers, planners, and finance management

consultants.

c5 )oncerned officials of administration and technical departments.

The process of formulation of needs, collection of information, critical e(amination concept and

re-e(amination of needs, may have to be repeated several times over before a project inception finally

takes shape.

"inally, the feasibility studies and its appraisal lead to the definition of the following aspects relating to

the project

@road scope of work involved.

!roject objectives. utline e(ecution methodology.

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!reliminary time plan.

'esource forecasts.

)ash flow pattern and sources of funding.

utline organi&ation.

!otential risks and problem areas.

Mo+ili0ation or Pre(aration tage

The mobili&ation stage aims at processing the project preliminaries so as to enable the

commencement of the construction stage. This is achieved by the following

a5 )ompiling detailed design and drawings, specifications, and bills of Duantities, so as to

complete all the documents necessary for contracting works.

b5 !lanning project e(ecution. This includes the work programme, manpower plan, materialsplan, plant and machinery utili&ation plan, work-organi&ation and mobili&ation plan, and

project budget or cost plan. This process also continues during the construction stage.

c5 Tendering and appointing contracts, especially those needed for commencement of the work,

The composition of the team to prepare for commencement of the project depends upon many

factors such as si&e and nature of the project, project characteristics, and the time and cost

objectives. This team is lead by the project manager designate and, the project chief planner

coordinates its works. The other participants of the team include the following

a5 Architect and design engineers.

b5 )onstruction engineers from G4A), civil, mechanical or electrical branches.

c5 Tendering staff, like the contracts managers and Duantity surveyors.

d5 %pecialistHs consultants, such as the town planners, geologists, and the environmentalists.

e5 %elected manager and the connected officials.

#n this preparation stage, the project manager, assisted by the chief project planner, performs the

key functions. These include, but are not limited to, the following

a5 !articipate in the finali&ation of design, drawings and specifications so as to formulate

construction methodology.

b5 !repare project e(ecution preliminary plan and formulate the schedule for processing various

contracts.

c5 Advise the client on an early purchase of the items of plant and eDuipment needing a long

lead-time for procurement.

d5 Evolve the pre-tender construction plan for each tender package.

e5 %crutini&e the tender packages, including drawings and specifications, so as to minimi&e the

discrepancies.

f5 )onduct the pre-tender briefing to contractors to ensure that the bidders understand the tender

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documents and the work involved in each tender.

g5 Evaluate project costs and compile project budget including preliminary allocations for the

various heads of e(penditures.

h5 )ompile a project directive covering the scope of work, work plan, organi&ation, and the

policies and procedures for implementing the project.

4:ecution tage

:ost of the construction projects are e(ecuted through the contract system. The contract

documents define the contracted scope of the work of each contractor. They also provide the

contractual relationship between the construction manager of the contractors and the project manager.

The contract agreement is based on mutual trust between the contracting parties, both of whom have

their share of responsibilities and obligations. #n this process, disagreements sometimes arise. These

may be on account of deviations in the scope of work and other factors like time delays, inflation and

unforeseen circumstances. )ontract provisions do provide a mechanism for the settlement of such

disputes through arbitration.

)onstruction at the site of the contracted projects is supervised and carried out by two separate

agencies. These are the client team led by the project manager, and the contractor workforce managed

by his construction manager. @oth teams have the common goal of completing the project in time

within specified costs and Duality specification. Gowever, their roles differ.

#t is the project manager who plays the dominant role. Ge represents the client and acts as the

boss at site. Ge ensures smooth functioning at site and makes decisions when theI site faces problems.

Ge manages the entire construction process so as to achieve the assigned project objectives. Gemanages the contractors employed at site, and the site activities, with the help of his supervisory team

that reports to him for decisions; it is he who is accountable to the client for the construction of the

project. The main functions of this constructions supervision team can be outlined as follows.

*. %crutini&e the contract documents to ensure that all amendments are incorporated into the

drawings, specifications and bill of Duantities held at site.

9. %crutini&e the contractorJs plan of work, the mobili&ation plan, the construction procedures

and the Duality control measures to ensure that they are in order.

7. %crutini&e the pre-work preparation of work to ensure a smooth start of construction activities

1. %crutini&e the work programmes to ensure that they are realistic, and monitor their progress

regularly.

. %crutini&e the Duality of materials to ensure that they meet the contract specifications and also

report any deviations.

+. %crutini&e the geotechnical investigations conducted by the contractor to ensure the adeDuacy

of design parameters.

>. %crutini&e the fieldwork regularly to ensure proper layouts, work conformity as per drawings

and specifications, and good standards of workmanship.

6. %crutini&e the safety measures and working conditions to ensure healthy environments and

prevention of accidents.

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?. Gold review meetings to monitor progress, communicate observations, resolve problems and

plan future works.

*. %crutini&e the payment of monthly bills of contractor to ensure correctness.

**. E(ercise cost control and cost reduction measures.

*9. :aintain project records, monitor the progress and submit management information reports at

the predetermined freDuency.

*7. 'eport immediately to the project manager ale cases amounting to breach of contract, non-

adherence to specifications, slow progress and lack of co-operation.

*1. Take over the project on completion, as per the contract stipulations.

The completion of the construction phase of the project includes certain follow-up actions

necessary to ensure that the facility constructed functions satisfactorily. These are as follows.

a5 The post-completion maintenance is usually entrusted to an agency familiar with the

construction. #n most cases, the contractor responsible for construction is given this

responsibility one year after completion; and this aspect is included in the scope of work of the

contractor,

b5 A proper record of the operating instructions and as-built drawings is maintained.

c5 The staff and workers necessary for operating and maintaining the facility are trained prior to

its taking over.

d5 The site is cleared of the left-outs of the construction and unwanted materials.

e5 The client fully safeguards his interests prior to rendering the completion certificate to the

contractor, and also before making the final payments.

After completion by the contractor, it is the project team of the client that hands over the project to

him. The team also prepares a project completion report which includes the scope and schedule of

work, the important events, the contract e(ecuted, the addresses of the suppliers of materials and

eDuipment, the eDuipment maintenance manual, the as-built drawings, the costs involved, the problems

encountered during e(ecution, the lessons learned and the minor defects noticed at the time of handing

over e(amines present project details.

Project Management *unctions

The overall aim of the management in an enterprise is to create within the enterprise, an

environment that will facilitate the accompli-shment of its objectives. #n doing this, a certain functions.

Although the development of a theory and from disagreement among scholars and managers, a general

pattern of functions which management has to perform, has emerged. Traditionally, ions are grouped

under si( headings, namely planning, organi&ing, staffing, and common to all these functions is the

function of coordination. These functional areas, with some adjustments on account of the special

characteristics of construction projects, are eDually applicable in project management. The project

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management fractionK of planning, organi&ing, procuring, leading and controlling are outlined below

Planning; !lanning involves deciding in advance what is to be done, how and in what order it is to be

done in order to achieve the objectives !lanning aims at deciding upon the future course of action. A

plan shows the committed course of action. %chedule depicts when the planned activities are to be

carried, it puts the plan on calendar date scale. #n brief, planning and scheduling involves the following

Crystalliing o/ecties.

a5 )ollecting and synthesi&ing information.

b5 $eveloping alternative courses of action within specified constraints.

c5 )omparing alternatives in terms of objectives feasibility and conseDuences.

d5 %electing and scheduling the optimum course of action.

e5 Establishing policies, procedures, methods, schedules, programmers, systems, standards and

budgets for accomplishing project objectives.

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d5!roviding a suitable climate for subordinatesJ development.

Controlling;)ontrolling involves monitoring of the performance and applying corrective measures in

case of deviations from the plan. The process of control can be sub-divided into the following stages

a5 %pecifying the factors to be controlled.

b5 %tating the methods of measuring control factors.

c5 Evolving systems for generating performance data,

d5 :onitoring data received and formulating corrective options.

e5 Applying corrective measures put a plan on the scheduled path.

f5 !replanning, when necessary.

Project Management

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Gowever, if not properly conceived and directed, the matri( organi&ation-can result in increased

conflicts, lack of coordination, low productivity, and enhanced costs.

Construction Project Management

Matri:

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e5 E(ploring trade-off between time and cost to arrive at the optimal time and costs for

completing the project.

f5 E(ploring work options within specified time and resource constraints, and deciding on the

project-work schedule,

g5 Establishing standards for planning and controlling men, materials, eDuipment, costs and

income of each work package.

h5 "orecasting input resources, production costs and the value of the work done.

i5 Assigning physical resources like men, materials and eDuipment activity-wise, and allocating

these to the organi&ational units earmarked for e(ecution.

j5 "orecasting the project budget and budget allocations for achieving targets assigned to each

organi&ational unit,

k5 $esigning a control system for the organi&ation.

l5 $eveloping the resources, time, and cost control methodology.

m5 Evolving an information communication system

n5 )omputeri&ing the planning and control system.

Project =or reado>n

The project work breakdown process involves splitting of the project works into its

manageable constituents arranged in a hierarchical order till the desired level. The work-breakdown

levels are categori&ed into sub-projects, tasks, work packages, activities and operations. These levels

depend upon the plan type, the nature and comple(ity of the project and the e(pected degree of control.

The work-breakdown levels for various types of plans are given in "igure .#t may be noted that

the levels classification is a broad concept and, at times, overlapping of levels may become

unavoidable.

=or$+reado>n 7eels

)orporate :anagementMMMM%ummary planM%ub-project

!roject :anagementMMMM..!roject:aster!lanMTasks/work !ackage

:anagerial NevelsMMMM.Task/)ontract !lanMMM..Fork !ackages

%upervisor NevelMMM..Ouarterly/:onthlyFork!rogrammeMActivity

The breaking down of a task/work package into its constituent activities reDuires a study of the

methodology of e(ecution of the work package. Cenerally, known by the term method statement, this

methodology is evolved by the planning engineer on the basis of his construction e(perience and

discussions with the respective project engineers.

)onstruction projects are best managed by work packages, which, in turn, are best planned

and monitored by activities. A project planner uses activity as the common database for planning

projects. Activity duration forms the basis for time planning and scheduling of project work. The

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inputs of labour, materials and machinery needed for e(ecution each activity enable preparation of

resources forecasts. The activity sale price is used to determine income and cash flow forecasts. The

activity base is vital for monitoring progress of the project work.

PR

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Each level has certain features associated with it however, it may be noted that level

categori&ation is a broad concept and at times their overlapping may become unavoidable.

The work breakdown structure of a project forms the basis for listing of activities modification

of systems, sorting data by hierarchy levels, structuring of work organi&ation and managing similar-

scope multi-projects.

u+$(rojects 7eel

$ividing the project work into independent large-volume mini projects or task groups derives

sub-projects. "or instance, in a housing project, each group of major works, which can progress in a

systematic manner, without interference from other works, can be termed as a sub-project.

The number of sub-projects in a project varies with the nature of the project. Each sub-project

comprises one or more substantial work tasks. The sub-project level aids in identifying tasks.

Tass 7eel

The project or sub-project work can be split up into various tasks. A task is an identifiable and

deliverable major work. #t is an entity in itself and can be performed without much interference from

other tasks. A task is supported by its design package. Each task is assigned time and cost objectives

and is provided with planned resources for accomplishing the task objectives. The task e(ecution is

entrusted to a task responsibility unit, headed by a manager or a senior engineer.

Task level is used in the project-summary plan, the design-preparation plan and the contract-

tendering plan.

=or$(acages 7eel

A project task can be further subdivided into one or more -work packages. Each work package

contains a si&eable, identifiable, measurable, costable and controllable package of work. #n the project

master plan or the contracted works-control plan, each work package is assigneeP #ts performance

objectives. These are generally stated in terms of its completion period, standard cost, resource-

productivity standards and the standard sale price. The measure of performance thus, gets closely

linked with the e(ecution of its work packages.

Fork packages form a common base for linking the key functions in project management. The

work-package concept leads to the simple-management theory of managing, designing, estimating,

planning, organi&ing, directing, communicating and controlling, using these work packages as the base

lines.

Actiit, 7eel

A work package can further be broken down into various identifiable jobs, operations and

processes, which consume time and possibly, other resources and are necessary for its completion.

Each one of this is called an activity. As an e(ample, the various activities involved in the construction

of foundation of a residential building are listed.

The breaking down of a work package into its constituent activities reDuires a study of the

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methodology of e(ecution of the work package. This methodology, generally known by the term

method statement, is evolved by the concerned planning engineer using his construction e(perience and

through his discussions with the respective project engineers.

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2" %econd !hase- #n the second phase the superstructure for gallery one will start. There will be

no other work in this phase other than the completion of the superstructure with provision for

concealed wiring.

3" Third !hase- #n the third phase the construction for the superstructure of gallery two will

start. $uring this period brickwork 0 plastering work will start for superstructure one along

with provisions for concealed wiring 0 sanitary lines.

!" "ourth !hase- #n this phase the superstructure work for gallery three will start along with

brickwork 0 plastering for gallery two. )oncealed wiring conduits to be laid in

superstructure three 0 concealed wiring 0 sanitary provisions in superstructure two. Food,

aluminum 0 steel fabrication works to start in gallery one.

5" "ifth !hase- #n this phase the brickwork 0 plaster to start in gallery three. Electrical 0

sanitary lines which are concealed to be placed in gallery three. Food, aluminum 0 steel

fabrication works to be done in gallery three.

6" %i(th !hase- #n this phase wood, aluminum 0 steel fabrication works to be done in gallery

three. Electrical wiring to be done in gallery one 0 gallery two.

" %eventh !hase- #n this phase the electrical wiring to be done in gallery two 0 painting work

internal to be done in gallery one 0 two.

%" Eight !hase- #n this phase painting work to be done in gallery three while electrical 0

sanitary fitting to be fi(ed into position in gallery one 0 two.

)" 2inth !hase- #n this phase painting to be done on all e(ternal surfaces while electrical 0

sanitary fittings will be fi(ed in gallery three levels. All e(ternal connections of electrical 0

sanitary lines are to be connected in this phase. All glass fittings also to be done during this

phase.

1#"Tenth !hase- There will be commissioning of the entire facility during this phase 0 any

corrections that need to be made will be done during this period. All lines electrical 0

sanitary are to be checked for its performance. Any defects detected during this will have to

be corrected. After satisfactory performance of all the utilities will certificate will be provided

for the facility to be put to use.

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A4-NG ACT--T8 &9RAT-

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The following conversion factors may be used for converting from one unit to another.

3i5 Forking hours in a day 6 hours

3ii5 Forking days in a week or + days

3iii5 Feeks in a year 9 weeks

All actiities in the net>or or schedule use same unit o' time; The duration assessed in

weeks include weekly holidays but e(clude other holidays and non-productive period. "urther, the

seasonal and weather uncertainties are not considered; these are taken care of during scheduling stage.

vertime is not considered unless it is a standard practice.

The assessed duration estimate is e(pressed in terms of unit of time, in the nearest whole

number.

&uration estimation is +ased on current (ractices;This implies that the estimation is based on

the present knowledge of the method of transaction in an economical way; it may undergo a change

with the passage of time or with improved techniDues.

&uration estimation is +ased on >or +eing carried out under normal (reailing site

conditions; This implies that estimation is based on the method of work under normal working

conditions at the site using economical resources. Adjustments for time delaying factors like rainy

season and bad weather are considered at the time of scheduling of work and resource

&uration estimation methods (resu((ose that actiit, is (er'ormed in an organi0ed

manner;Forking in an organi&ed manner implies breaking down the activity into elements, matching

optimum resources for each element, laying down a systematic method of e(ecution, and specifying

objectives and responsibilities so that the task is performed efficiently and enthusiastically.

&uration is assessed (re'era+l, +, the (erson res(onsi+le 'or its (er'ormance; This makes

the duration estimate realistic and meaningful.

ACT--T8 C

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9. Accounting costs !roduction cost and earned 3sales5 value.

The above cost terms are outlined in the following paragraphs.

Actiit, direct cost; This is the cost that can be traced in full with the e(ecution of a

specific activity. #t consists of costs of direct materials, direct labour, direct eDuipment and other direct

costs.

"or e(ample, in the activity of roof concreting, the following direct costs would be involved.

ype of Costs 'te"s of Costs

$irect materials )ost of concrete and steel

$irect labour )ost of labour employed

$irect eDuipment )ost of eDuipment hired for placing ready mi(

)oncrete

$irect other e(penses "ormwork hiring and repair charges

Actiit, indirect cost; This is the cost that is incurred while performing an activity, but

cannot be traced directly to its e(ecution. #n other words, all costs other than the direct ones fall in this

category. These represent the apportioned share of supervision, general and administration costs, and

are commonly referred to as overheads. Cenerally, the overheads charged to an activity are e(pressed

as a percentage if its direct costs.

Activity production cost this cost is the sum of direct cost and its apportioned indirect cost. #t

is built up as follows.

Actiit, (roduction cost; This cost is the sum of direct cost and its apportioned indirect cost. #t is

build up as follows.

)ost Elements Amount

*. $irect material costs A

9. $irect labour costs @

7. $irect eDuipment and other e(penses )

1. $irect costs 3A < @ < )5 $

. #ndirect costs E

+. !roduction cost 3$ < E5 "

Actiit, contract alue;#t is the contract value of the work done. #t is the amount, which the client

has agreed to pay for the satisfactorily completed works,

Net>or 4lements

The two basic elements used in a network are activity and event. #n addition, where necessary,

many activities are introduced to maintain logic.

Actiit, A project can be broken down into various operations and processes necessary its completion.

Each of these operations or processes, which consume time and possibly, sources, is called an activity.

AcDuiring land, fi(ing steel, collecting materials, building a ill, constructing a roof and curing the

concrete are e(amples of some of the common activities in a building construction project.

The activities are represented by arrows pointing in the forward direction. The tail of the row

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depicts the commencement of an activity and the arrowhead, its termination. The various ways by

which the arrow of an activity JAJ can be drawn are

A A A

9 9 9

A A A

9 9

@

9

2otes *, The description of an activity is written above the arrow and its duration in the middle

underneath. An activity involving e(cavation, and needing two units of time for its completion, would

be shown as

E(cavation

9

9. The length of the arrow is not drawn to scale. As far as possible, the arrow should be sufficiently

long so that the description of the activity could be written over it.

7. Arrows are neither curved nor are they drawn in reverse direction.

Net>or o' Actiities and their Res(ectie &urationB

A

3

C

A $ E

9 * 7

G

) "

9 9

The network logic shows that; activities A, @ and ) start at the same time; $ follows the

completion of A and @ E starts after ) and $ are completed; and, " follows ). The project over when

E and " are completed. The points to note are;

3a5 The activities A and 7 are concurrent 3see "igs 1.9 and 1.75. To enable their description by event

numbers, the dummy activity JCJ has been used.

Correct Re(resentation o' Concurrent Actiities

*

9 1

7

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A

C

@

-ncorrect Re(resentation o' Concurrent Actiities

A

!art of 2etwork %howing that " "ollows ), and E %tarts after completion of ) and $.

The $ummy Activity G !rovides The Nogic Nink.

$ E

* 7

G

) "

9 9

CPM N4T=

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define the scope of the network by fi(ing start and end events, stating suitable assumptions and laying

own constraints.

.a tart and end eents; these define the e(tent of the network. The contract period of a contracted

work commences from the time of handing over of site to the contractor; this can be taken as the start

event. The clearance of site after completion of work is generally the last activity of a contract; its

completion becomes the end event. "or the major multi-project networks, there may be more than one

start and end event.

.+ Assum(tions; these aim at reducing the si&e of the network by omitting unnecessary details.

%uitable assumptions can also be made about the JunpredictableJ.

.c Constraints;these are the restrictions and limitations imposed by the management on the method

of e(ecution, such as priorities of the work and availability of resources

&etermining Actiities

The various stages in the e(ecution of a project can easily be visuali&ed by breaking down the

work into major tasks or work packages. Each one of these can further be split into sub tasks and these

tasks can be further sub-divided, this process continues till the desired level of activities is reached.

4sta+lishing =or$(acage 7ogic

The logic activities within the work package can easily be established by the following

Duestion. - 'elating to each activity.

a5 Fhich activity is preceding this activityS

b5 Fhich activity is succeed or follow the completion of this activityS

c5 Art there any constraints imposed on starting of this activityS

d5 #s it the final activity within the work packageS #f so, are there any other activities

&eelo(ing Net>or 7ogic &iagram

The preparation of logic diagram can be divided into three stages 3i5 developing logic diagram

for each work package, 3ii5 integrating work packages, and 3iii5 transforming integrated work packagelogic diagrams into a project logic diagram. #n practice, work-packages are considered in the seDuence

they occur. "urther the drawing of work-package logic diagrams and the process of integration can be

carried out simultaneously

Pre(aration o' 7ogic &iagram and &ra't Net>or

The main purpose of the flow diagram is to facilitate a systematic drawing of the draft of

network. The guidelines for converting the logic diagrams into draft network are

a. The dummies should be reduced to minimum.

b. The crossing of arrows should be avoided by a suitable re-positioning of the

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activities.

c. The new activities should be incorporated, if visuali&ed during the preparation of

logic diagrams.

d. Nogic of all the activities should be verified for its correctness.

tructuring Model 9sing Net>or &ra>ing Rules

The project networks are constantly read, referred to and reviewed. Therefore, it is essential

that they should be suitably titled and numbered, neatly drawn by readable lettering printed

hori&ontally, and divided into strata for easy reference.

The various conventions and rules for drawing )!: network are given below.

a5 All arrows must run from left to right. Turning arrows in the reverse direction is not correct.

b5 The arrows should have sufficient hori&ontal length so that a description could be written over

it.

c5 The crossing of arrows should be avoided by suitably re-positioning them.

d5 Arrows running close to each other should be avoided. The intervening space should be

sufficient to permit writing of activity description.

e5 The concurrent activities 3commencing and terminating into common events5 should be

separated by inserting additional events followed by dummy activities.

f5 The activities emerging from an event should takeoff from a line rather than a point. %imilarly,

activities terminating into an event should finish into a common line.

g5 Fherever possible, the network should be drawn in such a way that activities belonging to the

same strata can be demarcated by drawing vertical and/or hori&ontal lines,

h5 Rse of large sheets should be avoided. #f reDuired, a large network can be split into two or

more sheets having common interface events. "or easy recognition, the interface events can be

represented by double circle or ellipse.

i5 The network should be re-drawn, if necessary, to give a neat appearance.

j5 !rints of important networks should be taken and circulated to all concerned for comments.

Amendments should be carried out, if necessary.

-ncor(orating Actiit, &uration

The duration of activities are estimated while breaking down the project into activities, further,

some new activities may also get added during the preparation of network. Therefore, after drawing the

network, the duration of all the activities should be re-checked and necessary corrections made.

Num+ering o' 4ents

#t is the last operation in the modeling of the network.

Time Anal,0ing Net>or

The focus of time analysis of a )!: network is to calculate float for each activity by

conducting forward pass and backward pass with a view to determine critical path. The critical-path

computation procedure involves determination of the Earliest Event Times 3foreword pass5, calculation

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of the Natest Event Times, identification of the critical events and critical activities, 3having &ero float5

and, finally, evaluation of the project duration by summing up the duration of critical activities along

the critical path connecting the start and the end events.

Actiit, eries euences

No Activity DescriptionPrecedingActivity

FollowingActivity Concurrent Activity

1Clearing & Leveling Site Nil 2 3

2Site Layout/Lineout 1 4 3

3Procuring Foundation Steel 1 5 4

4Excavation for foundations 2 5 Nil

5Concreting Foundations 4 6 Nil

6Formwork for aller! "1 5 # Nil

#Steel work for aller! "1 6 $ Nil

8Concreting Gallery G-1 # % Nil

%Formwork for aller! "2 $ 1& Nil

1&Steel work for aller! "2 % 11 Nil

11Concreting for Gallery G-2 1& 12 Nil

12Formwork for aller! "3 11 13 Nil

13Steelwork for aller! "3 12 14 Nil

14Concreting for Gallery G-2 13 15 Nil

15'asonr! work 14 16 Nil

16Sanitar! work in aller! "2 15 1% 1#(1$

1#Sanitar! work in aller! "1 16 2& 16(1$

1$Sanitar! work in aller! "3 1# 21 16(1#

1%)luminum * Steel Fa+rication aller! "2 16 22 2&(21

2&)luminum * Steel Fa+rication aller! "1 1# 23 1%(21

21)luminum * Steel Fa+rication aller! "3 1$ 24 1%(2&

22Electrical works in aller! "2 1% 25 23(24

23Electrical works in aller! "1 2& 26 22(24

24Electrical works in aller! "3 21 2# 22(23

25P,- works in aller! "2 22 2$ 26(2#

26P,- works in aller! "1 23 2$ 25(2#

2#P,- works in aller! "3 24 2$ 25(26

2$Painting .orks 2# 2% Nil

29Coissioning 2$ Nil Nil

The above chart shows the seDuence of the various work activities that encompasses the project in

totality.

Project Time chedule

No Actiit, &escri(tion 4T 4*T 7T 7*T

1 Clearing 7eeling ite 1st 6th an > ?th an > ?th "eb >

> %teel work for Callery C-* ?th an > 99nd an > *th "eb > 97rd "eb >

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% Concreting Galler, G$1 97rd an > th "eb > 91th "eb > ?th "eb >

? "ormwork for Callery C-9 6th "eb > >th :ar > *9th "eb > **th :ar >

* %teel work for Callery C-9 6th :ar > 9*st :ar > *9th :ar > 9th :ar >

11 Concreting 'or Galler, G$3 99nd :ar > 1th Apr > 9+th :ar > 6th Apr >

*9 "ormwork for Callery C-7 >th Apr > th :ay > **th Apr > 6th :ay >

*7 %teelwork for Callery C-7 +th :ay > *?th :ay > *th :ay > 91th :ay >

1! Concreting 'or Galler, G$2 9*st :ay > 1th un > 9+th :ay > 6th un >

* :asonry work *7th un > ?th ul > *7th ul > *+th ul >

*+ %anitary work in Callery C-9 *6th ul > *1th Aug > 91th Aug > 9>th Aug >

*> %anitary work in Callery C-* *6th ul > *1th Aug > 91th Aug > 9>th Aug >

*6 %anitary work in Callery C-7 *6th ul > *1th Aug > 91th Aug > 9>th Aug >

*? Aluminum 0 %teel "abrication Callery C-9 99nd Aug > *6th %ep > th %ept > 9+th %ept >

9 Aluminum 0 %teel "abrication Callery C-* 99nd Aug > *6th %ep > th %ept > 9+th %ept >

9* Aluminum 0 %teel "abrication Callery C-7 99nd Aug > *6th %ep > th %ept > 9+th %ept >

99 Electrical works in Callery C-9 9+th %ep > +th 2ov > *st 2ov > *?th $ec >

97 Electrical works in Callery C-* 9+th %ep > +th 2ov > *st 2ov > *?th $ec >

91 Electrical works in Callery C-7 9+th %ep > +th 2ov > *st 2ov > *?th $ec >

9 !4) works in Callery C-9 *1th 2ov > 9>th 2ov > 9+th $ec > *th an 6

9+ !4) works in Callery C-* *1th 2ov > 9>th 2ov > 9+th $ec > *th an 6

9> !4) works in Callery C-7 *1th 2ov > 9>th 2ov > 9+th $ec > *th an 6

96 !ainting Forks *st an 6 7*st an 6 *+th an 6 *+th "eb 6

2) Commissioning *st "eb 6 7rd :ar 6 *>th "eb 6 1th Mar #%

-nde:$

*. E%T-Early %tart Time.

9. E"T-Early "inishing Time.

7. N%T-Nate %tart Time/ N"T-Nate "inish Time.

Conclusions;

*. The data that has been used in the project planning 0 seDuencing has been taken from earlier

projects or assumed as per the situation.

9. There will be variances in the planning 0 e(ecution since the ground situation 0 the planning

assumptions have certain conflicts.

7. The variances are to be carefully monitored during the project e(ecution 0 corrected.

1. There have been lag periods provided to take care of contingencies that are bound to arise like

stoppage of work due to rains, labor problems etc.

. "oundations have been planned in a way to complete it before the monsoons so that when the

monsoons arrive it will be indoor work mainly 0 will not hamper work schedules much.

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+. %tructure has been given the primary focal point of construction so that the rest of the

seDuences can operate together in the later phases.

>. %upply chain management 0 G' management to co-ordinate in a manner so that the

production process remains unhampered.

6. 2o holiday periods have as such been assumed but lags between the phases can be used for the

purpose.

i+liogra(h,;

*. 2icmar Nesson book.

2" )onstruction !roject :anagement by Nt )ol U.U.)hitkara

7. )onstruction journals.