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BUILDING
CONSTRUCTION
MANAGEMENT

Sem : VII
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 AAR405 Building Construction Management
Int-50 M Ext :50M Credits: 3 Sem : VII
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Course Objectives:
• To introduce about various processes of management of building construction.
• To familiarize about various scientific methods to manage construction projects.
• To sensitize about various existing optimization methods to manage project resources.
• To explain the process of updating during the construction progress.
• To introduce about computer-based construction management tools.
 AAR405 Building Construction Management
Int-50 M Ext :50M Credits: 3
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UNIT 1
The Introduction to Construction Industry, building construction practices, current
management practices, Project planning and project scheduling and project controlling,
Role of Decision in project management, Method of planning and programming, Human
aspects of project management, work breakdown structure, Life cycle of a project,
disadvantages of traditional management system.

UNIT 2
Elements of Network &Critical Path Method and PERT analysis: Event, activity, dummy,
network rules, graphical guidelines for network, numbering of events. CPM network
analysis & PERT time estimates, time computation & network analysis.
 AAR405 Building Construction Management
Int-50 M Ext :50M Credits: 3
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UNIT 3
Project time reduction and optimization: Project cost, Indirect project cost, direct project
cost, slope of the direct cost curve, Total project cost and optimum duration, contracting the
network for cost optimization, steps in cost-time optimization
UNIT 4
Project updating: Frequency of updating of project schedules, Data required for updating,
steps in the process of updating. Resource allocation: Resource usage profile: Histogram,
Resource smoothing and Resource leveling, Computer applications in project
management.
UNIT 5
Project Management Tools: Introduction to Project Management Tools like Primavera,
Theory and their uses. Case-Study of a construction project using these software tools.
 AAR405 Building Construction Management
Int-50 M Ext :50M Credits: 3
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Course Outcomes:
At the end of course, student should have learnt:
• Students would be aware of various processes of management of building construction.
• Students would be familiar about various scientific methods used in managing construction
• projects.
• Students would be aware about various existing optimization methods effective in managing
project
• GITAM (Deemed to be University) 82 School of Architecture resources.
• Students would understand the need and process of updation during the construction progress.
• Students would be aware about existing computer-based construction management tools
 AAR405 Building Construction Management
Int-50 M Ext :50M Credits: 3
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Recommended books:
1. Dr. B.C.Punmia et al. Project planning and control with PERT and CPM, Laxmi
Publications, New Delhi
2. S.P.Mukhopadyay, Project management for Architect's and civil Engineers, IIT,
Kharagpur, 1974
3. Jerome D.Wiest and Ferdinand K.Levy, A Management Guide to PERT, CPM, prentice
Hall of India Pub, Ltd., New Delhi, 1982
4. R.A. Burgess and G.White, Building production and project Management, The
construction press, London, 1979.
 Building Construction Management
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 Building Construction Management
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 Building Construction Management
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Project management is the application of processes, methods, knowledge, skills and

experience to achieve the project objectives.

A key factor that distinguishes project management from just 'management' is that it has
this final deliverable and a finite timespan, unlike management which is usually an
ongoing process. Because of this a project professional needs a wide range of skills;
often technical skills, and certainly people management skills and good business
awareness.
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Project management is the practice of initiating, planning, executing, controlling, and

closing the work of a team to achieve specific goals and meet specific success criteria at
the specified time.
A project is a temporary endeavor designed to produce a unique product, service or result
with a defined beginning and end (usually time-constrained, and often constrained by
funding or staffing) undertaken to meet unique goals and objectives, typically to bring
about beneficial change or added value. The temporary nature of projects stands in
contrast with business as usual (or operations), which are repetitive, permanent, or semi-
permanent functional activities to produce products or services.
 UNIT - 2
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CPM network analysis &

PERT time estimates,
time computation &
network analysis.
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https://en.wikipedia.org/wiki/Program_evaluation_and_review_technique
 critical path method (CPM)
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The critical path method (CPM) is a step-by-step project management technique for
process planning that defines critical and non-critical tasks with the goal of preventing
time-frame problems and process bottlenecks. The CPM is ideally suited to projects
consisting of numerous activities that interact in a complex manner.
Critical path project management (CPM) technique is used to complete projects on time by
focusing on key tasks. By focusing on the tasks that make up the critical path, the project
manager maximizes the chances of completing the project on time.

The critical path can be defined in many ways including:

The longest path in the network diagram, or
The shortest duration in which the project can be completed.
 critical path method (CPM)
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History
The critical path method (CPM) is a project modeling technique developed in the late
1950s by DuPont, and was first used in missile- defense construction projects of US Navy.
Critical Path Analysis is commonly used with all forms of projects, including construction,
aerospace and defense, software development, research projects, product development,
engineering, and plant maintenance, among others.
Any project with interdependent activities can apply this method of mathematical analysis.
The first time CPM was used for major skyscraper development was in 1966 while
constructing the former World Trade Center Twin Towers in New York City.
 critical path method (CPM)
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Components
The essential technique for using CPM: is to construct a model of

The project that includes the following:

1. A list of all activities required to complete the project

(typically categorized within a work breakdown structure),

1. The time (duration) that each activity will take to complete,

2. The dependencies between the activities and,

3. Logical end points such as milestones or deliverable items.

 critical path method (CPM)
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 critical path method (CPM)
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 critical path method (CPM)
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Float Determination
In project management, float or slack is the amount of time that a task in a project
network can be delayed without causing a delay to:
Subsequent tasks (“Free float")
Project completion date (“Total float")
Float is the amount of time an activity can slip before it causes your project to be
delayed.
For the critical path, each of the activities has a float of zero. If any of those activities
slips, the project will be delayed.
Then you take the next longest path. Subtract its duration from the duration of the critical
path. That's the float for each of the activities on that path.
You will continue doing the same for each subsequent longest path until each activities
float has been determined.
 critical path method (CPM)
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Critical Path and Float Analysis

The critical path is the sequence of activities with the longest duration. A delay in any of
these activities will result in a delay for the whole project.

Using the Critical Path Method (CPM)

 critical path method (CPM)
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The duration of each activity is listed above each node in the diagram. For each path, add
the duration of each node to determine it's total duration. The critical path is the one with the
longest duration.
There are three paths through this project:

Use Critical Path Analysis to find your Critical Path

 critical path method (CPM)
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Determining Float
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Activities 2, 3, and 4 are on the critical path so they have a float of zero.

The next longest path is Activities 1, 3, and 4. Since Activities 3 and 4 are also on the critical
path, their float will remain as zero. For any remaining activities,
in this case Activity 1, the float will be the duration of the critical path minus the duration of
this path.
14 - 12= 2. So Activity 1 has a float of 2.

The next longest path is Activities 2 and 5. Activity 2 is on the critical path so it will have a
float of zero.
Activity 5 has a float of 14- 9, which is 5.
So as long as Activity 5 doesn't slip more than 5 days, it won't cause a delay to the project.
Procedure for Finding
the Critical Path in a Network Diagram
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The following is the procedure to find the critical path on a network diagram:
• Draw the network diagram.
• Identify all paths in the network diagram.
• Find the duration of each path.
• The path with the largest duration is the critical path.
 critical path method (CPM)
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Critical Path= A – B – C (Longest 31 Days)

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To calculate the Early Start and Early Finish dates, we use forward pass; we will start from the
beginning and proceed to the end.

The formula used for calculating Early Start and Early Finish dates:
Early Start of the activity = (Early Finish of predecessor activity + 1).
Early Start (ES) for the first activity on any path will be 1, because no activity can be started
before the first day[ (0+1)= 1].
The start point for any activity or step along the path is the end point of the predecessor
activity on the path plus one.

Early Finish of the activity = (Activity duration + Early Start of activity – 1)

 critical path method (CPM)
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Early Start and Early Finish Dates for the path Start -> A -> B -> C -> End

Early Start of activity A = 1 (Since this is the first activity of the path)
Early Finish of activity A = ES of activity A + activity duration – 1
= 1 + 10 – 1 = 10
Early Start of activity B = EF of predecessor activity + 1
= 10 +1 = 11
Early Finish of activity B = ES of activity B + activity duration – 1
= 11 + 12 – 1 = 22
Early Start of activity C = EF of predecessor activity + 1
= 22 +1 = 23
Early Finish of activity C = ES of activity C + activity duration – 1
= 23 + 9 – 1 = 31
 critical path method (CPM)
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Early Start and Early Finish Dates for the path Start -> D -> E -> F -> End

Early Start of activity D = 1 (Since this is the first activity of the path)
Early Finish of activity D = 1 + 5 – 1 = 5
Early Start of activity E = EF of predecessor activity + 1
Since the Activity E has two predecessor activities,
which one will you select? You will select the activity with the
greater Early Finish date. Early Finish of activity D is 5,
and Early Finish of activity G is 3.
(With 2 predecessor activities- Easy to remember: Greater will be for Early start and Early Finish)
Therefore, we will select the Early Finish of activity D to find the Early Start of activity E. Early Start of
activity E = EF of predecessor activity + 1 = 5 + 1 = 6 Early Finish of activity E = 6 + 7 – 1 = 12
Early Start of activity F = 12 + 1 = 13 Early Finish of activity F = 13 + 6 -1 = 18
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Early Start and Early Finish Dates for the path Start -> G -> H -> I -> End

Early Start of activity G = 1 (Since this is the first activity of the path)
Early Finish of activity G = 1 + 3 – 1 = 3 Early Start of activity H =
3 + 1 = 4 Early Finish of activity H = 4 + 4 – 1 = 7
Early Start of activity I = 7 +1 = 8
Early Finish of activity I = 8 + 6 – 1 = 13
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Calculating Late Start (LS) and Late Finish (LF)

We have calculated Early Start and Early Finish dates of all activities. Now it is time to calculate the Late
Start and Late Finish dates.

To calculate the Late Start and Late Finish, we use backward pass; i.e. we will start from the last activity and
move back towards the first activity.

The formula used for Late Start and Late Finish dates:
Late Start of Activity = Late Finish of activity – activity duration + 1
Late Finish of Activity = Late Start of successor activity – 1

Late Finish of the last activity in any path will be the same as the Last Finish of the last activity on the
critical path, because you cannot continue any activity once the project is completed.
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Late Start and Late Finish Dates for the path Start -> A -> B -> C -> End

On a critical path, Early Start, and Early Finish dates will be the same
as Late Start and Late Finish dates.
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Late Start and Late Finish Dates for the path Start -> D -> E -> F -> End

Late Finish of activity F = 31

(because you cannot allow any activity to cross the project
completion date)
Late Start of activity F = LF of activity F – activity duration + 1
= 31 – 6 +1 = 26
Late Finish of activity E = LS of successor activity – 1
= LS of activity F – 1
= 26 – 1 = 25
Late Start of Activity E = LF of activity E – activity duration + 1
= 25 – 7 + 1 = 19
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If you look at the network diagram, you will notice that activity D has two successor activities, B and E. So,
which activity will you select?
You will select the activity with the earlier (Least) Late Start date. Here, Late Start of activity B is 11, and
Late Start of activity E is 19. Therefore, you will select activity B which has the earlier Late Start date.
Hence, Late Finish of activity D = LS of activity B – 1 = 11 – 1 = 10 Late Start of Activity D = LF of activity
D – activity duration + 1 = 10 – 5 + 1 = 6
(With 2 successor activities - Easy to remember: Least will be for Late start and Late Finish)
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Late Start and Late Finish Dates for the path Start -> G -> H -> I -> End

Late Finish of activity I = 31 (because you cannot allow any activity to cross the project completion date)
Late Start of activity I = 31 – 6 + 1 = 26 Late Finish of activity H = 26 – 1 = 25
Late Start of activity H = 25 – 4 + 1 = 22
Late Finish of Activity G = 19 – 1= 18 (we will choose the late start of activity E, not activity H, because the
Late Start of activity E is earlier than the Late Start of activity H)
Late Start of activity G = 18 – 3 + 1 = 16
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 Data Entry Window
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 Output of the Package
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 Benefits of the Critical Path Method
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I. It shows the graphical view of the project.

II. It discovers and makes dependencies visible.
III. It helps in project planning, scheduling, and controlling.
IV. It helps in contingency planning.
V. It shows the critical path and identifies critical activities requiring special attention.
VI. It helps you assign the float to activities and flexibility to float activities.
VII. It shows you where you need to take action to bring project back on track.

To shorten the planned critical path of a project by :

Pruning (Trimming and cutting) critical path activities
● “Fast tracking" (To do more things in the same time in order to finish a job
earlier than normal or planned.)
● “Crashing the critical path" (Shortening the durations of critical path activities by adding resources).
 Limitations and drawbacks of the Critical Path
Method
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Because the critical path method is an optimal planning tool,

it always assumes that all resources are available for the project at all times.

It does not consider resource dependencies. There are chances of misusing float or slack.

Less attention on non-critical activities, though sometimes they may also become critical activities.

Projects based on the critical path often fail to be completed within the approved time duration.
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 Comparison Chart
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Basis for
Comparison PERT CPM
CPM is a statistical technique of
PERT is a project management technique, project management that manages
Meaning used to manage uncertain activities of a well defined activities of a project.
project.
A technique of planning and control A method to control cost and time.
What is it? of time.
Orientation Event-oriented Activity-oriented

Evolved as Research & Evolved as Construction project

Evolution Development project

Model Probabilistic Model Deterministic Model

 Comparison Chart
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Basis for Comparison PERT CPM

Focuses on Time Time-cost trade-off

Estimates Three time estimates One time estimate

High precision time Reasonable time

Appropriate for estimate estimate
Management of Unpredictable Activities Predictable activities

Nature of jobs Non-repetitive nature Repetitive nature

Critical and Non-critical

activities No differentiation Differentiated
Non-research projects like civil
Suitable for Research and construction, ship building etc.
Development Project
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