PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by IM. Hemanth Kumar (Asst Professor of CE) UNIT-I Introduction to Construction Management: Significance — Objectives and functions of construction management ~ Types ~ Resources ~ Stages ~ Team of construction unit. Construction Planning and Scheduling: Objectives and importance of planning and ‘Scheduling ~ Methods of planning and scheduling ~ Advantages and classification of schedules — Bar charts ~ Milestone charts, Introduction to Construction Management: Construction management involves planning, budgeting, coordinating, and supervising construction projects from start to finish, As a construction manager, you may work on various construction projects, including buildings, roads, bridges, and other structures. Construction management (CM) aims to control the quality ofa project's scope, time, and cost to maximize the project owner's satisfaction, Significance: It establishes systems and procedures to ensure all construction activities are completed according to plan. For this to work, the CM collaborates with all key stakeholders involved in the project: owners, architects, engineers, and general contractors. They are also responsible for the following tasks: ‘+ Determining what the project needs in terms of its construction; * Developing and weighing proposals for construction materials, assets, equipment, and workers; and Aligning construction costs within the set budget. In other words, construction management handles all aspects of construction work to guarantee its success and satisfy the client's requirements, Project Management ‘Construction Management Scope Tnvolved in all phases of the | Mainly concemed with the construction construction project phase Purpose Takes charge of project-related | Manages the construction aspect of the activities in the project project Expertise Overseving the scope, cost, and | Handling construction work and how tasks schedule of the project are completed Responsi '* Timeline and schedule monitoring |* Inspections ‘+ Budget management + Cost management ‘+ _ Staff management Change management MHKCE@GPREC Page |1G. PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering, Project Management by IM. Hemanth Kumar (Asst, Professor of .E) Objectives of Construction Management: Construction management as @ whole is supposed to represent the interests of an owner by overlooking and reviewing different stages of the project's creation. The biggest goal of a construction manager is to work together with the various parties involved in the project to provide the results within a specific budget so that it could meet the standards of an owner. * Creation of progress reports between different parts of a project © Subcontractor selection and hiring process + Estimates and negotiations for timetables and budgets + Monitoring of compliance with various legal requirements and other regulations ‘* Construction personnel and on-site activity supervision + Be ready to respond to various problems or emergencies that might result in work delays © Choosing the right construction strategy or method for the situation * Explaining technical nuances and contract terms to employees or professionals in different fields + Team up with various specialists in the field, such as engineers, architects Functions of Construction Management: Construction management involves a range of fumetions and coordinating the planning, design, and execution of construction projects. These functions are crucial for ensuring that projects are completed on time, within budget, and to the required quality standards. Here are some key funetions of construction management: The various functor vas and activites of construction management are: Controlling Condiatee Sin rope eonsction jh a ree: wy doe sgh lett ect aoa ae ope a cma ‘equipments to achieve the Urke ; orm ee eg equine recovered tne sove funciona desered 7 tan amnsate proess ih ari ee dso eh te acne ma nd use of modes ies exten and the sources from which i can be MHKCE@GPREC Page 12PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by ‘M, Hemanth Kumar (Asst, Professor of CE) ii) Time needed 10 complete the whole construction project (ii. Type. quantity and exact time for delivery of materials of construction (is) Type, eumber and duration of use of different machines and equipment, (o) Category of staff ie, managers. skilled and unskilled workers required for the proj and the period of time for which they are needed. Type of uncertainties likely to cause delays such as weather conditions, shorage of supply, labour unrest and sub-judice land matter etc. 2. Organizing : Organizing is a process of fixing the responsibilities of individual member ‘or group of members within the organization and co-ordinating their work 10 achieve @ common ‘goal The success of a construction project lies in the fact that all the members employed in the organization at any level of hierarchy should co-operate with each other 10 achieve common objective, This is possible only, if duties and responsibilities of each member are defined properly. For a proper and sound organization, the following points should be noted. (® An organization structure should be simple and balanced. i) Right man should be given right type of job at the construction site, For example, the duvies of a mason and a labourer should never be interchanged. Each employce of the organization should have only one boss immediately above him ‘Le. showing accountability of work should be limited 10 one person only. Too many bosses above a single person may disturb the organizational balance. Organisational responsibility of each and every member should be well defined, clearly specified and circulated in writing to avoid any organisational problem. 3. Staffing : “Staffing is a process of appointing the required member of emplovees (managers, skilled and unskilled workers) within the organisation for fulfiling the responsibilities of construction work, as laid down by the organisation structure”, The function and proces: of staffing should be: ~ (i) Simple and transparcat Right person should be offered right type of job. Only minimum number of required employces should be recruited 10 achieve economy Pay scales and wages should be based according to experience, qualification and capability It should be ensured that pay scales are handsome, attractive and compeciave 1m the industry to prevent labour untest and stop their migration Due regards should be given to the senior and experienced staff members in the wi, ati) ww wi, (i) tivy organisation 4. Directing + 1 is the process of issuing instructions, uidelines and browd outlines, ‘related 10 project for achieving the desired objectives, from the planning authority 10 the supervisory and working staff. Simply, Directing can be defined process of transferring all information, data and available matter from the top level 10 the lower level MHKCE@GPREC Page 13PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Cui Engineering Project Management by ‘M. Hemanth Kumar (Asst. Professor of C.E) Directing helps S (0) To develop imter-departmental relationship, (i) To enable the working staff 16 perform construction activ guidelines. specificauions amt detailed drawings PO MEANEGOS (pe the omntaas (iif) To enable the supervisory staff 10 become familiar with commanding workforce. their authoritative duties of (iv) To develop effective communication between various types of employees. within the organisation for effective implementation of planned objectives. (v) To encourage. guide and motivate the worker through an effective communication $. Controlling : The process of comparing and checking the progress of work achieved in the field 10 the estimated or planned work at regular intervals ts termed as controlling”. It is one of the main process of planning. Due to uncertainties or delays. the progress of work may lag behind the actual schedule. The divergence of work schedule from the planned schedule may be corrected by adopting various measures such as replanning. diverting workforce 10 4 particular site, where work progress is behind schedule, overtime etc. Controlting includes (® Controt of expenditure i.e. finances. (if) Control of labour ourput. (iii) Comtrot of use of machines and equipments. (iv) Control of quality of work. () Control of use of materials (Control of supervising staf. 6. Co-ordinating : The process of developing perfect harmony between various emplovees ‘or group of employees for the smooth and efficient functioning of organization is termed as “Coordinating. Proper co-ordination is essential in a construction work because of the following reasons. (i) To complete the planned work in time (it) To sort out difference of opinion amongst individual members or groups. (ii) To ensure quality of work iv) To share information, decisions and results with each other (vy) To achieve progress of work. Because sometimes, similar machinery/equipment is oer ne diteron snes placed under differemt supervisors. So a propet conse temwcen them, will ensure delivery of the machine/material at the proper time and the correct person, wuthout causing any hindrance MHKCE@GPREC Page 14PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by IM. Hemanth Kumar (Asst Professor of .&) ‘Types of Construction Manageme Construction management can take on different forms depending on the specific needs, scale, and complexity of a construction project. Here are some common types of construction management General Construction Management: This is the most common type of construction management, where a construction manager is responsible for overseeing the entire project, ‘from start to finish ‘They handle all aspects of the project, including planning, scheduling, budgeting, resource management, and coordination with stakeholders. Construction Management at Risk (CM at Risk): In this approach, the construction ‘manager is involved in the project from the early design stages and works collaboratively with the project owner and design team, The construction manager provides input on constructability, budgeting, scheduling, and risk management. Construction Management Agency (CM Agency): In this model, the construction ‘manager acts as an agent for the owner and is responsible for providing oversight and ‘management of the project. ‘The owner retains control over the selection of subcontractors and suppliers and assumes the risks associated with construction, ‘The construction manager provides expertise and assistance in areas such as planning, scheduling, budgeting, and quality control. Design-Build Construction Management: In this integrated approach, a single entity, known as the design-builder, is responsible for both the design and construction of the project. ‘The design-builder manages the entire project, from concept to compl accountable for delivering the project within a fixed price and schedule, ‘Owner's Representative Services: An owner's representative acts as a trusted advisor to the project owner and provides independent oversight and management of the construction project on behalf of the owner ‘They represent the owner's interests throughout the project lifecycle and ensure that the project is completed to the owner's satisfaction, within budget, and according to schedule. n, and is MHKCE@GPREC Page |5PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering, Project Management by IM. Hemanth Kumar (Asst, Professor of .E) Resources of Construction Management: Construction management relies on a variety of resources to effectively plan, coordinate, and execute construction projects, These resources can be broadly categorized into four mai categories: human resources, financial resources, material resources, and technological resources. Human Resources: * Project Managers: Individuals responsible for overall. project planning, execution, and coordination. ‘Construction Managers: Oversee day-to-day operations on construction sites. ‘Engineers (civil, structural, mechanical, electrical, etc.): Provide technical expertise in various aspects of construction Skilled Laborers: Carpenters, electricians, plumbers, masons, etc., who perform the actual construction work, «Administrative Staff: Assist with paperwork, documentation, and other administrative tasks. ‘+ Health and Safety Professionals: Ensure compliance with safety regulations and create safe working environments. 2. Financial Resources: ‘© Capital: Initial funding required for the construetion project, ‘+ Budgets: Allocation of funds for various project phases and activities. ‘* Financing Options: Loans, lines of credit, or other financial instruments to support construction activities ‘+ Cost Estimators: Professionals who assess the cost of materials, labor, equipment, and other project expenses. ‘* Accountants: Track project expenditures and ensure financial compliance, 3. Material Resources: ‘+ Raw Materials: Concrete, steel, lumber, bricks, etc., required for construction, ‘© Equipment, Excavators, cranes, bulldozers, ete., used for digging, lifting, and moving ‘materials, ‘+ Tools: Hand tools (hammers, wrenches, etc.) and power tools (drills, saws, ete.) needed for construction tasks. ‘+ Building Components: Prefabricated elements such as walls, roofs, and windows + Consumables: Nails, screws, adhesives, and other small items used during construction 4. Technological Resources: ‘© Construction Management Software: Tools for scheduling, budgeting, and project management (e.g., Procore, Primavera, Microsoft Project). ‘+ Building Information Modeling (BIM) Software: Allows for detailed 3D modeling and visualization of construction projects ‘© Drones: Used for site surveying, progress monitoring, and inspection, ‘© GPS and GIS Technology: Helps in site planning, layout, and tracking of construction equipment. MHKCE@GPREC Page 16PULA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by IM, Hemanth Kumar (Aést. Professor of .&) These resources are essential for successful construction management, and their effective utilization can significantly impact the outcome of construction projects in terms of quality, timeline, and budget adherence. Stages of Construction Management: The five phases of the construction management process reflect those in traditional PM: project initiation, planning, execution, monitoring, and, once the team meets all completion goals, project closeout. STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGES Project Project Project Project Project Conception Planning Execution Monitoring & Close and Initiation Controlling 1. Initiation: Before the project starts, a project manager must develop and evaluate the business case to determine if the project is feasible and worth undertaking, Stakeholders may be asked to do their due diligence and to conduct feasibility testing, ifneeded. When all parties agree to proceed with the project, the project manager writes a project charter or project initiation document (PID), which includes both the business needs and the business case. 2, Planning: Next, the project team develops a road map for all involved, This includes the project management plan (PMP), a formal, approved document created by the project manager to guide execution and control, as well as set baselines for scope, cost, and schedule. You can also expect to see these documents in the planning phase. © Scope statement and scope documentation: This defines the project’s business need, benefits, objectives, deliverables, and key milestones. © Work breakdown structure: The work breakdown structure breaks down the scope of the project into visual, manageable chunks. * Communication plan: This outlines all aspects of communication, from goals and objectives to roles to tools and methods. The communication plan creates a common framework that everyone can work from to avoid misunderstandings or conflict MHKCE@GPREC Page 17PULA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by IM, Hemanth Kumar (Asst, Professor of GE) ‘+ Risk management plan: This helps project managers identify risks beforehand, including time and cost estimates that may not be met, potential budget cuts, shifting requirements, and a shortage of committed resources. 3. Execution: Now the work begins. Typically, all parties hold a kickoff meeting, then the project team begins the crucial work of assigning resources, implementing project management plans, setting up tracking systems, completing tasks, updating the project schedule, and if necessary, modifying the project plan. 4. Performance and Monitoring: The monitoring phase often happens concurrently with the execution phase. This phase is necessary to measure progress and performance and to ensure that items are in line with the overall project management plan. 8. Closure: This final phase marks the project's completion. To mark the conclusion, project, managers may hold a post-mortem meeting to discuss what parts of the project did and didn’t meet objectives. The project team then creates a punch list of any lingering tasks, performs a final budget, and issues a project report. ‘Team of Construction Unit: The construction of a building involves many people: Architects; Designers; Engineers; Contractors; Sub-Contractors all working together to meet the needs of the Client. These construction professionals are brought together for a specific construction project and then disbanded once construction is complete ‘The construction team of a project consists of 3 @ Owner ) Engineer (ii) Contractor ‘Their inter-relationship is shown below in fig. 1.4. OWNER Engineer! Group of mle--| Contractor Engineers Desired Goal MHKCE@GPREC Page 18PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering. ik h Project Management by ' IM. Hemanth Kumar (Asst Professor of CE) Construction Planning and Scheduling The main purpose of a Construction Planning and Scheduling is to “define the project and to prepare project plans and schedules that support the project definition’ Planning and schedul Planning: Planning is defined as developing the basis for managing the project, including the planning objectives, deliverables, interim work products, procedures, organization, chain of activities, resources types and numbers, timing, routines and finances. Schedu frames in which the project will be completed, the budgets/costs in terms of resource : Scheduling is one of the critical management tasks as it dictates the time ‘requirements and the sequence of tasks to be completed ng are essential processes in various domains, including business, project ‘management, manufacturing, construction, and personal productivity. Here's an overview of their objectives and importance: Objectives and Importance of Planning and Scheduling: Objectives of Planning: Goal Setting: Planning helps in setting clear and achievable goals for an individual, team, or organization. It provides a roadmap for reaching desired outcomes, Resource Allocation: Effective planning ensures that resources such as manpower, finances, materials, and equipment are allocated optimally to achieve objectives within constraints Risk Management: Planning involves identifying potential risks and developing strategies to mitigate them. By anticipating challenges, organizations can better prepare for unforeseen events Coordination: Planning facilitates coordination among different departments, teams, or individuals involved in a project or process. It ensures that everyone is aligned towards common objectives. Decision Making: Planning provides a basis for informed decision-making by analyzing various alternatives and selecting the most suitable course of action, Efficiency Improvement: Through careful planning, inefficiencies and bottlenecks can be identified and addressed, leading to improved efficiency and productivity. MHKCE@GPREC Page |9PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering. ik h Project Management by ' IM. Hemanth Kumar (Asst Professor of CE) Objectives of Scheduling: ‘* Time Management: Scheduling involves allocating specific timeframes for tasks, activities, or events, ensuring that they are completed within deadlines. ‘+ Task Prioritization: Scheduling helps in prioritizing tasks based on their importance, urgency, or dependencies, ensuring that critical activities are completed on time ‘+ Resource Optimization: By scheduling resources such as manpower, equipment, and materials efficiently, organizations can minimize idle time and maximize productivity. ‘+ Coordination: Scheduling ensures smooth coordination among different tasks, teams, or resources, minimizing conflicts and avoiding delays. ‘+ Monitoring and Control: Scheduling provides a framework for monitoring progress against planned timelines, allowing for timely adjustments and corrective actions if necessary. ‘+ Customer Satisfaction: Timely completion of tasks and projects as per schedule enhances customer satisfaction by meeting expectations and delivering value on time. Importance of Planning and Scheduling: ‘+ Improved Efficieney: Planning and scheduling help in optim: reducing wastage, and minimizing delays, leading to improved efficiency and productivity. ‘+ Time Management: Effective planning and scheduling ensure that tasks are completed within stipulated deadlines, enabling individuals and organizations to make better use of their time ‘© Cost Control: By anticipating resource requirements and scheduling activities efficiently, planning and scheduling help in controlling costs associated with overtime, idle time, and rework ‘© Risk Mitigation: Through careful planning and scheduling, potential risks can be identified and mitigated, minimizing the impact of unforeseen events on project timelines and objectives. ‘+ Enhanced Coordination: Planning and scheduling facilitate better coordination among tam members, departments, or stakeholders, ensuring that everyone is aligned towards common goals ‘+ Improved Decision Making: Planning and scheduling provide a structured framework for decision-making by evaluating alternatives, analyzing trade-offs, and selecting the most suitable course of action, ‘+ Achievement of Goals: By setting clear objectives, allocating resources effectively, and adhering to schedules, planning and scheduling help in achieving desired goals and outcomes MHKCE@GPREC Page | 10PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by [M. Hemanth Kumar (Asst Professor of .£) ‘Methods of planning and scheduling: ‘There are several methods of planning and scheduling, each suited to different contexts, project types, and organizational needs, Here are some commonly used methods: The planning and scheduling will follow two methods ie., Bar Chart & Milestone Chart Methods, Networks Diagrams Methods. 1, Network Method: In a project schedule, the network diagram visualizes the sequential and logical relationship between tasks in a project setting. ‘Critical Path Method (CPM): CPM jis a project management technique used to identify the longest sequence of dependent activities and determine the shortest time needed to complete a project It involves creating a network diagram, identifying critical activities (those with zero slack), and determining the critical path, which is the longest path through the network. CPM helps in scheduling activities efficiently and managing project timelines effectively, Critical Path = 4 Days MHKCE@GPREC Page | 11PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by M. Hemanth Kumar (Asst, Professor of .£) ‘+ Program Evaluation and Review Technique (PERT): PERT is another project ‘management tool used to estimate the time required to complete a project by analyzing and estimating the duration of each task. Unlike CPM, PERT allows for uncertainty in task durations by using three time estimates for each activity: optimistic, pessimistic, and most likely. PERT helps in identifying critical activities, estimating project duration, and ‘managing uncertainties in project schedules. 2. Gantt Charts: Gantt charts are visual tools used for planning and scheduling tasks over time. ‘They represent project tasks as horizontal bars along a timeline, showing the start and end dates of each task, as well as dependencies between tasks. Gantt charts provide a clear overview of project timelines, resource allocation, and task dependencies, making them useful for project planning and tracking progress Wook t | Wook] wieok3 | Week | Wook5 | weak [Week 7 rosoact | | Content oi _ Design = Uploading a= Deveing = Finatong =n Masking a om MHKCE@GPREC Page | 12PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by IM. Hemanth Kumar (Asst Professor of CE) ‘Advantages of Planning and Scheduling: ‘© Better productivity © Cost Progress tracking ‘+ Customer satisfaction ‘+ Preparation for unexpected @ Sets a goal * Accountability ¢ Better communication and collaboration * Calendars your goals Classification of schedules: Project management involves decision making for the planning, organizing, coordination, monitoring and control of a number of interrelated time bound activities. 1, Bar Charts: Bar charts are the pictorial representation of various tasks required to be performed for accomplishment of the project objectives. These charts have formed the basis of development of many other project management techniques. ‘A bar chart is used when you want to show a distribution of data points or perform ‘a comparison of metric values across different subgroups of your data. From a bar chart, ‘we can see which groups are highest or most common, and how other groups compare against the others. ‘2020 May 2020 jn 2000 s12020 Aug2020 Sepa0a0 MHKCE@GPREC Page | 13G. PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by IM. Hemanth Kumar (Asst Professor of CE) ‘The bar chart displays data using a number of bars, each representing a particular category. ‘The height of each bar is proportional to a specific aggregation (for example the sum of the values in the category it represents). The categories could be something like an age group or a geographical location. It is also possible to color or split each bar into another categorical column in the data, which enables you to see the contribution from different categories to each bar or group of bars in the bar chart. Example: = ator 100 — a) oe) i 4 ° zor a vers ¥e i ‘ctx. creo + + = + wo + © vegetobes , wo { = ° very ty ed Csagoy + + @ Fas © vegeanes —_—— a ) aa ee MHKCE@GPREC Page [14PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by (Asst, Professor of CE) 2. Milestone Chart: A milestone chart is a visual project planning tool that uses milestones to divide a project plat into major phases. Due to its simplicity, it's used when project managers ot sponsors need to share an overview of the project schedule with stakeholders or team members without going over every project task Milestone chart is an improvement over the bar chart (Gantt chart) by introducing the concept of milestone. The milestone, represented by a circle over a task in the bar chart indicates completion of a specific phase of the task For example, land preparation (Task A) includes ploughing and leveling. A milestone chart is a way to visualize the most important steps of your project. Each ‘milestone your team achieves brings you closer to completing your project. 7 (Ptie)_fand Letina ran | CO) ta ein Task B Take o—o—a we (oom) MHKCE@GPREC Page | 15PULA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by M, Hemanth Kumar (Asst, Professor of CE) UNIT -I Network Techniques in Construction management: Elements of network ~ Network techniques — Breakdown structures ~ Representation and specifying of activities and events ~ Rules for Network. Critical Path Method (CPM): Introduction — Difference between CPM and PERT ~ Time estimates ~ Float ~ Critical path ~ Network analysis and computation problems, A project network, also called project activity network, is a graphical description of the sequence in which the terminal events or milestones of a project must be completed. The project network is similar to « flow chart. The terminal events of the network represent activities and deliverables derived from the work break down structure and are arranged sequentially like in a flowchart eo. © The CPM (Critical Path Method) will follow the project network diagram. In CPM network diagram, there are some of the basic elements. ‘Terminology of Network Diagram: * Activity: Any specific task that needs time, labor, materials, or other tesources to execute. In a network diagram, the arrow represents activity. * Dummy Activity: A hypothetical activity used to demonstrate a relationship. That activity is represented by a dummy arrow (dashed arrow). * Node (event): An event is the beginning or end of an activity that consumes no time, people, materials, or other resources in a specific period. + Events: Final result of the completed tasks. + Path: Track the connected activities. * Network: The combination that defines the project, the activities, and the events. © Float: Any interruption or time intervention. It can be either free float or total float. © Free Float: The time allotted for an activity to take a break without distressin; final output MHKCE@GPREC Page | 16PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by IM. Hemanth Kumar (Asst Professor of .&) * Total Float: A period of break or delay that does not postpone the completion date is acceptable. * Critical: Any activity, event, or path that delays the completion of the project. tical Path: The longest pati in the network diagram. The duration of your project will be impacted by any critical activity delays. The length of the project is determined by the longest ppath on the network. There can be more than one critical path, and it is mandatory. Elements of Network Diagram. The network technique is one of the most modem tools of project management. It always possible to break up the entire project into a number of distinct, well-defined jobs or tasks is called ACTIVITIES. The beginning or end of each such activity constitutes an EVENT of the project. A network is flow diagram consisting of activities and events, connected logically and sequentially. In network diagram, an ACTIVITY is represented by arrows and an EVENT is represented by circles. Acti Bent Event EVENT: The commencement or completion of an Activity, is called an EVENT. An event is that particular instant of time at which some specific part of a plan has been ot is to be achieved. An event is generally represented by a circle *O a network which is also called a node or connector. Examples: Design Completed isan event Excavated Completed : is an event Parts Assembled isan event There are few basic properties of events ‘* Anevent is either start or completion of an activity ‘+ Anevent represents a noteworthy, significant and recognizable point in the project Events act as control points in a project. An event is an accomplishment occurring at an instantaneous point in time, but requiring no time or resources itself, MHKCE@GPREC Page | 17G. PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering, Project Management by mM. Kumar (Asst. Professor of C.E) Representation & Specifying of Events: Generally, in network diagrams, an event is represented by nodes. The shape of nodes may be circular, square, rectangular, oval or any other regular geometrical figure The specifying of events will have various events on network diagram may be specified as, Tail Bvent, Head Event, Dual Role Event. * Tail Event: The starting point of an activity is called a tail event because it is connected to the tail of an activity. In a network, tail event is represented by symbol "i" (*) Activity ( ) Activity Tail Event Initial Event (a) (b) Tall Event © FIG. 3.5. TAIL EVENTS. activities A, B and C. Suppose activity A commences at 6 units of time, B commences at 4 units of time and C commences at 7 units of time. Hence the earliest occurrence time is 4 units of time. A tail event, representing the beginning of more than one activity, is said to occur when the first activity starts from it. MHKCE@GPREC Page | 18Project Management by ra exe eens cote: Tamoneni g copreect turer M. Hemanth Kumar (Asst. Professor of C.E) Head Event: The finishing (or terminal) point of an activity is called a head event because it is connected to the head of an activity. All activities have an endingi.e. again a specific point of time and is marked by an event. Such an event is known as head event, because in a network diagram, it is connected to the head or barbed end of an arrow. Ifa particular head event marks the completion of the project it is known as the final event or end event. Fig. 3.6 (a) shows a head event while Fig. 3.6 (6) shows a final or end event ; in each case they mark the completion of the activity. Head Event Beater ® © Sey Sete p a) a ° pent potty Head Event Final or End Event © @ FIG. 3.6. HEAD EVENTS. Fig. 3.6 (c) shows a head event, marking the completion of three activities. Similarly, Fig. 3.6 (d) shows a final or end event, having two activities ending in it. ‘When a head event occurs at the end of more than one activity, the event is said to have occurred when all activities leading to it are completed. For example, if activity A (Fig. 3.6 (c)] is completed at 20 units of time, activity B is completed at 16 units of time and activity C is completed at 22 units of time, the earliest occurrence time for event 10 is 22 units of time. Dual Role Event: Actually, most of the events serve dual function i.e., those events will act asa tail event for one activity and head event for another activity. Actually, most of the events serve dual function i.e., they are head event to some activity and tail event toother activity. All events ‘except initial and final events are dual role events. ‘Thus, in Fig. 3.7 (a), event 11 is head event for activity A and tail event for activity B. Similarly, in Fig. 3.7 (b), event 26 is head event for activities A, B and C, while it is tail event for activities P and Q. MHKCE@GPREC Page | 19Department of Civil Engineering G. PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Project Management by ‘M, Hemanth Kumar (Asst, Professor of CE) ‘Activity A (y= @ FIG. 3.7. DUAL ROLE EVENTS. Another example is given in Fig. 3.8, in which : Event 1 is Event 2 is Event 3 is Event 4 is Event 5is (@ initial event (Gi) tail event for activities A and B, (i head event for activity A (ii) tail event for activity D. (@ head event for activity B i) tail event for activities C and E. @ head event for activity C (ii) tail event for activity F. @ head event for activities D, E, F (ii) final or end event. MHKCE@GPREC Page | 20PULA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by (uma (Ass. Professor of CE) Interrelationship between events: ‘+ Successor Events: The event or events which follow another event are termed as successor events to that event. + Immediate Successor Event: The event or events which immediately follow another event without any intervening ones are termed as Immediate Successor Event. ‘* Predecessor Event: The event or events which occur another event are termed as successor events to that event. ‘+ Immediate Predecessor Event: The event or events which immediately come before another event without any intervening ones are termed as Immediate Successor Event @ Events 2, 3, 4 and 5 are successor events to event 1. (i) Events 2, 3 and 4 are immediate successor events to event a: (iii) Event 5 is the immediate successor event to events 2, 3 and 4 each. (iv) Events 1, 2, 3 and 4 are predecessor events to event 5. (v) Events 2, 3 and 4 are immediate predecessor events to event 5. (vi) Event 1 is immediate predecessor event to events 2, 3 and 4, each. MHKCE@GPREC Page | 21G. PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by (Asst, Professor of CE) ACTIVITY: ‘An activity is the actual performance of a task. It is the work required to complete a specific event. ‘An activity is a recognizable part of a work project that requires time and resource (manpower, ‘material, space, facilities etc.,) for its completion. Examples: Excavating a Trench is an activity Concrete Mixing = is an activity Assembling Parts: is an activity There are few basic properties of activity: A significant activity must be ‘+ A positive, specific, tangible and meaningful effort. ‘© Such that the primary responsibility of effort can be determined ‘+ Having a description understandable by all concerned with the project, and © Having a 1e spam. Representation & Specifying of Activities An Activity is represented by simple arrows (—»), usually drawn from left to right. The length of arrow does neither represent the magnitude of work involved nor the time required for its completion. The identification or description ofan activity ean be done in either of the following ways (6) Representaton of Activity (a) The activities can be identified in terms of the events they connect, by the use of event numbers, Thus, in Fig. 3.10 (6), the @Quaa—©) activity connecting events 2 and 3, is designated as activity (2, 3). (©) Activity ean be identified by use of English alphabets, such as activity P in Fig. 3.10 (b). Such an identification must clearly («) > (*) define or describe the activity. For example : eaveatacciaal ACTIVITYA excavate trench ACTIVITYB = fix side boards Instat Machine ACTIVITY C tactvty (2, 39) ACTIVITY P (6) Description of Actvty (c) Activity can also be described by writing actual perfor- 1G. 9.10. ACTIVITES, mance over the arrow. For example, in Fig. 3.10 (c), the activity MHKCE@GPREC Page | 22PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by (Asst, Professor of CE) Interrelationship of Activities: ‘© Parallel Activity: Those activities which can be performed simultaneously and independently to each other are known as Parallel Activities, ‘© Serial Activity: Those activities which are to be performed one after the other, in succession. A Fine Fa eee 8 Fir sntry ings (a) Parallel Actives ‘+ Predecessor Activity: An activity or activities that are required to be performed before another job or activity can begin are called Predecessor Activity. ‘+ Successor Activity: An activity can b performed after the performance of other activity are known as successor activity. Activity | Predecessor | Successor A = GE B > DE c A E D B E E [AGBD = Dummy Acti It is a type of activity in the network which neither consumes any time nor resource. It is usually depicted as a dashed line connecting two tasks. Dummy activities are used in a network to ‘* Facilitate computation of slacks. A . + sash weesnerreaienees, QD" -@ ‘+ Determine project completion time SS Dummy (2,5) * Avoid use of resources. eo. e@'2e MHKCE@GPREC Page | 23PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering. ik h Project Management by ' IM. Hemanth Kumar (Asst Professor of CE) Network Techniques: Network technique is a technique for planning, scheduling (programming) and controlling the progress of projects. There are many methods are available for network analysis in project management. The Critical Path Method and Programme (Project) Evaluation and Review Technique (PERT and CPM) are the most commonly used method for network analysis in project ‘management, Work Breakdown Structures ‘A work breakdown structure (WBS) is a visual, hierarchical and deliverable-oriented deconstruction of a project. It is a helpful diagram for project managers because it allows them to break down their project scope and visualize all the tasks required to complete their projects. All the steps of project work are outlined in the work breakdown structure chart, which makes it an essential project planning tool ‘The main goals ofa WBS are to provide a clear understanding of the project scope, identify all the work that needs to be done, and power effective project planning and management. Here are a few examples of WBS examples to get you started. ‘+ WBS Spreadsheet: Excel Documents ‘+ WBS Flowchart: It makes an easy to see all of the components of the whole project separated by category, team, or project stage. ‘+ WBS List: It can also be useful to express your WBS as a list of tasks or deadlines to ‘monitor progress from a high level. © WBS Gantt Chart: It allows you to get a visual representation of the entire timeline of your project. MHKCE@GPREC Page | 24PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by M. Hemanth Kumar (Asst Professor of CE) Let us now take a typical example of house construction Project. The major or total objective in this case is ‘house constructed’ which goes on the top of the work breakdown structure (level 1). The supporting objectives or stages are : (i) Survey and land levelling, (i) Masonry work, (dit) Carpentry work, (iv) Electric fitting, (v) Water and sanitary fittings, (vi) Finishing and interior decoration. All these objectives are at level 2. Now if we take any one of the second level objective, such as masonry work, there may be following phases : (i) foundations, (Gi) pillars, (ii) walls, (v) partitions, (v) roof etc. All these phases are thus at level 3. Now take any one of the 3rd level phase, say foundation, which can be further subdivided into following sub-phases : (i) excavation, (ij) laying forms, (iii) mixing conerete and placing con- crete, (iv) curing conerete, (v) removal of forms ete. These sub-phases are at level 4. All these stages are shown below. - ol T T ] 5 [Saer] [aecry) [Seper| [Son (iran preg Rise Work [try Work | | Fittings | [Sanitary Esme esas @ Let =] Lot 2 seer 1 — 7 a ] (Parttions ] [Root ° Tea eve ar vat [Foundation] i : Tinng wd ine mr | erceraton || boy ES | ceuing |] Fem © FIG, 45. WORK BREAKDOWN STRUCTURE FOR ‘HOUSE CONSTRUCTION PROJECT. ‘This way, the planner can go from one level to the other. The number of levels into which the project has to be splitted depends upon the type and complexity of the project itself. The basic require- ment is that the work breakdown schedule should be detailed MHKCE@GPREC Page | 25PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by IM. Hemanth Kumar (Asst Professor of CE) Rules for Network: ‘A network diagram is the foremost step of network analysis. Network analysis is required to determine the project’s critical duration and path, Here some rules for the drawing ofa network diagram are given below. ‘+ Rule 1: A network should have only one starting and ending activity ‘© Rule 2: In a project network, each activity is defined as an arrow. ‘+ Rule 3: Before the start of any activity, its preceding activity must be completed ‘+ Rule 4: In a project network, events are depicted with the node of an activity. ‘* Rule 5: The occurrence of an event does not take any time or resources. © Rule 6: The occurrence of activity takes time and resources ‘© Rule 7: Each activity is represented by one and only one arrow in the network. ‘+ Rule 8: No two activities can be identified by the same end events. * Rule 9: Dummy activities can only be used to maintain precedence relationships when required. Their use should be minimized in the network diagram. MHKCE@GPREC Page | 26PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by IM. Hemanth Kumar (Asst Professor of CE) Introduction Critical Path Method (CPM) CPM is a project management technique used to identify the longest sequence of dependent activities and determine the shortest time needed to complete a project. It involves creating a network diagram, identifying critical activities (those with zero slack), and determining the critical path, which is the longest path through the network, CPM helps in scheduling activities efficiently and managing project timelines effectively. Critical Path - 4 Days Difference between CPM and PERT PM PERT Abbreviation | Critical Path Method Project. Evaluation and Review Technique Meaning | CPM is a statistical algorithm which | PERT is a popular project management has a certain start and end time for a | technique that is applicable when the project time required to finish a project is not certain Model Type | CPM is a deterministic model PERT is a probabilistic model Focus ‘The main focus of CPM is on a trade- | The main focus of PERT is to minimize off between cost and time, with a | the time required for completion of the ‘major emphasis on cost-cutting, project Orientation | CPM isan activity-oriented technique | PERT is an event-oriented technique type Time Tt is appropriate for reasonable time | Ttis appropriate for high precision time Estimate | estimation estimation. MHKCE@GPREC Page | 27G. PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by M. Hemanth Kumar (Asst, Professor of .£) Type of Job Ithas non-repetitive nature of job. Type of | Itcan applicable for old projects also. | It can applicable for entirely new Project projects Tt uses dummy activities for representing sequence of activities, Itdoesn’t use any dummy activities. It is suitable for construction projects, Tt is suitable for projects which required research and development. Time Estimates ‘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. Event Time in CPM 1. Eatliest event occurrence time (7): Time at which an event may occur as early as possible, 2. Latest allowable occurance time (T,): Time at which event may occur as late as possible without {delaying the overall project completion tim These are similar to PERT and are calculated inthe same fashion, Activity Time in CPM 1. Earliest start time (EST: Is the eatiest possible time at which an activity can be started. For an activity ij, eal 3 event time of event i ie. Te! is EST of activity ij 2 Earliest finish time (EFT: isthe earliest possible time by which an activity can be completed, Foran activity j=) EFT = EST + j= Te +t, ty = Activity curation 3 Latest start time (LST: This is the latest possible time _atwhich an activily can be started without delaying the overall project \si Ls LFT Activity curation tty Q—*— fa : Fig. EST and EFT LET = Latest finish time of activity 1—j= 72 ‘4. Latestfinish time (LFT): This isthe atest time by which an operation or activity must be completed without delaying the project, For an activity ~ lates allowabie time of head event Le. 7, Is LFT of activty NOTE: LST of an acivtyisto be calculated on the basis of latest occurence ime ofits head event and not on the brass of latest occurrence time of its tal event. MHKCE@GPREC Page | 28PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by IM. Hemanth Kumar (Asst Professor of CE) Float Float is associated with the activity times, sometimes called Slack (float), It is the amount of time an activity, network path, or project can be delayed from the early start without changing the completion date of the project. Total float is the difference between the earliest event time and latest event occurrence time (finish date of the last activity on the critical path and the project completion date), Floats are of the following types: 1, Total Float: Total float is the difference between the finish date of the last activity on the critical path and the project completion date. Total Float = Latest Start - Earliest Start or Total Float = Latest Finish - Earliest Finish ‘ ” Precedir L ~ g ‘Succeedi “ ng Fae 7 meting actviy™ [eT zl] ~ aeivey @ =Televent Fig. Total float @ =Head event 2. Free Float: If activities that are not on the critical path have a difference between their early start date and their late start date, those activities can be delayed without affecting the project completion date. The float on those activities is called free float. Free Float = Early Start of Dependent Task - Early Finish of Current Task Fee (e-T)-t, Fe= F;-S, 3. Independent Float: The amount of time an activity's start time can be delayed without affecting the earliest start time of any successors Independent Float = Early Start of Dependent Task — Late Finish of Prior Task ~ Total Time of Prior Task. 4, Interfering Float: The amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date. Interfering Float = Total Float - Free Float MHKCE@GPREC Page | 29G. PULLA REDDY ENGINEERING COLLEGE, (Autonomous) Department of Civil Engineering Project Management by M. Hemanth Kumar (Asst Professor of CE) Critical path Aa ‘measuring the time required to complete them from start to finish. (or) al path is determined by identifying the longest stretch of dependent activities and In project management, a critical path is the longest sequence of activities that must be finished on time in order for the entire project to be complete, The critical path, as already defined, is the longest path through the network and time along this path gives the project duration. Critical path joins those activities which are critical. Critical path can be easily determined with the help of total float calculations. The activities on the critical path are those activities that have total float equal to zero. The activities that control the project duration are the ones that have zero total float and form continuous chain (or path) starting at the first node and ending with the last node. ‘These activities can be classed on the basis of the degree of the float as under : (a) Super Critical Activity: When the float of the activity is negative ; such activity demands very special attention and action. ‘When float is zero : such activity demands above normal attention with no freedom of action. (c) Sub-Critical Activity: When the float is positive, demandingnormal attention, but allowing some freedom of action. (b) Critical Actit cy Deetoion ESTEFT, *EY orton G57 UF) FIG. 8.17. CRITICAL PATH. MHKCE@GPREC Page | 30