TBES 7
TOPIC 1 - ENGINEERING MANAGEMENT AND CONSTRUCTION
PROJECT MANAGEMENT
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PROCESS
METHODS
SEQUENCE
CONSTRUCTION PLANNING AND SCHEDULING (CPS)
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STRATEGIC PLANNING - It involves a high-level selection of project objectives. Strategic planning
is usually done by the project owner’s corporate planners.
OPERATIONAL PLANNING - It involves detailed planning by the construction teams to meet the
project’s strategic objectives.
SCHEDULING - It involves a detailed operational plan set on a time frame as per strategic
objectives.
HOW TO ENSURE YOUR 3-6 WEEK PLANNING WILL BE DELIVERED ON TIME
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Choosing which technology and construction methods to utilize.
Defining work tasks and activities.
Defining relationships and critical flow among activities.
Estimating activity durations.
Estimating resource for work activities.
Establishing a code system.
FIVE PHASES OF CONSTRUCTION
1. INITIATION - In this phase, your project idea is evaluated to determine its feasibility and whether
or not.
2. PLANNING - This phase includes the further development of the project and outlining the details
needed to meet the project goals.
3. EXECUTION - Welcome to the implementation phase where the project plan is put into motion
on site.
4. MONITORING - The monitoring phase happens simultaneously with the execution phase.
5. CLOSURE - This phase involves all activities related to the final handover to the customer.
ALTERNATIVE ANALYSIS IN PROJECT MANAGEMENT (AOA)
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is typically done at the initiation of a project but is also used throughout the life cycle of the
project. Making updates throughout the process will refine the solution and reaffirm the
assessment criteria.
Help to make alternatives and address onsite unforeseen problems during construction.
How To Execute an Alternative Analysis
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Make a Plan
Organize the Analytic Framework
Identify and Define Alternatives
Assess the Alternatives
Compare the Alternatives
TOPIC 2 - BAR CHART AND MILESTONE CHART
A project generally consists of a number of well-defined manageable units or activities which
should be performed or complete in a define sequence, for the successful completion of the project.
These activities or jobs are those operations of the project plan which take time to carry out
and on which resources are expanded.
BAR CHART
consists of two co-ordinates axes, one (horizontal
axis) representing time elapsed and the other (vertical
axis) represent the jobs or activity of the project (each bar
represent one specific job/activity of the project).
DEVELOPMENT OF BAR CHART
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BREAKDOWN – divide the project into different activities or operations, each representing
manageable for planning and control.
DECIDE - the method to be employed in execution of the project, as well as for each activity
or operation or task: also decide above the sequence in which the activities are to be
completed.
ASSIGN - duration of time for the completion of each activity. Once the activities are
separated and choice of method is made, it is possible to estimate the time completion of
each activity.
REPRESENT - the above information in the bar chart, indicating the relative position of each
activity.
DISADVANTAGES OF BAR CHARTS AND REMEDIAL MEASURES
1. LACK OF DEGREE OF DETAIL - only major activities are shown.
2. DOES NOT SHOW REVIEW OF PROJECT PROGRESS –
3. ACTIVITY INTER-RELATIONSHIPS - some activities of the project which are taken up concurrently,
while there is activity which cab taken up only after completion of some other activity.
4. TIME UNCERTAINTIES - Such scheduling flexibility cannot be reflected in the bar chart
MILESTONE CHART
A milestone is a specific point within a project’s life cycle used to measure the progress toward
the ultimate goal. Milestone in project management are used as signal posts for a project’s start or end
date, external reviews nor input, budget checks, submission of a major deliverable, etc. Milestone is a
reference point that marks a significant event or a branching decision point within a project.
EXAMPLE OF PROJECT MILESTONES
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To help you move smoothly towards
the final goal of every project.
The beginning and end
dated for the project phases.
Getting approval from a stakeholder
that allows you to move to next phases.
Key deliverables, meetings, or events
TOPIC 2 – ELEMENTS OF NETWORK
NETWORK DIAGRAM
- A network diagram is a visual map that illustrates a project’s scope by displaying activities as
boxes or nodes, and the dependencies between these activities as arrows. This structured layout helps
clarify the connection between the various tasks required to complete the project.
- A project network diagram is an important tool because it helps teams visualize the activities
that need to be completed over the duration of a project. It also gives crucial context like task duration,
sequence, and dependency.
BENEFITS OF THE PROJECT MANAGEMENT NETWORK DIAGRAM
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Visual representation of progress for stakeholders
Establishing project workflows
Tracking dependencies and potential bottlenecks
TYPES OF PROJECT NETWORK DIAGRAM
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“Project (or Program) Evaluation and Review Technique” (PERT)
“Critical Path Method” (CPM).
EVENT - Catalyst of an action or a change of state.
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In CPM and PERT networks, an event represents a specific point in time where one or more
activities are completed. It signifies a milestone, marking a transition from one stage of the
project to another.
KEY CHARACTERISTICS OF EVENTS:
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NON-CONSUMING - Events themselves don't consume any resources or time.
UNIQUE IDENTIFIERS - Each event is assigned a unique identifier (often a number) to
facilitate tracking and analysis.
DEPENDENCY - Events are interconnected, with the completion of one event triggering the
initiation of another. This dependency forms the core structure of the network.
THE ROLE OF EVENTS IN CPM AND PERT:
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Defining the Project Timeline
Identifying Critical Path
Tracking Progress and Managing Risks
TAIL EVENT – HEAD EVENT
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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".
HEAD EVENT - The finishing (or terminal) point of an activity end event slack of an activity in a
network is the difference between the latest event time and earliest event time at its head (or
terminal point or node).
INTER-RELATION BETWEEN EVENTS
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PREDECESSOR - the first task; it controls the start or end date for all related successor tasks.
SUCCESSOR - by contrast, is the task whose start or end date is controlled by the predecessor.
DEPENDENCY - the relationship between predecessor and successor tasks.
FINISH-TO-START - The Finish-to-Start relationship the Predecessor must finish before Successor
can start.
2. START-TO-START - In this case, Predecessor must start before Successor can start.
3. FINISH-TO-FINISH - Predecessor must finish before Successor can finish.
4. START-TO-FINISH - a Predecessor must start before Successor can finish.
PROJECT/PROGRAM EVALUATION AND REVIEW TECHNIQUE
PERT applies an “Activity-on-Arrow” network diagram, whereas CPM applies an “Activity-on-Node”
network diagram.
With PERT, you create three different time estimates for the project:
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The shortest possible amount of time each task will take
The most probable amount of time
The longest amount of time tasks might take if things don't go as planned
Also called Critical Path Analysis (CPA), the Critical Path Method (CPM) is a technique where you
identify tasks that are necessary for project completion and determine scheduling flexibilities.
CPA can provide valuable insight on how to plan projects, allocate resources, pace towards milestones,
and schedule tasks:
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Improves future planning
Facilitates more effective resource management
Helps avoid bottlenecks
HOW TO FIND A PROJECT’S CRITICAL PATH
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LIST ACTIVITIES –
IDENTIFY DEPENDENCIES
CREATE NETWORK DIAGRAM
ESTIMATE TASK DURATION
CALCULATE CRITICAL PATH
CALCULATE THE FLOAT