Lecture slides3; Basic Project Management

MANAGEMENT:CIVIL II_ MCIV 2/0

MODULE THREE: PRINCIPLES OF PROJECT MANAGEMENT

JB NARTEY

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PROJECT_ DEFINITION

A project is any planned temporary endeavour

Undertaken to create a unique product, service or complete and

Definite outcomes(result or deliverable) Within a limited time scale and Within limited resources: limited budget.

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PROJECT_EXAMPLES

ND-Civil program, Course Assignment, Wedding, Construction of a 400 bed capacity

students hostel, A Holiday/Vacation, Rehabilitation of the WSU Study block etc.

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PROJECT_TEMPORARY

Temporary:. It is undertaken to accomplish a goal within a given period of time, once the goal is achieved the project ceases to exist.

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PROJECT_UNIQUE

Unique endeavour; a unique task. A project requires doing things differently

than before. A project is one of the kind never to be

repeated.

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OPERATIONS

Routine/Recurring tasks are not projects. Examples; The routine issuance of certificates to graduates of

WSU is not a project. Daily issuance of reports on material inventories/stocks

is not a project., Production is not a project eg. Mass production of cars

is not a project Operations is not a project eg. Routine servicing and

maintenance of cars is not a project.

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PROJECTS Vs OPERATIONS

Projects are unique and have a definite time to complete. Project work ends when the project is closed.

Examples: Construction of a shopping mall. Operations are on-going repetitive work to support the business and

systems of the organisation Examples: Operations & Maintenance of infrastructure The two(2) are managed differently . Operations cannot be managed like a

project or using project management principles to manage operations

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PROJECTS Vs OPERATIONS

Projects make work unique, while operations are repetitive.

Projects are finite and therefore exist in many cases for relatively short periods of time, whereas in operations the emphasis is on creating a stable production environment, which is expected to last for an indefinite period of time

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PROJECT_TIME SCALE

Limited Time Scale: Must be completed within a specific

time specified upfront. Example; 6 months, 1 year,2 years,4

years etc.

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PROJECT_TIME SCALE(TYPES)

Time limits could be as soon as possible(asap) or due dates.

Due date projects- projects with a predetermined fixed due date for completion

Examples; Nelson Mandela Bridge in Joburg, 2010 World Cup Infrastructure development.

As soon as possible projects- Projects with some amount of flexibility in the time for completion.

Examples; Many projects.

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PROJECTS VS EVENTS

Events Activities with durations less than a day

are not projects.

Examples; project milestones, site meetings, parties,

soccer matches are not projects.

Event management skills to handle them

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PROJECT_RESOURCES

Resources: Consume resources( money, people, equipment,expertise etc)

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PROJECT_BUDGET

Limited Budget: Must be completed within a limited budget specified upfront.

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PROJECT_BACKGROUND-ORIGIN

A project usually originate from the needs, wants or opportunities or changes; new laws/regulations/technology

identified by a client/customer/ community

Example; The need to accommodate new students at

WSU

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PROJECT_PURPOSE

GOAL OBJECTIVES(SCOPE) DELIVERABLES(QUANTITY/

QUALITY)

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PROJECT_ GOAL

Broad statement about the intended purpose of a project.

Example To provide accomodation for new

students at WSU To develop an app for registration of new

students at WSU

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PROJECT_ OBJECTIVES(SCOPE/SCOPE BASELINE)

Cost (Complete within budget) Schedule (Complete within

time) Deliverables(Satisfy

performance specifications(Quantity/Quality)

S.M.A.R.T. PROJECT OBJECTIVES

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PROJECT OBJECTIVES(SCOPE)

It must be SMART( Specific, Measurable, Agreed, Realistic and Time-bound)

AVOID GENERAL or VAGUE STATEMENTS or SOFT BRIEFS It has to be discussed with and formally approved by the relevant

stakeholders. It must be very clear as to the exact objectives of the project so

as to eliminate any uncertainty or fears in the minds of stakeholders.

Avoid “ Assumed/Thought” scope of the project. All the relevant stakeholders must be involved early in its

development and approval.

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PROJECT_OBJECTIVES(SCOPE)_EXAMPLE

To initiate, plan, build, furnish and equip the 400 bed student hostel at Cuba township near Butterworth within eighteen(18) months, at a cost not exceeding R29 million and which compiles/conforms to the Mnquma local municipality development plans/zoning restrictions for the area and SANS 1921 building code.

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Initiate, plan and provide portable drinking water for 1000 households in the Bizana Municipality within 1 year at a cost not exceeding R2million and which complies with SANS 241 standards/specifications

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EXAMPLES_GOOD OBJECTIVES

Provide portable pipe born water for 1000 households in the Bizana Municipality in 2015

To increase gross profit by 10% for my company in the year 2015 To build 1000m2/400 bed capacity local hospital for Ibika township

in year 2015 To reduce weight by 20 kgs at ibika campus in the year 2015 Reduce woody weed cover to less than 5% in 2,000m² of degraded

vegetation in Blue Mountains Park. Educate 100 local residents in the Blue Mountains region on how to

prevent and restore degraded vegetation in Blue Mountains Park. Increase the awareness of 500 people visiting Blue Mountains Park

on the environmental and cultural significance of the Park. To educate 1,000 households within Butterworth on ways to reduce

energy and water usage by 10%.

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EXAMPLES_ BAD/POOR OBJECTIVES

Install 1,000 plants Remove weeds Run a workshop Install a sign Create a website that is appealing for all age groups Expansion of partnerships and networks Improved environmental education with tools and

strategies Raise awareness of the issue of climate change Improve awareness of conservation issues

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PROJECT_DELIVERABLES

A Complete & definite outcome Performance/Results that must meet the quality/quantity

specifications/requirements of the project. All deliverables must satisfy or exceed the needs and expectations

of stakeholders. Deliverables could have long or short life spans.

Examples 400 bed hostel building that conforms to the Mnquma local

municipality development plans/zoning restrictions for the area and SANS 1921 building code.

Portable drinking water for 1000 households in the Bizana Municipality which complies with SANS 241 standards/specifications

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PROJECT_DELIVERABLES(TYPES)

Projects with tangible( physical) deliverables/products

A building project. A road project A water supply project. A project with intangible deliverables/services A research project that produces new knowledge,

insights or service innovation, An election project that delivers election results, A population census project that delivers a census

report

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PROJECT-STAKEHOLDERS

Stakeholders This is any person or group of persons that forms part

of the project team, vested or perceived interest in the project, may be affected by the project or have a positive or negative impact on the project.

Examples; Client, Project Manager, Project Team, Ward

Councillors, Mayor, Engineer, End users, Contractor, the community,DOL,ECSA etc

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PROJECT_MULTI-DISCIPLINARY

Multi-disciplinary They require input from people with different kinds of

knowledge and expertise. Usually have considerable need to cross departmental boundaries for technology, information, resources and personnel.

Multi-disciplinary Team; A temporary team of people from within or outside the

organisation with the relevant backgrounds and skills brought together to manage the project. It implies that projects can be cross-functional within the organisation. Risk of Conflict

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PROJECT_ A PROJECT LIFECYCLE

A project passes through a number of phases before coming to completion.

A project cycle is a sequential grouping and description of the phases of the project.

Because projects all differ in terms of scope and complexity, different phases may be applicable to any one project

All organisms have a life cycles.(eg.Man) Likewise every program, project or product has certain phases of development.

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PROJECT_ A PROJECT LIFECYCLE(CONSTRUCTION PROJECT)

Most Construction Projects comprises five(5) basic phases:

CONCEPTUAL PHASE DESIGN & DEVELOPMENT PHASE IMPLEMENTATION PHASE TERMINATION PHASE O & M PHASE

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PROJECT_CONCEPTUAL PHASE

Needs or opportunity Identification Project Goals Requirements Objectives/Scope definition. Appointment of Project Manager & Project Team Initiation- Outdooring of the project/Project Charter Feasibility/Business plan - Is the process of investigating a

problem and developing a solution in sufficient detail to determine if it is economically viable and worthy of development.

Project Registration to solicit funding and other permits

Most Influence on the success of the project

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PROJECT_DESIGN & DEVT PHASE

Project Management Plan/Project Plan - Scope statements, WBS, Gannt chart etc Preliminary Design and specifications Detailed design and specifications Detailed Scope and Planning Documents Cost Estimations/Budget, SOQ, Tender Documents Procurement & Contract Award

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PROJECT_IMPLEMENTATION PHASE

Procurement/Execution Construction, building Fabrication, installations, testing, Monitoring & Control-Project Meetings,

inspections etc

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PROJECT-TERMINATION PHASE

Commissioning & Hand over Inspection and testing to verify

compliance Project formal acceptance(Happy Letters) Handing over Training of clients operators Project Close out Report Project Commissioning

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PROJECT_O&M PHASE

Operations, Maintenance & Support.

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PROJECT_ORGANISATIONAL STRUCTURE

THE STRUCTURE WITHIN WHICH THE PROJECT WILL BE ORGANISED.

FEATURES; DESIGNATIONS(POSTS) RESPONSIBILITIES/DUTIES INTERRELATIONSHIPS(AUTHORITY LINES) COMMUNICATION LINES

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A Project Organisational structure; A classroom block, R5million contract

H/O

C.M.

P.M.Store boy/Time clerk Estimator/Buyer

Site Agent-Building Works Site Agent-Civil Works Site Agent-Access Road

Foremen Foremen Foremen

Artisans

Labourers

Artisans

Labourers

Artisans

Labourers

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PROJECT_ISSUES/PROBLEMS

Issues/Problems that prevents the achievement of the goals/objectives/ deliverables(scope)

Example; Bad Weather Material Scarcity Workers on strike

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PM_ WHAT IT IS

Project Management is the application of knowledge, skills, tools and techniques in the planning, organising, directing and control of various resources throughout the life of a project in order to meet or exceed customer/stakeholder needs and expectations stipulated in terms of time frame, budget and performance.

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PM VS TM

Project management approach Traditional/Operations approach Transient resources In PM there is rapid mobilisation of resources

up-front and again rapid demobilisation near project closeout. (No "dead wood"!)

The density of the resource profile changes over the life cycle. (More economical use of resources.)

Success highly visible Specific goals identified by WBS at conception - upon completion those are measured against preset standards for time, quality and cost. Tasks are newly formulated Every project is unique and therefore every task or activity has to be newly formulated - a WBS and schedule are created anew. (All the activities for the first moon landing were newly formulated!) Greater emphasis on effectiveness The emphasis is on getting things done to preset standards of time, quality and cost. Uncertainty Risk management ensures steady state where a probability of outcome = 1, completely certain. More emphasis on goals Goals/objectives/milestones are important and preset - things must happen as scheduled according to a specific plan.

Stable resources Resource profile is stable. ("Dead wood"

accommodated!). Resources can generally be estimated or

planned according to expected growth rate for future period. ("Dead wood" not so obvious.)

Success very often not easily visible It is very difficult to compare one product on a moving production line to another. Tasks well defined Tasks and activities are accepted as well defined and well seasoned. Some might have been done for centuries! Why consider a new way of doing things? Greater emphasis on efficiency Emphasis is on input/output relationship - minimising input and maximising output. More or less certain environment People are working in a more or less/accepted certain environment (which breeds complacency!). More emphasis on roles Goals/objectives/milestones less rigorously, even poorly, defined.

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PM PROCESS

What you need to do(the steps) to manage the project.

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PM PROCESS_NATURE

THE PM PROCESS IS; INTERACTIVE

ITERATIVE(REPETITIVE)

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PM PROCESS_ PROCESS GROUPS

Project Initiation- The formal outdouring and recognition of new project

Project Planning- Defining resources and developing a schedule and a budget to achieve the projects objectives. The most detailed, important and critical step. Decisions and actions taken here have an effect on the subsequent stages and entire project.

Project Execution-Acquisition and coordination of project resources in order to achieve the project goal

Project Monitoring & Control-Measuring progress against the project objectives and taking corrective action to bring the project back within the stated goals and objectives.

Project Closure- Gaining acceptance of the final product. Bringing the project to an orderly conclusion and reviewing lessons learned from the project.

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PM PROCESS

I- Initiation, P-Planning, E-Execution. M&C-Monitoring & Control, C-Closure Fig 2: Interactive and Iterative nature of the project management process

C

M & C

I

P

E

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PROJECT PHASES VS PM PROCESS

Conceptual Phase

Design & Devt Phase

Implementation Phase

Termination Phase

O&M Phase


C

M & C

I

P

E


C

M & C

I

P

E


C

M & C

I

P

E


C

M & C

I

P

E


C

M & C

I

P

E

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PM GOAL

The goal of project management is to achieve the predetermined objectives of COST, TIME and PERFORMANCE that have been outlined in the SCOPE of the project by the client.

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PM GOAL

TIME

COSTQUALITY SCOPE

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PM OBJECTIVES

Projects have three interrelated objectives and the performance of

a project is measured by these 3 dimensional objectives; Time- Is the project on time or early? Cost- Is the project on or under budget? Deliverables-Does the project deliver the agreed - upon

outputs(Quantity/Quality) to the satisfaction of the customer?

Other goals/ objectives: Scope, Safety, health, environment(mining/construction),good client relations(construction)

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PM OBJECTIVES

Within Good Customer/ client relations

Fig.3: Project Management

Time Cost

Performance/Deliverables

Performance & Deliverables

Resources

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PM_ SUCCESS

Successful project management can then be defined as having achieved the following objectives:

Within the allocated time period Within the budgeted cost At the proper performance or specification level And acceptance by the customer/user Within minimum or mutually agreed upon scope changes Without disturbing the main work flow of the organization Without changing the corporate culture.

MOMENTS OF CELEBRATION Example; Mozal Aluminium Smelter In Mozambique Initial Budget/Cost- $1.4 billion. Actual Cost- $100 million below budget, Time- Completed 6 months ahead of schedule

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PM_ FAILURE

A failed project management can also be defined as having fallen short of the above objectives: Time overruns, budget overruns, non-acceptance by customer etc.

Example; Sydney Opera House in Australia Initial Budget/Cost-$A 7 million, Actual Cost- $A102 million Time-Completed 10 years late

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PM GOAL _HOT SPOTS

These constraints interact constantly and it is necessary to determine the balance between them. The balance between these 3 constraints in terms of precedence and priority is called the hot spot.

Where should the focus for the project be? This depends on the specific type of project or product.

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PM_GOAL_ WHICH IS MOST IMPORTANT?

It depends on the circumstances of the project. Economic downturns result in an increased level of

importance given to cost. While deliverables are almost always paramount when

dealing with an “ arm’s - length ” client. It is not invariably so for an inside client.

If the parent firm has inadequate profits, some specifications may be sacrificed for cost savings.

Organizational policy may influence trade – offs in favour of cost.

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PM GOALS _TRADE-OFFS

Once a project manager makes a commitment on the time, budget and deliverable. It must be met. Clients usually are not comfortable with budget and time overruns.

The primary method of adapting to unpredictable changes to the goals is to trade - off one objective for another.

These trade-offs must be negotiated amongst the project key stakeholders; client, contractor, consultant, users etc

Most of the trade - offs PMs make involve trade-offs between time and cost, but if we cannot alter either the time(schedule) or the (budget), then the deliverables( specifications) of the project may be altered or compromised.

The time-cost/deliverable trade-offs are also most common on due date projects.

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PM GOALS_TRADE-OFF EXAMPLES

1. Meeting the time could be more important than the budget eg.The infrastructure for the 2010 FIFA World Cup had to be completed by a certain date;10th June 2010 and late delivery will be totally unacceptable

2. If a construction project falls behind schedule because of bad weather, it may be possible to get back on schedule by adding more resources(labor and

some equipment) to speed up.(Crashing). This implies more cost to be incurred due to the additional resources.

If the budget cannot be raised to cover the additional resources, the PM may have to negotiate with the client for a later delivery date. If neither cost nor schedule can be negotiated, the contractor may have to “ swallow ” the added costs (or pay a penalty for late delivery) and accept lower profits.

3. The wants(luxuries/wish list) of a due date project may be foregone or capabilities not badly needed may be compromised to save time and budget. A due date project such as ABSA stadium in EL. had to forgo a wish list due to budgetary and time constraints.

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PROJECT_PROJECT MANAGER

Responsible for the ff; PM PROCESS; Initiation, planning,execution,monitoring & control, and closing of any project

Achievement of the stated project GOAL/OBJECTIVES/DELIVERABLES

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PM GOAL

TIME

COSTQUALITY SCOPE

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PROJECT SCOPE MANAGEMENT PROCESS

Define Requirements Define Objectives(Scope) Define Deliverables WBS Verify Scope Control Scope

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PS MANAGEMENT_ DELIVERABLES_BUILD A HOSTEL

400 bed hostel building that conforms to the Mnquma local municipality development plans/zoning restrictions for the area and SANS 1921 building code.

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PS MANAGEMENT_ WORK BREAKDOWN STRUCTURE (WBS)

A hierarchical decomposition of the work to be executed by the project team to accomplish the project objectives and create the required deliverables”.

Is the process of dividing the whole entire project into small workable and manageable activities.

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PS MANAGEMENT_ WBS_PURPOSE

The Work Breakdown Structure (WBS) is the solid foundation on which every project should be built, the common framework which all project participants understand.

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PS MANAGEMENT_WBS_MODEL

Fig 2: Work Breakdown structure( With List of Activities)- Smaller Projects

Level 1- Subprojects Level2 –Work Package/Task Level3-Activity/Sub-task

1.0 Project

1.1 Sub-Projects

1.2.2.1 Activity

1.2.2 Work Package

Scope Statement

1.2 Sub-projects

1.2.1Work Package

1.1.2 Work Package

1.1.1 Work Package

1.2.2.2 Activity

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PS MANAGEMENT _WBS_MODEL

Fig 3: Work Breakdown structure(Without list of activities)- Larger Projects

Level 1- Subprojects Level2 –Work Package/Task

1.0 Project

1.1 Sub-Projects

1.2.2 Work Package

Scope Statement

1.2 Sub-projects

1.2.1Work Package

1.1.2 Work Package

1.1.1 Work Package

1.2.2.1 Activity

1.2.2.2 Activity

WBS Dictionary

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PS MANAGEMENT_WBS_ COMPONENTS

WBS Level; Level of decomposition eg. Project Level,Sub-project Level, Work Package Level, Work Activity Level.

WBS Code: A unique identifier assigned to each element in a Work Breakdown Structure for the purpose of designating the elements hierarchical location within the WBS.

WBS Element: A WBS Element is a single WBS component and its associated attributes located anywhere within a WBS. A WBS Element can contain work, or it can contain other WBS Elements or Work Packages.

Work Package : A Work Package is a deliverable or work component at the lowest level of its WBS branch.

WBS Component: A component of a WBS which is located at any level. It can be a Work Package or a WBS Element as there's no restriction on what a WBS Component is.

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Sub-project level Work Package level Activity Level

1.1 Design

1.0 Build Hostel

1.2 Municipal approval

1.3 Obtain finance

1.4 Construction

1.4.1 Plumbing 1.4.2 Electrical 1.4.3 Building

1.4.3.2 Buy Materials

1.4.3.3 Dig & cast found

1.4.3.4 Build Walls

1.4.3.1 Detail planning & control

EXAMPLE_WBS_BUILD A HOSTEL

Fig 1: Tree Structure

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1. Build Hotel 1.1 Design 1.2 Municipal Approval 1.3 Obtain Finance 1.4 Construction


1.4.3.1 Detailed planning & control 1.4.3.2 Buy Materials 1.4.3.3 Dig & Cast foundations 1.4.3.4 Build Walls

Fig.2 Outline(Indent) View

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Level WBS Code Element Name 1 1 Build Hotel

2 1.1 Design 2 1.2 Municipal Approval 2 1.3 Obtain Finance 2 1.4 Construction 3 1.4.1 Plumbing 3 1.4.2 Electrical 3 1.4.3 Building 4 1.4.3.1 Detailed planning & approval 4 1.4.3.2 Buy Materials 4 1.4.3.3 Dig & Cast foundations 4 1.4.3.4 Build Walls

Fig.3 Hierarchical Structure

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Level 1 Level 2 Level 3 Level 4 1 Build Hotel 1.1 Design

1.2 Municipal Approval

1.3 Obtain finance

1.4 Construction 1.4.1 Electrical

1.4.2 Plumbing

1.4.3 Building

1.4.3.1 Detailed planning & approval

1.4.3.2 Buy Materials

1.4.3.3 Dig & Cast found

1.4.3.4 Build Walls

Fig.4 Tabular View

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CLASS EXERCISE

PREPARE A WBS FOR WAKING UP AND GETTING DRESSED

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WBS_WAKING UP & GETTING DRESSED

1.0 Waking up & Getting Dressed

1.1Wake up

1.2 Get Undressed

1.3 Take a shower

1.4 Dress up

1.4.1Apply Cosmetics

1.4.2Put on underwear

1.4.3Put on Socks

1.4.4Put on dress

1.4.5Put on shoes

1.4.6Comb Hair

1.4.4.1Put on trousers

1.4.4.2Put on shirt

1.3.1Wash hair

1.3.2Wash body

1.3.3Dry up

1.4.1.1Apply C.face

1.4.1.2Apply C. body

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WBS_ADDITIONAL DATA (1) estimates of the resources required

for each task in the plan, (2) the estimated time required to

accomplish each task, (3) information about who has

responsibility for the task, and (4) data that will allow tasks to be

sequenced so that the set may be completed in the shortest possible time.

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PS MANAGEMENT_ SOFTWARES

Microsoft Visio Microsoft Project Microsoft Excel(SmartART),

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PT MANAGEMENT PROCESS

Project deliverables(scope) Listing of Phases/Activities(WBS) Sequence/Prioritise phases/ Activities Estimate Activity Resources

requirements Estimate Activity Durations Develop Time Schedule (Gantt chart) Control Schedule

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PT MANAGEMENT_ DELIVERABLES_BUILD A HOSTEL

400 bed hostel building that conforms to the Mnquma local municipality development plans/zoning restrictions for the area and SANS 1921 building code.

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PT MANAGEMENT _LISTING OF ACTIVITIES/PHASES/WORK ITEMS

Design Municipal approval Obtain finance construction

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CLASS EXERCISE_LIST OF ACTIVITIES

LIST ACTIVITIES/PHASES/WORK ITEMS ON THE SUB-PROJECT LEVEL OF THE WBS

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PT MANAGEMENT _ACTIVITY SEQUENCING/DEPENDENCY

TABLE OF PREDECESSORS

WBS Code WBS Activity/Task ImmediatePredecessor

1.1 Design

1.2 Municipal Approval 1.1

1.3 Obtain finance 1.1

1.4 Construction 1.2,1.3

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CLASS EXERCISE_TABLE OF PREDECESSORS

PREPARE TABLE OF PREDECESSORS FOR THE LISTED ACTIVITIES

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CLASS EXERCISE_TABLE OF PREDECESSORS

WBS code Activity Name Predecessor

1.1 Wake up -

1.2 Get Undressed 1.1

1.3 Take a shower 1.2

1.4 Dress -up 1.3

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PT MANAGEMENT _ACTIVITY _SCOPE OF WORK

Establish the scope of work for each listed activity

This is usually obtained from the BOQ/SOQ of the project

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PT MANAGEMENT _ACTIVITY_SCOPE OF WORK

Obtain finance_ R25 Million Design_ 1000 m2 hotel facility Municipal approval- 400

bedrooms 3-storey building,fenced and gated

construction_1000m2 hotel facity

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PT MANAGEMENT _ACTIVITY_RESOURCE REQUIREMENTS

_

ACTIVITY SCOPE LABOUR/MANPOWER

PLANT & EQUIP.

MATERIALS

OBTAIN FINANCE

R25 MIL CEO/PM NONE NONE

DESIGN 1000M2 PM,Architect/Engineer

NONE NONE

MUNICIPAL APPROVAL

400 bedrooms 3-storey building,fenced and gated

PM,Municipality

NONE NONE

CONSTRUCTION 1000m2 PM, Contractor,

Bull dozers,Concrete Mixers,Small tools etc

Cement,Sand,Stone,Water,gravel,bricks etc

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PT MANAGEMENT _ACTIVITY_RESOURCE PRODUCTIVITY & TIME ESTIMATING

HISTORICAL DATA EXPERIENCE WORK STUDY

EXAMPLE ACTIVITY: EXCAVATION SCOPE: 100 M3 RESOURCE: TLB EXCAVATOR PRODUCTIVITY: 10M3/DAY ACTIVITY DURATION: 100/10 = 10 DAYS

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PT MANAGEMENT _RESOURCE PRODUCTIVITY & TIME ESTIMATING

EXAMPLE: ACTIVITY; DESIGN SCOPE: 1000M2 RESOURCE: ARCHITECT PRODUCTIVITY; 333M2/MONTH TIME DURATION: 1000/333 = 3 MONTHS

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PT MANAGEMENT _TIME ESTIMATING

This is the determination of the duration of all processes, activities and tasks.

Time duration based on historical data

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PT MANAGEMENT_ACTIVITY DURATIONS

Design_3 months Obtain finance_3 months Municipal approval-1 month Construction_ 12 months

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PT MANAGEMENT_ACTIVITY DURATIONS

WBS Code

WBS Activity/Task

Predecessor Duration(months)

1.1 Design - 3 1.2 Municipal

Approval 1.1 1

1.3 Obtain Finance 1.1 3 1.4 Construction 1.2,1.3 12

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CLASS EXERCISE_ACTIVITY DURATIONS

WBS code

Activity Name Predecessor Duration(mins)

1.1 Wake up - 5

1.2 Get Undressed 1.1 5

1.3 Take a shower 1.2 20

1.4 Dress -up 1.3 30

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PT MANAGEMENT _TIME SCHEDULE/TIME BASELINE

TIME PLAN FOR THE EXECUTION OF THE PROJECT. NETWORK DIAGRAM GANTT OR BAR CHART

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PT MANAGEMENT _NETWORK DIAGRAM

Activity Critical path = 1.1-1.3-1.4 Duration of project/Critical Time = 3+3+12= 18 months Critical Activities = 1.1,1.3,1.4 Non-critical activities = 1.2

1.1 Design 3

1.2 Municipal Approval

1

1.3 Obtain Finance

3 1.4 Construction

12

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NETWORK DIAGRAM_ADVANTAGES/DISADVANTAGES

Advantages Shows dependencies between activities. The planner is forced to think logically Critical activities that demand more attention are identified. Disadvantages Interpretation is more difficult for the uneducated. It must be redrawn when amendments are made. Unrealistic due dates

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CLASS EXERCISE_NETWORK DIAGRAM

DRAW THE NETWORK DIAGRAM FROM THE TP DRAWN

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1.1Wake up

5

1.2 Get

Undressed5

1.3Take a Shower

20

1.4 Dress up

30

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PT MANAGEMENT_GANTT CHART

Gantt Chart

WBS Activity/ Task

Pred. Dur. (mths)

Time(months) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

Design - 3 Municipal Approval

1.1 1

Obtain Finance 1.1 3 Construction 1.2,

1.3 12

Critical Activities Non-critical Activity Free Float- Tolerable delays/ 2 days SF Lag

CLASS EXERCISE_GANTT CHART

WBS code

Activity Name

Pr. Dur(mins)

Duration(Mins)

5 10

15

20 25

30

35 40

45 50 55

60

1.1 Wake up

- 5

1.2 Get Undressed

1.1

5

1.3 Take a shower

1.2

20

1.4 Dress -up

1.3

30

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GANTT CHART_ADVANTAGES/DISADVANTAGES

Advantages Simple format Readily understood Can show actual performance against expected performance. Can indicate labour/material resource requirements. Key dates i.e. material delivery, sub-contracts etc. are easily recorded. Disadvantages Complex, inter-related activities cannot be identified.

No emphasis on critical construction activities.

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PT MANAGEMENT FAST TRACKING

WHAT IF THE CLIENT HAD SPECIFIED THE TIME SCALE UPFRONT? OR ITS A

DUE DATE PROJECT? OR HAD ASKED YOU TO DELIBERATELY

ACCELERATE THE PROJECT.

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PT MANAGEMENT FAST TRACKING-METHODS

OVERLAPPING

CONCURRENCY

CRASHING

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CLASS EXERCISE

Overlap/Concurrent the first two(2) activities:wake up and undress. Is it possible technically

Re-draw the network diagram What is the impact on the critical path

and the project duration Is it possible to overlap/concurrent the

last 2 activities; Shower and getting dressed

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1.1Wake up

5

1.2 Get

Undressed5

1.3Take a Shower

20

1.4 Dress up

30Start

CLASS EXERCISE_NEW GANTT CHART

WBS code

Activity Name

Pr. Dur(mins)

Duration(Mins)

5 10

15

20 25

30

35 40

45 50 55

60

1.1 Wake up

- 5

1.2 Get Undressed

1.1

5

1.3 Take a shower

1.2

20

1.4 Dress -up

1.3

30

105

PT MANAGEMENT FAST TRACKING-FEASIBILITY/IMPACT

WHATEVER METHOD YOU CHOOSE

IT MUST BE FEASIBLE/POSSIBLE IMPACT ON THE NETWORK

106

PT MANAGEMENT _TIME M &C

Time control entails; the measurement of actual project progress

compared with the original or revised schedule or project plan,

measurement of what the implications of variances - if any - will be,

and the implementation of remedial action if needed.

107

Gantt Chart

WBS Activity/ Task

Pred. Dur. (mths)

Time(months) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

Design - 3

Municipal Approval

1.1 1

Obtain Finance 1.1 3

Construction 1.2, 1.3

12

TODAY- END OF MONTH 9 Critical Activities Non-critical Activity Free Float- Tolerable delays/ 2 days SF Lag Time Progress

PT MANAGEMENT _TIME M & C

108

PT MANAGEMENT_TIME M&C_EFFECTIVENESS

Continuously/Regular measuring of the real time situation compared with the plan.

Time control is clearly of prime importance for successful project execution.

109

EXAMPLE

Draw a network diagram and a gantt chart out of this table of predecessors. Identify the critical path and the duration of the project. Table 5; Table of predecessors WBS Code Activity Name Predecessor Duration 1.1 A - 5 1.2 B - 4 1.3 C A 3 1.4 D A 4 1.5 E A 6 1.6 F B,C 4 1.7 G D 5 1.8 H D,E 6 1.9 I F 6 1.10 J G,H 4

110

NETWORK DIAGRAM

Dummy Dummy Critical path- A-E-H-J Critical Activities- A,E,H,J Non-critical Activities= B,C,F,I,D,G Critical Time/Project Duration- 21 days

Start

End A 5

B 4

D 4

E 6

C 3

G 5

H 6

F 4

J 4

I 6

111

GANTT CHART

112

PT MANAGEMENT_ SOFTWARES

Microsoft Visio Microsoft Project Microsoft Excel(SmartART),

113

PC MANAGEMENT PROCESS

Scope of Work Resource Requirements Cost estimating Cost budgeting Cost control Cost application.

114

PC MANAGEMENT _COST ESTIMATING

Cost estimating is the process of gathering information and predicting the cost of a project over its life cycle.

"An estimate is an intelligent evaluation of cost based on the minimum of knowledge.“

Cost estimation is a process that evolves throughout the project lifecycle

HOW REALISTIC IS THE COST ESTIMATE?

115

PC MANAGEMENT COST ESTIMATING & PROJECT LIFECYCLE

STAGE/PHASE TYPE OF COST ESTIMATE

LEVEL OF ACCURACY

CONCEPTUAL ORDER OF MAGNITUDEPARAMETRIC”BALL PARK” ESTIMATES”GUESSTIMATE”

HIGH LEVEL ROUGH ESTIMATE-30%- x- +50%

DESIGN & DEV’T PRELIM”BEST”ESTIMATEANALOGOUS ESTIMATEDESIGN TO COSTTOP-DOWN ESTIMATE

-15%- x- +30%

IMPLEMENTATION DEFINITIVE ESTIMATESCONTROL ESTIMATESBOTTOM-UP ESTIMATES

+/-5-15%

116

ORDER OF MAGNITUDE/BALL PARK ESTIMATES/PARAMETRIC ESTIMATES

Establishes a rough cost estimates based on known/published standardized units costs eg. cost/m2(buildings), cost/km(roads,pipeline) etc.

Before the scope of a project has been explicitly defined , these estimates provide a rough picture of the costs involved. It can be expected that errors will be in the neighborhood of ‐30% to 50%.

117

ORDER OF MAGNITUDE/BALL PARK ESTIMATES/PARAMETRIC ESTIMATES

Cost/m2(Students Hostel),2015 = R25,000/M2

Cost, Students hostel,2015= 1000x 25,000= R25MIL

Cost estimate Range;-30%-R25MIL-+50%

118

PRELIMINARY “BEST” ESTIMATE/ANALOGOUS ESTIMATE/TOP-DOWN ESTIMATE

Establish cost estimates by comparing to the cost of similar sized projects with an adjustment for cost escalation. Or compare to the cost of similar activities in another project.

Detailed engineering analysis may not yet be performed at this stage , but more detailed estimates concerning equipment and facility costs are made. The accuracy in this stage should be ‐15% to 30%.

119


Cost of similar students hostel(900m2), 2011 = R20 MIL Cost of current students hostel(1000m2),2011

=1000/900*20MIL = R22.2 MIL Cost of current project(1000m2),2015 ?

Inflation/CPI; Published by the SA Statistics Department.

Calculate Price Adjustment factor(PAF): USE FORMULA; 1.126

Cost of current project(1000m2),2015? = 22.2 *1.126 =R25 MIL

Cost Estimate Range; -15%-R25MIL-+30%

120


1.0 Build Hotel25 MIL

1.1 Design433,500

1.2 Municipal Approval5,500

1.3 Obtain Finance61,000

1.4 Construction24.5 MIL

1.4.1 Plumbing4.5 MIL

1.4.2 Electrical4MIL

1.4.3 Building16MIL

121

DEFINITIVE ESTIMATES/BOTTOM-UP/FINAL ESTIMATES

This involves the decomposition of the project scope into a deliverable oriented WBS.

Each deliverable cost is established in the WBS by the person responsible and this is added up to establish the overall cost of the project.

Final set of estimates to construct the cash flow

diagram. It is expected that errors will be ‐5% to 15%.

122

DEFINITIVE ESTIMATES/BOTTOM-UP/FINAL ESTIMATES -WBS ELEMENTS

1.0 Build Hotel

1.1 Design 1.2 Municipal Approval 1.3 Obtain Finance 1.4 Construction


123

DEFINITIVE ESTIMATES/BOTTOM-UP/FINAL ESTIMATES -WBS ELEMENTS_SCOPE OF WORK

Obtain finance_ R25 Million Design_ 1000 m2 hostel facility Municipal approval_400 bedrooms 3-

storey building, fenced and gated Construction

Plumbing_1000 m2 hostel facility Electrical_1000 m2 hostel facility Building Works_1000m2 hostel facility

124

DEFINITIVE COST ESTIMATE _WBS ELEMENT_RESOURCE REQUIREMENTS

ESTIMATE THESE RESOURCES FOR EACH WBS ELEMENT; LABOUR/MANPOWER PLANT& EQUIPMENT MATERIAL

125

DEFINITIVE COST ESTIMATE _WBS ELEMENT_RESOURCE REQUIREMENTS

_


PLANT & EQUIP.

MATERIALS

OBTAIN FINANCE R25 MIL CEO/PM - -

DESIGN 1000M2 PM,Architect/Engineer

- -

MUNICIPAL APPROVAL 400 bedrooms 3-storey building,fenced and gated

PM,Municipality

- -

CONSTRUCTION

Plumbing Works 1000m2 Labourers,Artisans,

Small tools etc

Pvc pipes,joints,fittings etc

Electrical Works 1000m2 Labourers,Artisans,

Small tools etc

Conduit pipes,wires, fittings etc

Building 1000m2 Labourers,Artisans

Concrete Mixers,scaffold,Small tools etc

Cement, Ready Mix, Sand,Stone, Crusher run,Water,gravel,bricks etc

126

DEFINITIVE COST ESTIMATE_WBS ELEMENT_COST ESTIMATE EACH WBS ELEMENT BASE COST = LABOUR COST+P&E COST+MATERIALS COST

CONTINGENCY;UNFORESEEN WORKS,10%

COST ESTIMATE/DIRECT COST =BASE COST+CONTINGENCY

127

DEFINITE COST ESTIMATING_COST ESTIMATE BUILD UP

_


PLANT & EQUIP.

MATERIALS BASE COST

OBTAIN FINANCE R25 MIL 60,000 - - 60,000

DESIGN 1000M2 400,000 - - 400,000

MUNICIPAL APPROVAL 400 bedrooms 3-storey building,fenced and gated

5000 - - 5000

CONSTRUCTION

Plumbing Works 1000m2 0.8 1 2 3.8 MIL

Electrical Works 1000m2 0.6 0.8 2.2 3.6 MIL

Building Works 1000m2 1.4 3.6 9.5 14.5 MIL

SUB-TOTALS 3.2 5.4 13.7 22.3 MIL

ADD 10% Contingency

2.3 MIL

TOTALS 24.6 MIL

128

DEFINITIVE COST ESTIMATE(DIRECT COST)

1.0 Build Hotel24.6 MIL

1.1 Design400,000

1.2 Municipal Approval5,500

1.3 Obtain Finance66,000

1.4 Construction24.2 MIL

1.4.1 Plumbing3.8 MIL

1.4.2 Electrical3.6MIL

1.4.3 Building14.5MIL

129

PC MANAGEMENT _COST BUDGETTING/COST BASELINE

Process of establishing cost budgets (allowable costs) against which the actual costs can be measured and managed.

A cost budget is an intelligent evaluation based on the maximum of knowledge.

Cost Budgeting is also process that evolves throughout the project lifecycle

130

PC MANAGEMENT COST BUDGETTING & THE PROJECT LIFECYCLE

STAGE/PHASE TYPE OF COST BUDGET LEVEL OF ACCURACY

CONCEPTUAL ORDER OF MAGNITUDEPARAMETRIC”BALL PARK” ESTIMATES”GUESSTIMATE”

HIGH LEVEL ROUGH ESTIMATE-30%- x- +50%

DESIGN & DEV’T PRELIM”BEST”ESTIMATEANALOGOUS ESTIMATEDESIGN TO COSTTOP-DOWN ESTIMATE

-15%- x- +30%

IMPLEMENTATION DEFINITIVE ESTIMATESCONTROL ESTIMATESBOTTOM-UP ESTIMATES

+/-5-15%

131

PC MANAGEMENT _COST BUDGETTING

COST BUDGET = Direct Costs+ Overheads/Indirect Costs Direct Cost; Labour Cost+P&E Cost+Material

Costs+Activity Overheads Indirect Cost; Overheads; Site Expenses/P&Gs+H/O

Expenses+Price Escalation+Contingencies

132

PC MANAGEMENT _BUDGET ESTIMATES_ELEMENTS

DIRECT COST OVERHEADS/INDIRECT COST:

ACTIVITY OVERHEADS(15%), TRANSPORT,MATERIAL WASTAGE/LOSSES ETC PRELIMINARY& GENERAL ITEMS(P&GS)(5%) SITE ESTABLISHMENT,SITE OVERHEADS,PERMITS ETC H/O EXPENSES(5%) H/O RENT,UTILITIES,H/O STAFF SALARIES,STATIONERY PRICE ESCALATION; (10%) CHANGES IN PRICE,BANK CHARGES &INTEREST RATES ETC,

10% COST BUDGET = DIRECT COST+ INDIRECT COST/OVERHEADS

133

PC MANAGEMENT _COST BUDGET ESTIMATES_SUMMARY

BASE COST – R24.6 MIL

ADD ACTIVITY OVERHEADS(15%) - R3.7 MIL

DIRECT COST - R28.3MIL

ADD P&Gs(5%) -R1.4MIL

ADD H/O EXPENSES(5%) - R1.4MIL

ADD PRICE ESCALATION(10%) -R2.8 MIL

COST BUDGET – R34 MIL

134

PC MANAGEMENT_COST BUDGET/COST BASELINE_ACTIVITY BASED

WBS CODE

WBS ACTIVITY BUDGET

1.1 OBTAIN FINANCE 60,000

1.2 DESIGN 400,000

1.3 MUNICIPAL APPROVAL 5000

1.4 CONSTRUCTION 22.3 MIL

CONTINGENCY(10%) 2.3 MIL

ACTIVITY OVERHEADS(15%) 3.7 MIL

P&GS(5%) 1.4 MIL

H/O EXPENSES(5%) 1.4MIL

PRICE ESCALATION(10%) 2.8 MIL

COST BUDGET 34 MIL

135

PC MANAGEMENT_COST BUDGET/COST BASELINE_RESOURCE BASED

ITEM NO. DESCRIPTION BUDGET(MIL)

1. LABOUR/MANPOWER 3.2

2. P&E 5.4

3. MATERIALS 13.7

CONTINGENCY(10%) 2.3

ACTIVITY OVERHEADS(15%) 3.7

P&GS(5%) 1.4

H/O EXPENSES(5%) 1.4

PRICE ESCALATION(10%) 2.8

COST BUDGET 34 MIL

136

PC MANAGEMENT _CASHFLOW BUDGETTING

Process of establishing cost budgets (allowable costs) against the project time.

A cashflow budget is an intelligent evaluation based on the maximum of knowledge.

Cashflow Budgeting is also process that evolves throughout the project lifecycle

137

PC MANAGEMENT CASHFLOW BUDGETTING & THE PROJECT LIFECYCLE

STAGE/PHASE TYPE OF CASHFLOW BUDGET

CONCEPTUAL PRELIMINARY(S-CURVE)WORK-PROGRAM RELATED

DESIGN & DEV’T PRELIMINARY(S-CURVE)WORK-PROGRAM RELATED

IMPLEMENTATION PRELIMINARY(S-CURVE)WORK-PROGRAM RELATED

138


To initiate, plan, build, furnish and equip the 400 bed student hostel at Cuba township near Butterworth within eighteen(18) months, at a cost not exceeding R25 million and which compiles/conforms to the Mnquma local municipality development plans/zoning restrictions for the area and SANS 1921 building code.

139

PC MANAGEMENT__PRELIMINARY CASHFLOW BUDGET(S-CURVE)

CUM COSTBUDGET(R

)

TIME(MONTHS)

18

28.3 MIL

S-CURVE

140

PRELIMINARY CASHFLOW BUDGET( ¼ -1/3 S-CURVE)

CUM. COST

BUDGET(R)

TIME(DAYS)18

28.3MIL

¼-1/3 S-CURVE

141

PC MANAGEMENT _CASHFLOW BUDGET

MONTH CUMULATIVE COST BUDGET(S-CURVE)

MONTHLY COST BUDGET

0 0 0

1 3 MIL 3MIL

2 5 MIL 2MIL

3 6 MIL 1 MIL

4 . .

. . .

. . .

18 25 MIL

TOTALS 25 MIL

142

PC MANAGEMENT_COST BUDGET CONTROL

This is the process of gathering, analysing, comparing and monitoring the costs of a project and reporting the results continuously during the life cycle of a project.

143

PC MANAGEMENT_COST BUDGET CONTROL METHODS

VARIANCE /EVM REPORTS Reports in which actual expenditure and cost

budget are generated and compared monthly

144

PC MANAGEMENT_COST CONTROL METHODS-VARIANCE REPORTS

WBS CODE

WBS ACTIVITY BUDGET(A)

ACTUAL EXP.(B)

VARIANCE(A-B)

1.1 OBTAIN FINANCE 60,000 50,000 10,000

1.2 DESIGN 400,000 600,000 (200,000)

1.3 MUNICIPAL APPROVAL 5000 . .

1.4 CONSTRUCTION 22.3 MIL . .

CONTINGENCY(10%) 2.3 MIL . .

ACTIVITY OVERHEADS(15%)

3.7 MIL . .

P&GS(5%) 1.4 MIL . .

H/O EXPENSES(5%)

1.4MIL . .

PRICE ESCALATION(10%)

2.8 MIL . .

COST BUDGET 34 MIL . .

145

PC MANAGEMENT_COST CONTROL METHODS_EVM REPORTS

BUD

GET

ACTUAL

EXP.

BUDGET/VARIANCE

DIRECT COST BUDGET

TIME(MONTHS)

MONTH 9

146

PC MANAGEMENT_COST CONTROL METHODS_CODE OF ACCOUNTS_RESOURCE CODING

WBS CODE

WBSACTIVITY

DESCRIPTION

COST CODE

DESCRIPTION

BUDGET

1.4.3 BUILDING

MATERIALSM1

1.4.3.1.11.4.3.1.21.4.3.1.31.4.3.1.4

CementReady mix Sand/stoneCrusher run

R1MILR5MILR3MILR0.6MIL

147

PC MANAGEMENT_COST CONTROL METHODS_RESOURCE CODING_EXAMPLE

Resource cost code, e.g. 040714311 will thus mean:

PROJECT NO.; 07 of YEAR 2004 COST CODE : 14311 RESOURCE : CEMENT BUDGET: R1 MIL ACTUAL EXPENDITURE: R900,000

148

PQ MANAGEMENT_WHAT IS QUALITY?

QUALITY(%) = QUALITY PERFORMANCE QUALITY EXPECTATIONS THE DEGREE OF ACHIEVEMENT/COMPLIANCE OF

QUALITY EXPECTATIONS HIGH QUALITY(= OR >100%), LOW QUALITY(<100%) HIGH QUALITY QUALITY PERFORMANCE = OR >QUALITY

EXPECTATIONS LOW QUALITY QUALITY PERFORMANCE < QUALITY EXPECTATIONS

149

PQM_QUALITY_EXAMPLES

Poor Quality hostel building Poorly designed floor space Roof leakage Imbalanced heating & ventilation systems

Good quality/high quality hostel building Correct floor layout No leakage Mech/electrical systems functioning correctly

PQM_QUALITY

151

PQM_QUALITY

152

PQM_QUALITY

153

PQM_QUALITY

154

PQM_QUALITY EXPECTATIONS/REQUIREMENTS

IS QUALITY EXPECTATIONS SUBJECTIVE? IS QUALITY EXPECTATIONS A PERCEPTION? “BEAUTY LIES IN THE EYES OF THE BEHOLDER” PLATO TO REMOVE THE SUBJECTIVITY AND PERCEPTIONS QUALITY EXPECTATIONS/REQUIREMENTS ARE STANDARDIZED INTO/EXPRESSED IN; QUALITY STANDARDS QUALITY REGULATIONS QUALITY CODES QUALITY SPECIFICATIONS QUALITY SYSTEMS QUALITY PROGRAMS QUALITY POLICIES DRAWINGS

155

PQM_ QUALITY STANDARDS

Mandatory Quality Requirements Area-Specific regulations eg. Mnquma local municipality zoning

restrictions for Cuba area Industry quality regulations eg.CESA or ECSA,CIDB,NHBRC

Quality Legislation quality standards eg. SANS 1921-Building works,

SANS 1200- Civil Engineering Works, SANS 241-drinking water International Quality requirements eg ISO 9001 Client/End-User Quality Requirements

Project Objectives/Scope_Deliverables Construction Contract(Project/Technical Quality) requirements

Contractor Quality Requirements In-house quality requirements/policies

WHAT QUALITY STANDARDS GOVERNS YOUR PROJECT?

156

PQM_QUALITY CRITERIA

PERFORMANCE AND ACCEPTANCE CRITERIA

COMPLETENESS & CORRECTNESS CRITERIA

ACTIVITY; SOIL COMPACTIONQUALITY CRITERIA; 98% DRY DENSITY

ACTIVITY; CONCRETEQUALITY CRITERIA; STRENGTH>30Mpa,Slump +/- 100mm

157

PQM_QUALITY ASSURANCE STANDARDS/CRITERIA

Activity; Concrete Mixing

Quality Assurance Standards; SABS 1200 GA-1982 CLAUSE 5.4.3

Quality Assurance Criteria: c.) The volume of the mixed material per batch

shall not exceed the rated capacity of the mixer.

158

PQM _QUALITY CONTROL STANDARDS/CRITERIA

Activity; Manufacture 25 MPa Concrete

Quality Control Standards; SABS 1200 GA-1982 CLAUSE 7.3

Quality Control Criteria

If any valid test result for a specific grade of concrete is more than 3 MPa below the specified strength , the concrete yielding such result will be deemed not to comply with the requirements of the specification.

159

PQM_QUALITY STANDARDS/QUALITY CRITERIA

QUALITY STANDARDS

QUALITY CRITERIA

160

PQM_QUALITY PERFORMANCE_3 DIMENSIONS

Does the process quality influence the deliverable quality? Yes

Is the process quality the only influencing factor for deliverable quality? No

What other factors outside the process could influence the deliverable quality?

QC Process

161

PQM_TOTAL QUALITY PERFORMANCE_3 DIMENSIONS

WE ARE INTERESTED IN THE QUALITY PERFORMANCE OF;

PROCESS, DELIVERABLE QC(V&V) PROCESS

PROCESSProcedures

Methods

DELIVERABLE

QC(V&V) PROCESS, sampling, walkthroughs, deliverable reviews,

inspections, tests

162

PQM_TOTAL QUALITY PERFORMANCE- 3 DIMENSIONS

COOKING SOUP

INGREDIENTS MIXING

CAKE

QC(V&V) Process

QC(V&V) Process

PQM_TOTAL QUALITY PERFORMANCE_3 DIMENSIONS_EXAMPLE

Activity; Manufacture of 25 Mpa R.Concrete

Does the Quality of the Process influence the Quality of the Deliverable? Is the process quality the only influencing factor for deliverable quality? What other factors outside the process could influence the deliverable quality? You need Quality Compliance for the process, the deliverable and the QC

process

Process(Mixing of Concrete)

Deliverable(25MPa RC)

QC(V&V) Process

164


A PROJECT LIFECYCLE IS MADE OF MANY PROCESSES UNDERTAKEN TO PRODUCE A DELIVERABLE AND THESE DELIVERABLES ARE SUBJECTED TO QUALITY CONTROL(V&V) PROCESS TO ENSURE QUALITY COMPLIANCE.

165


STAGE PROCESS DELIVERABLE QC PROCESS

Conceptual Planning Business plan/Feasibility Report

QC Checklists, Walkthrough, deliverable quality reviews, Inspections & Tests, etc

Design & Devt Designing Designs/drawings/Specs, Cost Estimates, BOQs

“

Documentation

Procurement(Tender) documents

“

Procurement(Tendering)

Selected Contractor “

Implementation

Construction

Building,Road,Water System etc

“

Termination Termination Building,Road,Water System etc

“

O& M O& M Product in use (Building,Road,Water System etc)

“

166

PQM_QUALITY PERFORMANCE_3 DIMENSIONS

Processes Deliverable/Product/

End-Result/

Output(O)

Controls(C):Quality

Standards

Inputs(I);materials, Data

Mechanisms(M)P&E, Staff,Techniques

QC(V& V) PROCESS

M

I O

C

167

PQM_TOTAL QUALITY PERFORMANCE_ 3 DIMENSIONS_EXAMPLE

WATER TREATMENTPROCESS

WATERO

QC(V&V) PROCESS

M

I

C

I

C

M

O

168

PQMQUALITY_RESPONSIBILITY

QUALITY PERFORMANCE; QC: CONTRACTOR(CQCO), QA: CPM,(CQAO),ENGINEER,INDEPENDENT

CONTRACTOR

QUALITY EXPECTATIONS; CLIENT/END-USERS/REGULATORS

169

PQM_GOOD QUALITY _BENEFITS

Less Warranty claims/work_O&M Stage

Less Repairs / maintenance Client satisfaction and reward Less Rework. High morale Gain trust

170

PQM_POOR QUALITY_COST

Frequent Warranty claims/work_O&M High Repairs / maintenance Client dissatisfaction Help desk. Support staff Rework. Works Failure/Disaster Poor morale Mistrust

There is a reward/penalty for quality.

171

PQM

IS A JOURNEY UNDERTAKEN THROUGHOUT ALL THE PROCESSES AND DELIVERABLES AND THEIR QC(V&V) PROCESSES WITHIN THE PROJECT LIFECYCLE

172

PQM_GOALS_QUALITY COMPLIANCE

To ensure quality compliance(meet quality standards/criteria) for all the Processes and the Deliverables and their QC(V&V) processes at each stage of the project.

173

PQMGOAL:QUALITY COMPLIANCE

TO ENSURE THAT THE PROCESSES AND DELIVERABLES & the QC(V&V) PROCESSES MEET THE QUALITY CRITERIA AND STANDARDS.

Quality Standards/Criteria

Processes, Deliverables,QC(V&V) processes

174

PQMGOAL:QUALITY COMPLIANCE

Quality Standards

Processes, Deliverables,QC(V& V) processes

Quality Criteria

175

PQM

PROCESSQUALITY STANDARDS

QUALITY CRITERIA

DELIVERABLE

QA (V&V) PROCESSQUALITY STANDARDS

QUALITY CRITERIAQAPQA

QC(V&V) PROCESSQUALITY STANDARDS

QUALITY CRITERIAQCPQC

CONTRACTOR(CQCO)

CPM,(CQAO),ENGINEERINDEPENDENT CONTRACTOR

176

PQMQUALITY ASSURANCE(QA)_PURPOSE

Planned evaluation of the quality of the processes and their QC(V&V) processes to verify & validate their quality compliance.

VERIFICATION & VALIDATION(V&V) PROCESS

QA Activities; Quality Assurance Audit, Quality Assurance Checklist, Quality Assurance Checkpoints

177

PQM_QA AUDIT

ProcessesDeliverable/

Product/End-Result/

Output(O)

Controls(C):Quality

Standards



QC(V& V) PROCESS

QA(V& V) PROCESS

I

C

M

O(QC Results)

178

PQM_QUALITY CONTROL(QC)_PURPOSE

Planned evaluation of the quality of the deliverables to verify and validate their quality compliance

QC Activities Quality control check list, Deliverable review, Structured walkthroughs, Inspections, Statistical sampling, Testing( Laboratory/In-situ)

179

PQM_QC PROCESS

Deliverable/Product/

End-Result/

QC(V& V) PROCESS

O(QC Results)

C

M

I

180

PQM_QC PROCESS

On-going checks and acceptance procedures on the deliverable to ensure quality compliance

VERIFICATION & VALIDATION(V&V) PROCESS

QC Activities QC Checklists Statistical Sampling Structured Walkthroughs Deliverable reviews Inspections Tests( Laboratory/In-situ)

181

PQM_QC PROCESS_INSPECTIONS/TESTS

http://www.qualityinconstruction.com/wp-content/uploads/2013/06/1326708546576-copy.jpg

182

PQM_QC PROCESS_SAMPLING,TESTS

183

PQM_QC PROCESS_ INSPECTIONS,TESTS,DRAWING REVIEW

184

PQM_QC PROCESS_ TESTS,QC CHECKLISTS

185

PQM_QC PROCESS_ TESTS,INSPECTIONS

186

PQM_QC PROCESS_ TESTS(LAB)

187

PQM_TOTAL QUALITY MANAGEMENT(QA/QC)

Processes Deliverable/Product/

End-Result/

Outputs(O)

Controls(C):Quality

Standards



QC(V& V) PROCESS

QA(V& V) PROCESS

I

C

M

O

188

PQMPROJECT_OBJECTIVES(SCOPE)_EXAMPLE

To initiate, plan, build, furnish and equip the 400 bed student hostel at Cuba township near Butterworth within eighteen(18) months, at a cost not exceeding R29 million and which complies/conforms to the Mnquma local municipality development plans/zoning restrictions for the area and SANS 1921 building code.

189

PQM PROCESS_ A 3-STAGE PROCESS

Plan for QualityQMP•QAP•QCP

Plan ImplementationPerform QAPerform QC

190

PQM PROCESS_ QUALITY MANAGEMENT PLAN(QMP)

1.QAP 2.QCP 3.QA/QC-QUALITY RELATED

TOOLS 4.QA/QC PROBLEM RESOLUTION

PLAN

191

1. QMP_ QAP

Critical project processes; Project Processes+ QC(V&V) Processes_ICOM

QA Standards Mnquma Local municipality development plans/zoning restrictions for the area SANS 1921 building code.

QA Criteria QA Activities

Quality Assurance Audit, Quality Assurance Checklist, Quality Assurance Checkpoints QA Activity plan

Process QA Activity Frequency/When?

Who?

Design QA AuditQA ChecklistQA Checkpoints

Monthly ClientCPMCQAOIndependent quality contractorEngineer

Municipal Approval

“ “ “

Obtain Finance

“ “ “

Construction

“ “ “

192

2. QMP_QCP Key deliverables( building,drawing,report)

QC Requirements Quality standards(ISO 9001 etc) Quality criteria (95% defect free etc)

QC Activities Quality control check list, Deliverable review, Structured walkthroughs, inspections, Statistical sampling,

Testing

QC Activity PlanDeliverable QC Activity Frequency/When? Where? Who?

Drawing Drawing Review

At final delivery Client’s office Independent Reviewer

Municipal Devt.Permit

MDP Review “ Client’s office Client

Funds(R25Mil) Inspections “ Client’s office Client

Building Inspections, & Testing

Monthly Contractor’s Lab

Contractor

193

3. QMP_QA/QC_ QUALITY EVALUATION/RELATED TOOLS

Control charts, Pareto charts, Run charts, SPC, histograms, scatter diagrams, compliance checklists Process Flow Charts

194

4. QMP_QC/QA PROBLEM RESOLUTION PLAN

QA & QC Results unsatisfactory Non conformance/Non-Compliance reports(NCR) Rework;

Take corrective steps to bring the deliverable to compliance

Investigate causes of non-compliance; Pareto charts, Cause & effect diagrams

Corrective/Preventative Action Plan (CAR/PAR Reports) Process Improvement plan

195

QAP/QCP- Examples Activity RC Columns construction QA Activities

QC Activities

Process QA Activities When/Frequency Who

Concreting-Columns

Check dimensions, rebar size and placement of columns

Before Conncrete pour CM/CQAO

Concrete Supply Review inspection reports of concrete supplied

Before concrete pour CM/CQAO

Deliverables QC Activities When/Frequency

Where Who

Concrete Materials

Sampling Before Concrete mixing

On Site Contractor/CQCO

Hardened Concrete

Cube tests After 28 days Contractors Lab Contractor/CQCO

Fresh Concrete Slump test Before Concrete pour

On Site Contractor/CQCO

196

QAP/QCP_EXAMPLES Activity Compaction test for trenching,backfilling &compacting Quality Standards; ASTM D698 Quality Criteria 95% of Max dry density QA

QC

Process QA When Who

Compaction Test 7-10% Verification test

Monthly CM/CQAO

Deliverable QC When Where Who

Trench base Compaction test

After Completion

Contractor’s testing laboratory

Contractor/CQCO

197

QAP/QCP_EXAMPLES

Activity Leakage test for pressure piping Quality Standards; ASTM C-828 Quality Criteria Rate of leakage has stabilized for 3 consecutive 15 minutes intervals QAP

QCP

QA/QC Problems: Any leaks detected shall be permanently stopped.

Process QA When Who

Leakage Test All tests shall be witnessed by the CM_

During the Test CM

Deliverable QC When Where Who

Pressure Pipe Leakage Test Results of all leakage tests shall submit to CM within 2 working days of test completion._

On-Site Contractor

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PQM_ PERFORM QA_ QA AUDIT

QA Standards

QA Criteria

Perform QA QA Audit

QA Audit Results

QA Audit Results Evaluation

Non-compliance Report_NCR

Investigate non-compliance

Corrective Action/Preventative Action Report_CAR/ PAR

Processes(ICM)QC Process(ICOM)

Satisfactory?

No

199

PQM_ PERFORM QC

QC Standards

QC Criteria

Perform QCSampling, Walkthroughs, Inspections, Tests

QC Results

QC Results Evaluation

Non-compliance Report_NCR

Investigate non-compliance

Corrective Action/Preventative Action Report_CAR/ PAR

Deliverables

Satisfactory?

No

Rework

200

TUTORIAL3CASE STUDY

READ THE PROJECT CASE STUDY ATTACHED AND DESCRIBE THE DISTINCTIVE ELEMENTS OF THE PROJECT UNDER THE FF,HEADINGS;

BACKGROUND: NEEDS/WANTS GOALS OBJECTIVES(SCOPE)- S.M.A.R.T. DELIVERABLES ORGANISATIONAL STRUCTURE PROJECT MANAGER MULTI-DISCIPLINARY TEAM COMPOSITION PHASE OF DEVT. BUDGET TIME SCALE( DUE DATE/ASAP PROJECTS) STAKEHOLDERS PROBLEMS/ISSUES HOW WOULD YOU RESOLVE THESE PROBLEMS/ISSUES IS THE PROJECT A SUCCESS OR A FAILURE? EXPLAIN? KEY TAKE AWAYS/LESSONS

Lecture slides3; Basic Project Management

Leadership & Management

Transcript of Lecture slides3; Basic Project Management