Cepm Module1 PPT

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CIVIL ENGINEERING PROJECT

MANAGEMENT
CEPM / CE / SJCET
CEPM / MOD 1 / CE / SJCET / austin

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FUNCTIONS OF A PROJECT MANAGER
Leading
Controlling Planning
Staffing Organizing
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➢Budget Preparation and Finance

A project manager estimates the sum requirements of a project; assists
in preparing a budget, and identifies any budget variances. He prepares
spreadsheets to help budget calculations, sum adjustments and record-
keeping. Accurate estimates prevent curtailing of work due to a
deficiency in resources or underpayment of workers. He distributes
budgeted money proportionately to all the phases of the project to
facilitate streamlining of a project’s activities.
➢Work Schedules Software
A project manager prepares work schedules for timely completion of a
project. Adequate knowledge of operation of work scheduling software
assists her to effectively direct a project team on their duties, and keep a
tab on progress of a project. An essential technical skill involves
preparation of a work breakdown structure detailing the scope of a
project including persons assigned to a project, their responsibilities,
and estimated time for completion.
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Technical Reports CEPM / MOD 1 / CE / SJCET / austin
➢A project manager prepares various reports in connection with a

particular project such as budget and risk management reports. He
analyzes and calculates any variances in a project and makes a report for
overall management. He identifies cost constraints and staffing needs and
includes this information in a budget report to seek for budget
adjustments. A project manager makes recommendations on what
insurance policies to take for a project. He prepares a risk management
reports when an insured event occurs.
Project Evaluation
➢As the central point of communication a project manager needs to
understand technical aspects particular to a project to effectively
coordinate the project team. Technical skills help her to quickly identify
technical problems, and work with the project team to effectively resolve
them. She should know how to operate any software or hardware to
effectively explain a process to a client, or overall management when
giving an evaluation of the progress of a project
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INTRODUCTION
• Construction from dawn of civilization
• The Construction Industry in India is the second largest after

agriculture. It accounts for about 11 % of India as GDP and
provides employment to about 33 million people
• The present level is inadequate to meet the demand of the

existing urban population.
• Time and cost overruns and disputes in various contracts
• Important to understand the problems and find remedial

measures to keep pace with the required growth
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CONSTRUCTION PROJECT
• A project is a temporary endeavour designed to produce a
unique product, service with a defined beginning and ending
• Unique and temporary in nature
• Project management is the practice of initiating, planning,

executing, controlling, and closing the work of a team to achieve
specific goals and meet specific success criteria at the specified
time
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UNIQUE FEATURES OF CONSTRUCTION

PROJECTS
(A) One time activity – performed correctly the first time
(B) Complexity - multidisciplinary
(C) High cost and time for execution
(D) High risk of failure
(E) Difficulty in defining quality standards
(F) Uniqueness of people relationship
(G) Feedback mechanism
(H)Lack of experience of client or owner
(I) Untrained workforce
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PHASES OF CONSTRUCTION PROJECT

• Phases as well as tasks performed in each phase may vary
depending on the type of project, type of organization and other
parameters
PRE – PROJECT POST PROJECT

PROJECT PHASE
PHASE PHASE
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PRE – PROJECT PHASE
Idea / Project
Feasibility
Initiation Concept
Phase
Phase Phase
• Conceptual
• Project Strategy
• Estimate and
Approval
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(a) Initiation / Idea Phase

• Aims to identify all possible projects based on examination of
needs and the possible options
• Municipal authority trying to address parking problem near
the city
(b)Project Concepts
• As many project concepts as possible are identified and using
some selection procedure, some concepts are selected
• Greatest degree of uncertainty about the future is encountered
• Selected ones used as inputs for the feasibility phase
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(c)Feasibility
• Aims to analytically appraise project concepts in the context of
the organization
• Decision makers decide whether or not to go ahead with the
project concept
• Market feasibility, technical feasibility, environmental
feasibility and environmental feasibility
✓ Conceptual : Preliminary process diagrams and layouts are

prepared
✓ Project Strategy : Selection of in-house design team, number
and type of contractors, project schedule, project scope and
project plan
✓ Estimate : Break down the project into work elements
✓ Approval : Financial evaluation, identifying details of funding,
their timing, capital etc..
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PROJECT PHASE
Basic Design phase Detailed Design phase Tendering phase
Closure phase Execution phase

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(a)Basic Design phase

• By engineering organization or Architect
• Performing basic design calculation, preparing tender
drawings, preparing design and material specification etc..
• Regular design and specification review meeting
(b)Detailed Design phase

• Detailed design parameters
• ‘Item rate contract’ – input for tendering phase
(c)Tendering phase
• Includes preparing specifications and agreement conditions,
preparing bill of quantities and estimating the contract value
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(d)Execution / Construction phase

• Immediately after contract is awarded
• Progress of work is closely monitored with the contractor to
assess cost and schedule
• Corrective actions
(e)Closure / Completion phase

• Tested and commissioned
• Constructed facility is handed over to the client for use
• Client issues approval of work and completion certificate after
checking the whole work
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POST PROJECT PHASE
Utilization phase Close – down phase
• ‘Turn over’ phase

• Responsibility transferred from engineers / contractors to the
owners
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(a)Utilization Phase
• Client makes use of the finished project
• Performance is monitored and maintenance provided at
regular intervals
(b)Close – down phase

• Once the project has lived its intended life, it is dismantled
and disposed of
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DETAILED PROJECT REPORT (DPR)

• Documents created for Planning, Decision making and
Approval of projects
• Used to guide project execution and control
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• Base document for planning and implementing the project

• Preparation is costly and time taking job
• Created according to guidelines and standards of respective
companies and departments
Objectives of DPR :
• Should be with sufficient details to indicate the possible fate of
the project when implemented
• Should meet the various types of analyses – financial, technical,

social aspects etc..
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Various aspects under DPR

(a)Technology and Design aspects of DPR
• Should deal with minimum technical uncertainties and
specialists findings
• Should include proven technology or design in order to avoid
technical risk
(b)Economic aspects of DPR

• Should justify the location of plant / site, benefits of the
location, available infrastructural facilities
• Availability of resources and its utilisation in efficient manner
(c)Social and Political aspects of DPR

• Public attitude towards a project
• Environmental pollution, ecological balance
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• Influence of Political interests on the DPR
(d)Financial aspects of DPR

• Availability of funds is to be ensured throughout
• Expected return from the results must be considered
Conception of Study and

Feedback
idea evaluation
Contract Design
Utilization and
Construction /
maintenance
Execution
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DPR consists of following main parts ;

(a) Brief history of the project and reference to the proposals

(b) Object and necessity, utility and feasibility
(c) Description of type of works involved
(d) Selection of site or selection of alignment
(e) Details about survey work carried out
(f) Topography, orientation, sub soil data
(g) General specifications and basic design calculations
(h) Arrangements of water supply, sanitary and electrical works
(i) Roads and drains
(j) Availability of labour and materials
(k) Availability of machinery and their transport
(l) Time for execution
(m) Manner of execution
(n) Total cost and revenue, if any.
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CONSTRCUTION PLANNING
• Plans simply list the goals (events) and define the means of
achieving them (activities)
• Process of determining what is to be done, where, when and by
whom
• Plan should be flexible, realistic, basis for project monitoring
and control, provide information in a readily understandable
form
• Schedule, cost, quality and safety – success of a construction
project is evaluated
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Types of Construction Project Plans

(a)Time Plan
• Essence of all construction projects and awarded with bonus
points or penalties depending on the completion of work
(b)Manpower Plan
• Focuses on estimating the size of workforce, division in
functional teams and scheduling the deployment of manpower
(c)Material Plan
• Involves identification of required materials, estimation of
required quantities, procurement plans and monitoring the
usage
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(d) Construction Equipment Plan

• Induction of modern equipment
• Optimum usage to be productive
(e) Finance Plan

• Capital inflow is the lifeline of any project
• Careful planning for funds and finances
• Analyses on the variation in requirement of funds
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WORK BREAKDOWN STRUCTURE

• Technique in project management in which the project is
subdivided into “manageable chunks” in a graphical
presentation
• A task oriented “family tree” that graphically displays the total
work to be completed
• At the lowest level of WBS, the work elements are termed as
work packages
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BAR CHARTS
• Graphical representation of a project with its duration of tasks
against the progression of time
• Developed by Henry L. Gantt – also known as Gantt Charts
• Represents the tasks of a project, when each must take place

and how long each will take
• One of the oldest techniques of project management
• Two coordinate axes (horizontal representing the time elapsed

and the other representing jobs or activities performed)
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DRAWBACKS OF BAR CHARTS

(a) Lack of degree of details
• Too many activities makes the chart too clumsy – not suitable
for large projects
• Activities are shown without details of any sub activities
(b) Review of project progress

• Does not show the progress of work – cannot be used as a
control device
• Progress of work at any instant of time is not available
• Rescheduling of activities cannot be done
• Hatching of bars is done half the width showing the progress
of work
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A. Dumping machine in store

B. Notice inviting bidding
C. Finalisation of highest bid
D. Final disposal of machine
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(c) Time uncertainties

• Cannot be used in projects where there are uncertainties in
determination of estimation of time
• Research and development projects like space vehicle launch
projects
• Used for conventional projects like construction and
manufacturing
(d) Activity inter relationships

• Concurrent activities and those ones after the completion of
preceding ones cannot be distinguished easily in a large
project
• Rescheduling of activities are not mentioned in
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NETWORK METHODS
• Outcome of improvements in Gantt and Milestone charts
• Step by step graphical representation of the work in the

form of a network or arrow diagram
• PERT, CPM, UNETICS, LESS, TOPS, SCANS...

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Elements of Network
• Network is a flow diagram consisting of activities and
events connected logically and sequentially
• Activities : Breaking up the entire project into a number
of distinct, well defined jobs or tasks (represented by
arrows)
• Events : Beginning and ending of an activity (represented
by circles)
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EVENT
• Particular instant of time at which some specific part of a
plan has been or is to be achieved
• Completion or commencement of an activity
• Act as control points in a project
• Does not consume any time or resources
• TAIL EVENT
• HEAD EVENT
• DUAL ROLE EVENT
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(a) Tail Event

• Marks the beginning of an activity
• Tail event representing the beginning of the project termed
as initial event
• A tail event, representing the beginning of more than one
activity is said to occur when the first activity starts from it.
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(b) Head Event

• Marks the ending of an activity
• Head event representing the commencement of the
project – Final / End event
• When more than one activity, the event is said to have
occurred when all activities leading to it are completed
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(c) Dual Role Events

• Most elements serve dual function (head event to some
activity & tail event to some other)
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• Events must occur at definite time and in particular

sequence or order
(a)Successor events
➢ The event that follows another event
➢ Event that immediately follow another event without any
intervening ones : Immediate Successor
(b)Predecessor events
➢ The event that occurs before another event
➢ Event that immediately come before another event
without any intervening ones : Immediate Predecessor
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CEPM / MOD 1 / CE /
SJCET / austin
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ACTIVITY
• Actual performance of a task
• Consumes time and resources
• Represented by arrows in network diagrams
• Not a vector quantity
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(a) Parallel activities

• Activities performed simultaneously and independently
(b) Serial activities

• Activities performed one after the other, in succession
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Predecessor activity
• Activity required to be performed before another activity /
job can begin
• Immediate predecessor
Successor activity
• Activity to be performed after the performance of another
activity
• Immediate successor
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CEPM / MOD 1 / CE /
SJCET / austin
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CEPM / MOD 1 / CE /
SJCET / austin
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CEPM / MOD 1 / CE /
SJCET / austin
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CEPM / MOD 1 / CE /
SJCET / austin
Common Situations
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Numbering the Events in a Diagram

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Project Evaluation and Revaluation

Technique (PERT)
• Network diagram consisting of events that to be
established to reach project objectives
• Event oriented network diagrams in which successive
events are joined by arrows
• Projects non-repetitive in nature and precise time
determination is not possible
• 3 time estimates and uses the probability theory for
reaching the scheduled time
• Research and development projects
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Critical Path Method (CPM)

• Consists of clearly recognisable jobs called activities
• Activity oriented network diagram
• Used for repetitive type projects and accurate time

estimation can be made
• Construction projects
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CEPM / MOD 1 / CE /
SJCET / austin
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Time Estimates : PERT

• Uncertainties regarding the time required for completion
of activities
3 kinds of time estimates

(a)OPTIMISTIC TIME ESTIMATE
• Shortest possible time in which the activity may be
completed under ideal conditions
• Better than normal conditions are assumed to prevail
(no adverse situations)
• Denoted by tO
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(b)PESSIMISTIC TIME ESTIMATE

• Maximum possible time required to complete the activity
• Time taken if all the adverse and abnormal situations
prevailed
• Does not include highly unusual catastrophes like EQ,
floods etc..
• Denoted by tp
(c) MOST LIKELY TIME ESTIMATE

• Represents the time for activity if normal conditions
prevail
• Lies between Optimistic and Pessimistic time estimate
• Denoted by tL
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FREQUENCY DISTRIBUTION
• Curve plotted between time of completion and number
of jobs completed
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Greater uncertainty – less confidence in anticipating

the actual time
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Expected Time (tE)

• Average time taken for the completion of job
• Done algebraically using weighted average derived by
statisticians
• Weightage of 1 for optimistic and pessimistic time and
weightage of 4 for most likely time
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CRITICAL PATH – Longest path (time wise) connecting the

initial event and end event
In PERT tE is taken as the basis for finding the Critical Path
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EARLIEST EXPECTED TIME (TE)

• Obtained by adding expected times of all activities along
an activity path leading to that event
• If more than one activity paths leads to that event, then the
maximum of the sum of tE’s along the various paths will
give the Earliest Expected Time
• Discuss about the time of occurrence of an event
• Appear above or below the node in a network

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• Earliest Expected Time for any event is the sum of

activities expected times (tE) of the activity path
leading to the event under consideration
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LATEST ALLOWABLE OCCURENCE TIME (TL)

• The latest time by which an event must occur, to keep the
project on schedule
• Scheduled Completion Time : Whenever a project is taken
in hand, decision is made regarding the completion time of
project (TS)
• (TS) = (TL)
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CEPM / MOD 1 / CE /
SJCET / austin
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SLACK
• Difference between the latest allowable time and earliest
expected time of an event
S = TL – TE “TIME TO SPARE”
POSITIVE SLACK
• TL is more than TE for an event (excess resources)
ZERO SLACK
• TL is equal to TE (adequate resources)
NEGATIVE SLACK
• TS (hence TL ) is less than TE (lack of resources)
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CRITICAL PATH
• Longest path (time wise) connecting the initial and end
event
• Path which connects the events having zero or minimum
slack times
• Events are critical that any delay in their occurrence will
result in the delay in the scheduled completion of project
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CEPM / MOD 1 / CE /
SJCET / austin
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Probability of Meeting Scheduled Time

STEP 1
• Determine the standard deviation (σ) of the critical path
STEP 2
• Knowing the scheduled time of completion (Ts) and the
earliest expected time of completion (TE), find the time
distance (slack) in terms of Probability Factor Z :
Step 3
• Find % probability with respect to the Probability factor
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CEPM / MOD 1 / CE /
SJCET / austin
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CRITICAL PATH METHOD (CPM)

• More realistic and more accurate information can be
obtained – results more reliable than PERT
• Preferred for repetitive type projects
• Activity Oriented Network
• Time estimate : Probabilistic approach and Deterministic

approach
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ACTIVITY TIME ESTIMATE

• Avoids the uncertainty factor of 3 time estimates
• Estimated time represented by ‘t’ (written near the arrow)
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(a) EARLIEST EVENT TIME (TE)

• Earliest time at which the event can occur
• Similar to Earliest expected time in PERT (uncertainty
word – “expected” is removed)
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CEPM / MOD 1 / CE /
SJCET / austin
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(b) LATEST ALLOWABLE OCCURENCE TIME (TL)

• Latest time by which an event must occur to keep project
on schedule
• Similar to Latest Allowable time in PERT
• TL = TS
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CEPM / MOD 1 / CE /
SJCET / austin
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START & FINISH TIMES OF ACTIVITY

(a) EARLIEST START TIME (EST)
• Earliest time by which activity can commence
• Usually equal to Earliest Event Time
(b) EARLIEST FINISH TIME (EFT)

• Earliest time by which the activity can be finished
• Usually equal to Earliest start time plus estimated
duration of activity
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(c) LATEST START TIME (LST)

• Latest time by which an activity can be started without
delaying the completion of project
• Usually equal to latest finish time minus the activity
duration
(d) LATEST FINISH TIME (LFT)

• Latest time by which activity can be finished without
delaying the completion of project
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FLOAT
• Associated with activity times and analogous to slack
• Range within which an activity start time or its finish time

may fluctuate without affecting the completion of project
• Total Float, Free Float, Independent Float and

Interfering Float
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TOTAL FLOAT
• Difference between maximum time available and the
actual time required
• Total Float = LST – EST
FREE FLOAT
• Positive total float used by an activity without delaying
the succeeding activity
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INDEPENDENT FLOAT
• Excess time that exists if the preceding activity ends as
late as possible and succeeding activity starts as early
as possible
• Minimum available time over the required activity
duration
INTERFERING FLOAT
• Difference between total float and free float
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CRITICAL PATH
• Longest path through the network and time along this
path gives the project duration
• Determined using Total Float calculations
• Activities on the critical path are those with Total float

minimum or equal to zero
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CEPM / MOD 1 / CE /
SJCET / austin

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1

CIVIL ENGINEERING PROJECT

CEPM / MOD 1 / CE / SJCET / austin

CEPM / MOD 1 / CE / SJCET / austin

CEPM / MOD 1 / CE / SJCET / austin

CEPM / MOD 1 / CE / SJCET / austin

CEPM / MOD 1 / CE / SJCET / austin

CEPM / MOD 1 / CE / SJCET / austin

➢Budget Preparation and Finance

Technical Reports CEPM / MOD 1 / CE / SJCET / austin

➢A project manager prepares various reports in connection with a

CEPM / MOD 1 / CE / SJCET / austin

• The Construction Industry in India is the second largest after

• The present level is inadequate to meet the demand of the

• Time and cost overruns and disputes in various contracts

• Important to understand the problems and find remedial

CEPM / MOD 1 / CE / SJCET / austin

• Unique and temporary in nature

• Project management is the practice of initiating, planning,

CEPM / MOD 1 / CE / SJCET / austin

UNIQUE FEATURES OF CONSTRUCTION

CEPM / MOD 1 / CE / SJCET / austin

PHASES OF CONSTRUCTION PROJECT

PRE – PROJECT POST PROJECT

CEPM / MOD 1 / CE / SJCET / austin

PRE – PROJECT PHASE

CEPM / MOD 1 / CE / SJCET / austin

(a) Initiation / Idea Phase

CEPM / MOD 1 / CE / SJCET / austin

✓ Conceptual : Preliminary process diagrams and layouts are

CEPM / MOD 1 / CE / SJCET / austin

Basic Design phase Detailed Design phase Tendering phase

Closure phase Execution phase

CEPM / MOD 1 / CE / SJCET / austin

(a)Basic Design phase

(b)Detailed Design phase

CEPM / MOD 1 / CE / SJCET / austin

(d)Execution / Construction phase

(e)Closure / Completion phase

CEPM / MOD 1 / CE / SJCET / austin

POST PROJECT PHASE

Utilization phase Close – down phase

• ‘Turn over’ phase

CEPM / MOD 1 / CE / SJCET / austin

(b)Close – down phase

CEPM / MOD 1 / CE / SJCET / austin

DETAILED PROJECT REPORT (DPR)

CEPM / MOD 1 / CE / SJCET / austin

• Base document for planning and implementing the project

• Should meet the various types of analyses – financial, technical,

CEPM / MOD 1 / CE / SJCET / austin

Various aspects under DPR

(b)Economic aspects of DPR

(c)Social and Political aspects of DPR

CEPM / MOD 1 / CE / SJCET / austin

• Influence of Political interests on the DPR

(d)Financial aspects of DPR

Conception of Study and

CEPM / MOD 1 / CE / SJCET / austin

DPR consists of following main parts ;

(a) Brief history of the project and reference to the proposals

CEPM / MOD 1 / CE / SJCET / austin