Explain Gantt Chart.

3 MARKS
• A Gantt chart is a project management tool assisting in the
planning and scheduling of projects of all sizes; they are
particularly useful for visualising projects.
• A Gantt chart is defined as a graphical representation of activity
against time; it helps project professionals monitor progress.
• Gantt charts are essentially task scheduling tools: project
management timelines and tasks are converted into horizontal
bars (also called Gantt bars) to form a bar chart.
State features of electromagnetic flow meter. 4 MARKS
Explain in detail different project management functions
7 MARKS
1. Scoping
Scope is the process of defining what work is required. Also, you have
to make sure all of that work, and only that work, is done.
2. Planning
Planning is the process of identifying desired goals, reducing risks,
avoiding missed deadlines, ultimately delivering agreed outcomes in the
form of a product or service.
3. Estimating
Estimating is a critical part of project planning which includes the
estimated cost of the project in quantitative terms, the resources used,
and the duration of project completion.
4. Scheduling
The scheduling function is the activity of compiling a list of activities with
the start and finish times of each job in the project, ideal completion
duration, and resources assigned to each activity. Effective project
scheduling is a critical component of successful time management.
5. Organizing
The organizing function is an activity that confirms or ensures all team
members understand well their roles and responsibilities, also the
relationship with you as the project manager.
6. Directing
Directing is the most leadership-centered function of the five. It includes
Instructing, guiding, supervising and influencing team to achieve the
project goals. This is the area where goals and objectives for the whole
group are set.
7. Controlling
The activity of this function includes controlling over the activities that
take place in a project so that it goes according to plan or does not
deviate. The project manager will use a standard measurement matrix
for each ongoing activity. This function is arguably the most difficult and
important function because it determines effectiveness and success of
the project.

List types of contracts used in Engineering and construction

industries and explain them in detail. 7 MARKS
Some common types of contracts are used in the engineering and construction industry:
 • Lump Sum Contract
• Unit Price Contract
• Cost Plus Contract
• Incentive Contracts
• Percentage of Construction Fee Contracts
Lump Sum Contract
With this kind of contract the engineer and/or contractor agrees to do the a described and
specified project for a fixed price. Also named "Fixed Fee Contract". Often used in
engineering contracts.

A Fixed Fee or Lump Sum Contract is suitable if the scope and schedule of the project are
sufficiently defined to allow the consulting engineer to estimate project costs.

Unit Price Contract

This kind of contract is based on estimated quantities of items included in the project and
their unit prices. The final price of the project is dependent on the quantities needed to carry
out the work.

In general this contract is only suitable for construction and supplier projects where the
different types of items, but not their numbers, can be accurately identified in the contract
documents.

It is not unusual to combine a Unit Price Contract for parts of the project with a Lump Sum
Contract or other types of contracts.

Cost Plus Contract

A contract agreement wherein the purchaser agrees to pay the cost of all labor and materials
plus an amount for contractor overhead and profit (usually as a percentage of the labor and
material cost). The contracts may be specified as

• Cost + Fixed Percentage Contract

• Cost + Fixed Fee Contract
• Cost + Fixed Fee with Guaranteed Maximum Price Contract
• Cost + Fixed Fee with Bonus Contract
• Cost + Fixed Fee with Guaranteed Maximum Price and Bonus Contract
• Cost + Fixed Fee with Agreement for Sharing Any Cost Savings Contract
This types of contracts are favored where the scope of the work is indeterminate or highly
uncertain and the kinds of labor, material and equipment needed are also uncertain. Under
this arrangement complete records of all time and materials spent by the contractor on the
work must be maintained.

Cost + Fixed Percentage Contract

Compensation is based on a percentage of the cost.

Cost + Fixed Fee Contract

Compensation is based on a fixed sum independent the final project cost. The customer
agrees to reimburse the contractor's actual costs, regardless of amount, and in addition pay
a negotiated fee independent of the amount of the actual costs.
Cost + Fixed Fee with Guaranteed Maximum Price Contract
Compensation is based on a fixed sum of money. The total project cost will not exceed an
agreed upper limit.

Cost + Fixed Fee with Bonus Contract

Compensation is based on a fixed sum of money. A bonus is given if the project finish below
budget, ahead of schedule etc.

Cost + Fixed Fee with Guaranteed Maximum Price and Bonus Contract
Compensation is based on a fixed sum of money. The total project cost will not exceed an
agreed upper limit and a bonus is given if the project is finished below budget, ahead of
schedule etc.

Cost + Fixed Fee with Agreement for Sharing Any Cost Savings Contract
Compensation is based on a fixed sum of money. Any cost savings are shared with the buyer
and the contractor.

Incentive Contracts
Compensation is based on the engineering and/or contracting performance according to an
agreed target - budget, schedule and/or quality.

The two basic categories of incentive contracts are

• Fixed Price Incentive Contracts

• Cost Reimbursement Incentive Contracts
Fixed Price Incentive Contracts are preferred when contract costs and performance
requirements are reasonably certain.

Cost Reimbursement Contract provides the initially negotiated fee to be adjusted later by a
formula based on the relationship of total allowable costs to total target costs. This type of
contract specifies a target cost, a target fee, minimum and maximum fees, and a fee
adjustment formula. After project performance, the fee payable to the contractor is
determined in accordance with the formula.

Percentage of Construction Fee Contracts

Common for engineering contracts. Compensation is based on a percentage of construction
costs.

List out major events that take place while planning the
schedule. 3 MARKS
1. Define your project goals
2. Identify all stakeholders
3. Determine your final deadline
4. List each step or task
5. Assign a team member responsible for each task
 6. Work backward to set due dates for each task
7. Organize your project schedule in one tool, and share it with your
team.

State the various steps of CPM network technique for

project planning. 4 MARKS
There are six steps in the critical path method network
technique for project planning:

Step 1: Specify Each Activity

Step 2: Establish Dependencies (Activity Sequence)

Step 3: Draw the Network Diagram

Step 4: Estimate Activity Completion Time

Step 5: Identify the Critical Path

Step 6: Update the Critical Path Diagram to Show

Progress

List functions of project manager and explain each in

detail. 7 MARKS
1. Log Requirements

Create requirements for the project either in a project requirements

document or in user stories.

We do this by taking the basics from the Statement of Work (SOW) or

from client notes and putting them together to show all the must-haves,
details, and pertinent information that any stakeholder or project team
member would need to understand to successfully collaborate if they
were to be working on that project. This is the “blueprint” of the project.
2. Keep The Project Organized

Creating a folder structure for documents and assets.

It's one of the responsibilities of a project manager to keep all the

information pertaining to the project in a single place that everyone has
access to, so that stakeholders and project teams can find the
information they need easily. Usually, this lives either on a shared drive, a
Google Drive, Dropbox, or some other way that the team at large can find
assets and information, such as a digital asset management software.

3. Create A Timeline

Listing out all tasks and plotting them in a timeline, calendar, or sprint
cycle.

Having time management skills is essential to being a good project

manager, one of the first things we have to ask ourselves is “what has to
happen right now, and what has to happen next, in order for this project
to launch on time?”

How you create this really depends on the project schedule. If it is

immovable, you would create a timeline from that immovable end date
backwards. If it is flexible, you would create a timeline starting from the
present time, and working out until a suitable launch date.

4. Track Budget

Ensuring that the project is not in danger of costing more than

expected.

It’s usually the most basic question for team leadership: do we have
enough money to do this project? Most times, budgets are fixed by the
time the project manager takes over, so the process is to take that
budget and spread it out over the timeline you’ve created and track the
requirements you’ve laid out. The numbers have to work, or the project
budget is in danger and the project could end up costing more than it is
bringing in.
5. Motivate The Team

Ensuring the team has what they need to be successful.

Creating all of the documentation and timelines and budgets is great,

but your project team (and your clients) are going to need guidance to
continue moving the project forward. It’s not enough to aim for project
success—once those items are in place, you have to make sure things
keep happening according to plan, and everyone has what they need for
the task at hand.

6. Problem Solving

Guiding the team through problems that may arise throughout the
development stages.

Problems are the unwelcome but inevitable traps and puzzles that keep
our projects from moving forward according to plan. They’re team
morale-busters. They’re the seeds of scope creep and uncomfortable
escalations. They’re probably best avoided.

Unless you’re a project manager, that is.

As a project manager, your job is to run towards the problems and get
them addressed in a timely manner so that they don’t knock your
budget and schedule off the rails.

7. Manage Risk

Predicting possible risks and coming up with contingency plans to

save as much time and resources as possible.

When you can avoid a problem, it’s usually better to do exactly that. As a
project manager, it’s expected that you are constantly looking ahead to
help the team identify, analyze, prioritize, plan, assign, monitor, and
respond to risks. By doing that, you can reduce, transfer, and sometimes
even mitigate the impact of those risks should they come to fruition.