Project Management Gantt And Schedules Construction Essay

purport Management Gantt And Schedules turn of nonethelessts Essay hurtle Management is a huge subject and with pop out it, construction or engineering foresees as we know them today simply could not be undertaken.Project management has compulsi mavind to adapt as the industry has grown and methods curb demonstrable particular in the last century, which has seen possibly the greatest translation of all. Some sen successionnts of Project management have had to be adapted with this whereas others have led the way to change, thank to innovative thinking from the likes of Fayol and Maslow.The successful management of a civil engineering have depends upon a outcome of factors. Planning, Organisation, Communication, Decisiveness ar all subcategories that need managed. It is imperative that the erectht procedures are put in govern at the start of the project.Good project management testament allow for excellent organisation and bring in better control and use of resources re duced complexity and early identification of problems leading to quicker correction.A project manager should have a sound body of knowledge that entrust overwhelm the ball club core countrys of scope, time, embody, risk, integration, quality, procurement, communications and pitying resources. In addition to a project engineers professional judgement they ordain need to call upon the necessary tools in order to manage a project successfully, which could include medieval or similar tasks undertaken or specific management tools, such as graphs and records.History of SchedulingGantt charts were developed by mechanical engineer, Henry Laurence Gantt in the early 20th century as a visual tool to show scheduled and actual progress of projects. Although commonplace, today the Gantt chart was fundamental change in the way projects were managed at the time. Gantt charts were first utilize on high profile construction projects like the vacuum Dam (1931) and the interstate highway n et meet (1956).Complex ne 2rk diagrams called overbold (Program Evaluation and Review Technique) charts were invented as part of the Polaris missile submarine course in 1955. Booz-Allen Hamilton piece of worked with the U.S. Navy to create these charts and schedules.The Critical trend Method (CPM) was developed by the DuPont corporation in 1957, to deal with a variety of tasks and numerous interactions at many points in time. Arguably, the evolution of modern project management is a direct consequence of the need to fuddle effective use of the data generated by the schedulers in an attempt to manage and control the minute form.The Work Break downcast Structure (WBS) was initially developed by the U.S. defence department, as an advancement of the PERT system noted above. In 1968, it was issued as a military standard, which required the use of work sectionalisation structures a marker the U.S. defence department. The standard has been revised and up watchd over the years and is still in use today.ProjectInstalling new steel beams throughout an existing masonry building and adding a new floor.The project go forth start on January the 14th and is to be padd by Friday the 29th of March.List of TasksI have assumed the process of this project management start from the design phase. subsisting masonry strength investigated/tested for dexterity to take loadsBuilding survey to set out the masonry piers and levels trade namework design required based on loads to be imposed /spans amid piersTimber floor joists and edge restraints designed (with timber plyboard deck to act as structural diaphragm).Fabrication drawings sinless and issued for tenderSteel Tender stop rogueFabricator chosen and sign up signed for steelworkFabrication commencesMethod tilt to complete (Health and Safety)Method statement pass by CDM co-ordinatorErection of scaffolding around piersExisting general masonry repair to piersMasonry removal for padstone and commission end of beamsPad stone installation (Pouring of the in-situ concrete padstone)Concrete padstone curingOrdering of steel installation equipment (crane rig or cherry pickers)Steel delivery to rankSteel erection and fixingTimber slide on siteTimber floor joists fittedplywood cut to sizeTimber edge restraints opinionatedPlywood decking fitted.Scaffolding around piers removedProject handed over to client for fit outAs built drawings records sent to Building ControlProject Completion.The importance of getting this engineering aspect of the project unblemished on time (using affective and accurate scheduling) will allow the decking to be fitted and make the floor usable, enabling the fit out to commence on time and without the need for expensive atypical platforms.Estimated resources and time periods for the tasksTask resources for personnel- abbreviations for use in tables, charts etc.PM Project ManagerSU SurveyorSE structural EngineerFB Steel FabricatorSW Site WorkersHS CDM co-ordinator (He alth Safety)Estimated No. of days required to complete the task. force-out resource abbreviationBreakdown of time and resources exampleDetailed name of the task from task cite on previous pageShortened task name as it will appear in schedulesPM0 geezerhoodExisting masonry strength investigated/tested for ability to take loadsExisting Masonry TestSU7 DaysBuilding survey to set out the masonry piers and levelsBuilding SurveySU3 DaysSteelwork design required based on loads to be imposed /spans between piersSteelwork deviseSE4 DaysTimber floor joists and edge restraints designedTimber DesignSE3 DaysFabrication drawings completed and issued for tenderFabrication DrgsSE3 DaysSteel Tender periodSteel Tender PeriodFB7 DaysFabricator chosen and contract signed for steelworkFabrication ContractsPMN/ASteel fabrication commencesSteel FabricationFB15 DaysMethod statements to complete (Health and Safety)Method StatementsPM2 DaysMethod statement approved by CDM co-ordinatorCDM ApprovalHS5 Days Erection of scaffolding around piersScaffoldingSW3 DaysExisting general masonry repair to piersMasonry RepairSW2 DaysMasonry removal for padstone and style end of beamsMasonry RemovalSW2 DaysPadstone installation (Pouring of the in-situ concrete padstone)Padstone InstallationSW2 DaysConcrete padstone curingConcrete CuringN/A3 DaysOrdering of steel installation equipment (crane rig or cherry picker)Plant OrderPMN/ASteel delivery to siteSteel DeliveryFB1 DaySteel erection and fixingSteel ErectionSW2 DaysTimber cut on site to fitCutting TimberSW1 DaysTimber floor joists fittedTimber JoistsSW4 DaysTimber edge restraints fixedTimber RestraintsSW3 DaysPlywood cut to sizeCutting PlywoodSW1 DayPlywood decking fittedPlywood beautify FixedSW1 DayScaffolding around piers removedScaffolding RemovalSW1 DayProject handed over to client for fit outProject drop dead OverPMN/AAs built drawings records sent to Building ControlAs Built RecordsPM1 DayProject CompletedProject CompletedN/AN/AWork Bre akdown Structure (WBS)The WBS communicates a clear view of the sum up scope of the project, providing a logical and coherent statement of what the project comprises of. The WBS is neither over-simplified or likewise complex. It is not a project plan or a project schedule, and it is not a chronological listing. A coding system is implemented to enable cost, schedule, technical and other data to be cross referenced across a project.The project manager is to structure the project work into WBS elements that areDefinable stop be described and easily understood by project participants.Manageable a unit of work where specific responsibility/authority croupe be assigned.Estimate duration and cost can be estimated in terms of resources.Independent minimum dependence on other on-going elements (i.e. conveyable to a single task), and clearly distinguishable from other work packages.Integrate integrates with other project work elements and with higher level cost estimates and schedul es to include the entire project.Measurable can be used to evaluate progress has start and end dates and measurable milestones.Adaptable sufficiently flexible so the addition/ excretory product of work scope can be accommodated in the WBS framework.On the following pages are two different forms of the WBS. A standard tabular view used for quick reference / easy production, and the much familiar tree structure view used to show more clearly the flow of tasks and their relationships.Gantt ChartsA common technique for scheduling construction activities is the Gantt chart, named after the developer Henry Laurence Gantt, as mentioned in the introduction section.The Gantt chart lists the construction tasks that need to be performed down a single column, generally in the order in which they are to be carried out, along with a second column indicating the length of time required to complete individually task. At the top of the chart, dates for the construction project are noted in a naiant row. To the right of all(prenominal) task a line/bar indicates the starting date to the completion date for that task. All tasks in the first column are charted in this manner across the rows of the chart, with the bar for each(prenominal) task beginning at the earliest possible starting date. Many tasks must be completed in sequence, requiring the completion of one bodily function before the next can be started, although some tasks whitethorn be completed independently of other work and can be charted when the work is to the highest degree convenient.The charting of activities allows the project manager to identify critical points in the construction schedule and provides the opportunity to adjust the tasks to meet schedule demands. Gantt charting is useful for small projects that must be completed in a linear manner, or one step after the other, and for contractors who have small crews and can only engage in one operation at a time.Most Gantt charts these days are con structed using computer scheduling programs. Templates provide a listing of typical construction tasks so the project manager only has to insert the duration of the work scheduling programs have advanced to the point where data about the activities, such as duration and sequence, can be provided and the entire chart generated. For my worked example I have used Microsoft Project.On the following page is a Gantt chart, listing the project tasks and scheduling dates of completion noting how each task is related and creating a program of works in real time, with dates and deadlines throughout the working week. It outlines which tasks are reliant on others and also which can run concurrently or have no specific scheduling requirements. For example the steel involve to be designed and ordered before it can be delivered to site and the padstones it sits on would need to be in place and the concrete cured before the steelwork could be erected. To maximise time efficiency these tasks will r un concurrently (i.e. padstones can be installed while steel is fabricated and before it is delivered to site) these links between tasks can be seen on the Gantt chart.Critical Path Analysis (CPA)Similar to the Gantt chart the critical street analysis is a project-management technique that lays out all the activities needed to complete a task, the time it will take to complete each action mechanism and the relationships between the activities. Also called the critical path method, critical path analysis can help predict whether a project can be completed on time and can be used to predict problems within the program both before starting it and as it progresses, to keep the projects completion on track and ensure that deliverables are ready on time. advancing from the Gantt chart on the next page is the project critical path (highlighted in red on the subsequent page). Any fluctuations to these dates would have a knock on effect to the overall programming of the project meaning tim e would need to be made up elsewhere on the remaining tasks, or possible weekend overtime working would need to be implemented to ensure the project was completed by the March 29th deadline.Project Evaluation and Review Technique (PERT)As projects become even more complex and unpredictable, more complex scheduling methods become appropriate. Methods such as the program rating and review technique combines critical path analysis with probability to identify completion dates that are optimistic, pessimistic, and approximately likely. Such scheduling techniques are not applicable to every project, but whitethorn be used in large construction projects that are likely to be influenced by nature or human factors. Examples include projects that are to be completed during unseasonable weather conditions or grading in an area that may be delayed due to unknown underground conditions.PERT planning involves the following go that are described below.Identify the specific activities and miles tones. The activities are the tasks required to complete a project. The milestones are the events fall guy the beginning and the end of one or more activities. Using a work break down structure is helpful to list the tasks that in later steps can be expanded to include information on sequence and duration.Determine the proper sequence of the activities. This step may be have with the task identification step above since the bodily process sequence is evident for some tasks. Other tasks may require more analysis to determine the exact order in which they must be performed. take a crap a network diagram. Using the activity sequence information, a network diagram can be drawn showing the sequence of the serial and parallel activities. Each activity represents a node in the network, and the arrows represent the relation between activities. Software packages simplify this step by automatically converting tabular activity information into a network diagram.Estimate the time required fo r each activity. Days are a commonly used unit of time for activity completion, but any consistent unit of time can be used. PERT has the ability to deal with uncertainty in task completion time. For each activity, the model usually includes three time estimates sanguine time generally the shortest time in which the activity can realistically be completed, also referred to as the best time.Most likely time the completion time having the highest probability. Note that this time is different from the expected time, (as explained below).Pessimistic time the longest time that an activity might require, also referred to as the worst time.PERT can also assume a beta probability distribution for the time estimates.Expected time For a beta distribution, the expected time for each activity can be approximated using the following weighted averageExpected time = ( Optimistic + 4 x Most likely + Pessimistic ) / 6This expected time is not incessantly used on the network diagram.On the foll owing page I have used Project Evaluation and Review Technique (PERT) scheduling to construct a network diagram that estimates best, worst and most likely time periods for each task. While also determining the proper sequence of the activities with a critical path and milestones.