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ConstructionProject management

Osama YaseenMurad Al-khateeb

Submitted in partial fulfillment of construction project management for the bachelor degree in civil

engineering

Close Sport Hall

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Graduating project consist two parts :

The first part include preparing a theoretical research.

The second part includes the application of the principle

in construction project management.

Contents

Project Cost Management

Project Time Management

Project Planning Management

Project integration management

Introduction to construction management

(PMBOK)

Project Quality Management6

Project Human Resource Management7

Project Communications Management8

9

Project Procurement Management10

Contents

Project Risk Management

(PMBOK)

What is Project?What is Project?

Project is the collection of activities, that are related or connected, for developing a product or a service, Projects have always start and end times. Projects have always a customer who uses the results.

Cycle define project

unique

timescale budget

Limited resources

Projects

Define

Project Management

What is Project Management?

Project Management is the skills, tools and management processes required to undertake a project successfully.

It is a set of principles, practices, and techniques applied to lead project teams and control project schedule, cost, and performance risks to result in delighted customers.

What is the Project Management Body of Knowledge (PMBOK)?

The Project Management Institute has identified nine topic areas to define the scope of project management knowledge as follows: scope, integration, time, cost, quality, human resources, communications, risk, and procurement.

During the summer of 2009 in the building of the sports hall closed inTulkarm, and faced a big problem in the construction phase, and specificallythe problem was in the rebar.

This problem was discovered later on, after the completion of the process of pouring the foundations and Ground beams.

The reason for this delayed test results iron Where the sample results shownin the laboratories of An-Najah National University, said the failure of thesamples where the strength of the iron is less than required 4200Kg/cm2 andwill therefore be to remove the work carried out in the project and thedeportation of iron is not in conformity with the specifications of the site andre-establishment of defective parts.

Brief Description Part Two

Drawings of Project:

Information of the project

1

The project area 1744 m2.

2

The project consists of stadiums and sports arenas and seats for a capacityaudience of more than 1000 spectators and contains a variety of restaurants,rooms and bathrooms..

3

The owner of the project Municipality of Tulkarem and the Ministry ofYouth and Sports and USAID-funded

4

According to the contract for Project 340 day, every day of delay will bepaid 600 shekels.

First will be planned for the project normally (before the problem occurred),and calculating the duration of the project and the total cost and the cost ofresources.The purpose of our study is to obtain the final cost, and duration for it. Inorder to obtain these values we followed the following steps:

Original case Original case (The initial planning phase)

•Work breakdown structure: The project is divided into activities in a process called work breakdown structure. In this project we breakdown it according to the type of level in building, of in the following:

Close Sport Hall

•Shows in the following Figure (WBS) :

2- Calculate the cost of resources (Labor /Material / Equipment)Project Name. Coverd sport hall ORIGINAL CASE EVALUATION

ID Activity Duration

                

Profit Over head Total Cost (NIS)

Labor duration(day) NO. Cost/Day Total cost (NIS) Material Unit Cost/Unit total cost(NIS) Equipment duration(hour) Unit Cost/hour total cost (NIS) Total Cost Resources (5%) NIS (10%) NIS All Project

CSH.F Foundation level        NIS 132608   m3   260750

        58320451678 22583.9 45167.8

519429.7

CSH.F.E Excavation          72672       85500

        58320216492 10824.6 21649.2

248965.8

                      

              

 

FE.10 Surveing 6 man labor 6 3 80 1440                 0 1440 72 1441656

                                        

FE.20 Mobilization 2 man labor 2 3 80 480                 0 480 24 48552

                                0 0 0 00

FE.30 Site Preparation 2 man labor 2 5 80 800         Popcat 16 1 120 1920 2720 136 2723128

      Supvisor 2 1 96 192                 0 192 9.6 19.2220.8

                                        

FE.40 Piles Works 15 man labor 15 5 806000

Concrete B300 95 700 66500 Excavator 120 1 15018000 90500 4525 9050

104075

      Site Eng 15 1 1281920

Steel       Trucks 120 2 409600 11520 576 1152

13248

      Supvisor 15 2 962880

        Popcat 120 1 12014400 17280 864 1728

19872

      Steel Former 12 9 9610368

               0 10368 518.4 1036.8

11923.2

              

                      

 

FE.50 Excavation For Tie beams 5 man labor 5 15 806000

        Popcat 40 1 1204800 10800 540 1080

12420

      Site Eng 5 1 128640

               0 640 32 64

736

      Supvisor 5 1 96480

               0 480 24 48

552

              

                      

 

FE.60 Ground beams works 28 man labor 28 15 80 33600                 0 33600 1680 336038640

      Site Eng 28 1 128 3584                 0 3584 179.2 358.44121.6

      Supvisor 28 1 96 2688                 0 2688 134.4 268.83091.2

                                        

FE.70 Backfilling bonkor 10 man labor 10 2 80 1600 bacecoarse LM 19000 19000 popcat 80 1 120 9600 30200 1510 302034730

                                0 0 0 00

                                        

CSH.F.C Concreting           59936       175250         0 235186 11759.3 23518.6270463.9

3-Schedual planning by primavera 6.0 (Original Case)

In the initial planning phase was the work of a timetable for the project

using Primavera 6.0 were created for the project (330 days), but the

maximum duration of the contract 340 days within any period allowed by.

The cost of the project 2,828,241 shekels.

But after the completion of the planning process found that a significant

increase of more than allowed in the human resources (number of daily

working hours more than the calculated hours) for this reason we must

get rid of the human resources or the number of hours in excess of the

limit and there are many methods for the level of resources.

Original Case No.2

(The final planning phase)

Increase Resource

•Graph of resources by the initial planning phase:

Increased resources have been removed in the project after changing the

dependency of activities and a small increase on some of the resources without

affecting the duration of the project or cost as shown in the blue circle

After change dependency & Total Float

•Level of Resourcing

Graph of resources After leveling

In this project will change the dependency of the activities and increase the total float and delay some activities and a small increase in resources for some activities to get rid of the excess resources

without affecting the duration of the project.

Problem caseProblem Case Problem Case

During the implementation of the project and approach to the completion of the

foundations and the stage of completion of the reinforcement of ground beams and

pouring, studies showed that the strength of the iron less than the Strength required and

the basis of this report, it will be removed works, and the ground beams re-works again.

Because of this problem will be the work schedule again, and calculating the cost of this problem and its impact on the project in terms of time, cost and resources.

•Work breakdown structure:Will add some new Levels of the project are the following (red color): CSH-2 – Close Sport Hall CSH-2.F _ Foundation Level CSH-2.F.E _ Excavation CSH-2.F.C _ Concreting CSH-2.F.R_ Repair & Maintenance CSH-2.F.F_ Finishing

Problem case

Picture of removed works

Problem caseThe results of the Problem Case:

Duration of the project has become in this case 370 days and cost become 2,969,065 NIS

whereas the duration of the contract must not exceed 340 days and each day of delay is a fine

(liquidated damages) of 600 shekels delay value and the project will be delayed 30 days from the

date of the scheduled delivery and therefore will be the total cost of the project are as follows:

•Total Cost = (2,969,065) + (30*600) = 2,987,065 NIS

Solution Case

There are several suggestions and solutions for the control of the project better and study these solutions and choose the best solutions.

• Steps to resolve this problem:

•The time:1 - will increase the number of working hours per day(overtime), adding one hour per day, for some critical activities and this will lead to reduce the number of days of activity and thus reduce the number of days of the project.2- We will change the dependency of some activities and reduce the lag between them and change the type of dependency between activities to reduce the duration of project.

Solution Case Solution Case

•FF.10 walls and columns necks Under SOG….. 29day 8hour X 9hour The number of day after reduced =25day

29day 8 hour (reduce this activity to 25day)

1-man labor = 16L*8H*29D*10NIS/h=37120NIS

2-man labor = 16*8*25D*10NIS/h= 32000NIS

= 16*1*25*15 NIS/h= 600NIS

*Cost man labor to reduce 4 day= (32000+600)- 37120 = 880 NIS

In this process was to reduce the duration of the project from 370 days to 338 days.If we wanted to pay a fine for delay if the delay fine (liquidated damages) per day is 600 shekels, and this means (30 * 600 = 18,000 NIS).

Note: 30-day duration of the contract in excess of the calculated (340 days)

•The cost to reduce 32 day is equal 16,484 NIS

Solution Case

Solution Case

•The cost:

1 - will be a check Design of the building in terms of construction and to make sure the safety

of the building, a construction and economic terms, using SAP2000 and make sure the amount

of Steel calculated.

2-Study the possibility of reducing the amount of steel in the slab and Stairs without

affecting the safety of the building and thus reducing the cost in materials.

. •In the original design was the calculated amount of steel In the Stairs& Slab = 6 tons

•However, when we re-design reduce the amount of steel to 4 tons (Safety and economic) and this design reduces the cost of the project

•After having reduced the time period of

370 days to 338 days due to increased

resources.

•As well as we can change the dependency

of some activities

And reduce the time period to 332 days.

Solution Case

Results

•The Results of the Solution Case:

Period of project is now 332 days and the total cost of the project is now as follows:

2,987,065 NIS (problem case) -18,000NIS (liquidated damages) + 16,484 NIS (increase

resource) - (2tons steel*3000NIS=6000NIS Reduce the amount of steel) =2,979,549NIS

•In this case, we can reduce the time 38 days

• and cost saving of (2,987,065 – 2,979.549NIS) =7,516 NIS

Compare Cases Planning Case Problem Case Solution Case

Total Duration 330 day 370 day 332 day

Total Cost 2,828,241 shekels 2,987,065 NIS 2,979,549NIS

Delay(340 day) _ 30 day _

liquidated damages _ 18,000NIS _

•This Table Summarizes the Three Cases:

Update project

After the work schedule and start the implementation, we need to update the project

data into compare the project actually and the planned project and the impact on the

schedule.

Will now be an update of the project data and follow-up activities during the 3 months

from 1 \ 3 \ 2009 to 1 \ 6 \ 2009 using the theory of earned value.

As we can by using this value follow-up project in terms of time and cost, sometimes

called financial values gained with time and which we can make the right decisions to

return the original project if there is a deviation from the previously planned.

Update process of project & Earned value (EVA)

Update process of project & Earned value (EVA)

Earned Value

CPI

EVA

SPI

Earned value Reporting-Costs:

Earned value Reporting-Schedule:

Earned value

Update project

BCWS

BCWPSPI

BCWSBCWPSV

ACWPBCWPCV

ACWP

BCWPCPI

Update

•From this table we calculate the following: Schedule Performance Index (SPI) =0.96

ORSPI=BCWP/BCWS=220,831/229,999=0.96 <1

SPI<1 behind Schedule (Project delayed)

Cost Performance Index (CPI) = 0.89ORCPI=BCWP/ACWP=220,381/249,077=0.89<1CPI<1 Over Budget

S-Curve •Diagram of S-Curve in the project:

ACWPACWP

1/6/2009

BCWSBCWS

BCWPBCWP

TIME (month)

COST (NIS) SV=BCWP-BCWS =220,831-229,999 =- 9,168

CV=BCWP-ACWP =220,831-249,077 =-282,46

•This means that each day one of the actual duration was obtained only 0.96 of the value of planned, in other words that the productivity of the project is only 0.96 of the planned.And this also means that each and every one shekel of the actual cost was obtained only 0.89 of the value of planned.

LOGOOsama Yaseen

Murad Al-khateeb