MFA10103 (2012) - SCM - Effective Construction Management (Lect 05

7/28/2019 MFA10103 (2012) - SCM - Effective Construction Management (Lect 05

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MFA10103

Aftab Hameed Memon


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Management is art of :

arranging various activities and group of people in an

organisation to achieve a common goal

OR

getting work done by others through the process of planning

,organising, leading , controlling , forecasting, co-ordination ,communicating , and motivating to achieve the goal and

objectives of an organisation

MANAGEMENT


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Construction management may be defined as

the management in which group of people of different

categories work together, to execute the project

economically without affecting quality in a

well planned and organised manner

CONSTRUCTION MANAGEMENT


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Planning Organising

Staffing

Controlling

Directing

Co-ordinating

Leading

Forecasting Communicating

Motivating

FUNCTIONS OF MANAGEMENT


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Inception/ conceptual

Study and Evaluation

Design drawings and Estimates.

Specifications.

Procurement.

Construction.

Testing and Commissioning

Operation/ Utilization and maintenance.

PROJECT LIFE CYCLE


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Cost

Time Quality

SUCCESSFUL

PROJECT

Cost

Time Quality

SUCCESSFUL

PROJECT


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Cost management differs from cost control in that it is aproactive process that focuses on the elimination of waste in

business processes and procedures.

Cost management, as much, is a strategic process that stresses

the optimization of efficiency and focuses on the customer andon profitability.

Cost Management is a philosophy, an attitude and a set of

techniques to create more value at lower cost.

Cost Management meets the need of both accurate costs andother relevant information for decision-making. Having accurate

costs and creating more value at lower cost is vital in the world

of survival of the fittest.

CONCEPT OF COST MANAGEMENT


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Cost management is a philosophy of improvement because itpromotes the idea of continually finding ways to help

organization make the right decisions to create more customer

value at lower cost.

It is a set of reliable techniques. These techniques may be used

individually to support a specific decision or together to support

the overall management of the organization.

A set of cost management techniques that function together to

support the organizations goals and activities in called a cost

management system.

CONCEPT OF COST MANAGEMENT


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The basis for effective cost management is to understand coststructure and to analyze the costs flowing through that structure.

Cost management is a strategic process that focuses on the

customer and on profitability. The six steps to effective cost

management are: Understand what causes the cost and revenue structure of the

business

Understand and reduce interfunctional complexity

Provide the tools to manage costs Involve employees in decisions

Increase effectiveness and continuously improve costs

Measure decisions against the strategic business plan

EFFECTIVE COST MANAGEMENT


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Cost management planning and control refers to the capital andfinancial flows of the firm to meet project objectives, firms growth and

the firms mainly engaged in the owner / manager.

Cost engineering and quantity surveying encompass a broad variety

of cost management functions focused on providing independent,

objective, accurate and reliable capital and operating cost

assessments usable for investment funding and project control.

Cost management is considered to be a managerial process, which

aims to improvement and continuous improvement in the

organization.

Cost management systems are understood as being composed of

two main processes: cost estimating processes and cost planning and

control processes.

COST MANAGEMENT IN CONSTRUCTION


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COST MANAGEMENT PROCESS

Cost Management Processes


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Cost management systems are composed of the following costmanagement techniques:

Cost Planning and Control

Estimating

Budgeting

Cash Flow Forecasting

Financial Reporting and Cost Reporting

Cost Code Systems Value Management

Judgement

COST MANAGEMENT TECHNIQUES


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Cost planning can be used effectively to evaluation of projectcost.

More than 80% of project costs are determined during the initial

stages of the design.

Skilful and professional estimating and cost planning add realvalue by enabling informed decision-making from the outset.

Advantages of cost planning include:

tender sum is more likely to equate with the approved budget

less possibility of addendum in BOQ or re-costing

Cost-effectiveness and a value-for-money can be achieved

A balanced distribution of expenditure can produce rational design

Cost planning provides a sound basis for comparing different projects

COST PLANNING AND CONTROL


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Cost planning during the design and construction phases


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In Cost Planning and Control Process, The first phase is establishment of a realistic first estimate

The second is plans how this estimates should be spent among

the various parts or elements of a project.

The final stage is a checking process to ensure that the actualdesign details for the various elements can be constructed within

the cost plan.

Controlling cost is a project team endeavor. Project cost control

effectiveness will be impacted by how well the basic projectmanagement practices are implemented on the project, including

the definition of such items as governance, owner organization

and rosters, roles and responsibilities, project execution

strategies, reporting and communications.



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The estimating technique is usually used in construction at pre-tender stage to provide an indication of the probable cost of

construction.

This will be an important factor to consider in the clients overall

strategy of the decision to build. The estimate will also providethe basis for his budgeting and control of the construction cost.

During the projects development and construction phases this

estimate may be reviewed and revised many times.

An early price estimate which is too high may discourage theclient from proceeding further with the scheme, and so the

potential commission is lost. Alternatively if the estimate is too

low, it may result in an abortive design, dissatisfaction on the

part of the client or even litigation.

ESTIMATING


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The purpose of producing a pre-tender estimate can be used for: Budgeting this decides whether the project should proceed as

envisaged

Controlling this uses the estimate as a control mechanism

throughout the design process Comparing this uses the estimate as a basic for the evaluation

of different design solutions

Estimating is to work from first principles by assessing the

quantities of the various resources of labor, plant, materials andsubcontractors, etc that will be required and the duration of time

involved, obtaining up-to-date quotations from suppliers and

subcontractors and calculating and assessing the cost on an

impartial and objective basis.

ESTIMATING


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A budget is a financial evaluation of the future courses of action set out in abusiness plan. It is prepared in advance and reflects the financialconsequences of the agreed strategies that are necessary to achievecorporate objectives.

The budgetary process fits into the overall planning process, it evaluates the

financial consequences of the plan and provides financial feedback so thatplans can be monitored and revised.

The purpose of a budget system is to serve the needs of management inrespect of the judgments and decisions it is required to make and to providea basis for the management functions of planning and control.

It is a detailed plan which sets out, in money terms, the plans for incomeand expenditure in respect of a future period of time. It is prepared inadvance of that time period and is based on the agreed objectives for theperiod of time, together with the strategy planned to achieve thoseobjectives.

BUDGETING


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Budget Planning

and Relationship


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Actual cash flows is: Cash Flow = Cash inflows to the enterprise Cash outflows from

the enterprise

Most construction projects are individual profit centers, each with

its own cash cycle based on the costs of activities related to theproject and on payments from a client, both of which are

prescribed by a contract.

Typical cash flow on a construction project consists of: cash out

such as bid costs, preconstruction costs engineering, design,mobilization, materials and supplies, equipment and equipment

rentals, payments of subcontracts, labor and overhead; and

cash in such as billings less retentions, retentions, claims and

change orders.

CASH FLOW FORECASTING


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The factors that affect cash flows are the duration of the project,the retention conditions, the times for receiving payments from

the client, credit arrangement with suppliers or vendors,

equipment rentals, and times of payments to subcontractors, etc.

Cash flow at the project level consists of a complete history of allcash disbursement and all earnings received as a result of

project execution. Many construction projects have negative net

cash flows until the very end of construction when the final

payment is received or advanced payment is received beforestarting the project. This is a typical situation when the final

payment consists of retention money and the retention

percentage is greater than the profit percentage of the project.

CASH FLOW FORECASTING


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Financial report and cost report is to record all the financialtransactions, payments in and out, together with amounts owed

and owing. This kind of information is essential for the top

management in decision making and also for the financing of the

project. It helps to know:

financial performance to date

anticipated financial performance of current year

anticipated financial performance at the end of the project

FINANCIAL REPORTING AND COST REPORTING


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An adequate coding system simplifies the data-handling facilityand also provides economy of storage in the case of a computer.

A good and adequate system of coding is one that simplifies that

task of referring to the items to be coded.

The purpose of the cost code system is to enable huge of costdata to be identified and coded for the most efficient application

of cost management throughout the contract period.

COST CODE SYSTEMS


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Value Management is a multi-disciplinary, team orientated, structured,

analytical process and systematic analysis of function which seeks best

value via the design and construction process to meet the needs in

proactive, creative, problem-solving service

The VM procedure also encourages the development of a value culture

within the organization which eases the path to accomplishing desirablechange.

Understanding the VM concept is important as it is not just consider the

cost but it considers the relationship between value, function, quality and

cost in a wider perspective, whereby it eliminated the unnecessary costwhich does not contribute to the projects value, system and facilities

VM has not yet become widely practiced in the Malaysia, hence actions

should now be taken to exert its full potential to improve value for money

for the clients of the industry

VALUE MANAGEMNET


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None of the cost management techniques can be used withoutthe application of judgment by the users.

The relationship can be summarized as follows:

[technique] + [judgment] = [advice]

The good price forecasting technique is include both historicaltrend based data and competent judgment based on

construction experience and knowledge

JUDGEMENT


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Various factors affect the cost management.

One of the most important factor is cost overrun and its source

Cost is a major problem both in developed and developing countries.The trend is more severe in developing countries where these

overruns sometimes exceeds 100% of the anticipated cost of the

project.

FACTORS AFFECTING COST MANAGEMENT

CONSTRUCTION COST OVERRUN


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CONSTRUCTION COST OVERRUN

United Kingdom (UK) : nearly 1/3 of the clients complaints that their

projects generally experienced budget overrun. In Nigeria : A minimum average percentage escalation cost of projects

was 14%.

In Slovenia : 51 % projects faced price overrun

In Croatia : 81% projects faced cost overrun In Bosnia and Herzegovina : 41.23% of the projects faced cost overrun.

In Uganda : (Northern-by-pass project in Kampala) the cost overrun was

more than 100% of the contract price.

Worldwide research in transportation projects : 9 out of 10 projects facecost overrun. The common overruns are between 50 to 100%.

In Malaysia : only 46.8% and 37.2% of public and private sectors

projects completed within the budget respectively.


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For the effectiveness of the cost management, factors that

affected cost overrun should be identified to avoid the

occurrence of cost overrun in a construction project.

Material Related Factors

Labour Related Issues

Owner Responsibility

Contractor Responsibility

Financial Related Factors

Consultant Responsibility

External Factors

COST OVERRUN CAUSES


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Fluctuation of prices of materials : It has a significant impact on cost increase of construction materials.

Often the contractor estimates prices of the tender according to the

present prices at local markets. However, it is known that the tendering

phase is quite long, thus there is a higher chance of price fluctuation. In

case of high prices, the contractor would face the problem of cost

overruns at the execution phase.

Some of the construction materials are in high demand in other sectors

of the respective industry. If the demand far exceeds supply, material

merchants create artificial scarcity of materials, which in turn leads to

escalation of cost of Materials.

In most cases, price fluctuation is rather difficult to predict because it is

objective. It is principally the results of the high inflationary trend in

developing countries or the speculation of suppliers. It should be

prepared and approved in such a mechanism in which benefit of parties

must be guaranteed and fair.

MATERIAL RELATED FACTORS


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High cost of labour

Most of the cases, labour cost increased due to environment

restriction

Shortage of site workers

Inadequate planning of construction activities includes inaccurateestimation of manpower production rates.

contractors may not easily assess the capacity of construction

craftsmen. Such errors in estimating may subsequently cause

delays in overall construction works resulting in cost overrun

LABOUR RELATED FACTORS


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Change in the scope of the project

Scope changes are due largely to inadequate planning and

feasibility studies. If importance is paid at the right time scope

changes and additional works can be considerably reduced

Scope changes normally occasioned by inadequate pre-contract

study and changes arising from redesign and extensive variation

occasioned by change in brief

It may happened due to the clients need (e.g. when they think

that something has been omitted from the existing design), or

they may be due to poor original designs, which turn out to be

difficult to build.

OWNER RELATED FACTORS


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Additional works

Additional work is related to design changes, which is due to lack

of detailed briefing on the functional and technical requirements

of the project by the clients. it is important that careful

consideration be given to issues such as site and environmental

conditions, design specifications, methods of construction andavailability of labor at the preliminary stages.

Bureaucracy in tendering method

OWNER RELATED FACTORS


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Inadequate planning and scheduling

Waste on site

Mistakes during construction

Lack of experience

Poor site management and supervision

CONTRACTOR RELATED FACTORS


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Financial difficulties of owner

Poor financial control on site

FINANCIAL RELATED FACTORS


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Inaccurate quantity take-off

Inaccurate site investigation

Frequent design changes

Mistakes and errors in design

CONSULTANT RESPONSIBILITY


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Effect of weather

Unforeseen ground condition

EXTERNAL FACTORS


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Bespoke/in-house systems

Microsoft Project

Project Costing System (PCS)

Asta Power Project

Primavera Sure Trak

Microsoft Excel

COINS

WinQS

COST MANAGEMENT AND CONTROL SOFTWARE


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Concentrate on work planning and scheduling

Operational plan and a detailed calendar schedule being prepared tomeet project objective

Also consider project shortening & resource leveling identifiable prior

to the start of construction

Settle with planning, shift to implementing the plan & establish aprogress monitoring and information feedback procedure

Continuously, evaluation of field performance as compared with the

establish schedule must be done

considerable time & effort are required to check and analyze the timeprogress of work planned implementation

Do correction, either bring the work back on schedule or to modify the

schedule to reflect changed job condition.

Monitor & rescheduling as required

TIME MANAGEMENT


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ASPECTS OF TIME MANAGEMENT

Establish operational

schedule

Determine effect oncompletion

Plan and implementcorrective action

Update operationalschedule

Measure and report

progress

Compare actual

achievement with that

planned


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TIME MANAGEMENT IS NO

BETTER THAN THE QUALITY

OF THE INPUT

INFORMATION

EVALUATION AND PROGRESS REPORT


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Depends on the degree of time control perceived to be desirable and

feasible for the particular work involved Balance between the cost and effort involved and the management

benefit gained

Cycle time for Cost management & Time Management must be

matched Fast paced project may demand daily progress reports

Large scale job e.g. earth dams may use monthly basis progress or

even longer

However, critical operations may need to be tracked with a quicker &less formal form of cost & production control & more frequent basis

Need to establish a standard procedure for collecting & transmitting

the weekly progress data.




47/90

Compare progress measurement received from site with latest project

schedule. The format?

Tabular listing not suitable for making a comprehensive evaluation of

the current time status of construction operations

Graphic display effective & convenient for the day-to-day timemanagement of a project

Bar Chart excellent medium for recording progress information and

portraying the current time status of individual activities or other project

segment. But it is not a proper tools for evaluating the overall time

status of the project or for planning corrective measures when the workfalls behind schedule.

Project Network can evaluate the overall time status of the project or

plan corrective measures when the work falls behind schedule


PROGRESS ANALYSIS


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Determine the effect of the latest information on the project

completion date and any intermediate time goals that have beenestablished.

Concerned essentially with determining the present length and

location of applicable critical path since the critical path determines

the time required to reach a given network event.

First, check the critical activities

Next, check the possibility that a new critical path has been formed.

Last, check the use of total float values.

PROGRESS ANALYSIS


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EFFECTIVE TIME

MANAGEMENT HIGHLY

DEPENDS ON PROPER

PROJECT PLANNING AND

SCHEDULING


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51/90

If you do not plan for the project,

you are planning for failure

Plans act as road map of complicated process

to manage project

5-P rule

Proper Planning Prevents Poor Performance

FOCUS OF PLANNING


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Determining the future objectives and appropriate

means to achieve it

Answers the basic questions:

What must be done ?

How it should be done ?

Who should do it ?

When it must be done ?

How much it will cost?

FOCUS OF PLANNING

CONSTRUCTION PLANNING


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A rational, sequential and appropriate way ofdirecting the construction activities

An administrative process which translatethe policy into method of achieving the

directed goal

CONSTRUCTION PLANNING

PROJECT SCHEDULING


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It is a process for setting various operations of a

construction projects in sequential orderProject Scheduling addresses issues in time

planning/management

It is graphical representation of work packageProcess for setting activities in sequential order by fixing

start & completion date in such manner that whole project

should be done in orderly and systematic way

It helps to understand project objectives & eliminate any

uncertainties

It provides a basis for monitoring and controlling the work

PROJECT SCHEDULING

ADVANTAGES OF PLANNING AND SCHEDULE


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Alternative methods of construction can be examined at the

planning stage so that a most economical method can beidentified and chosen.

At the time of starting each activity is known, there fore prior

and adequate arrangement for provision of resources of

construction, such as type and quantity of material, man,

machines and finance (money) required at each stage of

construction, can be made.

Scheduling also indicates the quantities of work and duration

of various operations for which plant or equipment cab be

arranged in due time to avoid un necessary expenditure for

keeping the plant idle for dates an which it will not be required.




56/90

It will help in arranging labour both skilled and un skilled

regarding the quality and period for which they required.

The total time for the completion of project can be known.

With the help of actual progress charts it is known that

whether the work is lagging behind or not. If the progress

is slow it can be made fast by speeding up the activities.

Resource illustration is optimised and available resources

can be directed towards various activities with advantages.




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Any changes or modification made in original plans due to

detection of errors in productivity, delay due to weatherconditions and geological conditions can be properly

evaluated and programme can be suitable amended.

Knowing the inter relation ship of various activities andrelative importance of each activity at any stage of

construction will help in fixing their priorities properly.

The ultimate advantages of scheduling is the execution of

construction work in efficient manner without wastage of

the inputs. This will result in gaining maximum possible

construction economy.


IMPORTANCE OF PLANNING AND SCHEDULE


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To give confidence to the client.

To eliminate any uncertainties.

To improve the efficiency of the operation through efficientuse of resources and cost control.

To better understand of the project objectives.

To provide a basis for monitoring and controlling of the

work.

IMPORTANCE OF PLANNING AND SCHEDULE

TIME MANAGEMENT AND CONTROL TECHNIQUES


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Gantt Bar Chart

Critical Path Networks/Method (CPM)

Program Evaluation and Review Technique (PERT)

Elemental Trend Analysis/Line of Balance (LOB)

Milestone Date

Programming Technique

Precedence Network Diagram (PND)

Simulation

TIME MANAGEMENT AND CONTROL TECHNIQUES

GANTT CHART OR BAR CHART


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Bar Chart was developed by Henry Gantt in 1917

It is a graphical representation of work activitiesActs as planning-scheduling model and reporting-control model

The length of bar represents duration of activity

GANTT CHART OR BAR CHART


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ADVANTAGES OF GANTT CHART OR BAR CHART


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Ability to clearly and quickly present the states of project.

To convey often to upper management, the over all statusof a project.

No extensive training is required to learn hw to extract in

formation from them.The period required for execution of each activity or

operation can be observed.

Up date progress of each activity.Resource aggregation.

Lagging of activities can be noticed to manage work.

ADVANTAGES OF GANTT CHART OR BAR CHART


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Bar Chart for Concrete Gravity-Arch Dam

No. Description Month

1 2 3 4 5 6 7 8 9 10

1 Mobilization

2 Foundation Excavation

3 Diversion Stage

4 Foundation Grouting

5 Dam Concrete

6 Install Outlet Gates

7 Install Trash Racks

8 Prestress

9 Radial Gates

10 Spillway Bridge

11 Curtain Grout

12 Dismantle Plant, Clean Up

Original Schedule

Actual progress

LIMITATIONS OF GANTT CHART OR BAR CHART


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Complicated interdependencies of various item of work can not be

depicted

The critical activities can not be shown by bar charts.

Bars on chart do not show the actual progress because these only

represent the time elapsed in a particular activity. Hence it is not

possible to detect till the allotted is over and work remains in

complete as the rate of progress is not shown separately.

It is very difficult to find out the alternative courses of action theymight be taken and effect of each on project completion is exercised

in case of variation of the construction programme from the planned

programme. The length and position can not be adjusted.

LIMITATIONS OF GANTT CHART OR BAR CHART


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PERT


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Three time estimates are required to compute the parameters of an activitysduration distribution:

pessimistic time (tb ) - the time the activity would take if things did not go well

most likely time (tm ) - the consensus best estimate of the activitys duration

optimistic time (ta ) - the time the activity would take if things did go well

Mean (expected time): te =ta + 4 tm + tb

6

Variance: Vt =2 =

tb - ta

6

2

Where,tbis the expected duration

Tb is the most optimistic duration estimate

tm is the most likely duration estimate

Ta is the most pessimistic duration estimate

PERT

PERT


67/90

PERT

PERT ANALYSIS


68/90

Draw the network

Use PERT formula to calculate the expected duration for eachactivity of the project

Analyze the paths through the network and find the critical path

The length of the critical path is the mean of the project duration

probability distribution, It follows a normal distribution

The standard deviation of the project duration probability

distribution is computed by adding the variances of the critical

activities (all of the activities that make up the critical path) andtaking the square root of that sum

Probability computations can now be made using the normal

distribution

PERT ANALYSIS

Benefits of CPM/PERT


69/90

Useful at many stages of project management

Mathematically simple

Give critical path and slack time

Provide project documentation

Useful in monitoring costs

How long will the entire project take to be completed? What are

the risks involved?

Which are the critical activities or tasks in the project which could

delay the entire project if they were not completed on time?Is the project on schedule, behind schedule or ahead of

schedule?

If the project has to be finished earlier than planned, what is the

best way to do this at the least cost?

CPM/PERT can answer the following important questions:

Limitations to PERT


70/90

PERT assumes statistically independence between

activities. This may not be appropriate

PERT consistently underestimates the expected project

completion time due to alternate paths becoming

critical. The principal cause of this underestimation is a

condition known as merge event bias PERT results are too optimistic

To overcome the limitation, Monte Carlo simulations can

be performed on the network to eliminate the optimistic

bias

GANTT CHART V/S PERT CHART


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72/90

GANTT chart visually shows the duration of Tasks whereas a PERT

chart visually shows the sequence dependencies between tasks.

GANTT visually shows the Time overlap of Tasks whereas a Network

does not show time overlap but does show which tasks could be

done in parallel.

Some form of GANTT chart can visually show Slack Time available

within an Earliest Start and Latest finish time.

Most Project Managers find PERT very helpful for scheduling,

monitoring and controlling Projects.

PERT is recommended for Large Projects with high inter-task

dependencies and the GANTT chart for simpler Projects.

Most Project Management Case Tools nowadays (eg. MS-Project,

Primavera ) allow the best feature of PERT to be incorporated into

GANTT Charts.


LINE OF BALANCE METHOD (LOB)


73/90

A graphical method for production control integrating bar chart and

production curve concepts.

This is most suited and efficient forlinear constructions and

repetitive activities

LOB focuses on the planned versus actual progress for individual

activities and provides a visual display depicting their difference.

LOB enables management to provide accurate control by prioritizing

reallocation of resources. This assumes resources are

interchangeable

LINE OF BALANCE METHOD (LOB)

LINEAR CONSTRUCTION OPERATIONS


74/90

Often construction sites have linear properties that influence the

production sequence.A road job may be subdivided into many sections.

A set of work processes need to be completed in a particular sequence

before a section is completed:

(1) rough grading, (2) finish grading, (3) aggregate base installation, (4)

5-in.concrete pavement, (5) 9-in. concrete pavement, and (6) curb

installation.




75/90

Each of the 14 sections can be thought of as being processed by crews

and equipment representing each of the six work processes.Work is proceeded from section 1, section 2, , to section 14. The six

work processes are carried out in sequence.

There are work activity overlaps such that several operations are in

progress simultaneously during the middle of the job.




76/90

Many types of projects exhibit a kind of rigid work sequence and have atrain effect.

High-rise building

Each floor has to pass a set of operations: erect formwork, installreinforcing steel and pure concrete.

Tunnel

Drill, blast, remove muck, and advance drilling shield..


ELEMENTS OF LOB


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There are four Elements of

LOB1. The objective chart

2. The program chart

3. The progress chart

4. The comparison

Objective chart

A segmental curveshowing cumulative end

products to be produced

over a calendar time

period. Objective chart

S O O

Program Chart


78/90

It is a flow process chart of all major activities, illustrating their planned,

sequenced interrelationships on a lead-time basis.

Three Aspects to Consider in Developing Program Chart

(1) Operations to be performed

(2) Sequence of operations

(3) Processing and assembly lead time

Progress Chart

P h t i di t th l ti t t f t l f


79/90

Progress chart indicates the cumulative progress or status of actual performance

at each monitoring point.

Comparison of Actual Progress and Expected Progress


80/90

Comparison of Actual Progress and Expected Progress

LOB APPLIED TO CONSTRUCTION


81/90

A road project has 40 same sections and each section has 8 activities. Suppose

they are balance production. Each week has 40 working hours. The production

curve and the lead time are shown as follows. Calculate the LOB values (completedsections) of each control points at the beginning of fifth week.

8hr8hr2hr16hr6hr4hr14hr2hr

9

60

8

58

7

44

6

40

5

34

4

18

3

16

2

8

1

0

A B C D E F G H

40

30

20

10

0

Sections

12

28

40 80

21

120

3

160

4

200

5

240

6

280

7

Hours

Weeks0

0

Lead time

Production curve

40

Planned Progress Chart


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Section

40

30

20

10

0ActivityHGFEDCBA

Answer:

LOB(1)= 0.1340+0.2140 = 20 sections

LOB(2)= 20+0.28 = 21.6 sections

LOB(3)= 21.6+0.28 = 23.2 sections

LOB(4)= 23.2+0.22 = 23.6 sections

LOB(5)= 23.6+0.216 = 26.8 sectionsLOB(6)= 26.8+0.26 = 28 sections

LOB(7)= 28+0.154 = 28.6 sections

LOB(8)= 28.6+0.1514 = 30.7 sections

LOB(9)= 30.7+0.152 = 31 sections

A B C D E F G H0

10

20

30

Activity

g

Comparative Progress Chart

TIME MANAGEMENT AND CONTROL SOFTWARE


83/90

Microsoft Project (Microsoft Corp.)

Mac Project (Claris Corp.)

Power Project (ASTA Development Inc.)

Primavera Project Planner (Primavera)Project Scheduler (Scitor Corp.)

Project Workbench (ABT Corp.)

Project Commander

Deltek Open Plan

COMMON FEATURES OF MANAGEMENT SOFTWRE


84/90

Create lists of tasks with their estimated durations

Establish interdependencies among tasks

Work with a variety of time scales, including hours, days, weeks, months, and

years

Handle certain constrains

Track team members, including their pay rates, hours worked thus far on project

and upcoming vacation dates

Incorporate company holidays, weekends, and team members vacation days into

calendaring systems

Handle shifts of workers (day, evening, night)

Monitor and forecast budgets

COMMON FEATURES OF MANAGEMENT SOFTWRE


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Look for conflicts; for example, resource over allocated and time conflicts

Generate a wide variety of reports

Interface with other software packages such as spread sheets and database

Sort information in a variety of ways; for example, by project, by team member, or

by work package

Handle multiple projects

Work on-line and respond quickly to changes in schedule, budget, or personnel

Compare actual costs with budgeted costs

Display data in a variety of ways, including both Gantt charts and network

diagrams

BENEFITS OF USING MANAGEMENT SOFTWRE


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Organizing the plan and thinking through the details of what must be done

Scheduling deadlines that must be met

Scheduling the tasks in the appropriate sequence

Assigning resources and costs to tasks and scheduling tasks around

resource availability

Fine-turning the plan to satisfy time and budget constraint or to

accommodate changes

Preparing professional looking reports to explain the project to owners, top

management, supervisors, workers, subcontractors and the public.

LIMITATIONS OF USING MANAGEMENT SOFTWRE


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Although scheduling software packages have supported resource-

loading activities for sometime, they still require manual input of

resource information and do not represent the reasons behind the

selection of a particular crew and crew size

In most cases, computer programs give adequate solutions;

however, when resource requirements exceed the resources

available, the computer programs do not provide the optimum

scheduling solutions.


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INEFFECTIVE TIME

PLANNING LEADS A

SIGNIFICANT AMOUNT OFTIME OVERRUN

CONSTRUCTION TIME OVERRUN


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Worldwide problem : seldom projects completed on time.

In Nigeria : 50% projects experienced time overrun with an averagepercentage escalation period up to 188%.

In Bosnia and Herzegovina : 51.40% project experienced time overrun

In Jordan : 82% of projects are delayed

In Saudi Arabia and Ghana : 70% of projects were delayed In Malaysia : 18.2% of the public sector projects and 29.45% of private

sector projects only are completed on time.

Time Delay can be resulted of one or more reasons including problems of

financing and payment for completed works poor contract, changes in site,shortage of materials, design changes, weather condition andothers.


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MFA10103 (2012) - SCM - Effective Construction Management (Lect 05

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