idm21 construction project maanagement technics

8/10/2019 Idm21 Construction Project Maanagement Technics

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ASSIGNMENT

COURSE TITLE:CONSTRUCTION PROJECT MANAGEMENT TECHNICS

COURSE NO. : IDM 21

MODULE: 52

ASSIGNMENT NO: FIVE

ASSIGNMENT NAME: Project management techniques forinternationalri!et "ta#i$% on"tr$tion

COURSE:PGPIDM &Po"t Gra#$ate Pro'ra%%e in In(ra"tr$t$reDe)elo*%ent Mana'e%ent+

NAME:,IS-A .ESHAN PANDA

REG/NO: 2110 102033340215

DATE:110110212

NICMAR

NATIONAL INSTITUTE OF CONSTRUCTIONMANAGEMENT AND RESEARCH

PUNE

INDE6

0


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1/ INTRODUCTION

2/ PROJECT MANAGEMENT TECHNICS

/ PROJECT IDENTIFICATION

5/ PROJECT DEVELOPMENT PROCEDURE

4/ PROJECT PLANNING AND COORDINATION

7/ PROJECT -OR. ,REAC.DO-N

8/ CPM NET-OR. ANAL9SIS

/ NET-OR. ELEMENTS ; MILESTONE

3/ RECOMANDATION AND CONCLUSION

1/ ,I,LOGRAPH9

INTROUDUCTION:0

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A new international cricket facility is to be constructed outside a mega city

over a piece of land. Facility to include:

i. Capacity of spectator: 80,000

ii. ay ! "ig#t play facility.

iii. $% camera platform in si& directions.

iv. 'afety of players from spectators.

v. (avilion for %)(s to sit *00.

vi. (arking +adeuate space for all above-

$ime available is 1 mont#s including monsoon. Cost of construction need to

be recovered in / years. Average cost of ticket is s.100!. Appro&imate 2 matc#es

per year.

)n t#is assignment ) #ave done detailed study of t#is pro3ect regarding pro3ect

identification, needs, cost of pro3ect, development stages, development process,

pro3ect planning 4 controlling tact5s, pro3ect work breakdown met#odology,

duration of pro3ect completion etc. we see t#e pro3ect report of total work in t#is

assignment

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Players living lodge " changing room

Parking security buildings

#ain entrance gates

$ompound walls

%atchman&s cabins

#edia room " message room

'core board " instruction board

(dvertisement sources

COST OF PROJECT: 0

For completion of our prestigious pro3ect work we #ave to give ma3or

attention towards t#e total cost of pro3ect.


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Collection amount of one matc# > 80,000 & 100! s

> 80, 00,000! s

Collection amount of 1 year > 80, 00,000 & 2

> *, 60, 00,000! s

Collection amount of / years > *, 60, 00,000 & /

> 1, 00, 00,000! s

$otal collection amount in / yrs. > 1, 00, 00,000! s

$#erefore

Project cost of construction * +,- 00- 00-000". /s

PROJECT DEFINATION: 0

(une cricket stadium pro3ect is to be started in t#e first week of ?un 600@

and will be completed by t#e end of t#e first week of ?an 6008 suc# t#at after 1

mont# ground will be ready for arranging matc# to be played. $#e pro3ect is to

cost an estimated cost of 1, 00,00,000 s. and most of t#e funds necessary for

t#e stadium will be repaid of from t#e revenue generated from t#e stadium. $#e

stadium is designed for international day and nig#t matc#es to be conducted to

take place as well for $% camera s#ooting #ence t#e lig#ting levels are en#anced

to 1800 lu&. $#ere will be four ma3or entry points for stadium. All t#e facilities

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vi;. c#anging rooms, massage room, food court, etc are at t#e ground level wit#in

t#e pavilion. 'eparate four buildings are proposed for tackling t#e ve#icles traffic

problems and stadium security problem.

PROJECT DEVELOPMENT PROCESS: 0

PROJECT MANGEMENT ORGANI


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99CB$) :(


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(roper mobili;ation

esources finali;ation

'killed staff and workforce

aterial 4 vendor of good uality

'ubcontractor preualification

Gork e&ecution met#od

ec#ani;ation in work

Bse of euipment ! mac#inery

otivation 4 bonus sc#emes for worker

Finis#ed product acceptance criteria

After doing all t#e preplanning due to some une&pected reasons like

natural climactic planning get elongated in t#is condition day to day planning is

very important.

ay to day planning and t#eir daily review is very important for successful

completion of pro3ect. ue to daily review we understand t#e problem facing by

our team and we can solve t#em wit#out any risk.

CONTROLLING =

Controlling is t#e way of c#ecking is t#e progressing work is as per t#e

planning sc#edule, desired specification, reuired uality or not. )f any finis#ed

facility fails in ac#ieving norms it easily get catc#ed in controlling stage.

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(lanning and controlling are closely interrelated. (lanning and controlling

may be viewed as t#e blades of a pair of scissor: t#e scissor cannot work unless

t#ere are two blades. Git#out ob3ectives and plans, control is not possible

because performance #as to be measured against some establis#ed criteria. )f

controls are to work, t#ey must be specially tailored to plans and position, to

individual managers, and to t#e needs for efficiency and effectiveness of pro3ect.


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PROJECT -OR. ,REA.DO-N: 0

Gork reak down 'tructure +G'- means break down t#e given pro3ect into

its components and component operations or activities. )t is t#e manager5s task to

plan: t#at is, to decide on strategies and tactics, to break down t#e work to be done

into tasks and subtasks, and to assign t#e responsibility for completing t#ese tasks

to individuals or organi;ations. Gork reak own 'tructure #elp to define actual

work to be carried t#e responsibility wit# it and also time reuired to complete t#e

element of t#e pro3ect. As a board guideline t#e items of sc#edule of work can be

considered as t#e operations to tasks. owever it is possible to eit#er of:

a. Combine a few items to constitute one operation for t#e network.

b. 'ingle item of sc#edule can be split up into various operations.

Any pro3ect can be break down in activities by above two points, so as to easy

to delegate t#e work and #ave better control on pro3ect. $#is pro3ect can also be

break down in number of sub activities wit# #elp of G' met#od, so as to complete

it in wellstipulated time wit# minimum cost. $#is pro3ect can be break down into

sub activities by Gork reak own 'tructure +G'- met#od as follows:

-OR. ,REA.DO-N FOR STADIUM CONSTRUCTION PROJECT =

1+ MO,ILISATION ; GROUND PREPARION

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o Carrying out survey for knowing t#e elevation of ground.

o arking t#e lineout of t#e stadium and playground.

o Eeveling t#e ground as per reuired or specified in drawing.

o (reparation of temp structure like site office, labs, stores.

o (reparation of (.C.C.

2+ R/C/C -OR. ; STRUCTURAL -OR.0 it inl$#e" RCC/ -or! (or

"ta#i$% >l#'"? *ar!in' >l#'"? "er)ie >l#'"? %ain 'ate"?

o%*o$n# @all" et/

A+ Sta#i$% >$il#in' = "te**in' "la>


o Casting of footing

o Casting of column

o Casting of stepping slab

o Casting of entrance gate ! staircase

o Fi&ing of structural roof

,+ Ser)ie" >$il#in' = *a)ilion? lo#'in' >l#'?


o Casting of footing

o Casting of column

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o Casting of 1st slab

o Casting of staircase

o Casting of coln above 1stslab, casting of 6ndslabup to roof slab

+ ,RIC.-OR. ; CEMENTPLASTER -OR. =

o rickwork of stadium area

o rickwork of services building 1stfloor, 6ndfloor up to roof floor

o rickwork of compound wall

o rickwork of main gate, entrance lobby

o Cement plaster same as per brickwork activity

5+ FINISHING ; INTERIOR DESINGINING -OR.0

o Gypsum plaster work

o Tiling work, granite, marble fixing work

o Dado tiling work

o False ceiling work

o Painting work

o Carpentry work door fixing window fixing

o Gla!ing work

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o C"air fixing work in stadium area

o Toilets, pa#ilion area, main entrance lobby main gate special

finis"ing work as per re$uirement.

o Fixing of escalator

4+ SERVICES -OR. =

A+ Eletrial @or!

o %lectrification work for ser#ice building

o %lectrification work for pa#ilion building

o %lectrification work for stadium building

o %lectrification work for groundfor day nig#t playing facility

o electrical supply for advertisement board ,cc tv camera

o 9lectrical work for main lobby, entrance gates parking buildings,

compound wall.

,+ -ater "$**l @or!

o stadium building 4 ground water supply

o stadium development buildings water supply

+ Draina'e ""te% @or!

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o stadium building 4 ground drainage 4 storm lines

o stadium development buildings drainage 4 storm lines

#+ T6 $amera- media- advertising- display screens work

0

o provision 4 arrangement of $% camera in si& direction of stadium

o display screens, score boards, advertising boards fi&ing work

7+ DEVELOPMENT -OR.0

o &oad construction

o Planter construction

o 'atc"man cabin construction

o Compound wall construction

o (ll de#elopment finis"ing work

8+ GROUND PREPARATON -OR.0

o )e#eling of ground

o &emo#ing loose soil and wastage material up to re$uired dept"

* brickbat filling

o Filing of special soil up to specified dept"

o 'atering * compaction of soil

o Plantination of grass

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o Playing pitc" making

+ DEMO,ILISATION OF TEMP/ STRUCTURE ; HANDOVERING -OR. =

o emobili;ation of temp. 'tructure like site office, construction labs,

store rooms, mi&ing plants, labor camp.

o andover of all finis#ed facility to client.

CPM NET-OR. ANAL9SIS: 0

)n Critical (at# et#od, t#e durations of various activities could be assumed

to a reasonable degree of certainty. 9ssentially Critical (at# et#od is adopted for

planning t#e pro3ects consisting of activities w#ose durations can be reasonably

assumed, based on past e&perience of similar works. C( is sop#isticated and

simple but reuires special training and mitigation for understanding of t#e user. )t

provides over all view of t#e pro3ect, especially wit# respect to completion of pro3ect

and it can be arranged according to work sections or responsibilities, wit# time

s#own as on scale for location of work on it at any particular p#ase of pro3ect. $o

save time in #eavy calculation part we can use Computer application for it. C(

network are firm time estimates, are made and it is because enoug# e&perience and

enoug# information is available in pro3ects of t#is sort to make firm time estimates.

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NET-OR. ELEMENTS: 0

1+ Ati)it: 0

Activity is an element of t#e work or an individual item of a 3ob.

Activity consumes time but it may or may not consumer resources. )ts tail

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"etwork is t#e grap#ical representation of a pro3ect drawn wit# t#e

#elp of activity arrows and event circles. $#e grap#ical representation

s#ows t#e seuence of activities.

5+ F$n#a%ental *ro*ertie" o( ati)itie" an# e)ent": 0

a. An event cannot be said to be completed or ac#ieved until all t#e

activities leading into it are completed.

b. "o activity can start until its tail event is completed.

G#ile arranging t#e activities, it is necessary to first enuire.

a. G#ic# activities must precedes t#e activity under consideration.

b. G#ic# activities can be concurrent wit# t#e activity under

consideration.

c. G#ic# activities can follow t#e activity under consideration.

4+ N$%>erin' e)ent": 0

%ertically downwards numbering met#od is adopted. $#is is also

known as t#e Kfoot rule met#od. ead events always #ave #ig#er number

t#an t#e tail events.

7+ D$%% ati)it: 0

$#ese activity indicate t#e interrelations#ip between two activities

to w#ic# are not directly preceding or succeeding activities to eac# ot#er

but indicate t#at one activity cannot be undertaken unless t#e earlier

activity is completed.

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8+ Error" in lo'i: 0 $#ere are two types of errors in logic, vi;. looping and

dangling, w#ic# are e&plain briefly below:

a. Eooping errors: +closed circuits-

$#is can be avoided by carefully c#ecking t#e logical

interrelations. As far as possible, arrows +even dummies- s#ould not

be drawn backwards.

b. angling errors:

"ormally a pro3ect network s#ould #ave only one starting

event and only one end event. $#oug# t#is is not a rigid reuirement,

it is desirable to follow t#is convention. $wo rules if followed will

avoid dangling. +i- All events e&cept first and last must #ave atleast

one activity entering and one activity leaving t#em. +ii- All activities

must start and finis# wit# an event.

ANAL9SIS PROCEDURE: 0

CALCULATING EVENT TIME: 0

arly vent Time@ .

9arly event time is t#e earliest possible time at w#ic# t#e event can

be reac#ed or ac#ieved. $#e event is said to be complete or reac#ed or

ac#ieved only w#en all t#e activities leading into it are complete. G#en

more t#an one activity is merging in an event, t#e value of t#e activity

taking largest duration is adopted. $#e $9 of initial event is ;ero. $#e $9

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of t#e final event gives t#e minimum time reuired to complete t#e pro3ect.

$#e is known as minimum pro3ect duration.

!orward Pass@ .

$#e process of finding $9s of all events beginning wit# t#e initial or

start event of t#e pro3ect and ending wit# t#e final or end event of t#e

pro3ect is known as forward pass.

Eatest Allowable $ime:

Eatest allowable event time is t#e latest time at w#ic# t#e event must

be completed wit#out delaying t#e pro3ect. For t#e end event of t#e pro3ect,

t#e value of $9 is taken as t#e value of $E.

ackward (ass:

$o find t#e $E values of all t#e events starting from t#e end event and

ending in t#e start event, we adopt t#e process known as backward pass. )n t#is

process we start from t#e end event and start deducing t#e duration of eac#

activity from t#e $E of its #ead event and putting its values as $E of t#e tail

event. )n t#e case of a burst event, least value is adopted. $#e $E value of t#e

start event will always be eual to $9 value of t#at event i.e. ;ero.

Critical 9vent:

All t#e events #aving identical values for $9 and $E are known as critical

events.

$ritical (ctivity@ .

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Critical activities are t#ose, w#ic# fulfill t#e following conditions:

i. 'uc# activity must lie between t#e two critical events.

ii. $#e difference between t#e event times s#ould be eual to t#e

duration of t#e activity.

iii. $otal float in t#e activity is ;ero.

$ritical Path@ .

Critical pat# is t#e continuous c#ain of critical activities starting from t#e

start event and passing t#roug# t#e network reac#ing to end event of t#e pro3ect.

$#ese are t#e c#ain of t#e activities t#at takes longest duration and #ence are

known as longest c#ain of t#e activities in t#e pro3ect. )n ot#er words t#e total

durations of all t#e critical activities in a continuous c#ain give us t#e total

pro3ect duration. )t is t#e longest pat# in t#e network.

)n a network, t#ere must be atleast one critical pat# starting from start

event to end event. $#ere may be more t#an one in a single network. 'ome time a

critical c#ain diverges into two or more critical c#ains, w#ic# may again

converge into one critical c#ain.

$1#P9T(T714 1! ($T767T> T7#'@ .

9arly 'tart $ime: +9'$-

9arly start time is t#e earliest possible time at w#ic# t#e activity can be

started. )t will be evident t#at t#is must be eual to $9 of t#e start event i.e.

$9+i-. "ow, we can write t#is as

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9'$+i3- > $9+i-

9arly Finis# $ime: +9F$-

9arly finis# time is t#e earliest possible time at w#ic# t#e activity could

be finis#ed. )t will be obvious t#at t#is must be eual to early start plus t#e

duration reuired for t#e completion of t#at activity. "ow, we can write t#is as

EF$+i3- > 9'$+i3- L uration +i3-

Eatest Allowable 'tart $ime: +E'$-

Eatest allowable start time is t#e latest time at w#ic# t#e activity must be

started, so t#at t#e pro3ect will not be delayed. $#is can be arrived at, by

deducting activity duration from t#e latest finis# time of t#e activity. Ge can

write t#is as

E'$+i3- > EF$+i3- = uration +i3-

Eatest allowable finis# time is t#e latest time at w#ic# t#e activity must be

finis# time for an event. "aturally EF$ of t#e activity will be $E of t#e end event

of t#at activity. Ge can write t#is as

EF$+i3- > $E+3-

E'$+i3- L uration +i3-

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!loat (nd 'lack@ . An event t#at is not critical is said to #ave slack. 'lack is t#e

calculated time span wit#in w#ic# t#e event must occur. $#e term MslackM is used

only in referring to events.


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)ndependent Float > earliest end = latest start duration

RECOMMENDATIONS: 0

)n t#is type of pro3ect w#ere fi&ed target of completion is t#ere pro3ect

management is plays vital role. )n t#is type of pro3ect we #ave to give special

attention towards all t#e p#ases of management like planning, directing, co

coordinating 4 controlling. Ge #ave to arrange special team or any consultant s#ip

for ac#ieving batter result or ac#ieving target.

Eooking towards our pro3ect is a construction of international cricket stadium

facility w#ic# #ave target of completion 1 mont#s w#ic# includes rainy season,

#olidays and festivals. ue to any problems like design problem of structure,

natural climates, s#ortage in markets, labor s#ortage, labor strike, festivals or any

ot#er problem t#e completion target get delays t#en t#is creates a big problem of

prestigious, pride of organi;ation. )n t#is condition we #ave to give muc# more

attention towards all p#ases of management.

"ow a day t#ere are too many organi;ation working in construction industry

w#ic# #ave a lot of personnel staff of #ig# ualification, well e&perience and e&pert

from specific work. $#ey are working as a pro3ect management consultant +(C-

we are make preplanning of pro3ect, t#ere s#ows well direction to e&ecute t#e workH

t#ey control t#e work and continuously try for batter result. $#ey plan work on day

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to day basis, t#ey make alternative solution for market s#ortages, t#ey always try for

mec#ani;ation, and t#ey take responsibility to complete t#e pro3ect in given target.

For t#is pro3ect ) will recommend to make arrangement of suc# (C organi;ation

,I,LIOGRAPH9: 0

1+ 74T/1;9$T714 T1 P/12$T #(4(#4T C

?y '? kulkarni 4?$haphalkar

2+ P/12$T #(4(#4T C

?y 4irali prakashan

+ $14'T/9$T714 P/12$T #(4(#4T T$:47$' C

?y teDtbook of 47$#(/ '1;

idm21 construction project maanagement technics

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