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8/3/2019 When the Programme is Planed or Organized There Will Be Some Other Factors for Examples Some Delays and Dis…

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Malta College of Arts & Science & TechnologyBTEC National Diploma – Level 3 2008/2009

Unit 7: Planning, Organisation and Control of Resources in Construction and the Built Environment

17/6/2009

Karl Attard Class: - NDBS1 1 of 5

When the programme is planed or organized there will be some other factors for

examples some delays and disruptions that were not taken into consideration. There are

many factors which may affect the planned program or the organization. To begin with,

these factors refer to the variables unknowns and the unforeseeable.The two general forms consist of: -

Uncertainties due to the adoption of guesswork for example, if is rarely possible to

specify the exact duration of an activity so some amount of estimation is necessary.

Uncertainties associated with rare events of perhaps large consequences for

example, natural disasters, the bankruptcy of a supplier, or the sudden loss of key

personnel.

There are many other types of other disruptions that may effect on planned programme. In

the most general cases, all parameters that define a project schedule may disrupt for

example:-

Activities may be added or removedActivities may be interrupted or their starting dates shifted

The precedence relations of activities may need to be revised for example to see if there is

some design errors The institutional related uncertainties that involve the regulatory,

cultural and the extra-national issues. The regulatory is to keep organization within the

company through the regulations provided.

Every definite project schedule may be disrupted by anything, start off with project

network disruptions. This disruption refers to when an execution of a program is taking

place; activities can either be added or removed which depends on the changes made. Also,

because of these changes, activities may have to be interrupted or else their starting dateswould be shifted for better process. Another thing is that the procedures of activities may

need to be checked to be sure that everything is doing fine as planned. Some examples of

the project network disruptions are the design errors, and the engineering change orders

from the client.

Another type is the activity disruptions. This refers to when an activity is disrupted

because of the duration or the resources that practice diverges from the original planned

project. However, these diverges can be either negative or positive which depends on the

situation. Such that, for duration change in any activity it could be because of delays due to

technical difficulties, resource storages, the need for revise, and unexpected problems that

may occur which forces then to use more resources than originally planned.

The final type is the resource disruptions which consist of shortages of resources.

This is the most common type of disruption in any project development. The variety of

factors may have caused this situation such that these are when a machine breaks down, a

sudden loss of personnel, materials that where overused by other activities or any other

projects, and last of all the late deliveries which are the most important things for the

project to work with.





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Last but not least, we have the variables that are the weather which we have no

control on it so it is very difficult to work with, especially when it is raining. There are also

the labour disputes, confined access, late construction information, the material shortages,

the availability of skilled workers and especially the late design changes.

Disruptions occur when future events do not match expectations and thus they are

closely associated with uncertainties. Uncertainties cannot be predicted because if anything

is planned for the future event, it may never happen, that is no one knows what happens

exactly. The plans can only be reflected when the event is taking place at that very

moment. It could happen the opposite way that has been expected to.

These uncertainties which arise in a construction project management can be divided in

three categories together with two general forms as follows.

Uncertainties can be divided into three categories and two general forms.

The three categories consist of:-Market related uncertainties

Completion related uncertainties

Institutional related uncertainties

The market related uncertainties consists of market demands, competition and supply

chain. The market demands is when a company tries to sell its own products to the

consumers. The competition arises between companies when they try to sell the same

products. One tries to outshine the other by reducing his prices and advertise his products

as best he can. Last of all, the supply chain is when a company has a big business through

the country many materials are transferred to one place to another (under the same

management), however it is still the company’s products but from one shop to another forbusiness.

There is the there is the completion related uncertainties which consists the technical

issues, construction and operational issues. The technical issues are when there is trouble

with the machinery such as they can break down. There is the construction issues which

can cause some problems or any type of material is not constructed well to fit where it is

suppose to be. Then the operational issues that consist of how the operation is controlled

or managed well to continue the process till the end.

The activity disruptions may happen either its duration or resource usage deviates fromthe planned figure. The durations can be either is positive or negative.





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Task 4- D7.2C- Evaluate a range of planning, organisational and control

techniques in terms of utility and efficacy.

Estimate and comment on how useful and efficient certain planning, organisational and

control techniques may be in monitoring and controlling a project, and what affect will they

have on the success of the project when implemented or less.

Once a project is underway and you establish the operating procedures and start working

on perfecting your leadership style, you key responsibility is to keep things going on time





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and within budget. To do this we use the control techniques to have more organized

planned project.

To keep things running smoothly, the following must be monitored for every project,regardless of size or complexity:

The completion of work packages as compared to the plan to check if you are on

schedule

The scope of work being performed to make sure you don’t have scope creep

The quality of work being performed against the requirements for the project

The costs and expenditure as compared to the plan to check your budget

The attitudes of people working on the project or involved with the project

including key stakeholders and management

The cohesiveness and cooperation of team members

Control can imply domination, headstrong authority, or excessive power. Because of thesenegative connotations, people new to project management may be reluctant to implement

project control. The controlling phase is not about domination; however it’s about

gathering information so you can measure, monitor, and adjust progress toward your

project goals. That’s a good thing because, otherwise, you’ll never know if your project is on

the right course.

We use such techniques for example Bar Charts that are used in long and short term

planning, Labour/plant schedule that is used in scheduling of requirements, Time Study

Recording Sheet etc. These are used to control your project and they will directly affect

the end results your project might be.

The concept of earned value is sometimes difficult to grasp, through not because the

concept or the procedure is difficult. The problem is basically twofold: earned value has alanguage of its own and schedule is measured in terms of Euros instead of time. Since

measuring schedule in this fashion goes against intuition and experience, some people

focus on the language rather than on the concepts of earned value. The result is that

learning earned value analysis techniques is harder than it should be. The key to

understanding earned value is in understanding three terms: -

Budgeted cost of work scheduled or the planned value of work.

Actual cost of work performed

Budgeted cost of work actually performed or the “earned” value.

These three terms are used in such techniques like Field Activity Count Record Sheet ,

Synthesis from Element Data, Analytical Estimation Sheet and Daily Report Sheet .

Once these terms and techniques they represent are mastered, all the other terms andcomponents of earned value analysis are easy to remember and use.

In its simplest form, schedule and cost control means:

Comparing planned and actual project progress and costs

Determining a strategy for limiting variation from the schedule and cost baselines





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Managing the activities required to maintain the schedule and costs within

acceptable limits.

Performance control charts come in many forms, but the most common and most useful forschedule and cost control is the one in figure below. The chart has three curves. The middle

curve in the graphic is the cumulative cost curve for the entire project. It is the estimated

cost of all the tasks summed to represent the expected cost over the life of the project. The

very top end of this curve, if measured against the dollar axis, is the budget at completion

or the total cost of the project. The bottom curve in the graphic is a plot of actual costs

spent over time.

Inexperienced project managers may start out full of energy and monitor and control

everything during the first few weeks. Then, when things seem to going okay, the

monitoring falls off. These managers often end up with a big mess at the end of the project

because they’ve failed to keep track of progress and problem. Don’t let this happen!

Maintain your zeal throughout the project.

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