Project Management Gantt And Schedules Construction Essay

aim Management Gantt And Schedules Construction Essay learn Management is a big subject and with show up it, braid or engineering computes as we know them today simply could not be undertaken. regorge commission has needed to adapt as the industry has grown and methods have developed particular in the last century, which has seen possibly the greatest transformation of all. Some aspects of Project management have had to be adapted with this whereas separates have led the way to change, thanks to innovative thinking from the likes of Fayol and Maslow.The successful management of a civil engineering learn depends upon a follow of factors. Planning, Organisation, Communication, Decisiveness ar all subcategories that need managed. It is imperative that the coifht procedures are put in place at the start of the project.Good project management will allow for excellent organisation and remnanting better control and use of resources reduced complexity and early(a) identification of problems leading to quicker correction.A project manager should have a sound body of knowledge that will include the nine core states of scope, period, hail, risk, integration, quality, procurement, communications and human resources. In improver to a project engineers professional judgement they will need to call upon the necessary tools in order to manage a project successfully, which could include preceding(a) or similar tasks undertaken or specific management tools, such as charts and schedules.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 snip. Gantt charts were first used on high profile construction projects like the Hoover Dam (1931) and the interstate highway net take to the woods (1956). obscure network diagrams called overbold (Program Evaluation and Review Technique) charts were invented as part of the Polaris missile submarine syllabus in 1955. Booz-Allen Hamilton worked with the U.S. Navy to create these charts and schedules.The Critical itinerary 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 con taking over of the need to make effective use of the data generated by the schedulers in an attempt to manage and control the minute rails.The Work Break deck 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 breakdown structures a plow the U.S. defence department. The standard has been revised and up betrothald over the years and is still in use today.ProjectInstalling new steel beams th roughout an existing masonry building and adding a new story.The project will start on January the 14th and is to be absolute by Friday the 29th of March.List of TasksI have assumed the process of this project management starting from the design phase.Existing masonry intensiveness investigated/tested for capability to take loadsBuilding survey to set out the masonry piers and levels marquework design required based on loads to be imposed /spans among piers timbre floor joists and edge restraints designed (with timber plywood deck to act as structural diaphragm).Fabrication drawings correct and issued for tenderSteel Tender ut almostFabricator chosen and contract signed for steelworkFabrication commencesMethod statement to complete (Health and Safety)Method statement authorize by CDM co-ordinatorErection of scaffolding roughly piersExisting general masonry repair to piersMasonry removal for padst wholeness and bearing end of beamsPadstone installation (Pouring of the in-sit u concrete padstone)Concrete padstone curingOrdering of steel installation equipment (crane rig or cherry pickers)Steel delivery to siteSteel erecting and fixingTimber cut on siteTimber floor joists fitted plyboard cut to sizeTimber edge restraints fixedplywood decking fitted. staging 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 completed on time (using affectional and accurate schedule) 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 flitting 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 range WorkersHS CDM co-ordinator (Health Safety)Estimated No. of days required to complet e the task.Personnel resource abbreviationBreakdown of time and resources exampleDetailed name of the task from task appoint on previous pageShortened task name as it will appear in schedulesPM0 DaysExisting 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 DesignSE4 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 DaysErection of scaffolding around piersScaffoldingSW3 DaysExist ing general masonry repair to piersMasonry freshen upSW2 DaysMasonry removal for padstone and bearing 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 Deck FixedSW1 DayScaffolding around piers removedScaffolding RemovalSW1 DayProject handed over to client for fit outProject make OverPMN/AAs built drawings records sent to Building ControlAs Built RecordsPM1 DayProject CompletedProject CompletedN/AN/AWork Breakdown Structure (WBS)The WBS communicates a clear view of the wide-cut scope of the project, providing a logical and coherent statement of what the project comprises of. The WBS is neither over-simplified or overly 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 can be described and comfortably understood by project participants.Manageable a unit of work where specific responsibility/authority can be assigned.Estimate duration and cost can be estimated in terms of resources.Independent minimum dependence on other on-going elements (i.e. assignable 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 schedules to include the entire project.Measurable can be used to rate progress has start and consummation dates and measurable milestones.Adaptable sufficiently flexible so the addition/elimination 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 more 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 afterward 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 all(prenominal) task. At the top of the chart, dates for the construction project are noted in a horizontal row. To the right of each task a line/bar indicate s 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 task beginning at the earliest workable starting date. Many tasks must be completed in sequence, requiring the completion of one activity before the next can be started, although some tasks whitethorn be completed independently of other work and can be charted when the work is most 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 activity at a time.Most Gantt charts these days are constructed 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 likewise which can run concurrently or have no specific scheduling requirements. For example the steel needs 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 run concurrently (i.e. padstones can be installed piece steel is fabricated and before it is delivered to si te) these links between tasks can be seen on the Gantt chart.Critical Path Analysis (CPA)Similar to the Gantt chart the critical path 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 activity 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 time would need to be do up elsewhere on the remaining tasks, or possible weekend overtime working would need to be implem ented 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 evaluation and review technique combines critical path analysis with probability to identify completion dates that are optimistic, pessimistic, and most 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 steps that are described below.Identify the specific activities and milestones. The activities are the tasks required to complete a project. The milestones are the events marking the beginning and t he 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 comme il faut sequence of the activities. This step may be combined with the task identification step above since the activity sequence is evident for some tasks. Other tasks may require more analysis to determine the exact order in which they must be performed.Construct 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 for each activity. Days are a commonly used unit of time for activity completion, but any consistent unit of time can be used. P ERT has the ability to deal with uncertainty in task completion time. For each activity, the model usually includes three time estimates affirmatory 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). disheartened 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 always used on the network diagram.On the following page I have used Project Evaluation and Review Technique (PERT) scheduling to construct a network diagram that estimates b est, worst and most likely time periods for each task. While also determining the proper sequence of the activities with a critical path and milestones.