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PROJECT MANAGEMENT

PROJECT MANAGEMENT. Chu Eu Ho Dept. of Civil and Environmental Engineering Massachusetts Institute of Technology. Some Observations from Chase an Engineer Reports. What a Project Manager is most concerned with:- Financial Issues a. Engineering Design b. Construction Scheduling

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PROJECT MANAGEMENT

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  1. PROJECT MANAGEMENT Chu Eu Ho Dept. of Civil and Environmental Engineering Massachusetts Institute of Technology

  2. Some Observations from Chase an Engineer Reports What a Project Manager is most concerned with:- Financial Issues a. Engineering Design b. Construction Scheduling c. Control of Revenue Flow “Engineers don’t make good financial decisions”

  3. “Scheduling is very important” “The faster you finish, the more you save on fixed costs and interests” Fixed Costs - Salary - Overheads : Property Office Rental Equipment Utilities Variable Costs - Bank Loans - Professional Liability Insurance - Performance Bond - Payment Bond

  4. Basement Construction Instrumentation Slurry wall installation Jet grouting Foundation installation King posts and decking erection Excavation Strut installation + preloading Excavation Strut installation + preloading Cutting off pileheads Casting Pilecaps Casting base slab Casting columns + intermediate floor slabs Casting columns + intermediate floor slabs Casting ground floor slab

  5. NETWORKSCHEDULING Activity Network A graphical representation describing connections between all activities in a project Activity Path A continuous string of activities within the network from beginning to end Critical Path The activity path with the longest duration, in which any delay of one activity causes a similar delay to the entire project completion

  6. ACTIVITYRELATIONSHIPS Finish-StartFS =  Activity j may start  units of time after finishing activity i NormalFS = 0 Activity j may start immediately after finishing activity i Start-StartSS = Activity j may start  units of time after starting activity i Finish-FinishFF =  Activity j may finish  units of time after finishing activity i

  7. TIME TO START/FINISH Activity Durationdi The estimated duration of each activity Earliest StartESiThe earliest time that activity i may start Earliest FinishEFi The earliest time that activity i may finish EFi = ESi + di Latest StartESiThe latest time that activity i may start Latest FinishEFi The latest time that activity i may finish LSi = LFi - di

  8. FLOAT TIME Total FloatTFi The total time that activity i may be postponed without delaying project completion TFi =LSi- ESi or LFi - EFi Free FloatFFi The maximum time that activity i may be postponed without delaying the earliest start (ESj) or earliest finish (EFj) of any following activity j

  9. 8 STEPS FOR NETWORK ANALYSIS 1. List all the activities 2. Assign duration for each activity 3. Set up Network Diagram 4. Carry out Forward Calculations for ES and EF 5. Determine Project Completion Time 6. Carry out Backward Calculations for LS and LF 7. Determine Float available TF and FF 8. Identify Critical Path(s)

  10. Schedule computation Earliest Start (ESj) and Earliest Finish (EFj) of the subsequent activity j 1. Calculate all possible ES times for activity j:- FS relationship, ESj = EFi + SS relationship, ESj = ESi + FF relationship, ESj = {EFi +} - dj 2. Select the latest time for ESj 3. CalculateEFj = ESj + dj

  11. Latest Start (LSi) and Latest Finish (LFi) of the previous activity i 1. Calculate all possible LF times for activity i:- FS relationship, LFi = LSj - SS relationship, LFi = {LSj -} + di FF relationship, LFi = LFj - 2. Select the earliest time for LFi 3.CalculateLSi = LFi - di

  12. CALCULATIONS FOR FLOAT TOTAL FLOAT 1. Need to know ES, EF, LS and LF for activityi 2. Calculate TF for activity i TFi= {LSi– ESi }or {LFi - EFi}

  13. FREE FLOAT 1. Calculate all possible FF between activity i and j:- FS relationship, FFi = {ESj -EFi}- SS relationship, FFi = {ESj - ESi}- FF relationship, FFi = {EFj - EFi}- 2. Select the smallest time gap for FFi

  14. Network Scheduling Example Analysis

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