5611BESG Construction Project Management

1. 5611BESGConstruction Project Management LJMU – TGC 2018 Planning & Programming

2. Class Timetable

3. Levels of planning

4. Project vs Construction Planning

5. The CONTRACTORS Planning Process • To aid contract CONTROL • To establish realistic standards • To monitor performance • Time • Money • Output • To revise the plan

6. Project planning - Design stage • Project planning in the design stage involves the following issues: • Appraise options • Confirm business case • Develop project strategy • Prepare strategic brief • Assemble team • Devise risk management plan • Choose procurement arrangement

7. Project planning - Construction stage • Project planning in the construction stage involves the following issues • Pre-start meeting • Check bonds and insurances • Check construction H & S plan • Contract administration • Make contractor payments

8. Documentation Control • Design Drawings, Working Drawings • Shop Drawings and As-Built drawings • Specifications and Schedules • QA/QC, H&S Manuals • H&S and Daily Records • Method Statements • Field progress and inspection logs • Software systems • Instructions and CVI’s

9. Typical Correspondence Register

10. Drawing Shedule

11. Mock-Up Program

12. Project planning Project Master Schedule • The project master schedule shows a number of features • The time-scale in years and months rather than weeks • The use of 'negative' time to indicate the pre-construction period • The use of milestones to indicate key events in the programme (e.g. handover) • The emphasis on the client team activities necessary to plan the design and tender stages, including obtaining statutory approvals to build

13. Pre-contract planning Target Programme

14. Pre-contract planning Subcontractor Programme - Piling and Tests

15. Pre-contract planning Procurement Programme – Steel Work

16. Pre-contract planning Procurement Programme – Finishes Operations

17. Pre-contract PlanningConstruction Method Statements

18. Pre-contract PlanningConstruction Method Statements

19. Labour • Estimation at various Phases • Skills and number • Accommodation, meals, welfare • Manpower Entitlement Scheme (MOM) • Supervision • Plant operators

20. Traffic management plan

21. Building Control Act • • Objectives Of Building Control• Building Control Act• Building Control Regulations• Building Control (Accredited Checkers And Accredited Checking Organisations) Regulations• Building Control (Buildability) Regulations 2011• Building Control (Outdoor Advertising) Regulations• Building Control (Environmental Sustainability) Regulations 2008• Building Control (Temporary Buildings) Regulations• Building Control (Use of Buildings under Construction as Workers Quarters) Regulations 2008• Approved Document

22. The 5 “M’s” • Methods • Materials • Machinery • Manpower • Money

23. BCA Site Staff Requirements

24. How to Manage Health & Safety On Site Statutory And Mandatory Requirements Factories Act HASAW (Health and Safety at Work) 1974 MHSR (Management of Health and Safety at work Regulation) 1999, CDM (Construction Design Management) CfDM – Construction for Design & Manufacturing H&S (Health and Safety) Plan for BCA Personal Standards Safety Inductions, Roadshows, Tool Box Talks Behavioral Safety & Operative Engagement Supervision & Training Frequent Audits

25. Managing Quality Control on Site It’s A Contract Requirement: Contract Documents / Mock Ups / Samples / Specifications / Scheme Specific Standards (e.g. BREEAM / Green Mark) • Site Specific Requirements/High Risk Works • Company Quality Management System • Develop A Quality Plan. QAQC Document • Test and inspection plans • ISO 9001. Internal and External Audits

26. Site Layout Planning • Site layout planning is in effect the positioning of certain elements such as accommodation and storage facilities within the site boundaries, to allow building work to commence.

27. Site Layout Planning • Access • Storage • Accommodation • Temporary Services • Plant • Health & Safety • Efficiency • Waste • Preliminaries

28. Typical Site Planning

29. Time planning and programming

30. Time planning and programming:Principles • Determining the durations of the activities is not an exact science. • At the early stages of the project (when little information is available), judgment and experience may be used. • At later stages (when more information is available), calculations can be performed by considering the relationship between quantity of work and the output (or productivity). • Producing accurate time estimates will depend on producing valid estimates of: • work quantity • Output (or productivity) • restraints

31. Estimating Time

32. Estimating Durations

33. Time • Activity Definition • WBS • Scope • Historical Ref • Decomposition • Templates • Activity Sequencing • Dependencies/Precedence • Leads and Lags • Project Network Diagram • Duration Estimation • Resource Availability & Capabilities • Duration Estimates • Schedule Development • Mathematical Analysis • Simulation • Resource Leveling • PM Software • Bar Charts • Network Diagrams • Line of Balance • CPN • Time Control • Progress Reports • Change Request • Schedule Management • Schedule Reserves

34. Time planning and programming:Principles • For example In order to calculate the duration of brickwork, the output of the gang has to be considered. The activity duration in days would then be given by: Quantity of brickwork in m2 Output of gang / hr* x 8 hrs/day * expressed in m2 per hour. • Alternatively, the quantity of bricks in 1000's can be calculated and divided by the output of the gang in bricks laid per day. • This is fairly straightforward but the difficult part is to judge what the output should be in light of the restraints. These restraints could be related to: • The type of work • Its location and • The standard expected in the specification.

35. Time planning and programming:Principles • The accuracy of time estimates will also depend on the nature of the mission. Certain missions have higher degrees of uncertainty than others. • For example, a more accurate estimate is expected to be produced for the time needed to install a wastewater line in a residential structure than of the time needed to install a cooling line in a nuclear power plant.

36. Time planning and programming: Techniques • Bar Chart (or Gantt Chart) • Network Analysis • Precedence diagrams • Line of balance

37. Bar chart A Bar chart lists the tasks against a time scale and the duration of each task is shown by a bar

38. Bar Chart • A Bar chart • is easily understood • may be produced manually, on Excel, or using programming software packages such as MS Project or Asta Powerproject • can be used to develop the programme prepared at the tender stage into the master programme and similarly into the short term planning.

39. Bar Chart • The Bar Graph fails to • show the relationship between project activities • identify critical activities • show the effect of delay or change in one activity on the entire project. • To deal with such weaknesses, the Critical Path Method (CPM) was developed.

40. Network Analysis Network Analysis - The Critical Path Method (CPM) • CPM uses a network diagram to graphically represent the major activities of a project and to show the relationship between the activities. • There are two methods of drawing networks: • Activity on arrow diagram • Activity on node diagram

41. Network Analysis • Activity on arrow diagram

42. Each activity is represented by an arrow. • An event is represented by a circle. • An event occurs instantaneously when all activities leading to the event have been completed. • Upon the occurrences of an event, all activities leading out of that event may start.

43. Relationship between activities • Precedence • Concurrence • Succession Dummy activity • The dashed arrow represents what is called “dummy activity”. Dummy activity is used to impose logic constraints and prevent duplication of activity I-J numbers. They do not represent any work and therefore have a duration of zero.

44. Different situations encountered in a network diagram

45. What is Critical? 6 Days Float ES EF Day 7 Day 6 Day 1 Day 2 Day 3 Day 5 Day 4 LF LS Day 7 Day 6 Day 1 Day 2 Day 3 Day 5 Day 4 0 Days Float = Critical Day 7 Day 6 Day 1 Day 2 Day 3 Day 5 Day 4

46. Early/Late Dates

47. Draw a network diagramming representing relationships between activities • Calculate the earliest time at each event. Early event time (EET) = the earliest time at which event may occur (usually placed above the event circle) • Proceed with calculations from left to right, starting with 0 at the first event.

48. At each event, the earliest event time = the earliest event time of the previous event + the duration of the activity connecting the two events. EET of event 2 = (EET of event 1) + (duration of activity 1-2) = (0) + (7) = 7. • When two or more activities arrows meet at an event, the largest value of possible early event times is chosen. At event 5, the early event times of 13, 6, 8 lead to EET of 13.

49. Backward pass is then made to complete the latest possible time for each event. • Set the late event time (LET) of the last event equal to the early event time (EET) of the event. • Work backwards though the network LET of an event = LET of the event preceding it (if you are working backwards) - the duration of the activity connecting the two events • LET of event 6 = (LET of event 7) – (duration of activity 6-7) = (24) – (9) = 15.

50. When two or more activities arrows meet at an event, the lowest value of possible late event times is chosen as the late event time • At event 4, the activity late event times of 19, 15, and 8 lead to LET of 8.