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Project: Meaning
A non-routine non-repetitive work undertaken to create an unique product/ service/ structure, within stipulated cost and time. A project is temporary, yet unique
Project Life-Cycle:
Concept & feasibility Engg & Design
Procurement
Timely completion of projects Resources limitations Cost of capital Price escalation Increased outlay Longer spans Risks have increased Financers require workable plan Setting targets against which performance can be measured
Project Management:
Application of knowledge, skills, tools & techniques of management to project activities, to achieve the project objectives with the available resources Major functions:
Time
Project Planning:
Integration of project activities Project team Project schedules Estimating project costs Financial planning Site planning
The systems around which the managerial functions like planning, organizing & control are structured
a WBS an OBS, & Responsibility matrix Project Schedules Cost accounts for cost aggregation & control Budgets PMIS
work packages, sub-work packages & activities Overall scope of the project Project deliverables
Project
Project:
Work packages:
Work packages
Sub-work packages:
Activities:
Preliminary works
Buildings
Amenities
Service facilities
Bldg A
Bldg B
Club house
Swimming pool
Drainage
Sub-structure -Setting out -Excavation -PCC -RCC footing -RCC for PB -Plinth filling SANJAY BHOYAR
Super-structure -RCC column -RCC slab & beams -Brickwork -Plastering -Plumbing -Flooring -Doors & windows -Electrification -Painting
NICMAR, PUNE
Road Project
Road
Major Bridges
Subways/ Underpasses
Earthwork
Pavement
Drainage
Lighting
Sub-grade
Sub-base
Wearing surface
Hydropower Project
1. 2. 3. 4. 5. 6. 7. 8. 9.
Dam HRT (Transfer Tunnel) U/S Surge Shaft Penstock Shaft Power House TRT Sub-station Workshop Operations Building Transmission Line
1.
Dam
1.1 Diversions 1.2 Dam wall construction 1.3 Spillway section 1.4 Gates 1.5 D/s works 1.6 Delivery tunnel
2.
HRT
2.1 ADIT 2.2 Tunnel construction 2.2.1 Survey & profile marking 2.2.2 Drilling & blasting 2.2.3 Defuming & mucking 2.2.4 Bottom cleaning 2.2.5 Rock bolting 2.2.6 Rib erection, legging & backfill concrete 2.2.7 Shotcrete
3. 4.
5. Power house 5.1 Civil Works 5.1.1ADIT 5.1.2 Underground cavern 5.1.3 Main access tunnel 5.1.4 Transformer chamber 5.1.5 Penstock valve chamber 5.1.6 Access tunnel 5.1.7 D/S surge chamber 5.2 Turbines & Valves 5.2.1 Turbines 5.2.2 Penstock guard valve 5.2.3 Turbine inlet valve 5.2.4 Bypass valve 5.3 Electrical Works 5.3.1 Generators 5.3.2 Switch gear 5.3.3 Power transformer 6. TRT 7. Sub-station Workshop 8. Operations Building 9. Transmission Line
NICMAR, PUNE
SANJAY BHOYAR
Project Scheduling:
Part of Planning Determining the sequence & timings of activities of a project Time-frame for the project Effective utilization of resources Time-cost relationship
Estimating the work content Estimating durations of activities Establishing the logic Drawing the schedule Analysis of schedule Updating the schedule
Scheduling Techniques:
Non-Network techniques
CPM PERT
Network scheduling:
Activity:
A discrete work step required for project completion Consumes time & resources An instantaneous occurrence during the progress of work Signifies specific occurrence/ substantial completion of work Does not require resources or time
Event:
Suitable for both, event oriented as well as activity oriented network scheduling techniques (PERT & CPM)
Activity i 2 D B 3 E 5 G C 4 duration j
Project start 1
Project finish 6
START
FINISH
CPM Problem
Activity A B C D E F G H K L M N P Preceding activity B A C C C,D E E,H K F,G L,N Succeeding activity E D H,F,G H K,L N N L M P P Duration 3 5 6 4 7 6 9 4 7 2 5 3 8
A-O-A Network
2 A 3 B 5 6 C 4 9 G 7 3 D 4 d1 F 6 d3 10 6 E 7 5 d2 H 4 9 L 2 N 3 11 K 7 8 5 M P 8
12
A-O-N Network
A E K M
START
FINISH
Similar works carried out in the past Time & cost estimates are fairly accurate Deterministic & activity oriented scheduling
Scheduling by CPM:
Both, A-O-A & A-O-N can be used Determination of activity times & floats Identification of critical activities & critical path
EST = [EFTprec] max EFT = EST + t LFT = [LSTsucc] min LST = LFT - t
prec Act succ
CPM analysis
Float:
Excess time available for an activity Indicates the criticality of an activity Float = Time available time required
Total float:
Free float:
FF = ESTsucc - EFT
CPM analysis
Critical activity:
Lesser the float, more critical the activity Normally, activities with zero total float
Critical path:
The longest path in the network Determines the Project Duration Comprises of critical activities only
0 A 3 4 3 7 4 0 0 START 0 0 B 5 3 5 8 3 0 5 D 9 8 4 12 3 0
3 E 10 7 7 14 4 0
10 K 17 14 7 21 4 0
17 M 22 21 5 26 4 4 26 FINISH 26
9 H 13 12 4 16 3 0
13 L 15 16 2 18 3 3
18 P 26 18 8 26 0 0
0 C 6 0 6 6 0 0
6 F 12 9 6 15 3 3
15 N 18 15 3 18 0 0 Description ES Act EF
CP: C-G-N-P PD = 26
6 G 15 6 9 15 0 0
LS TF
LF FF
A-O-N PDM
Precedence Relationships:
-3
A +5
B +3 +4
PDM problem:Activity
K L M N P Q R S T U V
Duration 10 6 9 5 8 7 4 12 10 9 7
Predecessor K K K L M N N T P Q R S T U
0
START
0 K 10 0 10 10 0
10 M 19 11 9 20 1
15 Q 22 16 7 23 1 15 R 19 19 4 23 4 15 S 27 15 12 27 0 5 14 T 24 17 10 27 3 22 U 31 23 9 32 1 2 27 V 34 27 7 34 0 34
FINISH
5 2 2 5 3 10 N 15 10 5 15 0
L 8 6 11 -2
34
Description ES Act EF LS TF t LF
6 9 3
P 14 8 17
CP: K-N-S-V PD = 34
The scope & nature of work Work content Working conditions Productivity of resources
No accurate estimates of time & cost Suitable for non-repetitive type of projects Probabilistic & event oriented scheduling technique
Scheduling by PERT:
Only A-O-A network can be used Determination of event times & slack Identification of critical events & critical path Determination of probability of project completion (an event) by given date
Optimistic time (to) Pessimistic time (tp) Most likely time (tm) Beta distribution
te =
to + 4.t m + t p 6
2
to t p = 6
Governed by Longest (Critical) path Normal probability distribution Average Expected project duration
Te = EOT of the last event Var proj = var along Longest (Critical) Path
proj = varproj
Normal value
Area under cumulative normal distribution curve gives the probability of completing the project on or before the target time Ts
PERT Problem Activity A B C D E F G H K L M N P Q Preceding activity A A B C D B,G B,G H E,F,K M,N L to (weeks) 2 3 6 5 3 1 7 3 5 2 4 1 3 8 tm (weeks) 3 5 7 7 4 2 10 5 8 4 6 3 6 9 tp (weeks) 5 7 9 9 7 3 13 8 9 6 8 4 8 10
Determine the critical path & the expected project duration What is the probability of completing the project within 30 weeks? What is the probability of completing the project within 35 weeks? What is the project duration for 90 % certainty of on-time project completion?
Activity A B C D E F G H K L M N P Q
to 2 3 6 5 3 1 7 3 5 2 4 1 3 8
tm 3 5 7 7 4 2 10 5 8 4 6 3 6 9
tp 5 7 9 9 7 3 13 8 9 6 8 4 8 10
0.25 0.44 0.25 0.44 0.44 0.11 1 0.69 0.44 0.44 0.44 0.25 0.69 0.11
PERT Network
3.17 20 9.50 3.17 B 5 C 7.16 7.16 40 7.16 G 10 5 30 17.16 D 7
H 5.16
15.33 70 21.67 6
A 0 10 0
N 2.83
P 5.83
K 17.16 60 17.16 L
Q 21.16 90 24.50 9
Average expected project duration, Te = 33.50 CP: 10-40-60-80-100-110 (C-G-K-N-P) Var proj = 2.63 ; proj = 1.62 EOT i LOT Act te EOT j LOT
Te = 33.50 weeks; proj = 1.62; Ts=30 weeks z = (Ts Te)/ proj Z = (30-33.50)/1.62 = -2.16 Corresponding, p = 0.0154 = 1.54% Te = 33.50 weeks; proj = 1.62; Ts=35 weeks z = (Ts Te)/ proj Z = (35-33.50)/1.62 = 0.93 Corresponding, p = 0.8238 = 82.38% For, p = 0.90 => Z = 1.28 z = (Ts Te)/ proj 1.28 = (Ts 33.50)/ 1.62 Ts = 35.57 weeks
Project costs:
Direct costs
Indirect costs
Determining the minimum possible total cost for a particular project duration.
Determining the minimum possible total cost for a particular project duration. Compression:
Crashing:
Indirect Cost
Steps in compression:
Determine activity compression potential & cost slope Draw network for normal durations List all paths, with their durations Identify CP Compress activities along CP (s) Continue till at least one CP is fully compressed (crashed)
Activity A B C D E F G H K L M N
NC (x Rs 1000) 64 30 54 28 70 82 47 39 27 86 55 27
CC (x Rs 1000) 76 33 74 34 91 92 47 45 30 98 65 29
Activity A B C D E F G H K L M N
NT 6 4 9 3 7 5 4 6 3 9 5 2
CT 4 3 5 2 4 4 4 5 2 6 3 1
NC 64 30 54 28 70 82 47 39 27 86 55 27
CC 76 33 74 34 91 92 47 45 30 98 65 29
Compression potential 2 1 4 1 3 1 0 1 1 3 2 1
Cost slope 6 3 5 6 7 10 0 6 3 4 5 2
A(6)
START
C(9) D(3)
G(4) H(6)
L(9) M(5)
FINISH
28* 20 22 14 14
A(6)
START
C(9) D(3)
G(4) H(6)
L(9) M(5)
FINISH
5 19 16 19 11 13
28* 20 22 14 14
25* 20 22 14 14
22* 20 22* 14 14
21* 20 21* 13 13
20* 18 20* 12 13
Compression table:
Stage
Act
CS
Dur of comp 3 3 1
PD
Incre ase in DC 12 15 08
DC
IC
Penal ty
TC
0 1 2 3
L C C B
4 5 5 3 6 5 6 5
28 25 22 21
NPD
OPD
A M
20
11
655
200
855
A M
19
11
666
190
856
Min PD
A(6)
C(5) D(3)
G(4) H(6)
L(6) M(5)
START
FINISH
E(7) F(5)
C(5) D(3)
START
FINISH
E(7) F(5)
K(3)
N(2)
Resources scheduling:
Assigning the resources for each activity Daily resource requirement Time constrained scheduling Resource constrained scheduling
Resources aggregation
Resources smoothing
Resources leveling
RUF or EFR =
Activities, their durations & resource requirements are given below. Schedule the work for the most effective resource Activity Preceding activity Duration (days) Resource rate utilization.
A B C D E F G H K L M N A A B B C D,E F G F,H K 6 4 9 3 7 5 4 6 3 9 5 2 5 4 6 5 4 2 6 3 2 5 7 6
G/6
L/5
M/7
Days
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
DRR (ESS)
9 11 11 17 17 17 12 12 11 15 15 9
9 13 13 12 12 12 5
293
C/6 A/5 ESS B/4 F/2 K/2 C/6 A/5 LSS B/4 E/4 N/6 D/5 E/4 H/3
G/6
L/5
M/7
L/5
M/7
F/2
Days 1 2 3 4 5 6 7 8 9
K/2
N/6
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
9 5
9 5
9 5
9 11 11 17 17 17 12 12 11 15 15 9 5 5
9 13 13 12 12 12 5
293 293
5 10 10 10 10 10 10 10 10 15 15 15 9 11 10 10 10 10 14 14 14 18 18
SANJAY BHOYAR
NICMAR, PUNE
C/6 A/5 ESS B/4 F/2 K/2 C/6 A/5 TRIAL1 B/4 E/4 F/2 K/2
Days 1 2 3 4 5 6 7 8 9
G/6
L/5
N/6
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
9 9
9 9
9 9
9 11 11 17 17 17 12 12 11 15 15 9 9 11 11 12 12 12 12 12 13 17 17 9
9 9
9 13 13 12 12 12 5 9 9 9
5 5
5 5
293 293
8 12 12 12 12 12 5
SANJAY BHOYAR
NICMAR, PUNE
C/6 A/5 ESS B/4 F/2 K/2 C/6 A/5 TRIAL 2 B/4 E/4 F/2 D/5 N/6 D/5 E/4 H/3
G/6
L/5
M/7
G/6
L/5
H/3
M/7
K/2
Days 1 2 3 4 5 6 7 8 9
N/6
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
9 9
9 9
9 9
9 11 11 17 17 17 12 12 11 15 15 9 9 9 9 12 12 12 12 12 11 11 11 9
9 9
9 13 13 12 12 12 5
293 293
9 11 11 10 12 12 12 12 12 11 11 5
SANJAY BHOYAR
NICMAR, PUNE
Resourc e Histograms
20 18 16 14 12 10 8 6 4 2 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
T i me
Sample problem:
On a 12 km long road project, following four activities are repeated, sequentially. Prepare time-chainage schedule.
Activity Progress rate (km/day) 1.0 0.5 0.5 1.5 Duration for 12 km 12 24 24 8 Buffer Start buffer 2 2 End buffer 2 Start time 0 2 4 22 Finish time 12 26 28 30
2 2 2
Time-chainage Diagram
12 11 10 9
Chainage (km)
8 7 6 5 4 3 2 1
14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 0 1 2 3 4 5 6 7 8 9 10 11 12 13 Time (days)
Monitoring:
Establishing progress of the project Periodic Review of current status Comparing the planned versus actual progress Identifying deviations & reasons for such deviations Analyzing the effect on time, cost & performance parameters of the project Corrective actions Updating plans
Control:
Project Control
Base Plan -schedule -budget -scope Actual status -schedule -budget -scope Deviations -schedule -budget -scope
Corrective Actions
S- curve
Project budget plan Actual cost of work performed Budgeted cost of work performed Planned cost allocated to the completed work EV = BCWP
EV = [Budgeted cost of activity x % activity completion]
Earned value
SV = BCWP - BCWS
Cost variance CV = BCWP - ACWP Schedule performance index SPI = BCWP/ BCWS Cost performance index CPI = BCWP/ ACWP Project performance index = SPI x CPI Estimated cost to project completion ECPC = BCPC/ CPI Estimated time to project completion ETPC = STPC/ SPI
Sample problem:
Task Duration (weeks) Preceding task Budgeted Status by end of 5th cost week (Rs in lacs) % complete Actual expenditu re (Rs in lacs)
A B C D E F G H
3 5 3 4 2 4 3 2
A A A A C D,E B,F,G
6 20 30 24 16 16 9 18
100 40 33.33 50 50 0 0 0
8 6 12 9 7 0 0 0
Task
Duration (weeks)
Weightage s
Budgeted Status by end of 5th cost week (Rs in lacs) % % project complete Progress
A B C D E F G H
3 5 3 4 2 4 3 2
6 20 30 24 16 16 9 18
100 40 33.33 50 50 0 0 0
8 6 12 9 7 0 0 0
NICMAR, PUNE
SANJAY BHOYAR
Weeks
10
11
12
Weekly progress (%) % progress (ESS) Weekly cost (ESS) Cumulative cost (ESS)
3.85 3.85 2 2
3.85 7.70 2 4
3.85
3.85
11.54 26.92 2 6 28 34
53.85 65.38 76.92 84.62 92.31 96.15 20 82 14 96 11 107 7 114 7 121 9 130
NICMAR, PUNE
SANJAY BHOYAR
Status of progress:
of 5th week
Task Durat ion Budgeted cost (BC) 6 20 30 24 16 16 9 18 Sched uled Start 0 3 3 3 3 6 7 10 Schedu led Finish 3 8 6 7 5 10 10 12 % completion Sched Actual uled (WP) (WS) 100 40 66.67 50 100 0 0 0 100 40 33.33 50 50 0 0 0
At end
Actual (ACWP) 8 6 12 9 7 0 0 0 42 Earned value (BCWP) 6 8 10 12 8 0 0 0 44
A B C D E F G H
3 5 3 4 2 4 3 2
Review date: 5 weeks from start WS = 42.3 % WP = 34.64 % BCWS = 62 ACWP = 42 BCWP = 44 = EARNED VALUE CV = BCWP ACWP = 44 42 = +2 (cost savings) SV = BCWP BCWS = 44 62 = -18 (behind schedule) CPI = BCWP/ACWP = 44/42 = 1.05 SPI = BCWP/BCWS = 44/62 = 0.71 Project performance index = SPI x CPI = 0.7455 ECPC = BCPC / CPI = 139/1.05 = 132.68 lacs ETPC = STPC / SPI = 12/0.71 = 16.91 weeks
NICMAR, PUNE
SANJAY BHOYAR
Numerical Problem
Table below gives the budgeted monthly cashflow requirement for a construction project. At end of Oct 06, the actual project expenditure is Rs 114 lakhs & the progress is 50%
Draw s curve, & calculate project performance indices. Estimate the delay in project completion.
May 06 8.5 Jun 06 11.5 Jul 06 13.5 Aug 06 15.5 Sep 06 30.5 Oct 06 27.0 Nov 06 22.5 Dec 06 20.0 Jan 07 20.0 Feb 07 12.5 Mar 07 2.5
8.5
20
33.5
49
79.5
106.5
129
149
169
181.5
184
S curve
time
m
Review date: Oct 06 ACWP = 114 WS = (6/11)x 100 = 54.54 % WP = 50 % BCWP = (79.5+106.5) / 2 = 93 = EARNED VALUE BCWS = 106.5 CV = BCWP ACWP = -21 SV = BCWP BCWS = -13.5 CPI = BCWP/ACWP = 0.8158 SPI = BCWP/BCWS = 0.8732 ECPC = BCPC / CPI = 225.55 ETPC = STPC / SPI = 12.6 months Delay in project completion = ETPC STPC = 1.6
Thank You
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