CONSTRUCTION PROJECT

MANAGEMENT

Lakshitha Senarathne
BSc (Hons), AMIE(SL)
FEASIBILITY STUDY
What is feasibility study
 A feasibility study is an analysis of the viability of an idea through a
disciplined and documented process of thinking through the idea from
its logical beginning to its logical end.
 Feasibility study is carried out in order to assess the viability of a new
project
 It is primary and most important thing in development of a project
Reasons to Do a Study
 Gives focus to the project.
 Narrows the business alternatives.
 Identifies new opportunities.
 Identifies reasons not to proceed.
 Provides valuable information for “go/no go” decision.
 Increases probability of business success by identifying weaknesses
early.
 Provides documentation that the idea was thoroughly investigated.
Types of feasibility
 Operational feasibility
◦ Useful for identifying operational problems to be solved, and their
urgency
◦ The “PIECES” framework
P-Performance ,I-Information, E-economy , C-control E-efficiency ,I-
Information, S-services

 Environmental feasibility
◦ Environmental impact and their assessment
 TYPES OF FEASIBILITY

 Market Feasibility
◦ Determine facility needs.
◦ Suitability of production technology.
◦ Availability and suitable of site.
◦ Raw materials.
◦ Other inputs

 Organizational/Managerial Feasibility
◦ Business Structure
◦ Business Founders
 TYPES OF FEASIBILITY

 Financial/Economic Feasibility
◦ Estimate the total capital requirements.
◦ Estimate equity and credit needs.
◦ Budget expected costs and returns

 Legal Feasibility
◦ Is the project legally feasible?
◦ Legal requirements.
 Feasibility study in a construction project

1. Planning permission.

2. The likelihood that an environmental impact assessment will be required.

3. Other legal/statutory approvals.

4. Analysis of the budget relative to client requirements.

5. Assessment of the potential to re-use existing facilities or doing nothing

rather than building new facilities.

6. Assessment of any site information provided by the client.

 FEASIBILITY STUDY IN A CONSTRUCTION PROJECT

7. Site appraisals, including geotechnical studies, assessment of any contamination,

availability of services, uses of adjoining land, easements and restrictive covenants,
environmental impact, and so on.

8. Considering different solutions to accessing potential sites.

9. Analysis of accommodation that might be included or excluded.

10. Assessment of the possible juxtaposition of accommodation and preparing basic

stacking diagrams.

11. Assessing operational and maintenance issues.

12. Appraisal of servicing strategies.

13. Programme considerations.

14. Procurement options.

Feasibility report
 A feasibility report is the results of a feasibility study. This report
details whether or not a project should be undertaken and the reasons
for that decision.
 Report Content
 Introduction/Executive Summary
 Background
 outline of project
 Methodology/method of analysis
 Overview of alternatives
 Conclusion
 Recommendation
 ENVIRONMENTAL
IMPACT ASSESSMENT
 EIA
 Environment Impact Assessment or EIA can be defined as the study
to predict the effect of a proposed activity/project on the environment.
 A decision making tool, EIA compares various alternatives for a
project and seeks to identify the one which represents the best
combination of economic and environmental costs and benefits.
 Definition
Intended as an instrument of preventive environmental management. It
provides a framework and an information basis for decision making on
activities affecting the environment.
 EIA – Three core values
 Integrity: The EIA process should be fair, objective, unbiased and
balanced
 Utility: The EIA process should provide balanced, credible
information for decision making
 Sustainability: The EIA process should result in environmental
safeguards
 EIA
 applies to the assessment of the environmental effects of those public
and private projects which are likely to have significant effects on the
environment
 Direct and indirect effects of a project on the following
factors
human beings, fauna and flora
soil, water, air, climate and the landscape
the inter-action between the factors mentioned in the first and
second indents
material assets and the cultural heritage.
 EIA Procedure
 Deciding whether an EIA is required (screening)
 Determining the scope of EIA (scoping)
 Preparing of the impact statement (EIS)
 Consultations, public participation
 Evaluating EIA results and consultations
 Reaching a decision
 Monitoring impacts after project implementation
 Project Concept/Identification
 Initial stage of the project planning
Basic nature of the project is known including the site(s) where the
project is being proposed to be implemented
 “Screen” project to determine if project requires a full EIA
 Pre-feasibility Stage
 “Scope” the project to identify issues/impacts for
investigation
 Initial Assessment of Impacts
 Existing or baseline data:
provide a description of the status and trends of environmental
factors (e.g., air pollutant concentrations) against which predicted
changes can be compared and evaluated in terms of importance
provide a means of detecting actual change by monitoring once a
project has been initiated
 Feasibility Stage
 Conduct the EIA and determine if the project is viable:
Magnitude of impact - indicate whether the impact is irreversible
or, reversible and estimated potential rate of recovery
Extent of impact - spatial extent of impacts should be determined
Duration of Impact - arising at different phases of the project cycle
and the length of the impact [e.g. short term (during construction-9
yrs), medium term (10-20 yrs), long term (20+ yrs)]
 Implement & Audit the Project
 Outlines mitigation strategies and monitoring schemes:
Preventative measures- reduce potential adverse impacts before
occurrence
Compensatory measures- compensate for unavoidable adverse
impacts
Corrective measures- reduces the adverse impact to an acceptable
level
 Environmental Monitoring
 Environmental monitoring provides feedback about the
actual environmental impacts of a project
 Helps judge the success of mitigation measures in
protecting the environment
 Ensure compliance with environmental standards
 Facilitate any needed project design or operational changes
NETWORK ANALYSIS
Network Analysis
 Offers little more than a linked bar chart.
 More applicable to complex operations than the bar chart.
 Steps in producing of a network diagram
1. Listing of activities
2. Producing a network showing the logical relationship between
activities
3. Assessing the duration of each activity, producing a schedule and
determining the start and finish times of each activity and the
available float
4. Assessing the required resources
 Type of Networks

1. Activity on Arrow
2. Activity on Node
3. Critical Path Method (CPM)
4. PERT (Programme Evaluation and Review Technique)
Activity On Arrow Method
 Activity On Arrow
Activity

Excavation
1 2

Nodes

 The line or arrow denotes an activity or a job

 Each activity originate and terminate in a unique pair of nodes
called events
 The tail of the arrow is the start of the activity
 Activity On Arrow Cont’d………

 Head of the arrow is the Finish of the activity.

 The activity notation is on the top of the arrow.
 Arrow length is no indication of the time duration
 The starting node for a given activity is referred to as the
activity’s “i-node”
 The ending node for a given activity is called the activity’s “J-
node”
Activity On Arrow Cont’d………
 Linked Bar Charts

Link bar chart shows the relationship between activities in a particular project.
 Predecessor

An Activity that is required to start or finish before the next activity(s) can
proceed.
 Successor

An Activity that must start or finish after the previous activity can finish
Predecessor
Successor
Example

Activity Description Predecessor

A Product design -

B Market research -

C Production analysis A

D Product model A

E Sales brochure A

F Cost analysis C

G Product testing D

H Sales training B, E

I Pricing H

J Project report F, G, I
 4
C
F

2
D
A
G J
5 7 8

1 E

I
B
H
3 6
 Dummy activity
 An artificial activity with zero time duration that only shows a
precedence relationship among activities (usually drawn in
broken arrows)

B D E
1 2 4 5 6
A
C

3
Activity on Node (Precedence
Diagrams)
 Activity On Node

 Lag and lead values associated with activity relationships are

introduced.
 If an activity is to start before (lead) completion of an activity or
few days after (lag) it can be easily represented.
 Number of relationships between activities is more than the
simple finish to start relationship offered by the arrow network
diagrams.
 No dummy activities.
Representation of nodes

ES Activity EF

LS Duration LF
Activity Description Predecessor Duration / month

A Product design - 5

B Market research - 1

C Production analysis A 2

D Product model A 3

E Sales brochure A 2

F Cost analysis C 3

G Product testing D 4

H Sales training B, E 2

I Pricing H 1

J Project report F, G, I 1
Activity and Duration

C F Activity
2 3

A D G J
5 3 4 1

E I
2 1 Duration

B H
1 2
Early start and Finish, Forward Pass
5 C 7 7 F 10 Early Start
2 3

0 A 5 5 D 8 8 G 12 12 J 13
5 3 4 1

5 E 7 9 I 10
2 1 Early Finish

0 B 1 7 H 9
1 2

Forward Pass
Early Start (ES)
Earliest possible start of an activity

Early Finish (EF)

Earliest possible finish of an activity

ES + Activity Duration = EF

Forward Pass
Calculates an activity’s early dates
Late start and Finish, Backward Pass
5 C 7 7 F 10 Late Start
7 2 9 9 3 12

0 A 5 5 D 8 8 G 12 12 J 13
0 5 5 5 3 8 8 4 12 12 1 13

5 E 7 9 I 10
7 2 9 11 1 12
Late Finish

0 B 1 7 H 9
8 1 9 9 2 11

Backward Pass
Late Start (LS)
Latest possible start of an activity

LS = LF – Activity Duration

Late Finish (LF)

Latest possible finish of an activity

Backward Pass
Calculates an activity’s late dates
 Total Float
TF = LF – ES – Duration

 Totalamount of time by which the activity could be extended or

delayed and still not interfere with the project finish date

Free Float
FF = ES of Sucessor activities – EF of the activity

 Totalamount of time by which the activity could be extended or

delayed without delaying the early start of successor activity.
Question : Find the total & free float of every activities

5 C 7 7 F 10
7 2 9 9 3 12

0 A 5 5 D 8 8 G 12 12 J 13
0 5 5 5 3 8 8 4 12 12 1 13

5 E 7 9 I 10
7 2 9 11 1 12

0 B 1 7 H 9
8 1 9 9 2 11
 Critical Path

 The longest continuous path of activity through a project, which

determines the project finish date.

Total Float of a critical activity = 0

Critical Path
5 C 7 7 F 10
7 2 9 9 3 12

0 A 5 5 D 8 8 G 12 12 J 13
0 5 5 5 3 8 8 4 12 12 1 13

5 E 7 9 I 10
7 2 9 11 1 12

0 B 1 7 H 9
8 1 9 9 2 11
 Critical activity

 Activity which are located through the critical path is called

“Critical Activities”
 Activities that affect the overall duration are known as critical
activities
 Planner should try to eliminate or reduce the duration of critical
activities.
1. Provide more resources and overtime
2. Use best labour gang, superior, quality material, incentives for labourers, close
supervision etc..
 Relationship
1. Finish to Start (FS)

 Most common type of dependency

 Task B can't begin until the task A finished.
Ex: Dig foundation (Task A) must be complete before your team can
start Pour concrete (Task B).
2. Start to Start (SS)

 Task B can’t start until Task A starts

 They don’t have to start at the same time: Task B can begin any time after Task
A begins
Ex: To save time, you want to level concrete at one end of the
foundation while it is still being poured at the other end. But Level concrete
(Task B) can’t start until Pour concrete (Task A) has also started
3. Finish to Finish (FF)

 Task B can’t finish until Task A is done.

 They don’t have to end at the same time: Task B can end any time after Task A
ends.
Ex: Your team is adding the wiring to the building and inspecting it at the
same time. Until Add wiring (Task A) gets done, you won’t be able to finish
Inspect electrical (Task B).
4. Start to Finish (SF)

 Task B can’t finish until Task A begins.

 Task B can finish any time after Task A begins. This type of link is rarely used.
Ex: The roof trusses for your building are built off-site. You can’t finish
Assemble roof (Task B) until Truss delivery (Task A) begins.
Design Brief

 One way to define the problem is through the use of a

design brief.
 This concise document identifies the client, clearly states
his/her problem or need, details the degree to which the
engineer will carry out the solution, and lists the rules
and limits within which the engineer must perform.
 The design brief serves as an agreement between the
client and the engineer.
 The engineer will often return to the design brief
throughout the design process in order to gage the
progress and validity of the creative work.
THE END