PROJECT MANAGEMENT

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PROJECT MANAGEMENT

• Chu Eu Ho
• Dept. of Civil and Environmental Engineering
• Massachusetts Institute of Technology

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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 dont make good financial
  decisions

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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

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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

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NETWORK SCHEDULING

• 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

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ACTIVITY RELATIONSHIPS

• Finish-Start FS ? Activity j may start
  ? units of
  
• time
  after finishing activity i
•  
• Normal FS 0 Activity j may start
  immediately
• after
  finishing activity i
• Start-Start SS ? Activity j may start
  ? units of
  
  
• time
  after starting activity i
•  
• Finish-Finish FF ? Activity j may finish
  ? units of
• time after
  finishing activity i

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TIME TO START/FINISH

• Activity Duration di The estimated duration
  of each activity
•  
• Earliest Start ESi The earliest time
  that activity i may start
•  
• Earliest Finish EFi The earliest time that
  activity i may finish 
• EFi ESi di
•    
• Latest Start ESi The latest time
  that activity i may start
•  
• Latest Finish EFi The latest time that
  activity i may finish
•  
• LSi LFi - di

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FLOAT TIME

• Total Float TFi The total time that
  activity i may be
• postponed
  without delaying project
• completion
  
•   
• TFi LSi - ESi or LFi - EFi
•  
•  
• Free Float FFi The maximum time that
  activity i may
• be postponed
  without delaying the
• earliest
  start (ESj) or earliest finish
• (EFj) of any
  following activity j

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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)

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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. Calculate EFj ESj dj

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• 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. Calculate LSi LFi - di

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CALCULATIONS FOR FLOAT

• TOTAL FLOAT
• 1. Need to know ES, EF, LS and LF for
• activity i
• 2. Calculate TF for activity i
•  
• TFi LSi ESi or LFi - EFi
•  
•  

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• 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

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Network Scheduling

• Example Analysis

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