Project Management is an enormous subject and without it, structure or engineering assignments as we realize them today simply cannot be carried out.
Project management has needed to change as the industry is continuing to grow and methods are suffering from particular within the last century, which has seen possibly the greatest transformation of all. Some areas of Project management have had to be adapted with this whereas others have led the way to change, because of innovative thinking from the likes of Fayol and Maslow.
The successful management of the civil engineering project depends upon lots of factors. Planning, Company, Communication, Decisiveness are subcategories that need managed. It really is crucial that the right types of procedures are put in place in the very beginning of the project.
Good project management permits excellent organisation and traffic monitoring; better control and use of resources; reduced intricacy and early id of problems resulting in quicker correction.
A project supervisor must have a acoustics body of knowledge that will include the nine main areas of opportunity, time, cost, risk, integration, quality, procurement, communications and human resources. And a job engineer's professional judgement they'll need to call after the required tools in order to manage a project efficiently, that could include recent or similar duties undertaken or specific management tools, such as charts and schedules.
History of Scheduling
Gantt graphs were produced by mechanised engineer, Henry Laurence Gantt in the first 20th century as a visual tool to show scheduled and real progress of tasks. Although commonplace, today the Gantt graph was important change in the way projects were supervised at the time. Gantt graphs were first applied to high profile construction projects like the Hoover Dam (1931) and the interstate highway network (1956).
Complex network diagrams called PERT (Program Analysis and Review Technique) charts were invented as part of the Polaris missile submarine program in 1955. Booz-Allen Hamilton caused the U. S. Navy to generate these graphs and schedules.
The Critical Avenue Method (CPM) originated by the DuPont company in 1957, to cope with a variety of jobs and numerous connections at many things in time. Arguably, the advancement of modern job management is a primary consequence of the necessity to make effective use of the info made by the schedulers so that they can control and control the critical course.
The Work Breakdown Structure (WBS) was at first developed by the U. S. defence division, as an progress of the PERT system mentioned above. In 1968, it was given as a military services standard, which required the utilization of work break down structures across the U. S. defence section. The typical has been revised and updated through the years and is still in use today.
Project
Installing new material beams throughout a preexisting masonry building and adding a new floor.
The project begins on January the 14th and is to be completed by Friday the 29th of March.
List of Tasks
I have assumed the procedure of this job management beginning with the design phase.
Existing masonry power investigated/tested for capacity to use loads
Building survey to create out the masonry piers and levels
Steelwork design required based on loads to be imposed /spans between piers
Timber floor joists and border restraints designed (with timber plywood deck to act as structural diaphragm).
Fabrication drawings completed and issued for tender
Steel Sensitive period
Fabricator chosen and contract authorized for steelwork
Fabrication commences
Method affirmation to complete (Health insurance and Safety)
Method declaration approved by CDM co-ordinator
Erection of scaffolding around piers
Existing standard masonry repair to piers
Masonry removal for padstone and bearing end of beams
Padstone assembly (Pouring of the in-situ concrete padstone)
Concrete padstone curing
Ordering of metal set up equipment (crane rig or cherry pickers)
Steel delivery to site
Steel erection and fixing
Timber trim on site
Timber floor joists fitted
Plywood slice to size
Timber advantage restraints fixed
Plywood decking equipped.
Scaffolding around piers removed
Project handed over to consumer for fit out
As built drawings & details sent to Building Control
Project Conclusion.
The importance of getting this executive aspect of the job completed promptly (using affective and accurate scheduling) will allow the decking to be installed and make the ground usable, allowing the 'fit out' to commence on time and without the need for expensive momentary platforms.
Estimated resources and time periods for the tasks
Task resources for staff- abbreviations for use in tables, charts etc.
PM - Job Manager
SU - Surveyor
SE - Structural Engineer
FB - Metallic Fabricator
SW - Site Workers
HS - CDM co-ordinator (Health & Safeness)
Estimated No. of days necessary to complete the duty.
Personnel resource abbreviation
Breakdown of the time and resources example
Detailed name of the task from job list on prior page
Shortened job name as it will appear in schedules
PM
0 Days
Existing masonry durability investigated/tested for capacity to have loads
Existing Masonry Test
SU
7 Days
Building survey to set out the masonry piers and levels
Building Survey
SU
3 Days
Steelwork design required based on loads to be imposed /spans between piers
Steelwork Design
SE
4 Days
Timber floor joists and border restraints designed
Timber Design
SE
3 Days
Fabrication drawings completed and given for tender
Fabrication Drgs
SE
3 Days
Steel Tender period
Steel Sensitive Period
FB
7 Days
Fabricator chosen and contract agreed upon for steelwork
Fabrication Contracts
PM
N/A
Steel fabrication commences
Steel Fabrication
FB
15 Days
Method assertions to complete (Health and Safety)
Method Statements
PM
2 Days
Method affirmation approved by CDM co-ordinator
CDM Approval
HS
5 Days
Erection of scaffolding around piers
Scaffolding
SW
3 Days
Existing standard masonry repair to piers
Masonry Repair
SW
2 Days
Masonry removal for padstone and bearing end of beams
Masonry Removal
SW
2 Days
Padstone set up (Pouring of the in-situ concrete padstone)
Padstone Installation
SW
2 Days
Concrete padstone curing
Concrete Curing
N/A
3 Days
Ordering of metal assembly equipment (crane rig or cherry picker)
Plant Order
PM
N/A
Steel delivery to site
Steel Delivery
FB
1 Day
Steel erection and fixing
Steel Erection
SW
2 Days
Timber lower on site to fit
Cutting Timber
SW
1 Days
Timber floor joists fitted
Timber Joists
SW
4 Days
Timber advantage restraints fixed
Timber Restraints
SW
3 Days
Plywood chop to size
Cutting Plywood
SW
1 Day
Plywood decking fitted
Plywood Deck Fixed
SW
1 Day
Scaffolding around piers removed
Scaffolding Removal
SW
1 Day
Project paid to consumer for fit out
Project Hands Over
PM
N/A
As built drawings & information delivered to Building Control
As Built Records
PM
1 Day
Project Completed
N/A
N/A
Work Breakdown Framework (WBS)
The WBS communicates an obvious view of the total opportunity of the job, providing a rational and coherent statement of the particular project includes. The WBS is neither over-simplified or extremely complex. It is not a job plan or a task schedule, and it is not a chronological list. A coding system is carried out to permit cost, schedule, specialized and other data to be cross referenced across a task.
The project manager is to structure the project work into WBS elements that are:
Definable - can be referred to and easily realized by project participants.
Manageable - a device of work where specific responsibility/authority can be assigned.
Estimate - length and cost can be projected in conditions of resources.
Independent - bare minimum reliance on other on-going elements (i. e. assignable to a single job), and evidently distinguishable from other work deals.
Integrate - integrates with other project work elements and with higher-level cost estimates and schedules to include the entire project.
Measurable - may be used to measure improvement; has start and conclusion dates and measurable milestones.
Adaptable - sufficiently adaptable so the addition/eradication of work opportunity can be accommodated in the WBS construction.
On the next internet pages are two different varieties of the WBS. A typical tabular view used for quick research / easy development, and a lot more familiar tree composition view; used showing more clearly the move of responsibilities and their interactions.
Gantt Charts
A common way of scheduling construction activities is the Gantt graph, named after the creator Henry Laurence Gantt, as mentioned in the introduction section.
The Gantt chart lists the engineering tasks that require to be performed down an individual column, generally in the order where they should be carried out, along with a second column indicating the length of time required to complete each task. Near the top of the chart, times for the structure project are noted in a horizontal row. Towards the right of every task a brand/bar suggests the starting night out to the completion date for this task. All jobs in the first column are charted this way across the rows of the graph, with the pub for each process beginning at the initial possible starting particular date. Many tasks must be completed in collection, requiring the completion of 1 activity before the next can be began, although some tasks may be completed separately of other work and can be charted when the task is easiest.
The charting of activities allows the job manager to recognize critical things in the engineering schedule and provides the chance to adjust the jobs to meet plan demands. Gantt charting pays to for small assignments that must definitely be completed in a linear manner, or one step after the other, and for contractors who have small crews and can only just take part in one activity at a time.
Most Gantt charts these days are created using computer arranging programs. Templates provide a report on typical construction responsibilities so the job manager only must insert the length of the work; arranging programs have advanced to the stage where data about the activities, such as length of time and series, can be provided and the complete chart generated. For my worked example I've used Microsoft Project.
On the following webpage is a Gantt graph, listing the job tasks and scheduling dates of conclusion; noting how each job is related and creating an application of works instantly, with times and deadlines throughout the working week. It outlines which responsibilities are reliant on others and also which can run concurrently or have no specific arranging requirements. Including the steel must be designed and bought before it can be delivered to site and the padstones it sits on would need to maintain place and the concrete treated prior to the steelwork could be erected. To maximise time efficiency these duties will run concurrently (i. e. padstones can be installed while metallic is fabricated and before it is sent to site) these links between responsibilities is seen on the Gantt chart.
Critical Path Research (CPA)
Similar to the Gantt graph the critical avenue examination is a project-management approach that lays out all the actions needed to complete a task, the time it will require to complete each activity and the associations between your activities. Also known as the "critical path method", critical course analysis can help forecast whether a task can be completed on time and may be used to forecast problems within the program both before starting it and since it progresses, to keep the project's completion on the right track and ensure that deliverables are prepared promptly.
Advancing from the Gantt chart on the next webpage is the job critical avenue (highlighted in red on the next webpage). Any fluctuations to these times would have a knock on impact to the entire development of the project meaning time would need to be made up elsewhere on the remaining duties, or possible weekend overtime working would have to be implemented to ensure the task was completed by the March 29th deadline.
Project Analysis and Review Approach (PERT)
As assignments become even more technical and unpredictable, more technical arranging methods become appropriate. Methods such as the 'program analysis and review strategy' combines critical course analysis with possibility to identify conclusion schedules that are optimistic, pessimistic, and most likely. Such arranging techniques are not suitable to every task, but may be used in large engineering projects that will tend to be influenced by nature or individual factors. For example projects that should be completed during unseasonable climate or grading within an area that may be delayed scheduled to mysterious underground conditions.
PERT planning includes the next steps that are identified below.
Identify the precise activities and milestones. The actions are the duties necessary to complete a task. The milestones are the events marking the start and the finish of one or even more activities. Using a work breakdown structure is helpful to list the jobs that in later steps can be broadened to include home elevators sequence and duration.
Determine the proper sequence of the activities. This task may be combined with task recognition step above since the activity series is evident for some tasks. Other duties may require more analysis to determine the exact order where they must be performed.
Construct a network diagram. Using the activity sequence information, a network diagram can be attracted showing the sequence of the serial and parallel activities. Each activity presents a node in the network, and the arrows symbolize the relationship between activities. Software programs simplify this step by automatically changing tabular activity information into a network diagram.
Estimate enough time required for every single activity. Days are a widely used unit of energy for activity completion, but any constant unit of time can be utilized. PERT has the capacity to deal with uncertainty in task conclusion time. For every activity, the model usually includes three time estimates:
Optimistic time - generally the shortest time in that your activity can realistically be completed, generally known as the 'best time'.
Most likely time - the conclusion time having the highest probability. Remember that this time differs from the expected time, (as explained below).
Pessimistic time - the longest time an activity may need, generally known as the 'worst time'.
PERT can also believe a beta likelihood distribution for enough time estimates.
Expected time - For the beta circulation, the expected time for every single activity can be approximated using the following weighted average:
Expected time = ( Optimistic + 4 x Probably + Pessimistic ) / 6
This expected time is not necessarily applied to the network diagram.
