Construction Plann

8/11/2019 Construction Plann

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CONSTRUCTION MANAGEMENT

By Hoot Tsegaye

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T

here are several definitions of management given bydifferent authorities in the field:

a. Management is the art of getting things done through

and with people in a formally organized group.b. Management is the process of coordinating allresources through the five major functions of planning,organizing, staffing, directing/leading and controlling

to achieve organizational objective.

INTRODUCTION

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According to Henri Fayol (1841-1925) he is knownfor the first general administrative theory developerof management.

He divided the whole task of the organization intooperational and managerial.

The operational activities or functions include:

• Technical (production, adaptation)

• Commercial (exchange) • Financial (search for & optimal use)

• Accounting (stocktaking, balance sheets)

• Security (protection → property & persons), control.

Cont.

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And the managerial activities or functions include:

Planning,

Organizing,

Staffing,

Motivating,

Communication,Measuring

Correcting, and Coordinating,

Cont.

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Planning (also called forethought) is the process of

thinking about and organizing the activities requiredto achieve a desired goal

A plan is typically any diagram or list of steps withtiming and resources, used to achieve an objective.

Devising the cause for the future with a visionformulated for the future state of the organization or

the project. Involves preparation of alternatives for achieving

specified objectives.

. Planning

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http://en.wikipedia.org/wiki/Thinking

http://en.wikipedia.org/wiki/Objective_(goal)

http://en.wikipedia.org/wiki/Objective_(goal)

http://en.wikipedia.org/wiki/Thinking



In preparation of plans the following questionsshould be addressed:

What to do?, How to do?, Where to do?

Who is to do it? And How much does it cost?

The detailing of the plan depends on:

Size of the project Degree of difficulty

Knowledge and experience

Degree and extent of indeterminate operations

Extent of internal and external constraintScheduling:

Scheduling is timing of the work activities. Duringscheduling questions like when to do it and how

long it takes should be answered



ii. Organizing

Organizing is required to achieve effective utilization

of the people, facilities, equipment and moneyavailable to the Organization.

Organizing also involves establishing a workableorganizational structure to divide the work intomanageable department/sections and delegate tasksaccordingly.

iii. Staffing:

Staffing involves assigning (employing) people to fillthe posts created within the organizational structure.

involves matching the organization’s needs witheach employee’s goals and desires, and it requiresadherence to equal opportunity regulations.

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iv. Motivating:

Motivation can be defines as follows:

Motivation is the set of processes that moves aperson towards a goal.

• Motivation is the internal or external forces that acton a person that arouse enthusiasm(Interest) andpersistence to pursue a certain course of action.

Motivation is important in management of peoplebecause a motivated workforce will “go the extramile” to exceed performance expectations on the job.



Reading assignment

What are the factors that motivate, and reducemotivation (motivators & de-motivators)

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V. Communication:

Communication is a multifaceted management

responsibility. Communication can be formal andinformal; it is both written and oral. It utilizes paper,telephone, face-to-face, and electronic means.Construction Managers communicate goals andpurposes; information, instructions, andinducements.

They also ensure that the messages are sent andreceived in the multitude directions.

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Vi. Measuring and Correcting : Involves ..

• Measuring the actual performance

• Identify plan and schedule • Compare plan against performance

• If there is discrepancy, identify the reasons

• Analyze the costs incurred

• Take remedial measures

• Observe quality of work

vii. Coordinating :

Conduct regular departmental and section headsmeeting for discussion.

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In project management, a schedule is the tool mostcommonly used to plan the project step by step.

By systematically analyzing each activity and its

relationship to the ones that come before and after it,the project manager can build the project on paperbefore committing resources to it.

Schedules are essential to successful implementation

of any complex project.Schedules are particularly useful when companies

undertake multiple projects that use common resources.

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Project planning



Today, with the help computers and their

simplified operating hardware, more owners,designers and construction professionals usenetwork schedules at many levels.

They are used as a basic part of the control systemof most construction projects.

Schedules establish the start, duration andcompletion dates of project or task.

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Cont…



They let people and organizations know in

advance when expect a certain action to take place.Contractors and suppliers to stay profitable, have

many jobs that must be organized and planned.Start and completion date of particular job is

essential information because it allows them to

determine whether or not the job can beaccomplished in the context of their other work.

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Cont.



Scheduled start dates determine when goods or

services need to be brougth to the job site, when awork force needs to be mobilized and, Whenequipment rental begins. This date is critical to theaccurate pricing of the project.

There are time, howewer, when contractors want key

materials delivered early to eliminate the risk ofholding up the project because of delays in eitherfabrication or delivery.

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Cont.



Preconstruction Planning

Scheduling is a key activity during preconstructionstage.

Project financing commitment to tenants and marketprojections all depend on understanding thescheduled start and completion.

The only way to accurately predict whether or notthe required completion dates can be met isusing a schedule.

The earlier the dates are projected, the earlier the

owner can be make a choice based on thosedates.16

SCHEDULINGTHROUGHOUT PROJECT



During preconstruction, The first schedule isassembled with little information.

As the project evolves, managers will continually refine

the schedule to optimize the project activityduration, creating efficiencies in time and money.

The initial schedule is a tool for the project team to beginto make intelligent management desicions.

In summary scheduling during preconstruction providesthe project team with necessary information toproperly plan and coordinate the entiredesing/build process.

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Cont.…



Project schedules are essential to the succesful coordinationof a project’s day-to-day activities.

Material deliveres, equipment, and people are all dependthrough the schedule.

As a project progress, delays inevitably occur.The project manager’s job is to effectively deal with these

delays and to anticipate them as much as possible.If problems never occured on a project, the project

manager’s role would be less critical. It is intelligent response to bad weather, equipment

failures, strikes, design errors and omissions thatseperates the well-managed project from disaster.

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Scheduling during Construction-1



A CPM schedule may record the actual dailyactivities at the site.

The schedule often is placed on the wall of the job site

, where it is clearly visible to all trades people.The project manager can graphically record

progress,often with coloured markers andsymbols.

Schedule record issues for the day, but it can help themanager anticipate future problems.This information may also be essential to succesfully

negotiating a future change order or a claim.19

Scheduling during Construction-2



As a pro ject nears completion, the ultimate user becomesmore involved in the constrution process.

In many projects the owner begins to occupy the facility

during construction. This partial occupancy must beclosely scheduled, requiring weekly meetings tocoordinate the constrution work with the tenantimprovement work necessary to allow occupancy.

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Postconstruction Scheduling



The planning and scheduling process, which

begins in the preconstruction stage , can be

divided into seven steps:1. Establish objective: Scheduling begins with

a plan.The first step is to establish anobjective that can be defined as a specific,

measurable project goal.The key is that theobjective should be attainable and fit withincorporate goals.

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PLANNING AND SCHEDULINGPROCESS-1



2. Identify project activities: The second step isto breakdown the project into definable workactivities that,when completed,reach the

objective.An activity should be action-oriented,visible and measurable.For example: Survey and layout site. Procure structural steel.

Form footings. Install elevator cabActivities should be sortable by area,discipline

and phase.23




3. Determine activitity sequence:The next step is to

sequence the project activities.Construction

managers must determine in what order activitiesoccur.The best way to examine each activityindependently and ask for the following questions:

• What activity must precede this activity?

• What activity must succed this activity?

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4. Determine activity durations: At this point the duration

of each activity must be determined. If an estimate hasben prepared each activity should be examined in ligth

of what duration assumtions were made at the time ofestimate.At this stage it is best to calculate the normal duration for

each activity: that is the duration that will complete thisactivity in the most effective manner.

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5. Perform schedule calculations: Once the activity

durations are determined, it is possible to add up thedurations of different activity sequences or paths.

The longest path through the network is called the criticalpath and determines the duration for the project.Pathsthat have a shorter duration, also called float or slack.

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6. Revise and adjust: Scheduling is an iterative

process: the result of step 5 is only the beginnig.Up to this point normal levels of resources and

optimum crew sizes have been assumed.Howewer, it may show overcommited resources or

an unacceptable completion date. If this is thecase, the scheduler has many tolls to work with

it. He or she can defer work, increase crew size,or plan overtime work to meet project goals.

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As adjustments are made and the project’s durationshortened, direct costs increase; but because the

job is shortened, indirect costs go down.

This process of accelerating work to shorten theduration of a project is called crashing . It is an

important step in determining the optimumduration for a project.

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PLANNING AND SCHEDULING

Construction Plann

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