Overview on construction management
-
Upload
nejib-ghazouani -
Category
Documents
-
view
8 -
download
1
description
Transcript of Overview on construction management
CONSTRUCTION MANAGEMENTfor
MANAGEMENT CONSULTING
John L. Kmetz, DBAFaculty Director of International Programs,College of Business and Economics, and
Associate ProfessorDepartment of Business Administration
2
PROJECT MANAGEMENT OVERVIEW
WHAT IS A “PROJECT?”
“An assigned person (or an ad-hoc team of people)and specified resources working together with goal-related authority and responsibility relationships toaccomplish an end purpose.” (John Kmetz)
“A temporary endeavor undertaken to create aunique product or service.” (Project ManagmentInstitute)
3
PROJECT MANAGEMENT OVERVIEW
WHAT IS “PROJECT MANAGEMENT?”
Project management is a provenmethodology for defining projects, schedulingprojects, and tracking project progressagainst goals.
4
PROJECT MANAGEMENT OVERVIEW
WHAT IS “PROJECT MANAGEMENT?”
2. The fundamental characteristics of project managementare:
• clear objectives and task definition• detailed planning• detailed scheduling of tasks• commitments of people, equipment, and resources (time
and money)• management commitment to project support• continuous tracking, updating, and review of schedule
and constraints• continuous communication with team members and
managers
5
PROJECT MANAGEMENT OVERVIEW
WHAT IS “PROJECT MANAGEMENT?”
3. Project management is not:
• reorganization into a “full” project company or matrixstructure
• only for technical or engineering activities
• an entirely new set of skills and behaviors unlikeanything done in “normal” management
6
PROJECT MANAGEMENT OVERVIEW
WHO CAN USE PROJECT MANAGEMENT?
Anyone —
• many organizations are “streams of projects”
• many organizations use projects for specificobjectives
• most project management activities are notunique
7
PROJECT MANAGEMENT OVERVIEW
STEPS IN APPLYING PROJECT MANAGEMENT
1. State (write) your goal. What will be the outcome of theproject ?
• know the project scope—“my desk” or “many desks”?
2. Develop a “Work Breakdown Structure” (WBS) to identifytasks —
• a checklist for simple projects (small, low risk)• a matrix (flexible, not necessarily good for scheduling)• a formal WBS (larger projects, higher risk)
The WBS will change over time, but MS Project maintains it.
8
First aid and medical
Camping equipment
Normal clothing
Sport and leisure clothing (special)
Sport and leisure equipment
Equipmentand
clothing
Cooking and camp kitchen
Food procurement
Menus and quantities
Meals
Vehicle maintenance
Routing and road conditionsCar
transport
Communications
Budgets and finance
Itinerary, schedules, alternate plans
House maintenance during absence
Car loading and camp setup
Systemengineering
Campingtrip
project
• Car loading plan• Camp setup and breakdown plan• Personnel assignments
• Notify police and neighbors• Garden and pet maintenance• Mail, milk, paper, and other routine deliveries• Emergency action plan for neighbor/caretaker• Camp site plan with alternates• Fiscal tradeoffs for alternates• Daily activity schedules
• Transportation budget• Daily expenses budget• Record of costs
• Planned local addresses• Message plan• Emergency communication plan
• Spare parts to be carried• Initial repairs and servicing• Periodic maintenance
• Normal route navigation• Alternate route navigation• Verification of road conditions• Auto club information and maps
• Post daily menus• Alternate menus• Update replishment shopping list• Perishables Initial stock
Replenishment• Nonperishables Duration stock
Replenishment• Kitchen untensils procurement• Assembly of kitchen gear (checklist)• Cooking assignments• Cleanup assignments• Equipment checklist• Procurement and maintenance
of special equipment
• Checklist (each member)• Procurement and/or maintenance
• Travel clothing• Cold weather clothing• City and hotel clothing• Laundering plan• Tent and maintenance• Sleeping gear and maintenance • Portable furniture
• First aid item checklist• Regular medicines checklist• Prepare first aid kit
CampingTrip WorkBreakdownStructureSource: B.N. Abramsonand R.D. Kennedy,Managing SmallProjects. TRWSystems Journal, 1969.
Project Work PackageLevel
Work Units Job/Task Numbers
9
PROJECT MANAGEMENT OVERVIEW
CAMPING TRIP WBS IN MATRIX FORMAT
Tasks Dad Mom #1 son #1 daughter #1 dog1.1.1 X1.1.2 X1.1.3 X1.2.1 X1.2.2 X X1.2.3 Xetc.
10
PROJECT MANAGEMENT OVERVIEW
CAMPING TRIP WBS IN OUTLINE FORMAT
1.0 System engineering1.1 Car loading and camp setup
1.1.1 Car loading plan1.1.2 Camp setup and breakdown plan1.1.3 Personnel assignments
1.2 House maintenance during absence1.2.1 Notify police and neighbors1.2.2 Garden and pet maintenance1.2.3 Mail, milk, paper, other routine deliveries
1.3 Itinerary, schedules, alternate plans
Etc.
2.0 Car transport
3.0 Meals
11
PROJECT MANAGEMENT OVERVIEW
STEPS IN APPLYING PROJECT MANAGEMENT
3. Schedule the tasks
• estimated time to accomplish
• sequencing — what order of completion, whatdependencies (predecessors)
These are the “big three:” tasks, times, andpredecessors.
When you have all these, you can start putting yourproject together. Without all of them, you can’t.
12
PROJECT MANAGEMENT OVERVIEW
STEPS IN APPLYING PROJECT MANAGEMENT
4. Allocate people and equipment to tasks
5. Allocate budget to tasks
6. Use Gantt chart and PERT chart to communicate projectplan
• MS Project does both, starts with a Gantt chart
7. Get commitments — people and management
13
PROJECT MANAGEMENT OVERVIEW
STEPS IN APPLYING PROJECT MANAGEMENT
8. Assess constraints and risks
9. Iterate steps 2 through 8 as often as needed to get “solid”project plan
• Use software to its best advantage — eliminate drudgeryand keep the plan current!
10. Keep people informed throughout the project
14
ASSESSING CONSTRAINTS AND RISKS
PROJECT MANAGEMENT OVERVIEW
Constraints —
• total cost of project• total time to completion
Risks —
• Technical risk — can we really do this?• Cost risk — can we do it for this amount of money?• Schedule risk — can we do it by the promised date?• Process risk — can the organization adapt to the
process effects of project management?
15
PROJECT MANAGEMENT OVERVIEWTHE GANTT CHART
Developed by Henry Gantt around 1910
Graph showing time on the horizontal axis, activities on thevertical axis:
• shows “flow” or progression of tasks from start (left) tofinish (right)
• shows duration of each activity in time units• enables calculation of time required for entire project• extremely simple — only “form” needed is a piece of
paper (perhaps turned sideways)• powerful tool for relatively simple projects• automatically maintained (default view) by Microsoft
Project• MS Project relatively user-friendly, easy to learn• software useful for project tracking and reporting
16
PROJECT MANAGEMENT OVERVIEW
THE GANTT CHART
Gantt charts have some limitations:
• not well suited to detailed plans for large, complexprojects
• does not provide insight of PERT or CPM models
• can be difficult to visualize starting points of tasks withmore than one predecessor activity
17
PROJECT MANAGEMENT OVERVIEW
THE PERT MODEL
PERT — Project Evaluation and Review Technique:
• developed in 1960s by Booz, Allen & Hamilton forU.S. Navy Polaris missile project
• network model• improvement over Gantt chart alone for complex
projects• requires detailed task list for network construction —
identification, order (predecessors, concurrent,following)
• requires time estimates for each task (stochastic —Beta distribution)
18
PROJECT MANAGEMENT OVERVIEW
THE PERT MODEL
Advantages of PERT over Gantt charts:
• sequence of project activities made explicit
• critical path easily determined
19
PROJECT MANAGEMENT OVERVIEW
THE PERT MODEL
The critical path:
• The critical path is the longest path through anetwork of tasks
• It is “critical” because any delay along thatpath delays completion of the entire project
• MS Project automatically prepares a networkand uses the critical path to allocate resourcesand determine project completion time
20
The Critical Path:an example
Assume you have purchased a vacationhouse to be custom-built in prefabricatedsections and erected on a prepared site.
A diagram showing the steps in theprocess and the linkages between themfollows:
21
12 1wkPlumbing,electrical
13 2wkPreliminterior
1 1wkApprove
plans
2 3wkObtainpermits
3 1wkExcavatefound’n
4 1wkRough utilities
5 2wkFound’nfloors,walls
6 1wkRough
1st floor
7 1wkPrep.
hookups
14 3wkFinal
assembly
15 2wkSide &finish
8 3wkRoughframe
9 2wkExteriorsheath
10 1wk Doors &windows
11 1wkShip to
site
22
Paths through a network
A “path” is a complete sequence of activities fromthe beginning to the end of the network
• there are as many paths as there are differentpossible ways of going end-to-end through thenetwork
• all paths must be completed• the length of each path is the sum of the times
for all activities on the path• the longest path through the network is the
critical path
23
12 1wkPlumbing,electrical
13 2wkPreliminterior
1 1wkApprove
plans
2 3wkObtainpermits
3 1wkExcavatefound’n
4 1wkRough utilities
5 2wkFound’nfloors,walls
6 1wkRough
1st floor
7 1wkPrep.
hookups
14 3wkFinal
assembly
15 2wkSide &finish
8 3wkRoughframe
9 2wkExteriorsheath
10 1wk Doors &windows
11 1wkShip to
site
1-2-3-5-6-7-14-15 =
14 wks
24
12 1wkPlumbing,electrical
13 2wkPreliminterior
1 1wkApprove
plans
2 3wkObtainpermits
3 1wkExcavatefound’n
4 1wkRough utilities
5 2wkFound’nfloors,walls
6 1wkRough
1st floor
7 1wkPrep.
hookups
14 3wkFinal
assembly
15 2wkSide &finish
8 3wkRoughframe
9 2wkExteriorsheath
10 1wk Doors &windows
11 1wkShip to
site
1-2-3-4-5-6-7-14-15 =
15 wks
25
12 1wkPlumbing,electrical
13 2wkPreliminterior
1 1wkApprove
plans
2 3wkObtainpermits
3 1wkExcavatefound’n
4 1wkRough utilities
5 2wkFound’nfloors,walls
6 1wkRough
1st floor
7 1wkPrep.
hookups
14 3wkFinal
assembly
15 2wkSide &finish
8 3wkRoughframe
9 2wkExteriorsheath
10 1wk Doors &windows
11 1wkShip to
site
1-2-8-9-10-11-14-15 = 16 wks
26
12 1wkPlumbing,electrical
13 2wkPreliminterior
1 1wkApprove
plans
2 3wkObtainpermits
3 1wkExcavatefound’n
4 1wkRough utilities
5 2wkFound’nfloors,walls
6 1wkRough
1st floor
7 1wkPrep.
hookups
14 3wkFinal
assembly
15 2wkSide &finish
8 3wkRoughframe
9 2wkExteriorsheath
10 1wkDoors &windows
11 1wkShip to
site
1-2-8-9-12-13-10-11-14-15 = 19 wkscritical path
27
Time / Stage of Life Cycle
Revenuefrom Productor Service /Effort Neededfor Project
The Project Life Cycle
Start-up Maximum effort Wind-down
PROJECT MANAGEMENT OVERVIEW
28
MANAGEMENT OF THE CONSULTINGPROJECT
There is (or should be) a natural relationshipbetween consulting projects and PM:
• Definition and control of the scope of work iscritically important
• Clear planning and relationships between tasksand resources is critical
• Scope and timing of deliverables is critical• Client interface milestones are vital, and must be
managed carefully• Documentation of project changes is vital• A “post-mortem” of every project is worth its
weight in gold, literally!