ADVANCED CONSTRUCTION PROJECT MANAGEMENT.pdf

DEPARTMENT OF CIVIL ENGINEERING CONSTRUCTION TECHNOLOGY LEVEL 8 (B- TECH) MODULE TITLE: ADVANCED CONSTRUCTION PROJECT MANAGEMENT MODULE CODE: CSTCC801 LECTURER: ENG. JEAN PIERRE NGABOYIGIHUGU MANAGE CONSTRUCTION PROJECT SCOPE -CLARIFY CONSTRUCTION PROJECT SCOPE - C R E AT E W O R K B...

DEPARTMENT OF CIVIL ENGINEERING CONSTRUCTION TECHNOLOGY LEVEL 8 (B- TECH) MODULE TITLE: ADVANCED CONSTRUCTION PROJECT MANAGEMENT MODULE CODE: CSTCC801 LECTURER: ENG. JEAN PIERRE NGABOYIGIHUGU MANAGE CONSTRUCTION PROJECT SCOPE -CLARIFY CONSTRUCTION PROJECT SCOPE - C R E AT E W O R K B R E A K D O W N S T R U C T U R E S F O R A CONSTRUCTION PROJECT -CONTROL SCOPE  INTRODUCTION Construction project scope is like a roadmap. It tells everyone involved in building something exactly what needs to be done, how it should be done, and what the end result should look like. It includes things like what needs to be built, any special requirements, and what's not included. Having a clear scope helps everyone stay on the same page and ensures that the project stays on track.  DEFINITION By definition: The project scope is document that defines the boundaries, objectives, deliverables, and constraints of a project. It outlines what is included and excluded, ensuring everyone understands the project’s purpose and what will be accomplished. It typically includes specific tasks, timelines, resources and responsibilities.  PURPOSE The main Purpose of the project scope is: To provide clarity and direction for the project team and stake holders. To help ensure everyone involved in the projects understands the project’s objectives, boundaries, deliverables, constraints thus minimizing misunderstandings, reducing risks and increasing the chances of the project success.  MANAGE CONSTRUCTION PROJECT SCOPE By definition: The management of construction project scope is the process of defining, planning, executing, and monitoring the project scope. Project scope management includes three major processes: Planning: in this process the project is defined and the work needed to be delivered are determined. Controlling: this process involves tracking, managing and monitoring the process of a project, Closing: this is the “wrap up” part of the process which involves an audit of the project deliverables and accessing the result of the final product against the original defined plan. LO2.1 CLARIFY THE CONSTRUCTION PROJECT SCOPE This is the first step in managing construction project scope and it is to clearly define the project scope. done by developing a project charter or scope statement. Note: The project charter identify the project's Project name, sponsor, manager, background, goals, objectives, business case(benefits),scope, deliverables, timeline, budget, constraint, risks, requirements, success criteria and exclusions.  PLANNING CONSTRUCTION PROJECT SCOPE MANAGEMENT Planning the project scope is done after clarification of project, the project manager needs to develop a plan for how it will be executed. Planning identify the tasks that need to be completed, the resources that will be required, and the timeline for completion. LO2.1 CONT’ Success criteria for the construction project scope to be evaluated The Validation of scope process focuses mainly on customer acceptance as success criteria. It is when the project customer formally accepts all the project deliverables. This process occurs at the end of each phase.  PROCESS TO MANAGE FOR CHANGES TO THE SCOPE the project scope involves the project manager as key personnel responsible for the procedures to manage for changes to the scope. Some processes he / she perform are:  Executing construction project scope  Control construction project scope and  monitoring construction project scope  STAKEHOLDERS 'NEEDS AND REQUIREMENTS The stakeholders needs and requirements divided into two categories: ❖ Internal stakeholders ❖ external stakeholders Internal stakeholders: External stakeholders: a. Client: The client is the primary stakeholder in a. Regulators: may include the local government, building any construction project department, and environmental protection agency. b. Project team: The project team includes the b. Community: The community surrounding the construction project manager, architects, engineers, contractors, project may have a number of needs and requirements and subcontractors. C. etc c. Suppliers: Suppliers provide the materials and equipment needed to construct the project.  STAKEHOLDER ANALYSIS Conduct a thorough analysis of each stakeholder's needs, expectations, goals, and concerns. Consider both explicit requirements (those clearly stated by stakeholders) and implicit requirements (those inferred from stakeholder interactions, industry norms, and best practices).  COLLECT STAKEHOLDERS Establish effective communication channels to engage stakeholders throughout the project lifecycle. Conduct interviews, surveys, workshops, focus groups, and other interactive sessions to gather stakeholders' opinions, preferences, and feedback. Foster open dialogue and active listening to ensure that stakeholders feel heard and valued. DETAILED DESCRIPTION THE SCOPE STATEMENT (TERMS OF REFERENCES) A detailed description of a scope statement provides a comprehensive outline of the objectives, deliverables, constraints, assumptions, and other key aspects of a project. Potential deliverables refer to the anticipated outputs, outcomes, or results that a project is expected to produce. These deliverables represent tangible or intangible products, services, or artefacts that are created, completed, or provided as part of the project's scope of work.  CONT.’ The construction project may produce the following deliverables, subject to project requirements and stakeholder needs such as: Architectural drawings and plans, Engineering designs and calculations, Construction documentation (specifications, schedules, etc.), Site preparation and clearing, Foundation construction, Structural erection and framing, Interior and exterior finishing, Installation of mechanical, electrical, and plumbing systems, Landscaping and site amenities, Final inspections and approvals, Handover documentation and training materials.  DETAILED DESCRIPTION THE SCOPE STATEMENT (TERMS OF REFERENCES) CONT’ Project Limitations Project limitations refer to the boundaries or constraints that impact the execution and outcome of a project. The following are common types of project limitations: Budget, Schedule, Resources, Regulatory Constraints, Site Conditions, Weather Conditions, etc. Key Milestones Some factors are considered for key milestone like: Start Date, Foundation Completed, Structural Erection, Interior Finishing, Exterior Finishing, Final Inspections, Project Handover, Project Closeout.  LO 2.2: CREATE WORK BREAKDOWN STRUCTURE FOR A CONSTRUCTION PROJECT A work breakdown structure (WBS) is a hierarchical decomposition of a project into smaller, more manageable tasks (components). The main purpose of a WBS ❑ to provide a clear and organized outline of all the work that needs to be done to complete the project. ❑ It helps project managers and team members understand the scope of the project, allocate resources effectively, track progress, and ensure that all necessary work is completed on time and within budget. Construction project final deliverables For a construction project, the final deliverables typically include both tangible assets and intangible outcomes. CONSTRUCTION PROJECT FINAL DELIVERABLES CONT.’ Tangible Deliverables: a. Completed Structure: The primary deliverable is the finished construction project itself, whether it's a building, a bridge, a road, or another type of structure. b. Documentation: This includes all necessary documentation related to the project, such as architectural drawings, engineering plans, permits, licenses, and certificates of compliance. c. As-Built Drawings: These are revised drawings that reflect any changes made during construction, providing an accurate representation of the final structure. d. Warranty Information: Information on warranties for materials and workmanship, as well as any maintenance requirements, is provided to the owner or operator of the completed structure. e. Handover Documentation: This includes all paperwork related to the handover of the project from the construction team to the client, including completion certificates, manuals, and training materials for operation and maintenance.  CONT.’ Intangible Deliverables: a. Quality Assurance: Assurance that the construction project meets all quality standards and specifications outlined in the project requirements. b. Safety Compliance: Compliance with all relevant safety regulations and standards, ensuring the safety of workers, users, and the public throughout the project. c. Timely Completion: Delivery of the project within the agreed-upon timeframe, meeting deadlines and avoiding delays. d. Cost Control: Adherence to the project budget, minimizing cost overruns and ensuring efficient use of resources. e. Stakeholder Satisfaction: Satisfaction of all project stakeholders, including the client, end-users, regulatory bodies, and the local community. DEEP ANALYSIS OF THE EXTERNAL FACTORS AND ORGANIZATION PROCESS AND HOW THEY AFFECT THE WORK SUBDIVISIONS External factors and organizational processes can significantly impact the work subdivisions and ultimately influence the final deliverables of a construction project. These factors may include: Regulatory Requirements, Environmental Considerations, Market Conditions, Stakeholder Expectations and Organizational Processes. WORK BREAKDOWN STRUCTURE (WBS) Techniques for WBS Creating a Work Breakdown Structure (WBS) involves several techniques, representation formats, determining management levels, generating work packages, and defining identification codes. Include: Top-Down Approach: Start with the project's major deliverables and break them down into smaller components. Bottom-Up Approach: Begin with the individual tasks and gradually roll them up into higher-level deliverables. Mind Mapping: Use visual diagrams to brainstorm and organize project tasks hierarchically. Expert Judgment: Involve subject matter experts to provide insights and guidance on breaking down the project scope effectively. WORK BREAKDOWN STRUCTURE (WBS) CONT.’ Representation Format of WBS includes Hierarchical Structure, Indented List, Tree Diagram, Tabular Format Example of work break down structure ( WBS) in construction project WHAT IS THE DIFFERENCE BETWEEN A WBS AND AN OBS? WBS is focused on the breakdown of a project itself and everything required from start to finish, while OBS is a breakdown of the structure of a company by department and/or employees and how it impacts the project. OBS also involves who and when a department or employee is involved in a project, while WBS details the tasks involved throughout the entire process. SOME SOFTWARE USED FOR WORK BREAKDOWN STRUCTURE Technology has negated the need to contrive a work breakdown structure in Excel. Therefore a powerful, flexible and purpose-built tool to visualize your project plan is needed. The following are best 10 WBS software for project management in 2024. 1. WBS Schedule Pro 2. Matchware 3. Visual paradigm 4. SmartDraw 5. EdrawMax 6. ClickUp (free) 7. Zoho Projects (free) 8. Creately (free) 9. Lucidchart (free) 10. GanttPro Source: https://clickup.com/blog/work-breakdown-structure-software/  WORK BREAKDOWN STRUCTURE (WBS) CONT.’ Determining the Level of Management Control should consider Level of Detail (Decide how detailed the WBS needs to be based on project size, complexity, and the level of control required), Balance (Ensure that the WBS provides enough detail for effective management control without becoming overly complex) and Feedback Loop (Establish mechanisms for stakeholders to provide feedback on the WBS structure and make necessary adjustments). Generating Work Packages contains identify Tasks (Break down the project scope into manageable tasks and deliverables), Define Scope (Clearly define the scope of each work package to avoid ambiguity), Estimate Resources (Estimate the resources (time, budget, personnel) required for each work package), and Assign Responsibility (Assign responsibility for each work package to specific team members or groups).  CONT.’ Define and Assign Identification Codes: Includes Unique Codes (Assign unique identification codes to each work package for easy reference and tracking), Coding Scheme (Develop a coding scheme that reflects the hierarchical structure of the WBS) Standardization (Ensure consistency in coding across the WBS to facilitate communication and reporting) and Integration (Integrate identification codes with other project management tools and systems for seamless tracking and management).  WBS DICTIONARY Creating a WBS dictionary is crucial for providing detailed information about each work package within the Work Breakdown Structure (WBS). Here's what should be included: Detailed Description of Work Package: Provide a clear and comprehensive description of the work package, including its objectives, deliverables, and activities. Specify the scope of work and any dependencies or relationships with other work packages. Assumptions: List any assumptions made during the planning process that may impact the execution of the work package. Clearly state any uncertainties or variables that could affect the outcome of the work. Constraints: Identify any constraints that may limit the execution of the work package, such as budgetary constraints, time constraints, or resource limitations. Specify how these constraints may impact the schedule, scope, or quality of the work.  CONT.’ Limitations/Exclusions: Define any limitations or exclusions associated with the work package. Clarify what is not included in the scope of the work package to avoid misunderstandings or scope creep. Quality Requirements and Acceptance Criteria: Outline the quality standards that must be met for the work package to be considered complete and acceptable. Define specific acceptance criteria that will be used to evaluate the deliverables and determine if they meet the required quality standards. Resource Requirements: Specify the resources (e.g., personnel, equipment, materials) needed to complete the work package. Quantify resource requirements in terms of quantity, duration, and any special qualifications or expertise required. Identify any dependencies between resources and tasks within the work package. By documenting these details in the WBS dictionary, project managers and team members can ensure a clear understanding of each work package's scope, requirements, and constraints, facilitating effective planning, execution, and monitoring of the project. LO 2.3 CONTROL CONSTRUCTION PROJECT SCOPE Controlling project scope refers to the process of managing changes to the project scope throughout its lifecycle to ensure that the project stays on track and delivers the intended outcomes within the defined parameters. Scope validation is a crucial process in project management that ensures the project deliverables meet the specified requirements and are accepted by stakeholders. Here's why scope validation is important and key inputs, tools, and techniques involved: Importance of Scope Validation are Stakeholder Satisfaction, Quality Assurance, Risk Mitigation and Project Success Key Inputs are Work Performance Data, Tests and Inspections and Requirements Documentation. SCOPE VALIDATION CONT.’ Tools and Techniques Inspections: Formal reviews and inspections of project deliverables by stakeholders and subject matter experts help identify any deviations from the scope and ensure compliance with requirements. Decision Making Techniques: Techniques such as consensus-building, expert judgment, and prioritization are used to make informed decisions regarding the acceptance or rejection of project deliverables. Prototyping: Building prototypes or mockups of deliverables allows stakeholders to visualize and interact with them, facilitating better understanding and validation of the scope.  CONT.’ Validation Meetings: Conducting meetings with stakeholders to review and validate project deliverables helps ensure alignment with expectations and requirements. Conclusion: Scope validation is essential for ensuring project success by confirming that deliverables meet stakeholders' expectations and requirements. By leveraging key inputs such as work performance data and tests, and utilizing tools and techniques like inspections and decision-making, project managers can effectively validate the scope and deliver high-quality outcomes that meet stakeholders' needs.  MONITORING SCOPE By definition Monitoring scope is vital in project management to ensure that the project stays within its defined boundaries and delivers the intended outcomes. By employing these scope control techniques, project managers can effectively monitor project scope, identify potential issues early on, and take proactive measures to keep the project on track and within its defined boundaries. This ultimately enhances the likelihood of project success and stakeholder satisfaction.  IMPORTANCE OF SCOPE MONITORING AND CONTROL ARE ALIGNMENT WITH OBJECTIVES, RESOURCE OPTIMIZATION, RISK MANAGEMENT AND STAKEHOLDER COMMUNICATION. o Effects of Scope Creep and Gold Plating are Scope Creep (refers to the gradual expansion of project scope beyond its original boundaries. It can lead to increased project costs, delays, and resource overruns, as well as decreased stakeholder satisfaction due to unmet expectations) and Gold Plating: (Gold plating involves adding unnecessary features or functionalities to project deliverables beyond what was initially agreed upon. While it may seem like adding value, gold plating often leads to increased costs and project complexity without providing significant benefits to stakeholders). o Scope Control Techniques are Variance Analysis (involves comparing actual project performance against the planned baseline) Trend Analysis (involves analyzing historical data to identify patterns and trends in project performance over time  WHAT IS A SCOPE BASELINE? The scope baseline is a bundle of scope-related documents that sets out the approved scope of a project. A project’s scope baseline consists of the scope statement and the defined work breakdown structure of that project, subject the approval of the relevant stakeholders. A project’s results and progress are measured against that baseline. therefore, it’s a ‘must’ in every project because it defines and documents the scope of a project clearly and in sufficient detail from the beginning.  VARIATIONS TO THE SCOPE BASELINE Variations to the scope baseline, also known as scope changes, are common occurrences in project management. Managing these changes effectively is crucial to ensure project success along with the process of handling change requests and approvals. the Importance of Change Management are Maintaining Control, Minimizing Disruptions, Risk Mitigation and Stakeholder Communication. Change Requests and Approvals passes through Initiation, Evaluation and Approval. Change Documentation rely on Change Log, Change Control Board (CCB) Records and Revised Baseline Documentation. References 1. Hanna, K. T. (2023). what is a project scope. techtarget, 10-15. Retrieved from https://www.techtarget.com/searchcio/definition/project-scope 2. Ramos, D. (2021, January 26). Construction Work Breakdown Structures. Get Going with Construction Work Breakdown Structures, Including Examples and a Template, 2- 4. Retrieved from https://www.smartsheet.com/content/construction-work- breakdown-structure DEPARTMENT: CIVIL ENGINEERING PROGRAM: BACHELOR OF CONSTRUCTION TECHNOLOGY MODULE CODE: CSTCC801 MODULE TITLE: MANAGE COMPLEX CONSTRUCTION PROJECT MODULE LEADER: ENG. JEAN PIERRE NGABOYIGIHUGU TOPIC: CONTENT LEARNING UNIT 3 – MANAGE CONSTRUCTION PROJECT SCHEDULE MANAGE CONSTRUCTION PROJECT SCHEDULE Learning outcomes -Identify Project Activities -Determine Activities Sequences -Estimate Activities Durations -Develop Project Schedule -Control And Monitor Project Schedule LEARNING OUTCOME 3.1: IDENTIFY PROJECT ACTIVITIES A construction schedule is a detailed plan that outlines the tasks, resources, and requirements needed to complete a new build or renovation on time and budget. It also highlights important project milestones or dependencies that factor into the work plan. A construction project schedule helps to: 1. Ensure that the project is completed on time and within budget 2. Coordinate the work of different subcontractors and suppliers 3. Identify and mitigate potential risks 4. Track progress and make adjustments as needed Breakdown of the key steps of construction project schedule : 1. Schedule development and approval 2. Schedule analysis and coordination 3. Schedule changes and revisions 4. Schedule delay mitigation planning Schedule development process 1. Preparation: Choose tools: specialized scheduling software is ideal, Gather project information: review plans, specifications, budgets, subcontractor lists to understand the project scope 2. Break down the project: Develop a Work Breakdown Structure (WBS): This breaks down the project into smaller, manageable tasks, making it easier to estimate durations and dependencies. The WBS is described as a hierarchical structure which is designed to logically sub- divide all the work-elements of the project into a graphical presentation 3. Define the schedule: Identify tasks and activities: List all the individual steps involved in the project. Estimate durations: Assign realistic timeframes to each task Establish dependencies: Specify how tasks relate to each other. 4. Schedule visualization: Choose a scheduling method: Popular methods include Gantt charts and Critical Path Method (CPM) networks, 5. Refine and finalize: Review with stakeholders: Get feedback architects, engineers, and subcontractors. Incorporate revisions: Refine the schedule based on feedback and address issues. 6. Execution and Monitoring: Implement the schedule: Use the finalized schedule to guide project execution. Track progress: Regularly monitor progress and compare it to the baseline schedule. Update and adapt: Be prepared to adjust the schedule as needed to account for unforeseen circumstances. Process to changing / revising schedule ▪Initiate the Change Request: Identify the reason for the schedule change. ▪Review the Contract: Understand the specific clauses in contract regarding change ▪Develop a Change Proposal: including the impacted activities, revised durations, and justification for the extension. ▪Impact Analysis: Assess how the schedule change will affect other project aspects like budget, resource allocation, and overall completion date. ▪Communication and Approval: Submit the change proposal to the relevant parties, ▪Formalize the Change: ▪Update Project Documents: Integrate the approved changes into the project schedule, ▪Monitor and Control: Continuously monitor and identify any further adjustments needed. The critical path method (CPM) is a project management technique used for scheduling and analyzing projects. It helps identify the most important tasks for project completion and the overall project duration Critical Path Method (CPM) is a project management technique to schedule and manage complex projects. Unlike PERT, which incorporates probabilistic time estimates, CPM focuses on deterministic time estimates, meaning task durations are assumed to be fixed and known with certainty. Construction Project Scheduling: Techniques and Tools The Critical path method (CPM) Calculations for the Critical Path Method To create a AOA chart, a project management team should follow these steps. Program Evaluation Review Technique (PERT) is a project management planning tool used to calculate the amount of time it will take to realistically finish a project and identify potential risks Program Evaluation and Review Technique (PERT) is a project management methodology used to analyze and represent the tasks involved in completing a project PERT employs probabilistic time estimates, allowing for uncertainties and variations in task durations. Function: Helps visualize the tasks and their dependencies in A project. Estimates the time required to complete the project. Identifies the critical path, which is the sequence of tasks that determines the overall project duration. Analyzes potential risks and delays. Activity-On-Arrow Networks The objective of arrow network analysis is to compute for each event in the network its early and late timings. These times are defined as: Early event time (ET) is the earliest time at which an event can occur, considering the duration of preceding activities. Late event time (LT) is the latest time at which an event can occur if the project is to be completed on schedule. Line of Balance (LOB): It is a graphical tool used to optimize the scheduling and management of these repetitive tasks. It displays the rate at which these tasks need to be performed to maintain a continuous flow of work, thereby balancing resources and ensuring steady progress. The vertical axis typically represents the sequence of tasks or activities. These tasks are listed in the order they should be completed. The horizontal axis represents the time, often with a specific scale like days, weeks, or months. Qualitative Scheduling (Q Scheduling): Uses imprecise durations for tasks but focuses on the relationships between them. Good for early planning stages before detailed estimates are available. this construction scheduling approach “uses a bar chart format to indicate quantities of materials that will be used at different locations and at different times during the project, Gantt Chart It is a type of bar chart that encourages stakeholders to structure the project with several levels of details and consider dependencies between tasks. This helps them estimate the duration of the project and identify the critical path to take during construction. Gantt Charts are excellent for creating a hierarchy among projects, showing which ones require immediate attention and which must be completed before other, dependent projects can follow. Construction Project Scheduling: Techniques Common Construction Project Scheduling Mistakes ▪Inaccurate project estimates ▪Lack of real-time visibility ▪Missing dependencies ▪Poor resource allocation ▪Not preparing for the worst Choosing the Right Technique: The best technique depends on your project's complexity, uncertainty level, and budget. Complex projects with well-defined tasks: CPM Projects with uncertain durations: PERT Linear repetitive projects: LOB Early planning stages: Q Scheduling Acceptable Accuracy for Construction Projects: varies depending on the project phase and specific element. ▪Planning & Budgeting: +/- 10-20% is common due to unforeseen circumstances. ▪Material Ordering: +/- 5% is ideal to avoid shortages or excess materials. ▪Construction Dimensions: +/- 1-3% depending on the criticality of the element (structural components need higher accuracy). Cost Variance (CV): CV = EV - AC. A positive CV signifies underspending, while a negative CV indicates cost overrun. Schedule Variance (SV): SV = EV - PV. A positive SV suggests progress ahead of schedule, while a negative SV indicates a schedule delay. Cost Performance Index (CPI): CPI = EV / AC. a CPI of 1 indicates the project is on budget, while a CPI greater than 1 suggests underspending and vice versa. Schedule Performance Index (SPI): SPI = EV / PV. An SPI of 1 indicates the project is on schedule, while an SPI greater than 1 suggests progress ahead of schedule and vice versa. Formula: Schedule Performance Index SPI = Earned Value (EV) / Planned Value (PV) Interpretation: SPI > 1: Project is ahead of schedule (good) SPI = 1: Project is on schedule (ideal) SPI < 1: Project is behind schedule (needs attention) Continuous Monitoring & Proactive Management: Use variances and indexes to make informed decisions about resource allocation, schedule adjustments, and corrective actions to get the project back on track.  L.O 3.2: Determine activities sequences There are four main types of activity relationships used in construction projects 1. Finish-to-Start (FS): This is the most common type of relationship, where a successor activity cannot begin until its predecessor is completely finished (you cannot start framing a house until the foundation is poured and cured ) 2. Start-to-Start (SS): In this scenario, the successor activity can only commence after the predecessor activity has begun, but they don't necessarily need to be completed simultaneously (site excavation and laying the foundation both can start around the same time, but excavation might take longer to finish.) 3. Finish-to-finish (FF): this relationship signifies that the successor activity cannot be finished until the predecessor activity is complete. Let's say painting the interior relies on the installation of drywall being finished. While painting can start in some rooms even if drywall isn't done everywhere, the entire painting job cannot be finalized until all the drywall is up. 4. Start-to-finish (SF): this is the least common relationship, where the successor activity cannot be finished until the predecessor activity has begun. An instance is demolition work that needs to be substantially complete before starting the foundation - even though foundation work might not be finished until much later in the project. Types of dependencies (mandatory, discretionary, external & internal) ▪Mandatory dependencies are essential relationships between tasks that dictate the order of completion. ▪Discretionary dependencies, are less critical relationships between tasks that offer some flexibility in scheduling. ▪Internal dependencies are those that are within the control of the project team. A resource dependency might exist between two tasks that require the same piece of equipment. ▪External dependencies are those that are outside of the control of the project team. These dependencies can be related to weather, materials suppliers, subcontractors, or other stakeholders. Lag & lead In construction projects, lead and lag times are crucial concepts for scheduling and managing interdependent tasks. Lead: It's the amount of time a successor activity can be started while the predecessor activity is still ongoing. This allows for faster project completion by utilizing available resources efficiently. Lag: It dictates the waiting period after the predecessor activity finishes before the successor activity can begin. Learning Outcome 3.4: Develop project schedule key modelling techniques used to develop project schedules Lead and Lags Leads and lags are techniques used in project scheduling to introduce flexibility in the sequence of activities while maintaining the logical relationships between them. ▪This lag can be necessary for various reasons, such as: ▪allowing for curing time of materials (e.g., Paint drying before installing fixtures) ▪awaiting delivery of materials ▪ensuring proper sequencing of tasks (e.g., Electrical wiring before drywall installation) Example: ▪Task 1: excavation (5 days) ▪Task 2: foundation pouring (3 days) Ideally, task 2 (foundation) can start once a sufficient area is excavated (say, 2 days). So, there's a 3-day lead time for task 2. This speeds up the project as foundation work can begin earlier. MANAGE CONSTRUCTION PROJECT RESOURCES Learning outcome: -Identify resources required for construction project -Acquire resources -Manage Human (Team) Resources -Control physical resources  LEARNING OUTCOME 4.1: IDENTIFY PROJECT RESOURCES Site resources can be defined as those requirements needed to perform tasks in project implementation. 4.1.1. Planning the resources management Planning involves the breakdown of the project into definable, measurable, and identifiable tasks / activities, and then establishes the logical interdependences among them.  CON’T Generally, planning answers three main questions: What is to be done? How to do it? Who does it? These plans are different from each other; however, all these plans involve four main steps: Performing breakdown of work items involved in the project into activities. Identifying the proper sequence by which the activities should be executed, Activities representation, Estimating the resources, time, and cost of individual activities  CON’T Procedures to identify, acquire and manage resources: Step 1: Resource Planning. Step 2: Estimate Resources / Resource Allocation. Step 3: Acquire Team. Step 4: Develop and Manage Team. Step 5: Continuously Evaluate Resources. Guidelines to identify, acquire and manage resources: Assess Scope & Objectives: Understand the breadth of the project and its goals. List Resources: Enumerate all the resources you anticipate needing. Estimate Quantities & Duration: Determine how much of each resource is required and for how long. Allocate Tasks: For human resources, define roles and assign tasks  CON’T A resource breakdown structure (RBS) A resource breakdown structure (RBS) is a table, list, or diagram that project managers create to identify the necessary resources for each task in a project plan. The RBS visualizes how resources are allocated across employees and teams at every stage of the project.  CON’T An example of RBS CON’T Organization Breakdown Structure Organization Breakdown Structure or OBS is a hierarchical model describing the established organizational framework for project planning, resource management, time and expense tracking, cost allocation, revenue/profit reporting, and work management. A responsibility assignment matrix A responsibility assignment matrix (RAM) is a project management chart used to identify and define the various people and organizations and outline each of their roles in working on tasks or delivering a part of the project.  CON’T A work breakdown structure (WBS) The WBS is described as a hierarchical structure which is designed to logically sub- divide all the work-elements of the project into a graphical presentation. Eg: CON’T 4.1.2. Resources identification Following are resources for construction project: a. Workforce or Human resources. b. Material and Products c. Plant, tools and equipment in use  CON’T d. Suppliers/deliveries e. Finance (Petty cash) f. Space and facilities. g. Transportation means h. Other support resources such infrastructures (internet, softwares, & soft tools)  CON’T 4.1.3. Estimation of resources Bottom-up estimation Bottom-up estimating involves the estimation of work at the lowest possible level of detail. These estimates are then aggregated in order to arrive at summary totals. By building detailed cost and time estimates for a work package, the probability of being able to meet the estimated amounts improves substantially.  CON’T Analogous Estimation Analogous estimating is the process of comparing past projects with current projects in order to estimate time and cost. Analogous estimating is done when there is limited data on the current project. The more data that's collected from past projects, the better the comparison will be. Parametric estimation Parametric estimating is a statistical and accuracy-based technique for calculating the time, cost, and resources needed for project success. Combining historical and statistical data, parametric estimating uses the relationship between variables to deliver accurate estimations. Data analysis estimation To estimate time and resources for a data analysis project: ✓ Clearly define project scope. ✓ Break down the project into smaller tasks. ✓ Understand data sources and quality. ✓ Consider complexity of analysis tasks. CON’T A project management information system A project management information system gathers, organizes, and uses project data via one or more software applications.  LEARNING OUTCOME 4.2: ACQUIRE PROJECT RESOURCES 4.2.1. Techniques used to acquire resources ✓ Decision Making based on Availability, Cost, Ability, Competency, international factors: 1. Availability: This refers to the accessibility of resources, people, or options. You might have the competency to complete a task yourself, but if the availability of materials is limited, you might need to outsource. 2. Cost: This is the financial or resource expenditure associated with a decision. For example, hiring a competent specialist might be ideal, but the cost might be prohibitive. You might need to consider a more affordable option with slightly less competency.  3. Ability: This relates to the inherent potential or capacity to perform a task. For instance, you might have the ability to learn a new software, but if the timeline is tight, you might need to choose someone with existing competency. 4. Competency: This goes beyond ability and signifies the demonstrated skills and experience to effectively complete a task. A competent professional has a proven track record and can deliver quality results. 5. International Factors: When dealing with international projects, additional considerations come into play: Cultural Differences: Communication styles and business practices can vary significantly. Understanding these differences can ensure smooth collaboration. Regulations and Laws: International trade involves complying with different legal and regulatory environments. Logistics and Time Zones: Physical distance and time zone differences can impact project timelines and communication. ✓ Interpersonal and team skills: The Team and Interpersonal Skills in Project Management are: Team Building Decision Making Motivation Communication Leadership Negotiation ✓ Pre-assignment: “Pre-assignment” is a tool/technique for the process “Acquire project team “. When project team members are selected in advance, they are considered pre-assigned. Team members selected in advance are considered pre-assigned. Sometimes, pre-assigned resources are listed in the project charter itself. ✓ Virtual teams: A virtual team in project management is made up of individuals brought together to work towards a predefined activity. With the primary mode of communication being done via technology. 4.2.2. Key outcomes of the process ✓ Physical resources requirements: Material and equipment resources are the physical things that are needed to complete a project. They include tools, machinery, and other assets. The quality, availability, and alignment of material and equipment resources are important factors in project success. ✓ Project Teams assignment: A project team is composed of people with the assigned roles and responsibilities to complete a project. Project team members have a variety of skills and might be assigned on a part or full-time basis. They also might be assigned or removed from the project as it progresses. CON’T ✓ Resource Calendars: A resource calendar is a tool to make sure that your project team is available to work when you need them to execute the task. A resource calendar is a schedule of when team members are available to work on tasks and is used to track the availability of resources, a project calendar is a schedule of planned tasks and milestones that is used to track the progress of the project. The Resource Calendar typically includes information such as the names of resources, their roles or functions, and the time periods during which they are available. It may also display additional details like resource capacity, specific skills or qualifications, and any non-working days or holidays.  ✓ Project documents updates: Project documents update is a generic term that used to describe the fact that some processes will require updates to various project documents. Many outputs are specified, but sometimes it may be necessary to update other project documents. Key project documentation deliverables vary across phases: Initiation: Project charter, feasibility study report. Planning: Project management plan, risk register, scope statement. Execution: Progress reports, work breakdown structure, quality control documents.  4.2.3. Managing changes to the project resources requirements ✓ Change management procedures: The Change Management Process is the mechanism used to initiate, record, assess, approve and resolve project changes. Project changes are needed when it is deemed necessary to change the scope, time or cost of one or more previously approved project deliverables. Change management procedures: 1. Define the Change. 2. Create a Change Vision. 3. Select a Change Management Model. 4. 4.Create a Change Management Plan 5.Assemble a Change Management Team. 6.Implement & Track the Changes ✓ Propose an integrated project coordination system to deal with changes: To effectively integrate change and project management, you should adopt a holistic and systematic approach that covers the entire lifecycle of your initiatives. This includes defining the scope and objectives of your change and project initiatives, establishing a governance structure and roles, developing a management plan, implementing the plan, monitoring and controlling progress, evaluating and closing initiatives, and capturing lessons learned. LEARNING OUTCOME 4.3: MANAGE HUMAN (TEAM) RESOURCES 4.3.1. Teams development ✓ Targets such Improve competency, members’ interaction and overall team environment to enhance performance: Boosting Competency Skills Gap Analysis: Identify the skills and knowledge needed for success. Compare this to the team's current skillset to pinpoint any gaps. Targeted Training: Develop training programs, workshops, or online courses that address these specific skill gaps. Knowledge Sharing: Foster a culture of knowledge sharing within the team. Implement brown bag lunches, peer-to-peer learning sessions, or a mentorship program. Feedback and Reviews: Implement regular performance reviews with clear goals and development plans. Offer constructive feedback to help individuals improve. Enhancing Member Interaction Clear Communication Channels: Establish clear communication channels, both formal (team meetings) and informal (team chats or social events). Active Listening: Promote active listening by encouraging team members to truly hear each other out and build on ideas collaboratively. Team-Building Activities: Organize fun and engaging team-building activities to break down silos, build trust, and foster collaboration. Conflict Resolution Skills: Equip team members with conflict resolution skills through training or workshops. This helps navigate disagreements constructively. Recognition and Rewards: Recognize and reward individual and team achievements to motivate team members and reinforce positive behavior. Optimizing the Team Environment Shared Goals and Vision: Create clear and measurable goals for both the team and individual projects. Ensure everyone understands the "why" behind the work. Psychological Safety: Build a safe space where team members feel comfortable taking risks, sharing ideas, and admitting mistakes without fear of judgment.. Regular Feedback: Gather feedback from team members on the overall team environment and make adjustments as needed. ✓ 5 Stages of Team development (Forming, storming, norming, performing and adjourning): Forming: The team members get to know each other and trust one another. Storming: Team members begin to assert themselves and control issues as they emerge. They resolve conflicts and achieve consensus. Norming: The team begins to work productively, without worrying about personal acceptance or control issues. Performing: The team is working at optimum productivity and are collaborating easily, communicating freely, and solving its own conflict problems. Adjourning: The team members complete their assigned work and shifts to the next project or assigned task. ✓ Techniques of teams development: Collocations (keeping team members together) Virtual teams (bring team members from different geographical location) Communication technology Interpersonal and team skills Recognition and rewards Trainings Individual and team assessments Meetings  4.3.2. Manage team techniques ✓ Interpersonal and team skills such conflict management, decision making, emotional intelligence, influencing, leadership: Conflict management: a good team manager must know the process of dealing with disagreements or friction in a constructive way. It's about finding solutions that work for everyone involved, rather than letting conflict escalate and damage relationships. Managers do things right while Leaders do the right thing Leadership – ability to make things happen Communicate the vision Strong and inspirational  Vary style according to the needs of the situation Directive/assertive Delegative – involves letting go to a degree Facilitational – empowering whilst stepping back Supportive – showing trust in them to go and do Influencing Collect information; Talk and listen Understand Give/Develop understanding Persuade others to ones own point of view/seeing weakness in theirs ▪ Decision making Focus on goals and targets Stimulate team creativity Negotiate and influence Manage opportunity and risk Emotional intelligence (EI) /emotional quotient (EQ): This is all about understanding and managing your own emotions, and those of the people around you. People with high EQ are skilled at navigating social situations, relating to others, and achieving their goals.  Reward and Recognition Systems Reinforcing performance or behavior systematically Motivating the team to perform better Rewards include: Additional vacation time or other perks. Awards or trophies; Gifts; a bonus Training or role rotation opportunities Recognition and Praise ✓ Project management information system such as software: Team management tools are a subcategory of project management software that focuses on facilitating team collaboration and communication. With constant collaboration and communication, teams can simplify the processes of planning workflows and assigning tasks. LEARNING OUTCOME 4.4: CONTROL CONSTRUCTION PHYSICAL 4.4.1. Evaluation of the resources requirement plan RESOURCES ✓ Availability of resources against the plan: Resource availability refers to the amount and type of resources that are currently accessible for a particular task or project. Resource availability allows project managers to plan and schedule project resources efficiently, reducing delays and increasing efficiency. ✓ Planned vs actual resources utilization: Planned Utilization vs. Actual Utilization: This metric looks at the anticipated workload versus the actual tasks and hours submitted. ✓ Take corrective action if necessary: A corrective action plan is a documentation used in quality management that outlines a set of steps for addressing issues and gaps in business operations and processes that could negatively impact the project. It describes the approach for resolving an issue that interferes with reaching company goals. The corrective action plan should be S.M.A.R.T. (Specific, Measurable, Attainable, Relevant, Time bound) and includes timeframes, costs, and signatories. 4.3.2. Resources Control techniques ✓ Data analysis such alternative analysis, Cost - Benefit analysis, performance reviews, trend analysis: Alternative Analysis Alternative analysis is used to evaluate identified options in order to select the options in order to select the options or approaches to use to execute and perform the work of the project. Cost-Benefit Analysis Cost-benefit analysis is a financial analysis tool used to estimate the strengths and weaknesses of alternative in order to determine the best alternatives in terms of benefits provided Performance Review: Performance review is a techniques uses to measure, compare, and analyze actual performance of work in progress on the project against the baseline. Trend Analysis: Trend Analysis is a quantitative tools used to forecast future performance based on past results. This tools usually use in monitor and control process group. It will be used in the integration, time, cost, and risk knowledge areas. ✓ Problem solving through stages of identification, definition, investigation, analysis, application of the solution and monitor solution: Identification: This is where you recognize there's a problem. There might be something unexpected happening, or a desired outcome isn't being achieved. Definition: In this stage, you get clear on the specifics of the problem. What exactly is going wrong? You'll want to gather information and define the problem as precisely as possible. Investigation: Here's where you delve deeper. You're gathering data, asking questions, and trying to understand the root cause of the problem. This might involve research, brainstorming, or even consulting with others. Analysis: Once you've investigated, it's time to analyze the information you've collected. This is where you identify patterns, assess the root cause, and consider different factors that might be affecting the situation. Application of the Solution: This is where you put your plan into action. Based on your analysis, you choose a solution and implement it. Monitor Solution: The final stage is all about checking in to see how your solution is working. Are you achieving the desired outcome? If not, it might be time to revisit the earlier stages and refine your approach. ✓ Interpersonal and team skills such negotiation and influencing: Negotiation in project management is a process of communication in which the parties aim to convey a message to the other party and influence each other in particular or multiple projects. Influencing is the ability to persuade, inspire, and motivate others to achieve common goals, support your vision, and follow your guidance. It is a vital skill for project managers who need to coordinate diverse teams, stakeholders, and resources across complex and dynamic projects.