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3RDTOPIC:CONSTRUCTION

PLANNINGMONITORING) ANDCONTROL

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CONCEPT

Planning is the process ofquantifying the amount of time and

resources, and the size of the budgetfor the project. The output of theproject planning process is a projectplan that a project manager can use tomonitor and control the project teamsprogress.

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Monitoring are the process involvesdetermining what information to collect,how, when and who will collect theinformation, analysis the info and reportingthe current progress.

Controllingis a process of comparing theactual performance with baselineperformance and discerning any deviation.

This deviation must be analyzed and suggestthe solution to bring the schedule back ontrack.

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PLANNING AND CONTROLLING

PROGRAMME

PROJECTPLANNING

DIRECT

COST

SCHEDULE

ORIENTED

(WBS)

COST

ORIENTED

RESOURCESPLANNING (Resource

Scheduling)

TIME PLANNING

(Project plan

Gantt Chart & CPM

INDIRECT

COST

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REASONS FOR PLANNING AND

CONTROLLING To know whether the project turn out to be good or

bad

To know whether it costs more than your clientthought it should be

To know if it took too long to complete To communicate information to people

To define the sequence of activities to make theoptimum use of resource

To persuade people to complete task before theydelay subsequent activities

To provide a framework for decision making in eventof change

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PROCESS OF PLANNING AND SCHEDULING

THE PROJECT

DETERMINE THE WORK ACTIVITIES

DETERMINE ACTIVITY DURATIONS

DETERMINE LOGICAL RELATIONSHIPS

DRAW THE LOGIC NETWORK

REVIEW AND ANALYSE THE SCHEDULE

IMPLEMENT THE SCHEDULE

IMPLEMENT RESOURCE ALLOCATION AND LEVELLING

MONITOR AND CONTROL THE SCHEDULE

REVISE THE DATABASE AND RECORD FEEDBACK

BACKBONE OF PLANNING

FOR SCHEDULING AND

MONITORING

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SCHEDULE ORIENTED PLANNING

(WBS) WBS = is a hierarchical outline (map)

that identifies the products and work

elements involved in a project.

2 basic techniques -i. Bar chart/Gantt chart

ii. Network diagrams

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i. BAR CHART/GANTT CHART.

A graphic representation of project

activities shown in a time-scale bar

lines with no links shown betweenactivities.

Popescu and Charoenngam, 1995

Named after their inventor HENRY L.GANTT in 1917.

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THE ADVANTAGES OF GANTT

CHART/BAR CHART

Easy to prepared and understand by workers

Overall view for the project can be shown at

early stage of construction.

Work progress can be mark easily on chart.

Easy to understand and as controlling device.

Basic for calculating the work value versustime and preparing cash flow.

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THE DISADVANTAGES OF GANTT

CHART/BAR CHART

Linkage between the activity are invisible.

No information on work flow and priority.

No certain flow/link which connected one

activity to another. Any delay will not show

effect to overall project progress.

Any changes or review on chart will not show

effect to overall project progress

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Examples 1 :

No Activity Duration(weeks)

Immediately PrecedingActivity (IPA)

1 Design 6 -

2 Work below

Ground Level

9 Design

3 Structure

works

5 Design

4 Wall & roof 7 WBGL

5 Finishes 4 Wall & Roof

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GANTT CHART PROGRAMME

ACTIVITY DURATION (WEEKS)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

1. DESIGN

2. WBGL

3. STRUCTURE

4. WALL/ROOF

5. FINISHES

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DATA FROM CHART

1. Overall duration = 26 weeks

2. Critical Path = 1,2,4,5

3. Float for activity 3 = 4 weeks

4. Activity 3 Earliest Start = week 6

5. Activity 3 Earliest Finish = week 11

6. Activity 3 Latest Start = week 10

7. Activity 3 Latest Finish = week 15

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Examples 2 :

No Activity Duration(weeks)

Immediately PrecedingActivity (IPA)

1 Design 7 -

2 WBGL 7 Design

3 Structure 8 Design

4 Wall & roof 4 Structure

5 Finishes 4WBGL. Wall & roof

6 External work 2 Finishes

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GANTT CHART PROGRAMME

ACTIVITY DURATION (WEEKS)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

DESIGN

WBGL

STRUCTURE

WALL/ROOF

FINISHES

EXTERNAL

WORK

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DATA FROM CHART

1. Overall duration = 25 weeks

2. Critical Path = 1,3,4,5,6

3. Float for activity 2 = 1 week

4. Activity 2 Earliest Start = week 7

5. Activity 2 Earliest Finish = week 14

6. Activity 2 Latest Start = week 8

7. Activity 2 Latest Finish = week 15

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ii. NETWORK DIAGRAMS

1 4 532a. ACTIVITY ON ARROWExample 1

Example 2

13

24

5 6

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CRITICAL PATH METHOD (CPM)

A logical and chronological graphic

representation of the activities and events

composing a project.

Basic component :

i. Arrow : represent logical linkages

ii. Node : represent activities and detail of

time

iii. No dummy activities

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THE DISADVANTAGES OF CPM

The linkages are quite difficult tounderstand. Certain exercises and courses

are required and usually not suitable for

small & medium firms.

Difficult to understand by site workers.

Usually, be replaced by bar/Gantt chart.

Only suitable for big/huge and complex

projects.

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TERMS AND DEFINITIONS Activity = work include time & resources

event = nodes shows the beginning and ending ofactivities

Arrow = represent activity & direction to bigger nodes

Dummy = fake activity just to explain logic in progress

Duration = time provided for each activities Earliest start/finish = earliest date activity can start

Latest start/finish = latest date activity can start

Total float = time adjustment for activity w/o

effecting the overall duration of the project TF= LSES @ LF - EF

Critical path = continuous chain of critical activitiesfrom the start to the end of the project. No floatallowed

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RULES FOR COMPILING CPM Start and finish with a single activity

Plot activities horizontally along the paper andlink activities in logical sequence.

Determine dependency of each activity on otheractivities and link as necessary

All activities should start at the earliest timepossible

Once dependencies are complete, insert the

activity duration Examine the potential for overlap of activities,

as this will reduce overall programmed duration

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RULES FOR CRITICAL PATH A Sequence which one activity should started

right after the completion of previous activity All activities in critical path must fully utilized

the time provided.

Must be the longest path along the process At least one critical path per every project

All activities in this path are not subject toany float

In case of any changes in critical path,modification will conclude all activities.

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PROPER NODE DIAGRAM

NO IMPROPER PROPER

1

Do not connect node from the top or bottom Connect sides only

2

Should not be signed from right to left Should signed from left to right

3

Do not combine relationship line Separate relationship line

4

Do not intersect by flat crossing Make a jump over the line

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TYPES OF CPM

Activity @ ID5 A

ES LS

CRITICAL PATH METHOD (BASIC NETWORK PROGRAMME)

CRITICAL PATH METHOD (PRECEDENCE NETWORK )

ESACTIVITY

ID EFLS D LF

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BASIC NETWORK PROGRAMME

Example 1 Example 2Activity Duration(week)

1-2 2

2-3 5

2-4 6

2-5 4

3-6 8

4-6 4

4-8 3

5-7 6

6-8 5

7-9 7

8-9 3

Activity Duration(week) IPA

A 5 -

B 9 A

C 6 A

D 3 B

E 4 B,C

F 5 D

G 7 E,F

H 6 EI 4 G

J 2 H

K 5 I,J

L 7 K

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BASIC NETWORK PROGRAMME

Example 3 Example 4Activity Duration(week)

1-2 2

2-3 5

2-4 6

3-5 4

3-6 8

4-6 4

4-8 3

5-7 66-7 5

7-8 7

8-9 3

Activity Duration(week) IPA

A 2 -

B 1 A

C 3 B

D 2 B

E 4 C

F 3 C,D

G 5 E,F

H 2 EI 4 F,G

J 4 H

K 2 I,J

L 2 K

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CPM- SOLUTION - draw AOA for guideline

Example 1:

Example 2:

1 2

5

4

3 6

7

8 9

A

B

C

D

E

F G

H

I

J

K L

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CPM- SOLUTION Draw CPM (example 1)

Cp = 1

2

3

6

8

9

1

00

2

22

3

77

4

118

5

106

6

1515

7

1612

8

2020

9

2323

2 5

64

8

4

5

3

6

7

3

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CPM- SOLUTION Draw CPM (example 2)

Cp = A B D F G I K L

A

00

B

55

C

125

D

1414

E

1814

F

1717

H

2518

G

2222

I

29295

5

6

9

6

4

5

3

2

7

4

L

3838

J

3124

K

33339

4

5

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CPM- RESULT TABULATION

ID D (W) ES EF LS LF TF CP

1 2 0 2 0 2 0 /

2 6 2 8 2 8 0 /

3 8 7 15 7 15 0 /

4 4 8 12 11 15 3 X5 6 6 12 10 16 4 X

6 5 15 20 15 20 0 /

7 7 12 19 16 23 4 X

8 3 20 23 20 23 0 /

9 0 23 23 23 23 0 /

Example 1:

ID D (W) ES EF LS LF TF CP

A 5 0 5 0 5 0 /

B 9 5 14 5 14 0 /

C 6 5 11 12 18 7 X

D 3 14 17 14 17 0 /E 4 14 18 18 22 4 X

F 5 17 22 17 22 0 /

G 7 22 29 22 29 0 /

H 6 18 24 25 31 7 X

I 4 29 33 29 33 0 /

J 2 24 26 31 33 7 X

K 5 33 38 33 38 0 /

L 7 38 45 38 45 0 /

Example 2:

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CPM- CONVERT TO CHARTExample 1:

1D

DURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

1-2.

2-3.

2-4.

2-5.3-6.

4-6.

4-8.

5-7.

6-8.

7-9.

8-9.

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CPM- CONVERT TO CHARTExample 2:

1D

DURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45

A

B

C

D

E

F

G

H

I

J

K

L

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PRECEDENCE NETWORK PROGRAMME

Example 1 Example 2ID Duration

(week)

IPA LABOUR

A 4 - 5

B 6 A 8

C 3 B 4

D 4 B 5

E 2 D 4

F 3 C,E 4

G 1 D,F 2

H 4 G 6

ID Duration

(week)

IPA LABOUR

A 2 - 3

B 2 A 6

C 3 B 5D 5 B 4

E 1 C, D 6

F 3 D 2

G 4 E,F 5

H 2 G 4

I 2 F,H 6

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PRECEDENCE NETWORK PROGRAMME

Example 3 Example 4ID Duration

(week)

IPA LABOUR

A 2 - 2

B 3 A 3

C 4 A 4

D 2 C 2

E 5 B,C 5

F 3 D 3

G 4 E,F 2

H 2 G 4

I 2 G 2

J 3 H,I 3

Activity Duration

(week)

IPA LABOUR

A 3 - 2

B 3 A 3

C 3 B 3D 5 C 2

E 2 B,C 4

F 4 D,E 2

G 6 D,F 3

H 2 G 3

I 3 F,H 2

J 4 I,H 3

K 2 J 4

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PRECEDENCE NETWORK- SOLUTION

- draw AOA for guideline

Example 1:

Example 2:

A B

D

C F

E G H

A B

C

D

E

F

GH I

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PRECEDENCE NETWORK

EXAMPLE 1

EXAMPLE 2

0 A 4

0 4 4

4 B 10

4 6 10

10 C 13

13 3 16

10 D 14

10 4 14

14 E 16

14 2 16

16 F 19

16 3 1919 G 20

19 1 20

20 H 24

20 4 24

0 A 2

0 2 2

2 B 4

2 2 4

4 C 7

4 3 74 D 9

4 5 9

9 E 10

11 1 12

9 F 12

9 3 12

12 G 16

12 4 16

16 H 18

16 2 18

18 I 20

18 2 20

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PRECEDENCE- RESULT TABULATION

ID D (W) ES EF LS LF TF CP

A 4 0 4 0 4 0 /

B 6 4 10 4 10 0 /

C 3 10 13 13 16 3 X

D 4 10 14 10 14 0 /E 2 14 16 14 16 0 /

F 3 16 19 16 19 0 /

G 1 19 20 19 20 0 /

H 4 20 24 20 24 0 /

Example 1:

ID D (W) ES EF LS LF TF CP

A 2 0 2 0 2 0 /

B 2 2 4 2 4 0 /

C 3 4 7 4 7 0 /

D 5 4 9 4 9 0 /E 1 9 10 11 12 2 X

F 3 9 12 9 12 0 /

G 4 12 16 12 16 0 /

H 2 16 18 16 18 0 /

I 2 18 20 18 20 0 /

Example 2:

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CHART & RESOURCES PROFILES (EX1)1D

DURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

A 5

B 8

C 4

D 5

E 4

F 4

G 1

H 6

WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24RESOURCES 5 5 5 5 8 8 8 8 8 8 9 9 9 5 4 4 4 4 4 1 6 6 6 6

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CHART & RESOURCES PROFILES (EX2)1D

DURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

A 3

B 6

C 5

D 4

E 6

F 2

G 5

H 4

I 6

WEEK 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

RESOURCES 3 3 6 6 9 9 9 4 4 8 2 2 5 5 5 5 4 4 6 6

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S-CURVE (COST AND TIME CONTROL) Basic element in EARNED VALUE(EV) technique

Typical S-curve plotted comparing budget andactual costs.

S-curves examine the progress of the projectand forecast expenditure in terms of manhours or money. This is compared with theactual expenditure as the project progresses orthe value of the work done.

All project regardless their size are plottedagainst the same parameters and characteristiccurve can be more readily seen.

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S-CURVE (COST AND TIME CONTROL) TERMS AND DEFINITIONS

NO. TERM DEFINITION

1EARNED VALUE

ANALYSIS (EVA)

Compares the value of work done with the value of

work that should

2

BUDGETED COST OF

WORK SCHEDULE

(BCWS)

Is the value of work that should have been done at

given time. This take the work planned to have beendone and budget for each task, indicating the portion

of the budget planned to have been used.

3

BUDGETED COST OF

WORK PERFORMED

(BCWP)

Is the value of work done at a point of time. This

takes the work that has been done and the budget for

each task, indicating what portion of the budget

ought to have used to achieve it.

4

ACTUAL COST OF

WORK PERFORMED

(ACWP)

Is the actual cost of the work done

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S-CURVE100%

90%

Start 50% 80%

Time Finish

ValueofWork

BCWS Budgeted cost

of work scheduled

BCWP Budgeted cost of

work performed

ACWP Actual cost of

work performed

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S-CURVE

S-curve has three significant variables that

need analyzing, time, moneyand the Sshape(known as the route)

Since the S shape or route has been foxed,

then only two variable left to be analyzed. The route is as much as a target as the final

cost. If the movement month to month is

compared then the trend can be derived.

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S-CURVE- Determination of cost & Schedule variance

BCWS

Schedule

variance

Cost

variance

Budget at

completion

Estimete at

completion

TIME

COST

ACWP

BCWP

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EARNED VALUE ANALYSIS TECHNIQUE PRODUCTIVITY the ratio between output &

input and provides a measure of efficiency. SCHEDULE VARIANCE (SV) = the value of work

done minus the work that should have done

= BCWPBCWS (-ve value = behind schedule)

COST VARIANCE (CV) =budgeted cost of workdone to date minus actual cost of the workdone to date

= BCWPACWP (-ve value =budget overrun)

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S-CURVE EXERSICES

Example 1Activity Duration (week) COST ESTIMATE (RM)

1-2 2 32,000.00

1-3 6 42,000.00

2-4 4 38,000.00

2-5 5 45,000.00

3-5 3 30,000.00

4-6 2 26,000.00

5-6 3 18,000.00

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S-CURVE -SOLUTION

CALCULATE THE AVERAGE COST PER WEEKActivity Duration

(week)

COST ESTIMATE (RM) AVERAGE C OST PER WEEK

(RM)

1-2 2 32,000.00 16,000.00

1-3 6 42,000.00 7,000.00

2-4 4 38,000.00 9,500.002-5 5 45,000.00 9,000.00

3-5 3 30,000.00 10,000.00

4-6 2 26,000.00 13,000.00

5-6 3 18,000.00 6,000.00

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CONVERT TO CHART

1DDURATION (WEEKS)

1 2 3 4 5 6 7 8 9 10 11 12

1-2. 16K 16K

1-3. 7K 7K 7K 7K 7K 7K

2-4. 9.5K 9.5K 9.5K 9.5K

2-5. 9K 9K 9K 9K 9K

3-5. 10K 10K 10K

4-6. 13K 13K

5-6. 6K 6K 6K

COST/WEEK 23,000 23,000 25,500 25,500 25,500 25,500 32,000 23,000 10,000 6,000 6,000 6,000

CUMULATIVE 23,000 46,000 71,500 97,000 122,500 148,000 180,000 203,000 213,000 219,000 225,000 231,000

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PLOTTING THE S-CURVE

COST

240,000

220,000

200,000

180,000160,000

140,000

120,000

100,000

80,000

60,000

40,000

20,000

1 2 3 4 5 6 7 8 9 10 11 12 WEEK

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S-CURVE EXERSICES

Example 2Activity Duration (week) COST ESTIMATE (RM)

1-2 2 25,000.00

2-3 5 35,000.00

2-4 6 18,000.00

2-5 4 36,000.00

3-6 8 40,000.00

4-6 4 20,000.00

4-8 3 22,500.00

5-7 6 15,000.006-8 5 26,000.00

7-9 7 59,500.00

8-9 3 12,000.00

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S-CURVE -SOLUTION

Example 1Activity Duration

(week)

COST ESTIMATE (RM) AVERAGE C OST PER

WEEK (RM)

1-2 2 25,000.00 12,500.00

2-3 5 35,000.00 7,000.00

2-4 6 18,000.00 3,000.002-5 4 36,000.00 9,000.00

3-6 8 40,000.00 5,000.00

4-6 4 20,000.00 5,000.00

4-8 3 22,500.00 7,500.00

5-7 6 15,000.00 2,500.00

6-8 5 26,000.00 5,200.00

7-9 7 59,500.00 8,500.00

8-9 3 12,000.00 4,000.00

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EXERSICE 2-S-CURVE

Example 1 Example 2ID Duration

(week)

IPA COST

(RM)

A 4 - 50,000

B 6 A 36,000

C 3 B 42,000D 4 B 58,000

E 2 D 24,000

F 3 C,E 21,600

G 1 D,F 12,000

H 4 G 32,000

ID Duration

(week)

IPA COST

(RM)

A 2 - 28,000

B 2 A 32,000

C 3 B 39,000

D 5 B 37,500

E 1 C, D 11,500

F 3 D 45,000

G 4 E,F 40,000

H 2 G 20,500

I 2 F,H 16,000

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GANTT CHART

1D DURATION (WEEKS)1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24

A12.5

K

12.5

K

12.5

K

12.5

K

B 6K 6K 6K 6K 6K 6K

C 14K 14K 14K

D 14.5K 14.5K 14.5K 14.5K

E 12K 12K

F 7.2K 7.2K 7.2K

G 12K

H 8K 8K 8K 8K

COST12.5

K

12.5

K

12.5

K

12.5

K6K 6K 6K 6K 6K 6K

28.5

K

28.5

K

28.5

K

14.5

K12K 12K 7.2K 7.2K 7.2K 12K 8K 8K 8K 8K

CUMULATI

VE12.5 25 37.5 50 56 62 68 74 80 86 114.5 143 171.5 186 198 210 217.2 224.4 231.6 243.6 251.6 259.6 267.6 275.6

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S-CURVE SOLUTIONS

COST

280,000

260,000

240,000

220,000

200,000

180,000

160,000

140,000

120,000

100,000

80,000

60,000

40,00020,000

0

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 WEEK

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KAWALAN MUTU DEFINISI :- Gabungan ciri-ciri bahan.

Pemasangannya dan upaya kerja ditapakyang menentukan sejauhmana mutu kerja

yang telah siap dapat memberi kepuasan

kepada pelanggan Terbahagi kpd 2 aspek :-

i. Mutu Rekabentuk

Ii. Mutu Binaan

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KAWALAN MUTU MUTU REKABENTUK:- Merekabentuk dengan

mengambilkira isu-isu pemasangan, bolehbina dan keperluan utk mengkoordinasirekabentuk keseluruhan (struktur,perkhidmatan, kemasan, perabot) sebagai

satu produk MUTU BINAAN :- Pembinaan mesti menepati

kehendak rekabentuk bagi mengelakkan

mutu pembinaan berkurangan. Kakitanganpembinaan mestilah ada kemahiran, prihatindan berpengetahuan teknikal.

KAWALAN MUTU

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KAWALAN MUTU

Aspek-aspek kawalan mutu :

i. Perancangan

ii. Pengetahuan teknikaliii. Sumber

iv. Komunikasi

v. Kemahiran.

KAWALAN MUTU

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KAWALAN MUTU Spesifikasi : satu set dokumen bertulis

berkaitan kehendak bahan, mutu kerja danupaya kerja.

Menjelaskan secara bertulis perkara yang

tidak dijelaskan pada lukisan seperti kualitidan cara penyambungan bahan.

Sesetengan kontrak perlukan spesifikasi

sebagai syarat kontrak. Penting sebagai pengukur mutu kerja

KAWALAN MUTU

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KAWALAN MUTU 3 KATEGORI SPESIFIKASI

i. Spesifikasi bahan jenis bahan yang

diperlukan, kualiti dan ciri-ciri

ii. Spesifikasi upaya kerja kualiti buruh, hadtoleren dan kehendak keselamatan.

iii. Spesifikasi prestasi perkara berkaitan

keupayaan seperti kapasiti loji mekanikalatau elektrikal.

KAWALAN MUTU

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KAWALAN MUTU KANDUNGAN SPESIFIKASI :-

4 unsur asas dalam penulisan spesifikasi:i. Tahu apa yang dikehendaki, nyatakan denganjelas dan tanpa keraguan.

ii. Menyatakan dengan jelas. Bahasa yang mudah

difahami oleh semua orangiii. Kaedah kerja

iv. Penentuan bahan

Perkataan teknikal digunakan jika perlu. Spesifikasi

yang tidak jelas implisit akan menimbulkanpertelingkahan dan biasanya pengertian kontraktor

akan diberi keutamaan

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KAWALAN MUTU Spesifikasi Piawai

Cth : spesifikasi piawai utk kerja-kerja binaanbangunan oleh JKR sebagai panduanpembinaan.

Digunapakai utk semua jenis pembinaankecuali yg dinyatakan secara spesifik

Kelebihan dari segi keseragaman kualiti danupaya kerja

Tapi terdapat terlalu banyak item yg tidakreleven.

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KAWALAN MUTU Kawalan mutu di tapak

Tapaktempat aktiviti pembinaan berlaku

2 pihak utama :

i. Kontraktorbertanggungjawab

menghasilkan binaan

Pegawai penguasa/wakil majikan

bertanggungjawab memastikan kerja

kontraktor menepati spesifikasi.

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KAWALAN MUTU Senarai Semak kaedah/ cara perlaksanaan

kerja yang mengikut spesifikasi.

Contoh senarai semak kerja konkrit:

- periksa bancuhan konkrit berasakan bancuhan danrekabentuk yang diluluskan

- Periksan peralatan ujian sebelum digunakan.

- Sediakan kiub ujian, awet & uji ikut spesifikasi

- Lakukan ujian runtuh, bulkingpasir pada batu baurdan kawal nisbah air simen

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KAWALAN MUTU Contoh senarai semak kerja konkrit (samb):

- Konkrit tidak boleh dijatuhkan dari kedudukantinggi dan ke atas tetulang.

- Konkrit mesti digetar semasa dituang dan

penggetar tidak boleh kena tetulang atau kotakbentuk.

- Konkrit yang telah mengalami set permulaan tidak

boleh dibancuh semula dan mesti dibuang.

- Setelah konkrit mengalami set akhir, ia hendaklah

diawet dengan melembapkan permukaan terbuka.

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KAWALAN MUTU UJIAN bagi memastikan bahan/struktur

menepati spesifikasi yang ditetapkan

3 kelas ujian dalam Kejuruteraan Awam

i. Ujian Kesesuaian

ii. Ujian Prestasi

iii. Ujian Kefungsian

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KAWALAN MUTUUjian Kesesuaian

- ujian atas bahan/komponen bagi pastikan iaboleh digunakan seperti yang ditetapkan

- Dilakukan di tapak atau makmal

- 2 kaedah ujian kesesuaian bagi bahan

i. Bahan yang dihasilkan pengeluar dan diuji dikilang

(persampelan) dan diberi pengesahan piawaian

sirim bagi mengesahkan mutu bahan tersebut.Cth :pintu tahan kebakaran/simen

ii. Bahan yang perlu diuji ditapak seperti konkrit.

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KAWALAN MUTUUjian Prestasi

- Dilakukan di tapak atau makmal- Untuk kawal mutu bahan yang tidak boleh

dilakukan dengan ujian kesesuaian

- Ujian kiub, ujian beban & sambungan paipUjian Kefungsian

- Ujian bagi pastikan sistem/produk berfungsi seperti

dalam objektif rekabentuk asal.

- Ujian ini biasanya dilakukan di tapak

- Contoh ujian ke atas pam atau air-cond

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KONSEP PEMASTIAN KUALITI (QA)Definisi :

keseluruhan ciri-ciri dan sifat sesuatuproduk/perkhidmatan yang dihasilkan adalahbergantung kepada keupayaan produk/perkhidmatan itu sendiri untuk memenuhi

kehendak/ keperluan seperti yangdinyatakan. (ISO 8402 1986 :Quality Vocabulary)

Piawaian yang digunakani. International Standard (ISO)

ii. Malaysian Standard (MS)

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KONSEP PEMASTIAN KUALITI (QA) Pemastian kualiti adalah berkaitan dengan:

i. Keberkesanan kos

ii. Kecekapan produktiviti

iii. Ketepatan untuk kali pertama

iv. Pengurusan kualiti yang baik

v. Tanggungjawab yang dilaksanakan oleh

semua pihak

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KONSEP PEMASTIAN KUALITI (QA) Langkah pemastian Kualiti sesuatu produk:

- Sahkan spesifikasi yang boleh diterima pakai bagi setiapproduk yang terhasil

- Pemilihan bahan-bahan bagi produk tersebut yangkhususnya memenuhi spesifikasi yang dikehendaki.

- Perancangan saiz pengeluaran projek agar dapatdihasilkan dengan cepat dan berkesan

- Menganalisa proses pengeluaran yg dirancang agarproses terakhir yang telah dipilih dapat dikawal.

- Mencari alternative agar mutu/kualiti produk dariproses pengilangan dapat dijaga

- Menghasilkan prosedur pengujian bagi sampel siap

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KONSEP PEMASTIAN KUALITI (QA) Teras Piawai ISO 9000

i. ISO 9000:2000Asas dan perbendaharaan kata

yang mewujudkan penggunaan istilah dan definisi.

ii. ISO 9001:2000Sebagai Alat bagi memastikan

keluaran menepati dan digunakan dalam persijilanpihak ketiga

iii. ISO 9004:2000 - Garis panduan untuk kemajuan

perlaksanaan. Piawai ini dikembang dan dibentukdengan turutan dan struktur yang sejajar denganISO 9001:2000

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KONSEP PEMASTIAN KUALITI (QA) Malaysian Standard (MS)

MS 985 Code Of Practice For SuppliersQuality Control System

- Meliputi 3 peringkat dalam sistem kualitiyang secara khususnya merujuk ISO9001:2000.

- 3 peringkat tersebut:

Peringkat 1 : rekabentuk, pembuatan & pemasangan

Peringkat 2 : pembuatan dan pemasangan

Peringkat 3 : pemeriksaan terakhir &/@ pengujian