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Figure 3 : Basic Project Life Cycle Weiss & Wysocki (1994)
FORWARD PASS:
EARLY START TIME + DURATION = EARLY FINISH TIME
BACKWARD PASS:
LATE FINISH TIME - DURATION = LATE START TIME
FREE FLOAT =
EARLIEST START TIME OF FINISH EVENT - EARLIEST START TIME OF START EVENT – DURATION
TOTAL FLOAT =
LATEST TIME OF FINISH EVENT – EARLIEST TIME OF START EVENT – DURATION
Warehouse
Soil Testing
Tender Evaluation
Civil
Plumbing
Electrical
Finishes
Staffing
Statutory Approvals
Approvals
Invitation to Bid
Bid Collection
Bid Review
Contract Award
Access
Structural Works
Beams
Roof
Block Works
Drainage
Piping
Sewerage
Fixtures
Wiring
Appliances
Painting
Tiling
Amenities
Access Roads
Final Inspection
Recruitment
TrainingFigure 3: Work Breakdown Structure for New Warehouse – Jimaga Ltd
Figure 1 : TRIPLE CONTRAINTS OF PROJECT MANAGEMENT
2, 11 Slight<2.5 MM < 0.5
month
Slight Acceptable with Slight Reworks
21, 23 1,3 Minor< 5MM < 1 month
Minor Acceptable with Limited Reworks
45, 46,47 12, 36, 38, 42, 50, 51,57
5, 32, 43,52,56,60,66,67,68
Local5 MM –25 MM
2 months Local Acceptable with Major Reworks
8, 9, 10, 18, 19, 44,54,64,65,74
7, 26, 30, 33, 34, 37, 41, 49,59,61,63,75
4, 14,5, 22,24, 27, 28, 29, 31, 35, 39, 48,53,62,69,70,71,73,76,77
Major25 MM – 50 MM
3 months Major Acceptable with Very Major Reworks
16, 17, 20 40,55,58,72 6, 25Very High>50 MM
> 3 months
Very major
Acceptable with total Reworks
0.5 Almost Certain
Cost Sched Scope Quality
Project Risk Matrix Chart
0..4 Very Likely
0.3 Likely
0.2 Unlikely
0.1 Improbable
0.1 Negligible 0.2 Slight 0.3 Low 0.4 Medium 0.5 High
PR
OB
AB
ILIT
Y
SEVERITY
= Low Risk
KEY
= Medium Risk
= High Risk
Risk I.D
Risk Description Probability
Impact Risk FactorR (f) = P (i) * I
(i)
Risk Owner
Treatment TriggerPoint
1 Sponsor not able to finalize requirements to begin construction
0.4 0.5 0.20 Jimaga Practice Requirements management
2 Changes to building capacity 0.5 0.4 0.20 Ensure change control system
3 Changing scope 0.4 0.5 0.20 Same as 2
4 Buried catalyst may not be safe 0.2 0.5 0.10 Conduct tests, identify alternative site
5 Approvals may be delayed 0.3 0.5 0.15 Develop system to track approvals
6 Site not geotechnically suitable for construction 0.1 0.5 0.05 Ensure proper tests and identify alternative
7 Change in sponsor 0.2 0.3 0.06 Prepare overview document of project
8 Change in Executive sponsor 0.2 0.3 0.06 Prepare overview document of project
9 Change in administration 0.2 0.3 0.06 Prepare overview document of project
10 Construction costs may escalate 0.5 0.4 0.20 Develop estimates with contingency
11 Skilled labor not available 0.3 0.4 0.12 Seek a secured supply for project
12 Failure to obtain permits and approvals on time:
13 1. Town and Country Planning approvals 0.2 0.5 0.10 Ensure that requirements of approval are implemented and follow up
14 1. Water and Sewerage 0.1 0.3 0.03 Ensure that requirements of approval are implemented and follow up
15 1. Electricity Commissioners 0.1 0.3 0.03 Ensure that requirements of approval are implemented and follow up
16 1. Fire 0.2 0.3 0.06 Ensure that requirements of approval are implemented and follow up
17 1. Regional Corporation ( 0.2 0.3 0.06 Ensure that requirements of approval are implemented and follow up
Risk Register for Construction of New Warehouse
18 Relocation of existing Gas, Oil, Methanol, Water, Electrical and other lines
0.1 0.3 0.03 Ensure that requirements of approval are implemented and follow up
19 Scope creep 0.4 0.4 0.16 Ensure a change control process is place
20 Hasty Planning 0.2 0.5 0.10 Develop a project definition and strategy plan
21 Inadequate resources for planning 0.4 0.4 0.16 Identify all resources needed and inform stakeholders
22 Poor Design Management 0.2 0.5 0.10 Implement a design management process
23 Design quality is poor 0.1 0.5 0.05 Implement a design management process
24 Contract is lose and venerable 0.2 0.4 0.08 Ensure that project manager and legal department work in tandem
25 Log lead procurement items not ordered in time 0.3 0.5 0.15 Identify all such items in project definition and schedule for procurement
26 Unrealistic estimates of time and cost 0.2 0.5 0.10 Practice proper estimating according to standards
27 Final design is not fit for purpose 0.2 0.5 0.10 Ensure that a design management system requires client sign –off
28 Multiple project dependencies not identified 0.2 0.4 0.08 Develop a project definition and strategy plan
29 Flawed estimates of cost and time leading to unrealistic schedules, budget and company estimates
0.2 0.5 0.10 Practice proper estimating according to standards
30 Stakeholders not fully identified and needs analysed 0.3 0.5 0.15 Develop a project definition and strategy plan
31 Poor access to building 0.2 0.4 0.08 Identify requirements and incorporate into design
32 Traffic congestion during and after construction 0.2 0.4 0.08 Estimate traffic issues and incorporate management into project plan
33 Communication problems with stakeholders 0.2 0.5 0.10 Develop a stakeholder analysis and communication plan
34 Conflicts with some stakeholders 0.3 0.4 0.12 Practice proactive conflict management
35 Poor quality of labor 0.2 0.4 0.08 Set benchmarks
36 A shortage of labor 0.3 0.4 0.12 Identify strategies to ensure that a supply is secured for project
37 Building not built to proposed OSHA requirements 0.2 0.5 0.10 Incorporate OSHA standards in all design and implement
38 Delays due to architect 0.1 0.4 0.04 Partner with architect and possibly include an incentive in contract
39 Quantity variations 0.2 0.4 0.08 Ensure that proper estimates according to standards are done
40 Construction schedule slips 0.3 0.4 0.12 Proactive monitor schedule and risks
41 Poor safety management by contractors 0.3 0.5 0.15 Ensure that stringent safety requirements are applied
42 Daily disputes by 0.2 0.3 0.06 Proactively manage conflicts ; partner with union
43 Contractor may not pay union rates 0.3 0.3 0.09 Ensure that contract requires union rates and monitor
44 Poor relations with union 0.3 0.3 0.09 Proactively partner with union
45 Adverse weather during construction 0.3 0.3 0.09 Develop contingencies for flooding, heavy rainfall etc
46 Coordination failure 0.2 0.5 0.10 Ensure that a project management process is used
47 Unmanageable change orders 0.2 0.4 0.08 Ensure that client understands the change control processes and the impact of heavy changes on project
48 Delay in evaluation and approval of change orders 0.3 0.4 0.12 Ensure that Change Control Board is aware of its role and disseminate the change control process
49 Design changes during planning and construction 0.3 0.4 0.12 Ensure that a project management process is used
50 Delayed management approvals 0.3 0.5 0.15 Ensure that management is aware of its role on the project and the impact of approval delays
51 Current budget for fiscal year exceeded 0.2 0.5 0.10 Develop estimates and budgets realistically
52 Political changes 0.2 0.3 0.06 Develop a project justification document
53 Planned quality is eroded during construction 0.1 0.4 0.04 Ensure that a quality management system is applied
54 Untimely payments to contractors 0.3 0.5 0.15 Ensure that both contractors and client understand their contractual role and the requirements or payment. Seek a point person from finance
55 Bureaucratic breakdowns and bottlenecks 0.3 0.4 0.12 Ensure that such constraints are identified and resources are allocated to pursue
56 Stakeholder complaints during construction about noise dust and traffic
0.1 0.4 0.04 Perform stakeholder analysis and proactively address concerns; Implement measure to reduce contaminants; seek a communication specialist
57 Inadequate internal resources for project management 0.2 0.4 0.08 Procure externally if required
58 Construction contractor may be adversarial and prone to litigation
0.3 0.5 0.15 Ensure that past litigation history and past performance is appropriately weighted in evaluation
59 Strong-arm tactics used by contractor 0.2 0.4 0.08 Ensure that contract is tight; inspire a partnership relationship and evaluation considers this factor
60 Poor coordination of multiple contractors that would be used if project were fast tracked
0.2 0.5 0.10 Develop a realistic project schedule and identify interfaces
61 Contractor claims prolonged 0.2 0.40.08
Ensure that all stakeholders understand their role in processing of claims; ensure that change control process is circulated to all
62 Lessons Learnt not captured 0.2 0.3 0.06 Applied process to each project phase and disseminate
63 Handover to client done without proper sign offs 0.2 0.3 0.06 Ensure a quality management system is applied
64 Inadequate understanding the client’s / stakeholders requirements
0.3 0.5 0.15 Practice requirements management
65 Inadequate project scope identification 0.3 0.5 0.15 Practice requirements management66 Inadequate implementation of the client’s /
stakeholders requirements0.3 0.5 0.15 Practice requirements management
67 Poor in-house project management 0.2 0.5 0.10 Ensure that project management processes are used
68 Loss of control of works by Architect / engineers / contractors, etc
0.2 0.5 0.10 Ensure proper project control systems
69 Poor supervision and quality control. 0.2 0.5 0.10 Ensure that a quality management system is utilsed
70 Not taking a holistic view of the project 0.1 0.4 0.04 Ensure that project is aligned to strategic focus
71 Non-identification and implementation of associated works, e.g.. access, drainage, landscaping, site selection based other facilities to be provided in the area, etc
0.2 0.5 0.10 Practice requirements management
72 Poor project records / reports. 0.2 0.3 0.06 Ensure that resources are allocated to maintain records etc.
73 Late submissions of items requiring internal and external approvals
0.2 0.4 0.08 Identify such items in project definition
74 Project Funding 0.2 0.5 0.10 Ensure that client procures funding75 Material Transfer 0.3 0.5 0.15 Develop a plan to ensure that
materials are safely transferred to project site
Figure 4 : Turner’s Goals & Methods Matrix
Activity On NodeNetwork Diagram Biscu Ltd
START
EST0 0
00 0
LEGEND:
EST : Early Start TimeLST: Late Start TimeEFT: Early Finish TimeLFT: Late Finish TimeDUR : DurationFLO: FloatCritical Path
0DUR
EFT LFTFLO
LST
A B
C
D
F
E
G
H
I
J
O
K
M
N
L
P
Q FINISH
0 4 4
40 0
4
4
2 6
0 6
6
6
3 9
9 3 12
6 12
6 0 12
12 2 14
12 0 14
14
14
14
14
14
18
20
21
1
8
2
4 18
22
16
15
22
22
22
22
4
0
6
7
22 4 26
22 0 26
26
26
2 28
0 28
28
28
28
6 34
34
34
0 34
1 29
3433 5
38
38
4
0
38
38
2
8
40
46
4644 6
38 0 46
46
46
1 47
47 0
47 47
4747
0
0
Appendix 1
Activity On NodeNetwork Diagram Juron Ltd
START
EST
0 0
00 0
LEGEND:EST : Early Start TimeLST: Late Start TimeEFT: Early Finish TimeLFT: Late Finish TimeDUR : DurationFLO: Float
0
DUR
EFT LFT FLO
LST
A
0 4
40 0
Figure 1
FINISH
B
C
D
E
F
G H
I
J
K L M N O
P Q
5
4
8
6
9
4 13 8 8
7
6
13 9 4 4
9 5
4
4
4
4
4
9
8
12
10
13
13 26 26 34
34
34
41
40
41 49 49 62 62 71 71 75 75 79
79 88 88 93 0 00
0 009388 8879
79757571716262494941
41
41
34
35
34262613
13
13
13
13
13
8
9
5
7
4
4
5
1
3
0
0 0
0
1
0 0 0 0 0
0 0
Critical Path A-F-G-H-I-K-L-M-N-O-P-Q
Table 1Activity (Tasks) Duration (Days) Preceded By
A 4 -
B 5 A
C 4 A
D 8 A
E 6 A
F 9 A
G 13 B,C,D,E,F
H 8 G
I 7 H
J 6 H
K 8 I, J
L 13 K
M 9 L
N 4 M
O 4 N
P 9 O
Q 5 P
TABLE 2: SENSIVITY ANALYSIS OF DELAYS IN PROJECT SCHEDULE
ACTIVITY DELAY SCHEDULE IMPACT OVERALL PROJECT IMPACT
B 2 days No effect Activity has float of 4 days and can be
delayed for as much as 4 days before any
impact can be made on the completion
date for the project.
P 2 days Delays succeeding
activities by 2 days;
project extended by 2
days
Activity is on the critical path with zero
float. A late start of 2 days resulting in an
increase in overall project from 93 days to
95 days.
O 1 day Delays succeeding
activities by 1 day;
overall project
extended by 1 day as a
result.
Activity is on the critical path with zero
float. The project extending to 94 days as a
result
.
