Construction Site Management & Supervision

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ByProf. Karim El-Dash

1Prof. Karim El-Dash www.projacsacademy.com

Prof. Karim El-Dash www.projacsacademy.com 2

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Human Resources

Risk

Cost

Time Quality

Procurement Communication

Stakeholders


A project is a temporary endeavor undertaken to create a unique

Product

Service

Improvement

ResultProf. Karim El-Dash www.projacsacademy.com 4

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Project Management is the application

of knowledge, skills, tools, and

techniques to project activities to meet

project requirements.


1. Initiating

2. Planning

3. Executing

4. Monitoring & controlling

5. Closing


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Time

Start the project

Organizing & preparing

Carrying out work Closing the project

Project Charter

Project Management Plan

Accepted deliverables

Archived project documents


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cost

Influence / risk

Time


Is a narrative description of products or services to be

delivered by the project

For internal projects, the project sponsor provides the

statement of work

For external projects, the statement of work can be

received from the customer as part of a bid document


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The project management plan is the process of documenting the actions necessary to define, prepare, integrate, and coordinate all subsidiary plans.

How project will be executed?

How changes will be monitored and controlled?


Perform activities

Create deliverables

Staff, train, and manage

Manage and use resources

Implement the planned methods and standards

Establish and manage project communication channels


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How the scope will be defined, developed, monitored, controlled, and verified.

1. Preparing scope statement2. Enable creation of WBS3. Specify how formal acceptance will be obtained4. Control processing of change requests


How requirements will be analyzed, documented, and managed.

1. Requirements activities planned, tracked, reported.

2. Configuration management activities3. Prioritization4. Metrics 5. Traceability structure


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Scheduling Methods

Scheduling Tools

Project schedule

Schedule model

Output

Project Information



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Project Budget

Management reserve

Cost Baseline

Control accounts

Contingency reserve

Work packages cost estimates

Activity contingency reserve

Activity cost estimate


It is an authorized time-phased

budget at completion (BAC)

that is used as a basis against

which to measure, monitor,

and control overall cost

performance on the project.


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Variable Costs that change with the amount of production.

Fixed Costs that do not change as production changes.


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Direct Costs for a project include the direct

costs for materials, labor, and equipment that

can be related specifically to a task or an

activity.


Indirect costs are the necessary costs of doing business that

cannot be related to a particular activity and in some cases

cannot be related to a specific project.

general overhead

project overhead.


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Includes all the processes & activities of the

performing organization that determine

quality policies, objectives, and

responsibilities so that the project will satisfy

the needs for which it was undertaken.


Quality is

“the degree to which a set of inherent

characteristics fulfill requirements”

Grade is

“a category assigned to products or services

having the same functional use but different

technical characteristics”


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Customer satisfaction

Prevention over inspection

Continuous improvement

PDCA

SIX SIGMA

LEAN SIX SIGMA

OPM3

CMMI

Management responsibility

Cost of quality



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Plan Quality

Perform Quality Assurance

Perform Quality Control


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Less rework

Higher productivity

Lower costs

Increased satisfaction


Quality costs are:

Investment in preventing nonconformance to

requirements

Appraising the product or service for

conformance to requirements

Failing to meet requirements (rework)


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Conformance =

prevention +

appraisal

Non-conformance

= internal + external


1- Cause-and-effect diagram / Fishbone / Ishikawa

Delay in Project

ManagementMaterialsFunding

ScopeProductivity

Labor


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2- Flowcharts


3- Checksheets


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4- Pareto diagram


5- Histograms


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6- Control charts


7- Scatter diagram


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Identify best practice

generate ideas for

improvement

provide a basis to measure

performance


DOE is a statistical method

for identifying which factors

may influence specific

variables of a product or

process under development


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Mean

Standard deviation

Mode

Median

Probability distribution


Brainstorming

Force field analysis

Nominal group technique

Quality management & control tools


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Quality Management Plan

Quality Metrics

Quality Checklists

Process Improvement Plan

Process boundaries

Process configurations

Process metrics

Targets for improved performance Project document updates


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Is the process of auditing the

quality requirements and the

results from quality control

measurements to ensure

appropriate quality

standards and operational

definitions are used


http://www4.asq.org/blogs/statistics/statistical_thinking_tools/interrelationship_digraphs/


http://collegepals.org/wp-content/uploads/2011/11/Software-Quality-Assurance-Plan.jpg


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Quality audit

Is a structured, independent review to determine if project

activities comply with organizational and project policies,

processes, and procedures


It examines problems,

constraints, and non-value-

added activities

It includes root cause

analysis - to identify a

problem, discover

underlying causes, and

develop preventing actions


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The process of monitoring

and recording results of

executing the quality

activities to assess

performance and

recommend necessary

changes.


Perform Quality Control

1. Project management plan2. Quality metrics3. Quality checklists4. Work performance data5. Approved changes requests6. Deliverables7. Project documents8. Organizational process

assets

Inputs

1. Seven basic quality tools2. Statistical sampling3. Inspection4. Approved change request

review

Tools & Techniques

1. Quality control measurements2. Validated changes3. Verified deliverables4. Work performance information5. Change requests6. Project management plan

updates7. Project document updates8. Organizational process assets

updates

Outputs




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

AVG 300 333 325 332 340 345 350 340 341 345 349 354 350 344 333 325 318 305 298 306 310 315 310 318

Centerline = .3325

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0.290

0.300

0.310

0.320

0.330

0.340

0.350

0.360

Weeks of the Season

Ba

ttin

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vera

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Signal of special cause variation:

7 or more consecutive ascending or descending points

Centerline= 23

J F M A M J J A S O N D J F M A M J J A S O N D0

4

8

12

16

20

24

28

32

36

40

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Signal of special cause variation:

7 or more consecutive data points on the same side of the centerline

3130292827262524232221201918171615141312111098765432100

10

20

30

40

March 1994 - Weekdays only plotted

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Centerline= 15


Name: Karim EldashPosition: ManagerAge: 48

Name: Ahmad hasanPosition: Dept. MngrAge: 28

Name: John MarkPosition: Dept MngrAge: 37

Name: Joan LeePosition: Dept asstAge: 32

Name: Aishwarya RaiPosition: Dept MngrAge: 29

Name: Komaro BahramPosition: Asst Mngr

Age: 36


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Ahmed Hasan Aly Manal Haitham Aya

Feasibility R A I

Design I R A

Execute A R

Outsourcing A R

Handing out A R I

Public

relationsC C R A

R=responsible, A=accountable, C=consult, I=inform


Team performance assessments

Skills

Competencies

Reduced turnover rate

Team cohesiveness


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Observation and Conversation

Project Performance Appraisals

Formal or informal

360 degree

Conflict Management

Withdrawing / smoothing /

compromising / forcing /

collaborating / confronting

Interpersonal skills


Observation and Conversation Project Performance Appraisals Conflict Management Issue Log

Interpersonal skills

Leadership

Influencing

Effective decision making


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Goals

Decision making process

Environmental factors

Available info

Personal qualities

Stimulate creativity

Manage risk



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Includes the processes required to

ensure timely and appropriate

planning, creation, collection,

distribution, storage, retrieval,

management, control, monitoring,

and ultimate disposition of project

information


Urgency of the need for information

Availability of technology

Ease of use

Project environment

Sensitivity & confidentiality


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Ideas, facts, suggestions

Ideas, facts, suggestions

Encode Decode

Noise

Feedback

Project environment

Acknowledgement


Variance analysis

Forecasting methods

Communication

methods

Reporting systems


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Objectives are to:

increase the probability and impact of

positive events, and

decrease the probability and impact of

events adverse to the project


Project risk is an uncertain event or condition

that, if it occurs, has an effect on a project

objective.

Objective : Scope / time / cost / quality

A risk has a cause or more and, if it occurs, an

impact or more.


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Stakeholder risk profile analysis


Strategic risk scoring sheet


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Methodology Roles and responsibilities Budgeting Timing Categories Probability & Impact A relative scale “very unlikely” to “almost certainty”

could be used. Numerical probabilities on a general scale (e.g., 0.1,

0.3, 0.5, 0.7, 0.9)


Project

OrganizationalProjectManagement

Technical External Others

Time

Cost

Resource

Quality

Performance

Complexity

Objectives

Fund

Collaboration

Weather

Labor

Politics


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Level Likelihood Expected or actual frequency experienced

1 RareMay only occur in exceptional circumstances; simple process; noprevious incidence of non-compliance

2 UnlikelyCould occur at some time; less than 25% chance of occurring; noncomplex process &/or existence of checks and balances

3 Possible

Might occur at some time; 25 –50% chance of occurring; previousaudits/reports indicate non-compliance; complex process with extensivechecks & balances; impacting factors outside control of organization

4 Likely

Will probably occur in most circumstances; 50-75% chance ofoccurring; complex process with some checks & balances; impactingfactors outside control of organization

5 Almost certain

Can be expected to occur in most circumstances; more than 75%chance of occurring; complex process with minimal checks & balances;impacting factors outside control of organization


Relative or numerical scales

ObjectiveVery low /

0.05Low / 0.10

Moderate / 0.20

High / 0.40Very

High / 0.80

CostInsignificant

increase<10%

increase10-20% increase

20-40% increase>40%

increase

TimeInsignificant

increase <5% increase5-10%

increase 10-20% increase>20%

increase

Scope

Barely noticed change

Minor changeMajor

changeUnacceptable by

sponsor

Product is

useless

QualityBarely noticed

Applications affected

Sponsor approval required

Unacceptable by sponsor

Product is

useless


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Consequences

Likelihood Insignificant Minor Moderate Major Extreme

Rare Low Low Low Low Low

Unlikely Low Low Low Medium Medium

Possible Low Low Medium Medium Medium

Likely Low Medium Medium High High

Almost

certainLow Medium Medium High Extreme



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Involves changing the project management plan to eliminate the threat entirely

Some risks that arise early in the project can be avoided by clarifying requirements, obtaining information, improving communication, or acquiring expertise

One form of avoidance is to shut down the project


Requires shifting the negative impact of a threat, along

with ownership of the response, to a third party.

Cost-type contract transfer the cost risk to the buyer

Fixed-price contract transfer risk to the seller


http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=MhUDpChdCScRyM&tbnid=q3G7_-u8X9il6M:&ved=0CAUQjRw&url=http://insidethewriter.wordpress.com/2012/12/08/how-to-avoid-taking-a-risk/&ei=NJJHUc3_J4msOq_3gfgG&psig=AFQjCNGRWg_xtoOGDmgOKtD1nfLIiQXhng&ust=1363731311784846

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=MhUDpChdCScRyM&tbnid=q3G7_-u8X9il6M:&ved=0CAUQjRw&url=http://insidethewriter.wordpress.com/2012/12/08/how-to-avoid-taking-a-risk/&ei=NJJHUc3_J4msOq_3gfgG&psig=AFQjCNGRWg_xtoOGDmgOKtD1nfLIiQXhng&ust=1363731311784846

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=IedVYSMivEvq7M&tbnid=CaYmRyJzKEIk0M:&ved=0CAUQjRw&url=http://www.trituns.com/_blog/User_Adoption_Insights_from_Tri_Tuns/post/Get_your_cloud_vendor_to_help_increase_user_adoption_ROI/&ei=wZJHUZj4N4KwPJvPgaAD&psig=AFQjCNHXmGy32a0rWHERKhvS3AeL3ulVYw&ust=1363731457435256

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=IedVYSMivEvq7M&tbnid=CaYmRyJzKEIk0M:&ved=0CAUQjRw&url=http://www.trituns.com/_blog/User_Adoption_Insights_from_Tri_Tuns/post/Get_your_cloud_vendor_to_help_increase_user_adoption_ROI/&ei=wZJHUZj4N4KwPJvPgaAD&psig=AFQjCNHXmGy32a0rWHERKhvS3AeL3ulVYw&ust=1363731457435256

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Implies a reduction in the probability and/or impact of an adverse risk event to an acceptable threshold


Indicates that the project team has

decided not to change the project plan

to deal with a risk, or is unable to

identify any other suitable response

Passive acceptance requires no action

Active acceptance strategy is to establish a contingency reserve for known (sometimes unknown) risks


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Eliminate the uncertainty associated with a

particular upside risk by making the

opportunity definitely happen.


Involves allocating

ownership to a third party

who is best able to capture

the opportunity for the

benefit of the project


http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=dItsLgdjt9ipHM&tbnid=W1wD443hTgCaXM:&ved=0CAUQjRw&url=http://www.dailyfx.com/forex/fundamental/daily_briefing/daily_pieces/commodities/2010-03-05-0004-Crude_Traders_Unable_to_Exploit.html&ei=_pRHUbazJojrOoXbgMgD&psig=AFQjCNG8EMPg-9QUkFCfSUbl-a7MWvS2Mg&ust=1363732028963537

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=dItsLgdjt9ipHM&tbnid=W1wD443hTgCaXM:&ved=0CAUQjRw&url=http://www.dailyfx.com/forex/fundamental/daily_briefing/daily_pieces/commodities/2010-03-05-0004-Crude_Traders_Unable_to_Exploit.html&ei=_pRHUbazJojrOoXbgMgD&psig=AFQjCNG8EMPg-9QUkFCfSUbl-a7MWvS2Mg&ust=1363732028963537

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Modifies the “size” of an

opportunity by:

1. Increasing probability

and/or positive impacts

2. Identifying and maximizing

key drivers of these

positive-impact risks


Chapter 1


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Under-performance of in-house staff

Under-performance of worker teams and sub-contractors

Under-performance of suppliers

Damage to and/or loss of materials and equipment

Unavailability of working capital

Industrial action and other disputes


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Collaborative Planning, Lean Planning, Pull Planning, Right to left planning or Short-term planning

Minimizing work variability between tasks

Creating look-ahead plans that are based upon work without interruption, rework, or remobilization

Planning work on weekly basis through coordination meetings

Measuring progress using weekly learning to improve work practices


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Involves the creation of small, well defined, Work Packages that support the construction workforce.

Work Package supports one rotation (5 to 10 days) of a work crew

WP is based on activities that are extracted directly from the construction plan


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70% and 90% of projects overrun

Overrun varies between 50% and 100% of budget

Sydney Opera House - Final cost was 15 times more than originally planned

Channel Tunnel - Final cost was 80% more than originally planned

Boston Arterial Tunnel - Final cost was 196% more than originally planned


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1957 – 1963 – 1973 $12.5 ->>>>> $102


1986 - 1994 £ 2.7 - >>>> £ 4.9


//upload.wikimedia.org/wikipedia/commons/7/7c/Sydney_Opera_House_-_Dec_2008.jpg

//upload.wikimedia.org/wikipedia/commons/7/7c/Sydney_Opera_House_-_Dec_2008.jpg

//upload.wikimedia.org/wikipedia/commons/5/59/Channel_Tunnel_geological_profile_1.svg

//upload.wikimedia.org/wikipedia/commons/5/59/Channel_Tunnel_geological_profile_1.svg

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1982 – 1997 – 2007 $ 2.7 - >>>>>> $ 15


1. Creating material and information flows

2. Maximizing value generation

3. Using plan, execute and control paradigms

4. Optimization of entire system through collaboration

5. Continual improvement and pursuit of perfection

6. Focus on delivering the value desired by client

7. Systematically eliminating obstacles to value creation

8. Elimination of processes that create no value

9. Creating pull production


//upload.wikimedia.org/wikipedia/commons/f/fd/Boston-big-dig-newtraffic.png

//upload.wikimedia.org/wikipedia/commons/f/fd/Boston-big-dig-newtraffic.png

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Chapter 2


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Administration of the construction contract

Monitoring the work of the Contractor

Receive and resolve requests for information

Process all requests for changes

Responding to concerns from the public.

Minimize the impact on residents and businesses.

Checking all payments interim and final

Monitoring the quality of the work installed

Record all nonconforming & corrective action.


Not responsible for safety of the work

Monitoring the work of others assigned

Promote a team environment

Perform periodic reviews

Reporting to the PM on the progress

Report major deviations of schedule, price, or quantity.

Report serious accidents to city administration.

Set up and maintain the project files.

Monitor all testing and maintain records

Notify the PM of quantity/testing issues


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Works under the direction of the Construction Engineer.

Perform inspection of a construction contractor’s work

Observes the contractor’s work and recommends approval

Maintains inspection records

Prepares daily inspection reports

Verify and maintain quantity data for payments.


Labor and equipment mobilized

Material purchase orders

Permits obtained

Statutory requirements fulfilled

Schedules produced

Knowledge of plans, specifications and contract

Status of right of way and utility relocations

Site and the surrounding areas

Forms and contract administration procedures


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Check construction database, design, and accounting information

Formal communications made with the Prime Contractor

Representatives should be identified before pre-construction conference.

Know who the person representing the contractor.

Promote relationships with the contractors, utility companies and governmental authorities


Potential areas for site offices,

Impact on local residences and businesses

Effect on permanent work

Cost of Contractor

Temporary services

Area provided for Contractor’s use

Plan of office layout by contractor

Access to the site.

The site security requirements

Prohibition of access toto areas of hazards 114Prof. Karim El-Dash www.projacsacademy.com

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Specifications, drawings, and standards referenced in the contract

Inspectors are familiar with the requirements

CI plays lead role in meetings with the Contractor

Revised documents.

Keeping as-built information.


Notify testing agent of scheduled start

Coordinate testing requirements

Reliable schedule information

Appropriate testing equipment

Staff available for earthwork, concrete placement, asphalt

Notice of Nonconformance


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Checklist of all permits required

Who is responsible to get them.

Building Permit, Demolition,

Erosion and Sediment Control,

Cut and Fill, Tree Removal,

Haul Routes, Traffic Control,

Off-site Grading Plans, Noise,

Plumbing/Mechanical/Electrical,

Sewer Connection, Elevator/Escalator,

Automatic Sprinkler


Qualifications, pre-approval,

% performed by subcontractors,

Payments to subcontractors.

Prime Contractor involved in planning, problem resolution

Official communications with subcontractors through the Prime Contractor.


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CORRESPONDENCES

DAILY/MONTHLY REPORTS

MEETINGS

PROJECT RECORD DOCUMENTS

PHOTOGRAPHIC RECORDS

CONTRACT DRAWING DISTRIBUTION AND REVISIONS

SHOP DRAWINGS, SAMPLE SUBMITTALS

REQUESTS FOR INFORMATION/CLARIFICATION

AGENCY/UTILITY COORDINATION MEETINGS


Chapter 3


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Final schedule within two (depends on the project) weeks after the notice to proceed.

Procurement activities

Submittals and approval of shop and working drawings

Major equipment or material purchases

Maximum of 15 working days duration

Review logical sequence

Review durations are sensible and achievable



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http://www.google.com/url?sa=i&rct=j&q=construction+schedule+look+ahead&source=images&cd=&cad=rja&docid=bpv7_0QV_qMu0M&tbnid=mw8z_BOPLcqXtM:&ved=0CAUQjRw&url=http://www.mepconstructionworld.com/look-ahead/&ei=LUMRUYqqFoiZ0QWGxoCgAw&psig=AFQjCNFwCI44azjxFHk3rHP3kV91tMKV_g&ust=1360172192249355

http://www.google.com/url?sa=i&rct=j&q=construction+schedule+look+ahead&source=images&cd=&cad=rja&docid=bpv7_0QV_qMu0M&tbnid=mw8z_BOPLcqXtM:&ved=0CAUQjRw&url=http://www.mepconstructionworld.com/look-ahead/&ei=LUMRUYqqFoiZ0QWGxoCgAw&psig=AFQjCNFwCI44azjxFHk3rHP3kV91tMKV_g&ust=1360172192249355

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Chapter 4


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http://www.google.com/url?sa=i&rct=j&q=reimbursable+contract&source=images&cd=&cad=rja&docid=tdasoN6PMAL2-M&tbnid=lGYzwI08k7e4LM:&ved=0CAUQjRw&url=https://acc.dau.mil/communitybrowser.aspx?id=526622&ei=GE8RUYnTC8nH0QX1hoCoDw&psig=AFQjCNHS1NNLxNgWvobtcC-kYkVXtSe8lA&ust=1360175172264159

http://www.google.com/url?sa=i&rct=j&q=reimbursable+contract&source=images&cd=&cad=rja&docid=tdasoN6PMAL2-M&tbnid=lGYzwI08k7e4LM:&ved=0CAUQjRw&url=https://acc.dau.mil/communitybrowser.aspx?id=526622&ei=GE8RUYnTC8nH0QX1hoCoDw&psig=AFQjCNHS1NNLxNgWvobtcC-kYkVXtSe8lA&ust=1360175172264159

http://www.google.com/url?sa=i&rct=j&q=reimbursable+contract&source=images&cd=&cad=rja&docid=tbDAKC3n09GKrM&tbnid=0oSKU9Qr6txnIM:&ved=0CAUQjRw&url=https://learn.dau.mil/CourseWare/10_7/scopage_dir/mod3/au2.html&ei=xU8RUZ_tJZGb1AWA4IGABw&psig=AFQjCNHS1NNLxNgWvobtcC-kYkVXtSe8lA&ust=1360175172264159

http://www.google.com/url?sa=i&rct=j&q=reimbursable+contract&source=images&cd=&cad=rja&docid=tbDAKC3n09GKrM&tbnid=0oSKU9Qr6txnIM:&ved=0CAUQjRw&url=https://learn.dau.mil/CourseWare/10_7/scopage_dir/mod3/au2.html&ei=xU8RUZ_tJZGb1AWA4IGABw&psig=AFQjCNHS1NNLxNgWvobtcC-kYkVXtSe8lA&ust=1360175172264159

http://www.google.com/url?sa=i&rct=j&q=fixed+price+contract&source=images&cd=&cad=rja&docid=oLwntVODE8jGQM&tbnid=8qxf_15to-tR1M:&ved=0CAUQjRw&url=https://learn.dau.mil/CourseWare/10_7/mod3/au1/m0301_a0010.html&ei=H04RUa2jCIap0AX_soCAAw&psig=AFQjCNFxU5FtP3-5VEUJXETJSvreGyGbig&ust=1360174951161386

http://www.google.com/url?sa=i&rct=j&q=fixed+price+contract&source=images&cd=&cad=rja&docid=oLwntVODE8jGQM&tbnid=8qxf_15to-tR1M:&ved=0CAUQjRw&url=https://learn.dau.mil/CourseWare/10_7/mod3/au1/m0301_a0010.html&ei=H04RUa2jCIap0AX_soCAAw&psig=AFQjCNFxU5FtP3-5VEUJXETJSvreGyGbig&ust=1360174951161386

http://www.google.com/url?sa=i&rct=j&q=fixed+price+contract&source=images&cd=&cad=rja&docid=8EbfZoJ5mqE2-M&tbnid=hU6fSf0XJY7DnM:&ved=0CAUQjRw&url=http://cnx.org/content/m32170/latest/&ei=XU4RUc7uCdPK0AWNr4DICA&psig=AFQjCNFxU5FtP3-5VEUJXETJSvreGyGbig&ust=1360174951161386

http://www.google.com/url?sa=i&rct=j&q=fixed+price+contract&source=images&cd=&cad=rja&docid=8EbfZoJ5mqE2-M&tbnid=hU6fSf0XJY7DnM:&ved=0CAUQjRw&url=http://cnx.org/content/m32170/latest/&ei=XU4RUc7uCdPK0AWNr4DICA&psig=AFQjCNFxU5FtP3-5VEUJXETJSvreGyGbig&ust=1360174951161386

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Review all notifications of change from the Contractor

Monitor labor, equipment and materials involved

It may be necessary to proceed prior to settlement

Contractor notifies the CE of changed site conditions

Alert to field conditions to anticipate potential change.

CE requests detailed breakout of labor and material costs

If the CE agrees, the proposal is forwarded for approval.

CE will attempt to negotiate with the Contractor.

A change order may require an extension of contract time.

If there is no time extension, assess liquidated damages.


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The contractor is required to proceed with the work

CE acknowledge receipt of notice of intent of claim, in writing

The contract stipulates the dispute resolution procedures to be adopted.

CE shall assemble all documentary and other evidence relating to the claim



http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=dz84RlK5b2ZzpM&tbnid=ayzEyPBETHYS1M:&ved=0CAgQjRwwADge&url=http://justindemerchant.com/tag/alternative-dispute-resolution/&ei=dkQIUauLLdCr0AXdnIGoCQ&psig=AFQjCNEEeda_HJdFeraQO_Ga17h4vqAm6w&ust=1359582710771557

http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=dz84RlK5b2ZzpM&tbnid=ayzEyPBETHYS1M:&ved=0CAgQjRwwADge&url=http://justindemerchant.com/tag/alternative-dispute-resolution/&ei=dkQIUauLLdCr0AXdnIGoCQ&psig=AFQjCNEEeda_HJdFeraQO_Ga17h4vqAm6w&ust=1359582710771557

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139

Budget baseline

Schedule baseline

Control account baseline

Prof. Karim El-Dash www.projacsacademy.com

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Method 1—Units Completed This method is applicable to tasks that involve

repeated production of easily measured pieces of work, when each piece requires approximately the same level of effort.


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141

Method 2—Incremental Milestone

This method is applicable to any control account that includes subtasks that must be handled in sequence.

Segmenting a task into subtasks is called developing “rules of credit ”

The percentage is normally based on the number of work-hours estimated.



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143

Method 3—Start/Finish

This method is applicable to tasks that lack definable intermediate

milestones.

A starting percentage of 50 % is reasonable for short duration, lower-

value tasks.

For tasks with a longer duration, a lesser percentage (20-30 %) would

be used at start.

For very short tasks, the start/finish percentages are usually 0 :100 %.


144

Method 4—Supervisor Opinion

Where developing a more discrete status is not feasible.

Dewatering, temporary construction, and landscaping.


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145

Method 5—Cost Ratio This method is applicable to tasks that involve a

long period of time or that are continuous during the life of a project, and which are estimated and budgeted on bulk allocations of dollars and work-hours.

completionatforecast

datetoworkhoursorcostactualcomplete%


146

Method 6—Weighted or Equivalent Units When the task being controlled involves a long period of

time and is composed of two or more overlapping subtasks, each with a different unit of work measurement. (rules of credit)


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147

Construction labor costs are the most variable element of the project construction budget.

Project management must continually compare the actual dollars to the budget dollars to identify deviations.


148

crew sizes and craft composition; craft density (area per worker); interference with other crews; scheduling; material availability; equipment and tool availability; information availability, rework site layout; weather; constructability.Prof. Karim El-Dash www.projacsacademy.com

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Approach

Milestone

Critical activities

Responsibilities

Prioritization

Analyzing

Documentation

Change process


Is a form of progressive

elaboration planning.

Work to be accomplished in the

near term is planned in detail at a

low level of the WBS

Work far in the future is planned

for WBS components that are at

a relatively high level of the WBS.

154

Rolling Wave Planning


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Mandatory dependency inherent in the nature of the work being done / contractuallyrequired (hard logic)

Discretionary dependency determined by project team (soft logic)

External


Expert judgment:

Analogous estimating

Parametric estimating

3-point estimate

Reserve analysis


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Expert judgment

Analogous estimating: also called top-down estimating, means using the actual duration of a previous, similar activity as the basis for estimating the duration of a future activity based on specific parameters like duration, budget, size, weight


3-point estimate

Reserve analysis


Expert judgment


Parametric estimatinguses statistical relationship between

historical data and other variables

to estimate for activities, such as

multiplying quantity of work by

productivity rate

3-point estimate

Reserve analysis


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Expert judgment



3-point estimate

Optimistic, most likely, pessimistic

and

6

4 pMo

E

tttt

6

op ttt



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• Activity Cost Estimates

• Bases of estimates

how it was developed

assumptions

constraints

range of possible estimates (±15%, 8-10)

Confidence level

• Project document updates


1- Crashing

2- Fast tracking


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Variable Costs that change with the amount of production.

Fixed Costs that do not change as production changes.


Indirect costs are the necessary costs of doing business that

cannot be related to a particular activity and in some cases

cannot be related to a specific project.

general overhead

project overhead.


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173

Activity PV 1 2 3 4

A 60,000

B 40,000

C 60,000

D 40,000

Monthly Indirect Cost 5,000 5,000 5,000 5,000


A 66,000

B 44,000

C 66,000

D 44,000

Monthly Direct Cost 33,000 77,000 88,000 22,000

Cumulative Monthly Cost 33,000 110,000 198,000 220,000


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A 66,000

B 44,000

C 66,000

D 44,000

Monthly Direct Cost 33,000 77,000 88,000 22,000

Cumulative Monthly Cost 33,000 110,000 198,000 220,000


Activity PV1 2 3 4

% Complete

AC

A 66,000 100 69,000

B 44,000 60 28,000

C 66,000 40 22,000

D 44,000 10 4,000

123,000


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Activity PV 1 2 3 4 % Complete EV

A 66,000 100 66,000

B 44,000 60 26,400

C 66,000 40 26,400

D 44,000 10 4,400

Total EV 123,200


178

BCWP = budgeted cost for work performed

BCWS = budgeted cost for work scheduled

ACWP = actual cost for work performed

Schedule variance = SV = BCWP – BCWS

Schedule performance index = SPI = BCWP / BCWS

Cost variance = CV = BCWP –ACWP

Cost performance index = CPI = BCWP / ACWPProf. Karim El-Dash www.projacsacademy.com

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PV =110,000

EV= 123,200

AC=123,000

SV = 123,200 – 110,0000 = 13,200

SPI = 123,200 / 110,000 0 = 1.120

CV = 123,200 – 123,000 = 200

CPI = 123,200 / 123,000 = 1.001



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183

EAC1 = ACWP +(BAC – BCWP)

EAC = estimate at completion

ACWP = actual cost of work performed to date

BAC = original budget at completion

BCWP= budgeted cost of work performed to date


184

EAC2 = BAC / CPI

where:

CPI = cost performance index

Other terms as above

EAC3 = New estimate as required


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185

EAC3 = BAC / (CPI * SPI)

where:

CPI = cost performance index

SPI = schedule performance index

EAC4 = New estimate as required



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Contract Price

Total Allocated Budget Negotiated Contract Cost + Authorized Unpriced Work = Contract Budget Baseline

NCC + AUW = CBB

Contract Budget Baseline + Overrun = Over-Target Baseline

CBB + Overrun = OTB

Performance Measurement Baseline (PMB)

Undistributed Budget

Control Accounts

Work Packages

Planning packages

Summary Level Planning

Packages

Management Reserve

Profit/Fees


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Chapter 5


ISO 8402 Quality Vocabulary

Quality: The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs.

Quality Assurance: All those planned and systematic actions necessary to provide adequate confidence that a product or service will satisfy given requirements for quality.

Continuing evaluation

Verification and audits

Quality Control: The operational techniques and activities that are used to fulfill requirements for quality.

Monitoring a process

Eliminating causes of unsatisfactory performance 194Prof. Karim El-Dash www.projacsacademy.com

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Contractor is contractually responsible for the quality

QA or QC activities performed by other parties in no way invalidate the Contractor’s responsibility for quality.

The QA/QC program will usually be under the direction of the CE.


Contractor will provide a CQC Plan.

The CE should require early submittal of the CQC Plan before any construction work is begun.

Forbid commencement of any construction prior to approval of the CQC Plan.


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Compliance with the terms of the contract.

Reject both unsatisfactory workmanship and materials.

Rejections must be made immediately upon discovery.

Documentation should include photographs where possible.

Work shall not be directed to stop.

Daily inspection reports.

Off-site inspections.

Inspect all materials delivered to site.


Ensure that their resources are planned and available.

Follow-on work may proceed.

Cooperate with the Contractor.

Results are distributed to all required parties upon receipt

Reports are to be maintained on file.


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Basic survey controls are to be protected.

Frequent checks on layout to confirm work is accurately installed.

The CI and surveyors should do regular spot checks of measurements and elevations should be made including pile locations; foundation elevations; anchor bolts for structural framing and major equipment; rooms, recesses and closets to receive furniture, fixtures and equipment fabricated off-site; ceiling heights and space for utilities.

Final pay items that can be verified.


Non-conforming work was brought to attention of Contractor

Corrective action was taken by the Contractor

Corrective action was pre-approved

Corrective action was observed

Minor non-conformances can be verbally notified.

Notification of non-conforming work shall be by means of a Non-Compliance Notice (NCN).


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Chapter 6



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203

Location (central tendency) Mean (average): is the sum of measurements divided by the number

of measurements.

Median: is the middle number when the data observations are arranged in ascending or descending order.

If the number n of measurements is even, the median is the average of the two middle measurements in the ranking.

Mode: is the measurement that occurs most often in the data set.



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205

•Note that the median lies between the mode and mean in all skewed distributions.

•If negatively skewed, the median is higher than the mean.

•If positively skewed, the median is lower than the mean.


206

Measures of dispersion Range: is the difference between the largest and the smallest

values of the data set. The alternative might be to calculate the average absolute

deviation. However, this measure is rarely used because it is difficult to handle algebraically.

Variance

Standard deviation


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207

Variance of population

Variance of sample

Standard deviation is the positive square root of the variance.

The population standard deviation is denoted by σ.

The sample standard deviation is denoted by s.


208

Relative standing Percentile: the pth percentile is the number with exactly p % of the

measurements fall below it

Z-score: is the number of standard deviations a point is above or below the mean of a set of data.

The population z-score for a measurement x is:

The sample z-score for a measurement x is: s

xxz

)(

)(

xz


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209

A random variable is a variable whose numerical value is

determined by the outcome of a random experiment.

Discrete probability distribution


210

The expected value μ is:μ = E(x) = Σx.p(x)

The population variance is defined as:σ = E(x-μ)2 = Σ(x- μ)2.p(x)


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211



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214

Risk is:

Enhance opportunities Reduce threats

Risk processes

1. Planning

2. Identification

3. Assessment

4. Analysis

5. Mitigation


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Risk Responsibility ChartTop

managementPM

Management Team

Risk Owner

Plan Risk Management X X X

Identify Risk X X

Perform Qualitative Risk Management X X X

Perform Qualitative Risk Management X X X

Plan Risk Responses X X X

Monitor & Control Risks X X X


Project

OrganizationalProjectManagement

Technical External Others

Time

Cost

Resource

Quality

Performance

Complexity

Objectives

Fund

Collaboration

Weather

Labor

Politics


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Level Likelihood Expected or actual frequency experienced

1 RareMay only occur in exceptional circumstances; simple process; noprevious incidence of non-compliance

2 UnlikelyCould occur at some time; less than 25% chance of occurring; noncomplex process &/or existence of checks and balances

3 Possible

Might occur at some time; 25 –50% chance of occurring; previousaudits/reports indicate non-compliance; complex process with extensivechecks & balances; impacting factors outside control of organization

4 Likely

Will probably occur in most circumstances; 50-75% chance ofoccurring; complex process with some checks & balances; impactingfactors outside control of organization

5 Almost certain

Can be expected to occur in most circumstances; more than 75%chance of occurring; complex process with minimal checks & balances;impacting factors outside control of organization


Relative or numerical scales

ObjectiveVery low /

0.05Low / 0.10

Moderate / 0.20

High / 0.40Very

High / 0.80

CostInsignificant

increase <10% increase10-20% increase 20-40% increase

>40% increase

TimeInsignificant

increase <5% increase5-10%

increase 10-20% increase>20%

increase

ScopeBarely noticed

change Minor changeMajor

changeUnacceptable by

sponsor

Product is

useless

Quality Barely noticedApplications

affected

Sponsor approval required

Unacceptable by sponsor

Product is

useless218Prof. Karim El-Dash www.projacsacademy.com

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Stakeholder Tolerance Matrix

Stakeholder Requirements

Tolerances

Time Cost Quality

PMDeliver product as

requested More than

10% Phase IIMore than

5% Phase IIConformance to all specs

Technical

Manager

Passing all QC criteria

More than 20% Phase II


Conformance to all

limitations

Marketing

ManagerVerify profits



Customer acceptance

IT Manager

Customer satisfaction (internal

& external)



Positive feedback


Consequences

Likelihood Insignificant Minor Moderate Major Extreme

Rare Low Low Low Low Low

Unlikely Low Low Low Medium Medium

Possible Low Low Medium Medium Medium

Likely Low Medium Medium High High

Almost

certainLow Medium Medium High Extreme


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Impact

0.9 0.7 0.5 0.3 0.1Probability

0.9 0.81 0.63 0.45 0.27 0.09

0.7 0.63 0.49 0.35 0.21 0.07

0.5 0.45 0.35 0.25 0.15 0.05

0.3 0.27 0.21 0.15 0.09 0.03

0.1 0.09 0.07 0.05 0.03 0.01


Probability – Impact Matrix


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High impact

High probability

Low probability

Low impact


High urgency Low urgency

High severity

Low severity


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WBS

ElementLow Most Likely High

Design $2 $4 $7

Build $35 $45 $60

Verify $5 $7 $10

Total $42 $56 $77


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Probability

Time / Cost

Beta distribution

Optimistic Most likely

Pessimistic

Triangular distribution

Probability

Time / Cost



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+ + =

A B C Sum


+ + =

A B C Sum


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Activity Min Most Likely

Max Distribution Median(50%)

Design 5.5 7.0 9.7 Trig. 7.3 0.8

Construction 150 190 260 b 205 13.2

Commission 12.0 15.2 19.8 Trig. 15.8 1.2

------------- ------ ------- ------- ------- ------- ----

Total 163.4 210.4 281.4 Simulated 226.2 13.9



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236

Contingency is an amount added to anestimate or schedule to allow for changes thatexperience shows will likely be required.



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Con

tract

or in

cent

ive

Firm Fixed Price (FFP)

Fixed Price Plus Incentive Fee (FPIF)

Fixed Price with Economic Price Adjustments (FP-EPA)

Cost Plus Fixed Fee (CPFF)

Cost Plus Incentive Fee (CPIF)

Customer influence

Cost Plus Award Fee (CPAF)

Time & Materials

Customer risk

Con

tract

or ri

sk


Chapter 7


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General Mitigation Processes During Construction

Mitigation of air pollution

Mitigation of water pollution

Mitigation of soil pollution

Mitigation of Construction Noise

Construction Vibration Mitigation Prof. Karim El-Dash www.projacsacademy.com 242


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Chapter 8


Map of site

Plan starting with work and physical sequence

Identify potential problem areas

Planning of site access and circulation

Positioning temporary site services and facilities

Materials storage and handling


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Chapter 9


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Chapter 10


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Chapter 11



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Reduced operating costs

Reduced waste

Reduced liability

Enhanced productivity and learning



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1. What is the Resource Base?

2. What is the Embodied Pollution?

3. What is its Impact in Use?

4. What is its Final Destination?



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Carbon emissions from buildings.

Five times as expensive as the unit cost of heat.

Lack of attention to fan power, pumps, IT and lighting controls.



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Chapter 12


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CLOSEOUT PROCEDURES IN GENERAL

AS-BUILT DRAWINGS AND RECORD DRAWINGS

WARRANTIES, GUARANTEES, AND OPERATING START-UP

CONTRACTOR’S FINAL PAYMENT/FINAL ESTIMATE

FINAL MEASUREMENT BY SURVEYORS

CLOSEOUT DOCUMENTATION

ARCHIVING FILES AND DRAWINGS


Documents

Construction Site Management & Supervision