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Construction Project management

Construction Project management. Submitted in partial fulfillment of construction project management for the bachelor degree in civil engineering. Osama Yaseen Murad Al-khateeb. Close Sport Hall. Graduating project consist two parts :

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Construction Project management

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  1. ConstructionProject management Submitted in partial fulfillment of construction project management for the bachelor degree in civil engineering Osama Yaseen Murad Al-khateeb

  2. Close Sport Hall Graduating project consist two parts : The first part include preparing a theoretical research. The second part includes the application of the principle in construction project management. Company Logo

  3. Contents Introduction to construction management Project integration management Project Planning Management Project Time Management Project Cost Management (PMBOK)

  4. 10 6 7 8 9 Project Quality Management Project Human Resource Management Project Communications Management Project Procurement Management Contents Project Risk Management (PMBOK)

  5. What is Project? • Project is the collection of activities, that are related or connected, for developing a product or a service, • Projects have always start and end times. • Projects have always a customer who uses the results.

  6. timescale budget Projects unique Limited resources Cycle define project

  7. Define • What is Project Management? Project Management is the skills, tools and management processes required to undertake a project successfully. It is a set ofprinciples, practices, and techniques applied to lead project teams and control project schedule, cost, and performance risks to result in delighted customers. Project Management • What is the Project Management Body of Knowledge (PMBOK)? The Project Management Institute has identified nine topic areas to define the scope of project management knowledge as follows: scope, integration, time, cost, quality, human resources, communications, risk, and procurement.

  8. Brief Description Part Two • During the summer of 2009 in the building of the sports hall closed in • Tulkarm, and faced a big problem in the construction phase, and specifically • the problem was in the rebar. • This problem was discovered later on, after the completion of the process of pouring the foundations and Ground beams. • The reason for this delayed test results iron Where the sample results shown • in the laboratories of An-Najah National University, said the failure of the • samples where the strength of the iron is less than required 4200Kg/cm2 and • will therefore be to remove the work carried out in the project and the • deportation of iron is not in conformity with the specifications of the site and • re-establishment of defective parts.

  9. Drawings of Project:

  10. 1 2 3 4 The project consists of stadiums and sports arenas and seats for a capacity audience of more than 1000 spectators and contains a variety of restaurants, rooms and bathrooms.. The project area 1744 m2. The owner of the project Municipality of Tulkarem and the Ministry of Youth and Sports and USAID-funded According to the contract for Project 340 day, every day of delay will be paid 600 shekels. Information of the project

  11. Close Sport Hall Original case (The initial planning phase) First will be planned for the project normally (before the problem occurred), and calculating the duration of the project and the total cost and the cost of resources. The purpose of our study is to obtain the final cost, and duration for it. In order to obtain these values we followed the following steps: • Work breakdown structure: • The project is divided into activities in a process called work breakdown structure. In this project we breakdown it according to the type of level in building, of in the following:

  12. Shows in the following Figure (WBS) :

  13. 2- Calculate the cost of resources(Labor /Material / Equipment)

  14. 3-Schedual planning by primavera 6.0 (Original Case)

  15. (The final planning phase) Original Case No.2 • In the initial planning phase was the work of a timetable for the project using Primavera 6.0 were created for the project (330 days), but the maximum duration of the contract 340 days within any period allowed by.The cost of the project 2,828,241 shekels. • But after the completion of the planning process found that a significant increase of more than allowed in the human resources (number of daily working hours more than the calculated hours) for this reason we must get rid of the human resources or the number of hours in excess of the limit and there are many methods for the level of resources.

  16. Graph of resources by the initial planning phase: Increase Resource

  17. Level of Resourcing Increased resources have been removed in the project after changing the dependency of activities and a small increase on some of the resources without affecting the duration of the project or cost as shown in the blue circle After change dependency & Total Float

  18. In this project will change the dependency of the activities and increase the total float and delay some activities and a small increase in resources for some activities to get rid of the excess resources without affecting the duration of the project. Graph of resources After leveling

  19. Problem case Problem Case During the implementation of the project and approach to the completion of the foundations and the stage of completion of the reinforcement of ground beams and pouring, studies showed that the strength of the iron less than the Strength required and the basis of this report, it will be removed works, and the ground beams re-works again. • Because of this problem will be the work schedule again, and calculating the cost of this problem and its impact on the project in terms of time, cost and resources. • Work breakdown structure: • Will add some new Levels of the project are the following (red color): • CSH-2 – Close Sport Hall • CSH-2.F _ Foundation Level • CSH-2.F.E _ Excavation • CSH-2.F.C _ Concreting • CSH-2.F.R_ Repair & Maintenance • CSH-2.F.F_ Finishing

  20. Problem case Picture of removed works

  21. Problem case • The results of the Problem Case: • Duration of the project has become in this case 370 days and cost become 2,969,065 NISwhereas the duration of the contract must not exceed 340 days and each day of delay is a fine (liquidated damages) of 600 shekels delay value and the project will be delayed 30 days from the date of the scheduled delivery and therefore will be the total cost of the project are as follows: • Total Cost = (2,969,065) + (30*600) = 2,987,065 NIS

  22. Solution Case Solution Case • There are several suggestions and solutions for the control of the project better and study these solutions and choose the best solutions. • Steps to resolve this problem: • The time:1 - will increase the number of working hours per day(overtime), adding one hour per day, for some critical activities and this will lead to reduce the number of days of activity and thus reduce the number of days of the project. • 2- We will change the dependency of some activities and reduce the lag between them and change the type of dependency between activities to reduce the duration of project.

  23. Solution Case 29day 8hour X 9hour The number of day after reduced =25day 29day 8 hour (reduce this activity to 25day) 1-man labor = 16L*8H*29D*10NIS/h=37120NIS 2-man labor = 16*8*25D*10NIS/h= 32000NIS = 16*1*25*15 NIS/h= 600NIS *Cost man labor to reduce 4 day= (32000+600)- 37120 = 880 NIS • FF.10 walls and columns necks Under SOG….. • The cost to reduce 32 day is equal 16,484 NIS In this process was to reduce the duration of the project from 370 days to 338 days. If we wanted to pay a fine for delay if the delay fine (liquidated damages) per day is 600 shekels, and this means (30 * 600 = 18,000 NIS). Note: 30-day duration of the contract in excess of the calculated (340 days)

  24. Solution Case • The cost:1 - will be a check Design of the building in terms of construction and to make sure the safety of the building, a construction and economic terms, using SAP2000 and make sure the amount of Steel calculated. • 2-Study the possibility of reducing the amount of steel in the slab and Stairs without affecting the safety of the building and thus reducing the cost in materials. • . • In the original design was the calculated amount of steel • In the Stairs& Slab = 6 tons • However, when we re-design reduce the amount of steel to 4 tons • (Safety and economic) and this design reduces the cost of the project

  25. Solution Case • After having reduced the time period of 370 days to 338 days due to increased resources. • As well as we can change the dependency of some activities • And reduce the time period to 332 days.

  26. Results • The Results of the Solution Case: • Period of project is now 332 days and the total cost of the project is now as follows: • 2,987,065 NIS (problem case) -18,000NIS (liquidated damages) + 16,484 NIS (increase resource) - (2tons steel*3000NIS=6000NISReduce the amount of steel) =2,979,549NIS • In this case, we can reduce the time 38 days • and cost saving of (2,987,065 – 2,979.549NIS) =7,516 NIS • This Table Summarizes the Three Cases:

  27. Update project Update process of project & Earned value (EVA) After the work schedule and start the implementation, we need to update the project data into compare the project actually and the planned project and the impact on the schedule. Will now be an update of the project data and follow-up activities during the 3 months from 1 \ 3 \ 2009 to 1 \ 6 \ 2009 using the theory of earned value. As we can by using this value follow-up project in terms of time and cost, sometimes called financial values gained with time and which we can make the right decisions to return the original project if there is a deviation from the previously planned.

  28. Earned value Earned value Reporting-Schedule: Earned value Reporting-Costs: CPI EVA SPI Update project Earned Value

  29. Update • From this table we calculate the following: • Schedule Performance Index (SPI) =0.96 • OR • SPI=BCWP/BCWS=220,831/229,999=0.96 <1 • SPI<1 behind Schedule (Project delayed) • Cost Performance Index (CPI) = 0.89 • OR • CPI=BCWP/ACWP=220,381/249,077=0.89<1 • CPI<1 Over Budget

  30. S-Curve • Diagram of S-Curve in the project: CV=BCWP-ACWP =220,831-249,077 =-282,46 COST (NIS) SV=BCWP-BCWS =220,831-229,999 =- 9,168 1/6/2009 BCWS ACWP BCWP TIME (month) • This means that each day one of the actual duration was obtained only 0.96 of the value of planned, in other words that the productivity of the project is only 0.96 of the planned. • And this also means that each and every one shekel of the actual cost was obtained only 0.89 of the value of planned.

  31. Thank You ! Osama Yaseen Murad Al-khateeb

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