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10/14/2014

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:
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-2 computer skills
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-5 benefits
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:
-1 scope of work (project
) definition phases/sectional milestones
NOA-notice of award, NTP-notice to proceed.
-2 method statement
overlap tentative/ level 2
.
-3 feasibility study design stage (conceptual
) detailed bidding tender stage project life cycle:
start up planning execution &monitoring .close out
-4 ) (WBS work breakdown structure
procurement purchase order delivery .
:
LEVEL 1: PROJECT, LEVEL 2: PHASE, LEVEL 3: WORK TYPE, LEVEL 4: ELEMENT.
-5 %4-2 -5
%10 %75-65
man-hours .cost wise
-6 long lead items overseas

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stock on shelf .
-7 CPM critical path method
sub-critical paths critical activities
.total float=0
-8 lead driving resource )duration = quantity /
) ((productivity of crew * no of crews comply with .logistics
-9 night shift
intensives .
-10 resource allocation, cost loading )resource
(units=quantity/production rate resource loading

.histograms
-11 start date finish date )(SS, FF, FS, SF
FS: finish to start
SS, FF .
-12 lag, lead FS lag
lead ) (-ve lag ) (buffering time supply
chain management .
-13 flag, milestone activity
.
-14 hammock, level of effort support-type project activity dummy
on-going tasks that depend on other activities SS
FF )
.(prelims
-15 open end activity
.log
-16 total float free float forward pass early dates
backward pass late dates total float Slack free
float driving .
-17 )resource leveling, limits (max/time
max/time
smoothing
resource leveling: technique used to.
.examine unbalanced use of resources over time, and for resolving over-allocations
-18 baseline programme accepted
revised baseline.
-19 who owns the float uncritical activity total float

.first come-first served basis
-20 constrains
mandatory .
-21 update : suspension
exp finish %100
.

Activity % Complete
physical, duration, units
-22
:

progress

:
Duration Percent Complete
.
resource units

original

steps

:
Physical Percent Complete
.
manually

step weight

resource units

:
Units Percent Complete
.
resource driven schedule

-23 Progress Override, Retained Logic progress over-ride
breaks the predecessors out of sequence Continuous duration
. proceed continuously until finish
Retained Logic Interruptible
conservative Min. Relationships
strong logic .loop
-24 line of balance
resource constrained diagrams on a cumulative basis
.housing, pipelines, bridges, roads, rail and tunneling works
-25 )(BCWP, BCWS, ACWP :
BCWP: budget cost of work performed = earned value
BCWS: budget cost of work scheduled = planned value
ACWP: actual cost of work performed = actual cost
-26 EVM ) (earned value management apple to apple
SV, CV, SPI, CPI: ) KPI (key performance indicators :
Schedule variance (Sv)=earned value (ev)planned value (pv),
Schedule performance index (spi)= ev/pv
Cost variance (Cv)= earned value (ev)-actual cost (ac),

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Cost performance index (cpi)=ev/ac

-27 BAC, EAC, ETC :

BAC: budget at completion = Total Baseline Costs
EAC: estimate at completion = BAC/CPI
ETC: estimate to complete = EAC-AC
-28 performance, scheduled % :
(Scheduled % = planned value (PV) / budget at completion (BAC
(Performance % = earned value (EV) / budget at completion (BAC
-29 cash flow s-curve ) (cash in, out
) cash out (expenses ) cash in (revenue .
lazy start advance payment
mobilization financing/funding gap
.
) cash-in=invoices (as BOQ cash-out=direct cost(dry cost) +
indirect cost:
) = cum. Cash in cum. Cash out ( Profit
Overhead = indirect cost + profit
cash-in earned value due
) date 60( ) ( %10 retention )
(%5 PAC: provisional acceptance certificate defective
) liability period ( .FAC: final acceptance certificate
-30 expenses Betty cash expenses
.update activity cost
-31 trend analysis forecast
progress extend s-curve .
-32 ve float constraint ) (-ve float
.
-33 ) contractor risk event (CRE
) employer risk event (ERE force majeure unforeseen ''neutral event
.non-compensable and excusable
investigation ) records (doc. control root cause analysis
) (technique corrective action action plan
Plan B,C /"What if" scenarios contingency reserve time
impact .
-34 :
: Mitigation no cost impact re-sequence .overlap/fast-tracking
:Acceleration crashing/crunching .
-35 prolongation cost Eligibility time related
breach of contract
.
-36 change order lack
RFI: request for information change of mind
revised programme :
- no impact .
- cost implication cost claim
.financial compensation
- time impact extension
.of time (EOT) claim
- : .
-37 concurrent delay serial
prolongation cost .
-38 recovery, revised programme recovery
revised scope change
Disruption .
-39 EOT event grant for eot entitlement
:
CONTRACT PARTICULARS, relevant contractual clauses Event, delay analysis narrative report to justify the impact & root-cause contemporary records substantiating cause and effect such as (correspondence, change request, site instruction,)other Exhibits..
impacted programme conclusion: including revised completion date -40 variation order event change order claim
variation order .
-41 LAD liquidated and ascertained damages

.stipulated
-42 Time at large reasonable time

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protracted delay contractual mechanism

.outside his control
-43 delay analysis :
:prospective analysis (contemporaneous, forward-looking 'Impacted as planned', predictive
)'.modeling, 'time impact analysis
:retrospective analysis (forensic, after the fact analysis 'collapsed as-built', as-built
) delay modeling windows method snapshots .
general approach applied additive, subtractive: ' 'analytical 'as-
' planned versus as-built ) Global delay claim (total time claim overrun
.
slippage interim claim notification/notice
Incremental review both prospective and retrospective methods likely
effect of a delay acceleration
.recovery
-44 WBS :
Level 1 Executive Summary Level (Dashboard, Flash report): overall project plan, progress and current forecast, rate: monthly,
quarterly.
Level 2 Summary Level (Client presentation): Status reports include selected activities/major trades which are extracted from the
overall Level 2 Master Programme, rate: monthly, fortnightly.
Level 3 Management Level: represent the work sequence and programme, in detail sufficient to plan and monitor weekly
activities at the contractor working level, look ahead programmes, rate: weekly, biweekly contains cumulative.
Level 4 Site Level (Daily): the daily progress lists or tick-sheets, which are developed and maintained by each department, section
or trade.
-45
scope creep method/statement of work
risks .
-46
Experience and common sense
parametric concept LEARNING CURVES
skilled/expert :indicative
Carpenter + assistant: 15m2=1m3 concrete daily for hl. element, 2m3 for vl.
Steel fixer + assistant: 300kg=2m3 concrete daily for hl. element, 1m3 for vl.
Concrete mason: 10 m3/day
Waterproofing: 60 m2/day
Block mason + assistant: 15m2/day
Plasterer+ assistant: 20-25m2/day
Tile mason+ assistant: 15-20m2/day
Painter: 40m2/day two layers
Plumber + assistant: 30 l.m. daily for normal diameter pipes
-47 SCL Society of Construction Law Delay and Disruption Protocol :2002

resolve these matters and avoid unnecessary disputes .21 core statements of principle, four Sections of Guidance
-48 PMP project management professional PMI: Project Management Institute
PMBOK 10 knowledge areas 47 process 5
initiation .close out
-49 agreements :
:Cost plus .
:Fixed price / Lump Sum
breakdown .
:Unit price / Remeasure
.
) :EPC (Engineering-Procurement-Construction DESIGN-BUILD, Turnkey,
.
) :Front-End Engineering and Design (FEED basic (or
conceptional) engineering .
) :BOT (Build-Operate-Transfer .
:Joint venture temporary partnership co-venturer
.
-50 FIDIC
2010 NEC, JCT obligation
.
Conditions of Contract for CONSTRUCTION Works
clause 14.1 1987 1999 .clause 8.3
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