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NICMAR
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CONSTRUCTION PROJECT MANGEMENT
TECHNIQUES
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PROJECT IDENTIFICATION AND FEASIBILITY

A project is a temporary endeavor with a defined beginning and end (usually timeconstrained, and often constrained by funds and deliverables), under taken to meet
unique goals and objectives, typically to bring about beneficial change or added
value. It is achieved within the specified scope, quality, time and costs. Project can
also be defined as organization and performance of resources such as men, money,
machinery, materials, space and technology into logical sequence of activities.
Most projects start with a need to have a new facility long before designers start
designs and drawing of the projects and certainly before field construction work can
commence. Elements of this phase include:
-Conceptual analysis
-Technical and feasibility studies and
-Environmental impact reports.
Here, our project is to build a cricket stadium outside a mega city over a piece of
land in 16 months.
This design guide provides design principles to assist in achieving an appropriately
high quality stadium development that makes a positive contribution to the public
environment .A stadium is strongly differentiated in shape and form from all other
likely types of building in the central city. It can, by its formal quality and the value
of the public facility that it provides, set the context for future development in this
part of the city.It should also allow for connection to and be part of a coherent and
comprehensive space structure within the surrounding area. The stadium site is
ideally suited for its intended use, being large, flat and also close enough to the city
to be identified with its centre and to facilitate excellent access to all modes of
public transport. Furthermore this site at the harbours edge, defining a major
arterial route into the city, provides an ideal setting for a building that by virtue of
its scale and function alone will become a major landmark and make a positive
contribution to the urban form and image of the city

Analysis
A general public quality underlying the design of buildings is that of legibility. This
refers to the degree to which the appearance of a building assists an observer to
develop an understanding of the nature and location of various activities located
within it and of the general architectural intention or concept that determines the
overall design of the building .In addition it must be recognised that while an
individual building may have its own distinct identity within the city, it is also part of
the collective environment that has built up over time and contains various
identifiable patterns. The qualities of continuity and recognition of the definable
characteristics of physical context should be acknowledged in the design of any
individual building within the city. Knowledge and understanding of context will lead
to informed design decisions, whether those decisions are to complement or
contrast with that context. Finally the visual qualities of a building should be
considered in whole as well as in part. The design of new building should not simply
result from a collage of the various specific design guidelines that make up this
guide. Each building should have its own inherent architectural integrity and a
considered relationship to its place within the local street environment and the city
in general.
Objectives
O1 To achieve a stadium and associated buildings that have a visual presence,
architectural expression and quality that is consistent with their public significance.
O2 To make a considered, positive and enriching contribution to the visualand
experiential quality of the central city.
Guidelines
The external design of the stadium should take account of the following general
criteria:
G1 Special purpose sports stadia, events or exhibition buildings and their
associated and ancillary structures should be based on a coherent architectural
concept. They should have a dynamic quality that suitably expresses their
significance as important public gathering places and local or citywide landmarks,
and their common role as the public face of Wellington to the wider world through
mass media transmission of the events within them.
G2 New development should not be seen as occurring in isolation. Its design should
recognise the place that it occupies within both the local streetscape and the overall

cityscape. This is not a requirement to mirror established patterns or design types

but rather the impetus to recognize the relationship that development will have with
its physical context and its role within the city. Factors to consider might include but
are not limited to

Technical Feasibility: For this new system to work, cricket club would need a
computer and a printer, along with a program such as excel. All of this technology is
able to be purchased almost anywhere and so the suggested project would indeed
be technically feasible.
Operational Feasibility: Although the suggested system involves computers, and
is more technologically orientated than the current paper-based one, I would not
expect major training for anyone involved with the new system to be a requirement.
The club president may be required to learn a little about the operation and
updating of data on a spreadsheet, but with the general knowledge most people
currently have with computers, the training will most likely not extend further than
that.
Economic Feasibility: This new project will lead to a few necessary costs. Firstly,
the computer required cricket club, and will therefore be an expense to them. This
computer will not be expected to be used for many things other than the storage of
the statistics, and could be therefore purchased for under $1000. It is quite possible
that this computer will already come with a program such as excel, and so will not
be an additional expense. A printer may also come with the computer, but, if not,
this can be easily purchased for around $100. Paper and ink for the printer will be
an ongoing cost that is also involved, but it will also be relatively inexpensive as it
will only be used for those wishing to access statistics occasionally. I expect the cost
of these ongoing items to be around $20/month. This may be a little more
expensive than the current ongoing costs of paper and pens. The total cost for the
change in system would then be approximately $1100 plus the ongoing costs of
around $20/month. This price could then be effectively reduced by the sale of the
photocopier, which is no longer useful. Also, the income generated from sponsorship
and players registration should be enough to cover the estimated costs. Due to this,
I then think that this system would be economically feasible for Shellharbour city
cricket club.
Schedule Feasibility: The schedule feasibility is not as much of an issue as the
other feasibility requirements, as the complete changeover could be conducted in
the off season, which lasts for about 6 months; plenty of time to convert the
statistics onto a computer based system.

2) The second system to be considered as a new system is web-based. It involves

relocating all the statistics onto a web page, which anybody would be able to view
at any time. Users would no longer have to travel down to the home ground in order
to access them. The data could be backed-up, so it is unlikely that the entire
collection of statistics could be lost this way. The organization and updating of the
statistics would also be very quick and efficient, as they dont have to be continually
written out by hand and can instead by done with the aid of a computer, thus
reducing the risk of human error. Copies of the statistics could be made by the users
themselves, by printing out a copy on their own personal computers.

Technical Feasibility: For this new system to work, cricket club would need a
computer, along with a program such as Microsoft front page. Also, an internet
connection and web host will be necessary. This
.

PROJECT DEVELOPMENT PROCESS

From conceptualization to implementation the stages in the development of
construction project (here cricket stadium)fall into broadly consistent patterns but
time and degree of emphasis each project takes on its own a unique character.An
idea of a project passes through six phases before it become a reality:
-Conceptualization
-Engineering and design

-Procurement
-Construction
-Commissioning
PROJECT MANAGEMENT ORGANIZATION
Generally, project management is distinguished from the general management of
corporations by the mission-oriented nature of a project. A project organization will
generally be terminated when the mission is accomplished. According to the Project
Management Institute, the discipline of project management can be defined as
follows: Project management is the art of directing and coordinating
human and material resources throughout the life of a project by using
modern management techniques to achieve predetermined objectives of
scope, cost, time, quality and participation satisfaction .By contrast, the
general management of business and industrial corporations assumes a broader
outlook with greater continuity of operations. Nevertheless, there are sufficient
similarities as well as differences between the two so that modern management
techniques developed for general management may be adapted for project
management.
pecifically, project management in construction encompasses a set of objectives
which may be accomplished by implementing a series of operations subject to
resource constraints. There are potential conflicts between the state dobjectives
with regard to scope, cost, time and quality, and the constraints imposed on human
material and financial resources. These conflicts should be resolved at the onset of
a project by making the necessary tradeoffs or creating new alternatives.
Subsequently, the functions of project management for construction generally
include the following:
1.Specification of project objectives and plans including delineation of scope,
budgeting, scheduling, setting performance requirements, and selecting project
participants.
2.Maximization of efficient resource utilization through procurement of labour,
materials and equipment according to the prescribed schedule and plan.
3.Implementation of various operations through proper coordination and control of
planning, design, estimating, contracting and construction in the entire process.
4.Development of effective communications and mechanisms for resolving conflicts
among the various participants.
The Project Management Institute focuses on nine distinct areas requiring project
manager knowledge and attention:
1.Project integration management to ensure that the various project elements are
effectively coordinated.
2.Project scope management to ensure that all the work required (and only the

required work) is included.

3.Project time management to provide an effective project schedule.
4.Project cost management to identify needed resources and maintain budget
control.
5.Project quality management to ensure functional requirements are met.
6.Project human resource management to development and effectively employ
project personnel.
7.Project communications management to ensure effective internal and external
communications.
8.Project risk management to analyze and mitigate potential risks.
9.Project procurement management to obtain necessary resources from external
sources
.PROJECT PLANNING AND CONTROL
Planning is the basic function of the management. Planning is concerned with how
and when to achieve the predetermined objectives. Planning sets all other
functions of management viz. organizing, staffing, directing,motivating,
coordinating etc.The main objectives of planning are listed
below:i.Analysisii.Anticipationiii.Scheduling resourcesiv.Co-ordination and
controlv.Production of data All effectively managed projects involve the preparation
of the project plan. This is the fundamentaldocument that spells out what is to be
achieved, how it is to be achieved, and what resources will be necessary.
COST OF PROJECT:
Capacity of spectators= 80000
Time limit =16 months
Average cost of ticket =Rs.100
Per year matches= 4Assuming
One match average spectators= 65000
Earning from match tickets= Rs.100 x 65000=Rs. 6500000
Per year earning through matches= Rs.6500000 x 4= Rs.26000000
In 5 years earning through matches= Rs.26000000 x 5= Rs. 130000000
Say the built up area for the stadium= 21000 Sqm
Cost of construction per Sqm= Rs.6000
Therefore, Total cost of construction= 21000 x Rs. 6000=Rs.126000000
This cost will be covered in 5 years exactly.(Note: Other income from the
broadcasting rights to the Vehicle Parking, TV channels, hoarding advertising, fees
from sponsors etc. will be different than this

critical path scheduling

Are widely available and can efficiently handle projects with thousands of
activities.The critical path itself represents the set or sequence of
predecessor/successor activities which will take the longest time to complete. The
duration of the critical path is the sum of the activities' durations along the path.
Thus, the critical path can be defined as the longest possible path through the
"network" of project activities, as described in Chapter 9. The duration of the critical
path represents the minimum time required to complete a project. Any delays along
the critical path would imply that additional time would be required to complete the
project .There may be more than one critical path among all the project activities,
so completion of the entire project could be delayed by delaying activities along any
one of the critical paths. For example, a project consisting of two activities
performed in parallel that each requires three days would have each activity critical
for a completion in three days .Formally, critical path scheduling assumes that a
project has been divided into activities of fixed duration and well defined
predecessor relationships. A predecessor relationship implies that one activity must
come before another in the schedule. No resource constraints other than those
implied by precedence relationships are recognized in the simplest form of critical
path scheduling .To use critical path scheduling in practice, construction planners
often represent a resource constraint by a precedence relation. A constraint is
simply a restriction on the options available to a manager, and a resource constraint
is a constraint deriving from the limited availability of some resource of equipment,
material, space or labor. For example, one of two activities requiring the same piece
of equipment might be arbitrarily assumed to precede the other activity.

This artificial precedence constraint insures that the two activities requiring the
same resource will not be scheduled at the same time. Also, most critical path
scheduling algorithms impose restrictions on the generality of the activity
relationships or network geometries which are used.In essence, these restrictions
imply that the construction plan can be represented by a network plan in which
activities appear as nodes in a network, as in Figure 9-6. Nodes are numbered, and
no two nodes can have the same number or designation. Two nodes are introduced
to represent the start and completion of the project itself.The actual computer
representation of the project schedule generally consists of a list of activities along
with their associated durations, required resources and predecessor activities
.Graphical network representations rather than a list are helpful for visualization of
the plan and to insure that mathematical requirements are met. The actual input of
the data to a computer program may be accomplished by filling in blanks on a
screen menu, reading an existing data file,or typing data directly to the program
with identifiers for the type of information being provided. With an activity-onbranch network, dummy activities may be introduced for the purposes of providing
unique activity designations and maintaining the correct sequence of activities. A

dummy activity is assumed to have no time duration and can be

graphically represented by adashed line in a network. Several cases in
which dummy activities are useful are illustrated inFig. 10-1. In Fig. 101(a), the elimination of activity C would mean that both activities B and
Dwould be identified as being between nodes 1 and 3. However, if a
dummy activity X isintroduced, as shown in part (b) of the figure, the
unique designations for activity B (node 1 to 2)and D (node 1 to 3) will be
preserved. Furthermore, if the problem in part (a) is changed so
thatactivity E cannot start until both C and D are completed but that F can
start after D alone is completed, the order in the new sequence can be
indicated by the addition of a dummy activity