RAWALPINDI POLYTECHNIC INSTITUTE CHAKWAL

DEPARTMENT OF civil engineering

(Synopsis for the DAE civil engineering degree)

(Final Year Project)
TITLE:

NAME OF STUDENT:
ROLL NO:

Design And Analysis Of Soil Stabilization

Muhammad Junaid Ashraf

2016- RPI-2141221

ABSTRACT
Effective management and technical support are required for the success of largescale projects. Many projects have failed badly and become very costly to the
organizations concerned. Project Management Systems (PMS) are expected to
help project managers and the team members to manage their projects more
effectively and reduce the risks of failure. This study examines the typical
problems in PM, which have led to ineffective project management.

RAWALPINDI POLYTECHNIC INSTIUTE CHAKWAL

DEPARTMENT OF civil engineering

(Synopsis for the DAE civil engineering degree)

TITLE:

Design And Analysis OF Soil Stabilization.

l- INTRODUCTION
a) Date of admission

09 September, 2014

b) Date of Initiation (Research)

after approval

c) Probable duration (Research)

8 month

ll- Personnel:
a) Name of the student

b) Registration No.

Muhammad Junaid Ashraf

2016- RPI-2141221

c) Supervisory Committee.
i) Engr. Muhammad Junaid Latif Minhas :

(instructor)

INTRODUCTION
Project Management is a well-established approach to managing and controlling the introduction
of new initiatives or organizational changes.
Projects are finite in length, usually one-time pieces of work involving a number of activities that
must be completed within a given time frame, and often on a fixed budget. Common examples of
projects are construction of a building, introduction of a new product, installation of a new piece
of machinery in a manufacturing plant, creation of a new software tool, or the design and launch
of a new advertising campaign.
While the very simplest projects can be managed easily by applying common sense and just
getting on with things, projects that are more complex need a great deal of planning, and benefit
from a formal, disciplined management approach. From making sure that activities will actually
meet the specified need, to devising a workable schedule, developing systems for reporting
progress, and managing requests for changes all of these issues require thoughtful
consideration.
Managing projects well requires a great deal of time, skill, and finesse. There are many sides to
project management and this is what makes it so interesting and demanding. Project managers

are expected to take an uncertain event and make a certain promise to deliver. They are also
expected to do this within a specified time and within a limited budget.
Successful project management has several significant characteristics. To understand the value of
project management, it is necessary to understand the fundamental nature of a project; the core
characteristics of project management processes; how success is evaluated, the roles,
responsibilities, and activities of a project manager and the expertise required; and the context in
which projects are performed.

OBJECTIVES

How project management can be structured within an organization.

The potential benefits and challenges of using a project management approach.
The essential project management skills.
The concept of what a project team is and how it works.
Project team staffing and profiling.
Project team lifecycles and evolution.
The concept of project team communications and motivation. /professional
ethics.
The concept of project team stress and conflict.
The concept of risk management.
The basic components of a risk management system.
clearly define the differences, advantages and disadvantages of CPM and PERT;
understand the basis of project budgeting;
Understand the concept of quality management.
Ensure projects are delivered within budget.
Ensure projects are delivered within schedule commitments.
Computer application in project management.

REVIEW OF LITERATUR
It is arguable whether project management is applied consistently and generically. Crawford has
found variation in project management knowledge and practices between industries, countries,
and application areas. Due to this variation in understanding and application of project
management, it is useful to understand which kinds of projects dominate the literature on project
management.

In order to understand the field of project management as it currently exists, it can be useful to
understand how it has changed over time. As a field, project management is regularly facing new
challenges, as the tools, methods and approaches to management that comprise the discipline are

applied to different areas , for different ends, in diffield cultures. As an emerging profession the
field continues to grow and adapt, and can be said to have come a long way from its origins in
the 1950s, as academics and practitioners add new insight to the already wide range of practice
options.
During the 1950s, network analysis and planning techniques like PERT and CPM, formed the
focus of development in project management. In the 1960s, these techniques continued to be
popular in the construction industry but Cost/Scheduling Control System Criteria (C/SCSC)
gained popularity within the defence and aerospace industries. Developments in the field of
project management in the 1960s also included the formation of two major professionals
associations.
Shenhar notes a focus on teamwork as a defining feature of project management in the 1970s,
while Stretton Notes an emphasis on breakdown structures and systems concepts, The 1980s
were typified by a focus on project organization project risk , the project front end external
influences to projects, and initial work on the development of project management standards.

SCHDULE OF STUDY
WEEK

DATE

OBJECTIVE

#
2ND week

19/8/14

Visit to project to collect necessary

information regarding management

3rd week

26/8/14

Project, project failure reasons, project

success?

4th week

2/09/14

Project & project management

objective, Importance, scientific management,
principle of scientific management,

5th week

8/09/14

Organization
Principle of organization, types of organization,
organization suitable for construction industry,
Engineering department of government.

6th week

15/09/14

Methods of execution of construction.

7th week

22/09/14

Steps prior to start construction work,

Quotation, Tender, Tender notice, condition of
contract.

8th week

29/09/14

9th week

06/10/14

10TH WEEK 13/10/14

Preliminary planning of project, feasibility

report, procedure of handover project to
concerned department.
MID TERM EXAM
Project planning
Methods of construction planning
(CPM,PERT,BAR CAHRT)

11th week

20/10/14

Measurement of work and payments

(MB, MUSTER ROLE, ETC.)

12 week

27/10/28

Stores

13 week

03/11/14

Safety measurement in construction work /

primavera software for management.

14th week

17/11/14

Latest technique to improve project

management.
Duties/responsibilities of project

management team.

15th week

24/11/14

Cost benefit ratio

Quality control

16th week

01/12/14

Hurdles/difficulties at construction site.

17th week

08/12/14

Report writing and submission

18th week

15/12/14

FINAL TERM EXAM

REFERENCES
Crawford LH. Project management standards: the value of standards (DBA thesis) Henley
management college /BURNAL UNIVERSITY, 2001.
Shenhar A.project management theory: the road to batter practices .in: project management
institute 27th annual seminar/symposium1996.
Stretton A.A short history of project management: part two: the 1970s.Aust project manager
1994:14(2):48.
Construction management and Accounts
(By V .N VAZOIRANI, S.P CHANDOLA)
Project management with CPM and PERT.
(JOSSEPH J MODER , ECIT R. PHILLOPS)
Practical project management
(R.G GHATTAS , SANDRA.)
Production and operation management
(RAYMOND R. MAYER)

SIGNATURES
Name of Student

M Junaid latif Minhas

Name of Supervisor

: Engr.Aurangzaib khan

Supervisory Committee
Engr.Majid Zaman khan

(chairman/HOD)

Dean
Faculty of civil Engineering,
University of Engineering
And technology LAHORE

Chairman
Department of civil Engineering
University of Engineering &
Technology RASUL.