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Content

CASE STUDY 10.1


PROJECT SCHEDULING AT BLANQUE CHEQUE CONSTRUCTION (A)
1.0

Project Overview

2.0

Assumptions

3.0

Objective & Approach

4.0

WBS

5.0

Activities

6.0

Duration Estimation Methods

Expert Opinion
Past History
Mathematical Derivation

7.0

Network Diagrams

8.0

Gantt Chart

CASE STUDY 10.2


PROJECT SCHEDULING AT BLANQUE CHEQUE CONSTRUCTION (B)

1.0

Project Overview

Background Information
1 strip mall 4 stores

Source: http://simpletreats.wordpress.com/2011/05/27/strip-malls/

2.0

Assumptions

Project Analysis has been done before signing the contract (includes project schedule)

The architectural company prepares the building design instead of BCC

Car park areas are needed

No working on weekend

To build four buildings at the same time

The roofing, doors and windows work are not including in the masonry work or carpentry
work.

All materials will be delivered on time

3.0

Objective and approach

Objective

Materials $ 1 million

Labour cost : $ 500,000

Duration : 200 working days

Approach

4.0

Use external experts to assist project planning and analysis

Develop time and cost estimation and report to top manager

Issue a request for quote to obtain materials

Use internal staffs as many as possible to build the mall

WBS

1.0

Strip Mall
1.1

1.2

General Conditions
1.1.1

Sign Contract

1.1.2

Apply building permit

1.1.3

Submit Schedule

1.1.4

Prepare bond and insurance

1.1.5

Inspection

Construction
1.2.1

Land Clearing

1.2.2

Support facilities
1.2.2.1 Build
1.2.2.1 Clean

1.2.3

Foundation

1.2.4

Roof

1.2.5

Floor
1.2.5.1 Pour Concrete
1.2.5.2 Masonry work
1.2.5.3 Tiling & Carpeting

1.2.6

Window & Door

1.2.7

Wall
1.2.7.1 Steel erection
1.2.7.2 Masonry work
1.2.7.3 Carpentry work
1.2.7.4 Painting

1.3

1.2.8

Car Park

1.2.9

Procurement

Infrastructure

1.3.1

Plumbing
1.3.1.1 Rough Install
1.3.1.2 Finalize Install
1.3.1.3 Test & adjust

1.3.2

Electrical
1.3.2.1 Rough Install
1.3.2.2 Finalize Install
1.3.2.3 Test & adjust

1.3.3

HVAC (heating, ventilation and air conditioning)


1.3.3.1 Rough Install
1.3.3.2 Finalize Install
1.3.3.3 Test & adjust

1.3.2

Fire & Security Facilities


1.3.4.1 Install
1.3.4.2 Test & adjust

______________________________________________________________________________
1.0

Strip Mall

1.1

1.2

General Conditions
1.1.1

Sign Contract

Sign Contract

1.1.2

Apply building permit

Apply building permit

1.1.3

Submit Schedule

Submit Schedule

1.1.4

Prepare bond and insurance

Prepare bond and insurance

1.1.5

Inspection

Inspection

Construction
1.2.1

Land Clearing

1.2.2

Support facilities

Land Clearing

1.2.2.1 Build

Build Support Facilities

1.2.2.1 Clean

Cleaning

1.2.3

Foundation

Foundation

1.2.4

Roof

Roofing

1.2.5

Floor
1.2.5.1 Pour Concrete

Pour Concrete Flooring

1.2.5.2 Masonry work

Masonry work

1.2.5.3 Tiling & Carpeting

Tiling & Carpeting

1.2.6

Window & Door

Install Window & Doors

1.2.7

Wall
1.2.7.1 Steel erection

Steel erection

1.2.7.2 Masonry work

Masonry work

1.2.7.3 Carpentry work

Carpentry work

1.2.7.4 Painting

Painting

1.2.8

Car Park

Build Car Park

1.2.9

Procurement

Procurement

1.3

Infrastructure
1.3.1

1.3.2

Plumbing
1.3.1.1 Rough Install

Rough Install

1.3.1.2 Finalize Install

Finalize Install

1.3.1.3 Test & adjust

Test & adjust

Electrical
1.3.2.1 Rough Install

Rough Install

1.3.2.2 Finalize Install

Finalize Install

1.3.2.3 Test & adjust


1.3.3

1.3.2

5.0
No.

HVAC (heating, ventilation and air conditioning)


1.3.3.1 Rough Install

Rough HVAC

1.3.3.2 Finalize Install

Finalize HVAC

1.3.3.3 Test & adjust

Test & adjust

Fire & Security Facilities


1.3.4.1 Install

Install Security & Fire System

1.3.4.2 Test & adjust

Test & adjust

ACTIVITIES
WBS
WBS Item

Small Commercial Property Project


Name
Durati Predeces

Success

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Item
No
1.0

Name

A1

1.1.1

Contract

Small Commercial
Property Project
Initial
Sign Contract

A2

1.1.4

A3
A4

1.1.3
1.1.2

Bond and
insurance
Schedule
Building
permit

Prepare bond and


insurance
Submit schedule
Apply building
permit

B1
B2
B3

1.2.9
1.2.1
1.2.2

B4
B5
B6
B7

1.2.3
1.2.8
1.2.7.1
1.2.5.1

B8

B9

1.2.5.2
,
1.2.7.2
,
1.2.7.3

B10
B11

1.2.4
1.2.6

B12
B13

1.3.1.1
1.3.2.1

Carpentry
work
Roof
Window &
Door
Rough Install
Rough Install

B14

1.3.3.1

Rough Install

C1

1.2.7.4

Painting

C2
C3
C4
C5

1.3.1.2
1.3.2.2
1.3.3.2
1.3.4.1

Finalize install
Finalize install
Finalize install
Install

C6

1.3.1.3
,
1.3.2.3
,
1.3.3.3

Test & adjust

Procurement
Land Clearing
Support
facilities
Foundation
Car Park
Steel erection
Pour concrete
Masonry work

on
(days)
199

sors

ors

None

A1

A2, A3,
A4
B1,B2

2
7

A1
A1

B1,B2
B1, B2

135
15
10

A2,A3, A4
A2, A3,A4
B2

C1
B3
B4,B5

10
10
10
20

B3
B3
B4
B6

B6
C1
B7
B8

20

B7

B9

Carpentry work

10

B8

B9

Roofing
Doors and windows

20
10

B9
B10

Rough Plumbing
Rough electrical

10
10

B11
B11

B11
B12, B13,
B14
C1
C1

Rough HVAC
Finishes
Painting

B11

C1

10

B12, B13,
B14
C1
C1
C1
C1

C2,C3,C4
, C5
C6
C6
C6
C6

C2, C3,
C4, C5

C7

Construction
Procurement
Land Clearing
Construction
supporting facilities
Foundation
Build Car park
Steel erection
Pour concreteflooring
Masonry work

Finalize plumbing
Finalize electrical
Finalize HVAC
Install Security &
Fire System
Test and adjust

10
10
5
10
5

C7

,
1.3.4.2
1.2.5.3

C8
C9

1.2.2.2
1.1.5

6.0

Tiling &
Carpeting
Clean
Inspection

Tiling & carpeting

15

C6

C8

Cleaning
Inspection

5
10

C7
C8

C9
None

Duration Estimation Methods

Expert Opinion
Positive
Professional analysis
Experiences
Negative
Unfamiliar
Innovation
Do not over rely experts
Past History
Project past history
Analogous project past history
How similar
Expertise and experience level
Scale
Environment
Technology
Mathematical Derivation
Advantages
Objectives
Disadvantages
Unstable elements
Parametric Estimation
Useful Approaches
Have a quite similar successful project
Past history
Individual activities are unciased
Mathematical derivation

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Without analogous project and previous experience


Experts opinion
PERT- Address uncertainty issues

7.0

Network Diagrams

Issues of AON & AOA


Changes
Easy to revise
Preparation
Software
No dummy activities

Easy to monitor
Impact assessment
Rescheduling

The benefits of AON are centered primarily in the fact that it has becomes the most popular
format for computer software packages, such as MS Project 2010. Hence, as more and more
companies use software-based project scheduling software, they are increasingly using the AON
method for network diagrams. The other benefits of AON are to place the activity within a node
and use arrows merely as connection devices, thereby simplifying the network labeling. This
convention makes AON networks very easy to read and comprehend, even for novice project
managers. The primary drawback with AON networks occurs when the project is very complex,
with numerous paths through the model. The sheer number of arrows and node connections
when multiple project activities are merging or bursting can make AON networks difficult to
read.

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CASE STUDY 10.2


PROJECT SCHEDULING AT BLANQUE CHEQUE CONSTRUCTION (B)
--------------------------------------------------------------------------------------------------------------------10.2

(a)

Crashing must be considered in light of a number of factors, principally

the penalties that the contractor will be forced to absorb should the project
be late. In this case, the decision is based on the fact that top management
has informed the project manager that he has some discretionary money to
spend but the project cannot be late, suggesting that crashing makes good
sense.

(b)

Among the important questions to ask is the critical one: will crashing

thee activities get us back on track? There is no point in crashing non-critical


activities, nor should it be done if the net effect is only to spend money but
not to complete the project within the necessary time period.

Thus, the

dollar-day choices have to be clear enough to warrant the decision to crash


remaining activities.

In this project case, I will recommend crashing the

activities as it is a relatively cost-free exercise for the project manager (i.e.,


he has discretionary money and has calculated that crashing remaining
activities will bring them close to the project deadline for completion).

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