CE 35/CE 511 – Construction Method and Project Management

Assignment
Instructor: Engr. Eugene M. Cardama

Name: GICALE, JAY MARK S. Course/Year: BSCE-IV

ID No: 2018-02252 Date: 11/18/21

CHAPTER 6: PRODUCTION PLANNING

CHAPTER SUMMARY:

PRODUCTION PLANNING- involves site layout, arrangement

of utilities, and preparation of storage and prefabrication areas.

PLANNING TEAM- a team of individuals formed REENGINEERING THE PROJECT- is the process of
to prepare individual elements of an acquisition examining the project and its component pats in an effort to
plan. find improved or alternate ways to accomplish an operation.

SUPPORT PLANNING- tools to help us with our

support plan

TECHNICAL PROBLEMS are unforeseen equipment

problems such as hardware failures or software bugs that make
SAFETY PLANNING is about brainstorming ways to
it difficult or impossible to perform a desired action.
stay safe that may also help reduce the risk of future harm.
It can include planning for a future crisis, considering your
options, and making decisions about your next steps.

PERSONNEL PLANNING is the first step in the

recruiting and selection process. It is the process of
determining an organization's human resource needs.

PLANNING FOR QUALITY:

• TQM (TOTAL QUALITY MANAGEMENT)-a system of management based on the principle that every staff
member must be committed to maintaining high standards of work in every aspect of a company's operations.
• A QUALITY CIRCLE is a participatory management technique that enlists the help of employees in solving
problems related to their own jobs. Circles are formed of employees working together in an operation who meet at
intervals to discuss problems of quality and to devise solutions for improvements.

PRODUCTION CHECKLISTS:
Checklists are used to assure proper construction.
Construction activity involves a regular sequence of operations
which are needed to be checked at each level. It also provides
documentations of each procedure.

MATERIAL ORDERING and EXPEDITING:

EXPEDITING is a concept in purchasing and

project management for securing the quality and
timely delivery of goods and components.

ACTIVITY PLANNING:
The four steps of project activity planning and scheduling are
required to set up project activities and tasks, define activity
relationships, estimate activity resources and measure activity
durations. They make the foundation for creating a detailed schedule
on implementing the project.

LOOK-AHEAD SCHEDULES:
There are two types of look-ahead schedules. First, from a project
scheduling perspective, the schedule is detailed in a four- to six-week rolling
schedule. Second, production short-term or look-ahead schedules are created
by foremen, and show exactly how the work will be accomplished.
 CHAPTER 7: PROJECT TIME ACCELERATION

CHAPTER SUMMARY:

PROJECT TIME ACCELERATION:

Nearly all projects go through this at some point – the schedule must be
accelerated. After all, there are deadlines to meet, a pace to keep and
stakeholders to please. When delays arise out of surprises, issues or
performance problems, it’s only natural to start thinking about the
schedule. When will this thing be done?? There are many ways to go out
project acceleration, each acceleration method does come with its’ own
set of drawbacks and stipulations to be aware of.

5 METHODS OF PROJECT ACCELERATION IN PROJECT MANAGEMENT:

1. Add More Resources
2. Increase Working Hours
3. Reallocate Resources from Other Tasks
4. Overlap Activities by Consolidating
5. Look For Inefficiencies & Address the Largest Ones

TIME SCHEDULE ADJUSTMENTS:

Frequently, project work schedules must be adjusted to accommodate
adverse job circumstances. These revisions are often essential so that
contract time requirements can be met.

TIME REDUCTION - The ability to slow down time and continue to

move normally. Sub-power of Time Manipulation. Variation of
Reduction. Opposite to Time Acceleration.

LIMITATIONS ON TIME-REDUCTION STEPS:

1. PHYSICAL LIMIT OF A CRITICAL ACTIVITY- This is the maximum shortening of a given activity
considered to be practical.
2. LOGICAL LIMIT OF A CRITICAL ACTIVITY. - The reduction in duration of a critical activity reduces the
total floats of other activities, which sometimes causes another chain of activities to become critical.
3. LOGICAL LIMIT OF A NETWORK LOGIC CHANGE. - A network logic changes results in a set number of
days being gained with no time change possibilities in between.
4. SHORTENING LIMITED BY A PARALLEL CRITICAL PATH. - Parallel critical paths, or sub paths, are
common.
5. SHORTENING LIMITED BY AN IRREDUCIBLE CRITICAL PATH. - When any given critical path has
been shortened to its full capability, no further reduction in project duration is possible.

PROJECT DIRECT COSTS: - Direct costs are those for activities or

services that benefit specific projects, for example salaries for project
staff and materials required for a particular project. Because these
activities are easily traced to projects, their costs are usually charged to
projects on an item-by-item basis.

PROJECT INDIRECT COSTS: - In simpler terms, indirect costs are

those costs not readily identified with a specific project or organizational
activity but incurred for the joint benefit of both projects and other
activities. Indirect costs are usually grouped into common pools and
charged to benefiting objectives through an allocation process/indirect
cost rate.

VARIATION OF TOTAL PROJECT COST WITH TIME:

In the construction projects, time and cost have a very close relationship.
That relationship can be illustrated in a linear fashion, which means for the same
type of project, the greater the volume of work the greater the cost and time are
required in order to complete the whole project.
As the direct cost for the project equals the sum of the direct costs
of its activities, then the project direct cost will increase by decreasing its
duration.