Definition of project.

There are many different descriptions of what a project is found in textual form. The essential

components outlined above are present in every one of them. A project is a transitory

undertaking that is undertaken to generate a one-of-a-kind product, service, or outcome,

according to the Project Management Institute (PMI), which provides a formal definition of the

term "project" for those who are interested. Due to the transient nature of projects, there is

always a starting point and an ending point (Filippetto et al., 2021). When all of the goals of the

project have been accomplished, when the project is canceled because its goals will not or cannot

be attained, or when the necessity for the project is no longer there, one has arrived at the

conclusion of the endeavor.

There are a few elements to take into consideration if you are trying to decide whether or not you

now have a project on your hands. To begin, should we consider this to be a project or an

ongoing operation? Two, if this is a project, who are the people who have a stake in it? And last,

what aspects of this activity define it as a project rather than just an endeavor?

The following are some of the features of the projects:

Projects are unique.

 The scope of a project is limited, and it has both a starting and an end date that can be

precisely pinpointed.

 The completion of a project occurs either when all of the project's objectives are met or

when it is judged that the project can no longer be carried out.

Construction Project Plan

The management and carrying out of construction projects both need essential and demanding

activities, and construction planning is one of such activities. It entails selecting the appropriate

technology, defining the various jobs to be done, estimating the amount of time and resources

needed for each job, and determining whether or not there are any interactions between the

various jobs. The development of both the budget and the work schedule relies on having a solid

construction plan as the foundation(Whyte, 2019). Even if the plan is not written down or

documented in any formal manner, the process of developing the construction plan is still an

essential step in the management of building projects. In addition to these technical aspects of

construction planning, it may also be necessary to make organizational decisions concerning the

relationships between project participants and even which organizations should be included in a

project. These organizational decisions may even be more important than the technical aspects of

construction planning. The degree to which a project would make use of subcontractors, for

instance, is often decided upon during the construction planning phase of a project (Saidi,

Binkert, Reinhardt, & Mudge, 2008).

As shown in Figure 1-1, it is usual practice to place the main focus on either the management of

costs or the management of schedules when designing a plan for a building project. For some

projects, the primary division is accomplished via the use of expenditure categories and the

corresponding expenses. When this occurs, the planning for the building project is centered on

costs or expenses. There is a difference established within the categories of spending between the

expenses that are spent directly in the conduct of activity and the costs that are incurred

indirectly for the fulfillment of the project. For instance, borrowing charges incurred for the
purpose of project finance and overhead expenditures are typical examples of indirect costs.

When it comes to other projects, the planning process places a strong emphasis on the need of

arranging work activities throughout the course of time. In this scenario, the planner is

responsible for ensuring that the correct precedence’s among tasks are preserved and that an

effective scheduling of the available resources takes place. The traditional scheduling techniques

place an emphasis on either the effective use of resources throughout time or the preservation of

task precedence’s, which ultimately results in the critical path scheduling procedures (resulting

in job shop scheduling procedures). Lastly, since cost and schedule considerations throughout the

course of time are necessary for the majority of complex projects, it is essential that planning,

monitoring, and record keeping take into account both dimensions(Koke & Moehler, 2019). In

situations like this, the integration of information about the schedule and the budget is a crucial

problem.
Figure 1 -1 Alternative Emphases in Construction Planning

Optional Technologies and Methods of Construction to Use

Choices of acceptable technology and techniques for construction are often unstructured, despite

the fact that they are essential components in the achievement of the goal of the project. This is

similar to the process of developing relevant alternatives for the facility design. For instance, the

choice of whether or not to pump concrete or to carry it in buckets would have a direct impact on

both the cost and the time of the activities included in the building construction process. When

choosing between these two options, it is important to take into account the relative prices,

depend abilities, and accessibility of the necessary equipment for each mode of

transportation(MCKENZIE, 2022). Unfortunately, the precise consequences of the various

approaches rely on a wide variety of factors for which information during the planning phase
may be murky. These factors include the experience and competence of employees as well as the

unique subsurface condition at a site.

It is possible that in order to choose among the many techniques and technologies available, it

will be required to create several building plans based on a variety of different approaches or

assumptions. As soon as the whole plan is ready, the implications of the many potential

techniques in terms of cost, time, and dependability may be analyses. This evaluation of a

number of different options is often made clear within the context of competitive bidding

processes, during which a number of alternative designs may be provided or value engineering

for various building techniques may be allowed. If this is the case, prospective builders may

desire to create plans for each alternative design using the recommended construction technique

in addition to preparing plans for other construction methods that would be presented as part of

the value engineering process.

When developing a building plan, one strategy that may prove to be helpful is to mimic the

construction process. This can be done in the planner's head or via the use of a more formal

computer-based simulation technique. The outcome may be used to make comparisons between

the various plans or to identify faults with the plan that is already in place. For instance, when it

is decided to employ a certain piece of equipment for a given task, the next concern that arises is

whether or not there is enough access space for the equipment. The simulation of space needs for

operations and the identification of any interferences may be helped along by the use of three-

dimensional geometric models included inside a computer-aided design (CAD) software

program. In a similar vein, difficulties with the availability of resources that were discovered

during the simulation of the building process may be efficiently avoided by including more

resources in the construction plan.

Defining Work Tasks
The process of defining acceptable work tasks may be hard and time-consuming, but the

information it provides is essential for the implementation of formal scheduling systems. The

phase of construction projects known as "definition" may be both time-consuming and costly due

to the fact that building projects might comprise thousands of separate labour activities. To our

good fortune, many of the jobs may be performed more than once in various sections of the

facility, or older plans for the building of the facility may be used as basic templates for the

development of new projects. For instance, the activities involved in the construction of a

building floor may be repeated with only very little modifications for each of the structure's

levels, despite the fact that each floor in the building has its own unique characteristics. In

addition, there are established definitions and nomenclatures for the majority of duties. As a

consequence of this, the individual planner who is tasked with establishing the work

responsibilities does not need to tackle each aspect of the project completely from start.
Figure 1.2 illustrative Hierarchical Activity Divisions for a Roadway Project
Establishing the Order of Precedence among Different Activities

Following the completion of the first step, which is to identify the work activities, the next step is

to specify the links between the activities. The existence of precedence links between two

activities denotes that those actions are required to take place in a certain order. Due to the needs

for structural integrity, laws, and several other technical criteria, there are a number of natural

sequences that exist for the activities involved in building. For instance, design drawings can't be

reviewed for accuracy before they're really produced. A network or graph in which the activities

are represented by arrows, such as the one shown in Figure 9-0, may be used to diagrammatically

depict precedence connections between events.

Figure 1-3 Illustrative Set of Four Activities with Precedence’s

Estimating Activity Durations

References
Filippetto, A. S., Lima, R., & Barbosa, J. L. V. (2021). A risk prediction model for software project
management based on similarity analysis of context histories. Information and Software
Technology, 131, 106497.
Koke, B., & Moehler, R. C. (2019). Earned Green Value management for project management: A
systematic review. Journal of Cleaner Production, 230, 180-197.
MCKENZIE, R. N. (2022). PROJECT MANAGEMENT PLAN FOR THE IMPLEMENTATION OF THE BELIZE
NATIONAL LIONFISH CONTROL MANAGEMENT STRATEGY. UNIVERSIDAD PARA LA
COOPERACION INTERNACIONAL,
Saidi, A. G., Binkert, N. L., Reinhardt, S. K., & Mudge, T. (2008). Full-system critical path analysis. Paper
presented at the ISPASS 2008-IEEE International Symposium on Performance Analysis of
Systems and software.
Whyte, J. (2019). How digital information transforms project delivery models. Project Management
Journal, 50(2), 177-194.