Unit – 504 Project Management Soe Moe Aung

TASK 3 THE USE OF PROJECT MANAGEMENT TOOLS

AC 3.1 Management Tools for Monitoring and Controlling Projects

Pass: Described method statements and Gantt charts
Merit: Described Critical Path Analysis plus one additional tool
Distinction: Applications and benefits of management tools to civil engineering projects
Understanding how projects are doing in relation to crucial indicators like
profitability and resource usage requires portfolio management of projects. Proper
monitoring and controlling in project management will bring difficulties to light in time
for correction, generate more efficient project teams, and keep projects on track with
corporate goals. Monitoring a project may be a time-consuming task, which is why a
project monitoring tool is required. Proper project monitoring and control systems,
which comprise the administration and oversight of a project to maintain it on schedule
and on budget, are the building blocks of portfolio management. When projects are
monitored and regulated to decrease risk and produce better results for clients, the entire
business benefits. Project management tools are sophisticated software programs
designed solely to assist project managers. They can use these technologies to better
efficiently plan, monitor, organize, and manage work. There are many different
management tools for monitoring and controlling civil engineering projects.

3.1.1 Method Statement

A Method Statement is a document used in the construction industry to outline
how a specific task or activity will be completed on a construction site. It provides a
detailed description of the step-by-step procedures and resources required to complete
a particular job safely and efficiently. Method Statements are an essential tool for
managing risk in the construction industry, helping to ensure safe and efficient work,
reducing accidents and injuries, completing work on time and within budget, and
maintaining compliance with relevant regulations and standards.

3.1.2 Gantt Chart

A Gantt chart is a project management tool that helps with the planning and
scheduling of projects of all kinds, but they are especially beneficial for simplifying
complex tasks. A Gantt chart is a popular graphical representation of a project timetable.
It's a form of bar chart that displays the start and end dates of project aspects including
resources, planning, and dependencies. The key benefits of Gantt charts are simple task
scheduling, easy understanding, and clear and visual depiction of time periods. It's also
simple to add dependents and predecessors, allowing you to artistically display project
ideas. Karol Adamiecki is interested in management theories and procedures and created
the first Gantt chart in the mid-1890s. Henry Gantt, an American engineer, and project
management consultant, created his own version of the chart 15 years after Adamiecki.

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Figure 3.1.1 Henry Gantt and Karol Adamiecki

(Ganttpro Photo Library)

Gantt charts are useful for project management of all sizes and sorts. These may
involve the construction of infrastructures such as dams, bridges, and roads. Software
development and other technologies may also be included. Gantt charts may be designed
using project management tools such as Microsoft Visio, Project, SharePoint, and Excel,
as well as specialist applications such as Gantto or Match ware.

Figure 3.1.2 Sample Five-Year Planning Gantt Chart for Construction Project
(Slide Team Photo Library)

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Table 3.1.1 Difference Between Method Statement and Gantt Chart

Method Statement Gantt Chart
Describes step-by-step procedures and Visual representation of project schedule
resources required to complete a specific and task dependencies
task
Used for managing risks and ensuring safe Used for project planning and tracking
and efficient work progress
Outlines roles and responsibilities of Shows start and end dates for each task
workers
Focuses on how a task will be completed Focuses on when a task will be completed
Typically required as part of a contractor's Typically used by project managers and
health and safety plan stakeholders to monitor project progress

3.1.2 Critical Path Method (CPM)

Creating a project plan can assist in visualizing what has to be done to achieve the
final goal. The critical path technique can help with this. It is a project management
strategy that entails outlining important activities or critical tasks required to accomplish
a project. The critical path method (CPM) is a strategy for identifying activities required
for project completion and determining schedule flexibility. In project management, a
critical route is the longest series of operations that must be completed on time in order
for the project to be completed. Any delays in important activities will cause the
remainder of the project to be delayed. CPM was originally employed in the significant
skyscraper development of erecting the Old-World Trade Center Twin Towers in New
York City in 1966.

Figure 3.1.3. Sample Critical Path Method

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CPM may help plan projects, allocate resources, and schedule activities more
effectively. Here are some of the benefits of using this method:
➢ CPM may be used to compare expectations with actual progress, which improves
future planning. Current project data can be utilized to guide future project plans.
➢ Improves resource management: CPM assists project managers in prioritizing
tasks, providing them a better notion of how and where to deploy resources.
➢ Avoids bottlenecks: Bottlenecks in projects can result in wasted time. Using a
network diagram to plot out project dependencies can give you a better picture of
which tasks can and cannot occur in parallel, allowing you to schedule properly.

CPM may be a valuable asset in project management, particularly for task planning
and resource management. With the aid of project planning tools, will be able to easily
build schedules and track tasks.

3.1.3 Precedence Diagram

A Precedence Diagram is a project management tool used to represent the

sequence of activities in a project. It is a visual representation of the dependencies and
relationships between tasks, which helps project managers to plan and schedule the
project efficiently. Precedence diagrams are also known as network diagrams, and they
are used in the Precedence Diagramming Method (PDM) technique. Precedence diagrams
are made up of nodes, which represent activities, and arrows or lines, which represent
the dependencies between activities. Each activity is labeled with a unique identifier and
the estimated duration of the activity. The arrows or lines between the activities indicate
the sequence in which they must be completed and the dependencies between them.

Precedence diagrams help project managers to identify critical paths, potential

scheduling conflicts, and opportunities for optimization. They allow project managers to
visualize the project as a whole and to identify potential issues before they arise.
Precedence diagrams are an essential tool in project management and are used in many
industries, including construction, software development, and manufacturing.

Figure 3.1.4 Sample Precedence diagrams

(www.researchgate.net)

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Table 3.1.2 Applications and Benefits of Management Tools

Tool Application Benefits

Method Describes step-by-step procedures Reduces accidents, ensures

Statement and resources compliance
Gantt Chart Visual representation of project Planning, progress tracking
schedule
Precedence Visualizes task dependencies Identifies critical tasks,
Diagram resource allocation
Critical Path Identifies critical path and float Helps with scheduling,
Method time resource allocation

AC 3.2 Uses of Management Tools for Monitoring and Controlling

Projects
Pass: Justified the use of method statement and Gantt charts
Merit: Justified the use of Critical Path Analysis plus one additional tool
Distinction: Justified the use of current software packages compared to manual
techniques
This article will concentrate on comparing the project management software
package and manual techniques. Management software is intended to streamline and
automate management procedures in order to reduce the complexity of major projects
and tasks while also encouraging or facilitating team interaction, collaboration, and
accurate project reporting. Microsoft Project and Primavera P6 have commonly used
project management software in Myanmar.

3.2.1 Method Statement

A method Statement is a crucial document in the construction industry as it
outlines the step-by-step process for executing a specific construction activity. It ensures
that the work is carried out in a safe, efficient, and effective manner, minimizes risks, and
improves quality control. Method Statement is typically prepared manually, but
nowadays, various software packages are available that aid in the preparation of Method
Statement. These software packages allow users to create a detailed Method Statement
quickly and easily, reducing errors and improving consistency.
While manual preparation of a Method Statement requires extensive knowledge
and experience, software packages can automate the process, improving efficiency and
saving time. Additionally, software packages offer the ability to store and access data in a
centralized database, facilitating easy access and retrieval of information. On the other
hand, manual preparation of the Method Statement provides a more personalized
approach, allowing for greater customization and adaptation to specific site conditions.

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Both software packages and manual techniques have their advantages and disadvantages.
The selection of the most appropriate approach depends on the specific needs of the
construction project and the preferences of the stakeholders involved.

3.2.2 Scheduling (Gantt Chart)

The process of placing jobs on a schedule is known as scheduling. Assume have an
assignment that begins on Wednesday, January 1st, and lasts 5 days. Because do not work
on Saturday and Sunday, the assignment will conclude on Tuesday, January 7th. This is
scheduling at its most basic. Larger projects are more difficult to schedule since there are
so many constraints to consider, such as resource limits, holidays, corporate events, and
so on.
(a) Manual Scheduling
Manual scheduling is the time-consuming practice of attempting to assign the
appropriate people to the right tasks at the correct time. Many long-term employees
believe that manual scheduling is the ideal technique because it allows managers total
control over who, when, and why employees are scheduled. Managers can use manual
scheduling to ensure that their favorites receive the shifts they want, regardless of
whether the assignment includes the correct person or the proper time. It also allows
them to govern the allocation of staff hours, days off, rotations, evenings, weekends, and
holidays.

Figure 3.2.2 Sample Manual Scheduling Form

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(b) Scheduling in Microsoft Project Software

Microsoft Project has been the most popular project management software in
Myanmar. This is primarily due to project managers’ and team members' familiarity with
other Microsoft products, rather than because Microsoft Project is the best option. It
includes functionality for project managers such as Gantt charts, Kanban boards, and
project calendars. The entire scheduling is handled via automatic scheduling. Instead of
needing to arrange each work individually, MS Project maps out the entire project from
beginning to end. Automatic scheduling is based on the following information.
➢ The commencement date of the project
➢ The length of each activity
➢ The interdependence of tasks (the order of tasks)
➢ Any other restrictions (like national holidays)

Figure 3.2.3 Auto Scheduling

The difference between manual and automated scheduling is that in manual
scheduling, each job must be scheduled individually, whereas automatic scheduling
conducts complete scheduling, taking into account the project start date, task length, task
dependencies, and other restricting criteria (like calendar events or bank holidays).
Manual scheduling entails extra labor because responsible for scheduling all tasks.

3.2.3 Critical Path Method (CPM)

In project management, the critical path is the longest series of activities
that must be performed in order to finish a project. The tasks in the critical route
are known as critical activities because if they are delayed, the entire project would
be delayed.
(a) Manual CPM Method
The original critical route technique represented tasks with arrows and linked
them together on paper by linking their beginning and end, such that suitable sequencing
could be created. The manual techniques also have advantages and disadvantages. The
advantages of manual techniques are the inexpensive cost of equipment in comparison to
hardware and software, the clarity that can be obtained by seeing all shapes and sizes on
one sheet, and the potential to contribute creative style. The disadvantages are in
comparison to a software product, the time required to reproduce/redraw the critical

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pathway, it may take longer, and make a mistake while calculating and drawing have to
start over again.

Figure 3.2.4 Manual Drafting of Project Activity Time and Precendences

Figure 3.2.5 Manual Drafting of AON Network Form (Precedence Diagram)

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Figure 3.2.6 Manual Drafting of Critical Path Method

(b) Critical Path Method in Microsoft Project Software
Drawing nodes, tables, and arrows may be a time-consuming and complex
operation, especially at the start of a project when things are continuously changing.
Rather than depending on hand-drawn diagrams, there are a variety of project
management software packages available today that will complete the job and identify
the key path with the press of a button. Microsoft Project continually calculates the critical
route, which might change when tasks are amended or updated. The critical path is
automatically included in the Tracking Gantt Chart. The advantages of plotting CPM in MS
Project are saving time, increased productivity, lesser mistakes, better quality, and quick
sharing. The disadvantages are work may be lost as a result of a hardware failure, viruses
are a risk at work, work might be "hacked" easily, it takes time to learn how to use or run
the program, and high manufacturing or acquisition costs for new systems.

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Figure 3.2.7 Network Diagram in Microsoft Project

Figure 3.2.8 Critical Tasks Identified in Red in the Gantt Chart

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AC 3.3 Management Tools to Monitor Projects

Pass: Produced a method statement and Gantt chart for a section of a project
Merit: Produced a Critical Path Analysis for a section of a project
Distinction: Updated the Critical Path Analysis in line with a change of circumstances
This article will present using management tools to monitor and control a project.
A method statement, gantt chart, precedence, critical path analysis, and crash time and
cost will be used to describe the substructure activity section of a 25' x 50', 8 ½ -storyed
building.
Table 3.3.1 Sample Network Diagram for Foundation Work
No Activity Duration

a Site Cleaning Work 7 days

b Staking Work for Preparation of Foundation 2 days
c Earthwork Excavation For Foundation 9 days
d Lean concrete work 4 days
e Foundation formwork 3 days
f Drainage work 4 days
g Rebar work for the foundation 4 days
h 1:2:4 concreting for footing 5 days
i Short column work 17 days
j Retaining wall work 13 days

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3.3.1 Method Statement

METHOD STATEMENT
Contract/Job Name Foundation Work

Contract/Job Number PD1

Method Statement Written by Soe Moe Aung (Site Engineer)

U Tin Myint (Professional
Method Statement Approved by
Engineer)
Signature of Approver U Tin Htun (Chief Engineer)

1. INTRODUCTION
This Method Statement describes the specific safe working methods which will be used
to carry out the work. It gives details of how the work will be carried out and what health
and safety issues and controls are involved. The content of this Method Statement
reflects the finding of the relevant Risk Assessment(s).

2. DESCRIPTION OF WORK

The purpose of the foundation is to consistently load the bearing surface in order to
prevent uneven settling and lateral movement of the supporting material.
It takes 68 days to build the foundation.

The activity of the foundation work is

➢ Site Cleaning Work

➢ Staking Work for Preparation of Foundation
➢ Earthwork Excavation for Foundation
➢ Lean concrete work
➢ Foundation formwork
➢ Drainage work
➢ Rebar work for the foundation
➢ 1:2:4 concreting for footing
➢ Short column work
➢ Retaining wall work

3. Location of the Work

This project is located at the Corner of U Shwe Gon and Lakekan Street, 7 Quarter,
Pazuntaung Township, Yangon.

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4. Health and Safety

➢ Wear the appropriate PPE for the job, including respirators, long sleeves and
pants, hard hats, and leather gloves.
➢ Check excavation sites for dangers such as engulfment risks, dangerous gases,
and soil distress.
➢ Protect against the risk of impalement by using rebar caps.
➢ Safely use power tools
➢ Have safety inspections done frequently to make sure the work is being done
safely.
➢ Employ a safety manager to supervise workplace safety and OSHA compliance.

Site Engineer Professional Engineer Chief Engineer

Soe Moe Aung Tin Myint Tin Htun

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3.3.2 Gantt Chart

Gantt Chart For Foundation Work

0 10 20 30 40 50 60 70 80

Site Cleaning Work

Staking Work for Preparation of Foundation

Earthwork Excavation For Foundation

Lean concrete work

Foundation formwork

Drainage work

Rebar work for the foundation

1:2:4 concreting for footing

Short column work

Total Duration

Total Duration

Days

3.3.3 Precedence Diagram

Activity Optimistic Most Likely Pessimistic Predecessors Expected Variane Standard
Time (a) Time (m) Time (b) Time (TE) (δ2) Deviation
(δ)
a 5 7 7 N/A 7 0.111 0.333
b 2 2 2 a 2 0 0
c 7 9 11 a, b 9 0.444 0.667
d 3 4 6 c 4 0.25 0.5
e 3 3 5 c, d 3 0.111 0.333
f 3 3 6 e 4 0.25 0.5
g 3 3 5 e, g, f 4 0.111 0.333
h 4 5 7 e, g 5 0.25 0.5
i 14 16 21 h 17 1.362 1.167
j 10 13 16 i 13 1 1

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Start a b

c d

e f j End

g h i

3.3.4 Critical Path Method

0 a 7 7 b 9
Start
0 7 7 7 2 9

9 c 18 18 d 22
9 9 18 18 4 22

22 e 25 25 f 29 55 j 68 68 END 68
22 3 25 25 4 29 55 13 68 68 68

29 g 33 33 h 38 38 i 55
29 4 33 33 5 38 38 17 55

.·. Critical path = a, c, e, g, h, i, j

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3.3.5 Crash Time Crash Cost Table

Activity Crash Crash Cost Normal Normal Cost Partial

Time (MMK) Time (MMK) Crashing
a 5 50,000 7 30,000 Yes
b 1 201,500 2 171,400 Yes
c 3 2,283,800 9 1,283,800 Yes
d 4 423,400 4 423,400 No
e 2 3,270,300 3 2,970,300 Yes
f 3 115,000 4 905,000 Yes
g 2 279,978,650 4 239,978,650 Yes
h 5 8,518,600 5 8,518,600 No
i 11 2,093,800 17 1,593,800 Yes
j 10 4,287,700 13 3,887,700 Yes
Total 46 301,222,750 68 259,762,650

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3.3.6 Normal Schedule vs Crash Schedule

17 days 34 days 51 days 68 days

Normal Schedule, 68 days, 259,762,650 MMK

11.5 days 23 days 34.5 days 46 days

Crash Schedule, 46 days, 301,222,750 MMK

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