Primavera Thesis - Pagenumber

COST OVERRUN AND DELAYS IN CONSTRUCTION
MANAGEMENT BY USING PRIMAVERA

A
Dissertation
submitted
in partial fulfilment
for the award of the Degree of
Master of Technology
in Department of Civil Engineering Branch Construction Technology and
Management
Supervisor Submitted By:

Dr. Gaurav Shukla Himanshu Maurya
Enrolment No.: MUIT0122023015
School of Engineering &Technology

Maharishi University of Information Technology, Lucknow
Utter Pradesh, INDIA
2024
Candidate’s Declaration
I hereby declare that the work, which is being presented in the Dissertation, entitled “COST
OVERRUN AND DELAYS IN CONSTRUCTION MANAGEMENT BY USING
PRIMAVERA” in partial fulfillment for the award of Degree of ―Master of Technology‖ in
Department of Construction Technology and Management with Specialization in
...........(Name of Specialization).........., and submitted to the School of Engineering
&Technology, Maharishi University of Information Technology, Lucknow is a record of my
own investigations carried under the Guidance of Dr. Gaurav Shukla , Department of Civil
Engineering, Maharishi University of Information Technology, Lucknow.
I have not submitted the matter presented in this Dissertation anywhere for the award of any
other Degree.
Himanshu Maurya
(........Name of Specialization........)
Enrollment No.: MUIT0122023015
Maharishi Institute of Information Technology
Lucknow, Utter Pradesh, India
Counter Signed by Approved by

(……Name(s) of Supervisor(s).........) Dean Engineering, SOET
………………………………… …………………………….
………………………………….
…………………………….x
Certificate
This is to certify that Himanshu Maurya has successfully completed the thesis titled" COST
OVERRUN AND DELAYS IN CONSTRUCTION MANAGEMENT BY USING
PRIMAVERA " under the guidance of Dr. Gaurav Shukla for the fulfilment of the
requirements for the ―Master of Technology‖ in Department of Construction Technology
and Management at Maharishi University of Information Technology, Lucknow.
Throughout the course of this thesis, Milind Kumar Prabhat has demonstrated exceptional
research skills, analytical thinking, and academic excellence. Their dedication, perseverance,
and commitment to scholarly inquiry have resulted in a comprehensive study that contributes
significantly to the field of Civil Engineering.
We commend Himanshu Maurya for their diligent effort and commendable achievements in
producing this thesis, which reflects their intellectual curiosity, creativity, and scholarly rigor.
Dr. Gaurav Shukla

Professor
Department of Civil Engineering, Maharishi University of Information Technology,
Lucknow.
[Date]
ABSTRACT
For construction projects to be delayed as little as possible, proper planning and scheduling
are essential. In the construction sector, poor planning and scheduling result in significant
annual losses in terms of time, money, and resources. Buildings have grown larger and more
intricate as a result of globalization. With the use of project planning software, the massive
quantity of paperwork required for such project planning may be decreased. The intended
outcome of a project cannot be guaranteed even with excellent planning, efficient
organization, and enough resource flow.
A warning system that can inform the organization of its impossibility of success or failure
during the project must be in place. The study's primary goal is to use Primavera software to
plan, schedule, and monitor a home project. By analysing the results, it will be possible to
recommend an approach that will work best for the particular residential project.
Additionally, suggest actions the organization should do to improve its project planning
abilities for future projects of a similar nature.
This project is a G+5 storey residential building with a rectangular shape RCC framed
construction with a total size of 1391 Sq. Mtr. And the floor height is 3m. We used Primavera
to calculate project quantities, schedule, and estimate the project. We created a Gantt chart
and a network diagram for this project and completed it in a timely and cost-effective
manner.
INDEX PAGE NO.
CERTIFICATE i
DECLARATION ii
ABSTRACT iii
CHAPTER 1 INTRODUCTION
1.1 GENERAL INTRODUCTION OF COST OVERRUN
AND DELAYS 2-3
1.2 NECESSITY TO STUDY AND SCOPE 4
1.3 ADVANTAGES 5
1.4 CAUSES OF COST OVERRUN AND
DELAYS IN CONSTRUCTION MANAGEMENT 6-7
CHAPTER -2 LITERATURE REVIEW
2.1 LITERATURE REVIEW 9-10
2.2 REVIEW LITERATURE 10-12
CHAPTER -3 PRIMVERA
3.1 INTRODUCTION OF PRIMAVERA 13-14
3.2 PLANNING AND CONTROLLING 14-16
3.3 APPLICATION OF PRIMAVERA 16
3.4 ADVANTAGES OF PRIMAVERA 17
3.5 STRUCTURING PROJECTS 17-18
3.6 IMPLEMENTING THE SCHEDULE 18
3.7 UPDATING AND MANAGING THE SCHEDULE 18-19
3.8 CUSTOMIZING PROJECTS 19
3.9 IMPORTING AND EXPORTING DATA 19-20
3.10 PROJECT MANAGEMENT HELP 20
3.11 ENTERPRISE PROJECT SRTUCTURE 21
3.12 ORGANIZATIONAL BREAKDOWN STRUCTURE 22
3.13 PROJECT 23
3.14 CALENDARS 24-25
3.15 WORK BREAKDOWN STRUCTURE 26
3.16 ACTIVITIES 27
3.17 ACTIVITY CODES 27
3.18 ACTIVITY CODE AT DIFFERENT LEVELS 27-28
3.19 TYPES OF RELATIONSHIPS 28
3.20 GANTT CHART 29
3.21 RESOURCES 30
BILL OF QUANTITIES 32-43
DRAWINGS
TYPICAL FLOOR PLAN 45
GROUND FLOOR PLAN 46
LAYOUT OF SLAB, BEAMS, & COLUMNS 47
ARRANGEMENT OF REINFORCEMENT PLAN 48
REINFORCEMENT DETAILING OF STAIRCASE 49
STAIRCASE PLAN OF TYPICAL FLOOR 50
GANTT CHARTS 52-66
REFERENCE 68-69
RESULT AND DISCUSSIONS 71
1
CHAPTER -1
INTRODUCTION
2
CHAPTER -1
INTRODUCTION
1.1 GENERAL INTRODUCTION OF COST OVER AND DELAYS
Cost overruns and delays in building projects have long been an issue in the construction and
engineering industries. Increases in both time and expense in big public construction projects.
Optimistic schedule and budget expectations have been proven to reduce the degree of quality
and productivity during the building stage and in the final end-product. To reduce such
overruns, the existing corpus of knowledge tends to focus on crucial success elements such as
time and cost as discrete notions of different project kinds and geographical locations with
minimal context. A successful project is defined as the capacity to satisfy both the contract's
budget and timeline. However, in addition to earlier research, we must incorporate quality
into the argument of time and cost as connected notions, since all three have been prominent
in the building literature, sometimes known as the "iron triangle." Comprehensive research
concentrating on time, cost, and quality as interconnected concepts are thus required to
establish major disparities between the three ideas in the "iron triangle" and to expand the
current body of knowledge.
Increased pre-project planning work might be a viable answer to the essential success factors
influence on building projects. The advantages of employing pre-project planning include
higher profit, less risk, and improved quality.
In comparison to a reactive approach, increased construction planning allows the contractor
to be more proactive in responding to crucial elements affecting the project. The benefits of
realistic cost and time planning prior to design, as well as its effectiveness throughout the
construction stage, include enhanced project outcomes, user satisfaction, and lower project
cost and duration. Identifying and testing for substantial variances in the impacts of the
essential success variables on time, cost, and quality is thus critical to deal with the issues in
the pre-project planning phase to ensure the project outcome.
On-time completion of projects is an evidence of an efficient construction sector. In
reality, a project is deemed ‗successful' if it is finished on schedule, within budget, and to the
required quality. When projects are delayed, they are often either prolonged or expedited,
incurring more costs. Many projects, much to the chagrin of owners, contractors, and
consultants, incur lengthy delays and thereby surpass initial time and expense projections.
The building process is fraught with uncertainty and unpredictability. Delivering a project on
time does not happen by hoping that the deadline will be reached.
3
To design and execute a successful project, three aspects must be considered: time,
money, and quality. Construction clients are generally concerned about quality, timeliness,
and cost. However, the bulk of construction projects are bought based on schedule and cost
limitations. Poor management techniques are commonly related with cost escalation and time
overruns.
The more the availability of resources, engineering labor, materials, equipment, and
capital market trade within the national economy, the greater the factor of self-reliance. The
rising complexity of infrastructure projects, as well as the environment in which they are
built, impose increased pressure on construction managers to complete projects on schedule,
under budget, and with excellent quality. The effective execution of construction projects, as
well as maintaining them under budget and on schedule, is dependent on a technique that
demands solid engineering judgment.
Project activities that have both internal and external causes and effects typically result
in project delays. There is always a discrepancy between the anticipated and real completion
dates. Furthermore, the discrepancy between the estimated and actual completion times is
specified as the time overrun. A project is considered successful when its aims and objectives
are met in accordance with the project plan. A project is considered successful if its technical
goals have been met, its timetable has been adhered to, and its expenditures have not
exceeded budget. The utilization of project management tools and techniques is crucial for
the efficient administration of a project.
As a result, effective project management is dependent on the management tools.
Managing resources includes overseeing personnel, equipment, finances, supplies, and
techniques. While some projects are successfully and economically managed, others are
poorly managed, resulting in significant delays and cost overruns that have a detrimental
impact on the economy.
4
1.2 NECESSITY TO STUDY AND SCOPE
NECESSITY TO STUDY
The purpose of this study is as follows:
• To look at the majority of building projects that are disrupted and delayed.
• To determine how delays and interruptions affect the price of building construction.
• To investigate how price fluctuations affect the cost of building projects.
• To assess the costs to customers, contractors, and involved professionals of building
projects that are postponed or disturbed.
1.3 SCOPE
There are several projects in India's towns and cities that are postponed, interrupted, or never
finished. The reasons offered for each building project's stage of development are diverse and
can stem from a lack of resources—material, human, and financial—to carry out the projects.
This is not unusual in India, particularly in light of the current economic downturn the nation
is experiencing. Seeing large capital investments interrupted and abandoned is typically a
terrible thing.
Every attempt to impede or impede a building project will have detrimental effects on all
facets of the country's operations, making it both undesirable and extremely harmful.
In a developing nation such as India, delays and disruptions in the construction industry can
have a negative impact on the cost of the project and should be confronted head-on with all
the bravery and energy we possess.
 To identify the cost-cutting techniques utilized by contractors in building projects, as
well as the numerous issues experienced by contractors in controlling construction
project costs and delays.
 By determining the impact of cost control and delays using techniques such as creating
a delivery team that keeps track of project progress and hiring cost control experts on
the duration of construction projects.
 Understanding the link between cost management and efficient project execution in
construction firms.
1.4 ADVANTAGES
5
 The majority of India's construction sector will benefit from this research since, once
a project is started and managed well, high procurement costs and significant profit
margins are eliminated.
 This will aid in the design and execution of future construction projects, particularly
the quantity surveyor in the feasibility and planning stages of a proposed scheme, as
well as the building manager's development of work methods and schedules.
 The research also seeks to identify the reasons of construction delays and
interruptions, as well as to estimate expenses, in order to assist construction firms,
engineers, surveyors, and project managers in initiating and controlling their projects..
 Project managers, the government, researchers, and business leaders will find this
study to be extremely valuable as it will clarify the advantages and ramifications of
maintaining project cost control for both the Indian construction sector and the
country's economy as a whole.
 Building industry experts and the general public will find value in this study as it will
not only clarify but also raise awareness of the extent to which inadequate cost
management techniques can negatively impact project performance. Additionally, it
will offer guidance on how to enhance the cost management and control strategies
now employed by consultants, clients, contractors, and other stakeholders involved in
building projects.
 The study will act as a basis for other research projects. It is very important because it
aims to clarify why mismanaging construction project costs is still common in Indian
building projects.
 Many users or stakeholders, including government agencies, project managers,

contractors, the general public, construction management authorities, financial
institutions, students, and professional bodies, are expected to find value in the
research.
 The goal of the research was to pinpoint the areas that need immediate attention in
order to protect the sector's interests.
1.5 CAUSES OF COST OVERRUN AND DELAYS IN CONSTRUCTION

MANAGEMENT
1. CAUSES OF COST OVERRUN
6
The literature research produced a list of several reasons why costs exceed budget. However,
the reasons of cost overruns in those earlier studies were examined from the perspective of a
certain stakeholder or with a focus on a particular region or nation. This means that
understanding the opinions of those involved in building in our area, India, is essential.
Understanding the root reasons enables us to set priorities for reducing overspending. The
questionnaire survey that was given to industry stakeholders is the foundation for the findings
in this thesis. First, the reasons behind the cost overrun were investigated based on the
individual replies from consultants, clients, and contractors. The causes were ranked by the
various stakeholders according to their incidence, effect, and relevance. The rankings by each
stakeholder group will be associated using spearman's rank correlation to see if the replies
can be seen collectively to assess importance.
1. Clients selected slow decision making as the most significant source of cost overrun
since it had the largest effect and the highest likelihood of happening. A significant
number of the respondents were government employees who worked on government-
funded infrastructure projects.
2. According to consultants, inadequate design or a delay in delivering design was the
most important factor. Regarding the effect on cost, it was also the first. Given that
the consultants have the duty for producing the design, their high rating indicates that
they recognize a crucial aspect of project management.
3. In terms of relevance, poor schedule management came in second and was placed first
when it came to the occurrence of rising material and machine prices. Clients put
"poor schedule management" at an equally high level of significance; contractors are
accountable for adhering to the timetable.
2) CAUSES OF DELAYS
It is true that delays in building projects can have serious negative effects, and the difficulties
you raised are not specific to India's construction industry but rather are a global problem.
Construction project delays can be caused by a variety of circumstances, and resolving these
problems is essential to the project's successful completion.
Delays in construction projects can arise from various factors, and they often result in
increased costs and potential disputes. Here are some common causes of delays in
construction projects:
7
 Poor Planning and Scheduling: Inadequate project planning and scheduling can lead to
delays. If the project timeline is not well-defined or if critical paths are not identified, it
becomes challenging to manage and coordinate activities efficiently. Unforeseen Site
Conditions: Discovering unexpected site conditions, such as poor soil quality,
archaeological finds, or environmental issues, can lead to delays as the construction
team needs to reassess and adjust plans.
 Change Orders and Design Changes: Changes in project scope, design modifications, or
unexpected client requests can cause delays. These changes often require additional time
for approval, redesign, and implementation.
 Weather Conditions: Adverse weather conditions, such as heavy rain, snow, hurricanes,
or extreme temperatures, can impede construction activities and cause delays, especially
in outdoor projects.
 Material and Equipment Delays: Delays in the delivery of construction materials or
equipment can disrupt the construction process. Issues with the quality or availability of
materials can also contribute to project delays.
 Labor Shortages and Productivity Issues: Shortages of skilled labour or disruptions in
workforce productivity can lead to delays. Strikes, labour disputes, or high turnover
rates can negatively impact the project schedule.
 Permitting and Regulatory Approvals: Delays in obtaining necessary permits and
regulatory approvals can significantly slow down a project. The approval process may
be time-consuming and subject to unforeseen bureaucratic hurdles.
8
CHAPTER -2
LITERATURE REVIEW
9
CHAPTER -2
LITERATURE REVIEW
2.1 LITERATURE REVIEW
The core objectives of the construction industry which are to deliver project within a short
time, reasonable cost, good quality and safety of occupants have stressed the need for cost
control that is effective.
Alvey (2014) describes cost control as a method of controlling the cost of building within a
determined value during the design stage. This involves the preparation of an approximate
estimate to which the project is committed, and the refining of the cost as the design detail
developers.
Seeley (2013) describes cost control as a systematic application of cost control criteria to the
design process so as to maintain in the first place a sensible and economic relation between
cost, quality, utility and appearance and in the second place, such overall control of proposed
expenditure as circumstances might dictate. He stressed further that cost control does not
merely estimate the tender sum but probe deeper into the cost implication of each building
element whereby each design decision maintain a sensible relationship through the design
and construction stages.
In another sense, Annually (2007) describes project cost control as involving the
measurement and recording of project cost and progress and a comparison between actual and
planned performance. The principle objective of project cost control is to maximize profit
while completing the project on time at a satisfactory level of quality. He further stated that
proper cost control procedure will result in the accumulation of historical cost data, which are
invaluable in estimating and controlling future project.
Ashworth (2013) saw project cost control as the application of economic principle to the
construction project. It does not only examine the cost appropriate to a specific project but
also the factors that influence the determinants of this cost.
Ayodele (2005) further defined cost control as the process of establishing the cost of project
development and monitoring such cost from inception to completion and making sure that the
pre-determined cost is not unreasonably exceeded. According to Connell (2008) the
followings are the reasons for choosing the assessment of cost control on building project
delivery:
T. Subramanian, et al (2014), ―Causes of Cost Overrun in Construction‖ The industry plays a

pivotal role in developing the country‘s infrastructure, a pre-requisite for high levels of
10
economic growth. Most construction projects experience cost overrun and it put massive
financial burden on the client or owner.
Therefore this research was carried out to identify the causes leading to cost overrun in
construction projects. Desk study along with questionnaire survey was used to identify the
causes of cost overrun. A total of 30 filled questionnaires were collected from clients,
consultants and contractors. From the analysis of the results it was found that consensus of
opinion exists between respondents on the causes of cost overrun. The results showed that,
slow decision making, poor schedule management, increase in material/machine prices, poor
contract management, poor design/ delay in providing design, rework due to wrong work,
problems in land acquisition, wrong estimation/ estimation method, and long period between
design and time of bidding/tendering are the major causes of cost overrun.
1. Building projects are subject to public accountability and transparency.
2. Building projects are subject to limited budget. There must be a setting out of a cost
target that will be spent on the proposed project.
3. In building projects, time frame is part of what is put into when embarking on a
project.
4. Building projects are seen as a major for the social benefit of all and sundry. The
society in general, expects so much in terms of honesty due process, workability and
functionality on part of the authorities handling or supervising such projects.
5. Building projects are seen as a social benefit due to the whole society from
Government of the day hence avoidance of failure of such projects.
2.2 REVIEW LITERATURE

According to Seeley (2013) Ashworth (2013) Ayodele (2005) cost control techniques include
the followings: approximate estimate, cost plan, bill of quantities, interim valuation/ stage
payment, valuation of variation, fluctuation, final account preparation and cost analysis. The
Bill of Quantities, according to NIQS (2008) shall fully describe and accurately represent the
quantity and quality of work to be carried out. Each of the sheets on which the bill of
quantities is made has four different columns.
a) Description column- Contains the descriptions of the type and quality of materials to
be expended on the works.
b) Quantity column- contains the quantities of materials to be expended on the job will
take i.e. basis of the preparation of program of work.
c) Rate Column- contain the unit rate i.e. naira/ unit of materials to be utilised on the
11
work. This forms the basis on which the cost of work is calculated.
d) Amount Column- Contain the total cost of work for each of the elements.
Summarily show below:
1. Description column- Quality
2. Quantity Column- Time
3. Rate Column- Cost
4. Amount Column
The above four columns which represent Quantity, Time and Cost is not limited to Bill of
Quantities only, other techniques of cost control e.g. interim valuation/stage payment,
valuation of variation, valuation of fluctuation etc. are adequately represented by/or taken
care of, by the columns. It has been observed that many building projects development in
Nigeria do not bother about the use of cost control techniques. This is corroborated by Ogun
semi (2011) who discovered that the non-use of cost control has contributed to the incessant
building collapse in Lagos state of Nigeria. To minimise the building collapses, this study is
set to determine the effect of conformance to or utilization of Bills of Quantities by
government and private developers on building projects in Nigeria on the parameters of
quality, delivery time and cost.
Ram Singh (2009), ―Delays and Cost Overruns in Infrastructure Projects: An Enquiry into
Extents, Causes and Remedies ―Ram Singh say media reports abound on instances of
prolonged delays and excessive cost overruns in infrastructure projects. Only a small number
of projects get delivered in time and within the budget. Examples of successful project
implementation, like construction of the Delhi Metro Rail, are few and appear only far in
between. Indeed, the problem of time and cost overruns in India is widespread and severe.
Yet, very few empirical studies exist on the subject. Even rarer are the studies based on
completed projects. As a result, the extents as well as the causes behind delays and cost
overruns have remained under-researched. This study investigates the various issues related
to delays and cost overruns in publically funded infrastructure projects.
Sai Murali Krishna Reddy.Raya and S.S Bhanu Prakash (2016), ―Cost and Time Overrun in
Indian Construction Industry‖ A lot of research and studies have been done to identify the
root cause of the time overrun and cost overrun in construction projects which lead to the
delay in the project completion Time and cost are the lifelines of any and every project. It is
12
of supreme importance to study, analyse and evaluate the common factors leading to these
constraints and suggest the best mitigation measures to overcome time and cost overrun
constraints. During the construction phase it is the prime responsibility of the project
managers to monitor cost and time and avoid the overruns of the both cost and time. Due to
these limitations, this paper discusses the effective cost and time control overrun practices in
construction industry.
Ramanathan Chidambaram and Narayanan Sambu Potty(2014), ―Qualitative analysis of Time

delay and Cost overrun in Multiple Design and Build Projects‖ Projects are more complicated
involving huge contract values, participants from multi-discipline, more specialized works,
tighter schedule, stringent quality standards, etc. Ultimately, cost and time are the two key
parameters that plays significant role in a project success. The study focuses on multiple
Design and Build project which has complicated risk and is governed by fixed contract sum
(Lump sum). As such, there is no such specific study to address this problem faced in
Malaysia construction industry. Qualitative research was applied at three stages of projects
for time delay and two aspects for cost overrun. This paper presents one aspect each for time
delay and cost overrun.
13
CHAPTER -3
METHODOLOGY
BY USING PRIMAVERA SOFTWATR
14
CHAPTER -3 METHODOLOGY BY USING PRIMAVERA SOFTWATR
3.1 INTRODUCTION OF PRIMAVERA
Project-intensive businesses may use Primavera Systems, Inc.'s Project Portfolio
Management (PPM) software to plan, manage, and control projects and project portfolios of
various sizes as well as identify, prioritize, and select project investments. Primavera
Systems, Inc. was a private corporation. Oracle Corporation officially acquired legal
ownership of Primavera on January 1, 2009. Joel Koppelman and Dick Faris launched
Primavera Systems, Inc. on May 1, 1983. It was a Pennsylvania-based private firm that sold
and produced software for the project portfolio management industry. Primavera purchased
Eagle Ray Software Systems in 1999, Evolve Technologies, a provider of professional
services automation, Pro Sight, a provider of IT portfolio management software, and Pert
master, a provider of project risk management software, in 2003 and 2006, respectively, to
aid in the expansion of its product capabilities.
Oracle declared in 2008 that it was purchasing Primavera and renaming it the Primavera
Global Business Unit (PGBU). Primavera P6 Enterprise Project Portfolio Management
version 8.3 was released by Oracle Corporation. It was claimed that this version will improve
reporting, user interface, and application integrations while also expanding and improving
earlier efforts. This version included content from the 2012 Oracle acquisitions of Instantis
and Skire. Upgrade Release 8.2 of Primavera P6 EPPM in 2012 brought new features for
project visibility, governance, and involvement from 15 project teams. Furthermore, new
dashboards and corporate reporting capabilities for tracking and analysing performance data,
including geographic analysis, were added to Primavera P6 Analytics Release 2.0. With the
addition of Oracle Business Intelligence Publisher report-writing capabilities to Primavera
15
Contract Management Release 14, organizations can now examine cause-and-effect
relationships and comparative patterns across different projects.
3.2 PLANNING AND CONTROLLING

Team members and other project participants should be aware of the project management
procedures and related guidelines before using Primavera to schedule projects. This will
facilitate the use of Primavera and further your company's objectives. Every project has the
same process and aim, which is to plan ahead in order to accomplish the goals of the project.
Effective project management is now a must in the modern business environment. It is an
essential tool for keeping your business on track and achieving its objectives. To put it
simply, project management is the process of accomplishing predetermined objectives within
financial, human, and schedule limitations. It enables you to make the most of the resources
that are at your disposal.
Resources include
 People
 Material
 Money
 Equipment
 Information
 Facilities
 Role
Project managers and business leaders may accurately assess how the resource utilization of
one project impacts other projects by using project portfolio management, which takes into
account all of these variables across a number of projects. Three main concepts serve as a
guidance for the project management process:
1. Planning
2. Controlling
3. Managing
1. PLANNING
Defining your project is the initial stage in project management planning.
SCOPE: Define the parameters of the task. Enumerate the tasks that will comprise the
project along with their respective roles. Determine the significant benchmarks that will be
useful in tracking the project's advancement as well.
16
DURATION: Calculate how long the project will take to complete and the start and
completion dates.
RESOURCES: Examine the availability of labour, raw materials, and other resources that
will be needed. figuring out the availability and labour resources. Building a successful
project requires a careful consideration of work hours. For different workforce types, careful
preparation is required for vacations, downtime, and the usual workweek.
COST: Consider any hidden project expenses in addition to the cost per resource. Determine
the project's approximate budget. To keep an eye out for any cost overruns, create a project
budget in advance.
2. CONTROLLING
Preserving the initial plan as a benchmark or goal timeline might aid in project control once it
has been developed and budgeted for.
BASELINE: As a timetable varies over time, a baseline offers a reliable point of
comparison. It enables the development of backup plans and the identification of major
deviations between the current and original schedules. Track work progress and expenses,
compare them to the baseline, and suggest appropriate steps to steer a project in the proper
direction.
PRIMAVERA: Supervisory Projects There are several advantages to having effective
project control. It makes it easy to closely monitor any issues before they get out of hand. It
enables senior management and the project team to examine cost and timing timelines based
on the actual schedule.
3.MANAGING A PROJECT: A project manager is in charge of overseeing a project
from beginning to end.
ROLE OF A PROJECT MANAGER:

A skilled project manager may be an advisor, coordinator, motivator, and communicator at
different points in the process. As the project manager, you represent the project in many
ways by making sure the organization behind it is doing its part to get the best results.
 In order to manage the project's advancement, it is imperative to inform the team of any
modifications to the timeline and any potential ramifications.
17
 Consistency in staying informed about projects is another necessary skill for a good
project manager. Choose a day every week or every two weeks to have it update projects
on a regular basis.
 The routine report will provide progress on metrics like the start and end dates of
activities and the dates on which resources are used. modifications to resource prices.
 Establish a uniform protocol for updating and scheduling, as well as for reporting
advancements.
 Several tools are available in the Project Management module to help with progress
reporting to senior management and team members.
 Toide a central area where team members may monitor project progress, use the Project
Web Site option.Take into consideration the various system reports as a way to convey c
hanges.Senior management may also quickly and simply compile project data and take a
picture of how a project or set of projects is doing using the Primavera Web Portfolio M
anagement module.Create a central area for team members to see project progress by
using the Project Web Site option.
3.3 APPLICATION OF PRIMAVERA

 Maintain a balanced resource capacity.
 Track and display the progress of the project against the original plan..
 Organize, coordinate, and manage challenging tasks..
 Perform hypothetical analysis and review other project plans.
 Assign the best resource and monitor development.
3.4 ADVANTAGES OF PRIMAVERA

 PRIMAVERA P6 REDUCES RISK: Project costs will increase if the schedule has
mistakes, inconsistencies, or overruns. To make up for the additional expenses, this
might include eliminating more important project components. When organizing,
supervising, and finishing a project, Primavera P6 may be used to detect and reduce
risks.
 EASY TO USE SOFTWARE: The scheduling interface of Primavera P6 is still user-
friendly, despite its numerous sophisticated analysis and procedures. You just input the
data and wait for the program to identify any issues. Examples include unrecorded
worker shifts, an excessive number of staff members, or the requirement for more raw
resources. Even with huge, multi-tier projects, P6 may be used from start to finish.
18
 OPTIMIZED RESOURCES: With Primavera P6, project participants may
meticulously track the availability of resources and modify them as needed to fulfill
project requirements. Additionally, through resource trend and cost analysis, the
program may assist in identifying areas where resource costs may be minimized.
 ENHANCED VISIBILITY: Project managers and company leaders place a high
priority on visibility and adhering to political and environmental constraints. It may be
guaranteed that the project does not present any potential violations since Oracle
Primavera P6 enables all data to be input, tracked, and analyzed in a single area.
 FORECASTING OF PROJECT ACTIVITIES: A project may need more tasks,
activities, and resources as it develops in order to satisfy stakeholder needs. Project
managers may produce predictions for resources, activities, and other project demands
using Oracle Primavera P6.
3.5 STRUCTURING PROJECTS:

Included are the fundamentals of the Enterprise Project Structure (EPS) and instructions on
how to create the hierarchy, access projects that already exist, utilize and traverse the EPS,
and specify project characteristics. Moreover .
 To make sure that every project is efficiently managed and that the appropriate
security measures are in place, use an organizational breakdown structure (OBS) in
combination with the EPS.
 It defines an infinite number of hierarchical resource codes for grouping and rollups,
establishes the people and tools needed to complete the task, and creates a standard set
of roles based on skill criteria that you can give to resources in all projects.
 3Work breakdown structure (WBS) is used to illustrate and serve as the foundation
for the EPS's requirements, milestones, and budget and expenditure data.
 Project funding sources and budgets, as well as monthly spending plans that illustrate
how funds are allocated across project life cycles and layouts that monitor and analyze
deviation as projects advance, are all products of this system.
 In order to classify projects for organizing, grouping, choosing, and summarizing, it
set up project codes.
 It creates custom fields that make it possible to monitor and report project data in
areas tailored to specific business requirements.
 It generates calendars with information about corporate and national holidays,
workdays and non-workdays related to a project, and vacation days for resources.
19
3.6 IMPLEMENTING THE SCHEDULE:
It explains the process of creating a set of codes that may be applied to the organization,
grouping, selection, and summarization of project activities. It also provides instructions on
how to:
 Assign durations, dates, resource details, activity kinds, activity linkages, and other
activity details to the many activities that make up projects.
 Create global cost accounts to monitor activity costs and earned value in accordance
with the organization's unique cost account codes once you have set up the project's
expenses, or nonrecourse costs.
 To accomplish top-down estimate, give estimating weights to WBS pieces and
activities.
3.7 UPDATING AND MANAGING THE SCHEDULE: In order to manage

project cost, schedule, and performance data, it explains how to create baseline plans.
Moreover, describes how to:
1. Establish baselines that will be used for reporting earned value, comparison, and
summary.
2. Update projects through the use of timesheet data from the Timesheets module, direct
application of real dates to activities, and project scheduling and leveling information.
3. Compile and save project data "on-the-fly" or at a predetermined, regular period.
4. Create issues or known difficulties in a project plan by hand or by establishing project
thresholds that keep track of project data in accordance with predetermined metrics.
5. Determine the impact a project risk will have on the budget, time, and scope of the
project. Project risks are worries or uncertainties about a project or one of its
components.
6. Track the timeline by putting up extra layouts to keep an eye on the progress of the
project. CatLog and manage all project-related papers and deliverables.
7. To ascertain the revised project data, compare projects and baselines.
8. To maintain the most up-to-date project data possible throughout the whole organization,
confirm projects coming into and going out of the module.
9. To ensure that all project data is as current as possible across the business, check projects
in and out of the module.
20
3.8 CUSTOMIZING PROJECTS:
It describes how to:
1. Layouts should be customized for analysis and simpler data entering.
2. Present detailed project details.
3. Produce reports that detail or summarize project information.
4. Upload a project to the Internet.
3.9 IMPORTING AND EXPORTING DATA:

It describes how to:
1. Share project and methodological information across Primavera users.
2. Primavera proprietary exchange format users in project management and methodology

management (XER).
3. Using Primavera XML files, share project data with other Primavera Project Management
users.
4. Utilize Microsoft Excel or Project to share project data
5. Primavera Project Planner (P3), Primavera Contractor, and Primavera Contract Manager
Users can exchange project data with each other using the Project Management module.
3.10 PROJECT MANAGEMENT HELP:

1. To enhance the documentation, a comprehensive online assistance system is offered.
2. Use to get step-by-step instructions for particular project tasks, comprehensive descriptions
of windows and dialog boxes, and general information about program choices.
3. Use for detailed window and dialog box explanations, basic program information, and
step-by-step guidance for specific project tasks.
3.11 ENTERPRISE PROJECT SRTUCTURE:

The enterprise Project Structure (EPS) is a hierarchy that organizes the database of projects.
To support parallel activity inside the organization, the EPS can be split into as many tiers or
nodes as necessary. Projects are always at the lowest level of the hierarchy, whereas divisions
within your firm, project stages, site locations, or other significant groups that satisfy your
organization's needs might be represented as nodes at the highest, or root, level.
21
3.12 ORGANIZATIONAL BREAKDOWN STRUCTURE:
A worldwide OBS, which stands in for the management in charge of the EPS projects,
implements the EPS structure. Every manager inside the Organization is linked to the WBS
of the specific tier of the hierarchy and their respective region of the EPS, either through a
project or a node.
22
3.13 PROJECT:
A project is a collection of tasks and the data that goes along with them that make up a
strategy for producing a good or service. A project comprises an arbitrary number of
activities, relationships, baselines, costs, risks, issues, thresholds, and work
products/documents in addition to a start and completion date and a work breakdown
structure (WBS). Additionally, a project could have its own website.
23
3.14 CALENDARS:
They are employed to precisely represent resource availability information by setting the
working hours of a project and its resources. The program schedules, tracks, and levels
resources based on the calendar assignments you make. An organization's working and non-
working hours will be shown on the calendar. Additionally, the working days and hours in a
day will be represented on the calendar. In addition, it is possible to establish national
holidays, designated days, and work/non-work days particular to a project. Three calendar
pools exist:
24
GLOBAL: Calendars that are applicable to all database projects are found in the global
calendar pool.
PROJECT: There is a distinct pool of calendars for every project within the company
called the project calendar pool. SOURCE: There is a distinct pool of calendars for every
resource in the resource calendar pool. It is possible to designate global or project calendars
to activities and resource or resource calendars to resources.
25
26
3.15 WORK BREAKDOWN STRUCTURE:
It is used to define and arrange the project components in a way that makes it easy to
recognize the deliverable reports and to provide a detailed summary of the schedule and cost
data at various levels. A work breakdown structure (WBS) is a hierarchical breakdown of a
project's components. It connects the various tasks that need to be completed to the final
result. The work breakdown structure (WBS) is created by beginning with the ultimate goal
and working your way down to smaller, more manageable components that encompass all the
steps needed to reach the goal. These components are determined by factors including size,
time, and responsibility. It will offer a simple method for condensing info and improve
comprehension. There is only one hierarchical WBS structure supported by Primavera project
management. WBS is a hierarchical structure that has an attachment for each activity.
27
3.16 ACTIVITIES:
A project's activities are its essential work components. They are the smallest project
subdivision that directly relates to the module since they are the lowest level of a work
breakdown structure (WBS). When an activity is broken down into steps, the primary
resource for that activity is usually in charge of overseeing and monitoring the progress of the
individual stages, and the project manager is in charge of overseeing and monitoring the
development of the activity as a whole.
For example, you could want to set up an activity code called "Subcontractor" if the majority
of your project activities are outsourced. Next, you can determine the set of all potential
subcontractors (i.e., activity code values). The code for the activity can be allocated to
activities and used to meet your reporting requirements by grouping, organizing, filtering, and
sorting activities.
3.17 ACTIVITY CODES:
Activity codes can be used for the following
 Arrange and classify the activities in the activity table and layouts according to
distinct categories.
 Based on activity code values, view summary bars on the Gantt chart.
 Examine and expand the tasks listed in the activity table.
 Recap the actions.
 Filter activities.
 Create reports using the editor or wizard.Activity codes include, but are not limited
to, Phase, Location, Responsibility, and Subcontractor.
3.18 ACTIVITY CODE AT DIFFERENT LEVELS:

Activity codes can be setup at three levels:
 GLOBAL: Every activity in your P6 database has access to an infinite number of
global activity codes that users can define. You can arrange tasks at this level both
within a single project and throughout the enterprise project structure (EPS).
 EPS: Activities inside of an EPS node can use these codes. An infinite quantity of
EPS level codes can be created by users. One project can coordinate its activities
28
within another, or all projects that share an EPS node can organize their activities
together.
29
30
31
32
33
PROJECT: Activities within the project in which the codes are developed can access the
codes. Up to 500 project-level activity codes may be created by users. You can group and
filter tasks according to certain project reporting criteria by using project codes. Relationships
between predecessors and successors describe how one activity links to the beginning or end
of another. Schedule dates are determined by combining these relationships with the
durations of the activities. The relationships between the activities in a Gantt chart and
activity networks are visually represented by relationships lines. A predecessor activity is one
that regulates the beginning and end of a successor activity or another activity. An activity
that depends on the beginning or ending of another activity, or the activity of a predecessor, is
called a successor.
3.19 TYPES OF RELATIONSHIPS:
1. FINISH TO START (FS) RELATIONSHIPS: The successor activity cannot start

until its predecessor finishes.
2. START TO START (SS) RELATIONSHIP: The successor activity cannot start
until its predecessor starts.
34
3. FINISH TO FINISH (FF) RELATIONSHIPS: The finish to date of the predecessor
task determines the finish date of the successor‘s task.
4. START TO FINISH (SF) RELATIONSHIP: the successor activity cannot finish
until its predecessor starts.
3.20 GANTT CHART: The term "Gantt chart" refers to the initial bar chart created by
Henry L. Gantt in 1917. A bar is a visual depiction of project operations that is displayed in a
time-scaled bar line without any interactivity. It gained popularity in the construction
business very rapidly. gives a graphical representation of the project's activity progress. Gantt
chart bars, colors, labels, and symbols are all customizable. In the Gantt chart, it can also
group, filter, and sort the activities. The top and bottom layouts show the Gantt chart. A
project needs to be divided into more manageable, often uniform parts, known as tasks or
activities.
In bar charts, time is primarily represented by the x-axis, while specific activities are
represented by the y-axis. Early Spring Project management uses scheduling to determine the
early start and conclusion dates of each action from the beginning of the project to the end.
An algorithm with a mathematical foundation for scheduling a group of project tasks is called
the Critical Path Method. The series of actions that sum up to the longest total duration is
known as the critical route. It's the quickest the job can be finished in. Following scheduling,
we determine the minimum amount of time needed to finish the project in 265 days by
applying the critical path technique.
35
3.21 RESOURCES: The labor force and tools needed to complete tasks for a project are
considered its resources. Resources are used frequently in between tasks and are time-based.
In order to facilitate the distribution of resources to pertinent activities, it may be helpful to
establish a resource pool for the organization.
It can monitor the project's resource and cost performance by allocating several resources to
P6 activities. One versatile tool for resource analysis and project cost estimation is the
Primavera P6 resources component. Primavera P6 displays the cost of the project as a whole
as well as the cost of each task and deliverable for the work breakdown structure.
36
BILL OF QUANTITIES
37
ctivity Activity WBS Activity Budgeted Budgeted
ID Status Code Name Total Cost Labor Cost Resources
MAZDOOR, MATE, MASON
A1000 Not Started RB.1.1 EXCAVATION 106200 106200
MASON, R.C.C FITTERS, MAZDOOR, MIXER OPERATOR,
A1010 Not Started RB.1.1 CUBOIDAL FOOTING 72600 68000 VIBRATOR, REINFORCEMENT BARS, SAND
BRICKWORK+
A2300 Not Started RB.1.7.2 FITTING OF DOOOR FRAMES 172000 48000 MAZDOOR, MASON, SAND, CEMENT BAG, MATE
PLACING OF ELECTRICAL
A2310 Not Started RB.1.7.2 CONDUIT 20600 3600 ELECTRICIAN, ELECTRICAL MATERIAL, P.V.C PIPES
A2320 Not Started RB.1.7.2 INTERNAL PLASTERING 85000 36000 SAND, CEMENT BAG, MASON, MAZDOOR
A2330 Not Started RB.1.7.2 INTERNAL P.O.P PAINT 14050 4050 PAINT, PAINTER
A2340 Not Started RB.1.7.2 FLOORING 256395 21600 FLOORING TILES, FLOORING LABOUR, TOILET CERAMIC TILES
A2350 Not Started RB.1.7.2 FITTING OF WINDOWS OF 34500 22500 GLASS WINDOWS, GLASS FIXER
A2360 Not Started RB.1.7.2 PLUMBING 58100 8100 PLUMBER, SANITARY WARE
A2370 Not Started RB.1.7.2 ELECTRICAL 8430 2430 ELECTRICIAN, electricals
A2860 Not Started RB.1.8 SCAFFOLDING (2SIDES) 40000 40000 MASON, MAZDOOR
A2870 Not Started RB.1.8 EXTERNAL PLASTERING 100000 60000 MASON, MAZDOOR, MASON, CEMENT BAG, SAND
A2880 Not Started RB.1.8 EXTERNAL PAINT 11860 4860 PAINTER, PAINT
BARBENDING&FIXING OF
A2890 Not Started RB.1.1.1 COLUMNS 292500 22500 REINFORCEMENT BARS, R.C.C FITTERS, MAZDOOR
A2900 Not Started RB.1.1.1 FORMWORK FOR COLUMNS 27000 27000 MAZDOOR, R.C.C FITTERS
MIXER OPERATOR, MIXER, VIBRATOR, MAZDOOR, MASON,
A2910 Not Started RB.1.1.1 CONCRETING FOR COLUMNS 81350 33300 R.C.C FITTERS, CEMENT BAG, stones, SAND
A2920 Not Started RB.1.1.1 DESHUTERING OF COLUMNS 33500 33500 MAZDOOR, R.C.C FITTERS
A2930 Not Started RB.1.1.1 FORMWORK OF STAIRCASE 40000 40000 R.C.C FITTERS, MAZDOOR
38
Activity Activity WBS Activity Budgeted Budgeted
A2940 Not Started RB.1.1.1 STAIRCASE 150000 60000 MASON, R.C.C FITTERS, MAZDOOR, REINFORCEMENT BARS
SAND, stones, CEMENT BAG, MASON, R.C.C FITTERS,
A2950 Not Started RB.1.1.1 CONCRETING FOR STAIRS 78075 46800 MAZDOOR, MIXER OPERATOR, MIXER, VIBRATOR
A2960 Not Started RB.1.1.1 FORMWORK OF SLAB 40000 40000 MAZDOOR, R.C.C FITTERS
BARBENDING & FIXING OF
A2970 Not Started RB.1.1.1 SLABS 400000 40000 R.C.C FITTERS, MAZDOOR, REINFORCEMENT BARS
A2980 Not Started RB.1.1.1 CONDUITS 11000 4500 P.V.C PIPES, ELECTRICAL MATERIAL, ELECTRICIAN
A2990 Not Started RB.1.1.1 CONCRETING OF SLAB 40000 40000 MASON, MAZDOOR
A3000 Not Started RB.1.1.1 DESHUTTERING OF SLAB 9000 9000 R.C.C FITTERS
39
40
41
42
BRICKWORK+FITTING OF
A4830 Not Started RB.1.7.1 DOOOR FRAMES 172000 48000 MAZDOOR, MASON, SAND, CEMENT BAG, MATE

43


44
A5230 Not Started RB.1.7.7 BRICKWORK 172000 48000 MAZDOOR, MASON, SAND, CEMENT BAG, MATE
A5270 Not Started RB.1.7.7 CONCRETE FLOORING 61600 21600 FLOORING LABOUR, CEMENT BAG, SAND

MASON, R.C.C FITTERS, MAZDOOR, MIXER OPERATOR,
A1020 Not Started RB.1.1 TRAPEZOIDAL FOOTING 72600 68000 VIBRATOR, REINFORCEMENT BARS, SAND
45
46
47
48
49
DRAWINGS
50
C.BED ROOM C.BED ROOM
FAMILY LIVING FAMILY LIVING
MASTER BED ROOM MASTER BED ROOM
C.BED ROOM C.BED ROOM
FAMILY LIVING FAMILY LIVING
TYPICAL FLOOR PLAN

MASTER BED ROOM MASTER BED ROOM
51
GROUND FLOOR PLAN
52
B1 C1 B2 C2 C4 B3 C4 C4 B3 C4 C2 B2 C1 B1
B6 B6
C2 C2
S1 S2 S2 S2 S2 S1
B6 B5 B5 S6 S6 B5 B5 B6
B2 S3 B2 S4 B2 S3 B2
B2 B3 B4 B4 B3 B2
C1 C3 C3 C1
C5 C5
B6 S1 S4 B6 B3 C3 C3 B3 B6 S4 S1 B6
B5 B5
C3 C3
S5 S5
C5 C2 C2 C5
B2 C1 B3 B3 C1 B2
S1 S1 B2 S4 B2 S1 S1
B2 B2
B6 S1 S1 B6
B6 S2 B5 S6 B5 B5 S6 B5 S2 B6
B6 B6
C4 C4
B1 C5 B2 C4 C4 B3 C4 C4 C4 B3 C4 C4 B2 C5 B1
LIFT
B1 C1 B2 C2 B6 C4 B3 B3 C4 B6 C2 B2 C1 B1
C2 C2
C4 C4 C4
S1 S2 B5 S6 S2 S2 B5 S2 S1
B6 B5 B6 S6 B6 B5 B6
S3 B2 B2 S3
B2 C3 B4 B2 S4 B2 B4 C3 B2
B3 B3
C5 C5
C1 C1
S1 B5 S4 B6 B3 C3 C3 B3 B6 S4 B5 S1
B6 C3 C3 B6
C1 C1
C5 C2 S5 S5 C2 C5
B2 B3 B3 B2
B2 S1 S1 B2 STAIR CASE B2 S1 S1 B2
S1 B6 B6 B6 S6 B6 S1
B6 S2 B5 S6 B5 S2 B6
C4 C4
B1 C5 B2 C4 C4 B3 C4 C4 B3 C4 C4 B2 C5 B1
LAYOUT OF SLAB, BEAMS, & COLUMNS
53
54
55
56
GANTT CHART
57
58
59
60
61
62
63
64
65
66
67
68
REFERENCE
69
REFERENCES:
1. K. Suresh Kannan, M. G. Ranjith Kumar, ―Planning and Scheduling Residential

Building Using Primavera Software‖, Volume 4, Issue 1, 2019.
2. Subramani. T and Chinnadurai. K (2015), Construction Management and
Schdeduling of Residential Building using Primavera International Journal of
Application or Innovation in Engineering & Management (IJAIEM),4(5),188-
198.
3. Prabhat Kumar Sinha, Abu Salah Mohammed Alakhdar Abdul Aziz, R.k.
Pandey, Ashok Tripathi & Anshuman (2013), Time and Schedule
management using Primavera, International journal of civil engineering and
technology, 4(5), 78-89.
4. Sathinder Chopra and Arvind Dewangan (2014), Time and Schdeule
management by using primavera P6: Significance of activity ID and
description, International Journal of innovative Research in Science,
Engineering and Technology,3 (7), 15022-15027.
5. X Regina Mary abd V. Rathinakumar (2015), Reducing Construction
Constraints using primavera, Indian Journal of Science and Technology,
8(14),1-7.
6. Unmesh. Y. Polekar and Rohit. R. Salgude (2015), planning, scheduling and
tracking of a residential project using primavera software, international
Journal of Advance Research in Computer Science and Management
Studies,3(5),227-236.
7. Muralidaran Ramabhadran An Investigation into Cost Overrun in
Construction Projects International Journal of Construction Engineering and
Management 2018, 7(1): 1-21
8. Chew Y.L. and Michael, 2001 Construction Technology for Tall Building.
2nd Edition, University Press and World Scientific Publishing Co. Pvt. Ltd.,
Singapore.
9. Mantri S., the A to Z of ―Practical Building Construction and its
Management‖.
10. Ranjbaran A., February 2007,‖Planning and Control of High-Rise Building
Construction
70
11. Pai S.K., Verguese P., Rai S., January 2013,―Application of Line of Balance
Scheduling Technique (LOBST) for a Real estate sector‖, ISSN: 2278 – 7798
International Journal of Science, Engineering and Technology Research
(IJSETR) Volume 2, Issue 1.
12. Ranjbaran A., February 2007,‖Planning and Control of High-Rise Building

Construction‖
13. Shi, J., and Abou Rizk, S.M. (1997). ―Resource-based Modeling for
Construction Simulation.‖ J. Constr. Engg & Mgmt, ASCE. 123(1). 26-33.
71
RESULT AND DISCUSSIONS
72
RESULTS AND DISCUSSIONS:
Based on the present case study the following results are determined. The various
factors are tabulated as follows. Which indicates the data representation to achieve
the following result,
Activities Actual Cost Predicted Cost Difference
Foundation 15,00,000 20,00,000 5,00,000

Ground floor 12,00,000 15,00,000 3,00,000
First floor 12,00,000 15,00,000 3,00,000
Second floor 12,00,000 15,00,000 3,00,000
Third floor 12,00,000 15,00,000 3,00,000
Fourth floor 12,00,000 15,00,000 3,00,000
Fifth floor 12,00,000 15,00,000 3,00,000
Roof 700000 800000 1,00,000
Finishing 42,56,130 50,00,000 7,43,870
Total amount 1,25,76,365 1,68,00,000 31,43,870
The contractor had supplied us with the information that the actual duration of the
project is 365 days and the total cost of the project was summed up to Rs.2 crs
(approx.).
But the same project when efficiently planned using primavera software could be
completed in only 265days as shown in planned schedule with the total project cost
assuming up to Rs.1 crs (approx) as obtained from estimation of cost.
Therefore, it is concluded that a project could be completed 79 days earlier and

would save Rs.31, 43,870.
Hence our objective of our project which were to complete the project in stipulated
of time minimum resources and to maximize the resource material and equipment
have been achieved.
73

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COST OVERRUN AND DELAYS IN CONSTRUCTION

MANAGEMENT BY USING PRIMAVERA

Supervisor Submitted By:

School of Engineering &Technology

Counter Signed by Approved by

Dr. Gaurav Shukla

 Many users or stakeholders, including government agencies, project managers,

1.5 CAUSES OF COST OVERRUN AND DELAYS IN CONSTRUCTION

T. Subramanian, et al (2014), ―Causes of Cost Overrun in Construction‖ The industry plays a

2.2 REVIEW LITERATURE

Ramanathan Chidambaram and Narayanan Sambu Potty(2014), ―Qualitative analysis of Time

3.2 PLANNING AND CONTROLLING

ROLE OF A PROJECT MANAGER:

3.3 APPLICATION OF PRIMAVERA

3.4 ADVANTAGES OF PRIMAVERA

3.5 STRUCTURING PROJECTS:

3.7 UPDATING AND MANAGING THE SCHEDULE: In order to manage

3.9 IMPORTING AND EXPORTING DATA:

2. Primavera proprietary exchange format users in project management and methodology

3.10 PROJECT MANAGEMENT HELP:

3.11 ENTERPRISE PROJECT SRTUCTURE:

 Examine and expand the tasks listed in the activity table.

 Recap the actions.

3.18 ACTIVITY CODE AT DIFFERENT LEVELS:

1. FINISH TO START (FS) RELATIONSHIPS: The successor activity cannot start

A2370 Not Started RB.1.7.2 ELECTRICAL 8430 2430 ELECTRICIAN, electricals

A4900 Not Started RB.1.7.1 ELECTRICAL 8430 2430 ELECTRICIAN, electricals

A4980 Not Started RB.1.7.3 ELECTRICAL 8430 2430 ELECTRICIAN, electricals

A5060 Not Started RB.1.7.4 ELECTRICAL 8430 2430 ELECTRICIAN, electricals

A5140 Not Started RB.1.7.5 ELECTRICAL 8430 2430 ELECTRICIAN, electricals

A5220 Not Started RB.1.7.6 ELECTRICAL 8430 2430 ELECTRICIAN, electricals

A5300 Not Started RB.1.7.7 ELECTRICAL 8430 2430 ELECTRICIAN, electricals

FAMILY LIVING FAMILY LIVING

MASTER BED ROOM MASTER BED ROOM

C.BED ROOM C.BED ROOM

FAMILY LIVING FAMILY LIVING

TYPICAL FLOOR PLAN

LAYOUT OF SLAB, BEAMS, & COLUMNS

1. K. Suresh Kannan, M. G. Ranjith Kumar, ―Planning and Scheduling Residential

12. Ranjbaran A., February 2007,‖Planning and Control of High-Rise Building

Activities Actual Cost Predicted Cost Difference

Foundation 15,00,000 20,00,000 5,00,000

Therefore, it is concluded that a project could be completed 79 days earlier and

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