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Teaching Assistant: Ankoor Bhagat (email@example.com).
EngrCEE 110 METHODS III: MODELING, ECONOMICS, AND MANAGEMENT
Class Project [Homework 6] Due Monday, June 11th at noon in CEE (no exception).
Attached is information about a construction case study as reported in Project Management: Principles and Practices by M. Pete Spinner (Prentice Hall, 1997). This information includes the project Work Breakdown Structure (WBS) and an ADM schedule. Input all tasks into MSProject and answer the questions below after reading the text carefully. Full credit=36 points (up to 4 bonus points as the maximum number of points is 40). For full credit, you must give explanations for your answers and provide a printout of your work in MSProject. 1. [10 points] Find the critical path for the project. What is the total project completion time? 2. [10 points] The present construction plan allows for completion of the project on February 10, 1997. The City of Southfork has asked the contractor, Lawrence Construction Co. (LCC), to reduce the completion time by two weeks. What changes could be implemented to reduce project duration? Hint: Some critical tasks could be split in two and preformed concurrently with other activities. For example, three weeks of painting could be done while woodwork is being completed. Use your engineering judgment. 3. On March 18, Nardan Constructors, one of the contractors, informs LCC that the following activities will be finished later than originally planned: Build floor forms will now be finished on April 20, 1996. Install underground piping and electrical will now be finished on May 24, 1996. a) [4 points] If LCC simply accepts these changes, what will the new project date and duration be? b) [6 points] To keep the whole project on schedule, however, LCC would like to reassess its plans. What activities could be performed faster in order to complete the project within the initial time frame? 4. When planning for personnel requirements for this project, LCC believes that supplying carpenters may be a problem for May 4th to August 8th (laborers, carpenters, and electricians are a resource for MSProject). a) [6 points] Assuming that all activities start at their EST, prepare a report on the carpenters workload from May 4th to August 8th. b) [4 points] If six carpenters are available for the project, will they be able to handle the workload? Will they need to work overtime? Justify your answer.
material. To complete the long-term equipment installation. To administer the project. An exception to this contract is a provision that the City of Southfork will furnish several major long-term delivery building equipment items. Excavation. 1997. processing the order. the contract provides funds to furnish labor. an architectural and engineering firm. building ready for occupancy February 10. Prepare the project planning diagram The Project Objectives After reviewing proposals on the major work divisions to be done. cleanup and approval At the initial organizational meeting. LCC reviews the main timing and cost objectives set by the City of Southfork: · Start project March 4. to prepare the construction drawings. concrete Structural steel. which will be designing the long-term equipment. 1997 · Authorized budget Not to exceed: $4. The city awarded the construction manager contract to Lawrence Construction Company (LCC) for a not-to-exceed price of $4. 2. LCC selected the following contractors: Contractor Nardan Constructors Kanes Steel Beede Builders Major Work Responsibilities . scheduling.450.000 2 . and bid documents. building interiors. roofing and siding Building exterior. problems associated with defects. will also assume responsibility for preparing the purchase order documents. Establish project objectives. 1996 · Complete project. when the city of Southfork will begin occupancy. PLANNING THE PROJECT Under the terms of the contract. 1996 and finish by February 10. LCC has divided it into three phases: planning.000. and coordinating the fabrication process and shipment to the job site. Besides the construction manager fees. Southfork has already retained S&E Associates. Terms of the contract provide for construction to start March 4.000-square-foot structure with exterior and interior characteristics similar to those of the main building. potential uncoordinated responsibilities-and all of these require special details in the specifications S&E. and equipment to complete the project. A separate responsibility of this nature may be awkward-how to accept shipment at the job site. and controlling. S&E will include in the specifications that the successful contractor (LCC) will be responsible for acceptance of this equipment and be accountable for proper installation and tryout. specifications. 3. The addition consists of a 50. Develop the project plan. LCC will provide a detailed plan of action to satisfy the City of Southfork that the operational plan meets the city's objectives. This type of arrangement is necessary for timely shipments of any critical items to avoid jeopardizing the construction schedule. The planning phase has three main steps: 1.BACKGROUND: SOUTHFORK CONSTRUCTION PROJECT The City of Southfork plans to construct a building addition to the library building at its CIVIC center.450.
3. The milestones set with the responsible contractors are as follows: Milestone Start project Excavation Concrete Structural steel Roofing Building exterior Building interiors Cleanup and approval Complete project Contractor LCC Nardan Nardan Kanes Kanes Beede Beede Beede LCC Start 3/4/96 3/4/96 3/4/96 3/4/96 6/17/96 3/4/96 7/29/96 12/16/96 -Complete -5/20/96 6/17/96 7/29/96 9/07/96 10/04/96 12/16/96 2/10/97 2/10/97 The Plan of Action The plan of action is made up of the activities needed to meet the project's objectives and milestones. also identified on the diagram.Using the starting and completion dates as the base. LCC and the designated contractors set up the interim objectives or milestones. List the important activities. The steps leading to construction of the project planning diagram using the project management approach are as follows: 1. 3 . Added to the time and cost information will be resource planning data. Identify personnel/labor costs. The completed diagram will supply the necessary input data to produce the computerized time and cost schedules. for generating the construction labor/personnel loadings. 4. Milestones are defined as the significant events to be achieved before meeting the main objectives. material and other costs to complete each activity. Develop the work breakdown structure (WBS). 2. the construction manager will organize them in a logical sequence to prepare a project planning diagram. List the personnel/Iabor required to complete each activity. When all the contractors make up a list of the activities needed to complete their work.
Constructing the final project plan diagram. Preparing subdiagrams will simplify constructing the final project plan. After reviews and approvals of the project planning diagram. Once each contractor has completed its respective subdiagram and reviewed it with the construction manager. and then prepares a preliminary diagram (or subdiagram) as shown in Figure 9.5 shows the completed project planning diagram for the Southfork Building Project with durations. costs. and resources of each activity. gives an accurate portrayal of the project. It is an excellent way to show the role of the significant activities. Preparing the WBS for many projects is difficult and tedious. The WBS is a format that the contractors use to identify and organize the activities necessary to complete a project.2 shows a completed WBS for the Southfork Building Project. While most software programs can generate schedule reports showing the timing and required resources using data entered from the planning diagram. Regardless. Those not familiar with network diagramming might prefer to review the organizational charting used in the WBS format. Each contractor examines its own activities. Nonetheless. Figure 9. The quality of computer graphics used to display a project diagram is improving. they investigate the relationships of the activities it shows. the data is now available to develop the computerized schedule. using the stated rules of arrow diagramming. determines how they are connected. there will be a joint meeting among all of the contractors to investigate the relationships among all of their work activities. it will likely meet the required standards. and timing estimates while the contractors are completing the final project plan. Figure 9 4 shows the completed subdiagram of this effort. it proves most rewarding as the process compels the participants to think through their project. Drawing it manually or with computer-aided design (CAD) provides a clear. resources. logical plan structured in the desired WBS form. Figure 9. workable plan. It also helps point out any omissions or duplications before they cause schedule inaccuracies. when completed. identifying all the data on the project planning diagram is important for preparation for computer analysis.Work Breakdown Structure. The Project Planning Diagram. eventually. The scheduling techniques used will give LCC and the contractors useful timing information by: · · · Establishing a supportable project duration for the plan Identifying the critical activities that make up the critical path through the project Identifying the activities where schedules can be altered without affecting the project duration 4 . There are varying styles of WBS formats which will show the responsibilities and/or resources with each activity. concise. THE PROJECT SCHEDULE The scheduling phase concerns when the w& will be done. The construction manager will test the validity of the costs. Once the WBS has been completed to the mutual satisfaction of the construction manager and the contractors. Added to this diagram will be the costs and resources required for each individual activity. This may be a more desirable option for reporting purposes. few can effectively draw a thorough.3. They could be confused with the appearance of a project panning diagram and uncertain of its purpose.
It displays the estimates and earliest start calculations for the activities on the project planning diagram that produce the acceptable project duration date. or (2) using a computer is not feasible for scheduling small projects. If the calculated project duration is not acceptable. 1996 start date (using a calendar or the date calculator. It is important to understand both manual schedule calculations and computerized scheduling.Project Time Estimates Time estimates are the basis of project scheduling. LCC and the contractors jointly prepared time estimates needed to complete the activities in the project. Also shown is the project duration. which is the earliest start time of the last activity of the project. 5 . that would be February 10.6 illustrates these efforts. To eliminate any potential inconsistencies. then keep adjusting estimates and the logic until the timing objectives of the project are satisfied. The time estimating process can also become a series of compromises among the contractors. Figure 9. Calculating the earliest start times of each project activity will give an immediate estimate of project duration. Use whatever method requires the least time and effort to validate the main objectives before starting the larger scheduling task. Their knowledge of their own work is the key to achieving acceptable estimates. The acceptable time estimates finally decided upon were placed below each activity arrow on the approved planning diagram. LCC will use certain parts of the manual scheduling method for several quick timing checks. The "give and take" discussions continue until all parties are in accord. It is 47 weeks from the March 4. 1997). It will also acquaint those working on the project with the analysis and logic used in scheduling projects by this technique. They had to ensure that contingency factors that contractors would want to include in their estimates for unforeseen conditions did not become excessive. Manual Timing Before using computer scheduling programs. This is a quick way to determine if the project duration (as defined by the objectives) conforms with the timing data shown on the project planning diagram. Manual scheduling may be used when (1) computer time is restricted.
6 .2: Work Breakdown Structure for the Southfork Building Project.Figure 9.
3: Connections among each contractor s activities 7 .Figure 9.
Figure 9.4: Interrelationships among contractors. 8 .
9 .Figure 9.5: Completed Planning Diagram.
10 .Figure 9.6: Earliest start times.
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