Unit 5 - Emergency Specialisations For An Architect

PROFESSIONAL
PRACTICE - 2
UNIT 5 – EMERGENCY SPECIALIZATIONS
FOR AN ARCHITECT
UNIT 5 – CONSTRUCTION
MANAGEMENT
 TOPICS THAT WILL BE COVERED!!!
 Project Management (Concept, Objectives,
Planning, Scheduling, Controlling and Roles and
Responsibilities of a Project Manager)
 Construction Management (Role, Function and
Responsibilities of a Construction Manager)
 Suitability of an architect as a
construction/project manager
 Programme Evaluation Review Techniques
(event, activity, dummy network rules, graphical
guidelines for network – PERT Network)
MANAGEMENT
PROJECT
MANAGEMENT
MANAGEMENT
 OVERVIEW OF PROJECT MANAGEMENT
MANAGEMENT
 An endeavor to accomplish a specific objective
through a unique set of interrelated tasks and
the effective utilization of resources
 Has a “well-defined objective” stated in terms of
scope, schedule & costs
 Projects are “born” when a need is identified by
the customer – the people or organization willing
to provide funds to have the need satisfied
 People are critical in accomplishing the
objectives
 Tools & Techniques aid them
MANAGEMENT
 So, what are few examples of “PROJECT”??
 Planning a wedding
 Designing and implementing a system or solution
 Hosting a holiday party
 Designing & producing a brochure
 Holding a high-school reunion
 Setting up of factory
 Etc, etc, etc, etc…
MANAGEMENT
 “… a non-routine, non-repetitive, one-off-
undertaking, normally with discrete time,
financial and technical performance goals…”
- Harison
 “… a system involving the coordination of a
number of separate department entities
throughout the organization and which must
be completed within prescribed schedules &
time constraints… “ – PMI
MANAGEMENT
 WHAT IS PROJECT MANAGEMENT???
“… discipline of planning,
organizing, motivating &
controlling resources to achieve
specific goals while honoring
the preconceived constraints
such as scope, time, quality and
budget…”
MANAGEMENT
MANAGEMENT
 Learn to make adjustments
 Don’t fail to plan ahead
 Train the crew
“… Completing a successful project don’t

always lie above the surface, but like an
iceberg, may loom much larger that what
you can see on the horizon…”
MANAGEMENT
MANAGEMENT
 These three constraints are often competing
constraints:
 Increased “scope” means increased time &
increased cost
 A tight “time” constraint means increased cost &
reduced scope
 A tight “budget” means increased time and
reduced scope or managing the project over a
longer period of time to take advantage of
various funding opportunities without a loss of
continuity
MANAGEMENT
 Who dictates the scope, cost and time??
 INTEREST GROUPS
 Owner – wants to achieve the best results for
their investment
 Contractors – desire to bid low enough to win but
high enough to realize profit on investment
 Workers – hope to achieve better living standards
& working conditions
 Architects & Engineers – not directly associated
with the above groups
 Professional achievement is more attractive
MANAGEMENT
 OWNER’S RESPONSIBILITY
 Make financial arrangements to fulfill his
obligations
 Furnish accurate contract specifications and
drawings for the contractors’ work
 Right to stop work
 Right to change work
 Right to terminate the contract if contractor
defaults
MANAGEMENT
 CONTRACTOR’S RESPONSIBILITY
 Review contract documents for errors and
inconsistencies
 Supervise and coordinate all construction work at
site
 Provide full time superintendent at the site
 Responsible for site safety
 Indemnify the owner against any claims by third
parties
MANAGEMENT
 ARCHITECT’S RESPONSIBILITY
 Architect is the owner’s representative
 Architect is the administrator of the contract
 Visit site at appropriate stages of construction to familiarize
himself/herself generally with the progress and the quality of
the work and to determine whether the work is proceeding in
accordance with the contract documents
 Advice the owner on work progress
 Guard the owner against defects & deficiencies in the work of
the contractor
 Reviews contractor’s claims & approves the amount to be
paid to the contractor
 Architect is not responsible for methods of construction or
site safety
MANAGEMENT
MANAGEMENT
 CONCEPT & FEASIBILITY STUDIES
 Forecast future demand
 Location
 Availability of resources
 Accessibility to transportation
 Political & institutional factors
 Sociological & economical impact on the
community
 Environmental impact
 Overall technical & economic feasibility
 DPR
MANAGEMENT
 PRELIMINARY ENGINEERING & DESIGN
 Architectural concepts
 Evaluation of technological process alternatives
 Size & capacity of the facility
 Comparative economic studies
 Reviews by regulatory bodies for compliance
 Zoning regulations & building codes
 Licensing procedures
 Safety standards
 Environmental impact/clearance
 Public hearing, if any
 Funding cycles management from FI, Banks etc.
MANAGEMENT
 DETAILED ENGINEERING & DESIGN
 Design of architectural elements
 Design of structural elements
 Site investigation (SBC & other factors)
 Foundation design
 Electrical & Mechanical design
 Other allied services design
 Preparation of specifications & drawings
 Preparation of contract documents
 Field Construction Methods
MANAGEMENT
 PROCUREMENT
 Services
 Equipments
 Materials
 Lump sum contract
 Cost plus fee contract
 Negotiated contract
MANAGEMENT
 CONSTRUCTION
 Process whereby architect’s plans &
specifications are converted into physical
structures & facilities
 Coordination of all resources to facilitate the
completion of the project
 On schedule
 Within budget
 According to specified standard of quality &
performance
MANAGEMENT
 START-UP & IMPLEMENTATION
 Snag list preparation
 Rectification
 Thorough checks
 Completion certificates
 OPERATION & UTILIZATION
 Regular maintenance of the facility
MANAGEMENT
 Approaches – Traditional Approach
 Identifiesa sequence of steps to be completed
 Five developmental components of a project can
be distinguished
 Initiation
 Planning & Design
 Execution & Construction
 Monitoring & Controlling Systems
 Completion
MANAGEMENT
 Approaches – Traditional Approach
MANAGEMENT
“… If you don’t
know where you
are going, any road
will take you
there….”
- Confucius
MANAGEMENT
 For a successful construction project,
A selection process based only on the lowest bid &
which fails to consider quality
 Involvement of multiple parties, from the owner to
architects, engineers, general contractors, subbies
and countless vendors
 Long term nature of construction projects
 Failure to select a “project delivery system”
appropriate to the project
 Incomplete drawings and specifications
 Unrealistic cost projections
 Unrealistic scheduling
MANAGEMENT
 For a successful construction project,
 Unforeseen site and weather conditions
 Poor communication & coordination among the
project participants
 Attempt by parties to unfairly shift project risks
onto other parties, who have no control over
such risks
 Failure to provide adequate contract
administration
MANAGEMENT
 TEN COMMANDMENTS OF CONSTRUCTION
 Deal with responsible people
 Use common sense
 Conduct a very thorough site inspection
 Define and communicate clear project goals
 Enter into and enforce a fair contract
 Develop comprehensive drawings and specifications
 Make and monitor a realistic construction schedule
 Make a realistic budget projection
 Face problems promptly & squarely
 WORK TOGETHER!!!!
MANAGEMENT
 PROJECT DESCRIPTION
 The Project Description has three parts:
 PURPOSE & SCOPE
 Statement of Purpose (Why are we doing this
project, benefits, etc)
 Scope can be defined in various ways (organization
structure, departments, geography, process, etc)
 Specific “out-of-scope vs. in-scope” items (define
the project limitations and what is not included up
front)
MANAGEMENT
 PROJECT DESCRIPTION
 The Project Description has three parts:
 GOALS & OBJECTIVES
 What defines a successful project?
 Measures (How will you know you achieved success?)
 Critical success factors (document the influences or
barriers to success)
 ASSUMPTION, DEPENDENCIES & CONSTRAINTS
 Assumptions: factors considered true or certain (Person X
will lead the team, Exec has approved $$$ for project,
etc)
 Dependencies on other departments, team or projects
 Constraints: factors that will limit the team’s options
(have $$$ allocated for this project, 6 month window for
project, etc)
MANAGEMENT
 PLANNING, SCHEDULING & CONTROLLING
 The aim of PSC is to show the PM at all times
 Precisely where the work stands, and where it should
stand
 When delays occur, what must be done to offset them
 The cost of correcting delays, compared to the cost of
drag-out that will otherwise accrue
 The impact of delays and difficulties which occur on
project completion, start-up, production and the
Owner's return on investment
 The earliest practicable time that project completion
and start-up can be expected, if all goes well
MANAGEMENT
 "Planning" means determining what work must be
done to achieve the project objective and the
relationships between the various activities
 "Scheduling" means deciding when the various
activities will be carried out
 "Control" means making full use of the tools
provided by the scheduling and monitoring
operations and refers to the process of analyzing
data, investigating causes of backlog,
determining solutions, comparing the cost of
these drag-out costs, and preparing specific
recommendations to the Project Manager
MANAGEMENT
MANAGEMENT
 Steps in Planning
 DEFINE – the objectives of the project in definite words
 ESTABLISH – goals and stages intermediate to attain the final
target
 DEVELOP – forecast and means of achieving goals/activities
 EVALUATE – organization’s resources – financial, managerial
and operational – to carry out activities and to determine
what is feasible and what is not
 DETERMINE – alternatives – individual courses of action that
will allow to accomplish goals
 TEST – for consistency with company’s policy
 CHOOSE – an alternative which is not only consistent with its
goals and concept but also one that can be accomplished
with the evaluated resources
MANAGEMENT
 Steps in Scheduling
 CALCULATE – detailed controlled information
 ASSIGN – timings to events and activities
 GIVE – consideration to the resources
 ALLOCATE – the resources
 Steps in Controlling
 ESTABLISH – standards or targets. These targets are generally
expressed in terms of time
 MEASURE – performance against the standards set down in the
first step
 IDENTIFY – the deviations from the standards
 SUGGEST AND SELECT – corrective measures – should involve
identifying, decision making and organizing and leadership
skill of the decision maker
MANAGEMENT
 ROLES & REPONSIBILITIES OF A PM
 Planning and Defining Scope
 Activity Planning and Sequencing
 Resource Planning
 Developing Schedules
 Time Estimating
 Cost Estimating
 Developing a Budget
 Documentation
 Creating Charts and Schedules
 Risk Analysis
MANAGEMENT
 ROLES & REPONSIBILITIES OF A PM
 Managing Risks and Issues
 Monitoring and Reporting Progress
 Team Leadership
 Strategic Influencing
 Business Partnering
 Working with Vendors
 Scalability, Interoperability and Portability
Analysis
 Controlling Quality
 Benefits Realization
MANAGEMENT
CONSTRUCTION
MANAGEMENT
MANAGEMENT
 CONSTRUCTION MANAGEMENT
MANAGEMENT
 CONSTRUCTION MANAGEMENT
A typical construction manager has a scope of
work that is limited to the
pre-construction/construction phase
 A construction manager will supervise all
construction aspects of a project and will
typically participate in pre-construction
meetings, provide onsite supervision during
construction, and manage sub-contractors
 They may also directly hold subcontractor
contracts, and is therefore liable for all of the
subcontractors’ work
MANAGEMENT
 ROLES AND RESPONSIBILITIES OF A CM
 Manage and oversee the day-to-day construction management of the
project
 Prepares, supervises and approves the development of PEP (Project
Execution Plan) [from construction point of view] and its
implementation plus ensuring Lessons Learned are properly documented
through out the life of the project including Project Close-out
 Manage the construction effort and be the construction representative
of the company with Client
 To plan, develop and organize the construction effort to formulate the
most cost-effective plan to timely completion within budget and to
implement the execution of that plan
 Responsible for implementation of the scope of work as related to
construction/ fabrication, pre-commissioning, load-out and offshore
installation hook-up and offshore pre-commissioning and commissioning
of the facilities in conformance with project specifications, Scope of
Work, and in accordance with the approved Project Schedule
MANAGEMENT
 Monitor and report to Project Manager / Sr
Construction Manager of project details, including
progress, risks and opportunities in a timely manner
 Ensures all changes to specifications, work scope and
drawings are documented
 Define clear roles & responsibilities and deliverable
requirements in terms of both scope and schedule to
all the team members
 Review man-hours and duration forecasts to
completion for onshore construction and man-hours,
duration and manning forecasts for offshore hook-up
and offshore installation durations and resource
requirements
MANAGEMENT
 Monitor construction productivity and schedule
performance and investigate reasons for less
than satisfactory performance
 Provide recommendations and institute measures
for improvement by modification to operating
procedures/work instructions
 Adhere to Company Safety Standards and
promote safety culture among the ranks through
out the Company
 Any other ad-hoc projects and duties as required
by the management
MANAGEMENT
MANAGEMENT
 HOPE BASED PROJECT MANAGEMENT
MANAGEMENT
 REALITY BASED PROJECT MANAGEMENT
MANAGEMENT
 CONSEQUENCES OF “MORE” AS A MISSION
STATEMENT
MANAGEMENT
 ALWAYS BEWARE OF “SURPRISES”
MANAGEMENT
 SOMETIMES, PUSHING TOO HARD JUST
DOESN’T WORK OUT WELL
MANAGEMENT
 PUBLIC STATEMENTS DON’T ALWAYS REFLECT
REALITY…..
MANAGEMENT
 ….. AND SO ARE A LOT OF MEETINGS!!!
MANAGEMENT
 SUITABILITY OF AN ARCHITECT TO BE
PM/CM
MANAGEMENT
 SUITABILITY OF AN ARCHITECT TO BE
PM/CM
 Can an architect be a PM or CM?? Debate…
 Itdepends on the size of the firm
 Which is then determined by the structure and
organization of the firm or office
 Followed by responsibilities
MANAGEMENT
 PROGRAMME EVALUATION REVIEW
TECHNIQUE
 Event
 Activity
 Dummy network rules
 Graphical guidelines for network
 PERT Network
MANAGEMENT
 PERT
 Quotes from you and me
 Chances of you getting a handsome job will improve if
you obtain a masters degree
 Probably, collections jump in this month
 Most probably, ERP implementation will be done by
September
 Odds are greater for a better thesis review this
time???
 Manchester United getting stronger in the BPL is not
impossible but is highly improbable
 Defects from new machines are unlikely
MANAGEMENT
 PERT
 Each statement involves uncertainty
 Chances = Odds = Likelihood = PROBABILITY
 Real life is usually full of uncertainty
 Almost nothing is for sure
 In such situations, we cannot “PROVE”
anything
 ALL WE CAN DO IS ASSIGN A PROBABILITY TO
EACH OF THE DIFFERENT POSSIBLE
OUTCOMES
MANAGEMENT
 PERT
 What are your chances of getting a handsome job
after masters?
 How much you are confident about the collection
percentage rise this month?
 What are your odds that your thesis review will be
better this time?
 What is the possibility of Manchester United getting
stronger in the BPL??
 What is the probable number of times the new
machine would churn out good production?
MANAGEMENT
 PERT
 PROBABILITY THEORY PROVIDES TOOLS TO
DECISION MAKERS TO QUANTIFY
UNCERTAINTIES
 HOW ABOUT IN PROJECT MANAGEMENT??
 TIME ESTIMATES TYPES
 Deterministic Approach
 Non-deterministic/Probabilistic Approach
MANAGEMENT
 PERT
 Assigning Probabilities
 Classical Approach – assumes equally likely outcomes
(card games, dice games, tossing coins etc)
 Relative Frequency Approach – uses relative
frequencies of past occurrences as probabilities
(decision problems in the process of management,
delay in delivery of product)
 Subjective Approach – Guess based on past experience
or intuition (at higher level of managerial decisions
for important, specific and unique decisions)
MANAGEMENT
 PERT
MANAGEMENT
 PERT
 Relative Frequency Approach
 Making use of relative experiences of the past
 Example of attrition rate in an organization every
year coz of better prospects
 Subjective Approach
 Based on personal judgments
 Uses individual’s experience and familiarity of the
facts
 Example could be the share prices fluctuation over
the past few months
MANAGEMENT
 PERT PROBABILITY APPROACH
 Activity completion times are seldom known with
certainty
 PERT is a technique that treats activity completion
times as “random” variables
 Completion time estimates can be estimated using
the “Three Time Estimate Approach”
 In this approach, three time estimates are required
for each activity (PROBABILISTIC APPROACH)
a = an optimistic time to perform the activity
m = the most likely time to perform the activity
b = a pessimistic time to perform the activity
MANAGEMENT
 PERT PROBABILITY APPROACH
 With three time estimates, the activity completion
time can be approximated by a “beta distribution”
 Beta distribution can come in varied shapes:
MANAGEMENT
 MEAN & SD FOR ACTIVITY COMPLETION
TIMES
 The best estimate for the mean is a weighted average
of the three time estimates with weights 1/6, 4/6,
1/6 respectively on a, m and b
 Since most of the area is with the range from a to b
(b-a) and since most of the area lies 3 standard
deviations on either sides of the mean, then the SD is
approximated by Range/6
MANAGEMENT
 PERT ASSUMPTIONS
 Assumption 1
 A critical path can be determined by using the mean
completion times for the activities.
 The project mean completion time is determined
solely by the completion time of the activities on the
critical path.
 Assumption 2
 There are enough activities on the critical path so that
the distribution of the overall project completion time
can be approximated by the normal distribution.
 Assumption 3
 The time to complete one activity is independent of
the completion time of any other activity.
MANAGEMENT
 PERT TIME ESTIMATES
 Taking uncertainties into account…
 Optimistic Time Estimate
 Shortest possible time in which an activity can be completed,
under IDEAL CONDITIONS
 Represents the time in which we could complete the activity if
everything went along perfectly with no problems or adverse
conditions
 Better than normal conditions are assumed to prevail
 Represented by to or a
MANAGEMENT
 Pessimistic Time Estimate
 Best guess of the max time that would be required to complete
the activity
 Represents the time it might take to complete a particular
activity if everything went wrong and abnormal situations
prevail
 Does not include possible effects of highly unusual
catastrophes such as EQ, floods, fires etc.
 Represented by tp or b
MANAGEMENT
 Most Likely Time Estimate
 Also the most probable time – the time in the mind of the
estimator, representing the time the activity would most often
required if normal conditions prevail
 Lies between the optimistic and pessimistic time estimates
 Reflects a situation where conditions are normal, things are as
usual and there is nothing exciting
 Represented by tm or m
MANAGEMENT
 FREQUENCY DISTRIBUTION
 Time estimates are difficult to ascertain – needs some
guidance based on experience or past/available
information
 Plot a graph with the three time estimates
 The way in which the time estimates behave!!!
 What we get is a “unimodal curve” which is
symmetrical
 Also called “normal curve”
 Not necessary that all the times it may be “normal”
 Some may have to “skew” due to which it is not
symmetrical
MANAGEMENT
MANAGEMENT
MANAGEMENT
 So, what do we infer???
“…A WIDE RANGE IN TIME ESTIMATES REPRESENTS
GREATER UNCERTAINTY AND HENCE LESS
CONFIDENCE IN OUR ABILITY TO CORRECTLY
ANTICIPATE THE ACTUAL TIME THAT THE
ACTIVITY WILL REQUIRE…”
MANAGEMENT
 MEAN, VARIANCE AND STANDARD DEVIATION
 Whatever be the form of the curve, the following
aspects of the characteristics of the distribution
are important:
 Mean time or average time
 Deviation
 Variance
 Standard Deviation
MANAGEMENT
 Mean: defined by the algebraic sum of time
durations taken by various jobs divided by the
number of jobs
 Deviation: difference between the time under
consideration and the mean time. Difference
may be either positive or negative
MANAGEMENT
 Variance: is the mean of squared deviation.
Expressed by σ2
 Variance is calculated in the following steps:
 Obtain the mean of the distribution
 Determine the deviation of each time from the mean
 Find square of these individual deviations
 Find the mean of the squared deviations
 To note: deviations may be negative but their squares will
always be positive. Hence, VARIATION WILL ALWAYS BE
POSITIVE. Cannot have zero value unless each individual
deviation is zero
 Variance is commonly used in statistics as a measure of
variability of distribution
MANAGEMENT
 Standard Deviation: the square root of the
variance. SD is denoted by σ
MANAGEMENT
 NORMAL PROBABILITY DISTRIBUTION
MANAGEMENT
 NORMAL PROBABILITY DISTRIBUTION
 The mean of the NPD is denoted by µ
 It can be proved that:
 Approximately 68% of the values of ND lie within ±σ
from the average, where σ is the SD. Means that the
shaded area of the curve between x = µ - σ to x = µ +
σ is 68% of the total area
 Approximately 95% of all the values lie within ± 2σ from
the average. All area of the curve between x = µ - 2σ to
x = µ + 2σ is 95% of the total area
 Approximately 99.7% of all the values lie within ± 3σ
from the average. Means that the area of the curve
between x = µ - 3σ to x = µ + 3σ is 99.7%
MANAGEMENT
 PERT NETWORKS
 Before proceeding further;
 Two basic elements of network are:
 EVENT
 ACTIVITY
 EVENT - the commencement or completion of an
activity
 EVENT – a specific definable accomplishment in a
project plan, recognizable @ a particular time
 ACTIVITY – the actual performance of a task or the
work required to complete a specific event
 ACTIVITY – a recognizable part of a work project
that requires time and resources for its completion
MANAGEMENT
 EVENTS
 An event has 3 basic properties
 Either the start or completion of an activity
 Represents a noteworthy, significant &
recognizable point in the project – act as control
points
 An accomplishment occurring at an instantaneous
point of time but requiring no time or resources
itself
MANAGEMENT
 EVENTS
 An event MUST satisfy the following
requirements
 Must be positive, specific, tangible & meaningful
to the project
 Should be definitely distinguishable as a specific
point in time
 Should be really understood by all concerned
with the project
MANAGEMENT
 EVENTS – REPRESENTATION
IN A NETWORK DIAGRAM, EVENTS ARE

REPRESENTED BY NODES
MANAGEMENT
 EVENTS – SPECIFYING THE EVENTS
 TAIL EVENT
 Marks the “beginning” of an activity
 If a particular tail event represents the
commencement of the project – “initial event”
Activity Activity
10 1
Tail Event Initial Event

Activity A
20 Activity B
Tail Event
Activity C
MANAGEMENT
 HEAD EVENT
 Marks the “ending/completion” of an activity
 If a particular head event represents the
completion of the project – “final/end event”
Activity Activity
10 n
Activity A Head Event Final/End event

Activity P
Activity B 10 n
Activity C Activity Q
MANAGEMENT
 DUAL ROLE EVENTS
 Most of the events serve dual function (head
event to some activity and tail event to another
activity)
 All events except initial & final events are dual
role events
Activity A Activity B
11
Activity A
Activity P
Activity B 26
Activity Q
Activity C
MANAGEMENT
 DUAL ROLE EVENTS
2
A D
B E
1 3 5
C
F
4
MANAGEMENT
 Event 1: Initial event/tail event for A & B
 Event 2: Head event for A/tail event for D
 Event 3: Head event for B/tail event for C &
E
 Event 4: Head event for C/tail event for F
 Event 5: Head event for D,E,F/final or end
event
MANAGEMENT
 EVENTS – INTER-RELATIONSHIPS
 Things to consider:
 What event or events must be completed before a
particular event under consideration can be
started??
 What event or events must follow the particular
event under consideration??
 What activities can be accomplished
simultaneously??
 The order or sequence relates various events as:
 Successor Events (event that follows another event)
 Predecessor Events (event that occurs before another
event)
MANAGEMENT
2
1 3 5
4
MANAGEMENT
 Events 2,3,4 & 5 are successor events to event 1
 Events 2,3 & 4 are immediate successor events
to event 1
 Event 5 is the immediate successor event to
events 2,3 & 4
 Event 1,2,3 & 4 are predecessor events to event
5
 Events 2,3 & 4 are immediate predecessor events
to event 5
MANAGEMENT
 ACTIVITIES
 A significant activity must be:
A positive, specific, tangible & meaningful effort
 Such that the primary responsibility of effort can
be determined
 Having a description understandable by all
concerned with the project
 Having a time span
MANAGEMENT
 ACTIVITIES – REPRESENTATION &
IDENTIFICATION
 Activitiesare represented by simple “arrows”,
usually drawn from left to right
 Length of arrow neither represents the
magnitude of the work involved nor the time
required for its completion
 Not a vector quantity
 Length of the arrow is chosen to suit the drafting
convenience
MANAGEMENT
 ACTIVITIES – REPRESENTATION &
IDENTIFICATION
- In terms of events
they connect
Activity Representation
- By use of alphabets
for different
activities
2 3
Activity (2,3) - By writing actual
performance over
the arrow
10 11 Identification
Activity P
Install Machine
2 3 Description
[Activity (2,3)]
MANAGEMENT
 ACTIVITIES – INTER-RELATIONSHIPS
 Parallel Activities
 Can be performed simultaneously & independently to
each other
 Series Activities
 Which are to be performed one after the other, in
succession
 Can’t be performed independently to each other
A
Fix sanitary
12 fittings P Q
B Excavate Concrete
Foundations Foundations
Fix electric
fittings
PARALLEL SERIAL
MANAGEMENT
 ACTIVITIES – INTER-RELATIONSHIPS
 Predecessor Activities
 Activities that are required to be performed before
another job/activity can begin
 Activities that are required to be performed
immediately before another activity without an
intervening activity – IMMEDIATE PREDECESSOR
ACTIVITY
 Successor Activities
 Activities that can be performed after the
performance of other activity
 Activities that immediately follow another activity –
IMMEDIATE SUCCESSOR ACTIVITY
MANAGEMENT
Activity Predecessor Successor
A - C*, E
B - D*, E
C A* E*
D B* E*
E A, C*, B, D* -
C
A
B D
MANAGEMENT
 DUMMY ACTIVITY
 Dummy – type of operation in the network which
neither requires any time nor any resources but
is merely a device to identify a dependence
among operations
 Dummy – a connecting link for control purposes
or for maintaining uniqueness of activity
 Represented by arrow – but since it’s not an
activity, it is represented by dashed arrows
MANAGEMENT
 DUMMY – USES
 Serve two purposes
 Grammatical Purpose
 Used to prevent 2 arrows having common beginning &
end points
 Inconvenience results when the network is used for
computations (uniqueness is lost)
A A 3
1 2 1
B B
2
MANAGEMENT
 DUMMY – USES
 Serve two purposes
 Logical Purpose
 Used to give a clear logical representation in a
network having an activity common to two sets of
operations running parallel to each other
MANAGEMENT
 NETWORK RULES
 Initial node has only outgoing arrows – only single
initial node
 Event can’t occur until all the activities leading to
it are completed
 Event can’t occur twice (no looping back)
 Must not be any dead end left except final node.
Final node has only incoming arrows. Only one final
node
 No activity can start until its tail end event has
occurred
 Arrow should represent singular situation
(uniqueness to be maintained)
MANAGEMENT
 NETWORK RULES
MANAGEMENT
 NETWORK RULES
 Representation of the network should be such
that every activity is completed to reach the end
objective
 Constraints and inter-dependencies should be
shown properly on the network by use of
appropriate dummies
 Logic of network should always be maintained
 Show time flow from left to right
MANAGEMENT
 GRAPHICAL GUIDELINES FOR NETWORK
 Arrows doesn’t indicate duration – arrows should
be of equal size wherever possible
 Angle between arrows leaving or joining nodes
should be as large as possible so that more space
is available for addition of other relevant
information in the diagram
 Straight arrows should be used
 Arrows should normally not cross each other. If
crossing happens, length of arrow should be
broken to bridge over the other
MANAGEMENT
 GRAPHICAL GUIDELINES FOR NETWORK
MANAGEMENT
 NUMBERING THE EVENTS
 Essential to number the events or node points
 Numbering should be scientifically done so that they reflect
a logical sequence
 Fulkerson Rules could be used in a big network
 There is a single initial event in a network diagram. This initial
event will have arrows coming out of it and none entering it.
Number this initial event as 1
 Neglect all the arrows emerging out of the initial event numbered
1. Doing so will apparently provide one or more new initial events
 Number these apparently produced new initial events as 2,3,4 etc
 Again neglect all emerging arrows from these numbered events,
this will created few more initial events
 Follow Step 3
 Continue this operation until the last event, which has no emerging
arrows, is numbered
MANAGEMENT
 Other Rules
 Tailevent must have a lower number than the
head event
 For bigger networks, to avoid renumbering, enter
the number in multiples of 10
 This process is known as “SKIP NUMBERING”
MANAGEMENT
 Using Fulkerson rule, number the events of
the network as shown below:
MANAGEMENT
MANAGEMENT
 PERT ANALYSIS
 SLACK
 The difference between the two times (TL & TE)of an
activity indicates the range between which the
occurrence time of an event can vary
 Slack may be simply defined as the difference
between the latest allowable time and the earliest
expected time of an event
 S = TL - TE
MANAGEMENT
 PERT ANALYSIS
 Earliest Event Time (TE)
 After determining or estimating the time duration for an
activity, determine the time of occurrence of an event at
the “head of the activity”
 Earliest time at which an event can occur
 Time by which all the activities discharging into the event
under consideration are completed
 Time of completion for each activity is known (t ij)
 TjE = TiE + tij
 TjE = earliest occurrence time for the tail event
 TiE = earliest occurrence time for the head event
 ij = activity under consideration
 tij = time of completion of activity ij
MANAGEMENT
 PERT ANALYSIS
 Earliest Event Time (TE)
TE=0 TE=5 TE=12 TE=16
A B C
10 11 12 13
t=5 t=7 t=4
 TjE = TiE + tij

 TjE = (TiE + tij)max
 When more than one value TjE of is obtained for an
event, the highest value is underlined for forward
use
MANAGEMENT
 PERT ANALYSIS
 Latest Allowable Occurrence Time(TL)
 Latesttime by which an event MUST occur to keep the
project on schedule
 Denoted by TL
 Ifthe scheduled completion time (TS) of the project is
given, TL of end event will be equal to TS
 Ifthe schedule completion time is not specified, then T L is
taken equal to the earliest event time TE
 TiL = TjL - tij
 TiL = Latest occurrence time for the head event
 TjL = Latest occurrence time for the tail event
 ij = activity under consideration
 tij = time of completion of activity ij
MANAGEMENT
 PERT ANALYSIS
 Latest Allowable Occurrence Time (TL)
TE=0 TE=5 TE=12 TE=16
A B C
10 11 12 13
t=5 t=7 t=4
TL=0 TL=5 TL=12 TL=16
 TiL = TjL - tij

 TiL = (TjL – tij)min
 When more than one value TiL of is obtained for an
event, the least value is underlined for backward
use
MANAGEMENT
 PERT ANALYSIS TE=15
 SLACK 30
TL=15 tE=4
tE=10
tE=7
TE=0 TE=5 TE=22 TE=27
10 20 50 60
tE=5 tE=12 tE=5
TL=0 TL=5 TL=22 TL=27
tE=8
TE=13 tE=8
40
TL=19
MANAGEMENT
 PERT ANALYSIS
 SLACK
Event No TE TL S = TL-TE
10 0 0 0
20 5 5 0
30 15 15 0
40 13 19 6
50 22 22 0
60 27 27 0
MANAGEMENT
 PERT ANALYSIS TE=15
 SLACK 30
TL=15 tE=4
tE=10
tE=7
TE=0 TE=5 TE=22 TE=27
10 20 50 60
tE=5 tE=12 tE=5
TL=0 TL=5 TL=22 TL=27
tE=8
TE=13 tE=8
40
TL=19
MANAGEMENT
 PERT ANALYSIS
 SLACK
 Positive Slack – when TL is more than TE for an event.
An indication that the event is ahead of schedule
 Negative Slack – when the scheduled time Ts (and
hence TL is less than TE and its an indication that the
event is behind the schedule
 Zero Slack – is obtained when TL = TE for an event. It
is an indication that it is an on schedule condition
MANAGEMENT
 PERT ANALYSIS
 Exercise 1
 Determine the CP for the network:
20
tE=23.7
tE=9.8 tE=0
10 tE=12.3 30 tE=18 50 tE=3.5 70 tE=8.2 80
tE=9 tE=10.8 tE=18

tE=11
40 tE=10.2 60
MANAGEMENT
 PERT ANALYSIS
TE=9.8
20
TL=12.3 tE=23.7
tE=9.8 tE=0
TE=0 TE=12.3 TE=30.3 TE=33.8 TE=42
10 tE=12.3 30 tE=18 50 tE=3.5 70 tE=8.2 80

TL=33.8
TL=0 TL=12.3 TL=30.3 TL=42
tE=9 tE=10.8 tE=18
tE=11 TE=11.7
TE=21.9
40 tE=10.2 60
TL=12.8
TL=23
MANAGEMENT
 PERT ANALYSIS
Event No TE TL S = TL-TE
10 0 0 0
20 9.8 12.3 2.5
30 12.3 12.3 0
40 11.7 12.8 1.1
50 30.3 30.3 0
60 21.9 23.0 1.1
70 33.8 33.8 0
80 42.0 42.0 0
MANAGEMENT
 PERT ANALYSIS
 Exercise 2
 The expected time of completion (in days) for each activity of a
network is shown in. Determine the CP. It is given that the
scheduled completion time is 21 days.
2 6
1 5 7 9
3 4 8
MANAGEMENT
 PERT ANALYSIS
TE=4 TE=10
2 tE=6
6
TL=10
TL=4
tE=3
TE=0 tE=4 TE=14 TE=22
TE=11
1 5 tE=3
7 tE=6
9
tE=6 TL=10 TL=13
TL=-1 tE=2 tE=3 TL=21
TE=5
tE=5
TE=8 TE=17 tE=5
3 tE=3
4 tE=6
8
TL=16
TL=8
TL=4
Event Earliest Event Time Latest Event Time Slack
No
Pred Tij TjE TE Succ tij TiL TL S=TL - TE

Event (i) (T E + tij)
j Event (j) (T L – tij)
i
1 - - 0 0 2 4 0 -1 -1
3 5 -1
2 1 4 4 4 6 6 4 4 0
3 1 5 5 5 4 3 5 4 -1
5 6 4
4 3 3 8 8 5 2 8 8 0
8 6 10
5 3 6 11 11 7 3 10 10 -1
4 2 10
6 2 6 10 10 7 3 10 10 0
7 5 3 14 14 8 3 13 13 -1
6 3 13 9 6 15
8 4 6 14 17 9 5 16 16 -1
7 3 17
9 7 6 20 20 - - 21 21 -1
8 5
MANAGEMENT
 PROBABILITY OF MEETING SCHEDULED DATE
 After calculating TL, TE and critical path???
 An unanswered question!!!
 WHAT IS THE PROBABILITY OF MEETING THE
SCHEDULED TIME???
 Apply probability theory to the network analysis
 Things to discuss:
 CP – time wise, the longest path along a number of activities
 Three time estimates
 Time estimates having beta distribution
 Computation of tE assuming beta distribution
 tE is such that there is a 50-50 completion chance
MANAGEMENT
MANAGEMENT
 The probability of completion of the activity
within some other time Ts will be equal to the
area under the curve up to the vertical line thru
Ts divided by the total area of the curve
MANAGEMENT
 Summation of ΣtE of all activities along the CP is
equal to TE of the last event
 tE of individual activities has random probability
distribution (β) and the variation of TE for the
project, as a whole has a ND for practical purposes
 CENTRAL LIMIT THEOREM
 This theorem states that if there are n activities, each
having its own β – distribution with means µ1, µ2, µ3….., µn
and SD σ1, σ2, σ3,….., σn respectively, then the distribution
of time for the project as a whole will be approximately be a
ND curve. ND curve will have a mean µ and variance σ2 given
by
 µ = µ1+µ2+µ3+…..+µn
 σ2 = σ21+σ22+σ23+…..+σ2n
MANAGEMENT
 Procedure
 Properties of ND curve and the % probability
distribution table can be used only if the random
curve obtained from a particular network is reduced
to normalized form
 Obtained by making TE value for the end event
coincide with the modal value of the ND curve
 Following procedure is adopted for determining the
probability of meeting the scheduled completion
time:
MANAGEMENT
 Procedure
 Determinethe SD (σ) appropriate to the CP for the
network, using the relations
 σ = √Sum of variances along the CP (or)
 σ = √Σσ2ij, where σ2ij = variance for activity i-j along the CP
 = (tijp – tijo/6)2
 Knowing the scheduled completion time (ts) and EET
of completion (TE), find the time distance TS- TE and
express it in terms of probability factor Z by the
relation:
 Z = (TS - TE)/σ or Z = (TS - TE )/ √Σσ2ij
MANAGEMENT
 Procedure
The probability factor (Z) is the same as
normal deviate of table
 When Z is positive (TS to the right of TE) the chances of
completing the project on time are more than 50%
 When Z is zero (TS coinciding with TE), the chances of
completing the project on time is 50-50
 When Z is negative (TS to the left of TE), the chances
of completing the project on time is less than 50%
STANDARD NORMAL DISTRIBUTION FUNCTION
MANAGEMENT
 EXERCISES
 A Project is expected to take 15 months along the CP, having a
SD of 3 months. What is the probability of completing the project
within (a) 15 months (b) 18 months and (c) 12 months?
 TE = 15 months & σ = 3 months
(a) Given, Ts = 15months
Z = (15-15)/3 = 0
From table, for Z=0, probability = 50%
(b) Given, Ts = 18months
Z = (18-15)/3 = 1
From table, for Z=1, probability = 84.13%
(c) Given, Ts = 12months
Z = (12-15)/3 = -1
From table, for Z=-1, probability = 15.87%
MANAGEMENT
 EXERCISES
 PERT calculations yield a project length of 50 weeks, with a variance of
16. Within how many weeks would you expect the project to be
completed with probability of (a) 95% (b) 75% and (c) 40%?
 SD σ = √16 = 4
 For 95% probability Z≈ 1.65, Now Z = (TS - TE)/σ
 TS = σZ + TE
 = 4x1.65 + 50 = 56.6 ≈ 57 Weeks
 For 75% probability Z≈ 0.69
 Ts = σZ + TE
= 4x0.69 + 50 = 52.76 ≈ 53 Weeks
 For 40% probability Z≈ - 0.25
 Ts = σZ + TE
 = 4x (-0.25) + 50 = 49 Weeks
MANAGEMENT
 Linear Interpolation
FIND THE VALUE OF ‘Y’

AT ‘X’
MANAGEMENT
 EXERCISES
 For the network shown, the time estimates (in
days) each for activity are mentioned. Determine
the probability of completing the project in 35
days.
2 4-7 4-7-10
9 -18 -2
6 - 2
4-10-22
1 4 5
5-8
-1 7
-16 2-5-8
7
4-
3
MANAGEMENT
 Solution
 Determine the expected time of completion (tE) an variance σ2 for
each activity using the relations
 tE = (to + 4tL + tp)/6

Activity to tL tp tE σ2
1-2 6 9 18 10 4
1-3 5 8 17 9 4
2-4 4 7 22 9 9
3-4 4 7 16 8 4
4-5 4 10 22 11 9
2-5 4 7 10 7 1
3-5 2 5 8 5 1
No

i
1 - - 0 0 2 10 0 0 0
3 9 2
2 1 10 10 10 4 9 10 10 0
5 7 23
3 1 9 9 9 4 8 11 11 2
5 5 25
4 2 9 19 19 5 11 19 19 0
3 8 17
5 2 7 17 30 - - 30 30 0
3 5 1
4 11 30
CP = 1-2-4-5 = 30 days
MANAGEMENT
 Solution
TE=10
2 tE= tE=7
E= 10 9
t TL=10
TE=0 TE=19 TE=30
tE=11
1 4 5
tE=
9
tE=5
TL=0 TL=19 TL=30
TE=9
E=8
t
3
TL=11
MANAGEMENT
 Solution
 Now, deviation along the CP is given by σ = √Σσ2ij
 Where Σσ2ij = sum of variances along the CP
 = σ21-2 + σ22-4 +σ24-5
 = 4 + 9 + 9 = 22
 σ = √Σσ2ij = √22 = 4.69
 Z = (TS - TE)/σ, where Ts = 35 days

 = (35 – 30)/4.69 = 1.066
 From table, for Z=1.066, using linear interpolation, P≈ 85.7%
 HENCE THERE IS 85.7% PROBABILITY OF COMPLETING THE PROJECT

IN 35 DAYS
MANAGEMENT
 Exercise
 Figure shows the network for a construction project with the
three time estimates of each activity marked. Determine CP,
probability of completing the project in 40 days and time
duration that will provide 95% probability of its completion time
3-5-13 2-4-6
3 0-
7 8
0 -0
0
-2
2-3-10
11
8-
2-5-8 4-7-16 7-10-13

1 2 4 6
4-9
17
3-7-
-20
5
MANAGEMENT
 Solution
Activity to tL tp tE σ2
1-2 2 5 8 5 1
2-3 8 11 20 12 4
3-4 0 0 0 0 0
2-4 4 7 16 8 4
2-5 4 9 20 10 7.11
4-6 7 10 13 10 1
5-6 3 7 17 8 5.44
3-7 3 5 13 6 2.78
6-7 2 3 10 4 1.77
7-8 2 4 6 4 0.44
No

i
1 - - 0 0 2 5 0 0 0
2 1 5 5 5 3 12 5 5 0
4 8 9
5 10 9
3 2 12 17 17 7 6 25 17 0
4 0 17
4 2 8 13 17 6 10 17 17 0
3 0 17
5 2 10 15 15 6 8 19 19 4
6 4 10 27 27 7 4 27 27 0
5 8 23
7 3 6 23 31 8 4 31 31 0
6 4 31
8 7 4 35 35 - - 35 35 0
CP = 1-2-3-4-6-7-8 = 35 days
MANAGEMENT
 Solution
TE=31
TE=35
TE=17
3-5-13 2-4-6
3 0-
7 8
0 -0
0
TL=31
-2
2-3-10
TL=35
11
TE=0 TE=5 TL=17 TE=17 TE=27

8-
2-5-8 4-7-16 7-10-13

1 2 4 6
TL=17
4-9
TL=0 TL=5 TL=27

17
3-7-
-20
TE=15
TL=19
MANAGEMENT
 Solution
 Now, deviation along the CP is given by σ = √Σσ2ij
 Where Σσ2ij = sum of variances along the CP
 = σ21-2 + σ22-3 +σ23-4 + σ24-6 + σ26-7 +σ27-8
 = 1+4+0+7.11+1.77+0.44 = 14.32
 σ = √Σσ2ij = √14.32 = 3.78
 Z = (TS - TE)/σ, where Ts = 40 days

 = (40 – 35)/3.78 = 1.32
 From table, for Z=1.32, using linear interpolation, P≈ 90.64%
HENCE THERE IS 90.64% PROBABILITY OF COMPLETING THE PROJECT
IN 40 DAYS
For P = 95%, we have Z≈ 1.65
Ts = σZ + TE
 = (3.78 x 1.65) + 35 = 41.2 days
MANAGEMENT
 A project consists of 16 activities having their predecessor
relationship as follows:
 A is the first activity of the project
 B,C & D follow A and can be done concurrently
 E & G cannot begin until C is completed and can be performed
simultaneously
 F is the immediate successor to activities B & E
 H & K run in parallel and both succeed G
 L succeeds F & H
 I & J are immediate successor activities to activity D
 M & N are immediate successor to I & K. However, both M & N can
be performed concurrently
 Activities O & P are the last activities. Activity O is the immediate
successor to N & L. Activity P is the immediate successor to M & J
 DRAW THE NETWORK AND NUMBER THE EVENTS
MANAGEMENT
 A project consists of eight activities M, N, O, P, Q, R, S &
T. Draw the network and number the events if,
 Activities M,N & Q can start concurrently
 Activities O & P are concurrent and depend on the completion of
both M & N
 Activities R & S are concurrent and depend on the completion of O
 Activity T depends upon the completion of P, Q & R
 A project consists of eight events having predecessor
relationships as under. Draw the network.
Event Predecessor Event Predecessor
1 - 5 3,4
2 1 6 3,5
3 1 7 6
4 2,3 8 4,7

Unit 5 - Emergency Specialisations For An Architect

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Unit 5 - Emergency Specialisations For An Architect

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PROFESSIONAL

“… Completing a successful project don’t

IN A NETWORK DIAGRAM, EVENTS ARE

Tail Event Initial Event

Activity A Head Event Final/End event

 TjE = TiE + tij

 TiL = TjL - tij

10 tE=12.3 30 tE=18 50 tE=3.5 70 tE=8.2 80

tE=9 tE=10.8 tE=18

10 tE=12.3 30 tE=18 50 tE=3.5 70 tE=8.2 80

Pred Tij TjE TE Succ tij TiL TL S=TL - TE

FIND THE VALUE OF ‘Y’

 tE = (to + 4tL + tp)/6

Pred Tij TjE TE Succ tij TiL TL S=TL - TE

 Z = (TS - TE)/σ, where Ts = 35 days

 HENCE THERE IS 85.7% PROBABILITY OF COMPLETING THE PROJECT

2-5-8 4-7-16 7-10-13

Pred Tij TjE TE Succ tij TiL TL S=TL - TE

TE=0 TE=5 TL=17 TE=17 TE=27

2-5-8 4-7-16 7-10-13

TL=0 TL=5 TL=27

 Z = (TS - TE)/σ, where Ts = 40 days

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