ASSIGNMENT

Course Title - Construction Project Management Techniques

PROJECT IDENTIFICATION AND FEASIBILITY

Project is a mission, undertaken to create a unique facility, product or service within

the specified scope, quality, time and costs. Project can also be defined as organisation
and performance of resources such as men, money, machinery, materials, space and
technology into logical sequence of activities.

Most projects start with a need to have a new facility long before designers start
designs and drawing of the projects and certainly before field construction work can
commence. Elements of this phase include:

- Conceptual analysis

- Technical and feasibility studies and

- Environmental impact reports.

Here, our project is to build a cricket stadium outside a mega city over a piece of land
in 16 months.

Hockey is our national game but cricket is more popular. Day by day craze for cricket is
soaring not only in old aged or middle aged people but youngsters and teenagers, boys
and girls-everybody is taking keen interest to watch cricket either to watch on TV
screen or at cricket stadium.

5 Days test cricket is the oldest form of the game. So many people like to watch this
sort of game because it is said that test cricket is real ‘’test’’ for cricketers. Due to its
long time (5 days) few people would like to go to the stadium to enjoy it.

Then came more exciting cricket called ‘’ one dayers’’ or limited overs matches. It
became popular very quickly because of its short time and more excitement and
uncertainties till the last ball of the game.

Some business minded people revolutionized the idea of shorter games viz 20T or 20-
20 overs matches. Its real excitement. In only few overs batsmen hit lot of runs.
Showering fours and sixes tense the bowlers’ nerves but beat the heart throbs of the
cricket lover spectators. Commercialization of the game is also eyecatching.Now the
beauty and glamour is added to the game. Cheer leaders are the dancers (mostly
beautiful girls wearing short clothes) who encourage batsmen to hit more and more
runs or bowlers to take more wickets. Indian Cricket League (ICL) and Indian Premiere
League (IPL) are new tournaments which are becoming more and more popular.

Meanwhile technology was improving and become part of the game. Before there was
only TV and newspapers, but now we have internet. We have digital cameras with
extra zoom, stump vision cameras, speedometers to check the speed of the ball
thrown by the bowlers, digital sound systems, graphics systems, all the necessary data
of the past cricket comes on the screen within a few seconds. These all aspects
strengthen the idea that cricket will live and it is part of our lives.

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Stadium is to be built near the megacity. Resources will be available easily. Machinery
and manpower will be available at ease. Infrastructure facilities are there so the roads
and transportation, electricity, water, and materials will be available easily.

Market is highly competitive and we are living in the era of Advertising and marketing.
So many companies would like to sponsor matches. Lot of money can be generated
through giving rights to the television channels for broadcasting of the matches. Not
only this, sponsors are ready to pay money for their logos on the uniform of the
cricketers. Money can be generated through the advertising hoardings on the ground
boundary. There is no doubt that commercialization and glamour will draw more and
more cricket spectators to the stadium to watch their favorite cricketers in action as
well as beautiful girls or cheer leaders.

CONCLUSION: After going through all these aspects we can conclude that building a
cricket stadium outside the megacity will be beneficial project not to the cricket lovers
only but as a profit making business also.

PROJECT DEVELOPMENT PROCESS

From conceptualization to implementation the stages in the development of

construction project (here cricket stadium) fall into broadly consistent patterns but
time and degree of emphasis each project takes on its own a unique character.

An idea of a project passes through six phases before it become a reality:

- Conceptualization

- Engineering and design

- Procurement

- Construction

- Commissioning

- Operation and maintenance

PROJECT MANAGEMENT ORGANIZATION

Generally, project management is distinguished from the general management of

corporations by the mission-oriented nature of a project. A project organization will
generally be terminated when the mission is accomplished. According to the Project
Management Institute, the discipline of project management can be defined as follows:

‘’Project management is the art of directing and coordinating human and material
resources throughout the life of a project by using modern management techniques to
achieve predetermined objectives of scope, cost, time, quality and participation
satisfaction’’.

By contrast, the general management of business and industrial corporations assumes

a broader outlook with greater continuity of operations. Nevertheless, there are
sufficient similarities as well as differences between the two so that modern
management techniques developed for general management may be adapted for
project management.

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The basic ingredients for a project management framework may be represented
schematically in Figure -1. A working knowledge of general management and
familiarity with the special knowledge domain related to the project are indispensable.
Supporting disciplines such as computer science and decision science may also play an
important role. The representation in Figure -1 reflects only the sources from which the
project management framework evolves.

Figure 1: Basic Ingredients in Project Management

Specifically, project management in construction encompasses a set of objectives

which may be accomplished by implementing a series of operations subject to resource
constraints. There are potential conflicts between the stated objectives with regard to
scope, cost, time and quality, and the constraints imposed on human material and
financial resources. These conflicts should be resolved at the onset of a project by
making the necessary tradeoffs or creating new alternatives. Subsequently, the
functions of project management for construction generally include the following:

1. Specification of project objectives and plans including delineation of scope,

budgeting, scheduling, setting performance requirements, and selecting project
participants.
2. Maximization of efficient resource utilization through procurement of labour,
materials and equipment according to the prescribed schedule and plan.
3. Implementation of various operations through proper coordination and control of
planning, design, estimating, contracting and construction in the entire process.
4. Development of effective communications and mechanisms for resolving
conflicts among the various participants.

The Project Management Institute focuses on nine distinct areas requiring project
manager knowledge and attention:

1. Project integration management to ensure that the various project elements are
effectively coordinated.
2. Project scope management to ensure that all the work required (and only the
required work) is included.
3. Project time management to provide an effective project schedule.

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 4. Project cost management to identify needed resources and maintain budget
control.
5. Project quality management to ensure functional requirements are met.
6. Project human resource management to development and effectively employ
project personnel.
7. Project communications management to ensure effective internal and external
communications.
8. Project risk management to analyze and mitigate potential risks.
9. Project procurement management to obtain necessary resources from external
sources.

PROJECT PLANNING AND CONTROL

Planning is the basic function of the management. Planning is concerned with ‘how and
when’ to achieve the predetermined objectives. Planning sets all other functions of
management viz. organizing, staffing, directing, motivating, coordinating etc.The main
objectives of planning are listed below:
i. Analysis
ii. Anticipation
iii. Scheduling resources
iv. Co-ordination and control
v. Production of data
All effectively managed projects involve the preparation of the project plan. This is the
fundamental
document that spells out what is to be achieved, how it is to be achieved, and what
resources will
be necessary. In Projects and Trends in the 1990s and the 21st Century, author Jolyon
Hallows
says, "The basic project document is the project plan. The project lives and breathes
and changes
as the project progresses or fails." The basic components of the project, according to
Hallows, are
laid out in the figure below.

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"With the plan as a road map, telling us how to get from one point to another," says
Hallows, " a
good project manager recognizes from the outset that a project plan is far more than
an academic
exercise or tool for appeasing upper management. It is the blueprint for the entire
scope of the project, a vital document which is referred to frequently, often updated
on-the-fly, and something
without which the project manager cannot proceed."
CONTROL OF PROGRESS ON SITE

Without control planning loses much of its value. It must be applied continuously to
update the plans and to enable reconsideration of the workload in the light of what has
already taken place.

Control involves comparing the actual achievement with the plans. If a programme is
to be really effective as a control document, it must represent time and quantity of
work carried out.

Progress can be recorded on planning charts that clearly indicate what is happening
and where corrective action needs to be taken.

Weekly and monthly meetings are invaluable in helping to control progress. The action
necessary for correcting underproduction will be considered and the best solution will
then be incorporated into the programme for the next period.

PROJECT WORK BREAKDOWN

work within each phase to identify the events or tasks, and their associated subtasks.
Define
everything that needs to be done; this is called the work breakdown structure.
The Work Breakdown Structure (WBS)
The WBS has become synonymous with a task list. The simplest form of WBS is the
outline,
although it can also appear as a tree diagram or other chart. Sticking with the outline,
the WBS
lists each task, each associated subtask, milestones, and deliverables. The WBS can be
used to
plot assignments and schedules and to maintain focus on the budget.

COSTING ACTIVITY

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Cost estimating is one of the most important steps in project management. A cost
estimate establishes the base line of the project cost at different stages of
development of the project. A cost estimate at a given stage of project development
represents a prediction provided by the cost engineer or estimator on the basis of
available data. According to the American Association of Cost Engineers, cost
engineering is defined as that area of engineering practice where engineering
judgment and experience are utilized in the application of scientific principles and
techniques to the problem of cost estimation, cost control and profitability.

The costs of a constructed facility to the owner include both the initial capital cost and
the subsequent operation and maintenance costs. Each of these major cost categories
consists of a number of cost components.

The capital cost for a construction project includes the expenses related to the initial
establishment of the facility:

• Land acquisition, including assembly, holding and improvement

• Planning and feasibility studies
• Architectural and engineering design
• Construction, including materials, equipment and labor
• Field supervision of construction
• Construction financing
• Insurance and taxes during construction
• Owner's general office overhead
• Equipment and furnishings not included in construction
• Inspection and testing

The operation and maintenance cost in subsequent years over the project life cycle
includes the following expenses:

• Land rent, if applicable

• Operating staff
• Labor and material for maintenance and repairs
• Periodic renovations
• Insurance and taxes
• Financing costs
• Utilities
• Owner's other expenses

COST OF PROJECT:

Capacity of spectators = 80000

Time limit =16 months

Average cost of ticket =Rs.100

Per year matches =4

Assuming One match average spectators = 60000

Earning from match tickets = Rs.100 x 60000 =Rs. 6000000

Per year earning through matches = Rs.6000000 x 4 = Rs.24000000

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In 5 years earning through matches = Rs.24000000 x 5 = Rs. 120000000

Say the built up area for the stadium = 20000 Sqm

Cost of construction per Sqm = Rs.6000

Therefore, Total cost of construction = 20000 x Rs. 6000

=Rs.120000000

This cost will be covered in 5 years exactly.

(Note: Other income from the broadcasting rights to the TV channels, hoarding
advertising, fees from sponsors etc.will be different than this ticket income.)

The Critical Path Method

The most widely used scheduling technique is the critical path method (CPM) for
scheduling, often referred to as critical path scheduling. This method calculates the
minimum completion time for a project along with the possible start and finish times
for the project activities. Indeed, many texts and managers regard critical path
scheduling as the only usable and practical scheduling procedure. Computer programs
and algorithms for critical path scheduling are widely available and can efficiently
handle projects with thousands of activities.

The critical path itself represents the set or sequence of predecessor/successor

activities which will take the longest time to complete. The duration of the critical path
is the sum of the activities' durations along the path. Thus, the critical path can be
defined as the longest possible path through the "network" of project activities, as
described in Chapter 9. The duration of the critical path represents the minimum time
required to complete a project. Any delays along the critical path would imply that
additional time would be required to complete the project.

There may be more than one critical path among all the project activities, so
completion of the entire project could be delayed by delaying activities along any one
of the critical paths. For example, a project consisting of two activities performed in
parallel that each require three days would have each activity critical for a completion
in three days.

Formally, critical path scheduling assumes that a project has been divided into
activities of fixed duration and well defined predecessor relationships. A predecessor
relationship implies that one activity must come before another in the schedule. No
resource constraints other than those implied by precedence relationships are
recognized in the simplest form of critical path scheduling.

To use critical path scheduling in practice, construction planners often represent a

resource constraint by a precedence relation. A constraint is simply a restriction on the
options available to a manager, and a resource constraint is a constraint deriving from
the limited availability of some resource of equipment, material, space or labor. For
example, one of two activities requiring the same piece of equipment might be
arbitrarily assumed to precede the other activity. This artificial precedence constraint
insures that the two activities requiring the same resource will not be scheduled at the
same time. Also, most critical path scheduling algorithms impose restrictions on the
generality of the activity relationships or network geometries which are used. In
essence, these restrictions imply that the construction plan can be represented by a
network plan in which activities appear as nodes in a network, as in Figure 9-6. Nodes

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are numbered, and no two nodes can have the same number or designation. Two
nodes are introduced to represent the start and completion of the project itself.

The actual computer representation of the project schedule generally consists of a list
of activities along with their associated durations, required resources and predecessor
activities. Graphical network representations rather than a list are helpful for
visualization of the plan and to insure that mathematical requirements are met. The
actual input of the data to a computer program may be accomplished by filling in
blanks on a screen menu, reading an existing datafile, or typing data directly to the
program with identifiers for the type of information being provided.

With an activity-on-branch network, dummy activities may be introduced for the

purposes of providing unique activity designations and maintaining the correct
sequence of activities. A dummy activity is assumed to have no time duration and can
be graphically represented by a dashed line in a network. Several cases in which
dummy activities are useful are illustrated in Fig. 10-1. In Fig. 10-1(a), the elimination
of activity C would mean that both activities B and D would be identified as being
between nodes 1 and 3. However, if a dummy activity X is introduced, as shown in part
(b) of the figure, the unique designations for activity B (node 1 to 2) and D (node 1 to
3) will be preserved. Furthermore, if the problem in part (a) is changed so that activity
E cannot start until both C and D are completed but that F can start after D alone is
completed, the order in the new sequence can be indicated by the addition of a
dummy activity Y, as shown in part (c). In general, dummy activities may be necessary
to meet the requirements of specific computer scheduling algorithms, but it is
important to limit the number of such dummy link insertions to the extent possible.

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Many computer scheduling systems support only one network representation, either
activity-on-branch or acitivity-on-node. A good project manager is familiar with either
representation

CONCLUSION:

This cricket stadium will be profitable for all the parties say sponsors, spectators,
cricket association etc.

BIBLIOGRAPHY / REFERENCE

1. Construction Project Management Techniques, Published by NICMAR,2008

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2. Chris Hendrickson and Tung Au, project Management for Construction,
Fundamental Concepts for Owners, Engineers, Architects and Builders, First
published by Prentice Hall, USA, 1989, Second edition 2000

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