project management
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This document provides an overview of project management techniques for construction projects. It outlines the terminal learning objectives and introduces key concepts like developing an activity list, determining sequential relationships between activities, constructing a logic network, estimating resource requirements, and creating a Gantt chart schedule. The document also discusses safety considerations, management theory, tools like critical path method, and the six phases of the military construction project model.
project management
- 2. Terminal Learning Objective ACTION: Apply Project Management techniques. CONDITIONS: Given a classroom environment, student workbook, and TM 3-34.42 (Construction Project Management) and TM 3-34.41 STANDARDS: Demonstrate, without error, the following technical skills: Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities Construct a logic network Estimate resource requirements Compute a time analysis Prepare an Early Start Schedule Employ project control measures Resource constrain a construction project
- 3. Safety, Risk and Environmental Concerns Safety Requirements: None Risk Assessment Level: Low Environmental Considerations: None Evaluation: Practical Exercise
- 5. Management Theory Management The process of getting things done through people. Project Management The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.
- 7. Management and Scheduling Tools Gantt Charts MS Project Critical Path Method Logic Diagram Precedence Diagrams Man-Day Estimating Calculations Man-Day (MD)=Work performed by 1 person in 8 hours Resource Leveling
- 8. Gantt Chart Used for planning and monitoring project progress The Military uses Level I, II, and III Gantt Charts based on the required level of detail The Army uses MS Project in order to produce Gantt Charts They can also be created by hand, see Chapter 3 of TM 3-34.42
- 9. Gantt Chart in MS Project
- 10. Critical Path Method Step-by-step system for process planning and synchronization. Comprised of a logic network and a precedence diagram Provides an accurate, timely, and easily understood picture of the project Can be used for both combat and construction tasks
- 11. Military Construction Management Functions of Military Construction Managers are universal, although they may differ in details from one level to another. The managerial functions are: Planning Scheduling Monitoring/Controlling It is essential that the project manager understand the objectives, plans, and policies of superiors
- 14. Project Model Military construction projects follow a six-phase model. The duration and amount of effort for each phase depends on the scope and complexity of the project.
- 15. Enabling Learning Objectives Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities Construct a logic network Estimate resource requirements Compute a time analysis Prepare an Early Start Schedule Employ project control measures Resource constrain a construction project
- 16. Construction Directive Comes in the form of an OPORD, FRAGO, or WARNO Initiates Project Management Process Should include at a minimum: Mission Commander’s Intent Location Time Design/Plans Manpower Equipment Materials Priority Reporting Requirements
- 17. Interpret Construction Directive Determine Task Organization Determine Project Planning Timeline Conduct a Preplanning Conference Review Plans and Specifications Review/Create Bill of Materials Identify Special Training or Equipment Requirements
- 18. Conduct Site Investigation Provides opportunity to verify existing conditions represented in construction plans It is important to record notes and take pictures of the site If a pre-construction site visit is not feasible, it is important to use all other available resources to obtain information on the physical location of the project
- 19. Site Visit Considerations Some key characteristics of the location to take note of include: Terrain Drainage Accessibility Natural Resources Existing Facilities Weather Soils
- 20. Enabling Learning Objectives Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities Construct a logic network Estimate resource requirements Compute a time analysis Prepare an Early Start Schedule Employ project control measures Resource constrain a construction project
- 21. Master Activity List Study plans and specifications Construct the project mentally Appendix C of TM 3-34.41 is a good place to start Understand the degree of detail required BDE, BN, CO, Platoon, Squad
- 22. Low Degree of Detail
- 23. High Degree of Detail Project: Construct Bridge
- 24. Make an Activity List When making an activity list DO NOT consider the following: Time Soldier Availability Order of Construction Material Equipment
- 25. Number Master Activities Page 3 of Student Work Book
- 26. In Class Practical Exercise Develop an activities list of at least 8 activities for the project depicted on pages 4 through 5 of your student workbook. Page 6 of the workbook can be used to record your list.
- 27. PE Potential Solution 1. Dig Trench 1 2. Dig Trench 2 3. Assemble Culvert 1 4. Assemble Culvert 2 5. Install Culvert 1 6. Install Culvert 2 7. Backfill Culvert 1 8. Backfill Culvert 2
- 28. Enabling Learning Objectives Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities Construct a logic network Estimate resource requirements Compute a time analysis Prepare an Early Start Schedule Employ project control measures Resource constrain a construction project
- 29. Project Management Each Activity must be examined to determine: Which activities must be finished before this one begins? Which other activities may either start or finish at the same time as this one? Which activities cannot begin until this one is finished?
- 30. Activity Relationships Page 7 of Student Work Book
- 32. Enabling Learning Objectives Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities Construct a logic network Estimate resource requirements Compute a time analysis Prepare an Early Start Schedule Employ project control measures Resource constrain a construction project
- 33. Logic Network/Diagram Graphical illustration of the construction activity sequence from start to finish and the interdependencies among activities Ensures that no items/tasks overlooked during the planning phase Not concerned with activity durations or crew sizes at this point Write each activity on a piece of paper/post-it note and draw lines between the tasks are dependent on each other
- 34. Logic Network
- 35. Logic Network
- 36. Logic Network
- 37. Logic Network
- 38. Logic Network
- 39. Culvert P.E. Step 1: Draw the start node Step 2: Draw activities preceded by NONE Step 3: After each of the starting activities, place the activities that immediately follow it. Step 4: Continue using this methodology until all activities have been diagrammed. Step 5: Draw the finish node.
- 40. Activity Nodes A rectangle/ parallelogram representing an activity Contains all of the necessary information for the activity
- 41. Node Numbering Node Numbering Rules: Every activity node number must be different. The activity node number at the head of the logic arrow must be greater than the number at the tail of the arrow. Normally use increments of five or ten
- 42. Student Workbook P.E. 2 Page 7 of Student workbook
- 43. Summary Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities (PIB list) Construct a logic network
- 44. Enabling Learning Objectives Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities Construct a logic network Estimate resource requirements Compute a time analysis Prepare an Early Start Schedule Employ project control measures Resource constrain a construction project
- 46. Man-Day Estimating Man-Day (MD) is a unit of work performed by one person in 8 hours The MD is a set standard and does not change The number of hours for an assigned workday may change, but a MD is always 8 hours
- 47. Man-Day Estimating What are some resources for estimating work rates? TMs and FMs Experience Manufacturer’s Data Civilian Text Unit Records
- 48. Work Rates in TM 3-34.41 Organized by divisions of work and provides estimating information and data for various construction tasks. Tables provide Labor in units of man-hours (1 hour of labor per man)
- 49. Man-Day Estimating Activity Estimation: Determine Best Technology Determine Work Rate Determine Quantity of Work Determine Crew Size Determine Efficiency Calculate: Standard Effort Troop Effort Duration
- 50. Determine the Multiplier Guidance for the multiplier may come from the production tables in Chapter 5 Factors greater than one indicate less efficiency Factors less than one indicate greater efficiency Factors that may influence the multiplier include: Workload, Project Site Area, Labor, Supervision, Job Conditions, Weather, Equipment, Operational Environment Unless a multiplier is noted in Chapter 5 or specific circumstances are known, use 1.0
- 51. Determine Man-Day Equivalent Man- Day Equivalent (ME) is the actual man-hours worked “swinging hammers” on the jobsite during a workday Does not include lunch, breaks, or travel time to/from the jobsite Calculated by dividing the length of the work day by 8 (number of hours in a MD) Will often come from the higher headquarters in the construction directive
- 52. Determine Availability Factor Availability Factor (AF) is the amount of time a military engineer is actually on the job. The AF takes into account that not all Soldiers are available all the time for various reasons Provided by higher headquarters for planning purposes and typically varies between 60-90% Typical percentage for contingency construction and theater engagement detachments is 90%
- 53. Enabling Learning Objectives Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities Construct a logic network Estimate resource requirements Compute a time analysis Prepare an Early Start Schedule Employ project control measures Resource constrain a construction project
- 54. Activity on the Node Time Analysis
- 55. Forward Pass Time Analysis
- 56. Backwards Pass Time Analysis
- 59. Critical Activities and Critical Path A critical activity, if delayed by any amount of time, delays the entire project’s completion Critical activities when linked together form the critical path from start to finish. The critical path allows the project manager to focus on the activities which must not slip.
- 60. Critical Path Characteristics of the Critical Path: Must be continuous Determines project duration Indicated on the logic diagram (double lines, bold lines, highlighted) All of its activities will not have any float
- 61. Critical Path 1. ES=LS 2. EF=LF 3. The path between two critical activities is also critical only if the EF and LF equals the ES and LS of the next critical activity
- 62. Critical Path
- 63. Float Total Float (TF): The amount of time an activity may be delayed without delaying the project. Interfering Float (IF): The float which if an activity is delayed into will cause a delay in one or more activities. Free Float (FF): The float which if an activity is delayed into will not cause any other activity to be delayed.
- 66. Determining Interfering Float (IF)
- 67. Enabling Learning Objectives Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities Construct a logic network Estimate resource requirements Compute a time analysis Prepare an Early Start Schedule Employ project control measures Resource constrain a construction project
- 68. Early Start Schedule The next step is to create an Early Start Schedule It is coupled with the logic diagram, to create a graphical representation of necessary planning information (Gantt Chart) Page 20 of Student Workbook
- 95. Enabling Learning Objectives Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities Construct a logic network Estimate resource requirements Compute a time analysis Prepare an Early Start Schedule Employ project control measures Resource constrain a construction project
- 96. Project Control Project Control is based on two elements: Lag Factors Regaining the Schedule
- 97. Lag Factors Allow us to accurately reflect logic of some activities. Lag Factors are shown as a percent. Activity 10 cannot begin until activity 5 is 25% complete.
- 100. Redefine the Logic
- 101. Redefine the Logic
- 102. Redefine the Logic
- 103. Redefine the Logic
- 104. Redefine the Logic
- 105. Redefine the Logic
- 106. Redefine the Logic
- 107. Redefine the Logic
- 108. Redefine the Logic BACKWARDS PASS EQUATION: LF (prev) = DUR(prev) X (100 - % LAG from forward pass) + LS (follow)
- 109. Redefine the Logic
- 110. Redefine the Logic
- 111. Redefine the Logic
- 112. Redefine the Logic
- 113. Redefine the Logic
- 114. Project Crashing
- 115. Project Crashing Trying to complete a project earlier than originally planned. Getting a project back on schedule that has been delayed.
- 116. Project Crashing Methods Work longer hours Work double shifts Work weekends Change the technology Apply more resources to the project
- 117. Project Crashing REMEMBER No matter which method or methods you use to crash your project...
- 118. Project Crashing Considerations Safety Efficiency Morale Cost Logistics/Maintenance Quality Control
- 119. Enabling Learning Objectives Receive and interpret a construction directive Develop an activities list Determine sequential relationships among activities Construct a logic network Estimate resource requirements Compute a time analysis Prepare an Early Start Schedule Employ project control measures Resource constrain a construction project
- 120. Resource Constraining When daily equipment and personnel requirements exceed what is available, the Project Manager must Resource Constrain the project to affect project duration as little as possible. To resource constrain a project the project manager completes the following: Resource constrain the ES schedule Update the logic network Update the ES schedule
- 121. Resource Constraining To resource constrain follow the 12 Step Sequence found in your Student Workbook and Appendix D of TM 3-34.42
- 124. • Conduct a new time analysis. Forward Pass.
- 125. • Conduct a new time analysis. Backward Pass.
- 126. • Conduct a new time analysis. What else has changed?
- 127. • The Critical Path added a new path
- 130. 10 Which activities have changed? 10, 40, 50, 70, 80
- 133. Project Execution Management Jobsite Organization Quality Control Material Management Tool/ Equipment Management
- 134. Project Execution Management Project Board Displayed at jobsite (see next slide) Daily briefings to crew Production goals and Safety Project Logbook/ Daily Reports Track materials, man hours, equipment, etc Updated Gantt Chart
- 135. Jobsite Organization Creates a safer work environment Results in increased productivity Reduces the loss, pilferage, damage, and deterioration of staged materials Minimizes the time spent daily on minor production decisions by the project manager
- 136. Quality Control (QC) Project managers and supervisors perform and direct activities to develop an individual project QC plan The requirements emerge from the project plans and specifications Level of QC will depend on the size, complexity, cost, and risk associated with the project Requirements must be specific and measurable
- 137. Material Management Project Manager must maintain financial awareness Track the ordering, storage, and usage of all materials
- 138. Tool and Equipment Management The platoon leader is signed for the tools and equipment within the platoon Ensure accountability of tools and equipment is maintained Proper licensing PMCS and other required maintenance
- 139. Summary Receive and interpret a construction directive Develop an activity list for a construction project Determine sequential relationships among activities Construct a logic network for a construction project Calculate duration estimates for activities Compute a time analysis for a project Prepare an early start schedule Employ project control measures on a construction project Resource constrain a construction project