Вы находитесь на странице: 1из 22

NICMAR

NATIONAL INSTITUTE OF CONSTRUCTION.


. MANAGEMENT AND RESEARCH






Course Title - Construction Project Management Techniques

Course code - NCP 26

Submitted to - SODE office

Submitted By - Amit Bhatia

Reg. No. - 213-07-11-11676-2151
Course - Post Graduate Programme in Construction .
Management

Acknowledgement

I would like to thank NICMAR / CODE OFFICE who gave me this kind of
assignment. While I was working on this project, I read some relevant books
and literature. I also did research on organization structure of some
construction companies.

I would like to thank CODE OFFICE for explaining the assignment
thoroughly and supporting me in preparing this project.


Amit Bhatia














Statement:-
A new international cricket facility is to be constructed outside a mega city
over a piece of land. Facility to include:
1)
Capacity of spectators: 80,000
2)
Day/ night play facility
3)
TV camera platform in six directions
4)
Safety of players from spectators
5)
Pavilion for VIPs to sit 300
6)
Parking (adequate space for all above)
Time available is 16 months including monsoon. Cost of construction need
to be recovered in 5 years. Average cost of ticket is Rs.100/-. Approximate
4 matches per year. Submit the project report covering:


Identification of Project.

Stages in development of project.

Milestones & CPM chart for corporate control

Cost of project

Assume necessary data.

1) Project Identification And Feasibility
A project is a temporary endeavor with a defined beginning and end
(usually time-constrained, and often constrained by funds and
deliverables), under taken to meet unique goals and objectives, typically
to bring about beneficial change or added value. It is achieved within the
specified scope, quality, time and costs. Project can also be defined as
organization 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.
In India cricket is not just a game, but it is followed like a religion.
Though its not our National Sport, the craze for cricket is always at the
peak. It is watched aggressively not only by 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.
The trend of cricket is changing nowadays. People go crazy to watch a
fast and furious 20 20s rather than a boring 5 days test match. The
launch of 20 20s increased the heat of cricket lovers. 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 eye catching. . Indian Cricket
League (ICL) and Indian Premiere League (IPL) are new tournaments

which are becoming more and more popular. It comes with the concept
of more money and more fun.
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. The International
Cricket Association (ICC) is also then and there introducing new rules
which increase the tempo of the game. These all aspects strengthen the
idea that cricket will live and it is part of our lives.
Stadium is to be built near the mega city. 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. Air Port and Harbor will make it easy
for importing needs goods from outside and for the transportation of
international players and officials.
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.
1.1 Recommendation / Suggestion: After going through all these
aspects we can conclude that building a cricket stadium outside the
mega city will be beneficial project not to the cricket lovers only but as a
profit making business also. Cricket Stadium construction in India is a
good business focus to fetch more profit.

2) 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

2.1 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.
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 labor, 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.
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.
2.2 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.



Figure 2: Basic Components of Project


2.3 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.
2.4 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.

Figure3: The Project Environment


2.5 Costing Activity
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
3. The Project Cost:
3.1 Calculation of Average Earnings:
Sr. No
Capacity
of
spectators
Average
Cost of
Tickets
In `
No. Of
Matches
Per
Year
Average
No. Of
Spectators
Per Match
Earnings
from the
Match
Tickets In`
Per Year
Earnings from
match
Earnings from
the Match
Tickets in 5
Years
1 80000.00 100.00 4.00 60000.00 6000000.00 24000000.00 120000000.00
Table 1: Calculation of Average Earnings.

3.2 Calculation of Construction Cost:
Sr. No
Total Area Of
Development in Sqm
Average Construction
Cost Per Sqm in

Total Construction
Cost
`.
1 20000.00 6000.00 120000000.00
Table 2: Calculation of Construction Cost.
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 is different than this
ticket income.)

3.3 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
requires 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 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 data file, 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. 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.










5 Conclusion:

This cricket stadium will be profitable for all the parties say
sponsors, spectators, cricket association etc.
No holiday periods have as such been assumed but lags between
the phases can be used for the purpose.
Foundations have been planned in a way to complete it before the
monsoons so that when the monsoons arrive it will be indoor work
mainly & will not hamper work schedules much.
There will be variances in the planning & execution since the
ground situation & the planning assumptions have certain
conflicts.
The variances are to be carefully monitored during the project
execution & corrected.
There have been lag periods provided to take care of contingencies
that are bound to arise like stoppage of work due to rains, labor
problems etc.


6. Bibliography/ Reading

1. Construction Project Management Techniques, Published by
NICMAR
2. Construction Project Management by Lt Col K.K.Chitkara

Вам также может понравиться