ASSIGNMENT

ON
CONSTRUCTION PROJECT MANAGEMENT
NCP 26













SUBMITTED BY: -
NAME: SUPRIYA
COURSE: PGPCM
REG. NO: 214-02-11-12106-2152

ASSIGNMENT

Course No. - NCP 26
Course Title - Construction Project Management
Assignment No. -



ASSIGNMENT

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.
3. 6 directional T.V. camera platforms.
4. Safety of players from the spectators.
5. Pavilion for V.I.P with a seating capacity for 300.
6. Parking (Adequate space for all above).
Time available- 16 months inclusive of monsoon. Cost of construction is to be recovered in 5 years.
The average cost of ticket Rs100/- & there will be 4 matches per season. Submit the project report
covering:
i. Identification of project
ii. Stages in development of project
iii. Work breakdown structure to undertake the project
iv. Milestones & CPM chart for corporate control
v. Cost of project


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.
CONCLUSION: 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.
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.
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.
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.


"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.


W B S LEVEL W B S ELEMENT
1 ALL DOCUMENTATION & APPROVALS
2.1 ENABLING WORK
2.1.1 Clearing Site
2.1.2 Enabling construction activities
2.2 FOUNDATION
2.2.1 Excavation
2.2.2 Footings
2.2.3 Stab columns
2.3 STAND CONSTRUCTION
2.3.1 Columns & Beams
2.3.2 Walls
2.3.4 Roofs
2.3.5 Fencing
2.4 INTERIORS
2.4.1 Flooring
2.4.2 Electric Works
2.4.3 Carpentry Works
2.4.4 Plumbing Works
2.4.5 Painting Works
2.4.6 Seating Arrangement
2.4.7 Emergency Arrangements
2.5 GROUND
2.5.1 Pitch Construction
2.5.2 Landscape (Lawn)
2.5.3 Boundary Line Arrangement
2.6 PROJECT COMPLETION

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
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 = 65000
Earning from match tickets = Rs.100 x 65000 =Rs. 6500000
Per year earning through matches = Rs.6500000 x 4 = Rs.26000000
In 5 years earning through matches = Rs.26000000 x 5 = Rs. 130000000
Say the built up area for the stadium = 21000 Sqm
Cost of construction per Sqm = Rs.6000
Therefore, Total cost of construction = 21000 x Rs. 6000 =Rs.126000000
This cost will be covered in 5 years exactly.
(Note: Other income from the broadcasting rights to the Vehicle Parking, TV channels, hoarding
advertising, fees from sponsorsetc.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 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.


Critical Path Method by Primavera Software:

Many computer scheduling systems support only one network representation, either activity-on-
branch or activity-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, August 2013