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SODE OFFICE
Techniques
Assignment No. - 1
Date of Dispatch -
ASSIGNMENT
1. Identification of Project
5. Cost of project.
INDEX
What is a PROJECT?
The project can be defined as, Organization and performance of resources
such as men, machinery, money, materials, space and technology into
logical sequence of activities. 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 organization and performance of
resources such as men, money, machinery, materials, space and technology
into logical sequence of activities.
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The primary thing about the any project is its necessity as well as its
feasibility. Now the necessity of the project like a cricket stadium is
created by the people of the city as well as a mega city demands a cricket
stadium in its vicinity. The feasibility demands a deep thought like for a
location of stadium i.e.
(a) Where can the plant be located?
(b) What is the present and future projected cost of resources?
(c) The sources for Financing of the project?
(d) Are there enough raw materials as well as skilled and productive labour
available in the area or can be created?
(e) Are there adequate electricity and communication facilities
available?
(f) What political or institutional factors may cease or impede the
development and operation of the facility?
(g) What will be the sociological, economical and environmental impact of
entire project on community, like mushrooming of good hotels and
restaurant in the vicinity of the stadium?
So one thing must be clear in ones mind that whether it is to construct a
small house or to construct a cricket stadium costing several crores of
rupees or any other multi crores project of construction of Dam etc. the
general pattern remains same.
Conceptual analysis
Technical and feasibility studies and
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Environmental impact reports
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 days or limited over
matches. It became popular very quickly because of its short time and
more excitement and uncertainties till the last ball of the game.
The need for the stadium is obvious and clear. The popularity of the
sport and the level of matches will ensure high patronage at all times. The
stadium should not present any real pollution related or other socio-
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political-economic problems at the outset. However, traffic studies should
be undertaken to validate the selection of the site for the stadium. Thus, the
project needs to be defined only in terms of financial viability.
It is clear from the above that the revenue from tickets alone will not be
sufficient to fund and sustain the stadium. Additional sources of income
will have to be utilized and some of the options are as follows:
Grants from BCCI & State Cricket Assoc. @ 30 lakhs per match
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Additionally, it is common practice for the BCCI to give out additional
grants for construction of such stadiums. The state cricket association (SCA)
and the Ministry of Sports and Youth affairs could also be approached for
additional funds. Local corporate bodies could also be approached for funds.
The construction time is 16 months and the project would have to be funded
during that time from capital raised by way of institutional grants and loans.
Servicing those loans would be possible immediately upon completion of the
project
Project Report
Project report is a basis for communicating what has been planned for the
project. In this project I have assumed the site in Bhubaneswar as there is
no other such type of facility is available yet. The city is developing very
fast in respect to the social as well as economical aspects. The city is well
planned and itself is an attractive place with its rich cultural heritages.
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 .
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Conceptualization
Procurement
Construction
Commissioning
Conceptualization
Most projects start with a need to have a new facility long before designers start preparing
designs and drawings of the projects and certainly before field construction work can
commence. Considerable thought goes into broad scale planning. Elements of this phase
include
(a) Conceptual analysis
(b) Technical and feasibility studies
(c) Environmental impact reports
(a) Architectural concepts, like form of the stadium, capacity of the stadium, functions
fully filled state of the all art facilities etc.
(b) Evaluation of alternatives in regard to the ecological process, size and capacity.
(c) Economic feasibility studies: For instance of a high rise building, the owner
specifies the area he would like to utilize. So, Architect will make preliminary
planning of floor of the building required, taking into consideration all the prevailing
laws of the area. He will also go through requirement of general functional areas such
as parking and service areas and also overall design approach. Similar is the case of
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cricket stadium, here architect will make preliminary planning for general site lay
out , form of the stadium keeping in mind the sitting facility , day- night facility with
proper camera platform , proper entrances and exits for the manual as well as
vehicular traffic with adequate parking facilities etc.
The process involves successively breaking down, of the project in to the parts that is
the different type engineering requirements such as structural design, HVAC,
Electrical plumbing & other services for analyzing and designing the structure in to its
elements so that it complies with all the recognized standards of safety and
performance. This is most important for a project like stadium where people are very
large in number and secondly due to the structure of the stadium which should be
column free and light weight as well as sound in aesthetic sense. So, a set of drawing
and specifications are prepared for use by the constructors covering civil, electrical,
mechanical, interior drawings etc. as the case may be.
Procurement
Procurement involves two types of activities. One is to contract and subcontract to
several parties for different types of work activities. These contractors and subcontracts
make arrangements or supply of all men, materials and machines required to complete
the part of the work allotted to them. The other is to take responsibility to procure all
resources to complete the project.
Construction
It is the process whereby the Designers plans and specifications are converted into
physical structures and facilities. It involves the organization and co-ordination of all the
resources time, money, material, technology, people, equipment etc. The target will be to
complete the project on schedule and within stipulated costs complying all the standards
of quality and performance specified by the designers, as in this case the total time
allotted is 16 months including monsoon period.
Commission
Most structures and facilities of any significance involve commissioning phase . During
construction large amount of testing is done, so as to be sure that all components function
will individually and together as a total system. Electrical and mechanical systems are
tested, adjusted, corrected as required to bring them to a level to perform at an optimum
output, like in this case of stadium having a day/night facility all the electrical systems
are tested repeatedly and it should match the international standards.
Maintenance
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This is the phase where we need maximum attention and here we lack which is the main
cause for the failure of the project. For instance PCA stadium, Mohali that is a state of
the art cricket stadium but there is no regular maintenance, but whenever there is a much
of international standards a huge amount of money is expended for its renovation like
85lakh rupees were spend for the test match between India and England, so whenever the
project is handed over to the owner either to operate or utilize where he takes services of
all production engineers, maintenance engineers, service people and people of different
trades as required to have a smooth functioning of the project over its lifetime.
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Figure 1: Basic Ingredients in Project Management
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b. Project scope management to ensure that all the work required (and only
the required work) is included.
c. Project time management to provide an effective project schedule
d. Project cost management to identify needed resources and maintain
budget control.
e. Project quality management to ensure functional requirements are met.
f. Project human resource management to development and effectively
employ project personnel.
g. Project communications management to ensure effective internal and
external communications
h. Project risk management to analyze and mitigate potential risks
i. Project procurement management to obtain necessary resources from
external sources
Analysis
Anticipation
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Scheduling resources
Production of data
"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 update on-the-fly, and
something without which the project manager cannot precede."
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estimate of quantities, construction method statements, project planning data,
contract documents, site conditions, working regulations, market survey, local
resources, project environment and the clients organization. The planning
process takes in to the account the strength and weakness of the organization as
well as the anticipated opportunities and risks.
(i) Planning is the creative and demanding mental activity of working out what
has to be done, how , by when, by whom and with what doing the job in the
mind . plans are not just pieces of paper . Plans represent the result of careful
though, comprehensive discussions, decisions and actions, and commitments
made between people and contractual parties.
(ii) Planning techniques form the planners toolbox. They assist in the analysis
of the plan, organizing the information, and have a crucial effect on the way in
which the plan is communicated to others. Taken together, these to elements of
planning produce the plan a strategy and tactics for the execution of the
project. In terms of activities, time quantities, resources and perhaps costs and
values, now the point is how and by whom this planning and planning
techniques use to convert all these theories of planning and planning techniques
in to a practical shape. Planners cannot plan without managers. It is the
managers task to plan: that is to decide on strategies and tactics, to break down
the work to be done into tasks and sub-tasks and to assign the responsibility for
completing these tasks to individuals or organization. So in short, planners and
implementers should go side by side for any project and act as a team.
CONTROL
Planning can be described as a process of thinking in advance. It is based on
experience, sound judgment and some quantitative techniques. It deals with the
future and as such there are bound to be uncertainties, which may cause
deviations from the target proposed to be achieved. So, one should not hope that
everything will be fine, because plans and schedules do not work by themselves.
It is rightly said that we must plan the work first and then work the plan. So for
working the plans and schedules effective controlling is necessary. Planning is
looking forward while controlling is looking back.
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While doing original planning and scheduling activity duration might have been over
estimated or under estimated.
1. Some activities are delayed due to reasons beyond control like change in foundation
condition, bad weather, monsoon as in this case, non availability of certain resources, labour
strike, break down of equipment etc. So covering these risks the total time allotted to
complete the cricket stadium is 16 months.
2. Natural calamities like floods, earthquakes, epidemic etc., festivals etc.
3. Addition deletion or major modification in the work by client.
4. Introduction of new material, equipment or construction techniques. It is necessary to
review the actual progress against the predetermined targets. By assessing the reasons of
deviations and decide whether a new network is necessary for the remaining work. If not,
what is the effect of this deviation on the remaining portion or what remedial actions are
possible to retain the target date of completion unchanged.
Updating Network
It consists of review of the planning and scheduling at regular intervals. But for that updating,
the information required will be, period at which review is taken either in terms of days or
weeks. List of activities completed and partially completed with the period required to
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complete the balance of the activity etc. Now after getting the required updating should be
done at regular intervals, which depends upon magnitude of work, rate of progress etc. At
short intervals as the scope of absorbing delays is limited as the period advances, for small
projects. At certain stages such as foundation level, plinth level, sub structure and super
structure etc. Whenever new techniques or equipment are available , when work has stopped
for a long period for some reasons the updating of a project also helps in rescheduling of the
activities which are delayed or lagging behind so that the project can be completed within the
stipulated time.
Cost control
Project control must be linked up with the cost. The objectives of the cost control are
the method must give the program of expenditure so that requirements of fund can be
assessed. At the time of review we should have a clear picture of, actual expenditure incurred
vis--vis program expenditure, and actual expenditure verses the expected returns. In case
deviations, what are the reasons and what will be the estimated cost of remaining portion of
the work. Improper Cost estimation & Controlling can bring a project to a standstill, if the
project is under budgeted the project will be stopped mid way, similarly proper planning is to
be done stage wise requirement of the funds for the various stages of the project & the
sources for the same. 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.
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The project planning process, techniques and methods employed to develop the project plan,
are outlined in the tables below:
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TYPE OF PROJECT PLANS
Planning the entire project from its inception to completion requires a vast coverage, varied
skills, and different types of plans. The nature of plans encountered in a typical construction
project, are indicated below.
Work breakdown
Resources limited
scheduling
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Resource allocation
Resource productivity
Planning control Time control
Impleme Formulating monitoring methodology
Contribution control
ntation
Budgetary Control.
The breaking down of a task/work package into its constituent activities requires a study
of the methodology of execution of the work package. Generally, known by the term method
statement, this methodology is evolved by the planning engineer on the basis of his
construction experience and discussions with the respective project engineers. Construction
projects are best managed by work packages, which, in turn, are best planned and monitored
by activities. A project planner, uses activity as the common data base for planning projects.
Activity duration forms the basis for time planning and scheduling of project work. The
inputs of labour, materials and machinery needed for execution of each activity enable
preparation of resources forecasts. The activity sale price is used to determine income and
cash-flow forecasts. The activity base is vital for monitoring progress of project work.
These activities are also called as levels, which can be classified very well. For instance the
activities of the cricket stadium are:
Site consolidation
Line out and marking
Foundation Works
Erecting Super Structure
Erecting ancillary structures
Services Electrification, Illumination, Plumbing, HVAC, Fire Fighting
Finishing Works
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Pitch development
Parking layout and demarcation
Clearance, Testing and Handing Over
Maintenance (may not be a part of main WBS but should be)
Single item of schedule can be split up into various operations for example, excavation
for foundation for a building can be split up and excavation for foundation of each wall can
be considered as an operation by itself. Like-wise RCC work can be split up into: Erection of
formwork, cutting, bending and placing reinforcement and pouring concrete. Each sub item
can be an independent operation.
With the advancement of technology and the speed of construction, the traditional charts
planning approach has become inadequate to tackle the modern complex construct projects.
The bar charts provide very little information about the inter-relationship of voluminous
interdependent tasks. This traditional bar charts approach carries risk of schedule slippage's,
time over-runs, improper decisions and contractual complications. The network analysis
techniques developed in sixties, is being effectively used a management tool for planning and
then scheduling of complex projects involving interlink activities. Project Networks analysis
is a generic term that covers all network techniques used planning scheduling and controlling
of projects. The three commonly used techniques this family are Critical Path Method
(CPM), Program Evaluation and Review Techniques (PERT) and the Precedence Network
Analysis (PNA) Technique. The common features these techniques are that they make use of
network model for depicting time-plan of project, apply critical path concept for determining
project duration and identifying critical activities, and employ network analysis techniques
for controlling project time object But each technique has a distinct model and its field of
application varies.
Network analysis procedure The modeling and analysis of a network involves following
steps:
Determining activities
Structuring model
Numbering events/activity
Validating Network
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Criteria for selection of network technique Experience shows that:
PERT is useful for work packages, tasks or sub-projects involving uncertainties. In such
cases, probabilistic approach of three-times (or a mathematical time-related function) is
used for assessing activity duration.
Precedence Network is the most commonly used technique for time planning of
construction sub-projects and projects.
Networks containing 200 to 300 activities/work packages are manageable, and those
having activities/work packages greater than 300 are difficult to comprehend. A project
schedule can be depicted by a bar chart, time-scale network or other pictorial displays.
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:
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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:
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This cost will be covered in 5 years exactly.
(Note: Other income from the broadcasting rights to the TV channels, hoarding advertising,
and fees from sponsors etc...will be different than this ticket income.)
Development of network:
Network can be developed in two ways,
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Formwork foundation steel -2
Concreting-1
Concreting-2
Backfilling-1
Backfilling-2
Erection & painting of steel work
Clearing & levelling site
Preparation of ground& pitch
These are the general activities for the development of Master Control Network (MCN),
however we can divide each activity in to sub activity to develop a sub- network .e.g.
concreting can be divided as conc. In foundation, in boundary wall, in superstructure etc. the
activities of excavation, formwork, concreting and backfilling are divided in to two parts to
make these activities concurrent to further reduce the time o completion and thus cost.
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Activity Activities Duration Preceding Followin Concurren
no description g t
activity
activity Activity
B Layout 15 B D C
Procurement of 180
C V
material
Excavation for 45
D B E,L
foundation
Foundation 60
E D F,H,I,J L
work
F Waterproofing 21 E G H,I,J,M
G backfilling 15 F X
Construction of 90
H E S F,I,J
boundary walls
Construction of 60
J E Q
toilets
Services 90
work(electrificat G,N,P,R,T,U,
K I V
ion, AC, Q
plumbing)
Foundation for 25
L D M E
light structure
Fabrication of 90
structure for
M L V F,H,I,J
lights for d/n
facility
Construction of 120
O N S V
Roads
Construction of 90 G,K,N,R,T,U
P I S
parking area ,Q
Finishing works 50
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Q J S
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in toilets ,P
Sequential Activity
Sequential activity and it will be represented in CPM/PERT network as in the figure given
below. However if the some activity A is followed by another activity B, then it will be
represented in precedence diagram as:
Sequential Activity
Earliest occurrence (ET) and Latest occurrence (LT) Similarly each activity is associated with
four times:
Earliest start time (EST)= The earliest time by which an activity can start.
Latest start time (LST) = The latest time by which an activity must start.
Earliest finish time (EFT) = The earliest time by which an activity can be finished.
Latest finished time (LFT) = The earliest time by which an activity must be finished.
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So far the networks were discussed with respect to only time and it is assumed that resources
required for carrying out various activities are as and when needed. But such a situation is
rarely possible and even if possible is neither desirable nor it will be economical. So, the aim
should be to use the resources in the optimum manner and at uniform rate as is possible.
But at times there are constraints on availability of some resources such as some equipment
or some special type of labour. So, activities have to be planned and schedule in such a way
as to satisfy these constraints without extending the project duration: however if the
constraints are of critical nature even project duration has to be altered to satisfy them. In the
end let us give a look at step by step procedure for large network,
CPM Network:
Essentially it was a problem concerned with obtaining trade off between completion time of
work and the cost. The method known as critical path method is therefore based on the
assumption that the time required by various activities is known. It is deterministic in nature
and is not concerned with uncertainties. CPM is more suitable in construction situation where
some experience in handling similar activities in the past is available.
Once a commitment to CPM is made the implementation should be thoroughly planned in
advance, with frank and open discussions and involvement if success is required. It must be
understood that no amount of good office planning will cover up lack of production and
efficiency in the field. Critical Path Method is capable of serving on the basis of an integrated
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company-worldwide management, ranging from pre bid feasibility studies though estimating,
planning, cost accounting, progress control and financial control.
Critical Path Method is the path of events having longest duration i.e. A-B-D-E-I-N-O-V-W-
X having duration 482 days=16 months, which is required completion time. This means that
any delay in completion of any activity in critical path is not having Float.
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REFERENCES
www.google.com
www.scribd.com
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