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PURPOSE
This assignment is designed to provide you with practical experience in applying project
management concepts. Specifically, the objectives of this assignment are:
Construction Project will help you plan, manage, consolidate and communicate information
about your projects efficiently, by combining the critical path method of scheduling with a
graphical environment. It is used to construct Gantt charts, PERT (Project Evaluation Review
Technique) charts and different types of both Task and Resource reports.
Introduction to Project
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
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 girlseverybody 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. 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.
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
Conceptualization
Procurement
Construction
Commissioning
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.
4.
Project cost management to identify needed resources and maintain budget control.
5.
6.
Project human resource management to development and effectively employ project
personnel.
7.
Project communications management to ensure effective internal and external
communications.
8.
9.
Analysis
ii.
Anticipation
iii.
Scheduling resources
iv.
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.
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:
Construction financing
The operation and maintenance cost in subsequent years over the project life cycle includes the
following expenses:
Operating staff
Periodic renovations
Financing costs
Utilities
COST OF PROJECT:
Capacity of spectators
= 80000
Time limit
=16 months
=Rs.100
=4
= 60000
= Rs.100 x 60000
=Rs. 6000000
= Rs.6000000 x 4
= Rs.24000000
= Rs.24000000 x 5
= Rs. 120000000
= 20000 Sqm
= Rs.6000
=Rs.120000000
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.
Many computer scheduling systems support only one network representation, either activity-onbranch 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.
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