S
I
TE
& P
RO
J
ECT
MA
N
AG
E
M
ENT
8
TH
TO
12
TH
A
U
G
UST
2011
Promoted by
Pref
ace
CONTENTS
M
ODULE1:
I
NTRODUCTION1
‐
6
1.1 The Engineer And Construction
1.2 The Construction Industry
1.3 Evolution Of Project Management History
1.4 Project Management In Construction
1.5 Construction Economy And The Engineer
1.6 Construction Economy And The Contractor
MODULE
2:
PHILOSOPHY
AND
CONCEPTS
OF
PROJECT
MANAGEMENT
7
‐
29
2.1 What Is A Project?
2.2 Project Management: The Need
2.3 Response To A Changing Environment
2.4 Systems Approach To Management
2.5 Three Goals
2.6 Project Management: The Person, The Team, The System 2.6.1 The Project Manager
2.6.2 The Project Team
2.6.3 The Project Management System
2.7 Functions And Viewpoints Of Management 2.7.1 Management Functions
2.7.2 Viewpoints of Management
2.8 Project Viewpoint Versus Traditional Management 2.8.1 Characteristics of Projects
2.8.2 Characteristics of Project Management
2.9 Types Of Project Managers
2.10 Where Is Project Management Appropriate? 2.10.1 Magnitude of the Effort
2.10.2 Unfamiliarity
2.10.3 Changing Environment
2.10.4 Interrelatedness
2.10.5 Reputation of the Organization
2.11 The Different Forms Of Project Management 2.11.1 Basic Project Management
2.11.2 Program Management
2.11.3 New Venture Management
2.11.4 Product Management
2.11.5 Ad Hoc Committees and Task Forces
2.12 Project Environments
2.12.1 Commercial/For Profit Project Management
2.12.2 Government and Nonprofit Project Management
Contents
MODULE
3:
PHASES,
STAGES
OF
A
PROJECT
AND
THEIR
APPROVAL
STATUS
30
‐
34
3.1 Project Phases
3.2 Stages of a Project
3.2.1 Basic Project Stages
3.2.2 Approval Status during Idea and Feasibility
3.2.3 Execution and Completion Stage
3.2.4 Approval Process in Execution and Completion Stages
MODULE
4:
WORK
BREAKDOWN
STRUCTURE
35
‐
40
4.1 Work Breakdown Structure (WBS)
4.2 Rules Facilitating The Preparation Of WBS
4.3 Desirable Characteristics Of Work Packages
4.4 Determinants Having Critical Influence On The Work Packages
4.5 Major Classification Of WBS 4.5.1 Product oriented WBS
4.5.2 Functionally oriented WBS
4.6 Contents For Description Of A Work Package
4.7 Integrating The WBS And The Organization Structure
MODULE
5:
PROJECT
ORGANIZATION
41
‐
50
5.1 Factors Responsible For Organizational Revolution
5.2 Formal And Informal Organization Structures 5.2.1 Formal structure
5.2.2 Informal structure
5.3 Forms of Formal Organization structure
5.3.1 Traditional/Functional Organization Structures
5.3.2 Product Organization Structure
5.3.3 Customer Oriented Organization Structure
5.3.4 Process based Organization Structure
5.4 Requirements Of A Project Organization
5.5 Matrix Organization Structure
5.5.1 Compliance for successful operation of a matrix
5.5.2 Project Manager's responsibilities
5.5.3 Functional Manager's responsibilities
5.5.4 Unique capabilities for properly executed matrix organization structure
5.6 Pure Project Organization Structure
5.7 Fundamental Parameters For Selection Of Project Organization Structure 50 5.7.1 Integrating devices
5.7.2 Authority Structure
5.7.3 Information system
5.7.4 Influence Distribution
Contents
MODULE
6:
PLANNING,
SCHEDULING
AND
THE
CRITICAL
PATH
METHOD
(CPM
MODEL)
51
‐
83
6.1 Bar Charts And Milestone Charts 6.1.1 Introduction
6.1.2 Gantt Charts
6.1.3 Weaknesses in Bar Charts
6.1.4 Milestone Charts
6.1.5 Work Breakdown Structure
6.1.6 CPM and PERT Networks
6.2 Planning And Scheduling Networks 6.2.1 Introduction
6.2.2 A Complication in Constructing the Arrow Diagram
6.2.3 The Activity‐on‐Node Diagram
6.2.4 Example—Building a House
6.3 FINDING THE CRITICAL PATH 6.3.1 Multiple Critical Paths
6.3.2 Job Slack
6.3.3 An Algorithm for Finding the Critical Path
6.3.4 Early Start and Early Finish Times
6.3.5 Late Start and Late Finish Times
6.3.6 Total Slack
6.3.7 Free Slack
6.3.8 Project Due Dates That Differ from Earliest Completion Time
6.3.9 A Digression on Slack
6.3.10 Back to the Contractor
MODULE
7:
THE
PERT
MODEL
84
‐
94
7.1 General
7.2 The Problem Of Uncertainty
7.3 Expected Times For Activities
7.4 Variability Of Activity Times
7.5 The Expected Length Of A Critical Path
7.6 Probability Of Completing A Project By A Given Date
7.7 Effects Of A Near – Critical Path
Contents
MODULE
8:
PROJECT
CONTROLLING
AND
MONITORING
95
‐
102
8.1 Introduction
8.2 Meetings – Some Monitoring Issues
8.3 Project Control Cycle
8.4 Project Control
8.5 Techniques For Monitoring And Control 8.5.1 Earned Value Analysis
8.5.2 Critical Ratio
8.6 Summary
MODULE
9:
SAFETY
ON
CONSTRUCTION
PROJECTS
103
‐
120
9.1 Objectives
9.2 Introduction And Conceptual Understanding Of Safety 9.2.1 Safety in Construction Cost of Accidents
9.3 Classification Of Accidents
9.4 Problems Related To Safety In Construction Projects 9.4.1 Status of Construction Workers
9.4.2 Construction Industry in India: Status of Safety Enforcement
9.4.3 Accidents in Construction Industries
9.4.4 UK: Safety executive to prosecute 10 contractors
9.4.5 Safety in Construction: Duties and Responsibilities
9.5 Safety Programmes
9.6 Hazards In High Rise Construction
9.7 Safety Equipments
9.7.1 Safety and Health Policy Statement
9.7.2 Emergency Action Plan
9.7.3 Scaffold Safety
9.7.4 Health and Safety Awareness Test
MODULE
10:
HR
ISSUES
ON
CONSTRUCTION
PROJECTS
121
‐
152
10.1 Theoretical Issues And Framework
10.1.1 General Introduction of the Construction Industry
10.1.2 Future Challenges
10.1.3 Organizational Role Stress (ORS)
10.1.4 The Concept of Role Efficacy
10.1.5 Learned Helplessness (LH)
10.2 Empirical Data
10.2.1 Brief Introduction of the Samples
10.2.2 Details of Samples
10.2.3 Demographic Characteristics
10.2.4 Details about the Scales
10.2.5 Hypothesis
10.2.6 Statistical Treatment
Contents
10.3 Issues Of Measurements
10.3.1 Uses of LH Scale
10.3.2 Details about the scales
10.3.3 Organizational Role Stress (ORS)
10.4 Future Research Needs
10.5 Policy & Practice Related Implications
10.5.1 General Recommendations Applied to Construction Industry
10.5.2 Organizational Role Stress
10.5.3 Role Efficacy
10.5.4 Learned Helplessness
10.6 Conclusions & Generalization
10.6.1 Conclusions Based on Basic Statistics and Demographic Characteristics
MODULE
11:
SOFTWARE
APPLICATIONS
IN
PROJECT
MANAGEMENT
153
‐
200
11.1 Network Techniques In Software Applications
11.2 AOA Network
11.2.1. Rules of AOA Network:
11.2.2. Calculating Project Time
11.2.3. Calculation of Floats
11.2.4. Limitations of AOA Network
11.3 PDM Network
11.3.1. Finish to Start
11.3.2. Start to Start
11.3.3. Finish to Finish
11.3.4. Start to Finish
11.4 Earned Value Reporting
11.5 Earned Value Concept
11.5.1 Definition of the Three Basic Values
11.5.2 Derived Metrics
11.6 Earned Value Example
11.7 Project Management Software
11.8 Practical Examples
11.9 Project Scheduling Through Software
Prepared
U
nder:
Anchor Institute for Infrastructure
Faculty of Planning & Public Policy
CEPT University
F
or
F
urther Informa
Ɵ
on
C
ontact:
UPCOMING ‘TRAINING OFTRAINERS’
The following programmes* are proposed to be held shortly:
1 DISASTERΙ GIS
2 P½ANNINGFOR INDUSTRIAL AREASΙ THEIR INFRASTRUCTURE
3 INFRASTRUCTURE FINANCING
4 CONTRACT MANAGEÃENT
5 EIA-LANDUSE
6 INDUSTRIAL LAND DEòELOPMENTΙ MANAGEMENT
*For more details on new programmes, registraƟ on procedure, fees and fi nal dates please check our website or contact the Programme Coordinator, Anchor InsƟ tute for Infrastructure.
CONT
A
CT
US
:
EXECUTIVE DIRECTOR
ANCHOR INSTITUTE FOR INFRASTRUCTURE
F
ACU
L
T
ù
OF
PL
ANNING
Ι
P
U
BL
IC
P
O
L
IC
Y,
CEPT University
Kasturbhai
L
albhai Campus,
University Road, Navrangpura,
Ahmedabad – 380 009
Email: [email protected], [email protected]
Ph: 079-26302470 / 26302740, Fax: 079-26302075
Block No. 1, 9 th Floor, Udyogbhavan, Sector 11, Gandhinagar - 382 017 Phone: +91-079-23256671, 079-23243847, Fax: +91-079-23256679 E-mail: [email protected], [email protected]
Website: hƩ p://www.ced-gujarat.org
Associate Professor,
ConstrucƟ on and Project Management Programme, Faculty of Technology,
CEPT University
Head,
ConstrucƟ on and Project Management Programme, Faculty of Technology,
