Construction planning is the specific process a construction manager uses to lay out how they will manage and execute a construction project, from design to building completion.
Definition of requirements for each project phases.pdfcalf_ville86
The document discusses the five key phases of project management: initiation, planning, execution, monitoring and control, and closure. It provides details on typical activities and objectives for each phase, including developing a project initiation document, creating a project plan and schedule, implementing the planned project activities, monitoring progress, and closing out the project upon completion.
The document outlines the 5 main phases of a typical project management life cycle: conception & initiation, definition & planning, execution, performance & control, and closure. It provides details on the key activities and documents required for each phase, including developing a project charter, management plan, tracking costs and quality, and conducting a post-mortem review. The goal is to define the project, plan its execution, monitor and control performance throughout, and formally close out the project.
This lecture helps to learn how different types of processes are managed while executing a software project. this is core responsibility and one the most technical and difficult task of project manager.
This document discusses project implementation and provides guidance on planning and tracking a project implementation plan. It begins by defining project implementation as putting plans and visions into action. It then lists the purposes of implementation as putting the action plan into operation, delivering results to achieve objectives, managing resources efficiently, and monitoring and reporting progress. Several key steps for implementation planning are outlined, including creating a list of required outcomes, allocating champions for each outcome, determining necessary actions, establishing roles and accountability, setting up a tracking sheet, following a project management methodology, and scheduling reviews. Common project implementation tracking methods like Gantt charts, critical path methods, and PERT charts are also summarized.
The document summarizes the typical project life cycle process used by project managers. It consists of 5 phases: (1) initiating, (2) planning, (3) executing, (4) monitoring/controlling, and (5) closing. Each phase involves certain key activities and defines the stages a project goes through from start to finish. Following a structured life cycle framework helps ensure projects are completed on time and on budget.
The document provides an overview of software project management. It defines what constitutes a software project and discusses the need for software project management. It describes the typical project management life cycle which includes initiation, planning, execution, and closure phases. It also outlines the key roles and responsibilities of a project manager which include planning activities, organizing teams, delegating tasks, controlling time management, managing deliverables, and monitoring progress. Effective software project management is needed to deliver quality products on time and within budget by addressing factors that can impact the triple constraints of time, cost, and scope.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
Project management involves planning, organizing, and managing resources to bring about the successful completion of a project. A project is a temporary endeavor undertaken to create a unique product or service, with a defined beginning and end, that is conducted to meet specific goals. Project management techniques include developing a work breakdown structure to define tasks, using Gantt charts to schedule tasks and track progress over time, and monitoring the project to ensure it is completed according to the schedule, budget, and quality specifications.
1. The document provides guidance on developing an effective project schedule according to generally accepted good practices. It discusses scheduling roles and responsibilities, the purpose of a project schedule, and planning versus scheduling.
2. Key aspects of designing an effective project schedule that are covered include determining an appropriate level of detail, status update cycle, and time scale for activities. The overall process of developing a project schedule is also outlined.
3. An effective project schedule is a dynamic tool that provides a roadmap for completing project work successfully and allows monitoring of progress to make accurate projections.
Project Scope Management in IT Project and Software ProjectHengSovannarith
This document discusses project scope management. It defines scope, deliverables, and the importance of stakeholders having a shared understanding of project scope. The key processes of project scope management are initiation, scope planning, scope definition, scope verification, and scope change control. Methods for selecting projects include financial analyses like net present value, return on investment, and payback period analyses. Developing the project charter and scope statement are important parts of scope planning. The work breakdown structure is used to further define project work and is a foundation for project planning and control. Approaches to developing the WBS and principles for creating effective WBSs are also covered.
The 3-day training program provides an overview of project management fundamentals and processes. It will define key concepts, compare methodologies, evaluate BMW's current practices, and apply the generic project lifecycle of initiation, planning, implementation, and closure. Participants will complete introductory and learning activities to develop project documents including a terms of reference, plan, schedule, and risk assessment. The program aims to establish best practices for effective project management at BMW.
This document discusses various aspects of project management including:
1. It describes the different stages of a project including planning, scheduling, controlling, and closing.
2. It outlines several key project management knowledge areas such as scope, time, cost, quality, human resources, communications, risk, and procurement.
3. It provides an overview of the project management process including integration, scope, time, cost, quality, human resources, communications, risk, and procurement management.
4 defining scope, quality, responsibility, and activity sequenceDaw Juguilon
The document discusses key steps in project planning including defining the project objective, scope, quality measures, work breakdown structure, responsibility assignment, activity sequencing, and network diagrams. Specifically, it emphasizes that the project objective should be clear and specific, the scope should fully define the work required and deliverables, quality planning is essential to do work correctly, and sequencing activities accurately in a network diagram is important for efficient project execution.
Chapt5.pptx it is notes of the 5th chapterpreetidamakale
The document discusses project scheduling and tracking techniques for software projects. It covers work breakdown structures, activity networks, Gantt charts, critical path method (CPM), program evaluation and review technique (PERT), and comparing planned vs. actual project timelines. Example macro timeline charts are provided for library management, college management, and hotel management systems projects spanning 15-20 days each broken down by SDLC phases.
This document provides an overview of project management concepts and methods. It discusses what a project is, the project management triangle of time, cost and scope, and project organization. Traditional management systems and their disadvantages are outlined. The life cycle of a construction project from pre-project to post-project phases is explained. Project programming methods like bar charts, network diagrams, milestone charts and work breakdown structures are described. The critical path method for determining the critical path is introduced.
The document discusses project scope management. It defines scope management as defining and managing what is included and excluded from a project. Scope management involves planning, controlling, and closing processes. Planning involves determining project goals, tasks, deadlines and budgets. Controlling involves documenting and approving/disapproving changes. Closing examines completed deliverables against the original plan. Effective scope management provides clarity on project requirements, tasks, timelines and costs.
The document discusses project management. It defines a project as a series of related tasks focused on completing an overall objective. Project management involves planning, directing, and controlling resources to meet technical, cost, and time constraints. The stages of the project life cycle are identified as initiation, planning, execution, monitoring and control, and closure. Project management software supports projects through task scheduling, resource allocation, communication, and tracking progress. Gantt charts, PERT charts, and critical path analysis are tools and techniques used for project management tasks.
The document discusses project management processes and software project planning. It describes the five basic phases of directing and controlling a project: conception and initiation, definition and planning, launch or execution, performance and control, and close. It also outlines the key responsibilities of a project manager, including planning, organizing, leading, and controlling. Finally, it details the various activities involved in software project planning such as scope definition, quality planning, time and resource estimation, risk identification, schedule development, and cost estimation.
Water treatment involves aeration to add oxygen and remove contaminants like carbon dioxide, hydrogen sulfide, methane, and volatile organic compounds. Aeration involves bringing water into intimate contact with air. It can remove up to 60% of carbon dioxide. Various types of aerators are used including spray aerators, diffused aerators, and gravity aerators like cascade aerators and inclined apron aerators. Factors like temperature, pressure, contaminant concentration, surface area, and contact time affect the aeration process. While aeration is useful for adding oxygen and removing gases, it has limitations for some contaminants and conditions.
Aeration for raw water for removing taste and odor which may either be due to organic waste for surface sours, or due to dissolved metals, salts and gases in ground water.
This document discusses various methods for dewatering excavation sites during construction projects. It describes four main dewatering methods: the wellpoint method, eductor wells method, open sump pumping method, and deep wellpoint method. The wellpoint method involves installing a series of closely spaced wells and using a vacuum pump to draw water out of the wells and discharge it away from the site. The eductor wells method is similar but uses high-pressure water instead of vacuum. Open sump pumping uses gravity to collect water in a sump where it can be easily pumped out. Each method has different applications depending on the ground conditions.
"Operational and Technical Overview of Electric Locomotives at the Kanpur Ele...nanduchaihan9
"My Summer Report" provides a detailed account of the Indian Railways and the operations of electric locomotives at the Electric Loco Shed in Kanpur. It includes information on the history of Indian Railways, the establishment and functioning of the Electric Loco Shed, and technical descriptions of the components and operations of three-phase locomotives. The report discusses various parts of the locomotives such as the pantograph, servo motor, lightening arrester, circuit breaker, main transformer, harmonic filter, traction motor, battery, cooling fan, and compressor. It also explains the working of traction converters and provides circuit diagrams for different locomotive models.
The Control of Relative Humidity & Moisture Content in The AirAshraf Ismail
To many of us Relative Humidity (RH%) & Moisture Content (g/ kg) are confusing terms & we often don't know which one of them to choose in order to highlight our "Humidity" issues!
This post is to briefly address the definition of Relative Humidity, Moisture Content , Moisture Load Sources & Humidity Control Hazard!
Presentation slide on DESIGN AND FABRICATION OF MOBILE CONTROLLED DRAINAGE.pptxEr. Kushal Ghimire
To address increased waste dumping in drains, a low-cost drainage cleaning robot controlled via a mobile app is designed to reduce human intervention and improve automation. Connected via Bluetooth, the robot’s chain circulates, moving a mesh with a lifter to carry solid waste to a bin. This project aims to clear clogs, ensure free water flow, and transform society into a cleaner, healthier environment, reducing disease spread from direct sewage contact. It’s especially effective during heavy rains with high water and garbage flow.
ECONOMIC FEASIBILITY AND ENVIRONMENTAL IMPLICATIONS OF PERMEABLE PAVEMENT IN ...Fady M. A Hassouna
Permeable pavement is considered one of the sustainable management
options for roadway networks, which mitigates a number of problems associated with
stormwater, ground water pollution, and traffic safety. In this study, the economic
feasibility, vehicle operation, and environmental implications of implementing permeable
pavement in Nablus, Palestine have been determined by selecting the local roadways that
satisfy the permeable pavement requirement, such as low traffic volume, grade less than
5%, speed limit up to 50 km/h, and subgrade with good permeability. The total costs of
construction and maintenance for both conventional asphalt and permeable pavement have
also been compared based on the life cycle cost analysis (LCCA). Finally, the
environmental implications such as the expected increase in the amount of ground water
and the reduction in water pollutants have been investigated. The results of the analysis
show that the permeable pavement is applicable for the local roadways that have satisfied
the requirements, which are 61 roadways. Furthermore, it could lead to an annual
significant increase in ground water by 107,404.7 m3 and slightly reduce the cost of
construction and maintenance by up to 1,912,000 ILS during its life period compared to
conventional asphalt pavement. Moreover, applying porous asphalt could enhance
vehicular traffic safety by improving skid resistance.
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1. DEE 1203 ELECTRICAL ENGINEERING DRAWING.pdfAsiimweJulius2
This lecture will equip students with basic electrical engineering knowledge on various types of electrical and electronics drawings, different types of drawing papers, different ways of producing a good drawing and the importance of electrical engineering drawing to both engineers and the users.
By the end of this lecture, students will be to differentiate between different electrical diagrams like, block diagrams, schematic diagrams, circuit diagrams among others.
1. Construction Planning
As a construction manager, you’ve got to be a master at construction
project planning to be successful on a project. But what exactly is
construction planning, and what does a successful planning process
look like?
• What is construction planning?
Construction planning is the specific process a construction manager
uses to lay out how they will manage and execute a construction
project, from design to building completion. In the planning stage,
you’ll identify all construction activities, design the construction
schedule, and plan out your team structure (such as if you will use a
contractor or subcontractors). The construction plan lists the
activities required and the schedule for each part in the construction
process.
2. • Step 1: Create the project
• Create a Project Initiation Document that spells out the people,
resources, and budget for the project.
• Every construction project, no matter how big or small, needs to
start with a business case that lays out the feasibility of the project
and what it’s going to take to get the job done.
• Start by creating a Project Initiation Document (PID), which
describes the following in general, not technical, terms (the
technical part comes later):
• People: Number of workers needed including subcontractors, such
as plumbers and electricians.
• Resources: Necessary materials for the design and building plans.
• Budget: Total cost estimate of the project including labor,
materials, equipment, fees, and permits.
The purpose of this document is to outline the resources you’ll need
to complete the project, both for your stakeholders and your crew.
3. • Construction software features that can help
with this:
Most options in Software Advice’s offer basic project management
tools that should allow you to build a work breakdown structure with
all the work activities listed out in the plan. The software can create
the Gantt chart and manage the critical path of tasks for you.
• Step 2: Draft an initial plan
Use the S.M.A.R.T. and C.L.E.A.R. processes to set concrete, specific
goals for your project.
Now comes the point where you need to turn the PID into a more
concrete plan by setting goals that are S.M.A.R.T. and C.L.E.A.R. You’ll
take the specific resources you listed in the previous step and use that
to inform a broader strategy that will guide how you actually execute
the project.
4. • Let’s start with the definition of S.M.A.R.T. goals:
• Specific: Set specific goals for your project such as
deadlines for key milestones.
• Measurable: Agree on how you will measure success for
goals. For example, is it good enough that you have
started laying concrete by the deadline you set, or
should it be completely set by that date?
• Attainable: You need to have a plan in place for how
you’re going to achieve these goals. For example, does
your project depend on a specific material that might
not be available at the quantity you need when you
need it? If so, you need to make adjustments.
5. • Realistic: Your goals need to be within your abilities as a
construction manager. For example, if your project
includes plans to get the electrical work done within
three months when you’ve never done it in less than six
months for a project of this size, you’re setting yourself
up for failure.
• Timely: Lay out a specific time frame in which you can
realistically expect that you can achieve these goals.
6. • Now let’s take a look at C.L.E.A.R. goals, which is a slight
variation on this strategy.
• Collaborative: Get everyone on board. Hold a meeting
before the project begins with the entire team to lay out
what is expected and have them help you identify any
possible obstacles.
• Limited: Limit these goals both in terms of scope and
time frame to not get overwhelmed.
• Emotional: Ensure that your goals will get your
employees fired up and on board.
• Appreciable: Break up big goals into achievable tasks so
you don’t overwhelm your workers.
• Refinable: Count on having to be flexible, because you
can never predict what will happen on a job site.
7. • Step 3: Execute the plan
• THE QUICK VERSION:
• Call a meeting with your team, get on the same
page, set expectations, and assign project
managers to oversee progress.
• ALL THE DETAILS:
• It’s time to execute your plan. Start by calling a
team meeting to go over the project plan and
construction schedule. This meeting is critical for
your plan’s success. Without buy-in from your
crew, you will fail to achieve your objectives.
8. Talk with each person on your crew individually, if
possible, to discuss expectations and give them an
opportunity to ask questions about anything they’re
confused about. Is your backhoe operator supposed
to be in daily communication with your engineering
team because they’ll be working in the same area at
similar times? They need to know that as well as
what the expectations are in regards to how they
will communicate and when.
9. You might also need to assign a project manager(s) to oversee your
teams. If you’re a very small business, you may be the only project
manager, but you need to have a schedule drawn up of what you will
be checking and when.
• Step 4: Track your performance
• THE QUICK VERSION:
• Gather data on key performance indicators (KPIs) such as
objectives, performance, and quality.
ALL THE DETAILS:
• It’s essential that you accurately track the performance of your
team on this construction project and ensure they are meeting the
parameters you’ve set. And in the event of an unsuccessful
project, it ensures you have data that you can dive into to figure
out why you failed so it doesn’t happen again.
10. • Successful construction managers typically use key performance
indicators (KPIs) to monitor the performance of a project.
• Some typical KPIs you can track include:
• Project objectives: Are you on schedule and on budget?
• Project performance: Is the project proceeding smoothly, or are
you running into some obstacles you weren’t expecting?
• Quality: Sure, the crew is hitting their milestones, but is the work
up to the quality that you want at this stage?
• Step 5: Close out and evaluate the project
• THE QUICK VERSION:
• Using the data you gathered, evaluate your performance and talk
with your team on how you could improve on the next project.
11. • Just because the building is over doesn’t mean you’re done with
the planning process. The lessons learned and data gathered from
this project help inform how you approach the next project, so it’s
important to perform the close-out tasks. This work can also serve
as some of the pre-construction planning for your next project.
• Thanks to the fact that you had a clearly-defined construction
project plan and a way to track performance and obstacles, you’re
well-equipped to conduct an even more successful construction
planning process the next time around. You’ll know where the
obstacles are and what mistakes were made, which will then
inform how you can tweak the next plan in order to maximize
success.
12. • But this shouldn’t be a process that takes place
just in your own head. Call a final meeting with
your crew to discuss how you performed.
Conduct a brainstorming session to get ideas on
what you could have done better, and take
extensive notes. They’re your eyes and ears, so
don’t lose the opportunity to collect their
valuable insight.
• To formally close this project out, create a final
project budget and contrast it with the original
budget, and then draft a final project report that
you share with key stakeholders.
15. • General
Mechanization is the process of shifting from working
largely or exclusively by hand to do that work using
machines. Construction projects are becoming more
demanding and complicated in construction and delay
of projects would arise if conventional construction
method is used. Delays in construction are costly and
have prompted developers to embrace mechanization.
Construction machineries are used in order to achieve
larger output, cost-effective, execution of work that is
not feasible by manual efforts, reduce the amount of
heavy manual work which would cause fatigue,
maintaining large output, and finalize projects on time.
16. • Motivations for Mechanization of Construction Industry
• The work can be done speedily which avoid time and cost
over-runs.
• Large quantity of materials can be handled, so the size of
the project can be increased
• The complex projects involving high grade material.
• High quality standards can be maintained.
• Time schedule can be kept.
• Optimum use of material, man power and finance.
• Shortage of skilled and efficient man power.
• To control on the duration and cost implications by using
mechanized equipment over the Conventional method,
which can be used in the planning of construction
project.
17. • Lower insurance costs for builders.
• Easier and safer work for construction workers.
• Increased sustainability over a building’s lifetime.
• Little to no building-site construction waste.
18. • Earth Excavators
Excavators are heavy equipment consisting of a
boom, bucket and cab on a rotating platform known
as the control room. The house sits atop an under
carriage with tracks or wheels. All movement and
functions of the excavator are accomplished
through the use of hydraulic fluid, be it with rams or
motors.
19. • Types of excavator:
• Compact excavator
• Crawler excavator
• Wheeled excavators
• Backhoe loader
• Dragline excavator
• Long reach excavator
• Power shovel
• Suction excavator
20. • Excavators are used in many ways:
• Digging of trenches, holes and foundations
• Material handling
• Brush cutting with hydraulic attachments
• Forestry work
• Demolition
• General grading/landscaping
• Heavy lift, e.g. lifting and placing of pipes
• Mining, especially, but not only open-pit mining
• River dredging
• Driving piles, in conjunction with a Pile Driver
21. 1. Compact Excavator
A compact or mini excavator is tracked or wheeled vehicle
with an approximate operating weight from 0.7 to 7.5 tons.
It generally includes a standard backfill blade and features
independent boom swing. Hydraulic Excavators are
somewhat different from other construction equipment in
that all movement and functions of the machine are
accomplished through the transfer of hydraulic fluid. The
compact excavator's work group and blade are activated by
hydraulic fluid acting upon hydraulic cylinders. The
excavator's slew (rotation) and travel functions are also
activated by hydraulic fluid powering hydraulic motors.
23. 2. Crawler Excavator
a) Mini-Crawler Excavator
With a wide range of available sizes and features like Power
Tech engines, zero-tail-swing, offset boom, multiple
attachments and ultra comfortable operator stations,
there’s excavator to fit every job. Hydraulic management
system, which helps by balancing hydraulic pressure and
flow and sensing when extra power is needed without
draining other systems.
25. b) Heavy Crawler Excavator
Crawler excavator gets the job done with muscle,
control and peerless productivity. Efficient, cool-
running engines and enhanced hydraulics make
these the most-reliable and hardest-working
excavators yet. Climb into one of these best-in-class
cabs and unleash a mighty workhorse to tackle
toughest jobs.
27. 3. Wheeled Excavators
Wheeled excavators easily navigate streets and hard
surfaces to deliver powerful bucket forces in well-
balanced, high-stability machines. Even with all that
muscle outside, operators find quiet comfort inside
spacious air conditioned cabs. Low effort levers
deliver smooth boom and bucket control.
29. 4. Backhoe loader
Backhoe loader, also called a loader backhoe and
commonly shortened to backhoe, is a heavy
equipment vehicle that consists of a tractor fitted
with a shovel/bucket on the front and a small
backhoe on the back. Due to its relatively small size
and versatility, backhoe loaders are very common in
urban engineering and small construction projects
(such as building a small house, fixing urban roads,
etc).
30. Backhoe loaders deliver versatility and power in a cost-
efficient package, whether placing pipe, busting up blacktop or
digging deep. Each model features excavator-style boom,
bucket and hydraulics. Crowd power, swing torque and boom
and dipper stick lift are impressive and high pressure
hydraulics are powerful and quick. Easy-to-operate controls
smoothly blend functions.
32. By comparing various types of machines for
excavation, for example, power shovels are
generally found to be the most suitable for
excavating from a level surface and for attacking an
existing digging surface or one created by the
power shovel; furthermore, they have the
capability of placing the excavated material directly
onto the haulers. Another alternative is to use
bulldozers for excavation.
33. The choice of the type and size of haulers is based on the
consideration that the number of haulers selected must be
capable of disposing of the excavated materials
expeditiously. Factors which affect this selection include:
• Output of excavators: The size and characteristics of the
excavators selected will determine the output volume
excavated per day.
• Distance to dump site: Sometimes part of the excavated
materials may be piled up in a corner at the job-site for
use as backfill.
• Probable average speed: The average speed of the
haulers to and from the dumping site will determine the
cycle time for each hauling trip.
34. • Volume of excavated materials: The volume of
excavated materials including the part to be piled
up should be hauled away as soon as possible.
• Spatial and weight constraints: The size and
weight of the haulers must be feasible at the job
site and over the route from the construction site
to the dumping area.
Dump trucks are usually used as haulers for
excavated materials as they can move freely with
relatively high speeds on city streets as well as on
highways.
35. The cycle capacity C of a piece of equipment is
defined as the number of output units per cycle of
operation under standard work conditions. The
capacity is a function of the output units used in
the measurement as well as the size of the
equipment and the material to be processed. The
cycle time T refers to units of time per cycle of
operation. The standard production rate R of a
piece of construction equipment is defined as the
number of output units per unit time. Hence:
36. The daily standard production rate Pe of an
excavator can be obtained by multiplying its
standard production rate Re by the number of
operating hours He per day. Thus:
……. (1)
……. (2)
……. (3)
where Ce and Te are cycle capacity (in units of
volume) and cycle time (in hours) of the excavator
respectively.