The document discusses project risk management. It defines risk as the uncertainty of an action or activity that may impact project objectives. Project risk management is a systematic process used to identify, assess, and respond to risks to minimize negative impacts. The key steps in the risk management cycle are risk identification, assessment, prioritization, response, monitoring, and reporting. Risks should be regularly updated and communicated.
This document provides an overview of project management. It defines project management as applying knowledge, skills, tools, and techniques to meet stakeholder needs and expectations. Key aspects covered include identifying stakeholders, balancing competing demands, and establishing a methodology. The methodology involves defining objectives, establishing an organization structure, and installing controls over time, cost, and quality. Implementing project management techniques is expected to result in reduced costs, time, and failures while improving resource allocation and quality. Characteristics of effective project management firms and consultants are also discussed.
A survey was conducted on construction project risk management. The results showed that respondents felt the most important things were risk identification and mitigation, analyzing competitors' risks, and ensuring risks are distributed fairly between contracting parties. The Construction Project Risk Management Asia 2011 conference will provide answers to questions on managing risks, with case studies from major infrastructure projects. Attendees can register by email or phone.
RISK MANAGEMENT IN CONSTRUCTION PROJECTS AS PER INDIAN SCENARIOIAEME Publication
Construction industry is highly risk prone, with complex and dynamic project
environments creating an atmosphere of high uncertainty and risk. The industry is
vulnerable to various technical, sociopolitical and business risks. The track record
to cope with these risks has not been very good in construction industry. As a
result, the people working in the industry bear various failures, such as, failure of
abiding by quality and operational requirements, cost overruns and uncertain delays
in project completion. In light of this, it can be said that an effective systems of risk
assessment and management for construction industry remains a challenging task
for the industry practitioners. The aim of the this research is to identify and evaluate
current risks and uncertainties in the construction industry through extensive
literature survey and aims to make a basis for future studies for development of a
risk management framework to be adopted by prospective investors, developers and
contractors
Risks have a significant impact on a construction
project’s performance in terms of cost, time and quality. As
the size and complexity of the projects have increased, an
ability to manage risks throughout the construction process
has become a central element preventing unwanted
consequences. How risks are shared between the project
actors is to a large extent governed by the procurement
option and the content of the related contract documents.
Therefore, selecting an appropriate project procurement
option is a key issue for project actors.
The overall aim of this research is to increase the
understanding of risk management in the different
procurement options: design-bid-build contracts, designbuild contracts and collaborative form of partnering. Deeper
understanding is expected to contribute to a more effective
risk management and, therefore, a better project output and
better value for both clients and contractors. The study
involves nine construction projects recently performed in
Sweden and comprises a questionnaire survey and a series of
interviews with clients, contractors and consultants involved
in these construction projects.
The findings of this work show a lack of an iterative
approach to risk management, which is a weakness in current
procurement practices. This aspect must be addressed if the
risk management process is to serve projects and, thus, their
clients. The absence of systematic risk management is
especially noted in the programme phase, where it arguably
has the greatest potential impact. The production phase is
where most interest and activity are to be found. As a matter
of practice, the communication of risks between the actors
simply does not work to the extent that it must if projects are
to be delivered with certainty, irrespective of the form of
procurement.
A clear connection between the procurement option
and risk management in construction projects has been
found. Traditional design-bid-build contracts do not create
opportunities for open discussion of project risks and joint
risk management. A number of drivers of and obstacles to
effective risk management have been explored in the study.
Every actor’s involvement in dialogue, effective
communication and information exchange, open attitudes
and trustful relationship are the factors that support open
discussion of project risks and, therefore, contribute to
successful risk management.
Based on the findings, a number of recommendations
facilitating more effective risk management have been
developed for the industry practitioners.
Introduction to construction project managementMC Tubera
This document discusses the history and evolution of management theory and practice from the Classical Era of 1910-1930 to the present day Reconsidering Era of 1990-present. It covers key topics in management such as organizing, leading, planning, controlling, and reconsidering. It also discusses the psychology of project management and important aspects like selecting the best project team, engaging stakeholders, and the people side of communication. Project management involves integrating specialist skills and coordinating resources, time, and tasks to meet the client's objectives.
This document discusses risk management and analysis. It defines risk management as identifying, analyzing, and responding to risks. Risk analysis helps identify potential problems that could undermine projects or initiatives. The key steps of risk analysis include identifying threats, estimating the likelihood and impact of each threat, and developing risk mitigation strategies. Quantitative techniques like decision trees and expected monetary value analysis can also be used. Ongoing risk monitoring and control is important to evaluate risks and ensure responses remain effective.
The Project Management Process - Week 1Craig Brown
This document provides an overview of project management concepts. It discusses that projects have a definite beginning and end, and defines a project. It also outlines the five process groups that projects typically go through. Additionally, it explains the triple constraint of time, cost and scope that projects aim to balance, and introduces the nine knowledge areas of the project management framework. Finally, it emphasizes the importance of an integrated approach to managing all aspects of a project.
Exploration of risks and risk management in construction project deliveryMECandPMV
Risks are pervasive throughout construction projects and need to be properly managed. This document discusses:
1) Various types of risks that occur during different phases of the project life cycle from planning to construction.
2) How the selection of a project delivery system, such as design-bid-build or design-build, can impact risks related to costs, schedule and control.
3) Qualitative and quantitative risk analysis methods that can be used to identify, prioritize and evaluate risks, such as cause-and-effect diagrams and decision analysis.
The document provides an overview of key components for an effective project charter, including objectives, scope, deliverables, timelines, budgets, resources, risks, and measures of success. An effective charter clearly defines the project goals, how it fits strategically, what work will be done, when it will be completed, who will work on it, potential challenges, and how success will be determined. The charter establishes a shared understanding and provides essential information to ensure project alignment, buy-in, and successful delivery.
The document provides an introduction to project management and information technology project management. It discusses the growth of IT project spending worldwide. It also summarizes challenges with past IT projects, the advantages of using project management, and the role of the Project Management Institute in establishing standards and professional development for the field.
Risk analysis is a systematic process to estimate the probability and impact of identified project risks. There are qualitative and quantitative approaches to risk analysis. Qualitative approaches use scales to assess probability and impact and assign risk levels like low, medium, high. Quantitative approaches use techniques like expected value analysis to generate probabilistic estimates of project outcomes. Monte Carlo simulation is commonly used to model project risks and determine the likelihood of meeting objectives within given cost and schedule constraints. Effective risk management involves identifying, analyzing, prioritizing and developing response plans for risks throughout the project lifecycle.
Construction projects face a myriad of risks that can quickly balloon costs and delay completion. These risks come from many sources including financial, political, regulatory, environment and execution. In our presentation you will discover lessons from construction risk analysis, which can be applicable for other industries. You will learn how construction project managers perform integrated cost and schedule risk analysis. This includes:
* What is so unique about construction project risk analysis
* Why construction projects are often behind schedule and over budget
* Risk analysis in bidding process
* Critical Path for construction schedules with risks and uncertainties
* Risk associated with resources in construction projects
* Examples of project risk analysis of construction schedules
For more information please visit: http://www.intaver.com
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
This document discusses project risk management and identifies risks. It outlines the process of identifying risks through team brainstorming and using the work breakdown structure. Key steps include describing specific risks and having the team come to a mutual understanding of potential risk events. The goals of risk management are to anticipate problems, minimize surprises, and increase the likelihood of project success.
A risk is defined as “an uncertain event or condition that, if it occurs, has a positive and negative effect on a project’s objectives.” Risk is inherent with any project, and project managers should assess risk continually and develop plan to address them. The risk management plan contains an analysis of likely risks with both high and low impact, as well as mitigation strategies to help the project avoid being derailed should common problems arise. Risk management plans should be periodically reviewed by the project team in order to avoid having the analysis become stale and not reflective of actual potential project risks. Most critical, risk management plans include a risk strategy.
This module on Managing Risk discusses different type of risk that needs to be taken into account by the management while implementing a project. The other topics converged in this module include probability-impact matrix, Risk Quantification; Mitigating/Transferring risk; Risk audits/Review; Sample Risk plan and how to initiate Risk Management Planning.
The document discusses various aspects of construction project management. It covers topics like defining a project and project management, the roles and responsibilities of a project manager, the need for project management, and the project management triangle involving time, cost, and scope constraints. It also describes key phases of project management like planning, execution, control, and closure. Important tools for planning and scheduling projects are discussed, including bar charts, critical path method (CPM), and program evaluation and review technique (PERT).
Project Zeta involves the construction of a new building at McGill University in Montreal to house two emergency power generators. The $16 million project will take one year to complete from November 2018 to November 2019. The new generators will provide backup power for a dozen buildings on the lower campus in the case of emergencies or during periods of peak energy usage. A risk management plan has been developed to identify potential risks from project management, technical, organizational, and external risk categories that could impact the project's schedule, budget, or scope. The plan assigns roles and responsibilities and outlines risk assessment, response strategies, and monitoring processes.
The document discusses risk and opportunity management for projects. It provides definitions of key terms like risk, uncertainty, and risk tolerance. It also lists examples of risk sources throughout the project lifecycle, such as uncertainties in cost estimates during planning and design, potential claims or change orders during construction that could impact cost and schedule, and risks related to delays in materials or seasonal impacts on productivity. The document emphasizes that risk management is an ongoing process throughout the entire project.
1. Successful development programs require measurable results and impacts that are sustained over time, which depend on the quality of program design and implementation.
2. Key challenges in program design include promoting collaboration, flexibility, sustainability, rigorous monitoring and evaluation plans, consideration of implementation options, and addressing cross-cutting issues.
3. Important components of program design are problem analysis, development hypotheses, logical frameworks, results frameworks, performance management plans, identification of appropriate interventions, and structuring public-private partnerships.
Srae2014 - Construction Projects Risks from the Perspective of Project Manage...Safak EBESEK
Construction Projects Risks from the Perspective of Project Management
Özlem Tüz, PhD & Safak EBESEK, PhD.C
The 23rd SRA-Europe conference 16-18 June 2014 in Istanbul, Turkey
Hosted by Istanbul Technical University
The document provides an overview of project planning and management concepts presented in a lecture. It defines what constitutes a project, outlines the typical project life cycle from concept to utilization, and discusses the roles and responsibilities of key parties involved in construction projects, including the client, contractor, and engineer. It also examines the different levels of approval required to sanction project funding from various authorities based on the project cost.
Project Management Communication Tools – A guide to Risk Management!PECB
Project and Risk Managers often struggle with performing risk management on their projects. In this value packed webinar, Bill Dow will guide you through his tricks and best practices of managing risks on your projects.
Main points covered:
• Major risk events
• Purpose of Risk Management
• Steps to effective Risk Management
• Risk Management methods
Presenter:
Bill Dow, PMP, is a recognized expert in Project Management by the Project Management Institute (PMI) for specifically developing and managing Project Management Offices (PMOs.) His extensive experience with Project Management and PMOs have enabled him to co-author several comprehensive books available through Amazon.com. Bill has taught at the college level for more than 20 years in Washington State, British Columbia and Ontario, Canada, and has worked at Microsoft for more than 12 years.
Link to YouTube video: https://youtu.be/u6UcZJD-MAw
The document summarizes key aspects of project risk management based on Chapter 11 of an SMSVN PMP training course. It defines risk, risk management objectives, and risk attitudes. It then outlines the six processes of project risk management: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, and control risks. For each process, it lists the inputs, tools and techniques, and outputs as defined in the PMBOK guide.
The risk plan outlines defines how risk management will be conducted for the project. It ensures that the degree, type and visibility of risk management are appropriate for the risks and importance of the project. The risk plan outlines a full list of potential risks for the project, templates and documents for risk management, methods for assessing the probability and impact of risks, prioritization of risks, preventative and mitigative actions for risks, and how risk management will be conducted throughout project stages.
The document discusses project risk management as it coincides with PMBOK 11.0. It outlines the 7 processes of project risk management according to PMBOK which are: plan risk management, identify risks, perform qualitative risk analysis, perform quantitative risk analysis, plan risk responses, implement risk responses, and monitor risks. It also discusses key concepts, trends, considerations for tailoring, and considerations for agile environments.
The document provides an overview of cost estimation processes and procedures. It discusses various cost estimation methods and tools including analogy cost estimating, parametric cost estimating, and engineering build-up methodology. It also outlines common difficulties in cost estimation such as choice of work method, labor and material costs, and wastage allowance. The document is intended to help understand the complex process of estimating construction project costs.
Jinu Stephen Louis is a civil engineer with 3 years of experience in site engineering and project planning and control. He has worked on several construction projects in Dubai for Brookfield Multiplex as a junior and trainee planning engineer. His responsibilities included project scheduling, monitoring, reporting, coordination, and control. He has proficiency with scheduling software like Primavera and Microsoft Project. He holds a Bachelor's degree in Civil Engineering from Manipal University in Dubai.
This document discusses techniques for managing project constraints, including the triple constraints of time, scope, and cost. It describes how no more than two of the three constraints can be fully met and explores ways to prioritize among competing demands, such as success sliders and identifying fixed vs flexible constraints. Breaking down scope into dimensions like user roles or business objectives is recommended to clarify project goals and tradeoffs. While prioritizing constraints may seem straightforward, contentiousness can arise, so open discussion of stakeholders' perspectives is important for project success.
Sustainability parameters in Site Design and disaster Management Neha Bansal
This document discusses sustainability parameters for site design and disaster management. It defines sustainability based on the 1987 Brundtland Commission report. It discusses sustainable site design principles like low impact design, energy efficiency, and green methods. Specific sustainable site design strategies mentioned include raingardens, pervious pavements, bio retention, and reducing heat island effect and impervious surfaces. The document also discusses site selection, functions that are environmentally responsive, and achieving sustainability goals through low impact development measures and standards. Finally, it provides disaster management parameters like limiting development in flood plains, wetlands, and habitats to protect natural areas and reduce carbon footprint through compact development.
The document describes a proposed project to build a new shopping mall called "Smart" near Taylor's University Lakeside Campus. The mall aims to provide students with an affordable and convenient place to buy food and cooking materials. It will be located beside the campus lake, utilizing unused space. The project team includes an architect, landscape architect, civil engineer, contractor, and quantity surveyor who will work together to design, plan, and construct the building on time and on budget. Key objectives are to make use of available land, improve food access and campus services for students, and enhance the attractiveness of the campus area.
This chapter discusses project risk management for information technology projects. It covers the importance of risk management, the risk management process which includes planning, identification, analysis, response planning, and monitoring risks. It also discusses tools for risk analysis and common risks for IT projects. The goal is to minimize negative risks and maximize opportunities to help ensure project success.
Abhay Singh is an environmental engineer with over 7 years of experience in areas such as environmental impact assessment, forest clearances, waste management, compliance, and sustainability reporting. He is currently working as a Senior HSE Engineer at Afcons Infrastructure Ltd. on an NCRTC metro project. Previously, he has worked on metro and highway projects for Siemens Ltd., Voyants Solutions Pvt. Ltd., and YES Enviro Solutions, where he was responsible for tasks like obtaining environmental clearances, conducting audits and training, and preparing management plans and reports. He holds an M.Tech in Environmental Engineering and additional certifications in industrial safety and ESG training.
This document provides details for a proposed recreational district project in Taylor's University, Malaysia. It includes sections on project management, architecture, civil and structural engineering, mechanical and electrical engineering, landscape architecture, quantity surveying, and appendices.
Key aspects of the project include utilizing a light weight and fast construction method with container structures, preserving existing trees, incorporating sustainable design features like natural ventilation and rainwater harvesting, and completing construction within 1 year for under RM1.5 million.
The document outlines the project background, client and site information, precedent studies, organization structure, success criteria, work breakdown structure, schedules, and risk management plan to define and properly document the project. Consultants will provide designs and plans for
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history of contemporary architecture - 15. International-Style-part.pptDania Abdel-aziz
The document discusses the International Style of architecture. It was introduced in the early 20th century and is characterized by features like asymmetry, abstract forms, flat roofs, large windows and lack of ornamentation. The style emerged from new construction techniques using steel and concrete. Key architects who helped develop the style included Walter Gropius, Le Corbusier, Mies van der Rohe and Philip Johnson. Examples of buildings highlighted include the Glass House, Unité d'Habitation and Bauhaus school.
history of contemporary architecture - 18. Frank-Lloyd-Wright.pptDania Abdel-aziz
Frank Lloyd Wright was an influential American architect known for designing iconic buildings using organic and modern styles. Some of his most famous works include Fallingwater, the Johnson Wax Building, and the Guggenheim Museum. Wright broke from traditional architectural styles and emphasized allowing the interior and exterior to flow together, using asymmetrical designs, and focusing on the relationship between buildings and their natural surroundings. He had a significant influence on modern architecture in the United States during the early 20th century.
history of contemporary architecture - 16. Le Corbusier.pptDania Abdel-aziz
Le Corbusier was influenced by various architects and artistic movements in developing his early works and principles of architecture. He drew from Tony Garnier's industrial city ideas, Auguste Perret's reinforced concrete techniques, the German Werkbund group's machine aesthetics, Cubism's abstraction of forms, and De Stijl's use of pure geometry. These influences led him to establish five principles for a new architecture - pilotis, free plan, free facade, ribbon windows, and roof gardens. His Villa Savoye exemplified these principles and represented his vision of creating a house as a "machine for living in."
history of contemporary architecture - 13.-The-Bauhaus-School(1).pptDania Abdel-aziz
The Bauhaus School was an influential art and design school established in Germany after World War 1. It aimed to merge art, craft, and technology with a goal of reforming design education. The school had three directors over its existence from 1919 to 1932 and was forced to close under the Nazi regime. It emphasized simplicity, functionality, and experimentation through workshops. Bauhaus buildings featured flat roofs, cubic shapes, and minimal ornamentation which influenced the modern International Style of architecture.
history of contemporary architecture - Modern Architecture.pptDania Abdel-aziz
Modern architecture originated in the late 19th century in Europe and the United States and spread worldwide. It is characterized by an emphasis on simplicity, clarity of form, exposed structure, and the use of industrial materials like iron, steel, and concrete. Important early modern architects included Frank Lloyd Wright, Le Corbusier, and Mies van der Rohe. Their pioneering designs embraced new technologies and rejected ornamentation in favor of forms following functions. I.M. Pei is a renowned modernist known for his large-scale, geometric glass and steel buildings that result from original design concepts rather than adherence to theory or style.
history of contemporary architecture - 18. The capitalist city, Megalopolis, ...Dania Abdel-aziz
The document discusses the development of cities during the Industrial Revolution and the rise of capitalism. Some key points:
- Urbanization rates increased dramatically in Western countries between the 1600s-1800s as millions migrated to cities. By the late 1800s, over half of England's population lived in cities.
- The growth of industrial cities led to poor living conditions for working classes, with overcrowding, lack of sanitation, and high disease rates. Wealthier classes established new residential districts on the edges of cities.
- As capitalism took hold, urban land became seen as a source of income. Central downtown areas focused on economic activity, and wealthy residents sought new neighborhoods on the outskirts.
-
history of contemporary architecture - 06. Art Nouveau - Part 1.pptDania Abdel-aziz
Art Nouveau was a style that originated in France in the late 19th century that rejected historical revival styles in favor of new organic forms inspired by nature. Key characteristics included flowing, curved lines; natural motifs like flowers; and an emphasis on craftsmanship. Pioneering Art Nouveau architects like Victor Horta, Hector Guimard, and Henry Van de Velde designed buildings, interiors, and objects that featured these organic forms and rejected traditional ornamentation. The style embraced many art forms and spread across Europe in the early 20th century before being replaced by modernist styles.
history of contemporary architecture - 09.Secession.pptDania Abdel-aziz
The document discusses the Secession movement and Adolf Loos's role in developing the Pre-Modern style. The Secession movement rebelled against traditional historical styles of art, seeking to create a completely new abstract style. Loos rejected ornamentation in architecture, viewing it as a waste of resources. He developed a Pre-Modern style for Vienna in 1910 that was unornamented, functional, and suited the emerging social and economic conditions through his writings and built works.
history of contemporary architecture - 05. Arts and Crafts Movement.pptDania Abdel-aziz
The Arts and Crafts movement began in 1850 as a reaction against the poor conditions faced by factory workers during the Industrial Revolution. It sought to re-establish harmony between design and craftsmanship through handmade, affordable objects. Key figures like William Morris, Philip Webb, and John Ruskin promoted this philosophy. The Red House, designed by Webb in 1859, exemplified the movement's rejection of revivalist styles through its asymmetrical design and integration of craft elements.
history of contemporary architecture - 10. Futurism.pptDania Abdel-aziz
Futurist architecture began in the early 20th century as a rejection of traditional styles and an embrace of modernity and technology. Antonio Sant'Elia was a key figure who translated the Futurist vision into bold urban designs, though most remained unbuilt. His 1914 Manifesto of Futurist Architecture advocated for an architecture of steel, glass and other modern materials that incorporated dynamic oblique lines over static horizontals and verticals. Sant'Elia's visionary but unbuilt works were highly influential and helped establish the foundations for modern architecture in the mid-20th century.
history of contemporary architecture - 02. Local Revivals .pptDania Abdel-aziz
Local revivals emerged simultaneously with neoclassicism in countries. Some architects felt neoclassicism did not respect local architecture. Gothic revivalism became popular as Gothic architecture was seen as more in line with local styles. Gothic cathedrals were restored and the Gothic Revival was advocated by figures like John Ruskin. A prominent Gothic Revival architect was Sir George Gilbert Scott, known for buildings like St Pancras Hotel. Other revivals included Greek Revival and classical revivalism in 17th century Italy. In the 19th century, there were reactions against revivalism through avant-garde styles, while some continued exploring classical orders through architects like Ledoux and in buildings like Villa Capra.
history of contemporary architecture - 03. Avant-Garde and Beaux Arts.pptDania Abdel-aziz
The document discusses the emergence of avant-garde architecture and Beaux-Arts style in opposition to revivalism. Avant-garde architects rejected copying historical styles and sought to synthesize the past in a modern way. One example of their approach is the Beaux-Arts style, which was taught at the École des Beaux-Arts in Paris and emphasized understanding rather than copying the past. A key example of Beaux-Arts architecture is the Paris Opera House, designed by Charles Garnier between 1862 and 1875, which became hugely influential with its symmetrical facade, sculptural elements, and use of classical details in a grand manner.
history of contemporary architecture - 02.1 Eclecticism .pptDania Abdel-aziz
The 19th century saw a proliferation of architectural styles as many historical elements and styles were adopted and exported to new places. Styles were chosen not just for fashion but for their symbolic meanings, with different styles representing concepts like justice, learning, and commerce. Eclecticism reigned as the dominant approach. Norman Shaw was a leading English architect of this period, skilled at handling richer surfaces and elaborate skylines for wealthy clients. Various movements also emerged that would influence modern architecture, including Japonism, Arts and Crafts, Art Nouveau, and garden cities, but European architecture remained confident and prosperous overall.
history of contemporary architecture - 17. Russian-Constructivism.pptDania Abdel-aziz
Constructivism originated in Russia in 1919 as a rejection of autonomous art in favor of art serving social purposes. It greatly influenced 20th century art movements like the Bauhaus and De Stijl. Constructivism aimed to analyze materials and forms to design functional objects rather than focus on beauty or representation. It sought to express the experience of modern life through dynamism, space, and time. The movement developed a new form of art to support the democratic goals of the Russian Revolution but ended after Lenin's death. Key figures included Tatlin, Melnikov, and Lissitzky, and the movement influenced architecture, design, theater and more through use of industrial materials and minimal, geometric forms.
history of contemporary architecture - 13.-The-Bauhaus-School.pptDania Abdel-aziz
The document summarizes the Bauhaus School, an influential art and design school that operated in Germany between 1919 and 1933. It was founded by Walter Gropius and brought together various crafts and arts to merge function and aesthetics. The school emphasized simplicity, functionality and experimentation with new materials and forms. It rejected ornamentation in favor of clean geometric designs and had a significant influence on modern architecture and design. The school was forced to close under Nazi rule due to its left-leaning philosophies.
history of contemporary architecture - 04. Structural Changes for Cities.pptDania Abdel-aziz
The document discusses several key structural changes in cities during the 19th century as a result of industrialization and new building materials and techniques. The industrial revolution led to the emergence of engineering as a new discipline separate from architecture. New materials like steel and cast iron allowed for larger spans and more open floor plans in structures like bridges, factories, and exhibition buildings. Major projects from this era emphasized the use of iron, steel, and glass, including Joseph Paxton's Crystal Palace for the 1851 Great Exhibition in London. Gustave Eiffel's iconic Eiffel Tower, built for the 1889 Paris World's Fair, demonstrated the capabilities of structural ironwork. Reinforced concrete was also developed, changing construction methods. These territorial,
history of contemporary architecture - 11. Expressionism.pptDania Abdel-aziz
Expressionism was an early 20th century art movement centered in Germany that sought to convey deep emotional content through abstraction and distortion rather than realism. In architecture, Expressionist buildings often had sculptural, irrational forms that were personalized and idiosyncratic. Bruno Taut was a German architect active during this period who is considered an Expressionist. Some of his notable works include the Glass Pavilion built in 1914, made of concrete and brightly colored glass, and the Horseshoe Estate residential development built in Berlin between 1925-1927, featuring curved buildings arranged around a central pond. Expressionist architecture tended to use materials like glass, steel and brick, and forms that were individualistic compared to other styles of the time.
history of contemporary architecture - 14. Cubism + De Stijl.pptDania Abdel-aziz
Cubism had three key influences on architecture according to the document:
1. It rejected traditional techniques of perspective and modeling, instead emphasizing the two-dimensionality of the canvas.
2. Architects like Le Corbusier were influenced by Cubism's fracturing of objects into geometric forms and use of multiple perspectives.
3. Movements like De Stijl and Purism directly incorporated Cubist ideas like planar elements, primary colors, and intersecting geometric planes into architectural works.
history of contemporary architecture - 01. Neo Classicism.pptDania Abdel-aziz
This document provides an overview of territorial, technical, and cultural changes in the 19th century and their effects on city design. It discusses how the invention of trains and factories led to rapid urbanization and population growth. New building materials like cast iron enabled open floor plans and large interior spaces. Culturally, Neoclassicism emerged as the dominant style, though some movements sought national identity through local revivals. The document provides examples of Neoclassical works like Ledoux's ideal city plan, Jefferson's University of Virginia campus design, and Schinkel's Altes Museum in Berlin to illustrate these trends in architecture during this time period.
APM event held on 9 July in Bristol.
Speaker: Roy Millard
The SWWE Regional Network were very pleased to welcome back to Bristol Roy Millard, of APM’s Assurance Interest Group on 9 July 2024, to talk about project reviews and hopefully answer all your questions.
Roy outlined his extensive career and his experience in setting up the APM’s Assurance Specific Interest Group, as they were known then.
Using Mentimeter, he asked a number of questions of the audience about their experience of project reviews and what they wanted to know.
Roy discussed what a project review was and examined a number of definitions, including APM’s Bok: “Project reviews take place throughout the project life cycle to check the likely or actual achievement of the objectives specified in the project management plan”
Why do we do project reviews? Different stakeholders will have different views about this, but usually it is about providing confidence that the project will deliver the expected outputs and benefits, that it is under control.
There are many types of project reviews, including peer reviews, internal audit, National Audit Office, IPA, etc.
Roy discussed the principles behind the Three Lines of Defence Model:, First line looks at management controls, policies, procedures, Second line at compliance, such as Gate reviews, QA, to check that controls are being followed, and third Line is independent external reviews for the organisations Board, such as Internal Audit or NAO audit.
Factors which affect project reviews include the scope, level of independence, customer of the review, team composition and time.
Project Audits are a special type of project review. They are generally more independent, formal with clear processes and audit trails, with a greater emphasis on compliance. Project reviews are generally more flexible and informal, but should be evidence based and have some level of independence.
Roy looked at 2 examples of where reviews went wrong, London Underground Sub-Surface Upgrade signalling contract, and London’s Garden Bridge. The former had poor 3 lines of defence, no internal audit and weak procurement skills, the latter was a Boris Johnson vanity project with no proper governance due to Johnson’s pressure and interference.
Roy discussed the principles of assurance reviews from APM’s Guide to Integrated Assurance (Free to Members), which include: independence, accountability, risk based, and impact, etc
Human factors are important in project reviews. The skills and knowledge of the review team, building trust with the project team to avoid defensiveness, body language, and team dynamics, which can only be assessed face to face, active listening, flexibility and objectively.
Click here for further content: https://www.apm.org.uk/news/a-beginner-s-guide-to-project-reviews-everything-you-wanted-to-know-but-were-too-afraid-to-ask/
Odoo 17 Events - Attendees List ScanningCeline George
Use the attendee list QR codes to register attendees quickly. Each attendee will have a QR code, which we can easily scan to register for an event. You will get the attendee list from the “Attendees” menu under “Reporting” menu.
View Inheritance in Odoo 17 - Odoo 17 SlidesCeline George
Odoo is a customizable ERP software. In odoo we can do different customizations on functionalities or appearance. There are different view types in odoo like form, tree, kanban and search. It is also possible to change an existing view in odoo; it is called view inheritance. This slide will show how to inherit an existing view in Odoo 17.
This is an introduction to Google Productivity Tools for office and personal use in a Your Skill Boost Masterclass by the Excellence Foundation for South Sudan on Saturday 13 and Sunday 14 July 2024. The PDF talks about various Google services like Google search, Google maps, Android OS, YouTube, and desktop applications.
Description:
Welcome to the comprehensive guide on Relational Database Management System (RDBMS) concepts, tailored for final year B.Sc. Computer Science students affiliated with Alagappa University. This document covers fundamental principles and advanced topics in RDBMS, offering a structured approach to understanding databases in the context of modern computing. PDF content is prepared from the text book Learn Oracle 8I by JOSE A RAMALHO.
Key Topics Covered:
Main Topic : VIEW
Sub-Topic :
View Definition, Advantages and disadvantages, View Creation Syntax, View creation based on single table, view creation based on multiple table, Deleting View and View the definition of view
Target Audience:
Final year B.Sc. Computer Science students at Alagappa University seeking a solid foundation in RDBMS principles for academic and practical applications.
Previous Slides Link:
1. Data Integrity, Index, TAble Creation and maintenance https://www.slideshare.net/slideshow/lecture_notes_unit4_chapter_8_9_10_rdbms-for-the-students-affiliated-by-alagappa-university/270123800
2. Sequences : https://www.slideshare.net/slideshow/sequnces-lecture_notes_unit4_chapter11_sequence/270134792
About the Author:
Dr. S. Murugan is Associate Professor at Alagappa Government Arts College, Karaikudi. With 23 years of teaching experience in the field of Computer Science, Dr. S. Murugan has a passion for simplifying complex concepts in database management.
Disclaimer:
This document is intended for educational purposes only. The content presented here reflects the author’s understanding in the field of RDBMS as of 2024.
How to Manage Line Discount in Odoo 17 POSCeline George
This slide will cover the management of line discounts in Odoo 17 POS. Using the Line discount approach, we can apply discount for individual product lines.
1. Project Management –
Implementation (4)
8/13/2017 1Arch. Dania Abdel-Aziz/ Lecture 11
University of Jordan
Year 2016/2017
Second Summer Semester
Arch. Dania Abdel-Aziz
4. Risk Management Process
Risk - An uncertain event that, if it
occurs, has a positive or negative effect
on project objectives
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 4
Unknown Unexpected
UndesirableUnpredictable
5. WHO IS AT RISK AND WHAT ARE
THE RISKS
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 5
6. Who is at Risk
1. Owner
2. Architect
3. Contractor
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 6
7. What are the Risks
• Owners Risks
– Damage to the project.
– Delay in start up.
– 3rd party Bodily Injury /
Property Damage.
– Error in design.
– Change orders.
– Environmental.
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 7
8. • Architects Risks
– Error in design
– 3rd Party Bodily Injury / Property
Damage
• Contractors Risks
– Damage to project
– 3rd party Bodily Injury / Property
Damage
– Delay by performance
– Environmental
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 8
What are the Risks
9. The Construction Process
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 9
1
2 2
3
2
4
5
6
7
8
Quality Control
Value Engineering
Construction SchedulingDesign Scheduling
Design Cost Control
Establish
Budget
Change Orders
Construction
Punch
List
Bid
Working
Drawings
Design
Develop-
ment
Schematic
Design
Archi-
tectural
Program
Budget Compatible
With Program
Advertisement
for Bid
Pre-Bid Conference
Notice of Award
Letter of Intent
Sign Contract
Notice to Proceed Substantial
Completion
Fina
Completion
Warranty
10. Common Construction Insurance Coverage
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 10
Builders’ Risk
General Liability
Business Automobile
Workers’ Compensation
Equipment Floater
Professional Liability
Basic Coverage Architect/Engineer Contractor
12. Typical Project Delivery Methods
• Design - Bid - Build
• Construction Manager
– At risk
– Not at risk
• Design Build
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 12
13. 8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 13
Construction Management
Manager not at Risk
Owner
Construction
Manager
Trade
Contractor
Architect/
Engineer
Trade
Contractor
Trade
Contractor
Trade
Contractor
Project Delivery Methods
14. 8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 14
Construction Management
Manager at Risk
Owner
Construction
Manager
Trade
Contractor
Architect/
Engineer
Trade
Contractor
Trade
Contractor
Trade
Contractor
Project Delivery Methods
15. 8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 15
Design - Build
Owner
Design - Build
Team
General
Contractor
Architect/
Engineer
* Joint
Venture
Architect/
Engineer
General
Contractor
Subcontractors
Subconsultants
Design - Build Team Options:
Project Delivery Methods
16. TYPES OF RISKS IN CONSTRUCTION
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 16
17. Types of Risks in Construction
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 17
Physical
Risks
Financial
Economic
&
Acts
of
God
Political
Environ.
&
Design
Const.
Related
18. Types of Risks in Construction
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 18
Physical
Risks
Financial
Economic
&
Acts
of
God
Political
Environ.
&
Design
Const.
Related
Acts of God
Flood
Earthquake
Landslide
Fire
Wind damage
19. Types of Risks in Construction
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 19
Physical
Risks
Financial
Economic
&
Acts
of
God
Political
Environ.
&
Design
Const.
Related
Acts of God
Construction Related
Labor productivity
Different site conditions
Design changes
Equipment failure
20. Types of Risks in Construction
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 20
Physical
Risks
Financial
Economic
&
Acts
of
God
Political
Environ.
&
Design
Const.
Related
Design
Incomplete design
scope
Defective design
Errors & omissions
Inadequate
specifications
21. Types of Risks in Construction
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 21
Physical
Risks
Financial
Economic
&
Acts
of
God
Political
Environ.
&
Design
Const.
Related
Physical
Damage to structure
Damage to equipment
Labor injuries
Fire
Theft
Design
22. Types of Risks in Construction
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 22
Physical
Risks
Financial
Economic
&
Acts
of
God
Political
Environ.
&
Design
Const.
Related
Construction Related
Political & Environmental
Changes in laws and
regulations
Requirement for
permits
Law & order
Pollution and safety
rules
23. Types of Risks in Construction
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 23
Physical
Risks
Financial
Economic
&
Acts
of
God
Political
Environ.
&
Design
Const.
Related
Construction Related
Financial & Economic
Inflation
Availability of funds
Exchange rate fluctuations
Financial default
Political & Environmental
25. Risk Management Process
Risk Management
– A proactive attempt to recognize and
manage internal events and external threats
that affect the likelihood of a project’s
success
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 25
26. Risk Management Process
Risk Management
• What can go wrong (risk event)
• How to minimize the risk event’s impact
(consequences)
• What can be done before an event occurs
(anticipation)
• What to do when an event occurs
(contingency plans)
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 26
28. Risk Management’s Benefits
• A proactive rather than reactive
approach.
• Reduces surprises and negative
consequences.
• Provides better control over the future.
• Improves chances of reaching project
performance objectives within budget
and on time.
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 28
29. Risk Management Limitations
Lack of Expertise and Awareness.
Difficult to Apply.
Unable to Effectively Deal with Human Factors (Qualitative
Elements).
8/13/2017 29Arch. Dania Abdel-Aziz/ Lecture 11
32. Managing Risk
Step 1: Risk Identification
– Generate a list of possible risks
through brainstorming, problem
identification and risk profiling.
• Macro risks first, then specific
events
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 32
39. Step 3: Risk Response Development
– Mitigating Risk
• Reducing the likelihood an adverse
event will occur
– Transferring Risk
• Paying a premium to pass the risk to
another party
– Avoiding Risk
• Changing the project plan to
eliminate the risk or condition
– Sharing Risk
• Allocating risk to different parties
– Retaining Risk
• Making a conscious decision to
accept the risk
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 39
Managing Risk
41. Contingency Planning
Contingency Plan
– An alternative plan that will be used
if a possible foreseen risk event
actually occurs
– A plan of actions that will reduce or
mitigate the negative impact
(consequences) of a risk event
• Risks of Not Having a Contingency Plan
– Having no plan may slow managerial
response
– Decisions made under pressure can
be potentially dangerous and costly
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 41
43. Risk and Contingency Planning
1. Technical Risks
– Backup strategies if chosen
technology fails
– Assessing whether technical
uncertainties can be resolved
2. Schedule Risks
– Use of slack increases the risk of a
late project finish
– Imposed duration dates (absolute
project finish date)
– Compression of project schedules
due to a shortened project duration
date
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 43
44. Risk and Contingency Planning
3. Costs Risks
– Time/cost dependency links: costs
increase when problems take longer to
solve than expected.
– Deciding to use the schedule to solve
cash flow problems should be avoided.
– Price protection risks (a rise in input
costs) increase if the duration of a
project is increased.
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 44
45. Risk and Contingency Planning
4. Funding Risks
– Changes in the supply of funds for the
project can dramatically affect the
likelihood of implementation or
successful completion of a project.
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 45
46. Risk and Contingency Planning
• Contingency Funds
– Funds to cover project risks—identified and unknown
• Size of funds reflects overall risk of a project
– Budget reserves
• Are linked to the identified risks of specific work packages
– Management reserves
• Are large funds to be used to cover major unforeseen risks (e.g.,
change in project scope) of the total project
• Time Buffers
– Amounts of time used to compensate for unplanned delays in the
project schedule
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 46
48. Managing Risk
Step 4: Risk Response Control
– Risk control
• Execution of the risk response
strategy
• Initiating contingency plans
• Watching for new risks
– Establishing a Change Management
System
• Monitoring, tracking, and reporting
risk
• Repeating risk
identification/assessment exercises
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 48
49. Change Management Control
Sources of Change
– Project scope changes.
– Implementation of contingency plans.
– Improvement changes.
8/13/2017 Arch. Dania Abdel-Aziz/ Lecture 11 49
The Change Control Process