Chapter 3

CC603: PROJECT MANAGEMENT
CHAPTER 3
PROJECT CONTROL AND MONITORING
Chapter 3 - Project Planning, Scheduling and Controlling
INTRODUCTION
Mrs. Maria, your blood pressure is quite high. But. dont
worry, I will ask my assistant to monitor the pressure hourly.
And please take medicine that will given to you shortly to control
your pressure. Said Dr Allan to Mrs. Maria.
INTRODUCTION
Monitoring and controlling processes are very important
in our life. Monitoring involves determining what
information to collect; how, when and who will collect
the information; analysis of the info; and reporting
current progress.
However controlling in terms of a project is a process of
comparing the actual performance with baseline

performance and discerning any deviation. The project
management team then deals with this deviation, analyses
it, and suggests solutions to bring the schedule back on
track, if possible. In simple words, it measures and
evaluates the progress and performance of a project.
4
Project Planning and Controlling

Objectives
To arrange the activities appropriately
To make a realistic time scheduling
To make a resources estimation and planning

To implement time and cost controlling
To ease the contract administration
Scheduling Techniques
Planning, Scheduling
And controlling Techniques
Bar
Charts
Linear Balance
Method
Progress Curve or
S-Curves
Matrix
Schedules
Critical Path
Method (CPM)
Figure 4.2 Techniques of Project Planning, Scheduling and Controlling
Project Scheduling Techniques

By charts
Gantt chart or bar chart.
Linked bar chart/ Modified Bar Chart
By net work Techniques

A-O-A (Activity on arrow)
o C.P.M (Critical path method)
o P.E.R.T (Programme evaluation Review Techniques)
A-O-N (Activity on node)

o P.D.M (Precedence Diagramming method)
L.B.S (Line of balance system)
14
Gantt Chart or Bar Chart

Bar Chart was developed by Henry Gantt in 1917
It is a graphical representation of work activities
Acts as planning-scheduling model and reporting-control model
The length of bar represents duration of activity
15
June
% Complete 1 2
3
100% 100%
100%
100%
July
5 6
August
September
October
Nov ember
December
January
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34
ID
1
Task Name
Site posession
Setting Out
Excav ate
100%
Pad F ooting
100%
Column Stump
100%
Ground Beam
100%
Grd. Flr. Slab & D ocking Yard
100%
Apron Slab & Sub Soil & Parameter Drain
Grd. Flr. Column
100%
10
1st. F lr. Beam & Slab & Staggered Floor
100%
11
1st. F loor Column
100%
100%
12
Roof Beam
70%
70%
13
Roof Structure & C ov ering
40%
14
Ext. Wall & Int. Wall
60%
15
Door & Window & Glass
0%
16
Int. Wall & Ceiling Finishes
0%
17
Int. Flr. Finishes & Hand R ailing
0%
18
Ext. Wall & Ceiling Finishes
0%
19
Ext. Floor Finishes
0%
20
Plumbing & Sanitary Installation
21
Road & Carpark & Kerb
22
Site C learing
0%
23
Turf ing & Landscaping
0%
24
Ramp
25
Earthworks
26
Rubbish Bin Center & Pump House & Toilet
65%
27
Soil D rainage & Sewerage
95%
28
Surf ace Water Drainage
70%
29
Ext. Water R eticulation
0%
30
Electrical & Telephone
20%
31
Fire protection
0%
32
Air conditioner
0%
33
Handing Ov er - Practical C ompletion
0%
100%
100%
100%
100%
100%
0%
100%
100%
0%
30%
0%
100%
100%
65%
95%
0%
20%
Bar Charts
ADVANTAGES
- Simple graphical
- Easy for general
comprehension
- Wide spread used in industry
- Mostly used in small project
- Fairly broad planning and
scheduling tools, so they
require less revision and
updating than more
sophisticated systems
DISADVANTAGES
- Very cumbersome as the number
of line activities, or bars
increases
- Logical interconnections and
constraints of the various
activities is not expressed
- Difficult to use it for
forecasting the effects that
changes in a particular
activity will have on the
overall schedule
Figure 4.3 Techniques of Project Planning, Scheduling and Controlling
10
Advantages Gantt Chart or Bar Chart

Ability to clearly and quickly present the states of project.
To convey often to upper management, the over all status of a project.
No extensive training is required to learn how to extract in formation from them.
The period required for execution of each activity or operation can be observed.
Up date progress of each activity.
Resource aggregation.
Lagging of activities can be noticed to manage work.
17
Limitation/ Disadvantages Gantt Chart or

Bar Chart
Complicated inter- dependencies of various item of work can not be depicted
The critical activities can not be shown by bar charts.
Bars on chart do not show the actual progress because these only represent the
time elapsed in a particular activity. Hence it is not possible to detect till the
allotted is over and work remains in complete as the rate of progress is not shown
separately.
It is very difficult to find out the alternative courses of action they might be taken
and effect of each on project completion is exercised in case of variation of the
construction programme from the planned programme. The length and position
can not be adjusted.
18
Sample of Bar Charts

Table 4.1 Bar Chart for Concrete Gravity-Arch Dam
NO.
MONTH
DESCRIPTION
1
1
2
3
4
5
6
7
8
9
10
11
12
Mobilization
Foundation Excavation
Diversion Stage
Foundation Grouting
Dam Concrete
Install Outlet Gates
Install Trash Racks
Prestress
Radial Gates
Spillway Bridge
Curtain Grout
Dismantle Plant, Clean Up
10
Original Schedule
Actual
progress
13
Bar Charts
Example 3.1
A project consist of six activities that should be done in a period of time. Try to create a bar
chart to ease the project planning and scheduling.
Activity A
: 1 week, starting from 1 Oct 2013
Activity B
Activity C
Activity D
Activity E
Activity F
: 1 week, starting from 5 Nov 2013

14
Bar Chart
STEP 1: Identify start date & finish date for all activities
Activity
A: 1 week, starting from 1 Oct 2013
B: 2 week, starting from 5 Oct 2013
C: 3 week, starting from 15 Oct 2013
D: 2 week, starting from 25 Oct 2013
E: 2 week, starting from 29 Oct 2013
F: 1 week, starting from 5 Nov 2013
(1/10/13 - 8/10/13)
(5/10/13 - 19/10/13)
(15/10/13 - 5/11/13)
(25/10/13 - 8/11/13)
(29/10/13 - 12/11/13)
(5/11/13 - 12/11/13)
21
Bar Chart
STEP 2: Draw outline of Bar Chart
Bar Chart for Example 1
No1/10
8/10
15/10
Activity
22/10
29/10
5/11
Duration
Week
1
1/10
1
8/10
15/10
22/10
29/10
5/11
12/11
22
Bar Chart
A:(1/10/13 - 8/10/13)
B:(5/10/13 - 19/10/13)
C:(15/10/13 - 5/11/13)
D:(25/10/13 - 8/11/13)
E:(29/10/13 - 12/11/13)
F: (5/11/13 - 12/11/13)
STEP 3: Insert activity bars

Bar Chart for Example 1
1/10
8/10
15/10
22/10
29/10
5/11
Week
No
Activity
Duration
1
1/10
2
8/10
3
15/10
4
22/10
5
29/10
6
5/11
12/11
23
Modified Bar Charts

Example 3.2
Data of a project consist of four activities with their
duration and also amount of amount needed for this project.
Create a modified bar chart according to the data above.
No
Activity
Duration
(week)
01 October 2013
H, I
08 October 2013
10 October 2013
15
22 October 2013
05 November 2013
Starting
date
Human
Resources
(people)
Successor
18
MODIFIED BAR CHART

Step 1: Identify start & finish date for all activities
No
Activity
Duration
Starting
Human Resources
(Week)
Date
(People)
Successor
01 October 2013
H, I
08 October 2013
10 October 2013
15
22 October 2013
05 November 2013
G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)
25
MODIFIED BAR CHART

Step 2: Draw outline of Bar Char
Week
No
Activity
Duration
(week)
Human Resources
(people)
15
1/10
8/10
3
15/10
22/10
29/10
5/11
12/11
26
MODIFIED BAR CHART

Step 3: Insert activity bars
Modified Bar Chart for Example 2
Week
No
Activity
Duration
(week)
Human Resources
(people)
15
1
1/10
2
8/10
15/10
22/10
6
29/10
5/11
12/11
27
Modified Bar Chart

Step 4: Insert the relationship of all activities
Week
No
Activity
Duration
(week)
Human Resources
(people)
15
1/10
8/10
3
15/10
22/10
29/10
5/11
12/11
28
Modified Bar Chart

Step 5: Calculate human resources for each week
Week
No
Activity
Duration
(week)
Human Resources
(people)
15
G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)
1
1/10
2
5
8/10
3
15/10
4
22/10
5
29/10
6
5/11
12/11
29
Modified Bar Chart

Week
No
Activity
Duration
(week)
Human Resources
(people)
15
G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)
1/10
8/10
3
15/10
22/10
29/10
5/11
12/11
30
Modified Bar Chart

Week
No
Activity
Duration
(week)
Human Resources
(people)
11/10
28/10
3
15/10
4
22/10
29/10
5
65/11
12/11
5
1
15
G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)
31
Modified Bar Chart

Week
No
Activity
Duration
(week)
Human Resources
(people)
15
G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)
1
1/10
2
5
8/10
15/10
22/10
29/10
5/11
12/11
4
4
5
2
1
2
3
32
Modified Bar Chart

Step 6: Calculate total amount of human resources for each week
Week
No
Activity
Duration
(week)
Human Resources
(people)
15
TOTAL HUMAN RESOURCES
1
1/10
2
5
8/10
15/10
22/10
29/10
5/11
12/11
4
4
5
2
2
3
33
Modified Bar Chart

Step 7: Draw resource aggregation (histogram)
Week
No
Activity
Duration
(week)
Human Resources
(people)
1/10
8/10
3
15/10
22/10
29/10
5/11
12/11
15
4
4
1
2
Resources
(People)
TOTAL HUMAN RESOURCES
10
5
0
Duration (week)
Progress Curves
Table 4.2 Combination between S-Curves and Bar Charts
Month
Description
1
Mobilization
Foundation Excavation
Diversion Stage
Foundation Grouting
Dam Concrete
Install Outlet Gates
Install Trash Racks
Prestress
Radial Gates
10
Spillway Bridge
11
Curtain Grout
12
Dismantle Plant, Clean Up
10
100
Original Schedule
Cumulative progress (%)
No.
Actual progress
0
29
Progress Curves
Step by step to make s-curve
- Calculate cost for each activity
- Calculate total cost for all activity
- Calculate the progress ratio between cost for each
activity and total cost
- Divide those progress ratio equally for each activity
according to its duration
- Add the progress ratio which already divided for each
unit of time
- Calculate the cumulative progress ratio
- Draw S-Curve as a relationship between cumulative
progress ratio and duration of a project
Figure 4.4 Step by Step to Make Progress or S-Curve
30
Progress Curves
Example 3.3
As a bar chart is created in Example 3.1, try to draw a
progress or S-Curve of the project with additional data as
follow :
WORK
PROGRESS
RATIO (%)
No
ACTIVITY
DURATION
(WEEK)
COST
(RM)
A
B
C
D
E
F
1
2
3
2
2
1
1600
2000
6000
4900
3600
2000
8
10
30
24
18
10
20000
100%
2
3
4
5
6
TOTAL
31
Progress Curves
Table 4.3 Progress or S-Curve
activity
duration
(week)
progress
ratio
(%)
10
30
24
18
10
week
1
1/10
2
8/10
3
15/10
5
29/10
22/10
6
5/11
100
8
2.1
2.9
10
10
10
6.9
12
9
50
5.1
9
10
Work progress ratio (%)
10.1
12.9
16.9
31
24.1
Cumulative wok progress ratio (%)
10.1
15.1
28
44.9
75.9
100
32
Cumulative progress (%)
No
Critical Path Method (CPM)
CPM provides the following benefits:

o Provides a graphical view of the project.
o Predicts the time required to complete the project.
o Shows which activities are critical to maintaining the
schedule and which are not.

CPM models the activities and events of a project as a
network.
33
NETWORKING TECHNIQUE
Activity on Arrow - ARROW DIAGRAM
Activity on Node
- PRECEDENCE DIAGRAM
TYPICAL ARROW DIAGRAM

(AOA)
Fabricate Rebar
Fixed
Rebar
Excavate
Trench
Fabricate
formwork
Fixed
Formwork
Pour
Concrete
TYPICAL PRECEDENCE DIAGRAM

(AON)
Fabricate
Rebar
Excavate
Trench
Fabricate
formwork
Fixed
Formwork
Fixed
Rebar
Pour
Concrete
Critical Path Method (CPM)

ADVANTAGES
DISADVANTAGES
- Networks can much more

concisely represent large
numbers of activities
- The logical interrelationships
and dependencies among
activities is really shown
- Much more useful for
forecasting and control
- It identify the most critical
elements in the project
schedule
- Easy to adjust if any delay is
happen in the project
- A little bit difficult to

understand the network system
TYPES OF CPM
- Arrow Diagram Method (ADM)
- Precedence Diagram Method
(PDM)
Figure 4.5 Advantages and Disadvantages of Critical Path Method
37
EARLY START (ES)

The earliest possible time to start an activity. It is determine by forward pass
calculation through every paths of the network
EARLY FINISH (EF)
The earliest possible time to finish an activity (ES+Duration)
LATE START (LS)
The latest possible time to start an activity without delaying the overall
completion of the project
LATE FINISH (LF)
The latest possible time to finish an activity without delaying the overall
completion of the project It is determine by backward pass calculation
through every paths of the network
TOTAL FLOAT (TF) APUNGAN KESELURUHAN

The time available to delay the start or finish of an activity
without delaying the completion of the project
Formula : LF ES D = TF
FREE FLOAT (FF) APUNGAN BEBAS

The time available to delay the start or finish of an activity
without delaying the EARLY START TIME (ES) of the
proceeding activity/ies
Formula : EF ES D = FF
ADM vs. PDM

Table 4.4 Differences between ADM and PDM Method
Item
ADM (AOA)
PDM (AON)
ES
EF
D
A
LS
TF
LF
Activity
ES: Early Start LS: Late Start
EF: Early Finish LF: Late Finish
D : Duration
TF: Total Float
ES
Event
LS
EF
A
2
ES
EF
ES
A
LF
LS
TF
EF
B
LF
LS
TF
LF
40
ADM vs. PDM

Table 4.4 Differences between ADM and PDM Method (cont.)
Item
ADM
PDM
Definition
Dummy
Activity
Activity which has not duration. It

is only used to show any
relationship between activities.
Dummy activity is not used in

Precedence Diagram Method
(PDM)
Function
If there is a situation where one
D
or
event is used to show

relationship more than one
activity.
To show a complicated
relationship clearly
41
ADM vs. PDM

Item
ADM
False
True
Dummy
Activity
D
or
A
42
ADM vs. PDM

Item
ADM
PDM
F-S
FS
FF
SS
S-F
Relationship
Critical Path
: A path consist of few activities which will determine the overall project
duration.
Critical path
1.
2.
3.
Es = Ef, or
Ls = Lf, or
Total Float (TF) = 0
- Possible to have more than one critical path

- Activities which lay on critical path cannot suffer any delay
44
ADM vs. PDM

Item
ADM
PDM
- Total float
Total float
: The maximum amount of time that the activity can be delayed without
extending the completion time of the overall project.
- FORWARD PASS select big number (duration)
Estimating
duration
: To establish the earliest expected start and finish times for each
activity in the network. (ES n EF)
- BACKWARD PASS select small number (duration)
: To establish the latest allowable start and finish times for each activity
in the network. (LS n LF)
45
Arrow Diagram Method (ADM)

Note
Forward pass
a
b
A
X
backward pass
c
2 d
B
3
Y
e
f
a
b
c
d
e
d
X
Y
:
:
:
:
:
:
:
:
Early Start (ES)A

Late Start (LS)A
Early Finish (EF)A = (ES)B
Late Finish (LF)A = (EF)B
Early Finish (EF)B
Late Finish (LF)B
Duration of activity A
Duration of activity B
forward pass
Backward pass
a = 0
c = a + X
e = c + Y
f = e
d = f Y
b = d - X
Figure 4.6 Estimating Project Duration using Arrow Diagram Method (ADM)
46
Arrow Diagram Method

Example 3.4
Activity
A
B
C
D
E
F
G
H
Event
1-2
2-3
2-4
3-5
4-6
5-7
6-7
7-8
Successor
Duration
(week)
B, C
D
E
F
G
H
H
-
2
3
2
4
3
2
3
1
Estimate the total project duration.

Calculate the total float for each activity in the project
Draw the bar chart according to your calculation
47

Solution 3.4
3
B
9
9
2
3
0
1
0
2
2
11
11
12
8
4
4
5
E
3
7
8
Total Project Duration = 12 weeks

48
12

Solution 3.4 (cont.)
Event
Activity
Duration
ES
LS
EF
LF
Total Float
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8) = 7-3-4
1-2
2-3
2-4
3-5
4-6
5-7
6-7
7-8
A
B
C
D
E
F
G
H
2
3
2
4
3
2
3
1
0
2
2
5
4
9
7
11
0
2
2
5
5
9
8
11
2
5
4
9
7
11
11
12
2
5
5
9
8
11
11
12
0*
0*
1
0*
1
0*
1
0*
Critical Path : A B D F H
49

No
week
Activity
1
3
4
C
D
10
11
50
12
Example 2 on Activity-on-Arrow (A-O-A)

ACTIVITY
EVENT
DURATION
(DAY)
PREDECESSOR
START
1-2
START
1-3
START
1-4
START
2-7
3-6
F (DUMMY)
4-6
4-5
7-8
7-9
6-9
E,F
5-9
9-10
I,J,K
8-10
FINISH
M,L
B
5
J
5
C
4
F
K
4
4
G
7
10
2
7
18
M
13
12
11
E
6
C
4
J
10
9
15
L
15
10
20
F
K
4
4
4
G
4
5
11
11
Critical Path = C-G-K-L
20
ACTIVITY
EVENT
DURATION
ES
LS
EF
LF
FF
TF
START
1-2
1-3
1-4
2-7
11
12
3-6
10
F (DUMMY)
4-6
4-5
11
11
7-8
11
12
13
18
7-9
11
12
15
15
6-9
10
15
15
5-9
11
11
15
15
9-10
15
15
20
20
8-10
13
18
20
20
FINISH
54

No
Activity
DURATION (DAY)
Total
Float
10
11
12
10
11
12
13
14
15
16
17
18
19
20
55

Example 3.5
Activity
Event
Predecessor
Duration
(week)
A
B
C
D
E
F
1-2
1-3
1-4
2-5
3-6
4-7
5-6
5-8
6-7
6-9
A
B
C
D
D, E
2
1
3
1
3
2
4
1
7-10
D, E, F
8-11
9-11
10-11
DUMMY
G
DUMMY
Estimate the total project

duration.
Calculate the total float for

each activity in the project
Draw the bar chart according

to your calculation
56

7
9
J
10
11
3
C
4
3
3
F
7
2
7
10
TOTAL PROJECT DURATION = 10 WEEKS

57
10

Event
Activity
Duration
ES
LS
EF
LF
Total Float
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8) = 7-4-3
1-2
1-3
1-4
2-5
3-6
4-7
5-8
6-9
7-10
8-11
A
B
C
D
E
F
G
H
I
J
2
1
3
1
3
2
4
1
3
3
0
0
0
2
1
3
3
4
5
7
0
0
0
4
2
3
5
5
5
9
2
1
3
3
4
5
7
5
7
10
4
2
3
5
5
5
9
8
7
10
2
1
0*
2
1
0*
2
3
0*
0*
9-11
10-11
K
L
2
3
5
7
8
7
10
10
10
10
3
0*
58

No
1
2
3
4
5
6
7
8
9
10
11
12
Activity
A
B
C
D
E
F
G
H
I
J
K
L
Total
Float
week
1
2
1
0
2
1
0
2
3
0
2
3
0
1. Total Project Duration = 10 weeks
10
59
Precedence Diagram Method (PDM)

Time calculation for f-s and s-s relationship
item
A-B (F-S)
A-C (S-S)
Forward Pass (choose the largest number, if >1)
LA-B
A
b
B
f
F-S
ESA
EFA
=a+X
ESB
= c + LA-B
EFB
=e+Y
ESC
= a + LA-C
EFC
=i+Z
Backward Pass (choose the lower number, if >1)
LA-C
S-S
C
j
Figure 4.6 Time Calculation for F-S and S-S

Relationship
LFB
=g
LSB
=h-Y
LFA
= f - LA-B
LSA
=d-X
LFC
=k
LSC
=l-Z
= j - LA-C
Table 4.7 Formula for Calculating Time F-S

60
and S-S

Table 4.8 Formula for Calculating Time S-F
and F-F
a
A
b
LA-C
S-F
C
j
A-C (S-F)
A-B (F-F)
Forward Pass (choose the largest number, if >1)
B
d
item
LA-B
l
F-F
Figure 4.7 Time Calculation for S-F and F-F

Relationship
ESA
EFA
=a+X
ESB
EFB
=e+Y
EFC
= a + LA-C
= g + LA-B
ESC
=kZ
=kZ
Backward Pass (choose the lower number, if >1)

LFC
=k
LSC
=l-Z
LSA
= l - LA-C
LFA
=b+X
LFB
= l - LA-B
LSB
=h-Y
61

Example 3.6
No
Activity
duration
successor
relationship
(week)
Lag (l)
(week)
B,D
A-B (F-S)
A-D (S-S)
0
1
B-C (F-S)
D-E (F-S)
E-C (F-S)
1. Estimate the total project duration.

2. Calculate the total float for each activity in the project
3. Draw the bar chart according to your calculation
62

SOLUTION 3.6
L=0
A
0
L=1
B
2
C
4
L=0
1
L=0
L=1
D
3
Note
Total Float (TF):
TF
Critical Path :
63

SOLUTION 3.6 (CONT.)
No
week
Activity
1
3
4
C
D
L=1
L=1
64

ACTIVITY
DURATION
(WEEKS)
SUCCESSOR
B, C, D, E
C, H
F, G
D, K
I, J
H, M
M, K
10
L, O, P, N
NIL
65
Total 3Project
Period
: 51 weeks
Chapter
- Project
Planning,
Scheduling and Controlling
Critical path : A-E-D-G-J-J-K-N-P-Q
66
Scheduling Technique
Line of Balance
Piling
Pile-cap
Piers
Deck
Quantity
20
Time
34
LINE OF BALANCE
A scheduling technique suitable for repetitive nature of

activities project
Incorporate productivity rate

Originated from manufacturing
CONCEPT OF CONTROLING
Project Controls can be defined as
Management action, either preplanned to achieve the desired
result or taken as a corrective measure prompted by the
monitoring process. Project controls is mainly concerned with
the metrics of the project, such as quantities, time, cost, and
other resources; however, also project revenues and cash flow
can be part of the project metrics under control. Thus, we
believe an effective Project Controls process can be applied in a
collaboration of its various sub-disciplines, such as:
69
1) Planning, Scheduling & Project Reporting
Scope management;
Project deliverables:
Work breakdown / Cost breakdown structures;
Schedule management;
Schedule forecasting;
Corrective action;
Progress measurement / reporting;
Productivity Analysis & Calculation;

2) Earned Value Analysis & Management
70
3) Cost Engineering & Estimating
Estimating;
Cost management;
Cost control;
Cost forecasting
4) Change Management & Controls
Change order control;
Trend Analysis;
5) Risk and Delay Claims
Risk Assessment & management;
Delay Claims Quantification
Forensic Schedule Analysis
71
Quality management system
72
Quality management process and concept

The project manager has the ultimate responsibility for quality management on the
project.
Quality management has equal priority with cost and schedule management.
However, the direct measurement of quality may be the responsibility of the
quality assurance department or the assistant project manager for quality.
For a labor-intensive project, management support (i.e., the project office) is

typically 1215 percent of the total labor dollars of the project. Approximately 35
percent can be attributed to quality management. Therefore, as much as 2030
percent of all the labor in the project office could easily be attributed to quality
management.
73

From a project managers perspective, there are three quality
management concepts that should exist support each and every
project. They include:
QUALITY PLANNING
The quality planning is created by the project manager and project team members by
breaking down the project objectives into a work breakdown structure. Using a
treelike diagramming technique, the project activities are broken down into lowerlevel activities until specific quality actions can be identified. The project manager
then ensures that these actions are documented and implemented in the sequence
that will meet the customers requirements and expectations. This enables the project
manager to assure the customer that he has a road map to delivering a quality
product or service and therefore will satisfy the customers needs.
74

A good quality planning will:
Identify all of the organizations external and internal customers
Cause the design of a process that produces the features desired by
the customer
Bring in suppliers early in the process
Cause the organization to be responsive to changing customer needs
Prove that the process is working and that quality goals are being met
75

QUALITY ASSURANCE
Quality assurance is the collective term for the formal activities and managerial processes that
attempt to ensure that products and services meet the required quality level. Quality assurance also
includes efforts external to these processes that provide information for improving the internal
processes. It is the quality assurance function that attempts to ensure that the project scope, cost,
and time functions are fully integrated.
The Project Management Institute Guide to the Body of Knowledge (PMBOK) refers to quality
assurance as the management section of quality management. This is the area where the project
manager can have the greatest impact on the quality of his project. The project manager needs to
establish the administrative processes and procedures necessary to ensure and, often, prove that
the scope statement conforms to the actual requirements of the customer. The project manager
must work with his team to determine which processes they will use to ensure that all stakeholders
have confidence that the quality activities will be properly performed. All relevant legal and
regulatory requirements must also be met.
76

A good quality assurance system will:
Identify objectives and standards
Be multifunctional and prevention oriented
Plan for collection and use of data in a cycle of continuous
improvement
Plan for the establishment and maintenance of performance measures
Include quality audits
77

QUALITY CONTROL
Quality control is a collective term for activities and techniques, within the process,
that are intended to create specific quality characteristics. Such activities include
continually monitoring processes, identifying and eliminating problem causes, use of
statistical process control to reduce the variability and to increase the efficiency of
processes. Quality control certifies that the organizations quality objectives are being
met.
The PMBOK refers to quality control as the technical aspect of quality
management. Project team members who have specific technical expertise on the
various aspects of the project play an active role in quality control. They set up the
technical processes and procedures that ensure that each step of the project provides
a quality output from design and development through implementation and
maintenance. Each steps output must conform to the overall quality standards and
quality plans, thus ensuring that quality is achieved.
78

A good quality control system will:
Select what to control
Set standards that provide the basis for decisions regarding possible
corrective action
Establish the measurement methods used
Compare the actual results to the quality standards
Act to bring nonconforming processes and material back to the standard
based on the information collected
Monitor and calibrate measuring devices
Include detailed documentation for all processes
79

Chapter 3

Enviado por

Dados do documento

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Chapter 3

Enviado por

Direitos autorais:

Formatos disponíveis

CC603: PROJECT MANAGEMENT

Chapter 3 - Project Planning, Scheduling and Controlling

However controlling in terms of a project is a process of

comparing the actual performance with baseline

Project Planning and Controlling

To make a resources estimation and planning

Figure 4.2 Techniques of Project Planning, Scheduling and Controlling

Project Scheduling Techniques

By net work Techniques

A-O-N (Activity on node)

L.B.S (Line of balance system)

Gantt Chart or Bar Chart

Grd. Flr. Slab & D ocking Yard

Apron Slab & Sub Soil & Parameter Drain

Grd. Flr. Column

1st. F lr. Beam & Slab & Staggered Floor

1st. F loor Column

Roof Structure & C ov ering

Ext. Wall & Int. Wall

Door & Window & Glass

Int. Wall & Ceiling Finishes

Int. Flr. Finishes & Hand R ailing

Ext. Wall & Ceiling Finishes

Ext. Floor Finishes

Plumbing & Sanitary Installation

Road & Carpark & Kerb

Turf ing & Landscaping

Rubbish Bin Center & Pump House & Toilet

Soil D rainage & Sewerage

Surf ace Water Drainage

Ext. Water R eticulation

Electrical & Telephone

Handing Ov er - Practical C ompletion

Figure 4.3 Techniques of Project Planning, Scheduling and Controlling

Advantages Gantt Chart or Bar Chart

Limitation/ Disadvantages Gantt Chart or

Sample of Bar Charts

: 1 week, starting from 1 Oct 2013

: 2 week, starting from 5 Oct 2013

: 3 week, starting from 15 Oct 2013

: 2 week, starting from 25 Oct 2013

: 2 week, starting from 29 Oct 2013

: 1 week, starting from 5 Nov 2013

STEP 3: Insert activity bars

Modified Bar Charts

MODIFIED BAR CHART

MODIFIED BAR CHART

MODIFIED BAR CHART

Modified Bar Chart

Modified Bar Chart

Modified Bar Chart

Modified Bar Chart

Modified Bar Chart

Modified Bar Chart

TOTAL HUMAN RESOURCES

Modified Bar Chart

TOTAL HUMAN RESOURCES

Install Outlet Gates

Install Trash Racks

Dismantle Plant, Clean Up

Cumulative progress (%)

Work progress ratio (%)

Cumulative wok progress ratio (%)

Cumulative progress (%)