Construction

Project management

Submitted in partial fulfillment of construction project

management for the bachelor degree in civil engineering

Osama Yaseen
Murad Al-khateeb

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 Close Sport Hall

Graduating project consist two parts :

The first part include preparing a theoretical research.

The second part includes the application of the principle

in construction project management.

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 Contents

Introduction to construction management

Project integration management

Project Planning Management

Project Time Management

Project Cost Management

(PMBOK)
 Contents

6 Project Quality Management

7 Project Human Resource Management

8 Project Communications Management

9 Project Risk Management

10 Project Procurement Management

(PMBOK)
 What is Project?

Project is the collection of activities, that

are related or connected, for developing a
product or a service,
Projects have always start and end times.
Projects have always a customer who
uses the results.
 Cycle define project

timescale
budget

unique Projects
Limited
resources

Project
Management
What is Project
Management?
Project Management is the
skills, tools and management
processes required to
undertake a project
successfully.
It is a set of
principles, practices, and
techniques applied to lead
project teams and control
project schedule, cost, and
performance risks to result
in delighted customers.
Define
What is the Project
Management Body of
Knowledge (PMBOK)?
The Project Management
Institute has identified nine
topic areas to define the
scope of project management
knowledge as follows: scope,
integration, time, cost,
quality, human resources,
communications, risk, and
procurement.
 Brief Description Part Two

During the summer of 2009 in the building of the sports hall closed in
Tulkarm, and faced a big problem in the construction phase, and specifically
the problem was in the rebar.

This problem was discovered later on, after the completion of the process
of pouring the foundations and Ground beams.

The reason for this delayed test results iron Where the sample results shown
in the laboratories of An-Najah National University, said the failure of the
samples where the strength of the iron is less than required 4200Kg/cm2 and
will therefore be to remove the work carried out in the project and the
deportation of iron is not in conformity with the specifications of the site and
re-establishment of defective parts.
Drawings of Project:
 Information of the project

1 2 3 4
The project consists
The project area The owner of the According to the
of stadiums and
1744 m2. sports arenas and project contract for
seats for a capacity Municipality of Project 340 day,
audience of more Tulkarem and the every day of delay
than 1000 spectators Ministry of will be
and contains a variety Youth and Sports paid 600 shekels.
of restaurants, and USAID-
rooms and
bathrooms..
funded
 Close Sport Hall

Original case (The initial planning phase)

First will be planned for the project normally (before the problem occurred),
and calculating the duration of the project and the total cost and the cost of
resources.
The purpose of our study is to obtain the final cost, and duration for it. In
order to obtain these values we followed the following steps:

Work breakdown structure:

The project is divided into activities in a process called work breakdown
structure. In this project we breakdown it according to the type of level in building,
of in the following:
Shows in the following Figure (WBS) :
2- Calculate the cost of resources (Labor /Material / Equipment)
Project Name. Coverd sport hall ORIGINAL CASE EVALUATION

Profit Over head Total Cost (NIS)

ID Activity Duration
Labor duration(day) NO. Cost/Day Total cost (NIS) Material Unit Cost/Unit total cost(NIS) Equipment duration(hour) Unit Cost/hour total cost (NIS) Total Cost Resources (5%) NIS (10%) NIS All Project

CSH.F Foundation level 58320 519429.7

NIS 132608 m3 260750 451678 22583.9 45167.8

CSH.F.E Excavation 58320 248965.8

72672 85500 216492 10824.6 21649.2

1656
FE.10 Surveing 6 man labor 6 3 80 1440 0 1440 72 144

552
FE.20 Mobilization 2 man labor 2 3 80 480 0 480 24 48

0
0 0 0 0

3128
FE.30 Site Preparation 2 man labor 2 5 80 800 Popcat 16 1 120 1920 2720 136 272

220.8
Supvisor 2 1 96 192 0 192 9.6 19.2

FE.40 Piles Works 15 man labor 15 5 80 Concrete B300 95 700 66500 Excavator 120 1 150 104075
6000 18000 90500 4525 9050

Site Eng 15 1 128 Steel Trucks 120 2 40 13248

1920 9600 11520 576 1152

Supvisor 15 2 96 Popcat 120 1 120 19872

2880 14400 17280 864 1728

Steel Former 12 9 96 11923.2

10368 0 10368 518.4 1036.8

FE.50 Excavation For Tie beams 5 man labor 5 15 80 Popcat 40 1 120 12420
6000 4800 10800 540 1080

Site Eng 5 1 128 736

640 0 640 32 64

Supvisor 5 1 96 552
480 0 480 24 48

38640
FE.60 Ground beams works 28 man labor 28 15 80 33600 0 33600 1680 3360

4121.6
Site Eng 28 1 128 3584 0 3584 179.2 358.4

3091.2
Supvisor 28 1 96 2688 0 2688 134.4 268.8

34730
FE.70 Backfilling bonkor 10 man labor 10 2 80 1600 bacecoarse LM 19000 19000 popcat 80 1 120 9600 30200 1510 3020

0
0 0 0 0

270463.9
CSH.F.C Concreting 59936 175250 0 235186 11759.3 23518.6
3-Schedual planning by primavera 6.0 (Original Case)
 (The final planning phase)

Original Case No.2

In the initial planning phase was the work of a timetable for the project
using Primavera 6.0 were created for the project (330 days), but the
maximum duration of the contract 340 days within any period allowed by.
The cost of the project 2,828,241 shekels.

But after the completion of the planning process found that a significant
increase of more than allowed in the human resources (number of daily
working hours more than the calculated hours) for this reason we must
get rid of the human resources or the number of hours in excess of the
limit and there are many methods for the level of resources.
Graph of resources by the initial planning phase:

Increase Resource
 Level of Resourcing

Increased resources have been removed in the project after changing the
dependency of activities and a small increase on some of the resources without
affecting the duration of the project or cost as shown in the blue circle

After change dependency & Total Float

In this project will change the dependency of the activities and increase the total float and delay
some activities and a small increase in resources for some activities to get rid of the excess resources
without affecting the duration of the project.

Graph of resources After leveling

 Problem case
Problem Case

During the implementation of the project and approach to the completion of the
foundations and the stage of completion of the reinforcement of ground beams and
pouring, studies showed that the strength of the iron less than the Strength required and
the basis of this report, it will be removed works, and the ground beams re-works again.

Because of this problem will be the work schedule again, and calculating the cost of this
problem and its impact on the project in terms of time, cost and resources.

Work breakdown structure:

Will add some new Levels of the project are the following (red color):
CSH-2 Close Sport Hall
CSH-2.F _ Foundation Level
CSH-2.F.E _ Excavation
CSH-2.F.C _ Concreting
CSH-2.F.R_ Repair & Maintenance
CSH-2.F.F_ Finishing
Problem case

Picture of removed works

 Problem case
The results of the Problem Case:
Duration of the project has become in this case 370 days and cost become 2,969,065 NIS
whereas the duration of the contract must not exceed 340 days and each day of delay is a fine
(liquidated damages) of 600 shekels delay value and the project will be delayed 30 days from the
date of the scheduled delivery and therefore will be the total cost of the project are as follows:
Total Cost = (2,969,065) + (30*600) = 2,987,065 NIS
 Solution Case
Solution Case
There are several suggestions and solutions for the control of the project better and
study these solutions and choose the best solutions.

Steps to resolve this problem:

The time:
1 - will increase the number of working hours per day(overtime), adding one hour
per day, for some critical activities and this will lead to reduce the number of days
of activity and thus reduce the number of days of the project.
2- We will change the dependency of some activities and reduce the lag between
them and change the type of dependency between activities to reduce the duration
of project.
 Solution Case

FF.10 walls and columns necks Under SOG..

29day 8hour
X 9hour
The number of day after reduced =25day
29day 8 hour (reduce this activity to 25day)
1-man labor = 16L*8H*29D*10NIS/h=37120NIS
2-man labor = 16*8*25D*10NIS/h= 32000NIS
= 16*1*25*15 NIS/h= 600NIS
*Cost man labor to reduce 4 day= (32000+600)- 37120 = 880 NIS

The cost to reduce 32 day is equal 16,484 NIS

In this process was to reduce the duration of the project from 370 days to 338 days.
If we wanted to pay a fine for delay if the delay fine (liquidated damages) per day is 600
shekels, and this means (30 * 600 = 18,000 NIS).

Note: 30-day duration of the contract in excess of the calculated (340 days)
 Solution Case

The cost:
1 - will be a check Design of the building in terms of construction and to make sure the safety
of the building, a construction and economic terms, using SAP2000 and make sure the amount
of Steel calculated.
2-Study the possibility of reducing the amount of steel in the slab and Stairs without
affecting the safety of the building and thus reducing the cost in materials.
. In the original design was the calculated
amount of steel
In the Stairs& Slab = 6 tons

However, when we re-design reduce the

amount of steel to 4 tons
(Safety and economic) and this design
reduces the cost of the project
 Solution Case

After having reduced the time period of

370 days to 338 days due to increased
resources.
As well as we can change the dependency
of some activities
And reduce the time period to 332 days.
 Results
The Results of the Solution Case:
Period of project is now 332 days and the total cost of the project is now as follows:
2,987,065 NIS (problem case) -18,000NIS (liquidated damages) + 16,484 NIS (increase
resource) - (2tons steel*3000NIS=6000NIS Reduce the amount of steel) =2,979,549NIS
In this case, we can reduce the time 38 days

and cost saving of (2,987,065 2,979.549NIS) =7,516 NIS

This Table Summarizes the Three Cases:

Compare Cases Planning Case Problem Case Solution Case

Total Duration 330 day 370 day 332 day

Total Cost 2,828,241 shekels 2,987,065 NIS 2,979,549NIS

Delay(340 day) _ 30 day _

liquidated damages _ 18,000NIS _

 Update project
Update process of project & Earned value (EVA)

After the work schedule and start the implementation, we need to update the project
data into compare the project actually and the planned project and the impact on the
schedule.
Will now be an update of the project data and follow-up activities during the 3 months
from 1 \ 3 \ 2009 to 1 \ 6 \ 2009 using the theory of earned value.
As we can by using this value follow-up project in terms of time and cost, sometimes
called financial values gained with time and which we can make the right decisions to
return the original project if there is a deviation from the previously planned.
 Earned Value

Earned value
Earned value Earned value
Reporting-Schedule:
Reporting-Costs:
CV BCWP ACWP SV BCWP BCWS
BCWP
CPI
BCWP SPI
CPI BCWS
ACWP
EVA

SPI

Update project
 Update

From this table we calculate the following:

Schedule Performance Index (SPI) =0.96
OR
SPI=BCWP/BCWS=220,831/229,999=0.96 <1
SPI<1 behind Schedule (Project delayed)

Cost Performance Index (CPI) = 0.89

OR
CPI=BCWP/ACWP=220,381/249,077=0.89<1
CPI<1 Over Budget
 S-Curve
Diagram of S-Curve in the project:

COST CV=BCWP-ACWP =220,831-249,077 =-282,46

(NIS) SV=BCWP-BCWS =220,831-229,999 =- 9,168
1/6/2009

BCWS

ACWP

BCWP

TIME
(month)

This means that each day one of the actual duration was obtained only 0.96 of the value of
planned, in other words that the productivity of the project is only 0.96 of the planned.
And this also means that each and every one shekel of the actual cost was obtained only 0.89 of
the value of planned.
 Osama Yaseen
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Murad Al-khateeb