CME703 Advanced Project Planning And Control

CME703 Advanced Project Planning And Control

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CME703 Advanced Project Planning And Control

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CME703 Advanced Project Planning And Control

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Course Code: CME703
University: North Dakota State University

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Country: United States

Questions:

1. Using the knowledge and information you have just learned about project control, develop a general procedure flow chat(s) combining project time, money and resource control, which you think is applicable and usefully for controlling construction projects in the United States. 2. As a construction project manager, what general categories and details of information would you want to have on a cost, time and resource control reports to properly evaluate what you think is a developing overrun, behind, and subcontractor chaos on a project that is now under way and about half-way completed?

Answer:
Using the knowledge and information you have just learned about project control, develop a general procedure flow chat(s) combining project time, money and resource control, which you think is applicable and usefully for controlling construction projects in the United States.
Project control procedure flow chart
A project control flowchart is a visual aid illustrating the methodologies being used in managing the project. Therefore, this diagram outlines the parallel are interdependent processes throughout the entire project’s life cycle. Project managers utilize a flow chart to provide the client and shareholders the clear picture of the project processes and also aids in determining ways to advance on the efficiency of the project (Harrison, & Lock, 2017). As a result, a flowchart is used to graphically display the objectives of a project, which also aid in the monitoring are reporting the project’s progress. As a result, a flowchart is one of the vital tools used by project managers to control the project.    

As a construction project manager, what general categories and details of information would you want to have on a cost, time and resource control reports to properly evaluate what you think is a developing overrun, behind, and subcontractor chaos on a project that is now underway and about half-way completed?

As a project manager, the general categories and details of information include project management triangle also referred to tripe constraints or iron triangle. The project triangle is a model of the constraint of project management. Therefore, tripe constraint is utilized to allow managers to analyze difficulties which likely occur during project execution and implementation. The tripe constraint comprises time, cost and scope.
Time: a project activity can take longer and shorter period to come to completion. However, the completion of any project task rely on various aspects like skills, a number of individuals working on the project and experience (Brady, Tzortzopoulos, Rooke, Formoso, & Tezel, 2018). Nevertheless, time is an essential element but uncontrollable. Contrary failure to complete the project by the agreed deadline results in adverse effects. Consequently, the primary reason for project overruns come as a result of the project manager failure regarding time management.
Cost: It is imperative for the project manager to approximate cost when carrying out a project. Budgeting makes sure that the project is executed at a given cost (Larson, & Gray, (2015). However, at some point project managers are forced to allocate extra resources to realize the deadlines, but it comes with a penalty of extra project expenses.
Scope: the scope is concerned with the results of the project being carried out, which include deliverables that have to be addressed by the project team. A successful project manager has to understand how to manage both project scope and any changes in the scope that is likely to impact cost and time.   
In this case, the most significant factor that the project manager has to deal with is to strike a balance to ensure that the quality of the project does not get compromised. Thus, their certain ways the project manager can use to keep the project moving on such as preventing stakeholders from modifying the scope as well as maintaining restrictions on human resource and finances.            

Carefully read the textbook Ch.2 Examples 2 and 4 again, and then enter the schedule data into MS Project and print the bar chart into one-page PDF. The project starts on March 20, 2018. The table portion of bar chart needs to show, ID, Name, Duration, Predecessor, Early Start, Early Finish, Late Start, Late Finish and total Slack. Showing critical path in red. If you have not taken CME603, You may purchase the MS project e-book from Amazon (only around $10) for learning MS Project – Planning and Scheduling Using Microsoft Project 2013 and 2016, Paul E Harris, Eastwood Harris Pty Ltd, 2016. Amazon Kindle Version, ASIN: B01DJB7ZE0, at https://amzn.com/1925185311.

Example 2: Bar Chart-Brick Basement

Operation No

Operation

Duration (Days)

1

EXC B/S

3

2

Blind Base

1

3

Floor Const

9

4

Asphalt Floor

3

5

EXT Brick Wall

6

6

Asphalt Wall

3

7

Outer Skin BWK

4

8

Conc Sub Floor

2

9

Backfill

1

 
Gantt chart for Brick Basement 
The project was initiated on 20 Tuesday, March 2018 and took 27 days and came to completion of 2 Wednesday, May 2017.
Example 4: Retaining Wall Project

ID No

Name

Duration

1

SECTION A

12 days

2

Excavate

2

3

Blind

1

4

Formwork

2

5

Rebar

2

6

Concrete

1

7

Strike fwk

1

8

Fix precast units

3

9

SECTION B

13

10

Excavate

2

11

Blind

1

12

Formwork

2

13

Rebar

2

14

Concrete

1

15

Strike fwk

1

16

Fix precast units

3

17

SECTION C

14 days

18

Excavate

2

19

Blind

1

20

Formwork

2

21

Rebar

2

22

Concrete

1

23

Strike fwk

1

24

Fix precast units

3

Gantt chart with critical path 

Assessment of the project status

The status of this project is in a constraint situation whereby there are new changes that have been introduced and also the client also bring in a delay in the project by halting the project for a given part of the drywall construction on the fifth floor of the building.

Revise the project schedule to reflect the project status – create an MS project and print it to a PDF file.

MS Project

No

Name

Duration

Start Date

Finish Date

1

Design

13

20/10/2018

1/11/2018

2

Studs

5

10/23/1018

10/27/2018

3

Mechanical R/I

5

10/30/2018

03/11/2018

4

Electrical R/I

5

10/30/2018

03/11/2018

5

Window

 

10/26/2018

03/11/2018

6

Drywall

5

06/11/2018

10/11/2018

7

Tape & speckle

5

13/11/2018

17/11/2018

8

Painting

5

23/11/2018

27/11/2018

9

Electrical & Mech. Trim

5

30/11/2018

04/12/2018

10

Install Carpet

3

05/12/2018

07/12/2018

Table for Construction activities 

Suggest actions being taken to accelerate the project to cover the delays.

In order to accelerate the project to cover the delays, the project should offer extra resources to the critical path and optimizing the project processes by improving opportunities so as to save time (Acebes, Pajares, Galán, & López-Paredes, 2014). For instance, instead of the design process taking 13 days, it can be reduced to 7 days or less.  

Analyze the potential impacts of your actions

Some of the potential impacts of adding resources to the critical path and optimization of the processes are that it will save time that could be used on other project activities which could take longer.  
References
Acebes, F., Pajares, J., Galán, J. M., & López-Paredes, A. (2014). A new approach for project control under uncertainty. Going back to the basics. International Journal of Project Management, 32(3), 423-434.
Brady, D. A., Tzortzopoulos, P., Rooke, J., Formoso, C. T., & Tezel, A. (2018). Improving transparency in construction management: a visual planning and control model. Engineering, Construction and Architectural Management.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach. Routledge.
Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.

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