- Draw the network diagram (use activity on the node)
2) Explain how you determined the timing of activities and the total float.
The Earliest Start time (EST) is 0 day for the first activity i.e. activity A in this case. For the following activities, EST is equal to Latest Finish Time (LFT) of the predecessor.
For example, EST of activity C is equal to LFT of its predecessors (activity B) = 9 days.
Earliest Finish Time (EFT) is calculated by adding duration to Earliest Start Time (EST).
Earliest Finish Time (EFT) = Earliest Start Time (EST) + Duration
For example, EFT of activity C = EST (9 days) + duration (10 days) = 19 days
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Critical activity: Activity with longest duration in the group is identified as critical activity. For example, in the group of activities, C, D, E, and F; activity C has the longest duration i.e. 10 days compared to 9 days, 8 days and 6 days of activities D, E, F respectively.
Latest Start Time (LST) is calculated by adding float to LST of the critical activity in the group.
Latest Start Time (LFT) = Latest Start Time (EST) of critical activity + total float
For example, LST of activity D = LST of critical activity C (9 days) + total float of D (1 day) = 10 days
Latest Finish Time (LFT) is calculated by adding duration to LST of the activity.
Latest Finish Time (LFT) = Latest Start Time (LST) + Duration
For example, LFT of activity E = EFT of E (11 days) + duration (8 days) = 19days
Total Float is calculated by subtracting The Earliest Start time (EST) and duration from Latest Finish Time (LFT).
Total float = LFT - EST - duration
For example, total float of activity F = LFT of F (19 days) - EST of F (9 days) - duration (6 days) = 4 days (Field & Keller, 2006)
Earliest Start Time (EST)
Duration
Earliest Finish Time (EFT)
Activity Identifier
Latest Start Time (LST)
Total float
Latest Finish Time (LFT)
(Field & Keller, 2006)
3) Explain how you determined the project duration and the critical path.
In order to calculate the project duration, we first need to identify critical path. A critical path is the one that holds series of dependable activities which as whole gives the longest time to complete the project and these activities within critical path are called critical activities. In other words, it is series of activities with “Zero total Float” (Newell, 2005).
In our case, the critical path is:
A -> B -> C -> G -> H -> J -> K -> M -> N -> O -> P -> Q -> R
After this, project duration is calculated by adding the duration of activities in critical path.
In our case, the project duration is calculated as:
Total duration of A + B + C + G + H + J + K + M + N + O + P + Q + R
= 4 days + 5days + 10 days + 4 days +1 day + 10 days + 6 days + 2 days + 6 days + 8 days + 2 days + 1 day + 1 day
= 60 days
4) If the project starts on the 11 January 2010, what is the earliest date it can be completed using a 5 day working week? Assume no other holidays (explain how you calculated the figure). (4 marks)
On the basis of 60 days of total project duration, the earliest date when the project can be completed is 2nd of April, 2010. The date is calculated by counting 60 days from 11 January, 2010 excluding Saturday and Sunday.
5) If the following happened what would be the effect on the duration of the whole project? Explain the reasons. (6 marks)
a) A 1 day delay during activity P.
As activity P itself is a critical activity, a 1 day delay during activity P will increase the duration of whole project by 1 day, thereby making it to 61 days.
b) Activity Q is delayed by 1 day.
As activity q itself is also a critical activity, delay by 1 day woud mean that the entire project is delayed by 1 day thereby making it to 60 days.
c) A 4 day delay during activity N
Activity N is a critical activity and has no float, 4 day delay during activity will affect the duration of the whole project by 4 days
6) Explain and discuss the purpose of network diagrams. (10 marks)
A network diagram is a logical representation of activities that depicts the time and sequence of actions in a project. Network diagram is useful to give snap-shot and further details of the project to management and new members of project who are not already familiar with the project. It is equally helpful in peer and stakeholder review of the project (Campbell & Baker, 2003). Network diagram is one of the most important tools for project to take shape and form (Snedaker, 2005) and there are two types of network diagram namely “Activity-on- Arrow” and “Activity-on-Node” (Elearn Limited, 2005). An example of each type is depicted below:
Activity- on- Arrow Network Diagram (Taylor, 2008)
Activity-on-Node Network Diagram (Taylor, 2008)
The main proposes of Network diagram are:
o To show the sequences and relationship of activities necessary to complete the project.
o To identify relationship among milestones in the project that can be used for monitoring progress and completion.
o To schedule activities properly
o To allocate resources to activities effectively
o To reduce the uncertainty in the project by breaking the project into smaller phases (Campbell & Baker, 2003).
Tennis Court Case
Tennis facility planning and management is basically concerned with design, development of a layout and planning for equipment, as well as it deals with services that should be provided for a given facility. It dictates the arrangement, location, as well as equipment distribution (Baker, 2000). However, this process is dictated by the kind of services that the facility to be designed intends to offer, as well as the constraints it usually faces (Garcia & Smith, 2008). The primary focus of this report is on the design of the Tennis Court. The report provides a feasibility study of the proposed hotel highlighting the key features that had been considered in its design. It forms the basis for justification as to why the facility should be developed and its viability. Other than laying out, the overall design and layout of the facility, this report provides a financial plan with respect to the project.
Construction management calls for knowledge, more so when modern management is involved (Hendrickson, 2008, p. 34). Generally, construction management incorporates a set of objectives as well as constraints which are to be achieved within an elaborate time frame. Construction managers play an oversight role to these objectives and constraints alongside managing the time constraints associated with the construction (Halpin, 2006). A good construction should therefore bring in principles that will ensure proper management of the project. These principles include:
Good governance: Governance is crucial to any aspect of management. More often than not, poor governance results in leadership inadequacies which ultimately impact on the entire construction project.
Effective communication: communication, like good governance is key to successfully completion of a project. Inadequate or poor communication has a potential of crippling or even make a project experience unnecessary delays (Stagner, 2003, p. 45).
Motivation of employees: Various researchers have in the past held that smiling employees are likely to result into increased production. This is therefore a principle that any good managers should consider in order to ensure that employees not only give their best but also do so without compromising the building’s quality (Stagner, 2003).
Critical decision making: decision making is crucial to the project. A good manager should incorporate intelligent decision making models in coming up with factual based decisions rather than impulse based ones.
- Describe and explain all the preconstruction activities that you will need to undertake to set up the whole site prior to construction work taking place, and the measures to ensure that the effects on the neighborhood are minimized.
Pre-construction activities include those activities that need to be carried out before the final construction process begins (Cohenca, 1993). Provided below is a list of the preconstruction activities that will need to be accomplished prior to beginning the construction work.
- Conduct a site survey to confirm the land shape, the levels as well as the boundary position.
Site survey is crucial to planning (Cohenca, 1993). Logically, one cannot plan for a site that he/she has not surveyed and understood the prevailing conditions and the level of job required to bring it to use. Clearly identifying the shape of the land as well as the boundaries helps in planning both in terms of the possible construction and with regard to work scheduling and resource allocation. While some sites require extensive work, some have limited work requirements. A site survey is therefore necessary.
- Preparation of a detailed plan for the construction project.
A detailed plan for the construction is a fundamental step that will guide the whole construction process. This will involve development of the actual plan for the construction, site plan map, as well as a detailed schedule of activities that will be carried out from initiation to completion.
- Install any temporary roads as well as access routes which may be appropriate for the project.
Access routes are necessary from initiation to completion of the project. It should therefore be on top of the agenda as all delivery vehicles will have to use the access roads to reach the site and so will be the persons working in the site. Access roads should therefore be developed during the projects early stages.
- Erection of the hoardings or fences whichever is appropriate.
For purposes of security both with regard to public contact to toxic substances from the site or the risk of physical injury, fences or hoardings are necessary before starting any activities. Additionally, the erection ensures there is controlled movement within the site and as such no stray persons can find their way into the search.
- Availing of the equipment necessary for clearing the site
Various equipment will be needed to clear the site and make it ready for the process of construction. It is therefore important to assemble such material in readiness for the clearing process prior to starting the construction activities.
- Clearing the site
Once the necessary materials to clear the land have been acquired, the process of clearing the area is initiated. Clearing the site will include eliminations of any waste materials that may present, destruction of temporary structures erected in the land and levelling it in readiness for construction work. This stage will also involve allocation of a special area where wastes accumulated during the construction process will be disposed temporarily.
- Setting of a temporary electric supply channel, communications channel water channel as well as drainage services.
Electricity is a necessity within construction areas and so are other amenities like water and drainage system. These are then installed once the site is clear to ensure that work will not be disrupted once it begins. These facilities are set up on a temporary basis to facilitate the work (Gilmore, 2008).
- Delivering and installing the construction site offices.
Temporary office equipment material are then delivered and installed within the site. This office is important as it will not only manage the construction site but will also help in resource issuance and documentation.
- Installation of welfare service facilities. These include the toilet and other support services like the canteen from where the site workers can buy some stuff.
Welfare service facility is necessary for any facility and such should be given consideration prior to initiation of the construction (Cohenca, 1993). Toilets as well as canteens are such necessary stuff. Staff will always need to buy something to eat or use during the process of construction and having to go out of site for the same can really interfere with time schedule.
- Setting out the new buildings foundations and erecting the building profile.
Once the aforementioned processes have been accomplished, the foundations of the new building are laid in readiness for erection of the main building.
- Provide a neat labelled scaled overlay diagram for the location of all the site facilities, temporary services and access roads
The risk management process has undergone rapid evolution since the last century. Its evolution has seen its transformation from a perfunctorily employed activity to a critical requirement in enterprise management. Recognition and mitigation of risks, regulations compliance, increased market valuation and asset usage optimization have been incorporated into the risk management process. Unlike risk managers in other industrial sectors who have to only deal with real-time risk measurement and mitigation, risk managers in power and automation industries have to deal with increased complexities due to its inherent nature. Optimization of returns and minimization of risks in plant usage, delivery schedules, market balance and cash flows remains a formidable task that the managers have to reckon with (Allan, 2006).
Effective risk management involves the following strategies (Cris et al, 2002: 2)
- Understanding the risk
- Organizations self-awareness and hence building of protection strategies.
- Increased awareness and quick responses.
- Security posture sustenance.
- The proposed framework defines a systematic approach to the risk identification and mitigation cycle as described by the figure below
A project risk is any form of danger or uncertainty relating to an investment. It expresses a level of uncertainty and hence possibility of incurring some losses in project undertaking. According to Wilson (1982) risk is the likelihood of the project suffering some form of detriment prior to completion. In every project, risks will always be present. It is therefore vital to develop analytical and quantification structures in order to effectively allocate and mitigate risks. Such a measure ensures that the projects progress and completion are not deterred in any way. Infrastructure project transactions are non-recourse or limited recourse and hence it’s imperative to adequately allocate financial responsibility for the various project risks (Smith, 2003). While risks are present in any commercial undertaking, they are important characteristic defining infrastructure project (Raz & Michael, 2001). Unlike full recourse undertakings, the lenders look up to the project alone to recoup their investments. This essentially makes infrastructure project a high risk undertaking from legal as well as structural point of view. Banks charge interests to such projects based on the level of risks associated with the project (Nevitt, 2000). The higher the risk is the higher is the interest rate charged on the project.
Risks allocation is best done based on how well a party can control and skew the project towards the desired outcome (Bing, Akintoye, Edwards, & Hardcastle, 2005). The guiding principle is that the best suited party suited to mitigate a particular risk is assigned the risk. This decision is not purely based on the party’s ability to influence the risk and control its risk factor. Other than this, the party should be able to predict possible changes in risk factor and also absorb the impacts of the risk. However, it’s important to note that the party to whom risk is allocated is obliged to respond either by requesting some gain in return, often a financial benefit or expect some incentive. Incentives motivate the party to alter its behavior in a manner that improves its efficiency (Wilson, 1982, pp. 46). For instance, in an electricity project, the person who bears 100% risk of power outages will be motivated through an incentive to ensure such outages are minimal.
There should be clear contractual provisions for risk allocation to minimize disputes over responsibility to a particular risk. Risk allocation can only be considered complete once the party to whom the risk is assigned endeavors to manage it (Smith, 2003). For instance, the aforementioned risk of power outages may take various forms including checking and clarifying license terms as well as concession to minimize political risk or entering into hedging agreements to minimize exchange rates (Wilson, 1982, pp. 47). However, it’s important to mention that some risks like natural disasters are beyond control and hence cannot be predicted. Such risks are spread out by various techniques e.g. insurance covers. The y may also be mitigated e.g. implementation of preventive initiatives like implementation of fire safety policies (Hoffman, 2001).
While various persons classify risks into different categories, this paper takes into consideration five important risks to projects. These include: completion risk, operational risks, finance risk, political risk and environmental risk (Vinter, 2006, pp. 24). It uses these risks to illustrate the challenges facing infrastructure project. The process of assimilating risks into the project begins with identification, and then assessment, allocation and management in that order (Smith, 2007). Though risks are similar in most projects, differences are always present. For instance, less developed countries lack stringent environmental laws and as such there is reduced environmental risk. Similarly developed countries with higher credit rating have more stable political environments and as such the political risk is reduced.
References
Cohenca, D. Z. (1993). Pre-bid and Preconstruction Planning Process. Journal of Construction Engineering and Management, 119 (3), P. 426-438.
Gilmore, O. (2008). Pre-Construction Information. London Borough of Islington: Group Health & Safety
Halpin, D. (2006). Construction Management. Hoboken, NJ: Wiley
Hendrickson, C. (2008). "What Is Construction Project Management?" PM Hut.
Stagner, S. (2003). Design-Build and Alternative Project Delivery in Texas. Texas Council of Engineering Companies.
Campbell, G. M., & Baker, S. (2003). The complete idiot's guide to project management. New York: Marie Butler - Knight.
Elearn Limited. (2005). Project Management. Oxford: Worldwide Learning Limited.
Field, M., & Keller, L. (2006). Project Management . London: Thomson Learning.
Newell, M. W. (2005). Preparing for the project management professional (PMP) certification exam.
Snedaker, S. (2005). How to cheat at IT project management. MA: Syngress Publishing, Inc.
Taylor, J. (2008). Project Scheduling and Cost Control: Planning, Monitoring and Controlling the Baseline. Florida: J. Ross Publishing, Inc.
