Project/Assessment Q1: Techniques for Effective and Efficient Stakeholder Mgmt and Time/Cost/Quality Control

Project/Assessment

Q1.

Identification of stakeholders

Pre-construction stage

1. Landowners

In the project area, the landowners can be with or without the leases of the land.

Success measures: the determinants of the success with this type of stakeholders are with agreements pertaining to land, informed decision, and all meetings.

Implementation of the outcomes: the first step towards this is consultation individually, in-depth and informed. The negotiation and partnership with power to charge and land lease agreements (Viera, 2008).

Earlier residents of the project area

Success measures: the determinants of the success with this type of stakeholders are on the individually based.

Implementation of the outcomes: the first step towards this is consultation is on questions and general meetings. The negotiation and partnership is associated with individual choice (Viera, 2008).

Land owners that does not support the project

Success measures: the determinants of the success with this type of stakeholders are on the individually based.

Implementation of the outcomes: the first step towards this is consultation is on questions and general meetings. The negotiation and partnership is related to individual choice (Viera, 2008).

Land owners located nearby the project area

Success measures: the determinants of the success with this type of stakeholders are representative.

Implementation of the outcomes: the first step towards this is consultation on the basis of flyers, general meetings and posters. The negotiation and partnership is associated with County government.

Government stakeholders

Success measures: the determinants of the success with this type of stakeholders are land agencies.

Implementation of the outcomes: the first step towards this is consultation on land agencies. The negotiation and partnership is associated with the government (Viera, 2008).

Construction stage

1. Client

Success measures: the responsibilities’ allocation between the client team and the members.

Implementation of the outcomes: the identification of the client champions given the ownership of project’s components. This is inclusive of champion for communications, for change management, for vision and so on. These clients may be needing assistance and input across the client organization from several other individuals. To encourage this input, the significance of the project and the future impact of its potential must be understood by the people (Antunes and Gonzalez, 2015).

2. Project manager/Project director

Success measures: the interface between the supply team and the client team via project manager and the consideration of the project manager as principal daily client representative.

Implementation of the outcomes:

a. Appointment of integrated supply team that coordinates and fosters teamwork

b. Determination of the procurement route

c. Production of the executive plan that includes risk management plan collaborating with project manager

d. To ensure the management of the project is carried out according to the project execution plan

e. To establish formal arrangement of reporting on the progress of the report

f. Provision of focal point for the supply team with client contact with the provision of decisions and approvals as necessary (Lawrence, 1996)

3. Consultant

Success measures: allocation of roles to the consultant may be various such as lead designer, to carry out coordination of work, integration and coordination of design, or information modeling.

Implementation of the outcomes:

a. Provision of advice to set up and define the project

b. Development and coordination of design

c. Preparation tender documentation and production information

d. Administration of contract

e. Inspection of contractors’ works

4. Suppliers

Success measures: supplies of materials, goods and so on and also direct supply of goods and services to the employer.

Implementation of the outcomes:

a. Constructor and designer having direct contact with client

b. Suppliers, constructors, and designers with sub-contract with a contractor

c. Suppliers, constructors, and designers with sub-contract another sub- contractor (Miller and Lessard, 2000)

5. Site manager

Success measures: management and supervision of all staff that is site based in ensuring the delivery of the project within the contractual obligations.

Implementation of the outcomes:

a. Assisting and advising the overall planning

b. Planning and coordinating resources

c. Monitoring and controlling quality and progress

d. Communicating the consultant team

e. Providing the reports and feedback to the client

f. Ensuring that project’s aspects are carried out according to statutory requirements

g. Ensuring that project’s aspects are carried out according to the company policy

Effective and Efficient Time Management

This project may have risk to incur delays and costs that are unnecessary resulting from ineffective time management, either with the failure of allowing the project’s full complexity, or with the failure of effectively managing unexpected events or scheduled work.

In a large project such the current project, the client can appoint a program consultant for preparing the project’s detailed program that includes the construction’s outline program. After the appointment of the contractor, the responsibility will be taken by them for the construction works’ programming, although there will be the continuance of the program consultant in developing the overall program (Collier, 1994).

In the planning stage, there should proper understanding of all work activities along with detailed planning in optimizing the resource allocation and reduction of the ‘unknowns’ potential. The making of estimates is important in terms of the time each activity will take. To set the deadlines and milestones, this is critical for resource allocation and to determine the pricing of the cash flow and contracts requirements.

Effective and Efficient Cost Management

The undertaking of the development budget study is for determining the expected returns and total costs from the project. The cost management must have a cost plan inclusive of all construction costs and other project costs that includes contingency and professional fees.

The cost plan includes all costs that must have further inclusion in the development budget additionally to returns of the developer and other extraneous items like surveys, project insurance, and specialist advisers’ or agent’s fees.The cost plan’s purpose is allocating budget in the project’s main elements for providing foundation for cost control.

Effective and Efficient Quality Management

The obtainment of quality certification such as ISO 9001:2015 has some very important benefits:

• Provision of timely and efficient service and product delivery

• Augments repeat and margins business via higher quality work delivery (Gould, 1997)

• Reduction of errors and thus cost of rework and risk reduction

• Improvement of employee communication, development, and training

• Provision of evidence related to standards of excellence commitment

• Compliance with regulations and legislation

Implementation of the QMP (Quality Management Programme) has the advantages as follows.

• Creation of the process that confirms quality requirements and standards

• Establishment of method and means to manage the process of quality management

• Definition of accountabilities and responsibilities within supply chain

• Management and facilities of information and project data collection

• Reduction in non-conformances and performance issues and spent time on their resolution

• Reduction in spent time on their resolution, defects, and snags

• Enhancement in the delivery of the project

• Improvement in the team collaboration and communication

• Reduction or elimination of waste and contributing to a working environment that is less stressful

• Improvement of productivity

Effective and Efficient Human Resource Management

HR managers must be identifying and documenting the responsibilities and roles, and must be developing a plan to describe the end-to-end processes required on this project in determining its HR requirement.

The core activities that HRM would be involving in this project are:

• Ensuring the staff facilities are well maintained and suitable (Naylor, 1994)

• Evaluation of performance

• To resolve the disputes

• Communication with employees

• Management of compensation, benefits and employee payroll

• Legal issues

• Remuneration or compensation

• Performance management

• Development and training

• Recruitment and selection of permanent and temporary staff

• Planning of workforce

• Specification of role

• Analysis of role

The project given has been broken down into the individual work activities from A to I that are completed in the specifically given sequence. “Activity-on-Node” is provided in the flow chart below dictated by the activities’ logical order from start or finish.

Forward Pass

Forward Pass is the calculation process’ first step. Here, the ES and EF values are calculated as well as the Project Duration. In facilitating the schedule calculation, the notation of “end of day” has been used for both ES and LS values. This means the network diagram’s start is “end of Day Zero”. This indicates that the process of calculation starts with placing zero in the first activity’s ES position.

ES is the highest or the maximum value of EF from the immediate Predecessor(s), where as the EF is the duration plus ES.

The diagram above shows, for example, ES of Activity I is based on the EF’s maximum value from its two predecessors (Activity G and Activity H). Both Activity G and Activity H must be completed before starting of Activity I can take place.

Backward Pass

Through backward pass LS and LF are calculated. The LS is the LF minus the duration and LF is the lowest or minimum value of LS from immediate Successor(s).

In starting the calculation of backward pass, the value of the last activity’s EF is dropped to the value of LF. The formulas of the backward pass for the LS and LF can be applied.

The total float (TF) is the delay of maximum number of days for each activity without the delay of the date of project completion.

In this diagram, the figures in the right side bottom are the total float for each activity.

Therefore, the TF for each activity are the followings.

A: 3

B: 14

C: 14

D: 23

E: 21

F: 21

G: 25

H: 25

I: 28

As the calculation of the values is complete, the next step is the identification of the critical activities. The Critical Path is the critical activity in continuous string. The critical activities are the activities not possessing any float.

From the diagram above, it is clear that Activity A, C, F, H, and I are the critical path.

Going by the forward pass, Activity B, C, and D operated simultaneously for some period of time employing in total 8 employees when these activities were done simultaneously. Activity B employed 1 laborer, C employed 4 laborers, and D employed 3 laborers. Thus, reducing the laborers employed by C to 3 laborers and D to 2 laborers, the required condition can be met. Again, Activity F and G operated simultaneously for some period of time employing in total 7 employees when these activities were done simultaneously. Activity F employed 2 laborers and G employed 5 laborers. Thus, reducing the laborers employed by G to 4 laborers, the required condition can be met. In all other activities, the required conditions are met.

Activity

Laborers

Activity

Duration

It is assumed that the total number of laborers have worked for all 4 days of the payment cycle.

The labour cost is £20 per hour……………………………………………….(1)

Each labourer works 8 hours per day…………………………………………(2)

Labor cost per labour per day is 20×8 = £160

The payment cycle is 4 days……………………………………………………(3)

Therefore, resulting payment per labor per payment cycle is £640.

After leveling of the labour resources, the total numbers of labour that have worked are 24 laborers.

The resulting payment is £15,360.

Cost loaded schedule

Day1

Day2

Day3

Day4

labour cost/day

Total labour

3840

15,360

LoB Chart

House 5

Foundations

Brickwork

Roof construction

House 4

Foundations

Brickwork

Roof construction

House 3

Foundations

Brickwork

Roof construction

House 2

Foundations

Brickwork

Roof construction

House 1

Foundations

Brickwork

Roof construction

Month 1

Month 2

Month 3

Month 4

Month 5

Month 6

Month 7

Month 8

Month 7

Month 8

Month 9

Month 10

Month 11

Month 12

Month 13

Month 14

Month 15

Month 16

Month 17

2 Weeks of Month 18

The total time in months 17.5 months

Since, each work started immediate after its predecessor, there is no idle time for any team

Immediately after the completion of one work unit, the second work unit should start to eliminate the idle time.

LoB in this project as ensured that repetitive work activities are blocked, which might not have happened with CPM.

The critical path method enables shorter and predictable project lead time. This will be enhancing order winning criteria that is related to time as well as produce a cost reduction and adherence improvement to specification. The principal distinctive features and conceptual elements of critical path method is related to improvement, execution and planning.

However, the development of Last Planner system (LPS) was that of a piecemeal responding to the needed additional functions’ discovery for managing the work flow variability problem.

In the Last Planner System Did, Will, Can, and Should in the weekly work plan are the key terms. Should indicate preferred priority, Can represents possibility now when availability is given, the commitment is Will and what is achieved is Did.

Q3.

Clashes

——————

Report Batch

Test 1 Clash

Tolerance: 0.005m

Total: 11

New: 11

Active: 0

Reviewed: 0

Approved: 0

Resolved: 0

Type: Clearance

Status: OK

——————

Name: abc

——————

Distance*: -0.038m

Image Location: Test 1_filescd000001.jpg

Status*: New

Clash Point*: -4.682m, 3.628m, 2.369m

Grid Location: A 32.1-G : 101 FIRST FLOOR

Item 1*

Element ID: 721853

Layer: 101 FIRST FLOOR

Item Name*: Metal – Stud Layer

Item Type*: Solid

Item 2*

Element ID: 507219

Layer: 101 FIRST FLOOR

Item Name*: Rectangular Duct

Item Type*: Solid

——————

For group fields marked with an asterisk (*), the most significant value from the group is shown.

——————

Name: Clash7

Distance: -0.038m

Image Location: Test 1_filescd000002.jpg

ClearanceStatus: New

Clash Point: -2.613m, 2.497m, 2.369m

Grid Location: A 30.9-F : 101 FIRST FLOOR

Date Created: 2018/12/410:45

Item 1

Element ID: 743559

Layer: 101 FIRST FLOOR

Item Name: Metal – Stud Layer

Item Type: Solid

Item 2

Element ID: 560678

Layer: 101 FIRST FLOOR

Item Name: Rectangular Duct

Item Type: Solid

——————

Name: Clash8

Distance: -0.038m

Image Location: Test 1_filescd000003.jpg

ClearanceStatus: New

Clash Point: -2.613m, -5.631m, 2.369m

Grid Location: A 30.9-E : 101 FIRST FLOOR

Date Created: 2018/12/410:45

Item 1

Element ID: 722462

Layer: 101 FIRST FLOOR

Item Name: Metal – Stud Layer

Item Type: Solid

Item 2

Element ID: 563207

Layer: 101 FIRST FLOOR

Item Name: Rectangular Duct

Item Type: Solid

——————

Name: Clash9

Distance: -0.038m

Image Location: Test 1_filescd000004.jpg

ClearanceStatus: New

Clash Point: -4.682m, -4.500m, 2.369m

Grid Location: A 32.1-F : 101 FIRST FLOOR

Date Created: 2018/12/410:45

Item 1

Element ID: 743571

Layer: 101 FIRST FLOOR

Item Name: Metal – Stud Layer

Item Type: Solid

Item 2

Element ID: 562996

Layer: 101 FIRST FLOOR

Item Name: Rectangular Duct

Item Type: Solid

——————

Name: Clash10

Distance: -0.038m

Image Location: Test 1_filescd000005.jpg

ClearanceStatus: New

Clash Point: -4.682m, -20.756m, 2.369m

Grid Location: A 32.1-D : 101 FIRST FLOOR

Date Created: 2018/12/410:45

Item 1

Element ID: 743617

Layer: 101 FIRST FLOOR

Item Name: Metal – Stud Layer

Item Type: Solid

Item 2

Element ID: 564379

Layer: 101 FIRST FLOOR

Item Name: Rectangular Duct

Item Type: Solid

——————

Name: Clash11

Distance: -0.038m

Image Location: Test 1_filescd000006.jpg

ClearanceStatus: New

Clash Point: -4.682m, -21.887m, 2.369m

Grid Location: A 32.1-C : 101 FIRST FLOOR

Date Created: 2018/12/410:45

Item 1

Element ID: 722231

Layer: 101 FIRST FLOOR

Item Name: Metal – Stud Layer

Item Type: Solid

Item 2

Element ID: 564372

Layer: 101 FIRST FLOOR

Item Name: Rectangular Duct

Item Type: Solid

——————

Name: Clash12

Distance: -0.038m

Image Location: Test 1_filescd000007.jpg

ClearanceStatus: New

Clash Point: -2.613m, -21.887m, 2.369m

Grid Location: A 30.9-C : 101 FIRST FLOOR

Date Created: 2018/12/410:45

Item 1

Element ID: 722626

Layer: 101 FIRST FLOOR

Item Name: Metal – Stud Layer

Item Type: Solid

Item 2

Element ID: 564589

Layer: 101 FIRST FLOOR

Item Name: Rectangular Duct

Item Type: Solid

——————

Name: Clash13

Distance: -0.038m

Image Location: Test 1_filescd000008.jpg

ClearanceStatus: New

Clash Point: -2.613m, -13.606m, 2.369m

Grid Location: A 30.9-D : 101 FIRST FLOOR

Date Created: 2018/12/410:45

Item 1

Element ID: 743601

Layer: 101 FIRST FLOOR

Item Name: Metal – Stud Layer

Item Type: Solid

Item 2

Element ID: 563898

Layer: 101 FIRST FLOOR

Item Name: Rectangular Duct

Item Type: Solid

——————

Name: Clash14

Distance: -0.038m

Image Location: Test 1_filescd000009.jpg

ClearanceStatus: New

Clash Point: -4.682m, -13.759m, 2.369m

Grid Location: A 32.1-D : 101 FIRST FLOOR

Date Created: 2018/12/410:45

Item 1

Element ID: 743594

Layer: 101 FIRST FLOOR

Item Name: Metal – Stud Layer

Item Type: Solid

Item 2

Element ID: 563681

Layer: 101 FIRST FLOOR

Item Name: Rectangular Duct

Item Type: Solid

——————

Name: Clash15

Distance: -0.038m

Image Location: Test 1_filescd000010.jpg

ClearanceStatus: New

Clash Point: -2.613m, -20.756m, 2.369m

Grid Location: A 30.9-D : 101 FIRST FLOOR

Date Created: 2018/12/410:45

Item 1

Element ID: 743624

Layer: 101 FIRST FLOOR

Item Name: Metal – Stud Layer

Item Type: Solid

Item 2

Element ID: 564596

Layer: 101 FIRST FLOOR

Item Name: Rectangular Duct

Item Type: Solid

——————

Name: Clash16

Distance: -0.038m

Image Location: Test 1_filescd000011.jpg

ClearanceStatus: New

Clash Point: -2.613m, -12.628m, 2.369m

Grid Location: A 30.9-E : 101 FIRST FLOOR

Date Created: 2018/12/410:45

Item 1

Element ID: 722544

Layer: 101 FIRST FLOOR

Item Name: Metal – Stud Layer

Item Type: Solid

Item 2

Element ID: 563905

Layer: 101 FIRST FLOOR

Item Name: Rectangular Duct

Item Type: Solid

30.2(11)-D(-2): 401 Fourth Floor (16)

• Items in the same layer

• Items in the same group/block/cell

• Items in the same file

• Items with coincident snap points

30.2(41)-C(-15): 401 Fourth Floor (20)

30.2(11)-D(-2): 401 Fourth Floor (16)

32.1(3)-D(-3): 101 First Floor (2)

30.9(-4)-G(-3): 201 Second Floor

30.2(11)-D(-2): 401 Fourth Floor (16)

References

1. Antunes, R. and Gonzalez, V. (2015) "A Production Model for Construction: A Theoretical Framework", Buildings, 5 (1): 209–228.

2. Collier, K. (1994) Managing construction: The contractual viewpoint, Albany, NY: Delmar.

3. Gould, F.E. (1997) Managing the construction process: Estimating, scheduling, and project control, Englewood Cliffs, NJ: Prentice Hall.

4. Lawrence, B. F. (1996) The management of engineering, New York: Wiley.

5. Miller, R. and Lessard, D. (2000) The strategic management of large engineering projects, Cambridge, MA: MIT Press.

6. Naylor, H. (1994) Construction project management: Planning and scheduling, Albany, NY: Delmar.

7. Viera, G. (2008) "What Is Construction Project Management?", PM Hut.

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