3) Life cycle of a engineering project

Civil Engineering project

Life cycle of a civil engineering project
Life cycle of a civil engineering project
Conceptual and feasibility studies
Conceptual and feasibility studies
 IDENTIFICATION (IDEA)

1. Study ever y option

2. Study the need
3. Coperate Planning
4. Financing the Project

CONCEPT

1. Layout - Starting/Investigation
2. Use Design Standard
3. Preparation of Project Brief
4. Economic Analysis

STRATEGY PROJECT (FEASIBLITY

1. Design
2. Sources
3. Amount of contract, Phase
4. Program of project
5. Scope —* -roject/Planning

APPROVAL

1. Financial Assessment
2. Project Loan Assesment
3. Final Option Assesment
4. Choosing the Option
Engineering design
Engineering design
Conctracting and Procurement
Construction
Commissioning of project
Utilization and Maintenance
4;5 Conctractual aspects and Preject delivery
methods in CM
Contents
• Contractual aspects
Types of contract
a) Lump sum / Fixed price
b) Cost plus
c) Time and material
d) Guaranteed maximum price
• Project Delivery Methods
a) Design-Bid-Build
b) Multiple-prime
c) Design-Build
d) Construction agency
e) Construction Manager at Risk (CMR)
f) Integrated Project Delivery (IPD)
Contract types
• Lump sum / Fixed price
A lump sum contract, also known as a “stipulated sum contract,” is a construction
agreement in which the contractor agrees to complete the project for a
predetermined, set price. Under a lump sum agreement, the contractor submits a
total project price instead of bidding on each individual item.

• Cost plus
A cost-plus contract is a type of agreement between a contractor and a client
where the client promises to reimburse the contractor for certain expenses, along
with the contractor's fee for completing the job.
Contract types

• Time and material

A time and materials contract, also known as a T&M contract, is a type of
construction contract that pays a contractor at a set rate for the actual work
performed and materials purchased.
• Guaranteed maximum price
A guaranteed maximum price contract sets a limit, or maximum price, that the
customer will have to pay their contractor or subcontractor, regardless of the actual
costs incurred. In its simplest form, a guaranteed maximum price contract simply
puts a cap on the contract price that can’t be exceeded. Costs beyond that
guaranteed maximum price may need to be covered by the contractor or sub
Main elements in contract
• Obligations
• Scope of works
• Payment and certification
• Project programme
• Termination
• Applicable law and Dispute resolution
Project delivery Methods
• Traditional
Project delivery Methods
• Modern
Design, Bid and Build
Multiple Prime
Design and build
Construction agency
Construction Manager at Risk
Integrated Project Delivery
6.0 Basics concept and processes of Project
Integration and Scope Management
Contents
• Project Integration Management
• Project Scope Management
Project Integration Management
• Schedule
• Cost
• Scope
• Quality
• Resources
• Risks
• Changes
• Stakeholders
Procurement

Project integration
management

Communication Quality
Project Integration Management
• Develop the project charter
• Develop the project management plan
• Direct and manage project work
• Manage project knowledge
• Monitor and control project work
• Perform integrated change control
• Close the project (or project phase)
The 7 steps of project integration management

Create a
project charter

Develop a project
management plan

Direct and manage

project tasks

Manage project
knowledge

Monitor and control

project tasks

Perform integrated
change control

Close out
the project
Project Charter
• Scope
• Objectives and deliverables
• Project team members
• Project Risks
• Benefits or returns on investment
• Budget
Project Management Plan
• Meet with stakeholders to set project requirements, deliverables, and
objectives.
• Define the project scope.
• Create a work breakdown structure to delegate tasks and assign resources.
• Create a project schedule.
• Conduct a risk assessment and develop contingency plans.
• Come up with a performance measurement baseline to assess project
performance.
• Develop additional plans for any of the following: scope management, cost
management, resource management, change management, stakeholder
management, or risk management.
Direct and manage project work
• Directing the project team
• Holding stakeholder meetings
• Tracking project progress
Manage project knowledge
Monitor and control project work
• Preventive action: an action performed to reduce the negative impact
of project risks
• Corrective action: an action performed to bring the future project
performance back in line with the project plan
• Defect repair: an action to repair or replace a documented project
defect

Perform integrated change control

Close out the project
Project Scope Management
ISSUES
• Constantly changing requirements
• Pivoting the project direction when you are already mid-way
• Realizing that the final outcome isn’t what was expected
• Going over the discussed budget
• Falling behind the project deadlines
Project Scope Management
 7.0 Project Scope Management with Work
Breakdown Structure
Contents
• What is WBS and its importance?
• What are types of WBS?
• Elements of a good WBS.
• WBS examples
Work Breakdown Structure
• A work breakdown structure (WBS) is a hierarchical decomposition of
the project deliverables and work into smaller, more manageable
components. It is a useful tool for project managers to organize and
track the progress of a project.
• The WBS typically begins with the project's major deliverables and
then breaks them down into smaller, more specific tasks or activities.
This process is repeated until the work can be easily managed,
estimated, and tracked.
Types of a WBS.
• Process oriented WBS
A process-oriented WBS defines a project in terms of steps, work phases, or
functions. This type of WBS is focused on the steps that need to be taken within
individual disciplines to complete a project and typically phrases individual
elements in verb form.
• Deliverable oriented WBS
A deliverables-oriented WBS defines a project in terms of tangible deliverable
components. Deliverables are typically a physical component or item needed to
complete the overall project.
Process oriented WBS
Deliverable oriented WBS
Elements of a good WBS
• Defined: Your WBS should be easily understood by project participants and
stakeholders.
• Easily estimated: Task durations, cost, and required resources can be
included to estimate the cost and time necessary to complete the project.
• Manageable: Specific responsibilities are clearly assigned to individuals,
making them easy to manage.
• Measurable: A WBS should include start and completion dates and
assessable milestones so that progress can be accurately measured.
• Flexible: Your structure should be able to accommodate minor changes,
such as changes in deadlines or the addition of tasks. However, keep in
mind that one purpose of the work breakdown structure is to give a full
picture of the deliverables expected beforehand to avoid scope creep or
rework.
How to know if established WBS is effective?
• Get granular. Break down your project deliverables to their lowest level
possible and express the task in verb form.
• Check your WBS for accuracy. Ensure that all of your deliverables,
deadlines, and resources are correctly recorded in your visual.
• Include supporting activities. Make sure that your WBS takes into account
activities such as training and testing, as well as product or service
launches and implementation. Include non-IT and procedural work
activities such as documentation and reviews in your work structure.
• Check work packages. Create your work packages to be completely
independent of other work packages. Make sure that individual tasks are
not duplicated across your structure.
 Construction Project Management
8.0 Basics concept and processes of Project Time
Management
Contents
Project Time Management

• What is a Time Management and why it is so important?

• How is time management done in the construction project?
• Samples
What is a time management in CM?
• Time management is the management of the time spent and progress
made on project tasks and activities

• A project, by definition, has an official end date. In order to meet this

date, every project needs a schedule and to manage their own time
and the team’s time to ensure that the schedule is met.
Main Processes in Time management
1. Plan schedule management – tools, responsible person, control and
reviewing methods
2. Define activities – Scope (Work Breakdown Structures)
3. Sequence activities
4. Estimate Resources – Quantities, Material, Manpower
5. Estimate Durations – Manhours
6. Develop the project schedule – combine above informations
7. Control the schedule – as per management plan
 Construction Project Management
9.0 Basics concept and processes of Project Cost
Management
Contents
Project Cost Management
• What is a cost Management and why it is so important?
• Benefits of proper cost management in the construction project
• Problems of improper cost management
• Steps in Cost Management
• Tools for cost management
What is a cost management in CM?
• Cost management is the process of estimating, allocating and
controlling project costs.
• Cost management is vital to an organization’s project planning
process.
Benefits of proper cost management
• Prevents overruns: By allotting costs in the early planning stages,
project managers ensure they don’t overspend on specific areas.
• Avoids risk: A good budget will have a risk allowance to ensure project
success is not compromised if unforeseen costs arise.
• Aids future planning: Cost reports can help with resource
optimization. This can lead to more accurate budgets in the future.
Problems in Cost management
• Lack of resources: If a project budget is too small, it can be difficult to
secure the required labor, materials, etc., to complete the project
successfully.
• Inaccurate estimation: Poor forecasting can occur when a manager is
inexperienced or doesn’t fully understand the scope of the project.
This can lead to cost overruns and affect overall profitability.
• Outdated technology: Project managers need access to intuitive, up-
to-date technology and tools to manage costs accurately.
Steps in Cost management
• Quantity surveying – Scope(WBS), Quantities
• Cost Estimation – Quantities x (Material+Manpower)
• Cost Control
Effective cost management
• Budgeting: For effective cost project management, you need an
accurate budget. This requires a budgeting tool to track costs using
custom hourly rates and tailored financial fields.
• Time tracking software: This is particularly useful when trying to
estimate resource cost. When team members log hours using a task
timer, project managers can use this data to determine how long a
certain task takes, and allocate resources accordingly.
• Reporting and analytics tools: For real-time insights into their cost
management process, project managers should generate weekly
reports with detailed charts and graphs. Analytics dashboards can
also be created for a project portfolio overview.
 Construction Project Management
10.0 Basics concept and processes of Project
Quality Management
Contents
• What is quality management in CM and why it’s important?
• Benefits of proper quality management in the construction project
• Problems of improper quality management
• Steps in quality management
What is quality management in CM and why it’s
important?
• Project quality management is a process that considers how a project
should proceed to achieve the desired quality for the project’s
deliverables.
• Project quality management's ultimate goal is to guarantee
deliverables that satisfy the needs and expectations of clients,
stakeholders, or customers, depending on its end-user.
Steps in quality management
• Quality Plan
• Quality Assurance
• Quality Control
Quality Plan
Planning for quality is the first step in project quality management.
Before beginning a new project, agree upon what counts as "quality"
for that specific project and what needs to be done in order to achieve
that level of quality. As mentioned, this will depend on what that
customer or stakeholder expects from the project’s deliverables.
Quality Assurance
The goal here is to prevent problems before they happen by following
processes as agreed. While quality assurance is preventative, the next
step is more reactionary.
Quality Control
Lastly, it's integral to assign an enforcer to the project who can assess
whether or not the desired level of project quality is being met. This
person will need to review progress against the plan and checklist
regularly. This provides an opportunity to identify problems and
consider methods of improvement, including adjusting risk factors
and contingency plans.
 Construction Project Management
11.0 Basics concept and processes of Project
Human Resources Management
Contents
• What is HR management in CM and why it’s important?
• Benefits of proper HR management in the construction project
• Problems of improper HR management
• Steps in HR management
What is a HR management and its importance
in CM
• Project human resource (HR) management is an element of project
management concerned with organizing, managing, and leading a
project team.
• HR project management is a component of project resource
management, which is itself part of an overall project management
plan.
HR(Team) management
Steps in HR management
• Plan human resource management: In this phase, the project manager
(PM) identifies the roles and responsibilities needed to fulfill the project
goals. From this, the manager drafts a team structure and staffing plan.
• Acquire the project team: The project manager chooses staff members to
fill the various roles and ensures their availability and willingness to serve
on the project team.
• Develop team members: This includes team building, skills development,
and other efforts to enhance the team's performance.
• Manage the team: The project manager tracks performance, offers
feedback, resolves conflicts, and eliminates roadblocks to optimize
performance.