KPB 730 ASSIGNMENT BY DANIEL JOHANNES CORNELIS VILJOEN 23056674 SUBMITTED IN FULFILLMENT OF PART OF THE REQUIREMENTS OF THE DEGREE OF B. Sc (Hons) (CONSTRUCTION MANAGEMENT) IN THE FACULTY OF ENGINEERING, BUILT ENVIRONMENT AND INFORMATION TECHNOLOGY AT THE UNIVERSITY OF PRETORIA DATE OF SUBMISSION 07 MAY 2008 I understand that this assignment contributes to the assessment of my competency on work lectured on this course and co-determines my qualification for the receipt of a degree. I accept the rules of assessment of the University of Pretoria and the consequences of transgressing them.
I thus, hereby, confirm that the attached assignment is my own work and any sources consulted are adequately acknowledged in the text and listed in the bibliography. ————————————————————————————————————————— Signature of acceptance and confirmation by Student Prepare a submission to a client, who is project management averse, to convince him/her to appoint you as the Project manager on his/her next project. ____________________________________________________________ _______ Cambridge Court 13, Hatfield
Pretoria, 0083 2008/05/06 Mr. Dave Matthews Dave Matthews Band CC Central Park 16 New York, 0057 Dear Sir: In regard to the new proposed project in Central Park: In general, I, the project manager will be responsible for the overall success of the project by ensuring the project finishes on time, within budget and to the correct quality. Numerous forms make up the duties of a PROJECT MANAGER: Process Responsibilities Once the project starts, the project manager successfully manages and controls the work, including: •Identifying, tracking managing and resolving project issues. Proactively communicating project information to all stakeholders. •Identifying, managing and mitigating project risk. •Ensuring that the solution is of acceptable quality. •Proactively managing scope to ensure that only what was agreed to is delivered, unless changes are approved through scope management. •Defining and collecting metrics to give a sense for how the project is progressing and whether the deliverables produced are acceptable. •Managing the overall schedule to ensure work is assigned and completed on time and within budget.
People Responsibilities In addition to process skills, a project manager has good people management skills. This includes: •Having the discipline and general management skills to make sure that people follow the standard processes and procedures. •Establishing leadership skills to get the team to willingly follow your direction. Leadership is about communicating a vision and getting the team to accept it and strive to get there with you. •Setting reasonable, challenging and clear expectations for people, and holding them accountable for meeting the expectations.
This includes providing good performance feedback to team members. •Team building skills so that the people work together well, and feel motivated to work hard for the sake of the project and their other team members. The larger your team and the longer the project, the more important it is to have good team-building skills. •Proactive verbal and written communicator skills, including good, active listening skills. Again, I am responsible for the success of the project. If the team has poor morale and is missing deadlines, you need to try to resolve it.
If team members don’t understand exactly what they need to do and when it is due, then I am responsible. Multiple Roles Depending on the size of your project and the way your company is organized, my time may be allocated one of three ways. • A full time role on a large project. • Project management responsibilities for multiple projects, each of which is less than full time, but the combination of which adds up to a full-time role. •Fill multiple roles, each of which requires a certain level of skill and responsibility.
On one project, for instance, they may be both a project manager and an analyst. • I trust this enlightened you to the roles and responsibilities of a Project Manager, and made you aware of the importance in appointing such a person to your professional team. This will not only save you effort, but cost and time in the long run of the project. Yours sincerely, Danie Viljoen V & S Project Management You are appointed as the Project manager for a new office building for BMW developed by ABC Properties, on their behalf.
Draw project organizational structures to show the following: 1. Contractual Relationships ____________________________________________________________ ____________ Agreements “SLA” Contracts 2. Communication: – Formal and informal routes – Stipulate conditions applicable to informal communication ____________________________________________________________ _____________ You are the Project Manager for a 5000 sq m office block by the NDPW for the Navy of the Defence Force. Also involved are an Architect, QS, Electrical Engineer and Civil Engineer. . Compile a concise scope of work ____________________________________________________________ ______________________ You act as the owner builder for your own new house (construction phase only): •Compile a Work Breakdown Structure for the main- and secondary elements to determine the activities. •Determine the duration for each activity. •Construct a logic diagram for the execution of this project. •Enter the duration of each activity and calculate the network fully to determine the total duration, critical path and floats. How can you optimize the project and operations by using float? •How can you reduce the programme to move? ____________________________________________________________ _____________ Nr. NameDuration (Days)Immediate follower ASite establishment21B; C; D BFoundations and GF columns28F; G; H C1st slab + surface bed35G D1st columns + 2nd slab49H; I EBrickwork GF and 1st floor70I FPlumbing + Electrical 1st fix7K GExternal plaster28K HInternal plaster42K; J IScreeds + Floor covering35J; L
JGlazing + Carpentry + Ceilings56L KPaintwork internal + external49L LPlumbing + Electrical final21N MExternal work42N NCleaning + Snagging14– •How can you optimize the project and operations by using float? ____________________________________________________________ _____________ Float is a very valuable concept since it represents the scheduling flexibility available to complete particular tasks. Activities on the critical path do not provide any flexibility for scheduling in case of problems.
For activities with some float, the actual starting time might be chosen to balance work loads over time, to correspond with material deliveries, or to improve the project’s cash flow. The concept of float is to use part or all of this allowable range to schedule an activity without delaying the completion of the project. An activity that has the earliest time for its predecessor and successor nodes differing by more than its duration possesses a window in which it can be scheduled. Then some float is available in which to schedule this activity.
Each of these “floats” indicates an amount of flexibility associated with an activity. In all cases, total float equals or exceeds free float, while independent float is always less than or equal to free float. Also, any activity on a critical path has all three values of float equal to zero. The converse of this statement is also true, so any activity which has zero total float can be recognized as being on a critical path. 1. Free float is the amount of delay which can be assigned to any one activity without delaying subsequent activities. 2.
Independent float is the amount of delay which can be assigned to any one activity without delaying subsequent activities or restricting the scheduling of preceding activities. 3. Total float is the maximum amount of delay which can be assigned to any activity without delaying the entire project. ____________________________________________________________ _____________ •How can you reduce the programme to move? ____________________________________________________________ _____________ Before a network is crashed by throwing money at it, the following considerations should be checked. Inspect the network for mistakes. •Attempt to do more activities in parallel. •Split some activities into portions and do portions in parallel by using leads and lags. •Negotiate shorter, realistic durations. •More teams/labour if at no additional cost. Crashing time with increased cost. •If the cost of each activity is known, the total cost of the project can be calculated. •Establish additional costs to accelerate each activity, this will enable one to decrease the project time. •Projects can be economized on the same basis by extending time.
Rules for time crashing. •Consider activities on the (then) critical path only and in sequence of the most time gained at the lowest additional cost. •Recalculate the network after crashing each activity to determine whether the critical path has changed. •Do not crash activities not on the critical path as no advantage is gained for money spent. •KPB Class Notes: Compiled by Mr. Gert Basson •http://www. ce. cmu. edu/pmbook/10_Fundamental_Scheduling_Procedures. html •http://www. lifecyclestep. com/open/407. 1TheRoleoftheProjectManager. htm