lecture 8 monitoring & controlling (1)

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LECTURE 8

24th April 2014

Ir Ishak Arshad

KKH 4194

PROJECT MANAGEMENT

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Project Management

Monitoring and Controlling Construction

• Project Progress (scope & time), Cost and

Quality

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Project Management

CO 2 :

• Able to evaluate elements of project management and cost

for civil engineering work.

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Project Management

As a contractor for a project, you have to target

your project to complete on time, with

acceptable quality and to get reasonable profit.

How do you control and monitor;

• Project scope

• Project completion time

• Project cost

• Project quality

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Contractors’ Goals in Implementing

Projects

• Making profit

• Finishing on time - TIME

• Constructing within budgets - COST

• Finishing the projects safely - SCOPES

• Delivering quality projects - QUALITY

• Getting new projects

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Monitoring & Controlling A

Construction Project

Defn:

Monitoring and controlling are processes

required to track, review and regulate the

progress and performance of the project. (to track = to follow ,to review = to go over, to regulate = to put in order)

By monitoring and controlling – the project

performance is observed and measured

regularly and consistently to identify

variances from the project management plan (PMBOK- PMI)

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Monitoring & Controlling Projects 1. What are to be monitored & controlled? 2. What is monitoring ? 3. What is controlling ? 4. Who does the monitoring & controlling ? 5. What are the project aspects they monitor &

control? 6. What is document used in Monitoring & Controlling ?

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Monitoring & Controlling Projects 1.To monitor & control– project team & work to be done 2.Monitoring - collecting & measuring performance

information & assessing the results 3.Controlling - corrective or preventive action to be done 4.The monitoring & controlling – by Project Manager &

Project Management Team 5. They monitor & control – scope, schedule (time) &

cost + Quality 6. Document used in Monitoring & Controlling – Project

Management Plan

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To monitor Project Objectives & “Triple

Constraints” :

• Performance – to complete scopes of the

project

• Time

• Cost

With Quality

Monitor & Control Project Work • The process of tracking, reviewing and regulating

the progress to meet the performance objectives defined in the project m’ment plan.

• Monitoring – collecting , measuring & distributing performance information . Assessing measurement & trends for process improvement

• Controlling– determine corrective or preventive action or preplanning & following up actions to resolve performance issue (to align with the expected project performance)

• Monitoring & Control Project Work Process is concerned with: - Comparing actual project performance vs the

PMP - Assessing performance – any corrective/

preventive action need to be done

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1) Performance/scope

Some factors affecting project performance:

• Unexpected technical problems – eg nature of the project beyond expectation

• Insufficient resources when needed

• Unexpected technical difficulties – eq due to site condition or soil condition

• Client requires changes –ok with EOT & additional cost

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Performance- Scope Control

Monitoring status of the project and managing changes to work program Activities:

• Work performance measurements – variance analysis

• Change requests – need client approval. Avoid implementing unapproved changes.

• Project Management Plan (Programs) updates with all approved changes

• Project document updates – updating drawings due to changes done

Outputs:

• Work performance measurements

• Change requests

• Project management plans

• Projects documents updates

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2) Time- schedule

• Technical difficulties take longer than planned to solve

• Initial time estimate is not enough

• Task sequencing is incorrect – incorrect timing

• Required inputs of matl, personnel, machineries are unavailable when needed – idling & wasting of time – require extra time

• Client want changes and need rework

• New Government regulation

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Time- Schedule Control

Monitoring status of the project to update project progress and managing changes to the schedule baseline Activities:


• Change requests – thru approved process

• Project Management plan updates

• Project document updates

Outputs:


• Change requests



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3) Cost:-aspects that may increase project cost!

• Technical difficulties requires more resources

• Scope of work increase – VO ?

• Tender price too low -

• Reporting is poor or untimely – can not monitor !

• Budgeting is inadequate – working capital is not enough !

• Price of matl increase

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Control Costs Monitoring and controlling status of the project - update the project budget - managing changes to the cost baseline

Activities

• Ensuring all change requests - approved by the client - do not proceed unapproved changes – inform client all cost implication on changes made

• Ensuring that cost expenditure do not exceed permissible values

• Monitoring cost performance, understand variance – check std or previous projects

• Monitoring work completed against expenditure – compare cost between cost in BQ to actual cost spent !

• Taking action to ensure cost overrun within acceptable limit

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Control Costs

Outputs:

• Work performance measurements – check progress report

• Budget forecasts & actual expenditure

• Change requests


- cost performance baseline & cost

management plan


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Control Costs

Outputs: ….. continue

- cost performance baseline:

compare actual results to determine if any change

- cost management plan:

describe how the project costs will be managed and controlled

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Time- Schedule Control Monitoring status of the project and managing changes to the schedule baseline

Activities:

• Determining the current status of the project schedule

• Determining that the project schedule has changed

• Managing the actual changes – how to catch up with the time!

Outputs

• Work performance measurements – project program

• Change requests – thru approved process



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4) Quality Control

• Quality ?

• Quality Control – depends upon the control of construction itself

• Quality of finished product is responsibilities of Designer (Consultants) and Contractors

• Responsibilities of all participants – RE, COW, Supervisors, Skilled Workers, Workers - right attitude - let them proud with their work !

• Good design + good materials & workmanship

= Quality product

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Quality Control

• Inspection of work quality at every part of the work

• Selecting samples of matl to be used – sizes, appearances, testing the samples

• Testing materials and workmanship at every stage of construction to make sure the work meets requirements of the drawings and specifications

• For big project – they have a Quality Control Officer

• Contractor to have A Program of Quality Control

• ISO 9000/9001

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Perform Quality Control

Monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes

Activities:

• Perform Quality Control throughout the project

• Quality control = plan quality - perform quality control - perform quality assurance

• Identify causes of poor process – recommend and/or take action to eliminate them

Quality Assurance = process of auditing the quality requirements

based on results of the Quality Control measurement to

ensure Quality Standard.

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Perform Quality Control

Outputs

• Quality control measurement

• Validated changes



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Construction Project Who to control ?

• Clients )

• Consultants ) - Have to play their roles

• Contractors )

How ?

• Progress Reports – reporting progress

• Site meetings – check & monitor progress, time, cost & quality

• Technical meetings

• Regular site visits by the client, Director of the consultant firms

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Management of Changes

Changes sometimes cannot be avoided during

construction

Changes by owner, designer or contractor:

• Owners – changes to better achieve intended use of

the project - caused VOs

• Designer – changes to original drawings or spec –

must get owner’s approval

• Contractor – to change matl, system of work, method

of construction – must get SO approval

Changes – increase/decrease scope, cost and time !

Project Organisation

1) Client - management by Client Technical Department

2) Consultant Site Staffs

3) Contractor Site Staffs

Parties in Project.xls

Consultant Site Staffs: ( Number of post and number of Staff depend on the project size)

• Project Director/Project Manager (Head of the team)

• Chief Resident Architect (for Building Project)

• Chief Resident Engineer (Civil & Structure)

• Resident Architect

• Resident Engineers (Civil & Structural, Mechanical and Electrical)

• Resident Quantity Surveyors

• Clerk of Works (Architecture, C&S, M&E, QS)

• General Clerks

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Parties in Project.xls

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Projects Organisation

Consultant Site Staffs: ( For Building Projects RM10mil -RM20 mil )

• 1 Resident Architect (Head of The Team

for building project) = Project Manager

• 1 Resident Engineers (Civil & Structural)

• 1 Clerk of Works (Architecture),

• 1 Clerk of Works (C&S)

• 1 Clerk of Works (M&E)

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Contractor Site Staff:

( Number of post and number of Staff depend on the project size)

• Project Manager (Head of the team)

• Site Architects

• Site Engineers (Civil & Structural, Mechanical and

Electrical)

• Site Quantity Surveyors

• Safety Officer (for project above RM20 mil. require full

time officer at the site)

• Supervisors (Architecture, C&S, M&E)

• Administration Staff

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Contractor Site Staff: ( For Building Projects RM10mil -RM20 mil )

• 1 Project Manager/Site Manager – Head of the team

• 1 Safety Officer (Not based at the site)

• 1-3 Supervisors (Architecture, C&S, M&E)

• Administration Staff

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Project Site Office:

1) Contractor Site Office

• Contractor Project Manager

• Site Engineer

• Admin staff

• Supervisors

2) Consultant Site Office

• Project Director/Project Manager

• Resident Architect ( for building project –as Head of the

team)

• Resident Engineer – C&S, M, E

• Other site staff

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Records at the Site Office:

• Tender Document/Contract Document

(duplicate copy)

• Tender Document/Sub-contract Documents

(duplicate copy)

• Drawings (latest amended drawings) – all

changes are fully recorded

• Site Diaries

• Progress Report – progress chart –

photographs

• Samples Approved

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Site Diaries - Site_diary_work_template.pdf

• Must always be kept at the Site Office

• Daily recording by Consultant Site Staff specialy

assigned eg by Architect Clerk Of Work & to be

endorsed by Contractor’s Project/Site Manager

• Regularly checked by RA/RE & Consultant Project

Manager

• Recording work done, no of workers &

machineries, weather, Consultant Site Staffs’

instructions to Contractors etc

• All information will be used for Contractor’s

Application for Extension of Time & disputes &

claims

Site_diary_work_template.pdf



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Progress Report :

• Monthly Progress Report by the Main

Contractor

• Progress charts (colouring all completed

work) - percentage of work done on

particular date - photographs - Report

• Submitted & discussed in the project Site

Meetings

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Samples

• Samples Approved & dates

• Kept at the Site Office

• Recorded in “ List Of Sample Approved & Reported in the

Contractor’s Monthly Report

Material Testing

• For quality control

• To check whether materials proposed by the contractors are

in accordance with the contract specifications eg in term of

sizes, strength, contents

• Concrete mix - cube tests for 7 days & 28 days

• Cone test for concrete mix

• Reinforcement tensile tests

• Timber – chemical contents for tanalised timber

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Site Meetings :

• Schedule site meetings eg every 2 weeks or every

month at the Site Office

• Chair by SO (from Client) or RSO (Consultant)

• Attended by all Consultant Site Staff, Main

Contractor’s Representatives, NSC Rep

• Purposes –Progress Monitoring – to discuss all

problems related to the project

• Discussed Project’s Progress – Progress Report

• Minutes of the meetings – prepare by the

consultant’s site staff

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References:

1. Frederick E. Gould and Nancy E. Joyce. 2003. Construction

Project Management. Prentice3 Hall Publisher.

2. Peter G. 1989. Management and Construction Control. New

York: Longman Inc.

3. Oberlender G.D. 2000. Project Management for Engineering

and Construction. McGraw-Hill

4. PMI.2008. A Guide to the Project Management Body of

Knowledge (PMBOK)

5. Twort A.C and Rees J.G .2005, Civil Engineering Project

Management . 4th Edition, UK: Elsevier Butterworth

Heinemann

lecture 8 monitoring & controlling (1)

Documents

project management monitoring

project aspects

project time cost

elements of project

construction project

project mment plan

actual project performance

control project team