PROJECT - is a temporary endeavor in which human, material and financial resources are organized

in a novel way, to undertake a unique scope of work, of a given specification, within the
constraints of cost and time, so as to achieve a beneficial change defined by quantitative
and qualitative objectives.

THREE COMPONENTS OF A PROJECT

PROJECT MANAGEMENT - is defined as the art and science of coordinating people, equipment,
materials, money, and schedules to complete a specified project on time
and within the approved cost. It is a combination of tools & techniques
such as PERT, CPM & Gantt Chart and managerial control methods.

FOUR QUESTIONS

• Who?
• Does What?
• When?
• How much?

GENERAL STEPS FOLLOWED IN PROJECT MANAGEMENT

1. PROJECT DEFINITION - to meet the needs of the end user

2. PROJECT SCOPE - to meet the project definition
3. PROJECT BUDGETING - to match the project definition and scope
4. PROJECT PLANNING - the strategy to accomplish work
5. PROJECT SCHEDULING - the product of scope, budgeting, and planning
6. PROJECT TRACKING - to ensure the project is progressing as planned
7. PROJECT CLOSE-OUT - final completion to ensure owner satisfaction

USEFUL TOOLS IN PROJECT MANAGEMENT

• GANTT CHART AND S-CURVES - quite old but still quite good
• PERT / CPM - Program Evaluation and Review Techniques
- Critical Path Method

KINDS OF ESTIMATES

1. Floor Area Estimate

2. Function Estimate
3. Contractor’s Detailed Estimate
a. DIRECT COST - cost that can be assigned to a specific task
- EX: materials, labor equipment

b. PROJECT COST - cost derived from activities that serve the project as a whole but for
some reason cannot be assigned to any specific task
- EX: field office, temporary facilities, computers, permits, radios, CR,
bunk house

c. INDIRECT COST - expenses that are not controllable in the site and is best left to the
judgement of the top management
- EX: bond and insurance premiums, tax, profits, contingency, price
escalation
TYPES OF WORKERS

1. Skilled
2. Semi-Skilled
3. Laborer

CONSTRUCTOR - is the general term used to define the professional responsible for all
construction activities

TYPES OF CONSTRUCTION COMPANIES

1. Small Renovation Contractors and Subcontractors

2. General Contractors
3. Owner – Builder
4. Real Estate Developer
5. Project Construction Management Company

ORGANIZATIONAL CHART
CONCRETE WORKS
CONSTRUCTION JOINTS
REINFORCING STEEL BAR

TYPES OF REINFORCING STEEL BARS (Philippine Standard)

1. Structural Grade - yield strength = 230 MPa

2. Intermediate Grade - yield strength = 275 MPa
3. High Strength Grade - yield strength = 414 MPa

COMMERCIALLY AVAILABLE DIAMETER OF RSB

• 10 mm
• 12 mm
• 16 mm
• 20 mm
• 25 mm
• 28 mm
• 32 mm
• 36 mm
• 40 mm and above (SPECIAL ORDER)

COMMERCIALLY AVAILABLE LENGTH OF RSB

• 6m
• 7.50 m
• 9m
• 10.50 m
• 12 m

BAR CUTTING

POSSIBLE SHAPES

1. Straight Bar
2. Bar with 180 deg bend both ends
3. Bar with 180 deg bend one end and straight other end
4. Bar with 90 deg on both ends
5. Bar with 90 deg on one end and straight other end
6. Bar with 45 deg bend one end and straight other end
7. Bar 45 deg one end and 90 deg bend another end
8. Bar with 45 deg bend both ends
BEAM
COLUMN
STIRRUPS AND LATERAL TIES
BILL OF MATERIALS AND WORK BREAKDOWN

Work Breakdown Statement – is a categorized list of tasks with an estimate of resources required to
complete the task
BID PRICES IN BILL OF QUANTITIES FORMAT
BAR CHART

Gantt Chart

- is a horizontal bar chart that graphically displays time relationships.

- In effect, it is a “scale” model of time because the bars are different lengths depending upon
the amount of time they represent.
- It is sometimes called bar chart, scheduling chart, time chart or time model.
PERT/CPM

- are both methods for predicting the cost and completion time of projects.
- It is a useful tool for almost anything which requires planning.

PERT (Project Evaluation and Review Technique) - is usually concerned just with the time taken

CPM (Critical Path Method) - looks at cost/time tradeoffs.

PHASES OF NETWORK ANALYSIS

1. Network Construction
2. Determination of Critical Path
3. Time-Costs Tradeoffs and Crashing

Network – is defined as a set of nodes connected by edges, where something flows along the edges.

Components of Network Model

1. Activities – tasks or operations

2. Events – start and completion points of activities

Guidelines for Diagramming

1. An activity is represented by one and only one arrow.

2. An event is represented by a circle.

3. An activity cannot start until all activities leading to its predecessor event have been completed.

4. The length of the arrow is NOT proportional to the duration of the activity it represents.

Ex: A project has seven well-defined activities: A, B, C, D, E, F, and G. Their order relationships are
as follows:
• A, B, and C are starting activities and may take place after a start event.
• D and F must wait for the completion of A.
• E follows C.
• G follows B, D and E.
• F and G complete the project
 5. Dummy activities or arrows are used to keep the sequence logically correct in some instances

Dummy – is an artificial activity represented by broken arrow. It does not require any time.

Ex: Dealing with flat tire

• A – Remove wheel with punctured tire
• B – Repair flat tire
• C – Bring spare from trunk
• D – Attach spare

• Dummy activities may also help avoid ambiguous cases such as when two or more
activities have the same beginning and end events.

Ex: A is the starting activity and may take place after a start event. B and C must follow A, and D
must follow B and C.

Critical Path Analysis

Critical Path – the path with the longest time

Critical Activities – activities along the critical path

• The length of the critical path determines the project duration.

Symbols / Notations in Diagramming

1. ES (Early Start) – the earliest possible time an activity may be started.

2. EF (Early Finish) – the earliest possible time an activity may be finished.

𝐸𝐹 = 𝐸𝑆 + 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛 𝑜𝑓 𝑎𝑛 𝑎𝑐𝑡𝑖𝑣𝑖𝑡𝑦

3. LS (Late Start) – the latest possible time an activity may start without delaying the project
completion date.
4. LF (Late Finish) – the latest possible time an activity may be scheduled to finish without delaying
the project.

𝐿𝐹 = 𝐿𝑆 + 𝑑𝑢𝑟𝑎𝑡𝑖𝑜𝑛 𝑜𝑓 𝑎𝑛 𝑎𝑐𝑡𝑖𝑣𝑖𝑡𝑦

Diagram Presentation of an Activity

Forward Pass

- the ES of the succeeding activity will be the latest of the immediately preceding activities’ EF’s.
- Early Starts (ES) and Early Finishes (EF) are determined in the forward pass.

Backward Pass

- the earliest Late Start of the succeeding activities will be the Late Finish of the preceding activity.
- Late Finishes (LF) and Late Starts (LS) are determined in the backward pass
PERT/CPM Network Diagram

SEATWORK:
From the tabulated information shown below, construct the network diagram and answer the following
questions:

1) What is the normal duration of the project in weeks?

A. 15 C. 17 B. 16 D. 18
2) Assuming the preceding activity of G started and finished on time, how many weeks can you delay
activity F without affecting the duration of the project?
A. 0 C. 2 B. 1 D. 3
3) If you crash activity D, what will be the new duration of the project?
A. 15 C. 17 B. 16 D. 18