Nisnisan, Louie Jey L.

MEPCE 230 (10630)

Project Control
Introduction
The construction of a multi-storey condominium building is a complex and multifaceted
endeavor, involving a wide array of activities that need to be meticulously planned, monitored, and
controlled. Effective project control techniques are essential to ensure the successful completion of
such projects. For example in the context of particularly relevant to the construction of a 12-storey
condominium which was my current project assigned right now. Project control is a critical aspect of
project management in construction. It involves a systematic process to monitor, evaluate, and
influence the time, cost, quality, and scope of a project. The primary objective of project control is to
keep the project on track by ensuring it adheres to the planned schedule, budget, and quality
standards while mitigating risks and efficiently utilizing resources. In the context of a 12-storey
condominium, project control becomes even more significant due to the increased complexity,
higher stakes, and more stringent regulatory requirements. The construction of such buildings
involves coordinating various trades and activities, managing a large workforce, and ensuring the
timely delivery of materials and equipment. Any delays or cost overruns can have substantial
financial implications and potentially impact the project's viability.
The real-life experiences of industry professionals underscore the importance of adopting
robust project control techniques. Lessons learned from previous projects highlight common
challenges, such as unforeseen site conditions, design changes, labor shortages, and supply chain
disruptions. By leveraging proven project control methods, these challenges can be effectively
managed, leading to successful project outcomes.

Project Crashing
Project crashing is a project management technique used to shorten the duration of a project by
reducing the time of one or more of its critical path activities. This often involves the allocation of
additional resources, such as labor, equipment, or materials, to critical tasks. The main goal of
project crashing is to achieve the shortest possible project duration at the least incremental cost,
without compromising project quality. Project crashing is a valuable technique in the project
manager's toolkit, offering a way to meet tight deadlines and manage unexpected delays
effectively. However, it requires careful consideration of cost implications and potential risks to
ensure that the benefits outweigh the additional costs.

Techniques: Various techniques can be employed to crash a project.

 Adding Resources: Increasing the number of team members, machinery, or equipment

dedicated to critical path activities. This helps in completing tasks faster but may lead to
increased costs and potential resource management challenges.
 Overtime: Having the existing team work extra hours or on weekends to accelerate task
completion. While effective, this can lead to burnout and reduced productivity over time.
 Subcontracting: Hiring external parties to complete specific tasks or parts of the project. This
can speed up the process but may involve higher costs and potential quality control issues.
  Expediting Materials: Fast-tracking the procurement and delivery of materials to avoid delays.
This can involve higher shipping costs or premium prices for quick delivery.
 Reducing Project Scope: Cutting down on non-essential features or requirements to focus on
critical deliverables. This can be effective but may impact the overall project value and
stakeholder satisfaction.
 Re-sequencing Tasks: Adjusting the project schedule to overlap activities that were initially
planned to be sequential, provided this does not introduce significant risks.

Cost and Time Trade-offs: The economic principles behind cost and time trade-offs in project
crashing involve understanding the relationship between project duration and project costs. Key
considerations include:

 Direct Costs: Costs that are directly associated with project activities, such as labor, materials,
and equipment. Adding resources or working overtime typically increases direct costs.
 Indirect Costs: Ongoing costs that are not directly tied to specific activities, such as overhead,
supervision, and administrative expenses. Reducing project duration can lower these costs by
shortening the time these expenses are incurred.
 Total Project Costs: The sum of direct and indirect costs. The aim of project crashing is to
minimize total project costs by finding an optimal balance between increased direct costs and
decreased indirect costs.

Application: Project crashing is necessary and effective in various situations.

 Meeting Tight Deadlines: When projects have strict deadlines, such as product launches,
regulatory compliance dates, or contractual obligations, crashing can help ensure timely
completion.
 Recovering from Delays: If a project falls behind schedule due to unforeseen circumstances
(e.g., bad weather, equipment failure, or resource shortages), crashing can help get it back on
track.
 Maximizing Competitive Advantage: In highly competitive industries, completing a project
ahead of competitors can provide a significant market advantage, justifying the additional costs
of crashing.
 Avoiding Penalties: Some projects may have contractual penalties for late completion. The
cost of crashing may be lower than the potential penalties, making it a viable option.

The most relevant example for the application of project crashing is a construction company working
on a high-rise building since it may face delays due to unexpected weather conditions. To meet the
contractual deadline and avoid penalties, the company may decide to crash the project by adding
more workers and equipment to critical path tasks etc.

Critical Chain Project Management (CCPM)

Critical Chain Project Management (CCPM) is a project management approach developed by Dr.
Eliyahu M. Goldratt based on the Theory of Constraints (TOC). It focuses on the identification and
management of the critical chain, which is the longest sequence of dependent tasks considering both
task dependencies and resource constraints. CCPM aims to improve project delivery by addressing
uncertainties and efficiently managing resources to avoid delays and ensure timely completion.

CCPM is built on several key principles:

  Critical Chain Identification: Unlike traditional project management, which focuses on the
critical path based on task dependencies alone, CCPM identifies the critical chain by also
considering resource constraints. This helps in recognizing the true bottlenecks in the project.
 Buffer Management: CCPM uses buffers to protect the project timeline against uncertainties.
These buffers are:
o Project Buffer: Added at the end of the critical chain to protect the project completion
date.
o Feeding Buffers: Added where non-critical paths intersect with the critical chain to
protect against delays in those paths affecting the critical chain.
o Resource Buffers: Placed before critical chain tasks to ensure that resources are ready
and available when needed.

 Resource Leveling: CCPM emphasizes leveling resources to avoid multitasking and

overloading resources. This ensures that resources are dedicated to critical tasks without
interruptions, improving efficiency and productivity.
 Focus on Task Duration Estimates: CCPM encourages using realistic task duration estimates
rather than overly optimistic ones. This helps in setting achievable timelines and reduces the
tendency to pad estimates, which can lead to wasted time.
 Prioritization and Continuous Improvement: CCPM involves continuous monitoring and
prioritization of tasks based on the critical chain and buffers. It promotes a culture of ongoing
improvement to refine processes and address issues promptly.

CCPM is applied to manage project schedules and resources effectively through the following steps:

 Project Planning: Identify all tasks, dependencies, and required resources. Determine the
critical chain by considering both task dependencies and resource constraints.
 Buffer Insertion: Insert project, feeding, and resource buffers based on identified uncertainties
and dependencies.
 Resource Allocation: Level resources to ensure they are dedicated to critical chain tasks
without interruptions. Avoid multitasking to improve focus and efficiency.
 Monitoring and Control: Continuously monitor the progress of the critical chain and the
consumption of buffers. Use buffer management to identify potential delays and take corrective
actions promptly.
 Adjustments and Improvements: Make necessary adjustments to resource allocation and task
priorities based on ongoing monitoring. Focus on continuous improvement to enhance
processes and reduce future uncertainties.

The advantages of using CCPM over traditional project management methods include:

 Improved Project Delivery: CCPM often results in faster project completion times by effectively
managing resources and protecting the project schedule with buffers.
 Increased Focus on Constraints: By identifying and addressing constraints, CCPM ensures
that bottlenecks are managed proactively, leading to smoother project execution.
 Reduced Multitasking: CCPM minimizes multitasking, which improves resource productivity
and reduces the risk of delays caused by task switching.
 Enhanced Resource Utilization: Resource leveling ensures that resources are used efficiently,
preventing overallocation and reducing idle time.
 Better Risk Management: Buffer management provides a structured approach to handle
uncertainties and variations, improving the project's resilience to unforeseen events.
 Higher Stakeholder Confidence: By delivering projects more reliably and predictably, CCPM
 can increase stakeholder confidence and satisfaction.

In conclusion, CCPM offers a robust approach to managing complex projects by focusing on resource
optimization, buffer management, and constraint identification, providing significant benefits over
traditional project management techniques.

Project Termination
Project termination refers to the formal conclusion of a project. It involves the systematic closing of all
project activities, ensuring that project objectives have been met or addressing why the project was
terminated prematurely. The goal of project termination is to formally close the project, complete all
remaining deliverables, release resources, and document the outcomes and lessons learned.

There are several types of project termination, including:

 Successful Completion: This occurs when the project has met its objectives, deliverables are
completed as planned, and the project is officially closed.
 Premature Termination: A project is terminated before its planned conclusion due to various
reasons such as changes in business strategy, budget cuts, or unforeseen risks making
continuation unfeasible.
 Termination by Integration: The project's work and deliverables are integrated into other
existing projects or operations. This often happens in organizational changes where project
deliverables become part of regular business operations.
 Termination by Addition: The project evolves into a permanent function or department within
the organization, meaning its activities continue but are no longer considered a separate
project.
 Termination by Starvation: This happens when a project is slowly deprived of resources and
support until it cannot continue. This can be a less direct way to terminate a project that is no
longer seen as viable or necessary.

The processes involved in project termination typically include:

 Final Evaluation: Conducting a comprehensive assessment of the project's performance

against its initial objectives and success criteria. This evaluation helps identify achievements,
lessons learned, and areas for improvement in future projects.
 Documentation: Ensuring all project documentation, including contracts, reports, plans, and
communication records, are properly organized, archived, and accessible for future reference.
Documentation also includes final reports summarizing project outcomes and lessons learned.
 Resource Reallocation: Reassigning project resources, including personnel, equipment, and
materials, to other projects or organizational needs. This process may involve updating
resource schedules and informing stakeholders of resource availability changes.
 Closure of Contracts and Agreements: Finalizing and closing contracts with vendors, suppliers,
and subcontractors involved in the project. This includes settling outstanding payments,
addressing any contractual obligations, and ensuring all legal and financial matters are
resolved.
 Stakeholder Communication: Communicating project closure to all stakeholders, including
team members, clients, sponsors, and affected departments. This involves sharing project
outcomes, addressing any concerns, and obtaining feedback for future improvement.
 Lessons Learned: Conducting a formal review to capture lessons learned from the project
experience. This includes identifying successful practices, challenges faced, and
recommendations for improving project management processes in future endeavors.
  Celebration and Recognition: Recognizing the efforts and achievements of team members and
stakeholders involved in the project. Celebrating successes fosters morale and reinforces a
positive project culture within the organization.
 Post-Project Review: Performing a final review to ensure that all closure activities have been
completed satisfactorily. This includes verifying that all deliverables meet quality standards,
finalizing financial accounts, and confirming that all project closure documents are archived
properly.

Effective project termination processes are crucial for organizational learning and future project
success. They ensure that resources are used efficiently, stakeholders are satisfied, and lessons
learned are applied to improve project management practices.

Project termination can have significant economic implications, depending on the type of
termination and the stage at which it occurs:

 Cost Implications: Terminating a project prematurely can lead to sunk costs, including
investments already made in resources, materials, and equipment that cannot be recovered.
These costs can impact the organization's financial performance and budget planning.

 Opportunity Costs: Redirecting resources from terminated projects to other endeavors may
involve opportunity costs, where potential benefits from the original project are forgone.

 Reputation and Market Impact: Failing to complete a project as planned can affect the
organization's reputation and credibility in the market, potentially leading to loss of future
business opportunities.

 Legal and Contractual Obligations: Terminating contracts prematurely may result in legal
implications, including penalties, contractual disputes, or obligations to compensate
stakeholders.

To manage the economic implications of project termination effectively:

 Risk Management: Implement robust risk management practices to identify potential risks that
could lead to project termination. Develop contingency plans and mitigation strategies to
minimize economic losses.

 Cost-Benefit Analysis: Conduct cost-benefit analyses before deciding on project termination.

Evaluate the costs associated with continuation versus termination, considering both financial
and non-financial factors.

 Stakeholder Communication: Maintain open communication with stakeholders throughout the

project lifecycle. Early identification of issues and transparent communication can mitigate
negative economic impacts and facilitate smoother project termination if necessary.

 Legal and Contractual Compliance: Ensure compliance with legal and contractual obligations
when terminating projects. Seek legal advice to mitigate risks and negotiate settlements with
stakeholders if termination becomes unavoidable.

Application of Economic Principles in Engineering Projects

Economic principles play a crucial role in engineering projects, guiding decision-making processes
and resource allocation:

 Supply and Demand: Understanding supply and demand dynamics helps in determining
resource requirements and procurement strategies to optimize project costs.

 Cost-Benefit Analysis: Evaluating costs and benefits helps prioritize project investments and
determine the feasibility of project alternatives.

 Opportunity Cost: Assessing opportunity costs assists in making trade-offs between competing
project objectives and resource allocations.

 Time Value of Money: Considering the time value of money helps in assessing the financial
implications of project investments, including discounting future cash flows and determining
project profitability.

Short-term Cost vs. Long-term Value

Balancing short-term costs with long-term value is crucial for sustainable engineering projects:

1. Short-term Costs: Immediate expenses incurred during project execution, such as labor,
materials, and operational costs.

2. Long-term Value: Benefits and returns generated over the project's lifecycle, including
enhanced efficiency, increased revenue, reduced maintenance costs, and improved
sustainability.

Economic Evaluation Techniques

1. Cost-Benefit Analysis (CBA)

Description: CBA compares the costs of a project or decision with its benefits. It quantifies both
monetary and non-monetary costs and benefits to determine whether the benefits outweigh the costs.
Application: Used to evaluate investment decisions, policy interventions, and project alternatives by
calculating the net present value (NPV) or cost-benefit ratio.

2. Life-Cycle Cost Analysis (LCCA)

Description: LCCA assesses the total cost of a project over its entire lifecycle, including initial costs,
operating costs, maintenance costs, and disposal costs.
Application: Commonly used in infrastructure projects and asset management to compare alternative
design or material choices based on their total cost of ownership.

Understanding and Applying Engineering Tools

Engineering tools are essential for project control as they facilitate planning, design, analysis, and
monitoring throughout the project lifecycle. Principles behind Selection and Application includes:

 Fit for Purpose: Select tools that align with project objectives, requirements, and constraints.

 Usability and Integration: Choose tools that integrate well with existing systems and workflows
to ensure seamless project management.
  Scalability: Consider scalability to accommodate project growth and complexity over time.

 Data Accuracy and Reliability: Use tools that provide accurate and reliable data for informed
decision-making and performance evaluation.

Examples of Commonly Used Engineering Tools

1. Project Management Software: Tools like Microsoft Project, Primavera P6, and JIRA for
scheduling, resource allocation, and progress tracking.

2. CAD Software: Computer-aided design tools such as AutoCAD and SolidWorks for 2D and 3D
modeling, drafting, and visualization.

3. Simulation and Modeling Software: Tools like MATLAB, Simulink, and ANSYS for simulating
complex systems, optimizing designs, and predicting performance.

4. Data Analysis Tools: Statistical software such as R, Python (with libraries like NumPy and
Pandas), and MATLAB for analyzing data, conducting experiments, and making data-driven
decisions.

These tools enhance efficiency, accuracy, and collaboration in engineering projects, ultimately
contributing to successful project outcomes and stakeholder satisfaction.

Importance of Adaptability in Project Control

Adaptability is crucial in project control because it allows project teams to respond effectively to
changing circumstances, uncertainties, and unexpected challenges throughout the project lifecycle.
Here are key reasons why adaptability is important:

 Flexibility in Planning: Projects rarely go exactly as planned. Adaptability enables project

teams to adjust schedules, resources, and strategies in response to unforeseen events or
evolving stakeholder needs.

 Risk Management: Being adaptable allows teams to anticipate and mitigate risks proactively.
They can quickly pivot and implement contingency plans to minimize disruptions and maintain
project progress.

 Enhanced Problem-Solving: Adaptive teams are better equipped to tackle complex problems
and find innovative solutions. They can capitalize on opportunities that arise and overcome
obstacles efficiently.

 Stakeholder Satisfaction: By adapting to changing circumstances, teams can meet or exceed

stakeholder expectations. This fosters trust, enhances communication, and strengthens
relationships with clients, sponsors, and other stakeholders.

 Continuous Improvement: Adaptability promotes a culture of continuous learning and

improvement within the team. Lessons learned from adapting to challenges can be applied to
future projects, increasing overall project success rates.

Techniques for Fostering Adaptability within Project Teams

To foster adaptability within project teams, consider implementing the following techniques:
  Continuous Learning: Encourage team members to stay updated with industry trends, new
technologies, and best practices. Provide opportunities for training, workshops, and knowledge
sharing sessions.

 Flexibility in Planning: Develop agile project management methodologies that allow for iterative
planning and adjustments based on feedback and changing requirements.

 Effective Communication: Establish open channels of communication within the team and with
stakeholders. Regularly update everyone on project progress, changes in scope, and potential
challenges.

 Empowerment and Autonomy: Empower team members to make decisions and take
ownership of their tasks. Provide a supportive environment where creativity and initiative are
encouraged.

 Adaptive Leadership: Leadership plays a crucial role in promoting adaptability. Leaders should
set clear goals, provide guidance, and support team members in overcoming obstacles.

Examples of Projects that Successfully Adapted to Changing Circumstances (12-Storey

Condominium Building)

1. Weather Delays and Construction Adaptation: During the construction of a 12-storey

condominium, unexpected weather conditions, such as heavy rains or storms, can delay
outdoor work. A project team successfully adapted by adjusting schedules, prioritizing indoor
tasks during bad weather, and ensuring that critical path activities were not overly affected.

2. Material Supply Shortages: Sometimes, delays in material deliveries can occur due to supplier
issues or unforeseen transportation challenges. A project team adapted by sourcing alternative
suppliers, adjusting construction sequences to use available materials more efficiently, or
temporarily reallocating resources to other aspects of the project.

3. Design Changes and Client Feedback: Clients may request design changes or additional
features during the construction process. A flexible project team adapted by incorporating
these changes into the project plan, revising timelines and budgets accordingly, and
maintaining clear communication with the client to ensure satisfaction.

4. Regulatory Changes: Changes in local building codes or regulations can impact construction
projects. An adaptable team proactively monitored regulatory updates, adjusted plans and
designs to comply with new requirements, and communicated changes to stakeholders to
avoid delays or legal issues.

5. Labor Shortages or Skills Gaps: If skilled labor shortages occur or team members leave
unexpectedly, an adaptable project team can quickly recruit new talent, provide training where
needed, and reorganize tasks to minimize productivity disruptions.

These examples illustrate how adaptability in project control enables teams to navigate challenges
effectively, maintain project momentum, and achieve successful outcomes despite changing
circumstances.
In conclusion, effective project control techniques are indispensable for managing the complexities
and challenges inherent in constructing a 12-storey condominium building. Techniques such as
project crashing provide valuable tools for meeting tight deadlines and overcoming unexpected
setbacks, albeit with careful consideration of cost implications. Critical Chain Project Management
(CCPM) offers a structured approach to optimize resource allocation and mitigate risks, enhancing
project efficiency and delivery. Project termination, whether successful or premature, requires
meticulous planning and execution to minimize economic impacts and ensure stakeholder
satisfaction. Lastly, adaptability emerges as a cornerstone for success, enabling project teams to
respond agilely to evolving conditions and thereby ensuring the timely and cost-effective completion
of construction projects. Adopting these strategies will not only streamline project management
processes but also foster a culture of continuous improvement and resilience in facing future
challenges.
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