CONSTRUCTION

R E P O R T S
CONTENTS
PROJECT MONITORING

PROJECT CONTROL

CRASH SCHEDULING
 Project Monitoring
Project monitoring is the process of
tracking, evaluating, and controlling a
project's progress to ensure it stays on
track and meets its objectives within the
defined scope, budget, and timeline. It
involves regularly assessing various aspects
of the project, such as tasks, timelines,
budget, and quality, to identify any
deviations from the plan and take
corrective actions
Project Monitoring

Monitoring and control system also helps in

providing feedbacks to management on the
different schedules prepared earlier, in order to
ensure that the project is progressing as per
schedule.
The basic objective of any monitoring system is to
monitor projects by measuring physical progress,
costs and profits against targets, and to help in
taking corrective action. It also provides data for
preparing reports for management information
system.
Key Performance Indicators

Schedule Progress: Work completed compared to

the planned schedule.
Budget Variance: Difference between actual
costs and budgeted costs.
Quality Control: Number of defects or non-
conforming work.
Safety Performance: Number of accidents or near
misses.
Resource Utilization: Efficiency of labor,
equipment, and materials.
Monitoring Tools and Techniques

Progress Reports: Regular reports that

summarize project status, including KPIs,
risks, and issues.
Meetings and Reviews: Regular meetings
with stakeholders to discuss progress,
identify issues, and make decisions.
Site Inspections: Regular visits to the
construction site to assess progress,
quality, and safety.
 Updating

Updating can be defined as planning and

programming of the remaining portion of
an activity job by introducing the latest
information available. At the end of any
day of work, the activities of the project
must either be completed, in progress, or
they may not have started yet.
 Updating
The updating frequency may be lower
during the start of the project, while more
frequent updating would be needed
towards completion of the project. Further,
if there are any major changes in the
objectives and scope of the project, or if
the status of a stakeholder in the project
has changed drastically, the project
requires an immediate updating.
 Updating using Bar Chart

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Updating using PERT / CPM

The following steps are suggested:

1. All completed activities are given zero duration.

2. In-Progress Activities: Remaining Duration. Ongoing tasks are assigned the estimated time
left to finish.
3. Not Started Activities: Latest Estimate. Future tasks use the most current time predictions.
4. Logic Changes: Update Network. Any shifts in how tasks depend on each other are
identified and the project diagram is revised and communicated.
5. Update Start Time: Day X. The day of the update becomes the new starting point (day X)
for scheduling remaining work, keeping the timeline anchored to the present.
6. New critical paths are then computed for further control/monitoring.
Updating PERT/CPM network

EXAMPLE:
A network for a certain project, which consists of a total of seven activities, and
the durations taken to complete each of them are shown.
Assume that monitoring is being done after 10 days and the following observations
are made on the progress of the activities:

Critical Path : 1-2-4-5-6

Project duration: 16 Days
I. Start of the project
OBSERVATIONS:
• Activity A is complete.
• Activity B is complete.
• Activity C is complete.
• Activity D will take 3 more days to finish.
• Activity E still needs 4 days to complete.
• Activity F is underway and will take another day to complete.
• Duration of Activity G has been revised to 8 days.

ii. Revised network at the end of 10 days of project start

Calculate the estimated project duration at the end of 10 days, the early occurrence
time of event 1 is made equal to 10 and forward pass and backward pass is carried
out in the manner

iii. Revised updated network

Critical path of the revised

network: activities (4–5) and (5–6)

Revised project duration is 22 days, which means that

there is a delay of 6 days (22-16) from the original programme.
Updating using Precedence Network
The following steps are suggested:

1. A new activity with duration equal to the time interval between the start of
the programme and the date of updating is introduced.
2. Next, the activities that are completed as on the date of updating are
identified.
3. Duration of completed activities is changed to zero.
4. Next, the revised durations of ‘in progress’ activities and ‘not yet started’
activities are changed depending on any new constraint and change in the
requirement.
5. Forward pass and backward pass as explained earlier are performed, and
the duration of the project along with critical activities are identified in a
similar manner.
Example: Updating precedence network

There are a total of eight activities and the durations taken to complete each of them are
shown in the network. The type of relationship along with the leads and lags are shown on the
arrows connecting two activities. The project duration is 22 days and incidentally all activities
are critical.
Monitoring is being done at the end of 14 days and the following observations are made:
1. Activity A is complete.
2. Activity B is complete.
3. Activity C is complete.
4. Activity D will take another five days to complete.
5. Activity E is 50 per cent complete and will take another six days to complete.
6. Activity G’s duration has been revised to five days.
7. Activity H’s precedence relation has been updated to FS = 2 from activity D.
8. Activity I will start three days after activity G.

ii. Updated network at the end of 14 days from the project start
In order to calculate the estimated project duration after 14 days, the early start time of
activity A is made equal to 14, and forward pass and backward pass are carried out.

The critical path of the revised network consists of activities E-G-I. The revised
project duration is 32 days, which means that there is a delay of 10 days from the
original programme.
Project Control
Effective project control ensures
cost efficiency, timely
completion, and adherence to
quality standards. Since
deviations from plans are
common in construction
projects, continuous monitoring
is essential.
Key Steps in Project Control
Gather Facts & Data
Collect real- time project
information

Analyze Data & Progress

Identify variances and
trends
Key Steps in Project Control
Predict Likely Outcomes
Forecast project trajectory based on
current progress.

Take Corrective Actions &

Replan
Adjust schedules, budgets, and resources
to maintain alignment with objectives.
Elements

1 SCHEDULE/ TIME/ PROGRESS CONTROL

2 COST CONTROL

3 QUALITY CONTROL
 01 SCHEDULE/ TIME/ PROGRESS
CONTROL
Bar Chart Critical Path Network

Essential tools and techniques for monitoring project progress

 Monthly Progress Reporting
Purpose & Importance Reporting to Management
Track actual vs Planned Work Use updated construction
Essential for billing and schedule schedules for critical reviews
monitoring Additional activity-wise reports
may be required.

Purpose & Importance Key to Effectiveness

Set next month’s targets based on Must offer actionable insights
real progress Supports timely, informed
Helps in resource planning & decision-making
forecasting

Visual Tools
Use bar charts for cumulative
progress
May lack detailed activity- level
insights
 Measuring Progress at Site
Methods of Progress Measurement

Quantities Installed
This method involves counting the number of items installed and comparing it
to the planned total, providing a straightforward measure of progress.

Percent Complete
Project personnel estimate the percentage of completion for activities,
offering a subjective but practical measure of progress.

Effort by Support Services

This method assesses progress based on time spent on tasks that are not easily
quantifiable, such as logistics and planning.
 Measuring Progress at Site
Methods of Progress Measurement

By milestones
In this method, the percentage completion value is assigned based on pre
defined estimated work for a predefined milestone.

Tied to contract terms of payment

In this method, the progress and contract terms of pay ments are related.

Two- point measurement

This method of measurement of progress is limited to two predefined
measurement points.
COST CONTROL

The process of managing

expenses to ensure a project
stays within budget while
maintaining quality and
efficiency.
COST CONTROL
Harris and McCaffer (2005)
three step process:
Observe Costs
Compare to Standard
Identify and Respond to
Variance
 COST CONTROL
SYSTEMS
Profit/loss at the Completion of Contract
calculates the total cost and profit or loss only after
a contract is completed. Not considered as a true
control system since the gathered data cannot be
used to manage the ongoing project.

Stage-wise Completion of Cost

cost calculation is done for different stages or
milestones of a construction project.
 COST CONTROL
SYSTEMS
Standard Costing
The system commonly used in the manufacturing
industries.

S-Curve
Can be used to monitor the cost of a construction
project. It depicts the progress profile of a
construction project.
S-Curve Sample

The second curve is

running below the first
curve. This is an ‘under
spend’ situation

Shows an ‘overall delay’

indicating that the project
is running behind schedule
 COST CONTROL
SYSTEMS
Unit Costing
Project cost report is prepared monthly. The report compares
actual costs against the approved cost estimate for major
items, and take corrective actions if there are cost overruns.

Provision for Expenses - This includes foreseeable loss and expenses

to be incurred in closing down of the projects.
Deferred Expenses - are costs that a company has already paid but
has not yet fully consumed or recognized as an expense.
EARNED VALUE METHOD
Earned value is a methodology for determining the cost, schedule and technical
performance of a project by comparing it with the planned or budgeted performance.
EARNED VALUE METHOD
TERMINOLOGIES

Budgeted Cost for Work Scheduled (BCWS) - the budget or plan for all work
packages planned to be completed. This curve is derived from the work breakdown
structure (WBS), the project budget and the project master schedule.

Budgeted Cost of Work Performed (BCWP) - The planned costs of the work allocated
to the completed activities are the earned value. The BCWP is calculated from the
measured work complete and the budgeted costs for that work.

Actual Cost of Work Performed (ACWP) - This is the real cost of the work charged
against the completed activities. The ACWP curve is found by actual measurement of
the work completed.
EARNED VALUE METHOD
TERMINOLOGIES

Variances - Schedule and cost variances can both be calculated in monetary terms (or
in man-hour terms) from the data needed to produce the S-curves.

Schedule variance (SV) - the difference between the earned value and
the planned budget.

Cost variance (CV) - the difference between the earned value and the
actual cost of the works.
EARNED VALUE METHOD
TERMINOLOGIES

Schedule Performance Index (SPI) - indicates whether the project is on time.

Cost Performance Index (CPI) - indicates whether the project is spending as per the
budget.

CPI < 1, it indicates a ‘cost overrun’ situation.

Estimate at Completion (EAC) - used to forecast the likely course a project will take
based on the current status. Can be calculated in various ways.
EARNED VALUE METHOD
TERMINOLOGIES

Variance at Completion (VAC) - the difference between budget at completion (BAC)

and EAC.
A positive value of VAC means the forecast is for an ‘under-run’, while a negative VAC is understood to have
an ‘overrun’ projection for the project.
CRASH
SCHEDULING
 Crash Scheduling

PROJECT CRASHING IS WHEN YOU

SHORTEN THE DURATION OF A PROJECT
BY REDUCING THE TIME OF ONE OR MORE
TASKS.

CRASHING IS DONE BY INCREASING THE

RESOURCES TO THE PROJECT, WHICH
HELPS MAKE TASKS TAKE LESS TIME
THAN WHAT THEY WERE PLANNED FOR.
 CRASH SCHEDULING: BUILDING A HOUSE FASTER

IMAGINE YOU'RE MANAGING THE

CONSTRUCTION OF HOUSE, AND IT'S
SUPPOSED TO TAKE 6 MONTHS

FOUNDATION - 1 MONTH
FRAMING - 1 MONTH
ROOFING - 1 MONTH
ELECTRICAL & PLUMBING - 1 MONTH
INTERIOR FINISHING - 1.5 MONTHS
PAINTING & CLEANUP - 0.5 MONTH
 CRASH SCHEDULING: BUILDING A HOUSE FASTER
BUT SUDDENLY, THE HOMEOWNER SAYS, "WE NEED TO MOVE IN 2MONTHS EARLIER."

HOW DO YOU CRASH

HIRE MORE WORKERS FOR FRAMING AND
THE SCHEDULE? ROOFING TO DO THEM AT THE SAME TIME.
BRING IN TWO ELECTRICIANS INSTEAD OF
ONE.
HAVE PAINTERS START AS SOON AS EACH
ROOM IS FINISHED, NOT WAIT FOR THE
ENTIRE HOUSE.
POSSIBLY WORK EXTRA HOURS OR
WEEKENDS.
PROBLEM 1

A PROJECT HAS
ACTIVITIES WITH THE
FOLLOWING NORMAL
AND CRASH TIMES
AND COST.

ASKED: Determine a crashing scheme for the above peoject

so that the total project time is reduced by 3 weeks.
Step 1: Understand the Network & find the critical path.

PATH #1 PATH #2

THEREFORE PATH II IS THE CRITICAL PATH AND THE CRITICAL ACTIVITIES ARE A, C, E, G AND H. THE NON-CRITICAL ACTIVITIES
ARE B, D AND F.
Step 2: Analyze the Crash Table & Calculate Cost Slopes
Formulas:

TTHE RESULT TELLS YOU HOW MUCH EXTRA YOU’LL SPEND FOR EACH WEEK YOU REDUCE THAT ACTIVITY’S DURATION.
Step 3: Crash the critical path.

Select a critical activity for crashing. Here we have to

choose one of the activities: A, C, E, G and H

The crash cost per unit time works out as follows:

1,000 Php for A; 1,000 Php for C; 1,000 Php for E; 6,000
Php for G; 3,000 Php for H.

The lowest crash cost per week among the activities is

₱1,000. Since tasks A, C, and E all share this same
value, we can select any one of them. Let’s choose
Activity A. We reduce its duration by one week at an
additional cost of ₱1,000
Step 3: Crash the critical path.

The revised time for Path I = 3 + 5 + 6 + 5 = 19

weeks.
The time for Path II = 3 + 4 + 6 + 7 + 4 = 24
weeks.
Maximum of {19, 24} = 24.

The time for Path I = 3 + 5 + 6 + 5 = 19 weeks.

The time for Path II = 3 + 3 + 6 + 7 + 4 = 23
weeks.
Maximum of {19, 23} = 23.
Step 3: Crash the critical path.

The time for Path I = 3 + 5 + 6 + 5 = 19 weeks.

The time for Path II = 3 + 3 + 5 + 7 + 4 = 22 weeks.

Maximum of {19, 22} = 22.

RESULT:
Crashing Plan: Reduce the duration of Activities A, C, and E by 1 week
each.
New Project Duration: 22 weeks (down from 25 weeks).
Total Additional Cost: ₱3,000 (₱1,000 per activity)
Key Takeaway: Cost vs. Time Trade-Off

Crashing a project shortens the schedule but increases costs.

Before deciding to crash, carefully weigh:

Additional cost of crashing

Benefits of finishing the project earlier (e.g., early

revenue, reduced penalties)

Ask yourself:
Is the time saved worth the extra cost?
PROBLEM 2

ASKED: Determine a crashing scheme for the above project so

that the total project time is reduced from a projected 24-week
duration to 20 weeks with minimal costs
 CREATE A PATH DIAGRAM AND DETERMINE CRITICAL PATH

B 6 D

6
START 4 A F
5 5

C 3 E

THIS PATH IS THE CRITICAL PATH

START 4 A 6 B 6 D 5 F TOTAL DURATION: 21 WEEKS PATH 1 DUE TO THE LONGER DURATION

START 4 A 5 C 3 E 5 F TOTAL DURATION: 17 WEEKS PATH 2

 EXPAND THE CRASH TABLE
NORMAL CRASH
NORMAL CRASH CRASH
ACTIVITY PREDECESSOR DURATION DURATION DURATION VARIANCE COST VARIANCE
COST COST COST/UNIT TIME
(WEEKS) (WEEKS)

A 4 3 10,000 13,000 1 3000 3000

B A 6 4 15,000 19,000 2 4000 2000

C A 5 3 12,000 16,000 2 4000 2000

D B 6 4 18,000 24,000 2 6000 3000

E C 3 2 8,000 10,000 1 2000 2000

F D,E 5 4 11,000 13,000 1 2000 2000

THIS PATH IS THE CRITICAL PATH

START 4 A 6 B 6 D 5 F TOTAL DURATION: 21 WEEKS PATH 1 DUE TO THE LONGER DURATION
 CRASH THE CRITICAL PATH
SELECT THE ACTIVITY
WITH THE LEAST COST
ALONG THE CRITICAL
PATH

1 2 2 1

THIS PATH IS THE CRITICAL PATH

START 4 A 6 B 6 D 5 F TOTAL DURATION: 21 WEEKS PATH 1 DUE TO THE LONGER DURATION

3000 2000 3000 2000

1 2 2 1

*ACTIVITY F CAN ALSO BE

START 4 A 5 B 6 D 5 F TOTAL DURATION: 20 WEEKS CRASHED

WE HAVE SHORTENED THE PROJ. DURATION AT AN

3000 2000 3000 2000
ADDITIONAL COST OF PHP2000
UPDATE TASK DURATIONS
PATH 1= 4 + 5 + 6 + 5 = 20 WEEKS
B 6 D PATH 2= 4 + 5 + 3 + 5 = 17 WEEKS

5
START 4 A F
5 5

C 3 E

Add a little bit of body text

PATH 1= 4 + 6 + 6 + 4 = 20 WEEKS
B 6 D PATH 2= 4 + 5 + 3 + 5 = 17 WEEKS
4
6

START 4 A F
5 5

C 3 E
ADDITIONAL SCENARIO: BUDGET CONSTRAINTS
SUPPOSE THE CLIENT HAS AN EXTRA PHP 6000 TO SPEND IN RETURN FOR A
SHORTER DURATION, HOW SHORT CAN WE DECREASE THE PROJECT DURATION?

BUDGET: PHP 6000

1 2 2 1

CRASH TASK B BY 2 WEEKS AND

START 4 A 4 B 6 D 4 F TOTAL DURATION: 18 WEEKS
TASK F BY 1 WEEK
THE PROJECT IS REDUCED TO 18 WEEKS
3000 2000 3000 2000
AT AN ADDITIONAL COST OF PHP 6000
(PANG SUMMIT NA UNTA OH)

THE CLIENT HAS EXTRA BUDGET, WHY NOT TRY

WHY NOT CRASH 3 WEEKS FROM B?
CRASHING A AND D?
EXCEEDING THE DURATION VARIANCE MEANS
WHILE POSSIBLE, IT IS UNECONOMICAL AND
THAT WE ARE ACCELERATING THE TASK BUT IS
WOULD AFFECT PROFIT. ON A SIDE NOTE,
UNREALISTIC OR SACRIFICES TOO MUCH
CRASHING A TASK ON A NON-CRITICAL PATH
QUALITY.
JUST TO MEET DEADLINES WILL ALSO NOT
PROVIDE ANY BENEFIT TO THE PROJECT
SCHEDULE
 BUSINESS MARKETING 2028

References &
Acknowledgments
LOREM IPSUM DOLOR SIT AMET, CONSECTETUR ADIPISCING ELIT.
VESTIBULUM A ULLAMCORPER MAURIS.

LOREM IPSUM DOLOR SIT AMET, CONSECTETUR ADIPISCING ELIT.

VESTIBULUM A ULLAMCORPER MAURIS.

LOREM IPSUM DOLOR SIT AMET, CONSECTETUR ADIPISCING ELIT.

VESTIBULUM A ULLAMCORPER MAURIS.
Irene biot
BUSINESS MARKETING 2028
BORCELLE UNIVERSITY
PRESENTED BY: JULIANA SILVA