CONSTRUCTION

PLANNING AND
CONTROL
CIVIL ENGINEERING
SHALIKA MEHTA
WORK ASSESSMENT AND ESTIMATE DURATION

DISCOVER . LEARN .
EMPOWER
 Will be covered in
COURSE this lecture

OBJECTIVE
To prepare the students
for entry level
management positions in
the construction Industry
• COURSE OUTCOMES
C

The students will be able to apply successfully business

and management skills in positions within the
construction Industry.
The students will be able to apply technical skills and
knowledge in mathematics, science, construction and
technology to support of planning ,analyzing and
solving construction problems.
Work assessment
• Assessing an individual’s skills while they
are on the job is a valuable way of
determining whether they are
performing to the required standard,
whether further training may be needed,
or whether they have skills that can be
utilised in other areas (such as in future
team leadership or managerial capacity).
• A workplace skills assessment
involves observing a candidate as
they perform their daily tasks, often
over a period of time, and using a
variety of methods to gain an all-
round picture of that person’s current
abilities and future potential.
 BENEFITS
• increased employee satisfaction, resulting in less
absenteeism and higher staff retention rates;
• increased employee participation leading to higher
productivity;
• cost savings by being able to provide targeted
training that aligns with company objectives,
without leaving the workplaces; and
• by being a valuable resource of potential
candidates for dynamic succession planning.
 WAYS
• hold formal recognition of competence
as an assessor;
• have extensive knowledge of the
industry in which the assessment is
being conducted, including best
practice standards; and
• have a relevant work history in the
same or related industries.
A variety of methods can be employed when
conducting a workplace skills assessment.

• 1. Observation
• The assessor literally looks over the employee’s
shoulder, observing how they perform their daily
tasks. It is one of the most direct means of
determining competency, because unlike a
simulation, actual workplace resources and
facilities are being used. It is also one of the most
cost-effective methods, as workflow is not being
interrupted.
 OBSERVATION
• One possible disadvantage of this method is the
fact that the employee is aware they are being
observed. This may intimidate them and detract
them from their performance, or it may cause
them to behave in the way they think the assessor
would want them to, instead of how they would
normally do things. 
• One way to overcome this would be to perform
the observations over time, so that the employee
becomes used to observation and begins to
behave naturally again. Another method would be
to inform them of the reason behind the
assessment and allay any fears they may have that
it is in any way personal or negative in nature
(which shouldn’t be).
 SIMULATION

• This is where a workplace is simulated in a

classroom or workshop environment. It can
involve hands-on tasks if the employees are being
assessed for their technical skills, or role playing if
assessing those from a corporate environment.
Simulation is particularly useful for testing
behaviour in emergency situations that don’t
normally happen in the employee’s day-to-day
environment.
• The main disadvantage of this
method of assessment is that
everyone is aware they are being
assessed, which can affect their
behaviour. Because it is simulated, it
can also never give as true a picture
as the real thing.
 QUESTIONING
• This can take the form of an interview or a series
of casual conversations, and because it is oral, it
does not disadvantage employees with reading or
writing abilities. Here, the assessor asks in-depth
questions about the employee’s perceptions of
their role, their goals for the future, and things
they would improve in the workplace. It can be a
useful means of not only assessing the employee
but also providing valuable information for the
organisation that may not otherwise have been
available.
• One drawback is that the success of this form of
assessment is entirely dependent on the style and
communication skills of the assessor. If there is no
rapport between the assessor and the subject,
useful information may be thin on the ground.
One way to overcome this would be to conduct
such sessions in a group environment rather than
one-on-one, so that the employee has the support
of their peers.
 TESTING
• This is a method that most employees
would be familiar with, and it can
provide extensive information on their
knowledge and experience. The
assessor sets a test, ideally involving a
combination of theory and practical
tasks, and marks the employee(s)
according to a predetermined yardstick.
• The main disadvantage of this
method is the same as in any exam
environment: the fact that some
people do better than others under
this kind of pressure. It also may not
give a true indication of an
employee’s abilities due to its limited
nature.
ESTIMATING DURATION
Understanding Estimate Activity Durations in Project
Management
 Methods of Estimating Activity Durations in Project Management

1. Expert Judgment: It is the most commonly used method

to get an estimate; it’s essential for the project
management team to include experts with the best hands-
on experience in understanding on how to utilize the
project requirements. It is also crucial to ensure that
everyone shares a mutual knowledge of what needs to be
delivered. Also, look for experts who will be working on
the project.
 ANALOGOUS ESTIMATION

• It is a method that helps a project management team to

refer to similar and existing projects that can be helpful to
evaluate the activity durations of the current project.
Analogous estimation method can help a project manager
to estimate the durations for the completion of the project.
Ensure that the previous projects that are similar to the
current task are a success. The fastest technique to
calculate the estimate, an analogous method of estimating
can be used when limited information about the project is
available.
 PERT Method 
It is an instance that might analyze statistically to evaluate the ERP
project implementation to check the duration of the project. However, this
method may not give a precise prediction. This technique utilizes the
knowledge and experience of an expert to present an important date when
a couple of data don't permit to carry particular analysis. The ability to
verify the assessed project duration period in term of its probability to
meet organized value justifies the generally utilizing PERT technique by
project managers. The strategy is extremely straightforward and can be
valuable for complex projects. Its imperfection, lamentably, is that any
precision of the strategy's parameters expectation will rely upon the
accuracy of thoughts taken to concerning single individual tasks run-time
assumptions.
• Three Point Estimates: Under the three-point estimates
procedures, the PERT (Program Evaluation and Review
Technique) is the most broadly utilized statistical tool to
decide the time duration of a project. In Project
Management, PERT technique is the best way to
determine estimate activity durations of a Project. It uses
three-time estimates to determine a rough period of the
estimate activity durations.
Parametric Estimating: Similar to the analogous estimation
method parametric estimation employs historical information
and various parameters to analyze the estimated duration of a
project. Parametric estimation also utilizes actual connections
between recorded data and variables. It is more precise than
the analogous technique.
Alternative Analysis allows you to take a glimpse at
different approaches to allot resources by changing the
number of resources and decide on the best one.
Published Estimating Data A technique utilized to estimate activity
resources. This technique includes articles, books, journals and
periodicals from different businesses that have demonstrated information
on similar projects. Using the Published Estimating Data, Project
Managers can make a rough estimation of what number of assets they
require for the project.
Vendor Bid Analysis: The project team uses this strategy when they are
assigned to work on a project along with external vendors or contractors
to complete the project activities. This strategy assists project managers to
analyze what the project cost should be based on the offers from vendors
and estimate the value of deliverables.
 How to Calculate Estimate
Activity Durations?
• Effort, duration, and cost are the three most essential
estimates required for a project. Once you know the
requirements, the process becomes simple to calculate
estimate activity durations of the project.
• Use the following process to estimate the total durations
required for your project:
1. Analyze previous projects that are similar to the task that
the project team working.
1.Reach out to the professionals with the best
hands-on experience and understanding of
the project requirements.
2.Techniques such as Work Breakdown
Structure, an analogy can be utilized to
estimate activity durations in project
management.
1.Decide how precise your estimate should
be. If the project has to be in detail, then
the time duration might increase and
invest a lot of time to understand
workflow in detail.
• Include contingency hours. This is utilized
to reflect risk or any uncertainty associated
with the estimate
 The Key Benefits of Estimating Activity
Durations in Project Management

• The productivity of the work is considered necessary. An

employee with more experience can afford to provide
higher productivity than a less experienced one. For
employees with irrelevant skills will add less output that
slows down the production and decision-making process in
a project.
 ADVANTAGES OF ESTIMATING
ACTIVITY DURATIONS IN PROJECT
MANAGEMENT:

1.It gives the amount of time that every

task will take to complete, which is a
significant input to Develop Schedule
process.
2.It provides the amount of time that
each activity will require for it to
complete.
1. Inputs such as the schedule management plan,
activity list, activity attributes, resource calendars,
project scope statement, risk register, resource
breakdown structure are necessary to come up with a
reasonable estimate for each task involved in the
project lifecycle.
2. Estimate activity Durations in project Management
helps project managers to accurately and precisely
create estimates of the project activities.
• Estimate Activity Durations process will
ensure that everything will be right on
schedule
 REFERENCES
Project Management Institute, A Guide to the
Project Management Body of Knowledge
(PMBOK Guide), Project Management
Institute, Philadelphia, Pa, USA, 5th edition,
2013.
Association for Project Management, APM
Body of Knowledge, Association for Project
Management, Buckinghamshire, UK, 6th
edition, 2012.
 REFERENCES

• Construction Planning And Equipment -

R.L.Peurifoy - Tata Mcgraw Hill, New Delhi
• Pert And Cpm - L.S.Srinath, East West Press
• Management Guide To Pert &Cpm – Wiest & Levy
• Construction Equipment & Planning And
Application. - Mahesh Verma
• Hand Book Of Heavy Construction - W Stubbes JR

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THANK YOU

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