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HAFIDAH BINTI JOHAR CF100305 SECTION 1 MDM EMEDYA MURNIWATY BT SAMSUDIN

Chapter 1 - Management Concept

Berita Harian 3 Dis 08

SEREMBAN: Seramai 105 pembeli rumah Fasa 3 Taman Tuanku Ja'afar, Senawang, dekat sini, kecewa kerana pemaju projek perumahan itu, Naga Sakti Sdn Bhd, didakwa mungkir janji apabila gagal menyiapkan rumah dibeli mengikut jadual. Projek perumahan yang membabitkan rumah teres setingkat, separuh berkembar dan banglo berharga antara RM110,000 hingga RM200,000 itu sepatutnya siap dalam tempoh dua tahun selepas menandatangani perjanjian jual beli pada 2005, tetapi projek itu bukan saja terbengkalai, malah tiada aktiviti pembinaan dilaksanakan di tapak itu kecuali dua unit rumah banglo contoh sudah diliputi semak.
Chapter 1 - Management Concept

Definition of Management

the process of reaching organizational goals by working with and through people and other organizational resources Certo, 1985 the process of planning and decision-making, leading and controlling an organization organizing, Griffin, 1987 the process of acquiring and combining human, financial, informational and physical resources to attain the organizations primary goal of producing a product or service desired by some segment of society Pringle, Jennings and Longnecker, 1988 the process with and through other people to achieve organizational objective effectively using limited resources in fluctuate or different situation Robert Kreitner
Chapter 1 - Management Concept

Management Concept

An effort to use the limited resources to achieve organizational goals effectively

Chapter 1 - Management Concept

Basic Component of Management

Work with & through other people

Organizational Goals Impressive and Efficient Limited Resources

Different Situation
Figure 1.1 Basic Component of Management

Chapter 1 - Management Concept

Basic Management Activities

PLANNING

Define objectives Define resources needed in the project Develop strategy

IMPLEMENTATION

Distribute resources Supervise implementation Coordinate activities Motivate workers

CONTROLLING

Compare between progress and planning Reporting Settle problems

Figure 1.2 Basic Management Activities

Chapter 1 - Management Concept

Definition of Project

Unique set of coordinated activities, with definite starting and finishing points, undertaken by an individual or organization to meet specific objectives within defined time, cost and performance parameters using limited resources Punmia P.C dan Khandelwal K.K, 1989 A novel undertaking or systematic process to create a new product or service the delivery of which signals completion. Projects are typically constrained by limited resources. A unique venture with a beginning and an end, undertaken by people to meet established goals within defined constraints of time, resources and quality.

Systematic process for achieving a distinct system' consists of a period of planning period of 'doing', and this system is repeated of detail. These two 'periods' are the genesis life cycle.
Chapter 1 - Management Concept

objective. The followed by a at every level of the project

Definition of Project

Unique

Limited resources

Constraints

Limited period of Time

Not repetitive Project Characteristics
Figure 1.3 Project Characteristics

Defined goals

Chapter 1 - Management Concept

Type of Construction Project

Construction Project

Residential construction

Building construction

Industrial construction

Heavy construction

- Single-family homes - Multiunit town houses - Apartments - Condominiums - etc

Retail stores Schools Universities Hospital Mosques Office towers etc

- Heavymanufacturing Plants - Nuclear power plants - Mine developments

Dams, tunnels Flood control Irrigation Bridges Airport Highways Harbors, etc

Figure 1.4 Type of Construction Project

Chapter 1 - Management Concept

Project Constraints
Good Relationship with Clients

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Environmental Issues
Resources

Performance and Technology

Quality
Safety
Figure 1.5 Project Constraints

Law

Chapter 1 - Management Concept

Definition of Project Management

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Planning, controlling and coordinating a project from beginning stage to completing the owners need which ensure that the project finish on time, on budget and also on quality. The Chartered Institute of Building, UK The process which project manager plan and control all the activities in a project, use and distribute all of resources (money, time, information, material, and equipment) to achieve goals, standards, and objectives that predetermined in the beginning of project stage (based on time, cost, resources and quality).

Chapter 1 - Management Concept

Definition of Project Management

Projects goals

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Project management

Result

On time On budget On quality Good relationship Environmental friendly Good safety Good performance/technology

Figure 1.6 Project Management

Chapter 1 - Management Concept

Project Phases
Clients Need Feasibility Study Yes Preliminary Design Detailed Design

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P1

P2

No

P3 P4

Delayed or Cancelled

note

P1 P2 P3 P4

: : : :

consultant for formulating clients need consultant for FS consultant for design project management contractor, supplier and consultant for supervision

Start-up, implementation, O & M Construction

Figure 1.7 Project Phases

Chapter 1 - Management Concept

Project Phases
Clients Need

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Objective
Defining the clients need. Activities : Define the clients need based on location, budget and quality. Prepare plan drafting, time schedule and estimation Determine quality standard

time, cost

Chapter 1 - Management Concept

Project Phases
Feasibility study

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Objective
Study whether a project is feasible or not based on technical, economy, financial & environmental aspects. Activities : Prepare a rough project plan and cost estimation Predict benefits that will be obtained Prepare a report of feasibility study Do an Environmental Impact Assessment (EIA)

Chapter 1 - Management Concept

Project Phases
Engineering and design

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Objective Determine layout, plan, cost estimation and construction method which will be used to get approval from owner and also other parties. Prepare information for tender document and construction activities (plan, specification)
Activities : Check technical matters Get an owners approval Prepare preliminary and detailed design plan, technical drawing, specification, schedule, bill of quantity, and final cost estimation
Chapter 1 - Management Concept

Project Phases
Procurement

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Objective
Choose the right parties to implement any of works in the project; such as: consultant, contractor, subcontractor, and supplier. Activities : Pre-selection, analyze the candidates from their reputation, experience, management, and also financial aspect.

Preparing a contract document (drawing, specification, time schedule and bill of quantity)

Chapter 1 - Management Concept

Project Phases
Construction

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Objective
Convert the designers plans and specifications into physical structures and facilities on schedule, within the budget and according to the standards of quality and performance specified by the designer. Activities : Plan and control the time schedule, budget, site organization, labour, equipment and material Coordinate all of the construction activities, not only for permanent structures but also for temporary structures and its facilities Coordinate all of the sub-contractors involved

Chapter 1 - Management Concept

Project Phases
Start-up, implementation, Operation and maintenance

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Objective
Guarantee that the finished project, including its facilities are complying to the contract document and properly functioned. Activities : Recording all of the project data Examine the building and do some minor correction Train the maintenance staff Preparing an operation and maintenance instruction manual

Chapter 1 - Management Concept

Project Execution and Monitoring

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Figure 1.9 Project Planning, Scheduling and Controlling

Chapter 1 - Management Concept

PROJECT PLANNING
1.

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2.

3. 4. 5.

6. 7.

The process of identifying all the activities necessary to successfully complete the project. Determining the workable work scheme to achieves project objectives. Identify activities involve. Time consuming effort and often difficult. Requires knowledge of construction methods combined with the abilities to visualize discrete work elements and to establish their mutual interdependencies. Experiences can help. Effective planning minimize the impact the unforeseen problem that could impede the progress of the project.

Chapter 1 - Management Concept

PROJECT SCHEDULING
1.

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2.

3.

4.

Help managers in managing their project efficiently. Process to identify sequence of work or activities involve and determine realistic time for each activities with start time and finish time. Planning is pre-requirement to project scheduling (no way to determine the activities sequences and start/finish date of activities until they are identified). After the activities identify, then the sequence of start, finish and linkage between each activities can be determine.

Chapter 1 - Management Concept

NEEDS OF PLANNING
1.

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2.

3.

4.

Experiences only dont enough in ensure the project can be completed according to contract date. Real test to planner is his/her ability to identify all the work required to complete a project. Planning is the heart of good project management. Establish the benchmark for the project control system to track the quantity, cost and timing of work required to successfully complete the project.

Chapter 1 - Management Concept

BENEFITS
1. 2. 3. 4.

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5.

6.

On Time delivery. Project meets with Clients planning. Present Good Company image. Shows the contractor ability in compete at global standards. Indicate the Professionalism for Superior Officers and contractors. Can Optimize contractors profits.

Chapter 1 - Management Concept

RESULTS OF PROJECT PLANNING

1. 2.

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3.
4. 5. 6.

7.
8. 9. 10.

11. 12.

Finish the project on time. Continuous flow of work (no delay / uninterrupted). Reduce amount of rework (least amount of changes). Minimize confusion and misunderstandings. Increased knowledge of status of project by everyone. Meaningful and timely reports to management. You run the project instead of the project running you. Knowledge of scheduled times of key parts of the project. Knowledge of distribution of costs of the project. Accountability of people, defined responsibility/ authority. Clear understanding of who does what, when, and how much. Integration of all work to ensure a quality project for the owner.

Chapter 1 - Management Concept

RESPONSIBILITIES OF PARTIES
1.

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2.

3.

Owner : Establish the project completion date, which governs the scheduling of work for both the designer & contractor. Set priorities for the components that make-up the projects. Assists in the development of specifications and contract documents. Designer: Develop a design schedule that meets the owners schedule. Include prioritization of work accordance with the owners needs and should be developed with extensive input in design process. Contractor: Develop a schedule for all construction activities in accordance with the contract documents. Include procurement and delivery of materials to the job, coordination of labour and equipment on the job, and interface the work of all sub-contractors.
Chapter 1 - Management Concept

BASIC PRINCIPLES

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SCOPE

BUDGET

SCHEDULE

INTEGRATED TOTAL PROJECT PLAN

Chapter 1 - Management Concept

BASIC PRINCIPLES
IDENTIFY ACTIVITIES

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COMMUNICATE

BREAKDOWN THE ACTIVITY (WBS)

START PLANNING

ASSIGN THE PROJECT TEAM (OBS)

Chapter 1 - Management Concept

KEY PRINCIPLES FOR PLANNING AND SCHEDULING

1. 2.

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3.

4.

5.

6.

7.

Begin planning before starting work, rather than after starting work. Involve people who actually do the work in the planning and scheduling process. Include all aspects of the project; scope, budget, schedule, and quality. Build flexibility in the plan, include allowance for changes and time for reviews and approvals. Remember the schedule is the plan for doing the work, and it will never be precisely correct. Keep the plan simple, eliminate irrelevant details that prevent the plan from being readable. Communicate the plan to all parties, any plan is worthless unless it is known.

Chapter 1 - Management Concept

HISTORICAL OF SCHEDULING TECHNIQUES

Bar Chart Henry L/ Gantt World War 1 Critical Path Method E. I du Pont de Nemours & Company 1956

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Primavera Artemis Timeline Microsoft Project etc

PERT
Booz, Allen and Hamilton 1957
Chapter 1 - Management Concept

SCHEDULING METHOD
1.

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2.

3.

4.

Various method had been developed from time to time. Some method are very simple to use but have limitation in their application. Some techniques require training before user familiarized with the system. The factors that governed the choice of the technique are: i. Familiarity on the technique to be use ii. Type and size of project iii.Purpose of scheduling.

Chapter 1 - Management Concept

FAMILIARITY ON THE TECHNIQUE TO BE USE

1.

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2.

3.

4.

First rule limited knowledge on its application. Main objective of schedule as a communication tool. Use by the various party or personnel within or outside the organization that have stake in the project. To have a schedule technique which is acceptable by all parties.

Chapter 1 - Management Concept

TYPE & SIZE OF THE PROJECT

1. 2.

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3. 4.

5.

Size and complexity. Customarily made to suit the actual need of the project. Repetitive task Line of balance Medium large project with numerous task a networking technique. Small project Gantts Chart

Chapter 1 - Management Concept

PURPOSE OF SCHEDULE
1. 2.

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3.

Project time and cost control. Computer application - Various form of reports can be generated from the schedule throughout the project time. Depends on capabilities and type of report that each schedule software can deliver to suit the need of the project.

Chapter 1 - Management Concept

6 STEPS IN PLANNING AND SCHEDULING

1. DEVELOP WBS Consider activities that require time/cost. Consider activities that need to arrange and want to monitor 2. PREPARE NETWORK DIAGRAM Consider which activities immediately precede/follow each activity The interrelationship of activities is a combination of how the work must be done/to be done.

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3. DETERMINE TIME/COST & RESOURCES REQUIRED Review Work Package of the WBS Obtain input from project team members

Chapter 1 - Management Concept

6 STEPS IN PLANNING AND SCHEDULING

4. COMPUTE THE SCHEDULE TO DETERMINE START, FINISH & FLOAT TIMES Perform forward Pass (early start & early finish) Perform Backward Pass (late start & late finish) Determine the difference (start & finish) to determine float time & critical activities. 5. ANALYZE COST AND RESOURCES Compute cost/day for each activity & entire project Compute the laborhours per day and other resources that are required to complete the project. 6. COMMUNICATE

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Display time schedule for activities Display cost schedule for activities Display schedule for other resources

Chapter 1 - Management Concept

EFFECTIVE SCHEDULING
1. Acceptance of commitments 2. Efficient Working methods 3. Estimating accuracy 4. Planning details 5. Job sequence 6. Flexibility
Chapter 1 - Management Concept

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