DCC5183

3. VERTICAL / DEAD STRUT

• The system used to provide
vertical support to walls, roofs,
floors and etc when the lower part
of a wall has been removed.

• It consists of an arrangement of
beams and posts which are
required to support the weight of
the structure above and transfer
same to the ground on firm
foundation below.

THAT’S ALL FOR THIS
CHAPTER

CHAPTER 4 :
PROJECT CONTROL AND

MONITORING

MARSHITAH MUHAMAD

Project Scheduling Techniques

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Gantt Chart

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1
5

Advantages

 Simple graphical
 Easy for general comprehension
 Wide spread used in industry
 Mostly used in small project
 No extensive training is required to learn how to extract information from them.
 Update progress of each activity.
 Convenient form
 Have been prepared easily and understood all over management level.
 Overall picture, the period required for execution of each activity or operation

can be observed.
 Some progress of work element can be indicated easier below the actual chart.
 This technique can be made the basis in count value of work on time and further

used in the preparation cash projection.

Disadvantages

 Very cumbersome as the number of line activities, or bars increases.
 Logical interconnections and constraints of the various activities is not expressed
 Difficult to use it for forecasting the effects that changes in a particular activity

will have on the overall schedule
 Complicated inter- dependencies of various item of work can not be depicted
 The critical activities can not be shown by bar charts.
 Bars on chart do not show the actual progress because these only represent the

time elapsed in a particular activity.

Sample of Gantt Charts

Critical Path Method (CPM)

ADVANTAGES DISADVANTAGES
- A little bit difficult to understand the
- Correlation among all activity can
clearly seen. network system.

- In case happened delay that inevitable, TYPES OF CPM
involved network can revised and
modified easily. - Arrow Diagram Method (ADM)
- Precedence Diagram Method (PDM)
- Progress of the project by overall
knowable and controlled easier.

- The critical path can be shown.

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AOA vs AON

Table 1 : Differences between AOA and AON Method

Item AOA (Activity On Arrow) AON (Activity On Node)

A ES D EF
A LF
Activity
Event LS TF

ES: Early Start LS: Late Start
EF: Early Finish LF: Late Finish
D : Duration TF: Total Float

1 A 2 ES D EF ES D EF

ES LS D EF LF A 1 B

LS TF LF LS TF LF

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Table 1 : Differences between AOA and AON Method (cont.)

Item AOA (Activity On Arrow) AON (Activity On Node)

Dummy Definition Dummy activity is not used in
Activity Activity On Node(AON)
Activity which has not duration.
D It is only used to show any
relationship between activities.

Function

• If there is a situation where
one event is used to show
relationship more than one
activity.

• To show a complicated
relationship clearly

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Table 1 : Differences between AOA and AON Method (cont.)

Item AOA (Activity on Arrow)

Dummy False True
Activity A A
B
B

D AC AC

BD BD

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Table 1 : Differences between AOA and AON Method (cont.)

Item AOA (Activity on Arrow)

Dummy 1. D is preceded by A only
Activity 2. E is preceded by A and B
3. F is preceded by B and C

False True

AD AD

D BE B E

CF CF

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Table 1 : Differences between AOA and AON Method (cont.)

Item AOA (Activity On Arrow) AON (Activity On Node)
Relationship F-S F–S
F–F
Critical path S–S
S-F

Critical Path
- A path consist of few activities which will determine the overall

project duration.

1. ES = LS or

2. EF = LF or

3. Total Float (TF) = 0

- Possible to have more than one critical path
- Activities which lay on critical path cannot suffer any delay

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Table 1 : Differences between AOA and AON Method (cont.)

Item AOA (Activity On Arrow) AON (Activity On Node)
Total float
Total float

: The maximum amount of time that the activity can be delayed
without extending the completion time of the overall project.

Estimating duration FORWARD PASS

- To establish the earliest expected start and finish times for each
activity in the network.

1. TFx = LF – ES - D

BACKWARD PASS
- To establish the latest allowable start and finish times for each

activity in the network.

13

Activity On Arrow (AOA)

Forward pass Note:

a A c B e a : Early Start (ES)A
1b X 2d Y b : Late Start (LS)A
2 c : Early Finish (EF)A = (ES)B
d : Late Finish (LF)A = (EF)B
f e : Early Finish (EF)B
d : Late Finish (LF)B
X : Duration of activity A
Y : Duration of activity B

backward pass Forward pass Backward pass

a=0 f=e
c=a+X d=f–Y
e=c+Y b=d-X

Estimating Project Duration using Arrow Diagram Method (ADM)

EXAMPLE:

Table below is a project planning for a building construction :

Activity Event Duration (w)
A 1-2 7
B 1-3 8
C 2-4 3
D 3-4 9
E 3-5 3
F 4-5 5

Based on the above information:
i. Construct the network diagram
ii. Determine ES, EF, LS, LF and TF for each activity.
iii. Determine critical path.

EXERCISE

ACTIVITY AN ARROW (AOA)

EXERCISE 1

Build a network diagram for the table below and identify:

• Optimum time to complete.
• The critical activity.
• ES, EF, LS, LF and TF for each activity

Activity Event Duration
A 1-2 2
B 1-3 6
C 2-4 4
D 2-5 5
E 3-5 3
F 4-6 2
G 5-6 3

EXERCISE 2

Build a network diagram for the table below and identify:

• Optimum time to complete.
• The critical path.
• ES, EF, LS, LF and TF for each activity

Activity Event Duration
A 1-2 1
B 2-5 3
C 2-3 0
D 2-4 2
E 3-5 4
F 4-6 5
G 5-7 5
H 6-7 4

Final exam question- December 2013

a) The following data show the project planning for school
construction at Sibu, Sarawak.

i. Transform the data into the network diagram
ii. Determine the ES, EF, LS, LF and TF for each activity.
iii. Show the critical path.

Event Activity Duration
1-2 A 2
1-3 B 6
2-4 C 4
2-5 D 5
3-5 E 3
4-6 F 2
5-6 G 3

EXERCISE

ACTIVITY ON NODE (AON)

EXERCISE 1

Build a network diagram for the Project ABC and identify:
• Optimum time to complete the project ABC
• The critical path
• ES, EF, LS, LF and TF for each activity

ACTIVITY DURATION(W) PREDECESSOR

START 0 -

A2 START

B6 START

C4 A

D5 A

E3 B

F2 C

G3 D, E

FINISH 0 F, G

EXERCISE 2

Build a network diagram for the Project ABC and identify:
• Optimum time to complete the project ABC
• The critical path
• ES, EF, LS, LF and TF for each activity

ACTIVITY DURATION(W) SUCCESSOR

START 0 A,B

A 12 C, D

B 18 E

C4 F, G

D4 I

E 12 H

F 18 H

G5 I

H4 J

I9 J

J6 FINISH

FINISH 0 -

GANTT CHART

Draw the Gantt Chart

ACTIVITY EVENT DURATION
A 1-2 1
B 2-5 3
C 2-3 2
D 2-4 2
E 3-5 4
F 4-6 5
G 5-7 5
H 6-7 5

S-CURVE

PURPOSE OF S-CURVE

i. Progress and Performance Evaluation

• One of the most common uses of S-curves is in evaluating project’s progress
and performance, especially with the use of Earned Value Management
(EVM).

• S-curves were generated traditionally within the EVMS process and are the
basis for evaluating the project’s progress and performance.

• Comparing the planned S-curve, known as Performance Measurement
Baseline (PMB) or “Planned Value”, with the “Earned Value” curve and “Actual
Cost” curve reveals great information about the project’s current status and

future forecasts.
• For example, a glance look at the above graph reveals that the project is

overrunning its budget and is behind schedule. If you draw the forecast S-
curve on the above graph, you will also be able to see the project’s growth &

slippage
• This simple s-curve quickly reveals any divergence from the baseline plan and

allows the progress of a project to be monitored effectively.
• Similar S-curves can be developed for monitoring project’s overall progress. An

example is shown below:

ii. Cash Flow Forecasts

■ Another common use of S-curves is in developing and forecasting
Cash Flow curves.

■ Cash flow is the movement and timing of cash with respect to the
events in a project. Drawing a cash flow curve has several benefits
for the stakeholders. One of the primary benefits is to evaluate the
need for cash and the timing of payment obligations.

■ An example of a cash flow curve is shown below:

■ It is important to produce a realistic and useful cash flow curve that
accurately depict the timing of each cost element

EXAMPLE 1

Berdasarkan data pembinaan projek didalam jadual dibawah:
i. Hasilkan Lengkuk-S untuk kerja-kerja yang dirancang dan

dilaksanakan untuk projek berkenaan.
ii. Kirakan kemajuan keseluruhan projek pada minggu ke 10 dan 15

berdasarkan kepada maklumat yang diberi.
iii. Hasilkan jadual kemajuan kerja untuk minggu ke 10 dan 15.

Aktiviti Minggu Minggu Jumlah Kemajuan Kerja Kemajuan Kerja
Mula Tamat Harga
(RM*000) Minggu 10 (RM*000) Minggu 15 (RM*000)

Kerja2 Awalan 1 4 200 200 200
2 5
Bina Asas 3 6 240 200 240

Bina Rasuk 5 9 90 90 90
Tanah
230 200 220
Bina Lantai
Tingkat Bawah

Bina Tiang 6 10 400 350 395
Tingkat Bawah
8 13 360 150 350
Bina Lantai & 9 15 360 80 320
Rasuk Tingkat 10 15 200 50 180
11 14 160 0 160
1

Bina Tiang
Tingkat 1

Bina Rasuk
Bumbung

Bina Bumbung

Planning

Progress on week 10

Progress on week 15

THAT’S ALL FOR THIS
CHAPTER…

PROJECT CONTROL AND
MONITORING

Chapter 5
[email protected]

CONCEPT OF CONTROLLING

PROJECT CONTROL

• Management action, either preplanned to achieve the desire result or taken as a corrective measure prompted

by the monitoring process.

• Control : Process and activities needed to correct deviations from plan.
• Control the triple constrains:

a) Time (Schedule)
b) Cost ( Budget, Expenses)
c) Performance ( Specifications, Testing, Result)
• Is mainly concerned with the metrics of the project, such as quantities, time, cost and other resources.
• Project revenues and cash flow can be part of the project metrics under control.

A good and realistic project plan is
useless if the team does not conduct

activities on its implementation.
Project control is extremely important
to deliver high quality software products

to the customers.

IMPORTANCE OF PROJECT
CONTROLLING

• To ensure that projects are managed accordance with the specifications and

qualities expected to meet customer needs.

• To ensure the total cost at the end of the project does not exceed the

provisions origin.

• To ensure that a project is completed within the minimum time or within a

predetermined time period.

CONCEPT OF MONITORING

PROJECT MONITORING

• Process of keeping track of all project-related metrics including team

performance and task duration, identifying potential problems and taking
corrective actions necessary to ensure that the project is within scope, on
budget and meets the specified deadlines.

• To simply put, project monitoring is overseeing all tasks and keeping an eye

on project activities to make sure you’re implementing the project as
planned.

• Things don’t always
go according to
Why plan

PROJECT • Detect and react to
MONITORING deviations and
changes• pIlnanput (time, money,
When resources, tasks)

What • Output (progress,
costs, job starts, job
completion, design
change, variation
order)

• Head Office
• Site Office
Where • On the spot
• Depends on

situation
• End of the project
• Continously
• Regularly
• Logically
• As soon as possible
• At task completion

ELEMENTS OF PROJECT
MONITORING

1. Selection of control measures
2. Observation of activities
3. Collection of control data
4. Comparison of control data with planning information

1. SELECTION OF CONTROL MEASURES

• The baseline of measurement is actually represented by project plan.
• This include:

i. Control schedule
ii.Project budget
iii.Any design / performance specifications related to project

deliverables.

2. OBSERVATION OF ACTIVITIES

• The observation method involves human and mechanical observation of

what people/ workers actually do or what activity take place during a
construction work.

3. COLLECTION OF CONTROL DATA.

• What the type of information needed
a) Schedule
b) Cost
c) Functionality
d) Quality
• How to gather information – Meeting, forms and templete, software and

system support.

4. COMPARISON OF CONTROL DATA
WITH PLANNING INFORMATION

• Analysis should deal primarily with :
i. Schedule
ii. Cost
iii. Functionality
iv. Quality

QUALITY ASSURANCE IN
PROJECT MANAGEMENT