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Figure 3.3:Type of Scaffolding

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3.2.1.1 Step Scaffolding

3.2.1.2 Bracket/Birdcage Scaffolding

4
1

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3.2.1.3 Single Scaffolding

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3.2.1.4 Couple Scaffolding

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3.2.1.5 Cantilever Scaffolding

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3.2.1.6 Hanging/Suspended Scaffolding

Safety:
i. Always inspect ropes or wires.
ii. Fall protection must always be worn.
iii. The suspended scaffold me be able to support 4 times its load.

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3.2.2 General Safety Guidelines

a) Post these scaffolding safety guidelines in a convenient
location and make sure that everyone who erects, dismantles, or
uses scaffolding knows about them. M from one level to the next

b) State, local, and federal codes, ordinances, and regulations
about scatting should be observed because they may be more
restricting. Height and breadth restrictions, for example, may differ.

c) Survey the project site—a survey of the job site for dangers such
as untampered earth fills, ditches, debris, high tension cables,
unsecured apertures, and other dangerous circumstances caused by
other trades must be conducted. As mentioned in the next sections,
these circumstances must be remedied or avoided.

d) Inspect all equipment before using it—never utilize any
equipment that is broken or malfunctioning.

e) Keep all equipment in good working order—avoid utilizing
corroded equipment since its strength is unknown.

f) Inspect erected scaffolds daily—or at the start of each shift—to
ensure that they are in good working order.

g) Expect erected scaffolds on a daily basis—or at the start of each
shift—to ensure that they are in good working order.

h) Never use equipment for purpose or in a manner that it wasn't
designed for.

i) Any unsafe condition should be reported. Never take chance—if
your health condition causes you to feel dizzy or unstable in any
way, do not work on scaffolds.

j) It is strictly forbidden to work while under the influence of
alcohol or illegal drugs.

k) Consult your scaffolding supplier—never take a chance—
consult the supplier's manuals and instructions; scaffolding is his
business.

3.2.2.1 The Techniques and the Safety Precautions for Strut/Shoring

A strut, also known as shore, is a structural component designed to resist
compression. Struts provide outwards-facing support in their lengthwise
direction, which can be used to keep two other components separate,
performing the opposite function of a tie.

They are used as temporary structure to support unsafe structure.
Architects and engineers frequently utilize it.

It's a method of providing temporary support for a building during construction,

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maintenance, or modification. Such circumstance arises when:
1. The removal of a faulty section of a structure jeopardizes the structure's
stability.
2. Unequal settling during construction or over time might jeopardize a
structure's structural stability.
3. Certain changes must be made to the current framework. Remodelling
walls, moving windows, and so forth are examples.
4. Remodelling, foundation strengthening, and other changes are made to
the next building.

Timber or steel tubes can be utilized for shoring. Both are sometimes used in
tandem. If wood is used, a preservative should be applied to the surface to
prevent it against wet rot.
Shoring should be constructed to withstand the load and throughout the
duration of the load.
Shoring can be used inside or externally, and in some cases, it can be applied
on both sides of the wall to offer additional stability.
Shoring should only be erected after obtaining the proper clearance from the
local authorities.
The shoring has no time limit; it might last anywhere from two weeks to years,
depending on the situation.

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3.2.2.2 The Type of Strut / Shoring

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a) Raking strut
A strut that has an inclination with respect to the horizontal; it gives lateral
support towalls. It generally includes the following elements:
i. Inclined member or rakers
ii. The wall plates
iii. Needles
iv. Cleats
v. Bracing
vi. Sole plate

Safety precautions:
a. Rakers must be angled 45°degrees in the ground. Angles can also be
between 45° and75°.
b. Rider raker can be used for tall building.
c. Raker may be spaced at 3–4.5m to cover the bar's extended length.
d. At intervals, rakers should be adequately braced.
e. At the floor level, the raker's centre line and the wall should meet.
f. The size of the rakers should be determined by the expected wall push
g. The sole plate should be angled into the ground and of correct section
and size.
h. Wedges should not be utilized on sole plates since they are prone to
giving way when subjected to vibrations

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b) Horizontal/ Flying Strut
It is a system of providing temporary supports to the party walls of the two
buildings where the intermediate building is to be pulled down and rebuilt. All
types of arrangements of supporting the unsafe structure in which the shores
do not reachthe ground come under this category. They flying shore consists
of wall plates, needles, cleats, horizontal struts (commonly known as
horizontal shores) and inclined struts arranged in different forms which varies
with the situation. In this system also the wall plates are placed against the
wall and secured to it. A horizontal strut is placed between the wall plates and
is supported by a system of needle and cleats. The inclined struts are
supported by the needle at their top and by straining pieces at their feet. The
straining piece is also known as straining sill and is spiked to the horizontal
shore. The width of straining piece is the same as that of the strut.
When the distance between the walls (to be strutted apart) is considerable, a
horizontal shore cannot be safe, and a trussed framework of members is
necessaryto perform the function of flying shore.

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c) Dead Shore
This is the system of shoring which is used to render vertical support to walls
androofs, floors, etc. when the lower part of a wall has been removed for the
purpose of providing an opening in the wall or to rebuild a defective load
bearing wall in a structure. The dead shore consists of an arrangement of
beams and posts which are required to support the weight of the structure
above and transfer same to theground on firm foundation below.

When opening in the wall are to be made, holes are cut in the wall at such a
heightas to allow sufficient space for insertion of the beam or girder that will be
provided permanently to carry the weight of the structure above. Distance at
which the holes are cut depends upon the type of masonry and it varies from
1.2m to 1.8m center. Beams called needles are placed in the holes and are
supported by vertical props called dead shores at their ends on either side of
the wall. The needles may be oftimber or steel and are of sufficient section to
carry the load above.

The dead shores stand away from wall on either side so as to allow for
working space when the needle and the props are in position. The props are
tightened up by folding wedges provided at their bases while the junction
between the prop and the needle is secured with the help of dogs. Before the
dismantling work is started, all the doors, windows or other openings are well
strutted. In order to relieve the wall of load of floors and roof above, they are
independently supported. Vibrationsand shocks are bound to occur when wall
cutting is done as such a measure of safety raking shores are sometimes
erected before commencement of wall cuttingoperation.

An arrangement of dead beaches for constructing an aperture in an existing
wall is seen in this section of the elevation.

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CHAPTER 4
PLANNING AND SCHEDULING

4.1 PLANNING AND SCHEDULING
Project planning is an important part of the “deciding” aspect of the project
team job-thinking about the project future in relationship to its present in such
a way that organizational resources can be allocated in a manner which best
suits the project purposes. More explicitly, project planning is the process of
thinking through and making explicit the project’s objectives, goals, and
strategies necessary to bring the project through its life cycle to a successful
termination when the project product or services takes its rightful place in the
execution of project owner strategies.

4.1.1 Create and Use of Gantt Chart

● A Gantt chart is a sort of bar chart that shows the progress of a
project.

● Following the completion of the PERT (Program Evaluation and
Review Technique)/CPM analysis, the next step is to create the Gantt
chart and, if required, re-allocate resources and re-schedule.

● GANTT charts are a popular way to visualize the stages and activities
of a project's work breakdown structure.

● Around 1910–1915, Henry Gantt first presented it.

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Figure 4.1: Concrete Gravity-Arch Dam Bar Chart

Figure 4.2:llustration Gantt chart by Using Microsoft Project

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4.1.2 The Gantt Chart's characteristics.

• Each row's bar represents the appropriate job.
• The task's start and finish times are indicated by the horizontal

position of the bar.
• The task's duration is represented by the length of the bars.
• Task durations may be easily compared.
• Good for rescheduling and distributing resources.
• Arrows can be used to illustrate precedence relationships.
• Typically, critical tasks are highlighted.
• Bars with dotted lines are used to signify slack times.
• Each activity's bar starts at the activity's earliest start time (ES).
• Each activity's bar terminates at the activity's most recent

completion time (LF)

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Example 1:

Answer 1
:

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4.2 UNDERSTAND CRITICAL PATH METHOD (CPM) FOR PLANNING AND
SCHEDULING

4.2.1 The Principle of CPM

Figure 4.3:Advantages and disadvantages CPM

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4.2.2 The Term Used in CPM (Precedence Diagram Method (PDM) & Arrow

Diagram Method (ADM) Differences between ADM and PDM method

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4.2.3 The Relationship Between all the Item and Calculate the Period of Time

and Critical Path
4.2.3.1 Arrow Diagram Method (ADM)

Figure 4.4:Using the Arrow Diagram Method to Estimate Project Duration (ADM)

Example 2:

1. Estimate the total project duration
2. Calculate the total float for each activity in the project
3. Draw the bar chart according to your calculation
4. Critical Path Activity

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Answer 2:

Total project duration = 12 weeks\
Critical Path: A-B-D-F-H

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Example 3:

1. Estimate the total project duration
2. Calculate the total float for each activity in the project
3. Draw the bar chart according to your calculation
4. Critical Path Activity

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Answer 3:

Total Project Duration = 10 weeks,
Critical Path: C-F-I-L

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EXERCISE 2

1. Estimate the total project duration
2. Calculate the total float for each activity in the project
3. Draw the bar chart according to your calculation
4. Critical Path Activity

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4.2.3.2 Precedence Diagram Method (PDM)

Calculation for F-S and S-S relationship.

Figure 4.5: Estimating Project Duration Using Precedence Calculation for F-S and S-S
Relationship

Example 4:

i. Estimate the total project duration
ii. Calculate the total float for each activity in the project
iii. Draw the bar chart according to your calculation
iv. Critical Path Activity

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Answer 4:

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Example 5:

Activity Duration (Week) Successor
A 5 C,D
B 7 D
C 3 E
D 5 E
E 2

a) Estimate the total project duration
b) Calculate the total float for each activity in the project
c) Draw the bar chart according to your calculation
d) Critical Path Activity

Answer 5:

Total project duration: 14 weeks ,
Critical Path: B-D-E

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If question in Predecessor:

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EXERCISE 3

By using PDM, calculate the activity above:

a. Calculate the ES,EF,LS,LF and TF for each activity
b. Find the critical path for the activity
c. Estimate the total project duration
d. Draw the bar chart according to your calculation

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EXERCISE 4

By using PDM, calculate the activity above:

a. Calculate the ES,EF,LS,LF and TF for each activity
b. Find the critical path for the activity
c. Estimate the total project duration
d. Draw the bar chart according to your calculation

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4.3 APPLY THE S-CURVE IN CONSTRUCTION PLANNING
The first time most project managers become aware of the existence of S-
curves is when they are requested by the client or senior management to
include one in their next progress report. The following explains what the
mysterious S-curve is, why it is an important project management tool, and
how to generate one.
An S-curve is defined as a display of cumulative costs, labor hours or other
quantities plotted against time. The name derives from the S-like shape of the
curve, flatter at the beginning and end and steeper in the middle, which is
typical of most projects. The beginning represents a slow, deliberate but
accelerating start, while the end represents a deceleration as the work runs
out.
Types of S-curves:
There are a variety of S-curves that are applicable to project management
applications,including:
a. S-curve of man hours vs time
b. S-curve of costs versus time
c. S-curve of baseline
d. S-curve of actual
e. S-curve of target
f. S-curves of value and percentage

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4.3.1 Preparing the S – Curve to Control the Progress Work in Aspect of Time

and Cost
Example 6:

By using ADM, calculate the activity above:
• Prepare the network analysis diagram by using arrow

activity
• Calculate the ES, EF, LS, LF and TF for each activity
• Find the critical path for the activity
• Estimate the total project duration
• Draw the bar chart according to your calculation and

create the S-Curve forthe planning work

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Answer 6:

Total project duration: 18 Months
Critical path: B-E-H-I

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CHAPTER 5
PROJECT CONTROL AND MONITORING

5.1 THE CONCEPT OF PROJECT PLANNING AND CONTROLLING
Project planning is an important part of the “deciding” aspect of the project
team’s job-thinking about the project’s future in relationship to its present in
such a way that organizational resources can be allocated in a manner which
best suits the project’s purposes. More explicitly, project planning is the
process of thinking through and making explicit the project’s objectives, goals,
and strategies necessary to bring the project through its life cycle to a
successful termination when the project’s product or services takes its rightful
place in the execution of project owner strategies.
Project planning is the systematic decision of how to start, maintain, and end a
project. The author (Prof. Parag Diwan) defines project planning as "creating
the plan in the needed degree of detail with supporting milestones and using
available tools for planning and monitoring the project." The two aspects of
project management are intertwined.
The major goal of monitoring and managing operations is to be proactive in
identifying problems and taking remedial action before they become serious.
Corrective action may include revisiting the Planning Process Group and
updating the Project Management Plan as needed, with the goal of bringing the
project back into compliance with project objectives and constraints, as well as
improving future execution to avoid repeating the same problems.

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Objectives of Controlling and planning projects
i. To properly organize the activities
ii. To create a realistic timetable
iii. To estimating and planning resources
iv. To implementing time and cost management
v. To make contract administration easier

5.1.1 Definition of the Project Control

Controlling is the process of comparing the actual performance of the project
with the planned performance. In other words, it is checking up whether the
project progresses exactly in line with what were planned and discovering
deviations, if any. (The deviations are often called ‘variances’). Once
deviations in terms of time, resource and quality parameters are noticed, they
must be analyzed, the reasons for the deviations are to be identified and
suitable remedial measures are to be taken to correct the deviations and toput
the project back on the right track. It must be noted that the three important
factors over which control is exercised are time, resource, and quality. Project
controls are the data gathering, management and analytical processes used
to predict, understand, and constructively influence the time and cost
outcomes of a project or program; through the communication of information in
formats that assist effective management and decision making.

Put simply, Project Controls encompass the people, processes and tools used
to plan, manage, and mitigate cost and schedule issues and any risk events
that may impact a project. In other words, Project control is essentially
equivalent to the project management process stripped of its facilitating sub-
processes for safety, quality, organizational, behavioral, and communications
management.

5.1.2 The Importance of Project Controlling

The successful performance of a project depends on appropriate planning. The
execution of a project is based on a robust project plan and can only be
achieved through an effectiveschedule control methodology. The development
of a suitable Project Control system is an important part of the project
management effort (Shtub, Bard & Globerson 2005). Furthermore, it is widely

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recognized that planning and monitoring plays a major role as the cause of
project failures. Success factors are based on good Project Control practices,
which result in good cost and schedule outcomes.
Appropriate project management plan remains the key success for a
successful control over projects. The project execution depends solely on
robust planning, and such gets achieved only with the effective control of the
scheduled methodology. One of the important parts of the control of project is
development of some suitable system. Furthermore, widely it gets recognized
that monitoring along with planning plays importantand vital role for the reason
behind the failure of some projects.
It is important to gather the information of the knowledge areas that require
special attention: Scope, Time, Costs, Quality, Staff, Risks, Communications
and Stakeholders. You will obtain then the following benefits:

● Instant project status is anticipating challenges and making decisions
based on pertinent data.

● Avoid budget overrun and delays is possible thanks to careful
monitoring of all project elements

● Improving productivity by reducing the time it takes to prepare reports
and obtaining data from various sources

● All stakeholders must work together: a well-informed team is a
strong and motivated team.

● Providers' efficiency characteristics are being evaluated objectively
to create better contractual arrangements.

● Continuous improvement is possible with everything that can be
monitored and examined.

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5.1.3 The Construction Project Management

Figure 5.1: A Project Control in Construction

5.1.3.1 Project Management (Controlling)
The Controlling Project Work process gathers and disseminates performance
data, as well as evaluating measurements and trends to predict possible items
requiring corrective action. This involves keeping track of project hazards and
ensuring that they are managed in accordance with the project's risk
management plan.
The following are examples of outputs:
1. Recommendations for remedial action
2. Preventative measures suggested
3. Forecasts
4. Recommendations for defect correction
5. Changes requested

5.1.3.2 Change Management Integrated
Changes resulting from project corrective actions and other controlling
variables are handled throughout the project knowledge areas using the
Integrated Change Control procedure. Integrated change control occurs

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throughout the project, from start to finish.

The following are some examples of outputs:

1. Approved change requests
2. Rejected change requests
3. Updates to the Project Management Plan
4. Updates to the Project Scope Statement (and requirements)
5. Approved corrective and preventive actions
6. Approved defect repair
7. Validated defect repair
8. Deliverables

5.1.3.3 Verification of Scope
The scope verification procedure guarantees that project deliverables are
acknowledged in writing.
The following are examples of outputs:
1. Accepted deliverables
2. Requested changes
3. Recommended corrective actions

5.1.3.4 Scope Control
The Scope Control procedure guarantees that project scope modifications are
managed.
The following are examples of outputs:
1. Project Scope Statement and Scope Baseline updates (this includes
requirements)
2. The Work Breakdown Structure (WBS) and the WBS Dictionary have
been updated.
3. Changes requested
4. Corrective measures suggested
5. Organizational process asset updates
6. The Project Management Plan has been updated.

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5.1.3.5 Controlling the schedule
Changes to the project schedule are monitored and controlled by the
Schedule Control procedure.
The following are examples of outputs:
1. Updates to the schedule model data and baseline
2. Performance measurements
3. Requested changes
4. Recommended corrective actions
5. Updates to organizational process assets
6. Activity list and activity attribute updates
7. Updates to the Project Management Plan

5.1.3.6 Controlling costs
The Cost Control process monitors and controls costs and changes to the
project budget.
The following are examples of outputs:
1. Cost estimate updates
2. Cost baseline updates
3. Performance measurements
4. Forecasted completion
5. Requested changes
6. Recommended corrective actions
7. Updates to organizational process assets
8. Updates to the Project Management Plan

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5.1.3.7 Controlling the Quality

The quality control performance process measures specific project results to
determine whether the project is meeting quality standards.
The following are examples of outputs:
1. Quality control measurements
2. Validated defect repair
3. Updates to the quality baseline
4. Recommended corrective and preventive actions
5. Requested changes
6. Recommended defect repair
7. Updates to organizational process assets
8. Validated deliverables
9. Updates to the Project Management Plan

5.1.3.8 Managing the Project Team

To maintain and enhance project performance, this procedure tracks team
member performance, offers feedback, handles issues, and coordinates
modifications.
The following are examples of outputs:
1. Changes requested
2. Corrective and preventative activities are suggested.
3. Updates to organizational process assets
4. The Project Management Plan has been updated.

5.1.3.9 Reporting on Results

Performance information, including as status reports, progress reports, and
projections, is collected and distributed through the Performance Reporting
process.
The following are examples of outputs:
1. Performance evaluations
2. Forecasts
3. Requested modifications

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4. Corrective actions suggested
5. Organizational process asset updates

5.1.3.10 Stakeholders Management
This process coordinates stakeholder contacts and collaborates with them to
ensure that needs are met, and concerns are addressed before they become
a problem.
The following are examples of outputs:
1. Issues Resolved
2. Change requests and corrective actions that have been approved
3. Project Management Plan and organizational process asset updates

5.2 THE CONCEPT OF MONITORING
Monitoring is the regular observation and recording of activities taking place in
a project or programed. It is a process of routinely gathering information on all
aspects of the project. To monitor is to check on how project activities are
progressing. It is observation systematic and purposeful observation.

Monitoring also involves giving feedback about the progress of the project to
the donors, implementers, and beneficiaries of the project.

Reporting enables the gathered information to be used in making decisions for
improving project performance.

Monitoring is very important in project planning and implementation. It is like
watching where you are going while riding a bicycle; you can adjust as you go
along and ensure that you are on the right track.

Monitoring is a necessary core management instrument, both for projects that
might be encountering problems and for projects which are encountering
success.

The general objective of all monitoring activity is to maximize the impact of the
programed and, as importantly, to maximize the return on investment of EU
funds through the achievement of public policy objectives. Benefits of
monitoring extend beyond a given project, since lessons can be learnt, and

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principles of best practice disseminated.

Monitoring is critical to all projects. Each project should have embedded
internal project monitoring arrangements to check progress / achievement of
milestones, identify problems, recognize the need for change / amendment /
development and ensure quality. Monitoring is therefore to be perceived as a
positive and constructive activity supporting the project and helping it to realize
its objectives.

Figure 5.2: A Monitoring Plans

8
3

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5.2.1 Describe the Elements of Project Monitoring
a. Selection of control measures
b. Observation of activities
c. Collection of control data
d. Comparison of control data with planning information

5.2.1.1 Selection of Control Measures
Before starting the implementation phase of a project, project teams generally
go through significant planning procedures. The practice of tracking the
project's development from beginning to conclusion is equally crucial. Simple
communication methods to full online project management solutions are
offered for this purpose.

Microsoft Project
Microsoft Project is the industry standard for project management software.
This stand-alone programmed is popular in business settings since it provides
full project management.

Gantt chart
A Gantt chart keeps track of responsibilities, timeframes, milestones, and task
dependencies so that everyone knows what to anticipate, when it will be
finished, and how different aspects of a project interact.

S-Curve

A graph that plots cumulative expenses, work hours, or other values versus
time. The term comes from the S-shaped curve, which is typical of most
projects and is flatter at the beginning and finish and steeper in the center.
The beginning signifies a slow, methodical yet quick start, whereas the finish
represents a slowing down when the task is completed.

Smart Sheet

New Project Management tool which has all the Microsoft Project features with
extra online collaboration.

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Quick Base

Quick Base is an online solution with basic tracking features and enhanced
functions such as cost tracking. Team members can receive automated
notifications for pending deadlines and other project updates.

Base Camp

Base Camp is another online solution. It features a to-do list, file sharing,
centralized messaging, time tracking and a calendar view. It is ideal for
ongoing interaction among team members.

Commitment Scale

A commitment scale is used to establish the level of commitment required from
key stakeholders and ensure that sufficient progress is being made in
increasing stakeholder buy-in and support.

5.2.1.2 Observation of Activities
Monitoring is also done by observation of construction activities. Construction
management must spend time on the job site monitoring the progress of the
project. The method of observation is watching, documenting, and
understanding the expert's problem-solving process as it occurs.

Construction managers must spend time on the job site keeping an eye on the
project's progress. Observing, recording, and analyzing the expert's problem-
solving process as it occurs is the method of observation.

Observation disadvantages:

a. Some experts are uncomfortable with the concept of being watched.

b. Other people's reactions (in an observation scenario) might likewise be
distracting.

c. Another issue is the collected knowledge's correctness and
completeness

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5.2.1.3 Collection of Control Data
Controls data are collected through the activities below:

Pulse Meetings

Pulse meetings are brief team status meetings during which the project
management team can obtain project performance data on current activities.
These sessions should be held on a regular basis and can be in person or
online. Typically, they are only a few minutes long.

The start and end of project operations are reported during the conference. In
addition, the remainder of the project management team gets updated on the
status of any ongoing activity.

Issues with any of the ongoing operations are highlighted, but they are
resolved in a separate meeting with the necessary personnel present. The
problem resolution meeting may happen right after the Pulse meeting, but it is
obviously a different meeting, and project team members who aren't needed
for issue resolution aren't required to attend.

The frequency of the Pulse meetings is governed by the project's status. The
Pulse meeting may occur numerous times per day while in Extreme mode.
Pulse meetings may only be required once a week for projects that are
functioning successfully.

Variance Reports

Variance reports are formal reports issued by the PMIS, the Earned Value
Management System, another business management system, such as the
quality control system, or a project supplier. Variance reports evaluate what
transpired on a project vs what was projected to happen. The absolute value
of the difference as well as a percentage representation of the difference are
usually included in a variance report.

The actual performance of a project activity (such as cost or duration) rarely
matches the expected performance set at the start of the project. However,
because estimates are frequently inaccurate, the project management team

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must identify the variations to understand what is actually happening on the
project. Both positive and negative project risk can be identified using
variances.

Two references are frequently used in project variance reports. The first point
of reference is what was intended to happen since the last reporting cycle.
This is known as the "Current Period" difference. It's a measure of how
successfully project resources have recently been able to carry out project
operations in line with the project plan.

The second point of reference is what was planned to be done on the project
from the beginning. This is sometimes referred to as the "Cumulative"
variance. It's a measure of how successfully project resources have managed
project activities throughout the course of the project's lifespan.

Any past variances, whether positive or negative, will be included in the
cumulative variance. The current period variance depicts exactly what is going
on with the project now. The cumulative variance removes the impact of any
short-term, good, or negative, conditions that impacted the project during the
most recent reporting period. Both variations give important data

Program Reviews

Program Reviews are meetings between project team members and sub-
project leaders to assess the program's current progress in comparison to the
original plan. These are commonly utilized on large-scale and complicated
projects. Unlike the Pulse Meetings, which concentrate on day-to-day activity,
the Program Reviews concentrate on the larger picture and highlight the
integration of activities and sub-projects within the programmed.

The question is whether the programmed activities and sub-projects are likely
to conflict with one another. In addition, I will conduct Program Reviews with
suppliers that are important contributors to the programmed and are
undertaking specialized work on this programmed.

Program reviews and management reviews are occasionally combined. This is
not a strategy I encourage. The risk with this strategy is that significant
stakeholders and management may frighten certain project team members

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into not giving an honest assessment of programmed progress.

5.2.1.4 Comparison of Control Data with Planning Information
At the execution stage when the actual tasks of the project are in progress, it
is vital to monitor information to keep track of what is being accomplished. The
project manager can facilitate the project by communicating with team
members and clients. Through hands-on monitoring,the team leader can make
sure that individual participants stay with the original plan for the project and
remain focused on predetermined goals. The project manager takes careful
notes to follow all aspects of the project and address any problems that come
up. Most of the data gathered are used in monitoringthe progress, budget, and
quality of the project.

Monitoring Progress

Time management monitoring is executed by the project manager to make
sure deadlines are being met as the project moves forward. Time sheets are
used to monitor the time individual team members spend on tasks within the
project. The team leader can identify and resolve any time management issues
that arise.

Monitoring the Budget

Cost management is executed by the project manager to make sure the project
comes in at or under budget. Costs within the project are identified and
expenses are approved before a purchase is made. The project manager
keeps a central record of all costs incurred by the project. He can then
determine if expenses are adequately budgeted, and if not, grant special
approval for necessary expenditures.

Monitoring Quality

To monitor quality effectively as the project progresses, the team and the
project manager must set up quality guidelines before the execution phase.
Once the team leader knows how quality is to be measured, he can take action
to measure the quality of the output of the team, identify any quality issues and
make any necessary improvements.

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