BEIL0010 – CREATING VALUE FOR

忑
BUILT ENVIRONMENT CLIENTS
UNSW
AUS TR A L I A

- BuUt Envlronmen t Undergraduate

Week 8 – Project design control

BEIL0010 – Elijah F. Boadu

Introduction

Your p lan

Rea lity

Expectation vs reality

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Controlling

• The process of monitoring, measuring,

comparing, and correcting work
performance.

• The importance of controlling:

– The final link in the management
functions
– Encourage employee empowerment
– Protects the organisation and its
assets

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 The control process

• Correcting performance
• Revising the standard Taking Measuring • What to measure?
managerial actual • How to measure?
action performance

Comparing actual
performance
against standard

• Acceptable variance
• Benchmarking

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Focus of Control

• Cost
• Time
• Scope

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Cost control

• Project may need more resources

• Scope may increase
• Initial bid was too low
• Reporting was poor
• Budget was inadequate
• Correction not on time
• Input price changed

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Time control

• Project may take longer than planned to complete

• Initial estimates were optimistic
• Sequencing was incorrect
• Unavailable resources
• Preceding tasks were incomplete
• Change orders
• Governmental regulations were altered

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Scope control

• Technical problems
• Technical difficulties
• Quality problems
• Client wants changes
• Inter-functional complications
• Technological breakthroughs
• Intra-team conflict
• Market changes

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Types of control

In巴 , Processes ,1 Outp ut

t
Feed forward
t
Concurrent
t
Feedback
control con trol control

Corrects Corrects
Anti cipates
problems ) \ problems as
they ha pp en
problems aft er
the yoccur

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 Project control techniques

• Time/ schedule control:

– Identifying activities and developing WBS
o Production activities
o Procurement activities
o Administrative activities
– Sequencing activities
– Determining the duration of each activity

Jackson, B. J. (2004). Construction Management JumpStart. CA: Sybex.

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 Schedule control techniques (cont.)

Act iiviti es Weeks

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22123 24
Lavout
Sitework & excavatiion
[Link] ons
St ru ct 1LJ re,
Roof
Walllls
Exteri or doors &
windows
Int erior oartiti ons
Fi ni shes
Plumb ino
HVAG
Elect rical
Closenut

Jackson, B. J. (2004). Construction Management JumpStart. CA: Sybex.

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 Early st ar t (ES) Thi s i s the earli est possi ble ti1ne t ha t an ac tivity can st ar t
accordi n g t o t he rela tionsh ips appo i n t ed to t he acti vity.
Early fi n i sh (EF) Th i s i s t he earli es t ti n1e t ha t an ac tivity can fi n i sh given
its alloca t ed durati on.
La t e fi ni sh (LF) T h i s i s t he lat est ti n1e t ha t an ac tivity can fin i sh w ithou t
dela yi ng t he pro jec t' s comp le ti on as planned.
La t e s t art (LS) Thi s i s t he la t est ti rne t ha t an acti vity can s t art w ithou t
dela yi ng t he pro jec t' s comp le ti on as planned.
Floa t (F) T he a1nount o f ti me an acti vity's st ar t can be delayed bef ore it
i m pact s t he pro jec t' s co1n pleti on as planned. Floa t also allows an ac ti vity
t o exceed it s planned dura tion w it hou t beco1n i n g critical if its comple ti on
remai ns with i n its t o tal fl oa t allowance.

Jackson, B. J. (2004). Construction Management JumpStart. CA: Sybex.

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 • Example 1

Activit Dependent Duration

y
A - 2
B A 4
C A 6
D A, B 1
E C 3 Formula
ES+ D = EF
F D, E 2
A
：:可下：：
Formula
LF - D = LS

Float = LF-EF or LS-ES

Jackson, B. J. (2004). Construction Management JumpStart. CA: Sybex. UNSW

 Forward pass: choose the biggest Activity Dependent Duration
number when an activity has more than A - 2
1 dependent activities; backward pass:
B A 4
choose the smallest number
C A 6
2 6 D A, B 1
B E C 3
4 |4
6 7 F D, E 2
6 10 D
1 |4
0 2
10 11 11 13
A
2 |0 F
2 |0
0 2 2 8 8 11
11 13
C E
6 |0 3 |0

2 8 8 11

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0 5 7 11 13 16

A +2 B +2 C Finish to start relationship. Activity B

5 |0 4 |0 3 |0 will start 2 days after A is finished.

0 5 7 11 13 16

0 5 2 6 4 7

A +2 B +2 C Start to start relationship. Activity B

5 |0 4 |0 3 |0 will start 2 days after A is started.

0 5 2 6 4 7

0 5 3 7 6 9

A +2 B +2 C Finish to finish relationship.

5 |0 4 |0 3 |0 Activity B will finish 2 days after A
is finished.
0 5 3 7 9 9

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Example 2

Activity Predecessor Duration (day s)

A 3
B A 4
C A 2
D B 5
E C 1
F C 2
G D ,E 4
H F, G 3

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心lvlty
A I_ _
Predeca
• 如 I Ou心on(d叩
3 寸
I_

C !I A I 4 l / $ - \) - 6
。 I 2
I B 'I
E I
I
5 I
A"-, L / Ee / : H

长. 卜
C
C 1 I
H D,E 气— : ----l 、F

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 Project control techniques

• Time and cost control: Earned value

··--r·..... 了······ -,........ .
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75% .
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f 40%, i : i i ;
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} : : ;
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上
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1 2 3 4 7 8 9
5 6 10
TIME

Burke, R. (2003). Project Management: Planning and Control Techniques. West Sussex,
England: John Wiley and Sons.
UNSW
 Time and cost control (cont.)

• BAC = Budget at completion

$3000 EAC _ _ _0 ^~ • BCWS = Budgeted cost for work scheduled

。
,', verrun
•

芦勹
_ _ _ BCWP = Budgeted cost for work performed

0,1 扣，
$2000 BAC
• ACWP = Actual cost for work performed
Sl ippage • EAC = Estimate at completion
(ACWP/BCWP x BAC)
$1200 ---------- • ETC = Estimate to complete (EAC – ACWP)
$1000

$800
- - - t-S- V- I厂V- - - -
• CPI = Cost performance index
(BCWP/ACWP)
• SPI = Schedule performance index
MOUaE

(BWCP/BCWS)
• SV = Schedule variance (BCWP – BCWS)
仁

Ti me • CV = Cost variance (BCWP – ACWP)

UNSW
WBS BAC BCWS PC BCWP ACWP CPI CV SPI SV EAC

A $2000 $1000 40% $800 $1200 0.667 -$400 0.800 -$200 $3000

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Example

T a ble 1
Acti v ity Predecessor Durati on Cos t /day To t al
(day s) ($) cos t($)
A 2 300 600
B A 3 400 1200
C B 3 400 1200
D B 2 200 400
E D 3 100 300

T able 2 : F i eld i: e p o i:t a t en d o f day 7

Activ ity Ac t ual % comp le t ed Incurred cost($)

A 100 600
B 100 1400
C ^3 '3、 500
D 50 200
E 。 。

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,
_
A$lOE
A”“Ity P心·C”.“ Duration (d•Y9) Co.t I O” To口ICOl
I ..
A 丁 2 I 300 600

I
8 , A 3 心 1200 A如it心
C B 3 4 1200
l

。 B 2 200 400
E 。 3 300
`00
0 1 1 3 q- 6 - b 勹飞r 气 lo
心（吐 on (do 沪

.
凡心切 ACWP 13CWP | 8cws CPl
.
c
I
SPI SV

ho"咄 Co忒 A 切D 6oo I boo

A 1 100 如 8 l彻 t,,o , l 初
8 1100 心 C 500 引” I 'loo
aoo qoo
言
500 。 么00
I

200 E 。 。 。
.
E Io 。 T心口
0配O 1,100 1 I收 1,D:> o. f" -100 I 0., _,OO

积，w ？
C- V ~ 8心？－A 凶？ s?l 一匡 sv 干 6心P- Bl心
Q l 了压呏 Bl 己＄

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Project rescue

；一
_ - ·值 －－～
_

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Steps of rescue

Collecti n g p roj e ct criti ca I

Anal yse t he da t a (fi sh bone d i agram),

root cause anal ysi s.

Develo p ranked li st o f fi nd i n gs

Ne go ti at e and commun i ca t e
recove ry p lan

Im plemen ti n g recove ry plan

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 Developing ranked list of findings

Example

Rank Fi nd i ngs Unde rt ak i ngs

Proj ect is 20% over on cost runs. Find effici en t wa ys o f work ing.
A (p ro j ect t eams ownersh ip) Identify if it's a chan ge/variati on, and fo llow u p.
Re-negoti at e esti ma t es.
Pro j ect is 5 mon t hs beh ind . Identify wha t was t he cr iti cal pat h.
B (cost s and ti me w ill be shared Rectify t he new cr iti cal pat h fo r rema in i ng works.
be t ween sponsor and pro j ect Ex plore all fa st t rack and com press ion poss ib i liti es.
team) Deli ve ry me t hod, quantit ati ve/ qual itati ve.
Cli en t issued non-formal chan ges. Follow u p on con t ract s.
C (s ponsor ownersh ip) Develo p var iati ons and fo rens ic schedule anal ysis re po rt.
Rev iew possib ility o f entit lements.

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Implementing recovery plan

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----··
，一
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＿一，
，一， ,
--- ，一
- ',
,,
Baseli ne Plan ..------- Recove ry Plan , ,,,
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--
ssa
J
/ /,/,/
~O Iden tifi ed need o f
J
rescue. I Cris is Poi nt
d Act ual

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0%
T i me

UNSW
Project control techniques

• What is quality?

VS.
/ j

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 Project control techniques (Quality)

• Quality is the totality of characteristics of an entity that

bears on its ability to satisfy stated or implied needs
(ISO) – the standard achieved vs. the standard
required/specified.

• Characteristics:
– Meeting/exceeding customer expectations.
– Applies to products, services, people, processes, and
environments.
– Dynamic/ever-changing.

Rumane, A.R. (2010). Quality management in construction projects. Boca Raton: CRC Press.
Tang, S.L., Ahmed, S.M., Aoieong, R.T., and Poon, S.W. (2005). Construction quality management. Hong -- uNSW
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Kong University Press.
Project control techniques

Total quality management

TQM

QA Quality assurance

QC Quality control

Inspection

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• Quality control (QC) addresses quality at the project or on-site level.

• QC is the activities that are carried out on the production line to prevent or
eliminate causes of unsatisfactory performance.
– Establish standards of performance and process goals.
– Measure actual performance.
– Compare against standards.
– Take action on the difference.

• Different tools to accomplish QC in construction:

– Submittals/samples
– Mock-ups
– Shop drawings
– Testing standards
– Building Code Australia
– Statistics
– Inspections

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 LIGHTING FIXING
INST ALLATIONCHECKLIST ...... ... ... ..PROJ ECT
Company logo ELECTRICAL SYSTEM

PROJECT: REPORT NO
CLIENT SHEET NO:
PROJECT MANAGER: DATE:
SYSTEM ENGINEER:

LOCATION: YES N/A NO

1. Check brand name of lighting fixture used 口 口 □

> Brand name of fixture 口 口 口
> Brand name of lamp 口 口 □
> Brand name of control gear (ballast, starte「, capacitor etc.) □ 口 □
2. Check type of lighti ng fixtu「e installati on 口 口 □
3. Check number of lighting fixture installation 口 口 □
4. Check support of lighting fixt ure installation 口 口 □
5. Check fi nished painting of lighting fixtu「e 口 口 □

NOTE :

PREPARED BY CONTRACTOR INSPECTED BY APPROVED BY

NAME NAME NAME
SIGNATURE SIGNATURE SIGNATURE
DATE DATE DATE

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• Quality assurance (QA): planned and systematic actions necessary
to provide adequate confidence that product or service will satisfy
given requirements for quality (ISO).

• The concept: proper management throughout the organisation will

make the outcome at the project level more reliable.
– Hiring practices
– Training programs
– Subcontracting practices
– Procurement methods
– Employee incentives

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 Process
focus

Continuous
Teamwork
improvement

Employee Customer
participation TQM focus

Leadership
l 厂—勹 I
Education
and training
Supportive
structure
Communi-
cation 厂——]1
Reward and
recognition
Measurement

• Senior • Skilled • Proper • Sincere • Motivation • Measure

managemen human structure • Channels • Show level customer
t support resource • Support of satisfaction
• Induction from others expectations

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Project control techniques
• Establish new • Select process
procedures • Define process
• Standardise • Collect data
change • Analyse data

Action Plan

Check Do
• Measure and • Develop and
verify select plans
performance • Implement
• Validate benefit plans

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Project control techniques

• Implementation: Hierarchy of control

Elimination

Substitution

Engineering controls

Administrative controls

Personal protective equipment

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 •I

• Using the Project Controls we reviewed in Week 7 Lecture, choose

at least four controls most suited for your Project for inclusion in the
attachments of your Major Assignment.

• Explain the reasons for your decision

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Project Controls (examples)

• Schedule Management
– Critical Path Method
– Baseline of schedule
– Work breakdown Structure (WBS)

• Risk Management
– Risk Register
– Risk Breakdown Structure (RBS)

• Cost Management
– Baseline of estimates
– Performance Measurements – Earned Value Management (EVM)

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 Schedulle Managemen t
日

Proj ec t Co1nt rols Reason i ng Im plemen t at ion St rat e gy

Critical Pa th Method Thi s proj ect control w i ll provi de a gi·eat To rnitigate the chance of a critical path activity
advantage towards success tliat w i ll ensure all being delay ed it i s essenti al that a perfe cted
stakeholders and the cli ent w ill be sa ti sfied criti cal path i s cons tmc ted which corisiders
w ith the delivery. The critical path 呻thod w i ll possi ble unfo reseen circums tances. It i s also
specifically ensure that the proj ect i s delivered essenti al that a Cons truc ti on mana ger i s
within schedule by ensuri ng tha t critical tasks i nvolved with tl1e dai ly tasks of小e proj ect and
are not delayed. B y ensuring tliat止e schedule 山e critical patl1. This w i ll result in the
o f the proj ect i s not delayed it w ill allow fo r Constn1cti on manager understand i ng exac tly
the proj ect to be achi eved w ithin bud get. what i s to be done and wha t specifi c tasks mus t
not be delay ed. The Cons血ction mana ger must
also communicate effectively on a consi sten t
basi s w ith all subcontractors to enstue tl1ey
unders tand the se1-vice w i ndow of their critical
patl1 acti vity and that it mus t no t be delayed. The
cons tt1J ction ma皿ger must also communicate
w ith other consultan ts that are pati of the
consultant team to ensure they also understand
the schedule of the proj ect and the critical path .
T his w i ll ensure all personnel that are working
on the proj ect understand the critical activiti es
and the i r im portance

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日
Ri sk Mana gement

Proj e ct Con t rols Reason i ng Im plemen t ati on St rat e gy

Ri sk Regi ster This proj ec t control serves as a da tabase fo r The ri sk register i s a li vi ng archive that should
specific ri sks that have been i dentifi ed be filled in whenever the proj ect delive1y team
throu ghou t the delive1y of the proj ect or encounters a new ri sk. The description, itn pact,
recorded throu gh past proj ects. These r i sks 扣nction, likelihood and severity, grade, and
may i nclude commerci al, safety, mitigatin g actions should be recorded i nt o tl记
envi ronmental, and fi nanci al ri sks. The ri sk ri sk re gister when appropri ate.
regi st er also acts as a tool that assi sts the
proj ect delive1y team evalua te th e likeli hood o f
ri sks occun i n g throu ghou t the proj ect, and the
severity of the inci dent when the ri sk manife sts
during tl1e deli very o f the proj ect.

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B Cos t Managemen t

Project Cont rols Reason in g Im plemen t a tion St ra t e gy

胚formance Thi s proj ect control w ill provi de the proj ect All aspec ts of EVM are to be considered when
Measurements - delivery te扣n w ith a basi s to assess work incorporating this management approach 血o the
Ean1ed Value progress against a baseline plan, time, and cost WSU Innova ti on Hub delive1y program. These
Mana gement (EVM) performances. Thus, further e咄ancing the aspects include planned value, earned value,
proj ect manager's deci si on-maki.t1g process. actu al costs, schedule vari ance, cos t vari ance,
This proj ect control also benefits the proj ect schedule performanc-e index, and cost
delivery team throu gh provi ding greater performance index.
visi bility and control o f the proj ect ac tivities,
which in turn, assi sts i11 the process respondi11g
to risks and complicati ons during tl1e early
phases of the proj ect.

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