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CHAPTER 3
PROJECT CONTROL AND MONITORING
MOHD RUSHDY BIN YAACOB
RAFIKULLAH BIN DERAMAN
POLISAS
INTRODUCTION
INTRODUCTION
Monitoring
planning
To implement time and cost
controlling
To ease the contract administration
Scheduling Techniques
Planning, Scheduling
And controlling Techniques
Bar
Charts
Linear Balance
Method
Progress Curve or
S-Curves
Matrix
Schedules
Critical Path
Method (CPM)
Project Scheduling
Techniques
By charts
14
15
June
% Complete 1 2
3
100% 100%
100%
100%
July
5 6
August
9 10
September
13 14 15
October
18 19
November
22 23 24
December
25 26 27 28
January
31 32
ID
1
Task Name
Site posession
Setting Out
Excavate
100%
Pad Footing
100%
Column Stump
100%
Ground Beam
100%
100%
100%
10
100%
11
100%
100%
12
Roof Beam
70%
70%
13
40%
14
60%
15
0%
16
0%
17
0%
18
0%
19
0%
20
21
22
Site Clearing
0%
23
0%
24
Ramp
25
Earthworks
26
65%
27
95%
28
70%
29
0%
30
20%
31
Fire protection
0%
32
Air conditioner
0%
33
0%
11
12
16
17
20
21
29 30
33 34
100%
100%
100%
100%
100%
0%
100%
100%
0%
30%
0%
100%
100%
65%
95%
0%
20%
Bar Charts
ADVANTAGES
DISADVANTAGES
-
Simple graphical
- Easy for general
comprehension
- Wide spread used in industry
- Mostly used in small project
- Fairly broad planning and
scheduling tools, so they
require less revision and
updating than more
sophisticated systems
17
Bars on chart do not show the actual progress because these only represent the
time elapsed in a particular activity. Hence it is not possible to detect till the
allotted is over and work remains in complete as the rate of progress is not shown
separately.
It is very difficult to find out the alternative courses of action they might be taken
and effect of each on project completion is exercised in case of variation of the
construction programme from the planned programme. The length and position
can not be adjusted.
18
MONTH
NO.
DESCRIPTION
1
10
Mobilization
Foundation Excavation
Diversion Stage
Foundation Grouting
Dam Concrete
Actual
Prestress
progress
Radial Gates
10
Spillway Bridge
11
Curtain Grout
12
Schedule
Original
13
Bar Charts
Example
3.1
Activity
Activity
Activity
Activity
Activity
Activity
A
B
C
D
E
F
:
:
:
:
:
:
1
2
3
2
2
1
week,
week,
week,
week,
week,
week,
starting
starting
starting
starting
starting
starting
from
from
from
from
from
from
1 Oct 2013
5 Oct 2013
15 Oct 2013
25 Oct 2013
29 Oct 2013
5 Nov 2013
14
Bar Chart
STEP 1: Identify start date & finish date for all activities
Activity
A: 1 week, starting from 1 Oct 2013
B: 2 week, starting from 5 Oct 2013
C: 3 week, starting from 15 Oct 2013
D: 2 week, starting from 25 Oct 2013
E: 2 week, starting from 29 Oct 2013
F: 1 week, starting from 5 Nov 2013
(1/10/13 - 8/10/13)
(5/10/13 - 19/10/13)
(15/10/13 - 5/11/13)
(25/10/13 - 8/11/13)
(29/10/13 - 12/11/13)
(5/11/13 - 12/11/13)
21
Bar Chart
STEP 2: Draw outline of Bar Chart
Bar Chart for Example 1
No
1/10
8/10
15/10
Activity
22/10
5/11
29/10
Duration
Week
1
1/10
2
8/10
3
15/10
22/10
29/10
5/11
12/11
22
Bar Chart
A:(1/10/13 - 8/10/13)
B:(5/10/13 - 19/10/13)
C:(15/10/13 - 5/11/13)
D:(25/10/13 - 8/11/13)
E:(29/10/13 - 12/11/13)
F: (5/11/13 - 12/11/13)
8/10
15/10
22/10
5/11
29/10
Week
No
Activity
Duration
1
1/10
2
8/10
3
15/10
4
22/10
5
29/10
6
5/11
12/11
23
Activity
Duration
(week)
Starting
date
Human
Resources
(people)
01October2013
H,I
08October2013
10October2013
15
22October2013
05November2013
Successor
18
Activity
Duration
Starting
Human Resources
(Week)
Date
(People)
Successor
01 October 2013
H, I
08 October 2013
10 October 2013
15
22 October 2013
05 November 2013
G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)
25
Activity
Duration
(week)
Human Resources
(people)
1/10
15
8/10
15/10
22/10
29/10
5/11
12/11
26
Activity
Duration
(week)
Human Resources1/10
(people)
15
2
8/10
3
15/10
4
22/10
5
29/10
6
5/11
12/11
27
Activity
Duration
(week)
Human Resources1/10
(people)
15
2
8/10
3
15/10
4
22/10
5
29/10
6
5/11
12/11
28
Activity
Duration
(week)
15
G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)
Human Resources1/10
(people)
2
8/10 15/10
4
22/10
5
29/10
6
5/11
12/11
29
Activity
Duration
(week)
15
G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)
Human Resources1/10
(people)
2
8/10
4
22/10
15/10
5
29/10
6
5/11
12/11
30
Week
1/10
No
Activity
Duration
(week)
Human Resources
(people)
15
G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)
8/10
15/10
3 22/10 4
29/10
5/11
12/11
5
4
31
Week
1
No
Activity
Duration
(week)
15
G:(1/10/13 - 8/10/13)
H:(8/10/13 - 22/10/13)
I:(10/10/13 - 31/10/13)
J:(22/10/13 - 5/11/13)
K:(5/11/13 - 12/11/13)
Human Resources1/10
(people)
2
8/10
4
22/10
15/10
6
5/11
29/10
12/11
5
2
2
3
32
Week
1
No
Activity
Duration
(week)
Human Resources
(people)
15
1/10
2
8/10
4
29/10
22/10
15/10
6
5/11
12/11
5
2
2
3
33
Week
1
No
Activity
Duration
(week)
Human Resources
1/10
(people)
15
2
8/10
4
22/10
15/10
6
12/11
5/11
29/10
4
4
Resources
(People)
10
5
0
Duration (week)
Progress Curves
Table 4.2 Combination between S-Curves and Bar Charts
Month
Description
1
10
Mobilization
Foundation Excavation
Diversion Stage
Foundation Grouting
Dam Concrete
progress
Actual
Prestress
Radial Gates
10
Spillway Bridge
11
Curtain Grout
12
100
Original
Schedule
No.
29
Progress Curves
Step by step to make s-curve
-
Calculatecostforeachactivity
Calculatetotalcostforallactivity
Calculatetheprogressratiobetweencostforeach
activityandtotalcost
Dividethoseprogressratioequallyforeachactivity
accordingtoitsduration
Addtheprogressratiowhichalreadydividedforeach
unitoftime
Calculatethecumulativeprogressratio
DrawS-Curveasarelationshipbetweencumulative
progressratioanddurationofaproject
Figure 4.4 Step by Step to Make Progress or S-Curve
30
Progress Curves
Example 3.3
As a bar chart is created in Example 3.1, try to draw a
progress or S-Curve of the project with additional data as
follow :
WORK
PROGRESS
RATIO (%)
ACTIVITY
DURATION
(WEEK)
COST
(RM)
1600
2000
10
6000
30
4900
24
3600
18
2000
10
20000
100%
No
TOTAL
31
Progress Curves
Table 4.3 Progress or S-Curve
week
activity
duration
(week)
progress
ratio
(%)
1
1/10
2
8/10
10
30
24
18
10
5
29/10
22/10
6
5/11
100
8
2.1
3
15/10
2.9
10
10
10
6.9
12
9
50
5.1
9
10
10.1
12.9
16.9
31
24.1
10.1
15.1
28
44.9
75.9
100
No
32
o
o
o
NETWORKING TECHNIQUE
Activity on Node
- PRECEDENCE DIAGRAM
Fabricate Rebar
Fixed
Rebar
Excava
te
Trench
Fabricate
formwork
Fixed
Formwork
Pour
Concrete
Fabricate
Rebar
Excavate
Trench
Fabricate
formwork
Fixed
Formwork
Fixed
Rebar
Pour
Concrete
DISADVANTAGES
Networkscanmuchmore
conciselyrepresentlarge
numbersofactivities
Thelogicalinterrelationships
anddependenciesamong
activitiesisreallyshown
Muchmoreusefulfor
forecastingandcontrol
Itidentifythemostcritical
elementsintheproject
schedule
Easytoadjustifanydelayis
happenintheproject
Alittlebitdifficultto
understandthenetworksystem
TYPES OF CPM
-
ArrowDiagramMethod(ADM)
PrecedenceDiagramMethod
(PDM)
37
APUNGAN KESELURUHAN
The time available to delay the start or finish of an activity
without delaying the completion of the project
Formula : LF ES D = TF
FREE
Item
ADM (AOA)
PDM (AON)
ES
A
LS
Activity
TF
LF
ES
Event
EF
LS
EF
A
2
LF
ES
EF
A
LS
TF
LF
ES
EF
B
LS
TF
LF
40
Item
ADM
PDM
Definition
Dummy
Activity
D
or
Function
If there is a situation where one
41
Item
ADM
False
True
Dummy
Activity
D
or
A
42
Item
ADM
PDM
F-S
FS
FF
SS
S-F
Relationship
Critical Path
: A path consist of few activities which will determine the overall project
duration.
Critical path
1.
2.
3.
Es = Ef, or
Ls = Lf, or
Total Float (TF) = 0
44
Item
ADM
PDM
- 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
: To establish the earliest expected start and finish times for each
activity in the network. (ES n EF)
- BACKWARD PASS select small number (duration)
: To establish the latest allowable start and finish times for each activity
in the network. (LS n LF)
45
a
b
c
2
d
backward pass
B
Y
e
f
a:EarlyStart(ES)A
b:LateStart(LS)A
c:EarlyFinish(EF)A=(ES)B
d:LateFinish(LF)A=(EF)B
e:EarlyFinish(EF)B
d:LateFinish(LF)B
X:DurationofactivityA
Y:DurationofactivityB
forward pass
Backward pass
a=0f=e
c=a+Xd=fY
e=c+Yb=d-X
Figure 4.6 Estimating Project Duration using Arrow Diagram Method (ADM)
46
Event
Successor
Duration
(week)
1-2
B, C
2-3
2-4
3-5
4-6
5-7
6-7
7-8
47
3
B
9
9
2
3
1
2
2
7
G
11
11
12
8
12
2
4
7
8
48
Activity
Duration
ES
LS
EF
LF
Total Float
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8) = 7-3-4
1-2
0*
2-3
0*
2-4
3-5
0*
4-6
5-7
11
11
0*
6-7
11
11
7-8
H
1
Critical Path : A B D F H
11
11
12
12
0*
49
No
week
Activity
1
10
11
12
50
EVENT
DURATION
PREDECESSOR
(DAY)
START
1-2
START
1-3
START
1-4
START
2-7
3-6
F (DUMMY)
4-6
4-5
7-8
7-9
6-9
E,F
5-9
9-10
I,J,K
8-10
FINISH
M,L
B
5
J
5
C
4
F
K
4
4
G
7
10
2
7
18
M
13
12
11
E
6
C
4
J
10
9
15
L
15
10
20
F
K
4
4
4
G
4
5
11
11
Total Project Duration = 20 weeks
Critical Path = C-G-K-L
20
ACTIVITY
EVENT
DURATION
ES
LS
EF
LF
FF
TF
START
1-2
1-3
1-4
2-7
11
12
3-6
10
F (DUMMY)
4-6
4-5
11
11
7-8
11
12
13
18
7-9
11
12
15
15
6-9
10
15
15
5-9
11
11
15
15
9-10
15
15
20
20
8-10
13
18
20
20
FINISH
54
Activity
Total
Float
DURATION (DAY)
1
10
10
11
12
11
12
13
14
15
16
17
18
19
20
55
Event
Predecessor
Duration
(week)
1-2
1-3
1-4
2-5
3-6
4-7
DUMMY
5-6
5-8
DUMMY
6-7
6-9
D, E
7-10
D, E, F
8-11
9-11
56
2
A
7
8
9
J
10
11
10
3
C
3
4
F
7
2
7
10
Activity
Duration
ES
LS
EF
LF
Total Float
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8) = 7-4-3
1-2
1-3
1-4
0*
2-5
3-6
4-7
0*
5-8
6-9
7-10
0*
8-11
10
10
0*
9-11
10
10
10-11
10
10
0*
58
No
Activity
Total
Float
week
1
10
10
11
59
12
A-B (F-S)
A-C (S-S)
LA-B
A
b
B
f
F-S
ESA
EFA
=a+X
ESB
= c + LA-B
EFB
=e+Y
ESC
= a + LA-C
EFC
=i+Z
C
j
LFB
=g
LSB
=h-Y
LFA
= f - LA-B
LSA
=d-X
LFC
=k
= j - LA-C
Table
LS 4.7 Formula for Calculating Time F-S and S-S
C
=l-Z
60
Precedence Diagram
Method
item
A-C (S-F)
A-B (F-F)
ESA
EFA
=a+X
LA-C
ESB
S-F
EFB
=e+Y
EFC
= a + LA-C
= g + LA-B
ESC
=kZ
=kZ
C
j
LA-B
F-F
=k
LSC
=l-Z
LSA
= l - LA-C
LFA
=b+X
LFB
= l - LA-B
LSB
=h-Y
61
Precedence Diagram
Method
Example 3.6
No
Activity
duration
successor
relationship
(week)
Lag (l)
(week)
B,D
A-B (F-S)
A-D (S-S)
B-C (F-S)
D-E (F-S)
E-C (F-S)
62
Precedence Diagram
Method
SOLUTION 3.6
L=0
A
0
L=1
B
2
D
3
L=1
L=0
L=0
E
4
Note
Total Float (TF):
TF
Critical Path :
63
Precedence Diagram
Method
SOLUTION 3.6 (CONT.)
No
Activity
week
1
L=1
L=1
64
ACTIVITY
DURATION
(WEEKS)
SUCCESSOR
B, C, D, E
C, H
F, G
D, K
I, J
H, M
M, K
10
L, O, P, N
NIL
65
66
Scheduling Technique
Line of Balance
Piling
Pile-cap
Piers
Deck
Quantity
20
Time
34
LINE OF BALANCE
A scheduling
CONCEPT OF CONTROLING
ProjectControls
can be defined as
Management action, either preplanned to
achieve the desired result or taken as a
corrective measure prompted by the monitoring
process. Project controls is mainly concerned
with the metrics of the project, such as
quantities, time, cost, and other resources;
however, also project revenues and cash flow
can be part of the project metrics under control.
Thus, we believe an effective Project Controls
process can be applied in a collaboration of its
various sub-disciplines, such as:
69
CONCEPT OF CONTROLING
1) Planning, Scheduling & Project Reporting
Scope management;
Project deliverables:
Work breakdown / Cost breakdown structures;
Schedule management;
Schedule forecasting;
Corrective action;
Progress measurement / reporting;
Productivity Analysis & Calculation;
2) Earned Value Analysis & Management
70
CONCEPT OF CONTROLING
3) Cost Engineering & Estimating
Estimating;
Cost management;
Cost control;
Cost forecasting
4) Change Management & Controls
Change order control;
Trend Analysis;
5) Risk and Delay Claims
Risk Assessment & management;
Delay Claims Quantification
Forensic Schedule Analysis
71
72