Construction Project Management and Civil Engineering - Assignment Example

Construction project management Explain why identification of the critical path is important? A critical path specifies all tasks which impact on the completion date of the project. If any of the tasks are late, then entire project will be extended by a similar duration. More often than not, there are task not on the critical path due to project schedule slacks. It is therefore important to identify critical path and hence prioritize completion of tasks with the impact of any delays well-known. Changes to the Critical Path, if the project is developed using As Late as Possible (ALAP) method A critical pat incorporates all tasks, which if delayed, will constitute, a similar period of delay for the entire project. Consequently, it follows that developing a project using As Late as Possible (ALAP) method will make all the tasks critical tasks and hence include all tasks in the project’s critical path. In essence, this method implies that all tasks will be sent to start at a date that will not affect the dependent task but will also not leave any room for delays. Activities might be delayed beyond LST to cater for the limits on unskilled resources as a result of leveling. For every task, the late start date is the last date the project is expected to be ready, less the duration the task is expected to complete in order to be ready. Resource leveling often involves consideration of predecessors and successors as well as a number of other constraints. Consequently, when unskilled resources are insufficient to allow start of task at its LST, a delay beyond LST may be warranted. This ensures that the existing resources are used within the task without the need for either over-allocation, or extra expenditure on unskilled labor. In essence, these delays will lead to outright extension of the project’s duration. However, where the last start date is calculated as the latest possible date for the task’s start where all its successors and predecessors are also started and ended of their last start and end dates, the project end date may remain unaltered. However, for fixed task duration, where a successor task experiences delay, the delay is factored into a date in LST. Explain and discuss the process of resource leveling Task scheduling involves resource leveling process which is helpful in resolution of the problem of resource over-allocation by delaying tasks until the assigned resources becomes available to work on it. In the absence of resource leveling, plan schedule is accomplished using information such as task plan dates, as well as constraints and dependencies of individual task items. Resource leveling introduces the question of resource availability in calculation of time. Organization benefits from avoidance of conflicts and untimely delivery. Consequently, resource leveling is a very important process. Over-allocation of resources is a major cause of problems within organizations. There often arises a scenario where other resources are over-allocated while others are under-allocated and hence posing non-financial risks to the organization. Basically, resource leveling is all about efficient allocation of resources. The process can be broken down into two main areas, that is, projects which can be completed through use of all resources available and projects which can be completed using limited resources. Projects with limited resources can be stretched over a time-span until such time that the resources are readily available. Where the resource requirements exceed the available resources, it is wise to postpone the project’s task a later date. A work-based structure for resource allocation looks into stage, phase, and task/deliverables. Resource leveling also takes into consideration task dependencies. Task Name Bulding Project 1. Start on site 2. Structure 2.1 Foundation 2.2 Piling 2.3 Pile caps & ground beams 3. Column & Beams GF 3.1 Columns GF 3.2 Beams GF 4. Columns & Beams FF 4.1 Columns FF 4.2 Beams FF 5. Columns & Beams SF 5.1 Columns SF 5.2 Beams SF 6. Columns & Beams TF 6.1 Columns TF 6.2 Beams TF 7. Envelope and Claddings 7.1 Envelope and Claddings GF 7.1.1 PCC GF 7.1.2 Blue brickwork external skin GF 7.1.3 Door & windows GF 7.2 Envelopes & Claddings FF 7.2.1 Zinc cladding FF 7.2.2 PCC FF 7.2.3 Window FF 7.3 Envelopes & Claddings SF 7.3.1 Zinc cladding SF 7.3.2 PCC SF 7.3.3 Window SF 7.4 Envelopes & Claddings TF 7.4.1 Zinc cladding TF 7.4.2 PCC TF 7.4.3 Window TF 8. Project Completion Safety risk in construction Risk management has over the years grown to occupy a central role in not just in the construction industry but across all industries. Its rapid evolution has seen it play a more central role as emerging technologies are applied to ensure its successful accomplishment. Today, it is a major component of enterprise management and revolves around risk recognition and mitigation, compliance with regulations, market valuation increment, and optimization of asset use (Lewin, 2006). Thanks to emerging technologies, these can now be converted into a single risk management unit (Baker, 1996). In contrast to risk managers in other sectors who have to only deal with real-time risk measurement/mitigation, risk managers within the construction industry are inherently faced with the challenge of with increased complexities due to sophisticated nature of the modern construction industry as well as its intertwinement with other industries (Clifford, 2003). Optimization of returns and minimization of risks in plant usage, delivery schedules, market balance and cash flows remains a formidable task that the managers have to reckon with (Allan, 2006). According to Cris et al (2002), effective risk management involves four important aspects, namely, 1. Understanding the risk 2. Organizations self-awareness and hence building of protection strategies. 3. Increased awareness and quick responses. 4. Security posture sustenance Considered in this paper is Active Risk Management which allows construction teams to integrate cost, schedule, as well as risk data. More particularly, the platform allows collection of risks from staff, contractors, as well as suppliers, analyzing the risks, assigning responsibilities, and determining of the impact of the risks to the project schedule and its costs. As a matter of fact, Active Risk Manager (ARM) is global leading Enterprise Risk Management (ERM) package. In contrast to conventional, compliance-focused “GRC” solutions, it delivers far much value as well as capability to the users. It enjoys a robust and uniquely integrated approach, and is the Risk Management solution addressing risk management requirements of entire organization. Its capabilities range from management of project and program risk to strategic business planning, and it also assists the organizations in identification, analysis, control, monitoring, mitigation, and reporting off risks across the entire project/enterprise (Raz & Michael, 2011). Today, this risk management technology is used to power ERM amongst top world organizations including London Underground, Crossrail, UK MOD, Saudi Aramco, and Rio Tinto, among others (Bing, Akintoye, Edwards, & Hardcastle, 2005). In general, it provides a realistic ERM solution complete with modules which add value to, in addition to increasing effectiveness of risk management within an organization ARM is developed such that it is easy to use and accelerates adoption of continuous risk management processes throughput a project/organization’s operations. It offers a holistic and integrated ERM system which makes certain that there is greater visibility of critical risks, lower possibilities of unexpected events and makes available a holistic audit trail. Lean philosophy in construction Implementing lean philosophy in construction is concerned with application of lean thinking to construction industry. It entails enhanced delivery of finished construction project to match and even exceed client expectations. Despite the substantial differences operations and supply chains in construction and those in manufacturing, lean philosophy is equally applicable. As a matter of fact, Lean focuses on development of program which helps to effectively meet the needs of customer, the first time a product/service is offered. This essential objective is achieved through close corporation with the client in order to deliver as per their needs. Lean places value on value delivery and cost minimization in contrast to reduced quality for reduced costs. Additionally, lean construction is possible through improved processes as well as removal of elements which compromise quality. Design is therefore of extreme importance and so is involvement of experts. It is further of extreme importance that there is a clear strategy/policy framework that takes into consideration all elements involved in construction process. It is a fact that lean philosophy is a tool that helps in delivery of successful supply chain management, whether in a manufacturing or a construction industry. Equally, a well-managed supply chain is necessary in order to successfully implement lean philosophy. For a number of organizations, supplier base rationalization is fundamental, and a reduced, manageable and meaningful list of suppliers who are capable and willing to deliver organizational needs is important. Probably, amongst the most effective means of applying lean thinking engagement of a construction lean improvement programme. As a matter of benefits of lean philosophy implementation in construction are numerous. Research has for instance proven that successful application of lean can lead to potential consistent savings amounting to 30% when compared against traditional construction approach (Perry & Hayes, 2009). Further, lean philosophy is believed to bring about shorter order fulfillment lead times. Additionally, lean philosophy guarantees less project down-time, increased innovation, and true cost reduction. Evidence of usage of lean thinking has revealed that there are lots of benefits to be made from application of lean principles to construction (Tinsley, 2005). Other benefits often associated with lean philosophy in manufacturing include improved productivity, increased reliability, improved quality, more client satisfaction, increased predictability, shortened schedules, less waste, reduced cost, enhanced build-ability improvements to design, and improved safety. It is important to note that a lean organization uses lean philosophy across its entire operations, which is the sole means through which a lean enterprise is created and the benefits are fully achieved. As a matter of fact, lean enterprise stands out as a complex socio-technical system that consists not solely of Core Company but of company relations aimed at providing mutual benefits via collaboration. References Allan, N. (2006). Strategic risks: thinking about them differently. Proceedings of ICE Civil Engineering 159, p. 10–14 Baker & M. (1996).Infrastructure project: The Guide to Financing Power Projects. Playhouse Yard: Euromoney. Bing, L., Akintoye, A., Edwards, P. J., & Hardcastle, C. (2005). The allocation of risk in PPP/PFI construction projects in the UK. International Journal of Project Management, 23, pp. 123. Clifford, C. (2003). Infrastructure project. London: IFR Publishing. Lewin, C. (2006). Enterprise risk management and civil engineering. Proceedings of ICE Civil Engineering 159, p. s 4–9 Paper 14895 Perry, J. G. & Hayes, R. W. (2009). Risk and its management in construction projects. Proc. Insin Civ. Engrs. Part 1, p. 499—52. Raz, T. & Michael, E. (2011). Use and benefits of tools for project risk management. International Journal of Project Management, 19, p. 9 – 17. Tinsley, R. (2005). Infrastructure project: Infrastructure project Risks, Structures and Finance ability (2nd Ed). London: Euromoney. Read More