Example Of Monthly Programme Chart

Published Date: 02 Nov 2017

Project management has a long history but is its modern form it’s mostly use for construction field and it’s extend back for as 20 – 30 years. Much of the earlier the principles and practices of project management was developed in United States, although the charted institute of building published its seminal work on the subject in 1979.

Project management may be defended as "the overall planning, programming, coordinating, controlling, monitoring, scheduling, organizing" of a project from inception to completion aimed at meeting a client requirements in order to produce a functionally and financially viable project that will be completed on time within necessary cost and to the required quality standards.

Pre – tender stage

Since the character of any construction project is largely pre-determined by the priced tender then it follows that there need for concerted discussion and planning at the estimate stage. When preparing a tender the estimator must obviously look into the methods and the timing of operations and to enable him to consider the contract as a whole rather than as a series of isolated events he must of necessity prepare an outline program. Some objectives of planning are,

Identify the company past experience and the knowledge of I its various departments and specialist.

To assist the estimating department by delegating certain task to other interested personal

To eliminate future argument between estimator and supervisor on such matters methods, output rates, preliminaries and on –costs.

To ensure a realistic tender by coordinating technical theory with current practice

To improve ratio of awards/ tenders submitted by reason of the increased attention to detail and the advantages of cooperation.

Enquires and invitations to tender should be classified as director or general manager level into:

Those definitely wanted for policy employment or other important reasons.

Those desirable at the right price

Those not obviously attractive.

Only the first group will be accorded the full treatment whilst the others will receive

Modified shares of the time and manpower left available. Informal planning meetings

Should be held as required a preliminary one for briefing everybody and delegating responsibilities and perhaps a final one for coordinating and approving the ultimate decisions. Consideration may be given to the preparation of the following documents.

Tender summary of inquiry documents including a directory of the client and his professional advisers, a description of the works, a précis of the contract condition and any special clause and any other aspects of particular importance.

Master file of correspondence reports and notes of meetings or conversations.

Site inspection report on site conditions, access, existing services or facilities, local labour and sub contactor position, any special circumstances, and a map pr sketch of the area. For this purpose a standard check list is useful.

Outline of program of constructing timing, probably plotted in months only.

Method statements noting any particular methods of construction or types of equipment assumed for pricing purposes.

Organizing scheme including schedules of site personal, accommodation. Temporary works. Extra labour allowances and any other site on costs.

Sub – contract tenders considered or used

Supplier’s quotations received for prices and delivery periods.

Financial analysis of the provisional estimate, listing separately the calculated figures for preliminaries, on- costs , labour plant and material cost, nominated sub – contractors, labour –only contractors and suppliers ,provisional sums, domestic sub – contractors, labour- only contractors, overheads and anticipated profit.

Pre –contract stage

Inception

To prepare general outline of requirements and plan future action. Set up client organization for briefing and Consider requirement and appoint architect. People directly involve in this stage is all clients interest and architect.

Feasibility

To provide the client withal appraisal and recommendation in order that he may determine the form in which the project is to proceed, ensuring that is feasible, functionally, technically and financially. Carry out studies of client requirements, site conditions, planning, design and cost. People directly involve in this stage is clients representatives, architects, engineers and quantity surveyor according to nature of project

Outline proposal

To determine general approach to lay out design and construction in Oder to obtain authorization approval of the client on the outline proposal and accompanying report. Develop the brief further with carry out studies on the user requirements, technical problems, planning designing and cost as necessary to reach decisions. People directly involve in this stage is all client interest, Architects, Engineers, Quantity Surveyors and all statutory and other approving authorities

Design Schemes

To complete a brief and design a particular proposal including planning, arrangements, appearance, constructional methods, outline specification with cist and to obtain all approvals. Final development of the brief full design of the project by architects, preliminary design by Engineer’s preparing of cost plan and full explanation report, submission of proposal for all approval. People directly

Involve in this stage is all clients interest, Architects, Engineers, Quantity surveyor and all statutory and other approving authorities.

Detail Designs

To obtain final decision in every matter related to design, specification, construction and cost. Full design of every part and component of the building with collaboration of all concerned. Complete cost checking of designs. People directly involve in this stage is Architects, Engineers, Quantity Surveyors and other specialists.

Production information

To prepare production information and make final detail decisions to carry out to work. Preparation of final production information like drawings, schedules and specifications.

Bill of quantities

To prepare and complete all information and arrangement for obtaining tender. Preparation B.O.Q and tender document.

Tender action

To obtain an acceptable tender. Preparation of estimates and tender

Planning, Programming And Monitoring

Short Term Planning

To be wholly effective a planning must be a continuous activity an attitude of mind rather than a once- for- all operation. Hence the preparatory ground work of contract preliminary or project planning must be extended by regular short – term planning and programming on the site. The purposes of this systematic and analytical pattern of thinking include the following objectives:

To encourage the actually site management to look ahead to foresee future requirements and hence avoid delays.

To review the actual progress achieved to check performance and either to take corrective action for shortcomings or take advantage of any gains.

To incorporate any design modifications or to facilitate improved production techniques in the light of fuller information or further investigation e.g. work study.

Weekly Program

Where applicable a finer control of production may be achieved by preparing weekly programme. However, still necessary to take a forward view each month, by listing from the section programmes the operations to be attempted during the coming month, and checking the requirements exactly as before.

The programme chart is drawn up as before but for one week ahead only and perhaps indicating hours. Daily planning meetings are held each afternoon and gang work lists (probably with target hours) produced for the next day’s tasks. Obviously this refinement requires some full-time planning assistance and pre- supposes the existence of reliable outputs standards but it does ensure a maximum utilization of labour and plant and facilities more accurate and effective incentive techniques.

Example of Weekly Schedule

Figure - 01webexclusive_porrill-constructing-3.gif

3.3 Monthly Program

The end of month a programme is prepared by the site manager for the next four or five weeks ahead. Alternative the period may be varied to coincide with particular stages of work e.g. foundations, frame, cladding, finishes, etc… and for this reason it is sometimes more usual to refer to this as a stage programme. The layout of chart is as before but it shows weeks and days with weekend rest periods. Relevant operations are transferred from the existing programmes. Together with any work outstanding from the previous periods and any additions or items brought forward for any reason. Headings may be further broken down such as brickwork into lifts and additional minor items can be included. Drafting the stage programme is a technique similar to that describe for section programmes but it requires even greater attention to the avoidance of double- handling and the maintenance of continuity of work for both labour and plant.

Every operation must then be systematically checked to ensure that the essential information. Material, plant and labour are or will be available, and the proper corrections made where necessary. Any sub –contractors not yet on site must be advised of firm starting dates, and any possible bottlenecks or barrier should be thoroughly investigated and obviated.

Weekly planning meetings are usually held on a Friday to review the current progress against planed production and to consider the nest week’s commitments under the stage programme. All trade section foremen and sub-contractors should be present so that interrelations can be discussed and overlapping demands for equipments can be settled. As a results of these meetings work list are prepared for each gang, detailing every task for the coming week. So the ganger or charge hand can organize preparatory work ahead and proceed from job to job without delay or waiting for fresh directions. Extra items can of course be added as they arise and the list can easily be extended to serve either as an allocation sheet for cost purpose or as the basis for a bonus scheme. Completed work is ticked off and the reasons noted for any task not performed so that the appropriate action can be taken.

Example of Monthly Programme chart

Figure - 02gantt.JPG

3.4 Critical Path Analysis (CPM)

CPM techniques have been use on projects now for some 30 years and having proved their value as a tool for project scheduling and control. The fundamental purpose is to enable to find the shortest possible time in which to complete their project. This can do by inspection of the logic diagram.

Enter the duration on to their cards in the logic diagram for each key stage. Began at the "start" card and trace each possible route or path through the diagram to the "finish" one, adding the durations of all the key stages in the path. The path that has the highest number, the longest duration, is the critical path of the project and is the shortest time to complete the project. All other paths are shorter. All the key stages on the critical path must by definition finish on time or the project schedule will slip.

This is where reality hits – is the project total time what the client actually requires? If it is a long way out do not worry yet as most project managers expect this to happen. Importantly estimates are based on people’s perceptions. The job is to attempt to compress the schedule to a time that is both real and achievable and satisfies our client. To do this we need to make use of another valuable tool of project management – programme review and evaluation technique (PERT) this tool allows analyzing the logic diagram to confirm:

The critical path – confirmation of inspection

The start and finish times of all the key stages

The amount of spare time available in the non- critical key stages.

Example of CPM chart

Figure - 03pert_hardware_small.png

3.5 Line of Balancing (LOB)

Example of LOB chart

Figure - 04Line-of–Balance (LOB) method is a project planning and control method which in projects with repetitive nature has proved to be more efficient than the network techniques like CPM and Petri-nets. Much of the reason for superiority of LOB to other planning methods is because it considers an additional dimension (unit of production) in the representation of the activities. Unfortunately the most well known project management software like MS Project and Primavera do not provide any feature to develop LOB plans.gif_22a.gif

3.6 Work Breakdown Structure (WBS)

The work breakdown stricture is a means of graphically presenting the work of the project in a readily understandable format. The project key stages from the highest level of the WBS which is then used to show the detail at the lower levels of the project. Each key stage comprises many tasks identified at the start of planning and later this list will have to be validated. Expending the WBS to the lower levels is process of multi layer planning use throughout the project.

3.7 Review Project Budget

Begin by updating the project work breakdown stricture (WBS) with all the lower level detail or at least as much at this stage. This is the easiest way to work out the cost of each based on,

Capital equipment costs

Resource direct costs based on cost rates

Revenue costs for the project team – material, expenses, etc…

Indirect costs – chargeable overheads, etc…

With the costs of each key stage identified and can be produce an operating budget – the real budget for project control purposes. If it varies significantly to the original approved budget were given by the project sponsor then this variance must be investigated and the conflict resolved. If an increased cost is identified then the customer will need to be consulted for approval. Prepare for this discussion by deriving some alternate options when optimizing the schedule earlier. Keep a record of all costs for control measurement and variance analysis project proceeds.

Example of WBS structure

Figure - 05WBS.jpg

3.8 Establishing Milestone Schedule

Since these are all significant events that are due to occur during the execution of the project. The milestone is a flag or signal at some clearly defined point in the project. That signal indicates that something special should have happened or is about to happen, the milestone is a point of control, placing target point in the project schedule for certain events to be signed off as completed. Some common events given the status of project milestone are:

Completion of a key task. E.g., providing to output to third parties

Completion of one of the project deliverables

Stage generation of benefits

Completion of third party significant event. E.g. acceptance tests.

Completion of third party activity E.g. delivery of equipment or data

Financial audit point

A project audit point

A quality audit point

Completion of a significant stage of work ( possibility a critical element )

A significant decision point E.g. abort the project

Completion of a project stage to release further findings.

Each key stage client to suggest the milestone in their key stage and agree these in team meeting. The frequency of milestone in a network must be sufficient for effective control, record the list of milestones on a schedule and on the Gantt chart. For effective control all milestones must be measurable with clearly establish metrics – apply the SMART test used with deliverables earlier.

Example of Milestone Schedule

Figure - 06

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3.9 Risk Assessment

All projects have risks at the outsets because of many unknown factors. Some of which removed during the planning stage. The risk could be due to external or internal factors. In practice risk disappear and new once appear as the project progress. Risk assessment requires answers to some key points

What exactly is the risk?

How serious is it as a threat to the project?

What could be done to minimize its impact on success?

We have to hold a brainstorming session to identify as many potential risks as possible think of anything that could go wrong to the project progress. Having identified and review list making sure none are repeated then record them on a project risk log giving each a number, name and the date identified. Then attempt to establish two characteristics for each risk

What is the probability of it happening – based on currently available data?

What is the likely impact on the project if it happens?

3.10 Time limited scheduling and estimates

There is always a conflict when a completion date is imposed on project before any work on estimate is carried out. This imposed date is outside your control completely so you would have to try and compress estimates to fit the plan. To a limited degree this is acceptable as a target but too often this process moves you into a totally unreal situation faced with mission impossible. Importantly prepare realistic estimate to derive a clear case and state:

What can deliver in the time

What cannot deliver in the time

Why can only meet part of the objectives of the project

3.11 Progress Reporting

Keep reports short using templates but expect to make a more detailed presentation occasionally at a full project review. Focus the reports on the project milestones

Short summary of progress

Milestones due and completed

Milestones due that have slipped

Corrective actions put in place because of slippage

Milestone due in next reporting period

Issues escalated and waiting for decisions

New issues escalated

Forecast of project completion

Reasons for any revision of previous forecast.

3.12 Progress Meetings

Regular progress meetings are an essential part of the project control process to review the current states at any time. Take specific actions to make them effective. Everything that has happened before the meetings and remembers that time spent in a meeting is time lost to project work so,

Keep status short meetings

Keep meetings to the point and focused on exceptions

Avoid diversions

Start and finish on time

Have the update key stage Gantt chart available for reference

Identified the outstanding issues but do not try to solve them in the meeting set up separate discussion with the relevant people.

Focus to the team to ask:

What has been completed on time?

Any outstanding exceptions to the work done?

What actions agreed earlier is incomplete?

When outstanding action plans will be complete?

Which milestones are completed on time?

Which milestones have slipped?

Are action plans in place to correct slippages?

Any risk escalated to issues?

Issues still waiting to be resolved?

Any resource capacity changes forecast

What work is to be done in the next period?

Which milestones are due in the next period?

What problems are anticipated in the next period?

Any risks that could affect the work in the next period?

Any problems anticipated with third party contracts in the next period?

Any team performance problem and issues?

Always have flip chart stand in the meeting room and record agreed actions on the sheet as they occur with responsibility and target completion date. The action list the most important document to come out of the meetings and this is the starting point of the next meeting checking all agreed actions have been completed.

(Task 02)

Introducing a Personal Plan

A personal plan is a scheme whereby current and future staffing needs and levels are identified and worked towards with a view to ensuring they are matched as a precisely as possible.

To compile an effective plan it is sensible to begin by assessing the current situation in particular present staff needs and existing staffing levels. Adjustments can then be made to bring these into line with each other.

Next, likely influences upon staff needs have to be identified. These influences can be categorized in organization chart (figure ). All influence must be considered fully and carefully.

Then, probable changes to staff levels need to be recognized. These can be classified as internal changes within the workforce and external ones to the labour market. Again, these must be studied comprehensively and in a conscientious manner.

Finally, the future position can be analyzed in terms of both future staff needs and forthcoming staffing levels. Consequently, a personal plan can be created and adhesive to although on a loose and flexible basis.

Example of Organization Chart

PROJECT MANAGER

SITE MANAGER

Safety Officer

Quality Engineer

Planning & Chief Engineer

Quantity Surveyor

Structural Engineer

Civil Engineer

Landscaping Engineer

M & E Engineers

Hydraulic Engineer

Accounts Clark

Supervisor

Supervisor

Supervisor

Supervisor

Supervisor

Concrete, Reinforcement, Masonry, Roofing, Plastering, Painting, Carpentry, Tilling, etc... Sub contractors

Landscaping sub contractor

Hydraulic sub contractor

Electrical and Mechanical Sub contractors

Figure - 08

Studying existing vacancies

Job analysis is the systematic process of accumulating information about and appraising all aspects of given job. It is important to gather up as much data form as many sources and to assess it as fully as possible as successful recruitment develops from this initial analysis.

A job description is a document outlining the main purpose takes and responsibilities if a job and can be used throughout recruitment and employment assuming that it contains sufficient detailed and accurate facts laid out in an easy to understand style.

A person specification a document which sets out the skills knowledge and experience needed to do a particular job properly. Like the job description it can be referred to during recruitment and employment if it includes relevant contents, all stated in a clear and accessible style.

Various acts have been passed which prohibited unlawful discrimination with regard to sex race or disability. These must be understood and adhesive to. Discrimination on the grounds of age or sexual preferences should ideally be avoided too. A person ability to do the job is certainly should be the concern and measure.

Looking for application

To fill a vacancy existing employees can be transferred or promoted from within the organization in accordance with the personnel plan. Usually the advantages of this outweigh the disadvantages. Vacancies can be advertised in various ways most notably via memoranda notices and staff newsletters.

Alternatively people can be recruited externally although any benefits associated with this are normally executed by the difficulties, time and costs involved. Vacancies may be promoted in numerous ways. The most common one are word of mouth, notices, job centers, privet employment agencies, colleges and universities, the press and the radio.

To choose a suitable source of recruitment, it is advisable to judge each one according to whether or not it reaches the right types of people in the right numbers and at the right price.

Recruitment advertisements should be based upon the appropriate job description and person specifications contain as much relevant information as possible and are set out in an attractive and appealing manner. Responses should be evaluated to assess the effectiveness of the sources of recruitment and the advertisements themselves.

Shortlist application.

The application form is the most popular screening method used today. Its advantages usually exceed its disadvantages assuming that it is devised carefully in terms of its questions layout and style.

Letters of application can be requested either alone or with a curriculum vita which sets out the same information although in a more structured format. The benefits and drawbacks of this approach tend to cancel each other out.

The telephone is the least used screening method although its pluses can outweigh its minuses if calls are handled properly. A telephone interviewer needs to ask the right question is a sensible order and to phrase them in the most appropriate manner.

To pick a suitable screening method it is wise to assess each one in relation to the recruiter’s wants, the applicants’ preferences and the time and costs involved on each occasion.

All applications should be acknowledged on receipt and assessed alongside the job description and person specification. Potentially ideal candidates should then be invited for an interview with the remaining applicants being rejected in a pleasant and friendly manner.

Interviewing candidates

To prepare properly for interviewing candidates decisions need to be made about the types of interview to be conducted their lengths and locations. An interview plan must be drawn up which will vary from one candidate to another.

The aim at the beginning of an interview is make sure that both the interviewer and the interviewees are as prepared and as relaxed as possible. A communicate should be established upon getting together and going into the interview room.

Each and every interview must follow a loose and flexible plan typically covering the organization the job, education, work experience, interests and ambitions. A mix of different types of question needs to be asked to obtain the necessary information.

To end an interview correctly the candidate should be given the opportunity to ask questions which must be answered fully and accurately. It should be rounded off in a friendly but brisk manner without indication success or failure. Decisions are made late on when all of the interviews have concluded.

Testing candidates

Test should be added to the selection process as and when necessary especially if key criteria are hard to assess in other ways or the job is of particular long –term importance. However, testing is a specialized and costly producer. Recruitments need to be trained or must bring in experts to run testes for them.

Individual tests can be divided in three ways. Like personally, intelligence and aptitude tests. These need to be obtained from a reputable test supplier who will provide training or conduct them as appropriate.

Group testes can be separated into two categories discussions and problem solving activities. It is sensible to bring in specialists to carry out these tests and to monitor and assess then in a professional manner.

Selecting employees

A selection decision must not be made until after each and every interview and test has been carried out. All accumulated information can then be compared to and contrasted with requirements like qualifications and previous experiences. A first choice candidate should be identified with two or three others kept in reserve just in case.

A job offer may be made by via e-mail or by appointment letter. It is sensible to make it conditional typically upon receipt of satisfactory references and perhaps a medical examination. Once the offer has been accepted and conditions have been met the reserves can be rejected as pleasantly as possible.

A recruit should be inducted into a new job quickly and smoothly. This process begins during recruitment continues with a special, induction programmes like site inductions and safety inductions and progresses through the early weeks, Provide initial training as soon as possible and he or she has settled in and is doing well, then Permanent employment will usually be confirmed.

 

Developing a personal plan

To develop a personal plan it is important that staff needs are evaluated on an ongoing basis with particular attention being given to the internal and external influences upon these requirements.

Similarly, staffing levels must be monitored regularly especially with regard to internal developments within the workforce and external developments in the labour market.

A personnel plan can be maintained if staff requirements and levels are adjusted and updated as often as possible. Consequently, levels can be adjusted to match requirements precisely as time goes by.

Have regular meetings with the team to identify their needs to improve performance.

Provide ongoing training and provide assistance to the team to fulfill their duties.

Project Team Termination

Perform an exit interview

Retrieve any keys, smart cards, IDs, or other physical access devices

Notify human resources of the termination and have them arrange the final paycheck including vacation pay. HRM should also discuss the cessation or transfer of benefits (health insurance, life insurance, stock options, retirement, etc.) with the employee.

Arrange to return any personal property of the employee from their work environment. This should include a review of any removable media and documentation for proprietary or confidential data belonging to the organization.

Provide service letters or service certificates at the project termination

 

(Task 3)

Regular And Pocket Meetings

This is one of the major monitoring methods of sub – contractors and to identify what kind of problems or issues they all ready have or will be have and try to find solutions with them. Categorizing of each sub- contractors meetings (pocket meetings) and finally conducting regular meetings with all sub- contractures together and try to communicate in sustainable manner.

Safety Measures

Including safety meetings and safety briefing with all sub- contractors and provide some specifications and information how to keep works in safety way. Initially, organizing by some training sessions and providing by material and resources and guide them how to do it in proper manner.

Comments and Feedback

This is really important for maintain professionalism polite way but unfortunately most organization doesn’t much concern to do this. Especially, motivating sub- contractors and try to associate their help and needs again in future. This can be help improving their performance after what they have done and try to make correction their mistakes and corruptions by comments after end of their contract and sending thank you letter for feedback to motivation of them.

Financial and Technical Capacities

To monitor their technical requirements before awarding sub contract works because we have to make sure that company can do higher quality performance with necessary time schedule and much lower cost. It can be find out check what are the previous construction works they have done all ready. Importantly, we must check their financial capacities especially, with the labour payments under rules and regulations.

Coordinating and Communicating

Communication with sub – contractors are highly important because we have to mention what they want to do and what we want to require in our scope. Sometimes they have language problems with the documents epically in labour supply sub contractor and he unable to achieve their target. So we have to communicate with them in sustainable way and explaining, instructing, indicating, of specifications and try to understand what their issues also.

Coordinating with the sub- contractor can be more output in proper way especially categorizing of works and prepare target in reasonable time. If we preparing many items of works might be he cannot complete before in due dates so we have to make sure what the area is if they can do and categorizing of their works can be have much more sustainable production.

Supervision

Inspection of sub – contractors works is must important method of monitoring and it should be have proper guidance their works. It is having assistance to their team to fulfill their duties.

Conclusion and Recommendation

In my point of view, Project management is the process of the application of knowledge, skills, tools and techniques to project activities to meet project requirements that is project management is an interrelated group of processes that enables the project team to achieve a successful project.

These processes manage inputs to and Produce outputs from specific activities; the progression from input to output is the center of project management and requires integration and reiteration. For Example, a feasibility report could be an input to a design phase; the output of a Design phase could be a set of plans and specifications. This progression requires Project management skill, expertise, tools and techniques, including risk Management, contingency development, and change control.

So as I project manager and I have to be:

Expected to demonstrate proven skills in the use of project tools and techniques

Expected to demonstrate effective team leadership skills

Limited in authority to secure resources

Forced to work across department boundaries

Expected to conform to establish working practices

Working with the unknown and unpredictable

Expected to maintain control in a situation subject to risks

Expected to maintain an agreed schedule subject in spite of issues arising.