Professional Documents
Culture Documents
Content
Project Overview
2.0
Assumptions
3.0
4.0
WBS
5.0
Activities
6.0
Expert Opinion
Past History
Mathematical Derivation
7.0
Network Diagrams
8.0
Gantt Chart
1.0
Project Overview
Background Information
1 strip mall 4 stores
Source: http://simpletreats.wordpress.com/2011/05/27/strip-malls/
2.0
Assumptions
Project Analysis has been done before signing the contract (includes project schedule)
No working on weekend
The roofing, doors and windows work are not including in the masonry work or carpentry
work.
3.0
Objective
Materials $ 1 million
Approach
4.0
WBS
1.0
Strip Mall
1.1
1.2
General Conditions
1.1.1
Sign Contract
1.1.2
1.1.3
Submit Schedule
1.1.4
1.1.5
Inspection
Construction
1.2.1
Land Clearing
1.2.2
Support facilities
1.2.2.1 Build
1.2.2.1 Clean
1.2.3
Foundation
1.2.4
Roof
1.2.5
Floor
1.2.5.1 Pour Concrete
1.2.5.2 Masonry work
1.2.5.3 Tiling & Carpeting
1.2.6
1.2.7
Wall
1.2.7.1 Steel erection
1.2.7.2 Masonry work
1.2.7.3 Carpentry work
1.2.7.4 Painting
1.3
1.2.8
Car Park
1.2.9
Procurement
Infrastructure
1.3.1
Plumbing
1.3.1.1 Rough Install
1.3.1.2 Finalize Install
1.3.1.3 Test & adjust
1.3.2
Electrical
1.3.2.1 Rough Install
1.3.2.2 Finalize Install
1.3.2.3 Test & adjust
1.3.3
1.3.2
______________________________________________________________________________
1.0
Strip Mall
1.1
1.2
General Conditions
1.1.1
Sign Contract
Sign Contract
1.1.2
1.1.3
Submit Schedule
Submit Schedule
1.1.4
1.1.5
Inspection
Inspection
Construction
1.2.1
Land Clearing
1.2.2
Support facilities
Land Clearing
1.2.2.1 Build
1.2.2.1 Clean
Cleaning
1.2.3
Foundation
Foundation
1.2.4
Roof
Roofing
1.2.5
Floor
1.2.5.1 Pour Concrete
Masonry work
1.2.6
1.2.7
Wall
1.2.7.1 Steel erection
Steel erection
Masonry work
Carpentry work
1.2.7.4 Painting
Painting
1.2.8
Car Park
1.2.9
Procurement
Procurement
1.3
Infrastructure
1.3.1
1.3.2
Plumbing
1.3.1.1 Rough Install
Rough Install
Finalize Install
Electrical
1.3.2.1 Rough Install
Rough Install
Finalize Install
1.3.2
5.0
No.
Rough HVAC
Finalize HVAC
ACTIVITIES
WBS
WBS Item
Success
8
Item
No
1.0
Name
A1
1.1.1
Contract
Small Commercial
Property Project
Initial
Sign Contract
A2
1.1.4
A3
A4
1.1.3
1.1.2
Bond and
insurance
Schedule
Building
permit
B1
B2
B3
1.2.9
1.2.1
1.2.2
B4
B5
B6
B7
1.2.3
1.2.8
1.2.7.1
1.2.5.1
B8
B9
1.2.5.2
,
1.2.7.2
,
1.2.7.3
B10
B11
1.2.4
1.2.6
B12
B13
1.3.1.1
1.3.2.1
Carpentry
work
Roof
Window &
Door
Rough Install
Rough Install
B14
1.3.3.1
Rough Install
C1
1.2.7.4
Painting
C2
C3
C4
C5
1.3.1.2
1.3.2.2
1.3.3.2
1.3.4.1
Finalize install
Finalize install
Finalize install
Install
C6
1.3.1.3
,
1.3.2.3
,
1.3.3.3
Procurement
Land Clearing
Support
facilities
Foundation
Car Park
Steel erection
Pour concrete
Masonry work
on
(days)
199
sors
ors
None
A1
A2, A3,
A4
B1,B2
2
7
A1
A1
B1,B2
B1, B2
135
15
10
A2,A3, A4
A2, A3,A4
B2
C1
B3
B4,B5
10
10
10
20
B3
B3
B4
B6
B6
C1
B7
B8
20
B7
B9
Carpentry work
10
B8
B9
Roofing
Doors and windows
20
10
B9
B10
Rough Plumbing
Rough electrical
10
10
B11
B11
B11
B12, B13,
B14
C1
C1
Rough HVAC
Finishes
Painting
B11
C1
10
B12, B13,
B14
C1
C1
C1
C1
C2,C3,C4
, C5
C6
C6
C6
C6
C2, C3,
C4, C5
C7
Construction
Procurement
Land Clearing
Construction
supporting facilities
Foundation
Build Car park
Steel erection
Pour concreteflooring
Masonry work
Finalize plumbing
Finalize electrical
Finalize HVAC
Install Security &
Fire System
Test and adjust
10
10
5
10
5
C7
,
1.3.4.2
1.2.5.3
C8
C9
1.2.2.2
1.1.5
6.0
Tiling &
Carpeting
Clean
Inspection
15
C6
C8
Cleaning
Inspection
5
10
C7
C8
C9
None
Expert Opinion
Positive
Professional analysis
Experiences
Negative
Unfamiliar
Innovation
Do not over rely experts
Past History
Project past history
Analogous project past history
How similar
Expertise and experience level
Scale
Environment
Technology
Mathematical Derivation
Advantages
Objectives
Disadvantages
Unstable elements
Parametric Estimation
Useful Approaches
Have a quite similar successful project
Past history
Individual activities are unciased
Mathematical derivation
10
7.0
Network Diagrams
Easy to monitor
Impact assessment
Rescheduling
The benefits of AON are centered primarily in the fact that it has becomes the most popular
format for computer software packages, such as MS Project 2010. Hence, as more and more
companies use software-based project scheduling software, they are increasingly using the AON
method for network diagrams. The other benefits of AON are to place the activity within a node
and use arrows merely as connection devices, thereby simplifying the network labeling. This
convention makes AON networks very easy to read and comprehend, even for novice project
managers. The primary drawback with AON networks occurs when the project is very complex,
with numerous paths through the model. The sheer number of arrows and node connections
when multiple project activities are merging or bursting can make AON networks difficult to
read.
11
(a)
the penalties that the contractor will be forced to absorb should the project
be late. In this case, the decision is based on the fact that top management
has informed the project manager that he has some discretionary money to
spend but the project cannot be late, suggesting that crashing makes good
sense.
(b)
Among the important questions to ask is the critical one: will crashing
Thus, the
12