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construction project management

Questions and Answers of Construction Project Management

Were people (other than the project manager) required to make commitments on the duration of activities? Comment on the possibility of changing this behavior.
How do you rate the risk of not fi nishing on time, and what are the factors contributing to this risk?
Discuss how they were applied and show examples. Discuss those applications which were not applied but which seem especially applicable to the project.
In the project you are studying, discuss which of the following kinds of analysis were performed:a. PERTb. CPM/time–cost trade-off analysisc. Scheduling with resource constraintsd. CCPM.
Write an essay on the reasons why projects are often late.
Discuss the differences between fast-tracking, concurrent engineering, and crashing.
Discuss the implications of resource allocation for organizations involved in multiple projects.
Consider the data about project activities given in the table below.36a. Schedule the work in such a way that each person always has only one task to perform (do not reduce the durations of
Refer to Figure 7.20. Scheduling Activity Q before Activity T would also have been a way to resolve the resource contingency. Explain why this alternative was not selected.
Refer to the network in Number 19 in “Review Questions and Problems” for Chapter 6.a. Indicate the critical chain on the diagram.b. Which one of the two resources is the constraint?c. Construct
The diagram below was drawn before it became clear that Mary would have to perform both Activity B and Activity F.a. With the realization that Mary has to do the two tasks, indicate two possible
Explain in your own words how the principle of aggregation plays a role in reducing project duration.
How would you use buffers to ensure that you are on time for appointments?What factors would you take into account when you make a decision on the size of the buffer?
For the network in Figure 7.12, what is the probability of completing each of the fi ve paths within 30 days? What is the probability of completing them all within 30 days?
Refer to the fi rst network in the above problem.a. What is P(Te < 23)?b. What is P(Te < 32)?c. For what Ts is the probability 95 percent that the project will be completed?
Given the immediate predecessors anda, m, b for each activity in the tables below, compute:a. te and V for each activityb. ES, EF, LS, and LF for each activity.c. Te and Vp for the project.
A procurement offi cer fi nds that the delivery time for a specifi c item is never less than 5 days. The worst case scenario is that it takes 30 days for the item to arrive. A delivery lead time of
Has variability in a time estimate ever caused you to be late for an appointment?Describe.
The following table gives information on a project (T in days, C in $1000s).a. Draw the network diagram. Under normal conditions, what is the earliest the project can be completed? What is the direct
The project network and associated costs (T in days, C in $1,000s) are shown below.a. What is the earliest the project can be completed under normal conditions?What is the direct cost?b. What is the
The project network and associated costs (T in days, C in $1,000s) are shown below.a. Verify that the normal duration is 22 days and that the direct cost is $3,050.b. What is the least costly way to
What are the criticisms of CPM? How and where is CPM limited in its application?
Time–cost trade-off analysis deals only with direct costs. What distinguishes these costs from indirect costs? Give examples of both direct and indirect costs.
The cost slope always has a negative value. What does this indicate?
What does the cost slope represent?
How do CPM and PERT differ? How are they the same?
Defi ne crash effort and normal effort in terms of the cost and time they represent.When would a project be crashed?
Were there any complaints about unrealistic workloads?
Was resource leveling done?
Did the functional manger(s) take responsibility for workload on resources?
If the project was done within a matrix structure, how did communication between the functional and project managers take place?
Was the workload on resources made visible?
How was the schedule reserve determined and included into the schedule?
Was all detail planning done upfront or was a phased approach followed?
At what point in the project were networks created? When were they updated?
Were networks used for scheduling? If so, describe the networks. Show examples. What kind of computer software system was used to create and maintain them? Who was responsible for system inputs and
For each of the following predecessor tables:• Draw a corresponding AON network.• Compute ES and EF for each activity.• Compute LS and LF for each activity. Find the critical path.• Determine
Redraw Figure 6.6 using the AOA method.
Suppose in Figure 6.20 everything is the same except Activity Y can start 4 days after Activity V starts, but cannot be fi nished until 6 days after Activity V is fi nished. Show how this changes the
Show that the schedule in Figure 6.23 (which produced an erratic loading for workers) yields a more balanced loading for equipment than the one shown in Figure 6.27.
Discuss the implications of resource allocation for organizations involved in multiple projects.
Level the resources for a project with the workload diagram below. In the timephased diagram at the top of the diagram, dotted lines indicate slack.8 Discuss pros and cons of the alternatives
The requirements for systems analysts and programmers for the GUMBY project are as follows:a. Compute ESs, LSs, and total slack times.b. Then show the separate resource loadings for systems analysts
Describe how resource leveling of a resource-constrained project differs from resource leveling in a time-constrained project.
Why is leveling of resources preferred to large fl uctuation of workload? What negative result could resource leveling cause?
To produce a manual, John has to write the text, after which Ann has to draw sketches and typeset the document. John can start with any section of the book(i.e., he does not have to start with
For the PDM network in Figure 6.20, calculate ES, EF, LS, and LF for all activities.
Give examples of applications of non-FS PDM. Take a project you are familiar with (or invent one) and create a PDM network.
What limitations of simple AON networks does non-FS PDM overcome? What limitations does it not overcome?
In the development of a new (fi rst of its kind) complex system, the design of a certain subsystem has large slack. Suffi cient resources are available for either an early start or a late start.
Explain how it is possible that there can be slack on the critical path. What is the implication of negative slack on the critical path?
Some projects have a fi xed due date while others have to be fi nished as early as possible, and the project manager only makes commitments on the completion date once she and her project management
Use Figures 6.5 (a &b) to draw Gantt charts for the ROSEBUD project.
Eliminate redundant predecessors from the following lists so only immediate predecessors remain. a. Activity Predecessor ABCDEECH G b. Activity B C A B, D, C, E A, B, C, D, E, F, G Predecessor
Refer to Figure 6.1 in the text.a. If the person wants to get more sleep by waking up later, which of the following steps would be useful?i. Put socks on faster ii. Put tie in pocket to put on later
Draw the AON network diagrams for the following four projects: Activity Project 1 Immediate Predecessor Activity Project 2 Immediate Predecessor AABBCDDGE ABCDEFGHI AARDDDE ABCDEFGH E, F, G E, F,
Draw the network diagram (using the AON scheme).
Show the immediate predecessors for each activity.
List the activities or work packages.
Using your experience or imagination, create a WBS.
Consider each of the following projects:a. Composing and mailing a letter to an old friendb. Preparing a fi ve-course meal (you specify the course and dishes served)c. Planning a wedding for 500
Explain the difference between ES, EF, LS, and LF.
Explain the difference between total and free slack.
Why is it vital to know the critical path? Explain the different ways the critical path is used in network analysis and project planning.
Can a Gantt chart be created from a network? Can a network be created from a Gantt chart? Which is the preferred way? Explain.
How is a WBS used to create a network and what role does a scope statement play?
Draw a network diagram of your college studies, starting with enrolment and fi nishing with graduation. Indicate the courses, projects, and exams, as well as precedence relationships where applicable.
What are the advantages of networks over Gantt charts?
What are the procured GWS in the project? Were these items managed differently than in-house aspects of the project? How were they fi rst identifi ed and then integrated into the project plan? Did
Show examples of project-level and task-level schedules. Who prepared each?How were they checked and integrated?
How were activities in the WBS transferred to a schedule? How were times estimated?Who prepared the schedules?
Was a responsibility matrix used? Show an example.
How were individuals assigned to the project? Describe the process.
How were responsibilities in the WBS assigned to the project organization (i.e., how did the functional areas become involved in the project)?
How were ongoing activities such as management, supervision, inspection, and maintenance handled in the WBS? Was there a work package for each?
Was the work package concept used? If so, describe what a work package includes. How are work packages defi ned?
Where in the WBS is project management included?
How, when, and by whom was the work breakdown structure (WBS) prepared?Describe the process used in preparing the WBS.
Is there an SOW or project charter? Describe its purpose and contents.
Is there a project scope statement? Who prepared it? Do major areas of work and deliverables of the project correspond to the scope statement?
What is the relationship between the master plan and the project proposal? Was the plan derived from the proposal?
At what point in the project was the plan prepared?
Who prepared the plan?
Describe the project master plan for your project (the plan developed at the start of the project). What are the contents? Show a typical master plan.
Consider this statement: The management of procured items can pose greater diffi culties than managing internal items. Do you agree or disagree, and why?
What aspects of the project fall under “procurement management?” Why is managing procured items just as important to project success as managing internal items? What are the issues in scheduling
If a hierarchy of schedules is used in project planning, explain whether there should be a corresponding hierarchy of plans as well.
How do you decide when more than one level of schedule is necessary?
In a hierarchy of schedules, how does changing a schedule at one level affect schedules at other levels?
Is the Gantt chart adequate for planning and controlling small projects?
How would the Gantt chart you drew in question 24 have to be changed if you were told that C and D could not begin until B was completed, and that G could not begin until C was completed? What would
Construct a Gantt chart similar to the one in Figure 5.10, using the following data:When will task G be completed? Task Start Time (weeks) Duration (weeks) 5349287 9 17822 ABCDEFG 0 6 7
How are project-level and task-level schedules prepared? What is the relationship between them? Who prepares them?
Distinguish an interface event from a milestone event. Give some examples of each. When is an interface event also a milestone event?
Distinguish an event from an activity. What problems can arise if people on a project confuse these terms?
Can a responsibility matrix seem threatening to managers and others? Why?
What function does the responsibility matrix serve in project control?
In doing this, consider the project organization and the managerial/technical staff to be assigned and their duties.
Construct a responsibility matrix using the WBS you developed in question
Figure 5.8 shows some possible types of responsibilities that could be indicated on a responsibility matrix. What other kinds of responsibilities or duties could be indicated?

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