Step 1: Get the Vision
The first thing you need to do is to sit down with your Project Sponsor and agree on what needs to be delivered and by when. You need a hard and fast project end date. You need to understand why this end date is important to the business and the impact if you go past it. Only then, will you have a solid stake in the ground, against which you can measure progress.
Step 2: Hire the Best
Great teams deliver great projects. So it's critical that you hire the best people you can afford to bring on board. Try and "borrow" experts from within the business, and "beg" your Sponsor for more cash to recruit the best in the market. Don't fall for lesser skilled people that you can find more easily. It always takes time to find top people, but they will deliver better results in a faster period of time. And they will be easy to manage!
To hire the best, make sure you've clearly specified the roles first. Then advertise the roles widely within and outside the organization. Keep the initial interviews short (30 minutes) and interview as many people as possible. Put less than 5 people through to a second interview and only 2 on your shortlist, before selecting your final candidate.
Step 3: Set the Scope
With a great team and a clear delivery date, the next step is to define what it is that the project has to deliver. This is called the "project scope" and it needs to be documented in depth!
List every project deliverable and describe it in as much detail as possible. You need to work closely with your customer (or the business) with this, because the deliverables need to meet their requirements and deliver the stated business benefits.
Step 4: Determine if it's Feasible
Now you need to know if you can produce the deliverables with the timeframe and resource available. In short, you need to know if the project is "feasible" or not.
To determine this, you need to work out how long each deliverable will take to produce and how much resource is required to produce it. You then need to add up all of the timeframes and all of the resource hours and check that they fit in with your resource budget and project delivery date. If they don't, then you have 3 options: Get more time, find more resource or reduce the scope of the project. It's that simple!
Step 5: Take Control and run with it
If your project passes the feasibility test, then you're ready to go! You need to plan your project and manage it day-to-day.
30 December 2009
22 December 2009
Change Management Process
Projects are typically undertaken within changing business environments, so it's inevitable that during the life of your project, there will be some element of change required. Whether a customer requests a change to their requirements, management request a change in priority or team members request a change in roles, you will need an effective Change Management Process to minimize the resulting impact on your project. So here, we have described:
How to implement a "Change Management Process"
Change Management is the process of monitoring and controlling changes within a project. By managing the implementation of change, you can:
* Reduce the impact of changes to the project
* Identify new issues and risks as a result of changes raised
* Ensure that changes do not affect the project's ability to achieve its desired objectives
* Control the cost of change within the project
Change Management is comprised of the following processes:
Step 1: Identify Change: The first step in the change process is to identify the need for change. Any team member can suggest a change to the project, if he or she believes it is needed to keep the project producing deliverables to the customer's specified requirements. After identifying a need for change, the team member records relevant information on a Change Request Form (commonly called a CRF), describing the change, and identifying drivers, benefits, costs and likely impact of the change on the project. The CRF is forwarded to the Project Manager for review and approval.
Step 2: Review Change: The Project Manager investigates the change to identify the reason for it and its impact. Then he or she decides whether it is critical to the successful delivery of the project. Changes which are not critical to project delivery should be avoided whenever possible to prevent "scope creep" (i.e. the gradual increase in scope throughout the Project Lifecycle).
If the change is deemed critical to success, the Project Manager either approves the request or seeks approval for the CRF raised. In some cases, the Project Manager has the direct authority to approval minor change requests; however, in most cases the Project Manager needs to seek CRF approval from the Project Board.
Step 3: Approve Change: The Project Board reviews the details in the CRF to determine whether or not the change should be implemented. Based on the level of risk, impact, benefits and cost to the project, it may decide to decline, delay or approve the change request.
Step 4: Implement Change: The Project Manager approves all changes, which are then are scheduled and implemented accordingly. After implementation, the Project Manager reviews the effects of the change on the project to ensure that it achieved the desired outcome, when the change is then closed in the Change Register.
Throughout the Change Management Process, the Project Manager can monitor and control changes to the project by keeping this Change Register up-to-date.
There you have it. By completing these 4 steps, you can carefully monitor and control project changes, to increase your likelihood of success.
How to implement a "Change Management Process"
Change Management is the process of monitoring and controlling changes within a project. By managing the implementation of change, you can:
* Reduce the impact of changes to the project
* Identify new issues and risks as a result of changes raised
* Ensure that changes do not affect the project's ability to achieve its desired objectives
* Control the cost of change within the project
Change Management is comprised of the following processes:
Step 1: Identify Change: The first step in the change process is to identify the need for change. Any team member can suggest a change to the project, if he or she believes it is needed to keep the project producing deliverables to the customer's specified requirements. After identifying a need for change, the team member records relevant information on a Change Request Form (commonly called a CRF), describing the change, and identifying drivers, benefits, costs and likely impact of the change on the project. The CRF is forwarded to the Project Manager for review and approval.
Step 2: Review Change: The Project Manager investigates the change to identify the reason for it and its impact. Then he or she decides whether it is critical to the successful delivery of the project. Changes which are not critical to project delivery should be avoided whenever possible to prevent "scope creep" (i.e. the gradual increase in scope throughout the Project Lifecycle).
If the change is deemed critical to success, the Project Manager either approves the request or seeks approval for the CRF raised. In some cases, the Project Manager has the direct authority to approval minor change requests; however, in most cases the Project Manager needs to seek CRF approval from the Project Board.
Step 3: Approve Change: The Project Board reviews the details in the CRF to determine whether or not the change should be implemented. Based on the level of risk, impact, benefits and cost to the project, it may decide to decline, delay or approve the change request.
Step 4: Implement Change: The Project Manager approves all changes, which are then are scheduled and implemented accordingly. After implementation, the Project Manager reviews the effects of the change on the project to ensure that it achieved the desired outcome, when the change is then closed in the Change Register.
Throughout the Change Management Process, the Project Manager can monitor and control changes to the project by keeping this Change Register up-to-date.
There you have it. By completing these 4 steps, you can carefully monitor and control project changes, to increase your likelihood of success.
10 December 2009
12 November 2009
Technical Reference data
Cement consumption
Steel tables
primavera reference guide
Useful tips for House builders
General Tips from JK Laxmi Cements
Good Construction practices from ACC Cements
Cement Overview from Ramco Cements
Steel tables
primavera reference guide
Useful tips for House builders
General Tips from JK Laxmi Cements
Good Construction practices from ACC Cements
Cement Overview from Ramco Cements
01 November 2009
22 October 2009
Project Management - A brief review
Introduction
Form the old days of the Pyramids, Temple and Palace constructions to the present day, construction techniques and materials have advanced and witnessed a phenomenal growth in its methods. Projects were monitored during the early 20th century by using Gantt charts. Henry Gantt considered the father of present day project management, used very effectively the planning and control techniques with Bar Gantt chart universally called as Gantt charts. Later on around 1950 techniques were developed by the US Navy for Polaris submarine project by way of work break down structure and the methods of CPM and PERT were born.
There are innumerable definitions and countless books available that detail and define the need and application of project management techniques and methods. The simplest definition of Project Management is that branch of organizing and managing resources (e.g. people) in a way that the project is completed within defined scope, time, cost, quality and safety constraints.
What is a project? In simple terms a project is a one-off, temporary activity with a clear start and a clear end (though some projects never seem to end); with full or part-time resources clearly assigned to it; a temporary management to set out to deliver something.
The main elements of a project being
• time
• cost
• resources
• clear roles and responsibilities
• delivery
However we end up asking ourselves with every project that we
• do not have enough time
• too few people
• people not sure what they should be doing
• too much to do
The management of this sometimes complex system often requires varying technical skills and expertise, hence requiring the development of project managers to lead projects.
.Why use Project management
As with any task, it’s common sense to create and follow a well thought-out plan. Project management helps to create that plan. It helps to focus on the objectives by documenting the needs and building the deliverables on paper before committing expensive and scarce resources to it. Project management produces information that can increase your level of confidence and communicate the expectations. It forces you to plan your resources then use them efficiently and productively. Project management helps bring efficiency to our technical challenges
The foremost challenge for any project is to make sure that a project is delivered within the defined constraints. The second, more ambitious challenge is the controlled allocation of resources and integration of the various elements needed to meet pre-defined objectives. A project is a carefully defined set of activities that use resources by way people, materials, money etc to meet the defined goals however within the constraints of scope, cost and time. This is referred as the Project Management triangle.
All the three elements are critically inter- related and any shortfall in one element or not managed adequately, will reveal itself on some other control item. For instance, a badly defined scope may increase the project costs and duration due to excessive contingency allowances.
This is more so in complex projects of high rise buildings.
Project Management techniques basically are developed around the following core segments.
• Master plan / Concept Finalisation / Scope
• Design management
• Planning & Programming
• Procurement
• Cost management
• Value Engineering & Risk Management
• Quality and Safety Management
Let’s look at these in detail for a project comprising of tall buildings / high rise structures where every aspect plays a very important role.
Master Plan
The start of the project is defined by the client’s requirement i.e., the Scope. A well-defined scope provides clear instructions and understood by all players of the project. The Scope as desired by the Client objectives is developed by the master architect and agreed by all parties in terms of its aesthetics, and is specific, measurable, attainable, realistic and constructible. In other words the product scope determines the ‘what’ and the project scope is the ‘how’. The scope defines the work breakdown, thereby reducing the project to easily definable and manageable component of work that can be resourced and scheduled. Tender documents generally define the scope of works and the deliverables. They address all the major aspects of a project, such as time, cost, quality and safety. The more detail furnished in the scope of works, the more efficient the cost and time will be in executing it. Reconciliation
Design Management
The most critical phase of the project is the Design, as it transforms itself from the initial concept of the client brief to the detailed design and then to the construction phase. Management of Design is a systematic approach to the organisation, evaluation and direction of the design process to achieve a completed project within cost, time and quality requirements of the Client.
All the related concept phase issues are reviewed at every stage commented and shaped to the final culminating point of construction drawings. This involves the coordination and interface of the various trades like Architecture, Structural, MEP, Interiors, IT and BMS. During each stage of the design a `Design Interface Matrix', is prepared to identify which elements of the design are liable to have interface problems. This identification process reduces the risk during the construction stage thereby minimise the delay of the project and its cost.
The results of the design stage should include such that it:
• Satisfies the project sponsor, end user, and business requirements.
• Functions as it was intended.
• Can be produced within quality standards.
• Can be produced within time and budget constraints.
A simple overview of a design process of a project arranged into various stages typically is described below:
Initial Concept Design
Obtain information about the site, analyse the Clients requirements and prepare outline proposals.
Scheme Design
Develop scheme design from approved outline proposals. The scheme design will illustrate the size and character of the project in sufficient detail to enable the Client to agree spatial arrangement, materials and appearance.
Detailed Design
Develop detailed design from approved scheme design. The detailed design will confirm type of construction, quality of materials and standard of workmanship.
Specifications
Prepare detailed information including drawings, schedules and specification of materials and workmanship, provide information for Bills of Quantities or similar
Contractors Design
Design carried out by contractor prior to construction from information issued by Designers.
In brief the management of design includes but not limited to
a) Evaluation of the Client's design requirements.
b) Preparation of the Client brief.
c) Review compatibility of the design with the Client brief, plan and budget.
d) Assistance with the identification of design risks and risks to the design as part of the risk analysis procedure.
e) Identification of the design objectives, the design stages, activities and elements.
f) Regular monitoring of the design development.
g) Identification of proposed design changes and their resolution.
h) Assessment of design progress related to the design schedule.
i) Evaluation as to the completeness of construction information.
j) Review of sample materials and mock ups for compliance with specification.
k) Inspection of the manufacturing and fabrication process for compliance with the design drawings, specification and construction information.
l) Inspection of the construction for compliance with the Client brief and specification.
m) Identification and agreement of the final standard of acceptance of the construction.
Planning and Programming
Planning is as important as the Design, as works need to be identified in a logical sequence of constructability. It actually starts with the sequential release of the drawings, appointment of sub contractors, identifying long lead deliverables, on time deliverables to site etc.
The commonly used phrase in every construction contract is “Time is the essence of contract”.
In essence, time control involves establishing a duration and applying it to an item of work or activity. It should be measurable to determine the progress at specific intervals against the base or original programme.
Schedules are created to plan, monitor and control that precious commodity, time. The scope of work is usually accompanied by a time restriction, which can be in a macro form or a more detailed micro form. Commonly used forms are Bar charts, software developed programs like MS Project, Primavera Etc.
The durations are developed based on actual data from previous or estimated results. Activities are then linked via dependencies called relationships. Activities can be linear or in series, or they can be in parallel with one another. By creating this network of interdependencies a critical set of activities emerges that can help to determine priorities. With the accurate input of actual progress, the schedule acts as a tool to determine current status and predict future results.
Procurement / Resource Management
Procurement include all the elements that are needed to deliver a project, such as labour, materials, money, equipment, tools and time. This involves procuring and assigning resources at the point of need in a project in order to avoid waste or delays. Resources that are introduced too early, too late or inadequately become inefficient or non-productive, thus driving costs and time beyond the plan or budget.
The key to the efficient use of resources is to determine the optimum quantity and apply them at the optimum time. Procurement of resources, managing, human and labour relations also become key functions in a project in order to ensure adherence to quality, time and costs. Resources can also be planned in the same way as costs and time are applied to items on the schedule. By applying resources to the schedule, histograms and cumulative curves can be generated, providing early resource management capabilities.
Cost & Change Management
Cost is assigning a value to the scope of works. Individual items are valued and summarised to a item-wise breakdown. Like the programming various software are available. An ideal system is to have the same basic work breakdown structure for both time and cost, thereby providing a system of measurement that serves as the initial cost plan. The value or cost of an item of work can be determined by using historical data, estimated results or research analysis. Cost is generally broken down into labour and materials, with an element of contingencies wherever applicable along with overheads and profits.
Controlling costs involves the careful procurement and assignment of resources and materials within the scope's budget or estimate. Any deviation from the scope or changes in work is a major source of cost overruns, therefore change management becomes a key function in controlling these unplanned costs.
Change is considered a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties etc. whilst the changes are dealt with in the field in order to avoid delays, it is necessary that there are well documented to show what was actually constructed. This gives the owner to review the final record and to show all changes or, more specifically, any change that modifies the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “as builts.”
Quality
Quality can be defined as that part of project management whose ability is to the deliver the end product that satisfies the defined scope requirements. More often than not in a project this element takes the brunt of the fire, when there is a time constraint or a rush to deliver within a specific stipulated period. This needs to be monitored more with a technical approach to the management of works.
A good quality system starts with a well-defined need, through the use of clear and concise scope documents, specifications and drawings. It includes factors such as materials specifications, dimensional tolerances, set procedures, inspection checklists, corrective action documentation, test reports, prevailing codes & regulations to which it has been designed and authority requirements.
It is a welcome change that, with the advent of increasing and rapid changes to the construction methods globally and the stiff competitiveness, more and more organisations have turned to standardise their systems and tend to qualify to the international standards of quality control.
Needless to say, the fewer non-conformances and corrective actions encountered the more successful the project in terms of cost and time.
Safety
It is every individual’s responsibility to ensure that people can work with a level of confidence in their personal safety. The safety of the personnel is of paramount importance.
Unfortunately, today there still continues to exist organisations that lag behind in basic worker safety practices. The goal of a safe project is to perform and complete the scope of works within a specified time, cost and quality without injury or incident or “ZERO ACCIDENTS.”
Unless the Client himself stipulates the toughest conditions and equally backed up stringent legislation, it is a very tough task to implement under the current scenario. Having said that, there is a positive approach from some of the established firms in this area. Every organisation working in projects particularly when building high rise buildings where the risks are much greater need to have a complete safety policy and procedure that adheres to or exceeds Government-regulated standards of safety. The policies and procedures should be communicated to all the project teams by means of induction, orientation, training, regular reminders, tool box talks, visual and audio communications.
Safety reporting and record keeping with eye catching visual signage are an integral part of a good safety system which help in having good work practices, avoid injury and loss of time.
Value Engineering and Risk Management
Value engineering is defined as that structured procedure directed towards the achievement of necessary functions at least resource expenditure without detriment to quality, reliability, performance or delivery.
Using our experience to assess whether the building, in part or as a whole can physically be constructed in accordance with the design. It is not a stand alone process and should be carried out in support of value management.
The exercise is carried based on, client’s needs and expected output, schedule and budget of project, and risk involved and expected performance.
The assessment takes into account
• Sequence and programme
• ease of construction and integration with other trades
• delivery
• achieving the specified quality
• preceding operations, subsequent works and risk of damage
• risk of failures and defects
• ease of manufacture and of installation
• use of tried and tested technology
• availability of materials and skills
Risk management
The potential for objectives to be affected usually -but not exclusively- adversely, by circumstances, events or discoveries. A risk can be measured in terms of likelihood and consequence.
Before start of the project a complete risk analysis is done to enable and clear understand the issues which can be dealt appropriately. The analysis should include review of but not limited to
• Prevailing site conditions and unknowns;
• Financial and economical circumstances including funding;
• Political and environmental influences;
• Design and cost uncertainty;
• Project team contractual and personal relationships;
• Health, safety and environment conditions; and
• Project insurances and warranties.
• use of materials of unknown performance;
• lack of relevant codes of practice/trade information;
• incompatibility of specified materials;
• Extent of unknown site conditions (groundworks, refurbishment etc.);
Project Execution / Construction phase
Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.
The most frequent constraint we come across are scope changes, delayed delivery, location in terms of accessibility, shortage of manpower, shortage, logistics, availability of space for man power and materials, use of construction methods and its restriction.
Detailed Design
The release of fit for construction drawings is foremost for the project to start and move forward. Design needs to be simple from the point of constructability for example a normal slab and beam crisscrossing across the floor plate is time consuming, complicated and at a disadvantage for the design of the MEP. Therefore the structural designer needs to rationalise by way of providing flat slabs and post tensioned slabs where by the speed of construction is much higher and also the MEP services can have a free run on the design.
A pour rate of one slab every week can be achieved by the above – a great benefit in today’s market of fast track projects.
Construction Methods
The execution of a high rise project is governed by the judicious use of the various methods, which in turn are dependant on the correct selection of construction equipment. The commonly used equipment in a high rise building construction site, which dictate the progress are the Tower Cranes, Hydraulic placing booms and Hoists. In today’s fast track high rise building construction these equipment have become essential and mandatory. No contracting firm can do without these, if they want to complete the job on time.
The location of this equipment should such that there is no hindrance to the construction sequence of finishing works.
Tower cranes are required to transport reinforcement, formwork, and other heavy construction materials to higher levels which cannot be done by the normal methods considering the safety, size and congested site conditions.
Tower cranes need to be located in such way the swing of them does not affect and adjoining structure or other tower cranes. The number of tower cranes required depends on the size of the floor plate, the type of material to be transported like pre-cast shear wall panels, concrete blocks, door and window frames, cement, sand , tiles, marble, kitchen cabinets etc. Erection of the tower crane and its maintenance has to be done by skilled and trained personnel.
COORDINATION
There are various coordination issues which a project manager has to deal with during the execution of the project, be design coordination, coordination with clients, contractors, consultants, sub contractors, vendors and suppliers, neigbhours, local authorities etc.
Design Coordination
The very frequently happening and always ignored aspect during the design as well as the construction stage is the co-ordination of the various disciplines viz. architectural, structural and MEP. Each design group and also construction team tend to work independently resulting in most times with redesign and rework to accommodate the other. This result in changes at construction stage thereby delays in completion and additional cost.
The primary function of the project manager in such a situation is to anticipate these aspects and have a freeze upfront at the design development stage. Coordination is critical for the success of the project.
Construction Coordination
Settings up team meetings, understanding the logical sequence of construction is the key to a successful project completion. The installation of MEP works play a lead role during the construction phase as any of these work that’s not dealt with in the manner as specified in the drawings and specifications will lead to a major disruption and abortive works. During execution phase the parties involved shall discuss and review each and every minute detail on a regular basis.
Coordination with Local Authorities
All projects need to go through the process of obtaining the approvals required from the authorities. The major one’s being planning permit, building layouts, electrical loads, fire safety, lifts, environmental etc. These approvals are to be coordinated such that some of them cannot be processed until the others are approved. Therefore a sequence and time schedule of the when the appropriate approvals and inspections are required is prepared and tied in to the programme.
Coordination with Neigbhouring owners
Construction sites located at high density residential areas, hotels etc., are susceptible to various interruptions. A good neigbhourly relationship has to be developed and the parties need to agree specially on the inconveniences that may be caused as this will affect the construction programme.
Monitoring and Controlling
Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan. Monitoring and Controlling includes:
• Monitoring the ongoing project activities against the project management plan and the project performance baseline
• Influencing the factors that could circumvent integrated change control so only approved changes are implemented
In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Given below is a typical sample of detailed functions forming part of the project management system comprising of several different types of activities such as:
1. Analysis & design of objectives and events
2. Planning the work according to the objectives
3. Assessing and controlling risk (or Risk management)
4. Estimating resources
5. Allocation of resources
6. Organizing the work
7. Acquiring human and material resources
8. Assigning tasks
9. Directing activities
10. Controlling project execution
11. Tracking and reporting progress (Management information system)
12. Analyzing the results based on the facts achieved
13. Defining the products of the project
14. Forecasting future trends in the project
15. Quality management
16. Safety Management
17. Issues management
18. Issue solving
19. Defect prevention
20. Identifying, managing & controlling changes
21. Testing and Commissioning
22. Project closure
23. Communicating
24. Archiving
Challenges & opportunities in Project Management
Project management is an ancient concept. When you constructed your house in your village, you were the architect, designer, project manager. Over the years the scope of construction have expanded and construction of several thousands and millions of Square feet are required to be constructed to strict time lines and tailored cost. In the scenario of big boost in construction activity residential, industrial & institutional demand for labour & other resources have far exceeded the availability in the market. It threw up several challenges to the construction industry and in particular Project Management Organizations. Firstly due to the increase in demand, resources particularly man-power is in short supply. Consequently there is a dilution in quality. A helper to a tradesman is now scouting himself, with insufficient experience, as a tradesman and project manager has the arduous task of picking the right man and further consequence of that is, he is available at a cost which is higher than normally acceptable cost. Add scarcity of manpower & rise in general cost of living and you know what gigantic task you are upto in sourcing the required effective tradesman. And that is not all, the expansion of activities in the Gulf region, where money is not a constraint has increased the woes of a project manager. This challenge throws another challenge on the project manager, to reduce the manpower resource and depend on mechanization & standardization. This resulted in innovative construction methods, mivan type of centering / shuttering for slabs & walls reducing the manpower. In fact an unskilled labour can assemble such a system without specialized knowledge in carpentry. Robotic machinery, ready mix concrete, in situ manufacturing of concrete are all the challenges met by project manager, but this is still not sufficient and there is a lot to do to become independent of scarce of market forces, and still reduce the cost of construction.
The other challenge the project manager faces is, the supervisory technical staff: Dilution in quality of the engineers is parallel to the situation in labour. Added to this, in the past couple of decades colleges have given priority to other disciplines like I.T & Others. In fact many of the colleges have removed civil engineering disciplines from their colleges. This created a scarcity of experienced & qualified civil engineers. The few who are available naturally demand a price which upsets the budget of construction.
In most cases, Project Management is resorted to because; firstly the client does not want to have a permanent construction organization on his back when his short term construction activity cannot keep them engaged continuously while the expenditure on their salaries is continuous. To hire & fire is easier said than done for any major organization. In fact even builders / realtors are outsourcing project management. For most of the clients, the project manager who is appointed has to be a demi God. The client hands over the responsibility to a project management consultant and expects them to complete the project in a over-optimistic short time schedule at a cost which in most cases the client decides. Client is not prepared to listen to any excuse for not adhering to the time lines. This puts an additional responsibility on the project manager. He has to be pro active, professional and result oriented. In fact a project manager has to consider the project as his own & deal with it with his feet in clients shoes.
Then there is value engineering. With reduced time lines & water tight budget provisions, value engineering becomes all the more important in project management. Architects in their enthusiasm to bring out a beautiful and aesthetic product tend to provide odd shaped columns, complicated elevations. Project Management should have back up of specialists in architecture, structural and services consultants. They have to discuss and advise the architect to strike a balance between beauty & simplicity. Similarly the structural engineer and service consultant (who should also form part of the project management) should exercise their mind to make designs optimal in cost & time. Other attributes of quality, safety etc have already been discussed.
As a consequences to challenge, there is opportunity unlimited to the project manger, In these days of outsourcing for reasons already explained, there is a flood of clients who are looking for good project management. This throws another challenge i.e. competition. There are good project management consultants, brand name management consultants (like MNC’s) and mushroom consultants. For Project Manager to grab the opportunities available, he has to be efficient & show results in all disciplines and eventually establish his own brand, when the client will swarm towards him. This is easier said than done. He has to pierce the cordons of prejudice of the clients towards brands & MNC’s and stand in level with or even higher than the brands & MNC’s. This is a slow &steady process where only dedication & determination to prove oneself will yield results
Project Close out
Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files, O & M manuals, test certificates, certificates of compliance, as built drawings and documenting lessons learned.
Closing phase consists of two parts:
• Close project: to finalize all activities across all of the process groups to formally close the project or a project phase
• Contract closure: necessary for completing and settling each contract, including the resolution of any open items, and closing each contract applicable to the project or a project phase
“If you don't know how to do a task, start it, then ten people who know less than you will tell you how to do it.”
Analysis
If you look around and query what factors cause problems in projects, these are some which you come across. The list is not exhaustive.
• Undefined scope
• Unclear objectives
• Unclear roles and responsibilities
• Vague requirements
• Lack of leadership from employer
• Lack of user involvement
• Inadequate planning
• Scope changes
• Uncontrolled change
• Inadequate monitoring and reporting
• Wishful thinking
• Inadequate communication
The role of the Project Management team and the Project Managers is they shall ensure that the issues are clarified, understood, planned and the above are averted through well systemised procedures for the success of the project.
Conclusion
The project management process starts at the inception of a project and involves the planning, co-ordination and control of all the resources required to complete it within an allotted time, an agreed budget and to a specific level of quality and safety, at a minimum of risk.
To achieve a competitive edge it is necessary to take an organised approach to work; project management can help to achieve success by providing techniques and guidance that can be applied through each stage of a job's development.
The use of project management techniques does not guarantee perfect results in all cases, but if applied and executed properly it will reduce the risk of failure and increase the rate of success.
Lastly,
“Powerful project managers don't solve problems, they get rid of them.”
Form the old days of the Pyramids, Temple and Palace constructions to the present day, construction techniques and materials have advanced and witnessed a phenomenal growth in its methods. Projects were monitored during the early 20th century by using Gantt charts. Henry Gantt considered the father of present day project management, used very effectively the planning and control techniques with Bar Gantt chart universally called as Gantt charts. Later on around 1950 techniques were developed by the US Navy for Polaris submarine project by way of work break down structure and the methods of CPM and PERT were born.
There are innumerable definitions and countless books available that detail and define the need and application of project management techniques and methods. The simplest definition of Project Management is that branch of organizing and managing resources (e.g. people) in a way that the project is completed within defined scope, time, cost, quality and safety constraints.
What is a project? In simple terms a project is a one-off, temporary activity with a clear start and a clear end (though some projects never seem to end); with full or part-time resources clearly assigned to it; a temporary management to set out to deliver something.
The main elements of a project being
• time
• cost
• resources
• clear roles and responsibilities
• delivery
However we end up asking ourselves with every project that we
• do not have enough time
• too few people
• people not sure what they should be doing
• too much to do
The management of this sometimes complex system often requires varying technical skills and expertise, hence requiring the development of project managers to lead projects.
.Why use Project management
As with any task, it’s common sense to create and follow a well thought-out plan. Project management helps to create that plan. It helps to focus on the objectives by documenting the needs and building the deliverables on paper before committing expensive and scarce resources to it. Project management produces information that can increase your level of confidence and communicate the expectations. It forces you to plan your resources then use them efficiently and productively. Project management helps bring efficiency to our technical challenges
The foremost challenge for any project is to make sure that a project is delivered within the defined constraints. The second, more ambitious challenge is the controlled allocation of resources and integration of the various elements needed to meet pre-defined objectives. A project is a carefully defined set of activities that use resources by way people, materials, money etc to meet the defined goals however within the constraints of scope, cost and time. This is referred as the Project Management triangle.
All the three elements are critically inter- related and any shortfall in one element or not managed adequately, will reveal itself on some other control item. For instance, a badly defined scope may increase the project costs and duration due to excessive contingency allowances.
This is more so in complex projects of high rise buildings.
Project Management techniques basically are developed around the following core segments.
• Master plan / Concept Finalisation / Scope
• Design management
• Planning & Programming
• Procurement
• Cost management
• Value Engineering & Risk Management
• Quality and Safety Management
Let’s look at these in detail for a project comprising of tall buildings / high rise structures where every aspect plays a very important role.
Master Plan
The start of the project is defined by the client’s requirement i.e., the Scope. A well-defined scope provides clear instructions and understood by all players of the project. The Scope as desired by the Client objectives is developed by the master architect and agreed by all parties in terms of its aesthetics, and is specific, measurable, attainable, realistic and constructible. In other words the product scope determines the ‘what’ and the project scope is the ‘how’. The scope defines the work breakdown, thereby reducing the project to easily definable and manageable component of work that can be resourced and scheduled. Tender documents generally define the scope of works and the deliverables. They address all the major aspects of a project, such as time, cost, quality and safety. The more detail furnished in the scope of works, the more efficient the cost and time will be in executing it. Reconciliation
Design Management
The most critical phase of the project is the Design, as it transforms itself from the initial concept of the client brief to the detailed design and then to the construction phase. Management of Design is a systematic approach to the organisation, evaluation and direction of the design process to achieve a completed project within cost, time and quality requirements of the Client.
All the related concept phase issues are reviewed at every stage commented and shaped to the final culminating point of construction drawings. This involves the coordination and interface of the various trades like Architecture, Structural, MEP, Interiors, IT and BMS. During each stage of the design a `Design Interface Matrix', is prepared to identify which elements of the design are liable to have interface problems. This identification process reduces the risk during the construction stage thereby minimise the delay of the project and its cost.
The results of the design stage should include such that it:
• Satisfies the project sponsor, end user, and business requirements.
• Functions as it was intended.
• Can be produced within quality standards.
• Can be produced within time and budget constraints.
A simple overview of a design process of a project arranged into various stages typically is described below:
Initial Concept Design
Obtain information about the site, analyse the Clients requirements and prepare outline proposals.
Scheme Design
Develop scheme design from approved outline proposals. The scheme design will illustrate the size and character of the project in sufficient detail to enable the Client to agree spatial arrangement, materials and appearance.
Detailed Design
Develop detailed design from approved scheme design. The detailed design will confirm type of construction, quality of materials and standard of workmanship.
Specifications
Prepare detailed information including drawings, schedules and specification of materials and workmanship, provide information for Bills of Quantities or similar
Contractors Design
Design carried out by contractor prior to construction from information issued by Designers.
In brief the management of design includes but not limited to
a) Evaluation of the Client's design requirements.
b) Preparation of the Client brief.
c) Review compatibility of the design with the Client brief, plan and budget.
d) Assistance with the identification of design risks and risks to the design as part of the risk analysis procedure.
e) Identification of the design objectives, the design stages, activities and elements.
f) Regular monitoring of the design development.
g) Identification of proposed design changes and their resolution.
h) Assessment of design progress related to the design schedule.
i) Evaluation as to the completeness of construction information.
j) Review of sample materials and mock ups for compliance with specification.
k) Inspection of the manufacturing and fabrication process for compliance with the design drawings, specification and construction information.
l) Inspection of the construction for compliance with the Client brief and specification.
m) Identification and agreement of the final standard of acceptance of the construction.
Planning and Programming
Planning is as important as the Design, as works need to be identified in a logical sequence of constructability. It actually starts with the sequential release of the drawings, appointment of sub contractors, identifying long lead deliverables, on time deliverables to site etc.
The commonly used phrase in every construction contract is “Time is the essence of contract”.
In essence, time control involves establishing a duration and applying it to an item of work or activity. It should be measurable to determine the progress at specific intervals against the base or original programme.
Schedules are created to plan, monitor and control that precious commodity, time. The scope of work is usually accompanied by a time restriction, which can be in a macro form or a more detailed micro form. Commonly used forms are Bar charts, software developed programs like MS Project, Primavera Etc.
The durations are developed based on actual data from previous or estimated results. Activities are then linked via dependencies called relationships. Activities can be linear or in series, or they can be in parallel with one another. By creating this network of interdependencies a critical set of activities emerges that can help to determine priorities. With the accurate input of actual progress, the schedule acts as a tool to determine current status and predict future results.
Procurement / Resource Management
Procurement include all the elements that are needed to deliver a project, such as labour, materials, money, equipment, tools and time. This involves procuring and assigning resources at the point of need in a project in order to avoid waste or delays. Resources that are introduced too early, too late or inadequately become inefficient or non-productive, thus driving costs and time beyond the plan or budget.
The key to the efficient use of resources is to determine the optimum quantity and apply them at the optimum time. Procurement of resources, managing, human and labour relations also become key functions in a project in order to ensure adherence to quality, time and costs. Resources can also be planned in the same way as costs and time are applied to items on the schedule. By applying resources to the schedule, histograms and cumulative curves can be generated, providing early resource management capabilities.
Cost & Change Management
Cost is assigning a value to the scope of works. Individual items are valued and summarised to a item-wise breakdown. Like the programming various software are available. An ideal system is to have the same basic work breakdown structure for both time and cost, thereby providing a system of measurement that serves as the initial cost plan. The value or cost of an item of work can be determined by using historical data, estimated results or research analysis. Cost is generally broken down into labour and materials, with an element of contingencies wherever applicable along with overheads and profits.
Controlling costs involves the careful procurement and assignment of resources and materials within the scope's budget or estimate. Any deviation from the scope or changes in work is a major source of cost overruns, therefore change management becomes a key function in controlling these unplanned costs.
Change is considered a normal and expected part of the construction process. Changes can be the result of necessary design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties etc. whilst the changes are dealt with in the field in order to avoid delays, it is necessary that there are well documented to show what was actually constructed. This gives the owner to review the final record and to show all changes or, more specifically, any change that modifies the finished work. The record is made on the contract documents – usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, “as builts.”
Quality
Quality can be defined as that part of project management whose ability is to the deliver the end product that satisfies the defined scope requirements. More often than not in a project this element takes the brunt of the fire, when there is a time constraint or a rush to deliver within a specific stipulated period. This needs to be monitored more with a technical approach to the management of works.
A good quality system starts with a well-defined need, through the use of clear and concise scope documents, specifications and drawings. It includes factors such as materials specifications, dimensional tolerances, set procedures, inspection checklists, corrective action documentation, test reports, prevailing codes & regulations to which it has been designed and authority requirements.
It is a welcome change that, with the advent of increasing and rapid changes to the construction methods globally and the stiff competitiveness, more and more organisations have turned to standardise their systems and tend to qualify to the international standards of quality control.
Needless to say, the fewer non-conformances and corrective actions encountered the more successful the project in terms of cost and time.
Safety
It is every individual’s responsibility to ensure that people can work with a level of confidence in their personal safety. The safety of the personnel is of paramount importance.
Unfortunately, today there still continues to exist organisations that lag behind in basic worker safety practices. The goal of a safe project is to perform and complete the scope of works within a specified time, cost and quality without injury or incident or “ZERO ACCIDENTS.”
Unless the Client himself stipulates the toughest conditions and equally backed up stringent legislation, it is a very tough task to implement under the current scenario. Having said that, there is a positive approach from some of the established firms in this area. Every organisation working in projects particularly when building high rise buildings where the risks are much greater need to have a complete safety policy and procedure that adheres to or exceeds Government-regulated standards of safety. The policies and procedures should be communicated to all the project teams by means of induction, orientation, training, regular reminders, tool box talks, visual and audio communications.
Safety reporting and record keeping with eye catching visual signage are an integral part of a good safety system which help in having good work practices, avoid injury and loss of time.
Value Engineering and Risk Management
Value engineering is defined as that structured procedure directed towards the achievement of necessary functions at least resource expenditure without detriment to quality, reliability, performance or delivery.
Using our experience to assess whether the building, in part or as a whole can physically be constructed in accordance with the design. It is not a stand alone process and should be carried out in support of value management.
The exercise is carried based on, client’s needs and expected output, schedule and budget of project, and risk involved and expected performance.
The assessment takes into account
• Sequence and programme
• ease of construction and integration with other trades
• delivery
• achieving the specified quality
• preceding operations, subsequent works and risk of damage
• risk of failures and defects
• ease of manufacture and of installation
• use of tried and tested technology
• availability of materials and skills
Risk management
The potential for objectives to be affected usually -but not exclusively- adversely, by circumstances, events or discoveries. A risk can be measured in terms of likelihood and consequence.
Before start of the project a complete risk analysis is done to enable and clear understand the issues which can be dealt appropriately. The analysis should include review of but not limited to
• Prevailing site conditions and unknowns;
• Financial and economical circumstances including funding;
• Political and environmental influences;
• Design and cost uncertainty;
• Project team contractual and personal relationships;
• Health, safety and environment conditions; and
• Project insurances and warranties.
• use of materials of unknown performance;
• lack of relevant codes of practice/trade information;
• incompatibility of specified materials;
• Extent of unknown site conditions (groundworks, refurbishment etc.);
Project Execution / Construction phase
Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan.
The most frequent constraint we come across are scope changes, delayed delivery, location in terms of accessibility, shortage of manpower, shortage, logistics, availability of space for man power and materials, use of construction methods and its restriction.
Detailed Design
The release of fit for construction drawings is foremost for the project to start and move forward. Design needs to be simple from the point of constructability for example a normal slab and beam crisscrossing across the floor plate is time consuming, complicated and at a disadvantage for the design of the MEP. Therefore the structural designer needs to rationalise by way of providing flat slabs and post tensioned slabs where by the speed of construction is much higher and also the MEP services can have a free run on the design.
A pour rate of one slab every week can be achieved by the above – a great benefit in today’s market of fast track projects.
Construction Methods
The execution of a high rise project is governed by the judicious use of the various methods, which in turn are dependant on the correct selection of construction equipment. The commonly used equipment in a high rise building construction site, which dictate the progress are the Tower Cranes, Hydraulic placing booms and Hoists. In today’s fast track high rise building construction these equipment have become essential and mandatory. No contracting firm can do without these, if they want to complete the job on time.
The location of this equipment should such that there is no hindrance to the construction sequence of finishing works.
Tower cranes are required to transport reinforcement, formwork, and other heavy construction materials to higher levels which cannot be done by the normal methods considering the safety, size and congested site conditions.
Tower cranes need to be located in such way the swing of them does not affect and adjoining structure or other tower cranes. The number of tower cranes required depends on the size of the floor plate, the type of material to be transported like pre-cast shear wall panels, concrete blocks, door and window frames, cement, sand , tiles, marble, kitchen cabinets etc. Erection of the tower crane and its maintenance has to be done by skilled and trained personnel.
COORDINATION
There are various coordination issues which a project manager has to deal with during the execution of the project, be design coordination, coordination with clients, contractors, consultants, sub contractors, vendors and suppliers, neigbhours, local authorities etc.
Design Coordination
The very frequently happening and always ignored aspect during the design as well as the construction stage is the co-ordination of the various disciplines viz. architectural, structural and MEP. Each design group and also construction team tend to work independently resulting in most times with redesign and rework to accommodate the other. This result in changes at construction stage thereby delays in completion and additional cost.
The primary function of the project manager in such a situation is to anticipate these aspects and have a freeze upfront at the design development stage. Coordination is critical for the success of the project.
Construction Coordination
Settings up team meetings, understanding the logical sequence of construction is the key to a successful project completion. The installation of MEP works play a lead role during the construction phase as any of these work that’s not dealt with in the manner as specified in the drawings and specifications will lead to a major disruption and abortive works. During execution phase the parties involved shall discuss and review each and every minute detail on a regular basis.
Coordination with Local Authorities
All projects need to go through the process of obtaining the approvals required from the authorities. The major one’s being planning permit, building layouts, electrical loads, fire safety, lifts, environmental etc. These approvals are to be coordinated such that some of them cannot be processed until the others are approved. Therefore a sequence and time schedule of the when the appropriate approvals and inspections are required is prepared and tied in to the programme.
Coordination with Neigbhouring owners
Construction sites located at high density residential areas, hotels etc., are susceptible to various interruptions. A good neigbhourly relationship has to be developed and the parties need to agree specially on the inconveniences that may be caused as this will affect the construction programme.
Monitoring and Controlling
Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan. Monitoring and Controlling includes:
• Monitoring the ongoing project activities against the project management plan and the project performance baseline
• Influencing the factors that could circumvent integrated change control so only approved changes are implemented
In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan.
Given below is a typical sample of detailed functions forming part of the project management system comprising of several different types of activities such as:
1. Analysis & design of objectives and events
2. Planning the work according to the objectives
3. Assessing and controlling risk (or Risk management)
4. Estimating resources
5. Allocation of resources
6. Organizing the work
7. Acquiring human and material resources
8. Assigning tasks
9. Directing activities
10. Controlling project execution
11. Tracking and reporting progress (Management information system)
12. Analyzing the results based on the facts achieved
13. Defining the products of the project
14. Forecasting future trends in the project
15. Quality management
16. Safety Management
17. Issues management
18. Issue solving
19. Defect prevention
20. Identifying, managing & controlling changes
21. Testing and Commissioning
22. Project closure
23. Communicating
24. Archiving
Challenges & opportunities in Project Management
Project management is an ancient concept. When you constructed your house in your village, you were the architect, designer, project manager. Over the years the scope of construction have expanded and construction of several thousands and millions of Square feet are required to be constructed to strict time lines and tailored cost. In the scenario of big boost in construction activity residential, industrial & institutional demand for labour & other resources have far exceeded the availability in the market. It threw up several challenges to the construction industry and in particular Project Management Organizations. Firstly due to the increase in demand, resources particularly man-power is in short supply. Consequently there is a dilution in quality. A helper to a tradesman is now scouting himself, with insufficient experience, as a tradesman and project manager has the arduous task of picking the right man and further consequence of that is, he is available at a cost which is higher than normally acceptable cost. Add scarcity of manpower & rise in general cost of living and you know what gigantic task you are upto in sourcing the required effective tradesman. And that is not all, the expansion of activities in the Gulf region, where money is not a constraint has increased the woes of a project manager. This challenge throws another challenge on the project manager, to reduce the manpower resource and depend on mechanization & standardization. This resulted in innovative construction methods, mivan type of centering / shuttering for slabs & walls reducing the manpower. In fact an unskilled labour can assemble such a system without specialized knowledge in carpentry. Robotic machinery, ready mix concrete, in situ manufacturing of concrete are all the challenges met by project manager, but this is still not sufficient and there is a lot to do to become independent of scarce of market forces, and still reduce the cost of construction.
The other challenge the project manager faces is, the supervisory technical staff: Dilution in quality of the engineers is parallel to the situation in labour. Added to this, in the past couple of decades colleges have given priority to other disciplines like I.T & Others. In fact many of the colleges have removed civil engineering disciplines from their colleges. This created a scarcity of experienced & qualified civil engineers. The few who are available naturally demand a price which upsets the budget of construction.
In most cases, Project Management is resorted to because; firstly the client does not want to have a permanent construction organization on his back when his short term construction activity cannot keep them engaged continuously while the expenditure on their salaries is continuous. To hire & fire is easier said than done for any major organization. In fact even builders / realtors are outsourcing project management. For most of the clients, the project manager who is appointed has to be a demi God. The client hands over the responsibility to a project management consultant and expects them to complete the project in a over-optimistic short time schedule at a cost which in most cases the client decides. Client is not prepared to listen to any excuse for not adhering to the time lines. This puts an additional responsibility on the project manager. He has to be pro active, professional and result oriented. In fact a project manager has to consider the project as his own & deal with it with his feet in clients shoes.
Then there is value engineering. With reduced time lines & water tight budget provisions, value engineering becomes all the more important in project management. Architects in their enthusiasm to bring out a beautiful and aesthetic product tend to provide odd shaped columns, complicated elevations. Project Management should have back up of specialists in architecture, structural and services consultants. They have to discuss and advise the architect to strike a balance between beauty & simplicity. Similarly the structural engineer and service consultant (who should also form part of the project management) should exercise their mind to make designs optimal in cost & time. Other attributes of quality, safety etc have already been discussed.
As a consequences to challenge, there is opportunity unlimited to the project manger, In these days of outsourcing for reasons already explained, there is a flood of clients who are looking for good project management. This throws another challenge i.e. competition. There are good project management consultants, brand name management consultants (like MNC’s) and mushroom consultants. For Project Manager to grab the opportunities available, he has to be efficient & show results in all disciplines and eventually establish his own brand, when the client will swarm towards him. This is easier said than done. He has to pierce the cordons of prejudice of the clients towards brands & MNC’s and stand in level with or even higher than the brands & MNC’s. This is a slow &steady process where only dedication & determination to prove oneself will yield results
Project Close out
Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files, O & M manuals, test certificates, certificates of compliance, as built drawings and documenting lessons learned.
Closing phase consists of two parts:
• Close project: to finalize all activities across all of the process groups to formally close the project or a project phase
• Contract closure: necessary for completing and settling each contract, including the resolution of any open items, and closing each contract applicable to the project or a project phase
“If you don't know how to do a task, start it, then ten people who know less than you will tell you how to do it.”
Analysis
If you look around and query what factors cause problems in projects, these are some which you come across. The list is not exhaustive.
• Undefined scope
• Unclear objectives
• Unclear roles and responsibilities
• Vague requirements
• Lack of leadership from employer
• Lack of user involvement
• Inadequate planning
• Scope changes
• Uncontrolled change
• Inadequate monitoring and reporting
• Wishful thinking
• Inadequate communication
The role of the Project Management team and the Project Managers is they shall ensure that the issues are clarified, understood, planned and the above are averted through well systemised procedures for the success of the project.
Conclusion
The project management process starts at the inception of a project and involves the planning, co-ordination and control of all the resources required to complete it within an allotted time, an agreed budget and to a specific level of quality and safety, at a minimum of risk.
To achieve a competitive edge it is necessary to take an organised approach to work; project management can help to achieve success by providing techniques and guidance that can be applied through each stage of a job's development.
The use of project management techniques does not guarantee perfect results in all cases, but if applied and executed properly it will reduce the risk of failure and increase the rate of success.
Lastly,
“Powerful project managers don't solve problems, they get rid of them.”
14 October 2009
How to Document your Projects
Here are the essential documents you need to complete…
Initiation
Business Case: To justify the financial investment in your project, you need to write a Business Case. It lists the costs and benefits, so everyone knows what the return on investment will be.
Feasibility Study: Before you kick-off your project, you need to determine whether your project is feasible, using a Feasibility Study.
Project Charter: You then need to document the objectives, scope, team, timeframes and deliverables in a Project Charter.
Planning
Project Plan: You need to create a Project Plan listing all of the tasks required to undertake your project from start to finish. Every task must be scheduled, so you know what needs to be done and when.
Resource Plan: Next, you need to plan your resources by documenting the money, equipment and materials needed for your project.
Quality Plan: You then need to set quality targets, so that the project deliverables meet the expectations of your customer.
Risk Plan: All of the risks need to be documented and their likelihood and impact on the project identified.
Communication Plan: You need to plan your communications, so that you send the right messages to the right people, at the right time.
Execution
Time Management: You need to use Timesheets to track time spent on your project. Then update your Project Plan with your Timesheet data to see whether your project is still within schedule.
Cost Management: Track your costs using Expense Forms. Every expense is formally logged and approved, so that you can confirm at any time that you are currently under budget.
Change Management: Document each change to the project scope, using Change Forms. You can then control change to ensure your project is always on track.
Risk Management: Use Risk Forms to document each risk to the project. You can then manage project risk carefully to ensure that nothing happens that will affect the project schedule or budget.
Issue Management: As each issue occurs on the project, you need to investigate its impact on the project and then write it up on an Issue Form. You can then kick off the tasks needed to resolve it quickly.
Closure
Project Closure Report: When your project is complete, document all of the actions needed to close the project properly. This includes releasing teams and suppliers, equipment and materials.
Post Project Review: And after your project has been closed, you can review its success and document the results for your sponsor. That way, you can show that all of the objectives were met and that the project was delivered on time and within budget.
And there you have it. By completing each of these documents for your project, you can boost your chances of success.
Initiation
Business Case: To justify the financial investment in your project, you need to write a Business Case. It lists the costs and benefits, so everyone knows what the return on investment will be.
Feasibility Study: Before you kick-off your project, you need to determine whether your project is feasible, using a Feasibility Study.
Project Charter: You then need to document the objectives, scope, team, timeframes and deliverables in a Project Charter.
Planning
Project Plan: You need to create a Project Plan listing all of the tasks required to undertake your project from start to finish. Every task must be scheduled, so you know what needs to be done and when.
Resource Plan: Next, you need to plan your resources by documenting the money, equipment and materials needed for your project.
Quality Plan: You then need to set quality targets, so that the project deliverables meet the expectations of your customer.
Risk Plan: All of the risks need to be documented and their likelihood and impact on the project identified.
Communication Plan: You need to plan your communications, so that you send the right messages to the right people, at the right time.
Execution
Time Management: You need to use Timesheets to track time spent on your project. Then update your Project Plan with your Timesheet data to see whether your project is still within schedule.
Cost Management: Track your costs using Expense Forms. Every expense is formally logged and approved, so that you can confirm at any time that you are currently under budget.
Change Management: Document each change to the project scope, using Change Forms. You can then control change to ensure your project is always on track.
Risk Management: Use Risk Forms to document each risk to the project. You can then manage project risk carefully to ensure that nothing happens that will affect the project schedule or budget.
Issue Management: As each issue occurs on the project, you need to investigate its impact on the project and then write it up on an Issue Form. You can then kick off the tasks needed to resolve it quickly.
Closure
Project Closure Report: When your project is complete, document all of the actions needed to close the project properly. This includes releasing teams and suppliers, equipment and materials.
Post Project Review: And after your project has been closed, you can review its success and document the results for your sponsor. That way, you can show that all of the objectives were met and that the project was delivered on time and within budget.
And there you have it. By completing each of these documents for your project, you can boost your chances of success.
25 September 2009
Types of concrete
FAQ ON CEMENT & Concrete Types
FAQ
1 What is the Raw Material used for manufacture of cement?
Calicareous (Limestone Obtained from mines) ,argillaceous materials (Clay, Bauxite) and Iron are the commonly used raw materials in the manufacture of cement.
2 How is cement manufactured?
Manufacture of cement comprises of four stages viz.
1. Extraction of lime stone from mines.
2.Blending of ground limestone,Clay or Bauxite and iron ore or Laterite in right proportion and cintering in rotary kilns at a high temperature of 1400oC to 1500oC form Clinker.
3. Grinding of clinker with Gypsum to form cement.
4. Storing in silos, testing and despatch form the final process of manufacture.
3 What is the chemical composition of cement and the contribution of each chemical compound?
Chemical Compounds Range in *OPC% Reaction Rate Strength Attained Liberation of Heat
Tri-Calcium-silicate (C3S) 40-55 Fast
High High
Di-Calcium silicate(C2S)
25-40 Slow Lowfirst high later Low
Tri-calcium Aluminate(C3A) 8-11 Fast Low Very High
Tetracalcium Alumino ferite 13-17 Moderate Low Moderate
4 What is the role of Gypsum in cement?
Gypsum is added to control the 'setting of cement'
5 What is 'Setting of Cement'?
Setting is the stiffening of the cement paste.Broadly it refers to change of fluid to rigid state.
6 What do you mean by hardening of cement?
Hardening is the gain of strength in cement. This process of gain of strength continuous up to one year rapidly approximately and gradually after one year and up to 5 years.
7 Why should cement be 'fine'?
The rate of hydration of cement depends on the fineness of cement and for a rapid development of strength high fineness is necessary
8 What is meant by 'Soundness of Cement'?
Cements may sometimes contain free lime, which may cause expansion. Hence soundness test is conducted to see that even if uncombined lime is present in cement whether it is in prescribed limits. If it is within the prescribed limits then it is said to be sound.
9 What does, 53 grade, 43 grade and 33 grade cement indicate?
Grades 53 , 43 and 33 indicate the compressive strength of cements in Newtons for one mm2 area. i.e. 53 grade means a compressive strength of 53 N.per mm2 attained after a curing period of 28 days. Similarly 43 and 33 grades may be defined.
10 Does the colour of the cement affect it's strength?
The colour of the cement depends on the raw mateirals used. If the raw materials contain more iron resulting cements will be darker. Colour has no significance on any properties of cement. The strength of the cement is dependent on the correct proportion of raw material mix
11 What are the reasons for slow setting and quick setting of cement?
Slow setting in cement is due to Salts and chemicals in water, sand and aggregate. Cold Weather, Less cements , High % of impurities, adultrated cement, improper water cement ratio. Quick setting of Cement is due to : addition of low quantity of Gypsum, hot weather condition, high cement fineness.
12 How to store cement ?
Proper storage of cement shall permit easy access for inspection and identification.Cement shall be stored in suitable weather tight structures, to protect the cement from dampness.It shall not be piled more thah ten bags in a stack and shall be arranged in header and stretcher fashion as far as possible.while removing the bags for use,"FIRST IN FIRST OUT" rule shall be applied.
13 What is Mortar ?
Mortar is a mixture of sand, cement and water.
14 Why is concrete the most widely used construction material?
Concrete is the most versatile mouldable construction material ever known to mankind.It bears excellent fire and weather resistant properties. Most intricate shapes can be achieved with concrete . It is very good in compression though weak in tension.It is supplimented by steel to achieve tensile strength. Centuries old monuments bear testimony for its life.
15 What should be the quality of aggregate for a good concrete?
Aggregate for concrete should be inert, dense, hard durable ,structurally sound, capable of developing good bond with the cement paste, weather resistant and unaffected by water.
16 What is the sources of aggregate?
Natural sand, gravel, pebbles, rocks crushed to required size and manufactured aggregates like blast furnace slag are sources of aggregate. IS 456-2000 stipulates that the aggregates should conform to IS 383-1970.
17 What is the function of water in 'concrete'?
It is with water that the cement undergoes the process of hydration to form a gel with binding property covering the aggregates uniformly on mixing. However water for mixing shall be limited to achieve a required consistency as excess water is deterrent to concrete.
18 Can any water be used in concreting?
It is important that water used in concrete should be free from impurities Generally it should be of potable quality. Bore water would need checking before using because it often contains impurities which affect setting times and reduce the strength of concrete. Sea water is not suitable for reinforced concrete as it causes corrosion. IS456-1978 gives the maximum possible limits of solids in water.
19 What is an admixture?
An admixture is a chemical formulation generally added to concrete while mixing to induce certain desirable properties to it like better workability with water reducing admixture, delayed setting the retarders, improve the rate of hardening with accelerating admixtures, and air entertainment for better flow and lubrication.
20 What is meant by 'Reinforced Cement Concrete' (RCC)?
Concrete is strong in compression and weak in tension. A plain concrete beam when it is subjected to bending fails at the bottom side due to tension. Hence to make concrete strong in tension, steel is embedded so that it becomes strong both in tension and compression. The concrete embedded with steel is called `Reinforced Cement Concrete'
21 What are the factors affecting the workability of concrete?
The factors that are affecting the workability of concrete are water content, aggregate type and grading, aggregate/cement ratio, presence of admixtures and fineness of cement.
22 What is meant by batching?
Measurement of various ingredients of concrete like sand, metal and cement for each batch of concrete per design is called batching. Volume batching and weigh batching are the two types of batching in vogue
23 What is the process of mixing of concrete?
The different stages of `mixing of concrete' are : To locate a correct spot on a firm ground close to the concrete site, positioning the mixture machine conveniently oriented to feed the hopper , emptying the drum of concrete on the platform prepared. To stack metal,sand and cement per design mix work out per batch.to feed the drum with required quantity of water.To feed the drum with the contents of hopper and allow the mix in the rotating drum for 1 &1/2 to 2 minutes till a homogeneous mix is obtained .To empty the drum of concrete on the platform and leading it to the concreting spot.
24 What are the factors affecting the strength of concrete?
The factors that are affecting strength of concrete are : Water cement ratio Shape and size of aggregate Aggregate cement ratio ,Degree of compaction ,Age of concrete and Air entrainment and moisture in aggregate.
25 What is meant by seggregation of concrete?
Seggregation of concrete can occur in two form. In the first the coarser particles tend to separate out while concrete being conveyed along a slope(for e.g.sloped roof and staircase waist slab)or,not being homogeneous coarse aggregate settle below leaving the slurry with fine aggregate below.The second form of seggregation occurs in wet mixes by separation of grout from the mix.This happens due to over vibration of concrete and dropping of concrete from a height .
26 Why is a 'crack' developed?
A crack is developed whenever stresses in the structural component exceeds its strength .This may be due to external forces, foundation settlement, thermal changes, chemical action etc.
27 Why do 'plastering cracks' occur?
Plastering cracks appear because of evaporation of water, increased thickness, very fine sand, low quality bricks, non uniform plastering, improper seasoning of walls, use of different mix proportion , improper filling of joints, insufficient curing, more free lime/MgO.
28 Why do RCC cracks?
RCC cracks due to insufficient reinforcement and cover, corroded steel, high slump, improper vibration, volume changes, excessive coarse aggregates, expansion of concrete, lack of sufficient quantity of cement, electrical conduits not placed at sufficient depth in concrete.
29 What do you mean by M20, M30, M40 concrete?
M20, M30, M40 Grades of concrete indicates compressive strength of concrete in Newtons for one mm2 area which is called the characteristic strength of concrete after 28 days. M20 mean 20 N/mm2 similarly M30 is 30 N/mm2.
30 What is meant by water cement ratio?
The quantity of water used for mixing of concrete per unit volume related to the quantity of cement is called water cement ratio and is expressed as the ratio of the weight of water to the weight of cement used in a unit volume of concrete.
31 What is curing?
Maintenance of a favourable environment for the continuation of chemical reaction that are responsible for hardening of cement is called curing.
32 What methods are commonly employed to ensure sufficient moisture for curing?
Ponding, continuous sprinkling, covering with wet cloth, polyethylene sheets, sealing coat applied as a liquid commonly known as "Curing compounds" are some of the methods commonly employed for curing
33 What are the common mistakes which affect the quality of concrete?
Use of too much or too little water for mixing.
Incomplete mixing of aggregate with cement.
Improper grading of aggregates resulting in seggregation or blending of concrete.
Inadequate compaction of concrete.
Using concrete which has already begun to set.
Placing of concrete on a dry foundation without properly wetting it with water.
Use of aggregate containing foreign materials such as earthy matters, clay or lime. Use of water containing solids, chemicals etc
Too much trowelling of the concrete surface.
Leaving the finished concrete surface exposed to sun and wind during the first ten days after placing without curing.
Source : http://www.indiacements.co.in/asktheconcreteman.htm#
Classification
Grade
Applications
Ordinary
M10
PCC (Plain Cement Concrete) e.g. Levelling course, bedding for footing, concrete roads, etc.
M15
PCC e.g. Levelling course, bedding for footing, concrete roads, etc.
M20
RCC (Reinforced Cement Concrete) e.g. Slabs, beams, columns, footings, etc. (for mild exposure)
Standard
M25
RCC (Reinforced Cement Concrete) e.g. Slabs, beams, columns, footings, etc.
M30
RCC e.g. Slabs, beams, columns, footings, etc.
M35
RCC e.g. Slabs, beams, columns, footings, etc.
M40
RCC e.g. Pre-stressed concrete, slabs, beams, columns, footings, etc.
M45
RCC e.g. Runways,Concrete Roads (PQC), Prestressed Concrete Girders, RCC Columns, Prestressed beams
M50
RCC e.g. Runways,Concrete Roads (PQC), Prestressed Concrete Girders, RCC Columns, Prestressed beams
M55
RCC e.g..Prestressed Concrete Girders and Piers
High Strength
M60 - M80
RCC work Where high compressive strength is required such as high rise buildings, long span bridges, ultra-thin white topping etc and constructions in aggressive environment e.g. Spillways of dams, coastal construction
In addition to producing normal grade concrete ranging from M10 to M80, we produce customized special types of concrete for different applications.
Types of Special Concrete Application
High Volume Fly Ash Concrete
Mass concrete, raft foundations, roads, pavements etc.
Silica fume concrete
All high strength concrete applications in extreme environmental exposure condition like marine structure etc.
GGBS, Slag based concrete
All underground RCC application requiring high chemical resistance and enhanced durability
Ternary blend concrete
All RCC application directly in contact with aggressive soil / chemicals in marine environment and in sewage / effluent treatment plants
Light weight concrete
Repair and rehabilitation work, for thermal insulation, light weight structural fill, and light weight pre - cast panel etc
Corrosion resistant concrete
All types of RCC applications in high water table area including work near coastal areas, water tanks, etc
Polymer concrete
Repair and rehabilitation work for floorings and buildings where high early strength is required
Self Compacting Concrete
Thin sections and elements with congested reinforcements. Recently IS 456 has also included SCC with specifications in its codal provision.
Coloured Concrete
For architectural and aesthetic use
Fibre-reinforced Concrete
For concrete with higher ductility and abrasion/erosion resistance
Pervious Concrete
Concrete for parking areas, pavements, drive-ways to ensure drainage or rain-water harvesting
Water-proof Concrete
Terraces, basements, water contact structures
Temperature Controlled Concrete
Mass concrete, hot-weather concrete etc
Source
http://www.ultratechconcrete.com/concrete_smartusage.html
Hyderabad
503 Aditya Trade Centre, 5th Floor, Aditya Enclave Road, Ameerpet, Hyderabad - 500038Phone:040-66430430 , Fax No. : 040-66430440 Call 1800-220-466 for BSNL/MTNL lines (toll free)
How to Have a More Energy Efficient Home
The energy efficient home is one of the biggest concerns of the future. Whether it's summer, winter, or anywhere in between, you may be constantly throwing money out the window. How does this happen? Through wasting energy. Not only can you save money by implementing a few quick tips, you can also help the environment by consuming less resources, and emitting less toxins into the environment.
Instructions
1. Save the lights. All homes need to be lit. However, you can make your house and energy efficient home by reducing the amount of electricity used to light your home. You can do this by implementing a few quick tips. Number one is to turn off unneeded lights. This sounds simple, and it is, but having just one unneeded light on can quickly add up to a lot of wasted money each year. Be sure to turn off the light anytime you leave a room. You can also reduce the amount of electricity you use by investing in energy efficient light bulbs. These bulbs come in a variety of light types ranging from the yellow glow you may be used to, to bulbs that mimic the look of sunlight. These bulbs use significantly less electricity and last longer than your typical light bulb as well.
2. Block the Drafts. Drafts are one of major concerns when it comes to keeping the heat or air conditioning in an energy efficient home. Draft can occur because of gaps underneath doors or around windows. For windows use caulk to seal ups any openings between inside your home and the outside. For doors use a towel to block the drafts. You can also sew up a long fabric bag the length of the door and fill it with rice. This will add weight to the fabric and help better block the drafts. Updating your doors and windows can also save you a significant amount of money in the long run towards your energy efficient home.
3. Replace the Thermostat. Investing in a self regulating thermostat for your energy efficient home may also help you save a significant amount of electricity. These thermostats will keep your home at a constant temperature allowing you to stay comfortable while not using more heat or air conditioning than you need. Turn these thermostats down in the winter time and up in the summer time while you are sleeping to help you save more energy.
4. Check the water heater. Water heaters are one of the largest culprits when it comes to wasted energy. For an energy efficient home Turn your water heater down even five degrees. That can save you a significant amount of money. Even when you are not using your hot water, the water heater still has to keep the water at the set temperature. If you have an older water heater, consider replacing it for one that is better insulated and more efficient. This will prevent heat energy from escaping the unit.
5. Replace the furnace filter. Regardless of whether you use oil, gas, or electricity to power your furnace, dirty filters make your furnace have to work harder and in turn waste more energy. You should check your filters at least every other month to see if they need to be replaced.
6. Research your appliances. Appliances have come a long ways in helping you save energy while still not sacrificing their ability to work properly. Look for appliances that have great energy efficiency rating (EER). The better the EER, the less energy the appliance will consume. Even better, newer models will make your home feel updated while creating an energy efficient home in the process.
24 September 2009
BIDAR NARASIMHA SWAMY TEMPLE
A tour to our Temple in BIDAR NORTH EAST OF KARNATAKA 100 KM FROM HYDERBAD
JARA NARASIMHA SWAMY TEMPLE :
A NATURAL CAVE TEMPLE
Shree Ganeshay Dheemahi
RadioReloaded.com | Download thousands of MP3s
JARA NARASIMHA SWAMY TEMPLE :
A NATURAL CAVE TEMPLE
Shree Ganeshay Dheemahi
RadioReloaded.com | Download thousands of MP3s
22 September 2009
09 September 2009
Project Mgmt versus Const Mgmt
Project Management versus Construction Management
Each project is unique and needs to be evaluated as to which method will be the best fit for the Owner.
In today's marketplace, the choices regarding construction are becoming more and more varied. Not so many years ago, an Owner's decisions were limited to choosing a designer, a contractor, and a manufacturer. These choices, however, have broadened drastically. Not only have means, methods and procedures for construction expanded, but the administration process alternatives for construction have become virtually limitless. There are, however, two main options which are prevalent in the industry, Project Management and Construction Management.
Project Management is the conventional method of construction administration. The Owner has direct contracts with both the Consultant and the Contractor.
The Owner is able to retain direct control over all aspects and the quality of the project. This process allows the Owner more flexibility in decisionmaking. The Owner ultimately makes the final decisions. In addition, the Owner may realize the benefit
of competitive bidding. Construction Management is a progressive, more "convenient" method of construction project administration. The Owner has only one direct contract, with the Construction Manager. The Contractor becomes a subcontractor to the Construction Manager (Consultant). The Owner is not bothered by having to make every decision and may realize a time reduction in the completion of the job. Finally, the Owner's accounts payable department only has to deal with one company.
Similarities Project Management and Construction Management are the same in many ways. First, they both involve the same three parties: the Owner, the Consultant, and the Contractor. The Consultant represents the Owner under both contracts. All communication between the Owner and the Contractor flows through the Consultant. The Contractor, along with any subcontractors, still performs all of the construction work. The Consultant will still be responsible for developing and interpreting the Construction Documents, observing the work, performing inspections,and reviewing submittals.
Differences
The first difference between the two methods deals with the relationships between
the parties. In Project Management,the Consultant and the Contractor have no formal contract between them. They do have a third party relationship which stipulates how they are to work together. They rely on each other to perform certain duties which affect each other's work, but their contracts are only with the Owner. In Construction Management, the Contractor has a direct contract with the Consultant and does not have any direct agreement with the Owner. The Contractor now has a third party relationship with the Owner and is paid by the Consultant, not directly by the Owner.
A second major difference arises in contractor selection. Under a Project Management agreement, the Owner selects the Contractor. The Owner can use competitive bidding or negotiate a price with a specific Contractor. This, however, is the Owner's decision to make. The Consultant can advise, but has no direct responsibility for this decision. Under a Construction Management agreement,the Consultant has greater responsibility for selecting the Contractor. The Consultant and Owner make the decision about competitive bidding or negotiating a price once the project budget
has been established. The Owner may not realize the most competitive price with this process. The Owner has delegated that responsibility to the Consultant under the framework of the Contract Budget. The third difference falls in the matter of liability. Under Project Management, the Consultant has liability only for the design. The Contractor has liability for the actual work and its conformance to the Construction Documents. Under this agreement, for any decision which the Owner makes without the Consultant's approval, the Owner assumes responsibility and liability. Under Construction Management, the Consultant assumes responsibility for the design and also for the work. If an issue were to arise, the Owner only has one entity with whom to deal. The Consultant is responsible to the Owner for any part of their Contract which is not met. The Contractor is responsible to the Consultant for their work. The final liability will be shared by the Consultant and the Contractor if the Contractor fails to perform. The Owner's direct liability under this management system is less than under Project Management.
The Conclusion
Both Project Management and Construction Management have advantages and disadvantages associated with them. Each project is unique and needs to be evaluated as to which method will be the best fit for the Owner to achieve company objectives and realize the greatest return on investment.
06 September 2009
Value engineering Definition and Concept
Concept
The concept evolved from the work of Lawrence Miles who, in the 1940's was a purchase engineer with the General Electric Company (G. E. C). At that time, manufacturing industry in the United States was running at a maximum capacity to supply the allies with arms. There were shortages in steel, copper, bronze, nickel, bearings electrical resistors, and many other materials and components. G. E. C wished to expand its production of turbo supercharger for B24 bombers from 50 to 1000 per week.
Miles was assigned the task of purchasing the materials to permit this. Often he was unable to obtain the specific material or component specified by the designer, so Miles reasoned, "if I can not obtain the product, I must obtain an alternative which performs the same function". Where alternatives were found they were tested and approved by the designer.
Miles observed that many of the substitutes were providing equal or better performance at a lower cost and from this evolved the first definition of value engineering.
. Definition
It is an organized approach to providing the necessary functions at the lowest cost
From the beginning the concept of value engineering was seen to be cost validation exercise, which did not affect the quality of the product. The straight omission of an enhancement or finish would not be considered value engineering. This led to the second definition :
It is an organized approach to the identification and elimination of unnecessary cost
Unnecessary cost is Cost which provides neither use, nor life, nor quality, nor appearance, nor customer features.
. How different it is from Quantity surveying
The following tasks are undertaken by quantity surveying practitioners and are not considered to form any part of value engineering
- Producing contract documents including the bill of quantities
- Analyzing complex projects into manageable work packages
- Planning and controlling cost
- Valuing work in progress and exercising cost control during construction
- Evaluating tender bids and contractual arrangements
- Preparing valuations for insurance purposes and advising on insurance claims
- Sub contract documentation
- Settlement of final accounts
- Advice and settlement of contractual disputes and claims
- Advising on taxation grant and financial matters
- Schedule resources
- Planning and programming design and construction work
- Use of network analysis techniques
- Project and construction management
The following tasks are undertaken by Quantity Surveyors, and are involved in value engineering practice:
- Preparing and administering maintenance programs.
- Forecasting expenditure flows.
- Advising on cost limits and preparing budgets.
- Advising on Cash Flow Forecasting.
- Advising on Life Cycle Costing.
- Cost Analysis.
- Cost benefit Analysis.
- Estimating
- Evaluating alternative designs.
- Undertaking feasibility Studies.
- Investment Appraisal
- Measuring and describing construction work but only in terms of cost planning.
04 September 2009
Energy Efficiency in Electrical Utilities
General Aspect of Energy Management and Energy Audit
Simple ways to learn about Earthquakes Design
1: What Causes Earthquakes?
2 : How the Ground Shakes?
3 : What are Magnitude and Intensity?
4 : Where are Seismic Zones in India?
5 : What are the Seismic Effects on Structures?
6 : How Architectural Features Affect Buildings During Earthquakes?
7 : How Buildings Twist During Earthquakes?
8 : What is the Seismic Design Philosophy for Buildings?
9 : How to Make Buildings Ductile for Good Seismic Performance?
10 : How Flexibility of Buildings Affects their Earthquake Response?
11 : What are the Indian Seismic Codes?
12 : How Do Brick Masonry Houses Behave During Earthquakes?
13 : Why should Masonry Buildings have Simple Structural Configuration?
14 : Why are Horizontal Bands Necessary in Masonry Buildings?
15 : Why is Vertical Reinforcement Required in Masonry Buildings?
16 : How to Make Stone Masonry Buildings Earthquake Resistant?
17 : How do Earthquakes Affect Reinforced Concrete Buildings?
18 : How do Beams in RC Buildings Resist Earthquakes?
19 : How do Columns in RC Buildings Resist Earthquakes?
20: How do Beam-Column Joints in RC Buildings Resist Earthquakes?
21 : Why are Open-Ground Storey Buildings Vulnerable in Earthquakes?
22 : Why are Short Columns more Damaged During Earthquakes?
23 : Why are Buildings with Shear Walls Preferred in Seismic Regions?
24 : How to Reduce Earthquake Effects on Buildings?
2 : How the Ground Shakes?
3 : What are Magnitude and Intensity?
4 : Where are Seismic Zones in India?
5 : What are the Seismic Effects on Structures?
6 : How Architectural Features Affect Buildings During Earthquakes?
7 : How Buildings Twist During Earthquakes?
8 : What is the Seismic Design Philosophy for Buildings?
9 : How to Make Buildings Ductile for Good Seismic Performance?
10 : How Flexibility of Buildings Affects their Earthquake Response?
11 : What are the Indian Seismic Codes?
12 : How Do Brick Masonry Houses Behave During Earthquakes?
13 : Why should Masonry Buildings have Simple Structural Configuration?
14 : Why are Horizontal Bands Necessary in Masonry Buildings?
15 : Why is Vertical Reinforcement Required in Masonry Buildings?
16 : How to Make Stone Masonry Buildings Earthquake Resistant?
17 : How do Earthquakes Affect Reinforced Concrete Buildings?
18 : How do Beams in RC Buildings Resist Earthquakes?
19 : How do Columns in RC Buildings Resist Earthquakes?
20: How do Beam-Column Joints in RC Buildings Resist Earthquakes?
21 : Why are Open-Ground Storey Buildings Vulnerable in Earthquakes?
22 : Why are Short Columns more Damaged During Earthquakes?
23 : Why are Buildings with Shear Walls Preferred in Seismic Regions?
24 : How to Reduce Earthquake Effects on Buildings?
03 September 2009
How to Improve your Decision-Making
This may surprise you, but most great leaders use the same 5 steps for making decisions. So read the 5 steps below and use them to improve your decision-making on projects:
Investigate the problem
When a problem is presented to you, take the first step by spending the time needed to identify its root cause and make sure it's not just a symptom of another underlying problem. Project problems are usually related to people, processes, equipment or materials. Find out when, why and how it occurred and its impact on the project.
Prioritize it
On projects, problems occur all the time. You need to determine whether each problem needs your urgent attention or not, based on its impact on the project. If it's high impact (e.g. it's preventing your team from working) then it's "high priority" and you need to stop work and get it resolved quickly.
Identify the solutions
With a clear understanding of the problem and its priority level, you need to identify solutions to address it. Then review each alternative to determine whether it actually:
Solves the root cause of the problem
Is easy and practical to implement
Will prevent the problem from re-occurring
Make your decision
Now you have all of the information you need to make your decision. Don't make your decisions too hastily. Take time out of your day to carefully consider all of the pros and cons. Go for a walk, or if it's really important sleep on it so you have a clear head when deciding. Make non-important decisions quickly, but take a little more time when making decisions which are critical to the success of the project.
Act on it
Once you have thought it through and made your decision, you need to be fully committed to implementing it. Act on it immediately by telling your team about it and then scheduling the tasks needed to make it happen. Remember, every problem affects your project in some way, so you need to act quickly once you've decided on what to do.
If you follow these steps for every decision you have to make, then you'll make better decisions, faster. And you'll feel good about it.
One way to reduce the number of decisions you have to make on projects, is to use a Project Methodology. It will guide your entire team through a proven step-by-step process, so that everyone knows what has to be done. So you don't have to decide how you want to run your projects. You simply follow the methodology to do it.
Investigate the problem
When a problem is presented to you, take the first step by spending the time needed to identify its root cause and make sure it's not just a symptom of another underlying problem. Project problems are usually related to people, processes, equipment or materials. Find out when, why and how it occurred and its impact on the project.
Prioritize it
On projects, problems occur all the time. You need to determine whether each problem needs your urgent attention or not, based on its impact on the project. If it's high impact (e.g. it's preventing your team from working) then it's "high priority" and you need to stop work and get it resolved quickly.
Identify the solutions
With a clear understanding of the problem and its priority level, you need to identify solutions to address it. Then review each alternative to determine whether it actually:
Solves the root cause of the problem
Is easy and practical to implement
Will prevent the problem from re-occurring
Make your decision
Now you have all of the information you need to make your decision. Don't make your decisions too hastily. Take time out of your day to carefully consider all of the pros and cons. Go for a walk, or if it's really important sleep on it so you have a clear head when deciding. Make non-important decisions quickly, but take a little more time when making decisions which are critical to the success of the project.
Act on it
Once you have thought it through and made your decision, you need to be fully committed to implementing it. Act on it immediately by telling your team about it and then scheduling the tasks needed to make it happen. Remember, every problem affects your project in some way, so you need to act quickly once you've decided on what to do.
If you follow these steps for every decision you have to make, then you'll make better decisions, faster. And you'll feel good about it.
One way to reduce the number of decisions you have to make on projects, is to use a Project Methodology. It will guide your entire team through a proven step-by-step process, so that everyone knows what has to be done. So you don't have to decide how you want to run your projects. You simply follow the methodology to do it.
26 August 2009
Busy or Productive?
One of the best ways to accelerate your progress towards achieving your most important goals is to understand the difference between being busy and being productive.
These days everyone is busy. We’re busy with work commitments, family commitments, community commitments and study commitments just to name a few. We all seem to start each day with a long and demanding ‘To Do’ list.
The big question is – Are the items on your ‘To Do’ list leading you towards achieving your most important goals?
Being truly productive does not involve simply getting a lot of tasks done. It involves identifying and completing the specific tasks that will lead you where you really want to go.
A great question to ask yourself at the end of each day is:
"Am I a step closer to achieving my goals than I was this morning?"
If the answer to this question is "Yes" then you’ve had a productive day. If the answer is "No" then chances are you’ve been very busy but not really productive.
The best way to make the transition from being busy to being productive is to follow these steps:
Step 1: Identify your most important current goals
Step 2: Determine the specific tasks that will move you a step closer to achieving each of your goals
Step 3: Schedule these tasks early in your day when you’re fresh and alert
For example, when I was a computer consultant, I was working up to 70 hours a week but deep down I knew that my actions were not taking me any closer to achieving my goals. I felt like a duck swimming against a fast flowing river. I was paddling as hard as I could but I just wasn’t getting anywhere.
Finally I realized what the problem was – I was always busy but never productive.
To break this pattern I set aside one hour a day as ‘My Time’ to work on my own business. This wasn’t always easy to find but I loved the feeling that came from knowing I was doing something productive each day to achieve my goals.
Eventually those one hour blocks of time led to the creation of PianoIsFun.com which in turn helped me to walk away from the corporate world.
So I encourage you today to make the transition from being busy to being productive by following the three steps above. When you know what your goals are and you commit to taking a productive step towards achieving them each day, your success really is just a matter of time.
How To Become A Leader
One of the surest ways to achieve success in life is to become a leader in your chosen field. Many people shy away from the thought of being a leader because they don’t feel that they have the natural confidence or ability to lead others, but there is a secret to becoming a great leader…
The secret to becoming a great leader is to understand that most leaders started out by being ‘intelligent followers’.
An intelligent follower is someone who:
1. Chooses the right leader to follow
2. Listens and learns from the person they are following
3. Takes actions and applies the things they learn
Once you start using this process you will discover that leadership is a skill like any other and that you can learn to be a great leader.
So today I’d like to encourage you to make the decision to become a leader in your chosen field.
Start by identifying someone in your area who has achieved the position you want to achieve and who conducts themselves with integrity. Next, learn as much as you can by observing and listening to the person you have chosen to follow. If you don’t have personal access to them, subscribe to their blog and follow them on Twitter to gain an insight into the way they think.
Finally, the most important step of all is to apply the ideas and strategies that you learn. One of my favourite quotes of all time is this:
” Knowing is not enough, we must apply.
Willing is not enough, we must do.”
By being an intelligent follower, you will rapidly gain the skills and experience that you need to become a great leader in your own right.
The secret to becoming a great leader is to understand that most leaders started out by being ‘intelligent followers’.
An intelligent follower is someone who:
1. Chooses the right leader to follow
2. Listens and learns from the person they are following
3. Takes actions and applies the things they learn
Once you start using this process you will discover that leadership is a skill like any other and that you can learn to be a great leader.
So today I’d like to encourage you to make the decision to become a leader in your chosen field.
Start by identifying someone in your area who has achieved the position you want to achieve and who conducts themselves with integrity. Next, learn as much as you can by observing and listening to the person you have chosen to follow. If you don’t have personal access to them, subscribe to their blog and follow them on Twitter to gain an insight into the way they think.
Finally, the most important step of all is to apply the ideas and strategies that you learn. One of my favourite quotes of all time is this:
” Knowing is not enough, we must apply.
Willing is not enough, we must do.”
By being an intelligent follower, you will rapidly gain the skills and experience that you need to become a great leader in your own right.
How To Get What You Want
Asking people for what we want can sometimes be a difficult process involving awkward discussions and potential conflict. However, it doesn’t have to be that way.
The secret to getting what you want from other people is to develop a genuine sense of reciprocity by giving before you receive.
The term ‘reciprocity’ describes the expectation that people will respond to you in the same way that you respond to them. So if you give another person something of value, they will be much more inclined to give you something in return.
Next time you want something from someone, instead of simply asking or demanding what you want, try using the following Reciprocity Formula.
The Reciprocity Formula
Step 1: Analyse the situation from the other person’s point of view and try to identify what they currently want. If you can’t figure out what they want, the best thing to do is to ask them.
Step 2: When you have identified the main thing they want, present your case by saying something like, "If I help you achieve… [what they want], could we discuss… [what you want]. Most reasonable people will be open to this approach because they are receiving before they have to give.
Step 3: Follow through and help the other person achieve their objective. The more time and effort you put in during this step, the more reciprocity you will develop.
Step 4: When you have achieved the objective you agreed upon, revisit your initial discussion and ask for what you originally wanted.
Here’s an example that shows how the Reciprocity Formula works in the real world:
Sherry worked as a Sales Rep in a software company and wanted to ask her boss for a raise. From previous experience, she knew that simply asking for a raise was rarely effective so she decided to apply the Reciprocity Formula.
Step 1: Sherry had lunch with her boss and asked him what his major goal was for the quarter. He informed her that what he really wanted was to sell 1000 copies of the companies new accounting software before the end of the financial year.
Step 2: Sherry then presented her case by saying, "If I can sell 1000 copies of the new accounting software by June 30th, would you be open to discussing a raise?" Her boss said he’d be happy to.
Step 3: Sherry got down to work and devised a viral marketing campaign on the Internet. She worked extremely hard and her boss could see that she was serious about achieving her goal.
Step 4: Sherry achieved her sales goal and arranged to have lunch with her boss again. In a three month time frame, she’d added a great deal of value to the company and in doing so, she’d also built up a genuine sense of reciprocity with her boss. Over lunch, Sherry’s boss confirmed that he would be happy to give her a raise.
Giving before you receive and developing a genuine sense of reciprocity is one of the most effective ways to get what you want from other people. So today, I’d like to encourage you to use the Reciprocity Formula to develop true WIN-WIN agreements that will help you achieve your most important life goals.
How to Write Great Project Documents
Take these top tips to improve your writing skills:
Keep it simple
Great writers can cover whole topics in just a few short paragraphs. To do this, you need to remove any surplus content, clutter and jargon and write in simple, plain terms that everyone understands. That way, your documents will be quick and easy to read.
Make it focused
To create a powerful project document, you need to focus purely on the topic. This will make your document more persuasive and inspiring to read. So think carefully about the content that your readers expect you to cover. Then list your topics and stick to them. Never write off the topic. If you need to go off topic, then put the content in an Appendix at the end and refer to it.
Have a clear structure
You also need to think carefully about your Table of Contents. Your readers need to be able to scan the Table of Contents to get a quick feel for what your document contains. The Table of Contents should be simple and easy to understand. In your document, you should also:
Use tables to make it easier to read
Insert diagrams to explain difficult topics
Use short paragraphs to accentuate points
Make use of bolding, italics and underlining
Use bullets, as they are easily scanned.
Always tell a story
Everyone loves a good story. So write each document as though it was the best story in town. Start with the beginning by introducing your topic and telling them what they are going to learn by reading your document. Then write the main body of the document and end with a conclusion.
Make it flow
Write your document so that each of the sections flow from one topic to the next. This way, the user never has to pause to work out where they are. So before you finish each section, introduce the next section.
Just the right amount
Give your readers “just the right amount of information” needed. Keep it short, but informative and helpful.
Be inspiring
Great writers are passionate about what they are writing. If you are positive and inspirational about your documents, then your reader will catch the excitement and your document will be enjoyable to read.
If you want to use well written documents for your project, then get a head start by downloading the Project Management Kit
The templates are incredibly well written and they use all of the tips above to help you create high quality documents for your project.
Keep it simple
Great writers can cover whole topics in just a few short paragraphs. To do this, you need to remove any surplus content, clutter and jargon and write in simple, plain terms that everyone understands. That way, your documents will be quick and easy to read.
Make it focused
To create a powerful project document, you need to focus purely on the topic. This will make your document more persuasive and inspiring to read. So think carefully about the content that your readers expect you to cover. Then list your topics and stick to them. Never write off the topic. If you need to go off topic, then put the content in an Appendix at the end and refer to it.
Have a clear structure
You also need to think carefully about your Table of Contents. Your readers need to be able to scan the Table of Contents to get a quick feel for what your document contains. The Table of Contents should be simple and easy to understand. In your document, you should also:
Use tables to make it easier to read
Insert diagrams to explain difficult topics
Use short paragraphs to accentuate points
Make use of bolding, italics and underlining
Use bullets, as they are easily scanned.
Always tell a story
Everyone loves a good story. So write each document as though it was the best story in town. Start with the beginning by introducing your topic and telling them what they are going to learn by reading your document. Then write the main body of the document and end with a conclusion.
Make it flow
Write your document so that each of the sections flow from one topic to the next. This way, the user never has to pause to work out where they are. So before you finish each section, introduce the next section.
Just the right amount
Give your readers “just the right amount of information” needed. Keep it short, but informative and helpful.
Be inspiring
Great writers are passionate about what they are writing. If you are positive and inspirational about your documents, then your reader will catch the excitement and your document will be enjoyable to read.
If you want to use well written documents for your project, then get a head start by downloading the Project Management Kit
The templates are incredibly well written and they use all of the tips above to help you create high quality documents for your project.
19 July 2009
GREEN BUILDING
What is a Green Building ?
Buildings have major environmental impacts over their entire life cycle. Resources such as ground cover, forests, water, and energy are depleted to construct and operate buildings. Resource-intensive materials provide the building envelope and landscaping adds beauty to it – in turn using up water and pesticides to maintain it. Energy-consuming systems for lighting, space conditioning and water heating provide comfort to its occupants. Hi-tech controls add intelligence to ‘inanimate’ buildings so that they can respond to varying conditions, and intelligently monitor and control resource use, security, and usage of fire systems etc. in the building. Water is another vital resource for the occupants, which gets consumed continuously during building construction and operation. Several building processes and occupant functions generate large amounts of waste.
Thus, buildings are one of the major pollutants that affect urban air quality and contribute to climate change. Hence, the need to design a green building, the essence of which would be to address all these issues in an integrated and scientific manner. It is true that it costs a little more to design and construct a green building. However, it is also a proven fact that it costs less to operate a green building that has tremendous environmental benefits and provides a better place for the occupants to live and work in. Thus, the challenge of a green building is to achieve all its benefits at an affordable cost.
A green building depletes as little of the natural resources during its construction and operation. The aim of a green building design is to:
• Minimize the demand on non-renewable resources and maximize the utilization efficiency of these resources when in use, and
• Maximize reuse and recycling of available resources
• Utilization of renewable resources.
It maximizes the use of efficient building materials and construction practices; optimizes the use of on-site sources and sinks by bio-climatic architectural practices; uses minimum energy to power itself; uses efficient equipment to meet its lighting, air-conditioning, and other needs; maximizes the use of renewable sources of energy; uses efficient waste and water management practices; and provides comfortable and hygienic indoor working conditions. It is evolved through a design process that requires all concerned –the architect and landscape designer and the air conditioning, electrical, plumbing, and energy consultants – to work as a team to address all aspects of building and system planning, design, construction, and operation. They critically evaluate the impacts of each design decision on the environment and arrive at viable design solutions to minimize the negative impacts and enhance the positive impacts on the environment. In sum, the following aspects of the building design are looked into in an integrated way in a green building:
• Site planning
• Building envelope design
• Building system design HVAC(heating ventilation and air conditioning), lighting, electrical, and water heating
• Integration of renewable energy sources to generate energy onsite.
• Water and waste management
• Selection of ecologically sustainable materials (with high recycled content, rapidly renewable resources with low emission potential, etc.).
• Indoor environmental quality (maintains indoor thermal and visual comfort and air quality)
Project Management
What do we mean by project monitoring?
It means to keep a careful check of project activities over a period of time.
Why should we monitor a project?
Surely if everyone is doing their best, things will go well?
To work to its full potential, any kind of project needs to set out proposals and objectives. Then a monitoring system should be worked out to keep a check on all the various activities, including finances. This will help project staff to know how things are going, as well as giving early warning of possible problems and difficulties.
How can a project be monitored?
1. Keep it simple
Remember… monitoring is meant to be a help to good project management and not a burden.
2. Objectives
Work out clearly at the beginning the objectives of the project, including a budget of the likely cost (expenditure).
3. Plan the activities
- what needs to be done
- when it should be done
- who will be involved in doing it
- what resources are needed to do it
- how long it will take to do
- how much it will cost.
Work out the most appropriate way of monitoring the work - again, keep it simple:
- meetings
- diaries
- reports on progress
- accounts, reports on finances
Subscribe to:
Posts (Atom)
Subscribe To
Posts
All Comments