What is Project Management

  • #1 manage risks
    • develop a risk based mindset, what could go wrong and have a plan to deal with it
  • #2 manage relationships
    • Ask questions, be humble - say “I could use some help on this” or “I would like another pair of eyes to review this”
    • if problems with honesty from employees, then the root is lack of trust
  • #3 experience/insight
  • Other stuff
    • Design Build
    • Construction Management at Risk - Construction Manager/General Contractor (CMGC)
    • Design → Bid → Build

Gantt Charts

  • Background
    • Invented by Henry Gantt in 1910
    • Dates along the x-axis
    • Tasks along the y-axis
    • horizontal bars showing how long each task takes to complete
    • Which tasks are dependent or have prerequisites (e.g. can't install windows until the wall framing is complete)
    • Why is a Gantt Chart helpful?
      • If you don't have all the tasks and costs associated with a project, then will run out of money because things cost more than expected and/or will constantly be stressed out with surprises - things that needed to be done
      • Think of a project of selling cookies, you have everyone in the kitchen to help but you don't have the recipe written down, or you don't have a list of ingredients, or what if the person who is bring the ingredients calls in sick, and so on.
      • Luke 14:28-30 - “For which of you, intending to build a tower, sitteth not down first, and counteth the cost, whether he have sufficient to finish it?”
  • Prerequisites
    • List of all tasks needed to complete the project
      • this is the hardest part and never fully discussed in project management training as it is extremely project specific
    • How long each task will take to complete
      • Fastest time (20 hrs) - never use this
      • Average time (30 hrs) - don't use this, means 50% time will be wrong
      • Longest time (60 hrs)- don't use this, won't get the job
      • 90% confidence (45 hrs) (halfway between Average and Longest time), still will fail 1 out of 10 times. Also could say add 25% to the average to cover unexpected working.
    • Which tasks a dependent upon one another
    • Identify Milestones - statement something happened, past tense, such as “50% Plans Completed”, think in terms of a months worth of work/effort resulted in what accomplishment, that is the milestone.

12-Step Project Management

  • Step 1 - Define the project
    • having a vague definition of the project is a very common reason for project failure (failure to meet the clients/stakeholders expectations)
    • Time - limit
    • Money - budget
    • Quality - deliverables
    • What is the key driver/highest priority/must have, this is the No. 1 goal and get the commitment on it (don't start until you have agreement), don't fail on it. Probe the customer(s), the art of selling.
      • Why?
      • What if?
      • Can we trade? I you spent a little more we could add these really cool features, think of buying a car or home. If yes, can spend more, then know quality is the key driver over money.
    • Expand scope of project during design - happens because not clear definition of the project at the beginning. Adding extra things is ok if the client knows it will cost more money and extend the project length/time.
    • Nail down the deliverables, vague projects will fail!
    • Say Yes or No, never maybe, need to be clear upfront.
  • Step 2 - List all the tasks
    • If you say “ongoing” then don't have enough detail, seems like you want to identify tasks that take 1-5 days to complete, if takes more than that, break it down to sub tasks. If task takes an hour to complete, think about grouping/merging with other tasks to fill a day.
  • Step 3 - Estimate times and costs for each task
  • Step 4 - Add up time and cost (Network Diagram)
    • Network Diagram flushes out the Critical Path
    • Do this with post-it notes on the whiteboard or use Visio if on computer projector
    • Involve the whole team
    • Try not to apply read deadline in this process, this will be done later. If you do, then will introduce errors, say Survey will take 6 weeks to complete but you want it done faster and you put 3 weeks. Now the project schedule is wrong and it will still end up taking 6 weeks to do.
    • Program Evaluation and Review Technique (PERT)
  • Step 5 - Shorten your project plan (Time is major goal)
    • Focus on the critical path, not floating tasks
    • Spend more money
    • Reduce quality
    • Overlap tasks
  • Step 6 - Draw a Gantt chart
    • Need tasks, time, relationships, critical path from Network Diagram
    • Communicate - show at project kickoff meeting to communicate with team players, get their buy-in
  • Step 7 - Calculate resource requirements over time
  • Step 8 - Assess risks (what could go wrong?) and prepare action plans
    • Risk analysis - each risk gets likely to happen (0-5) and seriousness (0-5), then multiple together - issues are any double digit numbers.
    • Involve team
    • Review previous projects
    • Keep this updated as the project goes along
  • Step 9 - Monitor progress (time) during the project
  • Step 10 - Monitor cost (money) during the project
  • Step 11 - Reschedule - modify the plan
  • Step 12 - Project Review - learn and praise (only way to learn a better way)

Purpose of Gantt Charts in Project Management

  • Planning your project
    • Money needed
    • People needed
    • Scope of project
  • Explaining your project
    • Everyone can see there part in the project, how they fit in, contribute to building the project
  • Monitoring your project
    • Are we still on schedule? So a Gantt chart is a living document, needs to be updated weekly, not something that gets filed away
  • Adjusting your plan if things change
    • Typically adding extra tasks as it is very difficult to predict all the necessary steps/tasks to complete a project
  • Precedences Network Diagram
    • Network Diagram Example
  • Critical Path - longest sequence of activities in a project that must be completed to be on time
  • Slippage - what has actually happened over what should have happened
  • Floating Tasks - show when the earliest they can start by a vertical line, the task length such as 1 week, and latest they can end. These tasks can be adjusted based on limited resources and they don't affect the time it takes to finish the project.
    • Benefits of doing early
      • if task takes longer to complete still have a time buffer
    • Benefits of doing late
      • Always get more information as the project goes along, so if you already did the floating task, might have to revise it with this new info
      • saves on cash flow - not buying materials too soon and they are just sitting around can get broken or stolen
  • References

Masterformat

  • Categories 16 (old), new has 50 Categories
  • Days Behind Schedule (Total Float) any values 0 or less are critical

Jerome H-Street Lift Station Baseline

  • Summary
    • MILE-100 - Milestone Construction Notice to Proceed
    • MILE-110 - Contract Milestone 1: Substantial Completion
    • MILE-120 - Contract Milestone 2: Final Completion
  • Submittals/Procurement
    • 00700 Concrete
      • Submittals
      • A/E Review
      • Fabrication & Delivery
    • 00200 Earthwork
    • 04 Masonry
    • 05 Metals
    • 07 Thermal & Moisture Protection
    • 08 Doors & Windows
    • 09 Finishes
    • 11 Equipment
    • 15 Mechanical
    • 16 Electrical
    • 17 Scada, Instrumentation & Controls
  • Mobilization
  • Construction
    • Earthwork
      • Pump Station
      • Precast
      • Control/Gen/Air
    • Concrete
      • Pump Station
      • Control/Gen/Air
      • Precast
    • Yard Piping
    • Equipment
    • Architectural
      • Control Building
      • Air Scrubber
      • Dry Pit Access Cover
    • Process Mechanical
    • Electrical
    • HVAC/MECH
    • Startup & Commissioning
    • Demolition
  • Closeout

Construction Costs

Project Management - Roadway Construction

City of Jerome

  • 1. Admin - management
    • 1.1 Finance
    • 1.2 Meetings
    • 1.3 Project Management - planning, scheduling, Microsoft Project
  • 2. Planning
    • 2.1 Entitlements
    • 2.2 Environmental
  • 3. GIS
  • 4. Survey
  • 5. CAD
  • 6. Civil
  • 7. Consultant
  • 8. Bid
  • 9. Construction
  • Complete Task List

Civil Science - North Date

  1. Notice of Funding
  2. Design / 404 Permitting
  3. Bid Advertisement
  4. Bid Award
  5. Permitting (SWPPP)
  6. Mobilization
  7. Set up Traffic Control
  8. Install BMPs
  9. Removals
  10. Clearing and Grubbing
  11. Remove and Replace Hydrant
  12. Pipe Installation
  13. Minor Structures
  14. Structural Excavation
  15. Install Bridge Extension
  16. Backfill Structure
  17. Excavation
  18. Sediment & Oil Traps
  19. Inlets
  20. 3/4“ aggregate
  21. Curb & Gutter
  22. Sidewalk
  23. Retaining wall
  24. Plant mix pavement
  25. concrete stairs
  26. seed bed prep
  27. seeding
  28. signs / mailboxes
  29. raise valves / manholes
  30. striping
  31. special pavement marking
  32. remove traffic control

Project Management - Guest House

  • Civil Engineering Aspects of the addition of a Guest House or Garage to an existing single family home

Microsoft OneNote

  • Problem - multiple people working on a project, need to look up contact info, HTE# and other details of the project. Prefer to do this from the mobile phone, often at the front counter doing a submittal and asked what is the address of the site or the HTE#?

OneNote Class Notebooks

Microsoft Project

  • Step 0 - MS Project Options
    • General
      • Date 1/28/09 (use short date when printing Gantt charts)
      • uncheck Show the start screen when this application starts
    • Save
      • check on Don't show backstage view when opening or saving files, then can go directly to the Open dialog box
      • check on Save to computer by default (instead of trying to save to OneDrive)
    • Trust Center
      • Trust Center Settings button → Add-ins → disable ProCore plugin
      • Privacy Settings → check on Removal personal information from the file properties on save (use if making a standard template to share with others)
  • Step 0 - Create list of tasks/activities/work packages (for a given time period), group by heading/summary task (group by entity/contractor/consultant doing the work), milestones and project name
    • Tasks - should take 1 day to 10 days to complete or 8 hrs to 80 hrs
      • Task Deadlines on Task Information → Advanced tab → Constrain task Deadline (then enter a date). Displays as a green diamond on the schedule
      • How to determine if task is broken down small enough?
        • Are the time and cost easy to estimate?
        • Is the status easy to measure?
        • Is the task duration shorter than reporting periods (typically 1 month)?
        • Are details manageable?
    • Summary Tasks - headings/groups/phases such as Design, Construction
    • Project Summary Task - Title of the project
    • Milestone - statement something happened, past tense, such as “50% Plans Completed”. Must link to a task, CANNOT link to a summary task.
  • Step 1 - Enter Project Start or Finish Date
    • Project → Project Information
    • Schedule from: Project Start Date
    • Finish date: should be able to change/edit the date which is grayed out when Schedule from Project Start Date is selected
    • “Tip: Project management Schedule your project from a start time if you can. Even if you know the date by which a project must be complete, scheduling from a start date gives you the maximum amount of flexibility.” (Set the start date or finish date for your project
    • Set Project Start Date
  • Step 1 - change project name
    • Format > Show/Hide panel > Project Summary Task (check on)
    • Should insert first record and change from default filename to “S Tiger Reconstruct Design”
    • [Q] How do I enter the finish/deadline date? Edit ability is grayed out.
  • Step 2 - Enter Summary Tasks (don't enter duration/time because this is autocalculated, the sum of the sub tasks)
    • Manual Scheduled Summary Tasks are when you do enter a duration/time, then can see if how this compares to the total sub tasks
  • Step 3 - Enter Recurring Tasks (weekly or monthly design review meetings)
    • Task → Insert panel → Task drop down → Recurring Task
    • Recurring Tasks
  • Step 3 - Enter Tasks (aka Work Tasks) with Durations (time to do the work, not date to begin working)
  • Step 4 - Enter Milestone Events (duration 0 days)
  • Step 5 - Tasks Indent (very important as not obvious how to do this)
    • Task tab > Schedule panel > Outdent Task or Indent Task buttons
  • Step 6 - Identify Immediate Predecessors for each task
  • Step 7 - link predecessors
    • Select Tasks, then click Task → Schedule panel → link button
      • this will daisy chain (linked together in sequence) the tasks together
    • Predecessors Column, enter row number of task that needs to be completed before this task begins
    • Multiple predecessors: 5,8 (this means task 5 and 8 must be completed for this starts)
    • Enter task# then followed by FS (default, finish to start), SS start to start, FF finish to finish
    • Successors Column, recommend turning on
  • Step 8 - Task Constraint Types (used in scheduling)
    • As Soon As Possible
    • As Late As Possible
    • Finish No Earlier Than
    • Finish No Later Than
    • Must Finish On
    • Must Start On
    • Start No Earlier Than
    • Start No Later Than
  • Step 8 - assign resources
    • View → Resource Views panel → Resource Sheet
      • Type - Work uses Time
      • Type - Material uses Quantity
      • Type - Cost (fees, tuition, etc)
    • [Q] How do you handle different work schedules? I work Tues-Fri and Floyd works Mon-Thurs
    • [Q] Where do you enter employee names?
    • EHM Engineers - Basic Fee Schedule
      • Basic Fee Schedule - EHM Engineers, Inc
  • Step 8 - leveling resources
    • red people indicators on the left side of each task
  • Step 9 - Time Scale
    • Change the x-scale from Days, Weeks, Months, etc.
    • View Time Scale on the Zoom panel
  • Step 10 - Critical Path
    • Format → Bar Styles panel > check on Critical Tasks
  • Step 11 - Print
    • File → Print
    • Settings → Print Entire Project
    • Page Setup → Footer
      • General → File Name and Path, then click Add
    • 2-week look ahead schedule, how do you print this?
  • Step 12 - Set Baseline (a.i.a. Snapshot of Project)
    • I think we should save a baseline monthly during the project
    • Project → Set Baseline
      • Duration, Start, Finish, Cost fields get saved as Baseline fields (Baseline Start, Baseline Finish, and so on)
      • Entire Project - do this for the first baseline
      • Insert Column → Baseline Duration
  • Step 3 - Insert Columns (View > Gantt Chart)
    • right click Insert Column
      • WBS
      • Work
  • Step 4 - turn on Critical Path
    • should be red color
    • Show on top of Gantt chart
  • References

Work Breakdown Structure (WBS)

  • Goal - all work broken down to a distinct time frame and done by one contractor/engineer
  • 1-Admin
    • 1.1 Finance
    • 1.2 Meetings
    • 1.4 Research
  • 2-Planning
    • 2.1 Entitlements
    • 2.2 Environmental
  • 3-GIS
  • 4-Survey (topo, in-house)
    • 4.1 GPS
    • 4.2 Photos
  • 5-CAD
    • 5.1 blocks
    • 5.2 CADmanual
    • 5.3 lisp
    • 5.4 plotstyles
    • 5.5 templates
    • 5.6 xref
  • 6-Civil
    • 6.1 revisions (milestones)
    • 6.2 models
    • 6.3 plans
    • 6.4 redlines
    • 6.5 sheets
  • 7-Consultant
    • 7.1 Architect
      • 7.1.1 Landscape Architect
    • 7.2 Drainage Study
    • 7.3 Electrical Engineer
    • 7.4 Geotechnical Report
    • 7.5 Surveyor
    • 7.6 Traffic Study
    • 7.7 Utilities
    • 7.8 Wastewater Model/Study
    • 7.9 Water Model/Study
  • 8-Bid
    • 8.1 Docs
    • 8.2 Advertise
    • 8.3 PreBid
    • 8.4 Opening
    • 8.5 Tabulation
    • 8.6 Approved
    • 8.7 Award
  • 9-Construction
    • 9.1 Permits
    • 9.2 Testing
    • 9.3 Payroll
    • 9.4 RFI
    • 9.5 Meetings
    • 9.6 Diaries
    • 9.7 Photos
    • 9.8 Punchlist
  • References

Calendar Setup

  • Step 0 - setup
    • Fiscal Year: Options → Schedule → Fiscal year starts in
  • Step 1 - enter non-project time (holidays/vacations)
    • Project > Change Working Time
    • Change Working Time - Add Holidays
  • Step 2 - enter flex work week (4x10s)
  • Step 3 - set working time to 10 hr days
    • Change Working Time - Set Working Time to 10 hr Days
  • Step 4 - Schedule Settings in Project Options
    • Project Options > Schedule Settings

Dates

  • Start, Finish, Duration
  • Actual - Start, Finish and Duration
    • Start: Manually enter or Calculated if you change the % Complete field
    • End: Manually enter or Calculated if % Work Complete field is 100
    • Duration: because entering a value in the Actual Duration, Remaining Duration, or % Complete field automatically recalculates the other fields, you should enter a value in only one of these fields for a task.
    • Microsoft Project - Actual Start fields
    • Microsoft Project - Actual Finish fields
    • Microsoft Project - Actual Duration
  • Baseline - Start, Finish and Duration
  • Deliverable - Start, Finish (no duration)
  • Early - Start, Finish (no duration)
  • Late - Start, Finish (no duration)
  • Preleveled - Start, Finish (no duration)
  • Scheduled - Start, Finish, Duration
    • For an automatically scheduled task, the Scheduled Start data is the same as the date in the Start field.
    • For manually scheduled task, this is the start date recommended by Project and is a read-only field.
    • Microsoft Project - Scheduled Start

Tracking

  • change Task entry from “Entry” to “Tracking” by right clicking above the 0 row and left of the Task Name

Other Stuff

  • Deadlines
    • double click the task to open properties “Summary Task Information”, Advanced tab > Deadline: enter date
    • Think must have min duration of 1 day
  • Milestones are tasks with 0 days, shown as small black diamonds, having problems making subtasks into milestones and being able to change the date
  • [Q] What is the difference between a Summary task and a Milestone task (events)
  • [Q] How do you make a template that has a single date, so when I copy it to a new project, all I have to do is change the start date and the timeline automatically updates, so in the proposals, can see how long the project will take to complete. Should be a great selling tool and management.
  • [Q] How do I enter the projected completion date of a project?

References

  • Oregon - Clackamas County - Bob Knorr, Project Manager, (rknorr@clackamas.us, 503-742-4680, RobertEKnorr@gmail.com) member of Project Management Institute, Civil 3D 2017 certification
  • Idaho
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