Construction Project Management - Tips/Tools/Techniques

Previous 2 chapters were for the construction team wherein I explained some terms of planning in simple language with examples and the vital contribution expected from the construction team. I believe; it deliberated as to why, how & what the construction team should be party to while preparing construction plan and what is in it for them as well as the planner. In this chapter, there are some simple guidelines to both planner and construction team, which must be kept in mind while preparing the construction plan. These guidelines are more for the planners to understand and act, whereas the construction team must insist for the same and support planners. Naturally there is a lot of contribution required from construction team here too. KISS – KEEP IT SHORT & SIMPLE That’s the first & most important principle for any plan. Remember, the construction plan must be understood by the junior most levels in construction team and hence naming any activity, complexity of activ

Vital Contribution from Construction Team in Project Plan In my previous article I had explained some terms in planning to the Construction Team Members in a simple way with examples. Planners, with some experience in field as construction engineer would agree that it is essential to have a lot of contribution from construction team for any schedule to be effective. When the experienced construction team is involved in planning; not only they would contribute but also ‘own’ the schedule and the commitment level would be high. It is but natural that the schedule would be much more effective, with higher chances of success. I had earlier explained the following important terms: Planning & Scheduling Dependencies: Hard Logic / Causal, Soft Logic / Constrained, Preferential Logic Links: FS – Finish to Start, SS – Start to Start, FF – Finish to Finish, SF – Start to Finish Other: Lag, Lead, Float, Critical Path In this article I would explain the whole process of planning

For every project, any deliverable or even for a task one is advised to have a plan. We keep hearing that having a plan in place is like completing 40% of the task. Won’t you agree that even making a plan for the project is also a sub-project/deliverable/task in itself? If it is so, why not have a plan for making a plan? Will it not be a prolific thing to do? Yes! It is always a best approach to make a plan for making a plan. What shall we include, in this plan? Let’s explore.   We should consider to answer the following and document it for future references: 1.       Stages, WBS Elements and Level of Detailing: a)       Do we need a plan for each of the stages? Feasibility stage, Concept Stage, Design Development Stage, Execution Initiation Stage etc. b)       What should be the ‘Work Breakdown Structure’ in various stages? It is preferable to keep the WBS Structure consistent throughout the stages; some WBS elements may not be included in some of the stages e.g., Plan