Construction

engineering and
Management (18CEC24)
UNIT-3

Presented by V Sai Teja

Asst.Professor,CED,CBIT(A)
 Project Monitoring & Control: Introduction – Supervision, record
keeping, periodic progress reports. Updating of plans: purpose,
frequency and methods of updating- using bar charts, PERT/CPM,
Resource Leveling and Precedence network. Schedule/time progress
control; Cost control- Classification of costs, timecost trade-off in
construction projects
 Project monitoring and control are essential processes in project
management that help ensure a project stays on track, meets its
objectives, and stays within its defined scope, timeline, and budget.
 These processes involve tracking project performance, identifying
deviations from the plan, and taking corrective actions to keep the
project on course.
Introduction

PLAN
MONITOR
CONTROL
Aspects need to be monitor and
control
 Schedule/time/progress
 Cost
 Quality
 Safety
Introduction

 There is a need for monitoring and control systems, that the

management can use for the purpose and ensure timely completion
of the project with in allocated budget
 Aims at regular monitoring of planned vs actual achievement
 Discover any deviations at the earliest so that corrective
mechanisms can be applied on time.
 These systems should be simple and indicative as well to
identify any deviations
Schedule/Time/progress control

 Establish target or mile stones ( for comparison ) in terms of

Quality of work done, Cost of work dome

Reports
 Actual vs planned bar charts
 Activity status reports
 Report on critical activities, slipping tasks ,mild stones achieved.
Report generating is an important task in project management
Cost control

Steps
 Observe the cost expended for an item, an activity or a group of
activities
 Compare it with available standards e.g. tender estimate or schedule
of rates
 Compute the variance between observed and standard, signalling a
warning sign immediately so that timely action is initiated
Updating

 Updating is used to monitor the progress of the project

and provides the latest information for the remaining
activities like some activities may be started but yet to
finish or some may not have been started
 It helps in cost control as well because the cost of
activity going on might be higher or lower than
estmated
 Updating can be done by
 Using bar charts
 Using PERT/CPM
Updating using Bar chart
Project representation in the bar
chart
Project Control
What happens if we do not make efforts to control our project
Which Leads to……?
 Cost overrun
 Time extension (Delay)
 Low Quality
Project control process
 Control is an integral part of project
management.
 It aims to regular monitoring of
planned vs actual achievements
 In case of deviation ?????? What we
have to Do ?
 Control process includes gathering
facts and data analyzing them
predicting the likely outcome based
on the current data, and taking
appropriate corrective measures.
 Schedule/time/progress control
 The tools for progress control are bar charts or critical path
networks. Whichever technique is used, the project manager
should abide by the following steps:
 Establish ‘targets’ or ‘milestones’—times by which
identifiable complete sections of work must be completed
 As each target event occurs, compare actual against targeted
performance
 Assess the effect of performance to date on future progress
 If necessary, re-plan so as to achieve original targets or to
reach as close as possible in achieving them
 Request appropriate action from those directly responsible
for the various activities
 Planning and control techniques achieve
nothing unless they are translated into
action, and it is the responsibility of the
project manager to see that this happens.
Depending on the duration and the type of
the project as well as the contractual
provisions, monitoring could be done on
weekly, fortnightly, monthly, or bimonthly
basis. The most common monitoring period is
on a monthly basis.
Monthly Progress Report
 This report helps in reviewing monthly progress with
respect to quantities of work done and invoicing made vis-
à-vis the plans indicated in schedule of invoicing.
 This report also sets the targets for the following month
(on the basis of actual performance till then) or for the
next two to three months. Cumulative progress is
reported by marking progress of each item on a bar chart.
 This report is not a true indicator of activity-wise progress
in relation to construction and schedule of milestone
events. If an activity-wise review is needed, the report will
have to be used along with the progress of milestones.
 Where close monitoring is required, job status for the
project (or for critical structures in the project) may be
reported to the higher management by marking progress
on a copy of the construction schedule. This copy can be
updated continuously for regular review.
Cost control
 The project cost control also can be thought of
as a three-step process:
 Observe the cost expended for an item, an
activity, or a group of activities
 Compare it with available standards. The
standard could be a predefined accepted cost
estimate (ACE) or it could be the tender
estimate
 Compute the variance between the observed
and the standard, signaling a warning sign
immediately to the concerned people so that
timely and possible corrective measure can be
taken
Time-cost Trade off in
construction project
 Total project cost
 Direct cost
 Indirect cost
 Overheads

 Administration expenses
 Depreciation

 Loss of profit
 Loss of revenue and penalty
 Expenses which cannot be
associated or assigned to any
individual activity of a project
 Indirect cost increases with
duration
 Loss of profit and penalty
comes under outage cost
Cost slope

 This parameter is useful in crashing of project duration by

using Networks.
 Min. cost slope activity is to be crashed 1st in critical path.
Why crashing
 Some activities along the critical path
sometimes need to be shortened in order to
reduce the overall duration of the project.
 This leads to a decrease in the indirect
expenses (due to decrease in duration), and an
increase in the direct expenses (due to more
mobilization of resources)
 the relationship between the cost of the job and
the duration has been assumed to be linear. The
steeper the slope of the line, the higher the
cost of expediting the job at an earlier date.
Relationship Cost vs Time
Steps in crashing of Network
Example 1
1st stage of crashing
2nd stage of crashing
Conclusion

 Optimum duration : 8 weeks

 Optimum cost : 34000
Example 2
Network diagram
Cost slope
Normal Cost and duration
before crashing
1st stage of crashing
2nd stage of crashing
3rd stage of crashing
Conclusion

 Optimum duration : 14 days

 Optimum cost : 34,000
Exercise