Combustible Cladding in High Rise Construction Project Analysis

This project analyzes combustible cladding in high-rise construction, focusing on the work breakdown structure (WBS) and project schedule. The WBS divides the project into structural, finishes, and mechanical, electrical, and plumbing (MEP) components, detailing sub-structures, superstructures, and specific tasks like painting and flooring. The project schedule estimates a total of 208 days, with 105 days allocated for structural aspects due to their foundational importance. The finishing and MEP phases are allotted less time. The document emphasizes the importance of updating schedules, maintaining baseline values, and proper task allocation. A Gantt chart is used to visually represent the schedule, aiding in understanding task dependencies, timelines, and overall project flow. The analysis references various research papers and industry standards to support the project's findings.

Combustible Cladding in High Rise Construction

Table of Content
Work Breakdown Structure.............................................................................................................3
Project Schedule..............................................................................................................................4
Bibliography....................................................................................................................................7

Work Breakdown Structure
The project schedule consists of a detailed work breakdown structure and a Gantt chart for the
combustible cladding in high rise construction.Work Breakdown Structure is the division of the
project activities into multiple parts. Every step of the activity is divided into several units for the
tasks to be performed and appropriately completed. With the breakdown of the tasks into
multiple units, the organisation will hardly make any errors of neglecting the critical tasks. The
above figure elaborates the work breakdown structure of the Combustible Cladding in the high-
rise structures (Sutrisna et al. 2018). The work is bifurcated into three dimensions:
• Structural
• Finishes
• Mechanical, Electrical and Plumbing
The three significant structures listed above can be further classified as the Structural format is
further divided into the sub-structure and the superstructure. Plain Cement Concrete, footings,
columns and plinth beams. It is used for high rise building construction and it has a huge
effectiveness in preventing earthquakes and cracks. The superstructure is bifurcated into the
columns, slabs and beam and windows and doors (Bi et al. 2017).
For the Finishes, the category has been divided into three parts, i.e., painting, floor tiles and
windows and doors. Lastly, we have MEP which will include the mechanical, electrical and
plumbing aspects of the building

Project Schedule

The people working on the project will have a brief as to the allotted time of every step, which
will act as a guide for them towards the attainment of their goals on time (Ong et al.2016). They
can measure their actual performance with the set standards and takes measures to achieve the
synchronisation between the activities.
The time required for combustible cladding in high rise construction is 208 days. Each sub-task
will consume an equivalent time, for structural, a total time duration of 105 days will suffice. On
the other hand, the Finishes will require a time duration of 33 days, and lastly, the Mechanical,

Electrical and plumbing will take about 70 days. The subcategories of sub-structure and the
superstructure will take about 70 days and 35 days respectively.
By understanding the above project schedule, it can be seen that a maximum number of time of
105 days has been allotted for the structural aspects of the construction. The reason for the same
is because the structure is the core part of any construction plan. The project managers must
evaluate whether the plinth, columns, slabs and block works have been completed with utmost
precision; there can be no room for error. The structure is the base of the construction project.
Hence, the managers have to be extremely careful at each step. In addition, the manual labour
used for the same can only work at a limited pace.
For the finishing works of the construction, considerably lesser time is utilised, as it is just for
the touch-ups and beautification of the constructed site. The painting, floor tiles and doors and
windows are the second part of the construction process. It is essential yet a simple task.
The mechanical, electrical and the plumbing part of the construction will take about 66 days to
be completed, as that is the last part and the structure and a base have already been created for
the same (Harrison & Lock, 2017). The fixtures are not constructed separately, and the best-
certified fixtures are already available in the market place. The professionals take very less time
to fix it once they have a clear picture of the construction. For a good project schedule, the
following credentials must be met (Burtonshaw-Gunn, 2017):
 The set schedule must be updated from time to time, and it is ideal for updating the
schedule from week to week.
 The baseline value of the project must always be equal to the estimation at the
completion value of the defined project.
 The team members must have a proper allocation of the task, taking into account the
working days and excluding the holidays.
To analyse the project schedule in a better manner, an understanding of the Gantt Chart is
essential. The Gantt chart is used to graphically represent the project schedule, for the ease of
understanding.
A Gantt Chart helps the project manager to analyse and understand the flow of the tasks. It gives
a clear picture as to what activity is due or completed on a specific date. The start date and the
end date of the project can be understood (Lock, 2016). The Gantt Chart is often used in the
construction industry, to evaluate the project in a proper manner. The time duration required for
the completion of the project must be feasible from the point of view of the profitability and
returns on the project (Guida & Sacco, 2019). If the tasks are not completed on time specified or
new time frame is calculated, then the profitability of the project is hampered, and it is not
feasible from the point of view of completion.
With the assistance of the Gantt Chart, a project manager can easily understand :

 The beginning of the project, through the start date.
 To understand the details about the project and what exactly are the tasks of the project.
 The person assigned to complete a specific task
 The start date and the end date of each task
 The maximum amount of time taken to complete each task
 To understand how specific tasks and linked and grouped with each other.
 To know if the task is overlapping each other.
 They know the end of the project.
References
Bi, H. L., Jia, X., Lu, F. Q., & Huang, M. (2017). Schedule risk management of it outsourcing
project using negotiation mechanism. In Proceedings of the 23rd International Conference on
Industrial Engineering and Engineering Management 2016 (pp. 29-33). Atlantis Press, Paris.
Burtonshaw-Gunn, S. A. (2017). Risk and financial management in construction. Routledge.
Guida, P. L., & Sacco, G. (2019). A method for project schedule delay analysis. Computers &
Industrial Engineering, 128, 346-357.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Lock, D. (2016). Project Management in Construction. Routledge.
Ong, H. Y., Wang, C., & Zainon, N. (2016). Integrated earned value Gantt chart (EV-Gantt) tool
for project portfolio planning and monitoring optimization. Engineering Management
Journal, 28(1), 39-53.
Robinson, B., Ryan, M., & Abbasi, A. (2018). Analytical observations of work breakdown
structure parameters. In Systems Evaluation Test and Evaluation Conference 2018: Unlocking
the Future Through Systems Engineering: SETE 2018 (p. 427). Engineers Australia.
Sutrisna, M., Ramanayaka, C. D., & Goulding, J. S. (2018). Developing work breakdown
structure matrix for managing offsite construction projects. Architectural Engineering and
Design Management, 14(5), 381-397.