CME703 Advanced Project Planning: Time, Cost, & Resource Control USA

This assignment delves into project control programming within the context of construction projects. It includes the development of a general procedure flowchart combining project time, money, and resource control, tailored for application in the United States. Furthermore, it identifies key information categories, such as time, cost, and scope, necessary for a construction project manager to effectively evaluate potential overruns, delays, and subcontractor issues. The assignment also involves practical problem-solving, utilizing MS Project to create bar charts based on provided examples, along with an assessment of project status and suggested actions to accelerate projects facing delays. This comprehensive approach provides a holistic understanding of project control principles and their practical application.

Running head: PROJECT CONTROL PROGRAMMING 1
Project Control Programming
1. Using the knowledge and information you have just learned about project
control, develop a general procedure flow chat(s) combining project time, money
and resource control, which you think is applicable and usefully for controlling
construction projects in the United States.
Project control procedure flow chart
A project control flowchart is a visual aid illustrating the methodologies being used in
managing the project. Therefore, this diagram outlines the parallel are interdependent
processes throughout the entire project’s life cycle. Project managers utilize a flow chart to
provide the client and shareholders the clear picture of the project processes and also aids in
determining ways to advance on the efficiency of the project (Harrison, & Lock, 2017). As a
result, a flowchart is used to graphically display the objectives of a project, which also aid in
the monitoring are reporting the project’s progress. As a result, a flowchart is one of the vital
tools used by project managers to control the project.

PROJECT CONTROL PROGRAMMING 2
Project control process flow chart
Celebrate
Complete
documentation
Evaluation Sign Off
Approval
Monitor Progress
Close
Performance & Control
Execution
Definition & Planning
PlanScope
Project Conception & initiation
Resources ScheduleCharter Budget

PROJECT CONTROL PROGRAMMING 3
2. As a construction project manager, what general categories and details of
information would you want to have on a cost, time and resource control reports
to properly evaluate what you think is a developing overrun, behind, and
subcontractor chaos on a project that is now underway and about half-way
completed?
As a project manager, the general categories and details of information include project
management triangle also referred to tripe constraints or iron triangle. The project triangle is
a model of the constraint of project management. Therefore, tripe constraint is utilized to
allow managers to analyze difficulties which likely occur during project execution and
implementation. The tripe constraint comprises time, cost and scope.
Time: a project activity can take longer and shorter period to come to completion.
However, the completion of any project task rely on various aspects like skills, a number of
individuals working on the project and experience (Brady, Tzortzopoulos, Rooke, Formoso,
& Tezel, 2018). Nevertheless, time is an essential element but uncontrollable. Contrary
failure to complete the project by the agreed deadline results in adverse effects.
Consequently, the primary reason for project overruns come as a result of the project
manager failure regarding time management.
Cost: It is imperative for the project manager to approximate cost when carrying out a
project. Budgeting makes sure that the project is executed at a given cost (Larson, & Gray,
(2015). However, at some point project managers are forced to allocate extra resources to
realize the deadlines, but it comes with a penalty of extra project expenses.
Scope: the scope is concerned with the results of the project being carried out, which
include deliverables that have to be addressed by the project team. A successful project

PROJECT CONTROL PROGRAMMING 4
manager has to understand how to manage both project scope and any changes in the scope
that is likely to impact cost and time.
In this case, the most significant factor that the project manager has to deal with is to
strike a balance to ensure that the quality of the project does not get compromised. Thus, their
certain ways the project manager can use to keep the project moving on such as preventing
stakeholders from modifying the scope as well as maintaining restrictions on human resource
and finances.
3. Carefully read the textbook Ch.2 Examples 2 and 4 again, and then enter the
schedule data into MS Project and print the bar chart into one-page PDF. The project
starts on March 20, 2018. The table portion of bar chart needs to show, ID, Name,
Duration, Predecessor, Early Start, Early Finish, Late Start, Late Finish and total
Slack. Showing critical path in red. If you have not taken CME603, You may purchase
the MS project e-book from Amazon (only around $10) for learning MS Project -
Planning and Scheduling Using Microsoft Project 2013 and 2016, Paul E Harris,
Eastwood Harris Pty Ltd, 2016. Amazon Kindle Version, ASIN: B01DJB7ZE0, at
https://amzn.com/1925185311.
Example 2: Bar Chart-Brick Basement
Operatio
n No
Operation Duration (Days)
1 EXC B/S 3
2 Blind Base 1
3 Floor Const 9
4 Asphalt Floor 3
5 EXT Brick Wall 6

PROJECT CONTROL PROGRAMMING 5
6 Asphalt Wall 3
7 Outer Skin BWK 4
8 Conc Sub Floor 2
9 Backfill 1
Gantt chart for Brick Basement
The project was initiated on 20 Tuesday, March 2018 and took 27 days and came to
completion of 2 Wednesday, May 2017.
Example 4: Retaining Wall Project
ID No Name Duration
1 SECTION A 12 days
2 Excavate 2

PROJECT CONTROL PROGRAMMING 6
3 Blind 1
4 Formwork 2
5 Rebar 2
6 Concrete 1
7 Strike fwk 1
8 Fix precast units 3
9 SECTION B 13
10 Excavate 2
11 Blind 1
12 Formwork 2
13 Rebar 2
14 Concrete 1
15 Strike fwk 1
16 Fix precast units 3
17 SECTION C 14 days
18 Excavate 2
19 Blind 1
20 Formwork 2
21 Rebar 2
22 Concrete 1
23 Strike fwk 1

PROJECT CONTROL PROGRAMMING 7
24 Fix precast units 3
Gantt chart with critical path
1) Assessment of the project status

PROJECT CONTROL PROGRAMMING 8
The status of this project is in a constraint situation whereby there are new changes
that have been introduced and also the client also bring in a delay in the project by halting the
project for a given part of the drywall construction on the fifth floor of the building.
2) Revise the project schedule to reflect the project status – create an MS project
and print it to a PDF file.
MS Project
No Name Duration Start Date Finish Date
1 Design 13 20/10/2018 1/11/2018
2 Studs 5 10/23/1018 10/27/2018
3 Mechanical R/I 5 10/30/2018 03/11/2018
4 Electrical R/I 5 10/30/2018 03/11/2018
5 Window 10/26/2018 03/11/2018
6 Drywall 5 06/11/2018 10/11/2018
7 Tape & speckle 5 13/11/2018 17/11/2018
8 Painting 5 23/11/2018 27/11/2018
9 Electrical & Mech.
Trim
5 30/11/2018 04/12/2018
10 Install Carpet 3 05/12/2018 07/12/2018
Table for Construction activities

PROJECT CONTROL PROGRAMMING 9
3) Suggest actions being taken to accelerate the project to cover the delays.
In order to accelerate the project to cover the delays, the project should offer extra
resources to the critical path and optimizing the project processes by improving opportunities

PROJECT CONTROL PROGRAMMING
10
so as to save time (Acebes, Pajares, Galán, & López-Paredes, 2014). For instance, instead of
the design process taking 13 days, it can be reduced to 7 days or less.
4) Analyze the potential impacts of your actions
Some of the potential impacts of adding resources to the critical path and optimization of
the processes are that it will save time that could be used on other project activities which
could take longer.

PROJECT CONTROL PROGRAMMING
11
References
Acebes, F., Pajares, J., Galán, J. M., & López-Paredes, A. (2014). A new approach for project
control under uncertainty. Going back to the basics. International Journal of Project
Management, 32(3), 423-434.
Brady, D. A., Tzortzopoulos, P., Rooke, J., Formoso, C. T., & Tezel, A. (2018). Improving
transparency in construction management: a visual planning and control
model. Engineering, Construction and Architectural Management.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of
Knowledge: PMBOK (®) Guide. Project Management Institute.