Features
Features:

Product Tour >

Edraw AI >

Paid Plans:

Individuals >

Business >

Eduaction >
Resources
Blog

History

How-tos & Tips

Discovery

Biography

Business Analysis

Examples

AI concept Map

Free AI Mind Map Generator

Onenote Mind Map

Bcg Matrix Examples

Nike Marketing Strategy

Unilever SWOT Analysis

Make Mind Maps in Google Docs

Guide

FAQs

What's New

Resource Center
Templates
All Templates

Brain Storming Templates

Strategy and Planning Templates

Project Management Templates

Product Management Templates

Human Resources Templates

Agile Workflow Templates

Marketing Templates

Education Templates

Fun and Games Templates

User Gallery
Download
Pricing
Enterprise

MindMap Gallery 3.Construction project progress control

3.Construction project progress control

The overall progress target refers to the progress target of the entire project. It is determined when the project is defined in the project decision-making stage. The control of the overall progress target is the project management task of the owner. Note: If the general engineering contracting model is adopted

Edited at 2022-09-15 22:29:28

PlotWizard

Recent works View more works>>

3.Construction project progress control

PlotWizard

Recent works View more works>>

Recommended to you
Outline

Chapter 1 Basic legal knowledge of construction projects (second construction)
- 55
PlotWizard
Construction engineering classification standards
- 66
PlotWizard
In-depth application of BIM in construction engineering design - BIM forward design
- 36
PlotWizard
Total investment in construction projects
- 36
PlotWizard
Construction project progress control (dynamic management process)
- 32
PlotWizard
Chapter 6 Construction Project Bidding
- 24
PlotWizard
Mind Map of Isaac's Project Management (Likely Construction-Related)
- 16
Emmanuel Kalemba

Construction project progress control

1. Progress control and schedule planning system

Test point 1: The purpose of project progress control and dynamic management process

Progress control is a dynamic management process, including

Progress target analysis and demonstration

Prepare progress plan based on data collection and research

Follow-up inspection and adjustment of progress plan

The purpose of progress control: to achieve project progress goals through control

The most basic project management principle: control the progress of the project while ensuring quality

Test point 2: Tasks of project progress control

The task of the owner's progress control: control the progress of the entire project implementation phase

Designer

Task: Control the progress of the design work according to the requirements of the design task entrustment contract.

The designer tries his best to coordinate the design progress with the progress of bidding, construction and material procurement.

Progress control tasks of the construction party: Control the construction progress according to the construction progress requirements of the construction task entrustment contract

Supplier progress control

Task: Control the supply progress according to the supply requirements of the supply contract

The supply schedule includes all aspects of supply, such as procurement, processing, manufacturing, transportation, etc.

Summary: The task of progress control is to control the progress according to the progress requirements of the contract (except the owner)

Test point 3: Project schedule planning system

A system consisting of multiple interrelated schedules

Establishment and improvement is a process, it is gradually improved

Each project participant can prepare multiple different project schedule planning systems (each for each)

2. Demonstration of overall progress target

Test point 1: Composition of overall project progress goals

project implementation stage, The overall project progress goals include

Work progress in the pre-design preparation phase

Design work progress

Bidding work progress

Preparatory work progress before construction

Engineering construction and equipment installation work progress

Project material procurement progress

Accurate work progress before project deployment

Differences from the implementation stage: There is a tender, no warranty

Test point 2: Work content of the overall project progress target demonstration

The overall progress target refers to the progress target of the entire project, which is determined during the project definition during the project decision-making stage.

The control of the overall progress target is the project management task of the owner Note: If the general engineering contracting model is adopted, the control of the overall progress target is also a task of the project management of the general engineering contractor.

Before controlling the overall progress target, the possibility of achieving the target should first be analyzed and demonstrated. Note: The overall progress target demonstration is not the preparation of the overall progress plan. It involves the analysis of project implementation conditions and project implementation planning.

The core work of large-scale project overall goal demonstration is to demonstrate the possibility of achieving the overall progress goal by preparing a general progress outline. The overall progress outline includes:

Overall deployment of project implementation

overall progress plan

Progress planning of each subsystem

Determine planned progress goals for milestone times

Conditions for achieving the overall progress target and measures to be taken

Test point 3: Working steps of project overall progress target demonstration

Research and collect information

Project structure analysis

Structural Analysis of Schedule Planning System

structural analysis (Total first, points later)

Project work code

Prepare progress plans for each level

Coordinate the relationship between progress plans at all levels and prepare the overall progress plan

schedule (Divide first and then total)

If the prepared overall progress plan does not meet the progress target, try to adjust it

If adjustments are made multiple times and the project progress cannot be achieved, report to the project decision maker

4. Measures for progress control

Test point 1: Organizational measures for project progress control Test point 2: Management measures for project progress control Test point 3: Economic measures for project progress control Test point 4: Technical measures for project progress control

3. Preparation and adjustment method of schedule plan

Test point 1: Horizontal chart

The simplest and most widely used traditional planning method

The header is often used as work and a brief description, and the project progress is expressed on the timetable. Note: A brief description of the work can also be placed directly on the bar graph. One line can accommodate multiple tasks, but simplicity will be lost.

Work can be sorted by time, responsibility, project objects and similar resources

The horizontal bar chart is more intuitive and easy to understand the planning diagram, but it has the following problems:

Logical relationships can be expressed, but they are difficult to express clearly

Suitable for manual preparation and adjustment of plans, which requires a large workload

Without time parameter calculation, key tasks, key routes and time differences cannot be determined

Difficulty adapting to larger schedule systems (for small projects or sub-projects of large projects)

Test point 2: Basic concepts of double code network diagram

A network diagram that represents work with arrows and the numbers of nodes at both ends.

Arrow lines: 1. Each arrow line represents a piece of work (the dotted arrow line represents imaginary work) 2. The name of the job is marked above the arrow, and the duration required to complete the work is marked below the arrow. 3. In order to correctly express the logical relationship between tasks, it is often necessary to use dotted arrow lines. It has three functions: connection, differentiation and circuit breaking. 4. It can be a straight line, a polyline or a diagonal line, and the direction of travel is from left to right. 5. The work that is arranged immediately before this work is called the immediate work, and the work that is arranged immediately after is called the immediate work.

Node: including starting node, end node and intermediate node A job has only one arrow line and a corresponding pair of nodes, and the tail node number is required to be smaller than the arrow node number; the node numbers should be from small to large, and can be discontinuous, but no repetitions are allowed.

Line: The path from the starting node to the ending node is called a line. ①Can be described by node code ②The length of the line: the sum of all working hours ③A network diagram may have many lines Among each line, one or several lines have the longest total time and are called critical lines.

Test point 3: Double code network diagram drawing rules

The established logical relationship must be expressed correctly

Circulation loops are strictly prohibited

Bidirectional arrows or links without arrows are prohibited.

Arrow lines without arrow nodes or nock nodes are strictly prohibited.

When nodes have redundant outward and inward arrows, the bus method can be used to draw them.

Arrow lines should not cross. When crossing is unavoidable, the bridge method or pointing method can be used.

There is only one start node and one end node, and the others are intermediate nodes.

Test point 4: Calculation of six time parameters of double-code network diagram

Earliest start time ES = the maximum value of the earliest completion time of each predecessor task

Earliest finish time EF = earliest start time duration

Take the largest from front to back

Latest completion time LF = the minimum value of the latest start time of each subsequent task

Latest start time LS = latest finish time - duration

Take the smallest from back to front

Total time difference: The maneuver time that can be used for this work without affecting the total construction period

latest-earliest (LS-ES or LF-EF)

Total time difference TF=LS-ES=LF-EF (latest-earliest)

total time difference

Free time difference FF: The maneuver time that can be used for this work without affecting the earliest start time of the subsequent work.

Free time difference FF = earliest start time of subsequent work (minimum value) - earliest completion time of this work

Free time difference

Test point 5: Double code name time stamp network plan

A network plan prepared based on time coordinates. The solid arrow line represents work, the dotted arrow line represents virtual work, and the wavy line represents work free time difference.

Features: (1) It has the advantages of a network plan and a horizontal bar graph and can clearly indicate the time progress. (2) It can directly display the start and completion time of each job (earliest), Free time difference and key routes (3) The resource requirements per unit time can be counted (4) Modification of the network plan is more troublesome (due to time coordinates)

General provisions

Working time must be expressed in terms of horizontal time coordinates

The node center must be aligned with the corresponding time scale position

Virtual work is represented by a vertical dotted arrow line, and when there is free time difference, a wavy line is added.

critical line

A line with no corrugated wires from beginning to end

Total time difference calculation

From the beginning of this project to key nodes, the minimum value of the sum of waveform lines in all lines

Preparation method

Prepared by earliest start time of work. Before preparation, first draw a time scale plan according to the determined time

Preparation method

indirect method

The drawing steps are as follows: ① Calculate the earliest start time ES of each job ② Determine the location of each node ③Connection completed (if the length of the working arrow line is not enough to reach the completion node, the wavy line will make up for it)

direct method

The drawing steps are as follows: ① Position the starting node on the starting scale ②Draw the outward arrow of the starting node according to the work duration ③Locate the starting node of other work

Note: After all the predecessor work is fully drawn, the maximum value of the earliest completion time of the predecessor work is used to locate the start node of the subsequent work.

Test point 6: Single codename network plan

Work is represented by nodes and their numbers, and arrows represent the logical relationships between jobs. The work code, project name and duration are added to the nodes.

basic concept

Arrow lines: only represent the logical relationship between adjacent tasks, which neither takes up time nor consumes resources.

Line: expressed in order of node numbers on the line from small to large

Features

Logical relationships are easy to express and no dotted arrow lines are needed, so the drawing is simple.

Network diagrams facilitate inspection and modification

The work duration is expressed in the nodes, there is no length, and it is not intuitive enough.

Arrows representing logical relationships between tasks may produce more vertical and horizontal crossovers.

drawing rules

The established logical relationship must be expressed correctly

Circulation loops are strictly prohibited

Double-directed arrows or arrowless lines are strictly prohibited.

Arrow lines without nock nodes or arrow nodes are strictly prohibited.

Arrow lines should not cross. When crossing is unavoidable, use the bridge method or pointing method.

There should be only one starting node and one ending node. If there are multiple items, a dummy job should be set up at both ends of the network as the starting node (St) and the ending node (Fin).

Calculation of six time parameters

To calculate the same and even code numbers, you need to know the time interval between two adjacent tasks.

=Subsequent work minES-this work EF

No immediate follow-up work: FF = planned duration - earliest completion time of the work

There is follow-up work: FF=min (LAGi-j)

Test point 7: Single code number overlapping network plan

Finish-to-start time: FTSi-j represents the time distance between the completion time of the predecessor job i and the start of the successor job j

Finish-to-completion time FTFi-j: represents the time distance between the completion time of the predecessor task i and the completion time of the successor task j

Start-to-start distance STSi-j: represents the time distance between the start time of the predecessor job i and the start time of the successor job j

Start-to-start distance STFi-j: represents the time distance between the start time of the predecessor job i and the completion time of the successor job j

Test point 8: Key work and key lines

Key work: The work with the smallest total time difference TF. When the planned duration is equal to the calculated duration, the total time difference is 0.

Schedule compression

When the calculated duration cannot meet the planned duration, you can try to compress the duration of key work to meet the planned duration. When selecting critical tasks for shorter duration, the following factors should be considered:

① Work that shortens the duration without affecting quality and safety

② Jobs with sufficient backup resources

③ Work that requires relatively little additional cost to shorten the duration

critical line

The line with the longest total working duration on the line

A line composed of key tasks from beginning to end (double code network diagram)

A line that is critical work from the start node to the end node, and all work time intervals are 0 (single code number (overlap) network plan)

Corrugated lines from start to finish (double codename time scale network plan)

Note: A network plan may have one or several key lines, and key lines may be transferred

Test point 9: Actual progress forward line

On the original time scale network plan, starting from the time point of the plan inspection from top to bottom, dotted lines are used to connect the forward points of the actual progress of each work in sequence to form a polyline.

Determine the deviation between actual progress and planned progress

Actual progress is to the left of the inspection period: progress delays

Actual progress is to the right of the inspection date: progress ahead of schedule

Coincidence of actual progress and inspection date: progress is normal

The delay or lead time is the horizontal projection length between the actual progress and the inspection date point

Determine the impact of actual progress on the total construction period and follow-up work

Whether it affects the total construction period depends only on the total time difference of this work.

Whether it affects the earliest start time of subsequent work depends only on the free time difference of this work.

Test point 10: Adjustment of schedule plan

Contents of network plan adjustments

Adjust the length of key lines

Adjust the working time difference of non-critical lines

Add or subtract work items

Adjust logical relationships

Reestimate the duration of certain tasks

Adjust resource investment

How to adjust key lines

When the actual progress of a critical line is behind the planned progress, among the key tasks that have not yet been completed, work with low resource intensity or low cost should be selected to shorten its duration.

When the actual progress of a key line is ahead of the planned progress, if it is not planned to advance the construction period, follow-up key work that requires a large amount of resources or has high direct costs should be selected and its duration should be appropriately extended.