project management for construction chapter 10
project management for construction chapter 10
... For example, if activity C did not exist in the project for Figure 10- 4, the successor event for activity A or for activity B could have been numbered 1. Figure 10- 4 A Nine-Activity Project ... latest finish and latest start times for each activity. These calculations are: LF (10) = LS (10) = ES (10) = EF (10) = 16 LF(9) = Min{WLF(9); LF (10) ;LS (10) - FS(9 ,10) } = Min{16;16; 16-0} = 16 LS(9) ... possibilities for earliest and latest start times. For example, Figure 10- 11 illustrates a project that is forty percent complete after eight days for the nine activity example. In this case, the project...
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Project Management for Construction Chapter 1
... on project management. Chapters 1 to 3 present an overview of the construction management and design process which should be of interest to anyone engaged in project management for construction. ... firms that perform construction work for others, and is estimated to be approximately 85% of all construction 1 Project Management for Construction Fundamental Concepts for Owners, Engineers, ... costs in most construction projects. Since the costs of construction are ultimately borne by the owner, careful financial planning for the facility must be made prior to construction. Construction...
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Project Management for Construction Chapter 2
... temporarily assigned to a project. The following principles should be observed: 27 2. Organizing for Project Management 2.1 What is Project Management? The management of construction projects requires ... between the two so that modern management techniques developed for general management may be adapted for project management. The basic ingredients for a project management framework [2] may be ... "Marketing Construction Management Services," ASCE Journal of Construction Division, Vol. 107 , 1981, pp. 665-677. 8. Project Management Institute, A Guide to the Project Management Body...
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Project Management for Construction Chapter 3
... Pre -Project Planning Even before design and construction processes begin, there is a stage of "pre -project planning" that can be critical for project success. In this process, the project ... needs. Example 3-14: The Project Definition Rating Index (PDRI) for Building Projects The Construction Industry Institute has developed rating indexes for different types of projects to assess 52 ... design phase of the project life cycle. That is why professional construction management or integrated design /construction are often preferred by private owners. 3 .10 Construction Planning...
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Project Management for Construction Chapter 4
... of freight delivery for very large projects. Example 4-5: Freight delivery for the Alaska Pipeline Project [7] 94 Figure 4-2: Freight Delivery for the Alaska Pipeline Project Example 4-6: ... 7-8:00 15 19 0 15 19 0 8-9:00 25 44 5 20 39 5 9 -10: 00 25 69 10 20 59 10 10- 11:00 25 94 15 20 79 15 11-12:00 5 99 0 20 99 0 12-1:00 8 107 0 8 107 0 1-2:00 8 115 0 8 115 0 2-3:00 8 123 0 8 ... specific jurisdiction rules for different trades set uniform hourly wage rates for journeymen and offer formal apprenticeship training to provide common and equivalent skill for each trade. Contractors,...
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Project Management for Construction Chapter 5
... 70 92 94 103 105 108 110 113 114Note: Index = 100 in base year of 1992. Figure 5-7 Trends for US price indices. Figure 5-8 Price and cost indices for construction. Since construction ... 1998Turner Construction - Buildings 28 44 61 83 98 102 105 109 112 117 122ENR - Buildings 28 44 68.5 85.7 95.4 105 .7 109 .8 109 .8 113 118.7 119.7US Census - Composite 28 44 68.6 82.9 98.5 103 .7 108 ... costs for various elements of the project. For the project, y = $88,300 and F = $13,245. Hence: z = 13,245 + 88,300 = $101 ,545 G = (0.04) (101 ,545) = $4,062 w = 101 ,545 + 4,062 = $105 ,607...
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Tài liệu Project Management for Construction Chapter 6 pdf
... -$500 114 112 110 108 106 104 102 $0 125 107 89 71 54 36 18 $400 -88 -88 -88 -88 -88 -88 -88 $0 48 43 38 32 25 18 9 $0 -19 -13 -6 2 9 17 26 - $100 45 37 28 ... -$500 114 112 110 108 106 104 102 +$400 -88 -88 -88 -88 -88 -88 -88 - $100 26 24 22 20 18 16 14 Example 6-9: Effects of Leverage and Tax Shields for Private Organizations ... 184 -$500 108 106 104 102 100 98 96 $0 219 219 219 219 219 219 219 -$500 143 141 139 137 135 133 131 Example 6-7: Effects of Depreciation and Tax Shields for Private...
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Tài liệu Project Management for Construction Chapter 7 doc
... until the end of the year, then: [FPV] 10. 25% = 10. 5 - (1.076)(P|U, 10. 25%, 20) - (10. 5)(P|F, 10. 25%, 20) = 0 In other words, if the interest is paid at 10. 25% annually over twenty years of the ... receiving a construction grant in annual installments from the federal and state governments for a construction project. However, it must make payments to the contractor periodically for construction ... interests for the first two years from the project account of $10. 331 at t=0 will be: Year 1: I1 = (10% ) (10. 331 million) = $1.033 million Year 2: I2 = (10% ) (10. 331 million + $1.033 million - $5.0...
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Tài liệu Project Management for Construction Chapter 14 doc
... bulk of information associated with construction projects, formal organization of the information is essential so as to avoid chaos. Virtually all major firms in the arena of project management ... the scope and alternatives for organizing project information. Back to top 14.2 Accuracy and Use of Information Numerous sources of error are expected for project information. While numerical ... Small Project, " ASCE Journal of Construction Engineering and Management, Vol. 110, No. CO3, 1984, PP. 337-345. 8. Latimer, Dewitt and Chris Hendrickson, “Digital Archival of Construction Project...
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project management for construction chapter 11
... analysis of project crashing. Example 11-1: Scheduling activities with uncertain time durations. Suppose that the nine activity example project shown in Table 10- 2 and Figure 10- 4 of Chapter 10 was ... expected 5. What might a project manager do to insure completion of the project by the originally planned completion time? 12. For the project defined in Problem 1 from Chapter 10, suppose that a ... (b) estimate the probability that the project requires 25% more time than the expected duration. 2. For the project defined in Problem 2 from Chapter 10, suppose that the early, most likely...
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