SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

CE168P-2 .

CONSTRUCTION METHODS AND PROJECT

MANAGEMENT
MODULE 1

SCHOOL OF CIVIL, ENVIRONMENTAL, AND GEOLOGICAL ENGINEERING

SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

1: INTRODUCTION TO CONSTRUCTION METHODS

1a: PROJECT DEVELOPMENT CYCLE
MODULE 1

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Project Development Cycle

Project Cycle

- is the sequence of phases that a project goes through from its initiation to its
closure. The number and sequence of the cycle are determined by the
management and various factors like the needs of the organization
involved in the project, the nature of the project and its area of application
- It could be defined and modified as per the needs and aspects of the
organization (objectives, deliverables, and activities

Predictive or Plan Defined at the start

driven approach of the project

Adaptive or Change Developed over

driven approach multiple iterations

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Project Life Cycle Classifications

1. Predictive
- the project scope, time, and cost are determined in the
early phases of the life cycle. Any changes to the scope are
carefully managed. Predictive life cycles may also be
referred to as waterfall life cycles.
2. Iterative
- the project scope is generally determined early in the
project life cycle, but time and cost estimates are routinely
modified as the project team’s understanding of the
product increases. Iterations develop the product through a
series of repeated cycles, while increments successively add
to the functionality of the product.
3. Incremental
- the deliverable is produced through a series of iterations
that successively add functionality within a predetermined
time frame. The deliverable contains the necessary and
sufficient capability to be considered complete only after
the final iteration

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Project Life Cycle Classifications

4. Adaptive
- agile, iterative, or incremental. The detailed scope is
defined and approved before the start of an iteration.
Adaptive life cycles are also referred to as agile or change-
driven life cycles
5. Hybrid
- a combination of a predictive and an adaptive life cycle.
Those elements of the project that are well-known or have
fixed requirements follow a predictive development life
cycle, and those elements that are still evolving follow an
adaptive development life cycle.

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Which project life cycle should be chosen and used?

BEST ANSWER:
It is up to the project management team to determine the best life cycle for each project. The
project life cycle needs to be flexible enough to deal with the variety of factors included in the
project.
Life cycle flexibility may be accomplished by the following:
 Identifying the process or processes needed to be performed in each phase,
 Performing the process or processes identified in the appropriate phase,
 Adjusting the various attributes of a phase (e.g., name, duration, exit criteria, and entrance
criteria).
In short….
Project life cycles are independent of product life cycles, which may be produced by a project.
A product life cycle is a series of phases that represent the evolution of a product, from concept
through delivery, growth, maturity, and retirement.

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PHASES OF PROJECT DEVELOPMENT LIFE CYCLE

INITIATION

CLOSE-OUT PLANNING

CONTROL AND
EXECUTION
MONITORING

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PHASES OF PROJECT DEVELOPMENT LIFE CYCLE

INITIATION PHASE Consists of the processes that are

completed in order to kick off the project

Frequently Asked Questions (FAQs)

1. Is the project possible?

2. Is the project feasible?
3. What resources will be required?
4. How much time will it take for the
project to finish?

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Project management terminologies involved in the INITIATION Process

A documented economic feasibility study is used to establish

BUSINESS the validity of the benefits of a selected component lacking
CASE/PLAN sufficient definition and that is used as a basis for the
authorization of further project management activities.

FEASIBILITY Any number of factors starting from economic factors,

technical factors, operational factors or any other
CASE/STUDY factor such as schedules, resources, etc.

PROJECT A document that exhibits all the necessary information about the
project. A definitive document that describes the project and the main

CHARTER details necessary to reach its goals. This can include potential risks,
benefits, constraints, and key stakeholders

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Business Vision & Mission

Project Goals & Benefits

List of Stakeholders

PROJECT
Project Scope
CHARTER
Project Deliverables

Project Budget and Resources

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PHASES OF PROJECT DEVELOPMENT LIFE CYCLE

PLANNING PHASE
Scenario:

You plan to join and compete in the world

cycling competition. The main goal is to
reach the finish line.

In line with project management, what

preparation will you do?

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PHASES OF PROJECT DEVELOPMENT LIFE CYCLE

PLANNING PHASE
a discipline addressing how to complete a
project in a certain timeframe, usually with
defined stages and designated resources

Frequently Asked Questions (FAQs)

1. What are the activities/steps

involved in Planning Phase?

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PHASES OF PROJECT DEVELOPMENT LIFE CYCLE

PLANNING PHASE
a discipline addressing how to complete a
project in a certain timeframe, usually with
defined stages and designated resources

Frequently Asked Questions (FAQs)

1. What are the activities/steps involved in
Planning Phase?

•Setting the measurable objectives

•Identifying deliverables
•Project Schedule
•Planning of tasks and activities
•Resource allocation

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Involves the project scope, that is, the work included in

Scope
the project

Schedule A process that refers to managing the schedule for a

particular project

Cost A process that is concerned with planning and

Statement of controlling the budget of the project
Work

Quality Main criteria when it comes to determining the value of

Work Breakdown a project
Project Plan
Structure

Resource Typically the process of how the project manager runs

the project team
Management

Keeping the project team updated on all the project

Communication
issues and concerns

Risk
Identifying and analyzing the risks, developing risk
management plan and controlling risks.

A process of getting the stakeholders involved in the

Stakeholder
project right from the beginning of the project

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PHASES OF PROJECT DEVELOPMENT LIFE CYCLE

• A document that basically

Statement of has a work agreement
Work between parties

Work • Decomposition of the total

Breakdown work into smaller project
Structure deliverable components

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Sample of WBS

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During the PLANNING PHASE, the Project Manager must:

1. Define the vision and deliverables of the project
2. Identify team members and define their respective roles
3. Develop an initial project plan
4. Define measures of success
5. Identify the risks and potential bottlenecks
6. Set up logistics for communication within the project team
7. Choose the project management methodology
8. Decide on the tools to use
9. Schedule the kick-off meeting
10.Set the agenda and prepare the slides for the meeting

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PHASES OF PROJECT DEVELOPMENT LIFE CYCLE

EXECUTION PHASE
Most important and the backbone of the project
development life cycle.

Frequently Asked Questions (FAQs)

1. What are the objectives of

Execution Phase?

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KICK-OFF MEETING
What usually happens during the project kick-off meeting?
1. Introduction of the project team members
2. Present the general context of the project
3. Presentation of the project scope and terms of references
4. Presentation of the overall project plan
5. The different roles and responsibilities in the project team
6. Presentation of the project communication plan
7. The different tools and technologies used
8. Talk about the next steps in the project

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Objectives of Execution Phase

PROJECT CONTINGENCY
STATUS REVIEW
DELIVERABLES PLANNING

Making sure all the

In order to monitor the The responsibility lies in
deliverables are being
project’s progress, the managing the team
delivered without
project managers hold during shortcomings
compromising the
status review meetings and solving their
quality of the project
with the project team problems with ease
deliverables

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PHASES OF PROJECT DEVELOPMENT LIFE CYCLE

MONITORING PHASE
Processes that make sure that the project is on
track and moving forward according to the
project plans and other factors like budget and
time

Frequently Asked Questions (FAQs)

1. What does PMs must do during

this phase?

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Control and Monitoring Phase a PM must do:

1. Manage and monitor the use of resources
2. Monitor the project performance
3. Monitor the tools and processes used in the project
4. Manage and mitigate the impact of risks
5. Organize meetings and produce reports
6. Update the project schedule
7. Modify project plans as necessary

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PHASES OF PROJECT DEVELOPMENT LIFE CYCLE

CLOSING PHASE
How you will deliver the project deliverables to
the concerned stakeholders or clients and make
sure everything has been done according to plan
and project requirements

Frequently Asked Questions (FAQs)

1. What needs to be checked

during the project close-out?

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Project Close-out Phase a PM must do:

1. Make an inventory of all project deliverables
2. Hand over the project to the client
3. Conduct a post-mortem on the project
4. Organize all project documents
5. Inform stakeholders and management of the success of the project
6. Disband the project team
7. Project close-out and turn-over

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SUMMARY
PROJECT MANAGEMENT PROCESS GROUPS
A Project Management Process Group is a logical grouping of project management processes to
achieve specific project objectives. Process Groups are independent of project phases. Project
management processes are grouped into the following five Project Management Process Groups:
• Initiating Process Group: Those processes are performed to define a new project or a new phase of
an existing project by obtaining authorization to start the project or phase.
• Planning Process Group: Those processes are required to establish the scope of the project, refine the
objectives, and define the course of action required to attain the objectives that the project was
undertaken to achieve.
• Executing Process Group: Those processes are performed to complete the work defined in the
project management plan to satisfy the project requirements.
• Monitoring and Controlling Process Group: Those processes are required to track, review, and
regulate the progress and performance of the project; identify any areas in which changes to the
plan are required; and initiate the corresponding changes.
• Closing Process Group: Those processes are performed to formally complete or close the project,
phase, or contract.

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1: INTRODUCTION TO CONSTRUCTION METHODS

1b: CONSTRUCTION METHODS
MODULE 1

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Brief Introduction

INDIVIDUALS INVOLVED IN THE CONSTRUCTION PROJECTS

1. Project Owner – owns the project upon completion of the project.
Type of Owner(s) in Const. Projects
a. Private – owns lands and pays for the construction of a facility or building
b. Public – government agency, the public pays for the construction of the facility of building
2. Design Professionals
 Assists the owner in developing and designing plans
 Responsible for applying and obtaining all necessary permits required for construction
Architects, Engineers, and other design professionals
3. Contractors – contracts to build projects to the specs set forth in the contract for a contracted
price
4. Project Management – acts as owner agent and works with designers and contractors to ensure
high quality and lower cost of the project (Value Engineering)

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Construction Projects

Commercial Project
refers to the construction of a building for a commercial purpose.
Samples (Restaurants, Grocery Stores, Office Buildings)

Residential Project
focus on buildings where people live. Samples (Townhouses,
Subdivisions, Dormitory, Condominium, and Apartments)

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Construction Projects

Infrastructure Project
Also known as civil construction, infrastructure construction involves
structures like airports, roads, bridges, and sewer systems

Industrial Project
involves building large-scale production facilities.
Samples (Warehouses, oil refineries, manufacturing facilities)

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Construction Methods: Site Construction

1. Site Clearing
2. Site layout and staking
3. Excavation
4. Compaction and Laying of Plain Cement Concrete (PCC) or Lean Concrete
5. Foundation Rebar and Column Starter bars
6. Concreting works of the foundation
7. Concreting of columns and *bitumen pain applications* (*if necessary)
8. Masonry Works – Layout of Concrete Hollow Blocks (CHB)
9. Backfilling and Compaction
10. Tie Beam and Slab on Grade (SOG) Rebar Works and Concreting
11. Rebar Works and Concreting Works for Columns
12. Beam and Suspended Slab Works (Rebar, Formworks and Concreting Works)

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SITE CLEARING AND SITE LAYOUT AND

SITE EXCAVATION
GRUBBING STAKING

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FOUNDATION SOIL FOUNDATION REBAR FOUNDATION

COMPACTION WORKS CONCRETE WORKS

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DIFFERENT TYPES OF CONCRETE WORKS

BAGGER MIXER HAND MIX

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DIFFERENT TYPES OF CONCRETE WORKS

RMC WITH CONCRETE PUMP/BOOM READY MIX CONCRETE

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BACKFILL AND TIE BEAM REBAR

MASONRY WORKS
COMPACTION WORKS

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COLUMN AND BEAM REBAR WORKS SLAB TO BEAM REBAR WORKS

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FORMWORKS

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SAFE OR UNSAFE?

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TYPES OF FOUNDATION
STRIP FOOTING ISOLATED COMBINED

This is a component of a shallow Are commonly used for shallow Are commonly used for shallow
foundation that distributes the foundations in order to carry and foundations in order to carry and
weight of a load-bearing wall spread concentrated loads, spread concentrated loads,
across the area of the ground. It is caused for example by columns caused for example by columns or
also known as wall footing. or pillars. pillars.

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TYPES OF FOUNDATION
RAFT / MAT PILE DRIVEN COMBINED/STRAP

This foundation covers the entire area under A kind of deep foundation can be A tie beam is provided when the two
the structure. This foundation has only an RCC defined as a slender column or long
slab covering the whole area or slab and footings are in the same line. A strap
beam together. A raft foundation is adopted
cylinder made of materials such as Beam(inclined beam) is similar to a tie
when heavy structures are to be constructed concrete or steel which are used to beam but it connects two footings at
on the soft made-up ground or marshy sites support the structure and transfer the
a certain angle
with uncertain behavior. Raft Foundation is load at desired depth either by end
also known as mat foundation. bearing or skin friction

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Click the links for the overview playlist of the topics

Isolated Footing Reinforcement SAMPLE HORIZONTAL PROJECT IN THE PHILIPPINES

Pile Foundation Local Road Construction Instructional Video Compilation

Credits to: DILG OPDS (Office of the Project Development Services)

Different Types of Foundation

1. EARTHWORK
2. SUBBASE PREPARATION
SAMPLE CONSTRUCTION FOR 3. PORTLAND CEMENT CONCRETE PAVEMENT
VERTICAL PROJECTS 4. ROAD SHOULDER PREPARATION AND
Reinforced Concrete Design – CONSTRUCTION
Building Construction 5. ROAD DRAINAGE CONSTRUCTION OVERVIEW
6. SLOPE PROTECTION METHODOLOGY AND
COMMON MISTAKES IN CONSTRUCTION
CREDITS TO: ENGR. Aron James T. Garcia CONSTRUCTION
7. ROAD SAFETY DEVICES
Part 1 8. ROAD PAVEMENT MARKINGS

Part 2

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DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

CONCRETE WORKS ESTIMATE *

*(additional slides)
SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

Min. design compressive

strength of concrete:
1MPa = 145.03773773 PSI
Approximately:
17MPa = 2,500 PSI
21MPa = 3,000 PSI

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QUESTION #1??????

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

What do we mean by
“MINIMUM”

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

What do we mean by
“MINIMUM”
-You can use GREATER than 2,500 PSI but not lower

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

QUESTION #2??????

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

What is the common design

mix being used in
construction project???

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

What is the common design

mix being used in
construction project???

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

QUESTION #3??????

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

BEST PRACTICE TO DO:

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

BEST PRACTICE TO DO:

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

SAMPLE RESULT OF CONCRETE CYLINDER TEST

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

SAMPLE RESULT OF CONCRETE CYLINDER TEST

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Additional info:

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QUESTION #4??????

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How to measure the design

mix 1:2:3:0.5???

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BASIC ANSWER:
-use the VOLUME METHOD

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

BASIC ANSWER:
-use the VOLUME METHOD

HOW????

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

Reference: Simplified Construction Estimate by Max Fajardo 68

SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

Let’s analyze the 1:2:3:0.5 design mix

CEMENT SAND (FINE AGGREGATES) GRAVEL (COARSE AGGREGATES)

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How to compute for the volume of water from the design mix?
WATER-CEMENT RATIO (WCR):
WORKABLE IN DESIGN MIX:
 0.4 – 0.6 kg of water per kg of cement
OR…….
16 – 24 Liters of water / bag of cement @ 40kg

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

How to compute for the volume of water from the design mix?
WATER-CEMENT RATIO (WCR):
WORKABLE IN DESIGN MIX:
 0.4 – 0.6 kg of water per kg of cement
OR…….
16 – 24 Liters of water / bag of cement @ 40kg

HOW????

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

How to compute the volume of water from the design mix?

WATER-CEMENT RATIO (WCR):
WORKABLE IN DESIGN MIX:
 0.4 – 0.6 kg of water per kg of cement
OR…….
16 – 24 Liters of water / bag of cement @ 40kg

1kg of Cement = 0.4 kg of water

Weight of Water = 0.5 x 40 kg = 20 kgs [0.5 from the design mix for
3,000psi]

Convert wt of water to volume:

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

How to compute for the volume of water from the design mix?
WATER-CEMENT RATIO (WCR):
1kg of Cement = 0.4 kg of water
Weight of Water = 0.5 x 40 kg = 20 kgs [0.5 from the design mix for
3,000psi]

Convert wt of water to volume:

Volume = weight of water / density

*Weight of water = 20kg *Density = 1,000 kg/cu.m

Therefore, Volume of Water = 0.020 cu.m.
BUT!
1 cu.m. = 1,000 liters - - - - - - - - - > Volume of water @ 1:2:3:0.5 is 20 liters
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Let’s analyze the 1:2:3:0.5 design mix

CEMENT SAND (FINE AGGREGATES) GRAVEL (COARSE AGGREGATES)

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SAMPLE PROBLEM
FOOTING-1 DIMENSION:
•Length: 1.00M
•Width: 1.00M
•Thickness: 0.35M
•Total pcs of Footing: 10 pcs(units)

SOLUTION:
VOLUME: L x W x H
1.00 x 1.00 x 0.35 = 0.35 cu.m.
Total Volume = 0.35 x 10 = 3.5 cu.m @10pcs of Footing-1

QUANTITY OF:
•CEMENT
Total Volume x 9.0 -> 3.5cu.m. x 9.0 = 31.5 bags say 32 bags
•SAND
Total Volume x 0.5 -> 3.5cu.m. x 0.5 = 1.75 cu.m.
•GRAVEL
Total Volume x 1.0 -> 3.5cu.m. x 1.0 = 3.5 cu.m.

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

DIFFERENT CONSTRUCTION ACTIVITIES (an additional reference to previously shown slides)

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

COMMON TERMINOLOGIES USED IN CONSTRUCTION (PH)

CREDITS TO: OPTIBUILD / https://www.facebook.com/optibuild.trd

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SCHOOL OF CIVIL, ENVIRONMENTAL, GEOLOGICAL ENGINEERING

COMMON TERMINOLOGIES USED IN CONSTRUCTION (PH)

CREDITS TO: OPTIBUILD / https://www.facebook.com/optibuild.trd

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COMMON TERMINOLOGIES USED IN CONSTRUCTION (PH)

CREDITS TO: OPTIBUILD / https://www.facebook.com/optibuild.trd

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*additional reference

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*additional reference

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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*additional reference

CREDITS TO: CARIVIL CONSTRUCTION/ https://www.facebook.com/carivilconstruction

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*additional reference

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*additional reference

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*additional reference

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*additional reference

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1: INTRODUCTION TO CONSTRUCTION METHODS

1c: CONSTRUCTION EQUIPMENT
MODULE 1

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PART 1: EXCAVATION (1a: HAND TOOLS)

SHOVEL GARDEN/GRUB HOE TROWEL

A hand tool often used for digging, A garden hand tool used to A small hand tool consisting of a flat
lifting, and moving bulk materials, cultivate the soil and remove weeds blade with a handle used for
such as soil, coal, gravel, snow, spreading and smoothing mortar or
sand, or ore plaster

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PART 1: EXCAVATION (1a: HAND TOOLS)

RAKE PICK-AXE MATTOCK

A long handle and long, pointed A handy tool that combines the A mattock is a hand tool that is often
metal parts sticking out in a row at pointed head of a pick, used mistaken for a pickaxe. It is used for
the bottom, used for making the for digging up hard soil and rock, digging and chopping
earth level or for collecting leaves and an adze, which can be used for
cutting through roots

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PART 1: EXCAVATION (1a: HAND TOOLS) CLICK THE LINK

DIGGING BAR ELECTRIC CONCRETE BREAKER / CHIPPING HAMMER

a long, straight metal bar used for Generally lightweight, hand-held concrete breakers that can be easily positioned
various purposes, including as a post to break vertical and overhead surfaces
hole digger, to break up or loosen
hard or compacted materials such
as soil, rock, concrete, and ice, or as
a lever to move objects

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PART 1: EXCAVATION (1a: MACHINERY / HEAVY EQUIPMENT)

TYPES OF EXCAVATORS

CRAWLER OR TRACKED
EXCAVATOR
Also known as general-purpose
excavators, they have a bucket,
boom, and arm to the front of the
machine. This kind comes in a
variety of sizes. It’s an all-around
excavator which means it can be
used to dig sites, demolish
structures and surfaces, carry out
trenching, and lift heavy objects

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PART 1: EXCAVATION (1a: MACHINERY / HEAVY EQUIPMENT)

TYPES OF EXCAVATORS

WHEELED EXCAVATOR

Wheeled excavators are general-

purpose excavators. The main
difference is that instead of running
on tracks, they run on wheels. An
advantage of a wheeled
excavator is that it can be driven
from one job site to another even
on a road, while crawler
excavators running on tracks are
usually carried on a trailer for long-
distance travel. This way is much
more convenient, and it saves
more time and cost for the
company

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PART 1: EXCAVATION (1a: MACHINERY / HEAVY EQUIPMENT)

TYPES OF EXCAVATORS

SHORT SWING RADIUS

EXCAVATOR
This is one more variation on a
general-purpose excavator, with
the same level of performance
and usage but a short swing radius
superstructure, which offers many
benefits in urban and confined
areas. Both crawler and wheeled
types are available

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PART 1: EXCAVATION (1a: MACHINERY / HEAVY EQUIPMENT)

TYPES OF EXCAVATORS

LONG REACH EXCAVATOR

These machines have an extended

boom and arm which give a
longer working range for tasks quite
away from the machine that is
hard to reach such as underwater
digging, deep trenching, and the
location of utility pipes at such a
depth as to resist freezing
temperatures

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PART 1: EXCAVATION (1a: MACHINERY / HEAVY EQUIPMENT)

TYPES OF EXCAVATORS: BACKHOE

CENTER-PIVOT BACKHOE LOADER SIDE-SHIFT BACKHOE LOADER

A backhoe also called a rear actor or back actor, is a type of excavating equipment, or digger, consisting of a
digging bucket on the end of a two-part articulated arm

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PART 1: EXCAVATION (1a: MACHINERY / HEAVY EQUIPMENT)

TYPES OF EXCAVATORS: BULLDOZER

A bulldozer or dozer (also called a crawler) is

a large, motorized machine equipped with a
metal blade to the front for pushing
material: soil, sand, snow, rubble, or rock
during construction work. It travels most
commonly on continuous tracks, though
specialized models riding on large off-road
tires are also produced. Its most popular
accessory is a ripper, a large hook-like device
mounted singly or in multiples in the rear to
loosen dense materials.
Bulldozers are used heavily in large and small
scale construction, road building, minings ,
and quarrying, on farms, in heavy
industry factories, and in military applications
in both peace and wartime

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PART 1: EXCAVATION (1a: MACHINERY / HEAVY EQUIPMENT)

TYPES OF EXCAVATORS: DRAGLINE EXCAVATOR

As far as heavy-duty machinery, a dragline

excavator is among the world’s largest. They
are not only massive but also provide mining
construction operations the ability to be highly
productive by offering a way to streamline the
hauling and excavation of large areas. Most
dragline excavators have an operational life
span of 40 years, and (pound for pound), they
are the most productive and versatile
machines in the mining industry.

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PART 1: EXCAVATION (1a: MACHINERY / HEAVY EQUIPMENT)

TYPES OF EXCAVATORS: DRAGLINE EXCAVATOR

Trenchers are effective in the construction sector for installing pipes for water, gas, or cables for electricity or
telecommunications that will be underground. Similarly, they can be used in excavating caissons for retaining walls.
In agriculture, they are used to make and maintain channels or ditches in irrigation networks and trenches where plants
are inserted. Trenchers are also used for maintaining the edges of roads

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TYPES OF EXCAVATOR ATTACHMENT TOOLS

BUCKET(S)

This is the most common tool for excavators. Different

types of buckets have different purposes: a slim bucket
is typically used for digging, while wide or smooth ones
are ideal for scooping or carrying objects

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PART 2: TYPES OF BUCKETS

COAL STRIPPING CONCRETE SLAB DITCH CLEANING EXCAVATOR TILT DITCH CLEANING
BUCKET BUCKET BUCKET BUCKET BUCKET

CLAW TYPE ROCK RIPPING ROCK TINE TRAPEZOIDAL V-BOTTOM/FROST

BUCKET BUCKET EXCAVATOR BUCKET BUCKET BUCKET

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TYPES OF EXCAVATOR ATTACHMENT TOOLS

EXCAVATOR THUMB

This attachment increases the capacity of an excavator

bucket. Thumbs help secure and strengthen the grip
while excavating larger objects

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TYPES OF EXCAVATOR ATTACHMENT TOOLS

EXCAVATOR AUGER

This attachment is usually used in landscaping

and construction. Augers are supported by
hydraulic spiral blades and allow the excavator
to dig holes quickly and more conveniently.

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TYPES OF EXCAVATOR ATTACHMENT TOOLS

HYDRAULIC BREAKER

Hydraulic breaker attachments (also known as

hammers) are used to break or demolish
structures, pavements, or other solid surfaces.
This can be used to make the demolition
quicker

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TYPES OF EXCAVATOR ATTACHMENT TOOLS

EXCAVATOR RIPPER

Similar to the
hydraulic breaker, this
speeds up the
demolition of
structures. Rippers are
what you can use to
tear through strong
materials.

This attachment can

be used in all
conditions. It can
even be used to tear
through frozen
surfaces

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TYPES OF EXCAVATOR ATTACHMENT TOOLS

TILT ROTATOR EXCAVATOR

Traditionally tilt-rotators have

only been used in Nordic
countries but now they are
becoming popular globally.
It is a connection between
the end of the arm and the
attachment tool that enables
it to rotate 360 degrees and
tilt +-45 degrees. A grapple
function is also included. This
enables the excavator to
complete a broad range of
tasks in various conditions.

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EXCAVATOR SIZE CLASSIFICATIONS

COMPACT EXCAVATOR GENERAL PURPOSE GENERAL PURPOSE
MINI/MIDI-SIZE EXCAVATOR - MEDIUM EXCAVATOR - LARGE
Mini excavators - Weighing less than This is the most common size of an Large excavators are heavy-duty
five metric tons, they are much excavator. Most medium excavators machines fit for projects that require a
easier to transport, requiring less fuel are suitable for any task, and they lot of power and a larger hauling
for the truck or trailer, and since usually support any type of attachment capacity. They are often used on
they are lighter and smaller in size, tool. They are powerful machines, more commercial construction sites and large
they can be used in softer terrain than enough to lift or haul large demolition projects such as shopping
without tearing the ground or materials for any project. malls and large-scale buildings.
damaging pavements. These may
not be as powerful as standard Weighing between five and twenty-five Weighing more than twenty-five metric
excavators, but they are much metric tons, they are still easy to tons, large excavators can be difficult
more convenient for smaller maneuver but could damage the soft to deal with when it comes to
projects that require a small amount ground or already finished projects. transporting and storing, but if you
of lifting or hauling, and greater Depending on the size, some general- usually have large projects that need
precision. purpose excavators may also have heavy lifting or have big demolition
Midi excavators – These usually problems when used in confined areas projects, then this is the most
weigh between five and ten metric because of their tail swing. These usually appropriate size for you to use.
tons. The difference between mini weigh between ten and twenty-five
and midi excavators is the power metric tons. Medium excavators are
and capacity. A midi excavator typically used on most construction
tends to have a little bit more of sites.
both compared to a mini excavator

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PART 2: CONCRETING WORKS (1a: HAND TOOLS)

SPACKLE KNIFE SPIRIT LEVELLING TOOL TROWEL

Used for scraping surfaces or A tool used to indicate how parallel A small hand tool consisting of a flat
spreading material such as plaster or (level) or perpendicular (plumb) a blade with a handle used for
concrete in various construction surface is relative to the earth spreading and smoothing mortar or
trades plaster

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PART 2: CONCRETING WORKS (1a: HAND TOOLS)

PADDLE MIXER FLOAT PLUMB BOB

Used for conveniently mixing of Used for making the concrete Used to establish a vertical reference
materials for concrete works or surfaces smooth and flat or alignment (called a plumb line)
other works related

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PART 2: CONCRETING WORKS (1a: HAND TOOLS)

WATER LEVELLING HOSE LASER LEVEL CONCRETE VIBRATOR

Used for conveniently transferring a In surveying and construction, a laser level As wet concrete is poured, air bubbles become
vertical level across a distance is a control tool consisting of a rotating laser trapped within the mixture creating cavities or
beam projector that can be affixed to a honeycomb-like spaces. Left untouched,
tripod. The tool is leveled according to the “honeycombing” can compromise the
accuracy of the device and projects a cement’s longevity and strength. Vibrators force
fixed red or green beam in a plane about the trapped air out of the mixture leaving the
final product a more compact and level slab.
the horizontal and/or vertical axis

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PART 2: CONCRETING WORKS (2b: MACHINERIES)

CEMENT TRUCK/
TRANSIT MIXER SHOTCRETE MACHINE BAGGER MIXER

Used for conveniently transferring a Shotcrete is a method of applying concrete projected at

high velocity primarily on to a vertical or overhead A device that homogeneously
vertical level across a distance surface. The shotcrete process requires less formwork and combines cement, aggregates such
can be more economical than conventionally placed
concrete. Shotcrete is applied using a wet- or dry-mix as sand or gravel, and water to form
process. The wet-mix shotcrete process mixes all concrete
ingredients, including water, before introduction into the
delivery hose. The dry-mix shotcrete process adds water to
the mix at the nozzle.

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PART 2: CONCRETING WORKS (2b: MACHINERIES)

PUMPCRETE

Pumped concrete is concrete that is

transported to heights by means of
pumping using concrete pumps. This
method is used where a large quantity of
concrete work is involved at a greater
height, where other means of transport are
not easy to do.

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PART 3: TUNNEL CONSTRUCTION (HEAVY EQUIPMENTS)

ROADHEADERS

A road header, also called a boom-type

road header, road header machine, road
header or just header machine, is a piece
of excavating equipment consisting of a
boom-mounted cutting head, a loading
device usually involving a conveyor, and a
crawler traveling track to move the entire
machine forward into the rock face

The cutting head can be a general-

purpose rotating drum mounted in line or
perpendicular to the boom or can be
special function heads such as
jackhammer-like spikes, compression
fracture micro-wheel heads like those on
larger tunnel boring machines, a slicer
head like a gigantic chain saw for dicing
up rock, or simple jaw-like buckets of
traditional excavators

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PART 3: TUNNEL CONSTRUCTION (HEAVY EQUIPMENTS)

JUMBO UNDERGROUND DRILL

Drilling jumbos are usually used in underground mining if mining is done by drilling and blasting. They are also used in
tunneling if rock hardness prevents the use of tunneling machines. It is considered a powerful tool to facilitate the labor-
intensive process of mineral extraction

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PART 3: TUNNEL CONSTRUCTION (HEAVY EQUIPMENTS)

TUNNEL BORING MACHINE (TBM)

A tunnel boring machine (TBM), also known as a "mole", is a machine used to excavate tunnels with a circular cross-section through a variety
of soil and rock strata. They may also be used for micro tunneling. They can be designed to bore through hard rock, wet or dry soil, or sand.
Tunnel diameters can range from 1 meter (3.3 ft) (micro-TBMs) to 17.6 meters (58 ft) to date

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PART 4: TOWER CRANES

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NEXT MEETING: June 6, 2023

1. Detailed discussion on different types and classifications of

tower crane
2. Demolition Construction Equipment and Tools
3. Plastering Construction Equipment and Tools
4. Project Scheduling

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1: INTRODUCTION TO CONSTRUCTION METHODS

1d: PROJECT SCHEDULING
MODULE 1

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1.D.a) Project Schedule

The project schedule is an output of a schedule model
that presents linked activities with planned dates,
durations, milestones, and resources.

At a minimum, the project schedule includes a planned

start date and planned finish date for each activity. If
resource planning is done at an early stage, the project
schedule remains preliminary until resource assignments
have been confirmed and scheduled start and finish
dates are established. This process usually occurs no
later than the completion of the project management
plan

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Formats of Project Scheduling

BAR CHARTS
Also known as Gantt charts, bar charts represent schedule information where activities are listed on the vertical axis,
dates on the horizontal axis, and activity durations as horizontal bars placed according to start and finish dates. Bar
charts are relatively easy to read and are commonly used.
Depending on the audience, the float can be depicted or not. For control and management communications, the
broader, more comprehensive summary activity is used between milestones or across multiple interdependent work
packages and is displayed in bar chart reports.
MILESTONES CHARTS
These charts are similar to bar charts but only identify the scheduled start or completion of major deliverables and key
external interfaces.

PROJECT SCHEDULE NETWORK DIAGRAMS

These diagrams are commonly presented in the activity-on-node diagram format showing activities and relationships
without a time scale, sometimes referred to as a pure logic diagram, or presented in a time-scaled schedule network
diagram format that is sometimes called a logic bar chart.

These diagrams, with activity date information, usually show both the project network logic and the project’s critical
path schedule activities. This example also shows how each work package is planned as a series of related activities.

Another presentation of the project schedule network diagram is a time-scaled logic diagram. These diagrams
include a time scale and bars that represent the duration of activities with logical relationships. They are optimized to
show the relationships between activities where any number of activities may appear on the same line of the
diagram in sequence.

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Sample Gantt Chart

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Sample Gantt Chart

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Sample Network Diagram

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Main benefits of using Gantt Charts

A key benefit of a Gantt chart is its ability to show a top-line perspective of a project. Gantt charts
help workers and managers track tasks; managers can also use them to allocate resources wisely
in order to finish a project
Provides a High-Level Overview: A Gantt chart provides an overall perspective of a project and its
timeline — for both those who are deeply involved and those with less participation, such as
executives and other stakeholders.

A Gantt chart is visually appealing and easy to understand. It provides critical information about tasks
at a glance, including the order in which they begin and their duration.

Improves Efficiency and Helps Manage Resources: A Gantt chart can help ensure that leaders and
workers manage their time and resources effectively. Project leaders can use it to set realistic
schedules and allocate resources based on those schedules, including assigning the right people to
the right tasks. It can also help project members come up with workarounds for potential problems
before a project starts

Allows for Better Tracking: A Gantt chart enables project leaders and members to closely track tasks,
benchmarks, and overall workflow. The chart can reveal possible constraints or issues and allow
project leaders and members to adjust accordingly.
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Main benefits of using Gantt Charts

Illustrates Overlaps and Dependencies: A Gantt chart clearly communicates how tasks in a project
might overlap. It also shows how the beginning of one task can be dependent on the completion of
another task. That kind of information allows project leaders to schedule work and provide resources in
a way that doesn’t impede the progress of a project.

Boosts Productivity: A Gantt chart allows for collaboration among workers to boost their productivity.
The high-level visibility of a Gantt chart helps people stay focused on the tasks they must complete.
That visibility also ensures the accountability of all team members regarding their tasks.

Allows You to Balance Multiple Projects: A Gantt chart allows managers to easily track multiple
projects. It then enables those managers to balance the work on each project because the chart
indicates how to provide the right resources at the right time.

Makes Complex Information Manageable: The visual clarity that a Gantt chart provides can help
simplify a complex set of tasks. The chart displays tasks clearly and simply for the people who must do
the work. Such transparency enables team members to stay focused and avoid becoming
overwhelmed by a large number of tasks.

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Main benefits of using Gantt Charts

Helps You Set Realistic Deadlines and Expectations: A Gantt chart lays out all the tasks that a team
must accomplish in order to complete a project. The chart also illustrates the relationships and
dependencies among those tasks. Such coherent visual communication allows for a realistic view of
the time it takes to complete the work. Consequently, having access to such accurate information
allows you to set realistic deadlines for each task and for the entire project.

Helps Keep Everyone Aligned, Including Remote Workers: When everyone on a project team
(including remote workers and those in other offices) has easy access to the same information, all work
on the project remains aligned. The chart improves communication and collaboration among
everyone.

Motivates Team Members: A Gantt chart enables team members to visualize their tasks, thereby
motivating them to do their work on the project. Team members can view the project moving forward
and watch other members complete their tasks. The chart also shows how certain tasks can’t begin
until another task is completed. All that visibility enables people to complete their tasks well and on
time.

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Main benefits of using Gantt Charts

One of the primary challenges when using Gantt charts is their complexity in large projects. The
charts can also fail to represent the complexities of certain tasks and the time your team requires
to complete them.
Setup Can Be Time-Consuming: Setting up a Gantt chart for a complex project can be convoluted
and time-consuming. The software can help.

Can Become Complex and Confusing: A Gantt chart for a large project with many tasks and subtasks
can become complicated. Adding even more tasks or making changes to the schedule affects the
entire chart.

The chart loses some of its value when it becomes too complicated. One of the advantages of a
Gantt chart is its ability to depict a project and its tasks at a glance. When the project description
expands to cover hundreds of tasks over multiple pages, you lose such an advantage.

Don’t Designate Priorities: Gantt charts focus on presenting the tasks in a project, the order of those
tasks, and the approximate time it takes to complete them. The charts don’t show the priority of the
particular tasks you need to complete for the project to be a success. With such an omission, team
members might not understand those priorities the way they should.
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Main benefits of using Gantt Charts

Don’t Offer Much Detail Regarding Task Dependencies: Gantt charts can show how you must
complete one task before starting another one. But they don’t provide much detail concerning all of
the dependencies within a particular task for a project.

For this reason, a project team might want to use a program evaluation review technique (PERT) chart
in conjunction with a Gantt chart. A PERT chart or graphic uses arrows to indicate the sequence in
which project team members must complete certain tasks in order to begin work on another task.

Task Bars Do Not Show the Amount of Work That Each Task Requires: The length of a Gantt chart
taskbar shows the amount of time it might take to finish a task. But that length doesn’t indicate the
specific resources that such a task requires.

Some tasks with short bars (representing short deadlines) might require significant resources. Some tasks
with long bars might require minimal resources. The Gantt chart can be misleading when it comes to
representing the amount of work and resources you require. Thus, in order to correctly allocate and
monitor resources, you might need to use other tools in addition to the Gantt chart.

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Components of Gantt Chart

Within a Gantt chart, there are many important components to include to ensure that you are accurately and effectively
tracking your project tasks against a specified timeline. These components include:

 Timeline: How long a project, including all of its component tasks, should take from start to finish.
 Activity: The type of project activities to complete, such as software development sprints or marketing
campaign launches.
 Predecessors: Tasks that must be completed before others can be started.
 Dependencies: Depicts the relationship between tasks.
 Time Estimate or Duration: The amount of time each task should take, signified by the length of the bar on the
timeline.
 Milestones: Key points in a project where significant progress is made, or important deadlines are hit.
 Expected Time: The amount of time a project should take to finish, ideally.
 Actual Time: The amount of time a project actually takes to finish.
 Tasks and Task Progress: The components that make up a project and how long each should take to complete.
 Start Date: The date a project or task begins.
 End Date: The date a project or task ends.
 Assignee or Resource: The person responsible for a task or project.
 Task Relationships: How tasks relate to one another in terms of time and resources.
 Summary Tasks: An overarching task that includes many subtasks.
 Planned Effort: The number of resources and amount of time needed to complete a task or project.
 Percentage Complete: How much of the project or task has been completed at a certain point in time.
© : smartsheet.com
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Why is the GANTT CHART important?

A Gantt chart uses timelines to represent the completion of each task in

a project. These timelines show how the tasks relate to one other. Gantt
charts are useful because they provide an overview of a project’s
activities and progress.

Gantt charts indicate how work on a task can begin only after the
completion of a related task. Such information helps managers
understand project hurdles and make critical decisions about the best
way to move a project forward.

© : smartsheet.com
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1.D.b) PERT CPM 101

PRACTICAL DEFINITION:
A graphical network-based scheduling technique that
aims to maximize time by looking at potential problematic
parts of any event as a whole to ultimately optimize
construction cost and time.

PERT stands for Program Evaluation and Review Technique.

The numbered circles represent tasks or milestones in a
project.

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SAMPLE
The arrows show the
sequence of these tasks.
The time to do a task is
shown near the arrow.
The critical path in the
chart shown above is
drawn with red arrows.
PERT charts display task
dependencies, showing
which tasks need to be
done before others can
be started. CPM stands
for Critical Path Method
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BASIC STEPS IN MAKING PERT CHART

1. Break down the PROJECT SCOPE
i. Identify the project milestones
ii. Identify the individual tasks required to achieve them
iii. Figure out the sequence of your project tasks and their dependencies.
TAKE NOTE:
You should have a list of milestones, tasks and their dependencies. You’ll need
these elements to create your PERT chart, either manually or using project
management software.

2. Draw your PERT-CPM Chart

- Write out the tasks and activities that the team must complete between each
node, using directional arrows or divergent arrows accordingly.

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BASIC STEPS IN MAKING PERT CHART

3. Find the CRITICAL PATH & SLACK

Once you have a PERT chart that has your project tasks, their durations and due
dates, you can calculate the critical path and identify any possible slack.

TAKE NOTE:
This project management chart is a living document that must be returned to and
revised as the project progresses.

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BASIC TERMINILOGIES

1. Task/Activities – scope of works needed to be done in the project

2. Predecessors
3. Successors

A predecessor activity is an activity that logically comes before a dependent activity in

a schedule. A successor activity is a dependent activity that logically comes after
another activity in a schedule.

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RELATIONSHIP OF PREDECESSOR AND SUCCESSOR

Finish-to-start (FS). A logical relationship in which a successor
activity cannot start until a predecessor activity has finished.
•For example, installing the operating system on a PC
(successor) cannot start until the PC hardware is assembled
(predecessor).

Finish-to-finish (FF). A logical relationship in which a successor

activity cannot finish until a predecessor activity has finished.
•For example, writing a document (predecessor) is required to
finish before editing the document (successor) can finish.

Start-to-start (SS). A logical relationship in which a successor

activity cannot start until a predecessor activity has started.
•For example, level concrete (successor) cannot begin until
pour foundation (predecessor) begins.

Start-to-finish (SF). A logical relationship in which a successor

activity cannot finish until a predecessor activity has started.
Precedence Diagramming Method (PDM) Relationship Types
•For example, a new accounts payable system (successor) has
to start before the old accounts payable system can be shut
down (predecessor).

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SAMPLE OF DETERMINING THE CRITICAL PATH OF THE ACTIVITIES

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FORWARD PASS CONCEPT

• Act A and Act B’s Early Start (ES) is equal to ZERO since
they don’t have a predecessor as indicated in the
problem.
• EF in Act A and Act B are 12 and 15 respectively. Act D
will depend on its Earliest Finish (EF) as predecessors. In
summary, Act D will wait for A and B to finish before it will
start. Therefore, the Earliest Start (ES) is the greater EF of its
predecessors.
“Whichever greater EF precedes an activity will be the
successor’s ES”
• Act C’s ES is 12 since Act A is the only linked task.

BACKWARD PASS CONCEPT

• Act F and Act G’s Late Finish (LF) is equal to 44 since it
cannot be completed longer than 44 weeks.
• LS in Act F and Act G are 28 and 37 respectively. Act E’s
LF should be 28 in order to Act F to start
PROJECT’S COMPLETION TIME
“Whichever smaller LS of the successors is the LF”
Simply, the GREATER EF of the last activities in the Finish Node • Act D’s LS is 15 since Act A is the only linked task.

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NETWORK FUNDAMENTALS
There are two (2) slightly different conventions for making a network diagram:

1. Activity on Arrow (AOA) – using arrows to designate activities

2. Activity on Nodes (AON) – using nodes to designate activities
a b
A B 1 2 3

AOA AON

The NODES in the AOA approach represents the beginning and the end of activities, which are called EVENT. Events are points in time.
Unlike activities, they do not consume either resources or time. Activities can be referred to in two ways.

One is by their end points such as activity 1-2 and the other is by a letter assigned to an arrow such as activity a,b,c,etc. the network
describes sequential relationships among different activities on a project.

For instance, activity 2-3 cannot be started according to the network until 1-2 has been completed.

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Elements of Network Diagramming

A B
Work B cannot start until after Work A is completed
A
C
Work C cannot start until both Work A and B are
completed
B
B
A Work A must be completed before either Work B or C can start

C
A B
Work A and C must be completed before either Work B or D can start

C D
A C
X Work A and B must be completed before either Work C can start. Work D depends only on B
B D and A. X is called a dummy activity

A C
Y Work D depends on A and B. Y is called a dummy activity
B D

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PRINCIPLES IN NETWORKING OR ARROW DIAGRAM

PRINCIPLE NUMBER 1

“Everything in the network or arrow diagram must have a meaning”

• Every arrow represents an item of work and is called ACTIVITY CONCRETING

• EVENT is the starting point of an activity represented by a CONCRETING

circle, square, or any geometrical form

• An ACTIVITY is dependent upon and cannot begin until after FORMWORKS POUR FOOTING SLAB
the completion of all preceding ACTIVITES

Order and deliver cement

• All activities that start with the same event cannot begin until
after the completion of all activities that enter that event
FORMWORKS POUR FOOTING SLAB
The pouring of the footing slab and pedestal depends 3
upon the completion of the two activities that enter into
their common starting point 3. It is impossible to pour Order and deliver cement POUR PEDESTAL
concrete on a footing slab or pedestal until finishing the
formwork and delivery of cement have been
completed

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PRINCIPLES IN NETWORKING OR ARROW DIAGRAM

PRINCIPLE NUMBER 2

“An activity has a single definite starting point and a single definite ending point”

An arrow network must satisfy two basic questions:

1. What activities must be completed before this one can start?

2. What activities cannot be started if this one is not completed? CHB LAYOUT
4

DIGGING FORMWORKS
1 2 3

The CHB Layout cannot be started until after the concrete footing is WALL FOOTING
poured. Similarly, the pouring of footing cannot be done unless the forms
and digging have been completed.

In short, the inter-relationships of the activities were;

• CHB Layout precedes pouring of footing;

• Pouring of footing precedes formworks;
• Formworks precede digging

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PRINCIPLES IN NETWORKING OR ARROW DIAGRAM

PRINCIPLE NUMBER 3

“The network (arrow diagram) does not describe time relationships but rather dependency relationships”

The length and direction of an activity arrow have no relationship with the amount of time
required to accomplish the work presented by it. Similarly, two activities starting with the same
event do not necessarily occur at the same time.
WALL FOOTING
3

FORMWORKS
1 2

WALL FOOTING
4

The arrow diagram defines the activity dependency situations that exist. Activities B and C do not
mean that both activities must be conducted at the same time. They might, but probably will not.
What is important to note here is that these two activities are independent.

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PRINCIPLES IN NETWORKING OR ARROW DIAGRAM

PRINCIPLE NUMBER 4

“The network (arrow diagram) is hardly ever done by a single person”

The accomplishment of the schedule made in the network diagram is influenced by several people who have something to do with
the project and should be consulted when making the network.

Likewise, the sub-contractors and suppliers should be asked to review the network to be sure that the activities affecting their
participation are accurately and realistically described.

FUNDAMENTAL ELEMENTS OF PERT/CPM NETWORKING

ACTIVITY – work operations required to complete a task in some cases, a segment of that task. (It is called actual work between
events)

EVENTS – it is a point in time signifying the beginning or end of one or more activities. It denotes the completion of all preceding or
predecessor activities and the beginning of one or more succeeding activities.

DUMMY ACTIVITY – is an arrow on a network showing the dependent relationship between two activities. However, dummy activity
does not represent actual work efforts, and does not consume time. Dummy activity may be used in the network to distinguish
between two or more parallel activities.

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PRINCIPLES IN NETWORKING OR ARROW DIAGRAM

PRINCIPLE NUMBER 4

“The network (arrow diagram) is hardly ever done by a single person”

FUNDAMENTAL ELEMENTS OF PERT/CPM NETWORKING

DURATION OF AN ACTIVITY is the time it takes an activity to be finished. Duration activity is the span of time from the Early Start to its
Early Finish or from its Late Start to its Late Finish

PATH – a sequence of activities that leads from the starting to the finishing node.

FREE FLOAT – refers to the amount of extra time that exists for an activity when all activities preceding it start at their Early Start (ES)
date. In summary, this is extra time gained when an activity starts immediately at their Earliest Time

TOTAL FLOAT - is the amount of float that is shared by all the activities on a non-critical path. Once this float is used on an activity, it
no longer exists. The time that was consumed is lost forever. For instance, if the total float is 8 days and there are 5 activities in the
project, the Project Engineer decides on how to allocate 8 days on the 5 activities with only one objective – to finish the project on
or before target date

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SAMPLE PROBLEM
9 8 8

7 12
2 6 10

8 10 6 2
9
3
5
1 3 7
7
DETERMINE THE FOLLOWING:
6
• Number of Paths in the network
4 5 • ES, LS
5 • EF, LF
• Total and Free Float or Slack
• Critical Activities
• Provide Data Sheet

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SAMPLE PROBLEM
9 8 8

7 12
2 6 10

8 10 6 2
9
3
5
1 3 7
PATH DURATION
7 PATH
DURATION (WEEKS)
6 1-2-6-8-10 8+7+9+8 32
4 5 1-2-6-10 8+7+12 27
5
1-3-6-10 5+10+12 27
1-3-6-7-9-10 5+10+6+3+2 26
1-4-7-9-10 6+7+3+2 18

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SAMPLE PROBLEM
9 8 8

7 12
2 6 10

8 10 6 2
9
3
5
1 3 7
7

6
4 5 COMPUTE FOR ES AND EF BY FORWARD PASS
5
NOTE: EF = ES + t (DURATION)

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DATA SHEET SAMPLE TEMPLATE

START FINISH FLOAT CRITICAL
ACTIVITY ESTIMATED TIME
ES LS EF LF TOTAL FREE ACTIVITY

1-2 8 0 0 8 8

1-3 5 0 0 5 5

1-4 6 0 14 6 20

2-6 7 8 8 15 15

3-4 0 5 20 5 20

3-6 10 5 5 15 15

4-5 5 6 22 11 27

4-7 7 6 20 13 27

5-7 0 11 27 11 27

6-7 6 15 21 21 27

6-8 9 15 15 24 24
6-10 12 15 20 27 32
7-9 3 21 27 24 30

8-10 8 24 24 32 32

9-10 2 24 30 26 32

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