Project Management and Software U22327

School of Civil Engineering and Surveying Student Assignment Marks Sheet	Student Registration Number:	664962
Date:	22/03/16
Unit Name	Project Management and Software U22327
Artefact	Coursework 2
The University of Portsmouth regulations require students to keep electronic copies of all assignments, and submit these at any time upon request. Shaded areas to be completed by student and this sheet submitted with assignment.

Student comment: I have read and understood the University’s regulations on plagiarism – please type an ‘x’

Criteria Description	Weighting %	Student Evaluation (to be completed before submission) (enter an ‘x’ in required boxes)
Pass	Fail
A*	A	B	C	D	E	F
Select a specialist trade package and propose the scope of this package. (LO1)	5	X
Formulate how the selected package fits in the overall construction process. (LO1)	10	x
Assemble the programme information that the selected package requires from and the programme information it has to supply to other packages. (LO1)	10	X
Develop a process map that shows the information flows within the package and across the interface boundaries with other packages. (LO1)	15	X
Conclude the relative timing for the information flows identified above. (LO1)	10	X
Taking into consideration the interfaces and the time constraints you have identified above for the case study project, investigate whether MS Project software is capable of encompassing your findings for the following two programmes:
The overall construction programme. (LO2 & LO3)	15	X
The detailed programme of the selected specialist trade package. (LO2 & LO3)	15	X
Critically appraise the ability of MS Project software in providing effective and easy to use tools that assist the project planner and the project team in producing and maintaining fully integrated and coordinated project programmes. (LO3)	20	X

Overall Grade (to be completed before submission)	Letter Grade (A* – F)	Percentage (100 – 0)
A	70

Key: A*: 80% or above, A: 70% – 79%, B: 60% – 69%, C: 50% – 59%, D: 40% – 49%, E: 30% – 39%, F: 29% or less
IMPORTANT: See separate Grade Criteria for characteristics of work in the above grades

Student Comment
(to be completed before submission)

Overall this unit has been very interesting for me. I have particularly enjoyed the case studies we have looked at. In this
term I have enjoyed learning the techniques and processes Microsoft Project has to offer to project managers; this has
improved my confidence in using management software’s on a day-to-day basis. In this particular coursework; I chose to
study the construction of piled foundations further as I am interested in the way they fulfil their functions.

TATE MODERN
MUSEUM
TM2 EXTENSION
University of Portsmouth
Project Management and Software
U22327
Lecturer: Dr Salam Al-Bizri
664962
Table of Contents
Section 1: Introduction ……………………………………………………………………………………………………………4
1.1 Report Structure ……………………………………………………………………………………………………………4
Section 2: Specialist Trade Package …………………………………………………………………………………………..5
2.1 Pile works with Oil Tanks Scope……………………………………………………………………………………….5
2.2 Overall Construction Process …………………………………………………………………………………………..6
2.3 Information Required and Supplied………………………………………………………………………………….7
2.3.1 Information Exchange between Project Manager and Piling Specialist …………………………..7
2.3.2 Information Exchange between Demolition Specialist and Piling Specialist …………………….7
2.3.3 Information Exchange between Superstructure Specialist and Piling Specialist……………….7
2.3.4 Information Exchange between Main RC Frame Specialist and Piling Specialist ………………8
2.4 Process Map………………………………………………………………………………………………………………….9
2.5 Timing for Information Flows Identified ………………………………………………………………………….11
Section 3: Microsoft Project Software ……………………………………………………………………………………..13
3.1 Overall Construction Programme …………………………………………………………………………………..13
3.2 Piling Works Package ……………………………………………………………………………………………………14
3.3 Microsoft Project Software Appraisal……………………………………………………………………………..15
Bibliography …………………………………………………………………………………………………………………………19
Abbreviations:
EOT: Extension of Time
MPS: Microsoft Project Software
PM: Project Manager
PS: Piling Specialist
RC: Reinforced Columns
Section 1: Introduction
The Tate Modern Museum is the fourth most popular museum in the world and is the UK’s second
largest tourist attraction. When the museum was first opened; it was estimated to receive two
million visitors per year; however it received five million. Due to the high demand; an extension
(TM2) was proposed to generate an additional network of exhibition spaces. The extension was to
be built on top of the former station’s oil tanks. The extension was made possible due to
technological advances allowing the transformers on-site to be replaced with compact equipment
freeing up space for the development.
1.1 Report Structure
The report is structured as follows:
Section 2: This section analyses the piled foundations package and its role within the overall
construction process. The information flows within the package has also been presented as a
process map. The timing of this information is demonstrated within a table within this section.
Section 3: This section includes an investigation into the abilities of Microsoft Project software in
identifying time constraints and interfaces. It also includes a critical appraisal of the software and its
ability to assist project managers within the construction industry.
Section 2: Specialist Trade Package
2.1 Pile works with Oil Tanks Scope
 To undertake a thorough analysis of the engineers report, pile load schedule and all
additional specifications to ensure the team have a thorough understanding of pile
locations/types/methods. Any missing information or details are not to be assumed or
estimated. In this case; the project manager should be contacted in order for the
appropriate engineers to be communicated with
 Ensuring the engineers specifications are implemented at oil tank base level including the
pile type selected (e.g. timber, concrete and steel) quantity of piles, expected performance
under load. This would have been assigned based on the physical properties of the soil and
the type, size and weight of TM2 (Tomlinson & Woodward, 2008, p. 7)
 Supplying and ensuring all materials relating to this package are available on site and stored
in a safe secure area (e.g. piles, ready mix for pile cap) for the 22/10/2009
 Ensuring the required machinery and equipment is in a good, safe working condition and
available on site to avoid any unnecessary delays (e.g. pile driver, mobile pump, crane)
 All piles are protected from damage; this includes putting a temporary steel cap on all piles
when they have been installed to prevent them from disintegrating and losing their intended
benefits
 Ensuring the piles delivered to site are approximately 25 metres in length by 600 millilitres
diameter
 Ensure all members of the team follow the regulations for the piling industry such as the
lifting procedures stated in the Lifting Operations and Lifting Equipment Regulations 1998
(LOLER)
 Appropriate health and safety measures taken when the piling equipment is attached to the
crane; operator of crane mounted piling rigs to have crane operators CPCS card as well as
the card for a Piling Rig operator (Federation of Piling Specialists, 2011)
 Ensuring the guidelines published by the British Associations of Reinforcements to safely lift
pre-fabricated reinforcement cages are followed
 The piles are required to be cut back level with the existing tank base; this is a health and
safety risk due to the vibrations produced from using the tools. A recommendation from the
Federation of Pilling Specialists suggests using debonding foam to eliminate these risks of
vibration induced conditions to on-site workers (Federation of Piling Specialists, 2005, p. 1)
this must be implemented across the team
 Details of any risks in respect of the piling to be passed on to the health and safety officer
and project manager as soon as they are aware of them
2.2 Overall Construction Process
Due to the growing need for developments; authorities and development agencies have had to
exploit lands with poor soil characteristics. This has led to the development of improved piles and
pile driving systems. The purpose of pile foundations is to transmit a foundation load to a solid
ground; piles are used if the soil immediately beneath its base does not have adequate bearing
capacity. Piles transfer the load to a deeper soil or rock of a high bearing capacity as the diagram
below shows;
Piles are first cast at ground level and then driven into the ground using a pile driver. This machine
performs two functions; first, it acts as a crane and lifts the pile from a horizontal position on the
ground rotating it into the correct vertical position and then hammers the pile down into the ground
until refusal where it cannot be driven down any further. This package will begin when phase 1 of
the demolition is completed. The piles are required to be installed at oil tank base level and will be
approximately 25 metres in length with a 600 millimetre diameter. The engineer found that a
number of piles are located outside the oil tank footprint and are to be installed from ground level
either prior to the main piling works starting or after their completion. The piles installed within the
oil tanks will be cut back level with the existing tank base and pile caps constructed above using
ready mix placed with a mobile pump.
Each pile is temporarily covered with a steel cap to prevent it from disintegrating (Understand
Construction, 2015).Once all the piles have been fully inserted into the ground a pile cap is
constructed across the top of them. The pile cap consists of a thick layer of concrete which serves as
a base on which the construction of the extension can proceed. This base allows the main reinforced
frame package to begin; allowing the RC columns to be constructed. The piling package also provides
for the superstructure package to commence utilising either jump or slip form methods. As the piling
package allows for these developments and the extension to be completed on to the pile cap it has
huge importance within the overall construction process.

Structure
Pile Cap
P I L E	P I L E	P I L E	P I L E

Low Intensity
Medium Density
High Density
Load (Structure)
is transferred to
the soil with a
high bearing
capacity and
density
2.3 Information Required and Supplied
The table below show the information required and supplied for the successful delivery of the
package.
2.3.1 Information Exchange between Project Manager and Piling Specialist

Information supplied by PM	Information supplied by PS
 Engineer reports	 Health and Safety programme
 Project brief	 Cost Plan
 Project Schedule(all times/dates allocated to package and project)	 Schedule of operations methods/expected progress
 Health and Safety Requirements	 Any potential issues/risks
 Provide any information regarding site deliveries/weather which may affect site progress	 Delivery of machinery information
 Any requirements regarding level of sound or space available on site	 Any site storing/securing facilities to be implemented for safety of machines
 Crane driver position on site (working area plan)

2.3.2 Information Exchange between Demolition Specialist and Piling Specialist

Information supplied by DS	Information supplied by PS
 Demolition schedule of operations	 Schedule of operations methods/expected progress
 Any expected or incurred delays	 Details of when planned work will start alongside their works
 Health and safety programme	 Crane driver position on site (working area plan)
 Positioning of excavator	 Health and Safety programme
 Specified areas which PS will not have access to due to health and safety/works progress	 Site where machinery will be stored when not in use

2.3.3 Information Exchange between Superstructure Specialist and Piling Specialist

Information supplied by SS	Information supplied by PS
 Schedule of operations- including the progress they plan to make whilst piling is being completed and areas of work	 Schedule of operations methods/expected progress
 Health and safety program	 Health and safety program
 Concrete pouring and curing schedule for concrete core construction	 Crane driver position on site (working area plan)
 Concrete specifications (hardening speed)	 Crane specifics (e.g. dimensions)
 Entry/Exit to site area for team (as piling team will also be present)

2.3.4 Information Exchange between Main RC Frame Specialist and Piling Specialist

Information supplied by FS	Information supplied by PS
 Schedule of operations- including the area they plan to work on whilst the slab over oil tanks is being finished	 Schedule of operations methods/expected progress
 Health and safety program	 Crane driver position on site (working area plan) during the times they plan to begin their work
 Equipment/machinery position on site during and before works (working area plan)	 Health and safety program
 Scaffolding positioning on site	 Crane specifics (dimensions, length span)
 Entry/Exit to site area for team (as piling team will also be present)	 Areas and work involved regarding the slab over oil tanks when RC frame specialists plan to begin work

2.4 Process Map
The simplest process model for the construction of piled foundations as a package is proposed
below. This is shown using the IDEF₀ method; this represents the functions, activities or processes
within the package. The advantages of this method is its ability to provide a clear understanding of
the procedures; using a natural language and graphical representation to model the process
(Howard, 2003). This method has been used to give an overall image of the piles construction
package and is shown below.
The left arrow represents the resources used and transformed by the activities in order for the
package to be carried out (e.g. human resources, time, crane driver, piles). The arrow from the top
represents the control side of the project and therefore the constraints that have had an impact on
the development. The arrow from the bottom represents the mechanism for how the physical
aspects of the activity were realised. Finally; the green arrow on the right of the activity represents
the output that is formed from all the previous inputs to successfully fulfil the package
requirements.
Pile & Pile Caps
Package
CONTROL
Design Information/
Legislation Requirements
INPUT
Resources;
Crane driver,
piles/pile
caps/human
resources/
time/ energy
OUTPUT
Completion of Pile
Foundation Works
MECHANISM
Pile Specialists Contractors
When a process map has been made to represent the various inputs and the final expected output;
it is then possible to produce a more detailed and effective process map. The advantage of these
maps is their ability to display process knowledge clearly and insightfully. This can then encourage
the subsequent improvement of process performance and innovation (Howard, 2003, p. 6). The
ultimate process of all process mapping must be to bring about improvement and innovation; it is
therefore essential to start mapping processes as they are and not what they could be. This is to
offer the opportunity for changes to be noticed quickly and further processes/procedures to be
implemented to improve the process overall.
2.5 Timing for Information Flows Identified

Date:	Information:	Supplied from:	Supplied to:
22/07/2009	Notice of completion- Site hoardings have been erected	Project Manager	Substructures Specialist
21/10/2009	Notice of completion- Well point/dewatering system has been installed	Substructures STC to Project Manager	Piling STC
22/10/2009	Engineer reports Project brief (any updates on progress etc.) H&S requirements Any information which may have an effect on piling package (e.g. deliveries/site availability)	Project Manager	Piling Specialists
22/10/2009	Health and safety programme Schedule of operations Any potential issues/risks/ expected delays with deliveries/resources etc. Crane dimensions and planned locations on site Break out/pile probing within oil tanks begins	Piling STC	Project Manager
05/11/2009	Piling within the oil tanks can begin to start on area that has been probed	Pile Probing STC	Piling STC
16/12/2009	Break out/probing within oil tanks has been completed. Piling team can continue to install piles in whole site area	Pile Probing STC	Piling & Crane Driver team
11/02/2010	Construction of core bases can begin on piles completed	Pile STC	Concrete STC
11/02/2010	Construction of 500mm Raft can begin with construction of core base	Piling STC	Concrete STC
10/03/2010	Piles within oil tanks has been completed therefore piling from ground level & strengthening to oil tank structures can begin	Piling & Crane driver team	Piling STC & Reinforcement STC
11/03/2010	Piling from ground level & strengthening to oil tank structures begins
14/04/2010	Piling from ground level is complete- erection of structure to support slabs can begin	Piling & crane driver team	Piling STC Reinforcement STC

14/04/2010	Construction of core bases is complete- erection of structure to support slabs can begin	Concrete STC	Piling STC Reinforcement STC PM
15/04/2010	Erection of structure to support slabs over oil tanks (Level 1) begins
12/05/2010	Completion: Construction of 500mm raft is complete; concrete team then move on to constructing slab over oil tanks on the 13/05/2010	Concrete STC	Piling STC PM
09/06/2010	Completions: Oil tank structures have been strengthened and structure to support slabs over oil tanks (level 1 has been completed)	Structure STC Reinforcement STC	Piling STC PM
07/07/2010	Completion: Slab over oil tanks is completed	Concrete STC	Piling STC PM
OUTSIDE PACKAGE COMMUNICATIONS (During package duration)
14/04/2010	Completion: Core bases have been constructed allowing the superstructure package to begin Health and Safety programme Plans for further progress & Crane dimensions/positions	Piling STC	Concrete STC
15/04/2010	Main Concrete Core Construction Begins
24/06/2010	Construction of main RC frame can begin on levels 1-2 on the slabs that have been completed	Concrete STC	RC STC

Section 3: Microsoft Project Software
3.1 Overall Construction Programme
Microsoft Project Software (MPS) has various features that can be used throughout every phase of
the project. It provides opportunities that relate to the everyday happenings on a project which the
PM is required to handle. A programme for the project can be developed fairly easy providing the
user has knowledge of various project management terms and processes. If the PM has knowledge
of the scope of the project including the various stages of development and resources available;
he/she could produce a timeline quickly through entering the tasks and durations with little
calculations having to be made. This software gives PM’s the opportunity to provide an estimated
completion date to the client during the planning stage. This allows the PM to begin making
arrangements for the resources as and when they are required. This also provides the PM with key
dates to discuss with various suppliers, team, sub-contractors early on to ensure they understand
and bookings are arranged for the dates they are required on site and their availability can be
ensured.
However this programme does not only provide advantages for the planning stage of a project; it
provides advantages throughout the whole duration of a project allowing the project to be overseen
and changes or delays to be updated in to the software quickly. For example; if the client was to
increase the scope of the project the PM could make their assessments with the appropriate
package STC to calculate the additional time/resources required to fulfil client’s needs. Once
calculated, this can be entered into the software which would automatically update the timeline in
place. This would also update any of the activities predecessors to ensure there is no overlapping. If
this was to be done manually it would be time consuming and mistakes could be made during the
evaluation of overlapping events. The configured dates provides the basis the PM needs to then
change dates with trade packages and delivery dates to ensure materials are only delivered when
they are needed to reduce the risks to health and safety and risks to theft on site.
This software also provides features that can identify the critical path for the project using a network
analysis approach. This is essential in effective project management as it provides a work breakdown
structure, the duration that each activity will take and the dependencies between the activities
(Santiago & Magallon, 2009, p. 6). The software also allows various graphs to be made representing
the data entered. An example of this is a Gantt chart; this can be produced quickly to ensure there is
always an updated version in the site office available for all site workers to view. They are also very
simple and easy to read; therefore, making it suitable for all those on site to understand the
developments and progress being made. The use of Gantt chart also allows STCs within each
package to identify other packages that will be making progress whilst they are also on site. This
enhances communications on site and the implementation of effective health and safety and on site
delivery procedures providing the site workers communicate effectively.
3.2 Piling Works Package
Alongside the advantages previously discussed in section 3.1 for the whole construction duration.
There are also various other tools that the software provides that could be used within the piling
works programme. Firstly; the ability to create sub tasks within the main task/package. This provides
a clear and concise order of events for the projects successful completion. Any changes made to the
durations of these tasks will then be automatically added to the total duration of the main task
preventing any confusion of events. For example; if a delay of 0.5 day was incurred on a sub task
(e.g. piling within oil tanks) this can be updated on the software and it will show the impact it will
have on predecessors and the package itself. Alongside this; the number of resources allocated to
each task can also be included using the software’s tools which provides users with the ability to
manage resources providing certainty to the STC and PM as to the expected durations for each task
with the resources available.
If a delay was to occur and updated on the software; the software would highlight any issues
regarding resource availability for the tasks ahead. This gives the PM/STC reason to then implement
measures if appropriable such as acceleration methods to reduce the time needed for the
programme. As a result of increasing resources as an acceleration method; MPS will check the
resources allocated against the resource calendar to ensure it can be implemented carefully or if
over allocation would occur (Stronge, 2008).This is essential for this project when time is a priority as
if small delays are ignored they would lead to a large delay at the end of the project; resulting in an
EOT being sought. However as the delay could have been avoided by the contractor; it is unlikely an
EOT would be given but a claim for liquidated damages would be sought by the client. Therefore the
benefits here are the MPS ability to highlight these issues no matter how big or small early on saving
the project in the future.
An additional use of MPS within this package would be the use of the task inspector. This tool
highlights any conflicts of tasks whilst also offering information on each task and ways to overcome
the conflict. This tool promotes the ability MPS gives to STC’s to manage their packages to overcome
barriers to successful completion through making changes to their critical paths, allocating more
resources and reducing the overall time and delays incurred. Providing the software is used
effectively; effective management can take place of sub-tasks which overall enhances the success of
the key deliverable.
3.3 Microsoft Project Software Appraisal
MPS is one of the most used project planning software’s of all times with millions of users worldwide
(Ghioca, 2015). It is an essential enabling tool for creating project schedules. A project is defined in
PMBOK as:
‘..a temporary endeavour undertaken to create a unique produce, service or result.’
A project must be managed effectively in order to be completed successfully. The figure below
shows a cycle proposed for effective management. MPS provides the tools and opportunities
required to fulfil these processes. The first process is planning; MPS allows the PM to estimate the
expected duration of a project based on the scheduled tasks and resources. This allows for the
evaluation of parallel-pathing of some of the tasks to see how it affects the outcome (Stronge,
2008). It also allows theoretical aspects to be implemented in a practical manner (Dash, 2013, p. 6).
If implemented effectively; the software has the ability to show which path will be more effective.
The results gathered from the planning forms the basis of effective communication. The information
can be presented in the form of a Gantt chart which can be used to express the proposed plans to
the client providing the basis for further analysis of the projects scope if necessary. If agreed; the
programme can then be discussed with the site team. If necessary; any changes required to the
timeline due to additional time or resources can be updated quickly (Happy, 2010, pp. 16-17).
Resources defined in MPS are of 3 types- work (human/equipment resources), material (this
resource will be consumed; it does not perform work on its own, but is used for the project and cost)
and the type of expense that is used for successful delivery of the project; including travel of staff to
new office location (Dash, 2013, p. 7). This provides users with the ability to track, change and report
on almost all key metrics giving them the information they need to then share with those on-site and
key stakeholders (Stronge, 2008). This effectively gives the PM control and an understanding of the
effects due to the highlighted issues (e.g. over allocated resources, conflicts of tasks, critical path).
Figure 2: Effective Project Management Cycle
Plan
Track and Communicate
update
Effective Project
Management
In order to use the software effectively it is essential for users to be aware of project management
tools, scope management and to have a thorough knowledge of how to construct a well-organised
work breakdown structure. Without the knowledge of essential concepts and techniques; the user
would have an unsuccessful and confusing experience which can be viewed as a disadvantage to the
software (Happy, 2010, p. 7). If the user is knowledgeable; it can be an incredibly useful tool for both
the PM and their organisation. The user is required to submit an array of information for the full
benefits to be realised. A step by step approach is given in the Project Management Journal; this
states several processes within the planning stage of a project that could be utilised within the
software. These processes and their required inputs and outputs are shown below (Dash, 2013, pp.
2-3).

Processes	Input	Output
Plan Schedule Management	 Project Management plan  Project Charter	 Schedule Management Plan
Define Activities	 Schedule Management Plan  Scope Baseline	 Activity List  Activity Attributes  Milestone List
Sequence Activities	 Schedule Management Plan  Project Scope Statement  Activity List  Activity Attributes  Milestone List	 Project Schedule Network Diagrams
Estimate Activity Resources	 Schedule Management Plan  Activity List  Activity Attributes  Resource Calendars	 Activity Resource Requirements  Resource Breakdown Structure
Estimate Activity Durations	 Schedule Management Plan  Project Scope Statement  Activity List  Activity Attributes  Activity Resource Requirements  Resource Breakdown Structure  Resource Calendars	 Activity Duration Estimates
Develop Schedule	 Schedule Management Plan  Project Schedule Network Diagram  Activity Lists  Activity Attribute  Activity Resource Requirements  Resource Calendars  Activity Duration Estimates  Project Scope Statement  Resource Breakdown Structure  Project Staff Assignment	 Schedule Baseline  Project Schedule  Schedule Data  Project Calendars  Project Management Plan Updates
Control Schedule	 Project Management Plan  Project Schedule  Work Performance Data  Project Calendars  Schedule Data	 Work Performance Information  Schedule Forecasts  Project Management Plan Updates

MPS also provides the ability to display information in a variety of ways to provide a clear
understanding; different methods can be selected based on the user’s preferences. For example;
Gantt charts can be useful during construction projects as they provide a clear and easy to read
graph for users and provides information of how the project is progressing – great for construction
workers as technical skills and project management terms are not required to interpret graphs (Fish,
2011). Gantt charts allow milestones of 0 durations to be represented as diamonds; highlighting the
milestones when they are reached on the project. Any dependencies can be shown between the
activities or tasks (finish-to-start/start-to-start). MPS also provides the concept of a base calendar.
This has three options which allows for a standard calendar, 24 hour calendar or a night shift
calendar to be used in representing the timeline of project. This allows the software to be used for a
variety of projects and all documents formed to fully represent the project such as roadworks
completed nightly. (Dash, 2013, p. 8). This gives PMs the flexibility to rely on the software and invest
their own time in learning how to use the software as they will be able to adapt it to represent each
and every project they work on.

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