Construction Project Control

From Schedule and Budget to an Integrated Earned Value Management System

What you'll learn

Integrate the schedule and budget

Calculate and analyze progress

Analyze and report variances in schedule and cost

Recognize trends and forecasting performance

Perform acceleration and schedule compression

Requirements

No

Description

The key to successful construction project control is the fusing of cost to schedule, enabling the management of one to help the management of the other. This requires that a task’s cost and its duration have a direct relationship, not an arbitrary assignment by the scheduler. Ensuring that the relationship is correct and setting the appropriate baseline for tracking is the domain of the project control analyst.This course fills a void in the area of project control as applied in the construction industry today. It demonstrates how productivity models for an individual project are created, monitored, and controlled and how corrective actions are implemented as deviations from the baseline occur.Course Objectives:By completing this course, you will be able to:Integrate the schedule and budgetCalculate and analyze project progressAnalyze and report variances in schedule and costRecognize trends and forecasting performancePerform acceleration and schedule compressionCourse Curriculum:Introduction and the BasicsIntroduction to Project ControlPre-Construction PlanningThe ScheduleThe BudgetIntegrating the Schedule and the BudgetCalculating and Analyzing ProgressAnalyzing and Reporting Variances in Schedule and CostRecognizing Trends and Forecasting PerformanceProductivityAcceleration and Schedule CompressionResource ManagementRisk ManagementTextbook:This course is based on the following textbook:Project Control: Integrating Cost and Schedule in Construction (2013); Authors: Wayne J. Del Pico; Publisher:  John Wiley & Sons, Inc. ISBN: 9781118421062

Overview

Section 1: Introducing the Course and Myself

Lecture 1 The Basics

Lecture 2 Hi! Let me introduce myself.

Lecture 3 My Bio

Section 2: Introduction and the Basics

Lecture 4 The Traditional PM Approach

Lecture 5 The Role of the Project Manager

Lecture 6 Goals of the Project

Lecture 7 Role of the Contract Documents (CDs)

Lecture 8 Case Study: Residential developer

Section 3: Introduction to Project Control

Lecture 9 Introduction to Project Control

Lecture 10 Performance Measurements

Lecture 11 Project Control Terminology

Lecture 12 Project Control Formulas

Lecture 13 The Project Control Cycle

Lecture 14 Project Control Cycle Features

Lecture 15 Case Study: The Two-Boss Problem

Section 4: Pre-Construction Planning

Lecture 16 Pre‐Construction Planning

Lecture 17 Key Personnel and Responsibilities (Contractor)

Lecture 18 Key Personnel and Responsibilities (Owner & Designer)

Lecture 19 Establishing Baselines

Lecture 20 Case Study: The Bathtub Period

Section 5: The Schedule

Lecture 21 The Schedule

Lecture 22 Common Types of Schedule

Lecture 23 Advanced Scheduling Methods

Lecture 24 Tasks

Lecture 25 Determining Task Duration

Lecture 26 Task Interdependencies

Lecture 27 Other Task-related Information

Lecture 28 Case Study: Glazing schedule

Section 6: The Budget

Lecture 29 Introduction

Lecture 30 Organization of Estimates

Lecture 31 The Budget

Lecture 32 Cost Breakdown Structure

Lecture 33 Cost Report & Management Tool

Lecture 34 Case Study: Cost overruns

Section 7: Integrating the Schedule and the Budget

Lecture 35 Integrating the Schedule and the Budget

Lecture 36 Schedule of Values

Lecture 37 Matching Cost Values to Tasks

Lecture 38 Planned vs. Actual Values

Lecture 39 Example

Lecture 40 Case Study: General contractor cash flow

Section 8: Calculating and Analyzing Progress

Lecture 41 Calculating and Analyzing Progress

Lecture 42 Methods for Calculating Progress (Part 1)

Lecture 43 Methods for Calculating Progress (Part 2)

Lecture 44 Earned Value

Lecture 45 Fixed vs. Variable Budget Approach

Lecture 46 Trinity of EVM

Lecture 47 Schedule Performance & Variance

Lecture 48 Cost Performance & Variance

Lecture 49 Case Study: The Need for Project Management Metrics (A)

Section 9: Analyzing and Reporting Variances in Schedule and Cost

Lecture 50 Analyzing & Reporting Variances in Schedule & Cost

Lecture 51 Understanding Project Analyses (Part 1 of 2)

Lecture 52 Understanding Project Analyses (Part 2 of 2)

Lecture 53 Causes of Variances

Lecture 54 Variance Thresholds

Lecture 55 Analysis and Reporting

Lecture 56 Case Study: The Need for Project Management Metrics (B)

Section 10: Recognizing Trends and Forecasting Performance

Lecture 57 Recognizing Trends and Forecasting Performance

Lecture 58 Recognizing Trends

Lecture 59 Using Trends to Forecast

Lecture 60 Estimated Duration

Lecture 61 Estimate at Completion

Lecture 62 Estimate to Complete

Lecture 63 Variance at Completion

Lecture 64 To‐Complete Performance Index

Lecture 65 Project Percentage Analysis

Lecture 66 Case Study: Low forecast

Section 11: Productivity

Lecture 67 Productivity

Lecture 68 Understanding Productivity

Lecture 69 Productivity Index

Lecture 70 Factors Affecting Construction Productivity

Lecture 71 Case Study: Lean GC

Section 12: Acceleration and Schedule Compression

Lecture 72 Acceleration and Schedule Compression

Lecture 73 Acceleration

Lecture 74 Schedule Compression

Lecture 75 Time‐Cost Trade‐off Analysis

Lecture 76 Optimum Total Cost

Lecture 77 Recovery Schedule

Lecture 78 Case Study: Ducor Chemical

Section 13: Resource Management

Lecture 79 Resource Management

Lecture 80 Resources (Part 1 of 2)

Lecture 81 Resources (Part 2 of 2)

Lecture 82 Material Management

Section 14: Risk Management

Lecture 83 Risk Management

Lecture 84 2. Risk Assessment

Lecture 85 3. Risk Response Plan

Lecture 86 4. Risk Response Control

Lecture 87 Risk Contingency Planning

Lecture 88 Probability Analysis

Lecture 89 Issues with PERT

Lecture 90 Case Study: Packer Telecom

Civil Engineers,Construction Engineers and Managers,Construction Management Students,Construction Science Students