Software Project Management and Applications

Project Management Overview

Lecture # 1 By Dr. Sajjad Mubin

Teachers Introduction
Academic

B.Sc. in Civil Engineering from UET, Lahore in 1999.

M.Sc. In Engineering Management from UET, Lahore in 2001. PhD from RSU of Oil and Gas as a Cultural Exchange Scholar in 2008. Post-doctorate from University of Massachusetts, USA 2012

Teachers Introduction
Professional

Started career as Assistant Engineer, Rafi Groups Land Development (1 Year)

Research Engineer, CWHR, MoST, Karachi (1 year 6 months)

Assistant Director, PCRWR, MoST, Islamabad (1 year) Assistant Professor, Civil Engineering Department, UET, Lahore (6

years)
Associate Professor, Civil Engineering Department, UET, Lahore (1 year) Director General (Monitoring and Evaluation), Planning & Development Department, Govt. of Punjab (> 3 and half years)
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What is a project?
A project can be defined as ..

..and temporary endeavour in which human (or machine), material and financial resources are organised in a novel way, to undertake a unique scope of work, or given specification, within constraints of cost and time, so as to deliver beneficial change by quantitative and qualitative objectives
Turner The handbook of project-based management:

Improving the Process for Achieving Strategic Objectives Turner (200) The handbook of project-based management: Improving the Five functions of project based management: Process for Achieving Strategic Objectives. Organisation, scope, time, quality and cost.

What is a Project?
A temporary endeavor undertaken to create a unique product or service.*
Term temporary endeavor to create unique product service Means that a Project Has a beginning and end Involves effort, work Has an intention to produce something i.e. project "deliverables" One of a kind, rather than a collection of identical items Tangible objects, but could include things like computer software, film or stage works Might include the establishment of a day-care center, for instance, but not its daily operations.
*2000 PMBOK Guide (p. 4).

The nature of project working

Projects are efforts to achieve objectives Projects have a start, a middle and an end Thus projects are different from operational activities which are performed regularly over time e.g. payroll However, there can be some overlap between project management and operational management There are core skills involved in project management including identifying and agreeing on project objectives, scheduling and estimating In addition other issues such as managing risk, communication and dealing with other people are key areas of importance

Examples of Projects
Planning a farewell party Designing and implementing a computer system Attending a meeting at Islamabad

Designing and producing a brochure

Executing an environmental clean-up of a contaminated site Holding a high school reunion Performing a series of surgeries on an accident victim

MYSTERY OF GREAT PROJECTS AND THEIR SUCCESSFUL PROJECT MANAGEMENT

The Great Pyramid

During the last century of 3000 B.C., Great Pyramids were completed. Although much of the ancient Egyptians technology is still a mystery, the enormity and quality of the finished product remain a marvel. Despite the lack of sophisticated machinery, they were able to raise and fit some 2,300,000 stone blocks, weighing 2 to 70 tons apiece, into a structure the height of a modern 40-story building. Each facing stone was set against the next with an accuracy of 0.04 inch, and the base, which covers 13 acres, deviates less than 1 inch from level. Equally as staggering was the number of workers involved. To extract the stones and transport them down the Nile, about 100,000 laborers were levied. In addition, 40,000 skilled masons and foremen were employed in preparing and laying the blocks and erecting or dismantling the

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The Great Wall of China

The Great Wall of China is a series of fortifications made

of stone, brick, tamped earth, wood, and other materials, generally built along an east-to-west line across the historical northern borders of China in part to protect the Chinese Empire. Several walls were being built as early as the 7th century BC; these, later joined together and made bigger, stronger, and unified are now collectively referred to as the Great Wall. In present state, the wall was completely built between 220206 BC by the first Emperor of China, Qin Shi Huang.

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Euro Tunnel
1. 31 Mile tunnel between England and France 2. Similar project in Japan had 100% cost over-run

3. Financed by 225 banks

4. Construction expected to be completed in May 1993;

actual was in December 1994 5. Original construction budget was 4.9 billion; actual 12 billion 6. Serious aspect of risk misjudged
Completion Traffic Infrastructure
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Litigation

Euro Tunnel
The desire to link Britain and France dates back more than 200 years. Over the 100 years, studies were taken, proposals were written and various holes were drilled. It wasn't until late in 1984 that the British and French governments reached an agreement to build the tunnel on March 14, 1986. This triggered the largest binational joint venture ever, as well as unprecedented cooperation between the two nations.
In August 1994, the British Isles and Continental Europe were linked together for the first time in 8,000 years. The Channel tunnel is Europe's biggest infrastructure project financed wholly by private capital. The Eurotunnel is the largest project financing and provides an effective case study in how economic viability was not addressed?.

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Suez Canal
The Suez Canal is an artificial sea-level waterway in Egypt,

connecting the Mediterranean Sea and the Red Sea. Opened in November 1869 after 10 years of construction work, it allows transportation by water between Europe and Asia without navigation around Africa. When first built, the canal was 164 km (102 miles) long and 8 m (26 ft) deep. After multiple enlargements, the canal is 193.30 km (120.11 miles) long, 24 m (79 ft) deep and 205 metres (673 ft) wide as of 2010. It consists of the northern access channel of 22 km (14 miles), the canal itself of 162.25 km (100.82 miles) and the southern access channel of 9 km (5.6 miles). The canal is owned and maintained by the Suez Canal Authority (SCA) of Egypt. Under international treaty, it may be used "in time of war as in time of peace, by every vessel of 16 commerce or of war, without distinction of flag.

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Metro Bus System, The Project was Planned with total cost Lahore of Rs. 30. Billion (PKR) and also
completed with actual cost of Rs. 29.822 Billion (PKR). The system has been built on a 27 Km route from Gajju Matta to Shahdara Mor. Total 27 stations. 8.5 km overhead bridge. Tentative Planned Period = 1 year Actual Completion Period = 11 Months Project was divided into Ten packages, the detail as:-

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Sr. No 1 2

Metro Bus System, Package Name Lahore

Youhnanabad to Kalma Chowk Kalam Chowk to Qurtaba Chowk

Cost Million 5,411.075 5,482.902

3
4 5 6 7 8 9 10

Qurtaba Chowk to MAO College

MAO College to Bhaati Chowk Texali Chowk to Shahdara Mor Additional Bridge along Lahore Bridge Gajju Matta to Youhanabad Erection of Escalators and Platform Screen Doors Construction of Bus Depot Automated Fare Collection and Bus Scheduling

5,148.948
3,411.839 2,590.782 849.691 1930.017 3,227.176 1,026.193 743.139

TYPES OF PROJECT
Mega Project Big Project Small Project Public Sector Project

Private Sector Project

Infrastructure Project Building Project Dam Project Health Project
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Power Sector Projects

Public v/s Private Sector Projects

Public projects are those authorized, financed and operated by

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federal, provincial, district or local governments. Public projects may be of any size but frequently they are much larger than private ventures. A number of important factors exists that are not ordinarily found in privately financed and operated projects such as purpose, source and method of financing, multipurpose, nature of benefits, beneficiaries of the project and measurement of efficiency. Public sector development projects are initiated with intent of providing multipurpose services e.g. reservoir project for water storage, flood control, electrical power generation, irrigation, recreation and for research and education purposes. Primarily the purpose of the public sector projects is to provide health, education, clean drinking water, sanitation, transportation and housing to general public. Besides providing basic necessities they generate revenue and employment. Although the performance of public sector projects has been improved in many aspects over the years, however, their Monitoring and Evaluation (M&E) systems, in particular needs to be improved at

Public v/s Private Sector Projects

Characteristic Purpose Private Sector Project Provide goods and/or services at a profit; maximize profit or minimize cost
Private investors and lenders Individual ownership; partnerships; corporations

Public Sector Project Protect health, lives and property, provide services(at no profit),provide jobs
Taxation, private lenders Direct payments of taxes; Loans without interest; Loans at low interest; Self-liquidating bonds; Indirect subsidies; Guarantee of private loans Common (e.g. reservoir project for flood control, electrical power generation, irrigation , recreation, education) Usually relatively long (20 to 60 years) Indirect or none

Sources of capital Method of financing

Multiple purposes

Moderate

Project life Relationship of suppliers of capital to project

Usually relatively short (5 to 20 years) Direct

Nature of benefits
Beneficiaries of project Conflict of purposes Conflict of interest Effect of politics

Monetary or relatively easy to equate to monetary terms Primarily, entity undertaking project
Moderate Moderate Little to moderate

Often non-monetary, difficult to quantify, difficult to equate to monetary terms General public
Quite common (dam for flood control vs. environmental preservation) Very common(between agencies) Frequent factors; short term tenure for decision makers; pressure groups; financial and residential restrictions, etc Very difficult; No direct comparison with private projects

Measurement of efficiency 23

Rate of return or capital

What is Management?
The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently

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Introduction to Project Management

A

dynamic process that utilizes the appropriate resources of the organization in a controlled and structured manner, to achieve some clearly defined objectives. It is always conducted within a defined set of constraints It may be defined as art or science of planning, organizing, coordinating and controlling manpower, machinery, material and monetary resources throughout the project lifecycle by using rational approaches and techniques to achieve predetermined objectives of scope, cost, time, quality.
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What is Project Management ?

Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing. The project manager is the person responsible for accomplishing the project objectives. Managing a project includes: Identifying requirements (Scope and Targets) Establishing clear and achievable objectives Balancing the competing demands for quality, scope, time and cost Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders.
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What does Project Management Entail?

Planning: is the most critical and gets the least amount

of our time Beginning with the End in mind-Stephen Covey Organizing: Orderly fashion (Contingent/Prerequisites) Controlling : is critical if we are to use our limited resources wisely Measuring: To determine if we accomplished the goal or met the target? Adjustment: based on achievement against goals or target, adjustment is make to complete as per plan.

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Deming Wheel: PDCA Cycle

4. Act
Institutionalize improvement; continue cycle.

1. Plan
Identify problem and develop plan for improvement.

3. Check
Assess plan; is it working?

2. Do
Implement plan on a test basis.

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Your Turn: What Is Project Management?

Project management knowledge is shared

understanding of what it takes to deliver products and services effectively. Your definition should evolve and continuously improve with your knowledge and experience collaborating on projects.

Who uses Project Management?

Nearly Everyone to some degree

People plan their Days, their Weeks, their Vacations and their Budgets and keep a simple project management form known as To Do list
Any Process or Means used to track tasks or efforts

towards accomplishing a goal could be considered Project Management

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Triple Constraint
Triple Constraint are three primary project constraints i.e. project scope, time, and cost, which are strictly monitored to complete project successfully. Project quality is affected by balancing these three factors . High quality projects deliver the required product, service or result within scope, on time, and within budget.
Time

Time

Cost

132%

Scope/Quality

135%
Cost

93%
Scope

31 Original(100%) Current

Project Management Knowledge Area (PMI)

1. Project Integration Management 2. Project Scope management 3. Project Time Management 4. Project Cost Management 5. Project Quality Management 6. Project Human Resource Management 7. Project Communication Management 8. Project Risk Management 9. Project Procurement Management
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Project Management Body of Knowledge (PMBOK)

Scope management

control functions included in system control scope of work done by team

Time management

Build detailed schedule of all project tasks Monitor progress of project against milestones
Cost management

Calculate initial cost/benefit analysis Monitor expenses

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Project Management Body of Knowledge (contd)

Quality management Establish quality plan and control activities for each project phase Human resource management Recruit and hire project team members Train, motivate, team build Communications management Identify stakeholders and their communications Establish team communications

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Project Management Body of Knowledge (contd)

Risk management

Identify and review risks for failure Develop plans to reduce these risks
Procurement management

Develop requests for proposals (RFPs) Evaluate bids, write contracts, monitor performance
Integration management

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Project Time Management (3rd Ed)

PROJECT TIME MANAGEMENT

6.1 ACTIVITY DEFINITION 1. Inputs 1. Enterprise environmental factors . 2. Organizational process assets 3. Project scope statement 4. Work Breakdown structure 5. WBS Dictionary 6. Project management plan 2. Tools and Techniques 1. Decomposition 2. Templates 3. Rolling wave planning 4. Expert judgment 5. Planning component 3. Outputs 1. Activity list 2. Activity attributes 3. Milestone list 4. Requested changes

6.2 ACTIVITY SEQUENCING 1. Inputs .1 Project scope statement .2 Activity list .3 Activity attributes .4 Milestone List .5 Approved change requests 2 . Tools and Techniques .1 Precedence Diagramming Method (PDM) .2 Arrow Diagramming Method (ADM) .3 Schedule network templates .4 Dependency determination .5 Applying leads and lags 3. Outputs .1 Project schedule network diagrams .2 Activity list (updates) .3 Activity attributes (updates) .4 Requested changes

6.3 ACTIVITY RESOURCE ESTIMATING 1. Inputs .1 Enterprise environmental factors .2 Organizational process assets .3 Activity list .4 Activity attributes .5 Resource availability .6 Project management plan 2. Tools and Techniques .1 Expert judgment .2 Alternatives analysis .3 Published estimating data .4 Project management software .5 bottom-up-estimating 3. Outputs .1 Activity resource requirements .2 Activity attributes (updates) .3 Resource breakdown structure .4 Resource calendars (updates) .5 Requested changes

Continue on next slide

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Project Time Management (Cont..)

PROJECT TINE MANAGEMENT

Continue on Previous slide

6.4 ACTIVITY DURATION ESTIMATING 1. Inputs .1 Enterprise environmental factors .2 Organizational process assets .3 Project scope statement .4 Activity list .5 Activity attributes .6 Activity resource requirements .7 Resource calendars .8 Project Management plan . Risk register . Activity cost estimates 2. Tools and Techniques .1 Expert judgment .2 Analogous estimating .3 Parametric estimating .4 Three-point estimating .5 Reserve analysis 3. Outputs .1 Activity duration estimates .2 Activity attributes (updates)

6.5 SCHEDULE DEVELOPMENT

1. Inputs
.1 Organizational process assets

.2 Project scope statement .3 Activity list .4 Activity attributes .5 Project schedule network diagrams .6 Activity resource requirements .7 Resource calendars .8 Activity duration estimates .9 Project management plan . Risk register

6.6 SCHEDULE CONTROL 1. Inputs .1 Schedule management plan .2 Schedule baseline .3 Performance report .4 Approved change request 2. Tools and Techniques .1 Progress reporting .2 Schedule change control system .3 Performance measurement .4 Project management software .5 Variance analysis .6 Schedule comparison bar charts 3. Outputs .1 Schedule model data (updates) .2 Schedule baseline (updates) .3 Performance measurements .4 Requested changes .5 Recommended corrective actions .6 Organizational process assets (updates) .7 Activity list (updates) .8 Activity attributes (updates) .9 Project management plan (updates)

2. Tools and Techniques

.1 Schedule network analysis .2 Critical path method .3 Schedule compression .4 What-if scenario analysis .5 Resource leveling .6 Critical chain method .7 Project management software .8 Applying calendars .9 Adjusting leads & lags 10. Schedule model 3. Outputs .1 Project schedule .2 Schedule model data .3 Schedule baseline .4 resource requirements (Updates) .5 Activity attributes (updates) .6 Project calendars (updates) .7 Requested changes .8 Project management plan (updates) . Schedule management plan (updates)

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Defining Project Success?

Completion of a project within constrains of time, cost and performance . Today project success definition has been modified and includes project completion; Within time allocated time period Within budgeted cost At the proper performance or specification level Within clients expectation and satisfaction

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Mega Projects Performance in Punjab

Mega Projects
18.7 9.8 8.6 6.8 3.6 3.0 2.7 2.6 2.0 1.6 2.2 1.2 1.2 0.7 3.3 13.9 4.5 5.7 7.3 31.0 Third KV Jamshoro-Multan Second 500 KV Multan-Lahore Gilgit Transmission Line Left Bank Outfall Drain (LBOD) Stage-1 Bulk Water Supply from Khanpur Dam to Islamabad/Raw alpindi. Balochistan Primary Education Project 3 x 30 MW EB.C.Lakhra Additional 415 MW Combined Cycle Pow er Unit at Guddu. On-Farm Water Management Project Chashma Right Bank Irrigation Projects Development of Sector 1-16 Islamabad Construction of Parliament Lodges at Islamabad

Revised Approved

5.0

10.0

15.0

20.0

25.0

30.0

35.0

Rs (Billions)

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Project Management Internal and External Environment Environment

are characterized by constant change and require integrated approach of project management.

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Project Life cycle

(Conventional Delivery Method)

Conceptualization

Need based Efforts/ Cost Assessment

Cumulative Cost/Efforts

Inception ning

Planning & Feasibility

Planning & Feasibility Technical Feasibility Economical Feasibility

Designing Conceptual Design Execution Preliminary Design Documentation Design Drawings Detail Design Implementation Specifications Installation and - Architectural Preparation of - Geotechnical Erection Tender documents Construction - Structure - HVAC M&E

Designing Tendering & Termination Contracting Execution Erection/Installation/Construc tion

Time

Termination Testing as per specification (NDT) 41 Commissioning Final settlement

Project Lifecycle
(Public Sector Projects)
Planning phase Execution of project (Design, Erection/Installation/Construction) Termination

Impac t/Degr ee of risk

Degree of risk

Cumulative Cost
PC-I PreparationPre-PDWP

PC-I Approved

Effort s/ Cost

Concept Clearan ce
PC-II

Project Scrutiny (Project Appraisal)

Project Performan ce Monitoring

(PC-III)

Project Project Terminal Impact Evaluati Evaluati on on (PC-IV) PC-V

Origination Project Initiation Project Planning Approval Project Execution

Tim e

Project Close out Implementation

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Total work Project Initialization I1 I2 I3 , , , , In Feasibility and Planning P1 P2 P3 , , , , Pn

Design

Material

Construction

Operation

D1 D2 D3 , , , , Dn

M1 M2 M3 , , , , Mn

C1 C2 C3 , , , , Cn

O1 O2 O3 , , , , On

Organizational Capacity i1 i2 i3 , , , , in p1 p2 p3 , , , , pn d1 d2 d3 , , , , dn m1 m2 m3 , , , , mn c1 c2 c3 , , , , cn o1 o2 o3 , , , , on

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Hired services (contact or sub contract)

Project Inception (Initialization) Documentation -Conceptual Studies - Proposal(PC I) Legalization Licensing & approvals from OGRA and other Government organization

Planning and Feasibility

Design

Tendering and Contracting

Construction

Testing and Commissioning

Feasibility Preliminary Preliminary Design feasibility Conceptual study Design Detailed Method of feasibility construction study Detailed EIA Design Planning Design of Project pipeline managemen Design of t planning welds, bends, CP and other accessories Design of crossings Preparation of specification Preparation of working dawning

Tendering General Work Civil Works Preparation of Mobilization on site Earthwork, Excavation Tender Construction of site office and trenching document Marking of ROW Civil and miscellaneous Contracting Cleaning and grubbing of ROW concrete works Advertising Surveying and leveling of ROW Construction of Selection of Approvals from regulatory bodies foundation for pipeline contractor Civil Works Construction of Supports NTP Earthwork, Excavation and Construction of crossings Pretrenching Backfilling construction Civil and miscellaneous concrete Mechanical and Electrical conferences works works Miscellaneous Construction of foundation for Pipe bending pipeline Pipe welding Misc. items Construction of Supports Hydrostatic and Construction of crossings radiographic testing Backfilling Coating and Cathodic Mechanical and Electrical works protection\Electrical Pipe bending Isolation Pipe welding Hydrostatic and radiographic testing Coating and Cathodic protection Electrical Isolation Miscellaneous Stringing Lowering in Cleaning, washing and drying Restoration and Demobilization

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Functional v/s Project Organization

The project management techniques differ depending upon type

and functionality of an organization. It also depends upon the external and internal environment of an organization. For instance, SNGPL is the functional organization in which different functions of projects are executed in the organization internally. There is the interdepartmental relationship and coordination between these department (Design, Purchase and Administration, Project etc) to maximize the efficiency of work and to minimize the risk of project delay. Project team is specific to work rotationally on the different Top Management projects.
Function of Group -I Proposal and feasibility Function of Group -II Designing Function of Group -III Purchase and Transportation

Construction of Project-I 45 Construction of Project-II

Project Delivery Methods

Client /

Owner
Consultant

Designer Designer SubContract

Construction Contract Sub-Contract

Construction Contract Sub-Contract

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Project Stakeholders
Project Stakeholders are individual or organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion. They may influence the project objectives and out comes negatively or positively. Project management team must identify the stakeholders, determine their requirements and expectations. Positive and Negative stakeholder i.e a business leader and environmentalist. Key stakeholders on any project: 1. Sponsoring Agency 2. Project Manager and Project Management team members 3. Beneficiaries/Customers/ Users 47 4. Executing agency

Project Stakeholders

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Project Roles

Client

PM
Role of Client 1. Sponsor & Financer Role of PM 1. Manage & Monitor Schedule & Cost Role of Engineer 1. Design 2. Control Quality 493. Supervise contractor

Engineer

Contractor

Project Manager Skills

Technical Skills General management skills

(budgeting, scheduling) Communication skills Interpersonal skills Conflict Management and Negotiation skills

Role of Project Manager

Project manager a person has primary responsibility for

the functioning of the team

Success or failure of project depends on skills of the

project manager

Beginning of project plan and organize

During project monitor and control
Responsibilities are both internal and external

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Internal Responsibilities
Identify project tasks and build a work breakdown structure
Define the milestones (i.e., key events in a project which can

be identified by a specific pieces of documentation or a specific status review meeting) and deliverables to monitor progress.
Develop the project schedule
Assess project risks Recruit and train team members Assign team members to tasks Coordinate activities of team members and subteams Monitor and control project deliverables, milestones and risks
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Verify the quality of project deliverables

External Responsibilities
Report the projects status and progress Establish good working relationships with those who

identify the needed system requirements People who will use the system Work directly with the client (projects sponsor) and other stakeholders Identify resource needs and obtain resources

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Software Application

Project Baseline Schedule

Project Cost Management

Earned Value Management System (EVMS) Status at Month 3
A c ti v i ty ID A c ti v i ty D e s c ri p t i o n O ri g Du r Bu d g et (B A C ) P la n n e d (B C W S ) E a rn e d (B C W P ) A c tu a l (A C W P ) 1 2 3 4 M o n ths 5 6 7 8 9 1 0

Ru ra l He a lth Cli n ic
T o ta l 2 1 0 3 ,7 2 2 ,0 0 0 . 0 0 1 ,9 8 2 ,8 0 0 . 0 0 1 ,4 5 0 ,0 0 0 . 0 0 1 ,6 4 0 ,0 0 0 . 0 0

Ge n e ra l
S u b to ta l 2 1 0 0 .0 0 0 .0 0 0 .0 0 0 .0 0

1 0 0 0 P ro j e c t S t a rt 1 1 1 0 P ro j e c t C o m p l e t e

0 0

0 .0 0 0 .0 0

0 .0 0 0 .0 0

0 .0 0 0 .0 0

0 .0 0 0 .0 0

P ro j e c t S t a rt P ro j e c t C o m p l e te

F o u n da t io n
S u b to ta l 5 4 8 5 0 ,0 0 0 .0 0 8 5 0 ,0 0 0 .0 0 8 5 0 ,0 0 0 .0 0 9 5 0 ,0 0 0 .0 0

1 0 1 0 E a rt h w o r k s 1 0 2 0 F o u n d a t io n u p to P l i n th

1 8 2 4

5 0 ,0 0 0 .0 0 8 0 0 ,0 0 0 .0 0

5 0 ,0 0 0 .0 0 8 0 0 ,0 0 0 .0 0

5 0 ,0 0 0 .0 0 8 0 0 ,0 0 0 .0 0

6 0 ,0 0 0 .0 0 8 9 0 ,0 0 0 .0 0

E a rt h wo r k s F o u n d a t i o n u p t o P l i n th

S tru c tu re W o rk
S u b to ta l

Progress at end of 3rd Month:

1 0 3 0 S u p e r-s t ru c t u r e 1 0 4 0 B lo c k M a s o n ry 5 0 1 5 1 ,4 4 0 ,0 0 0 . 0 0 9 6 ,0 0 0 .0 0 1 ,0 3 6 ,8 0 0 . 0 0 9 6 ,0 0 0 .0 0 1 0 5 1 ,3 3 6 ,0 0 0 . 0 0 0 .0 0 1 0 5 0 P la s t e r 4 0 1 5 2 5 4 5 4 0 2 0 1 9 2 ,0 0 0 .0 0 1 0 0 ,0 0 0 .0 0 2 0 0 ,0 0 0 .0 0 3 0 0 ,0 0 0 .0 0 1 4 4 ,0 0 0 .0 0 4 0 0 ,0 0 0 .0 0 0 .0 0 0 .0 0 0 .0 0 0 .0 0 0 .0 0 0 .0 0

5 1

1 ,5 3 6 ,0 0 0 . 0 0

1 ,1 3 2 ,8 0 0 . 0 0

6 0 0 ,0 0 0 .0 0

6 9 0 ,0 0 0 .0 0

5 0 4 ,0 0 0 .0 0 9 6 ,0 0 0 .0 0

5 8 4 ,0 0 0 .0 0 1 0 6 ,0 0 0 .0 0

S u p e r-s t ru c t u r e B lo c k M a s o n ry

F in i s he s
S u b to ta l

Project Budget (BAC): 37.22 lakhs Funds Used (AC): 16.40 lakhs Utilization = 44.1 %
1 1 0 0 P lu m b i n g 1 0 9 0 E l e c t ri c a l W o r k s 1 0 7 0 F lo o rin g 1 0 6 0 P a in t 1 0 8 0 W o o d W o rk

0 .0 0

0 .0 0

0 .0 0 0 .0 0 0 .0 0 0 .0 0 0 .0 0 0 .0 0

0 .0 0 0 .0 0 0 .0 0 0 .0 0 0 .0 0 0 .0 0 x 100000

P la s t e r P lu m b i n g E l e c t ri c a l W o r k s F lo o rin g P a in t W o o d W o rk
x 100000

EAC

Additional EV Parameters: Planned (PV): 19.82 lakhs Earned (EV): 14.50 lakhs

1 0

40

AC

PV BAC

36

32

28

24

20

16

EV

12

2
R esour ce/ C ost Prof i l e Legend Tot al of A ll R esour ces Tot al earl y cost per M ont h ( C urr ent E st i m at e) C urr ent est i m at e curve E arned val ue curve P l anned val ue cur ve D et ai l scal e ( l ef t ) : X 100000

C um ul at i ve scal e ( ri ght ) : X 100000

5 M o n ths

1 0

Sh e e t 1 o f 1

Professional and conscientious project management is critical to a successful outcome!

Thank You

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