CHAPTER 10CONTROLLING PROJECT COSTTIMEAND QUALITYWord文档下载推荐.docx

1、PROJECT CONTROL OBJECTIVES Standards Actuals BASIC CONTROL THEORY PREPARING A PROJECT FOR CONSTRUCTION Cost Baseline Time Baseline Baseline Summary MINIMUM COST SCHEDULING Crashing COST AND SCHEDULE PERFORMANCE MODELS Income Projection Payment Projection CONTROL IN ACTION Cost Engineering Progress E

2、valuation and Control Cost and Schedule Performance Project Documentation CONCLUSIONSTUDENT LEARNING OBJECTIVESIn this chapter you will learn the following: 1. The objectives of a project control system 2. The basics of how a project control system works 3. The process of preparing a project for con

3、struction and control 4. The models used to monitor and control cash inflows and outflows 5. How to properly measure and document cost and schedule performanceINTRODUCTIONProject control begins with the identification of the owners objectives and ends when those objectives have been met. The owner,

4、the designer, and the construction professional together design, estimate, and schedule the project to meet these objectives. This is the basis of the control system. On large or complicated projects, the control effort is a major undertaking with multiple organizations involved.The purpose of proje

5、ct control is to guarantee that the projects design, budget, and schedule are met by the project team. If any objective begins to slip, the control system will identify this deviation early so that the appropriate correction can be made.Project control begins with a plan that identifies the objectiv

6、es of the project and specific checkpoints throughout the project cycle. The plan is a roadmap that allows the project team to constantly monitor and make corrections as necessary. It consists of design documents for quality checks, an estimate that establishes budget requirements, and a schedule fo

7、r project milestone dates. Project control is an action-based process that encourages continual monitoring of operations. To be successful, the actual work with its cost and duration must be completely and accurately documented. Comparisons shoujd be made to project standards and variances noted. By

8、 creating such a feedback loop, adjustments can be made for upcoming activities. In addition, actual durations, costs, and important events should be recorded for use on future projects.The project control process includes the following steps, which act as a feedback loop:1. The control process docu

9、ments progress and allows the project team to adjust to unexpected occurrences, such as change orders, strikes, or bad weather.2. Costs and time of completion are continually updated.3. A reporting system notifies all necessary parties of the project status. This allows the input of outside technica

10、l experts and senior managers, who can assist and plan adjustments as necessary.4. The project control system is iterative: the process occurs over and over, encouraging continual adjustment of the project plan.StandardsA system of control is essential for the successful delivery of any construction

11、 project. To begin the process, managers first establish the standards that define success for the construction project. Cost, schedule, and quality are the basis of these standards and are configured so that they are measurable and can provide direction to the project. The project team will continu

12、ally use these standards to check progress and provide direction. Just as transport aircraft, cargo ships, and truckers are tracked at specific checkpoints to monitor progress, construction projects must continually report in. The standards used for control vary by project depending on the level of

13、control necessary. Fast-paced projects with many parties and contractual obligations must be more tightly monitored than a single contractors excavation project, for instance. Drawings and specifications define the standards for quality control. Drawings define the quantity of work required, locatio

14、ns, and widths and heights. Specifications provide performance standards that address alignment, compression strengths, finishes, and so on. The project estimate establishes the overall budget for the project and can be broken down to specify milestone costs for each component of work. The schedule

15、defines when specific work items need to be accomplished as well as provides key milestone and delivery dates. Estimating data can be integrated with schedule information to provide additional project standards.Measurement standards serve as the goals for the project participants. They are targets and, if well thought out, can organize a very complicated project. Each project participant can be given a task with a corresponding budget an d time frame in which to accomplish the job. For example, a carpenter can be given the task of framing o