1

INDEX

CONTENTS _____________________________________________________PAGE. NO

LIST OF FIGURE _____________________________________________________3,4

LAST OF TABLE_______________________________________________________4

20.0- INTRODUCTION_________________________________________________5,6

21.0- DATA___________________________________________________________7,8

22.0- DISCUSSION___________________________________________________9-34

23.0- CONCLUSSION________________________________________________35,36,37

24.0- REFERENCES_________________________________________________37,38

2
 LIST OF FIGURE

Page .NO

1-Figure [1]-OF [WSB] Work Breakdown Structure}. 10

2-Figure [2} ON- Node Network Activity Manually Drawing.

3- Figure [2.1] Gant Chart Activity Drawing of Microsoft Project 11

4-Figure [2.2] Gant Chart Activity Manually Drawing. 12

5-Figure [3] Graph diagram of Microsoft Project 13
6-Figure [3.1] Graph diagram of Microsoft Project. 13
7-Figure [4] Graph of Critical Task 14
8-Figure [4.1] Graph of Critical Task 15

9-Figure [4.2] Graph of Critical Task 16

10-Figure [5] Critical Task Network Diagram 17
11-Figure [5.1] Critical Task Network Diagram
17
12-Figure [5.2] Critical Task Network Diagram
18
13-Figure [5.3] Critical Task Network Diagram
18
14-Figure [5.4] Critical Task Network Diagram
19
15-Figure [6] graph after add the duration of two activities [e.g. activity 6&19] by 7days
21
16-Figure [6.1] graph Total duration after add the duration of two activities [e.g. activity
6&19] by 7days=192.
21
17-Figure [7] Resource Activity Graph for [crew 01].
24
3
18-Figure [7.1] Resource Activity Graph for [crew 06].
25
19-Figure [7.2] Resource Activity Graph for [crew 06].
25
20-Figure [8] Graph of Material Resource Activity[M04]
26
21-Figure [8.1] Graph of Material Resource Activity[M09]
26
22-Figure [8.2] Graph of Material Resource Activity[M10]
26
23-Figure [8.2] Graph of Material Resource Activity[M10]
26
24-Figure [9] Graph of Subcontractors Resource Activity[Sub01].
28
25-Figure [9.1] Graph of Subcontractors Resource Activity[Sub05].
29
26-Figure [9.2] Graph of Subcontractors Resource Activity[Sub06].
29
27-Figure [10] INCERT COST COLUMN. 30
28-Figure [11] CHART FOR FLOW REPORT. 31
29-Figure [11.1] REDUCE THE DURATION OF THE PRIJECT BY 30%. 32

LAST OF TABLE

Page. NO

1- Table [1] of Activity. 07

2- Tables [ 2 ,3 & 4] of Crews Data, Materials Data and Sub Contractors Data. 08
3- Table [5]- Calculation of Activity Time and Buoys.
22
4- Table [ 6] CASG FLOW REPORT. 31
5- Table [7] of REDUCE THE DURATION OF THE PRIJECT BY 30%. 33

4
 20.0- INTRODUCTION

Project Management

It is the process of organizing the resources available in a particular project in such a way that it
can be successfully completed with a focus on several factors, such as the time factor (start and
end of the project), the quality factor (which deals with the quality of the materials used in the
project and the quality of the workflow in a good way). One of the most important things in the
success of any project is management and good management in civil engineering. Through
which the value of the project is shown. Everyone knows that there are many challenges and
problems in engineering projects that require good management and organization in order to
achieve the desired goal of the project. In the case of lack of the main element of any project is
the administration, you are reflected negatively on the project with the possibility of failure of
the project. For several reasons. Failure to complete the project on time, leading to fines. Do not
calculate the total cost of the project well. All these factors help the project to fail or stop the

5
project if good management is not available. The main focus of this study is organizing and
managing a residential project. And the work of a structure to build a house consists of two
floors and the work of all the schemes and activities required to help in the operation of this
project, such as human resources and time, quality and cost.

And we take the data available in Microsoft Excel. After that, we list all the data for restrictions
to work 40 hours a week with a two days leave at the end of each week. We also provide a
scheme through the Microsoft Project, which will help us a lot in reducing the project over time
The cost limit agreed upon by the contract.

6
 21-[DATA]

Table [1] of Activity: -

7
Tables [ 2 ,3 & 4] of Crews Data, Materials Data and Sub Contractors Data

8
 22.0-[DISCUSSION]

[1]- In order to obtain a successful project, we must have some conditions such as well-
managed management. We also need to structure resources and activities that include planning,
efforts, cost and resources, time period and finally scheduling the course.
The work structure (WBS) is the work structure of the project through the use of Microsoft
project program and through the organization of departments and plans for the implementation of
the stages of work in an easy way. You can also determine the Office of the cost of the project
simply to the top through the [ WBS] closing of the project Based on the detailed structure of the
budget management is also possible parts of the collapse structure can be developed through the
passage of time allocation, specific cost, schedule, project cost and control. (Labor Classification
Structure, 2017).

9
FIEGURE [1]-OF [WSB] WORK BREAKDOWN STRUCTURE}

Through the table above, which explains the structure of the detailed work of a residential
building project, the construction of residential building into several sections or levels will be
addressed as follows First, the engineering work consists of two sub-sections, the first materials
and the other presentations. Second: Construction work consists of four sub-sections 1 -
Construction works and consists of multiple branches 2 - The work which is divided into more
than 3 - The architectural work, which contains multiple branches 4 - The works that are
delivered.

[2]-The date of the project was determined by the data provided. After that, the project calendar
was modified so that Friday and Saturday were set for week leave. Also, the Renaissance Day
was set on 23 July, two thousand and nineteen days and the day of the National Day of Oman on
11 November in two thousand and nineteen and more than five years. The working days will be
from Sunday to Thursday at the rate of forty hours per week, equivalent to eight hours a day.
We've all modified these procedures. We have about 35 active users with special periods for each
activity, and you will be built on the activity node manually with the data calculation required to
perform the redirected activities.

10
Figure [2} ON- NODE NETWORK ACTIVITY MANUALY DRAWING.

ON- NODE NETWORK ACTIVITY MANUALY DRAWING.

The figures below are a hand chart. Note from the drawing that the duration of the project is 185
days. By drawing the critical path of the project activities identified as follows (1-2-3-4-5-6-7-8-
9-10-11-11-12-13-14-15-16-18-23- 27-29-31- 33- 34 -35) These activities were calculated by
using the project start and completion of the project. The completion of the project was
completed late and the project was launched late. In addition, select (Total Float) and Free Float.

11
Figure [2.1] Gant Chart Activity Drawing of Microsoft Project.

Figure [2.2] Gant Chart Activity Manually Drawing

12
Figure [3] Graph diagram of Microsoft Project

Figure [3.1] Graph diagram of Microsoft Project.

[3]- Figure 4 shows the critical task display, activity name, arrows and path with duration (path
length) as shown in the official network format. Figure (6) shows the addition of seven days for
the fifth activity and the tenth activity. This resulted in a change in the length of days for the fifth
day and the tenth day, as well as the increase in the total period of the project, which was
previously 185 days and increased the period to 199 days after adding seven days. Activity time
calculations (ES, EF, LS, LF) and floats (TF and FF) will appear in Table ().

13
Figure [4] Graph of Critical Task

14
Figure [4.1] Graph of Critical Task

15
Figure [4.2] Graph of Critical Task

16
Figure [5] Critical Task Network Diagram

Figure [5.1] Critical Task Network Diagram

17
Figure [5.2] Critical Task Network Diagram
Figure [5.3] Critical Task Network Diagram

18
Figure [5.4] Critical Task Network Diagram

19
20
 Figure [5.5] Critical Task Network Diagram

Figure [6] graph after add the duration of two activities [e.g. activity 6&19] by 7days
.

21
Figure [6.1] graph Total duration after add the duration of two activities [e.g. activity 6&19]
by 7days=192.

22
 Table [5]- Calculation of Activity Time and Buoys.
Activity Predecessor Duration ES EF LS LF TF FF

Layout Act 4 0 4 0 4 0
Excavate Foundation 1 14 4 18 4 18 0 0
& Utility Trenches Act
Forms, Footing Act 2 4 18 22 18 22 0 0
Reinforcing, Light, 3 7 22 29 22 29 0 0
Footing Act
Placing ConCREWete, 4 4 29 33 29 33 0 0
Direct Chute Act
Removal of Forms, 5 3 33 36 33 36 0 0
Footing Act
Forms, Walls Act 6 8 36 44 36 44 0 0,22
Reinforcing, Light, 7 6 44 50 44 50 0 0
Walls Act
Placing ConCREWete, 8 5 50 55 50 55 0 0
Walls Act
Removal of Form, 9 3 55 58 55 58 0 0
Walls Act
Insulate and 6,10 6 58 64 58 64 0 0
Waterproofof
Foundation & Walls
Back Fill Act 12 7 64 71 64 71 0 0
Placing ConCREWete, 13 5 71 76 71 76 0 0
Floor Act
Wood Columns 14 6 76 82 76 82 0 0
100mm x 150mm Act
Stud Walls & Wooden 15 7 82 89 82 89 0 0,0,0
Act
Floor Joists & 16 4 89 93 89 93 0 0.0.13
CREWoss Bridges Act
Roof Trusses& 17 16 82 98 115 131
Sheathing Act
Subfloor 19-mm Thick 18 12 93 105 93 105 0 0.0
Act
Ductwork Act 19 4 98 102 131 135 33 0
Exterior Walls 15,19 5 102 107 135 140 33 17.6
Insulation Act
Electrical System Act 18 8 105 113 121 129 16 0.0
HVAC Act 20,21 5 113 118 180 185 67 67

23
Install Plywood 18 3 105 108 105 108 0 0.0
Underlay Act
Install Stairs Act 14 5 82 87 103 108 21 21
Plumbing Fixtures Act 23 2 108 110 183 185 75 67
Window Installation 16 3 93 96 123 126 30 35
Act
Install Tiles& Ceramic 23,24 18 108 126 108 126 0 0
Act
Install Receptacles & 21 11 113 124 129 140 16 0
Switches Act
Doors Installation Act 26,27 9 126 135 126 135 0 0
Drywall Installation 15 4 89 93 136 140 47 47
Act
Cabinets & Counters 29 5 135 140 135 140 0 0
Act
Exterior Brickwork 20,28 19 124 143 140 159 16 16
Act
Wall Paint Act 30,31 19 140 159 140 159 0 0
Landscaping Act 32,33 17 159 176 159 176 0 0
Final Inspection and 25,34 9 176 185 176 185 0 0
Hand Over Act

24
[4]-In this project, used more than one supplier. was used for nearly three resources: A. Crews B. Materials and
G. Subcontractors Three activities were selected from each supplier. The first activity [crew 01], the sixth activity
[crew 06] and the ninth activity, [crwe09] from the figure [(7), (7.1) & (7.3)]. Also will took activity 4,9 and 10 of
the physical resource as shown in Figure (8). We also took three activities from the subcontractors' resources, the
first activity, the fifth and the sixth, as we notice in Figure (9) Display. I found no difference in all activities selected
from all resources before and after the settlement. I've got the same level before and after.

Figure [7] Resource Activity Graph for [crew 01].

25
Figure [7.1] Resource Activity Graph for [crew 06].

Figure [7.2] Resource Activity Graph for [crew 06].

26
Figure [8] Graph of Material Resource Activity[M04]

Figure [8.1] Graph of Material Resource Activity[M09]

27
Figure [8.2] Graph of Material Resource Activity[M10]

28
Figure [9] Graph of Subcontractors Resource Activity[Sub01].

sub

Figure [9.1] Graph of Subcontractors Resource Activity[Sub05].

29
Figure [9.2] Graph of Subcontractors Resource Activity[Sub06].

30
 [5]- from the Figure [10] Note the cost 0f completing the project about 19952000$.
From the table (4) through the application of observed data. From the figure [11] shows the
financial audit report. Q1 started in the second week of the first stage after the curve was settled
for not paying or giving anything. NeXT the costs are increased in the second week until it
reached 2200$. after that the costs decreased to 0 in the weeks 3 and 4. To rise again in the fifth
week to ninth week. The highest value for Q1 in the week 13. The Q2 started in the week 15
until week27 and scored its highest value in week 20at cost 14800$.The started Q3 after the Q2
ended immediately in the week 28 and lasted until week 37. Also note that the cost in Q3
dropped after it high in Q2.

Figure [10] INCERT COST COLUMN.

31
Table [ 6] CASG FLOW REPORT

_______________________________________________________________________

Figure [11] CHART FOR FLOW REPORT.

32
[6]-. There are different ways to reduce the duration of the project, but in return there are some kind of
challenges in achieving this in reducing the duration of activities because they are directly related to
project cost. Two methods are used to reduce project time to 30%, such as: changing the relationship
between tasks and increasing resources in the project, and working to distribute these resources on critical
paths and intensifying them to minimize each activity.

How to calculate the day to be reduced (total project duration = 192) -(30% reduction required)?

192-30% = 134
=192-134= 58 days
Days that are almost reduced [58 days]

Figure [11.1] REDUCE THE DURATION OF THE PRIJECT BY 30%.

33
 Table [7] of REDUCE THE DURATION OF THE PRIJECT BY 30%.
Activity Duration before Reduce Duration After
Reduced Reduced

Day Day Day

1 4 - 1 3
2 14 - 5 9
4 7 - 2 5
6 10 - 4 6
7 8 - 3 5
8 6 - 2 4
9 5 - 1 4
11 6 - 2 4
12 7 - 3 4
13 5 - 2 3
14 6 - 2 4
15 7 - 3 4
17 16 - 6 10
18 12 - 4 8
19 11 - 4 7
21 8 - 3 5
24 5 - 2 3
27 18 - 8 10
28 11 - 3 8
29 9 - 4 5
30 4 - 1 3
31 5 - 2 3
32 19 - 9 10
33 19 - 9 11
34 17 - 2 15

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 [7]- Through three main factors, namely the preparation and development of the work
plan, project scheduling and project budget. As well as through good management, good
organization and focus on key like time, quality and cost.
This is done through
Develop a project schedule
Project resource management
cost management
Project definition Planning project activities and planning project costs
Planning for quality, risk, and planning for communication and safety
Improve project plan
Print and distribute project information
Project tracking and management
Appoints experienced managers
Provide staff incentives
Increase the rate of cooperation between employees and the institution. Evaluate the
employees in the appropriate ways and provide them with incentives, as well as try to change
from the daily routine with a group of important activities within the institution and finally
provide the appropriate atmosphere for employees and employees. First, give them their rights.

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 23.0-CONCLUSSION

The ultimate goal of this paper is to manage and organize two storey residential building
project with a focus on several very important factors for any project namely time, quality and
cost. This project is managed by Microsoft Project, which is instrumental in organizing and
facilitating project work. So that the plans and structure of activities through the program and
determine the time period and cost of the project. In contrast, this building includes information
activities related to the project, identification of critical paths, duration of each activity and
linking each activity to the other. After the project data was placed on Microsoft Project, we
explained the details of the project in terms of project start-up, project completion, cost of the
project, activities, resources, and how each activity would proceed. Among these details the total
duration of the project is 185 days as of 05/1/2019 and completion of the project on 22/09/2022.
Since all activities are associated with a set of resources to complete the project as planned, we
may encounter some conditions in some activities. Accordingly, we added 7 days in activity 6
and 19 because of the initial project conditions. We noticed an increase in the total number of
days of the project as it became 192 days. On the other hand, critical path activities were
identified and the importance of each activity was identified. Through the program and manual
drawing, the network was developed and the Gantt chart. We did not notice any differences
between the results through the program and the manual work of the project, which leads us to
conclude that the project is in the right direction. The project cost about $ 19952000 after adding
the resources used with the cost of each activity. This course helps students learn how to manage
and organize projects. The ability of each student to be the manager of any project. The objective
of this course was achieved so that the student succeeded in managing this project according to
the specifications and data available in the system, namely the construction of a two-story
residential house. There are many steps used by students to make this project as successful as

Preparing and developing the project plan, project scheduling and project budget. The
student also focused on several factors such as quality factor, time and cost of the project.

* Project planning (e.g. project implementation phases, project financing)

* Organization of the project (e.g. development of project management concept,

appointment of highly experienced manager and provision of training courses for staff)

36
 * Project implementation (e.g. (the most important steps to success of the project and
improvement of the project plan)

• Evaluate the project, such as setting criteria for evaluating the project, printing and
distributing project information, and finally, the successful project needs good management and
good organization in the absence of good management and organization of any project.

24.0-REFERENCES

Duncan Haughey (2014) “Introduction to project management” [Online]

Available from: https://www.projectsmart.co.uk/introduction-to-project-
management.php [Accessed on 22nd December 2018]

Mind Tools (2017) “Project Management Phases and Processes” [Online]

Available from:
https://www.mindtools.com/pages/article/newPPM_63.htm [Accessed on 22nd
December 2018]
Work Breakdown Structure (2017) “Why use a Work Breakdown Structure”
[Online] Available from: http://www.workbreakdownstructure.com/ [Accessed on
22nd December 2018]

Intergraph (2012) “Factors Affecting Construction Labor Productivity” [Online]

Available from:
https://www.intergraph.com/assets/global/documents/SPC_LaborFactors_WhitePa
per.pdf [Accessed on 22nd December 2018]

37
Mostafa .Eshaheta (2011) “Towards improving construction labor productivity
and projects’ performance” [Online] Available from:

https://www.sciencedirect.com/science/article/pii/S1110016812000142 [Accessed
on 3nrd December 2018]

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