Construction Management

Break the project into a work breakdown structure of activities, sequence them with their dependencies, and represent the schedule (bar chart for simple jobs, network for complex ones) against which progress is monitored.

Do a forward pass for earliest times and a backward pass for latest times, identify the critical path (zero-float activities) that fixes the project duration, and use PERT’s three time estimates for probabilistic scheduling.

Match resources to the schedule by computing requirements from productivity, then smooth peaks by resource levelling (within available float, keeping the duration) or resource allocation (accepting a longer duration when resources are limited).

Track project performance with earned-value indices — CPI = EV/AC for cost and SPI = EV/PV for schedule — and administer the contract’s provisions for variations, retention, delays and dispute resolution.

Manage safety through the hierarchy of controls (eliminate, substitute, engineer, administer, PPE), address the major hazards (falls, excavation collapse, struck-by), and measure performance by the incident rate per million man-hours.