Project Planning and Management Full Notes

KABALE UNIVERSITY
FACULTY OF ENGINEERING, TECHNOLOGY, APPLIED DESIGN, AND FINE ART
DEPARTMENT OF CIVIL ENGINEERING
REVIEWED PROGRAMME OF
BACHELOR OF CIVIL ENGINEERING
Course Code and Title: BCE 4203 Project Planning and Management 3 Units
Definition: Project management is the discipline of planning, organizing, and managing resources to
achieve specific goals that meets specific success criteria. A project is a temporary endeavour with a
defined beginning and end, typically constrained by time, budget, and deliverables. Project
management involves applying knowledge, skills, tools, and techniques to project activities to meet
the project requirements. The following are among the key components of Project Management.
The key Components of Project Management include the following:
1. Project Initiation: Project initiation involves: i. Definition of the project goals, ii. Identifying
key stakeholders; and iii. Developing a project charter that outlines the objectives, scope, and
deliverables.
2. Project Planning: This involves; i. Developing a detailed project plan, ii. Defining tasks,
timelines, and milestones, iii. Allocating resources and setting up a budget and iv. Identifying
potential risks and developing mitigation strategies.
3. Project Execution: This involves; i. Implementing the project plan, ii. Coordinating the team
members and resources, iii. Ensuring tasks are completed as planned, and iv. Communicating
progress to stakeholders.
4. Project Monitoring and Controlling: T his also involves; i. Track project performance using Key
Performance Indicators (KPIs), ii. Monitor progress against the project plan, iii. Identify and
address issues or deviations from the plan and iv. Make necessary adjustments to keep the
project on track.
5. Project Closure involves: i. Completing all project tasks and deliverables, ii. Obtaining formal
acceptance of the project, iii. Conducting a post-project review to assess performance and
identifying lessons learned and iv. Closing out all project documentation and releasing
resources.
Importance of Project Management
• Efficiency: Ensures that projects are completed on time and within budget.
• Quality: Maintains the standards and specifications required by stakeholders.
• Risk Management: Identifies potential risks early and mitigates them.
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• Stakeholder Satisfaction: Keeps stakeholders informed and satisfied with progress and
outcomes.
• Resource Optimization: Ensures optimal use of resources, including time, money, and
personnel.
Therefore, in conclusion the effective project management is crucial for the success of any project,
regardless of its size or complexity. By applying structured methodologies and best practices, project
managers can navigate challenges, deliver high-quality results, and achieve the intended objectives of
the project.
Project Manager's Role in the Growth of Project Management

The project manager plays a pivotal role in the growth and evolution of project management. Their
responsibilities and actions significantly influence the success of projects and the maturity of project
management practices within an organization. Here’s how a project manager contributes to the
growth of project management:
The Key Contributions of a Project Manager
1. Leadership and Vision: Provide clear direction and vision for projects. Inspire and motivate team
members to achieve project goals. Foster a culture of accountability and continuous improvement. 2.
Strategic Planning: Align project objectives with organizational goals. Develop comprehensive project
plans that outline scope, timeline, resources, and risks Message.
The Engineer's Role in the Growth of Project Management
The role of engineers in the growth of project management has been substantial and
multifaceted. Engineers have not only been instrumental in the development and application of
project management techniques but have also shaped the field through their approach to
problem-solving, innovation, and systematic thinking. Here’s an overview of how engineers
have contributed to the growth of project management:
Civil Engineering Projects

A Civil Engineering Project refer to a planned and organized effort to Design, Construct, and Maintain
a physical infrastructure that may include:
1. Buildings (Commercial, Residential and Industrial);

2. Transportation Systems (Roads, Highways, Bridges, Culverts, Airports, Sea Harbours and Ports,
etc.);
3. Water Management Systems (Dams, Canals, Dykes, Water Treatment Plants, etc.);
4. Public Utilities (Electricity, Gas, Water Supply Apputanances, etc);
5. Environmental Projects (Waste Management, Pollution Control, etc.);
6. Structural Systems (Foundations, Frames, Beams, Slabs, Columns, etc.); and
7. Geotechnical Projects (Tunnels, Foundations, Earth Works, etc).
Civil Engineering Projects involves applying Engineering principles, materials, and techniques to create
solutions that meet societal needs while ensuring Safety, Convenience, Sustainability, Cost and
Environmental responsibility.
Some Civil Engineering Projects may include:
• Designing and building a new Highway;

• Constructing Skyscraper or a residential Complex;
• Developing a Water Treatment Plant or a Wastewater Management System;
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• Building a bridge, Culverts, or Tunnels;
• Designing and Implementing a Flood control systems;
• Constructing a wind farm or a solar panel array; etc.
Civil Engineering Projects needs careful planning, collaboration among experts and consideration of
factors like cost, schedule and environmental impact.
Historical Contributions
1. Industrial Revolution and Early Projects:
• During the Industrial Revolution, large-scale engineering projects like the
construction of railroads, bridges, and factories required systematic planning and
coordination, laying the groundwork for modern project management practices.
• Engineers were at the forefront of these projects, applying their technical
knowledge and problem-solving skills to manage resources, timelines, and quality.
2. Development of Project Management Tools:
• Engineers have developed and refined various project management tools and
techniques, such as Gantt charts, Critical Path Method (CPM), and Program Evaluation
and Review Technique (PERT). These tools have become fundamental in planning,
scheduling, and controlling projects.
Core Contributions
1. Systematic Approach:
• Engineers bring a systematic and analytical approach to project management, ensuring

that every aspect of a project is meticulously planned, executed, and monitored.
• This approach helps in identifying potential risks and devising strategies to mitigate
them.
2. Technical Expertise:
o Engineering projects often involve complex technical challenges. Engineers’
expertise is crucial in understanding these challenges and developing feasible
solutions.
o Their technical knowledge ensures that the project’s design and implementation
meet the required standards and specifications.
3. Innovation and Problem-Solving:
o Engineers are trained to innovate and solve problems efficiently. This skill is
invaluable in project management, where unforeseen issues can arise, and
quick, effective solutions are needed.
o Their ability to innovate also drives continuous improvement in project
management practices.
Influence on Modern Project Management
1. Interdisciplinary Collaboration:
o Modern projects are increasingly complex and require collaboration across
various disciplines. Engineers often lead these interdisciplinary teams,
facilitating communication and cooperation among different specialists.
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o Their leadership helps in integrating diverse perspectives and expertise, leading
to more holistic project outcomes.
2. Adoption of Technology:
o Engineers have been pivotal in the adoption and integration of technology in
project management. This includes the use of software tools for planning,
scheduling, budgeting, and communication.
o Technologies like Building Information Modeling (BIM), Agile project
management software, and other digital tools have transformed how projects are
managed.
3. Sustainability and Ethics:
o With the growing emphasis on sustainability and ethical practices, engineers
play a key role in ensuring that projects adhere to these principles.
o They help in designing and managing projects that are environmentally
sustainable, economically viable, and socially responsible.
Future Prospects
1. Emerging Technologies:
o Engineers will continue to drive the integration of emerging technologies like
artificial intelligence, machine learning, and the Internet of Things (IoT) into
project management.
o These technologies have the potential to further enhance efficiency, accuracy,
and decision-making in project management.
2. Global and Complex Projects:
o As projects become more global and complex, the demand for engineers with
strong project management skills will increase.
o Engineers will be essential in navigating the challenges of managing large-
scale, multinational projects that require sophisticated coordination and
strategic planning.
3. Continuous Improvement:
o The engineering discipline’s commitment to continuous improvement and
innovation will keep pushing the boundaries of project management.
o Engineers will be at the forefront of developing new methodologies, tools, and
best practices to meet the evolving needs of projects in various industries.
In summary, engineers have played and will continue to play a critical role in the growth and
evolution of project management. Their technical expertise, systematic approach, and
innovative mindset are indispensable in managing the complexities of modern projects and
driving progress in the field.
Gant Charts as Management tools in Project Management

Gantt charts are one of the most widely used tools in project management, providing a visual
timeline for tasks and milestones within a project. Developed by Henry L. Gantt in the early
20th century, these charts have become essential for planning, scheduling, and tracking project
progress. Here’s a detailed look at Gantt charts as management tools in project management:
Overview of Gantt Charts
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A Gantt chart is a type of bar chart that represents a project schedule. It displays the start and
finish dates of the various elements of a project, including tasks, milestones, and dependencies.
The horizontal axis represents time, while the vertical axis lists the tasks or activities.
Key Features and Components
1. Tasks and Activities:

o Each task or activity is represented by a horizontal bar.
o The length of the bar indicates the duration of the task.
2. Timeline:
o The timeline at the top of the chart shows the project duration, which can be
broken down into days, weeks, months, or even years.
3. Dependencies:
o Dependencies between tasks are shown with arrows or lines connecting the bars.
o These indicate the sequence in which tasks need to be completed.
4. Milestones:
o Milestones are significant points or events in the project timeline.
o They are often represented by diamonds or special markers.
5. Progress Tracking:
o The progress of each task can be indicated within the bar, often with shading or
colour coding.
Advantages of Gantt Charts
1. Visualization of Project Timeline:

o Gantt charts provide a clear and concise visual representation of the project
schedule.
o They help in understanding the flow of tasks and their durations at a glance.
2. Task Dependencies and Relationships:
o By showing dependencies, Gantt charts help project managers identify the
critical path and understand which tasks must be completed before others can
begin.
o This is crucial for planning and avoiding bottlenecks.
3. Progress Monitoring:
o Gantt charts enable project managers to track the progress of tasks and compare
planned vs. actual progress.
o This helps in identifying delays and taking corrective actions promptly.
4. Resource Management:
o Gantt charts can be used to allocate resources effectively by showing who is
responsible for each task and when they need to work on it.
o This aids in preventing overallocation and ensuring balanced workloads.
5. Communication and Coordination:
o Gantt charts serve as an excellent communication tool for project teams,
stakeholders, and clients.
o They provide a common understanding of the project timeline and status,
facilitating better coordination and collaboration.
Applications in Project Management
1. Planning:
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oDuring the planning phase, Gantt charts help define the project scope, identify
tasks, estimate durations, and set deadlines.
o They aid in developing a realistic project schedule.
2. Scheduling:
o Gantt charts assist in scheduling tasks and allocating resources efficiently.
o They help ensure that tasks are completed in the correct sequence and within
the planned timeframe.
3. Monitoring and Controlling:
o Throughout the project lifecycle, Gantt charts are used to monitor progress and
control deviations from the plan.
o They help in making informed decisions about adjustments and resource
reallocation.
4. Reporting:
o Gantt charts are used for reporting project status to stakeholders.
o They provide a clear visual summary of what has been completed, what is in
progress, and what is pending.
Modern Gantt Chart Tools
With the advent of digital project management tools, Gantt charts have become more dynamic
and interactive. Modern software solutions offer features such as:
• Drag-and-Drop Scheduling: Easily adjust task durations and dependencies.

• Collaboration Features: Team members can update progress, add comments, and
share documents directly within the chart.
• Integration with Other Tools: Integration with calendars, time-tracking, and resource
management tools.
• Real-Time Updates: Automatic updates to the chart as tasks are completed or
modified.
• Customization Options: Various ways to customize the appearance and details of the
chart to suit specific project needs
In conclusion, the Gantt charts are indispensable tools in project management, offering a
comprehensive way to plan, schedule, and track project activities. Their ability to provide a
visual representation of the project timeline, highlight task dependencies, and monitor progress
makes them crucial for ensuring project success. Modern project management software has
further enhanced the utility of Gantt charts, making them more accessible and efficient for
project managers and teams.
Critical Path Methods (CPM) as Management tools in Project Management
Critical Path Method (CPM) is a project management technique used for planning, scheduling,
and controlling complex projects. Developed in the late 1950s by James E. Kelley and Morgan
R. Walker, CPM helps project managers identify the longest sequence of dependent tasks and
the minimum time needed to complete a project. Here's a detailed exploration of CPM as a
management tool in project management:
Overview of Critical Path Method (CPM)
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CPM is used to identify critical and non-critical tasks to prevent project time-frame problems
and process bottlenecks. By focusing on critical tasks, project managers can prioritize resources
and ensure that project deadlines are met.
Key Concepts and Components
1. Activities/Tasks:
o The individual units of work that need to be completed in a project. Each task
has a specific duration.
2. Dependencies:
o The relationships between tasks. Some tasks cannot start until others are
completed.
3. Network Diagram:
o A visual representation of the sequence of tasks and their dependencies.
Typically displayed as an Activity-on-Node (AON) or Activity-on-Arrow
(AOA) diagram.
4. Critical Path:
o The longest path through the network diagram, representing the sequence of
tasks that determines the minimum project duration.
o Any delay in tasks on the critical path will directly impact the project
completion date.
5. Earliest Start (ES) and Earliest Finish (EF):
o The earliest times that a task can start and finish based on the project start date
and task dependencies.
6. Latest Start (LS) and Latest Finish (LF):
o The latest times that a task can start and finish without delaying the project
completion date.
7. Float/Slack:
o The amount of time that a task can be delayed without affecting the subsequent
tasks or the project completion date. Tasks on the critical path have zero float.
Steps to Implement CPM
1. Define the Project Scope:

o Identify all tasks required to complete the project.
2. Establish Task Dependencies:
o Determine the relationships between tasks and the sequence in which they need
to be completed.
3. Estimate Task Durations:
o Estimate how long each task will take to complete.
4. Create the Network Diagram:
o Draw the network diagram showing tasks and dependencies.
5. Calculate the Critical Path:
o Identify the longest path through the network diagram by calculating the earliest
and latest start and finish times for each task.
6. Monitor and Update:
o Continuously monitor the progress of tasks on the critical path and update the
network diagram as needed to reflect any changes or delays.
Advantages of CPM
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1. Improved Project Planning:
o Provides a clear understanding of the project’s structure and the sequence of
activities.
2. Focused Resource Allocation:
o Helps prioritize resources for critical tasks, ensuring that key milestones are
met.
3. Enhanced Control and Monitoring:
o Facilitates close monitoring of project progress, enabling proactive
management of delays and issues.
4. Identification of Bottlenecks:
o Helps identify potential bottlenecks and areas where delays could occur,
allowing for preemptive action.
5. Efficient Time Management:
o Ensures that the project is completed in the shortest possible time by focusing
on critical tasks.
1. Construction Projects:
o Widely used in construction for scheduling complex projects with numerous
interdependent tasks.
2. Software Development:
o Helps manage development cycles, testing phases, and deployment schedules.
3. Event Planning:
o Useful for organizing large events with multiple activities and deadlines.
4. Manufacturing:
o Assists in coordinating production schedules, machinery maintenance, and
quality control processes.
5. Research and Development:
o Facilitates the planning and execution of R&D projects with a focus on
innovation timelines and milestones.
Modern CPM Tools
With the advancement of project management software, CPM has become more accessible
and easier to implement. Modern tools offer features such as:
• Automated Calculations:
o Automatically calculate critical paths, floats, and task durations.
• Dynamic Updates:
o Real-time updates to the network diagram as tasks progress or changes occur.
• Resource Management:
o Integrate resource allocation and tracking directly with the CPM schedule.
• Collaboration Features:
o Enable team collaboration, task assignments, and communication within the
software.
• Integration with Other Tools:
o Seamless integration with other project management and productivity tools.
Conclusion
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The Critical Path Method is a powerful tool for project managers, enabling them to plan,
schedule, and control projects more effectively. By focusing on the critical path, project
managers can ensure that resources are efficiently allocated, potential delays are managed
proactively, and projects are completed on time. The integration of CPM into modern project
management software has further enhanced its utility, making it an indispensable technique in
the field of project management.
Program Evaluation and Review Technique (PERT) as Management tools in Project

Management
ChatGPT
The Program Evaluation and Review Technique (PERT) is a project management tool used to
plan, schedule, and control complex projects. Developed in the 1950s for the U.S. Navy's
Polaris missile project, PERT focuses on analyzing the tasks involved in completing a
project, the time required to complete each task, and the dependencies between tasks. Here’s
an in-depth look at PERT as a management tool in project management:
Overview of PERT
PERT is particularly useful for projects with uncertain activity durations. It involves creating
a project network diagram that visually represents the tasks and their relationships. By using
probabilistic time estimates, PERT helps in identifying the most likely project duration and
potential variability.
Key Concepts and Components
1. Activities/Tasks:
o Individual units of work required to complete the project, each with an
estimated duration.
2. Milestones/Events:
o Significant points in the project, usually marking the completion of one or
more tasks.
3. Network Diagram:
o A visual representation of the sequence of tasks and their dependencies, often
depicted as a flowchart.
4. Time Estimates:
o PERT uses three time estimates for each task:
▪ Optimistic Time (O): The shortest time in which the task can be
completed.
▪ Pessimistic Time (P): The longest time the task might take.
▪ Most Likely Time (M): The best estimate of the time required under
normal conditions.
5. Expected Time (TE):
o The weighted average of the three time estimates, calculated as:
TE=O+4M+P6TE = \frac{O + 4M + P}{6}TE=6O+4M+P
6. Critical Path:
o The longest path through the network diagram, representing the sequence of
tasks that determines the minimum project duration.
7. Slack/Float:
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o The amount of time that a task can be delayed without affecting the project
completion date.
Steps to Implement PERT
1. Identify Tasks:
o List all tasks required to complete the project.
2. Determine Dependencies:
o Establish the order of tasks and their dependencies.
3. Estimate Time:
o Obtain the optimistic, pessimistic, and most likely time estimates for each
task.
4. Draw the Network Diagram:
o Create a flowchart showing tasks and their dependencies.
5. Calculate Expected Times:
o Compute the expected time for each task using the PERT formula.
6. Identify the Critical Path:
o Determine the critical path by identifying the longest sequence of tasks based
on the expected times.
7. Analyze and Monitor:
o Use the PERT chart to monitor progress and make adjustments as needed.
Advantages of PERT
1. Uncertainty Management:
o PERT is well-suited for projects with uncertain activity durations, providing a
probabilistic approach to time estimation.
2. Improved Planning:
o Helps in identifying the critical path and potential bottlenecks, allowing for
better planning and resource allocation.
3. Risk Identification:
o By using three time estimates, PERT helps identify potential risks and the
variability in project duration.
4. Enhanced Decision-Making:
o Provides a basis for making informed decisions about task sequencing,
resource allocation, and schedule adjustments.
5. Visual Representation:
o The network diagram offers a clear visual representation of the project
structure and dependencies.
1. Research and Development Projects:

o Ideal for R&D projects where task durations are highly uncertain and
innovation timelines are critical.
2. Large-Scale Engineering Projects:
o Useful for complex engineering projects with many interdependent tasks and
uncertain durations.
3. Software Development:
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o
Helps manage development cycles, testing phases, and deployment schedules
with uncertain time frames.
4. Event Planning:
o Assists in organizing events with multiple activities and dependencies,
allowing for flexibility in planning.
Modern PERT Tools
Modern project management software has enhanced the application of PERT by integrating it
with other project management tools and features. These tools offer:
• Automated Calculations:
o Automatically compute expected times, critical paths, and slack times.
• Dynamic Updates:
o Real-time updates to the network diagram as tasks progress or changes occur.
• Collaboration Features:
o Enable team collaboration, task assignments, and communication within the
PERT framework.
• Integration with Other Tools:
o Seamless integration with Gantt charts, resource management, and time-
tracking tools.
Conclusion
The Program Evaluation and Review Technique (PERT) is a valuable tool in project
management, especially for projects with uncertain activity durations. By providing a
probabilistic approach to time estimation and a clear visual representation of the project
structure, PERT enhances planning, scheduling, and control. Modern project management
software has further increased the utility of PERT, making it a versatile and essential technique
for managing complex projects.
Solved numerical Problems in Gant Charts (GC) Method
Sure, let’s work through a solved numerical problem using Gantt Charts (GC) in project
management. This example will illustrate how to create a Gantt chart and use it to schedule and
manage a project.
Problem Statement
Consider a project with the following tasks, their durations, and dependencies:
Task Duration (days) Predecessors
A 3 -
B 2 A
C 4 A
D 3 B
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E 2 C
F 1 D, E
Steps to Create a Gantt Chart
1. List All Tasks and Durations: Identify all tasks and their respective durations from
the problem statement.
2. Determine Task Dependencies: Establish the order of tasks based on their
dependencies.
3. Draw the Gantt Chart: Plot the tasks on a timeline, considering their start and end
dates based on dependencies.
Solution
Step 1: List All Tasks and Durations

Task Duration (days)
A 3
B 2
C 4
D 3
E 2
F 1
Step 2: Determine Task Dependencies

Task Start After
A -
B A
C A
D B
E C
F D and E
Step 3: Draw the Gantt Chart
1. Task A: Start on Day 1, End on Day 3

2. Task B: Start on Day 4, End on Day 5 (after Task A)
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3. Task C: Start on Day 4, End on Day 7 (after Task A)
4. Task D: Start on Day 6, End on Day 8 (after Task B)
5. Task E: Start on Day 8, End on Day 9 (after Task C)
6. Task F: Start on Day 10, End on Day 10 (after Tasks D and E)
Here is the Gantt Chart:
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Days: 1 2 3 4 5 6 7 8 9 10
--------------------------------------
Task A: |--|--|--|
Task B: |--|--|
Task C: |--|--|--|--|
Task D: |--|--|--|
Task E: |--|--|
Task F: |--|
Explanation
• Task A starts immediately and runs from Day 1 to Day 3.

• Task B can start after Task A finishes, so it starts on Day 4 and ends on Day 5.
• Task C can also start after Task A finishes, so it starts on Day 4 and ends on Day 7.
• Task D can start after Task B finishes, so it starts on Day 6 and ends on Day 8.
• Task E can start after Task C finishes, so it starts on Day 8 and ends on Day 9.
• Task F can start only after both Tasks D and E finish, so it starts and ends on Day 10.
Conclusion
The Gantt chart visually represents the schedule, showing task durations and dependencies.
This helps in:
• Planning: Ensuring all tasks are scheduled efficiently.

• Resource Allocation: Understanding when resources are needed.
• Monitoring Progress: Tracking task completion and project progress.
Using Gantt charts, project managers can effectively plan and manage projects, ensuring
timely completion and efficient resource utilization.
Solved numerical Problems in Critical Path Method (CPM).
ChatGPT
Sure, let’s work through a solved numerical problem using the Critical Path Method (CPM)
in project management. This example will illustrate how to identify the critical path, calculate
the earliest and latest start and finish times for each task, and determine the project's
minimum duration.
Problem Statement
Consider a project with the following tasks, their durations, and dependencies:
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A 3 -
B 4 A
C 2 A
D 5 B
E 6 B
F 3 C
G 4 D, E
H 2 F
Steps to Solve the CPM Problem
1. List All Tasks and Durations: Identify all tasks and their respective durations from
the problem statement.
dependencies.
3. Construct the Network Diagram: Draw a network diagram representing tasks and
their dependencies.
4. Calculate Earliest Start (ES) and Earliest Finish (EF) Times: Compute the earliest
times each task can start and finish.
5. Calculate Latest Start (LS) and Latest Finish (LF) Times: Compute the latest
times each task can start and finish without delaying the project.
6. Identify the Critical Path: Determine the longest path through the network diagram.
Solution
Step 1: List All Tasks and Durations

A 3
B 4
C 2
D 5
E 6
F 3
G 4
14
H 2

Task Start After
A -
B A
C A
D B
E B
F C
G D and E
H F
Step 3: Construct the Network Diagram
The network diagram is as follows:
mathematica
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A
/ \
B C
|\ \
| \ F
| \
D E
\ /
G
|
H
Step 4: Calculate Earliest Start (ES) and Earliest Finish (EF) Times
1. Task A: ES = 0, EF = ES + Duration = 0 + 3 = 3
2. Task B: ES = EF of A = 3, EF = ES + Duration = 3 + 4 = 7
3. Task C: ES = EF of A = 3, EF = ES + Duration = 3 + 2 = 5
4. Task D: ES = EF of B = 7, EF = ES + Duration = 7 + 5 = 12
5. Task E: ES = EF of B = 7, EF = ES + Duration = 7 + 6 = 13
6. Task F: ES = EF of C = 5, EF = ES + Duration = 5 + 3 = 8
7. Task G: ES = max(EF of D, EF of E) = max(12, 13) = 13, EF = ES + Duration = 13 + 4 = 17
8. Task H: ES = EF of F = 8, EF = ES + Duration = 8 + 2 = 10
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Step 5: Calculate Latest Start (LS) and Latest Finish (LF) Times
1. Task H: LF = Project end time = 17, LS = LF - Duration = 17 - 2 = 15

2. Task G: LF = LS of H = 15, LS = LF - Duration = 15 - 4 = 11
3. Task F: LF = LS of H = 15, LS = LF - Duration = 15 - 3 = 12
4. Task E: LF = LS of G = 11, LS = LF - Duration = 11 - 6 = 5
5. Task D: LF = LS of G = 11, LS = LF - Duration = 11 - 5 = 6
6. Task C: LF = LS of F = 12, LS = LF - Duration = 12 - 2 = 10
7. Task B: LF = min(LS of D, LS of E) = min(6, 5) = 5, LS = LF - Duration = 5 - 4 = 1
8. Task A: LF = min(LS of B, LS of C) = min(1, 10) = 1, LS = LF - Duration = 1 - 3 = -2 (adjusted to
start at 0)
Step 6: Identify the Critical Path
The critical path is the sequence of tasks with zero slack. Let's summarize the paths:
• Path 1: A (0) -> B (1) -> D (6) -> G (11) -> H (15)
• Path 2: A (0) -> B (1) -> E (5) -> G (11) -> H (15)
• Path 3: A (0) -> C (10) -> F (12) -> H (15)
The critical path is Path 2 (A -> B -> E -> G -> H) with a project duration of 17 days.
Summary of Critical Path
Task ES EF LS LF Slack
A 0 3 0 3 0
B 3 7 3 7 0
E 7 13 7 13 0
G 13 17 13 17 0
H 17 19 17 19 0
Conclusion
By using the Critical Path Method (CPM), we identified the critical tasks and calculated the
project’s minimum duration. The critical path for this project is A -> B -> E -> G -> H, with a
total project duration of 17 days. This method helps project managers focus on the tasks that
directly impact the project’s completion time and allocate resources efficiently to ensure
timely completion.
Solved numerical Problems in Programme Evaluation and Review Technique Method (PERT).
ChatGPT
Sure, let's work through a solved numerical problem using the Program Evaluation and
Review Technique (PERT) in project management. This example will illustrate how to
16
calculate the expected time for tasks, determine the critical path, and assess the project
completion time with variability.
Problem Statement
Consider a project with the following tasks, their durations (in days), and dependencies. Each
task has three time estimates: Optimistic (O), Most Likely (M), and Pessimistic (P).
Task Optimistic (O) Most Likely (M) Pessimistic (P) Predecessors
A 2 3 5 -
B 3 4 8 A
C 1 2 3 A
D 2 3 4 B
E 2 5 7 B
F 3 4 5 C
G 2 3 4 D, E
H 1 2 3 F
Steps to Solve the PERT Problem
1. Calculate the Expected Time (TE) for Each Task: Use the formula:

dependencies.
their dependencies.
4. Calculate Earliest Start (ES) and Earliest Finish (EF) Times: Compute the earliest
times each task can start and finish.
5. Calculate Latest Start (LS) and Latest Finish (LF) Times: Compute the latest
Solution
Step 1: Calculate the Expected Time (TE) for Each Task

Task O M P TE = (O + 4M + P) / 6
A 2 3 5 3.17
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Task O M P TE = (O + 4M + P) / 6
B 3 4 8 4.33
C 1 2 3 2.00
D 2 3 4 3.00
E 2 5 7 4.67
F 3 4 5 4.00
G 2 3 4 3.00
H 1 2 3 2.00

Task Start After
A -
B A
C A
D B
E B
F C
G D, E
H F
mathematica
Copy code
A
/ \
B C
|\ \
| \ F
| \
D E
\ /
G
|
H
18
1. Task A: ES = 0, EF = ES + TE = 0 + 3.17 = 3.17

2. Task B: ES = EF of A = 3.17, EF = ES + TE = 3.17 + 4.33 = 7.50
3. Task C: ES = EF of A = 3.17, EF = ES + TE = 3.17 + 2.00 = 5.17
4. Task D: ES = EF of B = 7.50, EF = ES + TE = 7.50 + 3.00 = 10.50
5. Task E: ES = EF of B = 7.50, EF = ES + TE = 7.50 + 4.67 = 12.17
6. Task F: ES = EF of C = 5.17, EF = ES + TE = 5.17 + 4.00 = 9.17
7. Task G: ES = max(EF of D, EF of E) = max(10.50, 12.17) = 12.17, EF = ES + TE = 12.17 + 3.00 =
15.17
8. Task H: ES = EF of F = 9.17, EF = ES + TE = 9.17 + 2.00 = 11.17
Step 5: Calculate Latest Start (LS) and Latest Finish (LF) Times
1. Task H: LF = Project end time = 15.17, LS = LF - TE = 15.17 - 2.00 = 13.17

2. Task G: LF = LS of H = 13.17, LS = LF - TE = 13.17 - 3.00 = 10.17
3. Task F: LF = LS of H = 13.17, LS = LF - TE = 13.17 - 4.00 = 9.17
4. Task E: LF = LS of G = 10.17, LS = LF - TE = 10.17 - 4.67 = 5.50
5. Task D: LF = LS of G = 10.17, LS = LF - TE = 10.17 - 3.00 = 7.17
6. Task C: LF = LS of F = 9.17, LS = LF - TE = 9.17 - 2.00 = 7.17
7. Task B: LF = min(LS of D, LS of E) = min(7.17, 5.50) = 5.50, LS = LF - TE = 5.50 - 4.33 = 1.17
8. Task A: LF = min(LS of B, LS of C) = min(1.17, 7.17) = 1.17, LS = LF - TE = 1.17 - 3.17 = -2
(adjusted to start
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Solved numerical Problems in Programme Evaluation and Review Technique Method (PERT).
ChatGPT
Sure, let's work through a solved numerical problem using the Program Evaluation and
Review Technique (PERT) in project management. This example will illustrate how to
estimate the project duration using probabilistic time estimates for each task, calculate the
expected time for each task, and determine the critical path.
Problem Statement
Consider a project with the following tasks, their optimistic (O), most likely (M), and
pessimistic (P) time estimates, and dependencies:
19
Task Predecessors Optimistic Time (O) Most Likely Time (M) Pessimistic Time (P)
A - 2 3 4
B A 2 3 6
C A 1 4 7
D B 2 2 5
E B 3 5 8
F C 1 2 3
G D, E 2 3 4
H F 3 3 6
Steps to Solve the PERT Problem
1. Calculate the Expected Time (TE) for Each Task: Use the PERT formula to
calculate the expected time for each task.
2. List All Tasks, Dependencies, and Expected Durations: Summarize the expected
times for each task.
their dependencies.
4. Calculate the Earliest Start (ES) and Earliest Finish (EF) Times: Compute the
earliest times each task can start and finish.
5. Calculate the Latest Start (LS) and Latest Finish (LF) Times: Compute the latest
Solution
Step 1: Calculate the Expected Time (TE) for Each Task

TEA=2+4(3)+46=186=3TEB=2+4(3)+66=206≈3.33TEC=1+4(4)+76=246=4TED=2+4(2)+56=156≈2.5TEE=
3+4(5)+86=316≈5.17TEF=1+4(2)+36=126=2TEG=2+4(3)+46=186=3TEH=3+4(3)+66=216=3.5\begin{ali
gned} &TE_A = \frac{2 + 4(3) + 4}{6} = \frac{18}{6} = 3 \\ &TE_B = \frac{2 + 4(3) + 6}{6} = \frac{20}{6}
\approx 3.33 \\ &TE_C = \frac{1 + 4(4) + 7}{6} = \frac{24}{6} = 4 \\ &TE_D = \frac{2 + 4(2) + 5}{6} =
\frac{15}{6} \approx 2.5 \\ &TE_E = \frac{3 + 4(5) + 8}{6} = \frac{31}{6} \approx 5.17 \\ &TE_F =
\frac{1 + 4(2) + 3}{6} = \frac{12}{6} = 2 \\ &TE_G = \frac{2 + 4(3) + 4}{6} = \frac{18}{6} = 3 \\ &TE_H =
\frac{3 + 4(3) + 6}{6} = \frac{21}{6} = 3.5 \\ \end{aligned}TEA=62+4(3)+4=618=3TEB=62+4(3)+6=620
≈3.33TEC=61+4(4)+7=624=4TED=62+4(2)+5=615≈2.5TEE=63+4(5)+8=631≈5.17TEF=61+4(2)+3=612
=2TEG=62+4(3)+4=618=3TEH=63+4(3)+6=621=3.5
20
Step 2: List All Tasks, Dependencies, and Expected Durations
Task Predecessors Expected Time (TE)
A - 3
B A 3.33
C A 4
D B 2.5
E B 5.17
F C 2
G D, E 3
H F 3.5
mathematica
Copy code
A
/ \
B C
|\ \
| \ F
| \
D E
\ /
G
|
H
1. Task A: ES = 0, EF = ES + TE = 0 + 3 = 3
2. Task B: ES = EF of A = 3,
2/2
Manpower: Planning, Assessment and Recruitment
ChatGPT
Planning, assessment, and recruitment are crucial aspects of manpower management. Here's a
brief overview:
1. Planning: Involves forecasting future workforce needs based on organizational goals

and strategic objectives. It includes determining the number of employees required,
their skills, and when they are needed.
21
2. Assessment: Involves evaluating current workforce capabilities, identifying skill
gaps, and assessing the performance and potential of existing employees. This helps
in understanding what skills are available and where additional talent is needed.
3. Recruitment: Involves attracting, sourcing, and selecting candidates to fill vacant
positions or meet new staffing needs. This process includes job posting, screening
resumes, interviewing candidates, and making job offers.
Effective manpower planning ensures that an organization has the right people with the right
skills in the right positions at the right time, thereby supporting overall business success. If
you have specific questions or need more details on any of these aspects, feel free to ask!
Work Management: Planning and Scheduling of Works

ChatGPT
Work management, especially planning and scheduling, is essential for ensuring tasks and
projects are completed efficiently. Here are key elements:
1. Planning: This involves defining objectives, determining tasks, estimating resources

(such as manpower, materials, and equipment), and establishing timelines. It sets the
foundation for how work will be executed.
2. Scheduling: Once planning is done, scheduling allocates resources and assigns tasks
over specific timeframes. It involves creating timelines, setting milestones, and
ensuring that tasks are sequenced logically to meet project deadlines.
3. Monitoring and Adjusting: Throughout the execution phase, monitoring progress
against the schedule is crucial. This allows for adjustments to be made in response to
unexpected events, delays, or changes in priorities.
4. Resource Allocation: Efficient work management includes allocating resources
effectively to ensure that tasks are completed on time and within budget. This
involves balancing workload, skills, and availability of resources.
5. Risk Management: Identifying and mitigating risks that could impact the schedule or
quality of work is also part of effective work management. This includes contingency
planning and proactive problem-solving.
By integrating these elements, organizations can optimize productivity, minimize delays, and
achieve their project goals effectively. If you have specific aspects of work management
you're interested in or need further details, feel free to ask!
Civil and Building Engineering Contracts

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Civil and building engineering contracts typically govern the terms and conditions of
construction projects, specifying the roles, responsibilities, and obligations of parties
involved, such as contractors, subcontractors, clients, and consultants. These contracts cover
aspects like project scope, timelines, payment schedules, quality standards, dispute resolution
mechanisms, and health and safety regulations. Key types include:
1. FIDIC Contracts: Developed by the International Federation of Consulting

Engineers, these are widely used internationally, providing standard forms for
different types of projects.
22
2. NEC Contracts: Known for their flexibility and emphasis on collaboration and risk
management, these are common in the UK and elsewhere.
3. JCT Contracts: Used extensively in the UK construction industry, these contracts
cover a range of construction work and are updated regularly to reflect industry
changes.
Each type has its specific provisions and clauses tailored to different project needs and
geographical contexts.
FIDIC Contracts
ChatGPT
FIDIC contracts, developed by the International Federation of Consulting Engineers (FIDIC),

are widely recognized and used globally in the construction and engineering industries. These
contracts provide standard forms and guidelines for different types of construction projects,
aiming to balance the interests of all parties involved. Here are some key features of FIDIC
contracts:
1. Standard Forms: FIDIC offers several standard forms of contracts tailored to

different project types, such as construction, design-build, plant and design-build, etc.
2. Roles and Responsibilities: They clearly define the roles and responsibilities of each
party involved in the project, including the employer (client), contractor, engineer,
and subcontractors.
3. Conditions of Contract: These contracts include general conditions that govern the
rights and obligations of the parties, covering issues like variations, delays, payments,
insurance, and dispute resolution.
4. Risk Allocation: FIDIC contracts often aim to fairly allocate risks between parties,
addressing issues such as unforeseen ground conditions, delays caused by the
employer, and changes in the scope of work.
5. Dispute Resolution: They typically include mechanisms for resolving disputes, such
as mediation, adjudication, and arbitration, to facilitate the resolution of
disagreements that may arise during the project.
6. International Applicability: FIDIC contracts are designed to be adaptable to various
legal systems and are widely used in international projects, promoting consistency and
clarity in contractual terms across different jurisdictions.
Overall, FIDIC contracts are valued for their clarity, balance, and international recognition,
making them a preferred choice for many construction projects around the world.
FIDIC Contracts: Procurement Methods, Execution/Implementation and Parties Involved.

ChatGPT
FIDIC contracts cover various procurement methods, execution or implementation

guidelines, and involve several key parties. Here's a breakdown:
Procurement Methods in FIDIC Contracts:
1. Traditional Procurement (Red Book):
23
o Suitable for projects where the employer (client) wants to engage a contractor
to carry out construction works based on detailed employer's designs and
specifications.
o The contractor's role is to construct the works in accordance with the
employer's requirements.
2. Design-Build (Yellow Book):
o In this method, the contractor takes responsibility for both the design and
construction of the works.
o The employer provides outline requirements, and the contractor develops
detailed designs and completes construction accordingly.
3. Plant and Design-Build (Silver Book):
o This method is used for projects where the contractor designs, supplies, and
installs plant or equipment.
o The contractor is responsible for both the design and installation of the plant
or equipment, ensuring it meets the employer's requirements.
4. EPC/Turnkey Projects (Gold Book):
o Often used for large-scale projects where the contractor provides engineering,
procurement, and construction services.
o The contractor is responsible for delivering a completed project that is ready
for use by the employer.
Execution/Implementation Guidelines:
1. Roles and Responsibilities:

o Employer (Client): Initiates the project, defines requirements, and typically
funds the project.
o Contractor: Responsible for executing the construction works as per contract
terms, including design (where applicable), construction, and compliance with
specifications.
o Engineer: Acts as the contract administrator and represents the employer in
supervising the works, issuing instructions, and certifying payments and
completion stages.
o Subcontractors and Suppliers: Engaged by the contractor to perform
specific portions of the works or supply materials and equipment.
2. Conditions of Contract:
o FIDIC contracts provide standard conditions that govern the rights and
obligations of each party, covering aspects such as variations, claims,
payments, delays, defects liability, and dispute resolution.
3. Risk Allocation:
o The contracts allocate risks between parties, addressing issues such as
unforeseen ground conditions, changes in scope, delays, and force majeure
events.
4. Payment Mechanisms:
o Payment terms are defined based on milestones, completion stages, or specific
deliverables, ensuring that payments are tied to progress and quality of work.
5. Dispute Resolution:
o FIDIC contracts include mechanisms for resolving disputes, such as
negotiation, mediation, adjudication, and arbitration, aimed at resolving issues
promptly and fairly.
24
Parties Involved:
• Employer/Client: Initiates the project, defines requirements, and funds the project.
• Contractor: Executes the construction works according to contract terms.
• Engineer: Acts as the employer's representative, supervising the works, certifying
payments, and ensuring compliance with specifications.
• Subcontractors and Suppliers: Engaged by the contractor to provide specialized
services, materials, or equipment for the project.
FIDIC contracts provide a structured framework for managing construction projects, ensuring
clarity in roles, responsibilities, and contractual obligations, which helps in mitigating risks
and facilitating successful project delivery.
NEC Contracts: Procurement Methods, Execution/Implementation and Parties Involved.

ChatGPT
NEC contracts, known for their flexibility and collaborative approach, encompass various
procurement methods, execution guidelines, and involve several key parties. Here’s a
breakdown of how NEC contracts typically operate:
Procurement Methods in NEC Contracts:
1. Traditional Procurement (Option A - Priced Contract with Activity Schedule):

o Similar to lump-sum contracts, where the contractor agrees to complete the
works for a fixed price based on an activity schedule.
o Suitable when the scope of work is well-defined and unlikely to change
significantly.
2. Design and Build (Option C - Target Contract with Activity Schedule):
o The contractor undertakes both the design and construction work.
o The contractor is incentivized to complete the project within a target cost, with
cost savings or overruns shared between the employer and contractor based on
predefined percentages.
3. Management Contracting (Option E - Cost Reimbursable Contract):
o The employer appoints a management contractor who manages multiple works
contractors to complete the project.
o Costs are reimbursed to the management contractor, who is typically paid a
fee based on the works completed.
4. Engineering and Construction Contract (Option F - Management Contract):
o Used for large-scale projects where the contractor takes on the responsibility
for engineering, procurement, and construction.
o The contractor manages the project within a defined scope, with costs
reimbursed and fees paid based on project performance.

o Employer (Client): Initiates the project, defines requirements, and funds the
project.
o Contractor: Executes the works as per the contract terms, managing
resources and coordinating with subcontractors.
25
oProject Manager: Acts as the contract administrator and representative of the
employer, overseeing project progress, issuing instructions, and managing
risk.
o NEC contracts include detailed conditions that govern how the contract is
managed, covering aspects such as risk allocation, payments, variations,
quality management, and dispute resolution.
o Payments under NEC contracts are linked to the completion of defined stages
or milestones, with payments based on the actual work completed rather than
estimates.
o NEC contracts emphasize early warning and collaborative problem-solving to
avoid disputes.
o If disputes arise, mechanisms such as adjudication, mediation, or arbitration
are available to resolve issues efficiently.
Parties Involved:
• Employer/Client: Initiates the project, defines requirements, and provides funding.

• Contractor: Undertakes the construction works and manages subcontractors as
necessary.
• Project Manager: Administers the contract, manages project progress, and resolves
issues between parties.
NEC contracts are structured to promote transparency, collaboration, and efficient project
management, enabling effective risk management and timely project delivery. They are
particularly suited for projects where flexibility and adaptability are key priorities.
JCT Contracts: Procurement Methods, Execution/Implementation and Parties Involved.

ChatGPT
JCT contracts, developed by the Joint Contracts Tribunal, are widely used in the UK
construction industry and cover various procurement methods, execution guidelines, and
involve several key parties. Here’s an overview of how JCT contracts typically operate:
Procurement Methods in JCT Contracts:
1. Traditional Procurement (JCT Standard Building Contract):

o Suitable for projects where the employer (client) wants to engage a contractor
based on detailed drawings and specifications.
o The contractor's role is to construct the works as specified by the employer.
2. Design and Build (JCT Design and Build Contract):
o In this method, the contractor takes responsibility for both the design and
construction of the works.
o The employer provides outline requirements, and the contractor develops
detailed designs and completes construction accordingly.
3. Management Contracting (JCT Management Contract):
26
o The employer appoints a management contractor who manages multiple works
contractors to complete the project.
o Costs are reimbursed to the management contractor, who is typically paid a
fee based on the works completed.
4. Construction Management (JCT Construction Management Contract):
o Similar to management contracting, where the employer appoints a
construction manager to coordinate and manage multiple works contractors.
o The construction manager acts on behalf of the employer, overseeing the
works and ensuring project objectives are met.

o Employer (Client): Initiates the project, defines requirements, and funds the
project.
o Contractor: Executes the works as per the contract terms, manages
subcontractors, and ensures compliance with specifications.
o Architect/Contract Administrator: Acts as the contract administrator,
representing the employer and overseeing the construction process, certifying
payments, and managing variations.
o JCT contracts include detailed conditions that govern how the contract is
managed, covering aspects such as payments, variations, completion
deadlines, insurance, and dispute resolution.
o Payments under JCT contracts are typically linked to the completion of
defined stages or milestones, ensuring payments are made based on the
progress and quality of work completed.
o JCT contracts provide mechanisms for resolving disputes, which may involve
negotiation, mediation, adjudication, or arbitration depending on the severity
and nature of the dispute.
Parties Involved:
• Employer/Client: Initiates the project, defines requirements, and provides funding.

• Contractor: Undertakes the construction works, manages subcontractors, and ensures
compliance with contract terms.
• Architect/Contract Administrator: Administers the contract on behalf of the
employer, overseeing project progress, issuing instructions, and managing disputes.
JCT contracts are known for their comprehensiveness and flexibility, catering to various
project types and procurement methods within the UK construction industry. They provide a
structured framework for managing construction projects, clarifying the rights and
obligations of all parties involved and facilitating efficient project delivery.
3.5
27
3.5
3.5
ChatGPT can make mistakes. Check impo
NEC Contracts:
ChatGPT
NEC contracts, short for New Engineering Contract, are a family of contracts known for their
flexibility, collaborative approach, and emphasis on effective project management and risk
management. Developed by the Institution of Civil Engineers in the UK, NEC contracts have
gained popularity internationally due to their adaptability to different project types and sizes.
Here are some key features of NEC contracts:
1. Flexibility: NEC contracts are designed to be adaptable to various types of projects,

from small-scale works to large and complex infrastructure projects.
2. Collaborative Approach: They promote collaboration among project participants,
including the client (employer), contractor, and project manager. This collaborative
approach aims to foster better communication, problem-solving, and decision-making
throughout the project lifecycle.
3. Clear Roles and Responsibilities: NEC contracts define clear roles and
responsibilities for each party involved in the project, including the project manager
(who acts as the contract administrator), supervisor, contractor, and subcontractors.
4. Risk Management: NEC contracts place a strong emphasis on proactive risk
management. They include mechanisms for early warning of potential issues, risk
reduction strategies, and incentives for good performance and completion within
specified timeframes.
5. Payment Mechanisms: Payment under NEC contracts is typically linked to the
completion of defined stages or milestones rather than traditional progress-based
payments. This approach is intended to align payments with the actual progress and
quality of work done.
6. Dispute Resolution: NEC contracts include procedures for resolving disputes, which
often emphasize negotiation and mediation as the initial steps. Adjudication and
arbitration are also available for more formal dispute resolution if necessary.
28
7. Transparency and Accountability: NEC contracts promote transparency in project
management and accountability for all parties involved, helping to reduce
misunderstandings and disputes.
Overall, NEC contracts are valued for their clarity, collaborative nature, and focus on
effective project delivery and risk management, making them suitable for a wide range of
construction and engineering projects worldwide.
3.5
3.5
3.5
3.5
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Module 5: Civil and building contracts in Uganda
• Civil and building contracts in Uganda are formal agreements
between parties involved in construction projects.
• These contracts outline the scope of work, responsibilities,
timelines, and terms of payment for projects such as roads, bridges,
buildings, and other infrastructure.
The following are detailed explanation:
1. Lump-Sum or Fixed Price Contracts:
• The contractor agrees to complete the project for a fixed price.
• Suitable for projects with clearly defined scopes and specifications.
Module 5: Civil and building contracts in Uganda; Types
of Contracts Cont…..
2.Cost Plus Contracts
• The contractor is paid for all construction-related expenses plus a pre-
agreed percentage for profit.
• Used when project scope is uncertain.
3. Unit Price Contracts:
• Payments are based on the quantity of items constructed.
• Common in projects with repetitive tasks like road construction.
Module 5: Civil and building contracts in Uganda; Types
of Contracts Cont…….
4. Time and Material Contracts:
• The contractor is paid for the actual time spent and materials
used.
• Used when the scope is not well-defined.
Cont…….
Important Elements of Contracts
1. Scope of Work
• Detailed description of the work to be performed.
• Specifications and standards to be met.
2. Terms of Payment
• Schedule of payments (milestone-based, percentage completion, etc.).
• Retention clauses and penalties for late payment.
Cont…….
3. Timeline
• Project start and completion dates.
• Penalties for delays (liquidated damages).
4. Responsibilities and Obligations
• Duties of the contractor and the client.
• Provisions for subcontracting.
Cont…….
5. Change Orders
• Procedures for making changes to the scope of work.
• How changes affect the contract price and timeline.
6. Dispute Resolution
• Mechanisms for resolving conflicts (arbitration, mediation,
litigation).
• Jurisdiction and applicable laws.
Cont…….
7. Quality Control and Assurance:
• Standards and procedures for ensuring quality.
• Inspection and testing requirements.
8. Health, Safety, and Environment (HSE):
• Safety measures and protocols.
• Environmental protection requirements.
Module 5: Civil and building contracts in Uganda; Legal
Framework.
1.Public Procurement and Disposal of Public Assets Authority (PPDA)

• Governs public procurement processes.
• Ensures transparency and fairness in awarding public contracts.
2.Uganda National Bureau of Standards (UNBS)
• Sets standards for construction materials and practices.
• Ensures compliance with safety and quality standards.
Framework Cont….
3.Building Control Act
• Regulates building construction and standards.
• Requires permits and approvals for construction projects.
4.Contract Law
• Governed by the Contracts Act, 2010.
• Outlines the formation, execution, and enforcement of
contracts.
Framework Cont….
Typical Process
1. Tendering and Bidding:
• Invitation to bid (ITB) and request for proposal (RFP).
• Submission of bids by contractors.
• and awarding of contracts.
2. Contract Signing
• Formal agreement between parties.
• Legal binding of terms and conditions.
Framework Cont….
3.Execution
• Mobilization and commencement of work.
• Regular monitoring and reporting.
4.Completion and Handover
• Final inspections and approvals.
• Handover of completed project to the client.
Framework Cont….
5.Post-Construction
• Warranty and maintenance periods.
• Rectification of defects if any.
• Financial Guarantor
Procurement Methods, Execution/Implementation and
the Parties involved in Uganda
In Uganda, the procurement methods, execution/implementation, and parties
involved in civil and building contracts follow a structured process to ensure
transparency, efficiency, and quality. An overview includes:
Procurement Methods
1. Open Bidding
• Description: Open to all interested bidders.
• Process: Publicly advertised, allowing maximum competition.
• Use: Suitable for large and complex projects.
the Parties involved in Uganda Cont….
2. Restricted Bidding
• Description: Limited to a selected list of pre-qualified bidders.
• Process: Invitation sent to selected bidders.
• Use: Used when the number of potential suppliers is limited.
3. Request for Proposals (RFP)
• Description: Bidders submit detailed proposals on how they will execute the
project.
• Process: Evaluation based on technical and financial criteria.
• Use: Suitable for consultancy and complex projects requiring innovation.
4. Request for Quotations (RFQ)
• Description: Invitation to submit quotations for readily available goods or
services.
• Process: Simpler and quicker process.
• Use: Used for low-value and less complex procurements.
5. Direct Procurement
• Description: Contract awarded without competition.
• Process: Justified by urgency, proprietary items, or single supplier availability.
• Use: Used in emergency situations or when only one supplier exists.
Execution/Implementation
1. Planning and Design
• Scope Definition: Detailed specifications and designs are prepared.
• Permits and Approvals: Necessary regulatory approvals are obtained.
2. Tendering Process
• Advertisement: Invitation for bids is publicly advertised.
• Pre-Bid Meetings: Clarifications and site visits for prospective bidders.
• Submission of Bids: Bidders submit their proposals.
3. Evaluation and Award
• Bid Evaluation: Technical and financial evaluation of bids.
• Awarding Contract: The best-evaluated bidder is awarded the contract.
• Contract Signing: Formal agreement between the client and contractor.
4. Mobilization and Execution:
• Site Preparation: Site handover and mobilization of resources.
• Construction: Execution of construction activities as per the contract.
• Monitoring and Supervision: Regular inspections and progress reports.
5. Completion and Handover:
• Final Inspection: Ensuring work meets contractual requirements.
• Defects Liability Period: Period during which defects are rectified.
• Handover: Formal handover of the completed project to the client.
6. Post-Construction:
• Maintenance: Ongoing maintenance and operation.
• Warranty Period: Warranty services as per contract terms.
Parties Involved:
1.Client/Employer:
• Role: Initiates the project, provides funding, and sets requirements.
• Examples: Government agencies, private developers, NGOs.
2.Contractor:
• Role: Executes the construction work as per the contract.
• Examples: Construction firms, joint ventures, individual contractors.
3. Consultant/Engineer:
• Role: Provides design, supervision, and project management services.
• Examples: Engineering firms, architectural firms, individual
consultants.
1.Subcontractors:
• Role: Perform specific tasks or provide specialized services.
• Examples: Electrical, plumbing, HVAC contractors.
2. Suppliers:
• Role: Provide materials, equipment, and services.
• Examples: Material suppliers, equipment rental companies.
3. Regulatory Authorities:
• Role: Ensure compliance with laws, regulations, and standards.
• Examples: PPDA, UNBS, local government authorities.
4. Financial Institutions:
• Role: Provide funding and financial services.
• Examples: Banks, microfinance institutions, development finance
institutions.
5. Legal Advisors:
• Role: Provide legal advice and handle contract disputes.
• Examples: Law firms, individual legal practitioners.
• Understanding the procurement methods, execution process,
and the roles of various parties involved is crucial for the
successful completion of civil and building contracts in Uganda.
• Each party plays a specific role, contributing to the overall
efficiency, quality, and success of construction projects.
The Terminologies involved in Budgets and Budget Control.
• Budgeting and budget control involve several key terminologies that are
essential for planning, managing, and controlling financial resources.
• The following are among the important terms:
• Budget Terminologies
1. Budget:
• Definition: A financial plan outlining expected revenues and expenditures
for a specific period.
• Purpose: To guide financial decision-making and resource allocation.
2. Revenue:
• Definition: Income generated from various sources such as sales, services, grants,
and taxes.
• Types: Operating revenue (from core activities) and non-operating revenue (from
other activities).
3. Expenditure:
• Definition: Money spent on goods, services, salaries, and other expenses.
• Types: Capital expenditures (for long-term assets) and operational expenditures
(for daily operations).
4. Surplus:
• Definition: Occurs when revenues exceed expenditures.
• Implication: Indicates efficient financial management and availability
of funds for future use.
5. Deficit:
• Definition: Occurs when expenditures exceed revenues.
• Implication: Indicates the need for borrowing or cutting expenses.
6. Fiscal Year:
• Definition: A one-year period used for accounting and budget
purposes.
• Example: In Uganda, the fiscal year runs from July 1 to June 30.
7. Appropriation:
• Definition: The legal authorization to spend money for specific
purposes.
• Process: Typically approved by a governing body or legislature
8. Forecast:
• Definition: An estimate of future financial outcomes based on
historical data and assumptions.
• Purpose: To anticipate future revenues and expenses for planning.
9. Variance:
• Definition: The difference between budgeted and actual figures.
• Types: Favourable variance (actual is better than budgeted) and
unfavourable variance (actual is worse than budgeted).
10. Contingency Fund:
• Definition: A reserve of money set aside to cover unexpected
expenses.
• Purpose: To provide financial stability and flexibility.
Module 6: An Organization Structure
• An organizational structure defines how activities such as task
allocation, coordination, and supervision are directed toward
achieving the goals of an organization.
• It establishes a framework within which the organization
operates, delineating roles, responsibilities, communication
pathways, and decision-making processes.
• Some of the important aspects of organizational structure are
as follows:
Module 6: An Organization Structure Cont….
Types of Organizational Structures
1.Hierarchical Structure:
• Description: Traditional structure with a clear chain of
command.
• Characteristics: Multiple levels of management; top-down
decision-making.
Example: Government agencies, large corporations.
2. Flat Structure:
• Description: Fewer levels of management with a broad span of control.
• Characteristics: Emphasis on employee autonomy; quicker decision-making.
Example: Startups, small businesses.
3. Matrix Structure:
• Description: Combines functional and project-based structures.
• Characteristics: Employees report to both functional managers and project
managers.
• Example: Engineering firms, consulting companies.
4. Divisional Structure:
• Description: Divides the organization into semi-autonomous units based on
products, services, or geography.
• Characteristics: Each division operates as its own entity with its own resources.
Example: Multinational corporations, conglomerates.
5. Functional Structure:
• Description: Groups employees based on specialized roles or functions.
• Characteristics: High efficiency and specialization within functions.
Example: Manufacturing companies, universities.
6. Team-Based Structure:
• Description: Organized around teams rather than traditional departments.
• Characteristics: Focus on collaboration and flexibility.
Example: Agile software development firms, creative agencies.
7. Network Structure:
• Description: Central organization outsources major business functions to third
parties.
• Characteristics: High flexibility and scalability; reliance on external partnerships.
Example: Technology companies, modern retail businesses.
8. Circular Structure:
• Description: Central executive at the core with radiating circles
of employees.
• Characteristics: Encourages open communication and
decentralized decision-making.
• Example: Certain non-profits and innovative companies.
Next Class: Components of Organizational Structures
Thank You Very Much! Mukazi!!

Module 6: Organizational Structures
An Organization Structure
• An organizational structure defines how activities such as
task allocation, coordination, and supervision are directed
toward achieving the goals of an organization.
• It establishes a framework within which the organization
operates, delineating roles, responsibilities, communication
pathways, and decision-making processes.
Here are key aspects of organizational structure:
Organizational Structures: Types of Organizational
Structures
1. Hierarchical Structure:
• Description: Traditional structure with a clear chain of command.
• Characteristics: Multiple levels of management; top-down decision-making.
Example: Government agencies, large corporations.
2. Flat Structure:
• Description: Fewer levels of management with a broad span of control.
• Characteristics: Emphasis on employee autonomy; quicker decision-making.
Example: Startups, small businesses.
Structures Cont….
3. Matrix Structure:
• Description: Combines functional and project-based structures.
• Characteristics: Employees report to both functional managers and project managers.
Example: Engineering firms, consulting companies.
4. Divisional Structure:
• Description: Divides the organization into semi-autonomous units based on products,
services, or geography.
• Characteristics: Each division operates as its own entity with its own resources.
Example: Multinational corporations, conglomerates.
Structures Cont….
6. Team-Based Structure:
• Description: Organized around teams rather than traditional departments.
• Characteristics: Focus on collaboration and flexibility.
Example: Agile software development firms, creative agencies.
7. Network Structure:
• Description: Central organization outsources major business functions to third parties.
• Characteristics: High flexibility and scalability; reliance on external partnerships.

• Example: Technology companies, modern retail businesses.
Structures Cont….
8. Circular Structure:
o Description: Central executive at the core with radiating
circles of employees.
o Characteristics: Encourages open communication and
decentralized decision-making.
o Example: Certain non-profits and innovative companies.
Organizational Structures: Components of Organizational
Structures
1.Chain of Command:
o Definition: The line of authority within the organization.
o Purpose: Clarifies reporting relationships and decision-making
pathways.
2.Span of Control:
o Definition: The number of subordinates a manager oversees.
o Purpose: Affects managerial workload and the degree of
supervision.
Organizational Structures: Components of Organizational
Structures Cont….
3. Centralization vs. Decentralization:
• Centralization: Decision-making is concentrated at the top levels.
• Decentralization: Decision-making is distributed throughout lower levels.
4. Departmentalization:
• Definition: The way in which an organization groups its activities.
• Types: Functional, product-based, geographical, process-based, customer-based
5. Formalization:
o Definition: The extent to which rules, procedures, and communications are
written and strictly followed.
o Purpose: Ensures consistency and standardization.
Organizational Structures: Benefits of a Well-Defined
Organizational Structure
1.Clarity: Clearly defines roles and responsibilities, reducing
confusion and overlap.
2.Efficiency: Streamlines processes and workflows, improving
productivity.
3.Accountability: Establishes clear lines of accountability,
ensuring tasks are completed and objectives are met.
Organizational Structures: Benefits of a Well-
Defined Organizational Structure Cont….
4. Communication: Facilitates effective communication within
and between departments.
5. Flexibility: Adapts to changes in the environment, market, or
organizational strategy.
6. Scalability: Supports organizational growth by providing a
framework for adding new roles and departments.
Organizational Structures: Challenges of Organizational
Structures
1.Rigidity: A highly hierarchical structure can be inflexible and
slow to adapt.
2.Complexity: A matrix or network structure can lead to
confusion and conflicts in reporting lines.
3.Communication Barriers: Siloed departments can hinder
cross-functional collaboration.
4.Cost: Maintaining a large, structured organization can be
expensive.
Organizational Structures: How Recruiting Project Team
is Organized.
• Organizing the recruitment of a project team involves several steps to ensure that
the right people with the necessary skills and experience are brought on board.
• This process includes defining project requirements, identifying key roles,
sourcing candidates, and managing the selection process.
• Here’s a detailed discussion on how recruiting a project team is organized:
1. Define Project Requirements
Project Scope:
o Understand the scope, objectives, and deliverables of the project.
o Identify the skills and expertise required to achieve project goals.
is Organized Cont…...
Project Timeline:
• Determine the project schedule and milestones.
• Identify the duration for which team members will be needed.
Budget Constraints:
• Establish the budget for recruitment and project team compensation.
• Allocate funds for salaries, benefits, and other recruitment expenses.
2. Identify Key Roles and Responsibilities
Project Manager:
• Responsible for overall project planning, execution, and delivery.
• Coordinates and communicates with stakeholders.
Project Team Members:
• Specialists in various areas such as engineering, design, development, marketing, etc.
• Roles include team leads, functional experts, analysts, and support staff.
Support Roles:
• Administrative staff, financial analysts, and other support functions.
• Ensure smooth project operations and resource management.

3. Develop Job Descriptions and Specifications:
Job Descriptions include:
• Clearly outline the roles, responsibilities, and expectations for each position.
• Include required qualifications, skills, and experience.
Job Specifications include:
• Detail the technical and soft skills needed for each role.
• Specify educational background, certifications, and prior project experience.
4. Sourcing Candidates
• Internal Recruitment:
o Identify potential candidates within the organization.
o Use internal job postings, employee referrals, and talent management systems.
• External Recruitment:
o Advertise job openings on job boards, company website, and social media.
o Engage recruitment agencies and head-hunters.
• Networking:
o Utilize professional networks and industry connections.
o Attend job fairs, conferences, and industry events.
5. Screening and Selection Process
Resume Screening:
• Review resumes and applications to shortlist candidates based on
qualifications.
• Use applicant tracking systems (ATS) for efficient screening.
Initial Interviews:
• Conduct phone or video interviews to assess candidates' suitability.
• Evaluate communication skills, motivation, and cultural fit.
Technical Assessments:
• Administer technical tests or assignments relevant to the project.
• Assess candidates' problem-solving abilities and technical expertise.
Panel Interviews:
• Organize interviews with a panel of project stakeholders.
• Discuss candidates' experiences, skills, and project approach.
Reference Checks:
• Verify candidates' employment history and qualifications.
• Contact previous employers or professional references.
6. Making the Offer
Salary Negotiation:
• Discuss and agree on compensation packages.

• Consider salary, benefits, bonuses, and other incentives.
Offer Letter:
• Send a formal offer letter outlining the terms of employment.

• Include start date, job title, compensation, and other relevant details.
Onboarding Plan:
• Develop an onboarding plan to integrate new team members.

• Provide training, resources, and introductions to the project team.
7. Integration into the Project Team
Orientation:
• Introduce new hires to the project, team members, and organizational
culture.
• Provide an overview of project goals, timelines, and expectations.
Training and Development:
• Offer training sessions to enhance necessary skills and knowledge.
• Provide access to project management tools and software.
Team Building Activities:
• Organize team-building exercises to foster collaboration and
trust.
• Encourage open communication and teamwork.
Performance Monitoring:
• Set performance goals and metrics for new team members.
• Regularly review and provide feedback on their progress.
Organizational Structures: Project Planning and
Implementations Phases
• Project planning and implementation phases are crucial components of project management, ensuring that
projects are completed on time, within budget, and to the required quality standards.
• Here's a detailed discussion of these phases:
.Project Planning Phases
1. Initiation Objective: To define the project at a high level and gain authorization to proceed to the planning
phase.
Important Activities:
• Develop a Project Charter: Outlines project objectives, scope, stakeholders, and initial resource requirements.
• Identify Stakeholders: List all parties involved or affected by the project and their interests.
• Conduct Feasibility Study: Assess the viability of the project from technical, financial, and operational
perspectives.
Implementations Phases Cont….
Deliverables:
• Project Charter
• Initial stakeholder register
2. Planning Objective: To establish a comprehensive project plan that outlines how
the project will be executed, monitored, and controlled.
• Define Scope: Detailed description of project deliverables and boundaries.
• Develop Work Breakdown Structure (WBS): Breakdown of the project into
manageable sections or tasks.
• Create Schedule: Identify tasks, sequence them, and estimate
duration and resources (using tools like Gantt charts).
• Allocate Resources: Determine what resources (people,
equipment, materials) are needed and assign them to tasks.
• Plan Budget: Estimate costs and develop a budget.
• Identify Risks: List potential risks and develop mitigation
strategies.
• Plan Quality: Define quality metrics and procedures.
• Develop Communication Plan: Outline how information will be
shared among stakeholders.
• Plan Procurement: Identify what needs to be purchased or
outsourced.
• Plan for Change Management: Establish how changes to the
project scope will be handled.
• Deliverables:
• Project Management Plan (comprehensive plan including all
subsidiary plans)
• Scope Statement
• WBS and WBS Dictionary
• Project Schedule
• Budget
• Risk Register and Risk Management Plan
• Quality Management Plan
• Communication Plan
• Procurement Plan
• Change Management Plan
Project Implementation Phases
1.Execution Objective: To complete the work defined in the project
management plan to satisfy project specifications.
Key Activities:
• Direct and Manage Project Work: Perform the tasks defined in the
project plan.
• Manage Resources: Ensure that team members and other resources
are allocated and utilized effectively.
• Implement Quality Assurance: Monitor and measure project
activities to meet quality standards.
• Conduct Procurements: Acquire goods and services from
external vendors.
• Manage Stakeholder Engagement: Communicate with
stakeholders to keep them informed and engaged.
Tools and Techniques:
• Project management software (e.g., MS Project, Jira)
• Team collaboration tools (e.g., Slack, Trello)
• Regular status meetings and progress reports
• Deliverables:
• Completed project deliverables
• Performance reports
• Issue and change requests
2. Monitoring and Controlling
• Objective: To track, review, and regulate the progress and performance of the
project and identify any areas where changes are needed.
• Key Activities:
• Monitor and Control Project Work: Track project performance using key
performance indicators (KPIs).
• Perform Integrated Change Control: Review and approve/reject change requests.
• Validate Scope: Ensure that all project deliverables meet the defined
requirements.
• Control Schedule: Monitor project progress and make adjustments as necessary
to stay on track.
• Control Costs: Track project expenditures and manage the budget.
• Manage Quality: Ensure that project deliverables meet quality standards.
• Monitor Risks: Track identified risks and identify new risks; implement risk
response plans.
• Report Performance: Provide stakeholders with performance updates and
forecasts.
Next Class: Tools and Techniques:
Mwebare!
Project Planning and Implementations Phases:Tools
and Techniques.
1.Execution Objective: To complete the work defined in the project
management plan to satisfy project specifications.
• Important Activities Include:
• Direct and Manage Project Work: Perform the tasks defined in the
project plan.
• Manage Resources: Ensure that team members and other resources
are allocated and utilized effectively.
Project Planning and Implementations Phases:Tools and
Techniques Cont….
• Implement Quality Assurance: Monitor and measure project
activities to meet quality standards.
• Conduct Procurements: Acquire goods and services from
external vendors.
• Manage Stakeholder Engagement: Communicate with
stakeholders to keep them informed and engaged.
Techniques.
• Project management software (e.g., MS Project, Jira)
• Team collaboration tools (e.g., Slack, Trello)
• Regular status meetings and progress reports
Deliverables:
• Completed project deliverables
• Performance reports
• Issue and change requests
Techniques.
2. Monitoring and Controlling
Objective: To track, review, and regulate the progress and performance of the
project and identify any areas where changes are needed.
• Monitor and Control Project Work: Track project performance using key
performance indicators (KPIs).
• Perform Integrated Change Control: Review and approve/reject change requests.
• Validate Scope: Ensure that all project deliverables meet the defined
requirements.
Techniques.
• Control Schedule: Monitor project progress and make adjustments as
necessary to stay on track.
• Manage Quality: Ensure that project deliverables meet quality
standards.
• Monitor Risks: Track identified risks and identify new risks; implement
risk response plans.
• Report Performance: Provide stakeholders with performance updates
and forecasts.
Techniques.
• Earned Value Management (EVM)
• Variance analysis
• Trend analysis
• Quality control charts
Deliverables:
• Status reports
• Change logs
• Updated risk register
• Quality control measurements
Techniques.
• Control Schedule: Monitor project progress and make adjustments as
necessary to stay on track.
• Manage Quality: Ensure that project deliverables meet quality
standards.
Project Planning and Implementations Phases:Tools
and Techniques Cont…...
• Monitor Risks: Track identified risks and identify new risks; implement risk
response plans.
• Report Performance: Provide stakeholders with performance updates and
forecasts.
3. Closure
Objective: To finalize all project activities, hand over deliverables, and formally
close the project.
• Obtain Acceptance of Deliverables: Ensure that project deliverables are formally
accepted by the client or stakeholder.
Techniques.
• Conduct Post-Project Review: Evaluate project performance and identify
lessons learned.
• Close Procurements: Ensure that all contractual agreements are completed
and closed.
• Document Lessons Learned: Capture and document what went well and
what could be improved for future projects.
• Release Resources: Reassign project team members and release any other
resources.
• Archive Project Documents: Store all project documents for future
reference.
Techniques.
Deliverables:
• Formal acceptance documentation
• Project closure report
• Lessons learned documentation
• Final project budget and financial records
• Archived project documents
Project Planning and Implementations Phases: Project
Appraisal
• Project appraisal is the process of assessing the viability, feasibility, and
profitability of a project before it is undertaken.
• It involves evaluating different aspects such as financial, technical,
environmental, and social factors.
• Linear programming (LP) is a mathematical technique that can be
applied to project appraisal to optimize decision-making when
resources are limited.
• Here’s an explanation of how project appraisal can be conducted using
linear programming applications:
Important Concepts in Linear Programming
• Mathematical programming is used to find the best or optimal solution to a
problem that requires a decision or set of decisions about how best to use a set
of limited resources to achieve a state goal of objective.
• Steps involved in mathematical programming
• Conversion of stated problem into a mathematical model that abstracts all the
essential elements of the problem.
• Exploration of different solutions of the problem.
• Finding out the most suitable or optimum solution.
• Linear programming requires that all the mathematical functions in the model be
linear function
Important Concepts in Linear Programming
The Linear Programming Model consist of the following:
i. An objective function to be maximized or minimized;
ii. A set of constraints;
iii. Decision variables; and
iv. Linearity among all constraint relationships and the objective
function.
Important Concepts in Linear Programming Cont…..
1.0 Objective Function: Represents the goal of the optimization, such as
maximizing profit or minimizing cost in a Civil Engineering Construction project.
Example:
Z = c1X1 + c2 X2 + c3X3 + ………+ cnXn (1)
2.0 Decision variables: Variables that decision-makers will decide the values of in
order to achieve the best outcome.
Let: X1, X2, X3, ………, Xn (2)
Where Equation (2) is the decision variables.
n = decision variables, Z = Objective function or linear function Requirement:
Maximization of the linear function Z.
3.0 Constraints: Restrictions or limitations on the decision variables, representing
resource limitations, budget constraints, or other requirements.
Project Planning and Implementations Phases: Applying
Linear Programming Technique
• The problem is first identified as being solvable by linear programming;
• The unstructured problem is formulated as a mathematical model; and
• The model must be solved using established mathematical techniques.
Project Planning and Implementations Phases:
Applying Linear Programming Technique: Example 1.0
A certain type of bacteria was utilized in an on-site biodegradation of
petroleum waste under aerobic condition and in the presence of
Phosphorus and Nitrogen in soil.
The required ratio of Nitrogen to Phosphorus must not be less than 4 to
ensure high biodegradation efficiency.
In addition, the total nutrients must not be less than 40 mg/l.
Find the optimum quantities of phosphorus and Nitrogen required to
achieve least cost biodegradation of the oil if the unit cost of
Phosphorus and Nitrogen are 5000.00 and 8000.00 Ugandan shillings
per liter respectively.
Linear Programming Technique Cont….
Solution:
To formulate the above problem as a Linear Programming model, each
component of the model is defined separately and then combining the
components into a single model.
i. Decision Variables:
• We must decide what quantities of Phosphorus and Nitrogen to
introduce into the oil polluted soil.
• Let these quantities be represented as x1 and x2 for Phosphorus and
Nitrogen respectively.
• These are called decision variables.
Applying Linear Programming Technique Cont….
ii. Objective function:
The objective function is to minimize the cost treatment.
The function relating this objective function to the decision variables is
called the objective function (Z).
Linear Programming Technique Cont…
Mathematically, the objective function (Z) is represented by:
Z = 5x1 + 8x2
Model Constraints:
There are two limits imposed on the system as constraints as follows:
i. The ratio of Phosphorus to Nitrogen, and
ii. The minimum total amount of nutrients required.
Applying Linear Programming Technique Cont…
This is given by:
𝑋2
≥ 4,
𝑋1
And
𝑋2 − 4𝑋1 ≥ 0
𝑋1 + 𝑋2 = 40
The complete model can be assembled as:
Minimize (Z) = 5X1 + 8X2
Applying Linear Programming Technique Cont…
Subject to:
-4X1 + X2 ≥ 0 (i)
X1 + X2 ≥ 40 (ii)
X1, X2 ≥ 0 (iii)
The last condition (called non-negativity) is added to ensure that the
final values of X1 and X2 are positive.
Linear Programming Technique; Example 2:
Developing LP Model of a Product Mix Problem.
• The N. Dustrious Company produces two(2) products: I and II.
• The raw material requirements include: space needed for storage,
production rates, and selling prices for these products are given in
Table 1.
Applying Linear Programming Technique; Example 2
Cont…
Table 1.0: Production data for N. Dustrious Company
Description Products
I II
2
1. Storage Space (m /unit) 4 5
2. Raw materials (Kg/unit) 5 3
3. Production rate Units/hour 60 30
4. Selling price Ugandan Shillings/unit 13000 11000
Linear Programming Technique; Example 2 Cont…
• The total amount of raw material available per day for both products is
1575 Kg.
• The total storage space for all products is 1500 m2, and a maximum of
7 hours per day can be used for production.
• All products manufactured are shipped out of the storage area at the
end of the day.
Linear Programming Technique; Example 2 Cont…
• This means the two (2) products must share the total raw materials
storage space and production time.
• The Company may want to determine how many units of each product
to be produced per day in order to maximize its total income.
• The Company has also decided that it wants to maximize its sale
income, which depends on the number of units of products I and II
respectively produced per day.
Developing Linear Programming Model, Example 2 Cont…
The objective is to maximize equation (1.2) which is the
objective function (Z),Top of Form
Z = 13X1 + 11X3 (1.2)
• The maximization is subject to constraints on storage space,

raw materials and production time.
• Each unit of product I require 4 m2 of storage space and each
unit of product II requires 5 m2.
Developing Linear Programming Model Example 2 Cont…
Thus, a total of:
4X1 + 5X2 of storage space is needed each day. And this space must be
less than or equal to the available storage space which is 1500 m2.
4X1 + 5X2 ≤ 1500 (1.3)
Similarly, each unit of product I and II produced requires 5 kg and 3 kg
respectively of raw materials. Hence a total of:
5X1 + 3X2 Kg of raw material is used.
Developing Linear Programming Model; Example 2 Cont…
This must be less than or equal to the total amount of raw materials
available, which is 1575 Kg. Therefore,
5X1 + 3X2 ≤ 1575 (1.4)
Note that product I can be produced at the rate of 60 units per hour.
1
Therefore, it must take one (1.0) minute or of an hour to produce one
60
(1.0) unit.
1
Similarly, it requires of an hour to produce one (1.0) unit of product
30
II.
Hence, a total of:
𝑋1 𝑋2
+ hours are required for the daily production.
60 30
Note also that this quantity must be less than or equal to the total
production time available each day. And
𝑋1 𝑋2
+ ≤7 (1.5)
60 30
Or
X1 + X2 ≤ 420 (1.6)
• Note that the Company cannot produce negative quantity of products.
• Hence, X1 and X2 must each be greater or equal to zero.
The Linear Programming Model for this example can be summarized as:
• Minimize (Z) = 13X1 + 11X2
• Subject to
• 4X1 + 5X2 ≤ 1500
• 5X1 + 3X2 ≤ 1575
• X1 + 2X2 ≤ 420
• X1 ≥ 0
• X2 ≥ 0
NEXT CLASS: Solution To Linear Programming Model
The solution to Linear Programming Model may be determined Using:
1. Simplex Method, and
2. Graphical Method
THANK YOU FOR LISTENING!!!

Linear Programming Solution: Graphical Method
The following are applicable:
• Graphical solution applicable to only two (2) variables;
• Linear inequalities with two (2) variables are called Closed Half Plane;
• The inequality line is called boundary of the half plane;
• The half plane along with its boundary is called a closed plane;
• Feasible solutions: The non-negative solution which satisfies all the
constraints is called feasible region solution of the problem; and
• Feasible Region: This refer to the collection of all feasible solutions of
the problem.
Example 1.0: KOPEK Ltd produces two (2) products; Bournvita (x) and Yourgot (y).
• To produce one unit of Bournvita, two (2) units of material (x) and four (4) units
of material (y) are required.
• To produce one (1) unit of Yourgot, three (3) units of material (x) and two (2)
units of material (y) are required.
• Only sixteen (16) units of material (x) and only sixteen (16) units of material (y)
are available.
• Material (x) costs 2500.00 Ugandan shillings material (y) costs 250.00 Ugandan
shillings per unit respectively.
• (i) Formulate the Linear Programming model and (ii) Solve the model graphically.
Solution: Let x represent the number of units of Bournvita and y the number of
units of Yourgot.
Note that the objective is to minimize the objective function.
Calculation of cost per unit of each Product
Bournvita Yourgot
(Ugandan shillings) (Ugandan shillings)
A Material X 2500.00 x 2 = 5000.00 250.00 x 3 = 7,500.00
B Material Y 250.00 x 4 = 1000.00 250.00 x 2 = 500.00
Total 6000.00 8000.00

• From the computation, the objective function (Z) can be represented by:
Z = 6x + 8y (Neglecting the zero’s)
Subject to
2x +3y ≤ 16 ….(i) (maximum material X constraint)
4x + 2y ≤ 16 ….(ii) (maximum material X constraint)
X, y ≥ 0 (Non-negativity constraint)
• Step 1: Find the vertex of each constraint by treating the constraint of inequality
nature as equality.
• From equ, (i), in limiting form,
16 16
2x +3y = 16, and when x = 0, y = and when y = 0, x = =8
3 2
16
Thus, the vertices are: (0, ) and (8, 0)
3
• Constraint (ii): In limiting form; 4x + 2y ≤ 16 (Equ. ii)
In limiting form: 4x + 2y = 16
16 16
Again, if x = 0, y = = 8 and when y = 0, x = =4
2 4
Thus, the vertices are: (0, 8) and (4, 0)
• Step 2: Plot both coordinates of the first constraint on a normal graph
paper and join the points with a straight line and shade the feasible
region which is always convex to the origin for less than inequality.
Similarly, plot the second coordinates and draw straight line through
them.
Linear Programming Solution: Graphical Method; Plot
Linear Programming Solution: Graphical Method Cont..
• Step 2: Reading the coordinates of the vertices of the common shaded
region and putting the coordinates of each of the vertices in the
objective function.
• Select the vertices which achieve the most optimal solution.
• For minimization, it is the vertices that give the minimum value of the
objective function (Z)
Set No Coordinate of Vertices of Common Z = 6X + 8Y Value
Shaded Feasible Region
1 F 0, 0 6x0+8x0 =0 0
2 A 0 , 16/3 6 x 0 + 8 x 6/3 = 42.67 42.67
3 E 2, 4 6 x2 + 8 x 4 = 44 44.00
4 D 4, 0 6 x 4 + 8 x 0 = 24 24
• Example 2.0: A cottage manufactures Pedestal lamps and wooden shades, each
requiring the use of a grinding/cutting machine and a sprayer.
• It takes 2.0 hours on the grinding/cutting machine and 3.0 hours on the sprayer
to manufacture a pedestal lamp.
• It takes 1.0 hour on the grinding/cutting and 2.0 hours on the sprayer to
manufacture a shade.
• On any day, the sprayer is available for at the most 20.0 hours and the
grinding/cutting machine for at most 12.0 hours.
• The profit from the sale of a lamp is 25000.00 Ugandan shillings and that from a
shade is 15000.00 Ugandan shillings.
• Assuming that the manufacturer can sell all the lamps and shades that he/she
produces, how should he/she schedule his/her daily production in order to
maximize his/her profit?
• Develop a Linear Programming Model and solve it graphically.
• Solution:
• Let the manufacturer produce x pedestal lamps and y wooden shades on
grinding/cutting machine be represented by 2x + y hours and time taken on the
sprayer be represented by 3x + 2y hours.
• Grinding/cutting machine is available for at the most 12 hours.
Therefore,
3x + 2y ≤ 12 (i)
And sprayer is available for at the most 20 hours. Thus,
3x + 2y ≤ 20 (ii)
Now profit on the sale of x pedestal lamps and y wooden shades is given by Z.
Z = 25000.00x + 15000.00y (iii)
Our problem is to find x and y so as to maximize Z = 25000.00x + 15000.00y
• Subject to the following Constraints:
• 3x + 2y ≤ 20 ii
• 2x + y ≤ 12 iii
• x, y ≥ 0 iv
From Equ. ii, 3x + 2y= 20 and when x = 0, y = 10 : (0, 10)
When y = 0, x = 20/3: (20/3, 0)
From Equ. iii, 2x + y= 12 and when x = 0, y = 12 : (0, 12)
When y = 0, x = 20/2 = 6: (6, 0)
Plot the points on normal graph as shown in FigQ2.0
Linear Programming Solution: Graphical Method FigQ2
Linear Programming Solution: Graphical Method Cont…
• From the FigQ2, Note the following points:
• Point (0, 0)
• Point (6,0)
• Point (4, 4)
• Point (0, 10)
• Plug the points in the objective function to see which point gives the optimum
value.
Example 3.0:
• A manufacturing Company makes two types of teaching aids A and B of
mathematics for BCE4103 (4.2).
• Each type A requires 9 labour hours of manufacturing and 1 hour for finishing.
• Each type B requires 12 labour hours for fabricating and 3 labour hours for
finishing.
• For fabricating and finishing, the maximum labour hours available per week are 180
and 30 respectively.
• The Company makes a profit of 80,000.00 Ugandan Shillings on each piece of type
A and 120,000.00 Ugandan Shillings on each piece of type B.
• How many pieces of type A and type B should be manufactured per week to get a
maximum profit?
• Develop the Linear Programming Model and solve it graphically;
• Solution:
• Let x and y be the number of pieces of type A and type B manufactured per
week. If Z be the profit, then the objective function be
• Z = 80,000.00x + 120,000.00y (i)
• Our problem is to find x and y so as to maximize Z = 80,000.00x + 120,000.00y
subject to the following constraints.
9x + 12y ≤ 180 or 3x + 4y ≤ 60 (ii)
x + 3y ≤ 30 (iii)
x, y ≥ 0 (iv)
• Consider Equ. ii, 3x + 4y ≤ 60
Therefore, 3x + 4y= 60
• When, x = 0, y = 60/4 =15 (0, 15)
• When, y = 0, x = 60/3 = 20 (20, 0)
• Again Consider Equ. iii, x + 3y ≤ 30
Therefore, x + 3y= 30
When, x = 0, y = 30/3 = 10 (0, 10)
When, y = 0, x = 30 (30, 0)
Plot the points for solution again.
Linear Programming Solution: FigQ3 Graphical Method
Cont…
• From the vertices of the feasible region, the following points are
deduced.
• Point A: (20, 0)
• Point B: (12, 6)
• Point C: (0, 10)
• Point O: (0, 0) Origin
The points are plugged into the objective function Z for the one that will
give Maximum.
• Optimal Solution: The set No. 1 gives the minimum value of the objective
function (Z), with x =0, and y = 0.
Example 4.0:

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KABALE UNIVERSITY

FACULTY OF ENGINEERING, TECHNOLOGY, APPLIED DESIGN, AND FINE ART

DEPARTMENT OF CIVIL ENGINEERING

The key Components of Project Management include the following:

Importance of Project Management

• Quality: Maintains the standards and specifications required by stakeholders.

• Risk Management: Identifies potential risks early and mitigates them.

Project Manager's Role in the Growth of Project Management

Civil Engineering Projects

1. Buildings (Commercial, Residential and Industrial);

Some Civil Engineering Projects may include:

• Designing and building a new Highway;

• Engineers bring a systematic and analytical approach to project management, ensuring

Influence on Modern Project Management

Gant Charts as Management tools in Project Management

Overview of Gantt Charts

Key Features and Components

1. Tasks and Activities:

Advantages of Gantt Charts

1. Visualization of Project Timeline:

Applications in Project Management

Modern Gantt Chart Tools

• Drag-and-Drop Scheduling: Easily adjust task durations and dependencies.

Critical Path Methods (CPM) as Management tools in Project Management

Overview of Critical Path Method (CPM)

Key Concepts and Components

Steps to Implement CPM

1. Define the Project Scope:

Applications in Project Management

Modern CPM Tools

Program Evaluation and Review Technique (PERT) as Management tools in Project

Key Concepts and Components

Steps to Implement PERT

Applications in Project Management

1. Research and Development Projects:

Modern PERT Tools

Solved numerical Problems in Gant Charts (GC) Method

Task Duration (days) Predecessors

Steps to Create a Gantt Chart

Step 1: List All Tasks and Durations

Step 2: Determine Task Dependencies

Step 3: Draw the Gantt Chart

1. Task A: Start on Day 1, End on Day 3

Here is the Gantt Chart:

• Task A starts immediately and runs from Day 1 to Day 3.

• Planning: Ensuring all tasks are scheduled efficiently.

Solved numerical Problems in Critical Path Method (CPM).

Steps to Solve the CPM Problem

Step 1: List All Tasks and Durations

Step 2: Determine Task Dependencies

Step 3: Construct the Network Diagram

The network diagram is as follows:

1. Task H: LF = Project end time = 17, LS = LF - Duration = 17 - 2 = 15

Step 6: Identify the Critical Path

Summary of Critical Path

Task Optimistic (O) Most Likely (M) Pessimistic (P) Predecessors

Steps to Solve the PERT Problem

TE=O+4M+P6TE = \frac{O + 4M + P}{6}TE=6O+4M+P

2. Determine Task Dependencies: Establish the order of tasks based on their

Step 1: Calculate the Expected Time (TE) for Each Task