TISHK INTERNATIONAL UNIVERSITY - SULAIMANI

Management and Scheduling.

Question Bank

1. Define Project.

a piece of planned work or activity that is completed over a period of time and intended to achieve a
particular aim

2. What is Project Management?

“the application of knowledge, skills, tools and techniques to project activities to meet project
requirements” known as Project Management

3. In every project we have some constraints, the most important of them known as the

golden triangle. describe them in brief with examples.

➢ The quality of the finished artifact will be partly subjective, but mainly objective when
analyzed against the client brief.
➢ Time is a precious resource that has an economic value. For commercial enterprises
the sooner clients receive their building the greater the financial return. Building designers
and builders are able to minimize the amount of time required to assemble a building,
architects that deliver designs and buildings on time will have a competitive advantage
over those who cannot.
➢ Financial control of individual projects is paramount in the minds of clients, who
demand cost certainty, and is a natural focus of project management.
➢ Although financial control and monitoring is important, decisions should be taken with
due consideration for the building design and the performance of the building over its
entire life cycle.
Short : AI
Quality is a mix of opinions and facts: The final product's quality depends partly on
personal views, but mostly on how well it meets the client's needs.
Time is money: Getting things done quickly is valuable. For businesses, delivering
buildings fast means more profit. Designers and builders who can finish projects on time
have an edge.
Money matters: Clients want to know they won't overspend. Managing costs is a big deal
in project management.
Balance is key: While watching the money is crucial, decisions should also think about the
building's design and how well it'll perform in the long run.
4. Why Large, longer term, high value projects considered as a target of most offices?

• Large, longer term, high value projects are the target of most offices, although given the amount
of competition these are harder to acquire compared with the smaller projects.
Large projects provide stability to the office since they are easier to resource and they provide a
relatively continuous flow of money into the business and work for the staff.
A portfolio of large projects also means fewer projects and hence fewer clients compared with a
portfolio of small projects.

5. The reports issued by the Architects Registration Board (ARB). Their annual report of
2004/5 presented a list of the ten most common complaints it receives from clients. List
complaints.
These complaints are listed below.

1. Excessive delay in the project being completed.

2. Client expectations were raised too high.
3. The client was expected to pay for mistakes/errors made by the architect.
5. Attempted work outside the area of competence.
6. Failure to reply to the client’s letters/emails and/or telephone calls.
7. Failure to deal with post-completion issues.
8. Clients given bad advice.
9. Conflicts of interests.
10. Work delegated to juniors.

The challenge for the business owners is not to impose restrictive managerial and administrative
constraints on creative individuals;rather it is to provide better, more appropriate, management that
both supports the creative process and facilitates the delivery of an excellent service.

6. The conceptual stage of every project provides an opportunity to maximize the project’s
successes since how and why demonstrate your answer with graphs and examples?
➢It is the first the most important stage in the life cycle since the effectiveness of its execution will
influence the ultimate outcome.
➢It provides a basis for the development of a project brief from which the designer can develop a
functional, and economically viable design.
➢The conceptual stage provides an opportunity to maximize the project’s successes since decisions
taken in this stage have the greatest influence over its objectives. Conversely, failure to interpret the
principal’s needs and objectives accurately will commonly lead to an incomplete design with probable
cost and time overruns arising from rework in the construction stage
The development of a project concept is a complex and difficult task. Its execution
consists of providing clear and concise answers to a series of questions such as:
▪ What does the (owner) need and want?
▪ What resources are required?
▪ What resources are available?
▪ What standard of performance is required?
▪ What external factors need to be considered?
▪ Who will make the key decisions?
 Short :The conceptual stage of a project is crucial because it sets the foundation for success. It
allows for accurate interpretation of the client's needs, leading to a functional and economically viable
design. Decisions made in this stage have the most significant impact on the project's objectives.
Failure to interpret client needs accurately can result in incomplete designs, leading to cost and time
overruns during construction. This stage involves answering critical questions about the project's
requirements, resources, performance standards, external factors, and decision-makers.

7. Write briefly about the schematic design phase.

The schematic design phase aims to convert the project’s philosophy and objectives into a design
concept. Activities include understanding functional relationships, materials and technical requirements,
site layout, and environmental considerations. It involves developing sketch designs, analyzing traffic
flow, energy requirements, and regulatory frameworks. This phase is crucial for securing development
approval from local authorities and firming up construction costs.

8. Write briefly about preliminary design.

The preliminary design stage formalizes the design scheme into a coherent concept, with detailed
sketches of architectural, structural, and services components. This phase is essential for appraising
structural systems, prioritizing construction techniques, selecting materials, and verifying performance
requirements. It lays the groundwork for the final design stage.

9. Write briefly about the final design stage.

The final design stage fully develops the design according to the brief and technical regulations. It
aims to achieve full coordination and integration across all design fields and prepares design
documentation for building approval. The outcome includes working drawings, specifications,
schedules of materials, and sometimes a bill of quantities.

10. What is the project/design brief?

The project/design brief is a written document capturing the client’s requirements. It guides the design
team in developing conceptual and detailed designs aligned with the client’s objectives, project
timescale, cost limit, and quality expectations. A good brief includes a mission statement, objectives,
priorities, responsibilities of key actors, project timeframe, and supporting information.

11. What is a Schedule?

A schedule is the placement of a sequence of activities in a time-related logical order.

A schedule is also a dynamic tool that is used to measure, monitor, and control the
progress of a project.
Scheduling is the determination of the timing and sequence of operations in the project and
their assembly to give the overall completion time.
 12. Write briefly on schedule history?

The history of scheduling dates back to ancient times when projects were not typically constrained by
budgets or schedules. However, with the Industrial Revolution, the need for managing time and cost
became more apparent. Henry Gantt, an American engineer, introduced the bar chart (Gantt chart) in
1917, marking a significant milestone in scheduling methods. The critical path method (CPM)
emerged during 1956-1957, pioneered by James E. Kelley and Morgan R. Walker. Concurrently, the
program evaluation review technique (PERT) was developed by the U.S. Navy and Booz Allen
Hamilton. The introduction of personal computers in the 1980s further facilitated scheduling with the
emergence of various PC-based scheduling systems, ranging from low-cost options like Timeline to
high-end software like Primavera.

Short: Scheduling history traces back to ancient times, but formal methods emerged after the Industrial
Revolution. Henry Gantt introduced the Gantt chart in 1917, followed by the critical path method (CPM)
and program evaluation review technique (PERT) in the mid-20th century. PC-based scheduling
systems proliferated in the 1980s, offering both low-cost and high-end options like Timeline and
Primavera.

13. According to Contractor’s perspective, list the benefits of scheduling for the
project?
1. Calculate the project completion date:
2. Calculate the start or end of a specific activity:
3. Coordinate among trades and subcontractors, and expose and adjust conflicts
4. Predict and calculate the cash flow:
5. Improve work efficiency:
6. Serve as an effective project control tool:
7. Evaluate the effect of changes:
8. Prove delay claims:

14. According to owner’s perspective, list the benefits of scheduling for the project?

1. Get an idea on project’s expected finish date:

2. Ensure contractor’s proper planning for timely finish:
3. Predict and calculate the cash flow:
4. Serve as an effective project monitoring tool:
5. Evaluate the effect of changes:
6. Verify delay claims:

15. Count some scheduling techniques.

1. Bar (Gantt) Charts

2. Network Diagram
1. ARROW NETWORKS.

2. NODE NETWORKS.

3. The Critical Path Method (CPM).

4. Precedence Networks.
5. Line of Balance.
6. PERT
7. Matrix Network
 16. What are the bar chart schedule? And why is it most used?

• A bar chart is ‘‘a graphic representation of project activities, shown in a time- scaled bar line
with no links shown between activities’’.
• The bar chart was originally developed by Henry L. Gantt in 1917 and is alternatively called a Gantt
chart.
• It quickly became popular especially in the construction industry because of its ability to graphically
represent a project’s activities on a time scale

17. What are the advantages and disadvantages of a Bar chart?

ADVANTAGES OF BAR CHARTS

1. Simple and ease of preparation.
2. No ‘‘theory’’ or complicated calculations are involved.
3. Bar charts can carry or be loaded with other information.
4. Time scaled, can get an idea on the duration of each activity.

DIS-ADVANTAGES OF BAR CHARTS

1. bar charts is the size and complexity of projects. Bar charts may
not be practical for projects with large numbers of activities.
2. lack of logical representation (relationships): Why did this
activity start on that date? Bar charts do not reveal the answer.

18. Write about the Tripod of Good Scheduling Systems?

The Tripod of Good Scheduling System

1. The Human Factor: A proficient scheduler or scheduling team that understands the concepts,
definitions, and applications or project scheduling

2. The Technology: A good scheduling computer system (software and hardware) along with capable
IT support

3. The Management: A dynamic, responsive, and supportive management that believes in the use of
scheduling as part of the management effort

If anyone of the above three ‘‘legs’’ is missing, the system will fail.

19. Define Critical path?

Critical path: The longest path in a network, from start to finish, including lags and
Constraints.

20. What is Critical activity?

Critical activity: An activity on the critical path. Any delay in the start or finish of a critical activity will
result in a delay in the entire project.
 21. What is the total float?

Total float (TF): The maximum amount of time an activity can be delayed from its early start without
delaying the entire project.

22. Typical project brief would have a structure, it may contain Mission statement ,
objectives , priorities . , responsibilities of all key factors. , timeframe for the
project , supporting information

23. The four main characteristics of all architectural offices creative , regulated by
professional bodies, dependent on one market sector (construction), service providers.

24. At a strategic level the design manager will be working closely with the
business owners to ensure that project and business deliverables are met , while
Operational decisions concern day-to-day problem solving in the workplace the
design manager is tasked with the management of people, technologies,
information and resources.

25. Project Stages are concept ,design , tendering, , pre-construction , construction,

commissioning.

26. The process of design involves three distinct steps, which are schematic design
phase , preliminary design , final design and documentation.

27. The design manager’s competency motivation and leadership , planning and
elevation of work, communication , flexibility , problem solving , ability to deal with
stress.

28. Apart from recognizing human needs in the workplace, the three criteria for
effective design work are control over design ,organizational support , design of the
architectural office/studio.

29. . The outcome of the final design and documentation step is the production of
design documentation in the form of working drawings , specifications, a range of
schedules of materials and finishes, bill of quantities (sometimes).

30. Why the most of engineering firms does not prefer Small, high priority, low
value projects?
Small, high priority, low value projects may help to fill a gap in capacity, but too many will place
an unnecessary load on the office.

31. Discuss briefly about design management models.

1. The traditional model;
This is also called the ‘job running’ model, the ‘whole architect’ model and the ‘generalist’ model.
It relies on the skills of one individual to do the work and administer the project from inception to completion.
2. The sequential model (or process model) :
Relies on the complementary skills of individuals working on specific areas of projects.

32. Quality of service provision will depend, primarily,

Quality of service provision will depend, primarily, on.

1. A clear management structure that is understood by all of the firm’s members The quality of the
working environment is seen to be an important influence on the quality of what is produced.

2. Policy and procedures to enable the delivery of the service promised to the client

3. Control and review of the design process and production information.

4. Control of job documentation via the ‘job quality plan’

5. A training policy for all staff and directors

6. A comprehensive risk management system.

33. The design manager’s responsibility is to control the quality of the information

created and ensure information is shared across projects where appropriate. There are

some fundamental rules to follow. ……. , …… , ….. . , …….. , ………..

34. There are three types of knowledge that a scheduler must have
1. Knowledge of computer software (and perhaps hardware as well).
2. Knowledge of the principles of scheduling and project control (as part of project
management)
3. Knowledge of the specific technical field, such as commercial building, industrial,
transportation, and so forth

2
 35. Draw the Precedence diagram and perform the Computations for the schedule bellow:

36. For the information bellow, draw node diagram, bar chart and determine critical
activities and critical path.

CODE Activity Name Duration Predecessors

Site Cleaning 3

Excavation 2

Foundation 7

Under DPC – Wall 5

Filling 2

Tie Beam 7

Walls 14

Slabs 20

A-
B A FS /-1
C B FS
D C FF /3
E D FS
F D FS
G F SS /5
H G FS

37. For the information bellow, draw node diagram, bar chart and determine critical
activities and critical path, complete the Table.

CODE Activity Name Duration Predecessors Lag ES EF LS LF TF

 A
Topography Survey 7 - -

Soil Investigation 14 A FS 0

Concept Design 10 A FS 0

Detail Design 15 C FS 0

Structural Design 20 C FS +3

BOQ 7 E FS 0

Final Submit 3 F FS 0

B
C
D
E
F
G

3
38. For the information bellow, draw node diagram, bar chart and determine critical
activities and critical path, complete the Table

CODE Duration Predecessors Lag ES EF LS LF TF

A
4 - -

9 - 0

6 A 0

4 A 0
B 2

4 B 0

2 B. C 0
 6 D 0
E 3

3 F. G

B
C
D

E
F
G

Use this template for node [precedence] diagram.

All duration in Day.

ES Duration LS

Activity Name

EF Total Float LF