provide extensive information about FM FM PROJECT MANAGEMENT. CLICK HERE TO DOWNLOAD FROM USAPA. Field Manual (FM) , “Project Management, “is intended for use as a training guide and reference text for engineer personnel responsible for planning. FM is intended for use as a training guide and reference text for engineer personnel responsible for planning, scheduling, and controlling construction.
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The manual covers many techniques still in the concept stage. In case of device support issues, try new Snapdeal App.
Estimating is the lifeblood of the CPM time analysis. What improvements must be made? The delegation of author- ity is key to effective organization. A military construction program must be flexible. What are the five types of activities that are kept in mind when developing a finished activities list? Registration Forgot your password? The individual charged with supervision is expected to set up tne site and accomplish the task with the rates of production derived by the estimator.
Directing em- braces the practical problems in getting personnel to work as a prject to accomplish the unit objective. Three charts or dia- grams have been developed which simplify the planning process. The manager must measure and correct activities in or- der to compel events to conform to plans.
In Figure there are eight opera- tions details 1,5 through 6, 8, 9, and 11 re- quiring a total of 18 seconds. The engi- neer in charge of operations at a particular locality must have authority equal to his re- sponsibilities.
Calculate the total linear feet required for each of the three standard lengths and use the least.
Identifying process steps in this man- ner helps the planner determine unneces- sary prlject and physical changes in materi- als. The major reasons for pre- fabricated construction are reduced con- struction time and use of general instead of skilled labor. The following guidelines offer some assis- tance, but should not be regarded as strict rules: Are absen- tees accounted for?
The direc- tive should include a description of the project with plans and specifications. For example, if a unit was directed to have the construction of six concrete slabs 50 percent complete by a cer- tain date, should promect have three slabs com- plete or forms set for all six?
This is a technique that could be used when the manager finds that two sequential activities could actually be done concur- rently. Manage,ent permanency of any structure ,anagement be consis- tent with miliary needs at the time. The situation shown requires the excavation of a rectangu- lar ditch 60 feet long, 3 feet wide, and 4 feet deep.
Are all tools under proper, con- sistent accountability? It represents a period of time equal to the activity duration. Most of this information can be ob- tained from the construction directive pub- lished by the next higher headquarters for the company or battalion actually perform- ing the construction. Approved lor public release; distribution is unlimited. Interfering float is time available to delay an activity without delay- ing the entire project’s estimated completion time, but delaying an activity into interfer- ing float will delay the start of one or more other noncritical activities later in the pro- ject.
Single priority for the whole project, or separate priorities for various portions of the project.
New ports lack all these facilities. This means minimum movement of materi- als, equipment, and personnel, and mini- mum processing time for any individual item. A full-strength battalion with many inadequately trained personnel will re- sult in low construction output.
Project Management (FM ): Department of the Army: : Books
The TM series is published in four volumes, each addressing a separate climatic zone. Compare construc- tion progress with the CPM schedule.
Given written project specifications, a completed activity list, completed activity estimate sheets, a computer, and automated software application, and references, complete a logic diagram per the FM 5.
Later, concrete floors and sidings may be provided, and develop- ment may progress in phases until the facilities are adequate. Systems analysis allows the plan- ner to proect on specific problem areas, to gather more data if necessary, and finally, to make a decision based on analysis rather than on intuition. Appendix E lists equip- ment and tools needed for the various tasks in the construction process.
They may range from single first-aid kits on a small job to ffm complete aid station with trained aid personnel available at all times on a large project. Find the number of standard lengths re- Suired for each of the three alternatives. The finished activity list is broken down as follows: