Project Planning and Scheduling PDF

Project Planning and Scheduling 1  What is project management? It is the application of: – knowledge – skills – tools & techniques to project activities in order to meet project requirements...

Project Planning and Scheduling 1  What is project management? It is the application of: – knowledge – skills – tools & techniques to project activities in order to meet project requirements 2  What are these requirements? Scope Budget SCHEDULE Quality Resources Risk Safety Sustainability 3 What are the project management processes? Initiation Planning Process Process Controlling Executing Process Process Closing Process 4  Before Establishing the Planning … Some questions need to be answered: What? (this is the first question always) How? Where? When? Who? How many? How much? 5  Planning-Control Feedback ESTABLISH PROJECT OBJECTIVES & SCOPE OF WORK 6 Therefore, Project Planning includes not only Scheduling, but also Organizing the Team, Allocating (& Leveling) Resources, and Estimating the Cost 7  Why is Project Planning important? 1. It explores the objectives of the project more in-depth 2. It reduces uncertainty 3. It improves the efficiency 4. It establishes a baseline for later control 8 WBS Definitions 9  Work Breakdown Structure (WBS) It is a schematic description of the scope of work: – From top to down – Tree diagram (“parent” and “child” nodes) – Hierarchical decomposition of “physical” products, deliverables or work packages The highest level is the project itself; the lowest level comprises the construction activities The lowest level is defined according to the greatest degree of detail required to manage and control the construction process  discrete work elements 10 Work Breakdown Structure (WBS) Example 11 WBS Example: A Small House 12 13 14  WBS related to Scheduling The elements of the WBS are not presented in any chronological sequence However, the WBS will be used to develop the schedule The schedule will show the logical sequence of WHEN the different activities are to be performed If the WBS is prepared in a systematic manner, a lot of information can be compiled: description of work, resources, duration calculations, cost calculations, etc. 15  Two very basic Rules on WBS  100% rule: all the work is considered at every level (ΣAi = Project)  No overlaps at every level (Ai = 0) 16  WBS Degree of Detail Continue to break the work down until the resulting WBS meets the following criteria:  100% rule  No overlapping  Clearly defined outputs and deliverables for the lowest level  Quality can be monitored through completion criteria  The project is broken down to the level at which you want to monitor progress  Each activity is well defined and is short enough… 17  Example: WBS - A Small Bridge Single span vehicular bridge that cross a small creek Deck-girder type of composite steel-concrete Abutments of reinforced concrete What are the first three breakdown levels? 18 19 20  Example: WBS - A Small Bridge Small Bridge WBS Substructure Super-structure Piling Pile Caps Beams Abutment Deck Concrete Forms Rebar Forms Rebar Concrete Anchorages 21 Basic Definitions of Planning and Scheduling 22  Some Basic Definitions Activity: it is a sub-set of the project (at the lowest level of WBS – highest degree of detail) that consumes time Event: it is an occurrence or an outcome which is of significance that does not consume time The start and finish of an activity are events 23  Activity Characteristics They consume time – Definable Start & Finish They consume resources Assignable to a Responsible Person or Company in Charge (Subcontractor or Supplier) Measurable (at least we can say if they are 50% complete or not) 24  What is a Milestone? It is a point in the line-time that does not consume: – Time – Resources 25  When should Milestones be used? They should be used to indicate: Accomplishment of work Important intermediate reference points Target dates imposed by the owner Target dates by the company (contractor) Monthly payments (certificates & invoices) Start and completion of the project 26  Constraints It is something that limits or restricts an activity It is the reason why two activities should be done in a particular order – Without constraints all activities could begin on the first day of construction Constrains can affect one activity, a group of activities or the whole project 27  Types of Constraints Physical: common sense construction logic Resource availability – Certain activities cannot be performed simultaneously because they need the same resources Safety requirements Financial: cash flow and tax issues Environmental restrictions and mitigations Management driven (i.e. prioritization of projects inside the company) Contractual (phasing dictated by the contract) Productivity Regulatory 28  Types of Schedule Bar Chart (Gantt) Network Chart: – Activity on Node (Precedence Diagram) - AoN – Activity on Arrow (Arrow Diagram) - AoA Other: – Linear Scheduling (for linear projects) –… 29 Types of Schedule 30 Types of Schedule 31 Types of Schedule 32  ACTIVITIES TIME ACTIVITY ON ARROW ACTIVITY ON NODE 33 Bar Chart (Gantt Diagram) 34  “Dummy” Activity-On-Arrow Activity Activity (does not consume time) Event Activity-On-Node Activity Event 35