PLANNING AND SCHEDULING Project Planning and Scheduling

Pre-Project Planning Effort P R O J E C T S U C C E S S Project Planning and Scheduling

Objectives of P&S Getting things done within the shortest available period of time, minimising cost and risk, complying with the specified requirements and quality. Project Planning and Scheduling

Project Planning Process Establish project objective Define scope Create WBS Assign responsibility Define specific activities Sequence activities Estimate activity resources Estimate activity durations Develop project schedule Estimate activity costs Determine budget Project Planning Process Project management is planning, organizing, coordinating, leading, and controlling resources to accomplish the project objective. The project management process involves planning the work (establishing the plan) and then working the plan (executing that plan). There are many steps in the project planning process, as you can see on this slide. Establish project objective– agreed upon by sponsor and contractor Define scope– includes customer requirements, defines major work tasks, lists deliverables and associated acceptance criteria Create a work breakdown structure, or WBS– a hierarchical decomposition of the project scope into work elements to be executed by the project team and produce the project deliverables Assign responsibility–the person or organization responsible for each work item is identified Define specific activities– develop a list of detailed activities needed to perform each work package and produce any required documents Sequence activities–create a network diagram that shows the necessary sequence and dependent relationships Estimate activity resources–determine the types of resources needed for each activity. These may include people, materials, or equipment that are internal or external to the contractor. Estimate activity durations– time estimates for how long each activity will take to be completed based on the estimate of resources available applied to each activity Develop project schedule– determine the start and finish times for each activity to complete the project by its required completion date Estimate activity costs– use the appropriate labor cost or unit cost rate for each type of resource to determine the cost of each activity Determine budget– aggregate the costs associated with each activity and each work package and add indirect costs and profits to determine the costs of completing the project. Allocate the costs over time to determine the time-phased budget.

Create WBS and Assign Responsibility A work breakdown structure, or WBS, is a hierarchical decomposition of the project scope into work elements to be executed by the project team and produce the project deliverables. You can see a WBS in this slide. Assigning responsibility involves determining who will be the person or organization responsible for each work item in the WBS.

Sequence Activities Sequence Activities The figure on this slide shows a network diagram that reveals the sequence of activities for a project. Sequencing activities involves creating a network diagram that shows the necessary sequence and dependent relationships in a project.

Develop the Project Schedule This table shows the project schedule for a consumer market study project. Developing project schedule involves determining the start and finish times for each activity in order to complete the project by its required completion date.

Determine Budget Determine Budget Here we see a time-phased project budget. Determining the budget involves aggregating all the costs associated with each activity and each work package and adding indirect costs and profits to determine the costs of completing the project. Allocate the costs over time to determine the time-phased project budget.

An iterative process on several level as well as an ongoing one. Planning is a systematic process which determines before hand the task/activities necessary to complete a project. Involves the determination and arrangement of tasks in a logical sequence to accomplish the project objective. Planning is performed in each project cycle phase – to prepare for the subsequent phases. An iterative process on several level as well as an ongoing one. Planning is  plan WHAT, WHEN and WHO to do  outcome from human thinking process  presented/potrayed so that other people can also understand the plan, documented so that it can be referred to from time to time. The planning process is simulating the project. Others involved could visualise the project. Project Planning and Scheduling

P&S Activity at Conceptual Stage Gain total project management team commitment on the P&S program Establish update periods, feedback deadlines, level of detail and distribution list Decide on computer applications to use Identify scope of work Generate a work breakdown structure Introduce first P&S program draft and clearly establish its expectations - Project Planning and Scheduling

P&S Activity at Project Proposal Stage Set up Organizational Breakdown Structure (OBS) Generate Project Code of Accounts Create work packages Develop the first summary schedule and update its periodically according to new information generated by the project proposal progress Resource requirements for the schedule by identifying long lead time materials and equipment Project Planning and Scheduling

P&S Activity at Detailed Design Stage Compare in-house develop against Architect/Engineer’s schedule and revise accordingly Set up a reliable design progress measuring system Revise company's cost and schedule estimates as design progresses to show the detail continuously introduced and its corresponding impact on the plan Keep a vivid interest on project procurement requirements and their impact on the overall job Project Planning and Scheduling

P&S Activity at Implementation Stage Compare in-house developed against awarded contractor schedules and revise accordingly Set up a reliable progress measuring system based on the approved working schedule Update schedule resources allocation to ascertain that it matches the scope of work of the job and definitive cost estimate Establish a project change processing procedure with emphasis on change impact on schedule Institute performance indicators to be utilized and clarify their interpretation Review and revise activities working crew sizes and their qualification requirements Establish early warning systems for cost and schedule slippage Establish a direct line of communication between cost control, scheduling, material & equipment procurement, and on-site supervision and make all of them responsible for the project outcome. Project Planning and Scheduling

Project Planning Scheduling and Control System Information Database Conceptual Planning (Schedule, Resource, and Methods) Cost Estimating Time Resources Budget Work Progress Resource Usage Cost Variance Analysis / Causation / Corrective Actions / Improvement Baseline Current Status Schedule Delays? Resource Overuse? Cost Overrun? Estimating Planning Monitoring Control Project Planning and Scheduling

PLANNING FUNCTIONS Project Planning and Scheduling PLANNING ESTIMATING COST DIRECT Materials Equipment Manpower INDIRECT Overheads Profits RESOURCES SCHEDULING TASKS Activity Start & Finish Dates Sequences of Operation Cost Profile Resource Aggregation Levelling Limited Allocation CONSTRUCTION SITE LAYOUT TECHNOLOGY Methods Organisation Project Planning and Scheduling

Planning Objectives, Process and Drivers. Team Commitment Implementation Plan Interaction Project Objectives Customer Objectives Management Objectives Planning Objectives, Process and Drivers. Project Planning and Scheduling

GENERAL PROCESS IN PROJECT PLANNING Overall planning of a project can be grouped in a set of tasks that involves the sequence of the following tasks: Initial coordination Detailed description of tasks Estimation of project cost Scheduling Project status report requirements Planning for project termination Project Planning and Scheduling

SCHEDULLING PROJECT IMPLEMENTATION PLAN : Steps in development of project schedule: Work Breakdown Structure – WBS Determination Precedence Relationship Usage of Scheduling Tools Project Planning and Scheduling

A. Work Breakdown Structure (WBS) WBS is a diagram/chart that shows each steps in a project. WBS is breaking of tasks into smaller components. Caution so that work breakdown not too small or too large. WBS is presented in the form of: graphics or Indentation lists WBS breakup according to Work Hierarchy following as: Objective Task and Activity Project Planning and Scheduling

WBS (graphic presentation) PROJEECT OBJECTIVE 1.0 OBJECTIVE 1 2.0 OBJECTIVE 2 TASK 1-1 1-2 2-2 2-3 2-1 ACTIVITY 1-1-1 1-1-2 1-2-1 1-2-2 1-1-3 2--1-1 2-1-3 2-1-2 2-2-1 2-2-3 2-2-2 2-3-1 2-3-2 WBS (graphic presentation) Project Planning and Scheduling

WBS ( indentation list) 1.0 PROJECT OBJECTIVE 1.1 OBJECTIVE 1 1.1.1 TASK A 1.1.2 TASK B 1.1.3 TASK C 1.2 OBJECTIVE 2 1.2.1 TASK X 1.2.2 TASK Y WBS ( indentation list) Project Planning and Scheduling

An OBJECTIVE is a combination of TASKS. WORK HEIRARCHY 1 - OBJECTIVE An OBJECTIVE is a combination of TASKS. Several ways to determine the OBJECTIVE – the most common is to divide according to team/functional group. Functional team is a group that specialist in a specific trade. Other methods are according to: Main Sub-assemblies Main sections Main specialisation Main resource OFFICE RENOVATION DIVIDING PROJECT OBJECTIVE INTO MAIN OBJECTIVE Project Objective CONSTRUCTION PLAN & SPECIFICASITION DEMOLITION & CLEARING Objective Project Planning and Scheduling

2 - TASK SUB-DIVISION ONE OBJECTIVE INTO TASKS Project Objective WORK HEIRARCHY 2 - TASK After setting the OBJECTIVE is to break it to TASK. A TASK represent one ‘deliverable’ from many other deliverables leading to the achievement of the objectives. OFFICE RENOVATION DEMOLITION & CLEARING CONSTRUCTION PLAN SPECIFICATION Project Objective ObjectIve DISMANTLE FIXTURES & LIGHTINGs STRIPPING LINO & FURNITURES STRIPPING OLD WALL PAPERS Task SUB-DIVISION ONE OBJECTIVE INTO TASKS Project Planning and Scheduling

DIVIDE TASK INTO ACTIVITY WORK HEIRARCHY 3 - ACTIVITY Then break further into ACTIVITIES. ACTIVITIES are the block work of a PROJECT, which are performed one by during in a specific time. If the pyramid is a PROJECT, the block unit is the ACTIVITY. OFFICE RENOVATION Project Objective DEMOLITION & CLEARING PLAN & SPECIFICATION CONSTRUCTION Objective STRIPPING WALL PAPER DISMANTLE FIXTURES & LIGHTINGS STRIP-OFF OLD LINO & PLANKS Task SWITCH-OFF CIRCUIT BREAKER DISMANTLE CABINETS Activity DIVIDE TASK INTO ACTIVITY STRIP TOP LIGHTINGS DISMANTLE COUNTER STRIP CHANDELIER AT FOYER AREA DISPOSED OLD MATERIALS Project Planning and Scheduling

Product Development WBS

b. PRECEDENCE RELATIONS Completion of WBS does not mean that work can start immediately. Which activity should commence first, which should wait first, which activity should commence concurrently. This is ‘precedence’ relations. Precedence relationship between ACTIVITIES is based where it ties up with the other. There is four (4) logical categorie that affects activity sequence: Technical requirement Safety and Efficiency Policy and Priority Available/not available of resources (money, equipments, labour etc.) Project Planning and Scheduling

OVERALL PROJECT PLANNING ACQUISITION PLAN IMPLEMENTATION PROGRAM OPERATION AND MAINTENANCE VALIDATION VERFICATION SOURCE SELECTION DEPLOYMENT DEACTIVASION OVERALL PROJECT PLANNING Project Planning and Scheduling