1. PLANNING AND SCHEDULING
Project Planning and Scheduling

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

3. 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

4. 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.

5. 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.

6. 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.

7. 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.

8. 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.

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. WBS ( indentation list)
1.0 PROJECT OBJECTIVE 1.1 OBJECTIVE TASK A TASK B TASK C 1.2 OBJECTIVE TASK X TASK Y
WBS ( indentation list)
Project Planning and Scheduling

22. 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

23. 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

24. 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

25. Product Development WBS

26. 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

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