Project Management. Time and Resources DPLE 157

Transcription

1 Project Management Time and Resources DPLE 157

2 RLI Design Professionals is a Registered Provider with The American Institute of Architects Continuing Education Systems. Credit earned on completion of this program will be reported to CES Records for AIA members. Certificates of Completion for non-aia members are available on request. This program is registered with the AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

3 Copyright Materials This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the presentation without written permission of the speaker is prohibited. RLI Design Professionals

4 Course Description Plan for success! When working on a project, the most important goal is to make sure that the project is successfully completed on time and within the allotted budget. Poor planning in early stages is often the reason why many projects are delayed and cost overruns occur. This presentation is going to outline the process of carefully planning your project for maximum efficiency.

5 Learning Objectives Participants will learn how to: Break down the project into its individual activities Estimate the resources each activity will need, and how long each activity will last Sequence the activities using the various activity relationships Develop a project schedule memorializing the results

6 The 80/20 Rule Vilfredo Pareto

7 Roadmap Define Activities Sequence Activities Develop Schedule Estimate Activity Resources Estimate Activity Durations

8 Learning Objective # 1 Defining Activities

9 Defining Activities Review Work Breakdown Structure For each deliverable, create a list of action items that need to be completed Turn nouns into verbs Use sufficient detail to be able to estimate the amount of time and resources needed for completion

10 Rolling Wave Planning Involves progressive elaboration Tasks in the near future are planned for at a low level of WBS Tasks that are more unclear are planned for at a high level Rolling wave planning is not a default planning method

11 Templates Taken from previous projects that are substantially similar Templates help fast track the defining activities process

12 Expert Judgment Can come from sources such as: key members, operational or functional managers, consultants, or subject matter experts

13 Learning Objective # 2 Estimate Resources & Durations

14 Maximizing Resources Items for Negotiation: Number of design alternatives to be studied Number of submittals Number of meetings Scope of work

15 Estimate Activity Durations Three-Point Estimate: Estimate uncertainty and risk through a standard average based on: Optimistic (O) activity duration estimation based on best case scenario Pessimistic (P) activity duration estimation based on worst case scenario Most likely (M) activity duration estimation based on normal case scenario Formulas: Beta Distribution Formula: (O + 4M + P) / 6 Triangular Distribution Formula: (O + M + P) / 3

16 Estimate Activity Durations Optimistic (hours) Pessimistic (hours) Most Likely (hours) Estimate (hours) Project Management Architectural 933 1, ,000 Civil Structural 933 1, ,000 Mechanical Electrical Total 3,564 4,260 3,774 3,800

17 Estimate Activity Resources Bottom-Up Estimating: Work broken down into more detail Estimate prepared from detailed pieces by project team Estimates may be aggregated Most accurate & takes most time and money

18 Estimate Activity Resources Project Management 30% 75% 100% Total (hrs) Architectural ,000 Civil Structural ,000 Mechanical Electrical Totals 940 1,540 1,320 3,800 Dollars $380,000 * Calculated using in-house rate of $100/hr Contingency Consultants Direct Costs Profit Total Design Fee $38,000 $60,000 $22,000 $50,000 $550,000

19 Define Activity Resources Totals by Phase (Hours) Totals by Phase (Percent Budget as Percentage of Fee Project Management 10.5% Architectural 26.3% Civil 10.5% Structural 26.3% Mechanical 13.2% Electrical 13.2% Total 100% Budget Breakdown per Phase 30% 75% 100% Totals 940 1,540 1,320 3, %

20 Estimate Activity Durations Top-Down Estimating: Using actual cost of previous, similar activity as the basis for estimating the cost of a future activity A type of expert judgment Used for ROM estimation Less accurate, takes less time and money

21 Estimate Activity Resources Previous Cost Estimated Cost Project Management $40,000 $42,800 Architectural $100,000 $107,000 Civil $40,000 $42,800 Structural $100,000 $107,000 Mechanical $50,000 $53,500 Electrical $50,000 $53,500

22 Learning Objectives # 3 & 4 Sequence Activities & Develop Schedule

23 Develop Schedule Objectives: Monitor and control project activities Determine how to best allocate resources to achieve the project goal Assess how time delays will impact the project Figure out where excess resources are available to relocate to other projects Provide a basis to help track project progress

24 List A list of due dates for critical or contractdefined significant activities Prepared chronologically, with earlier dates and milestones listed first Phase 1: Starts January 15, 2015 Ends March 30, 2015 Phase 2: Starts April 15, 2015 Ends September 30, 2015 Commonly used by clients in RFQs Great for small projects Phase 3: Starts October 15, 2015 Ends December 30, 2015

25 15% Due 50% Due 90% Due 100% Due SD Due DD Due CD Due List Schematic Design Design Development < Time > Construction Documents Contract Contract Contract 15% Design 50% Design 90% Design 100% Design < Time > Contract Contract Contract Contract

26 Schematic Design Due List Program Validation Survey Geotechnical Report < Time > Minor Minor Minor Contract

27 Gantt Chart Also known as a bar chart Used in small to medium-sized projects Easy to set up Intuitive to read and understand by clients and team members

28 Schematic Design Due Gantt Chart Program Validation Survey Geotechnical Report Schematic Design < Time > Minor Minor Minor Contract

29 Gantt Chart Program Validation Survey Minor Geotechnical Report Minor < Time > Schematic Design Minor Schematic Design Due Contract

30 Critical Path A process flow diagram superimposed on a timeline Shows the flow of work for which there is no float Shows interdependencies among tasks Used for more complicated projects

31 Activity Relationships FS: Finish to Start SS: Start to Start FF: Finish to Finish SF: Start to Finish A A A A B B B B

32 Critical Path Task No. Task Name Predecessors Time in Weeks Start 2 Program Validation 1 3 Survey 1FS + 2 WKs 4 Geotechnical Report 3SS + 3 WKs 5 Schematic Design 2 6 End 3, 4, 5 Critical Path

33 Calculating Total Float Formula: (F(task) = CP-L(task)) (Critical Path duration length of longest path with the activity on it) Critical Path = Yellow Path; Project duration = 10 Weeks Float on Critical Path activities: 0 Float on Survey and Geotechnical Report: Duration of Critical Path Duration of Longest Path Containing Activities = 10 weeks 8 weeks = 2 weeks

34 Fast Tracking & Crashing Fast Tracking activities are re-planned to be performed in parallel Crashing adding additional resources to the activities to finish them early

35 Manage Time Wisely!

36 This concludes The American Institute of Architects Continuing Education Systems Program Laurel Tenuto, Client Risk Management Coordinator Uche Okoroha, PMP, Senior Risk Management Consultant