Community. Prepared. Supervised. Gaza,

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1 ISLAMIC UNIVERSITY OF GAZA Community Services and Continuing Education Deanship Community Development Institute Scheduling & Analysis the project of manufacturing seismic boxes by Microsoft Project and Excel Prepared by Motaz J. Alostath Rabah J. Alashqar Supervised by: Eng. Hesham Abu El Qumboz Gaza, Palesne 2017

2 Table of Contents 1) Table of figures ) Introduction... 4 A) Project background... 4 i) Requirements Analysis:... 4 ii) Design and concept:... 4 iii) Plan the project... 4 iv) Materials procurements... 4 v) Boxes production... 4 vi) Boxes assembly... 4 B) Planning concept and software... 4 i) Planning concept... 4 ii) External resources and software ) Project scope statement... 5 A) Define project scope... 5 B) Project assumptions and constraints... 5 i) Quality... 5 ii) Resources... 5 iii) Scope... 5 iv) Time ) Work Breakdown Structure WBS... 6 A) Decomposition... 6 B) WBS ) Project schedule... 7 A) Define project activities... 7 B) Estimate activities duration... 8 C) Schedule activities... 8 i) Sequence activities... 8 ii) Project Original Bar chart... 9 iii) Project Revised Bar Chart ) Resource management plan A) Types of resources B) Quantities of each type of resource Page 1 of 20

3 C) Project organization chart D) Project resource histogram i) Primavera resource histogram ii) Microsoft Excel resource histogram iii) Microsoft Excel revised resource histogram ) Cost estimates A) Determining Project Budget i) Original project budget ii) Revised project budget B) Project cash flow i) Original Cash Flow ii) Revised Cash Flow ) Risk management plan A) Identify risks B) Perform qualitative risk analysis C) Perform quantitative risk analysis D) Plan risk responses E) Monitor and control risks ) Communications plan A) Project Stakeholders B) Communications groups C) Communications Information needs ) Quality plan A) Plan Quality B) Quality Assurance C) Quality Control ) Conclusions and recommendations ) References Page 2 of 20

4 1) Table of figures Figure 1(Scope Decomposing)... 6 Figure 2(Project WBS)... 7 Figure 3(Activity List)... 7 Figure 4(Activity Duration)... 8 Figure 5(Activity Sequence)... 9 Figure 6(Bar Chart)... 9 Figure 7(Revised Bar Chart) Figure 8(Type of Resources) Figure 9(Resources Quantities) Figure 10(Organization Chart) Figure 11(Primavera Resource Histogram) Figure 12(Excel Resource Histogram) Figure 13(Excel Revised Resource Histogram) Figure 14(Project Budget) Figure 15(Revised Project Budget) Figure 16(Project Cash Flow) Figure 17(Project Revised Cash Flow) Figure 18(Qualitative Risk Analysis) Figure 19(Quantitative Risk Analysis) Figure 20(Communications Information) Page 3 of 20

5 2) Introduction A) Project background Our company Flexible Models (FM) awarded a project for the Research and Development unit of the Property Development Department of the Government (PDDG). The project is part of Seismic Zone Residential Construction Improvement Program, and it is to manufacture and deliver boxes, which used on a foundation of buildings. In order to deliver the final product, the project will pass through the following stages: i) Requirements Analysis: Interview the project stakeholders and Product detail analysis to define the project scope of work. ii) Design and concept: Perform the project design and execution method statement in order to plan the project. iii) Plan the project: Develop the project plan; scope statement, WBS, schedule, resources, cost, risks, communication, and quality plans as per the following sections. iv) Materials procurements: As per the project management plan, and the design, the materials procurement should start to provide the materials required to manufacture the boxes. v) Boxes production: As per the materials delivery schedule and the project plan, the manufacture should start to deliver the boxes on time. vi) Boxes assembly: As per the production schedule, and the project management plan, the boxes should be delivered and assembled at the client's site as required. B) Planning concept and software i) Planning concept Project planning concept is as per (Project Management Institute 2008) planning process groups, tools, and techniques. However, the author used his own experience to select the best techniques fits the project situation. ii) External resources and software The author used Microsoft Excel, and Oracle Primavera to perform the required calculations and diagrams embedded in the final project document as figures. Page 4 of 20

6 3) Project scope statement A) Define project scope The project scope is to design, manufacture, deliver, and assembly cardboard or metal sheet boxes, which will be used in the foundation of PDDG program. B) Project assumptions and constraints This section include the assumptions and the constrains, which considered during the project planning and execution as per the following: i) Quality The size must be 300 x 250 x 200 cm with a slot of 10 x 10 x 25 cm. The tolerance on outer dimensions must be +/-2 cm. The tolerance on dimensions of the slot must be 0 to -3 mm in width. In short, the slot cannot be more than 10 x 10 cm. It should be made of cardboard or metal sheet. It should be made of small cubes of dimensions 5 x 5 x 5 cm. It should be smooth in appearance. ii) Resources The following is the Labor rates: Design department: USD 150 per day Cutting department: USD 90 per day Assembly department: USD 150 per day Note: the given effort of resources is total number of resources to complete the task not the daily manpower, The following is the Labor rates: USD 20 per industrial cardboard sheet USD 25 per metal sheet USD 10 per Standard cubes iii) Scope The boxes should be delivered and assembled at the client's site iv) Time The project completion date was revised because of the risk management. See section 8-D. The calendar used on oracle Primavera scheduling tool is standard 5-day work per week except for task number A1150 Shipment/Delivery the calendar used is 7-day work per week. Page 5 of 20

7 4) Work Breakdown Structure WBS A) Decomposition Decomposition is a technique for subdividing the project deliverables into smaller, manageable tasks called work packages (Sanghera 2010, p97). The project scope of work decomposed into work packages and groups as per the following figure-1. Boxes Project Decomposing 1 Requirements Analysis 1.1 Interview client stakeholders 1.2 Product detail analysis 1.3 Refinement of the final draft 2 Design and Concept 2.1 High level design 2.2 Details with operation designs 3 Production 3.1 Set up 3.2 Cutting and parts development 3.3 Sub-assembly Sub-assembly Sub-assembly Assembly integration 4 Material 4.1 Cardboard sheet 4.1 Metal sheets 4.1 Cubes 5 Delivery 5.1 Pre-delivery 5.2 Shipment/Delivery delivery takes 2 weeks by sea. 5.3 Implementation Figure 1(Scope Decomposing) Page 6 of 20

8 B) WBS After decomposing the project into work packages, the WBS is created by Oracle Primavera as per the following figure-2. Figure 2( (Project WBS) 5) Project schedule A) Define project activities After the creation of the WBS, the activities were populated under the related WBS as per the following figure-3 Task Name Requirements Analysis Interview client stakeholders Product detail analysis Refinement of the final draft Design and Concept High level design Details with operation designs Production Set up Cutting and parts development Sub-assembly 1 Sub-assembly 2 Sub-assembly 3 Assembly integration Material Cardboardd sheet Metal sheets Cubes Delivery Pre-delivery Shipment/ /Delivery delivery takes 2 weeks by sea. Implementation Figure 3( (Activity List) Page 7 of 20

9 B) Estimate activities duration In this process, the duration of each activity will be estimated. Since the duration estimate is progressively elaborated (Project Management Institute., 2013), this step could be revisited during the schedule activities, resource management, and risk management to achieve the project deadlines. See figure-4 Task Name Requirements Analysis Interview client stakeholders Product detail analysis Refinement of the final draft Design and Concept High level design Details with operation designs Production Set up Cutting and parts development Sub-assembly 1 Sub-assembly 2 Sub-assembly 3 Assembly integration Material Cardboard sheet Metal sheets Cubes Delivery Pre-delivery Shipment/Delivery delivery takes 2 weeks by sea. Implementation Duration 12 days 4 days 6 days 2 days 8 days 4 days 6 days 16 days 4 days 3 days 6 days 6 days 4 days 3 days 1 day 1 day 1 day 1 day 32 days 2 days 14 days 7 days Figure 4(Activity Duration) Page 8 of 20

10 C) Schedule activities i) Sequence activities The activities is sequenced assigning the predecessor and successor relationships as per figure-5 below. Note: activity Details with operation designs has a start-to-start + 2 days lag relationship with activity High level design as per statement The task 'Details with operation designs' starts with a 50% overlap with 'High level design' Task Name Duration Start Finish Requirements Analysis 12 days Mon Tue Interview client stakeholders 4 days Mon Thu Product detail analysis 6 days Sun Sun Refinement of the final draft 2 days Mon Tue Design and Concept 8 days Wed Sun High level design 4 days Wed Mon Details with operation designs 6 days Sun Sun Production 16 days Mon Mon Set up 4 days Mon Thu Cutting and parts development 3 days Sun Tue Sub-assembly 1 6 days Wed Wed Sub-assembly 2 6 days Wed Wed Sub-assembly 3 4 days Wed Mon Assembly integration 3 days Thu Mon Material 1 day Sun Sun Cardboard sheet 1 day Sun Sun Metal sheets 1 day Sun Sun Cubes 1 day Sun Sun Delivery 32 days Mon Tue Pre-delivery 2 days Mon Tue Shipment/Delivery delivery takes 2 weeks by sea. 14 days Tue Sun Implementation 7 days Mon Tue Figure 5(Activity Sequence) Page 9 of 20

11 ii) Project Original Bar chart After sequencing the activities, Oracle Primavera represents the bar chart which identifying the project critical path by the red bars as per figure-6. Figure 6( (Bar Chart) Page 10 of 20

12 6) Resource management plan A) Types of resources The following figure-8 defines the type of resources associated with each activity Boxes Project Decomposing Task Duration 1 Requirements Analysis Resource Type 1.1 Interview client stakeholders 4 days Design 1.2 Product detail analysis 6 days Design & Assembly 1.3 Refinement of the final draft 2 days Design 2 Design and Concept 2.1 High level design 4 days Design 2.2 Details with operation designs 6 days Design 3 Production 3.1 Set up 4 days Assembly 3.2 Cutting and parts development 3 days Cutting 3.3 Sub-assembly 1 6 days Assembly 3.4 Sub-assembly 2 6 days Assembly 3.5 Sub-assembly 3 4 days Assembly 3.6 Assembly integration 3 days Assembly 4 Material 4.1 Cardboard sheet sheets 4.1 Metal sheets sheets 4.1 Cubes pieces 5 Delivery 5.1 Pre-delivery 2 days 5.2 Shipment/Delivery delivery takes 2 weeks by sea. 14 days 5.3 Implementation 7 days Design & Assembly Page 11 of 20

13 Figure 8( (Type of Resources) B) Quantities of each type of resource After defining the type of resources associated with tasks, quantity of each resource is calculated as per figure-9. Figure 9( (Resources Quantities) Page 12 of 20

14 C) Project organization chart Figure-10 represent the project organization chart as mentioned in the case study Figure 10(Organization Chart) D) Project resource histogram The author populated the Oracle primavera with the activities resources to calculate the required work force per week, and then create the resource histogram using Microsoft Excel for better presentation. i) Primavera resource histogram Figure 11(Primavera Resource Histogram) Page 13 of 20

15 ii) Microsoft Excel resource histogram Figure 12(Excel Resource Histogram) iii) Microsoft Excel revised resource histogram Because of the risk response in section 8-D, the project duration was changed to mitigate the risks. Accordingly, the resource histogram was revised as per figure- 13 Figure 13(Excel Revised Resource Histogram) Page 14 of 20

16 7) Cost estimates A) Determining Project Budget i) Original project budget The author estimated the cost of each activity, and accordingly the project budget using Microsoft Excel. The project budget is 36,960 $ as per figure-14 Figure 14(Project Budget) ii) Revised project budget Because of the risk response plan in section 8-D, Project budget was revised to mitigate the risks associated with the project. The revised budget is 37,815 $ as per figure-15 Figure 15(Revised Project Budget) Page 15 of 20

17 B) Project cash flow i) Original Cash Flow The author populated the Oracle primavera with the budget cost of each activity to calculate the weekly cash flow, and then create the cash flow using Microsoft Excel for better presentation as per figure-16 Figure 16(Project Cash Flow) ii) Revised Cash Flow Because of the risk response plan in section 8-D, Project cash flow was revised to mitigate the risks associated with the project. The revised cash flow is as per figure-17 Figure 17(Project Revised Cash Flow) Page 16 of 20

18 8) Risk management plan A) Identify risks In order to establish the risk management plan, the project team should identify the risks as the first stage (Wysocki 2012, p77). Accordingly, project team and the project manager identified the following risks: Risk Id R1: The Cutting and parts development task id A1060 required a very skilled resource to meet the quality requirements. Risk ID R2: Project materials could be damaged during shipment. Risk ID R3: change in client requirements after the cutting stage. B) Perform qualitative risk analysis Risk R1 has a 0.7 probability and will delays the project by 6 days for every day of delay in this task, which consider highh impact assumed by 0.6. Risk R2 has a 0.3 probability and 0.3 impact on the task cost. Risk R3 has assumed probability of 0.5 and has impact on tasks (Set up, and Cutting and parts development) by 1 The following figure-18 represent the qualitative risk analysis. Figure 18(Qualitative Risk Analysis) Page 17 of 20

19 C) Perform quantitative risk analysis Reference to (Berman 2007) p167 risk assessment, risks above 0.6 high and from 0.4 to 0.6 medium, and below 0.4 low, the qualitative risk analysis ignored the low risks. The impact of the highh and medium risks are calculated as per figure-19 below Figure 19(Quantitative Risk Analysis) From the quantitative risk analysis, the project budget increased by 855$, and the task duration for tasks (Set up, and Cutting and parts development) increased by 2, and 3 days respectively. These changes reflected on the project management plan. D) Plan risk responses Because of the quantitative and qualitative risk analysis, the project completion date, bar chart, resources histogram, budget cost, and cash flow plans were changed and named revised. E) Monitor and control risks Monitoring and controlling of risks is required to evaluate the risk response against planned metrics. This process could result a development on the risk plan and identify new risks during the progress of the project. (Kerzner 2009) p788 Although, risk R2 is low risk, but it should be monitored to avoid its impact. Other Risks R1 and R3 should be monitored carefully because they have a big effect on the project if they occurs. Project team should identify any new risks and keep monitoring the three risks identified. Page 18 of 20

20 9) Communications plan A) Project Stakeholders In addition to the project team identified on the organization chart in section 6-C, other external stakeholders is identified. Joseph Bukhmann, the chief editor of Construction Consortium Journal. B) Communications groups The project consist of three main groups: FM Company group Client Group External stakeholders group. C) Communications Information needs The following figure-20 represent the communication information between the stakeholders on the project. S.N Stakeholder Name Roy Benjamin Michael Gartner Philip Cloony Stakeholder Group FM Company group FM Company group FM Company group Type of information Sequence of Communicat ion Information Delivery Method product design alternate day detailed drawings assembly drawings design drawings Weekly Weekly & Hard Copy & Hard Copy Jim Stanford John Morris Caroline Smith Joseph Bukhmann FM Company group FM Company group FM Company group External stakeholders group 8 Client Group Paul Lee Figure 20(Communications Information) vendor management, market analysis, contracting, and procuring required resources information on the progress project management processes budget Progress, photos, and project status progress of the technical design Progress presentation Weekly Daily Weekly Monthly Weekly report biweekly call Web-based project tracking system Reports, and Memo's one-on-one meetings, and telephone calls & Hard Copy Phone Call Page 19 of 20

21 10) Quality plan A) Plan Quality The boxes manufacture project has a very tight scope constrains with very limited tolerances. Therefore, the boxes quality should meet the quality constrains and tolerances mentioned in section 3-B-i. In addition, a mockup of the boxes to be manufactured in early stage of the project to perform a quality test, experiment the manufacture quality procedures and to avoid risks of bad quality in the production stage. B) Quality Assurance During the manufacture process, and before proceeding with the second stage of the manufacture, the first stage should be checked via inspection request and verified by the QA engineer. This procedure will reduce the probabilities of quality defects and if any defects discovered during the manufacture will be fixed in early stage, rather than waiting the assembly stage to find out that there is a problem in the boxes. C) Quality Control During the manufacture process, the QA engineer should physically check the quality of the product and sign inspection request for each stage of the manufacture. 11) Conclusions and recommendations The boxes manufacture project represent a high value to the FM company reputation since it is part of well-known program, and followed by the Construction Consortium Journal chief editor Joseph Bukhmann. The project quality requirement is very high, and therefore, the quality should be effectively managed. The risks associated with the project increased the project budget and duration. Accordingly, all the project management plan components were revised to accommodate the risk response. Project communication involves different parties. Therefore, the communication information log is effective way of informing the stakeholders the required information, by the time they need to know, and with the preferred communication method. This communication plan will ensure the information flow, and will keep all the project stakeholders updated. The project management plan is a progressively elaborated document. It is expected to be modified, and updated. Each change or update should be reflected on the other elements of the project management plan. Page 20 of 20