PROJECT PLANNING AND SCHEDULING

Transcription

1 PROJECT PLANNING AND SCHEDULING AFTAB HAMEED MEMON Office: E6-003A, Makmal Kej. Bangunan Jab. Kej. Bangunan & Peminaan, FKAAS Contact No

2 Introduction to Project Planning and Scheduling

3 Project Temporary endeavor undertaken A sequence of unique, complex and connected activities Has a goal, defined output or deliverable, and scope Has a defined beginning and ending Has a logical sequence of activities that produce the deliverables Mostly one person is responsible, the Project Team Leader Resource-consuming activities

4 Project Phases Definition Setting project goals and objectives Planning Organizing facilities and equipment, personnel and task assignments, and scheduling Execution Beginning actual work on the project Closeout Turning the project over to the end user and phasing out project resources

5 One of most important aspect of project Administrative process by which an appropriate line of action is selected out of alternatives available for a particular work. Devising a workable schem of operations that accomplishes as established objectives when put into action Project Planning

6 If you do not plan for the project, you are planning for failure Plans act as road map of complicated process to manage project 5-P rule Proper Planning Prevents Poor Performance

7 Focus of Planning Determining the future objectives and appropriate means to achieve it Answers the basic questions: What must be done? How it should be done? Who should do it? When it must be done? How much it will cost?

8 The Basic Project Planning Cycle

9 Construction Planning A rational, sequential and appropriate way of directing the construction activities An administrative process which translate the policy into method of achieving the directed goal

10 Work packages The scope of work is broken into components which define work elements or building blocks that need to be accomplished in order to realize the end objective of a project. The sub-elements are often referred to as work packages. Work breakdown structure (WBS) The progressive hierarchical breakdown of the project into smaller pieces to the lowest practical level to which schedule and cost are applied. A Deliverable - Oriented Grouping of Project Elements that Organizes and Defines the Total Scope of the Project. Each Descending Level Represents an Increasingly Detailed Definition of the Project Work (PMBOK Guide)

11 Work Breakdown Structure WBS is a vehicle for identifying deviations, assessing their impact, and making appropriate corrections to the existing plan. Outline of the Work to be Performed Provides a Framework for Defining the Work on the Project Assists in determining the amount or level of planning needed Provides a Framework for Planning It helps ensure that all project work is included in the plan It promotes accurate estimation and objective measurement It is the basis for measuring schedule progress against plan It is the basis for measuring cost progress against your plan It is the basis for reporting status to management

12 Why break up? Improve work management Understand resource and time constraints Set milestones for progress See alternative sequencing of components of work

13 Developing WBS Work packages should be defined in a way to assist the manager in determining the time and cost status of the project. Guidelines in establishing WBS 1. Work packages must be clearly distinguishable from one another. 2. Each work package must have unique starting and ending dates. 3. Each work package should have its own unique budget. 4. Work packages should be small enough to allow measurement of work progress.

14 Developing WBS Important Aspects to Consider in Developing WBS 1. Methods used to place work 2. Skills needed for the work 3. Craft workers involved 4. Critical Resources (e.g., cranes, crews, etc.) Four Categories to Make a Package Unique 1. Location or Area within the Project 2. Material Type 3. Method of Placement 4. Organizational Resources Required

15 WBS EXAMPLE

16 WBS EXAMPLE 1. Project Organization 1.1 Types of Organization Structure 1.2 Project Roles and Responsibility 1.3 Leadership and Motivation in Construction Management 2. Project Planning and Scheduling 2.1 Introduction 2.2 Concept tools of planning Bar Chart Critical Path Method Activity of Arrow (AOA) Method Activity on Node (AON) Method Line of Balance 3. Introduction to Computer Software 3.1 Microsoft Project 3.2 Primavera Project Planner

17 WBS EXAMPLE

18 WBS EXAMPLE

19 WBS EXAMPLE

20 WBS EXAMPLE

21 Project Scheduling It is a process for setting various operations of a construction projects in sequential order Project Scheduling addresses issues in time planning/management It is graphical representation of work package Process for setting activities in sequential order by fixing start & completion date in such manner that whole project should be done in orderly and systematic way It helps to understand project objectives & eliminate any uncertainties It provides a basis for monitoring and controlling the work

22 Advantages of Planning and Scheduling Alternative methods of construction can be examined at the planning stage so that a most economical method can be identified and chosen. At the time of starting each activity is known, there fore prior and adequate arrangement for provision of resources of construction, such as type and quantity of material, man, machines and finance (money) required at each stage of construction, can be made. Scheduling also indicates the quantities of work and duration of various operations for which plant or equipment cab be arranged in due time to avoid un necessary expenditure for keeping the plant idle for dates an which it will not be required.

23 Advantages of Planning and Scheduling It will help in arranging labour both skilled and un skilled regarding the quality and period for which they required. The total time for the completion of project can be known. With the help of actual progress charts it is known that whether the work is lagging behind or not. If the progress is slow it can be made fast by speeding up the activities. Resource illustration is optimised and available resources can be directed towards various activities with advantages.

24 Advantages of Planning and Scheduling Any changes or modification made in original plans due to detection of errors in productivity, delay due to weather conditions and geological conditions can be properly evaluated and programme can be suitable amended. Knowing the inter relation ship of various activities and relative importance of each activity at any stage of construction will help in fixing their priorities properly. The ultimate advantages of scheduling is the execution of construction work in efficient manner without wastage of the inputs. This will result in gaining maximum possible construction economy.

25 Importance of Project Scheduling To give confidence to the client. To eliminate any uncertainties. To improve the efficiency of the operation through efficient use of resources and cost control. To better understand of the project objectives. To provide a basis for monitoring and controlling of the work.

26 Classification of Project Scheduling Time schedule Project cost or financial schedule. Resource schedule Material schedule. Labour schedule. Equipment schedule.

27 Project Scheduling Techniques By charts Gantt chart or bar chart. Linked bar chart/ Modified Bar Chart By net work Techniques. A-O-A (Activity on arrow) C.P.M (Critical path method) P.E.R.T (Programme evaluation Review Techniques) A-O-N (Activity on mode) P.D.M (Precedence Diagramming method) L.B.S (Line of balance system).

28 Scheduling with Bar Charts

29 Gantt Chart or Bar Chart Bar Chart was developed by Henry Gantt in 1917 It is a graphical representation of work activities Acts as planning-scheduling model and reporting-control model The length of bar represents duration of activity

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31 Advantages Gantt Chart or Bar Chart Ability to clearly and quickly present the states of project. To convey often to upper management, the over all status of a project. No extensive training is required to learn hw to extract in formation from them. The period required for execution of each activity or operation can be observed. Up date progress of each activity. Resource aggregation. Lagging of activities can be noticed to manage work.

32 Bar Chart for Concrete Gravity-Arch Dam No. Description Month 1 Mobilization 2 Foundation Excavation 3 Diversion Stage 4 Foundation Grouting 5 Dam Concrete 6 Install Outlet Gates 7 Install Trash Racks 8 Prestress 9 Radial Gates 10 Spillway Bridge 11 Curtain Grout 12 Dismantle Plant, Clean Up Actual progress Original Schedule

33 Limitation Gantt Chart or Bar Chart Complicated inter- dependencies of various item of work can not be depicted The critical activities can not be shown by bar charts. Bars on chart do not show the actual progress because these only represent the time elapsed in a particular activity. Hence it is not possible to detect till the allotted is over and work remains in complete as the rate of progress is not shown separately. It is very difficult to find out the alternative courses of action they might be taken and effect of each on project completion is exercised in case of variation of the construction programme from the planned programme. The length and position can not be adjusted.

34 Scheduling Logic P2 P4 P6 H1 S1 H2 S2 H3 P1 P3 P5

35 Bar Chart Example 1 A project consist of six activities that should be done in a period of time. Try to create a bar chart to ease the project planning and scheduling. Activity A : 1 week, starting from 1 Oct 2010 Activity B : 2 week, starting from 5 Oct 2010 Activity C : 3 week, starting from 15 Oct 2010 Activity D : 2 week, starting from 25 Oct 2010 Activity E : 2 week, starting from 29 Oct 2010 Activity F : 1 week, starting from 5 Nov 2010

36 Bar Chart STEP 1: Identify start date & finish date for all activities Activity A: 1 week, starting from 1 Oct 2005 B: 2 week, starting from 5 Oct 2005 C: 3 week, starting from 15 Oct 2005 D: 2 week, starting from 25 Oct 2005 E: 2 week, starting from 29 Oct 2005 F: 1 week, starting from 5 Nov 2005 (1/10/10-8/10/10) (5/10/10-19/10/10) (15/10/10-5/11/10) (25/10/10-8/11/10) (29/10/10-12/11/10) (5/11/10-12/11/10)

37 Bar Chart STEP 2: Draw outline of Bar Chart 1/10 8/10 15/1 0 22/1 0 29/1 0 5/11 Bar Chart for Example 1 No Activity Duration Week A 1 1/1 0 8/10 15/10 22/10 29/10 5/11 12/11 2 B 2 3 C 3 4 D 2 5 E 2 6 F 1

38 Bar Chart STEP 3: Insert activity bars Bar Chart for Example 1 A:(1/10/10-8/10/10) B:(5/10/10-19/10/10) C:(15/10/10-5/11/10) D:(25/10/10-8/11/10) E:(29/10/10-12/11/10) F:(5/11/10-12/11/10) 1/10 8/10 15/1 0 22/1 0 29/1 0 5/11 Week No Activity Duration 1 A 1 1/ /10 15/10 22/10 29/10 5/11 12/11 2 B 2 3 C 3 4 D 2 5 E 2 ` 6 F 1

39 Modified Bar Chart Example 2 Data of a project consist of five activities with their duration and also amount of human resource needed for this project. Create a modified bar chart according to the data below. No Activity Duration Starting Human resources Successor (week) date (people) 1 G 1 01 October H, I 2 H 2 08 October J 3 I 3 10 October K 4 J 2 22 October K 5 K 1 05 November

40 Modified Bar Chart Step 1: Identify start & finish date for all activities No activity duration starting human resources Successor (week) date (people) 1 G 1 01 October H, I 2 H 2 08 October J 3 I 3 10 October K 4 J 2 22 October K 5 K 1 05 November G:(1/10/10-8/10/10) H:(8/10/10-22/10/10) I:(10/10/10-31/10/10) J:(22/10/10-5/11/10) K:(5/11/10-12/11/10)

41 Modified Bar Chart Step 2: Draw outline of Bar Char Table 6.3 Modified Bar Chart for Example 2 No Activity Duration Human Resources Week (week) (people) G 1 5 1/10 8/10 15/10 22/10 29/10 5/11 12/11 2 H I J K 1 3

42 Step 3: Insert activity bars Modified Bar Chart Modified Bar Chart for Example 2 No Activity Duration Human Resources Week (week) (people) G H I J K 1 3 1/10 8/10 15/10 22/10 29/10 5/11 12/11

43 Modified Bar Chart Step 4: Insert the relationship of all activities Modified Bar Chart for Example 2 No Activity Duration Human Resources Week (week) (people) G H I J K 1 3 1/10 8/10 15/10 22/10 29/10 5/11 12/11

44 Modified Bar Chart Step 5: Calculate human resources for each week Modified Bar Chart for Example 2 No Activity Duration Human Resources Week (week) (people) G 1 5 1/10 8/10 15/10 22/10 29/10 5/11 12/ H I J K 1 3

45 Modified Bar Chart Step 5: Calculate human resources for each week Modified Bar Chart for Example 2 No Activity Duration Human Resources Week (week) (people) G H 2 8 1/10 8/10 15/10 22/10 29/10 5/11 12/ I J K 1 3

46 Modified Bar Chart Step 5: Calculate human resources for each week Modified Bar Chart for Example 2 No Activity Duration Human Resources Week (week) (people) G H I /10 8/10 15/10 22/10 29/10 5/11 12/ J K 1 3

47 Modified Bar Chart Step 5: Calculate human resources for each week Modified Bar Chart for Example 2 No Activity Duration Human Resources Week (week) (people) G H I J K 1 3 1/10 8/10 15/10 22/10 29/10 5/11 12/

48 Modified Bar Chart Step 6: Calculate total amount of human resources for each week Modified Bar Chart for Example 2 No Activity Duration Human Resources Week (week) (people) G H I J K 1 3 1/1 0 8/10 15/10 22/10 29/10 5/11 12/11 TOTAL HUMAN RESOURCES

49 Resources (People) Modified Bar Chart Step 7: Draw resource aggregation (histogram) Modified Bar Chart for Example 2 No Activity Duration Human Resources Week (week) (people) G H I J K 1 3 1/10 8/10 15/10 22/10 29/10 5/11 12/ TOTAL HUMAN RESOURCES Duration (week)

50 Cumulative progress (%) Progress Curves Combination between S-Curves and Bar Charts No. Description Month 1 Mobilization 2 Foundation Excavation 3 Diversion Stage 4 Foundation Grouting 5 Dam Concrete 6 Install Outlet Gates 7 Install Trash Racks 8 Prestress 9 Radial Gates 10 Spillway Bridge 11 Curtain Grout 12 Dismantle Plant, Clean Up Actual progress Original Schedule 100 0

51 Step by step to make s-curve 1. Calculate cost for each activity 2. Calculate total cost for all activity 3. Calculate the progress ratio between cost for each activity and total cost 4. Divide those progress ratio equally for each activity according to its duration 5. Add the progress ratio which already divided for each unit of time 6. Calculate the cumulative progress ratio 7. Draw S-Curve as a relationship between cumulative progress ratio and duration of a project

52 Progress Curves Example 3 As a bar chart is created in Example 1, try to draw a progress curve or S-Curve of the project with additional data as follow : No Activity Duration Cost (week) (RM) 1 A B C D E F

53 Progress Curves Step 1 & 2: Calculate cost and total cost for activities As a bar chart is created in Example 1, try to draw a progress or S-Curve of the project with additional data as follow : No Activity Duration Cost (week) (RM) 1 A B C D E F Total 20000

54 Progress Curves Step 3: Calculate the ratio between cost for each activity and total cost No Activity Duration Cost Progress ratio (week) (RM) (%) 1 A B C D E F Total

55 Cumulative progress (%) Progress Curves Step 4: Divide those progress ratio equally for each activity according to its duration Progress or S-Curve for Example 3 No Activity Duration Progress Week ratio (week) (%) 1 A B C D E /10 8/10 15/10 22/10 29/10 5/ F 1 10 Work progress ratio (%) Cumulative wok progress ratio (%)

56 Cumulative progress (%) Progress Curves Step 4: Divide those progress ratio equally for each activity according to its duration Progress or S-Curve for Example 3 No Activity Duration Progress Week ratio (week) (%) 1 A B C D E F /10 8/10 15/10 22/10 29/10 5/11 Work progress ratio (%) Cumulative wok progress ratio (%)

57 Cumulative progress (%) Progress Curves Step 5 & 6: Add the progress ratio and calculate the cumulative progress ratio Progress or S-Curve for Example 3 No Activity Duration Progress Week ratio (week) (%) 1 A B C D E F /10 8/10 15/10 22/10 29/10 5/11 Work progress ratio (%) Cumulative wok progress ratio (%)

58 Cumulative progress (%) Progress Curves Step 7: Draw the S - Curve Progress or S-Curve for Example 3 No Activity Duration Progress Week ratio (week) (%) 1 A B C D E F /10 8/10 15/10 22/10 29/10 5/11 Work progress ratio (%) Cumulative wok progress ratio (%)