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6. Project Planning for project management.pptx
- 1. Level 5 9209 13 - 504 Project Management Sky Star Engineering Training Centre Daw Saw Sandar Oo BE (Civil), ME (Transportation)
- 2. Project management can be addressed on several levels. The owner of the project has some key project management functions such as defining the scope of the project, planning and financing the project, and ensuring the project team understands the project goals. At the site the construction management functions are setting the standard for quality and safety, planning the sequence of construction, controlling progress and expenditures, communicating effectively the owner and architect/engineer, coordinating the work of the subcontractors, managing submittals, managing change orders, submitting periodic pay estimates and closing out the project.
- 4. There are several reasons to use considerable care when planning projects. The purpose of planning is to establish a set of directions in sufficient detail to tell the project team exactly what must be done, when it must be done, their sequence, how long each task should take, and who is responsible for each tasks, what resources to be required to produce the deliverables of the project successfully, and when it resources will be needed. to facilitate later accomplishment.
- 5. The more time you spent planning, the less time you will need to spend on implementation.
- 6. Initial Project Coordination and the Project Charter It is crucial that the projects objective be clearly tied to the overall mission, goals and strategy of the firm. A project chartering workshop ( project launch meeting/ kick off meeting ) is an initial coordinating meeting that serves as a visible symbol of top managements commitment to the project. The project launch meetings success is absolutely dependent on the existence of a well-defined set of objectives.
- 7. The sponsor and other key stakeholders should participate in project launch meeting for the purpose of Establishing the project Agreeing on the top deliverables Discussing resourcing Establishing schedule and budget tolerances Defining the high level risks
- 8. It is useful to review the major risks facing the project during the launch meeting. The outcomes of this meeting should be Technical scope is established Basic area of performance responsibility are accepted by the participants Any tentative delivery dates or budgets set by the parent organization are clearly noted. A risk management group is created.
- 9. The final approved result of this procedure is the project plan/ project character, also known as Master or Baseline plan. The project character is a high level document that helps define the scope of the project and is typically submitted to get project approval to move onto develop a project plan. Once planning phase is complete, it is beneficial to hold a post planning review. The major purpose of the review is to ensure that all necessary elements of a project plan have been properly developed and communicated. Project Charter
- 10. The process of developing charter varies among organizations, but should contain the following elements Purpose Objectives Overview Schedule Resources Stakeholders Risk management plans/ Method statement Evaluation method Project Charter Elements
- 11. Once the project charter is completed and the project approved, a more detailed project plan can be developed. Project Plan
- 12. The WBS is the main tool for managing the project scope. In general, the WBS is an important document and can be tailored for use in a number of different ways. The WBS may also picture a project subdivided into hierarchical units of tasks, subtasks, work packages, etc. ( see attach file ) Key Elements of the Project Plan ( Work Breakdown Structure )
- 13. Project plans are usually constructed by listing the sequence of activities required to carry the project from start to completion, and developing an action plan to complete the activities. Sequencing is a necessary consideration for determining the project schedule and duration. Project Planning in Action
- 14. When planning construction operations, the manager must carefully assess all factors that impact the work. Many of these factors relate to the environment within which the work will be undertaken. An example is the effect of weather on operations. The effect of climate on construction operations is so great that the evaluation of this item alone can be as important as other factors combine. Derivative plans must be developed to support the basic plan.
- 15. Important project aspects that should be addressed are Availability of labor, equipment, and materials Availability of light, power and water Waste Management Bringing the supplies and equipment Obtaining and using natural resources Providing for adequate construction site drainage Etc.
- 16. It is the main technique used by the construction team to maintain control of the works. This section reviews a number of programming complicated methods, Bar charts, Linear Programmes, Line of Balance and Network programmes, Critical Path Method. All these methods map activity as a function of time.
- 17. Bar Chart or Gantt Chart It is the easiest method of planning and programming works and is most commonly used. Activities are listed on the left hand side. The time scale is drawn horizontally and bars drawn on the chart represent the time when work will proceed on each activity.
- 19. Advantages of Bar Chart The bar chart is simple to prepare and interpret. The bar chart is that field personnel can easily understand information. Each item of work or item is shown separately. Modifications to the chart can be carried easily
- 20. Disadvantages of Bar Chart It is difficult to prepare the bar chart for large project. It does not show the detailed sequence of the activities. It does not show which activity are critical to the successful, timely completion of the project. It does not show the interdependency among different activities of the project.
- 21. Critical Path Method ( CPM ) The CPM focuses managements attention on the relationships between the critical activities. It is an activity relationship representation of the project. The evaluation of critical tasks, those that control project duration, allows for the determination of project duration. The CPM overcomes the disadvantages of bar chart and provide an accurate, timely and easily understood picture of the project. One of the most important features of the CPM is the logic diagram.
- 22. The logic diagram graphically portrays the relationships between the project activities. Using the CPM to develop a schedule requires investigation into all identifiable tasks that make up a project. This means that the manager must visualize the project from start to finish, and must estimate time and resource requirements for each task.
- 23. Advantages of Critical Path Method Provides a clear picture of the interrelations between project activities(tasks). Enable the project manager to easily determine what resources are needed to accomplish the project and when these resources should be made available. Generate information about the project so that the manager can make rational and timely decisions of complications develop during the progression of the work. Focuses the project managers attention by identifying the critical tasks.
- 24. Disadvantages of Critical Path Method A CPM is not a substitute for appropriate construction knowledge and planning. The creation of schedules can be the result of a lack of construction knowledge or inexperience, or they can result from premeditated abuse.
- 25. Activity Logic Network Before the diagram can be developed, the project must first be constructed mentally to determine activity relationships. The manager does this by asking the following question for each activity on the activity list 1. Can this activity start the beginning of the project? ( Start activity) 2. Which activities must be finished before this one begins? ( Precedence) 3. Which activities may either start or finish at the same time this one does? ( Concurrence) 4. Which activities cannot begin until this one is finished? ( Succession )
- 26. Precedence Logic Diagram The four precedence relationships are 1. Finish to start ( FS ) 2. Start to start ( SS ) 3. Finish to finish ( FF ) 4. Start to finish ( SF )
- 27. Logic Relationship Diagram Example Sequential logic Activity 20 cannot start until activity 10 is completed. Concurrent logic Activity 5 and 10 can proceed concurrently Multiple Predecessor Logic Activity 20 cannot stat until both activities 5 and 10 are completed Activity 30 and 40 cannot start until both activities 10 and 20 are completed Multiple successor logic Activity 20 must be completed before either 30 or 40 can start, 30 can start only after 10 and 20 are completed, 40 can start immediately after 20 is completed. 10 20 5 10 20 20 5 10 40 10 20 30 40
- 28. Schedule Calculations This provides the manager with a time frame for each activity.
- 29. Forward Pass A forward computational sequence through the logic network will yield this information 1. The earliest time each activity in the network can start and finish. 2. The minimum overall duration of the project. Early Start (ES) Early Finish (EF) Duration Early Finish = Early Start + Duration
- 30. 5 8 8 Calculation of early start, use largest preceding early finish
- 31. Backward Pass The backward pass calculation starts with the last activity in the network. This last activity is assigned a late finish time equal to its early finish time as calculated by the forward ass. Latest Start (LS) Duration Latest Finish (LF) Latest Start = Latest Finish - Duration
- 32. 6 4 4 Calculation of early start, use largest preceding early finish
- 33. Float The time flexibility of activity performance that states the maximum allowable for not delaying a following activity or the project. Total Float Total Float is the amount of time that an activity can be delayed without delaying the projects estimated completion time. Total float activity = Late start activity Early start activity Total float activity = Late finish activity Early finish activity
- 34. Calendar Date Schedule Workdays per week This may be specific in the contract or it can be contractor decision. Holidays that will be observed Again this may be specified in the contract or it can be a contractor decision. Weather days There are a function of specific work activities, the climatic conditions at the project location, and when during the seasons the project begins.
- 37. Draw a network for the project. Determine the critical path. Activity A B C D E F G Precede None A None C A B,D E,F Duration (days) 10 15 10 23 3 12 15
- 38. 0 A 10 8 10 18 0 C 10 0 10 10 10 E 13 42 3 45 10 B 25 18 15 33 10 D 33 10 23 33 33 F 45 33 12 45 45 G 60 45 15 60 Project time = 60 days Critical Path = C-D-F-G
- 39. Failing to Plan is Planning to Fail
- 40. Thank You For Your Time and Interest!