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PLANNING PLANNING ANDAND
SCHEDULINGSCHEDULING
1Project Planning and Scheduling
Project Planning and Scheduling 2
Pre-Project Planning Effort
PROJECT
SUCCESS
Objectives of P&SObjectives 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 3
• 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 Project Planning ProcessProcess
Create WBS and Create WBS and Assign Responsibility Assign Responsibility
Sequence ActivitiesSequence Activities
Develop the Project Develop the Project ScheduleSchedule
Determine BudgetDetermine Budget
• 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.
9Project Planning and Scheduling
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
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 13
Project Planning and Scheduling 14
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
Baseline Current Status
Schedule Delays?
Resource Overuse?
Cost Overrun?
Estimating
Planning
Monitoring
Control
Project Planning Scheduling and Control System
15Project Planning and Scheduling
PLANNING FUNCTIONSPLANNING FUNCTIONS
Project Planning and Scheduling 16
TeamCommitment
ImplementationPlan
Team Interaction
Project Objectives
Customer Objectives
Management Objectives
Planning Objectives, Process Planning Objectives, Process and Drivers.and Drivers.
GENERAL PROCESS IN PROJECT GENERAL PROCESS IN PROJECT
PLANNINGPLANNING
Overall planning of a project can be grouped in a set of tasks that involves the sequence of the following tasks:
1) Initial coordination
2) Detailed description of tasks
3) Estimation of project cost
4) Scheduling
5) Project status report requirements
6) Planning for project termination
Project Planning and Scheduling 17
Project Planning and Scheduling 18
PROJECT IMPLEMENTATION PLAN : PROJECT IMPLEMENTATION PLAN :
SCHEDULLINGSCHEDULLING
Steps in development of project schedule:
A. Work Breakdown Structure – WBS
B. Determination Precedence Relationship
C. Usage of Scheduling Tools
A.A. Work Breakdown Structure (WBS)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:
ographics oro Indentation lists
Project Planning and Scheduling 19
•WBS breakup according to Work Hierarchy following as:– Objective– Task and– Activity
Project Planning and Scheduling 20
WBS (graphic presentation)WBS (graphic presentation)
PROJEECTOBJECTIVE
1.0OBJECTIVE 1
2.0OBJECTIVE 2
TASK1-1
TASK1-2
TASK2-2
TASK2-3
TASK2-1
ACTIVITY1-1-1
ACTIVITY1-1-2
ACTIVITY1-2-1
ACTIVITY1-2-2
ACTIVITY1-1-3
ACTIVITY2--1-1
ACTIVITY2-1-3
ACTIVITY2-1-2
ACTIVITY2-2-1
ACTIVITY2-2-3
ACTIVITY2-2-2
ACTIVITY2-3-1
ACTIVITY2-3-2
1.0 PROJECT OBJECTIVE
1.1 OBJECTIVE 1
1.1.1 TASK A
1.1.2 TASK B
1.1.3 TASK C
1.2 OBJECTIVE 2
1.2.1 TASK X
1.2.2 TASK Y
Project Planning and Scheduling 21
WBS ( indentation list)WBS ( indentation list)
WORK HEIRARCHY WORK HEIRARCHY
• 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: o Main Sub-assemblieso Main sectionso Main specialisationo Main resource
Project Planning and Scheduling 22
1 - OBJECTIVE
DIVIDING PROJECT OBJECTIVE INTO MAIN OBJECTIVE
OFFICE RENOVATION
DEMOLITION& CLEARING
CONSTRUCTIONPLAN
&SPECIFICASITION
Project Objective
Objective
Project Planning and Scheduling 23
SUB-DIVISION ONE OBJECTIVE INTO TASKS
WORK HEIRARCHY 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.
OFFICERENOVATION
DEMOLITION&
CLEARINGCONSTRUCTION
PLAN &
SPECIFICATION
Project Objective
ObjectIve
DISMANTLEFIXTURES &LIGHTINGs
STRIPPING LINO & FURNITURES
STRIPPINGOLD
WALL PAPERSTask
Project Planning and Scheduling 24
DIVIDE TASK INTO ACTIVITY
WORK HEIRARCHY 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.
OFFICERENOVATION
DEMOLITION &
CLEARINGCONSTRUCTION
PLAN &SPECIFICATION
Project Objective
Objective
DISMANTLEFIXTURES & LIGHTINGS
STRIP-OFF OLD LINO & PLANKS
STRIPPINGWALL PAPER Task
SWITCH-OFFCIRCUIT
BREAKER
STRIP CHANDELIER AT FOYER AREA
STRIP TOPLIGHTINGS
DISMANTLECABINETS
DISPOSEDOLD MATERIALS
DISMANTLECOUNTER
Activity
Product Development Product Development WBSWBS
b.b. PRECEDENCE RELATIONSPRECEDENCE 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.
Project Planning and Scheduling 26
There is four (4) logical categorie that affects activity sequence:
1. Technical requirement
2. Safety and Efficiency
3. Policy and Priority
4. Available/not available of resources (money, equipments, labour etc.)
Project Planning and Scheduling 27
OVERALL PROJECT PLANNINGOVERALL PROJECT PLANNING
PROJECTPLANNING
ACQUISITIONPLAN
IMPLEMENTATIONPLAN
PROGRAMPLAN
OPERATIONAND
MAINTENANCEPLAN
VALIDATIONAND
VERFICATIONPLAN
SOURCESELECTION
PLANDEPLOYMENT
PLAN
DEACTIVASIONPLAN
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