SNPIT&RC, UMRAKHGUJARAT‘

TECHNOLOGICAL UNIVERSITY

M.E CONSTRUCTION ENGG.& MANAGEMENT

CONSTRUCTION PROJECT MANAGEMENT (2711401)

PREPARED BY

1.ALPA MAISURIA 140490714011

GUIDED BYProf. HIREN RAHOD

CIVIL ENGG. DEPARTMENTS.N.P.I.T & R.C

1

2

Overview of project planning and scheduling techniques

Content

Overview of project planning

Major steps in project planning

Project planning : Work break down structure

Scheduling Techniques

3

Overview of project planning

Planning is the most difficult process in project management a framework of basic steps in project planning.

A major step in project planning is to plan in outline first and then in more detail.

4

Major Steps in Project Planning

Select project

Identify project scope and objectives

Identify project infrastructure

Analyze project characteristics

Identify project products and activities

Estimate effort for each activity

Identify activity risks.

Allocate resources

Review / Publicize plan

Execute plan

lower level of planning

5

Each step of project planning has different activities

to perform. Following the description of each step

with its activities

Step 0 : Select project

This is called step 0 because in a way of project

planning , it is out side the main project planning

process. Feasibility study suggests us that the

project is worthwhile or not.

Continue….

6

Step 1 : Identify project scope and objectives

The activities in this step ensure that all parties to the

project agree on the objectives and are committed to the

success of the project.

Step 1.1 : Identify objectives and practical measures of the

effectiveness in meeting those objectives .

Step 1.2 : Establish project authority

Step 1.3 : Stakeholders analysis – Identify all stakeholders in the

project and their interest.

Step 1.4 : Modify objectives in the light of stakeholder anaylsis.

Step 1.5 : Establish method of communication

Continue….

7

Step 2 : Identify project infrastructure

Projects are rarely carried out in a vacuum. There is usually some kind of

infrastructure into which the project must fit. Where the project manager are

new to the organization , they must find out the precise nature of this

infrastructure.

 

Step 2.1: Identify relationship between the project and strategic planning

Step 2.2 : Identify installation standards and procedures.

Step 2.3 : Identify project team organization.

Continue….

8

Step 3 : Analyze project characteristics.

The general purpose of this part of planning operation is to ensure that the appropriate

methods are used for the project.

Step 3.1 : Distinguish the project as either objective- product driven

Step 3.2 : Analyze other project characteristics ( including quality –based ones)

Step 3.3 : Identify high level project risks

Step 3.3 : Take into account user requirement concerning implementation.

Step 3.4 : Select development methodology and life cycle approach.

Step 3.5 : Review overall resources estimates

Continue….

9

Step 4 : Identify project products and activities

The more detailed planning of the individual activities now takes place. The longer term

planning is broad and in outline, while the more immediate tasks are planned in some

detail.

Step 4.1: Identify and describes project products ( or deliverables )

Step 4.2 : Document generic product flows

Step 4.3 : Record product instance

Step 4.4 : produce ideal activity network

Step 4.5 : Modify the ideal to take into account need for stages and checkpoints.

Step 5: Estimate effort for each activity.

Step 5.1: Carry out bottom-up estimates

Step 5.2: Revise plan to create controllable activities

Continue….

10

Step 6 : Identify activity risks.

Step 6.1 : Identify and quantify activity based risks

Step 6.2 : Plan risk reduction and contingency measures where

appropriate

Step 6.3 : Adjust overall plans and estimates to take account of the risks

Step 7 : Allocate resources

Step 7.1 : Identify and allocate resources

Step 7.2 : Revise plans and estimates to take into account resource

constraints

 

Step 8 : Review / Publicize plan

Step 8.1 : Review quality aspects of the project plan.

Step 8.2 : Document plans and obtain agreement.

 

 

Continue….

11

Step 9 & 10 : Execute plan / lower level of planning

Once the project is underway, plans will need to be drawn up in greater

detail for each activity as it becomes due. Detailed and lower level of

planning of the the later stages will need to be delayed because more

information will be available nearer the start of the stage.

 

Project planning is an iterative process. As the time approaches for the

particular activities to be carried out they should be re-planned in more

detail.

Continue…

12

Project Planning: Break down structure

Construction project planning is a method

of determining “What” is going to be

done, “How” things are going to be done,

“Who” will be doing activities and “How

much” activities will cost.

In this sense planning does not cover

scheduling, which addresses the “When”,

but once planning is complete scheduling

can be done.

WBS (WHAT)WORK BREAKDOWN

STRUCTURE

OBS (WHO) ORGANISATIONAL

BREAK DOWN STRUCTURE

CBS (HOW MUCH)COST

BREAK DOWN STRUCTURE

SCHEDULING

Specification(HOW)

13

DIVIDING THE PROJECT INTO MANAGEABLE TASKS (WORK BREAKDOWN STRUCTURE)

Project must be divided into manageable tasks and then logically

order them to ensure smooth evolution between tasks.

The definition of tasks and their sequences is referred as the Work

Breakdown Structure (WBS).

WBS is essential in Planning and executing the Project because it

is the foundation for developing the Project Schedules

(PERT / and GANNT chart) for identifying Milestones in the

Scheduling and for managing Costs.

14

Work break down structure

PURPOSE OF WBS

To estimate resource

requirements for each

project activity and use

this information to create a

project plan.

15

Project scheduling techniques

Mathematical Analysis Network Diagrams

PERT

CPM

Bar Charts

Milestone Chart

Gantt Chart

16

Mathematical Analysis

• PERT

Program Evaluation and Review Technique

• CPM

Critical Path Method

• Sometimes treated synonymously

• All are models using network diagrams

17

Network Diagrams

Two classic formats

AOA: Activity on Arrow

AON: Activity on Node

Each task labeled with

Identifier (usually a letter/code)

Duration (in std. unit like days)

• There are other variations of labeling

• There is 1 start & 1 end event

• Time goes from left to right

18

Node Formats

19

Network Diagram

Is a graphical depiction of Project tasks and their inter-relationships.

The distinguishing feature of a Network Diagram is that the ordering of Tasks is shown

by connecting with its predecessor and successor tasks. tasks.

Network Diagramming is a Critical Path Scheduling Technique used for controlling

resources.

CRITICAL PATH SCHEDULING

A scheduling technique whose order and duration of a sequence of task activities directly

affect the Completion Date of a Project

20

Continue…..

You would use a Network Diagram when Project Tasks:-

Are well defined and have clear beginning and end point

Can be worked on independently of other tasks

Are ordered

Serve the purpose of project

21

Continue….

Advantages

Show precedence well

Reveal interdependencies not shown in other techniques Ability to calculate critical

path

Ability to perform “what if” exercises

Disadvantages

Default model assumes resources are unlimited

You need to incorporate this yourself (Resource Dependencies) when determining the “real”

Critical Path

Difficult to follow on large projects

22

PROGRAM EVALUATION REVIEW TECHNIQUE (PERT)

• One of the most difficult and most error prone activities when constructing a

Project Schedule is the determination of the TIME DURATION for each task

within a Work Breakdown Structure (WBS), specially when there is a high degree

of complexity and uncertainty about a task.

• PERT is a technique used to calculate the Expected Time for a tasks.

• PERT is a technique that uses Optimistic time (O), Pessimistic time (P) and

Realistic Time (R) estimates to calculate the EXPECTED TIME (ET) or a

particular task.

23

Continue…

The Optimistic time (a) and Pessimistic time (b) reflects the

minimum and maximum possible periods of time for an activity to

be completed.

The Realistic time (r) or the Most likely time , reflects the Project

manager’s “Best Guess” of the amount of time required for a task

completion.

24

PERT Formula

• Combined to estimate a task duration

25

PERT Formula

• Confidence Interval can be determined• Based on a standard deviation of the expected

time• Using a bell curve (normal distribution)

• For the whole critical path use

26

PERT CHART SYMBOLS

SLACK TIME:-The Slack Time available for any Task is equal to the difference between

the Earliest completion Time (ECT) and the Latest Completion Time (LCT)

SLACK TIME = (LCT – ECT)

CRITICAL PATH:- Is a sequence of Dependent Tasks that have the Largest sum of

Estimated Time (ET). IT is the Path that has no Slack Time built in.

• The Critical Path on PERT chart is shown with thick Dark line.

• To find the Critical Path begin with identifying all

alternative paths that exist from Event 1 to the Final

Event.

27

Continue….

28

Critical Path Method

“The specific set of sequential tasks upon which the

project completion date depends”

– or “the longest full path”

All projects have a Critical Path

Accelerating non-critical tasks do not directly shorten the

schedule

29

Continue….

Advantages

Accounts for uncertainty

Disadvantages

Time and labor intensive

Assumption of unlimited resources is big issue

Lack of functional ownership of estimates

Mostly only used on large, complex project

30

Continue….

The process for determining and optimizing the critical path

Non-CP tasks can start earlier or later w/o impacting completion

date

Note: Critical Path may change to another as you shorten the current

31

Critical Path Example

32

Bar Charts

Milestone Chart

Gantt Chart

Lines of balance (LOB) techniques

33

Gantt chart

A graphical representation of a Project that shows each task as a horizontal bar

whose length is proportional to its time for completion.

In the GANTT Chart Time is displayed on the horizontal axis and the Tasks/

Activities are arranged vertically from top to bottom, in order of their start dates.

A detailed GANTT Chart for a large project might be quite complex and hard to

understand. To simplify the chart Project manager can combine related activities

into one Task.

34

Continue….

A graphical representation of a Project that shows each task as a horizontal bar

whose length s proportional to its time for completion.

GANTT CHART do not show how tasks must be ordered (precedence) but

simply show when a task should begin and should end

GANTT Chart is often more useful to for depicting relatively simple projects or

sub projects of a large project, the activities of a single worker, or for monitoring

the progress of activities compared to scheduled completion dates..

35

Continue….

36

Continue….

Disadvantages

Does not show interdependencies well

Does not uncertainty of a given activity (as does PERT)

Advantages

Easily understood

Easily created and maintained

• Note: Software now shows dependencies among tasks in Gantt charts

• In the “old” days Gantt charts did not show these dependencies, bar

charts typically do not

37

Milestone Chart

• Milestone charts are the modification over the

original gantt charts

• Simple Gantt chart

– Either showing just highest summary bars

– Or milestones only

38

Continue….

39

Line of balance

A conventional network technique applied to

develop and control a single batch.

It was developed as a production planning tool

before PNTs.

It has a much less wide application area.

40

Requirements of Lob

Identifiable stages in production to exert managerial control.

Known manufacturing times between stages.

Delivery schedule.

Resources can be varied as required.

41

THANK U