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
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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
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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.
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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
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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….
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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….
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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….
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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….
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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….
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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….
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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…
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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)
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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.
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Work break down structure
PURPOSE OF WBS
To estimate resource
requirements for each
project activity and use
this information to create a
project plan.
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Project scheduling techniques
Mathematical Analysis Network Diagrams
PERT
CPM
Bar Charts
Milestone Chart
Gantt Chart
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Mathematical Analysis
• PERT
Program Evaluation and Review Technique
• CPM
Critical Path Method
• Sometimes treated synonymously
• All are models using network diagrams
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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
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Node Formats
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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
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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
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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
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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.
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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.
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PERT Formula
• Combined to estimate a task duration
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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
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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.
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Continue….
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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
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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
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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
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Critical Path Example
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Bar Charts
Milestone Chart
Gantt Chart
Lines of balance (LOB) techniques
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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.
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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..
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Continue….
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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
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Milestone Chart
• Milestone charts are the modification over the
original gantt charts
• Simple Gantt chart
– Either showing just highest summary bars
– Or milestones only
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Continue….
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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.
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Requirements of Lob
Identifiable stages in production to exert managerial control.
Known manufacturing times between stages.
Delivery schedule.
Resources can be varied as required.
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THANK U
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