FLOW OF PRE5ENTATION

Introduction
Need for Project Planning!
Project Management - What is it?
Work Breakdown Structure (WBS)
Key Components of a Project
Resource Planning & Productivity
Scheduling Philosophy
A Sample Project Schedule - Review
Tracking Progress - ~S Curves
Sample S-Curves
Points to Ponder
Key for SUCCESS
INTRODUCTION
Planning is the Iirst and Ioremost step to be
Iollowed beIore starting any work. ~A plan
typically forms the roadway for the entire
project with critical milestones established
at various stages of the project"
n unplanned work is nothing but a "sure
trouble" and always leads only to disaster.
ood/Realistic Plan is the one which not
only ensures the timely availability oI
resources (i.e., Labor, Material and Plant &
Machinery) but also the ~Capacity
Utilization" oI the same.
"Scheduling" is the process oI
representation oI a plan in visual Iorm. In
layman`s term, it`s nothing but "Presenting
Plan in Paper"
What happens if a project is not planned ?
"Baseline Project Schedule" and "Cost Spending
Plan" against which the project`s progress is
monitored cannot be established.
Too many surprises till the end oI Project.
Invites risk at all levels.
ssessment oI "Where we stand as on date"
scenario & Iorecast oI the likely outcomes in the
Iuture are not possible.
Project monitoring becomes a terrible hassle.
Project team becomes totally directionless and
highly demoralized.
Cash Ilow prediction Ior the project is impossible
ultimately posing huge threat to the company`s
Iinancial health.
On the whole, everyone is clueless about the
project and certainly unhappy with the
perIormance.
NEED FOR PROJECT PLANNING
PROJECT MANAGEMENT - WHAT I5 IT?
What is a Project ? It`s a job with set oI pre-
deIined scope oI work, to be completed within the
stipulated time and estimated cost & with no
compromise made on "uality and Safety standards
Managing a portion oI work, say "a particular
building work in the whole of project" is not Project
Management. It`s mere Construction Management
Project Management reIers to the Iollowing:
Thorough understanding oI the entire project
including interIace (iI any).
Periodical progress measurement with prime
emphasis on both ~MONEY & ~TIME
nalyzing/ssessing the need oI appropriate
resources (LMP&M) Ior the project.
IdentiIication, Evaluation and Mitigation oI
"Project Risks & their impacts" at various
phases oI the project.
WORK BREAKDOWN 5TRUCTURE (WB5)
Project
Civil
Works
Mech
Works
Electrical
Works
Finishing
works
Earthwork Rebar
Concreting Formwork
Alignment
&
Template
fixing
Equipment
Erection
Earthing,
Cabling,
Ducting,
wiring, etc
Plastering
&
Painting
WBS is more like an "Organogram" that
breaks the entire project into various
activities and sub-activities under
respective categories/levels.
What is the need Ior WBS ?
There is always a tendency to "over
look" several critical issues in a
project, while not digging deeper.
Better clarity on the scope oI work.
IdentiIication oI pitfalls at the early
stage.
Easier to monitor projects and track
status at any point oI time.
KEY COMPONENT5 OF A PROJECT
Resource
Resource can be classiIied into three types. abor,
Material and Equipments
llocation oI resources play a vital role in ensuring
smooth progress oI projects.
In case oI inadequate supply or non-availability oI
resources, the project suIIers BIG TIME!
Time
Time is the essence oI any project. In Iact, we can say
"1ime is Money"
When, either resources or Ironts (Engineering & Work)
are not made available on time, the perIormance is
adversely aIIected and the project schedule slips
"uality
"uality can be achieved only when appropriate resources
are engaged in a project on time.
Mere delaying oI work puts unnecessary pressure on the
project team, eventually Iorcing them to compromise on
certain quality aspects in the job.
Hence, it can rightly be said that Resource, 1ime and "uality
are mutually dependent components oI a project.
R
T
"
RLSOURCL ILANNINC & IRODUCTIVITY
Resource Planning is nothing but identiIying appropriate resources
(L+M+P) required Ior activities in a project well in advance.
Productivity is ratio oI output produced to the input given.
Once we have a pool of resources and their productivity in hand, we
can optimize and Iix the duration oI activities.
Let`s take a look at the Iollowing example to better understand this
concept
Activity duration (D) Total "uantity
Crew Size x Output produced/ Crew/day]
Where, Crew Size No. oI labor crews (Say, 2 crews)
Output Produced/crew/day Total units produced by a crew/day
(Say, 10 units)
Total "uantity Scope quantity Ior an activity (Say, 50 units)
Activity duration (D) 50/2 x 10] 25 days ~ 3 days
SCHLDULINC IHILOSOIHY
A(Dur) B(Dur)
ES EF
LS LF
ES EF
LS LF
Start to Start:
0
d=5
SS 3
5 3
d=7
10
10
3 0 5
A(Dur) B(Dur)
ES EF
LS LF
ES EF
LS LF
Finish to Finish:
0
d=5
FF 3
5 1
d=7
8
8
1 0 5
Since the start date
is not constrained,
ES can also be
~Start of Project
A(Dur) B(Dur)
ES EF
LS LF
ES EF
LS LF
Finish to Start:
0
d=5
FS 0
5 5
d=7
12
12
5 0 5
Start to Finish:
A(Dur) B(Dur)
ES EF
LS LF
ES EF
LS LF
FS 0
SF relationship in
Construction Projects mostly
lead to inconsistent
relationships Hence, it`s better
to avoid its usage
Activity Name
(Duration)
ES EF
LS LF
TotaI FIoat: The number of days by which an activity can be deIayed without
deIaying the end date of the project.
Free FIoat: The number of days by which an activity can be deIayed without
deIaying the start of the succeeding activity(s).
TotaI FIoat = LS of Same Activity - ES of Same Activity
Free FIoat = ES of Succeeding Activity - (EF of Preceeding Activity + Lag)
CriticaI Activity: The activity with TotaI FIoat = 0; Free FIoat = 0
CriticaI Path: The path aIong criticaI activities with Iongest duration
A SAMILL IRO}LCT SCHLDULL - RLVILW
Task:
1) Draw the Activity network Diagram & Calculate Early Start, Early Finish, Late Start,
Late Finish dates
2) Find Free Float and Total Float
Activity Name Duration Predecessor Lag
A 15d Start -
B 17d A SS3
C 20d B FF3
D 25d B & C FS15 & SS10
E 35d C & D SS7 & FF3
F 8d C & E FS25 & SS15
G 15d F SS9
H 26d G SS2
I 15d H SS2
1 10d I SS7
A(15) B(17) C(20)
D(25) E(35)
F(8) G(15) H(26) I(15)
1(10)
FS 15
SS 3
FF 3
FS 25
FF 3
SS 15 SS 7
SS 10
SS 9 SS 2
SS 2
SS 7
0 15
0 15
3 20
3 20
23
23
3
3
35 60
40 65
63
33 68
48 56
48 56
57 72
57 72
59 85
59 85
61 76
68 83
68 78
75 85
ES of D:
1) EF(B)+FS 15 20+15 35
(or)
2) ES(C)+SS 10 3+10 13
Hence, Max of above two values shall be considered
In case of SS 7:
ES(E) ES(C)+SS 7 3+7 10
EF(E) ES(E)+Duration of E 10+35 45
Hence, ES 10 & EF 45
In case of FF 3:
EF(E) EF(D)+FF 3 60+3 63
ES(E) EF(E)-Duration of E 63-35 28
Hence, ES 28 & EF 63
28
LS of I:
LS(1)-SS7 75-7 68
LF of I:
LS(1)+Duration of 1 68+15 83
LF of C:
LS(F)-FS 25 48-25 23
LS of C:
LF(C)-Duration of C 23-20 3
LS(E)-SS 7 33-7 26
LS(D)-SS 10 40-10 30
Hence, out of three, we choose the minimum value for Late
Start
LF of B:
LF(C)-FF3 23-3 20
LS(D)-FS15 40-15 25
LS of B:
LF(B)-Duration of B 20-17 3
A(15)
B(17) C(20)
D(25) E(35)
F(8)
G(15) H(26)
I(15)
1(10)
FS 15
SS 3
FF 3
FS 25
FF 3
SS 15 SS 7
SS 10
SS 9 SS 2 SS 2
SS 7
0 15
0 15
3
20
3 20
23
23
3
3
35 60
40 65
63
33 68
48 56
48 56
57 72
57 72
59 85
59 85
61 76
68 83
68 78
75 85
28
Let's Iook at FIoat CaIcuIations now...
A
B
C
D
E
F
G
H
I
J
TF FF
0 0
0 0
0 0
5 0
5 5
0 0
0 0
0 0
7 0
7 7
A-B = 3-(0+3)
C-D: 35-23 = 12
C-E: 28-23= 5
C-F: 48-(23+25) = 0
E-F = 48-(28+15)
J = 85-78
CriticaI Activities and CriticaI Path..
TRACKINC IROCRLSS - S CURVLS
"1racking" the progress oI projects can be done once resources are properly allocated to a project.
"S-Curves" is a dynamic tracking tool widely used in the Construction industry.
Both physical and financial progresses can be tracked with S-Curves.
S-Curve reveals project`s perIormance in the past and also helps in predicting the Iuture
perIormance.
Following are some of the benefits of using this tool
Easy to prepare and make everyone understand the project`s scenario.
Clearly portrays the status oI project on date & also the Iorecasted schedule slippage.
By Iorecasting Iuture perIormance, a ~wake-up call is sent to the project management team;
warning about the consequences, ultimately oIIering them guidance while Iraming Action
Plans/Recovery Plans at several stages oI the project.
Current cash Ilow scenario oI the project is exhibited and also the Iuture Iund problems are
highlighted to the management beIore hand to help them take necessary actions on time.
SAMILL S-CURVL - IHYSICAL IROCRLSS
0 1 2 3 4 5 6 7 8 9 10 11 12
20%
10%
30%
40%
50%
60%
70%
80%
90%
100%
ScheduIe
SIippage
2 months
Month
PIanned
Achieved
Forecast
Legend
What can be done to controI sIippage ?
1)ScheduIe Crashing
2)ScheduIeAcceIeration by
dumping more resources
in criticaI areas of the
project
3)Start more number of
paraIIeI activities at the
same time.
1) Extra Cost impIications comparativeIy
Iess
2) CompIete usage of fIoats
3) TimeIy avaiIabiIity of resources 1) Extra Cost impIications very high
2) CompIete over manning; PossibIe
Interference between workers
3) Just-In-Time avaiIabiIity of resources
required 1) Extra Cost impIications high
2) ControI over resources might be at risk.
3) TimeIy avaiIabiIity of resources
mandatory
15%
25%
25%
40%
SAMILL S-CURVL - IINANCIAL IROCRLSS
0 1 2 3 4 5 6 7 8 9 10 11 12
20%
10%
30%
40%
50%
60%
70%
80%
90%
100%
Month
PIanned
Achieved
Forecast
Legend
110%
Cost Overrun = 10% of the Contract VaIue
Cost Overrun = Extra Direct Costs (L+M+P) + Extra Indirect Costs (Overheads)
How to controI cost overrun ?
1) CompIetion of project on scheduIe.
2) By controIIing operating rates
3) By executing Iess "Iosing" items and more "ProfitabIe items".
4) By avoiding "Rework" and "Free extra work".
5) By minimizing waste
POINT5 TO PONDER
ll projects are complex when looked superIicially.
Even complex projects are made simpler when
sound study is carried out beIore planning &
execution.
Construction involves "1eam work". Hence, inputs
Irom everyone is very much essential and solves
most oI the trouble.
Cost and Schedule perIormance always complement
each other.
When there is a considerable negligence in
planning, "Risks" at all levels are invited.
KEY FOR "5UCCE55"
PLN THE WORK
&
WORK THE PLN
%$