Pl

Planning
i and
dSScheduling
h d li
Basics

Jan 2008 Slide 1

 Define a Project

● A project is a set of activities and their

associated information that constitutes a plan
for creating a product or service. A project
has a start date and finish date, WBS,
resource assignments and expenses. It can
also include risks, work documents and
project-specific codes and calendars.

Jan 2008 Slide 2

 Characteristics of a Project
j
● 5 Aspects of a Project
▪ Schedule,
Schedule Resource,
Resource Cost,
Cost Quality and Risk (HSE)
● For a Project Management Software, It covers
▪ Schedule: Timeline (core)
▪ Resource: Man, Material, Plant
▪ Cost: Moneyy
▪ Risk: Identify, classify and quantify
● Life Span of a Project
▪ Planning: establish baseline when project starts
▪ Controlling: monitoring, updating during project
execution
ti
▪ Managing: changes, variations and revision
▪ Closing Out: Administrative closure
closure, documentation

Jan 2008 Slide 3

 Define an Activity
- In SMART Way
● Specific: scope of work to be clearly defined
● Measurable: able to measure progress (%),
resource (MH) and cost ($)
● Achievable: realistic based on current
p
productivity
y
● Resource Availability: make ready for man,
material and plant
● Time-bound: have start and finish date

Jan 2008 Slide 4

 Procedures to Set up a Project
● Add a project to EPS and assign one of OBS
● Set up project calendar,
calendar resource pool pool, cost
account, duration type, percent completion type
– Project environment
● Set up project WBS
● Add a list of activities
● Determine activity’s duration based on volume of
work, production rate and past work experience
● Assign
A i a WBS to t activity
ti it
● Link activities
● Allocate
All t resources tto activity
ti it ffrom resource pooll
● Allocate cost to activity
● Schedule
S h d l project,
j t reviewi andd establish
t bli h b
baseline
li
Jan 2008 Slide 5
 When a Project is on the
way…
● Record progress, manhour and cost and
update plan
● Analyze and report project status using
earned value method
● Revise baseline when there are substantial
changes and the programme can not reflect
the actual construction any more
● Manage changes
● Lean construction (last planner) application

Jan 2008 Slide 6

 Performance Measurement
with
ith E
Earned
dVValue
l Method
M th d :
3 Parameters
● Planned Value PV (BCWS
(BCWS, Budgeted Cost of
Work Schedule): Budget x Schedule
completion
p % ((% of original
g duration,, time
elapsed)
● Actual Cost AC ((ACWP,, Actual Cost of Work
Performed): Actual cost up to data date
● Earned Value EV ((BCWP,, Budgeted
g Cost of
Work Performed): Budget x Actual completion
% (PCT)

Jan 2008 Slide 7

 Performance Measurement
with Earned Value Method :
M
Measurement t Index
I d
● Schedule Variance (SV): SV=EV-PV > 0, ahead
of schedule as of statused date
● Cost Variance (CV): CV=EV-AC > 0, spending
less than planned as of statused date

Jan 2008 Slide 8

 Performance Measurement
with Earned Value Method :
An Example
● Suppose we plan to finish an activity by June 1
with
ith a b
budget
d t off $10
$10,000
000 (PV or BCWS)
BCWS). It iis now
June 1 (data date, or measurement date), and we
h
have spend
d $9
$9,000
000 (AC or ACWP)
ACWP), b
butt only
l 70%
(PCT) of the work is complete (EV, or
BCWP $10 000 x 70%=$7,000).
BCWP=$10,000 70% $7 000) W We are nott only
l
behind schedule (SV=EV-PV=$7,000-$10,000= -
$3 000) b
$3,000), butt over b
budget
d t (CV
(CV=EV-AC=$7,000-
EV AC $7 000
$9,000= - $2,000.

Jan 2008 Slide 9

 Manage Changes
● Record
R d and
d control
t lb budget
d t changes
h
● Record and track issues
● Define and monitor thresholds
● Manage risks: identify, categorize and
prioritize
● Catagorise and track activity-related work
products (deliverables) and documents

Jan 2008 Slide 10

 Lean Construction Concept
p
● It is weekly execution plan
● Executed under trade-based
trade based production unit
● What Jobs to Execute?
▪ Constraints removed, resource sufficient, material on hand,
prerequisite work completed, working area available
● Production rate achievable
● Who is the last planner?
▪ Design team leader; Production unit head; Area superintendent;
Crew foreman
● Job Assignment
▪ No overloading. Prefer slightly under-loading to ensure smooth
work flow from production unit to production unit
unit.
● What if the plan fail?
▪ Find out root reasons. Go alternative work from the backlog
(backlog: incomplete make-ready works from previous period)
Jan 2008 Slide 11
 Master Schedule, 6 weeks
Lookahead and Last Planner
Master Last Planner's Weekly
Schedule Lookahead Schedule Work Plan
CPM sequence, match
Purpose Baseline labor & resource Execution of ready activities

Detail Level Level 2 Level 3 Level 4

Entire
Time Frame project 6 Weeks Weekly
W1 past. Plan for W2 and
Data Date - W1 past. Plan for W2 to W6 W3
Certainty Low Middle High
Inherited from master
Constraints Existing schedule Removed

Jan 2008 Slide 12

 Aboutt Primavera
Ab P i Project
P j t
Management P6

Jan 2008 Slide 13

 P6 Module Overview

Jan 2008 Global (Enterprise, root of EPS) -> EPS -> Project -> WBS -> Activity Slide 14
 P6 Project Management
Module: Features
● Centralised database for all project data (data
resides
id on server))
● Layout presentation and grouping based on
Work Breakdown Structure (WBS)
● Hierarchal structure on EPS,, OBS,, projects,
p j ,
activities, resources and costs with codes and
values

Jan 2008 Slide 15

 Before Add a Project,
Establish the Environment
● Enterprise Project Structure (EPS)
● Organisation Breakdown Structure (OBS)
● Global Calendars
● Resource pool
● udget st
Budget structure
uctu e
● Coding structure like project code and activity
code ((for filtering,
g, grouping
g p g and data analysis)
y )

Jan 2008 Slide 16

 EPS and
d OBS

● Enterprise Project Structure (EPS)

▪ Company-wide hierarchical project
breakdown Structure
● Organisation Breakdown Structure (OBS)
▪ Company
Company-wide
wide hierarchical responsible
managers for the projects

Jan 2008 Slide 17

 EPS and OBS: Work Side by
Side
OBS
PM1 PM2 PM3

PJ1

PJ2

PJ3

EPS
Jan 2008 Slide 18
 EPS and OBS: An Example
OBS
P
Process Ci il
Civil Pi i
Piping Equip
E i IInstru El
Electrical
i l CConstruc
ment ment tion
Project
A

Project
B

Project
oject
C

Project
j
D

EPS

Jan 2008 Slide 19

 OBS Example

Jan 2008 Slide 20

 EPS Example

Jan 2008 Slide 21

 EPS -> Projects Example

Jan 2008 Slide 22

 Work Breakdown Structure
(WBS)
● Deliverable-oriented hierarchy
● Continuation from EPS EPS, with project the
highest level, followed by strings of
deliverables and decomposing to the bottom
level of work package
● Company-wide
Company wide standard WBS template Vs Vs.
customised project-specific WBS
● Play
Pl an essential ti l role
l iin P6
P6. It can b
be
assigned OBS, resource, budget and tracked
b earned
by d value
l ffor th the progress
Jan 2008 Slide 23
 WBS Example

Jan 2008 Slide 24

 WBS Example

Jan 2008 Slide 25

 Calendars

● Global
● Project specific
● p
WBS specific
● Resource specific

Jan 2008 Slide 26

 Coding Structure: Resource
Code

Jan 2008 Slide 27

 Coding Structure: Project
Code

Jan 2008 Slide 28

 Resource and Role
● Resource includes
▪ People
▪ Material
▪ Plant
● Role
▪ Required personnel skill and proficiency
f
level -> Job title and function
● Resource
R calendar
l d
● Resource limit (availability) (MH / day)
● Resource cost ($ / MH)

Jan 2008 Slide 29

 Resource and Role
Role

Role 1 Role 2 Role 3

(Job Title) (Job Title) (Job Title)
Resource 1
(Personnel )
Resource 2
(Personnel)
Resource 3
(Personnel)
Resource

Jan 2008 Slide 30

 Resource Example

Jan 2008 Slide 31

 Role Example

Jan 2008 Slide 32

 Budget
g and Cost

● Top
Top-down
down approach: for upper management
● Bottom-up approach: for accurate estimate
● Budget
B d t (total)
(t t l) and d spending
di plan l ((monthly
thl
distribution)
● Resource
R di
dictionary
ti andd costt accountt
● Budgeted cost=Budgeted unit (man-hour) x
P i per unit
Price it ($/MH) ffor each
h activity
ti it
● Roll up to Project, EPS or WBS level

Jan 2008 Slide 33

 Cost Account Example

Jan 2008 Slide 34

 Summary

Project- Resource
Global EPS Node specific -specific Remarks
Level 1 is project. Level
2 and down are
deliverables. The
lowest level is the work
WBS 9 package (or activity)
Resource 9
Cost 9
Calandar 9 9 9 9
Layout 9 9 9

Global (Enterprise, root node of EPS) -> EPS -> Project -> WBS -> Work
Package or Activities

Jan 2008 Slide 35

 P3 Vs. P6

Jan 2008 Slide 36

 P3 Vs. P6
P3 P6 Remarks
Project based project Enterprise-wide project
Scope management
a age e management
a age e
Project Multiple (EPS), Global Hierarchical Enterprise Project Structure
Structure Single (Enterprise) (EPS)
Work Project managers for Hierarchical Organisation Breakdown
Reposibility Project manager multi-projects. OBS. Structure (OBS)
Level 1: project; Level 2 and down:
Have more weight deliverables (measurable products and
WBS Optional than P3 services); Lowest Level: Work package
User Usually single user Multiple users
PC based 16-bit Server based Oracle For standalone, use MS SQL Server
Database Btrieve database or MS SQL server Desktop Engine (MSDE)
File StructureMultiple files Single file (.xer)
PC based.
Programme and data Database on server;
Architecture residing on PC Programme on station
Have less weight than Part of category, grouping and filtering
Activity Code Main features P3 function replaced by EPS
Driven with * before an
Predesessor predesessor Solid relationship line