Project Controls

Planning & Scheduling

The Key to Successful Project

Management
Purpose of Project Controls

• Set project goals and objectives

• Identify & manage risk(s)
• Establish a clear project approach (expectations)
• Document our assumptions
• Communicate roles and responsibilities
• Monitor performance
• Resolve claims and disputes
Project Goals and Objectives

• Complete the project on time and on budget

• Benefits to the client
– Maximize program usefulness
– Quality product
– Meet established budget
– On-time delivery
• Benefits to the company
– Profitability
– Client satisfaction
– Employee satisfaction
Project Life Cycle

PROGRAM MANAGEMENT
Construction Management
Pre Planning

Project identification

Needs assessment

Team assembly

ROM definition

Financial pro forma
Programming Phase

Consultant participation

Functional definition

Space requirements

Master plan
Design Phase

Schematic

Design development

Construction Document

Bid / Contract Documents
Agency Approvals

“Use” permits (CUP)

Environmental permits (EIR)

Location permits (Coastal Commission)

“Building & Safety” permits
− Federal (FAA, GSA, DOE, DOT)
− State (DSA - schools, OSHPD - hospitals)
− Local (Plan Check)

Fire department approvals

Special permits (AQMD)
Construction Phase

Bid and award

Pre-construction

Construction

Inspection

Operations

Close-out
Start-up & Occupancy Phase

Licensing

Final inspections

Operations

Project Close-out

Maintenance
Program/Project Management vs
Construction Management

Program and Project Management provides leadership

− Set the course or direct the team
− Make decisions to maintain the plan

Construction Management provides execution

− Validate the methodology (means and methods)
− If “at risk” manage means and methods

The Contract defines the duties and responsibilities as

well as the deadlines and objectives
Project Controls

Estimating

Planning & scheduling

Document management
− Contract documents
− Submittals and approvals
− Change management

Cost Engineering
− Revenue
− Expense

Risk Management
Risk Management

Today greater concern is given to demonstrating

the probability of success

Risk Management quantifies that probability

Risk can be classified
− Threat
− Opportunity

Probability can be modeled
Project Risks (Threats)
120

100

80

Safety 60

40

Scope 20

Budget 0

Time

Time impacts Unknowns Amount At Stake Risk

Risks to the client

Risks to the company
Project Definition

Quality
Scope

Established by the design

− Size and function
− Configuration
− Materials
− Quality

Estimating is the act of recording your
understanding of scope

Includes an understanding of means and methods
employed
Resources

Resources are the project consumables

− Labor
− Material
− Equipment
− Other

Cost engineering is associated with resource
management
− Budget
− Actual
− Forecast
Time

Time of performance may include all phases of the project. Often
contract duration or end date is set before any planning or scheduling is
performed based on:

• Need by date
• Someone’s “guesstimate” of duration

Many factors influence the project

− Safety & logistics
− Quantity of work
− Type of work
− Resource availability
− Means and methods
− Skills and abilities
Planning vs. Scheduling

Planning deals with the “Big Picture” approach

− What scope is included?
− Are there any priorities – by phase or component?

Scheduling is based on a detailed methodology

− Top Down – defining the Work by component
− Bottom Up – putting it together brick by brick

Two means to the same end –

defining a project duration
Planning and Scheduling Approach

Consider alternatives PRIOR to cost expenditure

− Challenge approach
− Gain consensus
Incorporate various issues and concerns

Represents full project scope

Based on logical development
− Physical requirements
− Resource availability
− Project efficiencies

Meets project deadlines
Planning & Scheduling Methodologies

To- do list

Calendar – “Day Planner”

Barchart – Gantt Chart
“Logic Based” Methods

CPM Network - deterministic

− Arrow Diagram
Plumbing Drywall
Wall
A Framing B Rough C D

− Precedence Diagram

PERT Analysis - probabilistic

Critical Path Methodology

Arrow Diagramming Method (ADM)

Prepare Purchase Fabricate

A B C D
Specifications Equipment & Deliver
IJ = A-B IJ = B - C IJ = C - D

Work activities are represented by the arrow, ends are only points in time.

If multiple activities are related but no effort is required “DUMMY” activities are used to show requirements.
Critical Path Methodology

Precedence Diagramming Method (PDM)

Activity “A” Activity “B”

Pour Set
Foundation Pump

Work activities are linked by relationships. The activity consumes time, the
relationship may or may not have additional time (called LAG).
ADM vs. PDM

ADM PDM
A C
1 3 5 A C

=
B D
2 4 6 B D
Logic Relationships

Hard
− REQUIRED sequence
− Physical Relationship between activities
− Successor is dependent on predecessor

Soft
− Optional or desired sequence
− Resource (Crew) Flow from location to location
− Availability of Multiple Crews

Hard logic takes priority over soft logic

Relationship Types

FS (finish to start) – First activity must be complete for the second activity to begin

SS (start to start) – The start of the second activity is related to the start of the first, usually
with a lag duration between them

FF (finish to finish) – The second activity cannot finish until the first activity finishes

Also associated with a lag duration

SF (start to finish) – holds the finish of the second activity in relationship to the start of the
first
Activity Time Values

Each activity has four time values associated with it:

− Early Start (ES): The earliest possible time an activity

can begin based on network logic

− Early Finish (EF): The earliest possible time an activity

can finish based on network knowledge

− Late Start (LS): The latest possible time an activity can

start without delaying project completion

− Late Finish (LF): The latest possible time an activity can

finish without delaying project completion
Communications Tool

Organizational structure - WHO

Work breakdown structure (physical work) – WHAT /

WHERE

Resource management – HOW MUCH

− Cost / quantity
− Productivity

Time distribution - WHEN

− Plan availability
− Increase efficiency
Monitor Performance

Document project history

− Schedule and cost impacts
− Not detailed project accounting

Ensure meeting project objectives

Prioritize conflicting efforts

Adjustments
− Improve efficiency
− Recovery
− Manage change
Dispute / Claims Resolution

A CPM Schedule is the recognized tool to

− Quantify impact
− Identify responsibility

Excusable

Non-excusable
− Establish liability

Compensable

Non-compensable