Projacs Training PDF

Collaboration, Management & Control Solutions FZ - LLC
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Planning and Scheduling Projects:

Getting Ready For The PSP Exam
All Rights Reserved. Bassam A. Samman PMP, PSP, EVP, CRA

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Course Instructor
Bassam Samman, PMP, PSP, EVP, CRA
■ Mr. Bassam Samman, PMP, PSP, EVP, CRA is a Project Management
Consultant with a 26-year service record, who has provided project
management consulting services for more than 40 organizations in different
sectors including Government, Construction, Engineering, Oil and Gas,
Petrochemical, Shipbuilding, Information Technology and New Product
Development.
■ Mr. Samman is thoroughly experienced in complete project management
including project management control systems, computerized PCS
software, risk analysis, site management, claims analysis and prevention
and alternative dispute resolution.
■ Mr. Samman is a Civil Engineer, Kuwait University with a Masters Degree in
Engineering Administration from the George Washington University. He is a
certified Project Management Professional (PMP) and a certified Planning
and Scheduling Professional (PSP) and a Certified Earned Value
Professional (EVP). He is a founding member of the Project Management
Institute (PMI) Arabian Gulf Chapter and served on their board of directors
for more than 6 years. Mr. Samman is the CEO/Founder of CMCS.

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Course Agenda
■ Technical Session 08:30 - 10:00

■ Break 10:00 - 10:15
■ Break 12:00 - 12:15
■ Lunch 14:00 - 15:00

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DAY ONE

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Planning and Scheduling Projects

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What Is PSP?
■ PSP (Planning & Scheduling Professional) is a very fast growing

Professional Certification these days & large Multinational
Engineering Companies (specially a couple of Multinational EPC
Companies) are preferring candidates who have qualified as a PSP
for Project Controls Positions (Project Controls Manager, Project
Controls Specialist, Senior Project Planning Engineer etc).

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PSP Exam
■ Part I is Basic Knowledge. It consists of multiple-choice questions
concerning the basics of planning and scheduling.
■ Part II is Planning and Scheduling Applications. It consists of
multiple-choice questions involving planning and scheduling
scenarios.
■ Part III is a Practical Exercise. This part entails answering a series
of multiple-choice questions concerning various aspects of a single
problem.
■ Part IV is a real-time Communications Exercise. It requires the
candidate to draft the equivalent of a one-page typewritten
(maximum) memorandum to simulate reporting on planning and
scheduling analysis to the project manager, explaining the issues
and proposing a solution regarding a given problem.

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Understanding Projects Definitions

and Characteristics

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Project Related
Definitions
■ What is a Subproject?
■ What is a Program?
■ What is a Projects Portfolio?
■ Project Life Cycle
■ Relation Between Product and Project Life Cycle

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What Is A
Project?
■ An organization of people as well as other resources, brought
together to meet specific objectives within a finite period of time by
carrying out a set of planned activities.

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Project
Categories
1. Aerospace/Defense Projects
2. Business & Organization Change Projects
3. Communication Systems Projects
4. Event Projects
5. Facilities Projects
6. Information Systems (Software) Projects
7. International Development Projects
8. Media & Entertainment Projects
9. Product and Service Development Projects
10. Research and Development Projects

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What Is A
Subproject?
■ Projects are frequently divided into more manageable components
or subprojects.
■ Subprojects are often contracted to an external enterprise or to
another functional unit in the performing organization.

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What Is A
Program?
■ A program is a group of projects managed in a coordinated way to
obtain benefits from the projects. It also provides the control not
available from managing projects individually.

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What Is A
Portfolio?
■ It is a collection of projects and/or programs and other work that are
grouped together to facilitate the effectiveness of that work to meet
strategic objectives.

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Projects, Subprojects, Programs &

Portfolios In An Organization
Organization
Project 100 Project 200 Project 300 Program 400 Project 500
Portfolio
Subproject
Subproject
Subproject
Subproject
Project 410 Project 420 Project 430

101
102
103
104

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Project Life Cycle
■ The project life cycle defines the phases that connect the beginning of a
project to its end.
■ The transition from one phase to another within a project’s life cycle
generally involves, and is usually defined by, some technical transfer or
handoff.
■ Deliverables from one phase are usually reviewed for completeness and
accuracy and approved before work starts on the next phase.

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Project Life Cycles

Generally Define
■ What technical work to do in each phase?
■ When the deliverables are to be generated in each phase and how each
deliverable is reviewed, verified and validated?
■ Who is involved in each phase?
■ How to control and approve each phase?

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Project
Life Cycle

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Importance of
Phase Reviews

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Interim
Evaluations
■ The main questions that are raised and need to be answered:
Are we meeting our basic objectives?
Are our basic objectives still worthwhile?
Do we want to change our basic objectives?
Do we want to terminate the project?
Are we ready for the next phase?
Have we secured all stakeholders approvals?

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Interim
Evaluations

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Characteristic Of
Project Phases
■ The completion and approval of one or more deliverables
characterizes a project phase.
■ A deliverable is a measurable, verifiable work product such as
specifications, drawings, model, etc.

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AEC Project Life Cycle

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Project
Stakeholders

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Project Stakeholders
■ Project stakeholders are individuals and organizations that are

actively involved in the project, or whose interest may be affected,
positively or negatively, as a result of project execution of project
completion outcomes.

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Who Could Be A Stakeholder?

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Stakeholders In
Construction Project

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1/3
■ Steering committee: A group of high-level executives from functional company
areas (and customer representatives) who provide guidance and overall strategic
direction. By contributing their functional expertise, they add strategic input to the
project.
■ Project champion: A senior executive who promotes and defends your project within
the larger parent organization.
■ Performing organization: The company or group doing the work.
■ Project organization: A group that serves the project and participants.

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2/3
■ Project manager: The person who manages the project daily.
■ Customer: The buyer expected to use the product or service that the project creates.
■ Project Team member: Anyone performing work on the project. In addition to people
loaned from other departments or from resource pools, the team also includes all
contractors and consultants.
■ Individual contributor: Anyone working on the project without a management role
but sharing accountability for achieving results.

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3/3
■ Functional manager: Handles the business and technical management of a
functional group – in particular their performance review.
■ Project accountant: Provides cost and budget information for the project. This
member of the accounting department ensure that invoices for project work get paid
on time and can provide data for your earned value measurements.
■ Project influencer: Is positively or negatively impacted because of the result of the
project or potential changes from the project.
■ Information sources: Individuals who provide helpful information. They may have
special knowledge of the project as a result of their roles in similar projects, or they
might be customers of similar products.

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Project Planning and

Scheduling

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Project Planning
■Input/Data ■Project Variables
Contract
Stakeholders’ Input Physical Environment
Constructibility Analysis
■Considerations/Constraints
Contractor Methods
■Resources Funding
Human
Equipment Labor Agreements
Capital Delivery Methods
■Value Engineering
Optimize Cost ■Output/Deliverables
Optimize Schedule
Optimize Quality
Work Breakdown Structure
■Stakeholders Schedule Scope of Work
Owner
Suppliers
Define Project Goals
Contractors Periodic Forecasts
Public Agencies
Designers Baseline Plan
Public Groups Recovery Plans

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Project Scheduling 1/2

■Input/Data ■Quality Analysis
Schedule Scope of Work Compliance
Work Breakdown Structure Open Ends
Scheduling Specifications Relationships
Stakeholders Feedback Recourse Flow
Cost Estimate Means & Methods
■Creating Schedule ■Cost/Resources-Loading
■Activities Definition Resource Flow
Durations Cash Flow
WBS
Calendar
Coding
■Creating Relationships
Type of Logic Tie
Lead/Lag Time
Recordkeeping
Constraints

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Project Scheduling 2/2

■Maintaining a Schedule ■Seeking Feedback
Tracking Progress Project Review
Logic Changes Client
Record Input Management
Actual Dates Site Staff
Create period ■Cost/Resource
■Change Management Resource Leveling
Include Changes Earned Value
Identify Changes ■Output/Deliverables
Track Change Work Control-Level Schedules
■Schedule Acceleration Progress Reports
Change Methods Critical Path Analysis
Change Logic Constructibility Analysis
Change Durations Forecasts
Add Resources Recovery Schedules
Management Summary

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Develop The
Baseline Plan

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1. Initiating A
Project
■ Only when a project is authorized by senior management, planning
can proceed.
■ Initiating a project will detail the project objectives, key assumptions
and constraints, key milestones, budget, high-level risks, and other
important details.

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Defining A
Project
■Project ID ■Project Risk Level
■Project Title ■Project Leveling Priority
■Project Description ■Funding Sources
■Project Planned Start Date ■Project Codes
■Project Planned Finish Date ■Project Objectives
■Project Planned Duration ■Project Assumptions and Constraints
■Project Budget ■Project Performance Measures
■Project Manager ■Others

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Is The Project Part

Of A Program?
■ Sometimes, the project might be part of a program with
dependencies and interfaces with other projects.
■ This need to defined as it will place constraints on the way the
project plan will be created.

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Is The Project Part

Of A Program?
Organization
Healthcare Educational IT Business
Zone 1 Zone 2
Project 1
Project 2

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Enterprise Project
Structure (EPS)
■ The Enterprise Project Structure (EPS) will provide a hierarchical
structure for breaking down programs into projects and showing how
projects fit with each other.
■ Similarly, it is used to show what programs and projects exist within
an organization.

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To Which Portfolio
Does This Project Belongs?
■ Projects and Programs can be part of one or many portfolios.
Accordingly, the project need to assigned to those portfolios.

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2. Decompose The Project

Scope
■ Subdividing the major project deliverables and project work into
smaller, more manageable components, also known as scope
decomposition.

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Translating
Project Requirements
■ List all deliverables
■ Use an experienced team to help decompose and refine each of the
task requirement
■ Develop WBS
■ Identify risks
■ Develop strategies for completing the project

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Planning Requirements
In Contract Documents
■ Each project has requirements for Planning and Schedule reporting.
The level of Planning and Schedule reporting could widely vary
depending on the client requirements.

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Specification Sections
Relevant To Planning1
■ Section 01310. Project Management and Coordination
Project schedule: Baseline, Updates and Revised
Project schedule reports
Cost-Loaded Schedule
Schedule delays
Material and drawings submittal and approval
Material Procurement
Daily, Weekly and Monthly Progress reports
Project meetings
Project Planner/Scheduler
Construction Photographs
Accidents and other reports
1 The Appendix include sample specifications from current projects in the region

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What to
Check?
■Milestones ■Updating the schedule
■WBS Requirements ■Baseline Schedule Submission
■Schedule Level of Detail ■Revised Schedule Submission
■Activity Durations ■Quality Control Forms
■Cost loaded schedule ■Safety Checklists
■External Dependencies ■Document Workflow
■Owner Activities ■Staff requirements
■Approval Periods ■Software requirements
■Reporting Requirements ■Training Requirements
■Time Extension Application ■Others

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Sample Approval Periods
■ RFI’s 7 Calendar Days

■ Material Submittals 14 Calendar Days
■ Method Statements 14 Calendar Days
■ Calculations 21 Calendar Days
■ Shop Drawings 21 Calendar Days
■ Specifications 21 Calendar Days
■ Schedules 28 Calendar Days

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Deliverables and Objectives
■ Product Deliverables. A list of features that the product or service

will have. Delivering these features makes the project successful.
■ Project Objectives. Quantifiable criteria (metrics) to meet for the
project to be considered successful.

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Deliverables
■ A deliverable is any unique and verifiable product, result or

capability to perform a service that is identified in the project
management plan, and must be produced and provided to complete
the project.

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Requirements for
Scope Decomposition
■ The project scope shall be decomposed into a WBS
■ The WBS shall include the entire scope of work for the project
■ The scope of work elements shall be mutually exclusive

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WBS
Meaning
■ Work. Sustained physical or mental effort to overcome obstacles and
achieve and objective or result; a specific activity, duty, function or
assignment often being a part of some larger undertaking; something
produced or accomplished by effort, exertion, or exercise or skill.
■ Breakdown. To divide into parts or categories; to separate into simpler
substances; to undergo decomposition.
■ Structure. Something arranged in a definite pattern of organization.

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WBS Characteristics
■ It is a representative of work as an activity, and this work has a

tangible result
■ It is arranged in a hierarchical structure
■ It has an objective or tangible result, which is referred to as a
deliverable.

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Benefits of WBS
■ Helps prevent work from slipping through the cracks.

■ Provides the project team with an understanding of where their pieces fit into the
overall project plan and gives them an indication of the impact of their work on the
project as a whole.
■ Facilitates communications and cooperation between and among the project team and
stakeholders.
■ Helps prevent changes.
■ Gets team buy-in and builds the team.
■ Provides the basis for estimating staff, cost and time.
■ Focuses the team’s experience on what needs to be done, resulting in higher quality
and an easier project.

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Developing A WBS
■ Use any category that makes sense for the project

■ Do not be constrained by sequence
■ The diagram does not have to be symmetrical
■ Each box is a summary of the boxes in levels below it
■ Final box in each branch must end in a product or deliverable
■ Boxes in the lowest level are called work packages.
■ Sum total of boxes must represent the complete project.
■ Project team should be involved in developing the WBS.
■ The WBS needs to be reviewed with the Client.

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Overlooked WBS Boxes
■ Project management
■ Documentation
As Built Documents
■ Product implementation
Training and Operations
■ End product evaluation
■ Project closure

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WBS By Product

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WBS By Phase

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WBS Levels
Project
WBS Level 1
Level 2 Hardware Software Syst. Engr Proj. Mgt. Syst. Test Data Mgt.
1.1 1.2 1.3 1.4 1.5 1.6
Level 3
1.1.2 1.2.2
Level 4
1.2.2.3
1.1.2.9 1.5.4.5
1.1.2.9.4 – Level 5

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The 100% Rule
■ The next level decomposition of a WBS element (child level) must

represent 100% of the work applicable to next higher (parent)
element.

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Should WBS Be
Decomposed Further? 1/2
■ Is there a need to improve the accuracy of the cost and duration estimates?
■ Is more than one individual responsible for the work contents?
■ Is there a need to know precisely the timing of activities internal to the work package?
■ Is there a need to cost-out activities internal to the work package?
■ Are there any dependencies between the internal activities and other work packages?
■ Are there any significant time breaks in the execution of the work processes internal
to the work elements?

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Should WBS Be
Decomposed Further? 2/2
■ Do resource requirements within the work package change over time?
■ Do the prerequisites differ among the internal deliverables within the work element?
■ Are there any acceptance criteria applicable before completion of the entire work
package?
■ Can a portion of the work to be performed within the work package be scheduled as a
unit?
■ Are there any specific risks that require focused attention to a portion of the work
package, requiring further division to separate them?
■ Is the work package understood clearly and completely to the satisfaction of the
various stakeholders?
Source: T. Raz and S. Globerson, “Effective Sizing and Content Definition of Work Packages”, Project Management Journal,
December 1998: 17-23

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WBS Dictionary
■ A document that describes each component in the work breakdown structure (WBS).
■ A WBS dictionary is designed to control what work is done and when, to prevent
scope creep and to increase understanding of the effort of each task.
■ For each WBS component, the WBS dictionary includes a brief definition of the scope
or statement of work, defined deliverable(s), a list of associated activities, and a list of
milestones.
■ Other information may include: responsible organization, start and end dates,
resources required, an estimate of cost, charge number, contract information, quality
requirements, and technical references to facilitate performance of the work.

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Stakeholder Analysis
■ Stakeholder analysis identified the influence and interest of the various stakeholder and
document their needs, wants and expectation.
■ The analysis then selects, prioritized and quantifies the needs, wants and expectations
to create requirements. Unquantifiable expectations, such as customer satisfaction,
are subjective and entail a high risk of being successfully accomplished.
■ Stakeholders interests may be positively or negatively affected by execution or
completion of the project and they may also exert influence over the project its
deliverables.

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Stakeholders In
Construction Project

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Dynamics Of
Stakeholders Needs
■ A project’s stakeholder needs do not remain static throughout the
project and needs to be identified, re-assessed, tracked and
managed appropriately throughout the project lifecycle.

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Stakeholder
Analysis
STAKEHOLDER ANALYSIS
Name of Project Made By Approved By
New Premises Project Manager Project Owner
4-Nov-04 30-Nov-04
Stakeholder Area Of Interest Contributions Expectations Power Strategy Responsible
CEO Finance, Decision on project Increased revenue Can stop Must be involved Project
Outcome of Project scope and better market project Manager
position

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Integrating WBS
With Project Documents
■ One of the key objectives of WBS is to define what is included in the
project scope and what is excluded.
■ Contract documents provide the source for contractually identifying
the project scope.
■ Accordingly, the WBS must be closely coordinated with the different
project documentation to ensure integrity.

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Document
Categories
■ Specifications
■ Method Statements
■ Drawings
■ Contract Documents
■ QA/QC Records
■ Safety Records
■ Material brochures
■ Permits and approvals

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Construction Contract
Documents
■Volume I ■Volume III
Instruction to Tenderers Preamble to Method of Measurements
Conditions of Contract Bill of Quantities
Form of Agreement ■Volume IV
Model of Performance Bond Architectural Specifications
Preamble and List of Drawings Structural Specifications
Soil Investigation Report Electrical Specifications
■Volume II Mechanical Specifications
Information to be provided with the ■Volume V
Tender Architectural Drawings
Form of Tender Structural Drawings
Appendix to Form of Tender Electrical Drawings
Mechanical Drawings

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Sample Bill Of Quantity

For A Construction Contract
■BILL NO. 1 GENERAL REQUIREMENTS SECTION K – ACCESSORIES
■BILL NO. 2 MAIN BUILDING SECTION L – EQUIPMENT SECTION N – SPECIAL
CONSTRUCTION
SECTION B – SITE WORK
SECTION P – CONVEYING SYSTEMS
SECTION C – CONCRETE WORK
SECTION Q – MECHANICAL ENGINEERING
SECTION D – MASONRY INSTALLATION
SECTION E – METAL WORK SECTION R – ELECTRICAL ENGINEERING
SECTION F – WOODWORK INSTALLATION
SECTION G – THERMAL & MOISTURE ROTECTION ■BILL NO. 3 EXTERNAL WORK
SECTION H – DOORS & WINDOWS
■BILL NO. 4 PROVISIONAL SUMS
SECTION J – FINISHES
■DAYWORK SCHEDULES

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Document Breakdown
Structure (DBS)
■ The Document Breakdown Structure is used to identify all
documents that are needed for the proper delivery of a project.
■ It allows organizing those documents in a structured format that will
ease accessing and reviewing the same.
■ It will help in identifying missing documents and maintaining track of
latest revisions.

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WBS Development
Techniques
■ Brainstorming
■ Delphi technique
■ Mind Mapping

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Brainstorming
■ Help people think creatively in a group setting without feeling
inhibited or being criticized by others

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Delphi
Method
■ Derives consensus using a panel of experts to arrive at a
convergent solution to a specific problem
■ Useful for large and critical risk impacts

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Mind
Mapping
■ Mind-mapping is a creative thinking that helps the analytic and
creative sides of the brain.
■ Mind-mapping is a visual deception of an idea, concept, or issue.
■ Mind-mapping mirrors the way our minds actually work.

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Sample Mind-Mapping
Approach

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Resulting WBS in
Chart Form

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3. Assign
Responsibility
■ Assign responsibility for accomplishment of each element of the
work at appropriate management level.

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Requirements for
Assigning Responsibility
■ Performance responsibility shall be assigned for each element of the
project and for the project in total
■ Management responsibility shall be clearly defined
■ Internal managers shall be responsible for any work to be performed
externally

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Roles and
Responsibilities
■ The following need to be addressed when listing the roles and
responsibilities needed to complete the project.
Role. The label describing the position of a project for which a person is
accountable.
Authority. The right to apply project resources, make decisions, and sign
approvals.
Responsibility. The work that a project team member is expected to perform in
order to complete the project’s activities.
Competency. The skill and capacity required to complete project activities.

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Accountability
■ Means being answerable for the successful completion of specified

objectives.
■ Accountability = Responsibility + Authority

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The Flow of Authority,

Responsibility and Accountability
Authority Responsibility
and and
Responsibility Accountability
Strategic Level Upper Management Upper Management
Tactical Level Project Manager Project Manager
Higher-Level Subordinates Higher-Level Subordinates
Operational Level
Lower Level Subordinates

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Key Project Players In

Within The Organization
■ The Project Sponsor
■ The Project Manager
■ The Resource Manager
■ The Project Team Member

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The
Project Sponsor
■ A single individual assigned by management to approved projects who has
sufficient organizational authority to determine the scope of a project and
approve the corresponding time and cost elements which will deliver the
approved scope.
■ The role of the sponsor is to be focal point for project decisions that are
beyond the authority of the PM.

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Role Of
Project Sponsor
■ Approve the business case for a project.
■ Approve the business requirements for a project.
■ Approve the negotiated scope, time, and costs and secure final approval for the
project.
■ Approve project scope changes and consequent changes in time and/or cost over the
lifespan of the project.
■ Review progress and provide strategic direction to the Project Manager.
■ Set priorities and resolve conflicts escalated by the Project Manager, customer, or
functional managers.

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The
Project Manager
■ Is responsible for the coordination of the project team and,
ultimately, for managing the project plan to enable the successful
completion of the project on time, within budget and at the expected
level of quality.

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Role of
Project Manager
■ Identify the skills needed on the team, and negotiate with the resource managers for assignment
of appropriate people.
■ Coordinate tasks on the work breakdown structure (WBS).
■ Negotiate the time frames in which tasks are to be performed.
■ Develop and consolidate project plans.
■ Track milestones, deadlines, schedules, recourse utilization, budgets, risks, changes of scope,
quality of deliverables, and other project elements.
■ Act as a liaison with top management and the project client.
■ Issue status reports and conduct status review meetings.
■ Coordinate with outside subcontractors, consultants, and vendors.
■ Recommend changes to schedule, resource requirements, and budgets, when required.

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The
Resource Manager
■ Is responsible for having available a department of subject-matter
experts, engineers, software programmers, lawyers, or other
professionals and service providers. They form the resource pool
from which the manager of the project staffs his or her project.

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Role of
Resource Manager
■ Hire, fire, train, discipline, and motivate the functional department’s employees.
■ Generate performance reviews for these employees.
■ Develop and manage within departmental budgets.
■ Plan the allocation of resources.
■ Interpret upper-management’s direction, and implement its policy.
■ Solve problems as they arise.
■ Assign people to the project team.
■ Develop and provide a challenge to employees
■ Set and maintain productivity standards.
■ Accept accountability for a quality product that is to be delivered on schedule.
■ Be proactive when possible and reactive when necessary.
■ Validate time estimates for tasks.
■ Monitor project work.
■ Represent the functional group to the rest of the organization.

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The Project
Team Member
■ The project team member is a representative of a functional
department and a contributor to the project team.

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Role of Project
Team Member
■ Provide input regarding project objectives and scope.
■ Define/design/perform assigned tasks, or assign people to do so.
■ Determine time estimates for tasks that are to be performed.
■ Interact with other functional areas and other team members.

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Organization
Charts
■ Hierarchical-type charts
A graphic display of project team members and their reporting relationships.
Showing who reports to who
■ Matrix-based charts
Illustrates the connections between work that needs to be done and project team
members.
■ Text-oriented formats
Describes roles and responsibilities of each position on the project.

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Organization
Charts

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What is a
Job Description?
■ A Job Description is a document which outlines a particular role and set of responsibilities on a
project. The purpose of a job description is to clarify the scope of work that a particular role is
responsible for undertaking and the skills, experience and qualifications necessary to ensure that
the role is undertaken effectively. It includes:
An overview of the respective role
A list of the specific responsibilities associated with the role
Clarification of where the role fits within the project organization structure
A list of the skills, experience and qualifications required
Measurable performance criteria
A statement describing the work environment
The salary package on offer.

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RACI Chart
■ One of the examples of Matrix charts is called RACI because the

names of roles being documented are Responsible, Accountable,
Consult and Inform.

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RACI Chart

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Other Possible
Sets Of Actions
■ 1 = Actual Responsibility
■ 2 = General Supervision
■ 3 = Must be Consulted
■ 4 = May be Consulted
■ 5 = Must be Notified
■ 6 = Final Approval

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Other Possible
Sets Of Actions
■ A = Approved The Deliverable
■ R = Reviews the Deliverable (and provide feedback)
■ C = Responsible for Creating the Deliverable – Could be C1 for primary and
C2 for backup
■ I = Provides Input
■ N = Notified When Deliverable is Complete
■ M = Manages the Deliverables

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Responsibility
Assignment Matrix (RAM)
■ A structure that relates the project organizational breakdown
structure to the work breakdown structure to help ensure that each
component of the project’s scope of work is assigned to a
responsible person.

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Sample
RAM
Cont.
EREC
P.M
A/E
No. Tasks / Activities Description
R
1.0 Bonds Guarantees & Insurance Policies, Permits
1.1 Advance Payment Guarantees A R2 R1 P
1.2 Performance Guarantees A R2 R1 P
1.3 Insurance Policies A R2 R1 P
1.4 Building Permit K K S P
2.0 Commencement & Mobilization

2.1 Order To Commence A P S K
2.2 Mobilization Arrangements K A R P
2.3 Contractor’s Site Personnel K R2/A R1 P
2.4 Consultant’s Supervisory Staff K A P -
2.5 P.M. Staff A P K -
3.0 Meetings & Conferences

3.1 Pre-Construction Conferences K P S K
3.2 Progress Meetings K P S K
3.3 Technical Meetings - K P K
3.4 Safety Review Meetings - P S K
3.5 Job Coordination Meetings - K K P
3.6 Planning & Scheduling Meetings - P S K
3.7 Close Out & Handing Over K P S K

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Organization Breakdown
Structure (OBS)
■ The Organization Breakdown Structure is used to identify all the
roles and responsibilities in a project. The OBS breaks down a
project into descending levels of responsibilities, naming all the
individuals required to supervise and manage the deliverables
named in the project scope of work.

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OBS

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Control
Account
■ A management control point where the integration of scope, budget, actual cost, and
schedule takes place, and where the measurement of performance will occur.
■ Control accounts are placed at selected management points of the work breakdown
structure. Each control account may include one or more work packages, but each
work package may be associated with only one control account.
■ Each control account is associated with a specific single organizational component in
the organizational breakdown structure (OBS).

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Control Account
Matrix

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Control Account
Manager (CAM)
■ Integration of the WBS and OBS establishes the control account
where the performance measurement necessary for project
management is performed. This intersection results in designation of
a focal point for management control, the control account manager
(CAM).

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4. Schedule
The Work
■ Create a schedule for all the work which identifies activities, durations,
milestones and interdependencies.
■ A project schedule is the agreed upon set of tasks and due dates used to
guide and monitor the project to completion.

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What The Schedule

Will Outline?
■ The major activities to be accomplished in the project.
■ The detailed tasks associated with those activities.
■ Dependencies and relationships between tasks and activities.
■ The project schedule is a comprehensive calendar depicting:
Time (duration) estimates for all tasks and activities
Start and finish dates for the tasks and activities
Names of resources assigned responsibility to complete the tasks and activities
Current status of each task and activity
■ The project schedule is structured to reflect the WBS and includes successor/predecessor
relationships representing the dependencies between tasks and activities.

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Project
Constraints
■ Factors that limit the project team’s options.

Budget Constraints
Target Date Constraints
Resource Availability Constraint
Duration Constraint
Task Predecessor Constraint

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Project
Assumptions
■ Assumptions are external circumstances or events that must occur
for the project to be successful, and they involve some risk.
■ Assumptions are factors that, for planning purposes, will be
considered true, real or certain.

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Activity list
■ A comprehensive list including all schedule activities planned to be

performed on the project.

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Characteristics Of
An Activity
■ Work is performed and described in terms of a verb, objective and noun- there is
action performed
■ A single person is responsible for an activity- accountability
■ It has defined start and finish dates
■ Usually, there is a tangible output or product at completion
■ It fits logically under an existing WBS element
■ It is of a size and duration that is sufficient for control
■ The labor and costs necessary to perform the activity can be estimated
■ Actual progress data can be collected for the activity

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Milestone
■ A significant point or event in the project.

Mandatory which are required by Contract
Optional which are based upon project requirements or historical information
■ Start Milestone. Typically used to mark the beginning of a phase or to
communicate project deliverables.
■ Finish Milestone. Typically used to mark the end of a phase or to
communicate project deliverables.

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Milestones Are Selected

Based On:
■ Importance for monitoring project progress
■ Ability to control the course of future work
■ Availability of key personnel, facilities, equipment, or other important
resources
■ The need to flag important external and internal commitments
■ Customer requirements

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Hammock
■ An aggregate or summary activity

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Work Package
■ A deliverable or project work component at the lowest level of each

branch of the work breakdown structure.
■ The work package includes the schedule activities and schedule
milestones required to complete the work package deliverable or
project work component.

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Work
Package

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WBS and
Activity Link

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What Is Enough
Detail?
■ Activities Should Be:
Assignable
Clearly Defined
Duration Can Be Estimated
Cost Can Be Estimated
Progress Can Be Tracked

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Practical
Tips
■ Only Detail Tasks if You Have Enough Information
■ More Detail for Earlier Phases
■ Leave Later Phases at a Lower Level of Detail
■ Set Milestones For Developing Further Detail

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Progressive
Elaboration
■ Continuously improving and detailing a plan as more detailed and
specific information and more accurate estimates become available
as the project progresses, and thereby producing more accurate and
complete plans that result from the successive iterations of the
planning process.

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Rolling
Wave Planning
■ Is a form of progressive elaboration planning where the work to be
accomplished in the near term is planned in detail at a low level of
the WBS, while work far in the future is planned for WBS
components that are at a relatively high level of the WBS.

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Activity
Steps
■ For selected activities, the activity could be divided into steps.
■ Each step will have a weight value representing the importance of
this step for completing an activity.
■ Steps are not necessarily to be completed in the same order.

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Activity
Steps

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Step templates
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Planning Diagram Techniques
■ Arrow Diagram Method (ADM)

■ Precedence Diagram Method (PDM)
■ Conditional Diagramming Methods
GERT and System Dynamics models
Allows for non-sequential activities such as loops or conditional
branches

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Arrow Diagram
Method
■ The arrows are used to represent tasks.
■ The boxes represent task dependencies.
■ This method uses:
Only finish-to-start relationships between tasks
May use dummies

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Dummy
Activity
■ An activity that consumes no time or resources and shows only that
a dependency exists between two activities.

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Arrow Diagram
Method
Activity A Activity B Activity C Activity D
10 12 14 16 18
Activity E Activity F Activity G

20 22 24 26
Activity H Activity I Activity J Activity K

28 30 32 34 36
Activity Dummy Activity

A B C D

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Precedence
Diagramming Method
■ Nodes (or boxes) are used to represent tasks and arrows show task
dependencies.
■ The method adds leads and lags to relationship and:
Has four type of relationships (FS, SS, FF and SF)

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Precedence
Diagramming Method
A B C
Start Finish
D E F

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Types of
Dependencies
■ Mandatory (Hard Logic): Inherent in the nature of the work being done
(e.g., you must design before you can construct).
■ Discretionary (Preferred, Preferential or Soft Logic): Based on
experience, desire or preferences.
■ External: Based on the needs or desire of a party outside the project (e.g.,
government or suppliers).

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Precedence Relationships
Finish to Start (FS)
The “from” activity Task A must finish before

the “to” activity Task B can start
Task A Task B

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Start to Start (SS)
Tasks A and B may start at the same

Task A time, but the successor (B) cannot start
until the predecessor (A) begins.
Task B
The direction of the arrow defines
which task is the predecessor and
which is the successor.

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Finish to Finish (FF)
Task A
Tasks A and B may end at the same

time, but the successor (B) cannot Task B
finish until the predecessor (A) finishes

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Start to Finish (SF)
Task A
Task A must start before Task

Task B
B can finish (seldom used).

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Lag
■ A modification of a logical relationship that directs a delay in the
successor activity. For example, in a finish-to-start dependency with
a ten-day lag, the successor activity cannot start until ten days after
the predecessor activity has finished.

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Lead
■ A modification of a logical relationship that allows an acceleration of the

successor activity. For example, in a finish-to-start dependency with a ten-
day lead, the successor activity can start ten days before the predecessor
activity has finished.
■ A negative lead is equivalent to a positive lag.

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Finish-To-Start
With Lag
100 110
FS 7
Construct Construct
Building Building Exterior
Foundation and Structure
Construct Building Foundation must be finished

seven days before Construct Building Exterior
and Structure can start.

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Start-To-Start
With Lag
110
Construct
Building Exterior
and Structure
Installation of
Interior Belt
Conveyors can start
SS 5 five days or more
after Construct
Building Exterior and
Structure starts.
220
Install Interior
Belt Conveyors

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Finish-To-Finish
With Lag
110
Construct
Building Exterior
Construct Loading
and Structure Dock can finish
three days or more
after Construct
FF 3 Building Exterior
and Structure
finishes.
120
Construct
Loading Dock

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Quiz
■ Model the following situation describing the relationship between

tasks A & B:
■ Task A duration is 20 days. Last Five Days of Task A involve testing
of the product resulting from Task A. However, Task B, Involves
Marketing Reviewing Product from Task A for Market Strategy,
Which Does Not Require Testing At All.

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Answer
Lag Time= -5
FS(- 5)

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Logic Errors and

Problems
■ Incorrect Logic
■ Redundant Logic
■ Loops
■ Open Ends/Dangling

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Incorrect
Logic
■ The activity logic included in the network schedule must be correct. If the
logic is not correct, the network schedule will not accurately represent the
way construction will actually be carried out.
■ For example, the selection of an interior architect paint color by the
architect should not restrain the application of the roof in the network
because these two activities are not logically related.
■ Incorrect activity logic reduces the effectiveness of the network schedule as
a planning and management tool.

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Redundant
Logic
■ Redundant logic is not incorrect but should be avoided when
constructing activity networks. Redundant logic tends to
unnecessarily complicate an activity network. Redundant logic
makes modifying and analyzing an activity network more difficult.

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Redundant
Logic
Excavate
Footings
Redundant
Logic
Formwork,
Reinforcement
Place
Concrete

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Logic
Loops
■ As noted previously, activity networks used in construction normally have a
unidirectional flow from the start to completion of the project.
■ Logic loops violate this basic premise and result in an impossible situation
where a predecessor activity cannot start until a successor activity is
completed.
■ Loops not only result in impossible network logic but also prevent the
schedule from being calculated using the forward and background pass
technique.

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Loops
Excavate Excavate Excavate

Footings Footings Footings
Area 1 Area 2 Area 3

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Open Ends/
Dangling
■ It is recommended that project plans have single start and end
points. This will help in ensuring that logic is complete as well as it
makes presentation neater.

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Open
Ends
FINISH
10 70
START
20 30 50 60 80 90
40
NOTE: We recommend that each project have only two open ends, the first milestone activity and the
last milestone activity.

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PERT
■ An acronym of Program, Evaluation and Review Technique

denoting a form of network analysis in which the duration of
processes required to complete a complex task or project is used to
calculate the range of possible completion times and to aid informed
decisions on the scheduling of these processes.

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PERT
■ What is the PERT formula?

DUR = (P+4M+O)/6
■ The formula for standard deviation?
SD = (P-O)/6
■ The formula for variance?
VAR = SD2
P= Pessimistic
M = Most Likely
O = Optimistic
SD = Standard Deviation

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GERT Diagram
■ GERT = Graphical Evaluation Review Technique

■ A network diagramming method that allows loops between nodes.

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End Of Section

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DAY TWO

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Activity Resource
Estimating
■ Estimating the type and quantities of resources required to perform
each schedule activity.

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Resource
Types
■ Labor/People Resources
Technical
Non-Technical
■ Equipment Resources
■ Material Resources

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Definition Of
Resource
■ Labor (people)
Measured in units of time
Generally, reused between activities and projects
Recorded in terms of price/unit e.g., $50.00/hour
■ Non-labor (equipment)
Measured in units of time
Generally, reused between activities and projects
Recorded in terms of price/unit e.g., 1 training room per day
■ Material
Measured in units other than time
Generally, consumed by the activity to which it is assigned
Recorded in terms of price/unit .e.g., $4.50/square foot

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Resource
Availability
■ Information on which resources are potentially available is used for
estimating resource types.

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Alternative Analysis
■ Many schedule activities have alternative methods of

accomplishment. They include using various levels of resource
capability or skills, different size or type of machine, different tools,
outsourcing, etc.,

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Published Estimating Data
■ Several companies routinely publish updated production rates and

unit costs of resources for an extensive array of labor rates, material
and equipment for different countries.
■ Examples: RS Means, Dodge, etc.

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Resource Breakdown Structure
■ Is a hierarchical structure of the identified resources by resource

category and type.

RBS
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Resource
Calendar
■ Documenting working and non-working days for which a resource
will be active or idle.

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Published Estimating Data
■ Several companies routinely publish updated production rates and

unit costs of resources for an extensive array of labor rates, material
and equipment for different countries.
■ Examples: RS Means, Dodge, etc.

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Activity Duration
Estimating
■ Define a time duration for each activity based on estimated work and
historical productivity rates.

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Underestimating Activities
■ Being optimistic and desire to please

■ Underestimate nonproductive periods
■ Incomplete recall of previous experience
■ Unfamiliar with the complete project scope
■ No experience in specific activities

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Estimating Activity
Durations
■ The duration of an activity is a function of the amount of work that must
be accomplished and the rate at which that work can be accomplished.
Simply stated, the duration of an activity is the quantity of work divided
by the production rate. The basic formula for estimating activity
durations is as follows:
Activity Duration = Work Quantity

Production Rate

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Work
Quantity
■ The work quantity is the amount of work that must be accomplished
which is normally defined by the construction documents.
■ The quantity of work is expressed in some measurable quantity that
could be the amount of materials or equipment that need to be
installed.
■ The quantity of work includes all work that is necessary to complete the
scope of work defined by the activity.

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Production
Rate
■ The production rate should be the planned average daily production rate
based on the available resources and the environment within which the
work will be performed.
■ It also includes the idle and nonproductive time associated with the
movement and setup of equipment, break times, expected equipment
downtime for maintenance and repair, and other expected downtime.

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Factors Affecting
Productivity
■ Nature Of the Work

■ Labor And Equipment Productivity
■ Management Skill
■ Material And Equipment Availability
■ Seasonal Conditions
■ Work Restrictions
■ Quality Of Work
■ Concurrent Activities

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Analogous
Estimating
■ Using the actual duration of a previous similar schedule activity as
the basis for estimating the duration of a future activity.

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Parametric
Estimating
■ Estimating the basis for activity durations can be quantitatively
determined by multiplying the quantity of the work to be performed
by the productivity rate.

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Schedule
Development
■ Analyzing activity sequences, durations, resource requirements,

and schedule constraints to create the project schedule.

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CPM Schedule
Calculation
■ Forward Pass
■ Backward Pass
■ Float
■ Critical Path

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Forward Pass
Definitions
■ Early Start Date (ES)
Earliest possible point in time an activity can start, based on the
network logic and any schedule constraints
■ Duration (DU)
Number of work periods, excluding holidays or other nonworking periods, required to complete the activity;
expressed as workdays or workweeks
■ Early Finish Date (EF)

Earliest possible time the activity can finish
■ Forward Pass
Starting at the beginning (left) of the network develop early start and early finish dates for each task,
progressing to end (right-most box) of the network

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Forward
Pass
A
5
ES 1 EF 5
C
15
ES 11 EF 25
B
10
ES 1 EF 10
Forward pass

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Forward Pass
Calculation
ES DU EF
Task
EF = ES + DU – 1 LS Float LF
3 DU = 2 4
Paint Trim
1 DU = 2 2 3 DU = 3 5 9 DU = 2 10
Prep Paint Ceiling
Clean-up
3 DU = 4 6 7 DU = 2 8
Paint Walls Paint Walls (2nd
Coat)

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Task Identification
Forward Pass
Name Duration ES EF
Prep 2 1 2
Paint Trim 2 3 4
Paint Ceiling 3 3 5
Paint Walls 4 3 6
Paint Walls (2nd Coat) 2 7 8
Clean-up 2 9 10

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Backward Pass
Definitions
■ Late Start Date (LS)
Latest point in time that an activity may begin without delaying that activity’s successor
If the activity is on the critical path, the project end date will be affected
■ Late Finish (LF)
Latest point in time a task may be completed without delaying that activity’s successor
If the activity is on the critical path, the project end date will be affected
■ Backward Pass
Calculate late start and late finish dates by starting at project completion, using finish times
and working backwards

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Backward
Pass
Backward pass
LS 6 LF 10
A
5
ES 1 EF 5 LS 11 LF 25
C
15
LS 1 LF 10 ES 11 EF 25
B
10
ES 1 EF 10

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Backward Pass
Calculation

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Free Slack and

Total Slack
■ Free slack (Float): The amount of time a task can be delayed

without delaying the early start date of its successor
■ Total slack (Float): The amount of time a task can be delayed
without affecting a project’s required due date.

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Total
Float
■ The amount of time an activity can slip from its early start without
delaying the project
■ The difference between an activity’s late dates and early dates
■ Activities with zero total float are critical.
■ Late Dates - Early Dates = Total Float

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Total
Float
LS LF
Positive float
ES EF
Positive float
LS LF
Zero float
(critical)
ES EF
LS LF
Negative Float
(extremely
critical) ES EF
Negative float

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Critical
Path
Backward pass
LS 6 LF 10
A
5
ES 1 EF 5 LS 11 LF 25
h
TF = 5
al Pat
tic
Cri C
15
LS 1 LF 10 ES 11 EF 25
TF =0
B
10
ES 1 EF 10
TF = 0
Forward pass

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Backward Pass with

Required Finish
■ A required finish is used when there is a date the project must finish by.
■ Used only during the backward pass.
■ Specifies when the project must finish regardless of the network’s duration
and logic.
■ Late Finish – Duration + 1 = Late Start

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Backward Pass with

Required Finish
Backward pass
LS 1 LF 5
Must Finish By:
A Day 20*
5
ES 1 EF 5 LS 6 20*
LF 25
TF = 0
C
15
LS -4 LF 5 ES 11 EF 25
TF = -5
B
10
ES 1 EF 10
TF = -5

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Task Identification
Forward and Backward Passes
Name Duration ES EF LS LF Float

Prep 2 1 2 1 2 0
Paint Trim 2 3 4 7 8 4
Paint Ceiling 3 3 5 6 8 3
Paint Walls 4 3 6 3 6 0
Paint Walls (2nd Coat) 2 7 8 7 8 0
Clean-up 2 9 10 9 10 0

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The Critical
Path
■ The critical path is the longest duration path through a network
diagram and determines the shortest time to complete the
project.

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Near-Critical
Activity
■ A schedule activity that has low total float. The concept of near-
critical is equally applicable to a schedule activity or schedule
network path. The limit below which total float is considered near
critical is subject to expert judgment and varies from project to
project.

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Driving
Relationship
■ Relationship from a predecessor that determines an activity’s early
start.
■ How This Is Represented:
A solid relationship line = driving
A dashed relationship line = non-driving
11-15
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Driving
Relationship
A
5
ES 1 EF 5
C
15
ES 11 EF 25
B Driving Relationship
10
ES 1 EF 10

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Path
Convergence
■ In mathematical analysis, the tendency of parallel paths of
approximately equal duration to delay the completion of the
milestone where they meet.

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Path
Convergence
Formwork &
Reinf Ftgs
Area 2
Cast Cast
Concrete Concrete
Area 1 Area 2

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Path
Divergence
■ Extending or generating parallel schedule network paths from the
same node in a project schedule network diagram. Path divergence
is characterized by a schedule activity with more than one successor
activity.

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Path
Divergence
Excavate Excavate
Footings Footings
Area 1 Area 2
Formwork &
Reinf Ftgs
Area 1

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Exercise
■ Calculate “Early Schedule”

■ Calculate “Late Schedule”
■ Calculate Total Float
■ Calculate Critical Path

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PDM
Network

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The Project
Schedule
Activity DU ES EF LS LF TF
A 10 1
B 5
C 15
D 5
E 20
F 15
G 10
H 5
I 10
J 5

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Answer

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The Project
Schedule
Activity DU ES EF LS LF TF
A 10 1 10 1 10 0
B 5 11 15 16 20 5
C 15 11 25 11 25 0
D 5 11 15 36 40 25
E 20 16 35 26 45 10
F 15 16 30 21 35 5
G 10 26 35 26 35 0
H 5 16 20 41 45 25
I 10 36 45 36 45 0
J 5 46 50 46 50 0

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Factors that Affect Schedule

Calculations
■ Calendars
■ Constraints
Start Date Constraints
Finish Date Constraints
Float Constraints

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Activity
Calendars
■ Holidays
Public Holiday Days
Events
■ Weekends
5 Day Week
6 Day Week
International Weeks

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Activity
Calendars

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Date
Constraints
■ Date Constraints used to constrain the scheduling of activities during
the forward (early date constraints) and backward (late date
constraints) passes based on calendar dates.
■ Date constraints take precedence over schedule when performing
schedule calculations.

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Why It
Is Needed?
■ Imposed date restrictions used to reflect project requirements that
cannot be built into the logic.
■ Schedule more accurately reflects the real world aspects of the
project
■ Provides additional control to the project
■ Use to impose a restriction on the entire project or an individual
activity

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Activity
Constraints
■ Start Date Constraints
Start No Earlier
Start No Later
Start On
■ Finish Date Constraints
Finish No Earlier
Finish No Later
Finish On
■ Float Constraints
Zero Free Float
Zero Total Float

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Start On
■ Forces the activity to start on the constraint date

Shifts both early start and late start dates
Delays an early start or accelerates a late start
Used to specify dates submitted by contractors or vendors

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Start
On

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Start On
or Before
■ Forces the activity to start no later than the constraint date
Shifts the late start to the constraint date
Affects the late dates of its predecessors
Used to place a deadline on the start of an activity

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Start On
or Before

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Start On
or After
■ Used to set the earliest date an activity can begin.
■ Forces the activity to start no earlier than the constraint date
■ Pushes the early start to the constraint date
■ Affects the early dates of its successors

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Start On
or After
LS LF LS LF
A B
ES * EF ES EF
LS LS LF LF LS LS LF LF
A A B B
ES ESEF
* EF ES ESEF EF

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Start On
or After

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Finish
On
■ Forces the activity to finish on the constraint date
Shifts both early and late finish dates.
Delays an early finish or accelerates a late finish
Used to satisfy intermediate project deadlines

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Finish
On

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Finish On
or Before
■ Used to set intermediate completion points in a project.
■ Forces the activity to finish no later than the constraint date
■ Pulls the late finish date to the constraint date
■ Affects the late dates of its predecessors

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Finish On
or Before
LS LF LS LF *
A B
ES EF ES EF
LSLS LF LF LSLS LF *LF
AA BB
ESES EFEF ESES EFEF

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Finish On
or Before

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Finish On
or After
■ Forces the activity to finish no earlier than the constraint date
Shifts the early finish to the constrained date
Affects the early dates of its successors
Used to prevent an activity from finishing too early

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Finish On
or After

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As Late
As Possible
■ Delays an activity as late as possible without delaying its successors
Shifts the early dates as late as possible
Also called a zero free float constraint

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As Late
as Possible

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Mandatory Start
and Finish
■ Forces early and late dates to be equal to the constraint date
Affects late dates of predecessors and early dates of successors
May violate network logic

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Mandatory
Start

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Mandatory
Finish

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Shortening The
Schedule
■ Re-estimating: Reduce the buffer allowed in activity duration that contains the most
unknowns.
■ Fast Tracking: Doing critical path activities in parallel that were originally planned in
series.
■ Process Improvement: Increasing productivity based on different work process,
technologies and/or machinery.
■ Limited Overtime: Increasing the number of hours per day/week available to work
on tasks.
■ Crashing: Adding more resources to critical path activities.

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What is
re-estimating?
■ Decreasing project and activity cost by eliminating the risks in
activities.

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What is
fast tracking?
■ Schedule compression by doing more critical path activities in
parallel.

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Fast
Tracking
Traditional Approach
Design Tender Construction
Fast Track Approach

Design
Time
4
and Cost
2
6
1
Saved
Construction
Construction

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What is
crashing?
■ Scheduling compression through analyzing costs and schedule
trade-offs to obtain the greatest compression for the least cost.
■ Adding resources to critical path tasks.

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Schedule
Compression
■ Focus on Critical Activities
■ Logic Revisions
■ Activity Duration Reduction
■ Network Constraints

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Reducing Activity
Duration # 1
Activity Y Activity Z
Plan Dur=6D Plan Dur=10D
Min Dur=4D Min Dur=6D
($4,000/D) ($3,000/D)
Activity X
Plan Dur=18D
Min Dur=14D
($2,000/D)
As-Planned

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Reducing Activity
Duration # 2
($4,000/D) ($3,000/D)
Activity X
Plan Dur=16D
Min Dur=14D
($2,000/D)
Reduce Activity X Duration

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Reducing Activity
Duration # 3
($4,000/D) ($3,000/D)
Activity X
Plan Dur=14D
Min Dur=14D
($2,000/D)
Reduce Activity X and Z Durations

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Schedule Compression
Example
■ As Planned Schedule
■ Revise Logic
■ Reduce Activity Duration
■ Project Time/Cost Curve

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As Planned
Schedule

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Revise
Logic

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Reduce Activity
Duration

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Activity B
Time-Cost Curve
22,500
22,000 Minimum Duration
21,500 (Crash) Point
Activity Total Cost
21,000
Activity
20,500
$1,200/Day Time-Cost
20,000 Curve
19,500
19,000
Planned
18,500
Duration
18,000
6 7 8 9 10 11
Activity Duration (Days)

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Reduce Activity
Duration

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Reduce Activity
Duration

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Reduce Activity
Duration

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Project Compression
Summary

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Project Time/Cost
Curve
130,000
128,000
126,000
Project Cost
124,000
122,000
120,000
118,000
116,000
25 27 29 31 33 35 37
Project Duration (Working Days)

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Resource
Plan
■ A list of the types of resources (labor, equipment and materials)
required
■ A schedule outlining when each of the resources is required to be
utilized
■ An assignment of each resource to a set of activities to be
completed.

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Resource
Leveling
■ It is used to address schedule activities that need to be performed to meet
specified delivery dates, to address the situation where shared or required
resources are only available at certain times or only available in limited
quantities, or to keep selected resources usage at a constant level during
specific time periods of the project work.

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Resource Requirements
After Scheduling

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Resource Leveling
With Limited Resource Availability

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Resource Leveling
With Fixed Project Completion

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How Resource
Leveling Affects A Schedule?
■ Case 1: Resource is available, no effect on activity.
■ Case 2: Resource is not available, delay activity until resource becomes available.
■ Case 3: Activity is delayed because its predecessor has been delayed as a result of case 2.
■ Case 4: Activity is delayed as a result of case 2, but when it reached the new time period, the
resource had been already consumed thus became unavailable. Therefore activity will be delayed
until resource becomes available.
■ Case 5: The activity requirement of the resource exceeds maximum availability levels, therefore
activity will not be changed as it requires special consideration.

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Case
Study
■ A Contractor is required to complete a painting job in 30 days.
■ The job has been divided into 8 zones for which each would require one
painter per day to complete the work.
■ The duration for each zone has been estimated based on work to be done.
■ The Contractor has a resource limit of two painters per day (16 man-
hours/day).

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The Current
Status

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After Resource
Leveling

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A Complete
Project Schedule
■ A complete project schedule must cover in addition to the on-site construction
schedule, the following:
Mobilization and Demobilization
QA/QC Activities
Testing and Commissioning
Material and Drawings Submittal Schedule
Material Procurement Schedule
Employer furnished equipments and material
Permits and Approvals
Subcontractor and Suppliers Selection
Temporary activities and staging
Substantial Completion and Handover activities
Interfaces with other contracts
Project Management activities (progress meetings, reviews, etc.)

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Submittal
Schedule
■ It should include:
Scheduled Date For First Submittal
Specification references
Submittal Type and category (sample, drawings, brochure, method, etc.)
Name of manufacturer
Description of work covered
Needed date for final approval
Scheduled dates for PO and first project delivery
Scheduled dates for commencement of installation

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Schedule
Baseline
■ It is a specific version of the schedule that has been accepted and
approved by the project management team as the schedule
baseline.

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5. Develop Time
Phased Budget
■ The Financial Plan is the formal document for justifying and
obtaining approval for the funding for the contracts and related
services required in support of the project.
■ It represents the Approved Baseline Budget for the project.

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Cost
Estimating
■ Developing an approximation of the costs of the resources needed
to complete project activities.

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Cost Estimating vs.

Pricing
■ Cost Estimating involves developing an assessment of how much it
will cost the performing organization to provide the product or
service.
■ Pricing is a business decision -- how much the performing
organization will charge for the product or service.

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Chart
of Accounts
■ Any numbering system used to monitor project costs by category
(e.g., labor, supplies, materials). The project chart of accounts is
usually based upon the corporate chart of accounts of the primary
performing organization.

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Cost Breakdown
Structure (CBS)

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Cost Loaded Plan

includes
■ A list of the costs likely to be incurred on the project such as labor,
equipment, materials and administration costs
■ A schedule of when each respective cost is likely to be incurred
■ Calculation of the total cost of each activity outlined in the Project
Plan.

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How To Develop
The Cost Loaded Plan
■ List the types of costs to be incurred on the project
■ Identify the cost per unit for each cost type
■ Identify the cost per activity
■ Identify when each of the costs will be incurred

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Type Of
Costs
■ Direct Costs:
Costs that are proportional to the project
Material for products, workers, project managers
■ Direct Costs are also known as Variable Costs
They vary with requirements
■ Indirect Costs:
Costs expended regardless of the size of the Project
Management, advertising for company, taxes
■ Indirect Costs are also known as Fixed Costs
They do not vary with requirements

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Bottom-Up
Estimating
■ It is based on determining the cost of each activity in
the project plan:
The schedule must include all activities including
administrative activities.
Resources are transformed into cost using the unit
price rate.
Expenses need to be assigned to activities.

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Activity Costing
Considerations
■ What cost rate to use? (internal, preferred, budget, etc.)
■ Does the cost rate reflect variance over time?

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Cost
Baseline
■ Is a time-phased budget that is used as a basis against which to
measure, monitor, and control overall cost performance on the
project.

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Cost
Baseline
■ Is a time-phased budget that is used as a basis against which to measure, monitor,
and control overall cost performance on the project.
■ Is a time-phased budget that is used as a basis against which to measure, monitor,
and control overall cost performance on the project.
■ Using the project schedule early and late dates, produce the cost baseline envelope.
■ The cost baseline will indicate the scheduled earnings during the project life.

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S-Curve
■ Graphic display of cumulative costs, labor hours, percentage of

work, or other quantities, plotted against time. The name derives
from the S-like shape of the curve (flatter at the beginning and end,
steeper in the middle) produced on a project that starts slowly,
accelerates, and then tails off.

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6. Schedule Compliance
With QA/QC Plan
■ The QA/QC Plan describes the strategy and methods the project will
deploy to ensure two things:
That the project is being managed, developed, and deployed in a
sound, reasonable way.
That the project's deliverables are of acceptable quality before they are
delivered to the project's clients.

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Why Is This
Important?
■ Quality doesn't happen by accident. It must be planned so there is
agreement about how quality is measured, when quality checks occur and
how corrective actions are determined and implemented.
■ The QA/QC Plan is a tool that can help the project deliver the highest
possible quality result within committed resources, schedule and budget.

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Approaches To Conformance
Quality Management
Empowerment
Total Quality Management
Quality Assurance
Quality Control
Inspection
Blame
Oriented
Reactive Proactive

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How To Define A Quality

Management Plan?
■ Define quality in terms of this project
■ Identify quality criteria and standards to achieve
■ Describe the quality assurance and control techniques
■ Define the processes required to achieve the quality targets
specified.

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Quality Assurance
Plan
■ To provide the customer with assurance that the quality targets will
be met, ‘Quality Assurance’ (QA) techniques should be defined. QA
techniques are the preventative steps taken to eliminate any
variances in the quality of the deliverable produced from the quality
targets set.

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QA
Techniques
■ Historical Data
■ Requirements definition
■ Standards Definition
■ Skilled Staff
■ Quality Reviews
■ Change Control

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Quality
Control
■ In addition to undertaking QA to improve deliverable quality, a series
of ‘Quality Control’ (QC) techniques may be implemented.
■ QC is defined as the remedial steps taken to eliminate any
variances in the quality of the deliverable produced from the quality
targets set.

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Quality Control
Forms 1/2
■Material Inspection Report ■Record of Testing – On or Off Site
■Material Inspection Report for Epoxy Coated ■Off-site Inspection Report
Reinforcement Steel ■Advice of Defects
■Material Deliveries Storage Checklist ■Non-Conformance Report
■Deliveries of Steel Checklist ■Status Summary on Non-Conformance Notices
■Request for Inspection and Approval ■Maintenance Inspection Check List
■Request for Inspection and Approval ■Record of Ceiling Space Closure
(Demolition) ■Internal Procedures
■Field Inspection Daily Report ■Concrete Cube Test Report
■Record of Concrete Pour ■Mortar Cube Test Results
■Pre-Concrete Inspection Record

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Quality Control
Forms 2/2
■Block Works Checklist ■Pre Engineered Building Checklist
■Certificate of Hydrostatic / Pneumatic Test ■Calibration of Unit Weight of Sand
■HVAC Checklist ■Sieve Analysis
■Duct Leakage Test Report ■Determination of Modified Proctor
■Airflow Test Report ■Survey Works Checklist
■Drainage Pipe Water Line Pipe Checklist ■Request for Alternative or Substitution
■Checklist Electrical Underground Conduits & ■Inspection and Test Plan
(Electrical Ducts) ■Field Memorandum
■Protected Membrane Roofing Roof Water ■Handing Over Between Package Contractors
Proofing Checklist
■Metal Door / Frame Checklist

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Submittal Log and

Quality Assurance
■ A structured process for material and drawings review and approval
is a form of a proactive Quality Assurance initiative.
■ The process identifies the approvals required prior to procuring
materials or carrying out on-site activities.

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Submittal Packages
and Submittal Items
■ Submittals that are interrelated due to specification requirements will be
grouped into submittal packages.
■ Each submittal package will identify the discrete submittal items that need to
reviewed and approved.
■ Submittal items will be linked to the project schedule to identify the approval
needed dates to avoid delaying on-site activities that depend on this
submittal approval.

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7. Develop The Project

Communication Plan
■ The Communications Plan outlines the roles and responsibilities of
project participants in the review, approval and dissemination of
information about key project processes, events, documents and
milestones.

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Communications
Requirements Analysis
• The analysis of the communication

requirements results in the sum of the
information needs of the project
stakeholders.

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Communication
Technology
■ Factors that can affect the project include:
The urgency of the need for information
The availability of technology
The expected project staffing
The length of the project
The project environment

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Stakeholder
■ A stakeholder can be defined as an individual or a group of

individuals with an influence over the project either by:
Being a decision maker
Being an advisor on the decision
Being a user or victim of the project, either during implementation
or on project completion

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Stakeholders
Needs
■ What information needs to be collected and when
■ Who will receive the information
■ Methods used to gather and store information
■ Limits, if any, on who may give direction and to whom
■ Reporting relationships
■ Listing of contact information for all stakeholders
■ Schedule for distribution of each type of communication

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Performance
Reports
■ Status report – describing where the project now stands
■ Progress report – determining what has been accomplished
■ Trend report – examining project results over time to see if performance is
improving or deteriorating
■ Forecasting report – predicting future project status and performance
■ Variance report – comparing actual results to planned
■ Earned value – integrating scope, cost and schedule measures to assess project
performance.

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Communication
Management Plan Attributes
■ Communication Item
■ Purpose
■ Frequency
■ Start/end dates
■ Format/medium
■ Responsibility

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Communication Plan
Audiences
What When How Responsible Project
Sponsor Who?
Team
Project Kickoff Project Start (include date when Meeting Project Approve Receive
planned) Manager
Project Plan Start & Upon Updates Document
Team Meetings Weekly Document minutes in

Project Library
Project Status Reports Monthly Report sent via e-mail
Major Milestone As completed Email

Announcements
Acceptance Testing End of Test Letter
Report
Project Close Out End of Project Document
Report

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Details Of
Communication Plan
■ What – List items or occurrences to be communicated.
■ When - Indicate when the item should be generated and or updates distributed.
■ How – Indicate the form the communication will take.
■ Responsible – Indicate the name of the person or team responsible for producing and/or delivering the
communication.
■ Audiences – Add more columns as needed and replace “Who?” with names of persons, entities or groups
impacted by the communication plan. In their respective columns, indicate an appropriate level of involvement for
that person, entity or group. Four common areas of involvement include:
Person(s) who consult with the communication lead to produce the communication.
Person(s) who have input on the communication and whose comments will result in changes to the communication before it
occurs.
Person(s) who approve the communication prior to dissemination or distribution.
Person(s) who receive or review the communication, but who do not have review or approval role in the communication.

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Web-Based Project Communication
■ Customized role-based dashboards provide the information you need from

multiple projects- in a single window.
■ Users with proper user name and password will access their personal
workspace which will projects data that they have access to.
■ They will also have access to the projects workspace that they have been
provided with access to by the Manager of that Project.
■ Finally, they can have access to selected workgroups that they have been
invited to.

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Web-Enabled Workspaces

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Needed Features In
Project Reporting
■ Drill Down and Roll Up
■ Dice and Slice
■ Exceptions
■ Short and Long Term Reporting
■ Aggregate
■ Cause Effect Analysis
■ Trending
■ Visual

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Drill Down
And Roll Up
■ The WBS, OBS, CBS, RBS and other breakdown structures
provides an excellent tool to roll-up detailed project data to selected
summary levels. Similarly, those breakdown structures provides the
tool to drill down to the desired level of detail with confidence.

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Example
Reports
■ Master Schedule
■ Detailed Construction Schedule
■ Summary Schedule By Zone
■ Summary Schedule By Trade
■ Summary Schedule By Work Type
■ Detailed Cost Loaded Schedule
■ Summary Cost Loaded Schedule

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Tabular
Report

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Dice and
Slice
■ Activity codes which are added to identify locations, type of work,
responsibility, department, vendor, phase, etc. provides the means
to analyze the overall project data from different perspectives that
will provide better understanding of the project.

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Bar Chart
Report

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Example
Reports
■ Detailed Submittal Schedule
■ Detailed Procurement Schedule
■ Concreting Schedule
■ Accountability Reports

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Exceptions
■ The ability to filter and select project data provides the project team
with the capability to concentrate on specific parts of the project that
might require additional analysis as well as it enable them to use the
same to trigger an alert to take an action or make a decision.

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Example
Reports
■ The Project Critical Path
■ The Project Near Critical Path
■ Delayed Activities Report
■ Threshold Reports
■ Alert Reports
■ Troubled Activities Report

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Short and Long

Term
■ This enables the project team to focus on immediate work that
needs attention as well as the ability to see the overall plan of the
project. Project team members can design look ahead reports that
best fit their requirements.

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Example
Reports
■ 2-Weeks Look Ahead Schedule
■ 45-Days Look Ahead Schedule
■ 3-Month Look Ahead Schedule

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Aggregate
■ In some cases, the project team might be interested in aggregating

project data in a format that might not necessarily follow of the
defined breakdown structures. Data to be integrated might be
relating to resource units or financial data.

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Example
Reports
■ Project S-Curve Report
■ Staffing Plan
■ Major Equipment Utilization Schedule

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Manpower
Table

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Histogram

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Cause Effect
Analysis
■ Project team members are interested in visualizing the effect of
actions that they might do now on future project results. Or, they
might need to identify the causes that had resulted in an action.
Further, by having this capability, project team members can
simulate the impact of different actions on project results.

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Example
Reports
■ Time Impact Analysis
■ What If Scenario

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Trending
■ Analyzing actual project data will help the project team in establishing
performance trends that need to be reflected on remaining similar tasks or
simply be documented for future projects. In addition, by analyzing trends,
project team members will be able to identify corrective measures to stop an
undesirable trend from continuing in a project. Finally, trends can be used to
benchmark project performance with other projects.

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Example
Reports
■ Key Performance Indicators
■ Average Turnaround Report
■ Productivity Reports
■ Performance Reports

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Visual
■ There are many project stakeholders that will not be able to visualize
the project performance from reviewing reports and graphs.
Accordingly, reporting key project indicators in a pictorial format will
help in conveying the needed project information.

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Formatting
Reports
■ What Type Of Presentation?
■ What Activity Data To Show?
■ What Project Activities To Show?
■ How To Organize Data?
■ How To Order Data?
■ What Level Of Detail?
■ What Time Scale?

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What Type
Of Presentation?
■ Project schedule data can be shown in different format depending on the
reader requirements.
■ Data can be presented in:
Tabular format to allow showing more data
Bar Chart format to provide the time phasing aspect with the option to show
logical links
Pure Logic to show the relationships between activities
Histograms to show resource and cost aggregation data per period and
cumulative.

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What Activity Data

To Show?
■ Activity Data can be shown at the tabular, bar chart or logic nodes
depending on the reader requirement and format selected.
■ Activity Data include:
Early, Late, Anticipated and Actual Dates
Original, Remaining and Actual Durations
Activity ID, Description, Relationships and codes
Resource and Cost planned, this period, actual, to complete and at completion
data
EV values, variances and indices

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What Project Activities

To Show?
■ Specific project activities can be selected or filtered to be shown in a
report depending on user requirement.
■ Selection can be made according to:
Float values
Date selection
Code values
Text search
Resource and cost data

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How To
Organize Data?
■ Project activities can be grouped in different formats depending on
the user requirement.
■ Activities can be grouped by:
WBS, OBS,CBS, RBS and other breakdown structures
Codes for location, type, etc.
Dates (early and late)
Float

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How To
Order Data?
■ Activities can be ordered or sorted in accordance with the user
requirement.
■ Activities can be ordered by:
Dates
Float
Duration
Codes
Resources and Cost Data
Activity ID

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What Level
Of Detail?
■ Activities can be summarized into summary activities depending on
the user requirements.
■ Activities can be summarized based on:
WBS
Codes
Resources

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What
Time Scale?
■ Activities can be shown at different time windows of the project as
well as the time scale can be based on Calendar, Ordinal or
Financial dates.
■ In additional, time scale could be vary to be days, weeks, months or
quarters depending on the selected time window.

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End Of Section

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DAY THREE

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Course Agenda
Day Three
■ Develop The Baseline Plan
Develop The Risk Management Plan
Assign Objective Measures Of Performance
■ Implement The Project Management Plan
Manage The Project Schedule
Manage The Project Budget

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8. Develop The Project

Risk Management Plan
■ Risk management is a process of thinking systematically about all possible
undesirable outcomes before they happen and setting up procedures that
will avoid them, minimize their impact, or cope with their impact.
■ Analyze risks that requires further analysis and recommend the risk
response strategy for each.
■ Adjust project implementation schedule and budget accordingly by adding
contingency and management reserve.

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Risk
Categories
■ Technical, Quality and Performance
■ Project Management
■ Organizational
■ External

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Technical, Quality and

Performance
■ Higher performance goals
■ Technology shifts
■ Platform changes
■ New industry standards
■ Complex technology
■ Unproven technology

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Project Management
■ Requirements
■ Benefits
■ Schedule
■ Budget
■ Deliverable
■ Scope
■ Issues
■ Supplier
■ Acceptance
■ Communication
■ Resource

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Requirements
■ The requirements have not been clearly specified

■ The requirements specified do not match the customer's needs
■ The requirements specified are not measurable

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Benefits
■ The business benefits have not been identified

■ The business benefits are not quantifiable
■ The final solution delivered does not achieve the required benefits

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Schedule
■ The schedule doesn’t provide enough time to complete the project

■ The schedule doesn’t list all of the activities and tasks required
■ The schedule doesn’t provide accurate dependencies

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Budget
■ The project exceeds the budget allocated

■ There is unaccounted expenditure on the project
■ There is no single resource accountable for recording budgeted
spending

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Deliverables
■ The deliverables required by the project are not clearly defined

■ Clear quality criteria for each deliverable have not been defined
■ The deliverable produced doesn’t meet the quality criteria defined

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Scope
■ The scope of the project is not clearly outlined

■ The project is not undertaken within the agreed scope
■ Project changes negatively impact on the project

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Issues
■ Project issues are not resolved within an appropriate timescale

■ Similar issues continually reappear throughout the project
■ Unresolved issues become new risks to the project

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Suppliers
■ The expectations for supplier delivery are not defined

■ Suppliers do not meet the expectations defined
■ Supplier issues negatively impact on the project

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Acceptance
■ The criteria for accepting project deliverables aren’t clearly defined

■ Customers do not accept the final deliverables of the project
■ The acceptance process leaves the customer dissatisfied

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Communication
■ Lack of controlled communication causes project issues

■ Key project stakeholders are ‘left in the dark’ about progress

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Resources
■ Staff allocated to the project are not suitably skilled

■ Insufficient equipment is available to undertake the project
■ There is a shortage of materials available when required

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Organizational
■ Weak infrastructure
■ Unclear organizational objectives
■ Intra-organizational resource conflicts
■ Shifting funding availability

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External
■ Legal challenges
■ Shifting customer goals
■ Natural disasters
■ Legal shifts

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Resource Breakdown
Structure (RBS)
■ A source oriented grouping of project risks that organizes and
defines the total risk exposure of the project. Each descending level
represents an increasingly detailed definition of sources of risk to the
project.
■ The RBS is used to structure and guide the risk management
process.

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RBS
Hierarchy
■ Level 0 Project Risks
■ Level 1 Category
■ Level 2 Sub-Category
■ Level 3+ Risk Detail

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Risk Breakdown
Structure (RBS)

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RBS
1/2
The requirements have not been clearly specified
Requirements The requirements specified do not match the customer's needs
The requirements specified are not measurable
The business benefits have not been identified
Benefits The business benefits are not quantifiable
The final solution delivered does not achieve the required benefits
The schedule doesn’t provide enough time to complete the project
Schedule The schedule doesn’t list all of the activities and tasks required
The schedule doesn’t provide accurate dependencies
PROJECT RISKS
The project exceeds the budget allocated

Budget There is unaccounted expenditure on the project
Project Management
There is no single resource accountable for recording budgeted spending

INTERNAL
The deliverables required by the project are not clearly defined

Deliverables Clear quality criteria for each deliverable have not been defined
The deliverable produced doesn’t meet the quality criteria defined
The scope of the project is not clearly outlined
Scope The project is not undertaken within the agreed scope
Project changes negatively impact on the project
Project issues are not resolved within an appropriate timescale
Issues Similar issues continually reappear throughout the project
Unresolved issues become new risks to the project
The expectations for supplier delivery are not defined
Suppliers Suppliers do not meet the expectations defined
Supplier issues negatively impact on the project
The criteria for accepting project deliverables aren’t clearly defined
Acceptance Customers do not accept the final deliverables of the project
The acceptance process leaves the customer dissatisfied

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RBS
2/2
Lack of controlled communication causes project issues
Communication
Management
Key project stakeholders are ‘left in the dark’ about progress
Project
Staff allocated to the project are not suitably skilled
Resources Insufficient equipment is available to undertake the project
There is a shortage of materials available when required
Higher performance goals
INTERNAL
Technology shifts
Technical Platform changes
New industry standards
PROJECT RISKS
Complex technology
Unproven technology
Weak infrastructure
Organizat-ional
Unclear organizational objectives

Intra-organizational resource conflicts
Shortage or working capital
Shifting funding availability
Failure to meet revenue targets
Unforeseen inclusion of contingent liabilities
Legal challenges Loss of intellectual property rights
Failure to achieve satisfactory contractual arrangements
Shifting customer goals
External
External
Earthquakes
Natural disasters Floods
Landslides
Exchange rate fluctuation
Economic/Financial Interest rate instability
Inflation
Legal shifts

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The Use Of
RBS
■ Risk Identification Aid. Can be used as a prompt list to identify risks.
■ Risk Assessment. Can be used to categorize risks by their source.
■ Comparison Of Projects.
■ Risk Reporting. Roll-up of risks.
■ Lessons Learned.

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The Three
Elements Of Risk
■ The perception that something could happen
■ The likelihood or probability of something happening
■ The consequences if it happens

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Challenges In
Identifying Risks
■ Are we able to identify all risks?
Unknown or Unforeseeable risks
Future risks
Emergent risks
Invisible stakeholders
Perceptually concealed
■ When a risk is not a risk?
Risks versus issues. Issues due to difficulties, personality, political or
organizational matters.

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Distinguishing Between
Cause and Effect
CAUSE Definite fact or sets of

circumstances about the project or
environment
Uncertainty that could affect

RISK project objectives if it occurs
Contingent effect, either negative

EFFECT or positive on project objective(s)

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Describing A
Risk
■ As a result of (definite cause), (uncertain event) may occur, which
would lead to (effect on objective or objectives).
Causes will use present tense phrases such as “is, do, has, has not,
are, ,,,”
Risks are described with words like “may, might, could, possibly”
Effect uses conditional future tense “will, would, could, ..”

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Example
“Cause & Effect”
Lack of No Lack of
quality conformance customer
Vague specs assurance to specs involvement
Customer
Rejects
Design
Customer Customer Political

unrealistic lack of factors
expectations experience

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Triggers
■ Also known as:
Risk symptoms
Triggers
Warning signs
■ Indications that a risk occurred or is about to occur
Project Start Trigger

Project End
Before the Risk, Focus on After the Risk:
Prevention & Planning Focus on Recovery
Avoid, Mitigate or Transfer Risks, Use Contingency Plans

Establish Contingency Plans

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Risk
Register
■ Contains the outcomes of the other risk management processes as
they are conducted.

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Example List of
Identified Risks
Risk ID Description Source Risk Category WBS Element Trigger
010 Well depths more than expected, which Insufficient testing Cost Well drilling Results of initial boring tests
might require heavier drilling equipment
020 Rework to structural elements, delaying the Insufficient detail in Schedule Structural work Work interruptions due to
schedule structural design lack of detail
030 Delay in arrival of custom built control room Supplier’s optimistic Schedule Control room setup Delay in local development
sections estimates milestones set for supplier
040 Failure to meet minimum safety requirements Unfamiliarity with new Quality Environmental testing Vague or unclear
for emissions environmental regulations recommendations from
environmental committee
050 Not enough space to build 4 processing units Variations between actual Scope Processing section 1st processing unit installed
environment than original taking considerably more
design space than expected

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Risk Analysis
Goals
■ Decision support
■ Increase understanding of the project in general
■ Identify the alternatives available in delivery and methods
■ Ensure that uncertainties and risks are adequately considered in a
structured and systematic way, which allows them to be incorporated into
the planning and project development process
■ Establish implications of uncertainties and risks

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Types of
Risk Analysis

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Risk Probability
and Impact
■ Risk probability is the likelihood that a risk will occur
■ Risk impact (or consequence) is the effect on project objectives if
the risk event occurs

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Impact of
A Risk
■ The impact of a risk is a numerical rating of the effect that the risk
would have on the project, should it occur. (Impact is sometimes known
as consequence).
■ Typically a five-level scale is used to measure impact:
1 very low
2 low
3 medium
4 high
5 very high

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Impact Of Risk
On Project KPI
IMPACT ON
SAFETY
IMPACT ON IMPACT ON
TIME TEAM WORKING
RISK ITEM
CONTRACTOR
PROVIDES
DEFECTIVE
SERVICE
IMPACT ON IMPACT ON
COST QUALITY

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Risk Impact Scales On

Four Major Project Objectives

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Likelihood
■ The likelihood of a risk is a numerical rating of the extent to which the

effects of the risk are likely to occur.
■ Typically a five-level scale is used to measure likelihood:
1 very unlikely
2 low likelihood
3 likely
4 highly likely
5 near certain

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Components of
Likelihood
■ Likelihood is divided into two components:
Probability of Occurrence: the probability that the risk events will occur if we take
no action
Intervention Difficulty: the extent to which we are able to influence events
■ Likelihood is the lower of the two ratings for probability of occurrence and
intervention difficulty.

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Generic Likelihood
Scales
Likelihood is the Lower of Probability of Occurrence and Intervention Difficulty

PROBABILITY OF OCCURRENCE
LEVEL INTERVENTION DIFFICULTY
(assuming you do nothing)
5 You would be surprised if this did not happen Your ability to affect the outcome is effectively zero
4 More likely to happen than not Your resources and authority are sufficient to permit only a minor effect on
the outcome
3 Just as likely to happen as not Additional time and effort will be required to move towards an acceptable
outcome
2 Less likely to happen than not Careful oversight of your normal management processes will probably bring
about an acceptable outcome
1 You would be surprised if this happened Your normal management processes should easily ensure an acceptable
outcome

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Probability/ Impact
Risk Rating Matrix
■ Matrix that assigns risk ratings (or score) to risks or conditions
based on combining probability and impact scales
■ P-I matrix can be based on ordinal or cardinal scales
■ Risk score helps put the risk into a category that will guide risk
response actions

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Risk
Score
Risk Score = Probability X Impact

The higher the Risk score the more serious the risk

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Probability-Impact
Matrix

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Likelihood
Exposure
Impact

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Mapping Risks
Into Activities
■ Team Mobilization and Building
■ QA/QC Tasks
■ Permits and Approvals
■ Deliverables Acceptance
■ Vendors Approvals
■ Shipping and Delivery
■ Project Startup and Handover
■ Access and Areas Release
■ External including off-site Activities

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Risk Register:
Mapping Risks

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Quantitative Analysis
Will Quantify
■ The delay to the project completion date if the risk or group of risk
do not occur, if they occur within acceptable range and if they occur
at extreme level.
■ The increase in project budget if the risk or group of risk do not
occur, if they occur within acceptable range and if they occur at
extreme level.

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Simulation
■ Usually using Monte Carlo technique
■ A model translates the uncertainty at the detail level into their
potential impact on objectives that are expressed at total project
level
■ Will perform the project many times to provide a statistical
distribution of the calculated results.

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Monte Carlo
Simulation
■ The probability of completing the project on any specific day
■ The probability of completing the project for any specific amount of
cost
■ The probability of any task actually being on the critical path.

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How Does Monte Carlo

Simulation Works?

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Simple Distributions
■Model estimate uncertainty

Minimum
Most Likely
Maximum
■Multiple distribution types

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Estimate uncertainty
Duration/Cost
?

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Task Existence

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Branching: Probabilistic &

Conditional
Outcome A
? Outcome B
Outcome C

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Criticality
Analysis
■ Criticality analysis identifies which activities could become most
critical if not effectively managed.
■ Tasks are assigned a value between zero and 100% according to
their potential to affect the duration of the project. Further statistical
analysis can identify which activities are most likely to introduce the
most uncertainty to the project.

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Cumulative Frequency
Plots (S Curves)
■ Cumulative frequency plots are often used to represent the likelihood of
certain milestones achieving targets and are often used in determining bid
prices and project budgets.
■ The plotting of these “S” shaped curves can be used to quantify the
interaction of the likelihood of certain events and their cumulative effect
upon the project as a whole.

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Common Risk Issues

With The Project Plan
1. Estimates & schedules too optimistic, or pessimistic
2. Real life logic and conditions to complex for PM software

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Optimistic Schedule
& Merge Bias effect
■ Single-Path Schedule
■ CPM schedule finishes on December 10,
relies on combinations of durations that equal 70 days
■ Likelihood of the 10th December?

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Optimistic Schedule
& Merge Bias effect

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Optimistic Schedule
& Merge Bias effect
■ This project also completes on December 10
■ Parallel paths account for this risk
■ Likelihood of Dec 10th finish?

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Optimistic Schedule
& Merge Bias effect

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Optimistic Schedule
& Merge Bias effect
Why does the project become more risky?
Likelihood of Completing the Project by 10th December

Completion of Likelihood Joint
Unit 1 Unit 2 Unit 1 Unit 2 Likelihood
Yes Yes 0.17 0.17 3%
Yes No 0.17 0.83 14%
No Yes 0.83 0.17 14%
No No 0.83 0.83 69%

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Common Risk Issues

With The Project Plan
1. Estimates & schedules too optimistic
2. Real life logic and conditions to complex for PM software

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Real Life to
Complex for PM Software
PROBABILITIC BRANCHING
■ When the outcome of an activity is not clear
Article is not certain to pass the test the first time
■ The successor activity may be one or the other
Pass the test? ==> Certify
Fail the test? ==> FIXIT and retest
■ Each one of these is a “branch” and has some probability
Pass the test and certify = 70%
Fail the test and FIXIT = 30%

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Real Life to
Complex for PM Software
■ Integration & test has uncertainty, set up in P3e for modelling

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Advanced Project Analytics

Weather Modelling
Modelling condition 1
• Rig is complete before
freeze
• Freeze shown in yellow.
• Rig is >80% before freeze
• Completed on-route
• Rig is <80% before freeze
• Rig shipped after the
freeze
• Delivery Penalty

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Risk Response
Strategies
■ Developing options and determining actions to enhance
opportunities and reduce threats. They may include changing the
planned approach to completing the project- e.g. changes to WBS,
time, quality plan and budget.
■ These strategies cannot eliminate all risks.

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Balancing Project Risks

With Treated Risks
Project Risks Treated Risks
The goal is to maintain a

balance between project risk
and risk mitigation

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Strategies For
Negative Risks or Threats
■ AVOIDANCE - Eliminate the threat by eliminating the cause.
■ MITIGATION (CONTROLLING)- Reduce the probability or the consequences of an
adverse risk .
■ TRANSFERENCE (DEFLECTION, ALLOCATION) - Make another party responsible
for the risk through purchasing of insurance, warranties, guarantees or outsourcing.
■ ACCEPT- Recognizing that residual risks must be taken, and responding either
actively by allocating appropriate contingency (also known as Containing), or
passively doing nothing except monitoring the status of risks (also known as
Assuming).

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Strategies For
CAUSE CAUSE CAUSE CAUSE
X Avoid = Mitigate
RISK RISK
Transfer RISK RISK Accept
Avoid Mitigate
X =
Accept
EFFECT EFFECT EFFECT EFFECT

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Strategies For
AVOID, MITIGATE
SIGNIFICANT
OR TRANSFER
IMPACT
MANAGE MODERATE
ACCEPT MINOR
LOW MEDIUM HIGH

LIKELIHOOD

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Risk Cost
and Frequency
Cost
Transfer Avoid
Retain Treat
Frequency

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Avoidance
Actions
■ Additional boreholes at selected locations
■ Prototype and Modeling
■ Carry out complete pre-qualification and short-listing for
Consultants, Contractors, Subcontractors, and Key Suppliers.
■ Add contract clauses to deal with adverse weather conditions.

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Mitigation
Actions
■ Carrying out formal design review and document cleansing
■ Increase material submittal review and approval
■ Increase shop-drawings submittal review and approval
■ Increase field inspection and testing
■ Provide training for staff
■ Adopt less complex processes
■ Choose more stable seller

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Transference/ Deflection
Actions
■ Additional work to be outsourced
■ Alternative project delivery methods such as Design-Build (EPC).
■ Additional insurance coverage and policies to be purchased
■ Additional warranties to be purchased
■ Exclusion contract clauses

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Questions To Ask Before

Transferring Risks
■ Who is source of risk, who can best control it?
■ Who can best manage risk if it occurs?
■ How much involvement should client retain?
■ Who should carry the risk?
■ Is premium charged reasonable?
■ Will recipient be able to sustain risk consequences?

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Contracting/
Outsourcing
■ Hiring someone outside your organization to complete the work
when it would decrease risk.
■ This is dealt with in detail in “Procurement Management”

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Requirements for Contract

Selection
■ Identification of specific risks
■ Determination of risk sharing among parties
■ Insertion of clear legal language in contract

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Contract Type Vs.

Risk Allocation
Scope v. little partial complete
Uncertainty High Moderate low
Degree of Risk High Medium low
Suggested Allocation
Owner
Contractor
Contract Type CPPF CPIF CPFF FPPI FFP
CPPF-Cost Plus Percentage Fee, CPIF-Cost Plus Incentive Fee, CPFF-Cost Plus Fixed
Fee, FPPI-Fixed Price Plus Incentive, FFP-Firm Fixed Price
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Factors Influencing
Contract Selection
■ How well-defined the scope of work is or can be
■ The frequency of changes expected after the project starts
■ The level of effort and expertise the buyer can devote to managing
the seller
■ Industry standards of the type of contract used

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Handling Risk in
Contracts
■ Clear definition of risks and their assignment
■ Positive incentives linked to risk assignment
■ Flexibility for assignment of different risks between parties
■ Strong emphasis on good management practices designed to avoid
unnecessary risks

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Insurance
■ A response to certain risks such as fire, property or personal injury is

to purchase insurance.
■ Insurance exchanges an unknown risk for a known risk because the
consequences of the risk are known.

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Insurance Documents
Required In Construction Contracts
■ Contractor’s All Risks Policy (CAR) or Erection All Risks Policy
(EAR) to include General Third Party Liability
■ Construction Plant and Machinery Policy to include all equipment at
various areas
■ Workmen’s Compensation Insurance on Staff in accordance with
statutory Workmen’s Compensation ordinance.

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Acceptance
Methods
■ Contingency allowance (time, money, and resources) or reserve is
most common acceptance response. Also known as Risk Buffering
(or Risk Hedging)
■ Fallback plan for high impact risks. This will be the actions that will
be taken if the contingency plan is not effective.

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Strategies For
Positive Risks or Opportunities
■ EXPLOIT/PURSUE (instead of AVOIDANCE). Eliminate the uncertainty associated
with a particular risk by making the opportunity definitely happen.
■ ENHANCE (instead of MITIGATION). Modify the “size” of an opportunity by
increasing probability (likelihood) and/or positive impacts (consequences), and by
identifying and maximizing key drivers of these positive-impact risks.
■ SHARE (instead of TRANSFER or ALLOCATION). Allocating ownership to a third
party who is best able to capture the opportunity for the benefit of the project.
■ IGNORE (instead of ACCEPT). Ignore minor opportunities by adopting a reactive
approach without taking explicit actions.

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Strategies For
Positive Risks or Threats
CAUSE CAUSE CAUSE CAUSE
Exploit + Enhance
RISK RISK
Share RISK RISK Ignore
Exploit Enhance
+
Ignore
EFFECT EFFECT EFFECT EFFECT

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Positive Risk Response

Strategy
LIKELIHOOD
Share Exploit
Ignore Enhance
IMPACT

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Exploit/ Pursue
Actions
■ Value Engineering and Life Cycle Costing.
■ Pre-defined supplier
■ Adding bonus clauses for early project completion

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Enhance
Actions
■ Requesting multiple offers for expanding project scope.

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Share
Actions
■ Alternative project delivery methods that will allow share of revenue:
BOOT, BOO, etc.
■ Assign independent project management firm to fast track project
delivery.
■ Including savings share clause in contractor’s agreements.

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What are
reserves?
■ Time or cost added to the project to account for risk.
■ There are two categories:
Contingency reserve. To deal with the known unknown risks. That is
identified residual risks that remain after risk response planning.
Management reserve. To deal with unknown unknown risks. That is
risks that have not been identified.

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Factors For
Determining Reserve
■ Project life cycle position
■ Estimating approach
■ Type of contract
■ Risk exposure
■ Risk tolerance levels
■ Risks accepted
■ Consequences of overruns
■ Other

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Risk Reserve In
Project Budget
Total Contract Price
Total Project Budget Profit or Fee
Project Performance Reserves

Budget Budget
Project Costs Management Reserves
Risk Responses Contingency Reserves
Allowance for
estimating inaccuracy
Allowance for
Passively accepted risks
Allowance for
Actively accepted risks

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Important Notes On Selecting

Risk Response Strategies
■ Strategies must be timely
■ The effort selected must be appropriate to the severity of the risk.
■ One response can be used to address more than one risk.
■ Involve the team, stakeholders and experts in selecting a strategy.

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Contingency
Planning
■ Planning the specific actions that will be taken if a risk event occurs,
or the planned response does not work.
■ These plans can be put in place later, if needed, without meetings or
increased impact to the project caused by delayed action.

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Revised Project
Plan
■ The efforts spent in risk management will result in changes to the
project plan. Tasks could be added, removed or assigned to
different resources. Thus, planning is an iterative process.

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Adding Activities
To Respond To Risks
■ Vendor submittal re-submission
■ Quality assurance and quality control
■ Deliverables acceptance
■ Snag list and hand over
■ Permits and approvals
■ Mobilization and demobilization
■ Qualifying and selecting vendors
■ Acquiring and building the project team
■ Design review and coordination
■ Mockup and samples
■ Shipping and handling

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Adding Relationships
To Respond To Risks
■ Continuity and Flow of resources
■ Damage Control
■ Site Safety
■ Avoid site congestion (Limit Concurrent Activities)
■ Site Security
■ Quality Assurance
■ Resource Leveling and Smoothing

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Adding Milestones
To Respond To Risks
■ Issuance of insurance
■ Selection of vendors
■ Access to site and zones
■ Project Deliverables
■ Key Client Decisions
■ Interfaces from other projects/ contracts
■ Interfaces from external organizations

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Other Actions
To Respond To Risks
■ Add holidays and off-periods to calendars
■ Allow for learning curve estimate for activity duration
■ Adjust productivity rates during summer season and Ramadan

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9. Assign Objective
Measures Of Performance
■ Specify the objective measures to be used to measure work
achievement.

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Requirements for Assigning

Objective Measures
■ The accomplishment of activities shall be ultimately expressed in terms of the budgetary values of
activities (EV)
■ Objective measures of performance, shall be used to quantify the degree of completion of
activities
■ The EV of completed activity shall always equate to the amount budgeted for the activity
■ The objective measure of work performance shall be set prior to commitment of each activity and
shall not be changed once work has begun on the activity
■ Objective measures of performance shall be planned in the same manner in which they are to be
assessed, and vice versa.
■ Objective measures of performance shall be established in such a manner that value is earned
and actual are accumulated in a consistent manner and in the same time frame when work
proceeds to plan.
■ Only one measure of performance shall be used per activity.

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Identify
Thresholds and KPIs
■ Determine the control methods and mechanisms.
■ Establish and document the KPI's for managing project
performance.

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Sample
Metrics
■ Schedule
■ Milestones
■ Cost
■ Deliverables Status
■ Issues
■ Action Items
■ Client Satisfaction

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Schedule
■ The importance of maintaining and managing a schedule cannot be

overstated.
■ A detailed project schedule allows for coordination of staff and
material resources, and an estimation of whether a project its likely
to hit its target completion date or not.

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Schedule
Metrics
■ Total Float
■ Finish Date Variance
■ Start Date Variance
■ Schedule Variance (SV)
■ Schedule Performance Index (SPI)

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Milestones
■ While closely linked to the schedule, this metric is at high level. Milestones
should be outcome based, and their completion should be easy to
determine.
■ Milestones tracking involve a summary listing and a graph of major
milestones with planned (initial), projected (updated periodically), and actual
completion dates. Milestones typically encompasses 4-6 weeks of effort.

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Milestone
Metrics

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Cost
■ The tracking of cost is integral to schedule management. Tracking one
without the other will not provide an estimation of the likelihood of a project
coming in on time and at budget. Actual cost versus budget should be
compared, with respect to charged hours and money spent. Monitoring
delays in key milestones, along with the associated budget designated to
complete the milestones, provides a good estimate of project performance.

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Cost
Metrics
■ Cost Variance
■ Cost Performance Index (CPI)
■ Resource Utilization. The total amount of work assigned in a given
period to a resource versus availability.
■ Resource Productivity. The difference between estimated and actual
man-hours.

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Deliverables
Status
■ Keeping track of project deliverables is essential, especially when
work has been contracted out from an outside client.
■ Without deliverables, a project is in breach of contract, regardless of
how much work is done.

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Quality Of
Deliverables Metrics 1/2
■ Percentage of Deliverables Reviews Resulting In Acceptance From
The First Time
■ Number of Client Change Requests To Revise Scope
■ Number of Hours Of Rework to Previously Completed Deliverables

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Quality Of
Deliverables Metrics 2/2
■ Defect Weight. A weighted number to show the total number of
verified defect points for a deliverable. A low priority defect will
receive a low number, whereas a critical defect will receive high
number.
■ Delivered Defect Weight. Defect Weight minus the total removed
defect points.

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Issue
Items
■ Issue items need to be tracked, along with an assignment of responsibility,
resolution, and date of closure. Issue items have significant impact on the
project delivery.
■ Issues need to be documented so that (1) progress toward their completion
can be tracked and (2) it is clear when they are complete.

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Issue
Metrics
■ Issue Trends which details the number of issues opened, closed and
active, for a given reporting period.
■ Issue Elapsed Time. Details the time it takes to close an issue.

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Client
Satisfaction
■ This metric is best applied when there is a client-contractor relationship. A
responsive contractor organization will keep track of significant feedback on
each project, positive or negative, to help the project manager and senior
management to assess the client-contractor relationship at any time, and to
make sure that negative feedback is properly addressed and resolved,
where possible.

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Client
Satisfaction
■ Overall Client Satisfaction With Deliverables
■ Overall Client Satisfaction With Project Team
■ Turnaround Time Required To Respond To Client Queries and
Problem
■ Average Time Required To Resolve Client Related Issues

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9. Set The Performance

Measurement Baseline
■ Formally establish the planning parameters determined in earlier
steps as the Performance Measurement Baseline (PMB) for the
project.

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Project
Plan Approval
■ The project plan must receive approval from management, stakeholders
and project team.
■ Formal approval means sign-off.
■ Project Manager must insure that stakeholders needs and objectives are
in the plan.
■ A project cannot effectively start without formal approval of the project
plan.

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Reviewing and
Analyzing The Schedule
■ Reviewing The Schedule
To ensure that the schedule is reasonable and complete.
■ Analyzing The Schedule
To ensure that the schedule represents a workable plan
considering available managerial and production resources.

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Reviewing
The Schedule
■ Is the schedule complete?
■ Are activity durations reasonable?
■ Are activity relationships complete?
■ Are activity relationships valid?
■ Is the project calendar correct?
■ Is the schedule duration within the contract time?
■ Are contractual milestones met?

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Is the
Schedule Complete?
■ Does the schedule activities accurately reflect the project’s contractual
scope of work?
■ Each activity in the schedule represents a discrete part of the project that
can be planned, scheduled, monitored, and controlled. The total work
described by all activities in the schedule must equal the project’s
contractual scope of work.

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Is the
Schedule Complete?
■ The purpose of the schedule will determine the level of detail contained in
the schedule. Therefore, it is not uncommon for any single activity in a
schedule to represent more than one operation.
■ During the review process it is important that the schedule be reviewed to
ensure that the scope of work described by each activity is fully defined and
that all schedule activities taken together accurately reflect the project’s
scope of work.

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Are Activity
Durations Reasonable?
■ Activity Durations must be reasonable and based on the quantity of
the work as well as the planned resources that include labor,
material and equipment.
■ The nature of the work and anticipated physical conditions when the
work is planned to be carried out must also be considered.

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Are Activity Relationships

Complete?
■ Activity relationships must be complete. A review of each activity’s predecessor and
successor activities should be made to ensure that all necessary logical relationships
have been included in the schedule. Failure to include necessary activity
relationships can result in an inaccurate schedule that cannot be used to effectively
plan and manage a project.
■ In addition, as discussed earlier all redundant relationships should be eliminated to
simplify the project schedule and avoid problems later.

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Are Activity
Relationships Valid?
■ Not only do activity relationships need to be complete, activity relationships
must also be valid. Activity relationships must accurately reflect the planned
sequence of the work as well as the required physical, and resource activity
relationships.
■ Activity relationships that do not accurately reflect the planned sequence of
work and required relationships between activities will result in a schedule
that cannot be used to effectively plan and manage the project.

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Is The
Project Calendar Correct?
■ In order for the schedule to be a reliable planning and management
tool, the schedule calendar must be accurate so that the project
team can use the schedule confidently to plan and schedule day-to-
day project operations.

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Is the Schedule Duration

Within The Contract Time?
■ A successful project is one that is completed on time, within budget, and
complies with the project documents that include the plans and
specifications. An important ingredient of a successful project is completion
on time. Therefore, the schedule duration should be within the contract time
and complete on or before the contractual completion date.

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Are Contractual
Milestones Met?
■ In addition to the schedule showing the overall project completing within the
contract period, contractual milestones must also be met in the contractual
schedule and project schedule. Contractual milestones might include the
completion of predefined parts of the project, that would be turned over to
other parties for a specific use. If contractual milestones are not met in the
schedule then the schedule needs to be analyzed to determine why the
contractual milestones not met.

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Analyzing
The Schedule
■ Is the critical path reasonable?
■ Are there multiple critical paths?
■ What activities are near critical?
■ How does the work flow?
■ Are their conflicts between concurrent activities?
■ Is there an excessive amount of work at any time?
■ Are there sufficient resources to support concurrent activities?
■ Can subcontractors and suppliers meet the schedule?
■ Are any activities scheduled out of season?

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Is the critical
path reasonable?
■ When analyzing the schedule, the first thing that should be determined is
what activities are on the critical path and is the critical path reasonable.
■ In other words, are the activities that make up the critical path the activities
that should be critical and determine the project?
■ The schedule critical path should accurately represent the sequence of
activities that will determine the overall project duration during execution.

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Are there
multiple critical paths?
■ Whenever a schedule contains multiple critical paths, the project team
should review and analyze the parallel sequences of critical activities to
determine why each is critical.
■ From a network standpoint, there is nothing wrong with multiple critical
paths. However, from a management standpoint the parallel critical
paths should be minimized if at all possible in order to increase the
probability of completing the project on schedule.

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What activities
are near critical?
■ As important as identifying critical activities is the identification of
near critical activities are those activities that have little total float
and could easily become critical as a result of unforeseen
circumstances or conditions during project execution.

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How does
the work flow?
■ The scheduled work should flow in a logical manner from the start of the
project to the completion of the project. If the work does not flow in the
schedule, then the work probably won’t flow well during execution and this
will result in increased costs and time due to productivity loss.

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Are their conflicts between

concurrent activities?
■ The schedule needs to be reviewed to determine if activities
scheduled concurrently will interfere with one another.

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Is there an excessive
amount of work at any time?
■ There is a limit to the amount of work that can be performed productively on
a project at any time.
■ The amount of work that can be performed productively on a project
depends on a number of factors that include the type of project, stage of the
project, and the nature and proximity of concurrent activities among other
things. These factors need to be considered when analyzing the schedule.

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Are there sufficient resources to

support concurrent activities?
■ The schedule also needs to be analyzed to determine if there is sufficient
resources available to support planned project operations.
■ Activity durations are estimated based on the planned availability of
resources but do not consider concurrent activity resource demand since
the schedule logic was not yet been developed.

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Can subcontractors and

suppliers meet the schedule?
■ The project schedule needs to be analyzed to determine if subcontractors
and suppliers can meet the planned schedule.
■ If scheduled subcontractor or suppliers activities are in conflict with
subcontractor and supplier agreements, then the planned schedule needs
to be modified to bring the schedule into compliance with those
agreements.

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Are any activities

scheduled out of season?
■ Activities scheduled to be performed out of season in the
planned schedule need to be identified in order to avoid cost
overruns and delays during execution.

Baseline
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■ Original project plan with approved changes.

■ It will be used to monitor the project and the forecasts of the final
cost and schedule should be compared to it.

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10. Using
Templates To Define Projects
■ Organizations can document their experience and knowledge in
delivering projects in what is known as templates.
■ Project Templates will detail the WBS, OBS, DBS, Activities,
Sequence, Duration, Resource Requirements and other related
information.

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Templates As
An Organizational Asset
■ Templates represents historical information about the organization
past projects that had been captured from previous projects.
■ Organizational Assets are the formal and informal policies,
procedures and guidelines that could impact how a project’s scope
is managed.

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What A Template
Would Usually Include?
■ Work Breakdown Structure
■ Document Breakdown Structure
■ Organization Breakdown Structure
■ List Of Activities and Sequence
■ Resource Requirements
■ Costs and Expenses
■ Risks

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Executing and Controlling

The Project Plan

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Project Planning &

Control

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The Project Planning &

Control Cycle
■ PLAN: Defining Planned Performance Requirements To Achieve Project Goals and
Objectives and establish Baseline Plan
■ RESULTS: Performance Capture and Progress Collection Methods To Reflect
Project Current Status
■ ACHIEVEMENT: Performance Analysis Against pre-established Metrics and use
the same to establish trends and forecast at completion status
■ VARIANCES: Actions To Be Taken to Address Positive (opportunities) and
Negative (threats) Variances: Acceptance, Rejection, Recommendations and
whether the same requires revising the baseline plan.

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1. Authorize and Perform

The Work
■ Formally authorize all work to be undertaken and perform the work.

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Requirements for Authorizing

and Performing The Work
■ The source of authority for commencement of work shall be clearly
identified.
■ The work shall be planned before it is authorized
■ All work shall be authorized to commence in the manner in which it was
planned
■ Authorization shall clearly identify responsibility for performing the activity
and the methods for accumulating the cost of performance.

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Work Authorization At
Each Level Should Identify
■ What is to be done
■ Who is to do it
■ When it is to be done
■ Amount of resources budgeted
■ Acceptance by person responsible for work
■ How progress and actual cost (AC) are to be aggregated

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2. Accumulate and Report

Performance Data
■ Record and accumulate schedule progress, EV and AC for each
activity. Report performance as appropriate.

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What Data Need To

Be Accumulated
■ Deliverables Acceptance
■ Project Schedule Update
■ Actual Costs and Expenses Incurred
■ Actual QA/QC Performance Data

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2.1. Deliverables Acceptance
■ The Deliverables Acceptance Plan describes the approach to all

development, unit, integration, system, qualification and acceptance
testing needed to complete a project properly.

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Scope Verification
■ Reviewing the work products and results to ensure that all are
completed correctly and satisfactory
■ Conducting inspections, reviews, audits
■ Determining whether results conform to requirements
■ Determining if work products are completed correctly
■ Documenting completion of deliverables
■ Gaining formal sign-off

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Inspection
■ Inspection includes activities such as measuring, examining, and

verifying to determine whether work and deliverables meet
requirements and product acceptance criteria.
■ Inspections are also called reviews, product reviews, audits, and
walkthroughs.

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Acceptance
Form
■ An Acceptance Form is a document which is completed to request formal acceptance
of a project deliverable by the customer.
■ Acceptance Forms typically include:
Summarized project information
Details of the deliverable, requester and request date
A list of the acceptance criteria and standards required to be met
A summary of the results of the acceptance testing undertaken to determine whether or not
the deliverable meets the criteria and standards specified
A section allowing the customer to approve the deliverable.

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When to use
an Acceptance Form?
■ Although one Acceptance Form may be completed per deliverable, an Acceptance
Form may be completed for a set of related deliverables for which customer
acceptance is sought. The Acceptance Form is typically completed by the Project
Manager and formally distributed to the customer for review and sign-off.
■ Only those deliverables which have been completed and are believed to meet the
requirements of the customer should be put forward for acceptance.

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Acceptance
Management Plan
■ An Acceptance Management Plan is used to ensure that every
deliverable produced by the project is formally:
Completed
Documented
Reviewed
Approved

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Project
Deliverables

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Acceptance
Management Plan

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Complete
Deliverable
■ This process involves undertaking all activities and tasks to complete the
deliverable to a level which is likely to gain customer acceptance. The
following procedures are instigated:
Undertake all tasks required to complete the deliverable
Document the final deliverable components
Inform the Project Manager that the deliverable is now ready for customer
acceptance.

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Punch List
(Snag List)
■ A log of items that do not comply with the contract requirements and
need to rectified by the Seller.
■ Details shown for each item include:
Description
Due Data
Ball In Court
Estimate To Rectify
Status
Date Rectified

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2.2. Manage The

Schedule Plan
■ Recording actual time spent on the project
■ Controlling Changes To The Project Schedule.
■ Managing the reserve (Buffer)

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Purpose Of
Time Management
■ Calculate the total time currently spent against each individual task and therefore the
total staff cost of undertaking each task on the project
■ Identify any task slippage on the project plan, thereby enabling the Project Manager
to control the level of resource allocated to each task
■ Identify the percentage of each task completed plus any outstanding work required to
be undertaken to complete the task in its entirety.

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Work Performance
Information
■ Information on the status of the project activities being performed to
accomplish the project work is routinely collected as part of the
project management plan execution.

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Work Performance
Information
■ Deliverables that had been completed and those not completed
■ Schedule activities that have started and that have been finished
■ Extent to which quality standard are being met
■ Costs authorized and incurred
■ Estimates to complete the schedule activities that have started
■ Percent physical completion of activities
■ Documented Lessons Learned
■ Resource Utilization Detail

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Schedule
Updates
■ Completed Activities
Actual Start and Finish Dates
Actual Resource Hours and Quantity
Actual Expenses Incurred
■ In Progress Activities
Actual Start and Remaining Duration
Actual Resource Hours and Quantity To Date and Estimated Balance To
Complete
Actual Expenses Incurred To Date

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Actual Start
Date
■ Actual Start Date is when work on an activity actually started with
the intention of completing the activity within the planned duration.
■ The actual start date is not necessarily the first date that work was
performed on the activity.

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Actual Finish
Date
■ Actual Finish Date occurs when work on an activity is substantially
complete.
■ An activity is substantially complete when only minor or remedial work
remains and successor activities can proceed to substantial completion
without being hindered by any remaining minor work on the
predecessor activity being reviewed.
■ The actual finish date is not necessarily the last day that work was
performed on an activity.

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Actual Suspend and

Resume Dates
■ An activity might encounter problems that will result in stopping or
suspending progress on the activity and later on and when the
reason for suspension is removed, the activity can resume progress
again.
■ Suspend and resume dates need to be recorded as they will affect
activity actual duration calculation.

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Actual
Duration
■ The actual number of days worked on the activity.

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Forecasts
■ Forecasts include estimates or predictions of conditions and events

in the project’s future, based on information and knowledge
available at the time of the forecast.

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Remaining
Duration (RD or RDU)
■ The time needed to complete an activity.

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Estimate To
Complete (ETC)
■ The estimate to complete the remaining work for an activity, work package
or control account.

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What is the
Data Date?
■ The date to which actual performance data is reported and the date
from which future work is scheduled.
Date that is used as the starting point for schedule calculations.
Always starts at the beginning of the day.
■ Also known as Time Now and Cut-Off Date.

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Data Date
J F M A M J J A S
Schedule
Plan
Data
Actual
Date line
Resource
Resource Time
Quantity
(person -
days)
Time
Cost
Time

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Status Line

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Statusing
the Activities
Data Date
AS
ES AF
EF
5d
AS
ES EF
10d /5d RD
ES EF
8d
ES EF
2d
06-Jan-03

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Setting the
New Data Date
Data Date New Data Date
AS AF
5d
AS EF
10d /5d RD
ES EF
8d
ES EF
2d
Statusing Period
06-Jan-03 13-Jan-03

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Rescheduling
the Project
Old Data Date Data Date
AS AF
5d
AS EF
10d/ 5d RD
ES EF
8d
ES EF
2d
06-Jan-03 13-Jan-03

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Retained Logic
and Progress Override
■ It is possible that activities might progress in a format that differs
what was assumed in the planning phase although this should not
result in altering the activity sequences established in the planning
phase.
■ This could be due for many reasons including availability of work
area, resources, etc.

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RETAINED
LOGIC
PROGRESS
OVERRIDE
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Analyze Schedule
Status
■ What Is The Basis For Evaluating Schedule Status?
■ What Is The Planned Completion Date?
■ Has The Critical Path Shifted And How?
■ Has The Float Of Any Activity Changed And Why?
■ Has Weather Become A Factor For Any Activities?
■ Are There Any Trends Worth Watching?
■ Have There Been Any Changes Since The Last Update?

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What Is The Basis For

Evaluating Schedule Status?
■ There must be a basis for evaluating schedule status. This baseline
schedule is the original as-planned schedule if there have been no
schedule updates before this one or the last schedule update which
has been used to plan and schedule project activities since that last
update. Without a baseline schedule, the remaining question cannot be
answered.

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What Is The Planned

Completion Date?
■ The planned completion date of the project based on the current status of activities
needs to be compared with the project contractual completion date.
■ Small variations in the planned project completion date should be expected as the
project progresses given the fact that the sequence and duration of activities are
based on a number of assumptions and estimates concerning future events.
■ However, if there is a large discrepancy between the projected and contractual
completion dates based on current activity status, the baseline schedule needs to be
analyzed to determine the cause of the discrepancy.

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Has The Critical Path

Shifted And How?
■ Whether the projected schedule completion date has changed significantly
or not, the critical path needs to be analyzed.
■ The purpose of analyzing the critical path is to determine if the activities that
make up the critical path are different from the critical activities in the
baseline schedule.
■ If the critical activities are different between the two schedules then the
reason for the shift in the critical path needs to be determined.

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Has The Float Of Any Activity

Changed And Why?
■ As important as detecting changes in the critical path between the
baseline and status schedule is the detection of significant changes in
individual activity total float.
■ The reason for changes in activity total float needs to be analyzed so
that corrective action can be taken if required. The project team must
be aware of near critical activities because these activities can quickly
become critical if not monitored closely.

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Has Weather Become

A Factor For Any Activities?
■ The timing of activities in the schedule may change significantly if
actual predecessor activity status varies appreciably from planned
status. As a result of lower than anticipated productivity or delays,
predecessor activities may not complete as planned and delay the start
or completion of successor activities. These delays may result in
activities being scheduled to be performed under other than planned
weather conditions.

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Are There Any Trends Worth

Watching?
■ In addition, any trends that might be significant to the successful
completion project should be watched. For example, is a particular
crew consistently ahead of behind schedule? If so, then the
contractor may want to analyze the reasons for the trend and make
adjustments accordingly.

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Have There Been Any Changes

Since The Last Update?
■ If there have been changes in the scope of work since the last schedule
update, then these changes need to be noted and incorporated in the
schedule update. Sometimes the significant of changes is not known
until the current status of the schedule is determined. If there have
been significant changes since the last update, then the schedule
needs to be modified and revised.

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Claim Digger for Schedule Analysis
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Organize by Type of Change

Group by Activity

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2.3. Manage The Project

Cost
■ A Cost Management Plan is a method by which costs (or expenses)
incurred on the project are formally identified, approved and paid.

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Types of
Costs
■ Typical types of costs include:
Labor costs (e.g. staff, external suppliers, contractors and consultants)
Equipment costs (e.g. computers, furniture, building facilities, machinery and
vehicles)
Materials costs (e.g. stationery, consumables, building materials, water and
power)
Administration costs (e.g. legal, insurance, lending and accounting fees).

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2.4. Implement
QA/QC Plan
■ Quality Assurance (QA)/ Quality Control (QC) Management ensures
that a project is on track with scheduled deliverables and within
budget.
■ This regular evaluation of project performance provides the
confidence that the project is progressing in a satisfactory manner.

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Perform
Quality Assurance
■ Applying the planned, systematic quality activities to ensure that the
project employs all processes required to meet requirements.

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Perform
Quality Control
■ Monitoring specific project results to determine whether they comply
with relevant quality standards and identifying ways to eliminate
causes of unsatisfactory performance.

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Quality
Control
■ Holding periodic inspections
■ Ensuring that authorized approaches and processes are followed
■ Identifying the need for corrective action
■ Making changes or improvements to work and processes
■ Reworking completed work to meet the requirements
■ Making decisions to accept or reject work
■ Evaluating the effectiveness of corrective actions
■ Reassessing the effectiveness of project control plans
■ Improving quality

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2.5 Updated Material and

Drawings Submittal Log
■ The timely completion of Material and Drawings submittal is critical for the
successful on-site activities commencement.
■ Submittals might require multi-party review and approval and may be
subjected for multiple rounds of review.
■ The same need to be documented to identify the impact they might have on
the overall project schedule.

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2.6. Capturing
Lessons Learned
■ Lessons learned is knowledge derived from experience to promote the
recurrence of desirable outcomes or preclude the recurrence of undesirable
outcomes.
■ Lessons learned enable the knowledge gained from past experience to be
applied to current and future projects to avoid the repetition of past failures
and mishaps.
■ Lessons learned documentation can represent both positive and negative
experiences.

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Lessons
Learned
■ A document which talks about what was done right or wrong and
what should be done differently and whether the project should be
redone.
■ It covers three areas:
Technical Aspects of the Project
Project Management (PMBOK)
Management (Leadership and Management)

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Lessons
Learned
■ Mistakes to be avoided
■ Opportunities to be addressed
■ Risks identified
■ Knowledge gained
■ Good practices
■ Performance evaluation
■ Alternative products

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Lessons
Learned
Project Lessons Learned
Lesson learned Context Keywords Owner/
resource name
Accounting will The project team failed to fill out the form, Accounting, Canada, John Doe,
require form 421A for assuming that since the Regina, SK office Currency, Exchange, Project
all foreign was linked to Minneapolis, no currency International, Foreign Manager
transactions, exchange form would be required. The
including Canadian project payments to vendors were delayed by
four weeks
Acme Enterprises One team member’s charges came in on an Acme, credit, charge, Jane Doe,
appreciates vendors Acme card early in the project, and the client card Project
who use the Acme acknowledged the transaction in a meeting, Manager
card for project praising us for “knowing the customer”. The
transactions, and rest of the team applied for Acme cards
considers it a major before the week was over.
step toward customer
goodwill

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End Of Section

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DAY FOUR

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3. Analyze Project
Performance Data
■ Identify and analyze CV and SV and develop estimates of cost at
completion and forecasts of schedule completion.

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Earned
Value
■ A method for measuring project performance
■ Compares the cumulative value of the budgeted cost of work
performed (EV) at the original allocated budget amount to both
the budgeted cost of work scheduled (PV) and to the actual cost
of work performed (AC).

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Benefits of Earned Value

Performance Measurement
■ Objective measurement of project performance in both cost and time
■ Forecasting of future performance, completion date and cost at completion based on past
performance
■ Objective metrics for comparison of project performance across an organization and between
organizations
■ Development of appropriate budgets and baselines
■ Completion of appropriate estimates
■ Ensures that percentage complete of work packages is consistently measured
■ Focus on comparison between actual performance and budget
■ Reinforces emphasis on disciplined change control
■ Immediate highlighting of inconsistencies in the above measures in Earned Value reports

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Language Of
EV
■Project Budget Pyramid
CBB – Contract Budget Base
PMB – Program Management Baseline Contract Budget Base
CAs – Control Accounts CBB
PPs – Planning Packages
WPs – Work Packages
MR – Management Reserve
UB – Authorized funds
undistributed to a work Program
package Management M PMB
Baseline R
PMB + MR = CBB
Summary U Distributed Budget
PP’s B
Control Undistributed Budget
Accounts
DB + UB = PMB
PP’s Defined
Discrete AP LOE Planning Out Discrete
work WPs WPs packages Year Work
packages
Near Term
Work Packages + all PPs = Distributed Budget

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Language of EV
■ Contract Budget Base (CBB). The negotiated contract cost value plus the
estimated value of authorized but unpriced work.
■ Program Management Baseline (PMB). The schedule and resource
baseline established after contract award or supplemental agreement that
becomes the basis for earned value status assessment.
■ UnDistributed Budget (UB). Authorized funds that have not been assigned
to a control account or summary-level planning package.

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What EV
Can Answer?
■ Are we ahead or behind schedule?
■ How efficiently are we using our time?
■ When is this project likely to be completed?
■ Are we currently under or over budget?
■ How efficiently are we using our resources?
■ How efficiently must we use our remaining resources?
■ What is the remaining work likely to cost?
■ What is the entire project likely to cost?
■ How much we will be under or over budget at the end?

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Planned
Value (PV)
■ Is the budget cost for the work scheduled to be completed for an
activity up to a given point in time.
■ Used to be known as BCWS or BQWS

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Earned
Value (EV)
■ Is the budgeted amount of the work actually completed on the
schedule activity during a given time period.
■ Used to be known as BCWP or BQWP

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Performance Measurement
Methods
■ Discrete Effort
Percent complete. Estimate the percent complete of a task.
Start/Finish (fixed formula)
50/50 Rule. A task is considered 50% complete when it begins and gets credit for the last 50% only
when it is completed.
20/80 Rule. A task is considered 20% complete when it begins and gets credit for the last 80% only
when it is completed.
0/100 Rule. A task does not get for partial completion, only full completion.
Incremental Milestone- % Complete based on milestone completion
Units Complete- Physical quantity count
■ Apportioned Effort
■ Level of Effort (LOE)

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Discrete
Effort
■ Work effort that is directly identifiable to the completion of specific
work breakdown structure components and deliverables, and that
can be directly planned and measured. Contrast with apportioned
effort.

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Apportioned
Effort (AE)
■ Effort applied to project work that is not readily divisible into discrete
efforts for that work, but which is related in direct proportion to
measurable discrete work efforts. Contrast with discrete effort.

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Level of
Effort (LOE)
■ Work that does not result in a final product (such as liaison,
coordination, follow-up, or other support activities) and which cannot
be effectively associated with a definable end product process
result.
■ Level of effort is measured only in terms of resources actually
consumed within a given time period.

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Discrete Effort Start /Finish

Method (Fixed Formula)
START FINISH
100%
ACTUAL
PERCENT
X% COMPLET
0%
TIM E

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Discrete Effort
Units Completed Method
1 2 3 4
NOTE: Total Quantity is from
the EAC or Forecast. It is not
COM PLETE 5 6 7 8 the baseline value.
9 10 11 12
TO BE DONE 13 14 15 16
17 18 19 20
% COM PLETE = 11/ 20 = 55%

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Discrete Effort
Incremental Milestone Method
RECEIVED INTERNALS TURN

SET ALIGNED TESTED
AT SITE INSTALLED OVER
0% 25% 50% 75% 100%
Received at Site 15%

Set 30%
Aligned 50%
Internal Installed 70%
Tested 85%
Turned Over 100%

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Discrete Effort
EV vs. Percent Complete
100%
TASK 2
TASK 1
0%
10%
TASK 3
TIME
NOW

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Actual Cost (AC)
■ Is the total cost incurred in accomplishing work on the schedule

activity during a given time period.
■ Used to be known as ACWP or AQWP

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ETC and EAC
■ Estimate To Complete (ETC). The estimate to complete the remaining

work for an activity, work package or control account.
■ Estimate At Completion (EAC). The cost of the amount of work to
complete schedule activities. It is a forecast of the most likely total value
based on project performance and risk quantification.

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EV Metrics
■ Schedule Variance (SV). The difference between the budgeted

cost of work performed and the budgeted cost of work scheduled at
any point in time (EV-PV).
■ Schedule Performance Index (SPI). Ratio of work accomplished
versus work planned, for a specified time period. The SPI is an
efficiency rating for work accomplishment, comparing work
accomplished to what should have been accomplished
■ Cost Variance (CV). The difference between the earned value and
the actual cost.
■ Cost Performance Index (CPI). Ratio of work accomplished versus
work cost incurred for a specified time period. The CPI is an
efficiency rating for work accomplished for resources expended.
■ To Complete Performance Index (TCPI). Calculates the
performance factor that must be achieved to complete the remaining
work in order to stay within project budget.

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Earned Value Performance Metrics
65
■ SV =
60 EV – PV = 45 – 30 = 15
55 ■ SV% =
50 SV/PV X 100 = 15/30 X 100 = 50%
45
■ SPI =
40
35
EV/PV = 45/30 = 1.5
Value
30 ■ CV =
25 EV – AC = 45 – 55 = -10
20 ■ CV% =
15
CV/EV X 100 = -10/45 X 100 = -22%
10
5
■ CPI =
0 EV/AC = 0.82
1 2 3 4 5 6 7 8 9 10 11 12 13 ■ TCPI =
Time (BAC-EV)/(BAC-AC) = 15/5 = 3.0
PV EV AC

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EV Measures
Performance Schedule
Measures SV > 0 & SPI > 1.0 SV = 0 & SPI = 1.0 SV < 0 & SPI < 1.0
CV > 0 & Ahead of Schedule On Schedule Under Behind Schedule

CPI > 1.0 Under Budget Budget Under Budget
CV = 0 & Ahead of Schedule On Schedule On Behind Schedule On

Cost
CPI = 1.0 On Budget Budget Budget
CV < 0 & Ahead of Schedule On Schedule Over Behind Schedule

CPI < 1.0 Over Budget Budget Over Budget

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EV Example 1/5
Project Duration
Activity Budget 1 2 3 4 5 6 7 8 9 10 11 12 13 14
6 6
1 12
8 12 16 12
2 48
7 21
3 28
18
4 18
4 8 10 6
5 28
8 8
6 16
150 6 14 12 16 19 21 22 8 10 6 8 8
PV 6 20 32 48 67 88 110 118 128 134 142 150
EV
AC

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EV Example 2/5
PV Chart
200
150
Value
100 PV
50
0
1 2 3 4 5 6 7 8 9 10 11 12
Month

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EV Example 3/5
Project Duration
Activity Budget 1 2 3 4 5 6 7 8 9 10 11 12 13 14
6 6
1 12
8 12 16 12
2 48
7 0 21
3 28
18
4 18
4 8 10 6
5 28
8 8
6 16
150 6 14 12 16 19 21 22 8 10 6 8 8
PV 6 20 32 48 67 88 110 118 128 134 142 150
EV 6 20 32 48 67 67
AC 6 22 36 54 72 75

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EV Example 4/5
PV Vs. EV
200
150
PV
Value
100
EV
50
0
1 2 3 4 5 6 7 8 9 10 11 12
Month

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EV Example 5/5
EV Chart
200
150
PV
Value
100 EV
AC
50
0
1 2 3 4 5 6 7 8 9 10 11 12
Month

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Schedule Analysis
& Forecasting
■ Are we ahead or behind schedule?
Schedule Variance (SV) = EV – PV
= 67 – 88 = -11
SV% = SV/PV = -11/88 = -12.5%
■ How efficiently are we using our time?
Schedule Performance Index (SPI) = EV/PV
= 67/88 = 0.76
■ When is this project likely to be completed?
EAC = (BAC/SPI)/(BAC/months)
EAC = (150/0.76)/(150/12) = 15.76 Months

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Cost Analysis
& Forecasting 1/2
■ Are we currently under or over budget?
Cost Variance (CV) = EV- AC = 67 – 75 = - 8
CV% = CV/EV = -8/67= - 11.9%
■ How efficiently are we using our resources?
Cost Performance Index (CPI) = EV/AC
= 67/76 = 0.89
■ How efficiently must we use our remaining resources?
To Complete Performance Index (TCPI)
= (BAC-EV)/(BAC-AC) = (150 – 67)/(150 – 75)= 1.1

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Cost Analysis
& Forecasting 2/2
■ What is the remaining work likely to cost?
Estimate To Complete (ETC) = (BAC-EV)/CPI
ETC = (150-67)/0.89 = 93.25
■ What is the entire project likely to cost?
Estimate At Completion (EAC) = BAC/ CPI
EAC = 150/0.89 = 168.54
■ How much we will be under or over budget at the end?
Variance At Completion (VAC) = BAC – EAC
VAC = 150 – 168.54 = -18.54

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ETC and EAC
■ Estimate To Complete (ETC). The estimate to complete the remaining

work for an activity, work package or control account.
■ Estimate At Completion (EAC). The cost of the amount of work to
complete schedule activities. It is a forecast of the most likely total value
based on project performance and risk quantification.

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ETC Based on
Atypical Variances
■ Used when current variances are seen as atypical and similar
variances will not occur in the future.
■ ETC = (BAC- EVc)
■ Where
ETC is Estimate To Complete
BAC is Budget Cost At Completion
EVc is cumulative Earned Value To Date

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ETC Based on
Typical Variances
■ Used when current variances are seen as typical of future variances.
■ ETC = (BAC- EVc)/CPIc
■ Where
EVc is cumulative Earned Value To Date
CPIc is cumulative Cost Performance Index

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ETC Based on
Typical Variances- Additional Cases
■ ETC will be influenced by factors of 80% of past cost and 20% past
schedule performance
ETC = (BAC-EV)/ (0.8 X CPI + 0.2 X SPI)
■ ETC will be influenced by last 3 months cost performance
ETC = (BAC-EV)/ (CPI1+ CPI2+ CPI3)
■ ETC will be influenced by past cost and schedule performance
ETC = (BAC-EV)/ (CPI X SPI)

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EAC Using
A New Estimate
■ Used when past performance shows that the original estimating
assumptions were fundamentally flawed or that they are no longer
relevant due to a change in condition.
■ EAC = ACc + ETC

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EAC Based
On Atypical Variances
■ Used when current variances are seen as atypical of future
variances.
■ EAC = ACc + BAC - EV

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EAC Based On
Typical Variances
■ Used when current variances are seen as typical of future variances.
■ EAC = ACc + ((BAC- EV)/ CPIc)

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ETC and EAC
Original Assumptions Are

Atypical Variances Typical Variances
Invalid
ETC (BAC- EVc) (BAC- EVc)/CPIc Revised Estimate

c c c
EAC AC + BAC - EV AC + ((BAC- EV)/ CPI ) ACc + ETC
Legend
EAC is Estimate At Completion
EVc is Cumulative Earned Value To Date
CPIc is Cumulative Cost Performance Index
ACc is Cumulative Actual Cost To Date

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EVPM
Reports
■ C01 Cumulative Performance Chart
■ C02 “At Completion” History Chart
■ C03 Combined Performance Chart
■ C04 Variance Chart- Period Data
■ C05 Variance Chart- Cumulative Data
■ C06 Variance Chart- Cumulative In Percent
■ C07 “Bull’s Eye” Chart
■ C08 Efficiency Chart
■ C09 EVPM Tables
■ C10 Independent Estimate At Completion Chart

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C01- Cumulative
Performance Chart
■ Presents the cumulative performance for a project by depicting the
basic data elements it conveys an overall picture of project
performance.

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C02- “At Completion”

History Chart
■ The chart depicts the changes in the value of three important parameters for the total
project and the point in time where the values change. To a degree the source if the
change can be identified. A change in the BAC can be caused either by Internal Re-
planning or an external change. Thus, a change in the BAC accompanied by a
corresponding change in the Project Budget would be caused by an external
change. Conversely, a change in the BAC without a change in the Project Budget
would be caused by Internal Re-Planning. Finally, the Variance at Completion can
be interpreted from the chart; it is the difference between the BAC and EAC.

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C3- Combined
Performance Chart
■ The chart presents the cumulative performance (the S-Curves). It
also displays changes to the Project Budget, BAC and EAC. By
displaying the basic data elements is one chart it conveys an overall
picture of project performance.

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C4- Variance Chart-

Period Data
■ The chart presents the SV and CV which occurred each month. It
can be presented in dollar amounts or percentages. The information
is of value since current month data is of necessity a leading
indicator of cumulative date. However, it is also subject to wide
variations. A compromise may be reached by plotting and analyzing
a fixed period moving average.

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C5- Variance Chart-

Cumulative Data
■ The chart displays the cumulative SV and CV trends over time.

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C6- Variance Chart-

Cumulative In Percent
■ The chart displays the trends in SV and CV as a percentage of the
respective denominator. Generally, the variances will decrease over
time as the denominator increases. During the initial stages of the
project the charts frequently reveal wide variations due to small
value of the denominator.

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C7- “Bull’s Eye”

Chart
■ The chart shows the interaction between SV and CV.

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C8- Efficiency
Chart
■ The chart compares past performance with performance required from now
until the end if the target is to be achieved. For example, the chart
compares cost efficiency to date, the CPI, with the level of efficiency that
must be achieved on the remaining work in order to each the EAC or to
meet the BAC. This information is of use in determining the validity of the
Project’s EAC or the attainability of the BAC.

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C09- EVPM
Tables
■ The table contains several mathematical indicators for each WBS
element or activity. The table can be filtered, organized, ordered and
summarized to display the information is ways to suit the user’s
needs.

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C10- Independent Estimates

At Completion Chart
■ The chart shows the EAC together with Independent Estimates At
Completion (IEAC).

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4. Reporting Project
Status
■ Summarize the overall progress to date and any key achievements.
Then state whether the project is currently on schedule and within
budget. List the key deliverables accepted by the customer so far
and describe all high priority risks and issues. Finally, describe any
changes affecting the project.

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What To
Report On?
■ Schedule
■ Expenses
■ Effort
■ Quality
■ Risk and Issues

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Schedule
■ List the deliverables accepted by the customer
■ Identify the scheduled completion date for each deliverable
■ Identify the actual completion date for each deliverable
■ List actual and scheduled completion date variances
■ Identify the new forecast completion date for each deliverable
■ List the scheduled and forecast completion date variances

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Expenses
■ List each expense type; such as labor, equipment & materials
■ Identify the budgeted expenditure, per expense type
■ Identify the actual expenditure, per expense type
■ List actual and budgeted expenditure variances
■ Identify the forecast expenditure, per expense type
■ List budgeted and forecast expenditure variances

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Effort
■ List all of the major activities that staff have spent effort on
■ Identify the amount of effort originally budgeted per activity
■ Identify the actual effort expended per activity
■ List actual and budgeted effort variances
■ Identify the forecast effort, per project activity
■ List budgeted and forecast effort variances

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Quality
■ List the deliverables to be provided by the project

■ List the original quality targets set for each deliverable
■ Describe the extent to which each quality target was achieved
■ Identify any variances between the quality target set and the actual
level of quality achieved, for each deliverable

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Risk and Issues
■ List the high priority risks raised during the reporting period
■ Rate the likelihood of each risk occurring and its project impact
■ List the high priority issues raised during the reporting period
■ Rate the current impact of the issue on the project

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5. Maintain The
Baseline Plan
■ Manage and track the introduction of approved changes to the
Performance Management Baseline (PMB).

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Requirements for
Maintaining The Baseline
■ Changes to the Baseline planning shall be accomplished only with
attendant approved changes to the Scope, Schedule or Budget of
the project.
■ All Changes to the Baseline shall be documented and traceable.
■ Retroactive changes to Baseline Schedule, Cost or Scope shall not
be made.

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Scope
Creep
■ features and functionality (project scope) without addressing the
effects on time, costs, and resources, or without customer approval.

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Corrective
Actions
■ Corrective actions are documented, authorized directions required to
bring expected future project performance into conformance with the
project management plan.
Recommended
Approved
Implemented

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Recommended
Corrective Actions
■ Corrective actions are documented recommendations required to
bring expected future project performance into conformance with the
project management plan.

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Implemented
Corrective Actions
■ Implemented corrective actions that had been implemented by the
project management team to bring expected future project
performance into conformance with the project management plan.

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Requested
Changes
■ Changes requested to expand or contract project scope, to modify policies,
project management plan, procedures, costs or budgets, revise schedules
are often identified while project work is being performed.
■ Requests for a change can be direct or indirect, externally or internally
initiated, and can be optional or legally/contractually mandated.

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Change
Requests
■ Change requests are the documented, authorized changes to expand or
contract project scope. Change requests can also modify policies, project
management plan, procedures, costs or budgets, revise schedules.
Requested
Rejected
Approved
Implemented

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Implemented
Change Requests
■ Approved change requests that have been implemented by the
project management team during project execution.

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Six Possible Outcomes

From A Change Request
1. It can be accommodated within the project resources and timelines.
2. It can be accommodated but will require and extension of the deliverable schedule.
3. It can be accommodated within the current deliverable schedule but additional resources will
be needed.
4. It can be accommodated but additional resources and an extension of the deliverable schedule
will be required.
5. It can be accommodated with a multiple release strategy and prioritization of deliverables
across the release dates.
6. It cannot be accommodated without a significant change to the project.

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When A Plan
Need To Be Revised
■ A delay in the approved baseline schedule by more than 30
calendar days
■ A change in work sequence instituted by the contractor
■ A change in order which significantly affects the progress of the
original contract work

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Modify and Revise

The Schedule
■ Revising The Network Logic
■ Revising Activity Duration
■ Adding and Deleting Activities

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Revising The
Network Logic
■ Reflect changes in planned means and methods for completing an
activity.
■ React to unanticipated conditions or changes that make the original
planned activity sequence obsolete.
■ Shift the performance of an activity to a better weather conditions in
order to avoid out-of-season construction.

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Revising
Activity Duration
■ The planned quantity of work associated with an activity has either
increased or decreased.
■ The amount of resources which include labor, equipment, and material
dedicated to the completion of an activity has either increased or
decreased.
■ The anticipated productivity of labor and equipment is either higher or lower
than originally planned.

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Adding and
Deleting Activities
■ Activities may be deleted because the project scope of work has been
reduced and certain work deleted.
■ Activities may be added because the project scope of work has been
expanded requiring the addition of activities to plan and manage the
additional work.
■ Dividing existing schedule activities in order to provide greater schedule
definition.

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Analyze The
Updated Schedule
■ Once updated, the schedule needs to be reviewed and analyzed to
determine that the updated schedule is complete and accurately reflects the
way that the work will be carried out. If the updated schedule does not
accurately reflect the way in which the work will be carried out, then the
updated schedule will not be an effective tool for managing the day-to-day
work and monitoring work in progress.

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Recovery
Schedule
■ Provides detail of actions that will be performed by the Contractor to
complete the delayed remaining project scope of works within the
originally approved or revised milestone dates.

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Capturing
Lessons Learned
■ Lessons learned is knowledge derived from experience to promote the
recurrence of desirable outcomes or preclude the recurrence of undesirable
outcomes.
■ Lessons learned enable the knowledge gained from past experience to be
applied to current and future projects to avoid the repetition of past failures
and mishaps.
■ Lessons learned documentation can represent both positive and negative
experiences.

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Lessons
Learned
■ Mistakes to be avoided
■ Opportunities to be addressed
■ Risks identified
■ Knowledge gained
■ Good practices
■ Performance evaluation
■ Alternative products

projacstraining.com

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End Of
Section

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Collaboration, Management & Control Solutions FZ - LLC

Planning and Scheduling Projects:

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■ Technical Session 08:30 - 10:00

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Planning and Scheduling Projects

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■ PSP (Planning & Scheduling Professional) is a very fast growing

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Understanding Projects Definitions

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Projects, Subprojects, Programs &

Project 410 Project 420 Project 430

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Project Life Cycle

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Project Life Cycles

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AEC Project Life Cycle

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■ Project stakeholders are individuals and organizations that are

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Who Could Be A Stakeholder?

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Project Planning and

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Project Scheduling 1/2

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Project Scheduling 2/2

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Is The Project Part

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Is The Project Part

Healthcare Educational IT Business

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