CONSTRUCTION PLANNING

ACTIVITY SEQUENCING ACTIVITY DEFINITION ACTIVITY DURATION ESTIMATING SCHEDULE DEVT.

SCOPE DEFINITION

COST BUDGETING

PROJ. PLAN DEVT.

RESOURCE PLANNING

COST ESTIMATING

SCOPE DEFINITION
subdividing the major project deliverables into smaller components
Work Breakdown Structure (WBS)
- a deliverable-oriented grouping of project elements that organizes & defines the total scope of the project

Work packages - items at the lowest level of the

WBS

ACTIVITY DEFINITION
identifying & documenting the specific activities that must be performed to produce the deliverables identified in the WBS
Activity list - all activities which will be
performed on the project

ACTIVITY SEQUENCING
identifying & documenting interactivity dependencies

Precedence Diagramming Method (PDM) - also called activity-on-node (AON) Arrow Diagramming Method (ADM) - also called activity-on-arrow (AOA)

ACTIVITY DURATION ESTIMATING

estimating the number of work periods w/c will be needed to complete individual activities

Analogous estimating - also called top-down estimating

- using the actual duration of a previous, similar activity as the basis for estimating the duration of a future activity

SCHEDULE DEVELOPMENT
analyzing activity sequences, activity durations, & resource requirements to create the project schedule

Critical Path Method (CPM) - calculates a

single, deterministic early & late start and finish date for each activity based on specified, sequential network logic & a single duration estimate

SCHEDULE DEVELOPMENT
Output:

Project schedule - often presented graphically

using one or more of the ff. formats: Project network diagram Bar chart (also called Gantt chart) Time-scaled network diagram

*Supporting detail include such items as: cash flow projections order & delivery schedules resource requirements by time period

RESOURCE PLANNING
determining what resources (Ms) & what quantities of each should be used to perform project activities

RESOURCE PLANNING
Tools/Techniques: Expert judgment Alternatives identification
brainstorming (most common technique)

Output:

Resource requirements - description of what types

of resources are required & in what quantities for each element of the WBS

COST ESTIMATING
developing an approximation (estimate) of the costs of the resources needed to complete project activities
Input:

Resource rates - unit rates (e.g., staff

cost per hour, material cost per cu. m) for each resource

COST ESTIMATING
Tools & Techniques: Analogous estimating (top-down estimating) - using the actual cost of a previous, similar project as the basis Bottom-up estimating - estimating the cost of individual work items, then summarizing or rolling-up the individual estimates to get a project total

COST ESTIMATING
Output:

Cost estimates - quantitative assessments of the

likely costs of the resources required to complete project activities

*Supporting detail should include: description of the scope of work estimated documentation of the basis for the estimate, i.e., how it was developed documentation of any assumptions made

COST BUDGETING
allocating the overall cost estimates to individual work items to establish a cost baseline for measuring project performance

COST BUDGETING
Tools & Techniques:

(same as Cost Estimating)

Output:

Cost baseline - a time-phased budget that will be

used to measure & monitor cost performance on the project - usually displayed in the form of an S-curve

PROJECT PLAN DEVELOPMENT

taking the results of the other planning processes & putting them into a consistent, coherent document that can be used to guide both project execution & project control Output:

Project plan - a formal, approved document used

to manage project execution - includes the ff.: Scope statement, w/c includes the project deliverables & the project objectives

PROJECT PLAN DEVELOPMENT

Project plan - includes the ff. (cont.):
WBS Cost estimates, scheduled start dates, & responsibility assignments Performance measurement baselines (for schedule & cost) Major milestones & target dates for each Key or required staff / Project orgn. chart Key risks, including constraints & assumptions, & planned responses for each Open issues & pending decisions