PROJECT PLANNING

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PROJECT PLANNING
CHAPTER - 6
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WEB BASED PROJECT MANAGEMENT

• The Need (1-2 of project cost on paperwork to
  support information transfer)
• The Technology
• Web-based project management application

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INTRODUCTION

• Scope of Work
• Work elements of building blocks
• Sub Elements referred to as work packages
• Summation of work packages in a hierarchical
  format is called work breakdown structure (WBS)
• Project Planning Work Breakdown Work
  Sequencing

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Figure 6-1 Work Breakdown Structure (WBS) Example
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Figure 6-2 The Planning/Management Cycle
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DEVELOPING the WBS

• Building blocks of WBS
• The progressive hierarchical breakdown of the
  project
• Guidelines to establish WBS
• Must be distinguishable
• Must have unique starting and ending plans
• Should have unique budget
• Should be small enough that precise measurement
  of progress is possible

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A WORK BREAKDOWN EXAMPLE

• Gas Station Appendix 1
• In construction, various aspects contribute to
  breakdown into packages
• Methods used to place the work
• Skills needed for the work
• Craft workers involved
• Critical resources (cranes, crews, etc.)
• Work packages can be facilitated by four
  categories to help for level of uniqueness
• Location or area within project (foundation-pile
  cap)
• Material type (concrete, resteel, etc.)
• Method of placement (excavation)
• Organizational resources required (labor and
  equipment needed)

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Figure 6-3 WBS for Gas Station Project
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WORK PACKAGES for the GAS STATION PROJECT

• Location work packages
• Material type expands the number of work pakages

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DETERMING THE SEQUENCE of WORK PACKAGES

• Activity used in scheduling to the work
  elements
• Logic is a key to successful project management
• Physical constraint of physical logic in
  construction operation 1st floor framing before
  2nd floor framing
• Management logic bathroom fixtures before floor
  tile or vice versa
• Preliminary sequencing provide the framework
  for development schedule
• Closed-In
• Consideration must be given to other time
  consuming activities
• Administration actions inspections, permits,
  etc.
• Delivery of materials
• Finally, certain special activities curing, etc.

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Figure 6-4 Preliminary Project Breakdown
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Figure 6-5 Cost Control Cycle
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Figure 6-6 Work Package Control Account Sheet
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ESTIMATE DEVELOPMENT and COST CONTROL RELATED TO
THE WBS

• A good WBS facilitates cost control during the
  project life
• Cost accounts or control accounts
• If the bid is accepted, which serves as a cost
  baseline
• The bid estimate is converted to a budget
• Code of accounts is used as a template or guide
  for large projects

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SUMMARY

• Construction project planning focuses heavily on
  time and cost control
• Deviations from the original plan are the norm
• It has been noted
• In order to Manage, one should be able to Control
• In order to Control, one should be able to
  Measure
• In order to Measure, one should be able to Define
• In order to Define, one should be able to
  Quantify
• WBS provides a rigorous way to quantify, define,
  measure and control the elements or work packages
• Breaking a construction package into work
  elements to managed is essential for time cost
  planning
• In addition to time cost planning, other
  planning efforts are needed when constructing a
  facility
• The following is a partial list of other plans
• Procurement plan
• Safety plan
• Subcontracting plan
• Quality plan
• Communication plan
• Organizational plan
• Startup and Completion plan
• Planning is a never ending task