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7/25/2019 2. Planning Fundamentals
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Planning Fundamentals
Adapted from Project Management for Business, Engineering, and Technology. Nicholas J.
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Common Elements of Project
Plan1. Scope Statement, Charter, SOW2. Detailed requirements
3. Project organization and responsiilit! "ortas#s
$. Detailed %or# de"inition &W'S or P'S and%or# pac#age(%or# tas# details)
*. Detailed schedules %ith milestones+. Project udget and cost accounts
. -ualit! plan
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Elements of Project Plan
. /is# plan0. Wor# reie% plan
1. esting plan
11. Change control plan12. Documentation plan
13. Procurement plan
1$. 4mplementation plan5lement 2 has alread! een discussed.
his chapter "ocuses on elements 1,3,$, and aspects o" * and 13.
he remaining elements are addressed in later chapters.
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Scope, Charter, and SOW
Scope, charter, or SOW6 is the "irst item on
project master plan. 7ariations on same theme
Purpose proide road description o" master plan(project to
sta#eholders
directed at core project team, project organization,primar! sta#eholders
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Scope Descries 8readth o" project,9 areas to e coered
! project and delierales : areas not coered.
4ncludes6
Ojecties o" project "rom perspectie o" contractor
/equirements
Delierales
;ilestones
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SOW
SOW, Statement o" Wor#, is the scope
document "or contractedprojects
>ppears in /?P, proposal, contract, as %ell as
master plan
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Dening the SOW1. ?or contracted project %or#
Contractor and customer agree on de"inition o" %or#required, %or# proposed, and asis "or costs,schedules, and related matters.
here are t%o SOWs, SOW in master plan
SOW in contract&CSOW)
SOW in contractor@s project plan must contain same
in"ormation and requirements as stated in CSOW. Contractor@s SOW and CSOW might e %orded
di""erentl!, ut oth should hae e=act sameinterpretation in terms o" %or# and end results
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Dening the SOW2. Suggestions
5nsure that SOW and W'S correspond to each other.
'oth must e clearA neither contractor nor customer
question %hat has to e done.
/equirements "or eer! endBitem, tas#, and report must
e clear enough so parties responsible%ill e ale tosignBo"" acceptance o" results.
eer speci"! tas#s using 8as necessar!9 or 8as required9.
Where judgments must e made, speci"! who%ill
ma#e them,procedures"or ma#ing them, and
potential impact o" judgments on cost and schedule
escalation.
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Issues in Dening SOW
2. Suggestions &cont.)6
Speci"! requirements using actie terminolog!
&8shall9 or 8%ill9)
eer use passie terminolog! &8should9 or 8tr! to9).
8shall9 must do
8%ill9 desirale to do
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Issues in Dening SOW
2. Suggestions &cont.)6
Categorize speci"ications applicale to entire
project separatel! "rom those applicale to onl!
parts o" project.
Eold meetings %ith customers and technical
specialists to reie% clarit! and completeness
SOW and W'S.
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Charter Charter is the scope document internalprojects
;a! include eer!thing in Scope Statement plus
ris# limits
customer needs spending limits
#e! pla!ers on project team.
4ssued ! senior management to legitimize project
Fies project manager authorit! to initiate %or#
and appl! resources to project.
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Charter Contents 'ac#ground Project Ojecties Scope or SOW Delierales
>ssumptions Constraints >pproach
Schedule Project eam /is# ;anagement Plan
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Work Denition Start %ith the SOW and requirements &the
8%hat9 o" the project)
>s# 8ho%9 %ill the SOW and requirements emet6 %hat is the actual %or# to e per"ormed
to meet the requirementsG Sudiide the project into small, %ell de"ined
%or# pac#ages
Hse the Wor# 'rea#do%n Structure, W'S&a.#.a. Project 'rea#do%n Structure, P'S)
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WS
Diide project into 8%ellBde"ined9 tas#s
WellBde"ined tas#s6 the asis "or project schedule,
udget, resource requirements, responsiilit!assignments, and ris# management
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WS E!ample for "ouse
- Heating- Plastering
- Plumbing-Wiring-Carpentry-Painting
HOUSE
SITE GARAGE OVERHEADAD!I"ISTRATIO"
#ASE!E"TSTRUCTURE I"TERIOR
$%OOR ROO$ WA%%S
- Sur&ey- St'rm (rains- Gra(ing- Wal)s* (ri&e
- %an(s+aping
- E,+a&ati'n- $'un(ati'n
- Plumbing- $l''r- Carpentry
- $rame- Subl''r* l''r- Insulati'n
- $rame- R''ing- Insulati'n- Gutters
- $rame- #ri+)s- R'ug. Wiring- /
%IVI"G U"IT
----
---
-
/equirements6 I
-
---
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WS Procedure Start %ith SOW and requirements
>s# 8%hat *B1 high leel actiities %ould !ield
intended resultsG9
?or each highBleel actiit! as# 8What is inoled
here, %hat is requiredG9
-uestions that are di""icult to ans%er require the
actiit! to e "urther ro#en do%n
Continue rea#ing do%n actiities until all
actiities at ottom o" W'S are well-defined
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WS Procedure
What is %ellBde"inedG
WellBde"ined actiit! is called a 8%or# pac#age9and "eatures the "ollo%ing elements6 SOW and requirements Clear de"inition o" %or# and all sutas#s
ime estimates or deadlines Cost estimates /esponsiilit! 4mmediate predecessors, preconditions, inputs
Delierales /esources /is# assessment
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Work Package DenitionWhile going through W'S, as# "ollo%ing questions aout each %or# pac#age6
1. Do you need better estimates of duration and cost of the work package?
2. Can you identify who will be responsible for work the package?3. Is the sie of work package too large to track and control?
!. "re acti#ities within work package independent of each other?
$. Do some acti#ities within work package ha#e different immediatepredecessors?
%. "re risky and non-risky acti#ities combined in the same work package?&. Does the work package contain many different kinds of
resources?
4" ans%er is !es to an! o" questions, decompose the %or# pac#age intosmaller %or# pac#ages.
4" ans%er is no to all o" them, the %or# pac#age proal! does not need toe sudiided.
'he purpose here really is to decouple any elements that put together couldmean trouble(
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Creating WS
Project team
'rainstorm
Past e=perience
emplates
;ultiple teams
5=perts
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#pproaches
SDSys+'m Dri&es
Pr'0e+t
SD 1Planning System
SD2C'ntr'l System
SD 3Oi+e A((iti'n
SD 141System Engineering
SD 142Har(5are
SD 143S't5are
SD 241System Engineering
SD 242S't5are
SD 243!aterials
SD 24341C'ntr'llers
SD 24342Pr'+ess'rs
SD 341Design
SD 342$'un(ati'n
SD 343Stru+ture
SD 346E,teri'r
SD 347!e+.ani+al Systems
SD 348Interi'r Detail
End-item Sub-systems Approach
Start %ith E5 endBitem s!stem,sudiide it "irst into sus!stems,
then into components, then parts
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#pproaches
5ndBitem SuBs!stems >pproach e=ample
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#pproaches
S't5are (e&el'pmentpr'0e+t
Analysis Design C'nstru+t
Deine userintera+e
R'll'utTest
De&el'p te+.ni+al(esign
Establis. 9ualityre9uirements
De&el'p (etaile((esign
Deine appli+ati'nar+.ite+ture
Deine pr'+essingl'5
Design l'gi+alDatabase stru+ture
Design systemintera+es
Delierales o" PhaseTe+.ni+al Design D'+ument Appli+ati'n ar+.ite+ture Appli+ati'n l'5 Database (esign En( user intera+e (esign
W'r)l'5 (iagramUser ('+umentati'n 'utline
1
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WS Formats
ree Structure
4ndented
Structure
SDSys+'m Dri&es
Pr'0e+t
SD 1Planning System
SD2C'ntr'l System
SD 3Oi+e A((iti'n
SD 141System Engineering
SD 142Har(5are
SD 143S't5are
SD 241System Engineering
SD 242S't5are
SD 243!aterials
SD 24341C'ntr'llers
SD 24342Pr'+ess'rs
SD 341Design
SD 342$'un(ati'n
SD 343Stru+ture
SD 346E,teri'r
SD 347!e+.ani+alSystems
SD 348Interi'r Detail
SD S!stem Dries and Spaces
SD1 Planning S!stem
SD1.1 S!stem 5ngineering
SD 1.1.1 Control requirements
SD 1.1.2 Controller speci"ications
SD 1.1.3 Controller "unctions
SD1.2 ;aterials
SD1.2.1 Controller deices
SD1.2.2 Controller inter"aces
SD2 Control S!stem
S!stem
Sus!stem
Component Part
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oston$s ig Dig
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'igBDig %or#pac#ages ased
on contracts
Contracts ased ona rea#do%n o"project intoph!sical sectionsand components
Charles River
DowntownBoston
LoganAirport
BostonHarbor
5ndBitem SuBs!stems >pproach
Cambridge
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Hse same identi"iers on all project documentsJSchedules
J'udgets
J/esponsiilit! matri=
JChange requests, etc.
SDSys+'m Dri&esPr'0e+t
SD 1Planning System
SD2C'ntr'l System
SD 3Oi+e A((iti'n
SD 141System Engineering
SD 142Har(5are
SD 143S't5are
SD 241System Engineering
SD 242S't5are
SD 243!aterials
SD 24341C'ntr'llers
SD 24342Pr'+ess'rs
SD 341Design
SD 342$'un(ati'n
SD 343Stru+ture
SD 346E,teri'r
SD 347!e+.ani+alSystems
SD 348Interi'r Detail
E%er& task or 'ork package hasa uni(ue identier
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WS and Integrated Planningand Controlhe W'S process and %or# pac#ages proide integrated plan andcontrol6
1. ?unctional managers, sucontractors, and others responsile "or the
%or# are identi"ied and ecome inoled during the W'S process.
2. Wor# pac#ages in each phase are logicall! and ph!sicall! related to
those in earlier and later phasesA predecessor requirements are met and
no steps oerloo#ed.
3. Wor# pac#ages are the asis "or udgets and schedules. he project
udget is the sum o" the udgets "or all the %or# pac#ages plus project
oerhead and indirect e=penses. he project schedule is the composite
o" the schedules o" all the %or# pac#ages.
$. he project organization is "ormed around %or# pac#ages. /esources
are assemled "or and management responsiilit! delegated to
indiiduals in each %or# pac#age.
*. he project is directed ! directing people %or#ing in indiidual %or#
pac#ages.
+. Project control is e=ercised through control o" %or# pac#ages.
>n inte rated ro ect lan is a s stems a roach to mana ement
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Project )esponsi*ilit&
While creating W'S, the questions 8%ho is needed to do
this9 and 8%ho %ill e responsile9 are addressed "or
each pac#age
>ns%ers result in responsiilit! assignments "or all areaso" project
People responsile "or areas o" project, and details o"
that responsiilit!, are documented and communicated in
/esponsiilit! ;atri=
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)esponsi*ilit& +atri!
?or each tas#, sho% %ho is responsile ?or each person, sho% #ind o" responsiilit!A e.g.
P6 primar! or lead
One, and onl! one, P per tas#
S6 secondar!
6 noti"ication required
>6 approal required
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)esponsi*ilit& +atri!
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)esponsi*ilit& +atri!
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)esponsi*ilit& +atri!
5er! tas# accounted "orA nothing "alls through crac#s
5ach responsiilit! represents mutual agreement
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Scheduling asics W'S proides in"ormation necessar! to
create a schedule
4ncludes
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ogical Se(uencing of -asks Predecessor6 > tas# that must e completed e"ore
another can e started 4" tas# C depends upon as#s > and ',
then as#s > and ' are 8predecessors9 "or as# C.
A
#
C
as# C is the 8successor9 o" as#s > and '
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.antt Chart Simple, common scheduling tool
5as! to create and understand
Deeloped ! Eenr! Fantt,
a consultant o" ?rederic# a!lor.
From Wikipedia
Henry Laurence Gantt, A.., !.E.&1+1B1010) %as a mechanical engineer and management consultant %ho
is most "amous "or deeloping the Fantt chart in the 101s. hese Fantt charts %ere emplo!ed on major
in"rastructure projects including the Eooer Damand 4nterstate high%a!s!stem and still are an important tool
in project management.
H.Gannt
http://en.wikipedia.org/wiki/Hoover_Damhttp://en.wikipedia.org/wiki/Interstate_highwayhttp://en.wikipedia.org/wiki/Interstate_highwayhttp://en.wikipedia.org/wiki/Hoover_Dam7/25/2019 2. Planning Fundamentals
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.antt Chart
5=ample
>ctiit! 4mmediate
Predecessors
ime
> BB 1
' > 2
C ' 3
D ' 1
5 C, D 2
? 5 3
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.antt Chart
ote6
5 starts at time + ecause then
oth C and D are completed.D is completed at time $, ut Cis not until time +. Eence, Cmust %ait until time +.
>ctiit! 4mmediate
Predecessors
ime
> BB 1' > 2
C ' 3
D ' 1
5 C, D 2
? 5 3
A
#
CD
E
$
11:8631
Time
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.antt Chart >nother 5=ample
>ctiit! 4mmediate
Predecessors
ime
> BB 1
' BB 3C > 2
D >
5 ', C, D 2
? ', C, D 3F 5 +
E ? 1
>ctiit! 4mmediate ime
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.antt ChartPredecessors
> BB 1
' BB 3
C > 2
D >
5 ', C, D 2
? ', C, D 3
F 5 +
E ? 1
A#
C
D
E
$
H
G
1812111;:31
Time
Tas)s
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e%el of Detail
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e%el of Detail
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.antt Chart/ Pro and Con
With simple Fantt charts, such questions are notal%a!s eas! to ans%er.
Ket !ou need the ans%ers to plan the project and
create realistic schedules Fantt charts are good "or displa!ing schedules,
et%or#s, descried in the ne=t chapter, are etter "or
creating them
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Procurement +anagement
Procurement management
he planning, udgeting, scheduling, and control o"procured"oods, work, or ser#ices $GWS%.
Hsuall!, goods are ra% materials or produced items,%or# is contracted laor, and serices is consulting
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Procurement +anagement4ncludes
Equipment, materials, or componentsdesigned and proided !endors speci"icall! "or the project. Could e6
portions o" %or# pac#ages or entire %or# pac#ages &e.g., design %or#,enironmental impact stud!, soil anal!sis)
major portions o" the project %holl! &8turn#e!96 sucontractors "ull!design, uild, and install equipment or components "or the project endB
item). Off-the-shelf (OTS) equipment and componentssupplied ! endors.
&Products readil! aailale and not speci"icall! produced "or the project.)
Bulk materials&cement, metal tuing or "raming, %ire, stone, piping, etc.)
Consumales&nails, olts, riets, "uel) or loose tools used "or construction
or "arication Equipment not alread! o"ned! the contractorA e.g., includes cranes,
supports, sca""olding, and equipment "or machineBshops, %elding, andtesting.
#dministrati$e equipment not alread! o"ned! contractorA e.g.,computers, project o""ice "acilities and o""ice equipment.
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Procurement +anagement4ndenti"!ing FWS items to e procured 4noles decision aout %hich items are to e
designed(uilt( proided inBhouse and %hich to eprocured &purchased or acquired)
Eappens during the W'S process or design process
%hen the needed materials and resources are "irstidenti"ied.
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Procurement +anagement4noles
Contracting%ith suppliers or sucontractors, o"tenthrough the "ormal /?P(proposal process.
%ntegrating procured &'S itemsinto the project li"e
c!cle and project plan &i.e., schedule, responsiilit!
matri=, udget, qualit!, and ris#, etc.) ogistics
ransport and storage o" materials "or the project.
loading, unloading, transportation, inspection,
clearances and approals, and storage o" materials cane major issues.
Procured materials must arrie %hen needed according to
project schedules.