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Mohammed Abdul Moiz FerozeB.E, PMP, CCP
Consultant Planning- Depots & StationsHyderabad Metro Rail Project
& Bharani DharanB.E
Asst. Manager - PlanningHyderabad Metro Rail Project
Advantages of Planning:.
1) A thorough plan contains multiple solutions
2) Maintaining an ongoing "to-do" list for your business
3) Each item you complete represents a success for you and your business
4) Use the information to make a more realistic estimate for that type of project in the future.
5) All members have the same guideline to follow when working so they are all on the same page
6) Better utilization of Resources
Influencing the future by making decisions based on missions, needs and objectives - Planning
Advantages of Scheduling:
1)Level of Information
2) Delay Analysis
3) Earned Value Analysis
4) SPI
5) CPI
6) BAC & ETC
Establish Start and finish dates – Activity, Phase, and Project- Scheduling
Monitor & Control
Project Phases:
1) Initiation2) Planning3) Execution4) Monitor & Control5) Closeout
Initiation Planning Execution Closeout
KNOWLEDGE AREA Initiation Planning Execution Monitor & Control
Closeout
PROJECT INITIATION PROJECT CHARTER
PROJ.MGMT PLAN
MANAGE MONITOR & CHANGE CNTRL
CLSOEPROJECT
PROJECT SCOPE REQT.SCOPE, WBS
CONTROL SCOPE
PROJECT TIME SCHEDULE CONTROL SCHEDULE
PROJECT COST COST BUDGET
CONTROL COST
PROJECT QUALITY PLAN QUALITY
PERFORM ASSURANCE
QUALITY CONTROL
PROJECT HUMAN RESOURCE HR PLAN TEAM BUILDING
PROJECT COMMUNICATION STAKE HOLDERS
PLAN COMMN
DISTRIBUTE INFORMATION
REPORT PERFORMANCE
PROJECT RISK PLAN RISK MONITOR RISK
PROJECT PROCUREMENT PLAN PROC CONDUT PROCUREMT
MONOTOR PROCUREMT
CLOSEPROCRMNT
ENTERPRISE / ORGANIZATION
PORTFOLIO 1 PORTFOLIO 2
PROGRAM 1 PROGRAM 2 PROGRAM 1 PROGRAM 2
PROJECT 1
PROJECT 2
PROJECT 3
PROJECT 4
Typical Enterprise Breakdown Structure
A . M . NAIK
SNS
M. V SATISH
CSL
Organization Breakdown Structure
CSL
V. MOORTHY RBK
HSPS SHUKLA CS CS Anand
JASONA.
KHAN SANJEEV PRABHAKAR
Resource Breakdown Structure
NAVYATA RAJA
Work Breakdown Structure: Decomposition of work into more manageable parts.
Triple Constraints:
1) Scope
1) Time
2) Cost
Scope Time Cost∞ ∞
Scope is the process of developing a detailed description of the project and product. (Two Methods of Decomposition).
We Cannot deliver our project, if we do not know what is to be delivered (Scope), by what time and what cost.
MIYAPUR DEPOT
BUILDINGS EXTERNAL WORKS
GUARD HOUSE ANNEX EARTH
WORKS SUB-SRFACE
ENGG PROC. CONS T&C
Work Breakdown Structure (WBS)
GFC DWG-10
GFC DWG-MEP- 5
GFC DWG ARCH - 5
CIVIL 5000
MEP 5000
BMS 1
CHILLER 4
PUMPS 5
EXCV 2000FOUND 40
COLUMN 40SLAB 1500
BLOCK 1600PLSTR 3200PAINT 3200DOORS 20
WINDOW 12LIGHT 60
CHILLER 4PUMPS 5
BMS 1
PUMPS 5
CHILLER 4
BMS 1
Work package
Method of Planning:
Software's : Primavera, MSP, TILOS, EXCEL, Power Point Presentation
Tools:Earned value Management, Forecasting, To-completeperformance index (TCPI), Performance reviews, Reserve analysis
Skills: Business Acumen, Communication, Leadership, Problem Solving
LABOR (MEN & MACHINES)
DIRECT INDIRECT
FIXED VARIABLE(80%) FIXED VARIABLE
PRIMAVERA: LABOUR, NON-LABOUR, MATERIAL
MSP: WORK, MATERIAL, COST
OTHERS: SKILLED, SEMI SKILLED, UN-SKILLED
Construction Work Flow: Activity Based CostingDivision 01 — General RequirementsDivision 02 — Site ConstructionDivision 03 — ConcreteDivision 04 — MasonryDivision 05 — MetalsDivision 06 — Wood and PlasticsDivision 07 — Thermal and Moisture ProtectionDivision 08 — Doors and WindowsDivision 09 — FinishesDivision 10 — SpecialtiesDivision 11 — EquipmentDivision 12 — FurnishingsDivision 13 — Special ConstructionDivision 14 — Conveying SystemsDivision 15 — MechanicalDivision 16 — Electrical
These are used for BOQ preparation & Accounting People:
Sno. Description Unit Qty cost Amount
HM-DP-01-01-00 General Requirements Lot 1 6,30,000 6,30,000.00
HM-DP-01-02-00 Site Construction Lot 1 5,70,000 5,70,000.00
HM-DP-01-03-00 Concrete Lot 1 3,50,00,000 3,50,00,000.00
HM-DP-01-04-00 Masonry Lot 1 2,30,000 2,30,000.00
HM-DP-01-08-00 Doors and Windows Lot 1 2,80,000 2,80,000.00
HM-DP-01-09-00 Finishes Lot 1 33,00,000 33,00,000.00
HM-DP-01-15-00 Mechanical Lot 1 26,00,000 26,00,000.00
HM-DP-01-16-00 Electrical Lot 1 33,00,000 33,00,000.00
TOTAL 4,59,10,000.00
Typical BOQ Preparation:
HM-DP-01-09-00 Finishes LOT Qty Cost 33,00,000.00
HM-DP-01-09-01Matt Finished Vitrified Tiles (598mm x 598mmx 9mm SQM 6500 360 23,40,000.00
HM-DP-01-09-02
Matt Finished Vitrified Tiles for Concourse Level Toilet (Male, Female & Physically Handicapped) SQM 700 600 4,20,000.00
HM-DP-01-09-03 Vitrified Tiles for Dado SQM 750 700 5,25,000.00
HM-DP-01-09-04 Vitrified Tiles SQM 30 500 5,000.00
Typical Finishes BOQ Items:
ID DESCRIPTION GANTT CHART / BAR CHART
TYPICAL PRIMAVERA BAR CHART
Item 01-Jan-1408-Jan-14 15-Jan-14 22-Jan-14 29-Jan-14 05-Feb-14 12-Feb-14 19-Feb-14 26-Feb-1405-Mar-14 12-Mar-14 19-Mar-1426-Mar-1402-Apr-1409-Apr-14
Excavation
PCC
Form Work
Rebar
Concrete
Dismantle FM
Wall Planning by Henry Gantt:
Flow of Work: Water Fall Method
The waterfall model is a sequential process, in which progress is seen as flowing steadily downwards (like a waterfall) through the phases of Conception, Initiation, Analysis, Design, Construction, Testing, Production/Implementation and Maintenance.
Network Diagram: Activity on Node and Activity on Arrow:
CPM, PERT & CCM:
CPM: The Shortest Duration to complete a project in a Networking Path. The critical path is the path where the float is zero. Developed by Dupont and Remington Rand in the 1950’s to manage plant maintenance projects
PERT: Progress Evaluation Review Technique: 3 Point Analysis Estimation (Triangular Distribution). Developed by Frederick Taylor and Henry Ford in the 1950’s to manage Polaris Submarine System.
CCM: Critical Chain Method proposed by Eliyahu Goldratt in his book Goal.
Precedence Diagramming Method (PDM): With advancement of PERT & CPM the network logic diagramming was developed.
a 10
ES EF
LS LF
b 22
ES EF
LS LF
c 6
ES EF
LS LF
e 25ES EF
LS LF
d 8
ES EF
LS LF
f 25ES EF
LS LF
g 12ES EF
LS LF
h 14ES EF
LS LF
i 16ES EF
LS LF
j 6ES EF
LS LF
k 7ES EF
LS LF
L 10ES EF
LS LF
m 5ES EF
LS LF
a 10
1 10
LS LF
b 22
11 32
LS LF
c 6
33 38
LS LF
e 2511 35
LS LF
d 8
39 46
LS LF
f 2536 60
LS LF
g 1261 72
LS LF
h 1473 86
LS LF
i 1611 27
LS LF
j 628 33
LS LF
k 734 40
LS LF
L 1041 50
LS LF
m 5
475186
525591
LS LFForward Pass
A+b+c+d+m a+e+f+g+h+m a+i+j+k+l+m
a 10
1 10
1 10
b 22
11 32
51 72
c 6
33 38
73 78
e 2511 35
11 35
d 8
39 46
79 86
f 2536 60
36 60
g 1261 72
61 72
h 1473 86
73 86
i 1611 27
47 63
j 628 33
64 69
k 734 40
70 76
L 1041 50
77 86
m 5
87 91
LS LFBackward Pass
m+d+c+b+a m+h+g+f+e+a m+l+k+j+i+a
Scheduling in 5 steps:
1) Identify Activities2) Establish Relationships3) Identify Resources4) Establish Duration5) Schedule
Identify Activities comes from Work PackageRelationships : FS, SS, FF, SF along with Lags & Leads
Resources Comes from Enterprise
Establish Duration from Productivity Norms
Schedule : F9
Activity Qty. Unit Crew Productivity Duration Mandays Manhours @ 10 hrs per day Unit Rate hr/cumExcavation 10000 CUM 10 500 20 200 2000 0.2
8 Labor qty/prod crew x 1600 lab2 Machine duration 400 machine
Level 1 Schedule Executive Summary, also called a Project Master Schedule (PMS).Level 2 Schedule Management Summary, also called a Summary Master Schedule (SMS).Level 3 Schedule Project Coordination Schedule (PCS) also called a Publication Schedule.Level 4 Schedule Execution Schedule, also called a Project Working Level Schedule.Level 5 Schedule Detail Schedule. The further breakdown of the activities of a Level 4 Schedule.
Level of Schedule:
Progress Measurement: There are 6 Types of Progress measurement:
Units Method
Supervisory Method
Start – Finish Method
Cost Factor Method
Incremental Method
Weight Factor Method
Establishing Weights:Contribution Factor Method
Description of Sub-System Cost in Crs
Duration - Total No of Weeks
Level of Effort (Scale of 5)
Criticality (Scale of 5)
Risk factor (Scale of 5) Percentage Round Figure
ENGINEERING 12.00 30.00 3.00 3.00 5.00 9.16% 9.00%PROCUREMENT 60.00 40.00 5.00 5.00 5.00 25.10% 25.00%CONSTRUCTION 159.00 80.00 5.00 5.00 5.00 55.74% 56.00%TESTING & COMM. 15.00 12.00 5.00 5.00 3.00 10.01% 10.00%Total 246.00 162.00 18.00 18.00 18.00Weitage Factor 70% 10% 5% 10% 5% 100.00% 100.00%
Cost 70%
Duration 10%
Manhours (LOE) 5%
Criticality 10%
Risk Factor 5%
LEVEL 1
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
-
100
200
300
400
500
600
700
800
900
Apr
-12
Jun-
12
Aug
-12
Oct
-12
Dec
-12
Feb-
13
Apr
-13
Jun-
13
Aug
-13
Oct
-13
Dec
-13
Feb-
14
Apr
-14
Jun-
14
Aug
-14
Oct
-14
Dec
-14
Feb-
15
Apr
-15
Jun-
15
Aug
-15
Oct
-15
Dec
-15
Feb-
16
Apr
-16
Jun-
16
CASTING Vs ERECTION - PLAN Vs ACTUAL- Month WisePlan Progress(Casting)Actual Progress(Casting)Casting Progress(Cum)Casting Actual(Cum)Erection Progress(Cum)
GENERAL, -2.48%
ENGINEERING, -0.95%
PROCUREMENT, -13.17%
CONSTRUCTION, -19.23%
T&C, -1.47%
Overall Variance Analysis
Difference in Primavera V/S MSP
Item Primavera MSP
Baseline Multiple 11
User Access Multiple Single
Issues & Risk Available Not Included
Web Support Yes. Html can bemade
Not Included
Steps Available Not Included
Custom Fields No Arithmetic Can define
Columns 200 or more 40
Multiple Projects Yes No
WBS Available Indent
Duration Types
Fixed Units/Time
Fixed Duration and Units/Time
Fixed Units
Duration x Units/Time = Duration
Fixed Duration and Units
if your organization is more concerned about coming in on the schedule date and within the costs (which are usually associated with the units), you would select Fixed Durations and Units. If your organization is concerned with levelling resources and you assign resources specific hours per day on activities, you would select Fixed Units/Time.
Activity Types
Finish MilestoneLevel of Effort Resource Dependent Start Milestone Task Dependent WBS Summary
Task Dependent: These Activity Types have a duration and will only calculate the duration using the assigned calendar even when one or more resources are assigned to an activity.
Resource Dependent: These Activity Types have a duration and will calculate the duration only using the calendar assigned to the activity when NO resources are assigned to the activity.
The Activity % Complete Field
Duration % Complete =
Original or Planned Duration – Remaining Duration = Percent Complete
Physical % Complete
Units % Complete
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End