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[email protected]://www.construction-productivity.co.uk
WORK BREAK DOWN WORK BREAK DOWN STRUCTURE (WBS)STRUCTURE (WBS)
WORK BRAEK DOWN STRUCTURE (WBS)
A technique by which the work of a project is divided and sub divided for management, and control purposes.
WORK BRAEK DOWN STRUCTURE (WBS)
The work is developed through successive increasing levels of details.
Advantage • work delegated into coherent packages• work defined at appropriate levels of detail
for cost control
WORK BRAEK DOWN STRUCTURE (WBS)
• work defined at appropriate levels of detail for nesting plans i.e. rolling wave of program.
• Variances can be measured between Planned and Actual.
• The work packages are more stable than long chains of discontinuous work activities.
• As a result risk is more contained and measured more accurately.
WORK BRAEK DOWN STRUCTURE (WBS)
• successive levels of detail may be evolved• the project sponsor may call for reports
from the Project manager based on the work content at Level 1, 2 and sometimes at Level 3,
WORK BRAEK DOWN STRUCTURE (WBS)
• the Project Manger may call for Reports from Project Contributors based on work content at Level 3, 4 and 5,
• the contractor’s Construction Management Team also may ask for report from Site Engineers at Level 5 and below Level 5,
WORK BRAEK DOWN STRUCTURE (WBS)
• Different Levels Breakdown and Work Package require different Project Contributors with different Responsibilities.
• The flow is from Left to Right.
WORK BRAEK DOWN STRUCTURE (WBS)
• successively at each Level, may be made to mirror the timing of the work;
• and facilities a Rolling Wave or Nested Programme;
• from project level down to the lowest task orientated package level.
WORK BRAEK DOWN STRUCTURE (WBS)
• each work package can be identified with a unique cost code;
• and Actual and Planned Cost variances compared;
• each work package can be fully described, for example:
• Content;• what is included and what is excluded in a
package statement.
• WBS (Food Process Factory)-Level 1
Project Definition/Scope
Management Site Procurement
Outline Design & State Approval
Detail Design & Costing
Procurement And Construction
Commision & Handover
Left to right
WORK BRAEK DOWN STRUCTURE (WBS) Procurement&
Construction
Bill of Quantity
Tender & Negotiation
Work on Site
Management Fees
LEFT TO RIGHT
WBS (Food Process Factory)-Level 3
WORK BRAEK DOWN STRUCTURE (WBS)
Work on Site
Preliminary Works
Sub-structure
Super- structure
Claddind & Envelope
External Work
Internal Work
WBS (Food Process Factory)-Level 4 and 5
WORK BRAEK DOWN STRUCTURE (WBS)
Work on Site
Total cost £1, 900, 250.00
Preliminary Works £105.000.00
Sub-structure £270.00
Super- Structure £
Claddind & Envelope £
External Work £
Internal Work £
Site Clearance £
Piling £
Foundations £
Drainage £
Floor slab £
WORK BRAEK DOWN STRUCTURE (WBS)
Project Mgmt
Prelim Design
1.1.1
Title I Design
1.1.2
Final Design
1.1.3
Design
1.1
Procurement
1.2
Construction
1.3 1.4
ACME Project X
1.0
Resource allocation
Project Mgmt
Prelim Design
1.1.1
Title I Design
1.1.2
Final Design
1.1.3
Design
1.1
Procurement
1.2
Construction
1.3 1.4
ACME Project X
1.0
Preliminary Design 1.1.1 Jan Feb Mar Apr May
1.1.1.1 Define Specifications & Req.
1.1.1.2 Develop Preliminary Design
1.1.1.3 Review Preliminary Design
1.1.1.4 Incorporate Comments
1.1.1.5 Preliminary Design Complete
Resource allocation
Project Mgmt
Prelim Design
1.1.1
Title I Design
1.1.2
Final Design
1.1.3
Design
1.1
Procurement
1.2
Construction
1.3 1.4
ACME Project X
1.0
Preliminary Design 1.1.1 Hours Jan Feb Mar Apr May
1.1.1.1 Define Specifications & Req. 1,500 1,000
1.1.1.2 Develop Preliminary Design 2,000 2,000
1.1.1.3 Review Preliminary Design 500 500
1.1.1.4 Incorporate Comments 320 320
1.1.1.5 Preliminary Design Complete 1,000
Resource allocation for each activity
Project Mgmt
Prelim Design
1.1.1
Title I Design
1.1.2
Final Design
1.1.3
Design
1.1
Procurement
1.2
Construction
1.3 1.4
ACME Project X
1.0
Preliminary Design 1.1.1 Hours Jan Feb Mar Apr May
1.1.1.1 Define Specifications & Req.1,500 1,000
1.1.1.2 Develop Preliminary Design2,000 2,000
1.1.1.3 Review Preliminary Design500 500
1.1.1.4 Incorporate Comments320 320
1.1.1.5 Preliminary Design Complete1,000
Resource allocationACME Housing Corporation
1
House BuildingProject
1.1
Concrete1.1.1
Framing1.1.2
Plumbing1.1.3
Electrical1.1.4
Interior1.1.5
Roofing1.1.6
Resource allocation-after WBSACME Housing Corporation
1
House BuildingProject
1.1
Concrete1.1.1
Pour Foundation1.1.1.1
Install Patio1.1.1.2
Stairway1.1.1.3
Framing1.1.2
Frame ExteriorWalls1.1.2.1
Frame InteriorWalls1.1.2.2
Install RoofingTrusses1.1.2.3
Plumbing1.1.3
Install WaterLines
1.1.3.1
Install Gas Lines1.1.3.2
Install B/KFixtures1.1.3.3
Electrical1.1.4
Install Wiring1.1.4.1
Install Outlets/Switches1.1.4.2
Install Fixtures1.1.4.3
Interior1.1.5
Install Drywall1.1.5.1
Install Carpets1.1.5.2
Install Painting1.1.5.3
Roofing1.1.6
Install Felt1.1.6.1
Install Shingles1.1.6.2
Install Vents1.1.6.3
MILESTONE PROGRAMMING
• The Milestone programmes provide the ‘administrative level’ in the planning hierarchy.
• The activity programme provides the detailed ‘technical level’.
• It focused on goals and not on the method of reaching them.
• The Milestones and Objectives remain reasonably constant through out the project.
• Methods of reaching goals may change.
MILESTONE PROGRAMMING
• Goal Directed Project Management (GDPM) is a powerful, pragmatic approach for gaining consensus from all stakeholders on the overall objectives of a business program or project.
MILESTONE PROGRAMMING
• The approach is fully compatible with industry standards such as:
• PRINCE2• SUMMIT• V-Model or HERMES • It provides a single-page, top-level view of
the goals of the project (a milestone plan).
DEVELOPING THE MILESTONE PROGRAMME
1-The planning team• The team responsible for ensuring
that the project objectives are met should be present to formulate the Milestone programme.
2-The result paths• The project Objectives and Scope are
set out in the project definition Document.
MILESTONE PROGRAMMING
• The team considers at each level, the Primary Objectives such as:
• How will success be judged?• What are the critical factors to monitor?• What are Key Performance Indicators for
this project?
DEVELOPING THE MILESTONE PROGRAMME
3-Milestones• The team actively generates ideas for the
like list of Milestones. • Each Milestone description should:• form a check point towards the final
objective,• describe a condition or state that the
project must occupy at various stages in order to reach it’s final objective,
DEVELOPING THE MILESTONE PROGRAMME
• show a logical sequence towards the final objective;
• state what to achieve, and not how to achieve;
• focus on the goal;• state a specific outcome, such as,
approval of a report and who approve it;
DEVELOPING THE MILESTONE PROGRAMME
• Also Milestone should:• be natural;• represent important decisions;• be controllable, either quantitively or
qualitatively;• be few in number (10 TO 20);• be at useful intervals(ie monthly);4- Drafting the Milestone Plan
NESTED PROGRAMMING• The primary objectives of the project
are provided in the Level 1 Project Programme.
• Below The Work Breakdown Structure (WBS) most projects are capable of being split into a member of Stages or Phases (Work Packages).
NESTED PROGRAMMING
• A milestoneplan may be produced for each of these phases.
• for example at Level 1-Reported at 20 max controlled Milestones.
• Or at Level-2- let us say 4 Stages –each Reported at 20 max controlled Milestones.
NESTED PROGRAMMING
• At Level 3 and below, the influence of detail activities can make it difficult to develop meaningful Milestone Programme.
• At this level down on the WBS, it is normal to revert to activity programmes.
NESTED PROGRAMMING• At the lowest activity and task levels,
Milestones occur along the path of networked activities (CPM) and are shown as ‘Flagging’ up on the network or Gantt chart.
• Some packages allow them to be fixed and generate ‘Supper Critical Paths’. (See Oxford Brookes University-Micro Planner).
DEVELOPING THE MILESTONE PROGRAMME
Conclusion• The Milestone methods is purely a means of
monitoring and controlling progress towards the Projects Objectives at the highest level of WBS.
• It is useful where there is insufficient detailed information to produce meaningful accurate lower level Activities based programmes.
Define Goals
Tchnological Communications
Cost
Latest Process plant
Latest Road Rail Package
Latest Hygiene Finishes
Latest Building Management System
Latest Computer Process System
Latest Robotics
Negociation And Completion of Rdad/Rail link to EU
To Cmply with Finacial and Strategic Plans
Example of Level 1- Factory Project
Milestone Plan Company
Date Result Paths MilestonesTechnical Road&Rail Cost.
1
2
3
4
5
6
7
8
Project Start-The Client Instruct his/her Team.
When 3 separate Proposed Site areavailable.
Feasibility Study is complete.Project Manager Report accepted.The Client directs purchase of theland.
When Legal Contracts are drown up,Client Instruct Outline PlanApplication to be made.
When negotiation complete for Road,Rail link to the site. Outline PlanningPermission granted. All relevantAgreement are made. The Clientinstructs purchasing of land.
When Road/Rail Link Negotiationsare completed and Design is signedby the Client.
When Section 52 completed andagreed by Design Team and theClient.
When Purchase of the land iscomplete and the possession istaken by Client.
When Project Manger checks andreports on fee account and purchasecost, Client instruct Final ProjectDesign work to be completed.
Milestone Plan Company
Date Result Paths MilestonesTechnical Road&Rail Cost.
2
1
3
4
5
6
7
8
9
10
11
12
13
14
1615
Project Start-Instruction BY theClient.
a)Outline planning consent awardedb) Client instruct outline designto proceed.
When all legal agreements placed andsite procured.
When THE Client approves OutlineDesign based on Planning Consent,commence Detail Design.
When the Client agrees with Cost Planfor Outline Design
When Detailed Planning Permissionis awarded
When the Client approves the DetailDesign
When Final Cost Plan agreed by theClient
When drawings straits andProcurement Process Plant Specialistsent out.When Bills of quantity are preparedand the client agrees to go to tenderWhen Road Links Connection arefully constructedWhen Tender Negotiations arecomplete and the winning Contractorin possession of the Site.When Construction complete.
When M&E work complete. WhenCommission Complete and acceptedby the QS.When Client occupation start.When Final Account Complete.