Planning, scheduling and resource allocation

transcript

Project Planning, Scheduling and Resource

allocation

Project Planning, Scheduling and Resource

allocation

Presented to: Dr. Shakeel Iqbal

Presented by:Jatin Mandhyan (06)Kajal Kuki Patwari (07)Krishna Mishra (08)

PM Process Summary

Launch Plan Recruit and organize project

team Establish team operating rules Level project resources Assign work

Monitor & Control Progress

Establish progress reporting system

Set up change control process Define problem escalation

process Monitor progress vs. plan Revise project plan

Close Out Project Obtain client acceptance Install project deliverables Complete project

documentation Complete post-implementation

audit Issue final project report

Develop Detailed Plan Identify project activities Estimate activity duration Determine resource

requirements Construct / analyze project

network Prepare project schedule

Define Project State need, problem or

opportunity Define project objectives Identify success criteria List assumptions, risks and

obstacles Define project scope and work

breakdown structure Feedback

Adapted from Project Management, 1987 Kepner-Tregoe, Inc. and Effective Project Management by R.K. Wysocki, R. Beck Jr. & D.B. Crane (Wiley, 1995)

We are here

“Failing to plan is planning to fail”

Planning:

“what” is going to be done, “how”, “where”, by “whom”, and “when”

for effective monitoring and control of complex projects

“Its about time”

Scheduling:

“what” will be done, and “who” will be working relative timing of tasks & time frames a concise description of the plan

Three Basic Steps to a Project Schedule

Scheduling Techniques

Gantt or bar charts

Milestone charts

Line of balance

Networks

Program Evaluation and Review Technique (PERT)

Arrow Diagram Method (ADM) [Sometimes called the Critical Path Method (CPM)]

Graphical Evaluation and Review Technique (GERT)

Precedence Diagram Method (PDM)

Graphical representation shows horizontal bars against a time scale

At summary or detailed levels

Gantt or Simple Bar Chart

http://www.maxwideman.com/issacons/index.htm

Types of Schedules

Graphical representation shows milestone dates

Identifies key points in the project's life span

The bars are not necessarily visible

Milestone Chart

Graphical representation shows progress relative to plan

In this case, behind

schedule

No indication of final completion

Progress Bar Chart

Graphical representation shows original baseline schedule (red bars) and actual progress relative to current plan

No indication of final completion

Bar Chart Status Report

The Work Break Down Structure (WBS)

An organizational tool for complex projects A first step in creating a schedule Useful for defining the Scope of Work After decided how to do the work

Consists of: Goal statement for project Subdividing goal into smaller & smaller portions

Example WBS

W areh ou se W B S

S ite Boundar ies E leva t ionD ata P o ints

B uild ingFoo tp r ints

Loca teB uried S ervices

S urvey S o ils A na lys is E xcava te S o il B ack f ill & C om pact

S ite P repara t ion Founda tion S truc tura l S ys tem s F inishing

To cons truc t a 5 -unitw arehouse fo r light indus try

C om plex

Could be used to define scope of work for surveyor sub-contract

Background Allahabad, about 600 km southeast of Delhi in Uttar

Pradesh (UP) State, is a major industrial city along National Highway 2.

The city is divided into the four districts of Allahabad, Naini, Jhusi and Phaphamau.

The adjacent Naini District across the River Yamuna is the industrial center where communication, automobile, fertilizer, textile and related industry companies are located.

The only traffic route connecting these two districts was the existing bridge over the River Yamuna (Yamuna Bridge).

The existing bridge (Yamuna Bridge) is a combined highway-railway bridge constructed at the end of the 19th century, and its narrow two lanes were straining to cope with the increasing size and weight of the vehicles.

Out of concern over the safety of the decaying bridge, construction of a new substitute bridge was urgently needed.

Objective

Construct a four-lane bridge Replace the existing old two-lane bridge Alleviating chronic traffic congestion

Borrower/Executing Agency

Borrower: The President of India

Executing Agency: The Ministry of Surface Transport (current Ministry of Shipping, Road Transport and Highways)

Outline of Loan AgreementLoan Amount / Loan Disbursed Amount

10,037 million yen / 7,515 million yen

Exchange of Notes / Loan Agreement December 1993 / January 1994

Terms and Conditions -Interest Rate -Repayment Period (Grace Period) -Procurement

2.6% 30 years (10 years) General untied

Final Disbursement Date March 2005

Main Contractors J/V of Hyundai Engineering Co. Ltd. (Korea) and Hindustan Construction Co. Ltd. (India)

Total Bridge Length: 1640 m

Width of superstructure 26 m

Main spans: 185 m – 260 m – 185 m

OutputThe main scope of this

project include the

construction of a four-lane

cable-stayed bridge (Naini

Bridge; length, 1,640 m)

and approach roads (total

length: 3,806 m) was

implemented almost entirely

as planned.

In addition, based on recommendations suggested in JBIC’s study the project scope was expanded to include installation of toll booths and monitoring equipment such as the weigh-in motion system and the wind and structural health monitoring system (WASHMS).

Project period The project period was scheduled from January 1994 to July

2004 (ten years and seven months), which is four years and four months longer than the planned period from January 1994 to March 2000 (six years three months) or 169% of the planned period.

The main causes of delay:

(1)the delay in consultant tendering procedure

(2) the time required for the review and finalization of the design of the first large-scale cable-stayed bridge in India.

(3)the delay in the tendering of contractors due to problems in the course of the tendering procedure

(4)the change of the executing agency from the Ministry of Surface Transport in 1997 in the midst of project implementation

Project Cost

The project cost was 8,807 million yen 3,097 million yen less than the planned 11,904 million yen or 74% of the planned project cost. In terms of rupee, the actual cost was 3,145 million rupees which is almost equal to the planned 3,217 rupees.

This difference is a resulted of the difference in the rupee-yen exchange rate at time of planning and ex-post evaluation.

Involvement of Maurer SöhneMaurer Soehne manufactured 4 Swivel Joist

Expansion Joints with a length of 24,40 m each.

This cross-sectional width of the superstructure

considers 4 highway traffic lanes and two lateral

3m - tracks for “other” traffic and pedestrians.

Due to transport reasons, the joints were delivered

in two pieces to be connected on job site. The

joints can accommodate movements of 400 mm

(at both abutments) and 360 mm and 600 mm

respectively at the pylons.

Operation and maintenance status

On the Naini Bridge, weather observation devices, which check conditions and measure the weight and gradient of pylons, are set at seven positions and are monitored 24 hours from the observation equipment control room in the toll booth control building.

Joint manufacture in the workshop

Joint installation

Effectiveness

Traffic volume

Time saving Congestion length decrease and time saving

bibliography

Project planning, scheduling and control – James P. Lewis http://www.cowi.com/menu/service/

BridgeTunnelandMarineStructures/Bridges/Documents/BTM_Bridges_low.pdf

http://www.cowi.dk/menu/service/Brotunnelogvandbygning/Documents/021-1700-008e-07b_MajorBridges.pdf

http://sine.ni.com/cs/app/doc/p/id/cs-12653 http://en.wikipedia.org/wiki/

File:New_Yamuna_Bridge_details.jpg http://structurae.net/structures/data/index.cfm?id=s0011445

Planning, scheduling and resource allocation

Design