IPM (INTEGRATEDPROJECT MANAGEMENT)HADITOMO SUKSES PERDANA PMC IPM SPECIALIST

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Project Planning & Control Part I - Scheduling Basics

What is a Project Plan?

A Project Plan is a group of tasks performed within a defined time schedule to meet aspecific set of objectives

How to Create a Plan

Establish Project Objectives and Scope Of Work

Delineate Organization and Team

Define the Work

Determine the Timing

Establish Resource Requirements and Availability

Establish Man-Hour/Cost Budget

Evaluate, Optimize, and Freeze Baseline Plan

Distribute Information

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Project Planning & Control How to Control a Project

Track Work Progress and Costs

Compare Schedule and Cost Data to Baseline

Use baseline to guide your decisions

Update/modify the current project with realistic data

Analyze and Evaluate Performance

Recommend Action and Reforecast

Communicate

Building a Schedule

Identify the Project Scope and Deliverables

Identify Key Milestone Dates (Contract Milestones)

Identify Resource Availability and Constraints

Create a High-Level (Level 1) Master Schedule

Create Detail Level (Level 3) Schedule

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Project Planning & Control Components of a Schedule

Timescale - consistent units of time measurement (e.g., hours, days, work periods, etc.)

Activities -

Most Detailed Item Of Work

Composed Of One Kind Of Action

Measurable And Contiguous Duration

Single Line Of Responsibility

Set Of Resources And Costs Assigned

Building a Master Schedule

Analyze Project Scope

Layout High Level Components

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Project Planning & Control Project Scope

To Design, Procure, and Construct a Refinery Upgrade

High Level Components

Design / Engineer Refinery Upgrade

Procure Equipment for Refinery Upgrade

Construct Refinery Upgrade

Refinery Upgrade “In Operation”

Critical Path Method (CPM)

A logical analysis of a schedule’s activities, calculating the effects of durations andrelationships, to determine the longest path to complete the project.

Initially, calculations were done manually, and then overnight through mainframe computers.Now, desktop PC’s perform the calculations.

Various products: Open Plan, MS Project, P3, P6, Aurora, PRISM, Timeline, Harvard ProjectManagement, Artemis, Deltek Cobra Etc.

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Project Planning & Control CPM Key Terms

Predecessor - an activity preceding another

Successor - an activity that follows another

Relationships -

FS=Finish to Start: One activity must finish before the next activity can start

SS=Start to Start: One activity must start before the next activity can start

FF=Finish to Finish: The predecessor activity must be completed (finish) for specified period of time beforesuccessor activity can finish

Integrated Complexity:

CPM Calculation variables now include:

Relationships: FS = Finish to Start, SS = Start to Start, FF = Finish to Finish, Lags

Float: Total, Free, Finish, Start, Most Critical

Constraints: Start No Earlier, Finish No Earlier, Start No Later, Finish No Later, Expected, Mandatory, Float

Activity Types: Task, Start Milestone, Finish Milestone, Hammock, Finish Flag, Start Flag, WBS, Meeting

Calendars: Non-Work Periods, Holidays

Schedule Calculation: Interruptible, Contiguous, Loops, Open Ends, Progress Override, Retained Logic

Resources: Driving, Leveling, Unit Rates

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Project Planning & Control Planning / Scheduling

“The plan is nothing… planning is everything.” - Dwight Eisenhower

Engineers claim to not know how to plan, but will criticize your plan to shreds. Take the opportunity tofind out why they dislike your plan, thereby providing you with a valid plan.

Progress Reporting

Plan

Status to Date

Earned Value

Forecast to Complete

Forecast at Completion

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Project Planning & Control Forecasting

Use Best Available Project Data

Evaluate Against Project Plan

Compare to Historical Points of Reference

Forecast Ultimate Outcome

Document Variance with a Deviation

Incorporate into Cost Reporting

Cost Reporting

Typical Components of Cost Report:

WBS Work Breakdown Structure

Original Budget

Current Budget

(Original plus Client Approved Change Orders)

Commitments and Expenditures

Physical Progress

Performance Factors on Labor

Indicated Total Cost Forecast

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Project Planning & Control

Change Management -Keys to Success

Total Project Participation

Early Identification

Quick Assessment/Disposition

ROM Estimate

Engineer/Procure/Construct

Schedule Impact

Approval/Cancel

Cost Savings or Impact

Finalize Estimate/Final Approval

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