CC603-Project Management

Chapter 3- Project Control and Monitoring•Project Time Control

Rafikullah Deraman, POLISAS

PROJECT CONTROL MODEL

DYNAMIC PROCESS THROUGHOUT PROJECT

PlanningObjectivesResourcesWork break-down scheduleOrganization

SchedulingProject activitiesStart & end timesNetwork

ControllingMonitor, compare, revise, action

SOURCE: (H&R)

PLANNING, SCHEDULING & CONTROLLING COMPONENTS

ANOTHER WAY TO SHOW RELATIONSHIPSProject Planning1. Setting goals2. Defining the project3. Tying needs into timed project activities4. Organizing the team

Project Scheduling1. Tying resources to specific activities2. Relating activities to each other3. Updating and revising on a regular basis

Time/cost estimatesBudgetsEngineering diagramsCash flow chartsMaterial availability details

CPM/PERTGantt chartsMilestone chartsCash flow schedules

Project Controlling1. Monitoring resources, costs, quality, and budgets2. Revising and changing plans3. Shifting resources to meet demands

Reports• budgets• delayed activities• slack activities

Before Project During Project

HISTORY OF CRITICAL PATH SCHEDULING FOR PROJECTS

PROJECT SCHEDULE FOR USS NAUTILUS• TOTAL TIME = 4 YEARS

• DESIGN IN EARLY 1950’s

• CONSTRUCTION PERIOD 18 MONTHS IN 1952 – 1954.

FIRST NUCLEAR POWERED VESSEL PARTS FROM MANY SUPPLIERS LIMITED ACCESS FOR

CONSTRUCTION

http://www.nautilus571.com/index.htm

COORDINATION CRITERIA

CONSTRUCTION SCHEDULE CONTROLLED DATES WHEN PARTS WERE NEEDED ON SITE

FABRICATION OF PARTS SCHEDULES WORKED BACKWARD FROM DATES NEEDED ON SITE

SPECIAL INSTALLATION EQUIPMENT HAD TO BE AT SITE ON NEED DATE

CONSTRUCTION PERSONNEL HAD TO BE AVAILABLE

LIMITED ROOM FOR INVENTORY OF PARTS AND MATERIALS

ALL SYSTEMS HAD TO BE TESTED WHILE THEY WERE STILL ACCESSIBLE FOR REPAIR OR REVISION

PRIMARY COMPONENTS - PLANNING

PLANNING REQUIRES AN ANALYSIS OF• GOALS

• METHODS

• ACTIVITIES

• RESOURCES

FORMING A TEAM

SOURCE: (H&R)

PRIMARY COMPONENTS - SCHEDULING

SCHEDULING CONVERTS THE PLANS INTO • WORK SEQUENCE

• DELIVERABLES

• ASSIGNMENTS

• RESOURCE REQUIREMENTS

SOURCE: (H&R)

PRIMARY COMPONENTS - CONTROL

CONTROL OF THE PROJECT IS BASED ON ASSESSMENT OF THE PROGRESS VS. THE SCHEDULE

SOURCE: (H&R)

DEFINE ACTIVITIES OVERALL FOR INSTALLING A TANK

DESIGN TANK REQUEST BIDS AWARD FABRICATE TANK TEST TANK SHIP TANK TO SITE CLEAR SITE INSTALL

FOUNDATIONS & UNDERGROUND

INSTALL SUPPORT STEEL

INSTALL TANK

INSTALL ACCESS PLATFORMS

INSTALL PIPING TEST PIPING INSTALL

INSTRUMENTATION TEST

INSTRUMENTATION INSTALL INSULATION INITIAL OPERATION PAINTING CLEAN-UP OPERATING MANUALS

ORGANIZE ACTIVITIES

PRECEDENCE HIERARCHY• WHAT MUST BE COMPLETED FIRST

• WHAT CAN BE COMPLETED IN PARALLEL TO OTHER ACTIVITIES

FOR TANK EXAMPLE• DESIGN OF FOUNDATION

• REQUIRES COMPLETION OF DESIGN

• RECEIPT OF PHYSICAL LOCATION DRAWINGS AND LOAD DATA FROM FABRICATOR

• DESIGN FOR ANY UNDERGROUND FACILITIES

• DESIGN FOR CONNECTIONS TO TANK

• DESIGN FOR DIKES OR TANK CONTAINMENT

http://www.buckeyefabricating.com/

PREPARATION OF DETAILED SCHEDULES

THE OVERALL SCHEDULE IS COMPRISED OF SUB-SCHEDULES

THESE SCHEDULES MAY BE INITIALLY ESTIMATED AND THEN DETAILED AS THE PROJECT PROGRESSES

INITIAL PRESENTATION OF DATA

ACTIVITIES CAN BE ARRANGED BY PRECEDENCE ON A BAR CHART (ALSO CALLED A GANNT CHART)

THESE ACTIVITIES CAN BE FURTHER BROKEN DOWN INTO ADDITIONAL ACTIVITIES

LINKS BETWEEN ACTIVITIES ARE SHOWN AS ARROWS

TYPICAL GANNT CHART

ID Task Name Duration

1 DECISION TO INSTALL TANK 0 days

2 DESIGN TANK 3 wks

3 REQUEST BIDS 4 wks

4 AWARD 2 wks

5 FABRICATE TANK 12 wks

6 TEST TANK 3 days

7 SHIP TANK TO SITE 1 wk

8 CLEAR SITE 1 wk

9 INSTALL FOUNDATIONS & UNDERGROUND 4 wks

10 INSTALL SUPPORT STEEL 1 wk

11 INSTALL TANK 1 wk

12 INSTALL ACCESS PLATFORMS 1 wk

13 INSTALL PIPING 1 wk

14 TEST PIPING 2 days

15 INSTALL INSTRUMENTATION 1 wk

16 TEST INSTRUMENTATION 2 days

17 INITIAL OPERATION 1 wk

18 INSTALL INSULATION 1 wk

19 PAINTING 1 wk

20 CLEAN-UP 3 days

21 OPERATING MANUALS 4 wks

22 TURNOVER TO OPERATIONS 0 days

1/1

1/1 1/19

1/22 2/16

2/19 3/2

3/5 5/25

5/28 5/30

5/31 6/6

1/22 1/26

3/5 3/30

4/2 4/6

6/7 6/13

6/14 6/20

6/14 6/20

6/21 6/22

6/21 6/27

6/28 6/29

7/2 7/6

7/9 7/13

7/16 7/20

7/23 7/25

1/22 2/16

7/6

12/17 12/31 1/14 1/28 2/11 2/25 3/11 3/25 4/8 4/22 5/6 5/20 6/3 6/17 7/1 7/15 7/29 8/12December January February March April May June July August

CRITICAL PATH

THE CRITICAL PATH IS BASED ON THE SEQUENCE OF ACTIVITIES THAT MUST BE COMPLETED TO MAINTAIN THE SCHEDULE

ITEMS OFF THE CRITICAL PATH INCLUDE FLOAT

THE CRITICAL PATH IS THAT SEQUENCE THAT INCLUDES ZERO FLOAT

GANNT CHART WITH CRITICAL PATH

ID Task Name Duration

1 DECISION TO INSTALL TANK 0 days

2 DESIGN TANK 3 wks

3 REQUEST BIDS 4 wks

4 AWARD 2 wks

5 FABRICATE TANK 12 wks

6 TEST TANK 3 days

7 SHIP TANK TO SITE 1 wk

8 CLEAR SITE 1 wk

9 INSTALL FOUNDATIONS & UNDERGROUND 4 wks

10 INSTALL SUPPORT STEEL 1 wk

11 INSTALL TANK 1 wk

12 INSTALL ACCESS PLATFORMS 1 wk

13 INSTALL PIPING 1 wk

14 TEST PIPING 2 days

15 INSTALL INSTRUMENTATION 1 wk

16 TEST INSTRUMENTATION 2 days

17 INITIAL OPERATION 1 wk

18 INSTALL INSULATION 1 wk

19 PAINTING 1 wk

20 CLEAN-UP 3 days

21 OPERATING MANUALS 4 wks

22 TURNOVER TO OPERATIONS 0 days

1/1

1/1 1/19

1/22 2/16

2/19 3/2

3/5 5/25

5/28 5/30

5/31 6/6

1/22 1/26

3/5 3/30

4/2 4/6

6/7 6/13

6/14 6/20

6/14 6/20

6/21 6/22

6/21 6/27

6/28 6/29

7/2 7/6

7/9 7/13

7/16 7/20

7/23 7/25

1/22 2/16

7/6

12/17 12/31 1/14 1/28 2/11 2/25 3/11 3/25 4/8 4/22 5/6 5/20 6/3 6/17 7/1 7/15 7/29 8/12December January February March April May June July August

USE OF PROJECT SCHEDULE

ALLOWS EVALUATION OF EACH STEP IN THE PROJECT

SHOWS RELATIONSHIPS BETWEEN ACTIVITIES

ALLOWS OBJECTIVE DETERMINATION OF TIME

ALLOWS OPTIMIZED USE OF RESOURCES

ALLOWS A COMPREHENSIVE BUDGET FOR THE PROJECT TO BE DEVELOPED

CRITICAL PATH DIAGRAM

THIS METHOD USES EVENT GRAPHICS AND ARROW PRECEDENCE

DATA IS SHOWN ON NODES CRITICAL PATH HAS ZERO FLOAT

PERT DIAGRAM

PERT DIAGRAMS (PROJECT EVALUATION AND REVIEW TECHNIQUE ) USES SIMILAR NODES

IN THIS CASE THE EARLY START – EARLY FINISH AND LATE START – LATE FINISH ARE INCLUDED

VALUES ARE THE SAME FOR CRITICAL PATH ACTIVITIES

IN MICROSOFT PROJECT™, THE PERT TOOLBAR IS USED TO ENTER OPTIMISTIC AND PESSIMISTIC DURATIONS

• OPTIMISTIC AND PESSIMISTIC GANNT CHARTS AND EVENT DIAGRAMS ARE PRODUCED

OPTIMISTIC GANNT CHART

EARLIEST POSSIBLE COMPLETION ID Task Name Opt Dur Opt Start Opt Finish

1 DECISION TO INSTALL TANK 0 days Mon 1/1/07 Mon 1/1/07

2 DESIGN TANK 2.5 wks Mon 1/1/07 Wed 1/17/07

3 REQUEST BIDS 3.5 wks Wed 1/17/07 Fri 2/9/07

4 AWARD 1 wk Mon 2/12/07 Fri 2/16/07

5 FABRICATE TANK 9.5 wks Mon 2/19/07 Wed 4/25/07

6 TEST TANK 2 days Wed 4/25/07 Fri 4/27/07

7 SHIP TANK TO SITE 3 days Fri 4/27/07 Wed 5/2/07

8 CLEAR SITE 3 days Wed 1/17/07 Mon 1/22/07

9 INSTALL FOUNDATIONS & UNDERGROUND3 wks Mon 2/19/07 Fri 3/9/07

10 INSTALL SUPPORT STEEL 4 days Mon 3/12/07 Thu 3/15/07

11 INSTALL TANK 4 days Wed 5/2/07 Tue 5/8/07

12 INSTALL ACCESS PLATFORMS4 days Tue 5/8/07 Mon 5/14/07

13 INSTALL PIPING 4 days Tue 5/8/07 Mon 5/14/07

14 TEST PIPING 1.5 days Mon 5/14/07 Tue 5/15/07

15 INSTALL INSTRUMENTATION4 days Mon 5/14/07 Fri 5/18/07

16 TEST INSTRUMENTATION 2 days Fri 5/18/07 Tue 5/22/07

17 INITIAL OPERATION 3 days Tue 5/22/07 Fri 5/25/07

18 INSTALL INSULATION 1 wk Fri 5/25/07 Fri 6/1/07

19 PAINTING 3 days Fri 6/1/07 Wed 6/6/07

20 CLEAN-UP 2 days Wed 6/6/07 Fri 6/8/07

21 OPERATING MANUALS 3 days Wed 1/17/07 Mon 1/22/07

22 TURNOVER TO OPERATIONS0 days Fri 5/25/07 Fri 5/25/07

1/1

5/25

12/17 12/31 1/14 1/28 2/11 2/25 3/11 3/25 4/8 4/22 5/6 5/20 6/3 6/17December January February March April May June

PESSIMISTIC GANNT CHART

LATEST ANTICPATED END DATEID Task Name Pes Dur Pes Start Pes Finish

1 DECISION TO INSTALL TANK 0 days Mon 1/1/07 Mon 1/1/07

2 DESIGN TANK 3.2 wks Mon 1/1/07 Mon 1/22/07

3 REQUEST BIDS 4.5 wks Tue 1/23/07 Thu 2/22/07

4 AWARD 2.5 wks Thu 2/22/07 Mon 3/12/07

5 FABRICATE TANK 14 wks Tue 3/13/07 Mon 6/18/07

6 TEST TANK 4 days Tue 6/19/07 Fri 6/22/07

7 SHIP TANK TO SITE 3 days Mon 6/25/07 Wed 6/27/07

8 CLEAR SITE 4 days Tue 1/23/07 Fri 1/26/07

9 INSTALL FOUNDATIONS & UNDERGROUND4.5 wks Tue 3/13/07 Thu 4/12/07

10 INSTALL SUPPORT STEEL 1.4 wks Thu 4/12/07 Mon 4/23/07

11 INSTALL TANK 1.2 wks Thu 6/28/07 Thu 7/5/07

12 INSTALL ACCESS PLATFORMS 5 days Fri 7/6/07 Thu 7/12/07

13 INSTALL PIPING 5 days Fri 7/6/07 Thu 7/12/07

14 TEST PIPING 3 days Fri 7/13/07 Tue 7/17/07

15 INSTALL INSTRUMENTATION 1.4 wks Fri 7/13/07 Mon 7/23/07

16 TEST INSTRUMENTATION 3 days Tue 7/24/07 Thu 7/26/07

17 INITIAL OPERATION 7 days Fri 7/27/07 Mon 8/6/07

18 INSTALL INSULATION 2 wks Tue 8/7/07 Mon 8/20/07

19 PAINTING 2 wks Tue 8/21/07 Mon 9/3/07

20 CLEAN-UP 1 wk Tue 9/4/07 Mon 9/10/07

21 OPERATING MANUALS 6 wks Tue 1/23/07 Mon 3/5/07

22 TURNOVER TO OPERATIONS 0 days Mon 8/6/07 Mon 8/6/07

1/1

8/6

12/17 12/31 1/14 1/28 2/11 2/25 3/11 3/25 4/8 4/22 5/6 5/20 6/3 6/17 7/1 7/15 7/29 8/12 8/26 9/9 9/23December January February March April May June July August September

USE OF SCHEDULE FOR OPTIMIZATION

CRASHING A PROJECT• ADDING RESOURCES TO SHORTEN

PROJECT DURATION

• MUST BE APPLIED TO CRITICAL PATH ACTIVITIES

• MAY RESULT IN A SWITCH IN CRITICAL PATH ACTIVITIES

RESOURCE LEVELING• AVOID MOBILIZATION/DEMOBILIZATION

COSTS

RESOURCE LEVELING EXAMPLE

INITIAL RESOURCE PLOT

RESOURCE LEVELING

REARRANGING JOB SEQUENCES

COST IMPACTS OF LOAD LEVELING

THE MAXIMUM PERSONNEL REQUIREMENT IS REDUCED

ALSO THERE IS A SINGLE INCREASE/REDUCTION SEQUENCE• COSTS OF MOBILIZATION AND

DEMOBILIZATION ARE REDUCED

• CONSISTENT WORK QUALITY IS OBTAINED FROM STABLE WORKFORCE