Engineering Project Planning and Management.ppt

Project Planning Management PPT

1. BY : ENGR. FAIZAN ALI
BSc Civil Engg., MSc Transportation Engg.,
RESEARCH ASSOCIATE
TRANSPORTATION ENGINEERING
DEPARTMENT,
UNIVERSITY OF ENGINEERING AND
TECHNOLOGY TAXILA
EMAIL: [email protected]

2. INTRODUCTION TO PROJECT
MANAGEMENT;
TERMINOLOGIES AND DEFINITIONS
INTRODUCTION TO SOFTWARE
TUTORIAL (Part 2)

3. PROJECT MANAGEMENT

4. Project management is a
method and a set of techniques
based on the accepted
principles of management used
for planning, estimating, and
controlling work activities to
reach a desired end result on
time – within budget and
according to specifications.

11. •A project is a temporary endeavor undertaken to create a unique product
or service.
----- Temporary means that every project has a definite beginning
and a definite end.
----- Unique means that the product or service is different in some
distinguishing way from all similar products or services.
•A Project may also be defined as “Unique process consisting of a
set of coordinated activities with start and finish dates,
undertaken to achieve an objective conforming to specific
requirements including constraints of time, cost, quality and
resources”.
•Operations and projects differ primarily in that operations are
ongoing and repetitive while projects are temporary and unique.

12. Because projects are unique undertakings, they
involve a degree of uncertainty.
Organizations performing projects will usually divide
each project into several project phases to provide
better management control and appropriate links to the
ongoing operations of the performing organization.
Collectively, the project phases are known
as the project life cycle.

13. 1- DEFINNG
One of the first tasks of managers is to define the work to be done in
their area of responsibility.
The following five questions are to be answered by any good
definition of a project:
1- What is the problem or opportunity being addressed ?
2- What is the goal of the project ?
3- What objects are necessary in order to accomplish the goal ?
4- How will we determine if the project has been successful ?
5- Are there any assumptions, risks, or obstacles that may
affect success ?

14. 2- PLANNING
It is fact that project plan is indispensable. Not only is it a roadmap
to how the work will be done, but it is also a tool for decision
making.
A complete plan will clearly state that what is to be done, why it is
being done, who will do it, when it will be done, what resources
will be needed, and what criteria must be met in order for the
project to be declared complete and successful.
Planning reduces uncertainty. While we would never expect the
project work to occur exactly as planned, having planned the work
allows us to consider the likely outcome and to put the necessary
corrective actions in place.
Planning improves efficiency. The mere act of planning gives us a
better understanding of the goals and objectives of the project.

15. 3- EXECUTING
Executing the project plan involves a number of steps.
In addition to organizing people, it includes the
identification of the specific resources (manpower,
materials, and money etc) for carrying out the work
defined in the plan.
It also involves scheduling workers to activities, and
scheduling activities to start and end dates.
The final specification of the project schedule brings
together all of the variables associated with the project.

16. 4- CONTROLLING
As part of the planning process, an initial schedule is
built.
No matter how attentive the team is to creating the
plan, the project work will not go according to plan.
Schedule will slip. That is the reality of the project
management.
In any case, the project manager must have a system in
place to constantly monitor the project progress or lack
thereof.
This monitoring system will not only summarize
completed work measured against the plan, but will
also look ahead to forewarn of potential problems.

17. 5- CLOSING
The closing phase is very important but it tends to be the part that
is most often neglected by the management. There is always the
pressure to get on with the next project.
There are several questions that should be answered as part of any
closing:
1- Did the project do what the client said it would do ?
2- Did the project do what the project manager said it would do ?
3- Did the project team complete the project according to plan ?
4- What information was collected that will help with latter
projects?
5- How well did the project management methodology work and
how well did the project team follow it ?
6- Closing therefore evaluates what was done and provides
historical information for latter projects.

18. Scope, Cost, Time, and Resources define a
system of four constraints that operate on
every project.
They are an interdependent set in the sense
that as one changes, it may cause us to change
others also so that equilibrium can be restored
to the system.

19. Throughout the project management life cycle, cost is a major
consideration.
The first consideration occurs at an early and informal stage in
the life of a project. The requesting client may simply offer a cost
figure about equal to what he had in mind for the project or on
the other hand, different bidders submit their cost offers to do
this job in their tenders.
In more formal situations, the project manager will prepare a
proposal for the work to be done. That proposal will include a
good estimate of the total cost of the project.
In case of tendering, the client’s decision will be based on better
estimates of cost and time.

20. To a certain extent cost and time are trade-off
with one another.
The time can be reduced but cost will increase
as a result.
Time is an interesting resource. It can not be
inventoried. It is consumed whether we use it
or not.
For the project manager, the objective is to use
the time allotted to the project in the most
effective and productive ways possible.

21. Resources are means to complete activities. Examples
are labour, equipment, physical facilities, funds, etc.
These are capital assets and that have limited
availabilities can be scheduled or can be leased from
an outside party.
Some are fixed; others are variable only in long term.
In any case, they are central to the scheduling of
project activities and the orderly completion of the
project.

23. Breaks the project scope
Inter-related
Discrete tasks
Hierarchical tree structure

24. Breaks the project scope
Inter-related
Discrete tasks
Hierarchical tree structure
Four
possible
relationship
s
1.Finish to Start
2.Start to Start
3.Finish to Finish
4.Start to Finish: Second task cannot finish before
first one starts

25. A work breakdown structure (WBS) from a previous project can
often be used as a template for a new project.
Although each project is unique, WBSs can often be “reused”
since most projects will resemble another project to some extent.
For example, most projects within a given organization will have
the same or similar project life cycles and will thus have the
same or similar deliverables required from each phase.
Many application areas have standard or semi-standard WBSs
that can be used as templates. For example, the U.S. Department
of Defense has defined standard WBSs for Defense Materiel
Items.
A portion of one of these templates is shown as
Figure 5–2.

30. Planning:
Process of choosing the method and
order of work
Scheduling:
Process of determining the
interrelationship of associated timings of
operations.

31. Planning & Scheduling with the help of network
diagrams is called Network Techniques.
Network Techniques (Network Programming)
encompass the methods of PERT (Program
Evaluation & Review Techniques) and CPM
(Critical Path Method).
Initially developed in late 1950’s. Prior to this, there
was generally accepted method of Planning &
Scheduling or controlling construction works.

32. An element of work performed during the course of a project.
Or
An amount of work that can be identified so that we know what
it involves and can recognize, when it starts and finishes.
An activity normally has an expected duration, an expected cost,
and expected resource requirements.
Activities may be
---- On-site Activities like Excavation, Pouring,
Plastering, Brickwork etc.
---- Off-site activities like ordering materials, deliveries,
fabrication of steel, and anything which affect the construction
work.
Activities may be Detailed or Coarse in their description.

34. Key Steps to Managing a Project

35. Why is Planning and Scheduling is necessary?
The purpose of Planning and Scheduling is to achieve project
goals and objectives through the planned expenditure of
resources that meet the project’s quality, cost and time
requirement.
Following benefits are outcome of good planning and
scheduling:
•Gainful deployment of resources.
•Better utilization of time.
•Earning good reputation in the business.
•Reduce the risk of surprises

36. Levels of Plan
There are various levels of planning
depending upon the extent to which the
activities have been broken down and the
details provided therein.
Level - 1 Plan
This is the basic contractual plan that defines start and end dates for each
activity like design, procurement and execution
Level - 2 Plan
In this level, the discipline-wise schedule for each major activity (also
called Cost Center)

37. Levels of Plan
There are various levels of planning
depending upon the extent to which the
activities have been broken down and the
details provided therein.
Level - 3 Plan
In this level, the plan is broken down into various Zones/Areas.
Each Zone/Area is further divided into major activities (also
called Cost Centers) and schedule for each Cost center
Level - 4 Plan
This plan is prepared at site. In this plan the activities are
broken down to Drawing/Isometric level

38. When should a detailed plan be prepared?
 “Fit-for-Purpose” plan is prepared at bidding stage to arrive at
lowest cost. At bidding stage, a detailed plan essentially
develops on Standard Man-hours broken down to group level
and congruent Project execution organization philosophy.
 The detail plan is prepared once the project is awarded and
sufficient information is available. Remember, Planning is not
a “Cost” but a “Value Adder”.
 Following information is required to prepare a detailed plan:
 Schedule of Drawings (Issued For Construction (IFC)
Drawings)
 Schedule of Client Deliverables (i.e., Client supplied items like
Direct Materials etc.)
 Material delivery schedule for vendors supplied items
 Area/ Sub-Area wise Detailed Bill of Quantity
 Area Access from Client

39. Microsoft Project is a Windows-based project
management software package. It provides the flexibility
to help manage your project, provides assistance in every
phase of the project, calculates schedules and other
project information. It helps to build the project plan and
also helps in tracking it to its completion. Microsoft
project supports calendar controls , allocation of
resources , production of PERT, GANTT charts., resource
charts, calendar charts and dozens of reports. Its easy to
navigate & similar to other MS packages.
MICROSOFT PROJECT can be of substantial assistance
in the management of projects. It does not produce or
print a delineated work breakdown structure, although it
does generate work breakdown structure numbers. Its
primary advantage is its widespread use and the
availability of hundreds of add-ins.

45. REFERENCES
•PROJECT MANAGEMENT Notes by
Prof. Dr. Liaqat Ali qureshi,
UET Txila.Pakistan
•MICROSOFT PROJECT MADE ISMPLE by
Mike Bailey, Oregon State University
WBS BY Farrokh Alemi, Ph.D. Lee Baliton