KHURAIS WELLS TIE-IN PROJECT ppt. fir yoir use

Popwer point presentation

1. KHURAIS WELLS TIE-IN PROJECT PROJECT CONSTRUCTION PLANNING

2. Session – i presentation & discussion. Session – ii question hour. Session – iii testing understanding level on project time mgmt.

3. PROJECT MGMT INTRODUCTION.

4. WHAT IS A PROJECT? A temporary endeavor undertaken to create a unique product, service or a result. Temporary nature of a project indicates a definite beginning & end to it. End is reached when project objectives are met or project is terminated. Because of the uniqueness of a project, there may be uncertainties about the product, service or result that the project creates. Projects are often utilized as a means of achieving an organization’s strategic goal.

5. WHAT IS PROJECT MANAGEMENT? Application of knowledge, skills, tools & techniques to project activities to meet the project requirements. Balancing the competing project constraints. The project management plan is iterative & goes through progressive elaboration, throughout the project life cycle.

6. PROJECT ORGANIZATIONAL STRUCTURE There are three patterns of project organizational structures – namely: Projectized. Matrix. Functional.

7. PROJECT LIFE CYCLE Feasibility – Design – Production – Turnover – Startup Project life cycle is a collection of sequential & sometimes overlapping project phases. Number of phases are decided by the management, planning & control needs of the organization.

8. LESSONS LEARNED The lessons learned document includes what was done right, what was done wrong, and what would be done differently if the project could be redone. Lessons learned from similar projects are collected and reviewed before starting work on a new project. They are a required project management practice. Lessons learned may be created throughout the project and then finalized during project closing or project phase closing.

9. PROCESS GROUPS & NO OF PRROJECT MGMT PROCESSES. Initiating - 2. Planning - 20. Execution - 8. Monitoring - 10. Closing - 2.

10. PROJECT MGMT KNOWLEDGE AREAS. Scope. Time. Cost. Quality. Human resources. Communication. Risk. Procurement. Integration.

11. ENTERPRISE ENVIRONMENTAL FACTORS Infrastructure & existing resources. Stakeholder risk tolerance. Work authorization system. Organizational culture. Marketplace conditions. Political climate.

12. ORGANIZATIONAL PROCESS ASSETS. Historical records & information. Lessons learned database. Corporate knowledgebase. Organizational policies, processes, procedures, guidelines, practices & templates.

13. PROJECT MGMT PLAN A project management plan is a series of plans and baselines, rather than just a schedule. It includes: The project mgmt processes to be used on the project. The mgmt plans for each knowledge area. Scope, schedule & cost baselines – PMB.

14. A requirements management plan. This is a plan for how requirements will be managed and controlled on the project. A change management plan. This is a plan for managing changes on the project. A configuration management plan. This is a plan for managing changes to the deliverables of the project. A process improvement plan. This is a plan for how processes used to complete the project work, will be improved.  

15. TIME MANAGEMENT.

16. CONSTRUCTION PLAN Also known as execution plan or schedule. Generally ‘Primavera – P6’ or ‘M S Project’ software is used in preparing a construction plan. Other software also available. Construction team with assistance from the project team develops this plan.

17. BASIC REQUIREMENTS TO DEVELOP A CONSTRUCTION PLAN. Project scope documents. They are – project scope statement, drawings, project specifications, applicable codes & standards & contract documents. O.P.A. & E.E.F. Master schedule or contract schedule baseline. Bidding documents (for cost planning & control). Project charter.

18. PROJECT MGMT PROCESSES USED IN TIME MGMT knowledge area. Define activities. Sequence activities. Estimate activity resources. Estimate activity duration. Develop schedule. Control schedule.

19. AN UNREALISTIC SCHEDULE IS PROJECT MANAGER’S FAULT. HE HAS TO ENSURE THAT THE END DATE CAN BE MET & Create OPTIONS TO MAKE IT HAPPEN. ALL BEFORE EXECUTION STARTS.

20. SCHEDULE MGMT PLAN. A schedule mgmt plan includes: - The scheduling methodology & the scheduling software to be used on the project. Establish the schedule baseline to measure against, during monitoring & controlling process. Identification of performance measures that will be used on the project, to identify variances early. Planning for how schedule variances will be managed. Identification of schedule change control procedures. Data collection & schedule performance reporting formats. A schedule management plan requires that the progress be measured along the way. Data collection frequency.

21. Define activities. Work packages created in the WBS are decomposed down further to activity level. Activity level is small enough to estimate, schedule, manage & control. In order to define activities, scope statement, WBS & WBS dictionary (statement of work, deliverables, milestones, list of associated activities & activity attributes are required. This is Scope Baseline. During ‘ rolling wave planning’ , you do not plan the activities to a detailed level where they can be easily managed & controlled. This is done when a particular phase of the project is started. When completed, define activities process results in to list of activities & activity attributes. (Activity code, predecessor & successor activity, logical relationship, lead & lag, required resources, imposed dates, constraints & assumptions). It also results in to determination of milestones to be used on the project.

22. MILESTONES. Milestones are not activities but significant events within the project schedule. The sponsor may impose milestones & a summary of milestones are included in the project charter. The project manager may impose additional milestones, during sequence activities or develop schedule process, as checkpoints to help control project. A list of milestones becomes a part of scope statement & WBS dictionary & further as a part of project mgmt plan.

23. SEQUENCE ACTIVITIES. The process involves taking the activities, milestones and sequencing them into how the work will be performed. In its pure form a network diagram shows only dependencies (logical relationships). If activity duration estimates are added, network diagram can show the critical path. If plotted against calendar dates, the network diagram will be time scaled scheduled network diagram.

24. PRECIDENCE DIAGRAMMING/AON. In this method nodes or boxes show activities & arrows show dependencies or logical relationship. There are four types of relationships – Finish to Start (FS) – An activity must finish before the successor activity can start (most common). Start to Start (SS) – An activity must start before the successor activity can start. Finish to Finish (FF) – An activity must finish before the successor activity can finish. Start to Finish (SF) – An activity must start before the successor can finish. (Rarely used)

25. EXAMPLES.

26. BOX OR NOD

27. DEPENDENCIES OR LOGICAL RELATIONSHIPS. Mandatory Dependency (Hard Logic): The dependency is inherent in the nature of work being done or required by contract. Discretionary Dependency (Soft Logic): This dependency is determined by the project team. It can be changed if required while the other types of dependencies can’t be easily changed. Discretionary dependencies are important when analyzing re-sequencing for schedule compression or fast tracking. External Dependency: This type of dependency is based on needs or desires of parties outside the project, like Government or suppliers.

28. LEADS & LAGS. A lead may be added to start an activity before the predecessor activity is finished. (e.g. Coding can start 5 days before the design is finished.) A lag is an inserted waiting time between activities (e.g. Need to wait for 3 days after pouring concrete before further work to continue.)

29. HOW NETWOK DIAGRAM CAN HELP YOU ON A PROJECT? Justify time estimates for the project. Aid in effectively planning, organizing & controlling the project. Show interdependencies of all the activities. Identify opportunities to compress the schedule. Shows project progress when used for controlling the schedule & reporting . N etwork diagram with activity durations gives the critical path on the project. Network diagram plotted against calendar dates gives the schedule.

30. Estimate activity resources Following are important points to understand for estimating. This also applies to cost estimation activity. Should be based on WBS. Estimation should be done by the person doing the work. Historical information is the key to improving estimates. Estimates are more accurate if smaller size work components are estimated. Estimates can be decreased by reducing or eliminating the risks. Padding is not an acceptable project mgmt practice.

31. Continued. Estimates must be reviewed when received to see if they are reasonable & checked for padding & risks. Estimates must be kept realistic throughout the life of the project by reviewing & re-estimating periodically. The project manager should periodically re-calculate ETC to see if there are adequate time & funds available for the project. The project manager must meet any agreed upon estimates & maintain the integrity of estimates throughout the project life cycle. Changes are requested & approved only through integrated change control system.

32. Puzzle? Which of the following actions are involved in ‘estimate activity resources’ process? Review resource availability Get one time estimate for an activity. Create milestones. Review the WBS & activity list. Develop a risk register. Identify potentially available resources. Review historical information of use of resources on past similar projects. See how lead & lags affect the time estimates. Solicit expert judgement on what resources are needed & available. Break the activity down further, if it is complex. Develop the schedule.

33. Estimate activity durations. It is estimating the amount of time each activity is expected to take. In order to estimate well, the estimators will need to know activity resource requirements, resource calendars, EEF - estimating software & productivity indices & OPA - lessons learned with activity durations on the past projects & scheduling methodology. Estimators should have enough information to do accurate estimation. Estimators should be made available with WBS, WBS dictionary & activity list. Uncertainties should not remain hidden. They should be identified & properly addressed. This will avoid the need for padding estimates.

34. Estimation techniques. One Point Estimate: One estimate per activity. This may be based on guessing, historical information or expert judgment. It should be used only on the projects that do not require detailed highly probable schedule. Analogous Estimating: It uses expert judgment & historical information to predict the future & estimated top-down. Parametric Estimating: Parametric estimating calculates projected times for an activity based on historical records from previous projects & other information. The result is an activity estimate like time per linear meter or time per installation. Heuristics: This uses a rule of thumb. The results of parametric estimating may become heuristics. Three Point Estimates (PERT Analysis): Statistically there is a very small possibility of completing a project exactly on a particular date. Things always do not go according to plan. Three point estimates provide an expected range for activity duration. With three point estimates the estimator gives an estimate for optimistic, pessimistic & most likely situation & taking an average or weighted (using the PERT technique) average of three estimates.

35. Pert technique. Estimated activity duration = (P+4M+O)/6. Activity standard deviation = (P- O)/6. Activity Variance = (P-O)/6 2 Range of activity duration = from EAD – SD to EAD + SD. Project duration estimate range (or expected project duration) = Sum of EADs on critical path (+ or –) Project standard deviation. The project standard deviation is not the sum of individual activity std. deviations on the critical path, but is a sq. root of the sum of activity variances.

36. Develop schedule. The difference between a time estimate & schedule is that the schedule is calendar based. Following information is required to develop a schedule – Scope statement (Work required on the project including milestones, assumptions & constraints). Activity list. Network diagram (The sequence of work.) Activity resource requirements. Activity duration estimate. Resource calendars (Resource availability). A company calendar identifying working & non working days. ‘What if scenario/ Monte carlo analysis’ is performed to obtain optimum schedule. The process is iterative & may be repeated several times on a project, at least once for each phase.

37. Schedule network analysis. Once the schedule is completed, schedule network analysis begins & takes a form of one or all of the following – Schedule compression. Critical path method. What if scenario/Monte Carlo analysis. Resource leveling. Critical chain method.

38. float Total Float: Total float is the amount of time an activity can be delayed without delaying the project end date or an intermediary milestone. Free Float: It is the amount of time an activity can be delayed without delaying the early start date of its successor(s). Project Float: It is the amount of time the project can be delayed without delaying the externally imposed project completion date by the customer, management or previously committed to by the project manager. Float = Late start – Early start or Late finish – Early finish.

39. Schedule compression. Schedule compression occurs when - During project planning when customer requires a completion date that cannot be met. During execution when the project manager needs to bring the project back in line with schedule baseline. Adjust the project to changes during integrated change control process to look for the schedule impact of changes to scope, cost, quality, customer satisfaction etc.

40. Crashing. This technique involves making cost & schedule tradeoffs to determine how to compress schedule most for least incremental cost while still maintaining the scope. It always results in increased cost. In crashing or fast tracking the schedule, it is best to see all choices & than select the choice or choices that have the least negative impact on the project.

41. Resource levelling. Resource leveling is used to produce a resource limited schedule. Leveling lets the schedule slip & cost increase in order to deal with a limited amount of resources, resource availability & resource constraints. Leveling allows leveling the peaks & valleys of resource use from one month to another. It results in more stable no. of resources used on the project.

42. Schedule baseline. The project schedule is the result of schedule network analysis & the previous planning processes. As the planning progresses, the schedule will be iterated based on risk mgmt & other parts of project planning until a realistic & acceptable schedule is agreed upon. This iterated & realistic schedule is called the ‘ schedule baseline’ & forms the part of project mgmt plan. The schedule baseline is the final schedule. This can be changed only by formally approved changes. Meeting the schedule baseline is one of the measures of project success. The schedule can be shown with or without dependencies & can be shown in any of the following formats depending on the needs of the project – Network diagram. Milestone chart. Bar chart.

43. Control schedule. Control means measuring against the plan & taking preventive & corrective actions to keep the work within plan. Schedule control means looking for the things that are causing changes & influencing them to change. Re-estimate the remaining part of the project as required. Adjust the future parts of project to deal with possible delays if identified during re-estimate. Measure variances against the planned schedule & determine if those variances warrant attention or a change. Level resources to distribute work evenly amongst the resources. Optimize project schedule with the use of ‘What if scenario/Monte Carlo analysis’. Adjust project reports & reporting. Identify the needs of change requests inclusive of recommended preventive actions & utilize the integrated change control system. The control schedule process results in performance measurements, changes to schedule baseline & schedule mgmt plan & changes to any other parts of the project.

44. Thank you.