Project Management Slides for PMP usage

PMP

1. Project
Management

1LT McPartland

\

2. Terminal Learning Objective

ACTION: Apply Project Management techniques.

CONDITIONS: Given a classroom environment, student workbook, and TM
3-34.42 (Construction Project Management) and TM 3-34.41

» STANDARDS: Demonstrate, without error, the following technical skills:
» Receive and interpret a construction directive

Develop an activities list

Determine sequential relationships among activities

Construct a logic network

Estimate resource requirements

‘Compute a time analysis

Prepare an Early Start Schedule

Employ project control measures

vvrvrvvvvrr

Resource constrain a construction project

3. Safety, Risk and
Environmental Concerns

Safety Requirements: None

>

» Risk Assessment Level: Low

» Environmental Considerations: None
>

Evaluation: Practical Exercise

4. Introduction to Project
Management

5. Management Theory

» Management
» The process of getting things done through people.
» Project Management

» The application of knowledge, skills, tools, and techniques
to project activities to meet the project requirements.

6. Weather Resources

Materials Equipment

Terrain

7. Management and Scheduling
Tools

» Gantt Charts
» MS Project
» Critical Path Method
» Logic Diagram
» Precedence Diagrams
» Man-Day Estimating Calculations
» Man-Day (MD)=Work performed by 1 person in 8 hours
» Resource Leveling

8. Gantt Chart

v

Used for planning and monitoring project progress

» The Military uses Level I, Il, and III Gantt Charts based
on the required level of detail

» The Army uses MS Project in order to produce Gantt
Charts

» They can also be created by hand, see Chapter 3 of TM
3-34.42

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10. Critical Path Method

v

Step-by-step system for process planning and
synchronization.

» Comprised of a logic network and a precedence diagram

» Provides an accurate, timely, and easily understood
picture of the project

» Can be used for both combat and construction tasks

11. Military Construction
Management

» Functions of Military Construction Managers are
universal, although they may differ in details from one
level to another.

» The managerial functions are:
» Planning
» Scheduling
» Monitoring/Controlling

» It is essential that the project manager understand the
objectives, plans, and policies of superiors

12. Project Management Process

13. Organization and Roles

o PA

14. Project Model

» Military construction projects follow a six-phase model.

» The duration and amount of effort for each phase depends on th
and complexity of the project.

PROJECT PROJECT PROJECT PROJECT PROJECT PROJECT
PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5
Preliminary Detailed Final Planning i Final Project
Construction Project and Project Transfer and

Planning Planning Planning Turnover it Close Out

Figure 1-1. Construction Project Phasing Model

15. Enabling Learning Objectives

Receive and interpret a construction directive
Develop an activities list

Determine sequential relationships among activities
Construct a logic network

Estimate resource requirements

Compute a time analysis

Prepare an Early Start Schedule

Employ project control measures

vvvvvrvrvvyvywy?

Resource constrain a construction project

16. Construction Directive

Comes in the form of an OPORD, FRAGO, or WARNO
Initiates Project Management Process
Should include at a minimum:

Tr VF

Mission
>» Commander's Intent
Location
Time
Design/Plans
Manpower
Equipment
Materials
Priority
Reporting Requirements

vvvvvvvrv

17. Interpret Construction
Directive

Determine Task Organization
Determine Project Planning Timeline
Conduct a Preplanning Conference
Review Plans and Specifications
Review/Create Bill of Materials

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Identify Special Training or Equipment Requirements

18. Conduct Site Investigation

» Provides opportunity to verify existing conditions
represented in construction plans

» It is important to record notes and take pictures of the
site
» If a pre-construction site visit is not feasible, it is

important to use all other available resources to obtain
information on the physical location of the project

19. Site Visit Considerations

» Some key characteristics of the location to take note of
include:

» Terrain

Drainage
Accessibility
Natural Resources
Existing Facilities
Weather

vvvvvvV

Soils

20. Enabling Learning Objectives

Receive and interpret a construction directive
Develop an activities list

Determine sequential relationships among activities
Construct a logic network

Estimate resource requirements

Compute a time analysis

Prepare an Early Start Schedule

Employ project control measures

vvvvvrvrvvyvywy?

Resource constrain a construction project

21. Master Activity List

Study plans and specifications

>

» Construct the project mentally

» Appendix C of TM 3-34.41 is a good place to start
>

Understand the degree of detail required
» BDE, BN, CO, Platoon, Squad

22. Low Degree of Detail

Construct Road A

Install Culvert 2

Construct
Parking Lot

xa

Install Culvert 1

Build Bridge

23. High Degree of Detail
» Project: Construct Bridge

Install Decking
Place Stringers |

Construct Abutment
* Excavate

= Build Forms

= Place Concrete

= Cure Concrete

= Remove Forms

24. Make an Activity List

» When making an activity list DO NOT consider the
following:

>

>»
>
>
>

Time

Soldier Availability
Order of Construction
Material

Equipment

25. Number Master Activities

ES DESCRIPTION FES DESCRIPTION
00 Procurement and contracting ES Heating, ventilating, and air conditioning
0 General requirements, 25 Integrated automation
02 Exising conditions: 26 Electrical
03 Concrete 27 Communications
04 Masonry 28 Electronic safety and security
os Metals. 31 Earthwork
06 Wood, plastics, and composites 32 Exterior improvements
07 | Thermal and moisture protection 33 | Unities
os ‘Openings E] Transportation.
09 Finishes 35 Waterway and manne construction
10 Specialties 40 Process integration |
” FE a Metered processing and ending
12 Furnishings 42 Process heating, cooling, and drying

equipment

13

Special construcion

aa

Process gas and liquid handling,
\urfication and storage equipment

14 ‘Conveying systems 44 | Pollution control equipment
21 [Fire suppression 45 Induatry-apecific manufacturing equipment
32 _ | Plumbing 40 | Flectrieal power generation

Figure 1-3 Master Activities

age 3 of Student Work Book

26. In Class Practical Exercise

» Develop an activities list of at least 8 activities for the
project depicted on pages 4 through 5 of your student
workbook.

» Page 6 of the workbook can be used to record your list.

27. PE Potential Solution

1. Dig Trench 1

2. Dig Trench 2

3. Assemble Culvert 1
4. Assemble Culvert 2
5. Install Culvert 1

6. Install Culvert 2

7. Backfill Culvert 1
8. Backfill Culvert 2

28. Enabling Learning Objectives

Receive and interpret a construction directive
Develop an activities list

Determine sequential relationships among activities
Construct a logic network

Estimate resource requirements

Compute a time analysis

Prepare an Early Start Schedule

Employ project control measures

vvvvvrvrvvyvywy?

Resource constrain a construction project

29. Project Management

» Each Activity must be examined to determine:
» Which activities must be finished before this one begins?

» Which other activities may either start or finish at the
same time as this one?

» Which activities cannot begin until this one is finished?

30. Activity Relationships

Activi
A. Wake Up

B. Take Shower

C. Leave House

D. Drive to Work

E. Start Car

F. Get Dressed

Page 7 of Student Work Book

31. |. P immediately By (PIE
Dig trench #1

. Dig trench #2

. Assemble #1

. Assemble #2

Install #1

Install #2

. Backfill #1

. Backfill #2

zommoonu>»

32. y

vvvvvrvrvvyvywy?

Enabling Learning Objectives

Receive and interpret a construction directive
Develop an activities list

Determine sequential relationships among activities
Construct a logic network

Estimate resource requirements

Compute a time analysis

Prepare an Early Start Schedule

Employ project control measures

Resource constrain a construction project

33. Logic Network/Diagram

» Graphical illustration of the construction activity
sequence from start to finish and the interdependencies
among activities

» Ensures that no items/tasks overlooked during the
planning phase

» Not concerned with activity durations or crew sizes at
this point

» Write each activity on a piece of paper/post-it note and
draw lines between the tasks are dependent on each
other

34. Logic Network

AY — Y

Activity Activity

35. Logic Network

Activity 20 cannot start until
activities 5 and 10 are complete.

36. Logic Network

Activities 10 and 20 cannot start until
activity 5 is complete.

37. Logic Network

AY —EY
7 40

Activities 10 and 20 must be completed before 30 can start.
40 can start immediately after 20 is complete.

38. Logic Network

Activities 30 and 40 cannot start until
activities 10 and 20 are complete.

39. Activities

A.
B.
Cc.
D.
E.
F.
G
H.

Dig trench #1

. Dig trench #2

Assemble #1
Assemble #2
Install #1

. Install #2
. Backfill #1

Backfill #2

Step 1: Draw the start node

Ste

p 2: Draw activities preceded

by NONE

Ste

p 3: After each of the starting

activities, place the activities
that immediately follow it.

Ste

p 4: Continue using this

methodology until all activities
have been diagrammed.

Ste

p 5: Draw the finish node.

40. Arectangle/ parallelogram representing an activity

Contains all of the necessary information for the
activity

Resources a

41. Node Numbering Rules:
Every activity node number must be different.

The activity node number at the head of the logic arrow
must be greater than the number at the tail of the arrow.

Normally use increments of five or ten

42. CT CD EDF DE:

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Page 7 of Student

workbook

43. Summary

Receive and interpret a construction directive

Develop an activities list

Determine sequential relationships among activities (PIB
list)

» Construct a logic network

44. y

vvvvvrvrvvyvywy?

Enabling Learning Objectives

Receive and interpret a construction directive
Develop an activities list

Determine sequential relationships among activities
Construct a logic network

Estimate resource requirements

Compute a time analysis

Prepare an Early Start Schedule

Employ project control measures

Resource constrain a construction project

46. Man-Day Estimating

> Man-Day (MD) is a unit of work performed by one person
in 8 hours

» The MDis a set standard and does not change

» The number of hours for an assigned workday may
change, but a MD is always 8 hours

47. Man-Day Estimating

» What are some resources for estimating work rates?
» TMs and FMs
» Experience
» Manufacturer’s Data
> Civilian Text
» Unit Records

48. Work Rates in TM 3-34.41

» Organized by divisions of work and provides estimating
information and data for various construction tasks.

» Tables provide Labor in units of man-hours (1 hour of
labor per man)

49. Man-Day Estimating

» Activity Estimation:

» Determine Best Technology
Determine Work Rate
Determine Quantity of Work
Determine Crew Size
Determine Efficiency

vvvvv

Calculate:
» Standard Effort
» Troop Effort

» Duration

50. Determine the Multiplier

» Guidance for the multiplier may come from the
production tables in Chapter 5

» Factors greater than one indicate less efficiency
Factors less than one indicate greater efficiency

Factors that may influence the multiplier include:

» Workload, Project Site Area, Labor, Supervision, Job
Conditions, Weather, Equipment, Operational Environment

» Unless a multiplier is noted in Chapter 5 or specific
circumstances are known, use 1.0

51. Determine Man-Day
Equivalent
» Man- Day Equivalent (ME) is the actual man-hours

worked “swinging hammers” on the jobsite during a
workday

» Does not include lunch, breaks, or travel time to/from
the jobsite

» Calculated by dividing the length of the work day by 8
(number of hours in a MD)

» Will often come from the higher headquarters in the
construction directive

52. Determine Availability Factor

» Availability Factor (AF) is the amount of time a military
engineer is actually on the job.

» The AF takes into account that not all Soldiers are
available all the time for various reasons

» Provided by higher headquarters for planning purposes
and typically varies between 60-90%

» Typical percentage for contingency construction and
theater engagement detachments is 90%

53. Enabling Learning Objectives

Receive and interpret a construction directive
Develop an activities list

Determine sequential relationships among activities
Construct a logic network

Estimate resource requirements

Compute a time analysis

Prepare an Early Start Schedule

Employ project control measures

vvvvvrvrvvyvywy?

Resource constrain a construction project

54. Activity on the Node Time
Analysis

55. Forward Pass Time Analysis

Early Start (ES) + Duration = Early Finish (EF

Xe

—

56. Backwards Pass Time Analysis

Early Start (ES) + Duration = Early Finish (EF)
[a= Te]

Y NZ ==) =—/
[ant y Resättee A nis

Late Finish (LF) - Duration = Late Start (LS)

57. Time Analysis Rules

9 74

APR
> — a /
= LETS

a On the forward pass: CHOOSE THE LARGEST

58. Time Analysis Rules

a On the backwards pass: CHOOSE THE SMALLEST

59. Critical Activities and Critical
Path

» Acritical activity, if delayed by any amount of time,
delays the entire project’s completion

» Critical activities when linked together form the critical
path from start to finish.

» The critical path allows the project manager to focus on
the activities which must not slip.

60. Critical Path

» Characteristics of the Critical Path:
» Must be continuous
» Determines project duration

» Indicated on the logic diagram (double lines, bold lines,
highlighted)

» All of its activities will not have any float

61. Critical Path

i. ES=LS
2. EF=LF

3. The path between two critical activities is also critical
only if the EF and LF equals the ES and LS of the next
critical activity

62. Critical Path

63. Float

» Total Float (TF): The amount of time an activity may be
delayed without delaying the project.

» Interfering Float (IF): The float which if an activity is
delayed into will cause a delay in one or more
activities.

» Free Float (FF): The float which if an activity is delayed
into will not cause any other activity to be delayed.

64. Determining Total Float

12-7=5 or 22-17=5

65. Determining Interfering Float
(IF)

IF = LF — (Smallest ES of following nodes)

66. Determining Interfering Float (IF) |

IF=22-19=3

67. Enabling Learning Objectives

Receive and interpret a construction directive
Develop an activities list

Determine sequential relationships among activities
Construct a logic network

Estimate resource requirements

Compute a time analysis

Prepare an Early Start Schedule

Employ project control measures

vvvvvrvrvvyvywy?

Resource constrain a construction project

68. Early Start Schedule

» The next step is to create an Early Start Schedule

» It is coupled with the logic diagram, to create a
graphical representation of necessary planning
information (Gantt Chart)

Page 20 of Student
Workbook

70. ETWORK EARLY START SCHEDULE
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71. ETWORK EARLY START SCHEDULE
ca [2] s[s]s]e[z]e]sfrofss]i2 [13] se] 15]15[ 17] 13]
IT 1 | PIT] = |_|

72. EEE

73. NETWORK EARLY START SCHEDULE
NUMBER 3] 4] 5| 6] 7] 8] 9 [10] 11] 12 | 13] 14] 15| 16| 17] 18
(20, 25)

Activities which follow this activity

STEP 1: LIST ACTIVITIES

75. NETWORK
NUMBER

EARLY START SCHEDULE

4

5|6

7|8

9 {10 | 11 | 12 |13

5 (20, 25)

10 (30)

76. NETWORK EARLY START SCHEDULE
NUMBER 1|2|3|4/5|6|7|8/|9/10/11/12
5 (20, 25)
10 (30)
15 (35, 40
20 (35, 40)
25 (40)
30 (45)
35 (F)
40 (F)
45 (F)

77. az
RIGHT BRACKET = LF

EFT BRACKET = ES + 1 Peje] sit ged
tal) [fst Mat

78. NETWORK

EARLY START SCHEDULE

NUMBER [7 T2] 3

4|5|6/7|8/|9|10/11|12 | 13] 14| 15] 16

5 (20, 25)

10 (30)

RIGHT BRACKET =

15 (35, 40)

20 (35, 40)
25 (40)

30 (45)

35 (F)

40 (F)

45 (F)

STEP 1: LIST ACTIVITIES

STEP 2: MARK TIME FRAMES

80. NETWORK EARLY START SCHEDULE

NUMBER 1|2|3|4|5|6/|7|8|9|10/11/|12
5 (20, 25) I
10 (30) ]
15 (35, 40)
20 (35, 40)
25 (40)
30 (45)
35 (F)
40 (F)
45 (F)

81. ref

af

| /30/
h j y
of9/

82. NETWORK EARLY START SCHEDULE
NUMBER [47 2] 3[4|5|6|7] 8] 9110] 11| 12 [13

5 (20, 25) T

10 (30) I

15 (35, 40) 1

20 (35, 40) [ ]

25 (40) [

30 (45) [

35 (F) [

40 (F) [

45 (F) [

STEP 3: SCHEDULE RESOU

83. 5 RESOURCES

+ aida

84. NETWORK EARLY START SCHEDULE

NUMBER 415] 6] 7] 8] 9|10| 11] 12
5 (20, 25) 5 I
10 (30) I
15 (35, 40) 1
20 (35, 40) [ ]

nN
w

a
a
a

25 (40) [
30 (45) [

35 (F) [

40 (F) [

45 (F) [

STEP 1: LIST ACTIVITIES

86. NETWORK EARLY START SCHEDULE
NUMBER 5|6|7|8]|9]/10|11|12 | 13] 14] 15
5 (20, 25) |
10(30) |
15 (35, 40) |
20 (35, 40) [ ]
25 (40) [ 1
30 (45) [ ]
35 (F) [
40 (F) [
45 (F) [

n

1 3|4
5/55 |5
9/9/9/91|9]

FA FA FEN

STEP 3: SCHEDULE RESOURCES

88. NETWORK EARLY START SCHEDULE
NUMBER [77 2] 3/4] 5|6|7] 8] 9]10|11| 12 |13| 14/15
5 (20, 25) T
en) [ T
5 (35, 40)
20 (35, 40) [
25 (
30 (
35 (
=
5 (

40) [
45) [

) [
)

)

F
F
F

90. NETWORK
NUMBER

EARLY START SCHEDULE

5 (20, 25)

10 (30)

15 (35, 40

20 (35, 40)

25 (40)

30 (45)

35 (F)

40 (F)

45 (F)

i STEP 1: LISTACTIVITIES

STEP 2: MARK TIME FRAMES

3: SCHEDULE RESOU

92. NETWORK
NUMBER

EARLY START SCHEDULE

5 (20, 25)
10 (30)
15 (35, 40

20 (35, 40)

3: SCHEDULE RESOURCES

94. EARLY START SCHEDULE

[9] 9]
[| [tT |
7 TOTAL FLOAT = LS - ES OR

IB INTERFERING FLOAT = LF - SMALLEST ES
M OF FOLLOWING ACTIVITIES

95. Enabling Learning Objectives

Receive and interpret a construction directive
Develop an activities list

Determine sequential relationships among activities
Construct a logic network

Estimate resource requirements

Compute a time analysis

Prepare an Early Start Schedule

Employ project control measures

vvvvvrvrvvyvywy?

Resource constrain a construction project

96. Project Control

» Project Control is based on two elements:
» Lag Factors
» Regaining the Schedule

97. Lag Factors

» Allow us to accurately reflect logic of some activities.
» Lag Factors are shown as a percent.

» Activity 10 cannot begin until activity 5 is 25%
complete.

98. Redefine the Logic

ORIGINAL LOGIC

FE LEA LE
OTE TE TE O

99. Redefine the Logic

ORIGINAL LOGIC

J0/574/25%/3/404] 25% froLas hy
OTH td ht O
INTRODUCE 25% LAG FACTORS

Clear and Grub
Prepare subbase
Base Course

100. Redefine the Logic

ORIGINAL LOGIC
oA FH A ©
ET Etat MEL
WITH LAG FACTORS
5 He [BIT 251 T7
© EST 1777 ©

LED following

FORWARD PASS EQUATION:
ES (following) = DURR (prev) X % LAG + ES (prev)

101. Redefine the Logic

ORIGINAL LOGIC

© [FJ] _ SAH __ LE ©
TY L'or PY

LOGIC WITH LAG FACTORS

102. Redefine the Logic
ORIGINAL LOGIC

© [Ff ppal PEE
TY] MESA ey

LOGIC WITH LAG FACTORS

ES (10) = 4 X 0.25 +0 =(1)

103. Redefine the Logic

ORIGINAL LOGIC
© [Fe] Pehl fof shy
THY Ted PY
LOGIC WITH LAG FACTORS

Oo ERASE] ©
LED IPD LP]

104. Redefine the Logic

ORIGINAL LOGIC

© [FY] [fs] fof shy ©
me ae i) :

LOGIC WITH LAG FACTORS

© LEP) 25% PAP] 25% LA] ©
TFT TET TEA
previous following
ES (15) = DURR (10) X % LAG + ES (10)
ES (15) = 8 X 0.25 +1

105. Redefine the Logic

ORIGINAL LOGIC
TE] LE Ay
OTH TE ty O

LOGIC WITH LAG FACTORS

ES (15)=8x0.25+1 =(3)

106. Redefine the Logic

ORIGINAL LOGIC
© [FJ] [fl] fof Shy
me LA a i
LOGIC WITH LAG FACTORS

[PEA SR] 25% BESA €
OTE TAT TER

107. Redefine the Logic

ORIGINAL LOGIC
© [Ff] TE PEEL 6
THY A Em LE PY
LOGIC WITH LAG FACTORS

PET PTS]
OTH LA ERE LR

108. Redefine the Logic

ORIGINAL LOGIC
© SERRA
u [Er

LOGIC WITH LAG FACTORS

© CE 259/98] 25% SPAS | ©
TT TE Ey
previous wing

BACKWARDS PASS EQUATION:

LF (prev) = DUR(prev) X (100 - % LAG from forward pass) +

109. Redefine the Logic
ORIGINAL LOGIC

© [Ff] [fer] TT]

THY] TE AL

LOGIC WITH LAG FACTORS

110. Redefine the Logic

ORIGINAL LOGIC
© [Fels] SR] fo shy ©
¡ESG LESA MEL

LOGIC WITH LAG FACTORS

LF (10) =8X0.75+3 =

111. Redefine the Logic

ORIGINAL LOGIC

[FT] [Fahl __ Fl
OTE TE Ty — ©

LOGIC WITH LAG FACTORS

© el i ay Se Me
TEL TALL PEP
previous following
LF (prev) = DURR (prev) X (100% - % LAG) + LS (following)
LF(10) = 4 X 0.75 * 1

112. Redefine the Logic

ORIGINAL LOGIC
© [Ff] LT pfshy ©
TAY LE EL
LOGIC WITH LAG FACTORS
TES
© Lees
previous
LF (5)=4X 0.7541 =

113. Redefine the Logic

ORIGINAL LOGIC
© SEN_SEH_ EH a
ae ua mr
LOGIC WITH LAG FACTORS

© pj pop 25% SPAS / ©
PEAT PEAT BEY

114. Project Crashing

115. Project Crashing

» Trying to complete a project earlier than originally
planned.

» Getting a project back on schedule that has been
delayed.

116. Project Crashing Methods

Work longer hours
Work double shifts
Work weekends

Change the technology

vvveoeyvy

Apply more resources to the project

117. REMEMBER

No matter which method or methods you use to crash your projediee

The project duration will decrease ONLY

if you shorten the activities on the
CRITICAL PATH Ill