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Planning, scheduling and resource allocation


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Planning, scheduling and resource allocation

  1. 1. Project Planning, Scheduling and Resource allocation Presented to: Dr. Shakeel Iqbal Presented by: Jatin Mandhyan (06) Kajal Kuki Patwari (07) Krishna Mishra (08)
  2. 2. PM Process Summary Define Project State need, problem or opportunity Define project objectives Identify success criteria List assumptions, risks and obstacles Define project scope and work breakdown structure      We are here Monitor & Control Progress    Feedback   Establish progress reporting system Set up change control process Define problem escalation process Monitor progress vs. plan Revise project plan Develop Detailed Plan      Identify project activities Estimate activity duration Determine resource requirements Construct / analyze project network Prepare project schedule Close Out Project    Launch Plan     Recruit and organize project team Establish team operating rules Level project resources Assign work   Obtain client acceptance Install project deliverables Complete project documentation Complete post-implementation audit Issue final project report Adapted from Project Management, ©1987 Kepner-Tregoe, Inc. and Effective Project Management by R.K. Wysocki, R. Beck Jr. & D.B. Crane (Wiley, 1995) 2
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  5. 5. “Failing to plan is planning to fail” Planning:  “what” is going to be done, “how”, “where”, by “whom”, and “when”  for effective monitoring and control of complex projects 5
  6. 6. “Its about time” Scheduling:  “what” will be done, and “who” will be working  relative timing of tasks & time frames  a concise description of the plan 6
  7. 7. Three Basic Steps to a Project Schedule 7
  8. 8. Scheduling Techniques Gantt or bar charts Milestone charts Line of balance Networks Program Evaluation and Review Technique (PERT) Arrow Diagram Method (ADM) [Sometimes called the Critical Path Method (CPM)] Graphical Evaluation and Review Technique (GERT) Precedence Diagram Method (PDM) 8
  9. 9. Types of Schedules Gantt or Simple Bar Chart • Graphical representation shows horizontal bars against a time scale • At summary or detailed levels 9
  10. 10. Milestone Chart • Graphical representation shows milestone dates • Identifies key points in the project's life span • The bars are not necessarily visible 10
  11. 11. Progress Bar Chart • Graphical representation shows progress relative to plan • In this case, behind schedule • No indication of final completion 11
  12. 12. Bar Chart Status Report • Graphical representation shows original baseline schedule (red bars) and actual progress relative to current plan • No indication of final completion 12
  13. 13. The Work Break Down Structure (WBS) An organizational tool for complex projects  A first step in creating a schedule  Useful for defining the Scope of Work  After decided how to do the work Consists of:  Goal statement for project  Subdividing goal into smaller & smaller portions 13
  14. 14. Example WBS W a re h o u s e W B S T o c o n s t r u c t a 5 - u n it w a r e h o u s e f o r lig h t in d u s t r y C o m p le x S it e P r e p a r a t io n S urve y S it e B o u n d a r ie s E le v a t io n D a t a P o in t s S o ils A n a ly s is B u ild in g F o o t p r in t s F o u n d a t io n E x c a v a t e S o il S tru c tu ra l S y s te m s F in is h in g B a c k f ill & C o m p a c t L o c a te B u r ie d S e r v ic e s Could be used to define scope of work for surveyor sub-contract 14
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  16. 16. Background  Allahabad, about 600 km southeast of Delhi in Uttar Pradesh (UP) State, is a major industrial city along National Highway 2.  The city is divided into the four districts of Allahabad, Naini, Jhusi and Phaphamau.  The adjacent Naini District across the River Yamuna is the industrial center where communication, automobile, fertilizer, textile and related industry companies are located. The only traffic route connecting these two districts was the existing bridge over the River Yamuna (Yamuna Bridge). 17
  17. 17.  The existing bridge (Yamuna Bridge) is a combined highway-railway bridge constructed at the end of the 19th century, and its narrow two lanes were straining to cope with the increasing size and weight of the vehicles.  Out of concern over the safety of the decaying bridge, construction of a new substitute bridge was urgently needed. 18
  18. 18. Objective  Construct a four-lane bridge  Replace the existing old two-lane bridge  Alleviating chronic traffic congestion 19
  19. 19. Borrower/Executing Agency  Borrower: The President of India  Executing Agency: The Ministry of Surface Transport (current Ministry of Shipping, Road Transport and Highways) 20
  20. 20. Outline of Loan Agreement Loan Amount / Loan Disbursed Amount 10,037 million yen / 7,515 million yen Exchange of Notes / Loan Agreement December 1993 / January 1994 Terms and Conditions -Interest Rate -Repayment Period (Grace Period) -Procurement 2.6% 30 years (10 years) General untied Final Disbursement Date March 2005 Main Contractors J/V of Hyundai Engineering Co. Ltd. (Korea) and Hindustan Construction Co. Ltd. (India) Total Bridge Length: 1640 m Width of superstructure 26 m Main spans: 185 m – 260 m – 185 m 21
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  22. 22. Output The main scope of this project include the construction of a four-lane cable-stayed bridge (Naini Bridge; length, 1,640 m) and approach roads (total length: 3,806 m) was implemented almost entirely as planned. 23
  23. 23. In addition, based on recommendations suggested in JBIC’s study the project scope was expanded to include installation of toll booths and monitoring equipment such as the weigh-in motion system and the wind and structural health monitoring system (WASHMS). 24
  24. 24. Project period The project period was scheduled from January 1994 to July 2004 (ten years and seven months), which is four years and four months longer than the planned period from January 1994 to March 2000 (six years three months) or 169% of the planned period. The main causes of delay: (1)the delay in consultant tendering procedure (2) the time required for the review and finalization of the design of the first large-scale cable-stayed bridge in India. (3)the delay in the tendering of contractors due to problems in the course of the tendering procedure (4)the change of the executing agency from the Ministry of Surface Transport in 1997 in the midst of project implementation 25
  25. 25. Project Cost The project cost was 8,807 million yen 3,097 million yen less than the planned 11,904 million yen or 74% of the planned project cost. In terms of rupee, the actual cost was 3,145 million rupees which is almost equal to the planned 3,217 rupees. This difference is a resulted of the difference in the rupee-yen exchange rate at time of planning and ex-post evaluation. 26
  26. 26. Involvement of Maurer Söhne Maurer Soehne manufactured 4 Swivel Joist Expansion Joints with a length of 24,40 m each. This cross-sectional width of the superstructure considers 4 highway traffic lanes and two lateral 3m - tracks for “other” traffic and pedestrians. Due to transport reasons, the joints were delivered in two pieces to be connected on job site. The joints can accommodate movements of 400 mm (at both abutments) and 360 mm and 600 mm respectively at the pylons. 27
  27. 27. Operation and maintenance status On the Naini Bridge, weather observation devices, which check conditions and measure the weight and gradient of pylons, are set at seven positions and are monitored 24 hours from the observation equipment control room in the toll booth control building. 28
  28. 28. Joint manufacture in the workshop Joint installation 29
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  31. 31. Effectiveness Traffic volume Time saving Congestion length decrease and time saving 32
  32. 32. bibliography • Project planning, scheduling and control – James P. Lewis • uctures/Bridges/Documents/BTM_Bridges_low.pdf • cuments/021-1700-008e-07b_MajorBridges.pdf • • pg • 33