2. Index
1. Planning
2. Project Schedule
3. Types of Schedule
4. Project Management Planning
5. Work Breakdown Structure
6. Cost and Resource Loading
7. Delay Analysis Procedure
3. 1. Planning
Planning is an important investment in the success of a
project. Carrying out the process not only prepares you
for what lies ahead, ensuring you have adequate resources
and use them in the most effective way possible, but also
can warn you that a plan is not worth pursuing. This is
valuable information, however frustrating it may be!
Good Planning takes place in a cycle, with evaluation
following detailed planning. Where evaluation indicates a
plan should not be followed, you can still return to take a
different course with minimal loss. After a plan you assess
the plan, and learn how to improve your planning and
execution.
5. 1. Planning
•Spotting What Needs to be Done
By spotting new ideas, SWOT Analysis, or responding to
outside pressure.
•Identifying the Aim of your Plan
By asking yourself how you want the future to be. Maybe
prepare a vision or mission statement.
•Exploring Options
Firstly evaluating a number of options by logical
thinking, Brain Storming or research. Selecting options with
e.g. Decision Trees.
6. 1. Planning
•Detailed Planning
By identifying key activities, prioritizing and target
setting, and by putting control mechanisms into place. The
plan will be better if it is structured clearly, if you have won
support for it, have considered transitional arrangements
and have though about contingencies.
7. 1. Planning
•Plan Evaluation
This allows you to work out the likelihood of your plan
working before you try to implement it. Techniques such as
cost/benefit analysis, PMI, Force Field Analysis, Cash Flow
Forecasting and Risk Analysis can alert you to unsuspected
considerations. Information learned can be fed back into the
plan. Plan evaluation should also consider unquantifiable
points such as ethics, effects on people, and the
environment. Where a plan is not likely to work, it should
either be adjusted, other options could be explored, or the
plan could be scrapped.
8. 1. Planning
•Implementing Change
Once you have selected a plan, you will have to implement
it. To do this you will need to monitor execution of the plan
so that you can apply corrections if necessary. You may
have to understand and overcome resistance to change.
•Closing a Plan
Here the success or failure of the plan is
acknowledged, and information is fed back into future
planning.
9. 2. Project Schedule
A project schedule is a strategic and an important tool in a
project manager's portfolio for guiding a project
successfully to its target completion date. For simple
projects, a project schedule is basically a timeline or
calendar which lists tasks and activities with expected start
and finish dates. For more complex projects, a project
schedule can be layered with different details to enable
project managers to direct and manage resources more
smoothly, communicate more frequently and effectively
with stakeholders, and identify and monitor dependencies
and constraints between tasks to avert preventable delays.
10. 2. Project Schedule
The project schedule can be expressed in several display
forms depending upon the purpose of the schedule, the
stage of the development of the project, and the primary
user of the schedule. The three most common types of
project schedules are the master project schedule, the
milestone schedule, and the detailed schedule.
11. 3. Types of Project Schedule
1. Master Project Schedule
Developed in the initial phase of project planning, the
master project schedule is a summary level schedule
which highlights the principal activities and tasks and
their estimated duration. This schedule's strength lies in its
ability to aggregate individual activity schedules and
display them in one convenient document. The schedule
can serve as an early communication tool for building buy-
in for the project with upper level management and
external stakeholders. The schedule is also useful for
facilitating team brainstorming during the initial phases of
the project to work out logistics.
12. 3. Types of Project Schedule
1. Master Project Schedule
13. 3. Types of Project Schedule
2. Milestone Schedule
As an advanced schedule, a milestone schedule is often
referred to throughout the project’s life cycle. The
milestone schedule is a summary level schedule that
allows the project team leader to review and identify all of
the significant and major project related milestones that
may surface during the course of a project. A milestone is a
significant event in the project usually marked by the
completion of a major deliverable. Because of its visually-
pleasing format, the milestone schedule is recommended
for reporting status reports to top level management and
external stakeholders.
14. 3. Types of Project Schedule
2. Milestone Schedule
15. 3. Types of Project Schedule
3. Detailed Schedule
Detailed schedules are operational schedules intended to
help front line managers in directing hourly, daily, or
weekly project work. The detailed schedule is considered
the execution playbook for the project. Analogous to a
football playbook that can be broken down into activities
(passes and runs) or the two sides of the game (offense and
defence), the detailed project schedule playbook can be
broken down into chapters to show the detailed schedule
for each activity or each phase of the project as it unfolds.
16. 3. Types of Project Schedule
3. Detailed Schedule
17. 4. Project Management Planning
4.0. Introduction
Traditional project management often do not attach
importance to the management of planning, resulting in
large-scale projects in the comprehensive management of
organizations often overlap, accusing the division of labor
is unknown, targeted plan is not strong, the work is not
specific, information is not open, and other issues delayed
the progress of the projects . Project management planning
can be adopted in the project planning documents before
the start of the form of a very good solution to these
problems.
Project Management Planning main content includes the
following:
18. 4. Project Management Planning
4.1. Determine the Organizational Structure
By considering the process of project construction, in
project implementation are project planning and decision-
making stage, the early stage of the project, the project
design stage, tender stage of the project, the project
construction stage, project acceptance and summary
evaluation stage. In accordance with the phasing of the
work should be the creation of specialized units of the
relevant administrative departments to manage.
19. 4. Project Management Planning
4.2. Decomposition of Project Management Objectives
Project decomposition is the core project management
content. Project management in the development of project
planning should be the goal of total control, including
investment, progress, quality, security and other control
objectives, and then will break down these overall
objectives, can be broken down into various components
of the specific implementation, through a variety of
targeted technical, economic, organizational and
management measures to ensure the achievement of the
objectives of the various decomposition and thus achieve
the overall objective of the project.
20. 4. Project Management Planning
4.3. Decomposition of Project Contract
Project management is carried out under market
conditions in particular the management of trading
activities, trading activity continued to work the whole
process of project management, and integrated large-scale
projects in various types of contracts, the number of
large, it is necessary to carry out the decomposition of the
contract, the contract decomposition After the monitoring
of contract performance, coupled with the implementation
of the project to deal with changes in the contract.
21. 4. Project Management Planning
4.4. Decomposition of Project Management Work
4.4.1 : Pre-production Management
The project to conduct a detailed environmental
investigation, analysis of its planning; preparation of
feasibility studies, feasibility studies for analysis and
planning; the preparation of project reports at the idea of
building a whole, clearly identified issues and report
submitted for approval to build the work of program to
identify matters of the staff reported that the division of
labor to build.
22. 4. Project Management Planning
4.4. Decomposition of Project Management Work
4.4.2 :Design Management
Make sure the entire project's architectural style and
planning program, the selected program to optimize the
design; the development of survey and design progress
control program, specifically designed accused; tracking
the progress of inspections; involved in the analysis and
assessment of building use function, size distribution, the
architectural design standards; to review the design stages
of the design documents; control design changes, design
changes to check the reasonableness of the economy.
23. 4. Project Management Planning
4.4. Decomposition of Project Management Work
4.4.3: Tender management
An initial contract for the entire project to determine the
structure of the contract means the planning project; by
determining the structure of the contract, the contract
means the preparation of project tenders the progress of
planning, a clear duty of the parties concerned: the
drafting of a need for the main material equipment list;
commissioned by the tender agent, the different
professional engineering review of tender documents, the
tender process in the development of risk management
strategy; review the price-cap Budget: Organization
contract negotiations, signing of the contract.
24. 4. Project Management Planning
4.4. Decomposition of Project Management Work
4.4.4: Construction management
The progress of the preparation of project
planning, construction progress to determine the overall
objectives, clear responsibilities of relevant parties;
organizational design of low cross-check the
implementation of preparatory work for construction;
review of construction organization
design, personnel, equipment, materials availability; for
government approval to start the necessary matters; audit
approach and testing materials, finished products, the
quality of semi-finished products and equipment; review
the organizational structure
25. 4. Project Management Planning
4.4. Decomposition of Project Management Work
4.4.4: Construction management
supervision, supervision planning; the preparation of the
construction phase of the annual, quarterly, monthly fund
use plan and control their implementation; inspection of
construction the production of safe and civilized unit of
measure is in line with national and local requirements.
4.4.5: final acceptance and settlement management
The main content management are: the completion of the
preparation of project acceptance and settlement
planning, the unit works to determine
26. 4. Project Management Planning
4.4. Decomposition of Project Management Work
4.4.5: final acceptance and settlement management
acceptance, transfer and settlement of the overall objective,
clearly related to duties of the parties; the implementation
of concluding the contract, the completion of the case data;
organization and structure for major facilities, equipment
list and the use of maintenance manuals for the use of
departments, organizations of the project operation,
maintenance personnel training.
27. 4. Project Management Planning
4.4. Decomposition of Project Management Work
4.4.6: Control whole process of investment management
The main management says: The total investment for the
project break down, analyze the achievement of the overall
investment objectives of the risk, the preparation of
investment risk management, control of the preparation of
a variety of investment statements, clearly related to the
parties accused; the preparation of the book design to
control the content of the investment the use of funds and
the stage plan and control their implementation; control in
accordance with their
28. 4. Project Management Planning
4.4. Decomposition of Project Management Work
4.4.6: Control whole process of investment management
investment plans designed to limit management; review
the preliminary design of the project construction plans
and budget estimates, the use of value engineering
methods, the potential for mining investment savings; to
carry out their investment plans and actual values of
Comparison of dynamic tracking.
29. 4. Project Management Planning
4.5. Master Control Plan
In the domestic construction of large and medium-sized
projects, progress is often the principal contradiction. To
resolve this contradiction, we must do a good job in
controlling the progress of the total. The total project plan
is to control the progress of the project's overall
planning, is to ensure that the overall objective of the
project is expected to commence by the programmatic
document. Total control in the preparation of plans
recommend the use of network technology for the
preparation of plans, so that the progress of the possession
or control of the project critical path, the key work, the
30. 4. Project Management Planning
4.5. Master Control Plan
timely detection of deviations and to take measures to
reform, the implementation of corrective. Precision control
of the total time scale network planning and is reported
from the project pre-construction (approved) the work of
clearing up to the completion of the project so far, in
accordance with the procedures and the work of building
the logic of the relationship between the
preparation, covering the entire process of project
construction, it achieved very good The overall control
scheme.
31. 5. Work Breakdown Structure
A work breakdown structure (WBS) in project
management and systems engineering, is a tool used to
define and group a project's discrete work elements (or
tasks) in a way that helps organize and define the total
work scope of the project
A work breakdown structure element may be a
product, data, a service, or any combination. A WBS also
provides the necessary framework for detailed cost
estimating and control along with providing guidance for
schedule development and control. Additionally the WBS
is a dynamic tool and can be revised and updated as
needed by the project manager.
32. 5. Work Breakdown Structure
The Work Breakdown Structure is a tree structure, which
shows a subdivision of effort required to achieve an
objective; for example a program, project, and contract. In
a project or contract, the WBS is developed by starting
with the end objective and successively subdividing it into
manageable components in terms of size, duration, and
responsibility
(e.g., systems, subsystems, components, tasks, subtasks, a
nd work packages) which include all steps necessary to
achieve the objective. The lowest level of each branch of
the WBS is
called the Work Package. Work Packages are decomposed
into smaller components called activities.
33. 5. Work Breakdown Structure
The Work Breakdown Structure provides a common
framework for the natural development of the overall
planning and control of a contract and is the basis for
dividing work into definable increments from which the
statement of work can be developed and
technical, schedule, cost, and labor hour reporting can be
established. In planning any project, you follow the same
simple steps: if an item is too complicated to manage, it
becomes a list of simpler items. People call this producing a
work breakdown structure to make it sound more formal and
impressive. Without following this formal approach you
are unlikely to remember all the niggling little details; with
this procedure, the details are simply displayed on the final
lists.
34. 5. Work Breakdown Structure
One common fault is to produce too much detail at the
initial planning stage. You should be stop when you have a
sufficient description of the activity to provide a clear
instruction for the person who will actually do the
work, and to have a reasonable estimate for the total
time/effort involved. You need the former to allocate (or
delegate) the task; you need the latter to finish the
planning.
38. 6. Cost and Resource Loading
The major goal of the planning effort is an integrated
project schedule and budget. Schedule planning results in a
schedule that describes the sequence of technical work and
the task interdependencies necessary for a successful
project outcome. Cost planning begins with the
development of a cost estimate for all authorized work that
eventually leads to the establishment of the project budget.
Proper project planning ensures the amount of work to be
accomplished, the time allotted to accomplish the project
activities, and the resources required to complete the work
scope are evenly balanced.
39. 6. Cost and Resource Loading
Once the schedule and cost planning are concluded, the
resultant plans can be merged to form a time-phased
project budget that is seamlessly integrated with the
network schedule. This resource loaded schedule and
initial project budget are validated and approved as the
Integrated Project Baseline which is endorsed by the project
team as the Performance Measurement Baseline, a
foundational element of earned value management.
Meaningful earned value performance metrics enable
better management insight and decision making to help
keep the project on track.
40. 6. Cost and Resource Loading
The objectives of schedule planning are to generate a
reasonable schedule of work that leads to project
completion, and to establish a schedule baseline that, when
integrated with a cost baseline using resource loading
techniques, will result in an Integrated Project Baseline for
the project. The core of the schedule planning process is the
Schedule Management System and its associated
scheduling software. This system provides the requisite
PM tools to plan and sequence project milestones and work
activities, to assign resources to the activities, to monitor
progress of activities toward project objectives, to forecast
future schedule performance, and to provide the basis for
earned value and performance calculations.
41. 6. Cost and Resource Loading
A. Cost planning is the other major planning activity
required to develop an Integrated Project Baseline. The
purpose of cost planning is to identify the resources needed
to accomplish the scope of work and estimate the
associated costs. Cost represents the dollar value required
to accomplish the technical work scope within schedule
and programmatic constraints. A preliminary
cost estimate can be started after an initial WBS is
developed. Cost estimate integration with the WBS occurs
when the work scope in each project work and planning
package has a definitive cost/resource estimate associated
with it. Once the cost estimate is approved at all
management levels, it becomes the cost baseline, i.e., the
project’s budget.
42. 6. Cost and Resource Loading
B. Elements of the cost estimate include both direct charges
and indirect charges.
Direct charges are costs applicable to, and identified
specifically with, the project work scope. Examples of these
types of costs include labor, travel, material, subcontractor
costs, etc. Indirect charges are costs that cannot be
consistently or economically identified against a project
and are spread over the total project portfolio.
43. 6. Cost and Resource Loading
Example of Cost Baseline & Cash Flow
44. 6. Cost and Resource Loading
With the work activities identified in the Control Account
Plan, the Planning Manager estimates the resources
(labor, expenses, and procurements) and the quantity
(hours, dollars) required to accomplish the work activities.
Labor resources are estimated according to various cost
element categories, such as Plant Engineer, Mechanical
Engineer, and Scientist, etc. Expense
estimates are prepared for such items as supplies and
materials, travel, and consulting. Labor and expense
estimates are assigned to the month/fiscal year during
which they will be used or expended. Estimates for
procurements are also made and are assigned to the
month/fiscal year in which payment is anticipated to
occur.
45. 6. Cost and Resource Loading
Nominally, the cost estimates are entered in current year
direct dollars. Once the resources have been identified and
their costs estimated, a schedule of the work activities is
developed with start dates, activity durations, and activity
predecessors. Data from the Control Account Plan sheet is
used to develop the initial Detail Schedule within the
Schedule Management System.
Once this initial resource-loaded Detail Schedule is created
using the Control Account Plan sheets, the Detail Schedule
then becomes the basis for future development of the
Control Account Plans.
46. 6. Cost and Resource Loading
Example of Control Account Plan
47. 7. Delay Analysis Procedure
A- Introduction:
Time is important to everyone, especially to those in the
construction industry. Every construction contract
stipulates either a time of performance or a specific project
completion date. Yet, with so much attention to
time, construction projects are frequently subject to delays.
Sorting out the issues and determining which party is
responsible often proves difficult and time-consuming.
Though many techniques are available for determining
schedule impacts, not all produce valid results.
48. 7. Delay Analysis Procedure
B- Type of Delay Analysis:
Delay analysis techniques can be classified into three
separate categories: the Foresight Method, the Hindsight
Method, and the Contemporaneous Method. The differences
between these delay analysis techniques involve the baseline
schedule used for measuring the delay, the point in time
when the delay is measured, and the treatment, if any, of
concurrent delay.
49. 7. Delay Analysis Procedure
B.1- The Foresight Method:
Commonly thought of as the simplest and easiest, generally
employs two approaches: Impacted As-Planned, where only
the owner-caused delays are identified, and Adjusted As-
Planned, where only contractor-caused delays are identified.
In both approaches, the alleged delays are reviewed to
determine where and how the revisions should be
incorporated into the as-planned or baseline schedule.
50. 7. Delay Analysis Procedure
B.1- The Foresight Method:
The result of these implanted activities is an adjusted project
completion date, which demonstrates, either directly or
indirectly, the owner’s impact on the contractor’s planned
schedule of performance.
The Foresight Method is not generally favoured by courts
and boards, because it ignores the as-built history of the
project; it produces theoretical results; it does not measure
the effect of delay on actual performance; and it assumes that
the as-planned schedule does not change.
52. 7. Delay Analysis Procedure
B.2- The Hindsight Method:
It centres on an as-built schedule - a schedule depicting the
dates that events actually occurred. Delaying events are
normally depicted as distinct activities on the as-built
schedule, which are invariably tied to the critical path.
Typically, under this method, there are two approaches: As-
Built Critical Path, which allocates time by determining the
responsibility for the delays on the so-called critical path of
the project, and Collapsed As-Built, which removes delays
caused by one party to determine when the work would
have been completed, if not for the delays of the other party.
53. 7. Delay Analysis Procedure
B.2- The Hindsight Method:
The Hindsight Method has a number of disadvantages that
include difficulty determining which work activities or delay
events controlled the pace of the work; not considering what
was critical at the time a delay occurred; not considering
float through various paths at different periods of time; not
accounting for concurrent delay; and not attempting to
determine the individual impact of each delay.
56. 7. Delay Analysis Procedure
B.3- The Contemporaneous Method:
It hinges on the principle that in order to determine the
impact of delaying events, the status of the project must be
established at the time those events occurred. In essence, the
schedule needs, first, to be updated at the time of the delay
and, second, to be updated to incorporate any planning
changes to coincide with the contractor’s plan for pursuing
the work. The goal of this method is to develop a freeze-
frame picture of the project - identifying the delaying
event, the impact of the delay, and the plan to complete the
remaining work at the time the delay occurred.
57. 7. Delay Analysis Procedure
B.3- The Contemporaneous Method:
Two approaches are commonly used as part of this method:
Time Impact Analysis, which looks at a particular point in time
and utilizes a series of chronological time slices to evaluate
major scheduling variations that occurred during the
project, and Window Analysis, which examines the critical
path between two points in time and assesses the delay as it
occurs. Courts and boards hold that contemporaneous
schedule updates should be considered in evaluating delay.
58. 7. Delay Analysis Procedure
B.3- The Contemporaneous Method:
The Contemporaneous Method is favoured because it
provides a baseline for measuring delay; the status of the
project at the time a delay occurs; the impact of delaying
events on remaining work; and insight into float, changes to
critical path, and revisions to the plan to complete.
