1 Comp 104: Operating Systems Concepts Processes Management Scheduling & Resource Allocation.
Planning, scheduling and resource allocation
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Transcript of Planning, scheduling and resource allocation
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Project Planning, Scheduling and Resource
allocation
Project Planning, Scheduling and Resource
allocation
Presented to: Dr. Shakeel Iqbal
Presented by:Jatin Mandhyan (06)Kajal Kuki Patwari (07)Krishna Mishra (08)
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PM Process Summary
Launch Plan Recruit and organize project
team Establish team operating rules Level project resources Assign work
Monitor & Control Progress
Establish progress reporting system
Set up change control process Define problem escalation
process Monitor progress vs. plan Revise project plan
Close Out Project Obtain client acceptance Install project deliverables Complete project
documentation Complete post-implementation
audit Issue final project report
Develop Detailed Plan Identify project activities Estimate activity duration Determine resource
requirements Construct / analyze project
network Prepare project schedule
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 Feedback
Adapted from Project Management, 1987 Kepner-Tregoe, Inc. and Effective Project Management by R.K. Wysocki, R. Beck Jr. & D.B. Crane (Wiley, 1995)
We are here
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“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
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“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
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Three Basic Steps to a Project Schedule
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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)
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Graphical representation shows horizontal bars against a time scale
At summary or detailed levels
Gantt or Simple Bar Chart
http://www.maxwideman.com/issacons/index.htm
Types of Schedules
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Graphical representation shows milestone dates
Identifies key points in the project's life span
The bars are not necessarily visible
Milestone Chart
http://www.maxwideman.com/issacons/index.htm
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Graphical representation shows progress relative to plan
In this case, behind
schedule
No indication of final completion
Progress Bar Chart
http://www.maxwideman.com/issacons/index.htm
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Graphical representation shows original baseline schedule (red bars) and actual progress relative to current plan
No indication of final completion
Bar Chart Status Report
http://www.maxwideman.com/issacons/index.htm
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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
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Example WBS
W areh ou se W B S
S ite Boundar ies E leva t ionD ata P o ints
B uild ingFoo tp r ints
Loca teB uried S ervices
S urvey S o ils A na lys is E xcava te S o il B ack f ill & C om pact
S ite P repara t ion Founda tion S truc tura l S ys tem s F inishing
To cons truc t a 5 -unitw arehouse fo r light indus try
C om plex
Could be used to define scope of work for surveyor sub-contract
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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).
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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.
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Objective
Construct a four-lane bridge Replace the existing old two-lane bridge Alleviating chronic traffic congestion
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Borrower/Executing Agency
Borrower: The President of India
Executing Agency: The Ministry of Surface Transport (current Ministry of Shipping, Road Transport and Highways)
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Outline of Loan AgreementLoan 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
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OutputThe 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.
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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).
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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
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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.
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Involvement of Maurer SöhneMaurer 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.
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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.
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Joint manufacture in the workshop
Joint installation
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Effectiveness
Traffic volume
Time saving Congestion length decrease and time saving
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bibliography
Project planning, scheduling and control – James P. Lewis http://www.cowi.com/menu/service/
BridgeTunnelandMarineStructures/Bridges/Documents/BTM_Bridges_low.pdf
http://www.cowi.dk/menu/service/Brotunnelogvandbygning/Documents/021-1700-008e-07b_MajorBridges.pdf
http://sine.ni.com/cs/app/doc/p/id/cs-12653 http://en.wikipedia.org/wiki/
File:New_Yamuna_Bridge_details.jpg http://structurae.net/structures/data/index.cfm?id=s0011445