Download - 2. Planning Fundamentals

7/25/2019 2. Planning Fundamentals

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Planning Fundamentals

Adapted from Project Management for Business, Engineering, and Technology. Nicholas J.


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Common Elements of Project

Plan1. Scope Statement, Charter, SOW2. Detailed requirements

3. Project organization and responsiilit! "ortas#s

$. Detailed %or# de"inition &W'S or P'S and%or# pac#age(%or# tas# details)

*. Detailed schedules %ith milestones+. Project udget and cost accounts

. -ualit! plan


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Elements of Project Plan

. /is# plan0. Wor# reie% plan

1. esting plan

11. Change control plan12. Documentation plan

13. Procurement plan

1$. 4mplementation plan5lement 2 has alread! een discussed.

his chapter "ocuses on elements 1,3,$, and aspects o" * and 13.

he remaining elements are addressed in later chapters.


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Scope, Charter, and SOW

Scope, charter, or SOW6 is the "irst item on

project master plan. 7ariations on same theme

Purpose proide road description o" master plan(project to

sta#eholders

directed at core project team, project organization,primar! sta#eholders


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Scope Descries 8readth o" project,9 areas to e coered

! project and delierales : areas not coered.

4ncludes6

Ojecties o" project "rom perspectie o" contractor

/equirements

Delierales

;ilestones


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SOW

SOW, Statement o" Wor#, is the scope

document "or contractedprojects

>ppears in /?P, proposal, contract, as %ell as

master plan


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Dening the SOW1. ?or contracted project %or#

Contractor and customer agree on de"inition o" %or#required, %or# proposed, and asis "or costs,schedules, and related matters.

here are t%o SOWs, SOW in master plan

SOW in contract&CSOW)

SOW in contractor@s project plan must contain same

in"ormation and requirements as stated in CSOW. Contractor@s SOW and CSOW might e %orded

di""erentl!, ut oth should hae e=act sameinterpretation in terms o" %or# and end results


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Dening the SOW2. Suggestions

5nsure that SOW and W'S correspond to each other.

'oth must e clearA neither contractor nor customer

question %hat has to e done.

/equirements "or eer! endBitem, tas#, and report must

e clear enough so parties responsible%ill e ale tosignBo"" acceptance o" results.

eer speci"! tas#s using 8as necessar!9 or 8as required9.

Where judgments must e made, speci"! who%ill

ma#e them,procedures"or ma#ing them, and

potential impact o" judgments on cost and schedule

escalation.


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Issues in Dening SOW

2. Suggestions &cont.)6

Speci"! requirements using actie terminolog!

&8shall9 or 8%ill9)

eer use passie terminolog! &8should9 or 8tr! to9).

8shall9 must do

8%ill9 desirale to do


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Issues in Dening SOW

2. Suggestions &cont.)6

Categorize speci"ications applicale to entire

project separatel! "rom those applicale to onl!

parts o" project.

Eold meetings %ith customers and technical

specialists to reie% clarit! and completeness

SOW and W'S.


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Charter Charter is the scope document internalprojects

;a! include eer!thing in Scope Statement plus

ris# limits

customer needs spending limits

#e! pla!ers on project team.

4ssued ! senior management to legitimize project

Fies project manager authorit! to initiate %or#

and appl! resources to project.


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Charter Contents 'ac#ground Project Ojecties Scope or SOW Delierales

>ssumptions Constraints >pproach

Schedule Project eam /is# ;anagement Plan


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Work Denition Start %ith the SOW and requirements &the

8%hat9 o" the project)

>s# 8ho%9 %ill the SOW and requirements emet6 %hat is the actual %or# to e per"ormed

to meet the requirementsG Sudiide the project into small, %ell de"ined

%or# pac#ages

Hse the Wor# 'rea#do%n Structure, W'S&a.#.a. Project 'rea#do%n Structure, P'S)


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WS

Diide project into 8%ellBde"ined9 tas#s

WellBde"ined tas#s6 the asis "or project schedule,

udget, resource requirements, responsiilit!assignments, and ris# management


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WS E!ample for "ouse

- Heating- Plastering

- Plumbing-Wiring-Carpentry-Painting

HOUSE

SITE GARAGE OVERHEADAD!I"ISTRATIO"

#ASE!E"TSTRUCTURE I"TERIOR

$%OOR ROO$ WA%%S

- Sur&ey- St'rm (rains- Gra(ing- Wal)s* (ri&e

- %an(s+aping

- E,+a&ati'n- $'un(ati'n

- Plumbing- $l''r- Carpentry

- $rame- Subl''r* l''r- Insulati'n

- $rame- R''ing- Insulati'n- Gutters

- $rame- #ri+)s- R'ug. Wiring- /

%IVI"G U"IT

----

---

-

/equirements6 I

-

---


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WS Procedure Start %ith SOW and requirements

>s# 8%hat *B1 high leel actiities %ould !ield

intended resultsG9

?or each highBleel actiit! as# 8What is inoled

here, %hat is requiredG9

-uestions that are di""icult to ans%er require the

actiit! to e "urther ro#en do%n

Continue rea#ing do%n actiities until all

actiities at ottom o" W'S are well-defined


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WS Procedure

What is %ellBde"inedG

WellBde"ined actiit! is called a 8%or# pac#age9and "eatures the "ollo%ing elements6 SOW and requirements Clear de"inition o" %or# and all sutas#s

ime estimates or deadlines Cost estimates /esponsiilit! 4mmediate predecessors, preconditions, inputs

Delierales /esources /is# assessment


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Work Package DenitionWhile going through W'S, as# "ollo%ing questions aout each %or# pac#age6

1. Do you need better estimates of duration and cost of the work package?

2. Can you identify who will be responsible for work the package?3. Is the sie of work package too large to track and control?

!. "re acti#ities within work package independent of each other?

$. Do some acti#ities within work package ha#e different immediatepredecessors?

%. "re risky and non-risky acti#ities combined in the same work package?&. Does the work package contain many different kinds of

resources?

4" ans%er is !es to an! o" questions, decompose the %or# pac#age intosmaller %or# pac#ages.

4" ans%er is no to all o" them, the %or# pac#age proal! does not need toe sudiided.

'he purpose here really is to decouple any elements that put together couldmean trouble(


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Creating WS

Project team

'rainstorm

Past e=perience

emplates

;ultiple teams

5=perts


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#pproaches

SDSys+'m Dri&es

Pr'0e+t

SD 1Planning System

SD2C'ntr'l System

SD 3Oi+e A((iti'n

SD 141System Engineering

SD 142Har(5are

SD 143S't5are


SD 242S't5are

SD 243!aterials

SD 24341C'ntr'llers

SD 24342Pr'+ess'rs

SD 341Design

SD 342$'un(ati'n

SD 343Stru+ture

SD 346E,teri'r

SD 347!e+.ani+al Systems

SD 348Interi'r Detail

End-item Sub-systems Approach

Start %ith E5 endBitem s!stem,sudiide it "irst into sus!stems,

then into components, then parts


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#pproaches

5ndBitem SuBs!stems >pproach e=ample


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#pproaches

S't5are (e&el'pmentpr'0e+t

Analysis Design C'nstru+t

Deine userintera+e

R'll'utTest

De&el'p te+.ni+al(esign

Establis. 9ualityre9uirements

De&el'p (etaile((esign

Deine appli+ati'nar+.ite+ture

Deine pr'+essingl'5

Design l'gi+alDatabase stru+ture

Design systemintera+es

Delierales o" PhaseTe+.ni+al Design D'+ument Appli+ati'n ar+.ite+ture Appli+ati'n l'5 Database (esign En( user intera+e (esign

W'r)l'5 (iagramUser ('+umentati'n 'utline

1


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WS Formats

ree Structure

4ndented

Structure

SDSys+'m Dri&es

Pr'0e+t

SD 1Planning System

SD2C'ntr'l System

SD 3Oi+e A((iti'n


SD 142Har(5are

SD 143S't5are


SD 242S't5are

SD 243!aterials

SD 24341C'ntr'llers

SD 24342Pr'+ess'rs

SD 341Design

SD 342$'un(ati'n

SD 343Stru+ture

SD 346E,teri'r

SD 347!e+.ani+alSystems


SD S!stem Dries and Spaces

SD1 Planning S!stem

SD1.1 S!stem 5ngineering

SD 1.1.1 Control requirements

SD 1.1.2 Controller speci"ications

SD 1.1.3 Controller "unctions

SD1.2 ;aterials

SD1.2.1 Controller deices

SD1.2.2 Controller inter"aces

SD2 Control S!stem

S!stem

Sus!stem

Component Part


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oston$s ig Dig


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'igBDig %or#pac#ages ased

on contracts

Contracts ased ona rea#do%n o"project intoph!sical sectionsand components

Charles River

DowntownBoston

LoganAirport

BostonHarbor

5ndBitem SuBs!stems >pproach

Cambridge


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Hse same identi"iers on all project documentsJSchedules

J'udgets

J/esponsiilit! matri=

JChange requests, etc.

SDSys+'m Dri&esPr'0e+t

SD 1Planning System

SD2C'ntr'l System

SD 3Oi+e A((iti'n


SD 142Har(5are

SD 143S't5are


SD 242S't5are

SD 243!aterials

SD 24341C'ntr'llers

SD 24342Pr'+ess'rs

SD 341Design

SD 342$'un(ati'n

SD 343Stru+ture

SD 346E,teri'r

SD 347!e+.ani+alSystems


E%er& task or 'ork package hasa uni(ue identier


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WS and Integrated Planningand Controlhe W'S process and %or# pac#ages proide integrated plan andcontrol6

1. ?unctional managers, sucontractors, and others responsile "or the

%or# are identi"ied and ecome inoled during the W'S process.

2. Wor# pac#ages in each phase are logicall! and ph!sicall! related to

those in earlier and later phasesA predecessor requirements are met and

no steps oerloo#ed.

3. Wor# pac#ages are the asis "or udgets and schedules. he project

udget is the sum o" the udgets "or all the %or# pac#ages plus project

oerhead and indirect e=penses. he project schedule is the composite

o" the schedules o" all the %or# pac#ages.

$. he project organization is "ormed around %or# pac#ages. /esources

are assemled "or and management responsiilit! delegated to

indiiduals in each %or# pac#age.

*. he project is directed ! directing people %or#ing in indiidual %or#

pac#ages.

+. Project control is e=ercised through control o" %or# pac#ages.

>n inte rated ro ect lan is a s stems a roach to mana ement


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Project )esponsi*ilit&

While creating W'S, the questions 8%ho is needed to do

this9 and 8%ho %ill e responsile9 are addressed "or

each pac#age

>ns%ers result in responsiilit! assignments "or all areaso" project

People responsile "or areas o" project, and details o"

that responsiilit!, are documented and communicated in

/esponsiilit! ;atri=


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)esponsi*ilit& +atri!

?or each tas#, sho% %ho is responsile ?or each person, sho% #ind o" responsiilit!A e.g.

P6 primar! or lead

One, and onl! one, P per tas#

S6 secondar!

6 noti"ication required

>6 approal required


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5er! tas# accounted "orA nothing "alls through crac#s

5ach responsiilit! represents mutual agreement


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Scheduling asics W'S proides in"ormation necessar! to

create a schedule

4ncludes


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ogical Se(uencing of -asks Predecessor6 > tas# that must e completed e"ore

another can e started 4" tas# C depends upon as#s > and ',

then as#s > and ' are 8predecessors9 "or as# C.

A

#

C

as# C is the 8successor9 o" as#s > and '


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.antt Chart Simple, common scheduling tool

5as! to create and understand

Deeloped ! Eenr! Fantt,

a consultant o" ?rederic# a!lor.

From Wikipedia

Henry Laurence Gantt, A.., !.E.&1+1B1010) %as a mechanical engineer and management consultant %ho

is most "amous "or deeloping the Fantt chart in the 101s. hese Fantt charts %ere emplo!ed on major

in"rastructure projects including the Eooer Damand 4nterstate high%a!s!stem and still are an important tool

in project management.

H.Gannt
http://en.wikipedia.org/wiki/Hoover_Damhttp://en.wikipedia.org/wiki/Interstate_highwayhttp://en.wikipedia.org/wiki/Interstate_highwayhttp://en.wikipedia.org/wiki/Hoover_Dam


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.antt Chart

5=ample

>ctiit! 4mmediate

Predecessors

ime

> BB 1

' > 2

C ' 3

D ' 1

5 C, D 2

? 5 3


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.antt Chart

ote6

5 starts at time + ecause then

oth C and D are completed.D is completed at time $, ut Cis not until time +. Eence, Cmust %ait until time +.

>ctiit! 4mmediate

Predecessors

ime

> BB 1' > 2

C ' 3

D ' 1

5 C, D 2

? 5 3

A

#

CD

E

$

11:8631

Time


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.antt Chart >nother 5=ample

>ctiit! 4mmediate

Predecessors

ime

> BB 1

' BB 3C > 2

D >

5 ', C, D 2

? ', C, D 3F 5 +

E ? 1

>ctiit! 4mmediate ime


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.antt ChartPredecessors

> BB 1

' BB 3

C > 2

D >

5 ', C, D 2

? ', C, D 3

F 5 +

E ? 1

A#

C

D

E

$

H

G

1812111;:31

Time

Tas)s


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e%el of Detail


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e%el of Detail


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.antt Chart/ Pro and Con

With simple Fantt charts, such questions are notal%a!s eas! to ans%er.

Ket !ou need the ans%ers to plan the project and

create realistic schedules Fantt charts are good "or displa!ing schedules,

et%or#s, descried in the ne=t chapter, are etter "or

creating them


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Procurement +anagement

Procurement management

he planning, udgeting, scheduling, and control o"procured"oods, work, or ser#ices $GWS%.

Hsuall!, goods are ra% materials or produced items,%or# is contracted laor, and serices is consulting


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Procurement +anagement4ncludes

Equipment, materials, or componentsdesigned and proided !endors speci"icall! "or the project. Could e6

portions o" %or# pac#ages or entire %or# pac#ages &e.g., design %or#,enironmental impact stud!, soil anal!sis)

major portions o" the project %holl! &8turn#e!96 sucontractors "ull!design, uild, and install equipment or components "or the project endB

item). Off-the-shelf (OTS) equipment and componentssupplied ! endors.

&Products readil! aailale and not speci"icall! produced "or the project.)

Bulk materials&cement, metal tuing or "raming, %ire, stone, piping, etc.)

Consumales&nails, olts, riets, "uel) or loose tools used "or construction

or "arication Equipment not alread! o"ned! the contractorA e.g., includes cranes,

supports, sca""olding, and equipment "or machineBshops, %elding, andtesting.

#dministrati$e equipment not alread! o"ned! contractorA e.g.,computers, project o""ice "acilities and o""ice equipment.


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Procurement +anagement4ndenti"!ing FWS items to e procured 4noles decision aout %hich items are to e

designed(uilt( proided inBhouse and %hich to eprocured &purchased or acquired)

Eappens during the W'S process or design process

%hen the needed materials and resources are "irstidenti"ied.


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Procurement +anagement4noles

Contracting%ith suppliers or sucontractors, o"tenthrough the "ormal /?P(proposal process.

%ntegrating procured &'S itemsinto the project li"e

c!cle and project plan &i.e., schedule, responsiilit!

matri=, udget, qualit!, and ris#, etc.) ogistics

ransport and storage o" materials "or the project.

loading, unloading, transportation, inspection,

clearances and approals, and storage o" materials cane major issues.

Procured materials must arrie %hen needed according to

project schedules.