PLANNING & SCHEDULING

• PLANNING


  -The process of identifying the methods, resources and activities necessary to accomplish the project’s objectives

  -The activity of determining how raw materials and other resources are delivered into a desired outcome

  -It is also the process that will deliver a competitive edge to organizations competing to win contracts to deliver work
• Long lead items


  items na matagal dumating
• PLANNING


  Art rather than science
• Interfaces


  interaction between organization or system in a project

  ▪ Securing building permits

  ▪ Multiple contractors
• PLANNING 


  should never be an isolated exercise.
• RISK


  The future is unwritten, that is to say uncertain. It is necessary to allow for the unknown when planning for the future.

  Depending on the stage of the project, it is advisable to allow 10%-20% time contingency.
• Breakdown Structures

  Level 1:


  Based on the ultimate project output (WBS), top of an organization structure (OBS), highest project level cost control package (CBS), highest level product (PBS) etc.
• Breakdown Structures

  Level 2:


  Break out the structure into more manageable levels to make the planning process easier.
• Breakdown Structures

  Level 3 and beyond:


  -Break out the structure until the project team can define tasks and logical dependencies

  -These deliver the lowest level of a structure (node)

  -At this point there is no need to break out the structure any further
• Product Breakdown Structure (PBS)


  developed at the start of a project, once the required scope or requirements have been agreed.

  
  

  Provides a break-down of all the necessary products (outputs) of a project.
• Work Breakdown Structure (WBS)


  -divides the scope of the work into definable work packages.

  -developed initially at the start of the project and is reviewed iteratively at the beginning of each stage (as a minimum) – it is good practice to use a WBS when developing any project schedule.
• 3 Principles in Designing WBS

  -100% Rule – WBS should define the total scope of the project and capture all deliverables both internal and external including project management

  -No overlapping scope element

  -Need to use your common sense
• WBS Dictionary


  -A tool that helps to define clearly the work content of each WBS node

  -Helps to ensure a consistent and coherent approach to the project and clearly defines the key deliverables for each WBS node
• WBS Dictionary

  Often called the Work Package Scope sheet
• Organization Breakdown Structure (OBS)


  is initially developed at the start of the project and is reviewed iteratively at the beginning of each stage as a minimum.

  
  

  Main purpose is to show the reporting lines and communication paths. Who reports to who.
• Responsibility Assignment Matrix (RAM)


  Often drawn as a table that shows the project OBS in relation to the (WBS to ensure that each element of the scope of work is assigned to a responsible team or individual. It is developed at the start of a project, where there is a complex division of responsibilities.
• The step-by-step approach to constructing a RAM

  Define your deliverables →(WBS)

  Identify the people involved→ (OBS)

  Create the RAM

  Assign other roles

  Communicate
• RACI Matrix


  provides a clear and concise summary of tasks or deliverables and the level of accountability or contribution required from named roles or individuals within the project.
• R=Responsible -Conducts the actual work/owns the problem A=Accountable -Approves the completed work and is held fully accountable for it.

  C=Consulted -Kept fully informed and included in decision making. Primary supportive role

  I=Informed -Kept informed of progress and results
• Constructing a RACI Matrix

  Define your tasks or deliverables.

  Identify the people involved

  Create the RACI matrix

  Check for accountability

  Communicate
• Cost Breakdown Structure (OBS)


  This created and structured at a sufficient level of detail to allow budgets to be set, and costs to be collected, recorded, monitored and controlled.

  Thus it must be mirrored in the organizations’ accounting system as well as the project’s reporting system.
• Resource Breakdown Structure (RBS)


  -Hierarchical structure groups resources by function, type and grade required to deliver the scope

  -Resources may include:

  Personnel - defined individually or by discipline

  Tools

  Machinery

  Materials

  Equipment

  Any resource that incurs a cost should be included

  -Level of detail sufficient to allow the work to be scheduled, monitored and controlled
• Dependency Management


  The process of monitoring and controlling the key interfaces on a project.
• INTERFACE


  points of interaction between two or more aspects of a project
• Physical interfaces 


  occur where different contractors are engaged on the same project, particularly where their respective works interact or connect in some way.
• Relationship interfaces 


  occur between different stakeholders on a project, such as; contractors, local community groups, regulatory bodies, the client, and so on.
• INTERFACE RISK 


  -Claims for damages

  -Stakeholder complaints

  -Loss of profit

  -Industrial action

  -Regulatory Infringement – the action of breaking the terms of a law, agreement, etc., violation - Reputational damage
• Cost Estimating


  The process used to quantify the cost of services, materials and resources required to deliver a project.
• Cost Estimating

  Type – 1

  Planning - The earliest stage in scope development. Estimates are termed ‘conceptual’ or ‘pre-conceptual’ and will rely primarily on approximate methods. May be termed order of magnitude (OM) or rough order of magnitude (ROM)
• Cost Estimating

  Type – 1

  Preliminary - Estimates should use definitive methods for the next stage of scope definition; however, it is acceptable to use approximate methods for those areas of scope remaining undefined
• Cost Estimating

  Type – 1

  Definitive - the final stage in scope development. Definitive estimates are prepared using definitive (detailed) estimating methods
• Cost Estimating

  Type – 2

  Optioneering - Prepared to establish the cost differences between two or more alternative strategies in order to arrive at ranking of alternatives to inform an economic decision
• Cost Estimating

  Type – 2

  Fair Price - Used to determine the reasonableness of competitive or sole source bids received in connection with a proposed sub-contract, and serves as a control in evaluating cost and pricing data in a contract negotiation
• Cost Estimating

  Type – 2

  Independent Cost Estimate - Prepared by external or third parties with the express purpose of validating, cross-checking or analyzing estimates developed by project teams
• Methods

  Definitive Methods:

  -Detailed Estimating

  -Activity Based Cost (ABC) Estimating

  -Task Analysis (resource-based estimating)

  -Level of Effort / Business As Usual / Prelims
• Methods

  Approximate Methods:

  -Specific Analogy Estimating

  -Parametric Estimati
• Budgeting


  The process of allocating appropriate budgets to different parts of the Work breakdown Structure. Budgets are often expressed in terms of money, but may equally be described in terms of other resources, such as labor, plan or materials.
• Budget transfers


  -are made through a change control process to formalise the movement of scope (budget and sched ule) from one part of the project to another, or to move scope into or out of the project

  -Secondary reason for budget transfer may be the real location of budgets in order to correct data errors
• Document Management


  the collection, storage, dissemination and archiving of documentation in a structured manner. It is a fundamental aspect of project delivery, particularly in supporting assurance processes and the handover of a project at completion
• Scheduling


  It involves the calculation of duration and resources required, it defines the logic and sequence and the calculation of critical path, float and start and finish dates of individual activities, and thus determines the feasibility of delivering the project within the desired completion dates and budget.