SubChapter 3_project Time Control
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Transcript of SubChapter 3_project Time Control
CC603-Project Management
Chapter 3- Project Control and Monitoring•Project Time Control
Rafikullah Deraman, POLISAS
PROJECT CONTROL MODEL
DYNAMIC PROCESS THROUGHOUT PROJECT
PlanningObjectivesResourcesWork break-down scheduleOrganization
SchedulingProject activitiesStart & end timesNetwork
ControllingMonitor, compare, revise, action
SOURCE: (H&R)
PLANNING, SCHEDULING & CONTROLLING COMPONENTS
ANOTHER WAY TO SHOW RELATIONSHIPSProject Planning1. Setting goals2. Defining the project3. Tying needs into timed project activities4. Organizing the team
Project Scheduling1. Tying resources to specific activities2. Relating activities to each other3. Updating and revising on a regular basis
Time/cost estimatesBudgetsEngineering diagramsCash flow chartsMaterial availability details
CPM/PERTGantt chartsMilestone chartsCash flow schedules
Project Controlling1. Monitoring resources, costs, quality, and budgets2. Revising and changing plans3. Shifting resources to meet demands
Reports• budgets• delayed activities• slack activities
Before Project During Project
HISTORY OF CRITICAL PATH SCHEDULING FOR PROJECTS
PROJECT SCHEDULE FOR USS NAUTILUS• TOTAL TIME = 4 YEARS
• DESIGN IN EARLY 1950’s
• CONSTRUCTION PERIOD 18 MONTHS IN 1952 – 1954.
FIRST NUCLEAR POWERED VESSEL PARTS FROM MANY SUPPLIERS LIMITED ACCESS FOR
CONSTRUCTION
http://www.nautilus571.com/index.htm
COORDINATION CRITERIA
CONSTRUCTION SCHEDULE CONTROLLED DATES WHEN PARTS WERE NEEDED ON SITE
FABRICATION OF PARTS SCHEDULES WORKED BACKWARD FROM DATES NEEDED ON SITE
SPECIAL INSTALLATION EQUIPMENT HAD TO BE AT SITE ON NEED DATE
CONSTRUCTION PERSONNEL HAD TO BE AVAILABLE
LIMITED ROOM FOR INVENTORY OF PARTS AND MATERIALS
ALL SYSTEMS HAD TO BE TESTED WHILE THEY WERE STILL ACCESSIBLE FOR REPAIR OR REVISION
PRIMARY COMPONENTS - PLANNING
PLANNING REQUIRES AN ANALYSIS OF• GOALS
• METHODS
• ACTIVITIES
• RESOURCES
FORMING A TEAM
SOURCE: (H&R)
PRIMARY COMPONENTS - SCHEDULING
SCHEDULING CONVERTS THE PLANS INTO • WORK SEQUENCE
• DELIVERABLES
• ASSIGNMENTS
• RESOURCE REQUIREMENTS
SOURCE: (H&R)
PRIMARY COMPONENTS - CONTROL
CONTROL OF THE PROJECT IS BASED ON ASSESSMENT OF THE PROGRESS VS. THE SCHEDULE
SOURCE: (H&R)
DEFINE ACTIVITIES OVERALL FOR INSTALLING A TANK
DESIGN TANK REQUEST BIDS AWARD FABRICATE TANK TEST TANK SHIP TANK TO SITE CLEAR SITE INSTALL
FOUNDATIONS & UNDERGROUND
INSTALL SUPPORT STEEL
INSTALL TANK
INSTALL ACCESS PLATFORMS
INSTALL PIPING TEST PIPING INSTALL
INSTRUMENTATION TEST
INSTRUMENTATION INSTALL INSULATION INITIAL OPERATION PAINTING CLEAN-UP OPERATING MANUALS
ORGANIZE ACTIVITIES
PRECEDENCE HIERARCHY• WHAT MUST BE COMPLETED FIRST
• WHAT CAN BE COMPLETED IN PARALLEL TO OTHER ACTIVITIES
FOR TANK EXAMPLE• DESIGN OF FOUNDATION
• REQUIRES COMPLETION OF DESIGN
• RECEIPT OF PHYSICAL LOCATION DRAWINGS AND LOAD DATA FROM FABRICATOR
• DESIGN FOR ANY UNDERGROUND FACILITIES
• DESIGN FOR CONNECTIONS TO TANK
• DESIGN FOR DIKES OR TANK CONTAINMENT
http://www.buckeyefabricating.com/
PREPARATION OF DETAILED SCHEDULES
THE OVERALL SCHEDULE IS COMPRISED OF SUB-SCHEDULES
THESE SCHEDULES MAY BE INITIALLY ESTIMATED AND THEN DETAILED AS THE PROJECT PROGRESSES
INITIAL PRESENTATION OF DATA
ACTIVITIES CAN BE ARRANGED BY PRECEDENCE ON A BAR CHART (ALSO CALLED A GANNT CHART)
THESE ACTIVITIES CAN BE FURTHER BROKEN DOWN INTO ADDITIONAL ACTIVITIES
LINKS BETWEEN ACTIVITIES ARE SHOWN AS ARROWS
TYPICAL GANNT CHART
ID Task Name Duration
1 DECISION TO INSTALL TANK 0 days
2 DESIGN TANK 3 wks
3 REQUEST BIDS 4 wks
4 AWARD 2 wks
5 FABRICATE TANK 12 wks
6 TEST TANK 3 days
7 SHIP TANK TO SITE 1 wk
8 CLEAR SITE 1 wk
9 INSTALL FOUNDATIONS & UNDERGROUND 4 wks
10 INSTALL SUPPORT STEEL 1 wk
11 INSTALL TANK 1 wk
12 INSTALL ACCESS PLATFORMS 1 wk
13 INSTALL PIPING 1 wk
14 TEST PIPING 2 days
15 INSTALL INSTRUMENTATION 1 wk
16 TEST INSTRUMENTATION 2 days
17 INITIAL OPERATION 1 wk
18 INSTALL INSULATION 1 wk
19 PAINTING 1 wk
20 CLEAN-UP 3 days
21 OPERATING MANUALS 4 wks
22 TURNOVER TO OPERATIONS 0 days
1/1
1/1 1/19
1/22 2/16
2/19 3/2
3/5 5/25
5/28 5/30
5/31 6/6
1/22 1/26
3/5 3/30
4/2 4/6
6/7 6/13
6/14 6/20
6/14 6/20
6/21 6/22
6/21 6/27
6/28 6/29
7/2 7/6
7/9 7/13
7/16 7/20
7/23 7/25
1/22 2/16
7/6
12/17 12/31 1/14 1/28 2/11 2/25 3/11 3/25 4/8 4/22 5/6 5/20 6/3 6/17 7/1 7/15 7/29 8/12December January February March April May June July August
CRITICAL PATH
THE CRITICAL PATH IS BASED ON THE SEQUENCE OF ACTIVITIES THAT MUST BE COMPLETED TO MAINTAIN THE SCHEDULE
ITEMS OFF THE CRITICAL PATH INCLUDE FLOAT
THE CRITICAL PATH IS THAT SEQUENCE THAT INCLUDES ZERO FLOAT
GANNT CHART WITH CRITICAL PATH
ID Task Name Duration
1 DECISION TO INSTALL TANK 0 days
2 DESIGN TANK 3 wks
3 REQUEST BIDS 4 wks
4 AWARD 2 wks
5 FABRICATE TANK 12 wks
6 TEST TANK 3 days
7 SHIP TANK TO SITE 1 wk
8 CLEAR SITE 1 wk
9 INSTALL FOUNDATIONS & UNDERGROUND 4 wks
10 INSTALL SUPPORT STEEL 1 wk
11 INSTALL TANK 1 wk
12 INSTALL ACCESS PLATFORMS 1 wk
13 INSTALL PIPING 1 wk
14 TEST PIPING 2 days
15 INSTALL INSTRUMENTATION 1 wk
16 TEST INSTRUMENTATION 2 days
17 INITIAL OPERATION 1 wk
18 INSTALL INSULATION 1 wk
19 PAINTING 1 wk
20 CLEAN-UP 3 days
21 OPERATING MANUALS 4 wks
22 TURNOVER TO OPERATIONS 0 days
1/1
1/1 1/19
1/22 2/16
2/19 3/2
3/5 5/25
5/28 5/30
5/31 6/6
1/22 1/26
3/5 3/30
4/2 4/6
6/7 6/13
6/14 6/20
6/14 6/20
6/21 6/22
6/21 6/27
6/28 6/29
7/2 7/6
7/9 7/13
7/16 7/20
7/23 7/25
1/22 2/16
7/6
12/17 12/31 1/14 1/28 2/11 2/25 3/11 3/25 4/8 4/22 5/6 5/20 6/3 6/17 7/1 7/15 7/29 8/12December January February March April May June July August
USE OF PROJECT SCHEDULE
ALLOWS EVALUATION OF EACH STEP IN THE PROJECT
SHOWS RELATIONSHIPS BETWEEN ACTIVITIES
ALLOWS OBJECTIVE DETERMINATION OF TIME
ALLOWS OPTIMIZED USE OF RESOURCES
ALLOWS A COMPREHENSIVE BUDGET FOR THE PROJECT TO BE DEVELOPED
CRITICAL PATH DIAGRAM
THIS METHOD USES EVENT GRAPHICS AND ARROW PRECEDENCE
DATA IS SHOWN ON NODES CRITICAL PATH HAS ZERO FLOAT
PERT DIAGRAM
PERT DIAGRAMS (PROJECT EVALUATION AND REVIEW TECHNIQUE ) USES SIMILAR NODES
IN THIS CASE THE EARLY START – EARLY FINISH AND LATE START – LATE FINISH ARE INCLUDED
VALUES ARE THE SAME FOR CRITICAL PATH ACTIVITIES
IN MICROSOFT PROJECT™, THE PERT TOOLBAR IS USED TO ENTER OPTIMISTIC AND PESSIMISTIC DURATIONS
• OPTIMISTIC AND PESSIMISTIC GANNT CHARTS AND EVENT DIAGRAMS ARE PRODUCED
OPTIMISTIC GANNT CHART
EARLIEST POSSIBLE COMPLETION ID Task Name Opt Dur Opt Start Opt Finish
1 DECISION TO INSTALL TANK 0 days Mon 1/1/07 Mon 1/1/07
2 DESIGN TANK 2.5 wks Mon 1/1/07 Wed 1/17/07
3 REQUEST BIDS 3.5 wks Wed 1/17/07 Fri 2/9/07
4 AWARD 1 wk Mon 2/12/07 Fri 2/16/07
5 FABRICATE TANK 9.5 wks Mon 2/19/07 Wed 4/25/07
6 TEST TANK 2 days Wed 4/25/07 Fri 4/27/07
7 SHIP TANK TO SITE 3 days Fri 4/27/07 Wed 5/2/07
8 CLEAR SITE 3 days Wed 1/17/07 Mon 1/22/07
9 INSTALL FOUNDATIONS & UNDERGROUND3 wks Mon 2/19/07 Fri 3/9/07
10 INSTALL SUPPORT STEEL 4 days Mon 3/12/07 Thu 3/15/07
11 INSTALL TANK 4 days Wed 5/2/07 Tue 5/8/07
12 INSTALL ACCESS PLATFORMS4 days Tue 5/8/07 Mon 5/14/07
13 INSTALL PIPING 4 days Tue 5/8/07 Mon 5/14/07
14 TEST PIPING 1.5 days Mon 5/14/07 Tue 5/15/07
15 INSTALL INSTRUMENTATION4 days Mon 5/14/07 Fri 5/18/07
16 TEST INSTRUMENTATION 2 days Fri 5/18/07 Tue 5/22/07
17 INITIAL OPERATION 3 days Tue 5/22/07 Fri 5/25/07
18 INSTALL INSULATION 1 wk Fri 5/25/07 Fri 6/1/07
19 PAINTING 3 days Fri 6/1/07 Wed 6/6/07
20 CLEAN-UP 2 days Wed 6/6/07 Fri 6/8/07
21 OPERATING MANUALS 3 days Wed 1/17/07 Mon 1/22/07
22 TURNOVER TO OPERATIONS0 days Fri 5/25/07 Fri 5/25/07
1/1
5/25
12/17 12/31 1/14 1/28 2/11 2/25 3/11 3/25 4/8 4/22 5/6 5/20 6/3 6/17December January February March April May June
PESSIMISTIC GANNT CHART
LATEST ANTICPATED END DATEID Task Name Pes Dur Pes Start Pes Finish
1 DECISION TO INSTALL TANK 0 days Mon 1/1/07 Mon 1/1/07
2 DESIGN TANK 3.2 wks Mon 1/1/07 Mon 1/22/07
3 REQUEST BIDS 4.5 wks Tue 1/23/07 Thu 2/22/07
4 AWARD 2.5 wks Thu 2/22/07 Mon 3/12/07
5 FABRICATE TANK 14 wks Tue 3/13/07 Mon 6/18/07
6 TEST TANK 4 days Tue 6/19/07 Fri 6/22/07
7 SHIP TANK TO SITE 3 days Mon 6/25/07 Wed 6/27/07
8 CLEAR SITE 4 days Tue 1/23/07 Fri 1/26/07
9 INSTALL FOUNDATIONS & UNDERGROUND4.5 wks Tue 3/13/07 Thu 4/12/07
10 INSTALL SUPPORT STEEL 1.4 wks Thu 4/12/07 Mon 4/23/07
11 INSTALL TANK 1.2 wks Thu 6/28/07 Thu 7/5/07
12 INSTALL ACCESS PLATFORMS 5 days Fri 7/6/07 Thu 7/12/07
13 INSTALL PIPING 5 days Fri 7/6/07 Thu 7/12/07
14 TEST PIPING 3 days Fri 7/13/07 Tue 7/17/07
15 INSTALL INSTRUMENTATION 1.4 wks Fri 7/13/07 Mon 7/23/07
16 TEST INSTRUMENTATION 3 days Tue 7/24/07 Thu 7/26/07
17 INITIAL OPERATION 7 days Fri 7/27/07 Mon 8/6/07
18 INSTALL INSULATION 2 wks Tue 8/7/07 Mon 8/20/07
19 PAINTING 2 wks Tue 8/21/07 Mon 9/3/07
20 CLEAN-UP 1 wk Tue 9/4/07 Mon 9/10/07
21 OPERATING MANUALS 6 wks Tue 1/23/07 Mon 3/5/07
22 TURNOVER TO OPERATIONS 0 days Mon 8/6/07 Mon 8/6/07
1/1
8/6
12/17 12/31 1/14 1/28 2/11 2/25 3/11 3/25 4/8 4/22 5/6 5/20 6/3 6/17 7/1 7/15 7/29 8/12 8/26 9/9 9/23December January February March April May June July August September
USE OF SCHEDULE FOR OPTIMIZATION
CRASHING A PROJECT• ADDING RESOURCES TO SHORTEN
PROJECT DURATION
• MUST BE APPLIED TO CRITICAL PATH ACTIVITIES
• MAY RESULT IN A SWITCH IN CRITICAL PATH ACTIVITIES
RESOURCE LEVELING• AVOID MOBILIZATION/DEMOBILIZATION
COSTS