134 work break break down structure

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[email protected] htt://www.construction-productivity.co.uk WORK BREAK DOWN WORK BREAK DOWN STRUCTURE (WBS) STRUCTURE (WBS)

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Page 1: 134 work break break down structure

[email protected]://www.construction-productivity.co.uk

WORK BREAK DOWN WORK BREAK DOWN STRUCTURE (WBS)STRUCTURE (WBS)

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WORK BRAEK DOWN STRUCTURE (WBS)

A technique by which the work of a project is divided and sub divided for management, and control purposes.

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WORK BRAEK DOWN STRUCTURE (WBS)

The work is developed through successive increasing levels of details.

Advantage • work delegated into coherent packages• work defined at appropriate levels of detail

for cost control

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WORK BRAEK DOWN STRUCTURE (WBS)

• work defined at appropriate levels of detail for nesting plans i.e. rolling wave of program.

• Variances can be measured between Planned and Actual.

• The work packages are more stable than long chains of discontinuous work activities.

• As a result risk is more contained and measured more accurately.

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WORK BRAEK DOWN STRUCTURE (WBS)

• successive levels of detail may be evolved• the project sponsor may call for reports

from the Project manager based on the work content at Level 1, 2 and sometimes at Level 3,

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WORK BRAEK DOWN STRUCTURE (WBS)

• the Project Manger may call for Reports from Project Contributors based on work content at Level 3, 4 and 5,

• the contractor’s Construction Management Team also may ask for report from Site Engineers at Level 5 and below Level 5,

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WORK BRAEK DOWN STRUCTURE (WBS)

• Different Levels Breakdown and Work Package require different Project Contributors with different Responsibilities.

• The flow is from Left to Right.

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WORK BRAEK DOWN STRUCTURE (WBS)

• successively at each Level, may be made to mirror the timing of the work;

• and facilities a Rolling Wave or Nested Programme;

• from project level down to the lowest task orientated package level.

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WORK BRAEK DOWN STRUCTURE (WBS)

• each work package can be identified with a unique cost code;

• and Actual and Planned Cost variances compared;

• each work package can be fully described, for example:

• Content;• what is included and what is excluded in a

package statement.

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• WBS (Food Process Factory)-Level 1

Project Definition/Scope

Management Site Procurement

Outline Design & State Approval

Detail Design & Costing

Procurement And Construction

Commision & Handover

Left to right

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WORK BRAEK DOWN STRUCTURE (WBS) Procurement&

Construction

Bill of Quantity

Tender & Negotiation

Work on Site

Management Fees

LEFT TO RIGHT

WBS (Food Process Factory)-Level 3

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WORK BRAEK DOWN STRUCTURE (WBS)

Work on Site

Preliminary Works

Sub-structure

Super- structure

Claddind & Envelope

External Work

Internal Work

WBS (Food Process Factory)-Level 4 and 5

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WORK BRAEK DOWN STRUCTURE (WBS)

Work on Site

Total cost £1, 900, 250.00

Preliminary Works £105.000.00

Sub-structure £270.00

Super- Structure £

Claddind & Envelope £

External Work £

Internal Work £

Site Clearance £

Piling £

Foundations £

Drainage £

Floor slab £

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WORK BRAEK DOWN STRUCTURE (WBS)

Project Mgmt

Prelim Design

1.1.1

Title I Design

1.1.2

Final Design

1.1.3

Design

1.1

Procurement

1.2

Construction

1.3 1.4

ACME Project X

1.0

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Resource allocation

Project Mgmt

Prelim Design

1.1.1

Title I Design

1.1.2

Final Design

1.1.3

Design

1.1

Procurement

1.2

Construction

1.3 1.4

ACME Project X

1.0

Preliminary Design 1.1.1 Jan Feb Mar Apr May

1.1.1.1 Define Specifications & Req.

1.1.1.2 Develop Preliminary Design

1.1.1.3 Review Preliminary Design

1.1.1.4 Incorporate Comments

1.1.1.5 Preliminary Design Complete

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Resource allocation

Project Mgmt

Prelim Design

1.1.1

Title I Design

1.1.2

Final Design

1.1.3

Design

1.1

Procurement

1.2

Construction

1.3 1.4

ACME Project X

1.0

Preliminary Design 1.1.1 Hours Jan Feb Mar Apr May

1.1.1.1 Define Specifications & Req. 1,500 1,000

1.1.1.2 Develop Preliminary Design 2,000 2,000

1.1.1.3 Review Preliminary Design 500 500

1.1.1.4 Incorporate Comments 320 320

1.1.1.5 Preliminary Design Complete 1,000

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Resource allocation for each activity

Project Mgmt

Prelim Design

1.1.1

Title I Design

1.1.2

Final Design

1.1.3

Design

1.1

Procurement

1.2

Construction

1.3 1.4

ACME Project X

1.0

Preliminary Design 1.1.1 Hours Jan Feb Mar Apr May

1.1.1.1 Define Specifications & Req.1,500 1,000

1.1.1.2 Develop Preliminary Design2,000 2,000

1.1.1.3 Review Preliminary Design500 500

1.1.1.4 Incorporate Comments320 320

1.1.1.5 Preliminary Design Complete1,000

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Resource allocationACME Housing Corporation

1

House BuildingProject

1.1

Concrete1.1.1

Framing1.1.2

Plumbing1.1.3

Electrical1.1.4

Interior1.1.5

Roofing1.1.6

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Resource allocation-after WBSACME Housing Corporation

1

House BuildingProject

1.1

Concrete1.1.1

Pour Foundation1.1.1.1

Install Patio1.1.1.2

Stairway1.1.1.3

Framing1.1.2

Frame ExteriorWalls1.1.2.1

Frame InteriorWalls1.1.2.2

Install RoofingTrusses1.1.2.3

Plumbing1.1.3

Install WaterLines

1.1.3.1

Install Gas Lines1.1.3.2

Install B/KFixtures1.1.3.3

Electrical1.1.4

Install Wiring1.1.4.1

Install Outlets/Switches1.1.4.2

Install Fixtures1.1.4.3

Interior1.1.5

Install Drywall1.1.5.1

Install Carpets1.1.5.2

Install Painting1.1.5.3

Roofing1.1.6

Install Felt1.1.6.1

Install Shingles1.1.6.2

Install Vents1.1.6.3

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MILESTONE PROGRAMMING

• The Milestone programmes provide the ‘administrative level’ in the planning hierarchy.

• The activity programme provides the detailed ‘technical level’.

• It focused on goals and not on the method of reaching them.

• The Milestones and Objectives remain reasonably constant through out the project.

• Methods of reaching goals may change.

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MILESTONE PROGRAMMING

• Goal Directed Project Management (GDPM) is a powerful, pragmatic approach for gaining consensus from all stakeholders on the overall objectives of a business program or project.

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MILESTONE PROGRAMMING

• The approach is fully compatible with industry standards such as:

• PRINCE2• SUMMIT• V-Model or HERMES • It provides a single-page, top-level view of

the goals of the project (a milestone plan).

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DEVELOPING THE MILESTONE PROGRAMME

1-The planning team• The team responsible for ensuring

that the project objectives are met should be present to formulate the Milestone programme.

2-The result paths• The project Objectives and Scope are

set out in the project definition Document.

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MILESTONE PROGRAMMING

• The team considers at each level, the Primary Objectives such as:

• How will success be judged?• What are the critical factors to monitor?• What are Key Performance Indicators for

this project?

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DEVELOPING THE MILESTONE PROGRAMME

3-Milestones• The team actively generates ideas for the

like list of Milestones. • Each Milestone description should:• form a check point towards the final

objective,• describe a condition or state that the

project must occupy at various stages in order to reach it’s final objective,

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DEVELOPING THE MILESTONE PROGRAMME

• show a logical sequence towards the final objective;

• state what to achieve, and not how to achieve;

• focus on the goal;• state a specific outcome, such as,

approval of a report and who approve it;

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DEVELOPING THE MILESTONE PROGRAMME

• Also Milestone should:• be natural;• represent important decisions;• be controllable, either quantitively or

qualitatively;• be few in number (10 TO 20);• be at useful intervals(ie monthly);4- Drafting the Milestone Plan

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NESTED PROGRAMMING• The primary objectives of the project

are provided in the Level 1 Project Programme.

• Below The Work Breakdown Structure (WBS) most projects are capable of being split into a member of Stages or Phases (Work Packages).

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NESTED PROGRAMMING

• A milestoneplan may be produced for each of these phases.

• for example at Level 1-Reported at 20 max controlled Milestones.

• Or at Level-2- let us say 4 Stages –each Reported at 20 max controlled Milestones.

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NESTED PROGRAMMING

• At Level 3 and below, the influence of detail activities can make it difficult to develop meaningful Milestone Programme.

• At this level down on the WBS, it is normal to revert to activity programmes.

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NESTED PROGRAMMING• At the lowest activity and task levels,

Milestones occur along the path of networked activities (CPM) and are shown as ‘Flagging’ up on the network or Gantt chart.

• Some packages allow them to be fixed and generate ‘Supper Critical Paths’. (See Oxford Brookes University-Micro Planner).

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DEVELOPING THE MILESTONE PROGRAMME

Conclusion• The Milestone methods is purely a means of

monitoring and controlling progress towards the Projects Objectives at the highest level of WBS.

• It is useful where there is insufficient detailed information to produce meaningful accurate lower level Activities based programmes.

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Define Goals

Tchnological Communications

Cost

Latest Process plant

Latest Road Rail Package

Latest Hygiene Finishes

Latest Building Management System

Latest Computer Process System

Latest Robotics

Negociation And Completion of Rdad/Rail link to EU

To Cmply with Finacial and Strategic Plans

Example of Level 1- Factory Project

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Milestone Plan Company

Date Result Paths MilestonesTechnical Road&Rail Cost.

1

2

3

4

5

6

7

8

Project Start-The Client Instruct his/her Team.

When 3 separate Proposed Site areavailable.

Feasibility Study is complete.Project Manager Report accepted.The Client directs purchase of theland.

When Legal Contracts are drown up,Client Instruct Outline PlanApplication to be made.

When negotiation complete for Road,Rail link to the site. Outline PlanningPermission granted. All relevantAgreement are made. The Clientinstructs purchasing of land.

When Road/Rail Link Negotiationsare completed and Design is signedby the Client.

When Section 52 completed andagreed by Design Team and theClient.

When Purchase of the land iscomplete and the possession istaken by Client.

When Project Manger checks andreports on fee account and purchasecost, Client instruct Final ProjectDesign work to be completed.

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Milestone Plan Company

Date Result Paths MilestonesTechnical Road&Rail Cost.

2

1

3

4

5

6

7

8

9

10

11

12

13

14

1615

Project Start-Instruction BY theClient.

a)Outline planning consent awardedb) Client instruct outline designto proceed.

When all legal agreements placed andsite procured.

When THE Client approves OutlineDesign based on Planning Consent,commence Detail Design.

When the Client agrees with Cost Planfor Outline Design

When Detailed Planning Permissionis awarded

When the Client approves the DetailDesign

When Final Cost Plan agreed by theClient

When drawings straits andProcurement Process Plant Specialistsent out.When Bills of quantity are preparedand the client agrees to go to tenderWhen Road Links Connection arefully constructedWhen Tender Negotiations arecomplete and the winning Contractorin possession of the Site.When Construction complete.

When M&E work complete. WhenCommission Complete and acceptedby the QS.When Client occupation start.When Final Account Complete.