Mohammed Abdul Moiz FerozeB.E, PMP, CCP

Consultant Planning- Depots & StationsHyderabad Metro Rail Project

& Bharani DharanB.E

Asst. Manager - PlanningHyderabad Metro Rail Project

Advantages of Planning:.

1) A thorough plan contains multiple solutions

2) Maintaining an ongoing "to-do" list for your business

3) Each item you complete represents a success for you and your business

4) Use the information to make a more realistic estimate for that type of project in the future.

5) All members have the same guideline to follow when working so they are all on the same page

6) Better utilization of Resources

Influencing the future by making decisions based on missions, needs and objectives - Planning

Advantages of Scheduling:

1)Level of Information

2) Delay Analysis

3) Earned Value Analysis

4) SPI

5) CPI

6) BAC & ETC

Establish Start and finish dates – Activity, Phase, and Project- Scheduling

Monitor & Control

Project Phases:

1) Initiation2) Planning3) Execution4) Monitor & Control5) Closeout

Initiation Planning Execution Closeout

KNOWLEDGE AREA Initiation Planning Execution Monitor & Control

Closeout

PROJECT INITIATION PROJECT CHARTER

PROJ.MGMT PLAN

MANAGE MONITOR & CHANGE CNTRL

CLSOEPROJECT

PROJECT SCOPE REQT.SCOPE, WBS

CONTROL SCOPE

PROJECT TIME SCHEDULE CONTROL SCHEDULE

PROJECT COST COST BUDGET

CONTROL COST

PROJECT QUALITY PLAN QUALITY

PERFORM ASSURANCE

QUALITY CONTROL

PROJECT HUMAN RESOURCE HR PLAN TEAM BUILDING

PROJECT COMMUNICATION STAKE HOLDERS

PLAN COMMN

DISTRIBUTE INFORMATION

REPORT PERFORMANCE

PROJECT RISK PLAN RISK MONITOR RISK

PROJECT PROCUREMENT PLAN PROC CONDUT PROCUREMT

MONOTOR PROCUREMT

CLOSEPROCRMNT

ENTERPRISE / ORGANIZATION

PORTFOLIO 1 PORTFOLIO 2

PROGRAM 1 PROGRAM 2 PROGRAM 1 PROGRAM 2

PROJECT 1

PROJECT 2

PROJECT 3

PROJECT 4

Typical Enterprise Breakdown Structure

A . M . NAIK

SNS

M. V SATISH

CSL

Organization Breakdown Structure

CSL

V. MOORTHY RBK

HSPS SHUKLA CS CS Anand

JASONA.

KHAN SANJEEV PRABHAKAR

Resource Breakdown Structure

NAVYATA RAJA

Work Breakdown Structure: Decomposition of work into more manageable parts.

Triple Constraints:

1) Scope

1) Time

2) Cost

Scope Time Cost∞ ∞

Scope is the process of developing a detailed description of the project and product. (Two Methods of Decomposition).

We Cannot deliver our project, if we do not know what is to be delivered (Scope), by what time and what cost.

MIYAPUR DEPOT

BUILDINGS EXTERNAL WORKS

GUARD HOUSE ANNEX EARTH

WORKS SUB-SRFACE

ENGG PROC. CONS T&C

Work Breakdown Structure (WBS)

GFC DWG-10

GFC DWG-MEP- 5

GFC DWG ARCH - 5

CIVIL 5000

MEP 5000

BMS 1

CHILLER 4

PUMPS 5

EXCV 2000FOUND 40

COLUMN 40SLAB 1500

BLOCK 1600PLSTR 3200PAINT 3200DOORS 20

WINDOW 12LIGHT 60

CHILLER 4PUMPS 5

BMS 1

PUMPS 5

CHILLER 4

BMS 1

Work package

Method of Planning:

Software's : Primavera, MSP, TILOS, EXCEL, Power Point Presentation

Tools:Earned value Management, Forecasting, To-completeperformance index (TCPI), Performance reviews, Reserve analysis

Skills: Business Acumen, Communication, Leadership, Problem Solving

LABOR (MEN & MACHINES)

DIRECT INDIRECT

FIXED VARIABLE(80%) FIXED VARIABLE

PRIMAVERA: LABOUR, NON-LABOUR, MATERIAL

MSP: WORK, MATERIAL, COST

OTHERS: SKILLED, SEMI SKILLED, UN-SKILLED

Construction Work Flow: Activity Based CostingDivision 01 — General RequirementsDivision 02 — Site ConstructionDivision 03 — ConcreteDivision 04 — MasonryDivision 05 — MetalsDivision 06 — Wood and PlasticsDivision 07 — Thermal and Moisture ProtectionDivision 08 — Doors and WindowsDivision 09 — FinishesDivision 10 — SpecialtiesDivision 11 — EquipmentDivision 12 — FurnishingsDivision 13 — Special ConstructionDivision 14 — Conveying SystemsDivision 15 — MechanicalDivision 16 — Electrical

These are used for BOQ preparation & Accounting People:

Sno. Description Unit Qty cost Amount

HM-DP-01-01-00 General Requirements Lot 1 6,30,000 6,30,000.00

HM-DP-01-02-00 Site Construction Lot 1 5,70,000 5,70,000.00

HM-DP-01-03-00 Concrete Lot 1 3,50,00,000 3,50,00,000.00

HM-DP-01-04-00 Masonry Lot 1 2,30,000 2,30,000.00

HM-DP-01-08-00 Doors and Windows Lot 1 2,80,000 2,80,000.00

HM-DP-01-09-00 Finishes Lot 1 33,00,000 33,00,000.00

HM-DP-01-15-00 Mechanical Lot 1 26,00,000 26,00,000.00

HM-DP-01-16-00 Electrical Lot 1 33,00,000 33,00,000.00

TOTAL 4,59,10,000.00

Typical BOQ Preparation:

HM-DP-01-09-00 Finishes LOT Qty Cost 33,00,000.00

HM-DP-01-09-01Matt Finished Vitrified Tiles (598mm x 598mmx 9mm SQM 6500 360 23,40,000.00

HM-DP-01-09-02

Matt Finished Vitrified Tiles for Concourse Level Toilet (Male, Female & Physically Handicapped) SQM 700 600 4,20,000.00

HM-DP-01-09-03 Vitrified Tiles for Dado SQM 750 700 5,25,000.00

HM-DP-01-09-04 Vitrified Tiles SQM 30 500 5,000.00

Typical Finishes BOQ Items:

ID DESCRIPTION GANTT CHART / BAR CHART

TYPICAL PRIMAVERA BAR CHART

Item 01-Jan-1408-Jan-14 15-Jan-14 22-Jan-14 29-Jan-14 05-Feb-14 12-Feb-14 19-Feb-14 26-Feb-1405-Mar-14 12-Mar-14 19-Mar-1426-Mar-1402-Apr-1409-Apr-14

Excavation

PCC

Form Work

Rebar

Concrete

Dismantle FM

Wall Planning by Henry Gantt:

Flow of Work: Water Fall Method

The waterfall model is a sequential process, in which progress is seen as flowing steadily downwards (like a waterfall) through the phases of Conception, Initiation, Analysis, Design, Construction, Testing, Production/Implementation and Maintenance.

Network Diagram: Activity on Node and Activity on Arrow:

CPM, PERT & CCM:

CPM: The Shortest Duration to complete a project in a Networking Path. The critical path is the path where the float is zero. Developed by Dupont and Remington Rand in the 1950’s to manage plant maintenance projects

PERT: Progress Evaluation Review Technique: 3 Point Analysis Estimation (Triangular Distribution). Developed by Frederick Taylor and Henry Ford in the 1950’s to manage Polaris Submarine System.

CCM: Critical Chain Method proposed by Eliyahu Goldratt in his book Goal.

Precedence Diagramming Method (PDM): With advancement of PERT & CPM the network logic diagramming was developed.

a 10

ES EF

LS LF

b 22

ES EF

LS LF

c 6

ES EF

LS LF

e 25ES EF

LS LF

d 8

ES EF

LS LF

f 25ES EF

LS LF

g 12ES EF

LS LF

h 14ES EF

LS LF

i 16ES EF

LS LF

j 6ES EF

LS LF

k 7ES EF

LS LF

L 10ES EF

LS LF

m 5ES EF

LS LF

a 10

1 10

LS LF

b 22

11 32

LS LF

c 6

33 38

LS LF

e 2511 35

LS LF

d 8

39 46

LS LF

f 2536 60

LS LF

g 1261 72

LS LF

h 1473 86

LS LF

i 1611 27

LS LF

j 628 33

LS LF

k 734 40

LS LF

L 1041 50

LS LF

m 5

475186

525591

LS LFForward Pass

A+b+c+d+m a+e+f+g+h+m a+i+j+k+l+m

a 10

1 10

1 10

b 22

11 32

51 72

c 6

33 38

73 78

e 2511 35

11 35

d 8

39 46

79 86

f 2536 60

36 60

g 1261 72

61 72

h 1473 86

73 86

i 1611 27

47 63

j 628 33

64 69

k 734 40

70 76

L 1041 50

77 86

m 5

87 91

LS LFBackward Pass

m+d+c+b+a m+h+g+f+e+a m+l+k+j+i+a

Scheduling in 5 steps:

1) Identify Activities2) Establish Relationships3) Identify Resources4) Establish Duration5) Schedule

Identify Activities comes from Work PackageRelationships : FS, SS, FF, SF along with Lags & Leads

Resources Comes from Enterprise

Establish Duration from Productivity Norms

Schedule : F9

Activity Qty. Unit Crew Productivity Duration Mandays Manhours @ 10 hrs per day Unit Rate hr/cumExcavation 10000 CUM 10 500 20 200 2000 0.2

8 Labor qty/prod crew x 1600 lab2 Machine duration 400 machine

Level 1 Schedule Executive Summary, also called a Project Master Schedule (PMS).Level 2 Schedule Management Summary, also called a Summary Master Schedule (SMS).Level 3 Schedule Project Coordination Schedule (PCS) also called a Publication Schedule.Level 4 Schedule Execution Schedule, also called a Project Working Level Schedule.Level 5 Schedule Detail Schedule. The further breakdown of the activities of a Level 4 Schedule.

Level of Schedule:

Progress Measurement: There are 6 Types of Progress measurement:

Units Method

Supervisory Method

Start – Finish Method

Cost Factor Method

Incremental Method

Weight Factor Method

Establishing Weights:Contribution Factor Method

Description of Sub-System Cost in Crs

Duration - Total No of Weeks

Level of Effort (Scale of 5)

Criticality (Scale of 5)

Risk factor (Scale of 5) Percentage Round Figure

ENGINEERING 12.00 30.00 3.00 3.00 5.00 9.16% 9.00%PROCUREMENT 60.00 40.00 5.00 5.00 5.00 25.10% 25.00%CONSTRUCTION 159.00 80.00 5.00 5.00 5.00 55.74% 56.00%TESTING & COMM. 15.00 12.00 5.00 5.00 3.00 10.01% 10.00%Total 246.00 162.00 18.00 18.00 18.00Weitage Factor 70% 10% 5% 10% 5% 100.00% 100.00%

Cost 70%

Duration 10%

Manhours (LOE) 5%

Criticality 10%

Risk Factor 5%

LEVEL 1

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

-

100

200

300

400

500

600

700

800

900

Apr

-12

Jun-

12

Aug

-12

Oct

-12

Dec

-12

Feb-

13

Apr

-13

Jun-

13

Aug

-13

Oct

-13

Dec

-13

Feb-

14

Apr

-14

Jun-

14

Aug

-14

Oct

-14

Dec

-14

Feb-

15

Apr

-15

Jun-

15

Aug

-15

Oct

-15

Dec

-15

Feb-

16

Apr

-16

Jun-

16

CASTING Vs ERECTION - PLAN Vs ACTUAL- Month WisePlan Progress(Casting)Actual Progress(Casting)Casting Progress(Cum)Casting Actual(Cum)Erection Progress(Cum)

GENERAL, -2.48%

ENGINEERING, -0.95%

PROCUREMENT, -13.17%

CONSTRUCTION, -19.23%

T&C, -1.47%

Overall Variance Analysis

Difference in Primavera V/S MSP

Item Primavera MSP

Baseline Multiple 11

User Access Multiple Single

Issues & Risk Available Not Included

Web Support Yes. Html can bemade

Not Included

Steps Available Not Included

Custom Fields No Arithmetic Can define

Columns 200 or more 40

Multiple Projects Yes No

WBS Available Indent

Duration Types

Fixed Units/Time

Fixed Duration and Units/Time

Fixed Units

Duration x Units/Time = Duration

Fixed Duration and Units

if your organization is more concerned about coming in on the schedule date and within the costs (which are usually associated with the units), you would select Fixed Durations and Units. If your organization is concerned with levelling resources and you assign resources specific hours per day on activities, you would select Fixed Units/Time.

Activity Types

Finish MilestoneLevel of Effort Resource Dependent Start Milestone Task Dependent WBS Summary

Task Dependent: These Activity Types have a duration and will only calculate the duration using the assigned calendar even when one or more resources are assigned to an activity.

Resource Dependent: These Activity Types have a duration and will calculate the duration only using the calendar assigned to the activity when NO resources are assigned to the activity.

The Activity % Complete Field

Duration % Complete =

Original or Planned Duration – Remaining Duration = Percent Complete

Physical % Complete

Units % Complete

Import & Export

Database

License

Convertors

User Preference

View

Project

Baselines

Enterprise

Tools

Admin

Help

End