PROJECT SCHEDULING
AND MONITORING
Role of Project Management
starts
When
Project is sanctioned
Clearance like TEC, PIB, Environment, Forest,
CCEA etc are obtained
Land is acquired
Contracts are awarded
Staff is posted
Infrastructure development in process
Logistics are to be developed
All PPAs with beneficiaries is signed
All queries identified & established, disposed area
Difficulties for Hydro
Projects
Are remotely located and to be developed against
the nature
Manpower & machinery not available locally
Political interference
Non-availability of infrastructure and logistics
Always have to face local resistance
Environmental issues
Geological uncertainties
All adverse conditions to start a Hydro Project like
health , education etc
Growing resistance from NGOs
Failing to plan is planning to
fail
by J. Hinze, Construction Planning and Scheduling
Planning:
what is going to be done, how, where, by whom,
and when
effective monitoring is required to control the complex
projects
Project Management - Activities
Project planning
Project scheduling
Risk management
Contract management
Cost management
CSR/ Law and Order problems
Project Monitoring/ MIS and Reports
Project planning
Probably
the
most
management activity.
time-consuming
project
Continuous activity from initial concept through
to system delivery. Plans must be regularly revised as
new information/ resources becomes available.
Various different types of plans are to be developed to
ensure project completion within schedule and budget.
The project plan
The project plan sets out:
The resources available to the project;
The work breakdown;
A schedule for the work.
Once you plan your work,
you must work your plan
by J. Hinze, Construction Planning and Scheduling
Planning and Scheduling occurs:
AFTER you have decided how to do the work
The first idea is not always the best idea.
Requires discipline to work the plan
But need to monitor and track
only then, is a schedule an effective management
tool
as-built schedules
Its about time
by J. Hinze, Construction Planning and Scheduling
Scheduling:
what will be done, and who will be working
relative timing of tasks & time frames
a concise description of the plan
Project scheduling
Scheduling is a modern day tool as the
evolution of scheduling closely tracked the
development of computers
With the powerful software available like
Primavera etc, we are able to generate the
realistic schedules by defining the interrelated
activities
Project scheduling
Split project into tasks and estimate time and
resources required to complete each task.
Organize tasks concurrently to make optimal
use of workforce.
Minimize task dependencies to avoid delays
caused by one task waiting for another to
complete.
Dependent on project managers intuition and
experience.
L1 SCHEDULE
L1- schedule comprise key events or major
milestones selected as a result of
coordination between client and contractor.
It does represent in the format of list,
summary schedule or in the form of Bar
chart.
L2 SCHEDULE
L2 -Schedule comprise of Critical network
activities
and
other
senior
project
management selected activities with mainly
there ES and EF dates. L2 schedule
provides integral plan of the Project
activities for Project management.
L3 SCHEDULE
L3- Schedule shows lowest level of details
necessary to complete the project through Job
Completion and also to finalize remaining
requirements for the total project.
Bar charts and activity
networks
Graphical notations used to illustrate the project
schedule.
Show project breakdown into tasks. Tasks should
not be too small. They should take about a week or
two.
Activity charts show task dependencies and the
critical path.
Bar charts show schedule against calendar time.
The Work Break Down Structure
(WBS)
An organizational tool for complex projects
A first step in creating a schedule
Useful for defining the Scope of Work
Consists of:
Subdividing activities into smaller & smaller
portions
Scheduling
Bar Charts (Gantt Charts)
length of bar = tasks duration
precedence relationships difficult to show
precedence = the sequencing relationship between tasks
Scheduling
Network Diagrams
Critical Path Method (CPM)
w/in construction - most important
Program Evaluation and Review Technique (PERT)
like a generalized CPM
assumes that an activitys duration cannot be precisely
determined
takes most likely, optimistic, pessimistic estimates
computes an expected duration/activity and expected project duration
Critical Path Method (CPM)
Identifies those chains of activities (critical
paths) that control how long a project will take.
Critical path may change from time to time
depending upon the progress of the activities.
Some CPM Terms
Float = the amount of time an activity can be delayed
without delaying the project
Critical = activities with no float; these activities can not be
delayed w/o extending project duration
Contingency = include a time allowance to account for time
slippage & other delays
Slippage = difference between actual and scheduled
progress
