12/17/2018

Outline
• Plan Scope Management
Planning – Collect Project Requirements
– Define Scope
Projects – Create Work Breakdown Structure (WBS)
• Plan Schedule Management
– Purpose of Project Schedules
– History
Engr. Nico E. Funa – Limitations and Creation
CE168P – Construction Methods and Project Management
1 2

Outline Plan Scope Management

• Plan Schedule Management (cont.) • The process of creating a scope management
– Define Activities
plan that documents how the project scope
– Sequence Activities
• Predecessor and Successor will be defined, validated and controlled.
• Leads and Lags
• Dependencies
• Collect Project Requirements
– Estimate Activity Durations • Define Scope
– Develop Project Schedules
• Forward and Backward Passes • Create Work Breakdown Structure (WBS)
• Critical Path and Float
– Uncertainty in Project Schedules
– Gantt Chart
3 4

Collect Project
Define Scope
Requirements
• The process of defining, documenting and • The process of developing a detailed
managing stakeholder needs and description of the project and the product.
requirements to meet project objectives. • Product Scope
1. Ensure that the project team is absolutely • Project Scope
clear on the project objectives.
2. Gather input from various stakeholders of
the project.

5 6

1
 12/17/2018

Define Scope Define Scope

• Product Scope • Product Scope
– Features and functions that characterize a – Deliverables
product, service or result
– What the team will deliver at the end of the
– The outputs that the project team will deliver to
project and what they need to deliver along the
the owner.
way to ensure success.
• Project Scope
• Project Scope
– The work performed to deliver a product, service
or result with the specified features and functions. – Project Work Statement
– The work that the project team need to perform – What work needs to be accomplished to create
to create the project’s output. the deliverables.
7 8

Define Scope Define Scope

• Importance: 1. List Deliverables and Acceptance Criteria.
– All other planning is based upon the established 2. Establish Project Boundaries
product and project scope.
– It is impossible to estimate project cost, duration,
assign resources, analyze risks and define quality
standards without first understanding what work
the project includes.

9 10

Work Breakdown Structure Work Breakdown Structure

• A tool project teams use to progressively • Importance:
divide the deliverables into smaller and – It provides a pictorial representation of all project
smaller pieces. deliverables.
1. List Deliverable – By using a systematic process for creating the
WBS, it is ensured that the project team
2. Ask “What are the components of this remembers all deliverables that need to be
deliverable?” created.
– Deliverables that are not planned, but need to be,
often add to schedule delays and cost overruns.

11 12

2
 12/17/2018

Work Breakdown Structure Work Breakdown Structure

• Importance: (cont.) • Work Packages
– WBS is easily modified since changes usually occur – The work defined at the lowest level of the WBS.
in projects. – It is the level at which:
– Can help pinpoint where and why a problem • Work activities can be defined
occurred. • duration can be calculated
– Helps keep other deliverables on schedule and • Resources may be assigned
isolate the problem, while it is being fixed.

13 14

Plan Schedule Management Plan Schedule Management

• The process of establishing the policies, • Activities – a distinct, scheduled portion of
procedures and documentation for planning, work performed during the course of the
developing, managing, executing and project.
controlling the project schedule.
– Clear starting and end points
• Once a project is scheduled, the budget can
– Tangible output (Verifiable)
be formulated, resource needs can be
identified and assigned, risks can be identified – Cost and schedule can be estimated
and plans for dealing them and quality
management plan can be created.

15 16

Purpose Purpose
• A Construction Schedule answers the • A Construction Schedule answers the
following questions: following questions: (cont.)
– When will the project be completed? – Can a key worker take a week of vacation the first
week of March?
– What s the earliest date a particular activity can
– Which resource is a bottleneck, which limits the
start and when will it end? speed of project completion?
– What activity must begin before which activities – If the owner is willing to spend an extra P500,000,
can take place? how much faster can the project be completed?
– What would happen if a delivery of a material is 1 – What activities must have been completed by
week late? today?

17 18

3
 12/17/2018

History History
• 1950s • PERT
– Networks representing the activities were – 3 time estimate (optimistic, most likely,
developed and schedules were calculated. pessimistic)
– Program Evaluation Review Technique (PERT) – Developed by Navy’s Special Program Office
– Critical Path Method (CPM) – For projects with considerable uncertainty
• Two methods of displaying work activities:
– Activity on Arrow (AOA)
– Activity on Node (AON)

19 20

History Limitation
• CPM • Factors that limit how fast a project can be
– Single time estimate completed.
– Developed by Engineering Services of DuPont – Logical Order
– Focus was to understand the longest sequence of – Activity Duration
activities which determines how long the project – Resource Availability
would take – Imposed Dates
– Cash Flow

21 22

Creation Define Activities

• Creating a realistic schedule is an iterative • From Work Packages in the WBS, ask “What
process: activities must be completed to create each of
– Identify all activities the project deliverables?”
– Determine logical order • Ensure completeness to avoid project failure.
– Assign resources
– Estimate cost and durations
– Perform Adjustments

23 24

4
 12/17/2018

Define Activities Sequence Activities

• Milestone • Determine the logical order in which they can
– An important point in a project schedule that will be accomplished.
be used as a checkpoint to identify if the project is • What activity/ies can be started right away
progressing as per schedule.
and do not depend on any others?
– May be a completion of major deliverable, critical
activity or a merging point in the project schedule • What activities should or can follow?
where multiple activities need to be completed
before progress can continue.

25 26

Sequence Activities Sequence Activities

• Predecessor • Lead
– an activity that logically comes before a – The amount of time whereby a successor activity
dependent activity in a schedule. can be advanced with respect to the predecessor
• Successor activity.
– A dependent activity that logically comes after • Lag
another activity in a schedule. – The amount of time whereby a successor activity
is required to be delayed with respect to the
predecessor activity.

27 28

Sequence Activities Sequence Activities

• Activity Relationships/ Dependencies • Activity Relationships/ Dependencies
– Finish-to-Start – Start-to-Start
• A logical relationship in which a successor activity • A logical relationship in which a successor activity
cannot start until a predecessor activity has finished. cannot start until a predecessor activity has started.
– Finish-to-Finish – Start-to-Finish
• A logical relationship in which a successor activity • A logical relationship in which a successor activity
cannot finish until a predecessor activity has finished. cannot finish until a predecessor activity has started.

29 30

5
 12/17/2018

Estimate Activity Durations Develop Project Schedules

• Duration • Forward Pass
– Is the total number of work periods required to – A critical path method technique for calculating
complete a scheduled activity, usually expressed the early start and early finish dates of each
in workdays or workweeks. activity by working forward through the schedule.
• The length of time to perform an activity is
often dependent upon who/ what will do the
work.

31 32

Develop Project Schedules Develop Project Schedules

• Early Start (ES) • Calculation
– The earliest possible time on which uncompleted – ES + Duration = EF
portions of a schedule activity can start.
• Early Finish (EF) • Analysis
– The earliest possible time on which uncompleted – If activity has various predecessors, select the
portions of a scheduled activity can finish. latest time of early finish as the early start of the
activity.

33 34

Develop Project Schedules Develop Project Schedules

• Backward Pass • Late Start (LS)
– A critical path method technique for calculating – The latest possible time on which uncompleted
the late start and late finish dates of each activity portions of a schedule activity can start.
by working backward through the schedule. • Late Finish (LF)
– The latest possible time on which uncompleted
portions of a scheduled activity can finish.

35 36

6
 12/17/2018

Develop Project Schedules Develop Project Schedules

• Calculation • Float
– LF - Duration = LS – The amount of time a scheduled activity may be
delayed or extended without affecting its
successor or the project finish date.
• Analysis – Float = ES-LS or EF-LF
– If activity has more than one (1) successor, select • Critical Path
the soonest time of late start as the late finish of – The sequence of activities that represents the
the activity. longest path through the project schedule which
determines the shortest possible duration.
– Critical Path = Activities with 0 Float
37 38