© 2001-2008, all rights reserved, douglas d. gransberg 1 project management & controls douglas...

© 2001-2008, All rights reserved, Douglas D. Gransberg 1

Project Management & Controls

Douglas D. Gransberg, Ph.D., P.E., C.C.E.

Work Breakdown Structure


Organizing for Project Management

• Internal Organization– PM controlled– Project-oriented

• External organization– Hierarchy above PM– Report-oriented

• Client Interface– Marketing– Legal


Organizational Structures

• Customer: by client requirement– Government– Commercial

• Territorial: by geographic location– Domestic– International– Southwestern


Internal Organization

• Positions– Estimator– Scheduler– Field

• Responsibilities– Budget– Schedule– Production

• Integrator: The Project Work Breakdown Structure


Example Organization 1

Organizational Chart by Functions

Concrete Steel

Structural

Design

Testing Foundations

Geotechnical

Design

Hydraulics Hydrology

Hydraulic

Design

Project Manager


Example Organization 2O

verh

ead

Organizational Chart by Project Teams

Pro

duct

ion

Structures Geotech Hydro

Project

Team #1


Project

Team #2


Project

Team #3

Project

Manager


Project Work Breakdown Structures

“ …. a schematic presentation of the disaggregation-integration process .. to execute the project.” Shtub, et al, 1994

• Disaggregation: break down to finite components of work [Work Packages]

• Integration: allocate resources– Assign responsibility– Schedule


Work Breakdown Structure

• Functional - breakdown by location/space & activity/function

• System - breakdown by building assemblies/systems

• Component - breakdown by materials• Activity - breakdown by tasks (verb + noun)• Cost - breakdown by cost categories


WBS for Wood Frame HouseFunctional

Sitework Master BedroomEntry Bedroom #1Living Room Bedroom #2Family Room Bedroom #3Kitchen HallBathroom #1 Heater SpaceBathroom #2 Utility Room


CSIGeneral ConditionsSite WorkConcreteMasonrySteelWoods & PlasticsThermal & MoistDoors WindowsFinishesSpecialtiesEquipmentHVACElectrical

WBS for Wood Frame HouseSystems

UniformatFoundationSubstructureSuperstructureExterior ClosureRoofingInterior ConstructionMechanicalElectricalGeneral ConditionsSpecialtiesSite Work


Clear SiteBuilding LayoutForm/Pour FootingsPier MasonryWood Floor SystemRough Framing WallsRough Framing RoofDoors and WindowsExterior Wall BoardExterior InsulationRough PlumbingRough HVACRough ElectricalShingles

WBS for Wood Frame HouseComponent

Exterior SidingExterior Finish CarpentryHang DrywallFinish DrywallCabinetsExterior PaintInterior Finish CarpentryInterior PaintFinish PlumbingFinish HVACFinish ElectricalFlooringGrading & LandscapingPunch List


WBS Components

• Objective : THE PRODUCT• Deliverables• Schedules• Budgets• Performance measures• Responsibilities


Work Package

• Defined element of work– Series of activities– Result is a deliverable or major component of a

deliverable– Milestone on schedule

• Assigned responsibility• Scheduled start & finish• Budget


Work Package Definition

• Logical• Contribute to:

– Deliverable– Milestone

• Single responsibility• Budget controlled by responsibility


Work Breakdown StructureTotal Project

Subproject A Subproject B Subproject C

Unit A Unit B Unit C

Area A Area B Area C

Account A Account B Account C

Work Package

A

Work Package

B

Work Package

C

Activity A Activity C Activity D Activity EActivity B6

5

4

3

2

1

0


WBS Format

- A c tivity A- A c tivity B- A c tivity C

- A c tivity D- A c tivity E- A C tivity F

- A c tivity X- A c tivity Y- A c tivity Z

W ork P ackag e # 1 W ork P ackag e # 2

F eatu re # 1

W ork P ackag e # 1 4

F eatu re # 2

S u b ob jec tive # 1

W ork P ackag e # 2 1

F eatu re # 3

S u b ob jec tive # 2

W ork P ackag e # n

F eatu re # n

S u b ob jec tive # n

O B JE C TIV ELevel 1: Project

Level 2: Area

Level 3: Organization

Level 4: Work

Level 5: Schedule


WBS Development Example

Project: Design & Build Tool Shed w/bathroomDeliverables:

- Real Estate- Septic Permit- Building Permit- Design- Building- Sidewalk


Work Breakdown StructureWork Breakdown Structure

Find Land Foundation

Structure

Finishes

Earthwork

Structure

Septic

Building

Walk

Get Loan

Purchase

Tests Application

PermitApplication

Permit

Organization

Work Packages

Activities

Project


CA1

CA2

CA4

CA3

CA5

Integrating the WBS with the Organization

CA Deliverables

CA1: Foundation Plans

CA2: Reactions @Foundation

CA3: Structural Plans

CA4: Arch Details to Structural Plans

CA5: Finish Plans


Integrated Take-off

• Estimator– Quantities– Production Rates– Crew Sizes– Mark-ups– Bid

• Scheduler– Activities– Durations– Resources– Budget– Schedule of Values


Activity Take-off

• Types of Activities– Production: consume time, resource, cost

• Erect structural steel

– Administrative: consume time,cost in overhead• Review and approve shop drawings

– Logistic: consume time, cost in associated production activity.

• Order and ship structurual steel


Activity Take-off

• Initial take-off should be uncontrained• Estimate the duration of each activity

– Duration @ level of management– Use person-hours only if you intend to influence

the actions of every person every hour of the work day

• Establish relationships between activities


Activity Take-off

• Allocate resources to each activity– Duration reflects assumed level of resource– Introduce resource constraints

• Types of Resources– Personnel– Equipment– Space


Timing

• Pre-award (bid preparation)– Conceptual schedule– Detailed cost estimate

• Post-award– Detailed Schedule– Revised estimate for alternates, final subs, and

correct errors.– Must match exactly with cost control system.


Pre-award Scheduling Concerns

• Can project be completed by specified contract completion date?

• If not, which activities are the most efficient to crash?

• What is the cost of accelerated work?• What administrative/logistic activities are

on the critical path? Cost to expedite?• What are the critical resources and can

they be leveled?


Post-award Scheduling Concerns• What impact to alternates have on original

plan?• How do errors and omissions in bid impact the

original project plan?• Upon final sub selection, can actual subs meet

as-bid schedule?• At what rate should the project earn value?• Does project cash flow match financing

assumptions?


Matching Elements

• From the WBS, the following MUST match between the estimate and the schedule:– Activity code numbers– Activity budgets– Activity resource allocation– Completion dates and milestones– Estimated Cost + Profit = Schedule of Values– Pay estimate cash flow projection


Schedule

• Use of scheduling software to solve project network

• Convert to bar chart for easy manipulation and communication of schedule information

• Load with activity resource requirements• Identify resource shortfalls


Identify resource shortfalls

• Integrate resource requirements with scheduled activity completions

• Mark maximum resource capacities• Reschedule to eliminate shortfalls or obtain

additional resources for limited periods of time.


Identify resource shortfalls

0

1

2

3

4

5

6

7

JAN FEB MAR APR MAY JUN

Engineer(4)


Conclusions

• PM must ensure that Scheduler and Estimator communicate during bid preparation and after award.

• The best means to ensure estimate and schedule are coordinated is through development of a good WBS.

• Must do some scheduling during bid prep to identify time constraints for estimator.

© 2001-2008, all rights reserved, douglas d. gransberg 1 project management & controls douglas...

Documents

work level

responsibility slide

project level

budget slide

responsibility schedule

building sidewalk slide

gransberg13 work package

organization level