chapter 3 rafik

CHAPTER 3PROJECT CONTROL AND MONITORINGCC603: PROJECT MANAGEMENTMOHD RUSHDY BIN YAACOBRAFIKULLAH BIN DERAMAN POLISAS

Chapter 3 - Project Planning, Scheduling and Controlling

Chapter 3 - Project Planning, Scheduling and Controlling*


INTRODUCTION Mrs. Maria, your blood pressure is quite high. But. dont worry, I will ask my assistant to monitor the pressure hourly. And please take medicine that will given to you shortly to control your pressure. Said Dr Allan to Mrs. Maria.

*

INTRODUCTIONMonitoring and controlling processes are very important in our life. Monitoring involves determining what information to collect; how, when and who will collect the information; analysis of the info; and reporting current progress.However controlling in terms of a project is a process of comparing the actual performance with baseline performance and discerning any deviation. The project management team then deals with this deviation, analyses it, and suggests solutions to bring the schedule back on track, if possible. In simple words, it measures and evaluates the progress and performance of a project. *

Project Planning and Controlling

Objectives

To arrange the activities appropriatelyTo make a realistic time schedulingTo make a resources estimation and planningTo implement time and cost controllingTo ease the contract administration

*


Scheduling Techniques*Figure 4.2 Techniques of Project Planning, Scheduling and ControllingPlanning, SchedulingAnd controlling Techniques


Project Scheduling TechniquesBy chartsGantt chart or bar chart.Linked bar chart/ Modified Bar Chart

By net work TechniquesA-O-A (Activity on arrow)C.P.M (Critical path method)P.E.R.T (Programme evaluation Review Techniques)A-O-N (Activity on node)P.D.M (Precedence Diagramming method)

L.B.S (Line of balance system)14

Gantt Chart or Bar ChartBar Chart was developed by Henry Gantt in 1917It is a graphical representation of work activities Acts as planning-scheduling model and reporting-control modelThe length of bar represents duration of activity 15


*


Bar Charts*Figure 4.3 Techniques of Project Planning, Scheduling and Controlling

Simple graphicalEasy for general comprehensionWide spread used in industryMostly used in small projectFairly broad planning and scheduling tools, so they require less revision and updating than more sophisticated systems

Very cumbersome as the number of line activities, or bars increasesLogical interconnections and constraints of the various activities is not expressedDifficult to use it for forecasting the effects that changes in a particular activity will have on the overall scheduleADVANTAGESDISADVANTAGES


Advantages Gantt Chart or Bar ChartAbility to clearly and quickly present the states of project.To convey often to upper management, the over all status of a project.No extensive training is required to learn how to extract in formation from them.The period required for execution of each activity or operation can be observed.Up date progress of each activity.Resource aggregation.Lagging of activities can be noticed to manage work. 17


Limitation/ Disadvantages Gantt Chart or Bar ChartComplicated inter- dependencies of various item of work can not be depictedThe critical activities can not be shown by bar charts.Bars on chart do not show the actual progress because these only represent the time elapsed in a particular activity. Hence it is not possible to detect till the allotted is over and work remains in complete as the rate of progress is not shown separately.It is very difficult to find out the alternative courses of action they might be taken and effect of each on project completion is exercised in case of variation of the construction programme from the planned programme. The length and position can not be adjusted. 18


Sample of Bar Charts*Table 4.1 Bar Chart for Concrete Gravity-Arch DamOriginal ScheduleActual progress

NO.DESCRIPTIONMONTH123456789101Mobilization2Foundation Excavation3Diversion Stage 4Foundation Grouting5Dam Concrete6Install Outlet Gates7Install Trash Racks8Prestress9Radial Gates10Spillway Bridge11Curtain Grout12Dismantle Plant, Clean Up


Bar ChartsExample 3.1

A project consist of six activities that should be done in a period of time. Try to create a bar chart to ease the project planning and scheduling.

Activity A: 1 week, starting from 1 Oct 2013 Activity B: 2 week, starting from 5 Oct 2013 Activity C: 3 week, starting from 15 Oct 2013 Activity D: 2 week, starting from 25 Oct 2013 Activity E: 2 week, starting from 29 Oct 2013 Activity F: 1 week, starting from 5 Nov 2013

*

STEP 1: Identify start date & finish date for all activities

Activity A: 1 week, starting from 1 Oct 2013B: 2 week, starting from 5 Oct 2013C: 3 week, starting from 15 Oct 2013D: 2 week, starting from 25 Oct 2013E: 2 week, starting from 29 Oct 2013F: 1 week, starting from 5 Nov 2013

(1/10/13 - 8/10/13)(5/10/13 - 19/10/13)(15/10/13 - 5/11/13)(25/10/13 - 8/11/13)(29/10/13 - 12/11/13)(5/11/13 - 12/11/13)Bar Chart21


Bar Chart for Example 11/108/1015/1022/1029/105/11STEP 2: Draw outline of Bar ChartBar Chart22

NoActivityDurationWeek1234561A12B23C34D25E26F1


Bar Chart for Example 11/108/1015/1022/1029/105/11`STEP 3: Insert activity bars

A:(1/10/13 - 8/10/13)B:(5/10/13 - 19/10/13)C:(15/10/13 - 5/11/13)D:(25/10/13 - 8/11/13)E:(29/10/13 - 12/11/13)F: (5/11/13 - 12/11/13)

Bar Chart23

NoActivityDurationWeek1234561A12B23C34D25E26F1


Modified Bar Charts*Example 3.2

Data of a project consist of four activities with their duration and also amount of amount needed for this project. Create a modified bar chart according to the data above.

NoActivityDuration

(week)StartingdateHuman Resources(people)Successor1G101 October 20135H, I2H208 October 20138J3I310 October 201315K4J222 October 20134K5K205 November 20133-


Step 1: Identify start & finish date for all activities

G:(1/10/13 - 8/10/13)H:(8/10/13 - 22/10/13)I:(10/10/13 - 31/10/13)J:(22/10/13 - 5/11/13)K:(5/11/13 - 12/11/13)MODIFIED BAR CHART25

NoActivityDurationStartingHuman ResourcesSuccessor(Week)Date(People)1G101 October 20135H, I2H208 October 20138J3I310 October 201315K4J222 October 20134K5K105 November 20133-


1/108/1015/1022/1029/105/1112/11Step 2: Draw outline of Bar CharMODIFIED BAR CHART26

NoActivityDuration(week)Human Resources(people)Week1234561G152H283I3154J245K13


Modified Bar Chart for Example 21/108/1015/1022/1029/105/1112/11Step 3: Insert activity barsMODIFIED BAR CHART27



Modified Bar Chart for Example 21/108/1015/1022/1029/105/1112/11Step 4: Insert the relationship of all activities Modified Bar Chart28



Modified Bar Chart for Example 21/108/1015/1022/1029/105/1112/115Step 5: Calculate human resources for each weekModified Bar Chart29

G:(1/10/13 - 8/10/13)H:(8/10/13 - 22/10/13)I:(10/10/13 - 31/10/13)J:(22/10/13 - 5/11/13)K:(5/11/13 - 12/11/13)



Modified Bar Chart for Example 21/108/1015/1022/1029/105/1112/11454Step 5: Calculate human resources for each weekModified Bar Chart30G:(1/10/13 - 8/10/13)H:(8/10/13 - 22/10/13)I:(10/10/13 - 31/10/13)J:(22/10/13 - 5/11/13)K:(5/11/13 - 12/11/13)



1/108/1015/1022/1029/105/1112/11Step 6: Calculate total amount of human resources for each weekModified Bar Chart for Example 2Modified Bar Chart33

NoActivityDuration(week)Human Resources(people)Week1234561G152H283I3154J245K13TOTAL HUMAN RESOURCES589733


1/108/1015/1022/1029/105/1112/11Step 7: Draw resource aggregation (histogram)Modified Bar Chart for Example 2Modified Bar Chart

NoActivityDuration(week)Human Resources(people)Week1234561G152H283I3154J245K13TOTAL HUMAN RESOURCES589733


Progress Curves*Table 4.2 Combination between S-Curves and Bar Charts

No.DescriptionMonth123456789101Mobilization2Foundation Excavation3Diversion Stage 4Foundation Grouting5Dam Concrete6Install Outlet Gates7Install Trash Racks8Prestress9Radial Gates10Spillway Bridge11Curtain Grout12Dismantle Plant, Clean Up

Progress Curves*Figure 4.4 Step by Step to Make Progress or S-Curve

Calculate cost for each activityCalculate total cost for all activityCalculate the progress ratio between cost for each activity and total costDivide those progress ratio equally for each activity according to its durationAdd the progress ratio which already divided for each unit of timeCalculate the cumulative progress ratio Draw S-Curve as a relationship between cumulative progress ratio and duration of a project

Step by step to make s-curve

Progress Curves*Example 3.3

As a bar chart is created in Example 3.1, try to draw a progress or S-Curve of the project with additional data as follow :

NoACTIVITY

DURATION

(WEEK)COST

(RM)WORK PROGRESSRATIO (%)1A1160082B22000103C36000304D24900245E23600186F1200010TOTAL20000100%

Progress Curves*Table 4.3 Progress or S-Curve 1/108/1015/1022/1029/105/112.110101012591092.96.985.1100500Cumulative progress (%)

Noactivityduration(week)progressratio (%)week1234561A182B2103C3304D2245E2186F110Work progress ratio (%)10.1512.916.93124.1Cumulative wok progress ratio (%)10.115.12844.975.9100

CPM provides the following benefits:Provides a graphical view of the project.Predicts the time required to complete the project.Shows which activities are critical to maintaining the schedule and which are not.CPM models the activities and events of a project as a network.

*Critical Path Method (CPM)

Activity on Arrow - ARROW DIAGRAM

Activity on Node - PRECEDENCE DIAGRAM

NETWORKING TECHNIQUE


TYPICAL ARROW DIAGRAM (AOA)Fabricate RebarExcavate TrenchFabricate formworkFixedFormworkFixedRebarPourConcrete


TYPICAL PRECEDENCE DIAGRAM (AON)Fabricate RebarExcavate TrenchFabricate formworkFixedFormworkFixedRebarPourConcrete


Critical Path Method (CPM) *Figure 4.5 Advantages and Disadvantages of Critical Path Method

Networks can much more concisely represent large numbers of activitiesThe logical interrelationships and dependencies among activities is really shownMuch more useful for forecasting and controlIt identify the most critical elements in the project scheduleEasy to adjust if any delay is happen in the project

A little bit difficult to understand the network system

ADVANTAGESDISADVANTAGES

Arrow Diagram Method (ADM)Precedence Diagram Method (PDM)

TYPES OF CPM


EARLY START (ES) The earliest possible time to start an activity. It is determine by forward pass calculation through every paths of the network

EARLY FINISH (EF)The earliest possible time to finish an activity (ES+Duration)

LATE START (LS)The latest possible time to start an activity without delaying the overall completion of the project

LATE FINISH (LF)The latest possible time to finish an activity without delaying the overall completion of the project It is determine by backward pass calculation through every paths of the network


TOTAL FLOAT (TF) APUNGAN KESELURUHAN The time available to delay the start or finish of an activity without delaying the completion of the projectFormula : LF ES D = TF

FREE FLOAT (FF) APUNGAN BEBAS The time available to delay the start or finish of an activity without delaying the EARLY START TIME (ES) of the proceeding activity/ies Formula : EF ES D = FF

ADM vs. PDM *Table 4.4 Differences between ADM and PDM MethodEF

ItemADM (AOA)PDM (AON)

Activity

ES: Early Start LS: Late StartEF: Early Finish LF: Late FinishD : Duration TF: Total Float

Event

ADM vs. PDM *Table 4.4 Differences between ADM and PDM Method (cont.)

ItemADMPDM

DummyActivity

or

Definition Activity which has not duration. It is only used to show any relationship between activities.

FunctionIf there is a situation where one event is used to show relationship more than one activity.To show a complicated relationship clearlyDummy activity is not used in Precedence Diagram Method (PDM)


ItemADM

DummyActivity

or

False

True

ADM vs. PDM *Table 4.4 Differences between ADM and PDM Method (cont.)D is preceded by A only E is preceded by A and BF is preceded by B and C

ItemADM

DummyActivity

or

False

True

ADM vs. PDM *Table 4.4 Differences between ADM and PDM Method (cont.)Es = Ef, orLs = Lf, orTotal Float (TF) = 0

ItemADMPDMRelationshipF - SF SF FS SS - F

Critical pathCritical Path : A path consist of few activities which will determine the overall project duration.

Possible to have more than one critical pathActivities which lay on critical path cannot suffer any delay


ItemADMPDM

Total floatTotal float : The maximum amount of time that the activity can be delayed without extending the completion time of the overall project.

Estimating durationFORWARD PASS select big number (duration) : To establish the earliest expected start and finish times for each activity in the network. (ES n EF)

BACKWARD PASS select small number (duration) : To establish the latest allowable start and finish times for each activity in the network. (LS n LF)

Arrow Diagram Method (ADM) *Figure 4.6 Estimating Project Duration using Arrow Diagram Method (ADM)A1ab2cdXB3efYForward passbackward passNote

a : Early Start (ES)Ab : Late Start (LS)Ac : Early Finish (EF)A = (ES)Bd : Late Finish (LF)A = (EF)Be : Early Finish (EF)B d : Late Finish (LF)BX : Duration of activity AY : Duration of activity B

forward pass Backward pass

a = 0 f = ec = a + X d = f Ye = c + Y b = d - X


Arrow Diagram Method *Estimate the total project duration.Calculate the total float for each activity in the projectDraw the bar chart according to your calculationExample 3.4

ActivityEventSuccessorDuration(week)A1-2B, C2B2-3D3C2-4E2D3-5F4E4-6G3F5-7H2G6-7H3H7-8-1

Arrow Diagram Method *Solution 3.4

Total Project Duration = 12 weeksA10022223554455996787111181212BCDEFGH3243231

Arrow Diagram Method *Solution 3.4 (cont.)

Critical Path : A B D F H

EventActivityDurationESLSEFLFTotal Float(1)(2)(3)(4)(5)(6)(7)(8) = 7-3-41 - 2A200220 *2 - 3B322550 *2 - 4C2224513 - 5D455990 *4 - 6E3457815 - 7F29911110 *6 - 7G378111117 - 8H1111112120 *



NoActivityweek1234567891011121A2B3C4D5E6F7G8H


Example 2 on Activity-on-Arrow (A-O-A)

Estimate the total project duration. Calculate the total float for each activity in the project Draw the bar chart according to your calculation

ACTIVITYEVENTDURATION (DAY)PREDECESSORSTART-0-A1-26STARTB1-35STARTC1-44STARTD2-75AE3-64BF (DUMMY)4-60CG4-57CH7-82DI7-93DJ6-95E,FK5-94GL9-105I,J,KM8-102HFINISH-0M,L


12783691045A6B5C4E45DIH2J5L2MG7K4F053


12783691045A6B5C4E45DIH2J5L2MG7K4F0530611549131511200712641018151120

Total Project Duration = 20 weeks Critical Path = C-G-K-L


*

ACTIVITYEVENTDURATIONESLSEFLFFFTFSTART--------A1-26006701B1-35005601C1-44004400D2-7567111201E3-645691001F (DUMMY)4-60------G4-5744111100H7-821112131805I7-931112151511J6-95910151511K5-941111151500L9-1051515202000M8-1021318202055FINISH--------


Arrow Diagram Method *

NoActivityTotal FloatDURATION (DAY)12345678910111213141516171819201A12B13C04D15E16G07H58I19J110K011L012M5


Arrow Diagram Method *Example 3.5

Estimate the total project duration.

Calculate the total float for each activity in the project

Draw the bar chart according to your calculation

ActivityEventPredecessorDuration(week)A1-2-2B1-3-1C1-4-3D2-5A1E3-6B3F4-7C2DUMMY5-6--G5-8D4DUMMY6-7--H6-9D, E1I7-10D, E, F2J8-11G1K9-11H2L10-11I3



TOTAL PROJECT DURATION = 10 WEEKS

5ABCDEFGLK3223412

100

224

312

43335

879

958

755

11101031

645

1077IH133J0


Arrow Diagram Method *

EventActivityDurationESLSEFLFTotal Float(1)(2)(3)(4)(5)(6)(7)(8) = 7-4-31-2A2002421-3B1001211-4C300330 *2-5D1243523-6E3124514-7F233550 *5-8G4357926-9H1455837-10I355770 *8-11J37910100*9-11K2581010310-11L37710100 *


Arrow Diagram Method 1. Total Project Duration = 10 weeks*Solution 3.5 (cont.)

NoActivityTotal Floatweek123456789101A22B13C04D25E16F07G28H39I010J211K312L0


Precedence Diagram Method (PDM) *Time calculation for f-s and s-s relationship

Figure 4.6 Time Calculation for F-S and S-S Relationship Table 4.7 Formula for Calculating Time F-S and S-S

itemA-B (F-S)A-C (S-S)Forward Pass (choose the largest number, if >1)ESAa0EFAc= a + XESBe= c + LA-BEFBg= e + YESCi= a + LA-CEFCk= i + ZBackward Pass (choose the lower number, if >1)LFBh= gLSBf= h - YLFAd= f - LA-BLSAb= d - X= j - LA-C LFCl= kLSCj= l - Z


Precedence Diagram Method *Figure 4.7 Time Calculation for S-F and F-F Relationship Table 4.8 Formula for Calculating Time S-F and F-F

itemA-C (S-F)A-B (F-F)Forward Pass (choose the largest number, if >1)ESAa0EFAc= a + XESBe0EFBg= e + YEFCk= a + LA-C= g + LA-BESCI= k Z= k ZBackward Pass (choose the lower number, if >1)LFCl= kLSCj= l - ZLSAb= l - LA-CLFAd= b + XLFBh= l - LA-BLSBf= h - Y


Precedence Diagram Method *Example 3.6

Estimate the total project duration.Calculate the total float for each activity in the projectDraw the bar chart according to your calculation

NoActivitydurationsuccessorrelationshipLag (l)(week)(week)1A2B,D A-B (F-S)0A-D (S-S)12B2CB-C (F-S)13C1---4D1ED-E (F-S)05E1CE-C (F-S)0


Precedence Diagram Method *SOLUTION 3.6

Total Project Duration = 6 weeks A00222B22442D13241L = 0L = 1E24351C55661L = 1L = 0L = 000022


Precedence Diagram Method *SOLUTION 3.6 (CONT.)

L=1L=1

NoActivityweek1234561A2B3C4D5E


Precedence Diagram MethodEstimate the total project duration.Calculate the total float for each activity in the projectDraw the bar chart according to your calculation *

ACTIVITYDURATION(WEEKS)SUCCESSORA4B, C, D, EB2C, HC4F, GD3GE5D, KF1IG6I, JH7LI5H, MJ8M, KK9NL10OM5L, O, P, NN6PO7GP8GQ2NIL


Chapter 3 - Project Planning, Scheduling and Controlling*Total Project Period : 51 weeksCritical path : A-E-D-G-J-J-K-N-P-Q


Scheduling TechniqueLine of BalancePilingPile-capPiersDeckTimeQuantity2034


LINE OF BALANCEA scheduling technique suitable for repetitive nature of activities projectIncorporate productivity rateOriginated from manufacturing

CONCEPT OF CONTROLINGProjectControls can be defined as Management action, either preplanned to achieve the desired result or taken as a corrective measure prompted by the monitoring process. Project controls is mainly concerned with the metrics of the project, such as quantities, time, cost, and other resources; however, also project revenues and cash flow can be part of the project metrics under control. Thus, we believe an effective Project Controls process can be applied in a collaboration of its various sub-disciplines, such as: *

CONCEPT OF CONTROLING

1) Planning, Scheduling & Project Reporting Scope management; Project deliverables: Work breakdown / Cost breakdown structures; Schedule management; Schedule forecasting; Corrective action; Progress measurement / reporting; Productivity Analysis & Calculation;

2) Earned Value Analysis & Management *

CONCEPT OF CONTROLING3) Cost Engineering & Estimating Estimating; Cost management; Cost control; Cost forecasting4) Change Management & Controls Change order control; Trend Analysis;5) Risk and Delay Claims Risk Assessment & management; Delay Claims Quantification Forensic Schedule Analysis

*

Quality management system*

Quality management process and conceptThe project manager has the ultimate responsibility for quality management on the project.

Quality management has equal priority with cost and schedule management. However, the direct measurement of quality may be the responsibility of the quality assurance department or the assistant project manager for quality.

For a labor-intensive project, management support (i.e., the project office) is typically 1215 percent of the total labor dollars of the project. Approximately 35 percent can be attributed to quality management. Therefore, as much as 2030 percent of all the labor in the project office could easily be attributed to quality management. *

Quality management process and concept From a project managers perspective, there are three quality management concepts that should exist support each and every project. They include:

QUALITY PLANNING

The quality planning is created by the project manager and project team members by breaking down the project objectives into a work breakdown structure. Using a treelike diagramming technique, the project activities are broken down into lower-level activities until specific quality actions can be identified. The project manager then ensures that these actions are documented and implemented in the sequence that will meet the customers requirements and expectations. This enables the project manager to assure the customer that he has a road map to delivering a quality product or service and therefore will satisfy the customers needs.

*

Quality management process and conceptA good quality planning will:

Identify all of the organizations external and internal customers Cause the design of a process that produces the features desired by the customer Bring in suppliers early in the process Cause the organization to be responsive to changing customer needs Prove that the process is working and that quality goals are being met

*

Quality management process and concept QUALITY ASSURANCE

Quality assurance is the collective term for the formal activities and managerial processes that attempt to ensure that products and services meet the required quality level. Quality assurance also includes efforts external to these processes that provide information for improving the internal processes. It is the quality assurance function that attempts to ensure that the project scope, cost, and time functions are fully integrated.

The Project Management Institute Guide to the Body of Knowledge (PMBOK) refers to quality assurance as the management section of quality management. This is the area where the project manager can have the greatest impact on the quality of his project. The project manager needs to establish the administrative processes and procedures necessary to ensure and, often, prove that the scope statement conforms to the actual requirements of the customer. The project manager must work with his team to determine which processes they will use to ensure that all stakeholders have confidence that the quality activities will be properly performed. All relevant legal and regulatory requirements must also be met.*

Quality management process and concept A good quality assurance system will:

Identify objectives and standards Be multifunctional and prevention oriented Plan for collection and use of data in a cycle of continuous improvement Plan for the establishment and maintenance of performance measures Include quality audits*

Quality management process and concept QUALITY CONTROL Quality control is a collective term for activities and techniques, within the process, that are intended to create specific quality characteristics. Such activities include continually monitoring processes, identifying and eliminating problem causes, use of statistical process control to reduce the variability and to increase the efficiency of processes. Quality control certifies that the organizations quality objectives are being met.

The PMBOK refers to quality control as the technical aspect of quality management. Project team members who have specific technical expertise on the various aspects of the project play an active role in quality control. They set up the technical processes and procedures that ensure that each step of the project provides a quality output from design and development through implementation and maintenance. Each steps output must conform to the overall quality standards and quality plans, thus ensuring that quality is achieved.*

Quality management process and conceptA good quality control system will:

Select what to control Set standards that provide the basis for decisions regarding possible corrective action Establish the measurement methods used Compare the actual results to the quality standards Act to bring nonconforming processes and material back to the standard based on the information collected Monitor and calibrate measuring devices Include detailed documentation for all processes

*

**Objektif Perancangan & kawalan projek:Utk susun aktiviti dgn sewajarnya cth: pemasangan order barang dlman rumah (almari, katil, etc) sedangkan kemasan didlm rumah masih belum siap.Untuk membuat penjadualan masa yang realistik penjadualan masa yg lojik tempoh masa pembinaan. Cth: tempoh masa pembinaan bangunan 5 tingkat ambil masa 1 bulan utk disiapkan.

chapter 3 rafik

Documents

techniques of project

project control

states of project

planningscheduling model

scheduling tools

project management team

linked bar chart

bar chartbar chart