Download - CLAMDA-IM – Project Management Project Management 3.The project planning a.Project planning techniques a.Time planning b.Resources planning c.Economic

CLAMDA-IM – Project Management

Project Management

3. The project planninga. Project planning techniques

a. Time planning

b. Resources planning

c. Economic planning


Planning Techniques

• A good plan recalls a movie script…

• Scenes and their logical succession are described…

• Actors are defined; when they will enter in the scene and the speech to say…

• So, the plan is the tool needed to define for all the path to reach the result. It shows risks and weak areas; allow to compare what is done with what we should have to do; shows if some corrective or preheventive actions are necessary


Planning Techniques

• Having a good plan allows:

1. Defining sub targets;

2. Describing the activity sequance to achieve the target

3. Verifying activity time and duration

4. Defining responsibles

5. Having a complete project view

6. Take actions to reduce the project total time

7. Having a communication basis with customers or internal/external shareholders

8. Reducing risks and underlining it to define corrective actions

9. Having an analisys base to understand and control project costs


Planning Techniques

Planning check list

1. Defining final and intermediate targets in order to time respect, costing and resources;

2. Defining the WBS;3. Building the Responsible Matrix;4. Valuating the activities in duration, costs and resources required;5. Defining activities interactions, costraints and sequences;6. Defining the project calendar;7. Defining the max/min start/end dates, the scrolls, the critical paths (CPM);8. Making the bar diagram (GANTT);9. Analizing the resources charge and doing the correct adjustements;10. Developing the project budget.


Planning Techniques

Making the WBS• The WBS is the technique to define the job to do in the project

by disassembling the project in little sub projects till defining operative activities package identified, assigned and misureabled (so planned, programmed and under control).

• Why is so difficult making the WBS? Because we need a criteria to classify the activities. This criteria must valuate and give an answer to:

– What kind of structure?– How do we disassemble complex activities?– How to describe the disassemble activities bloks?– What detail level?– What aggreation modals?


Planning Techniques

Making the WBS – What structure?

• The WBS structure is usually hierarchic-pyramyd

• The structure show a top-down structure:“from general to particular”

• Activities and targets located in a defined level depends from thos located ad the underneath level…


Planning Techniques

Making the WBS – What criteria to disassemble activities?

• The WBS must have all the items deliverable (deliverables – project products, or milestones – control point), and all the main activities connected.

• OBJECTIVE CRITERIA – in this logic, the project target is dived into sub targets and above each sub taget we describe processes and necessary activities.

PROJECT

Target 1 Traget 2 Target 3


Planning Techniques

• WORK-PROCESS CRITERIA – the project is divided based on the processes we will do to reach the deliverables. The firs WBS level will be a whole of processes. At the top of the diagram we will have the macro-processes. The limit is that is not always possible assigning the process responsability to only one person. This criteria is good for repetitive projects.

Flat refurbishment

Walls Electrical plant Thermical plant

Demolitions Rebuilding

West wall demolition

East wall demolition

Kitchen wall

building

Painting


Planning Techniques

• LIFE-CYCLE OR PHASE CRITERIA – in this case WBS shows at the last level the deliverables or milestones. This criteria is good for internal organizational projects.

COMPANY PARTY PROJECT

EVENT DEFINITION

PREPARATION EVENT MANAGEMENT

Screenplay Contracts

Events Choreography

Guests

Communication Activities prep

Advertising Invitations


Planning Techniques

• LOCALIZATION CRITERIA – the WBS is divided into packages located in several space locations (es: movie).

DOCUMENTARY

1.1 Africa filiming 1.2 Italia filming 1.3 Editing Rome


Planning Techniques

• Description – each WBS element is identified as a description and an activity code. The activity code is level structred

• Detail level – from level in level, complexity and width are reducted. Last level is a pwork not further decomposeble – work package – having following characteristics:

– Planned in time, costs and resources; – Assigned to just one respondible; – With a defined duration compared with the whole project.

1.1 Africa filming

1.1.1 xxxxx 1.1.2 yyyy

1.1.2.1 nnn 1.1.2.2 kkkk


Planning Techniques

• The work package – for each w-p we have to define:– Work to do description

– Resource responsible

– Time, cost and further resources required

– Input requested from other w-p

– Espected output

• Input and output represents the interface elements froma and to other w-p, and must be corrected valuated from the Project Manager. The w-p are sono put together following the WBS structure.

1.1 – Layout definition

5gg Op Mngr

Input: Material flow and volumes

Output: Layout (drawings and file .dwg)


Planning Techniques

THE PLAN – THE GANTT

• The GANTT diagram (called also bar chart) was the first modern graphic planning tool. It is a graphic project view with all the time and planning information. It was invented by Henry Gantt (1861-1919), industrial engineer industriale, Taylor disceple and consultant od the War Ministry in the first years of 1900.

• Is a view of the project development in a time scale. Every bar represents an activity; the bar length is proportional to the activity duration.

• Limit: the logical connections between activities are not represented. At the same time, resources responsible or needed for each activity are not showed.


Planning Techniques

THE PLAN – THE GANTT

A

B

C

D

GEN FEB MAR APR MAY JUN JUL

ACTIVITIES

TIME


Planning Techniques

THE PLAN – PERT / CPM

• The Network Planning (or Project Grid Planning) is a graphic activity representation; it shows the time sequence of all the tasks to do in order to achieve the project target.

• The PERT (Program Evaluation and Review Technique), was the first reticular plan tool. It was born in 1958-59 froma a little consultat society of Washington (ORS) for the US Navy Special Projects Office to develop the first nuclear submersible rocket: the Polaris. The Navy knowed that every project with sub-contractors was full of delay risks, so it was looking for a planning system allowing it to have more control

• In the PERT all the WBS’s activities must be represented in a logical sequence in s network.

• The evaluation of activity duration is done by a probabilistic function following three criteria: optimistic, pessimistic e probable.

• In the sequence is possible calculate the Critical Path and the probable time and project duration.

• The method allows to describe in a rational way activities very complex, it has a probabilistic soul, allows to calculate the risk ratio, but it is very complex to use.


Planning Techniques


• The CPM (Critical Path Method), is a semplify modification of the PERT• In the CPM, the way to define activities duration is deterministic, so exact.

The probabilistic function disappears.• With the CPM is more easy to calculate the progress percentage of each

activity rather than the PERT. • In the CPM we can obtain in a easy way the parameters like Early and

Late Start and Ending, it is also easy identify the most rigid activities (critical path).

• PERT is good in case of very variable time (es: R&D projects), while CPM is more suitable when we are able to define time with more accuracy.

• To make the project grid we need to start from WBS where all the activities were noted with their duration.


Planning Techniques


Logical activities sequences

• After we have identified all the project activities with its durations, we need to define the logical constrains, i.e the sequential connections between activities.

• For each activity we need to understand what activity must be completed before, so the activity can start, and what activities cannot start before the end of the activity under exam.

1.1 – Material Flow def

2ggResp Log

1.2 – Volumes definition

5ggResp Prd

1.4 –Layout definition

5ggDir Op


Planning Techniques


Logical activities sequences

• The logical sequence descripted defines that the 1.4 activity can start only if the 1.1 and 1.2 activities are ended. This condition is written with “FS” (Finish to Start) and is formalized in the following way:

Cod. Activities Resp Duration Predecessors1.1 Material Flow def Resp Log 2gg1.2 Volumes def Resp Prd 5gg1.4 Layout def Dir Op 5gg 1.1FS, 1.2FS

1.1 – Material flow def

2ggResp Log

1.2 – Volumes def

5ggResp Prd

1.4 – Layout def

5ggDir Op


Planning Techniques

THE PLAN – PERT / CPMLogical activities sequences

• There are four logical connection types:– FS – Finish to Start: the B activity cannot start if the A activity is not ended

– SF – Start to Finish: the B activity cannot end if the A activity is not started

– SS – Start to Start: the B activity cannot start if the A activity is not started

– FF – Finish to Finish: the B activity cannot end if the A activity is not ended

A

B

A

B

A

B

A

B

FS SF SS FF


Planning Techniques


Milestones and activities duration

• After the logical connection definition, we need estimate the duration and define the project calendar.

• The project calendar means to define the project starting date, defining the working days (we define non-working days and the standard nuber of hours for each working day) for each resource of the project.

• The duration may be expressed in every time unit (hours, days, weeks, quarters).

• Is necessary identifying some important events, called milestones, where something of important happens (like kick off, checks, approvals, deliveries, etc etc). Milestones have duration 0 for definition.


Planning Techniques

THE PLAN – PERT / CPM• The project grid planning with the CPM method is done by a sequential

algorothm that combine the activities respecting existing time and succession constraints.

• By the CPM algorithm we can get following informations: – Minimum Dates of start and end related each activity– Maximum Dates of start and end related each activity– The end project date– The project Critical Paths (activities sequences that cannot delay without

causes the entire project delay)– The potential delay admitted of activities located aoutside critical paths (in

other words, how much time an activity can delay without causes an entire project delay).


Planning Techniques


• The project start date – EST = Early Start Time

• The minimum start date – ES = Early Start Date – it represents the calendar date when an activity CAN start (as early as possible).

• The minimum end date – EF = Early Finish Date – it represents the calendar date when an activity CAN be completed (as early as possible).

• The maximum start date – LS = Late Start Date – it represents the calendar date when an activity MUST start (late) without compromizes the total project time (the end project date).

• The maximum end date – LF = Late Finish Date – it represents the calendar date when an activity MUST end.


Planning Techniques

THE PLAN – PERT / CPM – example

Project network

CODE DESCRIPTION DURATION PREC. ACT. PREC TYPE1 Start 0 - -2 Att. A 7 1 FS3 Att. B 5 2 FS4 Att. C 2 1 FS5 Att. D 17 4 FS6 Att. E 12 2,4 FS7 End 0 3,5,6 FS

Start

1 0g

A

2 7g

C

4 2g

B

3 5g

E

6 12g

D

5 17g

End

7 0g

Cod Duration

Description


Planning Techniques

THE PLAN – PERT / CPM – example• To calculate the minimum activity dates of start and end, starting from the

project start date (EST = day 1), we go forward following the activities sequences as shown in the network, and adding each duration (at early).

• EFA = ESA + DuA = 1+7 (-1*) = 7 (* we start counting the start day)

• EFc = ESC + DuC = 1+2 (-1*) = 2• Following the network, we will see that the minimum start date of B

activity, depends on the minimum end date of the previous activity (A).

Start

1 0g

A

2 7g

C

4 2g

B

3 5g

E

6 12g

D

5 17g

End

7 0g1

712

19

219

201

1

1

8

8

3

20


Planning Techniques

THE PLAN – PERT / CPM – example

Project end date

Start

1 0g

A

2 7g

C

4 2g

B

3 5g

E

6 12g

D

5 17g

End

7 0g1

7

19

219

201

1

1

8

3

20

128

Codice Descrizione Durata Data min inizio Data min fine1 Start 0 1 12 Att. A 7 1 73 Att. B 5 8 124 Att. C 2 1 25 Att. D 17 3 196 Att. E 12 8 197 End 0 20 20


Planning Techniques

THE PLAN – PERT / CPM – Relation between dates• For the start activity (the first activity of a project), the minimum start date is

equal to the minimum end date (duration is 0)

Early Start Time EST = ESstart= EFstart • For the generic activity, the minimum start date is equal to the maximum of

minimum end dates of the previous activities

ESi = max (EFP) = max (ESP + DuP) • For the generic activity, the minimum end date is equal to the minimum start

date plus duration

EFi = (ESi + DuP) = max (EFP) + Dui • For the project end activity, the minimum start date is equal to the minimum

end date od the network, and correspond to the maximum of the minimum end dates of the final activities

Early Finish Time EFT = ESend= EFend = max (EFP) (warning to the change day” effect)


Planning Techniques

THE PLAN – PERT / CPM – Relation between dates

If we start the day 1, the example is:

• Minimum Start Date – start – = 1

• Minimum start date generic activity = max(minimum end dates previous activities)

• Minimum end date = minimum start date + activity duration

• End activity minimum start date = max(minimum end date of final activities)

Start (1 – 1)

1 0g

A (1 – 7)

2 7g

C (1 – 2)

4 2g

B (8 – 12)

3 5g

E (8 – 19)

6 12g

D (3 – 19)

5 17g

End (20 – 20)

7 0g

ES EF


Planning Techniques

THE PLAN – PERT / CPM – Relazioni tra date

• To calculate the maximum dates, we have to go back, starting from the last activity, with the end date located exactly at the target project end date (late). In this example, we consider the maximum end project date the same of the minimum end project date. For activities B,D,E:

LSB = LFB – DuB = 20-5 = 15LSD=LFD – DuD = 20-17 = 3LSE=LFE – DuE = 20-12 = 8

• Going back, the A activity, in order to allow B and E to start on 15 and 8, must to end on 7.

• So, the maximum end date of an activity depends from the shortest of the maximum starting dates of the follow activities.

* ATTENZIONE, per semplicità e convenzione d’aula, utilizzando i giorni come unità di tempo, l’attività successiva inizia sempre il giorno dopo la fine dell’attività precedente, quindi nel calcolo matematico si aggiunge 1 per raccordarsi ai giorni di calendario. Questa convenzione cade utilizzando altre unità di

misura.


Planning Techniques

THE PLAN – PERT / CPM – Relazioni tra date• For the final activity, the maximum end date is the maximum date of project

end. If the END activity has duration = 0, LF=LS

Late Finish Time LFT = LFend= LSend • For the generic activity, the maximum end date is egual to the minimum of

maximum starting dates of the following activities

LFi = min (LSq) = min (LFq - Duq) • For the generic activity, the maximum starting date is egual to the difference

between maximum end date and duration

LSi = (LFi - Dui) = min (LSq) - Dui • The total project duration (TD) is the difference between the minimum

starting date and the maximum ending dateTD = LFT - EST


Planning Techniques

THE PLAN – PERT / CPM – Dates relationship• The project grid with maximum and minimum dates

• For each activity, the difference between maximum and minimum means its flexibility, i.e. how much time we may delay the the start without delay in the project end date. This is called SCROLLING

Start (1-1 / 1-1)

1 0g

A (1–7 / 1-7)

2 7g

C (1–2 / 1-2)

4 2g

B (8–12 / 15-19)

3 5g

E (8–19 / 8-19)

6 12g

D (3–19 / 3-19)

5 17g

End (20–20 / 20-20)

7 0g

ES EF LS LF


Planning Techniques

THE PLAN – PERT / CPM – Critical Path• We call critical activity oevery activity with no scrolling.

• We call critical path a sequence of critical activities from the start to the end of the project grid.

Start (1-1 / 1-1)

1 0g

A (1–7 / 1-7)

2 7g

C (1–2 / 1-2)

4 2g

B (8–12 / 15-19)

3 5g

E (8–19 / 8-19)

6 12g

D (3–19 / 3-19)

5 17g

End (20–20 / 20-20)

7 0g


Planning Techniques

THE PLAN – PERT / CPM – Critical Path

• If the minimum project end date is egual to the maximum project end date, then there is almost one critical path

• The critical pathes have longest duration

• A critical activity can belong to a more than one critical path

• If a critical activity in on delay, its delay become a delay of all the following activities in the same critical path, and, at least, also the project end will be on delay.

• If in a critical path we will have several delays, the toatl delay of the path will be the single delay sum.


Planning Techniques

THE PLAN – GANTT

• The GANTT diagram, modified by adding logical constraints and resources allocated, is today the best and easyest tool to built project plans

• It has the same grid meaning of the CPM

• In this way Gantt is very effective and it overcome the PERT/CPM representation

FS

FS

FS

FS

FSFS


Planning Techniques

THE PLAN – From WBS to GANTT – example

FLAT REFURBISH

Wall actions Electric plant Thermical plant

Demolitions Building

West wall demolition

East wall demolition

Kitchen wall

Trace closing

Tracing

Wiring

Finish

Cords Devices

Tracing

Painting

Water traces closure

Tracing Installation

Pipes

Boiler

Devices


Planning Techniques

LA PIANIFICAZIONE – GANTT


Planning Techniques

Download - CLAMDA-IM – Project Management Project Management 3.The project planning a.Project planning techniques a.Time planning b.Resources planning c.Economic

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