工程项目管理英文课件ProjectPlanning.ppt

1、Project ManagementProject PlanningJiwei MaProject Planningo Concept of project planningo Project phases and project planningo Planning of project objectiveso Planning of project implementationo Project scheduling methods and toolsProject Planningo Project planning is the initial effort and on-going

2、duty of project leaders to answer the following questions:n Where to go and when to get there?The targetn How to get there?The roadmapn Who should join?The project teamn What can help?The methods and toolsn Project Phases and Project PlanningImplementationDecision MakingDesign/PlanningExecutionOpera

3、tionCloseoutDecision MakingTIMEProject PlanningProject Control100%95%75%35%10%25%1/43/41/2Influence on Project CostCompletionDesign PreparationPreliminary DesignDesign DevelopmentConstruction Document 1Construction Document 2ConstructionRest of Design JobDesignBidding/TenderingChange OrderThe Import

4、ance of Project Planning in ConstructionPlanning of Project Objectiveso Function/Qualityn Functional analysis and quality specificationo Costn Cost estimatingo Timen SchedulingPlanning of Project Objectiveso Functional analysis and quality specificationn Functional analysisn Overall quality requirem

5、entn Project major component quality specificationn Project quality manualPhase and Planning of Quality ObjectiveImplementationDecision MakingDesign PreparationDesignConstructionStartupWarranteeDecision MakingProject ProposalFeasibility StudyDesign SpecificationPreliminary DesignDesign DevelopmentCo

6、nstruction DocumentConstructionAcceptanceTIMEFunctional AnalysisOverall Quality RequirementMajor Component/System Quality SpecificationQuality ManualPlanning of Project Objectiveso Costn Fee structureo Hard costo Soft costo Overheadn Project structureo Project cost structure will be the mixture of f

7、ee structure and project structureCost Structure+Project StructureFee StructureCost StructurePlanning of Project Objectiveso Costn Project Cost Plan(fund allocation)n Preliminary cost estimatingo Based on the rule of thumbn Detailed cost estimatingo Based on the cost(market price)of labor,material,e

8、quipment,etc.o The later the cost estimate has been done,the more accurate it will be.Project Phases and Project PlanningImplementationDecision MakingDesign/PlanningExecutionOperationCloseoutDecision MakingTIMEProject Cost PlanPreliminary Cost EstimatingDetailed Cost EstimatingAccuracy of Constructi

9、on Project Cost EstimatingInitial Investment IntentionInvestment PlanPreliminary cost estimateCost estimateBidding priceContract priceFinal costAccountingProject cost planDesign PreparationDesignConstructionStartupWarrantee-30%30%25%-25%-15%15%10%-10%-5%5%Decision MakingPlanning of Project Objective

10、so SchedulingnStart and finish datesnDates of project milestonesnDates of project activitieso Scheduling methodnProject start and finish dateso Usually predeterminednMilestoneso Predetermined or based on calculationnActivitieso Duration quoted,or calculated,or assessedo Bar chart is the most popular

11、 format to present a project schedulePlanning of Project Objectiveso Procedure of schedulingnTo prepare a list of activities with expected durationnTo sequence the activitiesnTo produce the schedulenTo achieve the earliest completion datenTo fit within the predetermined start and finish dates,and ad

12、just the schedule if not meet the requirementPlanning of Project Implementationo Planning of project processo Planning of project organizationo Planning of project contractPlanning of Project Processo Planning of project process Programming principlesnFocus on the logic sequence of project activitie

13、s and its overall impact on project outputnConsider the project participants and their functionalitiesnAnalyze the environmental restraints and resource availabilitiesnAimed on the efficiency and flexibility of project implementation processo A network diagram is often used to illustrate the project

14、 processo A multi-level network diagram may be needed for a complex project or multi-project programMulti-level Network DiagramACBPlanning of Project Processo Procedure of ProgrammingnTo collect project information regarding objectives,structure,participants,procedure,etc.nTo collect project-related

15、 information,such as restraints,resource availabilities,etc.nTo analyze collected information and identify major factors and critical conditionsnTo prepare the list of activities along with their duration and logic sequence informationnTo draft the program which takes account of those factors and sa

16、tisfies the critical conditionsPlanning of Project Processo Procedure of ProgrammingnTo optimize the program to level the resource input and minimize the negative impactnTo chose the form to present the programPlanning of Project Organizationo Principlesn Based on the nature of the projectn Consider

17、 the project tasks and project participants functionalitiesn Take account of the feature of project process and task sequencesn Be responsive to environmental situationo A project organization chart is often used to illustrate project organizationOrganization StructureAB1B2B3C22C21C23.Planning of Pr

18、oject Organizationo ProcedurenTo review the basic nature of project and identify all the project participantsnTo analyze the project process and all the functionalities need to performednTo list project tasks and allocate tasks to project participantsnTo examine all possible interrelationships among

19、 project participantsnTo establish a project organization(team)which is suitable to those interrelationshipsnTo determine the participants detailed responsibilities and tasks list based on the organization structurePlanning of Project Contracto PrinciplenTo reflect the essential relationships of pro

20、ject organizationnTo facilitate project owner and project manager to best control the projectnTo allow all parties within project organization to be responsive and flexible to environmental conditionsnTo maintain the balance of rights and obligations among different partieso A contract structure is

21、often used to illustrate such contract-based relationshipsPudongPudong Airport Steel Structure Contract Airport Steel Structure Contract StructureStructureShanghai Pudong Int.Airport Co.OwnerECADIPreliminary design,CDShanghai ConstructionManaging ContractorADPConceptual designShanghai Instl.Installa

22、tionShanghai Cst.3Part AShanghai.Mach.C.Steel Str.InstallThree-party contractJiangnanShipyardMain steel stru.fabricationShanghai.BoilerCorridor steel stru.fabricationShanghai Cst.7Part BProject Scheduling Methods and Toolso Techniquesn Bar Chartn Network Diagramo Arrow Diagram(Activity-on-arrow)o Pr

23、ecedence Diagram(Activity-on-node)n Linked Bar Charto Software productsn MS Projectn PrimaveraProject Scheduling Techniqueso Bar ChartnProject activities are laid out on a time-scaled area,which showso the duration of the activities,o the position on timescale,o and the identification of broadly def

24、ined work sequenceProject Scheduling Techniqueso Bar ChartnAdvantageso Widespread applicationo Simplicity of presentationo Quick and easy to prepareo Clear illustration of the relationship between activities in terms of time and sequenceo Best suited to non-complex projectnDisadvantageso Incapable o

25、f depicting interrelationship and dependencies between activitieso No indication of critical activitieso Not suitable for high degree of control for complex projectProject Scheduling Techniqueso Network Diagram-Arrow Diagram(Activity-on-arrow)nUse arrow to present activitiesnActivities begin and end

26、 at eventsnThe network of these arrows shows all sequential and restraints and relationships between activitiesnNot drawn to a time scale164253Project Scheduling Techniqueso Arrow Diagram(Activity-on-arrow)nAdvantageso Easy to identify potential problems,eg.sequence delays,and likely effectso Easy t

27、o locate critical activities and the critical patho Capable of finding the possibilities and flexibility to optimize the schedulenDisadvantageso Requires more effort to prepare a network diagramo Requires more skill to present to a non-specialisto Time information is not well presentedProject Schedu

28、ling Techniqueso Network Diagram-Precedence Diagram(Activity-on-node)nUse boxes to represent activities and all related informationnLinks between boxes shows all sequential and restraints relationships between activitiesnNot drawn to a time scaleProject Scheduling Techniqueso Precedence Diagram(Acti

29、vity-on-node)nAdvantageso Compare to arrow diagram,its easier to construct and easier to understando Strongly emphasize the activity sequencenDisadvantageso Requires more skill to prepare a network diagramo Requires more skill to present to a non-specialisto Time information is not well presentedPro

30、ject Scheduling Techniqueso Linked Bar ChartnShows the activities in timescale with bar chartnUse vertical links between bars to show all sequential and restraints relationships between activitiesProject Scheduling Techniqueso Linked Bar ChartnAdvantageso Possesses the clarity of presentation of bar

31、 charto Retains the emphasis on activity duration and position on time scaleo Illustrates the logical sequence and constraints of all activitiesnDisadvantageso Needs to be prepared from a network diagramo The links between activities might be confusing because of the position of linked activitiesPro

32、ject Scheduling Methodso Critical Path Method-CPMnA deterministic method that uses a fixed time estimate for each activitynFocus on the activities that are critical to project implementation in term of durationnSuitable for complex but fairly routine project with minimal uncertainty in the project c

33、ompletion timeo Program Evaluation and Review Technique-PERTnConsiders time variations and allows randomness in activity completion timesnSuitable for large-scale,complex project with uncertainties in most of its activitiesProject Scheduling Methodso Critical Path Method-CPMnSpecify the individual a

34、ctivitieso From work breakdown structurenDetermine the sequence of those activitieso Identify the immediate predecessors of each activities and form a listnDraw a network diagramo Several drafts may be needed if done manuallynEstimate the completion time for each activityo Based on quotation,calcula

35、tion,or assessmentProject Scheduling Methodso Critical Path Method-CPMn Identify the critical path(the longest path through the network)o Calculate the earliest/latest start/finish time of each activities(ES,EF,LS,LF)o Identify the longest-duration path through the networko Activities on the path ca

36、n not be delayed without delaying the projectn Update the CPM diagram as the project progressesCritical Path Methodo A project network has n+1 nodeso The time of each node event occur will be x1,x2,.,xno Minimizen z=xno Subject ton x0=0n xj xi dij 0 for each activity(i,j)Critical Path Scheduling Alg

37、orithmso Event Numbering Algorithms1)Give the starting event number 02)Give the next number to any unnumbered event whose predecessor events are each already numbered3)Repeat step 2 until all events are numberedo Earliest Event Time Algorithms1)Let E(0)=02)For j=1,2,3,n(where n is the last event),le

38、t E(j)=maximum E(i)+DijWhere the maximum is computed over all activities(i,j)that have j as the ending eventCritical Path Scheduling Algorithmso Latest Event Time Algorithms1)Let L(n)equal the required completion time of the projectNote:L(n)must equal or exceed E(n)2)For i=n-1,n-2,0,letn L(i)=minimu

39、m L(j)-DijWhere the minimum is computed over all activities(i,j)that have i as the starting eventCritical Path Scheduling Algorithmso The earliest start timenES(i,j)=E(i)o The earliest finish timenEF(i,j)=E(i)+Dijo The latest finish timenLF(i,j)=L(j)o The latest start timenLS(i,j)=L(j)-Dijo An activ

40、ity(i,j)is a critical activity if it satisfy all of the following conditionsnE(i)=L(i)nE(j)=L(j)nE(i)+D(i,j)=L(j)Critical Path Method ExampleActivityDescriptionPredecessorsDurationASite cleaning-4BRemoval of trees-3CGeneral excavationA8DGrading general areaA7EExcavation for trenchesB,C9FPlacing form

41、work and reinforcement for concreteB,C12GInstalling sewer linesD,E2HInstalling other utilitiesD,E5IPouring concreteF,G6Project NetworkEarliest Event Time CalculationStep 1E(0)=0Step 2j=1E(1)=MaxE(0)+D01=Max 0+4 =4j=2E(2)=MaxE(0)+D02;E(1)+D12=Max0+3;4+8=12j=3E(3)=MaxE(1)+D13;E(2)+D23=Max4+7;12+9=21j=

42、4E(4)=MaxE(2)+D24;E(3)+D34=Max12+12;21+2=24j=5E(5)=MaxE(3)+D35;E(4)+D45=Max21+5;24+6=30Latest Event Time CalculationStep 1L(5)=E(5)=30Step 2j=4L(4)=Min L(5)-D45=Min 30-6=24j=3L(3)=Min L(5)-D35;L(4)-D34=Min 30-5;24-2=22j=2L(2)=Min L(4)-D24;L(3)-D23=Min 24-12;22-9=12j=1L(1)=Min L(3)-D13;L(2)-D12=Min 2

43、2-7;12-8=4j=0L(0)=Min L(2)-D02;L(1)-D01=Min 12-3;4-4=0Identification of Activities on Critical PathActivityDurationDijEarliest start timeE(i)=ES(i,j)Latest finish timeL(j)=LF(i,j)Latest start timeLS(i,j)A(0,1)40*4*0B(0,2)30129C(1,2)84*12*4D(1,3)742215E(2,3)9122213F(2,4)1212*24*12G(3,4)2212422H(3,5)5

44、213025I(4,5)624*30*24Activity FloatoActivity floatnThe difference between the earliest start time and latest start timeoFree floatnThe amount delay that can be assigned to any one activity without delaying subsequent activitiesoIndependent floatnThe amount of delay which can be assigned to any one a

45、ctivity without delaying subsequent activities or restricting the scheduling of preceding activitiesoTotal floatnThe maximum amount of delay which can be assigned to any activity without delaying the entire projectActivity FloatProject Scheduling Methodso Program Evaluation and Review Technique-PERT

46、n Identify the specific activities and milestoneso Each activity has two events marking the beginning and endn Determine the proper sequence of the activitieso May be combined with first stepn Draw a network diagramo If done manually,several drafts may be needed to correctly portrayed the relationsh

47、ips among activitiesProject Scheduling Methodso Program Evaluation and Review Technique-PERTnEstimate the time required for each activitieso Each activity need three time estimates:optimistic time,most likely time,and pessimistic timeo Expected time=(Optimistic+4xMost likely+Pessimistic)/6o Variance

48、=(Pessimistic-Optimistic)/62nDetermine the critical patho Calculate the expected earliest/latest start/finish time of each activities(ES,EF,LS,LF)Project Scheduling Methodso Program Evaluation and Review Technique-PERTn Determine the critical patho Identify the longest-duration path through the netw

49、orko Project completion time variance=Completion time variances of activities on critical patho Assuming a normal probability distribution for critical path,one can calculate the probability that a project will be completed by certain daten Update the PERT chart as project progressesProject Scheduli

50、ng Methodso Program Evaluation and Review Technique PERT:nAdvantageso Expected project completion time,its more objectiveo Probability of completion before certain specific timenDisadvantageso Activity time estimates are subjective,depending on judgmento Calculation is based on the assumed probabili