project planning & controls rev. 2

8/6/2019 Project Planning & Controls rEV. 2

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J. Ray McDermott Middle East, Inc.J. Ray McDermott Middle East, Inc.

PRESENTATION ON

PROJECT PLANNING & CONTROLS

(Part I & II)

By VIJAY KAMBLE


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1. INTRODUCTION1. INTRODUCTION

Project Planning & Constrols

1. WHY PLANNING IS IMPORTANT ?

Systematic Approach

Identifies the responsibility holder

Identifies project critical areas Identifies progress trends

Built up confidence / morale

Acts as a catalyst in stakeholders co-ordination

Works as a challenge / motivation

2. WHAT ARE PLANNING & CONTROLS PROCESSES ?

Technical Baseline

Schedule Baseline Cost Baseline

Control Procedures

Basis for Project Success


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2. PROJECT PLANNING & CONTROLS - CONCEPT2. PROJECT PLANNING & CONTROLS - CONCEPT


CORE PROCESSES

Scope

Planning

Activity

Definition

Activity

Sequencing

Schedule

Development

Scope

Definition

Resource

Planning

ActivityDuration

Estimating

Cost

Planning

Risk

Management

Planning

Cost

Budgeting

ProjectPlan

Development


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2. PROJECT PLANNING & CONTROLS - CONCEPT2. PROJECT PLANNING & CONTROLS - CONCEPT


FACILITATING PROCESSES

Quality

Planning

Procurement

Planning

Solicitation

Planning

Organisational

Planning

Communication

Planning

Risk

Identification

Qualitative

Risk

Analysis

Risk

Response

Planning

Quantitative

Risk

Analysis

Staffing

Planning

Risk

Human ResourceProcurementQuality

Communication


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3. PROJECT MANAGEMENT3. PROJECT MANAGEMENT


Project Management is defined as a process of initiating, planning,

organizing, monitoring and controlling the organization / other

resources in order to complete the PROJECT within contractual

time period within allocated budget to the satisfaction of client.

Project is defined as a temporary endeavor undertaken, which is

having definite start and finish dates.

Generally Project requirements include,

Completion of project / defined milestones within contractual

completion dates.

Completion of project within the budgeted man-hours and

budgeted cost.

Building up the customers/clients confidence

PROJECT GOALSPROJECT GOALS

SS pecificpecific

MM easurableeasurable

AA chievablechievable

RR elevantelevant

TT -- imelyimely


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SAMPLE GENERIC PROJECT LIFE CYCLE

Scope /

Efforts

Initial

PhaseIntermediate

Phase

Final

Phase

Each Project phase normally include a set of defined deliverables designed to establish the

desired level of management control

The phase cycles generally involves some form of technology transfer or handoff such asrequirements to design, construction to operation or design to manufacturing

The project phases may sequentially linked or they may overlap. Overlapping project phases is

called as Fast Tracking.

The project phase varies with projects.

TIME


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PROJECT LIFE CYCLE FOR EPIC CONTRACT

Cumulative

Progress Feasibility,

Initiation,

Planning,

Design

Procurement,

Sub-Contracts Installation,

Commissioning,

Close-out

Generally, During Phase-1, the feasibility of project is evaluated, the transfer of as bid documents and details

to project manager takes place along with detailed planning and cost finalization. All the stakeholders are

agreed on to the liabilities and timely completion of their responsibilities which is also called as Kick-Off.

This also consists of the planning and designing the contractual requirements.

Completion of designing of the project requirements may or may not get overlapped by next phase-2, during

which, the procurement of the materials and placing of sub-contracts for various works is carried out and the

receipt of all necessary material to start the fabrication / construction activities.

The next project phase-3 witnesses the receipt of all materials and other services from sub-contractors to

complete the fabrication / construction of the final product to make it ready for load out / installation.

The final phase-4 witnesses completion of installation and commissioning of the product / systems to the

requirements of clients and closing out of the project.

TIME

Fabrication,

Construction,

Testing,

Logistic

100%


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Project Management calls for :

Working as a Team keeping single goal in mind e.g. completion of

project within provided time frame within budgeted cost.

Building up good rapport with client from long term prospects.

Effective use of historic data and creating new data for future use.

Adhering to the commitments made to client / customers / vendors /

sub-contractors

Maintaining the quality and standards set by the company

Increasing the expertise and knowledge of various new areas


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4. PROJECT PLANNING & CONTROLS - TERMS4. PROJECT PLANNING & CONTROLS - TERMS


WORK BREAKDOWN STRUCTURE

is a smaller, identifiable groups of work modules, which put together entire project scope.

CPM (CRITICAL PATH METHOD)

is a network analysis technique used for calculating the start and finish dates of activities and to

work out the limit for an activity or group of activities by which it can be delayed, without

affecting the project completion date.

CRITICAL PATH

is a longest path or group of interrelated activities which are can not be delayed any further to

maintain the contractual project completion date. It is the path where the inter-related activities

having float as zero.

MILESTONES, FLAGS, TASKS

Milestones & Flags represent the significant events in the project, hence have durations zero,

Tasks differentiate the normal activity from Milestones / Flags


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ORIGINAL DURATIONS, REMAINING DURATIONS

work period required for completion of an activity/task based on working days

PERCENT COMPLETION

Amount of work that has been completed. it is a progress status indicator in terms of

percentages.

EARLY AND LATE DATES

Activity dates worked out based on the forward pass method and backward pass method

respectively

FREE FLOAT

Amount of work period available for an activity to delay without affecting the early start of the

successor activity.

TOTAL FLOAT

Amount of work period available for any activity from the group of activities inter-related, to

delay, without affecting the project completion.


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ARROW DIAGRAMMING METHOD (ADM)

It is a method used to represent the ACTIVITY oriented network. Every activity is represented

with starting point and ending point called as nodes. The inter-dependences shown in the form of

the arrows. Dummy activities indicates the inter-dependences among activities wherever the

dependences can not be shown by an activity arrow.

ADM

Arrow Diagramming Method

1 2

3 4 5 6

7 8 9 0


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PRECEDENCE DIAGRAMMING METHOD (PDM)

It is a method used to represent the EVENT oriented network. Every event is represented by

box, also called as nodes, having start dates and finish dates with other details related to an

event. The inter-dependencies shown in the form of the arrows.

PDM

Precedence Diagramming Method

Act1 Act2 Act3 Act4 Act5 Act11

Act6 Act7 Act8 Act9


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PROGRESS MEASUREMENT MODELS

Control Technique used to measure the progress of activities for a period (usually for current

week) and the overall progress for each module and for total project.

S-CURVES

Control Technique used to plot the baseline/planned progress vs. actual progress against time to

assess the trend of the project activities and the likely date of completion. S-Curves are plotted

for progress as well as for the manhours / cost.

MANPOWER HISTOGRAM

Control Technique used to plot the manhours planned vs. actual utilisation against time in bar /

stacked bar format.

LOOK AHEAD SCHEDULE

Control Technique to assess the activities planned for certain periods along with their present

completion status.


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BASELINE PLAN / SCHEDULE

It is an original approved plan. Once set it is supposed to be adhered to till the completion of

project unless otherwise any change in the scope needs to be incorporated.

REVISED PLAN / SCHEDULE

It is an addition or deletion to the baseline plan, incorporated with the changes as suggested /

agreed by the client - because of addition or deletion in the scope.

CATCH-UP PLAN / SCHEDULE

It is a modified baseline plan based on the periodic progress updates to achieve the committed

completion date.


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5. REPORTS5. REPORTS


AZERI PROJECT

PHASE-II DESIGN ENGINEERING PROGRESS

Mar-04

ACTIVITIES % WEIGHTWEEKLY CUMMULATIVE

PLAN % EARN % PLAN % EARN %

GENERAL EXECUTION PLANS & OIL RISK STUDIES 15.04% - - 100.00% 89.72%

30" P-II OIL TRANSPORT PIPELINE 21.57% - - 100.00% 97.96%

WEST AZERI INTERFIELD PIPELINES 24.94% - - 100.00% 100.00%

EAST AZERI INTERFIELD PIPELINES 28.07% - - 100.00% 100.00%

PHASE-II SUBSEA STRUCTURAL DESIGN 10.38% - - 100.00% 100.00%

TOTAL 100.00% - - 100.00% 98.01%

Engineering Management, Administration & Control 100.00%

PROGRESS BY - LINE

ACTIVITIES % WEIGHTWEEKLY CUMMULATIVE

PLAN % EARN % PLAN % EARN %

30" P-II OIL TRANSPORT PIPELINE 28.92% 0.00% 0.00% 100.00% 96.94%

WEST AZERI INTERFIELD PIPELINES 33.44% 0.00% 0.00% 100.00% 98.45%

EAST AZERI INTERFIELD PIPELINES 37.64% 0.00% 0.00% 100.00% 98.45%

Microsoft

cel Worksheet


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AZERI PROJECT

PHASE-II DESIGN ENGINEERING PROGRESS / MANHOURS STATUS

Activity ID

Activity description Man Hrs % WeightOriginalduration

ACTUAL PROGRESS % PLANNED PROGRESS %

WEIGHTED

DELTA14-Mar-04 TOTAL 14-Mar-04 TOTAL

10520 PIPELINE MECHANICAL DESIGN 745 5.69% - 100.00% - 100.00% -

6 Bottom Roughness Analysis - CAL 150 1.15% 20 100.00% - 100.00% -

7 30 inch Phase 2 Pipeline Design Report - REP 100 0.76% 51 100.00% - 100.00% -

8 30 inch CP Design - TEC 70 0.53% 25 100.00% - 100.00% -

9 Stability Analysis (CAL & TEC) 150 1.15% 30 50.00% - 100.00% 0.57%

10 30 inch Anode Details - DTL 70 0.53% 25 100.00% - 100.00% -

CUMMULATIVE PROGRESS % 13,098 100% - 98.01% 100.00% X%


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(A) MANHOURS SUMMARY As on : 14-Mar-04

DISCIPLINE PLANNEDMHRS

EARNEDMHRS

ACTUALMHRS

PRODUCTIVITY

EXPECTEDAT COMPLN

( + / - )

Engineering Management, Administration & Control3,750 3,750 4,093 4093 343

Lead Engineer (LE) 2,800 2,748 2,453 0.89 2506 (295)

Engineer (EE) 4,213 4,188 5,102 1.22 5126 914

Drafting Controller (DC) 1,748 1,726 1,099 0.64 1121 (627)

Draftsman (DF) 4,112 4,089 4,418 1.08 4441 329

Material/Corrossion Specialist 225 212 84 0.40 97 (128)

TOTAL 16,847 16,712 17,249 1.03 17383 536


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6. TOOLS & TECHNIQUES6. TOOLS & TECHNIQUES


MICROSOFT PROJECT PLANNER

PRIMAVERA PROJECT PLANNER

MS-EXCEL

PERT / CPM (CRITICAL PATH METHOD)

FORWARD PASS / BACKWARD PASS METHOD


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7. SAMPLE PLAN FOR PIPELINEINSTALLATION ANALYSIS



Information Available :

Activity ID Description Duration Predecessor

Act1 Start 0

Act2 Static Pipelay Analysis 15 FS1

Act3 Internal Review (SPA) 2 FS2

Act4 Clients for Review (SPA) 7 FS3

Act5 Approved for Construction (SPA) 7 FS4

Act6 Weld Repair Analysis 7 FS3

Act7 Internal Review (SPA) 2 FS6

Act8 Clients for Review (SPA) 7 FS7

Act9 Approved for Construction (SPA) 7 FS8

Act10 Dummy Activity - 1 0 FS5

Act11 Completion 0 FS9,FS5


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1 2

3 4 5 6

7 8 9 0

ES: 1/4

EF: 1/4

ES: 1/4

EF: 15/4

ES: 16/4

EF: 17/4

ES: 18/4

EF: 24/4

ES: 25/4

EF: 1/5

ES: 18/4

EF: 24/4

ES: 25/4

EF: 26/4

ES: 27/4

EF: 3/5ES: 4/5

EF: 10/5

ES: 10/5

EF: 10/5

Early Start and Early Finish Date - Computation

Forward Pass Method


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1 2

3 4 5 6

7 8 9 0

LS: 1/4

LF: 1/4

LS: 1/4

LF: 15/4

LS: 16/4

LF: 17/4

LS: 27/4

LF: 3/5

LS: 4/5

LF: 10/5

LS: 18/4

LF: 24/4

LS: 25/4

LF: 26/4

LS: 27/4

LF: 3/5

LS: 4/5

LF: 10/5LS: 10/5

LF: 10/5

Late Start and Late Finish Date Computation

Backward Pass Method


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Act1 Act2 Act3

Act4 Act5

ES:1/4, EF:1/4LS:1/4, LF:1/4

FF: 0 TF: 0

ES:1/4, EF:15/4LS:1/4, LF:15/4

FF: 0 TF: 0

ES:16/4, EF:17/4LS:16/4, LF:17/4

FF: 0 TF: 0

ES:18/4, EF:24/4LS:27/4, LF:3/5

FF: 0 TF: 9

ES:25/4, EF:1/5LS:4/5, LF:10/5

FF: 9 TF: 9

ES:10/5, EF:10/5LS:10/5, LF:10/5

FF: 0 TF: 0

ES:18/4, EF:24/4LS:18/4, LF:24/4

FF: 0 TF: 0

ES:25/4, EF:26/4LS:25/4, LF:26/4

FF: 0 TF: 0

ES:27/4, EF:3/5LS:27/4, LF:3/5

FF: 0 TF: 0

Act6 Act7 Act8 Act11Act9

ES:4/5, EF:10/5LS:4/5, LF:10/5

FF: 0 TF: 0

PDM

Precedence Diagramming Method


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Manhours Required

Act ID Description Durations PE FE Management Administration

LIMIT FOR RESOURCES8-10

hrs/day8-10

hrs/day8-10

hrs/day8-10

hrs/day

Act1 Start - - - - -

Act2 Static Pipelay Analysis 15 120 - - -

Act3 Internal Review (SPA) 2 - 16 16 4

Act4 Clients for Review (SPA) 7 - - - 28

Act5 Approved for Construction (SPA) 7 28 - 28 56

Act6 Weld Repair Analysis 7 56 - - -

Act7 Internal Review (SPA) 2 - 16 16 4

Act8 Clients for Review (SPA) 7 28 - - 28

Act9 Approved for Construction (SPA) 7 - - 28 56

Act10 Dummy Activity - 1 - - - - -


TOTAL 528 232 32 88 176


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Cost of Manhours RequiredAct ID Description Durations PE FE Management Administration

$ / MHrs - X Y Z W

Act1 Start - - - - -

Act2 Static Pipelay Analysis 15 9,000 - - -

Act3 Internal Review (SPA) 2 - 1,200 1,600 100

Act4 Clients for Review (SPA) 7 - - - 700

Act5 Approved for Construction (SPA) 7 2,100 - 2,800 1,400

Act6 Weld Repair Analysis 7 4,200 - - -

Act7 Internal Review (SPA) 2 - 1,200 1,600 100

Act8 Clients for Review (SPA) 7 2,100 - - 700

Act9 Approved for Construction (SPA) 7 - - 2,800 1,400



TOTAL 17,400 2,400 8,800 4,400

Budgetary Allocations

TOTAL PE FE Management Administration

Manhours 528 232 32 88 176

Cost 33,000 17,400 2,400 8,800 4,400


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Performance Monitoring

Activity Description DurationsMan

hours

%Weight-

age

PlannedProgress

ActualProgress

PlannedMan

hours

EarnedMan

hours

ActualMan

hours

Productivity

TOTALMan

hoursTO GO

Varia-nce

PIPELAY ANALYSIS

Static Pipelay Analysis

Static Pipelay Analysis 15 120 22.73% 100.00% 100.00% 120 120 150 1.25 150 30

Internal Review 2 36 6.82% 100.00% 100.00% 36 36 10 0.28 10 -26

Client Review 7 28 5.30% 100.00% 50.00% 28 14 20 1.43 34 6

Approved forConstruction 7 112 21.21% 0 0 0 - 112 0

Weld Repair Analysis

Weld Repair Analysis 7 56 10.61% 100.00% 0 0 0 - 56 0

Internal Review 2 36 6.82% 0 0 0 36 0

Client Review 7 56 10.61% 0 0 0 56 0

Approved forConstruction 7 84 15.91% 0 0 0 84 0

TOTAL 528 100.00% 45.45% 32.20% 240 170 180 1.06 538 10


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VARIATION ORDER REGISTER

SNoMCCI

VONO

MSTS VOR NOSub-

missionStatus

CTR Reference TitleEstimated

Mhrs

Completion

Status

ActualMhrs

Remarks

1VO-043

VOR-C011-MSTS-100

S 10850Base

Scope(Missed)

Additional tie-in analysis for WA & EASpool @ C&WP

800 C 690AIOC Final Approval

awaited

2VOR-C011-MSTS-

101S 10910

East Azeri & West Azeri FO/Power CableStudy

335

C 572 -

3VO-028

VOR-C011-MSTS-102

- 10920 Phase 3 Support O 31 -

4

VO-043

VOR-C011-MSTS-103

S 10930Valve Gear Box Development RecoveryFrame (Dantorque actuator installationframe for subsea installation )

600 O 320 A3 issued

5VOR-C011-MSTS-

104S 10960

East Azeri pipeline global buckling studyusing FE analysis

200 O 91

6VOR-C011-MSTS-

105S 11010

30" Phase-2 pipeline additional crossing(SOCAR DU500)

50 C -Manhours Booked

against CTR 10660 -to be segregated

7VOR-C011-MSTS-

106S 10980

KP 8 tie-in spool for Phase-2, 30" exportpipeline (see IR6, Detail Design andFabrication of a tie in spool)

300 O 108 A3 issued

8 VOR-C011-MSTS-107

S 11040 Exension of shore approach burial from5m to 7m WD

100 C 207 -

9VOR-C011-MSTS-

108S 10990

Revised Crossing Design to suit DSVinstallation

300 O Started

10VOR-C011-MSTS-

109S

10970 /10660

WA Infield Pipeline Crossings 200 O 239Proceeding wi th

Steel Sleeper Design

TOTAL 2885 2258


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8. FEATURES OF PRIMA-VERA8. FEATURES OF PRIMA-VERA


PRIMARY GOALS OF PROJECT TEAM / MANAGEMENT

1. TO COMPLETE PROJECT IN TIME, WITHIN BUDGETED MANHOURS AND WITHIN

BUDGETED COST

2. PROFIT MAXIMISATION

3. AS BID PERFORMANCE

PROJECT SPECIFIC INFORMATION FLOW CAN BE GROUPED AS :

1. TOP MANAGEMENT

2. MIDDLE MANAGEMENT

3. OPERATING LINE MANAGEMENT


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TOP MANAGEMENT MIDDLE MANAGEMENT OPERATING LINE MANAGEMENT

Purpose

Information related to ProgressTrends, Productivity, Cash Flow,

Payment Received, ExpectedProfit

Information for Monitoring, Controlling ProjectActivities

Information for day to day work relatedactivities for operating usage

InformationPreferred

Overall Progress List of Activities, Start & Finish Dates,

Floats List of Activities with relevant details

Productivity Report Bar Charts / Gantt Chart Look ahead Schedule

Cash Flow Statement Progress Measurement Model List of activities with slippage in

progress

Manhours / Cost - TO GO Weighted Delta Summary List of Critical Activities

Executive Summary Productivity Report

Milestone Status Target Vs Current Progress (Slippage of

activities)

Financial Status List of Critical Activities

Areas of Concern List of nearly critical activities

Project Likely Completion Date

Look ahead Schedules

Resource / Manhours Loading Data (tocheck Manhours Overloading)

Resource / Manhours Consumption Data

Projected Resource / Cost data


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WBS

List Activities,

Define Durations & Relationships

RESOURCES

Define Resources

Assign Units, Calendar, Limits for

Unit resources, Price / Cost per Unit

SET

Global Calendar

Other Specific Calendars

Activity Codes

Cost Accounts

TO GET :-


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OUTPUT

1. Bar Chart / Network Diagram -

2. Early / Late Start & Finish Dates

3. Free Float & Total Float

4. List of Activities

5. List of Critical / Near Critical Activities6. Target Vs Current Schedule

7. Look Ahead Schedule

8. Resource Profile / Table (to know resource overloading)

9. Projected Resource / Cost S-Curve

10. Level 0, 1, 2, 3, Schedules

11. Earned Value Report

12. Manhours / Cost Histogram

13. Productivity Report

14. Likely Completion Date Details

15. Resourcewise Activity List and Vice Versa

Adobe

Adobe

Adobe

Adobe

Adobe

Adobe


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OTHER FEATURES

1. Resource Crashing

2. Splitting of Activity

3. Compatibility with any RDBMS data

4. User Friendly Excellent for Presentation Data

5. Multi Project Links

6. Single Resource data linked to multi project requirements

7. Supplementary Packages such as Monte-Carlo analysis, Time Sheet System

8. Different activity types : Task, Independent, Meeting, Milestones, Flags etc

9. Independent setting of individual resource calendars

10. Different resource profile curves such as Bell Shape, Linear, Triangular11. Filtering of Activities as per WBS Groups, Activity Codes

12. Sub-Project Option for monitoring / controlling


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THANK YOU..

project planning & controls rev. 2

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