PLANNING ENGINEERING AND PROJECT MANAGEMENT Lecture#11 PLANNING ENGINEERING AND PROJECT MANAGEMENT By Lec. Junaid Arshad DEPARTMENT OF ENGINEERING MANAGEMENT

Project Planning and Control Cycle The project planning and control cycle (figure 01, shown on the next slide), can be used as a standardized process to facilitate planning under tight time constraints. The boxes in the upper half of the figure 01 represent the planning activities and the boxes in the lower half represent tracking and monitoring of the planned activities. The graphic is split into two sections. The left side is titled Current Project WBS and the right side is titled Project WBS Needed. Both sides of the graphic are basically the same. The writing the text book WBS level is on top and going downward, the next level is showing boxes for chapter 1 and chapter 2. When you get to the next level the right side, titled Project WBS Needed, shows the boxes for each subchapter, while on the Current Project WBS side there is no box at that level but there is text stating, not planned to this level.

Project Planning and Control Cycle The graphic is split into two sections. The left side is titled Current Project WBS and the right side is titled Project WBS Needed. Both sides of the graphic are basically the same. The writing the text book WBS level is on top and going downward, the next level is showing boxes for chapter 1 and chapter 2. When you get to the next level the right side, titled Project WBS Needed, shows the boxes for each subchapter, while on the Current Project WBS side there is no box at that level but there is text stating, not planned to this level. Figure 01

Project Planning Planning implies the ability to anticipate and prepare actions that will bring about a desired outcome. Project planning can be defined as the process of developing, in detail, all of the project criteria in accordance with the specific sequence presented in figure 01. The planning is performed to the point that all work to be accomplished is readily identifiable to the project team members and the customer. The graphic is split into two sections. The left side is titled Current Project WBS and the right side is titled Project WBS Needed. Both sides of the graphic are basically the same. The writing the text book WBS level is on top and going downward, the next level is showing boxes for chapter 1 and chapter 2. When you get to the next level the right side, titled Project WBS Needed, shows the boxes for each subchapter, while on the Current Project WBS side there is no box at that level but there is text stating, not planned to this level.

Project Control Project Control  taking corrective actions to keep the project on target toward meeting its performance goals (time, cost, deliverables) The project manager has final responsibility for project control There are many ways to exert control; the PM must decide which is most appropriate Resource allocations, funding decisions, personnel assignments, change in priorities

Project Control – 3 Steps Monitoring Identifying/tracking key performance metrics Analyzing/Evaluating Analyzing causes of problems and potential corrective actions Correcting Taking corrective actions to bring project performance back in line with goals

Project Control Why do we monitor? What do we monitor? Step 1: Monitoring Collecting, recording, and reporting information concerning project performance that project manger and others wish to know. Why do we monitor? What do we monitor? When to we monitor? How do we monitor?

Project Control Why do we monitor? Simply because we know that things don’t always go according to plan (no matter how much we prepare) To detect and react appropriately to deviations and changes to plans If we don’t know there’s a problem, we can’t fix it Want bad news as early as possible Blaming style will discourage people from giving you bad news Be aware of unwillingness to admit mistakes or give up on a task that has taken a lot of time or effort

Project Control What do we monitor? Men (human resources) Machines Materials Money Space Time Tasks Quality/Technical Performance

Project Control Questions to ask when monitoring Are we where we planned to be? Where will we be relative to targets if things continue as they are? How long to task completion / the next milestone? Status reports provide updates - Should be relevant, usable, timely and accurate Questions to ask when something goes wrong How do we fix it? How do we prevent it happening again? Is it on the critical path? What new risks have been created? Should we advise the client / user / manager?

Project Control When do we monitor? Where do we monitor? As soon as possible At task completion At pre-planned decision points (milestones) End of the project Continuously Regularly Logically While there is still time to react Where do we monitor? At head office? At the site office? On the spot? Depends on situation and the ‘whats’

Project Control How do we monitor? Through meetings with clients, parties involved in project (contractor, supplier etc.) Schedule – Update CPA, PERT Charts, Update Gantt Charts Milestones Reports Tests and inspections Delivery or staggered delivery Using Earned Value Analysis Calculate Critical Ratios PMIS (Project Management Info Sys) Updating

Meetings – Some monitoring issues Project Control Meetings – Some monitoring issues What problems do you have and what is being done to correct them? What problems do you anticipate in the future? Do you need any resources you do not yet have? Do you need information you do not have yet? Do you know anything that will give you schedule difficulties? Any possibility your task will finish early/late? Will your task be completed under/over/on budget?

Project Reports as a Control Tool Project Control Project Reports as a Control Tool Reports are one way to give many different people a chance to look for potential problems Reports can keep everyone updated about the current project status Everyone concerned with the project should receive reports containing info. relevant to issues under their control What types of info. should an engineer working on a project receive, vs. senior management? When should these reports be provided? Summary Reports Completion Report Change Reports Status Reports

Project Control Step 2: Analysing Involves tracking current figures against baseline (reference data) Need to analyse why variation has occurred External causes Internal causes Will this variation happen again Step 3: Correcting Make activities parallel instead of sequential Change link relationships Break the critical path Watch out for near critical paths becoming critical

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