1. PROJECT PLANNING AND CONTROL
PROJECT PLANNING AND CONTROL L6

2. Project Planning and Control
Key Ingredients for Project Success
Project has a clearly defined purpose and scope
There are clearly defined objectives that can be measured to determine if the project is a success
The deliverables are clearly stated and agreed upon
Key Stakeholders buy-in to the need for the project
The coordination requirements both within the project team and other affected groups are identified and included in the project plan

3. Project Planning and Control
Key Ingredients for Project Success
The critical success criteria are defined
The project‘s plan and schedule include all the needed work tasks and deadlines
All needed costs are included in the project‘s budget
Implementation of the plan is monitored on a sufficient basis to be able to measure progress against the schedule and identify any needed corrective actions (Project Control)

4. Project Time Planning and Control
Project planning and control are carried out throughout the project life cycle
In most cases a project plan is calculated right at the start of the project and it is then developed up to a level of details
Develop an understanding of time planning process and remember that TIME, COST AND QUALITY Planning and control are intrinsically linked and must be considered collectively as part of the project management three-way continuum

5. Project Planning and Control
What is Project Control?
Project control is the process of reducing the deviation between actual performance and planned performance
To be able to control, we must be able to measure performance
Measurements are taken on each of the four project performance goals (achieve objectives on Scope, Time, Cost and Quality)

6. Project Planning and Control
Project Control Defined
Project control is the continuous monitoring of the project for deviations from plan (scope, quality, time, or cost) and the execution of corrective action
Project control requires a comprehensive and credible (realistic and up-to-date) plan

7. The Planning Process
The process of project planning can be effectively be broken down into six stages as indicated below:
Define the project through the Statement of Works (SOW)
Generate a Work Breakdown Structure (WBS)
Execute Project Evaluation Logic ( PLE)
At this point the PM separates TIME, COST and quality planning and develop each threads separately
Use network analysis (CPM or PERT) to generate the Draft Master Schedule (DMS)

8. Project Planning Process
Use Trade Off Analysis to Re-Plan
Produce Project Master Schedule (PMS)

9. Project Planning Process
SOW AND WBS
PLE / Network Diagrams
RISK ANALYSIS
Resources and Costing
PROJECT
MASTER
SCHEDULE

10. Project Planning Process
The Project Master Schedule or also called Work Plan
Describes how the project will be completed
Activities
Resources
Estimated start and end date
Estimated effort
Dependencies

11. Project Planning Process
The Project Plan
A Project Plan is a formal, approved document that is used to manage and control a project
The information associated with the Plan evolves as the project moves through its various stages
Update the plan as new information unfolds about the project in the planning, start-up and execution processes

12. Project Planning Process
What it takes to have a Project Plan
Determining what activities must be done
Estimating the time it will take to complete each activity
Estimating resources needed for each activity
Identifying risks and obstacles to project completion and developing contingencies
Preparing a work schedule that identifies the sequence in which the activities must be completed
Assigning tasks to specific team members
Getting the plan approved by all relevant project stakeholders

13. Project Planning Process
Project Planning Tools, Techniques and Templates
Project Works (SOW)
work breakdown Structure (WBS)
Project Logic Evaluation (PLE)
Gantt Charts
Mainly CPM and PERT
Critical Path Analysis
trade off analysis to re-plan
Project Management Schedule (PMS)

14. Project Planning Process in Details
Statement of Works (SOW)
This is a descriptive document that defines the overall content and limits of the project
A purpose designed SOW usually includes all the work that has to be done in order to complete the project
Having identified the primary component of the SOW, the next steps in the planning process is now to break down into smaller units so tat each can be evaluated seperately
This is done by generating the WBS

15. Project Planning Process in Details
Work Breakdown Structure (WBS)
Simply a representation of a larger and complex task in the form of its component parts
If all smaller tasks are completed effectively, the big and complicated task is also completed effectively
WBS is as fundamental project management tool
It provides the basic building blocks for the rest of the Planning Process
Without this there could be no DMS, Cost Plan and even the Quality Plan
The basis of the division really depends on the nature of the project and on the approach to control the PM intents to use and take

16. Work Breakdown Structures
Creating Work Breakdown Structure (WBS)
Create WBS is the process of subdividing project deliverables and project work into smaller, more manageable components
The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables
The WBS organizes and defines the total scope of the project, and represents the work specified in the current approved project scope statement

17. Work Breakdown Structure
Breakdown might proceed as shown in the figure below
Dig well and install pump
1. prepare site
1.1 assemble team and tools
1.2 clear site of bush
1.3 level site
1.4 Construct concrete 'apron"
2. dig well
3. install pump
4. train local people to maintain
The numbering within each of these packages as 1.1, 1.2, 1.3, etc identifies them as subdivisions of the first top-level element. In large projects these subdivisions may themselves constitute packages.

18. Work Breakdown Structure
Further division of one of the subdivision will proceed as follows
Dig well and install pump
1. prepare site
1.1 assemble team and tools
1.2 clear site of bush
1.3 level site
1.4 Construct concrete 'apron"
1.4.1 prepare concrete form
1.4.2 Mix concrete
1.4.3pour concrete
1.4.4 Remove form
2. dig well
3. install pump
4. train local people to maintain

19. Project Planning Process in Details
The following are the most common basis for this subdivision:
( a) WORK TYPE
WBS is broken down according to the Type of the work involved E.g Redecorating a house: Tiles and Decorations; The Tiles can be kitchen tiles, floor tiles, bathroom tiles and Decorations can be wall paper and paint & Paint can be divided into wood paint, wall paint, ceiling water paint, outside walls paint etc
( b) RESPONSIBILITY TYPE
WBS could be broken down accordingly to responsibilities (who does what?) e.g In the redecoration of the house, primary divisions can be the Painter and the Tilers.
This method is normally used if client want to award the works to two separate contractors

20. Project Planning Process in Details
(c) LOCATION TYPE
This is to locate the elemental division on locations e.g In the redecoration example the Primary Element might be upstairs and downstairs, followed by sub-elements representing single rooms or self contained bed rooms etc
Normally used for large houses or hotels with many locations and it is easier to adopt a modular approach

21. Work Breakdown Structures
Why use a WBS?
It is the only way that you can identify and manage the work and establish effective control
Adds discipline and visibility to project planning
Basis for planning schedule, resources, cost, quality, and risk
Useful in determining where and why problems occur
Helpful in project communications

22. Project Planning Process in Details
PROJECT LOGIC EVALUATION (PLE)
PLE is the process of taking the WBA work packages that have already been identified and showing the sequence in which they are to be carried out
This is important for Time, Cost and Quality evaluations
For Time Control, the PM must know when each WBS is programmed to start and finish
Needed for someone to place orders, committing delivery dates etc
Also needed for resource calculations

23. Project Logic Evaluation (PLE)
PLE is also required for cost planning calculations: Budget Plan, indicating when the expenditure on each activity is going to start and finish
Also required for quality control, as it defines the activity windows for individual work packages that may be subject to testing and certification processes.
Therefore, PLE simply involves taking WBS elements and deciding on the most efficient logical order in which they should be carried out.

24. Detailed Project Planning and Control
DRAFT MASTER SCHEDULE (NETWORK)
Once the PLE is in place, the next step is to produce a Network.
A network or a schedule is simply a precedence diagram with the individual activity duration added to it
A network therefore, is a process of defining the project logic in terms of the sequence of required activities and then assigning durations to these activities.
This will allow the planner to calculate individual start and finish times for each activity and estimate an overall project completion date.

25. Detailed Project Planning and Control
The DMS CONCEPT
Scheduling is the process of calculating Individual activity times in order to allow an estimate for the completion date to be calculated.
The end results of the Scheduling Process is the Draft Master Schedule (DMS)
DMS is a complete network analysis or programme, for the project showing start and finish times for each activity
DMS also identifies any space or slack time in the project that could be utilised
DMS also identifies the projects Critical Path, namely the path through the project that has the LONGEST total time activity durations

26. Project Scheduling Purposes of a Project Schedule
Project schedules address a number of specific project questions:
1. When will the project be complete?
2. When is the earliest a particular activity can start and when will it end?
3. What activity must begin before which other activities can take place?
4. What would happen if a delivery of material was one week late?
5. Can a key worker take a week vacation the first week of March?

27. Project Network Technology
Activity: an element of the project that requires time (A, B, C, D).
May or may not require resources A
Merge Activity: an activity that has B D
two or more preceding activities on
which it depends (D). C
Parallel (Concurrent) Activities:
Activities that can occur
independently and, if desired, not at the same time (A, B, C).

28. Project Network Technology
Project Network Terminology
Event: a point in time when an activity is B
started or completed. It does not consume time.
Burst Activity: an activity that A C
has more than one activity
immediately following it (more
than one dependency arrow D
flowing from it) (A).

29. Project Network Terminologyq
Project Network Terminology
Path: a sequence of connected, dependent activities (A-B-D; & C-D).
Critical path: the longest path through the activity network that allows for the completion of all project-related activities; the shortest expected time in which the entire project
Undertake some EXAMPLE:

30. Project Networks Approaches to Constructing Project Networks
Activity-on-Node (AON) 
Uses a node to depict an activity.
Activity-on-Arrow (AOA)
Uses an arrow to depict an activity.

31. Project Networks Basic Rules in Project Networks
Networks is drawn by simply starting off with A-B then adding activities from Left- to-Right
An activity cannot begin until all of its predecessors are complete
The are must be a start and finish window. This is the timescale within which an activity must start and finish
The window is normally expressed in terms of Earliest Event Time (EET) and Latest Event Time (LET)
The window is the difference between EET and LET and it calculated by a simple arithmetic analysis known as the PASS
Forward pass is performed by adding the duration of each activity to the sum of the activities that proceeds it. The process repeated to give the forward EET
Then perform the backward pass EET and work backwards, subtracting the duration of each activity from those that come after it to create LET
The forward pass and backward pass are needed to determine the activity windows

32. Project Networks
An activity that has Float Time can expand into it without ordering the overall completion date of the rest of the project.
In other words is expandable and can be avoided if required without offering the start time of the following activity
Float therefore presents a important Planning safeguard
The Path through the network that has ZERO Float is the CRTICAL PATH in that it directly determines the overall completion date of the Project
In the Critical Path, EET an LET is the same and therefore no float anywhere in the path.
The PM must concentrate on CP activities and must be checked for any improvements for this will be reduction in project timelines. (Impact the Project)
Any improvements from Non Critical Path items would have no effect on the duration of the project

33. Network Analysis Examples

34. Project Network
Activity Sequencing Table/Activity Logic Table

35. Project Network

36. Project Network Activity-on-Arrow Project Networks
AOA is also called as Arrow Diagramming Method (ADM)
Also uses arrow and nodes as network building blocks.
In this approach arrow represents an activity that requires time.
Length and slope of arrow are arbitrary and have no significance.
Node represents an event. Usually denoted by small circle.
Each activity on Network has a start and end event node.

37. Project Networks Activity-on-Arrow Project Networks
Event nodes are numbered.
Start event node will have a smaller number than end event node
These two numbers are used to identify the activity start node to finish node
End event node of one activity can serve as a start event node for one or more successor activities.

38. Project Network
Single Time Estimate Example

39. Activity-on-Arrow Project Network

40. Process Networks Forward Pass Computations
For computation of forward pass the following three things are important:
Add activity times along each path in the network (ES + Duration = EF).
Carry the early finish (EF) to the next activity where it becomes its early start (ES) unless…
The next succeeding activity is a merge activity, in which case the largest EF of all preceding activities is selected.

41. Project Network Backward Pass Computations
For computation of backward pass the following three things are important:
Subtract activity times along each path in the network (LF - Duration = LS).
Carry the late start (LS) to the next activity where it becomes its late finish (LF) unless
The next succeeding activity is a burst activity, in which case the smallest LS of all preceding activities is selected.

42. Critical Path Determining the Critical Path
The critical path is the network path(s) that has (have) the least slack in common.
When LF = EF, then critical path is the chain of those activities where EF= LF or with slack zero.
Problem arises when the EF and LF differs (like imposed duration).
In this case the critical path slack will not be zero.
Negative slack in practice occurs when critical
path is delayed.

44. Detailed Project Planning and Control
The DMS CONCEPT
The Critical Path is therefore, the path of activities that determines that determines the overall project completion date.

45. Detailed CPM & PERT
Let us now consider the two methods of producing the Draft Master Schedule from network diagrams. The two approaches are CPM and PERT:
CRITICAL PATH METHOD (CPM)
The most popular methods of producing a Draft Master Schedule from a precedence diagram or network is the Critical Path Methods (CPM)
The Following process is followed:
Identify the activities
Establish the basic project logic and draw the network diagrams

46. Critical Path Method (CPM)
c. Identify the Critical Path
d. Form a draft Project Master Schedule (PMS)
Identifying the Start and Finish Window for each Activity
There must be a start and finish window. This is the timescale within which an activity must start and finish
The window is normally expressed in terms of the Earliest Event Time (EET) and Latest Event Time (LET).
The Window is the difference between EET and LET and it is calculated by a simple arithmetic analysis known as the PASS
The Forward pass and the backward pass are needed to determine the activity windows

47. Critical Path Methods (CPM)
Critical Path Method ( CPM)
It means that the activity durations can be calculated or are known with reasonable accuracy.
E.G Calculation of the time required to make a cup of tea. The kettle will take about the same time to boil, provided that it contains the same amount of water and set at the same temperature node
CPM is a Deterministic Approach to project planning in that it uses estimated with some reasonable accuracy.

48. Critical Path Methods (CPM)
Critical Path Method ( CPM)
E.G Finding out how long it would take to paint a wall you can measure how long it takes to paint a square meter and multiply by the number of meters squares that need to be painted on the wall.
You can determine the likely total time required by extrapolating from known or observed unit rates

49. Program Evaluation and Review Technique (PERT )
Program Evaluation and Review Technique (PERT) was originally developed in the early 1960’s by a USA Navy for use
used component activity times cannot be accurately be calculated or not known, like making a cup of tea with a kettle where the amount of water in the kettle is not known.
In this case time likely to take can only be expressed in terms of probability.
E.g Kettle full, nearly empty or filled to recommended level, would respond to maximum time, a minimum time and most likely time, respectively
PERT is therefor a Probabilistic Approach

50. Program Evaluation and Review Technique (PERT )
It is used where it is not possible to know the time required to complete all or part of the particular activity
PERT is an event-oriented as it works on calculating the probability of events being completed within a given time.
Normally used in research and development projects and where is not possible to foresee the outcome on item that is related to other items or activity.
E.G Estimating the flight time for airplane cannot be determined accurately, because it has many impacts such is below:

51. Program Evaluation and Review Technique (PERT )
Delay in departure
Bad weather
Pilot Skills
Type of Fuel
How heavy the plan is etc
All the above drivers act independently: If all the drivers are all positive the plane may arrive early (Optimistic); If the drivers are all negative, the flight may be late (Pessimistic); If there is a mixture of the positive and negative effects the flight may be on time or not (Likely time)

52. Program Evaluation and Review Technique (PERT )
PERT therefore does not give an absolute value for the duration of the flight it instead gives a probabilities

53. Program Evaluation and Review Technique (PERT )
Three-Point Time Estimates 
Instead of assigning a single time estimate to each activity, we can assign three time estimates
Optimistic
Pessimistic
Most likely
Estimated time = Optimistic + 4(Most likely) + Pessimistic 6

54. Program Evaluation and Review Technique (PERT )
PERT Parameters
üa: Optimistic Time. This is the best time that could be expected if everything went exceptionally well, and it would be achieved only about 1% of the time.
üm: Most Likely Time. This is the best estimate, or mode expectation.
üb: Pessimistic Time. This is the worst time that could be expected if everything went wrong, and it would occur only 1% of the time.

55. Program Evaluation and Review Technique (PERT )

56. Program Evaluation and Review Technique (PERT )
Basis Steps to Follow in undertaking a PERT Question:
Assign 3 durations each each activity [opportunistic (a), Most likely (m), & Pessimistic (b).
Calculate Activity Expected Meantime (Beta [β] Average)
Using the following formula T = 𝑎+4𝑚+𝑏 6
c) Calculate the Activity Standard Deviation using the following formula
Using the following formula: (Activity Standard Deviation) = 𝑏−𝑎 6

57. Program Evaluation and Review Technique (PERT )
Basis Steps to Follow in undertaking a PERT Question:
d) Compute Expected Project Duration “D” using CPM Algorithm and determine the Critical Path (CP).
e) Compute the Project Variance on the Critical Path Activities.
Using the following formula: Variance (V) = 𝑆𝐷 2 .
f) Calculate the Project Standard Deviation (PSD):
Using the following formula:
PSD = (𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒 𝑜𝑛 𝑐𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝑝𝑎𝑡ℎ )
PSD = ∑(𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒=( 𝑆𝐷 2 ) 𝑜𝑛 𝐶𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝑝𝑎𝑡ℎ
g) Identify Target completion date and Calculate the probability of completing the Project.

58. PERT Analysis Exercise
What is the probability that the project will end before 10 months?
What is the probability that the project will end before 13 months?
What is the probability that the project will have a duration
between 9 and 11.5 months?

59. PERT Analysis Examples
PEST Examples: Refer to the PERT Worked out Questions

60. Program Evaluation and Review Technique (PERT )
PERT Considerations
Advantages
Reinforces the degree of uncertainty that exists
in project schedules Calculations indicate that expected time is actually longer than most likely time
Difficulties
Takes more effort to create 3 estimates
No guarantee how good the estimates are
May underestimate the risk of a schedule running long

61. Gantt Chart
The oldest and simplest of the project network or plan is the Gantt chart or Bar chart.
This is named after Henry Gantt, a USA Engineer who first popularized the usage of Gantt charts in the 1920’s
Gantt Charts remains one of the most popular methods of representing project time lines and it features as one of the main time planning tool

62. Gantt Chart

63. Gantt Charts Advantages of the Gantt Charts
Gantt Charts are also used in monitoring progress
Ease to use with minimum training
The Gantt Chart shows both planned or anticipated progress for each activity by date and actual progress made on each activity up to and including a specific view point

64. Gang Charts Disadvantages of the Gantt Charts
They do not show the underlying links and interdependencies between activities
Their Visual impact becomes confused when a large numbers of activities are considered
They show mainly “ start –to-finish” relationships
They show mainly “Finish- to –Start” relationships
They do not usually show resource requirements

65. Network Diagrams
A network diagram is another way of showing the same information contained in the Gantt chart
It shows the activities, their start and finish times and the interdependencies between them.
The overriding advantage of the network diagrams is that it enables the Project Managers to express visually by logic of the project plan by detailing the dependencies between activities with a clarity that Gant Charts cannot achieve

66. Project Trade Off Analysis to Re-plan
Project managers use the critical path method (CPM) for deterministic scheduling and program evaluation and review technique (PERT) for probabilistic scheduling.
A typical CPM (deterministic) application would be a construction project, while a typical PERT (probabilistic) application would be a research and development project.
Irrespective of the planning approach used, project managers use trade-off analysis to optimise the projected end performance of the project within the range of acceptable outcomes.

67. Project Trade Off Analysis to Re-plan
Trade-off analysis is a way of trading off one success criterion (time, cost or quality) against another while keeping the third constant.
Project managers therefore can trade off time against cost (quality constant), time against quality (cost constant) or cost against quality (time constant).
Trade-offs effectively allow the project manager to move the current position of the project around within the triangle formed by the time, cost and quality objectives that apply to the project.