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

2. 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.

3. 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

4. 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.

5. 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

6. 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

7. 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?

8. 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

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

10. 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?

11. 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’

12. 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

13. 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?

14. 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

15. 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

16. Q&A