PLANNING
AND
SCHEDULING
Project Planning and Scheduling 1
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Pre-Project Planning Effort
Project Planning and Scheduling 2
Objectives of P&S
• Getting things done within the shortest available period
of time, minimising cost and risk, complying with the
specified requirements and quality.
Project Planning and Scheduling 3
Project Planning Process
• Establish project objective
• Define scope
• Create WBS
• Assign responsibility
• Define specific activities
• Sequence activities
• Estimate activity resources
• Estimate activity durations
• Develop project schedule
• Estimate activity costs
• Determine budget
Create WBS and Assign
Responsibility
Sequence Activities
Develop the Project Schedule
Determine Budget
• Planning is a systematic process which determines before
hand the task/activities necessary to complete a project.
• Involves the determination and arrangement of tasks in a
logical sequence to accomplish the project objective.
• Planning is performed in each project cycle phase – to
prepare for the subsequent phases.
• An iterative process on several level as well as an ongoing
one.
• Planning is
plan WHAT, WHEN and WHO to do
outcome from human thinking process
presented/potrayed so that other people can also
understand the plan, documented so that it can be referred
to from time to time.
• The planning process is simulating the project. Others
involved could visualise the project.
Project Planning and Scheduling 9
P&S Activity at Conceptual Stage
• Gain total project management team commitment on the P&S
program
• Establish update periods, feedback deadlines, level of detail and
distribution list
• Decide on computer applications to use
• Identify scope of work
• Generate a work breakdown structure
• Introduce first P&S program draft and clearly establish its
expectations -
Project Planning and Scheduling 10
P&S Activity at Project Proposal Stage
• Set up Organizational Breakdown Structure (OBS)
• Generate Project Code of Accounts
• Create work packages
• Develop the first summary schedule and update its periodically
according to new information generated by the project proposal
progress
• Resource requirements for the schedule by identifying long lead
time materials and equipment
Project Planning and Scheduling 11
P&S Activity at Detailed Design Stage
• Compare in-house develop against Architect/Engineer’s schedule
and revise accordingly
• Set up a reliable design progress measuring system
• Revise company's cost and schedule estimates as design
progresses to show the detail continuously introduced and its
corresponding impact on the plan
• Keep a vivid interest on project procurement requirements and their
impact on the overall job
Project Planning and Scheduling 12
P&S Activity at Implementation Stage
• Compare in-house developed against awarded contractor schedules
and revise accordingly
• Set up a reliable progress measuring system based on the approved
working schedule
• Update schedule resources allocation to ascertain that it matches the
scope of work of the job and definitive cost estimate
• Establish a project change processing procedure with emphasis on
change impact on schedule
• Institute performance indicators to be utilized and clarify their
interpretation
• Review and revise activities working crew sizes and their qualification
requirements
• Establish early warning systems for cost and schedule slippage
• Establish a direct line of communication between cost control,
scheduling, material & equipment procurement, and on-site supervision
and make all of them responsible for the project outcome.
Project Planning and Scheduling 13
Project Planning Scheduling and Control System
Information Database
Conceptual Planning (Schedule, Estimating
Resource, and Methods)
Cost Estimating
Planning
Time Resources Budget
Baseline Baseline
Current Status Current Status
Work Resource Monitoring
Progress Usage Cost
Schedule Resource Cost
Delays? Overuse? Overrun?
Variance Analysis / Causation / Corrective Actions / Improvement Control
Project Planning and Scheduling 14
PLANNING FUNCTIONS
Project Planning and Scheduling 15
Management
Customer
Objectives
Objectives
Project Objectives
Team
Interaction
Implementation
Plan
Team
Commitment
Planning Objectives, Process
and Drivers.
Project Planning and Scheduling 16
GENERAL PROCESS IN PROJECT PLANNING
Overall planning of a project can be grouped in a set of
tasks that involves the sequence of the following tasks:
1) Initial coordination
2) Detailed description of tasks
3) Estimation of project cost
4) Scheduling
5) Project status report requirements
6) Planning for project termination
Project Planning and Scheduling 17
PROJECT IMPLEMENTATION PLAN :
SCHEDULLING
Steps in development of project schedule:
A. Work Breakdown Structure – WBS
B. Determination Precedence Relationship
C. Usage of Scheduling Tools
Project Planning and Scheduling 18
A. Work Breakdown Structure (WBS)
• WBS is a diagram/chart that shows each steps in a
project.
• WBS is breaking of tasks into smaller components.
• Caution so that work breakdown not too small or too
large.
• WBS is presented in the form of:
o graphics or
o Indentation lists
•WBS breakup according to Work Hierarchy following as:
– Objective
– Task and
– Activity
Project Planning and Scheduling 19
PROJEECT
OBJECTIVE
1.0 2.0
OBJECTIVE 1 OBJECTIVE 2
TASK TASK TASK TASK
TASK
1-2 2-1 2-2 2-3
1-1
ACTIVITY ACTIVITY ACTIVITY ACTIVITY ACTIVITY
1-1-1 1-2-1 2--1-1 2-2-1 2-3-1
ACTIVITY
1-1-2 ACTIVITY ACTIVITY ACTIVITY ACTIVITY
1-2-2 2-1-2 2-2-2 2-3-2
ACTIVITY
1-1-3 ACTIVITY ACTIVITY
2-1-3 2-2-3
WBS (graphic presentation)
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1.0 PROJECT OBJECTIVE
1.1 OBJECTIVE 1
1.1.1 TASK A
1.1.2 TASK B
1.1.3 TASK C
1.2 OBJECTIVE 2
1.2.1 TASK X
1.2.2 TASK Y
WBS ( indentation list)
Project Planning and Scheduling 21
WORK HEIRARCHY 1 - OBJECTIVE
• An OBJECTIVE is a combination of TASKS.
• Several ways to determine the OBJECTIVE – the most
common is to divide according to team/functional
group. Functional team is a group that specialist in a
specific trade. Other methods are according to:
o Main Sub-assemblies
o Main sections
o Main specialisation
o Main resource
OFFICE
DIVIDING PROJECT RENOVATION
Project Objective
OBJECTIVE INTO MAIN
OBJECTIVE
PLAN
&
DEMOLITION CONSTRUCTION Objective
& CLEARING
SPECIFICASITION
Project Planning and Scheduling 22
WORK HEIRARCHY 2 - TASK
After setting the OBJECTIVE is to break it to TASK. A TASK represent one
‘deliverable’ from many other deliverables leading to the achievement of the
objectives.
OFFICE
RENOVATION Project Objective
PLAN DEMOLITION
& & CONSTRUCTION
ObjectIve
SPECIFICATION CLEARING
STRIPPING DISMANTLE
FIXTURES & STRIPPING LINO
OLD & FURNITURES
Task
WALL PAPERS LIGHTINGs
SUB-DIVISION ONE OBJECTIVE INTO TASKS
Project Planning and Scheduling 23
WORK HEIRARCHY 3 - ACTIVITY
Then break further into ACTIVITIES. ACTIVITIES are the block work of a
PROJECT, which are performed one by during in a specific time. If the pyramid
is a PROJECT, the block unit is the ACTIVITY.
OFFICE
RENOVATION Project Objective
DEMOLITION
PLAN &
SPECIFICATION
& CONSTRUCTION Objective
CLEARING
STRIPPING DISMANTLE STRIP-OFF OLD
WALL PAPER FIXTURES & LINO & PLANKS Task
LIGHTINGS
SWITCH-OFF
CIRCUIT DISMANTLE
BREAKER CABINETS
STRIP TOP DISMANTLE
Activity
DIVIDE TASK LIGHTINGS COUNTER
INTO ACTIVITY
STRIP CHANDELIER DISPOSED
AT FOYER AREA OLD MATERIALS
Project Planning and Scheduling 24
Product Development
WBS
b. PRECEDENCE RELATIONS
• Completion of WBS does not mean that work can start
immediately.
• Which activity should commence first, which should wait first,
which activity should commence concurrently. This is
‘precedence’ relations.
• Precedence relationship between ACTIVITIES is based where
it ties up with the other.
There is four (4) logical categorie that affects activity sequence:
1. Technical requirement
2. Safety and Efficiency
3. Policy and Priority
4. Available/not available of resources (money, equipments,
labour etc.)
Project Planning and Scheduling 26
PROJECT
PLANNING
OPERATION
PROGRAM AND
ACQUISITION
PLAN IMPLEMENTATION MAINTENANCE
PLAN
PLAN PLAN
VALIDATION
SOURCE
AND DEACTIVASION
SELECTION DEPLOYMENT
VERFICATION PLAN
PLAN PLAN
PLAN
OVERALL PROJECT PLANNING
Project Planning and Scheduling 27
