1 - NuReign Sdn. Bhd. - Microsoft Project Training - Slide

CONSTRUCTION
PROJECT
PLANNING &
CONTROL
with Microsoft Project©
NuReign Sdn. Bhd. – Project Planning & Scheduling Consultation & Training
By: Nik Muhammad
Master of Science in Integrated Construction Project Management
nik@nurichconcept.com
facebook.com/nutechnik
FUNDAMENTALS OF PROJECT
MANAGEMENT
Source:
Stewart, Matthew (2009).
The Management Myth:
Debunking Modern Business
Philosophy
FUNDAMENTALS OF PROJECT
MANAGEMENT
▪ What is Project?
- A chronological activities involving a lot of people
▪ Characteristic of Project:
a) Has specific & clear goal
b) Has specific timeframe
c) Use resources
d) Consist of interdependent tasks or activities
PROJECT MANAGEMENT
PROCESS GROUP
• Set goal, timeframe, resource

Project & work
Information • Set strategy & policy
• Form team (Board,
Management, Employees, etc
INITIATION
Organizational
Commitment
Team
Development
Source: PMBOK
PROJECT MANAGEMENT
PROCESS GROUP (CONT’D)
Scope Definition
• Define project scope
• Define activities involve to
complete project
• Create main schedule, deadline or
Activity Definition
milestone (i.e. Master
Implementation Plan) & define
PLANNING
resources (manpower,
Schedule Development machineries, productivity, method
& stament) and how to optimize it
Resource Planning
• Develop project plan by using
Planning Tools (work program:
PERT, gantt chart, critical path,
Project Plan
Development
resource leveling, s-curve, etc)
• Set or capture project plan to
compare and monitor progress
later on
Baseline Creation
Source: PMBOK
PROJECT MANAGEMENT
TO SCOPE
DEFINITION
EXECUTION
Information
Channeling • Distribute plan to project personel
• Execute as per plan
• Monitor on going progress against
Project Plan baseline and report performance
Execution
YES • If performance or work unable to
NO
follow plan, redefine project
Performance scope (major changes) or just
Reporting revise project plan (minor
CONTROLLING
changes)
• If no changes, is the Project able
Are There
to finish? If no (ie. resource under
Changes? perform), channel instruction to
keep up. If yes, proceed to
NO
Project CLOSING
Can the Project

Complete?
Source: PMBOK
YES
PROJECT MANAGEMENT
• Final measurement, final account

Contract preparation
Closure • Discharge or transfer Project
Team & resource demobilization
• Analyze and record Project
performance or lesson learned as
reference for future Project
CLOSING
Administration
Closure
Project
Closure
Source: PMBOK
PROJECT MANAGEMENT
KNOWLEDGE AREA
Source: PMBOK
PROJECT MANAGEMENT PROCESS GROUP &
KNOWLEDGE AREA MAPPING
Source:
PMBOK
PROJECT PLANNING & CONTROL
ESSENTIAL INSTRUMENTS
Work
Breakdown
Structure
(WBS)
Activity
Progress Network
Curve Chart Diagram
(AND)
PM
TOOLS
Resource Gantt Chart
Levelling or Bar Chart
Critical Path
Method
(CPM)
1
WBS Code WBS Name
STATION CONSTRUCTION
WORK
1.1 Sub-structure Works
BREAKDOWN
STRUCTURE
1.1.1 Piling
1.1.2 Pilecap
1.2 Super-structure Works

• Structure of work cascaded into
1.3 Architecture Finishes groups of elements to achieve a
specific goal
1.4 M & E Installation
• An overview of activities involved in

a project
• WBS can be in a form of diagram or
text
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WORK
BREAKDOWN
STRUCTURE
• Examples of WBS
ACTIVITY
NETWORK
DIAGRAM
Concept of Acitivty Network Diagram • A graphical chart showing flow of
works or activities and its
interdependencies to achieve
specific goal
• Similar to WBS but with duration
and relationship
• Has various type of logic linking or
relationship
Types of Relationships
ACTIVITY
NETWORK
DIAGRAM
• Activity Network Diagram generated
by Microsoft Project
GANTT OR
BAR CHART
Karol Adamiecki Henry Gantt
• A graphical bar chart showing
Pioneers of Gantt or Bar Chart
activities and its sub-component
against duration
• Show better overview and total
duration of the whole work or project
• Gantt Chart too may include
relationship to show flow of activities
and its interdependencies
Original concept of Gantt Chart
GANTT OR
BAR CHART
• Gantt Chart generated by Microsoft
Project
CRITICAL
PATH METHOD
• History:
a) Developed in the 1950s by the US
Navy
b) Originally, the critical path method
considered only logical
dependencies between
elements/activities
c) Then expanded by incorporating
bar charts (Gantt charts) and
resources related to each activity
• CPM determines critical activities for
managers to prioritize activities
CRITICAL
PATH METHOD
• The CPM is a mathematically
calculation for scheduling a set of
interdependent project activities in
achieving effective project
management.
• Used in all form of projects such
construction, software development,
research projects, product development,
engineering, plant maintenance, oil &
gas, etc
• Essential requirement to construct CPM:
a) List of activities (WBS)
b) Time/Duration of each activities to
complete
c) Dependencies between activities
(Activity Network)
CRITICAL
PATH METHOD
• Identifying Critical Activities:
a) Earliest and latest that each activity can start and
finish without making the project delayed (no floats or
slack) between activities
b) Longest path of planned activities to project completion
• Terminology:
a) Predecessor: Previous Activity to be completed

b) Successor: Next Activity to be started
c) Duration: Time needed to complete an Activity. Can be
estimated or calculated (Quantity ÷ Productivity)
Concept of Critical d) Early Start (ES): Earliest time an Activity can start. ES
Path Method = Predecessor’s EF
e) Early Finish (EF): Earliest time an Activity can finish. EF
= ES + Duration
f) Late Start (LS): Latest time an Activity can start. LS =
LF – Duration
g) Late Finish (LF): Latest time an Activity can finish. LF =
Successor’s LS
h) Total Float (TF): Time that an Activity can be delayed
before affecting project completion time. TF = LF - EF
i) Free Float (FF): Time and Activity can be delayed
before affecting Successor’s ES. FF = Successor’s ES – EF
j) Critical Activities: Activities that affect project
completion time. TF = 0
CRITICAL
PATH METHOD
• CPM’s application in achieving effective
Management:
a) Fast Tracking – Perform more
activities in parallel
b) Crashing – Shortening the
duration by adding resources
c) Omitting critical activities if
possible
Concept of Crashing & Fast Tracking
RESOURCE
Resource over
LEVELLING
allocation
occurred
• A tool to manage resources
• Purpose:
Resource a) To acknowledge maximum

OR Levelling being number of each resource needed
implemented in a project
b) To identify and resolve resource
over allocation
Concept of Resource over allocation
RESOURCE
LEVELLING
• A tool to manage resources
• Purpose:
a) To acknowledge maximum
number of each resource needed
in a project
b) To identify and resolve resource
over allocation
RESOURCE
LEVELLING
• Resource histogram generated by
Microsoft Project
PROGRESS
CURVE CHART
• A simple tool used to illustrate resources
and even overall project performance.
• A graph based on distribution of data
(man hour, cost or other unit) against
time.
• For Construction Project, typically will
form an “S” shaped graph. Hence the
term S-Curve.
PROGRESS
a)
CURVE CHART
b)
• Common pattern of progress chart :
a) Bell shaped (aka S-Curve)
b) Front Loaded
c) Back Loaded
c)
d) Linear
d)
PROGRESS
CURVE CHART
• Project Financial flowchart generated in
Microsoft Project
NIK MUHAMMAD’S 6 STEP FORMULA ©
OF DEVELOPING WORK PROGRAMME
APPLICATION OF 6 STEPS FORMULA©
THROUGHOUT PROJECT LIFESPAN
• Identify contract arrangement & contractual scope of work ● Identify contractual deadlines
• Abstracting contract data and establish planning database
INITIATION • Recognize Microsoft Project essential tools and interface
• 1 - Activities Scheduling: Defining duration, establishing AND, Gantt Chart & Critical Activities
• 2 - Resource Loading: Establishing Resource database (material, manpower, machinery, contract
value), Resource spreadsheet and Resource Histogram/Charts
PLANNING • 3 - Schedule Optimization: Application of Crashing & Fast Tracking, reviewing AND, reviewing Critical Essentials
Activities and application of Resource Levelling Course
• 4 - Generate S-Curve: Application of progress curve chart, establish daily, weakly and monthly
financial distribution and optimizing S-Curve
• 5 - Set Baseline: Storing and managing baselines
• 6 – Tracking, Analyzing & Controlling:

• Collecting and digesting Actual data and relevant records
• Entering Actual data into Microsoft Project
EXECUTION &
CONTROLLING • Reporting Project performance
• Performing Recovery Plan
• Revising Work Programme & S-Curve Advanced
• Analyzing Project Performance – Productivity analysis and Earn Value Analysis Course
• Performing “What If” analysis
• Archiving Work Programme, delaying events and lessons learned ● Actual Productivity record keeping
Essentials
Course
CLOSING
PRIMAVERA
GUIDEBOOK BY
NIK MUHAMMAD
“Work Programme Development with
Primavera (P6) – Essential Guide for
Malaysian Construction Industry”
• The only guidebook that suits Malaysian Project
practice and align with JKR’s Standard.
• Unravel the complex process of creating and
updating Work Programme
• 67 Pro Tips and Troubleshoot Tips to optimize
Project monitoring and control
• Step by step guide from creating databse,
developing baseline, updating and analysing
Project Performance
• Exercise is based on Mega Project
• 256 full coloured pages
• 200+ images and figures
• 67 Pro Tips and Troubleshoot Tips
Order now at facebook.com/nutechnik


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CONSTRUCTION

• Set goal, timeframe, resource

YES • If performance or work unable to

Can the Project

• Final measurement, final account

1.2 Super-structure Works

• An overview of activities involved in

Original concept of Gantt Chart

a) Predecessor: Previous Activity to be completed

Concept of Crashing & Fast Tracking

Resource a) To acknowledge maximum

Concept of Resource over allocation

Concept of Resource over allocation

Concept of Resource over allocation

• 6 – Tracking, Analyzing & Controlling:

Order now at facebook.com/nutechnik

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