Project Planning

Introduction to the Topic:

The planning of a project involves the concept of an objective or facility, and a scope of work defining
the work product or deliverable. The bid package consisting of the plans and specifications
establishes the scope of work to be performed. To be properly managed, the scope of work must be
broken into components that define work elements or building blocks, which need to be
accomplished to realize\ the end objective.

Intended Learning Outcomes:

1.  Discuss Work Breakdown Structure

Work Breakdown Structure

The assumption in a project is that, it is a summation of all its sub-elements. The definition of the
sub-elements is important because it determines how the project is to be realized in the field. The
sub-elements are often referred to as work packages. An example of a WBS is shown below:

Development of a WBS requires a thorough understanding of the project scope of

work. Experience in building is key to establishing a functional WBS. The WBS and the hierarchy of
work packages of which it is composed are used to determine the status of a project and to manage
the project from a time, cost, and quality perspective.

 
Developing the Work Breakdown Structure

Development of a WBS requires a thorough understanding of the project scope of work. Experience
in building is key to establishing a functional WBS. The WBS and the hierarchy of work packages of
which it is composed are used to determine the status of a project and to manage the project from a
time, cost, and quality perspective. When monitoring and controlling a project, cost and time are
areas of primary interest. 

In establishing the WBS, the following guidelines need to be considered:

1. Work packages must be clearly distinguishable from other work packages.

2. Each work package must have a unique starting and ending date.
3. Each work package should have its own unique budget.
4. Work packages should be small enough that precise measurement of work progress is possible.

Determining Sequence of Work Packages

Having broken the work in to work packages, activities which facilitate time management and control
can be defined and logically placed in sequence. The word activity is generally used when discussing
time control or scheduling to refer to the work elements that appear in the schedule in their expected
sequence or logical order. 

In arranging the work package sequence for time control, the criteria of (a) location, (b) material,
(c) method, and (d) required resources developed  must be reconsidered from the perspective of
how these criteria impact the order or sequence of  work activities. 
As a more detailed time plan (i.e., schedule) is developed, consideration must be given to other
time-consuming activities that are not necessarily identified using the location, material, method,
and resource criteria.
Administrative actions, such as inspections, permit issuance, noise constraints, etc. must be
considered in developing the time schedule logic.
Deliveries of materials and similar logistical issues must also be factored into the schedule.
Finally, certain special activities tied to the physical properties of the materials or procedures
required (e.g., curing of concrete, moisture content measures for soil compaction, etc.) must be
included in the time schedule.
A well-defined WBS facilitates the development of both preliminary and detailed schedules.

Estimate Development and Cost Control Related to the WBS

A good WBS facilitates cost control during the life of the project. Work packages are defined so that
they have their own unique budgets. When referring to work packages in the context of cost control,
the terminology cost accounts or control accounts is often used. During the bidding process, the
contractor prepares an estimate of cost that becomes the basis for the bid price submitted for the
proposed work. If the bid is accepted, the detail estimate used for bid submittal is converted to a
budget that serves as a cost baseline to control spending during the life of the project. 

Summary

Construction project planning focuses heavily on time and cost control. Planning is a continuous task.
Deviations from the original plan are the norm rather than the exception. Therefore, an organized
approach to identifying change from the original plan is critical. It has been noted that:

‘‘In order to manage, one should be able to control.

In order to control, one should be able to measure.
In order to measure, one should be able to define.
In order to define, one should be able to quantify.’’
—D. Burchfield, 1970

The WBS approach provides a rigorous way to quantify, define, measure, and control the elements
or work packages of a given scope of work. Breaking a\ construction project into work elements to be
managed is essential for both time and cost planning. In addition to time and cost planning, a number
of other planning efforts are needed when constructing a facility. Decisions and supporting plans
must be developed to address many dimensions of the project.

The effective manager is constantly involved in developing and updating plans. Planning is a never-
ending task. Therefore, one is continuously improving and perfecting the plan.
Planning is everything.

End of Discussion.

Reference:

Halpin, Daniel W. and Woodhead, Ronald W., Construction Management, 4th Edition, Wiley,
Hoboken, NJ, 2012.

For more references, kindly check TIP Online Resources

TIP Library (https://www.tip.edu.ph/library.html)

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