Planning and Scheduling Professional Carlos Carranza Baez Project Manager PP Pol? PUP CCP PSP PRU CREW MEA First Edition SESION 2 Planning Development “Un buen plan hoy es mejor que un plan perfecto mafiana” ~ Proverbio LABORAL + Ingeniero Civil y Eléctico. + Mas de 15 afios de experiencia en gestin y direccién de proyectos. ‘© Experiencia internacional en proyectos de inversién en energias renovables (Peru y Chile) y explotacién minera (Costa Rica). + 5 afios de experiencia en programas y proyectos de desarrollo para el Ministerio de Energia y Minas (Fondos de! BM, COSUDE, NORUEGA), + Mas de 10 afios de experiencia en proyectos de inversion en la empresa privada. + Trabajo bajo los estandar de la International Organization for Standardization 9001, 10006, 14000, 21500, 45001 ‘CERTIFIED PROFESSIONAL ‘AACE CCPPSP PRMP PMI PIMP PgMP PMP PMLRMP PHLSP POCENCIS) ASEM CPEM . MASTER MBAMGL + 7afios de experiencia ejerciendo la docencia en pregrado y posgrado. + Faciltador principal de los cursos CCP PSP PRMP en Certificate Project Control snessnes Objetives Understand the skills and knowledge that a Scheduler must have. Explain the foundation of the Total Cost Management Framework, Understand the Planning & Scheduling differences. Understand the key functions of Planning & Scheduling. Describe the Planning & Scheduling Professional Roles and Duties. Understand the Process of Planning Development. Understand the Process of Planning Product. Describe the suggested components of the Project Execution Plan. Understand what is included in the Performance Measurement Baseline, Key Concepts Planning: Identification of project objectives & ordered activity necessary to complete project. Scheduling: Process of converting general plan for project into a time based schedule based on available resources/time constraints. Planning essential questions: What, How Much, Who, By Whom, Where, Why, How, When? Schedule essential questions: When (Is the determination of the timing and sequence of operations in the project and their assembly to give the overall completion time). The Project Plan is the final output of the planning process for a project. The project plan evolves into the baseline plan. The baseline plan provides the framework for all measurement evaluation. Performance Measurement Baseline is the time-phased project execution plan against which performance is measured. It includes direct and indirect costs and all cost elements. It also contains undistributed budget. PMB + management reserve (MR) = contract budget base (CBB) RP 14R-90 Required Skills for a Project Planning and Scheduling Professional. RP 39R-06 Project Planning.PROJECT FUNDAMENTAL Que es un Proyecto? La gestion de proyectos es una profesion emergente que se vuelve de gran importancia para casi todos los profesionales. Los proyectos son criticos para el éxito de cualquier organizacion. Son las actividades que dan como resultado productos 0 servicios nuevos o modificados. Los proyectos aumentan las ventas, reducen los costos, mejoran la calidad y la atencin y satisfaccion del cliente. A medida que las organizaciones han reconocido la importancia de los proyectos para su éxito, la gestion de proyectos se ha convertido en un punto central de los esfuerzos de mejora.Que es la Gerencia de Proyectos? = Consiste en la aplicacién de conocimientos, habilidades, herramientas y técnicas a las actividades del proyecto, para cumplir con sus requisitos (PMI). La utilizacion de habilidades y conocimientos para coordinar la organizacién, planificaci6n, programacién, direccién, control, seguimiento y evaluacion de las actividades prescritas para asegurar que se logren los objetivos establecidos de un proyecto, producto manufacturado o servicio (AACE). Quien es el Project Manager? « El Director de Proyecto es responsable de administrar el proyecto para cumplir con los objetivos de| mismo, entregando un valor y generando beneficios a la organizacion (PM). = Una persona a la que se le ha asignado la responsabilidad y la autoridad para realizar una unidad de esfuerzo de trabajo especificamente designada o un grupo para lograr objetivos. El director del proyecto es responsable de la planificacion, el control y la presentaci6n de informes del proyecto (AACE).El Equipo del Proyecto = El equipo del proyecto gestiona el trabajo de los proyectos, que normalmente implica: = |dentificar requerimientos. = Contribuir con la administracion de las testricciones de alcance, cronograma, costos, riesgos, recursos y calidad. Establecer una comunicaci6n activa, efectiva y colaborativa con las partes interesadas. Contribuir con la gestion de los interesados en base a sus necesidades y expectativas. Quien es el Scheduler « Tres tipos de conocimientos que debe tener un = El planificador es un ingeniero, planificador: un arquitecto, un genio de la 1 informatica, un matematico, un . director de proyectos, un artista 0 un comunicador? iEn realidad, la respuesta es una combinacién de todos estos! El uso de software de computadora y otras herramientas de alta tecnologia ha sido una tendencia Conocimiento del software de computadora (y quizas también del hardware) en la programacion de proyectos especificamente, pero también en la gestion de proyectos y otro software relacionado (por ejemplo, estimacion de costos). Conocimiento de los principios y conceptos de programacién y control de proyectos (como parte de la gestion de proyectos) NS creciente en todas las industrias. 3. Conocimiento del campo técnico especifico, como construccién comercial, industrial, transporte, etc.Los interesados Cualquier persona, grupo u organizacion que puede Gerente de afectada de manera py rsacrs Patrocinador felec positiva o negativa por el proyecto. La principal meta del Project Manager es eT lee UWE a Cor) identificar las partes [esa ce} ae final interesadas y asegurarse ae obtener su apoyo para Miembreetde ore Afectatos/ Proyecto (0 que no se la empresa Perit} opongan al proyecto). Las restricciones del Proyecto EI éxito del proyecto debe ser medido en términos de completarlo dentro de las restricciones de alcance, tiempo, costo, a calidad, recursos y riesgos. eG % “Normaimente los proyectos son simplemente una larga serie de adversidades que deben ser sorteadas. Afrontar adversidades no es Calidad inusual, es normal, y nuestro objetivo es sortearlas. La prueba real no es cuando somos exitosos y no hay adversidades, sino cuando Tiempo las hay y triunfamos”.Elaboraci6n Progresiva y Planificacion Gradual ELABORACION PROGRESIVA PE areNale ely.0PN0 Um El proceso iterativo de incrementar el nivel de detalle de un plan para la direccion del proyecto a medida que se cuenta con mayor cantidad de informaci6n y con estimaciones mas precisas. Una técnica de planificacion iterativa en Ia cual el trabajo a realizar a corto plazo se Planifica en detalle, mientras que el trabajo futuro se planifica a un nivel superior. Grupos de Procesos * Acta de Constitucién del Proyecto an = Rogistro interesados Monitaree y Contr * Plan de Direccién del ecm Proyecto * Planes subsidiarios * Entregabes del Cry Proyecto segin pies Pint (Alcance Contrato) las Monitoreoy [Mamrieiniaed oar Validados y ‘Acoptados = Entregables Crd Transferidos y Acta cde RecepciénFRAMEWORK Total Cost Management Is a systematic approach to managing cost throughout the lifecycle of an enterprise, program, facility, project, product, or service.” Is the effective application of professional and technical expertise to plan and control resources, costs, profitability, and risks. Simply stated, it is a systematic approach to managing cost throughout the lifecycle of an enterprise, program, facility, project, product, or service. This is accomplished through the application of cost engineering and cost management principles, proven methodologies, and the latest technology in support of the management process. Is the sum of the practices and processes that an enterprise uses to manage the total lifecycle cost investment in its portfolio of strategic assets. seesThe foundation of the TCM model is the Plan-Do-Check-Act (PDCA) Management Cycle, often known as the Deming or Shewhart Cycle. It is a generally accepted, quality-driven, continuous improvement model that is very = 8 applicable to general project management principles. Figure 33.1 illustrates the PDCA process steps: The foundation of the TCM process | ae mania oN PDCA cycle Ey a_i 38.1-PDCA Cycle snes High Level TCM Process Map ee) Pan ip imomer | len 7 a hi rf va \ ws : 4 .( =) Strategic Asset x TTI ic Management {PROIECT) ‘arash “CONTROL PLAN, Pecos IMPLEMENTATION ro IMPLEMENTATION 3) ‘a ea) “e T+t~| Le \ / ‘Check Check Port of rerprieAsets TS Porto of Projects Figure 33.2—High Level TCM Process Map snesHigh Level TCM Process Map Figure 33.2 illustrates the steps above as a process map (.e., TOM). . = In Strategic Asset Management on the lefthalf of the TCM process map, the asset owner performs the following steps for each asset in their portfolio, and for their project system, . * Inthe Project Control process on the right of Figure 24.1, strategic asset investments are implemented through the execution of projets or programs. (Strategic Asset vs Project) The lifecycle of a strategic asset can be summarized by the following five stages: = Ideation—Determine an opportunity fora new asset ran improvement to an existing asset; research, evaluate, define, and develop potential solutions that address the opportunity; and select the optimal solution = Creation—Create or otherwise implement the asset solution, typically through execution of a project or program. = Operation—Deploy the new or improved asset into service, operation, or other use. Modification— Modify, improve or otherwise change the asset, typically through execution of a project or program. = Termination—Decommission, retire, demolish, or otherwise terminate the asset from the enterprise's portfolio, snes Performance Measurement— Measurements (e.g. safety, cost, ‘operability, etc.) are taken of how well existing assels and the project system is performing, Performance Assessment Performance measurements of assets ‘and the project system are compared to strategic plans, Corrective, mitigating, or improvement actions are taken as needed. Ideas are ‘considered for new or improved assets or project systems Planning —Considering the enterprise's objectives and requirements, asset portfolio and project system improvement ideas are conceptualized, evaluated, and converted into plans for investing resources in new or improved assets or project systems. Implementation— Investment plans and requirements are ‘communicated to and executed by project teams. Project teams request resources as necessary. Project performance is measured ‘and reported, thus continuing the Strategic Asset Management cycle. fecycle The lifecycle of a project can be summarized by the following four phases: Ideation—Given the project objectives, assess alternative concepts and solutions for performing the project; establish the project requirements and project performance goals. + Planning—Develop project plans to address the selected project concept and performance goals. * Execution—Implement the project plans, and ‘execute the project to meet the project objectives, and performance goals. * Closure—Review, test, validate, and tum over the completed asset to the customer; document project leamings for future use in ideation and planning.The PDCA steps in the project control process Project Control is the recursive process cycle that is nested within the “do” step of the Strategic Asset Management process cycle. A project is the temporary endeavor an enterprise undertakes to create, modify, maintain, or retire an asset. At completion of the project, a usable or operational asset is returned to the enterprise's asset portfolio. The PDCA steps in the project control process: = Plan— Establish plans for the specific project (identified in strategic asset management planning). = Do— Implement plans and project execution = Check— Measure project performance. = Act— Evaluate project performance against the plan; identifying corrective, mitigating, or improving project performance initiatives as may be determined (updating project plans). The Project Control Process is a technicaled process. Itis a process for controling the investment of resources in an asset during project execution. Project Controls the recursive process cycle nested within the "do" step (Process Step 4.1) of the Strategic Asset Management Process Cycle. While Strategic Asset Management is always an on-going activity forthe enterprise, a projec is @ temporary endeavor wth a defined beginning and end that the enterprise undertakes to create, modify, maintain, or retire an asset. Projects are how asset investment decisions are put into effect. The Project Control Process Figure 33.5—Projec Control Process MapTee PURPOSE PLANNING & NSA) SCHEDULING DIFFERENCES Planning & Scheduling differences PLANNING eae led Identification of project objectives & ordered activity necessary to complete project. = Process of converting general plan for project into a time based schedule based on available resourcesitime constraints. Strategic Development: Responds the questions What, How Much, Who, By Whom, Where, Why, How, When? To review job requirements/ responsibilities so acceptable course of action (“plan”) can be formalized and communicated S completion time (When). = To implement project plan & monitor = Tactical Execution: Is the determination of the timing and sequence of operations in the project and their assembly to give the overall progress toward desired resultsPlanning & Scheduling Purpose The purpose of project planning is to establish an acceptable course of action LO Planning 1A Planing Development _| 1B. Planning Product ae Tei acne | aaa ("plan’) to execute a project Ge in an effective manner through the review of project scope and objectives. The purpose of project scheduling isto 1.) Define activities, durations, and relationship logic to implement the project plan, and 2.) ae Monitor, update, and =) communicate the schedule to reflect current status and the impact of project changes. Planning Key Functions Developing a WBS & identifying activities Identifying key/critical constraints & interfaces Constructability study & pre-planning Understanding/incorporating project objectives into plan Determining resource availability Determining suitable PM and scheduling software/tools Establishing metrics for reporting & success Site survey to assess local constraints/issues Coordination with estimators/engineers on scope details strategy milestones Working with PM to understand funding constraints & contract Assess known risks for individual activities or project/schedule MENT a iran eT SIT A> HTSUSScheduling Key Functions Defining & developing activities from planning stage Estimating activity durations/manning levels Developing project specific logic diagram Developing equipment/material delivery times Assessing: = |mpacts of risks and Resource constraints, = Critical path/float and Overall schedule probability Producing schedule that communicates to all participants Advising project management of conflicts to plan Ensure schedule and milestones can be properly statused ‘Supports earned value management (EVM) reporting Reporting: = Status/progress and Forecasts for completion = Floaticriticality and Risk of schedule activities. The PSP Roles and Duties Assisting with the development and implementation of acceptable planning and scheduling techniques and methods Prepating procedures and guidelines for project planning and related scheduling management and control Supporting the project team efforts toward the development of the project plan and translating that project plan into the project schedule Leading development and analysis of project schedules, CPM software implementation, time impact and delay analysis, and review of periodic schedule updates. Monitoring and updating accurate schedule progress toward achieving the desired project completion date and informing the project management team of changes to schedule outcome Prepare and provide schedule progress reports, trending charts, and schedule analysis. Maintain records of scope changes, trends, and variances that potentially affect schedule performance Assuring the credibilly ofthe information contained in the schedule. Assisting with the preparation of project time and cost claims. Atthe completion of the project, assists in developing and recording the project's historical schedule information and “lessons leamed’, for use on future enterprise projects.PLANNING DEVELOPEMENT The objective of Planning = Project planning is the activity with the most impact on the ultimate success or failure of the project. When this work is properly executed, the financial return is clear and substantial. = The objective of planning by a project management team can be summarized as: Identify the stakeholders, contract requirements, and project delivery method. Identify the scope of work and the constraints/variables that may impact the project. Establish an acceptable course of action ("plan") to perform the project (scope of work) in an organized and coordinated manner through the review of project deliverables, requirements, roles and responsibilities. And, Respond to events during project execution and develop alternate plans to keep the project on schedule.Major constituents of project planning = Establishing project objectives and defining how to achieve the objectives. = Identifying contract requirements, including project delivery methods under the terms of the contract. = Identifying the constraints that will be considered for the planning process. = Determine the scope of work, project plan review, approval requirements, and distribution. = |dentifying major work activities (phases) and deliverables (goals) and the preferred sequence in which they are to be accomplished. = Developing non-schedule related planning methodologies, such as logistics planning. = Establishing an integrated, time phased plan for the major work activities to achieve project completion as required. = Identifying project management coordination necessary to track and report on cost/schedule progress. =Preparing and achieving approval of the “Project Execution Plan”. Why do project fails? Typical reasons for failure include: Egos, personalities, and poor mix of people skills Corporate goals not understood Poor cost estimates Insufficient data and analysis during plan development Planning checklists and systematic procedures not followed Milestone dates not understood, communicated or followed People and resources constantly changing Specifications and scope of work not understood/used Staffing requirements not understood or ignored Poor communication between client and contractor Project plans and schedules fail for wide variety of reasons, but the Root cause can often be found to have been at beginning of planning processProject Planning Essential Questions Planning - The identification ofthe project objectives and the orderly activities necessary to complete the project (the thinking part) and not to be confused with scheduling; the process by which the duration of the project task is applied to the plan, It involves answering the questions: + What must be done in the future to reach the project objective? + How it willbe done? + Who will do it? + When it will be done? answered during project planning: Essential questions that are answered during project planning: + What? The physical features and technical objectives (scope of work). and construction. + How? Work breakdown structure (WBS) decomposition of the scope i Project management professionals generally agree that there are essential questions that are + Who? Stakeholders, resource commitments and organization breakdown structure (OBS). * Where? The location where the project work will be performed: engineering, procurement into deliverables. * When? Initial timeline, phases and sequence for the subsequent schedule planning process. + How Much? Rough order of magnitude (ROM) cost estimate to the budget. Project Planning Project planning, as outlined in the Total Cost Management (TCM) Framework, is a process comprised ofa series of integrated steps which begin with conceptual PLANNING TOOLS planning, continues with project scope development and execution planning, schedule planning and schedule development, resource and procurement planning, cost = Commercial handbooks estimating and budgeting, risk management, and value management. After approval, and software programs. project planning ukimately concludes with the implementation of project controls + Standard, company- through the development of a detailed Critical Path Method (CPM) schedule and related deliverables. Other key components of the planning process for construction wide, policies and that need to be understood are logistics planning and planning documentat peatng procedures. iat need to be understood are logistics planning and planning documentation. + Model plans (sometimes Planning is extremely important to setting the stage for successful outcomes on refered fo a8 go-bys’ or projects. In its planning, an organization makes implicit assumptions about its future lemplates’ so it can take action today. It would be convenient if cost/benefit studies were = Checkists. avaiable to prove the value of planning, Theoratically, the planning payoff coud be * Historical Data. measured by relating the value of what was achieved through planning tothe cost of Codes of Accounts. the planning,Good Planning Results = Aproject that finalize in time, cost and satisty customer = Shareholders happies because their capital investments are as the Budget approved. = Reduction of the probability of finalize in claims or disputes. ba ST ta) = Project teams happies with their respective economic bonus. Tanah) — hee —4 CHUA OE TR ba litle PROJECTS Stadt bao Project Life Cycle The purpose of preparing a pre-project planning outline isto ensure some or al ofthe folowing: "Project Charter The business requirements, and that the project is the correct solution; " Contract/Agreements The stakeholders, and the critical stakeholders’ views and concems have + Lesson Learned boon addressed; Historical Information The project team has been created and has the skills to execute the project; All oplions and alternatives have been examined; The most appropriate delivery method has been selected; "Selecting the Project The most appropriate technology has been selected; The scope, schedule, costs and quality; Control Te “ornroy teams The capacity of suppliers and contractors is understood; * Roles and ° Responsibites Risks are understood and managed; Rar Legal and statuary requirements are known and understood; ea Sa of Project controls including reporting have been defined; apabilties Funding is available; and Team Formation ‘Sufficient information is available to allow a decision on whether to proceed.Planning by RP 14R-90 Output & Deliverables = 1.3.1 Define Scope of Work = 1.3.2 Define Project Goals 1.3.3 Define Project Plan 1.3.4 Phase Definition 1.3.5 Establish Work Breakdown Structure 1.3.6 Establish Organization Breakdown Structure 1.3.7 Establish Cost Breakdown Structure Input & Data 9 = 1.3.8 Sequencing & Phase Relationship = 1.1.1 Contract Requirements = 1.1.2 Identification of Stakeholders = 1.1.3 Constructabilty Methods 1.3.9 Review by Stakeholders 1.3.10 Cost Estimate Development 1.3.11 Baseline Plan 1.3.12 Periodic Forecasts 1.3.13 Risk & Recovery Plan Consideration and Constrains = 1.2.1 Identification of Resources = 1.2.2 Value Engineering = 1.2.3 Stakeholders Considerations + 1.2.4 Project Variables ) Sequence to develop the Project Plan Generally the recommended sequence to develop the project plan includes: 1. Identify stakeholders. 2. Identify the contract requirements, project objectives and project delivery method. 3. Define the project scope of work (SOW). 4. Establish the work breakdown structure (WBS) of deliverables. 5. Identify resources availability (people and capital assets) 6. Identify the constraints and variables and their potential impact on the project. 7. Establish the preliminary timeline and sequence of deliverables (phases). 8. Determine the rough order of magnitude (ROM) cost estimate for each component phase, work package, or group of tasks. Include estimated quantities, planned production rates and pricing,Planning Development Planning Development = The planning process includes identification of considerations and constraints of resources and project variables. With the owner's scope identified, consideration of engineering or technical variables is reviewed in a cyclical process. The process identifies the alternatives that the various stakeholders must review, so that appropriate decisions optimally satisfy the interests of the parties and the goals of the project. The Input and Data Subchapter represents the initial process of identifying the requirements, both individual and specific elements necessary to understand and implement the planning phase ofthe project The Input and Data subchapter consists of the following sections: = Contract Requirements, = Identification of Stakeholders. = Constructabilty Methods snes 4A. PLANNING DEVELOPMENT 4.4 INPUT & DATA ‘E2 CONSIDERATIONS 8 TA Contract [2.1 Identification of Requirements Resources | az icentifieation of 722 Value: Siakeholders. Engineering 7.4.3 Conatructability 123 Stakeholder Methods Considerations. 1.2.4 Project Variables Project planning begins as soon as the projects identifed and continues as the project progresses through the various phases of the project lifecycle from project conception to project completion and closeoul. Rather than a definitive sequential process, planning is best thought of as an evolving planning cyclical process. ‘Scheduling is the process of creating discrete actives, durations and relationships between activities tht effectively. present the plan and can be communicatedContract Requirements Understand the total scope of the contract documents (BOQ, Drawings, Specs, etc.) Understand contracts and their relationship to the planning process (Payments conditions, Standards of Work in Health, Safety and Environment, weather conditions, different site conditions, under what conditions will be necessary implement a compress of the schedule). Understanding the contractual milestones and the self imposed milestones. Understand the minimum planning and scheduling requirements (Scope, process, reporting, level of schedule, Special requirements, Plans etc.) Understand the risk allocation for (Fixed price, Unit price, Cost plus and T&M) contracts. To make sure that all the contract terms and conditions are fulfilled. Contracts describe the relationship between an owner and a contractor, the delivery method describes how the contractor will execute the work. Identification of Stakeholders Stakeholders are anyone that has an influence or/and an impact on the project; the end users, project team, client, government, public agencies, etc. Stakeholders should be clearly identified Understand their interest, decisions, goals, influence, impacts and effects on the project. Their interest may be positive or negative against the project. Stakeholders should be managed carefully. The stakeholders have an effect on the outcome of the planning process. They ultimately determine the planning process success or failure. They may impact the cost or the schedule of the project. The impact maybe positive or negative Understanding the goals, influence and impacts of the stakeholders affect the planning process and schedule development.Constructability Methods = Constructability: Is the optimum use of construction knowledge and experience in planning, design, procurement, and field operations to achieve overall project objectives. ® To pinpoint problems before designs are developed to the point where changes create significant delays and associated costs. = Answer the following questions: = How are we going to construct this project?, = What equipment are we using?, How we are going to access the site?, = Where are we going to store our material?, = Are special equipment going to be used specific for this project?, Do we need any permit etc. = Constructability analysis should take in consideration for design considerations; moving a forklift ‘on an underground car park slab, material alternatives, HSE, project constraints and variables. CONSIDERATION AND CONSTRAINTS In developing a plan for a project there are many considerations and constraints that require identification and evaluation, The Considerations and Constraints Subchapter consists ofthe following sections: = Identification of Resources. = Value Engineering = Stakeholder Considerations. = Project Variables snesIdentification of Resources = Is necessary to know what resources is available for our project = Labors: includes craftsmen, management, technical, subcontract, etc. = Equipment: To build the facility such as tower cranes, trucks, loaders, excavators, others. = Material: Such as concrete, steel, wood, etc. = The resources affect the planning process as the availability, cost and skills of the resources should be considered as it might have a considerable effect on the project. = Cultural diversity can affect the performance of the resources. Value Engineering Value engineering is best defined as an organized systematic approach that delineates the essential functions required by the user of the project, product or service, while establishing appropriate function costs based on a life-cycle analysis. ‘Some use the term value engineering as shorthand for a cheapening process. Instead, value engineering has the goal of lowest life cycle costs. Constructability is considered by some as synonymous with value engineering, and in limited respects it is, but actually it is more focused on only the field construction process in reducing overall construction costs. Value engineering is broader in scope than just constructability, wherein this could instead be viewed as a subset. Value engineering impacts the ability of the project team to optimize costs, schedule and quality of materials and equipment to enhance the project life cycle. It is considered as a part of strategic planning process which provides functional and project alternatives.Stakeholder Considerations Stakeholders considerations and constraints should be identified, evaluated, involved and resolved to allow the planning process to proceed. Now, is necessary have very clear what stakeholders are more important. Is necessary classify them in a Power/Interest Grid, to assigning a strategy to handle their considerations: 1, Low interest, low power—Monitor 2. High interest, low power—Keep informed 3. Low interest, high power—Keep satisfied 4. High interest, high power—Manage closely After, is necessary to know if they are resistant or supportive the Project and with this information we will make a Stakeholder Engagement Assessment Matrix. All information of their expectations and necessity are recorder in the Stakeholder Register. You as Scheduler needs to work with the PM under the key Stakeholders Requirements. Project Variables = Constraint “A limiting factor that affects the Constraint and Change Effects on the Project Rey execution of a project, program, portfolio or a Cornifesatingbuigats | Tmeriexcealesdomeat — |Nege process’ reduced cu costs because ever eres ors experenceaess quid woes cat = Project Variables can be a lot of things; Location of ver these ets uly ste the project-in the city and hard to have a storage gilt Conse ceca backon | Seope: The unberafewues ——_|egae place nearby, most of the concrete batches are far otal budget forthe project. reduced or the quality ofthe away, etc., or in a remote area, climate conditions; tvs dees obs severe storms will halt the progress, access fo the fe" Soules [Te spon sonoby Pee project, labor availability & productivity, financial and mish get ne job done taster ic consi it Time: he sched ‘ScoperQuliy:Tesignalpan |e economic considerations, laws, site conditions, etc, (Time ssiuiies | ScapefQualy isos = Understanding the project variables in the planning | ee smn process will make sure that most risks are covered |cusomes. toexpand the application to support and a risk plan to be in place for delivering the ferrari rie Project in time with the scope, quality, cost required. rasies; what Happens When You Change One ofthe Tree Constraints?PLANNING PRODUCTS Planning Product 48. PLANNING PRODUCT = Outputs and deliverables of the planning process constitute 1.3 OUTPUT & DELIVERABLES the planning product. Inherent within plan production are two [434 Define ScopeofWowk [432 Define ProjectGoals important elements: * Development during the conceptual planning process; and, + Implementation of the conceptual plan. This results in document development that defines process installation or end-product installation. * The planner-scheduler is an important team member in both of these major phases of the cycle. Successful development ofthe products, which comprise the end products of the planning process, is most likely when planner-schedulers are involved early and throughout planning, [135 Review by Sianahsicers {43:4 Baseine Pan [Taq Risk Recoren PianDefine Scope of Work * Atthe conceptual stage ofa project, the scope of work isa narrative description AAs the program or project evolves during the planning stage, the scope of work is refined and expanded to reflect current goals and requirements. In later stages of planning, the level of detail continues to be enhanced and results in detailed drawings and specifications ofthe work. = The scope of work is identified and Figure 7-1 Paces Map for Proje Sape and xeon Sate Develapent expressed as an achievable product. A ~ The clentowner i responsible for defining the conceptual scope of work. The scope of program or project scope of work is work evolves fo identify elements ofthe plan and should be approved by the client-owner spec, anditis usualy broader than an + Dvelmart of bo war pctges ee nd pd ofthe amines oe rogram. The 3s the relationship between the execution strategy. on Meee a oectecomes ante conseraons and conse hat sane and spa te convata! requirement better understood and is more Riri crerterrareresrenane rerceratsin catacs an! mecueaire et eter Fe) specifically defined. definable scope of work. Define Scope of Work = Scope of work answer the question of what are we going to do in this project? = The scope statement becomes the primary document that will guide the project's deliverables (superseding both the charter and the requirements document). After the requirements document is finalized, the PM, often with help from technical specialists, design architects, or other subject matter experts, translates the requirements info detailed descriptions of each required deliverable, which together become the scope statement * The WBS is one of the most important outputs on a project. tis usually a pyramid-shaped graphic created with software like MS Visio or Similar. The PM and the project team look at all of the expected deliverables outlined in the scope statement, spit them up into the pieces of work that will get the projact done, and put them into graphic format. = The WBS dictionary is a companion artifact to the WBS. It is often created as a spreadsheet in a product like MS Excel or MS Word. Each work package from the WBS is given an entre row in the dictionary; the PM can create as ‘many columns of information about the work package as needed. * The Project Scope Baseline is equal to: Project scope statement + WBS + WBS dictionary. = To achieve the required goal ofthe project all aspects ofthe scope should be studied carefully. The engineering, design, contract and construction work packages should be clearly defined to achieve success in the project.Define Project Goals = Every program or project must have established achievable goals in order to be successful. The client- owner initially establishes conceptual goals, and the team is responsible for identifying, reviewing and recommending incremental goals upon which stakeholders act. = Aproject may have multiple goals and objectives. Each stakeholder may have different perceptions of established goals, which require reconciliation to ensure goals alignment. = The client/owner is responsible for identifying project goals and these are goals are used to identify elements of plan which will be the basis of the baseline in which we can compare the project performance against it = A project goal is a concept that is identified and expressed as an achievable end product. Project goals are broader and are less specific than objectives. = The goals may be either contractual or non-contractual. The contractual goals should be clearly defined in the contract to avoid any variation order later on which might halt the project progress. These goals should be definable and achievable. Define Project Plan = The project plan is the final output of the planning process for a project. The project plan evolves into the baseline plan. The baseline plan provides the framework for all measurement evaluation. = The project plan is dynamic, cyclical and iterative. When significant changes occur, a revised project plan will be required and re-approved. The revised project plan or revised baseline plan will then serve as the new baseline for measurement going forward. The plan should be evaluated and analyzed periodically to identify the schedule risks to achieving the plan = The project plan provides data source input for the subsequent CPM schedule development process. Smaller or less complex projects may abbreviate the outputs and deliverables from the planning process to only provide the minimal information needed to define the requirements and approaches for accomplishing the relevant scope of work. These products might be identified as the site execution plan ora task execution plan. * Project execution plan (PEP) provides the project team with a format for clearly organizing and defining tasks, interfaces, responsibilities and accountability for accomplishing the project scope. The topic formats, sections and titles vary among organizations and are also project dependent.Project Execution Plan 39R-06 Suggested components of the project execution plan are listed below: Executive summary Scope of work Project objectives, goals & strategy Contract requirements Safety, health, environmental & security Quality assurance / quality control Execution approach, work plan ‘Change control Risk management. 10. Internal (project) requirements 11, Public & community relations 12. Organization, roles & responsibilities 13. Communications & reporting 14. Documentation requirements AA CON oanroena Phase Definition = What is a project phase? A phase is a significant period of time or grouping of related activities within a project. A phase may encompass several stages of planning and work. = Phase definition is the initial identification and outlining of phase relationship and sequence planning, as defined by the scope of work. Further, since planning is an iterative and phased process, the scope definition will improve over time. = Phase definition can permit the initial development of cost estimates and control level schedules, and risks can be determined and analyzed for each phase. * As the scope of work is refined, the identification or breakdown of the project scope into various phases may likewise be i ace to fit the project. Centro Froet La Ge (oven Pe === ===Establish Work Breakdown Structure = The WBS is a hierarchy division of the work scope elements of a project to be performed. The function of the WBS is to divide the scope of work into manageable parts that correspond to key deliverables, phases, or milestones with the intent to avoid the omission of key elements and assist in the communication of cost, schedule, quality, and resource performance data to stakeholders. = The WBS is product-oriented or process-oriented. Defining the WBS, like all tasks in the planning process, may be dynamic, cyclical, and iterative. = The WBS is a hierarchical division of the principal work elements for a project. An appropriate WBS links components of the cost estimate and activities of the schedule. The WBS assists the project team in transitioning the plan to the schedule. It provides the basis for all project reporting, including the collection and monitoring of data and forecasting of cost and schedule trends. * As a project participant, each stakeholder may have different perceptions of the established scope of work, Reconciliation of differing perceptions is required to ensure stakeholder satisfaction and project efficiency and effectiveness. WBS Key Points The hierarchical dvision of project scope defines and displays all work elements to be performed. Provides a framework to define each specific element for which schedules will be developed. Defines and facilitates the communication and integration ofthe project plan: a) Schedules, b) Resources, c) Costs Requires interaction among all members of the project team. Should be project-specific, but may be based upon an organization's standard detailed template. ‘Must contain balance between complexity required for control and simplicity for accurate progress reporting. Rules of thumb for defining activity duration, which affects their complexity and number, is that (a) any activity should require atleast a day, and (b) no activity duration should exceed a project routine reporting period, say, one month. 7. Must relate to code or chart of accounts. The difference between work package and a cost account: a) A work package is a WBS component, were resources can be budgeted and, b) A cost account is the intersection of WBS and OBS components, where actual costs can be forecasted and collected. 8. Should be structured in accordance with how work will be performed, and who shall perform it 9. Alter the WBS is fully and properly developed, all project work is defined somewhere in the WBS (no underlap), and no work is defined more than once in the WBS (no overlap) 10, Risks should be analyzed. 11. Each WBS should take into account: a) Technical performance parameters, b) Project organization, ¢) Contract funding, d) Configuration management. So aeEstablish Organizational Breakdown Structure = The OBS is a hierarchy division of the work scope elements of a project to be performed by a particular organization. The function of the OBS is to allocate the organization's resources against WBS elements, in order that the scope of work is efficiently and effectively performed and that a particular organization entity is responsible for its performance within budget and on time. = The OBS defines the work authorization and flow of responsibilty for scope and budget management within the project. = Must contain balance between complexity required for control and simplicity for accurate progress reporting, «= Defines and facilitates the communication and integration of the project plan: Scope, Schedule, Cost and Resources, = The OBS is a direct representation of the hierarchy of the organization responsible for the successful execution of the work scope, schedule, and budget of assigned WBS elements or portions thereof. Itis established to ensure that the necessary resources to plan and perform the required work are available. = There are three main types of organizational structures: functional, matrix, and project. = The Responsibility Assignment Matrix = Work (RAM) is a matrix of the intersection of the ae OBS and the lowest level of the WBS and is Sraenztn usually represented by a graphic that has Severe the WBS on one axis and the OBS on the other axis. = * The intersection of WBS work scope with OBS responsibility is defined as the Control Account (CA). Figure 1.2.—Ceampla of itersecton of O85 and WBS = The CA level is where the data elements Fevontirie etag———faeee — used to perform EVM analysis (BCWS, cons [oatimet [wipes 2 [a3 Joa [22 [23 [aa BCWP, ACWP, BAC and EAC, are collected [i., [ters on | x and rolled-up through the structures of the | es manny x WBS and OBS for problem identification meter | son * Figure 132 teaple of Ba and management control decision makingEstablish Cost Breakdown Structure = A cost breakdown structure is a key element of control for a project. The CBS allows all levels of management to track any project cost to meet their particular control and reporting needs. The CBS. also allows management to evaluate the effectiveness of the estimate versus the work in place, remaining work, and overall costs, " ACBS is a hierarchical definition of the key elements of a project. At the highest level these are: labor, materials, and other direct and indirect costs. For a complex project there will be many sub-levels of these major elements. " ACBSis an effective tool both during the planning phase of a project as well as during the construction phase. = Depending upon the complexity of the project the schedule may or may not directly include elements of the, CBS, i.e., cost loading of the schedule. However, CBS is always an important element of the administrative effort required to ensure cost control, Sequencing and Phase Relationships = Sequencing and identification of phase relationships is the beginning process that results in the plan and schedule. Identification of the phases and their appropriate relationships within the project plan allows development of the means and methods to track progress. = Sequencing is a planning process that brings together the interrelated elements of a program using simple relationships. = Identification of phase relationships and their processes. Phase relationships are the basis for developing a framework for monitoring, analyzing, controlling, and reporting. ® This sequencing is a planning process that iteratively drives the final plan and resultant schedule. = Work phases evolve from conceptual to specific during the life-cycle development of the program.Review by Stakeholders * Stakeholders affect the entire planning process. It is important to manage all stakeholder interests and concerns. "Stakeholder input and review throughout the planning process are critical = Stakeholder input and review must be cyclical, scheduled, and managed. = Stakeholders are usually divided into multiple groups depending on their direct or indirect involvement in the project. = Minor stakeholders’ review and input is also critical at this point. Failure to embrace these ‘stakeholders in the planning process may cause social or political issues to be over looked. This may result in additional planning and potentially significant cost and schedule impacts to project development and implementation. Cost Estimate Development = Contract documents may dictate how and when the cost estimate is developed. = Constraints and resources considerations apply during the planning process and influence the timeline and budgeting process. = Budget planning and development process incorporates stakeholder expectations for the project. Itis often revised to be in agreement with project goals, objectives. = Schedule risk should be evaluated when the scope of work, project plan, and phase definition develop into the initial cost estimate and schedule models. = The budget is the basis for cost and schedule baselines used for monitoring, controlling and reporting, = The timeline and associated budget are developed concurrently. Major elements of work scope are known in sufficient details to graphically depict them on a timeline to allow analysis of cash flow, overall resource utilization, and further optimization of the plan. = The estimate development for both direct and indirect costs should consider the schedule risks identified during the planning process.Estimate Classifications ny ct Sey Cane TTT oF spec | Pepa * Jsrure prow oewnov | _c10uSAGe vucmooncer accmseveuce | erronr” |, RECTED Saath | rpmmces |, Weracaocr | |scitemae| None [ACOH RE Bresso a of stat ie etna foie ar 90 cess to iat et Pe oi compte dofiitian cstimato) oan of 1 | 4 NOM eS ose | omen | Srmerteiy | meny [caviar |p | eee Cece” | ttre | tay sate ty : or 7 or ce) Bien aeapinay | Smtsieara® | 5 Se) one a Cass Hoemao conta stchasti assembly iove ina rms aes sero He H10% fo 230% Claes 30% w 75% Combat or hisAensor wy Detaled uit cost i ced 3 st Lito 2 a determinste detied taro-of ‘ ea $5800 420% Tea iit ox heh caer | wwiom | SABI | aan Pai ' woo | ane beg 169% Hon ts [jknwsornun stat cpp none a [8 tsotpa twp lity peat th et as MONA Te NE pes Tabs Fn eae ‘yet gy it sett) a aye Baseline Plan = Every project schedule model begins with a planning timeline and conceptual budget. These constraints allow stakeholders to quickly appreciate and evaluate the project planning status and likelihood of meeting established goals. = The baseline plan is the final output of the planning process for a project. The baseline provides the framework for all progress and measurement evaluation as the plan is implemented. = Since the plan is dynamic, cyclical and iterative, it will continue to evolve. When significant changes occur, whether a few large modifications or many smaller ones, a revised baseline of the project will be required. Once revised, the plan must be re-approved. This new baseline will then serve as the framework for future forecasting and measurement. = The baseline plan is the final output of the initial planning process for a project. The baseline provides the framework for all progress and measurement evaluation as the plan is implemented. = Each organization manages to its own baseline plan and schedule requirements. That is, an owner! client may not need or want to manage the project execution plan to the same level of detail as a contractor. Likewise, a subcontractor focuses primarily on only the breadth of its scope of work and interfaces with related trade work and/or phasing and may not need any further level of detailBaseline Plan is a Fixed document 39R-06 * Unless significant modifications to the scope of work occur, the baseline plan is a ‘fixed’ or unchanging document. Significant changes tothe scope of work can cause the previous baseline to be an inadequate representation ofthe work and of litle value for work progress reporting. When that occurs, a planning effort fo re- baseline is recommended. Budget, schedule, and percent complete status are all typically affected. This revised baseline should be agreed to by the appropriate stakeholders (contracting parties). * Performance Measurement Baseline (PMB) - 10S-90 (1) The time-phased budget plan against which contract performance is measured, (2) In eamed value management according to the ANSI EIA 748 standard, the assignment of budgets to scheduled segments of work produces a plan against \hich actual performance can be compared. The PMB is the ime-phased project execution plan against which performance is measured. It includes direct and indirect costs and all cost elements. Italso contains undistributed budget. PMB + management reserve (MR) = contract budget base (CBB) unless an over target baseline (OTB) has been implemented. See also: BASELINE. (October 2013) Periodic Forecasts * The periodic forecasts are made for the stakeholders to be informed ifthe project will be delivered timely and within budget, as the baseline plan. = A forecast is a prediction, an estimate of future conditions and events, based on factual information, observable trends, professional judgment, and documented assumptions "= Aperiodic forecast is produced on a regular schedule(weekly, monthly, quarterly) showing the next future period. Sometimes a special purpose forecast is required for a specific reason. * There is different types of reporting required for different stakeholders showing each stakeholder his main concerns & interests. * To generate the periodic forecast, the plan, scope of work, project goals, project constraints and contract requirements should be clearly understood. * The forecast is the greatest tool to help control the project against the project constraints. * Periodic or special forecasts assist to provide information on the health of a project and assist to predict in the future conditions. It helps to control the project deliverables and milestone and to identify any problemRisk and Recovery Plan = So now we have a baseline plan and we make forecasts against it. But what if the forecasts shows a deviation in the project plan? = First, if the deviation is due to a contractual requirement change then a revised baseline is required to incorporate this change. = Second, if the deviation is not due to a contractual change —now it is required to make a recovery plan to propose potential solutions to the situations occurring in the project, = Allowances, Contingencies and Management Reserves. = Contingency reserves should be added to the schedule and the budget to allow for the risks. = Management reserves are added by the higher management to handle the unkowns. «As the plan is developed, the project should be aware of risks and a risk management plan should be in place. A risk register should be managed carefully and updated regularly. = An anticipated risk with a risk response plan ahead will make sure that the project is still in the right track. Risk and Recovery Plan = Risks may increase as new variables are identified, secondary risks may result ™ Risks should be monitored carefully. = Developing procedures to identify impacts and recovery planning is necessary. = Planning for changes should be part of the planning process and the project team should develop recovery plans as part of the planning process. = Arisk plan defines how to identify and minimize the effects or risks, whereas a recovery plan is an array cof means or methods to eliminate or reduce undesirable impacts of changeACTIVIDAD NO PRESENCIAL Actividades No Presenciales 1. Leer Practcas Recomendadas No se dejen acumular Actividades No * 91R-16 Schedule Development 20-03-2018 presenciales 23R-02ldenificaion of Activites 03-05-2007 32R-04 Determining Activity Durations 14-01-2012 A eettas Reauled Skis and Knowledge of 24R-03 Developing Activity Logic 26-03-2004 Leer Section 3 (S&K) Planning and Scheduling 48R-06 Schedule Constructability 28-08-2009 ete et cer Seaion 4 (S8K) Progress and Cos! Control 49R-06 ldenttying the Critical Path 06-00-2010 Eramen Dingoate ane sion) 92R-17 Analyzing Near-Crical Paths 18-10-2017 Examen 1. Diagnosic. (Tt $8h-08Dosmortig To Sco Bas 1.052009 * Project Planning 7AR-13 Orginal Baseline Schedule Review As Apoled in Engineering, Procurement, and Construction 23-10-2014 + Schedule Development snes