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
MONITORING
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
Level 1
• WBS can be in a form of diagram or
text
Level 2
Level 3
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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
Project Information
, Review Network, Review Critical Activities
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

Changes? perform), channel instruction to

Can the Project

• Final measurement, final account

1.2 Super-structure Works • Structure of work cascaded into

• 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

, Review Network, Review Critical Activities

• 6 – Tracking, Analyzing & Controlling:

Order now at facebook.com/nutechnik

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