AKT – Engineering & Management Consultant

INTEGRATED PROJECT
PLANNING AND CONTROL

Prepared by:
Aung Khin Tun
 AKT – Engineering & Management Consultant

CONTENTS:
 WHAT IS PROJECT MANAGEMENT
 PROJECT MANAGEMENT PROCESS
 INITATION OF CONSTRUCTION PROJECT
 INTEGRATED PROJECT PLANNING AND CONTROL
 PROJECT PLANNING TECHNIQUES
 PROJECT MONITROING AND CONTROLLING TECHNIQUES
 RUNNING A CONSTRUCTION PROJECT
 DESIGN AND COORDINATION MANAGEMENT
 PROJECT RISK MANAGEMENT
 COST AND CONTRACT MANAGEMENT
 QUALITY AND SAFETY MANAGEMENT
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INTRODUCTION:

 Definition of Project
 A project is temporary with specific time line and unique in
nature

 Failure and Success of Project

 What is Project Management

 The application of knowledge, skills, tools and techniques to
project activities to meet project requirements
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PROJECT MANAGEMENT PROCESS:

 INITIATION

 PLANNING

 EXECUTION

 MONITORING AND CONTROLLING

 CLOSING
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PROJECT INITIATION:

 Initiating is the most critical stage in project management. Unless you

precisely define the project and build the solid foundation, you are
running the risk of a project failure. It will create a domino effect,
disrupting all the following stages as well as the final outcome
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FEASIBILITY STUDY:

 An assessment of the practicality of a proposed project or system

 Technical feasibility
 Legal feasibility
 Operational feasibility
 Schedule feasibility
 Financial feasibility
 Resource feasibility
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INITIATION FOR CONSTRUCTION PROJECT:

PROJECT SETTING UP

 Compile general and detailed information for the developer/ owner

ORGANIZATION SETTING UP

 Prepare and organize the key members of the project with roles and
responsibilities defined

DOCUMENTATION SETTING UP

 Start gathering the project related information such reports and

drawings in order to call for tender
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MAJOR REPORTS REQUIRED FOR CONSTRUCTION PROJECT

INITIATION:

 Topographic Survey

 Soil Investigation Report

 PRE-CONDITIONED SURVEY

 EIA/SIA Report

(Environmental Impact Assessment and Social Impact Assessment)

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PROJECT PLANNING:

 Shall include a detailed breakdown and assignment of each task of your

project from beginning to end
 In short, the working process is defined, stake holders are identified and
reporting frequency and channels explained
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CONSTRUCTION PROJECT PLANNING STEPS:

1. Define the Project Scope

2. Develop WBS Structure
3. Adding Project Activities to the developed WBS
4. Generate Baseline Schedule
5. Add Resource and Cost to the Developed Schedule
6. Complete Overall Project Plan Development

Scheduling can be developed either using

Ms. Project or Primavera (P6) Software
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SCHEDULING TERMINOLOGY:
 Activity/ Task
 The minimum amount of the work that needs to be carried out
under a defined duration
 Predecessor
 The activity that occurs before the start of another activity

 Successor
 The activity that occurs following a processor activity

 Leads & Lag Time

 Delays between activities
 Time required before or after a given task
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SCHEDULING TERMINOLOGY:
 Free Float
 The amount of time that an activity can be delayed without delaying
the successor activity
 Total Float
 The amount of time that an activity can be delayed without delaying
the project finish date

 Milestone/ Key Date

 A significant day or event in the project schedule set with zero
duration
 Bar Chart
 Graphical presentation of schedule time line with the listed activities
 Commonly used in scheduling is Gantt Chart
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ACTIVITIES RELATIONSHIP/ TASK DEPENDENCIES

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CRITICAL PATH CALCULATION (SAMPLE):

Float/ Slack = LS-ES = LF-EF

FORWARD PASS

BACKWARD PASS

When Float is “Zero” – It is the Critical Path

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CRITICAL PATH METHOD (CPM):

 Critical Path
 The longest path in the network diagram, or
 The shortest path in which the project can be completed

 Network Diagram
 The graph showing the logical sequence in which project activities
occur with dependencies towards the project completion
 Forward Pass and Backward Pass
 Early Start and Early Finish of the project can be obtained by using
Forward Pass
 Late Start and Late Finish of the project can be obtained by using
Backward Pass
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WORK BREAKDOWN STRUCTURE (WBS):

 The work breakdown structure

(WBS) defines the work that is
required in order to produce the
product or deliverables.

 It is represented as a hierarchical
subdivision of a project into work
areas with the lowest generally being
a work package or sometimes even
an activity
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WORK BREAKDOWN STRUCTURE (WBS):

Generally, WBS of baseline programme will be divided into “PHASE”

 General
 Key Dates and Milestones
 Preliminary and Time Based Items
 Design
 Archi/ Structural/ M&E Design and Drawings
 Authority Submission
 Procurement
 Procurement/ Manufacturing/ Delivery
 Mock-up/ Assembly
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WORK BREAKDOWN STRUCTURE (WBS):

 Construction
 Enabling Works
 Main Construction Works
 Architectural Works
 Wet Trades
 Architectural Finishes
 M&E Installation Works
 Plumbing and Sanitary Works
 Mechanical Works
 Electrical Works
 Testing and Commissioning
 Handover
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SAMPLE WBS IN PRIMAVERA (P6):

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KEY DATES/ MILESTONE DATES:

 Commencement Date
 Site Occupancy Date
 Design Submission Date
 Sectional Completion Date
 Interface Key Dates
 Test Running Date
 Completion Date
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SCHEDULE OF FINISHES:

 Defined as
Degrees/ Finishes
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PRODUCTIVITY RATES CONSIDERATION:

 In order to calculate “duration” of an activity, productivity must be decided

S/N Description Productivity Rate Teams / Rigs

1.0 Micro Piles 1 no. per day per rig 4~6 Rigs
150 to 300m3 per day
2.0 Excavation 4 Teams
per team

3.0 RC Works – Pile Cap Construction 10m2 per day per team 4 Teams

4.0 RC Works – Beams (Non Suspended) 50m2 per day per team 2 Teams

5.0 RC Works – Beams (Suspended) 30m2 per day per team 2 Teams

6.0 RC Works – Slabs (Non Suspended) 25m2 per day per team 2 Teams

7.0 RC Works – Slabs (Suspended) 20m2 per day per team 2 Teams
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SCHEDULING WITH MS. PROJECT:

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SCHEDULING WITH PRIMAVERA (P6):

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PROJECT EXECUTION:
 Physically construct the deliverables and present them to the customer,
who then decides whether he will accept them or not.
 It’s usually the longest phase, how long depending on the project’s
scope
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ROLES OF A PROJECT MANAGER:

 Mintzberg’s Management Roles

Category Roles
Interpersonal Figurehead
Leader
Liaison
Informational Monitor
Disseminator
Spokesperson
Decisional Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
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CONSTRUCTION PROJECT EXECUTION:

 Develop the specific project team

 Review and Evaluate the construction sequences
 Decide on the construction methods
 Make note of project constraints
 Prepare for Sub-contractors award
 Prepare for Procurement items
 Study M&W specifications and contract specifications
 Study for Testing and Commissioning Requirements
 Prepare the construction site to the best use
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SITE UTILIZATION PLAN:

 Office Use
 Work Area
 Temporary Facilities Area
 Stock Yard/ Storage Area
 Access Road Area
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PROJECT MONITORING AND CONTROL:

“The Monitoring and Controlling process oversees all the

tasks and resources necessary to ensure that the approved
and authorized project is within scope, on time, and on
budget so that the project proceeds with minimal risk”
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TYPICAL MONITORING ACTIVITIES:

 Regular reviews of progress against schedule using WBS as basis

(Plan against Baseline)
 Regular review of actual costs against budgeted costs and Earned
Value at WBS level
 Regular review of resource loading
 Regular progress meetings with project team
 Regular meetings with contractors
 Periodic progress reports
 Risk reviews
 Inspections/ Audits
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TYPICAL CONTROL ACTIVITIES:

 Assign responsibilities at Work Package level as well as WBS level

 Delegate authorization of work to be done to each team member
 Seek corrective action reports when work progress goes ‘off track’
(overrunning or overspending)
 Ensure PM has a ‘Management Reserve’ under his control or
management support for controlling actions
 Release Management Reserve carefully and effectively
 Prepare tools and techniques for displaying the actual
status of the project
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COMMON FORMATS FOR PROJECT MONITOR AND CONTROL:

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COMMON FORMATS FOR PROJECT MONITOR AND CONTROL:

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COMMON FORMATS FOR PROJECT MONITOR AND CONTROL:

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PROJECT MONITORING AND CONTROL SUMMARY:

 Monitor against the plan – status regularly

 Take a factual approach to decisions
 Indentify management action early
 Check that defined controls are being applied – correct if necessary
 Apply change control

Recovery Programme

Impact Analysis Programme

EOT Programme
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PROJECT CLOSING:
Project Closure involves releasing the final deliverables to the
customer, handing over project documentation to the business,
terminating supplier contracts, releasing project resources and
communicating project closure to all stakeholders

 Perform discussion the steps required to complete a project among

team members and hand it over to the owner.
 Make sure all the demands from the owner are met.
 Compile the project closing documents and review all them with the
contract team
 Sometimes it may be difficult to close the project there are always many
small items that must be finished
 Negotiate with owner for the completion of outstanding items while
maintaining the good relationship
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PROJECT CLOSING DOCUMENTS/ PROCEDURES:

 Integrated Testing and Commissioning

 Operation and Maintenance Manuals
 Providing Trainings or Demonstrations
 As-Built Information and Project Related Documents
 Authority Inspections
 Finalized BOQ and Summarized Account
 Get the Authorized Signature on Hand Over Documents
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