Plan/MPS Execution

for Case Study

373

Normally one member of theProject Team has construction experience. If the Project Manager does not have it. it is imperative that somebody in the team does. The starting point to prepare the MPS must be a semi-detailed estimate broken down in discrete portions that relate directly to well-defined construction activities. Some cost items in the estimate need further breakdown tomakethem more manageable.Thiscouldalways be done with help from Table 15.2. The breakdown of activities is shown in Section E.4. The activities are laid out in bar chart fashion in a logical sequence, i.e..
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Site preparation and underground piping first. Foundationsbeforesteel structure. Pipe racks before process structure to start early erection of the casy to install interconnecting piping. Equipment after structure based on deliveries.

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Durations to every activity are assigned consistent with the estimated work hours and the number of workers that could work effectivelyin the particular area. When all activities have been scheduled they are "loaded" with the estimated hours and totaled to develop the construction progress and labor loading curves shown in Fig. E.9 Since the schedule time grid is based on weeks the work hours must be converted to work weeks so that each unit is equivalent to oneworker. The new curves now show a peak staff of 115 (including supervision and contingency) and a duration of 8 months. However, when the staff is level over a threemonthperiod the peakwouldbe 97-105 workers.The 8 monthduration assumes perfect field conditions and must be adjusted to meet weather considerations and site restrictions. Hopefully after the adjustments are completed the construction can be completed i n therequiredninemonths.If not, plansmust be made to expedite construction through overstaffing, double shifting, or scheduled overtime. The estimate must be corrected to reflect the situation and management duly informed in the request for funds. Figure 9.3 in Chapter 9 illustrates the executive version of the Execution Plan to be attached to the request for funds.

E.4 Activity Breakdown and Loading

As mentioned in the previous section the schedule activities closely parallel the cost items in the appropriation cost estimate. The value assigned to each activity