TOPIC 3

DEVELOPMENT OF CIVE 4406

WORK PLAN
 TOPIC OUTLINE

 Organizational &
breakdown structures.
 Project team formation.
 Project work plan.
 PROJECT WORK BREAKDOWN
STRUCTURE
 It is a basic tool that used to identify activities in projects for managing project.
 Its facilitates the separate the work scope of project into hierarchy of breakdown
levels of sub-projects, task, work packages and activities.
 Each of activities requires resources for their time completion.
 The time duration: related to considerable of resources employed.
Includes work quantity,
execution time,
resources requirement,
ACTIVITY?? production cost and
Defined in terms of its earned value that
core database. associated with the
accomplishment of
activity.
PROJECT WORK BREAKDOWN
STRUCTURE

 WBS is “…deliverable oriented hierarchical decomposition of the

work to be executed by the project team."
 The WBS visually defines -
• the scope into manageable amounts that a project team can understand,
• as each level of the work breakdown structure provides further definition and detail.
 It is a visual representation of the construction works split down to sub-
projects (deliverable end product), tasks, work packages and activity level.
 In easy way to think about a work breakdown structure is as an outline or map
of the specific project.
 DEFINITION AND CLASSIFICATION
OF PROJECT

LEVEL DESCRIPTION MAIN CRITERIA

1 Sub-project level An independent, deliverables end product requiring
processing of multitasks having large volume of
work.
2 Task level An identifiable and deliverable major of work
containing one or more work package of activities
3 Work-package A sizeable, identifiable, measure, cost-able and
level controllable work item/package
4 Activity level Identifiable lower-level job, operation or process
which consumes time and possibly resources
5 Operations level A lowest level day-to-day operation, or process,
which is part of an activity
 LEVEL 1: SUB-PROJECTS LEVEL

• Sub projects are derived by dividing the scope of project work into
independent large volume mini projects or deliverables.
• Which could be progressed in a systematic manner without interference from
another group of work.
• This level could be headed by senior construction manager.

Housing
project

External Sub-projects
Residential Educational Public
utility level
buildings buildings buildings
services
 LEVEL 2: TASK LEVEL

 The project or sub-project could be split up into various task.

 A task is refer to an identifiable and deliverable major work.
 Commonly a task will be supported by design package.
 This level could be used in developing project plans, the design preparation
plan and the contract tendering plan.
 Each of the task is assigned time and cost objectives, with planned resources
for accomplishing the task objectives.

Housing
project

External
Sub-
Residential Educational Public
buildings buildings buildings
utility projects
services
level
Superstructu
Foundation
re
finishes Foundation Superstructure finishes Foundation Superstructure finishes Task
level
 LEVEL 3: WORK PACKAGE LEVEL

 A project task could be further sub-divided into one or more

work packages.
 Each of work package contains activities which are identifiable,
sizeable, measurable, cost-able, assignable and controllable
package of activities/work.
 Generally, work package consist more than one activities.
 In the case of multi-activity work package, each activity has its
own unit measure which some cases it relates to the BQ.
 Hence, it is mandatory requirement that a work package
should be expressible in one measure unit such as length, area
or volume for measuring performance.
 LEVEL 3: WORK PACKAGE LEVEL

Housing
project

Sub-project level Residential Educational Public

buildings buildings buildings

Task level Foundation Superstructure Finishes Foundation Superstructure Finishes Foundation Superstructure Finishes

Raft Ground floor

Base construction
construction
Plinth wall construction
construction Work Package level

 It is an activities that have been broken down from the work package.
Identifiable
 Work element can be executed with
the least interference from the
preceding and succeeding of work
package.
 In general, the activity must be
identifiable and quantifiable
interdependent activities which
consume time and resources.
Cost-able
• Each of activity consume resources. Its
direct cost could be define as the sum
of the direct costs of the works that
constituted in the activity.
LEVEL 4: ACTIVITY LEVEL
 An activity consumes time and resources to complete it.
 Each activity must following the below characteristic:
Measurable
• Each of activity must have a unit of
Sizeable measure, which related to BQ.
• The smaller size of activity, the lesser in the margin of error in
• An activity should be expressible in unit
estimating the time and cost.
of measure such length, volume or area,
• The estimated errors, whether positive or negative, usually
so that the performance of the activity
reduce the margin of errors when considered collectively in a
could be measured.
work package.
• HOWEVER, the size does have a limit. As the small size could
also unnecessarily increase the number of activities, while the
large size could make the monitoring difficult.
Assignable
• A project is divided into a number of construction responsibility
center.
• Meaning that, as the activity level is the lowest level, it can be
assigned to a single person.
 ACTIVITY LEVEL

Housing
project

Sub-project level Residential Educational Public

buildings buildings buildings

Task level Superstruct Superstruct Superstruct

Foundation finishes Foundation finishes Foundation finishes
ure ure ure

Base Raft Plinth wall Ground floor

construction construction construction construction Work Package level

Reinforcem Prelim
Layout Shuttering Concreting Curing Shuttering Mesh fixing Concreting curing
ent work Activity level
 LEVEL 5: OPERATION LEVEL

 Each of the activity consist of one or more operations.

 Each of the operation includes part of the work content of the activity.
 The operation will perform during the scheduled time of the activity (duration).
 School project

Single storey
Sub-project level building of lab

Super-
Task level Foundation Sub-structure
structure

Ground floor Ground floor Ground floor Work Package level

Piling Pile cap First floor slab
beam slab column

Reinforcement Reinforcement
60 piling point Formwork Formwork Formwork
bar bar

Reinforcement Compact Reinforcement

Formwork Formwork
bar crusher run bar

Activity level
Concreting Concreting Anti-termite Concreting Concreting

Reinforcement
Curing Curing Curing curing
bar

Concreting

curing
WHY NEED WORK BREAKDOWN STRUCTURE

01 02 03 04 05

Define scope Assign Work control Gather Work

responsibility information relationship
needed
enables the provides the ability
to assign work to establishes a control defines, collects and defines the
definition of the
people responsible baseline and reports information relationships
total scope of work
for carrying out the measures at the appropriate between work,
work accomplishments level required organisation and
objectively when the cost.
work is done
14
 DEFINING THE PROJECT

Step 3: Creating
Step 1: Defining Step 2: Establishing the Work
the Project Scope Project Priorities Breakdown
Structure

Step 4: Integrating Step 5: Coding the

the WBS with the WBS for the
Organization Information System
STEP 1: DEFINING THE PROJECT
SCOPE

Project Scope
• Defined as the end result or mission of the project—a
product or service for the client/customer—in
specific, tangible, and measurable terms.

Purpose of the Scope Statement

• To clearly define the deliverable(s) for the end user.
• To focus the project on successful completion of its
goals.
• To be used by the project owner and participants as a
planning tool and for measuring project success.

4–16
 PROJECT SCOPE: TERMS AND
DEFINITIONS

• Scope Statements
• Also called statements of work (SOW)

• Project Charter/guideline/contract
• Can contain an expanded version of scope statement
• A document authorizing the project manager to initiate and lead the
project.

• Scope Creep
• The tendency for the project scope to expand over time due to
changing requirements, specifications, and priorities.

4–17
 STEP 2: ESTABLISHING PROJECT
PRIORITIES
• Critical to priority project management are effective management of project changes and
prompt, consistent decisions.
• To do this, it helps to explicitly identify decision criteria for the project during project
planning
• Causes of Project Trade-offs
• Shifts in the relative importance of criterions related to cost, time, and performance parameters
• Budget–Cost
• Schedule–Time
• Performance–Scope
• Managing the Priorities of Project Trade-offs
• Constraint: a parameter is a fixed requirement.
• Enhance: optimizing a criterion over others.
4–18
PROJECT MANAGEMENT TRADE-OFFS

FIGURE 4.1
4–20
 STEP 3: CREATING THE WORK
BREAKDOWN STRUCTURE

Work Breakdown Structure

(WBS)
 An hierarchical outline (map) that identifies
the products and work elements involved in a
project.
 Defines the relationship of the final
deliverable (the project) to its sub

4–21
 HIERARCHIC AL
BREAKDOWN OF THE
WBS

• This breakdown groups work packages

by type of work within a deliverable and
allows assignment of responsibility to an
organizational unit.
• This extra step facilitates a system for
monitoring project progress.
 HOW WBS HELPS THE PROJECT
MANAGER

Defines communication channels and a Facilitates evaluation of cost, time,

ssists in coordinating the various project and technical performance of the
elements. organization on a project.

Helps in the development of the Provides management with information

organization breakdown structure (OBS) appropriate to each organizational level
which assigns project responsibilities to
organizational units and individuals
STEP 4:INTEGRATING THE WBS WITH
THE ORGANIZATION

 Organizational Breakdown Structure (OBS): is a hierarchical model

describing the established organizational framework for project
planning, resource management, time and expense tracking, cost
allocation, revenue/profit reporting, and work management.

 Depicts how the firm is organized to discharge its work

responsibility for a project.
• Provides a framework to summarize organization work
unit performance.
• Identifies organization units responsible for work packages.
• Ties the organizational units to cost control accounts.

4–24
EXAMPLE OF OBS
 STEP 5: CODING THE WBS FOR
THE INFORMATION SYSTEM

• Coding scheme. It is common for work breakdown structure elements to be numbered

sequentially to reveal the hierarchical structure. The purpose for the numbering is to
provide a consistent approach to identifying and managing the WBS across like
systems regardless of vendor or service.

•Defines:
• Levels and elements of the WBS
• Organization elements
• Work packages
• Budget and cost information
• Allows reports to be consolidated at any level in the organization structure

4–26
WBS CODING

4–28
RESPONSIBILITY MATRICES

• Also called a linear responsibility chart.

• Summarizes the tasks to be accomplished and who is responsible for
what on the project.
• Lists project activities and participants.
• Clarifies critical interfaces between units
and individuals that need coordination.
• Provide an means for all participants to view their responsibilities
and agree on their assignments.
• Clarifies the extent or type of authority that can be exercised by
each participant.
RESPONSIBILITY MATRIX FOR A MARKET RESEARCH
PROJECT (EXAMPLE)

FIGURE 4.6
4–30
RESPONSIBILITY MATRIX FOR THE CONVEYOR
BELT PROJECT (EXAMPLE)

FIGURE 4.7
4–31
 PROJECT TEAM FORMATION

There are five stages of project

team formation
 The first four stages of team growth were first developed
by Bruce Wayne Tuckman and published in 1965. His
theory, called “Tuckman’s Stages” was based on research
he conducted on team dynamics.

 These stages are inevitable in order for a team to grow to

the point where they are functioning effectively together
and delivering high quality results.

 In 1977, Tuckman, jointly with Mary Ann Jensen, added a

fifth stage to the 4 stages: “Adjourning.”
PROJECT TEAM FORMATION
35