Project Planning & Controls rEV. 2

PRESENTATION ON PROJECT PLANNING & CONTROLS (Part I & II)
By VIJAY KAMBLE
J. Ray McDermott Middle East, Inc.
PROJECT PLANNING & CONTROLS

1. 2. 3. 4. 5. 6. 7. 8. INTRODUCTION PROJECT PLANNING & CONTROLS CONCEPT PROJECT MANAGEMENT AT A GLANCE PROJECT PLANNING & CONTROLS - TERMS REPORTS TOOLS & METHODS PREPRATION OF SAMPLE PLAN FEATURES OF PRIMA-VERA
Project Planning & Constrols
1. INTRODUCTION
1. WHY PLANNING IS IMPORTANT ?
Technical Baseline
Systematic Approach Schedule Baseline Cost Baseline Identifies the responsibility holder Identifies project critical areas Identifies progress trends Control Procedures Built up confidence / morale Acts as a catalyst in stakeholders co-ordination Basis for Project Success Works as a challenge / motivation
2.
WHAT ARE PLANNING & CONTROLS PROCESSES ?
2. PROJECT PLANNING & CONTROLS - CONCEPT

CORE PROCESSES
Scope Planning Scope Definition Activity Definition Resource Planning Activity Sequencing Activity Duration Estimating Cost Planning Risk Management Planning Schedule Development Project Plan Development
Cost Budgeting
2. PROJECT PLANNING & CONTROLS - CONCEPT
FACILITATING PROCESSES Quality

Quality Planning Communication Planning
Procurement
Procurement Planning Risk Identification Solicitation Planning Qualitative Risk Analysis
Human Resource
Organisational Planning Quantitative Risk Analysis Staffing Planning Risk Response Planning
Communication Risk
3. PROJECT MANAGEMENT
Project Management is defined as a process of initiating, planning, organizing, monitoring and controlling the organization / other resources in order to complete the PROJECT within contractual time period within allocated budget to the satisfaction of client. Project is defined as a temporary endeavor undertaken, which is having definite start and finish dates. Generally Project requirements include, Completion of project / defined milestones within contractual completion dates. Completion of project within the budgeted man-hours and budgeted cost. Building up the customers/clients confidence
PROJECT GOALS S pecific M easurable A chievable R elevant T - imely
SAMPLE GENERIC PROJECT LIFE CYCLE
Scope / Efforts
Initial Phase
Intermediate Phase
Final Phase
TIME
Each Project phase normally include a set of defined deliverables designed to establish the desired level of management control The phase cycles generally involves some form of technology transfer or handoff such as requirements to design, construction to operation or design to manufacturing The project phases may sequentially linked or they may overlap. Overlapping project phases is called as Fast Tracking. The project phase varies with projects.
PROJECT LIFE CYCLE FOR EPIC CONTRACT
100% Procurement, Sub-Contracts Feasibility, Initiation, Planning, Design Fabrication, Construction, Testing, Logistic Installation, Commissioning, Close-out
Cumulative Progress
TIME Generally, During Phase-1, the feasibility of project is evaluated, the transfer of as bid documents and details to project manager takes place along with detailed planning and cost finalization. All the stakeholders are agreed on to the liabilities and timely completion of their responsibilities which is also called as Kick-Off. This also consists of the planning and designing the contractual requirements. Completion of designing of the project requirements may or may not get overlapped by next phase-2, during which, the procurement of the materials and placing of sub-contracts for various works is carried out and the receipt of all necessary material to start the fabrication / construction activities. The next project phase-3 witnesses the receipt of all materials and other services from sub-contractors to complete the fabrication / construction of the final product to make it ready for load out / installation. The final phase-4 witnesses completion of installation and commissioning of the product / systems to the requirements of clients and closing out of the project.
Project Management calls for : Working as a Team keeping single goal in mind e.g. completion of project within provided time frame within budgeted cost. Building up good rapport with client from long term prospects. Effective use of historic data and creating new data for future use. Adhering to the commitments made to client / customers / vendors / sub-contractors Maintaining the quality and standards set by the company Increasing the expertise and knowledge of various new areas

4. PROJECT PLANNING & CONTROLS - TERMS

WORK BREAKDOWN STRUCTURE is a smaller, identifiable groups of work modules, which put together entire project scope. CPM (CRITICAL PATH METHOD) is a network analysis technique used for calculating the start and finish dates of activities and to work out the limit for an activity or group of activities by which it can be delayed, without affecting the project completion date. CRITICAL PATH is a longest path or group of interrelated activities which are can not be delayed any further to maintain the contractual project completion date. It is the path where the inter-related activities having float as zero. MILESTONES, FLAGS, TASKS Milestones & Flags represent the significant events in the project, hence have durations zero, Tasks differentiate the normal activity from Milestones / Flags

ORIGINAL DURATIONS, REMAINING DURATIONS work period required for completion of an activity/task based on working days PERCENT COMPLETION Amount of work that has been completed. it is a progress status indicator in terms of percentages. EARLY AND LATE DATES Activity dates worked out based on the forward pass method and backward pass method respectively FREE FLOAT Amount of work period available for an activity to delay without affecting the early start of the successor activity. TOTAL FLOAT Amount of work period available for any activity from the group of activities inter-related, to delay, without affecting the project completion.

ARROW DIAGRAMMING METHOD (ADM) It is a method used to represent the ACTIVITY oriented network. Every activity is represented with starting point and ending point called as nodes. The inter-dependences shown in the form of the arrows. Dummy activities indicates the inter-dependences among activities wherever the dependences can not be shown by an activity arrow.
3 1
ADM Arrow Diagramming Method
2 7 8 9 0

PRECEDENCE DIAGRAMMING METHOD (PDM) It is a method used to represent the EVENT oriented network. Every event is represented by box, also called as nodes, having start dates and finish dates with other details related to an event. The inter-dependencies shown in the form of the arrows.
Act1
Act2
Act3
Act4
Act5
Act11
Act6 PDM Precedence Diagramming Method
Act7
Act8
Act9

FORWARD PASS METHOD/ BACKWARD PASS METHOD Techniques used to calculate the start and completion dates of project activities. e.g.
Forward Pass Method (Early Dates)Start=Latest(Predecessor Finish) Backward Pass Method (Late Dates)Finish=Earliest(Successor Start)
Act1 (10)
Start : 1/4/04 Finish: 10/4/04
Act3 (5)
Start : 16/4/04 Finish: 20/4/04
Act1 (10)
Start : 6/4/04 Finish: 15/4/04
Act3 (5)
Start : 16/4/04 Finish: 20/4/04
Act2 (15)
Start : 1/4/04 Finish: 15/4/04
Act2 (15)
Start : 1/4/04 Finish: 15/4/04
Act1 (10)
Start : 1/4/04 Finish: 10/4/04
Act2 (15)
Start : 11/4/04 Finish: 25/4/04
Act2 (15) Act1 (10)

Start : 2/4/04 Finish: 11/4/04 Start : 12/4/04 Finish: 26/4/04
Act3 (5)
Start : 11/4/04 Finish: 15/4/04
Act3 (5)
Start : 16/4/04 Finish: 20/4/04

PROGRESS MEASUREMENT MODELS Control Technique used to measure the progress of activities for a period (usually for current week) and the overall progress for each module and for total project. S-CURVES Control Technique used to plot the baseline/planned progress vs. actual progress against time to assess the trend of the project activities and the likely date of completion. S-Curves are plotted for progress as well as for the manhours / cost. MANPOWER HISTOGRAM Control Technique used to plot the manhours planned vs. actual utilisation against time in bar / stacked bar format. LOOK AHEAD SCHEDULE Control Technique to assess the activities planned for certain periods along with their present completion status.

BASELINE PLAN / SCHEDULE It is an original approved plan. Once set it is supposed to be adhered to till the completion of project unless otherwise any change in the scope needs to be incorporated. REVISED PLAN / SCHEDULE It is an addition or deletion to the baseline plan, incorporated with the changes as suggested / agreed by the client - because of addition or deletion in the scope. CATCH-UP PLAN / SCHEDULE It is a modified baseline plan based on the periodic progress updates to achieve the committed completion date.
5. REPORTS
AZERI PROJECT PHASE-II DESIGN ENGINEERING PROGRESS
Microsoft Excel Worksheet
Mar-04 ACTIVITIES GENERAL EXECUTION PLANS & OIL RISK STUDIES 30" P-II OIL TRANSPORT PIPELINE WEST AZERI INTERFIELD PIPELINES EAST AZERI INTERFIELD PIPELINES PHASE-II SUBSEA STRUCTURAL DESIGN % WEIGHT 15.04% 21.57% 24.94% 28.07% 10.38% WEEKLY PLAN % EARN % CUMMULATIVE PLAN % 100.00% 100.00% 100.00% 100.00% 100.00% EARN % 89.72% 97.96% 100.00% 100.00% 100.00%
TOTAL
100.00%
100.00%
98.01%
Engineering Management, Administration & Control PROGRESS BY - LINE ACTIVITIES 30" P-II OIL TRANSPORT PIPELINE WEST AZERI INTERFIELD PIPELINES EAST AZERI INTERFIELD PIPELINES %
100.00%
WEIGHT 28.92% 33.44% 37.64%
WEEKLY PLAN % 0.00% 0.00% 0.00% EARN % 0.00% 0.00% 0.00%
CUMMULATIVE PLAN % 100.00% 100.00% 100.00% EARN % 96.94% 98.45% 98.45%
5. REPORTS
AZERI PROJECT PHASE-II DESIGN ENGINEERING PROGRESS / MANHOURS STATUS ACTUAL PROGRESS % Activit y ID Activity description Man Hrs % Weight Original duration PLANNED PROGRESS % WEIGHTED DELTA
14-Mar-04
TOTAL
14-Mar-04
TOTAL
10520 6 7 8 9 10
PIPELINE MECHANICAL DESIGN Bottom Roughness Analysis - CAL 30 inch Phase 2 Pipeline Design Report - REP 30 inch CP Design - TEC Stability Analysis (CAL & TEC) 30 inch Anode Details - DTL CUMMULATIVE PROGRESS %
745 150 100 70 150 70 13,098
5.69% 1.15% 0.76% 0.53% 1.15% 0.53% 100% 20 51 25 30 25
100.00% 100.00% 100.00% 100.00% 50.00% 100.00%
100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%
0.57% X%
98.01%
5. REPORTS
(A) MANHOURS SUMMARY DISCIPLINE PLANNED MHRS EARNED MHRS ACTUAL MHRS As on : PRODUCT IVITY 14-Mar-04 EXPECTED AT COMPLN (+/-)
3,750 Engineering Management, Administration & Control Lead Engineer (LE) 2,800
3,750
4,093
4093
343
2,748
2,453
0.89
2506
(295)
Engineer (EE)
4,213
4,188
5,102
1.22
5126
914
Drafting Controller (DC)
1,748
1,726
1,099
0.64
1121
(627)
Draftsman (DF)
4,112
4,089
4,418
1.08
4441
329
Material/Corrossion Specialist
225
212
84
0.40
97
(128)
TOTAL
16,847
16,712
17,249
1.03
17383
536
5. REPORTS
5. REPORTS
5. REPORTS
6. TOOLS & TECHNIQUES
MICROSOFT PROJECT PLANNER
PRIMAVERA PROJECT PLANNER
MS-EXCEL
PERT / CPM (CRITICAL PATH METHOD)
FORWARD PASS / BACKWARD PASS METHOD
7. SAMPLE PLAN FOR PIPELINE INSTALLATION ANALYSIS

Information Available :
Activity ID Act1 Act2 Act3 Act4 Act5 Act6 Act7 Act8 Act9 Act10 Act11 Start
Description Static Pipelay Analysis Internal Review (SPA) Clients for Review (SPA) Approved for Construction (SPA) Weld Repair Analysis Internal Review (SPA) Clients for Review (SPA) Approved for Construction (SPA) Dummy Activity - 1 Completion
Duration 0 15 2 7 7 7 2 7 7 0 0
Predecessor FS1 FS2 FS3 FS4 FS3 FS6 FS7 FS8 FS5 FS9,FS5
3 1 2
ES: 1/4 EF: 1/4 ES: 1/4 EF: 15/4
ES: 16/4 EF: 17/4
5
ES: 18/4 EF: 24/4 ES: 25/4 EF: 1/5
ES: 18/4 EF: 24/4
7
ES: 25/4 EF: 26/4
8
ES: 27/4 EF: 3/5
9
ES: 4/5 EF: 10/5
0
ES: 10/5 EF: 10/5
Early Start and Early Finish Date - Computation Forward Pass Method
3 1 2
LS: 1/4 LF: 1/4 LS: 1/4 LF: 15/4
LS: 16/4 LF: 17/4
5
LS: 27/4 LF: 3/5 LS: 4/5 LF: 10/5
LS: 18/4 LF: 24/4
7
LS: 25/4 LF: 26/4
8
LS: 27/4 LF: 3/5
9
LS: 4/5 LF: 10/5
0
LS: 10/5 LF: 10/5
Late Start and Late Finish Date Computation Backward Pass Method
Act4
ES:18/4, EF:24/4 LS:27/4, LF:3/5 FF: 0 TF: 9
Act5
ES:25/4, EF:1/5 LS:4/5, LF:10/5 FF: 9 TF: 9
Act1
ES:1/4, EF:1/4 LS:1/4, LF:1/4 FF: 0 TF: 0
Act2
ES:1/4, EF:15/4 LS:1/4, LF:15/4 FF: 0 TF: 0
Act3
ES:16/4, EF:17/4 LS:16/4, LF:17/4 FF: 0 TF: 0
Act6
ES:18/4, EF:24/4 LS:18/4, LF:24/4 FF: 0 TF: 0
Act7
ES:25/4, EF:26/4 LS:25/4, LF:26/4 FF: 0 TF: 0
Act8
ES:27/4, EF:3/5 LS:27/4, LF:3/5 FF: 0 TF: 0
Act9
ES:4/5, EF:10/5 LS:4/5, LF:10/5 FF: 0 TF: 0
Act11
ES:10/5, EF:10/5 LS:10/5, LF:10/5 FF: 0 TF: 0
PDM Precedence Diagramming Method

Manhours Required
Act ID Description Durations PE FE Management Administration
LIMIT FOR RESOURCES

Act1 Act2 Act3 Act4 Act5 Act6 Act7 Act8 Act9 Act10 Act11 Start Static Pipelay Analysis Internal Review (SPA) Clients for Review (SPA) Approved for Construction (SPA) Weld Repair Analysis Internal Review (SPA) Clients for Review (SPA) Approved for Construction (SPA) Dummy Activity - 1 Dummy Activity - 2 15 2 7 7 7 2 7 7 -
8-10 hrs/day
120 28 56 28 -
8-10 hrs/day
16 16 -
8-10 hrs/day
16 28 16 28 -
8-10 hrs/day
4 28 56 4 28 56 -
TOTAL
528
232
32
88
176

Cost of Manhours Required
Act ID Description $ / MHrs Act1 Act2 Act3 Act4 Act5 Act6 Act7 Act8 Act9 Act10 Act11 Start Static Pipelay Analysis Internal Review (SPA) Clients for Review (SPA) Approved for Construction (SPA) Weld Repair Analysis Internal Review (SPA) Clients for Review (SPA) Approved for Construction (SPA) Dummy Activity - 1 Dummy Activity - 2 TOTAL Durations 15 2 7 7 7 2 7 7 PE X 9,000 2,100 4,200 2,100 17,400 FE Y 1,200 1,200 2,400 Management Z 1,600 2,800 1,600 2,800 8,800 Administration W 100 700 1,400 100 700 1,400 4,400
Budgetary Allocations
TOTAL Manhours Cost 528 33,000 PE 232 17,400 FE 32 2,400 Management 88 8,800 Administration 176 4,400

Performance Monitoring
Activity Description Durations Man hours % Weightage Planned Progress Actual Progress Planned Man hours Earned Man hours Actual Man hours Produ ctivity TOTAL Man hours TO GO Variance
PIPELAY ANALYSIS Static Pipelay Analysis Static Pipelay Analysis Internal Review Client Review Approved for Construction Weld Repair Analysis Weld Repair Analysis Internal Review Client Review Approved for Construction TOTAL 7 2 7 7 56 36 56 84 528 10.61% 6.82% 10.61% 15.91% 100.00% 45.45% 32.20% 100.00% 0 0 0 0 240 0 0 0 0 170 0 0 0 0 180 1.06 56 36 56 84 538 0 0 0 0 10 15 2 7 120 36 28 22.73% 6.82% 5.30% 100.00% 100.00% 100.00% 100.00% 100.00% 50.00% 120 36 28 120 36 14 150 10 20 1.25 0.28 1.43 150 10 34 30 -26 6
112
21.21%
112

VARIATION ORDER REGISTER
SNo MCCI VO NO MSTS VOR NO Submission Status S CTR Reference Base Scope (Missed) Title Estimated Mhrs Completi on Status C Actual Mhrs Remarks
1 VO043 2 3 VO028
VOR-C011-MSTS100 VOR-C011-MSTS101 VOR-C011-MSTS102 VOR-C011-MSTS103 VOR-C011-MSTS104 VOR-C011-MSTS105
10850
Additional tie-in analysis for WA & EA Spool @ C&WP East Azeri & West Azeri FO/Power Cable Study
800
690
AIOC Final Approval awaited -
S -
10910 10920
C 335 O
572 31
Phase 3 Support Valve Gear Box Development Recovery Frame (Dantorque actuator installation frame for subsea installation ) East Azeri pipeline global buckling study using FE analysis 30" Phase-2 pipeline additional crossing (SOCAR DU500) KP 8 tie-in spool for Phase-2, 30" export pipeline (see IR6, Detail Design and Fabrication of a tie in spool) Exension of shore approach burial from 5m to 7m WD Revised Crossing Design to suit DSV installation WA Infield Pipeline Crossings TOTAL
10930
600
320
A3 issued
10960
200
91 Manhours Booked against CTR 10660 to be segregated
6 VO043
11010
50
VOR-C011-MSTS106 VOR-C011-MSTS107 VOR-C011-MSTS108 VOR-C011-MSTS109
10980
300
108
A3 issued
8 9
S S
11040 10990 10970 / 10660
100 300
C O
207
Started Proceeding with Steel Sleeper Design
10
200 2885
239 2258
8. FEATURES OF PRIMA-VERA
PRIMARY GOALS OF PROJECT TEAM / MANAGEMENT 1. TO COMPLETE PROJECT IN TIME, WITHIN BUDGETED MANHOURS AND WITHIN BUDGETED COST PROFIT MAXIMISATION AS BID PERFORMANCE
2. 3.
PROJECT SPECIFIC INFORMATION FLOW CAN BE GROUPED AS : 1. 2. 3. TOP MANAGEMENT MIDDLE MANAGEMENT OPERATING LINE MANAGEMENT
TOP MANAGEMENT Information related to Progress Trends, Productivity, Cash Flow, Payment Received, Expected Profit MIDDLE MANAGEMENT Information for Monitoring, Controlling Project Activities OPERATING LINE MANAGEMENT Information for day to day work related activities for operating usage
Purpose
Information Preferred
Overall Progress Productivity Report Cash Flow Statement Manhours / Cost - TO GO Executive Summary Milestone Status Financial Status Areas of Concern

List of Activities, Start & Finish Dates, Floats Bar Charts / Gantt Chart Progress Measurement Model Weighted Delta Summary Productivity Report Target Vs Current Progress (Slippage of activities) List of Critical Activities List of nearly critical activities Project Likely Completion Date Look ahead Schedules Resource / Manhours Loading Data (to check Manhours Overloading) Resource / Manhours Consumption Data Projected Resource / Cost data

List of Activities with relevant details Look ahead Schedule List of activities with slippage in progress List of Critical Activities
WBS List Activities, Define Durations & Relationships
SET Global Calendar Other Specific Calendars Activity Codes Cost Accounts
RESOURCES Define Resources Assign Units, Calendar, Limits for Unit resources, Price / Cost per Unit
TO GET :Project Planning & Constrols
OUTPUT 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Bar Chart / Network Diagram Early / Late Start & Finish Dates Free Float & Total Float List of Activities List of Critical / Near Critical Activities Target Vs Current Schedule Look Ahead Schedule Resource Profile / Table (to know resource overloading) Projected Resource / Cost S-Curve Level 0, 1, 2, 3, Schedules Earned Value Report Manhours / Cost Histogram Productivity Report Likely Completion Date Details Resourcewise Activity List and Vice Versa
Adobe Adobe Adobe Adobe Adobe Adobe
OTHER FEATURES 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Resource Crashing Splitting of Activity Compatibility with any RDBMS data User Friendly Excellent for Presentation Data Multi Project Links Single Resource data linked to multi project requirements Supplementary Packages such as Monte-Carlo analysis, Time Sheet System Different activity types : Task, Independent, Meeting, Milestones, Flags etc Independent setting of individual resource calendars Different resource profile curves such as Bell Shape, Linear, Triangular Filtering of Activities as per WBS Groups, Activity Codes Sub-Project Option for monitoring / controlling
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PRESENTATION ON PROJECT PLANNING & CONTROLS (Part I & II)

J. Ray McDermott Middle East, Inc.