Construction Scheduling: Understanding Work Breakdown Structure and Bar Charts, Study notes of Introduction to Business Management

Download Construction Scheduling: Understanding Work Breakdown Structure and Bar Charts and more Study notes Introduction to Business Management in PDF only on Docsity! 1 Construction scheduling using Bar Charts Session 02: Work Breakdown Structure, Work Packages, Bar Charts Housekeeping Attendance Material for Today Work Breakdown Structure Work Packages Bar Charts Work Breakdown Structure (WBS) Divides the Project into identifiable and manageable parts (The What) Defines the work to be performed Identifies the needed expertise Establishes a base for project scheduling and control Work Breakdown Structure (WBS) Divided into Levels Level 1 Major Facilities Level 2 Sub-Facilities Level 3 Work Item Level 4 Tasks Level 5 Work Packages Work Packages Scope Narrative of work required and services provided Budget Man hours and Cost Schedule Start and End Dates Responsible Person 2 Project Work Plan & Scope Definition Project Definition Project Framework Project Scheduling Project Tracking, Evaluation and Control Project Work Plan & Scope Definition Project Definition Owner’s Feasibility Study Project Manager’s Initial Review Owner’s Orientation Meeting Defined Project Scope, Budget and Schedule Project Work Plan & Scope Definition Project Framework Work Breakdown Structure (WBS) Organizational Breakdown Structure (OBS) Cost Breakdown Structure (CBS) Project Team Project Work Plan & Scope Definition Project Scheduling Task Definition Scheduling of Task Scheduling of Resources Scheduling with Cost Project Work Plan & Scope Definition Project Tracking, Evaluation and Control Project Tracking Work, Time and Cost Evaluation of Project Status Analysis of Project Trends Forecasting of Costs and Schedules at Completion Project Work Plan & Scope Definition 1. The project manager is responsible for the development of a written work plan for each project. The work plan is confirmed by management. 2. The work plan is prepared with the involvement of discipline managers or other people who will be assigned key roles. 3. It is important that a participatory approach be used and that key team members jointly work out the required tasks, responsibilities, and schedules. This allows the team to work out conflicts, understand the project requirements, and agree on priorities, schedule, and budget. 4. The level of detail should be sufficient for all project participants to understand what is expected of them in each phase and time period during the project, otherwise there is no basis for control. 5 Step 2: Activity durations are estimated An activity’s duration is estimated based on the quantity and selected construction method. Historical data are used and experience is needed. Step 3: Plot activities on the chart A bar chart should contain a heading with the project title and location, a brief description of each activity, and bars representing activities drawn to indicate the period of time during which the activities will be performed. The bar chart can also contain additional information for activities such as activity duration, activity code, dollar value, earned value, cost codes status resources, and variations between scheduled and actual progress. Actual construction progress The actual progress of each activity are usually plotted near the activity bar on the same bar chart by using different colors or different bar patterns. This allows a direct comparison between the as-scheduled and as-built progress. It provides an easy-to-use monitoring and control tool on the job site. Example: Activity A started as scheduled and was completed late. Activity B started late but finished on schedule. Activity C started late. It is still on going on the day the progress information is updated, and it is predicted to be completed late. S-curve Traditionally, the S-curve is superimposed on bar chart to give the manager a cumulative and incremental measure of planned completion. An S-curve reflects the project work anticipated to be completed at any particular time. A cumulative percentage completion or “S-curve” is widely used for monitoring and controlling progress. For comparison, the actual work performed to date is plotted with another line. Percentage completion curves (S-curve) 6 Advantages and Disadvantages of Bar charts Advantages of Bar Charts The primary advantage of a bar chart is its simplicity. The bar chart is simple to read and interpret. The bar chart can communicate in a straightforward manner. The disadvantages of bar charts include: A bar chart cannot depict the logical relationships between activities. Its effectiveness and accuracy reduces as projects get larger with more activities and with more complicated relationships. A bar chart may be prepared too easily by including too few activities so as to cause unrealistic schedule. There is a tendency to produce bar chart schedules that contain arbitrary, if not realistic, activity starting and finishing times. Disadvantages (continued) There is a tendency to work backward when preparing a bar chart. Knowing a project’s contract completion date, the scheduler may plot the bar representing the final activity so that it ends at the time the project must complete. The scheduler may then spread the other activity bars so they cover the time available, adjusting the starting time for a bar on the basis of start and end times of previous activities. In summary Bar charts are widely used for small projects and for short-term schedules. Bar Charts have been surpassed by the use of network modeling. Feedback Questions? Comments? Concerns? 7 Rap Up Assignment: Preview Next Session: Project Scheduling (Activity Descriptions &Durations) Logic Diagrams (Arrow & Precedence Networks Kick-off Meeting 1. Review the agenda and purpose of the meeting 2. Distribute the project title, account number and general information needed by the project team 3. Introduce team members and identify their areas of expertise and responsibility 4. Review project goals, needs, requirements and scope (including guidelines, limitations, problems) 5. Review project feasibility estimate of the owner and the approved budget for the project team. Kick-off Meeting (Continued) 6. Review project preliminary schedule and Milestones 7. Review initial project work plan: How to handle design How to handle procurement How to handle construction 8. Discuss assignments to team members: Ask each member of the team (Who?) To review the scope of work required in their area (What?) To develop a preliminary schedule for their work (How? When?) To develop a preliminary estimate for their work (how much?) Kick-off Meeting (Continued) 9. Ask each team member to prepare design work packages for their responsible work and report this information to the project manager within two weeks 10. Prepare an action item list indicating responsible team member 11. Establish the next team meeting, write minutes of kick-off meeting and distribute to each team member and management