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JWDD004-06 JWDD004-Halpin-v6 July 6, 2005 21:19
Chapter 6
Project Planning
Web-Based Project Management
The Need
Considering that 1 to 2% of project cost is simply paperwork, multimillion
dollar amounts are expended to support communication and information
transfer. Geographically dispersed team members need to share
information, documents, drawings, and strategies. The likelihood of errors,
miscommunication, or missed deadlines is reduced through web-based
project management tools.
Most web-based project management tools enable project teams to
share all relevant project information which includes directory,
specification, correspondence, sketches, meeting notes, shop drawing logs,
field reports, requests for information (RFIs), and CAD drawings, etc.
The Technology
With the Internet acting as the ultimate communications medium, web-based project
management applications provide an instant, on-demand, secure online solution for all
team members to communicate, share documents, and collaborate. The general features
include document management, workflow analysis, schedule/calendar development and
management, messaging, conferencing, discussion function, directory service, revision
control, and project camera, etc.
Centralization of Data on Server
6.1 INTRODUCTION
The planning of a project involves the concept of an objective or facility, and a scope of
work defining the work product or deliverable. The bid package consisting of the plans
90
6.1 Introduction 91
and specifications establishes the scope of work to be performed. In order to be properly
managed, the scope of work must be broken into components which define work elements
or building blocks which need to be accomplished in order to realize the end objective. The
assumption is that the project is the summation of its sub-elements.
Definition of the sub-elements is important since it determines how the project is to
be realized in the field. The sub-elements are often referred to as work packages. The
summation of the work packages can be shown in a hierarchical format called a work
breakdown structure or WBS. Figure 6.1 is an example of a WBS for a small building.
The building defined at Level I is sub-divided into major sub-systems at Level II. The
foundation work is again broken into major work activities at Level III. Similarly, the pile
cap consists of work tasks such as forming, installation of reinforcement, etc.
Development of aWBSrequires a thorough understanding of the project scope ofwork.
Experience in building is key to establishing a functional WBS. The WBS and the hierarchy
of work packages of which it is composed are used to determine the status of a project and
to manage the project from a time, cost, and quality perspective. Mentally, building a WBS
structures the work which must be physically accomplished to realize the project and its
end objective.
Planning can be thought of as the definition and sequencing of the work packages
within a given project. That is:
PLANNING = WORK BREAKDOWN + WORK SEQUENCING
Planning leads to a refinement of the Scope of Work as established in the contract
documents. A good plan reduces uncertainty and improves efficiency.
Building
Site Level II
Level I
Level III
Level IV
Level V
Foundation Structural Frame Etc.
Etc. Pile Cap Piling Excavation
Etc. Concrete Resteel Forms
Place or Set Prepare Shop
Drawings
Cut and Fabricate Deliver
Figure 6.1 Work Breakdown Structure (WBS) Example.
92 Chapter 6 Project Planning
Develop the lnitial
Plan
Implement the
Determine Impact
of Deviations (i.e.
major or trivial)
Make Correction to
the Plan as
Required
Detect Deviation
from the Plan
Figure 6.2 The Planning/Management Cycle.
The WBS also assists in determining the amount of planning needed. That is, it defines
the level of planning required. For instance, if we are traveling toWashington, D.C., certain
major elements of the travel should be planned. If we are traveling by air we need to book
an airline ticket. We need to determine what to pack. Typically, we will need a place to
stay, so we probably will reserve a hotel room unless we are staying with friends. At a
lower level in our planning hierarchy, we must determine how to get from the airport to the
hotel. If time is critical, we may reserve a limousine to meet us at the airport. On the other
hand, we may decide to make a decision upon arrival as to whether to take a cab, a shuttle
bus, or the Washington Metro MassTransit system. In effect, the development of the WBS
and the definition of work packages is an exercise in Òthinking things out ahead of time.Ó It
provides an orderly mechanism which facilitates planning. Howdetailed and comprehensive
the WBS must be will vary with the situation and the complexity of the project.
Planning allows us to develop a framework for project execution, monitoring, and
control. This minimizes uncertainty, clarifies sub-objectives within the overall objective,
assists in establishing sequencing of activity, and helps to avoid crisis management.
Planning is, however, an ongoing task and continues throughout the life of the projectÑ
General Dwight D. Eisenhower once said ÒPlans are nothing, Planning is everything.Ó Initial
planning is inevitably impacted by events which cause changes to the plan. The success of
a project is tied to the managerÕs agility in identifying deviations from the plan and solving
the challenges precipitated by these deviations. Figure 6.2 reflects this cycle of planning in
terms of a simple flow chart. Once the WBS has been developed, it provides the framework
within which planning can proceed throughout the life of the project. It becomes the vehicle
for identifying deviations, assessing their impact, and making appropriate corrections to the
existing plan. Therefore, Òplanning is everything.Ó
6.2 DEVELOPING THE WORK BREAKDOWN STRUCTURE
Work packages are the building blocks of the Work Breakdown Structure (WBS). They
should be defined to assist the manager in determining the project status or the level of
completion of the project. One definition of the WBS is Òthe progressive hierarchical breakdown
of the project into smaller pieces to the lowest practical level to which cost is applied.Ó
6.3 A Work Breakdown Example 93
When monitoring and controlling a project, cost and time are areas of primary interest. The
WBS is extremely useful in developing both cost and time (schedule) plans.
In establishing the WBS, the following guidelines need to be considered:
1. Work packages must be clearly distinguishable from other work packages.
2. Each work package must have unique starting and ending dates.
3. Each work package should have its own unique budget.
4. Work packages should be small enough that precise measurement of work progress
is possible.
For example, in Figure 6.1 one work package at Level IV defines work associated with the
installation of reinforcing steel in a pile cap. This work package is (1) clearly defined and
separate from other work packages, (2) has a starting and ending date, and (3) has a cost
budget which is unique and is small enough for accurate progress measurement. The work
packages at Level V become more generic and more difficult to distinguish as unique. For
instance, tasks such as cutting and setting steel are very short and assigning a unique budget
to this level of work becomes difficult. Therefore, the Level V work packages in Figure 6.1
can be viewed as sub-tasks which are pro-rated to the more unique Level IV work packages.
6.3 AWORK BREAKDOWN EXAMPLE
In order to better understand the concept of work breakdown, consider the small gas station
project for which simplified plans and concept drawings are shown in Appendix I.
In construction, the various aspects of the work that contribute to breakdown of the
project into packages relate to:
1. Methods used to place work
2. Skills needed for the work
3. Craft workers involved
4. Critical Resources (e.g., cranes, crews, etc.)
The definition of work packages can be facilitated by using four categories which help in
establishing a level of uniqueness. These categories are:
1. Location or Area within the Project (e.g., foundation Ð pile cap)
2. Material Type (e.g., concrete, resteel, etc.)
3. Method of placement (e.g., excavation)
4. Organizational Resources Required (e.g., labor and equipment needed)
In the gas station project, the construction requires a foundation for the load bearing walls.
The foundation can be thought of as a location (as well as a structural support system). The
LOCATION or AREA of the work is a physical part of the construction. That is, one can
walk up and touch the location of the package. A work package defining the floor slab in
SectionAon the 3rd floor of an academic building is something we can locate and physically
touch in the completed facility. The fact that the slab is concrete (i.e., rather than wood or
metal) is another important parameter. It has implications from a procurement, as well as
from a placement and work content point of view.
LOCATION and MATERIAL TYPE will influence the method of placement or installation.
TheMETHODOF INSTALLATION and the material type will determine the human
skills and equipment resources needed for installation. The method of placement or installation
dictates the TYPES OF RESOURCES required, thus differentiating one package
from another. For instance, in one case we may be placing concrete using a concrete pump,
94 Chapter 6 Project Planning
where as in another situation the concrete may be transported using concrete buggies. In
each case, labor and equipment resources, the budget, and the productivity of the concrete
placement will be different.
6.4 WORK PACKAGES FOR THE GAS STATION PROJECT
LetÕs develop a set of work packages and a WBS for the gas station construction. First,
locations which are work package related will be determined. As noted above, the building
foundation can be considered a location. It would be important to know whether the scope
of work includes the parking and service area surrounding the station. For the purposes of
this exercise, we will assume it is within the scope of work. LOCATION work packages
would be as follows:
1. Parking and Service Area
2. Foundation
3. Building Walls/Structural Panels
4. Building Roof
5. Interior Floors/Slabs (separate from the Foundation)
6. Interior Finishes
7. Exterior Finishes
8. Electrical Systems
9. Mechanical Systems
Adding the category ofMATERIAL TYPE expands the number of work packages as shown
in Table 6.1. Although this listing is, by no means, complete, it indicates the level of detail
which must be considered even in a relatively small project (when only two levels of
hierarchy are defined).
If mechanicalwork is expanded to cover location, material type, methods and resources
the following partial list of work packages would be added to the hierarchy of the WBS.
1. Excavation of Waste Water System
2. Drainage Tile installationÑWaste Water
3. Septic Tank installation
4. Fresh Water lines (piping)
5. Sinks, basins, toilets installation
6. Hot Water System installation
7. Pneumatic Air System installation
Table 6.1 Work Packages for the Gas Station Project
(1) Earthwork for Parking and Service
(P&S) Area
(2) Asphalt Paving for P&S Area
(3) Concrete Hardstands in P&S Area
(4) Concrete Foundations
(5) WallsÐMasonry Bearing Walls
(6) WallsÐPrefab Metal Sandwich Panels
(7) Interior Concrete Floors
(8) Built-up Roof
(9) Roof Gutters/Drainage
(10) Interior Built-ins (e.g., Cabinets, etc.)
(11) Interior Painting
(12) Interior Drywall
(13) Interior Doors, Frames, Hardware, etc.
(14) Interior Floor Coverings (if required)
(15) Exterior Brick Faücade
(16) Exterior Glazing
(17) Exterior Doors and Signage
(18) Mechanical Systems
(19) Electrical Systems
6.5 Determining Sequence of Work Packages 95
Figure 6.3 shows a work breakdown structure based on this partial development of work
packages.
6.5 DETERMINING SEQUENCE OF WORK PACKAGES
Having broken the work in to work packages, activities which facilitate time management
and control can be defined and logically placed in sequence. The word ACTIVITY is
generally used when discussing time control or scheduling to refer to the work elements
which appear in the schedule in their expected sequence or logical order. As mentioned
in Chapter 1, the word ÒtechnologyÓ implies that operations have a logic or sequence. An
understanding of this logic is a key to successful project management.
In arranging the work package sequence for time control, the criteria of (1) location
(2) material (3) method and (4) required resources developed in Section 6.3 must be reconsidered
from the perspective of how these criteria impact the order or sequence of work
activities. For instance, location can determine sequence. It is normal to complete the structural
frame for the 1st floor of a building before beginning work on the structural frame
for the 2nd floor. This could be considered a physical constraint since the 2nd floor frame
cannot be supported until the first floor frame is completed. Such physical constraints or
physical logic are common and characteristic of construction operations (e.g., the floor must
be complete before installing the floor covering, etc.). Locational aspects of a work package
may, therefore, determine its sequence in the overall project.
In some cases, physical requirements do not dictate order or sequence. For instance, in
finish work relating to a rest room, fixtures such as sinks, commodes and partitions must be
installed. Wall and floor finishes such as ceramic tiles must also be completed. Since there
is no physical constraint, it is a management decision as to whether the walls and floors are
completed first or the fixtures are installed first. In this case, the situation is controlled by
a management decision (e.g., the fixture subcontractor is available first and is instructed to
proceed) and the sequence is driven by management logic.
Again, consider the small gas station project. A preliminary sequencing of the work
packages is shown in Figure 6.4. One activity is defined to address mobilizing men, material,
and machines to the site and preparation of the site. Then the locational or areawork packages
are ordered in sequence starting with the foundation and completing with the interior and
exterior finishes and the mechanical and electrical systems which can be worked on at the
same time (i.e., in parallel). This preliminary sequencing provides the framework for a more
detailed schedule development to be presented in Chapter 7.
Following the preparation of the site, the footers and pier foundations are to be poured.
After the footers and pier foundations have reached sufficient strength, the building structure
is erected. It should be noted that, in this case, the floor slabs of the service bays, the show
room, and the office areas as well as the utility room and toilets are not poured until the
building structure is erected. Since the foundation consists of a ÒringÓ footing1 and individual
piers to support walls and columns, etc., the building shell and roof can be completed prior
to casting the various floor slabs throughout the building. When the roof is completed and
the building is Òclosed in,Ó work inside the building can proceed without concern for the
weather.
As a more detailed time plan (i.e., schedule) is developed, consideration must be given
to other time consuming activities which are not necessarily identified using the location,
material, method, and resource criteria.
1. Administrative actions such as inspections, permit issuance, noise constraints, etc.
must be considered in developing the time schedule logic.
1 A ring footing is a footing that supports the periphery of the building.
Gas Station
Electrical
Systems
Interior Floors Exterior
Finishes
Interior
Interior Built-ins Painting
Floor Coverings
(As Required)
Drywall Install Doors, Frames,
Hardware, etc.
Glazing
Brick Facade Doors and
Signage
Pneumatic Air
System
Hot Water
Sink, Basins,
Toilet, Etc.
Fresh Water
Lines
Septic Tank Tile Drainage
Excavation of
Waste Water
Mechanical
Building Roof
Roof Gutters Built-up Roof
Building Wall/
Shell
Foundation Packaging &
Service Area
Prefab Metal
Walls
Masonry Walls Concrete Areas Asphalt Paving P & S
Earth Work
Figure 6.3 WBS for Gas Station Project.
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Januszek66