PROJECT LIFE CYCLE?

INITIATION

PLANNING

CLOSING

MONITORING
EXECUTION
and
CONTROLLING
PROJECT LIFE CYCLE?
The attention that a particular project receives is not uniformly
distributed throughout its life span, but it varies from phase to phase. At
every phase appropriate attention has to be paid.
 Initiation: when the project starts
 Planning: when all of the key decisions are made
 Execution: when project work actually takes place
 Monitoring & Control: project progress is checked and adjustments are
made to the plan
Termination/closing: when the project comes to an end
INITIATING PLANNING EXECUTION MONITORING and CLOSING
CONTROLLING

Recognizing that a – Refining the project – Leading the team – Monitoring deviations – Validating the last of
project is worth doing scope – Meeting with team in budget or schedule the tasks are
– Determining what the – Listing tasks and members – Taking corrective complete in the project
project should activities – Communicating with action plan
accomplish – Sequencing activities stakeholders – Evaluating potential – Releasing resources
– Defining the overall – Developing a – Resolving conflicts impacts of project – Lessons learned
project goal workable schedule and that always arise – Initiating change – Final vendor payment
– Defining general budget during a Project request process – Writing a final
expectations of – Assigning resources – Approve change – Rescheduling the project report
customers, to the activities request project activities – Sponsor sign off
management, or other – Getting the plan – Securing necessary – Adapting resource – Closing out the files
stakeholders approved “baseline” resources (money, levels – Deliverable =
– Defining the general – Deliverable = Project people, equipment) to – Adjusting project Transition or turnover
project scope and Management Plan carry out the project goals (as long as you plan to production
problem statement plan have revisited support; a Lesson
– Selecting initial – Deliverable = planning) Learned document
members of the project RFQ/RFP or Distribution – Getting changes
team of the approved by
– Deliverable = Project schedule, issues and stakeholders
Charter risks on a weekly basis – Updating project
documentation
– Deliverable =
Progress reporting
project charter provides a preliminary
delineation of roles and responsibilities, outlines
the project objectives, identifies the main
stakeholders, and defines the authority of the
project manager. It serves as a reference of
authority for the future of the project.
 PLANNING
FOR
CONSTRUCTION PROJECTS
Planning?
Planning involves deciding in advance . . .
What is to be done ?
How it is to be done ?
What order . . . ?
In order to achieve the objectives.
Planning aims at deciding upon future course of action whereas
schedule depicts when the planned activities are to be carried, it puts
the plan on calendar.
 In construction, plans may exist at several levels: corporate
strategic plans, pre-tender plans, pre-contract plans, short-term
construction plans, and long-term construction plans. These plans
are different from each other; however, all these plans involve
four main steps:
 - Performing breakdown of work items involved in the project into
activities.
 - Identifying the proper sequence by which the activities should
be executed.
 - Activities representation.
 - Estimating the resources, time, and cost of individual activities.
Project Planning Steps
The following steps may be used as a guideline, or checklist to
develop a project plan:
1. Define the scope of work, method statement, and sequence of
work.
2. Generate the work breakdown structure (WBS) to produce a
complete list of activities.
3. Develop the organization breakdown structure (OBS) and link it
with work breakdown structure to identify responsibilities.
4. Determine the relationship between activities.
5. Estimate activities time duration, cost expenditure, and resource
requirement.
6. Develop the project network.
 WORK BREAKDOWN STRUCTURE (WBS)
 The WBS is described as a hierarchical structure which is designed to
logically subdivide all the work-elements of the project into a
graphical presentation.
 The full scope of work for the project is placed at the top of the
diagram, and then sub-divided smaller elements of work at each
lower level of the breakdown.
 At the lowest level of the WBS the elements of work is called a work
package. A list of project’s activities is developed from the work
packages.
 Effective use of the WBS will outline the scope of the project and the
responsibility for each work package.
 Organization Breakdown Structure (OBS)
 As the Work Breakdown Structure (WBS) identifies the work to be
done, the Organization Breakdown Structure (OBS) identifies the
people that will do the work.
 A hierarchical relationship of the organization, including
subcontractors, responsible for managing a designated scope of
work within the work breakdown structure (WBS).
 OBS gives a broad snapshot of the types of resources that are
required. The OBS identifies the roles and the person associated
with each role.
The relationships of each
activity

–When one activity can start

–The sequence of each

activity

–The duration of each and

when it can finish
 Scheduling means putting the plan on calendar basis.
 The project planning shows the sequence and interdependencies of
activities, their time, duration and the earliest and the latest
completion time, but this needs to be scheduled to determine
commencement and termination dates of each activity, using optimum
resource or working with resource constraints.
 A time schedule outlines the project work program ; it is the time table
of work.
 WHY SCHEDULING?
 It gives the quantity of work involved, labor, materials and
equipment for each stage of work.
 The actual progress of the work can be checked.
 The project can be carried out in a systematic manner using
scheduling.
 CONSTRUCTION SCHEDULING

Construction scheduling is a graphical representation which shows the

phasing rate of construction activities with the starting and completion
dates and the sequential relationship among the various activities or
operations in a project so that work can be carried out in an orderly
and effective manner.
PREPARATION OF CONSTRUCTION SCHEDULES
 The project is divided into number of operations and the sequences of
these operations can be derived after knowing their relationship
properly.
 The quantity of work involved in each operation has to be calculated.
 The time required for completion of the project as well as the different
activities are to be calculated. This can be done from the quantity of
work involved and the rate of performing each work.
 ADVANTAGES OF SCHEDULING
 By studying the schedule of any work and the many alternative
methods of execution, we can choose the best one.
 It gives a clear idea regarding the required men, materials and
equipment at different stages of the work.
 Since the starting time of each work is known, proper arrangements
and requirements can be done prior to the starting of the work.
 Resource utilization is optimized.
 Actual progress of the work is monitored with the actual plan. If there
is any delay, proper remedial measures can be taken to avoid such
delays.
 Inter-relationship of various activities at different stages is known; thus
we will be able to fix them according to their priority.
 Total duration of the complete project is known.
METHODS OF SCHEDULING
Scheduling can be done by different methods depending on the size of the
project.

 BAR CHARTS OR GANTT CHARTS

 MILESTONE CHART

 NETWORK ANALYSIS
BAR CHARTS/GANTT CHART
 The bar chart was developed by Henry L. Gantt
around the turn of the century and is sometimes
referred to as the GANTT CHART
 The most commonly used method of planning and
scheduling construction projects.
 A bar chart consists of two co-ordinate axes -
one representing the jobs or activities to be
performed and the other representing the time
elapsed.
 Each bar represents one specific job or activity of
the project.
 The beginning and end of each bar represents
the time of start and time of finish of that activity.
 The length of the bar represents the time
required for the completion of that job or activity.
LIMITATIONS OF BAR CHARTS
(i) They can be used only for small projects.
(ii) It does not show the interdependencies between the various activities
in the project. This is a serious limitation of the bar chart.
(iii) The progress of the work in the project cannot be monitored
scientifically.
(iv) Delays in the work cannot be detected.
(v) It does not indicate the critical activities of the project.
(vi) It gives some idea about the physical progress of the project, but the
financial aspect involved is not known i.e., whether the project cost is
within the estimated one or exceeded.
(vii) Bar chart cannot be used as a controlling device by the project
manager to take any timely action.
PROBLEM
A project has seven distinct activities - A, B, C, D, E, F and G which are to
be performed for its timely and successful completion. The time required
for the completion of these activities are 11, 6, 11, 8, 6, 9 and 16 units
respectively.
The relationship of the activities are as follows:
1. Activities A and B can start simultaneously, since they are independent
of each other.
2. Activity C can start only when activity B is completed.
3. Activity D is independent of C. It starts earlier than C and is also
completed earlier.
4. Activity E starts only when D is completed.
5. Activity F starts when B is completed.
6. Activity G is the last activity and is dependent on the completion of D.
1.Draw a bar chart for the project.
2.Calculate the total time required to complete the project.
 Fig. shows a bar chart for a project which has seven distinct activities
viz; A, B, C, D, E, F and G which are to be performed for its timely and
successful completion. The times required for the completion of these
activities are 11, 6, 11, 8, 6, 9 and 16 units of time respectively.