PROJECT PLANS

THROUGH INTO THE

PRODUCTION PHASE
Aims:
Link the Project Plan into the Project
Process
Look at the Planning and Control aspects
of the Process
Specifics of the Project Plan with a
construction example for discussion
 Project Life-Cycle
 The Project Life-cycle:
 conception, feasibility, implementation,
operation, termination
 Overarching and throughout the life-cycle;
and within each phase
 The project management process:
• Planning and Control
 Are the phases of the project
the same as the RIBA Plan of
Work?
50% 50%
1. Yes
2. No
 Process - Planning
 Obtain authorization to proceed from the project
sponsor
 Establish the project organization
 Development of a Project Work Breakdown Structure
(WBS) or Sub-projects
 Analyse the project tasks
 Assign a single accountable task owner to project
tasks
 Develop a statement of work (SOW) for project tasks
 Balance time, cost, integrity of specification and risk
 Obtain commitments to do project tasks
 Finalise agreements
 1. Organisation
 Establish the project organisation
 Limits of authority
 Incentive mechanisms
 Communication framework
 2. Development of a Project
Work Breakdown Structure
 Task decomposition
 Task identification
 Task levels
 Level of detail
 Validation of the task structure
 Relating tasks to the project organization

 Also identified as breaking the project into sub-

projects or even project sub-systems
 3. Analyse Project Tasks
 Level of task decomposition
 Single accountability
 Performance measurement capability
 Cost element
 Criticality
 Earned value type
 Supplier performance reliability
 Task risk
 4. Develop Organisation and
Work for Sub-projects
 Assign a single accountable task owner to
sub-project (the tasks)
 Develop a statement of work (SOW) for sub-
project
 The primary elements of a SOW are as follows:
• Task reference code
• Summary description of task
• Named accountable task owner
• Key deliveries and milestones
• Timescales for deliverables
• Task dependencies
 5. Statement of Works
 The primary elements of a SOW (cont’d):
 Schedule of costs by cost elements

 Assessment of risks

 Performance measurement and task completion

criteria
 Detailed description of task work content

 Reporting requirements:

*Performance status *Schedule status

*Cost status
*Status of quality progress
*Risk exposure system
*Exception thresholds and variance reporting
 6. Final Stage
 Balance time, cost, integrity of specification
and risk
 Obtain commitments to do project tasks
 General
 Identify resources required
 Identify available resources
 Balance load with capacity
 Reserve and allocate resource
 Finalise agreements
 Reiss’ Nine Step to a
Successful Project
1. Define the project
2. Build the plan
3. Get the plan prepared
4. Agree the plan with your managers
5. Disseminate and communicate
6. Do some work
7. Updates
8. Repeat step 7 as required
9. Receive your congratulations!!!
Planning is an essential skill for
a Project Manager?
1. True 50% 50%

2. False

ue

e
ls
Tr

Fa
 For the planning to be
successful which is the most
important…..
1. Feedback 33% 33% 33%

2. Controlling
3. Monitoring
 Control of Processes
 Control the project plan
 Manage the project budget
 Instruct work to begin, continue or stop
 Monitor progress
 Manage the project
 Assess risks
 Manage risks
 Motivate task owners
 Negotiate
 Control
 Manage the project budget
 Set annual budgets
 Release project funds and retain
management reserve
 Monitor progress
 Actual costs reported against planned
cost and variances:
 Time and cost at completion:
 Earned value:
See Project Management Plan Slide

5 – Introduces project plan – document that draws

together the processes
6 – Establishes the Business case and brief
7 – Designing project organisation
8 - Understanding project life-cycle
9,10,11 – Product delivery process – processes
and regulatory
11 – Processes for management and control
Ref: EN 6079-4:2006
 Project Plan
 Project plan sections
 A basic project plan should contain the
following sections:
• Introduction and summary
• Commitment acceptance
• Project work breakdown structure
• Schedule
• Statement of work
 A sophisticated project plan, for example,
for a major engineering development
project may contain the elements shown in
Table 1, BS 6079-1:2002.
 Project Plan
 Introduction and summary
 This section of the project plan summarizes the
essential elements of the project and makes
reference to any information that may affect how
tasks should be performed and managed
• Project name, reference code, issue number and date of
issue
• Project plan contents
• Name of sponsor
• Summary of the project objectives and the means planned
to achieve them
• Summary of the project completion criteria and how the
sponsor decides whether or not the project has succeeded
in achieving its objectives
 Introduction and summary (cont’d)
 A list of amendments to the project plan
with
• A project WBS reference to the amendment,
• A short summary of the amendment including
the reasons why the amendment was
necessary and
• The date of its incorporation
 Reference to mandates and injunctions
governing the project, for example,
policies, standards, specifications, health,
safety and environmental issues
 Introduction and summary (cont’d)
 Reference to guidelines governing how
various elements of project work should be
performed, for example, project management,
procurement strategy, contract management,
configuration and variation management,
financial management, quality assurance,
reliability management and the project
organization, including the project team and
task owners
 A document circulation and contacts list
 A list of associated contracts
 Introduction and summary (cont’d)
 Reference to the business evaluation on
which the original decision to authorize the
project was based
 Commitment acceptance, agreements, budget
releases and budget logs
 Project work breakdown structure and
dictionary
 Schedule of work
 Statement of work
 Is the project plan a critical
document?
50% 50%
1. Yes
2. No

o
Ye

N
 Processes Supporting the
Project Management Process
 Quality assurance
 Configuration management
 Risk management
 Procurement processes
 Financial control processes
 Earned value performance
measurement
 PM’s Role in the Construction
Phase
 Management function
 Planning
 Controlling

 Using detail from the 1992 CIOB Code of

Practice on Project Management (2nd
Edition 1996) as an example to specifics –
how relevant is this today?
 Construction Phase
 Monitor Progress
 Advise on programme procedures and
requirements
 Arrange reporting procedures for feedback
and progress
 Monitor design information flow and possible
client approvals
 Deal with delays
 Site Conditions
 Ensure site is safe and secure – hoardings
etc
 Record detail of condition of surrounding
buildings and area e.g. paving
 Meetings
 Set up regular progress meetings with the
various parties involved
 Chair and set agenda
 Inspect Works
 Co-ordinate and control work (monitoring
progress and quality)
 Certify Payment
 Arrange for work to be measured, valued and
certified regularly and payments made by
client (in accordance with contract)
 Safety
 Ensure site security and safety are
maintained at all time
 Quality Control
 Work is carried out to the specification
 Quality control procedures are in place and
are being met
 Specification and performance are as
Contract
 Anticipate
 With contractor, try to anticipate problems and
take necessary measures
 Monitor Budget and Variations
 Ensure design information matches contract
and programme (limiting variations)
 Establish procedures for variations – costing
and feedback to overall budget
 Produce regular cost-to-completion
information for client
 Training
 Arrange for recruitment and training of
personnel for completed project for client (if
required)
 Certify
 Issue, on client’s behalf, all certificates
required under the conditions of contract
 Statutory Undertakers
 If not contractor’s responsibility, place orders
on behalf of client and ensure all statutory
undertakers carry out work in accordance with
contract and programme
 Summary
 The role and the involvement will vary
depending on the size and the complexity of the
project
 This has evolved over time and literature

reflects this changing role with the industry

changes

 Good reference is the BSI’s Guide to Project

Management in the Construction Industry
 Specifics will be picked up in Semester 2, where
the production aspects are looked at in detail