PROJECT PLANNING AND
CONTROL
PROJECT PLANNING AND CONTROL L6
Project Planning and Control
Key Ingredients for Project Success
 Project has a clearly defined purpose and scope
 There are clearly defined objectives that can be measured to
determine if the project is a success
 The deliverables are clearly stated and agreed upon
 Key Stakeholders buy-in to the need for the project
 The coordination requirements both within the project team and
other affected groups are identified and included in the project plan
Project Planning and Control
 Key Ingredients for Project Success
 The critical success criteria are defined
 The project‘s plan and schedule include all the needed work tasks and
deadlines
 All needed costs are included in the project‘s budget
 Implementation of the plan is monitored on a sufficient basis to be
able to measure progress against the schedule and identify any
needed corrective actions (Project Control)
Project Time Planning and Control
 Project planning and control are carried out throughout the project
life cycle
In most cases a project plan is calculated right at the start of the
project and it is then developed up to a level of details
Develop an understanding of time planning process and remember
that TIME, COST AND QUALITY Planning and control are intrinsically
linked and must be considered collectively as part of the project
management three-way continuum
Project Planning and Control
What is Project Control?
 Project control is the process of reducing the deviation between
actual performance and planned performance
 To be able to control, we must be able to measure performance
 Measurements are taken on each of the four project performance
goals (achieve objectives on Scope, Time, Cost and Quality)
Project Planning and Control
Project Control Defined
 Project control is the continuous monitoring of the project for
deviations from plan (scope, quality, time, or cost) and the execution
of corrective action
 Project control requires a comprehensive and credible (realistic and
up-to-date) plan
The Planning Process
The process of project planning can be effectively be broken down into
six stages as indicated below:
 Define the project through the Statement of Works (SOW)
Generate a Work Breakdown Structure (WBS)
Execute Project Evaluation Logic ( PLE)
At this point the PM separates TIME, COST and quality planning and
develop each threads separately
 Use network analysis (CPM or PERT) to generate the Draft Master
Schedule (DMS)
Project Planning Process
Use Trade Off Analysis to Re-Plan
Produce Project Master Schedule (PMS)
Project Planning Process
Project Planning Process
SOW AND
WBS
PLE /
Network
Diagrams
RISK ANALYSIS
Resources
and Costing
PROJECT
MASTER
SCHEDULE
Project Planning Process
The Project Master Schedule or also called Work Plan
Describes how the project will be completed
 Activities
 Resources
 Estimated start and end date
 Estimated effort
 Dependencies
Project Planning Process
The Project Plan
A Project Plan is a formal, approved document that is used to
manage and control a project
 The information associated with the Plan evolves as the project
moves through its various stages
Update the plan as new information unfolds about the project in the
planning, start-up and execution processes
Project Planning Process
What it takes to have a Project Plan
• Determining what activities must be done
 Estimating the time it will take to complete each activity
 Estimating resources needed for each activity
 Identifying risks and obstacles to project completion and developing
contingencies
 Preparing a work schedule that identifies the sequence in which the
activities must be completed
 Assigning tasks to specific team members
 Getting the plan approved by all relevant project stakeholders
Project Planning Process
Project Planning Tools, Techniques and Templates
•
 Project Works (SOW)
 work breakdown Structure (WBS)
 Project Logic Evaluation (PLE)
 Gantt Charts
 Mainly CPM and PERT
 Critical Path Analysis
 trade off analysis to re-plan
 Project Management Schedule (PMS)
Project Planning Process in Details
Statement of Works (SOW)
 This is a descriptive document that defines the overall content and
limits of the project
A purpose designed SOW usually includes all the work that has to be
done in order to complete the project
Having identified the primary component of the SOW, the next steps
in the planning process is now to break down into smaller units so tat
each can be evaluated seperately
This is done by generating the WBS
Project Planning Process in Details
Work Breakdown Structure (WBS)
Simply a representation of a larger and complex task in the form of its
component parts
If all smaller tasks are completed effectively, the big and complicated task
is also completed effectively
WBS is as fundamental project management tool
It provides the basic building blocks for the rest of the Planning Process
Without this there could be no DMS, Cost Plan and even the Quality Plan
The basis of the division really depends on the nature of the project and
on the approach to control the PM intents to use and take
Work Breakdown Structures
Creating Work Breakdown Structure (WBS)
 Create WBS is the process of subdividing project deliverables and project
work into smaller, more manageable components

 The WBS is a hierarchical decomposition of the total scope of work to be
carried out by the project team to accomplish the project objectives and
create the required deliverables

 The WBS organizes and defines the total scope of the project, and
represents the work specified in the current approved project scope
statement
Work Breakdown Structure
• Breakdown might proceed as shown in the figure below
Dig well and
install pump
1. prepare site
2. dig well
1.1 assemble
team and tools
1.2 clear site of
bush
1.3 level site
1.4 Construct
concrete 'apron"
3. install pump
4. train local
people to
maintain
Work Breakdown Structure
• Further division of one of the subdivision will proceed as follows
Dig well and
install pump
1. prepare site
1.1 assemble
team and tools
1.3 level site
2. dig well
3. install pump
1.2 clear site of
bush
1.4 Construct
concrete
'apron"
1.4.1 prepare
concrete form
1.4.2 Mix
concrete
1.4.3pour
concrete
1.4.4 Remove
form
4. train local
people to
maintain
Project Planning Process in Details
The following are the most common basis for this subdivision:
( a) WORK TYPE
WBS is broken down according to the Type of the work involved E.g Redecorating
a house: Tiles and Decorations; The Tiles can be kitchen tiles, floor tiles, bathroom
tiles and Decorations can be wall paper and paint & Paint can be divided into
wood paint, wall paint, ceiling water paint, outside walls paint etc
( b) RESPONSIBILITY TYPE
WBS could be broken down accordingly to responsibilities (who does what?) e.g
In the redecoration of the house, primary divisions can be the Painter and the
Tilers.
This method is normally used if client want to award the works to two separate
contractors
Project Planning Process in Details
(c) LOCATION TYPE
This is to locate the elemental division on locations e.g In the
redecoration example the Primary Element might be upstairs and
downstairs, followed by sub-elements representing single rooms or
self contained bed rooms etc
Normally used for large houses or hotels with many locations and it
is easier to adopt a modular approach
Work Breakdown Structures
Why use a WBS?
 It is the only way that you can identify and manage the work and
establish effective control
 Adds discipline and visibility to project planning
 Basis for planning schedule, resources, cost, quality, and risk
 Useful in determining where and why problems occur
 Helpful in project communications
Project Planning Process in Details
PROJECT LOGIC EVALUATION (PLE)
PLE is the process of taking the WBA work packages that have
already been identified and showing the sequence in which they are
to be carried out
This is important for Time, Cost and Quality evaluations
For Time Control, the PM must know when each WBS is programmed
to start and finish
Needed for someone to place orders, committing delivery dates etc
Also needed for resource calculations
Project Logic Evaluation (PLE)
PROJECT LOGIC EVALUATION (PLE)
PLE is also required for cost planning calculations: Budget
Plan, indicating when the expenditure on each activity is
going to start and finish
Also required for quality control, as it defines the activity
windows for individual work packages that may be subject
to testing and certification processes.
Therefore, PLE simply involves taking WBS elements and
deciding on the most efficient logical order in which they
should be carried out.
Detailed Project Planning and Control
DRAFT MASTER SCHEDULE (NETWORK)
Once the PLE is in place, the next step is to produce a
Network.
A network or a schedule is simply a precedence diagram
with the individual activity duration added to it
A network therefore, is a process of defining the project
logic in terms of the sequence of required activities and
then assigning durations to these activities.
This will allow the planner to calculate individual start
and finish times for each activity and estimate an overall
project completion date.
Detailed Project Planning and Control
The DMS CONCEPT
Scheduling is the process of calculating Individual activity
times in order to allow an estimate for the completion
date to be calculated.
The end results of the Scheduling Process is the Draft
Master Schedule (DMS)
DMS is a complete network analysis or programme, for
the project showing start and finish times for each activity
DMS also identifies any space or slack time in the project
that could be utilised
DMS also identifies the projects Critical Path, namely the
path through the project that has the LONGEST total time
activity durations
Project Scheduling
Purposes of a Project Schedule
Project schedules address a number of specific project questions:
1. When will the project be complete?
2. When is the earliest a particular activity can start and when will it end?
3. What activity must begin before which other activities can take place?
4. What would happen if a delivery of material was one week late?
5. Can a key worker take a week vacation the first week of March?
Project Network Technology
 Activity: an element of the project that requires time (A, B, C, D).
May or may not require resources
A
 Merge Activity: an activity that has
two or more preceding activities on
which it depends (D).
B
C
D
 Parallel (Concurrent) Activities:
Activities that can occur
independently and, if desired, not at the same time (A, B, C).
Project Network Technology
Project Network Terminology
 Event: a point in time when an activity is
started or completed. It does not consume time.
 Burst Activity: an activity that
has more than one activity
immediately following it (more
than one dependency arrow
flowing from it) (A).
A
B
C
D
q
Project Network Terminology
 Path: a sequence of connected, dependent activities (A-B-D; & C-D).
 Critical path: the longest path through the activity network that allows for
the completion of all project-related activities; the shortest expected time in
which the entire project
 Undertake some EXAMPLE:
Project Networks
Approaches to Constructing Project Networks
 Activity-on-Node (AON)
• Uses a node to depict an activity.
 Activity-on-Arrow (AOA)
• Uses an arrow to depict an activity.
Project Networks
Basic Rules in Project Networks
 Networks is drawn by simply starting off with A-B then adding activities from Leftto-Right
 An activity cannot begin until all of its predecessors are complete
 The are must be a start and finish window. This is the timescale within which an
activity must start and finish
 The window is normally expressed in terms of Earliest Event Time (EET) and
Latest Event Time (LET)
 The window is the difference between EET and LET and it calculated by a simple
arithmetic analysis known as the PASS
 Forward pass is performed by adding the duration of each activity to the sum of
the activities that proceeds it. The process repeated to give the forward EET
 Then perform the backward pass EET and work backwards, subtracting the
duration of each activity from those that come after it to create LET
 The forward pass and backward pass are needed to determine the activity
windows
Project Networks
 An activity that has Float Time can expand into it without ordering the overall
completion date of the rest of the project.
 In other words is expandable and can be avoided if required without offering the
start time of the following activity
 Float therefore presents a important Planning safeguard
 The Path through the network that has ZERO Float is the CRTICAL PATH in that it
directly determines the overall completion date of the Project
 In the Critical Path, EET an LET is the same and therefore no float anywhere in the
path.
 The PM must concentrate on CP activities and must be checked for any
improvements for this will be reduction in project timelines. (Impact the Project)
 Any improvements from Non Critical Path items would have no effect on the
duration of the project
Network Analysis Examples
• Net work Analysis EXAMPLES
Project Network
• Activity Sequencing Table/Activity Logic Table
Project Network
Project Network
Activity-on-Arrow Project Networks
 AOA is also called as Arrow Diagramming Method (ADM)
 Also uses arrow and nodes as network building blocks.
 In this approach arrow represents an activity that requires time.
 Length and slope of arrow are arbitrary and have no significance.
 Node represents an event. Usually denoted by small circle.
 Each activity on Network has a start and end event node.
Project Networks
Activity-on-Arrow Project Networks
 Event nodes are numbered.
 Start event node will have a smaller number than end event node
 These two numbers are used to identify the activity start node to
finish node
 End event node of one activity can serve as a start event node for one
or more successor activities.
Project Network
Single Time Estimate Example
Activity-on-Arrow Project Network
Process Networks
 Forward Pass Computations
 For computation of forward pass the following three things are important:

 Add activity times along each path in the network (ES + Duration = EF).

 Carry the early finish (EF) to the next activity where it becomes its early start (ES)
unless…

 The next succeeding activity is a merge activity, in which case the largest EF of all
preceding activities is selected.
Project Network
 Backward Pass Computations
For computation of backward pass the following three things are important:
 Subtract activity times along each path in the network (LF - Duration = LS).
 Carry the late start (LS) to the next activity where it becomes its late finish
(LF) unless
 The next succeeding activity is a burst activity, in which case the smallest
LS of all preceding activities is selected.
Critical Path
 Determining the Critical Path
 The critical path is the network path(s) that has (have) the least slack
in common.
 When LF = EF, then critical path is the chain of those activities where
EF= LF or with slack zero.
 Problem arises when the EF and LF differs (like imposed duration).
 In this case the critical path slack will not be zero.
 Negative slack in practice occurs when critical
 path is delayed.
Detailed Project Planning and Control
The DMS CONCEPT
The Critical Path is therefore, the path of activities
that determines that determines the overall project
completion date.
Detailed CPM & PERT
Let us now consider the two methods of producing the Draft Master
Schedule from network diagrams. The two approaches are CPM and
PERT:
CRITICAL PATH METHOD (CPM)
 The most popular methods of producing a Draft Master Schedule
from a precedence diagram or network is the Critical Path Methods
(CPM)
The Following process is followed:
a. Identify the activities
b. Establish the basic project logic and draw the network diagrams
Critical Path Method (CPM)
c. Identify the Critical Path
d. Form a draft Project Master Schedule (PMS)
Identifying the Start and Finish Window for each Activity
 There must be a start and finish window. This is the timescale within
which an activity must start and finish
 The window is normally expressed in terms of the Earliest Event Time
(EET) and Latest Event Time (LET).
 The Window is the difference between EET and LET and it is
calculated by a simple arithmetic analysis known as the PASS
 The Forward pass and the backward pass are needed to determine
the activity windows
Critical Path Methods (CPM)
Critical Path Method ( CPM)
It means that the activity durations can be calculated or are known
with reasonable accuracy.
E.G Calculation of the time required to make a cup of tea. The kettle will
take about the same time to boil, provided that it contains the same
amount of water and set at the same temperature node
CPM is a Deterministic Approach to project planning in that it uses
estimated with some reasonable accuracy.
Critical Path Methods (CPM)
Critical Path Method ( CPM)
E.G Finding out how long it would take to paint a wall you can measure
how long it takes to paint a square meter and multiply by the number of
meters squares that need to be painted on the wall.
You can determine the likely total time required by extrapolating
from known or observed unit rates
Program Evaluation and Review Technique
(PERT )
PERT
 Program Evaluation and Review Technique (PERT) was originally
developed in the early 1960’s by a USA Navy for use
used component activity times cannot be accurately be calculated or not
known, like making a cup of tea with a kettle where the amount of water in
the kettle is not known.
In this case time likely to take can only be expressed in terms of probability.
 E.g Kettle full, nearly empty or filled to recommended level, would respond
to maximum time, a minimum time and most likely time, respectively
 PERT is therefor a Probabilistic Approach
Program Evaluation and Review Technique
(PERT )
It is used where it is not possible to know the time required to
complete all or part of the particular activity
PERT is an event-oriented as it works on calculating the probability of
events being completed within a given time.
Normally used in research and development projects and where is
not possible to foresee the outcome on item that is related to other
items or activity.
E.G Estimating the flight time for airplane cannot be determined
accurately, because it has many impacts such is below:
Program Evaluation and Review Technique
(PERT )
a) Delay in departure
b) Bad weather
c) Pilot Skills
d) Type of Fuel
e) How heavy the plan is etc
All the above drivers act independently: If all the drivers are all positive the plane
may arrive early (Optimistic); If the drivers are all negative, the flight may be late
(Pessimistic); If there is a mixture of the positive and negative effects the flight may
be on time or not (Likely time)
Program Evaluation and Review Technique (PERT )
• PERT therefore does not give an absolute value for the duration of the
flight it instead gives a probabilities
Program Evaluation and Review Technique
(PERT )
Three-Point Time Estimates
Instead of assigning a single time estimate to each activity, we can
assign three time estimates
 Optimistic
 Pessimistic
 Most likely
Estimated time = Optimistic + 4(Most likely) + Pessimistic
6
Program Evaluation and Review Technique
(PERT )
PERT Parameters
 üa: Optimistic Time. This is the best time that could be expected if
everything went exceptionally well, and it would be achieved only about
1% of the time.
 üm: Most Likely Time. This is the best estimate, or mode expectation.
 üb: Pessimistic Time. This is the worst time that could be expected if
everything went wrong, and it would occur only 1% of the time.
Program Evaluation and Review Technique
(PERT )
PERT Parameters (2/2)

Expected Activity Duration:

Variance:

Standard Deviation:
Program Evaluation and Review Technique
(PERT )
Basis Steps to Follow in undertaking a PERT Question:
a) Assign 3 durations each each activity [opportunistic (a), Most likely
(m), & Pessimistic (b).
b) Calculate Activity Expected Meantime (Beta [β] Average)
𝑎+4𝑚+𝑏
Using the following formula T =
6
c) Calculate the Activity Standard Deviation using the following formula
Using the following formula: (Activity Standard Deviation) =
𝑏−𝑎
6
Program Evaluation and Review Technique (PERT )
Basis Steps to Follow in undertaking a PERT Question:
d) Compute Expected Project Duration “D” using CPM Algorithm and
determine the Critical Path (CP).
e) Compute the Project Variance on the Critical Path Activities.
Using the following formula: Variance (V) = 𝑆𝐷 2 .
f) Calculate the Project Standard Deviation (PSD):
Using the following formula:
PSD =
(𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒 𝑜𝑛 𝑐𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝑝𝑎𝑡ℎ)
PSD =
(𝑉𝑎𝑟𝑖𝑎𝑛𝑐𝑒 = (𝑆𝐷2 ) 𝑜𝑛 𝐶𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝑝𝑎𝑡ℎ
g) Identify Target completion date and Calculate the probability of
completing the Project.
PERT Analysis Exercise
•What is the probability that the project will end before 10 months?
•What is the probability that the project will end before 13 months?
•What is the probability that the project will have a duration
between 9 and 11.5 months?
PERT Analysis Examples
• PEST Examples: Refer to the PERT Worked out Questions
Program Evaluation and Review Technique
(PERT )
PERT Considerations
Advantages
 Reinforces the degree of uncertainty that exists
 in project schedulesCalculations indicate that expected time is actually
longer than most likely time
Difficulties
 Takes more effort to create 3 estimates
 No guarantee how good the estimates are
 May underestimate the risk of a schedule running long
Gantt Chart
The oldest and simplest of the project network or plan is the Gantt
chart or Bar chart.
This is named after Henry Gantt, a USA Engineer who first
popularized the usage of Gantt charts in the 1920’s
Gantt Charts remains one of the most popular methods of
representing project time lines and it features as one of the main time
planning tool
Gantt Chart
Gantt Charts
Advantages of the Gantt Charts
Gantt Charts are also used in monitoring progress
Ease to use with minimum training
The Gantt Chart shows both planned or anticipated progress for each
activity by date and actual progress made on each activity up to and
including a specific view point
Gang Charts
Disadvantages of the Gantt Charts
 They do not show the underlying links and interdependencies
between activities
 Their Visual impact becomes confused when a large numbers of
activities are considered
 They show mainly “ start –to-finish” relationships
 They show mainly “Finish- to –Start” relationships
 They do not usually show resource requirements
Network Diagrams
 A network diagram is another way of showing the same information
contained in the Gantt chart
 It shows the activities, their start and finish times and the
interdependencies between them.
 The overriding advantage of the network diagrams is that it enables
the Project Managers to express visually by logic of the project plan by
detailing the dependencies between activities with a clarity that Gant
Charts cannot achieve
Project Trade Off Analysis to Re-plan
Project managers use the critical path method (CPM) for
deterministic scheduling and program evaluation and review
technique (PERT) for probabilistic scheduling.
A typical CPM (deterministic) application would be a construction
project, while a typical PERT (probabilistic) application would be a
research and development
project.
Irrespective of the planning approach used, project managers use
trade-off analysis to optimise the projected end performance of the
project within the range of
acceptable outcomes.
Project Trade Off Analysis to Re-plan
Trade-off analysis is a way of trading off one success criterion
(time, cost or quality) against another while keeping the third
constant.
Project managers therefore can trade off time against cost (quality
constant), time against quality (cost constant) or cost against quality
(time constant).
Trade-offs effectively allow the project manager to move the current
position of the project around within the triangle formed by the time,
cost and quality objectives that apply to the project.