Mohammed Abdul Moiz Feroze
B.E, PMP, CCP
Consultant Planning- Depots & Stations
Hyderabad Metro Rail Project
& Bharani Dharan
B.E
Asst. Manager - Planning
Hyderabad Metro Rail Project

Advantages of Planning:.
1) A thorough plan contains multiple solutions
2) Maintaining an ongoing "to-do" list for your business
3) Each item you complete represents a success for you and your business
4) Use the information to make a more realistic estimate for that type of
project in the future.
5) All members have the same guideline to follow when working so they are
all on the same page
6) Better utilization of Resources
Influencing the future by making decisions based on missions, needs and
objectives - Planning

Advantages of Scheduling:
1)Level of Information
2) Delay Analysis
3) Earned Value Analysis
4) SPI
5) CPI
6) BAC & ETC
Establish Start and finish dates – Activity, Phase, and Project- Scheduling

Monitor & Control
Project Phases:
1) Initiation
2) Planning
3) Execution
4) Monitor & Control
5) Closeout
Initiation Planning Execution Closeout

KNOWLEDGE AREA Initiation Planning Execution Monitor &
Control
Closeout
PROJECT INITIATION PROJECT
CHARTER
PROJ.MGMT
PLAN
MANAGE MONITOR &
CHANGE
CNTRL
CLSOE
PROJECT
PROJECT SCOPE REQT.
SCOPE, WBS
CONTROL
SCOPE
PROJECT TIME SCHEDULE CONTROL
SCHEDULE
PROJECT COST COST
BUDGET
CONTROL
COST
PROJECT QUALITY PLAN
QUALITY
PERFORM
ASSURANCE
QUALITY
CONTROL
PROJECT HUMAN RESOURCE HR PLAN TEAM
BUILDING
PROJECT COMMUNICATION STAKE
HOLDERS
PLAN
COMMN
DISTRIBUTE
INFORMATI
ON
REPORT
PERFORMAN
CE
PROJECT RISK PLAN RISK MONITOR
RISK
PROJECT PROCUREMENT PLAN PROC CONDUT
PROCUREMT
MONOTOR
PROCUREMT
CLOSE
PROCRMNT

ENTERPRISE / ORGANIZATION
PORTFOLIO 1 PORTFOLIO 2
PROGRAM 1 PROGRAM 2 PROGRAM 1 PROGRAM 2
PROJECT
1
PROJECT
2
PROJECT
3
PROJECT
4
Typical Enterprise Breakdown Structure

A . M . NAIK
SNS
M. V SATISH
CSL
Organization Breakdown Structure

CSL
V. MOORTHY RBK
HSPS
SHUKLA
CS CS Anand
JASON
A.
KHAN SANJEEV PRABHAKAR
Resource Breakdown Structure
NAVYATA RAJA

Work Breakdown Structure: Decomposition of work into more manageable parts.
Triple Constraints:
1) Scope
1) Time
2) Cost
Scope Time Cost∞ ∞
Scope is the process of developing a detailed description of the project and
product. (Two Methods of Decomposition).
We Cannot deliver our project, if we do not know what is to be delivered (Scope), by what time and what
cost.

MIYAPUR DEPOT
BUILDINGS EXTERNAL WORKS
GUARD
HOUSE
ANNEX
EARTH
WORKS
SUB-SRFACE
ENGG PROC. CONS T&C
Work Breakdown Structure (WBS)
GFC DWG-10
GFC DWG-
MEP- 5
GFC DWG
ARCH - 5
CIVIL 5000
MEP 5000
BMS 1
CHILLER 4
PUMPS 5
EXCV 2000
FOUND 40
COLUMN 40
SLAB 1500
BLOCK 1600
PLSTR 3200
PAINT 3200
DOORS 20
WINDOW 12
LIGHT 60
CHILLER 4
PUMPS 5
BMS 1
PUMPS 5
CHILLER 4
BMS 1
Work
package

Method of Planning:
Software's : Primavera, MSP, TILOS, EXCEL, Power Point Presentation
Tools:
Earned value Management, Forecasting, To-complete
performance index (TCPI), Performance reviews, Reserve analysis
Skills: Business Acumen, Communication, Leadership, Problem Solving

LABOR (MEN & MACHINES)
DIRECT INDIRECT
FIXED
VARIABLE
(80%)
FIXED VARIABLE
PRIMAVERA: LABOUR, NON-LABOUR, MATERIAL
MSP: WORK, MATERIAL, COST
OTHERS: SKILLED, SEMI SKILLED, UN-SKILLED

Construction Work Flow: Activity Based Costing
Division 01 — General Requirements
Division 02 — Site Construction
Division 03 — Concrete
Division 04 — Masonry
Division 05 — Metals
Division 06 — Wood and Plastics
Division 07 — Thermal and Moisture Protection
Division 08 — Doors and Windows
Division 09 — Finishes
Division 10 — Specialties
Division 11 — Equipment
Division 12 — Furnishings
Division 13 — Special Construction
Division 14 — Conveying Systems
Division 15 — Mechanical
Division 16 — Electrical
These are used for BOQ preparation & Accounting People:

Sno. Description Unit Qty cost Amount
HM-DP-01-01-00 General Requirements Lot 1 6,30,000 6,30,000.00
HM-DP-01-02-00 Site Construction Lot 1 5,70,000 5,70,000.00
HM-DP-01-03-00 Concrete Lot 1 3,50,00,000 3,50,00,000.00
HM-DP-01-04-00 Masonry Lot 1 2,30,000 2,30,000.00
HM-DP-01-08-00 Doors and Windows Lot 1 2,80,000 2,80,000.00
HM-DP-01-09-00 Finishes Lot 1 33,00,000 33,00,000.00
HM-DP-01-15-00 Mechanical Lot 1 26,00,000 26,00,000.00
HM-DP-01-16-00 Electrical Lot 1 33,00,000 33,00,000.00
TOTAL 4,59,10,000.00
Typical BOQ Preparation:

HM-DP-01-09-00 Finishes LOT Qty Cost 33,00,000.00
HM-DP-01-09-01
Matt Finished Vitrified Tiles
(598mm x 598mmx 9mm SQM 6500 360 23,40,000.00
HM-DP-01-09-02
Matt Finished Vitrified Tiles
for Concourse Level Toilet
(Male, Female & Physically
Handicapped) SQM 700 600 4,20,000.00
HM-DP-01-09-03 Vitrified Tiles for Dado SQM 750 700 5,25,000.00
HM-DP-01-09-04 Vitrified Tiles SQM 30 500 5,000.00
Typical Finishes BOQ Items:

ID DESCRIPTION GANTT CHART / BAR CHART
TYPICAL PRIMAVERA BAR CHART

Item 01-Jan-1408-Jan-14 15-Jan-14 22-Jan-1429-Jan-14 05-Feb-14 12-Feb-14 19-Feb-14 26-Feb-1405-Mar-14 12-Mar-14 19-Mar-1426-Mar-1402-Apr-1409-Apr-14
Excavation
PCC
Form Work
Rebar
Concrete
Dismantle FM
Wall Planning by Henry Gantt:

Flow of Work: Water Fall Method
The waterfall model is a sequential process, in which progress is seen as
flowing steadily downwards (like a waterfall) through the phases of
Conception, Initiation, Analysis, Design, Construction, Testing,
Production/Implementation and Maintenance.

Network Diagram: Activity on Node and Activity on Arrow:

CPM, PERT & CCM:
CPM: The Shortest Duration to complete a project in a Networking Path. The critical
path is the path where the float is zero. Developed by Dupont and Remington Rand in
the 1950’s to manage plant maintenance projects
PERT: Progress Evaluation Review Technique: 3 Point Analysis Estimation (Triangular
Distribution). Developed by Frederick Taylor and Henry Ford in the 1950’s to manage Polaris
Submarine System.
CCM: Critical Chain Method proposed by Eliyahu Goldratt in his book Goal.

Precedence Diagramming Method (PDM): With advancement of PERT &
CPM the network logic diagramming was developed.
a 10
ES EF
LS LF
b 22
ES EF
LS LF
c 6
ES EF
LS LF
e 25
ES EF
LS LF
d 8
ES EF
LS LF
f 25
ES EF
LS LF
g 12
ES EF
LS LF
h 14
ES EF
LS LF
i 16
ES EF
LS LF
j 6
ES EF
LS LF
k 7
ES EF
LS LF
L 10
ES EF
LS LF
m 5
ES EF
LS LF

a 10
1 10
LS LF
b 22
11 32
LS LF
c 6
33 38
LS LF
e 25
11 35
LS LF
d 8
39 46
LS LF
f 25
36 60
LS LF
g 12
61 72
LS LF
h 14
73 86
LS LF
i 16
11 27
LS LF
j 6
28 33
LS LF
k 7
34 40
LS LF
L 10
41 50
LS LF
m 5
47
51
86
52
55
91
LS LFForward Pass
A+b+c+d+m a+e+f+g+h+m a+i+j+k+l+m

a 10
1 10
1 10
b 22
11 32
51 72
c 6
33 38
73 78
e 25
11 35
11 35
d 8
39 46
79 86
f 25
36 60
36 60
g 12
61 72
61 72
h 14
73 86
73 86
i 16
11 27
47 63
j 6
28 33
64 69
k 7
34 40
70 76
L 10
41 50
77 86
m 5
87 91
LS LFBackward Pass
m+d+c+b+a m+h+g+f+e+a m+l+k+j+i+a

Scheduling in 5 steps:
1) Identify Activities
2) Establish Relationships
3) Identify Resources
4) Establish Duration
5) Schedule
Identify Activities comes from Work Package
Relationships : FS, SS, FF, SF along with Lags & Leads
Resources Comes from Enterprise
Establish Duration from Productivity Norms
Schedule : F9
Activity Qty. Unit Crew Productivity Duration Mandays Manhours @ 10 hrs per day Unit Rate hr/cum
Excavation 10000 CUM 10 500 20 200 2000 0.2
8 Labor qty/prod crew x 1600 lab
2 Machine duration 400 machine

Level 1 Schedule Executive Summary, also called a Project Master Schedule
(PMS).
Level 2 Schedule Management Summary, also called a Summary Master
Schedule (SMS).
Level 3 Schedule Project Coordination Schedule (PCS) also called a
Publication Schedule.
Level 4 Schedule Execution Schedule, also called a Project Working Level
Schedule.
Level 5 Schedule Detail Schedule. The further breakdown of the activities of a
Level 4 Schedule.
Level of Schedule:

Progress Measurement: There are 6 Types of Progress measurement:
Units Method
Supervisory Method
Start – Finish Method
Cost Factor Method
Incremental Method
Weight Factor Method

Establishing Weights:
Contribution Factor Method
Description of Sub-System Cost in Crs
Duration -
Total No of
Weeks
Level of Effort
(Scale of 5)
Criticality
(Scale of 5)
Risk factor
(Scale of 5) Percentage Round Figure
ENGINEERING 12.00 30.00 3.00 3.00 5.00 9.16% 9.00%
PROCUREMENT 60.00 40.00 5.00 5.00 5.00 25.10% 25.00%
CONSTRUCTION 159.00 80.00 5.00 5.00 5.00 55.74% 56.00%
TESTING & COMM. 15.00 12.00 5.00 5.00 3.00 10.01% 10.00%
Total 246.00 162.00 18.00 18.00 18.00
Weitage Factor 70% 10% 5% 10% 5% 100.00% 100.00%
Cost 70%
Duration 10%
Manhours (LOE) 5%
Criticality 10%
Risk Factor 5%
LEVEL 1

-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
-
100
200
300
400
500
600
700
800
900
Apr-12
Jun-12
Aug-12
Oct-12
Dec-12
Feb-13
Apr-13
Jun-13
Aug-13
Oct-13
Dec-13
Feb-14
Apr-14
Jun-14
Aug-14
Oct-14
Dec-14
Feb-15
Apr-15
Jun-15
Aug-15
Oct-15
Dec-15
Feb-16
Apr-16
Jun-16
CASTING Vs ERECTION - PLAN Vs ACTUAL- Month WisePlan Progress
(Casting)
Actual Progress
(Casting)
Casting Progress
(Cum)
Casting Actual
(Cum)
Erection Progress
(Cum)
GENERAL, -2.48%
ENGINEERING
, -0.95%
PROCUREMENT, -
13.17%
CONSTRUCTION,
-19.23%
T&C, -1.47%
Overall Variance Analysis

Difference in Primavera V/S MSP
Item Primavera MSP
Baseline Multiple 11
User Access Multiple Single
Issues & Risk Available Not Included
Web Support Yes. Html can be
made
Not Included
Steps Available Not Included
Custom Fields No Arithmetic Can define
Columns 200 or more 40
Multiple Projects Yes No
WBS Available Indent

Duration Types
Fixed Units/Time
Fixed Duration and Units/Time
Fixed Units
Duration x Units/Time = Duration
Fixed Duration and Units
if your organization is more concerned about coming in on the schedule date
and within the costs (which are usually associated with the units), you would
select Fixed Durations and Units. If your organization is concerned with
levelling resources and you assign resources specific hours per day on
activities, you would select Fixed Units/Time.

Activity Types
Finish Milestone
Level of Effort
Resource Dependent
Start Milestone
Task Dependent
WBS Summary
Task Dependent: These Activity Types have a duration and will only
calculate the duration using the assigned calendar even when one or more
resources are assigned to an activity.
Resource Dependent: These Activity Types have a duration and will
calculate the duration only using the calendar assigned to the activity
when NO resources are assigned to the activity.

The Activity % Complete Field
Duration % Complete =
Original or Planned Duration – Remaining Duration = Percent
Complete
Physical % Complete
Units % Complete

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