All language subtitles for Engineering Management Lec. 8

Silla

Harrah's.

Salaam alaikum.

He had he and Mahadara

named Mahadara Madda and

engineering management.

Hadim, Hadra and

Howard and Charlamagne.

And

and.

No, I'm in a Kitaba.

So in this lecture we

are going to discuss.

The schedule management plan for a

construction project.

And we will start by

discussing the contents.

Of the schedule management plan, we

emphasize more on

construction projects.

But everything we say

here. Would also

be applicable for other

types of projects.

So as we've seen

before. The first thing that we

care of in the

beginning. Is to start

by the initiation, so

we start by something in the initiation

phase.

Because actually. Planning

for the schedule management

doesn't really start in the planning

phase. It actually

starts during the initiation of the

project. But by

then.

This type of planning is called.

High level planning, which means that

it's not the sort of detailed

planning, rather it's some sort

of. Non

detailed or really

manually type of

assessment of the

needs of the project. And here

when we talk about the needs of the

project when it comes to schedule, we

talk about the timing needs of the

scheduling needs.

So maybe certainly in the project

initiation, we'll start by

defining the project objectives,

scope and deliverables. And we have

seen this before. We've talked about the

objectives. We have to set the objectives

of the project then.

We have to set the scope and then

we go to the deliverables. Certainly

all of this depends on the identification

of stakeholders as we have seen

before and based on the

identification of the stakeholders.

Would come into the objectives and.

The list of requirements.

Based on which we go into the scope and

then the deliverables and we have seen

this. In the previous lectures.

Certainly this comes here when you talk

about the identification of the

stakeholders. And then we

have to include the team members who

would do this task of a stakeholder

identification and specially

the key stakeholders.

Why we talk about the key stakeholders,

as mentioned before, because

we would rather concentrate

on the top priorised.

Main

objectives and

requirements. So that we

can work on them and in

this we use the 8020 rule

or the Pareto rule. Aid to

concentrate more on the top

most important 20%

of the stakeholders requirements.

Part of the stakeholders and key

stakeholders will be the suppliers and

the regulatory bodies.

Being done with the roject initiation.

Then we go

into the second part which is the

resource identification.

For the project to be accomplished

and to accomplish the project

objectives and.

Attain the accepted, verified and

validated deliverables. As we have seen

before, we certainly need

a list of resources. So we have to

identify the resources

needed. In this phase, we

concentrate on the resource

identification.

So we have to acquire a list of all

necessarily necessary

resources, including

Person. Equipment

and materials.

Certainly financial

needs would be there, but then

all of the financial needs will be

assigned. Whether to

personnel, equipment or

materials in most of the cases.

In this

phase we have also to evaluate the

availability and the

constraints of each

resources. Why do we

concentrate on or care

much about the evaluation of the

availability and the?

Constraints of the issue of the

resources. That's

because. Not all

the resources would be always

available for the project at any

time.

Rather, we have to plan.

The different.

That are part of the

as we see down the WB and we have

discussed the before or the

web breakdown structure, OK.

And then we coordinate with

the project management office or what

we call PMO to

make sure that the

resources. That

we need for different.

Parts of the project are different, where

packages different.

available on the time that we

need them. Then we

also have to assess the.

Constraints. So the constraints

as we have seen before are always there

in rojects and also are

also there when it comes to

resources. So we have

to assess the

constraints

related to the resources.

So all of these constraints have

to be identified

and we have to work within

the constant constraints

that are related to.

Different

resources. That

we identify.

Then comes the word breakdown structures

of the WBS. We have discussed this

before, but let's again.

Take some look at it.

Forgot one or two minutes.

So what the WBS means? Will it breakdown

selection so we have to break down the

project into smaller manageable

tasks?And we have

discussed before that we

have what we call the

granularity and we have

discussed how deep we have to go

into. This

granularity. Or to

what level we have to go?

And we agreed.

That rule of

545 meaning

that we have to go only to the

4th of.

5th level of granularity.

Nipples going beyond this level would

make it more difficult

to manage and behave, will

rather be invested like this,

like a new shape.

Meaning that it will be harder for us.

People manage the art

or the.

Work break the the

packages or the web packages assigned.

Or that are part of the project.

Getting all of this done. We have

to assign responsibilities to team

members based on their skills

and expertise. All of this will be

assigned to the manageable task for the

to the web package level and we

discussed before that

when it comes to timing.

They will use the 818 year rule, which is

different from.

1820 rule that

the weight packages

were needed time in between one

working day. To

something like 2

weeks or 10 working days.

After finishing with the Work Breakdown

structure, we go into

the task sequence.

What does this mean?May

only work breakdown structure, then we

have also two.

Find the path.

That should be a dog during

the all of the new project phases.

And we have also to sequence all of

these paths and the their

right sequence. And

what should be done? Says and then what

comes after?

This is very important because there is

what we call dependency.

Some of the tasks might be dependent.

On some predecessor.

Or preceding pass. OK,

so we cannot do some of the tasks

without getting some previous or

proceeding tasks done.

So we have to determine the sequence in

which tasks need to be executed.

We have also to identify the

dependencies between tasks

to ensure a logical flow,

so that's what I've been talking about,

the independence.

Logic is there between task and what

sort of dependency is there.

OK and most of the cases we have what

we call finish to start. This in

most of the cases actually we have.

Four types of dependency we have start

to start, start to finish,

finish to start and finish to finish.

But the mostly

used logic is to

is finish to start. What

does finish to start mean? OK, I'll not

go in all of the details of the four

types of dependency.

But I'd rather just discuss this. Finish

to start, Finish to start means that we

have to finish the activity to

start. This

next activity.

An example of this.

Would. We have

to finish.

Follow.

Before going

into the slaves. So

we cannot have a slab

without having columns.

Then after finishing the task

sequencing, we go into

duration estimation.

And how this is done? This is done by the

project team and sometimes we go

into getting advice from

some experts.

OK, which is called expert judgement.

To estimate the duration of different

paths. So when it comes to duration,

you're estimating the duration of the

different tasks that have been

sequenced. In the

right logic above

here in #4. So we have to

estimate the time required for each task.

Why do we do so? Because if we

aggregate all the estimates

of the duration, then we'll be

getting what we call the schedule

baseline, which

is a baseline defining

the duration of the whole

project. This can be

done after the analysis of what we call

the critical path. This. We'll see just

in a minute. During

the duration estimation, we

also consider factors such as.

Weather, holidays and any

potential risks. So this means that we

cannot enter duration

estimation without really going

on to into risk identification

and risk analysis, OK

and then assessing

the impact of.

Different types

of potential risk.

And their effect on the

duration estimation of all

of the tasks.

Then comes the critical path analysis.

What does critical path analysis mean?

We try to assign some.

A whole lecture long whole literature for

the critical path analysis. But for the

time being we'll just go into identifying

why? What do we mean by critical path,

Critical path when you talk about

critical path, is that that path

on which all activities

are critical?

So it is the longest path.

And the.

Which contains the

critical activities.

It should contain the critical

activities. So

we have to identify this path

which contains all the critical

activities. Which we

cannot. Actually make shorter.

If we sum all the durations

of all of these activities of the

critical path, we get

the right estimation of the project.

So we identify the critical path

which represent. Represents the

sequence of tasks that must be

completed on time for the project

to finish as scheduled.

Why we do so? Because we have to

focus on critical tasks

to avoid delays on the overall

project timeline.

Because those

thoughts which are on the critical

path, if they get delayed

then the overall project will

get delayed. Other tasks

which are not only critical.

Navigate delayed by some considerable

amount of time. They

might not affect the overall project

timeline or the project

schedule.

We will assign some

whole lecture for the critical path

analysis, but not not in

this lecture. Just I want you to

know the basics of the critical path

for. The tie.

Getting all of this done, we

go into the schedule development.

OK, now we're able to develop a schedule.

So based on all the previous

activities, we're able to develop a

detailed project schedule using

project management software.

Some of the prominent software is used in

project management. Primavera

and Microsoft

projects.

Some project management software

are still available, but these

are the

famous. These two Primavera

and Ms. Project.

During this scheduled development, we

have to clearly define milestones

and deadlines for each phase of

the project. What do you mean by

mine? Schools Mindsoles

are major or

prominent.

Activities or

Deliverables?

That we expect to get.

When we go further with the.

Then we go into resource leveling.

As mentioned before, not all of the

resources will be available.

Or readily available whenever we're

required.

That's why we have to ensure that

we do what is called resource

leveling. Make sure that.

We efficiently use the

resources so ensure that

resources are allocated

efficiently to prevent

overloading of any team member

or weapon. Because if we

don't do resource leveling.

We would be into one of either

cases. Case one

is that some of the resources will be

overloaded at

sometimes of the project.

While other resources are almost

idle or not being efficiently utilized

and then vice versa, these

resources which are being overloaded

now might be at some other time of

the project might not.

Be efficiently allocated

or utilized?

OK, and other resources might be

overloaded. So we use resource

leveling techniques and we'll discuss

this later what techniques we use for

resource labeling. But for the time being

just we have to know that we we have to

do what's called resource living.

Then we have to adjust

the schedule as needed to

balance resource utilization.

So based on what we do here, we adjust

the schedule. As needed to

balance resource utilization.

Then we have to go into risk

management, OK, to manage the risk. As we

have mentioned above, we have to

identify potential risks that would

impact the project schedule.

Then this, all this identification we

have to do risk and misses

and we then develop

contingency or contingency plans

for high impacts to

minimize delays.

We will not go deep into risk

analysis for now, but we have to know

that we have to do some sort of

risk analysis. And

risk management to help

us. Really develop a

contingency plan or contingency

plans for high impact risk

and we do so to minimize the

delays that.

Might affect the.

Then we have the communication.

Plan by communication plan we need how to

communicate the information.

For. All involved

parties.

Stakeholders. So establish a clear

communication plan to keep all

stakeholders informed of project

progress and this

includes.

And we have to have regularly

update or we have to regularly

update the schedule and

communicate any changes

promptly. We don't have to delay.

In conveying the required

information. For all

the parties

or stakeholders.

Monitoring and control. We have two

monitors for the

achievements and we have to implement the

robust monitoring system to

track progress against the schedule to

make sure that we do not go

delete or be behind schedule.

We use Key Performance Indicators to

measure project performance.

I'll not talk about these key performance

indicators for now. And

maybe. In the next or

the next to the next lecture, I'll be

talking more about the key performance

indicators of what we

call APIs that help us measure

the project performance

and anticipate any

really.

That might affect the project

schedule. This

would then help us take action

for remedy and correcting

the. Making

corrective measures to bring the

project back into

schedules.

Then continuous improvement

based on what we do on the monitoring and

control we have to improve. So

we collect regular reviews to identify

areas for improvement in the schedule

management process. And we

incorporate lessons into

future projects. So this

we just do our best

to improve.

Learning from the lessons or

from the thoughts that we have been.

So by integrating these elements and your

schedule management plan.

Will be well equipped to ensure the

successful and timely completion of your

construction projects for these

elements. If we take

care of. And

if we integrate a

proper. Manners. Then

we will guarantee that our project will

be successful and will not be

deleted. But

then it's very important. If you have any

specific details or preferences you'd

like to incorporate, feel free to

provide them for further customization.

This can be I mean different for

different from 1 project to the

other. So if we feel that something

special is there about your project and

some other details might be of

benefit then you have to

add these details so.

That your schedule will

not be affected and you

prevent any

anticipated delay.

I will. I'd rather stop here at this

point. And

continue with more discussion

in the next lecture

about some of the details.

Related to different points within this

schedule management plan.

Wish you were the rest of life and see

you next time.

Next lectures.

Thank you and goodbye.