1. Project Planning, Scheduling
and Resource allocation
Presented to:
Dr. Shakeel Iqbal
Presented by:
Jatin Mandhyan (06)
Kajal Kuki Patwari (07)
Krishna Mishra (08)

2. PM Process Summary
Define Project
State need, problem or opportunity
Define project objectives
Identify success criteria
List assumptions, risks and
obstacles
Define project scope and work
breakdown structure
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We are here
Monitor & Control
Progress
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Feedback
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Establish progress reporting system
Set up change control process
Define problem escalation process
Monitor progress vs. plan
Revise project plan
Develop Detailed Plan
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Identify project activities
Estimate activity duration
Determine resource requirements
Construct / analyze project network
Prepare project schedule
Close Out Project
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Launch Plan
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Recruit and organize project team
Establish team operating rules
Level project resources
Assign work
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Obtain client acceptance
Install project deliverables
Complete project documentation
Complete post-implementation audit
Issue final project report
Adapted from Project Management, ©1987 Kepner-Tregoe, Inc.
and Effective Project Management by R.K. Wysocki, R. Beck Jr.
& D.B. Crane (Wiley, 1995)
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5. “Failing to plan is planning to fail”
Planning:
 “what” is going to be done, “how”, “where”, by
“whom”, and “when”
 for effective monitoring and control of complex
projects
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6. “Its about time”
Scheduling:
 “what” will be done, and “who” will be working
 relative timing of tasks & time frames
 a concise description of the plan
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7. Three Basic Steps to a Project Schedule
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8. Scheduling Techniques
Gantt or bar charts
Milestone charts
Line of balance
Networks
Program Evaluation and Review Technique (PERT)
Arrow Diagram Method (ADM) [Sometimes called the
Critical Path Method (CPM)]
Graphical Evaluation and Review Technique (GERT)
Precedence Diagram Method (PDM)
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9. Types of Schedules
Gantt or Simple Bar Chart
• Graphical
representation
shows horizontal
bars against a
time scale
• At summary or
detailed levels
http://www.maxwideman.com/issacons/index.htm
9

10. Milestone Chart
• Graphical
representation
shows milestone
dates
• Identifies key
points in the
project's life span
• The bars are not
necessarily visible
http://www.maxwideman.com/issacons/index.htm
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11. Progress Bar Chart
• Graphical
representation
shows progress
relative to plan
• In this case, behind
schedule
• No indication of
final completion
http://www.maxwideman.com/issacons/index.htm
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12. Bar Chart Status Report
• Graphical
representation shows
original baseline
schedule (red bars)
and actual progress
relative to current
plan
• No indication of final
completion
http://www.maxwideman.com/issacons/index.htm
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13. The Work Break Down Structure (WBS)
An organizational tool for complex projects
 A first step in creating a schedule
 Useful for defining the Scope of Work
 After decided how to do the work
Consists of:
 Goal statement for project
 Subdividing goal into smaller & smaller portions
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14. Example WBS
W a re h o u s e W B S
T o c o n s t r u c t a 5 - u n it
w a r e h o u s e f o r lig h t in d u s t r y
C o m p le x
S it e P r e p a r a t io n
S urve y
S it e B o u n d a r ie s
E le v a t io n
D a t a P o in t s
S o ils A n a ly s is
B u ild in g
F o o t p r in t s
F o u n d a t io n
E x c a v a t e S o il
S tru c tu ra l
S y s te m s
F in is h in g
B a c k f ill & C o m p a c t
L o c a te
B u r ie d S e r v ic e s
Could be used to define scope of
work for surveyor sub-contract
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17. Background
 Allahabad, about 600 km southeast of Delhi in Uttar
Pradesh (UP) State, is a major industrial city along National
Highway 2.
 The city is divided into the four districts of Allahabad, Naini,
Jhusi and Phaphamau.
 The adjacent Naini District across the River Yamuna is the
industrial center where communication, automobile,
fertilizer, textile and related industry companies are located.
The only traffic route connecting these two districts was the
existing bridge over the River Yamuna (Yamuna Bridge).
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18.  The existing bridge (Yamuna Bridge) is a combined
highway-railway bridge constructed at the end of the 19th
century, and its narrow two lanes were straining to cope
with the increasing size and weight of the vehicles.
 Out of concern over the safety of the decaying bridge,
construction of a new substitute bridge was urgently
needed.
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19. Objective
 Construct a four-lane bridge
 Replace the existing old two-lane bridge
 Alleviating chronic traffic congestion
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20. Borrower/Executing Agency
 Borrower: The President of India
 Executing Agency: The Ministry of Surface
Transport (current Ministry of Shipping, Road
Transport and Highways)
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21. Outline of Loan Agreement
Loan Amount / Loan Disbursed
Amount
10,037 million yen / 7,515 million yen
Exchange of Notes / Loan Agreement
December 1993 / January 1994
Terms and Conditions
-Interest Rate
-Repayment Period (Grace Period)
-Procurement
2.6%
30 years (10 years)
General untied
Final Disbursement Date
March 2005
Main Contractors
J/V of Hyundai Engineering Co. Ltd.
(Korea) and Hindustan Construction Co.
Ltd. (India)
Total Bridge Length:
1640 m
Width of superstructure
26 m
Main spans:
185 m – 260 m – 185 m
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23. Output
The main scope of this
project include the
construction of a four-lane
cable-stayed bridge (Naini
Bridge; length, 1,640 m)
and approach roads (total
length: 3,806 m) was
implemented almost entirely
as planned.
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24. In addition, based on recommendations suggested
in JBIC’s study the project scope was expanded
to include installation of toll booths and
monitoring equipment such as the weigh-in
motion system and the wind and structural health
monitoring system (WASHMS).
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25. Project period
The project period was scheduled from January 1994 to July
2004 (ten years and seven months), which is four years and
four months longer than the planned period from January
1994 to March 2000 (six years three months) or 169% of the
planned period.
The main causes of delay:
(1)the delay in consultant tendering procedure
(2) the time required for the review and finalization of the
design of the first large-scale cable-stayed bridge in India.
(3)the delay in the tendering of contractors due to problems in
the course of the tendering procedure
(4)the change of the executing agency from the Ministry of
Surface Transport in 1997 in the midst of project
implementation
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26. Project Cost
The project cost was 8,807 million yen 3,097 million
yen less than the planned 11,904 million yen or
74% of the planned project cost. In terms of
rupee, the actual cost was 3,145 million rupees
which is almost equal to the planned 3,217
rupees.
This difference is a resulted of the difference in the
rupee-yen exchange rate at time of planning and
ex-post evaluation.
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27. Involvement of Maurer Söhne
Maurer Soehne manufactured 4 Swivel Joist
Expansion Joints with a length of 24,40 m each.
This cross-sectional width of the superstructure
considers 4 highway traffic lanes and two lateral
3m - tracks for “other” traffic and pedestrians.
Due to transport reasons, the joints were delivered
in two pieces to be connected on job site. The
joints can accommodate movements of 400 mm
(at both abutments) and 360 mm and 600 mm
respectively at the pylons.
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28. Operation and maintenance status
On the Naini Bridge, weather observation devices,
which check conditions and measure the weight
and gradient of pylons, are set at seven positions
and are monitored 24 hours from the observation
equipment control room in the toll booth control
building.
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29. Joint manufacture in the workshop
Joint installation
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32. Effectiveness
Traffic volume
Time saving
Congestion length
decrease and time saving
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33. bibliography
• Project planning, scheduling and control – James P. Lewis
• http://www.cowi.com/menu/service/BridgeTunnelandMarineStr
uctures/Bridges/Documents/BTM_Bridges_low.pdf
• http://www.cowi.dk/menu/service/Brotunnelogvandbygning/Do
cuments/021-1700-008e-07b_MajorBridges.pdf
• http://sine.ni.com/cs/app/doc/p/id/cs-12653
• http://en.wikipedia.org/wiki/File:New_Yamuna_Bridge_details.j
pg
• http://structurae.net/structures/data/index.cfm?id=s0011445
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