Laying the Foundation: Essential Starting Points for Defining Activities
Jan van den Berg
Author "Primavera P6 Practical Scheduling & Planning & Master Primavera P6" | Project Scheduling & Planning Expert
In chapter 2 of my book" Primavera P6: Practical Scheduling & Planning", I explain the foundations for a good schedule.
Here, you'll gain a firm grasp of the Product Breakdown Structure (PBS), Work Breakdown Structure (WBS), Statement of Work (SOW), and work packages. We'll explore how these tools work together to create a practical, actionable schedule.
For a practical demonstration, I've defined the activities involved in developing the outlined construction activities for a floor, divided into four parts, on an offshore oil and gas platform –presented clearly and accompanied by illustrative figures. These examples will showcase how the concepts translate into practical scheduling applications. You see the complete process in my book.
The starting conditions and starting points for defining the activities are:
1. Time management plan,
2. the scope baseline,
3. the Work Breakdown Structure,
4. the 'Statement of Work ',
5. the work packages,
6. the company's environmental factors
7. and the company-dependent processes.
1. Time management plan,
The detailed purpose, utility, and necessity of a sound time management plan are in the previous chapter, but this is so important that I will repeat it.
The time management plan describes the approach to the time management methods, the standard practices and guidelines, and the techniques. The plan also determines the development criteria for the scheduling model. Finally, the plan answers the degree of accuracy, describes the way we measure, answers detailed regulations for updating and maintaining the project schedule, sets the thresholds for alarming deviations, provides insight into performance management, defines the rules for reporting, and describes the processes in the time management plan .”
2. The scope baseline,
The scope baseline, incorporated in the Work Breakdown Structure (WBS), is the most crucial document to define the activities. The scope baseline is not created by the scheduler but by the project team and, more specifically, by those responsible for the scope management process. In many cases, engineering determines the scope, but this can also be the environment and contract management processes. They decide what needs to be achieved, but the scheduling does have an essential role in converting the scope baseline into an all-encompassing list of activities.
3. The Work Breakdown Structure,
A Work Breakdown Structure (WBS) is a hierarchical breakdown of all the work the project team must perform to achieve objectives and create required deliverables. We also speak of a 'tree structure ' showing a typical decomposition with a tree structure. The tree starts at the trunk and has three large branches. Each large branch has a branch with a twig, which then has two leaves. These leaves are the smallest part of the tree structure. The technique of this decomposition is that attributes are assigned to the smallest part, except for the WBS summary and the hammock activities.
4. The 'Statement of Work ',
Putting together a suitable WBS depends on the 'plan of action.' This has many other names in the scheduling world. In engineering and construction, we often use the terms 'construction order, ''me statement, 'or 'execution plan, 'but I think the name that best describes it is 'Statement of Work ' (SOW ). The PMI defines the SOW as “A descriptive story of products, services, and results to be delivered.”
Without the SOW, it is not possible to make a project schedule. You can assume there are different ways to create or realize a desired product, service, or result. But that's not what scheduling is about. You must have the SOW that the work package executor has selected as the best option. He is responsible for the implementation and results of the work package. This is where many scheduling models go wrong. As a scheduling, you must demand that an SOW is drawn up for each work package. In large projects, this should be indicated by employing a clear flow chart. This can be done for smaller projects by discussing how the executives want to do it.
5. The work packages,
After the WBS has been determined, we can start creating the work packages. The question is: what do we mean by a work package? Below are some definitions and descriptions:
>PMI Lexicon of Project Management Terms: “A work package defines the scope of work at the lowest level (of the WBS) for which costs and lead time can be calculated and managed.”
>We also use 'Cost Time Resource' (CTR) in engineering and construction. You can also see this as a work package. It defines and describes the cost, schedule, and resources (aka resources ) for the work package or CTR.
>Prince 2 glossary: “The full information set needed to make one or more products. It consists of the product description(s), details on preconditions for the realization (such as time and costs), interfaces, and the confirmation of the agreement between the project manager and the person or team manager who has to realize the work package that the work will be carried out within the preconditions. Are carried out."
The content of the work package, described in activities are based on the Statement of Work (SOW ): this is a descriptive story of products, services, and results to be achieved and to be delivered;
<the activity duration and the corresponding start and end date ;
<the reference to the relevant specifications;
>the relations to other work packages ;
>the relation to the Product Breakdown Structure (PBS ) ;
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>the available budget (the allowed costs);
the person ultimately responsible for the realization of the work package.
6. the company's environmental factors
Business environmental factors can be defined at the highest level as conditions that do not directly affect the project but that do impose constraints on the project. There are many, but the following factors apply to the elaboration of the time management plan :
<the organizational structure, culture, vision, and mission ;
<the available resources and level of competence.
<the project management software and scheduling tools;
<the key figures, standards, and knowledge bases for determining the scope base plan, the time base plan, and the cost base plan ;
<the authorization procedures and powers of attorney.
<Business dependent processes
7. The company-dependent processes.
Business dependent processes
Business organization process assets are plans, processes, policies, and knowledge bases used and mandated by the business organization. Some examples:
<monitoring and reporting tools.
<historical information.
Historical information is one of the keys to reliable and predictable project scheduling. In our profession, we refer to historical details as 'subsequent calculation' or 'outcomes of previous projects.' I have folders entirely of project data. Most of the data concerns steel processing and welding, but I also have data about mechanical and electrical installations. I also have many ratios, such as ratios between project phases. Some examples:
<the relationship between the project manager, materials procurement, engineering, fabrication, assembly, testing and commissioning ;
<prices for a finished product based on estimated weights;
<kilo prices per square meter for bridges;
<the number of man-hours for preserving steel structures.
Practical example:
To illustrate these concepts, I've defined the activities involved in developing the outlined construction activities for a floor on an offshore oil and gas platform. This example demonstrates how the PBS, WBS, and other tools work together to create a practical and achievable schedule.
By following these principles and leveraging the tools discussed in this post, you can significantly improve the accuracy and effectiveness of your project
Key features:
My goal? To equip you with the tools and techniques to feel more autonomous and satisfied in your construction project management career! ♀️♂️
Ready to take your project planning to the next level?
Project management consultant and trainer. Primary author of the original (1996) PMBoK Guide. Curmudgeon.
3moNo discussion of the project life cycle?
Project Control || Strategy || Planning || Data Analysis || Operations Management || Primavera P6 || Project Management Professional
3moInsightful writing Jan van den Berg !