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Infrastructure Americas Controls Management System: Planning & Scheduling

KBR provides planning and scheduling services for infrastructure projects. The scheduling process begins with developing a work breakdown structure that divides the project into manageable segments. Logical relationships between tasks are established and initial durations are assigned. Resources are then planned and the schedule is baselined. Once baselined, the schedule is maintained by measuring progress, analyzing changes, and reporting status. KBR assists with scheduling for proposals, engineering, construction, and life cycle projects. Close coordination is required between scheduling, cost, management, and change control teams.

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219 views

Infrastructure Americas Controls Management System: Planning & Scheduling

KBR provides planning and scheduling services for infrastructure projects. The scheduling process begins with developing a work breakdown structure that divides the project into manageable segments. Logical relationships between tasks are established and initial durations are assigned. Resources are then planned and the schedule is baselined. Once baselined, the schedule is maintained by measuring progress, analyzing changes, and reporting status. KBR assists with scheduling for proposals, engineering, construction, and life cycle projects. Close coordination is required between scheduling, cost, management, and change control teams.

Uploaded by

kaml
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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KBR

INFRASTRUCTURE AMERICAS
CONTROLS MANAGEMENT SYSTEM

PLANNING & SCHEDULING

DOC. NO. IFA-PC-PS-000

REV

DATE

PURPOSE OF ISSUE

AUTHOR

SPONSOR

27-MAY-04

DRAFT

J. CHISM

H. M. MOORE

DESCRIPTION OF CHANGE: DRAFT

PROPRIETARY INFORMATION
This document contains proprietary information belonging to
KBR. It may neither be wholly or partially
reproduced nor be disclosed without the prior
written permission of KBR.

1.0

SCOPE
This overview outlines the planning and scheduling process and describes
key aspects used to provide project schedule analysis and control.

2.0

REFERENCE
Other headings linked at this page that provide further process and
technical information include:
Concepts & Guidelines
Work Breakdown Structure (WBS) Development
Change Management/Variance Overview

3.0

SCHEDULE DEVELOPMENT

Work Breakdown Structure

The planning process starts with subdivision of the work creating a Work
Breakdown Structure (WBS) that separates the project into manageable segments
representing the manner in which the work will be accomplished. A thoughtfully
prepared WBS is essential to successful, integrated project controls. There may
be more than one level of physical area subdivision in the WBS. Major work areas
are futher divided into control packages and then into tasks (activities). The control
package is the level at which direct labor money and work-hours are budgeted and
charged, or subcontract costs are recognized. See the link to Work Breakdown
Structure Development.

Logic

Sequencing of work determines the order in which a project proceeds.


Establishing the logical relationships of work provides an understanding of what
must be done before, during, and after each task of a project. In the sequencing of
work, each control package is represented by at least one activity (task) and an
activity cannot represent more than one control package. Each activity is related to
its control package by assigning the control package code number to the activitys
code field.

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IFA-PC-PS-000

Durations

Coincident with the development of logic is the setting of preliminary activity


durations.

Typical, or approximated, work-day durations are assigned to each

activity. These will be revised as more information becomes available, but Critical
Path Method calculations can now identify the projects tentative critical path.

Resources

The next step in schedule development is the assignment to each activity of the
resources required to accomplish the task. The type of resource assigned will
depend on the contract status of labor to be used and/or key material quantities.
Leveling of the resources improves the efficiency of resource usage. Planned
progress curves can be produced from a resource loaded schedule.

Baseline

When the above steps have been achieved and the resulting plan approved, then
the schedule is saved as a baseline.

4.0

SCHEDULE MAINTENANCE
Once the baseline has been established, then schedulings task becomes
the measuring of progress, analysis of input, and reporting of project status.
The scheduler is also a part of the change control process. See the link to
Change Management/Variance Overview.

5.0

TYPES OF SCHEDULING EFFORT


KBR will assist the client or another firm in any of these scheduling efforts.

Proposals

Proposal schedules are schedules prepared as part of the companys response to


a request for proposal (RFP) issued by a prospective client, and they are prepared
on the basis of information contained in the RFP.

The format and content of

proposal schedules differ depending upon the requirements of the RFP.

Front End Engineering/Design

FEED schedules are prepared to control the basic engineering phase of a project
and are put in place approximately 15 working days after project start.
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IFA-PC-PS-000

It

incorporates the detail necessary for effective control, while the remainder of the
project is represented in summary form.

Detail Engineering

These schedules are prepared for the detailed engineering and procurement phase
of a project and put in place at a point equal to approximately 20 percent of total
project life.

Construction

Construction schedules develop the detail necessary for installation of the project.
Preparation of a construction schedule depends on the status of engineering. A
120 day look ahead may be necessary while the detail plan is prepared.

Life Cycle Projects

These encompass projects that extend into operations and maintenance.

6.0

SCHEDULING INTERFACES

Management and Controls Staff

At the very start of the project, it is essential that Project Management and Project
Controls work together to establish the WBS and identify the controls systems that
are to be used.

Cost

The scheduler and the cost specialist work closely in helping to define control
packages, responsibilities for progress forecasting, monitoring and reporting, levels
of summarization, and other similar tasks.

Change Control

Cost and Scheduling, with support from Estimating, share responsibility in the area
of project changes or variances. All such changes are evaluated by both parties so
that both the budget and the schedule accurately reflect the effects of change.

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IFA-PC-PS-000

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