Lecture On Developing The Project Plan (Part 1)

DEVELOPING THE PROJECT PLAN
(Part I)
A Lecture for Construction Management
Ar. Patrick N. Rodriguez

Malayan Colleges Laguna-MITL
AR138-1 CONSTRUCTION MANAGEMENT
DEVELOPING THE
PROJECT PLAN
❑ What is a Project?
▪ A Project is “a temporary, unique and

progressive attempt or endeavor made
to produce some kind of a tangible or
intangible result”
▪ Is developed using progressive

elaboration.

DEVELOPING THE
PROJECT PLAN
❑ What is a Project?
▪ Should have a primary customer or

sponsor. The project sponsor usually
provides the direction and funding for
the project
▪ Involves uncertainty.

DEVELOPING THE
PROJECT PLAN
❑ What is Planning?
▪ Planning is the process of devising of a
workable scheme of operations that, when put
into action, will accomplish an established
objective.
▪ The most time-consuming and difficult aspect

of the job management system—planning—is
also the most important.
▪ It requires an intimate knowledge of
construction methods combined with the ability
to visualize discrete work elements and to
establish their mutual interdependencies.
Source: Construction Project Management/Sears
DEVELOPING THE
PROJECT PLAN
❑ Construction Planning
▪ Construction planning, as well as scheduling,
must be done by people who are experienced
in, and thoroughly familiar with, the type of field
work involved.
▪ Significant learning takes place during the

planning phase of a project.
▪ The project network and the management data

obtained from it will be realistic and useful
only if the job plan is produced and updated
by those who understand the job to be done.
DEVELOPING THE
PROJECT PLAN
▪ To construct the job network, information must

be sought from many sources. Guidance from
key personnel (estimators, the project manager,
the site superintendent, and the field engineer)
can be obtained from a planning meeting or
perhaps a series of meetings.
▪ The important point is the need for full group

participation in the development of the
network and collective views must be solicited.

DEVELOPING THE
PROJECT PLAN
▪ Participation by key subcontractors and
suppliers is also vital to the development of a
workable plan.
▪ Insight and greater job knowledge are

acquired as the project evolves. This increased
cognizance necessarily results in corrections,
refinements, and improvements to the
operational plan.
▪ The project program must be viewed as a
dynamic device that is continuously modified
to reflect the progressively more precise
thinking of the field. Ar. Patrick N. Rodriguez
DEVELOPING THE
PROJECT PLAN
2. Breakdown of the 3. Ascertainment of

Determination of the
project into job steps the sequential
general approach to
or ‘‘activities’’ that relationships among
the project.
must be performed. these activities.
4. Graphic
presentation of this
5. Endorsement by
planning information
the project team
in the form of a
network.

DEVELOPING THE
PROJECT PLAN
Beginning-to-end Top-down
planning planning
• breaks the job into • sometimes referred to
steps or activities, as work breakdown
starting with structure, starts with
mobilization of the the overall project,
project, and proceeds breaking it into its
step by step through major pieces, then
the project to breaking the major
completion. pieces into their
component pieces.

DEVELOPING THE
PROJECT PLAN
❑ Job Activities
▪ Activities - the segments into which a project is

subdivided for planning purposes.
▪ An activity is a single work step that has a

recognizable beginning and end and requires
time for its accomplishment.

DEVELOPING THE
PROJECT PLAN
❑ Job Activities
By area of responsibility By category of work By category of work By category of work
• where work items done by the • as distinguished by craft or •as distinguished by •as distinguished by materials
general contractor and each of crew requirements. equipment requirements. such as concrete, timber, or
its subcontractors are steel.
separated.
By distinct structural By location on the project With regard to owner’s With regard to the
elements breakdown contractor’s breakdown
• when different times or
• such as footings, walls, beams, different crews will be • of the work for bidding or • for estimating and cost
columns, or slabs. involved. payment purposes accounting purposes

DEVELOPING THE
PROJECT PLAN
❑ Job Activities
▪ Trial and error together with experience are

the best guides regarding the level of detail
needed. What is suitable for one project may not
be appropriate for another.
▪ As a rule of thumb, the project manager

should schedule to the same level of detail as
he plans to exercise in management control.

DEVELOPING THE
PROJECT PLAN
❑ Job Logic
▪ ‘Job logic’’ refers to the determined order in

which the activities are to be accomplished in
the field.
▪ The start of some activities obviously depends

on the completion of others.
▪ Much job logic follows from well-established

work sequences that are usual and standard in
the trade.

DEVELOPING THE
PROJECT PLAN
❑ Job Logic
▪ It is the planner’s responsibility to winnow the

workable choices and select the most suitable
alternatives.
▪ Showing the job activities and their order of

sequence (logic) in pictorial form produces the
project network, which is a graphical display of
the proposed job plan.
▪ Job logic evolves in a natural fashion as the job

is discussed and the network diagram
progresses.
DEVELOPING THE
PROJECT PLAN
❑ Restraints
▪ A job plan must reflect the practical restraints

or limitations of one sort or another that apply
to most job activities.
▪ Normal restrictions arise from the necessary

order in which construction operations are
physically accomplished and are simply a part
of job logic.

DEVELOPING THE
PROJECT PLAN
❑ Restraints
Resource/Material Restraint
Equipment Restraint
Safety Restraint


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DEVELOPING THE PROJECT PLAN

A Lecture for Construction Management

Ar. Patrick N. Rodriguez

▪ A Project is “a temporary, unique and

▪ Is developed using progressive

Ar. Patrick N. Rodriguez

▪ Should have a primary customer or

Ar. Patrick N. Rodriguez

▪ The most time-consuming and difficult aspect

▪ Significant learning takes place during the

▪ The project network and the management data

▪ To construct the job network, information must

▪ The important point is the need for full group

Ar. Patrick N. Rodriguez

▪ Insight and greater job knowledge are

2. Breakdown of the 3. Ascertainment of

Ar. Patrick N. Rodriguez

Ar. Patrick N. Rodriguez

▪ Activities - the segments into which a project is

▪ An activity is a single work step that has a

Ar. Patrick N. Rodriguez

By area of responsibility By category of work By category of work By category of work

Ar. Patrick N. Rodriguez

▪ Trial and error together with experience are

▪ As a rule of thumb, the project manager

Ar. Patrick N. Rodriguez

▪ ‘Job logic’’ refers to the determined order in

▪ The start of some activities obviously depends

▪ Much job logic follows from well-established

Ar. Patrick N. Rodriguez

▪ It is the planner’s responsibility to winnow the

▪ Showing the job activities and their order of

▪ Job logic evolves in a natural fashion as the job

▪ A job plan must reflect the practical restraints

▪ Normal restrictions arise from the necessary

Ar. Patrick N. Rodriguez

Ar. Patrick N. Rodriguez

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