Planning to make a Plan

For every project, any deliverable or even for a task one is advised to have a plan. We keep hearing that having a plan in place is like completing 40% of the task.

Won’t you agree that even making a plan for the project is also a sub-project/deliverable/task in itself? If it is so, why not have a plan for making a plan? Will it not be a prolific thing to do?

Yes! It is always a best approach to make a plan for making a plan. What shall we include, in this plan? Let’s explore. 

We should consider to answer the following and document it for future references:

1.      Stages, WBS Elements and Level of Detailing:

a)      Do we need a plan for each of the stages?

Feasibility stage, Concept Stage, Design Development Stage, Execution Initiation Stage etc.

b)      What should be the ‘Work Breakdown Structure’ in various stages?

It is preferable to keep the WBS Structure consistent throughout the stages; some WBS elements may not be included in some of the stages e.g., Plan for Execution stage may exclude the Marketing or Finance related WBS elements.

c)      What should be the level of detailing for different WBS elements in different stages?

In feasibility stage, finance and returns related WBS elements may have more detailing, but in Concept stage, marketing and design get prominence. In execution off-course a lot of elements have very high level of detailing but the finance and marketing may not have so.

d)      What should be the level of detailing for each of the WBS elements in each of the plan?

In earlier step, we decide inclusion/exclusion of WBS Element in each stage, & in this we decide If the plan would be a Level 2 Plan or Level 3 or say right up to Level 7 or 8. 

2.      Phasing and Zoning of the Project:

e)      In how many phases the project will be developed?

If the project consists of say, 12 numbers of 20 storied buildings, would it be developed in 3 clusters of 4 buildings each or 2 Clusters of 6 buildings each and why so?

f)       How many zones would be there in each of the Structures?

Would we take entire foot print of the structure at one go or it is in 2-3 or more parts?  e.g. Lift Core, or Shear Walls separately and rest of area separately in several parts.

Zoning may differ for different elements of works, e.g. for Finishes the zoning might not be same as Structure, it may be Lobby, Back-of-House and Flats as zones, similarly for MEP it might be Shafts, Common Areas and Flats as zones.

g)      What should be the detailing level for the activities in each zone?

Detailing would be different in different stages, e.g. in feasibility stage it is at minimal level and in execution stage it is high level. The detailing criteria can be quantity, amount or duration for an activity. E.g. any activity cannot have more than 500cum of concrete or the invoice/cost value shall not be more than $1,000/- or the time required shall not be more than 10 working days. Similarly, the criteria can also be given for the minimum level of quantity, amount or duration.

3.      Assumptions and Constraints:

h)      What the standard productivity for various items of work? What is the complexity level of project on different parameters?

Defining these would give the ‘Tailored Productivity to be considered for various items.

i)        What are the assumptions related to time required for detailing & coordination of the drawings so that the availability of the drawings for further actions can be considered?

For example, the assumptions that Super-Structure drawings can be issued after 6 weeks of issuing the Sub-Structure Drawings. Architectural drawing would take around 4 months after structural drawings and similarly the assumptions for various MEP drawings and off course the further detailing like in Architectural – Door Details would take 6 weeks after general arrangement drawings etc.

j)        What are timelines for Procurement?

You have to assume the time required to float tender after getting details, time required for obtaining quotations, then time for scrutiny and negotiation, and time required for issuing the Work Order or Purchase Order

k)      What are the constraints related to work time?

In some locations work is allowed between 7AM to 7PM only. In some other areas it’s only allowed to work between 10PM to 6AM

l)        What are the other constraints?

In some locations, it’s related to Noise and in some places, it is related to restrictions of vehicular movements etc. In some places, it could be the space constraint around structure.

 

4.      Logistics & Enabling Work Requirements:

m)   What would be the Site Establishment? How will it change during various phases?

Temporary Offices, Stores, Labour Camps, Storage Yards, Work Shops, Entry and Exit and Approach Roads. How it would be in each of the phases? Will it change?

n)      How to arrange temporary Water/Power connection and Telephone, Data Connectivity etc. arrangements and enabling works for the same?

You may have to consider tanks and pumping arrangement, Transformer and Cables etc.

o)      What arrangements would be there for Lifting, Shifting of Resources?

Cranes, Hoists, Trucks, Cutting/Bending Machines, Form works Yard machinery, Rebar and Pipe Threading, Marble and Granite Cutting/Polishing, etc. Their Location and various enabling works required for the same like foundations/Pits etc.

p)      How the resources would be shared among various phases i.e. is there a dependency or there could be separate set of resources for each of the phases?

If dependency is there then you must consider that while making the schedule.

 

There can be several such things, which are decided prior to making a plan so that there is enough clarity while detailing the WBS Element and populating the Activity List. I hope after explain the above you would have realized that there can be several more such items, which need to be decided prior to making the Plan.

 

Abhay Gharpure

 

ADGP                           www.decodingcm.com                       https://decodingcm.blogspot.com