SCOPE OF WORK AND PLANNING IN SHIPYARDS T2_1

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1 ÂMBITO DE TRABALHO E PLANEAMENTO EM ESTALEIROSNAVAIS SCOPE OF WORK AND PLANNING IN SHIPYARDS T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. T2_1 1

2 3. SHIP BUILDING AND REPAIR SCHEDULING 1. THEORETICAL APPROACH 1. THE PROJECT SCOPE AND OBJECTIVES 2. PROJECT STRATEGIC 3. PRELIMINARY PLAN 4. RESPONSIBILITY ASSIGNMENT MATRIX (RAM) 5. WORK ANALYSIS 6. RESOURCE ASSIGNMENT 7. WORK BREAKDOWN STRUCTURE WBS 1. HOW TO ORGANIZE THE WBS 8. WORK PACKAGES 9. MILESTONES 10. PROJECT ORGANIZATION (OBS) 1. STRUCTURAL INTEGRATION 2. ACTION PLAN 3. PHASE APPROVAL STEP FORWARD T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 2

3 2. SCHEDULING 1. CONCEPT 1. STRATEGIC AND OPERATIONAL PLANNING 2. WHY WE PLAN 3. HOW WE SHOULD PLAN 4. A GOOD PLANNING 2. PLANNING METHODOLOGIES 1. GANT BARS 2. NETWORK DIAGRAMS; GERT; CPM; PERT 3. TASKS AND DEPENDENCIES 4. LEADS, LAGS, AND CRITICAL PATHS 5. ASSIGNMENT AND RESOURCE LEVELLING 6. WORK LOAD CONTOUR 3. GLOSSARY 4. PRACTICAL EXAMPLES USING A SCHEDULING SOFTWARE T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 3

4 3. PLANEAMENTO DE REPARAÇÕES E CONSTRUÇÕES 1. CONCEITOS TEÓRICOS DE PLANEAMENTO 1. PROJECTO ÂMBITO E OBJECTIVOS 2. ESTRATÉGIA DO PROJECTO 3. PLANO PRELIMINAR 4. MATRIZ DE RESPONSABILIDADES 5. ANÁLISE DO TRABALHO 6. DISTRIBUIÇÃO DE RECURSOS 7. ESTRUTURAÇÃO DO TRABALHO ARBORIZADA (WBS) 1. PREPARAÇÃO DE UMA ESTRUTURA ARBORIZADA 8. PACOTES DE TRABALHO 9. TAREFAS DE DURAÇÃO ZERO MILESTONES 10. ORGANIZAÇÃO DO PROJECTO (OBS) 1. INTEGRAÇÃO DE ESTRUTURAS 2. PLANO DE ACÇÃO 3. APROVAÇÃO PARA FASE SEGUINTE T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 4

5 2. PLANEAR EM ESTALEIROS NAVAIS 1. CONCEITO 1. PLANEAR 2. PORQUE SE PLANEIA 3. COMO SE DEVE PLANEAR 4. UM BOM PLANEAMENTO ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS 2. TÉCNICAS DE PLANEAMENTO 1. BARRAS GANT 2. REDES; GERT; CPM; PERT 3. ÂMBITO DO TRABALHO 1. LIGAÇÃO DAS ACTIVIDADES 2. FOLGAS, MARGENS E CAMINHOS CRÍTICOS 3. AFECTAR E NIVELAR RECURSOS 4. PERFIS DE CARGA 3. GLOSSÁRIO DE PLANEAMENTO 3 - PLANEAMENTO DE REPARAÇÕES E CONSTRUÇÕES 4. EXEMPLOS PRÁTICOS UTILIZANDO SOFTWARE DE PLANEAMENTO. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 5

6 Consulta Orçamento Preparação Execução Organização Factura T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 6

7 SCOPE OFWORK THE SCOPE COVERS THE SPECIFICATION OF THE FUNCTIONALITY OF THE FINAL PRODUCT AND IDENTIFIES THE PROGRESS OF THE SYSTEM(TASKS) IF WE DON'T LIMIT CORRECTLY THE BOUNDARY OF THE SCOPETOTHEEXTENTOFTHEWORK,ANDIFTHEPROGRESS OF THE WORK IS NOT PERFORMED AND ADEQUATELY DOCUMENTED, THE PROJECT WILL TEND TO SLIP THE SCOPE MANAGEMENT IS INTENDED TO ENSURE THAT THE WORK SCHEDULED AND PERFORMED ARE IN ACCORDANCE WITH THE REQUIREMENTS. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 7

8 CHANGES TO THE SCOPE OF THE PROJECT Someone sensible and knowledgeable enough in project management stated that there are at least 3 certainties in life Alguém bastante ajuizado e conhecedor da Gestão de Projectos afirmou que existem pelo menos 3 certezas na vida DEATH OS TAXES CHANGE OF PROJECT SCOPE It is practically impossible to carry out projects in which thereisnoadditionalworkorextrastoworkinitiallyset. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 8

9 OBJECTIVES ARE QUANTIFIABLE MILESTONES IN QUALITY AND QUANTITY IN ORDER TO ASSESS THE PROJECT PERFORMANCE The objectives must be linked to the entire project or well defined areas. WITH THE OBJECTIVES CHARACTERIZED AND IDENTIFIED IT IS POSSIBLE TOHAVETHEPROJECTDEFINED; ORGANIZE WORK PACKAGES; START THE WORK BREAKDOWN PROCESS(W.B.S.) T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 9

10 CLARIFICATION OF THE OBJECTIVES IN ORDER TO ACHIEVE THE OBJECTIVES IT IS NECESSARY TOHAVETHE: Customer requirements clearly set out; the work required must be identified; Theworktobeperformedmustbewellorganized. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 10

11 PRELIMINARY PLAN START DEFINING THE TYPE OF PRELIMINARY ORGANIZATION TO BE APPLIED TO THE PROJECT AND SETTLING; THE WORK LISTS WIHT PRELIMINARY ALLOCATION OF RESOURCES; WHODOESWHATRACIMATRIX; THE AGENDA OF THE NECESSARY MEETINGS. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 11

12 RACI MATRIX It a very important tool that can help in the implementation and correct functioning oftheproject.thismatrixismostlyusedtoalignthehumanelementsintheprocess. Usually there are many different people involved in any process and they have differing responsibilities. A RACI matrix makes an explicit documentation of this and keepsasareadyreferencetobeusedatdifferentstagesintheprocess.hereishow the RACI matrix can be utilized Entidade Trabalho Função X Função XY Função XZ Função XW Função XT Função XX Act 1 A R C C I I Act 1.1 R I A I C C Act 2 C R C I A Act 2.1 C I C A R I C A R I C I A-Accountable; R-responsibility; C-Consulted; I-Informed T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 12

13 RACI MATRIX RESPONSIBLE: This is the class of people who are ultimately Responsible for getting the work done. This may refer to the individual workers that perform the given task or it could refer to the system in case the task is automated. ACCOUNTABLE: This is the class of people that are Accountable to oversee that the work gets done. This usually means the immediate manager overseeing the work. CONSULTED: These may be subject matter exerts who need to be Consulted at the time of an exception. INFORMED: This is the class of people who have some interest in the Information performance of a given task. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 13

14 WORK ANALYSIS(Man Power; Materials; Sub Contractors) The preliminary specification of the work should be analyzed; The activities must be divided according the trade skills; Themanhours(Mh),thelistofmaterialsandtheservicesnecessaryto accomplish the activities, should be stablished; The mapping of the processes and methodologies related to the project must be prepared; Referencetothestartandenddates; Evidence of important benchmarks for the project. RESOURCE ALLOCATION The preliminary plan shall be established with the main activities of the project, with the trades assigned (distribution of resources) and the main known constraints must highlighted T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 14

15 THE HIERARCHICAL DIVISION INTHEEARLY60 swasdevelopedatheorythatadvocatedthe EXISTENCE OF A TOOL TO LINK THE PROJECTS TASKS WITH THE STRUCTURE OF THE COMPANIES, THEORY THAT LED TO THE CREATION OF OF A HIERARCHICAL ENCODING WHICH NAME IS: WORK BREAKDOWN STRUCTURE (W.B.S.) A DELIVERABLE ORIENTED GROUPING OF PROJECT ELEMENTS WHICH ORGANIZES AND DEFINES THE TOTAL SCOPE OF THE PROJECT. EACH DESCENDING LEVEL REPRESENTS AN INCREASINGLY DETAILED DEFINITION OF A PROJECT COMPONENT. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 15

16 IN W.B.S"." THE WORK IS DIVIDED INTO ELEMENTARY ACTIVITIES, RELATED TO EACH OTHER STRUCTURE Level W.B.S. code Activ.1 Program 0 1 Activ.2 Project Activ.3 Fase Activ.4 Work Package Activ.5 Activ Activ.6 Oper Activ6 Projecto Activ.6 Pacote Activ.7 Activ Activ.8 Activ Activ.9 Fase T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 16

17 THE ENCODING WORK FOR COSTING Work Breakdown Structure W.B.S. 8- ELECTRICITY 7 -ACOMODATIONS 0 -SUNDRIES 2-DECK 5 & 6-ENGINE ROOM 4-PUM ROOM 3-TANKS 1- DOCKING N00 AA00 WORK SHOPS PROJECT JOB SUB JOB A00000 WORKSHOP JOB 17

18 EXEMPLO W.B.S. W.B.S. STEEL BLOCKS T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 18

19 HOW TO BUILD A WBS Break the main product(s) down into sub-products; Set the structure to match how you ll manage the project; Lowest level not too detailed, not too large; Is there a need for integration?; Identify support activities; Check for completeness - is all the effort included?; Develop a coding structure if needed; Assign work package managers. SFI GROUP SYSTEM

20 WORK PACKAGE A DELIVERABLE OR PROJECT WORK COMPONENT AT THE LOWEST LEVEL OF EACH BRANCH OF THE WORK BREAKDOWN STRUCTURE. IT INCLUDES THE SCHEDULE ACTIVITIES AND SCHEDULE MILESTONES REQUIRED TO COMPLETE THE DELIVERABLE, WORK PACKAGE OR PROJECT COMPONENT. EACH WORK PACKAGE HAS: 1. INDIVIDUAL TASKS; 2. STARTANDENDDATES; 3. ACOSTTHATCHANGESASTIMEGOESBY; 4. THE PLANNING IS INTEGRATED WITH TASKS OF SUPERIOR LEVEL. MILESTONES TASKS Are zero duration activities that represent signposts to accomplish, during the execution of the project and ensuring the achievement of the outcome the project, the duration envisaged dates. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 20

21 ORGANIZATIONAL BREAKDOWN STRUCTURE (O.B.S.) An Organizational Breakdown Structure is an intermediate level of a different chart and displays organizational relationships and then uses them for assigning work to resources in a project The OBS assumes: Negotiation; Delegationofpower(es); Allocationofresources; Adoption of a reporting system. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 21

22 ACTION PLAN After the ship Work Specification is analyzed by the project team a formal meeting called a Kick Off Meeting KOM is held among all shipyard management in order to discuss and prepare the acceptance of the action plan, including all the resources required to accomplish the project. The KOM is probably the most important project meeting held during the lifeofaproject,notonlyitisthefirsttimethattheentireprojectteamis gathered but, it is a great opportunity for all management discuss the main project objectives and outcomes and for them to be committed for the project. A kick-off meeting has four basic functions: 1. Notify all team members and stakeholders that the project has start; 2. Outline the project goals as well as the roles and responsibilities of the management; 3. Clarify the expectations of all parties; 4. Create a commitment by all those who influence the project s outcome. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 22

23 SHIPYARD SCHEDULING T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 23

24 STRATEGIC PLANNING IT IS AN ORGANIZATION'S PROCESS THAT DEFINES THE LONG- TERM ORIENTATION OF THE SHIPYARD'S STRATEGIC POLICY STRATEGIC PLAN IT IS THE MATERIALIZATION OF STRATEGIC PLANNING OPERATIONAL PLANNING PLANNING OF THE ACTIVITIES TO BE CARRIED OUT BY THE SHIPYARD, IN ORDER TO ACHIEVE THE GOALS SET IN THE STRATEGIC PLANNING OPERATIONAL PLAN IT IS THE MATERIALIZATION OF OPERATIONAL PLANNING. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 24

25 PLANNING OF WORK IT IS PREPARING A SEQUENCE OF ACTION STEPS TO ACHIEVE SOME SPECIFIC GOAL. (E.G. SCOPE AND DESCRIPTION OF WORK, ANY SAFETY REQUIREMENTS, TOOLS, PARTS AND MATERIAL, DOCUMENTATION, SKILLS REQUIRED, ETC.) SCHEDULING OF WORK WHAT, HOW AND TIME TO DO WORK IT IS FIRST TO DECIDE WHEN JOB SHALL BE DONE BY DATE/TIME AND WHO WILL DO THE WORK. WHEN AND BY WHOM WORK WILL BE DONE. 1. PLAN WORK 2. SCHEDULE THE WORK THAT NEED TO BE DONE 3. SCHEDULE PEOPLE TO THE WORK. All work can be planned but all work cannot be scheduled. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 25

26 WHY WE NEED A PLAN? TO HAVEA BENCHMARKFOR FOLLOW-UP AND CONTROL TO INCREASEWORKEFFICIENCY TO BETTER UNDERSTAND THE FUTURE OBJECTIVES MANAGINGRISKAND UNCERTAINTY CREATINGCOMPETITIVEADVANTAGES T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 26

27 HOWTO PLAN THE TASKS SHOULD BE DIVIDED IN A WAY SO THAT: The project can be described as the sum of elementary activities; You can assign responsibility and authority for each activity; The dependence of other events is the smallest possible; The scheduling and the planning network can be established; The cost budget can be established; The cost, the duration and the performance can be analyzed and followed; Can be measurable in terms of percentage of work done; The variance analysis can be made; The objectives of the project can be achieved. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 27

28 ΓΕΣΤ Ο Ο ΡΙΣΧΟ ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS ΣΥΧΕΣΣΟ Ε ΙΝΣΥΧΕΣΣΟ BE SMART ONACTIONPLAN SPECIFIC Objectives need to be clear and detailed M EASURABLE Results need to be measurable. Outcomes must be what the person really wants. Outcomes should produce tangible rewards. AGREEMENT The people who have to make it work need to agree to it R EALISTIC The person has to believe it is possible to achieve. TIMLY Deadlines for achieving each stage should be set. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L. 28

29 PROJECT MANAGEMENT TOOLS: GANTT CHARTS GERT - GRAPHICAL EVALUATION AND REVIEW TECHNIQUE CPM CRITICAL PATH METHOD PERT - PROGRAM EVALUATION AND REVIEW TECHNIQUE T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 29

30 GANTT CHARTS AGanttchartisatypeofbarchart,itwasinventedbyH.L.Ganttin1918forFord Engineering C,. Gantt charts are easy to read and are commonly used to display schedule activities. These charts display the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project and also show the dependency relationships(i.e., precedence network) between activities. Ganttchartsshowallthekeystagesofaprojectandtheirdurationasabarchart, with the time scale across the top. The key stages are placed on the bar chart in sequence,startinginthetopleftcornerandendinginthebottomrightcorneragantt chart canbe drawn quickly and easily andis often the first tool a manager uses to providearoughestimateofthetimethatitwilltaketocompletethekeytasks.the detailed Gantt chart is usually constructed after the main objectives have been determined T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17. ELABORADOPOR G.L. 30

31 GANTT(ACTIVITIES)TAREFAS REPRESENTAÇÃO POR BARRAS "GANTT" ID Task Name Start Date End Date Dur Percent Complete May 99 Jun Task 1 24-Mai Mai-99 5d 50,00% 2 Task 2 25-Mai Mai-99 1d 0,00% 3 Task 3 26-Mai Jun-99 7d 4h 20,00% 4 Task 4 28-Mai Jun-99 3d 4h 0,00% 5 Task 5 02-Jun Jun-99 3d 50,00% Legend: Scheduled Actual Current GANTT MILESTONE TASKS REPRESENTAÇÃO DE TAREFAS DE DURAÇÃO "ZERO" ID Task Name Start Date End Date Dur Percent Complete May 99 Jun Task 1 24-Mai Mai-99 1d 50,00% 2 Task 2 25-Mai Mai-99 1d 0,00% 3 Task 3 26-Mai Jun-99 7d 4h 20,00% 4 Task 4 28-Mai Jun-99 3d 4h 0,00% 5 Task 5 02-Jun Jun-99 3d 50,00% Legend: Scheduled Actual Current T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 31

32 TASK DEPENDENCIES DEPENDENCIES FIM INÍCIO; FINISH-START Atarefa(A)inicia-se(±yt)tempodepoisdofimdatarefa(B) Atarefa(B)nãopodeiniciaratéatarefa(A)terminar. Exemplo: Pintar a cerca (B) não pode iniciar sem Construir a cerca (A) terminar. A B Atarefa(D)inicia-se(±xt)tempodepoisdeiniciaratarefa(C) Atarefa(D)nãopodeiniciarsematarefa(C)começar Exemplo: Nivelar o pavimento (D) não pode iniciar sem se começara Encheraplacacomcimento (C) Atarefa(F)termina(±wt)tempodepoisdofimdatarefa(E) Atarefa(F)nãopodeacabarsematarefa(E)terminar. Exemplo: Testar o circuito eléctrico (F) não pode acabar sem se terminar a Ligações eléctricas (E). Atarefa(H)termina(±zt)tempodepoisdoiníciodatarefa(G) Atarefa(H)podeacabarquandoatarefa(G)iniciar. Exemplo: Emissãodafactura (H)nãopodeacabarsemque o Inicio a entrega da mercadoria (G) comece. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. INÍCIO INÍCIO; START-START C D FIM FIM; FINISH-FINISH E F INÍCIO FIM; START-FINISH G H 32

33 TASK DEPENDENCIES Monday Tuesday Wednesday Thursday Friday saturday Sunday Monday 1ºp 2ºp 3ºp 1ºp 2ºp 3ºp 1ºp 2ºp 3ºp 1ºp 2ºp 3ºp 1ºp 2ºp 3ºp 1ºp 2ºp 3ºp 1ºp 2ºp 3ºp 1ºp 2ºp 3ºp TASK 1.1 TASK Finish to Start (+ yt) ( +wt) TASK Finish to Finish Start to Finish TASK 1.2 ( + zt) TASK Start to Start TASK (+xt) TASK T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 33

34 TOTAL FLOAT (T.F.) Is the amount of time that an activity can be delayed beyond its earliest start date (ES) without delaying the project completion date. On a critical path, the total float is zero. Total float is often known as the slack. Obtained by subtracting at the activity its Late finish date,toitsearlystartdateandtoitsownduration A B D T. F. = T. F. = LF ES d LS ES C F E T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABOROPOR G.L. ES EF LS ES EF LF LS LF 34

35 FREE FLOAT(F.F.) Istheamountoftimethatanactivitycanbedelayedinrelationtoitsearlystartdate(ES C ) withoutpreventingthemostearliersuccessoractivitycanstartonitsearlystartdate(es E ). Obtained by subtracting the earliest start date (ES E ) of its next successor task, to its early finish date (EF C ). FF C = EF E ES C d C A B FF C = ES E EF C D C F E ES EF EF ES EF

36 EXERCISE T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L. 36

37 GERT GRAPHICAL EVALUATION AND REVIEW TECHNIQUE IS A NETWORK ANALYSIS TECHNIQUE USED IN PROJECT MANAGEMENT THAT ALLOWS PROBABILISTIC TREATMENT BOTH NETWORK LOGIC AND ESTIMATION OF ACTIVITY DURATION. THE TECHNIQUE WAS FIRST DESCRIBED IN 1966 BY DR. ALAN B. PRITSKER PROFESSOR AT PURDUE UNIVERSITY. COMPARED TO OTHER TECHNIQUES, GERT IS ONLY RARELY USED IN COMPLEX SYSTEMS. NEVERTHELESS,. GERT ALLOWS LOOPS BETWEEN TASKS. GERT T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 37

38 CPM - CRITICAL PATH METHOD PERT - PROGRAM EVALUATION AND REVIEW TECHNIQUE Early Durati Early Start on Finish Task name Late Late Slack Start Finish Early Durati Early Start on Finish Task name Late Late Slack Start Finish Early Durati Early Start on Finish Task name Late Late Slack Start Finish Early Durati Early Start on Finish Task name Late Late Slack Start Finish Early Durati Early Start on Finish Task name Late Late Slack Start Finish Early Durati Early Start on Finish Task name Late Late Slack Start Finish Early Durati Early Start on Finish Task name Late Late Slack Start Finish Early Durati Early Start on Finish Task name Late Late Slack Start Finish PERT/CPM T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 38

39 CPM CRITICAL PATH METHOD A CRITICAL PATH METHOD IS THE SEQUENCE OF PROJECT NETWORK ACTIVITIES WHICH ADD UP TO THE LONGEST OVERALL ESTIMATED (DETERMINISTIC) DURATION (CRITICAL PATH), THIS DETERMINES THE SHORTEST TIME POSSIBLE TO COMPLETE THE PROJECT SHOULD BE USED IN MASS PRODUCTION OF REPETITIVE TASKS, IN WHICH THE DURATION CAN BE ESTIMATED WITH A HIGH DEGREE OF CERTAINTY. DEVELOPED IN THE LATE 1950 S BY MORGAN R. WALKER OF DUPONT ANDJAMESE.KELLEYJR.OFREMINGTONRAND.ANDWASFOCUSEDON THE COST OF THE PROJECT ACTIVITIES AND THEIR DURATION. WAS USED IN 1958 FOLLOWING THE CONSTRUCTION OF ITS CHEMICAL PRODUCTION FACILITY. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 39

40 PERT-PROGRAM EVALUATION AND REVIEW TECHNIQUE IS A PROJECT MANAGEMENT TOOL USED TO SCHEDULE, ORGANIZE, AND COORDINATE TASKS WITHIN A PROJECT. IT CALCULATS THE MINIMUM TIME NEEDED TO COMPLETE THE TOTAL PROJECT DURATION BASED ON PROBABILISTIC DURATION (A WEIGHTED AVERAGE OF ESTIMATES) OF ACTIVITIES BELONGING TO A SEQUENTIAL LOGIC NETWORK. SHOULD BE USED IN ONE OF A KIND PROJECTS, IN WHICH THE COST AND DURATION CAN HAVE A HIGH DEGREE OF UNCERTAINTY. THIS MODEL WAS DEVELOPED BY "BOOZ ALLEN HAMILTON, INC." AND APPLIED IN 1957 BY THE UNITED STATES NAVY TO THE PLANNING AND CONTROL OF THE PROGRAM TO BUILD A NUCLEAR SUBMARINE"POLARIS PROJECT" AND IT WAS FOCUSED ON REDUCING THE DURATION OF THE PROJECT. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 40

41 DIFERENÇA ENTRE CPM E PERT ALTA PROBABILIDADE RELATIVA DA OCORRÊNCIA BAIXA CPM = MAIS PROVÁVEL (B) OPTIMISTA (A) PERT= A+4 B + C 6 PESSIMISTA (C) CURTA DURAÇÃO PROVÁVEL RÁPIDA T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 41

42 NETWORK DIAGRAMS ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS REDES DE PLANEAMENTO Many Managers use network diagrams when scheduling a project. The network diagram is a way to visualize the interrelationships of project activities. Network diagrams provide agraphicalviewofthetasksandhowtheyrelatetooneanother..allofthewbstasks mustbeincludedinthenetworkbecausetheyhavetobeaccountedforintheschedule. Leaving even one task out of the network could change the overall schedule duration, estimated costs, and resource allocation commitments. ThefirststepistoarrangethetasksfromyourWBSintoasequence.Sometaskscanbe accomplished at any time throughout the project where other tasks depend on input from another task or are constrained by time or resources. The network diagram provides important information to the project team. It provides information about how the tasks are related), where the risk points are in the schedule, howlongitwilltakeascurrentlyplannedtofinishtheproject,andwheneachtaskneeds tobeginandend T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 42

43 REDES DE PLANEAMENTO REDES (NETWORKS) Representação gráfica de um projecto que mostra a sequência cronológica e as inter-relações de todas as actividades que o constituem. Utilizam-se normalmente nesta representação três símbolos convencionais: O CIRCULO A SETA O RECTÂNGULO T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 43

44 ADM- ARROW DIAGRAMMING METHOD ou(or) AOA ACTIVITY on ARROW DIAGRAM Rededotipo(i,j) REDES DE PLANEAMENTO Cada actividade (i, j) da rede é representada por uma seta, c com os respectivos acontecimentos, inicial(i) e final(j), bem determinados e ligados aos nós para indicar as dependências. Aduraçãodecadaactividade(Y i,j )énormalmenteindicadasobreaseta Este programa usa actividades fictícias, de duração nula, para indicar precedências e para distinguir actividades paralelas(com o mesmo início e fim). Duração (Y 4,5 ) i Acontecimento inicial (i) Actividade i,j T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. j Acontecimento final (j) 8 dias 1 2 Actividade 1,2: Pintar paredes 44

45 ACTIVITY-ON-ARROW ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS REDES DE PLANEAMENTO B 3 Dummy Activity Actividade Fictícia A C D T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 45

46 REDES DE PLANEAMENTO PDM - PRECEDENT DIAGRAMMING METHOD AON- ACTIVITY on NODE NETWORK DIAGRAM Rede(X i ) Cadaactividadeoutarefadaredeérepresentadaporumacaixaounódaredeeas dependências, precedências ou ligações entre as actividades ou tarefas são representadas por setas, sendo a precedência do tipo, Início Fim a mais utilizada. A duração de cada actividade é normalmente indicada dentro do circulo logo a seguir ao símbolo que representa a actividade. X (i), Y (j) A,8 B,6 Actividade X (i) Y (j) Duração de X (i) Actividade A, duração 8 T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 46

47 REDES DE PLANEAMENTO PDM - PRECEDENT DIAGRAM METHOD AON- ACTIVITY on NODE NETWORK DIAGRAM Rede(X i ) Cada actividade ou tarefa da rede é representada no nó por uma caixa e as dependências, precedências ou ligações entre as actividades ou tarefas são representadas por setas, sendo a precedência do tipo, Início Fim a mais utilizada. O rectângulo da caixa contém diversa informação que se representa. INÍCIO + CEDO EARLY START IC-ES DURAÇÃO DURATION D FIM + CEDO EARLY FINISHED FC-EF INÍCIO + CEDO EARLY START IC-ES DURAÇÃO DURATION D FIM + CEDO EARLY FINISHED FC-EF DESIGNAÇÃO TAREFA (A) TASK NAME DESIGNAÇÃO TAREFA (B) TASK NAME INÍCIO + TARDE LATE START IT-LS FOLGA SLACK TIME FIM + TARDE LATE FINISH FT-LF INÍCIO + TARDE LATE START IT-LS FOLGA SLACK TIME FIM + TARDE LATE FINISH FT-LF T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 47

48 T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADO POR G.L. 48

49 Comparação entre redes AON e AOA AON AOA A B C A B C Adeve acabar antes de Be Bantes de C A B 8 A 14 B 16 C C 30 Adeve acabar antes de Be Ccomeçarem T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 49

50 ACTIVIDADE FICTÍCIA ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS Comparação entre redes AON e AOA AON AOA A C 16 A 24 C 30 B 18 B Ae Bdevem acabar antes de Ccomeçar A C 10 A C B D 20 B D 50 AeBantecede Ce D T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 50

51 Comparação entre redes AOA e AON AON AOA A C 25 A 30 C 35 B D 15 B 20 D 25 Aantecede CeΒ antecede D,mas o caminho A-Cé independente de B-C A B C D A 25 DUMMY ACTIVITY 15 B C 35? ACTIVIDADE FICTÍCIA D 25 A e Bantecede C, B antecede D, mas A é independente de D T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 51

52 Comparação entre redes AON e AOA ACTIVITY PRECEDE SUCCEED A B -C B A D C A D D B -C AON AOA B A B D A D C C 65 DUMMY ACTIVITY ACTIVIDADE FICTÍCIA A antecede BeC, BeCantecede D T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 52

53 EXAMPLE # ID 1-2 A 2-4 B 2-3 C 4-5 D 5-7 E 6-7 F 7-8 G # TASK NAME Conceber o Protótipo Prototype conception Construir Protótipo Prototype Building Dur. PRECEDE SUCCEEDE 21 B, C 5 A D Inspeccionar Protótipo Prototype Inspection 7 A D, F Testar o Protótipo Prototype Testing Relatório preliminar Preliminar Report Ajustes finais Final adjustments Teste Final Final Test 2 B, C E, F 5 D G 8 C, D G 2 E, F T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 53

54 NETWORK EXAMPLES AON 21 B D E 2 A 7 8 G A C F B 5 D 2 E 5 G AOA 8 C F 8 ACTIVIDADE FICTÍCIA DUMMY ACTIVITY T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 54

55 THE CRITICAL PATH A project has at least one critical path consisting of the sequence oftasks that would enable the project to be completed in the shortest possible time. The critical path represents the sequence of activities with the: longer duration of project network; corresponding to the shortest period of time of the project execution NOTE There are activities with short slack time(almost critical activities) belonging toasubcriticalpath,whichmayhavesameattentionasthecriticalpath. T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 55

56 CRITICAL PATH 5 B 2 D 5 AON E A 7 8 G 21 C F 2 A B 5 D 2 E 5 G AOA C F 8 T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 56

57 PERT METHODOLOGY The Pert methodology assumes that each activity duration has a range that statistically follows a beta distribution. Uses three time estimates for each activity: optimistic, pessimistic, and a weighted average(expected duration) to represent activity durations. (m)- Duração mais provável (o)- Duração optimista (p)- Duração pessimista Most likely activity Optimistic duration Pessimistic activity EXPECTED DURATION PER ACTIVITY Thebestestimateofthetimerequiredtoaccomplishanactivity(te)orapath (TE), accounting for the fact that things don't always proceed as normal. te = 1 o + 4m + 6 y ij =te=expectedduration ( ) p T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 57

58 MOST LIKELY DURATION (m) Thebestestimateofthetimerequiredtoaccomplishanactivity(m)orapath (M), assuming everything proceeds as normal.; OPTIMISTIC DURATION(o) The minimum possible time required to accomplish an activity(o) or a path (O), assuming everything proceeds better than is normally expected PESSIMISTIC DURATION (p) The maximum possible time required to accomplish an activity(p) or a path (P), assuming everything goes wrong(but excluding major catastrophes). T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 58

59 THE VARIABILITY IN THE ACTIVITYTIME ESTIMATES IS APPROXIMATED BY THE FOLLOWING EQUATIONS VARIÂNCIA σ 2 (Variance) DistributionProbability Indicates the risk (uncertainty) of not hitting the expected duration activity 2 σ ij = p 6 o 2 O Desvio Padrão (Standard deviation) σ Squarerootofda Variance σ 2 the variability of the time for accomplishing an activity (σ te ) or a path (σ TE ) σ ij = p 6 o T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 59

60 PROBABILITY OFPROJECTDURATION D t The project duration is the sum of the duration of the critical path activities D tc = D tc1 + D tc2 + D tc3 + D tcn 2 σ t = σ + σ + σ Total variance is equal to the sum of the variances of the critical path activities PROBABILIDADE DA DURAÇÃO DO PROJECTO PROBABILITY OF PROJECT DURATION Z = D σ t D t The equation is used to compute the Z value found in statistical tables (Z = number of standard deviations from the mean), which in turn, tells the probability of completing the project in the time specified. D t -Duração do caminho crítico do Projecto - Project criticalpathduration D - Duração do projecto a estimar -Durationofto beestimated T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 60

61 PROBABILIDADE DA DURAÇÃO DO PROJECTO EXEMPLO Aduração de um projecto Dt, é igual a 23 meses depois da data de arranque do projecto, Odesviopadrãoé =3. σ t QualaprobabilidadeZdoprojectoconcluiremD=25meses? Para Z=0,666 na tabela o valor correspondente de probabilidade é de 0,745 Probabilidade é de 74,5%. ThecriticalpathdurationofaprojectisDt=23monthafterthestartingdate The Standard deviation is =3 σ t WhatistheprobabilityZtheprojectfinishinD=25month? InthestatistictablethevaluefoundforZ=0,666is0,745 The Probability is 74,5%. Z = D σ t D t T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 61

62 ESTABLISH NETWORKS ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS If theduration (hours (h); days (d); weeks (w);months (m)) of theevents and their related dependencies are known, the networks allow to calculate: Theearlystart(ES)andearlyfinishdates(EF); Latestart (LS)latefinishdates(LF); Theleadorlagtimes With, What-If analysis, is it possible to simulate different variants of the project, Cost and duration; Leadandlagtimes. LEADTIMEThetimebywhichasuccessortaskmuststartwithoutaprevious one finish LAGTIMEThetimebywhichasuccessortaskmuststartafterapreviousone finish T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 62

63 BASE LINE Is a line of cumulative values which serves as a reference for future comparison HOURS A B C D DIÁRIO DAYS ACUMULADO T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L

64 RESOURCE LEVELING Work LOAD PROFILES ORGANIZAÇÃO E GESTÃO DE ESTALEIROS NAVAIS Fim Imediato Ínicio Imediato Constante Front load Back load Sino Tartaruga Dupla Tararuga Livre T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 64

65 EXERCISE Activity Dependency o Optimistic duration m Most likely p Pessimistic t e Expected duration σ 2 Standard deviation A B 2-3 A C 2-4 A D 3-5 B E 4-5 C F 5-6 E-D T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 65

66 BAR CHART T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 66

67 0 30 ACTIVITY ON NODE A B D 0 59 Total Float C, E (g-c)) = = 3 A,B,D,F= F C E 3 59 Free Float E(a-c) = = 3 A,B,C,D,F= 0 a) -EarlyStart b) -Duration c) -EarlyFinish d) -ID e) -Late Start f) -Total Slack g) -Late Finish a b c d e f g T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 67

68 ACTIVITY ON ARROW T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 68

69 WHATIS THEPROBABILITYIFTHEPROJECT ENDSON67 PERIODOFTIME 2 σ t Z = = σ + σ + σ 2 1 D σ t D t σ t = Z = = = 0,50 6 σ t = 6 From the table Z = 0,50 is equivalenteto 69 There is 69% of chance for the project to be finished in 67 periods of time D t 64 D 67 T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 69

70 TABLE Z AND PROBABILITIES VALUES T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 70

71 FIM DA AULA T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 71

72 FIM T3_1_UK_PT_OGEN_PLANEAMENTO_RV5_16/17 ELABORADOPOR G.L. 72