Pranalinga Sivasali Head, Urban Management Cell … Management Cell JnNURM Project SIUD, ... 10 Hospet 670 28 ... 13 Raichur 640 28 14 Udupi 521 26 15 Mandya 712 31 Total 14481 509

Pranalinga Sivasali

Head, Urban Management Cell

JnNURM Project SIUD, Mysore

Background Implementation of phase – I of JnNURM has led to creation of large

number of assets and introduced many urban reforms

Evaluation exercises undertaken by following committees pointed out large

capacity gap for the speedy implementation of projects and reforms

a. Arun Maira Committee Report

b. Ramachandran Committee Report

c. High Powered Expert Committee Report

d. JnNURM implementation experiences

MoUD observed the dire need for capacity building as the key to improve

governance and service delivery

Proposes to build ULB capacity for

a. Improved service delivery and governance

MoUD has prepared CB toolkit

Goal

To equip and empower ULBs to discharge their functions as per 74th CAA

Mission

Build capacities in terms of human resources, infrastructure,procedures and systems for effective service delivery

Objectives

Effectively function as institutions of local governance as per 74th

CAA

Develop capacities in the areas of procurement, projectdevelopment, project management, operation andmaintenance, financial management, budgeting and accounting

To achieve benchmark of reforms on urban management and renewal

Goal and Objectives

Contd….. To promote urban planning and sustainable urban habitats in the

cities

To provide support for the creation of municipal cadres

To create enabling environment for stakeholder consultations and

participation in service delivery

To promote use of Information Communication Technologies

through e-governance

To support States to strengthen the supply side training and

capacity building institutions

Develop Centre of Excellence for Urban Management

Cities Selected Fifteen cities – Belgaum, Mangalore, Davangere, Bellary,

Bijapur, Shimoga, Tumkur, Bidar Hospet, Robertsonpet, Hassan,

Raichur,, Gadag-Betagiri, Udupi, Mandya,

Proposal to establish Reforms and Performance Management

Cell (RPMC) at each city level

In addition, proposal to establish Urban Management Cell

(UMC) at SIUD and

RPMC at KUIDFC was approved in October 2013 by MoUD,

GoI

Visualisation in CCBP

Four pronged approach of setting up of

State RPMC/SLNA at KUIDFC

UMC at ATI/SIUD

RPMC at ULBs

CB activities by SIUD

Role of State RPMC/SLNA

Provide hand holding support to the ULBs

Coordinate and provide technical support to ULBs

Provide the latest technical know–how to ULBs

Advise ULBs with innovative financing and financial

management strategies

Monitoring the implementation of CB activities

Objective of UMC-SIUD Act as a centre for demand training, research, knowledge

management, advisory an consultancy in the filed of Urban

Management

Undertake research and development activities for ULBs to

improve their performance in service delivery

Act as a plotform to exchange of information and ideas by

documenting best practices

Provide inputs for capacity building programmes for ULBs

and State Governments

Design and implement leadership development programmes for

ERPs

Role of UMC-SIUD Policy advise and guidance to state government and ULBs

Planning and development of CB activities

Human Resource Development

Development of innovative methods for training delivery

Under take research / impact assessment studies

Knowledge management

Training of Trainers (ToT)

Development of CB related toolkits

Establish networking with various training institutes

Role of RPMC - ULBs

Rationale of RPMC To setup RPMC at selected ULBs, rationale being

To undertake need based analysis on capacity building

for ULB and its Officials

Provide handholding support to the stakeholders

Prepare project reports, tender documents, facilitate

implementation of the projects as per Jn-NURM and GoI

guidelines

To frame city development plans with a futuristic vision of

the city -in coordination with stakeholders and consultants

Contd…. To undertake fiscal measures to improve the

financial health

To respond and take suitable measures while

implementing urban poverty related programmes

Enable periodic monitoring and evaluation

RPMC to prepare Business Plan Identify high priority infrastructure investment projects

through a feasibility study and prepare business plans cum

financial plans

Put in place systems for asset management and value

creation

Strengthen the implementation of financial and accounting

reforms for cities for improved internal controls and asset

management

Increase the revenue streams through optimizing resources

such as re-vamping of fees and licenses under property tax, use

of land as a resource for generating additional financial

resources and exploring other revenue enhancement measures

Contd…. Strengthen integrated financial management links such as

improved service costing, budgeting and inter-governmental

transfers

Enhance the capacities of ULBs by enabling them to mobiles

financial resources through municipal bonds and other market

instruments,

Strengthening capacities of ULBs on demand side by improving

skills of project development which are bankable, and

Improve the city level MIS for improved revenue

management.

Preparation of maps using modern technologies, tools like

Auto CAD, Civil 3D etc for accuracy, avoid delays

Capacity Building Activities

SIUD followed CBUD format given in the CCBP Tool Kit

Stated Rationale for CB :

Need to strengthen reform processes

Ensure sustainable asset management processes

Improve service delivery mechanisms

Enhance resource base

Improve capability of human resources

Category of Trainees People’s representatives - Level -I

Mayors, Deputy Mayors, Standing Committee Chairpersons, Corporators

Executive heads - Level -II

Commissioners, Joint Commissioners, Deputy Commissioners, Zonal

Commissioners , Project Director of DUDC and Heads of stakeholder departments

Section heads - Level -II

Superintendent Engineers, Executive Engineers of ULBs AEEs, Health Officers,

Environmental Engineers, Assistant Engineers, Junior Engineers, Senior Health

Inspectors, Office Managers, Revenue Officers, Community Affairs Officers and

functionaries of stakeholder departments

Office staff - Level -III

Revenue Inspectors, Accountants, First Divisional Assistants, Second Divisional

Assistants, Junior Health Inspectors, Bill Collectors, Community Organizers, IT

Staff

Group D employees - Level -IV

Water Supply operators, Office peons, Attenders and

Pourakarmikas - Level -V

Types of programmes proposed

1. Training

2. Workshops

3. Exposure visits

4. Other Activities

Seminars/consultations

Undertaking research studies, documentation of best

practices, evaluation studies

Developing IEC materials

Themes and Training ProgrammesFive Themes

1. Urban Governance

2. Financial Management

3. Technical and Sectoral Programmes

4. Urban Planning

5. Urban Livelihood

26 Training Programmes

14481 personnel (including stakeholders) to be trained in 509 batches

Duration : 4 years

Training Duration : 1 day to 12 days

Venue : SIUD, DTIs & at ULB level etc..,

Proposed Number of Personnel to be

trained

Sl. No Name of RPMCNo. of

Participants No. of Batches

1 Belgaum 2747 73

2 Davangere 1297 40

3 Mangalore 1515 45

4 Bellary 1269 43

5 Shimoga 961 33

6 Tumkur 812 28

7 Bijapura 687 26

8 Gadag-Betageri 819 30

Sl. No Name of RPMC No. of Participants No. of Batches

9 Robertsonpet (KGF) 542 25

10 Hospet 670 28

11 Hassan 781 29

12 Bidar 508 24

13 Raichur 640 28

14 Udupi 521 26

15 Mandya 712 31

Total 14481 509

Contd….

Note : GoI, Restricted training programmes to - 276

GoI Approval Central Sanctioning and Monitoring committee (CSMC) of the Ministry of Urban

Development, Government of India in its 128 meeting held on 28-10-2013

modified the training programmes as follows

Training

Programmes

Proposed

For 20 cities

Training

Programme

s approved

Budget

Proposed

(in Lakhs)

Budget

Approved

(in Lakhs)Remarks

Residential - 575 213 1740 . 30 653. 82 HDMC

Non Residential -63 63 249 . 33 83 . 11 CC : Glbg

Gadag-Betegeri

Chitradurga

Badravathi were deleted

Exposure Visits

Exposure Visits

Proposed

For 20 cities

Exposure

Visits

Approved

Budget

Proposed

(in Lakhs)

Budget Approved

(in Lakhs) Remarks

160 121 530.90 120.30 HDMC

CC : Glbg

Gadag-Betegeri

Chitradurga

Badravathi

Establishing of UMC at SIUD3 Training Modules

Proposed Training Modules

Training

Modules

Approved

Budget proposed

(in Lakhs)

Budget Approved

(in Lckhs)

Remarks

26 26 18 18 --

4. Exposure Visits

ProposedExposure Visits

Approved Budget proposed

(in Lakhs

Budget Approved

(in Lakhs)

Remarks

121 121 530.90 120.30 The Budget is

restricted to 2% of

the total budget

sanctioned. Hence,

the difference

5. Establishing of UMC at SIUD `. 110.40 Lakhs

Training and Capacity Building (14-15) `. 368.36 Lakhs

6. Total Budget for 15 cities (CCBP) `. 6200.21 Lakhs

WorkshopsObjective/purpose of the workshop(s) : bring in various

stakeholders to a common forum/platform in order that cross

learning, sharing of knowledge and experience is enhanced

Type : Elected Representatives, Senior Citizens, Chamber of

Commerce, Industrialists, RWA members, NGO representatives,

women group members, social workers

No. of participants: 100

No. of programmes proposed : Ten workshops /year

Exposure Visits Kerala:

- poverty reduction programmes such

as Kudumbashree

- Women participation in Urban

Governance,

Maharasthra:

- 24 X7 water supply

- Urban sanitation scheme

implementation

Andhra Pradesh:

- SWM practices

- Mission for Elimination of Poverty

in Municipal Areas

- Urban poor housing schemes

Tamil Nadu:

- PPP in Water and UGD projects

- SWM practices

- Renewable energy (Wind)

Gujarat

- Urban rapid transport

- Renewable energy (solar)

- Water harvesting

Seminars/Consultations

Research studies: studies on SWM practices, natural resource management

Documentation of best practices: Best practices in SWM, 24X7 water

supply

Streamlinig Accounting procedures

Evaluation studies: Budget as a tool to study what of the functions of the

ULB has been devolved, Impact of RTI on urban governance, SAKALA and

its impact on ULB functioning

Developing IEC materials

* Brochures, Sector specific reading material in vernacular language, short

films, LCD

* Displays, posters, information kiosks at ULB levels

Community participation : in urban livelihood programmes, Nagarothana

scheme implementation , Functioning of ward sabhas and ward committees

OtherActivities

Expected Outcome

Formation of City Level committee

System of Asset Management and value creation

Creation of data base, registers, inventory of assets

Double entry accrual based Accounting system, FBAS

Optimise revenue

Placing of Water Supply-Volumetric tariff

Contd…

Reduction of NRW

Enhanced trade licence fee

Leased/rented properties-map

Implementation of Management Information Systems (MIS)

Application of engineering technology

Proficiency to manage projects, schemes and programmes

SLNo

Expected outcomes Indicators

01 Financially empoweredULBs

• All financial staff have received adequate training and exposurevisits on municipal financial management

• Accrual-based double-entry system is in place• Preparation of annual balance sheet• Improvements in service costing, budgeting and

intergovernmental transfers• 85% properties are brought under tax record• More than 90% tax collection• 100% collection of operations and maintenance• Increase in revenue stream – from X % in ( year) to Y% in (year)• ULBs are able to mobilise financial resources through municipal

bonds and other market instruments

02 Institutionalisation of capacity building programmes in asystematic and comprehensive manner at ULB level

• The RPMC with full manpower is in place and supporting ULBs• The city plan has been prepared and approved• Training plan and calendar has been prepared and approved• Nodal Institution for training has been identified and selected• X% of staff have been trained as per the CB plan• 80% of the activities planned in the CB proposal has been

undertaken

Performance criteria/Indicators

SLNo


03 Augmentation of managerial andtechnical capacity within ULBs for steering the urban managementactivities and overall Monitoring

• Increase in the number of quality DPRs from X% to Y%

• Quality improvements in the implementation of infrastructureprojects and reforms

04 Enhanced service delivery andaccountability through improved financial management systemand processes at ULB

• Achievement of SLB in water supply, SWM, and urban transport (detailed performance scoring is given in the following page)

• E-governance system are in place

05 Enhanced capacity to prepare

Integrated City Development Plans

for the city

• Quality CDP prepared incorporating City Sanitation Plan and mobility

plans

• Quality DPRs have been evolved from the CDP

Contd.,

Contd…

SLNo


06 Enhanced transparency, and

accountability in service delivery

• Community participation law in place

• Increased number of citizen consultations

• Implemented online system of the following sectors: minimum three

for small and medium cities ( including laggard cities) and minimum 6

for other cities

1. Property & Water Revenue Management

2. e-Procurement

3. Building Permission Management

4. Dashboard for Works Management

5. Grievances Management

6. Solid Waste Management with Vehicle Tracking

Online Birth and Death Certificate

• Reduction of time in getting response on services and

grievance from the ULB

Contd.,

Performance Indicators

a Progress in reform implementation

Indicator Unit Benchmark Excellent

(1)

Good

(2)

Fair

(3)

Poor

(4)

1 Implementation of

governance reforms

Points achieved 40

> 60% 40%-

60% 20%-40% <20%

2 Implementation of

Land and Property

Reforms **

Points achieved

80

> 60% 40%-

60% 20%-40% <20%

3 Implementation of

reforms for Financial

Sustainability***

Points achieved

40

> 60% 40%-

60% 20%-40% <20%

4 Implementation of

Process Oriented

/Citizen Responsive

Reforms***

Points achieved

60

> 60% 40%-

60% 20%-40% <20%

Contd…


b Progress in delivery of basic services based on project implementation

a Water Supply Benchmark Excellent (1) Good

(2)

Fair

(3)

Poor

(4)

1 Household level

coverage of direct water

supply

% 100.00% > 60 40-60 20-40 <20

2 Per Capita quantum of

water produced

lpcd 155 > 60 40-60 20-40 <20

3 Extent of metering of

water connections

% 100% > 60 40-60 20-40 <20

4 Extent of Non Revenue

Water

% 20% > 60 40-60 20-40 <20

5 Efficiency in redressal

of customer complaints

% 80% > 60 40-60 20-40 <20

6 Quality of supply

supplied

% 100% > 60 40-60 20-40 <20

7 Cost recovery in water

supply services

% 100% > 60 40-60 20-40 <20

8 Efficiency in collection

of water related charges

% 90% > 60 40-60 20-40 <20

Contd.,..


Progress in delivery of basic services based on project implementation

b Wastewater Management

(Sewerage & Sanitation)

and Drainage

Excellent

(1)

Good

(2)

Fair

(3)

Poor

(4)

1 Coverage of waste water

network services

% 100% > 60 40-60 20-40 <20

2 Efficiency in collection of

waste water

% 100% > 60 40-60 20-40 <20

3 Adequacy of capacity for

treatment of waste water

% 100% > 60 40-60 20-40 <20

4 Quality of treatment % 100% > 60 40-60 20-40 <20

5 Extent of recycling or reuse

of waste

% 20% > 60 40-60 20-40 <20

6 Extent of Cost recovery in

waste water management

% 100% > 60 40-60 20-40 <20

7 Coverage of storm water

drainage network

% 100% > 60 40-60 20-40 <20

Contd…



c Solid Waste Management Excellent

(1)

Good

(2)

Fair

(3)

Poor

(4)

1 Household level coverage of

SWM services through door - to-

door collection of waste

% 100% > 60 40-60 20-40 <20

2 Collection Efficiency % 100% > 60 40-60 20-40 <20

3 Extent of Segregation of

waste

% 100% > 60 40-60 20-40 <20

4 Extent of recovery of waste

collected

% 100% > 60 40-60 20-40 <20

5 Extent of scientific disposal of

waste in landfill sites

% 100% > 60 40-60 20-40 <20

6 Extent of Cost Recovery for the

ULB in SWM services

% 100% > 60 40-60 20-40 <20

7 Extent of private sector

participation in solid waste

management

% 100% > 60 40-60 20-40 <20

Contd…


d Urban Transport

i Public Transport

Facilities

Unit Benchmark Excellent (1) Good

(2)

Fair

(3)

Poor

(4)

1 Presence of Organized

Public Transport System in

Urban Area

% > 60 > 60 40-60 20-40 <20

2 Extent of Supply

Availability of Public

Transport

% > 60 > 60 40-60 20-40 <20

3 Average waiting time for

Public Transport users

Minutes <4 > 4 4 to 6 6 to 10 <10

ii Pedestrian Infrastructure

facilities

1 Percentage covered in City % >75 >75 50 to 75 25 to 15 <25

2 Street Lighting Lux >8 >8 6 to 8 4 to 6 <4



iii Non Motorized

Transport (NMT)

Facilities

Benchmark Excellent (1) Good

(2)

Fair

(3)

Poor

(4)

1 Percentage of Network

covered in City

% > 50 > 50 50 to 25 25 to 15 <15

2 Encroachment on NMT

roads by Vehicle Parking

% > 10 > 10 10 to 20 20 to 30 <30

3 NMT Parking facilities at

Interchanges

% > 75 > 75 50 to 75 25 to 50 <25

iv Level of Usage of

Intelligent Transport

System (ITS) facilities

1 Availability of Traffic

Surveillance (%)

% > 75 > 75 50 to 75 25 to 50 <25

2 Passenger Information

System (PIS) (%)

% > 75 > 75 50 to 75 25 to 50 <25

3 Global Positioning System

(GPS)/ General Packet

Radio Service (GPRS)

(%)

% > 75 > 75 50 to 75 25 to 50 <25

4 Signal Synchronization

(%)

% > 75 > 75 50 to 75 25 to 50 <25

5 5 Integrated Ticketing

System

% > 75 > 75 50 to 75 25 to 50 <25

Contd…



4 Signal Synchronization

(%)

% > 75 > 75 50 to 75 25 to 50 <25

5 5 Integrated Ticketing

System

% > 75 > 75 50 to 75 25 to 50 <25

v Travel speed (Motorized

and Mass transit) along

major corridors

1 Average Travel speed of

Personal vehicles

KMPH >30 >30 25 to 30 15 to 25 <15

2 Average Travel speed of

Public Transport

KMPH >20 >20 15 to 20 10 to 15 <10

vi Availability of Parking

Spaces

Availability of on street

paid public parking spaces

% >75 >75 50 to 75 25to 50 <25

vii Pollution levels

1 SO2 0-40 0-40 40 to 80 80 to 120 >120

2 Oxides of Nitrogen 0-40 0-40 40 to 80 80 to 120 >120

Contd…



3 SPM 0-180 0-180 180 to 360 360 to 540 >540

4 RSPM (Size less than 10

microns)

0-40 0-40 40 to 80 80 to 120 >120

viii Integrated Land Use

Transport System

1 Population Density -

Gross(Persons/Developed

area in hectare)

Person/Ha >175 >175 150 to 175 125 to 150 <125

2 Mixed Land-use on Major

Transit Corridors/Network

(% area under non

residential use)

% >30 >30 15 to 30 5 to 15 <5

3 Intensity of Development

-City wide

FSI >2 >2 1.5 to 2.0 1.0 to 1.5 <1

4 Intensity of development

along transit corridor (FSI

transit corridor/ FSI)

FSI >3 >3 2.0 to 3.0 1.5 to 2.0 <1

5 % of area under Roads % >15 >15 12 to 15 10 to 20 <10

6 %age network having

exclusive ROW for

Transit network

% >30 >30 20 to 30 10 to 20 <10

Contd…



III

Financial sustainability

of ULBs

Excellent (1) Good (2) Fair (3) Poor (4)

1 Revenue deficit as

percentage of total

revenue receipts

% As per State

FRBM (current

financial yr.)

>80% of

FRBM

60-80% 40-60% <40 %

2 Fiscal deficit as

percentage of GSDP

% As per State

FRBM (current

financial yr.)

>80% of

FRBM

60-80% 40-60% <40 %

3 Total outstanding

liabilities as percentage of

GSDP

% As per State

FRBM (current

financial yr.)

>80% of

FRBM

60-80% 40-60% <40 %

Contd…


IV

Citizen's Perception

(citizens’ perceptions or

opinions on various issues

such as basic services

delivery, accountability

and transparency)

a Access to services from

ULB

Points

achieved

100 Excellent (1) Good (2) Fair (3) Poor (4)

1 Easy access to information

and services

Points

achieved

100 >60 40-60 20-40 <20

2 Hassle free payment of

taxes and user charges

Points

achieved

100 >60 40-60 20-40 <20

3 Reduction in time to

receive birth and death

certificate

Points

achieved

100 >60 40-60 20-40 <20

4 Reduction in time for

building plan approval

Points

achieved

100 >60 40-60 20-40 <20

5 Quick redresal of

grievances in respect of

services such as birth and

death registration, health

programs and building

plan approvals

Points

achieved

100 >60 40-60 20-40 <20

Contd…



b Improvements in service

delivery

Points

achieved

100 Excellent (1) Good (2) Fair (3) Poor (4)

1 Enhanced water supply

system

Points

achieved

100 >60 40-60 20-40 <20

2 Systematic and timely

management of solid waste

Points

achieved

100 >60 40-60 20-40 <20

3 Better coverage of sewer

network

Points

achieved

100 >60 40-60 20-40 <20

4 Enhanced road network and

transport

Points

achieved

100 >60 40-60 20-40 <20

Contd…



c Transparency and

Participation

Points

achieved

100 >60 40-60 20-40 <20

1 Ward committees and area

sabhas convene meeting s

regularly

Points

achieved

100 >60 40-60 20-40 <20

2 Citizen chart has been

prepared and is made

available to public

Points

achieved

100 >60 40-60 20-40 <20

3 Regular consultations with

citizen for planning

Points

achieved

100 >60 40-60 20-40 <20

The municipality put on

the website all the

Municipal Council

meetings reports and

all the public debates

Points

achieved

100 >60 40-60 20-40 <20

Way forward 1. DCs should plan to procure specialist to establish RPMC at the

ULB level as per the toolkit of JnNURM

2. DCs to review progress and monitor the activities in monthly

meetings.

3. CB plans to be discussed with the stakeholders by SIUD

4. Annual Training Action Plan to be prepared for implementation

5. Stakeholder Departments to be sensitized on the CCBP

programme and involve them in the training activity

Contd…

6 Clustering of ULBs to be finalized for implementing training

programme at the ULB level

7. The DCs and respective ULB Commissioner/Municipal

Commissioner to coordinate with SIUD to organize training

programmes

8. Ensure trainees to be deputed to attend the training

programmes

9. The DCs to review and monitor the outcome of the training

programmes

10. Feedback from the participants to be recorded and follow up

action to be taken by SIUD & ULBs

Dr. Ashok SanganalBE(Cvil), M Tech(Stru Engg), Ph D(Projects), PG Dip(Housing),

Dip(Trg. & Devlpt.)

Master Trainer-GoIFaculty, ATI Mysore

Mysore 570 011, Karnataka, INDIA

Presentation on

Project Management

Overview of Presentation

Project scheduling

Project implementation

Gantt chart

Network Techniques

Trade off between cost

and time

Activity crashing

Project scheduling

PROJECT PLANNING AND SCHEDULING

The project manager uses a

planning and scheduling process

because most projects are

complex, of long duration,

require visualization of their

parts,and the resources needed.

PROJECT PLANNING AND SCHEDULING

Identifies project activities (tasks/steps)

Identifies the sequence and duration of

project activities

Organizes project resources (labor,

equipment, materials, technology, facilities)

Enables monitoring of project progress

A planning and scheduling process:

“Remember”

In any project:

There will be many tasks to accomplish.

Tasks have to go through a sequence

Some tasks cannot start until others are finished (task dependency)

Some tasks are unconstrained.

Some are “critical tasks”

Some task will have flexibility in time, cost, resources

Some tasks will have uncertainty

Learning Objectives

• Work Breakdown Structure (WBS) – Concept

• WBS Components

Work Breakdown Structure (WBS)

Work Breakdown Structure (WBS)

First step toward a work plan

Helps to identify the tasks in a project

The concept of the WBS is simple: in order

to manage a whole project, one must manage

and control each of its parts.

What is a Work Breakdown Structure?

◙ The WBS is a graphical display of

the project.

◙ WBS is a hierarchical listing of the

sub-components of a project.

What is the purpose of the WBS?

The purpose of the WBS is to divide the total project into small pieces, sometimes called work packages.

Dividing the project into work packages makes it possible to prepare project schedules and cost estimates and to assign management and task responsibility

WBS components

Tasks Dependencies Start date Duration Resources Milestones Deliverables

The WBS should be divided into tangible deliverable items (hardware items, software packages, interim reports in R & D,

etc.).

How should the project be broken down?

No magic formula!! Breakdown by:Functional or technological disciplines

design/manufacturing/marketing/sales/finance

Organizational structure

Vendor/subcontractor responsibilities

Physical location

Systems and subsystems

Or any combination, but generally end-product or hardware-oriented.!!

Other WBS breakdown points

May proceed top-down or any way that gets the job done

Need not be symmetrical

WBS levels?

Typically 6 or fewer1 Total project

2 Sub-project

3 Combination of tasks

4 Task

5 Sub-task

6 Individual processes or actions

At what level do you stop?

Stop when you reach a point at which you can estimate required resources to the desired degree of accuracy

Or when the work will take an amount of time equal to the smallest units you want to schedule days, weeks, months, etc.

Or stop when the element is .5 to 2.0% of the project.

Or stop once you’ve identified a “work package”

A WBS planning key!!

REMEMBER the rule that the people who must do the work should participate in planning it.

Different levels may be done by different groups

Top management may do the first level or two and pass it on down to the operating levels for further amplification

Software can help

Basic guidelines

work described in a higher level must be the sum of all the work in the next lower level

definitions of work should be usable as communications tools so results can be compared with expectations for the work when the project is implemented

Basic guidelines (continued)

work that will be performed by different people should be clearly differentiated

WBS should define measurable deliverables for each work component of the project

WBS should be flexible enough to allow for changes

Finished product

In-Class Practical Exercise

Consider any simple project

Develop the WBS

BAR (GANTT) CHARTS

Key Elements

Activity List

Time Line

Activity Duration Assignments

Strengths/Weaknesses

Applications

Proposals

Status Briefings

Work Schedules


Henry Laurence Gantt

(1861-1919)

BAR (GANTT) CHARTS

A Gantt chart is a horizontal

bar chart developed as a

production control tool in 1917

by Henry L. Gantt, an

American engineer and social

scientist.

Frequently used in project

management, a Gantt chart

provides a graphical illustration

of a schedule that helps to plan,

coordinate, and track specific

tasks in a project.

Popular tool for project scheduling

Graph with bar representing time for

each task

Provides visual display of project

schedule

Doesn’t show priorities

Gantt charts may be simple versions

created on graph paper or more complex

automated versions created using

project management applications such

as Microsoft Project or Excel.

BAR (GANTT) CHARTS

Gantt Chart - example

Task

No.

Week

1

Week

2

Week

3

Week

4

Week

5

1

2

3

4

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6

Work Packages

Tasks

Work Package 1

Task 1

Task 2

Task 3

Task 4

Work Package 2

Task 1

Task 2

Task 3

Work Package 3

Task 1

Task 2

Gantt Chart - example


Consider any simple project

Develop the WBS

Add a Gantt chart

Activity Designation Immediate

Predecessor

Duration

A (1-2) None 2

B (2-3) A 5

C (2-4) A 7

D (2-5) A 3

E (3-5) B 1

F (5-6) D,E 6

G (4-6) C 3

H (6-7) F,G 3

Drawing a Bar Chart and Network

FUNDAMENTALS OF THE CRITICAL PATH

METHOD (CPM)

Critical Path Method (CPM)

As a Planning and Scheduling Tool:

It is a formal, graphic means of determining

the relationship between the activities (tasks)

in a project.

It enables systematic isolation of activities

comprising the critical elements that set the

duration of a project.


METHOD (CPM) It helps the project manager analyze a project

before, during, and after operations.

The greatest asset of CPM is its portrayal of

critical activities, giving the project manager

forewarning of where he or she might expect

schedule problems.


METHOD (CPM)

About CPM

The core of CPM is a network diagram that

represents the manager's best effort at efficient

planning and scheduling of project activities.

The network diagram consists of arrows

(activities) and circles (events). Activities

represent work and consume resources and

time; events do not, rather they mark points in

time when activities begin or finish. The length

of an arrow has no relevance.


METHOD (CPM) The CPM network has one starting event and one

ending event.

Each activity is bounded by two events, one at the tail

(starting point) and one at the head (ending point).

1 32Mobilize Drill Borings

Activity

2 3

Duration (Days)

iji

j

EventEvent


METHOD (CPM)

The event circles bounding an activity are

numbered, the number of the tail event is that

activity's "i" designation; the number of the

head event is that activity's "j" designation.

By convention, j is numerically higher than i,

portraying left to right movement through the

network diagram. The j designation of a

preceding activity is the i designation of the

succeeding activity.


METHOD (CPM)

Dummy arrows (dashed lines) may be needed

in a network diagram to show logic or achieve

unique i-j designation for activities; dummy

arrows do not consume resources or time.

A

B

A

B

1 3

2

13

3

2

3

2

0

DUMMY ARROW


METHOD (CPM)

Network diagrams flow from left to right with

horizontal or vertical numbering of events.

Analysis of the network diagram will disclose the

float time (schedule flexibility) available for each

activity. An activity's Total Float time represents

the delay that can occur in starting the activity

without delaying the overall project; an activity's

Free Float time is the delay the activity can sustain

without delaying a subsequent activity.

VERTICAL & HORIZONTAL NUMBERING2 6

3

129

7 10

118

13

5

4

1

2 3

4

1211

5 6

98

13

10

7

1

VERTICAL

HORIZONTAL


METHOD (CPM)

Eight Steps to Using CPM to Manage a Project

Identify the activities (tasks) in the project and

their durations.

Determine for each activity the logic that

governs when it can occur, i.e., what must precede

the activity, what can occur at the same time, and

what must follow (precedence, concurrence,

succession).


METHOD (CPM)

Draw a network diagram that reflects the best progression of the project (i.e., order activities in a logical sequence that minimizes project duration). For each activity, place the name of the activity above the arrow and the duration of the activity below the arrow.

Determine the earliest event times (EETs) and latest event times (LETs) for each event in the network diagram.


METHOD (CPM)Compute EETs

The EET for Event 1 is 0 (representing the

end of day 0 or the beginning of day 1).

Trace each activity and add that activity's

duration to the preceding EET. The sum will

be the EET for the next event, unless two or

more activities enter that event. IF two or

more activities enter an event, the EET for

that event will be the largest of the computed


METHOD (CPM)

EETs, SINCE activities leaving that event cannot begin until all activities entering the event are complete. Place the EET in a box symbol adjacent to the event symbol.

• Continue the procedure from left to right until reaching the end of the diagram.

• The EET for the last event is the earliest possible time the entire project can be completed, given the network as drawn and the activity durations assigned.


METHOD (CPM)

Determine and highlight the critical path

(those critical activities that define the duration of

the project). Activities are critical if:

– The EET and LET at the tail of the activity are equal.

– The EET and LET at the head of the activity are equal.

– The difference between the EET (or LET) at the head

and the EET (or LET) at the tail equals the activity

duration.


METHOD (CPM)

There will be at least one critical path extending

from the beginning to the end of the project.

Tabulate activity times (early start, early

finish, late start, late finish, total float, and free

float) that can help you schedule resources and

identify schedule flexibility.

Early Start (ES) = The EET (entered in the box

symbol) at the tail of the activity arrow


METHOD (CPM)

Early Finish (EF) = ES + Activity Duration

Late Start (LS) = LF - Activity Duration

Late Finish (LF) = The LET (entered in the triangle

symbol) at the head of the activity arrow

Total Float (TF) = LS - ES = LF – EF

Free Float (FF) = EET (at the head) - EF


METHOD (CPM)

Interfering float (that which delays a subsequent activity, but not the total project) equals TF - FF; for a given activity, it is also equal to the difference between the LET and EET at the head of that activity's arrow.

Schedule activities and allocate resources to maximize efficiencies and minimize project time.

During the project, measure progress; taking action where necessary and modifying the network diagram as needed.

SUMMARY OF BENEFITS OF THE CRITICAL

PATH METHOD

Provides graphic representation of the

sequence and interdependency of activities

Enables prediction of project duration

Highlights critical path activities and project

float time

Enables detailed planning/scheduling prior to

starting the project

BENEFITS OF THE CRITICAL PATH

METHOD (CPM)

Enables tracking of project activities and

timely response to changed conditions

Can be used for alternatives analysis

Aids in estimating/allocating resources and

costs and visualizing constraints

Documents

Pranalinga Sivasali Head, Urban Management Cell … Management Cell JnNURM Project SIUD, ... 10 Hospet 670 28 ... 13 Raichur 640 28 14 Udupi 521 26 15 Mandya 712 31 Total 14481 509