Project Planning and Scheduling

The article discusses the scope of a project involving the building of a central utilities plant and 780 km piping. It also covers the organization breakdown structure and schedule control using project management tools. The article provides insights into the project's infrastructure development, laying pipelines, connecting to the main supply, and testing of flow.

Running head: PROJECT PLANNING AND SCHEDULING
Project Planning and Scheduling
[Name of the Student]
[Name of the University]
[Author note]

1PROJECT PLANNING AND SCHEDULING
Scope:
The scope of this project includes the building of a central utilities plant along with a
780 km piping assisted by 6300 km of electrical and instrument cabling. The project would
also be including 15000 workers with field erected tanks of capacity 600000 cubic meters of
concrete associated with a 41 km main storm water drainage which would be exceeding a 35
m wide when it outfalls ate the sea. A 70 km underground firewater distribution piping is also
to be constructed associated with 70 buildings which would be including two main buildings
associated with controlling (fluor.com, 2018). Laboratories would also be there with more
than 1400 pieces of equipment’s fire stations operators, electric substations, warehouses,
shelters, and chemical storages. Other things included in the scope are numerous
instrumentations and controls. This mainly involves the distribution control system which
would be supporting more than 13000 input/output points, sitewide telecommunication
systems security of the plant, surveillance systems and site wide IT networks,

2PROJECT PLANNING AND SCHEDULING
Organization Breakdown Structure
Controlling of project schedule can be done by using the project management tools
like project calendar, baseline project report, project Gantt chart, checklist, and resource
usages report. These tools help in keeping track of the project activities (Burtonshaw-Gunn,
2017). However, a baseline report is most effective when it comes to keeping an account of
the planned project schedule and cost usage and comparing it to the actual project duration
and cost.
Schedule Control:
Task Mode WBS Task Name Duration Start Finish Predecessors
Auto
Scheduled 0
Pengerang Integrated
Complex (PIC) in Johor,
Malaysia
162 days Mon 04-
02-19
Tue 17-09-
19
Auto
Scheduled 1 Initial Phase 13 days Mon 04-
02-19
Wed 20-02-
19
Auto 1.1 Analyzing the 6 days Mon 04-02- Mon 11-02-

3PROJECT PLANNING AND SCHEDULING
Scheduled requirements 19 19
Auto
Scheduled 1.2 Tender Documentation 4 days Tue 12-02-
19 Fri 15-02-19 2
Auto
Scheduled 1.3 Project Charter
Development 3 days Tue 12-02-
19
Thu 14-02-
19 2
Auto
Scheduled 1.4 Client Meeting 1 day Fri 15-02-
19 Fri 15-02-19 4
Auto
Scheduled 1.5 Work Division 2 days Mon 18-02-
19
Tue 19-02-
19 3
Auto
Scheduled 1.6 Resource Accumulation 3 days Mon 18-02-
19
Wed 20-02-
19 5
Auto
Scheduled 1.7 Tender Approval 1 day Mon 18-02-
19
Mon 18-02-
19 3
Auto
Scheduled 1.8 Kick off 0 days Wed 20-02-
19
Wed 20-02-
19 6,7,8
Auto
Scheduled 2 Planning Phase 11 days Tue 12-02-
19
Tue 26-02-
19
Auto
Scheduled 2.1 Identification of sub-
projects 3 days Tue 12-02-
19
Thu 14-02-
19 2
Auto
Scheduled 2.2 Listing Activities 5 days Fri 15-02-
19
Thu 21-02-
19 11
Auto
Scheduled 2.3 Aligning work division 3 days Fri 22-02-
19
Tue 26-02-
19 12
Auto
Scheduled 2.4 Scheduling the work 8 days Fri 15-02-
19
Tue 26-02-
19 11
Auto
Scheduled 2.5 Plan Approval 0 days Tue 26-02-
19
Tue 26-02-
19 13,14
Auto
Scheduled 3 Execution 130 days Wed 27-
02-19
Tue 27-08-
19
Auto
Scheduled 3.1 Contractor and labour
Recruitment 5 days Wed 27-02-
19
Tue 05-03-
19 15,9
Auto
Scheduled 3.2 Ordering Construction
raw materials 3 days Wed 06-03-
19 Fri 08-03-19 17
Auto
Scheduled 3.3 Renting equipments and
machineries 3 days Mon 11-03-
19
Wed 13-03-
19 18
Auto
Scheduled 3.4 Transportation 4 days Thu 14-03-
19
Tue 19-03-
19 19
Auto
Scheduled 3.5 Design Development and
Approval 10 days Wed 06-03-
19
Tue 19-03-
19 17
Auto
Scheduled 3.6 Site Clearning 5 days Wed 20-03-
19
Tue 26-03-
19 20,21
Auto
Scheduled 3.7
Refinery and
Petrochemical Integrated
Development
41 days Wed 27-
03-19
Wed 22-05-
19
Auto
Scheduled 3.7.1 Laying of Iron Pillars 15 days Wed 27-03-
19
Tue 16-04-
19 22
Auto
Scheduled 3.7.2 Brick, Cement and
construction works 20 days Wed 17-04-
19
Tue 14-05-
19 24

4PROJECT PLANNING AND SCHEDULING
Auto
Scheduled 3.7.3 Infrastructure is
developed 35 days Wed 27-03-
19
Tue 14-05-
19 22
Auto
Scheduled 3.7.4 Laying Pipelines 15 days Wed 17-04-
19
Tue 07-05-
19 24
Auto
Scheduled 3.7.5 Connecting to main
supply 7 days Wed 08-05-
19
Thu 16-05-
19 27
Auto
Scheduled 3.7.6 Testing of flow 4 days Fri 17-05-
19
Wed 22-05-
19 25,26,28
Auto
Scheduled 3.7.7 Completed 0 days Wed 22-05-
19
Wed 22-05-
19 29
Auto
Scheduled 3.8 Cogeneration plant 53 days Wed 27-
03-19 Fri 07-06-19
Auto
Scheduled 3.8.1 Power grid
development 27 days Wed 27-03-
19
Thu 02-05-
19 22
Auto
Scheduled 3.8.2 Lines and Power Cables
are developed 23 days Wed 17-04-
19 Fri 17-05-19 22FS+15 days
Auto
Scheduled 3.8.3 Connected to main
supply 15 days Mon 20-05-
19 Fri 07-06-19 32,33
Auto
Scheduled 3.8.4 Testing of Power
Current 10 days Mon 27-05-
19 Fri 07-06-19 34SS+5 days
Auto
Scheduled 3.8.5 Completed 0 days Fri 07-06-
19 Fri 07-06-19 34,35
Auto
Scheduled 3.9 Regasification terminal,
Deep water terminal 42 days Mon 10-
06-19
Tue 06-08-
19
Auto
Scheduled 3.9.1 Terminal Start and End
Point Excavation 14 days Mon 10-06-
19
Thu 27-06-
19 36
Auto
Scheduled 3.9.2 Equipments and
Devices are installed 20 days Fri 28-06-
19
Thu 25-07-
19 38
Auto
Scheduled 3.9.3 Installation of work
development 12 days Wed 10-07-
19
Thu 25-07-
19 39SS+8 days
Auto
Scheduled 3.9.4 Checking of the
terminal connection 8 days Fri 26-07-
19
Tue 06-08-
19 39,40
Auto
Scheduled 3.9.5 Completed 0 days Tue 06-08-
19
Tue 06-08-
19 41
Auto
Scheduled 3.10 Fluor's Solution 15 days Wed 07-
08-19
Tue 27-08-
19
Auto
Scheduled 3.10.1 Worldwide network is
leveraged 15 days Wed 07-08-
19
Tue 27-08-
19 42
Auto
Scheduled 3.10.2 Commissioning services
of utilities 12 days Mon 12-08-
19
Tue 27-08-
19 44SS+3 days
Auto
Scheduled 3.10.3
Engineering,
procurement, construction
management
8 days Fri 16-08-
19
Tue 27-08-
19 45SS+4 days
Auto
Scheduled 4 Project Closure 15 days Wed 28-
08-19
Tue 17-09-
19
Auto
Scheduled 4.1 Final Documents 8 days Wed 28-08-
19 Fri 06-09-19 44,45,46
Auto 4.2 Evaluation of the facility 4 days Mon 09-09- Thu 12-09- 48

5PROJECT PLANNING AND SCHEDULING
Scheduled 19 19
Auto
Scheduled 4.3 Sign off 1 day Fri 13-09-
19 Fri 13-09-19 49
Auto
Scheduled 4.4 Success Meeting 1 day Mon 16-09-
19
Mon 16-09-
19 50
Auto
Scheduled 4.5 Facility is opened for
work 1 day Tue 17-09-
19
Tue 17-09-
19 51
Auto
Scheduled 4.6 Closed 0 days Tue 17-09-
19
Tue 17-09-
19 52

6PROJECT PLANNING AND SCHEDULING
ID Task
Mode
WBS Task Name Duration Start Finish
0 0 Pengerang Integrated
Complex (PIC) in Johor,
Malaysia
162 days Mon
04-02-19
Tue
17-09-19
1 1 Initial Phase 13 days Mon 04-02-19Wed 20-02-19
2 1.1 Analyzing the requirements6 days Mon 04-02-19Mon 11-02-19
3 1.2 Tender Documentation 4 days Tue 12-02-19Fri 15-02-19
4 1.3 Project Charter Development3 days Tue 12-02-19Thu 14-02-19
5 1.4 Client Meeting 1 day Fri 15-02-19 Fri 15-02-19
6 1.5 Work Division 2 days Mon 18-02-19Tue 19-02-19
7 1.6 Resource Accumulation3 days Mon 18-02-19Wed 20-02-19
8 1.7 Tender Approval 1 day Mon 18-02-19Mon 18-02-19
9 1.8 Kick off 0 days Wed 20-02-19Wed 20-02-19
10 2 Planning Phase 11 days Tue 12-02-19Tue 26-02-19
11 2.1 Identification of sub-projects3 days Tue 12-02-19Thu 14-02-19
12 2.2 Listing Activities 5 days Fri 15-02-19 Thu 21-02-19
13 2.3 Aligning work division 3 days Fri 22-02-19 Tue 26-02-19
14 2.4 Scheduling the work 8 days Fri 15-02-19 Tue 26-02-19
15 2.5 Plan Approval 0 days Tue 26-02-19Tue 26-02-19
16 3 Execution 130 days Wed 27-02-19Tue 27-08-19
17 3.1 Contractor and labour
Recruitment
5 days Wed
27-02-19
Tue 05-03-19
18 3.2 Ordering Construction
raw materials
3 days Wed
06-03-19
Fri 08-03-19
19 3.3 Renting equipments
and machineries
3 days Mon
11-03-19
Wed 13-03-19
20 3.4 Transportation 4 days Thu 14-03-19Tue 19-03-19
21 3.5 Design Development
and Approval
10 days Wed
06-03-19
Tue 19-03-19
22 3.6 Site Clearning 5 days Wed 20-03-19Tue 26-03-19
23 3.7 Refinery and
Petrochemical
Integrated
41 days Wed
27-03-19
Wed
22-05-19
24 3.7.1 Laying of Iron Pillars 15 days Wed 27-03-19Tue 16-04-19
25 3.7.2 Brick, Cement and
construction works
20 days Wed
17-04-19
Tue 14-05-19
26 3.7.3 Infrastructure is
developed
35 days Wed
27-03-19
Tue 14-05-19
27 3.7.4 Laying Pipelines 15 days Wed 17-04-19Tue 07-05-19
28 3.7.5 Connecting to main supply7 days Wed 08-05-19Thu 16-05-19
29 3.7.6 Testing of flow 4 days Fri 17-05-19 Wed 22-05-19
30 3.7.7 Completed 0 days Wed 22-05-19Wed 22-05-19
31 3.8 Cogeneration plant 53 days Wed 27-03-19Fri 07-06-19
32 3.8.1 Power grid development27 days Wed 27-03-19Thu 02-05-19
33 3.8.2 Lines and Power
Cables are
developed
23 days Wed
17-04-19
Fri 17-05-19
34 3.8.3 Connected to main supply15 days Mon 20-05-19Fri 07-06-19
35 3.8.4 Testing of Power Current10 days Mon 27-05-19Fri 07-06-19
36 3.8.5 Completed 0 days Fri 07-06-19 Fri 07-06-19
37 3.9 Regasification
terminal, Deep water
terminal
42 days Mon
10-06-19
Tue 06-08-19
38 3.9.1 Terminal Start and
End Point Excavation
14 days Mon
10-06-19
Thu 27-06-19
39 3.9.2 Equipments and
Devices are installed
20 days Fri 28-06-19 Thu 25-07-19
40 3.9.3 Installation of work
development
12 days Wed
10-07-19
Thu 25-07-19
41 3.9.4 Checking of the
terminal connection
8 days Fri 26-07-19 Tue 06-08-19
42 3.9.5 Completed 0 days Tue 06-08-19Tue 06-08-19
43 3.10 Fluor's Solution 15 days Wed 07-08-19Tue 27-08-19
44 3.10.1 Worldwide network
is leveraged
15 days Wed
07-08-19
Tue 27-08-19
45 3.10.2 Commissioning
services of utilities
12 days Mon
12-08-19
Tue 27-08-19
46 3.10.3 Engineering,
procurement,
construction
8 days Fri 16-08-19 Tue 27-08-19
47 4 Project Closure 15 days Wed 28-08-19Tue 17-09-19
48 4.1 Final Documents 8 days Wed 28-08-19Fri 06-09-19
49 4.2 Evaluation of the facility4 days Mon 09-09-19Thu 12-09-19
50 4.3 Sign off 1 day Fri 13-09-19 Fri 13-09-19
51 4.4 Success Meeting 1 day Mon 16-09-19Mon 16-09-19
52 4.5 Facility is opened for work1 day Tue 17-09-19Tue 17-09-19
53 4.6 Closed 0 days Tue 17-09-19Tue 17-09-19
20-02
26-02
22-05
07-06
06-08
17-09
F M A M J J A S O
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter

7PROJECT PLANNING AND SCHEDULING
Earned Value Analysis:
Earned value analysis or the EVA is one of the industrial standard method associated
with the measurement of the progress of the project at any point of time so as to forecast the
date of completion and the final cost. Besides this the EVA is also associated with the
analysis of the variances taking place in the schedule and the budget of the project as it
moves forward (Fleming & Koppelman, 2016). This is responsible for comparing the planned
amount assigned for the work with the actual cost at the end of the project so as to determine
the cost along with the schedule and work that has been progressing according to the plan.
When the work completes it is considered to be earned. EVA is the snapshot of the time that
is used as one of the management tools so as to provide early warning systems to detect any
kind of progress that is endangered or deficient (Patil, Desai, & Gupta, 2015). This is
associated with making sure that a clear definition of the work is provided before starting any
kind of work.
Particulars
Unit
Required
Standard
Rate Cost
Site (in acres) 6242 $7,000.00 $4,36,94,000.00
Piping (in kms) 780 $4,000.00 $31,20,000.00
Electrical and instrument cabling
(in kms) 6300 $5,000.00 $3,15,00,000.00
Concrete (in cubic meters) 600000 $120.20 $7,21,20,000.00
Main Storm Drainage (in kms) 41 $5,000.00 $2,05,000.00
Underground firewater
distribution piping (in kms) 70 $15,000.00 $10,50,000.00
Building Structures (in number) 70 $85,000.00 $59,50,000.00
No. of equipment, fire stations,
electrical substations, operator
shelters, warehouses, and
chemical storage (in number) 1400 $20,000.00 $2,80,00,000.00
Sum $18,56,39,000.00
Labours 15000 $960.00 $1,44,00,000.00

8PROJECT PLANNING AND SCHEDULING
Craft person 70000 $1,000.00 $7,00,00,000.00
Sum $8,44,00,000.00
Total Budget $27,00,39,000.00
Index (Ratios) methods
This is the method of making monthly totals of getting a monthly average which does
not provide any consideration to the trend that might be present in the data. This is the
method which is one of the simplest methods and is associated with measuring the sessional
variations that trends into (Zheng et al., 2016). The considerations included in the compute
seasonal variance includes the following:
 Arranging of the data which are unadjusted by years and months
 Computing of the trending values by using the method of moving average
 Expressing the data for each month
 Arranging the ratios by months and years
 Aggregating the ratios for months
 Finding the average ratio for each month
Potential Planning and Scheduling Problems
Planning of the entire project includes the proposing of certain actions that are needed
for producing results that are favorable in the future. Planning can also be considered as the
precaution which can be used in order to reduce the different results which are not desired or
for eliminating any kind of unexpected happenings. This in turn would be helping in
elimination of the confusion, waste and loss of efficiency (Walker 2015). Planning of the

9PROJECT PLANNING AND SCHEDULING
project would also be including prior determination along with specification of factors, the
effects, forces and relationships that are necessary for reaching the specified goal.
The planning would be done logically thoroughly and with honesty so as to have high
chances of success. various potential problems can be tackled by proper planning and this
would be done so as to reduce the negative effects. each aspect of the plan is to be provided
with a scrutiny as well (Sears et al., 2015). Three type of planning would be used for
conducing the project and this includes the following:
 Strategic planning: This would be involving high-level selection of the objectives that the
project is having
 Operational Planning: This would be involving the detailed planning that is required so as
to meet the strategic objectives of the project.
Scheduling: This would be putting all the detailed operational plan on a time scale which has
previously been set by the strategic objectives.
Problems related to resource allocation:
Some of the major problems faced while allocating the resources includes the following:
 Shortage of skilled labors.
 Poor scheduling
 Unavailability of materials
 Changes occurring in the project schedule and scope
 Outdated workflow

10PROJECT PLANNING AND SCHEDULING
References:
Burtonshaw-Gunn, S. A. (2017). Risk and financial management in construction. Routledge.
Fleming, Q. W., & Koppelman, J. M. (2016, December). Earned value project management.
Project Management Institute.
fluor.com. (2018). Project Management: Fluor's Expertise Managing Large-Scale Capital
Projects for Engineering, Procurement, and Construction (EPC) Functions. Retrieved
from https://www.fluor.com/services/engineering/project-management
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Patil, S. M., Desai, D. B., & Gupta, A. K. (2015). Earned Value Analysis In Construction
Industry. International Journal of Informative & Futuristic Research Paper ID
JIFR/MH/2015/SI-I, 3.
Sears, S. K., Sears, G. A., Clough, R. H., Rounds, J. L., & Segner, R. O.
(2015). Construction project management. John Wiley & Sons.
Walker, A. (2015). Project management in construction. John Wiley & Sons.
Zheng, X., Le, Y., Chan, A. P., Hu, Y., & Li, Y. (2016). Review of the application of social
network analysis (SNA) in construction project management research. International
journal of project management, 34(7), 1214-1225.