The project progress plan does not divide a cake from the whole to each part, but instead focuses on the weight of the plan, taking into account the relationship between the whole and each part, which is the premise of controlling project feasibility. As a result, the owner/general contractor should develop primary and secondary project plans based on the overall demand for project progress and the weight of the investment plan, as well as coordinate the work of each profession and phase.
The primary plan is created based on the entire project, and it includes the key dates and major activity control points. It is created by the control department with the assistance of all departments, all of which are coordinated by the project manager. It is reviewed by the control department's planning manager before being submitted to the project manager and project director, and it is approved by the project investors and company management after careful analysis and demonstration. It is used to guide the overall project planning and management.
The primary plan is a comprehensive time schedule description of the entire project execution, including major milestone points for the project's process production units, auxiliary production units, in-plant utility works, and off-plant utility works.
The completion of basic design, contract award, the start of detailed design, the start of procurement of key long-cycle equipment, on-site civil works and on-site installation works, intermediate handover, and so on are the major milestone points.
The secondary plan is created under the supervision of the primary plan and is based on the sub-projects within the larger project, which represent the important milestones and the design, procurement, and construction planning.
The control department creates it with the help of the project manager, departments, and supervisors. It is discussed repeatedly by the design institutes and construction units before being submitted to the project manager for approval. It is used to guide planning and management after being reviewed by the control department's planning manager.
When developing the overall project schedule, the project manager must develop the construction period in accordance with the objective rules of the large project construction cycle and the actual situation.
To begin, milestone progress planning should be completed in order to establish the overall goal of the project. Furthermore, when determining the target, the construction duration and quota should be considered.
We must fully understand the design cycle, the supply cycle, the impact of seasonal changes, the supply of the three materials, and the preliminary preparation documents while developing the schedule. The project team should conduct a thorough examination of the problems and difficulties, devise countermeasures, and put them into action.
After the overall project schedule is completed, drawings, key equipment delivery schedules, and capital requirements for each period can be added to the plan to help it better guide the project.
To ensure that the schedule runs on time, in addition to the design drawings, key equipment, and funds that must be guaranteed, corresponding organizational measures for the major nodes directly related to the target must also be implemented. We should priorities tracking and inspection, as well as analyzing the causes of problems and devising countermeasures in a timely manner.
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