Work Plan

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SCHOOL OF ENGINEERING

Civil Engineering Degree

STUDENTS:

Paolo Olivo.
Esmirna Carbonell Remigio.
Carlos Augusto Quiñonez Pezo.
Ayrton Chávez Cruces.
Christian Rivero Pinto

COURSE:

Planning and control of works.

TEACHER:

Julio Enrique Farje Mallqui.

SECTION:

CI81

February 2015

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WORK PLAN

Project "LUM"

APPROVED BY:

Proposal REAL ESTATE PROJECT 'LUM'

Cliente CENTENNIAL PEACE

Review Done By Description Date Reviewed Approved

0 C.R.P. WORK PLAN 26/11/2016 E.C.R.P.O.A.

COMENTARIOS DEL CLIENTE:

WORK PLAN

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1. OBJECTIVE

The work plan is a 'living' document that describes how it will be executed.
project and represent the way the project team is thinking that
will face the project at that time, through strategies and tactics that will be
used in the advancement of the project and in risk mitigation, the objectives are
summary below:
Describe how the project will be executed
Present how the staff will address the project at that time.
Identify from the planning the possible risks of the project, and thus
take preventive measures.
Plan the way to reach consensus with the stakeholders.
Define the scope of the project.
Provide a clear statement of the project objectives including the
guidelines and policies of the 'LUM Project'.
Define the strategies and tactics with which the materialization of the will be faced.
project.
Provide a baseline control line that allows monitoring of compliance
the project's objectives.

1.1. Structure

The work plan includes the following aspects:

. Project Scope Management.

Show the processes involved in ensuring that the project includes

all (and only) the work required to be completed
successfully. This management includes: Collecting the requirements, defining the
scope, create the work breakdown structure (WBS), verify the
scope and control the scope.

. Management of the Project's Human Resources.

Describe the processes involved in planning, acquisition,

development and management of the project team. This management includes:
Develop the human resources plan, acquire the project team,
develop the project team, manage the project team.

. Project Time Management.

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It focuses on the processes used to ensure the conclusion.

project time. Management includes: Defining the activities,
sequence the activities, estimate the resources for the activities,
estimate the duration of the activities, develop the schedule and
control the schedule.

. Project Cost Management.

Describe the processes involved in planning, estimating, budgeting and

control costs in such a way that the project is completed within the
approved budget. This management includes: Estimate the costs,
determine the budget and control costs.

. Project Risk Management.

Describe the processes involved in identification, analysis, and control

of the risks for the project. This management includes: Planning the management
of risks, identify the risks, perform qualitative risk analysis,
conduct a quantitative risk analysis, plan the response to the
risks, monitor and control the risks.

2. PROJECT SCOPE MANAGEMENT.

2.1 Description:

The project 'LUM' is located on Jirón Comandante Jiménez No.

188 - 192; one block from Javier Prado Avenue, in the Orbea urbanization
from the district of Magdalena del Mar. It is a multifamily residence that
It consists of 8 floors and 1 basement, what is presented corresponds to 10.
departments.

General distribution:

First floor:
Vehicle entrance to the semi-basement
two simple parking spaces
Main pedestrian entrance
Elevator and stair hall
Two two-bedroom apartments
Cisterns

Second to the sixth floor:

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Two departments per floor, each with two bedrooms

Elevator and staircase hall

Seventh to eighth floor:

A department on two floors
Elevator hall and stairs to the seventh level
Machine room and elevated tank.

2.1.1 Included Work:

The work included for our project is from the structural area and
it includes a list of activities, detailed by levels, shown at
continuation:

Semi-basement
Temporary Works: installation of bathrooms and workshops.
Preliminary Work: initial layout and replanning during the work, hauling
materials, manual land cleaning.
Earthworks: trench excavation for foundations and
footings, filling and compaction, removal of excess material.
Simple Concrete: floors, footings, continuous foundations,
overcoming.
Reinforced Concrete: footings, cisterns, walls, slabs, columns, beams,
lightened slab, solid slab, stairs (include structural steel,
shuttering and stripping, concrete f'c=210 kg/cm2

Niveles: 1, 2 y 3
Reinforced Concrete: the activities include structural steel,
formwork and stripping, concrete f'c=210 kg/cm2
Plates
oColumn
Drones
Lightened Slabs
Solid Wood
Stairs

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2.1.2 Work NOT Included:

A brief description of the scope Not Included is presented below:

Soil Study.
Structures from the 4th to the 8th level.
Electrical Installations
Sanitary Installations
Architecture

2.1.3 Restrictions:

Do not exceed the cost of the scheduled budget.

The project must be fully completed by the scheduled date
The construction permit will be ready on June 16th.
The project delivery date will be December 22.
The excavator will be available.
The area is very conflictive due to the insecurity that manifests itself in the
surrounding streets, so additional security will have to be hired.
The municipality is very strict regarding work hours, so
that, overtime will not be assumed.

2.1.4 Assumptions

The client will sign all approvals within the established timeframe.
There will be no delay in the release of items greater than one day.
All key team members will stay until the end of the
project.
The suppliers will deliver the material on time.
There should be no problems with the weather in the work area.
It is expected that there will be no excessive increases in resource prices.
and that it remains within the permissible parameters.
It will be considered that the land has no legal issues, which may
delay the start of the work.
It is assumed that there will be no delays or stoppages due to the
Union.

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2.1 WBS:

The WBS is defined with the organization or

grouping of activities del
project-oriented a deliverables
thus allowing to define the total scope
of the work to be executed. Each level
descendant represents an increase
in the detail of the job definition
of the project.

The WBS of the schedule has been based on

to the basement structure stage to
3rd floor.

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3.0 MANAGEMENT OF PROJECT HUMAN RESOURCES.

The organizational structure of this project is of the Traditional Type. Each

the proposed position in the organizational chart will have a specific function, but everyone
they will work in a team with very close coordination through daily meetings
among the different areas of the organization.

This organizational chart reflects the main positions necessary and required for the
correct fulfillment of contractual conditions, it is important to highlight the significance
that for our company has the security of personnel whose direct responsible is
the chairman of the board.

Organizational chart:

3.1 Project Personnel: Our Organization in the

site covers the positions next.

3.1.1 Project Manager

Project Management it will be developed by a

Engineer with extensive experience in civil works
it will be

the highest authority of 'LUM' in the

site and will be responsible for the
Project execution.

Inside of its main responsibilities are:

- Represent the company to the client.

- Carry out the work according to the
security, quality, and environmental policies.

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Make available to the work in advance, the

resources and subcontracts and/or most important services,
necessary for the work.
He is responsible for the level of quality and compliance of the
execution of the project.

3.1.2 Resident Engineer

The construction will be led by an engineer with extensive experience in the

construction of real estate projects. Will be responsible for directing and organizing
the work in the field of how to coordinate the projects under their charge.
.
The resident engineer will report to the Project Manager and interact with him.
during the days off.

3.1.3 Security Engineer

Engineer specialized in security, will be responsible for compliance.

del plan de seguridad de la obra y de que los trabajos se lleven a cabo dentro
of the safety standards. You must organize and plan the activities.
of the entire Project to ensure that all are carried out with the measures
of safety for the execution of each job.

3.1.4 Risk Prevention Specialist

The occupational risk prevention specialist is responsible for the discipline. He/she seeks
promote the safety and health of workers by identifying,
evaluation and control of the hazards and risks associated with a process
productive, in addition to promoting the development of activities and measures
necessary to prevent the risks arising from work.

3.1.5 Technical Office

The operation of the Technical Office within this work has

functions of programming and daily monitoring of the progress of the work, the
control of Project costs, the preparation of valuations, the
evaluation of the costs for additional work. Respond for the control
and distribution of all the technical documentation used in the work, preparation

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from the 'as built' information for the Client, and details of the
construction procedures.

Inside this office are:

Technical Office Assistant
Surveyor

3.1.6 Quality Engineer

He is responsible for assessing that the final product meets the specifications.
of the Project, applicable technical standards and contractual guidelines.

Likewise, it must work, implement, and maintain the Assurance Plan.

Quality Control of the project. Additionally, ensure the correct application of
procedures and records established by the QMS.

3.1.8 Maestro de Obra

A person with sufficient capability to have a very extensive background in
conocimientos en el campo de la construcción, entre los cuales se incluyen la
interpretation of plans, soil mechanics, and concrete technology. The
coordination of the work of the foreman must be carried out with the engineer
mainly resident, in addition to coordinating with the surveyor and managing the
works of the different activities with the workers under their charge.

3.1.9 Warehouse Keeper

Person responsible for overseeing the arrangement of the remaining materials
and those that will be used throughout the project, as well as the tools
workers' manuals, as well as personal protective equipment and
collective. The coordination of the storekeeper's work will be carried out with the
site manager for the execution of the work for the entire project.

3.2 WORKING REGIME

The established workday is 8 hours from Monday to Friday where the schedule of
work is defined between 7:00 am - 5:00 pm. Having an intermediate break of
2 hours (lunch time).

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4. PROJECT TIME MANAGEMENT.

4.1 CONSIDERATIONS USED FOR PLANNING

The project we are analyzing is in the Construction stage,
which starts on July 7, 2016 and ends on October 6, 2016. From this
In this regard, it is planned to finalize the project corresponding to our scope in
a fixed period of 88 days.

.
Construction
It was considered that the climatic factors would not be of the
all friendly, since, at that time of year, from June onwards, there tends to be
drizzles and lots of fog. Although like the weather in Lima, a city in which it is located
the project is located, it is not entirely harsh like in other cities, no
there would be a greater problem when estimating the times. Safety
exhaustive associated with hazardous work would be analyzed within the
performance of activities.

4.2 RATIOS OR ESTIMATES USED FOR TIME CALCULATION

To estimate the duration of the activities, 3 methods were used:
Estimation by analogy, Expert Judgment, and Parametric Estimates.

4.3 SOURCES OF ESTIMATES

The duration estimates were mostly made by Estimation by
Analogy and Expert Judgment.

a) Estimation by Analogy:
In the case of estimation by analogy, it was noted that the activities and
the measurements of another parallel project were similar to this project, so
It was decided to guide oneself by those durations, but always having a cushion.
in the face of any unforeseen circumstances.

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b) Expert Judgment:
As mentioned earlier, the expert judgment method was one of the
most commonly used criteria for estimating durations. It is worth highlighting that
the team of engineers responsible for estimating the duration of activities with
professionals with several years in the field and extensive experience in the sector
from the construction.

In cases where there was no consensus in the opinions, the option was taken for the
Delphi method.
c) Parametric Estimation
In activities where productivity metrics are possible to be
calculated and are part of the support of the Budget, the estimation of the
durations were determined quantitatively by multiplying the amount of
work to be done by the productivity ratio.
These will include activities such as formwork for slabs, plates, columns, beams,
wall, etc.; reinforced steel; earthworks; etc.

In all cases, reserve mattresses were taken into consideration for any
contingency or unforeseeable event that may arise during the course of execution
of the project.

4.4 ESTIMATION OF THE LOGICAL SEQUENCE

The activities of the program structure have been sequenced in order to

create an achievable and realistic program. The characteristics of the project
define the logical sequence.
The relationships between activities are characterized by the types of dependency.
among them:

Absolute Dependency: also known as the activities of

end -> start. They are activities that, due to their nature, cannot be
obviated or postponed since their completion is mandatory for the start of the
subsequent activity. They denote the obligation that an activity must
to follow another, without being able to advance its execution until the previous one is
finished. They must be the first to be identified since this type of
dependency is included in the critical path. That is, if it is delayed
Activity 'A' lasts 10 days; the dependent activity 'B' will finish 10 days later.
of the deadline.

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Relative Dependency: They are defined by the project team, where

the sequence of activities that do not necessarily have a
absolute order. For example, first we can make stairs and then the
tile, or vice versa. It is not mandatory to do the stairs before the tile.
They could even be carried out at the same time.

4.5 PRODUCTIVITY CONSIDERATIONS USED FOR THE CALCULATION

OF TIME:
The average yields of construction activities (support of
Budget), have been calculated based on 8-day labor.
Likewise, work has been done based on the 5x2 type of calendar.
Mattresses were provided for the following activities:

Removal of excess material: a mattress was placed due to

that the possibility of there being problems with the
trucks of the earth movement and removal contractor.
We consider that on some occasions the parts of your trucks do not
they are operational. Another reason why it was considered to put a cushion
the long lines that usually occur in this activity
dump sites that sometimes become saturated with trucks.

Filling and Compaction: a cushion was added to this activity due to

it was considered that on some occasions the aggregate supplier
I did not arrive at the scheduled time and day or due to having problems with the
neighboring structures at the time of compaction.

Ready-Mixed Concrete: the reason why it was given a cushion

the activity was that generally the mixers and pumps of the concrete trucks
they usually do not come - almost always - at the established time. Furthermore, some
opportunities, although not always - they usually send a concrete with a
unwanted slump, so it has to be returned to the mixer. This usually
generates delays in the schedule for this activity of
concrete in general was given a very reasonable cushion.

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Roof tile: this activity was given cushioning since it usually

It happens that when the brick order is placed, it usually does not arrive by
reasons why the supplier was not well organized when sending the material,
or because there were problems with the freight. Another reason is that the
the administration took time to place the purchase order for the material
corresponding.

Steel Enabling: A cushion was placed on this activity due to the

same reason that was given to the roof tile. Sometimes the supplier
he/she has issues sending the material on time, or because the
the administration did not place the order on time. Furthermore, also when
the material usually arrives late or in larger quantities to the
required, the transport of the material usually takes longer than the
thought, and as we know this is a dead activity that delays the
schedule.

4.6 MAIN VARIATIONS THAT MAY EXIST

The main variations that may exist in the project have been
reflected in the following restrictions assumed in the preparation of
schedule:

Variation in productivity calculated in workers.

The arrival of materials, depending on the subcontractors,

It can vary depending on the contracted company.

There may be variations in the budget as a result

of reworked jobs.

The scope of the project may vary due to the

interests of the stakeholders.

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Traffic can affect the transportation of materials to the

work, for example, pre-mixed concrete.

4.7 LIST OF CONTROL MILESTONES AND SUB-MILESTONES

For project control, the following milestones are established:

ITE
M CONTROL MILESTONES Date
1 Start of the construction phase. 07/06/16
2 Start of work for the construction of the basement. 15/06/16
3 Completion of works aimed at the construction of the basement. 22/07/16
4 Start of the construction of upper floors. 25/07/16
5 End of construction up to the 3rd floor. 06/10/16
6 End of the project stage. 06/10/16

4.8 CRITICAL PATH OF

It is defined by the path of activities that determine the completion.
early project. The critical path may change as the
activities are brought forward or delayed from what was scheduled.

The Critical Path of the Schedule is shown in Annex No. 1.

4.9 FINAL PROGRAM REPORT

The Final Schedule Report is shown in Annex No. 2.

4.10 S CURVE OF MAIN AREAS AND DELIVERABLES

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The curve corresponding to the specialty of Construction is shown in the

Annex No. 3.

5. PROJECT COST MANAGEMENT.

The total amount corresponding to the direct cost (Labor, Materials, equipment and
The subcontract for the construction of the TOTAL PROJECT will be S/.1,463,464.11,
which is made up of the specialties of Structures, Architecture,
electrical installations and sanitary installations.

However, based on the scope of our execution, which is only focused on the
specialty of Structures (semisublevel, floor 1, floor 2, and floor 3) the amount will be S/.
315,332.30, as shown in APPENDIX 4.

On the other hand, the cost values shown in the 'Primavera' were based on
only in the Labor (ANNEX 5).

7. PROJECT RISK MANAGEMENT.

Risk identification and assessment are carried out in various instances:

In each stage and phase of the Sub-projects, there are requirements and objectives.
specific ones, which have been identified in the project program and are
will be monitored during its execution. The risk matrix will be developed.
where the following aspects are considered:

Risk Matrix

Risks Proposed solution

Stakeholders should be included in all
the meetings where they get involved, likewise
Delays due to the Stakeholders they must have knowledge of the Scope

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Always provide 5-minute training sessions beforehand

Occupational accidents
from daily tasks. Instill preventive measures.
dentro de la obra
Hire a security engineer.
Have weekly meetings to be able to see
Discrepancies with the
each process, and to observe if it reaches the
Client
customer expectation
One must have absolute knowledge of everything.
the access roads to the work, for obtaining
Obstacles to obtaining resources, this implies the climate, as well as obstacles
of resources that can occur during the
work, purely support for Logistics

Performance must be reported periodically

Low yield of MO and
so that our is assured and controlled
COMP.
duration program
The HR department will be responsible for increasing the

motivation of workers, so that

Discouragement of workers
meet their proposed goals and
they compromise with the company
the activities must be strictly supervised
that are within the critical path, for
Delay of the Work
finish on the proposed date or earlier

Poor communication A communication plan must be established.

Have constant supervision, so that everyone
Excessive downtime due to
fulfill their assigned responsibilities in the
part of the workforce.
established time.

The Risk Register will be updated along with the monthly report and as
results of other initiatives or activities that allow identifying risks and
opportunities during the project development.

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ANNEX 1: PERT – CRITICAL PATH

(ATTACHED)

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ANNEX 2: Detail of the Project Schedule 'LUM':

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ANNEX 3: S Curve and Earned Value (Cut off June 17, 2016)

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ANNEX 4: Project budget (Labor, Equipment, and Materials).

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ANNEX 5: Labor Budget placed in the Software

Spring

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