Abstract

This report is investigating

WBS and Network Diagram

Developing the project’s network diagram requires a deep technical

knowledge and expertise in the field of constructing roads and bridges. It
must be a joint venture and collaborative effort among key stakeholders. The
network diagram is crucial for effective project planning, scheduling,
monitoring and controlling. In addition, it is a tool that assists key
stakeholders to effectively allocate resources, communicate project
progress, and make informed decisions.

The project’s activities were identified as the first step of creating the
network diagram. Government documents, international procedures, SOPs,
expert opinion, and others could be used as sources. The table below is a
comprehensive list of project’s activities as agreed by key stakeholders.

Table 1: Activity List of PMGSY Road No 216 Project

Level 1 PMGSY Road No 216 Construction
Level 2 ID Earthwork ID Bridgework ID Roadwork ID Miscellaneou
and Drainage s

Level 3 B Cleaning and G Construct M Fine Grade A Contractor

Grubbing Bridge A and Place Mobilization
Embankments Sub-base

C Excavation 1 H Construct N Construct Q Erect Guard

Bridge A Pavements Rails and
Substructure Fences,
Install
Lighting,
Signs, and
Painting

D Construct I Construct O Construct R Clean-up and

Culverts Bridge A Shoulders Acceptance
Superstructure and Berms

E Excavation 2 J Construct P Roadside

Bridge B Improveme
Embankments nts

F Build K Construct
Underdrains, Bridge B
Storm Substructure
 Sewers, and
Miscellaneou
s Drainage
Structures

L Construct
Bridge B
Superstructure

Work Breakdown Structure (WBS) is a visual representation to the project’s

activity list as shown in the figure below.

Figure 1: PMGSY Road No 216 Project WBS

The WBS provides scope clarity that helps in constructing project’s network
diagram. The network diagram connects the entire project’s activities and
captures their sequence and dependencies. The figure below illustrates the
project network diagram as agreed by key stakeholders.
 Figure 2: Project Activity Network Diagram

Figure 2 is a roadmap that streamlines project activates from start till end.
Each activity has an estimated completion duration identified by
stakeholders. The duration is used to identify the project's critical path which
is the longest sequence of dependent activities and the shortest possible
project completion time.

The figure below illustrates the critical path method used for calculating the
project’s critical path.

Figure 3: Critical Path Method

In Figure 3, the path of the critical activities is marked by red arrows. Any
delay in the critical path causes delay in the project completion date.

The forward pass method is used to calculate the earliest start (ES) and
earliest finish (EF) of each activity. EF=ES+D equation is used forward
throughout the network. In this method, the ES of each activity is equivalent
to the EF of its immediate predecessor. Then, the critical path is determined
as the longest EF of the final activity. Therefore, the shortest possible time to
complete the project is 77 weeks.
For further detailed analysis, the backward pass method is used to calculate
late start (LS) and late finish (LF) for each activity. LS=LF-D is the equation to
determine LS for each activity. In this method, the LF of an activity is
equivalent to the smallest LS of immediate successor. As a result, the total
float (TF) can be calculated via TF= LS-ES or TF= LF-EF. The activities with
zero TF are considered within the critical path. Activity with positive TF can
be adjusted without impacting the overall project duration.

The critical path method as illustrated in Figure 3 plays a crucial role in

project resource planning and scheduling. It assists the project manager to
give priority and allocate sufficient resources to the critical activities avoiding
the risk of overall project delays. In addition, project managers can optimize
resources distribution among activities with slack (positive TF). This gives a
time buffer, avoids resource overallocation, and conflicts.

Early Start and Late Start Planning in Resource Planning,

Scheduling, and Cost/Budget

Effective project management requires a robust stakeholder management

plan. It is a strategic process to identify, engage and communicate with
project’s stakeholders. It helps project managers to meet stakeholders'
requirements and manage expectations, enhancing successful project
delivery.

The table below is a comprehensive analysis of all relevant stakeholders to

the road construction. It captures key stakeholders, representatives,
Influence (Power), Impact (interest), and Justification.

Table 2: Comprehensive Project Stakeholder Analysis

No Stakeholder representati Influenc Impact Justification

ve e (interes
(Power) t)

1 Superintending S.R. Pandey High High Project leader

Engineer with authority
(Government of to control
Bihar) project scope,
time, and cost
to deliver
successful
project
2 Executive R.K. High High Highly
 Engineer Choubey & involved in
(Government of S.K. project key
Bihar) Chatterjee decisions to
deliver
successful
project
3 Executive C.B. Batra Medium High Assistant to
Engineer management
Assistant with high
(Government of interest for
Bihar) career
progression
4 Main Contractor Ram Kripal High High Responsible
Singh for tasks
Construction execution
Limited with high
interest due
to profitability
and
reputation
6 World Bank N.V. Mishra High High Fund
shortage
could stop
project
progress,
successful
project is
demonstrated
world bank
financial
strength
7 Ministry of V.B. Rao High Low Authority over
Environment, environmenta
Forest, and l compliances
Climate Change and permits,
(MOEF) care about
the
environment
not the
project
8 Local People M.V. Tripathi Medium High They can
raise public
concern and
might
influence
project
 progress;
project
success
immediately
impacts
people’s lives.
9 Electrical & R.M. Gupta Medium Medium Assigned for
Telecom & S.M. Das specific tasks
Engineer and overall
project
outcomes not
directly
impacting
them
10 Supplier V.S. Sharma High Medium If supplier has
not
committed
might slow or
even stop
progress,
project
outcomes not
directly
impacting the
supplier
11 Local V.S. High Medium High
Administrator Srivastava administrativ
(Deputy e authority
Commissioner/Di and
strict Magistrate) overseeing
multiple
projects

The figure below is an influence (power) vs impact (interest) grid for visual
illustration.
 Figure 4: Influence (power) vs Impact (interest) Grid

There are additional stakeholders that might impact or be impacted by the

project. For example, local businesses, subcontractors, ministry of rural
development, environmental activists, local press and news, utility
companies, educational institute, etc.

In general, the grid is divided into four sections, each section is managed
with different strategies as outlined in the table below.

Table 3: Engagement and communication strategy

Grid Engagement How? Commincation strategy

Section strategy
High Manage Daily progress updates with Daily hyprid progress
Influence Closely feedback, Keep involveded in all key meetings, circulate daily
, High decision making, Keep strong MOM with actions, direct
Impact relationship, Be trasparent and urgent calls, detalied
manage expectation email reporting
High Keep Comply with thier requirements, Meeting as needed,
Influence Satisfied provide relative information as email project summaries
, Low required, maintain healthy weekly or bi-weekly,
Impact relationship, high-level project show edvidnce for
updates complaince, quicky
respond to feedback
Low Keep High lelvel milestone updates, Newsletter, government
Influence Informed provide feedback channles and website, social media
, High conduct surverys, be trasparent, and press, brochures
Impact provide simple educational
materials
Low Monitor Provide pull general infomation, Public channles, TVs,
Influence monitor any shift in thier influence customer server center,
, Low and impact as project progress, social media
Impact overall effort should be minimal

Section 3: Risk Management

By default, all projects have associated risks. These risks, if not managed
effectively, could hinder project success and cause harm to associated
stakeholders. Project risk management is a process where all the project
risks are identified, assessed, and prioritized to proactively minimize
potential adverse negative effects for smooth project delivery. It ensures
that all stakeholders are well aware of the potential risks and their respective
impacts, therefore, developing a contingency plan.

The table below captures all potential project’s risks with detailed analysis
and mitigation strategy.

Risk Description Impact Mitigation Contingenc Likelihoo Severity Risk

Type y d
Technica Construction Cost Perform Allocate 3 5 15
l Project increase, design rework
Complexity rework and simulation budget,
delays, and 3D assign on
saftey modelling, call expert,
hazards consultant reschedule
approval,
quality
assurance,
training
program
Low quality High Robust Corractive 3 5 15
materials, maintenace quality action and
low skilled costs, low control, rework,
workers reliabity, supplier change
saftey vetting, supplier
 hazard, aduit,
damage training
reputation
Machinery Project preventive service 3 4 12
Failure delays, cost maintenanc agency in
increase, e, place,
saftey machinery reschedule
hazards redundancy,

Financial Funding Payments Clear Adjust 2 4 8

delays delays, fundding project
panalties, timeline, schedule,
reputation agreement alternative
complaince funders
Cost Overruns scope Expert Allocate 3 4 12
reduction, estimate, contingenc
compromise rigorous y reserve,
quality, low project cost alternative
confidence monitor sponsor,
reduce
scope
Price Cost Local Allocate 2 3 9
volatilely and increase, contractors, contingenc
inflation difficulty in proactive y reserve,
financial market rebudget
planning anaysis,
contract
adjustment
Schedule Permits Project Make sure Time buffer 2 4 8
Approvals delays all
regularaty
and
administrati
ve
requirement
s are met
and start
early
Weather Project Understand Time 3 5 15
disruption damage, weather buffer,
work history and Allocate
suspension, patterns. contingenc
time and stay up to y reserve,
cost date with reschedual
increase weather tasks
forecast
Resources Late activity Rigorous Secondary 2 4 8
avalibility, starts or resource supplier
conflict and finish planning contracts,
restrictions and short-term
scheduling contract
hires
Supply Chain Late More focus Local or 2 5 10
Disruption materials on critical alternative
arrival materials, supplier
start early
procurement

Lesson Learnt
The team has successfully developed a comprehensive activity list, WBS,
task dependencies, and completion estimate. They Identified relative
stakeholders, discussed risks from end user view, and used approved
standards and specifications.

However, the team did not capture project risks, calculate project critical
path, assess stakeholders, cost calculation, develop communication plan.

The above analysis closes the gaps by providing a comprehensive case

study.