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Project Scheduling & Controls

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Procept Associates

This document provides an outline for a course on project scheduling and controls. The 3-day course will introduce key concepts in project scheduling including activity sequencing, developing project schedules, schedule updates and change control, and earned value management. Participants will learn to create effective project schedules, implement controls, evaluate metrics and prepare reports. The course aims to prepare attendees to sit for the PMI Scheduling Professional or AACE Project Scheduling Professional certifications. It will use exercises, workshops, and a case study to demonstrate scheduling skills across different project types.

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Project Scheduling & Controls v2009.2 Darya Duma, PEng, PMP®, PSP a ya u a, g, S Precision meets Expertise.
Outline • Learning objectives • Course Outline • Course d ig C designer and i t t d instructors • Course content • PMI-SP PMI SP(SM) and AACE PSP certifications d ifi i • Procept’s Scheduling Certificate 2
Learning Objectives • Introduce Procept’s Project Scheduling & Controls Procept s courses • Demonstrate some of the skills participants would acquire • Present some of the exercises and workshops in the course • Describe the AACE and PMI scheduling certifications 3
Procept Scheduling Courses • Project Scheduling Essentials – 3 days • Ad Advanced Project Scheduling & Controls d P j t S h d li g C t l – 2 days • P j Project S h d li C ifi Scheduling Certificate – Later… 4
Prerequisites • Minimum of 2 years experience in a project management environment • Introductory course in PM, such as Project PM Management Essentials advisable • Course in scheduling software or have hands-on hands on experience with scheduling software tool 5
Course Information • Attendance (80%) • Completion of reporting assignments • For Advanced Project Schedule & Controls • Passing grade (65%) on quiz • Maximum number of participants is 15 • Will build schedule in software packages • Microsoft Project • Primavera • Not learning scheduling software • The case study includes scheduling soft skills, construction, telecommunications, event planning ,and IT t l i ti t l i g d 6
Course Themes • Distinction between effort and duration driven duration-driven scheduling • When to baseline • How to use the schedule baseline • Performance reporting • Considerations in scheduling resources 7
Performance Reporting • Participants work in teams • Daily assignment – P Prepare an oral performance report for that l f t f th t assignment for the next morning • A different person from the team will present every day • Have in class time to prepare in-class • Data from Project Scheduling Essentials carried over to the Advanced PSC 8
Course Designers and Instructors • Darya Duma – Vice President Procept Associates Vice-President, – Instructing since 1995 – P ti i g PM since about 1991 with emphasis Practicing i b t 1991, ith h i on methodology and scheduling software tools – AACE PSP certified 9
Course Designers and Instructors • Ralph Kuhn Senior Consultant Procept Kuhn– Consultant, Associates – Practicing PM since late 1980’s 1980 s – Training and consulting since late 1990’s – PMI SP certified PMI-SP 10
Project Scheduling Essentials • Day 1 – Chapter 1 Introductions – Chapter 2 Context of Schedule Management – Chapter 3 Activity Sequencing & Logic Diagrams • Day 2 – Chapter 4 Developing a Project Schedule • Day 3 y – Chapter 5 Schedule Updates & Change Control – Chapter 6 Introduction to Earned Value p 11
Learning Objectives • Create effective project schedules • Implement project schedule controls • Use U earned value management d l g t • Evaluate project metrics and prepare project performance reports • Apply best practices in scheduling projects • P Prepare t sit for the PMI-SP(SM), or the AACE to it f th PMI SP th Project Scheduling Professional (PSP) examinations 12
Day 1 - Context of Schedule Management - Develop a Project Schedule - Introduce Case Study 13
Scheduler’s Role • Project Planning • Facilitates preparation of project plan • A i t PM to identify project objectives Assists t id tif j t bj ti • Assists PM to involve team members in the planning process • Establishes scheduling policies, procedures • P j tE Project Execution ti • Controls the schedule • Reports on the schedule AACE: PSP Certification Study Guide 14
Purpose of a Good Schedule • For communication! • A model of the project plan • Demonstrates to stakeholders how the project will be executed, controlled and managed • For cost control • For trouble-shooting • For alternative identification • For forecasting • If realistic and regularly updated, builds trust and project team confidence f 15
WBS Development Level 0 Level 1 L l Level 2 Level 3 Work Package 16
Phase Sequence Fiscal Weeks Hierarchy of Schedules 01 05 10 15 20 25 30 35 40 45 50 52 01 05 10 15 20 Subproject Project 087 any form of description Subproject Project 0154a any form of description Level 2 - Critical Path Control Schedules xxxxxxxxxxx Subproject Project 1266 mm xxx mm any form of description j123oueu Xxmmxaclrxxx Subproject Project 1285 any form of description xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx mm xxx mm hfgskdjhejlall hfgskdjhejlall fgskdjhejlall Subproject Project 087 mm xxx mm mm xxx mm j123oueu j j123oueu j123oueu j123oueu Close-out Close o t Phase over o er hfgskdjhejlall hfgskdjhejlall Xxmmxaclrxxx j123oueu Xxmmxaclrxxx j123oueu Xxmmxaclrxxx Xxmmxaclrxxx Xxmmxaclrxxx Xxmmxaclrxxx Level 1 - Project xxxxxxxxxxx mm xxx mm xxxxxxxxxxx mm xxx mm xxxxxxxxxxx fgskdjhejlall xxxxxxxxxxx hfgskdjhejlall xxxxxxxxxxx mm xxx mm Master Schedule j123oueu Xxmmxaclrxxx j123oueu Xxmmxaclrxxx j123oueu Xxmmxaclrxx j123oueu Xxmmxaclrxxx j123oueu Xxmmxaclrxxx xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx mm xxx mm hfgskdjhejlall mm xxx mm j123oueu j123oueu j123oueu Xxmmxaclrxxx Xxmmxaclrxxx Xxmmxaclrxxx Level 3 – Contract Schedules 17
Project Master Schedule • Can be developed early before detail known early, • Project phases, major milestones • Important communication tool I t t i ti t l • May require adjustments after further detail developed. developed 18
Workshop 1: Create the WBS • Use the Project Charter provided • And the Scope we agreed upon • L t’ develop the W k B kd Let’s d l th Work Breakdown Structure St t 19
Case Study • Moving a nonprofit group to a new facility – Renovations – L d Landscaping i g – IT and telecommunications – O Opening ceremony i – Project management 20
Workshop 2: Create the Master Schedule • Prepare a Master Bar Chart Schedule for the Boys & Girls Club project • Use Level 1 and some Level 2 deliverables from “approved” WBS • Estimate durations • Draw on flipchart • Show milestones • Indicate approval points • Keep this for future reference 21
Estimating Techniques • Analogous (“top down”) Estimate ( top-down ) – Adjustments to actual estimate of a past project • P Parametric E ti t t i Estimate – Uses measurable a characteristic such as feet installed, installed connection points – Any others? • B tt Bottom-up E ti t Estimate – Detailed estimate 22
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Assumptions • Factors that are considered true, real or certain true without proof or demonstration* • In estimating and setting dependencies we make assumptions • Should be documented! • Could have an assumption log • Validated throughout the project – Often at the start of a phase • Eg: Existing conditions, availability of resources conditions *PMBOK Guide Glossary 24
Precedence Diagram Landscape Rough-in Brickwork Design 7 8 12 FF +1 Flower FS -2 Plantings beds 6 5 FF +1 Posts FS +2 Installation Lower Deck 4 10 4 Upper Deck 8 Steps 4 25
Float • Total float (or “slack”) slack ) – Amount of time an activity can be delayed from its early start without delaying the project finish date • Free float – Amount of time an activity can be delayed without delaying any successor • If total float is negative? PMBOK Guide 6.5.2.2 26
Transfer to Bar Chart (Gantt) Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Task Name Days M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F Land. Design 7 Rough-in 8 Brickwork 12 Plantings 5 Flowerbeds 6 Posts 4 Lower Deck 10 Upper Deck 8 Steps 4 Installation 4 27
Day 2 - Develop the Case Study Schedule - Add real-life scheduling details and constraints t i t - Fast-track the schedule 28
Workshop: “Yellow Sticky” Logic Diagram 2. 2 Develop the logic diagram 3. Note assumptions on assumption log 4. 4 Calculate forward pass 5. Mark the critical path 29
Workshop: Case Study Bar Chart 6. 6 Transfer the logic onto a bar chart • Use your laptop and scheduling software • O use Microsoft Project with file on CD (B&G Or Mi ft P j t ith fil WBS) • Or use supplied graph paper (better to use pencil) • Keep track of assumptions! 30
Workshop: Schedule Integration • If you have Microsoft Project (MSP) or Primavera Primavera, load the file – Boys&Girls gantt partlogic • Otherwise use the paper copy handed out • Project Management deliverable has been added 7. Let’s complete the dependencies - E t them or draw them in Enter th d th i 31
Using Milestones in a Schedule • Review point • Monetary release • Approval A l • Completion of a deliverable • Reward! R d! 32
Constraints • An applicable limitation which will affect the performance of the project* • What are the scheduling constraints in a project? • Could indicate externally imposed conditions – eg Cannot start landscaping until May 14 eg.Cannot – Constraint: • C ld i Could impose conditions on milestones diti il t – Desired launch date is September 5 – C Constraint: PMBOK Guide, Glossary 33
Viability Check • Is the critical path still viable? • Have we made additional assumptions? – A d are our assumptions realistic? And ti li ti ? • Will we meet our objectives? • Will we meet the constraints? h i ? – Are the constraints realistic? • Do we still have enough float in the schedule? 34
Fast-Tracked Schedule Example 1 • Compare the two attached schedules • They are the same project with the same scope • One is fast-tracked fast tracked • Identify what has been fast-tracked • Identify the effect – Critical path – Float – Resources – Assumptions or risks p 35
Day 3 - S h d l Updates Schedule U d t - Change Control - Performance Reporting p g - Introduction to Earned Value 36
Playing Games with the Schedule • Many project teams produce schedules only only… – to satisfy a client or executive requirement – t tell people “what they want to hear” to t ll l “ h t th tt h ” – increase chances of a successful claim – to provide an excuse f f il id for failure 37
Schedule Reporting Methods • Method 2: time scaled time-scaled – Enter actual start and completion dates, project a completion date for current activities – Compare to “baseline” act / forecast baseline status date 38
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Other Schedule Reporting Methods 3. Don t 3 Don’t claim progress until 100% 4. Milestones with weighted values – S next slide See t lid 5. “Apportioned” – SSame % complete as some other i l h item 6. Fixed formulas (25/75, 50/50, etc) 40
Workshop: Schedule Analysis • For the attached schedule • Identify the status date • What i the t t Wh t is th status of Deliverable 1? f D li bl • What is the status of Deliverable 2? • What i h Wh is the status of D li f Deliverable 3? bl • What can we do to recover the schedule? 41
Performance Reporting • Is work being completed on schedule? • Is work being completed on budget? • Are ll A allocated resources being used efficiently? t d b i g d ffi i tl ? • What is the remaining work likely to cost? • What ill h final Wh will the fi l cost of the project b ? f h j be? • When will we likely finish? • What will the variance be? 42
Earned Value EAC Cumulative cost BAC AC (actual cost) CV Cost Baseline = PV SV Variance At Completion EV (earned value) Time now Time 43
Earned Value Exercise – Part 2 • After day one, the posts are complete and 25% of one the rails have been installed at a cost of $400 • Plot the AC, EV at the end of day one AC • Calculate the SV, CV, SPI, CPI • Calculate the EAC • St t any assumptions State ti 44
Advanced Project Scheduling & Controls • Day 1 – Chapter 7 Resource Management – Chapter 8 Change Management & Earned Value • Day 2 – Chapter 9 Risk Management – Chapter 10 Advanced Scheduling Techniques – Reports p – Quiz 45
Learning Objectives • Schedule resources • Create realistic project schedules by including schedule risk • Evaluate project metrics and prepare project performance reports f t • Use earned value management to identify change • A l best practices i scheduling projects Apply b i in h d li j • Prepare to sit for the scheduling examination from PMI or AACE 46
Day 1 - Duration vs. effort-driven scheduling vs effort driven - Assigning resources - L lli resources Levelling - Crashing the schedule - Change management - Quantifying delay Q y g y - Earned value & schedule control 47
The Duration / Work Pyramid W Duration = Work % Units o r k 48
Workshop: Assigning Resources • Use the attached schedule for our case study • And the following resource database • Differentiate between effort-driven and duration-driven • Assign resources to the activities • If duration-driven – Assign duration, and calculate the corresponding duration work by each resource • If effort-driven – A i work, and calculate the corresponding Assign k d l l t th di activity duration • Consider resource costs 49
Showing Overallocation 50
Levelling Delay – Step 2 51
Crashing • Shortening durations • Trade-off costs against the schedule, eg: – A ig additional resources Assign dditi l – Work overtime – W k weekends Work k d • Watch out for….? 52
Change Management • Mechanisms to ensure accomplishment of project scope objectives, consistent with cost and time objectives • Avoid “creeping scope” and “creeping elegance” • May have Change Logs or Change Requests • Changes may be reductions in scope 53
Earned Value and Schedule Control • Identify control accounts • Recall: – Can be at any level of WBS – May include one or more work packages, but each work package can only belong to one g y g control account • Looks at the quantity of work done at any one time • Does not replace schedule reporting and analysis – For good project control, need to combine with regular critical path schedule analysis 54
Recall: Case Study Performance Reporting • April 16, the project manager sent Buddy Eagle the 16 skatepark drawings, so he could plan his routine • April 19, he called and said 19 said… "The skatepark's design is not safe" • He is proposing changes to the design • The Board held an emergency meeting to deal with this and accepted his suggestions on April 23 • Brainstorm the impact of this new information? 55
The Business • Are we going to meet our objectives? • What is the estimated final cost of the project? • Does anything need to be changed? D thi g d t b h g d? • Do we need to explain anything to our customer? • Where are the i Wh h issues? ? • What are critical assumptions? • What opportunities do we have to improve? 56
Day 2 - Identifying schedule risks - Assumptions analysis - Monte Carlo - Sh i Short-interval planning l l i - Rolling wave planning - Critical chain - Reports p - Quiz 57
Schedule Risk, from... • Scheduling assumptions • Technical risks • Programmatic risks P g ti i k • Scheduling / estimating error • Building l i incorrectly B ildi logic i l – Blurring hard and soft logic • Schedule slippage may result from “scope creep” or changes 58
Documenting Schedule Assumptions • Some of our assumptions will have been validated • For remaining assumptions, we ask: – Wh t is the lik lih d of th assumption being What i th likelihood f the ti b i g incorrect? – What is the impact on our project if it is not true? 59
Monte Carlo Example • A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. • The outcomes are then used to generate a probability distribution for the project as a whole whole. 60
Contingency Planning • Might identify recovery plans on the schedule • Or provide contingency allowances • How t H to calculate schedule contingency? l l t h d l ti g ? • Where to show contingency reserves in your schedule? • Be aware of organization’s risk tolerance PMBOK Guide 6.4.2.5 61
Using Contingency ID WBS Task Name Baseline Actual Mar '09 Apr '09 May '09 Jun '09 Jul '09 Dur. Duration 22 01 08 15 22 29 05 12 19 26 03 10 17 24 31 07 14 21 28 05 239 7.4.5 Mobilization 35 days 19.5 days 24/04 240 7.4.5.1 Site office 3 days 3 days 0 days 241 7.4.5.2 Access Road 7 days 9 days 0 days 242 7.4.5.3 7453 Hoarding H di 10 days 10 d 7.5 days 75d 0 days 0 days 243 7.4.5.4 Hookups 3 wks 0 wks 0 wks 244 7.4.6 Mobilization Complete 0 days 0 days 27/04 245 8 Construction 730 days 730 days 0 days 0 days 246 8.1 Parking 140 days 0 days 247 8.1.1 Excavation 8 wks 0 wks 0 wks 248 8.1.2 Site Services 1 mon 0 mons 249 8.1.3 Forming P2 8 wks 0 wks 250 8.1.4 Forming P1 8 wks 0 wks 62
Short-Interval Planning • Also known as “Look Ahead Schedule” Look-Ahead Schedule • Review tasks underway or recently completed • Pl th activities d i g next 2 reporting periods Plan the ti iti during t ti g i d using the master schedule • People leading the work MUST be involved – Site superintendent – T Team l d lead – Subcontractors • C Create a detailed activity list 63
Rolling Wave Planning • Detailed planning for the near term • Less detailed planning (planning packages) for the longer term PMBOK Guide 1.2.1.3, 5.3.3.3, 6.1.2.3 64
Critical Chain • An outgrowth of the “Theory of Constraints Theory Constraints” • Schedule shortenings of 15 - 30% are claimed PMBOK Guide 6.5.2.6 and Critical Chain, E.M. Goldratt, 1997, ISBN 0-88427-153-6 65
Building Buffers • Resource buffers – To protect resources from multi-tasking • F di g buffers Feeding b ff – To protect the project’s critical chain • P j Project b ff buffer – To protect finish date 66
PMI SP PMI-SP(SM) and AACE PSP Credentials
PMI-SP(SM) Exam • Project Management Professional – Since 1984 • Scheduling Professional – Since 2008 • Let’s review the process... 68
PMI-SP(SM) Qualification Process… • Go to www pmi org www.pmi.org – PMI-SP(SM) Credential Handbook (.pdf) • E Experience 5 000 or 3 500 h i 5,000 3,500 hours • Requires 30 or 40 scheduling course hours • J i PMI fi Join first • Exam fee $520 USD 69
PMI-SPSM Examination • Based on PMI Scheduling Professional (PMI SPSM ) (PMI-SP Examination Specification • 170 multiple choice questions, 3.5 hours • Testing centers are at www 2test com www.2test.com • Home study and review is good (25-75 hours) • Passing grade is 70% • English only 70
AACE PSP Qualification Process • Go to www aacei org www.aacei.org – Planning & Scheduling Professional Brochure & Application • Experience 8 years relevant professional experience OR • 4 years with relevant university degree • Join AACE first • Exam fee $300 USD 71
AACE PSP Examination • Get AACE’sPlanning & Scheduling Professional AACE sPlanning Certification Study Guide • Exam is 7 hours • Apply to write at least 60 days ahead • Available June July December or in groups of 5 June, July, with appropriate proctor • Home study is required • Passing grade is 70% • In English only 72
Procept’s Project Scheduling Certificate: • Project Management Essentials – 3 days • Or • P j t Management Essentials for C t t Project M g tE ti l f Contractors – 2 days • Microsoft Project Essentials – 2 days • Project Scheduling & Controls: – P j t S h d li g E Project Scheduling Essentials – 3 d ti l days – Advanced Project Scheduling & Controls – 2 days 73
Upcoming Sessions • Project Scheduling Essentials – September 13-15 – NNovember 17 19 b 17-19 • Advanced Project Scheduling & Controls – DDecember 9 10 b 9-10 • Also available in-house • Can be delivered in stand-alone modules specific to your needs 74
Learning Objectives • Introduce Procept’s Project Scheduling & Controls Procept s courses • Demonstrate some of the skills participants would acquire • Discuss the value of improved scheduling skills to your organization • Describe the AACE and PMI scheduling certifications 75
Thank You! Questions? To schedule this course Call Rohit: 416-693-5559 x27 email: madan@procept com madan@procept.com Precision meets Expertise.

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Project Scheduling & Controls

  • 1. Project Scheduling & Controls v2009.2 Darya Duma, PEng, PMP®, PSP a ya u a, g, S Precision meets Expertise.
  • 2. Outline • Learning objectives • Course Outline • Course d ig C designer and i t t d instructors • Course content • PMI-SP PMI SP(SM) and AACE PSP certifications d ifi i • Procept’s Scheduling Certificate 2
  • 3. Learning Objectives • Introduce Procept’s Project Scheduling & Controls Procept s courses • Demonstrate some of the skills participants would acquire • Present some of the exercises and workshops in the course • Describe the AACE and PMI scheduling certifications 3
  • 4. Procept Scheduling Courses • Project Scheduling Essentials – 3 days • Ad Advanced Project Scheduling & Controls d P j t S h d li g C t l – 2 days • P j Project S h d li C ifi Scheduling Certificate – Later… 4
  • 5. Prerequisites • Minimum of 2 years experience in a project management environment • Introductory course in PM, such as Project PM Management Essentials advisable • Course in scheduling software or have hands-on hands on experience with scheduling software tool 5
  • 6. Course Information • Attendance (80%) • Completion of reporting assignments • For Advanced Project Schedule & Controls • Passing grade (65%) on quiz • Maximum number of participants is 15 • Will build schedule in software packages • Microsoft Project • Primavera • Not learning scheduling software • The case study includes scheduling soft skills, construction, telecommunications, event planning ,and IT t l i ti t l i g d 6
  • 7. Course Themes • Distinction between effort and duration driven duration-driven scheduling • When to baseline • How to use the schedule baseline • Performance reporting • Considerations in scheduling resources 7
  • 8. Performance Reporting • Participants work in teams • Daily assignment – P Prepare an oral performance report for that l f t f th t assignment for the next morning • A different person from the team will present every day • Have in class time to prepare in-class • Data from Project Scheduling Essentials carried over to the Advanced PSC 8
  • 9. Course Designers and Instructors • Darya Duma – Vice President Procept Associates Vice-President, – Instructing since 1995 – P ti i g PM since about 1991 with emphasis Practicing i b t 1991, ith h i on methodology and scheduling software tools – AACE PSP certified 9
  • 10. Course Designers and Instructors • Ralph Kuhn Senior Consultant Procept Kuhn– Consultant, Associates – Practicing PM since late 1980’s 1980 s – Training and consulting since late 1990’s – PMI SP certified PMI-SP 10
  • 11. Project Scheduling Essentials • Day 1 – Chapter 1 Introductions – Chapter 2 Context of Schedule Management – Chapter 3 Activity Sequencing & Logic Diagrams • Day 2 – Chapter 4 Developing a Project Schedule • Day 3 y – Chapter 5 Schedule Updates & Change Control – Chapter 6 Introduction to Earned Value p 11
  • 12. Learning Objectives • Create effective project schedules • Implement project schedule controls • Use U earned value management d l g t • Evaluate project metrics and prepare project performance reports • Apply best practices in scheduling projects • P Prepare t sit for the PMI-SP(SM), or the AACE to it f th PMI SP th Project Scheduling Professional (PSP) examinations 12
  • 13. Day 1 - Context of Schedule Management - Develop a Project Schedule - Introduce Case Study 13
  • 14. Scheduler’s Role • Project Planning • Facilitates preparation of project plan • A i t PM to identify project objectives Assists t id tif j t bj ti • Assists PM to involve team members in the planning process • Establishes scheduling policies, procedures • P j tE Project Execution ti • Controls the schedule • Reports on the schedule AACE: PSP Certification Study Guide 14
  • 15. Purpose of a Good Schedule • For communication! • A model of the project plan • Demonstrates to stakeholders how the project will be executed, controlled and managed • For cost control • For trouble-shooting • For alternative identification • For forecasting • If realistic and regularly updated, builds trust and project team confidence f 15
  • 16. WBS Development Level 0 Level 1 L l Level 2 Level 3 Work Package 16
  • 17. Phase Sequence Fiscal Weeks Hierarchy of Schedules 01 05 10 15 20 25 30 35 40 45 50 52 01 05 10 15 20 Subproject Project 087 any form of description Subproject Project 0154a any form of description Level 2 - Critical Path Control Schedules xxxxxxxxxxx Subproject Project 1266 mm xxx mm any form of description j123oueu Xxmmxaclrxxx Subproject Project 1285 any form of description xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx mm xxx mm hfgskdjhejlall hfgskdjhejlall fgskdjhejlall Subproject Project 087 mm xxx mm mm xxx mm j123oueu j j123oueu j123oueu j123oueu Close-out Close o t Phase over o er hfgskdjhejlall hfgskdjhejlall Xxmmxaclrxxx j123oueu Xxmmxaclrxxx j123oueu Xxmmxaclrxxx Xxmmxaclrxxx Xxmmxaclrxxx Xxmmxaclrxxx Level 1 - Project xxxxxxxxxxx mm xxx mm xxxxxxxxxxx mm xxx mm xxxxxxxxxxx fgskdjhejlall xxxxxxxxxxx hfgskdjhejlall xxxxxxxxxxx mm xxx mm Master Schedule j123oueu Xxmmxaclrxxx j123oueu Xxmmxaclrxxx j123oueu Xxmmxaclrxx j123oueu Xxmmxaclrxxx j123oueu Xxmmxaclrxxx xxxxxxxxxxx xxxxxxxxxxx xxxxxxxxxxx mm xxx mm hfgskdjhejlall mm xxx mm j123oueu j123oueu j123oueu Xxmmxaclrxxx Xxmmxaclrxxx Xxmmxaclrxxx Level 3 – Contract Schedules 17
  • 18. Project Master Schedule • Can be developed early before detail known early, • Project phases, major milestones • Important communication tool I t t i ti t l • May require adjustments after further detail developed. developed 18
  • 19. Workshop 1: Create the WBS • Use the Project Charter provided • And the Scope we agreed upon • L t’ develop the W k B kd Let’s d l th Work Breakdown Structure St t 19
  • 20. Case Study • Moving a nonprofit group to a new facility – Renovations – L d Landscaping i g – IT and telecommunications – O Opening ceremony i – Project management 20
  • 21. Workshop 2: Create the Master Schedule • Prepare a Master Bar Chart Schedule for the Boys & Girls Club project • Use Level 1 and some Level 2 deliverables from “approved” WBS • Estimate durations • Draw on flipchart • Show milestones • Indicate approval points • Keep this for future reference 21
  • 22. Estimating Techniques • Analogous (“top down”) Estimate ( top-down ) – Adjustments to actual estimate of a past project • P Parametric E ti t t i Estimate – Uses measurable a characteristic such as feet installed, installed connection points – Any others? • B tt Bottom-up E ti t Estimate – Detailed estimate 22
  • 23. 23
  • 24. Assumptions • Factors that are considered true, real or certain true without proof or demonstration* • In estimating and setting dependencies we make assumptions • Should be documented! • Could have an assumption log • Validated throughout the project – Often at the start of a phase • Eg: Existing conditions, availability of resources conditions *PMBOK Guide Glossary 24
  • 25. Precedence Diagram Landscape Rough-in Brickwork Design 7 8 12 FF +1 Flower FS -2 Plantings beds 6 5 FF +1 Posts FS +2 Installation Lower Deck 4 10 4 Upper Deck 8 Steps 4 25
  • 26. Float • Total float (or “slack”) slack ) – Amount of time an activity can be delayed from its early start without delaying the project finish date • Free float – Amount of time an activity can be delayed without delaying any successor • If total float is negative? PMBOK Guide 6.5.2.2 26
  • 27. Transfer to Bar Chart (Gantt) Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Task Name Days M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F Land. Design 7 Rough-in 8 Brickwork 12 Plantings 5 Flowerbeds 6 Posts 4 Lower Deck 10 Upper Deck 8 Steps 4 Installation 4 27
  • 28. Day 2 - Develop the Case Study Schedule - Add real-life scheduling details and constraints t i t - Fast-track the schedule 28
  • 29. Workshop: “Yellow Sticky” Logic Diagram 2. 2 Develop the logic diagram 3. Note assumptions on assumption log 4. 4 Calculate forward pass 5. Mark the critical path 29
  • 30. Workshop: Case Study Bar Chart 6. 6 Transfer the logic onto a bar chart • Use your laptop and scheduling software • O use Microsoft Project with file on CD (B&G Or Mi ft P j t ith fil WBS) • Or use supplied graph paper (better to use pencil) • Keep track of assumptions! 30
  • 31. Workshop: Schedule Integration • If you have Microsoft Project (MSP) or Primavera Primavera, load the file – Boys&Girls gantt partlogic • Otherwise use the paper copy handed out • Project Management deliverable has been added 7. Let’s complete the dependencies - E t them or draw them in Enter th d th i 31
  • 32. Using Milestones in a Schedule • Review point • Monetary release • Approval A l • Completion of a deliverable • Reward! R d! 32
  • 33. Constraints • An applicable limitation which will affect the performance of the project* • What are the scheduling constraints in a project? • Could indicate externally imposed conditions – eg Cannot start landscaping until May 14 eg.Cannot – Constraint: • C ld i Could impose conditions on milestones diti il t – Desired launch date is September 5 – C Constraint: PMBOK Guide, Glossary 33
  • 34. Viability Check • Is the critical path still viable? • Have we made additional assumptions? – A d are our assumptions realistic? And ti li ti ? • Will we meet our objectives? • Will we meet the constraints? h i ? – Are the constraints realistic? • Do we still have enough float in the schedule? 34
  • 35. Fast-Tracked Schedule Example 1 • Compare the two attached schedules • They are the same project with the same scope • One is fast-tracked fast tracked • Identify what has been fast-tracked • Identify the effect – Critical path – Float – Resources – Assumptions or risks p 35
  • 36. Day 3 - S h d l Updates Schedule U d t - Change Control - Performance Reporting p g - Introduction to Earned Value 36
  • 37. Playing Games with the Schedule • Many project teams produce schedules only only… – to satisfy a client or executive requirement – t tell people “what they want to hear” to t ll l “ h t th tt h ” – increase chances of a successful claim – to provide an excuse f f il id for failure 37
  • 38. Schedule Reporting Methods • Method 2: time scaled time-scaled – Enter actual start and completion dates, project a completion date for current activities – Compare to “baseline” act / forecast baseline status date 38
  • 39. 39
  • 40. Other Schedule Reporting Methods 3. Don t 3 Don’t claim progress until 100% 4. Milestones with weighted values – S next slide See t lid 5. “Apportioned” – SSame % complete as some other i l h item 6. Fixed formulas (25/75, 50/50, etc) 40
  • 41. Workshop: Schedule Analysis • For the attached schedule • Identify the status date • What i the t t Wh t is th status of Deliverable 1? f D li bl • What is the status of Deliverable 2? • What i h Wh is the status of D li f Deliverable 3? bl • What can we do to recover the schedule? 41
  • 42. Performance Reporting • Is work being completed on schedule? • Is work being completed on budget? • Are ll A allocated resources being used efficiently? t d b i g d ffi i tl ? • What is the remaining work likely to cost? • What ill h final Wh will the fi l cost of the project b ? f h j be? • When will we likely finish? • What will the variance be? 42
  • 43. Earned Value EAC Cumulative cost BAC AC (actual cost) CV Cost Baseline = PV SV Variance At Completion EV (earned value) Time now Time 43
  • 44. Earned Value Exercise – Part 2 • After day one, the posts are complete and 25% of one the rails have been installed at a cost of $400 • Plot the AC, EV at the end of day one AC • Calculate the SV, CV, SPI, CPI • Calculate the EAC • St t any assumptions State ti 44
  • 45. Advanced Project Scheduling & Controls • Day 1 – Chapter 7 Resource Management – Chapter 8 Change Management & Earned Value • Day 2 – Chapter 9 Risk Management – Chapter 10 Advanced Scheduling Techniques – Reports p – Quiz 45
  • 46. Learning Objectives • Schedule resources • Create realistic project schedules by including schedule risk • Evaluate project metrics and prepare project performance reports f t • Use earned value management to identify change • A l best practices i scheduling projects Apply b i in h d li j • Prepare to sit for the scheduling examination from PMI or AACE 46
  • 47. Day 1 - Duration vs. effort-driven scheduling vs effort driven - Assigning resources - L lli resources Levelling - Crashing the schedule - Change management - Quantifying delay Q y g y - Earned value & schedule control 47
  • 48. The Duration / Work Pyramid W Duration = Work % Units o r k 48
  • 49. Workshop: Assigning Resources • Use the attached schedule for our case study • And the following resource database • Differentiate between effort-driven and duration-driven • Assign resources to the activities • If duration-driven – Assign duration, and calculate the corresponding duration work by each resource • If effort-driven – A i work, and calculate the corresponding Assign k d l l t th di activity duration • Consider resource costs 49
  • 51. Levelling Delay – Step 2 51
  • 52. Crashing • Shortening durations • Trade-off costs against the schedule, eg: – A ig additional resources Assign dditi l – Work overtime – W k weekends Work k d • Watch out for….? 52
  • 53. Change Management • Mechanisms to ensure accomplishment of project scope objectives, consistent with cost and time objectives • Avoid “creeping scope” and “creeping elegance” • May have Change Logs or Change Requests • Changes may be reductions in scope 53
  • 54. Earned Value and Schedule Control • Identify control accounts • Recall: – Can be at any level of WBS – May include one or more work packages, but each work package can only belong to one g y g control account • Looks at the quantity of work done at any one time • Does not replace schedule reporting and analysis – For good project control, need to combine with regular critical path schedule analysis 54
  • 55. Recall: Case Study Performance Reporting • April 16, the project manager sent Buddy Eagle the 16 skatepark drawings, so he could plan his routine • April 19, he called and said 19 said… "The skatepark's design is not safe" • He is proposing changes to the design • The Board held an emergency meeting to deal with this and accepted his suggestions on April 23 • Brainstorm the impact of this new information? 55
  • 56. The Business • Are we going to meet our objectives? • What is the estimated final cost of the project? • Does anything need to be changed? D thi g d t b h g d? • Do we need to explain anything to our customer? • Where are the i Wh h issues? ? • What are critical assumptions? • What opportunities do we have to improve? 56
  • 57. Day 2 - Identifying schedule risks - Assumptions analysis - Monte Carlo - Sh i Short-interval planning l l i - Rolling wave planning - Critical chain - Reports p - Quiz 57
  • 58. Schedule Risk, from... • Scheduling assumptions • Technical risks • Programmatic risks P g ti i k • Scheduling / estimating error • Building l i incorrectly B ildi logic i l – Blurring hard and soft logic • Schedule slippage may result from “scope creep” or changes 58
  • 59. Documenting Schedule Assumptions • Some of our assumptions will have been validated • For remaining assumptions, we ask: – Wh t is the lik lih d of th assumption being What i th likelihood f the ti b i g incorrect? – What is the impact on our project if it is not true? 59
  • 60. Monte Carlo Example • A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on individual tasks. • The outcomes are then used to generate a probability distribution for the project as a whole whole. 60
  • 61. Contingency Planning • Might identify recovery plans on the schedule • Or provide contingency allowances • How t H to calculate schedule contingency? l l t h d l ti g ? • Where to show contingency reserves in your schedule? • Be aware of organization’s risk tolerance PMBOK Guide 6.4.2.5 61
  • 62. Using Contingency ID WBS Task Name Baseline Actual Mar '09 Apr '09 May '09 Jun '09 Jul '09 Dur. Duration 22 01 08 15 22 29 05 12 19 26 03 10 17 24 31 07 14 21 28 05 239 7.4.5 Mobilization 35 days 19.5 days 24/04 240 7.4.5.1 Site office 3 days 3 days 0 days 241 7.4.5.2 Access Road 7 days 9 days 0 days 242 7.4.5.3 7453 Hoarding H di 10 days 10 d 7.5 days 75d 0 days 0 days 243 7.4.5.4 Hookups 3 wks 0 wks 0 wks 244 7.4.6 Mobilization Complete 0 days 0 days 27/04 245 8 Construction 730 days 730 days 0 days 0 days 246 8.1 Parking 140 days 0 days 247 8.1.1 Excavation 8 wks 0 wks 0 wks 248 8.1.2 Site Services 1 mon 0 mons 249 8.1.3 Forming P2 8 wks 0 wks 250 8.1.4 Forming P1 8 wks 0 wks 62
  • 63. Short-Interval Planning • Also known as “Look Ahead Schedule” Look-Ahead Schedule • Review tasks underway or recently completed • Pl th activities d i g next 2 reporting periods Plan the ti iti during t ti g i d using the master schedule • People leading the work MUST be involved – Site superintendent – T Team l d lead – Subcontractors • C Create a detailed activity list 63
  • 64. Rolling Wave Planning • Detailed planning for the near term • Less detailed planning (planning packages) for the longer term PMBOK Guide 1.2.1.3, 5.3.3.3, 6.1.2.3 64
  • 65. Critical Chain • An outgrowth of the “Theory of Constraints Theory Constraints” • Schedule shortenings of 15 - 30% are claimed PMBOK Guide 6.5.2.6 and Critical Chain, E.M. Goldratt, 1997, ISBN 0-88427-153-6 65
  • 66. Building Buffers • Resource buffers – To protect resources from multi-tasking • F di g buffers Feeding b ff – To protect the project’s critical chain • P j Project b ff buffer – To protect finish date 66
  • 67. PMI SP PMI-SP(SM) and AACE PSP Credentials
  • 68. PMI-SP(SM) Exam • Project Management Professional – Since 1984 • Scheduling Professional – Since 2008 • Let’s review the process... 68
  • 69. PMI-SP(SM) Qualification Process… • Go to www pmi org www.pmi.org – PMI-SP(SM) Credential Handbook (.pdf) • E Experience 5 000 or 3 500 h i 5,000 3,500 hours • Requires 30 or 40 scheduling course hours • J i PMI fi Join first • Exam fee $520 USD 69
  • 70. PMI-SPSM Examination • Based on PMI Scheduling Professional (PMI SPSM ) (PMI-SP Examination Specification • 170 multiple choice questions, 3.5 hours • Testing centers are at www 2test com www.2test.com • Home study and review is good (25-75 hours) • Passing grade is 70% • English only 70
  • 71. AACE PSP Qualification Process • Go to www aacei org www.aacei.org – Planning & Scheduling Professional Brochure & Application • Experience 8 years relevant professional experience OR • 4 years with relevant university degree • Join AACE first • Exam fee $300 USD 71
  • 72. AACE PSP Examination • Get AACE’sPlanning & Scheduling Professional AACE sPlanning Certification Study Guide • Exam is 7 hours • Apply to write at least 60 days ahead • Available June July December or in groups of 5 June, July, with appropriate proctor • Home study is required • Passing grade is 70% • In English only 72
  • 73. Procept’s Project Scheduling Certificate: • Project Management Essentials – 3 days • Or • P j t Management Essentials for C t t Project M g tE ti l f Contractors – 2 days • Microsoft Project Essentials – 2 days • Project Scheduling & Controls: – P j t S h d li g E Project Scheduling Essentials – 3 d ti l days – Advanced Project Scheduling & Controls – 2 days 73
  • 74. Upcoming Sessions • Project Scheduling Essentials – September 13-15 – NNovember 17 19 b 17-19 • Advanced Project Scheduling & Controls – DDecember 9 10 b 9-10 • Also available in-house • Can be delivered in stand-alone modules specific to your needs 74
  • 75. Learning Objectives • Introduce Procept’s Project Scheduling & Controls Procept s courses • Demonstrate some of the skills participants would acquire • Discuss the value of improved scheduling skills to your organization • Describe the AACE and PMI scheduling certifications 75
  • 76. Thank You! Questions? To schedule this course Call Rohit: 416-693-5559 x27 email: madan@procept com [email protected] Precision meets Expertise.