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Presented to the Cascadia Chapter, SAVE International January 12, 2011 by: John Langer AVS, Principal John Langer Consulting
www.johnlangerconsulting.com 425-422-6986
Purpose of a Project
Fundamentals
Scheduling Philosophy Scheduling Terms and Definitions Types of Schedules Relationships Resources
When you dont know where you are going, it is hard to tell when you get there. Yogi Berra
Scheduling Philosophy
Why do you schedule? What do you schedule? When do you schedule?
Why do you schedule? Better manage the project Control change Satisfy customer or contractual requirements Monitor and measure progress against goals A schedule is a formalized method of managing time and resources
What do you schedule? Milestones Activities required by contract or customer Activities critical to the performance of the project Changes to the original plan A simple schedule that is used is far more valuable than the most detailed schedule created to satisfy a contractual requirement!
When do you schedule? Prior to, or at the beginning of a project. This schedule is referred to as the baseline At periodic intervals during the project. This is commonly referred to updating If there are changes in the scope of the project If the project is substantially behind or ahead of the baseline
Even if youre on the right track, youll get run over if you just sit there. Will Rogers
Common scheduling terms and what they mean Project Activity (Schedule or Task) Duration Relationship Bar Chart (Gantt)
Project A project is finite, it has a specific beginning and endpoints A project contains resources, typically time, money and people A project is measurable
Activity (Schedule or Task) The activity is the basic building block of a schedule An activity defines a measurable quantity of work
Duration Measurable unit to perform an activity Typically, durations are in work hours or work days Relationship The interdependency of one activity to another
Bar Chart (Gantt) Graphical representation of a group of activities making up a project, represented by bars along the horizontal time axis. Shows duration and planned sequence of activities Lag The time associated in the relationship between two activities. For example, stripping forms can not be completed until 10 days after concrete is placed. In this case, there is a 10 day lag between the activities
Critical Path The path or paths which are the series of activities having zero float and must be completed on their scheduled dates or the project is in jeopardy Milestone A point in time that signifies either the beginning or the end of a series of related activities. A milestone has zero duration
Float A measure of leeway in activity performance. Typical float types are free float and total float Free float is the amount of time that an activitys start can be delayed without affecting the early start of successor activities Total float is the amount of time in starting or finishing an activity that will not affect the completion of the project
Types of Schedules
Milestone Time Scaled Logic Network Bar or Gantt Charts PERT
Types of Schedules
Milestone (Level 1) List of milestones and dates Used to report at the summary level
Time Scaled Logic Network (Level 2) Graphical presentation of the schedule Lists activities and durations Shows logic ties and constraints
Milestone Chart
D1 D3 D5 D7 D9
Design Kitchen
Designer Selected
Plans Completed
Finalize Design
Program Evaluation & Review Technique (PERT) Level 2 Graphic view that allows for easy evaluation of the flow of a project
Task R
Task H
Bar or Gantt Chart (Level 3) Graphical presentation of the schedule Lists activities and durations May show logic Used for small projects
Design Kitchen
Select Designer
Create Plans
Finalize Design
Short duration schedules Derived from the master schedule Typically a bar chart Used for near-term planning Shows 2 weeks past, current week and 2 weeks forward
Relationships
Relationships are the interdependencies between one activity and another or group of activities The four types of relationships are: Finish-to-Start Start-to-Start Finish-to-Finish Start-to-Finish
Relationships (contd)
Finish-to-Start The most common type of scheduling activity relationship. Simply stated, the start of the next activity is dependent upon the completion of the previous activity For example, on a construction project you cant pour the concrete until the reinforcing steel is in place
Relationships (contd)
Start-to-Start Start-to-Start relationship implies that an activity can start once another specified activity has started For example, the design phase can start as soon as the permitting process has started
Relationships (contd)
Finish-to finish Finish-to-Finish relationship implies that the completion of an activity is dependent upon the completion of another activity. This relation ship is commonly used with start-to-start relationships For example, the software users manual can be started after the start of coding and testing but cant be completed until coding and debugging is completed
Relationships (contd)
Start-to-Finish Start-to-Finish relationship implies that an activity cant be completed until the predecessor activity has started This type of relationship is very rarely used
Resources
All projects consume resources! Resources are not just people: resources can include money, material, equipment, and more. How well these resources are allocated and monitored is a key measure of any projects success or failure
Resources (Contd)
Assigning resources to a project and monitoring and reporting against the schedule provides the project manager with: Ability to estimate remaining work Ability to prepare accurate progress payments Ability to provide historical data Ability to address changes
Activity Definition An activity must have a definable start and end An activity is used to develop a plan for completing a project that sequences and schedules each activity An activity is quantifiable and measurable
Sitework 310
Warehouse 320
Plant 330
Footings 03301
Mechanical 15000
Electrical 16000
Embeds 05510
Resources
Labor
Consumables
Material
Subcontract
Equipment
Logic and relationships Develop actual logic not placeholder logic Use conventional Finish-to-Start logic to develop relationships. This is the first pass at developing a schedule. As you refine the schedule you will incorporate Start-to-Start and Finish-to-Finish relationships
Calendars Is the project going to be scheduled in hours or days? Will there be work activities that are outside the normal work periods of the project? Will the project include week-ends and holidays?
Durations Does the duration of each activity seem practical and achievable? Nature of the task critical to the project or fill-in work? Durations should be no less than 2-3 days nor longer than 15 days
Resources What resources should be incorporated? Tie resources to the level of the activities A good place to begin assigning resources is from the budget or cost estimate
Resource Allocation
Team Building Matching Skills to Activities Estimating Hours Assigning to Activities Over allocated?
Resource Histogram
ber 11/17 300% 11/24 12/1 December 12/8 12/15 12/22 12/29 1/5 January 1/12 1/19 1/26 2/2 February 2/9 2/16 2/23 3/2 March 3/9 3/16 3/23 250%
200%
150%
100%
50%
30
100
170
200
224.96 Overallocated:
235
268.1
88.81
50
96.85
6.29
Graphi cs Support
Allocated:
Shows the group and/or individual workload against available resources Helps assess if the work can be done based on people involved
Constraints
Time Constraints
Dependency Constraints
Mandatory Dependencies Discretionary Dependencies External Dependencies
Updating / Progressing
Percent Complete Time Budget Physical Remaining Duration Remaining Work
A famous general once said To win the war, you must know the enemy. A famous project manager once said We have met the enemy and the enemy is change.
CHANGE
Change Requests
A result of most ongoing projects Change in scope Change in schedule Change in cost (on cost type contracts)
THATS IT