FasTraCra “When too much schedule compression leads to explosion”

Imad Alsadeq,OPM3, MSP, PMP, PMOC, PMI-RMP, MCP

“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only

FasTraCra

June, 2013

PMI Scheduling Conference, Orlando, Florida

EPMO Director, Ministry of Labor,

KSA, … by the way, I’m Egyptian

Consultant,

Trainer,

Author,

Translator, and

Speaker.

2

Ireland2011

• Stay Now and Here in your mind,

• Ask yourself and apply to your work,

• Listen as if you will explain this session to your colleague(s),

• Prepare your feedback.., questions or email.

3

Typical Story

FasTraCra Law

What if I do nothing?

What to do?

Conclusion.

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5

Typical Story What if I do nothing?

FasTraCra Law What to do?

• Market Demand

• Business Need

• Customer Request

• Technological Advance

• Legal Requirement

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7

Lets finish soon; we need cash,.. proof to the client we are the one.., no problem to

squeeze schedulers.

44% of business managers don’t

consult PM/ Scheduler before committing the expected project duration.

Source: Field Survey done by presenter where 108 PM professional actively participated.

8

1st Proposed Schedule

Start Estimated Finish

6 Month

9

82% of business Managers

Always/Usually/Frequently ask for schedule compression

31% 32%

19%14%

4% 0%

Source: Field Survey done by presenters where 108 PM professional actively participated.

I know there is something called

Fastrack and crash, let Him FasTraCra

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What your Manager thinks

you will do.

What you think of doing if schedule is

accepted.

What you are really doing.

What most of the top Mgmt/

Clients think you will do.

Nothing

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1st Proposed Schedule

Start Estimated Finish

6 Month

Compressed Schedule

Start Estimated Finish

4 Month

• Broken Sequence,

• Unrealistic Estimation, and

• Fire Fighting Management.

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Typical Story What if I do nothing?

FasTraCra Law What to do?

Project Management Success Project Success

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Stakeholders’ satisfaction

Project outcome added value

Competing Demands balancing

Contribution to the Org. Strategy

Project Success

• Project: Kodak’s New Advantix Photographic system– PMI recognized it as the 1997 International Project of

the Year

– Business Week selected the system as one of the best new products of 1996 (Adams, 1998).

• After the Project– Kodak's stock price has fallen 67% since the

introduction of the Advantix system

http://www.maxwideman.com/guests/metrics/abstract.htm

• Project: Sydney Opera House

– One of the most recognized buildings in the world

– For the year ended 30 June 2011, total income was about 120M

• Project Plan and budget

– Time Plan was 4 years – Finished after 14 years

– Budget was 7M – Actual cost about 102M

Adopted from: http://www.sydneyoperahouse.com

Adopted from my webinar “OPM - No retreat no surrender” OPM COP Dec, 2011

Stakeholders’ satisfaction

• Stakeholder Mgmt. Success

Project outcome added value

• Outcome Success

Competing Demands Balancing

• Project Management Success

Contribution to the Org. Strategy

• Strategic Success

Project Success

19Source: 2013 Project Management Institute, Inc. PMBOK® Guide 5th Edition

6.7Control

Schedule

20Source: 2011 PMI, Practice Standard for Project Estimating (Page 12)

21Source: 2011 PMI, Practice Standard for Project Estimating (Page 13)

• Evolution of Requirements

• Approved Change Requests

• Operational Problems

• Faulty Estimating

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• Schedule Compression: used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives.

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Time is money.

More is coming in the pipeline.

Some deliverables are time based.

The urgency of project outcomes.

Unbiased or biased Politics.

Source: 2013 Project Management Institute, Inc. PMBOK® Guide 5th Edition

6.6 Develop Schedule 6.7 Control Schedule

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• A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.

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A

B

A

B

• Only works if activities can be overlapped

• may result in rework and increased risk.

Source: 2013 Project Management Institute, Inc. PMBOK® Guide 5th Edition

• A technique used to shorten the schedule duration for the least incremental cost by adding resources.

• Only works for activities where additional resources will shorten the duration.

• May result in increased risk and/or cost.

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A woman can make a baby in 9 months, but 9 women can’t make a

baby in a month

Source: 2013 Project Management Institute, Inc. PMBOK® Guide 5th Edition

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1st Proposed Schedule

6 Month

Start

Compressed Schedule

4 Month

Actual Schedule

6 Month

Actual Schedule

12 Month

18 Month

44% The same

as the 1st Proposed Schedule

48% Double

to Treble of the 1st

Proposed Schedule

6% Less than the first Proposed Schedule

Source: Field Survey done by presenter where 108 PM professional actively participated.

2% answered others.

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FasTraCra

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Typical Story What if I do nothing?

FasTraCra Law What to do?

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Time is money.

More is coming in the pipeline.

Some deliverables are time based.

The urgency of project outcomes.

Unbiased or biased Politics.

More Time/Money

Pipeline stopped and hanged.

Lets think next time/year/chance.

Sorry we couldn’t do it.

Wrong President or Prisoner

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Typical Story What if I do nothing?

FasTraCra Law What to do?

StrategicMgmt.

OperationMgmt.

ProgramMgmt.

Strategic Objectives

Targeted Benefits

Finished Deliverables

New Capabilities

Completed Products

Achieved BenefitsUpdated Operation

Achieved

Targeted

Interact with

Environment

Change Forces

Alive Strategy

PortfolioMgmt.

ProjectMgmt.

ActivitiesTask Mgmt.

Better

Performance

Value

Source: Imad Alsadeq 2013, Organizational Project Management Templates (soon) 36

1. Build Trust

– Implement peer review

2. Communicate and Educate

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38Source: 2011 PMI, Practice Standard for Project Estimating (Page 39)

3. Explain the FasTraCra law

4. Say, "No," the right way

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40Source: 2011 PMI, Practice Standard for Project Estimating (Page 48)

5. Proper usage of Fast Track & Crash and NOTFast Track and Crash

6. More compression approaches

– Optimize lead and lag

– What-If Scenario Analysis

– Resource Leveling

– Applying/Changing Calendars

Compression isan OngoingTechnique

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• Seek to understand and to be understood why compression is needed and should be done properly..

• Believe, practices, and tell others that estimation and compressing are ongoing processes,

• Fast Track & Crash are good compression techniques unless it leads to FasTraCra explosion.

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Imad AlsadeqOPM3®, MSP®, PMP®, PMOC, PMI-RMP®, MCP

[email protected]

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