Project Scheduling & Controls Project Scheduling & Controls v2009.2 Dar ya Duma, PEng, PMP ® , PSP Precision meets Expertise.
Project Scheduling & ControlsProject Scheduling & Controls
v2009.2
Darya Duma, PEng, PMP®, PSPa ya u a, g, , S
Precision meets Expertise.
Outline
• Learning objectives• Learning objectives• Course Outline
C d ig d i t t• Course designer and instructors• Course content
PMI SP(SM) d AACE PSP ifi i• PMI-SP(SM) and AACE PSP certifications• Procept’s Scheduling Certificate
2
Learning Objectives
• Introduce Procept’s Project Scheduling & Controls • Introduce Procept s Project Scheduling & Controls courses
• Demonstrate some of the skills participants would • Demonstrate some of the skills participants would acquire
• Present some of the exercises and workshops in Present some of the exercises and workshops in the course
• Describe the AACE and PMI scheduling Describe the AACE and PMI scheduling certifications
3
Procept Scheduling Courses
• Project Scheduling Essentials• Project Scheduling Essentials– 3 days
Ad d P j t S h d li g & C t l• Advanced Project Scheduling & Controls– 2 days
P j S h d li C ifi• Project Scheduling Certificate– Later…
4
Prerequisites
• Minimum of 2 years experience in a project • Minimum of 2 years experience in a project management environment
• Introductory course in PM such as Project • Introductory course in PM, such as Project Management Essentials advisable
• Course in scheduling software or have hands-on Course in scheduling software or have hands on experience with scheduling software tool
5
Course Information
• Attendance (80%) 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• Will build schedule in software packages
• Microsoft Project• Primavera
• Not learning scheduling software
• The case study includes scheduling soft skills, construction, t l i ti t l i g d ITtelecommunications, event planning ,and IT
6
Course Themes
• Distinction between effort and duration driven• Distinction between effort and duration-drivenscheduling
• When to baseline• When to baseline• How to use the schedule baseline• Performance reporting• Performance reporting• Considerations in scheduling resources
7
Performance Reporting
• Participants work in teams• Participants work in teams• Daily assignment
P l f t f th t – Prepare an oral performance report for that assignment for the next morning
• A different person from the team will present every • A different person from the team will present every day
• Have in class time to prepare• Have in-class time to prepare• Data from Project Scheduling Essentials carried
over to the Advanced PSCover to the Advanced PSC
8
Course Designers and Instructors
• Darya Duma Vice President Procept Associates• Darya Duma – Vice-President, Procept Associates– Instructing since 1995
P ti i g PM i b t 1991 ith h i – Practicing PM since about 1991, with emphasis on methodology and scheduling software toolsAACE PSP certified– AACE PSP certified
9
Course Designers and Instructors
• Ralph Kuhn Senior Consultant Procept • Ralph Kuhn– Senior Consultant, Procept Associates
Practicing PM since late 1980’s– Practicing PM since late 1980 s– Training and consulting since late 1990’s
PMI SP certified– PMI-SP certified
10
Project Scheduling Essentials
• Day 1 • Day 1 – Chapter 1 Introductions– Chapter 2 Context of Schedule ManagementChapter 2 Context of Schedule Management– Chapter 3 Activity Sequencing & Logic Diagrams
• Day 2Day 2– Chapter 4 Developing a Project Schedule
• Day 3y– Chapter 5 Schedule Updates & Change Control– Chapter 6 Introduction to Earned Valuep
11
Learning Objectives
• Create effective project schedules• Create effective project schedules• Implement project schedule controls
U d l g t • Use earned value management • Evaluate project metrics and prepare project
performance reportsperformance reports• Apply best practices in scheduling projects
P t it f th PMI SP(SM) th AACE • Prepare to sit for the PMI-SP(SM), or the AACE 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• Project Planning• Facilitates preparation of project plan
A i t PM t id tif j t bj ti• Assists PM to identify project objectives• Assists PM to involve team members in the
planning process planning process • Establishes scheduling policies, procedures
P j t E ti• Project Execution• Controls the schedule• Reports on the schedule
AACE: PSP Certification Study Guide 14
Purpose of a Good Schedule
• For communication!• For communication!• A model of the project plan• Demonstrates to stakeholders how the project will 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
fproject team confidence15
WBS Development
Level 0
L l 1Level 1
Level 2
Level 3
WorkPackage
16
Hierarchy of SchedulesPhase Sequence Fiscal Weeks
Level 2 - Critical Path Control SchedulesSubproject Project 0154aany form of description
Subproject Project 087any form of description
Phase Sequence Fiscal Weeks01 05 10 15 20 25 30 35 40 45 50 52 01 05 10 15 20
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Subproject Project 1266any form of description
Subproject Project 1285any form of description
Subproject Project 087Close o t Phase o er
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Level 1 - Project Master Schedule
Close-out Phase over
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Level 3 – Contract Schedules
17
Project Master Schedule
• Can be developed early before detail known• Can be developed early, before detail known• Project phases, major milestones
I t t i ti t l• Important communication tool• May require adjustments after further detail
developeddeveloped.
18
Workshop 1: Create the WBS
• Use the Project Charter provided• Use the Project Charter provided• And the Scope we agreed upon
L t’ d l th W k B kd St t• Let’s develop the Work Breakdown Structure
19
Case Study
• Moving a nonprofit group to a new facility• Moving a nonprofit group to a new facility– Renovations
L d i g– Landscaping– IT and telecommunications
O i – Opening ceremony– Project management
20
Workshop 2: Create the Master Schedule
• Prepare a Master Bar Chart Schedule for the Boys
Schedule
• Prepare a Master Bar Chart Schedule for the Boys & Girls Club project
• Use Level 1 and some Level 2 deliverables from • Use Level 1 and some Level 2 deliverables from “approved” WBS
• Estimate durationsEstimate durations• Draw on flipchart• Show milestones• Show milestones• Indicate approval points• Keep this for future reference• Keep this for future reference
21
Estimating Techniques
• Analogous (“top down”) Estimate• Analogous ( top-down ) Estimate– Adjustments to actual estimate of a past project
P t i E ti t• Parametric Estimate– Uses measurable a characteristic such as feet
installed connection pointsinstalled, connection points– Any others?
B tt E ti t• Bottom-up Estimate– Detailed estimate
22
23
Assumptions
• Factors that are considered true real or certain • Factors that are considered true, real or certain without proof or demonstration*
• In estimating and setting dependencies we make • In estimating and setting dependencies we make assumptions
• Should be documented!Should be documented!• Could have an assumption log• Validated throughout the project• Validated throughout the project
– Often at the start of a phase• Eg: Existing conditions availability of resources• Eg: Existing conditions, availability of resources
24*PMBOK Guide Glossary
Precedence DiagramLandscapeLandscape
Design
7
Rough-in
8
Brickwork
12 FF +1
Flowerbeds
6
Plantings
5
PlantingsPlantingsFS -2
6
PostsLower Deck
5
Installation
FF +1
FS +2
4
Lower Deck
10 4
Upper Deck
8
25
Steps
4
Float
• Total float (or “slack”)• Total float (or slack )– Amount of time an activity can be delayed from
its early start without delaying the project finish its early start without delaying the project finish date
• Free floatFree float– Amount of time an activity can be delayed
without delaying any successor without delaying any successor • If total float is negative?
26PMBOK Guide 6.5.2.2
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 10Lower Deck 10
Upper Deck 8
Steps 4
Installation 4
27
Day 2Develop the Case Study Schedule- Develop the Case Study Schedule
- Add real-life scheduling details and t i tconstraints
- Fast-track the schedule
28
Workshop: “Yellow Sticky” Logic Diagram
2 Develop the logic diagram2. Develop the logic diagram3. Note assumptions on assumption log4 Calculate forward pass4. Calculate forward pass5. Mark the critical path
29
Workshop: Case Study Bar Chart
6 Transfer the logic onto a bar chart6. Transfer the logic onto a bar chart• Use your laptop and scheduling software
O Mi ft P j t ith fil CD (B&G • Or use Microsoft Project with file on CD (B&G WBS)
• Or use supplied graph paper (better to use • Or use supplied graph paper (better to use pencil)
• Keep track of assumptions!• Keep track of assumptions!
30
Workshop: Schedule Integration
• If you have Microsoft Project (MSP) or Primavera • If you have Microsoft Project (MSP) or Primavera, load the file
Boys&Girls gantt partlogic– Boys&Girls gantt partlogic• Otherwise use the paper copy handed out• Project Management deliverable has been added• Project Management deliverable has been added7. Let’s complete the dependencies
E t th d th i- Enter them or draw them in
31
Using Milestones in a Schedule
• Review point• Review point• Monetary release
A l• Approval• Completion of a deliverable
R d!• Reward!
32
Constraints
• An applicable limitation which will affect the • An applicable limitation which will affect the performance of the project*
• What are the scheduling constraints in a project?• What are the scheduling constraints in a project?• Could indicate externally imposed conditions
eg Cannot start landscaping until May 14– eg.Cannot start landscaping until May 14– Constraint:
C ld i diti il t• Could impose conditions on milestones– Desired launch date is September 5
C– Constraint: PMBOK Guide, Glossary 33
Viability Check
• Is the critical path still viable?• Is the critical path still viable?• Have we made additional assumptions?
A d ti li ti ?– And are our assumptions realistic?• Will we meet our objectives?
Will h i ?• Will we meet the constraints?– Are the constraints realistic?
• Do we still have enough float in the schedule?
34
Fast-Tracked Schedule Example 1
• Compare the two attached schedules• Compare the two attached schedules• They are the same project with the same scope• One is fast-trackedOne is fast tracked• Identify what has been fast-tracked• Identify the effectIdentify the effect
– Critical path– Float– Resources– Assumptions or risksp
35
Day 3
S h d l U d t- Schedule Updates
- Change Control- Change Control
- Performance Reportingp g
- Introduction to Earned Value
36
Playing Games with the Schedule
• Many project teams produce schedules only• Many project teams produce schedules only…– to satisfy a client or executive requirement
t t ll l “ h t th t t h ”– to tell people “what they want to hear”– increase chances of a successful claim
id f f il– to provide an excuse for failure
37
Schedule Reporting Methods
• Method 2: time scaled• Method 2: time-scaled– Enter actual start and completion dates, project
a completion date for current activitiesa completion date for current activities– Compare to “baseline”
baselineact / forecast
baseline
status date
38
39
Other Schedule Reporting Methods
3 Don’t claim progress until 100%3. Don t claim progress until 100%4. Milestones with weighted values
S t lid– See next slide5. “Apportioned”
S % l h i– Same % complete as some other item6. Fixed formulas (25/75, 50/50, etc)
40
Workshop: Schedule Analysis
• For the attached schedule• For the attached schedule• Identify the status date
Wh t i th t t f D li bl 1?• What is the status of Deliverable 1?• What is the status of Deliverable 2?
Wh i h f D li bl 3?• What is the status of Deliverable 3?• What can we do to recover the schedule?
41
Performance Reporting
• Is work being completed on schedule?• Is work being completed on schedule?• Is work being completed on budget?
A ll t d b i g d ffi i tl ?• Are allocated resources being used efficiently?• What is the remaining work likely to cost?
Wh ill h fi l f h j b ?• What will the final cost of the project be?• When will we likely finish?• What will the variance be?
42
Earned Value
EAC
Cumulative cost BAC
Cost Baseline = PVAC
(actual cost) CV(actual cost) CVSV
EV
Variance AtCompletion
43TimeTime now
EV(earned value)
Earned Value Exercise – Part 2
• After day one the posts are complete and 25% of • After day one, the posts are complete and 25% of the rails have been installed at a cost of $400
• Plot the AC EV at the end of day one• Plot the AC, EV at the end of day one• Calculate the SV, CV, SPI, CPI• Calculate the EAC• Calculate the EAC
St t ti• State any assumptions
44
Advanced Project Scheduling & Controls
• Day 1• Day 1– Chapter 7 Resource Management– Chapter 8 Change Management & Earned ValueChapter 8 Change Management & Earned Value
• Day 2– Chapter 9 Risk ManagementChapter 9 Risk Management– Chapter 10 Advanced Scheduling Techniques – Reportsp– Quiz
45
Learning Objectives
• Schedule resources• Create realistic project schedules by including
schedule risk • Evaluate project metrics and prepare project
f t performance reports • Use earned value management to identify change
A l b i i h d li j • Apply best practices in scheduling projects • Prepare to sit for the scheduling examination from
PMI or AACE
46
PMI or AACE
Day 1Duration vs effort driven scheduling- Duration vs. effort-driven scheduling
- Assigning resourcesL lli- Levelling resources
- Crashing the schedule- Change management- Quantifying delayQ y g y- Earned value & schedule control
47
The Duration / Work Pyramid
WWoDuration =
Work or
Duration % Units
k
48
Workshop: Assigning Resources
• Use the attached schedule for our case studyUse 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 Assign duration, and calculate the corresponding work by each resource
• If effort-drivenA i k d l l t th di – Assign work, and calculate the corresponding activity duration
• Consider resource costs
49
Showing Overallocation
50
Levelling Delay – Step 2
51
Crashing
• Shortening durations• Shortening durations• Trade-off costs against the schedule, eg:
A ig dditi l – Assign additional resources– Work overtime
W k k d– Work weekends• Watch out for….?
52
Change Management
• Mechanisms to ensure accomplishment of project • Mechanisms to ensure accomplishment of project scope objectives, consistent with cost and time objectivesobjectives
• Avoid “creeping scope” and “creeping elegance”• May have Change Logs or Change RequestsMay have Change Logs or Change Requests• Changes may be reductions in scope
53
Earned Value and Schedule Control
• Identify control accounts• Identify control accounts• Recall:
– Can be at any level of WBSCan be at any level of WBS– May include one or more work packages, but
each work package can only belong to one g y gcontrol 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 analysisregular critical path schedule analysis
54
Recall: Case Study Performance Reporting
• April 16 the project manager sent Buddy Eagle the
Reporting
• April 16, the project manager sent Buddy Eagle the skatepark drawings, so he could plan his routine
• April 19 he called and said• April 19, he called and said…"The skatepark's design is not safe"
• He is proposing changes to the design• He is proposing changes to the design• The Board held an emergency meeting to deal with
this and accepted his suggestions on April 23this and accepted his suggestions on April 23• Brainstorm the impact of this new information?
55
The Business
• Are we going to meet our objectives?• Are we going to meet our objectives?• What is the estimated final cost of the project?
D thi g d t b h g d?• Does anything need to be changed?• Do we need to explain anything to our customer?
Wh h i ?• Where are the issues?• What are critical assumptions?• What opportunities do we have to improve?
56
Day 2Day 2- Identifying schedule risks
Assumptions analysis- Assumptions analysis- Monte Carlo
Sh i l l i- Short-interval planning- Rolling wave planning- Critical chain- Reportsp- Quiz
57
Schedule Risk, from...
• Scheduling assumptions• Scheduling assumptions• Technical risks
P g ti i k• Programmatic risks• Scheduling / estimating error
B ildi l i i l• Building logic incorrectly– 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• Some of our assumptions will have been validated• For remaining assumptions, we ask:
Wh t i th lik lih d f th ti b i g – What is the likelihood of the assumption being incorrect?What is the impact on our project if it is not – What is the impact on our project if it is not true?
59
Monte Carlo Example
• A process which generates • A process which generates hundreds or thousands of probable performance outcomes based on probability distributions for cost and schedule on cost and schedule on individual tasks.
• The outcomes are then used to generate a probability distribution for the project as a wholea whole.
60
Contingency Planning
• Might identify recovery plans on the schedule• Might identify recovery plans on the schedule• Or provide contingency allowances
H t l l t h d l ti g ? • How to calculate schedule contingency? • Where to show contingency reserves in your
schedule?schedule?• Be aware of organization’s risk tolerance
61PMBOK Guide 6.4.2.5
Using Contingency
ID WBS Task Name BaselineDur.
ActualDuration 22 01 08 15 22 29 05 12 19 26 03 10 17 24 31 07 14 21 28 05
Mar '09 Apr '09 May '09 Jun '09 Jul '09
239 7.4.5 Mobilization 35 days 19.5 days
240 7.4.5.1 Site office 3 days 3 days
241 7.4.5.2 Access Road 7 days 9 days
242 7 4 5 3 H di 10 d 7 5 d
24/04
0 days
0 days
0 days242 7.4.5.3 Hoarding 10 days 7.5 days
243 7.4.5.4 Hookups 3 wks 0 wks
244 7.4.6 Mobilization Complete 0 days 0 days
245 8 Construction 730 days 0 days
0 days
0 wks
27/04
245 8 Construction 730 days 0 days
246 8.1 Parking 140 days 0 days
247 8.1.1 Excavation 8 wks 0 wks
248 8.1.2 Site Services 1 mon 0 mons
0 wks
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”• Also known as Look-Ahead Schedule• Review tasks underway or recently completed
Pl th ti iti d i g t 2 ti g i d • Plan the activities during next 2 reporting periods using the master schedule
• People leading the work MUST be involved• People leading the work MUST be involved– Site superintendent
T l d– Team lead– Subcontractors
C• Create a detailed activity list63
Rolling Wave Planning
• Detailed planning for the near term• Detailed planning for the near term• Less detailed planning (planning packages) for the
longer termlonger 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”• An outgrowth of the Theory of 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• Resource buffers– To protect resources from multi-tasking
F di g b ff• Feeding buffers– To protect the project’s critical chain
P j b ff• Project buffer– To protect finish date
66
PMI-SP(SM) and PMI SP and AACE PSP Credentials
PMI-SP(SM) Exam
• Project Management Professional • Project Management Professional
– Since 1984
• Scheduling Professional
Since 2008– Since 2008
• Let’s review the process...
68
PMI-SP(SM) Qualification Process…
• Go to www pmi org• Go to www.pmi.org– PMI-SP(SM) Credential Handbook (.pdf)
E i 5 000 3 500 h• Experience 5,000 or 3,500 hours• Requires 30 or 40 scheduling course hours
J i PMI fi• Join PMI first• Exam fee $520 USD
69
PMI-SPSM Examination
• Based on PMI Scheduling Professional (PMI SPSM ) • Based on PMI Scheduling Professional (PMI-SPSM ) Examination Specification
• 170 multiple choice questions, 3.5 hours
• Testing centers are at www 2test comTesting centers are at www.2test.com
• Home study and review is good (25-75 hours)
• Passing grade is 70%
• English only70
AACE PSP Qualification Process
• Go to www aacei org• Go to www.aacei.org– Planning & Scheduling Professional Brochure &
ApplicationApplication• Experience 8 years relevant professional
experience ORexperience OR• 4 years with relevant university degree• Join AACE first• Join AACE first• Exam fee $300 USD
71
AACE PSP Examination
• Get AACE’sPlanning & Scheduling Professional • Get AACE sPlanning & Scheduling Professional Certification Study Guide
• Exam is 7 hoursExam is 7 hours
• Apply to write at least 60 days ahead
• Available June July December or in groups of 5 • Available June, July, December or in groups of 5 with appropriate proctor
• Home study is requiredHome study is required
• Passing grade is 70%
• In English only• In English only
72
Procept’s Project Scheduling Certificate:
• Project Management Essentials 3 days• Project Management Essentials – 3 days• Or
P j t M g t E ti l f C t t 2 • Project Management Essentials for Contractors – 2 days
• Microsoft Project Essentials 2 days• Microsoft Project Essentials – 2 days• Project Scheduling & Controls:
P j t S h d li g E ti l 3 d– Project Scheduling Essentials – 3 days– Advanced Project Scheduling & Controls – 2
daysdays
73
Upcoming Sessions
• Project Scheduling Essentials• Project Scheduling Essentials– September 13-15
N b 17 19– November 17-19• Advanced Project Scheduling & Controls
D b 9 10– December 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 • Introduce Procept s Project Scheduling & Controls courses
• Demonstrate some of the skills participants would • Demonstrate some of the skills participants would acquire
• Discuss the value of improved scheduling skills to Discuss the value of improved scheduling skills to your organization
• Describe the AACE and PMI scheduling Describe the AACE and PMI scheduling certifications
75
Thank You!Questions?
To schedule this courseTo schedule this courseCall Rohit: 416-693-5559 x27email: madan@procept comemail: [email protected]
Precision meets Expertise.