04 Project Planning - Schedule
04 Project Planning - Schedule
04 Project Planning - Schedule
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Course Outline
1. 2. 3. 4. 5. 6. Project Management Framework Project Initiation Project Planning - Scope Definition Project Planning - Schedule Development Project Planning - Risk Management Project Planning - Budgeting
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Section Four
Project Planning Schedule Development
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component called schedule activity to provide a basis for estimating, scheduling, executing, monitoring and controlling the project works.
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Tools &Techniques
1. Decomposition 2. Templates 3. Rolling wave planning 4. Expert judgment 5. Planning component
Outputs
1. Activity List 2. Activity attributes 3. Milestone list 4. Requested changes
Decomposition
Subdividing project work package into smaller, more manageable components called schedule activities.
2.
Templates
A standard activity list or a portion of an activity list from a previous project. It can also contain a list of resource skills and their required hours of effort, identification of risks, expected deliverables, and other descriptive information.
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Milestones
Milestones are zero duration activities that show key events in the project: Project/Phase Start and Completion points Financial payments due date Key approval points
Completion of project deliverables
Design submitted/approved Ready for Acceptance (RFA) Provisional Acceptance Certificate (PAC) Final Acceptance Certificate (FAC) Site Ready For Installation (RFI) Equipment shipped/delivered to handover point Equipment custom cleared
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Activity List Activity attributes Includes the activity identifier, codes, description, predecessor, successor, logical relationship, .leads & lags, resource requirements, imposed dates, constraints and assumptions. Milestone list Identifies all milestones and indicates milestones is mandatory or optional. Requested changes
whether the
3.
4.
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Outputs 1. Project schedule network diagrams 2. Activity List (Updates) 3. Activity attributes (Updates) 4. Requested changes
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Dependency determination
1. Mandatory dependencies (Hard Logic)
Are those that are inherent in the nature of the work being done. They often involve physical limitations.
3. External dependencies
Are those that involve a relationship between project activities and non-project activities.
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Dependencies Relationships
(A) Finish-To-Start (B) Start-To Start
Predecessor Activity A Activity A Activity B Successor Activity B
(C) Finish-To-Finish
Activity A
(D) Start-To-Finish
Activity A
Activity B
Activity B
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6 FS 0
10
A (du = 4)
FS-3
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The
activity
resource
estimating
process
is
closely
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Tools &Techniques
1. Expert judgment 2. Alternatives analysis 3. Published estimating data 4. Project management software 5. Bottom-up estimating
Outputs
1. Activity resource requirements 2. Activity attributes (Updates) 3. Resource breakdown structure 4. Resource calendar (updates) 5. Requested changes
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2.
Resource Allocation
Assign the resources needed to each activity We can use the Responsibility Assignment Matrix to document this allocation
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Inputs
Tools &Techniques
1. Expert Judgment 2. Analogous Estimating 3. Parametric Estimating 4. Three point Estimating 5. Reserve Analysis
Outputs
1. Activity duration Estimates 2. Activity attributes (Updates)
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4. Reserve Analysis
Additional time frame, called reserve, buffer, or contingency, that can be added to the activity duration or elsewhere in the schedule as recognition of schedule risk.
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Inputs
1. Schedule Network Analysis 2. Critical Path Methods 3. Schedule Compression 4. What-if Scenario Analysis 5. Resource Leveling 6. Critical Chain Method 7. Project Management Software 8. Applying Calendars 9. Adjusting Leads and Lags 10. Schedule Model
Tools &Techniques
Outputs
1. Project Schedule 2. Schedule Model data 3. Schedule Baseline 4. Resource Requirements (updates) 5. Activity attributes (updates) 6. Project Calendars (updates) 7. Requested Changes 8. Project Management Plan (updates) - Schedule Management plan
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Jun
Jul
Aug
Sep
Oct
Nov
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Milestones Chart/Table Similar to bar chart, but only identify the scheduled start or completion of major deliverables.
Report progress to Management and Customer
Financials, Approvals, Deliverables, handover points
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Schedule Compression
Shortens the project schedule without changing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives. Focus on tasks on the critical (and near critical) path and seek ways to shorten Methods for schedule Compression
Crashing Fast tracking
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Schedule Compression
Crashing:
Cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost. Focus on shortening the duration of critical path tasks Normally involves More cost Examples:
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Increase number of work days/hours Knowledge 2008 Principles which you have available Shorten tasks for of Project Management
Schedule Compression
Fast Tracking:
Doing activities in parallel that would normally be done in sequence. Re-plan serial paths to be in parallel Overlap sequential tasks Fast tracking often results in rework and usually increases risk. Fast-tracking More risk
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B D
Expected duration (O+ 4*M +P) 6 Standard Deviation (P O) 6 0.67 0.67 1 0.33 0.44 0.44 1 0.11 Variance
A B C D
2 3 4 4
4 5 7 5
6 7 10 6
4 5 7 5
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Activity A B C D
Normal duration 4 5 7 5
Crash duration 2 4 6 4
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Draw the resource Histogram that shows the total number of resources needed during each time period of the project Smoothen the use resources across the project total duration to ensure that resources needed (shown on the histogram) do not exceed resources available (as per list of identified resources)
4.
Resource leveling
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Resource Leveling
300 275 250 225 200 175 150 125 100 75 50 25 0
Resource Histogram
Senior Designers
Resource Usage
16 23 30 6
13 20 27 6
13 20 27 3
10 17 24 1
15 22
Jan
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Apr
May
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