Generally Accepted Scheduling Principles Gasp Compiled

Preview:

Click to see full reader

DESCRIPTION

Globally accepted Planning and Scheduling tools and techniques

Citation preview

Introduction 1

Valid GASP 2

Effective GASP 3

4

5

IMS Integration 6

7

8

GENERALLY ACCEPTED SCHEDULING PRINCIPLES

Explains the meaning and use of GASP

A table showing the 5 main elements required to validate a schedule, its narrative and essential statement

A table showing the 3 main elements required to make a schedule effective

PASEG to GASP Shows the roadmap/matrix from the Planning and Scheduling Excellence Guide (PASEG) to the Generally Accepted Scheduling Principles (GASP)

Integrated Master

ScheduleDescribes how to use and manage an Integrated Master Schedule (IMS)

Integration of Management tools explained

IMS Architecture Explains the organizational structure of the Work Scope

Schedule Hierarchy Explains how to satisfy many project stakeholders the program should maintain several levels of hierarchy

9

10

11

12

13

14

15

16

17

18

Top down vs. Bottom up Planning

Explains how top down and bottom up planning are used and what they mean

Schedule Modeling

TechniquesList schedule modeling techniques and things to promote and things to avoid when using them

Level of Effort (LOE) Explains the meaning of LOE and things to avoid and things to promote when using it

Apportioned Effort (AE) Explains the meaning of apportioned effort and shows and example

Schedule Margin Explains the meanning of schedule margin to mitigate risk of not meeting contractual milestones and 2 methods to use it

Resource Loaded

SchedulesExplains the integration of Cost/Schedule to ensure they are link and traceable

Non-resource Loaded

ScheduleExplains how non-resource loaded schedule still can facilitate resource analysis and drive resource needs and mitigations

Subproject/External Schedule

Integration

Explains how customer and subcontractors schedules should be integrated with the main schedule

Interface Handoff

MilestonesExplains the benefits of having interface handoff milestones

Schedule Visibility Tasks Explains the meaning and alternative methods

19

20

Task Coding 21

22

23

24

25

Lag use 1 26

Lag use 2 27

28

Horizontal Traceability Explains its meaing and its importance

Vertical Traceability Explains its meaing and its importance

Essential process to ensure horizontal and vertical traceability explained

Baseline Change

ManagementExplains the importance of having a structured approach to changes in the baseline of the project

Rolling Wave Planning Rolling wave planning procedure explained

Schedule Performance

ReportingGraphic depicting schedule performance reporting

Schedule Penetration Graphic depicting the need for increase schedule penetration according to the associated risk

Advises on lag use and alternatives

Advises on lag use and alternatives

Desirable Programmatic Checklist for desirable programmatic conditions and the accompanying behaviors

29

IMS Analysis 30

31

32

33

34

35

36

37

38

Undesirable Programmatic Checklist for undesirable programmatic conditions and the accompanying behaviors

IMS metrics and their management value checklist

Acceleration Techniques Acceleration techniques checklist

Schedule Health

ChecklistSchedule health checklist

Schedule Health Sample Schedule health Sample

Schedule Margin

AssessmentHow to do it through the Project Life Cycle

Risk & Opportunity Processes

Checklist of Risk and Opportunities at different project stages

Critical Path Length Index Critical Path Length Index explanation

Critical Path Length Index

SampleCritical Path Length Index Sample

Baseline Execution Index BEI explanation

39

40

41

42

43

44

45

46

47

Current Execution Index CEI explanation

Schedule Rate Chart SRC explanation, things to promote and things to avoid

Duration Based vs. Scope Based % complete

Duration based vs. Scope based Percentage Complete

Business Rhythm 1 Business Rhythm for the analysis, status and maintenace of the IMS

Business Rhythm 2 Calendar of Business Rhythm

Business Rhythm 3 Weekly Calendar

Schedule Review

ChecklistSchedule Review Checklist

Vertical Horizontal Integration

Sample vertical horizontal integration

Earned Value Analysis (EVA) EVA Chart

48

49

50

51

Roles & Responsibilities

of Program Personnel

Describes the roles and responsibilities of Program Personnel

Task Naming Convention Recommendation on Task Naming Convention

Planner/Scheduler Skills

& TrainingRecommends the skills needed by a Planner/scheduler

Scheduling in the Production Environment

Scheduling in the Production Environment Explained

TO GO TO THIS SPREADSHEET

Introduction!A1

Valid GASP'!A1

Effective GASP'!A1

PASEG TO GASP!A1

IMS!A1

IMS Graphic'!A1

IMS Architecture'!A1

Schedule Hierarchy'!A1

Top down vs Bottom up'!A1

Schedule Modeling Techniques'!A1

Level of Effort'!A1

Apportioned Effort'!A1

Schedule Margin'!A1

Resource Loaded Schedules'!A1

Non-resource loaded Schedule'!A1

Subproject-External Sch. Integr'!Print_Area

Interface Handoff Milestones'!A1

Schedule Visibility Tasks'!A1

Horizontal Traceability'!A1

Vertical Traceability'!A1

Task Coding'!A1

Baseline Change Mgmt'!A1

Rolling Wave Planning'!A1

Schedule Performance Reporting'!A1

Schedule Penetration'!A1

Lag Use 1'!A1

Lag Use 2'!A1

Desirable Programatic'!A1

Undesirable Programmatic'!A1

IMS Analysis'!A1

Acceleration Techniques'!A1

Schedule Health Checklist'!A1

Schedule Health Sample'!A1

Schedule Margin Assessment'!A1

Risk & Opportunity'!A1

Critical Path Length Index'!A1

CPLI Sample'!A1

Baseline Execution Index'!A1

Current Execution Index'!A1

Schedule Rate Chart'!A1

Dur based vs Scope based % comp'!A1

Business Rhythm 1'!A1

Business Rhythm 2'!A1

Business Rhythm 3'!A1

Schedule Review Checklist'!A1

Vertical Horizontal Integration'!A1

EVAl'!A1

Roles & Responsibilities of PP'!A1

Task Naming Convention'!A1

Planner Scheduler Skills & T'!A1

Scheduling in Production '!A1

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GO TO THIS SPREADSHEET

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

C16
Options are: Most flexible Moderately flexible Least flexible
C17
Options are: Most flexible Moderately flexible Least flexible
C18
Options are: Most flexible Moderately flexible Least flexible
B19
Note A for assumptions, C for constraints
C20
This is a field you can use to identify risks by categories such as technological, personnel, etc.

TO GET BACK TO MAIN MENU:

B8
Options are: Green: On schedule/on budget Yellow: Somewhat behind schedule/somewhat over budget Red: Behind schedule/over budget
A28
In Row 7 there are 10 deliverables listed. This section allows you to explain each deliverable.

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

C6
Probability: 4: Highly likely/probable (76%-100%) 3: Likely (51%-75%) 2: Somewhat likely (26%-50%) 1: Unlikely/improbable (0%-25%)
D6
Impact: 4: Critical: Threatens the viability of the business or represents failure of the project 3: Severe: Threatens the achievement of business vision or severely reduces project benefits 2: Moderate: May delay achievement of the vision or reduce project benefits 1: Minimal/minor: No impact on business vision but may increase project costs and timescales
E6
Detectability: 4: Determined after impact has been realized 3: Realized upon trigger event 2: Immediately prior to trigger event; can be mitigated prior to trigger if monitored 1: Determined well in advance of occurrence or trigger event
G6
This is a field you can use to identify risks by categories such as technological, personnel, etc.
I6
Options are: Avoidance Transference Mitigation Acceptance Include a description of what actions are taken to implement the response.
L6
Options are: Open Closed

TO GET BACK TO MAIN MENU:

Info!A1

Issues Log

F6
Options are: 5: High 4: Medium-high 3: Medium 2: Low-medium 1: Low

TO GET BACK TO MAIN MENU:

Info!A1

Action Items

D6
Options are: Open Closed

Action ItemsTO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

Work Breakdown Structure

A6
igm:
D6
Options are: Open Closed

TO GET BACK TO MAIN MENU:

Info!A1

Roster

TO GET BACK TO MAIN MENU:

Info!A1

Roles and Responsibilities

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

Resource Commitment Matrix

TO GET BACK TO MAIN MENU:

Info!A1

Assumptions and Constraints

D6
Options are: A: assumption C: constraint
E6
Options are: Open Closed

TO GET BACK TO MAIN MENU:

Info!A1

Decision Log

D6
Who made the decision?
E6
Options are: Open Closed

TO GET BACK TO MAIN MENU:

Info!A1

Communication Plan

E6
Examples: E-mail Meeting
B7
Examples: Executive status report Team status report

TO GET BACK TO MAIN MENU:

Info!A1

Stakeholder Analysis

D6
Options are: 5: High 4: Medium-high 3: Medium 2: Low-medium 1: Low
E6
Options are: 5: High 4: Medium-high 3: Medium 2: Low-medium 1: Low

Stakeholder AnalysisTO GET BACK TO MAIN MENU:

Info!A1

Expectations

TO GET BACK TO MAIN MENU:

Info!A1

Change Control Log

C6
Options are: 5: High 4: Medium-high 3: Medium 2: Low-medium 1: Low
D6
Who identified the change needed?
F6
Date signed by contract owner rep
G6
Who will decide what action is taken on the change?
H6
Options are: In review Rejected Deferred Approved
J6
Options are: No Rev. #

TO GET BACK TO MAIN MENU:

Info!A1

Deliverable Acceptance Log

E6
Options are: In review Rejected Accepted

TO GET BACK TO MAIN MENU:

Info!A1

PERT Analysis

PERT AnalysisTO GET BACK TO MAIN MENU:

Info!A1

Delphi Exercise

TO GET BACK TO MAIN MENU:

Info!A1

Timesheet Totals

TO GET BACK TO MAIN MENU:

The more risk, more penetration needed

Info!A1

Timesheet

TO GET BACK TO MAIN MENU:

Info!A1

Initial Project Size Estimate

TO GET BACK TO MAIN MENU:

Info!A1

Resource Loading

TO GET BACK TO MAIN MENU:

Info!A1

Project Quality Metrics

Project Quality MetricsTO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

G2
Type in a customer number to automatically import the customer address from the "contacts" sheet. We distinguish 3 cases: 1. Customer number not found Address stays empty and you can always edit it manually. 2. One customer number found the address in this entry will be imported to "Billed To" area 3. More than one customer number found A dialog box will allow you to choose an address.
H2
Click the button below to obtain a unique invoice number from the database. If you click the button more than once without submitting the invoice to the database, the same invoice number will remain unique, therefore no invoice number is issued. This number equal to the maximum invoice number from the database + 1. You can manually enter a unique number. This field is mandatory
J2
Enter a date for this invoice, This field is mandatory. Today's date is the default value when the "New" button is clicked

TO GET BACK TO MAIN MENU:

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

Info!A1

TO GET BACK TO MAIN MENU:

TO GET BACK TO MAIN MENU:

Info!A1

Recommended

The GASP Large Programme with MUSE
Documents
Presentazione GASP Gruppo Acquisto Solidale Paladina
Food
44458777 Drama Gulp and Gasp by John Townsend
Documents
Planning & Scheduling Excellence Guide (PASEG)€¦ · 1 Planning & Scheduling Excellence Guide (PASEG) Purpose and Scope ..... 1 2 Generally Accepted Scheduling Principles (GASP
Documents
Final Report Girls in Action Sports Project (GASP)
Documents
Development of an Ambisonic Guitar System: GASP: Guitars
Documents
Speculate gasp 20120131
Documents
Diesel -Wood Smoke GASP
Documents
GASP Exhibitor Prospectus
Documents
Gasp speculate report 2011lr
Documents
Drama : Gulp and Gasp by John Townsend
Documents
Gulp & gasp
Technology
Gulp and Gasp
Education
Gulpand gasp
Education
Vier Grundmodelle der europäischen Integration – und ein ... · Gemeinsame Außen- und Sicherheitspolitik (GASP) Die Gemeinsame Außen- und Sicherheitspolitik (GASP) ist ein relativ
Documents
Oglethorp Oak (Quercus oglethorpensis): A Last Gasp
Documents
Gasp Rod Duct i on Success Story
Documents
GASP/WFIKKN Proteins: Evolutionary Aspects of Their …€¦ · GASP/WFIKKN Proteins: Evolutionary Aspects of ... Petit D, Blanquet V (2012) GASP/WFIKKN Proteins: Evolutionary Aspects
Documents
GLOBAL AVIATION SAFETY PLAN GASP 2020‐2022...GLOBAL AVIATION SAFETY PLAN GASP 2020‐2022 Mashhor Alblowi Flight Safety Officer, ICAO MID
Documents
SESSION 2 AFI/GASP-NASP... · 2020-01-28 · SESSION 2 1 Introduction to the Global Aviation Safety Plan (GASP) Overview • ICAO strategic objective in safety • What is GASP •
Documents