Project Scheduling & Controls

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 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

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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.