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How to Tame a Gorilla Program
© ProjectPro Corp. 1
How to Tame a Gorilla Program Critical Path 2.0 case study at SanDisk
How to Tame a Gorilla Program Critical Path 2.0 case study at SanDisk
ProjectPro Corp. www.ProjectProCorp.com
President ProjectPro Corp.
Specializes in Microsoft Project and Project Server
Presenter Intro: Eric Uyttewaal, PMP Presenter Intro: Eric Uyttewaal, PMP
BS, Engineering
MS, Business Administration
Author “Forecast Scheduling with
Microsoft Project 2010” &
“Dynamic Scheduling with Microsoft
Office Project 2003”
Formerly: Executive Director at IIL as
developer and manager of the Orange,
Blue, Black Belt certification curriculum
Email: [email protected]
Tel: 613-692-7778
© ProjectPro Corp.
What Situation Are You In? What Situation Are You In?
Single, Isolated Project
Master- or Subproject
No Resource-loading
A
B
Resources & Workload-leveled
C
D
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The Challenge of Scheduling Programs The Challenge of Scheduling Programs
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Drowning in the Data? Drowning in the Data?
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The SanDisk Situation: As-Is and As-Needed The SanDisk Situation: As-Is and As-Needed
As-Is:
– “System” is not linked to show interaction between schedules
– Manual syncing of dates
– Schedules are often suspected of being out-of-date
– Resource availability drives schedules
– “System” is labor-intensive
– Critical Path 1.0 technology
As-Needed:
– See complete CP across resource-leveled projects in program
– Find that CP in an easy way: Critical Path 2.0 technology
– Optimize the CP
– Critical Path 2.0 technology
© ProjectPro Corp.
How to Tame a Gorilla Program
© ProjectPro Corp. 2
The Program Was Considered to Be “In
Control” When (Verbatim)
The Program Was Considered to Be “In
Control” When (Verbatim)
The program schedule has at least ten major milestones (ten sub networks)
All subproject schedules are dynamic models that forecast the subprojects
– “Forecast Scheduling with Microsoft Project 2010 ” checklist
We have a detailed Critical Path to the next two major milestones
We have 90% confidence level (simulation) the next 2 major milestones would be completed on time
We have a high-level Critical Path (deliverables only) for entire program that forecasts on-time completion
© ProjectPro Corp.
1 of 2
© ProjectPro Corp.
The Program Was Considered to Be “In
Control” When (Visually)
The Program Was Considered to Be “In
Control” When (Visually) 2 of 2
?? % on time????
90% probability on time
90% probability on time
90% probability on time
90% probability on time
90% probability on time
90% probability on time
90% probability on time
90% probability on time
90% on time!!!
Our Reasons to Divide the Program into
Multiple Subprojects
Our Reasons to Divide the Program into
Multiple Subprojects
Delegate to a scheduler closer to the work
More than 2,000 tasks in the program
Multiple people need to update the master schedule
People are in different countries, in different time zones and speak different languages
© ProjectPro Corp.
Consequences of Multiple Subproject
Schedules
Consequences of Multiple Subproject
Schedules
Multiple schedulers have to adhere to scheduling guidelines for the program
Dependencies between schedules and a Critical Path that runs across schedules
Sharing resources across subprojects, perhaps even across programs
© ProjectPro Corp.
Why Re-integrating the Subproject Schedules? Why Re-integrating the Subproject Schedules?
Integrated Master Schedule
Subprojects with cross-project
dependencies
1. Identify and optimize the Critical Path into next milestone(s) 2. Determine appropriate buffers (deadlines) for handoffs 3. Report accurate forecasts on the program as a whole
© ProjectPro Corp.
Integrated Master Schedule (IMS)
and Program Critical Path
Integrated Master Schedule (IMS)
and Program Critical Path
© ProjectPro Corp.
Subproject A Subproject B Subproject C
Integrated Master Schedule (IMS)
How to Tame a Gorilla Program
© ProjectPro Corp. 3
Options for Managing the
Dependencies between Subprojects
Options for Managing the
Dependencies between Subprojects
1. Do Not Model Them - Coordinate dates manually in regular meetings! - no Critical Path
2. Model them using Deliverables feature - no Critical Path
3. Model them using Links-between-Projects feature - Links lost, duplicated or slow
4. Model them using PPMS add-in (ProjectPro Program Management Solution) + Critical Path, links protected
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PPMS Example Program “Write Book” PPMS Example Program “Write Book”
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PPMS: Identifying the Handoffs PPMS: Identifying the Handoffs
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Provider Project: ‘Publishing’ Receiver Project: ‘Authoring’
Outline Publisher hands ‘Outline’ to Authors
Task Name Handoff
Outline ‘Outline’ received from publisher by Authors
Task Name Handoff
PPMS Excel Dashboard - Lists all
Handoffs (Links between Subprojects)
PPMS Excel Dashboard - Lists all
Handoffs (Links between Subprojects)
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Dashboard Handoffs Program ‘Write Book’
Demo PPMS Demo PPMS
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How the IMS is Generated How the IMS is Generated
Create project files at function level
Identify all cross-project milestones in .MPP’s
Copy cross-project dependencies to .XLS file
Create cross-project links with PPMS
Level workloads at the program level
Identify Resource-Critical Path with CCP
Optimize Resource-Critical Path
Simulate to get high-confidence date (project buffer)
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How to Tame a Gorilla Program
© ProjectPro Corp. 4
Dealing with Shared Resources Dealing with Shared Resources
Model with Generic Resources first!
Optimize the IMS:
1. Adding idle resources to the most-Critical Path(s)
2. Moving resources from non-Critical to Critical Paths
3. Continue until resourcing is (perfectly) balanced
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How Leveling Affects the Critical Path 1.0 How Leveling Affects the Critical Path 1.0
Harry 9 D
Harry 6 D
write X
write Y
Harry 9 D
leveling
Harry 9 D
Harry 6 D Harry 6 D
write X
write Y
Before leveling:
After leveling:
Resource Dependencies Differ from
Logical Dependencies
Resource Dependencies Differ from
Logical Dependencies
A logical dependency imposes the sequence:
Harry
Harry
Write X
Write Y
Harry
Harry
Write X
Write Y
Write
OR
A resource dependency is a relationship between two activities where the sequence can be switched. The relationship is the sharing of the same resource:
Source: Forecast Scheduling with Microsoft Project 2010
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Hunting for the Critical Path in an IMS Hunting for the Critical Path in an IMS
Demo CCP in IMS
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IMS Critical Path into Next Major Milestone Workload-Leveled
IMS Critical Path into Next Major Milestone Workload-Leveled Critical Path Handoffs (PPMS) Critical Path Handoffs (PPMS)
How to Tame a Gorilla Program
© ProjectPro Corp. 5
Critical Handoff Milestones Critical Handoff Milestones
65 handoffs, but only 4 critical handoffs:
Critical Path End Date Critical Path End Date
Accumulated Leveling Delay = 72 days !!
Name Pre-leveled
Finish
Post-leveled
Finish
System Qual Complete, Rev. A 10 Jul 13 20 Sep 13
Critical Path Analysis Critical Path Analysis
MS Project 1 CCP 2
Unleveled Critical Path Yes Yes
Workload-Leveled Critical Path No Yes
Elapsed durations (ed) No Yes
Multiple Calendars No Yes
Logical Dependencies Yes Yes
Resource Dependencies No Yes
Most-Critical Path No Yes
Longest-Path No Yes
1 Critical Path 1.0 compliant 2 Critical Path 2.0 compliant
Tools Used Tools Used
Tool Supplier
Microsoft Project 2010 Microsoft Corp.
PPMS – to Link & Unlink schedules ProjectPro Corp.
CCP – for Critical Path analysis ProjectPro Corp.
Monte Carlo Simulation Al Rusnak
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Roadmap for the Pilot Program Roadmap for the Pilot Program
Forecast Scheduling and Forecasting Programs training
Review schedules to make sure guidelines are followed
ProjectPro provides software licenses:
– ProjectPro Program Management Solution (PPMS)
– Complete Critical Paths (CCP)
Create the Integrated Master Schedule (IMS)
Identify/optimize Critical Path of next major milestones
Do this for four consecutive weeks (=CSF)
Support from ProjectPro during the entire program
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Program Schedule Process Program Schedule Process
1. Generate Project Schedules
2. Add handoff Milestones and Codes
3. Update Project Schedules and submit to repository
4. Integrate Project Schedules to Program (PPMS)
5. Find Resource-Critical Path and Optimize (CCP)
6. Des-integrate: standalone Project Schedules (PPMS)
7. Update Handoff Milestone Dates
© ProjectPro Corp.
How to Tame a Gorilla Program
© ProjectPro Corp. 6
Determining the High-Confidence Date for
the Program
Determining the High-Confidence Date for
the Program
Task Duration Estimates:
– 50% Confidence durations
– 90% Confidence durations
MS Project Forecasts Finish Date (FF)
– Based on 50% confidence durations
High-Confidence Forecast Finish Date (HCFF)
– Including 90% confidence durations in Monte Carlo simulation
– HCFF - FF = Program Buffer
Only 1 buffer = Program Buffer
Bin Frequency Cumulative %
10/25/13 0 0.00% 10/29/13 2 0.20% 11/02/13 1 0.30% 11/06/13 1 0.40% 11/10/13 4 0.80% 11/14/13 9 1.70% 11/18/13 7 2.40% 11/22/13 35 5.90% 11/26/13 26 8.50% 11/30/13 61 14.60% 12/04/13 48 19.40% 12/08/13 76 27.00% 12/12/13 72 34.20% 12/16/13 59 40.10% 12/20/13 136 53.70% 12/24/13 65 60.20% 12/28/13 129 73.10% 01/01/14 58 78.90% 01/05/14 59 84.80% 01/09/14 50 89.80% 01/13/14 25 92.30% 01/17/14 34 95.70% 01/21/14 14 97.10% 01/25/14 12 98.30% 01/29/14 3 98.60% 02/02/14 4 99.00% 02/06/14 4 99.40% 02/10/14 0 99.40% 02/14/14 2 99.60% 02/18/14 2 99.80% 02/22/14 0 99.80% 02/26/14 0 99.80% 03/02/14 1 99.90% 03/06/14 0 99.90% 03/10/14 0 99.90% 03/14/14 0 99.90% 03/18/14 0 99.90% 03/22/14 1 100.00% 03/26/14 0 100.00% 03/30/14 0 100.00%
More 0 100.00%
Time Simulation Results:
Statistical Analysis - Resource leveled
Time Simulation Results:
Statistical Analysis - Resource leveled
25166445 System Qual Complete, Rev A
Mean 12/19/13
Standard Error .5496
Median 12/19/13
Mode 01/06/14
Standard Deviation 17.3814
Sample Variance 302.1142
Kurtosis .9349
Skewness 0.273146532
Range 145.3097222
Minimum 10/25/13
Maximum 03/19/14
Sum 41627042.5
Count 1000
Largest(1) 03/19/14
Smallest(1) 10/25/13
Confidence Level(95.0%) 1.0786
Time Simulation Results:
Frequency and Cumulative Histogram
Time Simulation Results:
Frequency and Cumulative Histogram
System Qual Complete, Rev. A Unleveled, forecast: 10 Jul 2013 Leveled, forecast: 20 Sep 2013 High Confidence: 09 Jan 2014
Program Duration: 542 Calendar Days Leveling Delay: +72 Calendar Days Program Buffer: +85 Work Days Critical Handoffs 4 out of 65
Time Simulation Results – Overview
Proof of Concept Schedules
Time Simulation Results – Overview
Proof of Concept Schedules
Differences between Single Project Schedule
and Subproject Schedule (that is part of IMS)
Differences between Single Project Schedule
and Subproject Schedule (that is part of IMS)
© ProjectPro Corp.
Single Project Subproject
• Complete Network Logic
• (Often) one Critical Path
• No external dependencies
• Multiple ending points in network
• Multiple Critical Paths
• Many external dependencies ---
Differences Single Project versus IMS schedule Differences Single Project versus IMS schedule
Single Project Integrated Master Schedule (IMS)
Network logic
Project schedule has one ending point in its network logic
Subproject schedules have multiple ending points, but IMS has one.
Cross-project dependencies
None Many
Critical Paths of interest
One Multiple, often ten or more
Critical activities
Each schedule has critical activities
Some subproject schedules have program-critical activities, others have none
Resource dependencies
Few
Many (for product-development programs in first-to-market companies)
© ProjectPro Corp.
How to Tame a Gorilla Program
© ProjectPro Corp. 7
Situations and the Tools You Need Situations and the Tools You Need
Single, Isolated Project
Master with Subprojects
No Resources Critical Path 1.0/2.0 MS Project CCP recommended
Critical Path 1.0/2.0 MS Project + PPMS + CCP
Resources & Workload-leveled
Critical Path 2.0 MS Project + CCP
Critical Path 2.0 MS Project + PPMS + CCP
© ProjectPro Corp.
CCP = Complete Critical Paths from ProjectProCorp.com PPMS = ProjectPro Program Management Solution from ProjectProCorp.com
Program Forecast Report: Buffer Consumption Program Forecast Report: Buffer Consumption
© ProjectPro Corp.
Key Benefits of This Approach for SanDisk Key Benefits of This Approach for SanDisk
Provides complete Critical Paths in workload-leveled programs:
– Real visibility on the dynamics in the program
– Shows the criticality of the resources (functions)
Allows to optimize resource needs and allocations
Allows to recover from slippages (what-if scenarios!)
Keeps all schedules standalone:
– schedules open fast, working offline, easy updating
Allows project-specific resource pools or shared pool
Provides high-confidence forecasts for product release dates
© ProjectPro Corp.
Integrated Master Schedule: Summary Integrated Master Schedule: Summary
Multiple subproject files can be linked
The real Resource-Critical Path can be identified
Schedule delays can be decreased or resolved
A 90%-probable commit-date can be calculated at the program level
The program can be forecasted continuously!
© ProjectPro Corp.
Our Recommendations Our Recommendations
1. Achieve agreement among stakeholders on when program is considered “in control.”
2. The more subproject schedules, the better
3. Protect unity of data at all cost!
4. Address differences in scheduling styles
5. Create autonomous subproject teams
6. Make resource names unique across the program
7. Use generic resources first to optimize the program as a whole (Time-to-Market!)
8. Use Critical Path 2.0 and compliant tools (CCP + PPMS)!
9. Standardize the WBS for sub schedules (see next slide)
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Standardized Levels of the WBS Standardized Levels of the WBS
Level 0 – Subprojects (=major component)
– Nouns (without verbs): e.g., ASIC, Firmware, Parts, Test Software, Reliability, Tested Parts
Level 1 – Subcomponents
– Nouns (without verbs): e.g., for ASIC: Subsystems, Top Design
Level 2 – Function
– Nouns (without verbs): e.g., for ASIC: Logic Design, Physical Design, FPGA Design, Documentation, Verification, Test Preparation, Package, Foundry, and Design Validation
Level 3 – Tangible Deliverables
– Nouns (without verbs): e.g., for ASIC: Preliminary, Trial and Final RTL; Preliminary, Trial and Final Synthesis and Layout; RTL, Gate Level Verification and multiple FPGA releases.
Lowest Level – Activities
– Use verbs (present/imperative tense) © ProjectPro Corp.