Scheduling 101Scheduling 101 The Basics of Best Practices

Elden F. Jones II, MSPM, PMP, CMIIElden.Jones@ThePMProfs.com@

The BuildThe Build

• Develop the WBSDevelop the WBS

• Define work packages

fi i i i• Define activities 

• Define logic 

• Define resources and work 

• Define timeframeDefine timeframe 

• Analyze the schedule

Work Breakdown Structure (WBS)Work Breakdown Structure (WBS)

• FunctionalFunctional

• Deliverable

b idLevel 1

• Hybrid

Level 2 Level 2Level 2 Level 2

Level 3 Level 3

WBS ‐ FunctionalWBS  Functional

Project A

System Engineering

Software Engineering

Project Management

Electrical Engineer

Mechanical Engineer

Software Designers Programmers Finance Schedule

WBS ‐ DeliverableWBS  Deliverable

Project A

Requirements Design Programmatics

System User High Level Detail Plans Monitoring/ Control

WBS ‐ HybridWBS  Hybrid

Project A

System Engineering

Software Engineering Programmatics

Requirements Design Prototype Build Plans Monitoring/ Control

Work PackageWork Package

Right WrongRight

• Use Verb‐Noun descriptors– Develop Outline

Wrong

• Use of non‐descriptive verbiage

– Perform Unit Test

– Pour footing

– System Engineering

– Program Management

– Plumbing

• Keep manageable (tasking 

– Plumbing

– Framing

• Large unrulyas well as resources)

Activities (aka; Task Step)Activities (aka; Task, Step)

• Breakdown of the work packages into actionableBreakdown of the work packages into actionable parts.

• Keep relatively smallp y– Within two reporting periods

– Normally no more than three weeks in planned duration (but this is really done under the timeframe process)

• Ensure they are measurable– Wrong – Develop code 25%

– Right   – Develop code outline

LogicLogic

• False LogicFalse Logiclogic used to arbitrarily modify the sequence of events in a schedule to bring about preconceived results in activity start and/or finish dates. (e.g. Doc 1 must finish before Doc 2 can start when the same resources are working both documents but th d t d t l t i th t h th )the documents do not relate in any other way to each other.)

• Soft Logiclogic used to shift references of schedule start and/or stop dates based on g / pperceived requirements within the activities. (e.g. Rough Plumbing must finish before Rough Electrical can start (though this is normal practice in construction, this is not hard logic).)

H d L i• Hard Logiclogic used which provides valid links between activities. (e.g. the foundation must be cured before the walls can be erected.)

Logic ‐ TypesLogic  Types

• Start‐to‐Finish (SF) – PStart to Finish (SF) Available, but use with EXTREME care

P

S• Finish‐to‐Finish (FF)

S S (SS)

P

S

S

• Start‐to‐Start (SS)

• Finish to Start (FS)

SP

S• Finish‐to‐Start (FS) –Most commonly used P

S

S

SNote: Always tie the finish of an activity.

Logic – Leads/LagsLogic  Leads/Lags

• Basic Guidelines– FS should not have lags

– Use percentages vice durations

L d b t b f l t hidi ti it b• Lags are used but be careful you are not hiding an activity by using them (e.g. concrete curing time)

• Leads are used to fast‐track, crash, or overlap activities (e.g. development may be planned to begin once an 80% solution i d i i li h d )in design is accomplished.)

Resources and WorkResources and Work

• Types– Consumable – Labor

– Non‐Consumable

• Work

– Material

– How much actual work by what type of resource is required? 

Use lowest common increments (days hours)– Use lowest common increments (days, hours)

– Not how long will it take (2 weeks, 1 month)

TimeframeTimeframe

• Resource efficiency factory– General rule of thumb is that you will get 6 hours of productive work 

from an 8 hour day

– Senior or excited “I love my job” personnel usually perform moreSenior or excited  I love my job  personnel usually perform more efficiently than new or “bored” personnel.

• Three‐point estimates to tm tptPERT Type9 10 11 10 00 +/ 10%– Empirical information is always best

– Do not allow +/‐ generic values

– 80/20 Rule – 80% best/worst case values

9 10 11 10.00 +/‐ 10%9 10 15 10.67 Risky5 10 12 9.50 Opportunity10 10 10 10.00 No three‐point

– Basic PERT formula for duration estimate• (to + 4tm + tp)/6

• MS Project: du= (du1 + 4du2 + du3)/6 j ( )/

AnalysisAnalysis• Constraint Dates

– Hard– Soft

• Critical Path– Longest path through the network 

l h• Critical Path• Not necessarily zero (0) float

– Near Critical Path– Near Critical Path– Risk Path

Analyze – Constraint DatesAnalyze  Constraint Dates

Hard SoftHard• Must Start On

M t Fi i h O

Soft• As Soon As Possible 

Default• Must Finish On

• Start No Later Than

h h

– Default 

– Early Start

• As Late As Possible• Finish No Later Than  • As Late As Possible – Just In Time

• Start No Earlier ThanStart No Earlier Than

• Finish No Earlier Than

Analyze – Building the ScheduleAnalyze  Building the Schedule69 3 17 235 14 14 17

DB C

11 1 18 246 15 15 18

A FE I

5 127 20 5 12 245 12 24 26

0 00 00 5 12 245 12 24 26

3 115 8 8 19

H G

5 510 13 13 24

EarlyStart Duration Early

Finish

Late

Task Name

Late Start Float LateFinish

Analyze – Critical PathAnalyze  Critical Path17 6 235 9 14 14 3 17

D

18 1 24

B

6 1 15

C

15 1 18

A

0 5 5

F

12 12 24

E

5 7 12

I

24 2 26

5 3 8 8 11 19

0 0 5 12 0 245 0 12 24 0 26

H

10 5 13

G

13 5 24

Analyze – Near Critical PathAnalyze  Near Critical Path17 6 235 9 14 14 3 17

D

18 1 24

B

6 1 15

C

15 1 18

A

0 5 5

F

12 12 24

E

5 7 12

I

24 2 26

0 0 5 12 0 245 0 12 24 0 26

5 3 8 8 11 19

H

10 5 13

G

13 5 24

Analyze – Risk PathAnalyze  Risk Path17 6 235 9 14 14 3 17

D

18 1 24

B

6 1 15

C

15 1 18

A

0 5 5

F

12 12 24

E

5 7 12

I

24 2 26

0 0 5 12 0 245 0 12 24 0 26

5 3 8 8 11 19

H

10 5 13

G

13 5 24

AssessmentsAssessments

• A few tools exist for automated compliance, thoughA few tools exist for automated compliance, though easy calculations can be made depending on the scheduling tool of choice.– They do not check for technical accuracy

– They only check on basic building blocks

• Some tools are:– Schedule Detective Pro (www.PMMetrics.com)

TM– OnTrackTM Schedule Assessment 

( www.cognitive‐technologies.com)

Example Assessment CriteriaExample Assessment Criteria

• Defense Contract Management AgencyDefense Contract Management Agency (DCMA) 14 Point Assessment– Some basic measure of a schedule’s health– Some basic measure of a schedule s health

– The vast majority of the best practice rules apply.

DCMA 14 PointDCMA 14 Point

• Has nothing to do with the feasibility of theHas nothing to do with the feasibility of the schedule nor technical achievability.

• Start with some basic info gathering firstg g– TT = Total Task Count (Exclude Summary, LOE, Zero 

Duration or Milestone)

– CT = Complete Task Count (subset of TT with AF =< Status Date)

– IT = Incomplete Task Count (subset of TT w/o AF)– IT = Incomplete Task Count (subset of TT w/o AF)

– BT = Baseline Task Count (subset of TT with BF =< Status Date)

DCMA 14 Point (Cont)DCMA 14 Point (Cont)

1. Logic test1. Logic test– IT missing predecessor and/or successor

– <= 5%

2. Leads– IT with negative Lag (Lead)

– Zero (0) goal

3. Lags– IT with positive Lag

– <=5%

DCMA 14 Point (Cont)DCMA 14 Point (Cont)

4. Relationship Types4. Relationship Types– IT with predecessor

– FS =>90%

5. Hard Constraints– IT with other than ASAP constraint type

– MFO + MSO + SNLT + FNLT <=5%

6. High Float– IT with Total Float > 44 days

– =<%5

DCMA 14 Point (Cont)DCMA 14 Point (Cont)

7. Negative Float7. Negative Float– IT with total float < 0

– Zero (0) goal

8. High Duration– IT with Du > 44d with BL Start within rolling 

(planning) period

– <=5%

DCMA 14 Point (Cont)DCMA 14 Point (Cont)9. Invalid dates

– TT with planned start/finish < status date or– TT with planned start/finish < status date or– TT with actual start/finish > status date– Zero (0) goal

10. Resources– IT without costs assigned

( )– Zero (0) goal

11. Missed TasksTT with BF <= Status date and AF/PF > BF– TT with BF <= Status date and AF/PF > BF

– <=5%

DCMA 14 Point (Cont)DCMA 14 Point (Cont)

12. Critical Path Test12. Critical Path Test– Insert Remaining Duration of 600d into a CP task

– Project finish should move proportionately

13. Critical Path Length Index (CPLI)– (CP Length + Total Float)/CP Length

– > 1.0 good; < 1.0 bad

14. Baseline Execution Index (BEI)– Using TT; CT/BT

– > 1.0 good; < 1.0 bad

ConclusionConclusion

• Develop the WBSDevelop the WBS

• Define work packages

fi i i i• Define activities 

• Define logic 

• Define resources and work 

• Define timeframeDefine timeframe 

• Analyze the schedule

QuestionsQuestions

Who is Elden Jones?Who is Elden Jones?• Project management arena for over 25 years • Experiences in DoD, DoJ, State & Local government, private sector• Experiences in IT/IS, Aeronautical, Construction, and PetrochemicalExperiences in IT/IS,  Aeronautical, Construction, and Petrochemical• Clients include Fortune 500 firms• Heavily involved with PMI:

– San Diego Chapter – Various SIGs/COPs– Standards development – PMI Global BoD committee volunteer

• Teaches– PMP Prep

PM Certificate (SDSU UCSD)– PM Certificate (SDSU, UCSD)– Various PM relevant lecture circuits

• Concentrations– Project/Program Management – Risk Management– Master Scheduling – Configuration Management