A free information session on our new program "Project Scheduling & Controls".

1. Project Scheduling & Controls
v2009.2
Darya Duma, PEng, PMP®, PSP
a ya u a, g, S
Precision meets Expertise.

2. Outline
• Learning objectives
• Course Outline
• Course d ig
C designer and i t t
d instructors
• Course content
• PMI-SP
PMI SP(SM) and AACE PSP certifications
d ifi i
• Procept’s Scheduling Certificate
2

3. Learning Objectives
• Introduce Procept’s Project Scheduling & Controls
Procept s
courses
• Demonstrate some of the skills participants would
acquire
• Present some of the exercises and workshops in
the course
• Describe the AACE and PMI scheduling
certifications
3

4. Procept Scheduling Courses
• Project Scheduling Essentials
– 3 days
• Ad
Advanced Project Scheduling & Controls
d P j t S h d li g C t l
– 2 days
• P j
Project S h d li C ifi
Scheduling Certificate
– Later…
4

5. Prerequisites
• Minimum of 2 years experience in a project
management environment
• Introductory course in PM, such as Project
PM
Management Essentials advisable
• Course in scheduling software or have hands-on
hands on
experience with scheduling software tool
5

6. Course Information
• 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
• Microsoft Project
• Primavera
• Not learning scheduling software
• The case study includes scheduling soft skills, construction,
telecommunications, event planning ,and IT
t l i ti t l i g d
6

7. Course Themes
• Distinction between effort and duration driven
duration-driven
scheduling
• When to baseline
• How to use the schedule baseline
• Performance reporting
• Considerations in scheduling resources
7

8. Performance Reporting
• Participants work in teams
• Daily assignment
– P
Prepare an oral performance report for that
l f t f th t
assignment for the next morning
• A different person from the team will present every
day
• Have in class time to prepare
in-class
• Data from Project Scheduling Essentials carried
over to the Advanced PSC
8

9. Course Designers and Instructors
• Darya Duma – Vice President Procept Associates
Vice-President,
– Instructing since 1995
– P ti i g PM since about 1991 with emphasis
Practicing i b t 1991, ith h i
on methodology and scheduling software tools
– AACE PSP certified
9

10. Course Designers and Instructors
• Ralph Kuhn Senior Consultant Procept
Kuhn– Consultant,
Associates
– Practicing PM since late 1980’s
1980 s
– Training and consulting since late 1990’s
– PMI SP certified
PMI-SP
10

11. Project Scheduling Essentials
• Day 1
– Chapter 1 Introductions
– Chapter 2 Context of Schedule Management
– Chapter 3 Activity Sequencing & Logic Diagrams
• Day 2
– Chapter 4 Developing a Project Schedule
• Day 3
y
– Chapter 5 Schedule Updates & Change Control
– Chapter 6 Introduction to Earned Value
p
11

12. Learning Objectives
• Create effective project schedules
• Implement project schedule controls
• Use
U earned value management
d l g t
• Evaluate project metrics and prepare project
performance reports
• Apply best practices in scheduling projects
• P
Prepare t sit for the PMI-SP(SM), or the AACE
to it f th PMI SP th
Project Scheduling Professional (PSP) examinations
12

13. Day 1
- Context of Schedule Management
- Develop a Project Schedule
- Introduce Case Study
13

14. Scheduler’s Role
• Project Planning
• Facilitates preparation of project plan
• A i t PM to identify project objectives
Assists t id tif j t bj ti
• Assists PM to involve team members in the
planning process
• Establishes scheduling policies, procedures
• P j tE
Project Execution
ti
• Controls the schedule
• Reports on the schedule
AACE: PSP Certification Study Guide 14

15. Purpose of a Good Schedule
• For communication!
• A model of the project plan
• 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
project team confidence
f
15

16. WBS Development
Level 0
Level 1
L l
Level 2
Level 3
Work
Package
16

17. Phase Sequence Fiscal Weeks
Hierarchy of Schedules
01 05 10 15 20 25 30 35 40 45 50 52 01 05 10 15 20
Subproject Project 087
any form of description
Subproject Project 0154a
any form of description
Level 2 - Critical Path Control Schedules
xxxxxxxxxxx
Subproject Project 1266
mm xxx mm
any form of description
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Subproject Project 1285
any form of description
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Subproject Project 087 mm xxx mm mm xxx mm
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Close-out
Close o t Phase over
o er hfgskdjhejlall hfgskdjhejlall
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Level 1 - Project xxxxxxxxxxx
mm xxx mm
xxxxxxxxxxx
mm xxx mm
xxxxxxxxxxx
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hfgskdjhejlall
xxxxxxxxxxx
mm xxx mm
Master Schedule j123oueu
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Level 3 – Contract
Schedules
17

18. Project Master Schedule
• Can be developed early before detail known
early,
• Project phases, major milestones
• Important communication tool
I t t i ti t l
• May require adjustments after further detail
developed.
developed
18

19. Workshop 1: Create the WBS
• Use the Project Charter provided
• And the Scope we agreed upon
• L t’ develop the W k B kd
Let’s d l th Work Breakdown Structure
St t
19

20. Case Study
• Moving a nonprofit group to a new facility
– Renovations
– L d
Landscaping
i g
– IT and telecommunications
– O
Opening ceremony
i
– Project management
20

21. Workshop 2: Create the Master
Schedule
• Prepare a Master Bar Chart Schedule for the Boys
& Girls Club project
• Use Level 1 and some Level 2 deliverables from
“approved” WBS
• Estimate durations
• Draw on flipchart
• Show milestones
• Indicate approval points
• Keep this for future reference
21

22. Estimating Techniques
• Analogous (“top down”) Estimate
( top-down )
– Adjustments to actual estimate of a past project
• P
Parametric E ti t
t i Estimate
– Uses measurable a characteristic such as feet
installed,
installed connection points
– Any others?
• B tt
Bottom-up E ti t
Estimate
– Detailed estimate
22

23. 23

24. Assumptions
• Factors that are considered true, real or certain
true
without proof or demonstration*
• In estimating and setting dependencies we make
assumptions
• Should be documented!
• Could have an assumption log
• Validated throughout the project
– Often at the start of a phase
• Eg: Existing conditions, availability of resources
conditions
*PMBOK Guide Glossary 24

25. Precedence Diagram
Landscape
Rough-in Brickwork
Design
7 8 12
FF +1
Flower
FS -2 Plantings
beds
6 5
FF +1
Posts FS +2 Installation
Lower Deck
4 10 4
Upper Deck
8
Steps
4 25

26. Float
• Total float (or “slack”)
slack )
– Amount of time an activity can be delayed from
its early start without delaying the project finish
date
• Free float
– Amount of time an activity can be delayed
without delaying any successor
• If total float is negative?
PMBOK Guide 6.5.2.2 26

27. 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 10
Upper Deck 8
Steps 4
Installation 4
27

28. Day 2
- Develop the Case Study Schedule
- Add real-life scheduling details and
constraints
t i t
- Fast-track the schedule
28

29. Workshop: “Yellow Sticky” Logic Diagram
2.
2 Develop the logic diagram
3. Note assumptions on assumption log
4.
4 Calculate forward pass
5. Mark the critical path
29

30. Workshop: Case Study Bar Chart
6.
6 Transfer the logic onto a bar chart
• Use your laptop and scheduling software
• O use Microsoft Project with file on CD (B&G
Or Mi ft P j t ith fil
WBS)
• Or use supplied graph paper (better to use
pencil)
• Keep track of assumptions!
30

31. Workshop: Schedule Integration
• If you have Microsoft Project (MSP) or Primavera
Primavera,
load the file
– Boys&Girls gantt partlogic
• Otherwise use the paper copy handed out
• Project Management deliverable has been added
7. Let’s complete the dependencies
- E t them or draw them in
Enter th d th i
31

32. Using Milestones in a Schedule
• Review point
• Monetary release
• Approval
A l
• Completion of a deliverable
• Reward!
R d!
32

33. Constraints
• An applicable limitation which will affect the
performance of the project*
• What are the scheduling constraints in a project?
• Could indicate externally imposed conditions
– eg Cannot start landscaping until May 14
eg.Cannot
– Constraint:
• C ld i
Could impose conditions on milestones
diti il t
– Desired launch date is September 5
– C
Constraint:
PMBOK Guide, Glossary 33

34. Viability Check
• Is the critical path still viable?
• Have we made additional assumptions?
– A d are our assumptions realistic?
And ti li ti ?
• Will we meet our objectives?
• Will we meet the constraints?
h i ?
– Are the constraints realistic?
• Do we still have enough float in the schedule?
34

35. Fast-Tracked Schedule Example 1
• Compare the two attached schedules
• They are the same project with the same scope
• One is fast-tracked
fast tracked
• Identify what has been fast-tracked
• Identify the effect
– Critical path
– Float
– Resources
– Assumptions or risks
p
35

36. Day 3
- S h d l Updates
Schedule U d t
- Change Control
- Performance Reporting
p g
- Introduction to Earned Value
36

37. Playing Games with the Schedule
• Many project teams produce schedules only only…
– to satisfy a client or executive requirement
– t tell people “what they want to hear”
to t ll l “ h t th tt h ”
– increase chances of a successful claim
– to provide an excuse f f il
id for failure
37

38. Schedule Reporting Methods
• Method 2: time scaled
time-scaled
– Enter actual start and completion dates, project
a completion date for current activities
– Compare to “baseline”
act / forecast
baseline
status date
38

39. 39

40. Other Schedule Reporting Methods
3. Don t
3 Don’t claim progress until 100%
4. Milestones with weighted values
– S next slide
See t lid
5. “Apportioned”
– SSame % complete as some other i
l h item
6. Fixed formulas (25/75, 50/50, etc)
40

41. Workshop: Schedule Analysis
• For the attached schedule
• Identify the status date
• What i the t t
Wh t is th status of Deliverable 1?
f D li bl
• What is the status of Deliverable 2?
• What i h
Wh is the status of D li
f Deliverable 3?
bl
• What can we do to recover the schedule?
41

42. Performance Reporting
• Is work being completed on schedule?
• Is work being completed on budget?
• Are ll
A allocated resources being used efficiently?
t d b i g d ffi i tl ?
• What is the remaining work likely to cost?
• What ill h final
Wh will the fi l cost of the project b ?
f h j be?
• When will we likely finish?
• What will the variance be?
42

43. Earned Value
EAC
Cumulative cost BAC
AC
(actual cost) CV Cost Baseline = PV
SV
Variance At
Completion
EV
(earned value)
Time now Time 43

44. Earned Value Exercise – Part 2
• After day one, the posts are complete and 25% of
one
the rails have been installed at a cost of $400
• Plot the AC, EV at the end of day one
AC
• Calculate the SV, CV, SPI, CPI
• Calculate the EAC
• St t any assumptions
State ti
44

45. Advanced Project Scheduling & Controls
• Day 1
– Chapter 7 Resource Management
– Chapter 8 Change Management & Earned Value
• Day 2
– Chapter 9 Risk Management
– Chapter 10 Advanced Scheduling Techniques
– Reports
p
– Quiz
45

46. Learning Objectives
• Schedule resources
• Create realistic project schedules by including
schedule risk
• Evaluate project metrics and prepare project
performance reports
f t
• Use earned value management to identify change
• A l best practices i scheduling projects
Apply b i in h d li j
• Prepare to sit for the scheduling examination from
PMI or AACE
46

47. Day 1
- Duration vs. effort-driven scheduling
vs effort driven
- Assigning resources
- L lli resources
Levelling
- Crashing the schedule
- Change management
- Quantifying delay
Q y g y
- Earned value & schedule control
47

48. The Duration / Work Pyramid
W
Duration =
Work
% Units
o
r
k
48

49. Workshop: Assigning Resources
• Use 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
duration
work by each resource
• If effort-driven
– A i work, and calculate the corresponding
Assign k d l l t th di
activity duration
• Consider resource costs
49

50. Showing Overallocation
50

51. Levelling Delay – Step 2
51

52. Crashing
• Shortening durations
• Trade-off costs against the schedule, eg:
– A ig additional resources
Assign dditi l
– Work overtime
– W k weekends
Work k d
• Watch out for….?
52

53. Change Management
• Mechanisms to ensure accomplishment of project
scope objectives, consistent with cost and time
objectives
• Avoid “creeping scope” and “creeping elegance”
• May have Change Logs or Change Requests
• Changes may be reductions in scope
53

54. Earned Value and Schedule Control
• Identify control accounts
• Recall:
– Can be at any level of WBS
– May include one or more work packages, but
each work package can only belong to one
g y g
control 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 analysis
54

55. Recall: Case Study Performance
Reporting
• April 16, the project manager sent Buddy Eagle the
16
skatepark drawings, so he could plan his routine
• April 19, he called and said
19 said…
"The skatepark's design is not safe"
• He is proposing changes to the design
• The Board held an emergency meeting to deal with
this and accepted his suggestions on April 23
• Brainstorm the impact of this new information?
55

56. The Business
• Are we going to meet our objectives?
• What is the estimated final cost of the project?
• Does anything need to be changed?
D thi g d t b h g d?
• Do we need to explain anything to our customer?
• Where are the i
Wh h issues? ?
• What are critical assumptions?
• What opportunities do we have to improve?
56

57. Day 2
- Identifying schedule risks
- Assumptions analysis
- Monte Carlo
- Sh i
Short-interval planning
l l i
- Rolling wave planning
- Critical chain
- Reports
p
- Quiz
57

58. Schedule Risk, from...
• Scheduling assumptions
• Technical risks
• Programmatic risks
P g ti i k
• Scheduling / estimating error
• Building l i incorrectly
B ildi logic i l
– Blurring hard and soft logic
• Schedule slippage may result from “scope creep”
or changes
58

59. Documenting Schedule Assumptions
• Some of our assumptions will have been validated
• For remaining assumptions, we ask:
– Wh t is the lik lih d of th assumption being
What i th likelihood f the ti b i g
incorrect?
– What is the impact on our project if it is not
true?
59

60. Monte Carlo Example
• A process which generates
hundreds or thousands of
probable performance
outcomes based on
probability distributions for
cost and schedule on
individual tasks.
• The outcomes are then used
to generate a probability
distribution for the project as
a whole
whole.
60

61. Contingency Planning
• Might identify recovery plans on the schedule
• Or provide contingency allowances
• How t
H to calculate schedule contingency?
l l t h d l ti g ?
• Where to show contingency reserves in your
schedule?
• Be aware of organization’s risk tolerance
PMBOK Guide 6.4.2.5 61

62. Using Contingency
ID WBS Task Name Baseline Actual Mar '09 Apr '09 May '09 Jun '09 Jul '09
Dur. Duration 22 01 08 15 22 29 05 12 19 26 03 10 17 24 31 07 14 21 28 05
239 7.4.5 Mobilization 35 days 19.5 days 24/04
240 7.4.5.1 Site office 3 days 3 days 0 days
241 7.4.5.2 Access Road 7 days 9 days 0 days
242 7.4.5.3
7453 Hoarding
H di 10 days
10 d 7.5 days
75d 0 days
0 days
243 7.4.5.4 Hookups 3 wks 0 wks 0 wks
244 7.4.6 Mobilization Complete 0 days 0 days 27/04
245 8 Construction 730 days
730 days 0 days
0 days
246 8.1 Parking 140 days 0 days
247 8.1.1 Excavation 8 wks 0 wks 0 wks
248 8.1.2 Site Services 1 mon 0 mons
249 8.1.3 Forming P2 8 wks 0 wks
250 8.1.4 Forming P1 8 wks 0 wks
62

63. Short-Interval Planning
• Also known as “Look Ahead Schedule”
Look-Ahead Schedule
• Review tasks underway or recently completed
• Pl th activities d i g next 2 reporting periods
Plan the ti iti during t ti g i d
using the master schedule
• People leading the work MUST be involved
– Site superintendent
– T
Team l d
lead
– Subcontractors
• C
Create a detailed activity list
63

64. Rolling Wave Planning
• Detailed planning for the near term
• Less detailed planning (planning packages) for the
longer term
PMBOK Guide 1.2.1.3, 5.3.3.3, 6.1.2.3 64

65. Critical Chain
• An outgrowth of the “Theory of Constraints
Theory 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

66. Building Buffers
• Resource buffers
– To protect resources from multi-tasking
• F di g buffers
Feeding b ff
– To protect the project’s critical chain
• P j
Project b ff
buffer
– To protect finish date
66

67. PMI SP
PMI-SP(SM) and
AACE PSP Credentials

68. PMI-SP(SM) Exam
• Project Management Professional
– Since 1984
• Scheduling Professional
– Since 2008
• Let’s review the process...
68

69. PMI-SP(SM) Qualification Process…
• Go to www pmi org
www.pmi.org
– PMI-SP(SM) Credential Handbook (.pdf)
• E
Experience 5 000 or 3 500 h
i 5,000 3,500 hours
• Requires 30 or 40 scheduling course hours
• J i PMI fi
Join first
• Exam fee $520 USD
69

70. PMI-SPSM Examination
• Based on PMI Scheduling Professional (PMI SPSM )
(PMI-SP
Examination Specification
• 170 multiple choice questions, 3.5 hours
• Testing centers are at www 2test com
www.2test.com
• Home study and review is good (25-75 hours)
• Passing grade is 70%
• English only
70

71. AACE PSP Qualification Process
• Go to www aacei org
www.aacei.org
– Planning & Scheduling Professional Brochure &
Application
• Experience 8 years relevant professional
experience OR
• 4 years with relevant university degree
• Join AACE first
• Exam fee $300 USD
71

72. AACE PSP Examination
• Get AACE’sPlanning & Scheduling Professional
AACE sPlanning
Certification Study Guide
• Exam is 7 hours
• Apply to write at least 60 days ahead
• Available June July December or in groups of 5
June, July,
with appropriate proctor
• Home study is required
• Passing grade is 70%
• In English only
72

73. Procept’s Project Scheduling Certificate:
• Project Management Essentials – 3 days
• Or
• P j t Management Essentials for C t t
Project M g tE ti l f Contractors – 2
days
• Microsoft Project Essentials – 2 days
• Project Scheduling & Controls:
– P j t S h d li g E
Project Scheduling Essentials – 3 d
ti l days
– Advanced Project Scheduling & Controls – 2
days
73

74. Upcoming Sessions
• Project Scheduling Essentials
– September 13-15
– NNovember 17 19
b 17-19
• Advanced Project Scheduling & Controls
– DDecember 9 10
b 9-10
• Also available in-house
• Can be delivered in stand-alone modules specific
to your needs
74

75. Learning Objectives
• Introduce Procept’s Project Scheduling & Controls
Procept s
courses
• Demonstrate some of the skills participants would
acquire
• Discuss the value of improved scheduling skills to
your organization
• Describe the AACE and PMI scheduling
certifications
75

76. Thank You!
Questions?
To schedule this course
Call Rohit: 416-693-5559 x27
email: madan@procept com
madan@procept.com
Precision meets Expertise.