04 project planning - schedule
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Principles of Project Management
Hisham Rafik, MBA, PMPPresented By:
Principles of Project Management 2© Knowledge 2008
Course Outline
1. Project Management Framework
2. Project Initiation
3. Project Planning - Scope Definition
4. Project Planning - Schedule Development
5. Project Planning - Risk Management
6. Project Planning - Budgeting
Principles of Project Management 3© Knowledge 2008
Section Four
Project PlanningSchedule Development
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Project Planning Process
Scope Definition
Schedule Development
Risk Management Plan
Budgeting
Plan Compilation and Approvals
Principles of Project Management 5© Knowledge 2008
Project Planning ProcessSchedule development
1. Activity DefinitionConvert work packages to manageable tasks project activities
2. Activity SequencingSequence and link the tasks and milestones PERT chart (Network Diagram)
3. Activity Resource Estimating: Identify the resources available and Assign Responsibility for each task (or group of tasks) Responsibility Assignment Matrix
4. Activity Duration Estimating:Estimate the Duration for each activity Activity Duration Estimates
5. Schedule Development:Calculate the Critical Path and Develop project schedule GANTT Chart
Principles of Project Management 6© Knowledge 2008
Project Time Management1. Activity Definition
Identifying and documenting the work that is planned to be
performed.
Identifying the deliverables at the lowest level in the WBS
(work package)
Project work packages are decomposed into smaller
component called schedule activity to provide a basis for
estimating, scheduling, executing, monitoring and controlling
the project works.
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Inputs1. Enterprise
environmental factors
2. Organizational process assets
3. Project scope statement
4. WBS
5. WBS dictionary
6. Project management plan
Tools &Techniques
1. Decomposition2. Templates3. Rolling wave
planning4. Expert judgment5. Planning
component
Outputs1. Activity List2. Activity
attributes3. Milestone list4. Requested
changes
Project Time ManagementActivity Definition
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1. DecompositionSubdividing project work package into smaller, more
manageable components called schedule activities.
2. TemplatesA standard activity list or a portion of an activity list from a
previous project. It can also contain a list of resource skills and their required hours of effort, identification of risks, expected deliverables, and other descriptive information.
Project Time ManagementActivity Definition, Tools & Tech
Principles of Project Management 9© Knowledge 2008
3. Rolling wave planningRolling wave planning is a form of progressive elaboration planning, where the work to be accomplished in the near term is planned in detail at the low level of the WBS, while work far in the future is planned for WBS component that are at a relatively high level of the WBS.
Project Time ManagementActivity Definition, Tools & Tech
Principles of Project Management 10© Knowledge 2008
MilestonesMilestones are zero duration activities that show key events in the project:
Project/Phase Start and Completion pointsFinancial payments due dateKey approval points
Design submitted/approved Completion of project deliverables
Ready for Acceptance (RFA)Provisional Acceptance Certificate (PAC)Final Acceptance Certificate (FAC)
Equipment/Sites handover pointsSite Ready For Installation (RFI)Equipment shipped/delivered to handover pointEquipment custom cleared
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Project Time ManagementActivity Definition, Outputs1. Activity List2. Activity attributes
Includes the activity identifier, codes, description, predecessor, successor, logical relationship, .leads & lags, resource requirements, imposed dates, constraints and assumptions.
3. Milestone listIdentifies all milestones and indicates whether the milestones is mandatory or optional.
4. Requested changes
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Project Time Management2. Activity Sequencing
Activity sequencing involves identifying and
documenting the logical relationships among
schedule activities.
Sequencing can be performed by using project
management software or by using manual
technique.
Principles of Project Management 13© Knowledge 2008
Project Time ManagementActivity Sequencing
Inputs
1. Project scope statement
2. Activity List
3. Activity attributes
4. Milestone list
5. Approved change requests
Tools &Techniques1. Precedence
Diagramming Method (PDM)
2. Arrow Diagramming Method (ADM)
3. Schedule network templates
4. Dependency determination
5. Applying leads and lags
Outputs1. Project
schedule network diagrams
2. Activity List (Updates)
3. Activity attributes (Updates)
4. Requested changes
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The Network Diagram (PERT Chart)
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Guidelines for Developing a Network Diagram
Don’t worry about time estimates or drawing the network diagram to scale. Concentrate on the relationships. Make sure there is only one Start box and one End box.Every task must connect to another task or to the start or end of the project
Avoid Dangling activities Indicate key milestones in this network diagramRemember that this is a communication tool; it must be clear to all who use it.
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Dependency determination
1. Mandatory dependencies (Hard Logic)Are those that are inherent in the nature of the work being
done. They often involve physical limitations.
2. Discretionary dependencies (Soft Logic)Are defined by the project management team. They should be used with care (and fully documented), since they may limit later scheduling options.
3. External dependenciesAre those that involve a relationship between project activities and non-project activities.
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Dependencies Relationships
(A) Finish-To-Start
(B) Start-To Start
(C) Finish-To-Finish
(D) Start-To-Finish
Predecessor Successor
Activity A
Activity A
Activity B
Activity B
Activity A Activity B
Activity AActivity B
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Applying leads and lagsFinished to start- Activity (A) must finish before (B) can start
Finished to start (FS + 3wks lag)- Activity (A) Must be finished for 3 weeks before (B) can start- The start of activity (B) lags the finish of (A) by 3 week- The finish of A leads the start of B by 3 weeks
Finished to start (FS - 3wks lag) - Activity (B) can start three weeks prior to the finish of (A) .- The start of activity (B) leads the projected finish of (A) by 3 weeks- The finish of (A) lags the start of (B) by 3 weeks
1 3 4 5 6 7 10982
A (du = 4)
B (du=3)
A (du = 4)
B (du=3)
FS 0
FS+3
A (du = 4)
B (du=3)
FS-3
Principles of Project Management 19© Knowledge 2008
Project Time Management3. Activity Resource Estimating
Estimating schedule activity resource involves determining
what resources (persons, equipment, or material) and what
quantities of each resource will be used, and when each
resource will be available to perform project activities.
The activity resource estimating process is closely
coordinated with the cost estimating process.
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Project Time ManagementActivity Resource Estimating
Inputs1. Enterprise
environmental factors
2. Organizational process assets
3. Activity list4. Activity
attributes5. Resource
availability6. Project
management plan
Tools &Techniques
1. Expert judgment
2. Alternatives analysis
3. Published estimating data
4. Project management software
5. Bottom-up estimating
Outputs1. Activity resource
requirements2. Activity
attributes (Updates)
3. Resource breakdown structure
4. Resource calendar (updates)
5. Requested changes
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Activity Resource Planning1. Identify all needed/available resources for
the project:ManpowerMachinesMaterialMoney
2. Resource AllocationAssign the resources needed to each activityWe can use the Responsibility Assignment Matrix to document this allocation
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Responsibility Assignment Matrix
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Project Time Management4. Activity Duration Estimating
The process of estimating schedule activity durations uses information on schedule activity scope of work, required resource types, estimate resource quantities, and resource calendars with resource availabilities.Estimating the number of work periods required to complete an activity.
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Project Time ManagementActivity Duration Estimating
Inputs1. Enterprise environmental
factors2. Organizational process
assets3. Project Scope Statement4. Activity list5. Activity attributes6. Activity Resource
Requirements7. Resource Calendar8. Project management plan
• Risk Register• Activity Cost Estimates
Tools &Techniques
1. Expert Judgment
2. Analogous Estimating
3. Parametric Estimating
4. Three point Estimating
5. Reserve Analysis
Outputs1. Activity
duration Estimates
2. Activity attributes (Updates)
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Activity Duration Estimation Activity duration estimation depends on:
Number of resources assignedCapability of those resources to do the work
The person responsible for the activity should provide its duration estimate
Techniques for EstimationExpert judgmentAnalogous Estimating: Top-DownParametric Estimating: Quantitatively based duration3 point Estimating
Principles of Project Management 26© Knowledge 2008
Project Time ManagementActivity Duration Estimating, Tools & Tech
1. Analogous Estimating (Top-Down estimating)
Means using the actual duration of a previous, similar
activity as the basis for estimating the duration of a
future activity. It is frequently used to estimate
project duration when there is a limited amount of
detailed information about the project (e.g., in the early
phases)
Principles of Project Management 27© Knowledge 2008
Project Time ManagementActivity Duration Estimating, Tools & Tech
2. Parametric EstimatingDetermined by multiplying the quantity of work to be
performed by the productivity rate. (i.e., meter of cables,
tons of steel, number of drawings, etc.)
Expected Qty. for Activity A: 10 units
Productivity unit rate: 2 day / unit
Total duration: 20 days
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Project Time ManagementActivity Duration Estimating, Tools & Tech
3. Three point EstimatingMost LikelyOptimistic:- Based on a best scenarioPessimistic:- Based on a worst scenario
4. Reserve AnalysisAdditional time frame, called reserve, buffer, or contingency, that can be added to the activity duration or elsewhere in the schedule as recognition of schedule risk.
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Activity Duration EstimatesThree point estimating
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Activity Duration EstimatesThree point estimating
The Optimistic Time (O)
Is the minimum time an activity could take (the situation, where every thing goes well)
The Most Likely Time (M)
Is the normal time to complete the job. It is the time would occur most frequently if the activity could be repeated.
The Pessimistic Time (P)
Is the maximum time an activity could take (the situation, where bad luck is encountered at every step)
Expected Time = (O+ 4*M +P) /6
Standard Deviation = (P – O) / 6
Principles of Project Management 31© Knowledge 2008
Project Time Management5. Schedule Development
Schedule development means determining planned start and finish dates for project activities.Schedule Development analyzing activity sequences, activity durations, and resource requirements to create the project schedule.The schedule development process must often be iterated prior to determination of the project schedule.
Principles of Project Management 32© Knowledge 2008
Project Time ManagementSchedule Development
Inputs1. Organizational process
assets2. Project Scope
Statement3. Activity list4. Activity attributes5. Project Schedule
• Network diagram
6. Activity Resource Requirements
7. Resource Calendar8. Activity duration
Estimates9. Project management
plan• Risk Register
Tools &Techniques1. Schedule Network
Analysis2. Critical Path
Methods3. Schedule
Compression4. What-if Scenario
Analysis 5. Resource Leveling6. Critical Chain
Method7. Project
Management Software
8. Applying Calendars9. Adjusting Leads and
Lags10. Schedule Model
Outputs1. Project Schedule
2. Schedule Model data
3. Schedule Baseline
4. Resource Requirements (updates)
5. Activity attributes (updates)
6. Project Calendars (updates)
7. Requested Changes 8. Project Management Plan
(updates) - Schedule Management plan
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Critical Path Analysis (CPA)Forward path Project DurationBackward path Critical path and activity Float
Critical path = the longest continuous sequence of tasks in a networkFloat (Slack) = the maximum allowance for delay in an activity
Failures on the critical path are very serious, and will impact the delivery dateAs the project progresses, the critical path may change as a function of actual task performance; delays in non-critical path activities might make them critical
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1. Project Schedule• Project network diagram• Bar chart (Gantt chart)
Project Time ManagementSchedule Development, Outputs
Activity A
Activity B
Activity C
Activity D
Jun Jul Aug Sep Oct Nov
Principles of Project Management 35© Knowledge 2008
Project Schedule (GANTT Chart)Activity GANTT chart is used to:
Show project plan (all activities and milestones) on a time scale
What we are supposed to be doing at any moment of timeReport detailed project progress/status to project manager and project team
Where do we exactly stand now on all activities and milestones
Milestones Chart/Table Similar to bar chart, but only identify the scheduled start or completion of major deliverables.
Financials, Approvals, Deliverables, handover points Report progress to Management and Customer
Principles of Project Management 36© Knowledge 2008
2. Schedule Model Data
Supporting data for the project schedule includes at least the schedule milestones, schedule activities, activity attributes and documentation of all identified assumptions and constraints.
3. Schedule Baseline
Is the accepted and approved version of the project schedule.
Project Time ManagementSchedule Development, Outputs
Principles of Project Management 37© Knowledge 2008
Schedule CompressionShortens the project schedule without changing the project scope, to meet schedule constraints, imposed dates, or other schedule objectives.
Focus on tasks on the critical (and near critical) path and seek ways to shorten
Methods for schedule CompressionCrashing Fast tracking
Principles of Project Management 38© Knowledge 2008
Schedule Compression
Crashing:Cost and schedule tradeoffs are analyzed to determine how to obtain the greatest amount of compression for the least incremental cost.Focus on shortening the duration of critical path tasks Normally involves More costExamples:
Increase number of work days/hours Shorten tasks for which you have available resources
Principles of Project Management 39© Knowledge 2008
Schedule CompressionFast Tracking:
Doing activities in parallel that would normally be done in sequence.
Re-plan serial paths to be in parallelOverlap sequential tasks
Fast tracking often results in rework and usually increases risk.Fast-tracking More risk
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Expected Project duration = 14Project duration, standard deviation = 0.44 + 0.44 + 0.11 = 1.00
B
DCA
Variance Standard Deviation
(P – O)6
Expected duration
(O+ 4*M +P)6
PessimisticMost likely
OptimisticActivity
0.440.674642A
0.440.675753B
1171074C
0.110.335654D
Project Time ManagementSchedule Development
Principles of Project Management 41© Knowledge 2008
Crashing Cost B
DCA
Crash cost / day
Crash cost $Normal cost $Crash duration
Normal duration
Activity
10008000600024A
7505750500045B
5008500800067C
20008000600045D
Project Time ManagementSchedule Development
Principles of Project Management 42© Knowledge 2008
Activity Resource Planning1. Identify all needed/available resources for the project:
2. Resource Allocation
3. Resource UtilizationDraw the resource Histogram that shows the total number of resources needed during each time period of the project
4. Resource levelingSmoothen the use resources across the project total duration to ensure that resources needed (shown on the histogram) do not exceed resources available (as per list of identified resources)
Principles of Project Management 43© Knowledge 2008
0255075
100125150175200225250275300
9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22Jan Feb Mar Apr May
Senior Designers
Reso
urce
Usa
ge
Resource Histogram
Resource Leveling
Principles of Project Management 44© Knowledge 2008
Resource Leveling (Over-allocation)Tasks can be shifted or extended within their float. Use overtime to meet the demandUse of temporary helpContract out a portion of the workloadIncrease the size of the resource pool permanently. Select a portion of the workload to be delayed beyond its approved completion date (Nice-to-have).
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Resource Leveling (Under-allocation)
Tasks can be moved within their float to take advantage of the resource pool’s available time.Overtime can be eliminatedManagement can consider reducing the size of the resource poolLow-priority work can be moved up in the organization’s scheduleUse these periods to develop new methods for the cost-effective performance of the work of the resource pool.Cross-train staff during these periods.
Principles of Project Management 46© Knowledge 2008
Schedule Baseline
Is the accepted and approved version of the project schedule.
GANTT Chart
Milestone Chart (or table)
Network Diagram
Resource Histograms
Schedule Development Outputs
Principles of Project Management 47© Knowledge 2008
Project Planning ProcessSchedule development
1. Activity DefinitionConvert work packages to manageable tasks project activities
2. Activity SequencingSequence and link the tasks and milestones PERT chart (Network Diagram)
3. Activity Resource Estimating: Identify the resources available and Assign Responsibility for each task (or group of tasks) Responsibility Assignment Matrix
4. Activity Duration Estimating:Estimate the Duration for each activity Activity Duration Estimates
5. Schedule Development:Calculate the Critical Path and Develop project schedule GANTT Chart