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CPM-200: Principles of CPM-200: Principles of Schedule ManagementSchedule Management
15th Annual International Integrated Program Management ConferenceNovember 16-19, Tyson’s Corner Virginia
Professional Education Program (Training Track) presented byPMI-College of Performance Management faculty
Lesson B : Critical Path Scheduling TechniquesLesson B : Critical Path Scheduling Techniques
Instructor
L. Sue Cooper562-797-4655
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Schedules -Foundation of EVMS
SCOPE( Technical )
Period of Performance
SCHEDULE( Time )
BUDGET / COST( Resources )
$ $
$ $
$ $
$ $
Schedules must be interrelated with scope and cost. All three pieces must be accurateto maintain an integrated baseline for successfully completing a given job.
The products/services thecontractor has agreed to
provide
The planned/actualexpenditure of
resources
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Objectives The objectives of this presentation are to discuss the
– Scheduling Process• Understanding of the schedule development process and the importance
of a valid schedule– Developing a Schedule Network
• How to construct a Precedence Diagramming Method (PDM) logic network
• The different types of relationships between activities– Network Calculations
• Define the meaning of critical path• Identification of the schedule critical path• How to calculate total float and free float• The difference between total and free float
– Schedule Baseline• Understand why a baseline is necessary• Baseline change approvals
– Status Updates• Accomplishment versus forecast
– Schedule Traceability• Definitions• Importance
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Schedule Topics
Scheduling Process Developing a Schedule Network Network Calculations
– Critical Path– Total Float– Free Float
Schedule Baseline Status Updates Schedule Traceability
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Planning/Scheduling
Planning (Think)– Defines the activities involved in the
project, their logical sequence, and their interrelationships
Scheduling (Do it)– Places the project and each of its activities
in a workable timetable
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The Scheduling Process
Define the objective – think Establish the organizational structure – think Establish the key milestones required to satisfy the objective – think Put key milestones in order of occurrence – schedule Define the activities required to accomplish the work – think Establish the logical relationships of the activities
– Calculate/analyze – schedule Estimate the duration of each activity – think Validate technical content, identify risks
– Make adjustments, as appropriate - think/schedule Commitment and approval
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Importance to Program Management
Common tool for project communication
Schedule baseline development
Critical path identification/analysis
A “snapshot” of program accomplishment to date
A look ahead at the forecast of completion
Basis for EAC development
Schedule risk analysis
“What if” analysis tool
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Precedence Diagramming Method (PDM)
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Developing a Schedule Network
A graphical representation of a project showing interrelationships of activities
When time estimates and computations are added – become the project schedule
B C D
F G H I
AE
J
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E 1011 01
Design Drawings
P 1011 01
Planning
10
Logical link to other tasks
Engineering WBS No. First Engineering task in the schedule for WBS 1011 = 01
Developing a Schedule Network
Activities must be coded so they can be easily identified and found in the schedule database
Every activity must have– Brief description– Duration– Relationship to other activities in the schedule
Smart Codes add capability
5
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A 01 a 10
Complete Staffing
10
Logical link to other tasks
IMP EventAccomplishment
Criteria
Developing a Schedule Network
IMP example – Event A, Post Award Conference– Accomplishment 01, IPTs staffed and chartered– Criteria a, IPT Contractor/Govt Team Members
Identified– Task No., Supporting Tasks
5
Task Number
A01a 20
Identify SPO Team
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Developing a Schedule Network
– Predecessor Activity Code
– Successor Activity Code
– Relationship
Start-to-Start (SS)
Finish-to-Start (FS)
Finish-to-Finish (FF)
– Lag
All tasks must have the Predecessor/Successors identified
Design Drawings Planning Tooling
Engineering Drawing Release Complete
Predecessor Activity Successor
ER
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* Finish-to-Start Finish-to-Finish
Start-to-Start
B cannot start until A finishes
B cannot finish until A finishes
B cannot start until A starts
* Most commonly used. 80-85% of the relationships in a network are FS
A B A
B
A
B
Developing a Schedule NetworkRelationship types
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Let’s Create a Network
Task A initiates the project
Task A precedes tasks B, C and D
Tasks B and C precedes E
Tasks C and D precede task F
Tasks E and F precede task G
Task G completes the project
Task A
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A
D
C
B
F
E
G
Let’s Build a Network
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A
D
C
B
F
E
G
Determine Durations
ATPContract Complete
3
5
3
4
4
2
1
How long will each activity take to complete?
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Total Float
Free Float
Project Duration
Early Dates
Late Dates
Critical Path Method
ATPContract Complete
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Critical Path Method
Critical Path Method (CPM)– A scheduling technique that defines all project
activities and their interrelationships
Critical Path (calculated)– Longest path of logically related activities through
the network which has the “least” Total Float– Defines project duration
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Critical Path Duration = 25 Time Units
Path A-B-D-H = 19 Time Units
Path A-F-G-H = 22 Time Units
Critical Path
(25 Time Units)
Calculating the Critical Path
A3
F6
B5
G6
D4
C6
E4
H7
Add up the durations along each path to Contract Complete
ATPContract Complete
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Network Calculations
Forward Pass– Calculates the earliest an activity can be done based on the
logical relationships and durations– Identifies the longest path through the network which is the
‘critical path’– Every activity will have an Early Start (ES) and an Early Finish
(EF) when the forward pass is complete
Backward Pass– Calculates the latest a task can be done based on the logical
relationships and durations before affecting the end date– Every activity will have a Late Start (LS) and a Late Finish (LF)
when the backward pass is complete
To calculate the Total Float the Forward and Backward pass must be complete
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ES + Duration -1 = EF
Adding activity duration to Early Start gives Early Finish
Produces
• Early Start• Early Finish
for each activity
3 3
Network Calculations–Forward Pass
ES EF
1 3 4 6
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Forward Pass
A6
F9
B3
G4
D7
C5
E5
H20
Start
1
1
Start with day 1
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Forward Pass
A6
F9
B3
G4
D7
C5
E5
H20
Start
1 6 7 11 12 20
21 22
1 3 4 10
4 8
11 14
Day 1 plus 6, -1 = 6 Next activity starts on the next day
Every activity has an Early Start and an Early Finish
ES EF
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Network Calculations–Backward Pass
LS = LF - Duration + 1
Subtracting activity duration to Late Finish gives Late Start
Produces
• Late Start
• Late Finish for each activity
4 2
10 13 14 15
15
LS LF
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Network Calculations–Backward Pass
A
6
F
9
B3
G4
D
7
C
5
E5
H
20
Start
22
22
Start with the latest Early Finish (EF)
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Network Calculations–Total Float
A6
F9
B
3
G4
D
7
C
5
E
5
H
20
Start
1
226 7 11 12 20
21
7 9 10 16
12 16
17 20
22
1
6 11 12 20
21
1 3 4 10 11 14
7
4 8
Late Finish – duration + 1
The LF of the preceding activity is one day earlier
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Network Calculations–Total Float
The amount of time an activity can be delayed or expanded before it impacts the project end date.
Difference between Early Finish and Late Finish calculates Float.
ES EF
30
15
30
15 45
60
15
LFLS
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The amount of time an activity can be delayed or expanded before it impacts the next activity.
Difference between the early start of the next activity minus the early finish of the preceding activity (minus 1) defines free float.
DFF = 0
FFF = 0 G
7 4 10
EFF = 2
5EF = 8
ES = 11 EF = 14 154 10
4
Will occur only when multiple activities constrain a single activity.
25
Network Calculations–Free Float
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Network Calculations –Total Float
A6
F9
B3
G4
D7
C
5
E5
H
20
Start
1
226 7 11 12 20
21
7 9 10 16
12 16
17 20
22
1
6 11 12 20
21
1 3 4 10 11 14
4 8
7
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Is there any ‘Free Float’ in this network?
Network Calculations - Total Float
A
6
F
9
B
3
G
4
D
7
C
5
E
5
H
20
Start
1
226 7 11 12 20
21
7 9 10 16
12 16
17 20
22
1
6 11 12 20
21
1 3 4 10 11 14
TF = 0
TF = 6TF = 6TF = 6
TF = 0TF = 0TF = 0
TF = 84 8
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Is there any ‘Free Float’ in this network?
Look at E & GLook At G & H
Network Calculations – Free Float
A6
F9
B3
G4
D7
C5
E5
H20
Start
1
226 7 11 12 20
21
7 9 10 16
12 16
17 20
22
1
6 11 12 20
21
1 3 4 10 11 14
TF = 0
FF = 6 TF = 6
TF = 6TF = 6
TF = 0TF = 0TF = 0
FF = 2TF = 84 8
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Notice – The Critical Path is also the path with the least amount of float
Network Calculations -Total Float
A6
F9
B3
G4
D7
C5
E5
H20
Start
1
226 7 11 12 20
21
7 9 10 16
12 16
17 20
22
1
6 11 12 20
21
1 3 4 10 11 14
TF = 0
TF = 6TF = 6TF = 6
TF = 0TF = 0TF = 0
TF = 84 8
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Preceding Succeeding Activity
Activity Activity Activity Duration Start Complete
A B, F 3 Apr 1 Apr 5
B A C, D 5 Apr 6 Apr 10
C B E 6 Apr 11 Apr 16
D B H 4 Apr 11 Apr 14
E C H 4 Apr 17 Apr 20
F A G 6 Apr 6 Apr 11
G F H 6 Apr 12 Apr 17
H D, E, G 7 Apr 21 Apr 27
Network Calculations – Calendar
Look at activity A – Duration of 3 with a start of Apr 1 & complete Apr 5????
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Non work days
Next activity starts on the first instant of next day
Activity starts on the first instant
of Day 1
Network Calculations–Calendar
Duration Start Complete
Activity A 3 Apr 1 Apr 5
1 2 31 2 3 4 5 6
Thu Fri Sat Sun Mon Tue
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Time Phased Bar Chart
Task Name Start Finish
ATP 3/17/03 3/17/03
Task A 3/17/03 3/19/03
Task B 3/20/03 3/26/03
Task C 3/20/03 3/24/03
Task D 3/20/03 3/25/03
Task E 3/27/03 4/1/03
Task F 3/26/03 3/27/03
Task G 4/2/03 4/2/03
Contract Complete 4/2/03 4/2/03
ATP
Contract Complete
F S S M T W T F S S M T W T F S S M T W T F S S M T W T F SMar 9, '03 Mar 16, '03 Mar 23, '03 Mar 30, '03 Apr 6, '03
Task Name Start Finish Duration
ATP 3/17/03 3/17/03 0 days
Task A 3/17/03 3/19/03 3 days
Task B 3/20/03 3/26/03 5 days
Task C 3/20/03 3/24/03 3 days
Task D 3/20/03 3/25/03 4 days
Task E 3/27/03 4/1/03 4 days
Task F 3/26/03 3/27/03 2 days
Task G 4/2/03 4/2/03 1 day
Contract Complete 4/2/03 4/2/03 0 days
ATP
0 days
0 days
2 days
3 days
0 days
3 days
0 days
Contract Complete
F S S M T W T F S S M T W T F S S M T W T F S S M T W T F SMar 9, '03 Mar 16, '03 Mar 23, '03 Mar 30, '03 Apr 6, '03
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Critical Path Definitions
Critical Path is the longest path The path that defines minimum project time
– The path with the least amount of float– The path on which any activity expansion/delay
lengthens the duration of the project Total Float
– The amount of time an activity can move with out impacting the end date
Free Float – The amount of time an activity can move with
out impacting another activity
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Schedule Baseline
A coordinated and approved schedule/plan.
Used to measure status against.
When integrated with cost the result is the Performance Measurement Baseline (PMB)
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Schedule Baseline
Schedule Baseline can change as a result of:– Contract Change Orders– Customer Redirection– Internal Replanning– Formal Reprogramming
Baseline changes require formal authorization
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Status UpdatesStatus Updates
Identify completed tasks
Identify and status activities in process(remaining duration)
Identify estimated start dates for tasks which were scheduled to have started prior to report date but have not
Check for activities worked out of sequence
Status updates do not require formal approval
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Measured against the approved baseline schedule
STEP 1. HOW MUCH WORK WAS ACCOMPLISHED?
STEP 2. WHEN WILL THE WORK COMPLETE?
(Accomplishment)
Time Now
Time Now
(Forecast Completion Date)
Status Updates
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Status Updates
Time now
Actual dates:
– Start date
– Finish date
Accomplishment
Remaining duration (how long it will take to finish)
What do I need to know to ‘status’ the schedule?
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Status Updates
Determine a “forecast” start or finish
– For activities started but not finished:• Remaining duration, how much longer will it take to
complete the work
– For activities scheduled to finish but are behind schedule:• Remaining duration• Assess the impact to succeeding activities in the network
– For activities not started:• Impact of preceding activities• Assess the impact to succeeding activities in the network
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Requires program coordination between IPTs and Scheduler Forecast dates on the schedule must be consistent with time
phased “Estimate To Complete” (ETC) Status continues against the baseline schedule
A recovery plan does not replace the baseline schedule.
Tasks may be re-sequenced, resources realigned, or effort redirected to reducethe current behind schedule conditions to the maximum extent possible.
Currently behind schedule but the baseline completion date will be met.
Time Now
Baseline completion date will not be met.The ETC phasing should be consistent with the schedule forecast dates
Recovery Plan
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Status Updates
Task Name Start Finish
ATP 3/17/03 3/17/03
Task A 3/17/03 3/19/03
Task B 3/21/03 3/31/03
Task C 3/22/03 3/26/03
Task D 3/23/03 3/27/03
Task E 4/1/03 4/4/03
Task F 3/28/03 3/31/03
Task G 4/7/03 4/7/03
Contract Complete 4/2/03 4/2/03
ATP
0 days
-3 days-3 days
0 days0 days
1 day
-3 days-3 days
1 day
-3 days-3 days
Contract Complete
3/9 3/16 3/23 3/30 4/6 4/13 4/20March April
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Schedule Traceability
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Schedule Traceability
The ability to readily track schedule dates, durations, status and revisions at all levels of schedule detail and between schedules at the same level of detail
– Horizontal Traceability– Vertical Traceability
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Schedule Traceability
Horizontal Traceability– A schedule dependency between performing
organization– Hand-offs between organizations, teammates,
subcontractors– Activities are dependent upon a preceding
activity• Predecessors have been identified• Successors have been identified
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Horizontal Traceability
DesignStart
SectionRelease
EngRelease
Delivery
FabTooling
ProcurementPlanning
Engineering
Manufacturing
Assembly
ATP
What does it look like?
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Vertical Traceability
A relationship between different levels of schedule detail– All milestones that appear on a higher level schedule
must be supported by the lower level schedules
– Higher level schedules typically constrain lower level schedules
– Different levels schedules must be linked by reference
– All levels of schedules must be integrated
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Vertical Traceability
2.1.9Mech
System
2.1.4Thrust
Structure
2.1.3Ctr Bod y
Str
2.1.7Propulsion
System
2.1.6Avionics System
2.1.5Engine System
2.1.8Thermal System
IntermediateSchedule
WBSLevel 2
WBSLevel 3
2.1 Common Booster Core
2.1.2Tank Assy
What does it look like?
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Schedule Traceability
Hand offs between organizations not properly coordinated or formalized (horizontal)
Level of detail schedules are not consistent
No top down schedule direction
No formalized process for linkage or roll-up
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Schedule Traceability
To achieve schedule traceability a formalized scheduling process must be in place for all ‘players’
– Common use of data fields by all participants
– Utilization of same processing cycle
– Disciplined status collection
– Disciplined Baseline change control
Strong interdivisional/functional coordination
Strong management support