BC205Project & Vendor Management

Seminar 10:Seminar 10:Time Management (part II)

Neerja Sethijaneerja@ntu.edu.sg

Learning ObjectivesLearning Objectives

Understand the various techniques for schedule compression pUnderstand the “control schedule” processprocess

Readings

Chapter 6: Project Time Management

Ti M t PTime Management Processes

Schedule CompressionSchedule Compression

Schedule Compression shortens the project schedule to meet schedule constraints,schedule to meet schedule constraints, imposed dates, or other schedule objectivesobjectivesSchedule Compression Techniques

CrashingCrashing Fast trackingDescopingDescoping

CrashingCrashing

Crashing is a technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost.

l h l h k d d hReanalyze the critical path tasks and reduce the duration of some of the tasks, if possibleAdd more resources to critical path tasksAdd more resources to critical path tasks

Examples – approving overtime, bringing in additional resources

Crashing Example

Before Crashing

After Crashing

Fast TrackingFast Tracking

Fast Tracking is a duration compression technique that looks for:

Opportunities to overlap the work on the critical path

T k 4 b t t d ft th fi t t d fTask 4 can be started after the first two days of work are completed on Task 1

Do critical path tasks in parallel instead of o c t ca pat tas s pa a e stead osequentially

Tasks 5 & 6 can be done in parallel

Fast Tracking Example

Before FastBefore Fast Tracking

After Fast Tracking

Descoping

Descoping is a duration compression technique that focuses on removing worktechnique that focuses on removing work from the projectWhen you descope you remove or changeWhen you descope, you remove or change one or more of the following:

Features of the productFeatures of the productFunctionality of the product

Time Management Processes

Control Schedule

Process of monitoring the status of the project to update project progress andproject to update project progress and manage changes to the schedule baseline

Variance AnalysisVariance Analysis

Variance analysis involves looking at the difference between the planned and actual work.You must look at each task in step-by-step p y pfashion to determine the amount of variance, if any.yDetermine the impact of the variance on the entire project and take corrective action ifentire project and take corrective action if actual performance is behind planned performance

Reporting PeriodReporting Period

How much work (hours or days) has been completed on task?on task?What is the percentage of completion?pHow much work is remaining to be done?What was the actual start date?Are any issues preventingAre any issues preventing the completion of task?

Status of Week 1 Work

All work has been completed on the tasktaskIt is 100% completeThere’s 0% left to

Gantt Chart View (Planned Work)There s 0% left to doThe task started on the correct start dateThere are noThere are no outstanding issues at this point in time Status at Week 1

Status of Week 2 Work

Gantt Chart View (Planned Work)

Status at Week 3

Gantt Chart View (Actual Work versus Planned Work)

Sample Tracking Gantt ChartSample Tracking Gantt Chart

Determining the Impact

Is the schedule variance for critical path tasks?tasks?Is the schedule variance for noncritical path t k ? D t i fl t/ l k f t ktasks? Determine float/slack for every task.

If the variance is less than the amount of float a ailable then no impact on sched leavailable, then no impact on schedule If the variance is equal or greater than the amount of float that is available then the pathamount of float that is available, then the path has become new critical path

Corrective ActionSt 1Step 1

Do root cause analysisWas the handoff from the last task not done well enough for the person who was supposed to start the task to know he or she could begin?Is the person performing the task able to get the workIs the person performing the task able to get the work done? Is there a deficiency of execution or a deficiency of knowledge?Was the person who is performing the task waiting for another dependency that the project plan did not identify?Did a risk cause the delay?Did a risk cause the delay?Was the estimated time for the task just too low?

Corrective ActionStep 2

Variance on critical path taskCrash, fast track or descope the project to get it back on trackFi th d l i bl h th j t i b k t kFix the underlying problem when the project is back on track. You may need to address resource issues, or how the estimates were created

Variance is on noncritical path taskThe float can accommodate the variance. Calculate the new slack time available. Monitor this path for additional problems that will keep the project from completing on timeWork on fixing the underlying problem that caused theWork on fixing the underlying problem that caused the variance

Schedule Control Process Summary

Project Time Management SummarySummary

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