CPM-300: Principles of Schedule Management

Lesson A: Basic Scheduling Concepts Part 1

Lee Miller
SM&A
Lee.Miller@SMAWins.com
Date: May 21, 2014
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Terminal Learning Objectives
TLO #1: The student will understand the key
terms used in this course
TLO #2: The student will understand the
concept of Project Time Schedule Management
TLO #3: The student will understand the three
primary forms of schedules & when each type is
appropriate
TLO #4 The student will understand the types
of schedule dependencies & constraints as well as
their appropriate use
TLO #5 The student will understand the
common practices for estimating activity durations
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Lesson Objectives
Course participants will gain an
understanding of:
Key terms used in this course
The concept of Project Time Schedule
Management
The three primary forms of schedules & when
each type is appropriate
The types of schedule dependencies &
constraints as well as their appropriate use
Common practices for estimating activity
durations
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TLO#1
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*Project - A temporary
endeavor undertaken to
produce a unique product,
service or result
*Project Management - The
application of knowledge,
skills, tools, and techniques
to project activities to meet
project requirements.
Key Terms
* PMBOK Definition
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Work Scope - Statements
describing the work that must
be done to produce all
project deliverables.
*Project Time Management
- A subset of project
management that includes
the processes required to
ensure timely completion of
the project.
Key Terms
* PMBOK Definition
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Scheduling - A PM practice
for time phased planning and
control of work scope &
events.
*Project Schedule An
achievable plan for meeting
the targeted dates for
performing activities and for
accomplishing milestones
Key Terms
* PMBOK Definition
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Activity / Task - A detailed
component of work
performed during the course
of the project.
*Milestone - A significant
event in a project, usually
completion of a major
deliverable.
Key Terms
* PMBOK Definition
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TLO#1
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Lesson Objectives
Course participants will gain an
understanding of:
Key terms used in this course
The concept of Project Time Schedule
Management
The three primary forms of schedules & when
each type is appropriate
The types of schedule dependencies &
constraints as well as their appropriate use
Common practices for estimating activity
durations
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TLO#2
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Project Time Management
PMBOKs 6 Processes
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TLO#2
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Time Management in the PMBOK
Project Life-Cycle
Initiate Plan Execute Control Close
ActivityDefinition
ActivitySequencing
ActivityDuration Estimating
ScheduleDevelopment
ScheduleControl
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TLO#2
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Key Schedule Inputs
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TLO#2
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Lesson Objectives
Course participants will gain an
understanding of:
Key terms used in this course
The concept of Project Time Schedule
Management
The three primary forms of schedules & when
each type is appropriate
The types of schedule dependencies &
constraints as well as their appropriate use
Common practices for estimating activity
durations
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TLO#3
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Primary Types of Project
Schedules
Network
Schedule
Gantt/Bar
Schedule
Milestone
Schedule
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TLO#3
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Gantt/Bar Schedule
Activity
TimePeriods
1 2 3 4 5 6
DesignHome
ExcavateFoundation
PourConcrete
BuildHouse
InstallLandscaping
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TLO#3
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Gantt/Bar Schedule w/Progress
Activity
TimePeriods
1 2 3 4 5 6
DesignHome
ExcavateFoundation
PourConcrete
BuildHouse
InstallLandscaping
TimeNow
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TLO#3
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Gantt/Bar Schedule
Advantages
Graphically portrays plan,
schedule and progress
Simple, easily understood
Good for communication to
managers or team members
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TLO#3
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Gantt/Bar Schedule
Disadvantages
Not easy to manage task
sequencing
Not as easy to conduct what-if
scenarios
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TLO#3
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Milestone Schedule
Activity
TimePeriods
1 2 3 4 5 6
HomeDesigned
ExcavationComplete
ConcretePoured
HouseBuilt
LandscapingComplete
Finish
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TLO#3
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Product Milestone Schedule
Activity
TimePeriods
1 2 3 4 5 6
HomeDesign
FoundationExcavation
ConcreteFoundation
HouseConstruction
Landscaping
Start Finish
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TLO#3
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Milestone Schedule w/Forecasts
Activity
TimePeriods
1 2 3 4 5 6
HomeDesigned
ExcavationComplete
ConcretePoured
HouseBuilt
LandscapingComplete
Finish Forecast
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TLO#3
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Milestone Schedule
Advantages
Simple to understand
Excellent for communications
to executive management or
clients
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TLO#3
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Milestone Schedule
Disadvantages
Provides no work status details
Could mask trouble areas
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TLO#3
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Network Schedule
Task Task Task
Task Task
Task Task
Theconceptisthatallactivitieshavepredecessorsandsuccessors
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TLO#3
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Network Schedule
Advantages
Easily highlights critical areas
Provides greater insight and robust
reporting
Easier to conduct what-if analysis
Gantt and milestone views are
available in todays technology
Good tool for schedulers
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TLO#3
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Network Schedule
Disadvantages
Complex and difficult to
understand
Requires more effort to build
and maintain
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TLO#3
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Lesson Objectives
Course participants will gain an
understanding of:
Key terms used in this course
The concept of Project Time Schedule
Management
The three primary forms of schedules & when
each type is appropriate
The types of schedule dependencies &
constraints as well as their appropriate use
Common practices for estimating activity
durations
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TLO#4
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Dependency Types
FinishtoStart(FS)
FinishtoFinish(FF)
StarttoStart(SS)
StarttoFinish(SF)
MorecommonlycalledRelationships
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TLO#4
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Finish-to-Start
Activity B can start as soon as A finishes
A
Pull Cork
B
Pour Wine
(FS)
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Start-to-Start
ActivityBcanstartafterAstarts
A
Excavate for
Electrical Manholes
B
Install Manholes
(SS)
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TLO#4
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Finish-to-Finish
ActivityBcanfinishafterAfinishes
A
Write Final Chapter
B
Review Book
(FF)
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TLO#4
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Start-to-Finish
ActivityBcannotfinishuntilAhasstarted
A
Deliver Flowers
B
Bill Customer
(SF)
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TLO#4
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Relationship Leads & Lags
Task 1
Task2
FSw/Lead2d
Task 1
Task2
FSw/Lag+2d
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TLO#4
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Lags - Better Practice
Draft for
Review
FS+10d
Incorporate
Comments
Draft for
Review
Incorporate
Comments
Customer
Review
Original
Improved
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TLO#4
Note: Customer Review is known as a Schedule Visibility
Task (SVT). A SVT is an un-resourced activity representing
effort that is not part of the budgeted program scope, but
that is related to and may potentially impact program tasks
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Leads - Best Practice
Build
Design
Build
Draft Design Finalize Design
FS10d
FS
FS
FF
Original
Improved
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TLO#4
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Constraints
Constraints are restrictions set on the start
or finish dates of tasks. These restrictions:
establish dates, or
place conditions on how dates are calculated,
and/or
affect total float calculations within the
schedule.
TLO#4
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Types of Constraints
Not Earlier Than (NET)
Finish/Start (FNET/SNET)
Not Later Than (NLT)
Finish/Start (FNLT/SNLT)
Imposed Dates
Must Finish On (MFO)
Must Start On (MSO)
As Late As Possible (ALAP)
Note: As Soon As Possible (ASAP) is generally called
a constraint condition by software programs, but it
essentially means there is no constraint
TLO#4
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Examples of Directed Dates
NET
Funds availability
Contract award
Seasonal considerations
NLT
Contract completion date
Physical event
Seasonal considerations
Imposed dates
Reviews (Design/Program)
Launch date
TLO#4
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Constraint: None
TLO#4
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Constraint: Start No Earlier Than
Activity G: May 21 (Originally May 18)
TLO#4
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Constraint: Start No Later Than
Activity G: May 16 (Originally May 18)
TLO#4
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Constraint: Finish No Earlier Than
Activity G: May 31 (Originally May 25)
TLO#4
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Constraint: Finish No Later Than
Activity G: May 21 (Originally May 25)
TLO#4
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Cautions re Use of Constraints
The use of constraints generally
effects/supersedes network planning
solution:
NET - Forward Pass
NLT - Backward Pass
Imposed - possibly both
Do not use constraints to force the
schedule to say what you want it to say
TLO#4
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Lesson Objectives
Course participants will gain an
understanding of:
Key terms used in this course
The concept of Project Time Schedule
Management
The three primary forms of schedules & when
each type is appropriate
The types of schedule dependencies &
constraints as well as their appropriate use
Common practices for estimating activity
durations
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TLO#5
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Activity Duration Estimates
Practices
Developed for each activity/task
Consult with subject matter experts
Generally assumes normal conditions
(manpower, equipment, calendar, etc.)
Based on activity type; can be a direct
function of resource
availability/capability
Uses company estimating methods (as
applicable)
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Questions for the Audience
Not Rhetorical
A task has been estimated to require a
total of 80 person hours to execute
How many work days should we show as the
duration?
What form of resource categories do your
companies use?
By person?
By organization?
By Skill?
TLO#5
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Project X
A
Dur: 10d
E
Dur:
15d
B
Dur:20d
F
Dur:
10d
I
Dur:
20d
G
Dur: 8d
C
Dur: 12d
J
Dur: 15d
H
Dur: 12d
D
Dur: 18d
K
Dur: 5d
Start Complete
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So,howlongwillthisprojecttake?
Come to 300B for the answer.
TLO#5
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Allactivitiesinprojectschedule
Allactivitydurationsestimated
Alldependenciesestablished
Using Critical Path Method (CPM)
to Establish the Project Schedule Dates
Tobediscussedin300B.
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Thankyou.
AnyQuestions?
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OFFICIAL VERSION
COLLEGE OF PERFORMANCE MANAGEMENT
PROGRAM OF INSTRUCTION
300A VERSION 1
30 Mar 2014
Approvals:
William Mathis, V.P of Education and Certification 30 Mar 2014
[Add appropriate approval individual name and title] Date
[Add appropriate approval individual name and title] Date
[Add appropriate approval individual name and title] Date
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RECORD OF CHANGES
*A - ADDED M - MODIFIED D DELETED
VERSION
NUMBER
DATE NUMBER OF
FIGURE, TABLE
OR PARAGRAPH
A*
M D
TITLE OR BRIEF
DESCRIPTION
CHANGE
REQUEST
NUMBER
1 30 Mar
2014
A,D Format changes for EVM
World 2014
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