1 / 62

Sharing: How I do Project Scheduling

This presentation by Ed Mahler at the 2016 Construction CPM Conference explores project scheduling philosophy, rules, construction, options, sanity check, status update, recovery, reporting, and the scheduling process.

blakep
Download Presentation

Sharing: How I do Project Scheduling

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Sharing: How I do Project SchedulingEd MahlerProject Administration Institute, Inc.2016 Construction CPM ConferenceSession MON33 Project Administration Institute, Inc.

  2. Dick Faris Keynote Laziness Project Administration Institute, Inc.

  3. Overview • Scheduling philosophy (4) • Scheduling rules (5) • Schedule construction (7) • Project Options (13) • The Sanity Check (17) • Status update (18) • Schedule recovery (34) • Status reporting (41) • To Do’s for the next update (47) • The scheduling process (51) • Reporting structure recommendation (52) • The PAI ribbon (57) • PAI lite Template (views, tables, filters, custom fields)(62) • Sharing (63) • Contact info (64) 2/1//2016 Project Administration Institute, Inc. 3

  4. Schedulingphilosophy Executive : Secretary = PM : Scheduler • Executive > content, logic, message, objectives • Secretary > tool skills, structure, appearance, grammer, spelling, storage • PM > content, logic, message, objectives • Scheduler > tool skills, structure, appearance, grammer, spelling, storage • Difference: Cross project view • Resource balancing • Cross project dependency resolution • Portfolio reporting 2/1//2016 Project Administration Institute, Inc. 4

  5. Scheduling Rules The project team controls the schedule, not the tool Ask not what % complete, ask when it will be complete A task is on schedule for its projected completion date Tasks don’t change duration with changes in resources unless the PM says so Tasks are assumed to be uniformly loaded Special calendars are not required Represent different loading periods with different tasks Project Administration Institute, Inc.

  6. Scheduling Rules Represent long running tasks with multiple end to end phases We don’t skip a status update because “there are no changes” Project managers or team members may update the schedule between status updates but they must return the schedule for status update with the scheduler Everything you need to understand the schedule and what changed is on the screen or report (High visibility scheduling) The scheduler helps the PM stay on schedule Project Administration Institute, Inc.

  7. Schedule Construction Ask the PM to provide a list of tasks Use a prior plan as a template Project Administration Institute, Inc.

  8. Construction Rules • Every task should have at least 1 predecessor and 1 successor and a constraint type of ‘as soon as possible’ except • An external dependency, has no predecessor and a constraint type of ‘start no earlier than’ • An external deliverable, has no successor • Task durations should be between 1 day and the duration between status updates. • Longer tasks should be broken into end to end interdependent phases if possible. Project Administration Institute, Inc.

  9. What do we need to see to understand a schedule? Task name Duration Predecessors and successors Constraint types and dates External dependency start dates Deliverables Critical path Project Administration Institute, Inc.

  10. To understand the schedule Project Administration Institute, Inc.

  11. Construction integrity checks Project Administration Institute, Inc.

  12. Nice to know Project Administration Institute, Inc.

  13. Project options objectives Minimize horizontal space requirements Support scheduling philosophy Project Administration Institute, Inc.

  14. Project Options Project Administration Institute, Inc.

  15. Project Options Project Administration Institute, Inc.

  16. Project Options Project Administration Institute, Inc.

  17. The sanity check Is the initial schedule on schedule for the current status week? Are tasks that should be underway or complete on schedule? Project Administration Institute, Inc.

  18. Set the status date Project Administration Institute, Inc.

  19. Set the status date for last Sunday @ midnight Project Administration Institute, Inc.

  20. Setting the status date Project Administration Institute, Inc.

  21. Setting the baseline Project Administration Institute, Inc.

  22. Setting the baseline Project Administration Institute, Inc.

  23. What do we need to see to understand status beside…. Task name Duration Predecessors and successors Constraint types and dates External dependency start dates Deliverables Critical path Project Administration Institute, Inc.

  24. What do we need to see to understand status? To Do’s (what’s underway or complete) To Do projected or actual completion dates Duration changes (slippage) Finish variances (the ripple effect) Deliverable changes What can be done to get deliverables back on schedule Project Administration Institute, Inc.

  25. Status Report Table Project Administration Institute, Inc.

  26. Status of line 2 Project Administration Institute, Inc.

  27. Status of line 2, on schedule Project Administration Institute, Inc.

  28. Status of line 2, on schedule Project Administration Institute, Inc.

  29. Status of line 2, on schedule Project Administration Institute, Inc.

  30. Status of line 2, 1 day late Project Administration Institute, Inc.

  31. Status of line 2, 1 day late Project Administration Institute, Inc.

  32. Status of line 2, 3 days late Project Administration Institute, Inc.

  33. Status of line 2, on schedule Project Administration Institute, Inc.

  34. Status of line 5, 1 week late Project Administration Institute, Inc.

  35. Scheduling Rules Recovery Rules • Look for critical path tasks long enough so a little shrinkage wont hurt • The closer to the delay the better • Prefer tasks with simple FS relationships • If that doesn’t work go to the next candidate down • A large delay may require shortening multiple tasks The project manager controls the schedule, not the tool Ask not what % complete, ask when it will be complete A task is on schedule for its projected completion date The scheduler helps the PM stay on schedule Project Administration Institute, Inc.

  36. Status of line 5, 1 week late, on schedule Project Administration Institute, Inc.

  37. To get back on schedule Project Administration Institute, Inc.

  38. Back on schedule Project Administration Institute, Inc.

  39. 1/24/16Status Report to the team Project Administration Institute, Inc.

  40. 1/24/16 Status Report to the team Project Administration Institute, Inc.

  41. 1/24/16 Verbal Status Report to Management • Apple Mandarin • Start on shelf unchanged, still on schedule for 5/9/16 • Project 8% complete • Update description……… • Risk assessment……. Project Administration Institute, Inc.

  42. 1/24/16 Gantt Status Report to Management Project Administration Institute, Inc.

  43. 1/24/16 Milestone Report to Management Project Administration Institute, Inc.

  44. 1/24/16 To Do View Project Administration Institute, Inc.

  45. Change to 2/7/16 To Do View Project Administration Institute, Inc.

  46. Change to 2/7/16 To Do View Project Administration Institute, Inc.

  47. 2/7/16 To Do View Project Administration Institute, Inc.

  48. 1/24/16 Reporting Summary • To team • 1/24 Detailed Status Report • 2/7 To Do’s View • Invitation to the next status update wk of 2/8 • To management • Verbal Status Report • Gantt Status Report • Milestone Report • 2/7 To Do’s View • All views to the 1/24/16 Repository Project Administration Institute, Inc.

  49. The project scheduling process Start Tracking Cycle Construction Initial construction Status update + reports Done N Y End Proj Done Y Sanity Check (status update) N Next status mtg invitation to team OK N Y Reports + 1st status mtg invitation to team Project Administration Institute, Inc.

  50. Reporting structure Scheduler should reside in the project office Report to project executive Supports project managers Project manager responsible for schedule content Scheduler responsible for schedule integrity Both responsible for reporting Project Administration Institute, Inc.

More Related