implementation planning & scheduling

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© 2010, Dr. Kenneth F. Smith, PMP

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Implementation Planning & Scheduling

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Tools for Project Scheduling

• Gantt Bar & Milestone Charting

• Critical Path Method

• Project Scheduling Software

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Today, we’ll focus on Gantt/Bar & Milestone Charts

and their Integration with: The Critical Path Method (CPM)

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These are recognized

“Best Practices”

advocated by the international Project Management Institute

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Gantt (Bar) Chart

No Activity 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00

1 Shopping2 Cooking3 Laying Tables4 Inviting Guests

5 Start Dinner

Activity ID Number – Can be WBS Levels TIME SCALE for

Scheduling

Activity — to do — Task List

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Activity

An element of work that is required by the project, uses resources, and takes time to complete.

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Activity

May be subdivided into smaller tasks.

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Gantt Chart of a Project Lifecycle

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Looking at More Detail

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Estimating Performance & Reporting Progress During Implementation

Team Exercise1

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Project “X”Gantt/Bar Chart

ActivityActivity

D

Project Summary

C

B

A

PLANPLANActual Performance Actual Performance ReportedReported

As of DateAs of Date

PREPARE PROGRESS REPORT: 1) What is the project’s overall

implementation status?2) Is the project “On” “Ahead” or

“Behind” Schedule ?3) If Ahead or Behind, by how

much?

How would you summarize overall performance?

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Estimating Performance & Reporting Progress During Implementation

With a project plan based only on a Bar/Gantt chart, there is usually insufficient information to properly assess

implementation status

• Planners do not usually implement projects• Milestones are not usually shown, only activities• Linkages/interrelationships between activities and/or

milestones are not shown• There are many different ways to calculate percentages• Bar Charts are usually only “drawings” prepared in Excel

Spreadsheets, so are only “static” and difficult to update

Consequently, while bar/Gantt charts look impressive for reports and briefings, they are seldom useful for actual implementation monitoring of projects

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There are at least 7 Methods for Computing “Percent Complete”

1. Units Completed or Units In Place10,000 LM estimated, 4,000 completed = 40%

2. Incremental MilestonesEquipment received 20%Equipment Set 15%Alignment Complete 40%Testing Completed 15%Owner Acceptance 10%

TOTAL 100%3. Start/Finish

“X”% upon start of the activity, “y”% upon completion

4. Elapsed Time RatioActual elapsed time compared to planned total

project time

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5. Supervisor’s Opinion“Educated Guesstimate” of % complete

6. Cost Ratio Actual Cost in $$ or Manhours to date/Estimate at Completion

7. Weighted or Equivalent Units

Weight Subtask U/M Quantity Actual Earned02% Install Bolts Each 200 200 10.402% Shim & Level % 100 100 10.405% Shake-Out % 100 100 26.006% Set Columns Each 87 74 27.511% Install Beams Each 859 45 3.010% Install X Braces Each 837 0 020% Install Girts & Sag Rods Bay 38 0

09% Plumb & Align % 100 5 2.3

30% Connections Each 2977 74 3.905% Punch list % 100 0

0 100% Erect Steel Totals Ton 520 N/A 83.5

83.5 tons/520 tons = 16.1% complete

8. Do You have another different method . . . ?

At least 7 Methods for Computing “Percent Complete” cont’d

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City Chief Engineer: “seeing the project physically, I can say the report is incorrect.”

The Flood Control Project Manager reported the project: “99.17 percent complete”

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Malabon execs, residents set to picket DPWHBy Jerry Botial The Philippine STAR METRO Friday June 27 2008

Malabon Mayor Canuto Oreta, the city’s flood advisory council and prominent residents threatened yesterday to stage a series of mass actions to protest an announce-ment by the Department of Public Works and Highways (DPWH) that it will need another year to finish the Camanava flood control project. . . . Oreta said the people are outraged as they have long been calling for the immediate completion of the project, which started on June 10, 2003 should have been finished on June 4, 2007.

The completion date was moved to Sept. 4 this year, as reported by project manager Carla Bartolo in her monthly progress report dated May 25, 2008. Last Wednesday, she confirmed to The STAR that the revised completion date has been moved anew to September 2009. . . .

Bartolo had reported that the flood control project is “99.17 percent complete” but Oreta, an engineer, described the figure as “ridiculous”. . . [Malabon’s chief engineer, Ruth Senaida] said “seeing the project physically, I can say that her report is incorrect.”

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Which brings us to a significant improvement in project performance

monitoring & reporting:

MILESTONES !

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“Milestones”

In Project design & monitoring, Milestones can be identified and used as Checkpoints for Schedule &/or Technical Performance

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Milestone Chart

Event

Subcontracts S igned

Specifications Finalized

Design Reviewed

Subsystem Tested

First Unit D elivered

Production Plan Completed

FebJan Mar

DataDate

May Jun Jul AugApr

There are many other acceptable ways to d isplay project information on a m ilestone chart.

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Gantt (Bar) Chart with Milestones

No Activity 6:00 7:00 8:00 9:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00

1 Shopping2 Cooking3 Laying Tables4 Inviting Guests

5 Start Dinner

TIME SCALE for Scheduling

Activity ID Number – Can be WBS Levels

Milestones for specific checkpoints in the project Performance process

Activity — to do — Task List

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Project “X” PLAN Gantt/Bar Chart with Milestones, & showing

interdependencies

ActivityActivity

D

Project Summary

C

B

A

PLANPLAN

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Project “X” ACTUALGantt/Bar Chart with Milestones, & showing

Implementation Performance

ActivityActivity

D

Project Project SummarSummaryy

C

B

A

PLANPLANAs of Date

PROGRESS REPORT

1) Total Project 15 Milestones Planned; 5 Completed. Overall Progress 5/15 = Project is 33% Complete

2) 5 Milestones were scheduled to date; 5 completed. 5/5 = Project is ON Schedule

= Completed MS

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Coffee / Tea Break[15 Minutes]

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Steps in Critical Path NetworkingSteps in Critical Path Networking

• Identify Outputs (Deliverables)

• Identify Activities/Tasks needed to produce Deliverables

• Sequence Activities/Tasks Simple — strictly sequential Complex — parallel, interrelated /

interdependent

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AoA -- Activity-on-Arrow Network

ACTIVITYMILESTONEMILESTONE

ACTIVITYMILESTONE

Activities (Tasks) are represented by Arrows, and Start/Stop Milestones by Nodes or Boxes

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CRITICAL PATH METHOD – (CPM) NETWORK

Sequential LogicSequential Logic:

ACTIVITYMILESTONEMILESTONE

What activities must be done before?

What activities must be done after?What activities

can be done concurrently?

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CRITICAL PATH METHOD – (CPM) NETWORK

AA

GG

LL

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Network Diagramming – Rules of Thumb

There is a starting pointThere is an ending pointThere are predecessors for all

activities (except the first)There are successors for all

activities (except the last)There are no loopsThe logic is updatedThe network must be kept

current

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Steps in Scheduling

• Identify Outputs (Deliverables)

• Identify Activities/Tasks needed to produce Deliverables

• Estimate Time Durations for Activities/Tasks

• Sequence Activities/Tasks Simple — strictly sequential Complex — parallel, interrelated / interdependent

3

2

5

Calculate the Critical Path — cumulative additionCalculate the Critical Path — cumulative addition

0

4

3

6

6 1111

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Calculating a Network, & Showing the Critical Path

[Forward Pass]Identifies the Earliest Time a Milestone

can be completed

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A

Calculating a Network, and Showing the Critical Path

3

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56

8 10

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Arrow Diagramming

1 2

A

B

Wrong

1

2

3

A

B

Right

A Dummy activity has no duration and uses no resources. It is simply a means to indicate the sequential relationship.

For concurrent activities in an “Activity-on-Arrow” Network that start from the same milestone and would otherwise finish at a same ending milestone, use an additional “0 duration” “Dummy Activity” and an additional Milestone – to help clarify computation.

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Steps in Scheduling

• Identify Outputs (Deliverables)• Identify Activities/Tasks needed to produce Deliverables• Estimate Time Durations for Activities/Tasks• Sequence Activities/Tasks

Simple — strictly sequential Complex — parallel, interrelated /

interdependent

• Calculate the Entire Network to Determine the Critical Path

• CHECK End Completion/Delivery date Logic Sequences & Interdependencies

between Activities/Tasks Refine — Eliminate, Combine, Rearrange,

Simplify

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Critical Path

• The series of interdependent activities in the project with the longestlongest cumulative duration cumulative duration.

• The series of activities that determine the shortestshortest time to complete the project time to complete the project.

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TEAM EXERCISE

Calculate a Critical Path for an

interrelated Project Network

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Calculate a NETWORK Critical Path

Based on its Earliest Activity Times

A

B

D

G

C

E

F

H

I

J Z

2

4

23

3

5

411

5

6

43

3

4

NOTE: Handout a copy to each participant

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A

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G

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E

F

H

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2

4

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3

5

411

5

6

43

3

4

1916

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11

12

52

54

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2

0 7

2

2

78

8 16

6

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4 19

6

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Time Scaling a Network, Showing the Critical Path

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B

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F G

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120

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58 10

0 1 2 3 4 5 6 7 8 9 10

A

A

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F G

Time Scaling a Network and Showing the Critical Path

Slack / Float

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1 2

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2

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8 10

0 1 2 3 4 5 6 7 8 9 10

A

ABACBCBDCEDFEFFG

Activity

Time Scaling a Network and Linking it to a Gantt / Bar Chart

A B DC

E F G

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TEAM EXERCISE

Time Scaling a Project Network and

Linking it to a Gantt/Bar Chart

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A

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E

F

H

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2

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3

5

411

5

6

43

3

4

1916

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118

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0 7

2

2

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Time-Scale a NETWORK Based on its Earliest Activity Times

A J Z

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

F

H

I

E

C

G

D

B

A

B

D

G

C

E

F

H

I

J Z

2

4

23

3

5

411

5

6

43

3

4

1916

9

6

118

11

12

52

54

8

2

0 7

2

NOTE: Slack - - - is After its Activity – i.e. “Hurry Up & Wait”

2

78

8 16

6

5

4 19

The Critical Path is the longest series of Activities, and the shortest time to complete the process

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Time-Scaled Network converted to a Gantt/Bar Chart

A J Z

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

F

H

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C

G

D

B

ABBC

BECF

DEAD

AGEH

GH

HJFJ

GIIJJZ

EF

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Interdependencies between Activities are Identified

Critical Path Identified

Slack / Float of Activities Identified

The Three Advantages of Starting with a Critical Path Network Analysis and then

converting it to a Gantt / Bar Chart

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TEAM ACTIVITY

Prepare Your Project Schedule

Identify Activities & Milestones Prepare Prepare NetworkNetwork diagram diagram Calculate the “Critical Path” &

Slack/Float

implementation planning & scheduling

Documents