time scheduling a project

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Time Scheduling of a

project


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Definition of scheduling and its relationship to theproject management process

Scheduling uses and benefits

Schedule types

Characteristics of a good schedule

Schedule preparation, reports and control

Network scheduling including analysis techniquesand relationships

Scheduling Topics Covered

Project Planning and Scheduling

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Can you imagine starting a long car trip to an unfamiliar destination without a

map or navigation system? You're pretty sure you have to make some turns

here and there, but you have no idea when or where, or how long it will take toget there. You may arrive eventually, but you run the risk of getting lost, and

feeling frustrated, along the way.

Essentially, driving without any idea of how you're going to get there is the

same as working on a project without a schedule. No matter the size or scopeof your project, the schedule is a key part of project management. The schedule

tells you when each activity should be done, what has already been completed,

and the sequence in which things need to be finished.Luckily, drivers have fairly accurate tools they can use. Scheduling, on the other

hand, is not an exact process. It's partestimation, part prediction, and part'educated guessing.'

Because of the uncertainty involved, the schedule is reviewed regularly, and it

is often revised while the project is in progress. It continues to develop as the

project moves forward, changes arise, risks come and go, and new risks are

identified. The schedule essentially transforms the project from a vision to atime-based lan.
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PM Process Summary

Launch Plan Recruit and organize project team Establish team operating rules Level project resources

Assign work

Monitor& Control Progress Establish progress reporting system Set up change control process Define problem escalation process Monitor progress vs. plan Revise project plan

Close Out Project Obtain client acceptance Install project deliverables Complete project documentation Complete post-implementation audit Issue final project report

Develop Detailed Plan Identify project activities Estimate activity duration Determine resource requirements Construct / analyze project network Prepare project schedule

Define Project State need, problem or opportunity Define project objectives Identify success criteria List assumptions, risks and obstacles Define project scope and work

breakdown structure

Feedback

Adapted from Project Management,

1987 Kepner-Tregoe, Inc.and Effective Project Management by R.K. Wysocki, R. Beck Jr.& D.B. Crane (Wiley, 1995)

We are here


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The process of converting a general or outline plan fora project into a time-based graphic presentation usinginformation on available resources and timeconstraints.

Scheduling



In project management, a schedule is a listing ofa project's milestones, activities, and deliverables, usuallywith intended start and finish dates. Those items areoften estimated in terms of resource allocation, budgetand duration, linked by dependencies and scheduled

events.

Project managers have a variety of tools to develop aproject schedule from the relatively simple processofaction planning for small projects, to use ofGanttCharts

and Network Analysis for large projects.
http://www.maxwideman.com/issacons/index.htmhttp://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Milestone_(project_management)http://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Task_(project_management)http://en.wikipedia.org/wiki/Task_(project_management)http://en.wikipedia.org/wiki/Task_(project_management)http://en.wikipedia.org/wiki/Deliverablehttp://en.wikipedia.org/wiki/Deliverablehttp://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Milestone_(project_management)http://en.wikipedia.org/wiki/Task_(project_management)http://en.wikipedia.org/wiki/Deliverablehttp://en.wikipedia.org/wiki/Estimation_(project_management)http://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://www.mindtools.com/pages/article/newHTE_04.htmhttp://www.mindtools.com/pages/article/newHTE_04.htmhttp://www.mindtools.com/community/Bite-SizedTraining/SmallProjects.phphttp://www.mindtools.com/pages/article/newPPM_03.htmhttp://www.mindtools.com/pages/article/newPPM_03.htmhttp://www.mindtools.com/pages/article/newPPM_03.htmhttp://www.mindtools.com/pages/article/newHTE_04.htmhttp://www.mindtools.com/community/Bite-SizedTraining/SmallProjects.phphttp://www.mindtools.com/pages/article/newPPM_06.htmhttp://www.mindtools.com/pages/article/newPPM_06.htmhttp://www.mindtools.com/pages/article/newPPM_03.htmhttp://www.mindtools.com/pages/article/newPPM_03.htmhttp://www.mindtools.com/pages/article/newPPM_06.htmhttp://www.mindtools.com/pages/article/newPPM_06.htmhttp://www.mindtools.com/pages/article/newPPM_06.htmhttp://www.mindtools.com/pages/article/newPPM_06.htmhttp://www.mindtools.com/pages/article/newPPM_03.htmhttp://www.mindtools.com/pages/article/newPPM_03.htmhttp://www.mindtools.com/pages/article/newPPM_03.htmhttp://www.mindtools.com/community/Bite-SizedTraining/SmallProjects.phphttp://www.mindtools.com/community/Bite-SizedTraining/SmallProjects.phphttp://www.mindtools.com/community/Bite-SizedTraining/SmallProjects.phphttp://www.mindtools.com/pages/article/newHTE_04.htmhttp://www.mindtools.com/pages/article/newHTE_04.htmhttp://www.mindtools.com/pages/article/newHTE_04.htmhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Resource_allocationhttp://en.wikipedia.org/wiki/Estimation_(project_management)http://en.wikipedia.org/wiki/Deliverablehttp://en.wikipedia.org/wiki/Task_(project_management)http://en.wikipedia.org/wiki/Milestone_(project_management)http://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Project_managementhttp://www.maxwideman.com/issacons/index.htm


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Scheduling is a management tool

They provide a basis for you to monitor and control project

activities.

They help you determine how best to allocate resources soyou can achieve the project goal. They help you assess how time delays will impact the project. You can figure out where excess resources are available to

allocate to other projects. They provide a basis to help you track project progress.

Scheduling




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It can be used to satisfy a number of objectives Coordination Analysis and forecasting Reporting against a baseline

Scheduling enables you to Integrate the activities of the various project participants Show interface responsibilities particularly with respect to

timing Secure, record and communicate commitment to tasks by

the various contributors to the project effort

Scheduling


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Scheduling also enables you to

Identify the key activity sequence (critical path)determining the length of the project

Display departmental work loading and hencefacilitate departmental planning

Provide the basis for more detailed scheduling

Scheduling




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Scheduling enables analysis and forecasting

You can Show priorities for procuring equipment, material,

labor and services Analyze complex work areas with many interrelated

activities through network analysis Facilitate long range planning and future resource

allocation

Measure progress Measure performance Maintain control over time and cost of the project Produce a cash flow forecast

Scheduling




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Use scheduling for reporting

Provide a visible summary of important ormajor activities

Report planned completion dates Report deviations from plan Provide an early warning system for delays Monitor cash flow Record actual dates

For forecasting For estimating on future projects

Scheduling




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Three Basic Steps to a Project Schedule




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There are many ways of presenting similarinformation, each with different objectives:-

Gantt Chart is another name for Bar Chart

Milestone Chart

Progress Chart

Networks

Line of Balance

And several other methods

Types of Schedules




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Graphicalrepresentationshows horizontalbars against atime scale

At summary ordetailed levels

Gantt or Simple Bar Chart




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Graphicalrepresentationshows milestone

dates Identifies key

points in theproject's life span

The bars are notnecessarily visible

Milestone Chart




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Graphicalrepresentationshows progress

relative to plan In this case, behind

schedule

No indication of

final completion

Progress Bar Chart




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Graphicalrepresentation showsoriginal baselineschedule (red bars)

and actual progressrelative to currentplan

No indication of finalcompletion

Bar Chart Status Report




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Advantages Good communication tool Easy to prepare (minimal cost) Easy to update

Good for small projects

Disadvantages Do not show relationships between

activities without a lot of extra lines Limited help for project control

Bar Charts Pros and Cons




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A good schedule will be Logical Simple and easy to work with

Easy to monitor Flexible, easy to revise Specific and timely

It will also Anticipate problems

Promote effective communication


Characteristics of a Good Schedule



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The highest summary level schedule for a projectshowing the overall phasing and all majorinterfaces, key milestones and significant workelements

Also known as an Executive Summary LevelSchedule

Usually prepared manually as an outline of intentvery early in the project's life span

Master Schedule




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Developed as early as possible in the project life span

Maintained by the project manager

For the project owner/sponsor

Preferably developed through negotiation with theproject sponsor

Should show all major activities at a summary level

Include key milestones or events relating to eachmajor activity at critical points in time

Master Schedule




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Original version is the baseline or target schedule

Provides a yardstick for the overall project statusagainst which overall progress is measured

Because of its simplicity, it can be used throughoutthe project as the reporting base

Master Schedule




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The Baseline Master Schedule should not bechanged unless

A formal and agreed re-scheduling takes place for

the entire project or a major part of it

The current actual progress and the targetschedule become so far apart that recovery isimpossible and target objectives have becomemeaningless

Such changes are recognized by seniormanagement and approved by the sponsor/client

Master Schedule




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There are 9 general steps in preparing a reliable schedule

Before you start preparing a serious detailed schedule, youmust first have

A Work Breakdown Structure (WBS) A list of tasks derived from each Work Package

Staffing and resources required, or available, for each task

But first Assemble key team members who will be responsible for

conducting the project Brief them on the purpose of the meeting

Inevitably there will be some preliminary discussion

Preparing a Schedule - Prerequisites




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Establish and agree the scheduling assumptions,especially a clear set of scheduling objectives For example, product quality grade, time and

cost limitations that will affect activities

Overall strategy for the project

Methodology or technology to be used and how itwill be applied

Sources of resources and their competence, ortraining needs

Working hours, holidays, other interruptions

Preparing a Schedule


Step 1



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Identify each logical work area as reflectedin the WBS and the activities associatedwith each

Make sure that all the necessary majoractivities and tasks have been included tocreate the required intermediate and finaldeliverables

If you have too many activities considerusing "hammocks to group discrete tasksas one activity



Step 2

Hammock - An aggregate or summary

activity. All related activities are tied as

one summary activity and reported at

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Establish the project's natural or "inherent" logic

Some projects have very clear logic while othersprovide more options depending on resources or

the nature of the project or other circumstances

It is worth spending time to look for it

Work the activities from the beginning to the end

Then work from the end back to the beginning!



Step 3



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Develop a flow chart or logic diagram a network diagrampaint a picture of the schedule

Use the work breakdown structure as a To do list

Which of these items must be done first? Label that item A

What must follow next?

Label those B, C, D, etc Now ask what can be done concurrently with A, B or C?

Assemble a simple logic diagram arranged from left to right


Step 3,continued Preparing a Schedule



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Logic Diagram

Use large sheets of paper, cards on the wall or sticky notes

More than 30 activities, separate project into two phases


Step 3,continued



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Estimate the duration of each activity or task

Pay particular attention to this step since the whole

schedule will depend upon it

Use all available sources of information

Document areas of high uncertainty (risk)

Always aim for the most likely" duration don't build in

contingency at every step, or the project will not fly

Always be realistic you can refine on the second pass

and make appropriate contingency allowances later



Step 4



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Calculate the Forward Pass by adding the durationsalong each path in your network to establish theearliest start (ES) and finish (EF) dates for each activity

Calculate the Backward Pass by repeat this operationbut working backwards from the last date established inthe Forward Pass or from a specified RequiredCompletion date to establish the latest start (LS) andfinish (LF) dates for each activity

This is much easier using scheduling software



Step 5


l d h d l


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If you examine the values of (ES-LS) and (EF-LF)you will note that

The string of activities where these values are

zero is the longest path through the network

This is known as the Critical Path

Where the values are positive indicates thatthere is Float for those activities



Step 5,continued


P j Pl i d S h d li


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A negative ES-LS value implies that you must start anactivity before you are logically able to do so, that is,you don't have enough time to do all of the work asplanned

This usually only happens when you are given amandated finish date which is inadequate or too tight(senior management's favorite pastime)

If you have negative values the schedule doesn'twork, and you need to go to Step 6



Step 5,continued


P j t Pl i d S h d li


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There are a number of things you can do to fix anunworkable schedule

To meet a predetermined end date

Check whether all activities are really necessary Move activities off the critical path or eliminatethem altogether

Accelerate critical activities Using overtime or more resources Work some activities in parallel (concurrently) or

increase the amount of overlap

Insist that management provides faster feedback ondecision-making



Step 6




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Make sure the resulting schedule chart makes senseand looks good

A well-presented bar chart will show the grouped

activities in a progressive cascade making it clear andeasy to read

Use the calendar dates and create an ideal masterschedule of milestone dates identifying the completionof major or key activities



Step 7




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Finally, when everyone is satisfied, follow upwith these last two steps

Chart or print the results and distribute for

final team review and acceptance beforeissuing it to management

Abstract or summarize schedule data fordifferent levels of management



Step 8

Step 9




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Schedule Reports





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Strictly speaking, you cannot control the schedule

What you can do is

Create a schedule

Have it distributed for action

Observe what is actually going on

Compare and update the schedule

Report your findings to those in charge

Conduct review meetings with your team

Schedule Control





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The agenda should include

Significant variances

Impact on future milestones

Impact on activities of others

Proposed actions to catch up

Summary of expected future key milestone dates

Planning and Schedule Review Meetings





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If there is a severe problem with the schedule,recovery actions may well depend on thetechnology that you are dealing with

However, management steps that you mightconsider include Closer control Crashing reduce time by increasing resources Working overtime or double shifts Fast tracking overlap serial activities Trade-offs between scope, quality, time and cost Change methods, materials or equipment Negotiate a revised schedule

Changing the Schedule





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If the schedule gets really out of whack you may needto do more than just negotiate a revised schedule

You may need to obtain approval for

A major revision of the timeline Major revisions of the methodology or resources Revision of the project scope with all appropriate

approvals, of course In other words, a major re-planning effort

A suggested flow chart for a schedule change processis shown on the next slide

Changing the Schedule





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Schedule Change Process





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A graphical display of the logical order of activitiesthat defines the sequence of work in a project whereactivities are represented by boxes

Networks are usually drawn from left to right withlines drawn between the boxes to show theprecedence relationships between them

Arrow heads are sometimes placed on the lines to

indicate the direction of the flow through time

Network Scheduling





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Precedence diagram format is the most common (seenext slide)

Shows logical inter-relationships between activities,

that is, their interdependence

Enables easy calculation of critical path eithermanually or with software

Critical Path activities have zero float and constitutesthe longest path in the project

Shows how much float other activities have

Network Advantages





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Precedence Network Diagram




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The critical path determines length of project accordingto the project logic and the critical activities for thatparticular scenario

Easy to assign leads and lags between activities tosolve a deadline problem

Easy to apply resources and determine resource ortime trade-offs

Facilitates what if" scenarios

By running the same network with actuals it is fairlyeasy to assess project progress and performance

Network Advantages





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If you have more than a few activities you need touse software

The network itself is not a good presentation

communication tool

Good software will present the same information as abar chart

The network itself is really only a means to an end

Network Disadvantages





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Activity An item of work that consumes time andresources to produce some result

Critical Path

The series of activities all of which must finish ontime for the whole project to finish on time

Sometimes described as the longest path through anetwork, hence the shortest project time

A critical path has zero float

A critical path assumes that the network logic issound

Network Terminology





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Event or Milestone A point in time when certain conditions have been

fulfilled, such as the start or completion of one ormore activities

Unlike an activity, does not consume time orresources

Hence, expresses a state of being Activities take place between events

Float or Slack Time The additional time availableto complete a non-critical activity

Network Terminology





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Leads and Lags An imposed modification of thelogical relationship between activities to accelerateor delay the apparent natural order

Scheduling Network Graphical representation ofactivities or nodes and the dependencies betweenthem

Time Estimate The prediction of the most likely

duration of an activity

Network Terminology





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Essentially there are three different approaches Activity-oriented systems, Event-oriented systems Event-oriented systems plus probability

Activity-oriented systems use either activities asconnectors or Activities as nodes

Event-based approach focuses on start and finish

times and may involve PERT Shown graphically on the next slide

Approaches to Network Analysis





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Network Analysis Techniques



PERT

Project

Evaluation

and Review

Technique

Calculation produces an "Expected time" Te,

where Te = (To+4Tm+Tp)/6, that is to say,

the mean value of the three estimates



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Networks depend on relationships

Relationships between activities are central to theconcept of network analysis

Several relationships, including lag factors, are showngraphically on the next several slides

Note that with Arrow Diagramming you have to use

dummy activities to correctly display certainrelationships not intuitive, but it works

Network Relationships





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Arrow Diagramming

oject a g a d Sc edu g




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Precedence Diagramming

j g g




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Lag Factor Notation

j g g




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Start is dependent, but not completion

j g g




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Completion is dependent, but not start

j g g




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B depends on A after a specified lag

j g g




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Precedence Network Activity Data Boxes


Suggested display of key data



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Precedence Network Diagram




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You'll probably want to make your first cut at acomplicated network schedule on paper

Start with a large sheet of paper Fill it with blank data boxes (previous slides) all neatly

lined up in rows and columns with space betweenthem all Use sticky notes for the boxes so you can move them

around Display as many activities as you can think of Now draw in the dependency lines

Enter any other data you have this all makes iteasier to computerize later

Larrys note Its easier said than done

First Cut at a Complex Schedule




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Weve covered the essentials of project scheduling

Definition of scheduling

Uses and benefits

Types of schedules

Schedule preparation

Schedule reports and control

Network scheduling and analysis techniques

Summary



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time scheduling a project

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