Meeting Project Schedule Compliance · PDF fileMeeting Project Schedule Compliance Standards...
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Meeting Project Schedule Compliance Standards Mi h lN bi h CCC PSP MichaelNosbisch, CCC, PSP PT&C EVM Practice Lead
Transcript of Meeting Project Schedule Compliance · PDF fileMeeting Project Schedule Compliance Standards...
Meeting Project Schedule Compliance Standards
Mi h l N bi h CCC PSPMichael Nosbisch, CCC, PSP
PT&C EVM Practice Lead
PT&C Overview• Our mission is to help clients reduce program risk through application of
sustainable business practices, project management techniques, and effective cost analysis & engineering principles
• We have over 28 years experience providing government and private sector clients with high‐quality professional consulting services in support of capital construction, environmental projects & programs, and large‐scale civil works projectsprojects
• We deliver independent program cost, schedule, EVM, and risk consulting services to ensure completion of milestone requirements, successful funding, and execution of high‐visibility programs & projects
• We have extensive government agency experience, most notably with the U.S. Army Corps of Engineers (USACE), and Department of Energy (DOE)
Reviewing / Analyzing Project Schedules
• Role of Project Time & Cost– Currently provides schedule support services to government
i d th i t tagencies and their contractors• AACE certified staff with in‐depth knowledge of industry standards/best practices presented earlier
– Through partnership with Acumen, can provide staff experienced in the use of Fuse• Can assist in development of related procedures and training p p gmaterials
• Can augment functionality of Fuse in performing SRA that is called out by GAOy
Project Scheduling Standards / Best Practices
• Government agency– [DoD/]DOE [ /]
– Government‐wide
• Non‐government specific• Non‐government specific– AACE International
Project Management Institute– Project Management Institute
Project Scheduling Standards / Best Practices(cont’d)
• Government agency– [DoD/]DOE[ /]
• Defense Contract Management Agency (DCMA)
• Office of Engineering and Construction Management (OECM)
– Government‐wide• Government Accountability Office (GAO)
Project Scheduling Standards / Best Practices(cont’d)
• Government agency– [DoD/]DOE[ /]
• Until 2006, DCMA was “executive agent” for EVMS for both DoD and DOE– Used 14 Point Assessment to analyze schedule in conjunction with EVMS compliance reviews
• Responsibility for performing EVMS compliance p y p g previews now resides within OECM
14 Point Assessment still being used
Project Scheduling Standards / Best Practices(cont’d)
• Government agency– Government‐wide
• GAO– Independent, nonpartisan agency reporting directly to
Congress » Owner of “high risk list” that DOE [Contract
Management] has been on for more than 20 years (Science came off last year)
» Assesses program schedules in relation to “scheduling best practices” contained in GAO Cost Guide
Project Scheduling Standards / Best Practices(cont’d)
• GAO’s 10 Scheduling Best Practices1. Capturing all activities: Schedule should reflect all activities
in program’s WBS (government and contractor)in program s WBS (government and contractor)
2. Sequencing all activities: Activities sequenced in the logical order they are to be carried out in using dependencies
3. Assigning resources to all activities: Schedule should reflect what resources (i.e. labor, material, and overhead) are needed to do the work
Project Scheduling Standards / Best Practices(cont’d)
• GAO’s 10 Scheduling Best Practices4. Establishing duration of all activities: Schedule should
realistically reflect how long each activity will take to executerealistically reflect how long each activity will take to execute using same rationale, data, and assumptions used for cost estimating
5. Integrating schedule activities horizontally and vertically:5. Integrating schedule activities horizontally and vertically: Schedule links products and outcomes associated with already sequenced activities, and traceability exists among varying levels of schedule
6. Establishing critical path for all activities: Critical path should be identified so that any delay on it can be examined for effects on schedule end date
Project Scheduling Standards / Best Practices(cont’d)
• GAO’s 10 Scheduling Best Practices (cont’d)7. Identifying float between activities: Schedule should identify
float time so that schedule flexibility can be determinedfloat time so that schedule flexibility can be determined
8. Conducting schedule risk analysis: An SRA should be used to predict level of confidence in meeting a program’s completion datedate
9. Updating schedule using logic and durations to determine the dates: Schedule should use logic and durations in order to reflect realistic start and completion dates for program activitiesrealistic start and completion dates for program activities
10. Creating a baseline schedule (new)
Project Scheduling Standards / Best Practices(cont’d)
• Non‐government specific– AACE International
• Professional association dedicated to furthering concepts of cost engineering and total cost management (TCM) – Has had cooperative agreement with DOE for over 10Has had cooperative agreement with DOE for over 10 years
– In addition to CCC/CCE, created and currently administers “Planning and Scheduling Professional” (PSP) certificationPlanning and Scheduling Professional (PSP) certification
– Has published 14 “Recommended Practices” (RPs) related to project scheduling
Project Scheduling Standards / Best Practices(cont’d)
• AACE’s Scheduling Recommended Practices– 14R‐90: Responsibility and Required Skills for a Project Planning
and Scheduling Professionaland Scheduling Professional
– 23R‐02: Identification of Activities
– 24R‐03: Developing Activity Logic
27R 03 S h d l Cl ifi ti S t– 27R‐03: Schedule Classification System
– 29R‐03: Forensic Schedule Analysis
– 37R‐06: Schedule Levels of Detail: As Applied in Engineering, Procurement and Construction
– 38R‐06: Documenting the Schedule Basis
Project Scheduling Standards / Best Practices(cont’d)
• AACE’s Scheduling Recommended Practices (cont’d)– 45R‐08: Scheduling Claims Protection Methods
48R 06: Schedule Constructability Review– 48R‐06: Schedule Constructability Review
– 49R‐06: Identifying the Critical Path
– 52R‐06: Time Impact Analysis: As Applied in Construction
– 53R‐06: Schedule Update Review: As Applied in Engineering, Procurement, and Construction
– 54R‐07: Recovery Scheduling ‐ As Applied in Engineering, Procurement, and Construction
– 57R‐09: Integrated Cost and Schedule Risk Analysis Using Monte Carlo Simulation of a CPM Model
Project Scheduling Standards / Best Practices(cont’d)
• Non‐government specific (cont’d)– Project Management Institute (PMI)
• Advances project management profession through globally recognized standards and certifications– In addition to DOE‐recognized PMP, recently establishedIn addition to DOE recognized PMP, recently established PMI Scheduling Professional (PMI‐SP) certification
– Practice Standard for Scheduling (PSS) currently in revision
– Scheduling Community of Practice (formerly College of– Scheduling Community of Practice (formerly College of Scheduling) is also developing “Best Practices and Guidelines”
Who Should Conduct Schedule Analysis?
• Internal (contractor) External compliance Pl iPl i– External compliance
– Internal validation
E l ( )
PlanningPlanning
• External (gov. agency)– Compliance ExecutionExecutionCloseoutCloseout
– Trending
• Metrics/thresholds vary for each
World Renowned
Acumen Introduction • Project analytics leader World Renowned
Risk Assessment Workshops
Project analytics leader• Author of Acumen Fuse• Oracle/Microsoft Partner
Oracle accredited
Oracle/Microsoft Partner• Pertmaster “go‐to‐resource”
Oracle accredited Training Partner • PT&C partnership
• HQ in Austin, TX
Acumen Fuse®• Europe, Asia & Australian local resellers/partners Metric Analysis &
Visualization
resellers/partners
Introducing Acumen Fuse• Metric Analysis
• Schedule quality• Cost/Performance/EV• Compliance
Enterprise Project Analysis & Visualization p
• Logic Analysis• Missing or redundant• Multi Project
• ForensicsForensics• Variances• Trending• Snapshot comparison
• VisualizationVisualization• Ribbons• Dashboard• Analyst reporting
Integration with MSP, Primavera, Open Plan, Cobra, Excel, Ares, Pertmaster, UNCEFACT
Metric Analysis• Analyze schedule, cost, risk, performance
– “What > So What > Now What…”• Objective of pinpointing issues, shortcomings and failed tripwires
C i i t b h k /th h ld /b li– Comparison against benchmarks/thresholds/baselines• Trending over time
– Comparisons, performance improvements• Advanced metricsAdvanced metrics
– Beyond standard ‘schedule check’ e.g. logic densityTM
• Fuse Metric Library– Over 225 metrics: DCMA 14 Point, GAO, EV, Risk, Baseline Compliance
• Metric Editor– Only commercial product to allow you to create your own criteria
7/5/11 Slide 18
Analyzing Risk Exposure
Back‐end risk exposure
Conclusion• Benefit of meeting project schedule compliance
– More than just “passing the test”
Gi i ibilit i t th j t– Gives visibility into the project
– Drives schedule maturity
– Breeds more realistic time/cost forecastingBreeds more realistic time/cost forecasting
• Effort involved can be extensive– Make the process repeatableMake the process repeatable
– Automate but retain intelligence
– Consider internal compliance metrics
