PROJECT MANAGEMENT ENCE-7323 TO 763-N CLASS 2 September 10, 2000 Carl E. Edlund 214-665-8124...

PROJECT MANAGEMENTENCE-7323TO 763-N

CLASS 2

September 10, 2000

Carl E. Edlund

214-665-8124

[email protected]

[email protected]

PROJECT PLANNING AND SCHEDULING (PART 1)

1.0 Concepts in Class 1 [also discuss NPDES Outfall]

2.0 Review Homework No. 1

3.0 Nature/importance of Project Planning and Scheduling

4.0 Planning and Scheduling Tools

5.0 Fundamentals of the Critical Path Method (CPM)

6.0 Benefits/drawbacks of CPM

PROJECT MANAGERS CONSTRAINTS

RESOURCES

TIME COST

PERFORMANCE / TECHNOLOGY

PEOPLEEQPT

$FACIL.

MTLINFOTECH

EVOLUTION OF WORK1900 INDUSTRIAL MODEL

L

M

T

MM

TTTT

FOREMEN

DIFFERENCES:[Production] Line vs Project Organization

LINE ORG. PROJECT ORG.

PRODUCTS: MASS UNIQUE

EXISTANCE LONG LIVED TEMPORARY

AUTHORITY: STRUCTURE ‘CHARTER’

CHANGE: HARD EASY

EVOLUTION OF WORK

M L

T

2000 TALENTED TEAM MODEL:

WORK IS HOLISTIC

TS

PROJECT

TEAMS

K. S. A’s:

- MGMT

- TASK

- TEAM

- L- SHIP

HOMEWORK NO. 1CRITIQUING A PROJECT

SCENARIO:

On October 28 of last year, John Smith, a recently promoted project manager with the consulting firm of Succup & Druel, Inc. (S&D), received a call from Jane Doe, the Environmental Manager for Acme Industries. Ms Doe asked Smith to submit a proposal to conduct an initial investigation of a suspected release from one of the underground storage tanks (USTs) at the company's fueling facility.

HOMEWORK #1 CRITIQUING A PROJECT

• 10/28 Jane Doe [Acme] called John Smith [S&D]:– Proposal for leaking [?] UST– Fast! TNRCC needs

• John Smith– Limited Project Management experience– Consulted Hoss Ritter … good feedback– Prepared proposal


• Smith’s proposal:– Consistent with regs– Soil gas survey– Sampling and analysis– 4 borings developed as GW wells– Costs:

• Consistent with TNRCC requirements• Lab and drilling contract estimates based on last year’s

project


• Jane Doe [Acme]:– Verbal approval, contract #– Agreed with scope, budget,schedule– December 31 deadline !!

• Project Team:– John Smith– Gray Hare– Carole Lumbardy– Yan Nu


• Project Tasks:– 1. Initial reconnaissance– 2. Research site history– 3. Compile data– 4. Phase I field investigation– 5. Evaluate Phase I data– 6. Prepare report


SMITH HARE LUMBARDY NU

1. X S (S)

2. X (S)

3. X (S)

4. R X (S)

5. X S (S)

6. X R (S)


• Planning meeting:– Hare:

• Watch drilling and lab contractors .. No bids yet• Available for ‘R’s

• Subcontracts:– 3 Drillers:

• 15% higher than estimate

– 3 Labs:• On target with estimate


• Progress:– Tasks 1,2: on schedule– Task 3:

• TNRCC approval delay resulted in 1.5 week delay to start drilling

• PSH issue:– 8 hour standby– additional day per diem for 3 men

– Task 4• Delay of sample delivery and holiday conflict• Premium for fast delivery (‘only’ 25%)


• Task 5: done in 5 days• Task 6:

– to Hare for review Wednesday 12/20– Friday 12/22 = Tuesday 12/26– Thursday 12/28 (all nighter?)– Friday 12/29 hand delivered to empty Acme office

• Summation:– Doe: ‘Great work .. More to come.’– Hare: ‘You blew it by how much ?’

Requirement: Analyze John Smith's initial performance as a project manager in terms of planning, organization, staffing, direction, and control.

HOMEWORK NO. 1CRITIQUING A PROJECT

Project Life Cycle

DEFINE CLOSECONTROLPLAN

Project Life Cycle

DEFINITION

• ENLIST SPONSOR

• NAME STAKEHOLDERS

• MAKE RULES

• STATEMENT OF WORK

• RESPONSIBILITES MATRIX

• COMMUNICATION PLAN

• CHARTER

Project Life Cycle

PLANNING

• RISK MANAGEMENT

• DETAILED SCHEDULING

• RESOURCE ESTIMATING

• RISK LOG

• SCHEDULE

• BUDGET

• RESOURCE PLAN

Project Life Cycle

CONTROL

• MEASURE PROGRESS

• COMMUNICATION

• CORRECTIVE ACTION

• PROGRESS REPORTS

Project Life Cycle

CLOSEOUT

• RECONCILE ACCOUNTS

• LESSONS LEARNED

• PREPARE FOR NEXT JOB

• FINAL PRODUCT• CUSTOMER ACCEPTS

Project Life Cycle

DEFINE CLOSECONTROLPLAN

FEEDBACK CHANGES CORRECTIONS

PROJECT PLANNING AND SCHEDULING

The project manager uses a planning and scheduling process because most projects are complex and of long duration and require visualization of their parts, when they should occur, and the resources needed. A planning and scheduling process:

• Identifies project activities (tasks/steps)

• Identifies the sequence and duration of project activities

• Organizes project resources (labor, equipment, materials, technology, facilities)

• Enables monitoring of project progress

PROJECT PLANNING AND SCHEDULING

PLANNING AND SCHEDULING TOOLS

• Bar (Gantt) charts

• Critical Path Method (CPM) and Program Evaluation Review Technique (PERT)

• Level of Effort (Manual v/s Computerized Applications)

BAR (GANTT) CHARTS• Key Elements

– Activity List– Time Line– Activity Duration Assignments

• Example(next page)• Strengths/Weaknesses• Applications

– Proposals– Status Briefings– Work Schedules

• In-Class Practical Exercise

EXAMPLE

Sep October November

2001

Task Name 29 6 13 20 27 3 17 24

PROJECT KICKOFF MEETING

PROJECT COORD. & EQUIP. MOB.

FIELD WORK

LAB TESTING; DATA VALIDITY

DATA REVIEW & REPORT PREP.

DRAFT REPORT COMPLETION

10

PRACTICAL EXERCISE

On September 1 Horace Kantwate, a seasoned project manager for S&D, received a call from ERU's Bob Jones. Jones asked Kantwate for a rough schedule of work that would needed to submit a permit application for a new solid waste landfill that ERU planned. S&D was to assume a January 2002 start date for beginning the permitting project [e.g. submit draft permit to SEA]. After getting preliminary information on the type, size, and location for the landfill, Kantwate

prepared a schedule. The tasks and estimated durations were as shown below:

Activity Estimated Duration(days)Preliminary Investigation andFeasibility Study 50

Field Investigation 60

Engineering Analysis and Design 40

Permit Preparation 80

Requirement: Prepare a Bar (Gantt) chart schedule for the proposed landfill permitting project … CAN the permit be submitted before the end of January?

PRACTICAL EXERCISE

FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)Critical Path Method (CPM)

As a Planning and Scheduling Tool:

• It is a formal, graphic means of determining the relationship between the activities (tasks) in a project.

• It enables systematic isolation of activities comprising the critical elements that set the duration of a project.

• It helps the project manager analyze a project before, during, and after operations.

The greatest asset of CPM is its portrayal of critical activities, giving the project manager forewarning of where he or she might expect schedule problems.

FUNDAMENTALS OF THE CRITICAL PATH METHOD (CPM)

About CPM

• The core of CPM is a network diagram that represents the manager's best effort at efficient planning and scheduling of project activities.

• The network diagram consists of arrows (activities) and circles (events). Activities represent work and consume resources and time; events do not, rather they mark points in time when activities begin or finish. The length of an arrow has no relevance.


• The CPM network has one starting event and one ending event.

• Each activity is bounded by two events, one at the tail (starting point) and one at the head (ending point).


1 32Mobilize Drill Borings

Activity

2 3

Duration (Days)

iji

j

EventEvent

• The event circles bounding an activity are numbered, the number of the tail event is that activity's "i" designation; the number of the head event is that activity's "j" designation. By convention, j is numerically higher than i, portraying left to right movement through the network diagram. The j designation of a preceding activity is the i designation of the succeeding activity.


• Dummy arrows (dashed lines) may be needed in a network diagram to show logic or achieve unique i-j designation for activities; dummy arrows do not consume resources or time.


A

B

A

B

1 3

2

13

3

2

3

2

0

DUMMY ARROW

• Network diagrams flow from left to right with horizontal or vertical numbering of events. See illustration on next page.

• Analysis of the network diagram will disclose the float time (schedule flexibility) available for each activity. An activity's Total Float time represents the delay that can occur in starting the activity without delaying the overall project; an activity's Free Float time is the delay the activity can sustain without delaying a subsequent activity.


VERTICAL & HORIZONTAL NUMBERING2 6

3

129

7 10

118

13

5

4

1

2 3

4

1211

5 6

98

13

10

7

1

VERTICAL

HORIZONTAL

Eight Steps to Using CPM to Manage a Project

Identify the activities (tasks) in the project and their durations.

Determine for each activity the logic that governs when it can occur, i.e., what must precede the activity, what can occur at the same time, and what must follow (precedence, concurrence, succession).


Draw a network diagram that reflects the best progression of the project (i.e., order activities in a logical sequence that minimizes project duration). For each activity, place the name of the activity above the arrow and the duration of the activity below the arrow.

Determine the earliest event times (EETs) and latest event times (LETs) for each event in the network diagram.


Compute EETs

• The EET for Event 1 is 0 (representing the end of day 0 or the beginning of day 1).

• Trace each activity and add that activity's duration to the preceding EET. The sum will be the EET for the next event, unless two or more activities enter that event. IF two or more activities enter an event, the EET for that event will be the largest of the computed


EETs, SINCE activities leaving that event cannot begin until all activities entering the event are complete. Place the EET in a box symbol adjacent to the event symbol.

• Continue the procedure from left to right until reaching the end of the diagram.

• The EET for the last event is the earliest possible time the entire project can be completed, given the network as drawn and the activity durations assigned.


of the activity. The result will be the LET at the tail of the activity, unless the tails of two or more activities converge at the event. If the tails of two or more activities converge, the LET at the tail event will be the smallest computed time. To select a larger LET would delay (extend) the time of the project. Place the LET in a triangle symbol adjacent to the event symbol.

• Continue from right to left to the beginning of the diagram.


Determine and highlight the critical path (those critical activities that define the duration of the project). Activities are critical if:

– The EET and LET at the tail of the activity are equal.

– The EET and LET at the head of the activity are equal.

– The difference between the EET (or LET) at the head and the EET (or LET) at the tail equals the activity duration.


There will be at least one critical path extending from the beginning to the end of the project.

Tabulate activity times (early start, early finish, late start, late finish, total float, and free float) that can help you schedule resources and identify schedule flexibility.

– Early Start (ES) = The EET (entered in the box symbol) at the tail of the activity arrow


– Early Finish (EF) = ES + Activity Duration

– Late Start (LS) = LF - Activity Duration

– Late Finish (LF) = The LET (entered in the triangle symbol) at the head of the activity arrow

– Total Float (TF) = LS - ES = LF – EF

– Free Float (FF) = EET (at the head) - EF


Interfering float (that which delays a subsequent activity, but not the total project) equals TF - FF; for a given activity, it is also equal to the difference between the LET and EET at the head of that activity's arrow.

Schedule activities and allocate resources to maximize efficiencies and minimize project time.

During the project, measure progress; taking action where necessary and modifying the network diagram as needed.


SUMMARY OF BENEFITS OF THE CRITICAL PATH METHOD

• Provides graphic representation of the sequence and interdependency of activities

• Enables prediction of project duration

• Highlights critical path activities and project float time

• Enables detailed planning/scheduling prior to starting the project

• Enables tracking of project activities and timely response to changed conditions

• Can be used for alternatives analysis

• Aids in estimating/allocating resources and costs and visualizing constraints

BENEFITS OF THE CRITICAL PATH METHOD (CPM)

“LOOSE CANNONS”NO. 3

Susan Queue, S&D project manager, wrestled with the enormity of the project. There were so many tasks to accomplish. She wondered what was the best arrangement of the tasks and how long the project would take. She knew some tasks could not start until others were finished, while others were unconstrained. She wondered how much flexibility she had in the project, how critical task start and stop times were, and how to allocate resources.

PROJECT MANAGEMENT ENCE-7323 TO 763-N CLASS 2 September 10, 2000 Carl E. Edlund 214-665-8124...

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