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Krahula john

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  • 1. Schedule Metrics – Beyond the OrdinaryNASA Project Management Challenge 2007 John Krahula/PM Metrics
  • 2. What is a Schedule► Model/Simulation of the process leading to the creation of a desired event or deliverable► Source of important management information► Repository of historic information for contractual purposes and for creating the subsequent schedules Copyright 2006 John Krahula and PM Metrics 2
  • 3. What Makes a Good Schedule► Properly Structured Activity Type Usage Durations, Constraint Use, Logic Follows your Scheduling Business rules► Effective and appropriate Statusing Process► Effective Coding Strategy WBS is only the beginning► Effective Measurement/Reporting Strategy Copyright 2006 John Krahula and PM Metrics 3
  • 4. Performance Measurement/Metrics► Schedules Generate Tons of Information, What is Relevant, Appropriate, In Context.► Levels Schedule – Validate the Schedule as a Tool Project – Validate the Project Success► Types Structural (S) – Schedule Development/Statusing Progress/Status (S/P) Code/Calculated/Management (Key Performance Indicators etc.) (P)► Filter What is Measured Copyright 2006 John Krahula and PM Metrics 4
  • 5. Metrics in Perspective/Context► Snapshot Metrics Description of the Current Situation► Trends Analysis of Values over time Trend of Current Period/Snapshot Metrics Examine Cumulative Values – History Time phased Metrics► Measurement Strategy Matches Project Not all Projects are the Same PM ROI Copyright 2006 John Krahula and PM Metrics 5
  • 6. Trip Levels Step 1 – Set Up Rules andTriggers to Highlight Areas for Analysis
  • 7. Trip LevelsCopyright 2006 John Krahula and PM Metrics 7
  • 8. Filter Step 2 – When running ananalysis, analyze the appropriate information. Get rid of some trees.
  • 9. Filter/Setup References Copyright 2006 John Krahula and PM Metrics 9
  • 10. Process and AnalyzeStep 3 – Analyze Results – High Level
  • 11. General Information Screen Copyright 2006 John Krahula and PM Metrics 11
  • 12. The High Level View► Triage► Red is Bad► Validate Statusing or Schedule Structure► Drill down to a lower level of Detail. Copyright 2006 John Krahula and PM Metrics 12
  • 13. Find Details, Weights, Those ResponsibleStep 4 – Sort through the detail, find what is important and communicate with those responsible Copyright 2006 John Krahula and PM Metrics 13
  • 14. Distribution - Buckets Copyright 2006 John Krahula and PM Metrics 14
  • 15. Distribution Graph Copyright 2006 John Krahula and PM Metrics 15
  • 16. TrendsCopyright 2006 John Krahula and PM Metrics 16
  • 17. Detail Reports Copyright 2006 John Krahula and PM Metrics 17
  • 18. Summary Reports Copyright 2006 John Krahula and PM Metrics 18
  • 19. Details – Other/Chokepoints/Averages Copyright 2006 John Krahula and PM Metrics 19
  • 20. Burn downs and Aggregates Copyright 2006 John Krahula and PM Metrics 20
  • 21. Work Burndown Copyright 2006 John Krahula and PM Metrics 21
  • 22. Task Burndown Copyright 2006 John Krahula and PM Metrics 22
  • 23. Task Day Burndown Copyright 2006 John Krahula and PM Metrics 23
  • 24. Had Problems, Getting Better 09/02/06 is 09/02/05 Copyright 2006 John Krahula and PM Metrics 24
  • 25. ConstraintsCopyright 2006 John Krahula and PM Metrics 25
  • 26. Resource Information Copyright 2006 John Krahula and PM Metrics 26
  • 27. Baseline, Forecast and Previous Period Metrics Copyright 2006 John Krahula and PM Metrics 27
  • 28. Cumulative/Task Density Copyright 2006 John Krahula and PM Metrics 28
  • 29. More Trends and Timephased Trends► Look at What Happens over time.► Combine different Metrics► Defensive Metrics – Use Metrics to tell a story. Copyright 2006 John Krahula and PM Metrics 29
  • 30. Comparing Baseline and Forecast Distributions Give Idea of Weight Copyright 2006 John Krahula and PM Metrics 30
  • 31. Baseline Vs. Forecast/Actual Baseline vs. Forecast Finishes 2500Cummulatvie Finishe 2000 1500 bfinishc 1000 ffinishc 500 0 25-Aug-05 01-Jul-04 27-Jul-06 08-Apr-04 02-Jun-05 15-Jan-04 23-Sep-04 10-Mar-05 17-Nov-05 09-Feb-06 04-May-06 19-Oct-06 16-Dec-04 Time Copyright 2006 John Krahula and PM Metrics 31
  • 32. Milestone Finishes 15 -J a 26 n-0 0 2 4 6 8 10 12 14 16 18 20 -F 4 e 08 b-0 -A 4 p 20 r-0 -M 4 ay 01 -04 -J 12 ul- -A 04 u 23 g-0 -S 4 e 04 p-0 -N 4 o 16 v-0 -D 4 e 27 c-0 -J 4 a 10 n-0 -M 5 a 21 r-0 -A 5 p 02 r-0 -J 5 un 14 -05 -J 25 ul-0 -A 5 u 06 g-0 -O 5 17 ct-0 -N 5 o Milestones By Week 29 v-0 -D 5 e 09 c-0 -F 5 e 23 b-0 -M 6Copyright 2006 John Krahula and PM Metrics 04 ar-0 -M 6 a 15 y-0 -J 6 un 27 -06 -J 07 ul- -S 06 e 19 p-0 -O 6 Milestones By Time 30 ct-0 Subcontract MS, Givers/Receivers, Lower Level Events -N 6 ov -0 6 bccm32
  • 33. Tasks Active Weekly 0 10 20 30 40 50 60 70 80 15-Jan-04 19-Feb-04 25-Mar-04 29-Apr-04 03-Jun-04 08-Jul-04 12-Aug-04 16-Sep-04 21-Oct-04 25-Nov-04 30-Dec-04 03-Feb-05 10-Mar-05 14-Apr-05 19-May-05 23-Jun-05 28-Jul-05 01-Sep-05 Task Density 06-Oct-05 10-Nov-05 15-Dec-05 19-Jan-06 23-Feb-06Copyright 2006 John Krahula and PM Metrics 30-Mar-06 Task Density 04-May-06 08-Jun-06 How many tasks are in play at any one time 13-Jul-06 17-Aug-06 21-Sep-06 26-Oct-06 30-Nov-06 04-Jan-07 bcct33
  • 34. Task Density for 1 WBS Element Task Density WBS: 01020312 7 6 5N me o T s s u br f a k 4 3 2 1 0 1 2 3 4 5 6 7 8 Month Copyright 2006 John Krahula and PM Metrics 34
  • 35. Is –DV Good or Bad Copyright 2006 John Krahula and PM Metrics 35
  • 36. It’s BadCopyright 2006 John Krahula and PM Metrics 36
  • 37. Are We Recovering? Copyright 2006 John Krahula and PM Metrics 37
  • 38. Not ReallyCopyright 2006 John Krahula and PM Metrics 38
  • 39. When are We Tackling the Big Boys? Average Finish Variance of Late Tasks 40 35 30F is V ria c D y 25 in h a n e a 20 15 10 5 0 1 2 3 4 5 6 7 8 Week No. Copyright 2006 John Krahula and PM Metrics 39
  • 40. Did a RW and Now… Copyright 2006 John Krahula and PM Metrics 40
  • 41. But – Greatly Reducing Lag Use Copyright 2006 John Krahula and PM Metrics 41
  • 42. But 3X Number of Tasks/MS Copyright 2006 John Krahula and PM Metrics 42
  • 43. Task Duration Down – Lower level of Detail Copyright 2006 John Krahula and PM Metrics 43
  • 44. So What Happened► Went to a Lower Level of Detail Smaller Durations More Tasks and Milestones► Got away from using lags► This is an IMS Level Schedule, many represent interactions between IPTs► Tons of Spec Reviews etc. Copyright 2006 John Krahula and PM Metrics 44
  • 45. Comprehensive Comparison Copyright 2006 John Krahula and PM Metrics 45
  • 46. Activity/Date TabSample Sample Copyright 2006 John Krahula and PM Metrics 46
  • 47. Progress Tab Copyright 2006 John Krahula and PM Metrics 47
  • 48. Variance and Slack Tab Copyright 2006 John Krahula and PM Metrics 48
  • 49. Resources and Relationships Tab Copyright 2006 John Krahula and PM Metrics 49
  • 50. Conclusion► There is a lot of Data in a schedule► Find the right measurement strategy► Look for answers, but also more important, look for the questionsContact PM Metrics at johnmtnair@aol.com or info@pmmetrics.com Copyright 2006 John Krahula and PM Metrics 50
  • 51. Supporting InformationMore Detailed Look at Screens Copyright 2006 John Krahula and PM Metrics 51
  • 52. Activities► Types of Activities, Tasks, Milestones, and Summary Tasks may represent work packages or more likely EV Milestones Milestones may be part of a strategy for performance measurement Could use Summary Activities for Work Packages or Cost Accounts, WBS Elements, Etc.► Start, Finish, and Isolated Activities give indication of linking in schedule and/or number of Deliverables.► Summary Logic is generally not acceptable Copyright 2006 John Krahula and PM Metrics 52
  • 53. Relationships► Ratio gives indication of linking► Ratio Type usage important in determining structure health of schedule and possible hiding of lateness (FS to SS or FF)► Beware of Schedulers using SF► The Great Debate: Lags Versus Constraints► Neg Lags can help model Total Slack Better Copyright 2006 John Krahula and PM Metrics 53
  • 54. Constraints► Honor Constraints Option is Dangerous► Hard Constraints Should be used Sparingly Use for Deliverables Deadlines in MS Project can act as Hard Constraints► Develop a strategy for using soft constraints Logic still wins Ersatz Resources – Used to Model Resource Availability Copyright 2006 John Krahula and PM Metrics 54
  • 55. Progress► Numbers of Complete, In Progress and Planned Activities► Missing Baselines► Should have Started/Finished – Tasks unstatused before the Status Date► Future Status – Out of Sequence Status Copyright 2006 John Krahula and PM Metrics 55
  • 56. Duration and Duration Variance► Long Duration Tasks► >0 Duration Variance are tasks that have taken longer than expected► <0 Duration Variance are tasks that have completed sooner than expected► Duration Variance useful for History► Useful for Dynamic/Radical/Agile PM Copyright 2006 John Krahula and PM Metrics 56
  • 57. Finish Variance► Used Along with Total Slack for standard analysis of schedules► Have User Definable Distribution► Finish Variance calculated on Interim Dates helps gauge performance if Baseline not relevant. Copyright 2006 John Krahula and PM Metrics 57
  • 58. Total Slack and Free Slack► Large values show missing relationships► Negative values show missed Deliverables or delay of entire project► Standard method for identifying problem areas► Depends on Constraints Being Properly Used► Decreasing Free Slack means compressing schedule. Copyright 2006 John Krahula and PM Metrics 58
  • 59. Distributions► Start Variance, Finish Variance, Duration Variance, Total Slack and Lags► Duration Distribution gives an idea of how discrete you are planned► Gives idea of scope of problems rather than just the long pole Copyright 2006 John Krahula and PM Metrics 59
  • 60. Chokepoints► Breakpoints are an analysis of how many relationships a task has► As with important reviews etc., tasks with many relationships are important to track Copyright 2006 John Krahula and PM Metrics 60
  • 61. Other Information► Subprojects► Task Calendars► Deadlines► Elapsed Duration► Estimated Duration Copyright 2006 John Krahula and PM Metrics 61
  • 62. Averages► Average Durations give an idea of granularity of the tasks.► Changes/Trends of averages can show degradation or the turning around of a project. Copyright 2006 John Krahula and PM Metrics 62
  • 63. Baseline Metrics► Determine what should have been worked► Started/Finished on Exact Day► Started/Finished within Status Period► Start Early/Finish Early► What was Not Started or Finished► Previous Lates and Healed► Results by Activity Type Copyright 2006 John Krahula and PM Metrics 63
  • 64. Forecast Date Metrics► Metrics based on Forecast Dates► Metrics for both Starts and Finishes► Metrics results by Activity Type► Negative Differences mean tasks not completed and not re-forecast Copyright 2006 John Krahula and PM Metrics 64
  • 65. Previous Status Period► How is the schedule doing week to week or status period to status period► Starts/Finishes Within Status Period► Actual Starts/Finishes within Status Period► Start Early/Finish Early► By Activity Type Copyright 2006 John Krahula and PM Metrics 65
  • 66. Task Density► Concurrent tasks are all tasks scheduled during a time period.► The more tasks in the works during a period, the greater chance of not meeting deliverables► How many tasks can we effectively manage, do we have structure problems?► Defining the Bow Wave Copyright 2006 John Krahula and PM Metrics 66