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Schedule Metrics – Beyond the          OrdinaryNASA Project Management Challenge 2007        John Krahula/PM Metrics
What is a Schedule► Model/Simulation   of the process leading to  the creation of a desired event or  deliverable► Source ...
What Makes a Good Schedule► Properly    Structured    Activity Type Usage    Durations, Constraint Use, Logic    Follows y...
Performance Measurement/Metrics► Schedules Generate Tons of Information, What is  Relevant, Appropriate, In Context.► Leve...
Metrics in Perspective/Context► Snapshot   Metrics    Description of the Current Situation► Trends    Analysis of Values o...
Trip Levels  Step 1 – Set Up Rules andTriggers to Highlight Areas for           Analysis
Trip LevelsCopyright 2006 John Krahula and PM Metrics   7
Filter    Step 2 – When running ananalysis, analyze the appropriate  information. Get rid of some              trees.
Filter/Setup References      Copyright 2006 John Krahula and PM Metrics   9
Process and AnalyzeStep 3 – Analyze Results – High             Level
General Information Screen        Copyright 2006 John Krahula and PM Metrics   11
The High Level View► Triage► Red   is Bad► Validate Statusing or Schedule Structure► Drill down to a lower level of Detail...
Find Details, Weights, Those             ResponsibleStep 4 – Sort through the detail, find what is  important and communic...
Distribution - Buckets     Copyright 2006 John Krahula and PM Metrics   14
Distribution Graph   Copyright 2006 John Krahula and PM Metrics   15
TrendsCopyright 2006 John Krahula and PM Metrics   16
Detail Reports Copyright 2006 John Krahula and PM Metrics   17
Summary Reports   Copyright 2006 John Krahula and PM Metrics   18
Details – Other/Chokepoints/Averages            Copyright 2006 John Krahula and PM Metrics   19
Burn downs and Aggregates       Copyright 2006 John Krahula and PM Metrics   20
Work Burndown  Copyright 2006 John Krahula and PM Metrics   21
Task Burndown  Copyright 2006 John Krahula and PM Metrics   22
Task Day Burndown    Copyright 2006 John Krahula and PM Metrics   23
Had Problems, Getting Better              09/02/06 is 09/02/05         Copyright 2006 John Krahula and PM Metrics   24
ConstraintsCopyright 2006 John Krahula and PM Metrics   25
Resource Information     Copyright 2006 John Krahula and PM Metrics   26
Baseline, Forecast and Previous         Period Metrics         Copyright 2006 John Krahula and PM Metrics   27
Cumulative/Task Density      Copyright 2006 John Krahula and PM Metrics   28
More Trends and Timephased              Trends► Look  at What Happens over time.► Combine different Metrics► Defensive Met...
Comparing Baseline and Forecast       Distributions Give Idea of Weight              Copyright 2006 John Krahula and PM Me...
Baseline Vs. Forecast/Actual                                                       Baseline vs. Forecast Finishes         ...
Milestone Finishes                                             15                                                -J       ...
Tasks Active Weekly                                                          0                                            ...
Task Density for 1 WBS Element                                 Task Density WBS: 01020312               7               6 ...
Is –DV Good or Bad    Copyright 2006 John Krahula and PM Metrics   35
It’s BadCopyright 2006 John Krahula and PM Metrics   36
Are We Recovering?    Copyright 2006 John Krahula and PM Metrics   37
Not ReallyCopyright 2006 John Krahula and PM Metrics   38
When are We Tackling the Big Boys?                                Average Finish Variance of Late Tasks                   ...
Did a RW and Now…    Copyright 2006 John Krahula and PM Metrics   40
But – Greatly Reducing Lag Use          Copyright 2006 John Krahula and PM Metrics   41
But 3X Number of Tasks/MS       Copyright 2006 John Krahula and PM Metrics   42
Task Duration Down – Lower level of               Detail            Copyright 2006 John Krahula and PM Metrics   43
So What Happened► Went   to a Lower Level of Detail   Smaller Durations   More Tasks and Milestones► Got away from using l...
Comprehensive Comparison       Copyright 2006 John Krahula and PM Metrics   45
Activity/Date TabSample                                 Sample         Copyright 2006 John Krahula and PM Metrics   46
Progress Tab Copyright 2006 John Krahula and PM Metrics   47
Variance and Slack Tab      Copyright 2006 John Krahula and PM Metrics   48
Resources and Relationships Tab          Copyright 2006 John Krahula and PM Metrics   49
Conclusion► There  is a lot of Data in a schedule► Find the right measurement strategy► Look for answers, but also more im...
Supporting InformationMore Detailed Look at Screens        Copyright 2006 John Krahula and PM Metrics   51
Activities► Types      of Activities, Tasks, Milestones, and  Summary     Tasks may represent work packages or more likely...
Relationships► Ratio gives indication of linking► Ratio Type usage important in determining  structure health of schedule ...
Constraints► Honor Constraints Option is Dangerous► Hard Constraints Should be used Sparingly   Use for Deliverables   Dea...
Progress► Numbers  of Complete, In Progress and  Planned Activities► Missing Baselines► Should have Started/Finished – Tas...
Duration and Duration Variance► Long Duration Tasks► >0 Duration Variance are tasks that have  taken longer than expected►...
Finish Variance► Used  Along with Total Slack for standard  analysis of schedules► Have User Definable Distribution► Finis...
Total Slack and Free Slack► Large values show missing relationships► Negative values show missed Deliverables  or delay of...
Distributions► Start Variance, Finish Variance, Duration  Variance, Total Slack and Lags► Duration Distribution gives an i...
Chokepoints► Breakpoints  are an analysis of how many  relationships a task has► As with important reviews etc., tasks wit...
Other Information► Subprojects► Task Calendars► Deadlines► Elapsed Duration► Estimated Duration                Copyright 2...
Averages► Average  Durations give an idea of  granularity of the tasks.► Changes/Trends of averages can show  degradation ...
Baseline Metrics► Determine   what should have been worked► Started/Finished on Exact Day► Started/Finished within Status ...
Forecast Date Metrics► Metrics based on Forecast Dates► Metrics for both Starts and Finishes► Metrics results by Activity ...
Previous Status Period► How   is the schedule doing week to week or  status period to status period► Starts/Finishes Withi...
Task Density► Concurrent  tasks are all tasks scheduled  during a time period.► The more tasks in the works during a  peri...
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Krahula john

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Transcript of "Krahula john"

  1. 1. Schedule Metrics – Beyond the OrdinaryNASA Project Management Challenge 2007 John Krahula/PM Metrics
  2. 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. 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. 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. 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. 6. Trip Levels Step 1 – Set Up Rules andTriggers to Highlight Areas for Analysis
  7. 7. Trip LevelsCopyright 2006 John Krahula and PM Metrics 7
  8. 8. Filter Step 2 – When running ananalysis, analyze the appropriate information. Get rid of some trees.
  9. 9. Filter/Setup References Copyright 2006 John Krahula and PM Metrics 9
  10. 10. Process and AnalyzeStep 3 – Analyze Results – High Level
  11. 11. General Information Screen Copyright 2006 John Krahula and PM Metrics 11
  12. 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. 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. 14. Distribution - Buckets Copyright 2006 John Krahula and PM Metrics 14
  15. 15. Distribution Graph Copyright 2006 John Krahula and PM Metrics 15
  16. 16. TrendsCopyright 2006 John Krahula and PM Metrics 16
  17. 17. Detail Reports Copyright 2006 John Krahula and PM Metrics 17
  18. 18. Summary Reports Copyright 2006 John Krahula and PM Metrics 18
  19. 19. Details – Other/Chokepoints/Averages Copyright 2006 John Krahula and PM Metrics 19
  20. 20. Burn downs and Aggregates Copyright 2006 John Krahula and PM Metrics 20
  21. 21. Work Burndown Copyright 2006 John Krahula and PM Metrics 21
  22. 22. Task Burndown Copyright 2006 John Krahula and PM Metrics 22
  23. 23. Task Day Burndown Copyright 2006 John Krahula and PM Metrics 23
  24. 24. Had Problems, Getting Better 09/02/06 is 09/02/05 Copyright 2006 John Krahula and PM Metrics 24
  25. 25. ConstraintsCopyright 2006 John Krahula and PM Metrics 25
  26. 26. Resource Information Copyright 2006 John Krahula and PM Metrics 26
  27. 27. Baseline, Forecast and Previous Period Metrics Copyright 2006 John Krahula and PM Metrics 27
  28. 28. Cumulative/Task Density Copyright 2006 John Krahula and PM Metrics 28
  29. 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. 30. Comparing Baseline and Forecast Distributions Give Idea of Weight Copyright 2006 John Krahula and PM Metrics 30
  31. 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. 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. 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. 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. 35. Is –DV Good or Bad Copyright 2006 John Krahula and PM Metrics 35
  36. 36. It’s BadCopyright 2006 John Krahula and PM Metrics 36
  37. 37. Are We Recovering? Copyright 2006 John Krahula and PM Metrics 37
  38. 38. Not ReallyCopyright 2006 John Krahula and PM Metrics 38
  39. 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. 40. Did a RW and Now… Copyright 2006 John Krahula and PM Metrics 40
  41. 41. But – Greatly Reducing Lag Use Copyright 2006 John Krahula and PM Metrics 41
  42. 42. But 3X Number of Tasks/MS Copyright 2006 John Krahula and PM Metrics 42
  43. 43. Task Duration Down – Lower level of Detail Copyright 2006 John Krahula and PM Metrics 43
  44. 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. 45. Comprehensive Comparison Copyright 2006 John Krahula and PM Metrics 45
  46. 46. Activity/Date TabSample Sample Copyright 2006 John Krahula and PM Metrics 46
  47. 47. Progress Tab Copyright 2006 John Krahula and PM Metrics 47
  48. 48. Variance and Slack Tab Copyright 2006 John Krahula and PM Metrics 48
  49. 49. Resources and Relationships Tab Copyright 2006 John Krahula and PM Metrics 49
  50. 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. 51. Supporting InformationMore Detailed Look at Screens Copyright 2006 John Krahula and PM Metrics 51
  52. 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. 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. 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. 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. 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. 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. 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. 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. 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. 61. Other Information► Subprojects► Task Calendars► Deadlines► Elapsed Duration► Estimated Duration Copyright 2006 John Krahula and PM Metrics 61
  62. 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. 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. 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. 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. 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
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