3 pm3 t_we%20-%20creating%20a%20schedule%20that%20works

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  • 1. WORKED EXAMPLE: Table Construction Project
    Reality check the schedule for the Table Construction Project using “Table Construction – Integrated Schedule.mpp”
    Additional Info:
    The QA inspector is travelling and will not be available until 5 Feb 2010
    The table has been guaranteed for customer delivery 19 Feb 2010
  • 2. 1. Check Activity List
    Activity List
    Roll up
    “Parents”
    Roll up
    Work Packages
    Indented
    WBS
    If properly constructed, your Activity List will “roll up” into your Indented WBS
    Check to make sure that you are not mixing up Work Packages with Activities
  • 3. 2. Check network structure
    Once the links are entered, they should form a complete network
    Everything ties in to “something”
    As much as possible, all the “loose ends” tie back together at the end
  • 4. 3. Reality check resources
    When the “ideal” schedule is viewed to check the “resource usage”, many resources maybe “overutilized”
    Example:
    If you have only one carpenter, you can’t have “Saw table legs” happen at the same time as “Assemble chair back”
    This is usually showed via a “histogram” that plots resource demand over time vs. the defined team size
  • 5. Practical Resource Levelling in MS-Project
    View the Resource Sheet (View/Resource Sheet)
    Overallocated resources are in red
    Split panes (Window/Split)
    Select View/GANTT for the top pane and highlight all tasks
    Select View/Resource Graph or View/Resource Usage for bottom pane
    Scroll to overallocated resources and see red for areas of overlap
    Filter for impacted resource (Project/Filtered for…/Using Resource)
    Resolve conflicts:
    • Drag and drop conflicting periods
    • 6. Change work calendar over period to accommodate overtime
    Click inside a “Resource” view (eg “Resource Usage”)
    Select Project/Resource Information and modify calendar over impacted period
  • 7. 4. Apply milestones
    Flow “down” key commitments from the contract/program plan (eg. First shipment; inputs to customer activities)
    “Hard” dates in the “milestone” section
    Flow “up” estimated completion dates (eg. Design complete; Foundation complete)
    “Status” dates usually embedded in schedule
    Indicate “external” inputs to the program from other schedules or program entities (eg. Parts available from supplier; test equipment available in shared facility)
    “Hard” dates embedded or at the top
    Measurement of performance – discussed in integration section
    Estimated vs committed
    “Burndown”
    Earned Value recognition
    Contractual basis for invoicing progress payments
    Usually attached to the “key commitments”
  • 8. 5. Check status vs customer milestones and take action
    Original
    schedule
    Crashing
    Shortenedduration
    Fast tracking
    Overlapped
    tasks