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Building the perfect schedule (v6)


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The "Perfect" Integrated Master Schedule is of course a myth. But building a credible IMS is straight forward.

Published in: Technology

Building the perfect schedule (v6)

  1. 1. BUILDING THE PERFECT SCHEDULE You can’t tell the players without the score card
  2. 2. §Commitment? §Capability? §Capacity? §Intent? §Ability? Is an impossible quest? Do we have the … 2
  3. 3. 3 The perfect schedule ¨ Shows what Done looks like. ¨ Shows the work needed to get to Done. ¨ Defines the needed resources to reach Done ¨ Identifies risks to Done and their handling. ¨ Measures physical progress toward Done in units meaningful to the decision makers.
  4. 4. 4/57 Before We Schedule, We Need A Plan The Plan describes where we are going, the various paths we can take to reach our destination, and the assessment points along the way to assure we are on the right path. These assessment points measures the “maturity” of the product or service against the planned maturity. This is the measure of progress – not the passage of time or consumption of money. A Plan Is The Strategy For The Successful Completion Of The Project – Reaching DONE
  5. 5. Our Plan Has To Contain ¨ Who is going to do the work? ¨ What are the outcomes from this work? ¨ When does the work need to get performed? ¨ Where is the work being performed? ¨ Why are we doing all this? ¨ How is the work going to actually be performed? Six Honest Serving Men, from The Elephant’s Child
  6. 6. Let’s start with the Critical Few They are … Who, What, and When
  7. 7. Who are the resources needed to deliver the outcome
  8. 8. 8 What is stated in the Plan Independent of the Domain Planning a manned spaceflight vehicle, through incremental increases in the product’s maturity. A Kanban wall chart, planning the deliverables in an incremental and iterative manner. Traditional Agile
  9. 9. 9/57 Dave, I’m afraid I can’t let you do that When Controls the Order of Work
  10. 10. 10/57 Using the Critical Few, let’s get started
  11. 11. Good plans deal with change, our Perfect schedule must show how to manage change
  12. 12. The Plan Tells Use Where We Are Going § What is being delivered. § What work is needed to produce the deliverable. § The order of the work. § The resources needed to do the work. § The budget for that work. The Schedule puts these items into a logic network
  13. 13. § Numbers are the fuel of all project performance management. § Numbers must be about measuring the Increasing the Probability of Success. § Numbers are always better than opinions. The Schedule starts by calculating numbers.
  14. 14. ü Measures Of Effectiveness ü Measures Of Performance ü Cost (Budget & Actual) ü Schedule (Planned & Actual) ü Technical Performance ü Risk And Its Retirement ü Stability of Requirements ü Capacity for Work ü Staff Productivity ü Expected Business Value What are these numbers?
  15. 15. The REAL Problem For Every Schedule Is … The Activities Are Arranged In A Probabilistic Network With Interdependent Connections Between Work Elements
  16. 16. Let’s Build Something
  17. 17. ? What capabilities do we need to posses for success? ? What are the requirements for each of these capabilities? ? What are the technical and operational elements of each of these requirements? ? What work must be performed to produce these technical and operational elements? First we need answers to some critical questions …
  18. 18. We can start to answer these with the Work Breakdown Structure
  19. 19. What is a WBS and what does the WBS tell us that is useful? ¨ The WBS tells us what the structure of the product or service is, but not the order of construction. ¨ So we’ve got ½ the equation. ¨ Guidance for building the WBS.
  20. 20. We need to start with “good” WBS, Sorry, This is not one, … ¨ We want our schedule to show deliverable outcomes. ¤ Things that the customer can take away from the project. ¤ Things that are things. ¨ Design and Concepts are not shipped outcomes.
  21. 21. The WBS shows the things that sail away, fly away, or drive away ¨ We want see the deliverables. ¨ These deliverables are the “packages of work” for building the schedule that produces the deliverables
  22. 22. Events / Milestones define the availability of a capability at this point in the Schedule. Accomplishments define the entry conditions for each Event or Milestone. Criteria are the exit conditions for Work Packages Work Package Work Package Work Package Work Package Work Package Work Package Work Package Work package The Topology of our Perfect schedule
  23. 23. The flow of deliverables, describes the increasing value of the project Pilot Data Enrollment Integrators Quality Monitor Internal Router Data Store Lookup Data Warehouse Data Marts Data Marts Portals and others Billing Demo conversion process, member reconciliation Shared group matrix reports and interfaces Shared member crosswalk and members to ERP Integrators in ERP converted to inventory Status and trigger conversions Data in Marts for ERP Material Master Converted from legacy External Interfaces External Vendors converted to ERP Finance Loss TBD Resale's Vendors from legacy Emulations Material converted end– to–end
  24. 24. Quick Review ¨ Build a credible Work Breakdown Structure (WBS) for the deliverables of the project – not the functional activities that produce the deliverables. ¨ Define the Packages of Work that will produce each of the Products or Services. ¨ Define the Outcomes of each “Package of Work” in units of measure needed to assess maturity, compliance, or fulfillment of the requirements. ¨ Start arranging these packages of work (the Work Packages) in the logical order.
  25. 25. We’re one step closer to building a schedule, we know the deliverables Business Need Process Invoices for Top Tier Suppliers 1st Level Electronic Invoice Submittal 1st Level Routing to Payables Department 2nd Level Payables Account Verification 2nd Level Payment Scheduling 2nd Level Material receipt verification 2nd Level “On hand” balance Updates Deliverables defined in WP
  26. 26. Now We Need to Measure of Increasing Maturity of the Contents of the Tasks and Work Packages that make up the Schedule
  27. 27. We must discover the numbers that measure the performance of our Perfect schedule § How are we going to measure performance of our work efforts? § How are we going to calculate the needed budget and schedule duration? § How are we going to determine the risk of not meeting our cost and schedule goals? Our Perfect Schedule must contain this information, so we see how we are progressing toward DONE.
  28. 28. § Late or over budget. § Compliant with the technical performance measures. § Providing the needed capabilities. § Performing at a level that will get us to a soft landing at the end of the project. The Perfect Schedule provides information about the future so we can take actions needed to stay GREEN Without these number we can’t tell if we are …
  29. 29. The Schedule must Answer the question… How long are we willing to wait before we find out we are late? We’ll be waiting a long time
  30. 30. The Perfect Schedule provides a forecast of future performance § Credible Earned Value Baseline § Risk retirement plans § Visibility to the Capacity for work § Measures of Effectiveness § Measures of PerformanceNewsweek, February 24, 1958