Detailed project schedule
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This document provides a detailed project schedule for a TRV project from January 7th, 2013 to May 10th, 2013. The project involved developing a service agreement management service. Key steps included project management, design, testing, development, integration, training, documentation. Resources included developers, testers, and equipment. The project timeline was extended from the initial 60 day estimate to 99 days.
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MS Project 2010 schedule template for large NASA procurements $10-450 million
MS Project Schedule Template for large NASA Procurements $10-50M
Objectives
To identify repeatable process steps in small and large procurements that can be called out in MS Project
schedule templates.
* To support load balancing for procurement actions throughout the year. It will help prevent a log jam of actions in the fourth quarter.
* Simplified WBS for $25-125K procurements
* “Plug-in” Schedule template for $25-125K
* “Plug-in” Schedule template for $10-50M
* Roles & Responsibility Matrix for $10-50M
Each project task in the template is set to start as early as possible. All durations are “business days.”
Using the templates will help project managers avoid surprises in procurement schedules.
Each template shows all procurement process steps and nominal duration of tasks from start of requirements definition to finish with award to a vendor.
Templates have no “date constrained” tasks and can be directly inserted in new or existing schedules.
They will cascade forward from the start date of the procurement action.
How to schedule_a_project_in_ms_project_2003
This document provides guidance on how to schedule a project in Microsoft Project 2003. It discusses setting up the project, entering tasks, estimates, dependencies, constraints, resources, and assigning resources. It also covers optimizing the schedule for time and time/cost by highlighting the critical path and making changes to longest/most expensive tasks. The overall process involves setting up the project details, entering and estimating all tasks, defining dependencies and resources, and then optimizing the schedule.
Project Cost & Schedule Integration Lessons Learnt
The document discusses integrating cost and schedule data from different sources. It emphasizes that while project work can be grouped by individual disciplines like cost and schedule, these areas must ultimately be integrated as a single unit. It provides examples of integrating actual cost data from SAP and funding/forecast data from Oracle Hyperion into a Primavera P6 schedule using macros, web services, and import files to process large volumes of project data on a monthly basis. The document stresses the importance of defining integration rules and templates to ensure the right data is imported into the correct activities and work breakdown structure levels in P6.
Extension of time Analysis
This document discusses various approaches to analyzing delays in construction projects, including As-Planned vs As-Built, Impacted As-Planned, Collapsed As-Built, and Time Impact Analysis using snapshot and window approaches. It defines key delay analysis terms and provides examples of inserting delays into schedules and calculating extension of time and costs using different methods. The preferred approach discussed is window-based Time Impact Analysis, which divides a project into time windows and compares schedules to determine delay impacts at different points in time. Concurrent delays that cannot be separated are generally only entitled to extension of time but not additional costs.
Project Controls Processes
Why do we need Project Controls? The financial decision to execute a project implies a given investment completed at a given time and owners need to get the most out of the amounts of capital invested. In today’s business climate, “real time” information is essential to make better decisions.
Schedule Recovery Using Earned Value
1. Earned value management (EVM) metrics can help identify specific trades or scopes of work contributing to schedule slippage and poor performance. This allows for targeted mitigation strategies.
2. To effectively use EVM for schedule compression, the baseline schedule needs to be thoroughly coded to allow export and analysis of performance data by trade or work type.
3. Exporting schedule data to a spreadsheet enables pivot tables and charts to examine historical performance trends for each trade. This highlights which trades need additional resources or management to meet goals for schedule compression.
Construction Project Schedule Example- Residential Building
The document provides an example construction project schedule for building a residential building. It discusses planning the schedule by defining the project scope, stakeholders, and work breakdown structure. It then describes developing the schedule by defining activities, sequencing them, determining durations, and identifying the critical path. The example schedule is for a G+1 residential building and includes activities, durations, and relationships for structural works and finishing works.
ACH 216 Lecture 08 (Scheduling)
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Recommended
MS Project 2010 schedule template for large NASA procurements $10-450 million
MS Project Schedule Template for large NASA Procurements $10-50M
Objectives
To identify repeatable process steps in small and large procurements that can be called out in MS Project
schedule templates.
* To support load balancing for procurement actions throughout the year. It will help prevent a log jam of actions in the fourth quarter.
* Simplified WBS for $25-125K procurements
* “Plug-in” Schedule template for $25-125K
* “Plug-in” Schedule template for $10-50M
* Roles & Responsibility Matrix for $10-50M
Each project task in the template is set to start as early as possible. All durations are “business days.”
Using the templates will help project managers avoid surprises in procurement schedules.
Each template shows all procurement process steps and nominal duration of tasks from start of requirements definition to finish with award to a vendor.
Templates have no “date constrained” tasks and can be directly inserted in new or existing schedules.
They will cascade forward from the start date of the procurement action.
How to schedule_a_project_in_ms_project_2003
This document provides guidance on how to schedule a project in Microsoft Project 2003. It discusses setting up the project, entering tasks, estimates, dependencies, constraints, resources, and assigning resources. It also covers optimizing the schedule for time and time/cost by highlighting the critical path and making changes to longest/most expensive tasks. The overall process involves setting up the project details, entering and estimating all tasks, defining dependencies and resources, and then optimizing the schedule.
Project Cost & Schedule Integration Lessons Learnt
The document discusses integrating cost and schedule data from different sources. It emphasizes that while project work can be grouped by individual disciplines like cost and schedule, these areas must ultimately be integrated as a single unit. It provides examples of integrating actual cost data from SAP and funding/forecast data from Oracle Hyperion into a Primavera P6 schedule using macros, web services, and import files to process large volumes of project data on a monthly basis. The document stresses the importance of defining integration rules and templates to ensure the right data is imported into the correct activities and work breakdown structure levels in P6.
Extension of time Analysis
This document discusses various approaches to analyzing delays in construction projects, including As-Planned vs As-Built, Impacted As-Planned, Collapsed As-Built, and Time Impact Analysis using snapshot and window approaches. It defines key delay analysis terms and provides examples of inserting delays into schedules and calculating extension of time and costs using different methods. The preferred approach discussed is window-based Time Impact Analysis, which divides a project into time windows and compares schedules to determine delay impacts at different points in time. Concurrent delays that cannot be separated are generally only entitled to extension of time but not additional costs.
Project Controls Processes
Why do we need Project Controls? The financial decision to execute a project implies a given investment completed at a given time and owners need to get the most out of the amounts of capital invested. In today’s business climate, “real time” information is essential to make better decisions.
Schedule Recovery Using Earned Value
1. Earned value management (EVM) metrics can help identify specific trades or scopes of work contributing to schedule slippage and poor performance. This allows for targeted mitigation strategies.
2. To effectively use EVM for schedule compression, the baseline schedule needs to be thoroughly coded to allow export and analysis of performance data by trade or work type.
3. Exporting schedule data to a spreadsheet enables pivot tables and charts to examine historical performance trends for each trade. This highlights which trades need additional resources or management to meet goals for schedule compression.
Construction Project Schedule Example- Residential Building
The document provides an example construction project schedule for building a residential building. It discusses planning the schedule by defining the project scope, stakeholders, and work breakdown structure. It then describes developing the schedule by defining activities, sequencing them, determining durations, and identifying the critical path. The example schedule is for a G+1 residential building and includes activities, durations, and relationships for structural works and finishing works.
ACH 216 Lecture 08 (Scheduling)
This document discusses project scheduling, including definitions, purposes, history, and methods. It covers the stages of scheduling including preconstruction, construction, and postconstruction. Common scheduling methods like bar charts, network schedules, critical path method (CPM), and performance evaluation review technique (PERT) are explained. Key terms related to network scheduling and the critical path method are defined.
Subcontractor Scheduling
The document provides guidance for subcontractors on commercial project management issues including: clear communication is important; differences between commercial and residential work; the bidding and contracting phase including reviewing plans and specifications; the subcontractor bid process; relevant specification sections; submitting clear bid proposals; notes on subcontracts and boilerplate language; the importance of submittals; schedule considerations including critical path, total float, and acceleration; project management and change management processes; safety regulations; and insurance, bonds, and payment processes.
ACH 216 Lecture 06 (Pre Construction Planning)
The document discusses preconstruction coordination and project management planning. It covers establishing communication protocols, reviewing contracts and schedules, coordinating with stakeholders, and organizing job files and record keeping. The project manager takes a leadership role to plan the project, monitor progress, control costs, and coordinate all parties. An effective communication system and weekly meetings are key to project coordination.
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Schedule Updates
This document provides guidance on updating project schedules. It discusses determining the frequency of updates based on schedule purpose and size. It also outlines the process for collecting progress data from the field, office, owners, and subcontractors. The document details how to status the schedule, calculate updates, check for out-of-sequence work, and verify the updated schedule. It provides recommendations for standard schedule analysis for on-time projects and slipped schedules, including reviewing historical trends, the critical path, and more.
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This document discusses various issues that can arise during the construction process and how they are managed. It covers topics like time extensions, change orders, changed site conditions, delays, liquidated damages, and progress reporting. Management of issues during construction is key to a successful project outcome. Regular reporting through meetings, photos, and logs helps document progress and address any problems in a timely manner.
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This document describes the modules of a Project Control System (PCS). The PCS allows users to manage projects from pre-inquiry through closure. It includes modules for proposal management, document control, time tracking, transmittals, progress reporting, and lessons learned. Key functions include generating project numbers, planning documents, tracking revisions and milestones, booking time, and verifying progress. The system aims to provide full visibility and control over all project activities and deliverables.
Time Impact Analysis
A contemporaneous time impact analysis (TIA) evaluates the impact of potential delays on a construction project schedule. It involves updating the project schedule, inserting a fragnet of delay-causing activities, and comparing the predicted completion dates before and after the delay. Doing a TIA prospectively helps negotiate time extensions and avoid disputes. The presentation defines TIAs, explains how to prepare and analyze them properly according to industry standards, and discusses their benefits for both owners and contractors.
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Presentation Classification Of Schedule Types
This document discusses the need to categorize different types of scheduling used across industries in order to facilitate cross-pollination of scheduling best practices. It proposes developing a "Schedule Matrix" that maps industries and sectors to scheduling categories based on their typical use of scheduling components and determinants. This would allow schedulers to better understand scheduling approaches in other fields and identify opportunities to adopt innovative practices. The document advocates for an industry-wide study to develop a taxonomy and compile a Schedule Type Matrix that categorizes common scheduling approaches.
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This document explains how to create a recovery/revised schedule in Primavera. It discusses:
- The meaning of a recovery schedule and who should use this document
- Steps to prepare a recovery schedule including ensuring activities are in sequence, removing finish constraints, and running a retained logic schedule
- Applying global changes such as setting actual dates for completed activities and adjusting durations for in-progress activities
- Using an equation to calculate activity percent complete based on actual start, remaining duration and data date to ensure earned value equals planned value
- Exporting data to Excel to calculate values needed to adjust the schedule and ensure earned value matches planned value.
Top Five Metrics for Measuring Schedule Reliability
Learn how to improve schedule reliability using five metrics common for project schedules. Although Schedule MD has over 40 different metrics, focusing on a subset will provide improved schedule reliability that any project scheduler can use. Attendees will walk away knowing an efficient way to get up and running analyzing schedules.
Planning and Scheduling Construction Projects, Part 1: The Planning Process
The document provides guidance on developing and reviewing baseline construction schedules. It discusses common planning problems, the importance of the planning process before scheduling, and key elements to define the schedule basis including assumptions, exclusions, constraints, and more. It also covers estimating construction durations using productivity rates, developing resource loaded schedules, and factors that can impact the baseline schedule such as location, labor availability, and construction methods.
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The document outlines a three step approach to eliminating crisis project management: 1) Developing a schedule-driven program, 2) Creating a project management recovery system, and 3) Developing a scheduling recovery system. Step one involves instituting senior management buy-in for dedicated scheduling. Step two develops strategies for addressing delays from various sources. Step three provides checklists for analyzing schedules and suggesting recovery solutions when slippage occurs. The overall approach aims to minimize costs from delays through proactive scheduling, recovery planning, and applying lessons learned from past issues.
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This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
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Time Impact Analysis
A contemporaneous time impact analysis (TIA) evaluates the impact of potential delays on a construction project schedule. It involves updating the project schedule, inserting a fragnet of delay-causing activities, and comparing the predicted completion dates before and after the delay. Doing a TIA prospectively helps negotiate time extensions and avoid disputes. The presentation defines TIAs, explains how to prepare and analyze them properly according to industry standards, and discusses their benefits for both owners and contractors.
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- Steps to prepare a recovery schedule including ensuring activities are in sequence, removing finish constraints, and running a retained logic schedule
- Applying global changes such as setting actual dates for completed activities and adjusting durations for in-progress activities
- Using an equation to calculate activity percent complete based on actual start, remaining duration and data date to ensure earned value equals planned value
- Exporting data to Excel to calculate values needed to adjust the schedule and ensure earned value matches planned value.
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Project scheduling
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Construction Project Schedule Template- Residential Building
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Detailed project schedule
- 1. DETAILED PROJECT SCHEDULE FOR TRV - PROJECT PEICA Ionela – Anamaria An IV, CTI
- 2. GOAL To develop a service that allows to manage (create/modify/delete) a service agreement between the service provider and its third parties (customer, supplier or internal).
- 3. PROJECT SCHEDULE start date : 07.01.2013 end date : 10.05.2013 Initial estimation -60 days Real duration - 99 days
- 4. RESOURCES/PROJECT ORGANIZATION A. Work resources • Ionela • Developers :R2,R3,R5 • Platform tester : R1,R4,R6 A. Material resources • ALU platform : PC, eNodeB, bCEM,eCEM
- 6. PROJECT MANAGEMENT The Project Manager puts accent on the time allocated for the project, cost of the project and it’s scope, in order to obtain a good quality of the product. In order to obtain these characteristics, he increases competence between employers; he organizes and manages resources
- 7. DESIGN PHASE Customer’s questions list Pre-design preparation Hardware design (platform), software architecture design Document initialization (create documentation about the design of hardware and software architecture )
- 8. TESTING Methodes: - unit testing - module testing - regression testing - system testing - integration testing People involved: - testers - developer - customer - vendor
- 9. DEVELOPMENT The process of testing a single function can be conceptually divided into three steps: • Acquire a valid input for the function • Run the function for that input and capture its output • Decide if the input-output pair conforms to the function’s intended behaviour
- 10. PRE PROD INTEGRATION PHASE End to End integration enables utilities to improve power delivery, power quality, and operational efficiency while increasing customer intimacy. Achieving these goals requires a robust, secure, reliable and interoperable communications infrastructure o Node 2 Node integration
- 11. PROJECT LIFE
- 12. PROJECT LIFE
- 13. PROJECT LIFE
- 14. PROJECT LIFE
- 15. PROJECT LIFE
- 16. PROJECT LIFE
- 17. PROJECT LIFE
- 18. TRAINING, Alcatel-Lucent University provides courses for system planning, engineering, and ordering, as well as courses to train telecommunications technicians in installation, operations, and maintenance.
- 19. DOCUMENTATION The documentation is made out of ALU internal specification about each platform component used and steps made by the devolopers in order for the project to progress. It usually contains : • a system overview • feature lists by release • basic GUI operation instructions • GUI map management
- 20. PROJECT SUCCES Project tied to the organization’s business goals Detailed requirements Realistic schedule Good stakeholder relationships Skilled and appropriate team members with defined roles and responsibilities