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PMICOS Webinar: Building a Sound Schedule in an Enterprise Environment
1. building a sound schedule in an
enterprise environment using
schedule metric analysis
Dr Dan Patterson, PMP l CEO & Founder, Acumen
2. 2
Introductions
! Dr Dan Patterson PMP
! Founder, CEO Acumen
! 20 years project management software
! Risk/schedule thought leader
! Welcom, Pertmaster, Primavera, Acumen legacy
! Acumen
! Project analytics
! World-recognized risk workshops
! S1 > S5 schedule maturity
! Acumen Fuse project analysis tool
September 21,
2011
3. 3
Presentation Overview
! Importance of a sound basis of schedule
! The CPM schedule building blocks
! Introduction to metric analysis
! Industry standards
! Your metric toolkit: key metrics
! Scorecarding
! Metrics for execution & forensics
! Results from research on planning quality
! Q&A
September 21,
2011
4. 4
The Importance of a
Sound Basis of Schedule
• Schedule Basis
! A schedule is a • Reflects latest scope/contractor
S1 updates
forecast
• Critiqued Schedule
! Used as a benchmark • Structurally sound, no contingency,
S2 sound logic
against which to
measure performance • Risk-Adjusted Schedule
• Estimate uncertainty, risk events
S3
! Means of defining &
capturing scope • Optimized Target Scenarios
• Reduced hot spots, higher confidence
S4
! Means of
communicating the • Team Validated Scenario
• Buy-in on mitigation plans
plan to stakeholders S5
September 21,
2011
5. 5
Linking Scope to Work
! Schedule needs to Project • What are we building?
Objective • Criteria
reflect the work
needed to achieve Project • Performance
Scope • Cost, quality etc
the overarching
objective of the Project • List of ‘features’
Deliverables
project
• Breakdown of
! Separate deliverables WBS deliverables
from work
• Detailed work, durations,
Activities
! Start your plan with a sequencing etc
WBS…
Resources • Capacities, demands etc
September 21,
2011
6. 6
CPM Building Blocks
Project Defines start or finish of the job
Encapsulates the defined work
Scheduling tools are
an excellent means
Activities Defines duration for a given
scope of work of modeling these
Logic Links Defines sequence of work moving parts.
But…
Calendars Defines when an activity/
resource can work They do little for
Constraints Defines date overrides
making sure the
building blocks are
Resources Defines who/what is available to used correctly….
execute work
Resource Links the “executors” to their
Assignment work
September 21,
2011
7. 7
The Problem with Gantt Charts…
! Highly vertical in nature
! A row per activity required
! Humans like timelines!
! Logic adds complexity
! Difficult to trace
! Detail lost in summaries
! Just shows earliest/latest
! Activity-centric
! Doesn’t show by resource
September 21,
2011
8. 8
Introduction to Metric Analysis
! Definition: “Analytics leverage data in a particular functional
process to enable context-specific insight that is actionable”
! Objective means of determining schedule quality
! Analytics for a previously subjective science
! Analyzing output from schedule, cost, risk models
! Doesn’t replace need for a sound CPM tool
! Objective of pinpointing hotspots
! Shortcomings, issues, overruns, trends
! Thresholds measure acceptability
! Comparison against benchmarks/tripwires
! Trending over time
! Comparisons, performance improvements
September 21,
2011
9. 9
Metrics
! Metric definition
! “a measurement used to mathematically gauge a quantity”
! Metric Score
! Typically a count of activities
! Can be a summation e.g. cost
! Metric percentage
! Provides context e.g. within a set of activities
! Threshold or Tripwire
! Acceptable bandwidth relative to a given basis
September 21,
2011
11. 11
Industry Standards
! Government agency (compliance)
! Government-wide
! Department of Defense (DoD)
! NDIA’s Generally Accepted Scheduling Principles
(GASP)
! Non-government specific (best practice)
! Project Management Institute (PMI)
! AACE International
! Thought leaders e.g. Acumen
! Company-specific
September 21,
2011
12. 12
Compliance Metrics
DCMA 14 Point GAO Scheduling Best Practices
1. Logic: identify how schedule is linked together 1. Capturing all activities: Schedule should reflect
all activities in WBS (government and contractor)
2. Leads: leads distorts total float in schedule
2. Sequencing all activities: Activities sequenced in
3. Lags: hides detail in schedule the logical order they are to be carried out
4. Relationship Types: Focus on Finish-to-Start (FS) 3. Assigning resources to all activities: reflect what
5. Hard Constraints: overrides natural CPM resources are needed to do the work
4. Establishing duration of all activities: realistically
6. High Float: network may not be logic-driven
reflect how long each activity will take
7. Negative Float: result of forced planning 5. Integrating schedule activities horizontally and
8. High Duration: lack of detail vertically: breadth & depth scope
6. Establishing critical path for all activities: driving
9. Invalid Dates: errors around the data date
path through schedule
10. Resources: verification that tasks have resources 7. Identifying float between activities: schedule
11. Missed Tasks: comparison to baseline flexibility can be determined
12. Critical Path Test: tests validity of driving path 8. Conducting schedule risk analysis: predict level
of confidence
13. Critical Path Length Index (CPLI): “realism”
9. Updating schedule using logic and durations to
14. Baseline Execution Index (BEI): performance determine the dates: realism
10. Creating a baseline schedule
September 21,
2011
13. 13
Sound Logic
! Use of FS, FF, SF, SS links
! SS links don’t account for durations
! Lags hide schedule detail redundant
! Leads cause reverse dates A
! Circular logic between projects
B
! Out of sequence updates
! Open start/finish: hidden open ends C
! Logic Density™
! Logic Hotspot™
! Redundancy Index™
September 21,
2011
14. 14
Logic Density™
! Great measure of complexity
! Dual-band threshold: 2 to 5…
! Determine Logic Hotspots™ in your schedule
September 21,
2011
15. 15
Redundancy Index™
! Overly complex, non-necessary logic
! Negatively impacts a schedule risk analysis
! Look for less than 15% redundancy in schedule
September 21,
2011
16. 16
Appropriate use of Constraints
! Understand the use of constraints
! Delivery dates?
! Look for open ends with constraints
! These are OK
! Understand float around constraints
! Float often artificially generated
! Avoid hard constraints
! They go against the whole premise of CPM!
September 21,
2011
17. 17
Calendars
! Appropriate use of calendars
! Use reasonable number of calendars
! Use reasonable level of detail
! Don’t use hourly calendar on a 3 year
construction project!
! Be careful about multiple calendars in
sequences of activities
! Logic links inherit either predecessor or
successor
September 21,
2011
18. 18
Durations & Level of Detail
! Durations define level of detail in schedule
! Ensure sufficient level of detail to:
! Track performance
! Publish status
! Collaborate the work with the project team
! Differentiate between critical/non critical
! Great indicator as to how risky a project is
September 21,
2011
19. 19
Float Analysis
! Average Float
! Maximum Float
! Float ratio (# of days float per day of work)
! Float Map™
September 21,
2011
20. 20
Visualization
! Means of grouping activities
! Against which we can apply metrics
! Means of quickly changing grouping
! Multiple dimension slice and dice
! Means of also slicing by time period
Ribbon Visualization
September 21,
2011
21. 21
Scorecarding
! Metrics are useful but don’t give overall picture
! Scorecarding: group individual metrics into single score
! Schedule Quality Index™
! Scores can be either
! Activity based: number of activities that fail a test (less detailed,
higher scores)
! Metric based: number of metrics that fail a test (more detailed,
lower scores)
! Weight importance of metrics
September 21,
2011
22. 22
Tracing Driving Logic
! Driving Logic trace shows key path(s)
! Based on:
! Forwards only view
! Backwards only view
! View between any two given activities
! Analyze the driving path through metrics
September 21,
2011
23. 23
Metrics for Execution
Baseline Compliance™
! Traditional measures include:
! Earned value: heavy time investment to implement
! Earned schedule: similar to EV
! % complete: what does this really tell us?
! Ahead/behind baseline: too granular a scale…
! Baseline Compliance™
! Used to determine how close a schedule is planned
and executed against it’s baseline
! Measure of well the plan is being executed
! More than just date comparison
! Looks at period-compliance
September 21,
2011
27. 27
Metrics for Risk Analysis
! Hidden critical paths
! Risk Hotspots
! Risk exposure over time
September 21,
2011
28. 28
Metrics for Schedule Forensics
! Compare multiple updates, iterations etc
! Means of pinpointing
! Changes e.g. duration, logic
! More importantly, should be:
! Insight into impact of changes e.g. float
! Scorecarding
! Use as means of showing improvements
September 21,
2011
30. 30
Conclusions
! Sound basis of schedule is “king” for all things project
management…
! Scheduling tools provide excellent framework for
developing CPM schedules
! Yet they do little to help guide scheduling maturity –
garbage in, garbage out…
! Metric analysis provides objective measurement
! Visualization is as important as the analysis
! Sound planning drives project success…
September 21,
2011
31. 31
More Information
Dr Dan Patterson PMP
!
! dpatterson@projectacumen.com
! Acumen Fuse Website
! www.projectacumen.com
September 21,
2011