This document provides an outline for a course on project scheduling and controls. The 3-day course will introduce key concepts in project scheduling including activity sequencing, developing project schedules, schedule updates and change control, and earned value management. Participants will learn to create effective project schedules, implement controls, evaluate metrics and prepare reports. The course aims to prepare attendees to sit for the PMI Scheduling Professional or AACE Project Scheduling Professional certifications. It will use exercises, workshops, and a case study to demonstrate scheduling skills across different project types.
Favorite Delay Analysis Methodologies Town Hall SEIChris Carson
Presentation from a Town Hall session to discuss favorite forensic schedule analysis methodologies, based on the Forensic Analysis Recommended Practice from AACE International. The Best Practices and Guidelines for Schedule Impact Analysis project is discussing methods.
Second edition epc project rule of credit and progress measurement promoignitetribes
This is the second edition for project rule of credit and progress measurement which covers for Upstream,Downstream, General Construction, Skid fabrication and many more.
Favorite Delay Analysis Methodologies Town Hall SEIChris Carson
Presentation from a Town Hall session to discuss favorite forensic schedule analysis methodologies, based on the Forensic Analysis Recommended Practice from AACE International. The Best Practices and Guidelines for Schedule Impact Analysis project is discussing methods.
Second edition epc project rule of credit and progress measurement promoignitetribes
This is the second edition for project rule of credit and progress measurement which covers for Upstream,Downstream, General Construction, Skid fabrication and many more.
Installation of primavera (optional)
Open primavera
Create EPS
Create your own project with minimum 30 activities(Live projects are preferable)
Data entry
Inserting activities
Assigning relationship
Activates codes
Basic formatting of Bars(Bar style, Bar label)
Inserting and modifying columns
Group by and short by
User defined filed
Interfering floats
Make 2 more of your self
Filters
New filters
Modify filters
Cases of Constraints
Case of difference between total float and free float
calendar
Import & Export
Live project Information
Filters ( 1-line, 2-line, 3-line Filters)
RESOURCE ASSIGNING AND LEVELLING
Resource Levelling
RESOURCE LOADING (Bell type, front loaded, back loaded, linear etc.)
EARNED VALUE ANALYSIS
Cost Account
Expenses
Reports
Role
User Defined fields
Admin Preferences
Renumbering Activities
Project Portfolio
Edit Columns
Save layout
Working with multiple projects
Activity Steps
Global change
Multiple Projects
USING WORK PRODUCTS AND DOCUMENTS
UPDATING PROJECT BY "AUTO ACTUALS" METHOD
UPDATING, SCHEDULING PROJECT - WITH SPOTLIGHT FEATURE
ASSIGN BASELINE
MAINTAIN BASELINE
PROJECT CODES
إدارة التخطيط والبرامج الزمنية
فيديو المحاضرة: https://www.youtube.com/watch?v=HiGNZeLQ9Po
Content:
1- Planning and scheduling
2- Time schedule development
3- Resource and cost loading
4- Time schedule submittal
5- Review and approval
6- Update and reporting
7- Delay quantification approaches
8- Mitigation and action plans
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
On 23 May 2012, McLachlan Lister's Anamaria Popescu made a presentation on "Extensions of Time - Avoiding the Traps or Taking Advantage of Them" in conjunction with well-known Australian law firm Holding Redlich
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Primavera p6 18.8 planning and scheduling guide r3Matiwos Tsegaye
This manual is developed to assist construction professional in understanding the basic principles of planning and to guide them how planning is developed using the recent edition Primavera Professional P6 18.8.
Epc project interdepency and Work Flow- promoignitetribes
Engineering, Procurement and Construction are highly correlated and set precedence against each other. They are very interdependent and these dependencies become increasingly critical as the phases are overlapped. In this module we share the interdependence of Engineering - Procurement and the influence in Construction. Here we touch a bit on work front monitoring and work face planning.
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
Installation of primavera (optional)
Open primavera
Create EPS
Create your own project with minimum 30 activities(Live projects are preferable)
Data entry
Inserting activities
Assigning relationship
Activates codes
Basic formatting of Bars(Bar style, Bar label)
Inserting and modifying columns
Group by and short by
User defined filed
Interfering floats
Make 2 more of your self
Filters
New filters
Modify filters
Cases of Constraints
Case of difference between total float and free float
calendar
Import & Export
Live project Information
Filters ( 1-line, 2-line, 3-line Filters)
RESOURCE ASSIGNING AND LEVELLING
Resource Levelling
RESOURCE LOADING (Bell type, front loaded, back loaded, linear etc.)
EARNED VALUE ANALYSIS
Cost Account
Expenses
Reports
Role
User Defined fields
Admin Preferences
Renumbering Activities
Project Portfolio
Edit Columns
Save layout
Working with multiple projects
Activity Steps
Global change
Multiple Projects
USING WORK PRODUCTS AND DOCUMENTS
UPDATING PROJECT BY "AUTO ACTUALS" METHOD
UPDATING, SCHEDULING PROJECT - WITH SPOTLIGHT FEATURE
ASSIGN BASELINE
MAINTAIN BASELINE
PROJECT CODES
إدارة التخطيط والبرامج الزمنية
فيديو المحاضرة: https://www.youtube.com/watch?v=HiGNZeLQ9Po
Content:
1- Planning and scheduling
2- Time schedule development
3- Resource and cost loading
4- Time schedule submittal
5- Review and approval
6- Update and reporting
7- Delay quantification approaches
8- Mitigation and action plans
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
On 23 May 2012, McLachlan Lister's Anamaria Popescu made a presentation on "Extensions of Time - Avoiding the Traps or Taking Advantage of Them" in conjunction with well-known Australian law firm Holding Redlich
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Primavera p6 18.8 planning and scheduling guide r3Matiwos Tsegaye
This manual is developed to assist construction professional in understanding the basic principles of planning and to guide them how planning is developed using the recent edition Primavera Professional P6 18.8.
Epc project interdepency and Work Flow- promoignitetribes
Engineering, Procurement and Construction are highly correlated and set precedence against each other. They are very interdependent and these dependencies become increasingly critical as the phases are overlapped. In this module we share the interdependence of Engineering - Procurement and the influence in Construction. Here we touch a bit on work front monitoring and work face planning.
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
Creating value from Software Development though Project managementCharles Muzonzini
A presentation on creating value from Software Development though Project management from Mr C Haparari at the Computer Society of Zimbabwe-Software Development Community June 2016 function.
A short presentation (28 slides) describing the PM methodology (Projects IN Controlled Environment - Ver 2) from the executive / senior management perspective.
Impress your clients by clearly defining base elements of the project and other project planning activities by using our kick-off meeting PowerPoint presentation slides. This project management kick-off meeting PowerPoint template consists a total of 28 ready to use slides like meeting agenda, project description, project scope, core team, project management team, responsibility assignment matrix, project management cycle, work breakdown structure, project cost estimate, project communication plan, project management Gantt chart, project tracking plan and many such slides. All the slides in this project kick-off meeting agenda are completely editable and can be adjusted as per individual requirements and needs. Be it the explaining your services to the client or to your internal team, this kick-off management PPT deck can be used for a crisp, short and very to the point explanation. The diagrams and visuals used in this kick-off agenda slideshow are attractive and self-explanatory to place the content in a stylish manner. Elaborate on holistic healing with our Kickoff Meeting PowerPoint Presentation Slides. Give due importance to the human element.
Starts with the basic learning in Critical Path Method and continued with the the use of MS Project software. Even though the software is upgraded to teh latest version, the basic fundamentals in using the software does not change
Integrating Agile and Traditional Projects in the EnterpriseTechWell
Is your organization using agile on some projects and classic waterfall on others? Are you concerned with integrating your agile projects into your current PMO, tool, and reporting structure? Are you afraid you might require two totally separate approaches? Steve Caseley believes you can support agile without having to introduce a new suite of tools. Project vision, release and sprint planning, product backlog management, and automated production of Scrum artifacts are all possible with your existing project management tools. Steve demonstrates how Microsoft Project and Project Online can provide full support for Scrum/agile projects. Having a framework based on existing tools is key, as it fully integrates your agile projects into established PMOs, ensuring consistency across your organization’s project portfolio independent of the delivery approach selected. Learn how to provide full support and manage all projects—both traditional and agile—in your portfolio in the same tool set.
Agile approaches continue to increase in popularity in the world of project management. A range of popular Agile methods have been employed to varying degrees by organizations to support their project management practices.
But few of them offer a complete project management solution (e.g. covering the full project lifecycle, roles & responsibilities, etc).
AgilePM guidance – published by the Agile Business Consortium – offers a complete framework for agile project management, achieving an ideal balance between the standards, rigour and visibility required for good project management, and the fast-pace, change and empowerment provided by agile.
And it’s proving very popular. Since it’s introduction in 2010, over 80,000 AgilePM exams have been sat globally, making it the leading guidance and certification for agile project management.
During this webinar, Antony Perrett (lead AgilePM instructor for Learning Tree International) will delve into the guidance, outlining the key features that make it a complete framework for successful agile projects.
This slide is for software engineering subject which may help you to better understanding. You can also gain knowledge in software engineering subject.
The Cause and Effect Diagram (CAED) organizes and graphically represents the causes of a particular problem. It is also referred to as the Ishikawa Diagram, or Fishbone Diagram. Another definition is: “A graphic tool used to explore and display opinion about sources of variation in a process”
Decision making is a human process: inasmuch as they are made under conditions of uncertainty, decisions require
human judgment. Sometimes, that judgment can be based upon our “gut feeling” which ideally arises on the basis
of learning from past experience. For most decisions that are simple, this “gut feeling” is adequate. However, with
increasing uncertainty and/or a growing number of independent variables, decisions become more complex and our
intuitive judgments become less reliable. At that point, we require reliable methods and tools to help us make wiser
choices between alternate courses of action.
The first part of this paper provides an overview of a number of significant, quantitative methods that are available
to us in the process of decision making. The second part challenges the objective validity of these methods, by
showing how taken for granted values and beliefs must be factored into this process. In conclusion, we provide a
few, central guidelines for more informed decision making practices that may incorporate quantitative methods,
while carefully accounting for their limitations.
This presentation focuses on the Service Design Phase. There are seven processes in this phase: Service Catalog and Service Level Management, and Availability, Capacity, Continuity, and Security Management. For each process we will discuss the objectives, benefits, and, at a high level, the activities undertaken. Finally we will look at the inputs to Service Design and the outputs that can be expected from this phase.
Learning Objectives
The participants will be able to:
• Identify the key differences and similarities between ITILV2 & ITILV3
• Not only get a better understanding of the processes in the Service Design Phase of ITILV3 but also the underlying activities
• Define the inputs and outputs for this phase and how they relate to the full service life cycle
• Identify key action points after the presentation for their respective organizations
This presentation covers the BABOK (Business Analysis Body of Knowledge by IIBA), but we will focus on the first three knowledge areas. Those knowledge areas are Planning and Monitoring, Communication and Management and Enterprise Analysis.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Project Scheduling & Controls
1. Project Scheduling & Controls
v2009.2
Darya Duma, PEng, PMP®, PSP
a ya u a, g, S
Precision meets Expertise.
2. Outline
• Learning objectives
• Course Outline
• Course d ig
C designer and i t t
d instructors
• Course content
• PMI-SP
PMI SP(SM) and AACE PSP certifications
d ifi i
• Procept’s Scheduling Certificate
2
3. Learning Objectives
• Introduce Procept’s Project Scheduling & Controls
Procept s
courses
• Demonstrate some of the skills participants would
acquire
• Present some of the exercises and workshops in
the course
• Describe the AACE and PMI scheduling
certifications
3
4. Procept Scheduling Courses
• Project Scheduling Essentials
– 3 days
• Ad
Advanced Project Scheduling & Controls
d P j t S h d li g C t l
– 2 days
• P j
Project S h d li C ifi
Scheduling Certificate
– Later…
4
5. Prerequisites
• Minimum of 2 years experience in a project
management environment
• Introductory course in PM, such as Project
PM
Management Essentials advisable
• Course in scheduling software or have hands-on
hands on
experience with scheduling software tool
5
6. Course Information
• Attendance (80%)
• Completion of reporting assignments
• For Advanced Project Schedule & Controls
• Passing grade (65%) on quiz
• Maximum number of participants is 15
• Will build schedule in software packages
• Microsoft Project
• Primavera
• Not learning scheduling software
• The case study includes scheduling soft skills, construction,
telecommunications, event planning ,and IT
t l i ti t l i g d
6
7. Course Themes
• Distinction between effort and duration driven
duration-driven
scheduling
• When to baseline
• How to use the schedule baseline
• Performance reporting
• Considerations in scheduling resources
7
8. Performance Reporting
• Participants work in teams
• Daily assignment
– P
Prepare an oral performance report for that
l f t f th t
assignment for the next morning
• A different person from the team will present every
day
• Have in class time to prepare
in-class
• Data from Project Scheduling Essentials carried
over to the Advanced PSC
8
9. Course Designers and Instructors
• Darya Duma – Vice President Procept Associates
Vice-President,
– Instructing since 1995
– P ti i g PM since about 1991 with emphasis
Practicing i b t 1991, ith h i
on methodology and scheduling software tools
– AACE PSP certified
9
10. Course Designers and Instructors
• Ralph Kuhn Senior Consultant Procept
Kuhn– Consultant,
Associates
– Practicing PM since late 1980’s
1980 s
– Training and consulting since late 1990’s
– PMI SP certified
PMI-SP
10
11. Project Scheduling Essentials
• Day 1
– Chapter 1 Introductions
– Chapter 2 Context of Schedule Management
– Chapter 3 Activity Sequencing & Logic Diagrams
• Day 2
– Chapter 4 Developing a Project Schedule
• Day 3
y
– Chapter 5 Schedule Updates & Change Control
– Chapter 6 Introduction to Earned Value
p
11
12. Learning Objectives
• Create effective project schedules
• Implement project schedule controls
• Use
U earned value management
d l g t
• Evaluate project metrics and prepare project
performance reports
• Apply best practices in scheduling projects
• P
Prepare t sit for the PMI-SP(SM), or the AACE
to it f th PMI SP th
Project Scheduling Professional (PSP) examinations
12
13. Day 1
- Context of Schedule Management
- Develop a Project Schedule
- Introduce Case Study
13
14. Scheduler’s Role
• Project Planning
• Facilitates preparation of project plan
• A i t PM to identify project objectives
Assists t id tif j t bj ti
• Assists PM to involve team members in the
planning process
• Establishes scheduling policies, procedures
• P j tE
Project Execution
ti
• Controls the schedule
• Reports on the schedule
AACE: PSP Certification Study Guide 14
15. Purpose of a Good Schedule
• For communication!
• A model of the project plan
• Demonstrates to stakeholders how the project will
be executed, controlled and managed
• For cost control
• For trouble-shooting
• For alternative identification
• For forecasting
• If realistic and regularly updated, builds trust and
project team confidence
f
15
17. Phase Sequence Fiscal Weeks
Hierarchy of Schedules
01 05 10 15 20 25 30 35 40 45 50 52 01 05 10 15 20
Subproject Project 087
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Subproject Project 0154a
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Level 2 - Critical Path Control Schedules
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Master Schedule j123oueu
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Level 3 – Contract
Schedules
17
18. Project Master Schedule
• Can be developed early before detail known
early,
• Project phases, major milestones
• Important communication tool
I t t i ti t l
• May require adjustments after further detail
developed.
developed
18
19. Workshop 1: Create the WBS
• Use the Project Charter provided
• And the Scope we agreed upon
• L t’ develop the W k B kd
Let’s d l th Work Breakdown Structure
St t
19
20. Case Study
• Moving a nonprofit group to a new facility
– Renovations
– L d
Landscaping
i g
– IT and telecommunications
– O
Opening ceremony
i
– Project management
20
21. Workshop 2: Create the Master
Schedule
• Prepare a Master Bar Chart Schedule for the Boys
& Girls Club project
• Use Level 1 and some Level 2 deliverables from
“approved” WBS
• Estimate durations
• Draw on flipchart
• Show milestones
• Indicate approval points
• Keep this for future reference
21
22. Estimating Techniques
• Analogous (“top down”) Estimate
( top-down )
– Adjustments to actual estimate of a past project
• P
Parametric E ti t
t i Estimate
– Uses measurable a characteristic such as feet
installed,
installed connection points
– Any others?
• B tt
Bottom-up E ti t
Estimate
– Detailed estimate
22
24. Assumptions
• Factors that are considered true, real or certain
true
without proof or demonstration*
• In estimating and setting dependencies we make
assumptions
• Should be documented!
• Could have an assumption log
• Validated throughout the project
– Often at the start of a phase
• Eg: Existing conditions, availability of resources
conditions
*PMBOK Guide Glossary 24
26. Float
• Total float (or “slack”)
slack )
– Amount of time an activity can be delayed from
its early start without delaying the project finish
date
• Free float
– Amount of time an activity can be delayed
without delaying any successor
• If total float is negative?
PMBOK Guide 6.5.2.2 26
27. Transfer to Bar Chart (Gantt)
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Task Name Days M T W T F M T W T F M T W T F M T W T F M T W T F M T W T F
Land. Design 7
Rough-in 8
Brickwork 12
Plantings 5
Flowerbeds 6
Posts 4
Lower Deck 10
Upper Deck 8
Steps 4
Installation 4
27
28. Day 2
- Develop the Case Study Schedule
- Add real-life scheduling details and
constraints
t i t
- Fast-track the schedule
28
29. Workshop: “Yellow Sticky” Logic Diagram
2.
2 Develop the logic diagram
3. Note assumptions on assumption log
4.
4 Calculate forward pass
5. Mark the critical path
29
30. Workshop: Case Study Bar Chart
6.
6 Transfer the logic onto a bar chart
• Use your laptop and scheduling software
• O use Microsoft Project with file on CD (B&G
Or Mi ft P j t ith fil
WBS)
• Or use supplied graph paper (better to use
pencil)
• Keep track of assumptions!
30
31. Workshop: Schedule Integration
• If you have Microsoft Project (MSP) or Primavera
Primavera,
load the file
– Boys&Girls gantt partlogic
• Otherwise use the paper copy handed out
• Project Management deliverable has been added
7. Let’s complete the dependencies
- E t them or draw them in
Enter th d th i
31
32. Using Milestones in a Schedule
• Review point
• Monetary release
• Approval
A l
• Completion of a deliverable
• Reward!
R d!
32
33. Constraints
• An applicable limitation which will affect the
performance of the project*
• What are the scheduling constraints in a project?
• Could indicate externally imposed conditions
– eg Cannot start landscaping until May 14
eg.Cannot
– Constraint:
• C ld i
Could impose conditions on milestones
diti il t
– Desired launch date is September 5
– C
Constraint:
PMBOK Guide, Glossary 33
34. Viability Check
• Is the critical path still viable?
• Have we made additional assumptions?
– A d are our assumptions realistic?
And ti li ti ?
• Will we meet our objectives?
• Will we meet the constraints?
h i ?
– Are the constraints realistic?
• Do we still have enough float in the schedule?
34
35. Fast-Tracked Schedule Example 1
• Compare the two attached schedules
• They are the same project with the same scope
• One is fast-tracked
fast tracked
• Identify what has been fast-tracked
• Identify the effect
– Critical path
– Float
– Resources
– Assumptions or risks
p
35
36. Day 3
- S h d l Updates
Schedule U d t
- Change Control
- Performance Reporting
p g
- Introduction to Earned Value
36
37. Playing Games with the Schedule
• Many project teams produce schedules only only…
– to satisfy a client or executive requirement
– t tell people “what they want to hear”
to t ll l “ h t th tt h ”
– increase chances of a successful claim
– to provide an excuse f f il
id for failure
37
38. Schedule Reporting Methods
• Method 2: time scaled
time-scaled
– Enter actual start and completion dates, project
a completion date for current activities
– Compare to “baseline”
act / forecast
baseline
status date
38
40. Other Schedule Reporting Methods
3. Don t
3 Don’t claim progress until 100%
4. Milestones with weighted values
– S next slide
See t lid
5. “Apportioned”
– SSame % complete as some other i
l h item
6. Fixed formulas (25/75, 50/50, etc)
40
41. Workshop: Schedule Analysis
• For the attached schedule
• Identify the status date
• What i the t t
Wh t is th status of Deliverable 1?
f D li bl
• What is the status of Deliverable 2?
• What i h
Wh is the status of D li
f Deliverable 3?
bl
• What can we do to recover the schedule?
41
42. Performance Reporting
• Is work being completed on schedule?
• Is work being completed on budget?
• Are ll
A allocated resources being used efficiently?
t d b i g d ffi i tl ?
• What is the remaining work likely to cost?
• What ill h final
Wh will the fi l cost of the project b ?
f h j be?
• When will we likely finish?
• What will the variance be?
42
43. Earned Value
EAC
Cumulative cost BAC
AC
(actual cost) CV Cost Baseline = PV
SV
Variance At
Completion
EV
(earned value)
Time now Time 43
44. Earned Value Exercise – Part 2
• After day one, the posts are complete and 25% of
one
the rails have been installed at a cost of $400
• Plot the AC, EV at the end of day one
AC
• Calculate the SV, CV, SPI, CPI
• Calculate the EAC
• St t any assumptions
State ti
44
46. Learning Objectives
• Schedule resources
• Create realistic project schedules by including
schedule risk
• Evaluate project metrics and prepare project
performance reports
f t
• Use earned value management to identify change
• A l best practices i scheduling projects
Apply b i in h d li j
• Prepare to sit for the scheduling examination from
PMI or AACE
46
47. Day 1
- Duration vs. effort-driven scheduling
vs effort driven
- Assigning resources
- L lli resources
Levelling
- Crashing the schedule
- Change management
- Quantifying delay
Q y g y
- Earned value & schedule control
47
48. The Duration / Work Pyramid
W
Duration =
Work
% Units
o
r
k
48
49. Workshop: Assigning Resources
• Use the attached schedule for our case study
• And the following resource database
• Differentiate between effort-driven and duration-driven
• Assign resources to the activities
• If duration-driven
– Assign duration, and calculate the corresponding
duration
work by each resource
• If effort-driven
– A i work, and calculate the corresponding
Assign k d l l t th di
activity duration
• Consider resource costs
49
52. Crashing
• Shortening durations
• Trade-off costs against the schedule, eg:
– A ig additional resources
Assign dditi l
– Work overtime
– W k weekends
Work k d
• Watch out for….?
52
53. Change Management
• Mechanisms to ensure accomplishment of project
scope objectives, consistent with cost and time
objectives
• Avoid “creeping scope” and “creeping elegance”
• May have Change Logs or Change Requests
• Changes may be reductions in scope
53
54. Earned Value and Schedule Control
• Identify control accounts
• Recall:
– Can be at any level of WBS
– May include one or more work packages, but
each work package can only belong to one
g y g
control account
• Looks at the quantity of work done at any one time
• Does not replace schedule reporting and analysis
– For good project control, need to combine with
regular critical path schedule analysis
54
55. Recall: Case Study Performance
Reporting
• April 16, the project manager sent Buddy Eagle the
16
skatepark drawings, so he could plan his routine
• April 19, he called and said
19 said…
"The skatepark's design is not safe"
• He is proposing changes to the design
• The Board held an emergency meeting to deal with
this and accepted his suggestions on April 23
• Brainstorm the impact of this new information?
55
56. The Business
• Are we going to meet our objectives?
• What is the estimated final cost of the project?
• Does anything need to be changed?
D thi g d t b h g d?
• Do we need to explain anything to our customer?
• Where are the i
Wh h issues? ?
• What are critical assumptions?
• What opportunities do we have to improve?
56
57. Day 2
- Identifying schedule risks
- Assumptions analysis
- Monte Carlo
- Sh i
Short-interval planning
l l i
- Rolling wave planning
- Critical chain
- Reports
p
- Quiz
57
58. Schedule Risk, from...
• Scheduling assumptions
• Technical risks
• Programmatic risks
P g ti i k
• Scheduling / estimating error
• Building l i incorrectly
B ildi logic i l
– Blurring hard and soft logic
• Schedule slippage may result from “scope creep”
or changes
58
59. Documenting Schedule Assumptions
• Some of our assumptions will have been validated
• For remaining assumptions, we ask:
– Wh t is the lik lih d of th assumption being
What i th likelihood f the ti b i g
incorrect?
– What is the impact on our project if it is not
true?
59
60. Monte Carlo Example
• A process which generates
hundreds or thousands of
probable performance
outcomes based on
probability distributions for
cost and schedule on
individual tasks.
• The outcomes are then used
to generate a probability
distribution for the project as
a whole
whole.
60
61. Contingency Planning
• Might identify recovery plans on the schedule
• Or provide contingency allowances
• How t
H to calculate schedule contingency?
l l t h d l ti g ?
• Where to show contingency reserves in your
schedule?
• Be aware of organization’s risk tolerance
PMBOK Guide 6.4.2.5 61
62. Using Contingency
ID WBS Task Name Baseline Actual Mar '09 Apr '09 May '09 Jun '09 Jul '09
Dur. Duration 22 01 08 15 22 29 05 12 19 26 03 10 17 24 31 07 14 21 28 05
239 7.4.5 Mobilization 35 days 19.5 days 24/04
240 7.4.5.1 Site office 3 days 3 days 0 days
241 7.4.5.2 Access Road 7 days 9 days 0 days
242 7.4.5.3
7453 Hoarding
H di 10 days
10 d 7.5 days
75d 0 days
0 days
243 7.4.5.4 Hookups 3 wks 0 wks 0 wks
244 7.4.6 Mobilization Complete 0 days 0 days 27/04
245 8 Construction 730 days
730 days 0 days
0 days
246 8.1 Parking 140 days 0 days
247 8.1.1 Excavation 8 wks 0 wks 0 wks
248 8.1.2 Site Services 1 mon 0 mons
249 8.1.3 Forming P2 8 wks 0 wks
250 8.1.4 Forming P1 8 wks 0 wks
62
63. Short-Interval Planning
• Also known as “Look Ahead Schedule”
Look-Ahead Schedule
• Review tasks underway or recently completed
• Pl th activities d i g next 2 reporting periods
Plan the ti iti during t ti g i d
using the master schedule
• People leading the work MUST be involved
– Site superintendent
– T
Team l d
lead
– Subcontractors
• C
Create a detailed activity list
63
64. Rolling Wave Planning
• Detailed planning for the near term
• Less detailed planning (planning packages) for the
longer term
PMBOK Guide 1.2.1.3, 5.3.3.3, 6.1.2.3 64
65. Critical Chain
• An outgrowth of the “Theory of Constraints
Theory Constraints”
• Schedule shortenings of 15 - 30% are claimed
PMBOK Guide 6.5.2.6 and Critical Chain, E.M. Goldratt, 1997, ISBN 0-88427-153-6
65
66. Building Buffers
• Resource buffers
– To protect resources from multi-tasking
• F di g buffers
Feeding b ff
– To protect the project’s critical chain
• P j
Project b ff
buffer
– To protect finish date
66
68. PMI-SP(SM) Exam
• Project Management Professional
– Since 1984
• Scheduling Professional
– Since 2008
• Let’s review the process...
68
69. PMI-SP(SM) Qualification Process…
• Go to www pmi org
www.pmi.org
– PMI-SP(SM) Credential Handbook (.pdf)
• E
Experience 5 000 or 3 500 h
i 5,000 3,500 hours
• Requires 30 or 40 scheduling course hours
• J i PMI fi
Join first
• Exam fee $520 USD
69
70. PMI-SPSM Examination
• Based on PMI Scheduling Professional (PMI SPSM )
(PMI-SP
Examination Specification
• 170 multiple choice questions, 3.5 hours
• Testing centers are at www 2test com
www.2test.com
• Home study and review is good (25-75 hours)
• Passing grade is 70%
• English only
70
71. AACE PSP Qualification Process
• Go to www aacei org
www.aacei.org
– Planning & Scheduling Professional Brochure &
Application
• Experience 8 years relevant professional
experience OR
• 4 years with relevant university degree
• Join AACE first
• Exam fee $300 USD
71
72. AACE PSP Examination
• Get AACE’sPlanning & Scheduling Professional
AACE sPlanning
Certification Study Guide
• Exam is 7 hours
• Apply to write at least 60 days ahead
• Available June July December or in groups of 5
June, July,
with appropriate proctor
• Home study is required
• Passing grade is 70%
• In English only
72
73. Procept’s Project Scheduling Certificate:
• Project Management Essentials – 3 days
• Or
• P j t Management Essentials for C t t
Project M g tE ti l f Contractors – 2
days
• Microsoft Project Essentials – 2 days
• Project Scheduling & Controls:
– P j t S h d li g E
Project Scheduling Essentials – 3 d
ti l days
– Advanced Project Scheduling & Controls – 2
days
73
74. Upcoming Sessions
• Project Scheduling Essentials
– September 13-15
– NNovember 17 19
b 17-19
• Advanced Project Scheduling & Controls
– DDecember 9 10
b 9-10
• Also available in-house
• Can be delivered in stand-alone modules specific
to your needs
74
75. Learning Objectives
• Introduce Procept’s Project Scheduling & Controls
Procept s
courses
• Demonstrate some of the skills participants would
acquire
• Discuss the value of improved scheduling skills to
your organization
• Describe the AACE and PMI scheduling
certifications
75
76. Thank You!
Questions?
To schedule this course
Call Rohit: 416-693-5559 x27
email: madan@procept com
madan@procept.com
Precision meets Expertise.