The document discusses a case study on implementing 'Critical Path 2.0' technology to improve project scheduling at Sandisk ProjectPro Corp. It outlines the challenges of managing multiple subprojects, emphasizing the importance of integrating schedules, optimizing resource allocations, and forecasting high-confidence completion dates. Recommendations for better management practices and standardized work breakdown structures are provided to enhance project controls and visibility.

1. How to Tame a Gorilla Program
Critical Path 2.0 case study at SanDisk
ProjectPro Corp.
www.ProjectProCorp.com

2. Presenter Intro: Eric Uyttewaal, PMP
 President ProjectPro Corp.
 Specializes in Microsoft Project and Project Server
 BS, Engineering
MS, Business Administration
 Author “Forecast Scheduling with
Microsoft Project 2010” &
“Dynamic Scheduling with Microsoft
Office Project 2003”
 Formerly: Executive Director at IIL as
developer and manager of the Orange,
Blue, Black Belt certification curriculum
 Email: EricU@ProjectProCorp.com
 Tel: 613-692-7778
© ProjectPro Corp.

3. What Situation Are You In?
Single, Isolated Master- or
Project Subproject
No Resource-
loading A B
Resources &
Workload-leveled C D
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4. The Challenge of Scheduling Programs
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5. Drowning in the Data?
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6. The SanDisk Situation: As-Is and As-Needed
 As-Is:
– “System” is not linked to show interaction between schedules
– Manual syncing of dates
– Schedules are often suspected of being out-of-date
– Resource availability drives schedules
– “System” is labor-intensive
– Critical Path 1.0 technology
 As-Needed:
– See complete CP across resource-leveled projects in program
– Find that CP in an easy way: Critical Path 2.0 technology
– Optimize the CP
– Critical Path 2.0 technology
© ProjectPro Corp.

7. The Program Was Considered to Be “In
Control” When (Verbatim) 1 of 2
 The program schedule has at least ten major
milestones (ten sub networks)
 All subproject schedules are dynamic models that
forecast the subprojects
– “Forecast Scheduling with Microsoft Project 2010 ” checklist
 We have a detailed Critical Path to the next two
major milestones
 We have 90% confidence level (simulation) the next
2 major milestones would be completed on time
 We have a high-level Critical Path (deliverables only)
for entire program that forecasts on-time completion
© ProjectPro Corp.

8. The Program Was Considered to Be “In
Control” When (Visually) 2 of 2
90% probability on time
90% probability on time
90% probability on time
90% probability on time
90% probability on time
90% probability on time
90% probability on time
90% probability on time
?? % on time!!!
90% on time????
© ProjectPro Corp.

9. Our Reasons to Divide the Program into
Multiple Subprojects
 Delegate to a scheduler closer to the work
 More than 2,000 tasks in the program
 Multiple people need to update the master schedule
 People are in different countries, in different time
zones and speak different languages
© ProjectPro Corp.

10. Consequences of Multiple Subproject
Schedules
 Multiple schedulers have to adhere to scheduling
guidelines for the program
 Dependencies between schedules and a Critical Path
that runs across schedules
 Sharing resources across subprojects, perhaps even
across programs
© ProjectPro Corp.

11. Why Re-integrating the Subproject Schedules?
Integrated Master Schedule
Subprojects with
cross-project
dependencies
1. Identify and optimize the Critical Path into next milestone(s)
2. Determine appropriate buffers (deadlines) for handoffs
3. Report accurate forecasts on the program as a whole
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12. Integrated Master Schedule (IMS)
and Program Critical Path
Integrated Master Schedule (IMS)
Subproject A Subproject B Subproject C
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13. Options for Managing the
Dependencies between Subprojects
1. Do Not Model Them
- Coordinate dates manually in regular meetings!
- no Critical Path
2. Model them using Deliverables feature
- no Critical Path
3. Model them using Links-between-Projects feature
- Links lost, duplicated or slow
4. Model them using PPMS add-in
(ProjectPro Program Management Solution)
+ Critical Path, links protected
© ProjectPro Corp.

14. PPMS Example Program “Write Book”
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15. PPMS: Identifying the Handoffs
Provider Project: „Publishing‟ Receiver Project: „Authoring‟
Task Name Handoff Task Name Handoff
Publisher hands Outline „Outline‟ received from Outline
„Outline‟ to Authors publisher by Authors
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16. PPMS Excel Dashboard - Lists all
Handoffs (Links between Subprojects)
Dashboard Handoffs Program „Write Book‟
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17. Demo PPMS
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18. How the IMS is Generated
 Create project files at function level
 Identify all cross-project milestones in .MPP‟s
 Copy cross-project dependencies to .XLS file
 Create cross-project links with PPMS
 Level workloads at the program level
 Identify Resource-Critical Path with CCP
 Optimize Resource-Critical Path
 Simulate to get high-confidence date (project buffer)
© ProjectPro Corp.

19. Dealing with Shared Resources
 Model with Generic Resources first!
 Optimize the IMS:
1. Adding idle resources to the most-Critical Path(s)
2. Moving resources from non-Critical to Critical Paths
3. Continue until resourcing is (perfectly) balanced
© ProjectPro Corp.

20. How Leveling Affects the Critical Path 1.0
Before leveling:
write X Harry 9 D
write Y Harry 6 D
After leveling: leveling
write X Harry 9 D
write Y Harry 6 D
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21. Resource Dependencies Differ from
Logical Dependencies
A logical dependency imposes the sequence:
Write
Print
A resource dependency is a relationship between two
activities where the sequence can be switched.
The relationship is the sharing of the same resource:
Write X Harry Write X Harry
OR
Write Y Harry Write Y Harry
Source: Forecast Scheduling with Microsoft Project 2010
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22. Hunting for the Critical Path in an IMS
 Demo CCP in IMS
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23. IMS Critical Path into Next Major Milestone
Workload-Leveled

24. Critical Path Handoffs (PPMS)

25. Critical Handoff Milestones
65 handoffs, but only 4 critical handoffs:

26. Critical Path End Date
Accumulated Leveling
Delay = 72 days !!
Pre-leveled Post-leveled
Name
Finish Finish
System Qual Complete, Rev. A 10 Jul 13 20 Sep 13

27. Critical Path Analysis
MS Project 1 CCP 2
Unleveled Critical Path Yes Yes
Workload-Leveled Critical Path No Yes
Elapsed durations (ed) No Yes
Multiple Calendars No Yes
Logical Dependencies Yes Yes
Resource Dependencies No Yes
Most-Critical Path No Yes
Longest-Path No Yes
1 Critical Path 1.0 compliant
2 Critical Path 2.0 compliant

28. Tools Used
Tool Supplier
Microsoft Project 2010 Microsoft Corp.
PPMS – to Link & Unlink schedules ProjectPro Corp.
CCP – for Critical Path analysis ProjectPro Corp.
Monte Carlo Simulation Al Rusnak
© ProjectPro Corp.

29. Roadmap for the Pilot Program
 Forecast Scheduling and Forecasting Programs training
 Review schedules to make sure guidelines are followed
 ProjectPro provides software licenses:
– ProjectPro Program Management Solution (PPMS)
– Complete Critical Paths (CCP)
 Create the Integrated Master Schedule (IMS)
 Identify/optimize Critical Path of next major milestones
 Do this for four consecutive weeks (=CSF)
 Support from ProjectPro during the entire program
© ProjectPro Corp.

30. Program Schedule Process
1. Generate Project Schedules
2. Add handoff Milestones and Codes
3. Update Project Schedules and submit to repository
4. Integrate Project Schedules to Program (PPMS)
5. Find Resource-Critical Path and Optimize (CCP)
6. Des-integrate: standalone Project Schedules (PPMS)
7. Update Handoff Milestone Dates
© ProjectPro Corp.

31. Determining the High-Confidence Date for
the Program
 Task Duration Estimates:
– 50% Confidence durations
– 90% Confidence durations
 MS Project Forecasts Finish Date (FF)
– Based on 50% confidence durations
 High-Confidence Forecast Finish Date (HCFF)
– Including 90% confidence durations in Monte Carlo simulation
– HCFF - FF = Program Buffer
 Only 1 buffer = Program Buffer

32. Time Simulation Results:
Statistical Analysis - Resource leveled
Bin Frequency Cumulative %
25166445 System Qual Complete, Rev A 10/25/13 0 0.00%
10/29/13 2 0.20%
11/02/13 1 0.30%
Mean 12/19/13 11/06/13 1 0.40%
Standard Error .5496 11/10/13 4 0.80%
Median 12/19/13 11/14/13 9 1.70%
Mode 01/06/14 11/18/13 7 2.40%
11/22/13 35 5.90%
Standard Deviation 17.3814
11/26/13 26 8.50%
Sample Variance 302.1142 11/30/13 61 14.60%
Kurtosis .9349 12/04/13 48 19.40%
Skewness 0.273146532 12/08/13 76 27.00%
12/12/13 72 34.20%
Range 145.3097222
12/16/13 59 40.10%
Minimum 10/25/13 12/20/13 136 53.70%
Maximum 03/19/14 12/24/13 65 60.20%
Sum 41627042.5 12/28/13 129 73.10%
Count 1000 01/01/14 58 78.90%
01/05/14 59 84.80%
Largest(1) 03/19/14
01/09/14 50 89.80%
Smallest(1) 10/25/13 01/13/14 25 92.30%
Confidence Level(95.0%) 1.0786 01/17/14 34 95.70%
01/21/14 14 97.10%
01/25/14 12 98.30%
01/29/14 3 98.60%
02/02/14 4 99.00%
02/06/14 4 99.40%

33. Time Simulation Results:
Frequency and Cumulative Histogram

34. Time Simulation Results – Overview
Proof of Concept Schedules
System Qual Complete, Rev. A
 Unleveled, forecast: 10 Jul 2013
 Leveled, forecast: 20 Sep 2013
 High Confidence: 09 Jan 2014
 Program Duration: 542 Calendar Days
 Leveling Delay: +72 Calendar Days
 Program Buffer: +85 Work Days
 Critical Handoffs 4 out of 65

35. Differences between Single Project Schedule
and Subproject Schedule (that is part of IMS)
Single Project Subproject
• Complete Network Logic • Multiple ending points in network
• (Often) one Critical Path • Multiple Critical Paths
• No external dependencies • Many external dependencies ---
© ProjectPro Corp.

36. Differences Single Project versus IMS schedule
Single Project Integrated Master Schedule
(IMS)
Project schedule has Subproject schedules have
Network logic one ending point in multiple ending points, but IMS
its network logic has one.
Cross-project
None Many
dependencies
Critical Paths
One Multiple, often ten or more
of interest
Some subproject schedules have
Critical Each schedule has
program-critical activities, others
activities critical activities
have none
Many (for product-development
Resource
Few programs in first-to-market
dependencies
companies)
© ProjectPro Corp.

37. Situations and the Tools You Need
Single, Isolated Master with
Project Subprojects
No Resources Critical Path 1.0/2.0 Critical Path 1.0/2.0
MS Project MS Project + PPMS + CCP
CCP recommended
Resources & Critical Path 2.0 Critical Path 2.0
Workload-leveled MS Project + CCP MS Project + PPMS + CCP
CCP = Complete Critical Paths from ProjectProCorp.com
PPMS = ProjectPro Program Management Solution from ProjectProCorp.com
© ProjectPro Corp.

38. Program Forecast Report: Buffer Consumption
© ProjectPro Corp.

39. Key Benefits of This Approach for SanDisk
 Provides complete Critical Paths in workload-leveled
programs:
– Real visibility on the dynamics in the program
– Shows the criticality of the resources (functions)
 Allows to optimize resource needs and allocations
 Allows to recover from slippages (what-if scenarios!)
 Keeps all schedules standalone:
– schedules open fast, working offline, easy updating
 Allows project-specific resource pools or shared pool
 Provides high-confidence forecasts for product release
dates
© ProjectPro Corp.

40. Integrated Master Schedule: Summary
 Multiple subproject files can be linked
 The real Resource-Critical Path can be identified
 Schedule delays can be decreased or resolved
 A 90%-probable commit-date can be calculated
at the program level
 The program can be forecasted continuously!
© ProjectPro Corp.

41. Our Recommendations
1. Achieve agreement among stakeholders on when
program is considered “in control.”
2. The more subproject schedules, the better
3. Protect unity of data at all cost!
4. Address differences in scheduling styles
5. Create autonomous subproject teams
6. Make resource names unique across the program
7. Use generic resources first to optimize the program as a
whole (Time-to-Market!)
8. Use Critical Path 2.0 and compliant tools (CCP + PPMS)!
9. Standardize the WBS for sub schedules (see next slide)
© ProjectPro Corp.

42. Standardized Levels of the WBS
 Level 0 – Subprojects (=major component)
– Nouns (without verbs): e.g., ASIC, Firmware, Parts, Test
Software, Reliability, Tested Parts
 Level 1 – Subcomponents
– Nouns (without verbs): e.g., for ASIC: Subsystems, Top Design
 Level 2 – Function
– Nouns (without verbs): e.g., for ASIC: Logic Design, Physical
Design, FPGA Design, Documentation, Verification, Test
Preparation, Package, Foundry, and Design Validation
 Level 3 – Tangible Deliverables
– Nouns (without verbs): e.g., for ASIC: Preliminary, Trial and
Final RTL; Preliminary, Trial and Final Synthesis and Layout;
RTL, Gate Level Verification and multiple FPGA releases.
 Lowest Level – Activities
– Use verbs (present/imperative tense) © ProjectPro Corp.