Cpm 300a-2- Parte 1 Conceptos Basicos

CPM-300: Principles of Schedule ManagementLesson A: Basic Scheduling Concepts Part 1

Lee MillerSM&[email protected]: May 21, 2014

EVMWorld2014Conference

CPMEVMWorld2014RightsReserved

Terminal Learning Objectives

TLO #1: The student will understand the key terms used in this course

TLO #2: The student will understand the concept of Project Time Schedule Management

TLO #3: The student will understand the three primary forms of schedules & when each type is appropriate

TLO #4 The student will understand the types of schedule dependencies & constraints as well as their appropriate use

TLO #5 The student will understand the common practices for estimating activity durations

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Lesson Objectives

Course participants will gain an understanding of: Key terms used in this course The concept of Project Time Schedule

Management The three primary forms of schedules & when

each type is appropriate The types of schedule dependencies &

constraints as well as their appropriate use Common practices for estimating activity

durations

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TLO#1


*Project - A temporary endeavor undertaken to produce a unique product, service or result

*Project Management - The application of knowledge, skills, tools, and techniques to project activities to meet project requirements.

Key Terms

* PMBOK Definition

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TLO#1


Work Scope - Statements describing the work that must be done to produce all project deliverables.

*Project Time Management - A subset of project management that includes the processes required to ensure timely completion of the project.

Key Terms

* PMBOK Definition

5

TLO#1


Scheduling - A PM practice for time phased planning and control of work scope & events.

*Project Schedule An achievable plan for meeting the targeted dates for performing activities and for accomplishing milestones

Key Terms

* PMBOK Definition

6

TLO#1


Activity / Task - A detailed component of work performed during the course of the project.

*Milestone - A significant event in a project, usually completion of a major deliverable.

Key Terms

* PMBOK Definition

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TLO#1


Lesson Objectives





durations

8

TLO#2


Project Time ManagementPMBOKs 6 Processes

9

TLO#2


Time Management in the PMBOKProject Life-Cycle

Initiate Plan Execute Control Close

ActivityDefinitionActivitySequencingActivityDuration EstimatingScheduleDevelopment

ScheduleControl

10

TLO#2


Key Schedule Inputs

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TLO#2


Lesson Objectives





durations

12

TLO#3


Primary Types of ProjectSchedules

NetworkSchedule

Gantt/BarSchedule

MilestoneSchedule

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TLO#3


Gantt/Bar Schedule

ActivityTimePeriods

1 2 3 4 5 6

DesignHome

ExcavateFoundation

PourConcrete

BuildHouse

InstallLandscaping

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TLO#3


Gantt/Bar Schedule w/Progress

ActivityTimePeriods

1 2 3 4 5 6

DesignHome

ExcavateFoundation

PourConcrete

BuildHouse

InstallLandscaping

TimeNow15

TLO#3


Gantt/Bar ScheduleAdvantages

Graphically portrays plan, schedule and progress

Simple, easily understood Good for communication to

managers or team members

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TLO#3


Gantt/Bar ScheduleDisadvantages

Not easy to manage task sequencing

Not as easy to conduct what-if scenarios

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TLO#3


Milestone Schedule

ActivityTimePeriods

1 2 3 4 5 6

HomeDesigned

ExcavationComplete

ConcretePoured

HouseBuilt

LandscapingComplete

Finish

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TLO#3


Product Milestone Schedule

ActivityTimePeriods

1 2 3 4 5 6

HomeDesign

FoundationExcavation

ConcreteFoundation

HouseConstruction

Landscaping

Start Finish

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TLO#3


Milestone Schedule w/Forecasts

ActivityTimePeriods

1 2 3 4 5 6

HomeDesigned

ExcavationComplete

ConcretePoured

HouseBuilt

LandscapingComplete

FinishForecast

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TLO#3


Milestone ScheduleAdvantages

Simple to understand Excellent for communications

to executive management or clients

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TLO#3


Milestone ScheduleDisadvantages

Provides no work status details Could mask trouble areas

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TLO#3


Network Schedule

Task Task Task

Task Task

Task Task

Theconceptisthatallactivitieshavepredecessorsandsuccessors

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TLO#3


Network ScheduleAdvantages

Easily highlights critical areas Provides greater insight and robust

reporting Easier to conduct what-if analysis Gantt and milestone views are

available in todays technology Good tool for schedulers

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TLO#3


Network ScheduleDisadvantages

Complex and difficult to understand

Requires more effort to build and maintain

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TLO#3


Lesson Objectives Course participants will gain an

understanding of: Key terms used in this course The concept of Project Time Schedule




durations

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TLO#4


Dependency Types

FinishtoStart(FS)

FinishtoFinish(FF)

StarttoStart(SS)

StarttoFinish(SF)

MorecommonlycalledRelationships

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TLO#4


Finish-to-Start

Activity B can start as soon as A finishes

APull Cork

BPour Wine

(FS)

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TLO#4


Start-to-Start

ActivityBcanstartafterAstarts

AExcavate for

Electrical Manholes

BInstall Manholes

(SS)

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TLO#4


Finish-to-Finish

ActivityBcanfinishafterAfinishes

AWrite Final Chapter

BReview Book

(FF)

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TLO#4


Start-to-Finish

ActivityBcannotfinishuntilAhasstarted

ADeliver Flowers

BBill Customer

(SF)

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TLO#4


Relationship Leads & Lags

Task 1

Task2

FSw/Lead2d

Task 1

Task2

FSw/Lag+2d

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TLO#4


Lags - Better Practice

Draft for Review

FS+10d

Incorporate Comments

Draft for Review

Incorporate Comments

Customer Review

Original

Improved

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TLO#4

Note: Customer Review is known as a Schedule Visibility Task (SVT). A SVT is an un-resourced activity representing effort that is not part of the budgeted program scope, but

that is related to and may potentially impact program tasks


Leads - Best Practice

Build

Design

Build

Draft Design Finalize Design

FS10d

FS

FS

FF

Original

Improved

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TLO#4


Constraints

Constraints are restrictions set on the start or finish dates of tasks. These restrictions: establish dates, or place conditions on how dates are calculated,

and/or affect total float calculations within the

schedule.

TLO#4

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Types of Constraints

Not Earlier Than (NET) Finish/Start (FNET/SNET)

Not Later Than (NLT) Finish/Start (FNLT/SNLT)

Imposed Dates Must Finish On (MFO) Must Start On (MSO)

As Late As Possible (ALAP)

Note: As Soon As Possible (ASAP) is generally called a constraint condition by software programs, but it essentially means there is no constraint

TLO#4

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Examples of Directed Dates NET

Funds availability Contract award Seasonal considerations

NLT Contract completion date Physical event Seasonal considerations

Imposed dates Reviews (Design/Program) Launch date

TLO#4

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Constraint: None

TLO#4

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Constraint: Start No Earlier ThanActivity G: May 21 (Originally May 18)

TLO#4

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Constraint: Start No Later Than

Activity G: May 16 (Originally May 18)

TLO#4

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Constraint: Finish No Earlier Than


TLO#4

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Constraint: Finish No Later Than


TLO#4

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Cautions re Use of Constraints

The use of constraints generally effects/supersedes network planning solution: NET - Forward Pass NLT - Backward Pass Imposed - possibly both

Do not use constraints to force the schedule to say what you want it to say

TLO#4

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Lesson Objectives





durations

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TLO#5


Activity Duration EstimatesPractices

Developed for each activity/task Consult with subject matter experts Generally assumes normal conditions

(manpower, equipment, calendar, etc.) Based on activity type; can be a direct

function of resource availability/capability

Uses company estimating methods (as applicable)

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TLO#5


Questions for the Audience Not Rhetorical

A task has been estimated to require a total of 80 person hours to execute How many work days should we show as the

duration? What form of resource categories do your

companies use? By person? By organization? By Skill?

TLO#5

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Project X

ADur: 10d

EDur: 15d

BDur:20d

FDur: 10d

IDur: 20d

GDur: 8d

CDur: 12d

JDur: 15d

HDur: 12d

DDur: 18d

KDur: 5d

Start Complete

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So,howlongwillthisprojecttake?Come to 300B for the answer.

TLO#5


Allactivitiesinprojectschedule Allactivitydurationsestimated Alldependenciesestablished

Using Critical Path Method (CPM)to Establish the Project Schedule Dates

Tobediscussedin300B.

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Thankyou.

AnyQuestions?

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OFFICIAL VERSION

COLLEGE OF PERFORMANCE MANAGEMENTPROGRAM OF INSTRUCTION

300A VERSION 130 Mar 2014

Approvals:

William Mathis, V.P of Education and Certification 30 Mar 2014[Add appropriate approval individual name and title] Date

[Add appropriate approval individual name and title] Date

[Add appropriate approval individual name and title] Date

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RECORD OF CHANGES*A - ADDED M - MODIFIED D DELETED

VERSION NUMBER

DATE NUMBER OF FIGURE, TABLE OR PARAGRAPH

A*M D

TITLE OR BRIEF DESCRIPTION

CHANGEREQUESTNUMBER

1 30 Mar 2014

A,D Format changes for EVM World 2014

51

CD-ROM Opening ScreenTitleHelpSearchTable of ContentsPractice SymposiaPS 01 Continuous Process Improvement-When to Revise the EVMSDPS 02 EVM Back to BasicsPS 03 Current Period Planning: Permission GrantedPS 04 The IBR: Your Insurance Policy for a Sound BaselinePS 05 Lower Tier Supplier ManagementPS 06 Practical Application of an Electronic CAM (eCAM) NotebookPS 07 How to use Earned Value on a Commercial ProjectPS 08 Accurate ETCs, Compliments of the IMSPS 09 xPI Stability: Analyzing DoD ContractsPS 10 The 2X Benefit of Thorough Baseline MaintenancePS 11 EVMS Implementation at the Kansas City Plant: A Case StudyPS 12 Lessons Learned Earned Value in Recent Large and Complex IndustrialPS 13 Practical Cost Forecasting with EVMPS 14 Maturity of Integrated Project ControlsPS 15 The Increased Importance of Project Governance and Controls in Lean TimesPS 16 Project Controls Personnel: Finding the Right Stuff

ScheduleS 01 Panel Welcome/Open Idea Exchange with PMCOS BoardS 02 CPM Its Genesis, Past & PresentS 03 Viable Option or GamesmanshipS 04 Planning, Scheduling and Detailed Planning-Getting to Earned ValueS 05 Selling and Telling with the Summary ScheduleS 06 Four Decades of Lessons LearnedS 07 Hows Your Status: An Exploration of Key Indicators to Achieve Useful StatusS 08 Preventing, Identifying and Quantifying Critical Project DelaysS 09 Modern Trends in Schedule Delay AnalysisS 10 Tips and Methods for Getting your IMS Successfully through a ReviewS 11 Project Management using Standard Project Control Tools Large and Complex ProjectsS 12 Panel Discussion, Intellectual Honesty in Project Scheduling

AGILEAGILE 01 Introduction to Agile and ScrumAGILE 02 Agile Earned Value: Rigor Meets FlexibilityAGILE 03 Agile Performance MeasurementAGILE 04 How to Use Earned Schedule on Agile ProjectsAGILE 05 Just in Time EVM Practical Implementation of EVM in an Agile EnvironmentAGILE 06 EVM and Agile Track Wrap-Up Workshop

Oil & GasOG 01 DOD PARCA UpdateOG 02 GAO EVM Audit Findings

Professional Education Program (PEP) (Training Seminars)CPM-100 Principles of Earned Value ManagementCPM-100-A Principles of Performance ManagementCPM-100-B Earned Value Management FundamentalsCPM-100-C EVM Guidelines (Part 1)CPM-100-D EVM Guidelines (Part 2)CPM-100-E Establishing an EVM SystemCPM-100-F Maintaining the System and & Data Integrity

CPM-200 Scope and Organization ManagementCPM-200-A Development of the WBSCPM-200-B Establishing the Project and TeamCPM-200-C Technical Performance MeasuresCPM-200-D Establishing the Control Account Structure, Authorizing & Controlling WorkCPM-200-E Material and Subcontract Issues in an EVMSCPM-200-F Risk and Management

CPM-300 Principles of Schedule ManagementCPM-300-A Basic Scheduling Concepts, (Part 1)CPM-300-B Basic Scheduling Concepts, (Part 2)CPM-300-C Schedule Updates and AnalysisCPM-300-D Managing with Schedules and RecoveringCPM-300-E Intro to Schedule Risk and Analysis (Case)CPM-300-F Enterprise Wide Scheduling

CPM-400 Principles of Earned Value Metrics & AnalysisCPM-400-A Establishing the Integrated BaselineCPM-400-B Cost, Schedule and Resource EstimatingCPM-400-C Planning Work Performance with EVMCPM-400-D Integrating Risk into the PMBCPM-400-E Statusing the Control AccountCPM-400-F The Integrated Baseline Review

CPM-500 Execution and ControllingCPM-500-A Analyzing Control Account PerformanceCPM-500-B Variance Analysis (Part 1)CPM-500-C Variance Analysis (Part 2)CPM-500-D Reporting and Controlling Project PerformanceCPM-500-E Developing and Analyzing the EACCPM-500-F Maintaining the Performance Management Baseline (PMB)

CPM-600 Project IntegrationCPM-600-GA Capital Asset PlanningCPM-600-GB EVM Standards, Guides and ReviewsCPM-600-GC Contracting for EVMCPM-600-GD Schedule Health MetricsCPM-600-GE Resource Management and EVMCPM-600-GF Portfolio Management & Metrics (Government)

Tool TrackTT 01 Easier EVMS for the EnterpriseTT 02 Integrated Program ManagerTT 03 Using Risk Analysis to Improve Business PerformanceTT 04 Automated Change ControlsTT 05 Take Back Control of Your ProjectTT 06 Encore Analytics Introducing Empower 3.0TT 07 EcoSysTT 08 Steelray SoftwareTT 09 Improving Forecast Accuracy and Reliability with Deltek Acumen RiskTT 10 Getting Your EVMS Where You Want ItTT 11 C*CERT+: A Win-Win Solution for Both Contractors and GovernmentTT 12 AzTech Compliance Expert (ACE) Go From EVMS Audit-Panic to Audit-Ready

WorkshopsWS 01 DoD IPM System Implementation InstructionWS 02 Exploring Ways to Inform BCWP Using TPMsWS 03 Civilian Agencies and Industry Working Group (CAIWG) UpdateWS 04 EVMS: 2014 to 2020 RoadmapWS 05 NDIA Integrated Program Management Division (IPMD) and Clearinghouse Working Group UpdateWS 06 Reinventing Communication: How to Design, Lead and Manage High Performing Projects

Cpm 300a-2- Parte 1 Conceptos Basicos

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