copyright 2002-03 jeff oltmann synergy professional services schedule development using microsoft...

Copyright 2002-03 Jeff OltmannSynergy Professional Services

Schedule Development Schedule Development Using Microsoft ProjectUsing Microsoft Project

Jeff OltmannJeff Oltmann

PresidentPresident

Synergy Professional ServicesSynergy Professional Services

www.spspro.comwww.spspro.com


Why Care About Why Care About Schedule Schedule

Development and Development and Control?Control? A good schedule helps project planning ...A good schedule helps project planning ...

– Assess confidence in hitting key dates (or not)Assess confidence in hitting key dates (or not)– Find clues to risks or potential problemsFind clues to risks or potential problems– Determine project robustnessDetermine project robustness

And executionAnd execution– See early warning of upcoming troubleSee early warning of upcoming trouble– Assess flexibility to fix problemsAssess flexibility to fix problems

Good software helps Good software helps – Easier to create and revise large schedules Easier to create and revise large schedules – Reduces errors (calculate a 100 node network by Reduces errors (calculate a 100 node network by

hand!)hand!)– Allows fast evaluation of many alternative scenariosAllows fast evaluation of many alternative scenarios– Provides a tracking frameworkProvides a tracking framework


Why Care ...Why Care ...

But software in the wrong hands is a But software in the wrong hands is a dangerous weapon ...dangerous weapon ...– ““Many software programs that do exist suggest Many software programs that do exist suggest

planning a project in ways that do not conform planning a project in ways that do not conform to proper project management methods - eg to proper project management methods - eg first make a list of tasks and then assign them first make a list of tasks and then assign them to calendar dates and the project plan is to calendar dates and the project plan is finished.” - Mulcahy, PMP Exam Prep p.97, 2002finished.” - Mulcahy, PMP Exam Prep p.97, 2002

– Accelerates mistakesAccelerates mistakes

YOU must control the software by YOU must control the software by understanding scheduling theory and understanding scheduling theory and processesprocesses


Case Study ApproachCase Study Approach

Schedule development for Project Schedule development for Project FuzzyWaveFuzzyWave– Fictional project to upgrade a microwave with Fictional project to upgrade a microwave with

fuzzy logicfuzzy logic– Use Microsoft Project to apply theory to Use Microsoft Project to apply theory to

FuzzyWave FuzzyWave But for safety we will remain in control at all But for safety we will remain in control at all

timestimes

Examples comply with PMBOK 2000 Examples comply with PMBOK 2000 (IEEE std)(IEEE std)

How rigorous should you be?How rigorous should you be?


Project FuzzyWave Project FuzzyWave CharterCharter

Management objectives for FuzzyWaveManagement objectives for FuzzyWave– Update existing microwave with fuzzy logic controller Update existing microwave with fuzzy logic controller

and sensorsand sensors– Imposed milestones: Imposed milestones:

Start no earlier than January 2, 2004Start no earlier than January 2, 2004 Power on first prototype within 10 weeks of startPower on first prototype within 10 weeks of start GA before July 1, 2004GA before July 1, 2004

– Resource Constraints: Resource Constraints: 1 senior engineer and 2 junior engineers for 1 senior engineer and 2 junior engineers for

durationduration Up to 3 staff months from external electronics Up to 3 staff months from external electronics

designerdesigner Marketing and manufacturing each contribute 25% Marketing and manufacturing each contribute 25%

FTEFTE– Must use company’s standard development lifecycle Must use company’s standard development lifecycle


Project FuzzyWave Project FuzzyWave CharterCharter

Project FuzzyWave DeliverablesProject FuzzyWave Deliverables– Fully tested microwave, including fuzzy softwareFully tested microwave, including fuzzy software– Design documentationDesign documentation– Support of manufacturing preproductionSupport of manufacturing preproduction– Training for customer serviceTraining for customer service– Standard marketing collateralStandard marketing collateral

ZoomAlong Scope StatementZoomAlong Scope Statement– Not reproduced hereNot reproduced here– Can a scope statement be agile?Can a scope statement be agile?

Balancing flexibility and controlBalancing flexibility and control Agile change control processAgile change control process Customer acceptance vs. conformance to Customer acceptance vs. conformance to

specificationsspecifications


Congratulations - You Congratulations - You Got the Job!Got the Job!

The boss wants to know the ship date alreadyThe boss wants to know the ship date already– Stop! Don’t write that task list yet!Stop! Don’t write that task list yet!

Value of creating a work breakdown structure Value of creating a work breakdown structure – Forces definition of “what’s in and what’s out”Forces definition of “what’s in and what’s out”– Identifies redundancies and gapsIdentifies redundancies and gaps– Promotes communication and buy in with team and stakeholdersPromotes communication and buy in with team and stakeholders– Solid basis for time and cost estimation processesSolid basis for time and cost estimation processes– Valuable in practice, though hard to do in classValuable in practice, though hard to do in class

A good WBS ...A good WBS ...– Is a Is a hierarchicalhierarchical decomposition of the work, not a flat task list decomposition of the work, not a flat task list– Identifies ALL work to be performed by the projectIdentifies ALL work to be performed by the project– Is created with the help of the teamIs created with the help of the team– Lowest level tasks have meaningful deliverables that can be Lowest level tasks have meaningful deliverables that can be

estimated and trackedestimated and tracked


WBS Top LevelWBS Top Level


WBS Level 2WBS Level 2


WBS Level 3WBS Level 3


Demo 1 WBS and Demo 1 WBS and Activity ListActivity List

DemonstrateDemonstrate– Import of WBSImport of WBS– Example activity listExample activity list

How to estimate roughly how many tasks How to estimate roughly how many tasks should be on the listshould be on the list

Estimate durationsEstimate durations Note: task durations should be no more Note: task durations should be no more

than 2 weeksthan 2 weeks


Network (Precedence) Network (Precedence) DiagramsDiagrams

NowNow can we assign dates and be done? can we assign dates and be done? Activity on node (AON or PDM) diagramsActivity on node (AON or PDM) diagrams

– Nodes (boxes) represent activitiesNodes (boxes) represent activities– Arrows represent dependenciesArrows represent dependencies– Most common (used by Microsoft Project)Most common (used by Microsoft Project)

Activity on arrow (AOA) diagramsActivity on arrow (AOA) diagrams– Arrows represent activitiesArrows represent activities– Nodes represent dependenciesNodes represent dependencies– Dummy arrows may be needed to show some relationshipsDummy arrows may be needed to show some relationships

Network tipsNetwork tips– High path convergence indicates high riskHigh path convergence indicates high risk– Don’t allow dangling tasksDon’t allow dangling tasks– Networks for real projects may have hundreds of activitiesNetworks for real projects may have hundreds of activities


DependenciesDependencies

Fast review - types of dependenciesFast review - types of dependencies– Finish to start (FS)Finish to start (FS) AON and AOAAON and AOA– Start to start (SS)Start to start (SS) AON onlyAON only– Finish to finish (FF)Finish to finish (FF) AON onlyAON only– Start to finish (SF)Start to finish (SF) AON onlyAON only– Lag is a delay imposed on a dependency (eg FF with 7 Lag is a delay imposed on a dependency (eg FF with 7

day lag)day lag)

Sources of dependenciesSources of dependencies– Hard: required by the nature of the workHard: required by the nature of the work

eg. must build the foundation for a house before eg. must build the foundation for a house before wallswalls

– Preferential: preferred but possible to changePreferential: preferred but possible to change eg. wiring goes faster if plumbing is completed firsteg. wiring goes faster if plumbing is completed first

– ExternalExternal

Tip: reduce confusion by avoiding SS, FF, SF and implicit lag


Demo 2 Task Demo 2 Task SequencingSequencing

DemonstrateDemonstrate– Adding a task to the network diagramAdding a task to the network diagram– Sequencing several design tasks in the network Sequencing several design tasks in the network

diagramdiagram– Changing links in network viewChanging links in network view– Compare Network and GANTT viewsCompare Network and GANTT views

advantages and disadvantages of eachadvantages and disadvantages of each


Evaluation MethodsEvaluation Methods

Critical Path Method (CPM): Critical Path Method (CPM): Single duration estimate per taskSingle duration estimate per task Calculates path lengths by adding durationsCalculates path lengths by adding durations Float shows which tasks have least scheduling Float shows which tasks have least scheduling

flexibilityflexibility Easiest, most common, least accurate methodEasiest, most common, least accurate method

Program Eval and Review Technique (PERT)Program Eval and Review Technique (PERT) Duration estimate is mean of triangular distribution Duration estimate is mean of triangular distribution

where D = (P + 4M + O) / 6where D = (P + 4M + O) / 6 Better than CPM at accounting for uncertainty in Better than CPM at accounting for uncertainty in

estimatesestimates

Simulation (eg Monte Carlo)Simulation (eg Monte Carlo) Simulates effects of many duration scenarios on Simulates effects of many duration scenarios on

network network Can account for path convergenceCan account for path convergence

Trivia: GERT


Key Attributes for Key Attributes for CPMCPM

Critical path (CP)Critical path (CP)– Longest network path and shortest project durationLongest network path and shortest project duration– Shows where to focus attentionShows where to focus attention– Multiple critical paths may indicate higher riskMultiple critical paths may indicate higher risk

Start and finish datesStart and finish dates– ES and EF: earliest dates that a task can start and finish ES and EF: earliest dates that a task can start and finish – LS and LF: latest start and finish dates that don’t delay LS and LF: latest start and finish dates that don’t delay

end dateend date– D = EF - ES + 1 = LF - LS + 1D = EF - ES + 1 = LF - LS + 1

Slack (S) or floatSlack (S) or float– Amount of time a task can be delayed without delaying Amount of time a task can be delayed without delaying

the project finish date (total slack)the project finish date (total slack)– S = LF - EF = LS - ESS = LF - EF = LS - ES

Tip: Slack gives flexibility. Lack of slack indicates Slack gives flexibility. Lack of slack indicates risky schedule.risky schedule.


Example CPM Example CPM CalculationsCalculations

Forward Pass - calculate ES and EFForward Pass - calculate ES and EF Reverse Pass - calculate LS and LFReverse Pass - calculate LS and LF Calculate SlackCalculate Slack Identify Critical PathIdentify Critical Path

Start End

D

ES EF

LS LFS

4

__ __

__ __

5

__ __

__ __

11

__ __

__ __

__ __

__


Completed CPM Completed CPM CalculationsCalculations

Forward Pass - calculate ES and EFForward Pass - calculate ES and EF Reverse Pass - calculate LS and LFReverse Pass - calculate LS and LF Calculate SlackCalculate Slack Identify Critical PathIdentify Critical Path

Start End

D

ES EF

LS LFS

4

1 4

3 6

5

5 9

7 11

11

1 11

1 11

2 2

0


Demo 3 Network Demo 3 Network CalculationCalculation

DemonstrateDemonstrate– Task list with duration and resource Task list with duration and resource

assignmentsassignments– Calculated network diagramCalculated network diagram

Point out critical path and CPM attributesPoint out critical path and CPM attributes– GANTT viewGANTT view– Resource histogramResource histogram

Did we meet resource limits from the Did we meet resource limits from the charter?charter?


Fixing a Schedule Fixing a Schedule ProblemProblem

End date does not meet charter End date does not meet charter requirementrequirement

Fast trackingFast tracking parallelizes CP tasks parallelizes CP tasks– Usually increases riskUsually increases risk– Can increase costCan increase cost

CrashingCrashing adds resources to CP tasks adds resources to CP tasks– Identify lowest cost places to add resourcesIdentify lowest cost places to add resources– Shift resources from tasks that have slack or use Shift resources from tasks that have slack or use

outside resourcesoutside resources

Must have network diagramMust have network diagram– Critical pathCritical path– Locations of slack timeLocations of slack time– DependenciesDependencies


Demo 4 Schedule Pull Demo 4 Schedule Pull InIn

DemonstrateDemonstrate– Shorten critical path by fast trackingShorten critical path by fast tracking– Shorten critical path by crashingShorten critical path by crashing


Schedule Tracking and Schedule Tracking and ControlControl

Don’t let your schedule get dusty!Don’t let your schedule get dusty! Regularly gather status and compare to baselineRegularly gather status and compare to baseline

– 50/50 method50/50 method– Enforce regular team reporting habitsEnforce regular team reporting habits

Look for warning signsLook for warning signs– Watch critical path AND areas with little slackWatch critical path AND areas with little slack– Beware of tasks with long durationsBeware of tasks with long durations– Watch for overdue starts and finishesWatch for overdue starts and finishes– Check on work that should be starting or finishing soonCheck on work that should be starting or finishing soon

Take corrective actionTake corrective action– Use the network diagram to explore optionsUse the network diagram to explore options– Monitor effectiveness of corrective actionMonitor effectiveness of corrective action– Update baseline, including Microsoft Project filesUpdate baseline, including Microsoft Project files

Communicate!Communicate!


Demo 5 ReportsDemo 5 Reports

Fast forward to 1/20/03Fast forward to 1/20/03 DemonstrateDemonstrate

– Marking items partly and fully complete in Marking items partly and fully complete in network viewnetwork view

– Tracking GANTT for teamTracking GANTT for team– Milestone report for management (Reports / Milestone report for management (Reports /

Overview / Milestone)Overview / Milestone)– Critical tasks (Reports / Overview / Critical)Critical tasks (Reports / Overview / Critical)– Should have started (Reports / Current / Should have started (Reports / Current /

Should / 1-20-03)Should / 1-20-03)


Advanced AspectsAdvanced Aspects

Handling multiple projectsHandling multiple projects– shared resources in MS Project Servershared resources in MS Project Server– tradeoffs vs multiple Project filestradeoffs vs multiple Project files

Tracking earned valueTracking earned value Completion buffer (Goldratt’s Theory of Completion buffer (Goldratt’s Theory of

Constraints)Constraints) Groupware and integrationGroupware and integration

– email integrationemail integration– integration with other programs (databases, Excel)integration with other programs (databases, Excel)– plug insplug ins

Comparison to other scheduling Comparison to other scheduling programsprograms


ConclusionConclusion

Good scheduling skills are a crucial Good scheduling skills are a crucial tool in your project management tool in your project management toolboxtoolbox

Software will amplify your schedule Software will amplify your schedule development capabilities for better or development capabilities for better or worseworse

Call me with your questions or Call me with your questions or thoughtsthoughtsJeff Oltmann

Synergy Professional Services(503) [email protected]


Questions and Questions and AnswersAnswers

copyright 2002-03 jeff oltmann synergy professional services schedule development using microsoft...

Documents

project robustness v

mistakes v

project planning

project fuzzywave deliverables

duration u

u power

ieee std v

times v examples