Imad Alsadeq,OPM3, MSP, PMP, PMOC, PMI-RMP, MCP
“PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2013 Permission is granted to PMI for PMI® Marketplace use only
FasTraCra
June, 2013
PMI Scheduling Conference, Orlando, Florida
EPMO Director, Ministry of Labor,
KSA, … by the way, I’m Egyptian
Consultant,
Trainer,
Author,
Translator, and
Speaker.
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Ireland2011
• Stay Now and Here in your mind,
• Ask yourself and apply to your work,
• Listen as if you will explain this session to your colleague(s),
• Prepare your feedback.., questions or email.
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7
Lets finish soon; we need cash,.. proof to the client we are the one.., no problem to
squeeze schedulers.
44% of business managers don’t
consult PM/ Scheduler before committing the expected project duration.
Source: Field Survey done by presenter where 108 PM professional actively participated.
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82% of business Managers
Always/Usually/Frequently ask for schedule compression
31% 32%
19%14%
4% 0%
Source: Field Survey done by presenters where 108 PM professional actively participated.
I know there is something called
Fastrack and crash, let Him FasTraCra
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What your Manager thinks
you will do.
What you think of doing if schedule is
accepted.
What you are really doing.
What most of the top Mgmt/
Clients think you will do.
Nothing
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1st Proposed Schedule
Start Estimated Finish
6 Month
Compressed Schedule
Start Estimated Finish
4 Month
Project Management Success Project Success
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Stakeholders’ satisfaction
Project outcome added value
Competing Demands balancing
Contribution to the Org. Strategy
Project Success
• Project: Kodak’s New Advantix Photographic system– PMI recognized it as the 1997 International Project of
the Year
– Business Week selected the system as one of the best new products of 1996 (Adams, 1998).
• After the Project– Kodak's stock price has fallen 67% since the
introduction of the Advantix system
http://www.maxwideman.com/guests/metrics/abstract.htm
• Project: Sydney Opera House
– One of the most recognized buildings in the world
– For the year ended 30 June 2011, total income was about 120M
• Project Plan and budget
– Time Plan was 4 years – Finished after 14 years
– Budget was 7M – Actual cost about 102M
Adopted from: http://www.sydneyoperahouse.com
Adopted from my webinar “OPM - No retreat no surrender” OPM COP Dec, 2011
Stakeholders’ satisfaction
• Stakeholder Mgmt. Success
Project outcome added value
• Outcome Success
Competing Demands Balancing
• Project Management Success
Contribution to the Org. Strategy
• Strategic Success
Project Success
• Evolution of Requirements
• Approved Change Requests
• Operational Problems
• Faulty Estimating
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• Schedule Compression: used to shorten the schedule duration without reducing the project scope, in order to meet schedule constraints, imposed dates, or other schedule objectives.
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Time is money.
More is coming in the pipeline.
Some deliverables are time based.
The urgency of project outcomes.
Unbiased or biased Politics.
Source: 2013 Project Management Institute, Inc. PMBOK® Guide 5th Edition
• A schedule compression technique in which activities or phases normally done in sequence are performed in parallel for at least a portion of their duration.
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A
B
A
B
• Only works if activities can be overlapped
• may result in rework and increased risk.
Source: 2013 Project Management Institute, Inc. PMBOK® Guide 5th Edition
• A technique used to shorten the schedule duration for the least incremental cost by adding resources.
• Only works for activities where additional resources will shorten the duration.
• May result in increased risk and/or cost.
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A woman can make a baby in 9 months, but 9 women can’t make a
baby in a month
Source: 2013 Project Management Institute, Inc. PMBOK® Guide 5th Edition
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1st Proposed Schedule
6 Month
Start
Compressed Schedule
4 Month
Actual Schedule
6 Month
Actual Schedule
12 Month
18 Month
44% The same
as the 1st Proposed Schedule
48% Double
to Treble of the 1st
Proposed Schedule
6% Less than the first Proposed Schedule
Source: Field Survey done by presenter where 108 PM professional actively participated.
2% answered others.
Time is money.
More is coming in the pipeline.
Some deliverables are time based.
The urgency of project outcomes.
Unbiased or biased Politics.
More Time/Money
Pipeline stopped and hanged.
Lets think next time/year/chance.
Sorry we couldn’t do it.
Wrong President or Prisoner
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StrategicMgmt.
OperationMgmt.
ProgramMgmt.
Strategic Objectives
Targeted Benefits
Finished Deliverables
New Capabilities
Completed Products
Achieved BenefitsUpdated Operation
Achieved
Targeted
Interact with
Environment
Change Forces
Alive Strategy
PortfolioMgmt.
ProjectMgmt.
ActivitiesTask Mgmt.
Better
Performance
Value
Source: Imad Alsadeq 2013, Organizational Project Management Templates (soon) 36
5. Proper usage of Fast Track & Crash and NOTFast Track and Crash
6. More compression approaches
– Optimize lead and lag
– What-If Scenario Analysis
– Resource Leveling
– Applying/Changing Calendars
Compression isan OngoingTechnique
• Seek to understand and to be understood why compression is needed and should be done properly..
• Believe, practices, and tell others that estimation and compressing are ongoing processes,
• Fast Track & Crash are good compression techniques unless it leads to FasTraCra explosion.
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Imad AlsadeqOPM3®, MSP®, PMP®, PMOC, PMI-RMP®, MCP
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