history of scheduling

7/30/2019 History of Scheduling

1/34

Welcome to READ

Title: Short Training on P6 Duration: 36 hours

Time : 2hours/day

Course module: Lecture and Lab class Provided: A copy of P6

Class notes

Resource person: Amir M. Joshi

(BE. Civil/ Urban Planner 2003)

@READ Consult.


2/34

Primavera

Widely used Project schedulingsoftware

Planning project cost and resources

Primavera System Inc-USA

Since 1983

www.primavera.com Primavera Products
http://www.primavera.com/http://www.primavera.com/


3/34

Suretrak Microtrak Single user 1980s

P3 3.1 Based onBetrievedatabase

Multi user 1983

P3e/c 4.1 Sql, Oracle,MSDE

Multi-user,multi project

P4 for E/C

2005

P5 Sql, Oracle,MSDE

Multi-user,multiproject,

Enterprise

based

2005-upgradedfrom P3ecor P4

Primaveracontractor

used bysub-

contractors

Single user p3ec with750

activities


4/34

Primavera 6 Primavera 6 is project, cost and resource

management software

Multi user, Multi project

Enterprise based scheduling tool

Based on Database structure Ms SQL, MSDE, Oracle

Import/Export data to other applications

High end scheduling based on CPM


5/34

Project Management

Defining the Project:A project is a set of activities andassociated information that constitutes aplan for creating a product or service. Aproject has a start and finish dateusuallyconfined to a budget

A project is unique. It may take peopleaway from their usual work, asking them

to focus on achieving a deliverable result. Usually a project constitutes three

parameters; Cost, time and Scope.


6/34

Project Management

Application of knowledge, skills, tools andtechniques to project activities in order to meet

or exceed stakeholder need and expectationsfrom a project

Achieving project goal depends on time, scopeand quality expected

helps to plan and control any kind of project byusing a dynamic schedule-a schedule thatprovides a realistic model of a projectsanticipated behavior, then changes to match the

projects actual behavior.

The crucial part of successful projectmanagement however, is the actions taken afterthe plan is created.


7/34

With good project management system youshould be able to answer such questions

as; What tasks must be done to produce the

deliverable of the projects? Who will complete these tasks? Whats the best way to communicate

project details to people who have aninterest in the project?

When should each task be performed? How much will it cost? What if some tasks are not completed as

scheduled?


8/34

Planning, Controlling, and Managing

Projects

Process of Project management guidedby;

Planning

Controlling

Managing


9/34

Purpose of Planning

To build a model that allows you topredict which activities and resourcesare critical to the timely completionof the project

Implement strategies to ensure that

these activities and resources aremanaged, ensuring the project isdelivered both On Time and WithinBudget.


10/34

Planning helps to avoid

Loss of revenue Loss of a facility

Additional changeover costs

Inconvenience costs Contractual fights

Extensions of time claims


11/34

Planning aims to

Optimise time Evaluate different methods

Optimise resources

Provide early warning of potentialproblems

Enable you to take proactive and notreactive action


12/34

Project Planning Metrics

The three components that you maymeasure and control using a planningand scheduling software are

Time

(Efforts)

Costs Resources

Any change in one normally results in achange in one or both of the other two.


13/34

Planning cycle


14/34

Planning Cycle The planning cycle is an integral part of

managing a project

When the original plan is agreed the Baseline isset. The Baseline is a record of the original plan.

Actual progress monitored & recorded duringproject execution & compared to the Targetdates.

The progress is reported and evaluated. The plan

may be changed by adding or deleting activitiesand adjusting Remaining Durations or Resources.

A revised plan is then published.


15/34

Managing projects with Project management

Software

Using project management software can organizeyour thinking and identify potential problems.

Following established project procedures ensuresthat you inform the team about options,

alternatives, and workarounds efficiently and intime.

And presenting your project to upper

management clearly and convincingly makes iteasier to obtain their support when you need it Helps data input, edit, organise, anlysis and

present.


16/34

History of Scheduling

In the Beginning:

Sun Tzu wrote about scheduling andstrategy 5000 years ago for military

purpose

Some form of schedule followed; the

understanding of activities and sequencing


17/34

1956

Gantt Chart: Developed by Henry Gantt in1917 as production control tool

Correlates activities and time in graphical

display No interdependencies between activities


18/34

Typical Gantt Chart


19/34

Origin of CPMKelly & Walker

Early UNIVAC Computer


20/34

1956

Du PONTused UNIVAC for Planning, Estimatingand Scheduling

Focus on Right Task can reduce time and cost

1957-A project to develop CPM method

i-j notation to describe relationship between

activities

Activity-on-Arrow later used


21/34

Topological construction schedule of the George

Fischer work

61 Activities, 16 dummies and 8 timing restraints


22/34

1959

Kelly and Walker presented the conceptCritical Path Planning and Scheduling

Used Main chain for longest schedule

path Mauchly and Associates commercialized

CPM and simplified the process


23/34

Development of PERT

US Navy Special Projects Office, Bureau ofOrdnance

Used the term Critical Path

Network chart of connected box activities


24/34

1961

MAPS, SCANS, TOPS

PEP,TRACE, LESS, PAR

PEP used set of links connecting ends of

bar charts

After 1968 CPM and PERT becamedominant system


25/34

1980

Mainframe computers and CPM

1980s-used main frame or calculateschedule manual

Run time cost much higher

Training cost higher

Any error cost higher


26/34

1980s

PC system

1970s- emergence of micro computers

1979-Apple II

1980- Micro Planner v1.0 to be run on

Apple II Released by Micro Planning Services in UK

1982-The Plannerfor IBM PC


27/34

1984

Windows Os

1984-Apple Macintosh and MicrosoftsWindows v 1.0 on November

1989- Micro Planner X-pert, a true GUI

scheduling tool Microsoft Project

21st-Spider-(Russian)-dynamically links

time and cost


28/34

1990s

Primavera

Founded in May 1983 by Dick Faris, JoelKoppelman, Less Seskin

Primavera=Spring(Italian and Portugese)

Late 1980s- On DOS operating system with10,000 activities

High end scheduling tool Development of Scheduling systems-Timeline, CA

Superproject, Open plan

1990s-wide use of PC based scheduling


29/34

2006

Current trends

Role of Schedulers on demand

For better project control through betterVisibility, predictability and accountability

Enterprise tools- Primavera Enterprise,WelcomeHome and Open Plan

PMO-Project Management Office

PMI college of Scheduling


30/34

Software costs

P3 - $4000 (50,000 Activities)

Suretrak (Microtrak)-$499

P3ec or P3e -$ 2-4000 (>50,000 Act) Primavera Contractor-$499

Microsoft Project-$3-500

P6-$10,000 -40,000


31/34

Introduction to P6

Primavera 6 is project, cost and resourcemanagement software

Multi user, Multi project Enterprise based scheduling tool Based on Database structure Ms SQL, MSDE, Oracle Import/Export data to other applications High end scheduling based on CPM It enables organizations to make informed

decisions and improve their ability to deliverprograms and projects on time and on budget

Provides an integrated project managementsolution consisting of role-specific tools to satisfyeach team members needs, responsibilities, andskills.


32/34

Primavera 6 Enables organizations to budget, prioritize,

plan and manage multiple projects whileoptimizing shared resources

Provides comprehensive information on allprojects in an organization, from topmanagement summaries to detailed plansby projects

Make strategic business decisions

Control the minute details necessary tofinish projects


33/34

Understand current resource demands, setpriorities and evaluate long-term resourcerequirements

Reorganize projects to fit shifting prioritieswithout sacrificing quality

Improve communication

Report across projects

Utilize early warning indicators


34/34

The P6 Workspace

history of scheduling

Documents