reviewing “the building blocks” project scheduling

Reviewing“The Building

Blocks”

Project Scheduling

Defining the Critical Path

• The Critical Path– The Sequence of Tasks

that takes the Longest to Complete

– Defines Duration of the Project

– Determines the End Date of the Project

• The Overall Duration of the Project Cannot be Reduced without shortening the Critical Path

• Free Float– The Amount of Extra Time

the Task can be Delayed or Extended without Affecting the Start of a Successor task

• Total Float– The Amount of Extra Time

the Duration of the Task can Expand without Affecting the Project End Date

• Negative Float– Negative Total Float is the

Amount of Time by which a Critical Task Misses its Required Date

Critical Path

Gantt Chart OverviewThe Gantt Chart

Displays theProject Schedule in a

TimePhased Format

The Gantt Chart Indicates:• Start & End Dates• Task Durations• Float• Baselines• Task Completion &

Status• Parallel Activities• Major Project Events

The Gantt Chart

• Who are the “players?”

• What do we use a project schedule for?

• The Project Delivery Information System (PDIS)

• The WSDOT Master Deliverables List (MDL)

• Working with the MDL (Task Planning)

WSDOT Project Scheduling

Your “road map” for getting from here to there.

• What tasks will be done• Who will do them• How long will they take• What sequence will they be done• How much will they cost

“You got to be careful if you don’t know whereyou’re going, because you might not get there.”

-Yogi Berra

The Project ScheduleThe Project Schedule

What information can we get from the schedule?





• Working with the MDL (Task Planning)






• Working with the MDL


Master Deliverables List (MDL)


Level 1

Level 2

Level 3

Processes

Level 4

Deliverables

PhasePre-Construction Construction

Deliverables (in some cases)

Level 5-10Tasks

Work Breakdown Structure (WBS)•A deliverable oriented hierarchical decomposition of the work to be executed by the project team to accomplish the team mission and create the required deliverables. The WBS defines the project scope.

Scheduling Terminology

Team Mission

Deliverable•Any unique and verifiable product or result that must be produces to complete a project. Usually the lowest level of the WBS.


Team Mission

Scheduled Activity (task)•A component of work performed to create a deliverable.


Team Mission

Task 1Task 2(Etc.)

Task 1Task 2(Etc.)

Task 1Task 2(Etc.)

Task 1Task 2(Etc.)

Task 1Task 2(Etc.)

Task 1Task 2(Etc.)

WB

S(S

cope

)A

ctiv

ity L

ist

(Sch

edul

e)

Level 1 (Project Phase)

Level 2 (Process)

Level 3 (Deliverable)

Levels 4-10 (Tasks & sub tasks)

(Preconstruction) PC

(Hydraulics) PC - 25

(Type B Report) PC-25 . 02

(Assignable Tasks) PC-25.02 . 01 PC-25.02 . 02

etc…

Example






• Working with the MDL


Working with the MDL

1. Process of Elimination2. Preferential Re-ordering

– By “family”3. WBS completion –

“sufficiency”– Define tasks (levels 4 – 10)

4. Task Planning5. Network (precedence)

Diagram6. Gantt Chart


Level 1

Level 2

Level 3

Processes

Level 4

Deliverables


Tasks (Deliverables in some cases)

Level 5-10Sub-Tasks

Type B Report

Task Planning Worksheet

PC-25.02.01 Prepare Hydraulic Report Type B for Review

Prepare Hydraulic Report Type B according to the standards prescribed in the Highway Runoff Manual and Storm water Management Policy. Includes verification of existing drainage facilities on project site. When completed, report will be sent to Region Hydraulics Engineer for review and concurrence.

Type B ReportPC-25.02

Defining Activities/Tasks

•Definition

•Assignment

•Significance


Prepare Hydraulic Report Type B according to the standards prescribed in the Highway Runoff Manual. Includes verification of existing drainage facilities on project site. When completed, report will be sent to Region Hydraulics Engineer for concurrence.


Estimating Percent Complete

Is key to simplify schedule tracking and used to calculate EVM values for the project.

Methods to calculate percent complete:

• Units Produced

• Milestones (Agreement) Method

• 50 – 50 Convention

• 0 – 100 Convention

• Proportional Relationships (hammock)

Task Planning

Units Produced

• Ratio of units completed to the total planned

• Units must be nearly identical

• Examples:

• Drilling 10 holes, 4 completed; 40% complete

• Paving 5 lane miles, paved 4 lane miles; 80% complete


Task Planning

Milestone (Agreement) Method

• At the onset of the project, agree with the project team members on percent complete of various stages of the process/deliverable. These points can be entered as interim schedule milestones for the deliverable.

• Example:

• Data Collection – 10%

• Draft Traffic Signal Design – 70%

• Final Traffic Signal Design – 90%

• Traffic Signal PS&E – 100%


Task Planning

50 – 50 Convention

• The 50 – 50 convention is best used when an accurate estimate is nearly impossible and when durations are relatively short (less than the reporting frequency).

• This method is a good method for higher-level EVM and when there are several processes (or deliverables) to be evaluated.

• The more tasks/deliverables evaluated, the more accurate the EVM. 50% complete is assumed when the task/deliverable has started. 100% complete is assumed when the task/deliverable is finished.


Task Planning

0 – 100 Convention

• The 0 – 100 convention is best used when a task/deliverable has no value unless it is completed and when durations are relatively short (less than the reporting frequency).

• This method is also a good method for higher-level EVM and when there are several processes (or deliverables) to be evaluated.

• 0% complete is assumed until a task/deliverable is complete. 100% complete is assumed when the task/deliverable is finished.


Task Planning

Proportional Relationship

• This method is used when the completion of a measurable amount of one work package indicates the completion of another task that cannot be easily measured.

• This method works well for the “on-going” or hammock tasks within the project schedule.

• Example:

• 40% of the project is complete, so 40% of the project management task is complete.


Task Planning




X

Duration Estimating

Task Planning

Expert Judgment

• Guided by historical information

• “Top-down” estimating

Analogous Estimating

• Using actual durations of a previous, similar schedule activity as basis for estimating duration of future schedule activity.

• Uses expert judgment and historical information

• “Top-down” estimating

Duration Estimating

Task Planning

Parametric Estimating

• Quantitatively determined by multiplying quantity of work to be performed by the productivity rate.

• “Bottom-up” estimating

Duration Estimating

Task Planning

Three-Point Estimates

• Formerly called Program Evaluation and Review Technique (PERT)

• Incorporates risk factors into estimate

• Three types of estimates:

• Most Likely (ML): Realistic expectations

• Optimistic (O): Best-case scenario

• Pessimistic (P): Worst case scenario

• Typically provides a more accurate duration estimate than single point estimating.

Duration Estimating

Task Planning


Most Likely:

(1 x O) + (4 x ML) + (1 x P)6

Optimistic:

Pessimistic:

3.0 hrs

2.5 hrs

5.5 hrs

Task: Drive home from class (Yakima to Enumclaw ~ 160 miles)

(1 x 2.5) + (4 x 3.0) + (1 x 5.5)6

= 3.33 hrs

Duration Estimating

Task Planning


• Formerly called Program Evaluation and Review Technique (PERT)

• Incorporates risk factors into estimate

• Three types of estimates:

• Most Likely (ML): Realistic expectations

• Optimistic (O): Best-case scenario

• Pessimistic (P): Worst case scenario

• Typically provides a more accurate duration estimate than single point estimating.




X

20d

Task Interdependencies Specify Task Relationships

All tasks are Related To:• Other Schedule Activities

– “Mandatory” or “Hard Logic”– “Discretionary” or “Soft

Logic”

• External Events– Dependent Dates– Required Dates Network Diagram

Task Interdependencies

Scheduled Activity (task)•A component of work performed to create a deliverable.


Team Mission

Task 1Task 2(Etc.)

Task 1Task 2(Etc.)

Task 1Task 2(Etc.)

Task 1Task 2(Etc.)

Task 1Task 2(Etc.)

Task 1Task 2(Etc.)

WB

S(S

cope

)A

ctiv

ity L

ist

(Sch

edul

e)

PC-24.10 – Roadway Sections FS

PC-18.07.01 – Biological Evaluation FS

TE 2 (Design) Effort 40h None

TT 2 (Design) Effort 80h None


Level 1

Level 2

Level 3

Processes

Level 4

Deliverables


Deliverables (in some cases)

Level 5-10Tasks

Project TO(Organization Breakdown

Structure - OBS)

$ponsorSr. Mgmt.

ProjectManager

TeamMember

Manager

TeamMember

QS

$R

Plan at Deliverable level

1. What (deliverable, constraints, standards)

2. How Much?3. Duration

Task Planning

Executive Order 1032.00

…directs WSDOT employees to deliver capital transportation projects consistent with the principles and practices of the department’s project management process.

Further direction given to:• Executive Managers• Project Managers• Project Team Members• Specialty Groups• HQ Staff

Executive Order 1032.00

IV.Executive Order…D. Direction to Specialty Groups

1. Provide the Project Manager with the schedule and estimate for the tasks assigned.…

Project TO(Organization Breakdown

Structure - OBS)

$ponsorSr. Mgmt.

ProjectManager

TeamMember

Manager

TeamMember

QS

$R

Plan at Deliverable level

1. What (deliverable, constraints, standards)

2. How Much?3. Duration

Task Planning






Diagram6. Gantt Chart (From PDIS)

Activity AWBS Code Activity

Early Start (ES)

Early Finish (EF)

Late Start (LS)

Late Finish (LF)

Duration

Total Float (TF) =

7

Activity BWBS Code Activity

Early Start (ES)

Early Finish (EF)

Late Start (LS)

Late Finish (LF)

Duration

Total Float (TF) =

5

Activity CWBS Code Activity

Early Start (ES)

Early Finish (EF)

Late Start (LS)

Late Finish (LF)

Duration

Total Float (TF) =

2

Activity DWBS Code Activity

Early Start (ES)

Early Finish (EF)

Late Start (LS)

Late Finish (LF)

Duration

Total Float (TF) =

3

Activity EWBS Code Activity

Early Start (ES)

Early Finish (EF)

Late Start (LS)

Late Finish (LF)

Duration

Total Float (TF) =

3

Simple Project consisting of 5 Tasks






Diagram6. Gantt Chart (From PDIS)

Project Performance Baseline

Work Breakdown Structure

(WBS)

RiskPlanning

BudgetTask

Planning & Scheduling

“Progressive Elaboration”

reviewing “the building blocks” project scheduling

Documents

project critical task

project development

critical task misses

lag slide

sciforma project scheduler

gantt chart slide

successor task total

ff finish finish